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GROWING SHAREHOLDER VALUE IN A LOWER-CARBON FUTURE April 2021GROWING SHAREHOLDER VALUE IN A LOWER-CARBON FUTURE April 2021
Cautionary statement FORWARD-LOOKING STATEMENTS. Outlooks; projections; goals; estimates; discussions of earnings, cash flow, and margins; descriptions of strategic plans and objectives; planned capital and cash operating expense reductions and the ability to meet or exceed announced reduction objectives; plans to reduce future emissions intensity and the expected resulting absolute emissions reductions; emission profiles of future developments; carbon capture results and the impact of operational and technology efforts; future business markets like carbon capture or hydrogen; energy market evolution; rates of return; development plans; future distributions; and other statements of future events or conditions in this presentation or the subsequent discussion period are forward-looking statements. Actual future results could differ materially due to a number of factors. These include the continuity of our board and their strategic oversight; global and regional changes in the demand, supply, prices, differentials or other market conditions affecting oil, gas, petroleum, petrochemicals and feedstocks; company actions to protect the health and safety of employees, vendors, customers, and communities; the severity, length and ultimate impact of COVID-19 and government responses on people and economies; global population and economic growth; changes in law, taxes or regulation, including environmental regulations, taxes, political sanctions and international treaties; the timely granting or freeze, suspension or revocation of government permits; the impact of fiscal and commercial terms and the outcome of commercial negotiations; feasibility and timing for regulatory approval of potential investments or divestments; the actions of competitors and preferences of customers; the capture of efficiencies between business lines; unexpected technological developments; general economic conditions, including the occurrence and duration of economic recessions; unforeseen technical or operating difficulties; the ability to bring new technologies to commercial scale on a cost- competitive basis, including large-scale hydraulic fracturing projects and carbon capture projects; and other factors discussed here, in Item 1A. Risk Factors in our Form 10-K for the year ended December 31, 2020 and under the heading Factors Affecting Future Results on the Investors page of our website at www.exxonmobil.com under the heading News & Resources. The forward-looking statements and dates used in this presentation are based on management’s good faith plans and objectives as of the of this presentation, unless otherwise stated. We assume no duty to update these statements as of any future date and neither future distribution of this material nor the continued availability of this material in archive form on our website should be deemed to constitute an update or re-affirmation of these figures as of any future date. Any future update of these figures will be provided only through a public disclosure indicating that fact. SUPPLEMENTAL INFORMATION. See the Supplemental Information included on pages 72 through 83 of this presentation for additional important information required by Regulation G for non-GAAP measures or that the company considers is useful to investors as well as definitions of terms used in the materials, including future earnings, cash flow, margins, ROCE, returns, addressable markets, available cash from operations, operating cash flow, cash operating expenses, net cash margin, and free cash flow. Supplemental Information also includes information on the assumptions used in these materials, including assumptions on future crude oil prices and product margins used to develop outlooks regarding future potential outcomes of current management plans. 2Cautionary statement FORWARD-LOOKING STATEMENTS. Outlooks; projections; goals; estimates; discussions of earnings, cash flow, and margins; descriptions of strategic plans and objectives; planned capital and cash operating expense reductions and the ability to meet or exceed announced reduction objectives; plans to reduce future emissions intensity and the expected resulting absolute emissions reductions; emission profiles of future developments; carbon capture results and the impact of operational and technology efforts; future business markets like carbon capture or hydrogen; energy market evolution; rates of return; development plans; future distributions; and other statements of future events or conditions in this presentation or the subsequent discussion period are forward-looking statements. Actual future results could differ materially due to a number of factors. These include the continuity of our board and their strategic oversight; global and regional changes in the demand, supply, prices, differentials or other market conditions affecting oil, gas, petroleum, petrochemicals and feedstocks; company actions to protect the health and safety of employees, vendors, customers, and communities; the severity, length and ultimate impact of COVID-19 and government responses on people and economies; global population and economic growth; changes in law, taxes or regulation, including environmental regulations, taxes, political sanctions and international treaties; the timely granting or freeze, suspension or revocation of government permits; the impact of fiscal and commercial terms and the outcome of commercial negotiations; feasibility and timing for regulatory approval of potential investments or divestments; the actions of competitors and preferences of customers; the capture of efficiencies between business lines; unexpected technological developments; general economic conditions, including the occurrence and duration of economic recessions; unforeseen technical or operating difficulties; the ability to bring new technologies to commercial scale on a cost- competitive basis, including large-scale hydraulic fracturing projects and carbon capture projects; and other factors discussed here, in Item 1A. Risk Factors in our Form 10-K for the year ended December 31, 2020 and under the heading Factors Affecting Future Results on the Investors page of our website at www.exxonmobil.com under the heading News & Resources. The forward-looking statements and dates used in this presentation are based on management’s good faith plans and objectives as of the of this presentation, unless otherwise stated. We assume no duty to update these statements as of any future date and neither future distribution of this material nor the continued availability of this material in archive form on our website should be deemed to constitute an update or re-affirmation of these figures as of any future date. Any future update of these figures will be provided only through a public disclosure indicating that fact. SUPPLEMENTAL INFORMATION. See the Supplemental Information included on pages 72 through 83 of this presentation for additional important information required by Regulation G for non-GAAP measures or that the company considers is useful to investors as well as definitions of terms used in the materials, including future earnings, cash flow, margins, ROCE, returns, addressable markets, available cash from operations, operating cash flow, cash operating expenses, net cash margin, and free cash flow. Supplemental Information also includes information on the assumptions used in these materials, including assumptions on future crude oil prices and product margins used to develop outlooks regarding future potential outcomes of current management plans. 2
ExxonMobil - a global energy and technology leader Responsibly meeting the world’s need for energy for over 135 years 3 segments - each with multi-billion $ average annual earnings; operations in >50 countries Global Scale Market capitalization $240 Billion Dividends paid since 2011 $122 Billion Regular employees with over 160 nationalities represented 72,000 1 Invested to research, develop, and commercialize technology for a lower-carbon future >$13 Billion Leading Global Businesses Leading investment portfolio Leading technology and innovation 2010-19 Average Annual Earnings by Business ($G) CCS: #1 in the world for CO capture; #2 in the world 2 Upstream: Industry-leading opportunities in Guyana, for CO pipelines, #2 in the world for CO geologic 2 2 Permian and Brazil; ~90% of of 2021-2025 upstream Chemical storage, advancing plans for >20 new CCS 2 4 resource investments have cost-of-supply ≤$35/bbl 6, 7, 8 opportunities Downstream and Chemicals: #1 in synthetic lubricants Hydrogen: producing >1 Mta ; advancing Rotterdam 5 3 Downstream and basestocks , #1 or #2 market position in 80% of the pilot for hydrogen and fuel cell CCS technology 4 chemical businesses we compete , investments deliver 19 Upstream 5 R&D: 80 collaborations, >2,000 Ph. D.s, >10,000 >30% average return patents in the last decade Source: 10K reported functional earnings; Market Capitalization Bloomberg 04/16/2021 See Supplemental Information for footnotes and definitions 3ExxonMobil - a global energy and technology leader Responsibly meeting the world’s need for energy for over 135 years 3 segments - each with multi-billion $ average annual earnings; operations in >50 countries Global Scale Market capitalization $240 Billion Dividends paid since 2011 $122 Billion Regular employees with over 160 nationalities represented 72,000 1 Invested to research, develop, and commercialize technology for a lower-carbon future >$13 Billion Leading Global Businesses Leading investment portfolio Leading technology and innovation 2010-19 Average Annual Earnings by Business ($G) CCS: #1 in the world for CO capture; #2 in the world 2 Upstream: Industry-leading opportunities in Guyana, for CO pipelines, #2 in the world for CO geologic 2 2 Permian and Brazil; ~90% of of 2021-2025 upstream Chemical storage, advancing plans for >20 new CCS 2 4 resource investments have cost-of-supply ≤$35/bbl 6, 7, 8 opportunities Downstream and Chemicals: #1 in synthetic lubricants Hydrogen: producing >1 Mta ; advancing Rotterdam 5 3 Downstream and basestocks , #1 or #2 market position in 80% of the pilot for hydrogen and fuel cell CCS technology 4 chemical businesses we compete , investments deliver 19 Upstream 5 R&D: 80 collaborations, >2,000 Ph. D.s, >10,000 >30% average return patents in the last decade Source: 10K reported functional earnings; Market Capitalization Bloomberg 04/16/2021 See Supplemental Information for footnotes and definitions 3
Right strategy, strong performance, world-class board Uniquely positioned to sustainably meet the world’s energy needs in a lower-carbon future 1 • Invest in low-carbon to expand opportunities in energy’s long-term future – Low Carbon Solutions business will help address society’s ambition to reduce emissions in hard-to- decarbonize sectors, targeting new CCS, hydrogen, and biofuels opportunities with large addressable markets and high growth Right strategy and – Leverages decades of technology expertise at scale and competitive advantages demonstrated in existing plan: value chains advancing two priorities – Reducing emissions in our operations consistent with the Paris Agreement and a 2°C pathway to maximize • Driving cash flow improvements in existing businesses with a disciplined, value driven approach shareholder value – Investing in one of the most attractive, high-return portfolios in the industry to increase cash flow while maintaining existing production levels – Improving portfolio competitiveness through structural operating cost improvements Page 6 - 38 – Responsibly meeting continued demand for oil & gas and high-value products • Management and the Board made tough decisions to improve ExxonMobil’s portfolio starting in 2 2017 with counter-cyclical investments; long-cycle actions driving performance and TSR today Strong performance: • TSR outperforms peer average over six month, one year, two year, and three year periods, with resulting from capital +52% TSR over the past year investments, corporate values and competitive • Outperformance vs. peer average on long-term ROCE and dividend growth strengths • Resilient 2020 performance – best-ever workforce safety and reliability, reduced cash opex by Page 39 - 51 15% and capex by 30% See Supplemental Information for definitions 4Right strategy, strong performance, world-class board Uniquely positioned to sustainably meet the world’s energy needs in a lower-carbon future 1 • Invest in low-carbon to expand opportunities in energy’s long-term future – Low Carbon Solutions business will help address society’s ambition to reduce emissions in hard-to- decarbonize sectors, targeting new CCS, hydrogen, and biofuels opportunities with large addressable markets and high growth Right strategy and – Leverages decades of technology expertise at scale and competitive advantages demonstrated in existing plan: value chains advancing two priorities – Reducing emissions in our operations consistent with the Paris Agreement and a 2°C pathway to maximize • Driving cash flow improvements in existing businesses with a disciplined, value driven approach shareholder value – Investing in one of the most attractive, high-return portfolios in the industry to increase cash flow while maintaining existing production levels – Improving portfolio competitiveness through structural operating cost improvements Page 6 - 38 – Responsibly meeting continued demand for oil & gas and high-value products • Management and the Board made tough decisions to improve ExxonMobil’s portfolio starting in 2 2017 with counter-cyclical investments; long-cycle actions driving performance and TSR today Strong performance: • TSR outperforms peer average over six month, one year, two year, and three year periods, with resulting from capital +52% TSR over the past year investments, corporate values and competitive • Outperformance vs. peer average on long-term ROCE and dividend growth strengths • Resilient 2020 performance – best-ever workforce safety and reliability, reduced cash opex by Page 39 - 51 15% and capex by 30% See Supplemental Information for definitions 4
Right strategy, strong performance, world-class board (con’t) Uniquely positioned to sustainably meet the world’s energy needs in a lower-carbon future 3 • Our Board has played an important role in overseeing our strategy and has continually Led by strong, refreshed itself with relevant expertise to support the pursuit of our core priorities independent Board with relevant • New Director additions enhance Board expertise in energy, capital allocation, investor experience perspective, and transition Page 52 – 61 4 • Engine No. 1 has not constructively engaged to seek a resolution, despite multiple attempts by ExxonMobil • Engine No. 1 has provided no plan to create shareholder value, and does not understand the industry or ExxonMobil’s plan Engine No. 1 does not have a plan for • Engine No. 1 is backpedaling from previous statements in response to market skepticism of its ExxonMobil platform • Engine No. 1’s nominees lack breadth of experience, leadership at a global scale and skillsets needed by ExxonMobil Board Page 62 - 68 5Right strategy, strong performance, world-class board (con’t) Uniquely positioned to sustainably meet the world’s energy needs in a lower-carbon future 3 • Our Board has played an important role in overseeing our strategy and has continually Led by strong, refreshed itself with relevant expertise to support the pursuit of our core priorities independent Board with relevant • New Director additions enhance Board expertise in energy, capital allocation, investor experience perspective, and transition Page 52 – 61 4 • Engine No. 1 has not constructively engaged to seek a resolution, despite multiple attempts by ExxonMobil • Engine No. 1 has provided no plan to create shareholder value, and does not understand the industry or ExxonMobil’s plan Engine No. 1 does not have a plan for • Engine No. 1 is backpedaling from previous statements in response to market skepticism of its ExxonMobil platform • Engine No. 1’s nominees lack breadth of experience, leadership at a global scale and skillsets needed by ExxonMobil Board Page 62 - 68 5
1 RIGHT STRATEGY TO GROW VALUE Right strategy and plan: IN A LOWER CARBON FUTURE advancing two priorities to maximize shareholder value • Invest in lower-carbon to expand opportunities in energy’s long-term future − Low Carbon Solutions business will help address society’s ambition to reduce emissions in hard-to- decarbonize sectors, targeting new CCS, hydrogen and, biofuels opportunities with large addressable markets and high growth − Leverages decades of technology expertise at scale and competitive advantages demonstrated in existing value chains − Reducing emissions in our operations consistent with the Paris Agreement and a 2°C pathway • Driving cash flow improvements in existing businesses with a disciplined, value driven approach − Investing in one of the most attractive, high-return portfolios in the industry to increase cash flow while maintaining existing production levels − Improving portfolio competitiveness through structural operating cost improvements − Responsibly meeting continued demand for oil & gas and high-value products See Supplemental Information for definitions 61 RIGHT STRATEGY TO GROW VALUE Right strategy and plan: IN A LOWER CARBON FUTURE advancing two priorities to maximize shareholder value • Invest in lower-carbon to expand opportunities in energy’s long-term future − Low Carbon Solutions business will help address society’s ambition to reduce emissions in hard-to- decarbonize sectors, targeting new CCS, hydrogen and, biofuels opportunities with large addressable markets and high growth − Leverages decades of technology expertise at scale and competitive advantages demonstrated in existing value chains − Reducing emissions in our operations consistent with the Paris Agreement and a 2°C pathway • Driving cash flow improvements in existing businesses with a disciplined, value driven approach − Investing in one of the most attractive, high-return portfolios in the industry to increase cash flow while maintaining existing production levels − Improving portfolio competitiveness through structural operating cost improvements − Responsibly meeting continued demand for oil & gas and high-value products See Supplemental Information for definitions 6
IPCC expects a diverse energy mix in achieving 2°C Multiple potential pathways to 2°C lead to wide range of projections 2040 ENERGY MIX IN IPCC LOWER 2°C SCENARIOS Quadrillion BTUs (Quads) High IPCC 2040 Wind/Solar Lower 2°C energy demand Bioenergy • Substantial efficiency gains range 19% Low-carbon Wind Other needed to offset population energy Solar demand and economic growth grows 44% Low Bioenergy Coal • Significant growth in low- Other carbon energy Coal • Oil and natural gas remain Oil / Oil & Oil / 55% Natural gas Natural gas essential 48% Natural gas still integral 2019 IAv PCC era 20 ge40 IEA 2019 IPCC 2040 total energy demand average estimated demand Average Source: (left) IEA World Energy Outlook 2020; (right) IAMC 1.5°C Scenario Explorer and Data, average of IPCC Lower 2°C scenarios. 7 See Supplemental Information for definitionsIPCC expects a diverse energy mix in achieving 2°C Multiple potential pathways to 2°C lead to wide range of projections 2040 ENERGY MIX IN IPCC LOWER 2°C SCENARIOS Quadrillion BTUs (Quads) High IPCC 2040 Wind/Solar Lower 2°C energy demand Bioenergy • Substantial efficiency gains range 19% Low-carbon Wind Other needed to offset population energy Solar demand and economic growth grows 44% Low Bioenergy Coal • Significant growth in low- Other carbon energy Coal • Oil and natural gas remain Oil / Oil & Oil / 55% Natural gas Natural gas essential 48% Natural gas still integral 2019 IAv PCC era 20 ge40 IEA 2019 IPCC 2040 total energy demand average estimated demand Average Source: (left) IEA World Energy Outlook 2020; (right) IAMC 1.5°C Scenario Explorer and Data, average of IPCC Lower 2°C scenarios. 7 See Supplemental Information for definitions
IPCC oil & gas demand driven by economic growth Hard-to-decarbonize sectors meet demands from increasing population and growing prosperity GLOBAL ENERGY DEMAND IN IPCC LOWER 2°C SCENARIOS Quads Wind Fuel Other 21% Solar 80% of demand for oil and natural gas driven 20% by three sectors Industrial Bioenergy • Natural gas into power generation and Feed Power industrial furnaces Other 13% Generation 22% Coal 24%• Oil required as industrial feedstock for Commercial consumer goods Natural Transport gas • Oil / distillate for commercial transport Oil IPCC 2040 IPCC 2040 average estimated demand Average Source: IAMC 1.5°C Scenario Explorer and Data, average of IPCC Lower 2°C scenarios and ExxonMobil analysis. See Supplemental Information for definitions 8 See Supplemental Information for footnotes.IPCC oil & gas demand driven by economic growth Hard-to-decarbonize sectors meet demands from increasing population and growing prosperity GLOBAL ENERGY DEMAND IN IPCC LOWER 2°C SCENARIOS Quads Wind Fuel Other 21% Solar 80% of demand for oil and natural gas driven 20% by three sectors Industrial Bioenergy • Natural gas into power generation and Feed Power industrial furnaces Other 13% Generation 22% Coal 24%• Oil required as industrial feedstock for Commercial consumer goods Natural Transport gas • Oil / distillate for commercial transport Oil IPCC 2040 IPCC 2040 average estimated demand Average Source: IAMC 1.5°C Scenario Explorer and Data, average of IPCC Lower 2°C scenarios and ExxonMobil analysis. See Supplemental Information for definitions 8 See Supplemental Information for footnotes.
ExxonMobil developing technologies to reduce emissions Available alternatives do not fully meet needs of hard-to-decarbonize sectors, requiring innovation EXXONMOBIL FOCUS ON SOLUTIONS FOR IPCC 2040 DEMAND ACTIONS TODAY TOMORROW Oil and Gas Wind • Providing natural gas to Coal POWER replace coal• Fuel cells for lower-cost CCS and Nuclear • Cogeneration hydrogen GENERATION Solar • Lubricants for wind turbines Other renewables Need: 24/7 on-demand electricity Electricity Bio- • Fuels and lubricants to improve fuel TRANSPORTATION energy long-haul trucks, efficiency Other aviation, marine, • Biofuels blending and distribution• Advanced biofuels passenger cars • Lightweight plastics to improve Oil and Gas Need: rapid refueling of energy- vehicle efficiency dense fuels INDUSTRIAL Electricity • New materials with lower-emission • Fuel cells for lower-cost CCS and steel, cement, Oil and footprint hydrogen textiles, plastics Gas • Energy-efficient process redesign• Less energy-intense manufacturing • Carbon capture and hydrogen processes Need: fuel for high-temperature Coal Other processes Source: IAMC 1.5°C Scenario Explorer and Data, average of IPCC Lower 2°C scenarios and ExxonMobil analysis of IPCC Fifth Assessment Report and Special Report 1.5. 9ExxonMobil developing technologies to reduce emissions Available alternatives do not fully meet needs of hard-to-decarbonize sectors, requiring innovation EXXONMOBIL FOCUS ON SOLUTIONS FOR IPCC 2040 DEMAND ACTIONS TODAY TOMORROW Oil and Gas Wind • Providing natural gas to Coal POWER replace coal• Fuel cells for lower-cost CCS and Nuclear • Cogeneration hydrogen GENERATION Solar • Lubricants for wind turbines Other renewables Need: 24/7 on-demand electricity Electricity Bio- • Fuels and lubricants to improve fuel TRANSPORTATION energy long-haul trucks, efficiency Other aviation, marine, • Biofuels blending and distribution• Advanced biofuels passenger cars • Lightweight plastics to improve Oil and Gas Need: rapid refueling of energy- vehicle efficiency dense fuels INDUSTRIAL Electricity • New materials with lower-emission • Fuel cells for lower-cost CCS and steel, cement, Oil and footprint hydrogen textiles, plastics Gas • Energy-efficient process redesign• Less energy-intense manufacturing • Carbon capture and hydrogen processes Need: fuel for high-temperature Coal Other processes Source: IAMC 1.5°C Scenario Explorer and Data, average of IPCC Lower 2°C scenarios and ExxonMobil analysis of IPCC Fifth Assessment Report and Special Report 1.5. 9
Low Carbon Solutions leverages existing core competencies Expertise in core businesses creates competitive advantages Low Carbon Solutions Core Competencies / Competitive Advantages Focus Areas Innovation leader: Decades researching, commercializing, and scaling new Carbon Capture and lower-carbon technologies Storage Large existing asset base: Extensive facilities, transportation and pipelines to demonstrate and scale lower-carbon technologies Project development and execution: Core project management and operation of high temperature/ high pressure industrial processes Hydrogen Operational expertise: Proven ability to execute with responsible, efficient, and safe operations across products and as the global leader in carbon capture Subsurface and reservoir expertise: Key skills and competencies critical for carbon storage Biofuels Blending and distribution capabilities: Capabilities important for biofuels commercialization 10Low Carbon Solutions leverages existing core competencies Expertise in core businesses creates competitive advantages Low Carbon Solutions Core Competencies / Competitive Advantages Focus Areas Innovation leader: Decades researching, commercializing, and scaling new Carbon Capture and lower-carbon technologies Storage Large existing asset base: Extensive facilities, transportation and pipelines to demonstrate and scale lower-carbon technologies Project development and execution: Core project management and operation of high temperature/ high pressure industrial processes Hydrogen Operational expertise: Proven ability to execute with responsible, efficient, and safe operations across products and as the global leader in carbon capture Subsurface and reservoir expertise: Key skills and competencies critical for carbon storage Biofuels Blending and distribution capabilities: Capabilities important for biofuels commercialization 10
Pursuing low-carbon opportunities with large addressable markets Leveraging core skills and existing assets to capture markets with strongest fit and high growth 2040 MARKET SIZE, GROWTH, AND FIT WITH EXXONMOBIL COMPETENCIES Trillion USD 1 Total Addressable Market: 2040 1 Size = Total Addressable Market in 2040 Carbon Capture 40% ~$2T Strongest fit with Carbon and Storage ExxonMobil’s experience and Capture core competencies Hydrogen ~$1T 25% Biofuels ~$0.4T Hydrogen Solar Oil & Natural Gas ~$6.5T Biofuels Wind 10% Nuclear Chemicals ~$4T Low Fit High Fit 3 Oil & Gas Competitive Positioning (5%) See Supplemental Information for footnotes and definitions 11 2 Projected CAGR 2020 - 2040Pursuing low-carbon opportunities with large addressable markets Leveraging core skills and existing assets to capture markets with strongest fit and high growth 2040 MARKET SIZE, GROWTH, AND FIT WITH EXXONMOBIL COMPETENCIES Trillion USD 1 Total Addressable Market: 2040 1 Size = Total Addressable Market in 2040 Carbon Capture 40% ~$2T Strongest fit with Carbon and Storage ExxonMobil’s experience and Capture core competencies Hydrogen ~$1T 25% Biofuels ~$0.4T Hydrogen Solar Oil & Natural Gas ~$6.5T Biofuels Wind 10% Nuclear Chemicals ~$4T Low Fit High Fit 3 Oil & Gas Competitive Positioning (5%) See Supplemental Information for footnotes and definitions 11 2 Projected CAGR 2020 - 2040
A Proven capability to advance technologies including low carbon In the last decade: 80 research collaborations; 2,000 PhDs; >10k patents granted; 2 new venture startups Labarge Plant Labarge Plant Qatargas Startup 2019 Labarge Plant 1986 Expansion 2010 Expansion 2005 Largest CCS in Middle World’s largest carbon 50% capture capacity 50% capture capacity East capture plant increase increase Commercialize ExxonMobil’s extensive Labarge Controlled Freeze Gorgon CCS 2019 low-carbon technology Qatar Rasgas 2005 Sleipner Offshore 1996 Zone™ 2012 portfolio with an initial First CCS in World’s first offshore First CCS in Middle Commercial demonstration of focus on CCS Australia East CCS project CO removal process 2 Low Carbon Solutions Low-emission CCS Venture created Fuels Venture created created C O M M E R C I A L I Z A T I O N 1986 2000 2010 2020 R & D C O L L A B O R A T I O N S CCS Cellulosic Direct air U.S. DOE / Strategic Stanford Global Climate & Algae Fuel cell Process biodiesel CO capture National labs alliance Energy Project biofuels CO capture 2 2 Joint research to develop advanced Collaboration focused on identifying Co-developed Potential to create an Potential to capture up Assess scalability Ten year Leverage combined algae biofuels by understanding breakthrough low greenhouse gas emission adsorption process by integrated cellulosic biomass- to 90% of emissions at of GT technology agreement to capabilities on high- algae genetics, growth energy technologies that could be developed reducing energy- to-diesel technology lower cost from for CCS advance lower- impact projects to characteristics, and oil production and deployed on a large scale intensive process steps exhaust streams emission address the energy technologies transition. Energy Centers: Collaborations to progress breakthrough energy research Stanford Strategic Energy Alliance 12 Carbon capture and storage (CCS) Low-emissions fuels Low carbon technologies 2014 2015 2016 2018 2017A Proven capability to advance technologies including low carbon In the last decade: 80 research collaborations; 2,000 PhDs; >10k patents granted; 2 new venture startups Labarge Plant Labarge Plant Qatargas Startup 2019 Labarge Plant 1986 Expansion 2010 Expansion 2005 Largest CCS in Middle World’s largest carbon 50% capture capacity 50% capture capacity East capture plant increase increase Commercialize ExxonMobil’s extensive Labarge Controlled Freeze Gorgon CCS 2019 low-carbon technology Qatar Rasgas 2005 Sleipner Offshore 1996 Zone™ 2012 portfolio with an initial First CCS in World’s first offshore First CCS in Middle Commercial demonstration of focus on CCS Australia East CCS project CO removal process 2 Low Carbon Solutions Low-emission CCS Venture created Fuels Venture created created C O M M E R C I A L I Z A T I O N 1986 2000 2010 2020 R & D C O L L A B O R A T I O N S CCS Cellulosic Direct air U.S. DOE / Strategic Stanford Global Climate & Algae Fuel cell Process biodiesel CO capture National labs alliance Energy Project biofuels CO capture 2 2 Joint research to develop advanced Collaboration focused on identifying Co-developed Potential to create an Potential to capture up Assess scalability Ten year Leverage combined algae biofuels by understanding breakthrough low greenhouse gas emission adsorption process by integrated cellulosic biomass- to 90% of emissions at of GT technology agreement to capabilities on high- algae genetics, growth energy technologies that could be developed reducing energy- to-diesel technology lower cost from for CCS advance lower- impact projects to characteristics, and oil production and deployed on a large scale intensive process steps exhaust streams emission address the energy technologies transition. Energy Centers: Collaborations to progress breakthrough energy research Stanford Strategic Energy Alliance 12 Carbon capture and storage (CCS) Low-emissions fuels Low carbon technologies 2014 2015 2016 2018 2017
Uniquely positioned to succeed in carbon capture Leveraging position as the global CCS leader in a ~$2 trillion addressable market by 2040 1 CUMULATIVE CO CAPTURE VOLUME SINCE 1970 2 • Leverages history and experience at scale Million tonnes 1 − #1 in the world for CO capture; 9 Mta capacity 2 2 − #2 in the world for CO pipelines 2 Remaining 44 3 − #2 in the world for CO geologic storage 2 companies ExxonMobil ~120 MT • Leverages core capabilities and advantages captured − Subsurface and reservoir expertise 40% − Project development and execution Of all CO 2 captured since − Responsible and efficient operations 1970 • Established Low Carbon Solutions Business: Company D − Develop commercial opportunities at scale Company C − Advance regulatory and legal frameworks Company B Company A − Progress >20 new CCS opportunities See Supplemental Information for footnotes and definitions 13Uniquely positioned to succeed in carbon capture Leveraging position as the global CCS leader in a ~$2 trillion addressable market by 2040 1 CUMULATIVE CO CAPTURE VOLUME SINCE 1970 2 • Leverages history and experience at scale Million tonnes 1 − #1 in the world for CO capture; 9 Mta capacity 2 2 − #2 in the world for CO pipelines 2 Remaining 44 3 − #2 in the world for CO geologic storage 2 companies ExxonMobil ~120 MT • Leverages core capabilities and advantages captured − Subsurface and reservoir expertise 40% − Project development and execution Of all CO 2 captured since − Responsible and efficient operations 1970 • Established Low Carbon Solutions Business: Company D − Develop commercial opportunities at scale Company C − Advance regulatory and legal frameworks Company B Company A − Progress >20 new CCS opportunities See Supplemental Information for footnotes and definitions 13
CCS growth driven by compelling economics and policy support Cost already well below other existing policy-driven subsidies to reduce carbon emissions 1,2 CCS COSTS FOR MITIGATING INDUSTRIAL EMISSIONS POLICY SUPPORT IS GROWING $/tonne CO for conventional technology New policies introduced 2 Africa IPCC Average 450 300 Carbon Asia Pacific Price (2040) for Lower 2°C 200 Scenarios North America 100 U.S. 45Q Europe Europe Tax Credit 0 (2026) 2011-2015 2016-2020 Natural gas Hydrogen Steel / iron Industrial production plant plant furnace • New policy support for CCS introduced in every • IPCC Lower 2°C Scenario projects a policy cost well region of the globe since 2015 above the CCS cost using current technologies • Policy support conducive to future offset market• CCS costs range from $200/tonne to <$100/tonne, less than other current policies − Corporations seeking to buy offsets for hard-to-abate 3 emissions − California Low Carbon Fuel Credit: $218/tonne 4 − U.S. EV Tax Credit: $455/tonne Sources: (left) IEA Policies Database (as of Feb 24, 2021). (right) National Petroleum Council report: A Roadmap to At-Scale Deployment of Carbon Capture, Use, and Storage (2019). 14 See Supplemental Information for footnotes and definitionsCCS growth driven by compelling economics and policy support Cost already well below other existing policy-driven subsidies to reduce carbon emissions 1,2 CCS COSTS FOR MITIGATING INDUSTRIAL EMISSIONS POLICY SUPPORT IS GROWING $/tonne CO for conventional technology New policies introduced 2 Africa IPCC Average 450 300 Carbon Asia Pacific Price (2040) for Lower 2°C 200 Scenarios North America 100 U.S. 45Q Europe Europe Tax Credit 0 (2026) 2011-2015 2016-2020 Natural gas Hydrogen Steel / iron Industrial production plant plant furnace • New policy support for CCS introduced in every • IPCC Lower 2°C Scenario projects a policy cost well region of the globe since 2015 above the CCS cost using current technologies • Policy support conducive to future offset market• CCS costs range from $200/tonne to <$100/tonne, less than other current policies − Corporations seeking to buy offsets for hard-to-abate 3 emissions − California Low Carbon Fuel Credit: $218/tonne 4 − U.S. EV Tax Credit: $455/tonne Sources: (left) IEA Policies Database (as of Feb 24, 2021). (right) National Petroleum Council report: A Roadmap to At-Scale Deployment of Carbon Capture, Use, and Storage (2019). 14 See Supplemental Information for footnotes and definitions
Plans for Houston CCS Innovation zone Houston ship channel is an ideal location for a large-scale CCS project 1 ILLUSTRATION OF HOUSTON CCS CONCEPT TARGETING CRITICAL ENABLERS INCLUDE Manufacturing Refineries and ~50 Power Supportive regulatory Chemical Plants Generation and legal framework largest emitting facilities POTENTIAL TO MITIGATE Gulf of Mexico Adequate financial $/CO 2 incentives ~100 Depth: million tonnes CO annually Thousands of feet 2 Broad industry and below the sea floor government alignment GULF COAST STORAGE Impermeable cap rock: POTENTIAL Seals in the CO safely, 2 securely, and permanently Underground Storage Reservoir Public support ~500 billion metric tons 15 1 – For illustrative purposes only; not drawn to scale. To learn more about this concept, see energyfactor.com/Houston-ccs-hubPlans for Houston CCS Innovation zone Houston ship channel is an ideal location for a large-scale CCS project 1 ILLUSTRATION OF HOUSTON CCS CONCEPT TARGETING CRITICAL ENABLERS INCLUDE Manufacturing Refineries and ~50 Power Supportive regulatory Chemical Plants Generation and legal framework largest emitting facilities POTENTIAL TO MITIGATE Gulf of Mexico Adequate financial $/CO 2 incentives ~100 Depth: million tonnes CO annually Thousands of feet 2 Broad industry and below the sea floor government alignment GULF COAST STORAGE Impermeable cap rock: POTENTIAL Seals in the CO safely, 2 securely, and permanently Underground Storage Reservoir Public support ~500 billion metric tons 15 1 – For illustrative purposes only; not drawn to scale. To learn more about this concept, see energyfactor.com/Houston-ccs-hub
ExxonMobil progressing research to further reduce CCS costs Deploying technology and experience curve are key to lowering costs and developing markets COST OF CCS $/tonne CO 2 • >10 years of CCS-related R&D • Fuel cell technology concept delivers step-change in cost − Same emissions reduction with less energy − Opportunity to co-produce hydrogen or power Targeting one-third lower • R&D focused on effectiveness and efficiency CCS cost by 2030 improvements − Advanced materials for improved capture and concentration − Design optimized for capital efficiency Current CCS Fuel cell Other Transport & Objective technology concept R&D storage Source: ExxonMobil analysis of potential cost reduction for large scale natural gas combined cycle power generation. 16ExxonMobil progressing research to further reduce CCS costs Deploying technology and experience curve are key to lowering costs and developing markets COST OF CCS $/tonne CO 2 • >10 years of CCS-related R&D • Fuel cell technology concept delivers step-change in cost − Same emissions reduction with less energy − Opportunity to co-produce hydrogen or power Targeting one-third lower • R&D focused on effectiveness and efficiency CCS cost by 2030 improvements − Advanced materials for improved capture and concentration − Design optimized for capital efficiency Current CCS Fuel cell Other Transport & Objective technology concept R&D storage Source: ExxonMobil analysis of potential cost reduction for large scale natural gas combined cycle power generation. 16
Strengths in CCS position us to succeed in hydrogen Leveraging position as a global CCS leader in a ~$1 trillion addressable market by 2040 1 GLOBAL ENERGY DEMAND SUPPLIED BY HYDROGEN Quads • Hydrogen can decarbonize hard-to-abate sectors − Transportation (60%), power and buildings (20%), 2 and industry (20%) • Producing >1 Mta and advancing technology to produce low-carbon hydrogen at scale • Low-carbon hydrogen from natural gas with CCS has cost and scale advantages versus alternatives 2020 2030 2040 • Developing Rotterdam hydrogen project to ~$1 trillion addressable market demonstrate fuel cell CCS technology ~30% projected growth per year Source: IAMC 1.5°C Scenario Explorer and Data, ExxonMobil analysis of IPCC Lower 2°C scenarios. See Supplemental Information for footnotes and definitions 17Strengths in CCS position us to succeed in hydrogen Leveraging position as a global CCS leader in a ~$1 trillion addressable market by 2040 1 GLOBAL ENERGY DEMAND SUPPLIED BY HYDROGEN Quads • Hydrogen can decarbonize hard-to-abate sectors − Transportation (60%), power and buildings (20%), 2 and industry (20%) • Producing >1 Mta and advancing technology to produce low-carbon hydrogen at scale • Low-carbon hydrogen from natural gas with CCS has cost and scale advantages versus alternatives 2020 2030 2040 • Developing Rotterdam hydrogen project to ~$1 trillion addressable market demonstrate fuel cell CCS technology ~30% projected growth per year Source: IAMC 1.5°C Scenario Explorer and Data, ExxonMobil analysis of IPCC Lower 2°C scenarios. See Supplemental Information for footnotes and definitions 17
Positioned to succeed in biofuels Leveraging existing core competencies in a ~$400 billion addressable market by 2040 1 GLOBAL ENERGY DEMAND SUPPLIED BY BIOFUELS Quads • Commercial transportation (e.g. heavy trucks, planes) needs energy-dense fuels • ExxonMobil blends ~6 million gallons of biofuels in existing operations every day • Progressing novel options for lower cost bioenergy − Advantaged production of renewable diesel from sustainable oilseeds 2020 2030 2040 − Conversion of cellulosic biomass such as agricultural wastes into biofuels ~$400 billion addressable market − Catalytic upgrading of bio-derived alcohols into ~8% projected growth per year transportation fuels Source: IAMC 1.5°C Scenario Explorer and Data, ExxonMobil analysis of IPCC Lower 2°C scenarios. See Supplemental Information for footnotes and definitions 18Positioned to succeed in biofuels Leveraging existing core competencies in a ~$400 billion addressable market by 2040 1 GLOBAL ENERGY DEMAND SUPPLIED BY BIOFUELS Quads • Commercial transportation (e.g. heavy trucks, planes) needs energy-dense fuels • ExxonMobil blends ~6 million gallons of biofuels in existing operations every day • Progressing novel options for lower cost bioenergy − Advantaged production of renewable diesel from sustainable oilseeds 2020 2030 2040 − Conversion of cellulosic biomass such as agricultural wastes into biofuels ~$400 billion addressable market − Catalytic upgrading of bio-derived alcohols into ~8% projected growth per year transportation fuels Source: IAMC 1.5°C Scenario Explorer and Data, ExxonMobil analysis of IPCC Lower 2°C scenarios. See Supplemental Information for footnotes and definitions 18
ExxonMobil committed to a lower-carbon future Leveraging capabilities and expertise to reduce emissions and deliver shareholder value Research, develop, commercialize Low Carbon Innovating CCS at Scale 1 >$13 billion 100M metric tons Solutions lower-emission solutions: CCS, new business to advance potential CO capture in Houston 2 hydrogen, biofuels, cogeneration, commercial CCS opportunities and ship channel by 2040, collaborating and efficiency deploy technologies with government and others Support renewables in operations Provide innovative products to help Announced reduction plans to Customers lower 2025 #2 All-time buyer their emissions of wind / solar power (600MW) including lightweight plastics and decreasing Upstream GHG among Oil and Gas; top 5% across advanced lubricants to provide fuel emissions by ~30%, and methane 2 3 all corporates efficiency and improve EV range & flaring 40-50% See Supplemental Information for footnotes 19 INVESTING IN NEW REDUCING LOW CARBON EMISSIONS OPPORTUNITIESExxonMobil committed to a lower-carbon future Leveraging capabilities and expertise to reduce emissions and deliver shareholder value Research, develop, commercialize Low Carbon Innovating CCS at Scale 1 >$13 billion 100M metric tons Solutions lower-emission solutions: CCS, new business to advance potential CO capture in Houston 2 hydrogen, biofuels, cogeneration, commercial CCS opportunities and ship channel by 2040, collaborating and efficiency deploy technologies with government and others Support renewables in operations Provide innovative products to help Announced reduction plans to Customers lower 2025 #2 All-time buyer their emissions of wind / solar power (600MW) including lightweight plastics and decreasing Upstream GHG among Oil and Gas; top 5% across advanced lubricants to provide fuel emissions by ~30%, and methane 2 3 all corporates efficiency and improve EV range & flaring 40-50% See Supplemental Information for footnotes 19 INVESTING IN NEW REDUCING LOW CARBON EMISSIONS OPPORTUNITIES
Reducing emissions consistent with the goals of Paris ExxonMobil’s plan to 2025 consistent with 2°C pathway, while NDCs fall short 1,2,3 EXXONMOBIL AND SOCIETY’S EMISSIONS Percent reduction versus 2016 1 Society’s emissions Paris submissions by signatory nations result in societal emissions that are relatively flat through 2030 0.9 (estimated 2016 Nationally Determined Contributions) 0% 0.8 0.7 ExxonMobil -25% GHG emissions: 0.6 Achieved 11% absolute GHG reduction since 0.5 Paris Agreement in 2016 -50% 0.4 0.3 -75% 0.2 0.1 Hypothetical Hypothetical 1.5°C pathway 2°C pathway Net -100% 0 zero 2016 2015 2030 2045 2060 2075 See Supplemental Information for footnotes 20Reducing emissions consistent with the goals of Paris ExxonMobil’s plan to 2025 consistent with 2°C pathway, while NDCs fall short 1,2,3 EXXONMOBIL AND SOCIETY’S EMISSIONS Percent reduction versus 2016 1 Society’s emissions Paris submissions by signatory nations result in societal emissions that are relatively flat through 2030 0.9 (estimated 2016 Nationally Determined Contributions) 0% 0.8 0.7 ExxonMobil -25% GHG emissions: 0.6 Achieved 11% absolute GHG reduction since 0.5 Paris Agreement in 2016 -50% 0.4 0.3 -75% 0.2 0.1 Hypothetical Hypothetical 1.5°C pathway 2°C pathway Net -100% 0 zero 2016 2015 2030 2045 2060 2075 See Supplemental Information for footnotes 20
Significant investment required to meet oil and gas demand 1 IEA forecasts incremental $12 trillion investment in oil and gas needed in its <2°C scenario “Sharp spending cuts and project delays are already constraining supply growth across the globe… In the absence of stronger policy action, global oil production would need to rise 10.2mb/d by 2026 to meet the expected rebound in demand” GLOBAL ENERGY DEMAND IN IPCC LOWER 2°C SCENARIOS GLOBAL OIL SUPPLY ESTIMATES Quads Moebd 525 120 Wind Solar IEA STEPS demand Bioenergy 350 Average demand based on o Other IPCC Lower 2 C scenarios IEA SDS demand Coal New supply required Natural Oil and gas gas 175 essential to meet 48% demand and support societal Decline without investment Oil needs 0 - 0 IIPCC PCC 2 20 04 40 0 2019 2040 average estimated demand Average Source: (quote) IEA Oil 2021 report ( left) IAMC 1.5°C Scenario Explorer and Data, average of IPCC Lower 2°C scenarios; (right) Excludes biofuels. IHS, IEA, ExxonMobil analysis of IAMC 1.5°C Scenario Explorer and Data, average of IPCC Lower 2°C scenarios. See Supplemental Information for footnotes and definitions 21Significant investment required to meet oil and gas demand 1 IEA forecasts incremental $12 trillion investment in oil and gas needed in its <2°C scenario “Sharp spending cuts and project delays are already constraining supply growth across the globe… In the absence of stronger policy action, global oil production would need to rise 10.2mb/d by 2026 to meet the expected rebound in demand” GLOBAL ENERGY DEMAND IN IPCC LOWER 2°C SCENARIOS GLOBAL OIL SUPPLY ESTIMATES Quads Moebd 525 120 Wind Solar IEA STEPS demand Bioenergy 350 Average demand based on o Other IPCC Lower 2 C scenarios IEA SDS demand Coal New supply required Natural Oil and gas gas 175 essential to meet 48% demand and support societal Decline without investment Oil needs 0 - 0 IIPCC PCC 2 20 04 40 0 2019 2040 average estimated demand Average Source: (quote) IEA Oil 2021 report ( left) IAMC 1.5°C Scenario Explorer and Data, average of IPCC Lower 2°C scenarios; (right) Excludes biofuels. IHS, IEA, ExxonMobil analysis of IAMC 1.5°C Scenario Explorer and Data, average of IPCC Lower 2°C scenarios. See Supplemental Information for footnotes and definitions 21
Significant investment required to meet oil and gas demand 1 IEA forecasts incremental $12 trillion investment in oil and gas needed in its <2°C scenario “Natural gas recovers quickly from a drop in demand in 2020. Demand rebounds by almost 3% in 2021, then rises to 14% above 2019 levels by 2030, with growth concentrated in Asia.” GLOBAL ENERGY DEMAND IN IPCC LOWER 2°C SCENARIOS GLOBAL NATURAL GAS SUPPLY ESTIMATES Quads Billion cubic feet per day 600 525 Wind Solar IEA STEPS demand Bioenergy 400 350 Other IEA SDS demand Average demand based on Coal o New supply required IPCC Lower 2 C scenarios Natural Oil and gas gas 175 200 essential to meet 48% demand and support societal Decline without investment Oil needs 0 - 0 IIPCC PCC 2 20 04 40 0 2019 2040 average estimated demand Average Source: (quote) IEA World Energy Outlook 2020 (left) IAMC 1.5°C Scenario Explorer and Data, average of IPCC Lower 2°C scenarios; (right) IHS, IEA, ExxonMobil analysis of IAMC 1.5°C Scenario Explorer and Data, average of IPCC Lower 2°C scenarios. See Supplemental Information for footnotes and definitions 22Significant investment required to meet oil and gas demand 1 IEA forecasts incremental $12 trillion investment in oil and gas needed in its <2°C scenario “Natural gas recovers quickly from a drop in demand in 2020. Demand rebounds by almost 3% in 2021, then rises to 14% above 2019 levels by 2030, with growth concentrated in Asia.” GLOBAL ENERGY DEMAND IN IPCC LOWER 2°C SCENARIOS GLOBAL NATURAL GAS SUPPLY ESTIMATES Quads Billion cubic feet per day 600 525 Wind Solar IEA STEPS demand Bioenergy 400 350 Other IEA SDS demand Average demand based on Coal o New supply required IPCC Lower 2 C scenarios Natural Oil and gas gas 175 200 essential to meet 48% demand and support societal Decline without investment Oil needs 0 - 0 IIPCC PCC 2 20 04 40 0 2019 2040 average estimated demand Average Source: (quote) IEA World Energy Outlook 2020 (left) IAMC 1.5°C Scenario Explorer and Data, average of IPCC Lower 2°C scenarios; (right) IHS, IEA, ExxonMobil analysis of IAMC 1.5°C Scenario Explorer and Data, average of IPCC Lower 2°C scenarios. See Supplemental Information for footnotes and definitions 22
ExxonMobil’s plan assumes an important role for EV’s However, passenger vehicles represent only a small part of oil and gas demand 2010 GLOBAL EMISSIONS BY SOURCE TODAY 49 GT/yr CO e 2 • Passenger vehicles currently represent ~5% of % PASSENGER CAR emissions and 15% of Oil and Gas demand Agriculture Building OIL & GAS DEMAND Forestry • ExxonMobil Outlook for Energy embeds greater Land use Power electric vehicle adoption by 2040 than Engine No. 1 generation Buildings 15% ExxonMobil Engine No.1 Power 2040 2040 estimate generation estimate Industrial % PASSENGER CAR CO e EMISSIONS 2 48M > 42M Industry Commercial Transport • Lower-carbon strategy focused on hard-to- ~5% Commercial decarbonize sectors representing ~80% of total Transport Passenger Cars demand Passenger Cars Emissions Oil & Gas Demand Source: IPCC Fifth Assessment Report Climate Change 2014: Mitigation of Climate Change, page 9; ExxonMobil Outlook for Energy 2019 23ExxonMobil’s plan assumes an important role for EV’s However, passenger vehicles represent only a small part of oil and gas demand 2010 GLOBAL EMISSIONS BY SOURCE TODAY 49 GT/yr CO e 2 • Passenger vehicles currently represent ~5% of % PASSENGER CAR emissions and 15% of Oil and Gas demand Agriculture Building OIL & GAS DEMAND Forestry • ExxonMobil Outlook for Energy embeds greater Land use Power electric vehicle adoption by 2040 than Engine No. 1 generation Buildings 15% ExxonMobil Engine No.1 Power 2040 2040 estimate generation estimate Industrial % PASSENGER CAR CO e EMISSIONS 2 48M > 42M Industry Commercial Transport • Lower-carbon strategy focused on hard-to- ~5% Commercial decarbonize sectors representing ~80% of total Transport Passenger Cars demand Passenger Cars Emissions Oil & Gas Demand Source: IPCC Fifth Assessment Report Climate Change 2014: Mitigation of Climate Change, page 9; ExxonMobil Outlook for Energy 2019 23
Upstream strategy: highgrading and optimizing the portfolio Lowering the breakeven cost-of-supply and maintaining short cycle optionality 1 • ~90% of 2021-25 Upstream resource investment with cost-of-supply ≤$35/bbl 2 • Finalizing >$1 billion North Sea divestment; 10 assets in market Strengthening portfolio • Reduced 2020 cash Opex by 18% versus 2019 competitiveness • Driving continued efficiency improvement with investments in technology • Focusing exploration on industry-leading basins in Guyana-Suriname and Brazil − Three new Guyana discoveries; total resource ~9 Boeb Robust pipeline of • World-class Permian resource base with ability to leverage short-cycle flexibility future developments • Deferred 2020-25 investments of ~$50 billion while preserving value • Met 15% methane and 25% flare reduction 2020 goals Reducing emissions • Announced plans to: consistent with goals of 3 − Reduce methane intensity by 40-50% and flaring intensity by 35-45% by 2025 the Paris Agreement − Eliminate flaring in Upstream operations by 2030 per World Bank definition See Supplemental Information for footnotes and definitions 24Upstream strategy: highgrading and optimizing the portfolio Lowering the breakeven cost-of-supply and maintaining short cycle optionality 1 • ~90% of 2021-25 Upstream resource investment with cost-of-supply ≤$35/bbl 2 • Finalizing >$1 billion North Sea divestment; 10 assets in market Strengthening portfolio • Reduced 2020 cash Opex by 18% versus 2019 competitiveness • Driving continued efficiency improvement with investments in technology • Focusing exploration on industry-leading basins in Guyana-Suriname and Brazil − Three new Guyana discoveries; total resource ~9 Boeb Robust pipeline of • World-class Permian resource base with ability to leverage short-cycle flexibility future developments • Deferred 2020-25 investments of ~$50 billion while preserving value • Met 15% methane and 25% flare reduction 2020 goals Reducing emissions • Announced plans to: consistent with goals of 3 − Reduce methane intensity by 40-50% and flaring intensity by 35-45% by 2025 the Paris Agreement − Eliminate flaring in Upstream operations by 2030 per World Bank definition See Supplemental Information for footnotes and definitions 24
Industry-leading Upstream resource investment portfolio 1 Capital program prioritizes low cost-of-supply opportunities that generate >10% returns at ≤$35/bbl 1 UPSTREAM RESOURCE INVESTMENTS Brent $/bbl required to generate the cost-of-supply plus 10% return $45 Developing projects at less than $40/bbl Brent cost-of-supply $30 $15 ~90% of Upstream resource investments generate >10% returns at ≤$35/bbl $0 2021–2025 Cumulative Capex See Supplemental Information for footnotes and definitions 25Industry-leading Upstream resource investment portfolio 1 Capital program prioritizes low cost-of-supply opportunities that generate >10% returns at ≤$35/bbl 1 UPSTREAM RESOURCE INVESTMENTS Brent $/bbl required to generate the cost-of-supply plus 10% return $45 Developing projects at less than $40/bbl Brent cost-of-supply $30 $15 ~90% of Upstream resource investments generate >10% returns at ≤$35/bbl $0 2021–2025 Cumulative Capex See Supplemental Information for footnotes and definitions 25
Developing the world’s most attractive upstream portfolio Projects deliver industry-leading returns and outsized value according to Wood Mackenzie WOOD MACKENZIE UPSTREAM PORTFOLIO COST-OF-SUPPLY AND RETURNS 1 Size = NPV10 Projects in ExxonMobil’s Current Portfolio MOST ATTRACTIVE 60% ExxonMobil’s near-term upstream capital 2 projects generate industry-leading returns ExxonMobil’s assets generate − Top quartile of expected IRRs high returns with low breakeven oil prices − Top third of breakevens 30% LEAST ATTRACTIVE 0% $55 $50 $45 $40 $35 $30 $25 $20 $15 Brent breakeven oil price to generate a 10% return Source: Wood Mackenzie Q4 2020 FID Tracker See Supplemental Information for footnotes and definitions 26 Project IRR’s at Wood Mackenzie independent pricingDeveloping the world’s most attractive upstream portfolio Projects deliver industry-leading returns and outsized value according to Wood Mackenzie WOOD MACKENZIE UPSTREAM PORTFOLIO COST-OF-SUPPLY AND RETURNS 1 Size = NPV10 Projects in ExxonMobil’s Current Portfolio MOST ATTRACTIVE 60% ExxonMobil’s near-term upstream capital 2 projects generate industry-leading returns ExxonMobil’s assets generate − Top quartile of expected IRRs high returns with low breakeven oil prices − Top third of breakevens 30% LEAST ATTRACTIVE 0% $55 $50 $45 $40 $35 $30 $25 $20 $15 Brent breakeven oil price to generate a 10% return Source: Wood Mackenzie Q4 2020 FID Tracker See Supplemental Information for footnotes and definitions 26 Project IRR’s at Wood Mackenzie independent pricing
Upstream portfolio highgrading increases cash flow Focused on increasing value with the flexibility to adjust capex to market conditions PRODUCTION AND OPERATING CASH FLOW Indexed to 2021, % • Strategy driven by improving portfolio competitiveness 20% MORE FLAT CASH FLOW VOLUMES • 2025 production outlook flat versus 2021 (~3.7 Moebd) 100 2021 2025 2025 2021 • 2021-2025 project start-ups drive: − ~40% of 2025 volumes − 20% increase in 2025 operating cash flow versus 2021 50 0 Production Operating cash flow Money forward basis. Potential assuming $50/bbl Brent price adjusted for inflation from 2021 27 See Supplemental Information for definitionsUpstream portfolio highgrading increases cash flow Focused on increasing value with the flexibility to adjust capex to market conditions PRODUCTION AND OPERATING CASH FLOW Indexed to 2021, % • Strategy driven by improving portfolio competitiveness 20% MORE FLAT CASH FLOW VOLUMES • 2025 production outlook flat versus 2021 (~3.7 Moebd) 100 2021 2025 2025 2021 • 2021-2025 project start-ups drive: − ~40% of 2025 volumes − 20% increase in 2025 operating cash flow versus 2021 50 0 Production Operating cash flow Money forward basis. Potential assuming $50/bbl Brent price adjusted for inflation from 2021 27 See Supplemental Information for definitions
Downstream strategy: upgrade product mix to improve margins 1 #1 in synthetic lubricants and basestocks; industry-leading integration 2 DOWNSTREAM AND CHEMICAL PRODUCT MIX UPGRADE PLANS 2027 volume change, indexed to 2017 -50% 0% 50% • Grow earnings from highly profitable Lubricants Performance products • Improve Fuels competitiveness and resiliency commodity ++ Chemical − Deliver industry-leading manufacturing costs Commodity +$70/bbl − Shift yield to more distillates, lubricants, and chemicals Lubricants +$45/bbl • Structural efficiencies of ~$1.5 billion by year- end 2023 Diesel / Jet +$14/bbl Feedstock Refining $/bbl Gasoline +$9/bbl Fuel oil -$11/bbl Product spreads versus average refining 3 feedstock cost $/bbl See Supplemental Information for footnotes and definitions 28Downstream strategy: upgrade product mix to improve margins 1 #1 in synthetic lubricants and basestocks; industry-leading integration 2 DOWNSTREAM AND CHEMICAL PRODUCT MIX UPGRADE PLANS 2027 volume change, indexed to 2017 -50% 0% 50% • Grow earnings from highly profitable Lubricants Performance products • Improve Fuels competitiveness and resiliency commodity ++ Chemical − Deliver industry-leading manufacturing costs Commodity +$70/bbl − Shift yield to more distillates, lubricants, and chemicals Lubricants +$45/bbl • Structural efficiencies of ~$1.5 billion by year- end 2023 Diesel / Jet +$14/bbl Feedstock Refining $/bbl Gasoline +$9/bbl Fuel oil -$11/bbl Product spreads versus average refining 3 feedstock cost $/bbl See Supplemental Information for footnotes and definitions 28
Chemical strategy: grow sustainable high-value products Meet increasing global demand for high-value products through advantaged investments 1 PERFORMANCE PRODUCTS DELIVERED GROWTH AT >4x GDP Indexed to 2010, % • Grow environmentally sustainable, high-value 350 ExxonMobil performance products to meet increasing demand performance products • Capacity additions through advantaged projects leveraging technology, integration, and scale Industry commodity chemicals• Structural efficiencies supporting $1 billion cost reduction by year-end 2021 Global GDP 50 2010 2015 2020 2025 See Supplemental Information for footnotes and definitions 29Chemical strategy: grow sustainable high-value products Meet increasing global demand for high-value products through advantaged investments 1 PERFORMANCE PRODUCTS DELIVERED GROWTH AT >4x GDP Indexed to 2010, % • Grow environmentally sustainable, high-value 350 ExxonMobil performance products to meet increasing demand performance products • Capacity additions through advantaged projects leveraging technology, integration, and scale Industry commodity chemicals• Structural efficiencies supporting $1 billion cost reduction by year-end 2021 Global GDP 50 2010 2015 2020 2025 See Supplemental Information for footnotes and definitions 29
Delivering products the world needs Leading chemical business with a diversified and resilient portfolio 1 #1 or #2 market position in >80% Recyclable Shrink wrap, of chemical product portfolio stand-up pouches cling film Polyethylene Performance market position: #1 Total market position: #1 Propylene-based plastomer Personal care, Large molded parts Market position: #1 medical gowns Automotive / Appliance and masks Synthetics Market position: #1 Aromatics Market position: #2 Tapes, packaging, Engine oils, EV Fluids / plasticizer diapers fluids, greases Market position: #1 Adhesions Market position: #1 TPV and butyl rubber Polyester Wind turbine Market position: #1 clothing, bottles lubricants See Supplemental Information for footnotes 30Delivering products the world needs Leading chemical business with a diversified and resilient portfolio 1 #1 or #2 market position in >80% Recyclable Shrink wrap, of chemical product portfolio stand-up pouches cling film Polyethylene Performance market position: #1 Total market position: #1 Propylene-based plastomer Personal care, Large molded parts Market position: #1 medical gowns Automotive / Appliance and masks Synthetics Market position: #1 Aromatics Market position: #2 Tapes, packaging, Engine oils, EV Fluids / plasticizer diapers fluids, greases Market position: #1 Adhesions Market position: #1 TPV and butyl rubber Polyester Wind turbine Market position: #1 clothing, bottles lubricants See Supplemental Information for footnotes 30
Improving Chemical sustainability Developing technology to help address plastic waste and improve the efficient use of resources Founding member. Alliance 1 Performance Polymers Received ISCC+ certification for focused on developing safe, Developing products that help protect circular polymers resulting from scalable, and economically food, improve recyclability, and lower advanced recycling operations viable solutions to help end lifecycle GHG impacts vs. alternatives plastic waste in the environment Manufacturing Plastic Converters Brands Consumers Waste Waste-to-energy Raw materials Landfill Litter Vistamaxx™ Enables increased use of recycled Conventional material in end-use products recycling Transforming difficult-to-recycle waste into products Advanced recycling Baytown integrated site trial Completed initial phase of a plant Formed joint venture with Agilyx trial to test proprietary advanced Collaborating with Plastic Energy in France to aggregate and pre-process plastic recycling process for producing to turn post-consumer plastic waste into waste to enable increased recycling certified circular polymers high-value certified circular polymers See Supplemental Information for footnotes and definitions 31Improving Chemical sustainability Developing technology to help address plastic waste and improve the efficient use of resources Founding member. Alliance 1 Performance Polymers Received ISCC+ certification for focused on developing safe, Developing products that help protect circular polymers resulting from scalable, and economically food, improve recyclability, and lower advanced recycling operations viable solutions to help end lifecycle GHG impacts vs. alternatives plastic waste in the environment Manufacturing Plastic Converters Brands Consumers Waste Waste-to-energy Raw materials Landfill Litter Vistamaxx™ Enables increased use of recycled Conventional material in end-use products recycling Transforming difficult-to-recycle waste into products Advanced recycling Baytown integrated site trial Completed initial phase of a plant Formed joint venture with Agilyx trial to test proprietary advanced Collaborating with Plastic Energy in France to aggregate and pre-process plastic recycling process for producing to turn post-consumer plastic waste into waste to enable increased recycling certified circular polymers high-value certified circular polymers See Supplemental Information for footnotes and definitions 31
Innovative products provide customer benefits High-value products provide customer choices for lower emissions or improved efficiencies HIGH-VALUE PRODUCTS MEET EVOLVING CUSTOMER NEEDS Representative examples 1 PRODUCT / SECTOR POTENTIAL BENEFITS Plastic packaging 54% lower lifecycle GHG emissions impact versus alternatives Flexible film applications Exceed™ XP enables up to 30% down gauging versus conventional plastics Advanced recycling of plastic waste To produce certified circular polymers with equivalent performance of virgin plastics Polypropylene automotive application Fuel efficiency improves 6-8% for a 10% reduction in vehicle weight 2 Synergy Diesel Efficient™ Improves average fuel economy by 2% versus diesel fuel without detergent additive Synthetic motor oil Can improve fuel economy up to 2% versus conventional mineral engine oils Wind turbine gear oil Mobil SHC™ Gear 320 WT oil offers long oil drain interval with 10-year warranty 2 Synergy Diesel Efficient™ assumes a 250 gallon tank and an average of 7 miles per gallon. See Supplemental Information for footnotes 32Innovative products provide customer benefits High-value products provide customer choices for lower emissions or improved efficiencies HIGH-VALUE PRODUCTS MEET EVOLVING CUSTOMER NEEDS Representative examples 1 PRODUCT / SECTOR POTENTIAL BENEFITS Plastic packaging 54% lower lifecycle GHG emissions impact versus alternatives Flexible film applications Exceed™ XP enables up to 30% down gauging versus conventional plastics Advanced recycling of plastic waste To produce certified circular polymers with equivalent performance of virgin plastics Polypropylene automotive application Fuel efficiency improves 6-8% for a 10% reduction in vehicle weight 2 Synergy Diesel Efficient™ Improves average fuel economy by 2% versus diesel fuel without detergent additive Synthetic motor oil Can improve fuel economy up to 2% versus conventional mineral engine oils Wind turbine gear oil Mobil SHC™ Gear 320 WT oil offers long oil drain interval with 10-year warranty 2 Synergy Diesel Efficient™ assumes a 250 gallon tank and an average of 7 miles per gallon. See Supplemental Information for footnotes 32
Downstream and Chemicals investments grow value 1,2 World-class integrated businesses with leading market positions EARNINGS FROM FUTURE MAJOR GROWTH PROJECTS 3 DELIVER >$2 BILLION AT 10-YEAR LOW MARGINS Billion USD • Downstream focused on improving earnings from converting low value products to lubricants and diesel $5.0 4 − Fuels portfolio net cash margin improves by 30% mainly driven by advantaged products − Key growth markets contribute >$500M annual earnings potential by 2025 • Chemical investments deliver strong earnings from >$4 high-value products $2.5 Billion − Performance products growth of 5% in 2020 − Major projects to deliver 60% growth in performance >$2 5 products by 2027 Billion $2.5 billion $0.0 combined Downstream and Chemical structural 10-year 10-year efficiencies by year-end 2023 low margins average margins See Supplemental Information for footnotes and definitions 33Downstream and Chemicals investments grow value 1,2 World-class integrated businesses with leading market positions EARNINGS FROM FUTURE MAJOR GROWTH PROJECTS 3 DELIVER >$2 BILLION AT 10-YEAR LOW MARGINS Billion USD • Downstream focused on improving earnings from converting low value products to lubricants and diesel $5.0 4 − Fuels portfolio net cash margin improves by 30% mainly driven by advantaged products − Key growth markets contribute >$500M annual earnings potential by 2025 • Chemical investments deliver strong earnings from >$4 high-value products $2.5 Billion − Performance products growth of 5% in 2020 − Major projects to deliver 60% growth in performance >$2 5 products by 2027 Billion $2.5 billion $0.0 combined Downstream and Chemical structural 10-year 10-year efficiencies by year-end 2023 low margins average margins See Supplemental Information for footnotes and definitions 33
Delivered ~$3 billion of structural cost reductions in 2020 Value chain restructuring enabled accelerated efficiency capture; additional $3 billion by 2023 ORGANIZATIONAL RESTRUCTURING DRIVING EFFICIENCIES Organizational restructuring – end to end oversight for each business unit, efficiencies Capture benefits from organizational and consolidation of like for like activities restructuring Finalized plan to align around Downstream Creation of global Upstream reorganization Structural efficiencies including workforce value chains reorganization complete projects organization complete reductions, anticipate further upside from synergies and scale 2017 2018 2019 2020 2023 CASH OPEX EXCLUDING ENERGY AND PRODUCTION TAXES Billion USD DELIVERED STRUCTURAL 3 44 REDUCTIONS OF ~$3 41 39 39 3+ BILLION IN 2020 WHILE 38 TARGETING ADDITIONAL 34 34 $3 BILLION BY 2023 2019 Structural Market / activity 2020 Structural Market / activity 2023 See Supplemental Information for definitions 34Delivered ~$3 billion of structural cost reductions in 2020 Value chain restructuring enabled accelerated efficiency capture; additional $3 billion by 2023 ORGANIZATIONAL RESTRUCTURING DRIVING EFFICIENCIES Organizational restructuring – end to end oversight for each business unit, efficiencies Capture benefits from organizational and consolidation of like for like activities restructuring Finalized plan to align around Downstream Creation of global Upstream reorganization Structural efficiencies including workforce value chains reorganization complete projects organization complete reductions, anticipate further upside from synergies and scale 2017 2018 2019 2020 2023 CASH OPEX EXCLUDING ENERGY AND PRODUCTION TAXES Billion USD DELIVERED STRUCTURAL 3 44 REDUCTIONS OF ~$3 41 39 39 3+ BILLION IN 2020 WHILE 38 TARGETING ADDITIONAL 34 34 $3 BILLION BY 2023 2019 Structural Market / activity 2020 Structural Market / activity 2023 See Supplemental Information for definitions 34
Disciplined capital allocation to deliver on long-term priorities Enables portfolio high-grading, investment in lower-carbon future, reliable dividend, strong balance sheet 1,2,3 CUMULATIVE ESTIMATED SOURCES AND USES OF CASH (2021-2025) Billion USD • Flexible investment strategy prioritizes highest-return opportunities Real Brent price $55/bbl − ~90% of cumulative 2021-2025 Upstream resource 200 4 investments have cost-of-supply less than $35/bbl Brent $50/bbl − Downstream and Chemicals investments projected to 5 Excess cash for deliver 30% return on capital debt reduction and increased • Flexibility to adjust capital spending in response to distributions 100 market conditions while preserving value Less flexible − $16-$19 billion spend in 2021 − $20-$25 billion/year through 2025 • Plan to invest $3 billion on lower emission energy 0 Available cash Dividend Capex Excess available solutions through 2025 from operations cash • Available cash from operations covers dividend and capital program while generating excess available cash Sustain & grow Invest in High-grade Strengthen at $50/bbl the dividend lower-carbon future our production profile our balance sheet See Supplemental Information for footnotes and definitions 35Disciplined capital allocation to deliver on long-term priorities Enables portfolio high-grading, investment in lower-carbon future, reliable dividend, strong balance sheet 1,2,3 CUMULATIVE ESTIMATED SOURCES AND USES OF CASH (2021-2025) Billion USD • Flexible investment strategy prioritizes highest-return opportunities Real Brent price $55/bbl − ~90% of cumulative 2021-2025 Upstream resource 200 4 investments have cost-of-supply less than $35/bbl Brent $50/bbl − Downstream and Chemicals investments projected to 5 Excess cash for deliver 30% return on capital debt reduction and increased • Flexibility to adjust capital spending in response to distributions 100 market conditions while preserving value Less flexible − $16-$19 billion spend in 2021 − $20-$25 billion/year through 2025 • Plan to invest $3 billion on lower emission energy 0 Available cash Dividend Capex Excess available solutions through 2025 from operations cash • Available cash from operations covers dividend and capital program while generating excess available cash Sustain & grow Invest in High-grade Strengthen at $50/bbl the dividend lower-carbon future our production profile our balance sheet See Supplemental Information for footnotes and definitions 35
Investments drive cash flow generation through the cycle High-return investments more than offset divestments and base decline 1,2 ESTIMATED AVAILABLE CASH FROM OPERATIONS Billion USD • Cash flow growth driven by investment program Return to 10yr avg. and reduced cash operating expenses Downstream and 40 Chemical margins • 2021—2025 project start-ups drive ~40% of 2025 cash flow Cash flow from start- 30 ups 2021—2025 Base $50/bbl real Brent 20 and 10yr low Base Downstream and $50/bbl real Brent Chemical margins and 10yr low Downstream and Chemical margins 10 0 2021 2025 Brent price adjusted for inflation from 2021. See Supplemental Information for footnotes and definitions 36Investments drive cash flow generation through the cycle High-return investments more than offset divestments and base decline 1,2 ESTIMATED AVAILABLE CASH FROM OPERATIONS Billion USD • Cash flow growth driven by investment program Return to 10yr avg. and reduced cash operating expenses Downstream and 40 Chemical margins • 2021—2025 project start-ups drive ~40% of 2025 cash flow Cash flow from start- 30 ups 2021—2025 Base $50/bbl real Brent 20 and 10yr low Base Downstream and $50/bbl real Brent Chemical margins and 10yr low Downstream and Chemical margins 10 0 2021 2025 Brent price adjusted for inflation from 2021. See Supplemental Information for footnotes and definitions 36
Investments drive strong earnings growth Cost reductions and advantaged investments enhance earnings power across a range of prices / margins 1,2 EARNINGS GROWTH $55/bbl real Brent Billion USD and 10yr high • Delivering structural cash Opex reductions across Downstream and Chemical margins the corporation • Investing in high-quality Upstream portfolio to 20 Portfolio improve profitability and offset decline improvements Structural Uplift to 10yr cash Opex avg. Downstream reductions • High-grading Downstream product yields with and Chemical strategic investments margins $50/bbl real Brent 10 and 10yr low Downstream/ Chemical margins • Growing high-value Chemical performance products through advantaged projects 0 2021 2025 Brent price adjusted for inflation from 2021. See Supplemental Information for footnotes and definitions 37Investments drive strong earnings growth Cost reductions and advantaged investments enhance earnings power across a range of prices / margins 1,2 EARNINGS GROWTH $55/bbl real Brent Billion USD and 10yr high • Delivering structural cash Opex reductions across Downstream and Chemical margins the corporation • Investing in high-quality Upstream portfolio to 20 Portfolio improve profitability and offset decline improvements Structural Uplift to 10yr cash Opex avg. Downstream reductions • High-grading Downstream product yields with and Chemical strategic investments margins $50/bbl real Brent 10 and 10yr low Downstream/ Chemical margins • Growing high-value Chemical performance products through advantaged projects 0 2021 2025 Brent price adjusted for inflation from 2021. See Supplemental Information for footnotes and definitions 37
Flexible plan drives shareholder value creation in existing assets Advantaged assets and industry-leading investment portfolio delivers earnings and cash flow growth Upstream Downstream Chemical ~90% 30% 60% improvement in net cash margin growth in high-value performance of 2021-2025 investments have 1 driven primarily by conversion products by 2027 from major cost-of-supply ≤$35/bbl 2 3 projects at advantaged sites projects Cash Opex Capital flexibility Growing earnings $6 billion ~$35 /bbl ~2x in structural efficiencies by year- to maintain dividend at 10-year by 2025 from structural cash opex average downstream and end 2023 versus 2019 reductions and portfolio 4,5 6 chemical margins in 2025 improvements See Supplemental Information for footnotes and definitions 38Flexible plan drives shareholder value creation in existing assets Advantaged assets and industry-leading investment portfolio delivers earnings and cash flow growth Upstream Downstream Chemical ~90% 30% 60% improvement in net cash margin growth in high-value performance of 2021-2025 investments have 1 driven primarily by conversion products by 2027 from major cost-of-supply ≤$35/bbl 2 3 projects at advantaged sites projects Cash Opex Capital flexibility Growing earnings $6 billion ~$35 /bbl ~2x in structural efficiencies by year- to maintain dividend at 10-year by 2025 from structural cash opex average downstream and end 2023 versus 2019 reductions and portfolio 4,5 6 chemical margins in 2025 improvements See Supplemental Information for footnotes and definitions 38
2 RIGHT STRATEGY TO GROW VALUE Strong performance: IN A LOWER CARBON FUTURE resulting from capital investments, corporate values and competitive strengths • Management and the Board made tough decisions to improve ExxonMobil’s portfolio starting in 2017 with counter-cyclical investments; long-cycle actions driving performance and TSR today • TSR outperforms peer average over six-month, one-year, two-year, and three-year periods, with +52% TSR over the past year • Outperformance vs. peer average on long-term ROCE and dividend growth • Resilient 2020 performance – best-ever workforce safety and reliability, reduced cash opex by 15% and capex by 30% See Supplemental Information for definitions 392 RIGHT STRATEGY TO GROW VALUE Strong performance: IN A LOWER CARBON FUTURE resulting from capital investments, corporate values and competitive strengths • Management and the Board made tough decisions to improve ExxonMobil’s portfolio starting in 2017 with counter-cyclical investments; long-cycle actions driving performance and TSR today • TSR outperforms peer average over six-month, one-year, two-year, and three-year periods, with +52% TSR over the past year • Outperformance vs. peer average on long-term ROCE and dividend growth • Resilient 2020 performance – best-ever workforce safety and reliability, reduced cash opex by 15% and capex by 30% See Supplemental Information for definitions 39
Strong performance is driving attractive shareholder returns ExxonMobil’s long-cycle strategies actioned from 2017 onwards are driving TSR today TOTAL SHAREHOLDER RETURN (THROUGH 4/15/21) 6 MONTH 1 YEAR 2 YEAR 3 YEAR 72% 52% 47% 22% (13%) (16%) (20%) (23%) ExxonMobil Peer Average ExxonMobil Peer Average ExxonMobil Peer Average ExxonMobil Peer Average See Supplemental Information for definitions 40Strong performance is driving attractive shareholder returns ExxonMobil’s long-cycle strategies actioned from 2017 onwards are driving TSR today TOTAL SHAREHOLDER RETURN (THROUGH 4/15/21) 6 MONTH 1 YEAR 2 YEAR 3 YEAR 72% 52% 47% 22% (13%) (16%) (20%) (23%) ExxonMobil Peer Average ExxonMobil Peer Average ExxonMobil Peer Average ExxonMobil Peer Average See Supplemental Information for definitions 40
More recent TSR periods reflect new strategies actioned in 2017 Longer cycle strategies take time to be reflected in portfolio and results Since 2017, ExxonMobil has… Only evaluating 10-year and 5-year TSR obscures oil supply transition and ExxonMobil’s response to it • Refreshed the Board with 6 new independent Directors • Prior to U.S. shale – supply short, higher prices • Updated strategy to address changing market conditions • Post U.S. shale – supply long, lower oil prices, ExxonMobil reinvestment to rebuild portfolio begins in 2017 • Rebuilt the portfolio, investing counter-cyclically to progress opportunities at lowest cost to deliver long term BRENT CRUDE value 2020 $/bbl Supply long driven 120 by U.S. shale • Implemented a plan to deliver cash flow to maintain the dividend and fund the energy transition • Invested in high-growth markets that will have durable returns • Successfully managed through COVID-19 COVID 30 2005 2010 2015 2020 Chart Source: S&P Global Platts See Supplemental Information for definitions 41More recent TSR periods reflect new strategies actioned in 2017 Longer cycle strategies take time to be reflected in portfolio and results Since 2017, ExxonMobil has… Only evaluating 10-year and 5-year TSR obscures oil supply transition and ExxonMobil’s response to it • Refreshed the Board with 6 new independent Directors • Prior to U.S. shale – supply short, higher prices • Updated strategy to address changing market conditions • Post U.S. shale – supply long, lower oil prices, ExxonMobil reinvestment to rebuild portfolio begins in 2017 • Rebuilt the portfolio, investing counter-cyclically to progress opportunities at lowest cost to deliver long term BRENT CRUDE value 2020 $/bbl Supply long driven 120 by U.S. shale • Implemented a plan to deliver cash flow to maintain the dividend and fund the energy transition • Invested in high-growth markets that will have durable returns • Successfully managed through COVID-19 COVID 30 2005 2010 2015 2020 Chart Source: S&P Global Platts See Supplemental Information for definitions 41
Fundamental portfolio repositioning starting to reflect in TSR 10-year TSR reflects a different market; 5-year TSR reflects period of significant investment to rebuild portfolio TOTAL SHAREHOLDER RETURN (10 YEARS AS OF 4/15/21) 2011-2016: 2016-2018: ExxonMobil invests 2018-2020: Portfolio 2020+: Portfolio Industry benefits from high and stable oil prices aggressively in lower cost-of- redevelopment underway; redevelopment underway supply opportunities and counter-cyclical investment reorganizes businesses to focus strategy • ExxonMobil performance in line or ahead of proxy peers while delivering • Strong execution on value strongest cash flow in the industry• Portfolio actions underway through pandemic • Oil prices under pressure, but long-cycle investments • Portfolio geared towards high oil price environment• Portfolio is one of creating challenges in not yet flowing in results industry’s lowest cost ExxonMobil near-term margins • ExxonMobil TSR gap of supply at $35/bbl • ExxonMobil TSR narrows • ExxonMobil TSR underperforms outperforms peer averages — Apr‘20 to Apr’21— — Apr‘11 to Apr’16— — Apr‘16 to Apr’18— — Apr‘18 to Apr’20— ExxonMobil: +52% ExxonMobil: +16% ExxonMobil: -1% ExxonMobil: -43% Peer Avg: +22% Peer Avg: +14% Peer Avg: +43% Peer Avg: -31% 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Proxy Industry Peer Average ExxonMobil Peer Average Note: Year labels correspond to April of each year. 42 See Supplemental Information for definitionsFundamental portfolio repositioning starting to reflect in TSR 10-year TSR reflects a different market; 5-year TSR reflects period of significant investment to rebuild portfolio TOTAL SHAREHOLDER RETURN (10 YEARS AS OF 4/15/21) 2011-2016: 2016-2018: ExxonMobil invests 2018-2020: Portfolio 2020+: Portfolio Industry benefits from high and stable oil prices aggressively in lower cost-of- redevelopment underway; redevelopment underway supply opportunities and counter-cyclical investment reorganizes businesses to focus strategy • ExxonMobil performance in line or ahead of proxy peers while delivering • Strong execution on value strongest cash flow in the industry• Portfolio actions underway through pandemic • Oil prices under pressure, but long-cycle investments • Portfolio geared towards high oil price environment• Portfolio is one of creating challenges in not yet flowing in results industry’s lowest cost ExxonMobil near-term margins • ExxonMobil TSR gap of supply at $35/bbl • ExxonMobil TSR narrows • ExxonMobil TSR underperforms outperforms peer averages — Apr‘20 to Apr’21— — Apr‘11 to Apr’16— — Apr‘16 to Apr’18— — Apr‘18 to Apr’20— ExxonMobil: +52% ExxonMobil: +16% ExxonMobil: -1% ExxonMobil: -43% Peer Avg: +22% Peer Avg: +14% Peer Avg: +43% Peer Avg: -31% 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Proxy Industry Peer Average ExxonMobil Peer Average Note: Year labels correspond to April of each year. 42 See Supplemental Information for definitions
ExxonMobil’s recent outperformance not driven by Engine No. 1 Reflects continued implementation of ExxonMobil’s strategy and plans that began in 2017 Mar. 3, 2021: ExxonMobil TOTAL SHAREHOLDER RETURN (FROM 6 MONTHS AGO) outperformance vs. peer XOM Investor Day Indexed to 100 average: 1-day reaction: +4% 6 month: +25% Mar. 1, 2021: Oct 30: +27% Announcement of M. Nov 30: +35% Angelakis and J. Ubben appointment Feb. 2, 2021: Release of 4Q20 earnings and further detail on Company plans; announcement of Wan Zul +72% Nov. 30, 2020: appointment Announcement of plan to prioritize +61% capital investments on highest-value assets +47% 1-day reaction: +1% Mar. 15, 2020: Oct. 30, 2020: Engine No. 1 delivers Q3 2020 earnings presentation Definitive Proxy Jan. 27, 2021: Engine No. 1 nominations Dec. 7, 2020: 1-day reaction: (-1%) Engine No. 1 goes public with campaign ExxonMobil Brent Peer Avg Key Events 1-day reaction: (-2%) 10/15/20 11/15/20 12/15/20 1/15/21 2/15/21 3/15/21 4/15/21 üüüüüüü Analyst Goldman Sachs Morgan Stanley Exane BNP Paribas Jefferies Upgrades Wells Fargo JP Morgan Barclays Source: Compilation of FactSet and Company releases; Note: Proxy peers are Chevron (NYSE: CVX), Royal Dutch Shell (LON: RDSA), Total (EPA: FP), BP (LON: RDSA) 43 See Supplemental Information for definitionsExxonMobil’s recent outperformance not driven by Engine No. 1 Reflects continued implementation of ExxonMobil’s strategy and plans that began in 2017 Mar. 3, 2021: ExxonMobil TOTAL SHAREHOLDER RETURN (FROM 6 MONTHS AGO) outperformance vs. peer XOM Investor Day Indexed to 100 average: 1-day reaction: +4% 6 month: +25% Mar. 1, 2021: Oct 30: +27% Announcement of M. Nov 30: +35% Angelakis and J. Ubben appointment Feb. 2, 2021: Release of 4Q20 earnings and further detail on Company plans; announcement of Wan Zul +72% Nov. 30, 2020: appointment Announcement of plan to prioritize +61% capital investments on highest-value assets +47% 1-day reaction: +1% Mar. 15, 2020: Oct. 30, 2020: Engine No. 1 delivers Q3 2020 earnings presentation Definitive Proxy Jan. 27, 2021: Engine No. 1 nominations Dec. 7, 2020: 1-day reaction: (-1%) Engine No. 1 goes public with campaign ExxonMobil Brent Peer Avg Key Events 1-day reaction: (-2%) 10/15/20 11/15/20 12/15/20 1/15/21 2/15/21 3/15/21 4/15/21 üüüüüüü Analyst Goldman Sachs Morgan Stanley Exane BNP Paribas Jefferies Upgrades Wells Fargo JP Morgan Barclays Source: Compilation of FactSet and Company releases; Note: Proxy peers are Chevron (NYSE: CVX), Royal Dutch Shell (LON: RDSA), Total (EPA: FP), BP (LON: RDSA) 43 See Supplemental Information for definitions
The market supports ExxonMobil’s strategy Equity analysts support for strategy and business plans is broad and compelling “On the energy transition, XOM continues to take a measured approach, “With a series of recent disclosures on efforts to mitigate emissions such leaning into its technology advantages rather than pursuing wind or solar, as methane and carbon capture we believe that along with greater which we agree with.” confidence in its dividend, XOM could help lead a more balanced ESG debate…We disagree with any call on XOM to move away from its core competencies.” Scotiabank, 3/24/21 Bank of America, 3/1/21 “Looking ahead, we believe a synchronized recovery in earnings and “XOM confirmed its recent strategic shift towards a model of capital improved capital discipline could drive the 2021+ breakeven back to the discipline…Together with an increased emphasis on emissions and the low-$50s/bbl Brent…” energy transition… we view the strategic shift as encouraging and some of the recent share performance as well deserved.” Simmons Energy, 3/4/21 JP Morgan, 3/31/21 “The bottom line is XOM is past the worst: in our view the dividend issue “With a more constructive commodity price outlook, lower capital of 2020 has been addressed – with XOM emerging from the worst spending, and additional cash operating cost savings, the dividend is downturn in a generation as the only major with growth capacity intact.” covered in 2021 and averages 100% over the next 5-years on our estimates.” Bank of America, 2/2/21 Morgan Stanley, 3/4/21 “Putting it all together, these strategic updates, coupled with rebounding industry margins (with further upside), support further re-rating in shares. We remain Overweight.” - Morgan Stanley, 3/4/21 Source: Analysts reports 44 LOWER DIVIDEND CAPITAL CARBON STRENGTH FLEXIBILITY FUTUREThe market supports ExxonMobil’s strategy Equity analysts support for strategy and business plans is broad and compelling “On the energy transition, XOM continues to take a measured approach, “With a series of recent disclosures on efforts to mitigate emissions such leaning into its technology advantages rather than pursuing wind or solar, as methane and carbon capture we believe that along with greater which we agree with.” confidence in its dividend, XOM could help lead a more balanced ESG debate…We disagree with any call on XOM to move away from its core competencies.” Scotiabank, 3/24/21 Bank of America, 3/1/21 “Looking ahead, we believe a synchronized recovery in earnings and “XOM confirmed its recent strategic shift towards a model of capital improved capital discipline could drive the 2021+ breakeven back to the discipline…Together with an increased emphasis on emissions and the low-$50s/bbl Brent…” energy transition… we view the strategic shift as encouraging and some of the recent share performance as well deserved.” Simmons Energy, 3/4/21 JP Morgan, 3/31/21 “The bottom line is XOM is past the worst: in our view the dividend issue “With a more constructive commodity price outlook, lower capital of 2020 has been addressed – with XOM emerging from the worst spending, and additional cash operating cost savings, the dividend is downturn in a generation as the only major with growth capacity intact.” covered in 2021 and averages 100% over the next 5-years on our estimates.” Bank of America, 2/2/21 Morgan Stanley, 3/4/21 “Putting it all together, these strategic updates, coupled with rebounding industry margins (with further upside), support further re-rating in shares. We remain Overweight.” - Morgan Stanley, 3/4/21 Source: Analysts reports 44 LOWER DIVIDEND CAPITAL CARBON STRENGTH FLEXIBILITY FUTURE
Strong performance through business cycles Competitively positioned portfolio has generated leading returns TOTAL RETURN ON AVERAGE CAPITAL EMPLOYED (ROCE) 5-year average 2015-2020, percent • ROCE is the best measure of capital productivity 4.5% given capital-intensive, long-term nature of our 3.9% industry 3.5% • Counter-cyclical investment strategy reduces Peer average: 2.8% development cost and maximizes returns 2.4% • ExxonMobil outperforms 5-year peer average ROCE by +110bps 0.7% Peer 1 ExxonMobil Peer 2 Peer 3 Peer 4 Source: Based on company filings and EM analysis of publicly available information See Supplemental Information for definitions 45Strong performance through business cycles Competitively positioned portfolio has generated leading returns TOTAL RETURN ON AVERAGE CAPITAL EMPLOYED (ROCE) 5-year average 2015-2020, percent • ROCE is the best measure of capital productivity 4.5% given capital-intensive, long-term nature of our 3.9% industry 3.5% • Counter-cyclical investment strategy reduces Peer average: 2.8% development cost and maximizes returns 2.4% • ExxonMobil outperforms 5-year peer average ROCE by +110bps 0.7% Peer 1 ExxonMobil Peer 2 Peer 3 Peer 4 Source: Based on company filings and EM analysis of publicly available information See Supplemental Information for definitions 45
Strong performance through business cycles Competitively positioned portfolio has generated leading returns 1 TOTAL RETURN ON AVERAGE CAPITAL EMPLOYED (ROCE) 2016-2020, percent • ExxonMobil’s ROCE beat peer average in 4 of the past 5 years 9.2% 9.0% 8.0% 6.5% 4.8% 4.5% 3.9% Note: ex. accounting • ROCE in 2020 negatively impacted by 1.5% treatment, EM 2020 ROCE was (0.4%) unprecedented market conditions in the industry (5.0%) • In addition, ExxonMobil’s 2020 ROCE more negatively impacted by accounting treatment (9.3%) resulting from revised development plans 2016 2017 2018 2019 2020 Peer Average ExxonMobil Source: Based on company filings and EM analysis of publicly available information See Supplemental Information for footnotes and definitions 46Strong performance through business cycles Competitively positioned portfolio has generated leading returns 1 TOTAL RETURN ON AVERAGE CAPITAL EMPLOYED (ROCE) 2016-2020, percent • ExxonMobil’s ROCE beat peer average in 4 of the past 5 years 9.2% 9.0% 8.0% 6.5% 4.8% 4.5% 3.9% Note: ex. accounting • ROCE in 2020 negatively impacted by 1.5% treatment, EM 2020 ROCE was (0.4%) unprecedented market conditions in the industry (5.0%) • In addition, ExxonMobil’s 2020 ROCE more negatively impacted by accounting treatment (9.3%) resulting from revised development plans 2016 2017 2018 2019 2020 Peer Average ExxonMobil Source: Based on company filings and EM analysis of publicly available information See Supplemental Information for footnotes and definitions 46
Strong performance through business cycles Competitively positioned portfolio has generated cash and dividends to shareholders 1 % CHANGE IN DIVIDENDS PER SHARE From 2015 through 2020 • ExxonMobil has consistently grown the dividend for over 70 years 26% 21% − 48% shares outstanding held by 2.7 million 2 8% individual retail shareholders − Institutional yield funds represent ~30% of active investors and ~10% of index fund holdings • Despite challenging market environment, maintained dividend at 4Q19 levels through 2020 (48%) (65%) ExxonMobil Peer 1 Peer 2 Peer 3 Peer 4 Source: Based on company filings/publicly available information. See Supplemental Information for footnotes 47Strong performance through business cycles Competitively positioned portfolio has generated cash and dividends to shareholders 1 % CHANGE IN DIVIDENDS PER SHARE From 2015 through 2020 • ExxonMobil has consistently grown the dividend for over 70 years 26% 21% − 48% shares outstanding held by 2.7 million 2 8% individual retail shareholders − Institutional yield funds represent ~30% of active investors and ~10% of index fund holdings • Despite challenging market environment, maintained dividend at 4Q19 levels through 2020 (48%) (65%) ExxonMobil Peer 1 Peer 2 Peer 3 Peer 4 Source: Based on company filings/publicly available information. See Supplemental Information for footnotes 47
Delivered in 2020, in challenging and unprecedented conditions Organizational restructuring and portfolio improvements enabled rapid response Operational Excellence Capex flexibility Met emissions targets for 2020 1 <0.02 LTIR >30% decrease 25% decrease Deferral costs offset by savings to In flaring and 15% reduction in Best-ever workforce safety and 3 preserve long-term value methane emissions reliability performance 2 Cash operating expense savings Preserved dividend CO captured 2 >15% reduction $15 billion ~120M tonnes Or $8 billion; of which $3 billion is Paid to ~2.8 million shareholders #1 in CCS for over 30 years; 4 in 2020 structural improvements equivalent to >25M cars See Supplemental Information for footnotes and definitions 48Delivered in 2020, in challenging and unprecedented conditions Organizational restructuring and portfolio improvements enabled rapid response Operational Excellence Capex flexibility Met emissions targets for 2020 1 <0.02 LTIR >30% decrease 25% decrease Deferral costs offset by savings to In flaring and 15% reduction in Best-ever workforce safety and 3 preserve long-term value methane emissions reliability performance 2 Cash operating expense savings Preserved dividend CO captured 2 >15% reduction $15 billion ~120M tonnes Or $8 billion; of which $3 billion is Paid to ~2.8 million shareholders #1 in CCS for over 30 years; 4 in 2020 structural improvements equivalent to >25M cars See Supplemental Information for footnotes and definitions 48
Industry leading long term safety and operations performance Safety is a leading indicator of business performance and underscores safety as a core value ExxonMobil's approach to running our business: safety, operational integrity, and risk management is a culture, not a priority… The culture of safety starts with leadership. Leadership drives behavior and behavior establishes culture. LOST-TIME INJURIES AND ILLNESSES RATE: incidents per 200,000 work hours • 2020 best-ever personnel safety, process safety 0.14 and reliability performance 0.12 0.10 U.S. Petroleum Industry Benchmark • Consistent and disciplined focus on driving improvements 0.08 0.06 0.04 ExxonMobil Workforce 0.02 0.00 2011 12 13 14 15 16 17 18 19 2020 ExxonMobil workforce refers to employees and contractors. Best-ever refers to data since the ExxonMobil merger Industry data: workforce safety data from participating API companies, 2020 industry data not available at time of publication. 49Industry leading long term safety and operations performance Safety is a leading indicator of business performance and underscores safety as a core value ExxonMobil's approach to running our business: safety, operational integrity, and risk management is a culture, not a priority… The culture of safety starts with leadership. Leadership drives behavior and behavior establishes culture. LOST-TIME INJURIES AND ILLNESSES RATE: incidents per 200,000 work hours • 2020 best-ever personnel safety, process safety 0.14 and reliability performance 0.12 0.10 U.S. Petroleum Industry Benchmark • Consistent and disciplined focus on driving improvements 0.08 0.06 0.04 ExxonMobil Workforce 0.02 0.00 2011 12 13 14 15 16 17 18 19 2020 ExxonMobil workforce refers to employees and contractors. Best-ever refers to data since the ExxonMobil merger Industry data: workforce safety data from participating API companies, 2020 industry data not available at time of publication. 49
2020 emissions reductions met 2016 objectives Absolute emissions have declined since start of the Paris Agreement 1 EXXONMOBIL AND SOCIETY’S EMISSIONS Indexed to 2016; % • Achieved 11% absolute GHG reduction since Paris 2 105 Agreement in 2016 Non-OECD, +4% Global, +2% • Robust processes for continuing efficiency 100 improvements and lower emissions OECD, -1% • Accretive investments deliver additional emission 95 reductions 90 ExxonMobil, -11% 85 2016 2017 2018 2019 2020 See Supplemental Information for footnotes 502020 emissions reductions met 2016 objectives Absolute emissions have declined since start of the Paris Agreement 1 EXXONMOBIL AND SOCIETY’S EMISSIONS Indexed to 2016; % • Achieved 11% absolute GHG reduction since Paris 2 105 Agreement in 2016 Non-OECD, +4% Global, +2% • Robust processes for continuing efficiency 100 improvements and lower emissions OECD, -1% • Accretive investments deliver additional emission 95 reductions 90 ExxonMobil, -11% 85 2016 2017 2018 2019 2020 See Supplemental Information for footnotes 50
Delivered more cash operating cost reductions vs. peer group Value chain restructuring completed in 2019 enabled rapid response 1 CASH OPERATING COST REDUCTION FROM 2019 TO 2020 Billion USD XOM Peer 1 Peer 2 Peer 3 Peer 4 • Comprehensive cost benchmarking driving 0.0 improvement across all businesses (1.0) (1.8) (2.5) • Structural operating cost reductions will result in (5.0) (5.1) efficiencies that will convert temporary savings to permanent reduction (8.1) (10.0) 1 CASH OPERATING COST % REDUCTION FROM 2019 TO 2020 XOM Peer 1 Peer 2 Peer 3 Peer 4 0% (4%) (7%) (7%) (10%) (13%) (16%) (20%) Source: Based on company filings and EM analysis of publicly available information 51 See Supplemental Information footnotes for definitionsDelivered more cash operating cost reductions vs. peer group Value chain restructuring completed in 2019 enabled rapid response 1 CASH OPERATING COST REDUCTION FROM 2019 TO 2020 Billion USD XOM Peer 1 Peer 2 Peer 3 Peer 4 • Comprehensive cost benchmarking driving 0.0 improvement across all businesses (1.0) (1.8) (2.5) • Structural operating cost reductions will result in (5.0) (5.1) efficiencies that will convert temporary savings to permanent reduction (8.1) (10.0) 1 CASH OPERATING COST % REDUCTION FROM 2019 TO 2020 XOM Peer 1 Peer 2 Peer 3 Peer 4 0% (4%) (7%) (7%) (10%) (13%) (16%) (20%) Source: Based on company filings and EM analysis of publicly available information 51 See Supplemental Information footnotes for definitions
3 RIGHT STRATEGY TO GROW VALUE Led by strong, independent Board with relevant IN A LOWER CARBON FUTURE experience • Our Board has played an important role in overseeing our strategy and has continually refreshed itself with relevant expertise to support the pursuit of our core priorities • New Director additions enhance Board expertise in energy, capital allocation, investor perspective, and transition 523 RIGHT STRATEGY TO GROW VALUE Led by strong, independent Board with relevant IN A LOWER CARBON FUTURE experience • Our Board has played an important role in overseeing our strategy and has continually refreshed itself with relevant expertise to support the pursuit of our core priorities • New Director additions enhance Board expertise in energy, capital allocation, investor perspective, and transition 52
Board driving strategic change in transitioning market Consistently refreshed to have the skillsets needed to guide the business through challenging cycles Board Oversight Focus Areas 2017 2018 2019 2020 2021 Annual Strategy Review Annual Energy Outlook Corporate Annual Corporate plan and budget approval Flexible investment strategy has led to industry Strategy & Capital Reorganizations Engaged outside experts leading, low cost asset portfolio to assess capital allocation Allocation Updated leadership framework / culture Annual climate and technology strategy reviews Energy and Carbon Summary (ECS) Climate & Engaged outside experts on climate change Focused on growing shareholder value in a Energy 2025 Emission 2018 Emission Reduction Plans lower-carbon future and improved disclosure Reduction Plans Transition Low Carbon CCS Venture Solutions Annual Corp. Plan / Quarterly Performance Review Review of Dividend / Capital Allocation Substantive improvements in core processes Risk Management Updated investment framework since 2017 Rapid COVID Response (Capital& Cost Updated Risk Reduction + Financing) Framework Annual Review of CEO Objectives Tied To Compensation Board Expertise and Jay Hooley (Investor perspective) Continued refreshment has resulted in Executive Oversight Susan Avery (Climate Expertise) balanced, diverse Board with relevant skills Steve Kandarian (Risk Mgmt) Three New Directors (energy, ESG, transition) 53Board driving strategic change in transitioning market Consistently refreshed to have the skillsets needed to guide the business through challenging cycles Board Oversight Focus Areas 2017 2018 2019 2020 2021 Annual Strategy Review Annual Energy Outlook Corporate Annual Corporate plan and budget approval Flexible investment strategy has led to industry Strategy & Capital Reorganizations Engaged outside experts leading, low cost asset portfolio to assess capital allocation Allocation Updated leadership framework / culture Annual climate and technology strategy reviews Energy and Carbon Summary (ECS) Climate & Engaged outside experts on climate change Focused on growing shareholder value in a Energy 2025 Emission 2018 Emission Reduction Plans lower-carbon future and improved disclosure Reduction Plans Transition Low Carbon CCS Venture Solutions Annual Corp. Plan / Quarterly Performance Review Review of Dividend / Capital Allocation Substantive improvements in core processes Risk Management Updated investment framework since 2017 Rapid COVID Response (Capital& Cost Updated Risk Reduction + Financing) Framework Annual Review of CEO Objectives Tied To Compensation Board Expertise and Jay Hooley (Investor perspective) Continued refreshment has resulted in Executive Oversight Susan Avery (Climate Expertise) balanced, diverse Board with relevant skills Steve Kandarian (Risk Mgmt) Three New Directors (energy, ESG, transition) 53
Shareholder engagement informs board actions Have continued to adopt best practices in ESG, responding to shareholder input Shareholder Feedback Actions Taken Results • Since 2016 we have published an Energy and Carbon • Increases transparency on climate initiatives and alignment Summary and enhanced it every year with Paris Agreement goals Increase Transparency and • Environmental performance integrated in executive • Aligns executive interests with those of shareholders over Alignment on Environment and compensation program for many years, enhanced the long term Climate Change transparency in disclosure since 2018 • Progress on climate-related strategic initiatives clearly • 2020 commitment to disclose Scope 3 emissions described in proxy • Brings fresh perspectives and key skillsets which ensure • Appointed 6 new independent directors since 2017 across robust discussion and effective decision making Ensure Appropriate range of critical expertise areas Board Composition • 25% gender diversity, 25% racial/ethnic diversity, 42% • Prioritized board diversity overall board diversity • Amended bylaws to provide for majority vote for uncontested director elections • Facilitates and optimizes shareholder participation in governance consistent with best practices which enhances Enhance Mechanisms of Board • Amended bylaws to provide for proxy access and provide for board accountability to shareholders special meeting rights at 15% of shares outstanding Accountability • Strengthened the role of lead independent director 54Shareholder engagement informs board actions Have continued to adopt best practices in ESG, responding to shareholder input Shareholder Feedback Actions Taken Results • Since 2016 we have published an Energy and Carbon • Increases transparency on climate initiatives and alignment Summary and enhanced it every year with Paris Agreement goals Increase Transparency and • Environmental performance integrated in executive • Aligns executive interests with those of shareholders over Alignment on Environment and compensation program for many years, enhanced the long term Climate Change transparency in disclosure since 2018 • Progress on climate-related strategic initiatives clearly • 2020 commitment to disclose Scope 3 emissions described in proxy • Brings fresh perspectives and key skillsets which ensure • Appointed 6 new independent directors since 2017 across robust discussion and effective decision making Ensure Appropriate range of critical expertise areas Board Composition • 25% gender diversity, 25% racial/ethnic diversity, 42% • Prioritized board diversity overall board diversity • Amended bylaws to provide for majority vote for uncontested director elections • Facilitates and optimizes shareholder participation in governance consistent with best practices which enhances Enhance Mechanisms of Board • Amended bylaws to provide for proxy access and provide for board accountability to shareholders special meeting rights at 15% of shares outstanding Accountability • Strengthened the role of lead independent director 54
Board oversight on swift actions to address COVID-19 impacts Restructuring and portfolio improvements begun in 2017 enabled rapid response BRENT CRUDE SPOT PRICE Select Board topics in 2020: $/bbl 80• April 3 – comprehensive market and operations update and discussion of operating expense and capital expenditure reductions; increase to financing authority • April 29– revised market update and impact of pandemic on the Company; update on cash position • May – detailed business update, including review of Crude spot prices results to date and cash position during the pandemic dropped ~75% from January to May 2020 40 • July – review of progress through 2020, energy outlook, and preliminary approval of 2021 to 2025 budget cycle objectives and short- and long-term market assumptions; external speakers on capital allocation perspectives • October – initial financial and operating plans for 2021 to Hit 18 year low at 2025; review of long-term capital allocation priorities <$20 per barrel 04/21 • November – approved financial and operating plan and 0 budget for 2021 04/19 10/19 04/20 10/20 Chart Source: S&P Global Platts 55Board oversight on swift actions to address COVID-19 impacts Restructuring and portfolio improvements begun in 2017 enabled rapid response BRENT CRUDE SPOT PRICE Select Board topics in 2020: $/bbl 80• April 3 – comprehensive market and operations update and discussion of operating expense and capital expenditure reductions; increase to financing authority • April 29– revised market update and impact of pandemic on the Company; update on cash position • May – detailed business update, including review of Crude spot prices results to date and cash position during the pandemic dropped ~75% from January to May 2020 40 • July – review of progress through 2020, energy outlook, and preliminary approval of 2021 to 2025 budget cycle objectives and short- and long-term market assumptions; external speakers on capital allocation perspectives • October – initial financial and operating plans for 2021 to Hit 18 year low at 2025; review of long-term capital allocation priorities <$20 per barrel 04/21 • November – approved financial and operating plan and 0 budget for 2021 04/19 10/19 04/20 10/20 Chart Source: S&P Global Platts 55
ExxonMobil’s world-class, diverse, independent board Unmatched expertise will continue to guide successful transition to lower-carbon future Michael J. Angelakis Susan K. Avery • Led strategic planning, capital allocation and corporate development at • Led scientific institutions, including Woods Hole Oceanographic Institution, to expand on Comcast with long-standing reputation for judgment and discipline application of data analysis toward societal issues, including climate change • Oversaw Comcast’s successful transition into a media & entertainment • Atmospheric physicist with expertise in climate variability, instruments & technology and powerhouse with acquisition of NBCUniversal scientific literacy in public policy Angela F. Braly Ursula M. Burns • Led WellPoint through a transformative period following the passage of the • Leveraged core competencies to successfully transition Xerox into a technology-enabled Affordable Care Act business services company • Negotiation, execution and successful integration of Amerigroup acquisition• Implemented leaner operating models, simplification of corporate structures and increased focus on emerging markets during tenure at VEON Kenneth C. Frazier Joseph L. Hooley • Leadership and strategic allocation of capital across diverse drug development • Led State Street through passive investing and technology revolution, overseeing $900 pipeline as part of Merck’s ongoing portfolio refreshment billion asset expansion during his tenure • Proven judgment and execution through complex situations including settlement • Deep experience in shareholder and company engagement and governance of Vioxx litigation Steven A. Kandarian Douglas R. Oberhelman • Led MetLife through strategic transformation, becoming a simpler company with • Led Caterpillar through global market downturn, achieving market share gains every year in less market sensitivity and higher, sustainable free cash flow a depressed environment. Experience in capital intensive, cyclical business similar to O&G. • Expertise in risk management and financial markets, as demonstrated in portfolio • World-class operator driving the highest product quality levels in Caterpillar’s history and a management responsibilities at Metlife dramatic improvement in employee safety Samuel J. Palmisano Jeffrey W. Ubben • Navigated IBM’s business transformation with focus on financial discipline and • Impact investor who has explicitly acknowledged that success requires both returns; generated $135 billion of shareholder value during last 5 years of tenure environmental / social objectives but also a clear focus on shareholder value • Expertise in information technology and systems, cybersecurity risk management, • Substantial time served on public company boards with capital allocation, cost and global business streamlining and business transition expertise Darren W. Woods Wan Zulkiflee • Positioning ExxonMobil to meet society’s energy needs while transitioning to a • Successfully managed Petronas through market downturn and achieved key portfolio lower-carbon future optimization and operational objectives. Petronas is a fully integrated energy company with business model similar to ExxonMobil • Maximizing shareholder value while demonstrating adaptability and flexibility, including during unprecedented 2020 market environment• Positioned Petronas to navigate the energy transition towards a lower-carbon future 56 See Supplemental Information for definitionsExxonMobil’s world-class, diverse, independent board Unmatched expertise will continue to guide successful transition to lower-carbon future Michael J. Angelakis Susan K. Avery • Led strategic planning, capital allocation and corporate development at • Led scientific institutions, including Woods Hole Oceanographic Institution, to expand on Comcast with long-standing reputation for judgment and discipline application of data analysis toward societal issues, including climate change • Oversaw Comcast’s successful transition into a media & entertainment • Atmospheric physicist with expertise in climate variability, instruments & technology and powerhouse with acquisition of NBCUniversal scientific literacy in public policy Angela F. Braly Ursula M. Burns • Led WellPoint through a transformative period following the passage of the • Leveraged core competencies to successfully transition Xerox into a technology-enabled Affordable Care Act business services company • Negotiation, execution and successful integration of Amerigroup acquisition• Implemented leaner operating models, simplification of corporate structures and increased focus on emerging markets during tenure at VEON Kenneth C. Frazier Joseph L. Hooley • Leadership and strategic allocation of capital across diverse drug development • Led State Street through passive investing and technology revolution, overseeing $900 pipeline as part of Merck’s ongoing portfolio refreshment billion asset expansion during his tenure • Proven judgment and execution through complex situations including settlement • Deep experience in shareholder and company engagement and governance of Vioxx litigation Steven A. Kandarian Douglas R. Oberhelman • Led MetLife through strategic transformation, becoming a simpler company with • Led Caterpillar through global market downturn, achieving market share gains every year in less market sensitivity and higher, sustainable free cash flow a depressed environment. Experience in capital intensive, cyclical business similar to O&G. • Expertise in risk management and financial markets, as demonstrated in portfolio • World-class operator driving the highest product quality levels in Caterpillar’s history and a management responsibilities at Metlife dramatic improvement in employee safety Samuel J. Palmisano Jeffrey W. Ubben • Navigated IBM’s business transformation with focus on financial discipline and • Impact investor who has explicitly acknowledged that success requires both returns; generated $135 billion of shareholder value during last 5 years of tenure environmental / social objectives but also a clear focus on shareholder value • Expertise in information technology and systems, cybersecurity risk management, • Substantial time served on public company boards with capital allocation, cost and global business streamlining and business transition expertise Darren W. Woods Wan Zulkiflee • Positioning ExxonMobil to meet society’s energy needs while transitioning to a • Successfully managed Petronas through market downturn and achieved key portfolio lower-carbon future optimization and operational objectives. Petronas is a fully integrated energy company with business model similar to ExxonMobil • Maximizing shareholder value while demonstrating adaptability and flexibility, including during unprecedented 2020 market environment• Positioned Petronas to navigate the energy transition towards a lower-carbon future 56 See Supplemental Information for definitions
Recent additions deepen board expertise and perspective Additional experience in energy, capital allocation, investor perspective, climate and transition Wan Zulkiflee Michael J. Angelakis Jeffrey W. Ubben Appointed Jan 2021 Appointed Mar 2021 Appointed Mar 2021 Former President & CEO, Former CFO, Comcast (2007‒2015) Founder, Portfolio Manager Petronas (2015‒2020) Chairman and CEO, Atairos and Managing Partner, Inclusive Capital Partners Industry CEO / Field Climate / Capital CFO / Field Transition Capital Investor Climate Expertise Prominence Transition Allocation Prominence Experience Allocation Perspective Expertise • Successfully managed through market downturn • Led strategic planning, capital allocation and • Founder of Inclusive Capital in 2020; previously and achieved key portfolio optimization and corporate development at Comcast with long- founder and CEO of ValueAct Capital operational objectives, growing EBITDA +28% standing reputation for judgment and discipline from 2015 to 2019• Experienced investor in low-carbon and • Oversaw Comcast’s successful transition into a renewable technology • Improved return on capital employed (ROCE) by media & entertainment powerhouse with 360bps to 8.7% acquisition of NBC Universal• Pivotal role in AES’s transition to renewable • Enhanced Petronas’ environmental energy; 140%+ share price improvement during commitments and leveraged capabilities across • Recognized by The Wall Street Journal as a top Board tenure the value chain to add renewable energy to the performing CFO and by Institutional Investor as integrated portfolio, positioning the Company one of America’s Best CFOs six times• Substantial time served on public company to navigate the energy transition towards a boards with capital allocation, cost streamlining lower carbon future• Served with distinction as Chairman of Federal and business transition expertise Reserve Bank of Philadelphia • Extensive experience in growing and important Asia / Pacific markets Current Boards: Current Public Boards: Current Public Boards: Past Public Boards: Past Public Boards: Past Public Boards: Petronas Chemicals Group Berhad Petronas Gas Berhad Petronas Dagangan Berhad Other Positions: Past Positions: Chairman of the National Trust Fund (Chairman) World Economic Forum’s Oil & Gas Governors Forum Source: Based on company filings/publicly available information 57 See Supplemental Information for definitionsRecent additions deepen board expertise and perspective Additional experience in energy, capital allocation, investor perspective, climate and transition Wan Zulkiflee Michael J. Angelakis Jeffrey W. Ubben Appointed Jan 2021 Appointed Mar 2021 Appointed Mar 2021 Former President & CEO, Former CFO, Comcast (2007‒2015) Founder, Portfolio Manager Petronas (2015‒2020) Chairman and CEO, Atairos and Managing Partner, Inclusive Capital Partners Industry CEO / Field Climate / Capital CFO / Field Transition Capital Investor Climate Expertise Prominence Transition Allocation Prominence Experience Allocation Perspective Expertise • Successfully managed through market downturn • Led strategic planning, capital allocation and • Founder of Inclusive Capital in 2020; previously and achieved key portfolio optimization and corporate development at Comcast with long- founder and CEO of ValueAct Capital operational objectives, growing EBITDA +28% standing reputation for judgment and discipline from 2015 to 2019• Experienced investor in low-carbon and • Oversaw Comcast’s successful transition into a renewable technology • Improved return on capital employed (ROCE) by media & entertainment powerhouse with 360bps to 8.7% acquisition of NBC Universal• Pivotal role in AES’s transition to renewable • Enhanced Petronas’ environmental energy; 140%+ share price improvement during commitments and leveraged capabilities across • Recognized by The Wall Street Journal as a top Board tenure the value chain to add renewable energy to the performing CFO and by Institutional Investor as integrated portfolio, positioning the Company one of America’s Best CFOs six times• Substantial time served on public company to navigate the energy transition towards a boards with capital allocation, cost streamlining lower carbon future• Served with distinction as Chairman of Federal and business transition expertise Reserve Bank of Philadelphia • Extensive experience in growing and important Asia / Pacific markets Current Boards: Current Public Boards: Current Public Boards: Past Public Boards: Past Public Boards: Past Public Boards: Petronas Chemicals Group Berhad Petronas Gas Berhad Petronas Dagangan Berhad Other Positions: Past Positions: Chairman of the National Trust Fund (Chairman) World Economic Forum’s Oil & Gas Governors Forum Source: Based on company filings/publicly available information 57 See Supplemental Information for definitions
Board Affairs Committee carefully reviewed Engine No. 1’s Nominees Factors underpinning Board Affairs Committee recommendations to the Board • Strong credentials and performance as a CEO of a successful wind turbine manufacturing company • However, the size and scale of the wind energy company is not representative of the size and scale of Exxon or of companies that ExxonMobil directors have led Anders • Exxon has committed to significantly investing in reducing emissions as well as investing in carbon capture, biofuels and hydrogen (all areas away from the power Runevad generation sector) • There is also a concern that he is overboarded (4 public company boards) • Multiple gaps across the criteria sought by ExxonMobil for Board candidates, as described in Exxon's Proxy Statement Alexander • The only criterion that Karsner would meet as a prospective director for Exxon is serving on a public company board, Applied Materials Karsner • Brings relevant policy expertise, particularly in the renewables and energy transition space. However, the Committee was advised that there are other more distinguished academics and research experts who would bring greater prominence and deeper/broader insights to the board • Multiple gaps across the criteria sought by ExxonMobil for Board candidates, as described in Exxon’s Proxy Statement • Has no previous experience “leading a large, complex organization”, nor does she possess global business leadership experience,” significant “financial or risk management experience” or significant credentials in the “scientific, technical or research” domains Kaisa Hietala • Would bring additional gender diversity to the board. However, does not bring the level of credentials or recognition in a relevant field that matches ExxonMobil’s needs • C-suite experience (not as CEO) was at a company with operations that are much smaller scale than ExxonMobil • While he has upstream and downstream experience from his early career with Conoco in Australia and Venezuela, as well as North America CEO experience in the refining sector from his time at Andeavor, he has not had global operating leadership experience, but instead had regional management oversight role Gregory • Service on the board of Enbridge (joined in 2020), a large midstream pipeline company, would be a conflict Goff • Concerns about the judgments made as CEO in connection with the 2018 buyback transactions at Andeavor, which resulted in a fine imposed on Andeavor by the SEC in 2020 58Board Affairs Committee carefully reviewed Engine No. 1’s Nominees Factors underpinning Board Affairs Committee recommendations to the Board • Strong credentials and performance as a CEO of a successful wind turbine manufacturing company • However, the size and scale of the wind energy company is not representative of the size and scale of Exxon or of companies that ExxonMobil directors have led Anders • Exxon has committed to significantly investing in reducing emissions as well as investing in carbon capture, biofuels and hydrogen (all areas away from the power Runevad generation sector) • There is also a concern that he is overboarded (4 public company boards) • Multiple gaps across the criteria sought by ExxonMobil for Board candidates, as described in Exxon's Proxy Statement Alexander • The only criterion that Karsner would meet as a prospective director for Exxon is serving on a public company board, Applied Materials Karsner • Brings relevant policy expertise, particularly in the renewables and energy transition space. However, the Committee was advised that there are other more distinguished academics and research experts who would bring greater prominence and deeper/broader insights to the board • Multiple gaps across the criteria sought by ExxonMobil for Board candidates, as described in Exxon’s Proxy Statement • Has no previous experience “leading a large, complex organization”, nor does she possess global business leadership experience,” significant “financial or risk management experience” or significant credentials in the “scientific, technical or research” domains Kaisa Hietala • Would bring additional gender diversity to the board. However, does not bring the level of credentials or recognition in a relevant field that matches ExxonMobil’s needs • C-suite experience (not as CEO) was at a company with operations that are much smaller scale than ExxonMobil • While he has upstream and downstream experience from his early career with Conoco in Australia and Venezuela, as well as North America CEO experience in the refining sector from his time at Andeavor, he has not had global operating leadership experience, but instead had regional management oversight role Gregory • Service on the board of Enbridge (joined in 2020), a large midstream pipeline company, would be a conflict Goff • Concerns about the judgments made as CEO in connection with the 2018 buyback transactions at Andeavor, which resulted in a fine imposed on Andeavor by the SEC in 2020 58
Board holds management accountable Compensation tied to long-term shareholder value creation and success in a lower-carbon future Strengthening Upgrading Leading Delivering Investing Accountability Framework the Upstream Portfolio Downstream Production in Chemical Growth Lower Emissions With Discipline Goals and Objectives Board establishes goals and § Established to drive sustainable objectives for CEO growth in shareholder value over the CEO long term § Positions the Company for long-term success in a lower-carbon energy Tailored to corporate Board deliverables include future Corporate officers (area of safety and health, § Provides framework for specific responsibility) Officers reliability, talent, cost commitments to deliver improved efficiency, capital performance productivity and other measures Worldwide Executives Tailored to executives Integrated into the Company’s plan which (area of responsibility) is reviewed and approved by the Board Annual assessment of performance versus pre-set goals and objectives, ties directly to level of pay Ensures executives are held accountable for progressing strategic objectives and delivering business results , balancing short- and long-term activities No formula or weighting of factors, goals and objectives reflective of executives' areas of responsibility 59Board holds management accountable Compensation tied to long-term shareholder value creation and success in a lower-carbon future Strengthening Upgrading Leading Delivering Investing Accountability Framework the Upstream Portfolio Downstream Production in Chemical Growth Lower Emissions With Discipline Goals and Objectives Board establishes goals and § Established to drive sustainable objectives for CEO growth in shareholder value over the CEO long term § Positions the Company for long-term success in a lower-carbon energy Tailored to corporate Board deliverables include future Corporate officers (area of safety and health, § Provides framework for specific responsibility) Officers reliability, talent, cost commitments to deliver improved efficiency, capital performance productivity and other measures Worldwide Executives Tailored to executives Integrated into the Company’s plan which (area of responsibility) is reviewed and approved by the Board Annual assessment of performance versus pre-set goals and objectives, ties directly to level of pay Ensures executives are held accountable for progressing strategic objectives and delivering business results , balancing short- and long-term activities No formula or weighting of factors, goals and objectives reflective of executives' areas of responsibility 59
Environmental objectives integrated in executive compensation program Sample accomplishments in progressing strategic objectives tied to pay deliberations • Implemented enhanced methane reduction program 2017 • Achieved significant milestones in lower-carbon research • Invested in lower-carbon emissions technologies, including advanced biofuels, CCS, and higher-efficiency processing • Increased trade / third party support for policies to mitigate the risks of climate change 2018 • Progressed program to reduce methane emissions • Invested in development of lower-emission technologies with highest potential for large-scale deployment • Leadership and partnership across broad spectrum of science-based organizations in both public and private sectors, including new 2019 key research partnerships: National Labs, Global Thermostat, Mosaic Materials • On plan to meet 2020 external Corporate target of 25% reduction from 2016 flaring levels • Invested in development of lower-emission technologies with highest potential for large-scale deployment • Collaboration with multiple partners across industry, academia, and government to advance solutions that reduce climate-related risks at the lowest costs to society 2020 • Met 2020 external Corporate methane emissions (15%) and flaring (25%) reduction goals versus 2016 • Announced plans to further reduce intensity of operated Upstream greenhouse gas emissions, supported by reductions in methane and flaring intensity by 2025 in support of the goals of the Paris Agreement Source: ExxonMobil 2018-2021 Proxy Statements 60Environmental objectives integrated in executive compensation program Sample accomplishments in progressing strategic objectives tied to pay deliberations • Implemented enhanced methane reduction program 2017 • Achieved significant milestones in lower-carbon research • Invested in lower-carbon emissions technologies, including advanced biofuels, CCS, and higher-efficiency processing • Increased trade / third party support for policies to mitigate the risks of climate change 2018 • Progressed program to reduce methane emissions • Invested in development of lower-emission technologies with highest potential for large-scale deployment • Leadership and partnership across broad spectrum of science-based organizations in both public and private sectors, including new 2019 key research partnerships: National Labs, Global Thermostat, Mosaic Materials • On plan to meet 2020 external Corporate target of 25% reduction from 2016 flaring levels • Invested in development of lower-emission technologies with highest potential for large-scale deployment • Collaboration with multiple partners across industry, academia, and government to advance solutions that reduce climate-related risks at the lowest costs to society 2020 • Met 2020 external Corporate methane emissions (15%) and flaring (25%) reduction goals versus 2016 • Announced plans to further reduce intensity of operated Upstream greenhouse gas emissions, supported by reductions in methane and flaring intensity by 2025 in support of the goals of the Paris Agreement Source: ExxonMobil 2018-2021 Proxy Statements 60
Compensation program design ensures focus on long term value Over 70% of executive compensation tied to long-term shareholder value through the energy transition Increasingly long-term orientation and pay at risk Base salary Annual bonus Performance shares 10% or less 10% to 20% % of Total Direct Over 70% Comp • Provide competitive base pay• Link pay to annual Company earnings • Link pay to returns of long-term shareholders Intent performance • Encourage long-term view through the • Provide near- and mid-term commodity cycle performance payments • Increase determined by individual • 50% of award paid in cash at grant; • Granted in the form of stock units Key performance, experience, and pay grade 50% delayed payment based on future Design • 50% vests in 5 yrs from grant date; 50% earnings performance Features• Ties directly to long-term benefits (e.g., in 10 yrs, vesting not accelerated at pension)• Actual award determined by individual retirement performance and pay grade • Longest restriction periods coupled with • 50% of bonus at risk of forfeiture performance metrics applied at grant • Full award subject to clawback• Significant portion of pay at risk of forfeiture for extended period of time Named Executive Officers participate in same broad-based Represent higher % of total comp for programs as all other executives senior executives resulting in increased pay at risk Source: ExxonMobil 2021 Proxy Statement 61Compensation program design ensures focus on long term value Over 70% of executive compensation tied to long-term shareholder value through the energy transition Increasingly long-term orientation and pay at risk Base salary Annual bonus Performance shares 10% or less 10% to 20% % of Total Direct Over 70% Comp • Provide competitive base pay• Link pay to annual Company earnings • Link pay to returns of long-term shareholders Intent performance • Encourage long-term view through the • Provide near- and mid-term commodity cycle performance payments • Increase determined by individual • 50% of award paid in cash at grant; • Granted in the form of stock units Key performance, experience, and pay grade 50% delayed payment based on future Design • 50% vests in 5 yrs from grant date; 50% earnings performance Features• Ties directly to long-term benefits (e.g., in 10 yrs, vesting not accelerated at pension)• Actual award determined by individual retirement performance and pay grade • Longest restriction periods coupled with • 50% of bonus at risk of forfeiture performance metrics applied at grant • Full award subject to clawback• Significant portion of pay at risk of forfeiture for extended period of time Named Executive Officers participate in same broad-based Represent higher % of total comp for programs as all other executives senior executives resulting in increased pay at risk Source: ExxonMobil 2021 Proxy Statement 61
4 RIGHT STRATEGY TO GROW VALUE Engine No. 1 does not haIN A LOWER ve a plan for CARBON ExxonMobil FUTURE • Engine No. 1 has not constructively engaged to seek a resolution, despite multiple attempts by ExxonMobil • Engine No. 1 has provided no plan to create shareholder value, and does not understand the industry or ExxonMobil’s plan • Engine No. 1 backpedaling from previous statements in response to market skepticism of its platform • Engine No. 1’s nominees lack breadth of experience, leadership at a global scale and skillsets needed by ExxonMobil Board 624 RIGHT STRATEGY TO GROW VALUE Engine No. 1 does not haIN A LOWER ve a plan for CARBON ExxonMobil FUTURE • Engine No. 1 has not constructively engaged to seek a resolution, despite multiple attempts by ExxonMobil • Engine No. 1 has provided no plan to create shareholder value, and does not understand the industry or ExxonMobil’s plan • Engine No. 1 backpedaling from previous statements in response to market skepticism of its platform • Engine No. 1’s nominees lack breadth of experience, leadership at a global scale and skillsets needed by ExxonMobil Board 62
Engine No. 1’s unconstructive pattern of engagement Engine No. 1’s position: Take our 4 directors or a proxy fight 2020 2021 Oct Nov Dec Jan Feb Mar Apr Dec – Feb: Nov 19: Engine No. 1 is incorporated days prior to § Company principals and advisors make multiple attempts to campaign launch, accumulates engage with Engine No. 1 Mar 3: Engine No. 1 small $40M position in EM hires scientist to – Offer to discuss, under an NDA, the Company’s planned produce and release announcements and the types of individuals ExxonMobil was white paper independently considering adding to the Board Dec 7: Engine No. 1 presents white paper with no prior effort to reach § Engine No. 1 states commitment to its 4 nominees and Mar 15: Engine No. 1 files out / engage with the company unwillingness to consider steps towards a resolution, positioning proxy statement indicating any further discussions as all-or-none spend of $30M for campaign § Engine No. 1 discloses intent to spend $40M for proxy campaign 63Engine No. 1’s unconstructive pattern of engagement Engine No. 1’s position: Take our 4 directors or a proxy fight 2020 2021 Oct Nov Dec Jan Feb Mar Apr Dec – Feb: Nov 19: Engine No. 1 is incorporated days prior to § Company principals and advisors make multiple attempts to campaign launch, accumulates engage with Engine No. 1 Mar 3: Engine No. 1 small $40M position in EM hires scientist to – Offer to discuss, under an NDA, the Company’s planned produce and release announcements and the types of individuals ExxonMobil was white paper independently considering adding to the Board Dec 7: Engine No. 1 presents white paper with no prior effort to reach § Engine No. 1 states commitment to its 4 nominees and Mar 15: Engine No. 1 files out / engage with the company unwillingness to consider steps towards a resolution, positioning proxy statement indicating any further discussions as all-or-none spend of $30M for campaign § Engine No. 1 discloses intent to spend $40M for proxy campaign 63
By Contrast, Interactions with D.E. Shaw Were Highly Constructive March 1, 2021 The D. E. Shaw Group Welcomes ExxonMobil’s Announcements ExxonMobil’s Recent Announcements Are Significant Positive Developments for All Shareholders The D. E. Shaw group, which manages funds that have been shareholders in Exxon for over 10 years, expressed its support for the addition of Jeffrey Ubben and Michael Angelakis to the Company’s Board of Directors as well as Exxon’s emphasis on cost and capital spending discipline. “We welcome today’s additions to the Exxon Board of Directors. We believe these individuals will bring significant capital markets and capital allocation experience to the boardroom and will provide meaningful value to the Company as it focuses on its investment priorities while navigating the transition to a low-carbon future.” “We also welcome the steps Exxon has taken to identify $6 billion in permanent, structural cost savings, and we believe the Company will be able to identify additional areas to improve its productivity and enhance its cash flow profile during this period of significant industry transition. We are encouraged by these important steps, and we also believe there will be opportunities to reinvest a portion of these cash flows in emerging and high return carbon abatement technologies and strategies. We look forward to continuing our constructive dialogue with Exxon’s management team and Board of Directors.” ExxonMobil has been highly responsive to shareholder feedback 64By Contrast, Interactions with D.E. Shaw Were Highly Constructive March 1, 2021 The D. E. Shaw Group Welcomes ExxonMobil’s Announcements ExxonMobil’s Recent Announcements Are Significant Positive Developments for All Shareholders The D. E. Shaw group, which manages funds that have been shareholders in Exxon for over 10 years, expressed its support for the addition of Jeffrey Ubben and Michael Angelakis to the Company’s Board of Directors as well as Exxon’s emphasis on cost and capital spending discipline. “We welcome today’s additions to the Exxon Board of Directors. We believe these individuals will bring significant capital markets and capital allocation experience to the boardroom and will provide meaningful value to the Company as it focuses on its investment priorities while navigating the transition to a low-carbon future.” “We also welcome the steps Exxon has taken to identify $6 billion in permanent, structural cost savings, and we believe the Company will be able to identify additional areas to improve its productivity and enhance its cash flow profile during this period of significant industry transition. We are encouraged by these important steps, and we also believe there will be opportunities to reinvest a portion of these cash flows in emerging and high return carbon abatement technologies and strategies. We look forward to continuing our constructive dialogue with Exxon’s management team and Board of Directors.” ExxonMobil has been highly responsive to shareholder feedback 64
Unlike ExxonMobil, Engine No.1 has not put forward a plan Shareholder value in a capital intensive, long-cycle business that is transitioning needs more than “sound bites” Across ~60 pages of letters and white papers, Engine No. 1 refers to “value” dozens of times… “Strategic Plan for Sustainable Value Creation” “our focus on influencing long-term value creation” “Implement a strategic plan for sustainable value creation” “Protect and Enhance Long-Term Value” “Engine No. 1 is an investment firm purpose-built to create long-term value” “must better position itself for long-term, sustainable value creation” “We are a new investment firm that seeks to enhance long-term value through active ownership” “collectively they can help the Board unlock sustainable, long-term shareholder value” …But despite months has produced no compelling financial analysis of opportunity and continued questions relies almost exclusively on a single scientist and the press from the market, has no plan for shareholder value creation Engine No. 1: 65Unlike ExxonMobil, Engine No.1 has not put forward a plan Shareholder value in a capital intensive, long-cycle business that is transitioning needs more than “sound bites” Across ~60 pages of letters and white papers, Engine No. 1 refers to “value” dozens of times… “Strategic Plan for Sustainable Value Creation” “our focus on influencing long-term value creation” “Implement a strategic plan for sustainable value creation” “Protect and Enhance Long-Term Value” “Engine No. 1 is an investment firm purpose-built to create long-term value” “must better position itself for long-term, sustainable value creation” “We are a new investment firm that seeks to enhance long-term value through active ownership” “collectively they can help the Board unlock sustainable, long-term shareholder value” …But despite months has produced no compelling financial analysis of opportunity and continued questions relies almost exclusively on a single scientist and the press from the market, has no plan for shareholder value creation Engine No. 1: 65
A Shareholders should ask… …Does Engine No. 1 actually understand ExxonMobil’s business? Engine No. 1 Assertion Fact • ExxonMobil has outperformed peer average over the last 3 years û ExxonMobil TSR has ü Board and management decisions to aggressively reposition the portfolio underperformed over any relevant time periodü ExxonMobil outperformance over 6-mo, 1-yr, 2-yr and 3-yr periods versus proxy peer average • ExxonMobil ROCE was above peer average every year for the last 5 years, except 2020 û ExxonMobil returns on oil and gas ü While returns across the industry have fallen over the last decade ExxonMobil has outperformed peer average by projects are underperforming +110bps over the last 5 years ü 2020 ROCE negatively impacted by impairments and unprecedented COVID environment • ExxonMobil has proactively focused on development of projects that deliver returns at a lower price of oil û ExxonMobil has overspent, 1,2 ü 2021-2025 portfolio covers dividend and capital program while generating excess cash at $50/bbl Brent resulting in high breakevens 3 ü ~90% of cumulative 2021-2025 Upstream resource investment has cost-of-supply less than $35/bbl Brent • Moody’s debt/book capitalization among the best in the industry û ExxonMobil has taken on excess ü Committed to preserving the strength of our balance sheet and maintaining a reliable dividend debt ü Debt will be reduced in 2021 with Brent greater than ~$50/bbl even assuming 10-year low Downstream and Chemical margins See Supplemental Information for footnotes and definitions 66A Shareholders should ask… …Does Engine No. 1 actually understand ExxonMobil’s business? Engine No. 1 Assertion Fact • ExxonMobil has outperformed peer average over the last 3 years û ExxonMobil TSR has ü Board and management decisions to aggressively reposition the portfolio underperformed over any relevant time periodü ExxonMobil outperformance over 6-mo, 1-yr, 2-yr and 3-yr periods versus proxy peer average • ExxonMobil ROCE was above peer average every year for the last 5 years, except 2020 û ExxonMobil returns on oil and gas ü While returns across the industry have fallen over the last decade ExxonMobil has outperformed peer average by projects are underperforming +110bps over the last 5 years ü 2020 ROCE negatively impacted by impairments and unprecedented COVID environment • ExxonMobil has proactively focused on development of projects that deliver returns at a lower price of oil û ExxonMobil has overspent, 1,2 ü 2021-2025 portfolio covers dividend and capital program while generating excess cash at $50/bbl Brent resulting in high breakevens 3 ü ~90% of cumulative 2021-2025 Upstream resource investment has cost-of-supply less than $35/bbl Brent • Moody’s debt/book capitalization among the best in the industry û ExxonMobil has taken on excess ü Committed to preserving the strength of our balance sheet and maintaining a reliable dividend debt ü Debt will be reduced in 2021 with Brent greater than ~$50/bbl even assuming 10-year low Downstream and Chemical margins See Supplemental Information for footnotes and definitions 66
Shareholders should ask… …Does Engine No. 1 actually understand ExxonMobil’s business? Engine No. 1 Assertion Fact • None of ExxonMobil’s plan is dependent on fossil fuel growth û ExxonMobil is dependent on fossil ü ExxonMobil is prepared for a wide range of demand and energy mix scenarios fuel growth 1,2 ü Plan assumes flat production volumes while still generating excess cash at $50/bbl Brent • ExxonMobil supports the goals of the Paris Agreement 3 û ExxonMobil is not aligned with the ü Achieved 2020 emission reduction goals & announced 2025 reduction plans, in line with Paris Agreement Paris Agreement ü #2 all-time buyer of wind / solar power among Oil and Gas (top 5% across all corporates) with 600MW of renewables 4 in operations • ExxonMobil is a leader in carbon capture 5 ü ExxonMobil accounts for 40% of all CO captured, equivalent to planting ~2 billion trees 2 û ExxonMobil’s carbon capture ü Many of the technologies Engine No. 1 is focused on have been actively under research and development over a decade capabilities are overstated ü Low Carbon Solutions business will leverage expertise and market leadership in CCS to continue to advance and deploy innovative technologies • Engine No. 1’s nominees lack breadth of experience, leadership at a global scale and skillsets needed to serve on ExxonMobil Board û Engine No. 1’s nominees are highly qualifiedü ExxonMobil’s Board has continually refreshed itself with relevant expertise to support the pursuit of our core priorities ü Recent Director additions enhance experience in energy, capital allocation and transition See Supplemental Information for footnotes 67Shareholders should ask… …Does Engine No. 1 actually understand ExxonMobil’s business? Engine No. 1 Assertion Fact • None of ExxonMobil’s plan is dependent on fossil fuel growth û ExxonMobil is dependent on fossil ü ExxonMobil is prepared for a wide range of demand and energy mix scenarios fuel growth 1,2 ü Plan assumes flat production volumes while still generating excess cash at $50/bbl Brent • ExxonMobil supports the goals of the Paris Agreement 3 û ExxonMobil is not aligned with the ü Achieved 2020 emission reduction goals & announced 2025 reduction plans, in line with Paris Agreement Paris Agreement ü #2 all-time buyer of wind / solar power among Oil and Gas (top 5% across all corporates) with 600MW of renewables 4 in operations • ExxonMobil is a leader in carbon capture 5 ü ExxonMobil accounts for 40% of all CO captured, equivalent to planting ~2 billion trees 2 û ExxonMobil’s carbon capture ü Many of the technologies Engine No. 1 is focused on have been actively under research and development over a decade capabilities are overstated ü Low Carbon Solutions business will leverage expertise and market leadership in CCS to continue to advance and deploy innovative technologies • Engine No. 1’s nominees lack breadth of experience, leadership at a global scale and skillsets needed to serve on ExxonMobil Board û Engine No. 1’s nominees are highly qualifiedü ExxonMobil’s Board has continually refreshed itself with relevant expertise to support the pursuit of our core priorities ü Recent Director additions enhance experience in energy, capital allocation and transition See Supplemental Information for footnotes 67
Engine No. 1 is backpedaling in response to investor concerns Recent comments from Charlie Penner are a stark change to Engine No 1’s initial positions û ExxonMobil has û ExxonMobil needs a Initial û ExxonMobil should û ExxonMobil needs a overinvested in Oil & whole new capital Position invest in wind & solar wind-down strategy Gas allocation strategy We understand that people We understand are not looking for the We would not advise them maintenance CAPEX; we We obviously understand company to miss this cycle, to spend a billion dollars to understand what proven that any transition here will to miss this opportunity to buy half of a wind farm New undeveloped reserves are; be gradual, pragmatic, and Position improve both the balance from Equinor and get we're not telling them to has to be profitable to be sheet and hopefully make basically a guaranteed low stop being an oil and gas sustainable some good investments for return on it company the future 68Engine No. 1 is backpedaling in response to investor concerns Recent comments from Charlie Penner are a stark change to Engine No 1’s initial positions û ExxonMobil has û ExxonMobil needs a Initial û ExxonMobil should û ExxonMobil needs a overinvested in Oil & whole new capital Position invest in wind & solar wind-down strategy Gas allocation strategy We understand that people We understand are not looking for the We would not advise them maintenance CAPEX; we We obviously understand company to miss this cycle, to spend a billion dollars to understand what proven that any transition here will to miss this opportunity to buy half of a wind farm New undeveloped reserves are; be gradual, pragmatic, and Position improve both the balance from Equinor and get we're not telling them to has to be profitable to be sheet and hopefully make basically a guaranteed low stop being an oil and gas sustainable some good investments for return on it company the future 68
In conclusion 1 Right strategy and plan: advancing two priorities to maximize shareholder value Strong performance: resulting from capital investments, corporate values and competitive strengths 2 3 Led by strong, independent Board with relevant experience 4 Engine No. 1 does not have a plan for ExxonMobil 69In conclusion 1 Right strategy and plan: advancing two priorities to maximize shareholder value Strong performance: resulting from capital investments, corporate values and competitive strengths 2 3 Led by strong, independent Board with relevant experience 4 Engine No. 1 does not have a plan for ExxonMobil 69
ExxonMobil has the right Board and strategy • ExxonMobil is uniquely positioned to meet society’s energy needs while transitioning to a lower-carbon future • Balanced and flexible investments in the future build on existing value chains, business lines and core competencies, which help enable new lower-carbon ventures and substantial value creation • Strong, independent Board has played an important role in overseeing strategy and has continually refreshed itself with relevant expertise, including adding 4 directors since January 2020 • Strong performance through business cycles reflects long-term strategy and corporate values • The Company made multiple attempts to engage with Engine No. 1, which was unwilling to work towards a resolution, positioning any further discussions as take it or leave it • Engine No. 1’s demands are out-of-date criticisms and have been addressed by strategic initiatives years in the making which continue today under the board’s guidance 70ExxonMobil has the right Board and strategy • ExxonMobil is uniquely positioned to meet society’s energy needs while transitioning to a lower-carbon future • Balanced and flexible investments in the future build on existing value chains, business lines and core competencies, which help enable new lower-carbon ventures and substantial value creation • Strong, independent Board has played an important role in overseeing strategy and has continually refreshed itself with relevant expertise, including adding 4 directors since January 2020 • Strong performance through business cycles reflects long-term strategy and corporate values • The Company made multiple attempts to engage with Engine No. 1, which was unwilling to work towards a resolution, positioning any further discussions as take it or leave it • Engine No. 1’s demands are out-of-date criticisms and have been addressed by strategic initiatives years in the making which continue today under the board’s guidance 70
Vote the Blue Card ü ü ü ü ü ü ü ü ü ü 71Vote the Blue Card ü ü ü ü ü ü ü ü ü ü 71
Supplemental Information 72Supplemental Information 72
Supplemental information IMPORTANT INFORMATION AND ASSUMPTIONS REGARDING CERTAIN FORWARD-LOOKING STATEMENTS. Forward-looking statements contained in this presentation regarding the potential for future earnings, cash flow, margins, ROCE, returns, addressable markets, available cash from operations, operating cash flow, cash operating expenses, net cash margin, and free cash flow are not forecasts of actual future results. These figures are provided to help quantify the potential future results and goals of currently-contemplated management plans and objectives including new project investments, plans to replace natural decline in Upstream production with low-cost volumes, plans to increase sales in our Downstream and Chemical segments and to shift our Downstream product mix toward higher-value products, continued highgrading of ExxonMobil’s portfolio through our ongoing asset management program, both announced and continuous initiatives to improve efficiencies and reduce costs, capital expenditures and cash management, and other efforts within management’s control to impact future results as discussed in this presentation. These figures are intended to quantify for illustrative purposes management’s view of the potentials for these efforts over the time periods shown, calculated on a basis consistent with our internal modelling assumptions for factors such as working capital, as well as factors management does not control, such as interest, differentials, and exchange rates. For all price point comparisons, unless otherwise indicated, we assume $50/bbl Brent crude prices. Unless otherwise specified, crude prices are Brent prices. Except where noted, natural gas prices used are consistent with management’s internal price assumptions for the relevant natural gas markets relative to the crude price for a given case. All crude and natural gas prices for future years are adjusted for inflation from 2021. Downstream and Chemical margins reflect annual historical averages for the 10-year period from 2010—2019 unless otherwise stated. These prices are not intended to reflect management’s forecasts for future prices or the prices we use for internal planning purposes. We have assumed that other factors such as laws and regulations, including tax and environmental laws, and fiscal regimes remain consistent with current conditions for the relevant periods. This presentation does not attempt to model potential COVID-19 outbreaks or recoveries beyond historical pricing. Unless otherwise indicated, asset sales and proceeds are consistent with our internal planning. For future periods, we have assumed Corporate & Financing expenses between $2.1 and $2.7 billion annually. To illustrate future financial capacity, we have used scenarios of Corporate & Financing expenses that reflect the estimated potential debt levels under those scenarios. ExxonMobil-operated emissions, reductions, and avoidance performance data are based on a combination of measured and estimated emissions data using reasonable efforts and collection methods. Calculations are based on industry standards and best practices, including guidance from the American Petroleum Institute (API) and IPIECA. There is uncertainty associated with the emissions, reductions, and avoidance performance data due to variation in the processes and operations, the availability of sufficient data, quality of those data and methodology used for measurement and estimation. Performance data may include rounding. Changes to the performance data may be reported as part of the company’s annual publications as new or updated data and/or emission methodologies become available. Emissions, reductions, and avoidance estimates from non- ExxonMobil operated facilities are also included in the equity data and similarly may be updated as part of the company’s annual publications. ExxonMobil works with industry, including API and IPIECA, to improve emission factors and methodologies. See the Cautionary Statement at the front of this presentation for additional information regarding forward-looking statements. 73Supplemental information IMPORTANT INFORMATION AND ASSUMPTIONS REGARDING CERTAIN FORWARD-LOOKING STATEMENTS. Forward-looking statements contained in this presentation regarding the potential for future earnings, cash flow, margins, ROCE, returns, addressable markets, available cash from operations, operating cash flow, cash operating expenses, net cash margin, and free cash flow are not forecasts of actual future results. These figures are provided to help quantify the potential future results and goals of currently-contemplated management plans and objectives including new project investments, plans to replace natural decline in Upstream production with low-cost volumes, plans to increase sales in our Downstream and Chemical segments and to shift our Downstream product mix toward higher-value products, continued highgrading of ExxonMobil’s portfolio through our ongoing asset management program, both announced and continuous initiatives to improve efficiencies and reduce costs, capital expenditures and cash management, and other efforts within management’s control to impact future results as discussed in this presentation. These figures are intended to quantify for illustrative purposes management’s view of the potentials for these efforts over the time periods shown, calculated on a basis consistent with our internal modelling assumptions for factors such as working capital, as well as factors management does not control, such as interest, differentials, and exchange rates. For all price point comparisons, unless otherwise indicated, we assume $50/bbl Brent crude prices. Unless otherwise specified, crude prices are Brent prices. Except where noted, natural gas prices used are consistent with management’s internal price assumptions for the relevant natural gas markets relative to the crude price for a given case. All crude and natural gas prices for future years are adjusted for inflation from 2021. Downstream and Chemical margins reflect annual historical averages for the 10-year period from 2010—2019 unless otherwise stated. These prices are not intended to reflect management’s forecasts for future prices or the prices we use for internal planning purposes. We have assumed that other factors such as laws and regulations, including tax and environmental laws, and fiscal regimes remain consistent with current conditions for the relevant periods. This presentation does not attempt to model potential COVID-19 outbreaks or recoveries beyond historical pricing. Unless otherwise indicated, asset sales and proceeds are consistent with our internal planning. For future periods, we have assumed Corporate & Financing expenses between $2.1 and $2.7 billion annually. To illustrate future financial capacity, we have used scenarios of Corporate & Financing expenses that reflect the estimated potential debt levels under those scenarios. ExxonMobil-operated emissions, reductions, and avoidance performance data are based on a combination of measured and estimated emissions data using reasonable efforts and collection methods. Calculations are based on industry standards and best practices, including guidance from the American Petroleum Institute (API) and IPIECA. There is uncertainty associated with the emissions, reductions, and avoidance performance data due to variation in the processes and operations, the availability of sufficient data, quality of those data and methodology used for measurement and estimation. Performance data may include rounding. Changes to the performance data may be reported as part of the company’s annual publications as new or updated data and/or emission methodologies become available. Emissions, reductions, and avoidance estimates from non- ExxonMobil operated facilities are also included in the equity data and similarly may be updated as part of the company’s annual publications. ExxonMobil works with industry, including API and IPIECA, to improve emission factors and methodologies. See the Cautionary Statement at the front of this presentation for additional information regarding forward-looking statements. 73
Supplemental information NON-GAAP AND OTHER MEASURES. With respect to historical periods, reconciliation information is provided in the Frequently Used Terms available on the Investor page of our website at www.exxonmobil.com under the heading News & Resources for certain terms used in this presentation including available cash from operations, operating cash flow, cash operating expense, net cash margin, and free cash flow. For future periods, we are unable to provide a reconciliation of forward-looking non-GAAP or other measures to the most comparable GAAP financial measures because the information needed to reconcile these measures is dependent on future events, many of which are outside management’s control as described above. Additionally, estimating such GAAP measures and providing a meaningful reconciliation consistent with our accounting policies for future periods is extremely difficult and requires a level of precision that is unavailable for these future periods and cannot be accomplished without unreasonable effort. Forward-looking non-GAAP measures are estimated in a manner consistent with the relevant definitions and assumptions noted above. DEFINITIONS AND NON-GAAP FINANCIAL MEASURE RECONCILIATIONS. Available cash from operations. Available cash from operations provides an indication of cash flow available to fund shareholder distributions, capex, and debt reduction and is calculated as the sum of (1) net cash provided by operating activities from the Consolidated statement of cash flows and (2) net cash used in investing activities from the Consolidated statement of cash flows, and (3) capital and exploration expenditures. It includes estimated proceeds from asset sales net of forgone cash flows from divested assets. This measure is useful when evaluating total sources of cash available, including from equity companies, for uses such as capital and exploration expenditures and financing activities, including debt reduction and shareholder distributions. Cash operating expenses (cash Opex, structural efficiencies, or structural reductions). Cash operating expenses are a subset of total operating costs that are stewarded internally to support management’s oversight of spending over time. This measure is useful for investors to understand the Corporation’s efforts to optimize cash through disciplined expense management. For information concerning the calculation and reconciliation of cash operating expenses see the Frequently Used Terms available on the Investors page of our website at www.exxonmobil.com under the heading News & Resources. Compounded Annual Growth Rate (CAGR): represents the consistent rate at which an investment would have grown had the investment compounded at the same rate each year. Free cash flow. Free cash flow is cash flow from operations and asset sales less additions to property, plant and equipment, and additional investments and advances, plus other investing activities, including collection of advances. This measure is useful when evaluating cash available for financing activities, including shareholder distributions, after investment in the business. For information concerning the calculation and reconciliation of free cash flow see the Frequently Used Terms available on the Investors page of our website at www.exxonmobil.com under the heading News & Resources. 74Supplemental information NON-GAAP AND OTHER MEASURES. With respect to historical periods, reconciliation information is provided in the Frequently Used Terms available on the Investor page of our website at www.exxonmobil.com under the heading News & Resources for certain terms used in this presentation including available cash from operations, operating cash flow, cash operating expense, net cash margin, and free cash flow. For future periods, we are unable to provide a reconciliation of forward-looking non-GAAP or other measures to the most comparable GAAP financial measures because the information needed to reconcile these measures is dependent on future events, many of which are outside management’s control as described above. Additionally, estimating such GAAP measures and providing a meaningful reconciliation consistent with our accounting policies for future periods is extremely difficult and requires a level of precision that is unavailable for these future periods and cannot be accomplished without unreasonable effort. Forward-looking non-GAAP measures are estimated in a manner consistent with the relevant definitions and assumptions noted above. DEFINITIONS AND NON-GAAP FINANCIAL MEASURE RECONCILIATIONS. Available cash from operations. Available cash from operations provides an indication of cash flow available to fund shareholder distributions, capex, and debt reduction and is calculated as the sum of (1) net cash provided by operating activities from the Consolidated statement of cash flows and (2) net cash used in investing activities from the Consolidated statement of cash flows, and (3) capital and exploration expenditures. It includes estimated proceeds from asset sales net of forgone cash flows from divested assets. This measure is useful when evaluating total sources of cash available, including from equity companies, for uses such as capital and exploration expenditures and financing activities, including debt reduction and shareholder distributions. Cash operating expenses (cash Opex, structural efficiencies, or structural reductions). Cash operating expenses are a subset of total operating costs that are stewarded internally to support management’s oversight of spending over time. This measure is useful for investors to understand the Corporation’s efforts to optimize cash through disciplined expense management. For information concerning the calculation and reconciliation of cash operating expenses see the Frequently Used Terms available on the Investors page of our website at www.exxonmobil.com under the heading News & Resources. Compounded Annual Growth Rate (CAGR): represents the consistent rate at which an investment would have grown had the investment compounded at the same rate each year. Free cash flow. Free cash flow is cash flow from operations and asset sales less additions to property, plant and equipment, and additional investments and advances, plus other investing activities, including collection of advances. This measure is useful when evaluating cash available for financing activities, including shareholder distributions, after investment in the business. For information concerning the calculation and reconciliation of free cash flow see the Frequently Used Terms available on the Investors page of our website at www.exxonmobil.com under the heading News & Resources. 74
Supplemental information DEFINITIONS AND NON-GAAP FINANCIAL MEASURE RECONCILIATIONS, CONTINUED Lower 2°C scenarios. The Intergovernmental Panel on Climate Change (IPCC) published a Special Report on “Global Warming of 1.5°C” and identified 74 scenarios as “Lower 2ºC,” which are pathways limiting peak warming to below 2ºC during the entire 21st century with greater than 66 percent likelihood. Net cash margin ($/bbl input). Net cash margin, following Solomon Associate’s definition, is defined as gross margin at a standard price set for feeds and products, less normalized operating costs on a unit basis, expressed as $/bbl of total input. Operating cash flow. Operating Cash Flow is earnings plus depreciation and depletion, including non-controlling interests and abandonment spend, plus asset sales proceeds. Where applicable, pro-rata equity company earnings are net of depreciation and depletion. This measure is useful when approximating contributions to cash available for investment and financing activities excluding working capital impacts, applied to the Upstream business. Operating costs (Opex). Operating costs are the costs during the period to produce, manufacture, and otherwise prepare the company’s products for sale – including energy, staffing, and maintenance costs. They exclude the cost of raw materials, taxes, and interest expense and are on a before-tax basis. While ExxonMobil’s management is responsible for all revenue and expense elements of net income, operating costs, as defined above, represent the expenses most directly under management’s control, and therefore are useful for investors and ExxonMobil management in evaluating management’s performance. For information concerning the calculation and reconciliation of operating costs see the Frequently Used Terms available on the Investors page of our website at www.exxonmobil.com under the heading News & Resources. Peers / Peer average. Proxy industry peers are Chevron (NYSE: CVX), Royal Dutch Shell (LON: RDSA), Total (EPA: FP), BP (LON: RDSA) Performance product. Refers to Chemical products that provide differentiated performance for multiple applications through enhanced properties versus commodity alternatives and bring significant additional value to customers and end-users. Project. The term “project” as used in this presentation can refer to a variety of different activities and does not necessarily have the same meaning as in any government payment transparency reports. Resources, resource base, and recoverable resources. Along with similar terms, these refer to the total remaining estimated quantities of oil and natural gas that are expected to be ultimately recoverable. ExxonMobil refers to new discoveries and acquisitions of discovered resources as resource additions. The resource base includes quantities of oil and natural gas classified as proved reserves, as well as, quantities that are not yet classified as proved reserves, but that are expected to be ultimately recoverable. The term “resource base” or similar terms is not intended to correspond to SEC definitions such as “probable” or “possible” reserves. The term “in-place” refers to those quantities of oil and natural gas estimated to be contained in known accumulations and includes recoverable and unrecoverable amounts. 75Supplemental information DEFINITIONS AND NON-GAAP FINANCIAL MEASURE RECONCILIATIONS, CONTINUED Lower 2°C scenarios. The Intergovernmental Panel on Climate Change (IPCC) published a Special Report on “Global Warming of 1.5°C” and identified 74 scenarios as “Lower 2ºC,” which are pathways limiting peak warming to below 2ºC during the entire 21st century with greater than 66 percent likelihood. Net cash margin ($/bbl input). Net cash margin, following Solomon Associate’s definition, is defined as gross margin at a standard price set for feeds and products, less normalized operating costs on a unit basis, expressed as $/bbl of total input. Operating cash flow. Operating Cash Flow is earnings plus depreciation and depletion, including non-controlling interests and abandonment spend, plus asset sales proceeds. Where applicable, pro-rata equity company earnings are net of depreciation and depletion. This measure is useful when approximating contributions to cash available for investment and financing activities excluding working capital impacts, applied to the Upstream business. Operating costs (Opex). Operating costs are the costs during the period to produce, manufacture, and otherwise prepare the company’s products for sale – including energy, staffing, and maintenance costs. They exclude the cost of raw materials, taxes, and interest expense and are on a before-tax basis. While ExxonMobil’s management is responsible for all revenue and expense elements of net income, operating costs, as defined above, represent the expenses most directly under management’s control, and therefore are useful for investors and ExxonMobil management in evaluating management’s performance. For information concerning the calculation and reconciliation of operating costs see the Frequently Used Terms available on the Investors page of our website at www.exxonmobil.com under the heading News & Resources. Peers / Peer average. Proxy industry peers are Chevron (NYSE: CVX), Royal Dutch Shell (LON: RDSA), Total (EPA: FP), BP (LON: RDSA) Performance product. Refers to Chemical products that provide differentiated performance for multiple applications through enhanced properties versus commodity alternatives and bring significant additional value to customers and end-users. Project. The term “project” as used in this presentation can refer to a variety of different activities and does not necessarily have the same meaning as in any government payment transparency reports. Resources, resource base, and recoverable resources. Along with similar terms, these refer to the total remaining estimated quantities of oil and natural gas that are expected to be ultimately recoverable. ExxonMobil refers to new discoveries and acquisitions of discovered resources as resource additions. The resource base includes quantities of oil and natural gas classified as proved reserves, as well as, quantities that are not yet classified as proved reserves, but that are expected to be ultimately recoverable. The term “resource base” or similar terms is not intended to correspond to SEC definitions such as “probable” or “possible” reserves. The term “in-place” refers to those quantities of oil and natural gas estimated to be contained in known accumulations and includes recoverable and unrecoverable amounts. 75
Supplemental information DEFINITIONS AND NON-GAAP FINANCIAL MEASURE RECONCILIATIONS, CONTINUED Return on average capital employed (ROCE). ROCE is a performance measure ratio. From the perspective of the business segments, ROCE is annual business segment earnings divided by average business segment capital employed (average of beginning and end-of-year amounts). These segment earnings include ExxonMobil’s share of segment earnings of equity companies, consistent with our capital employed definition, and exclude the cost of financing. The Corporation’s total ROCE is net income attributable to ExxonMobil, excluding the after-tax cost of financing, divided by total corporate average capital employed. The Corporation has consistently applied its ROCE definition for many years and views it as the best measure of historical capital productivity in our capital-intensive, long-term industry, both to evaluate management’s performance and to demonstrate to shareholders that capital has been used wisely over the long term. Additional measures, which are more cash-flow based, are used to make investment decisions. For information concerning the calculation and reconciliation of ROCE see the Frequently Used Terms available on the Investors page of our website at www.exxonmobil.com under the heading News & Resources. Returns, rate of return, IRR. Unless referring specifically to external data, references to returns, rate of return, IRR, and similar terms mean future discounted cash flow returns on future capital investments based on current company estimates. Investment returns exclude prior exploration and acquisition costs. Stated Policies Scenario (STEPS). STEPS is an IEA scenario in their World Energy Outlook 2020 based on today’s policy settings and an assumption that the COVID-19 pandemic is brought under control in 2021. Total Addressable Market (TAM). Refers to the size of the total market revenue of a particular product or service Total Shareholder Return (TSR). Measures the change in value of an investment in stock over a specified period of time, assuming dividend reinvestment. TSR is subject to many different variables, including factors beyond the control of management. 76Supplemental information DEFINITIONS AND NON-GAAP FINANCIAL MEASURE RECONCILIATIONS, CONTINUED Return on average capital employed (ROCE). ROCE is a performance measure ratio. From the perspective of the business segments, ROCE is annual business segment earnings divided by average business segment capital employed (average of beginning and end-of-year amounts). These segment earnings include ExxonMobil’s share of segment earnings of equity companies, consistent with our capital employed definition, and exclude the cost of financing. The Corporation’s total ROCE is net income attributable to ExxonMobil, excluding the after-tax cost of financing, divided by total corporate average capital employed. The Corporation has consistently applied its ROCE definition for many years and views it as the best measure of historical capital productivity in our capital-intensive, long-term industry, both to evaluate management’s performance and to demonstrate to shareholders that capital has been used wisely over the long term. Additional measures, which are more cash-flow based, are used to make investment decisions. For information concerning the calculation and reconciliation of ROCE see the Frequently Used Terms available on the Investors page of our website at www.exxonmobil.com under the heading News & Resources. Returns, rate of return, IRR. Unless referring specifically to external data, references to returns, rate of return, IRR, and similar terms mean future discounted cash flow returns on future capital investments based on current company estimates. Investment returns exclude prior exploration and acquisition costs. Stated Policies Scenario (STEPS). STEPS is an IEA scenario in their World Energy Outlook 2020 based on today’s policy settings and an assumption that the COVID-19 pandemic is brought under control in 2021. Total Addressable Market (TAM). Refers to the size of the total market revenue of a particular product or service Total Shareholder Return (TSR). Measures the change in value of an investment in stock over a specified period of time, assuming dividend reinvestment. TSR is subject to many different variables, including factors beyond the control of management. 76
Supplemental information OTHER INFORMATION. All references to production rates, project capacity, resource size, and acreage are on a gross basis, unless otherwise noted. This presentation includes a number of third party scenarios such as the 74 Lower 2°C scenarios, made available through the IPCC SR 1.5 scenario explorer data, and the IEA’s Stated Policies Scenario as well as the IEA’s Sustainable Development Scenario. These third party scenarios reflect the modeling assumptions and outputs of their respective authors, not ExxonMobil, and their use and inclusion herein is not an endorsement by ExxonMobil of their likelihood or probability. The analysis done by ExxonMobil on the IPCC Lower 2°C scenarios and the representation thereof aims to reflect the average or trends across a wide range of pathways. Where data was not or insufficiently available, further analysis was done to enable a more granular view on trends within these IPCC Lower 2°C scenarios. ExxonMobil has business relationships with thousands of customers, suppliers, governments, and others. For convenience and simplicity, words such as venture, joint venture, partnership, co-venturer, operated by others, and partner are used to indicate business and other relationships involving common activities and interests, and those words may not indicate precise legal relationships. Competitor data is based on publicly available information and, where estimated or derived, done so on a consistent basis with ExxonMobil data. Future competitor data, unless otherwise noted, is taken from publicly available statements or disclosures by that competitor and has not been independently verified by ExxonMobil or any third party. We note that certain competitors report financial information under accounting standards other than U.S. GAAP (i.e., IFRS). 77Supplemental information OTHER INFORMATION. All references to production rates, project capacity, resource size, and acreage are on a gross basis, unless otherwise noted. This presentation includes a number of third party scenarios such as the 74 Lower 2°C scenarios, made available through the IPCC SR 1.5 scenario explorer data, and the IEA’s Stated Policies Scenario as well as the IEA’s Sustainable Development Scenario. These third party scenarios reflect the modeling assumptions and outputs of their respective authors, not ExxonMobil, and their use and inclusion herein is not an endorsement by ExxonMobil of their likelihood or probability. The analysis done by ExxonMobil on the IPCC Lower 2°C scenarios and the representation thereof aims to reflect the average or trends across a wide range of pathways. Where data was not or insufficiently available, further analysis was done to enable a more granular view on trends within these IPCC Lower 2°C scenarios. ExxonMobil has business relationships with thousands of customers, suppliers, governments, and others. For convenience and simplicity, words such as venture, joint venture, partnership, co-venturer, operated by others, and partner are used to indicate business and other relationships involving common activities and interests, and those words may not indicate precise legal relationships. Competitor data is based on publicly available information and, where estimated or derived, done so on a consistent basis with ExxonMobil data. Future competitor data, unless otherwise noted, is taken from publicly available statements or disclosures by that competitor and has not been independently verified by ExxonMobil or any third party. We note that certain competitors report financial information under accounting standards other than U.S. GAAP (i.e., IFRS). 77
a Supplemental information Slide 3 Slide 11 1) Represents investments since 2000 and currently identified future investment 1) Total Addressable Market figures: ExxonMobil analysis of IPCC SR 1.5 opportunities through 2025, consistent with past practice, results, and scenario explorer data on Lower 2°C scenarios for CO , H2, Biofuels, and 2 announced plans. Fuels. Volumes and prices in 2040 in the Lower 2°C scenarios were used, 2) Includes projects that bring on new volumes. Breakeven based on cost-of-supply where available, to calculate an estimate of the market revenue. For H2, the generate a minimum 10 percent return on a money-forward basis highest and lowest outliers for market revenue in the Lower 2°C scenarios 3) Synthetic lubricants - Kline and Company (2019) since 2000 and currently were excluded. For Chemicals, ExxonMobil analysis of current market data identified future investment opportunities through 2025, consistent with past from Statista 2020 Report on Chemical Industry Worldwide, and the IEA practice. Basestocks - ExxonMobil assessment publically available sources, Sustainable Development Scenario data for petrochemical feedstock internally generated observations, and/or 3rd party consulting services. growth to 2040. 4) IHS Markit 2020 Capacity Ranking data and ExxonMobil estimates based on 2) Average of IPCC Lower 2°C scenarios (CAGR 2020-2040) available data. 3) McKinsey & Company report on 3/10/2021, “The big choices for oil and 5) Return based results 2021 money-forward, remaining Capex-weighted basis , gas in navigating the energy transition” announced plans listed projects in 2027 at full capacity across Downstream and Slide 13 Chemical using 2010—2019 annual average margins 1) Global CCS Institute. Data updated as of April 2020 and based on 6) Global CCS Institute. Data updated as of April 2020 and based on cumulative cumulative anthropogenic carbon dioxide capture volume. Anthropogenic anthropogenic carbon dioxide capture volume. Anthropogenic CO , for the 2 CO , for the purposes of this calculation, means CO that without carbon 2 2 purposes of this calculation, means CO that without carbon capture and storage 2 capture and storage would have been emitted to the atmosphere, would have been emitted to the atmosphere, including, but not limited to: including, but not limited to: reservoir CO from gas fields; CO emitted 2 2 reservoir CO from gas fields; CO emitted during production and CO emitted 2 2 2 during production and CO emitted during combustion. It does not include 2 during combustion. It does not include natural CO produced solely for enhanced 2 natural CO produced solely for enhanced oil recovery. 2 oil recovery. 2) ExxonMobil analysis. Ranking estimate of CO pipelines is based on pipeline 2 7) ExxonMobil analysis. Ranking estimate of CO pipelines is based on pipeline 2 capacity. capacity. 3) ExxonMobil analysis. Ranking estimate of CO geologic storage is based on 2 8) ExxonMobil analysis. Ranking estimate of CO geologic storage is based on 2 anthropogenic CO ; storage for natural CO produced and anthropogenic 2 2 anthropogenic CO ; storage for natural CO produced and anthropogenic CO 2 2 2 CO captured for enhanced oil recovery is excluded. 2 captured for enhanced oil recovery is excluded. 78a Supplemental information Slide 3 Slide 11 1) Represents investments since 2000 and currently identified future investment 1) Total Addressable Market figures: ExxonMobil analysis of IPCC SR 1.5 opportunities through 2025, consistent with past practice, results, and scenario explorer data on Lower 2°C scenarios for CO , H2, Biofuels, and 2 announced plans. Fuels. Volumes and prices in 2040 in the Lower 2°C scenarios were used, 2) Includes projects that bring on new volumes. Breakeven based on cost-of-supply where available, to calculate an estimate of the market revenue. For H2, the generate a minimum 10 percent return on a money-forward basis highest and lowest outliers for market revenue in the Lower 2°C scenarios 3) Synthetic lubricants - Kline and Company (2019) since 2000 and currently were excluded. For Chemicals, ExxonMobil analysis of current market data identified future investment opportunities through 2025, consistent with past from Statista 2020 Report on Chemical Industry Worldwide, and the IEA practice. Basestocks - ExxonMobil assessment publically available sources, Sustainable Development Scenario data for petrochemical feedstock internally generated observations, and/or 3rd party consulting services. growth to 2040. 4) IHS Markit 2020 Capacity Ranking data and ExxonMobil estimates based on 2) Average of IPCC Lower 2°C scenarios (CAGR 2020-2040) available data. 3) McKinsey & Company report on 3/10/2021, “The big choices for oil and 5) Return based results 2021 money-forward, remaining Capex-weighted basis , gas in navigating the energy transition” announced plans listed projects in 2027 at full capacity across Downstream and Slide 13 Chemical using 2010—2019 annual average margins 1) Global CCS Institute. Data updated as of April 2020 and based on 6) Global CCS Institute. Data updated as of April 2020 and based on cumulative cumulative anthropogenic carbon dioxide capture volume. Anthropogenic anthropogenic carbon dioxide capture volume. Anthropogenic CO , for the 2 CO , for the purposes of this calculation, means CO that without carbon 2 2 purposes of this calculation, means CO that without carbon capture and storage 2 capture and storage would have been emitted to the atmosphere, would have been emitted to the atmosphere, including, but not limited to: including, but not limited to: reservoir CO from gas fields; CO emitted 2 2 reservoir CO from gas fields; CO emitted during production and CO emitted 2 2 2 during production and CO emitted during combustion. It does not include 2 during combustion. It does not include natural CO produced solely for enhanced 2 natural CO produced solely for enhanced oil recovery. 2 oil recovery. 2) ExxonMobil analysis. Ranking estimate of CO pipelines is based on pipeline 2 7) ExxonMobil analysis. Ranking estimate of CO pipelines is based on pipeline 2 capacity. capacity. 3) ExxonMobil analysis. Ranking estimate of CO geologic storage is based on 2 8) ExxonMobil analysis. Ranking estimate of CO geologic storage is based on 2 anthropogenic CO ; storage for natural CO produced and anthropogenic 2 2 anthropogenic CO ; storage for natural CO produced and anthropogenic CO 2 2 2 CO captured for enhanced oil recovery is excluded. 2 captured for enhanced oil recovery is excluded. 78
Supplemental information Slide 14 Slide 19 1) National Petroleum Council report. Financial assumptions include 12% internal 1) Represents investments since 2000 and currently identified future rate of return (after tax). investment opportunities through 2025, consistent with past practice, 2) 2040 IPCC Lower 2°C carbon price details: ExxonMobil analysis of IPCC SR 1.5 results, and announced plans. scenario explorer data on lower 2°C scenarios. U.S. 45Q Tax credit: 2) All-time, based on total wind and solar power purchase agreements (https://www.irs.gov/pub/irs-drop/td-9944.pdf), p. 141. signed from BloombergNEF download Feb 22, 2021. 3) California Low Carbon Fuel Credit: 3) Emission reduction plans announced in December 2020 include a 15 to (https://ww2.arb.ca.gov/resources/documents/lcfs-credit-clearance-market). 20 percent reduction in greenhouse gas intensity of upstream operations 4) U.S. EV tax credit: ExxonMobil analysis based on EV tax credit by 2025 compared to 2016 levels. This will be supported by a 40 to 50 (www.fueleconomy.gov/feg/taxevb.shtml) and emission factors for vehicles percent reduction in methane intensity and 35 to 45 percent reduction in fromwww.EIA.gov and other sources. flaring intensity. The 2025 emissions reduction plans are expected to reduce absolute greenhouse gas emissions of Upstream operations by an estimated 30 percent and absolute flaring and methane emissions by 40 Slide 17 to 50 percent. Plans cover Scope 1 and Scope 2 emissions for assets 1) $1 trillion market and projected growth: ExxonMobil analysis of IPCC SR 1.5 operated by the company by the end of 2025, consistent with approved scenario explorer data on Lower 2°C scenarios. For H2, volumes and prices in corporate plans. 2020 and 2040 in the Lower 2°C scenarios were used, where available, to calculate an estimate of the market revenue and corresponding annual growth. For H2 the highest and lowest outliers for market revenue in the Lower 2°C scenarios were excluded. 2) IEA (2020), Energy Technology Perspectives 2020, IEA, Paris https://www.iea.org/reports/energy-technology-perspectives-2020. Slide 18 1) Total Addressable Market figures: ExxonMobil analysis of IPCC SR 1.5 scenario explorer data on Lower 2°C scenarios. Volumes and prices in 2040 in the Lower 2°C scenarios were used, where available, to calculate an estimate of the market revenue 79Supplemental information Slide 14 Slide 19 1) National Petroleum Council report. Financial assumptions include 12% internal 1) Represents investments since 2000 and currently identified future rate of return (after tax). investment opportunities through 2025, consistent with past practice, 2) 2040 IPCC Lower 2°C carbon price details: ExxonMobil analysis of IPCC SR 1.5 results, and announced plans. scenario explorer data on lower 2°C scenarios. U.S. 45Q Tax credit: 2) All-time, based on total wind and solar power purchase agreements (https://www.irs.gov/pub/irs-drop/td-9944.pdf), p. 141. signed from BloombergNEF download Feb 22, 2021. 3) California Low Carbon Fuel Credit: 3) Emission reduction plans announced in December 2020 include a 15 to (https://ww2.arb.ca.gov/resources/documents/lcfs-credit-clearance-market). 20 percent reduction in greenhouse gas intensity of upstream operations 4) U.S. EV tax credit: ExxonMobil analysis based on EV tax credit by 2025 compared to 2016 levels. This will be supported by a 40 to 50 (www.fueleconomy.gov/feg/taxevb.shtml) and emission factors for vehicles percent reduction in methane intensity and 35 to 45 percent reduction in fromwww.EIA.gov and other sources. flaring intensity. The 2025 emissions reduction plans are expected to reduce absolute greenhouse gas emissions of Upstream operations by an estimated 30 percent and absolute flaring and methane emissions by 40 Slide 17 to 50 percent. Plans cover Scope 1 and Scope 2 emissions for assets 1) $1 trillion market and projected growth: ExxonMobil analysis of IPCC SR 1.5 operated by the company by the end of 2025, consistent with approved scenario explorer data on Lower 2°C scenarios. For H2, volumes and prices in corporate plans. 2020 and 2040 in the Lower 2°C scenarios were used, where available, to calculate an estimate of the market revenue and corresponding annual growth. For H2 the highest and lowest outliers for market revenue in the Lower 2°C scenarios were excluded. 2) IEA (2020), Energy Technology Perspectives 2020, IEA, Paris https://www.iea.org/reports/energy-technology-perspectives-2020. Slide 18 1) Total Addressable Market figures: ExxonMobil analysis of IPCC SR 1.5 scenario explorer data on Lower 2°C scenarios. Volumes and prices in 2040 in the Lower 2°C scenarios were used, where available, to calculate an estimate of the market revenue 79
Supplemental information Slide 20 Slide 25 1) Global CO2 emissions: Global Carbon Budget 2020; Friedlingstein et al (2020); 1) Includes projects that bring on new volumes. Breakeven based on cost- including energy-related and cement processing CO2 emissions. of-supply to generate a minimum 10 percent return on a money-forward 2) Paris submissions: estimated based on 2016 Nationally Determined basis. Contributions. 3) ExxonMobil GHG emissions, absolute (operated CO2 -equivalent Scope 1 & 2) Slide 26 from 2016—2020; Emission reduction plans announced in December 2020 1) Includes projects to FID within current 2021-2025 plan include a 15 to 20 percent reduction in greenhouse gas intensity of upstream 2) When comparing projects to FID in current 2021-2025 plan versus full operations compared to 2016 levels. Plans cover Scope 1 and Scope 2 emissions, data set excluding assets with missing data in the native WoodMac report. and are expected to result in a 11 to 13 percent reduction in absolute greenhouse gas emissions for assets operated by the company by the end of 2025, consistent with approved corporate plans. Slide 28 1) Synthetic lubricants - Kline and Company (2019) and ExxonMobil analysis. Slide 21 Basestocks - ExxonMobil assessment of publically available sources, 1) IEA World Energy Outlook 2020 Annex A.5, investment data. internally generated observations, and/or 3rd party consulting services. Industry-leading integration - S&P Global Platts. Slide 22 2) Shows 2027 expected volume indexed to 2017. Product mix upgrade 1) IEA World Energy Outlook 2020 Annex A.5, investment data. plans include Downstream and Chemical announced/completed conversions, all disclosed major projects, and executed portfolio Slide 24 management. 1) Includes projects that bring on new volumes. Breakeven based on cost-of-supply 3) Product spreads based on 2010—2019 average versus refining feedstock to generate a minimum 10 percent return on a money-forward basis. cost. 2) Consideration as of effective date excluding contingent consideration. 3) Emission reduction plans announced in December 2020 include a 15 to 20 Slide 29 percent reduction in greenhouse gas intensity of Upstream operations compared 1) GDP - ExxonMobil’s 2019 Outlook for Energy; commodity chemicals to 2016 levels supported by a corporate-wide 40 to 50 percent reduction in demand - IHS Markit World Analysis for Polyethylene, Polypropylene, and methane intensity and 35 to 45 percent reduction in flaring intensity. Plans cover Paraxylene. ExxonMobil performance product sales - ExxonMobil Scope 1 and Scope 2 emissions, and are expected to result in a 30 percent analysis. ExxonMobil forecast post-2020. reduction in absolute Upstream greenhouse gas emissions from assets operated by the Company by the end of 2025. Consistent with approved corporate plans. 80Supplemental information Slide 20 Slide 25 1) Global CO2 emissions: Global Carbon Budget 2020; Friedlingstein et al (2020); 1) Includes projects that bring on new volumes. Breakeven based on cost- including energy-related and cement processing CO2 emissions. of-supply to generate a minimum 10 percent return on a money-forward 2) Paris submissions: estimated based on 2016 Nationally Determined basis. Contributions. 3) ExxonMobil GHG emissions, absolute (operated CO2 -equivalent Scope 1 & 2) Slide 26 from 2016—2020; Emission reduction plans announced in December 2020 1) Includes projects to FID within current 2021-2025 plan include a 15 to 20 percent reduction in greenhouse gas intensity of upstream 2) When comparing projects to FID in current 2021-2025 plan versus full operations compared to 2016 levels. Plans cover Scope 1 and Scope 2 emissions, data set excluding assets with missing data in the native WoodMac report. and are expected to result in a 11 to 13 percent reduction in absolute greenhouse gas emissions for assets operated by the company by the end of 2025, consistent with approved corporate plans. Slide 28 1) Synthetic lubricants - Kline and Company (2019) and ExxonMobil analysis. Slide 21 Basestocks - ExxonMobil assessment of publically available sources, 1) IEA World Energy Outlook 2020 Annex A.5, investment data. internally generated observations, and/or 3rd party consulting services. Industry-leading integration - S&P Global Platts. Slide 22 2) Shows 2027 expected volume indexed to 2017. Product mix upgrade 1) IEA World Energy Outlook 2020 Annex A.5, investment data. plans include Downstream and Chemical announced/completed conversions, all disclosed major projects, and executed portfolio Slide 24 management. 1) Includes projects that bring on new volumes. Breakeven based on cost-of-supply 3) Product spreads based on 2010—2019 average versus refining feedstock to generate a minimum 10 percent return on a money-forward basis. cost. 2) Consideration as of effective date excluding contingent consideration. 3) Emission reduction plans announced in December 2020 include a 15 to 20 Slide 29 percent reduction in greenhouse gas intensity of Upstream operations compared 1) GDP - ExxonMobil’s 2019 Outlook for Energy; commodity chemicals to 2016 levels supported by a corporate-wide 40 to 50 percent reduction in demand - IHS Markit World Analysis for Polyethylene, Polypropylene, and methane intensity and 35 to 45 percent reduction in flaring intensity. Plans cover Paraxylene. ExxonMobil performance product sales - ExxonMobil Scope 1 and Scope 2 emissions, and are expected to result in a 30 percent analysis. ExxonMobil forecast post-2020. reduction in absolute Upstream greenhouse gas emissions from assets operated by the Company by the end of 2025. Consistent with approved corporate plans. 80
Supplemental information Slide 30 Slide 33 1) IHS Markit 2020 Capacity Ranking data and ExxonMobil estimates based on 1) Industry-leading integration - S&P Global Platts. available data. 2) IHS Markit 2020 Capacity Ranking data and ExxonMobil estimates based on available data. Slide 31 3) Collective annual earnings generated by listed Downstream and Chemical 1) Performance polymers - per April 2018 Franklin report. projects in 2027 at full capacity based on 2010–2019 low and average annual margins. Slide 32 4) Projected improvement 2017-2027, including all disclosed major projects, 1) Product benefits: and executed and planned portfolio management; − Plastic packaging -per April 2018 report of Franklin Associates; US; Max Decomp.; Figure 4- 5) Indexed to 2017. Product mix upgrade plans include 1; Impacts as defined in Chapter 4.7: Global Warming Potential (GWP) results, and indexed announced/completed conversions, all disclosed major projects, and to the alternatives as a group (including steel; aluminum; glass; paper-based packaging; executed portfolio management. fiber-based textiles; and wood). Source: https://plastics.americanchemistry.com/Reports- and-Publications/LCA-of-Plastic-Packaging-Compared-to-Substitutes.pdf; Flexible film applications -Based on performance of specific ExxonMobil Exceed™ XP grades versus Slide 35 conventional polyethylene in flexible packaging applications. 1) See definition of Available cash from operations on page 74. − Polypropylene Automotive Application -Source: DOE statement: 2) Any decisions on future dividend levels is at the discretion of the Board of https://www.energy.gov/eere/vehicles/lightweight-materials-cars-and-trucks − Synergy Diesel Efficient™ -Synergy Diesel Efficient™ improves fuel economy by 2 percent Directors. This chart assumes dividends per share are held flat relative to versus diesel fuel without detergent additive and assumes a 250 gallon tank and an average 4Q20 levels. of 7 miles per gallon. Source: ExxonMobil.com https://www.exxon.com/en/synergy-diesel- 3) Available cash from operations based on 10-year low Downstream and efficient-passenger Chemical margins in 2021 and 10-year average Downstream and − Synthetic motor oil -Source: ExxonMobil analysis Chemical margins from 2022—2025. 10-year low Downstream and − Mobil SHC TMGear 320WT -Source: Performance profile at Chemical margins refer to annual lows from 2010—2019. 10-year average https://www.mobil.com/en/lubricants/for- businesses/industrial/lubricants/products/mobil-shc-gear-320-wt Downstream and Chemical margins refer to the average of annual 2) On page margins from 2010—2019. 4) Includes projects that bring on new volumes. Breakeven based on cost- of-supply to generate a minimum 10 percent return on a money-forward basis. 5) Return based on 2021 money-forward, remaining Capex-weighted basis, for listed growth projects in 2027 at full capacity across Downstream and Chemical using 2010—2019 annual average margins. 81Supplemental information Slide 30 Slide 33 1) IHS Markit 2020 Capacity Ranking data and ExxonMobil estimates based on 1) Industry-leading integration - S&P Global Platts. available data. 2) IHS Markit 2020 Capacity Ranking data and ExxonMobil estimates based on available data. Slide 31 3) Collective annual earnings generated by listed Downstream and Chemical 1) Performance polymers - per April 2018 Franklin report. projects in 2027 at full capacity based on 2010–2019 low and average annual margins. Slide 32 4) Projected improvement 2017-2027, including all disclosed major projects, 1) Product benefits: and executed and planned portfolio management; − Plastic packaging -per April 2018 report of Franklin Associates; US; Max Decomp.; Figure 4- 5) Indexed to 2017. Product mix upgrade plans include 1; Impacts as defined in Chapter 4.7: Global Warming Potential (GWP) results, and indexed announced/completed conversions, all disclosed major projects, and to the alternatives as a group (including steel; aluminum; glass; paper-based packaging; executed portfolio management. fiber-based textiles; and wood). Source: https://plastics.americanchemistry.com/Reports- and-Publications/LCA-of-Plastic-Packaging-Compared-to-Substitutes.pdf; Flexible film applications -Based on performance of specific ExxonMobil Exceed™ XP grades versus Slide 35 conventional polyethylene in flexible packaging applications. 1) See definition of Available cash from operations on page 74. − Polypropylene Automotive Application -Source: DOE statement: 2) Any decisions on future dividend levels is at the discretion of the Board of https://www.energy.gov/eere/vehicles/lightweight-materials-cars-and-trucks − Synergy Diesel Efficient™ -Synergy Diesel Efficient™ improves fuel economy by 2 percent Directors. This chart assumes dividends per share are held flat relative to versus diesel fuel without detergent additive and assumes a 250 gallon tank and an average 4Q20 levels. of 7 miles per gallon. Source: ExxonMobil.com https://www.exxon.com/en/synergy-diesel- 3) Available cash from operations based on 10-year low Downstream and efficient-passenger Chemical margins in 2021 and 10-year average Downstream and − Synthetic motor oil -Source: ExxonMobil analysis Chemical margins from 2022—2025. 10-year low Downstream and − Mobil SHC TMGear 320WT -Source: Performance profile at Chemical margins refer to annual lows from 2010—2019. 10-year average https://www.mobil.com/en/lubricants/for- businesses/industrial/lubricants/products/mobil-shc-gear-320-wt Downstream and Chemical margins refer to the average of annual 2) On page margins from 2010—2019. 4) Includes projects that bring on new volumes. Breakeven based on cost- of-supply to generate a minimum 10 percent return on a money-forward basis. 5) Return based on 2021 money-forward, remaining Capex-weighted basis, for listed growth projects in 2027 at full capacity across Downstream and Chemical using 2010—2019 annual average margins. 81
Supplemental information Slide 36 Slide 46 1) See definition of Available cash from operations on page 74. 1) ExxonMobil adjusted 2020 ROCE excludes accounting treatment from 2) 10-year low Downstream and Chemical margins refer to annual lows from revised development plans. Peer ROCE not adjusted. 2010—2019. 10-year average Downstream and Chemical margins refer to the average of annual margins from 2010—2019. Slide 47 Slide 37 1) Cash dividends per share; RDS and BP dividends are to ADS holders 1) 10-year high and low Downstream and Chemical margins refer to annual 2) Broadridge data, April 2020. Post-suppression (considers managed highs and lows from 2010—2019. 10-year average Downstream and accounts). Chemical margins refer to the average of annual margins from 2010— 2019. 2) Portfolio improvements include uplift from new projects in Downstream Slide 48 and Chemical, uplift, base decline and nominal price inflation from 1) Lost-time injuries and illness rate (incidents per 200,000 work hours). Upstream, mix, yield and marketing impacts, and corporate and financial 2) Reduction is in Cash Operating Expense, comparing 2020 to 2019. See impacts. definitions on page 74. 3) Compared to 2016 levels based on assets operated by ExxonMobil Slide 38 4) Global CCS Institute 2020 report and ExxonMobil analysis of 2020 facility 1) Includes projects that bring on new volumes. Breakeven based on cost- data. Car equivalency calculated with US EPA GHG equivalency calculator. of-supply to generate a minimum 10 percent return on a money-forward basis. Slide 50 2) Projected improvement 2017—2027, including all disclosed major 1) ExxonMobil GHG emissions, absolute (Operated CO -equivalent Scope 1 projects, and executed and planned portfolio management. 2 3) Indexed to 2017. Product mix upgrade plans include & 2) from 2016 to 2020 compared to society’s energy-related CO based 2 announced/completed conversions, all disclosed major projects, and on ExxonMobil analysis of IEA reports. executed portfolio management. 2) ExxonMobil GHG emissions, absolute (Operated CO -equivalent Scope 1 2 4) 2025 Available cash from operations assumes Downstream and Chemical & 2) from 2016 to 2020. margins at the average of the annual margins from 2010—2019. See definitions on page 74. 5) Any decisions on future dividend levels is at the discretion of the Board of Directors. 6) Relative to 2019, flat price and margin basis 82Supplemental information Slide 36 Slide 46 1) See definition of Available cash from operations on page 74. 1) ExxonMobil adjusted 2020 ROCE excludes accounting treatment from 2) 10-year low Downstream and Chemical margins refer to annual lows from revised development plans. Peer ROCE not adjusted. 2010—2019. 10-year average Downstream and Chemical margins refer to the average of annual margins from 2010—2019. Slide 47 Slide 37 1) Cash dividends per share; RDS and BP dividends are to ADS holders 1) 10-year high and low Downstream and Chemical margins refer to annual 2) Broadridge data, April 2020. Post-suppression (considers managed highs and lows from 2010—2019. 10-year average Downstream and accounts). Chemical margins refer to the average of annual margins from 2010— 2019. 2) Portfolio improvements include uplift from new projects in Downstream Slide 48 and Chemical, uplift, base decline and nominal price inflation from 1) Lost-time injuries and illness rate (incidents per 200,000 work hours). Upstream, mix, yield and marketing impacts, and corporate and financial 2) Reduction is in Cash Operating Expense, comparing 2020 to 2019. See impacts. definitions on page 74. 3) Compared to 2016 levels based on assets operated by ExxonMobil Slide 38 4) Global CCS Institute 2020 report and ExxonMobil analysis of 2020 facility 1) Includes projects that bring on new volumes. Breakeven based on cost- data. Car equivalency calculated with US EPA GHG equivalency calculator. of-supply to generate a minimum 10 percent return on a money-forward basis. Slide 50 2) Projected improvement 2017—2027, including all disclosed major 1) ExxonMobil GHG emissions, absolute (Operated CO -equivalent Scope 1 projects, and executed and planned portfolio management. 2 3) Indexed to 2017. Product mix upgrade plans include & 2) from 2016 to 2020 compared to society’s energy-related CO based 2 announced/completed conversions, all disclosed major projects, and on ExxonMobil analysis of IEA reports. executed portfolio management. 2) ExxonMobil GHG emissions, absolute (Operated CO -equivalent Scope 1 2 4) 2025 Available cash from operations assumes Downstream and Chemical & 2) from 2016 to 2020. margins at the average of the annual margins from 2010—2019. See definitions on page 74. 5) Any decisions on future dividend levels is at the discretion of the Board of Directors. 6) Relative to 2019, flat price and margin basis 82
Supplemental information Slide 51 Slide 67 1) Any decisions on future dividend levels is at the discretion of the Board of 1) Cash operating cost is subset of Operating costs (Opex) as defined on page Directors. 75 adjusted for disclosed significant known one-time items . Peer data 2) Available cash from operations based on 10-year low Downstream and based on publicly available information and ExxonMobil assessment of Chemical margins in 2021 and 10-year average Downstream and Chemical equivalent income statement lines adjusted for disclosed significant known margins from 2022—2025. 10-year low Downstream and Chemical margins one-time items . refer to annual lows from 2010—2019. 10-year average Downstream and Chemical margins refer to the average of annual margins from 2010—2019. 3) Emission reduction plans announced in December 2020 include a 15 to 20 Slide 66 percent reduction in greenhouse gas intensity of upstream operations 1) Any decisions on future dividend levels is at the discretion of the Board of compared to 2016 levels. Plans cover Scope 1 and Scope 2 emissions, and Directors. are expected to result in a 11 to 13 percent reduction in absolute 2) Available cash from operations based on 10-year low Downstream and greenhouse gas emissions for assets operated by the company by the end Chemical margins in 2021 and 10-year average Downstream and Chemical of 2025, consistent with approved corporate plans. margins from 2022—2025. 10-year low Downstream and Chemical margins 4) All-time, based on total wind and solar power purchase agreements signed refer to annual lows from 2010—2019. 10-year average Downstream and from BloombergNEF download Feb 22, 2021. Chemical margins refer to the average of annual margins from 2010—2019. 5) ~120MT equivalent calculation per EPA GHG equivalency calculator 3) Includes projects that bring on new volumes. Breakeven based on cost-of- supply to generate a minimum 10 percent return on a money-forward basis. 83Supplemental information Slide 51 Slide 67 1) Any decisions on future dividend levels is at the discretion of the Board of 1) Cash operating cost is subset of Operating costs (Opex) as defined on page Directors. 75 adjusted for disclosed significant known one-time items . Peer data 2) Available cash from operations based on 10-year low Downstream and based on publicly available information and ExxonMobil assessment of Chemical margins in 2021 and 10-year average Downstream and Chemical equivalent income statement lines adjusted for disclosed significant known margins from 2022—2025. 10-year low Downstream and Chemical margins one-time items . refer to annual lows from 2010—2019. 10-year average Downstream and Chemical margins refer to the average of annual margins from 2010—2019. 3) Emission reduction plans announced in December 2020 include a 15 to 20 Slide 66 percent reduction in greenhouse gas intensity of upstream operations 1) Any decisions on future dividend levels is at the discretion of the Board of compared to 2016 levels. Plans cover Scope 1 and Scope 2 emissions, and Directors. are expected to result in a 11 to 13 percent reduction in absolute 2) Available cash from operations based on 10-year low Downstream and greenhouse gas emissions for assets operated by the company by the end Chemical margins in 2021 and 10-year average Downstream and Chemical of 2025, consistent with approved corporate plans. margins from 2022—2025. 10-year low Downstream and Chemical margins 4) All-time, based on total wind and solar power purchase agreements signed refer to annual lows from 2010—2019. 10-year average Downstream and from BloombergNEF download Feb 22, 2021. Chemical margins refer to the average of annual margins from 2010—2019. 5) ~120MT equivalent calculation per EPA GHG equivalency calculator 3) Includes projects that bring on new volumes. Breakeven based on cost-of- supply to generate a minimum 10 percent return on a money-forward basis. 83
Important Additional Information Regarding Proxy Solicitation
Exxon Mobil Corporation (“ExxonMobil”) has filed a definitive proxy statement and form of associated BLUE proxy card with the U.S. Securities and Exchange Commission (the “SEC”) in connection with the solicitation of proxies for ExxonMobil’s 2021 Annual Meeting (the “Proxy Statement”). ExxonMobil, its directors and certain of its executive officers will be participants in the solicitation of proxies from shareholders in respect of the 2021 Annual Meeting. Information regarding the names of ExxonMobil’s directors and executive officers and their respective interests in ExxonMobil by security holdings or otherwise is set forth in the Proxy Statement. To the extent holdings of such participants in ExxonMobil’s securities are not reported, or have changed since the amounts described, in the Proxy Statement, such changes have been reflected on Initial Statements of Beneficial Ownership on Form 3 or Statements of Change in Ownership on Form 4 filed with the SEC. Details concerning the nominees of ExxonMobil’s Board of Directors for election at the 2021 Annual Meeting are included in the Proxy Statement. BEFORE MAKING ANY VOTING DECISION, INVESTORS AND SHAREHOLDERS OF THE COMPANY ARE URGED TO READ ALL RELEVANT DOCUMENTS FILED WITH OR FURNISHED TO THE SEC, INCLUDING THE COMPANY’S DEFINITIVE PROXY STATEMENT AND ANY SUPPLEMENTS THERETO AND ACCOMPANYING BLUE PROXY CARD, BECAUSE THEY CONTAIN IMPORTANT INFORMATION. Investors and shareholders can obtain a copy of the Proxy Statement and other relevant documents filed by ExxonMobil free of charge from the SEC’s website, www.sec.gov. ExxonMobil’s shareholders can also obtain, without charge, a copy of the Proxy Statement and other relevant filed documents by directing a request by mail to ExxonMobil Shareholder Services at 5959 Las Colinas Boulevard, Irving, Texas, 75039-2298 or at shareholderrelations@exxonmobil.com or from the investor relations section of ExxonMobil’s website, www.exxonmobil.com/investor.