The Lamp, 2007 - Number 3 - ExxonMobil

A sea change
for LNG carriers
Leveraging lubricant technology
creates rapid growth in premium products
ExxonMobil’s 125th anniversary
An extraordinary journey
PLUS
3
Building independence and
growth in world communities
ExxonMobil Chemical product Number
helps make better tires
–
Path to the oil patch:
OFC
New Senior Vice President
Mark Albers 2007

Viewpoint
1
Reinventing your wheels
New
technologies
offer great
opportunities
to improve
fuel economy
and reduce
emissions.
Cars and trucks are
essential to our way
of life. Without them,
our economy would
come to a standstill. But
they and the fuels they use are
also a source of emissions. Every
gallon of gasoline includes about 5.5 pounds of
carbon, which combines with oxygen when the
fuel is burned to create 20 pounds of carbon
dioxide, a greenhouse gas.
Today, researchers at a host of companies,
including ExxonMobil and the major automotive
manufacturers, are developing technologies to
reduce emissions for the next generation.
Many of these technologies are not the stuff of
science-fiction movies, but they are very effective.
For example, together with tire manufacturers,
ExxonMobil is introducing a new tire lining technology
that uses up to 80 percent less material
in the manufacturing process, making tires lighter
and keeping them properly inflated longer. A car
with underinflated tires burns up to an extra tank
of gasoline every year. Across the economy, that
adds up.
Car parts such as bumpers and fuel tanks
made from advanced ExxonMobil plastics also
improve fuel economy – and consequently reduce
emissions – by reducing
vehicle weight.
We have also developed
a new generation of
separator films that are expected
to significantly improve the power,
capacity and safety of lithium-ion batteries
used in hybrid and electric vehicles. This innovation
will make batteries lighter, smaller and more
durable, helping make these cars more energy
efficient and affordable.
And more innovations are on the horizon. One
such emerging technology is Homogeneous
Charge Compression Ignition, or HCCI. Gasoline
engines featuring HCCI achieve ignition through
compression, like a diesel engine, with very
efficient combustion resulting in low emissions.
ExxonMobil is working with auto and engine
manufacturers on this and other technologies
that can improve fuel economy and reduce emissions
of CO 2 and air pollutants.
When it comes to reducing emissions, motorists
can play an important role by driving more
efficiently, watching their speed and maintaining
their vehicles.
By reinventing our wheels, we have the opportunity
to keep our economy driving forward while
driving greenhouse gas emissions down.
In this issue
11
Rex W. Tillerson
Chairman and CEO
J. Stephen Simon
Director and Senior Vice President
Donald D. Humphreys
Senior Vice President
Mark W. Albers
Senior Vice President
Kenneth P. Cohen
Vice President-Public Affairs
Henry H. Hubble
Vice President-Investor Relations and Secretary
Bob Davis
Editor
Patrick Gabriel
GCG
Art Director
Len Shelton
Photography Coordinator
Cynthia Solomon
Production Coordinator
Frances Bruscino
Distribution Coordinator
1
Viewpoint
Reinventing your wheels
3
A sea change for LNG carriers
Qatar Petroleum and ExxonMobil
launch a new class of LNG tankers
7
ExxonMobil leverages
its lubes technology
Creating rapid growth
in premium products
Upfront
A sea change
for LNG carriers
The stern and propellers
of a giant LNG ship
dwarf ExxonMobil’s
Charlie Douglas, site
manager at the Samsung
shipyard in Korea.
22 13 Cover photo courtesy of Qatargas
3
2007 marks the 125th anniversary
of the formation of this
great company. In 1882, John D.
Rockefeller, John D. Archbold,
Henry Flagler and nine other
individuals formed the Standard
Oil Trust, an administrative organization
that coordinated the
activities of a host of companies
involved in the still-nascent oil
business. On August 15, Exxon
Mobil Corporation Chairman and
CEO Rex Tillerson commemorated
this historic year by ringing
the opening bell at the New York
Stock Exchange (see Panorama
on page 27).
This issue’s cover story begins
on page 3 and takes you to
Korea for a look at the massive
10
Tech in your tank
New ways of making fuel
save energy and reduce emissions
11
We must care enough
to take action
ExxonMobil Chairman and CEO
Rex W. Tillerson shares his viewpoints
on vital industry issues
13
Foundation places top priority
on helping women and girls
Program promotes company’s core
business expertise
shipbuilding effort Qatar Petroleum
and ExxonMobil are undertaking
to deliver liquefied natural gas
to worldwide markets. On page
22, you’ll learn about an important
program the company is
involved in called national content
development. Through this effort,
ExxonMobil helps companies and
people where we have a strong
presence and a long-term interest
in capacity building. A related story
about the ExxonMobil Foundation
and its Educating Women and
Girls Initiative appears on page 13.
Other articles will give you
background on the company’s
wide-ranging lubricants business
and a breakthrough product that
helps make lighter, more durable
15
An extraordinary journey
ExxonMobil honors 125 years of
company history with a series of
photographs from the early days
of the oil business
17
Better tires will save fuel,
cut emissions
Long a leader in the butyl rubber
industry, ExxonMobil Chemical has
a new product that will smooth
your ride
19
Path to the oil patch
began 40 years ago
Senior Vice President Mark Albers
shares his views
tires. We have two management
features in this issue: a recap of
Chairman Tillerson’s speech at
the Royal Institute of International
Affairs in the United Kingdom on
pressing energy-industry topics;
and an interview with Senior
Vice President Mark Albers, the
corporation’s newly appointed
executive in charge of worldwide
project development, gas and
power marketing, and upstream
research activities.
We hope you enjoy reading
this fall issue of The Lamp.
Bob Davis
Editor
22
Sustainable benefits
over the long term
National content effort aids
communities and people
27
Panorama
Business highlights
from around the world
30
ExxonMobil quarterly
financial summary
2

Photo by Janice Rubin
A sea change
for LNG carriers
Qatar Petroleum and ExxonMobil are launching a
new generation of larger and more efficient ships
that can deliver liquefied natural gas (LNG) to
the world’s major energy markets. The innovative
ships – in two sizes – carry up to 80 percent more
cargo than conventional LNG carriers. The fleet will
include 45 ships, of which 21 are under construction,
and the first four will begin service this fall.
ExxonMobil Development Company’s Bill Bray (left), Tony Urbanelli
and Matt Greer are part of the team of nearly 100 ExxonMobil people
from the upstream and downstream segments of the corporation
who have contributed to the success of the Qatar large-ship program
for the Qatargas II and Ras Laffan 3 joint ventures.
The size of LNG ships has
been virtually unchanged for
more than 30 years. In 2001,
however, joint venture partners
Qatar Petroleum and
ExxonMobil wanted to expand
beyond the primarily Asian market
for Qatar’s liquefied natural
gas, and that meant finding a
better way to deliver LNG to
more distant ports. As a result,
ExxonMobil initiated a study to
examine the feasibility of larger
ships that have since become
the standard for all of Qatar’s
expansion plans.
“Shipping accounts for about
one-third of the cost of LNG,”
says Tony Urbanelli, senior
project manager for LNG transportation.
“So to cost effectively
reach more distant markets, we
needed a new class of carrier
that was more efficient than any-
thing available at the time.”
Simply increasing the size of
the ship was not enough. To
obtain the efficiency needed,
teams of experts studied fuel
and propulsion systems, power
plants and hull configurations.
The breakthrough came by moving
onshore LNG processing
technology onto a ship.
“Cooling natural gas to minus
260 degrees Fahrenheit (minus
163 degrees Celsius) turns it
into a clear liquid that occupies
only a small fraction of the space
required to transport natural
gas,” Urbanelli explains. “But in
the course of a long sea voyage,
some of that liquid expands
back into gas, which conventional
LNG carriers burn in boilers
to help power the ship.”
During the trip between Qatar
and the U.S. Gulf Coast, up to
Two nearly completed
Q-Flex ships are seen
in the foreground at
the Daewoo shipyard
in Korea. In the background,
other large
LNG ships can be seen
at various stages of
construction.
3 Story by Richard Cunningham
4

Each propeller on a Q-Flex ship is about 25 feet in diameter
and weighs around 80,000 pounds. The ships are powered
by twin engines that total 44,000 horsepower.
5 percent of the cargo would be
consumed as fuel.
“To deal with the liquid that
expands back to natural gas,
we decided instead to install the
equipment necessary to reliquify
the gas onboard and re-inject the
liquid back into the ship’s cargo
tanks,” Urbanelli says. “Since
we no longer needed boilers to
dispose of the gas as fuel, other
options for powering the ships
could be considered, which
means they deliver nearly 100
percent of their valuable cargo to
the point of sale.”
One solution, two sizes
and 45 ships
Over the course of two years, the
design team settled on two similar
ship platforms they called the
Q-Flex (Q for Qatar, and Flex for
the flexibility to access most LNG
ports) and the slightly larger Q-
Max (Max for the largest ship that
can use the Qatar LNG terminal).
“The Q-Flex carries 50 percent
more LNG than the average
carrier operating today
while the Q-Max transports
80 percent more,” says Matt
Greer, manager, LNG ships and
marine systems. “The Q-Max
Photos courtesy of Qatargas
This Q-Flex ship is nearing completion and shows the mooring equipment and the
raised trunk section enclosing the top of the insulated cargo tanks, which extend
aft to the deckhouse and within the double-hull of the ship.
A view from the bridge
Nine stories above the water, the bridge of the new Q-Max
LNG carrier spans the full breadth of the ship and offers a
360-degree view of the horizon. From there, the captain and
a local pilot coordinate a performance of sorts each time the
big ship enters or leaves port.
Captain Stewart McCombs, who spent 10 years at sea on
oil tankers, knows the drill.
“Whenever large ships near a port – usually when they
are still five or 10 miles out – a local pilot is brought out in a
small boat,” McCombs explains. “That person is most familiar
with the channels and the port. The captain and the pilot will
discuss the sea currents, weather and traffic, then agree on a
plan for bringing the ship into port and berthing the ship.”
The performance begins as the ship maneuvers in the
channel with the help of large tugboats, and ends as three
tugs come alongside to turn and nudge the larger vessel to
its berth. A fourth tug stands by as backup.
“With the tugs in position on the bow and stern, the pilot
starts giving voice commands to the helmsman on the bridge
and radio commands to the tugboat captains,” McCombs
says. “To save time, the tugs toot their horns to let the pilot
know they heard the order; so before long, it sounds like a
symphony at sea.”
can deliver the equivalent of
5.5 billion cubic feet of natural
gas. That’s enough to meet the
energy needs of 70,000 U.S.
homes for one year.”
Three Korean shipyards are
building 21 of the big ships now.
A total of 45 Q-Flex and Q-Max
LNG carriers have been contracted
for delivery between 2007
and 2010. Each of the yards was
expanded to handle the work.
“One ship takes about three
years to complete,” says Bill
Bray, LNG ship design and
nautical services supervisor.
“ExxonMobil personnel are part
of the team responsible
for ensuring the
ships meet the requirements of
all of the Qatar joint ventures.
The ships will be leased by the
joint ventures for a period of at
least 25 years.”
“This project is a huge step
forward in reducing the cost of
transporting LNG,” says Andy
Richardson, an ExxonMobil
secondee leading the Qatar construction
oversight effort. “That
saves money for the joint venture
partners, but it also saves energy
and reduces emissions. The Q-
Max consumes about 40 percent
To learn more
exxonmobil.com/qatar
Conventional LNG Tanker 918 feet long (280 m)
Q-Max LNG Tanker 1,131 feet long (345 m)
A Q-Max ship is longer than three football fields stacked end
to end – 1,080 feet (329 m)
(One NFL football field including end zones is 360 feet long)
less energy per cargoton
mile compared to
a conventional vessel. That is a
huge boost in efficiency, especially
for an increasingly competitive
industry like LNG.”
Completing the chain
Shipping is a critical link in the
LNG value chain that extends
from the gas wells of Qatar’s
North Field to homes in Asia,
Europe and the Americas.
While there are many operators
in the global LNG business,
the Qatar Petroleum and
ExxonMobil team has become
5 0 5 0 5 0
Conventional LNGC
Cargo Capacity 145,000 m 3
Breadth 44m
Depth 26m
Draft 11.5m
Q-Max LNGC Tanker
Cargo Capacity 250,000 m 3
Breadth 55m
Depth 27m
Draft 12m
an industry leader, and the
development of the Q-Flex and
Q-Max ships is another example
of the close working relationship
between the companies.
“This is one of the largest
commercial ship development
programs ever,” Urbanelli adds.
“I think that for the many team
members who have worked
on this project for a number of
years, it is the most significant
event in our professional lives.
It’s hard to imagine another
project that could make such a
substantial change in the shipping
industry.” the Lamp
5 6

Photo by Paul Howell, Getty Images
ExxonMobil leverages
its lubes technology
Creates rapid growth
in premium products
Lubricants grease the wheels of
the world, and ExxonMobil has
been a global player in the lube
business since the 1800s.
More than 40 vehicle models roll off the factory floor with Mobil 1 engine oil,
the world’s first globally marketed synthetic lubricant, including Chevrolet
Corvette, Aston Martin, Cadillac, Viper and Mercedes-AMG.
First of a two-part series
Lubricants protect against the
destructive effects of friction
and wear by creating distance
between contiguous surfaces.
They are a vital component of
the modern world, for without
them the gears and cogs of the
machinery most of us take for
granted would literally grind to
a halt. Even high-tech devices
are lube-dependent to some
degree; computers, for example,
have hard drives built of many
moving parts.
The lubrication concept has
roots originating with the invention
of the wheel, and it could be said
the wheel and lubrication evolved
together. Ancient Greeks and
Romans applied animal fat to the
wheels of racing and war chariots
to make them move more efficiently.
Some historians speculate
that lubrication predates the
wheel, and that Egyptians used
mud as a lubricant to slick the
wooden ramps upon which massive
stones were hauled en route
to pyramid construction sites.
In the thick of it
The dawn of lubrication’s modern
age coincided with the
debut of the steam engine cylinder,
a very lube-dependent technology.
At the time, whale oil was
being nudged aside by petroleum
as the dominant medium
for heating and light, mainly
because whales had already
been hunted to near-extinction,
and kerosene was cheaper.
“While the thickness of the
heavier molecules in a barrel of
crude made them inappropriate
for either warmth or illumination,
they were ideally suited for lubricants,”
says Bill Maxwell, senior
engineering advisor. “ExxonMobil
began formulating lubricants
in the second half of the 19th
century. One hundred and thirty
years later, we’re still at it.”
The company’s first lubricant,
Vacuum Oil, was introduced
by Socony-Vacuum, one of the
enterprises that would eventually
become ExxonMobil. Vacuum Oil
has a distinguished history, flying
with the Wright Brothers, Charles
Lindbergh and Amelia Earhart. It
was also the lubricant of choice
for America’s earliest gas-powered
auto manufacturers and
was used in Thomas Edison’s
first power-generating system.
A full range
“Our engineers and chemists
are driven in their search for new
technologies that will provide
our customers and race teams
with next-generation lubricants,”
Mobil’s industry-proven synthetic products provide unmatched
equipment protection for the most demanding applications.
says Nancy Carlson, director
of strategic global alliances and
motorsports. “Our extensive
team of lubricants and specialties
researchers has the technical
expertise it needs to formulate
products in an environment
where standards are apt to
change very quickly.”
Today, ExxonMobil is a world
leader in lubricant research,
development and production. The
company is the largest supplier
of lubricant basestocks derived
from naturally occurring petroleum
(mineral oils) or synthesized
from chemical reactions (synthetic
basestocks). ExxonMobil formu-
lates its various product offerings
by blending these base fluids with
additives to manufacture highperformance
finished lubricants.
The company offers the industrial
and consumer marketplace a full
range of synthetic and mineral
lubricants. ExxonMobil produces
these products at 11 lube
basestock refineries and 48
blending plants around the world.
Evolving from research dating
to World War II, synthetic
lubricants were created to better
meet the temperature and
pressure demands imposed by
stress-inducing technologies.
ExxonMobil’s passenger car
synthetic lube line was launched
in 1973 with the introduction of
Mobil SHC 10W-50 synthetic
oil. Mobil 1 synthetic engine
lubricant, destined to become
the flagship of the fleet and the
world’s leading passenger car
engine oil, has been on the market
for more than 30 years.
7 Story by D. Douglas Graham
8

Anatomy of an alliance
In business for more than 80 years, Caterpillar Inc. is the world’s leading off-highway
Original Equipment Manufacturer. ExxonMobil’s alliance with Caterpillar began
two decades ago, and since that time ExxonMobil has been the exclusive supplier of
Caterpillar-branded oils for Caterpillar engines, transmissions, hydraulics and final drives
on a global basis. The alliance is strengthened by ExxonMobil’s comprehensive support
package, which provides dealers and facilities worldwide with technical and marketing
training. ExxonMobil and Caterpillar engineers work in tandem
to develop next-generation engine oils, hydraulic oils,
diesel oils and driveline oils that enhance the function and
extend the life of Caterpillar equipment. Current joint research efforts also focus
on improving internal combustion technology and diesel fuels for the future.
“Mobil 1 synthetic oil was
custom-made,” Maxwell recalls.
“The product was built from
scratch from proprietary formulations
and processes with a
proven track record. This custom
method of creating the highest
quality of synthetic oils, a combination
of ‘art and science,’ continues
to this day for the Mobil 1
family. One of our favorite sayings
is, ‘nothing outperforms
Mobil 1 synthetic oil.’ This maxim
is equally valid technically, commercially
and on the racetrack.”
ExxonMobil works with the
motorsports industry not merely
to promote Mobil 1 engine oil
but to test the lubricant under
extraordinary conditions. The
company has built important
partnerships around the product:
Chevrolet Corvette since 1992,
Porsche since 1996 and a number
of others including Cadillac,
Dodge Viper, Mercedes-Benz,
Acura RDX and Mercedes-AMG,
the high-performance division of
the German carmaker’s automo-
9
tive family. Mobil 1 EP (Extended
Performance) engine oil is an
enhanced product formulated
for greater durability and longevity,
enabling a motorist to safely
rack up as many as 15,000 miles
between oil changes.
Lubes for all seasons
“ExxonMobil formulates lubricants
to meet the performance
specifications of our customers’
applications,” says Grant
Karsner, product technology
manager. “There are five product
families in all: passenger, commercial,
industrial, marine and
aviation, and we offer a line of
products for every one of them.”
Passenger vehicle lubricants
are designed to meet the industry
and automotive specs of
markets around the world.
Mobil 1 synthetic oil plays a
starring role on the international
stage as it meets more than 50
car manufacturer specifications.
Big markets for this world lube
leader include the United States
Editor’s note: In the next issue, we will explore
the technology that sets ExxonMobil apart from
competition, and our efforts to further develop
lubricants that provide greater fuel economy, fewer
emissions and other environmental benefits.
and Western Europe, with rapid
growth in emerging markets
including Asia and Eastern
Europe. ExxonMobil also makes
lube products for on- and offhighway
commercial vehicles.
These commercial vehicle lubricants
are built to meet the performance
demands of commercial
cargo haulers, mobile farm
and construction equipment
and the wheeled workhorses
employed in warehouses, such
as forklifts. Mobil Delvac 1 lubricant,
Mobil 1300 Super lubricant
Dariusz Magier of Poland,
owner of a 137-vehicle fleet,
credits Mobil Delvac engine
oil as a big reason why
many of his fleet’s vehicles
have traveled more than
1.2 million miles (2 million
kilometers).
and many other products are
formulated with these special
applications in mind.
ExxonMobil’s family of industrial
oils is formulated to meet the
working requirements
of a wide To learn more
mobiloil.com
variety of applications
ranging
from gas and wind turbines to
hydraulic and paper machine
applications. For example, the
Mobil SHC 600 is one of a number
of synthetic lube series of
products that enables high performance
in mechanically taxing,
industrial environments.
The company blends a range
of marine lubricants. Mobilgard
570 oil, our most widely used
marine lubricant, is formulated to
extend the life of cruise liners, oil
freighters and container vessels.
The company also produces
engine and hydraulic oils for
aviation. Examples include Mobil
Jet Oil II and Mobil Jet Oil 254
for engines, and HyJet 1V-A+ for
hydraulic systems.
“ExxonMobil has developed a
set of global process and quality
standards that work consistently
around the world,” Karsner
adds. “Global strategic alliances
with Toyota, DaimlerChrysler,
Caterpillar and many other
companies have enabled the
development of high-performance
lubricant products that
very rapidly meet
customer needs.
Such relationships
allow ExxonMobil
to be best and
first, and that has
steered the company
down a
road of continuing
excellence.”
the Lamp
Tech
in your tank
New ways of making fuels are
helping save energy and reduce
greenhouse gas emissions.
12
8
4
0
Avoided GHG from
Most of the greenhouse gas
emissions associated with
each gallon of fuel come from
driving, so motorists play an
important role in reducing emissions.
Maintaining your vehicle,
watching your speed and
sharing rides can help. More
efficient engines can
also make a significant
difference.
ExxonMobil actions
But some green-
since 1999
CO2-equivalent emissions
(million metric tons)
house gases (GHG)
are emitted even
before you start your
engine. They come
from producing,
manufacturing and
delivering the fuel.
This is where compa-
00 02 04 06 nies like ExxonMobil
cogeneration
energy efficiency
are taking the lead.
By applying new
technologies and
more efficient operating
practices at our facilities, we
are working to reduce greenhouse
gas emissions.
Since the launch of our
Global Energy Management
System (GEMS) in 2000,
we have identified steps to
At ExxonMobil refineries and chemical plants, the company has
identified steps to improve energy efficiency by 15 to 20 percent
and has implemented more than half of these improvements.
improve energy efficiency
at our refineries and chemical
plants by 15 to 20 percent,
and we have already
implemented over half these
improvements. As a result of
these actions, ExxonMobil
avoided about 8 million metric
tons of greenhouse gases in
2006, roughly equal to taking
1.5 million cars off U.S. roads.
An example of this can be
seen at our refineries, where
we are working to reduce emissions
from “flaring” – the burning
of gases that are generated
as a result of maintenance or
unexpected operating events.
By following best practices and
putting in place tighter controls,
last year ExxonMobil reduced
flaring at our refineries by over
10 percent.
At about 100 facilities worldwide,
we are also applying a
process called “cogeneration”
– the simultaneous production
of electricity and thermal heat/
steam. With the latest turbine
technology, cogeneration can
be twice as efficient as traditional
methods of producing
steam and power separately.
ExxonMobil’s current cogeneration
capacity reduces global
carbon dioxide emissions by
over 10.5 million metric tons
annually, of which over 4 million
metric tons are due to cogeneration
investments made
since 1999 (see chart). That’s
like taking close to another 2
million cars off U.S. roads.
Greenhouse gases are not
the only emissions we are
working to reduce. Through
new technologies, investments
and practices, we have
reduced emissions of sulfur
dioxide, nitrogen oxides and
volatile organic compounds
from our operations worldwide
by about 16 percent from
2003 levels.
Meeting the world’s growing
demand for transportation
energy while also protecting
our environment is an enormous
challenge. And it is the
technology – and the commitment
– that goes into the
fuel in your tank that can help
meet it. the Lamp
10
Viewpoint

ExxonMobil Chairman and CEO Rex W. Tillerson
shares his viewpoints on vital industry issues.
In a speech to prominent business,
academic and media
leaders at the historic Royal
Institute of International Affairs
at Chatham House in London,
England, ExxonMobil Chairman
and CEO Rex W. Tillerson discussed
pressing energy-industry
topics including climate change.
Tillerson opened with comments
on the world’s quickly
growing need for energy. Driven
by population growth and a
strong desire in developing
countries for high standards of
living, world energy demand
will increase by 45 percent by
2030, according to International
Energy Agency estimates.
The growing energy demand,
he said, has created industry
challenges to maintain safe
operations, achieve economic
growth in developing nations
and protect the environment.
Safety is vital
Tillerson explained that safety
isn’t just vital for protecting workers,
but also drives peak business
performance: “Safety and
environmental performance are
key indicators of our overall business
and financial performance.
It’s clear to me that the dedica-
tion and discipline required to
prevent safety incidents are the
same qualities required to deliver
superior operational and financial
results. We’re proud of our performance
in these areas.”
Economic development
a worldwide need
Tillerson added that a critical factor
in achieving those results is
worldwide economic growth. In
prosperous societies, he said,
creating economic growth may
not seem a pressing need. But in
a global context, economic development
is desperately needed for
many countries to thrive.
In just the last 30 years,
Tillerson said, the number of
people who have achieved what
the United Nations calls “medium
development” – a classification
based on several health, education
and income measures – has
more than doubled, from 1.6 billion
to 3.5 billion.
“But we are far from our final
destination,” Tillerson emphasized.
“Eighty percent of the
world’s 6.5 billion people live in
the developing world, and this
proportion is growing. Of these,
about 1.2 billion live on less than
one pound sterling a day.
One billion people lack safe
drinking water, 1.6 billion lack
electricity, and 2.6 billion lack
proper sanitation. Worse still, far
too many lack something perhaps
more fundamental – hope of a
better life for their children. Billions
of people in the developing world
demand and deserve better.”
Addressing global warming
Tillerson spoke with conviction
about global warming and
ExxonMobil’s continuing efforts
on this issue: “The steps we’ve
taken since 1999 to improve
energy efficiency at our own
facilities have resulted in the
avoidance of 12 million tons of
greenhouse gas emissions last
year alone – the equivalent of
taking about 2 million U.S. cars
off the road.
“We’re partnering with automobile-
and commercial-engine
manufacturers on R&D programs
that could yield fuel economy
improvements in internal combustion
engines of up to 30 percent
with lower emissions.”
Tillerson also described a new
vehicle technology ExxonMobil
is working on with partners in
industry and the research community:
an on-board hydrogen-
“We must care enough to take action.”
powered fuel cell system. This
system can convert conventional
hydrocarbon fuels, such as gasoline
or diesel, into hydrogen for
a fuel cell right under a vehicle’s
hood. As a result, it could be
80 percent more fuel efficient
and emit 45 percent less carbon
dioxide than today’s internal
combustion engines on a wellto-wheels
basis. There is still a
long road ahead in developing
this technology, and it could
be decades before it reaches
consumers, Tillerson said. But
thanks to groundbreaking work
by ExxonMobil and others,
hydrogen on-board is one of the
many promising vehicle and fuel
innovations on the horizon.
Technology is the key
Such technological advances are
the lifeblood of the energy industry,
Tillerson said. With an annual
spend on technology applications
and research and development of
more than $1 billion, ExxonMobil
consistently invests in innovation.
These investments have led to
breakthroughs in areas such as
seismic mapping, directional
drilling, safer liquefied natural gas
shipping vessels and catalytic
refining to reduce pollutants.
Tillerson pointed out that
ExxonMobil founded and participates
in the Global Climate
and Energy Project (GCEP)
at Stanford University. GCEP
involves research institutions
worldwide and pioneers efforts
to identify technologies that can
meet energy demand with dramatically
lower greenhouse gas
emissions. GCEP studies areas
such as solar power, hydrogen,
biofuels, energy storage, carbon
capture and storage, and
advanced transportation.
Tillerson concluded his remarks
by looking to the future: “Frankly,
this conversation is not so much
about us as it
11 Story by Kevin Gault Photography courtesy of Chatham House 12
is about our
grandchildren.
Indeed,
we cannot
To learn more
exxonmobil.com/climate
exxonmobil.com/gcep
yet see our grandchildren’s world,
its economy or its climate. But we
must care about it. We must care
enough to take the risks of global
poverty and global warming seriously.
We must care enough to
take action to address them. And
we must care enough, as a society,
to manage risks and maximize
the economic and environmental
benefits available to our grandchildren,
and theirs.” the Lamp

Foundation
places top priority
on helping women and girls
Afaf Zeidan, customer services
manager for CreditCard Services
Co. (CSC) SAL in Lebanon,
was chosen as one of 32
businesswomen worldwide to
participate in the Fortune/U.S.
State Department International
Women Leaders Mentoring
Partnership. The honor brought
Zeidan to the United States to
meet with influential women
such as Senators Hillary Clinton
and Kay Bailey Hutchison as
well as Robbi Luxbacher, general
manager of corporate planning
for ExxonMobil.
The partnership is one of
the latest programs to gain
the support of the ExxonMobil
Foundation and its Educating
Women and Girls Initiative (EWGI).
EWGI provides funding and
applies the company’s core business
and management expertise
to help women and girls realize
their full potential. Projects funded
by EWGI reduce barriers preventing
girls from attending school,
and give women training to start
or improve businesses and nongovernmental
organizations.
Luxbacher learned of the new
mentorship program at Fortune’s
Most Powerful Women summit
last fall. The program pairs
talented, emerging women leaders
with some of America’s top
women executives for a month
of meetings and networking in
the United States.
Program promotes company’s core business expertise.
“I was impressed by the presentations
from the first year’s
participants,” says Luxbacher.
“These dynamic women were
enthusiastic about what they
had learned and how they would
use their new knowledge in their
home countries.” Luxbacher persuaded
ExxonMobil to participate
in and contribute to the program
in 2007. She also volunteered to
get involved and be the company’s
first mentor to Afaf Zeidan.
Zeidan began her professional
career with Lebanon’s state government
in 1995, after earning
a Public Administration degree
from the American University of
Beirut. In 1999, she joined CSC,
a $16 million company of 230
employees that administers credit
card operations for 70 banks and
businesses in 19 Middle Eastern
and African countries.
Zeidan’s U.S. trip began in
Washington, D.C., with three
days of orientation with her fellow
participants, who came from
Africa, Latin America, the Middle
East, Eastern Europe and Asia.
They met with their mentors and
other senior women in government,
academia and business.
“Meeting important women
from all over the world and sharing
experiences, ideas and cultural
habits was exciting,” says
Zeidan.
Zeidan spent the next three
weeks at ExxonMobil – in
Afaf Zeidan from Lebanon established an automated call center
at her company with methods she learned from ExxonMobil.
Foundation commitment approaches $11 million
The ExxonMobil Foundation is on target this year to invest $5 million in
EWGI programs, boosting its total commitment to nearly $11 million.
Educating women and girls in developing countries is now one of the
foundation’s foremost areas of investment interest, identified as a critical tool
to economic and social development, especially in strategically important
developing countries where ExxonMobil operates.
ExxonMobil plans to continue to expand resources, skills, relationships
and networks inside and outside the company to enhance the value of the
EWGI in the communities it serves.
“The education of the entire population is what we ultimately want,” says
Luxbacher. “Where you have an educated, healthy workforce and a stable
government, you have a good environment for doing business. One of the
most effective catalysts for bringing this about is educating women and girls.
Educating a woman has an enormous multiplier effect, through her impact
on the health and education of her family.”
Texas, Virginia and the District
of Columbia – gaining insights
into management practices from
Luxbacher and other executives
representing a range of business
functions. “I was impressed by
how well-structured and disciplined
ExxonMobil is, with very
high standards of excellence in
its departments and worldwide
operations,” she says.
“We valued what we learned
from Afaf as well,” says
Luxbacher, “especially her perspectives
on the United States
and the energy business.”
Much of Zeidan’s mentorship
focused on ExxonMobil’s
marketing operations, and
she learned a variety of skills
she could use on her job. She
examined the company’s Global
Card Services and Customer
Relations groups, and explored
big-company strategies that
might transfer to a mid-size
operation like CSC.
“My impressions were that
ExxonMobil’s card services are
similar to the card operations
we have in Lebanon,” she says.
“The main differences are in
automation and global presence.”
Zeidan has convinced
CSC to establish an automated
call center, based on methodologies
she learned at ExxonMobil.
Before returning to their
respective countries, the 2007
participants and their mentors
reconvened in New York at the
end of May to share experiences
and discuss next steps.
“They went home not only
Robbi Luxbacher, ExxonMobil general
manager of corporate planning, says
the company will expand efforts to help
women and girls – especially in countries
where the company has a strong presence
and interest in capacity building.
as better businesswomen but
also as leaders advancing the
progress of their countries,”
says Melanne Verveer, chairman
of the board of Vital Voices
Global Partnership, the organization
that administers the
International Women Leaders
Mentoring Partnership on behalf
of its partners.
Verveer is delighted with the
strong – and growing – support
the program has drawn from
participating companies and
their executives.
In January, the ExxonMobil
Foundation was a key sponsor
of the Pan African Leadership
Summit for Women and Girls,
convened by Vital Voices in
Cape Town, South Africa.
“Your company’s participation
is an excellent example of how
business and other sectors of
society are joining together to
invest in women leaders who
are advancing
progress in
To learn more
exxonmobil.com/
their countries,” womenandgirls
says Verveer.
Through the program, more
women are expected to be mentored
in the future – especially
those in regions where the company
has a strong presence and
a long-term interest in capacity
building. But there are challenges,
and Luxbacher is realistic:
“In developing countries it’s
difficult to find women executives
in the energy industry; however,
this program helps address that
need.” the Lamp
13 Story by Shelley Moore Photography by Janice Rubin
14

An extraordinary journey
ExxonMobil commemorates
125 years of company history.
John D. Rockefeller Sr., principal founder of the Standard Oil Trust, in the 1930s.
One hundred twenty-five years ago
this year, John D. Rockefeller Sr. and
his colleagues established the Standard
Oil Trust. Prior to the trust’s creation,
Rockefeller and his partners had acquired
a majority interest in the New York-based
Vacuum Oil Company, which had been
founded in 1866. When created in 1882,
the trust also established the Standard Oil
Company of New York (Socony). At the
breakup of the Standard Oil organization
in 1911, the bulk of its assets went to
the Standard Oil Company (New Jersey),
which evolved into Exxon. Socony and
Vacuum became independent companies
and operated separately until they merged
in 1931 as Socony-Vacuum Corporation,
later to become Mobil Corporation. In
1999 Exxon and Mobil were reunited to
become the world’s largest publicly held
petroleum company. the Lamp
An Arabian American Oil Company (Aramco)
drilling rig keeps a lonely vigil in the desert of
Saudi Arabia in the late 1940s. Jersey Standard
and Socony were part-owners of Aramco.
ExxonMobil honors this historic year with a series
of images from the early days of the oil business.
Fluid Catalytic Cracking (FCC)
Unit No. 1, shown at Jersey
Standard’s Baton Rouge,
Louisiana, refinery in 1942,
made FCC technology the
industry standard for refining
gasoline, including highoctane
gasoline required for
World War II aircraft.
The Arrow, w a four-masted steel
barque, arrives in Hong Kong. It
was one of 20 ships that Anglo-
American Oil Company Limited,
Standard Oil’s UK affiliate, used
to carry case oil and kerosene to
the Far East around the turn of
the 20th century.
At left: An apprentice
standing on the poop deck
of the Arrow w in 1903.
This Vacuum Oil Company poster from the 1870s advertises
harness oils, which were among its earliest products.
One of the industry’s most popular advertising
campaigns was Humble Oil and Refining
Company’s “Put a Tiger in Your Tank” series.
This ad appeared in 1965.
15 Story by Bill Hale and Mike Long Photos from the archive collection of the Center for American History, University of Texas at Austin
16

17
Better tires will save fuel,
cut emissions Long
ExxonMobil Chemical Company
will commercialize a new product
that may revolutionize the
tire industry.
A blend of synthetic rubber
and nylon, the product allows
for lighter and more durable
tires that roll easier and maintain
proper air pressure far longer
than conventional tires. These
characteristics translate to vehicles
that use less fuel and, thus,
create fewer emissions.
“According to the Department
of Energy, underinflated tires
waste about 1.2 billion gallons of
fuel a year in the United States
alone,” says Mike Brownlow,
Story by Thomas L. Torget
butyl sales and marketing manager
for ExxonMobil Chemical.
“Consumers can help reduce
fuel usage by checking that they
have the proper tire pressure
more frequently – and a minimum
of once a month is recommended.
However, no matter
how often you check your tires,
a tire that holds air better will
have less underinflation on average,
thereby using less fuel.”
The new product features the
company’s Exxpro specialty elastomers
(an elastomer is a rubber,
typically used to impart elasticity
to a product), which are isobutylene-based
materials similar to
ExxonMobil’s Porter Shannon, staff research engineer in Baytown,
Texas, inspects a blend of butyl and nylon that’s formed into film for
use in tire innerliners. Tires made with the product are lighter, more
durable and hold air pressure longer than other tires.
a leader in the butyl rubber industry, ExxonMobil
Chemical will launch a new product to smooth your ride.
butyl rubber, used in hundreds of
products from footballs to conveyor
belts. Butyl rubber and its
younger cousin, halobutyl rubber,
prevent air leakage much better
than natural rubber or other traditional
synthetic elastomers, which
is why they have been used in
inner tubes and tires for more
than a half-century. ExxonMobil
researchers invented butyl rubber
in the 1930s, and the company
has long been a technology
leader in the butyl industry.
ExxonMobil Chemical makes
several types of butyl rubber,
supplied to tire manufacturers
and other customers worldwide.
Building a better mousetrap
Over the past several years,
ExxonMobil scientists developed
a revolutionary new form of
synthetic rubber, brand named
Exxpro specialty elastomers.
The material can be dynamically
blended with nylon to form a
unique alloy that combines the
flexibility and elasticity of rubber
with a low-air permeability. The
result is – simply put – a “better
mousetrap.”
“This new material is superior
in many ways,” says Howe-Yong
Hong, butyl marketing manager
for ExxonMobil Chemical. “Most
passenger tires today have a
halobutyl innerliner that’s about
0.8 mm thick and weighs about
2.2 pounds (1 kilogram). Our new
material can replace that design
with a liner about as thin and
light as a plastic bag. The weight
reduction is nearly 80 percent,
and the new liner does a far better
job of preventing air leakage.”
Butyl rubber invented by ExxonMobil
The genesis of the rubber used in most of today’s tires
to impart superior air retention properties was developed
in 1937 by ExxonMobil researchers Bill Sparks and Bob
Thomas. These scientists combined two materials to create
butyl rubber, a product with superior air barrier properties
versus natural rubber and other traditional synthetic
elastomers. This material, often called “regular” butyl, is
used in inner tubes, sports balls and other applications.
Halobutyl, a halogenated form of butyl rubber, is used in
innerliners for tubeless tires.
Proper pressure critical to tire safety
A tire with insufficient air pressure can wear faster, increase
fuel consumption, run hotter and is less safe than a properly
inflated tire. Underinflation can also lead to a blowout
while driving. Only when inflated properly can a tire perform
as designed, providing the driver with needed traction and
steering control.
Motorists should check tire pressure and tread wear
monthly. The correct tire pressure is provided by the
vehicle manufacturer and in the United States is normally
printed on a card attached to the driver’s door on the
doorframe. Remember: A car isn’t safe if its tires aren’t.
Studies show more than 25
percent of U.S. vehicle tires are
substantially underinflated, a
condition that not only wastes
fuel, but also is unsafe. An underinflated
tire generates heat and
leads to uneven wear, conditions
that can cause tire failure. That’s
why it’s important for motorists to
regularly check tire pressures to
ensure proper inflation.
ExxonMobil and Yokohama
Tire Company of Japan developed
the new product, which is
called Exxpro Nylon DVA. Over
several years, the companies
conducted research with alloys
of the new elastomer materials
and their use in tubeless tires.
Several tire manufacturers are
now testing the new material
and evaluating its application in
their respective product lines.
Saving energy while
expanding production
Producing isobutylene-based
synthetic rubber is a complex
and energy-intensive process.
Butyl rubber and Exxpro specialty
elastomers are manufactured
in frigid conditions
approaching minus 150 degrees
Fahrenheit (minus 101 degrees
Celsius). Achieving such low
temperatures consumes a tremendous
amount of energy. This
has recently changed, however.
“ExxonMobil’s research and
technology organizations developed
an amazing new process
that allows us to manufacture
butyl rubber and Exxpro specialty
elastomers in a substantially
warmer environment,”
says Brownlow. “That is a huge
breakthrough and is possibly
the most significant development
in the butyl industry in
nearly 50 years. It will allow us
to substantially increase our production
capacity at the manufacturing
sites with the technology
enhancement. So, we’re
increasing production while saving
energy and lowering costs.”
Pensacola
manufacturing plant
Exxpro specialty elastomers
manufactured at Baytown will be
shipped to Pensacola, Florida,
where ExxonMobil Chemical is
building a manufacturing plant
that will blend the products
with nylon. The resulting material,
known as a “dynamically
vulcanized alloy,” can be made
into sheets of film for use in tire
innerliners. The Florida facility will
be completed in 2008 and will
supply customers worldwide.
“ExxonMobil has a long history
of research and development
of butyl-based products,”
says Art Sullivan, ExxonMobil
Chemical’s Butyl Polymers
Global Business vice president.
“Our new Exxpro specialty elastomers
are just the latest innovation
to come from our industryleading
research and technology
organizations.”
Sullivan stresses that
ExxonMobil will continue to
manufacture and invest in butyl,
which has been a staple of the
tire industry for more than a halfcentury.
“World demand for tires
continues to grow, which means
demand for halobutyl is also
growing,” he says.
“That’s why since
2000 we’ve made
significant investments
in manufac-
To learn more
exxonmobil.com/
bettertires
turing facilities at Baytown that
have more than doubled our
butyl production capacity at this
site. Now we’re adding to that
capacity so we can expand the
supply of our Exxpro specialty
elastomers. We’ve also boosted
our production capacity in Japan
and France. These expansions
demonstrate ExxonMobil’s
continued commitment to supply
customers in the global tire
industry. We back that commitment
with 70 years of experience
in butyl rubber research
and development, services and
product know-how.” the Lamp
18

19
Mark Albers’ path to the oil patch
began more than 40 years ago
To say the oil business is in Mark Albers’ blood is an understatement.
The corporation’s new senior vice president
recalls a memory from when he was about 8 or 9 years old:
“My father was a crew chief
of a seismic crew that traveled
throughout Canada, then
Mississippi and, ultimately, the
offshore Atlantic and Gulf of
Mexico. I was born when the
crew was working out of Calgary.
My dad used to bring home
seismic cross sections and
lay them out on the floor with
several crayons. He’d ask my
brother and sisters and me to
find the faults and underground
structures. I was fascinated at
what lay below the earth’s surface,
and with my father’s help, I
identified my first fault right about
that time. Fortunately, he didn’t
have to rely on his children’s
interpretations to make a living.”
The attraction to the mysteries
of geology led Albers to pursue
a degree in petroleum engineering
at Texas A&M University.
Graduating in 1979, he interviewed
with 10 companies,
including Exxon.
“What impressed me most
about Exxon compared to the
others were the people and the
breadth of activities and opportunities.
There was so much
going on. It was apparent that
in a very short time I would be
working on significant drilling
Interview by Bob Davis Photography by Jim Reisch
and production opportunities in
some very large oil fields.”
South Texas learnings
After four to five years working
in the Friendswood and other
production fields in East Texas,
Albers assumed his first leadership
position as a supervisor
at the sprawling King Ranch
in South Texas. There was an
active drilling program under
way on the 800,000-acre property,
mostly gas wells that fed
the company’s gas plant on the
northern section of the ranch.
“The activity levels were such
that you received almost instant
feedback on the results of
your recommendations – what
worked and, equally important,
what didn’t.
“I worked for and with some
great people in both engineering
and operations. There was
a strong work ethic, and you
learned to spend each dollar of
the company’s money like it was
coming out of your own wallet.
Operators spent time with
me on their operating beats,
describing their challenges and
opportunities to increase production,
well by well.”
Australia bound
After a brief stint between 1989
and 1991 at Exxon Company,
International, in New Jersey,
where he was involved in the joint
Shell and Exxon gas production
and marketing venture in The
Netherlands, Albers landed his
first full-time international assignment
in Melbourne, Australia. He
was appointed engineering manager
and later operations manager
over the Bass Strait offshore production
operations, and the Long
Island and Longford gas plants.
“Australia is a special place for
our family. Our kids went through
their formative years of school
there, and our youngest daughter
was born there. We made a number
of long-lasting friendships.”
The family returned to Houston
in 1995 when Albers was named
manager of Exxon’s Western
U.S. production business. At
the time of the Exxon and Mobil
merger in late 1999, he was in
charge of the company’s Alaska
interests, involved in the negotiations
between ExxonMobil, BP
and ConocoPhillips to “equalize”
the three producers’ oil and
gas equity stakes under a single
all-encompassing agreement.
He was also put on a special
assignment involving the giant
Kashagan project, making numerous
trips to Europe, Kazakhstan
and Japan to address operatorship
issues, conduct government
discussions, review development
options and plan other aspects of
the complex project.
Offshore and inside Africa
In 1991, Albers was appointed
vice president of the Chad and
Nigeria operations for ExxonMobil
Development Company.
“One of my first projects
was the Yoho Early Production
System offshore Nigeria. This
was followed by the Erha project,
using a large Floating Production
Storage and Offloading vessel.
Tied to a network of undersea
wells, these vessels can process
250,000 barrels of oil a day, and
are capable of storing 1.2 million
barrels of oil onboard. Through
these projects, I saw firsthand
the strength of ExxonMobil’s
organization and fundamental
project approach – generating a
development concept that maximizes
the value of the resource,
and then executing that concept
flawlessly using disciplined project
management systems.”
He remembers the Chad
project, which involved building
a 600-mile pipeline to transport
crude oil from central Chad
through the jungle regions of
Cameroon.
“We were building the pipeline
through areas of Chad and
Cameroon where people had
never before seen an internal
combustion engine. ExxonMobil
and our contractors trained
many of the villagers to work
on the construction of the line,
and after training and instituting
safety awareness programs, they
achieved a remarkable 50 million
hours of work without a lost-time
accident.” Albers believes this
achievement is a testament to
the systems, procedures and
emphasis on safety that is a core
value of ExxonMobil.
He also reflected upon the
positive changes that occurred
in villages along the pipeline
route. “Each time we visited,
you could see changes in the
villages, the housing, people’s
work tools, clothing and their
access to potable water.”
An unforgettable call
In 2003, Albers received two
phone calls from then Senior
Vice President Rex Tillerson
and Director and Executive Vice
President Harry Longwell asking
him to come to Dallas to
work as executive assistant to
Chairman Lee Raymond.
Albers says the biggest things
he learned from the experience
were the value of patience and
the importance of timing.
“I worked 14 months for Lee,
and as I reflect on it, it was an
incredible privilege and honor
to work for someone who is
20

21
arguably a legend in the industry.
He had an acute sense for timing
– he instinctively knew when to
move, and when to hold, and he
had experience with governments
that dated back many years.
“Lee Raymond’s beliefs and
values regarding safety, discipline
and operational excellence are
not things he learned from reading
a book; they are values that
go to the core of who he is.”
Faith in people
In talking with Mark Albers, it’s
apparent he places a high value
upon ExxonMobil people, and
he recalls how much that belief
was solidified during his threeyear
presidency of ExxonMobil
Development Company.
“The most significant takeaway
I had from my tenure at
the Development Company was
the experience and quality of
the people. It all comes down
“We lead industry
because we are a
company made up
of leaders. My advice
to new employees is
don’t look for, or wait
for, a title to be the
leader you are.”
to people. The technology, the
financial capability, the project
management systems all come
from people, and it’s people who
deliver maximum value from
these capabilities every day.
That’s evident not only within
Development, but throughout all
of ExxonMobil.”
Albers enjoys spending time
with his family in his leisure
moments. “Some time back,
Cindy and I lost our second son a
few days after his birth. An event
like that reinforces the value of
spending time with each member
of the family because you don’t
know how much time you will
have with them. It also tests your
faith, and ours was validated and
strengthened in the process.”
Earlier this year the 50-year-old,
who also enjoys hunting, fishing
and most outdoor endeavors,
was named a senior vice
president of the corporation, with
responsibilities for ExxonMobil’s
worldwide project development,
gas and power marketing, and
upstream research activities. His
goals are defined and clear.
“I see the upstream first
and foremost building upon its
success in leading industry in
the unique ability to maximize
resource value through superior
technology, marketing, execution
and operating excellence – and
using that capability to see and
access the next wave of qual-
ity resource additions – with
an approach that is built upon
a foundation of excellence in
safety, environmental responsibility
and operations integrity.
“All of that takes leadership.
Everyone who is hired
by ExxonMobil is a leader, and
a leader knows how to constructively
influence people,
whether they are co-workers,
co-venturers or contractors. We
lead industry because we are a
company made up of leaders.
My advice to new employees is
don’t look for, or wait for, a title
to be the leader you are. It’s a lot
harder to influence somebody
without formal authority than with
formal authority, so learn how to
do that most effectively now.”
Looking ahead
What does Albers see down
the road?
“If history is any guide, the
only constant is going to be
change. But we know from
our 125-year heritage how to
capitalize on change through
the leadership of our people,
technology, discipline, ingenuity,
patience, integrity and creativity.
We don’t know exactly
what we’re going to see – but
what we do have are tried and
true principles that will help
ExxonMobil continue to maximize
value and navigate well
into the future.” the Lamp
Program helps world
communities foster
independence and growth
With well over 100 years of
global experience, ExxonMobil
has developed a coordinated
and focused approach to
enhancing the economic and
social opportunities associated
with finding, developing and
producing oil and gas.
This structured effort is called
“national content.” The term
comes from the program’s
ambitious goal: to ensure that
our presence in a host nation
helps develop human, social
and economic capacity – content
that benefits its people,
communities and businesses
over the long term.
Mike Fry and Jean A. Baderschneider
are co-chairs for ExxonMobil’s
national content program, which helps
develop people, communities and
businesses in countries where the
company has significant operations.
Photo by Janice Rubin
Story by Bill Corporon
22

ExxonMobil views the growth
of national content associated
with the operations of our affiliates
around the world as a strategic
focus area of our business with
tangible, definable components.
The company integrates a national
content strategy into our existing
business processes, which have a
history of providing proven results.
“ExxonMobil has engaged
in building national content for
decades,” says Mike Fry, vice
president, ExxonMobil Production
Company, Africa, and national
content team co-chair. “The level
of national content attainable in
each country has varied depending
on infrastructure, industrial
base, suppliers, and government
laws and regulations.”
But in each case, says Fry,
the goal is the same. “We want
the benefits of our projects to be
designed such that they are sustainable
over the long term.”
23
Equivalent Years of Training by Country 2000-2007
(For newer operations)
Nigeria 257
Equatorial
Guinea
397
Italy 47
Angola 548
Chad 146
Cameroon
48
ExxonMobil’s national content
efforts focus on three areas:
Workforce development –
training people in technical
and professional skills that are
needed for existing and future
projects and operations.
Supplier development –
increasing suppliers’ capability
to help them meet the
company’s global standards in
order to qualify for contracts
with ExxonMobil and others.
Community investment –
supporting infrastructure
growth as well as health
and educational programs.
Sakhalin
366
“We realize that one of the
most important contributions
we make to the countries where
we operate is supporting economic
growth and improving
the quality of life,” says Jean A.
At our newer affiliate
companies where
we have significant
activities, or future
projects under
construction,
ExxonMobil has
ongoing programs
to train and develop
operations and
maintenance personnel.
This effort
does not include
the total number of
national hires within
those countries.
Baderschneider, ExxonMobil
vice president of global procurement
and co-chair of the
national content team.
“But it also makes good
business sense. It fosters the
continuous development of a
reliable and sustainable local
supply chain, while maintaining
the company’s reputation as a
good corporate citizen and business
partner.
“ExxonMobil is committed to
enhancing the participation of
national and local suppliers. Our
projects and affiliates benefit
from the experience of suppliers
that understand the local
business and operating environment,”
Baderschneider says.
ExxonMobil’s work in developing
national content has received
international recognition. The
London-based CWC Group, a
global organization widely known
and respected within the energy
community, honored the company
for “Excellence in Capacity
Building in the Gulf of Guinea.”
ExxonMobil was cited for its
efforts to develop a systematic
approach for national content
in Angola, Chad, Cameroon,
Equatorial Guinea and Nigeria
and to build case studies for
guiding future endeavors.
Developing national content
is an ongoing worldwide
effort that involves a number of
ExxonMobil affiliates.
Some examples:
Building capacity of
a new supplier in
Equatorial Guinea
In the West African nation of
Equatorial Guinea, few local
businesses have the capability
to bid on jobs with global companies
such as ExxonMobil’s
affiliate, Mobil Equatorial Guinea
Inc. (MEGI). A notable exception
is NOMEX, a contract worker
staffing company.
The head of NOMEX is Basilio
Makadengue, an Equatoguinean
national who once worked
for MEGI. Makadengue bid to
replace an international company
that provided offshore
labor for MEGI’s operations.
“I learned a lot by working for
MEGI,” says Makadengue. “But
I had to learn a lot more to meet
ExxonMobil’s standards as a
supplier.”
As part of the change management
process, MEGI sat
Continued on page 26
MediSend trains technicians
“It’s a lot like boot camp,” says
Nick Hallack, CEO of MediSend
International, a Dallas-based
nonprofit organization providing
medical supplies to developing
countries.
“Boot camp” is an intense,
six-month course to teach technicians
from Africa how to repair
biomedical equipment – devices
such as defibrillators, blood
pressure monitors and ultrasound,
X-ray and MRI machines.
MediSend receives equipment
donations from hospitals, medical
facilities and manufacturers.
Its Biomedical Repair Lab in
Dallas, funded by a grant from
the ExxonMobil Foundation, provides
the resources to repair and
refurbish the equipment before
it’s shipped overseas.
The lab’s training program
addresses the need for qualified
technicians in countries that
receive medical equipment but
lack people with the skills to
repair it.
Seven students are enrolled
in the program – three from
Nigeria, three from Angola and
one from Equatorial Guinea.
“Our job is not simply to teach
MediSend instructor Trevor Johnson
teaches three students from Angola
how to repair a patient monitor. The
program trains future technicians in
countries that receive medical equipment
to keep it running properly.
Photo by Ed Lallo
these individuals a set of skills,”
Hallack says. “We want them to
take those skills home, use them
and help train others.”
24

Company commitment develops Nigerian capacity
In Nigeria, capacity building is a
major priority. ExxonMobil supports
the country’s goals for
economic progress by taking a
leading position in developing
national content.
“We take a proactive
approach,” says Oluseyi Afolabi,
Mobil Producing Nigeria’s general
manager of commercial
and Nigerian content. “We have
a national content division and
‘champions’ that are embed-
Photo by Keith Wood
25
ded in the functional groups. It’s
their job to identify and develop
Nigerian content opportunities
within their organizations.”
ExxonMobil works with local
vendors to help them qualify for
jobs. “We visit their facilities,” says
Afolabi, “identify areas where they
need to improve and then help
them make those changes.”
The Esso-operated Erha and
Erha North deepwater projects
off Nigeria’s coast included con-
tract awards to several Nigerian
companies for in-country fabrication,
logistics support, and
training and development for
Nigerian employees.
The Erha Floating, Production,
Storage and Offloading vessel
(FPSO) has been operated
and supported technically since
startup in early 2006 by a team
primarily comprising Nigerian
nationals.
Another achievement by our
Nigerian affiliates has been the
award of engineering services
agreements to seven local companies.
This will allow the companies
to conduct engineering
design work valued at up to
$60 million during the next
five years, demonstrating the
affiliate’s commitment to growing
the capacity of Nigerian companies
to be world-class engineering
services providers.
A comprehensive test of the Erha project subsea systems was the first ever
performed in West Africa and involved extensive use of Nigerian contractors.
down with the vendor to help
develop a checklist for making
the transition. “That’s common
practice for us,” says Paul
Sacuta, MEGI operations superintendent,
“but it was a new
concept for NOMEX.”
MEGI and NOMEX formed a
cross-functional team to work
the transition, which dealt with
such issues as improvement
of safety, controls, timekeeping
practices, preparation of invoices
and developing employee communications.
“Our contract with
MEGI has been a great challenge,”
says Makadengue, “but
they’ve had faith in me and have
been willing to work with me.
For that I am very grateful.”
Russian company stresses
safety and quality
In the early days of ExxonMobil’s
Sakhalin-1 project, the consortium
led by our affiliate, Exxon
Neftegas Limited (ENL), initiated
a contract with a small Sakhalinbased
company to complete a
modest remodeling job in 1997 at
one of ENL’s first office buildings.
Since then that local company,
SFERA, has won major
awards totaling hundreds of
millions of rubles for apartment
buildings, hotels, houses and
base camps.
SFERA’s business has grown,
its executives will tell you, in part
because of what they’ve learned
working with ExxonMobil.
“We’ve learned the risk of
trying to be one company
that does everything.”
Ahmat Oumar, Distribution Services
Angelo Bellizzi, SFERA’s director
of development, says ENL’s
greatest influence on his company
lies in two areas.
“The most important things
we learned from ENL were the
culture of safety and the need
for an emphasis on quality
assurance,” he says.
ENL managers also stressed
the importance of modern, highquality
equipment. “ExxonMobil
told us, ‘Sakhalin is a world-
At Sakhalin-1 in Russia, a local company
called SFERA learned how safety
and quality control are important foundations
of success and growth.
class project, and you must
compete with other world-class
companies.’ So we began a
major upgrading effort.”
Bellizzi says his company’s
relationship with ENL has made
SFERA more competitive and
enabled it to expand into other
businesses such as electricity
generation.
“Without ExxonMobil’s support
and transfer of technical
and other knowledge,” he says,
“we clearly would not be in the
position we are today.”
Chadian firm
focuses on quality
Esso Exploration and Production
Chad Inc., operator of the consortium
developing Chad’s oil
resources, is creating more business
opportunities for local suppliers.
Since the project began,
more than $1.8 billion has been
spent on local goods and services
in Chad and Cameroon.
A new program started in 2005
builds on this success by delivering
sustainable solutions to
promoting supplier development.
Since 2005, the local business
opportunities program has
helped develop local suppliers
by offering training and development
opportunities tailored to
their needs. This program is cosponsored
by the International
Finance Corporation, an arm of
the World Bank and the Chadian
Chamber of Commerce.
Ahmat Oumar’s company, Distribution
Services, won a contract from
ExxonMobil to build and operate a
waste management facility in Chad.
One of the recipients,
Distribution Services, a Chadian
firm, won a multinational bidding
competition by using
ExxonMobil’s electronic bidding
system (more than 200 other
local suppliers have also been
trained on the system), which
resulted in the construction and
operation of a waste management
facility in Chad, the first
of its kind. The new project will
employ more than 50 people and
has a total contract value greater
than $5 million.
To promote technology application
and capacity building,
skilled waste-management staff,
supported by the International
Finance Corporation, will go to
the Chad site to train and help
the Chadians as they start up
their new business.
Ahmat Oumar, head of
Distribution Services, says
ExxonMobil’s support has made
him more efficient. “We’ve
learned the risk of trying to be
one company that does everything,”
he says. “We know that
keeping a clear focus allows us to
improve the quality of goods and
services we provide.” the Lamp
26

Panorama
Around the world with ExxonMobil
Photo by Wayne Eastep
Last month, ExxonMobil Chairman and CEO Rex Tillerson (second from left) commemorated
ExxonMobil’s 125th anniversary by ringing the opening bell at the New York Stock Exchange.
Accompanying Tillerson at the brief ceremony was Henry Hubble, vice president of investor
relations and secretary of the corporation (third from left). See related story, page 15.
New board member
ExxonMobil shareholders have elected Steven S. Reinemund
to the board of directors. Mr. Reinemund is the retired chairman
and chief executive officer of PepsiCo, Inc. The board now
stands at 12 directors, 10 of whom are non-employees.
Mr. Reinemund also serves as a director of Johnson &
Johnson, Marriott International, Inc., and American Express
Company. He is the chair of the National Minority Supplier
Development Council and is a trustee of the United States
Naval Academy Foundation.
He is a graduate of the U.S. Naval Academy, serving five
years as an officer in the United States Marine Corps.
Mr. Reinemund served as chairman and chief
executive officer of PepsiCo from May 2001
until his retirement in October 2006.
A native of Australia, Dr. McGill
holds a bachelor’s degree and a
doctorate in chemical engineering
from Sydney University.
Senior Vice President
McGill retires
Dr. Stuart R. McGill, senior
vice president responsible for
the corporation’s exploration,
development, production,
gas and power marketing,
and upstream research businesses,
has retired after more
than 38 years of service.
Dr. McGill joined Esso
Australia Ltd. in 1969 as
an engineer in its production
department. During his
career, he was managing
director of Esso Production
Malaysia Inc.; chairman
and managing director of
Esso Australia Ltd.; chief
executive officer of Esso
Holding Company Holland
Inc. and of Esso B.V.,
Breda, Netherlands; and
president of Exxon Company,
International. Following
the ExxonMobil merger,
Dr. McGill held positions as
president of ExxonMobil Gas
& Power Marketing Company
and president of ExxonMobil
Production Company.
2006 Corporate Citizenship
Report available
ExxonMobil has issued its 2006
Corporate Citizenship Report describing
the company’s global efforts relating to
the economic, environmental and social
performance of its operations.
The report highlights:
An industry-leading workforce safety record,
with incidents at their lowest level ever.
A record low number of oil spills, continuing
our industry leadership.
Avoided about 8 million metric tons of CO 2
emissions last year alone due to energy
efficiency improvements since 1999.
Continued investments in cogeneration
capacity avoided global CO 2 emissions of
10.5 million metric tons in 2006.
The full report is available at
exxonmobil.com/citizenship
A typical LPG tanker requires lube volumes ranging from more
than 1,000 gallons (4,000 liters) to 6,600 gallons (25,000 liters).
Esso Australia: New bulk-loading location
gives lubes customers more options
With the upgrade of jetty facilities and new bulk-loading equipment at Long
Island Point on Australia’s south coast, Mobil’s marine lube customers now
have a new option for the efficient loading of lubricants to keep their vessels
operating at peak performance. Before Esso upgraded the Long Island Point
Jetty to allow bulk lube transfers, ships had to take on their lubes at facilities
in Queensland or in New Zealand. The lubes are blended at a plant in
Yarraville, 65 kilometers away, and transported to the facility by truck. “This
achievement provides us with an excellent opportunity to improve our service
to major marine lube customers,” said Mobil’s Greg Croaker, sales development
specialist. “It also gives us the ability to better service our LPG export
ships,” added Esso’s Deepinder Singh, marine supervisor.
ExxonMobil announces successful startup of
PxMax technology at S-Oil’s Onsan Refinery
ExxonMobil Chemical Technology Licensing LLC and
S-Oil Corporation have announced the successful
startup of ExxonMobil’s PxMax technology at S-Oil’s
Onsan refinery and chemical complex in South Korea.
David Starkey, global xylenes licensing manager,
ExxonMobil Chemical Technology Licensing LLC, said,
“S-Oil is an important refiner and petrochemical producer
in South Korea. We are very pleased that they have
selected our PxMax technology to increase their overall
paraxylene production and improve the cost-competitiveness
of their Onsan refinery.”
S-Oil’s refinery in Onsan, South Korea,
employs ExxonMobil’s PxMax technology
to boost paraxylene production.
Photo courtesy of Business Wire
27 28

Keone Hon (second from left) accepts congratulations for being named the 2007 Hispanic Heritage
Award national winner in Engineering and Mathematics from (from left) Rosendo Cruz, program officer for
education and diversity, ExxonMobil; Blanca De La Rosa, planning and business development manager,
ExxonMobil Refining and Supply; and Antonio Tijerino, president and CEO, Hispanic Heritage Foundation.
ExxonMobil names national winner of Hispanic Heritage
Youth Award in Engineering and Mathematics
Keone Hon of Kamuela,
Hawaii, is the winner of the
2007 Hispanic Heritage Youth
Award in Engineering and
Mathematics, sponsored by
ExxonMobil. Hon, a graduating
senior of Phillips Exeter
Academy in Exeter, New
Hampshire, was honored for
his outstanding accomplishments
in engineering and
mathematics during a special
Briefly
Last month, 24 Porsche teams driving
Porsche Cayenne sport utility vehicles filled
with Mobil 1 synthetic oil competed in one of
the world’s toughest automotive rallies, covering
more than 4,400 miles (7,100 kilometers)
of forests, deserts, mountains and plains over
14 days from Moscow to the Mongolian captial
of Ulaanbaatar.
ExxonMobil and the City of Dallas launched
the 2007 ExxonMobil Green Team by breaking
ground on the first of four new homes to
be built in the historic Joppa neighborhood
in conjunction with Dallas Area Habitat for
Humanity. The ExxonMobil Green Team, now
in its 26th year in Dallas, provides a summer
work experience for 100 high school students
from low- to moderate-income homes. The
program is supported by a $265,000 grant
from the ExxonMobil Foundation, which funds
student salaries and costs incurred by the
City of Dallas for administration.
ceremony in Boulder, Colorado.
In addition to his many
achievements in engineering
and mathematics, Hon was
chosen for his overall academic
excellence and commitment to
the community. As a national
award winner, Hon received
a $5,000 educational grant,
a laptop computer and a trip
to the award presentation,
plus the $3,000 scholarship
he received as a regional winner.
Hon will use the educational
grants to study at the
Massachusetts Institute of
Technology (MIT), where he is
interested in pursuing a degree
in math or physics. ExxonMobil
is also providing an additional
$15,000 grant to be administered
by the Hispanic Heritage
Foundation to support his educational
costs at MIT.
ExxonMobil Chemical Technology
Licensing LLC and Thai Paraxylene
Company Limited (Thai PX) announced
the successful startup of the first licensed
application in Thailand of ExxonMobil’s new
Olgone technology. The Olgone process
implemented at Thai PX’s Sriracha petrochemical
complex removes olefinic contaminants
from a heavy reformate feed, replacing
a traditional clay treatment process.
ExxonMobil has introduced a new highperformance
Mobil DTE 700 Series turbine
oil that’s designed for use in light- and moderate-duty
gas turbines, as well as steam
turbines. The product meets or exceeds
19 major industry and original equipment
manufacturers’ specifications for gas
and steam turbine oils, including those of
Alstom, General Electric, Mitsubishi Heavy
Industries and Siemens.
The Lamp is published for ExxonMobil
shareholders. Others may receive it on request.
It is produced by the Public Affairs Department,
Exxon Mobil Corporation.
Exxon Mobil Corporation has numerous
affiliates, many with names that include
ExxonMobil, Exxon, Esso and Mobil. For
convenience and simplicity in this publication,
those terms and the terms corporation,
company, our, we and its are sometimes used
as abbreviated references to specific affiliates
or affiliate groups. Similarly, ExxonMobil has
business relationships with thousands of
customers, suppliers, governments and others.
For convenience and simplicity, words like
venture, joint venture, partnership, co-venturer
and partner are used to indicate business
relationships involving common activities and
interests, and those words may or may not
indicate precise legal relationships.
Trademark Ownership: The terms Mobil 1,
Vacuum Oil, Mobil SHC, Mobil 1 EP, Mobil
Delvac 1, Mobil 1300 Super, Mobil SHC 600,
Mobil Jet Oil II, Mobil Jet Oil 254, HyJet 1V-A+,
Exxpro, PxMax, Olgone, Mobil DTE 700 Series,
Taking on the world’s toughest energy challenges
are trademarks, service marks, certification
marks, or proprietary process names of Exxon
Mobil Corporation or its affiliates. The following
terms are trademarks or service marks of the
entities indicated: Chevrolet Corvette, Cadillac
(General Motors); Acura RDX (American Honda
Motor Co.); Porsche (Porsche AG); Dodge Viper,
Mercedes-Benz AMG (DaimlerChrysler AG);
Caterpillar (Caterpillar, Inc.); Global Climate and
Energy Project (Stanford University); Fortune
Magazine (Time Warner).
Forward-Looking Statements: Outlooks,
projections, estimates, targets and business
plans in this publication are forward-looking
statements. Actual future results, including
demand growth and supply mix; ExxonMobil’s
own production growth and mix; resource
recoveries; project plans, timing, costs and
capacities; capital expenditures; revenue
enhancements and cost efficiencies; margins;
and the impact of technology could differ
materially due to a number of factors. These
include changes in long-term oil or gas prices
or other market conditions affecting the oil,
gas and petrochemical industries; reservoir
performance; timely completion of development
projects; war and other political or security
disturbances; changes in law or government
regulation; the outcome of commercial
negotiations; the actions of competitors;
unexpected technological developments;
the occurrence and duration of economic
recessions; unforeseen technical difficulties;
and other factors discussed here and under
the heading “Factors Affecting Future Results”
in item 1 of our most recent Form 10-K and on
our Web site at exxonmobil.com.
Frequently Used Terms: References to
resources, the resource base, recoverable
resources, barrels and similar terms include
quantities of oil and gas that are not yet
classified as proved reserves, but that we
believe will likely be moved into the proved
reserves category and produced in the future.
Discussions of reserves in this publication
generally exclude the effects of year-end price/
cost revisions and include reserves attributable
to equity companies and our Syncrude
operations. For definitions of, and information
regarding, reserves, return on average capital
employed, normalized earnings and other terms
that may be used in this publication, including
information required by SEC Regulation G,
see the “Frequently Used Terms” posted on
our Web site. The most recent Financial and
Operating Review on our Web site also shows
ExxonMobil’s net interest in specific projects.
Second-quarter earnings
ExxonMobil’s second-quarter net
income was $10,260 million, with
earnings per share up 6 percent from
the second quarter of 2006. Lower
natural gas realizations were mostly
offset by higher refining, marketing and
chemical margins. Record first-half net
income of $19,540 million increased
by 4 percent versus 2006.
ExxonMobil spent $5.0 billion on
capital and exploration projects in the
second quarter, and $9.3 billion for the
first half of 2007.
On an oil-equivalent basis, production
decreased by 1 percent from the 2006
second quarter. Excluding the cumulative
impact of entitlements and divestments,
as well as OPEC quota effects,
production was up nearly 4 percent.
Liquids production of 2,668 kbd
(thousands of barrels per day) was
34 kbd lower. Excluding cumulative
entitlement and divestment effects, as
well as OPEC quota impacts, liquids
production increased by 5 percent.
Upstream earnings were $5,953
million, down $1,181 million from the
second quarter of 2006, primarily
reflecting lower gas realizations, lower
gains on asset sales and the absence
of prior period tax items.
Downstream earnings were $3,393
million, up $908 million from the second
quarter of 2006, driven by higher refining
and marketing margins and the sale
of a German refinery. Petroleum product
sales were 6,974 kbd.
Chemical earnings were $1,013 million,
up $173 million from the second
quarter of 2006 on improved margins.
Prime product sales of 6,897 kt (thousands
of metric tons) in the second
quarter of 2007 were up 42 kt from
the prior year.
The corporation distributed a total of
$9.0 billion to shareholders in the second
quarter through dividends of $2.0
billion and share purchases to reduce
shares outstanding of $7.0 billion.
ExxonMobil quarterly financial summary
Second quarter First half
Millions of dollars, except per-share amounts 2007 2006 2007 2006
Functional earnings
Upstream $ 5,953 $ 7,134 $ 11,994 $ 13,517
Downstream 3,393 2,485 5,305 3,756
Chemical 1,013 840 2,249 1,789
Corporate and financing (99) (99) (8) (302)
Net income (U.S. GAAP) $ 10,260 $ 10,360 $ 19,540 $ 18,760
Net income per common share
– assuming dilution $ 1.83 $ 1.72 $ 3.45 $ 3.09
Special items $ 0 $ 0 $ 0 $ 0
Earnings excluding special items $ 10,260 $ 10,360 $ 19,540 $ 18,760
Other financial data
Total revenues and other income $ 98,350 $ 99,034 $ 185,573 $ 188,014
Income and other taxes $ 26,143 $ 27,088 $ 50,619 $ 51,558
Capital and exploration expenditures $ 5,039 $ 4,901 $ 9,261 $ 9,725
Dividends on common stock $ 1,961 $ 1,926 $ 3,786 $ 3,883
Dividends per common share $ 0.35 $ 0.32 $ 0.67 $ 0.64
Thousands of barrels daily, except for natural gas and chemical
Operating data
Net production of crude oil and
natural gas liquids 2,668 2,702 2,707 2,700
Natural gas production available
for sale (millions of cubic feet daily) 8,711 8,754 9,409 9,958
Oil-equivalent production
(6 million cubic feet = 1 thousand barrels) 4,120 4,161 4,275 4,360
Refinery throughput 5,279 5,407 5,491 5,477
Petroleum product sales* 6,974 7,060 7,085 7,118
Chemical prime product sales
(thousands of metric tons) 6,897 6,855 13,702 13,771
*Petroleum product sales data are reported net of purchases/sales contracts with the same counterparty.
29 30

energy demand is going up all over the world,
which is why we’re investing all over the world.
Latin America/Other
Russia/Caspian
8
3
North
Asia Pacific/
Middle East 14
America
25
15
Europe
17
Africa
ExxonMobil Investment 2002–2006
($US Billion)
Please address all Lamp correspondence, including
requests to reproduce any portion of the magazine,
to the editor at Exxon Mobil Corporation,
5959 Las Colinas Blvd., Irving, TX 75039-2298.
© 2007 by Exxon Mobil Corporation
9 Printed on recycled paper
Shareholders may elect to discontinue receiving
The Lamp or change their shareholder account
address by contacting ExxonMobil Shareholder
Services at 1-800-252-1800.
Shareholders may access their account
online at computershare.com/exxonmobil.
ExxonMobil Shareholder Services
P.O. Box 43008
Providence, RI 02940-3008
exxonmobil.com
Meeting the world’s rapidly growing need
for energy requires massive investment.
Which is why over the last 20 years we
have invested close to $280 billion—
more than we earned in profits over the
period—to search for new supplies, build
new production facilities, expand refining
capacity and deploy new, environmentally
sound technologies.
Over the past five years, we’ve spent
more than $80 billion around the world.
Nearly a third of this investment has been
in North America. Not just in projects
to ensure new oil and gas supplies
for American consumers, but also in
expanding our U.S. refining capacity—at
a rate 50 percent greater than the industry
over the past decade.
We also invested more than $1 billion
last year in technology applications and
research and development, including
ways to access, produce and use energy
with less impact on the environment.
These are investments that will help us
continue to meet the world’s growing
energy needs for years into the future.
PRSRT STD
U.S. POSTAGE
PAID
ExxonMobil
XOMLAMP0207

energy demand is going up all over the world,
which is why we’re investing all over the world.
Latin America/Other
Russia/Caspian
8
3
North
Asia Pacific/
Middle East 14
America
25
15
Europe
17
Africa
ExxonMobil Investment 2002–2006
($US Billion)
Please address all Lamp correspondence, including
requests to reproduce any portion of the magazine,
to the editor at Exxon Mobil Corporation,
5959 Las Colinas Blvd., Irving, TX 75039-2298.
© 2007 by Exxon Mobil Corporation
9 Printed on recycled paper
The Hibbert Group
400 Pennington Avenue
P. O. Box 8116
Trenton, NJ 08650-0116
exxonmobil.com
Address service requested.
Meeting the world’s rapidly growing need
for energy requires massive investment.
Which is why over the last 20 years we
have invested close to $280 billion—
more than we earned in profits over the
period—to search for new supplies, build
new production facilities, expand refining
capacity and deploy new, environmentally
sound technologies.
Over the past five years, we’ve spent
more than $80 billion around the world.
Nearly a third of this investment has been
in North America. Not just in projects
to ensure new oil and gas supplies
for American consumers, but also in
expanding our U.S. refining capacity—at
a rate 50 percent greater than the industry
over the past decade.
We also invested more than $1 billion
last year in technology applications and
research and development, including
ways to access, produce and use energy
with less impact on the environment.
These are investments that will help us
continue to meet the world’s growing
energy needs for years into the future.
PRSRT STD
U.S. POSTAGE
PAID
ExxonMobil

energy demand is going up all over the world,
which is why we’re investing all over the world.
Latin America/Other
Russia/Caspian
8
3
North
Asia Pacific/
Middle East 14
America
25
15
Europe
17
Africa
ExxonMobil Investment 2002–2006
($US Billion)
Please address all Lamp correspondence, including
requests to reproduce any portion of the magazine,
to the editor at Exxon Mobil Corporation,
5959 Las Colinas Blvd., Irving, TX 75039-2298.
© 2007 by Exxon Mobil Corporation
9 Printed on recycled paper
exxonmobil.com
Meeting the world’s rapidly growing need
for energy requires massive investment.
Which is why over the last 20 years we
have invested close to $280 billion—
more than we earned in profits over the
period—to search for new supplies, build
new production facilities, expand refining
capacity and deploy new, environmentally
sound technologies.
Over the past five years, we’ve spent
more than $80 billion around the world.
Nearly a third of this investment has been
in North America. Not just in projects
to ensure new oil and gas supplies
for American consumers, but also in
expanding our U.S. refining capacity—at
a rate 50 percent greater than the industry
over the past decade.
We also invested more than $1 billion
last year in technology applications and
research and development, including
ways to access, produce and use energy
with less impact on the environment.
These are investments that will help us
continue to meet the world’s growing
energy needs for years into the future.