ExxonMobil and Abu Dhabi

An ExxonMobil publication
ExxonMobil
and Abu Dhabi
promote cooperation
Breaking ground at Antwerp
What we do
when storms hit hard – part 2
PLUS
King Ranch
Economic growth
Industrial evolution
Breakthrough research OFC
2009 – Number 2

Viewpoint
1
Power
Transportation
Residential/
Commercial
Industry
Energy saved
through industrial
efficiency gains
Industrial evolution
New technologies can help businesses
become more energy-efficient.
0 25 50 75 100 125
Million barrels daily oil-equivalent
If you drive a fuel-efficient car, you are helping
the environment by conserving natural
resources and reducing emissions of carbon
dioxide (CO2) and other greenhouse gases.
But what about the energy it took to produce
the fuel and the other products we
use? Can efficiency help there, too?
The answer is yes. Businesses are major
consumers of energy. In creating and delivering
the goods and services we depend
upon, they use large quantities of electric
power and other energy sources. For example,
the industrial sector alone accounts for
about one-third of total energy consumption
worldwide and more than 25 percent of
energy-related CO2 emissions.
By improving energy efficiency, and taking
advantage of advanced efficiency technologies,
industries have a tremendous opportunity
to contribute to the global effort to
reduce greenhouse gas emissions.
At ExxonMobil, our high-efficiency cogeneration
facilities throughout 10 U.S. sites
generate up to 2,400 megawatts of electricity,
while also producing steam and useful
heat needed for industrial processes. At our
refinery in Beaumont, Texas, one cogeneration
plant – our largest worldwide – can
produce about 500 megawatts of electricity,
which not only powers refining operations
but also supplements the local power grid.
We have invested more than $600 million
Estimated 2030
world primary
energy demand
by sector
in U.S. cogeneration facilities commissioned
since 2004. When combined with our global
cogeneration capacity, these investments
have helped reduce global greenhouse gas
emissions equivalent to taking more than
1 million cars off U.S. roads.
Clearly, increased energy efficiency
is good for the environment. But it also
enhances the global business environment.
Companies can reduce costs, increase
productivity and benefit shareholders by
using advanced technology to make their
operations more energy-efficient – a valuable
asset during challenging economic times.
The International Energy Agency calls
efficiency a “triple win” solution – boosting
economic performance, strengthening
energy security and reducing greenhouse
gas emissions.
We agree. ExxonMobil has systematically
worked to improve efficiency at our global
operations, and we are making large investments
in research and development of technologies
that can advance the efficiency of
how we produce energy and how consumers
use our products.
Today, companies and nations are being
challenged to find creative ways to restore
economic growth while protecting the environment.
Investing in energy efficiency can
help accomplish both.

Rex W. Tillerson
Chairman and CEO
Mark W. Albers
Senior Vice President
Michael J. Dolan
Senior Vice President
Donald D. Humphreys
Senior Vice President
Andrew P. Swiger
Senior Vice President
Kenneth P. Cohen
Vice President-Public Affairs
David S. Rosenthal
Vice President-Investor Relations and Secretary
Bob Davis
Editor
Pat Gabriel
GCG
Art Director
Len Shelton
Photography Coordinator
Cynthia Solomon
Production Coordinator
Frances Bruscino
Distribution Coordinator
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.
In this issue
1
Viewpoint
Industrial evolution
3
Innovation is key
Chairman Tillerson addresses
global energy challenges
5
Exploring breakthrough
technologies
Options for innovative
energy solutions
23 7 14
Upfront
The goal of the Global Climate
and Energy Project (GCEP),
based at Stanford University
and founded in 2002 with major
support from ExxonMobil, is to
develop research-based, scientific
solutions to help countries
address energy and environmental
issues.
Earlier this year, Chairman
and CEO Rex W. Tillerson spoke
at Stanford, noting how GCEP
promotes the practical problemsolving
necessary to advance
broad-based commercial solutions.
Chairman Tillerson went on
to discuss ExxonMobil’s contributions
to this effort, with breakthrough
research in such areas
as advanced polymer film for
electric-vehicle batteries, hydrogen
fuel-cell technology and
7
When storms hit hard
Getting products to customers
when and where they’re needed
12
Much more than a plan
How lessons learned aid
storm response, recovery
14
New cogeneration
plant starts up
Antwerp facility improves
efficiency and cuts emissions
17
Promoting cooperation
in Abu Dhabi
Technology, creativity boost
field recovery at lower cost
21
Reigniting economic growth
Energy industry’s role in
restoring confidence
2 3
Old friend, new lease
ExxonMobil extends decadeslong
relationship with King Ranch
Technology key to
ExxonMobil and Abu
Dhabi relationship
A new technology center,
artificial islands and
an innovative drilling
organization highlight efforts
to increase oil recovery at the
Upper Zakum field.
Cover photo courtesy of ZADCO
advanced research in biofuels –
including liquid-fuel production
from algae and biomass.
A summary of his Stanford
speech begins on page 3.
This issue’s cover story (page
17) explores how close cooperation
and technical prowess by
ExxonMobil, the emirate of Abu
Dhabi, the Abu Dhabi National
Oil Company and Japan Oil are
meeting the challenges in developing
the world’s fourth-largest
oil field. This complex project is
expected to boost daily production
at the 50-billion-barrel Upper
Zakum field, helping to meet
future world energy demand.
The conclusion of our
two-part series on hurricane
preparation and response starts
on page 7, and profiles how
the company’s refining, supply,
lubes and fuels-marketing
organizations safely overcame
the effects of Hurricanes Gustav
and Ike to get needed products
to customers. A related
story (page 12) details how
the Beaumont Chemical Plant
restored operations after more
than eight feet of seawater and
mud impacted the facility.
Plus, stories on pages 23 and
14 explore ExxonMobil operations
at the King Ranch and in
Antwerp, Belgium.
We hope you enjoy this issue
of The Lamp.
Bob Davis
Editor
27
A helping hand Down Under
ExxonMobil aids communities
after devastating wildfires
29
Panorama
Business highlights
from around the world
30
ExxonMobil quarterly
financial summary
2
17

Meeting global energy
and environmental challenges through innovation
3
Chairman Tillerson began his
speech by saluting six years of
promising energy research at the
Stanford-based Global Climate
and Energy Project (GCEP),
founded in 2002 with ExxonMobil
as lead sponsor. He noted that
GCEP’s network of scientists,
engineers, researchers and students
involves 20 research institutions
on four continents, with
Stanford at the hub. “GCEP’s
work is ultimately about laying
the scientific foundations for
practical problem-solving that will
help advance broad-based commercial
solutions,” he said.
Technology, said Tillerson, is
the single, most vital element that
should unite all efforts to attain
our energy and environmental
goals. He said ExxonMobil has
invested more than $6 billion in
technology in just the past six
years, and maintains several
company research centers in the
United States and elsewhere.
“Our 14,000 scientists and engineers
are part of the broader
technical and scientific community
dedicated to energy and
environmental problem-solving
through technology innovation.”
Oil, natural gas continue as
prime energy sources
While the current global economic
downturn has reduced
energy demand and prices,
Tillerson said the world econ-
Story by Thomas L. Torget
In a February speech at Stanford University,
ExxonMobil Chairman and CEO Rex W. Tillerson
described the critical role of technology in meeting
the challenge of delivering more energy while
reducing greenhouse gas emissions.
omy will recover, and so too will
energy demand.
Growing populations in
developing countries will drive
increased energy demand, which
is expected to be 35 percent
higher in 2030 than in 2005.
Meeting this demand requires
that we develop all economic
and environmentally sound
sources of energy, including oil
and natural gas, which Tillerson
described as “abundant, available,
versatile and affordable.”
Tillerson noted that huge
investments over many decades
have enabled oil and gas to meet
nearly 60 percent of world energy
needs today, and that these
same fuels will meet the majority
of world energy demand through
at least 2030. Alternatives such
as solar, wind, nuclear and biofuels
will make a significant and
growing contribution, but no
single energy source solves the
dual challenge of meeting growing
energy needs while reducing
emissions. “For now and the foreseeable
future, an integrated set
of solutions is required,” he said.
Turning to environmental
challenges, Tillerson explained
that thanks to greater energy
efficiency and growing use of
cleaner fuels such as natural
gas, greenhouse gas emissions
are expected to decline in some
developed economies. U.S.
energy-related carbon-dioxide
emissions are approaching a
plateau and will decrease over
the next two decades, he said.
“These trends are set to continue
and potentially accelerate,
not only in the United States but
in other developed economies
as well.”
Greenhouse gas emissions
to rise in developing nations
But the challenge of reducing
greenhouse gas emissions is
more daunting for developing
economies, said Tillerson. “By
2030 China’s carbon-dioxide
emissions will be comparable
to those of the United States
and Europe combined,” he said.
“Even with dramatic gains in efficiency,
rising demand for energy
will continue to push related
carbon-dioxide emissions higher
through 2030, an increase of 28
percent from 2005.”
Tillerson noted that any new
technology – however promising
– faces practical barriers in
bringing it to the energy marketplace.
These barriers include
performance, cost, safety,
environmental impacts and consumer
acceptance.
He said ExxonMobil’s integrated
approach to increasing
supplies and reducing emissions
is exemplified by the company’s
Global Energy Management
System. The system involves daily
tracking of more than 12,000
energy variables throughout the
company’s refining, marketing
and chemical operations. “Since
2000, we have identified $1.5 billion
in potential efficiency savings,
and approximately 60 percent of
those savings have been captured
to date,” he added.
New technologies
in transportation
Tillerson mentioned several
ExxonMobil technologies that
are improving energy efficiency in
the transportation sector. These
include tire liners that keep tires
inflated longer, advanced fuel

economy engine oil and lightweight
automobile plastics.
ExxonMobil’s internal research,
said Tillerson, has produced
breakthrough technology involving
separator film made from
advanced polymers. This film can
significantly enhance the power,
safety and reliability of lithium-ion
batteries used to power hybrid
and electric vehicles.
Hydrogen fuel-cell technology
is another area pioneered
by ExxonMobil and its research
partners, said Tillerson. This
technology converts traditional
hydrocarbon fuels into hydrogen
directly onboard the vehicle,
eliminating the need for separate
infrastructure to produce and
distribute hydrogen. “Measured
on a well-to-wheel basis, this
on-vehicle fuel system could provide
up to 80 percent better fuel
economy and emit 45 percent
less carbon dioxide than today’s
vehicles,” he noted.
One of the most promising
areas of ExxonMobil’s research,
said Tillerson, involves advanced
biofuels, including production of
liquid fuels from algae and biomass
conversion. He said these
technologies could reduce green-
house gas and land use impacts
as compared to first-generation
biofuels such as ethanol.
Sound government
policies needed
Tillerson stressed that the complexities
of new technologies and
the enormous scale of the global
energy market mean that technological
transformation takes
time. That’s why government
policies must allow for long-term
planning and disciplined investments
that lead to technological
advances. Tillerson called for
governments to provide invest-
ment stability by implementing
simple, transparent and predictable
policies to mitigate greenhouse
gas emissions.
“Consistent with that view,
we believe a carbon tax would
be a more effective policy option
to reduce greenhouse gas emissions
than alternatives such as
cap-and-trade,” said Tillerson.
“A carbon tax should be offset
by tax reductions in other areas
to become revenue-neutral for
government.” the Lamp
4

5
Energy conference
explores breakthrough technologies
Leading experts in breakthrough
energy technologies
from the United States and
Europe gathered in London
earlier this year to share
ideas and perspectives on
key issues, including hydrocarbon-productiontechniques,
improved efficiency
in transportation, carbonemission
mitigation and
alternative-energy options.
Story by Thomas L. Torget
The Financial Times Energy
Conference, sponsored by
ExxonMobil, explored technology
options that could help
meet increased energy demand
in efficient and environmentally
responsible ways.
The ideas discussed included
innovative approaches to oilsands
production, extended-
reach drilling, wave energy,
advances in batteries (both for
vehicles and for storing energy
produced by hydro or wind
power), hydrogen-powered
cars, thin-film solar cells and
advanced biofuels.
Attended by more than 100
specialists in the field of energy
technologies, the conference
provided participants with the
opportunity to question the
experts, exchange ideas and
network with peers.
Debates concentrated on four
topics: new techniques that offer
innovative approaches to find,
produce and deliver hydrocarbon
reserves; technological innovations
that allow industries to use
energy more efficiently; advancements
in the large-scale reduction,
removal and storage of carbon
dioxide; and developments
During his panel presentation,
ExxonMobil’s Nazeer
Bhore (second from left)
discussed a number of
promising technologies to
increase vehicle efficiency
and lower emissions.

in alternative-energy resources.
Chaired by Neil Hirst of the
International Energy Agency, the
conference included speakers
such as the chief scientific advisor
to the British government, representatives
from eight leading universities
and research institutions,
and specialists from Schlumberger,
BP, General Motors, GE, Air
Liquide, ALSTOM Power and
IBM. Professor Lynn Orr, former
Global Climate and Energy Project
director, Stanford University, was a
speaker, along with ExxonMobil’s
Nazeer Bhore, Corporate Strategic
Planning senior technology advisor.
In addition, Professor M. Stanley
Whittingham of the State University
of New York, who helped invent
lithium-ion battery technology as
an Exxon employee in the 1970s,
was a key speaker.
Technology improvements
During the conference, Bhore
discussed how new technologies
can improve vehicle efficiency
and reduce greenhouse gas
emissions.
“In the short term, we need to
improve the efficiency of engines
and transmissions, use improved
tires, and also make vehicles
lighter and more aerodynamically
efficient,” he said.
“In the mid-term, we will also
need to further develop advanced
power trains, such as hybrids and
advanced diesels, such that their
cost is lowered to promote widespread
adoption.
“For the longer term, we need
step-out technologies involving
hydrogen fuel cells, electric cars
and next-generation biofuels. I’m
enthusiastic about all of these
options.”
Bhore said ExxonMobil is
developing a highly promising
technology that can produce
hydrogen from liquid fuels
onboard a vehicle. The technology
uses a process called
reforming to chemically convert
gasoline, diesel or biofuel into
fuel cell-ready hydrogen.
“This is very exciting because it
offers the potential to avoid many
of the problems that make hydrogen
use for transportation fuel
such a huge challenge,” he said.
“These challenges include finding
ways to make hydrogen in large
volumes, and then distributing it
and storing it economically and
safely. None of that is easy.”
Bhore reported that
ExxonMobil engineers estimate
this new on-board hydrogengeneration
technology on a fuelcell
vehicle can reduce fuel consumption
and greenhouse gas
emissions by 45 percent or boost
fuel economy by 80 percent.
He noted that this hydrogen
technology is just one of many
innovations ExxonMobil is pursuing,
through its own research or
in collaboration with others, to
improve vehicle efficiency. Other
efforts include the company’s
recently introduced battery
separator
film technology,
as well
as numerous
projects involving biofuels and
step-out engine technologies.
“As a society, we must
To learn more
http://www.ftconferences
.com/energytechnologies
aggressively pursue a portfolio
of options that potentially can
improve vehicle efficiency and
reduce greenhouse gases,
while also meeting society’s
continuing needs for reliable
and affordable transportation
fuels,” he said. the Lamp
Some findings
There is no silver bullet to the energy challenges
the world is facing, and a variety of innovative and
collaborative solutions is required.
The energy future will be more diverse, with
energy efficiency playing a major role in meeting
the challenges.
Carbon capture and storage is a key option that
must be further developed and explored as part
of efforts to manage greenhouse gas emissions.
Meeting the challenges will require substantial
progress in technology, and will depend on scientists
and engineers to come up with solutions that
are both scalable and cost effective.
6

7
What we do
when storms hit hard
Second of two parts
Soon after Hurricane Gustav
made a surprise, inland assault
on Baton Rouge, Louisiana,
last September, Tom Moeller,
ExxonMobil director of refining,
Americas, arrived in the city to
survey the storm damage that
had shut down operations at the
company’s second-largest U.S.
refinery. En route from the airport,
he observed long lines of anxious
motorists at the few service stations
that had the fuel, electrical
power and staffing to remain
open for business.
“Scenes like that illustrate the
role our industry plays in supporting
the everyday infrastructure
of society,” says Moeller. “It’s
why we needed to get back up
and running quickly.”
When hurricanes hit, restoring
normal operations is a guiding
principle throughout ExxonMobil’s
downstream business – from
refining and supply, to pipeline
and marine transportation, to
John Palaszczuk leads a hurricane
preparation drill at the
Fairfax, Virginia, headquarters of
ExxonMobil’s Refining, Supply,
Fuels Marketing and Lubricants/
Specialties organizations.
Story by Shelley Moore Christiansen and Richard Cunningham
From Texas to Louisiana, the Gulf Coast region
is home to the nation’s highest concentration of
refining and supply operations, a host of terminals,
the origination points of the nation’s largest
pipeline systems and extensive fuels-marketing
networks. It has also been landfall for some of
history’s most destructive hurricanes.
fuels and lubes marketing.
As storms approach,
ExxonMobil’s goal is to keep
operations in the region going
wherever they safely can.
Where business is interrupted,
company teams work quickly
to restore product supply – or
develop alternate, interim solutions.
And they do it on a foundation
of rigorous planning and
preparation that has repeatedly
kept ExxonMobil a step ahead
of the industry in times of crisis.
Lessons learned
Taking lessons learned from
such storms as Gustav and Ike
in 2008 and Katrina and Rita in
2005, the company’s hurricaneresponse
teams routinely conduct
training and other emergency-response
scenarios.
They fine-tune day-to-day
storm watch action plans and
update employee tracking data
to make sure workers are safe
if they have to evacuate. Team
members conduct simulation
Photo by Robert Seale

drills with internal and external
partners, and plan where extra
fuel might come from. And
they provide information, guidance
and support to industry
associations, states, counties
and municipalities regarding
fuel-specification and other waivers
that are considered when a
storm is on its way.
“Our ability to supply fuel to a
particular marketplace where and
when it’s needed improves dramatically
if we can temporarily shift
from delivering, for example, 12
formulations to delivering five or
six,” says Erskine Frison, products
optimization manager, Americas.
“One of the core strengths that
sets ExxonMobil apart from other
companies during critical periods
is the way we’re organized,”
says Greg Cunningham, U.S.
supply operations manager. “We
work with many groups within
our company – production,
transportation, refining, supply,
marketing – on a daily basis
within our integrated business
team process. During a hurricane,
we just take that process
and accelerate it.”
Hurricane watch
ExxonMobil operates four
Gulf Coast-area refineries –
in Baytown and Beaumont,
Texas, and in Baton Rouge and
Chalmette, Louisiana – accounting
for nearly a quarter of the
Ominous clouds portending Hurricane Ike’s wrath loom over a Houston-area refinery.
The storm actually tracked up the ship channel where many refineries are located.
region’s industrywide refining
capacity of about 8 million barrels
of crude oil a day.
When a major hurricane is still
seven days away from landfall, it
is far too soon to predict which,
if any, ExxonMobil refineries may
be affected. Nevertheless, preemptive
inspections and preparations
occur to assure that facilities
are well-prepared for severe
weather conditions.
As the landfall clock winds
down, the hurricane’s path may
still be uncertain. “But once
it hits, you can’t hide,” says
Moeller. So, with about four
days to go, the coastal refineries
(Baytown, Beaumont and
Chalmette) proceed either to
shut down or to shift into what’s
called “safe park,” a reducedoutput
state that helps conserve
crude oil and other key supplies
that may soon be interrupted by
the storm.
While refineries close to the
coast are more exposed to the
effects of severe weather, Baton
Rouge, a hundred miles inland, is
more protected and more likely
to maintain operations. After a
storm, Baton Rouge’s continued
output can become vital to the
industry as a whole, providing
emergency supplies to downstream
pipelines and terminals to
keep fuel moving to regions far
away from impacted areas.
8

9
Helping communities
and businesses
“For hurricanes, we expand our
philosophy of keeping our own
system adequately supplied to
one of helping the overall industry
get back to normal,” says
Cunningham.
ExxonMobil refineries also help
their surrounding communities
during power outages, providing
electricity from their cogeneration
plants for use by area households
and businesses.
The company’s Supply organization
identifies and buys additional
volumes of fuel before it’s
clear that the company needs
them to make up for the shortfalls
that sometimes occur. Those
sources might be from locations
several days away, like New York.
They may even be cargoes at
sea – during Hurricanes Gustav
and Ike the company diverted 14
waterborne cargoes from other
geographic markets, including
Europe and Asia, to fill gaps
in supply while the Texas and
Louisiana refineries were coming
back up.
“From the downstream perspective,
our biggest challenge
is to keep fuel moving, not only
to customers in the hurricane
zones but to all the others who
depend on refined products
from the Gulf Coast,” says Mark
DiZio, manager of global products
supply and trading.
“People in places like North
Carolina sometimes wonder, ‘If
Members of the company’s
Supply response team conduct
drills before hurricane season to
continuously improve the organization’s
effectiveness when a storm
hits. Seated in foreground (left
to right) are Andre Pennington,
Donna Scanlon and Ryan House.
Adel Abunasser (left) and Greg
Cunningham are pictured at rear
discussing the exercise scenario.
Photo by Robert Seale

Photo by Mark Wilson/Getty Images
the hurricane struck Texas, why
are we without gasoline?’” adds
John Palaszczuk, manager of
U.S. product trading. “The answer
is often related to the length and
complexity of the supply chain,
variations in product specifications
and industry infrastructure.”
Minimizing those disruptions
on a local, regional or
national level is a top priority
for ExxonMobil and its affiliates.
For example, the company’s
marine affiliates play a vital role
in maintaining the critical flow of
energy by safely and efficiently
moving or redirecting important
cargoes to affected markets to
help restore the flow of crude oil,
feedstocks, refined products and
chemicals.
ExxonMobil Pipeline Company
(EMPCo) also plays a critical
infrastructure role to minimize the
impact of hurricanes on crude
and refined products deliveries.
Securing and coordinating the
placement of portable generators
at key pipeline and terminal
facilities is but one example of
EMPCo’s efforts to restore power
and resume operations quickly,
safely and flawlessly.
Lubricants’ customer focus
Similarly, the lube-oil blend
plants on the Gulf Coast readied
themselves for the hurricanes,
idling operations, moving product
inventories into the network
and staging response teams
in the area. Within days of
each hurricane strike, delivery
operations were restored, and
the plants were operational,
but raw material supplies were
critically impacted. ExxonMobil’s
Lubricants & Petroleum
Specialties Company relies on
ExxonMobil refineries for basestocks
and company chemical
plants for much of its supply
of polyalpha olefins used in the
blending of high-quality lubes
and other products.
“We built up significant
product inventory in preparation
for the hurricane,” says
Lynne Lachenmyer, operations
vice president of Lubricants
An emergency worker inspects damage in front of Houston’s JP Morgan Chase Tower
the morning after Hurricane Ike passed through the city on September 13, 2008. The
storm made landfall in the middle of the night, causing extensive damage to buildings.
and Specialties. “Despite these
efforts, the storm’s impact
was significant. We took quick
mitigation steps to manage the
disruption of our base-oil supply,
ensuring supply to singlesourced
customers and those
providing emergency response.
Unfortunately, customer allocations
were required to manage
supplies. Communication was
key throughout this process. We
were in regular contact with our
customers, providing them with
updates on our recovery plans.”
Marketing’s timely
response
ExxonMobil has 81 companyowned
stores in the Houston
area and 275 distributor locations,
which are Exxon- or
Mobil-branded stations that are
owned and operated by others.
All were closed as a result of Ike.
Few were damaged in the storm
but most needed emergency
power to reopen.
“We keep 100 large emergency
generators staged in
three cities within 200 miles of
the Gulf Coast,” says Mike Gore,
company-owned retail store
manager. “The generators are
big enough to run all aspects
of a retail site. Since all of our
stores are designed to ‘plugand-play,’
we deliver the generator,
plug it in and run the site as
if it were on grid power.”
The generators are loaded on
flatbed trucks and ready to roll
well before a hurricane makes
landfall. A generator can be
powering any company-owned
store within 24 hours.
And after Ike, ExxonMobil was
able to offer 20 of its extra generators
to distributor locations
until power from the grid was
restored.
“Before the storm, we made
sure that our key stores on
evacuation routes had plenty of
fuel and stayed open as long as
possible,” Gore says.
“After the hurricane passed,
we reopened those same stores
quickly so that people could get
back into affected areas. We had
10

Coordination team ensures
critical business continues
Well before Hurricane Ike made landfall, ExxonMobil activated
its Regional Response Coordination Team (RRCT) to monitor
the storm and take the necessary steps to ensure business
continuity, ultimately deploying more than 400 essential personnel
to the company’s Pegasus Place facility in Dallas.
The purpose of the RRCT, which consists of representatives
from all business and service lines including Information
Technology, Facilities Management, Procurement, Safety,
Health and Environment, Security, Human Resources and
other support groups, is to provide cross-functional coordination
during the recovery efforts and to assist in operating
ExxonMobil’s businesses as smoothly as possible while the
affected infrastructure is returning to normal.
For example, the company’s Global Real Estate and
Facilities unit coordinated the inspection of more than 9,000
Houston-area offices and workstations within five days of
landfall, assessing damage and initiating repairs, and making
sure facilities were safe for staff to return to work.
Information Technology (IT) assigned personnel to the
Houston data center who worked in shifts around the clock
during and after the storm to ensure ExxonMobil’s critical
processes were not interrupted. Facilities and IT also collaborated
to provide close to 500 alternative work locations
for employees in the early recovery phase.
The company’s Procurement group placed close to 1,000
purchase orders to support the immediate recovery process,
from portable generators to more than 10,000 bottles
of water for employees, while utility and city services were
unavailable.
“Communication is key,” says Andreas Goldschmid, of the
RRCT leadership team. “To ensure business continuity, we
coordinate not only with every ExxonMobil company, but with
the weather service, government and emergency-response
officials, employees and contractors to make sure we understand
and manage the cross-functional needs of the corporation
while getting activities safely back to normal.”
11
limited products, but we focused
on the things people needed
most: fuel, water, batteries and
ice. And our retail employees
were crucial to this effort, going
above and beyond what was
expected during the evacuation
and recovery periods.”
Each ExxonMobil store
reopened only if members of
Gore’s team were certain they had
what they call the three “P’s” in
place: People able to safely come
back to work; Product to keep
the location stocked with fuel; and
Power supplied either by a generator
or by the utility company.
More trucks and drivers
After Hurricane Ike, ExxonMobil
opened stores in Houston days
ahead of most other suppliers,
so additional fuel trucks were
brought in to meet the demand.
“Our base operation in Houston
is eight trucks with 25 drivers,”
says June Harper, North America
customer service manager. “To
respond to Ike, we increased that
to 14 trucks and 43 drivers. We
brought in trucks from nearby cities
and flew the drivers to Texas
from across the country.”
Normally, one truckload of
gasoline – about 9,000 gallons –
lasts two or three days. Larger
stores might take two truckloads
a day, but when there are cars
waiting in line, a load lasts barely
four hours.
For safety, extra drivers were
used to make sure the trucks
could keep running around the
clock and that the drivers would
get enough rest between shifts.
In the aftermath of Gustav
and Ike, the safety record across
the entire retail organization was
outstanding. Even with all of the
extra drivers and more than 700
workers helping to reopen stores,
there was not a single accident.
Focused response
to hurricane fury
Although hurricane landfall,
severity and impact are unpredictable,
the ExxonMobil
response is second to none. The
focus is on taking care of our
people, facilities, customers and
communities where we operate.
“We plan, prepare and have
strong processes in place
across the downstream to deal
with hurricanes,” notes Denny
Houston, who leads the downstream
hurricane response
organization. “We quickly and
fully utilize our
flexibility, experience
and global
collaboration
to manage the response. The
To learn more
exxonmobil.com/
stormupdates
ExxonMobil response to Gustav
and Ike is a great story for our
shareholders, employees, customers
and communities. We
are all proud of what we accomplished
as a team.” the Lamp
After Hurricane Ike, ExxonMobil was able
to open its Houston retail stores days
ahead of most other suppliers, and extra
drivers and trucks were brought to the city
to keep deliveries moving to customers.
Photo by Gary Blockley

Much more than a plan
Last year’s hurricanes in the Gulf of
Mexico left scars on the coast and
affected chemical markets worldwide,
but lessons learned from earlier storms
helped ExxonMobil employees respond
much faster this time around.
Photo by Guiseppe Barranco/The Beaumont Enterprise
Call it a worst-case scenario. A
major hurricane fills the Gulf of
Mexico and lands on the most
heavily industrialized stretch
of the upper Texas coast.
ExxonMobil’s Houston offices
lose power, and several of the
company’s manufacturing sites
are damaged. Specialty products
– some supporting global
supply networks – are suddenly
unavailable to customers in the
Americas, Europe and Asia.
Although it’s the kind of emergency
that ExxonMobil employees
plan and practice for each
year, only similar experiences
following the violent Gulf storms
of 2005 could fully prepare them
for the hurricanes of 2008.
“We prepare for this, but it was
difficult to anticipate the extent
of damage caused by Hurricane
Ike,” says Will Cirioli, ExxonMobil
Chemical Company regional
director, Americas, who also
heads the company’s Emergency
Support Group (ESG).
“One enhancement we made
to our emergency-response plan
after Hurricanes Katrina and Rita
in 2005 was to add a regional
response team that can quickly
relocate our headquarters operations
from Houston to Dallas,”
he says. “Hurricane Ike was the
first time we had to put that plan
in motion.”
A measured response
The goal of ExxonMobil’s hurricane-response
plan is to secure
facilities, protect the public,
make sure employees are safe,
and continue serving customers.
The response is measured, following
plans that are made well
in advance.
“This is not a situation that
you make up as you go,” Cirioli
Boats moored for safety at the Port of Beaumont thrash wildly as Hurricane Ike roars ashore.
A ship captain estimated waters rose 11 feet at the port, almost lifting vessels onto their docks.
explains. “We make our decisions
long before there’s a
threat. When hurricanes do
threaten, our response is preprogrammed,
based on a series
of triggers that are dictated by
the storm.”
ExxonMobil operates many
oil and gas facilities, four large
refineries, two lube-oil blending
plants and nine major chemicalmanufacturing
sites along the
coast from Texas to Florida.
Some facilities can be shut
down in as little as 12 hours, but
others take two or three days,
so the moment a tropical storm
or hurricane threatens the Gulf
of Mexico, the ESG begins communicating
with all the sites and
monitoring the weather several
times a day.
By Tuesday, September 9,
there was enough certainty in
the forecast that Cirioli moved
Chemical’s ESG to Dallas. Other
Houston-based ExxonMobil
companies did the same, joining
forces with ExxonMobil’s
Regional Response Team, sharing
office space that is kept
ready year-round with all the
computers, supplies and phone
lines needed to run the global
business.
As Ike grew in size and
continued toward the Texas-
Louisiana coast, it triggered the
next stages of the emergencyresponse
plan. Generators,
food, water, radios and all the
other equipment needed during
recovery were pre-positioned
so they could be trucked in
quickly once the storm passed.
On Wednesday, plants started
shutting down. By noon Friday,
the ones nearest Houston were
bracing for the worst.
Story by Richard Cunningham
12

Clockwise from upper left: 1) The impact of floodwaters that inundated the Beaumont Chemical Plant can be
seen in this view taken from the adjacent refinery looking east. The plant’s administration building is at the
upper left of the photo. 2) The same shot after water was pumped off the grounds and operations restored. 3)
The area around the administration building after cleanup is a far different sight today than 4) the way it looked
just after Hurricane Ike, which caused water levels to rise more than 10 feet in some locations.
Landfall
Early Saturday morning, the center
of Ike surged through Galveston
Bay and up the Houston Ship
Channel. By dawn, more than 90
percent of the region was without
power. Historic Galveston and
communities all along the coast
sustained widespread damage.
The Beaumont Chemical Plant, on
what’s called the “wet side” of the
storm, was impacted with more
than 11 feet of storm surge.
“When people saw the damage
here, they thought we would
be down for years,” says Dick
Townsend, Beaumont Chemical
Plant manager. “By Saturday
afternoon, we had a small group
of workers inside, making sure
there were no leaks or spills.
Damage assessment crews
moved in the following day.”
Almost every part of the plant
was damaged, and anything
13
electrical that was lower than
10 feet from the ground was
destroyed.
“We had to replace approximately
5,000 instruments, 2,000
valves, 800 pumps, 700 motors,
650 junction boxes, 500 online
analyzers, 45 air conditioners
and 25 switch-gear buildings,”
Townsend says. “We removed
13 million pounds of debris and
used more than 300 generators
for temporary power while we
were doing all the work.”
Business continuity
“The Beaumont Chemical Plant
is a critical supplier of polyalpha
olefins,” says John Lyon,
Synthetics vice president. “PAOs
are the basestock that our customers
use to blend high-quality
lubricants for heavy machinery,
such as the gearboxes of the
giant wind turbines used to gen-
erate electricity. The plant also
produces synthetic basestock
used in Mobil 1.”
A nonstop effort by the various
emergency groups and regional
response members in Dallas
managed the recovery, held
supply networks together and
advised global customers on
what to expect. The companies
that blend and market synthetic
lubricants routinely keep some
amount of basestock in reserve,
but would they have enough to
last until the Beaumont plant was
back on stream?
“Given the inventory levels
of some of our lubes manufacturing
customers,” Lyon says,
“we began allocating our own
inventory and working with them
to develop options to maintain
supplies to their customers.”
As many as 2,000 people
worked in shifts around the clock
to repair the Specialties units at
the Beaumont Chemical Plant.
“The storm hit in mid-September,”
Lyon recalls, “and by early
December both the Synthetics
and the Catalyst units at the
chemical plant were back on
line. We began increasing allocations,
and by mid-January, we
were back to 100 percent.”
Efficient manufacturing
Once the Synthetics and Catalyst
units were running again, they
performed extremely reliably, and
that helped increase inventories
faster than anyone expected.
“In most cases, we replaced
damaged equipment with newer
and more efficient technology,”
Townsend says. “Our goal was
to come back strong, and we
did. At least in terms of the electrical
system, we have a brand
new plant.” the Lamp

Antwerp
cogeneration plant
breaks new ground
A new facility in Belgium uses technology
to make productive use of excess heat in
the generation of electricity. The result:
improved efficiency and reduced emissions.
Startup of a new cogeneration
plant at the ExxonMobil Refinery
in Antwerp, Belgium, is another
major step by ExxonMobil in using
energy more efficiently and reducing
greenhouse gas emissions.
Inauguration of the facility
at Antwerp, ExxonMobil’s
second-largest refinery in Europe,
expands the company’s interests
to about 100 cogeneration installations
at 30 worldwide sites,
generating some 4,600 megawatts
(MW) of additional power.
That’s enough electricity to supply
the needs of approximately
2 million U.S. homes.
With cogeneration technology,
ExxonMobil can produce electricity
to power its operations and
also capture heat, in the form
of high-pressure steam that, in
turn, can be used to transform
raw materials into a variety of
products. Cogeneration provides
a more efficient source of power
than purchasing electricity from a
local utility – in some cases up to
50 percent more efficient.
How it works
Cogeneration starts with the
burning of fuel, often natural
gas, in a large gas turbine that
provides the power to rotate an
electric generator.
The hot exhaust gases from
the turbine are then routed to a
heat-recovery unit that captures
additional energy otherwise lost
to the atmosphere. Steam from
the process is typically used in a
refinery’s manufacturing units.
At Antwerp, however, there
is only a limited requirement for
additional steam, so the excess
energy is also used to heat the
refinery’s crude oil directly, significantly
reducing the energy
needed to convert the crude into
clean fuels. Using heat this way,
on such a grand scale, is what
sets the Antwerp Refinery – and
its cogeneration unit – apart.
“The Antwerp cogeneration
process generates about 125 MW
of electricity – enough to power
the refinery, as well as the needs
of most of ExxonMobil’s other
Belgian manufacturing operations,”
says Richard Henderson,
the refinery’s technical manager.
Moreover, the process is highly
energy-efficient, so carbon-dioxide
emissions are reduced. In fact,
the total impact of this project
is a reduction of Belgium’s CO 2
emissions by approximately
200,000 tons a year. Worldwide,
ExxonMobil’s investment in
cogeneration has lowered greenhouse
gas emissions equal to
removing more than 1 million cars
off U.S. roadways.
ExxonMobil’s newest cogeneration facility is in
Antwerp, Belgium, with 125-megawatt capacity.
Construction in a tight space
Construction of this cogeneration
plant presented a special set of
challenges.
“The Antwerp refinery is
densely built,” says David
McLatchie, project executive.
“There’s very little extra land available
for new construction. Given
the small plot space the team
had to work with, it was essential
to come up with something completely
out of the ordinary in order
to accommodate this new plant.”
Normally, the two major components
of a cogeneration facility
– the gas turbine that creates
electricity and the heat-recovery
unit that generates steam – are
built adjacent to each other. At
Antwerp, this wasn’t possible, so
it was necessary to construct the
heat-recovery unit on top of the
gas turbine, more than three stories
above it.
Photo by Kees Stuip
Story by Bill Corporon
14

The toy cars held by children attending the inauguration
ceremonies for the startup of Antwerp’s new cogeneration
plant are symbolic of the emissions reduction the plant will
bring: the equivalent of removing 90,000 cars off the roads.
Construction required highprecision
lifting operations from
crane operators to get all the
equipment in position for assembly.
With much of the work
being performed in
tight conditions high
above the ground,
developing plans for
working safely was paramount.
“We made sure that safety
considerations were part of every
step of the planning and construction
process,” says Gilbert
Asselman, refinery manager.
At its peak, construction of
the facility employed some 400
people. Commissioning activities
began in December 2008, with
startup and testing successfully
completed in January 2009.
To learn more
exxonmobil.com/
cogeneration
Inauguration day
The Antwerp refinery hosted an
inauguration ceremony for the
new cogeneration unit in March.
It drew more than 200 representatives
from government,
business, the community and
ExxonMobil as well as numerous
members of the news media.
15
Photo by Stefan Dewickere
Flemish Prime Minister Kris
Peeters recognized the company
for its additional investment
in cogeneration. He also
emphasized the importance of
energy efficiency in reducing
emissions and elaborated on the
government’s policy to promote
cogeneration.
Hilde Crevits, the Flemish minister
of energy and the environment,
and Cathy Berx, governor
of the province of Antwerp, also
attended the event.
Senior ExxonMobil executives
included Olivia Owen, corporate
vice president for safety, security,
health and environment;
Darren Woods, refining director
for Europe/Africa/Middle East;
and Joost van Roost, the company’s
lead country manager for
Belgium, the Netherlands and
Luxembourg.
The inauguration was a
memorable launch to an extraordinary
project that promises to
meet the needs of the Antwerp
Refinery and the Belgian people
while also helping the environment.
the Lamp
Canada
More than
100 installations
worldwide
ExxonMobil self-generates
more than half of it’s
total electricity demand.
More than 50 percent of
the corporation’s global
cogeneration capacity is
in the United States, and
all seven of the company’s
U.S. refineries have
cogeneration facilities.
ExxonMobil is a
Canada
United States
United States
Argentina
19 megawatts Argentina
Includes fully owned/operated and equity-interest facilities

global leader in cogeneration technology
United Kingdom
France
The Netherlands
Belgium
Italy
Chad
Germany
Austria
ExxonMobil and cogeneration:
More than 100 installations in 30 locations worldwide
Kazakhstan
More than 4,600 megawatts of cogeneration capacity – enough to
power more than 2 million U.S. homes
ExxonMobil’s investment in cogeneration has lowered greenhouse gas
emissions equal to taking more than 1 million cars off U.S. roads
Largest ExxonMobil cogeneration plant, with 500 megawatts of power
capacity, is in Beaumont, Texas
Africa
168
Thailand
Singapore
Cogeneration capacity
by region
(megawatts)
Europe/
Caspian
605
Asia Pacific
728
Americas
3,127
Japan
Australia
16

17
Technology key to ExxonMobil
and Abu Dhabi relationship
ExxonMobil, Abu Dhabi
National Oil Company (ADNOC)
and Japan Oil Development
Company (JODCO), co-venturers
in the Zakum Development
Company (ZADCO), have
launched a major project to
expand development of the
world’s fourth-largest oil field,
and the development is on track
to meet its targets.
Containing an estimated 50
billion barrels of oil, the Upper
Zakum field produces more than
one-half million barrels a day.
Through the efforts of professionals
from ExxonMobil, ZADCO,
ADNOC and JODCO, and by
applying ExxonMobil’s leading-
Story by Bill Corporon Photography courtesy of ZADCO
ExxonMobil is working closely with its co-venturers to develop one of the world’s
largest oil fields. A new technology center, artificial islands and an innovative
drilling organization highlight efforts to boost recovery at a lower cost.
edge technology, the project could
boost daily field production by
200,000 barrels over the next six
to seven years – a sizable contribution
toward meeting future
growth in global oil demand.
Upper Zakum lies about 50
miles northwest of the city of Abu
Dhabi, the capital of the seven
emirates that make up the United
Arab Emirates (UAE). The offshore
field covers more than 450
square miles and contains some
450 wells drilled from more than
90 existing platforms. Wells typically
extend 7,000 to 8,000 feet
below the earth’s surface.
Oil flows through a pipeline
network to one of four main pro-
cessing facilities. After the oil is
treated, it’s fed into another pipeline
for a 35-mile journey to Zirku
Island. There it’s held in large
storage tanks to await export.
ExxonMobil holds a 28 percent
joint-venture interest in the
field and in ZADCO, the field’s
operator. ADNOC owns 60 percent,
with JODCO holding the
remaining 12 percent stake.
Opening doors
Less than 10 percent of the field’s
oil has been produced, testimony
to the imposing technical challenges
it presents. Much of the
reservoir is made of low-permeability
rock, making the oil difficult

– and expensive – to extract.
Nevertheless, says Frank
Kemnetz, president of
ExxonMobil Abu Dhabi Offshore
Petroleum Company, Ltd.,
development is well under way
and on schedule.
He attributes this to the spirit
of cooperation among the Abu
Dhabi government, ADNOC,
ZADCO and the private oilcompany
co-venturers, and
stresses the importance of a
disciplined approach that relies
on cutting-edge technology to
solve problems.
“First you have to understand
the resource,” he says. “If you
don’t know much about the res-
Right: ExxonMobil retains
offices in the Sheikh
Khalifa Energy Complex
in Abu Dhabi, which is
also headquarters for the
Abu Dhabi National Oil
Company and the Zakum
Development Company.
Below: The huge central
complex at the Upper
Zakum field, some 85 miles
offshore of Abu Dhabi,
houses some 650 workers
and processes more than
550,000 barrels of oil and
130 million cubic feet of
natural gas a day.
18

The Abu Dhabi Technology Center promotes research and collaboration
between United Arab Emirates and ExxonMobil professionals.
ervoir rock, you don’t know what
will happen when you drill. We use
ExxonMobil’s 3-D seismic technology
to get the picture we need.”
The next step is to create models,
using ExxonMobil’s proprietary
EM power reservoir-simulation
technology, which helps predict
how the reservoirs will perform.
“Then,” says Kemnetz, “we
apply our decision-making tools
to determine how to maximize
recovery at the lowest cost and
risk. Technology adds value by
reducing costs and enhancing
resource recovery. It opens the
door to more options.”
A first for ExxonMobil
To open that door further,
ExxonMobil has established a
unique technology center in
Abu Dhabi.
“The center’s mission is twofold,”
says ExxonMobil’s Ram
Rajagopalan, the center’s operations
manager. “We want to apply
high-impact technology that
benefits Upper Zakum while still
protecting our proprietary technology.
And we want to promote
a good working relationship
between ZADCO and ExxonMobil
professionals.”
19
The technology center is the
first to be established at an
ExxonMobil joint-interest facility.
It’s managed and operated by
ExxonMobil staff.
“The technology center
provides a window into the
ExxonMobil world,” says
Rajagopalan. “It enables ZADCO
to pair the best technology with
a state-of-the-art computing
environment to achieve its development
targets.”
Employees of ExxonMobil
work closely with members of
the ZADCO team that manages
the Upper Zakum field. Together,
they seek to meet the field’s
development challenges.
The center places a strong
emphasis on training. From
2007 through 2008, it conducted
11 courses for more
than 122 people. In addition,
about 25 ExxonMobil employees
were “seconded,” or temporarily
assigned, to ZADCO to further
enable the transfer of technical
expertise. The center also hired
and trained UAE nationals in line
with a strategy set out by the
government.
In addition to making technology
and expertise available in
Photo by Keith Wood
Abu Dhabi, ExxonMobil brings
ZADCO’s Emirati nationals to the
United States for training, and has
accepted a number of individuals
for developmental assignments
within the company.
“The technology center allows
us to bring technological expertise
to our co-venturer’s facility so we
can work together applying it to
Upper Zakum’s challenges,” says
Rajagopalan.
Innovation with sand and rock
Technological advances come in a
variety of ways. Some are results
of years of intensive research.
Some arise from ideas inspired by
work in other areas.
Abi Modavi, an engineer with
ExxonMobil Production Company
who was temporarily assigned to
ZADCO as the field development
planning leader, suggested that artificial
islands, rather than the more
expensive steel platforms, be used
as drilling and production sites.
“When I first joined ZADCO, I
noticed how shallow the water
was – about 15 to 80 feet,” says
Modavi, “and I started thinking
about ways to use artificial islands
for drilling and production.”
ExxonMobil and ZADCO agreed
that the technical and economic
value of the concept held merit,
and Movadi’s staff of three
quickly grew to more than 100
during the assessment stage,
completed one year ago. The
project team now is conducting
detailed engineering design and
tendering construction bids.
Frank Kemnetz says that artificial
islands can reduce costs and
achieve long-term environmental
benefits. He points out that the
islands would not be feasible
without the “enabling technology”
of ExxonMobil’s expertise
in extended-reach drilling, which
allows wells to be drilled vertically
at first, then turned horizontally
to target reservoirs up to several
miles away.
“With artificial islands and
extended-reach technology, we
anticipate building fewer islands
instead of having to install a
larger number of steel platforms
to accommodate a comparable
number of wells, along with the
miles of pipelines to connect
them all together,” says Kemnetz.
“The cost savings could be in the
billions of dollars, and the islands
are a better long-term option for
the marine environment.”
The oval-shaped islands will
be made of sand and rock and
measure 2,000 to 2,600 feet
in diameter. The rocks, some
weighing several tons, are
barged from quarries in the UAE.
The islands are expected to
outlast the very long producing
life of the Upper Zakum field.
A multinational drilling group
ZADCO has embarked on a
major development program
to boost daily production in
the Upper Zakum by nearly 40
percent. Reaching that goal
requires a significant increase in

Sense of community
ExxonMobil affiliates have a long history of
supporting important community programs
in Abu Dhabi. These include the regional and
local efforts of the United Arab Emirates Red
Crescent Society, the American Community
School and the Future Center for Children
with Special Needs.
“Since our entry into the Upper Zakum project,
our community activities have grown significantly,”
says Michael Perry, vice president
of Public and Government Affairs, Exxon (Al
Khalij) Inc., an ExxonMobil subsidiary operating
in Abu Dhabi.
In 2008, ExxonMobil pledged $5 million
over three years to the Emirates Foundation,
a nationwide philanthropic organization
established in 2005, to facilitate public-private
initiatives for social betterment. The grant will
support efforts to promote energy efficiency
and environmental conservation.
The company also is a founding member
of the board of INJAZ UAE, a local chapter of
Junior Achievement Worldwide, or JA.
“ExxonMobil is a longstanding supporter of
JA organizations,” says Perry. “Our involvement
in INJAZ is aimed at the extension of these
programs to benefit the youth that will be future
business and community leaders in the UAE.”
The strong partnership between
ExxonMobil and Abu Dhabi is helping to
develop needed energy to fuel growth in the
Middle East and beyond.
Arabian Gulf
Qatar
Upper
Zakum
Field
Abu
Dhabi
United Arab
Emirates
drilling activity. When ExxonMobil
acquired its interest in Upper
Zakum, another offshore operating
company conducted well
operations. ZADCO had no drilling
unit of its own.
A planning team studied more
efficient and effective ways to
manage drilling. The team, led
by Hamid Mozayani, ExxonMobil
executive advisor for drilling,
was charged with designing an
organizational structure for newwell
operations involving drilling,
completions and well workovers.
“We conducted a study that
looked at a number of options,”
says Mozayani. “We focused on
the people, systems, processes
and organizational aspects of
well operations.”
The team’s conclusion was
for ZADCO to create its own
drilling organization. The recom-
Saudi Arabia
Area of detail
mendation was approved, and
Mozayani was asked to head
up the multinational working
group charged with creating the
new entity. It began operation in
November 2008 when ZADCO
took over five offshore rigs and
one barge.
“One of the key benefits of
establishing a ZADCO drilling
organization is its ability to
access ExxonMobil’s technology
and best practices,” says
Mozayani.
“Our goal is to achieve
improvements in efficiency and
effectiveness of up to 30 percent,”
he says. “We’re already
drilling wells 10 to 15 percent
faster than before, and we
anticipate achieving additional
efficiencies in drilling and completion
times.”the Lamp
Processed oil from the Upper
Zakum field is transported by pipeline
to Zirku Island, where it is stored
for shipment to world markets.
20

21
Healthy energy industry key to economic
ExxonMobil Senior Vice
President Mike Dolan
spoke at Cambridge
Energy Research
Associates’ CERAWeek
conference in Houston in
February. He emphasized
that the energy industry
can play a critical role
in rebuilding confidence
amid today’s challenging
economic times.
Story by Mike Long Illustration by Pat Gabriel
The energy industry’s role in
managing risk and helping to
restore economic confidence
will be paramount as the world
continues to face economic
uncertainty, ExxonMobil Senior
Vice President Mike Dolan told
attendees in a keynote speech
at the 2009 CERAWeek.
Equally clear, said Dolan, will
be the importance of energy
policies that encourage investment,
reduce risks and focus on
the long term.
Industry excels
in risk management
Dolan explained that the energy
industry has a long history of
managing risk effectively.
“Each day, energy companies
manage a variety of risks – operational
risks, technological risks
as well as risks related to project
investments and the ups and
downs of commodity prices,” he
said. “The fact that these risks
go largely unnoticed by consumers
is a testament to our industry’s
success and reliability.”
Since July 2008, crude oil has
dropped in value from a record
of nearly $150 a barrel to around
$40 in the first quarter of this
year. Dolan said few industries
could weather such a steep and
sudden decline in the value of
their core commodity.
The fact that the energy
industry is managing this
volatility testifies to its long-term
planning and effective risk management.
At the same time, it
continues to provide affordable
energy to consumers around the
globe, while generating billions
in government revenues and
shareholder returns.
“ExxonMobil, for example,
had total tax expenses of nearly
$65 billion in the United States
between 2002 and 2007,
exceeding our U.S. earnings by
almost $20 billion during that
time,” said Dolan. “For the same
period, our dividends and sharebuyback
programs put nearly
$118 billion into the hands of
pension holders and investors,
the great majority of whom are in
the United States.”
The industry supports nearly
6 million jobs in the United States
alone. It is also a major employer
and investor in human capital
around the world.
“These facts – combined with
our ongoing investments in new
energy sources and new technologies
– make it clear that a healthy
energy sector will be critical to
reigniting economic growth.”
A two-part energy challenge
Dolan added that the industry
must also focus on the dual
energy challenge facing the world
over the long term – meeting

growth
increased global energy demand
while reducing the growth in
greenhouse gas emissions.
Despite the current economic
downturn, global energy
demand is expected to continue
to increase, even with substantial
energy-efficiency gains. At the
same time, energy-related carbondioxide
emissions are expected to
rise by almost 30 percent – rising
primarily in developing nations
where populations and economies
are growing the fastest.
“To help put this potential new
demand in perspective, consider
the scale of China’s development,”
Dolan said. “Today, China
has one car or light-duty vehicle
for every 100 citizens. In contrast,
here in the United States,
we have 78 cars or light-duty
vehicles for every 100 citizens.
Similarly, per-capita electricity use
in China is only one-seventh that
of the United States.”
The industry faces economic
and environmental challenges
as it works to find and produce
reliable, affordable energy. To
do this and reduce emissions
growth it must continue to pursue
integrated solutions.
Dolan explained that integrated
solutions are those that
combined will help the industry
develop new supplies of energy
from all economic sources,
accelerate gains in the efficient
use of energy, and develop and
deploy new technologies to curb
greenhouse gas emissions.
Policy options
To continue making these
needed long-term investments
during both good times and
bad, Dolan told attendees that
the industry depends on stable
and predictable legal, tax and
regulatory frameworks.
In providing these frame-
For the record
Despite the current global economic downturn,
ExxonMobil continues to invest in new energy
supplies, increased energy efficiency and new
technologies that will be required to help address
global energy needs in the decades to come.
“That is our record,” Senior Vice President Mike
Dolan told CERAWeek attendees regarding the
company’s long-held philosophy of making sustainable
and disciplined investments in both good
times and bad.
For example, over the past 25 years, Dolan
said, ExxonMobil has invested some $380 billion
in future energy development around the
world – more than its total earnings during that
same period. Since 2004 alone, the company has
invested some $1.5 billion in activities to reduce
greenhouse gas emissions and improve energy
efficiency. It plans to spend at least one-half billion
dollars more on additional energy-efficiency initiatives
over the next few years.
works – and resisting the urge to
micromanage markets – governments
can play a constructive
and necessary role in helping
industry meet the world’s energy
and environmental challenges.
“It is ultimately a question of
risk,” Dolan said. “Policies that
increase risks for industry are
likely to decrease needed investments.
Policies that reduce risks
are likely to increase long-term
investment and expand the
availability of reliable, affordable
energy that is essential to economic
progress.”
As an example, he cited the
area of policy options to reduce
greenhouse gas emissions.
One option supported by
ExxonMobil is a revenue-neutral
carbon tax. Dolan said that a
carbon tax would reduce policy
risks for businesses and investors
in a way that cap-and-trade
schemes would not. In addition,
by reducing other taxes – such
as income or excise taxes – a
carbon tax can be revenueneutral
and offset the impact of
higher taxes on the economy.
“By reaching out to inform the
public on these policy options
and by working together with
policymakers, we can ensure that
our energy policies provide the
long-term stability our industry
needs to do what we do best:
manage risk and
provide energy
to the world,”
Dolan said. “With
To learn more
exxonmobil.com/
cera2009
a positive policy and investment
climate in place, we can continue
to pioneer solutions that power
our economy, increase energy
efficiency and curb greenhouse
gas emissions.” the Lamp
22

23 Story by Richard Cunningham Photography by Jerry Jones
Old friend,
new lease
ExxonMobil’s Johnny Saenz (left) and Clay
Powell unwind after a day’s work at the King
Ranch Gas Plant in South Texas. The plant,
shown at rear, processes about 600 million
cubic feet of natural gas a day.

ExxonMobil and the historic King Ranch have agreed to continue
an oil and gas agreement that’s been in effect since 1933.
The extension clears the way for new wells, creative technology
and the continued stewardship of this legendary land.
TEXAS
Founded in 1853, the
King Ranch is nearly
the size of Rhode
Island and consists
of four separate parcels
called divisions,
encompassing some
825,000 acres.
Kingsville
Corpus
Christi
Gulf of
Mexico
King Ranch
property
Even before the sun came up,
we could tell that the King Ranch
was not the sort of place city
folks often see. Six white-tailed
deer barely noted our arrival at
the gas plant office, and from
the scrub brush 300 yards away,
coyotes were yelping an end to
their nighttime hunt.
On the way to a nearby lake,
cattle warming themselves on
the asphalt road blocked our
way. As we waited for them to
move, at least a dozen peccaries
– dark, bristling pig-like
creatures often called javelinas –
wandered from the brush to
check us out.
“This is generally considered to
be much like open range,” says
Johnny Saenz, operations superintendent
for the South Texas
area. “Out here, that means
cattle, deer, javelinas, wild turkeys
and quite a few other kinds of
animals can wander across your
path at any time. As operators,
we are responsible not only for
our wells and facilities, but also
for protecting the land and the
wildlife that live on it.”
The King Ranch, established
in 1853, includes nearly 1,300
square miles of coastal prairie,
and it used to be more. The
spread is still one of the largest
ranches in the world.
“Because of its size and the
way the land is managed,”
Saenz adds, “the King Ranch
has become an important wild-
life habitat. Its staff works closely
with the Texas Parks and Wildlife
Department to manage these
resources.”
Humble roots in South Texas
Humble Oil & Refining Company,
ExxonMobil’s predecessor, leased
land on the King Ranch and
drilled several dry holes there as
early as 1919. That lease expired
in 1926, but a new agreement
for more than 1 million acres was
signed in 1933. The first well was
completed in 1939, and the big
push began in 1945 with the discovery
of the Borregos field.
When the oil played out,
natural gas became the primary
resource. The King Ranch Gas
Plant, commissioned in 1959,
once handled as much as 1.75
billion cubic feet of natural gas a
day and produced 80,000 barrels
of natural-gas liquids, all from
company-owned wells in South
Texas. The plant still processes
some 600 million cubic feet a day
for ExxonMobil and other gas
producers in the area.
As a young engineer, Pat
Ketcham helped with the design
and construction of the gas plant
and later became district manager
of the Kingsville District during
its boom days of oil and gas
production.
“At one time we were operating
around 10 drilling rigs a day
in South Texas, which required
a rig move about every three
24

The main house on the ranch reflects a blend of
Spanish, Mexican and South Texas architecture.
days,” he says. Now retired and
living with his wife in Kingsville,
Ketcham has fond memories of
the King Ranch and the many
people who worked there with
him, including Rex Tillerson,
current Chairman and CEO of
Exxon Mobil Corporation.
Morris Foster, retired president
of ExxonMobil Production
Company, and Jim Sandy, U.S.
Production operations manager,
took the lead in negotiating the
new lease. Like Tillerson, Foster
and Sandy both spent parts of
their early careers working with
the King Ranch.
“Because of the high activity
of exploration and production,
many past and current members
of the company’s management
earned their spurs here,”
Ketcham says.
25
A good fit
One key to long relationships is
understanding what the other
person needs. Many employees
of the South Texas operations
are lifelong residents of the area,
so they’re familiar with the challenges
of ranch life.
“That’s one reason we get
along so well with the local
King Ranch people,” says Clay
Powell, senior field superintendent.
“I was raised in a ranching
family that lived just 20 miles
from here, so I know what
ranchers need and understand
how to do things right.”
An example is that when it’s
time to abandon a well – shut
down a piece of equipment –
ExxonMobil restores the land to
its original state.

The other heart of Texas
If you had a time-lapse video of the South
Texas coast for the last 30 million years – and
ExxonMobil does – the shore might remind you
of a beating heart. It’s the geological engine
that formed more than 300 oil and gas reservoirs
below the King Ranch and elsewhere
along the coast.
“Thirty million years ago, South Texas was
similar in shape to what you see today,” says
Mike Gaskins, geoscience technical manager
with U.S. Production. “Rivers draining to the Gulf
of Mexico left layers of sediment on the continental
shelf, creating new land as they grew.”
When river deltas reached a certain size, however,
their weight caused the rock below them
to collapse. As deltas sank, shorelines retreated
as much as 50 miles. Ocean sediment covered
each sunken delta, creating the natural seal that
would eventually trap hydrocarbons after biological
material in the sediment cooked off.
“That’s very important here,”
Powell says. “When a well has
reached the end of its productive
life and needs to be abandoned,
we take out the equipment and
replant the area, based on what
the ranch botanist recommends.
Restoring the land is an ongoing
part of our work.”
Looking ahead
ExxonMobil’s earliest activities
at the King Ranch date back
90 years, and the recent extension
updates the current lease
and guarantees that the strong
ExxonMobil retiree Pat Ketcham,
shown in the workshop of his
Kingsville home, helped with the
design and construction of the King
Ranch Gas Plant in the late 1950s.
“That process has repeated many times, and
it continues today,” Gaskins says. “A vertical
cross-section of the coast looks like a stack
of wedges, with the thickest end toward land.
Each wedge represents one cycle of deposition
and subsidence, and each cycle may have
lasted 10,000 years.”
relationship will continue. It is an
important part of ExxonMobil’s
effort to fully develop domestic
energy supplies.
“We have a very diverse
portfolio in the United States,”
says Randy Cleveland, U.S.
Production manager. “There are
areas of tremendous growth,
but we also have some mature
fields, such as the ones in South
Texas. The older the asset, the
more challenging it can become.
We have to use technology in
all kinds of creative ways to help
those parts of our business to
be more profitable.”
One approach is to use
enhanced seismic imaging
and other technology to reach
smaller reservoirs that remain
untapped. That was not eco-
nomical in the past, when fewer
than one in four wells might be
productive. With today’s tools, the
success rate is much higher, particularly
in fields with a long history
of production.
“The King Ranch has been a
prolific producer of oil and gas
for many years,”
Cleveland says.
“It has already
produced a
Over millions of years, the
coast of Texas has expanded
and contracted, creating
natural seals that trap bands
of hydrocarbons that can be
tapped from surface wells.
To learn more
exxonmobil.com/
production
vast amount of hydrocarbons,
and we believe there’s more to
come. We’re very pleased to have
renewed this lease agreement
with the ranch owners.” the Lamp
Illustration by Pat Gabriel
26

27
Story by Kevin Gault
Most of the damage was done by
two massive fires, one that virtually
wiped out towns northeast of
Melbourne and a second inferno
that raced across Gippsland.
These were the worst fires
in the history of Australia, a
country accustomed to several
outbreaks of fire every year. In
this rare disaster that took place
during a severe drought, many
people died trying to protect
their homes or running from the
swiftly moving flames.
Red Cross assistance
The Australian Red Cross played
a critical role in assisting those
affected by the blaze – 15,000
people sought help from the
agency. The Red Cross established
20 evacuation-relief cen-
Recovering from
The aftermath of several dozen
wildfires that ravaged southeastern
Australia in February
was shocking: 173 lives
lost, more than 2,000 homes
destroyed, 7,500 people left
homeless. One month after the
first flames ignited and were
propelled by 60 mph winds,
some of the fires still smoldered
but were finally contained.
ters supported by more than
400 volunteers and staff, providing
meals and medical aid for
firefighters and police along with
other emergency services such
as personal support, trauma
counseling and referrals for
emergency relief and recovery.
“I’m sure that the thoughts
and sympathies of everyone
in our company are with the
people and communities that
have been directly impacted by
these fires,” says ExxonMobil
Australia Lead Country Manager
Mark Nolan. “We applaud the
Red Cross for the assistance
that its staff and volunteers provided
for affected people as well
as the recovery efforts of the
emergency-services personnel.”
Above: A huge wildfire blazes through
the Healesville, Australia, region in
Victoria State earlier this year. The
loss of life and destruction caused by
the fires was the worst in Australia’s
history. (Lucas Dawson/Getty Images)
Left inset: A fire-fighting helicopter
hovers above the flames and drops
water on a blaze spreading through
dense forest east of Melbourne.
(Paul Crock/AFP/Getty Images)
Above inset: A fire crew battles in
thick smoke to save houses north of
Melbourne. Firefighters likened the
series of infernos to “an inland tsunami.”
(William West/AFP/Getty Images)

devastation Down Under
Helping the recovery
The public response to the
catastrophe was immediate
and substantial: the generous
donations of thousands of
people raised more than $300
million for the official relief fund,
the Australian Red Cross 2009
Victorian Bushfire Appeal Fund.
ExxonMobil donated $500,000
to the fund, which is being used
to support emergency-response
services and provide direct assistance
to people, local organizations
and communities devas-
tated by the wildfires.
“We would like to thank
ExxonMobil for making such
a fantastic contribution to the
bushfire appeal,” says Robert
Tickner, CEO of the Australian
Red Cross.
Several fires raged in the
Gippsland area. While not directly
threatened by fire, ExxonMobil’s
Longford facility was impacted by
dense smoke and falling ash on
the night of February 7, and plant
personnel remained on high alert
for several days.
Donations for community
When the fires destroyed water
tanks and also contaminated
water in many townships, the
ExxonMobil Yarraville terminal
in Melbourne donated several
portable storage tanks that
provided clean drinking water
for affected communities, which
allowed many people to remain
in their local areas.
“I would like to pay tribute to
the efforts of emergency services
and other agencies that worked
courageously and tirelessly in
their efforts to mitigate losses to
our communities,” adds Nolan.
“They included many ExxonMobil
employees and contractors
who are volunteers with fire
departments in Australia, state
emergency-services agencies
and other community-support
organizations.” the Lamp
To make an online donation
to the Bushfire Appeal Fund
https://www.redcross.org.au/
Donations/onlineDonations.asp.
28

Panorama
Thai program
promotes learning
To help students learn more about
science and technology outside
the classroom, Esso Thailand
sponsors full-day seminars for
about 1,500 teachers each year.
The program, organized by
the country’s National Science
Museum (NSM), encourages educators
to promote learning in other
venues, particularly by visiting science
and technology museums
and facilitites run by NSM.
A number of Esso Thailand managers
participate, and take turns
giving the Energy Outlook and
Advanced Fuels presentations to
educators attending the seminars.
“This is a unique program,”
says Mongkolnimit Auacherdkul,
public affairs manager, “and our
speakers are always pleased to
get involved and meet the science
teachers from across the country.
The teachers share what they
learn with students, who not only
increase their knowledge of technical
subjects, but also gain a better
understanding of ExxonMobil and
the energy business.”
Mongkolnimit Auacherdkul, public
affairs manager for Esso Thailand,
answers a question from a teacher
about the company’s energy outlook.
29
The jetty at South
Hook LNG receiving
terminal allows berthing
of the world’s
largest LNG vessels.
First South Hook cargo
The first liquefied natural gas (LNG) cargo has arrived at the
South Hook LNG receiving terminal in Milford Haven, Wales.
The terminal adds to the United Kingdom’s LNG import capacity
and energy diversity with the ability to deliver up to 2 billion
cubic feet of gas daily into the natural gas grid when it reaches
full operational capacity later this year.
South Hook LNG Terminal Company Ltd. is owned by Qatar
Petroleum (67.5 percent), ExxonMobil (24.15 percent) and Total
(8.35 percent).
An inauguration ceremony commemorating South Hook
was held last month, attended by HM The Queen of the United
Kingdom, His Highness Sheikh Hamad bin Khalifa Al Thani,
Amir of the State of Qatar, other members of both royal families
and other dignitaries. Rex W. Tillerson represented ExxonMobil
at the event.
Dr. Bernard
Harris entertains
and encourages
students in Detroit
as part of The
Dream Tour,
presented by
ExxonMobil.
Second year of Dream Tour
ExxonMobil, in conjunction with Dr. Bernard Harris and
The Harris Foundation, has announced the schedule for
the second year of The Dream Tour, a program designed
to help middle school students across the country reach
their potential through the power of strong math and science
skills.
“Today’s students are different from my generation in
that they’ve had technology in their hands since birth,”
said Dr. Harris, a former NASA astronaut and the first
African American to walk in space.
This year’s tour is expected to draw more than
12,200 students at schools in Atlanta, Chicago, Detroit,
Houston, Indianapolis, Miami, Minneapolis/St. Paul,
Mobile, Oakland and Seattle.
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 Exxon,
Mobil, Mobil 1, EM power and Taking on the
world’s toughest energy challenges are
trademarks, service marks or certification
marks of Exxon Mobil Corporation or its
affiliates. The following terms are trademarks
of the entities indicated: Financial Times and
FT (Financial Times); CERA (IHS CERA).
Forward-Looking Statements: Outlooks,
projections, estimates, targets and business
plans in this publication are forwardlooking
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.

First-quarter earnings
ExxonMobil’s first quarter earnings were
$4,550 million, down 58 percent from
the first quarter of 2008, resulting, in
part, from the global economic slowdown
and sharply reduced commodity
prices. Earnings per share were down
54 percent, reflecting lower earnings
and the benefit of the share purchase
program. Capital and exploration project
spending was $5.8 billion in the first
quarter, up 5 percent from last year.
Upstream earnings were $3,503
million, down $5,282 million from the
first quarter of 2008. Lower crude oil
realizations reduced earnings approximately
$4.4 billion, while lower natural
gas prices decreased earnings about
$500 million.
On an oil-equivalent basis, production
was up slightly from the first quarter
of 2008.
Downstream earnings of $1,133 million
were down $33 million from the
first quarter of 2008. Petroleum product
sales of 6,434 kbd (thousands of barrels
a day) were 387 kbd lower than
last year’s first quarter.
Chemical earnings of $350 million
were $678 million lower than the first
quarter of 2008, attributable to reduced
volumes and lower margins.
Corporate and financing expenses of
$436 million increased by $347 million
due overall to net lower interest income.
ExxonMobil declared a cash dividend
of 42 cents per share (compared to 40
cents in the first quarter of 2009) on
the Common Stock, payable on June
10, 2009 to shareholders of record of
Common Stock at the close of business
on May 13, 2009.
ExxonMobil quarterly financial summary
First Quarter
Millions of dollars, except per-share amounts 2009 2008
Functional earnings
Upstream $ 3,503 $ 8,785
Downstream 1,133 1,166
Chemical 350 1,028
Corporate and financing (436) (89)
Total earnings (U.S. GAAP) $ 4,550 $ 10,890
Earnings per common share
– assuming dilution $ 0.92 $ 2.02
Special items $ 0 $ 0
Earnings excluding special items $ 4,550 $ 10,890
Other financial data
Total revenues and other income $ 64,028 $ 116,854
Income taxes and other taxes $ 17,643 $ 29,341
Capital and exploration expenditures $ 5,774 $ 5,491
Dividends on common stock $ 1,981 $ 1,879
Dividends per common share $ 0.40 $ 0.35
Thousands of barrels daily, except natural gas and chemical
Operating data
Net production of crude oil and
natural gas liquids 2,475 2,468
Natural gas production available
for sale (millions of cubic feet daily) 10,195 10,229
Oil-equivalent production
(6 million cubic feet = 1 thousand barrels) 4,174 4,173
Refinery throughput 5,381 5,526
Petroleum product sales 6,434 6,821
Chemical prime product sales
(thousands of metric tons) 5,527 6,578
30

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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
© 2009 by Exxon Mobil Corporation
exxonmobil.com
XOMLAMP0609
Many parts working
together – the only way
to solve the world’s
energy challenges.
Energy demand is expected to be 35 percent higher in the year
2030 than it was in the year 2005, driven largely by people in the
developing world seeking higher standards of living. Meeting this
growing long-term demand requires that we develop all economic
sources of energy – oil, natural gas, coal, nuclear and alternatives.
This global energy demand challenge is matched by a global
environmental challenge – curbing greenhouse gas emissions
and addressing the risks of climate change. No single energy
technology available today solves this dual challenge, and it is
very likely no single energy technology will solve it tomorrow.
We need an integrated set of solutions, powered by technology
and innovation – ranging from producing energy more effectively...
to using it more efficiently...to improving existing alternative
sources of energy...to developing new options.
ExxonMobil is working to help meet the world’s energy challenges –
investing more than $100 billion in new supplies over the next four
years, developing efficiency technology options like lithium-ion
battery film to speed the adoption of hybrid and electric vehicles,
and testing new carbon capture technologies that could reduce
emissions significantly. Because only by integrating all of our energy
options – new sources and new technologies – will we solve
our dual energy and environmental challenges.
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