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Solid financial position Retain balance sheet flexibility to take advantage of opportunities Debt to capital % 50 40 30 20 10 Cash flow billion $ 5 4 3 2 1 • Progressed Kearl Initial Development when others stopped construction and delayed investments • Acquired shale gas and oil sands leases at attractive prices 0 0 2006 2007 2008 2009 2010
Capex vs operating cash flow Cash flow largely providing funds for growth projects million $ 5000 4000 Capex • Cumulative cash flow well above capital requirements 3000 Actual cash flow • Some debt required in the short-term 2000 1000 0 2006 2007 2008 2009 2010 2011 2012
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Imperial Oil - Sustained Energy Lea
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Cautionary Statement This presentat
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2010 results Industry leading safet
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Environmental business planning Pro
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Earnings Continued strong performan
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ROCE strong in all business lines R
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Imperial Oil - energy for 130 years
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Coast to coast to coast An integrat
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Leveraging the ExxonMobil relations
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Global energy demand to 2030 Techni
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North America energy demand & suppl
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U.S. demand for energy Canada is by
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Industry Risks The energy industry
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Risk management approach Imperial O
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Oil sands - responsible development
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Oil sands - responsible development
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Oil sands - research and developmen
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Public advocacy - oil sands develop
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Imperial Oil - 2011 Investor Meetin
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Upstream assets Premier producing a
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Operational excellence Focus on exe
Page 43 and 44: Imperial Oil - over 40 years of oil
Page 45 and 46: Added proved reserves Organic growt
Page 47 and 48: High quality portfolio Development
Page 49 and 50: Oil sands and gas resources drive p
Page 51 and 52: Cold Lake - a premier in-situ asset
Page 53 and 54: LASER Liquid Addition to Steam for
Page 55 and 56: Nabiye expansion at Cold Lake Using
Page 57 and 58: Kearl - a premier oil sands asset H
Page 59 and 60: Kearl 345 kbd - Initial Development
Page 61 and 62: Unconventional shale gas Horn River
Page 63 and 64: Mackenzie gas project Objective - a
Page 65 and 66: Beaufort Sea Large, highly prospect
Page 67 and 68: Imperial Oil - 2011 Investor Meetin
Page 69 and 70: Leader in refining, marketing, and
Page 71 and 72: Downstream and Chemical strategies
Page 73 and 74: Leading Canadian refining capacity
Page 75 and 76: Refining - cost advantaged Relentle
Page 77 and 78: Fuels Marketing Self-Help Continual
Page 79 and 80: Retail offer Leading edge non-fuel
Page 81 and 82: Lubricants - Synthetic growth rate
Page 83 and 84: Chemical business High return busin
Page 85 and 86: Imperial Oil - 2011 Investor Meetin
Page 87 and 88: Consistent financial approach Consi
Page 89 and 90: Operational excellence Continually
Page 91 and 92: Cash utilization The first and best
Page 93: Reliable and growing dividends Stea
Page 97 and 98: Retaining balance sheet flexibility
Page 99 and 100: Imperial Oil - long term growth Rel
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