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2022 SUSTAINABILITY REPORT
MURPHY OIL CORPORATION

2022 SUSTAINABILITY REPORT
MURPHY OIL CORPORATION
INTRODUCTION
ENVIRONMENT
SAFETY
OUR PEOPLE
COMMUNITY
GOVERNANCE
PERFORMANCE
2
About This Report
REPORTING FRAMEWORKS AND BOUNDARIES
We report annually according to internationally recognized ESG 
reporting frameworks and standards, including the Sustainability 
Accounting Standards Board (SASB), Task Force on Climate-
related Financial Disclosures (TCFD), Global Reporting Initiative 
(GRI) (Core option), Ipieca and American Petroleum Institute 
(API). In addition, we consider the feedback from key ESG raters.
For ease of locating disclosures by framework, we have included 
Content Indices at the back of this report on page 83. Unless 
otherwise noted, the data and information reported are at a 
total enterprise level, for assets under our operational control 
and for calendar year 2021. Additionally, all currency references 
are in US dollars.
Values in charts and tables may not sum to the total amounts 
shown due to rounding.
SUPPORTING INDUSTRY EFFORTS FOR CONSISTENT AND 
COMPARABLE REPORTING
We participate in several industry initiatives working to improve 
sustainability reporting. One such initiative is with API on its 
Climate-related Reporting Initiative. The aim of this initiative 
is to develop more consistent and comparable reporting of 
key greenhouse gas (GHG) indicators in a template form for 
voluntary use by individual companies. The initial version of the 
template was released for use in 2021, and further details can be 
found on the API website. For Murphy’s API Template for GHG 
Reporting, please see page 79. 
INTERNAL AND EXTERNAL ASSURANCES
We recognize the importance of providing our stakeholders with 
complete and accurate data and information, and have therefore 
taken the following steps in reviewing the content quality of this 
report:
•	
Internal assurance – We streamlined our data collection 
activities into an internally developed information system 
with built-in internal control measures. Additionally, this 
report was reviewed by a cross-functional management 
team, subject matter experts and the executive leadership 
team, as well as the Health, Safety, Environment and 
Corporate Responsibility (HSE&CR) Board Committee.
•	
External assurance – We engaged ERM Certification and 
Verification Services (ERM CVS) to conduct an independent 
assurance of our absolute 2021 total Scope 1 and Scope 
2 GHG emissions. For ERM CVS’s Independent Assurance 
Statement, please see page 81.
RESTATEMENTS
As we improve our sustainability reporting year-on-year, we 
note that it may be necessary to restate our data. Reasons for 
restatements could include changes in reporting boundaries, 
metric definitions or calculation methodologies, or other 
reasons. For the sake of transparency, we will highlight the 
restated items and reasons for restatement if we believe it would 
be meaningful information.
In this year’s report, we restated our 2020 gross operated Scope 
1 GHG emissions data and associated metrics. The primary 
reason for the revision was to correct the overreported flaring 
emissions for our Gulf of Mexico Delta House platform and BW 
Pioneer Floating Production Storage and Offloading (FPSO) 
facility. The overreporting was due to incorrect flaring emission 
factors provided by the Bureau of Ocean Energy Management 
(BOEM), which the US Environmental Protection Agency (EPA) 
Mandatory Greenhouse Gas Reporting Rule requires offshore 
operators to use. The restatement resulted in the 2020 Scope 1 
GHG emissions data being 14% lower than originally reported 
last year. As described above, the restated Scope 1 data items 
are highlighted in the Performance Data section of this report on 
page 73. 
The Murphy Oil Corporation 2022 Sustainability Report contains data and information 
regarding the environmental, social and governance (ESG) issues essential to our 
internal and external stakeholders. We have adopted the five reporting principles of 
relevance, transparency, consistency, completeness and accuracy, as outlined in the 
“Sustainability Reporting Guidance for the Oil and Gas Industry, 4th Edition, 2020,” 
published jointly by the International Petroleum Industry Environmental Conservation 
Association (Ipieca), the American Petroleum Institute (API) and the International 
Association of Oil & Gas Producers (IOGP). As this is an area of continual improvement 
across our industry, we strive to update our disclosures in line with operating 
developments and with emerging best practice ESG reporting standards.
Key to Abbreviations
MBOEPD
Thousand Barrels of Oil Equivalent per Day
Million Barrels of Oil Equivalent
MMBOE
Thousand Barrels of Oil Equivalent
MBOE
Million British Thermal Units
MMBTU
Metric Tons of Carbon Dioxide Equivalent
mtCO2e
Carbon Dioxide Equivalent
CO2e
Barrel
BBL
Milligram per Liter
mg/L
INTRODUCTION

2022 SUSTAINABILITY REPORT
MURPHY OIL CORPORATION
INTRODUCTION
ENVIRONMENT
SAFETY
OUR PEOPLE
COMMUNITY
GOVERNANCE
PERFORMANCE
3
Contents
ENVIRONMENTAL 
PROTECTION AND 
CONSERVATION
13
Climate Change 
and Emissions
Water Management
Biodiversity 
Protection
Spills Management
Asset Integrity and 
Process Safety
Well Integrity 
Chemical 
Stewardship 
Seismicity
Waste Management
Using Digital 
Innovation 
to Maximize 
Environmental 
and Operational 
Performance
14 
28
33
 
34
35
 
37
38
 
39
40
41
GOVERNANCE 
AND RESPONSIBLE 
BUSINESS PRACTICES
65
Governance 
Highlights
Stakeholder 
Engagement
Responsible 
Business Practices
Public Advocacy
Supply Chain 
Management
66 
67 
68
 
70
71
COMMUNITY 
ENGAGEMENT
57
Community 
Engagement 
Oversight
Working With 
Communities
Human Rights
Investing in Our 
Communities
58
 
 
58
 
59
60
INTRODUCTION
2
About This Report
Contents
Message to Our 
Stakeholders
ESG Highlights
Who We Are
Our Approach to 
ESG
2
3
4 
5
6
8
INVESTING 
IN OUR PEOPLE
51
Workforce 
Development 
Oversight
Diversity, Equity and 
Inclusion
Benefits and 
Wellness
Training and 
Development
Employee 
Engagement
52
 
 
52 
54
 
55
 
55
PROTECTING 
OUR PEOPLE
43
Health and Safety 
Oversight
Health and Safety 
Management 
System
Health and Safety 
Certification and 
Audit
Building a Culture 
of Safety
Safety Performance 
Monitoring and 
Measurement
Contractor 
Management
Emergency 
Response and 
Preparedness
Industry 
Collaboration
Physical Security
44 
45 
 
46
 
 
46
 
48
 
 
49 
49
 
 
50 
50
PERFORMANCE DATA 
AND ASSURANCE
72
Performance Data
API Template 2.0 for 
GHG Reporting
Independent 
Assurance 
Statement
Content Indices
Awards and 
Recognition
Reader Advisory
73
79
 
81
 
 
83
94
 
94
INTRODUCTION

2022 SUSTAINABILITY REPORT
MURPHY OIL CORPORATION
INTRODUCTION
ENVIRONMENT
SAFETY
OUR PEOPLE
COMMUNITY
GOVERNANCE
PERFORMANCE
4
At Murphy, we embrace the challenge of operating in a more 
sustainable manner as we seek to be an industry leader for 
decades to come. I am pleased at the progress we have made 
this past year as we work toward aligning our actions and long-
term goals of protecting the environment.
In 2021, we began mapping our ESG efforts and priorities with 
the United Nations Sustainable Development Goals, along 
with endorsing the Texas Methane & Flaring Coalition’s goal of 
eliminating routine flaring by 2030. Along with our adoption of 
the sustainability reporting principles, this year, we expanded our 
TCFD disclosures further and included the International Energy 
Agency (IEA) Net Zero Emissions by 2050 Scenario (NZE) as part 
of our climate scenario analysis. We also support industry efforts 
for consistent and comparable reporting and have provided our 
GHG data per API’s Template for GHG Reporting.
LOWERING OUR EMISSIONS
As Murphy’s operated activity continued in 2021, we remained 
focused on reducing our climate footprint by piloting ways to 
lower emissions. In 2021, our team tested the use of a dual-fuel 
drilling rig, along with a dual-fuel frac fleet in the Eagle Ford 
Shale in Texas. Following the success of those pilots, we are now 
evaluating electric frac units in our onshore operations. As we 
continue targeting emissions reductions onshore by employing 
currently available technology, the team has worked to electrify 
facilities, install air compressors on new onshore locations as 
a method of reducing natural gas-powered valves, as well as 
to decommission existing flares, deploy solar-powered pumps 
and batteries and pilot the use of thermal cameras for remote 
monitoring, among other projects.
Offshore, I am pleased with our team’s forward thinking as they 
planned the King’s Quay floating production system (FPS) in 
the deepwater Gulf of Mexico. Through structural optimization, 
we were able to reduce the amount of steel used in the design, 
resulting in weight savings and lower emissions. Further, our 
analysis shows investment in electric cranes on the FPS will 
reduce emissions over the life of the underlying producing fields. 
Due to the nature of offshore operations, we already conduct 
zero routine flaring at our Gulf of Mexico offshore facilities.
It is important to note that we have received independent 
assurance of our absolute 2021 total Scope 1 and Scope 2 GHG 
emissions for the second year in a row. Additionally, our overall 
focused efforts in reducing emissions continue to track favorably 
when compared to our industry, and when compared against our 
2019 baseline, we have seen improvements in our GHG, methane 
and flaring intensities.
CONSERVING OUR WATER
Our drilling and completions team recently formalized an onshore 
water management policy to better govern responsible water 
management practices. The team has also worked to develop 
solutions for reducing freshwater needs and maximizing water 
recycling, thereby enhancing water use efficiencies while lowering 
costs. Overall, the percentage of recycled water to total water 
consumed in Murphy’s onshore operations has increased to 17% 
in 2021 from 4% in 2020.
In 2021, Murphy signed agreements with certain water disposal 
vendors with pipelines connected to Murphy ponds and facilities, 
reducing the need for freshwater. The Company has also 
negotiated produced water sharing opportunities with nearby 
operators, with much success. In the Eagle Ford Shale, our team 
has spent capital to optimize facilities and produced water ponds, 
allowing for larger volumes of produced water for storage and 
reuse, rather than trucking it off to disposal.
In the Tupper Montney asset in British Columbia, we have 
established sufficient infrastructure to reduce demand on 
local water sources as well as the number of trucks needed for 
transport, and we now capture up to 100% of water from frac 
flowback and production operations. The team has also piloted 
the use of recycled produced brine for drilling operations as a 
viable drilling fluid additive. Thanks to the success of this pilot 
program, we are now beginning to implement it as part of our 
procedure.
Along with reducing our freshwater usage, we are mindful of 
the chemicals used in our operations, particularly offshore. I am 
pleased that through our offshore chemical treatment program, 
we have achieved almost a 20% total average reduction in 
topside chemicals since 2020. At our Delta House facility, we saw 
a 25% reduction, and at our Front Runner and Medusa platforms 
we achieved a 50% reduction in chemical usage.
WORKING TOGETHER TO PROTECT OUR PEOPLE
Safety and protecting our people and communities will always 
be a top priority at Murphy. Last year we relaunched an internal 
program to promote the nine International Association of Oil & 
Gas Producers (IOGP) Life-Saving Rules, plus an additional rule 
called “Fit for Duty.” Our health, safety and environmental (HSE) 
team also revised its training matrix, adding training sessions 
that are now required of all employees. In the field, we have 
installed a vehicle monitoring system in all Company vehicles to 
monitor driving habits and identify their locations in case of an 
emergency.
For 2022, we have been selected to participate in an ESG Plus 
pilot in partnership with ISNetworld, our third-party contractor 
and supplier information management provider. This pilot is 
aimed at the assessment and documentation of ESG performance 
by Murphy and contractor companies, including verification of 
emissions data and implementation assessments of their ESG 
programs. While providing further transparency on ESG practices, 
this will also enable Murphy to strengthen its partnerships with 
contractors as we work to achieve our goals.
EXPANDING OUR DIVERSITY PRACTICES
Murphy’s diversity, equity and inclusion practices are constantly 
evolving, and we continue to review internal policies and 
practices to ensure they are inclusive and equitable. We have 
also expanded our benefits based on employee feedback, and 
now include a consumer-driven health plan, infertility treatment 
coverage and an expanded network of mental health providers.
Lastly, it is important that we work with suppliers who align with 
Murphy’s policies and practices, and therefore we are working 
to increase the diversity of our supplier base. I am pleased that 
in 2021, almost a quarter of suppliers reported having a level of 
diverse ownership within their organization, and we will work to 
increase this diversity program going forward.
Message to Our Stakeholders
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2022 SUSTAINABILITY REPORT
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INTRODUCTION
ENVIRONMENT
SAFETY
OUR PEOPLE
COMMUNITY
GOVERNANCE
PERFORMANCE
5
ESTABLISHING THE RIGHT POLICIES
As Murphy continues down the path of developing a sustainable 
future, it’s imperative that we establish and refine the appropriate 
framework to guide the Company in achieving our goals. In 
2021, our sustainability team worked to update our climate 
change principles and in 2022, we published a comprehensive 
Supplier Code of Conduct to which we expect all our business 
partners to adhere to. Three of the Board Committees enhanced 
their charters to reflect continued oversight of ESG-focused 
responsibilities. The Executive Compensation Committee of 
the Board incorporated a GHG emissions intensity performance 
metric to accompany the safety and spill rate metrics included 
in the ESG component of the Company’s Annual Incentive Plan. 
Additionally, we have formed an operations sustainability-focused 
team, comprised of operations and HSE specialists, to identify, 
evaluate and implement technologies in support of our corporate 
climate and emissions strategy and goals.
Looking to the future, I have no doubt that we at Murphy will 
strive to make it better and think beyond possible, with solutions 
that lead us to achieve our goals in 2030, 2050 and beyond.
Sincerely,
Roger W. Jenkins 
President and Chief Executive Officer
1	 Employee and contractor Total Recordable Incident Rate.
2	 Employee and contractor Lost Time Incident Rate.
3	 As of March 25, 2022.
ESG Highlights
$900K
Employee Gift Matching Program 
donations in 2021
13,000
internal training courses 
available for employees 
and contractors
3,000
students received El Dorado 
Promise scholarships 
since 2007
Employees and 
Community
92%
independent
23%
diverse 
by gender3
8%
diverse 
by race/ethnicity3
Board of 
Directors
0
IOGP spills 
in 2021
▼20%
GHG emissions intensity 
from 2019 baseline
decrease
Environment
absolute Scope 1 and 2 
GHG emissions 
since 2019
decrease
▼23%
Safety
workforce LTIR² 
from 2019
improvement
▼50%
fatalities 
in 20210
workforce TRIR¹ 
compared to 2019
improvement
▼46%
more than
more than
more than
INTRODUCTION

2022 SUSTAINABILITY REPORT
MURPHY OIL CORPORATION
INTRODUCTION
ENVIRONMENT
SAFETY
OUR PEOPLE
COMMUNITY
GOVERNANCE
PERFORMANCE
6
The Company has a rich and storied history dating back to the 
early 1900s, when our founder, Charles H. Murphy Sr., envisioned 
becoming an industry leader – first in lumber and banking, and 
ultimately in oil and natural gas. The Company was incorporated in 
1950 and has been publicly listed since 1956.
Murphy’s Worldwide Health, Safety and Environmental (HSE) 
Policy provides clear and consistent direction: to comply with 
environmental laws and standards and create safe and rewarding 
workplaces while making positive contributions to the community. 
The combination of our commitment and strong operational 
capabilities makes Murphy a preferred partner in all communities 
in which we operate, as well as a welcomed partner of both 
independent and national oil companies.
We produce crude oil, natural gas and natural gas liquids primarily 
onshore and offshore in the US and Canada and explore in targeted 
areas worldwide. We have offices in Houston, Texas, and Ho Chi 
Minh City, Vietnam.
PRODUCTION AND RESERVES
2021 Fiscal Year Net Production4
2021 Proved Reserves4
MBOEPD
158
55%
Crude Oil
39%
Natural
Gas
6%
Natural
Gas Liquids
23%
33%
44%
39%
Crude Oil
55%
Natural
Gas
6%
Natural Gas
Liquids
MMBOE
699
25%
49%
26%
US Onshore
Canada Onshore
North America Offshore
4	 Production and Proved Reserves excludes noncontrolling interest, and represents only the amounts attributable to Murphy. Proved reserves are based on year-end 
2021 third-party audited volumes using SEC pricing.
Murphy Oil Corporation is an independent exploration and production company with 
onshore and offshore oil and natural gas production operations in the United States and 
Canada. We are based in Houston, Texas, and had 696 employees as of year-end 2021.
Who We Are
Supported by a multi-
decade founding family, 
with MEANINGFUL 
BOARD AND 
MANAGEMENT 
OWNERSHIP
FINANCIAL DISCIPLINE 
has led to a 60-year 
track record of returning 
capital to shareholders
STRONG GENERATOR 
OF FREE CASH FLOW 
with capital allocation 
flexibility
HIGH-POTENTIAL 
EXPLORATION 
PORTFOLIO with 
industry-leading 
offshore capabilities
Sustainable oil and 
natural gas assets that 
are safely operated 
with LOW CARBON 
EMISSIONS INTENSITY 
in three operating areas 
across North America
INTRODUCTION

2022 SUSTAINABILITY REPORT
MURPHY OIL CORPORATION
INTRODUCTION
ENVIRONMENT
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PERFORMANCE
7
The world has changed a great deal since the 1950s. But our 
reason for being – our why – has not. Charles H. Murphy Sr.’s 
insistence on doing what’s right continues to inspire the high 
standards we set for ourselves in everything we do, including our 
commitment to our people, communities and the environment. 
In 2018, the Company, with the support of our Board of Directors 
(Board), outlined a concrete mission and vision, which is supported 
by key values and behaviors that guide the way we work every 
day. Throughout this report, we highlight ways in which we are 
living these values as part of our commitment to ESG excellence.
OUR PURPOSE
OUR BEHAVIORS
DO RIGHT ALWAYS
STAY WITH IT
THINK BEYOND POSSIBLE
We believe in providing energy 
that empowers people.
Respect people, safety, 
environment and the law
Follow through
on commitments
Share openly and accurately
Make it better
OUR MISSION
We challenge the norm, tap 
into our strong legacy and 
use our foresight and 
ﬁnancial discipline to deliver 
inspired energy solutions.
OUR VISION
We see a future where we are an 
industry leader who is positively 
impacting lives for the next
100 years and beyond.
Show resilience
Lean into challenges
Support each other
Consider the implications
Offer solutions
Step up and lead
Don’t settle for “good enough”
Embrace new opportunities
OUR PURPOSE, MISSION, VISION, VALUES AND BEHAVIORS
2022 SUSTAINABILITY REPORT
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INTRODUCTION

2022 SUSTAINABILITY REPORT
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ENVIRONMENT
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Long before environmental, social and governance – or ESG – 
was a concept driving companies’ and stakeholders’ strategies 
and decision-making, our Company’s founder, Charles H. Murphy 
Sr., built his company on a strong commitment to integrity 
and doing what is right for our employees, communities and 
stakeholders. His son, Charles H. Murphy Jr., was a forerunner in 
the environmental awareness movement, and his tireless efforts 
helped to create standards and practices for the oil and natural 
gas industry. They recognized that protecting and conserving 
the environment, investing in our people and communities and 
protecting the health and safety of our workforce are not only the 
“right” things to do, they also underpin our financial stability and 
support our ongoing license to operate and sustain long-term 
value creation.
As illustrated in the graphic below, our approach to ESG is based 
on five principles, which guide the way we work every day.
Our goal is to help balance 
society’s need for affordable, 
reliable, secure and 
responsibly produced energy 
with the protection of the 
environment and climate.
Our Approach to ESG
Murphy is built on operating responsibly and protecting our workforce, communities 
and the environment. While we know this is good for the planet and our stakeholders, 
we also know it is critical to our success as a business.
ESG
Approach
Communicate
With Transparency
Focus on
What Matters
Most
Ensure Safe,
Responsible
Operations
Provide Strong
Oversight and
Governance
Engage
Stakeholders
We continually advance our 
comprehensive approach 
to managing ESG impacts, 
risks and opportunities, 
see page 9.
Communicating our ESG commitments, 
plans and progress is key to enhancing 
our business, improving operations and 
strengthening our credibility with our 
stakeholders, see page 2.
We view our stakeholders 
as important partners and 
actively engage with them 
regularly, see page 10.
We are committed to conducting 
our business in a responsible 
manner that protects and 
conserves the environment and 
that protects the health, safety 
and security of all personnel, 
see page 13 and page 43.
Board and senior management 
commitment, coupled with strong 
governance systems and clear 
delineation of responsibilities 
and accountability, are critical 
to effectively managing our 
ESG risks, opportunities and 
performance, see page 11.
INTRODUCTION

2022 SUSTAINABILITY REPORT
MURPHY OIL CORPORATION
INTRODUCTION
ENVIRONMENT
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We are continually advancing our comprehensive approach to 
managing the range of ESG impacts, risks and opportunities 
Murphy faces. The following graphic illustrates our core ESG 
focus areas, and we continue to move our programs and 
performance forward on these key issues.
To help determine the key sustainability topics to focus on, we 
conduct a materiality assessment annually using the process 
prescribed by Ipieca/API/IOGP. For the purposes of our 
sustainability reporting, we have adopted Ipieca/API/IOGP’s 
definition of “material” as outlined in “Sustainability Reporting 
Guidance for the Oil & Gas Industry, 4th Edition, 2020”: “Material 
issues are those that – in the view of both management and 
external stakeholders – have the potential to significantly affect a 
company’s sustainability performance and stakeholder awareness, 
assessments or decisions.”
Our materiality assessment process includes the following steps:
•	
Identify issues – We list existing and emerging issues 
relevant to our Company and stakeholders. Sources include 
stakeholder engagements, enterprise risk management 
process, SASB’s Materiality Map, interviews with senior 
management, peer benchmarking and ESG rating agencies.
•	
Prioritize issues – We then rank the identified issues based 
on level of impact to the Company, as well as the level of 
concern to key stakeholders.
•	
Check and confirm issues – Prior to publishing, we review 
this report to ensure that the identified material issues are 
discussed adequately and appropriately. 
•	
Disclose the process and outcomes – In the interest 
of transparency, in this report we outline our materiality 
assessment approach and outcomes (see graphic at right 
for this year’s outcomes).
•	
Review the process – Upon publication of this report, we 
reach out to key stakeholders for feedback as to whether 
the report sufficiently addressed their issues of concern, and 
to identify areas of improvement and, where appropriate, 
make improvements. 
Based on this analysis, we identified 12 ESG issues of greatest 
importance to our stakeholders and our Company.
FOCUSING ON WHAT MATTERS MOST
Today, climate change is at the center of most discussions of 
ESG issues, and we recognize that it is one of the most pressing 
issues in our business. Addressing climate change, and the 
global energy transition it requires, also presents important 
risks and opportunities for our industry and our Company. We 
believe our longtime commitment to operating responsibly 
and using resources efficiently – and our environmentally 
advantaged portfolio – position us to meet the challenges 
and seize the opportunities of the energy transition so we 
can remain an industry leader for years to come. To guide 
our efforts, we developed climate change principles in 2008, 
which we reviewed and updated again in 2021. While we have 
made progress, we are currently assessing pathways to net zero 
emissions. Read more about our approach to climate change 
and emissions reductions in the Environmental Protection and 
Conservation section, see page 13.
Responding to Climate Change Is Central to Our ESG Efforts
•	
Stakeholder engagement
•	
Board diversity
•	
Cybersecurity
•	
Risk management
ENVIRONMENT
SOCIAL
GOVERNANCE
•	
Climate change, including the energy transition 
and scenario analysis
•	
Greenhouse gas emissions, including Scope 3
•	
Water management
•	
Biodiversity
•	
Employee and contractor health and safety
•	
Diversity, equity and inclusion of our workforce
•	
Human capital management
•	
Community relations and engagement
Our ESG Focus Areas
Find out more about our climate change 
position on the Murphy Oil Corporation 
website.
Our Climate Change Position
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We view our stakeholders as important partners. We engage 
with our employees, investors, the communities where we work 
and live, government and regulatory agencies, academics and 
nongovernmental organizations through:
•	
Direct channels such as focus groups and interviews, 
investor roadshows and outreach, proxy voting and 
meetings. 
•	
Indirect channels such as webinars, forums and panel 
discussions, professional networks and our website.
To identify key stakeholders, we conduct a mapping process 
in which we prioritize stakeholders who are willing to engage 
with us. Maintaining and building these relationships are 
important to us; and we use their input to guide, improve and/
or formalize our internal policies. For more information on our 
Stakeholder Engagement process, please see Governance, 
page 67.
We are committed to improving the relevancy and transparency 
of our public disclosures on matters that are key to our 
stakeholders. These disclosures include our Annual Report, Proxy 
Statement and Sustainability Report, certain questionnaires and 
our website. Stakeholder engagements occur throughout the 
year, and we consider post-publication feedback as we plan the 
next report.
ENGAGING OUR STAKEHOLDERS
Our purpose as a company – to provide energy that empowers 
people – is an important element of sustainable development. 
In 2021, we began an effort to map our ESG efforts and 
priorities onto the UN Sustainable Development Goals (SDGs), 
which provide a blueprint to achieve a better and more 
sustainable future for all through action for social inclusion, 
environmental sustainability and economic development. 
Meeting the SDGs by 2030 will require the private sector, 
including our Company, to work alongside governments, 
nongovernmental organizations and communities.
While we understand that the 17 SDGs are inextricably linked, we believe we have the most impact on the following SDGs: 
•	
Goal 3 – Good Health and Well-being
•	
Goal 4 – Quality Education
•	
Goal 7 – Affordable and Clean Energy
•	
Goal 8 – Decent Work and Economic Growth
•	
Goal 13 – Climate Action
A content index detailing how we contribute to the SDGs can be found on page 94.
Contributing to the United Nations Sustainable Development Goals
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Board and senior management commitment, coupled with strong 
governance systems and clear delineation of responsibilities and 
accountability, are critical to effectively managing our ESG risks, 
opportunities and performance. ESG issues are a formal part 
of every Board meeting. Furthermore, the Board is responsible 
for overall risk oversight of the Company, which includes certain 
environmental, social, supply chain and governance matters.
BOARD AND MANAGERIAL OVERSIGHT OF ESG TOPICS
ESG TOPICS REVIEWED AT LEAST ANNUALLY
MURPHY OIL CORPORATION BOARD OF DIRECTORS
• 
Board Evaluation Process
• 
Director Nominee Selection Process
• 
Murphy Ethics Hotline Report
• 
Current and Emerging ESG Trends
• 
Diversity, Equity and Inclusion
• 
Political Contributions
• 
Compliance Update
• 
Enterprise Risk Management
• 
Lobbying Activities
• 
Cybersecurity
• 
Executive Compensation
• 
Shareholder Engagement
• 
Information Security
• 
Health, Safety and Environmental 
Performance
• 
Succession Planning
Holds oversight responsibility for reviewing programs related to risk oversight, including 
cybersecurity, and compliance with the Company’s Code of Business Conduct and Ethics.
Holds oversight responsibility for the Company’s approach to sustainability. The Committee 
oversees not only compliance with, and responses to, applicable laws and regulations, but also 
the evolution of trends and emerging issues as the Company develops, reviews and assesses 
leading practices that drive the Company’s commitment on principles of sustainability.
Holds oversight responsibility for developing criteria for Board membership that encourages a 
diversity of backgrounds and perspectives, including diversity of race, ethnicity, gender and 
national origin, and actively seeks individuals qualiﬁed to become Board members for 
recommendation to the Board. The Committee also oversees the Company’s lobbying 
activities and political spending, and reviews current and emerging governance trends, issues 
and concerns that may aﬀect the Company’s business, operations, performance or reputation.
Holds oversight responsibility for reviewing the Company’s key human capital 
management strategies.
ESG EXECUTIVE MANAGEMENT COMMITTEE
SUSTAINABILITY 
WORKING GROUP
BOARD COMMITTEES WITH ESG-FOCUSED RESPONSIBILITIES
AUDIT
HEALTH, SAFETY, 
ENVIRONMENT 
AND CORPORATE 
RESPONSIBILITY
NOMINATING 
AND 
GOVERNANCE
EXECUTIVE 
COMPENSATION
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BOARD COMMITTEES
The Health, Safety, Environment and Corporate Responsibility 
(HSE&CR) Committee leads the Board’s oversight of 
sustainability issues and strategy development, including climate, 
environmental performance, health and safety, diversity, equity 
and inclusion of our workforce, and community engagement. 
The following Board committees enhanced their charters in 
2021 to reflect their continued oversight of certain ESG-focused 
responsibilities:
•	
The Audit Committee is responsible for reviewing 
programs related to risk oversight, including cybersecurity 
and compliance with the Company’s Code of Business 
Conduct and Ethics.
•	
The Executive Compensation Committee is responsible 
for reviewing the Company’s key human capital 
management strategies.
•	
The Nominating and Governance Committee is 
responsible for developing criteria for Board membership 
that encourages a diversity of backgrounds and 
perspectives, including diversity of race, ethnicity, gender 
and national origin, and actively seeks individuals qualified 
to become Board members for recommendation to the 
Board. The Committee also oversees the Company’s 
lobbying activities and political spending, and reviews 
current and emerging governance trends, issues and 
concerns that may affect the Company’s business, 
operations, performance or reputation.
To view detailed responsibilities for each Board Committee, 
please refer to our website.
ESG EXECUTIVE MANAGEMENT COMMITTEE
Murphy’s ESG Executive Management Committee monitors and 
manages sustainability risks and opportunities. This committee 
is comprised of our President and Chief Executive Officer and 
senior executives representing key functional areas across the 
Company.
The primary responsibilities of the committee are:
•	
Ensure the Company has timely and accurate information 
regarding laws, regulations and industry trends related 
to ESG matters, including climate; responsible business 
conduct; the community; and diversity, equity and inclusion.
•	
Monitor and advise the Company on current and emerging 
ESG matters, including risks and opportunities, that may 
affect the business, operations, performance or reputation 
or are otherwise pertinent to the Company and its 
stakeholders.
•	
Assist the HSE&CR Board Committee or other Board 
Committees with respect to ESG matters.
•	
As necessary, review and provide comments to the 
Company regarding policies, reports and communications 
regarding ESG-related matters.
•	
Review and provide comments on the Company’s 
Sustainability Reports.
The ESG Executive Management Committee is required to meet 
at least quarterly and reports to the HSE&CR Board Committee. 
The committee has delegated the responsibility of producing the 
annual Sustainability Report to the Sustainability Working Group. 
Further, the committee may delegate other responsibilities to 
other working groups or subcommittees.
SUSTAINABILITY WORKING GROUP
The Sustainability Working Group is a cross-functional team 
of subject matter experts that manages and coordinates the 
publication of our annual Sustainability Report as well as other 
ESG matters and efforts, as directed by the ESG Executive 
Management Committee.
OPERATIONS SUSTAINABILITY FOCUS TEAM
The Operations Sustainability Focus Team, comprised of 
operations and HSE specialists, was formed in 2021 to identify, 
evaluate and implement technologies to support our corporate 
climate and emissions strategy and goals. The team maintains a 
funnel of project ideas prioritized by impact, feasibility and cost, 
addressing both the short and long term.
See the Governance and Responsible Business Practices section 
on page 65 for more on our approach to other governance 
issues.
ESG Executive Management Committee
Reports to HSE&CR Board Committee
Chaired by President and Chief Executive Officer
Current members:
President and Chief Executive Officer
Executive Vice President and Chief Financial Officer
Executive Vice President, Operations 
Senior Vice President, General Counsel 
and Corporate Secretary 
Vice President, Human Resources and Administration 
Vice President, Investor Relations and Communications 
Director, Governance and Legal Services 
Director, Sustainability
Sustainability Working Group
Reports to ESG Executive Management Committee
Chaired by Director, Sustainability
Comprised of representatives from the following 
business units:
Law
Operations
Risk Management
Supply Chain Management
Finance and Treasury
Health, Safety and 
Environmental
Human Resources
Investor Relations and 
Communications
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ENVIRONMENTAL 
PROTECTION AND 
CONSERVATION
“
Protecting and 
preserving the 
environment is a deep-
rooted principle for 
everyone at Murphy.”
Zero IOGP Spills
in 2021
lowest
since becoming pure exploration and 
production player in 2013
Scope 1 Emissions
highest
in Company history
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Protecting and preserving the environment is a deep-rooted 
principle for everyone at Murphy, starting with Charles H. 
Murphy Jr. He was an early leader in the environmental 
awareness movement and helped to create environmental 
standards and practices for the oil and natural gas industry. Mr. 
Murphy was honored with the National Wildlife Federation’s 
citation for outstanding individual service for his work in 
bringing together oil industry leaders and national leaders 
of the environmental movement. In 1999, he became the 
first oil industry executive to receive the prestigious Chevron 
Conservation Award.
Over the past decade, we have transformed the Company into a 
focused exploration and production player. In 2019, we acquired 
primarily operated deepwater US Gulf of Mexico assets, and 
we fully divested our operations in Malaysia. Through these 
strategic transactions and others, we have divested refining, oil 
sands and heavy oil assets, consequently reducing our exposure 
to emissions-intensive activities. Now, unconventional assets in 
Canada – which has some of the world’s most comprehensive 
environmental regulations – and the US Gulf of Mexico – which 
can deliver barrels with some of the lowest emissions intensity in 
the industry – account for a larger share of our operations.
At the tactical level, Murphy continually improves the 
performance of existing assets by making investments in 
equipment upgrades and new technologies, which help to 
monitor, measure and improve our environmental performance. 
Our environmental initiatives are directed by our Worldwide 
Health, Safety and Environmental Policy and implemented 
according to our comprehensive HSE Management System 
(see page 45). This management system helps us focus our 
efforts related to reducing greenhouse gas (GHG) and other 
air emissions, increasing energy efficiencies, protecting water 
resources and ecosystems, and managing waste and land impact. 
Additionally, we provide training and awareness programs on 
our environmental management system for employees and 
contractors, and participate in external audits with regulatory 
agencies such as the Texas Railroad Commission, Texas 
Commission on Environmental Quality, US Bureau of Safety and 
Environmental Enforcement, Alberta Energy Regulator and British 
Columbia Oil and Gas Commission.
We understand that our industry, and the use of our products, 
create emissions – which raise climate change concerns. At 
the same time, access to affordable, reliable, secure energy 
is essential to improving the world’s quality of life and the 
functioning of the global economy. We believe that as the energy 
economy transitions under the Paris Agreement, oil and natural 
gas will continue to play a vital role in the long-term energy mix.
At Murphy, we are committed to reducing our GHG emissions, 
and focused on understanding and mitigating climate change 
risks. To guide our climate change strategy, Murphy has adopted 
a climate change position, and we are setting meaningful 
emissions goals. In 2021, we endorsed the Texas Methane & 
Flaring Coalition’s goal of eliminating routine flaring by 2030, 
under the current World Bank definition of routine flaring. 
We have also committed to reduce our Scope 1 and 2 GHG 
emissions intensity by 15% to 20% by 2030 against a 2019 
baseline, excluding the Malaysia operations, which we divested in 
2019. We continue to capture, track and improve our reporting of 
methane and flaring metrics.
In this section, we share our efforts to improve our emissions 
performance and our climate governance, strategy, risk 
identification and management and metrics and targets, in 
alignment with the Task Force on Climate-related Financial 
Disclosures (TCFD) core elements.
Murphy has a long history of conducting our business in a manner that protects 
and conserves the environment. This commitment is embedded in the way we 
have structured our portfolio of assets, developed our strategy and implemented 
continuous improvements in our operational processes.
CLIMATE CHANGE AND EMISSIONS
Our Climate and Emissions Goals and Progress
Reduce 
Scope 1 and 2 GHG 
Emissions Intensity
Eliminate 
Routine Flaring
▼15-20%
▼20%
0
reduction of
by 2030
by 2030 (from 2019)
achieved in 2021
on track
on track
Target
Progress
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Our TCFD Journey: Progressively Improving Our Climate Disclosures
The Task Force on Climate-related Financial Disclosures (TCFD) has developed a framework to help public companies and 
other organizations more effectively disclose climate-related risks and opportunities through their existing reporting processes. 
TCFD’s goal is that through widespread adoption, financial risks and opportunities related to climate change will become a natural 
part of companies’ risk management and strategic planning processes.
In 2020, we became a TCFD supporter and adopted its framework to begin our climate-related reporting. Since then, we have 
expanded our disclosures year-on-year to align with the framework. The table below outlines our enhancements for 2021-2022. 
For our TCFD Content Index, please see page 86.
TCFD Core Elements
2021-2022 Efforts and Reporting 
Enhancements
Governance
The organization’s 
governance around 
climate-related risks and 
opportunities (page 21)
Enhanced charters of three Board committees to reflect their 
continued oversight of certain ESG-focused responsibilities
Reviewed and updated our climate change position, originally 
developed in 2008
Conducted an assessment on the alignment of our climate change 
position versus that of our key trade associations
Strategy
The actual and potential 
impacts of climate-related 
risks and opportunities on 
the organization’s businesses, 
strategy and financial 
planning (page 22)
Expanded the climate-related scenario analysis to include the 
International Energy Agency (IEA) Net Zero Emissions by 2050 
Scenario (NZE)
Added a more comprehensive discussion of climate-related risks 
and opportunities, including potential time horizon and financial 
impacts
Risk 
Management
The processes used by the 
organization to identify, 
assess and manage climate-
related risks (page 25)
Augmented discussion on how we identify and assess climate-
related risks
Expanded discussion of mitigation strategies for identified risks and 
efforts for identified opportunities
Metrics and 
Targets
The metrics and targets 
used to assess and manage 
relevant climate-related risks 
and opportunities (page 27)
Reported our performance against our climate goals
Engaged a third party to conduct an independent assurance of 
our absolute Scope 1 and Scope 2 GHG emissions for the second 
consecutive year
Added an annual GHG emissions intensity goal as a performance 
metric in our Company’s annual incentive plan
Reported our estimated Scope 3, Category 11: Use of Sold 
Products GHG emissions
Expanded climate-related metrics to align with the Sustainability 
Accounting Standards Board (SASB) for oil and natural gas 
exploration and production companies and the Global Reporting 
Initiative (GRI)
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Transparent Emissions Reporting
Murphy is committed to transparently reporting, as well as reducing, our GHG emissions. We have maintained an inventory 
of GHG emissions since 2001 through an internal, annual Worldwide GHG Emissions Report. We have continually refined our 
emission surveys as we strive for improved measuring and tracking. We report emissions on an operated basis per Ipieca/
API/IOGP “Petroleum Industry Guidelines for Reporting Greenhouse Gas Emissions, Second Edition,” and in accordance with 
regulation of the following local countries and provinces:
•	
United States – Environmental Protection Agency (EPA) GHG Mandatory Reporting Rule
•	
Canada (Federal) – Canadian Environmental Protection Act
•	
Canada (Alberta) – Emissions Management and Climate Resilience Act
•	
Canada (British Columbia) – Greenhouse Gas Industrial Reporting and Control Act
•	
For other overseas operations, a simplified version of EPA’s reporting created for our GHG inventory was used.
•	
Where necessary, additional source types were added to all assets (e.g., indirect emissions) for consistency across the 
inventory.
For sustainability reporting purposes, we include all drilling and completions emissions from contracted activities in our Scope 1 
data disclosure.
GHG Emissions Definitions
We have adopted the following definitions for our GHG reporting, based on the Greenhouse Gas Protocol.
Scope 1 – Direct GHG emissions from sources owned and controlled by Murphy
Scope 2 – Indirect GHG emissions from the generation of purchased electricity consumed by Murphy
Scope 3 – All other indirect GHG emissions as a consequence of Murphy’s activities, from sources not owned or controlled by 
the Company
IMPROVING OUR EMISSIONS PERFORMANCE
We focus our efforts on reducing emissions generated from 
combustion sources and processes that emit predominantly 
methane.
We have made investments to reduce GHG and other emissions, 
spending approximately $110 million from 2015 to 2021. 
Reducing emissions is a top priority across all our business 
functions. We follow a rigorous inspection and preventative 
maintenance program to keep operations running clean and 
efficiently, and our operations and facility design teams work 
collaboratively to incorporate GHG reduction technologies 
and practices into our existing operations, as well as new 
infrastructure. 
We have also established internal technical sharing sessions to 
communicate best practices and provide a forum to evaluate 
applicability across our business units and functions, including 
asset operations, engineering, subsurface, drilling and 
completions, and environmental specialist functions. In 2021, the 
Operations Sustainability Focus Team, comprised of operations 
and HSE specialists, was formed. This team is tasked to identify, 
evaluate and implement technologies to support our corporate 
climate and emissions strategy and goals. The team maintains a 
funnel of project ideas prioritized by impact, feasibility and cost, 
addressing both the short and long term.
We have made progress in reducing our emissions. Between 
2017 and 2021, our total Scope 1 and Scope 2 emissions fell by 
55%, and total company GHG emissions intensity decreased by 
almost 50%. Through our targeted efforts, as outlined below, 
our emissions intensity decreased by about 20% from 2019 
to 2021, putting us on a clear path to achieving our goal of 
reducing emissions intensity by 15% to 20% by 2030 against a 
2019 baseline. We continue to focus on implementing emissions-
reducing initiatives, in line with best practices from organizations 
like the American Petroleum Institute’s (API) The Environmental 
Partnership, and the Texas Oil & Gas Association (TXOGA), to 
ensure the reductions are sustainable under future increased 
activities.
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GHG Emissions and GHG Emissions Intensity5
Scope 1 and Scope 2 GHG Emissions Metric Ton CO2e
GHG Emissions Intensity Metric Ton CO2e/MMBOE
2021
967,267
12,950
2018
2,225,724
25,912
2017
2,140,553
25,124
2019
1,250,320
16,234
2020
1,036,312
12,809
Distribution of 2021 Scope 1 GHG Emissions
62%
9%
26%
2%
1%
Flared
Vented
Fugitive
Process
Combustion
0
35,000
30,000
10,000
5,000
15,000
25,000
20,000
0
3,500,000
3,000,000
2,500,000
1,000,000
2,000,000
1,500,000
500,000
2017
2018
2019
2020
2021
Scope 2 GHG Emissions
Scope 1 GHG Emissions
Murphy Intensity
IOGP North America Intensity Benchmark
Total GHG Emissions and Intensity5
Scope 1, 2 GHG Emissions 
Metric Ton CO2e
GHG Emissions Intensity 
Metric Ton CO2e/MMBOE
IMPROVING OUR EMISSIONS PERFORMANCE: METHANE
Methane has a significant impact on the climate, due to its high 
Global Warming Potential (GWP). As a result, the Company is 
targeting efforts to reduce methane emissions and has built 
redundant pipelines to minimize flaring due to downstream third-
party constraints. It is also investing in technologies that reduce 
venting and fugitive emissions, including:
•	
Electrifying facilities, pumping units and instrument air 
compressors
•	
Working to replace high-bleed pneumatic controllers 
with fuel gas to low-bleed and instrument air-actuated 
controllers at well sites and facilities
•	
Implementing a permanent design change to our wellsite 
facilities to include air compressors on all new onshore 
locations
•	
Continuing use and deployment of chemical pumps utilizing 
solar-powered batteries
•	
Focusing on process efficiencies to reduce facility downtime 
leading to venting and flaring
•	
Implementing new well tubing designs and plunger-assisted 
gas lift installations to reduce lift gas requirements for 
artificial lift
•	
Adding pipeline infrastructure to reduce venting and flaring 
at legacy assets
•	
Utilizing forward-looking infrared (FLIR) cameras, for leak 
detection and repair (LDAR), to reduce methane leaks by 
routine monitoring and repairing
•	
Piloting of continuous methane and volatile organic 
compounds (VOCs) monitoring at two facilities. Continuous 
monitoring enables us to detect leaks sooner, target 
significant leaks and implement repairs faster and more 
efficiently.
•	
Piloting of thermal cameras for remote monitoring of flares, 
ponds and other locations
Consequently, our methane intensity has decreased by 28% from 
2019 to 2021. We continue to seek improvements to reduce 
our methane emissions and partner with industry groups to 
achieve these goals, including those of TXOGA and API’s The 
Environmental Partnership. 
0
5,000
3,000
4,000
2,000
1,000
2017
2018
2019
2021
2020
Methane Intensity5 
Metric Tons CO2e/MMBOE
Source: IOGP and Murphy internal
5	 2017 and 2018 data includes Malaysia.
28%
decrease
2019-2021
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IMPROVING OUR EMISSIONS PERFORMANCE: 
COMBUSTION
A large source of emissions across our operations is associated 
with the combustion of fuel to run equipment critical to our 
operations. Improving the efficiency of our combustion practices 
reduces associated GHG emissions, as well as emissions of 
nitrogen oxide (NOX), sulfur oxide (SOX) and VOCs. Strategies we 
are using to reduce combustion-related emissions include:
•	
Dual-fuel fracturing fleet – Beginning the fourth quarter 
of 2019, Murphy shifted to using dual-fuel fracturing fleets 
in Canada whenever possible. The dual-fuel fleet partially 
displaces diesel consumption with natural gas (field gas 
where readily available, or compressed natural gas, CNG). 
This is expected to reduce both GHG and NOX emissions. 
In Canada, Murphy also conducted trials of a dual-fuel 
drilling rig in its 2021 drilling program in Tupper Montney, 
further displacing diesel consumption with natural gas and 
driving down emissions. In the Eagle Ford Shale in Texas, 
Murphy started using dual-fuel fracturing fleets for its 2021 
completions and is currently evaluating the use of electric 
fracturing units.
•	
Truck transportation – We have reduced truck 
transportation by connecting production in our operating 
fields via pipelines whenever practical and cost-efficient, 
and utilizing lay-flat hose to transport fresh water and high-
density polyethylene (HDPE) pipelines to move fresh water 
and non-fresh water through the field, where applicable.
•	
Onshore drilling and completion’s projects – In 2022, we 
commenced implementing a dual-fuel drilling rig in Eagle 
Ford Shale. To further reduce emissions, we are currently 
evaluating enhancement technologies on the dual-fuel in the 
drilling and fracturing operations, including CNG-hydrogen 
blend, CNG with a combustion catalyst additive and CNG-
hydrogen blend with a combustion catalyst additive.
•	
Natural gas compressors – In our onshore operations, we 
continue to add the latest catalyst technology.
•	
Electrification – We continue to electrify facilities, pumping 
units and instrument air compressors.
We also continue to seek opportunities to partner with service 
providers on emission-reducing innovations. In 2022, we are 
participating in the ESG Plus pilot in partnership with ISNetworld. 
ISNetworld is our supplier/contractor management system, which 
screens and grades our contractors on various performance 
and company policies and procedures. The pilot is aimed at 
helping our contractors and Murphy assess and document 
ESG performance, including desktop review and verification of 
their emissions data and implementation assessments of ESG 
programs. This will not only provide further transparency but also 
allow us to strengthen partnerships with our contractors as part of 
our Company’s goal to reduce emissions.
RESPECT THE ENVIRONMENT
Retrofit of High-Bleed to Low-Bleed Pneumatic Instruments in Tupper Montney, Canada
The upstream oil and natural gas industry utilizes automated pneumatic instruments in its routine production operations for 
maintaining process conditions such as fluid level regulation, pressure and temperature. These instruments may be powered 
by compressed air, electricity/solar, propane or natural gas, and be designed as high-bleed or low-bleed (or intermittent-bleed) 
depending on their application and static vent rate versus dynamic vent rate properties. 
Historically, due to the immediate availability of pressurized natural gas and its simplicity and reliability of use in remote locations, 
it was the energy source of choice. However, low-bleed instruments vent less natural gas than their high-bleed alternatives, and 
using electricity/solar or compressed air as an energy driver eliminates this routine venting source of natural gas completely.
In 2021, Murphy implemented a pneumatic instrument venting-reduction program in Tupper Montney, whereby 120 high-bleed 
instruments were retrofitted with their low-bleed relay alternatives. In doing so, approximately 3,300 metric tons of carbon dioxide 
equivalent (mtCO2e) of vented natural gas has been eliminated on an annual basis, a 60% performance improvement. As a further 
natural gas venting-reduction enhancement, all new greenfield pads and the build-out of existing brownfield pads in Canada, 
in both Tupper Montney and Kaybob Duvernay, will be engineered with instrument air (and/or electric) systems to power all 
pneumatic instrumentation, including pneumatic chemical pumps.
DON’T SETTLE FOR “GOOD ENOUGH”
Reducing Combustion Emissions in 
Offshore US Gulf of Mexico
Rather than using traditional diesel-fuel cranes, our 
investment in electric cranes on the King’s Quay floating 
production system, installed in the US Gulf of Mexico in 
2022, is expected to reduce emissions by over 92 mtCO2e 
each year, or ~2,800 mtCO2e over the life of the field. This is 
equivalent to a pickup truck driving over 6 million miles,6 or 
the annual energy consumption of 370 US homes.6
6	 Based on data from www.fueleconomy.gov and www.ccfpd.org.
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OFFER SOLUTIONS
Improving Compressor Reliability to Reduce Flaring Events at Eagle Ford Shale, Texas
Compressors are critical to our operations. In Eagle Ford Shale, compressors are used to increase the pressure of natural gas to 
allow it to be transported for sale, and also for gas lift. Gas lift is a process where compressed natural gas is injected or recycled 
into the well to help fluids, primarily oil, flow more easily to the surface. When a compressor goes down, the natural gas is flared, 
which is undesirable, both from an environmental and an economic standpoint. 
In 2017, the Facilities Engineering Team began tracking statistics on compressor downtime, to reduce downtime events and 
the resultant flaring. Internal process reviews concluded that most of the downtime originated from process upsets. To address 
the process upsets, equipment upgrades and system retrofits were undertaken, resulting in greater than 42% improvement in 
compressor downtime events from 2019 to 2021.
IMPROVING OUR EMISSIONS PERFORMANCE: FLARING
Flaring of natural gas is a controlled process for eliminating 
emissions of methane and VOCs. This elimination is necessary 
for safe operations within the oil and natural gas production 
process. Murphy is committed to limiting flaring as much as 
possible at all of our locations, to protect the environment and 
to capture as much natural gas as possible. Our first choice is 
always to eliminate flaring through natural gas conservation. Per 
the US Bureau of Safety and Environmental Enforcement (BSEE) 
regulations, we conduct zero routine flaring at our Gulf of Mexico 
offshore facilities. In 2021, we endorsed the Texas Methane & 
Flaring Coalition’s goal of eliminating routine flaring by 2030, 
under the current World Bank definition of routine flaring.
Our process improvements to reduce flaring include:
•	
Eliminating flare stacks from the design of new facilities 
in our Tupper Montney operations. The new designs 
use automated pressure controls to shut the wells in 
automatically, to eliminate flaring. We have also continued 
to decommission existing flares on locations in Tupper 
Montney to reduce emissions from the continuous pilots. 
•	
Implementing facility slugging prevention projects in the 
Eagle Ford Shale to reduce process fluctuations and upsets, 
thereby reducing downtime and flaring
•	
Reducing export constraints in the Eagle Ford Shale 
through the addition of secondary natural gas sales points
•	
Introducing electronic control upgrades, in both our US and 
Canada operations, to reduce upsets and provide data for 
continuous operational improvement
•	
Improving our overall equipment reliability in the Eagle 
Ford Shale to drive down failures that can result in flaring
•	
Extending our operated flowline and pipeline network and 
using third-party underutilized pipelines and infrastructure, 
where possible, to increase natural gas handling capabilities 
and reduce flaring
These efforts will drive improvement in our management of 
emissions and climate-related risk exposure, reduction of 
regulatory and policy risk and responsible production of oil and 
natural gas.
As a result of our focused efforts described above, between 
2019 and 2021, our flaring intensity on a mtCO2e per MMBOE 
basis fell by about 49%. As we work to achieve our commitment 
to reduce flaring, we anticipate continued improvement in the 
methane intensity of assets under our operational control.
7	 2017 and 2018 data includes Malaysia.
0
14,000
12,000
6,000
10,000
8,000
4,000
2,000
2017
2018
2019
2021
2020
Flaring Intensity7 
Metric Tons CO2e/MMBOE
49%
decrease
2019-2021
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Committing to Emissions Reductions 
and Industry Partnership
Murphy is one of the 26 founding members of The 
Environmental Partnership, launched by the API in 
2017. The Partnership, which includes 65 participating 
oil and natural gas producers, is focused on voluntarily 
reducing emissions from oil and natural gas production 
through a series of best practices that members commit 
to implementing. As a member, Murphy has committed to and is working to achieve the following:
•	
Implementing leak detection and repair (LDAR) programs – at all relevant assets, including regular optical gas imaging 
and timely repair of identified leaks
•	
Replacing high-bleed pneumatic controllers – by eliminating the use of these controllers in new facilities and working to 
replace the controllers in existing facilities with primarily air-actuated devices
•	
Reducing emissions from pipeline blowdowns – by reducing pressure and gas volumes prior to pipeline blowdowns, and 
when possible, routing gas to flare for destruction
•	
Implementing flaring-reduction best practices – by following a range of best practices (see Improving Emissions 
Performance: Flaring, see page 19)
Scope 3 Emissions 
Scope 3 emissions are other indirect emissions as a result of 
Murphy’s activities, from sources not owned or controlled by the 
Company. As an exploration and production company, we have 
no direct control over Scope 3 emissions.
We use the guidance prescribed in the “Estimating Petroleum 
Industry Value Chain (Scope 3) Greenhouse Gas Emissions: 
Overview of Methodologies,” published by Ipieca in 2016, to 
estimate our Scope 3 emissions. The “GHG Protocol Scope 3 
Standard,” published by the World Resources Institute and the 
World Business Council for Sustainable Development in 2011, 
classifies Scope 3 emissions into 15 categories. In establishing 
the boundary of our Scope 3 inventory, we have determined 
that only one of the 15 categories is material to our GHG 
inventory, Category 11: Use of Sold Products. We will continue 
to evaluate the other categories for materiality and report 
accordingly. There is continuing debate and development of 
standards for estimating Scope 3 emissions, partly because much 
of a company’s Scope 3 emissions are also counted in other 
companies’ Scope 1 and Scope 2 emissions. We will continue 
to monitor these developments to maintain consistency with 
accepted standards.
The table below outlines our estimated Scope 3 emissions for 
2020 and 2021, on a net equity production basis.
Estimated Scope 3 Net Equity Emissions
Category 11: Use of Sold Products Metric Tons CO2e
2020
2021
21,500,000
20,600,000
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CLIMATE GOVERNANCE
Our Board and senior management are actively engaged in 
overseeing our climate change and emissions strategy, which is 
based on our climate change position.
Board Oversight 
The Board of Directors oversees climate-related risks and 
opportunities, as well as overseeing the executive leadership 
team in its assessment, agenda-setting and strategic initiatives. 
Established processes for performance and risk assessments are 
in place and are informed by experts from within and outside the 
organization, as well as by the executive leadership team.
The Health, Safety, Environment and Corporate Responsibility 
(HSE&CR) Committee of the Board has specific responsibility 
for overseeing issues related to Murphy’s climate and emissions 
strategy, performance and external reporting. Additionally, the 
Audit Committee has oversight of our risk processes, while the 
Board reviews the Enterprise Risk Management (ERM) outcomes. 
The Executive Compensation Committee aligns our compensation 
program with our environmental and climate goals as well as 
performance. Please refer to Board and Managerial Oversight of 
ESG Topics (see page 11) for more details on the responsibilities 
of these Board committees.
Climate-related information is reviewed at least biannually during 
the HSE&CR Committee meetings, as well as through frequent 
updates to the Board, to help ensure our members are apprised 
of climate matters. At least annually, external experts present 
to the Board on a broad range of topics relating to climate and 
sustainability. Additionally, our own internal personnel from 
government affairs, enterprise risk management, corporate 
planning, sustainability, HSE and operations provide updates on 
relevant topics, including but not limited to:
•	
Strategy and initiatives relating to climate change policy
•	
Significant legislation or regulations, treaties, conventions or 
other agreements, public policies or scientific developments 
involving environmental matters
•	
Significant risks to, and the physical security of, the 
Company’s facilities
•	
Annual GHG inventory and progress against climate-related 
goals, including our 2030 goals of Scope 1 and Scope 2 
GHG emissions reduction intensity and zero routine flaring
•	
Climate-related scenarios and energy transition matters
•	
Impact of climate-related risks and opportunities on our 
capital allocation process for our budget, long-range 
business plan and strategy
Management’s Role 
Our ESG Executive Management Committee, comprised of the 
President and Chief Executive Officer and senior executives, 
provides executive direction on and oversees the identification 
and management of climate-related risks and opportunities, and 
delegates responsibilities to relevant working groups or teams. To 
keep abreast of climate-related issues and trends, the committee 
is briefed by staff who participate in industry associations, think 
tanks and policy discussions, further detailed under Climate Risk 
Management (see page 25).
This ESG Executive Management Committee reports to the 
HSE&CR Committee and coordinates closely with our HSE 
Executive Management Advisory Committee. The HSE Executive 
Management Advisory Committee includes the President and 
Chief Executive Officer and senior executives and management 
from HSE and operations, and is responsible for executing on our 
environmental strategy.
Further, we have a Capital Allocation Investment Committee made 
up of the President and Chief Executive Officer; Executive Vice 
President and Chief Financial Officer; Executive Vice President, 
Operations; and senior finance leaders who oversee capital 
allocation, including climate- and emissions-related investments.
Additionally, members of the Risk Committee include the 
Executive Vice President and Chief Financial Officer; Senior Vice 
President, General Counsel and Corporate Secretary; Executive 
Vice President, Operations; other senior executives and the 
Enterprise Risk Manager who identify, prioritize and assign 
owners to risks, including climate-related risks, with reporting 
lines up to the Board or applicable Board committee(s), as 
discussed under Enterprise Risk Management in the Governance 
and Responsible Business Practices section (see page 68).
As mentioned in the Board and Managerial Oversight of ESG 
Topics section (see page 11), the Operations Sustainability Focus 
Team, comprised of operations and HSE specialists, is responsible 
for identifying, evaluating and implementing technologies to 
support our corporate climate and emissions strategy and goals. 
Climate Change Position 
We originally developed a set of climate change principles 
in 2008 to guide our climate strategy. In 2021, we reviewed 
and updated these principles into our current climate change 
position, with the commitment to re-evaluate the position 
periodically with our executive leadership team and HSE&CR 
Board Committee. As part of our climate change position, we 
endeavor to: 
•	
Provide strong internal oversight and governance
•	
Communicate with transparency
•	
Further integrate risks and opportunities into our strategy 
and business planning cycle
•	
Promote operational excellence to minimize impact to the 
environment
•	
Collaborate with stakeholders and promote responsible 
policy solutions
Our positions on key ESG issues do not always align exactly with 
those of the industry associations and other groups of which we are 
members. Therefore, our membership does not necessarily indicate 
our support for all the organizations’ positions. To understand the 
alignment of our climate change position, highlighted above, with 
that of our key trade associations, we conducted an assessment. 
We selected organizations that received more than $50,000 a 
year from Murphy, and identified three associations: the American 
Petroleum Institute (API), Canadian Association of Petroleum 
Producers (CAPP) and National Ocean Industries Association 
(NOIA). Our analysis concluded that our climate change position is 
consistent with that of these three associations.
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CLIMATE STRATEGY
Our strategy and asset portfolio position the Company to deliver 
on the dual challenge of providing affordable, reliable and secure 
energy while lowering the intensity of emissions associated with 
our activities. Through our annual strategic planning process, we 
build a strategy and business adaptable to alternative low-carbon 
pathways by providing a qualitative and quantitative perspective 
of energy transition risks and opportunities. 
Our risks fall into the following broad climate-related issues most 
relevant to our business model:
•	
Regulatory – Policies and regulations related to GHG 
emissions and climate change, covering the short and 
medium term
•	
Market transition – Global demand change toward non-
fossil fuel energy sources, covering the medium to long term
•	
Physical – Severe weather events, covering the short term 
and beyond
Elements of the above-described issues manifest themselves over 
different time horizons. We consider the following horizons when 
assessing and planning for risks and opportunities:
•	
Short-term – one to three years, which includes our annual 
budget and reporting period and allows for the realization 
of near-term operational decisions
•	
Medium-term – four to eight years, which includes our 
planning cycle and captures strategic initiatives such as the 
materialization of exploration ventures and further capital 
allocation into our larger assets
•	
Long-term – beyond eight years, and evaluated more 
fully against the external scenarios that represent alternate 
transition pathways and the underlying policy, technical 
and market assumptions, such as those defined by the 
International Energy Agency (IEA)
We also see significant opportunities over similar time horizons. A 
detailed discussion of these risks and opportunities can be found 
in the Climate Risk Management section (see page 25). 
Climate Scenario Analysis: Overview 
The scenario work of the IEA helps inform our view of long-term 
energy fundamentals. In particular, the Stated Policies Scenario 
(STEPS), Announced Pledges Scenario (APS) and Sustainable 
Development Scenario (SDS), as presented in the World Energy 
Outlook 2021, frame potential oil and natural gas demand, 
as well as technology, policy and societal requirements tied 
to energy transition pathway objectives. As promised in our 
2021 report last year, this year, we have included the Net Zero 
Emissions by 2050 Scenario (NZE) in our analysis to investigate 
the implications of a broader range of potential business 
environments and activities.
The STEPS reflects the impact of announced policy intentions 
and targets – Nationally Determined Contributions (NDCs) – 
submitted by the Paris Agreement signatories to reduce their 
emissions. This scenario projects oil demand to increase by 17% 
by 2030 and then flattening, while natural gas demand rises by 
28% by 2050. This scenario projects that the global average 
temperatures will hit 2.6°C above pre-industrial levels in 2100.
The APS assumes that all climate commitments made by 
governments around the world, including NDCs and longer term 
net zero targets, will be met in full and on time. This scenario 
projects that oil demand will fall by 13% and natural gas demand 
will decrease by 4% by 2050. The global average temperature 
rise in 2100 is around 2.1°C.
The SDS reflects a pathway aligned with the aim of the Paris 
Agreement of keeping a global temperature rise this century well 
below 2°C above pre-industrial levels and pursuing efforts to limit 
the temperature increase even further, to 1.5°C. This scenario 
projects that oil demand will fall by 47% and natural gas demand 
will decrease by 39% by 2050. Global CO2 emissions in the SDS 
are projected to reach net zero by 2070. If emissions are held to 
zero, there is a 50% probability, according to the IEA, of limiting 
the temperature rise to less than 1.6°C. 
The NZE is more ambitious and goes further than the SDS to 
align with the Paris Agreement objective of pursuing efforts 
to limit the temperature increase to 1.5°C. The NZE shows a 
narrow pathway to achieve net zero emissions by 2050 and is 
highly dependent on several factors, including: the timing and 
emergence of new innovations and technologies, the willingness 
of society to change behaviors, and global, lasting co-operation 
and policy changes. This scenario requires that oil demand fall by 
73% and natural gas demand by 56% by 2050.
The IEA highlights the important role that both oil and natural 
gas continue to play in the energy mix in the STEPS, APS and 
SDS. By 2040, oil and natural gas combine to meet 52%, 45% 
and 40% of the overall world energy demand, respectively. Even 
by 2050, oil and natural gas remain key. Due to natural depletion 
of existing production supply, there is need for continued 
Global Oil and Natural Gas Demand
0
120
100
40
80
60
20
2019
2020
2030
2050
0
600
500
200
400
300
100
2019
2020
2030
2050
SDS
NZE
APS
STEPS
Oil 
Million Barrels per Day
Natural Gas 
Billion Cubic Feet per Day
Source: IEA World Energy Outlook 2021
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significant investment. In the STEPS, annual upstream oil and 
natural gas investment averages around $650 billion between 
2021 and 2030 and about $700 billion through to 2050, with 60% 
spent on developing new fields. In the APS, annual investment 
averages about $570 billion between 2021 and 2030 and about 
$460 billion from 2031 to 2050.
We believe our strategic positioning enables the Company to 
contribute to the replacement of oil and natural gas supplies 
over this time horizon. Our existing portfolio reflects oil and 
natural gas resources that can be developed and produced at an 
emissions intensity per unit of production that is lower relative to 
other sources on the supply curve.
In the NZE, demand for oil and natural gas drops to levels that 
do not require new field developments beyond those already 
approved. However, investment in existing fields continues, with 
the annual upstream oil and natural gas investment averaging 
$235 billion between 2021 and 2050. The IEA highlights that 
if demand is higher than assumed in the NZE, the reduced 
investment in new fields would cause a supply shortage, leading 
to higher and more volatile prices. It further states that to counter 
this, a strong policy push to reduce oil and natural gas demand is 
required to meet the emissions goals of the NZE and to avoid the 
risk of market tightening. 
Climate Scenario Analysis: Methodology 
We consider the SDS and NZE when analyzing the resilience of 
our strategy. We also apply the associated crude oil, natural gas 
and CO2 price projections to our annual Long Range Plan (LRP) 
base case through the end of life of our existing and known future 
producing assets. The figures below reflect these projections from 
the SDS and NZE. We do not consider the STEPS and APS, as the 
associated price projections are significantly more favorable than 
our internal base price decks.
Renewables, Nuclear and Biomass
Coal
Natural Gas
Oil
Actuals
STEPS
SDS
APS
NZE
STEPS
SDS
APS
NZE
STEPS
SDS
APS
NZE
0
800
600
200
400
53%
Oil &
Gas
52%
45%
40%
29%
50%
42%
30%
19%
53%
49%
51%
51%
2020
2030 Scenarios
2040 Scenarios
2050 Scenarios
Global Energy Demand by Fuel (Exajoules, EJ)
0
120
100
40
80
60
20
2010
2030
2040
2020
2050
Supply with no
new investment
With investment
in existing and
approved (NZE)
Additional in APS
Additional in STEPS
Global Oil Supply 
Million Barrels per Day
Source: IEA World Energy Outlook 2021
Source: IEA World Energy Outlook 2021
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Climate Scenario Analysis: Outcomes 
Relative to our internal forecasts, the SDS forecasted oil price 
is slightly more optimistic, while the SDS forecasted US natural 
gas price is slightly more pessimistic. The SDS carbon price 
assumption is markedly higher than our carbon price assumption.
When we applied the SDS oil, natural gas and carbon price 
projections and compared the impact to the net present value 
(NPV) of our portfolio of existing and known future producing 
assets, the Murphy portfolio value remained relatively flat to our 
LRP base case. The optimistic SDS oil price offset the unfavorable 
effects of carbon pricing. We believe our current portfolio of 
existing and known future producing assets is resilient under 
the 2ºC transition pathway, as represented by the SDS. As we 
perform the scenario analysis, we also confirm that our 2030 GHG 
emissions intensity target is still viable. 
Maintaining the resilience of our strategy will continue to be a 
priority. We believe that there is no conflict between leveraging 
the strength of our portfolio to deliver healthy returns while also 
continuing to lower our Scope 1 and 2 emissions intensities.
The NZE’s significantly lower oil and natural gas prices coupled 
with a much higher carbon price result in lower NPV than our 
LRP base case. As discussed earlier, the NZE is highly dependent 
on many complex factors coming together in a relatively short 
timeframe. However, should aspects of the NZE scenario 
play out, our portfolio allows us the optionality to shift to the 
Tupper Montney natural gas asset in Canada. This presents 
an opportunity that is discussed further in the Climate Risk 
Management section (see page 25). Similar to the SDS, in this 
scenario, our 2030 GHG emissions intensity target remains viable.
Since the NZE is a narrow pathway, we extended our analysis to 
look at the net zero emissions scenarios from another third party, 
IHS Markit, which is now part of S&P Global Commodity Insights. 
IHS Markit develops a set of proprietary climate scenarios for 
clients to use for stress testing and strategic decision-making 
purposes. Like the IEA, IHS Markit “back-casts” its net zero 
scenarios. In the IHS net zero scenarios, the commodity prices are 
higher than the NZE. From our view, this indicates that the loss 
of oil growth opportunities is not as stark and the profitability of 
future natural gas opportunities is noticeably higher than in our 
LRP base case.
We also considered the impact of the IEA SDS and NZE pathways 
on our year-end 2021 proved reserves. Our analysis indicates that 
under these scenarios, our proved reserves are not likely to be 
stranded.
Commodity Price Scenarios8
$0
$80
$60
$20
$40
2020
2030
2040
2050
$0
$4
$2
$1
$3
2020
2030
2040
2050
$0
$300
$250
$150
$100
$50
$200
2020
2030
2040
2050
Crude Oil 
2022 $ per BBL
US Natural Gas 
2022 $ per MMBTU
CO2 
2022 $ per Tonne
8	 Interpolation was necessary for the IEA price projections, since the IEA only publishes decadal milestones. The carbon price has already been netted out of the 
commodity prices, and is therefore applied to our Scope 1 and Scope 2 equity emissions, and not to Scope 3.
Source: IEA World Energy Outlook 2021, Murphy internal
NZE
SDS
Murphy Base
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CLIMATE RISK MANAGEMENT
Identifying Climate Risks 
Through our Enterprise Risk Management (ERM) process, as 
described in the Governance and Responsible Business Practices 
section (see page 68), we identify, assess, evaluate, mitigate and 
monitor our climate-related risks. We determine the likelihood and 
impact on a qualitative scale, and rank and prioritize the identified 
climate-related risks against other risks.
Our views on climate-related risks are shaped by internal and 
external insights gained from climate policy discussions at federal, 
state and local levels; energy outlooks from the IEA and others; 
industry associations and think tanks. For example, Murphy 
participates in several external associations:
•	
We are members of the American Petroleum Institute (API), 
Canadian Association of Petroleum Producers (CAPP) and 
National Ocean Industries Association (NOIA). We are active 
in many committees of these associations, including the 
climate and ESG committees, as they work on addressing 
climate-related issues. As mentioned in the Climate 
Governance section above, in 2022, we assessed our 
climate change position with that of these associations and 
concluded that we are consistent.
•	
We joined Ipieca, a non-lobbying group, in 2019 and are 
members of several of its working groups, including Climate 
Change, Environment, Reporting and Water. Ipieca leads 
engagement with United Nations agencies on behalf of its 
membership, including UNFCCC, IPCC, UNEP and ICAO, 
and has an ongoing record of convening expert workshops 
to explore key climate-related issues, informing the industry 
and stakeholders.
•	
We have been a sponsor of the Massachusetts Institute of 
Technology (MIT) Joint Program on the Science and Policy 
of Global Change since 1998. The research conducted 
at MIT is valuable to government agencies, which aim to 
formulate efficient and effective policies, to industries that 
aim to create risk management strategies within national, 
regional, and global market realities, and to other decision 
makers, who value a systemic view of the broad interactions 
inherent in global change.
Managing Climate Risks and Opportunities 
As we seek to maximize the long-term value of our assets, we know 
that we must manage foreseeable short-, medium- and long-term 
risks and opportunities, including those related to climate change. 
Through our ERM process, we have identified the following key 
climate-related transition and physical risks that might impact our 
strategy, and are actively managing mitigation efforts.
Our reporting in this section is guided by the Task Force on Climate-related Financial Disclosures (TCFD) framework and the references to climate 
risks and opportunities, including transition and physical risks, are intended to align with such framework. The terms used herein are intended to be 
consistent only with their meaning under the TCFD framework. The disclosure of the information does not represent our belief regarding the materiality 
of that information under the federal securities laws. For a discussion of information that is material to Murphy Oil, please see our filings with the SEC, 
including our Annual Reports on Form 10-K and Quarterly Reports on Form 10-Q.
Type
Risk 
Description
Potential 
Time 
Horizon
Potential 
Financial 
Impacts
Mitigation Strategies
Transition: 
Policy and 
Legal
Policies/regulations 
related to GHG 
emissions, climate 
change, reporting 
obligations, and 
exposure to litigation
Short- and 
medium-term
Increased operating 
expenses
Increased cost of 
capital
Write-offs, asset 
impairment and early 
retirement of existing 
assets due to policy 
changes 
Murphy has developed focus areas to streamline our 
approach:
•	
Monitoring policy and regulatory proposals 
for specific risks to our business, by our 
Risk Management, Government Affairs and 
Regulatory personnel.
•	
Increasing internal awareness and transparency to 
increase communication both within and across 
business units, ensuring that cross-functional 
disciplines are aware of their contribution to 
emissions and opportunities for improvement.
•	
Enhancing data quality and tracking to provide 
higher-quality data, processes and consistency 
for improved benchmarking and setting key 
performance indicators (KPIs) and emissions 
reduction targets.
•	
Improving external reporting and disclosure 
to highlight to our employees, shareholders, 
in addition to our other stakeholders, our 
understanding of and commitment to climate 
change initiatives.
•	
Utilizing a process for evaluation and innovation, 
ensuring that our technical experts have access 
to the latest technological advancements and 
opportunities for participation in research and 
development, and increasing our ability to 
effectively evaluate solutions and act quickly 
upon opportunities.
For more information, see Improving Emissions 
Performance in this section (see page 16).
Key Climate-Related Transition and Physical Risks
Time horizon definitions: short-term – one to three years; medium-term – four to eight years; long-term – beyond eight years
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Type
Risk 
Description
Potential 
Time 
Horizon
Potential 
Financial 
Impacts
Mitigation Strategies
Transition: 
Market
Three key potential risks of the market transitioning away from fossil fuels and into lower carbon emission sources are:
Fossil-Fuel Business 
Model Disruption – 
Technologies for using 
energy from non-
emitting sources have 
developed rapidly over 
the last two decades 
and, in some cases, 
the usage cost has 
been decreasing at 
a noticeably faster 
rate than previously 
anticipated.
Medium- to 
long-term
Decreased revenue 
from reduced 
demand for oil and 
natural gas
Increased cost of 
capital
There is a large range of uncertainty regarding 
future rates of change, and timing is unknown.
We continue to investigate low-carbon technologies 
that complement our existing assets, strategy 
and competencies. As discussed above, the IEA 
alternative transition pathways suggest that oil and 
natural gas will continue to play a significant role in 
future energy demand. We will remain disciplined 
in our capital allocation, to ensure that our future 
investments are competitive in these various 
pathways.
Price Volatility – If 
consumers embrace 
less carbon intensive 
energy sources and 
carbon pricing, 
demand could drop 
and significantly 
impact long-term net 
oil and natural gas 
prices.
Medium- to 
long-term
Decreased revenue 
from reduced 
demand for oil and 
natural gas
Increased cost of 
capital
We use an analytical framework that includes 
scenario analysis to help us understand and manage 
this risk.
Reserves Estimation 
– Carbon prices will 
impact calculations of 
future reserves.
Medium- to 
long-term
Write-offs, asset 
impairment, and early 
retirement of existing 
assets 
Increased cost of 
capital
Our risk, reserves and planning functions work 
collectively with management and the Board to 
understand the potential impact and maintain our 
capital discipline.
Physical: 
Acute
Our US and 
international 
operations are 
exposed to different 
types of physical 
risks, such as tropical 
systems, floods and 
other forms of severe 
weather.
Short-term 
and beyond
Deferred revenue 
from deferred 
production capacity
Increased operating 
expenses
Property damage, 
liability for third-party 
damage
Increased insurance 
premiums
We have robust safety protocols in place, and we 
maintain thorough emergency response and crisis 
management plans. As described in the Protecting 
Our People section (see page 43), Murphy performs 
exercises and drills based on different scenarios for 
all our businesses. 
Additionally, we have experience in responding 
to actual events, such as the devastating floods 
experienced in Houston in 2017 after Hurricane 
Harvey and the Winter Storm Uri in 2021.
Time horizon definitions: short-term – one to three years; medium-term – four to eight years; long-term – beyond eight years
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CLIMATE METRICS AND TARGETS
We use a range of metrics to assess our climate and emissions 
efforts and performance, including absolute and intensity metrics 
for Scope 1 and 2 GHG emissions, Scope 3 GHG emissions, 
methane, flaring, air quality, water and waste management. We 
also track and report metrics recommended by the Sustainability 
Accounting Standards Board (SASB) for oil and natural gas 
exploration and production companies (see page 83 for our 
SASB index) and the Global Reporting Initiative (GRI) (see page 
89 for our GRI index). For a full list of metrics and data over the 
preceding five years, see Performance Data section (page 72).
We have established two external targets to drive our emissions 
performance: a commitment to eliminate routine flaring by 2030 
and a goal to reduce Scope 1 and 2 GHG emissions intensity 
by 15% to 20% by 2030 from a 2019 baseline. As discussed 
in Improving Our Emissions Performance (see page 16), our 
performance in 2021 puts us on a clear path to achieving our 
2030 targets. Our GHG emissions intensity decreased by about 
20% from 2019 to 2021. 
We are committed to reducing emissions and progressing 
towards our emissions intensity goal. To ensure the integrity of our 
emissions data, for a second consecutive year, we have engaged 
ERM Certification and Verification Services (ERM CVS) to conduct 
an independent limited assurance on our absolute Scope 1 and 2 
GHG emissions. For ERM CVS’s Independent Assurance Statement 
see page 81.
For 2021, the Executive Compensation Committee of our 
Board added an annual GHG emissions intensity goal as a 
performance metric in our Company’s annual incentive plan. The 
plan also includes safety and spill performance metrics, which we 
incorporated several years ago. The target metric for 2022 was set 
to ensure we remain on the path to achieving our medium-term 
goal of reducing our gross operationally controlled GHG emissions 
intensity.
Key Climate-Related Opportunities
Our reporting in this section is guided by the Task Force on Climate-related Financial Disclosures (TCFD) framework and the references to climate 
risks and opportunities, including transition and physical risks, are intended to align with such framework. The terms used herein are intended to be 
consistent only with their meaning under the TCFD framework. The disclosure of the information does not represent our belief regarding the materiality 
of that information under the federal securities laws. For a discussion of information that is material to Murphy Oil, please see our filings with the SEC, 
including our Annual Reports on Form 10-K and Quarterly Reports on Form 10-Q.
Type
Opportunity 
Description
Potential 
Time 
Horizon
Potential 
Financial 
Impacts
Ongoing or Future Initiatives
Resource 
Efficiency
Improved methane 
capture
Short-term
Increased revenue
Continue with our efforts to reduce methane (see 
page 17).
Energy 
Source
Use of lower-emission 
sources of energy and 
new technologies
Short- and 
medium-term
Reduced exposure 
to GHG emissions 
and therefore less 
sensitivity to changes 
in cost of carbon
Increased capital 
availability (as more 
investors favor lower-
emissions producers)
Reputational benefits 
resulting in increased 
demand for goods
Fulfill our commitments to The Environmental 
Partnership, as well as identifying electrification, 
renewables (like solar and hydrogen) and 
infrastructure opportunities throughout our 
operations, as discussed in Improving Our 
Emissions Performance (see page 16).
Evaluate and implement design concepts for 
new offshore facilities that improve emissions 
intensity over the life of the facility, such as the 
improvements we implemented in the King’s Quay 
floating production system.
Products, 
Services 
and 
Markets
Natural gas as lower-
emissions fuel
Development of 
natural gas markets 
with carbon capture for 
power generation 
Development of 
natural gas markets 
with carbon capture 
for blue hydrogen 
production 
Entering the carbon 
value chain as a 
storer in enhanced oil 
recovery
Long-term
Increased revenue 
Increased capital 
availability (as more 
investors favor lower-
emissions producers)
Reduced exposure 
to GHG emissions 
and therefore less 
sensitivity to changes 
in cost of carbon
Use our natural gas assets in Canada as low-
intensity resource. 
Allocate capital to investments in resources that 
will remain economically attractive under various 
transition pathways.
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Time horizon definitions: short-term – one to three years; medium-term – four to eight years; long-term – beyond eight years

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Water is essential to our communities, ecosystems and industry. 
Murphy is committed, from the Board and Chief Executive Officer 
level down to field personnel, to responsible water management 
practices, stewardship and conservation in all areas where we 
operate. We strive to be a leader in water management planning 
and practices, with the ultimate objective of reducing the 
withdrawal and use of fresh water in our operations.
The availability of fresh water is being affected by human 
consumption, farming and industry water users, and climate 
shifts. We integrate water scarcity into our regular risk 
assessments and our business strategies. For example, over 
the last five years, Murphy has invested over $40 million in 
infrastructure to minimize our dependence on fresh water and 
maximize our use of recycled produced and flowback water and 
other alternative sources. 
ONSHORE
Water is a key input for our hydraulic fracturing operations 
and is therefore critical to maintaining our onshore production 
targets. To help ensure our water use is sustainable, we have 
a comprehensive water management policy and strategy that 
addresses planning and forecasting, water sourcing, treatment, 
storage, recovery and recycling, permitting and optimization.
Water Management Policy 
Our recently formalized onshore Water Management Policy 
outlines our commitment to reduce consumption of fresh water 
and conduct responsible water management practices. Our 
policy focuses on:
•	
Reducing our impact and demand on the local freshwater 
sources 
•	
Complying with regulations and standards
•	
Protecting the environment and the diversity of plant and 
animal life while minimizing the impact of our operations 
•	
Deploying new treatment technologies to our water 
management process
•	
Continually expanding our water infrastructure network
•	
Tracking and reporting water metrics to drive transparency, 
learnings, optimization and future planning
Water Management Strategy and Risk Management 
Our water management strategy provides the philosophy and 
framework for how we identify and manage short-term and 
long-term needs, develop solutions and optimize our programs. 
Our Vice President, Drilling and Completions, is responsible for 
WATER MANAGEMENT
Water Definitions
We have adopted the following definitions for our internal and external reporting purposes, based on SASB and Ipieca’s 
guidance.
Fresh Water – Defined according to the local statutes and regulations where we operate
•	
In Texas, the Railroad Commission’s Groundwater Advisory Unit (GAU) defines freshwater zones as generally less than 1,000 
mg/L total dissolved solids (TDS). This is consistent with the US Geological Survey definition.
•	
In Alberta, the Alberta Energy Regulator (AER) defines fresh water as non-saline water less than or equal to 4,000 mg/L TDS.
•	
In British Columbia, the Oil and Gas Commission (BCOGC) defines fresh water as non-saline water less than or equal to 
4,000 mg/L TDS.
Freshwater sources include surface water (rivers, lakes, streams, surface run-off, etc.) and groundwater.
Alternative Water Sources – Water obtained from sources such as saline groundwater, recycled produced water, municipal 
effluent, and sharing/collaborative opportunities
Fresh Water Withdrawn – Volume of water drawn from freshwater sources
Fresh Water Consumed – Volume of fresh water used for our onshore operations. Due to the timing of freshwater withdrawals 
and consumptions, the withdrawal amount may not necessarily equate to the consumed amount in a particular calendar year.
Produced Water – Saline water that is brought to the surface during the production of hydrocarbons, including formation water, 
injection water and flowback water (initial produced water for a defined period)
Recycled Water – Alternative water that is used in operations after treatment, to reduce freshwater withdrawal
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the overall water management for the Company. We undertake 
comprehensive planning to ensure adequate volumes and quality 
of source water are available when required, with the goal of 
maximizing water recycling, improving efficient water use and 
lowering costs. This planning includes managing, storing, treating 
and transporting produced water when wells are on production.
When considering water sources for our development projects, 
we assess opportunities to use fresh and alternative water. We 
consider a range of factors, including ways to reduce freshwater 
use, preferences of area stakeholders, regional regulations, 
water stress, physical characteristics, as well as economic and 
technical feasibility. 
Mitigating risks and potential impacts to water resources is a 
key component of Murphy’s water management strategy. Our 
Water Management team, led by our Senior Water Management 
Technologist, works closely with the Operations and the Regulatory 
teams to integrate water-related risks into our operations risk 
assessments and business strategy and develop mitigative 
measures. Water challenges and risks can include:
•	
Access to alternative water and freshwater sources
•	
Water treatment options
•	
Storage and conveyance opportunities
•	
Water forecasting 
•	
Understanding of development plans, seasonality factors 
and lead times
•	
Understanding of flowback and produced water rates
•	
Disposal options, when required
Water Sourcing 
Whenever possible, we seek to use alternative, non-freshwater 
sources including flowback and produced water, saline 
groundwater and effluent wastewater. When we have exhausted 
or are not able to use alternative water sources and freshwater 
sources are required, we strive to avoid impacts on wetlands, 
streams, ponds and lakes, waters of the US (WOUS) or US Army 
Corps of Engineers (USACE) waterbodies, as well as areas with 
higher water scarcity and wildlife biodiversity.
We use the World Resource Institute’s Aqueduct Water Risk 
Atlas tool to determine baseline overall water risk levels to aid 
in decision-making processes. While there are shifts season to 
season, when considered on an annual basis, in 2021, 38% of 
our fresh water used was sourced from low water risk regions, as 
defined by the Aqueduct Water Risk Atlas. The remaining 62% 
of the water was sourced from areas with low-medium water risk, 
which are mainly in the Eagle Ford Shale, Texas. This analysis is 
illustrated in the chart and maps below. We have constructed and 
plan to construct produced water ponds in these low-medium 
areas to further reduce our freshwater consumption.
38%
62%
Low-Medium
Medium-High
High
Extremely High
Low
2021 Overall Water Risk9 Analysis
9	 As defined in the World Resource Institute’s Aqueduct Water Risk Atlas tool.
10	Source: World Resource Institute’s Aqueduct Water Risk Atlas tool and Murphy internal.
Low
Low-medium
Medium-high
High
Extremely high
Overall Water Risk
Murphy Areas of Operation
2021 Water Withdrawal
BRITISH 
COLUMBIA
ALBERTA
Eagle Ford Shale
Kaybob Duvernay
Tupper 
Montney
Water Risk Maps10
TEXAS
MEXICO
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Before any fresh water can be withdrawn and used for our 
operations, including when we may be near or within critical 
habitat or high biodiversity value areas, we must secure an 
approval from the local regulatory or governmental agency. 
We work with trained natural resource specialists to conduct 
environmental site assessments, including assessing the volume 
and timing of water flow required for proper functioning of 
the local aquatic ecosystem when required for water permit 
applications. We also conduct other precautionary measures 
as required, such as adhering to riparian habitat and wildlife 
setbacks and timelines.
In 2021, we worked with water disposal vendors to develop an 
agreement for us to use third-party produced water that would 
otherwise be sent to a disposal well, resulting in reduced need 
for freshwater. These vendors have pipeline connections to 
our ponds and facilities. We are also in discussions with local 
city districts to use effluent water and have had success with 
produced water sharing opportunities with other operators in and 
around our operating areas.
Water Management Networks 
Water management networks allow us to strategically withdraw 
and impound water volumes necessary to support operational 
activities. These networks include ponds (fresh water and 
produced water), pipelines and facilities such as tanks and filters.
In the Eagle Ford Shale, Texas, resource play, a hybrid reservoir 
infrastructure network, with more than 40 fresh/produced water 
reservoirs, allows us to store water in preparation for future 
operations, and serves to capture water from frac flowback and 
production operations once wells are online. We also have an 
above-ground pipeline system and access to groundwater wells 
and surface water in our key areas of operation. In 2021, we 
invested capital to optimize our facilities and produced water 
ponds, allowing larger volumes of production water for storage 
and reuse rather than trucking the water off to disposal. Murphy 
plans to construct a new pond annually to increase the recycled 
volumes, reduce dependence on fresh water, and save costs. 
In the Tupper Montney, Canada, resource play, we operate 
two discrete water infrastructure networks, a 472,000 BBL 
produced water pond and a 1.25 million-BBL freshwater 
pond. Approximately 59 miles of water pipeline supports the 
saline reservoir by allowing direct displacement, storage and 
withdrawal without the need for trucking or third-party disposal. 
This infrastructure reduces our demand on local freshwater 
sources and substantially reduces the number of trucks needed 
to support day-to-day operations. Our produced water network 
allows us to capture up to 100% of the water from frac flowback 
and production operations for storage and recycling.
In the Kaybob Duvernay, Canada, resource play, a unique area 
posing unique logistical challenges, Murphy invested in a 22-
mile freshwater pipeline and reservoir infrastructure in 2019 and 
2020. Reducing our operational footprint across the Kaybob East 
and Two Creeks fields enables us to strategically withdraw fresh 
water during high-flow periods for impoundment, staging and 
future use during low-flow periods. The reservoirs also allow us 
to operate and impound groundwater when local surface water 
sources are not available. We continue to evaluate solutions to 
increase recycled water utilization in the area by working with 
other operators and third-party services.
DO RIGHT ALWAYS
Predicting High Flow Periods in Canada 
In the Kaybob Duvernay and Tupper Montney resource plays 
in Canada, withdrawing and impounding water volumes for 
operations occur during water-rich or high-water flow during 
spring, when streams rise and have higher flow rates as a 
result of snowmelt. Withdrawing the fresh water required 
during the high flow periods reduces the chance of negatively 
affecting the environmental flow needs of downstream 
aquatic ecosystems, maintains available free water allocation 
for other local area water users and decreases the potential 
of needing to withdraw water at times of stress or drought 
where access to water may be restricted. 
Murphy actively monitors our fresh water sources with 
automated lake hydrometric stations and river monitoring 
aids, both of which help us predict the high-flow periods for 
long- and short-term forecasting. Fluctuations in moisture 
levels year-over-year, and the potential impacts of climate 
change on water resources, make it increasingly necessary to 
understand the impact on freshwater availability.
Automated lake hydrometric stations record water level, 
oxygen saturation and water temperature. These stations are 
monitored electronically, which ensures data integrity and 
makes data analysis more efficient. 
Additionally, rivers and streams are monitored by a third 
party to assess fish habitat, fish-screen sizing and placement 
and river flow conditions. They also monitor flow rates weekly 
to bi-weekly while withdrawing, to ensure compliance.
In the future, we plan to expand the scope of the program to 
include local and regional precipitation and snowpack, which 
will provide data trends to predict possible drought or high 
moisture levels.
Produced Water Pond and Facility 
in Tupper Montney, British Columbia
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Water Consumption 
We always prioritize using non-freshwater when possible. 
However, at some of Murphy’s locations, storage and conveyance 
restrictions limit our ability to reuse flowback and produced 
water. Similarly, consuming alternative water types can be 
dependent on achievable treatment quality, water compatibility, 
local regulations, geography and hydraulic fracturing activity 
levels, scheduling and partner water-sharing arrangements, 
necessitating a unique approach to water management within 
each of our different operating areas.
In 2021, we completed a total of 37 wells, 23 in Eagle Ford Shale, 
14 in Tupper Montney and zero wells in Kaybob Duvernay; this 
is similar to our overall activity levels in 2020. The percentage 
of recycled water to total water consumed increased from 4% 
in 2020 to 17% in 2021, which is the highest annual recycling 
performance achieved in our corporate history. We have 
continued to lower our average water use per stage across our 
North America operations, while maintaining or improving well 
performance. In 2021, 15% of the flowback and produced water 
generated was recycled, compared to 9% in 2020. We continue 
to explore opportunities and technologies to support efforts to 
increase our recycling ratio.
In the Eagle Ford Shale, we have increased the recycled volumes 
to 11% in 2021 from 8% in 2020. The majority of our operations 
in 2021 were in close proximity to the San Antonio River, allowing 
us to use more surface water while decreasing the overall ground 
water use.
In Tupper Montney, we had no completion operations in 2020, 
resulting in produced water stored for future use. As a result 
of this large availability of recycled water, we increased our 
produced water use to 38% in 2021, the highest performance 
achieved since development of the asset began.
In Kaybob Duvernay, due to its unique logistical and regulatory 
challenges, our ability to reuse significant volumes of alternative 
water is constrained. In response, we constructed two large 
freshwater reservoirs in 2019 and 2020, to minimize the risk of not 
having an adequate supply of freshwater sources during low-flow 
periods. This helps us to limit the local environmental impact until 
such time that Murphy can reuse larger quantities of alternative 
water. In 2021, we did not have any completion activities.
0%
100%
40%
80%
60%
20%
2017
2018
2019
2021
2020
16%
0%
83%
1%
32%
10%
90%
38%
62%
68%
0%
100%
40%
80%
60%
20%
2017
2018
2019
2021
2020
1%
41%
55%
37%
61%
1%
4%
5%
4%
29%
67%
17%
65%
18%
68%
46%
51%
0%
100%
40%
80%
60%
20%
2017
2018
2019
2021
2020
2%
5%
5%
8%
11%
77%
75%
77%
68%
23%
66%
24%
17%
18%
23%
0%
100%
40%
80%
60%
20%
2017
2018
2019
2021
2020
Ground Water
Municipal
Surface
Recycled
100%
92%
97%
96%
0%
8%
3%
3%
Water Use Balance
Tupper Montney
Total Onshore
Kaybob Duvernay
Eagle Ford Shale
0
40
30
20
10
2017
2018
2019
2021
2020
Recycled Water
Freshwater
Number of Wells Completed
0
120
40
20
60
100
80
97
37
39
105
86
Onshore Water Use 
Million Barrels
Wells Completed
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Groundwater Quality 
Rigorous protection of groundwater quality is an important 
element of our approach to water management. Murphy monitors 
groundwater in and around our Tupper Montney saline pond 
in accordance with regulatory requirements. We have installed 
ground water monitoring wells around the perimeter of the pond 
and take water samples quarterly. The water is analyzed against 
the baseline samples to ensure there have been no changes in 
the quality of the groundwater.
Though it is not a regulatory requirement to actively monitor 
groundwater quality in connection with hydraulic fracturing, 
we proactively sample landowners’ groundwater wells prior 
to completions if the water wells are within proximity to the 
pad being completed. These baseline samples prior to the 
completion are sent for analysis and stored for future reference 
and analysis.
OFFSHORE
Our Gulf of Mexico business does not use fresh water for oil 
and natural gas production. Water uses are for functions typical 
to marine environments, including ballast systems, machinery 
cooling and potable water. All water provided to facilities is 
sourced from seawater and is either untreated or treated with 
metal ions.
Potable water for hygiene and galley use is generated through 
reverse osmosis, and then returned to the sea through overboard 
discharges, with regular monitoring for low oil content and 
toxicity to ensure it has no impact on aquatic environments. 
When discharging water offshore, we comply with the National 
Pollutant Discharge Elimination System (NPDES), managed and 
regulated by the EPA.
WATER-RELATED INDUSTRY AND MULTISTAKEHOLDER 
COLLABORATIONS
Murphy belongs to and is an active participant in several 
stakeholder and industry initiatives that aim, in part, to mitigate 
water risks. These groups include the Offshore Operators 
Committee (OOC) Water Subcommittee, Montney Water 
Operators Group (MWOG), Fox Creek Operators Group (FCOG) 
Water Management Sub-Committee, Kiskatinaw River Users 
Group, Ipieca Water Working Group, and the South Texas Energy 
& Economic Roundtable (STEER) Water Committee. These 
initiatives provide a forum to allow exploration and production 
companies to work together, cooperate and facilitate on key water 
issues, including responsible development through water sharing, 
alternative non-freshwater source research and development, 
infrastructure sharing and best operating practice discussions.
SHARE OPENLY AND ACCURATELY
Onshore Water Management App
We continue to evolve and enhance the water management software application, which we first developed for our Tupper 
Montney asset in 2019. Today, the app supports our entire onshore water operations in the US and Canada with real-time 
monitoring, reporting and alerts. Features include:
•	
Tracking of produced water pond leak detection volumes, 
with alerts sent out if the leak detection volumes are over 
the set threshold. This allows Murphy to act quickly and 
activate the Emergency Response Plan to drain the pond. 
•	
Tracking of daily and monthly water pond volume and 
inspections. This leads to improvements in the quality of 
the pond volume measurements and inspections.
•	
Tracking each pond’s inventory in tabular and visual 
formats
•	
Ability to perform data analytics
•	
Recording of produced and freshwater volumes in and 
out of the pond for accurate forecasting purposes, 
including water volume composition (i.e., groundwater, 
municipal water, surface water and recycled water)
•	
Calculating the ratio of produced water to freshwater 
consumption for each stage of a completion 
•	
Live dashboard that anyone within the Company with 
access can view
•	
Providing auditable data trail and storing all data for 
automated reporting to our sustainability reporting data 
system
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As stewards of the environment, we comply with all local 
biodiversity laws and regulations in the areas where we operate, 
and we currently operate in areas with very stringent biodiversity 
regulations. We refrain from operating in protected areas such 
as those designated by UNESCO World Heritage, the Ramsar 
Convention on Wetlands and US Fish and Wildlife Service. By 
SASB definitions, only 1% of our proved reserves are in or near 
sites with protected conservation status or endangered species 
habitat. In these High Conservation Value areas where we 
operate, we follow all rules and regulations as defined by local, 
state and federal regulations. We are committed to protecting 
biodiversity at all stages of project lifecycles. From planning 
through execution and on to project decommissioning, all teams 
collaborate to minimize project footprint and impacts to local 
biodiversity.
Our Health, Safety and Environmental (HSE) Department is 
responsible for the oversight and management of biodiversity 
and site impact assessments for both our offshore and onshore 
operations. At the end of every project, the HSE team is in charge 
of implementing a decommissioning, remediation and restoration 
standard, which is part of the Murphy HSE Management System 
and our policies. As relevant to their work, employees are 
trained on environmental protection, including information on 
biodiversity and cultural/heritage sensitivities as defined by the 
IUCN and other international conservation groups. 
LIFECYCLE APPROACH TO BIODIVERSITY PROTECTION 
Our overall approach to biodiversity protection and 
conservation – which is aligned with the mitigation hierarchy – is 
summarized below: 
•	
Avoid – In pre-operations assessments, we evaluate 
potential impacts and plan for mitigative action.
•	
Minimize – When impacts cannot be avoided, we design 
our activities to minimize the effects.
•	
Restore – We work diligently to remediate an area so that 
it is brought back to its original condition as reasonably as 
practical.
A more detailed description of our approach at various stages of 
operations is outlined below.
Pre-Operations Assessments and Mitigation Planning 
•	
Pre-disturbance biodiversity analyses are conducted 
by experts from multiple disciplines to ensure potential 
environmental, ecological and archaeological impacts are 
assessed and addressed. 
•	
Project areas are demarcated in mapping databases 
for use by industry. Mapped project areas are cross-
referenced against public databases of biodiversity and 
cultural information to create a Regulatory Site Assessment 
(RSA), which determines if any state, provincial or federal 
government-established areas of High Conservation Value 
of concern exist in the proposed project area. 
•	
Once this public information is processed, an Environmental 
Site Assessment (ESA) is drafted by conducting an on-site 
inspection to verify the public data and determine if there 
are any other concerns related to ecology, environmental 
geology, hydrology and urban impacts not provided in the 
public data.
•	
The RSA and ESA identify areas of concern and include 
a mitigation plan to avoid, minimize or mitigate impacts. 
Mitigation plans may include environmental monitoring 
devices, sharing the use of existing third-party owned 
infrastructure instead of impacting the surface by building 
new infrastructure, extending project timelines to account 
for migratory species, and relocating projects when 
mitigation efforts are not possible. 
•	
For offshore operations, the HSE Regulatory team identifies 
critical habitats, known as Marine Protected Areas, and 
includes them on the no-activity zone watch list. In addition 
to the Marine Protected Areas, planned oil and natural gas 
projects undertake extensive Archaeological and Geohazard 
(A&G) assessments prior to the design and installation 
of any subsea equipment and facilities for oil and natural 
gas development. These assessments are used to plan 
infrastructure layouts to avoid any sensitive areas identified. 
Operations 
•	
Prior to the construction of a project, locations are screened 
for wildlife presence. If wildlife is detected, a local expert 
is brought to the location to properly identify the wildlife 
species and indicate the proper mitigation methods. These 
methods generally focus on avoidance of the area entirely 
until nesting, mating or hibernation periods have concluded. 
•	
Once a project footprint has been reviewed and no wildlife 
has been identified, project construction may commence. We 
continue to surveil surrounding wildlife from the beginning 
stages of construction until a project is closed and/or 
decommissioned, to help keep wildlife disturbance to a 
minimum while protecting the safety of field employees. 
•	
While conducting operations, the project footprint is 
continuously monitored for impacts that are not intended 
or outside project scope. Should impacts be identified, the 
impacts are handled pursuant to site closure procedures 
rooted in local, state and federal law. 
•	
Well pad sites and pipelines are built with containment 
berms and erosion protection to contain materials on-
site and help prevent anything from our operations from 
contacting contiguous lands. 
•	
If a site becomes saturated by either rain or snowfall, runoff 
liquids are tested on-site before they are allowed to drain 
off-site through pre-installed drainage, which is plumbed 
through the berm.
Site Closure, Decommissioning and Restoration
•	
For all projects, we conduct extensive sampling and testing 
of the soil to establish its condition prior to making any 
impact. We catalogue the samples for each site and review 
them upon site closure to help us remediate each site back 
to its original condition, as reasonably practical.
•	
The HSE department, led by its Vice President, Health, 
Safety and Environmental, manages the closure of each 
impacted area to ensure our remediation goals are met and 
that all reporting documentation is properly finalized for 
governmental purposes and for landowner reporting.
•	
Remediation goals include a commitment to rehabilitate 
land to minimize negative impacts and maximize benefits, 
community involvement in closure planning, reporting on 
closure plan implementation and site rehabilitation, and 
to implement measures to address or avoid significant 
environmental or landscape impacts. 
•	
Along with remediation procedures for each impacted site, 
there is an annual review to ensure sufficient funds are in place 
to cover closure and rehabilitation for all operational areas.
BIODIVERSITY PROTECTION
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PROACTIVE COMMUNITY ENGAGEMENT ON BIODIVERSITY 
AND SITE IMPACTS 
We involve the surrounding community in our biodiversity 
assessments, mitigation planning and site closure process. 
For example, in British Columbia, we notify landowners, local 
Indigenous Nations, municipalities and regional districts of all 
closure plans. Additionally, we abide by government consultation 
requirements with Indigenous communities when seeking permit 
approvals in British Columbia and Alberta. When local issues 
arise, we seek a resolution that weaves community concerns into 
Murphy’s Project Reclamation and Closure Strategy, ensuring a 
unified solution that works for all parties. Community concerns, 
along with updated government mandates, are an important 
guide to our physical site remediation and reclamation processes. 
We provide a variety of channels for stakeholders to engage with 
us regarding concerns of biodiversity protection. For example, 
in Canada, external stakeholder engagement is a required 
component of permit issuance for all well sites, pipelines and 
any other facilities. Soils, archaeological, wildlife and vegetation 
studies are also required as part of the RSA and ESA process. 
When permit applications are filed, contact information for any 
stakeholder concerns are provided in the public notification 
letter. In the US, even though external stakeholder engagement 
is not always required, Murphy routinely involves its surface 
stakeholders in the development process to ensure surface land 
concerns are fairly balanced against ongoing production and 
development operations.
Biodiversity Concern Reporting 
Murphy stakeholders can raise biodiversity concerns or 
grievances using the following methods:
•	
By Phone or Website – We have a dedicated center 
to process and document any concerns or comments 
raised by phone or via the website. The call center 
refers comments to the Land Department, which is 
responsible for recording, referring, monitoring and 
ultimately resolving all queries.
•	
Surface Land – All Murphy landowners are provided 
with a dedicated surface landman that they can call for 
any issue. The landman is responsible for ultimate issue 
resolution.
Managing spill risk is a critical element in reducing our 
environmental impact. Procedures to minimize such incidents are 
covered by our HSE Policy and HSE Management System, Asset 
Integrity Management and internal annual targets.
Murphy tracks its environmental releases throughout the year 
and evaluates the data for preventative measures and continual 
improvement. Historically, internal targets were set based on 
the number of spill events in any year, utilizing the International 
Association of Oil and Gas Producers (IOGP) calculation of 
hydrocarbon spill events of more than 1 BBL outside secondary 
containment.
In 2019, we modified the spill metric target used in our annual 
incentive plan to focus on our overall hydrocarbon spill volumes 
rather than just the number of events. Based upon a review of 
peer data, we set our target to drive for favorable performance 
relative to the industry as a whole.
Thanks to the efforts of our employees, contractors and those 
performing work at Murphy operations, our spill rate was zero 
BBL spilled per MMBOE produced for 2021, substantially below 
our target of 3.2 BBL per MMBOE and better than the IOGP 
North America 2020 benchmark of 1.6 BBL per MMBOE. This 
rate is calculated as the total hydrocarbon spill volume of more 
than 1 BBL outside secondary containment per million barrels of 
oil equivalent of operated production. 
More notably, Murphy has not had an offshore spill greater than 
1 BBL since 2003. We remain vigilant to minimize risk across our 
operations.
SPILLS MANAGEMENT
0
Offshore Spills Over 1 Barrel 
Since 2003
3
Years Running 
Beat IOGP North America 
Industry Average Spills Rate
0
Barrels Spilled 
per MMBOE Produced, 
Surpassing 2021 Spill Target
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Asset integrity and process safety are central elements of our HSE 
Management System. Our Global Asset Integrity and Reliability 
team continues to focus priorities, increase collaboration 
across business units and standardize practices and procedures 
throughout the organization.
ASSET INTEGRITY
Asset Integrity is an engineering discipline managed within the 
Global Engineering department, headed by the General Manager 
of Engineering. The team is structured as an international 
team providing global operational support for our integrity 
management programs. We plan for and evaluate the integrity of 
our assets throughout the life cycle from design, construction and 
operations to abandonment. Qualified and competent personnel, 
certified to international standards such as the American 
Petroleum Institute (API) 510 – Pressure Vessel Inspector, API 
570 – Piping Inspector and National Board Pressure Equipment 
Inspector, perform all field inspections. Data from these 
inspections is analyzed by integrity engineers. 
Our Integrity Management Programs are part of a training 
curriculum for Operations, Maintenance, Engineering and 
Procurement functions. We use a variety of metrics and key 
performance indicators to determine the effectiveness of 
our programs. Each asset has created integrity management 
programs that detail requirements for the management and 
review of pressure equipment, pressure piping, pipelines and 
structural integrity.
In many cases, our requirements exceed regulatory requirements. 
The effectiveness of our approach is illustrated by the results of 
third-party and regulatory audits of our programs. For example, 
in Canada, we have undergone regulatory audits, and since 2018, 
we have received grades consistently above 90% on our asset 
integrity management programs – including in the most recent 
regulatory audits of our Canadian operations, conducted in 2021.
We emphasize risk-based inspections. We implement digital 
information systems to improve awareness of risk and the 
evaluation of inspection data across our operations. For 
example, we continue to improve on our use of a commercial 
pipeline risk-assessment tool, which houses risk assessments 
for our entire North America onshore pipeline system. Murphy 
was the first operator in the industry to include US onshore 
pipelines, in this tool. The pipeline risk-assessment tool runs 
algorithms on approximately 750 miles of Murphy’s operated 
active pipelines, which are updated monthly with the latest 
operating conditions. Through these assessments, we identify 
areas of higher risk and are able to run targeted projects to 
mitigate risks. These projects include construction activities 
as well as improved maintenance programs such as optimized 
pigging programs, in-line inspections (ILI), verification digs, 
chemical programs and coupon programs.
In the last few years, we have enhanced ILIs of our North America 
onshore pipeline systems. We have completed baseline ILIs for 
approximately 90% of all Canadian production pipelines older 
than five years. In Eagle Ford Shale, we completed 29 ILIs from 
2019 to year-end 2021, with another 19 scheduled for 2022. 
Locations are determined through risk assessment and priority is 
given to those with higher risk. We use the results from these ILIs 
to support continuous improvement of our integrity programs, 
to help us respond more effectively to the dynamic nature of our 
operations.
We regularly monitor asset integrity factors for other equipment, 
including pressure piping, pressure equipment, offshore 
handrails, grating, riser and structural integrity, through visual 
assessment, thickness measurement programs and anomaly 
repair strategies. We monitor approximately 120,000 condition 
monitoring locations for approximately 2,200 pressure vessels 
and their associated piping across all assets. Inspection data 
is uploaded into a database that is reviewed regularly with 
operations, maintenance, reliability and facilities engineering to 
support continuous improvement of our integrity programs.
In addition to conducting inspections on defined schedules, we 
also continuously monitor our systems for abnormal conditions. 
The Remote Operations Center (ROC) continuously monitors our 
operations, beyond just pipelines, for changes in pressure, flow 
shutdowns or alarms, in order to dispatch operations personnel 
to intervene when necessary. Equipment, pipelines and well pads 
with a higher risk rank and criticality are prioritized for ongoing 
maintenance, operator checks and inspections. When necessary, 
components are proactively replaced to avoid failure and loss of 
primary containment.
PROCESS SAFETY
In 2018, we kicked off a multidisciplinary effort to create a 
focused and structured approach for process safety event 
tracking and overall improvement, through defined key 
performance indicators. This has included working to better 
understand and mitigate risks in our operations across all assets, 
modeling our program on the American Petroleum Institute’s 
Recommended Practice 754 (API RP 754).
Process Safety Events (PSE) are tracked and ranked by severity 
following guidance from API RP 754. Tier 1 through Tier 3 
events are categorized as lagging indicators, which we log in 
our incident management database. We also track near-misses 
(Tier 4 events) as a leading indicator, which are summarized in 
data dashboards. All PSE 1 and 2 events are investigated for 
root cause, and we implement corrective actions to avoid repeat 
incidents. When multiple low-consequence and PSE 3 events 
occur, we may perform root-cause analysis to identify potential 
underlying systemic issues that could result in higher severity 
incidents. The data collected from the Process Safety efforts are 
reviewed in the HSE Steering Committee meetings with senior 
management and also reviewed in field-level safety meetings.
Key highlights of our process safety efforts include:
•	
We developed a Computer-Based Training that details 
Murphy’s Process Safety Program for all personnel who 
interact with Operations. This program is based on API 
RP 754.
•	
We implemented an Alarm Management Dashboard that 
allows us to increase performance and safety by improving 
our response time to rationalized alarms. It prioritizes 
maintenance issues by identifying repetitive processes that 
can lead to process safety events, identifying nuisance 
alarms, and tracking the alarms in place for improvement 
over time. We now have quantitative data for auditing and 
comparing to standards, and using benchmarks Engineering 
Equipment and Materials Users Association (EEMUA) 191 to 
qualify our system’s current state.
ASSET INTEGRITY AND PROCESS SAFETY
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SUBSEA LEAK DETECTION
The subsea leak detection (SSLD) program began in 2018 as part 
of our “Think Leak First” philosophy, designed to empower our 
staff to “Own It” and use stop-work or stop-production authority 
where required. All subsea assets are reviewed on a case-by-
case basis, and the appropriate leak detection methodology 
was implemented and put into operation. Leak detection 
methodologies implemented include visual surveillance, flowline 
hydrostatic monitoring, rate of change (ROC), conditional rate of 
change (C-ROC) and modified mass in mass out (MMIMO). All 
offshore production operations staff have been trained on SSLD, 
which is now included as part of our competency program.
Murphy uses a risk assessment methodology to manage the 
integrity of the subsea system, including risers, flowlines, subsea 
equipment and subsea export pipelines, for all the operated 
assets in the Gulf of Mexico.
•	
Established a Management of Change (MOC) Dashboard 
that allows for more detailed scrutiny of which MOCs are 
in evaluation, collaboration, approval and implementation 
stages. This dashboard has improved start-to-closeout 
timing and has improved overall adherence to our 
management of change program.
These data-focused efforts allow us to specifically target 
reduction in elements that pose higher risk. 
While the number of Tier 1 events increased in 2021 from 2020, 
the overall environmental impact (the production fluids release 
to the atmosphere) has been reduced, with zero IOGP spills 
occurring in 2021.
LEADING INDICATORS
LAGGING INDICATORS
Operating Discipline and
Management System Performance Indicators
Challenges to Safety Systems
Loss of Containment,
Lesser Consequence
Loss of
Containment,
Greater
Consequence
TIER
4
TIER
3
TIER
2
TIER
1
Process Safety Indicator Pyramid 
from American Petroleum Institute’s Recommended Practice 754
Process Safety Events (PSE)
PSE Tier 111 Count
PSE Tier 111 Rate, per 200,000 work hours
2019
2018
5
0.10
9
0.15
2020
3
0.12
2021
5
0.20
11	Per the API RP 754 and IOGP Report 456 definition.
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Effective well management and well integrity are critical to 
the safety, environmental and operational performance of our 
operations. It is the responsibility of every operations manager 
and employee to maintain well integrity while managing our 
onshore and offshore wells. We ensure that our wells are 
designed, drilled, completed and maintained to high and 
consistent standards, complying with all relevant laws and 
regulations, and compatible with the balanced economic and 
environmental needs of the community.
The Murphy Worldwide Drilling and Well Operations Policy 
Manual outlines the relevant policies, standards and practices 
for design, risk management, installation, testing verification 
and operational procedure management. This Policy Manual 
underpins our ability to meet our HSE goals; remain in 
compliance with our HSE Management System; and prevent 
incidents that could have a negative safety, environmental or 
economic impact. We review it periodically to assess changes and 
continuous improvement opportunities.
Our well integrity guidelines, policies and procedures are aligned 
with best practices and exceed regulation standards around the 
world where we operate. This includes best practices for barrier 
management, as well as the barrier between the formation and 
the environment throughout the life cycle of a well. Our Barrier 
Policy includes specifications for barrier types, barrier verification 
and independence, well life cycle, barrier hazard assessment and 
well abandonment.
ENGINEERING DESIGN
We begin engineering well design long before a well is 
permitted. Geologists and engineers evaluate formation depths, 
pore pressures and rock fracture gradients, to site and design 
wells in ways that will prevent loss of well control and, in the case 
of onshore wells, ensure the protection of freshwater aquifers. 
Key engineering and design best practices that we follow include:
•	
Install multiple isolation barriers – We place steel casing 
and then pump cement to protect the steel and provide 
multiple isolation barriers for each steel casing run in the well.
•	
Identify and mitigate potential drilling hazards – We 
identify zones with potential drilling hazards (such as 
hydrogen sulfide, carbon dioxide or high pressure) and use 
American National Standards Institute/National Association 
of Corrosion Engineers (ANSI/NACE) standards to select 
proper materials and chemicals to ensure integrity of the 
wellbore and surface equipment to prevent corrosion for 
the life of the well.
•	
Implement careful casing design and testing – When 
developing casing designs, we take into account 
considerations such as temperature, pressure, bending, 
cementing, running casing, shock loading, pressure testing, 
lost circulation, buckling and well testing loads. We apply 
additional safety factors for various load conditions, including 
burst, collapse, tension, compression and triaxial stresses.
DRILLING AND COMPLETIONS
As part of the completions process, physical isolation devices 
are put in place to ensure that activities are executed in a flow-
controlled and safe manner. Murphy requires multiple isolation 
devices, all of which are tested and capable of operating both 
independently and simultaneously throughout the lifecycle of a 
well, including blowout preventers, wellhead, casing, cement, 
packers and bridge plugs. Before completions, pressure tests are 
performed to ensure integrity of all the casing strings installed. 
During completion pumping operations, pressures are monitored 
to inspect potential communication between casing strings 
and existing offset wells. Additionally, the onshore Remote 
Operations Center (ROC) monitors dashboards for offset frac 
mitigation while hydraulic fracturing operations are ongoing.
Our engineers participate in quarterly Gulf of Mexico deepwater 
drilling and completions operators group meetings with other 
operators, to share lessons learned and best practices for 
deepwater well operations. Industry lessons learned and best 
practices are referenced when the Murphy Worldwide Drilling 
Policy is reviewed, to support continuous improvement. The 
engineers work with vendors to identify and analyze technological 
and operational improvement opportunities for application to our 
assets/projects.
Our vendor selection process includes criteria for environmental 
and safety performance; we choose to work with contractors that 
support our sustainability goals. We also contract with drilling 
rig quality assurance audit companies, whose highly skilled 
consultants create value by advising on HSE risk mitigation and 
the optimization of rig equipment performance. Their goal is to 
assist clients in achieving their objectives of working safely with 
no incidents, accidents or injuries and recognizing issues that will 
reduce nonproductive time, while lowering overall cost.
PRODUCTION OPERATIONS
All well performance data is centrally stored in WellView®, a 
drilling and well operations data management software program, 
to maintain downhole well records. Once an onshore well is 
brought online, its parameters, such as flow and pressures, can 
be monitored remotely 24/7 in our ROC.
We continuously monitor offshore wells to ensure all wellbore 
parameters stay within engineered wellbore design limits. We 
adhere to all prescribed regulatory testing, which includes 
surface-controlled subsurface safety valves, underwater safety 
valves and boarding shut-down valves. All of these regulated 
tests are verified by relevant government organizations.
WELL INTEGRITY
Murphy
WWD Policy
WWD
Recommended
Practice
Technical and
Local Manuals
Murphy WWD and
Well Operations Policy
Tubular Design
Manual
Well Control
Manual
Drilling Management System
HSE Plan
Emergency Response Plan
Contractor Bridging Documents
Basis of Design
Floating Drilling (local)
Standard Operating Procedures
Barrier Policy
Drilling Equipment (local)
Drilling Program
Well Testing Program
Completion Program
H2S Contingency Plan
Risk Assessments
Best Practices
Worldwide Drilling (WWD) 
and Well Operations Policy Hierarchy
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ONSHORE
Approximately 99.5% of the frac fluid that Murphy pumps down a 
well on a typical onshore unconventional hydraulic fracturing job 
is composed of water and sand, with just 0.5% other additives.
We do not pump any fracturing fluids downhole that contain 
diesels, heavy metals like arsenic, cadmium, chromium, lead 
or mercury, or harmful ingredients. We do not store additive 
chemicals on location. Instead, they are blended in real time on-site 
as needed, and Safety Data Sheets (SDS) are located at Murphy 
work sites and available for all personnel. SDS include physical, 
health and environmental hazards, as well as protective measures 
for proper handling, storing and transportation of each chemical.
In accordance with US and Canadian regulatory bodies, we utilize 
and require our pumping service providers to utilize FracFocus, 
a US online chemical disclosure registry, to publicly disclose the 
chemicals used to hydraulically fracture our unconventional wells, 
while protecting trade secrets and confidential information.
CHEMICAL STEWARDSHIP
WELL ABANDONMENT
Murphy performs well abandonments according to federal or 
state laws and regulations. We work to ensure downhole isolation 
of hydrocarbon and sulfur zones, protection of any freshwater 
aquifers, and to prevent migration of formation fluids within the 
wellbore or to the seafloor. 
A significant effort in our onshore business is the review of 
reusing or expanding old pad sites in order to place new future 
wells. This has been successfully done in Canada and is being 
reviewed in our Eagle Ford Shale operations in order to minimize 
future land use and impacts.
Murphy undergoes yearly reviews of lease statuses and land 
maintenance requirements. We include funding each year in 
our Long Range Plan and Budget to reclaim certain pad and 
road sites when applicable, on a yearly basis. During the Civil 
Construction building phase of pads and the reclamation 
process, we use biodegradable materials so that over time the 
natural landscape is maintained, and we use local native soils 
and vegetation for regrowth to maintain local biological profile. 
During recent Eagle Ford Shale Reclamation efforts in 2020, we 
were able to reuse reclaimed pad site material on surrounding 
roads for maintenance purposes, thus reducing the amount of 
new material needed from third-party sources.
We record a liability for asset retirement obligations and also 
include these obligations in our Long Range Plan.
INDUSTRY COLLABORATION ON WELL INTEGRITY
In 2018, Murphy participated in the update of the Well Control/
BOP Industry Standard (API Standard 53). Representatives sat on 
various committees and provided engineering and operational 
expertise and advice to API and other industry associations.
We are members of the Center for Offshore Safety (COS), an 
industry-led initiative to promote continuous safety improvement 
for offshore drilling, completions and operations through effective 
leadership, communication, teamwork, disciplined management 
systems and independent third-party auditing and certification. 
COS draws on expertise and input from the US oil and natural 
gas offshore industry and the regulatory community.
Average Onshore Hydraulic Fracturing Fluid Composition
Water
99.49%
Clay Control
0.08%
Friction Reducer
0.04%
Biocide
0.02%
Scale Inhibitor
0.01%
Acid
0.36%
Other
0.51%
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OFFSHORE
In our offshore operations, our optimized chemical usage reduces 
risks associated with the transportation of materials, as well as 
transportation-related emissions. In addition, we require chemical 
vendors to commit to improvements in sustainability and safety. 
We are also working with vendors on new product development 
to improve efficiencies to reduce overall usage. We conduct 
research into new sustainable chemistries and into implementing 
short- and long-term sustainability and environmental science-
based targets, including reduction in emissions and waste.
Key improvements we have achieved recently include:
•	
Through continued digitization and automation in the 
chemical treatment program, we have been able to more 
closely monitor and optimize chemical usage. This allows 
for targeted rightsizing of pump infrastructure and the 
identification of operational strategies to optimize the need 
for chemical treatment. The process, along with dedicated 
technical optimization efforts, facilitated the average 
reduction in facility chemicals of 19% from 2021 to 2020 at 
Murphy’s operated facilities.
•	
Our Delta House Facility in the Gulf of Mexico completed 
a comprehensive optimization program for the topsides 
defoamer and demulsifier chemical usage, resulting in a 
25% reduction in total chemical usage in 2021 from 2020.
•	
Our Front Runner and Medusa facilities were able to 
optimize defoamer usage, resulting in a 50% reduction in 
chemical usage in 2021 from 2020.
•	
Our Delta House Facility continued with technology trials 
and optimization efforts for produced water treatment, 
resulting in a 30% reduction in non-regenerable filter media 
usage in 2021 from 2020.
ONSHORE
Induced seismicity refers to earthquakes that are caused 
by human activity. Although the risk and occurrence are 
generally low, induced seismicity can be associated with 
hydraulic fracturing operations and wastewater disposal sites in 
unconventional oil and natural gas fields.
We actively assess the potential for these risks, monitor for 
anomalous induced seismicity and mitigate in full compliance 
with regulatory agency standards. Key regulators with which we 
collaborate on seismicity include:
•	
Alberta Energy Regulator (AER) – Kaybob Duvernay 
operations are governed by Subsurface Order No. 2.
•	
British Columbia Oil and Gas Commission (BCOGC) – 
Tupper Montney operations are conducted outside the 
BCOGC induced seismicity traffic light protocol areas.
•	
Texas Railroad Commission (Texas RRC) – Although the 
Texas RRC has no induced seismicity regulations for the 
Eagle Ford Shale, Murphy has voluntarily adopted the 
Texas Oil & Gas Association (TXOGA) recommended best 
practices initiative on induced seismicity.
Murphy has developed a robust Induced Seismicity Protocol 
to manage induced seismicity and ensure continued safe 
and responsible operations for the Kaybob Duvernay, where 
anomalous induced seismicity occurs. The operational procedures 
documented in the protocol are updated for each pad in the 
Kaybob Duvernay and applied more regionally in the Tupper 
Montney and Eagle Ford Shale.
Murphy is also an active participant in industry associations that 
support knowledge sharing and induced seismicity research. 
In Canada, Murphy is aligned with the Canadian Association 
of Petroleum Producers (CAPP) and participates in its induced 
seismicity working groups for both the Kaybob Duvernay and 
Tupper Montney. In Texas, Murphy is one of the founding 
members of the Eagle Ford Induced Seismicity Working 
Group. Murphy also supports three-way collaboration among 
industry, regulatory and academia participants, which furthers 
the understanding of potential causes and mitigation steps to 
manage induced seismicity.
OFFSHORE
Murphy undertakes a variety of offshore seismic surveys for 
phenomena such as shallow drilling hazards, archaeological 
surveys, pipeline route surveys and hydrocarbon exploration. 
These surveys are undertaken by specialist contractors, utilizing 
advanced technology to survey the seafloor and thousands of 
feet beneath it. Murphy and our contractors adhere to relevant 
government regulations and industry best practices wherever we 
operate globally. We also liaise with key stakeholders including 
fisheries, shipping, marine authorities and recreational vessels, for 
safe operations and protection of our oceans and critical habitat.
SEISMICITY
Induced Seismicity Protocol
We follow a three-part Seismicity Risk Assessment as part of 
our well planning and drilling management approach:
•	
Area-Specific – Risks are calculated based on historical 
induced seismicity compiled from public and industry 
sources.
•	
Pre-Operations – Risks are calculated based on 3D 
seismic data where available and specific geologic 
conditions encountered while drilling the well.
•	
Frac Operations – Risk levels are continually evaluated 
and updated in near-real time based on recorded 
induced seismicity.
During operations, we continue to address potential 
seismicity employing various means, such as:
•	
Monitoring Plan – Seismic monitoring provides 24/7 
coverage during frac operations, and allows detection 
and location of anomalous induced seismicity.
•	
Communication Plan – We have a process in place to 
manage efficient communication between operations 
staff and industry, including regulators as required.
•	
Completions Mitigation Plan – This outlines potential 
adjustments to the completion program to manage and 
further reduce or eliminate induced seismicity.
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ONSHORE
All waste generated on our sites, including from our drilling, 
completions and production operations, is managed in 
accordance with the jurisdictional laws, regulations, industry best 
practices and local requirements, as well as Murphy’s site-specific 
waste management plans. A core principle of our plans is the 
waste hierarchy where we first reuse, then recycle, then recover 
and finally dispose of waste, where practicable. Waste prevention 
and reduction at source are Murphy’s preferential options and are 
deployed whenever possible.
During the drilling process, Murphy stores, treats, transports 
and/or disposes of generated waste in ways that protect the 
environment and are based on waste management best practices 
and principles. While drilling, we simultaneously separate, or 
“strip,” fluids from the mud/drill cutting matrix to be reused 
in the ongoing drilling operation. The fluid can also be stored 
short term for use on future planned wells on the same multi-
well pad. Fluid capture and reuse reduces the volume of base 
fluid used to drill wells that must be “made up” or added back 
into the process from well to well, while optimizing the overall 
well control process. This is commonly referred to as a “closed 
loop” or “pit-less” drilling system, a system that reduces the 
overall volume of waste generated and increases the rate of reuse 
through the use of tanks, screen shakers, centrifuges and vacuum 
trucks. An ancillary benefit of closed-loop systems is the ability 
to forgo the need for supporting pits or sumps, directly reducing 
construction costs, improving safety, reducing environmental 
impacts and improving overall wellbore economics. Waste 
streams left over from drilling operations are transported to 
approved oilfield waste management facilities, where they are 
treated and disposed of following safety and environmental 
protocols. We manage every load through waste characterization 
and classification, manifesting and tracking processes.
Oilfield waste management facilities used by Murphy undergo 
rigorous initial permitting requirements and adhere to 
continuous maintenance and reporting obligations in order to 
maintain their permitting approvals. This includes where they are 
initially sited, standards of safety, physical design and operations 
management and record-keeping practices. Murphy maintains 
an internal approved waste disposal facility list. We pre-screen 
and audit our preferred facility locations to verify compliance 
with their permitting approvals under federal, state and local 
regulations.
OFFSHORE
Waste generated from US Gulf of Mexico and international 
offshore operations is managed in accordance with multiple 
regulations, including the Clean Water Act (CWA), National 
Pollutant Discharge Elimination System (NPDES) and Resource 
Conservation and Recovery Act (RCRA).
Waste generated from operations is segregated based on 
the categorization outlined in the federal RCRA regulations. 
Depending on the components within this material and the 
process in which they are generated, we manifest and ship these 
items for onshore disposal as hazardous or nonhazardous. The 
onshore disposal facilities are audited by Murphy to ensure that 
correct handling measures are being taken and that disposal is 
compliant with state and federal regulations.
Drilling and production waste is managed in accordance with 
NPDES parameters, which include daily visual monitoring and 
periodic sampling. Compliance with this system is reported 
quarterly to the EPA.
We use specific synthetic-based drilling fluids that reduce 
environmental impacts in our offshore drilling operations. These 
fluids undergo regular testing and certification. In addition, the 
drill cuttings are processed offshore in order to reduce retention 
on cuttings prior to overboard discharge. Before discharging to 
the sea, the estimated synthetic drilling fluid retention on cuttings 
is verified and recorded, using the analytical method mandated 
by the EPA.
Food waste from the galley is macerated on the platform 
or vessel and discharged overboard, in compliance with 
international regulations under the International Protocol for 
the Prevention of Pollution from Ships (MARPOL) Protocol. 
Black water is treated using a marine sanitation device, which 
is inspected and certified annually in accordance with US Coast 
Guard regulations. The concentration of oil in discharged bilge 
water must meet MARPOL standards, which is achieved by using 
an oil/water separation system prior to discharge.
In 2022, Murphy initiated a pilot program to improve recycling 
across all of our offshore facilities. The recycling program has 
already launched on Delta House and the Noble Stanley Lafosse 
drilling rig and will expand to all of the remaining platforms by 
the end of the year.
WASTE MANAGEMENT
EMBRACE NEW OPPORTUNITIES
Recycling Brine for Drilling Operations
Over the end of 2021 and early 2022, we piloted the recycling of produced brine for the Tupper Montney drilling operations as 
a viable drilling fluid additive. The pilot was a success, and we subsequently implemented this practice on a recent 10 well pad, 
resulting in the reuse of approximately 15,000 barrels of produced water rather than purchasing brine. We plan to implement this 
approach in future drilling operations as standard procedure, where possible.
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Using Digital Innovation to Maximize Environmental and Operational Performance
Murphy utilizes predictive analysis, big data and artificial 
intelligence as part of a technology-based approach to 
preventing and managing spills, maintaining assets and 
conducting drilling and completions operations.
For example, we use enhanced computer models and 
databases to assist in risk-based asset integrity management, 
along with scheduling proactive maintenance and repairs 
when recurrent issues are identified. We also use a collection 
of mobile-based applications, as well as our onshore Remote 
Operations Center (ROC), to address real-time situations, 
including remote shutdowns, with operator route optimization.
These applications help us avoid potential incidents and 
respond more quickly to out-of-usual operating parameters. 
This allows us to automate field task scheduling and to 
optimize route scheduling by vehicle GPS tracking. The mobile 
applications also provide remote troubleshooting assistance and 
just-in-time training for technicians in the field via Augmented 
Reality (AR) technology. In addition to improving performance 
and reducing potential environmental incidents, these systems 
also reduce emissions and safety risks by minimizing the driving 
time spent manually checking equipment.
We are also applying big data and technological solutions to 
optimize our drilling, completions and production processes. 
For example, we are developing a way to share drilling 
performance data across multiple rigs to enable real-time 
optimization, rather than waiting until the wells are drilled. 
This further enhances our machine learning, which improves 
predictions and optimizes field development programs, 
including well targeting and spacing through fiber optics, micro 
seismic, seismic inversion and fully coupled 3D models. Process 
improvements are often driven by the need to integrate 
systems and improve digital maturity for gapless data. We 
invest significant time and effort to normalize and clean the 
data, so decision-makers can work with more reliable data. For 
example, our completions hydraulic fracturing dataset employs 
fuzzy logic to establish the link between the completions data 
and other data sources, like geology, drilling and reservoir.
Murphy also works to improve onshore and offshore rig 
efficiency through technologies such as managed pressure 
drilling and automated rig technology, which focuses on 
components such as safety alerts, and more efficient drilling 
speeds. This enables us to lower maintenance needs and 
conduct safer operations.
REMOTE OPERATIONS CENTER
Murphy’s 24-hour Remote Operations Center (ROC) enables 
the automatic tracking of key performance indicators and other 
analytics of our onshore operated production facilities and 
wells. It also manages task assignments and route optimization 
with field operators and maintenance through an Integrated 
Operations Platform (IOP). The centralized location for onshore 
drilling, completions and well management improves our 
production, safety and environmental performance by bringing 
together key information and experts in one location.
The ROC monitors pipeline pressures 24 hours a day, which 
prevents spills and also improves safety and environmental 
performance, by reducing the time technicians spend on the 
roads, reducing emissions and enabling faster response times.
This center achieves real-time frac optimization, along with 
multidisciplinary interaction, with a focus on completions 
and minimizing impacts between the other wells. Technicians 
monitor managed-pressure drilling and casing flotation for 
challenging wells, along with re-fracs, pre-loads, sequencing 
and potential cube development to enhance well designs and 
continually improve execution.
Murphy’s IOP is a proprietary mobile tool for onshore task 
management, Permit to Work and Job Safety Analysis. Through 
this app, the ROC technician assigns tasks to specific field 
operators and maintenance based on location and expertise, 
prioritizing responses to safety, environmental and production 
impacts, and monitors their progress. This improves the 
Company’s safety culture, reduces downtime and provides 
valuable insights into making the business more efficient. The 
drive to meet corporate goals leads to high-impact digital 
solutions like the Global Downtime Report, which provides a 
global perspective on operational downtime data related to 
drilling, completions and production operations.
Murphy’s US onshore team is also implementing a newly 
developed software we will pair with our ROC group to 
enhance visibility and efficiency of field operations. The Smart 
Planning Engine (SPE) is an in-house Integrated Planning Tool 
that allows all parts of our organization to view daily planned 
events and optimize worker interactions and to reduce reaction 
time to downtime events. With visibility on all staff locations 
and work tasks, we can quickly monitor and optimize work 
interactions where needed. We believe this greater visibility 
will ultimately continue to improve our safety and emissions 
performance by allowing for better planning, quicker reaction 
times and by helping us place the right people to respond to 
events that may impact our emissions on a daily basis.
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MURPHY LABS
Murphy Labs, known internally as mLabs, is a centralized portal 
that uses virtual project teams to globally integrate individual 
expertise, particularly as it pertains to technology. This portal 
provides a collection of cross-discipline, cross-functional 
solutions for business units, through dashboards, apps, 
videos and tutorials created to resolve problems identified by 
employees and contractors. Ultimately, these creations improve 
operational efficiency and increase awareness of safety hazards, 
enabling staff to work smarter and accomplish tasks in less 
time. The virtual project team’s expertise in keeping up with the 
latest infrastructure options often leads to the implementation 
of software that makes the business more responsive, limits the 
number of outdated legacy programs and further accelerates 
digital transformation efforts. 
Key examples of mLabs’ work include:
•	
Gulf of Mexico production dashboard – This tool 
was developed in-house collaboratively by engineers, 
field operators and developers to amplify production 
surveillance. It encompasses several dashboards that 
allow engineers to accurately monitor well performance 
across all assets in the Gulf of Mexico. Production 
engineers see performance trends that allow for quick 
decision-making and further analysis where appropriate, 
utilizing nodal analysis to evaluate well and integrated 
flowline performance for our fields. Network models are 
currently in place for all critical subsea assets and are 
expected to be in place for all assets by year-end.
•	
HSE Safety Observation Program (SOP) – Workers use 
this mobile platform to document safety observations 
real time while in the field. This data is then processed 
to assist in identifying hazards, predicting trends, taking 
corrective action and reinforcing positive behavior, while 
improving overall safety performance. See Protecting 
Our People for more information on our SOP program on 
page 46.
•	
Digitalizing offshore facilities – We have deployed 
Laser Scan technologies within our offshore installations 
to create 3D digital models of the assets. These digital 
twins are used to bring more work to a tabletop 
exercise in-house, replacing offshore trips and reducing 
our exposure and risk from a personnel aspect, while 
improving efficiencies. These 3D models can be used by 
various disciplines at Murphy, including, but not limited 
to, integrity management planning, brownfield project 
planning, hazard and risk analyses, and as an overall 
communication tool between field and office personnel.
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PROTECTING 
OUR PEOPLE
“
We aim to create a safe 
working environment 
in which everyone goes 
home safe at the end of 
every day.”
Culture of Safety
monitoring and enhancing
Safety Performance
2021 best in last five years
Contractor Management
continued to strengthen

2022 SUSTAINABILITY REPORT
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INTRODUCTION
ENVIRONMENT
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HEALTH AND SAFETY OVERSIGHT
In 1993, the Murphy Board of Directors established a Health, 
Safety and Environment Committee to govern the Company’s 
health, safety and environmental activities. Since then, the 
Committee has expanded its responsibilities to include corporate 
responsibility matters and was renamed the Health, Safety, 
Environment and Corporate Responsibility (HSE&CR) Committee. 
The HSE&CR Committee meets at least twice annually to receive 
relevant updates and review policies, compliance reports, goals 
and performance data. In addition, HSE updates are provided at 
each Board meeting. Further detail on the HSE&CR Committee 
and corporate oversight of climate change initiatives can be 
found on page 21 of this report.
Our President and Chief Executive Officer is responsible for the 
execution of our HSE Policy. That responsibility is supported 
by the HSE Executive Management Advisory Committee (EAC) 
comprised of the Executive Vice President, Operations; Vice 
President, Health, Safety and Environmental; and Vice President, 
Drilling and Completions. The EAC works to ensure that the 
Company has appropriate management systems in place to 
monitor and review compliance with applicable rules, regulations, 
industry standards, protocols and international conventions. The 
President and Chief Executive Officer and the EAC set goals for 
continuous improvement and receive updates on implementation 
and progress made on these initiatives. In addition, the HSE 
Steering Committee, comprised of leadership from all functional 
workgroups across the organization, including operations, 
engineering, supply chain and finance, meet on a quarterly basis 
to discuss current status and company goals pertaining to health, 
safety and the environment. 
Implementation of Murphy’s HSE Policy is assigned to the Vice 
President, Health, Safety and Environmental. This role reports to 
the Executive Vice President, Operations, who reports directly 
to the President and Chief Executive Officer. Altogether, Murphy 
executives receive weekly reports on HSE activities and results.
Safety has been included in our annual incentive plan since 
2008; in 2021, the safety weighting was 5% for the Company’s 
Total Recordable Incident Rate (TRIR), and the environmental 
weighting for both our global spill rate and greenhouse gas 
(GHG) emissions intensity was 5% respectively.
Murphy is committed to conducting business in a manner that prioritizes the health, 
safety and security of all personnel, including employees, contractors and partners, 
as well as the communities in which we work. We aim to create a safe working 
environment in which everyone goes home safe at the end of every day.
Our comprehensive Worldwide Health, Safety and Environmental Policy and 
HSE Management System apply to all Murphy operations worldwide. Murphy’s HSE 
Policy and management system are based on industry practices and our extensive 
experience. We strive to achieve top-quartile safety performance as measured against 
our peers.
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HEALTH AND SAFETY MANAGEMENT SYSTEM
We strive to achieve incident-free operations through continuous 
improvement processes managed by Murphy’s HSE Management 
System (HSE-MS), which engages all personnel, contractors and 
partners associated with Murphy operations and facilities, and 
provides a consistent method for integrating HSE concepts into 
our procedures and programs.
The HSE-MS Consists of Four Levels
The HSE-MS Framework 
Is Organized Around 11 Elements
Within each element is a set of 
expectations. Many of these expectations 
are supported by global standards and 
detailed programs, plans, procedures 
and work tools. Elements include 
management and employee commitment, 
contractor management, training, 
emergency response, incident reporting 
and investigation, and evaluation and 
improvement.
10
11
1
2
3
4
5
6
7
8
9
HSE-MS 
Framework
Management and Employee 
Commitment
Facility 
Design and 
Construction
Emergency 
Response and 
Crisis Analysis
Compliance 
Assurance
Contractor 
Management
Evaluation and 
Improvement
Roles, Responsibilities 
and Involvement
Operational Control 
and Maintenance
Incident 
Reporting, 
Investigation 
and Analysis
Risk 
Management
Training and 
Competency
SITE PROCEDURES AND 
WORK TOOLS
Site-speciﬁc procedures and work plans 
are in place to achieve the requirements 
and ensure safe work practices and 
regulatory compliance.
BUSINESS UNIT PROGRAMS, 
PLANS AND PROCEDURES
Business unit programs outline the 
requirements and objectives, to ensure 
implementation of the expectations into 
daily activities.
GLOBAL 
STANDARDS
Expectations are articulated through 
associated global standards.
HSE GLOBAL 
POLICY
Direction is provided by Murphy’s HSE 
Policy and HSE-MS framework.
4
3
2
1
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HEALTH AND SAFETY CERTIFICATION AND AUDIT
BUILDING A CULTURE OF SAFETY
Our HSE-MS and Global Standard for Evaluation and 
Improvement require each Murphy business unit to conduct 
internal HSE field audits every three years.
On-site HSE inspections are conducted frequently and, in many 
cases, daily. We identify opportunities for improvement during 
this process and create corrective action plans to ensure that 
all items are addressed. We identify any nonconformance and 
submit improvement actions to business unit leadership.
At our US offshore facilities, a third-party audit is conducted as 
part of the requirements for the Center for Offshore Safety’s 
Safety and Environmental Management System (SEMS) 
Certification. The most recent audit was completed in March 
2022, in accordance with the regulatory three-year requirement. 
The US Bureau of Safety and Environmental Enforcement (BSEE) 
conducts regular inspections of our offshore facilities and drilling 
rigs to ensure safety and environmental compliance across our 
Gulf of Mexico operations.
Murphy contracts with independent, third-party rig quality 
assurance audit companies that advise on HSE risk mitigation. 
Specific activities undertaken by expert third parties include:
•	
Performing electrical and mechanical inspections of key 
drilling machinery and components on the rigs
•	
Inspecting key safety components of the control systems on 
the rigs
•	
Reviewing any current acceptance test plans and 
determining relevant sections for software, network and 
controls testing
•	
Ensuring that vendors’ changes to software and related 
control systems have been documented, and that backups 
are available
•	
Ensuring compliance with software configuration processes
In 2021, Murphy’s Canadian HSE Management System received 
a Certificate of Recognition (COR) from Energy Safety Canada. 
Energy Safety Canada is the certifying partner for the Canada 
Partnership in Injury Reduction (PIR), established through 
Canada’s provincial Workers’ Compensation Boards (WCB).
The COR program has become the national standard for safety 
awareness, accreditation and improvement in Canada. The 
program is designed to improve worker safety and reduce costs, 
thanks to favorable insurance rates and the potential reduction 
in lost productivity, replacement worker training and/or property 
damage. After obtaining certification, we have continuously 
improved our performance though audits, scoring higher year 
after year as a result of internal program enhancements. We will 
continue to perform annual internal validation audits, with an 
external audit cycle every three years.
Safety must be a top priority of every employee, every day. We 
work hard to build a culture of safety across our organization. Key 
initiatives in addition to our regular training and exercise drills 
include:
Stop Work Authority 
Every employee and contractor has the authority, the right and 
the obligation to stop unsafe work. This is a fundamental tenet 
of Murphy’s safety culture, and it applies to everyone, including 
new crew members, experienced crew members, supervisors, 
managers and service company personnel. Elements of Stop 
Work Authority are: (1) You must stop the job if you see an unsafe 
act or condition. (2) You must stop the job if you are unsure of the 
plan, or you see someone else who is not sure. (3) If conditions 
change, you must stop the job and confirm that your initial hazard 
controls are still adequate. (4) In all cases, when you stop the job, 
if you cannot make it right yourself, discuss your concerns with 
you supervisor before starting work again. Murphy’s executive 
leadership team stands firmly behind Stop Work Authority, 
empowering all workers to take immediate action to preserve 
their own safety and the safety of those around them.
Safety Observation Program (SOP) 
The SOP is a smartphone-based application that allows workers 
to record and document safety observations in real time in 
the field. This repository of data provides a basis for analyzing 
safety trends across our field operations and allows us to focus 
our repairs and maintenance, training, and prevention efforts to 
improve overall safety performance. Data indicates that workers 
are engaged in the observation process and using the reporting 
systems effectively.
Hazard Hunts 
We initiated multidiscipline, business unit-specific Hazard Hunts 
to identify and mitigate potential safety and environmental 
hazards in the workplace. For our offshore teams, we have 
also instituted weekly Risk-Based Inspections (RBIs), in which 
small crews focus on equipment or processes to ensure we are 
capturing any potential hazards.
Safety Leadership Training 
Our North America onshore operations engaged in a third-
party training program titled “Safety Excellence for Supervisors, 
Managers and Workers.” In addition, we developed an in-house 
Safety Leadership program instructed by the HSE department.
Safety Stand-Downs 
We continue to incorporate Safety Stand-Downs as a way to 
bring senior management, employees and contractors together 
to demonstrate a unified commitment to safety. We also utilize 
Safety Stand-Downs on a location-specific basis to address any 
immediate concerns or issues.
Contractor Engagement 
Because contractors consistently make up over 80% of our work 
hours, we focus on contractor engagement at two levels: (1) the 
executive level, where Murphy’s senior leadership meets with key 
contractors to set clear expectations of our commitment to safety 
in the workplace, and (2) small group contractor engagement 
sessions in the office and field locations to provide the same 
message, while also creating an opportunity to receive feedback 
and input on how we can collaborate and improve our safety 
performance. We continue to build strong partnerships with our 
contractors to ensure an overall, unified HSE culture for everyone 
working on any Murphy location.
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Process Safety 
Asset Integrity and Operations are at the core of our Process 
Safety initiative and play a key role in preventing serious 
incidents. The Process Safety metrics and programs cover both 
onshore and offshore operations, and all aspects of operations 
from the well to sales are within scope, which includes hundreds 
of miles of pipeline, thousands of pressure vessels and all 
associated pressure piping. We established a baseline by 
reporting and measuring our Tier 1, 2, 3 and 4 Process Safety 
Events (PSE), but we also take a proactive approach and track 
other leading indicators, which can help in preventing serious 
incidents from occurring. For additional details, please refer to 
Asset Integrity and Process Safety in the Environmental Protection 
and Conservation section (see page 35).
Using Big Data and Technology 
Murphy targets safety improvements and efficiency gains 
throughout our operations with tactics such as data sharing and 
machine learning, which optimize field development programs 
and thereby reduce potential safety hazards and environmental 
impacts and waste. Technologies such as managed-pressure 
drilling and automated rig technology include components such 
as safety alerts, total on-bottom time and real-time directional 
drilling, to meet maintenance needs and ultimately achieve safer 
operations. Further detail on Murphy’s technologies can be found 
on page 41, under Digital Innovation.
Life-Saving Rules (LSR) 
In 2021, we relaunched the nine International Association of Oil 
and Gas Producers (IOGP) Life-Saving Rules, plus a tenth rule, Fit 
for Duty, as a clear training and communications platform for safety 
risks and mitigations. This relaunch included Murphy-developed 
in-house videos of employees and contractors that discuss the 
importance of the LSR not only at work but at home. Murphy’s LSR 
include contractor participation. The Murphy HSE Team reviews 
all entries monthly for any pending corrective actions for the 
organization. As of March 2022, over 700 entries pertaining to 
our LSR campaign have been submitted. This program empowers 
employees and contractors to not just work safely at work but to 
take these ideals home to their families as well. 
HSE Training 
In 2021, Murphy reviewed and revised its HSE training matrix for 
all employees. Consequently, additional training was required for 
all employees, and we also established supplementary leadership 
training for office personnel. We have updated our learning 
management system to reflect the additional training and are 
working on a dashboard to easily monitor and track training 
completion. Our goal is to have 100% participation in all required 
training by September 2022.
Vehicle Safety 
In 2021, Murphy continued to improve vehicle safety by installing 
a vehicle monitoring system in all company vehicles. The system 
helps us monitor all driving habits and identify location of vehicles 
in the event of an emergency. All derived data is also used to 
enhance training and safety communications to employees.
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As a company, we take our commitment to safety very seriously, 
and actively assess and measure our safety culture.
In 2021, our safety metrics continued to show improvement. 
The two key drivers were the lower levels of activity than in prior 
years, and the result of the focused safety campaigns we rolled 
out in 2019 to 2021. We continue to stay focused on further 
improving performance as we expand operations in the coming 
year.
Our Total Recordable Incident Rate12 (TRIR), including employees 
and contractors, was 0.28 in 2021, an improvement of 46% on 
2019. Our Lost Time Incident Rate13 (LTIR), inclusive of actual 
contractor hours worked, improved from 0.08 in 2020 to 0.04 in 
2021. Both our TRIR and LTIR were at their lowest since 2016. 
We have consistently outperformed the US Bureau of Labor 
Statistics’ average for the oil and natural gas extraction industry, 
as illustrated in the chart below. 
We did not have any work-related fatalities in 2021.
SAFETY PERFORMANCE MONITORING AND MEASUREMENT
12	Number of US Occupational Health and Safety Administration (OSHA) recordable injuries and illnesses throughout the year, per 200,000 actual hours worked.
13	Number of OSHA recordable incidents that result in time away from work throughout the year, per 200,000 actual hours worked.
0
1.2
1
0.4
0.8
0.6
0.2
2018
2017
2019
2020
2021
Employees
Contractors
Workforce
Oil and Gas
Extraction Industry
0
0.7
0.6
0.3
0.5
0.4
0.2
0.1
2018
2017
2019
2020
2021
Employees
Contractors
Workforce
Oil and Gas
Extraction Industry
Total Recordable Incident Rate 
Per 200,000 Work Hours
Lost Time Incident Rate 
Per 200,000 Work Hours
Comprehensive Safety Key Performance Indicators (KPIs)
In addition to reporting our Total Recordable Incident Rate (TRIR), Lost Time Incident Rate (LTIR) and number of fatalities, we also 
internally track the following safety performance indicators, to drive continual improvements in safety performance:
•	
First-aid incidents
•	
Near-miss incidents, including high potential near-misses that trigger formal incident investigations
•	
Non-occupational incidents
•	
Dropped objects
•	
Safety Observations
•	
Process Safety Events (PSE)
•	
Preventable Vehicle Incident Rate (PVIR)
▼46%
improvement of
TRIR 2019 to 2021 
Total Workforce
▼50%
improvement of
LTIR 2019 to 2021 
Total Workforce
Source: Bureau of Labor Statistics, Incidence Rates of Nonfatal Occupational Injuries and Illnesses by Industry and Murphy internal
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CONTRACTOR MANAGEMENT
EMERGENCY RESPONSE AND PREPAREDNESS
A key element of our HSE-MS is contractor management. 
Contractors play a significant role in our operations, and 
represent more than 80% of the workhours performed. Selecting 
and collaborating with our contractors is vital to ensure a unified 
commitment to maintaining a safe place to work, and ultimately 
improving our HSE performance. Per the HSE-MS framework, our 
contractors on-site are required to be registered on ISNetworld 
(ISN), a global leader in supplier and contract management. We 
have a qualified supplier list to pull from on ISN with details on 
contractor grade, registration information, regulatory compliance 
and insurance, to verify that we are using the very best 
contractors.
When choosing to partner with a service provider, Murphy first 
utilizes ISN to assist in pre-screening by assessing HSE policies, 
performance and internal HSE management systems. For select 
major contractors, Murphy goes a step further and performs a 
detailed bridging process, through which we evaluate all the 
service provider’s HSE policies and procedures individually 
against Murphy’s policies and procedures. The highest level of 
HSE performance standards is followed for workplace execution.
Murphy requires contractors and subcontractors entering 
Murphy-operated locations to have the same safety industry 
training certifications as employees. All personnel, including 
contractors and subcontractors, working at Murphy locations 
must have basic industry safety training certifications such as 
SafeLandUSA and Energy Safety Canada – common safety 
orientation for onshore, plus SafeGulfUSA, Rigpass, HUET, SEMS 
Awareness and USCG Marine Trash and Debris Water Survival for 
US offshore. In addition, contractors must attend Murphy’s HSE 
Orientation before starting work at a Murphy location. Murphy 
maintains a Qualified Supplier List (QSL) for each business unit, 
to identify service providers that are permitted to work at Murphy 
locations.
Throughout the year, Murphy hosts contractor engagement 
sessions with service providers in each of our business units. 
These structured workshops review HSE performance, develop 
joint performance goals and share lessons learned. To further 
promote safe and environmentally compliant performance, 
Murphy has established KPIs with several major service providers, 
and the KPIs are continuously reviewed throughout the duration 
of their contracts. Additionally, Murphy HSE personnel and ISN 
regularly conduct third-party vendor audits. In 2021, Murphy 
developed and shared a transparent program outlining Murphy’s 
HSE requirements, which allows contractors to verify they are 
meeting or exceeding our standards. This also allows Murphy 
and our contractors to strengthen our partnerships and improve 
their organizations’ requirements prior to performing work on any 
Murphy location.
Murphy requires our third-party contractor companies to conduct 
random drug testing on their employees. To supplement this, 
in 2021, all asset groups contracted DISA Global Solutions to 
start the process of implementing standardized random drug 
testing for all contractors and vendors working at any Murphy 
location. DISA is linked with ISN, thus allowing us to monitor 
companies and individuals flying to our offshore facilities. DISA 
allows Murphy to effectively manage third-party screening under 
a comprehensive umbrella, across all registered oil and natural 
gas operators.
As we work hard to minimize environmental and safety risks and 
hazards, it is critical that we prepare for events that have the 
potential to negatively impact our employees and contractors, 
facilities, operations, the environment or the general public and 
other stakeholders.
Any stakeholder can report an emergency, and emergency phone 
numbers are posted at every field location.
Our Emergency Response and Crisis Management Plan applies 
to any emergency event. As part of this plan, Murphy has a 
dedicated Manager of Security and Emergency Response, who is 
responsible for all emergency preparedness and response-related 
activities.
We have developed and implemented a three-tiered approach to 
emergency response:
1.	
Emergency Response Teams at the field level
2.	
An Incident Management Team at the mid-senior 
management level in the office
3.	
A Crisis Management Team at the executive level
Every operating office location maintains an Incident 
Management Team, and Well Containment Teams are established 
for all active wells.
The Incident Management Team structure includes a Public 
Information Officer, who prepares messages, communications 
and press releases for the team if necessary. For emergency 
messages, we utilize a proprietary communication system, 
Murphy Alert (MIR3), which allows us to use a combination of 
text, email and voice notifications, and allows for responses.
Because we recognize that our emergency response plans are 
most effective when accompanied by regular and comprehensive 
training, we maintain a global training and drill schedule across 
all business units, providing well containment and spill exercises, 
Incident Command System training and business continuity 
planning exercises. Training and drills comply with all relevant 
regulations and engage local emergency response groups.
In 2021, we conducted more than 12 regular training and exercise 
drills across our business.
For all our drills, we always invite our contractor work groups and 
regulatory agencies to participate and encourage knowledge 
sharing across all functions. This allows Murphy to build strong 
relationships and rapport with stakeholders, to address any future 
events that may occur.
We have also revamped our Business Continuity Plan. Each 
business unit performed a deep dive into the resources needed 
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to conduct business as usual following a major event, such as a 
hurricane. We partnered with a third-party crisis and emergency 
management specialist firm to streamline our process and turn 
Murphy into an industry leader with our newly revised plan. For 
all drills and exercises that Murphy conducts, an after-action 
review is performed to help identify and improve any gaps in our 
processes and procedures that we may have.
HWCG, Spill Response and Emergency Preparedness
Murphy is also an active member of HWCG, a consortium of 14 operating companies, which provides rapid access to well 
containment resources and mutual aid personnel. This group also shares access to source control containment equipment 
and resources (capping stacks and associated equipment) for the US Gulf of Mexico. In addition, HWCG provides training and 
practical knowledge opportunities for its members through annual well containment drills and workshops.
Murphy conducts its own annual drills and training of our internal source control and spill response teams, to demonstrate 
our ability to respond to any incident, both onshore and offshore. These drills comply with all relevant regulations in countries 
where we operate and engage local emergency response groups, such as Clean Gulf Associates (CGA), Marine Spill Response 
Corporation (MSRC), and Oil Spill Response Ltd. (OSRL), as well as other key third-party specialists.
Murphy actively participates in industry efforts to advance safe 
operations. For example, for our Gulf of Mexico operations, 
we work closely with the Offshore Operators Committee 
(OOC) and the Centre of Offshore Safety. For our US onshore 
operations, we actively engage with the Onshore Safety 
Alliance (OSA) and for Canada onshore, with Energy Safety 
Canada. Our employees sit on various subcommittees and 
workgroups of these organizations. Some other industry groups 
Murphy participates in are HWCG, the American Petroleum 
Institute (API) and the Canadian Association of Petroleum 
Producers (CAPP).
Murphy relies on multiple resources for access control, visitor 
management, site monitoring and surveillance and security 
assessments, along with security guards in the field and police 
officers in the headquarters building. We use a third-party 
vendor to provide and manage these services, which reports to 
the Murphy Security and Emergency Response Manager.
We regularly provide upgraded security training to employees 
and conduct security exercises and drills. Some of the training 
provided includes active shooter response, basic investigation, 
and personnel travel security training for all employees. The 
Security and Emergency Response Manager belongs to 
multiple security and law enforcement working groups and 
committees, and monitors security events and intelligence 
reports from law enforcement. We also utilize third-party 
service providers to obtain real-time situational awareness 
bulletins, and as necessary, provide emergency alerts to staff.
INDUSTRY COLLABORATION
PHYSICAL SECURITY
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INVESTING IN 
OUR PEOPLE
“
We believe in creating 
an inclusive culture 
where members of our 
workforce support and 
respect each other.”
Benefits Package
annually reviewed and enhanced
Diversity, Equity and 
Inclusion
continuous focus with new programs
13,000 Training Courses
more than
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WORKFORCE DEVELOPMENT OVERSIGHT
DIVERSITY, EQUITY AND INCLUSION
Our Board is actively engaged on matters pertaining to our 
workforce. The Executive Compensation Board Committee 
oversees the Company’s key human capital management 
strategies, including diversity, equity and inclusion (DE&I), 
annually to ensure alignment with our short- and long-term 
business goals. The Health, Safety, Environment and Corporate 
Responsibility Board Committee reviews and discusses 
DE&I strategy, programs and initiatives. Our Vice President, 
Human Resources and Administration, has overall managerial 
accountability for our human capital management and DE&I 
strategies and programs.
The rich experiences and backgrounds of our employees 
strengthen our Company, create a productive workforce and 
contribute to our success.
We partner with many organizations to increase the diversity of 
candidates in our talent pipeline. For example, we post open 
positions through eQuest, which distributes the roles to diversity 
and inclusion organizations, and through VeteranJobListings, the 
Society of Women Engineers and the National Society of Black 
Engineers. In 2022, we launched an internship program as part of 
enhancing our talent pipeline.
We equip managers with tools to support inclusive hiring, 
including an interview guide to reinforce a fair and equitable 
process. In addition, in 2021, we implemented blind résumé 
screening for select roles, which involved removing candidate 
names and other identifiable characteristics to reduce any 
unconscious biases. We will be continuing this process in 2022 
for select roles. We also implemented a Rating Bias training for 
leaders as part of our formal performance management process 
to reduce bias. The training aims to help leaders build awareness 
of their potential biases that may emerge during the performance 
rating process.
A dedicated intranet portal enables employees to explore 
resources including articles, videos and training that are refreshed 
regularly to reflect current events. Additionally, we participated 
in events hosted by the Greater Houston Partnership, including 
Rise to the Top, a celebration of International Women’s Day, and 
attended Women’s Energy Network and Greater Houston Women’s 
Chamber of Commerce events both in person and virtually. We are 
in the process of reviewing our Human Resources policies based 
on their support for our commitment to inclusiveness and equity.
Our Human Resources Director, Talent Development oversees our 
DE&I program. 
DIVERSITY, EQUITY AND INCLUSION COMMITTEE
The Diversity, Equity and Inclusion committee, which consists of 
volunteer employees at various levels in the organization, acts 
as a change agent to promote a greater DE&I culture where 
employees are respected and intentionally valued through open, 
honest and productive discussions. The committee is responsible 
for reviewing and recommending initiatives and partnerships that 
build upon our DE&I strategy and support our Mission, Vision, 
Values and Behaviors. The committee is sponsored by the Vice 
President, Human Resources and Administration. 
We have also offered a broad range of training programs on 
topics such as “Your Role in Workplace Diversity,” “Maintaining 
a Cohesive Multigenerational Workforce,” and “Women, 
Confidence and Leadership,” while also sharing resources 
specific to practicing inclusiveness.
Our people are our most valuable resource. At Murphy, we believe in creating an 
inclusive culture where members of our workforce support and respect each other. We 
actively encourage and value everyone’s perspective.
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Representation of Women14 US and International
Executive and Senior-Level Managers
First- and Mid-Level Managers
Professionals
Other (Administrative Support and Field)
Total
2018
16%
36%
20%
20%
28%
2017
17%
41%
20%
26%
32%
2019
14%
34%
22%
20%
27%
202015
12%
34%
17%
7%15
21%
2021
12%
34%
18%
7%
21%
Representation of Minorities US-Based Only
Executive and Senior-Level Managers
First- and Mid-Level Managers
Professionals
Other (Administrative Support and Field)
Total
2018
8%
25%
24%
32%
27%
2017
5%
28%
20%
30%
26%
2019
9%
29%
24%
36%
29%
2020
12%
33%
23%
31%
30%
2021
18%
34%
22%
31%
30%
EMPLOYEE DEMOGRAPHICS
As part of our commitment to promote workforce DE&I, we 
track age, gender and race/ethnicity for all full-time employees. 
In compiling the data, we categorize employees according to 
the US Department of Labor’s Equal Employment Opportunity 
Commission (EEOC) definitions. In response to stakeholders’ 
request for the disclosure of EEO-1 data, we began publishing 
our EEO-1 filing last year. Our data as at year-end 2020 and 2021 
can be found on our website. A summary of this data, as well 
as our global representation of women, is outlined in the tables 
below. Murphy does not have any part-time employees.
INDUSTRY RECOGNITION
We are gratified that outside organizations recognize our 
efforts. In 2021, the National Diversity Council recognized two 
of our senior executives, issuing them the prominent awards 
of “Top 100 Diversity Leaders in Energy” and “Leadership 
Excellence Award.” Each executive was also asked to speak at 
various events, including the National Diversity and Leadership 
Conference, hosted by the National Diversity Council. We now 
have one of our senior executives on the board of the Energy 
Diversity and Inclusion Council (EDIC) and one of our senior 
leaders on an EDIC strategic advisory board. Additionally, one 
of our senior leaders was named a 2021 Forty Under 40 honoree 
by Hart Energy, and another was recognized with a Women Who 
Mean Business honoree by Houston Business Journal.
We have also received recognition from the Greater Houston 
Partnership in being designated as a “Best Place for Working 
Parents®” for our commitment to supporting working parents 
through our family-friendly policies and practices.
ONGOING EFFORTS
We will continue to build upon our DE&I efforts, with a focus 
in 2022 on developing employee resource groups, expanding 
university partnerships, targeted and elective training and 
development opportunities, and expanding partnerships with 
minority- and women-owned businesses.
14	2017 and 2018 data includes employees in Malaysia.
15	The reduction in the percentage of women in 2020 was primarily driven by: (i) the closure of the El Dorado, Arkansas and Calgary, Canada, offices, where we historically 
had a high percentage of women employees; and (ii) focused hiring efforts for field operations, which historically attract a pool filled mostly with men.
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WELLNESS
Murphy offered a host of programs in 2021 to support 
employees. Several employee assistance sessions focused 
on ways to manage stress during difficult times. In addition, 
a new dedicated website provides information on staying 
healthy, including webinars from our medical director to provide 
guidance on well-being and to address employees’ concerns. 
Finally, employees were educated on and encouraged to use 
telemedicine resources.
Murphy’s commitment to 
diversity, equity and inclusion 
has never been stronger. We are 
committed to creating a work 
environment where everyone 
can share and be their authentic 
self.
PAY EQUITY
We are committed to a fair and living wage for all employees. 
Murphy conducts a biannual process to evaluate base pay equity 
across the organization by position, with a specific focus on 
equity across gender and race/ethnicity diversity. Murphy quickly 
works toward closing gaps if any issues are identified.
LOCAL HIRING
We prioritize hiring locally, which allows us to contribute to 
the communities in which we operate. For our operations 
outside the US, the majority of our people are nationals of the 
local host country. When immediate talent is not available, we 
ensure proper training is offered so that we may work toward 
nationalizing positions. In 2021, the percentage of local nationals 
was 100% in Canada and 89% in Vietnam.
BENEFITS AND WELLNESS
Murphy provides a comprehensive benefits package designed to 
drive employee wellness and preparedness for their future. This 
includes excellent health coverage – medical, dental and vision 
– for employees and their family. Murphy also provides a defined-
benefit pension plan and a defined contribution savings plan 
designed to assist employees in building savings for retirement.
In 2021, we expanded our benefits package to further support 
our diverse workforce, including:
•	
Providing infertility treatment coverage
•	
Expanding mental health network of providers
•	
Adding a Consumer Driven Health plan option
Additional Benefits Include:
Birth and Adoption Leave for 
Mothers and Fathers
Personal Paid Leave
Defined-Benefit Pension Retirement 
for All Eligible Employees
401(k) Savings Plan with Company 
Match in the US
Defined-Contribution Pension Plan 
with Company Match in Canada 
Employee Assistance Program
Life and Accidental Death and 
Dismemberment Insurance
Long-Term Disability Insurance
Occupational Accidental 
Death Insurance
Flexible Health Spending Account
Employee Educational Assistance
Service Awards
Travel Assistance Program
Vacation Policy – Eligible employees 
may roll over a week of vacation 
each year
Telecommuting Policy – Eligible 
employees may work up to two days 
per week from home. Employees are 
able to work with their supervisor in 
selecting the work-from-home days.
+
+
+
+
+
+
+
+
+
+
+
+
+
+
+
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EMPLOYEE ENGAGEMENT
We believe that hearing from our employees leads to the best 
decisions. In 2021, we conducted surveys to better understand 
the needs of the employees and also conducted town halls 
throughout the year, which gave employees multiple forums to 
be heard.
Murphy’s Ambassador Program is comprised of employees from 
different locations, functions, roles and shifts throughout the 
organization who serve as representatives for all employees. The 
mission of the Ambassadors is to be the voice of every employee, 
to live out the Purpose, Mission, Vision, Values and Behaviors of 
Murphy, and to empower other employees to do the same. The 
Ambassadors help create a sense of community and strengthen 
the Company culture by championing company initiatives, assisting 
in the dissemination of information and constructively circulating 
feedback from employees to the executive leadership team.
We are also developing an employee spotlight series to showcase 
DE&I, celebrations and successes and activities that support our 
mission, vision and values.
We established the Murphy Oil Corporation Disaster Relief 
Foundation in 2010 to aid employees who have been impacted 
by a natural disaster. The Foundation is funded through 
contributions from employees, the Board of Directors and 
retirees. In 2021, 16 employees affected by disasters received 
assistance through this resource. This fund epitomizes how our 
employees live out our values of supporting each other and 
making it better.
RETENTION AND TURNOVER
We track global voluntary employee turnover, broken down 
by geography. This data is shared on a regular basis with our 
executive leadership team, which uses it to develop our human 
capital strategy. In 2021, the Company’s global voluntary turnover 
rate was 6%, which is lower than industry survey data.
We believe this low turnover rate is due in part to frequent 
communication between executives and employees through 
quarterly Town Hall meetings, the Ambassador Program, training 
and development opportunities, employee recognition programs, 
and platforms for open Q&A and benefits discussions.
Workforce Metrics16
Employee Count (Total Company)
Median Age
Employee Turnover (Voluntary)
2018
1,108
8%
42
2017
1,128
7%
43
2019
823
10%
43
2020
67517
6%
42
2021
696
6%
43
16	2017 and 2018 data includes employees in Malaysia.
17	The employee count reduction in 2020 was primarily driven by the closure of the El Dorado, Arkansas and Calgary, Canada, offices.
TRAINING AND DEVELOPMENT
We formally manage our employees’ performance through 
regular development discussions and assess each individual’s 
performance as well as behaviors that are tied to our Purpose, 
Mission, Vision, Values and Behaviors. Leaders and employees 
formally connect on a quarterly basis to reflect on developmental 
growth and future opportunities. In addition, in 2022, we 
introduced a mentoring program.
To help our employees develop and expand personal and 
professional skills, Murphy offers a variety of enrichment 
opportunities and job-related training throughout the year, 
including in-house, external and virtual seminars and workshops. 
Additionally, we sponsor employee participation in industry and 
professional organizations.
Leadership and professional development investments in 2021 
included:
•	
Nautilus Training Alliance for subsurface technical training
•	
Online My Murphy Learning programs for all employees
•	
Opportunities for all employees focused on increasing 
productivity and improving effectiveness
Murphy employees represent the Company through several 
professional networks, affording them an opportunity for 
learning and development, sharing best practices and 
expertise throughout the industry and supporting sustainable 
development in our local communities. Examples include the 
American Association of Petroleum Geologists (AAPG), Greater 
Houston Partnership and Greater Houston Women’s Chamber of 
Commerce. 
Murphy leadership strongly believes in encouraging and 
supporting its people who wish to continue their education. 
Murphy offers an Employee Educational Assistance Program, 
through which the Company contributes toward the cost of 
tuition, textbooks and some required fees incurred at accredited 
colleges, universities or trade schools.
In 2021, through My Murphy 
Learning, our internal Learning 
Management System, we 
offered our workforce more 
than 13,000 professional 
and technical courses, with 
employee training time totaling 
8,499 hours, for a total spend of 
approximately $175,000.
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SUPPORT EACH OTHER and MAKE IT BETTER
The Murphy Ambassador Program
In 2021, the Ambassador Program expanded from 19 
to 38 members, so that the program has companywide 
coverage on offshore platforms, field offices in Canada, 
South Texas Eagle Ford locations and the Houston 
office. This represents over 5% of all employees. The 
Program leadership representation was also expanded, 
creating a new field leadership role to unify all locations. 
The Ambassadors meet monthly to receive feedback 
from their respective departments and generate 
solutions for improvement. This feedback helps shape 
and improve new and ongoing company initiatives. 
The Ambassadors Program is under the guidance of 
executive leaders’ sponsorship.
Several successful initiatives were launched as a result of the Ambassador Program, including:  
•	
The Murphy Mentoring Program was created to help foster mentoring relationships within Murphy. The Ambassadors 
worked with Human Resources to develop the vision for the program.
•	
The New Hire Buddy Program was created to enhance the new employee onboarding experience. The Ambassadors saw 
value in showcasing Murphy’s Mission, Vision, Values and Behaviors (MVVB) early on in an employee’s career in the Company 
with the goal of reinforcing the idea that each individual has unique strengths that are invaluable in making our Company 
stronger.
•	
The Empowered Employee Program was established to recognize employees who demonstrate our MVVB. The program 
allows for employees to nominate and appreciate fellow employees who live out our values. The program has been very 
well received by our staff.
•	
Monthly internal communication listing all open job postings within the Company. The intent was to create an awareness 
of all the growth opportunities within Murphy and encourage employees to apply for open positions, outside their own 
departments.
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COMMUNITY 
ENGAGEMENT
“
Being a good corporate 
citizen and community 
member goes beyond 
business – it’s core 
to who we are as a 
company.”
$900,000
more than
Employee Gift Matching Program 
donations in 2021
President’s Volunteer 
Service Award
for our efforts with the Houston Food Bank
El Dorado Promise
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COMMUNITY ENGAGEMENT OVERSIGHT
WORKING WITH COMMUNITIES
The Health, Safety, Environment and Corporate Responsibility 
Board Committee has oversight on policies and matters 
pertaining to communities, human rights and Indigenous rights 
and engagement, while managerial oversight lies with our Senior 
Vice President, General Counsel and Corporate Secretary.
We seek to participate in constructive community engagement 
and maximize our positive impacts on local communities, while 
minimizing any negative impacts. Before we make an investment 
or commence any new operation, we apply measures to ensure 
we have identified local community and stakeholder concerns and 
are effectively mitigating any known associated risks. This includes 
conducting community impact assessments before settling in new 
areas, conducting consultations at early stages of a project and 
ensuring ongoing consultation mechanisms are in place, as further 
described on page 59 in connection with our Mexico operations. 
Murphy communicates with host country and community 
stakeholders, including regulators, nongovernmental organizations 
and other policy influencers, to better understand the issues 
applicable to our operations and to mitigate potential risks to the 
Company’s license to operate. This engagement is carried out in 
accordance with our Code of Business Conduct and Ethics.
When we are considering starting a business operation in a new 
country, our process assesses the nontechnical, aboveground 
risks. This includes an assessment of key demographics, 
geography, economic standing and outlook, political system and 
geopolitical relations, regulatory and fiscal regime, human rights 
and Indigenous rights, and political and security risks.
We seek opportunities to support local communities when 
negotiating and entering production-sharing contracts, for 
example through:
•	
Prioritization of local suppliers
•	
Investment opportunities for local content
•	
Specifications for local companies or workers
•	
Commitments to social investment programs, to address 
the development needs of the community and/or contribute 
to education improvement and work-skill development of 
host country populations
UNDERSTANDING AND RESPONDING TO COMMUNITY 
FEEDBACK
In the US, community stakeholders can raise concerns or 
grievances directly with our Land Department using an owner 
relations website and phone number. Murphy landowners are 
assigned a surface landman for any concerns, and landowners 
can also reach out directly to their respective landman to address 
any issue.
In Canada, as in the US, community stakeholders can raise 
concerns or grievances directly with the Land Department team 
members, and via an emergency contact telephone number 
maintained by Murphy. The Land Department is responsible 
for collecting, recording and assessing all community and 
stakeholder concerns or grievances. The surface land team 
maintains responsibility for response and resolution, as per the 
British Columbia Oil and Gas Commission (BCOGC) and Alberta 
Energy Regulator (AER) public consultation guidelines.
We are committed to ongoing consultation with local stakeholders 
throughout our operations. Our rigorous community consultation 
process is regulated by the AER and the BCOGC. Members 
of Murphy’s surface land team actively participate on several 
community relations committees: the Canadian Association of 
Petroleum Landmen (CAPL) Field Acquisition Management (FAM) 
Committee and the Fox Creek Synergy (FCS) Partnership.
The CAPL FAM Committee’s purpose is to bring together 
operators in British Columbia, Alberta and Saskatchewan to 
collectively address issues being encountered by the surface land 
groups of various operators, and collectively find solutions to 
those issues. The participating operators also discuss continuous 
improvement and best practices for the industry as they relate 
to surface land. The FCS Partnership is made up of operators in 
Alberta and is focused on community engagement, including 
community and government updates to industry activities, 
community events (e.g., Day of Caring) and community investment.
Positive relationships with the local communities in which we work are critical to our 
operations. But being a good corporate citizen and community member goes beyond 
business – it’s core to who we are as a company.
DO RIGHT ALWAYS
Respecting Our Landowners and Local 
Residents by Mitigating Noise
Prior to moving onto a new completion pad in Tupper 
Montney, British Columbia, we conduct a tabletop Noise 
Impact Study in accordance with the requirements defined 
by the BCOGC Noise Control Best Practice Guideline. We 
run multiple simulations pre-operations. For example, we 
model the daytime and nighttime sound pressure levels 
at each of the residences in proximity to the completions 
operations to ensure Murphy complies with applicable 
regulations. Once the completion equipment moves on-site, 
real-time decibel readings are taken at each residence to 
confirm the study. If the decibel readings are higher than 
modeled, we take steps to address sound impacts, such 
as adding additional sound barriers to mitigate the sound 
pressure levels, and readings are taken again to confirm the 
noise is under the defined decibel level.
As a part of the facility permitting in Alberta, noise impact 
studies are completed to determine impact on any nearby 
residences. Recommendations of the noise impact studies 
are followed on a case-by-case basis. 
Research has been undertaken in the Eagle Ford Shale asset, 
Texas, to mitigate impact to the neighboring residents where 
gas lift compressors are within proximity of residents. To 
date, one location has been identified where noise reduction 
measures will be beneficial, and it will be constructed as per 
recommendations provided by third-party specialists.
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Respect and dignity for everyone is a cornerstone of the way we 
do business and of our success. To Murphy, respecting all people 
is part of our core value to “Do Right Always.”
In 2021, Murphy developed a formal Human Rights Policy. 
This policy acknowledges our longstanding commitment to the 
dignity and rights of all people and formalized our practices 
to protect these rights. Our policy includes a commitment and 
process to identify and reasonably eliminate or minimize any 
negative impact our activities may have on human rights in the 
communities where we do business. Our policy and practices 
include a complete prohibition of child labor and the recognition 
that access to water is a fundamental human right. Our policy is 
further guided by the principles set forth in the United Nations 
Universal Declaration of Human Rights.
We recognize the function of government as the primary source 
of policy and protection for human rights and are committed 
to respect and comply with the laws of the countries where we 
do business. Our Code of Business Conduct and Ethics and 
Supplier Code of Conduct further sets forth the expectation that 
we will do what is right, safe and considerate of the well-being of 
our people, communities and environment.
Our Board of Directors mandates adherence to these policies, 
which extend to our vendors, suppliers, contractors and partners 
through our written polices, contracts, directives and training. We 
encourage feedback and constructive dialogue with all relevant 
stakeholders, and will provide guidance and annual training to 
our employees on our Human Rights Policy and the appropriate 
procedure to promptly address any concerns that may be raised.
We do not operate in government designated cultural or 
heritage sites or other protected areas where our operations 
would not comply with local laws intended to protect the long-
term conservation of nature, associated ecosystems and cultural 
values. Per the Sustainability Accounting Standards Board 
(SASB) definitions, we do not have reserves in or near areas of 
conflict, in or near Indigenous land, or in countries that have the 
20 lowest rankings in Transparency International’s Corruption 
Perception Index.
PROTECTING INDIGENOUS RIGHTS
We carefully consider the impact of our business on the 
Indigenous people of the areas of the world where we operate. 
In Canada, where Indigenous people are members of the local 
community, our actions are guided specifically by our Indigenous 
Rights Policy. When engaging and collaborating with Indigenous 
groups, Murphy will respect the spirit and intent of the United 
Nations Declaration on the Rights of Indigenous Peoples 
(UNDRIP) and its guiding principles, within the context of existing 
Canadian law and the associated commitments and roles that 
governments in those jurisdictions have relative to Indigenous 
groups. This includes operations near First Nations territory in 
British Columbia and Alberta. 
In the future, as our global operations evolve and we expand our 
interactions with other Indigenous communities, we will modify 
our policy accordingly, to address any issues that may arise.
FOLLOW THROUGH ON COMMITMENTS
Contributing to the Development of the Local 
Workforce in Mexico
As part of our commitment to our host country and per the scope of our 
license contract, in 2022, we entered into a co-operation agreement with 
the Tabasco state government. Through this agreement, the state helps us 
identify students and recent graduates from local educational institutions to 
participate in training opportunities offered by Murphy. These opportunities 
could entail courses and workshops that enable technology transfer and 
provide the beneficiaries with industry expertise and exposure, relevant to 
our activities in country.
Further, Murphy has also identified students and young professionals for internship opportunities, which grant them firsthand 
experience of deepwater operations, an area of limited local knowledge.
Grievance Reporting
We take our role as a responsible corporate citizen seriously 
and actively engage with various stakeholders as outlined in 
the Stakeholder Engagement section (see page 67). Concerns 
raised by any community stakeholder will be reviewed, 
investigated and resolved through our grievance mechanism 
which is overseen by our Corporate Compliance Officer. 
General concerns can be directed to our 24/7 Compliance 
Hotline (+1.877.808.1601) or www.MyComplianceReport.
com (enter Access ID: MOC), both administered through an 
independent third party. Specific concerns can be directed to: 
Royalty Owners and Community Stakeholders
US Toll Free: +1.888.475.2015
US Email: owner_relations@murphyoilcorp.com
Canada Toll Free: 1.888.999.0423
Human Rights and Indigenous Rights, and Employees   
Compliance Hotline (24/7, third-party administered): 
•	
Telephone: +1.877.808.1601
•	
Website: www.MyComplianceReport.com 
(enter Access ID: MOC)
Compliance Officer: +1.281.675.9000
In Mexico, Murphy has conducted a social impact assessment and 
has established responsibilities that are aligned with regulatory 
requirements, including regular interface with community 
members, and building consensus on an approach to improve the 
overall welfare of the communities affected by our operations.
HUMAN RIGHTS
COMMUNITY
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Giving back to our communities is a key tenet of who we are. 
We believe that we can make the most impact in communities 
where we live and work, and we prioritize our focus and efforts 
accordingly. We support our communities through strategic 
partnerships with organizations that work on developing 
communities, philanthropy and employee volunteerism.
We invest in our communities to build the local workforce, expand 
opportunities and support specific community needs. We view 
these efforts as much more than philanthropy. They are strategic 
investments in the communities that support us and increase the 
critical talents and services we and our communities need.
COMMUNITY ECONOMIC DEVELOPMENT AND 
WORKFORCE CAPACITY BUILDING
Murphy is a founding member of the South Texas Energy & 
Economic Roundtable (STEER) program in the Eagle Ford 
Shale. STEER was created, in large part, to support positive 
developments that are beneficial for the local communities and 
to successfully integrate the oil and natural gas industry into the 
region. In January 2020, STEER completed its merger with the 
Texas Oil and Gas Association (TXOGA).
STEER focuses on several critical community issues, including 
availability of housing, healthcare services and infrastructure, road 
safety, local skills development and environmental protection. 
STEER also holds a seat on the City of San Antonio Climate 
Action & Adaptation Plan Technical Committee. The committee 
serves as a community stakeholder forum to develop plans to 
implement climate mitigation and adaptation strategies. STEER 
continues to partner with local communities, colleges and 
universities to identify partnerships that will encourage innovation 
and environmental stewardship.
We also work with the American Petroleum Institute (API), 
National Ocean Industries Association (NOIA) and local chambers 
of commerce and business councils to support community and 
workforce capacity building. Murphy executives volunteer on 
the boards of several industry, academic organizations and 
nongovernmental organizations, including the API, American 
Association of Petroleum Geologists (AAPG), Energy & 
Geoscience Institute at the University of Utah, Louisiana State 
University Foundation, Energy Diversity & Inclusion Council 
(EDIC),  Greater Houston Women’s Chamber of Commerce, 
Greater Houston Partnership’s Executive Women’s Partnership, 
National Charity League – Houston Hearts Chapter and United 
Way Women’s Initiative of Houston.
Local Hiring 
We prioritize hiring locally, which allows us to contribute to 
the communities in which we operate. For our operations 
outside the US, the majority of our people are nationals of the 
local host country. When immediate talent is not available, we 
ensure proper training is offered so that we may work toward 
nationalizing positions. In 2021, the percentage of local nationals 
was 100% in Canada and 89% in Vietnam. In addition, Murphy 
actively contracts with local and Indigenous suppliers across 
various international regions where we operate, in accordance 
with local law.
INVESTING IN OUR COMMUNITIES
How We Support Our Communities
Strategic Partnerships
Philanthropy
Employee Volunteerism
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The El Dorado Promise 
In addition to collaborating with industry groups, we also work 
directly to build community and workforce capacity. Our founder’s 
son, Charles H. Murphy, Jr., believed that with good education, 
people are more productive, and that to educate people is good 
business. Though we are no longer headquartered in El Dorado, 
Arkansas, where Murphy was founded, we continue our longtime 
commitment to offer opportunities and expand workforce 
capabilities in the community. We established the El Dorado 
Promise Scholarship Program (“Promise”) in 2007, to encourage 
academic success. 
Through a $50 million commitment from the Company, the 
Promise enables graduates of El Dorado High School who 
have been enrolled in the school district since at least the ninth 
grade to have their college tuition and mandatory fees paid at 
any regionally accredited university, public or private, in the US 
(capped at the highest annual resident tuition at an Arkansas 
public university).
The Promise has spurred the college enrollment rate of El Dorado 
High School graduates to surpass state and national levels. Over 
the past 15 years, more than 3,000 students have received the 
Promise, with 51% recipients being minorities and 55% being 
female. They have used their scholarship at 157 different schools 
in 35 states. 
Studies done by the Office for Education Policy at the University 
of Arkansas in 2018 indicate that there was a 16.5% increase 
in college enrollment after the announcement of the Promise, 
keeping El Dorado School District enrollment on the rise while 
enrollment in all nearby communities has declined. In addition, 
the Promise was associated with an overall 10.7% increase in 
bachelor’s degree completion and a 12.7% increase in bachelor’s 
degree completion for Promise scholars whose high school 
grade-point average was in the top 50% of their class.
157
colleges and universities in 35 states 
have accepted the graduates of 
El Dorado High School
3,000
students have been placed in the 
El Dorado Promise scholarship program
more than
51% 
Minority
55% 
Female
49% 
White
45% 
Male
Race/Ethnicity 
Breakdown
Gender 
Breakdown
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The Promise Scholar Stories
Celebrating 15 Years of The El Dorado Promise
Impacting Lives and Communities
GREGORY CREW 
EL DORADO HIGH SCHOOL CLASS OF 2012
Gregory earned a Bachelor of Science in Accounting from Missouri State 
University and a Master of Business Administration from Southern Arkansas 
University. 
What are you doing now? 
I live in Sterling, Virginia, with my fiancé, and we are currently planning 
a wedding for May 2023! I work as a product consultant for a healthcare 
technology solutions provider. 
How did receiving the El Dorado Promise scholarship impact your 
college years? 
In college, when people hear about this scholarship that you receive simply 
by being a high school graduate, they are mind-blown, and you remember 
how blessed you really are to have this opportunity. Of all the things to 
worry about when it comes to college, money is the No. 1 burden/hindrance 
for most people, but with the Promise, that was eliminated, and I am so 
very thankful. So many peers in college had to work jobs to be financially 
stable and pay for school, but by way of the Promise, I was able to focus on 
academics and devote time and attention to other areas of the college life.
GABBY SMITH PITARD AND BRENNAN PITARD 
EL DORADO HIGH SCHOOL CLASS OF 2008
Gabby graduated with a Bachelor of Science in Nursing (Registered Nurse) 
from Southern Arkansas University. Brennan earned a Bachelor of Science 
in Biology and a Doctorate of Veterinary Medicine from Louisiana State 
University School of Veterinary Medicine.
What are you doing now? 
Gabby: Currently, we have returned home to plant our roots and are 
living and working in El Dorado, Arkansas. Brennan opened a small animal 
veterinary clinic in the fall of 2019, and is the owner and veterinarian of Pitard 
Animal Clinic. I began working locally as a registered nurse and have since 
transferred roles into managing the day-to-day flow and administrative duties 
at our family-owned clinic. 
We have two children, Mia (6) and Beau (5), who are both enrolled in El 
Dorado School District and are future El Dorado Promise Scholars! We are 
thrilled to raise our children and invest in the same community that supported 
us for years.
What would you tell current and future Promise Scholars? 
Brennan: This scholarship is rare and an invaluable benefit to you! With the 
current student loan crisis and government lending, it is easy to rack up 
insurmountable student debt quickly, but you have a better option with the 
gift of the Promise.
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COMMUNITY GIVING AND VOLUNTEERING
For more than half a century, Murphy has been committed to 
giving and volunteering in our communities. In support of these 
efforts, we have built partnerships with educational, civic and 
charitable initiatives in the communities in which we operate. We 
focus on issues that will have the greatest impact for our local 
communities and employees while building on our longstanding 
commitment and legacy to educational endeavors. Some of our 
2021 efforts include:
Education and Training
Health and Well-Being
Civic and Community
Murphy’s 
Efforts
•	
Continued commitment to 
the El Dorado Promise, see 
page 61
•	
Provided scholarships to Fox 
Creek High School graduates 
in Canada
•	
Participated in the Read 
Across America program, 
where we virtually read books 
to classrooms in the Houston 
area, and shared information 
about where we work, what 
we do and why reading is 
important
•	
Volunteered at the Houston 
Food Bank
•	
Held multiple clothing drives 
to collect winter clothing and 
clothes for children
•	
Participated in Walk to End 
Alzheimer’s, a fundraiser for 
Alzheimer’s care, support and 
research
•	
Volunteered on a community 
garden rejuvenation project 
at the Volunteers of America 
Empowerment Center
•	
Raised more than $320,000 
for United Way
•	
Pledged a total of $300,000 
over 2021 to 2025 for the 
Louisiana Highway 1 Phase 2 
Improvement Project
Aligned 
with These 
UN SDGs
MAKE IT BETTER
Murphy Pledged $300,000 to the 
Louisiana Highway 1 (LA 1) Phase 2 
Improvement Project
LA 1 is the only roadway supporting Port Fourchon, 
the United States’ busiest intermodal energy port, the 
Louisiana Offshore Oil Port (LOOP) and Grand Isle. The 
project is critical to preserving safe, long-term access to 
the nation’s energy supply, seafood production and vital 
coastal restoration projects. In addition, LA 1 is used for 
hurricane evacuation of local residents.
Source: LA1 Coalition
“Giving back to our 
communities is a key tenet 
of who we are. We believe 
that we can make the most 
impact in communities 
where we live and work, and 
we prioritize our focus and 
efforts accordingly.”
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Employee Volunteerism 
We recognize and support the positive impact our employees 
make. From volunteering as youth sports coaches to building 
homes and planting trees, to serving on city government 
commissions, school boards and chambers of commerce, 
Murphy employees enthusiastically give their time and talents, to 
strengthen their communities. In 2021, due to the pandemic, we 
had to significantly scale back on company-organized volunteer 
events. Despite this, our employees volunteered a total 545 hours 
through company hosted events at the Houston Food Bank, 
Volunteers of America Empowerment Center and Read Across 
America. In recognition of our 2021 voluntary efforts with the 
Houston Food Bank, we were awarded the President’s Volunteer 
Service Award.
Employee Gift Matching Program 
Through our Employee Gift Matching Program, offered to 
employees and non-employee directors in North America, we 
match qualified donations on a dollar-for-dollar basis. In 2021, 
Murphy matched over $900,000 in employee and non-employee 
director gifts. In particular, we have built a legacy of contributing 
to educational institutions and programs. Through the Employee 
Gift Matching Program, the Company increases its match of 
employee contributions 2:1 for educational institutions.
United Way Partnership 
Murphy employees annually participate in a campaign to raise 
funds and volunteer time for the United Way. Murphy’s long-term 
partnership with the United Way began over 50 years ago, and 
has served to increase employees’ awareness of the needs of 
their fellow citizens. In 2021, Murphy’s North America locations 
contributed over $320,000 to the local United Way through its 
employees’ generosity and gift matching. Murphy is recognized 
as having achieved United Way of Greater Houston’s 2021-2022 
Community Campaign Honor Roll, President’s Division. Over 
the last 20 years, Murphy and its employees contributed a total 
of more than $15 million to benefit United Way organizations, 
including the Salvation Army, the American Red Cross and the 
Boys & Girls Clubs of America.
68%
18%
10%
5%
Health and Human Services
Civic and Community
Culture and Arts
Education
MATCHED
more than
$900,000
2021 Employee Gift Matching Program Donations
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GOVERNANCE AND 
RESPONSIBLE BUSINESS 
PRACTICES
“
Our governance 
practices provide 
powerful alignment 
between our business 
and ESG goals.”
Supplier Code of 
Conduct
published in 2022
Cybersecurity
continuous enhancements
GHG Intensity Goal
added to annual incentive plan

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GOVERNANCE HIGHLIGHTS
Our Board assumes an active role in providing oversight of the 
management team in developing and executing on our business 
strategy. The Board is led by strong independent leadership in 
the form of an independent Chairman, and 92% of our directors 
are independent. Our Board has adopted governance practices 
that promote direct accountability to shareholders, including the 
annual election of each of our directors and the requirement to 
receive majority support.
BOARD EXPERTISE
As fiduciaries for shareholders, the Board believes it is important 
for directors to possess a diverse array of backgrounds, skills 
and achievements that are crucial to leading the Company 
in challenging times for the energy industry. Our directors’ 
qualifications include experience in accounting/audit, business 
development and corporate strategy, corporate governance, 
finance/banking, government relations/public policy, law, and 
risk management. The Board’s diversity encompasses — among 
other elements — race, gender, age and experience. As of 
March 25, 2022, 23% of the Board are female. In addition, 77% 
of our directors have experience in the areas of environmental 
protection, health and safety and human capital/compensation 
and 85% of our directors have expertise in the oil and natural 
gas industry. For more information on our Board, and to view 
its members’ Skills, Qualifications, and Diversity Matrix, see our 
2022 Proxy Statement.
EXECUTIVE COMPENSATION
Sound compensation governance is a pillar of the corporate 
culture at Murphy. The Board’s Executive Compensation 
Committee and our management team continually seek to 
improve the alignment of our compensation programs with 
the interests of our shareholders, with industry developments, 
and with our ESG goals. For over a decade, the Committee 
has included a safety metric in the Annual Incentive Plan (AIP) 
performance metrics, reflecting the Company’s emphasis on safe 
operations by both employees and contractors. Each year, the 
Committee also includes a spill rate in the AIP ESG performance 
metrics, which highlights the Company’s continued commitment 
to environmentally sound operations. In 2021, the committee 
modified the Company’s AIP ESG performance metrics to 
include a greenhouse gas (GHG) emissions intensity metric, for 
which aggressive goals must be achieved to earn a payout, to 
further emphasize the Company’s climate goals. Metrics are set 
to deliver top-quartile industry performance, and inclusion of 
these metrics reinforces the Company’s commitment to safe and 
environmentally sound operations.
SUSTAINABILITY GOVERNANCE
For details on the Board and managerial oversight of 
sustainability, please refer to Our Approach to ESG in the 
Introduction on page 11.
Our Board of Directors and executive leadership team are committed to 
sustainable business practices, which are premised on our Company’s purpose, 
mission, vision, values and behaviors. Murphy’s executive leadership team, with the 
guidance and support of our Board, implements, monitors and, if necessary, adjusts 
our sustainability efforts to serve the long-term interests of the Company and its 
stakeholders, including the communities in which we operate. Our governance 
practices provide powerful alignment between our business and ESG goals.
Expert and Independent Board
12 out of 13 directors are independent
Separate Chief Executive Officer 
and Chairman
Board of Directors elected with 
average vote of 97% over past 5 years
Long-term industry, operating and health, safety and 
environment expertise
92% 
Independent
85% 
Oil and Natural Gas 
Experience
77% 
Health, Safety and Environment 
Experience
23% 
Tenure of 5 Years or Less
23% 
Diverse by Gender
8% 
Diverse by Race/Ethnicity
Board of Directors Highlights18
18	As of March 25, 2022.
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STAKEHOLDER ENGAGEMENT
We view our stakeholders as important partners and actively 
engage with them regularly to share our strategy, goals and 
progress and to receive their feedback. Given the importance 
of stakeholder engagement to our Company, our Senior Vice 
President, General Counsel and Corporate Secretary and our Vice 
President, Investor Relations and Communications, oversee our 
robust engagement framework. Input from stakeholders help to 
guide and improve our efforts in the short and long term.
A summary of our key stakeholder categories and details is 
listed below.
Stakeholders
Engagement Channels
Details
Shareholders
•	
Annual shareholder meeting
•	
Equity conferences, debt conferences and investor roadshows
•	
One-on-one investor discussions, including ESG-focused meetings
Our Approach to ESG, page 8
Shareholder Engagement, see below
2022 Proxy Statement
Contact our Investor Relations team
Contact our Corporate Secretary
Employees
•	
Quarterly town hall meetings
•	
Employee engagement surveys
•	
Murphy Ambassador Program
•	
Employee resource groups
•	
Professional development programs
•	
Wellness programs
•	
Safety trainings and Safety Culture surveys
•	
Ethics trainings and hotline
Investing in Our People, page 51
Building a Culture of Safety, page 46
Worldwide Health, Safety and 
Environmental Policy
Third-Party Ethics Hotline
Suppliers and 
Contractors
•	
Assessments and engagement meetings
•	
Quarterly Business Reviews
•	
Reviews and audits
•	
Safety trainings and Safety Culture surveys, and exercise drills
•	
Monthly safety meetings
•	
ISNetworld (ISN)
Building a Culture of Safety, page 46
Contractor Management, page 49
Supplier Code of Conduct
Worldwide Health, Safety and 
Environmental Policy
Landowners, 
Indigenous 
Groups and Local 
Communities
•	
Designated grievance and resolution mechanisms for different 
parties, including Indigenous populations
•	
Ongoing engagement with parties
•	
Community outreach, volunteering efforts and philanthropy
Working With Communities, page 58
Investing in Our Communities, page 60
Owner relations number and website
Human Rights Policy
Indigenous Rights Policy
The El Dorado Promise Scholarship 
Program
Government and 
Regulatory Agencies
•	
Participation in select HSE meetings, inspections and events
•	
Legislative and regulatory engagement
•	
Industry collaboration groups and trade associations
Health and Safety Certification and Audit, 
page 46
Public Advocacy, page 70
Others: Peers, 
Universities, NGOs
•	
Peer engagement through working groups, seminars and trade 
associations
•	
Joint research programs
•	
Outreach and partnership with NGOs
Industry Associations, page 70
Investing in Our Communities, page 60
SHAREHOLDER ENGAGEMENT
We value the feedback and insights that we receive from 
our shareholders through ongoing dialogue. During 2021, 
we participated in 15 investor events and met with over 200 
investors. In addition to regular discussions with shareholders 
regarding our financial results, members of our executive 
leadership team proactively engaged in discussions with 
institutional investors to solicit their input on the strengths and 
weaknesses of the Company’s strategy, corporate governance, 
executive compensation and sustainability. 
In 2021, we offered one-on-one discussions with our 25 largest 
institutional investors, who hold more than a combined 60% 
ownership interests in Murphy. Several significant investors, 
holding over 40% ownership interests in our Company, 
responded favorably to the opportunity to share their views 
and provided meaningful input. For more information on our 
shareholder engagement process and our responsive program 
changes in recent years including 2021, please see our 2022 
Proxy Statement.
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CYBERSECURITY
Murphy has a dedicated Information Technology (IT) group that 
oversees cybersecurity, digital innovation and digital excellence, 
with a focus on enabling business success. From accurately 
capturing field sensor data in well pads to dynamically analyzing 
terabytes of seismic data, technology is an integral part of our 
daily operations. As a result, it is critical that our IT applications 
and systems function properly and that data is secured, 
regardless of natural disasters or global events.
To combat rapidly evolving cyberthreats, Murphy has invested 
in industry-leading security tools and is continuing to mature our 
processes to mitigate cybersecurity risks. Key elements of our 
approach include: 
Cybersecurity Governance 
Murphy’s security culture starts at the top. Our Audit Committee 
of the Board of Directors, Chief Executive Officer and executive 
leadership team receives regular cybersecurity briefings. This 
enhanced visibility, in turn, allows the Board and executive 
leadership team to make timely, data-driven decisions ensuring 
that Murphy, its employees, investors and partners are 
adequately protected. 
Murphy’s cybersecurity framework is aligned with industry-
recognized standards such as the NIST 800 series and ISO 27000 
series. With rapidly evolving threats, our cybersecurity approach 
has shifted from an “incident response” mindset to a “continuous 
response” stance that focuses on continuous monitoring and 
analytics built on advanced machine learning and artificial 
intelligence.
Assessing our cyber readiness is an integral part of Murphy’s 
Digital Risk Management program. We actively engage the 
Department of Homeland Security (DHS) Cybersecurity and 
Infrastructure Security Agency (CISA), our internal and external 
auditors, and managed security service providers (MSSPs) to 
perform regular security audits, vulnerability assessments, 
cyber-threat simulations and network architecture reviews. These 
evaluations allow us to continuously measure against industry 
best practices and improve our digital security posture.
RESPONSIBLE BUSINESS PRACTICES
ENTERPRISE RISK MANAGEMENT
Our annual Enterprise Risk Management (ERM) process is run 
with the goal of integrating risk awareness and mitigation at all 
levels of the organization, from strategy to planning, execution, 
operations, partnering and financing. Our process covers major 
categories of uncertainty, including risks to our business model, 
finances, operational performance, environmental outcomes, 
regulatory compliance and reputation. 
The Enterprise Risk Manager and the executive-level Risk 
Committee collaborate to identify, assess and mitigate the major 
risks facing the Company. They also work together on a roadmap 
for continually enhancing the ERM process. In addition, the 
Enterprise Risk Manager has specific oversight of our insurance 
program (insurable risks) and credit portfolio (counterparty risks).
In the process of developing and prioritizing a Risk Register, the 
manager and the committee work closely with executive-level 
and next-level managers to identify and assess the drivers of 
uncertainty that affect the Company’s operations and results. One 
outcome of this process is a clear matching of risk drivers to risk 
owners. In turn, the manager, the committee and the risk owners 
collaboratively develop plans for mitigating and responding to 
specific risks.
The Enterprise Risk Manager and the Risk Committee report 
regularly on their activities to the Audit Committee of the Board 
of Directors and, annually, to the full Board of Directors. In return, 
the manager and committee receive direction on processes and 
priorities from the Audit Committee and the Board.
Identiﬁcation,
Assessment, Maturation
Mitigation,
Response
Governance
Executive-Level
Risk Committee
Enterprise Risk
Manager
Executive
Risk Owners
Delegate
Risk Owners
Board of Directors
Audit Committee
Reporting
Guidance and
Oversight
Guidance and
Oversight
Identiﬁcation and
Assessment Input
Enterprise Risk Management
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Cybersecurity Risk Management 
To manage cybersecurity risks, we focus on three areas:
Technology
People
Process
Murphy utilizes industry leading 
technologies to safeguard against 
sophisticated cyberattacks, such as 
Next-Gen Firewalls, advanced endpoint 
and email protection, multifactor 
authentication (MFA) and Managed 
Detection and Response (MDR).
All Murphy employees and 
contractors are required to complete a 
cybersecurity training annually and have 
access to an ever-evolving catalog of 
over 200 cybersecurity courses.
Murphy targets integration of best-
in-class cyber hygiene across all key 
business and operational processes. 
Continuous engagement with our 
internal and external stakeholders 
underpins our efforts to prevent 
cybersecurity breaches.
In response to the increasing threat 
climate, Murphy further enhanced 
security of its devices by aligning 
protection of removable media, 
browsers, remote access protocols and 
admin tools in line with the hardened 
NIST and ISO standards.
Murphy IT employs an industry-leading 
security awareness and education 
platform to assess our users’ vigilance 
towards social engineering attacks, 
such as phishing and Business Email 
Compromise (BEC), on an ongoing 
basis and auto-enrolls high-risk users in 
targeted awareness training campaigns.
Murphy has forged strong partnerships 
with top security companies and 
communities of interest. Our security 
professionals routinely engage with 
these industry leaders to discuss 
emerging cyberthreats and adversaries. 
These collaborations provide Murphy 
insights into oil and natural gas industry 
specific threat intelligence, enabling us 
to adjust our response controls.
We ensure our business-critical systems 
are available 24/7/365 by employing a 
proactive disaster avoidance strategy 
that focuses on resilience in addition 
to recovery. By building effective 
redundancy in our business-critical 
systems, we have reduced the recovery 
time of these systems and mitigated 
adverse business risks.
Our security professionals recognize the 
criticality of our workforce remaining 
up to date on emerging threats, 
breaches, and cyber risks. To engage 
our personnel, we have established 
communication channels to educate 
our users on best practices, security 
guidelines, and preventative measures 
to safeguard against cyberthreats.
With the business need for rapidly 
evolving skills and technologies, we 
understand the importance of engaging 
service organizations to remain 
competitive. Murphy holds these 
service providers to a high standard 
and routinely reviews auditor-issued 
reports on the design and effectiveness 
of these service organizations, control 
activities.
As of July 2022, Murphy has not experienced any material impacts to our business, operations or reputation due to cyberattacks 
or other security-related incidents. However, we recognize cyberthreats are constantly evolving and are committed to cultivating a 
culture of security, remaining vigilant and continually improving our cybersecurity environment and controls.
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PUBLIC ADVOCACY
PUBLIC POLICY AND POLITICAL DISCLOSURES
International, federal, state and local policy initiatives can 
positively or negatively impact the success of our Company. So, 
it is imperative that we actively engage in public policy where 
appropriate. We promote laws and regulations that allow the 
development of resources in a safe, efficient and environmentally 
responsible manner.
We comply with all applicable laws and regulations pertaining 
to our advocacy efforts with government officials. In the US, this 
includes the online disclosure of federal lobbying activities 
published through compliance with the Lobbying Disclosure Act 
and the disclosure of federal political contributions through 
compliance with the Federal Election Campaign Act.
In Canada, we disclose payments to the government in 
compliance with the Extractive Sector Transparency Measures Act 
(ESTMA). ESTMA reporting contributes to global efforts to increase 
transparency and deter corruption in the extractive sector by 
requiring extractive entities to publicly disclose, on an annual basis, 
specific payments made to all governments in Canada and abroad.
INDUSTRY ASSOCIATIONS
Murphy shares best practices, develops industry standards and 
expands our public and political advocacy through membership 
in allied industry trade associations and related initiatives. Murphy 
reviews our trade association memberships on a regular basis to 
ensure alignment on industry and policy priorities, as well as to 
ensure the organizations’ effectiveness and value for our Company 
and shareholders.
Murphy is currently a member of the following industry trade 
associations and initiatives: American Petroleum Institute, Canadian 
Association of Petroleum Producers, Center for Offshore Safety, 
Environmental Partnership, Greater Houston Partnership, HWCG, 
Ipieca, Louisiana Mid-Continent Oil and Gas Association, National 
Ocean Industries Association, Offshore Operators Committee, 
National Petroleum Council, Texas Oil & Gas Association, and US 
Oil & Gas Association.
Our positions on key ESG issues do not always align exactly with 
those of the industry associations and other groups of which we are 
members. Therefore, our membership does not necessarily indicate 
our support for all the organizations’ positions.
ETHICAL BUSINESS CONDUCT
The Murphy Code of Business Conduct and Ethics (Code of 
Business Conduct) provides clear direction to all employees and 
suppliers on the requirement that everyone working for and with 
Murphy behaves ethically and in accordance with our policies and 
standards.
We are committed to human rights and Indigenous rights and 
have published our policies on our website. Further discussion of 
human rights and Indigenous rights can be found in the Community 
Engagement section of this report (see page 59).
Ethics Training and Reporting 
The Code of Business Conduct applies to all directors and 
employees of Murphy Oil Corporation and its subsidiaries, as well 
as all contractors who perform work for Murphy, work at Murphy’s 
facilities or otherwise perform work on behalf of Murphy. Individuals 
either hired as an employee or engaged as a contractor are 
required to complete training on the Code of Business Conduct, 
as well as specific training regarding topics including anti-bribery 
and corruption, ethics and anti-harassment. In 2022, we published 
a comprehensive Supplier Code of Conduct, which is discussed on 
page 71.
Our executive leadership team is trained on and expected to 
adhere to an enhanced standard of compliance with the rules 
that impose additional expectations regarding their conduct. This 
additional code is designed to protect and preserve stakeholders’ 
interests.
We take violations of our policies seriously and inform employees 
that it is their duty to report suspected violations, since it 
can damage all employees and shareholders. Employees are 
encouraged to report infractions of the Code of Business Conduct 
and Ethics and can do so anonymously through a third-party 
ethics hotline. Employees may contact the company’s Corporate 
Compliance Officer or the Audit Committee directly for any 
matter regarding the code of conduct including those involving 
accounting, internal accounting or auditing matters. Our policy 
and process is designed to prevent retaliation against anyone 
that submits a inquiry or report regarding compliance with the 
Code of Business Conduct. We assure employees that there will 
be no retaliation for reporting suspected problems in good faith, 
and those who retaliate will face disciplinary action. Our auditors 
periodically conduct audits to ensure internal compliance with the 
Code of Business Conduct, and the results of these audits, as well 
as statistics regarding reports and their resolution, are reported 
quarterly to the Audit Committee of the Board of Directors.
A Compliance and Ethics website on the company’s intranet 
emphasizes our commitment and facilitates access for our 
workforce to pertinent resources. The website includes a letter 
and video introduction from our CEO reiterating our commitment 
to our policies and values. It also includes readily accessible 
policies, FAQs, news and links to make reports or inquiries. 
Further, each month, the Corporate Compliance Officer issues a 
newsletter to keep employees up to speed on topics related to 
compliance and ethics.
Murphy’s internal audit team conducts periodic reviews to ensure 
compliance with our Code. We regularly monitor the hotline 
and other reports of potential misconduct and address them 
consistently, promptly and thoroughly. We investigate violations of 
any of these standards and, when necessary, apply disciplinary or 
corrective action.
Committed to Ethics
The Code of Business Conduct is designed to emphasize the 
commitment necessary for those working for Murphy to act with 
integrity, including:
•	
Commitment to corporate citizenship requires compliance 
with applicable laws and regulations.
•	
Commitment to each other promotes Murphy as a 
safe place to work, including freedom from bullying, 
discrimination and harassment.
•	
Commitment to global business laws emphasizes that 
antitrust and other competition laws are adhered to and 
relationships with government officials throughout the 
world are properly managed.
•	
Commitment to shareholders ensures transparency in 
public disclosures and the protection of confidential 
information and intellectual property.
•	
Commitment that Murphy will not, and will not tolerate 
any attempt to, retaliate against anyone who makes a 
good faith report regarding a possible violation of the 
Code of Business Conduct.
The Code of Business Conduct also addresses the need 
to avoid conflicts of interest and prohibits competitive 
relationships, misuse of company assets and giving or receiving 
inappropriate gifts and favors. Because we take the issue so 
seriously, Murphy has a separate Anti-Bribery and Corruption 
Policy. A detailed definition of what is considered bribery and 
corruption is outlined in section II of the policy.
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SUPPLY CHAIN MANAGEMENT
Our suppliers are critical to the success and delivery of our 
operational goals. In 2021, we procured approximately $1.2 
billion in commercial goods and services from over 1,800 
suppliers. We seek to work with suppliers that share Murphy’s 
core values of safety, social responsibility and continuous 
improvement as outlined in our Code of Business Conduct.
We strive to conduct all contracting and procurement activities 
in an ethical manner, in accordance with our Procurement Policy 
and applicable laws. The policy defines guidelines for specific 
sourcing requirements, conduct for the evaluation of formal 
tenders, contracting practices for recurrent goods and services 
and required segregation of duties.
As part of our procurement process for operational vendors, a 
supplier qualification process is conducted in collaboration with 
various parts of the organization to ensure vendor suitability, based 
on an array of considerations. These considerations could include:
•	
Competitiveness
•	
Technical
•	
Compliance history/record
•	
Past performance
•	
Geographic location
•	
Safety record
•	
Financial stability
•	
Environmental record
•	
Business alignment
•	
Local content
As part of our standard contracts, suppliers must comply with 
all applicable laws and regulations, including in HSE, conflicts 
of interest, anti-corruption/Foreign Corrupt Practices Act, 
and must maintain any applicable licensing or permitting 
requirements for their services. These contracts are required 
for all operational suppliers before work is begun. In addition, 
Murphy actively contracts with local and Indigenous suppliers 
across various international regions where we operate, in 
accordance with local law.
SUPPLIER DIVERSITY
We are working to increase the diversity of our supplier base as 
part of our commitment to diversity, equity and inclusion. We 
know that a diverse supplier base allows us to benefit from the 
creativity and differing perspectives that each vendor brings to 
our operations.
Based on questionnaires completed by approximately 750 of our 
qualified North American vendors in 2021, 22% of our suppliers 
reported having some level of diverse ownership within their 
organization (qualified as being minority-, women-, veteran-, 
LGBTQ-owned or designated as a small business owner by the 
US Small Business Administration).
Murphy constantly assesses improvement opportunities 
and works with our vendor base to collaboratively advance 
sustainability goals. In this spirit, we have continued to expand 
our sustainability practices and reporting. In 2021, we have 
expanded the ESG data we collect from suppliers to include 
acknowledgment of internal supplier policies relating to a range 
of sustainability topics. Some highlights include:
•	
A majority of our qualified suppliers report having both 
formal human rights and diversity, equity and inclusion 
policies in place
•	
84% of our qualified vendor base report having an internal 
Code of Conduct for their employees
•	
87% report also having a workplace anti-discrimination policy
Additionally, to further emphasize robust ethical standards across 
our supply base, in 2022, Murphy published a comprehensive 
Supplier Code of Conduct to which we expect all our business 
partners to adhere. This Supplier Code of Conduct ensures that 
all our various suppliers, including security contractors, conduct 
themselves in accordance with the ethics and values expressed 
in Murphy’s own internal Code of Business Conduct and Ethics. 
In addition to publicly publishing the Supplier Code of Conduct, 
we also require that all qualified suppliers provide an annual 
acknowledgment of the code via our ISNetworld portal for 
tracking purposes and will be expanding our compliance audits 
to include various ESG topics related to the code. 
We believe that Murphy and our business partners holding each 
other mutually accountable to high ethical standards will help 
ensure that all parties strive to Murphy’s “Do Right Always” ideal.
Diversity of Qualified Supplier Base
62%
22%
16%
Diverse Ownership
Data Not Provided
Nondiverse Ownership
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PERFORMANCE DATA 
AND ASSURANCE

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Performance Data
Units
2021
2020
2019
2018
2017
Greenhouse Gas (GHG) Emissions¹
Operated Scope 1 Emissions
metric ton 
CO2e
925,239
1,002,338
1,219,971
2,174,224
2,086,207
Operated Scope 1 Emissions From 
Flared Hydrocarbons
metric ton 
CO2e
238,139
308,754
484,701
1,108,320
1,067,788
Operated Scope 1 Emissions From Other 
Vented Emissions
metric ton 
CO2e
87,100
126,961
125,188
112,065
99,719
Operated Scope 1 Emissions From 
Combustion
metric ton 
CO2e
569,976
536,777
576,871
807,735
782,996
Operated Scope 1 Emissions From 
Process Emissions
metric ton 
CO2e
7,146
6,980
7,965
7,617
7,893
Operated Scope 1 Emissions From 
Fugitive Emissions/Leaks
metric ton 
CO2e
22,878
22,867
25,247
138,487
127,812
Operated Scope 1 Emissions by Source
Flaring/Venting 
%
35.2%
43.5%
50.0%
56.1%
56.0%
Fuel Combustion
%
61.6%
53.6%
47.3%
37.2%
37.5%
Other
%
3.3%
3.0%
2.7%
6.7%
6.5%
Operated Scope 1 Emissions From Methane
%
15.0%
18.0%
16.2%
16.2%
15.4%
Operated Scope 1 Emissions Covered Under 
a Regulatory Program
%
6.5%
7.3%
6.0%
Operated Scope 2 Emissions2
metric ton 
CO2e
42,028
33,974
30,349
51,499
54,346
Global Net Equity Scope 3 Emissions 
(Category 11: Use of Sold Products only)
metric ton 
CO2e
20,600,000
21,500,000
1	 2020 emissions data has been restated to correct for the overreporting of flaring emissions for our Gulf of Mexico Delta House platform and BW Pioneer Floating 
Production Storage and Offloading (FPSO) facility. The overreporting was due to incorrect flaring emission factors provided by the Bureau of Ocean Energy 
Management (BOEM), which the US Environmental Protection Agency (EPA) Mandatory Greenhouse Gas Reporting Rule requires offshore operators to use.
2	 Electrical usage emissions factor for US: Ecometrica (2011); Canada: National Inventory Report to UN IPCC (1990-2011); location-based method.
Emissions Intensities3
GHG Emissions Intensity
(Total Scope 1 + Scope 2 Emissions) ÷ Gross Operated 
Production
metric 
ton CO2e/
MMBOE
12,950
12,809
16,234
25,912
25,124
Total Scope 1 + Scope 2 Emissions
metric ton 
CO2e
967,267
1,036,312
1,250,320
2,225,724
2,140,553
Methane Intensity
Methane Released ÷ Methane Produced
%
0.21%
0.27%
0.27%
0.32%
0.32%
Methane Intensity 
Amount of Operated Global Scope 1 Methane Emissions 
÷ Gross Operated Production
metric 
ton CO2e/
MMBOE
1,852
2,228
2,564
4,111
3,773
Flaring Intensity
Flaring Volume ÷ (Gross Operated Production x 106)
Mcf/BOE
0.03
0.05
Flaring Volume  (Routine and Non-
Routine)
Mcf
2,469,638
3,724,796
Flaring Intensity
Amount of Operated Global Scope 1 Emissions from 
Flared Hydrocarbons ÷ Gross Operated Production
metric 
ton CO2e/
MMBOE
3,188
3,816
6,293
12,904
12,533
3	 2020 emissions data has been restated to correct for the overreporting of flaring emissions for our Gulf of Mexico Delta House platform and BW Pioneer Floating 
Production Storage and Offloading (FPSO) facility. The overreporting was due to incorrect flaring emission factors provided by the Bureau of Ocean Energy 
Management (BOEM), which the US Environmental Protection Agency (EPA) Mandatory Greenhouse Gas Reporting Rule requires offshore operators to use.
PERFORMANCE

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INTRODUCTION
ENVIRONMENT
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COMMUNITY
GOVERNANCE
PERFORMANCE
74
Units
2021
2020
2019
2018
2017
Emissions Intensities3 (cont.)
% of Produced Gas Flared
Flaring Volume ÷ Gross Operated Natural Gas Produced
%
1.4%
2.0%
Gross Operated Natural Gas Produced
Mcf
182,932,176
183,586,483
Gross Operated Production
MMBOE
74.69
80.91
77.02
85.89
85.20
3	 2020 emissions data has been restated to correct for the overreporting of flaring emissions for our Gulf of Mexico Delta House platform and Pioneer Floating 
Production Storage and Offloading (FPSO) facility. The overreporting was due to incorrect flaring emission factors provided by the Bureau of Ocean Energy 
Management (BOEM), which the US Environmental Protection Agency (EPA) Mandatory Greenhouse Gas Reporting Rule requires offshore operators to use.
Energy Use
Total Energy Use
Gigajoules
10,728,291
Energy Intensity
Gigajoules/
BOE
0.14
Air Quality
Nitrogen Oxide (NOX) Emissions
metric tons
2,831
2,848
3,196
2,667
2,215
Sulfur Dioxide (SO2) Emissions
metric tons
537
553
798
547
576
Volatile Organic Compounds (VOCs) 
Emissions
metric tons
2,080
2,236
2,368
2,638
1,536
Particulate Matter (PM10) Emissions 
metric tons
222
265
307
236
233
Onshore Operations Water Management
Total Fresh Water Withdrawn
thousand 
cubic 
meters
1,284
2,396
5,268
4,923
4,554
Groundwater
thousand 
cubic 
meters
308
770
3,768
2,189
2,880
Municipal 
thousand 
cubic 
meters
0
0
0
0
42
Surface Water
thousand 
cubic 
meters
975
1,626
1,500
2,733
1,632
Total Fresh Water Consumed
thousand 
cubic 
meters
1,105
1,810
5,151
4,360
4,662
Groundwater
thousand 
cubic 
meters
234
770
3,601
2,292
2,880
Municipal 
thousand 
cubic 
meters
0
0
0
0
42
Surface Water
thousand 
cubic 
meters
871
1,040
1,550
2,067
1,739
Total Fresh Water Withdrawn in Regions with 
High or Extremely High Baseline Water Stress
%
0%
0%
0%
0%
0%
Total Fresh Water Consumed Intensity  
Freshwater Consumed ÷ Number of Wells Completed in 
That Year
thousand 
cubic 
meters 
per well 
completion
30
46
49
51
48
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Units
2021
2020
2019
2018
2017
Onshore Operations Water Management (cont.)
Number of Wells Completed in that Year
#
37
39
105
86
97
Total Water Consumed for Murphy 
Operations (Fresh Water and Recycled Water)
thousand 
cubic 
meters
1,331
1,895
5,412
4,534
4,721
Produced Water Recycled for Murphy 
Operations
thousand 
cubic 
meters
226
85
261
174
59
Produced Water Recycled for Murphy 
Operations and Other Operators
thousand 
cubic 
meters
241
85
280
196
59
Total Recycled Water (Consumed by 
Murphy and Other Operators) of Total 
Water Consumed 
%
18.1%
4.5%
5.2%
4.3%
1.2%
Volume of Produced Water and Flowback 
Generated
thousand 
cubic 
meters
1,592
932
1,887
1,784
2,172
Produced Water and Flowback 
Discharged
%
0%
0%
0%
0%
0%
Produced Water and Flowback Injected4
%
83.5%
84.9%
84.4%
90.3%
96.5%
Produced Water and Flowback Recycled 
(Including Water Shared with Other 
Operators)4
%
15.1%
9.1%
14.9%
11.0%
2.7%
Hydrocarbon Content in Discharged 
Water
metric tons
0
0
0
0
0
Hydraulically Fractured Wells for Which There 
Is Public Disclosure of All Fracturing Fluid 
Chemicals Used
%
100%
100%
100%
100%
100%
Hydraulic Fracturing Sites Where Ground 
or Surface Water Quality Deteriorated 
Compared to a Baseline
%
0%
0%
0%
0%
0%
4	 Data does not add to 100% exactly due to: calendar year of water generation versus use, evaporation and pond bottom levels.
Offshore Operations Water Management
Produced Water Discharged to Sea
thousand 
cubic 
meters
1,227
841
650
Hydrocarbon Concentration5
mg/L
9.62
13.16
13.93
Hydrocarbon Content in Produced Water 
Discharged to Sea
metric tons
11.8
11.07
9.05
5	 US EPA regulatory limit is 29 mg/L.
Waste Management 
Total Waste Generated (Solid and Semi-Solid)
metric tons
72,916
94,588
Non-Hazardous Wastes
metric tons
71,696
94,552
Hazardous Wastes6
metric tons
1,220
36
6	 Year-over-year change in hazardous waste volume attributable to classification change based on waste type in Canada.
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76
Units
2021
2020
2019
2018
2017
Spills,7 Biodiversity Impact, Critical Incident Risk Management and Other Metrics
Hydrocarbon Spills (Same as Number of 
Hydrocarbon Spills)
#
0
4
1
5
4
Hydrocarbon Spills (Same as Aggregate 
Volume of Hydrocarbon Spills)
barrels
0
81
83
380
1,475
Volume of Hydrocarbon Spills in Arctic
barrels
0
0
0
0
0
Volume of Hydrocarbon Spills Near 
Shorelines With ESI Rankings 8-10
barrels
0
0
0
Volume Recovered
barrels
0
54
0
Proved Reserves in or Near Sites With 
Protected Conservation Status or Endangered 
Species Habitat
%
1%
1%
1%
Probable Reserves in or Near Sites With 
Protected Conservation Status or Endangered 
Species Habitat
%
N/A
N/A
N/A
Process Safety Event (PSE) Events for Loss 
of Primary Containment (LOPC) of Greater 
Consequence (Tier 1)
#
5
3
5
9
Process Safety Event (PSE) Rates for Loss 
of Primary Containment (LOPC) of Greater 
Consequence (Tier 1)
per 
200,000 
work hours
0.20
0.12
0.10
0.15
Environmental Fines and Penalties (Operated)
$ Thousand
25
0
7	 Spill event ≥ 1 BBL and outside of containment.
Safety
Fatality Rate, Employees + Contractors
per 
200,000 
work hours
0
0
0
0
0
Fatality Rate, Employees
per 
200,000 
work hours
0
0
0
0
0
Fatality Rate, Contractors
per 
200,000 
work hours
0
0
0
0
0
Total Recordable Incident Rate (TRIR), 
Employees + Contractors
per 
200,000 
work hours
0.28
0.28
0.52
0.40
0.40
Total Recordable Incident Rate (TRIR), 
Employees
per 
200,000 
work hours
0.13
0.12
0.35
0.21
0.07
Total Recordable Incident Rate (TRIR), 
Contractors
per 
200,000 
work hours
0.36
0.36
0.57
0.45
0.50
Near Miss Frequency Rate, Employees + 
Contractors
per 
200,000 
work hours
1.30
2.14
1.40
1.43
1.13
Near Miss Frequency Rate, Employees
per 
200,000 
work hours
1.54
2.34
1.50
1.86
1.27
Near Miss Frequency Rate, Contractors
per 
200,000 
work hours
1.19
2.05
1.37
1.29
1.09
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77
Units
2021
2020
2019
2018
2017
Safety (cont.)
Lost Time Incident Rate (LTIR), Employees + 
Contractors
per 
200,000 
work hours
0.04
0.08
0.08
0.15
0.12
Lost Time Incident Rate (LTIR), 
Employees
per 
200,000 
work hours
0.00
0.12
0.09
0.14
0.00
Lost Time Incident Rate (LTIR), 
Contractors
per 
200,000 
work hours
0.06
0.06
0.08
0.16
0.16
Average Hours of Health, Safety and 
Emergency Response Training, Employees 
(Based on Total Employee Count as of Year-
End)
per total 
number 
employees
6
15
14
Average Hours of Health, Safety and 
Emergency Response Training, Contractors 
(US-Based Only)
per total 
number 
contractors
19
13
18
Preventable Vehicle Incident Rate (Employee 
and US Onshore Only)
per million 
miles 
driven
1.72
1.24
1.43
1.78
Employee Diversity, Equity and Inclusion8, 9
Employee Workforce Metrics
Employee Count (Total Company)
#
696
675
823
1,108
1,128
Median Age
years
43
42
43
42
43
Employee Turnover (Voluntary)
%
6%
6%
10%
8%
7%
Representation of Women (US and 
International)
Executive and Senior-Level Managers
%
12%
12%
14%
16%
17%
First- and Mid-Level Managers
%
18%
17%
22%
20%
20%
Professionals
%
34%
34%
34%
36%
41%
Other (Administrative Support and Field)
%
7%
7%
20%
20%
26%
Total
%
21%
21%
27%
28%
32%
Representation of Minorities (US-Based Only)
Executive and Senior-Level Managers
%
18%
12%
9%
8%
5%
First- and Mid-Level Managers
%
22%
23%
24%
24%
20%
Professionals
%
34%
33%
29%
25%
28%
Other (Administrative Support and Field)
%
31%
31%
36%
32%
30%
Total
%
30%
30%
29%
27%
26%
8	 2017 and 2018 data includes employees in Malaysia.
9	 The employee count reduction in 2020 is primarily driven by El Dorado, Arkansas, and Calgary, Canada, office closures.
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2020
2019
2018
2017
Security, Human Rights, Rights of Indigenous People and Community Relations
Proved Reserves in or Near Areas of Conflict
%
0%
0%
0%
Probable Reserves in or Near Areas of 
Conflict
%
N/A
N/A
N/A
Proved Reserves in or Near Indigenous Land
%
0%
0%
0%
Probable Reserves in or Near Indigenous 
Land
%
N/A
N/A
N/A
Number of Nontechnical Delays
#
0
0
0
Duration of Nontechnical Delays
days
0
0
0
Reserves Valuation and Capital Expenditures
Amount Invested in Renewable Energy
$
98,570
7,200
53,000
Revenue Generated by Renewable Energy 
Sales
$
0
0
0
Business Ethics and Transparency
Proved Reserves in Countries That Have 
the 20 Lowest Rankings in Transparency 
International’s Corruption Perception Index
%
0%
0%
0%
Probable Reserves in Countries That Have 
the 20 Lowest Rankings in Transparency 
International’s Corruption Perception Index
%
N/A
N/A
N/A
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API Template 2.0 for GHG Reporting
No.
Indicator
Units
2020
2021
Comments
1. Direct GHG Emissions (Scope 1)
1.1
Direct GHG Emissions (Scope 1) - All GHGs
million metric tons CO2e
1.00
0.93
1.1.1
Upstream - All GHGs
million metric tons CO2e
1.00
0.93
1.1.1.1
CH4
million metric tons CO2e
0.18
0.14
1.1.1.2
Upstream Flaring (All GHGs; subset of 
Scope 1)
million metric tons CO2e
0.31
0.24
1.1.1.3
Volume of Flares
MMcf
3,725
2,470
1.1.2
Midstream - All GHGs
million metric tons CO2e
N/A
N/A
1.1.2.1
CH4
million metric tons CO2e
N/A
N/A
1.1.3
Downstream - All GHGs
million metric tons CO2e
N/A
N/A
1.1.4
LNG - All GHGs
million metric tons CO2e
N/A
N/A
1.1.5
Oil and Natural Gas Field Services - All 
GHGs
million metric tons CO2e
N/A
N/A
2. Indirect GHG Emissions from Imported Energy (Scope 2)
2.1
Indirect GHG Emissions from Imported 
Electricity + Heat + Steam + Cooling 
(Scope 2, Market-Based)
million metric tons CO2e
0.03
0.04
Our Scope 2 
utilizes location-
based method
2.1.1
Upstream - All GHGs
million metric tons CO2e
0.03
0.04
2.1.2
Midstream - All GHGs
million metric tons CO2e
N/A
N/A
2.1.3
Downstream - All GHGs
million metric tons CO2e
N/A
N/A
2.1.4
LNG  - All GHGs
million metric tons CO2e
N/A
N/A
2.1.5
Oil and Natural Gas Field Services - All 
GHGs
million metric tons CO2e
N/A
N/A
3. GHG Mitigation
3.1
GHG Mitigation from CCUS, Credits, and 
Offsets
million metric tons CO2e
N/A
N/A
3.1.1
Carbon Capture Utilization or Storage 
(CCUS) - All GHGs
million metric tons CO2e
N/A
N/A
3.1.2
Renewable Energy Credits - (RECs for 
Indirect Emissions) - All GHGs
million metric tons CO2e
N/A
N/A
3.1.3
Offsets - All GHGs
million metric tons CO2e
N/A
N/A
General
Date:
July 31, 2022
IPCC AR GWP:
AR4
Basis:
Operational Control
This voluntary Template is intended for individual company use. API will not be aggregating data reported by individual companies or 
compiling individual company reporting.
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No.
Indicator
Units
2020
2021
Comments
4. GHG Emissions Intensity
4.1
Scope 1 + Scope 2 Upstream GHG Intensity
million metric tons 
CO2e/MBOE
0.00001281
0.00001295
4.2
Scope 1 Upstream Methane Intensity
million metric tons 
CO2e/MBOE
0.000002227
0.00000185
4.3
Scope 1 Upstream Flaring Intensity
million metric tons 
CO2e/MBOE
0.00000382
0.00000319
4.4
Scope 1 + Scope 2 Liquids Pipelines 
Transmission GHG Intensity 
million metric tons 
CO2e/throughput in 
barrel-miles
N/A
N/A
4.5
Scope 1 Natural Gas Pipelines Transmission 
& Storage Methane Intensity
%
N/A
N/A
4.6
Scope 1 + Scope 2 Downstream GHG 
Intensity
million metric tons 
CO2e/MBOE
N/A
N/A
4.7
Scope 1 + Scope 2 LNG GHG Intensity
million metric tons 
CO2e/MMcf
N/A
N/A
4.8
Additional Intensity Metrics, if applicable 
(e.g., further disaggregated by constituent 
GHG or by more granular business asset, 
and/or for additional business assets 
beyond these categories)
No
5. Indirect GHG Emissions from Consumers’ Use of Products (Scope 3)
Attention: Scope 3 emissions from the use of sold products are released when the hydrocarbons produced and marketed by natural gas 
and oil companies are combusted by consumers. GHG emissions from the use of sold products are not within a company’s control, and 
it should be noted that not 100% of the hydrocarbon products produced/refined/sold by the company may be combusted at the end 
of the product lifecycle. Scope 3 emissions lead to extensive multiple counting of GHG emissions across the economy. Therefore, it is 
inaccurate to add together Scope 3 emissions reported by individual companies in order to ascertain GHG emissions from consumers’ 
use of oil and natural gas products. As noted above, API will not be aggregating Scope 3 emissions data reported by individual 
companies. For example, an oil and natural gas company’s Scope 3 emissions represent Scope 1 and/or Scope 2 emissions for fuel 
consumers (e.g., electric utility combusting natural gas, individuals using gasoline, manufacturers purchasing natural gas to power their 
operations). Scope 3 emissions on an individual company basis are not an indicator whether global GHG emissions are being reduced 
and do not provide context of how GHG emissions fit within the global energy system. Scope 3 emissions are also not indicative of a 
company’s strategy to manage potential climate risks and opportunities nor of a company’s commercial strategy or viability.
5.1
Indirect GHG Emissions from Use of Sold 
Products (Category 11)
million metric tons CO2e
21.5
20.6
See page 20 for 
details
6. Additional Climate-Related Targets and Reporting
6.1
GHG Reduction Target(s) 
Yes
Murphy Oil 
Corporation 2022 
Sustainability 
Report, page 14
6.2
TCFD-informed reporting
Yes
Murphy Oil 
Corporation 2022 
Sustainability 
Report, page 15
6.3
Additional Climate Reporting Resources 
Include links in the 
Comments Box
Murphy Oil 
Corporation 2022 
Sustainability 
Report, Content 
Indices, page 83
7. Third-Party Verification
7.1
Assurance Level
Limited 
assurance 
engagement 
Limited 
assurance 
engagement 
Murphy Oil 
Corporation 2022 
Sustainability 
Report, page 81
7.2
Assurance Provider
ERM CVS
ERM CVS
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Independent Assurance Statement to Murphy Oil Corporation
ERM Certification and Verification Services Inc. (‘ERM CVS’) was engaged by Murphy Oil Corporation 
(‘Murphy Oil’) to provide limited assurance in relation to the information set out below and presented in 
Murphy Oil’s 2022 Sustainability Report for the reporting year ended December 31, 2021 (‘the Report’). 
Engagement summary 
Scope of our 
assurance 
engagement 
Whether the 2021 (absolute) data for the following selected indicators are fairly 
presented in the Report, in all material respects, in accordance with the reporting criteria:  
 
Total Scope 1 GHG emissions [metric tonnes CO2e] 
 
Total Scope 2 GHG emissions [metric tonnes CO2e] location-based method 
 
Total Scope 1 and 2 GHG emissions [metric tonnes CO2e] 
Reporting period 
January 1, 2021 – December 31, 2021 
Reporting 
criteria 
 
WRI/WBCSD’s GHG Protocol 
 
US EPA Mandatory GHG Reporting Rule  
 
Murphy Oil’s internal reporting criteria and definitions (where relevant) 
Assurance 
standard 
International Standard on Assurance Engagements ISAE 3000 (Revised).  
Assurance level 
Limited Assurance 
Respective 
responsibilities 
Murphy Oil is responsible for preparing the Report and for the collection and 
presentation of the information within it.  
ERM CVS’ responsibility is to provide a conclusion on the agreed scope based on the 
assurance activities performed and exercising our professional judgement. 
 
Our conclusion 
Based on our activities, as described below, nothing has come to our attention to indicate that the 2021 
(absolute) data for the selected GHG emissions in the Report are not fairly presented, in all material respects, 
with the reporting criteria. 
 
Emphasis of matter 
Without affecting our conclusion above, we draw attention to Murphy Oil’s footnote (#2 on page 73 of the 
Report) explaining that the emission factors used to calculate the company’s indirect Scope 2 GHG emissions 
from purchased electricity relate to eGRID2010 Version 1.1 factors published in a Ecometrica Technical Paper 
in August 2011 and Canada’s 2011 National Inventory Report to UN IPCC. Murphy Oil acknowledges this 
limitation and is working towards improving the accuracy of this emissions calculation in future reporting years. 
 
 
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Our assurance activities   
A multi-disciplinary team of sustainability and assurance specialists performed a range of assurance procedures 
which varied across the disclosures covered by our assurance engagement, as follows:   
 
Telephone interviews with relevant staff at Murphy Oil’s Headquarters to understand and evaluate the 
data management systems and processes (including systems and internal review processes) used for 
collecting and reporting the selected data. 
 
Virtual field visits to Catarina, USA; Front Runner, USA; and Tupper Montney, Canada to review local 
reporting processes and consistency of reported annual data with selected underlying source data for 
each indicator. We interviewed relevant staff, reviewed site data capture and reporting methods, 
checked calculations and assessed the local internal quality and assurance processes.   
 
An analytical review of the data from all sites and an assessment of the completeness and accuracy of 
the corporate data consolidation. 
 
A review at corporate level of a sample of qualitative and quantitative evidence supporting the reported 
information. 
 
An evaluation of the conversion factors and assumptions used.  
 
Review of the presentation of information relevant to the scope of our work in the Report to assess 
consistency with our findings. 
 
The limitations of our engagement 
Due to travel restrictions relating to COVID-19, our assurance activities consisted of desktop reviews of data 
and related information, and virtual meetings and interviews with Murphy Oil personnel. 
The reliability of the assured information is subject to inherent uncertainties, given the available methods for 
determining, calculating or estimating the underlying information. It is important to understand our assurance 
conclusion in this context.  
 
Our independence 
ERM CVS is a member of the ERM Group. The work that ERM CVS conducts for clients is solely related to 
independent assurance activities and auditor training. Our processes are designed and implemented to ensure 
that the work we undertake with clients is free from bias and conflict of interest. ERM CVS and the staff that 
have undertaken work on this assurance exercise provide no consultancy related services to Murphy Oil in any 
respect.  
 
 
 
 
Beth Wyke 
Head of Corporate Assurance Services, Malvern, PA 
 
July 15, 2022 
 
 
ERM Certification and Verification Services Inc. 
www.ermcvs.com  |  Email: post@ermcvs.com
 
 
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Content Indices
Code
Metric
Location
Greenhouse Gas Emissions
EM-EP-110a.1
Gross global Scope 1 emissions, percentage methane, percentage covered under 
emissions-limiting regulations
Performance Data, 
page 73
EM-EP-110a.2
Amount of gross global Scope 1 emissions from: (1) flared hydrocarbons, (2) other 
combustion, (3) process emissions, (4) other vented emissions and (5) fugitive emissions
Performance Data, 
page 73
EM-EP-110a.3
Discussion of long-term and short-term strategy or plan to manage Scope 1 emissions, 
emissions reduction targets, and an analysis of performance against those targets
Improving Our 
Emissions Performance, 
page 16
Air Quality
EM-EP-112a.1
Air emissions of the following pollutants: (1) NOX (excluding N2O), (2) SOX, (3) volatile 
organic compounds (VOCs), and (4) particulate matter (PM10)
Performance Data, 
page 74; Improving 
Our Emissions 
Performance: 
Combustion, page 18
Water Management
EM-EP-140a.1
(1) Total fresh water withdrawn, (2) total fresh water consumed, percentage of each in 
regions with high or extremely high baseline water stress
Performance Data, 
page 74; Water 
Management, pages 
28-32
EM-EP-140a.2
Volume of produced water and flowback generated; percentage (1) discharged, (2) 
injected, (3) recycled; hydrocarbon content in discharged water
Performance Data, 
page 75
EM-EP-140a.3
Percentage of hydraulically fractured wells for which there is public disclosure of all 
fracturing fluid chemicals used
Performance Data, 
page 75; Chemical 
Stewardship, page 38
EM-EP-140a.4
Percentage of hydraulic fracturing sites where ground or surface water quality 
deteriorated compared to a baseline
Performance Data, 
page 75; Water 
Management, pages 
28-32; Well Integrity, 
page 37
Biodiversity Impacts
EM-EP-160a.1
Description of environmental management policies and practices for active sites
Biodiversity Protection, 
page 33
EM-EP-160a.2
Number and aggregate volume of hydrocarbon spills, volume in Arctic, volume 
impacting shorelines with ESI rankings 8-10, and volume recovered
Performance Data, 
page 76
EM-EP-160a.3
Percentage of (1) proved and (2) probable reserves in or near sites with protected 
conservation status or endangered species habitat
Performance Data, 
page 76
SUSTAINABILITY ACCOUNTABILITY STANDARDS BOARD (SASB)
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2022 SUSTAINABILITY REPORT
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INTRODUCTION
ENVIRONMENT
SAFETY
OUR PEOPLE
COMMUNITY
GOVERNANCE
PERFORMANCE
84
Code
Metric
Location
Human Rights and Community Relations
EM-EP-210a.1
Percentage of (1) proved and (2) probable reserves in or near areas of conflict
Performance Data, 
page 78
EM-EP-210a.2
Percentage of (1) proved and (2) probable reserves in or near Indigenous land
Performance Data, 
page 78
EM-EP-210a.3
Discussion of engagement processes and due diligence practices with respect to human 
rights, Indigenous rights and operation in areas of conflict
Community 
Engagement, pages 
57-64; Human Rights 
and Indigenous Rights 
Policies on website
EM-EP-210b.1
Discussion of process to manage risks and opportunities associated with community 
rights and interests
Community 
Engagement, pages 
57-64; Stakeholder 
Engagement, page 67
EM-EP-210b.2
Number and duration of nontechnical delays
Performance Data, 
page 78
Workforce Health and Safety
EM-EP-320a.1
(1) Total recordable incident rate (TRIR), (2) fatality rate, (3) near-miss frequency rate 
(NMFR), and (4) average hours of health, safety and emergency response training for (a) 
full-time employees, (b) contract employees and (c) short-service employees
Performance Data, 
page 76; Safety 
Performance 
Monitoring and 
Measurement, page 48
EM-EP-320a.2
Discussion of management systems used to integrate a culture of safety throughout the 
exploration and production lifecycle
Protecting Our People, 
pages 43-50
Reserves Valuation and Capital Expenditures
EM-EP-420a.1
Sensitivity of hydrocarbon reserve levels to future price projection scenarios that account 
for a price on carbon emissions
Climate Strategy, pages 
22-24
EM-EP-420a.2
Estimated carbon dioxide emissions embedded in proved hydrocarbon reserves
-
EM-EP-420a.3
Amount invested in renewable energy, revenue generated by renewable energy sales
Performance Data, 
page 78
EM-EP-420a.4
Discussion of how price and demand for hydrocarbons and/or climate regulation 
influence the capital expenditure strategy for exploration, acquisition and development 
of assets
Climate Strategy, pages 
22-24
Business Ethics and Transparency
EM-EP-510a.1
Percentage of (1) proved and (2) probable reserves in countries that have the 20 lowest 
rankings in Transparency International’s Corruption Perception Index
Performance Data, 
page 78
EM-EP-510a.2
Description of the management system for prevention of corruption and bribery 
throughout the value chain
Ethical Business 
Conduct, page 70; 
Code of Business 
Conduct and Ethics, 
Anti-Bribery and 
Corruption Policy 
and Supplier Code of 
Conduct on website
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2022 SUSTAINABILITY REPORT
MURPHY OIL CORPORATION
INTRODUCTION
ENVIRONMENT
SAFETY
OUR PEOPLE
COMMUNITY
GOVERNANCE
PERFORMANCE
85
Code
Metric
Location
Management of the Legal and Regulatory Environment
EM-EP-530a.1
Discussion of corporate positions related to government regulations and/or policy 
proposals that address environmental and social factors affecting the industry
Climate Risk 
Management, page 
25; Working With 
Communities, page 58; 
Human Rights, page 
59; Investing in Our 
Communities, pages 
60-64
Critical Incident Risk Management
EM-EP-540a.1
Process Safety Event (PSE) rates for Loss of Primary Containment (LOPC) of greater 
consequence (Tier 1)
Performance Data, 
page 76
EM-EP-540a.2
Description of management systems used to identify and mitigate catastrophic and tail-
end risks
Asset Integrity and 
Process Safety, pages 
35-36; Well Integrity, 
pages 37-38; Chemical 
Stewardship, page 38; 
Seismicity, page 39; 
Protecting Our People, 
pages 43-50; 
Emergency Response 
and Preparedness, 
page 49
Activity Metric
EM-EP-000.A
Production of: (1) oil, (2) natural gas, (3) synthetic oil and (4) synthetic gas
2021 SEC Form 10-K
EM-EP-000.B
Number of offshore sites
2021 SEC Form 10-K
EM-EP-000.C
Number of terrestrial sites
2021 SEC Form 10-K
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2022 SUSTAINABILITY REPORT
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INTRODUCTION
ENVIRONMENT
SAFETY
OUR PEOPLE
COMMUNITY
GOVERNANCE
PERFORMANCE
86
TASK FORCE ON CLIMATE-RELATED FINANCIAL DISCLOSURES (TCFD)
Element
Disclosure
Location
Governance
Board’s oversight of climate-related risks and opportunities
Climate Governance, 
page 21
Management’s role in assessing and managing climate-related risks and opportunities
Climate Governance, 
page 21
Strategy
Climate-related risks and opportunities the organization has identified over the short, 
medium and long term
Climate Strategy, 
pages 22-24
Impact of climate-related risks and opportunities on the organization’s businesses, 
strategy and financial planning
Climate Strategy, 
pages 22-24
Resilience of the organization’s strategy, taking into consideration different climate-
related scenarios, including a 2°C or lower scenario
Climate Strategy, 
pages 22-24
Risk 
Management
Organization’s processes for identifying and assessing climate-related risks
Focusing on What 
Matters Most, page 9; 
Climate Risk 
Management, pages 
25-27; Enterprise Risk 
Management, page 68
Organization’s processes for managing climate-related risks
Climate Risk 
Management, pages 
25-27; Enterprise Risk 
Management, page 68
Processes for identifying, assessing and managing climate-related risks are integrated 
into the organization’s overall risk management.
Focusing on What 
Matters Most, page 9; 
Climate Risk 
Management, pages 
25-27; Enterprise Risk 
Management, page 68
Metrics and 
Targets
Metrics used by the organization to assess climate-related risks and opportunities in line 
with its strategy and risk management process
Climate Metrics and 
Targets, page 27
Scope 1, Scope 2 and, if appropriate, Scope 3 greenhouse gas (GHG) emissions, and the 
related risks
Climate Change and 
Emissions, pages 14-
20; Performance Data, 
page 73
Targets used by the organization to manage climate-related risks and opportunities and 
performance against targets
Climate Metrics and 
Targets, page 27
PERFORMANCE

2022 SUSTAINABILITY REPORT
MURPHY OIL CORPORATION
INTRODUCTION
ENVIRONMENT
SAFETY
OUR PEOPLE
COMMUNITY
GOVERNANCE
PERFORMANCE
87
IPIECA/API/IOGP SUSTAINABILITY REPORTING GUIDANCE, 4TH EDITION, 2020
Indicator
Disclosure
Location
Governance and Business Ethics
GOV-1
Governance approach
About This Report, page 2; Who We Are, pages 6-7; Our 
Approach to ESG, pages 8-12; Governance and Responsible 
Business Practices, pages 65-71; Corporate Governance on 
website
GOV-2
Management systems
About This Report, page 2; Who We Are, pages 6-7; Our 
Approach to ESG, pages 8-12; Protecting Our People, pages 
43-50; Governance and Responsible Business Practices, pages 
65-71; Corporate Governance on website
GOV-3
Preventing corruption
Ethical Business Conduct, page 70; Supply Chain 
Management, page 71; Corporate Governance and Supplier 
Code of Conduct on website
GOV-4
Transparency of payments to host governments
Public Advocacy, page 70
GOV-5
Public advocacy and lobbying
Public Advocacy, page 70
Climate Change and Energy
CCE-1
Climate governance and strategy
Board and Managerial Oversight of ESG topics, pages 11-12; 
Climate Governance, page 21; Climate Strategy, pages 22-24; 
Climate Change Position on website
CCE-2
Climate risk and opportunities
Climate Change and Emissions, pages 14-27; Climate Risk 
Management, pages 25-27; Climate Metrics and Targets, page 
27; Enterprise Risk Management, page 68
CCE-3
Lower-carbon technology
Climate Change and Emissions, pages 14-27
CCE-4
Greenhouse gas (GHG) emissions
Climate Change and Emissions, pages 14-27; Performance Data, 
pages 73-74
CCE-5
Methane emissions
Improving Our Emissions Performance: Methane, page 17; 
Performance Data, pages 73-74
CCE-6
Energy use
Improving Our Emissions Performance: Combustion, pages 18-
19; Performance Data, page 74
CCE-7
Flared gas
Improving Our Emissions Performance: Flaring, pages 19-20; 
Performance Data, pages 73-74
Environment
ENV-1
Freshwater
Water Management, pages 28-32; Performance Data, pages 
74-75
ENV-2
Discharges to water
Water Management, pages 28-32; Performance Data, pages 
74-75
ENV-3
Biodiversity policy and strategy
Biodiversity Protection, pages 33-34
ENV-4
Protected and priority areas for biodiversity 
conservation
Biodiversity Protection, pages 33-34
ENV-5
Emissions to air
Improving Our Emissions Performance: Combustion, page 18; 
Performance Data, page 74
ENV-6
Spills to the environment
Spills Management, page 34; Asset Integrity and Process Safety, 
pages 35-36; Well Integrity, pages 37-38; Emergency Response 
and Preparedness, page 49; Performance Data, page 76
ENV-7
Materials management
Water Management, pages 28-32; Chemical Stewardship, page 
38; Waste Management, page 40; Performance Data, page 74
ENV-8
Decommissioning
Well Abandonment, page 38; Biodiversity Protection, pages 
33-34
PERFORMANCE

2022 SUSTAINABILITY REPORT
MURPHY OIL CORPORATION
INTRODUCTION
ENVIRONMENT
SAFETY
OUR PEOPLE
COMMUNITY
GOVERNANCE
PERFORMANCE
88
Indicator
Disclosure
Location
Safety, Health and Security
SHS-1
Safety, health and security engagement
Protecting Our People, pages 43-50
SHS-2
Workforce and community health
Building a Culture of Safety, pages 46-47; Health and Safety 
Management System, page 45; Benefits and Wellness, page 54
SHS-3
Occupational injury and illness incidents
Protecting Our People, pages 43-50; Performance Data, page 76
SHS-4
Transport safety
Building a Culture of Safety, page 47; Safety Performance 
Monitoring and Measurement, page 48; Performance Data, page 
77
SHS-5
Product stewardship
As an upstream company, we ensure that we comply with local 
laws and regulations pertaining to communicating the risks of 
handling and transporting of our products.  
Chemical Stewardship, page 38
SHS-6
Process safety
Asset Integrity and Process Safety, pages 35-36; Performance 
Data, page 76
SHS-7
Security risk management
Physical Security, page 50; Emergency Response and 
Preparedness, page 49; Enterprise Risk Management page 68; 
Cybersecurity, page 68
Social
SOC-1
Human rights due diligence
Human Rights, page 59; Ethical Business Conduct, page 70; 
Human Rights Policy on website
SOC-2
Suppliers and human rights
Human Rights, page 59; Ethical Business Conduct, page 70; 
Supply Chain Management, page 71; Contractor Management, 
page 49; Supplier Code of Conduct on website
SOC-3
Security and human rights
Human Rights, page 59
SOC-4
Site-based labour practices and worker 
accommodation
Health and Safety Management System, page 45; Human Rights, 
page 59; Ethical Business Conduct, page 70; Supply Chain 
Management, page 71; Contractor Management, page 49
SOC-5
Workforce diversity and inclusion
Diversity, Equity and Inclusion, pages 52-54; Performance Data, 
page 77; EEO-1 Data on website
SOC-6
Workforce engagement
Employee Engagement, page 55; Performance Data, page 77
SOC-7
Workforce training and development
Training and Development, page 55
SOC-8
Workforce nonretaliation and grievance mechanisms
Ethical Business Conduct, page 70; Corporate Governance: 
Reporting of Concerns on website
SOC-9
Local community impacts and engagement
Community Engagement, pages 57-64; Stakeholder 
Engagement, page 67
SOC-10
Indigenous peoples
Protecting Indigenous Rights, page 59
SOC-11
Land acquisition and involuntary resettlement
Not applicable
SOC-12
Community grievance mechanisms
Working With Communities, page 58; Grievance Reporting, 
page 59; Corporate Governance: Reporting of Concerns on 
website
SOC-13
Social investment
Investing in Our Communities, pages 60-64
SOC-14
Local procurement and supplier development
Working With Communities, page 58; Supply Chain 
Management, page 71
SOC-15
Local hiring practices
Local Hiring, page 54; Working With Communities, page 58
PERFORMANCE

2022 SUSTAINABILITY REPORT
MURPHY OIL CORPORATION
INTRODUCTION
ENVIRONMENT
SAFETY
OUR PEOPLE
COMMUNITY
GOVERNANCE
PERFORMANCE
89
GLOBAL REPORTING INITIATIVE (GRI)
Indicator
Disclosure
Location
GRI 102: General Disclosures
Organizational Profile
102-1
Name of the organization
Murphy Oil Corporation
102-2
Activities, brands, products, and services
Murphy Oil Corporation is a global oil and 
natural gas exploration and production 
company, with both onshore and offshore 
operations and properties.
102-3
Location of headquarters
9805 Katy Fwy, Suite G-200, Houston, Texas 
77024
102-4
Location of operations
United States, Canada, Brunei, Australia, 
Vietnam, Mexico, Brazil
102-5
Ownership and legal form
The Company is a Delaware corporation, 
and its common stock is listed and traded 
on the NYSE under the ticker symbol 
“MUR.”
102-6
Markets served
2021 SEC Form 10-K
102-7
Scale of the organization
2021 SEC Form 10-K
102-8
Information on employees and other workers
Investing in Our People, pages 51-56; 
Performance Data, page 77; EEO-1 Data 
on website
102-9
Supply chain
Supply Chain Management, page 71
102-10
Significant changes to the organization and its supply chain
None
102-12
External initiatives
Climate Change and Emissions, pages 14-
27; Investing in Our Communities, pages 
51-56; Water Management, pages 28-32
102-13
Membership of associations
Industry Associations, page 70
Strategy
102-14
Statement from senior decision-maker
Message to Our Stakeholders, pages 4-5
102-15
Key impacts, risks, and opportunities
2022 Sustainability Report, multiple 
sections; 2021 SEC Form 10-K
Ethics and Integrity
102-16
Values, principles, standards, and norms of behavior
Our Purpose, Mission, Vision, Values and 
Behaviors, page 7; Human Rights, page 59; 
Ethical Business Conduct, page 70 
102-17
Mechanisms for advice and concerns about ethics
Ethical Business Conduct, page 70; 
Corporate Governance: Reporting of 
Concerns on website
Governance
102-18
Governance structure
Board and Managerial Oversight of ESG 
Topics, pages 11-12; Climate Governance, 
page 21; 2022 Proxy Statement
102-19
Delegating authority
Board and Managerial Oversight of ESG 
Topics, pages 11-12; Climate Governance, 
page 21
102-20
Executive-level responsibility for economic, environmental, and social 
topics
Board and Managerial Oversight of ESG 
Topics, pages 11-12; Climate Governance, 
page 21; individual sections of report
102-21
Consulting stakeholders on economic, environmental, and social topics
Engaging Our Stakeholders, page 10; 
Stakeholder Engagement, page 67; 2022 
Proxy Statement
PERFORMANCE

2022 SUSTAINABILITY REPORT
MURPHY OIL CORPORATION
INTRODUCTION
ENVIRONMENT
SAFETY
OUR PEOPLE
COMMUNITY
GOVERNANCE
PERFORMANCE
90
Indicator
Disclosure
Location
GRI 102: General Disclosures (cont.)
102-22
Composition of the highest governance body and its committees
Governance Highlights, page 66; 2022 
Proxy Statement
102-23
Chair of the highest governance body
Governance Highlights, page 66; 2022 
Proxy Statement
102-24
Nominating and selecting the highest governance body
Board and Managerial Oversight of 
ESG Topics, pages 11-12; 2022 Proxy 
Statement
102-25
Conflicts of interest
Ethical Business Conduct, page 70; 
Corporate Governance: Reporting 
of Concerns on website; 2022 Proxy 
Statement
102-26
Role of highest governance body in setting purpose, values, and strategy
Board and Managerial Oversight of ESG 
Topics, pages 11-12; Climate Governance, 
page 21; 2022 Proxy Statement
102-27
Collective knowledge of highest governance body
Governance Highlights, page 66; 2022 
Proxy Statement
102-28
Evaluating the highest governance body’s performance
2022 Proxy Statement
102-29
Identifying and managing economic, environmental, and social impacts
Focusing on What Matters Most, page 
9; Engaging Our Stakeholders, page 10; 
Board and Managerial Oversight of ESG 
Topics, pages 11-12; Climate Governance, 
page 21; Enterprise Risk Management, 
page 68
102-30
Effectiveness of risk management processes
Board and Managerial Oversight of ESG 
Topics, pages 11-12; Climate Governance, 
page 21; Enterprise Risk Management, 
page 68
102-31
Review of economic, environmental, and social topics
Board and Managerial Oversight of ESG 
Topics, pages 11-12; Climate Governance, 
page 21; Enterprise Risk Management, 
page 68
102-32
Highest governance body’s role in sustainability reporting
Health, Safety, Environment and Corporate 
Responsibility (HSE&CR) Board Committee
About This Report, page 2; HSE&CR Board 
Committee Charter on website
102-33
Communicating critical concerns
Board and Managerial Oversight of ESG 
Topics, pages 11-12; Climate Governance, 
page 21; 2022 Proxy Statement
102-35
Remuneration policies
2022 Proxy Statement
102-36
Process for determining remuneration
2022 Proxy Statement
102-37
Stakeholders’ involvement in remuneration
2022 Proxy Statement
Stakeholder Engagement
102-40
List of stakeholder groups
Engaging Our Stakeholders, page 10; 
Stakeholder Engagement, page 67; 2022 
Proxy Statement
102-41
Collective bargaining agreements
We follow all laws in regards to a worker’s 
ability to bargain as a group instead of 
individually.
102-42
Identifying and selecting stakeholders
Engaging Our Stakeholders, page 10; 
Stakeholder Engagement, page 67; 2022 
Proxy Statement
PERFORMANCE

2022 SUSTAINABILITY REPORT
MURPHY OIL CORPORATION
INTRODUCTION
ENVIRONMENT
SAFETY
OUR PEOPLE
COMMUNITY
GOVERNANCE
PERFORMANCE
91
Indicator
Disclosure
Location
Stakeholder Engagement (cont.)
102-43
Approach to stakeholder engagement
Engaging Our Stakeholders, page 10; 
Stakeholder Engagement, page 67; 2022 
Proxy Statement
102-44
Key topics and concerns raised
Focusing on What Matters Most, page 9; 
Stakeholder Engagement, page 67; 2022 
Proxy Statement
Reporting Practice
102-45
Entities included in the consolidated financial statements
2021 SEC Form 10-K
102-46
Defining report content and topic boundaries
About This Report, page 2; Focusing on 
What Matters Most, page 9
102-47
List of material topics
Focusing on What Matters Most, page 9
102-48
Restatements of information
About This Report, page 2
102-49
Changes in reporting
None
102-50
Reporting period
About This Report, page 2; unless 
otherwise stated, this report covers the 
period of Jan. 1 to Dec. 31, 2021.
102-51
Date of most recent report
Aug. 5, 2021
102-52
Reporting cycle
Annual
102-53
Contact point for questions regarding the report
sustainability@murphyoilcorp.com
102-54
Claims of reporting in accordance with the GRI Standards
About This Report, page 2
102-55
GRI content index
This index
102-56
External assurance
Independent Assurance Statement, page 
81
GRI 201: Economic Performance
201-1
Direct economic value generated and distributed
2021 SEC Form 10-K
201-2
Financial implications and other risks and opportunities due to climate 
change
2021 SEC Form 10-K
201-3
Defined benefit plan obligations and other retirement plans
2021 SEC Form 10-K
GRI 205: Anti-corruption
205-2
Communication and training about anti-corruption policies and procedures Ethical Business Conduct, page 70; 
Corporate Governance on website
GRI 302: Energy
302-1
Energy consumption within the organization
Performance Data, page 74
302-3
Energy intensity
Performance Data, page 74
GRI 303: Water and Effluents
303-1
Interactions with water as a shared resource 
Water Management, pages 28-32; 
Performance Data, pages 74-75
303-2
Management of water discharge-related impacts 
Water Management, pages 28-32; 
Performance Data, pages 74-75
303-3
Water withdrawal 
Water Management, pages 28-32; 
Performance Data, pages 74-75
303-4
Water discharge 
Water Management, pages 28-32; 
Performance Data, pages 74-75
303-5
Water consumption 
Water Management, pages 28-32; 
Performance Data, pages 74-75
PERFORMANCE

2022 SUSTAINABILITY REPORT
MURPHY OIL CORPORATION
INTRODUCTION
ENVIRONMENT
SAFETY
OUR PEOPLE
COMMUNITY
GOVERNANCE
PERFORMANCE
92
Indicator
Disclosure
Location
GRI 304: Biodiversity
304-1
Operational sites owned, leased, managed in, or adjacent to, protected 
areas and areas of high biodiversity value outside protected area
Biodiversity Protection, pages 33-34; 
Performance Data, page 76
304-2
Significant impacts of activities, products, and services on biodiversity
Biodiversity Protection, pages 33-34; 
Performance Data, page 76
304-3
Habitats protected or restored
Biodiversity Protection, pages 33-34; 
Performance Data, page 76
304-4
IUCN Red List species and national conservation list species with habitats 
in areas affected by operations
Biodiversity Protection, pages 33-34; 
Performance Data, page 76
GRI 305: Emissions
305-1
Direct (Scope 1) GHG emissions
Climate Change and Emissions, pages 14-
27; Performance Data, pages 73-74
305-2
Energy indirect (Scope 2) GHG emissions
Climate Change and Emissions, pages 14-
27; Performance Data, pages 73-74
305-3
Other indirect (Scope 3) GHG emissions
Climate Change and Emissions, pages 14-
27; Performance Data, pages 73-74
305-4
GHG emissions intensity
Climate Change and Emissions, pages 14-
27; Performance Data, pages 73-74
305-5
Reduction of GHG emissions
Climate Change and Emissions, pages 14-
27; Performance Data, pages 73-74
305-7
Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air 
emissions
Performance Data, page 74
GRI 306: Waste
306-1
Waste generation and significant waste-related impacts
Waste Management, pages 40
306-2
Management of significant waste-related impacts
Waste Management, pages 40
306-3
Waste generated 
Performance Data, page 75
GRI 307: Environmental Compliance
307-1
Non-compliance with environmental laws and regulations
Performance Data, page 76
GRI 308: Supplier Environmental Assessment
308-1
New suppliers that were screened using environmental criteria
Supply Chain Management, page 71
GRI 401: Employment
401-1
New employee hires and employee turnover
Employee Engagement, page 55; 
Performance Data, page 77
401-2
Benefits provided to full-time employees that are not provided to 
temporary or part-time employees
Benefits and Wellness, page 54
401-3
Parental leave
Benefits and Wellness, page 54; Careers: 
Benefits on website
PERFORMANCE

2022 SUSTAINABILITY REPORT
MURPHY OIL CORPORATION
INTRODUCTION
ENVIRONMENT
SAFETY
OUR PEOPLE
COMMUNITY
GOVERNANCE
PERFORMANCE
93
Indicator
Disclosure
Location
GRI 403: Occupational Health and Safety 
403-1
Occupational health and safety management system
Health and Safety Management System, 
page 45
403-2
Hazard identification, risk assessment, and incident investigation
Asset Integrity and Process Safety, pages 
35-36; Health and Safety Certification 
and Audit, page 46;  Building a Culture 
of Safety, pages 46; Safety Performance 
Monitoring and Measurement, page 48
403-3
Occupational health services
Contractor Management, page 49
403-4
Worker participation, consultation, and communication on occupational 
health and safety
Building a Culture of Safety, page 46; 
Contractor Management, page 49; 
Emergency Response and Preparedness, 
page 49
403-5
Worker training on occupational health and safety
Building a Culture of Safety, page 46; 
Contractor Management, page 49; 
Emergency Response and Preparedness, 
page 49; Performance Data, page 77
403-6
Promotion of worker health
Benefits and Wellness, page 54
403-7
Prevention and mitigation of occupational health and safety impacts 
directly linked by business relationships
Asset Integrity and Process Safety, pages 
35-36; Building a Culture of Safety, page 
46;Protecting Our People, page 43-50; 
Worldwide Health, Safety and Environmental 
Policy on website
403-8
Workers covered by an occupational health and safety management 
system
Health and Safety Management System, 
page 45
403-9
Work-related injuries
Protecting Our People, pages 43-50; 
Performance Data, pages 76-77
GRI 404: Training and Education
404-1
Average hours of training per year per employee
Training and Development, page 55
404-2
Programs for upgrading employee skills and transition assistance programs
Training and Development, page 55
GRI 405: Diversity and Equal Opportunity
405-1
Diversity of governance bodies and employees
Diversity, Equity and Inclusion, pages 
52-54; Governance Highlights, page 66; 
Performance Data, page 77; EEO-1 Data 
on website; 2022 Proxy Statement
GRI 412: Human Rights Assessment
412-2
Employee training on human rights policies or procedures
Human Rights, page 59; Ethical Business 
Conduct, page 70
GRI 413: Local Communities
413-1
Operations with local community engagement, impact assessments and 
development programs
Community Engagement, pages 57-64
GRI 414: Supplier Social Assessment
414-1
New suppliers that were screened using social criteria
Supply Chain Management, page 71
GRI 415: Public Policy
415-1
Political contributions
Public Advocacy, page 70
PERFORMANCE

2022 SUSTAINABILITY REPORT
MURPHY OIL CORPORATION
INTRODUCTION
ENVIRONMENT
SAFETY
OUR PEOPLE
COMMUNITY
GOVERNANCE
PERFORMANCE
94
UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS
Goal
Location
Goal 1
End poverty in all its forms everywhere
Community Engagement, pages 57-64
Goal 2
End hunger, achieve food security and improved nutrition and 
promote sustainable agriculture
Community Engagement, pages 57-64
Goal 3
Ensure healthy lives and promote well-being for all at all ages
Climate Change and Emissions, pages 14-27; Protecting 
Our People, pages 43-50; Benefits and Wellness, page 
54; Community Engagement, pages 57-64
Goal 4
Ensure inclusive and equitable quality education and promote 
lifelong learning opportunities for all
Training and Development, page 55; Community 
Engagement, pages 57-64
Goal 5
Achieve gender equality and empower all women and girls
Diversity, Equity and Inclusion, pages 52-54; Benefits 
and Wellness, page 54; Community Engagement, pages 
57-64
Goal 6
Ensure availability and sustainable management of water and 
sanitation for all
Water Management, pages 28-32; Spills Management, 
page 34; Asset Integrity and Process Safety, pages 35-36; 
Emergency Response and Preparedness, page 49; Waste 
Management, pages 40-42
Goal 7
Ensure access to affordable, reliable, sustainable and modern 
energy for all
Climate Change and Emissions, pages 14-27; Climate 
Change Position on website
Goal 8
Promote sustained, inclusive and sustainable economic growth, 
full and productive employment and decent work for all
Training and Development, page 55; Community 
Engagement, pages 57-64; Supply Chain
Management, page 71
Goal 9
Build resilient infrastructure, promote inclusive and sustainable 
industrialization and foster innovation
Community Engagement, pages 57-64
Goal 10
Reduce inequality within and among countries
Not applicable
Goal 11
Make cities and human settlements inclusive, safe, resilient and 
sustainable
Not applicable
Goal 12
Responsible consumption and production—ensure sustainable 
consumption and production patterns
Climate Change and Emissions, pages 14-27; Water 
Management, pages 28-32; Biodiversity Protection, 
pages 33-34; Spills Management, page 34; Asset 
Integrity and Process Safety, pages 35-36; Well Integrity, 
pages 37-38; Chemical Stewardship, page 38; Seismicity, 
page 39; Waste Management, pages 40-42; Supply Chain 
Management, page 71
Goal 13
Take urgent action to combat climate change and its impacts
Climate Change and Emissions, pages 14-27; Water 
Management, pages 28-32; Climate Change Position on 
website
Goal 14
Conserve and sustainably use the oceans, seas and marine 
resources for sustainable development
Water Management, pages 28-32; Spills Management, 
page 34; Asset Integrity and Process Safety, pages 35-36; 
Emergency Response and Preparedness, page 49; Waste 
Management, pages 40-42
Goal 15
Protect, restore and promote sustainable use of terrestrial 
ecosystems, sustainably manage forests, combat 
desertification, and halt and reverse land degradation and halt 
biodiversity loss
Water Management, pages 28-32; Biodiversity Protection, 
pages 33-34; Spills Management, page 34; Asset 
Integrity and Process Safety, pages 35-36
Goal 16
Promote peaceful and inclusive societies for sustainable 
development, provide access to justice for all and build 
effective, accountable and inclusive institutions at all levels
Ethical Business Conduct, page 70; Public Advocacy, 
page 70; Supply Chain Management, page 71
Goal 17
Strengthen the means of implementation and revitalize the 
global partnership for sustainable development
2022 Sustainability Report, multiple sections on industry 
collaboration and partnerships
PERFORMANCE

2022 SUSTAINABILITY REPORT
MURPHY OIL CORPORATION
INTRODUCTION
ENVIRONMENT
SAFETY
OUR PEOPLE
COMMUNITY
GOVERNANCE
PERFORMANCE
95
YOUR FEEDBACK IS WELCOME 
For questions or feedback on our 2022 Sustainability Report, please contact us at sustainability@murphyoilcorp.com.
ADDITIONAL INFORMATION 
Visit www.murphyoilcorp.com for additional information. 
FORWARD-LOOKING STATEMENTS AND RISKS
This report contains information about the Company and certain of its operating subsidiaries and business units around the world. 
Statements regarding our future direction and intent represent goals and objectives only and are subject to change or withdrawal 
without notice. We disclaim any duty or obligation to update the statements or information contained in this report.
Any “forward-looking statement” is made only as of the date such information was originally prepared by the Company and is 
intended to fall within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 
1934. All statements, other than statements of historical facts, may be forward-looking statements. Some of these statements can be 
identified by the use of terminology such as “believes,” “expects,” “anticipates,” “may,” “will,” “should,” “seeks,” “approximately,” 
“intends,” “projects,” “plans,” “estimates,” or the negative of these words and other comparable terminology. Readers should not 
place undue reliance on forward-looking statements, which speak only as of the date such statements were first made. Except to the 
extent required by law, the Company undertakes no obligation to update or revise its forward-looking statements. Forward-looking 
statements involve risks and uncertainties that could cause actual results to differ materially from those projected, anticipated, or 
implied. Although it is not possible to predict or identify all such risks and uncertainties, they include, but are not limited to, factors 
described under “Cautionary Notice About Forward-Looking Statements” and “Risks and Forward-Looking Information” in the 
Company’s most recent Form 10-K and Form 10-Qs filed with the SEC.
Except where noted, the information covered in this report highlights the Company’s performance and initiatives in fiscal year 2021. All 
calculations and statistics are in part dependent on the use of estimates and assumptions based on historical levels and projections and 
are therefore subject to change. This report has not been externally assured or verified by an independent third party. The inclusion 
of information or the absence of information in this report should not be construed to represent the Company’s belief regarding the 
materiality or financial impact of that information. For a discussion of information that is material to the Company, please see the 
Company’s filings with the SEC, including its Annual Reports on Form 10-K and Quarterly Reports on Form 10-Q. This report may 
contain links to other internet sites or references to third parties. Such links or references are not incorporated by reference to this 
report and we can provide no assurance as to their accuracy. The use or inclusion of the information is also not intended to represent 
endorsements of any products or services. In addition, the report includes statistics or metrics that are estimates, makes assumptions 
based on developing standards that may change and provide aspirational goals that are not intended to be promises or guarantees. 
Due to the use of estimate and assumptions, the information in the report may not be correct and change at any time and we make no 
commitment to update that information as it develops.
Reader Advisory
2022 SUSTAINABILITY REPORT
MURPHY OIL CORPORATION
95
2021
•	
Ranked ‘1’ by ISS Governance QualityScore (highest percentile rank)
2022
•	
Recognized by the Greater Houston Partnership as a “Best Place for Working Parents”
•	
Received the President’s Volunteer Service Award from the Houston Food Bank in recognition of 2021 voluntary efforts
•	
Named one of America’s Most Responsible Companies for 2022 by Newsweek
•	
Named one of Houston’s 100 Leading Companies in 2022 by the Houston Chronicle
•	
Achieved United Way of Greater Houston’s 2021-2022 Community Campaign Honor Roll, President’s Division
Awards and Recognition
PERFORMANCE

2022 SUSTAINABILITY REPORT
MURPHY OIL CORPORATION
INTRODUCTION
ENVIRONMENT
SAFETY
OUR PEOPLE
COMMUNITY
GOVERNANCE
PERFORMANCE
96
MURPHY OIL CORPORATION 
9805 Katy Freeway Suite G-200 
Houston, Texas 77024 
+1.281.675.9000
OUR PURPOSE 
We believe in providing energy that 
empowers people.
OUR MISSION 
We challenge the norm, tap into our 
strong legacy and use our foresight 
and financial discipline to deliver  
inspired energy solutions.
OUR VISION 
We see a future where we are  
an industry leader who is positively  
impacting lives for the next 100 years 
and beyond.
OUR BEHAVIORS
Do Right Always
△ Respect people, safety,  
environment and the law
△ Follow through on commitments
△ Share openly and accurately
△ Make it better
Stay With It
△ Show resilience
△ Lean into challenges
△ Support each other
△ Consider the implications
Think Beyond Possible
△ Offer solutions
△ Step up and lead
△ Don't settle for "good enough"
△ Embrace new opportunities