2017 Sustainability  
Report Highlights

2017 Sustainability Report Highlights
2
Table of contents
More about this report
Explore our complete 2017 Sustainability Report at 
exxonmobil.com/sustainabilityreport
Content index 
exxonmobil.com/contentindex
Report archive 
exxonmobil.com/sustainabilityreportarchive
Additional resources
The Outlook for Energy 
exxonmobil.com/energyoutlook
Energy Factor 
energyfactor.exxonmobil.com
Digital Annual Report 
exxonmobil.com/annualreport
Energy and Carbon Summary 
exxonmobil.com/ecsummary
Note: Exxon Mobil Corporation has numerous affiliates, with many names that include ExxonMobil, Exxon, Mobil, Esso and XTO Energy. For convenience and 
simplicity, those terms and terms such as corporation, company, our, we and its are sometimes used as abbreviated references to specific affiliates or affiliate groups. 
ExxonMobil is a publicly traded company. The New York Stock Exchange (NYSE) is the principal exchange on which Exxon Mobil Corporation common stock (symbol 
XOM) is traded. The term "resource base" as used in this publication is not intended to correspond to Securities and Exchange Commission (SEC) definitions such as 
"probable" or "possible" reserves. That term includes quantities of oil and gas that are not yet classified as proved reserves under SEC definitions but that are expected 
to be moved into the proved reserved category and produce in the future. Proved reserve figures are determined in accordance with SEC definitions in effect at the 
end of each applicable year. 
Statements of future events or conditions in this report are forward-looking statements. Actual future results, including future energy supply, demand and mix; 
the future effectiveness of safety, health, environmental and other sustainability risk and impact management processes; efficiency gains; and the impact of future 
technologies could differ materially due to factors including changes in supply and demand for oil and gas and other factors affecting long-term oil and gas prices; 
political and regulatory factors including the impact of international accords and treaties; changes in consumer preferences; actions of competitors including the 
development of competing technologies; the outcome of current and future research efforts; technical and operating factors; and other factors discussed under the 
heading Factors Affecting Future Results available through the Investors page of our website.
Chairman’s letter
ExxonMobil and sustainability
External Sustainability Advisory Panel statement
Addressing the United Nations Sustainable Development Goals 
Corporate governance
Safety, health and the workplace
Managing the risks of climate change
Environmental performance
Community engagement and human rights
Local development and supply chain management 
Case study: ExxonMobil’s response to Hurricane Harvey
About the Sustainability Report Highlights
Performance data table
3
4
6
8 
9
12
16
20
23
26 
29
30
31

3
2017 Sustainability Report Highlights
Chairman’s letter
I’m pleased to share with you ExxonMobil’s 2017 
Sustainability Report. 
For more than 135 years, ExxonMobil has strived to meet 
society’s evolving needs. We work to meet growing 
demands for energy and chemical products while advancing 
other priorities such as economic growth, environmental 
protection, education, poverty reduction, health, security 
and human rights. 
I’m proud of the role we play in raising living standards. 
Millions of people have escaped extreme poverty in the last 
two decades due in part to increased access to energy.
The energy we produce is important. So is the way we 
produce it.  
The men and women of ExxonMobil are focused on  
meeting society’s dual challenge – meeting energy needs 
while also minimizing the environmental impacts of energy 
use, including the risks of climate change. It’s one of society’s 
largest and most complex challenges and requires 
thoughtful engagement at all levels, focusing on practical 
and affordable solutions that work at the necessary scale.
At ExxonMobil, we work extensively to reduce emissions  
and other environmental impacts of energy use in our 
operations and through the products we sell. We’re also a 
leader in researching and developing energy technologies, 
like algae biofuels and carbon capture, utilization and 
storage, that could potentially play a role in helping mitigate 
the risks of climate change.
Another key sustainability focus is health. We directly 
impact this through our commitment to the safety of our 
workers and members of communities where we work.  
We continue to make good progress toward our goal of 
Nobody Gets Hurt. In 2017, we had the fewest recordable 
injuries in our company’s history. 
In the communities where we operate, we routinely 
dialogue with local officials responsible for emergency 
response, health, safety and environmental protection.
Our commitment to communities extends well beyond 
health and safety. We work to enhance economic 
development by hiring and training qualified local workers 
and making local investments.
At ExxonMobil we are committed to creating long-term 
shareholder value by making a positive contribution to society. 
I hope you find this report helpful in understanding our 
approach. We welcome your feedback at exxonmobil.com/
sustainabilityreport.
Darren Woods 
Chairman and CEO

4
2017 Sustainability Report Highlights
ExxonMobil and sustainability
ExxonMobil’s primary responsibility is to produce the energy and products the world needs 
in a responsible manner. Our approach to sustainability focuses on six key areas:
•	
Corporate governance
•	
Safety, health and the workplace
•	
Managing the risks of climate change
•	
Environmental performance
•	
Community engagement and human rights
•	
Local development and supply chain management
 
For an in-depth analysis of our financial performance and investment decisions, see our 
2017 Digital Annual Report. For information on ExxonMobil’s view of global energy 
demand and supply through 2040, visit the Outlook for Energy.

2017 Sustainability Report Highlights
ExxonMobil and sustainability
5
Upstream: We are one of the largest producers of oil and  
gas, with an active oil and gas presence in 38 countries where 
we explore, develop, produce and market hydrocarbons.
Downstream: We are one of the largest integrated refiners 
and manufacturers of fuels and lube basestocks, as well as 
a leading manufacturer of petroleum products and finished 
lubricants. We have refining and lubricant blending facilities  
in 25 countries.
Chemical: ExxonMobil is one of the world’s largest chemical 
companies, and has operations in 16 countries and a unique 
portfolio of high-performance products. 
4.0M
oil-equivalent barrels of net oil  
and gas production per day 1
5.5M
barrels of petroleum product 
sales per day 2
25.4M
tonnes of chemical prime
product sales 2
Production
Refining & Supply
Chemical
Feedstocks
1 Natural gas converted to oil-equivalent barrels using 6 million cubic feet per 
1,000 barrels.
2 Sales data reported net of purchases/sales contracts with the same 
counterparty.
Feedstocks
Crude oil & natural gas
Global operations
Oil • Natural Gas • Natural Gas Liquids
Gasoline • Diesel • Fuel Oil • Jet Fuel 
Lubricants • Asphalt • Chemical Feedstocks
Basic Chemicals • Intermediates • Synthetics
Plastics & Resins • Speciality Elastomers & Butyl

6
External Sustainability 
Advisory Panel statement
2017 Sustainability Report Highlights
Linking sustainability to corporate strategy
Climate change, sustainable development and human rights 
are among the most pressing challenges facing society. 
Companies are responding by aligning their core business 
strategy around global initiatives that seek to address these 
trends — the Paris Agreement, the United Nations Sustainable 
Development Goals (SDGs) and the United Nations Guiding 
Principles for Business and Human Rights (UNGPs). We 
recognize ExxonMobil’s progress in responding to these 
international issues and goals. We hope that the company will 
take further steps to demonstrate how climate change, the 
SDGs, human rights and other sustainability-related challenges 
link directly with corporate investments and programs central 
to its long-term business strategy. We also recommend that 
the sustainability report include more information on how 
the company is aligning its long-term business strategy and 
sustainability strategy, along with the risks and opportunities 
created by these issues.
Communicating the urgency of climate change
We commend ExxonMobil for the significant steps the 
company has taken over the past year to address climate 
change. Publication of the Energy and Carbon Summary 
in early 2018 is a crucial step demonstrating the company’s 
progress in managing climate risk and responding to 
shareholder concerns. Continued investment in emerging 
energy technology research as well as dedicated efforts to 
reduce methane emissions are other areas of notable progress, 
alongside the company’s decision to participate in collective 
action platforms such as the Climate Leadership Council and 
global Methane Guiding Principles, and its public support for 
the Paris Agreement. The company’s recent announcement 
of efforts to further reduce greenhouse gas emissions from 
flaring and methane emissions through quantified reductions 
of 25 percent and 15 percent respectively, by 2020, is a 
significant step forward.
Due to the possible negative impacts climate change poses to 
business operations, human rights and economic development 
around the world, we urge further integration of climate 
change into the core of ExxonMobil’s business strategy. This 
includes through continued operational upgrades and near- 
and long-term research and product development programs.
Perhaps most important, we encourage ExxonMobil to lead 
by example and be bold in its interaction with governments, 
industry, academic institutions and civil society organizations 
in the development of public policies that reduce the threat of 
climate change. 
Measuring performance and impact
Disclosure of future targets in addition to current performance 
data is becoming standard practice in corporate sustainability 
reporting. There is a growing movement where companies 
are publicly articulating “science-based targets” that align 
with current climate science. ExxonMobil’s report thoroughly 
discloses current and past performance data. As mentioned, 
we value the recent announcement of forward-looking 
greenhouse gas reduction measures and would suggest a 
similar approach for other material issues. Disclosure of the 
company’s most material and salient internal goals provides 
opportunity for external stakeholders to independently assess 
the company’s strategy and future performance.
Stronger statements can also be added on the outcomes or 
impacts arising from the company’s programs. Corporate 
investments and other performance data should be coupled 
directly with tangible impacts and outcomes that demonstrate 
ExxonMobil’s impact on society. For example, the report 
discusses the amount of capital invested in developing energy 
For the last 10 years, the External Sustainability 
Advisory Panel has commented on ExxonMobil’s 
sustainability reporting and transparency. In that time, 
the company has acted on many of our 
recommendations and we are encouraged by the 
progress. This year, the company has transitioned from 
a corporate citizenship report to a sustainability report, 
which connotes a greater sense of connectedness to 
global issues and deeper integration with corporate 
strategy. During our engagement period in 2017-2018, 
we had the opportunity to observe increased executive 
engagement in sustainability. Through meetings with 
the Chairman and CEO, and other senior business 
leaders in executive, operational and functional roles,  
we were able to engage the company on transparency, 
policy and strategy.  
This letter represents our individual and collective 
views on the quality and progress made in 
ExxonMobil’s sustainability reporting and transparency. 
In recognition of our efforts, ExxonMobil provided a 
donation on behalf of the panelists to nonprofit 
organizations of our choice and reimbursed relevant 
travel expenses. This letter is not an official 
endorsement of ExxonMobil’s sustainability report,  
the corporation, or its policies and strategies.
For past panel feedback statements, visit:
exxonmobil.com/sustainabilityreport

7
ExxonMobil's External Sustainability Advisory Panel is 
composed of academics, nongovernmental organization 
representatives and former government employees who 
have expertise in a variety of environmental, social and 
governance topics. 
Craig Benson 
Dean, School of Engineering and Applied Science 
University of Virginia
Mark Cohen 
Professor of Management and Law 
Vanderbilt University Owen Graduate School of Management
Frank Loy 
Former Under Secretary of State for Global Affairs 
U.S. Department of State
Jane Nelson 
Director of Corporate Responsibility Initiative 
Harvard University Kennedy School of Government 
Salil Tripathi 
Senior Adviser, Global Issues  
Institute for Human Rights and Business
External Sustainability Advisory Panel
2017 Sustainability Report Highlights
solutions with lower emissions. Emphasis could be added on 
the actual or potential impact of these investments for society. 
Describing a specific successful technology that resulted, or 
could result, from this investment could be more compelling 
than disclosing financial investment data alone. Incorporating 
these outcomes creates a more engaging report that 
demonstrates the types of impacts the company is creating for 
the environment, people and industry. 
With respect to human rights, we recommend that the 
company be bold in stating its objective of no harm. Through 
many rigorous due diligence processes, ExxonMobil’s 
approach to human rights, for example, closely aligns with the 
UNGPs. Greater specificity about practices and performance 
in this area would help the company align its reporting 
more effectively with societal and industry expectations 
of best practices. Measuring the impact on human rights 
quantitatively is difficult. Nevertheless, the company is already 
assessing impacts on staff and on communities in its areas 
of operation. We encourage it to expand efforts through 
further identification of potential adverse impacts, explaining 
processes used to identify these, and describing steps taken to 
mitigate them.
Engaging strategically with stakeholders
Companies like ExxonMobil have to understand and 
balance the needs of numerous individual and institutional 
stakeholders across different value chains and a wide range 
of cultures, regulations and operating environments. Some 
relationships are indirect and simple, while others are very 
complex. ExxonMobil’s current disclosure around stakeholder 
engagement is not sufficiently specific, which can create the 
perception that the company is not fully disclosing engagement 
activities. We recommend that ExxonMobil describe its 
stakeholders and their priorities more explicitly, and how the 
company has addressed their concerns. We also recommend 
that ExxonMobil describe limitations encountered with 
stakeholder interactions in countries where open consultation 
is difficult. 
We appreciate that the company publishes a list of its political 
contributions and philanthropic giving to non-lobbying and 
nonprofit organizations. In the future, we would like to see 
more about the relationship between its contributions and its 
specific sustainability goals and/or programs. 
Concluding remarks
We recognize the progress that ExxonMobil has made over the 
past year in publicly addressing complex sustainability issues 
and call on the company to drive this agenda forward, both 
through business activities and value chains, as well as through 
strategic partnerships with others. We encourage the company 
and its executives to be even more bold and transparent in all 
aspects of sustainability performance. ExxonMobil is a global 
leader that others follow in many areas of the energy industry. 
We believe that taking an increasingly ambitious, evidence-
based and technologically innovative position on sustainability 
issues will provide the company with the opportunity to 
champion more substantial sustainability efforts worldwide, 
and to enhance long-term shareholder value.
Sincerely,
Craig Benson, Mark Cohen, Frank Loy, Jane Nelson,  
Salil Tripathi
June 2018
External Sustainability Advisory Panel statement
The External Sustainability Advisory Panel met with Chairman and CEO 
Darren Woods at ExxonMobil headquarters in Irving, Texas in May 2018. 
From the left: Frank Loy, Salil Tripathi, Jane Nelson, Darren Woods, 
Craig Benson and Mark Cohen.

8
SDG Goal 1: End poverty in all its forms 
everywhere
United Nations data shows a strong correlation between 
energy use and improved standards of living. ExxonMobil is 
working to help lift people out of poverty around the world by 
expanding access to affordable and versatile energy supplies. 
In addition, ExxonMobil collaborates with host governments 
and other local stakeholders to implement community 
investments that improve health and education, and help build 
and sustain local economic growth. 
SDG Goal 5: Achieve gender equality and empower 
all women and girls
Since 2005, ExxonMobil has invested $111 million in 
programs that develop female entrepreneurs and business 
leaders and improve women’s ability to advance. Internally, 
ExxonMobil promotes leadership development for women 
during all aspects of their careers, including through training 
and mentoring.
SDG Goal 7: Ensure access to affordable, reliable, 
sustainable and modern energy for all
ExxonMobil delivers reliable and affordable energy that 
helps fuel economic activity and improve standards of living. 
Natural gas, for example, supplies 22 percent of the world’s 
energy and has a lower carbon footprint than other traditional 
energy sources. In addition, ExxonMobil is researching lower-
emission technologies, such as algae biofuels and advanced 
carbon capture. We have invested more than $9 billion since 
2000 on lower-emission energy solutions.
SDG Goal 4: Ensure inclusive and quality education 
for all and promote lifelong learning opportunities 
for all 
We invest in education and teacher development programs, 
placing a specific emphasis on encouraging students to 
pursue careers in the science, technology, engineering and 
mathematics fields. Since 2000, we have contributed more 
than $1.25 billion to education programs around the world. 
SDG Goal 8: Promote sustained, inclusive and 
sustainable economic growth, full and productive 
employment and decent work for all 
When working in a community, we add economic and social 
value by creating local jobs, supporting local supplier 
development and providing opportunities through training 
and investments. We employ nearly 70,000 people around 
the world.
SDG Goal 12: Ensure sustainable consumption and 
production patterns
ExxonMobil is working to make our operations more efficient 
while also helping our customers to reduce their emissions. 
These solutions include creating advanced plastics and other 
materials that can be used in a range of consumer products to 
reduce weight and improve fuel efficiency, and by developing 
premium, high-efficiency fuels and lubricants.
SDG Goal 13: Take urgent action to combat climate 
change and its impacts
Meeting the world’s growing energy demand while 
simultaneously reducing environmental impacts, including 
the risks of climate change, is one of society’s most pressing 
challenges. We are focused on mitigating emissions in our 
operations, developing technology solutions, providing 
solutions that reduce emissions for our customers and 
engaging on climate change policy. We are a founding 
member of the Climate Leadership Council, which advocates 
for a revenue-neutral carbon tax and aligns closely with our 
long-standing principles. In 2018, we joined the Oil and Gas 
Climate Initiative, a voluntary initiative representing 13 of 
the world’s largest oil and gas producers working towards 
solutions to mitigate the risks of climate change.
Addressing the United 
Nations Sustainable 
Development Goals 
The United Nations Sustainable Development Goals
(SDGs) aim to make significant progress on global 
economic, social and environmental challenges by 2030. 
While ExxonMobil contributes to certain aspects of all 17 
SDGs, the following eight represent those most relevant 
to ExxonMobil’s sustainability focus areas.
Learn more about how ExxonMobil contributes to the 
UN SDGs at exxonmobil.com/sustainabilityreport.
SDG Goal 3: Ensure healthy lives and promote 
well-being for all at all ages
ExxonMobil supports the health, safety and well-being of 
our employees while also making investments to support 
community health systems and programs. For example, 
since 2001, we have funded antimalarial programs that have 
reached more than 125 million people. Another example 
is our U.S.-based Culture of Health program that provides 
health education, nutrition and fitness programs that support 
the well-being of our employees. We are expanding the 
program to other countries as well.
2017 Sustainability Report Highlights

9
2017 Sustainability Report Highlights
 “ExxonMobil’s board of directors provides a key oversight role, including 
review of risk management efforts and long-term strategic plans. Ensuring 
that we have diversity of background, experiences and thought represented 
on the board remains critical to succeeding in a global market.”
Corporate governance
ExxonMobil has a long-standing commitment to high ethical standards. Good corporate 
governance creates a business environment conducive to long-term growth. All our 
directors are required to stand for election each year at our annual meeting of shareholders. 
Independent directors also chair key board committees — audit, compensation, board affairs 
and public issues and contributions — that consist entirely of independent directors. 
Above: The ExxonMobil board of directors. Top row from the left: Michael Boskin, Angela Braly, Steven Kandarian, 
Samuel Palmisano, Darren Woods, Kenneth Frazier, Douglas Oberhelman and Ursula Burns. Bottom row from the 
left: Steven Reinemund, Susan Avery and William Weldon. 
Neil A. Hansen 
Vice president, investor relations and corporate secretary, Exxon Mobil Corporation

10
2017 Sustainability Report Highlights
Board leadership
ExxonMobil’s board affairs committee, supported by an independent executive search 
firm, looks for highly qualified, non-employee candidates with demonstrated leadership, 
competency and a commitment to represent the interests of all shareholders. To help keep the 
process collaborative and inclusive, the board affairs committee considers recommendations 
from shareholders, directors and others on director candidates. At year-end 2017, 40 percent 
of the board’s independent directors were female and/or an ethnic minority. 
Sustainability topics are routinely reviewed at board meetings and typically fall under the 
purview of the public issues and contributions committee, the board affairs committee and 
the compensation committee. While risk oversight is the responsibility of the entire board, 
committees help the board focus on risk aspects relevant to each committee. For example, 
the public issues and contributions committee is charged with reviewing the effectiveness of 
the company’s policies, programs and practices with respect to the environment, among other 
duties. The committee hears reports from operating units on environmental activities and also 
visits operating sites to observe and comment on current practices. The entire board receives 
briefings by internal experts on environmental stewardship and climate change.
 
Shareholder relations
ExxonMobil values the dialogue we have with our shareholders — and the insight provided — 
throughout the year. The board has established procedures for shareholders and other interested 
parties to communicate with board members. In 2017, we held 68 shareholder engagements 
on environmental, social and governance issues with institutional investors, pension funds, 
labor, religious and nongovernmental organizations, representing an estimated 50 percent 
of outstanding stock held by institutional investors and about 30 percent of total shares 
outstanding. These engagements have frequently enabled us to reach common ground with 
our shareholders, in some cases avoiding the need for more formal shareholder proposals at the 
annual shareholders meeting.
Consistent with ExxonMobil’s Corporate Governance Guidelines, the board of directors 
reconsidered a proposal requesting a report on impacts of climate change policies (Item 12) 
submitted by the New York State Common Retirement Fund, which received a majority of votes 
cast during the 2017 annual shareholders meeting. In reconsidering the proposal, the company 
sought input from a number of parties, such as the proponents and major shareholders. The 
board decided to further enhance the company’s disclosures consistent with the proposal and 
issued these disclosures in February 2018 in ExxonMobil’s Energy and Carbon Summary and 
the Outlook for Energy. These enhancements include energy demand sensitivities, implications 
of 2 degree Celsius scenarios and positioning for a lower-carbon future.  
Business conduct
Operating ethically and responsibly is ingrained in our business culture and is monitored, enforced 
and improved through our globally deployed Standards of Business Conduct. In 2017, nearly 
18,000 employees and contractors participated in anti-corruption training.
ExxonMobil encourages employees and contractors to ask questions, voice concerns and report 
any suspected violations of company policies. In addition to our open-door communication 
procedures, ExxonMobil has several confidential mechanisms for reporting, including a 24-hour 
“hotline” phone number and a mailing address. 
Bert Vos, a section head at the ExxonMobil Rotterdam refinery, provides an overview of facility operations to Chairman and 
CEO Darren Woods and board members Douglas Oberhelman and Susan Avery. 
Corporate governance

Explore more
Board engagement in ExxonMobil  
operations 
exxonmobil.com/boardengagement
ExxonMobil’s position on key issues
exxonmobil.com/policyengagement
2017 Proxy Statement
exxonmobil.com/proxymaterials
Transparency
ExxonMobil's involvement with transparency initiatives is a natural extension of our commitment 
to ethical behavior. We appreciate the need for relevant public and private company government 
payment disclosures to confirm the values of total government revenues and to help citizens hold 
their governments accountable for the use of those revenues.
We believe the most successful transparency initiatives are those that apply to all foreign, 
domestic and state-owned companies, protect proprietary information to promote 
commercial competitiveness, comply with international trade conventions and treaties and 
do not violate host government laws or contractual obligations. We monitor and participate 
in transparency initiatives and we will continue to work with governments developing new 
reporting rules to support transparency objectives in countries where we operate.
Since its inception, we have been an active participant in the Extractive Industries Transparency 
Initiative (EITI) — a global organization that promotes the open and accountable management 
of oil, gas and mineral resources. We work with several governments that are EITI members, as 
well as others considering membership.
 
Policy engagement
ExxonMobil engages with governments to provide information and insight on policies that 
can affect our business. In 2017, ExxonMobil reported lobbying expenses in the United States 
totaling $11.4 million in our public Lobby Disclosures Act filings. The board of directors has 
authorized ExxonMobil to make political contributions to candidate committees and other 
Corporate governance
In 2017, the public issues and contributions committee visited the ExxonMobil research and engineering laboratory 
facilities in Clinton, New Jersey. Front row from the left, board of directors Steven Reinemund, Susan Avery, Michael 
Boskin, Angela Braly and Henrietta Fore. Back row from the left, Robert Luettgen, manager of the office of the secretary, 
Vijay Swarup, vice president of research and development, Michael Dolan, senior vice president, Jeffrey Woodbury, vice 
president of investor relations and corporate secretary, and Bart Cahir, executive advisor to the chairman.
11
2017 Sustainability Report Highlights
political organizations as permitted by applicable laws in the United States and Canada.  
In 2017, we contributed over $210,000 to state candidates and caucuses in 10 U.S. states. 
Corporate political contributions are subject to an internal review process that requires 
approval from the chairman.

12
2017 Sustainability Report Highlights
Safety, health and the 
workplace
Safety is a core value at ExxonMobil. The health and safety policies set by ExxonMobil and 
adopted by our affiliates reflect our company’s commitment to high operational standards and 
the well-being of our employees. We strive for an incident-free workplace and a culture that 
complies with our clear and simple objective: Nobody Gets Hurt. We build our culture of safety 
and health by attracting, developing and retaining individuals who share our commitment to 
operational excellence.
Above: Philip Ceary, a technical start-up lead, assessing equipment at the Antwerp refinery in Belgium. 
“In 2017 ExxonMobil achieved our lowest ever recordable injury rate as we 
continue working to eliminate all serious injuries. These improvements are 
supported by enhanced safety standards, strengthened safety leadership 
skills and human performance improvement programs. All of which are 
worked under our Operational Integrity Management System framework.”
Jerry Wascom 
Vice president, operational excellence, safety, security, health and environment,  
Exxon Mobil Corporation

13
2017 Sustainability Report Highlights
Safety and health
ExxonMobil’s commitment to operational excellence starts at the top, is driven throughout our 
businesses and is consistent everywhere we operate. Our global health and safety goal is zero 
injuries and illnesses. 
Since 2000, we have reduced our workforce lost-time incident rate by more than 80 percent. 
While this number is declining, safety incidents do occur. We deeply regret that two contract 
workers were fatally injured in separate incidents related to ExxonMobil operations in 2017. 
One incident occurred at an onshore drilling site and the other happened at a refinery during 
construction activities. We thoroughly investigated the causes and contributing factors associated 
with the incidents to prevent similar events in the future and to globally disseminate findings. 
ExxonMobil’s Operations Integrity Management System (OIMS) establishes a framework 
for addressing risk across all aspects of our operations. OIMS, which is built around 11 key 
elements of risk, is embedded into everyday work processes in each of the following areas of 
safety at ExxonMobil: 
Process safety: Process safety is about managing the integrity of our facilities by applying 
good design principles, engineering and operating practices. ExxonMobil incorporates 
rigorous safety standards and procedures in our facilities’ design, construction and 
operating activities. We classify and track incidents by severity from Tier 1 through Tier 4, 
with Tier 1 referring to events of greater consequence. In 2017, we experienced 63 Tier 1 
process safety events, which is approximately 1.6 percent lower than 2016.
Product stewardship: Product stewardship refers to a series of interconnected work 
processes for the safe and effective management of a product, focusing on the health, 
safety and environmental impacts at each phase of a product’s lifecycle. We regularly use 
lifecycle assessments to consider impacts during the development, manufacturing, use and 
disposal of our products.
Product transportation: ExxonMobil implements rigorous safety and environmental 
standards while transporting our products, including by marine, pipeline and rail. We 
carefully maintain and monitor our infrastructure worldwide to identify and prevent 
corrosion, third-party damage or illegal intrusions onto our rights of way.
Emergency preparedness and response: We establish emergency support groups and 
incident management teams around the world to develop and practice emergency response 
Safety, health and the workplace
strategies. In 2017, we conducted 37 drills, including in Guyana where we have discovered 
an estimated recoverable resource of over four billion oil equivalent barrels.
OIMS also establishes a framework for addressing risk across our supply chain. Contractors are 
an integral part of the ExxonMobil team; it is essential that they conduct work in accordance with 
our policies and business objectives. Since 2000, we have conducted safety leadership forums 
with contractors working on our major projects. This promotes a strong safety partnership with 
contract workers to improve our safety performance and positively influence the industry.
The success of ExxonMobil’s operations depends on a healthy and competent workforce. We 
have corporate-wide expectations for identifying, evaluating and managing health risks related 
to our operations that can potentially affect our employees, contractors or the public.  
In each country, we develop workplace health programs that take into consideration local health 
care systems, health needs and available resources. ExxonMobil’s U.S.-based Culture of Health 
0.20
0.15
0.10
0.05
0
Lost-time incident rate*
Incidents per 200,000 work hours
ExxonMobil workforce
U.S. petroleum industry workforce benchmark
In 2017, our workforce lost-time incident rate per 200,000 work hours was 0.029, consistent with the previous year. 
Since 2000, we have reduced this rate by 80 percent. When compared with the American Petroleum Institute U.S. 
petroleum industry workforce benchmark, ExxonMobil continues to outperform industry peers in safety performance. 
*Incidents include injuries and illnesses. Safety data are based on information available at the time of publication. 
Workforce includes employees and contractors. Depending on the reporting year, around 2 to 13 percent of the incidents 
are illness-related.
2008            2009            2010            2011            2012            2013            2014            2015            2016            2017

14
2017 Sustainability Report Highlights
program supports the well-being of our employees and reduces health plan costs. We continue  
to look for new opportunities to expand the reach of our Culture of Health program. In 2017, we 
expanded the program to our affiliates in Brazil and Mexico.
 
Workforce engagement
We value the exceptional qualities and diverse perspectives of our employees and strive to 
promote the inclusion of thought, skill, knowledge and culture across our operations. As demand 
for workers in the fields of science, technology, engineering and mathematics continues to 
increase, we support immigration policies that will help U.S. companies fill their needs for highly 
skilled workers.
We support voluntary, employee-led networks that foster a culture of diversity and inclusion 
by offering development programs, community service opportunities and mentoring. Our local 
employee resource groups include: 
•	
Asian Connection for Excellence (ACE)
•	
Black Employee Success Team (BEST)
•	
Global Organization for the Advancement of Latinos (GOAL)
•	
Organization for New Employees (ONE)
•	
People for Respect, Inclusion and Diversity of Employees (PRIDE)
•	
Veteran Advocacy and Support Team (VAST)
•	
Women’s Interest Network (WIN)
We strive to foster innovation and progress across our operations by helping our employees 
reach their full potential. We offer robust corporate and technical training programs and 
encourage employee engagement through a variety of channels, including mentorship programs 
and networking opportunities. In 2017, more than 4,500 employees at various levels of the 
company participated in ExxonMobil’s leadership development training programs, of which 34 
percent were women and 54 percent were employees from outside the United States.
Our Global Diversity Framework and Standards of Business Conduct govern all aspects of our 
employment and support our commitment to provide equal employment opportunities, prohibit 
harassment and discrimination in the workplace and align with applicable laws and regulations in 
the countries where we operate. 
Safety, health and the workplace
  41% since 2010
We consider diversity through all stages of the employment relationship, including recruitment, training and development 
of our future leaders.
*Includes individuals with information technology, business, liberal arts and non-engineering science, technology and 
math degrees.
**The number of leadership training courses and participation varies by year.
2017 female and minority career development
31%
  17% since 2010
22%
  18% since 2010
20%
  43% since 2010
16%
  58% since 2010
Worldwide females
U.S. minorities
59%
  12% since 2010
31%
Campus new hires 
for professional 
positions *
34%
26%
Leadership training 
participation**
Senior leadership 
potential
Executive 
population

2017 Sustainability Report Highlights
Explore more
Drones enhance safety inspections across  
the company
exxonmobil.com/dronesafetyinspection
Working toward continuous improvement  
of process safety
exxonmobil.com/safetyimprovement
Emergency preparedness and response  
in Guyana
exxonmobil.com/
guyanaemergencypreparedness
ExxonMobil’s Houston campus reaches 
sustainability milestone
exxonmobil.com/
houstoncampussustainability
15
2017 Sustainability Report Highlights
We send an annual letter to senior managers emphasizing their responsibility to maintain work 
environments free from harassment and discrimination. ExxonMobil employs a series of web-
based trainings and tools to help our employees understand cultural sensitivities across a diverse 
workforce. Every employee is subject to disciplinary action, up to and including termination, for 
any act of harassment.
Safety, health and the workplace
Derrek Lathon, marine dock supervisor, communicating equipment observations with his team at the ExxonMobil  
Baton Rouge refinery.

16
2017 Sustainability Report Highlights
Managing the risks of  
climate change
We are committed to providing affordable energy to empower human progress and improve 
standards of living while advancing effective solutions to address climate change. ExxonMobil 
believes the risks of climate change warrant action.
Our climate change risk management strategy consists of four pillars: mitigating emissions in our 
operations, developing scalable technology solutions, providing customer solutions that reduce 
their greenhouse gas emissions and engaging on climate change policy.
“Climate change is a complex issue requiring global participation and 
solutions. In my role, I apply my technical, operational and regulatory 
background to evaluate strategies and partnerships to progress new 
solutions, an important factor in improving our emissions performance.”
Sufang Zhao 
Environmental policy and planning analyst, Exxon Mobil Corporation
Above: Sona Joseph, a research analyst, running computer models at the Upstream Research Company lab  
in Spring, Texas.

17
2017 Sustainability Report Highlights
Mitigating emissions from our operations
We are working to increase energy efficiency and reduce flaring, venting and other emissions 
in our operations. We expect our greenhouse gas reduction measures to lead to a 15 percent 
decrease in methane emissions and a 25 percent reduction in flaring by 2020. We also expect to 
further improve our industry-leading efficiency in refining and chemical manufacturing facilities.
In 2017, ExxonMobil and our subsidiary XTO Energy established a methane management 
program that exceeds applicable regulations. The program prioritizes actions at the highest-
volume production and midstream sites and includes efforts to develop and deploy new, more 
efficient technologies to detect and reduce facility emissions.
Along with several industry peers, we issued Guiding Principles, which provide a framework 
for continually reducing methane emissions, improving accuracy of methane emissions data 
and advocating sound policies and regulations.
Other ways we are reducing emissions include deploying proven technologies such as 
cogeneration and carbon capture and storage. Longer term, we are conducting and 
supporting research to further develop breakthrough technologies. For information on 
how ExxonMobil manages the business risks of climate change, including energy demand 
sensitivities, implications of 2 degree Celsius scenarios and positioning for a lower-carbon 
future, please see ExxonMobil’s Energy and Carbon Summary.
 
Developing technology solutions
Technological advancements will be instrumental to meet rising global energy demand while 
also lowering greenhouse gas emissions. We are conducting scientific research to enhance 
existing and develop next-generation energy sources. ExxonMobil has spent more than $9 
billion on lower-emission energy solutions since 2000. 
At the center of our research is ExxonMobil’s Corporate Strategic Research laboratory, a 
fundamental research institution with approximately 170 PhD scientists and engineers focused 
on addressing the company’s long-range science needs. We support a diverse portfolio of 
in-house research projects, including next-generation biofuels, carbon capture and storage, 
alternative energy and climate science. ExxonMobil is partnering with approximately 80 
universities around the world to explore new energy technologies.
Managing the risks of climate change
In carbon capture, we are conducting research to find ways to improve existing technologies. 
One project, with FuelCell Energy, is focused on reducing the cost of capturing carbon by using 
carbonate fuel cells that generate power while capturing carbon. We are identifying potential 
locations for pilot testing. 
ExxonMobil has extensive experience in carbon capture and has a working interest in more 
than one-fifth of the world’s total carbon capture and storage capacity. In 2017, we captured 
approximately 6.6 million metric tons of carbon dioxide for storage. 
Greenhouse gas emissions avoided from ExxonMobil actions*
Net equity, CO2-equivalent emissions 
Millions of metric tons
*In 2017, greenhouse gas emissions avoided from ExxonMobil actions were 23.4 million metric tons. Since 
2008, we have avoided 168 million metric tons of greenhouse gas emissions as a result of ExxonMobil 
actions. Our calculations are based on the guidance provided in American Petroleum Institute’s Compendium 
of Greenhouse Gas Emission Estimation Methodologies for the Oil and Gas Industry and IPIECA’s Petroleum 
Industry Guidelines for Reporting Greenhouse Gas Emissions. We report greenhouse gas emissions on a net 
equity basis for our business operations, demonstrating a share of emissions from any facility or operation in 
which ExxonMobil holds a financial interest, with the share reflecting the equity interest. 
Actual
Avoided
2008            2009            2010            2011            2012            2013            2014            2015            2016            2017
160
140
120
100
80
60
40
20
0

18
2017 Sustainability Report Highlights
Managing the risks of climate change
We are also conducting extensive research on biofuels. In 2017, ExxonMobil and Synthetic 
Genomics, Inc. announced breakthrough research involving a modified algae strain that more 
than doubled its oil content without significantly inhibiting growth, a key challenge along the 
path to commercial scalability. We recently announced a new research phase of this project 
that could lead to the production of 10,000 barrels of algae biofuel per day by 2025. The new 
phase of research includes an outdoor field study that will grow naturally occurring algae in 
several ponds in California. 
Providing solutions for customers 
In addition to developing and deploying technologies to reduce emissions from our own 
operations, we are working to help our customers reduce their emissions. Our goal is to develop 
solutions that are economically competitive and affordable, including:  
Expanding the supply of cleaner-burning natural gas to reduce emissions in power 
generation: The use of natural gas in power generation represents one of the greatest 
opportunities for society to reduce emissions and transition to a lower greenhouse gas-
intensive energy system. ExxonMobil is one of the largest natural gas producers in the world 
and is a leader in liquefied natural gas technology. 
Creating lightweight plastics and other materials for a range of consumer products: 
ExxonMobil’s next-generation plastic packaging reduces total product weight and enables 
more products per shipment, fewer trucks on the road, less fuel and energy used, fewer 
greenhouse gas emissions and ultimately less material to be reused, recovered or recycled. 
For example, for every 10 percent drop in vehicle weight, fuel economy improves by an 
estimated 7 percent. We recognize plastic waste is an issue for societies, and ExxonMobil is 
engaged with diverse industries in helping to identify solutions.
Developing premium, high-efficiency fuels and lubricants: Our family of high-performance 
lubricants includes synthetic lubricants like Mobil 1™ Annual Protection that need to be 
replaced less frequently than conventional motor oils, therefore reducing the volume of used 
oil for disposal or recycling. Our lubricants and greases are also used in more than 40,000 
wind turbines worldwide.
 
Engaging on climate change policy
Climate change is a global issue that requires the collaboration of governments, companies, 
consumers and other stakeholders. We engage a variety of stakeholders on climate change issues 
— including policymakers, investors, consumers, nongovernmental organizations, academics and 
the public — to advocate for responsible policies that would be effective in addressing the risks of 
climate change.
ExxonMobil supports the Paris Agreement as an important framework for addressing the risks 
of climate change. We welcomed the Paris Agreement when it was announced in December 
2015, and again when it came into effect in November 2016. We have reiterated our support to 
government officials, nongovernmental organizations and the broader public.  
Emissions reduction
invested since 2000 at our 
Upstream facilities around the  
world on emission reduction  
efforts, including energy 
efficiency and flare mitigation
invested since 2000 in our 
refining and chemical facilities 
and enabling research around 
the world to reduce greenhouse 
gas emissions
in support of Upstream, 
Downstream and Chemical 
cogeneration facilities since 
2001 to more efficiently 
produce electricity and reduce 
greenhouse gas emissions
> $4 Billion
> $2 Billion
> $3 Billion
> $9B
invested to develop lower-
emission energy solutions 
since 2000

19
Managing the risks of climate change
Explore more
2018 ExxonMobil Energy and Carbon 
Summary 
exxonmobil.com/ecsummary
Partnering with Singapore universities to 
innovate lower-emission technologies
exxonmobil.com/singaporeuniversities
Taking action to manage methane emissions 
exxonmobil.com/
managemethaneemissions
2017 Sustainability Report Highlights
Free markets, innovation and technology are essential in addressing the risks of climate change. 
Success in developing and deploying technologies will be highly dependent on governments 
creating a policy environment that enables innovation and competition. Policies should be clear 
and guard against duplicative, overlapping and conflicting regulations, which may distort 
markets and impose unnecessary costs on consumers. We believe an effective policy response 
to climate change requires a thorough understanding of the climate system. Our scientists have 
been involved in climate change research and related policy analysis for more than 35 years, 
resulting in hundreds of publicly available documents on climate-related topics, including more 
than 50 peer-reviewed publications.
We believe that effective policies are those that:
•	
Promote global participation;
•	
Let market prices drive the selection of solutions;
•	
Ensure a uniform and predictable cost of greenhouse gas emissions across the economy;
•	
Minimize complexity and administrative costs;
•	
Maximize transparency; and
•	
Provide flexibility to react to developments in technology, climate science and policy.
ExxonMobil is a founding member of the Climate Leadership Council. The Council was created by 
former U.S. Secretaries of State George P. Shultz and James A. Baker, III to advocate for a carbon 
tax that would implement a gradually increasing price on carbon. The revenues generated by 
the plan would be returned to American energy consumers. In 2018, we joined the Oil and Gas 
Climate Initiative, a voluntary initiative representing 13 of the world’s largest oil and gas producers 
working collaboratively toward solutions to mitigate the risks of climate change. 
 
Synthetic Genomics, Inc. and ExxonMobil are working together to turn algae into a low-emission transportation fuel.
Climate risk oversight
ExxonMobil’s board of directors is responsible for risk oversight, including the risks of climate 
change. The board routinely reviews and considers these risks, including briefings on public 
policy, scientific and technical research, as well as company and external positions and actions in 
this area. Climate-related matters are also considered by the board throughout the year in various 
other contexts, including reviews of the Outlook for Energy, the company’s safety, health and 
environmental performance, the annual corporate planning process, shareholder proposals and 
regulatory filings such as the 10-K.

20
2017 Sustainability Report Highlights
 “ExxonMobil is committed to excellence in environmental performance. 
It takes every single one of us, every day. It’s simply how we work.”
Environmental 
performance
Our diverse portfolio of projects requires us to work in remote and sensitive environments 
including Arctic, deepwater and biodiverse locations. ExxonMobil considers a full range of 
potential environmental and social risks associated with the lifecycle of our operations and 
products. In doing so, we gain a holistic understanding of our impacts from initial exploration 
activities to decommissioning. 
Above: ExxonMobil is working to help protect the Scheepmaker’s Crowned Pigeon,  
a threatened species native to Papua New Guinea. 
Kylie Bishop 
Environmental engineer, ExxonMobil Chemical Scotland

21
2017 Sustainability Report Highlights
Managing environmental performance
We comply with all applicable regulatory requirements and, where there are none on a 
particular issue, we follow relevant risk-based standards that protect the environment. Our 
facilities are designed, operated and managed with the goal of mitigating adverse environmental 
impacts. Our management approach is guided by an in-depth scientific understanding of the 
environmental impacts of our operations and a commitment to develop, maintain and operate 
projects and decommission assets using appropriate standards. We work to continually improve 
our performance and look to new and existing technologies to enhance our operations. 
In 2017, we maintained strong performance across our key environmental focus areas:  
Biodiversity 
In 2017, ExxonMobil contributed approximately $3 million to organizations focused on 
biodiversity protection and land conservation. To protect particular species and sensitive 
habitats, we take steps such as modifying engineering design and enhancing wildlife habitats  
at our properties. 
Water management 
Our net freshwater consumption at our operations was 300 million cubic meters in 2017. 
This represents about a 20 percent decline since 2011, in part due to the development and 
implementation of local water management strategies.
In our Upstream onshore operations, water consumption is primarily associated with 
hydraulic fracturing, which uses water pressure to create small cracks or fissures in rocks deep 
underground so that oil or natural gas can flow to the well. The industry has more than 60 
years of experience with the technique.
We continuously work to improve our understanding of our water consumption, including 
when, where and how much. Using the latest version of a water tool developed by IPIECA, 
the global oil and gas industry association for environmental and social issues, we identified 
that almost 37 percent of our major operating sites are in areas with the potential for water 
scarcity. Therefore, we pursue site-specific management strategies such as the deployment  
of water conservation technologies, the use of alternative water sources, recycling of 
municipal and industrial wastewater, substitution with lower-quality water sources and 
harvesting of rainwater.
Environmental performance
Environmental management process
Identify
Environmental and social 
aspects
Evaluate
Environmental, social and 
regulatory settings
Conduct
Environmental and social  
risk assessment
Apply
Environmental and social 
aspects
Monitor & Evaluate
Manage risks
Avoid, reduce, remedy
+
Spill performance and prevention 
ExxonMobil is committed to the prevention and elimination of spills from our operations.  
We have the industry’s only dedicated, in-house oil spill response research program. If a spill 
does occur, we ensure a rapid, comprehensive response to minimize impact on communities 
and the environment.
We reported our best-ever performance for number of spills in 2017. We had 7 percent fewer 
than 2016. Since 2011, ExxonMobil has reduced the absolute number of spills greater than 1 
barrel by more than 55 percent across our global operations. The total volume of hydrocarbons 
spilled on soil and water was 6,900 barrels in 2017, and more than 65 percent was recovered  
at the spill sites. The majority of these spills did not affect third parties or nearby communities. 
Air emissions 
ExxonMobil is committed to doing our part to contribute to cleaner air in the communities 
where we operate. Our combined emissions of volatile organic compounds, sulfur dioxide

Explore more
Protecting the endangered western  
gray whale
exxonmobil.com/westerngraywhale
Reducing nitrate flow to the  
Mississippi River
exxonmobil.com/nitrateflowmississippi
Decommissioning the Sable offshore  
energy project 
exxonmobil.com/sableoffshoreenergyproject
Environmental performance
Karen Power, a production engineer, in front of ExxonMobil’s Hebron offshore platform off the coast of  
Newfoundland and Labrador, Canada. 
22
2017 Sustainability Report Highlights 
and nitrogen oxides have decreased by almost 31 percent over the past 10 years across all 
our businesses. New air measurement technologies are making it easier to monitor ambient 
air at our Downstream facilities in the United States and Canada. Data collected around the 
perimeter of our facilities is publicly available to local communities.
Decommissioning and rehabilitation 
We are committed to sustainably managing our surplus properties. In 2017, ExxonMobil 
Environmental Services monitored about 4,000 active remediation sites in more than 30 
countries.
A significant number of our Upstream locations are located offshore. To effectively manage 
offshore operations, we use a systematic decommissioning process that varies depending 
on the type of structure and unique characteristics of a specific site. ExxonMobil created an 
offshore decommissioning center of expertise in 2015 that is responsible for planning and 
managing the safe decommissioning of our assets.
Seismicity 
ExxonMobil has a comprehensive risk management approach in place to limit induced 
seismicity from our operations by evaluating the relative risks associated with the specific 
geological and geographic context of a site.
We work with academic and government researchers and regulatory agencies to share our 
knowledge and advanced approaches. For example, ExxonMobil and Stanford University 
jointly developed a software modeling tool to assess the potential risk of induced seismicity 
and made it freely available to government and industry. The tool is being used by regulatory 
agencies and energy companies to help reduce the risk of human-induced seismicity.

23
2017 Sustainability Report Highlights
 “In Angola, our key initiatives in women’s empowerment and malaria support 
the priorities of the government and local communities. Through strategic 
partnerships, a shared responsibility to sustainability and an aligned vision, we 
have a positive impact on communities where we operate.”
Community engagement 
and human rights
ExxonMobil works in communities all over the world, each with its own unique cultures, needs 
and sensitivities. Identifying and mitigating potential negative social impacts is integral to 
developing long-term, positive relationships with these communities. At ExxonMobil, we aim to 
promote and respect human rights in all areas where we work.
Above: In 2017, ExxonMobil partnered with the Youth Empowerment and Development Initiative to organize 
community events to raise awareness about malaria in Lagos, Nigeria as part of World Malaria Day. 
Fernando Pegado 
Public and government affairs manager, ExxonMobil Angola

24
2017 Sustainability Report Highlights
Community relations
Understanding and addressing the interests of communities where we operate is critical to 
maintaining a sustainable business. We engage with local communities through a variety of 
communication channels — including open houses, community discussions and individual 
meetings — to provide opportunities for dialogue with interested stakeholders. ExxonMobil 
creates grievance reporting mechanisms that provide opportunities for local citizens and 
communities to raise concerns. 
Respecting human rights
We believe our business presence can and should have a positive influence on the people in 
the communities in which we operate. ExxonMobil is committed to respecting human rights as 
a fundamental principle in our operations, implemented through training and the application 
of our internal policies and practices. The company’s practices and operations reflect the spirit 
and intent of the United Nations Universal Declaration of Human Rights. 
In 2017, ExxonMobil’s supplier, vendor and contractor expectations became part of 
an annual letter we send to our suppliers. These expectations include references to key 
international human rights frameworks such as the United Nations Guiding Principles 
on Business and Human Rights and the International Labor Organization Declaration on 
Fundamental Principles and Rights at Work.
We participate in the Voluntary Principles on Security and Human Rights, an initiative that 
provides guidance to extractive companies on human rights risk assessments relating to the 
safeguarding of company operations or facilities. Engaging and training host government and 
private security on the Voluntary Principles is key to reducing human rights risks in certain 
communities. In 2017, more than 5,000 host government security and ExxonMobil-contracted 
security personnel were trained on the Voluntary Principles across 12 higher-risk countries.
 
Community engagement and human rights
Investing in our communities
ExxonMobil collaborates with governments and other stakeholders to invest in community 
development programs where we operate. We work with local stakeholders to ensure that our 
efforts are tailored to address community and business needs, such as access to skills training and 
health care, support for disaster relief, education initiatives and economic development. In 2017, 
we contributed $204 million to communities around the world. 
The ExxonMobil Foundation collaborated with Mercy Corps, Technoserve and the Center for Global Development to 
measure the effect of mobile banking in empowering women economically.

2017 Sustainability Report Highlights
$9M
Canada
$4M
Latin America
Community engagement and human rights
2017 community investments
ExxonMobil provides investments to benefit many communities around the world. 
By focus area*
*Total contributions include donations from Exxon Mobil Corporation, our divisions and affiliates, and the ExxonMobil 
Foundation, as well as employee and retiree giving through ExxonMobil’s matching gift, disaster relief and employee 
giving programs. Investments do not include environmental capital and operating expenditures.
$125M
United States
$28M
Europe and 
Caspian
$25M
Africa and  
Middle East
$13M
Asia Pacific
By geographic region*
$62M  Civic and community
$43M  Employee and retiree giving
$42M  Higher education
$17M  Health and environment
$15M  Pre-college education
$8M  Women
$6M  Public policy research
$5M  United appeals and workplace giving
$3M  Other education
$3M  Arts and culture
25
Explore more
Managing community grievances  
in Indonesia
exxonmobil.com/
indonesiacommunitygrievances
Empowering women through access to 
mobile savings
exxonmobil.com/
empoweringwomenmobilesavings
Supporting the Educate A Child initiative
exxonmobil.com/educateachild
Helping communities combat malaria 
exxonmobil.com/combatmalaria
2017 Sustainability Report Highlights
$204M
Worldwide total

26
2017 Sustainability Report Highlights
“It is critical that ExxonMobil be a valued contributor to the Guyanese 
economy and trusted member of the community. Helping establish 
ExxonMobil as a responsible partner and supporting capacity building of 
Guyanese suppliers for decades to come are important priorities as we 
continue our work.”
Local development and 
supply chain management
Local content — the added economic and social value created by direct and indirect 
employment of local people through activities of the oil and gas industry — provides value to 
ExxonMobil and to communities. We aim to develop mutually beneficial relationships with local 
businesses throughout our supply chain.
Above: A construction site team in Indonesia.
Rod Henson
Lead country manager, Exxon Mobil Guyana

27
2017 Sustainability Report Highlights
Local development
A successful local development program requires a long-term perspective with clearly defined 
and consistently applied management processes. Our approach focuses on three key areas: 
employing and training a local workforce, supporting local suppliers and improving livelihoods 
of community members through local community investments.
We provide locally hired individuals with opportunities to develop technical and leadership  
skills that will benefit them throughout their careers with ExxonMobil, and with future 
employers. With about 60 percent of our employees located outside the United States, local 
hiring ensures that our workforce remains culturally diverse and representative of the countries 
where we operate. As illustrated to the right, we continued to make progress in local hiring  
and training in 2017.
 
Supply chain management
We work to source goods from local suppliers. In 2017, ExxonMobil made payments to more 
than 100,000 suppliers of goods and services worldwide. 
We have developed a set of best practices to help ensure our company consistently engages 
with local and diverse suppliers. These practices include supplier forums, local supplier 
databases and local enterprise centers for business development and training. For example, we 
have established a Centre for Local Business Development and supplier registration portal to 
support identification and training of Guyanese suppliers for our new development in Guyana. 
A similar example, in Papua New Guinea, has supported nearly 19,000 local entrepreneurs.
In addition, we cultivate long-lasting and mutually beneficial relationships with diverse suppliers 
to contribute to the economic development of historically underrepresented groups. In 2017, 
we exceeded our target with a total of $1.9 billion in spending with diverse suppliers in the 
United States. 
Our supplier diversity program continues to expand internationally. In 2017, we spent $186 
million with women-owned and indigenous-owned businesses outside the United States. We 
continue to work with the nonprofit WEConnect International, a global network that connects 
women-owned businesses to qualified buyers, to increase the participation of  
women-owned businesses in our supply chain. In addition to compiling an international 
database of women-owned businesses used by ExxonMobil, WEConnect identifies, educates 
Local development and supply chain management
2017 local hiring statistics
Personnel locally hired in supervisory or managerial positions
Personnel locally hired
95%
90%
95%
89%
76%
39%
95%
87%
  4% since 2013
  69% since 2013
Indonesia
Nigeria
Angola
86%
64%
  6% since 2013
  50% since 2013
Chad*
  5% since 2013
  14% since 2013
Equatorial Guinea
  6% since 2013
  26% since 2013
  1% since 2014
  25% since 2014
*Historic data since 2013 is not available for Chad. ExxonMobil began tracking local hiring in this country in 2014.

2017 Sustainability Report Highlights
and certifies women’s business enterprises based outside of the United States that are at least 
51 percent owned, managed and controlled by one or more women. In 2017, WEConnect 
International named ExxonMobil its Corporation of the Year in recognition of the company’s 
diverse supplier program. 
ExxonMobil’s vendors must agree to meet our robust safety, technical, environmental and human 
rights expectations and requirements. For existing agreements, a select number of suppliers are 
audited each year for contract compliance. Audit components include pricing, safety, and drug 
and alcohol policy compliance. A contractor who does not meet our expectations may be subject 
to supplemental training and contractual remedies, including termination.
Local development and supply chain management
In 2017, we spent a total of $1.9 billion with diverse suppliers in the United States, an increase of more than 30 percent 
from 2016.
*Includes direct ExxonMobil spending and that of our suppliers (Tier 2 spending). Total spending includes suppliers 
classified as minority-owned businesses; women-owned businesses; small businesses; lesbian-, gay-, bisexual- and 
transgender-owned businesses; veteran-owned businesses; service-disabled veteran-owned businesses; and 
businesses owned by people with disabilities.
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
$615
$887
$841
$1,068
$1,001
$1,024
$1,108
$1,064
$1,442
$1,902
ExxonMobil spending with U.S. diverse suppliers*
Millions of dollars
28
ExxonMobil begins production on  
new polyethylene line at Mont Belvieu 
plastics plant
exxonmobil.com/montbelvieuplasticsplant
Explore more
Promoting sustainability throughout  
our supply chain
exxonmobil.com/sustainabilitysupplychain
ExxonMobil supplier, vendor and contractor 
expectations
exxonmobil.com/
suppliervendorcontractorexpectations
2017 Sustainability Report Highlights

Supporting our communities and our people
We started our response to Hurricane Harvey before it even arrived — by making a financial 
contribution to community disaster relief efforts and by beginning to safely shut down our 
operations and make plans to bring in fuel from unaffected locations to aid in response and 
recovery.
At our Baytown and Beaumont refineries, we worked to minimize environmental impacts from 
our operations that were caused by the storm and resulting power loss, and reported impacts 
to appropriate authorities. 
We helped our employees — many of whom spent day and night on the job to help safely shut 
down and then quickly restart our operations — clean up and repair their own homes, when 
they were flooded by the storm.
In the days and weeks following the storm, ExxonMobil contributed more than $7 million to assist 
with recovery efforts, and provided supplies and volunteers to assist with community recovery. 
For example, our employees helped the city of Beaumont restore its municipal water system, 
when Harvey left more than 100,000 people without running water. And we transported more 
29
Case study: ExxonMobil’s response to 
Hurricane Harvey
On August 25, 2017, Hurricane Harvey made landfall in Texas as a Category 4 storm, bringing 
destructive winds and flooding to the Gulf Coast. The storm caused an estimated $125 billion 
in damages, and rebuilding efforts continue. ExxonMobil acted swiftly to ensure the safety of 
our employees and support affected communities.
Above: Relief supplies for Hurricane Harvey victims being loaded into a helicopter by ExxonMobil employees in Texas. 
2017 Sustainability Report Highlights
than 60,000 pounds of cargo via helicopter to stranded personnel and community members 
throughout the area.
As rebuilding along the Gulf Coast continues, we are thankful for the incredible dedication of 
our employees and the resilience of our neighbors and the communities we serve.
 
Emergency response operations
The ability to respond promptly during a disaster — regardless of where it strikes — is critical. 
ExxonMobil conducts extensive training and drills to prepare for such situations. We design our 
facilities to withstand a variety of extreme conditions. 
Regardless of the size, severity or cause of an event, each ExxonMobil facility and business unit 
has access to trained responders and resources. We practice emergency response strategies 
and routinely test our emergency response teams in accordance with regulatory requirements 
and our own Operations Integrity Management System.

2017 Sustainability Report Highlights
30
The Highlights summarize ExxonMobil’s approach to managing our operations, and 
explains the measures we employ to operate in a variety of environments. It describes 
how we address the dual challenge of meeting the world’s demand for energy while 
managing the risks of climate change. For more information on ExxonMobil’s efforts to 
manage performance across our six focus areas of sustainability, visit our full online 2017 
Sustainability Report.
We developed this year’s Sustainability Report in accordance with the reporting guidelines 
and indicators of IPIECA (the global oil and gas industry association for environmental and 
social issues), the International Association of Oil and Gas Producers and the American 
Petroleum Institute. Note that many of the standards and metrics used in preparing this 
report continue to evolve and are based on management assumptions believed to be 
reasonable at the time of preparation, but should not be considered guarantees.
About the Sustainability Report Highlights
ExxonMobil corporate responsibility recognition 
ExxonMobil was ranked in the top 50 of Corporate Responsibility Magazine’s 
Best Corporate Citizens in both 2017 and 2018 in recognition of the company’s 
commitment to corporate responsibility and sustainability. The ranking is 
based on publicly available records from company websites, annual reports, 
shareholder calls, media interviews, NGOs and government documents. The 
analysis includes 260 data points on environmental performance, climate 
change, human rights, employee relations, corporate governance, philanthropy 
and financial performance.
2017 material issues
Since 2006, ExxonMobil has conducted an annual materiality assessment to identify the issues 
that, in the view of the company’s management and its external stakeholders, have the potential 
to significantly affect sustainability performance. For this 2017 Sustainability Report, we evaluated 
key metrics within the sustainability issues for our business and stakeholders using a review of 
IPIECA reporting guidance, feedback from external stakeholders, sessions with ExxonMobil 
business support representatives, a benchmark of peer company reports and a media review.
Safety, health and the workplace
•	
Emergency preparedness and response
•	
Employee benefits and practices
•	
Personnel and process safety
•	
Product safety and responsibility
•	
Product transportation safety
•	
Workforce engagement
•	
Workplace security
•	
Worksite health and wellness
Managing the risks of climate change
•	
Developing technology solutions
•	
Engaging on climate change policy
•	
Mitigating emissions
•	
Providing solutions for customers
Environmental performance
•	
Air emissions
•	
Biodiversity and ecosystem services
•	
Decommissioning and rehabilitation of 
the environment
•	
Environmental compliance
•	
Environmental management approach
•	
Spill performance
•	
Water management 
Community engagement and human rights
•	
Community relations
•	
External stakeholder engagement
•	
Human rights
•	
Indigenous peoples
Local development and supply chain 
management
•	
Local economic growth and 
development
•	
Supply chain management
Corporate governance
•	
Board leadership
•	
Ethics and integrity
•	
Executive compensation and strategic 
advantage
•	
Political advocacy and contributions
•	
Shareholder relations
•	
Transparency
Business operations (included throughout 
report)
•	
Energy future and portfolio 
management
•	
Management systems
•	
Operating in sensitive environments

31
2017 Sustainability Report Highlights
Performance data
We assess our performance at many levels of the organization, from individual operational sites to the business lines, to support continual 
improvement in all areas of sustainability. Starting in 2011, performance data include XTO Energy information. As part of our commitment 
to transparently communicate our performance, in 2014 we started reporting our data over a 10-year period to demonstrate performance 
trends over time. Data included in the performance table is guided by the reporting guidelines and indicators of IPIECA’s Oil and Gas Industry 
Guidance on Voluntary Sustainability Reporting (2015). 
For additional information on our 
sustainability reporting, please see the 
IPIECA/GRI/SDG index.
Performance data table
Safety, health and the workplace*
Fatalities — employees
Fatalities — contractors 
1 Fatal accident rate — total workforce (per 1,000,000 work hours) 
Fatal incident rate — total workforce (per 1,000,000 work hours) 
2 Lost-time incident rate — employees (per 200,000 work hours) 
2 Lost-time incident rate — contractors (per 200,000 work hours) 
2 Lost-time incident rate — total workforce (per 200,000 work hours) 
2 Total recordable incident rate — employees (per 200,000 work hours) 
2 Total recordable incident rate — contractors (per 200,000 work hours)  
2 Total recordable incident rate — total workforce (per 200,000 work hours) 
Process Safety Tier 1 Events (API RP 754 guidance) 
3,4 Number of regular employees at year end, thousands
4 Percent of workforce — outside the United States
4 Percent women — global workforce 
Percent management and professional new hires — women (campus and experienced) 
Percent management and professional new hires — outside the United States (campus and experienced)  
Number of non-unique employee participants in corporate and technical training, thousands 
Total corporate and technical training expenditures, millions of dollars
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
0
5
0.011
0.011
0.054
0.049
0.051
0.37
0.49
0.43
N/A
80
63
25
39
69
48
69
4
4
0.017
0.012
0.043
0.040
0.041
0.32
0.39
0.36
69
81
63
26
38
63
52
71
0
3
0.006
0.006
0.048
0.031
0.038
0.25
0.34
0.30
62
84
60
26
40
70
61
77
0
9
0.017
0.017
0.064
0.086
0.077
0.30
0.41
0.37
70
82
61
26
44
79
65
80
1
4
0.010
0.010
0.043
0.050
0.047
0.25
0.37
0.33
63
77
59
28
39
68
76
88
0
6
0.011
0.009
0.051
0.041
0.044
0.22
0.32
0.29
62
75
59
28
39
66
87
96
0
3
0.006
0.006
0.032
0.030
0.031
0.19
0.29
0.26
65
75
58
28
40
61
79
117
0
2
0.004
0.004
0.044
0.029
0.035
0.21
0.26
0.24
74
73
59
28
41
61
85
124
0
3
0.008
0.008
0.027
0.030
0.029
0.16
0.23
0.20
64
71
59
28
44
74
83
108
0
2
0.005
0.005
0.034
0.026
0.029
0.14
0.22
0.19
63
70
60
28
41
67
98
94

32
2017 Sustainability Report Highlights
Managing the risks of climate change*
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
Performance data
5 Greenhouse gas emissions, absolute (net equity, CO2-equivalent emissions), millions of metric tons
6 Direct (excluding emissions from exported power and heat) 
7 Emissions associated with imported power
CO2 (excluding emissions from exported power and heat)
Methane (CO2-equivalent)
Other gases (CO2-equivalent)
Emissions from exported power and heat
By-region greenhouse gas emissions (net equity, CO2-equivalent emissions), millions of metric tons
Africa/Europe/Middle East
Americas
Asia Pacific
By-division greenhouse gas emissions (net equity, CO2-equivalent emissions), millions of metric tons
Upstream
Downstream
Chemical
5 Greenhouse gas emissions, normalized (net equity, CO2-equivalent emissions), metric tons per 100 metric tons of 
throughput or production
Upstream
Downstream
Chemical
Energy use (billion gigajoules)
Upstream (gigajoules per metric tons production)
Refining (gigajoules per metric tons throughput)
Chemical (gigajoules per metric tons product)
Hydrocarbon flaring (worldwide activities), millions of metric tons
8 Cogeneration capacity in which we have interest, gigawatts
126
117
9
122
3
1
13
45
62
19
49
57
20
 
21.0
21.0
59.8
1.5
1.7
3.0
10.1
5.7
4.6
123
114
9
119
3
1
14
43
62
18
47
56
20
 
20.1
21.0
60.7
1.5
1.9
3.0
9.8
4.4
4.9
126
117
9
122
3
1
13
45
64
17
50
55
21
 
20.5
20.8
57.9
1.5
2.0
3.0
9.5
3.6
4.9
128
119
9
124
3
1
15
45
66
17
54
54
20
 
20.7
20.0
57.2
1.5
2.0
3.0
11.4
4.0
5.0
126
118
8
120
5
1
15
44
68
14
56
51
19
 
22.3
19.6
56.3
1.5
2.0
3.0
12.0
3.5
5.2
127
119
8
119
7
1
16
44
70
13
58
49
20
 
23.2
19.7
57.0
1.4
2.1
3.0
10.9
3.7
5.3
123
115
8
116
6
1
7
43
66
14
56
47
20
 
23.9
19.2
53.4
1.4
2.3
2.9
10.7
4.5
5.5
122
114
8
115
6
1
4
44
65
13
56
45
21
 
23.9
18.9
53.6
1.5
2.4
2.9
10.9
5.3
5.5
123
115
8
116
7
<1
3
44
63
16
57
45
21
 
24.3
19.5
52.2
1.5
2.4
3.0
10.6
5.0
5.3
122
114
8
115
7
<1
3
43
63
16
58
43
21
 
24.6
18.6
53.3
1.5
2.5
2.9
10.5
3.8
5.4

33
2017 Sustainability Report Highlights
Environmental performance*
Performance data
8 Number of acres of managed wildlife habitat
Freshwater withdrawn, millions of cubic meters
Freshwater consumption, millions of cubic meters
Freshwater intensity, metric tons of water consumed per metric tons of throughput or production
Upstream
Downstream
Chemical
Marine vessel spills (owned and long-term leased), number of hydrocarbon spills > 1 barrel 
Spills (not from marine vessels), number of oil, chemical and drilling fluid spills > 1 barrel
Hydrocarbons spilled (oil spilled), thousands of barrels
Other spills, thousands of barrels
Controlled hydrocarbon discharges to water, thousands of metric tons
Upstream
Downstream
Sulfur dioxide (SO2) emitted, millions of metric tons
Nitrogen oxides (NOx) emitted, millions of metric tons
Volatile organic compounds (VOCs) emitted, millions of metric tons
Environmental expenditures, billions of dollars
Total dollars spent on environmental penalties, fines and settlements, billions of dollars
Total hazardous waste disposed from remediation, millions of metric tons
9 Total hazardous waste disposed from operations, millions of metric tons
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
370
N/A
350
 
0.1
0.9
2.6
0
211
20.3
0.4
1.8
1.3
0.5
0.19
0.15
0.20
5.2
0.011
0.2
0.4
380
N/A
340
 
0.1
0.9
2.5
0
242
17.4
0.5
1.4
1.1
0.3
0.16
0.13
0.18
5.1
0.002
1.2
0.8
6,400
N/A
330
 
0.1
0.9
2.4
0
210
7.7
40.4
1.3
1.1
0.2
0.14
0.12
0.18
4.5
0.011
0.6
1.3
6,900
540
370
 
0.3
0.9
2.6
0
484
17.8
2.0
1.3
1.1
0.2
0.13
0.15
0.18
4.9
0.003
1.3
1.9
7,000
520
330
 
0.3
0.8
2.4
0
356
8.5
1.6
1.2
1.0
0.2
0.13
0.14
0.15
5.5
0.004
1.7
2.0
7,000
420
280
 
0.2
0.7
2.0
0
331
9.3
0.9
1.1
1.0
0.1
0.12
0.14
0.15
6.0
0.002
1.1
0.3
7,200
420
270
 
0.2
0.7
1.8
0
334
9.1
4.1
1.3
1.2
0.1
0.10
0.14
0.16
6.2
0.018
1.0
0.3
7,100
450
300
0.4
0.7
1.8
0
319
10.8
0.4
1.1
1.0
0.1
0.11
0.14
0.16
5.7
0.015
1.4
0.2
7,200
440
290
0.3
0.8
1.7
0
220
4.7
3.7
1.1
1.0
0.1
0.11
0.13
0.15
4.9
0.006
1.4
0.1
7,200
450
300
0.4
0.8
1.7
0
205
6.9
1.8
1.7
1.6
0.1
0.10
0.13
0.14
4.7
0.001
1.5
0.2
Community engagement and human rights
10 Community investments, millions of dollars
United States
Rest of world
225.2
144.6
80.6
235.0
143.0
92.0
237.1
154.8
82.3
278.4
161.3
117.1
255.6
156.5
99.1
269.5
156.3
113.2
279.5
150.2
129.3
272.3
145.5
126.8
241.5
131.1
110.4
204.0
125.3
78.7

34
2017 Sustainability Report Highlights
Performance data
Local development and supply chain management
11 ExxonMobil spending with U.S. diverse suppliers, millions of dollars
1 Workforce includes employees and contractors. Accidents or incidents include both injuries and illnesses. From 2008 
through 2017 all fatalities were injury-related.
2 Incidents include injuries and illnesses. Safety data are based on information at the time of publication. Workforce 
includes employees and contractors.
3 Reduction from 2011 primarily due to divestment and restructuring activity in the Downstream business.
4 Regular employees are defined as active executive, management, professional, technical and wage employees who work 
full-time or part-time for ExxonMobil and are covered by ExxonMobil’s benefit plans and programs. Employees at our 
company-operated retail stores are not included.
5 The net equity greenhouse gas emissions metric was introduced in 2011 as a replacement for the direct equity 
greenhouse gas metric. Information has been restated back to 2005 according to the new metric. The net equity 
greenhouse gas metric includes direct and imported greenhouse gas emissions and excludes emissions from exports 
(including Hong Kong Power through mid-2014). ExxonMobil reports greenhouse gas emissions on a net equity basis for 
all our business operations, reflecting our percent ownership in an asset.
6 The addition of direct emissions and emissions associated with exported power and heat is equivalent to World 
Resources Institute (WRI) Scope 1.
7 These emissions are equivalent to WRI Scope 2.
8 Cumulative figure.
9 The value for hazardous waste from ongoing operations includes produced water classified as hazardous waste by one 
local authority, which is approximately 70 to 95 percent of the reported figure in 2008-2012.
10 Total contributions include ExxonMobil corporate and foundation donations, and employee and retiree giving through 
ExxonMobil’s matching gift, disaster relief and employee giving programs.
11 Beginning in 2015, our spending encompassed an expanded set of diverse classifications that includes: minority-
owned businesses, women-owned businesses, small business-owned, lesbian-, gay-, bisexual- and transgender-owned 
businesses, veteran-owned businesses, service-disabled veteran-owned businesses and businesses owned by peoples 
with disabilities. Prior to 2014, spending included minority- and women-owned businesses.
12 In countries where ExxonMobil has an Upstream business presence.
* Some uncertainty exists in performance data, depending on measurement methods. Data in the report and 
performance data table represent best available information at the time of publication. Performance data are reported 
for our affiliates and those operations under direct ExxonMobil management and operational control. Includes XTO 
Energy performance beginning in 2011. N/A is used to indicate that data are not available. 
Notes on performance table:
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
615
887
841
1,068
1,001
1,024
1,108
1,064
1,442
1,902
Corporate governance
12 Number of Extractive Industries Transparency Initiative (EITI) participating countries
Percent of shares represented at Corporation’s Annual Meeting
Corporate political contributions — U.S. state campaigns and national 527s, millions of dollars
8
84.8
0.45
8
82.9
0.49
7
80.7
1.10
7
81.9
0.51
7
83.0
1.03
9
82.3
0.70
10
82.9
1.17
11
83.9
0.58
15
85.1
0.52
18
85.7
0.51

Exxon Mobil Corporation
Corporate Headquarters
5959 Las Colinas Blvd.
Irving, Texas 75039-2298
exxonmobil.com
Explore our complete 2017 Sustainability Report at
exxonmobil.com/sustainabilityreport
On the cover
ExxonMobil scientist Kelsey McNeely researching 
algae strains.