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8/8/2019 News Pub Diversity

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About this PublicAtionDiversity and inclusion are key competitive strengths -- critical to maintaining our position asthe worlds leading energy and petrochemical company.

Through a wide range o programs, activities and investments, we strive to create and maintain

a diverse, representative work orce, guided by the ollowing objectives:- To be recognized as employer o choice by an increasingly diverse work orce;- To achieve a mix o employees with requisite skills culturally refective o the locations where

we operate;- To value diverse backgrounds, skills and abilities, recognizing individual contribution;- And to establish and improve programs, systems and practices that support diversity in our

work orce.

tAblE oF contEnts

1 Me age r m e cEo .............Rex W. Tillerson

2 Ed a a Par er ...............Educational Highlights

3 Re r g ................................. Scholarships, Grants and Internships

Alliances and Partnerships

4 career Deve pme .................Investing in DiversityTechnical TrainingMentoring and Peer SupportEmployee NetworksLeadership and Development

6 capa y b d g.......................Highlights o Organizations Supported by ExxonMobilVolunteerismMinority Entrepeneur DevelopmentGlobal Supplier Diversity

8 G a V , G a Va e.......Global Work orceFocusing on Sakhalin Island (Russia)Our Approach


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MEssAGE FRoM thE cEo

ExxonMobil is truly a global organization, with operations around the world.

Our global reach is evident in more than just our physical locations. Worldwide, ExxonMobilswork orce re ects the local communities in which we operate, giving us a diverse and multi- acet-ed employee base o unique individuals -- each with ideas and perspectives born o their distinctbackgrounds.

That diversity and inclusion o thought, skill, knowledge and culture makes us more competitive,more resilient and better able to navigate the complex and constantly changing global energy

business. Diversity strengthens us by promoting unique viewpoints and challenging each o us,every day, to think beyond our traditional rames o re erence.

To ensure that we continually leverage the strengths o this diverse work orce, we oster a workenvironment that treats all employees with respect, values unique perspectives, encourages indi-vidual growth and achievement, and rewards people based on their per ormance. Wherever wedo business, our objective is to seek out and hire talented, dedicated employees rom all walkso li e and give them the opportunity to learn, grow and succeed.

As you review the ollowing pages, you will see that our diversity and inclusion e orts are com-prehensive. They range rom recruiting and career development to educational partnerships and

supplier diversity initiatives designed to improve the quality o li e where we live and work.

Our record is one o which employees and shareholders can be proud, and we pledge to con-tinue our work to ensure that ExxonMobil remains a global company in every sense o the word.

Rex W. TillersonChairman and CEO

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2

educationalpartners

Today, ExxonMobildoes business in

every corner o theworld. In such anarena, supporting

social progress andhaving a work orce that

is as diverse as our busi-ness are key competitive

advantages.

It is ExxonMobils longstanding belie thateducation is the key to progress, developmentand economic growth, and we are committedto being a responsible partner in the com-munities where we operate. That is why weconsistently target our corporate- unded phi-lanthropy at known barriers to development insuch countries.

To help unlock the ull potential o youngminds, ExxonMobil supports a wide range o education programs around the world. Theprojects address locally identifed areas o sig-nifcant need, are culturally aligned with theirtarget communities and aim to have long-last-ing community benefts.

Ed a a h g gCanadaExxonMobil Canada awarded the Nova ScotiaCommunity College a $1.4 million contractto develop a plat orm operations trainingprogram. Instruction eatures the use o sev-eral advanced computer programs, includingso tware that simulates a virtual compressiondeck. A plat orm process simulator will enablestudents interested in the oil and gas industryto practice system operations.

KazakhstanCollaborating with the U.S. Agency orInternational Development (USAID) and theKazakhstan Loan Fund, ExxonMobil has estab-lished an Enterprise Development Center inAstana. The center, co-housed with a microf-nance organization, provides potential emaleentrepreneurs with strategic counselingservices and training in the areas o fnancial,marketing and human resource management.

Equatorial GuineaExxonMobil unded a UNICEF grant to im-prove water and environmental sanitation inschools in Equatorial Guinea. This project hasconstructed latrines and water wells in pre-schools and primary schools in our districtswith the objective o increasing the retentionrates o students by improving the quality o education and providing healthy and secureschool environments.

United StatesIn 1974, ExxonMobil helped to establishthe National Action Council or Minoritiesin Engineering (NACME), the largest privatesource provider o scholarships to minorityengineering students in the U.S. Through ourcontributions (more than $10 million), NACMEis realizing its goal o increasing the numbero minorities with engineering degrees. Sinceits inception, the number o minority studentsobtaining B.S. engineering degrees annu-ally in the U.S. has increased rom ewer than1,500 to more than 7,000.

Ed a g W me a dG r

ExxonMobils Edu-cating Women and GirlsInitiative ocuses on providingand improving educational and training opportunities or women and girls in developingcountries where ExxonMobil operates.

Research confrms that pro-grams directed toward educat-ing women and girls yield higher rates o return than any other community investment available in the developingworld. As an extension o ExxonMo-bils longstanding support or education, this multi-year ini-tiative commenced with grantsin fve countries, includingChad, Angola, Qatar, Kazakh-stan and Indonesia, plus twoprojects with a global ocus.


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John sAGERe erv r E g eer I am 99 percent as e ective at my job asI would have been be ore my injury, saysJohn Sage. In addition to ulflling his

ExxonMobil engineering assignment building and running computer simula-tions, John fnds time to aid ExxonMobil in our partnership with Career Opportuni-ties or Students with Disabilities (COSD).

recruiting

DR. KEnnEth M. lEE

sy ga Pr e c a E g eer From a high school intern to a strong contributor, Dr. Ken Lee has

truly grown at ExxonMobil. While completing his undergraduatedegree, Ken was also an intern and recipient o an ExxonMobil

scholarship. He went on to complete a doctoral program inengineering at The University o Texas at Austin.

ExxonMobil is an exciting and dynamic place to work. We hire exceptionalpeople and encourage them to think independently, take initiative and beinnovative.

Were about people -- all kinds of people -- and the power of inclusiveness.We cover the globe in search of talented men and women from diverse back-

grounds in order to build a workforce that is as diverse as our customer base.

Universities are our primary source or potential management, pro essional andtechnical employees. ExxonMobil has long-term relationships with hundreds o outstanding colleges and universities throughout the world.

s ar p , Gra a d i er pExxonMobils fnancial aid initiatives and internships play a key role in e ectivediversity recruiting. Through practical work experience, scholarships and univer-sity grants, ExxonMobil strives to identi y the best and brightest students in thetechnical, engineering, science and business felds. In several countries, we link ourinvolvement in education and technology to internships that have the potential to

lead to ull-time employment. ExxonMobil typically sponsors about 750 summerinternships and co-op jobs throughout the world each year. We see this initiative ascentral to our companys health and uture.

A a e a d Par er pA variety o alliances and partnerships help ExxonMobil in our recruiting activities inthe United States. Examples include: American Indian Science & Engineering Society

Career Opportunities for Students with Disabilities

National Association of Colleges and Employers

National Black MBA Association

National Society of Black Engineers

National Society of Hispanic MBAs

Society of Hispanic Professional Engineers

Society of Women Engineers

3


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4

careerdevelopment

Our Global Di- versity Frame-

work is integrat-ed with broaderwork orce plans.

It incorporatesthree interrelated

objectives:

Attract, develop and retain a premier workforce from

the broadest possible pool to meet our business needs worldwide;

Actively foster a productive work envi - ronment where individual and cultural differences are respected and valued,and where all employees are encouraged to contribute fully to the achievement of superior business results;

Identify and develop leadership capabili - ties to excel in a variety of international and cultural environments.

i ve g D ver y

Acquiring and understanding global and culturalknowledge have become increasingly importantor our success in this global environment. Below

are a ew examples o the many tools o ered toour employees to assist in this e ort:

Managing in a Global Organization (MGO) A web-based resource providing a centrallocation to share tools, in ormation, and tips ore ective communication, teambuilding, and toprovide employees an ongoing opportunity tonetwork globally.

GlobeSmart A web-based cultural tool that provides quickand easy access to extensive in ormation onhow to conduct business e ectively in variouscountries around the world.

Working Globally CourseA training session designed to help bridgecultural gaps in global work teams ocusingon e ective cross-cultural communication andcultural awareness.

te a tra gDeveloping the premier work orce in the

petroleum industry is a key aspect o career development at ExxonMobil. TheUpstream Technical Training Center isone o several world class centers thatprovide training and technology trans er.The center is designed to provide a sa e,secure and modern learning environment.

It is a working acility and showcase orExxonMobil training and technology.

tiM Go Ref ery Ma agers ra a Ref ery,ca ada

Tim Go has experienced avariety o leadership develop-ment opportunities that havehelped shape his ExxonMobil career. Since starting at theBaytown Refnery, Tims career has included several interna-tional development assign-ments.

At ExxonMobil, we valuediversity o backgrounds,cultures and career experi-ences, says Tim. Ive seenhow our company encouragesthe sharing o di erent ideasand perspectives across busi-nesses and geographies. Asa result, we are able to draw globally to develop the best practices that underpin our success. Few companies in theworld can o er this type o rewarding experience to their employees.


7/13

ExxonMobils global policies promote diversity and inclusiveness and pro - hibit any form of discrimination or harassment in any company workplace,anywhere around the world. These broad policies encompass all forms of

discrimination including discrimination based on sexual orientation.

Me r g a d Peer s pp rThe dynamic nature o our business environment demands that we quickly engagethe ull capabilities o all our new employees. Providing transition guidance helpsnew hires quickly become profcient contributors. At ExxonMobil, mentoringprograms are designed to achieve that objective and to increase job satis action,sel -esteem and sel -reliance or the new employee. Integration e orts to acceler-ate learning or new employees are critical to our continued success.

Emp yee ne w rkLocal employee networks exist in various locations, particularly where there are

large numbers o ExxonMobil employees. These voluntary, employee-led groupsprovide a positive, in ormal environment to discuss common experiences andenhance business per ormance. These groups o ten sponsor educational and com-munity service programs or interested employees.

leader p a d Deve pmeExxonMobil develops uture leaders on a worldwide basis, drawing upon ourdiverse employee population. This approach demands a strong commitment todevelop our resources through work assignments, on-the-job experience, and o-cused training and education. ExxonMobil sponsors fve core Leadership Develop-ment Training Programs globally.

KAREn M KEEG a V e Pre deAd e i d ry b e

Since starting her career in 1990 asa chemical engineer at the Fawley

chemical manu acturing plant in theUK, Karen has experienced a diverseExxonMobil career. She has held more than 14 varied and interest-ing jobs including a planning role inrefning, acilities planner and regional business analyst in Brussels, and global supply and planning manager in Houston. I I could o er advice toa new employee, I would say to takeadvantage o every opportunity you

can, Karen says. We receive many opportunities here, but it is up to theindividual employee to make surethey do something with it. The rich-

ness to working at ExxonMobil isthe depth o experience around

you. We grow our managers,so each has a great deal o

experience and a variety o perspectives.

Global LeaderForum

Enhancingstrategicexecutive

capability

GlobalOrganization

Leader

SupervisorProgram

Moving fromindividual

contributor tosupervisor

Supervisor

EnterpriseLeadershipProgram

Transitioningfrom local tointernational

focus

UnitTeam

Leader

GeneralLeadership

ProgramCreating

functionaland business

unit leadershipskills

BusinessTeam

Leader

AdvancedLeadership

Program

Transformingproven lead-

ers into globalexecutives

GlobalTeam

Leader

Employee

5

ExxonMobilleadershipdevelopmenttraining


8/13

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6

capacitybuilding

Capacity build-ing re ers to the

promotion o theskills, knowledgeand experience

o local citizensoutside the company

who can contribute tothe independent economic

development o the societiesin which we operate. ExxonMobil believes instrengthening and assisting economic growthby means o investment, employment, educa-tion, trans er o knowledge and skills and thepurchase o local goods and services.

h g g orga zas pp r ed y Exx MAngolaEsso Angola sponsors the Center or Enter-prise Support, which provides legal and tech-nical advice to local enterprises and osterscontacts or Angolan companies with fnancialinstitutions, investors and technology compa-nies. The center provides private sector de-velopment, job creation, skills and knowledgetrans er to help build indigenous capacity.

V eer mOn any given day, ExxonMobil employeesworldwide are building community centers,caring or orphans and restoring waterways.They are eeding the homeless and helpingthe elderly and the poor. One o the organiza-tions that ExxonMobil employees take part inis Junior Achievement.

Junior Achievement ExxonMobil provides grants to local, regional,national and international Junior Achievement(JA) organizations. JA educates and inspiresyoung people to understand business andeconomics, while preparing them to enter thework orce. In addition, trained ExxonMobilemployee volunteers teach JA Program Mate-rials at schools o their choice.

Ma ay aThe ExxonMobil YoungEntrepreneur program

acilitates educating and inspiring young people tovalue ree enterprise, businessand economics. Studentshave hands-on experience inrunning their own companies,guided by ExxonMobil Malay-sia employees who volunteer as advisors.


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M r y E repre e r Deve pmeHistorically, e orts have been underway that have concentrated on connecting theExxon and Mobil brands with various minority groups. Through involvement withorganizations like the National Association or the Advancement o Colored People(NAACP), League o United Latin American Citizens (LULAC), 100 Black Men o Amer-

ica, and the National Civil Rights Museum via event sponsorships, ExxonMobil FuelsMarketing has ocused on building relationships with A rican American and Hispaniccommunities.

ExxonMobil Fuels Marketing also has a structured e ort in the United States toincrease retailer diversity. This includes two key elements. First, strategic relationshipshave been established with the National Urban League (NUL) and the U.S. HispanicChamber o Commerce (USHCC) to assist ExxonMobil in identi ying minority entre-preneurs. Second, processes have been established or them to become Exxon orMobil retailers.

G a s pp er D ver y

ExxonMobil strives to grow procurement o goods and services rom qualifed, com-petitive local suppliers as a means to strengthen local economies in the communitieswhere we operate. For example, in Sakhalin in 2006, we awarded contracts valued atmore than $400 million to Russian companies supporting our development and pro-duction operations, bringing our total contracting with Russian suppliers over the last10 years (1996-2006) to $3.6 billion.

ExxonMobils U.S. Supplier Diversity program ocuses on growing our business withMinority and Women Business Enterprises (MWBE) based in the United States. In2006, ExxonMobils purchases rom minority and woman-owned businesses exceeded$590 million. ExxonMobil was recognized in 2006 by the Womens Business EnterpriseNational Council as one o the top corporations doing business with women-ownedbusinesses in the U.S.

In addition to our purchases rom MWBEs, ExxonMobil provides development andtraining to these businesses. We und scholarships or MWBE business owners to at-tend courses at Northwestern Universitys Kellogg Graduate School o Managementand the University o Virginias Darden School o Business. In recognition o our long-standing commitment to supporting minority and woman-owned businesses, Exxon-Mobil has twice been honored as the U.S. National Minority Supplier Develop-ment Councils Corporation o the Year.

ExxonMobil has also supported the e ort to ex-tend the National Minority Supplier DevelopmentCouncil model outside the U.S. in countriessuch as Canada, the United Kingdomand Brazil.

u.s. s pp er D ver yPa a-i er a e

In the midst o chaos and destructionrom Hurricanes Katrina and Rita,

ExxonMobil was able to rely on our suppliers or critical services. One suchsupplier that aided in the restoration o services to ExxonMobils Gul Coast oil refneries was Pala-Interstate, a BatonRouge-based company specializing inconstruction services.

Pala is a Hispanic-owned business witha 25-year history with ExxonMobil. Aswe began our post-hurricane cleanupe orts, Pala expanded their servicesto provide us with much needed extrasupport, explained Lind Guillot, tank team leader at the Chalmette refn-

ery. A ter Katrina, we were ready torespond immediately to the wide rangeo ExxonMobil needs, said Jorge Tara-

jano, president o Pala-Interstate. Wesupported the company with everything

rom general cleanup to securing stor-age tanks back on to their oundations.

7


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108

global vision,global value

Global WorkforceWe are dedicated

to maximizing thenumber o localemployment op-

portunities whereverwe do business. The

development o a globalwork orce that is repre-

sentative o our geographicpresence promotes work orce

diversity and access to local knowledge, andhelps integrate the Corporation into localitiesaround the world.

ExxonMobil recognizes that investing in localwork orces around the world is essential tothe long-term sustainability o our business.We are particularly ocused on hiring local em-ployees in emerging and developing econo-mies. Local employees are being trained inincreasing numbers or operational and lead-ership roles in both their home countries andaround the world. Talented employees may bedeveloped through assignments throughoutthe Corporations global operations.

Focusing on Sakhalin Island (Russia)O shore Sakhalin Oblast in the Russian FarEast, ExxonMobil subsidiary Exxon Ne tegasLimited (ENL) is developing the Chayvo,Odoptu, and Arkutun-Dagi oil and gas felds

or the Sakhalin-1 consortium.

In Sakhalin, as in every region where we oper-ate, we seek to hire local employees, buildcapacity, and contribute to local economicprogress.

Our ApproachOur technical training programs or suppliersand contractors continue to reach more Sakh-alin residents. Working with the U.S. Agency

or International Development (USAID), wehelped welders improve their skills throughcertifcation classes and granted microfnanceloans to encourage development o small-and medium-sized businesses, improving theoil services sector on Sakhalin.

ENL, along with its partners in the Sakhalin-1Consortium, contributed another $200,000to the loan und o small- and medium-sizedbusinesses in North Sakhalin in 2005, and asecond o fce or the program was opened inOkha. O fcials rom USAID and ENL met withcontractors at Sakhalin-1 project sites in 2005to start bringing together local entrepreneurs,business opportunities, and fnancing or thebeneft o all.

Since 2002, ENL has recruited 110 operationstechnicians and engineers or its production

acilities located either on Sakhalin Island orthe DeKastri terminal on the Russian Federa-tion mainland. Each new employee completesa fve-year training program in preparation ora uture role in operations.


11/13

GEORGINA (GEORGE) McCOWANSubsurface Engineer Subsur ace Engineer George McCowanparticipated in a 10-week youth cultural exchange program in India where she

joined a team o eight young Austra-lians working and living in rural villages.

To ul ll this li elong dream, Georgetook advantage o the ExxonMobil Workplace Flexibility Program, whichallowed her to take a leave o absenceand return to her job when the ex-change program was completed. Thesefexible arrangements are important tools that allow employees to take careo personal needs while retaining their current positions.

Workplace Flexibility and Other Employee ProgramsExxonMobil is committed to being the employer o choice or our diverse group o

highly quali ed employees and recruits while achieving and maintaining the highestlevels o workplace productivity. Workplace fexibility programs are an essential parto that commitment as they help us: Attract and retain the most talented and quali ed people. Address the diverse individual needs and expectations of employees and recruits. Maximize employee productivity.

In ExxonMobils operations around the world, each countrys set o workplace fexibilityprograms is unique due to di erences in legal requirements, in rastructure and culture.Examples o workplace fexibility and other employee programs are listed below.

Flexible Work Arrangements

Programs are available to address needs or fexible work arrangements at variouspoints in a career, with supervisors approval and as business needs allow. Adaptable Work Place Modi ed Work Week Part-Time Regular Extended Part-Time Adjustable Work Hours

Personal TimeTime off with pay for required jury duty, death in immediate family, personal emergen-cies, birth/adoption of a child, a company-initiated relocation, company-sponsoredcommunity service activities and other personal needs.

Leaves of AbsenceIncludes leaves or health/dependent care issues, military service or other personalreasons.

Other Programs Vacation, Vacation Carryover, Vacation Advance and Holidays Product Discount Life Assistance Resources Employee Health Advisory Program Financial Fitness Program Adoption Assistance Educational Refund Program Spousal Relocation Assistance Matching Gifts Programs Volunteer Involvement Program


12/13

globalemployment

We are dedicated to maximizingthe number of local employment opportunitieswherever we do

business. Thedevelopment of aglobal workforcethat is representa-tive of our geographic presence promotesworkforce diversity and access to local knowl-edge, and helps inte-grate the Corporation

into localities around theworld.

At year-end 2006, ExxonMobils worldwide workforce numbered approximately 82,100 total employeesand over 2,900 total management and professional hires (excluding Company Operated Retail Stores).

Region % o Employees by Region % o Hires by Region A rica / Middle East 5.6 6.1

Europe 25.0 17.5Asia / Pacifc 17.6 29.8

USA 37.2 28.1

Canada 8.1 6.7

Latin America 6.5 11.8

TOTAL 100.0 100.0


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Job Categories Total Employment % o Women % o Minorities

O fcials & Managers 6,438 18.5 19.6

Pro essionals 11,160 28.7 20.1

Technicians 2,334 30.9 26.7

Sales Workers 7,101 53.9 65.8

O fce & Clerical 3,477 81.1 42.9

Cra t (skilled) 7,363 6.8 26.1

Operative(semiskilled) 1,104 7.2 32.2

Laborers (unskilled) 68 7.4 4.4

Service Workers 85 23.5 45.9

TOTAL 2006 39,130 31.6 32.2

U.S.employment

The format of the report, employee groupings, and race / ethnicity, categories / designations areprescribed by the U.S. Equal Employment Opportunity Commission.

ExxonMobil continues topursue devel-opment of adiverse and highly talented workforce.To achieve this objec-tive, were focusingour efforts on at-tracting and retainingtop-quality employeesfrom all backgrounds,cultures and parts of the world.

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