Integrating sustainability into what we do

How we achieve our strategic priorities is as important as the results. Our directors, officers, and employees are expected to observe the highest standards of integrity.

We are ExxonMobil leadership culture

The strength of our culture is foundational to our success. The We are ExxonMobil culture framework encompasses our core values and leadership expectations. This framework also outlines key behavioral skills that apply to all employees.

Our culture is built on a strong focus on leadership and key talent systems, including performance assessments, on-the-job experience, and formal training. Through our collaboration with the University of North Carolina, our leadership programs are designed to help our leaders connect We are ExxonMobil with our strategic priorities and unlock the collective potential of our employees. More than 1,700 leaders attended these training programs offered at locations around the world in 2025. 

ExxonMobil’s core values

Integrity is first among our core values for a reason. It underpins our dedication to uphold high ethical standards and to do what’s right in all aspects of our business.

We encourage employees and contractors to ask questions and voice concerns, and we insist that alleged violations of company policies be reported. Our open-door communication procedures provide formal and informal mechanisms for employee feedback, including both a mailing address and 24-hour hotline for anonymous reports, among other options. Maintaining confidentiality to the extent possible is critical, and we have protections in place to prevent retaliation. In addition, our annual year-end supplier expectations letter provides mechanisms, including phone numbers by region, for feedback from suppliers.

A quarterly summary of reports of suspected violations of the Company’s policies is provided to the Board’s Audit Committee. This committee consists of five independent (i.e., non-employee) directors who help the Board in overseeing financial reporting, accounting, and internal controls. This includes legal and regulatory compliance, as well as compliance with company policy. Confirmed violations can lead to disciplinary actions, up to and including termination.

Regular internal audits and self-assessments help us verify the strength of our control systems and adherence to our Standards of Business Conduct. Our team of internal auditors has access to all operations, records, personnel, and properties. They review our activities and processes on an ongoing basis, and suspected noncompliance is investigated.

Our Standards of Business Conduct

Our Standards of Business Conduct include what we call “foundation policies” defining the basis of our conduct worldwide. The Board of Directors has adopted and oversees the administration of the Standards, and no one at ExxonMobil can make exceptions or grant waivers to these policies.

Our foundation policies cover aspects of the environment, health, safety, product safety, customer relations, equal employment opportunity, harassment in the workplace, and more. They also define ethical conduct for our company, which includes our values on important matters like human rights, labor, the environment, and anti-corruption.

Our Standards of Business Conduct are a key part of onboarding new employees, and they are reinforced with employees annually. Wholly owned and majority-owned subsidiaries of Exxon Mobil Corporation generally adopt policies similar to our corporate Standards.

Our directors, officers, and employees are required to review these policies annually and apply them in their work. Employees are regularly required to complete business practices training. And, of course, we require all employees, officers, directors, and those working on our behalf to comply with all applicable laws.

Employees in relevant job functions receive training on antitrust, anti-corruption, and trade laws (including anti-boycott, trade sanctions, and export controls topics) on an annual or biennial basis. ExxonMobil-specific and other relevant training is shared with contractors if required to perform contracted services. In 2025, more than 18,000 employees and contractors participated in relevant training. 

Our Sustainability organization

Our Sustainability organization touches every part of ExxonMobil, making use of our scale, capabilities, and the synergies between our business lines. A member of the Exxon Mobil Corporation Management Committee provides functional guidance to the Sustainability Vice President. This role is responsible for driving our Protect Tomorrow. Today. guiding principle in our operations.

This includes:

• Working with our Corporate Strategic Planning organization and the business lines to identify opportunities.
• Integrating opportunities into our plans and operations.
• Stewarding sustainability topics with our Chairman and the Management Committee at least once per quarter.

The Sustainability organization manages the environmental management system and sustainability focus areas. This centralized organization drives our sustainability efforts and initiatives, guides our value chains, and supports execution excellence across our sustainability focus areas. Experts within the team work with others across the company to seek out opportunities for continuous improvement.

Our sustainability focus areas

Our 14 Sustainability Focus Areas were developed by analyzing our environmental and social impacts, business strategies, current events, and internal and external stakeholders’ priorities. We believe these focus areas are the most relevant to our company and important to society. We develop strategies, allocate resources, and execute plans to address risks and opportunities within each of them.

Topic selection process

We conduct regular assessments to identify sustainability-related topics of interest to stakeholders and to enhance our understanding of current events and evolving business priorities. The findings help inform the development of our Sustainability Report.

In 2024, we engaged a third party to refresh our topic selection in line with the Sustainability Reporting Guidance for the Oil and Gas Industry (4th edition, 2020, revised February 2023) developed by Ipieca, the American Petroleum Institute, and the International Association of Oil & Gas Producers, reaffirming the importance of the topics discussed in this report.

In 2025, Ipieca published a new edition.¹ It describes important topics as those that, in the view of a company’s management and external parties, have the potential to significantly affect a company’s sustainability performance and stakeholder awareness, assessments, or decisions.²

To select our topics, we also analyze peer and industry reporting, regulations, and media to gain data-driven insights into strategic, regulatory, and reputational risks and opportunities.

Inputs include:

• Peer benchmarking.
• Review of leading sustainability frameworks.
• Regulatory guidance.
• Third-party research.
• Internal and external stakeholder engagement.

Our Sustainability leadership reviews and validates the results of this topic selection process.

Communicating our performance

Performance data

Our metrics are informed by the Ipieca, the American Petroleum Institute (API), and the International Association of Oil & Gas Producers (IOGP) Sustainability Reporting Guidance for the Oil and Gas Industry (5th edition, 2025).

Our Content Index lists indicators from this guidance covered in our Sustainability Report. 

Our Publications

In addition to our Sustainability Report, we publish comprehensive reports to provide insight into how we create value through our integrated businesses and how we manage associated risks, opportunities, and impacts.

Our reports

• Global Outlook
• Investing in People
• Advancing Climate Solutions
• Worldwide Giving Report
• Annual Report
• Advocacy Report

Our systems, expectations, and standards

We have built an organizational and governance structure around our focus areas to ensure top-to-bottom and bottom-to-top alignment. Our objectives and strategies ensure a consistent approach across the company, while empowering our business lines to take action and advance our sustainability priorities.

Our Environment Policy is part of our Standards of Business Conduct. It details our commitment to continuous efforts to improve environmental performance throughout our operations.

Across our global operations, we apply rigorous management systems to identify, track, and report performance metrics. These systems help us comply with applicable laws and regulations and provide a framework for maintaining high standards, even where laws or regulations don’t exist.

Our Operations Integrity Management System (OIMS) establishes expectations, protocols, and guidance that apply across all our operations to address risks inherent to our business, including environmental risks.

Each element of OIMS contains overarching objectives, specific expectations, and detailed processes for implementation. The OIMS framework is applied across ExxonMobil, and we monitor the performance of our operated and non-operated assets (e.g., joint ventures) against OIMS expectations.

Using OIMS to manage environmental performance and compliance

We use OIMS to bring our Environment Policy to life, from identifying risks to assessing effectiveness.

OIMS meets International Organization for Standardization (ISO) 14001 standards for environmental management systems (certified by Lloyd’s Register Quality Assurance) and the requirements of American Chemistry Council Responsible Care®. Across our global lubricants operations network, 19 of the 20 plants are ISO 14001- certified, with the newest facility in India scheduled to be assessed.

Excellence in project execution is built on deep insight into the unique traits of the areas where we operate. It requires clear standards and an understanding of the potential impacts of the work we do.

Environmental Planning

Environmental Planning is an annual process that reviews key environmental priorities, develops strategies to meet environmental objectives, and integrates those strategies into company plans. It helps balance economic growth, societal development, and environmental performance.

As we plan major capital projects, our Project Environmental Standards (PES) set the minimum environmental and socioeconomic requirements we follow, even where regulations fall short. Originating from standards created for our upstream projects, PES were formalized for all business lines in 2010 and harmonized company‑wide in 2021. We continue to update them as needed.

We offer training on these processes and other environmental and socioeconomic topics to employees as part of our ongoing development efforts. Employees have completed more than 14,000 of these courses since 2022.

Other procedures, practices, and systems

Across the company, we have a number of other systems and procedures to help us identify and manage risk – often tailored to specific parts of our business. Some key examples include:

• ExxonMobil Capital Projects Management System (EMCAPS): EMCAPS provides a framework for project development and execution and helps account for environmental and socioeconomic concerns, as well as regulatory requirements.
• Environmental Data Management System (EDMS): The EDMS is used to collect, collate, and consolidate site-level data at the corporate level to help manage environmental performance indicators globally.
• Personnel Safety Management System (PSMS): PSMS is a tool designed to consistently deliver “safety in the moment” by enabling effective management of safeguards before and during higher-risk work.
• Product Stewardship Information Management System (PSIMS): This system applies common global processes and a global computer system to capture and communicate information on the safe handling, transport, use, and disposal of our products.
• Controls Integrity Management System (CIMS): The CIMS is used to assess and measure financial control risks, identify mitigation procedures, monitor compliance with standards, and report results– an important validation of OIMS’ work.
• Global Energy Management System: This system identifies opportunities to improve energy efficiency and reduce greenhouse gas emissions intensity in downstream and chemical operations.
• IMPACT: This corporate-wide database captures and analyzes safety and environmental data on incidents, near-misses, observations, assessment findings, lessons learned, and follow-up activities.
• Business Continuity Plans (BCPs): We manage business continuity as a key component of OIMS and our controls to prepare us if an incident were to occur. Our BCPs include a suite of enablers that we can activate as needed.
• National Content Guidelines, Strategies, and Best Practices: This document outlines the key elements of our national content strategy and plan, models, and tools for the successful development of national content, as well as roles and responsibilities at the corporate, country, and project levels.
• Technology Management System: This system includes processes for technology investments that follow a gated management system from early technical innovation to final deployment.
• Cyber Business Continuity Plans: As part of our cybersecurity program, cyber BCPs provide a basis for cyber resiliency and incident response across the company. Our Form 10-K filing provides details about the management and scope of our cybersecurity program.
• Data protection and privacy: We maintain comprehensive programs to protect personal data. We handle personal information in line with applicable laws, guided by a data privacy code of conduct and common principles (e.g., purpose limitation, transparency, data security, accuracy, and data minimization).

More information

• Management systems, standards and controls

Responsible AI Principles

We have a history of leveraging technology to drive business value. We consider potential security and safety risks of new and developing technologies.

The power of artificial intelligence (AI) technology, for example, can expand the capabilities of our workforce. AI has the potential to empower our employees to leverage their skills and, in doing so, boost operational efficiency and enhance our business capabilities.

To bring AI-enabled solutions to our business at scale we:

• Test reliability, security, and performance.
• Develop tools and best practices.
• Gain exposure to emerging technologies and suppliers.
• Develop guardrails and our AI strategy for adoption at scale.

Our strategy brings our efforts together in a single ecosystem to help scale AI technology across the organization. Our strategy is built on six elements:

• Business-led: Reimagine our business functions and deliver outstanding customer experiences at lower costs.
• Talent: Equip people with AI skills and capabilities to envision and execute innovation.
• Operating model: Develop synergies as we find uses for AI across the company at pace and scale, while reducing costs.
• Technology: Provide the right tools and technology to address business needs and opportunities.
• Data: Continuously improve the quality and availability of our data to provide relevant insights and enhance decision making.
• Responsible AI: Based on industry standards like the NIST AI Risk Management Framework, our Responsible AI Principles guide our efforts in aspects related to safety, security, fairness, and privacy.

Supporting the United Nations Sustainable Development Goals

The United Nations has adopted the Sustainable Development Goals (SDGs) to achieve progress on global economic, social, and environmental challenges. The goals are directed at governments, but the private sector and civil society play an important role in supporting national plans. We support governments’ efforts to meet the SDGs.

For example, our corporate strategy directly supports progress toward SDG 7, “Affordable and Clean Energy.” To meet the U.N.’s goal to “end poverty in all its forms everywhere,” providing for basic energy needs is a must. As described in our Global Outlook, about 4 billion people – half the world’s population – lack access to the energy needed for housing, infrastructure, jobs, and other basic human needs. Our analysis estimates that the most basic living standards require a person to use at least 50 million British thermal units (MMBtu) per year. To put that in perspective, people in developed countries around the world use more than three times that amount – about 160 MMBtu per person. With 50 MMBtu per capita, a country can:

• Provide universal access to electricity.
• Eliminate abject poverty.
• Provide universal access to clean cooking fuels. 

As we continue to help supply the energy products the world needs, we also support progress toward SDG 13, “Climate Action.” Reducing greenhouse gas emissions is the other half of our “and” equation. We’re pursuing approximately $20 billion of lower-emission investments between 2025 and 2030.³ Pacing of these opportunities will continue to be contingent on the development of supportive policy and broader market formation, balancing risks and opportunities to ensure strong returns and delivery of shareholder value.

This investment also supports our 2030 greenhouse gas emission-reduction plans. We have achieved and beat our plans for reducing GHG and flaring intensity and expect to reach our planned 2030 methane intensity reductions in 2026.⁴

ExxonMobil Product Solutions supports progress toward SDG 12, ”Responsible Consumption and Production,” by providing the plastics that make modern life possible. Our customers use our materials for applications in healthcare and medical equipment, agriculture, food and beverage, and other critical areas. We are advancing infrastructure and technology for collecting, sorting, and processing discarded plastics. Our third advanced recycling unit at our facility in Baytown, Texas, is now operational, increasing our capacity to process up to 250 million pounds of plastic waste annually. Advanced recycling allows for a substantially broader range of plastic waste to be recycled into high-value raw materials versus conventional recycling.

Throughout this report we highlight relevant U.N. SDGs for the topics discussed.

Engaging with shareholders

Ongoing engagement with our shareholders is vitally important as we seek to understand their wide range of perspectives and keep them informed about our business. We engage with shareholders and their representatives on a range of issues throughout the year.

In addition, the Nominating and Governance Committee has procedures for shareholders and others to reach out to Board members. Individuals can email our non-employee directors through our website. All communications are recorded by an assistant secretary or designated staff member and forwarded to the appropriate director or directors, or otherwise handled as the Committee directs.

Our engagements can often address areas of interest without the need for formal shareholder proposals. Each year, shareholders or their proxies submit proposals as allowed by SEC Rule 14a-8. Company management and the Board consider each proposal, and the company seeks a dialogue with the proposal sponsor.

At the 2025 annual meeting, shareholders owning more than 3.6 billion outstanding shares, or approximately 84%, were represented. In 2025, the shareholder vote aligned with the Board’s recommendations on all items. More information on the voting outcomes can be found in the 2025 proxy voting results.

Corporate governance
2025 Proxy Statement
2025 Proxy Results

Engaging with governments

Policy decisions made at all levels of government can affect our operations, now and in the future. We actively participate in discussions around the world to support policies that promote economic growth, stable investment for long-term business viability, energy security, and the development and acceleration of lower-emission solutions.

We focus on rational and constructive policy that reflects the “and” equation – growing the supply of affordable and reliable energy products that improve living standards around the world and supporting scalable development and deployment of lower- and zero-greenhouse gas emission technologies.

Such policies can further encourage investments in lower-emission technologies to advance an energy transition at the lowest cost to society.

ExxonMobil’s positions on climate, including its 2030 greenhouse gas emission-reduction plans,⁵ are available on our website and in our Advancing Climate Solutions report, along with our annual proxy statement, press releases, and the Exxchange, our online advocacy hub. Our lobbying and political contributions are aligned with these positions.

Positions and principles
Advocacy Report
Advancing Climate Solutions
2026 Proxy Statement
Press releases
Exxchange 
Political contributions

Transparency in payments to governments 

We believe that disclosing relevant payments to governments is an important tool to reduce corruption, improve government accountability, and promote greater economic stability worldwide. We consider the most successful transparency initiatives to be 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.
• Do not violate host government laws or contractual obligations.

ExxonMobil is a founding member of Extractive Industries Transparency Initiative (EITI), a global organization that promotes the accountable management of oil, natural gas, and mineral resources. We share EITI’s view that fiscal transparency helps citizens hold their government leaders accountable and combat corruption. This idea squarely aligns with our values, and it’s important for good resource governance. Every year, an ExxonMobil representative serves on the EITI board as either a primary or alternate member, and we actively participate at the EITI secretariat and country levels. Companies and governments participating in EITI report payments and revenues, which enables EITI to reconcile any differences between the totals and publish validated total government revenues. ExxonMobil reports project-level data regarding our payments to governments or their agents where applicable in EITI implementing countries, specifically where we conduct upstream operations.

Our approach to tax

FOOTNOTES:

1. https://www.ipieca.org
2. Sustainability Reporting Guidance for the Oil and Gas Industry (5th edition, 2025) developed by Ipieca, the American Petroleum Institute, and the International Association of Oil & Gas Producers.
3. Lower emissions investments include cash capex attributable to carbon capture and storage, hydrogen, lithium, biofuels, Proxxima^_TM systems, carbon materials, and activities to lower ExxonMobil’s emissions and/or third party emissions. Source: 2025 Corporate Plan Update. 
4. Middle East and related disruptions to throughput may affect progress of our planned methane-intensity reductions in 2026; however, ExxonMobil’s 2030 methane-intensity reduction plan remains unchanged. Intensity is calculated as emissions per metric ton of throughput/production. ExxonMobil 2030 GHG emission-reduction plans are intensity-based and for Scope 1 and 2 greenhouse gas emissions from operated assets compared to 2016 levels. For more information, see our Advancing Climate Solutions report.
5. ExxonMobil 2030 GHG emission-reduction plans are intensity-based and for Scope 1 and 2 greenhouse gas emissions from operated assets compared to 2016 levels. For more information, see our Advancing Climate Solutions report.