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• April 30, 2025Supporting a just transition
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• April 30, 2025Navigate to:
Our company has been in a continuous state of evolution and transition since it was founded.
Having a workforce capable of developing and leading new businesses to meet society’s evolving needs is how we have prospered for more than 140 years.
Our approach
Where there is energy poverty, there is poverty. To be just, any approach to an energy transition must address society’s need for energy.
Guided by principles supporting a just transition, like those of Ipieca and the International Labour Organization, ExxonMobil aims to:
- Respect human rights in our operations.
- Create value for customers, partners, and communities.
- Provide employees with unrivaled opportunities for growth with impactful work.
- Manage environmental and socioeconomic impacts throughout asset lifecycles.
- Engage with employees and communities in efforts to improve quality of life and foster mutual understanding and trust.
Positioned to lead in an energy transition
Sustained emissions reductions require a thoughtful and comprehensive approach. One that:
- Balances benefits and costs.
- Is sensitive to society’s needs.
- Avoids economic hardship, market disruptions, and energy and product shortages.
Accomplishing this and moving society toward a net-zero future will require unprecedented collaboration at scale. As we work to Protect Tomorrow. Today., we consider the impact on workers, communities, supply chains, consumers, and broader economic development.
Our Global Outlook estimates that more than 4 billion people still lack access to reliable energy for housing, infrastructure, jobs, and mobility. Providing for these basic energy needs is a must to meet the United Nations’ goal to “end poverty in all its forms everywhere.” And as a society, it's our challenge to meet these needs while reducing emissions globally and managing the impacts of these actions on people.
Our culture of innovation and many decades of experience, enhanced through continuous training, are important competitive advantages. The integration of our business, and the flexibility it gives us to pursue new technologies and markets, is another.
In this regard, we have always been engaged in what is now referred to as a “just transition.” Our employees are well positioned to play meaningful roles in a traditional energy business that will be vital for decades to come AND play an equally important role in the lower carbon emissions portfolio we are hard at work building.
In many cases, the “transition” is minimal, such as moving from conventional fuels to biofuels. In others, we use our capabilities to innovate new processes, like drilling for lithium using our experience with oil or natural gas. In areas like carbon capture and storage, we are expanding efforts we’ve been working on for more than 40 years and supporting a larger workforce as this part of our business grows.
Our commitment to our employees and the communities in which we live and work has been on display since the 19th century – proving to our employees and their friends, families, and neighbors that we care about them, value the work they do, and are committed to developing them for the duration of their careers. At ExxonMobil, that is good business, and the just thing to do.
Applying our approach
Informed by relevant, globally recognized principles, such as those of the International Labour Organization, that support a “just transition,” we’re working to provide energy and products people need, lead in reducing our own and others’ greenhouse gas emissions, and deliver on our strategic objectives.
We operate facilities and market products across the globe. Our standards, systems, processes and programs help us to understand and manage risks and opportunities within the unique context of each location, from developing economies focused on energy security to communities with established workforces seeking new opportunities.
We invest in and support employees for the long-term. We also work to contribute to the progress and prosperity of our communities. Our work to build and maintain supply chains in the places we operate is one example. We regularly engage and collaborate with industry, communities, employees, educational institutions, governments, businesses, and NGOs to support these objectives.
In our Low Carbon Solutions business and across the company, we apply our integrated environmental and socioeconomic management approach. This supports our efforts to proactively identify and address potential socioeconomic risks and opportunities. We update our assessments and management plans as needed to reflect changes to our operations or characteristics of a community.
Our employees
Many of the capabilities and skills of today’s workforce are critical for an energy transition. In fact, our work to reduce emissions is largely grounded in the transferable skillsets already present in our traditional businesses.
“Meaningful development” is one of our five strategic priorities. We have a proven, long-term commitment to developing employees – our career-oriented as for our career employees. We are proud of this commitment and are determined to maintain it.
In 2022, we reorganized around three integrated core businesses: Upstream, Product Solutions, and Low Carbon Solutions. This structure provides employees with greater access to growth opportunities, broadening their experiences and capabilities for future roles.
Our Low Carbon Solutions business includes employees with decades of experience at our company or elsewhere in the oil and natural gas industry, as well as functional experts who bring outside-in thinking. New employees are offered onboarding and technical training, and leaders within the business line host regular sessions open to all employees designed to increase awareness of objectives and performance, provide expertise on variety of topics related to the business, and seek feedback from the broader workforce.
Our unique, career-oriented approach results in many employees moving to new roles about every three years. In 2024 around 12,000 employees took on new roles, gaining new skills and capabilities, often in different regions or parts of our business.
Our approach includes the ways we support employees when we acquire, divest or convert an asset, for any reason. Some recent examples:
- When we sold our refinery in Billings, Montana, all of the ~300 employees were offered jobs with the buyer.
- When the Altona refinery was converted to a fuel import and storage facility, employees were offered new roles or support services if exiting the company.
In 2024, our company-wide survey continued to demonstrate employee engagement and pride in being part of ExxonMobil, as well as employee understanding of our purpose and strategy, our progress in fostering a productive and inclusive environment, and our efforts to strengthen our culture. Additional information on our programs can be found in our annual Investing in People report.
SPOTLIGHT
Leveraging core capabilities for hydrogen
At our plant in Baytown, Texas, we’re investing in virtually carbon-free hydrogen (with approximately 98% of the carbon captured and stored).
Tina Joseph, Baytown Hydrogen Project Manager, is a chemical engineer with a wealth of experience in our upstream business. She leads a team developing the front-end engineering design and execution plans for the Baytown Hydrogen plant. Currently under design, the plant could produce up to 1 billion cubic feet of hydrogen per day.
“I am able to leverage my planning and projects skills from prior Upstream roles for this incredible project that will help deliver a low-carbon future. Working at ExxonMobil, I get to work with such high-caliber and driven people on a project of this scale.”
Our communities
We believe that respecting human rights, managing community impacts, and making valued social investments are essential to our business success.
Our operations have the potential to impact communities both positively and negatively. To address this, we regularly engage with a diverse range of stakeholders who are representative of the community to seek out opportunities and address their concerns.
We also identify and consult with potentially disadvantaged communities to understand possible barriers to their active engagement. We work to tailor our engagements to be locally and culturally appropriate, providing accessible and inclusive channels for communication.
Inclusive engagement helps us to be responsive to concerns and opportunities. Where appropriate, we integrate the results into our efforts. We conduct engagements like these throughout the life of our assets. This helps us avoid or reduce risks, enhance benefits, support investments, avoid delays, remedy impacts, and embrace opportunities at the local level.
Additional information can be found in the Managing socioeconomic impacts section of our Sustainability Report.
Our supply chain
We understand the importance of building and maintaining a qualified and competitive supply chain where we operate. As with our workforce, many of the goods and services essential for our business today are the same ones needed in the future.
As part of our supply chain portfolio, we purchase goods and services from local, small, and diverse suppliers and, where appropriate, work to build their capabilities through local programs to increase competition and innovation.
This approach helps to make a positive impact on communities by building long-term, local economic capacity in support of a just energy transition. It also contributes to the objectives of the U.N. Sustainable Development Goals.
Additional information can be found in the Engaging with communities and our supply chain section of our Sustainability Report.
Industry collaboration
We have a long history of collaborating with universities, national laboratories, industries, and companies of all sizes around the world. We continuously seek new opportunities where each participant brings unique skills and capabilities to support the development of current and future workers and suppliers.
Many of our collaborations with universities and others are described in our Advancing Climate Solutions, Sustainability, and Investing in People reports. We also leverage the scale of our industry through participation in trade associations and by expanding high-quality collaborations with local community and technical colleges.
The American Petroleum Institute (API) is an example of an industry association investing in the future of energy by fostering a diverse, inclusive, and resilient workforce. API offers a broad range of training and certifications, and we consult on program designs and curriculum development in support of the current and the next generation of workers.
The Ipieca Just Transition Task Force participated in COP28, convening a discussion on “Business leadership on the Global Stocktake: catalysing investment while prioritising a just transition.” This work builds upon recent work like the task force’s just transition literature review and its statement on accelerating a just transition, which was developed in consultation with member companies and external industry stakeholders.
ExxonMobil chairs the Just Transition Task Force within Ipieca, which is “the global oil and natural gas association for advancing environmental and social performance across the energy transition.” The task force supports the industry’s participation in international collaboration to transition to a lower-carbon world in a way that’s just and fair for workforces, communities, and consumers.
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• April 30, 2025CAUTIONARY STATEMENT RELEVANT TO FORWARD LOOKING INFORMATION FOR THE PURPOSE OF THE “SAFE HARBOR” PROVISIONS OF THE PRIVATE SECURITIES LITIGATION REFORM ACT OF 1995 AND OTHER IMPORTANT LEGAL DISCLAIMERS
Images or statements of future ambitions, aims, aspirations, plans, goals, events, projects, projections, opportunities, expectations, performance, or conditions in the publications, including plans to reduce, abate, avoid or enable avoidance of emissions or reduce emissions intensity, sensitivity analyses, expectations, estimates, the development of future technologies, business plans, and sustainability efforts are dependent on future market factors, such as customer demand, continued technological progress, stable policy support and timely rule-making or continuation of government incentives and funding, and represent forward-looking statements. Similarly, emission-reduction roadmaps to drive toward net zero and similar roadmaps for emerging technologies and markets, and water management roadmaps to reduce freshwater intake and/or manage disposal, are forward-looking statements. These statements are not guarantees of future corporate, market or industry performance or outcomes for ExxonMobil or society and are subject to numerous risks and uncertainties, many of which are beyond our control or are even unknown.
Actual future results, including the achievement of ambitions to reach Scope 1 and 2 net zero from operated assets by 2050, to reach Scope 1 and 2 net zero in heritage Permian Basin unconventional operated assets by 2030, and in Pioneer Permian assets by 2035, to eliminate routine flaring in-line with World Bank Zero Routine Flaring, to reach near zero methane emissions from operated assets and other methane initiatives to meet ExxonMobil’s greenhouse gas emission reduction plans and goals, divestment and start-up plans, and associated project plans as well as technology advances, including in the timing and outcome of projects to capture, transport and store CO2, produce hydrogen and ammonia, produce lower-emission fuels, produce ProxximaTM systems, produce carbon materials, produce lithium, and use plastic waste as feedstock for advanced recycling; future debt levels and credit ratings; business and project plans, timing, costs, capacities and profitability; resource recoveries and production rates; planned Denbury and Pioneer integrated benefits; obtain data on detection, measurement and quantification of emissions including reporting of that data or updates to previous estimates and progress in sustainability focus areas could vary depending on a number of factors, including global or regional changes in oil, gas, petrochemicals, or feedstock prices, differentials, seasonal fluctuations, or other market or economic conditions affecting the oil, gas, and petrochemical industries and the demand for our products; new market products and services; future cash flows; our ability to execute operational objectives on a timely and successful basis; the ability to realize efficiencies within and across our business lines; new or changing government policies for lower carbon and new market investment opportunities, or policies limiting the attractiveness of investments such as European taxes on energy and unequal support for different methods of carbon capture; developments or changes in local, national, or international treaties, laws, regulations, taxes, trade sanctions, trade tariffs, and incentives affecting our business, including those related to greenhouse gas emissions, plastics, carbon storage and carbon costs; timely granting of governmental permits and certifications; uncertain impacts of deregulation on the legal and regulatory environment; evolving reporting standards for these topics and evolving measurement standards for reported data; trade patterns and the development and enforcement of local, national and regional mandates; unforeseen technical or operational difficulties; the outcome of research efforts and future technology developments, including the ability to scale projects and technologies such as electrification of operations, advanced recycling, carbon capture and storage, hydrogen and ammonia production, ProxximaTM systems, carbon materials or direct lithium extraction on a commercially competitive basis; the development and competitiveness of alternative energy and emission reduction technologies; unforeseen technical or operating difficulties, including the need for unplanned maintenance; availability of feedstocks for lower-emission fuels, hydrogen, or advanced recycling; changes in the relative energy mix across activities and geographies; the actions of co-venturers competitors; changes in regional and global economic growth rates and consumer preferences including willingness and ability to pay for reduced emissions products; actions taken by governments and consumers resulting from a pandemic; changes in population growth, economic development or migration patterns; timely completion of construction projects; war, civil unrest, attacks against the Company or industry, and other political or security disturbances, including disruption of land or sea transportation routes; decoupling of economies, realignment of global trade and supply chain networks, and disruptions in military alliances; and other factors discussed here and in Item 1A. 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SUPPLEMENTAL INFORMATION FOR NON-GAAP AND OTHER MEASURES
The Positioned for Growth in a Lower-Emission Future section of the Advancing Climate Solutions Report mentions modeled operating cash flow in comparing different businesses over time in a future scenario. Historic operating cash flow is defined as net income, plus depreciation, depletion and amortization for consolidated and equity companies, plus noncash adjustments related to asset retirement obligations plus proceeds from asset sales. The Company’s long-term portfolio modeling estimates operating cash flow as revenue or margins less cash expenses, taxes and abandonment expenditures plus proceeds from asset sales before portfolio capital expenditures. The Company believes this measure can be helpful in assessing the resiliency of the business to generate cash from different potential future markets. The performance data presented in the Advancing Climate Solutions Report and Sustainability Report, including on emissions, is not financial data and is not GAAP data.