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ExxonMobil stakeholders
Governments
Goal: Collaborate with public policy leaders on issues of mutual interest
Example: Oil spill response
In April 2010, the oil spill in the Gulf of Mexico highlighted the importance of effective emergency response practices. ExxonMobil engaged with policymakers and industry leaders to address capabilities in oil spill prevention and emergency response. Through joint industry task forces, congressional briefings, and multiple consultations with the National Commission on the BP Deepwater Horizon Oil Spill and Offshore Drilling and the U.S. Departments of Interior and Energy, we supplied input into the response mechanisms and future policy development.
Communities and NGOs
Goal: Enhance trust and communication through knowledge sharing
Example: Operational transparency through guided tours
The Esso refinery and chemical facility at Fawley is the largest in the United Kingdom. Each year, employees at Fawley volunteer to participate in local community projects. To further engage the community and promote understanding of operations at the facility, guided tours are offered to local residents. Each tour provides visitors with an introductory presentation of Fawley operations, including a detailed overview of safety, in which visitors learn about the site’s safety performance as well as community emergency response procedures. In 2010, more than 500 residents toured the facility, responding positively to seeing firsthand the level of security, environmental controls, and safety procedures implemented at the site.
Shareholders
Goal: Discuss performance and address shareholder concerns
Example: Conducting shareholder meetings
In 2010, we held approximately 35 meetings and teleconferences with institutional investors and socially responsible investors on issues, including oil sands development, shale gas development, and executive compensation. One of our institutional investors, the American Federation of Labor and Congress of Industrial Organizations (AFL-CIO), suggested we adopt principles for climate change action. We conducted several calls with the AFL-CIO and concluded that our approach to climate action is consistent with their principles. The proposal was withdrawn following our agreement to aggregate and post our views and principles to manage long-term risks from climate change in one location on our Web site.
Customers
Goal: Provide trusted, quality products to customers
Example: Packaging optimization
Our lubricants business provides customers with leading-edge technology products. Our synthetic lubricants and greases are used across a wide range of automotive and industrial applications to help extend equipment life and reduce the number of oil changes needed. We continue to work with customers to develop sustainable product solutions. In 2010, we redesigned our U.S. multiquart1 packaging to incorporate sustainability considerations from both our customers’ and ExxonMobil’s standpoints. The new packaging reduces plastic resin consumption by up to 7 percent. The redesigned bottles and cartons also allow more cases per pallet, improving transportation efficiency and optimizing retailers’ shelf-space utilization.
Suppliers
Goal: Train local suppliers to develop a reliable supply chain
Example: Papua New Guinea—local supplier base
In April 2010, the Papua New Guinea project opened a resource center to help local companies strengthen their management skills. More than 4900 Papua New Guinean businesspeople received information about the project and more than 1000 businesses registered with the supplier database. This database provides access to domestic company profiles, business assessment summaries, domestic business-to-business opportunities, and center events. We have allocated more than $1 million to the center to support local supplier registration, assessment, training, and communication events. The project has invested more than $550 million in Papua New Guinean service contracts for the supply of goods and services.
Employees
Goal: Promote a leadership- and safety-based culture
Example: ExxonMobil Australia leadership and safety program
At ExxonMobil, safety is a core value. In 2009, ExxonMobil Australia launched a program to enhance leadership behavior and improve the safety culture at our Gippsland operations. Approximately 95 percent of the workforce responded to a safety culture survey and identified improvement opportunities. In response to feedback, in 2010, the Production Company delivered the ExxonMobil Fundamentals of Safety course to 600 employees and contractors. Participants in this two-and-a- half-day program learned best practices in safety leadership and developed safety improvement plans. Employees who completed the training demonstrated improved behavior and a commitment to positively influence safety.
1One quart is approximately equal to 1 liter.
2Number includes XTO Energy Inc. employees following the June 2010 all-stock transaction with ExxonMobil.
