The document summarizes findings from a 2012 sustainability leadership report regarding ExxonMobil's sustainability performance and perception. It finds that ExxonMobil maintained its "Challenger" status, meaning its real sustainability performance increased more than its perceived performance. While ExxonMobil's real environmental, social, and governance performance all increased significantly year-over-year, keeping pace with industry averages, its perceived performance scores increased as well, though not as much as its real performance. Perception of ExxonMobil's sustainability increased the most among investment professionals compared to other groups.

1. ExxonMobil
Charting a path to sustainability leadership
Presented to Erica Nevas
October 11, 2012

2. Notice
• The data contained in this document are copyrighted materials and are the
property of Brandlogic, Inc. and CRD Analytics.
• These data are adapted from the 2012 Sustainability Leadership Report, which
will be publicly released on October 15, 2012.
• Brandlogic is presenting this information to ExxonMobil in advance of the public
release date to discuss a potential business relationship between the two parties.
• In this regard, all information contained herein and the related discussion of the
report are to be treated as confidential by all recipients.
COPYRIGHT © 2012 BRANDLOGIC, INC. AND CRD ANALYTICS. ALL RIGHTS RESERVED. OCTOBER 11, 2012 1

3. Introduction
ExxonMobil findings for 2012
What ExxonMobil needs to do
Next steps
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4. About us
• The leading independent full-service • Leading provider of sustainability
branding firm, providing research, analytics to the NASDAQ, investment
strategy, design, interactive and professionals and large corporations
communications services
• Provides buy-side investment research
• 35 years in business serving reports on companies, sectors and
primarily Fortune 500 companies industries
• A leader in linking sustainable • Works with mainstream and SRI
business practices to corporate brand investors to screen/create portfolios and
and reputation proprietary index-based products
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5. Authors of the inaugural Sustainability Leadership Report (June 2011)
Press coverage by:
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6. Additional thought leadership from Brandlogic
Leadership articles: Upcoming articles and events:
• The Landscape of Integrated • 2012 Sustainability Leadership
Reporting: Reflections and Next Report at IABC conference in
Steps, Harvard Business School Pittsburgh (October 2012)
(June 2010) • Perception vs. Performance
• Sustainability: It’s the panel at Sustainable Brands
Leadership Frontier, Leadership conference in London
Excellence(January 2012) (November 2012)
• Keys to Sustainability • Sustainability: How Stakeholder
Leadership: Five Best Practices, Perceptions Differ from
Brandlogic(June 2012) Corporate Reality, California
Management Review
(November 2012)
• Three articles in The Conference
Board’s Director Notes
(December 2012 – April 2013)
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7. Five keys to sustainability leadership
• Sustainability is an integral part of business strategy
– Nestle’s “shared value” concept
• Responsibility is taken for the impact of internal operations, and of associated entities such
as supply chain partners
– ABB’s Supplier Code of Conduct
• GRI standards for reporting are implemented, and the issues they highlight are understood
by all stakeholders
– BMW’s top ranking for seven years in the Dow Jones Sustainability Index
• Sustainability is integrated into the brand and client value propositions
– IBM and its Smarter Planet agenda
• Operational initiatives and related communications are focused on carefully selected
themes tied to the core of the business
– Cisco’s focus on education, energy savings and sustainable cities
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8. Introduction
ExxonMobil findings for 2012
What ExxonMobil needs to do
Next steps
COPYRIGHT © 2012 BRANDLOGIC, INC. AND CRD ANALYTICS. ALL RIGHTS RESERVED. OCTOBER 11, 2012 7

9. ExxonMobil has maintained its Challenger status, meaning its reality
score has outpaced its perception score
Sustainability IQ Matrix
Sustainability Reality Sustainability Perception Sustainability
Score (SRS) Score (SPS) IQ Matrix Quadrant
ExxonMobil
2012 59.4 42.05 Challenger
2011 53.4 38.13 Challenger
Change YOY 5.9 3.9
All Companies
2012 51.7 44.4
2011 42.4 47.2
Change YOY 9.3 -2.8
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10. ExxonMobil’s real environmental performance increased significantly,
keeping pace with the average increase in our report
Real Performance
Total ESG (SRS) EPI Score SPI Score GPI Score
ExxonMobil
2012 59.4 40.5 68.5 69.1
2011 53.4 27.8 63.2 69.3
Change YOY 5.9 12.7 5.3 -0.2
All Companies
2012 51.7 44.8 53.8 56.5
2011 42.4 32.7 45.5 48.9
Change YOY 9.3 12.1 8.3 7.6
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11. ExxonMobil perception scores increased in each of the E, S and G
categories
Perceived Performance
All Respondents
Total ESG (SPS) Environmental Social Governance
ExxonMobil
2012 42.05 43.72 41.98 40.52
2011 38.13 37.83 37.47 39.75
Change YOY 3.92 5.89 4.51 0.77
All Companies
2012 44.45 42.30 45.29 44.92
2011 47.21 45.07 48.22 47.31
Change YOY -2.76 -2.77 -2.93 -2.39
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12. ExxonMobil’s perception scores among investment professionals
increased on E, S and G categories
Perceived Performance (continued)
Total ESG (SPS) Environmental Social Governance
Investment Professionals
2012 41.93 41.32 43.40 39.62
2011 33.83 28.80 33.47 39.60
Change YOY 8.1 12.52 9.93 0.02
Purchasing Professionals
2012 48.00 50.18 48.19 45.44
2011 46.92 48.87 46.29 46.23
Change YOY 1.08 1.31 1.9 -0.79
Graduating Students
2012 36.68 39.84 35.05 36.77
2011 33.81 35.52 32.87 33.97
Change YOY 2.87 4.32 2.18 2.8
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13. ExxonMobil’s perceived performance scores in India and China are
generally greater than its scores in the developed world
Perceived Performance (continued)
Total ESG (SPS) Environmental Social Governance
Developed Countries
2012 35.07 35.76 34.63 35.25
2011 30.96 30.46 29.48 34.40
Change YOY 4.11 5.3 5.15 0.85
Newly Developed Countries
2012 57.30 61.11 58.02 52.04
2011 53.17 53.27 54.23 50.96
Change YOY 4.13 7.84 3.79 1.08
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14. Introduction
ExxonMobil findings for 2012
What ExxonMobil needs to do
Next steps
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15. What does this mean for ExxonMobil?
• From 2011 to 2012, ExxonMobil’s real ESG scores increased, but not as much as
the average increase for the 100 companies analyzed
• ExxonMobil’s SPS score increased, bucking the average of the 100 companies
– Investor perceptions of ExxonMobil’s environmental performance have
improved significantly
– Perceptions in India and China remain significantly higher than those in the
developed world
• ExxonMobil needs to redouble its efforts on both the reality and perception sides
if it wants to chart a path to sustainability leadership
– Our proprietary Sustainability Leadership Framework, the only one of its kind,
can help you in this regard
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16. Our proposed first step: developing the report card
• We recommend developing a customized audit and research program:
– Organize a task force including sustainability, brand and communications
functions
– Gather and audit examples of existing messaging/communications
– Collect similar data from ExxonMobil’s competitors
– Identify key stakeholder audiences for external research
– Using our Sustainability IQ Matrix methodology, conduct global stakeholder
research to gain a deeper understanding of your specific audiences
– Report findings and determine steps to remedy/improve performance
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17. Contact details
Denis Riney
Senior Partner
Brandlogic Corporation
15 River Road, Suite 310
Wilton, CT 06897
203 834 0087 x331
riney@brandlogic.com
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