1.6 Look Ahead (3-5 years) Stage - Description

1. Scope, Approach, Qualifications & Deliverables 1.6 Look Ahead (3-5 years) Stage - Description Objective: The objective is to leverage and extend the results of the competitive evaluation. Use competitive scenario modeling to ensure that ExxonMobil is prepared to capture the maximum value possible in the rapidly changing downstream competitive landscape, over the longer term (3-5 years). Guiding Principles: One year does not make a trend - It is important to keep in mind the evolution of ExxonMobil, and your selected competitive benchmarks, as this analysis is conducted. Downstream companies have been merging, consolidating and changing asset portfolios for many years and the operating results are often cluttered by data far outside the control of operating management. It is also very important to determine whether a gap is notional and a performance improvement trend is sustainable. We recommend that a 3-5 year look ahead be an integral part of our portfolio of work. Work Steps: • Build a framework which aligns the drivers of value for ExxonMobil to the corporate-downstream strategies; • Develop a set of competitive market condition 3-5 year scenarios, • Build a value tree framework, and define models to test sensitivities and competitor responses; • Use “real options valuation modeling” to examine intrinsic risk of the options, alternatives and scenarios; Deliverables: • Define and build (up to 3) industry and competitive scenarios • Compose an ‘option table/matrix’ relating the NPV’s impact of each scenario against the business strategy

2. Scope, Approach, Qualifications & Deliverables 1.7 PwC Related Capabilities - Integrated & Tiered Performance Management Deliverable Concept: To leverage ERP investments, companies are developing analytical and strategic tools to turn the standardized financial data into integrated operating & performance management tools. Our client experience is noted on the diagram below. Portfolio Management & Optimization E-Business Strategic Tier Planning/ Forecasting Valuation Business Intelligence Systems Data Warehouse Analytical Tier Economic Evaluation Tools Business Transactional Systems Transactional Tier ERP Systems Other Transactional Systems

3. Scope, Approach, Qualifications & Deliverables 1.7 PwC Related Capabilities - Interactive e-Performance Management Deliverable Concept: Web - portal technology has enabled clients to take high level corporate measures and deliver them to the desktop….Including rapid deployment of financial & operating modeling tools to conduct “what-if” analyses as conditions change. Process Process Planning and Performance Management BU Status Complete 20 In Process 20 Not Started 15 Process Submissions Analyse Submissions Issue GFO Instructions Peer Group Process Conduct Judgement/ Overview Sessions Group Financial Outlook

4. ExxonMobil Baton Rouge ExxonMobil Beaumont ExxonMobil Baytown ExxonMobil Chalmette Scope, Approach, Qualifications & Deliverables Refinery Modeling - Illustrative ExampleCash Margin vs. Refinery Complexity: 1998-1999How ExxonMobil’s USGC Refineries Compare in PADD III

5. Weeks Project Stages 2 4 6 8 10 16 12 14 Mobilize Identify team members Co-locate team members Hold Kick-off meeting Create terms of reference Research Catalog e-intelligence tools Catalog e-transaction tools Define emerging trends in and out of energy Propose alternate business models Analysis and Design Determine trends and tools that may apply to S&T Define new S&T business model - processes Define new S&T infrastructure - technology Review proposed S&T environment w/extended team Development Create implementation approach - migration path Produce & test marketing materials Approval Review Point with Oversight Team Project Team & Schedule 2.1 Our Project Timeline Our methodology for achieving success is based on a major assumption that this intensive study will be conducted under the guidance of a small ExxonMobil Steering Committee, representing the top levels of the company, to whom the consultants will report directly throughout the three -month period. The work plan assumptions are on the next page. Our high level timeline meets your required deadline. The detailed tasks and work products are in Section One (1).

6. It is the PwC objective to make sure your project gets the most appropriate resources, project approach and client experience on the project as it develops. To help ensure that we fully leverage the collective experience our global firm, the Project Advisors below have agreed to stay in constant global communication with the Team to ensure that this project constantly gets the best strategic thinking and resources available in our global network. They will also participate in review of work products and deliverables, as appropriate. Their detailed resumes are attached. Peter Powell - Peter is a consulting Partner in the Energy practice currently based in Brussels as PwC Project Manager for the ExxonMobil “Stripes” project. His role during the project will be to: assist the PwC performance gap analysis team to understand the culture of the legacy EIC organization, advise on reporting vagaries in Europe and be a sounding board for executive level presentations. Don Templin - Don is an audit Partner in the Energy practice, currently leading the PwC audit at Marathon. His role will be to assist the PwC performance gap analysis team with assignment of necessary audit support staff and advise or initiate research on reporting differences between ExxonMobil and their competitors. Bob Gruman - Bob is a Principal Consultant in the Energy practice in Houston. As leader of our Upstream benchmark initiatives, Bob will provide advice to the team on the correct structuring of any desired benchmark studies commissioned by the performance gap analysis team. He is also familiar with the client applications of Integrated Performance Management and the new e-Performance Toolkit and can arrange site visits should they be needed. Appendix B Project Advisors