Research-based synthesized Action Plan • Not an official ExxonMobil publication

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EXXONMOBIL

Plan to 2030:

Dual-Engine Growth, Cost Transformation

& Lower-Emission Solutions

ACTION PLAN • 2025–2030

PLAN STATUS

Research-based synthesis of ExxonMobil's December 2025 Corporate Plan Update, operating priorities, structural

cost program, advantaged production strategy and lower-emission business opportunities.

Strategic objective

Concentrate capital and execution on advantaged oil, gas and product assets while delivering structural cost improvements and

selectively scaling lower-emission businesses where technology, policy and customer demand support attractive returns.

2030 target snapshot

$25B

$35B

5.5M

>17%

Target earnings growth vs. 2024

Target cash-flow growth vs. 2024

Oil-equivalent barrels/day

production

Target return on capital employed

Prepared:

September 2026

Planning horizon:

2025–2030

Research-based synthesized Action Plan • Not an official ExxonMobil publication

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1. Strategic Foundation

ExxonMobil's December 2025 Corporate Plan Update raises the company's 2030 ambition to approximately $25 billion of earnings

growth and $35 billion of cash-flow growth versus 2024, at constant prices and margins, while maintaining the prior capital-spending

range. The plan is built around advantaged assets, structural cost savings, disciplined capital allocation and selective lower-emission

opportunities.

Engine 1 — Advantaged energy and products

The upstream portfolio is being concentrated around high-quality resources, including major growth from the Permian and Guyana.

ExxonMobil targets approximately 5.5 million oil-equivalent barrels per day by 2030, with roughly 65% of production expected to come

from advantaged assets.

Engine 2 — Lower-emission solutions

ExxonMobil is pursuing carbon capture and storage, hydrogen and other lower-emission businesses where customer demand, policy

and commercial structures can support attractive returns. Approximately $20 billion is planned for lower-emission investments from 2025

through 2030, with about 60% focused on reducing emissions for third-party customers.

Structural advantage

A major operating lever is the company's structural cost program, which targets approximately $20 billion of cumulative savings versus

2019 by 2030. The execution model links asset productivity, portfolio quality and cost discipline directly to cash generation and return on

capital.

Strategic priorities

01 • Grow advantaged

02 • Reduce structural cost

03 • Allocate capital

Scale the highest-return oil, gas and

product assets while protecting resource

quality.

Capture cumulative savings through

productivity, simplification, technology

and portfolio integration.

Stage investment around returns, project

competitiveness and market conditions.

04 • Commercialize lower emissions

05 • Reduce operational emissions

06 • Protect resilience

Prioritize CCS, hydrogen and other

solutions where customers and policy

support commercial scale.

Deliver methane, flaring and

GHG-intensity improvements across

operated assets.

Maintain flexibility across commodity

cycles through disciplined project

sequencing and cash generation.

Research-based synthesized Action Plan • Not an official ExxonMobil publication

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2. Comprehensive Execution Framework

Workstream

Specific actions

Accountable functions

Control / output

Advantaged

upstream

Prioritize Permian, Guyana and other

advantaged resources; synchronize drilling,

infrastructure and production ramp-up.

Upstream leadership; asset

teams; engineering

Production and unit-cost

dashboard

Pioneer

integration

Capture planned operating and commercial

synergies from the Pioneer acquisition

while integrating field systems and

development plans.

Permian operations;

integration; technology

Synergy and integration tracker

Structural cost

program

Drive productivity, portfolio simplification,

procurement and operating efficiencies

toward the $20B cumulative savings

ambition versus 2019.

Global business functions;

procurement; operations

Savings validation and benefits

Downstream &

products

Use integrated refining, chemicals and

product solutions to improve resilience and

value capture through the cycle.

Product Solutions; refining;

chemical leadership

Margin, utilization and reliability

scorecard

CCS commerciali

zation

Develop regional capture, transport and

storage networks; secure third-party

customer contracts and regulatory

approvals before major scale-up.

Low Carbon Solutions;

project delivery; commercial;

regulatory

Contracted capacity and

project-gate register

Hydrogen &

lower-emission

fuels

Advance technically and commercially

credible hydrogen and lower-emission

projects where policy and customer

economics support investment.

Low Carbon Solutions;

technology; commercial

Investment hurdle and FID

pipeline

Lithium

technology

Advance direct lithium-extraction

technology and Arkansas/Smackover

development only through staged technical

and commercial validation.

Low Carbon Solutions;

technology; project teams

Pilot performance and

commercialization gates

Emissions

reduction

Continue methane, flaring and

GHG-intensity projects, using

measurement and verification to confirm

progress.

Operations; environmental;

technology

Intensity and flaring metrics

Execution sequence:

resource quality

→

project competitiveness

→

capital approval

→

construction/start-up

→

production/cash

generation

→

continuous cost and emissions improvement.

Research-based synthesized Action Plan • Not an official ExxonMobil publication

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3. Timeline & Milestones

Period

Milestone

Status

2024

Pioneer Natural Resources acquisition closes, expanding ExxonMobil's advantaged

Permian position.

Completed

2025

Corporate Plan is updated with higher 2030 earnings and cash-flow targets and

continued capital discipline.

Completed / ongoing

2025

ExxonMobil reports corporate GHG and flaring-intensity plans already achieved ahead

of the 2030 schedule; methane-intensity plan expected in 2026.

Verified progress

2025–2026

Advance Permian and Guyana production growth while capturing integration and

structural-cost benefits.

In execution

2026

Continue lower-emission project development and customer contracting, with

investment paced according to policy and commercial conditions.

In execution

2026–2027

Advance CCS, hydrogen and lithium projects through technical, regulatory and

commercial gates.

In execution

2027–2029

Scale projects that meet return, customer and policy thresholds; discontinue or defer

opportunities that fail required economics.

Forward control

2030

Target ~5.5 MBOE/d production, ~65% advantaged production, $20B cumulative

structural savings vs. 2019 and >17% ROCE.

Target

Investment gates

Gate A — Resource / customer certainty:

reserves, contracted demand, technology maturity and project scope validated.

Gate B — Economics:

expected returns remain competitive under downside commodity, policy and cost scenarios.

Gate C — Execution readiness:

permits, engineering, supply chain and operating capabilities are sufficiently mature.

Gate D — Scale:

demonstrated operating performance and cash economics justify expansion.

Research-based synthesized Action Plan • Not an official ExxonMobil publication

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4. KPI Scorecard & Governance

Metric

2030 / current signal

Target / control

Owner

Earnings growth

~$25B target vs. 2024

Deliver plan at constant prices/margins

Enterprise finance

Cash-flow growth

~$35B target vs. 2024

Convert advantaged growth and savings into

durable cash generation

Finance / business

lines

Production

5.5 MBOE/d target

Maintain advantaged asset mix and

disciplined ramp-up

Upstream

Advantaged

production

~65% of 2030 production

Prioritize high-return resources and projects

Upstream / portfolio

Structural savings

~$20B cumulative vs. 2019

Validate recurring savings and prevent cost

creep

Global functions /

procurement

ROCE

>17% target for 2030

Stage capital through competitive-return

gates

Capital allocation

Lower-emission

investment

~$20B through 2030

Pace investment to policy, customer demand

and economics

Low Carbon Solutions

Emissions

Corporate GHG and flaring

plans achieved; methane plan

expected in 2026

Maintain verified intensity reductions

Operations /

environmental

Governance architecture

Executive leadership:

set portfolio and financial priorities.

Upstream / Product Solutions:

own asset execution and operating

performance.

Low Carbon Solutions:

own emerging lower-emission project development and commercialization.

Capital allocation /

finance:

enforce return and spending discipline.

Technology:

validate technical solutions and digital productivity.

Regulatory / legal:

manage permitting, compliance and policy exposure.

Environmental / operations:

verify emissions performance.

Research-based synthesized Action Plan • Not an official ExxonMobil publication

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5. Risks, Mitigation & Action-to-Impact

Principal risks

Risk

Mitigation

Commodity-price volatility

Favor low-cost, advantaged resources and maintain capital flexibility across market cycles.

Project cost escalation

Use stage gates, competitive procurement, schedule controls and independent economics before

major commitments.

Lower-emission policy

uncertainty

Tie investment pace to customer contracts, supportive policy, technology readiness and

competitive returns.

Technology scale-up risk

Use pilots and demonstration milestones before commercial-scale capital deployment.

Permitting / regulatory delays

Engage regulators and communities early; maintain documented approval paths and contingency

schedules.

Emissions performance risk

Use verified measurement, methane/flaring controls and operational accountability at asset level.

Portfolio complexity

Concentrate resources on advantaged projects and exit/defer opportunities that fail return or

strategic tests.

Action

→

impact

Advantaged resources

→

lower structural cost and resilient production

→

higher earnings and cash flow

Pioneer integration + productivity

→

operating and portfolio synergies

→

cumulative structural savings

Disciplined capital allocation

→

fewer low-return projects

→

higher ROCE and stronger cash conversion

CCS / hydrogen / other lower-emission solutions

→

contracted customer demand

→

new lower-emission revenue opportunities

Methane / flaring / GHG reductions

→

lower operating emissions intensity

→

progress toward stated 2030 emissions objectives

Research basis & integrity note

Primary evidence for this synthesis includes ExxonMobil's December 2025 Corporate Plan Update, 2025 annual-report and investor

materials, official climate and lower-emission project materials, and company disclosures on the Pioneer acquisition and operating

performance. Reported results, management targets and synthesized recommendations are intentionally distinguished. This document is

not an official ExxonMobil publication and does not imply endorsement.

Selected primary sources: ExxonMobil Corporate Plan Update, Dec. 9, 2025; ExxonMobil 2025 Annual Report / Form 10-K; ExxonMobil Advancing Climate Solutions

materials; ExxonMobil Low Carbon Solutions real-world progress materials; ExxonMobil investor and news releases concerning Pioneer and the 2030 plan.

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