Exhibit
99
Taking on the worlds toughest energy chellanges. |
2005 FINANCIAL & OPERATING REVIEW |
TABLE OF CONTENTS
|
|
|
|
|
Corporate Overview |
|
|
2-23 |
|
o
Upstream Business Overview |
|
|
24-63 |
|
o
Downstream Business Overview |
|
|
64-79 |
|
o Chemical Business Overview |
|
|
80-87 |
|
Frequently Used Terms |
|
|
88-91 |
|
Index |
|
|
92 |
|
The term Upstream refers to exploration,
development, production, and gas and power
marketing. Downstream refers to the refining and
marketing of petroleum products such as motor
fuels and lubricants.
Projections, targets, expectations, estimates, and
business plans in this report are forward-looking
statements. Actual future results, including
demand growth and energy mix; capacity growth; the
impact of new technologies; capital expenditures;
project plans, dates, and capacities; production
rates and resource recoveries; and, efficiency
gains and cost savings could differ materially due
to, for example, changes in long-term oil and gas
prices or other market conditions affecting the
oil and gas industry; reservoir performance;
timely completion of development projects; war and
other political or security disturbances; changes
in law or government regulation; the actions of
competitors; unexpected technological
developments; the occurrence and duration of
economic recessions; the outcome of commercial
negotiations; unforeseen technical difficulties;
and other factors discussed in this report and in
Item 1.A. of ExxonMobils most recent Form 10-K.
Definitions of certain financial and operating
measures and other terms used in this report are
contained in the section titled Frequently Used
Terms on pages 88 through 91. In the case of
financial measures, the definitions also include
information required by SEC Regulation G to the
extent we believe applicable.
Factors Affecting Future Results and
Frequently Used Terms are also posted on our
Web site and are updated from time to time
during the year.
Certain reclassifications to prior years have
been made to conform to the 2005 presentation.
ON THE COVER
The first phase of our Sakhalin-1 project offshore
eastern Russia commenced production in October
2005 with the capacity to deliver 50 thousand
barrels of oil and 150 million cubic feet of gas
per day. The successful start-up is a testament to
our organizations ability to execute a complex
project in challenging arctic conditions.
Technologically advanced extended-reach wells are
accessing reserves six miles from shore. Pictured
on the cover is the Orlan drilling and production
platform, offshore Sakhalin Island.
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 1
Billions
of times every day at the flip of a switch, turn of a key, or
push of a button
energy is delivered instantly, providing the fuel for the worlds growing economies. Affordable,
reliable energy is a mainstay of everyday life. People simply expect it, and demand it. This is an
enormous challenge one that must be met practically, safely, and in an environmentally and
socially responsible manner. To this challenge we bring continued dedication to the values we
live by consistency, integrity, discipline, reliability, and ingenuity.
These principles are fundamental to our success today, and will
remain so as we take on the worlds toughest energy challenges.
2 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
FINANCIAL
HIGHLIGHTS
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars, unless noted) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
Sales and other operating revenue |
|
|
358,955 |
|
|
|
291,252 |
|
|
|
237,054 |
|
|
|
200,949 |
|
|
|
208,715 |
|
Net income |
|
|
36,130 |
|
|
|
25,330 |
|
|
|
21,510 |
|
|
|
11,460 |
|
|
|
15,320 |
|
Cash flow from operations and asset sales(1) |
|
|
54,174 |
|
|
|
43,305 |
|
|
|
30,788 |
|
|
|
24,061 |
|
|
|
23,967 |
|
Capital and exploration expenditures(1) |
|
|
17,699 |
|
|
|
14,885 |
|
|
|
15,525 |
|
|
|
13,955 |
|
|
|
12,311 |
|
Cash dividends to ExxonMobil shareholders |
|
|
7,185 |
|
|
|
6,896 |
|
|
|
6,515 |
|
|
|
6,217 |
|
|
|
6,254 |
|
Common stock purchases (gross) |
|
|
18,221 |
|
|
|
9,951 |
|
|
|
5,881 |
|
|
|
4,798 |
|
|
|
5,721 |
|
Research and development costs |
|
|
712 |
|
|
|
649 |
|
|
|
618 |
|
|
|
631 |
|
|
|
603 |
|
Cash and cash equivalents at year end(2) |
|
|
28,671 |
|
|
|
18,531 |
|
|
|
10,626 |
|
|
|
7,229 |
|
|
|
6,547 |
|
Total assets at year end |
|
|
208,335 |
|
|
|
195,256 |
|
|
|
174,278 |
|
|
|
152,644 |
|
|
|
143,174 |
|
Total debt at year end |
|
|
7,991 |
|
|
|
8,293 |
|
|
|
9,545 |
|
|
|
10,748 |
|
|
|
10,802 |
|
Shareholders equity at year end |
|
|
111,186 |
|
|
|
101,756 |
|
|
|
89,915 |
|
|
|
74,597 |
|
|
|
73,161 |
|
Average capital employed(1) |
|
|
116,961 |
|
|
|
107,339 |
|
|
|
95,373 |
|
|
|
88,342 |
|
|
|
88,000 |
|
Share price at year end (dollars) |
|
|
56.17 |
|
|
|
51.26 |
|
|
|
41.00 |
|
|
|
34.94 |
|
|
|
39.30 |
|
Market valuation at year end |
|
|
344,491 |
|
|
|
328,128 |
|
|
|
269,294 |
|
|
|
234,101 |
|
|
|
267,577 |
|
Regular employees at year end (thousands) |
|
|
83.7 |
|
|
|
85.9 |
|
|
|
88.3 |
|
|
|
92.5 |
|
|
|
97.9 |
|
|
KEY FINANCIAL RATIOS
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
Net income per common share (dollars) |
|
|
5.76 |
|
|
|
3.91 |
|
|
|
3.24 |
|
|
|
1.69 |
|
|
|
2.23 |
|
Net income
per common share assuming dilution (dollars) |
|
|
5.71 |
|
|
|
3.89 |
|
|
|
3.23 |
|
|
|
1.68 |
|
|
|
2.21 |
|
Return on average capital employed(1)(percent) |
|
|
31.3 |
|
|
|
23.8 |
|
|
|
20.9 |
|
|
|
13.5 |
|
|
|
17.8 |
|
Net income to average shareholders equity (percent) |
|
|
33.9 |
|
|
|
26.4 |
|
|
|
26.2 |
|
|
|
15.5 |
|
|
|
21.3 |
|
Debt to capital(3)(percent) |
|
|
6.5 |
|
|
|
7.3 |
|
|
|
9.3 |
|
|
|
12.2 |
|
|
|
12.4 |
|
Net debt to capital(4)(percent) |
|
|
(22.0 |
) |
|
|
(10.7 |
) |
|
|
(1.2 |
) |
|
|
4.4 |
|
|
|
5.3 |
|
Current assets to current liabilities |
|
|
1.58 |
|
|
|
1.40 |
|
|
|
1.20 |
|
|
|
1.15 |
|
|
|
1.18 |
|
Fixed charge coverage (times) |
|
|
50.2 |
|
|
|
36.1 |
|
|
|
30.8 |
|
|
|
13.8 |
|
|
|
17.7 |
|
|
|
|
|
(1) |
|
See Frequently Used Terms on pages 88 through 91. |
|
(2) |
|
Excluding restricted cash of $4,604 million in 2005 and 2004. |
|
(3) |
|
Debt includes short- and long-term debt. Capital includes short- and long-term debt, shareholders equity, and minority interests. |
|
(4) |
|
Debt net of cash, excluding restricted cash. The ratio of net debt to capital including restricted cash is (28.3) percent for 2005. |
|
|
|
(1) |
|
See Frequency Used Terms on pages 88 through 91. |
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 3
ExxonMobil is the leader of our industry. Weve developed a proven business model that
allows us to focus the business on long-term fundamentals and grow shareholder value.
BUSINESS MODEL
Our business model is disciplined, straightforward, and focused on fostering growth while
managing risk. Through it, we continue to demonstrate industry-leading financial and operating
results that generate superior long-term returns for our shareholders.
OUR APPROACH
§ |
|
Uphold high ethical standards |
|
§ |
|
Ensure safe, environmentally sound operations |
|
§ |
|
Capture quality investment opportunities while maintaining a selective and disciplined approach |
|
§ |
|
Pursue operational excellence |
|
§ |
|
Optimize performance through geographic and functional diversity and integration |
|
§ |
|
Increase efficiency through our global functional organization |
|
§ |
|
Attract and retain exceptionally qualified and highly motivated people |
|
§ |
|
Develop and employ leading-edge proprietary technology |
|
§ |
|
Maintain a strong and flexible financial position in all commodity price environments |
SUPERIOR 2005 RESULTS
§ |
|
Industry-leading safety record |
|
§ |
|
Record earnings and operating cash flow |
|
§ |
|
Industry-leading return on average capital employed (ROCE) of 31 percent |
|
§ |
|
Proved reserves additions replaced 112 percent of production, excluding year-end price/cost revisions |
|
§ |
|
Eight major Upstream projects commenced production |
|
§ |
|
Downstream operating cost efficiencies and revenue enhancements exceeded $2 billion |
|
§ |
|
Annual dividend payments grew 7.5 percent and increased for the 23rd consecutive year |
|
§ |
|
$23 billion in distributions to shareholders |
4 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
Unparalleled Execution of Business Strategies
Our industry faces an enormous challenge to
meet the energy needs of a growing world.
Increasingly, significant new oil and gas
resources are in more remote areas and difficult
operating environments. Major Upstream projects
are more capital intensive and require substantial
financial strength and flexibility. The complexity
of the operating environment places greater
emphasis on execution excellence. These challenges
present ExxonMobil with opportunities to further
differentiate each of our businesses.
UPHOLD HIGH STANDARDS
ExxonMobil has long recognized the
importance of sound corporate governance,
strong business controls, high ethical
standards, and integrity. We believe that the
methods we use to attain results are as
important as the results themselves.
These principles form the basis of our
Standards of Business Conduct, and are
regularly reinforced with all employees. Our
straightforward business model, ethical
standards, and culture of integrity, legal
compliance, and accountability are key to
achieving industry-leading results.
MAINTAIN SAFETY AS OUR TOP PRIORITY
ExxonMobils long-term safety performance
leads the industry. Our commitment to safety,
health, and the environment creates a sound
foundation for superior results in all aspects of
our business. We comply with all applicable
environmental laws and regulations as a minimum
standard, and we apply responsible standards where
laws and regulations do not exist.
|
|
|
(1) |
|
Royal Dutch Shell, BP, and Chevron values are estimated on a
consistent basis with ExxonMobil, based on public information. |
INVEST
WITH DISCIPLINE
Every year we identify new investment
opportunities. These investment decisions affect
our results for decades. In 2005, we saw eight
major Upstream projects commence production,
including Sakhalin-1 offshore eastern Russia and
Kizomba B offshore Angola. Our first investments
in the Angolan and Sakhalin acreage were made in
1994 and 1996, respectively, when oil prices were
far lower than they are today.
These two projects and many others demonstrate our
practice of investing throughout the commodity
price and economic cycles. Potential investment
opportunities are tested over a wide range of
economic scenarios to assure the resiliency of
each opportunity. Post investment, we complete a
rigorous appraisal of all major projects. This
knowledge is then incorporated into future project
planning and design to ensure we obtain the
maximum value from our investments.
PURSUE OPERATIONAL EXCELLENCE
ExxonMobil applies the same rigor to our
operations that we apply to investments. We
operate with the highest industry standards in
all respects. We meet our commitments and set
industry benchmarks in the process.
To accomplish this, ExxonMobil has developed a
wide range of proven management systems. These
systems cover all aspects of our operations, from
business ethics, finance, project execution, and
appraisal, to business controls, security,
safety, health, and environmental performance.
They also encompass profit improvement
initiatives, including efforts to improve
reliability, lower costs, and increase revenue.
The application of rigorous management and
operating systems, deployed in our functional
organization, has delivered consistently superior
results.
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 5
OPTIMIZE
RESULTS THROUGH GEOGRAPHIC AND
FUNCTIONAL DIVERSITY AND INTEGRATION
ExxonMobils size, global scope, and
functional diversity reduce the Corporations
sensitivity to changes in commodity prices,
business cycles, and regional market conditions.
Our global presence provides us with an efficient
platform for investing in any opportunity that
meets our rigorous criteria.
In addition, by capitalizing on synergies among
ExxonMobils various businesses, including
physical integration of facilities, we are able
to optimize our performance. For example, the
integration of our refining and chemical
facilities lowers site operating costs, and
enhances margins through improved feedstock and
product interchange.
INCREASE EFFICIENCY THROUGH OUR
GLOBAL FUNCTIONAL ORGANIZATION
Our industry is a commodity business, where
prices are determined by market forces beyond the
control of any one company. To excel in this
environment, we actively identify and implement
best practices throughout the commodity price
cycle.
ExxonMobils businesses are organized on a
global basis to facilitate this continuous drive
for improvement by enabling the prompt
identification, prioritization, and sharing of
ideas, technology, and best practices around the
globe. It also facilitates deployment of our
people to the best opportunities.
ATTRACT AND RETAIN EXCEPTIONAL PEOPLE
ExxonMobils success is the result of a
highly capable, diverse workforce focused on the
right business priorities. Developing such a
workforce requires leadership, succession
planning, accountability, stewardship, constancy
of purpose, and communication such that there is
global understanding of priorities and how they
are to be achieved.
Our process begins by recruiting outstanding
candidates and accelerating the development of
those with top management potential. It includes
both formal training and skill development through
exposure to a variety of experiences over a
career. Our performance-based development system
is integrated throughout the Corporation.
ExxonMobil is a meritocracy where people are given
valuable and rewarding experiences that help them
learn, grow, and contribute at the same time.
DIFFERENTIATE THROUGH
PROPRIETARY TECHNOLOGY
Technological innovation continues to
differentiate ExxonMobil from the competition.
ExxonMobil has consistently invested over $600
million per year on proprietary research. We
develop extensions of existing technologies,
prioritized by business need and focused on
day-to-day applications. Another significant
portion of our research effort is aimed at
discovering next-generation and breakthrough
technologies that have the potential to provide a
step change to
the Corporations competitive position and
financial performance.
MAINTAIN FINANCIAL STRENGTH AND FLEXIBILITY
ExxonMobil has one of the strongest
financial positions of any industrial company in
the world. We are one of just a few public
companies to maintain the highest credit ratings
from Standard & Poors (AAA) and Moodys (Aaa),
and we have done so for the last 87 years.
Our unparalleled access to financial resources
gives us the flexibility to pursue
opportunities anywhere in the world throughout
the economic cycle with the knowledge that they
can be financed. Host governments understand
this and realize its importance as they look to
develop their resources and economies.
6 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
ExxonMobils
Core Objective Delivering Long-Term Growth in Shareholder Value
Since 2001, we have distributed over $71
billion to shareholders in dividend payments and
share purchases to reduce shares outstanding. Of
that, nearly half, or $33 billion, has been
distributed to shareholders via dividends, which
have grown 32 percent since the first quarter of
2001 from $0.22 to $0.29 per share per quarter.
The Corporation has paid a dividend each year for
over a century, and has increased its annual
dividend every year since 1983.
ExxonMobil has distributed over $38 billion of
cash to shareholders through its flexible share
purchase program during the past five years. By
reducing the number of shares outstanding, we
increase the percent ownership of the company
that each remaining share represents. Since 2001,
we have reduced the number of shares outstanding
by 11.5 percent, thereby contributing to
increased earnings and cash flow per share.
DIVIDEND
AND SHAREHOLDER RETURN INFORMATION
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
Net income per common share (dollars) |
|
|
5.76 |
|
|
|
3.91 |
|
|
|
3.24 |
|
|
|
1.69 |
|
|
|
2.23 |
|
Net
income per common share assuming dilution (dollars) |
|
|
5.71 |
|
|
|
3.89 |
|
|
|
3.23 |
|
|
|
1.68 |
|
|
|
2.21 |
|
|
Dividends per common share (dollars) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
First quarter |
|
|
0.27 |
|
|
|
0.25 |
|
|
|
0.23 |
|
|
|
0.23 |
|
|
|
0.22 |
|
Second quarter |
|
|
0.29 |
|
|
|
0.27 |
|
|
|
0.25 |
|
|
|
0.23 |
|
|
|
0.23 |
|
Third quarter |
|
|
0.29 |
|
|
|
0.27 |
|
|
|
0.25 |
|
|
|
0.23 |
|
|
|
0.23 |
|
Fourth quarter |
|
|
0.29 |
|
|
|
0.27 |
|
|
|
0.25 |
|
|
|
0.23 |
|
|
|
0.23 |
|
|
Total |
|
|
1.14 |
|
|
|
1.06 |
|
|
|
0.98 |
|
|
|
0.92 |
|
|
|
0.91 |
|
|
Dividends per share growth (annual percent) |
|
|
7.5 |
|
|
|
8.2 |
|
|
|
6.5 |
|
|
|
1.1 |
|
|
|
3.4 |
|
|
Number of common shares outstanding (millions) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Average |
|
|
6,266 |
|
|
|
6,482 |
|
|
|
6,634 |
|
|
|
6,753 |
|
|
|
6,868 |
|
Average assuming dilution |
|
|
6,322 |
|
|
|
6,519 |
|
|
|
6,662 |
|
|
|
6,803 |
|
|
|
6,941 |
|
Year end |
|
|
6,133 |
|
|
|
6,401 |
|
|
|
6,568 |
|
|
|
6,700 |
|
|
|
6,809 |
|
|
Cash dividends paid on common stock (millions of dollars) |
|
|
7,185 |
|
|
|
6,896 |
|
|
|
6,515 |
|
|
|
6,217 |
|
|
|
6,254 |
|
Cash dividends paid to net income (percent) |
|
|
20 |
|
|
|
27 |
|
|
|
30 |
|
|
|
54 |
|
|
|
41 |
|
Cash dividends paid to cash flow(1)(percent) |
|
|
15 |
|
|
|
17 |
|
|
|
23 |
|
|
|
29 |
|
|
|
27 |
|
|
Total return to shareholders (annual percent) |
|
|
11.7 |
|
|
|
27.9 |
|
|
|
20.5 |
|
|
|
(8.9 |
) |
|
|
(7.6 |
) |
|
Market quotations for common stock (dollars) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
High |
|
|
65.96 |
|
|
|
52.05 |
|
|
|
41.13 |
|
|
|
44.58 |
|
|
|
45.84 |
|
Low |
|
|
49.25 |
|
|
|
39.91 |
|
|
|
31.58 |
|
|
|
29.75 |
|
|
|
35.01 |
|
Average daily close |
|
|
58.24 |
|
|
|
45.29 |
|
|
|
36.14 |
|
|
|
37.70 |
|
|
|
41.29 |
|
Year-end close |
|
|
56.17 |
|
|
|
51.26 |
|
|
|
41.00 |
|
|
|
34.94 |
|
|
|
39.30 |
|
|
|
|
|
(1) |
|
Cash flow from operating activities. |
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 7
Energy
Outlook A View to 2030
The next several pages highlight ExxonMobils global energy outlook from now until 2030. For
current and potential shareholders, it provides our view of the fundamentals that underpin world
energy use and our business. The outlook provides a strategic framework to aid our evaluation and
selection of business opportunities that hold the most promise.
We accept our
responsibility to engage
in an open, honest, and
informed debate about our
energy future, grounded in
reality, focused on the
long term, and intent on
finding viable solutions.
This outlook summarizes
our views, promoting
informed discussion among
interested parties.
Accordingly, we continue
our decades-long practice
of preparing a detailed
global energy outlook. We
continuously update this
outlook to ensure that new
technologies and trends
are considered in addition
to past experience.
Key conclusions of our outlook include:
§ By 2030, energy demand will increase almost 50 percent from todays level, driven
by economic progress and population growth;
§ Approximately 80 percent of the growth in energy demand will occur in non-OECD(1) nations;
§ Energy efficiency gains, enabled by advanced technologies, will accelerate;
§ Oil, gas, and coal will remain predominant, representing about 80 percent of total
energy consumed; access to resources and timely investments remain vital;
§ Increases in fossil fuel use will lead to increases in CO2 emissions,
with the vast majority of increases coming from the developing nations;
§ Nuclear power will be a growing option to meet electricity needs; and,
§ Technology advances will remain critical to successfully meeting energy supply and demand challenges.
(1) Organization for Economic Cooperation
and Development consists of Australia, Austria,
Belgium, Canada, Czech Republic, Denmark,
Finland, France, Germany, Greece, Hungary,
Iceland, Ireland, Italy, Republic of Korea,
Japan, Luxembourg, Mexico, the Netherlands, New
Zealand, Norway, Poland, Portugal, Slovak
Republic, Spain, Sweden, Switzerland, Turkey,
the United Kingdom, and the United States.
ENERGY NEEDS FOR GROWING POPULATIONS
AND ECONOMIC PROGRESS
Today, there are nearly 6.5 billion people
in the world, with about 80 percent living in
non-OECD countries. By 2030, the worlds
population is expected to reach nearly 8 billion
people, with close to 95 percent of this growth
occurring in these developing countries.
Our outlook recognizes this growing number
of energy users around the world, and their
common quest for improved living standards.
Achieving broad progress for billions of people
means the need for reliable, affordable and
cleaner energy supplies will grow. It is our
objective to help meet this need.
ENERGY EFFICIENCY
As global demand for energy rises, we expect significant
improvements in energy efficiency. Declining energy intensity,
a reflection of improved efficiency, will accelerate as the result
of improvements in personal transportation and power
generation, driven by the introduction of new technologies,
as well as a myriad of other improvements that span the
residential, commercial, and industrial sectors.
8 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
We expect continuing economic progress,
with the global economy doubling in size by 2030.
Much of this growth will be driven by the
non-OECD nations that account for just over 20
percent of the worlds economic output today.
However, over the next 25 years, this share will
grow to 30 percent, led by the rapidly expanding
economies of China, India, Indonesia, and
Malaysia. The strong economic growth in the
developing nations, along with significant
population growth, will drive global energy
demand and trade patterns.
THE
GROWING NEED FOR ENERGY
Today, the world consumes the equivalent of
close to 230 million barrels of oil per day. By
2030, we expect the worlds energy needs will
reach nearly 335 million barrels per day of
oil-equivalent, or almost 50 percent more than
today, with growth most predominant in the
non-OECD countries. Perhaps most significantly, we
anticipate energy demand in developing Asia
Pacific to grow an average 3.2 percent annually,
increasing to a third of the worlds total, and
equivalent to North America and Europe combined.
Fossil fuels will continue to provide the
majority of energy through 2030. These are the
only fuels with the scale and flexibility to
meet the bulk of our global needs over the next
25 years. Oil and gas combined will represent
close to 60 percent of overall energy,
comparable to their share today:
§ |
|
We expect oil use to grow at 1.4 percent annually. Significant improvements in
vehicle fuel economy will play a key role in dampening demand growth; |
§ |
|
Natural gas consumption is expected to grow at 1.8 percent annually, driven
largely by the strong growth in the demand for electricity around the world; and, |
§ |
|
Coal use is expected to grow at 1.8 percent annually.
Despite its higher
CO2
emissions, large indigenous supplies will make coal an economic preference in many
nations, particularly in the Asia Pacific region. |
Other energy sources will also be important to meet growing energy needs:
§ |
|
Nuclear power will grow on average at 1.4 percent per year, with the largest
growth in Asia Pacific, though North America and Europe are anticipated to add new plants
late in the outlook period; |
§ |
|
Hydro power is expected to grow at just under 2 percent per year, with the largest
increases in China and India; |
§ |
|
The use of biomass, including traditional fuels (wood, dung) used in developing
countries, and municipal solid waste will grow about 1.3 percent per year; and, |
§ |
|
Wind and solar energy growth will likely average about 11 percent per year, driven
by subsidies and related mandates. Even with this strong projected growth, their share of
total energy in 2030 will be only about 1 percent. |
DEMAND FOR OIL
Growth in oil demand will be driven by
increasing transportation needs, especially in
developing countries. Oil is uniquely suited to
transport needs; there is no practical alternative
to oil on a global scale in the near term.
By 2030, we expect that the size of the U.S. and
European personal vehicle fleets will plateau,
while the Asia Pacific fleet will nearly
quadruple. Offsetting growth in the fleet size
will be continuing incremental improvements in
conventional internal combustion engines, as well
as gains through emerging technologies such as
homogenous charge compression ignition. We also
expect to see hybrids play an increasing role over
time in the light-duty vehicle fleet. Together,
these changes will create significant gains in
overall vehicle fuel economy.
GROWING GAS DEMAND AND REGIONAL TRADE
Natural gas demand continues to rise with
the increasing need for electricity, and
advantages inherent in the high efficiencies of
gas-combined-cycle plants and low emissions
versus other fuels. Gas demand also has healthy
growth opportunities for heat applications by
homeowners and industrial users.
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 9
While gas is preferred by many consumers,
we do expect the growth in demand to be
moderated through continuing gains in
efficiency, as well as inter-fuel competition.
The global growth in demand for gas will be
accompanied by growing international trade,
perhaps most noticeably through imports of gas
by the mature regions of North America and
Europe where local production is expected to
decline.
§ |
|
In North America, LNG imports are expected to increase to about 25 percent of
supply by 2030. |
§ |
|
In Europe, imports are expected to increase from about 40 percent to approximately
85 percent of supply by 2030. In addition to LNG, pipeline imports will increase from
Russia and the Caspian region. |
§ |
|
Natural gas demand in Asia Pacific will triple over the next 25 years. Local
production will meet a large part of this increased demand, but pipeline imports and
increased volumes of LNG are expected in the future. |
OIL AND GAS SUPPLY
By 2030, we expect oil and gas demand
to be 190 million barrels per day of
oil-equivalent. This will require not only
finding new sources of production, but
extending and expanding production from the
sources we know today.
Technology advances are critical not only in
improving efficiency, but also to increasing
future oil and gas supplies by enabling more
effective resource recovery while minimizing costs
and environmental effects. Gains continue in the
areas of advanced reservoir imaging, drilling, and
enhanced recovery technologies. New technology
will promote economic development of frontier
resources to help ensure adequate supplies of
fuels at affordable prices through 2030.
The costs to develop these resources are large.
According to the International Energy Agency,
the investment required to meet total energy
needs worldwide from 2004 to 2030 will be $17
trillion, with over $200 billion per year for
oil and gas.
Providing reliable and affordable energy will
require more than investment dollars and
technology advances by the energy industry.
Governments, too, have a vital role in providing
access to resources, promoting a stable
investment environment, opening markets,
reducing barriers to trade, and ensuring timely
and efficient permitting processes vital for
infrastructure development.
With our leading resource base, financial
strength, disciplined investment approach, and
superior technology portfolio, we are
well-positioned to meet the global needs for
substantial investments to develop new energy
supplies. These assets will provide us with a
sustainable competitive advantage, and help us
remain at the forefront in meeting the energy
challenges and capitalizing on the opportunities
ahead.
LIQUEFIED NATURAL GAS (LNG)
By 2030, we project the LNG market will
change dramatically, with a five-fold increase
in volume to nearly 75 billion cubic feet per
day. That represents about 15 percent of the
total gas market, up from about 5 percent in
2000. The center of global LNG supply will
shift from Asia Pacific to the Middle East and
West Africa. By 2030, supplies from the Middle
East are expected to be about double the
supplies from either Africa or Asia Pacific.
West Africas supply
contribution will grow, as LNG supplies there
quadruple.
ABUNDANT OIL RESOURCES EXIST
In assessing global demand for oil, we
also take into account the worldwide oil
resources that will supply this demand. We
estimate recoverable worldwide conventional oil
resources at 3.2 trillion barrels, with
additional frontier resources (extra heavy oil,
oil sands, oil shale) bringing this total to 4
to 5 trillion barrels. Of this amount,
approximately 1 trillion barrels have been
produced. These global resources will support
liquids production growth through at least the
2030 time horizon, with growing contributions
from OPEC countries and the Russia/Caspian
region.
10 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
Technology
Our unwavering commitment to research underscores a fundamental belief that technology is
absolutely vital to our effort to provide reliable and affordable energy supplies. Increasingly,
proprietary technology solutions are a key differentiating factor for ExxonMobil. As a result,
ExxonMobil maintains one of the industrys largest research and development efforts with over $700
million spent in 2005 and $3.2 billion spent since 2001. We emphasize proprietary solutions that
solve critical business challenges and pursue research into proprietary breakthrough technologies
that will not only enhance existing businesses, but provide step changes in ExxonMobils
competitive position.
UPSTREAM TECHNOLOGY
ExxonMobil has consistently maintained a
robust Upstream research program responsive to
both current business challenges and emerging
opportunities. The overriding goal of this
research is maximizing value through integration
across the life cycle of our Upstream assets,
from developing new concepts for finding
hydrocarbons to maximizing recovery from fields
that have produced for decades. Rather than
targeting only incremental improvements, we focus on the
fundamental science that can also lead to
significant advances in our technical
capability. This focus on fundamental science, a
willingness to undertake higher-risk
breakthrough research, and our ability to
integrate and apply these advanced technologies
continues to provide ExxonMobil with a
sustainable competitive advantage.
MAXIMIZING
DRILLING PERFORMANCE
ExxonMobil is a leader in bridging the gap
between fundamental science and operational
practices to lower costs and accelerate
production. An example is the new Fast Drill
Process (FDP), which has resulted in significant
performance improvements to ExxonMobils
drilling operations. For a given section of a
well, a greater-than-two-fold increase in
drilling penetration rates is being achieved,
leading to consistent and repeatable
improvements of as much as 35 percent over the
entire well. FDP is uniquely tailored to
ExxonMobils organization and is enhanced by our
ability to rapidly capture knowledge and
transfer it globally as a best practice.
This physics-based process combines real-time
digital analysis of the drilling systems
energy consumption with a structured approach
to well planning and design to ensure that a
well is drilled as efficiently and quickly as
possible.
BREAKTHROUGH
TECHNOLOGY UNLOCKS TIGHT GAS
Worldwide, enormous quantities of natural
gas are locked up in tight reservoirs
characterized by very low flow rates. Many of
these resources have been known to industry for
decades, but have been categorized as
uneconomic due to the cost required to
effectively connect the gas in the reservoir to
a wellbore. ExxonMobil has developed and
patented industry-leading technologies to unlock
these tight gas resources. Our multi-zone
stimulation technology (MZST) rapidly creates
numerous fractures (cracks) in the reservoir
rock so that gas can flow more easily to the
wellbore.
Compared to conventional approaches, MZST
provides a dramatic improvement in our ability
to quickly execute many high-quality fractures.
In recognition of this breakthrough, MZST was
awarded the Platts 2005 Global Energy Award for
the Most Innovative Commercial Technology of the
Year.
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 11
OPTIMIZING THE DEVELOPMENT
Optimum development of a discovered resource requires an accurate description of the
hydrocarbon-bearing reservoir rock. ExxonMobil uses proprietary technology, based on fundamental
physical relationships, to extract reservoir properties from seismic data. The seismic image
(below, left) shows an ancient channel off the coast of West Africa that is buried a mile beneath
the Earths surface. This channel, which is similar to the modern river shown below right, contains
a recently discovered oil and gas field. All of the yellow and brown coloration on the seismic
image shows high-quality, sand-prone reservoir. This detailed information is being used to position
production wells for maximum hydrocarbon recovery from this complex reservoir.
ENHANCED OIL RECOVERY (EOR)
ExxonMobil has maintained a continuous research program in enhanced oil recovery (EOR) for
over 30 years encompassing a wide variety of techniques, including gas injection, chemical
flooding, and thermal recovery. These technologies are being applied in sandstone and carbonate
fields to maximize recovery from our producing assets around the world. ExxonMobil participates in
projects accounting for about 40 percent of the worlds gas-injection EOR production, and our Cold
Lake operation in Canada is the worlds largest thermal bitumen recovery project.
Our EOR approach integrates fundamental research on process physics with laboratory and simulation
studies. At our Upstream Research Center in Houston, we have industrys only laboratory capable of
testing multiphase flow through full-size rock cores at subsurface temperature and pressure
conditions.
NEXTGENERATION LNG SHIPS
ExxonMobil and its joint-venture partner Qatar Petroleum will soon
transport natural gas to global markets much more efficiently than ever
before. Advances in liquefied natural gas (LNG) technologies are enabling us
to combine industry firsts in large LNG production plants and large LNG ships
to achieve world-class economies of scale for Qatars North Field gas
resource.
EMpact is a proprietary technology enabling a new generation of LNG
ships that are significantly larger than any in service today.
EMpact integrates laboratory testing with computer analysis,
providing the capability to analyze the complex forces
inside a ships cargo tanks during transport across the open
ocean. With EMpact, we are able to ensure that larger LNG
ships will have the same or a higher degree of mechanical
integrity than that already proven in todays
conventional-size LNG ships.
12 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
DOWNSTREAM AND CHEMICAL TECHNOLOGY
Technology is a critical enabler for the Downstream and Chemical
businesses providing the means to creatively meet the needs of the
marketplace and sustain competitive advantage. The scientists and
engineers at ExxonMobil work in collaborative teams with their business
partners and utilize state-of-the-art
research techniques to develop innovative products and new and improved
processes for increasing the efficiency of our manufacturing operations. Key
areas of focus include: lower costs, advantaged feed, higher-value products,
and technology enablers.
LOWER COSTS
Catalysts speed up chemical reactions,
generally without being consumed in the process.
ExxonMobil has a long history of developing and
applying these remarkable materials to enhance
the performance of our refining and chemical
processes. Our catalyst technology, such as that
used for low-sulfur gasoline and for low-sulfur
diesel fuel, enables us to meet new, more
stringent product specifications at minimum
investment. The value of our catalyst technology
is enhanced and regularly validated through our
licensing business.
Ceramic metallics, or cermets, allow us to
reduce the cost of our processes. These unique
materials have superior resistance to erosion
up to 5 to 10 times that of conventional
materials. We are deploying these new materials
in critical components of our manufacturing
facilities to improve onstream service and
reduce maintenance costs.
Our latest-generation xylene isomerization
technology, XyMax, uses advances in zeolite
catalysis to provide superior selectivity, and
yield broad operating flexibility, as well as the
opportunity to debottleneck plant operations.
Lower costs are also achieved through process
technology and scale. We built and continue to
operate the largest steam-cracking furnace in
the world at Baytown, Texas (200 thousand tons
per year). Our LRT-2 furnace technology operates
with industry-leading ethane conversion and
ethylene yields.
Through operations excellence and plant
scale, our high-pressure polyethylene
process provides a sizable capital and
operating cost advantage.
ADVANTAGED FEED
Technology helps us reduce raw material
costs and take advantage of lower cost,
difficult-to-process feedstocks. By optimizing
the selection and use of raw materials across
our global network of refineries and chemical
plants we can significantly reduce our cost and
improve operating margin.
ExxonMobil has developed unique capabilities
to analyze candidate feedstocks, and model the
chemistry of our manufacturing processes at
the molecular level. Combining this with a
comprehensive suite of state-of-the-art
optimization tools allows us to achieve
optimal raw material and manufacturing
utilization.
Our unique capability to characterize heavy
crudes also enables significant improvement
in delayed cokers that convert these low-value molecules into
higher-value products. Molecular
characterization allows optimum selection and
blending of crude slates to control coke type so
that we make a more free-flowing coke product
that can be readily removed from the coke drum
without costly shutdowns.
In the steam-cracking area, we continue to
expand the flexibility of our process towards
heavier, lower-cost feeds. The proprietary
technology employed is relatively new, and we
believe it is unmatched in the industry. The
savings are significant, since feedstock
represents about 45 percent of olefin
steam-cracking costs. Likewise, in the
high-growth paraxylene business, proprietary
TransPlus technology has improved the
flexibility of our aromatics process, allowing
heavy aromatics streams to be processed and
upgraded.
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 13
HIGHER-VALUE
PRODUCTS
We continue to extend the performance advantage of our
industry-leading Mobil 1 family of premium motor oils. Our new Mobil 1
global formulation provides improved fuel economy and better engine
protection versus the previous generation of technology. In addition,
Mobil 1 Extended Performance motor oil was launched in early 2005 offering
guaranteed 15 thousand-mile oil drain intervals.
We also worked with key original equipment manufacturers to
develop Mobil 1 ESP Formula (emission system protection),
which provides improved protection of the most
sophisticated vehicle emissions
system components.
In the polymers area, several generations of new
product families have resulted from the
application of our metallocene catalyst
technology. Our metallocene-based, linear
low-density polyethylene, Exceed, delivers
superior strength with excellent clarity and
gloss. Recently developed grades are ideal for
packaging frozen foods more quickly with less
energy.
Superior co-extrusion technology is the basis for
the stretch hood Nexxstar resin packaging films,
which have outstanding toughness and exceptional
clarity that enable bar-code reading and branding
with no additional labels. These unique,
custom-designed films enable higher processing
speeds and provide excellent packaging integrity.
Santoprene rubber is our flagship brand of
engineering thermoplastic elastomers.
Applications for this resilient, flexible, and
easily processed material are continuously
expanding. Manufacturers can also reprocess
Santoprene scrap and overruns, providing
environmental benefits through lower energy use
and reduced waste.
TECHNOLOGY
ENABLERS
High throughput experimentation (HTE) is a
combination of technologies associated with
experimental design, automated materials
synthesis and testing, and advanced data
analysis. HTE is capable of speeding up research
by up to two orders of magnitude. We use
computer-driven robotics to quickly generate
many new materials for automated testing in
miniaturized equipment that simulates the key
conditions of full-scale processing units. This
allows us to rapidly screen thousands of
candidate materials to find the two or three
that are promising for commercial application
work that can now be done in days or weeks
versus weeks or months previously.
In order to keep the technology pipeline full,
we also have a global breakthrough research
process that identifies technology-based
opportunities that have the potential to create
a significant improvement in performance. This
is a disciplined, business-driven process that
is designed to generate many ideas and then
reduce these to concepts that can be rapidly
evaluated, with the best becoming technology
projects. As a result of this disciplined
process, we have identified and are developing
several breakthrough projects.
14 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
Safety, Health & Environment
We maintain our commitment to high standards
of safety, security, health, and environmental
care. Our delivered performance demonstrates that
commitment.
2005 HIGHLIGHTS
§ |
|
Industry-leading safety performance. |
|
§ |
|
Best-ever energy performance in Refining and Chemical operations. |
|
§ |
|
Cogeneration capacity increased by 12 percent. |
|
§ |
|
Fewest spills on record. |
...we further believe ExxonMobil to be
among industry leaders in the extent to which
environmental management considerations have
been integrated into its business processes for
ongoing operations and for the planning and
development of new projects.
Lloyds Register Quality Assurance
GUIDING
PRINCIPLE
ExxonMobil is committed to maintaining high
standards of safety, security, health, and
environmental care. We comply with all applicable
environmental laws and regulations as a minimum
standard, and we apply responsible standards where
laws and regulations do not exist. Our goal is to
drive injuries, illnesses, and operational
incidents with environmental impact to zero. To
reach that goal, ExxonMobils technology
organization spent nearly $150 million in 2005
supporting safety, health, and environmental
initiatives, including both internal and external
work by leading scientists.
The products we produce are essential to society.
ExxonMobil has shown that we can produce them
while protecting the health and safety of people,
and safeguarding the environment.
RISK MANAGEMENT
Risks are inherent in the energy and
petrochemical businesses, including risks
associated with safety, security, health, and the
environment. ExxonMobil recognizes these risks and
takes a systematic approach to mitigate their
impact. Providing energy to the growing world
safely and in an environmentally responsible
manner is a responsibility we take very seriously.
The same rigor and discipline that underpin our
investment program are also used in our approach
to the management of our performance in safety,
security, health, and the environment.
To attain this goal, we employ a disciplined,
systematic approach we call OIMS our Operations
Integrity Management System. OIMS was developed by
ExxonMobil to provide a framework for managing
safety, health, security, and environmental risks.
It is used at our facilities worldwide. OIMS
enables us to measure progress and ensure
management accountability for results in these
areas. We are pleased that Lloyds Register
Quality Assurance has recognized OIMS as meeting
all requirements of the International Organization
for Standardizations standard for environmental
management systems (ISO 14001).
ENVIRONMENT
ExxonMobil is committed to achieving
excellent environmental performance in each of
our businesses to Protect Tomorrow. Today. We
operate responsibly wherever we do business by
implementing scientifically sound, practical
solutions that consider environmental
imperatives and the economic needs of the
communities in which we operate. The company has
a straightforward framework to guide our
environmental practices. In addition to the
consistent use of OIMS and careful adherence to
all applicable laws and regulations, business
lines are expected to:
§ |
|
Deliver superior environmental performance, which will lead to competitive advantage; |
|
§ |
|
Continually improve performance and drive incidents with environmental impact to zero; and, |
|
§ |
|
Achieve industry leadership in key environmental performance areas. |
Implementation of our environmental management
system contained within OIMS includes the use of
Environmental Business Planning (EBP). EBP is an
annual process used by businesses to update
environmental strategies and improvement plans,
and integrate them into business strategies and
plans. Businesses identify key environmental
drivers, set specific objectives, and establish
specific improvement steps, including both
projects and procedures, to reach those
objectives. The process includes both setting
environmental improvement goals for each business
and reporting performance to senior management.
ExxonMobil incorporates efficiency improvements
and emissions reductions into the routine
operation of our business, as well as into the
design of new facilities. Through our proprietary
Global Energy Management System (GEMS), launched
in 2000, we have identified opportunities to
improve energy efficiency by 15 percent. To date,
we have captured 50 percent of these savings.
Since implementation, refining and steam-cracking
operations have improved energy efficiency each
year. Changes introduced through GEMS are already
avoiding greenhouse gas (GHG) emissions of
approximately 7 million metric tons per year.
ADDITIONAL
INFORMATION
For more information regarding our
commitment to safety, security, health, and
the environment, refer to the following
documents available on our Web site at
exxonmobil.com.
§
Corporate
Citizenship Report (CCR) § Tomorrows Energy
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 15
This is roughly equivalent to removing 1
million cars from U.S. roads. These changes have
also reduced energy costs by about $500 million
per year, showing that environmental leadership
can create a competitive business advantage.
ExxonMobil recognizes that the impact of GHG
emissions on society and ecosystems may prove to
be significant. To address these risks, we are
taking actions to reduce energy use and emissions
in our operations:
§ |
|
ExxonMobil is an industry leader in the use of cogeneration, a much more efficient
way to make power and steam. In the past two years, we have added 800 megawatts of
capacity, representing an investment of approximately $1 billion. Our cogeneration
capacity is equivalent to reducing GHG emissions by 9 million metric tons per year versus
less efficient alternatives, which is equivalent to removing more than 1 million cars from
U.S. roads. |
§ |
|
We are among the worlds largest investors in liquefied natural gas (LNG)
technology. LNG allows clean-burning natural gas supplies to reach distant markets where
it can replace existing energy sources, such as coal. |
§ |
|
In Nigeria, we have made significant progress on a project to reduce nonessential
flaring. With the start-up of the earliest projects, flaring will begin to diminish in
2006. As a result of full project implementation by 2008, GHG emissions from our Nigerian
operations are expected to decrease by about 7 million metric tons per year representing
a reduction of 5 percent of our worldwide GHG emissions. |
ExxonMobils commitment to environmental progress is supported by our investment in
research and technologies to reduce emissions. We are working with vehicle manufacturers,
Toyota and Caterpillar, on separate programs to develop advanced fuels and engine systems
that are economic and have broad application. We are committed to further development
of breakthrough technology to reduce GHG emissions through research
projects, including initiating the Global Climate and Energy Project
(GCEP) led by Stanford University. This program is the largest-ever
independent research effort to identify low greenhouse-gas energy
technology. For more information, refer to the Web site
gcep.stanford.edu.
SAFETY AND HEALTH
ExxonMobil has many business priorities, but there is none greater
than the safety of our workplaces. We believe that providing a safe work
environment for our employees, contractors, and communities contributes to
and is indicative of superior performance in other aspects of our
operations. Since 1994, we have reduced lost-time incidents by a factor of
ten.
We place great emphasis on preparations to respond quickly and effectively to
incidents. In 2005, we conducted seven major regional emergency response
drills. But as we were reminded last autumn, no amount of risk management can
prevent natural disasters. As Hurricanes Katrina and Rita tore through the U.S.
Gulf region, our employees showed tremendous skill, competence, and bravery,
often in the face of tremendous personal loss. They accomplished enormous feats
in preventing and repairing hurricane damage to our onshore and offshore
facilities. In addition, they were instrumental in maintaining fuel supplies to
affected areas, and in helping the return to service of the vital Gulf Coast
energy infrastructure all in a safe and environmentally responsible manner.
As a business with major African oil and gas production, retail,
marketing and distribution activities, ExxonMobil is aware of the
devastating impact of malaria. Malaria is a disease that is
preventable, treatable, and controllable, yet every year there are at
least 300 million acute cases worldwide. In Africa, a child dies from
malaria every 30 seconds. ExxonMobil is addressing this plight head-on
through its Africa Health Initiative. Through this initiative,
ExxonMobil gave $10 million in 2005 to fund health programs to fight
malaria.
(1) |
|
Employee safety data from participating American Petroleum
Institute companies (2005 industry data not available at time of
publication). |
16 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
FUNCTIONAL EARNINGS
|
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2005 Quarters |
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|
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(millions of dollars) |
|
First |
|
Second |
|
Third |
|
Fourth |
|
2005 |
|
2004 |
|
2003 |
|
2002 |
|
2001 |
|
Net Income (U.S. GAAP) |
|
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Upstream |
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United States |
|
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1,353 |
|
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|
1,389 |
|
|
|
1,671 |
|
|
|
1,787 |
|
|
|
6,200 |
|
|
|
4,948 |
|
|
|
3,905 |
|
|
|
2,524 |
|
|
|
3,933 |
|
Non-U.S. |
|
|
3,701 |
|
|
|
3,519 |
|
|
|
5,678 |
|
|
|
5,251 |
|
|
|
18,149 |
|
|
|
11,727 |
|
|
|
10,597 |
|
|
|
7,074 |
|
|
|
6,803 |
|
Total |
|
|
5,054 |
|
|
|
4,908 |
|
|
|
7,349 |
|
|
|
7,038 |
|
|
|
24,349 |
|
|
|
16,675 |
|
|
|
14,502 |
|
|
|
9,598 |
|
|
|
10,736 |
|
|
Downstream |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
645 |
|
|
|
999 |
|
|
|
1,109 |
|
|
|
1,158 |
|
|
|
3,911 |
|
|
|
2,186 |
|
|
|
1,348 |
|
|
|
693 |
|
|
|
1,924 |
|
Non-U.S. |
|
|
808 |
|
|
|
1,022 |
|
|
|
1,019 |
|
|
|
1,232 |
|
|
|
4,081 |
|
|
|
3,520 |
|
|
|
2,168 |
|
|
|
607 |
|
|
|
2,303 |
|
Total |
|
|
1,453 |
|
|
|
2,021 |
|
|
|
2,128 |
|
|
|
2,390 |
|
|
|
7,992 |
|
|
|
5,706 |
|
|
|
3,516 |
|
|
|
1,300 |
|
|
|
4,227 |
|
|
Chemical |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
492 |
|
|
|
343 |
|
|
|
70 |
|
|
|
281 |
|
|
|
1,186 |
|
|
|
1,020 |
|
|
|
381 |
|
|
|
384 |
|
|
|
298 |
|
Non-U.S. |
|
|
940 |
|
|
|
471 |
|
|
|
402 |
|
|
|
944 |
|
|
|
2,757 |
|
|
|
2,408 |
|
|
|
1,051 |
|
|
|
446 |
|
|
|
409 |
|
Total |
|
|
1,432 |
|
|
|
814 |
|
|
|
472 |
|
|
|
1,225 |
|
|
|
3,943 |
|
|
|
3,428 |
|
|
|
1,432 |
|
|
|
830 |
|
|
|
707 |
|
|
Corporate and financing |
|
|
(79 |
) |
|
|
(103 |
) |
|
|
(29 |
) |
|
|
57 |
|
|
|
(154 |
) |
|
|
(479 |
) |
|
|
1,510 |
|
|
|
(442 |
) |
|
|
(142 |
) |
Merger expenses |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(275 |
) |
|
|
(525 |
) |
Discontinued operations |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
449 |
|
|
|
102 |
|
Extraordinary gain |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
215 |
|
Accounting change |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
550 |
|
|
|
|
|
|
|
|
|
|
Net income (U.S. GAAP) |
|
|
7,860 |
|
|
|
7,640 |
|
|
|
9,920 |
|
|
|
10,710 |
|
|
|
36,130 |
|
|
|
25,330 |
|
|
|
21,510 |
|
|
|
11,460 |
|
|
|
15,320 |
|
|
Net income per common share (dollars) |
|
|
1.23 |
|
|
|
1.21 |
|
|
|
1.60 |
|
|
|
1.72 |
|
|
|
5.76 |
|
|
|
3.91 |
|
|
|
3.24 |
|
|
|
1.69 |
|
|
|
2.23 |
|
Net income per common share
assuming dilution (dollars) |
|
|
1.22 |
|
|
|
1.20 |
|
|
|
1.58 |
|
|
|
1.71 |
|
|
|
5.71 |
|
|
|
3.89 |
|
|
|
3.23 |
|
|
|
1.68 |
|
|
|
2.21 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Merger Effects, Discontinued Operations, Accounting Change, and Other Special Items |
Upstream |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Non-U.S. |
|
|
|
|
|
|
|
|
|
|
1,620 |
|
|
|
|
|
|
|
1,620 |
|
|
|
|
|
|
|
1,700 |
|
|
|
(215 |
) |
|
|
|
|
Total |
|
|
|
|
|
|
|
|
|
|
1,620 |
|
|
|
|
|
|
|
1,620 |
|
|
|
|
|
|
|
1,700 |
|
|
|
(215 |
) |
|
|
|
|
|
Downstream |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
|
|
|
|
(200 |
) |
|
|
|
|
|
|
|
|
|
|
(200 |
) |
|
|
(550 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
Non-U.S. |
|
|
310 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
310 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total |
|
|
310 |
|
|
|
(200 |
) |
|
|
|
|
|
|
|
|
|
|
110 |
|
|
|
(550 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
Chemical |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Non-U.S. |
|
|
150 |
|
|
|
|
|
|
|
|
|
|
|
390 |
|
|
|
540 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total |
|
|
150 |
|
|
|
|
|
|
|
|
|
|
|
390 |
|
|
|
540 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Corporate and financing |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2,230 |
|
|
|
|
|
|
|
|
|
Merger expenses |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(275 |
) |
|
|
(525 |
) |
Discontinued operations |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
449 |
|
|
|
102 |
|
Extraordinary gain |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
215 |
|
Accounting change |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
550 |
|
|
|
|
|
|
|
|
|
|
Corporate total |
|
|
460 |
|
|
|
(200 |
) |
|
|
1,620 |
|
|
|
390 |
|
|
|
2,270 |
|
|
|
(550 |
) |
|
|
4,480 |
|
|
|
(41 |
) |
|
|
(208 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Earnings Excluding Merger Effects, Discontinued Operations, Accounting Change, and Other Special Items(1) |
Upstream |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
1,353 |
|
|
|
1,389 |
|
|
|
1,671 |
|
|
|
1,787 |
|
|
|
6,200 |
|
|
|
4,948 |
|
|
|
3,905 |
|
|
|
2,524 |
|
|
|
3,933 |
|
Non-U.S. |
|
|
3,701 |
|
|
|
3,519 |
|
|
|
4,058 |
|
|
|
5,251 |
|
|
|
16,529 |
|
|
|
11,727 |
|
|
|
8,897 |
|
|
|
7,289 |
|
|
|
6,803 |
|
Total |
|
|
5,054 |
|
|
|
4,908 |
|
|
|
5,729 |
|
|
|
7,038 |
|
|
|
22,729 |
|
|
|
16,675 |
|
|
|
12,802 |
|
|
|
9,813 |
|
|
|
10,736 |
|
|
Downstream |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
645 |
|
|
|
1,199 |
|
|
|
1,109 |
|
|
|
1,158 |
|
|
|
4,111 |
|
|
|
2,736 |
|
|
|
1,348 |
|
|
|
693 |
|
|
|
1,924 |
|
Non-U.S. |
|
|
498 |
|
|
|
1,022 |
|
|
|
1,019 |
|
|
|
1,232 |
|
|
|
3,771 |
|
|
|
3,520 |
|
|
|
2,168 |
|
|
|
607 |
|
|
|
2,303 |
|
Total |
|
|
1,143 |
|
|
|
2,221 |
|
|
|
2,128 |
|
|
|
2,390 |
|
|
|
7,882 |
|
|
|
6,256 |
|
|
|
3,516 |
|
|
|
1,300 |
|
|
|
4,227 |
|
|
Chemical |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
492 |
|
|
|
343 |
|
|
|
70 |
|
|
|
281 |
|
|
|
1,186 |
|
|
|
1,020 |
|
|
|
381 |
|
|
|
384 |
|
|
|
298 |
|
Non-U.S. |
|
|
790 |
|
|
|
471 |
|
|
|
402 |
|
|
|
554 |
|
|
|
2,217 |
|
|
|
2,408 |
|
|
|
1,051 |
|
|
|
446 |
|
|
|
409 |
|
Total |
|
|
1,282 |
|
|
|
814 |
|
|
|
472 |
|
|
|
835 |
|
|
|
3,403 |
|
|
|
3,428 |
|
|
|
1,432 |
|
|
|
830 |
|
|
|
707 |
|
|
Corporate and financing |
|
|
(79 |
) |
|
|
(103 |
) |
|
|
(29 |
) |
|
|
57 |
|
|
|
(154 |
) |
|
|
(479 |
) |
|
|
(720 |
) |
|
|
(442 |
) |
|
|
(142 |
) |
|
Corporate total |
|
|
7,400 |
|
|
|
7,840 |
|
|
|
8,300 |
|
|
|
10,320 |
|
|
|
33,860 |
|
|
|
25,880 |
|
|
|
17,030 |
|
|
|
11,501 |
|
|
|
15,528 |
|
|
Earnings per common share (dollars) |
|
|
1.16 |
|
|
|
1.24 |
|
|
|
1.34 |
|
|
|
1.66 |
|
|
|
5.40 |
|
|
|
3.99 |
|
|
|
2.57 |
|
|
|
1.70 |
|
|
|
2.27 |
|
Earnings per common share
assuming dilution (dollars) |
|
|
1.15 |
|
|
|
1.23 |
|
|
|
1.32 |
|
|
|
1.65 |
|
|
|
5.35 |
|
|
|
3.97 |
|
|
|
2.56 |
|
|
|
1.69 |
|
|
|
2.25 |
|
|
(1) |
|
See Frequently Used Terms on pages 88 through 91. |
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 17
RETURN
ON AVERAGE CAPITAL EMPLOYED (1) BY BUSINESS
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(percent) |
|
2005 |
|
2004 |
|
2003 |
|
2002 |
|
2001 |
|
Upstream |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
46.0 |
|
|
|
37.0 |
|
|
|
28.9 |
|
|
|
19.0 |
|
|
|
30.4 |
|
Non-U.S. |
|
|
45.6 |
|
|
|
31.5 |
|
|
|
31.0 |
|
|
|
23.7 |
|
|
|
25.1 |
|
Total |
|
|
45.7 |
|
|
|
32.9 |
|
|
|
30.4 |
|
|
|
22.3 |
|
|
|
26.8 |
|
|
Downstream |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
58.8 |
|
|
|
28.6 |
|
|
|
16.7 |
|
|
|
8.6 |
|
|
|
25.0 |
|
Non-U.S. |
|
|
22.6 |
|
|
|
18.0 |
|
|
|
11.5 |
|
|
|
3.4 |
|
|
|
12.4 |
|
Total |
|
|
32.4 |
|
|
|
21.0 |
|
|
|
13.0 |
|
|
|
5.0 |
|
|
|
16.1 |
|
|
Chemical |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
23.1 |
|
|
|
19.4 |
|
|
|
7.3 |
|
|
|
7.3 |
|
|
|
7.2 |
|
Non-U.S. |
|
|
30.9 |
|
|
|
25.7 |
|
|
|
11.8 |
|
|
|
5.3 |
|
|
|
5.8 |
|
Total |
|
|
28.0 |
|
|
|
23.5 |
|
|
|
10.2 |
|
|
|
6.1 |
|
|
|
6.4 |
|
|
Corporate and financing |
|
NA |
|
NA |
|
NA |
|
NA |
|
NA |
Discontinued operations |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
63.2 |
|
|
|
7.2 |
|
|
Corporate total |
|
|
31.3 |
|
|
|
23.8 |
|
|
|
20.9 |
|
|
|
13.5 |
|
|
|
17.8 |
|
|
(1) |
|
Capital employed consists of shareholders equity and their share of consolidated debt, including ExxonMobils share of amounts
applicable to equity companies. See Frequently Used Terms on pages 88 through 91. |
AVERAGE CAPITAL EMPLOYED (1) BY BUSINESS
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
Upstream |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
13,491 |
|
|
|
13,355 |
|
|
|
13,508 |
|
|
|
13,264 |
|
|
|
12,952 |
|
Non-U.S. |
|
|
39,770 |
|
|
|
37,287 |
|
|
|
34,164 |
|
|
|
29,800 |
|
|
|
27,077 |
|
Total |
|
|
53,261 |
|
|
|
50,642 |
|
|
|
47,672 |
|
|
|
43,064 |
|
|
|
40,029 |
|
|
Downstream |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
6,650 |
|
|
|
7,632 |
|
|
|
8,090 |
|
|
|
8,060 |
|
|
|
7,711 |
|
Non-U.S. |
|
|
18,030 |
|
|
|
19,541 |
|
|
|
18,875 |
|
|
|
17,985 |
|
|
|
18,610 |
|
Total |
|
|
24,680 |
|
|
|
27,173 |
|
|
|
26,965 |
|
|
|
26,045 |
|
|
|
26,321 |
|
|
Chemical |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
5,145 |
|
|
|
5,246 |
|
|
|
5,194 |
|
|
|
5,235 |
|
|
|
5,506 |
|
Non-U.S. |
|
|
8,919 |
|
|
|
9,362 |
|
|
|
8,905 |
|
|
|
8,410 |
|
|
|
8,333 |
|
Total |
|
|
14,064 |
|
|
|
14,608 |
|
|
|
14,099 |
|
|
|
13,645 |
|
|
|
13,839 |
|
|
Corporate and financing |
|
|
24,956 |
|
|
|
14,916 |
|
|
|
6,637 |
|
|
|
4,878 |
|
|
|
6,399 |
|
Discontinued operations |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
710 |
|
|
|
1,412 |
|
|
Corporate total |
|
|
116,961 |
|
|
|
107,339 |
|
|
|
95,373 |
|
|
|
88,342 |
|
|
|
88,000 |
|
|
Average capital
employed applicable
to equity companies
included above |
|
|
20,256 |
|
|
|
18,049 |
|
|
|
15,587 |
|
|
|
14,001 |
|
|
|
13,902 |
|
|
(1) |
|
Average capital employed is the average of beginning- and
end-of-year business segment capital employed.
See Frequently Used Terms on pages 88 through 91. |
18 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
CAPITAL
AND EXPLORATION EXPENDITURES
(1)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
Upstream |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Exploration |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
297 |
|
|
|
248 |
|
|
|
275 |
|
|
|
295 |
|
|
|
471 |
|
Non-U.S. |
|
|
1,396 |
|
|
|
1,035 |
|
|
|
940 |
|
|
|
1,015 |
|
|
|
1,188 |
|
Total |
|
|
1,693 |
|
|
|
1,283 |
|
|
|
1,215 |
|
|
|
1,310 |
|
|
|
1,659 |
|
|
Production(2) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
1,841 |
|
|
|
1,669 |
|
|
|
1,842 |
|
|
|
2,057 |
|
|
|
1,947 |
|
Non-U.S. |
|
|
10,844 |
|
|
|
8,629 |
|
|
|
8,758 |
|
|
|
6,949 |
|
|
|
5,157 |
|
Total |
|
|
12,685 |
|
|
|
10,298 |
|
|
|
10,600 |
|
|
|
9,006 |
|
|
|
7,104 |
|
|
Power and Coal |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
4 |
|
|
|
5 |
|
|
|
8 |
|
|
|
5 |
|
|
|
5 |
|
Non-U.S. |
|
|
88 |
|
|
|
129 |
|
|
|
165 |
|
|
|
73 |
|
|
|
48 |
|
Total |
|
|
92 |
|
|
|
134 |
|
|
|
173 |
|
|
|
78 |
|
|
|
53 |
|
|
Total Upstream |
|
|
14,470 |
|
|
|
11,715 |
|
|
|
11,988 |
|
|
|
10,394 |
|
|
|
8,816 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Downstream |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Refining |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
497 |
|
|
|
550 |
|
|
|
998 |
|
|
|
670 |
|
|
|
524 |
|
Non-U.S. |
|
|
871 |
|
|
|
774 |
|
|
|
768 |
|
|
|
685 |
|
|
|
514 |
|
Total |
|
|
1,368 |
|
|
|
1,324 |
|
|
|
1,766 |
|
|
|
1,355 |
|
|
|
1,038 |
|
|
Marketing |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
217 |
|
|
|
201 |
|
|
|
216 |
|
|
|
255 |
|
|
|
370 |
|
Non-U.S. |
|
|
859 |
|
|
|
811 |
|
|
|
739 |
|
|
|
761 |
|
|
|
836 |
|
Total |
|
|
1,076 |
|
|
|
1,012 |
|
|
|
955 |
|
|
|
1,016 |
|
|
|
1,206 |
|
|
Pipeline/Marine |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
39 |
|
|
|
24 |
|
|
|
30 |
|
|
|
55 |
|
|
|
67 |
|
Non-U.S. |
|
|
12 |
|
|
|
45 |
|
|
|
30 |
|
|
|
24 |
|
|
|
11 |
|
Total |
|
|
51 |
|
|
|
69 |
|
|
|
60 |
|
|
|
79 |
|
|
|
78 |
|
|
Total Downstream |
|
|
2,495 |
|
|
|
2,405 |
|
|
|
2,781 |
|
|
|
2,450 |
|
|
|
2,322 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Chemical |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
243 |
|
|
|
262 |
|
|
|
333 |
|
|
|
575 |
|
|
|
432 |
|
Non-U.S. |
|
|
411 |
|
|
|
428 |
|
|
|
359 |
|
|
|
379 |
|
|
|
440 |
|
Total Chemical |
|
|
654 |
|
|
|
690 |
|
|
|
692 |
|
|
|
954 |
|
|
|
872 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Other Operations and Administrative |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
80 |
|
|
|
66 |
|
|
|
64 |
|
|
|
45 |
|
|
|
126 |
|
Non-U.S. |
|
|
|
|
|
|
9 |
|
|
|
|
|
|
|
32 |
|
|
|
32 |
|
Total other operations and administrative |
|
|
80 |
|
|
|
75 |
|
|
|
64 |
|
|
|
77 |
|
|
|
158 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Discontinued Operations |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Non-U.S. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
80 |
|
|
|
143 |
|
|
Total capital and exploration expenditures |
|
|
17,699 |
|
|
|
14,885 |
|
|
|
15,525 |
|
|
|
13,955 |
|
|
|
12,311 |
|
|
(1) |
|
See Frequently Used Terms on pages 88 through 91. |
|
(2) |
|
Including related transportation. |
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 19
TOTAL CAPITAL AND EXPLORATION EXPENDITURES BY GEOGRAPHY
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
United States |
|
|
3,218 |
|
|
|
3,025 |
|
|
|
3,766 |
|
|
|
3,957 |
|
|
|
3,942 |
|
Canada |
|
|
1,599 |
|
|
|
1,546 |
|
|
|
1,601 |
|
|
|
1,513 |
|
|
|
1,262 |
|
Europe |
|
|
2,829 |
|
|
|
2,845 |
|
|
|
3,046 |
|
|
|
2,919 |
|
|
|
2,564 |
|
Africa |
|
|
3,815 |
|
|
|
3,330 |
|
|
|
3,657 |
|
|
|
2,405 |
|
|
|
1,585 |
|
Asia Pacific/Middle East |
|
|
3,241 |
|
|
|
2,168 |
|
|
|
2,046 |
|
|
|
1,863 |
|
|
|
1,681 |
|
Russia/Caspian |
|
|
2,656 |
|
|
|
1,650 |
|
|
|
1,184 |
|
|
|
893 |
|
|
|
553 |
|
Other |
|
|
341 |
|
|
|
321 |
|
|
|
225 |
|
|
|
405 |
|
|
|
724 |
|
|
Total worldwide |
|
|
17,699 |
|
|
|
14,885 |
|
|
|
15,525 |
|
|
|
13,955 |
|
|
|
12,311 |
|
|
DISTRIBUTION OF CAPITAL AND EXPLORATION EXPENDITURES
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
Consolidated Companies Expenditures |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Capital expenditures |
|
|
13,792 |
|
|
|
11,901 |
|
|
|
12,857 |
|
|
|
11,499 |
|
|
|
9,943 |
|
Exploration costs charged to expense
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
157 |
|
|
|
192 |
|
|
|
256 |
|
|
|
220 |
|
|
|
213 |
|
Non-U.S. |
|
|
795 |
|
|
|
891 |
|
|
|
735 |
|
|
|
679 |
|
|
|
941 |
|
Depreciation on support equipment(1) |
|
|
12 |
|
|
|
15 |
|
|
|
19 |
|
|
|
21 |
|
|
|
21 |
|
Total exploration expenses |
|
|
964 |
|
|
|
1,098 |
|
|
|
1,010 |
|
|
|
920 |
|
|
|
1,175 |
|
|
Total consolidated companies capital and exploration expenditures |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(excluding depreciation on support equipment) |
|
|
14,744 |
|
|
|
12,984 |
|
|
|
13,848 |
|
|
|
12,398 |
|
|
|
11,097 |
|
|
ExxonMobils Share of Non-Consolidated Companies Expenditures |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Capital expenditures |
|
|
2,938 |
|
|
|
1,865 |
|
|
|
1,651 |
|
|
|
1,518 |
|
|
|
1,203 |
|
Exploration costs charged to expense |
|
|
17 |
|
|
|
36 |
|
|
|
26 |
|
|
|
39 |
|
|
|
11 |
|
Total non-consolidated companies capital
and exploration expenditures |
|
|
2,955 |
|
|
|
1,901 |
|
|
|
1,677 |
|
|
|
1,557 |
|
|
|
1,214 |
|
|
Total capital and exploration expenditures |
|
|
17,699 |
|
|
|
14,885 |
|
|
|
15,525 |
|
|
|
13,955 |
|
|
|
12,311 |
|
|
|
|
|
(1) |
|
Not included as part of total Capital and Exploration Expenditures,
but included as part of Exploration Expenses in the Summary Statement of
Income, page 22. |
20 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
NET INVESTMENT IN PROPERTY, PLANT, AND EQUIPMENT AT YEAR END
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
Upstream |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
16,222 |
|
|
|
16,410 |
|
|
|
16,992 |
|
|
|
16,924 |
|
|
|
16,697 |
|
Non-U.S. |
|
|
46,595 |
|
|
|
45,603 |
|
|
|
41,735 |
|
|
|
34,772 |
|
|
|
29,980 |
|
Total |
|
|
62,817 |
|
|
|
62,013 |
|
|
|
58,727 |
|
|
|
51,696 |
|
|
|
46,677 |
|
|
Downstream |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
9,334 |
|
|
|
9,408 |
|
|
|
9,714 |
|
|
|
9,238 |
|
|
|
9,012 |
|
Non-U.S. |
|
|
18,695 |
|
|
|
20,402 |
|
|
|
19,852 |
|
|
|
17,682 |
|
|
|
16,548 |
|
Total |
|
|
28,029 |
|
|
|
29,810 |
|
|
|
29,566 |
|
|
|
26,920 |
|
|
|
25,560 |
|
|
Chemical |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
4,685 |
|
|
|
4,887 |
|
|
|
5,068 |
|
|
|
5,155 |
|
|
|
5,079 |
|
Non-U.S. |
|
|
4,619 |
|
|
|
5,162 |
|
|
|
5,047 |
|
|
|
4,754 |
|
|
|
4,611 |
|
Total |
|
|
9,304 |
|
|
|
10,049 |
|
|
|
10,115 |
|
|
|
9,909 |
|
|
|
9,690 |
|
|
Other/discontinued operations |
|
|
6,860 |
|
|
|
6,767 |
|
|
|
6,557 |
|
|
|
6,415 |
|
|
|
7,675 |
|
|
Total net investment |
|
|
107,010 |
|
|
|
108,639 |
|
|
|
104,965 |
|
|
|
94,940 |
|
|
|
89,602 |
|
|
DEPRECIATION AND DEPLETION EXPENSES
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
Upstream |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
1,293 |
|
|
|
1,453 |
|
|
|
1,571 |
|
|
|
1,597 |
|
|
|
1,447 |
|
Non-U.S. |
|
|
5,407 |
|
|
|
4,758 |
|
|
|
4,072 |
|
|
|
3,551 |
|
|
|
3,221 |
|
Total |
|
|
6,700 |
|
|
|
6,211 |
|
|
|
5,643 |
|
|
|
5,148 |
|
|
|
4,668 |
|
|
Downstream |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
615 |
|
|
|
618 |
|
|
|
601 |
|
|
|
583 |
|
|
|
598 |
|
Non-U.S. |
|
|
1,611 |
|
|
|
1,646 |
|
|
|
1,548 |
|
|
|
1,399 |
|
|
|
1,476 |
|
Total |
|
|
2,226 |
|
|
|
2,264 |
|
|
|
2,149 |
|
|
|
1,982 |
|
|
|
2,074 |
|
|
Chemical |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
416 |
|
|
|
408 |
|
|
|
410 |
|
|
|
414 |
|
|
|
408 |
|
Non-U.S. |
|
|
410 |
|
|
|
400 |
|
|
|
368 |
|
|
|
348 |
|
|
|
289 |
|
Total |
|
|
826 |
|
|
|
808 |
|
|
|
778 |
|
|
|
762 |
|
|
|
697 |
|
|
Other |
|
|
501 |
|
|
|
484 |
|
|
|
477 |
|
|
|
418 |
|
|
|
409 |
|
|
Total depreciation and depletion expenses |
|
|
10,253 |
|
|
|
9,767 |
|
|
|
9,047 |
|
|
|
8,310 |
|
|
|
7,848 |
|
|
OPERATING
COSTS EXCLUDING MERGER EXPENSES AND DISCONTINUED OPERATIONS
(1)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
Production and manufacturing expenses |
|
|
26,819 |
|
|
|
23,225 |
|
|
|
21,260 |
|
|
|
17,831 |
|
|
|
17,743 |
|
Selling, general, and administrative |
|
|
14,402 |
|
|
|
13,849 |
|
|
|
13,396 |
|
|
|
12,356 |
|
|
|
12,898 |
|
Depreciation and depletion |
|
|
10,253 |
|
|
|
9,767 |
|
|
|
9,047 |
|
|
|
8,310 |
|
|
|
7,848 |
|
Exploration |
|
|
964 |
|
|
|
1,098 |
|
|
|
1,010 |
|
|
|
920 |
|
|
|
1,175 |
|
|
Subtotal |
|
|
52,438 |
|
|
|
47,939 |
|
|
|
44,713 |
|
|
|
39,417 |
|
|
|
39,664 |
|
ExxonMobils share of equity company expenses |
|
|
4,520 |
|
|
|
4,209 |
|
|
|
3,937 |
|
|
|
3,800 |
|
|
|
3,832 |
|
|
Total operating costs |
|
|
56,958 |
|
|
|
52,148 |
|
|
|
48,650 |
|
|
|
43,217 |
|
|
|
43,496 |
|
|
|
|
|
(1) |
|
See Frequently Used Terms on pages 88 through 91. |
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 21
SUMMARY BALANCE SHEET AT YEAR END
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
Assets |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Current assets
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Cash and cash equivalents |
|
|
28,671 |
|
|
|
18,531 |
|
|
|
10,626 |
|
|
|
7,229 |
|
|
|
6,547 |
|
Cash and cash equivalents restricted |
|
|
4,604 |
|
|
|
4,604 |
|
|
|
|
|
|
|
|
|
|
|
|
|
Notes and accounts receivable,
less estimated doubtful amounts |
|
|
27,484 |
|
|
|
25,359 |
|
|
|
24,309 |
|
|
|
21,163 |
|
|
|
19,549 |
|
Inventories
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Crude oil, products, and merchandise |
|
|
7,852 |
|
|
|
8,136 |
|
|
|
7,665 |
|
|
|
6,827 |
|
|
|
6,743 |
|
Materials and supplies |
|
|
1,469 |
|
|
|
1,351 |
|
|
|
1,292 |
|
|
|
1,241 |
|
|
|
1,161 |
|
Prepaid taxes and expenses |
|
|
3,262 |
|
|
|
2,396 |
|
|
|
2,068 |
|
|
|
1,831 |
|
|
|
1,681 |
|
|
Total current assets |
|
|
73,342 |
|
|
|
60,377 |
|
|
|
45,960 |
|
|
|
38,291 |
|
|
|
35,681 |
|
|
Investments and advances |
|
|
20,592 |
|
|
|
18,404 |
|
|
|
15,535 |
|
|
|
12,111 |
|
|
|
10,768 |
|
Property, plant, and equipment, at cost,
less accumulated depreciation and depletion |
|
|
107,010 |
|
|
|
108,639 |
|
|
|
104,965 |
|
|
|
94,940 |
|
|
|
89,602 |
|
Other assets, including intangibles net |
|
|
7,391 |
|
|
|
7,836 |
|
|
|
7,818 |
|
|
|
7,302 |
|
|
|
7,123 |
|
|
Total assets |
|
|
208,335 |
|
|
|
195,256 |
|
|
|
174,278 |
|
|
|
152,644 |
|
|
|
143,174 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Liabilities |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Current liabilities
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Notes and loans payable |
|
|
1,771 |
|
|
|
3,280 |
|
|
|
4,789 |
|
|
|
4,093 |
|
|
|
3,703 |
|
Accounts payable and accrued liabilities |
|
|
36,120 |
|
|
|
31,763 |
|
|
|
28,445 |
|
|
|
25,186 |
|
|
|
22,862 |
|
Income taxes payable |
|
|
8,416 |
|
|
|
7,938 |
|
|
|
5,152 |
|
|
|
3,896 |
|
|
|
3,549 |
|
|
Total current liabilities |
|
|
46,307 |
|
|
|
42,981 |
|
|
|
38,386 |
|
|
|
33,175 |
|
|
|
30,114 |
|
|
Long-term debt |
|
|
6,220 |
|
|
|
5,013 |
|
|
|
4,756 |
|
|
|
6,655 |
|
|
|
7,099 |
|
Annuity reserves |
|
|
10,220 |
|
|
|
10,850 |
|
|
|
9,609 |
|
|
|
11,202 |
|
|
|
7,331 |
|
Accrued liabilities |
|
|
6,434 |
|
|
|
6,279 |
|
|
|
5,283 |
|
|
|
5,252 |
|
|
|
5,144 |
|
Deferred income tax liabilities |
|
|
20,878 |
|
|
|
21,092 |
|
|
|
20,118 |
|
|
|
16,484 |
|
|
|
16,359 |
|
Deferred credits and other long-term obligations |
|
|
3,563 |
|
|
|
3,333 |
|
|
|
2,829 |
|
|
|
2,511 |
|
|
|
1,141 |
|
Equity of minority and preferred
shareholders in affiliated companies |
|
|
3,527 |
|
|
|
3,952 |
|
|
|
3,382 |
|
|
|
2,768 |
|
|
|
2,825 |
|
|
Total liabilities |
|
|
97,149 |
|
|
|
93,500 |
|
|
|
84,363 |
|
|
|
78,047 |
|
|
|
70,013 |
|
|
|
Shareholders Equity |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Benefit plan related balances |
|
|
(1,266 |
) |
|
|
(1,014 |
) |
|
|
(634 |
) |
|
|
(450 |
) |
|
|
(159 |
) |
Common stock without par value |
|
|
5,743 |
|
|
|
5,067 |
|
|
|
4,468 |
|
|
|
4,217 |
|
|
|
3,789 |
|
Earnings reinvested |
|
|
163,335 |
|
|
|
134,390 |
|
|
|
115,956 |
|
|
|
100,961 |
|
|
|
95,718 |
|
Accumulated other nonowner changes in equity
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Cumulative foreign exchange translation adjustment |
|
|
979 |
|
|
|
3,598 |
|
|
|
1,421 |
|
|
|
(3,015 |
) |
|
|
(5,947 |
) |
Minimum pension liability adjustment |
|
|
(2,258 |
) |
|
|
(2,499 |
) |
|
|
(2,446 |
) |
|
|
(2,960 |
) |
|
|
(535 |
) |
Unrealized gains/(losses) on stock investments |
|
|
|
|
|
|
428 |
|
|
|
511 |
|
|
|
(79 |
) |
|
|
(108 |
) |
Common stock held in treasury |
|
|
(55,347 |
) |
|
|
(38,214 |
) |
|
|
(29,361 |
) |
|
|
(24,077 |
) |
|
|
(19,597 |
) |
|
Total shareholders equity |
|
|
111,186 |
|
|
|
101,756 |
|
|
|
89,915 |
|
|
|
74,597 |
|
|
|
73,161 |
|
|
Total liabilities and shareholders equity |
|
|
208,335 |
|
|
|
195,256 |
|
|
|
174,278 |
|
|
|
152,644 |
|
|
|
143,174 |
|
|
|
|
|
The information in the Summary Statement of Income (for 2003 to 2005), the Summary Balance
Sheet (for 2004 and 2005), and the Summary Statement of Cash Flows (for 2003 to 2005), shown on
pages 21 through 23, corresponds to the information in the Consolidated Statement of Income,
Consolidated Balance Sheet, and the Consolidated Statement of Cash Flows in the financial
statements of ExxonMobils 2006 Proxy Statement. For complete consolidated financial statements,
including notes, please refer to pages A24 through A51 of ExxonMobils 2006 Proxy Statement. See
also managements discussion and analysis of financial condition and results of operations and
other information on pages A7 through A21 of the 2006 Proxy Statement. |
22 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
SUMMARY STATEMENT OF INCOME
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
Revenues and Other Income |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Sales and other operating revenue(1)(2) |
|
|
358,955 |
|
|
|
291,252 |
|
|
|
237,054 |
|
|
|
200,949 |
|
|
|
208,715 |
|
Income from equity affiliates |
|
|
7,583 |
|
|
|
4,961 |
|
|
|
4,373 |
|
|
|
2,066 |
|
|
|
2,174 |
|
Other income |
|
|
4,142 |
|
|
|
1,822 |
|
|
|
5,311 |
|
|
|
1,491 |
|
|
|
1,896 |
|
|
Total revenues and other income |
|
|
370,680 |
|
|
|
298,035 |
|
|
|
246,738 |
|
|
|
204,506 |
|
|
|
212,785 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Costs and Other Deductions |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Crude oil and product purchases |
|
|
185,219 |
|
|
|
139,224 |
|
|
|
107,658 |
|
|
|
90,950 |
|
|
|
92,257 |
|
Production and manufacturing expenses |
|
|
26,819 |
|
|
|
23,225 |
|
|
|
21,260 |
|
|
|
17,831 |
|
|
|
17,743 |
|
Selling, general, and administrative expenses |
|
|
14,402 |
|
|
|
13,849 |
|
|
|
13,396 |
|
|
|
12,356 |
|
|
|
12,898 |
|
Depreciation and depletion |
|
|
10,253 |
|
|
|
9,767 |
|
|
|
9,047 |
|
|
|
8,310 |
|
|
|
7,848 |
|
Exploration expenses, including dry holes |
|
|
964 |
|
|
|
1,098 |
|
|
|
1,010 |
|
|
|
920 |
|
|
|
1,175 |
|
Merger-related expenses |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
410 |
|
|
|
748 |
|
Interest expense |
|
|
496 |
|
|
|
638 |
|
|
|
207 |
|
|
|
398 |
|
|
|
293 |
|
Excise taxes(1) |
|
|
30,742 |
|
|
|
27,263 |
|
|
|
23,855 |
|
|
|
22,040 |
|
|
|
21,907 |
|
Other taxes and duties |
|
|
41,554 |
|
|
|
40,954 |
|
|
|
37,645 |
|
|
|
33,572 |
|
|
|
33,377 |
|
Income applicable to minority and preferred interests |
|
|
799 |
|
|
|
776 |
|
|
|
694 |
|
|
|
209 |
|
|
|
569 |
|
|
Total costs and other deductions |
|
|
311,248 |
|
|
|
256,794 |
|
|
|
214,772 |
|
|
|
186,996 |
|
|
|
188,815 |
|
|
Income before income taxes |
|
|
59,432 |
|
|
|
41,241 |
|
|
|
31,966 |
|
|
|
17,510 |
|
|
|
23,970 |
|
Income taxes |
|
|
23,302 |
|
|
|
15,911 |
|
|
|
11,006 |
|
|
|
6,499 |
|
|
|
8,967 |
|
|
Income from continuing operations |
|
|
36,130 |
|
|
|
25,330 |
|
|
|
20,960 |
|
|
|
11,011 |
|
|
|
15,003 |
|
|
Discontinued operations, net of income tax |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
449 |
|
|
|
102 |
|
Cumulative effect of accounting change, net of income tax |
|
|
|
|
|
|
|
|
|
|
550 |
|
|
|
|
|
|
|
|
|
Extraordinary gain, net of income tax |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
215 |
|
|
Net Income |
|
|
36,130 |
|
|
|
25,330 |
|
|
|
21,510 |
|
|
|
11,460 |
|
|
|
15,320 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net Income per Common Share (dollars) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Income from continuing operations |
|
|
5.76 |
|
|
|
3.91 |
|
|
|
3.16 |
|
|
|
1.62 |
|
|
|
2.19 |
|
Discontinued operations, net of income tax |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
0.07 |
|
|
|
0.01 |
|
Cumulative effect of accounting change, net of income tax |
|
|
|
|
|
|
|
|
|
|
0.08 |
|
|
|
|
|
|
|
|
|
Extraordinary gain, net of income tax |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
0.03 |
|
|
Net income |
|
|
5.76 |
|
|
|
3.91 |
|
|
|
3.24 |
|
|
|
1.69 |
|
|
|
2.23 |
|
|
|
Net
Income per Common Share Assuming Dilution (dollars) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Income from continuing operations |
|
|
5.71 |
|
|
|
3.89 |
|
|
|
3.15 |
|
|
|
1.61 |
|
|
|
2.17 |
|
Discontinued operations, net of income tax |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
0.07 |
|
|
|
0.01 |
|
Cumulative effect of accounting change, net of income tax |
|
|
|
|
|
|
|
|
|
|
0.08 |
|
|
|
|
|
|
|
|
|
Extraordinary gain, net of income tax |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
0.03 |
|
|
Net income |
|
|
5.71 |
|
|
|
3.89 |
|
|
|
3.23 |
|
|
|
1.68 |
|
|
|
2.21 |
|
|
|
|
|
|
(1)
Excise taxes included in sales and other operating revenue |
|
|
30,742 |
|
|
|
27,263 |
|
|
|
23,855 |
|
|
|
22,040 |
|
|
|
21,907 |
|
|
|
|
(2) |
|
Sales and other operating revenue includes purchases/sales contracts with the same counterparty. Associated costs are included in crude oil and product purchases. |
|
The information in the Summary Statement of Income (for 2003 to 2005), the Summary Balance Sheet
(for 2004 and 2005), and the Summary Statement of Cash Flows (for 2003 to 2005), shown on pages 21
through 23, corresponds to the information in the Consolidated Statement of Income, Consolidated
Balance Sheet, and the Consolidated Statement of Cash Flows in the financial statements of
ExxonMobils 2006 Proxy Statement. For complete consolidated financial statements, including notes,
please refer to pages A24 through A51 of ExxonMobils 2006 Proxy Statement. See also managements
discussion and analysis of financial condition and results of operations and other information on
pages A7 through A21 of the 2006 Proxy Statement. |
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 23
SUMMARY STATEMENT OF CASH FLOWS
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
Cash Flows from Operating Activities |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net income |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Accruing to ExxonMobil shareholders |
|
|
36,130 |
|
|
|
25,330 |
|
|
|
21,510 |
|
|
|
11,460 |
|
|
|
15,320 |
|
Accruing to minority and preferred interests |
|
|
799 |
|
|
|
776 |
|
|
|
694 |
|
|
|
209 |
|
|
|
569 |
|
Cumulative effect of accounting change, net of income tax |
|
|
|
|
|
|
|
|
|
|
(550 |
) |
|
|
|
|
|
|
|
|
Adjustments for noncash transactions |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Depreciation and depletion |
|
|
10,253 |
|
|
|
9,767 |
|
|
|
9,047 |
|
|
|
8,310 |
|
|
|
7,848 |
|
Deferred income tax charges/(credits) |
|
|
(429 |
) |
|
|
(1,134 |
) |
|
|
1,827 |
|
|
|
297 |
|
|
|
650 |
|
Annuity provisions |
|
|
254 |
|
|
|
886 |
|
|
|
(1,489 |
) |
|
|
(500 |
) |
|
|
349 |
|
Accrued liability provisions |
|
|
398 |
|
|
|
806 |
|
|
|
264 |
|
|
|
(90 |
) |
|
|
149 |
|
Dividends received greater than/(less than)
equity in current earnings of equity companies |
|
|
(734 |
) |
|
|
(1,643 |
) |
|
|
(402 |
) |
|
|
(170 |
) |
|
|
78 |
|
Extraordinary gain, before income tax |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(194 |
) |
Changes in operational working capital, excluding cash and debt |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Reduction/(increase) Notes and accounts receivable |
|
|
(3,700 |
) |
|
|
(472 |
) |
|
|
(1,286 |
) |
|
|
(305 |
) |
|
|
3,062 |
|
Inventories |
|
|
(434 |
) |
|
|
(223 |
) |
|
|
(100 |
) |
|
|
353 |
|
|
|
154 |
|
Prepaid taxes and expenses |
|
|
(7 |
) |
|
|
11 |
|
|
|
42 |
|
|
|
32 |
|
|
|
118 |
|
Increase/(reduction) Accounts and other payables |
|
|
7,806 |
|
|
|
6,333 |
|
|
|
1,130 |
|
|
|
365 |
|
|
|
(5,103 |
) |
Net (gain) on asset sales and Ruhrgas transaction |
|
|
(1,980 |
) |
|
|
(268 |
) |
|
|
(2,461 |
) |
|
|
1,107 |
|
|
|
(162 |
) |
All other items net |
|
|
(218 |
) |
|
|
382 |
|
|
|
272 |
|
|
|
200 |
|
|
|
51 |
|
|
Net cash provided by operating activities |
|
|
48,138 |
|
|
|
40,551 |
|
|
|
28,498 |
|
|
|
21,268 |
|
|
|
22,889 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Cash Flows from Investing Activities |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Additions to property, plant, and equipment |
|
|
(13,839 |
) |
|
|
(11,986 |
) |
|
|
(12,859 |
) |
|
|
(11,437 |
) |
|
|
(9,989 |
) |
Sales of subsidiaries, investments, and property,
plant, and equipment |
|
|
6,036 |
|
|
|
2,754 |
|
|
|
2,290 |
|
|
|
2,793 |
|
|
|
1,078 |
|
Increase in restricted cash and cash equivalents |
|
|
|
|
|
|
(4,604 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
Additional investments and advances |
|
|
(2,810 |
) |
|
|
(2,287 |
) |
|
|
(809 |
) |
|
|
(2,012 |
) |
|
|
(1,035 |
) |
Collection of advances |
|
|
343 |
|
|
|
1,213 |
|
|
|
536 |
|
|
|
898 |
|
|
|
1,735 |
|
|
Net cash used in investing activities |
|
|
(10,270 |
) |
|
|
(14,910 |
) |
|
|
(10,842 |
) |
|
|
(9,758 |
) |
|
|
(8,211 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Cash Flows from Financing Activities |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Additions to long-term debt |
|
|
195 |
|
|
|
470 |
|
|
|
127 |
|
|
|
396 |
|
|
|
547 |
|
Reductions in long-term debt |
|
|
(81 |
) |
|
|
(562 |
) |
|
|
(914 |
) |
|
|
(246 |
) |
|
|
(506 |
) |
Additions to short-term debt |
|
|
377 |
|
|
|
450 |
|
|
|
715 |
|
|
|
751 |
|
|
|
705 |
|
Reductions in short-term debt |
|
|
(687 |
) |
|
|
(2,243 |
) |
|
|
(1,730 |
) |
|
|
(927 |
) |
|
|
(1,212 |
) |
Additions/(reductions) in debt with less than 90-day maturity |
|
|
(1,306 |
) |
|
|
(66 |
) |
|
|
(322 |
) |
|
|
(281 |
) |
|
|
(2,306 |
) |
Cash dividends to ExxonMobil shareholders |
|
|
(7,185 |
) |
|
|
(6,896 |
) |
|
|
(6,515 |
) |
|
|
(6,217 |
) |
|
|
(6,254 |
) |
Cash dividends to minority interests |
|
|
(293 |
) |
|
|
(215 |
) |
|
|
(430 |
) |
|
|
(169 |
) |
|
|
(194 |
) |
Changes in minority interests and
sales/(purchases) of affiliate stock |
|
|
(681 |
) |
|
|
(215 |
) |
|
|
(247 |
) |
|
|
(161 |
) |
|
|
(401 |
) |
Common stock acquired |
|
|
(18,221 |
) |
|
|
(9,951 |
) |
|
|
(5,881 |
) |
|
|
(4,798 |
) |
|
|
(5,721 |
) |
Common stock sold |
|
|
941 |
|
|
|
960 |
|
|
|
434 |
|
|
|
299 |
|
|
|
301 |
|
|
Net cash used in financing activities |
|
|
(26,941 |
) |
|
|
(18,268 |
) |
|
|
(14,763 |
) |
|
|
(11,353 |
) |
|
|
(15,041 |
) |
|
Effects of exchange rate changes on cash |
|
|
(787 |
) |
|
|
532 |
|
|
|
504 |
|
|
|
525 |
|
|
|
(170 |
) |
|
Increase/(decrease) in cash and cash equivalents |
|
|
10,140 |
|
|
|
7,905 |
|
|
|
3,397 |
|
|
|
682 |
|
|
|
(533 |
) |
Cash and cash equivalents at beginning of year |
|
|
18,531 |
|
|
|
10,626 |
|
|
|
7,229 |
|
|
|
6,547 |
|
|
|
7,080 |
|
|
Cash and cash equivalents at end of year |
|
|
28,671 |
|
|
|
18,531 |
|
|
|
10,626 |
|
|
|
7,229 |
|
|
|
6,547 |
|
|
|
|
|
The information in the Summary Statement of Income (for 2003 to 2005), the Summary Balance
Sheet (for 2004 and 2005), and the Summary Statement of Cash Flows (for 2003 to 2005), shown on
pages 21 through 23, corresponds to the information in the Consolidated Statement of Income,
Consolidated Balance Sheet, and the Consolidated Statement of Cash Flows in the financial
statements of ExxonMobils 2006 Proxy Statement. For complete consolidated financial statements,
including notes, please refer to pages A24 through A51 of ExxonMobils 2006 Proxy Statement. See
also managements discussion and analysis of financial condition and results of operations and
other information on pages A7 through A21 of the 2006 Proxy Statement. |
24 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
Upstream
Exploration,
Development, Production, and Gas and Power Marketing
ExxonMobil is using the
worlds most powerful
land-based drilling rig, the
Yastreb, to reach reserves six
miles from the shoreline of
Sakhalin Island in eastern
Russia.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Statistical Recap |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
Earnings (millions of dollars) |
|
|
24,349 |
|
|
|
16,675 |
|
|
|
14,502 |
|
|
|
9,598 |
|
|
|
10,736 |
|
Liquids production (thousands of barrels per day) |
|
|
2,523 |
|
|
|
2,571 |
|
|
|
2,516 |
|
|
|
2,496 |
|
|
|
2,542 |
|
Natural gas production
available for sale (millions of cubic feet per day) |
|
|
9,251 |
|
|
|
9,864 |
|
|
|
10,119 |
|
|
|
10,452 |
|
|
|
10,279 |
|
Oil-equivalent production (thousands of barrels per day) |
|
|
4,065 |
|
|
|
4,215 |
|
|
|
4,203 |
|
|
|
4,238 |
|
|
|
4,255 |
|
Proved reserves replacement(1)(2) (percent) |
|
|
129 |
|
|
|
125 |
|
|
|
107 |
|
|
|
118 |
|
|
|
111 |
|
Resource additions(2) (millions of oil-equivalent barrels) |
|
|
4,365 |
|
|
|
2,940 |
|
|
|
2,110 |
|
|
|
2,150 |
|
|
|
2,490 |
|
Average capital employed(2) (millions of dollars) |
|
|
53,261 |
|
|
|
50,642 |
|
|
|
47,672 |
|
|
|
43,064 |
|
|
|
40,029 |
|
Return on average capital employed(2) (percent) |
|
|
45.7 |
|
|
|
32.9 |
|
|
|
30.4 |
|
|
|
22.3 |
|
|
|
26.8 |
|
Capital and exploration expenditures(2) (millions of dollars) |
|
|
14,470 |
|
|
|
11,715 |
|
|
|
11,988 |
|
|
|
10,394 |
|
|
|
8,816 |
|
|
|
|
(1) |
|
Excluding asset sales and year-end price/cost revisions. |
|
(2) |
|
See Frequently Used Terms on pages 88 through 91. |
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 25
UPSTREAM STRATEGIES
Consistent with the long-term nature of the Upstream business, ExxonMobils four fundamental
strategies for our global exploration, development, production, and gas and power marketing
activities have remained unchanged from year to year:
§ |
|
Maximize profitability of existing oil and gas production; |
|
§ |
|
Identify and pursue all attractive exploration opportunities; |
|
§ |
|
Invest in projects that deliver superior returns; and, |
|
§ |
|
Capitalize on growing natural gas and power markets. |
ExxonMobil has the global organization, systems, processes, and research capabilities to
execute these fundamental strategies across our entire Upstream portfolio and create the value that
distinguishes us from our competitors.
2005 RESULTS AND HIGHLIGHTS
Earnings were a record $24 billion, up 46 percent.
Upstream return on average capital employed was 46 percent in 2005, and has averaged 32
percent over the past five years.
Earnings per oil-equivalent barrel were $16.41, exceeding those of our competitors.
Total liquids and gas production available for sale was 4.1 million oil-equivalent
barrels per day, the highest among our competitors.
Proved oil and gas reserves additions totaled 2.0 billion oil-equivalent barrels, excluding
asset sales and year-end price/cost revisions. The Corporation replaced 112 percent of
production including asset sales, and 129 percent excluding asset sales. This is the 12th
consecutive year that ExxonMobil has more than replaced reserves produced.
Proved reserves increased to 22.4 billion oil-equivalent barrels at year-end 2005. Resource
additions totaled 4.4 billion oil-equivalent barrels in 2005. ExxonMobils resource base now
stands at 73 billion oil-equivalent barrels.
Finding and resource-acquisition costs were $0.43 per oil-equivalent barrel.
Upstream capital and exploration spending increased to $14.5 billion, driven by a
strong portfolio of development projects.
ExxonMobil believes that return on average
capital employed (ROCE) is the most relevant
metric for measuring financial performance in a
capital-intensive business such as the Upstream.
ROCE is a direct measure of the cumulative
contribution from all of our Upstream
competitive advantages, and in 2005, has
continued to distinguish the performance of our
Upstream business relative to competitors.
(1) Royal
Dutch Shell, BP, and Chevron values are estimated on a consistent
basis with ExxonMobil, based on public information.
26 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
Maximize
Profitability of Existing Oil and Gas Production
ExxonMobils Upstream strategy begins with
maximizing the profitability of existing oil and
gas production. We accomplish this by applying
the most cost-effective technology and operations
management systems to each and every asset to
maximize the commercial recovery of hydrocarbons.
2005 GLOBAL UPSTREAM SUMMARY
|
|
|
|
|
Countries with exploration and production operations |
|
36 |
Countries with production operations |
|
26 |
Resource base (oil-equivalent barrels) |
|
73 billion |
Proved reserves (oil-equivalent barrels) |
|
22.4 billion |
Exploration acreage (gross acres) |
|
115 million |
Production (oil-equivalent barrels per day) |
|
4.1 million |
Producing wells (gross) |
|
56 thousand |
ExxonMobils asset base is highly
profitable and geographically balanced. It is
also balanced between mature producing fields and
fields that are early in their producing life
with significant opportunity for growth.
A key element of this strategy is ExxonMobils
high-quality reservoir management, which enhances
the long-term performance of each field. We
continually invest in our existing asset base to
increase resource recovery, maximize
profitability, and extend field life. New
production volumes are generated through
workovers, drilling new wells, and project
implementation. Some assets may have
characteristics favorable for enhanced oil
recovery, an area in which ExxonMobil is a
recognized industry leader.
All of these activities are performed with a
structured focus on cost control and a
dedication to the excellence in operations that
is required to maximize production uptime.
Another element of maximizing profitability is
our ongoing program to review our asset base. In
some cases, the greatest value is created through
divestment.
ExxonMobil employs a unique global functional
organizational structure to effectively leverage
the transfer of technology and best practices
across our global portfolio and to implement the
systems and processes needed to consistently
ensure operational excellence. We establish
priorities on a global basis and deploy the
people with the right skills when and where they
are needed. ExxonMobil has an experienced,
dedicated, and diverse work force of exceptional
quality.
Our Upstream business consistently captures
more earnings per barrel than our competitors.
This is a reflection of our investment
discipline and commitment to flawless
execution.
(1) Royal
Dutch Shell, BP, and Chevron values calculated on a consistent
basis with ExxonMobil, based on public information.
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 27
PRODUCTION VOLUMES
In 2005, total liquids production was 2523
thousand barrels per day. Natural gas production
available for sale totaled 9251 million cubic
feet per day. New projects and work programs
more than offset declines in existing mature
fields. However, total production was lower than
2004 levels due primarily to the impacts of
Hurricanes Katrina and Rita, asset sales, and
reduced entitlements associated with higher
prices.
Near-term growth in production capacity is
expected to be led by key liquids projects
offshore West Africa, Russia, and the Caspian.
Growth in production capacity later in the
decade is expected to come from our significant gas
activities in Qatar. Production from the United
States, Canada, and Europe is expected to
continue to provide the strong, profitable base
underpinning our growth.
Actual production volumes will vary from year to
year due to the timing of individual project
start-ups, operational outages, reservoir
performance, regulatory changes, asset sales,
severe weather events, price effects under
production sharing contracts, and other factors.
PROJECTED PRODUCTION CONTRIBUTION BY GEOGRAPHIC REGION
ASSET DIVESTMENTS
Each year, assets are reviewed to ensure
they continue to contribute to the maximum
extent possible to our strategic objectives. The
highest value for mature properties with a short
remaining life or for properties with higher
costs and limited upside potential may be
achieved through divestment.
Assets divested in 2005 were producing 58
thousand oil-equivalent barrels a day (net) with
proved reserves of about 265 million
oil-equivalent barrels, representing
approximately 1 percent of ExxonMobils proved
reserves at the time of divestment.
JOINT-VENTURE / FARM-OUT OPPORTUNITIES
ExxonMobil routinely looks for
opportunities to co-venture with others to
maximize value by sharing risk and leveraging
resources.
Canada
In 2004, ExxonMobil entered
into an agreement with Apache Corporation to
jointly explore and develop more than 350
thousand net acres of undeveloped fee and
leasehold acreage in mature areas of southern
Alberta. This joint venture resulted in more
than 400 wells being drilled by the end of 2005.
In May 2005, ExxonMobil reached agreement with
Apache covering an additional 715 thousand net
acres under similar terms.
United
States During 2004 and 2005,
ExxonMobil entered into various agreements
(farm-outs, joint ventures, leases, and
assignments), primarily in Texas and in the
Piceance Basin of western Colorado, covering
more than 550 thousand net acres.
28 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
Identify
and Pursue All Attractive Exploration Opportunities
ExxonMobils Exploration Company is
organized to identify, pursue, capture, and
evaluate all high-quality exploration
opportunities. The opportunities we pursue span
the full range of resource certainty:
§ |
|
New exploration concepts and tests of new plays, which if successful, will provide
significant long-term resource growth; |
|
§ |
|
Further exploration of established plays. These typically have the potential for
near-term additions to the resource base; and, |
|
§ |
|
Mature exploration plays and discoveries that are undeveloped or only partially
developed. |
ExxonMobils gross undeveloped exploration
acreage totaled 115 million acres in 33
countries at year-end 2005. This geographically
and geologically diverse, high-quality portfolio
balances risk and reward to deliver both
near-term production and long-term resource
growth.
By taking a long-term approach, ExxonMobil is
optimally positioned to capture a balanced
portfolio of new, high-quality opportunities,
considering both access timing and resource
uncertainties. We prioritize on a global basis
and pursue and capture opportunities that are
robust in a broad range of future business
environments.
This approach resulted in the successful
capture of 11 opportunities in 2005, spanning
the full range from new, untested exploration
plays to already-discovered resources.
The approach also resulted in 4.4 billion
oil-equivalent barrels of additions to the
resource base in 2005, both from the acquisition
of discovered resources captured in 2005 and
from exploratory drilling on acreage acquired
prior to 2005.
2005 RESOURCE ADDITIONS/ACQUISITIONS
Additions from 2005 Exploratory Drilling
|
|
|
|
|
Angola
|
|
Chad
|
|
Norway |
Australia
|
|
Malaysia
|
|
United Kingdom |
Brazil
|
|
The Netherlands
|
|
United States |
Canada
|
|
Nigeria |
|
|
Additions from Acquisition of Discovered Resources
|
|
|
|
|
Australia
|
|
Kazakhstan
|
|
Qatar |
SEISMIC AND VISUALIZATION
Seismic data are used to interactively
plan oil wells in ExxonMobils 21 visualization
centers located around the world. In this
example, the well is being planned to penetrate
two reservoir horizons that lie beneath the
flank of a salt dome. To drill most
efficiently, the well-planning team must design
the well to intersect the reservoirs close to
the salt wall, but without penetrating the salt
dome itself.
Schematic representation of ExxonMobils
2005 opportunity captures and ongoing pursuit,
as characterized by exploration maturity stage.
From left to right, the maturity stages are New
Exploration Plays, Established and Growing
Plays, and Mature Plays and Discovered
Resources. Resource certainty increases most
rapidly early in the exploration of a play.
Technical risk and uncertainty are lowest in the
mature stage. ExxonMobil is actively pursuing
specific opportunities (purple circles) in all
stages of exploration maturity, and as shown by
the green circles, captured a range of
opportunities in 2005.
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 29
2005 CAPTURED OPPORTUNITIES
New Exploration Plays
Libya ExxonMobil was the successful
bidder on Contract Area 44, a large,
high-risk, high-potential block in a new
exploration area offshore eastern Libya.
Madagascar ExxonMobil expanded its
deepwater acreage holdings offshore Madagascar,
acquiring a 70-percent interest in the Ambilobe
and Ampasindava blocks. These blocks are adjacent
to the Majunga Offshore Profond block (ExxonMobil
interest, 40 percent) that ExxonMobil acquired in
2004.
United Kingdom ExxonMobil was
awarded 20 contiguous blocks in a North Sea
licensing round, covering approximately 1.2
million acres in an under-explored area known as
the Mid North Sea High (ExxonMobil interest, 75
percent). This represents the single largest
award in the history of licensing on the U.K.
continental shelf.
Established and Growing Exploration Plays
Republic of Congo ExxonMobil acquired a
40-percent interest in the Mer Tres Profonde Nord
exploration block offshore in the Republic of
Congo.
Nigeria-Sao Tome and Principe Joint Development Zone
ExxonMobil acquired a 40-percent interest in
Block 1, which is located south of several
nearby discoveries in Nigeria.
U.S. Gulf of Mexico ExxonMobil was
awarded 16 leases in the Central Gulf of Mexico
Sale 194. The acreage includes leases in active
exploration areas on the shelf and in the
deepwater foldbelt.
Mature Plays and Discovered Resources
Angola ExxonMobil signed a
participation agreement (ExxonMobil interest,
13.6 percent) for a single LNG train to
produce and export 5 million tons per year of
LNG from deepwater Angolan developments.
Australia Following the signing of
a framework agreement, ExxonMobil acquired
additional resources in the Greater Gorgon
area, and interest in four additional licenses
(ExxonMobil interest, 25 percent).
Indonesia In September 2005,
ExxonMobil signed a 30-year Production Sharing
Contract with co-venturer PT Pertamina (Persero)
and the Government of Indonesia covering the Cepu
Contract Area, onshore Java (ExxonMobil interest,
45 percent). The Cepu Contract Area includes the
Banyu Urip field, other discovered oil and gas
resources, and exploration drilling
opportunities.
Kazakhstan ExxonMobil exercised its
pre-emptive rights with respect to the sale of BG
Internationals interest in the
North Caspian Production Sharing Agreement.
ExxonMobil resold half of the interest acquired
through this pre-emption to KazMunaiGas. Taken
together, the purchase and subsequent sale bring
ExxonMobils total interest to 18.5 percent.
Qatar By signing a Development and
Fiscal Agreement, as well as other agreements,
ExxonMobil entered into a new venture with Qatar
Petroleum to develop two new RasGas LNG trains,
Trains 6 and 7, utilizing gas from Qatars North
Field.
30 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
Resources and Reserves
The size, quality, and breadth of ExxonMobils
total inventory of discovered oil and gas
resources are major strengths of the Corporation.
ExxonMobils resource base now stands at 73
billion oil-equivalent barrels (31 percent
proved).
At year-end 2005, the resource base included 22.4
billion oil-equivalent barrels of proved oil and
gas reserves. ExxonMobil added 1.7 billion
oil-equivalent barrels to proved reserves in 2005
(excluding year-end price/cost revisions), while
producing 1.5 billion oil-equivalent barrels.
ExxonMobil replaced 112 percent of reserves
produced, including asset sales (129 percent,
excluding asset sales). This is the 12th
consecutive year that the companys proved
reserves replacement has exceeded 100 percent
(excluding year-end price/cost revisions). We have
also stated our 2005 proved reserves to reflect
the impact of using December 31, 2005 prices.
Including the impact of asset sales and year-end
prices/costs, we replaced 143 percent of reserves
produced.
RESOURCE
BASE
The resource base is updated annually to add
new discoveries and resource acquisitions, and to
reflect any changes in estimates of existing
resources. ExxonMobil refers to new discoveries
and acquisitions of discovered resources as
resource additions/acquisitions. Revisions to
existing field resources reflect changes in
recovery expectations resulting from new
technologies, drilling, ongoing evaluations, and
any other revisions. During the update process,
volumes produced or sold during the year are
removed from the resource base.
The success of ExxonMobils strategy of
identifying and pursuing all attractive
exploration opportunities is demonstrated by our
five-year average of 2.8 billion oil-equivalent
barrels per year of resource
additions/acquisitions.
RESOURCE
BASE CHANGES
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
5-Year |
|
(billions of oil-equivalent barrels) |
|
2005 |
|
|
Average |
|
|
Resource additions/acquisitions |
|
|
4.4 |
|
|
|
2.8 |
|
Revisions to existing fields |
|
|
(1.2 |
) |
|
|
(0.2 |
) |
Production |
|
|
(1.5 |
) |
|
|
(1.6 |
) |
Sales |
|
|
(1.1 |
) |
|
|
(0.4 |
) |
|
Net change |
|
|
0.6 |
|
|
|
0.6 |
|
|
|
|
(1) |
|
Excludes year-end price/cost revisions. |
|
|
|
(2) |
|
See Frequently Used Terms on pages 88 through 91. |
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 31
Effective use of global systems, processes,
and best practices has resulted in continued low
finding and resource-acquisition costs. In 2005,
finding and resource-acquisition costs were $0.43
per oil-equivalent barrel. The five-year average
finding and resource-acquisition cost is $0.53
per oil-equivalent barrel.
Resource additions/acquisitions over the past five
years are balanced geographically and represent a
wide range of resource types. Approximately 32
percent of the additions are gas that we
anticipate will be utilized for LNG projects.
Approximately 17 percent are located in deep
water, and 17 percent are conventional.
DISCIPLINED APPROACH TO PROVED RESERVES
Resources are classified as either proved or
non-proved. The process to move non-proved
resources to proved reserves begins once technical
and commercial confidence supports a decision to
develop the resource.
The annual reporting of proved reserves is the
product of ExxonMobils long-standing process,
which ensures consistency and management
accountability with respect to all reserves
bookings. All reserves additions and revisions
follow a rigorous and structured management review
process that is stewarded by a team of experienced
reserves experts with global responsibilities.
ExxonMobil has always taken this approach to
booking proved reserves in accordance with the
standards set by the SEC of reasonable certainty
for recovery.
ExxonMobil has consistently added new proved
reserves through large development projects
worldwide. Significant additions to proved
reserves have also been achieved through upward
revisions for existing assets by the application
of in-depth technical analysis as production and
reservoir data are obtained and assessed.
Although we participate in ventures with other
companies, ExxonMobil maintains an independent
view of reserves. Each company must make its own
determination for booking reserves and for
moving them into the proved category.
ExxonMobil has also stated our 2005 results to
reflect impacts to proved reserves using year-end
prices/costs. However, the use of prices from a
single date is not relevant to investment decisions made by the Corporation, and
annual variations in reserves based on such
year-end prices are of no consequence in how the
business is actually managed.
PROVED RESERVES
Excluding asset sales and year-end
price/cost impacts, the company has added 19
billion oil-equivalent barrels to proved reserves
over the last 10 years, more than replacing
production.
The development of new fields discovered through
exploration
and extensions of existing fields has added an
average of 1.3 billion oil-equivalent barrels per
year to proved reserves over the last five years.
These include proved additions in 2005 in Qatar,
West Africa, Norway, Russia, the United States,
and Canada.
Revisions have averaged 427 million
oil-equivalent barrels per year over the last
five years, resulting from effective reservoir
management and the application of new technology.
ExxonMobils proved reserves of 22.4 billion
oil-equivalent barrels (excluding year-end
price/cost revisions) equates to a reserves
life at current production rates of 14.5
years. At year-end 2005, approximately 64
percent of the companys proved reserves were
classified as developed.
|
|
|
(1) |
|
Excludes asset sales and year-end price/cost revisions. |
|
(2) |
|
See Frequently Used Terms on pages 88 through 91. |
32 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
PROVED RESERVES ADDITIONS
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
5-Year |
|
(millions of oil-equivalent barrels) |
|
2005 |
|
|
Average |
|
|
Revisions (excluding year-end price/cost revisions) |
|
|
377 |
|
|
|
427 |
|
Discoveries/extensions |
|
|
1,461 |
|
|
|
1,339 |
|
Improved recovery |
|
|
31 |
|
|
|
80 |
|
Purchases |
|
|
122 |
|
|
|
27 |
|
|
Total excluding sales |
|
|
1,991 |
|
|
|
1,873 |
|
Asset sales |
|
|
(265 |
) |
|
|
(111 |
) |
|
Total including sales |
|
|
1,726 |
|
|
|
1,762 |
|
Production |
|
|
1,539 |
|
|
|
1,587 |
|
Reserves replacement excluding sales(1)(2)(percent) |
|
|
129 |
|
|
|
118 |
|
Reserves replacement including sales(2)(percent) |
|
|
112 |
|
|
|
111 |
|
|
|
|
(1) |
|
See Frequently Used Terms on pages 88 through 91. |
|
(2) |
|
Excluding year-end price/cost revisions. |
YEAR-END PROVED RESERVES
|
|
|
|
|
(billions of oil-equivalent barrels) |
|
|
|
|
|
Year-end 2004 reserves, including year-end price/cost revisions |
|
|
21.7 |
|
Remove year-end 2004 price/cost revisions |
|
|
0.5 |
|
Year-end 2004 reserves before year-end price/cost revisions |
|
|
22.2 |
|
2005 additions |
|
|
2.0 |
|
2005 production |
|
|
(1.5 |
) |
Year-end 2005 reserves before year-end
price/cost revisions and sales |
|
|
22.7 |
|
2005 sales |
|
|
(0.3 |
) |
|
Year-end 2005 reserves before year-end price/cost revisions |
|
|
22.4 |
|
Year-end 2005 price/cost revisions |
|
|
|
|
|
Year-end 2005 reserves including year-end price/cost revisions |
|
|
22.4 |
|
DEFINITIONS
RESOURCES AND PROVED RESERVES
See Frequently Used Terms on pages 88 through 91 for further information.
Resource base, resources, recoverable oil,
recoverable hydrocarbons, recoverable resources
total remaining estimated quantities of
oil and gas that are expected to be ultimately
recoverable. In addition to proved reserves, the
resource base includes quantities that are not
yet classified as proved, but which ExxonMobil
believes will likely be moved to proved reserves
and produced in the future.
Proved oil and gas reserves
estimated quantities of crude oil, natural gas,
and natural gas liquids that ExxonMobil has
determined to be reasonably certain of recovery
under existing economic and operating
conditions on the basis of our long-standing,
rigorous management review process. ExxonMobil
only records proved reserves when we have made
significant funding commitments for the related
projects. In this report, reserves:
§ |
|
Include 100 percent of majority-owned affiliates proved reserves; |
|
§ |
|
Include ExxonMobils percentage ownership of equity-company proved reserves; |
|
§ |
|
Include proved reserves from Syncrude tar-sands mining operations in Canada.
Syncrude reserves are reported separately as a mining operation in SEC filings; and, |
|
§ |
|
Exclude royalties and quantities due others. |
Proved developed reserves volumes recoverable through existing wells with
existing equipment and operating methods.
Proved undeveloped reserves volumes expected to be recovered as a result of
future investments.
Year-end price/cost revisions The Corporation also reports its reserves
reflecting the impacts to the proved reserves base utilizing December 31 prices and costs.
Changes to proved reserves from these revisions are reported as year-end price/cost
revisions. Refer to page 59 as well as page A56 of the 2006 Proxy Statement for more
detail.
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 33
Invest in Projects that Deliver Superior Returns
ExxonMobil has a development portfolio of
more than 110 projects with potential net
investment of more than $120 billion. Built on
the success of our exploration strategy, it is
this portfolio from which we select the best
projects for investment and delivery of superior
returns.
Upstream capital spending has increased
steadily since 2001 to develop major new
resources. Our highly disciplined approach to
pursuing and selecting the most attractive
investment opportunities continues to
distinguish ExxonMobil. Potential investment
opportunities are evaluated over a wide range of
economic scenarios.
As we progress new developments, we expect an
evolution in the type of oil and gas resources
from which we will be producing and in the
physical conditions in which we will be
operating. Many new developments will be located
in more challenging environments, continuing to
require innovations in technology. Such
developments include tight gas, heavy oil,
acid/sour gas, arctic conditions, deepwater, LNG,
and gas-to-liquids. By 2010, these resource types
are likely to account for about 40 percent of our
production volumes, increasing from approximately
25 percent in 2005. This shift plays to our
strengths, as ExxonMobil is unique in its ability
to effectively design and execute the variety of
projects needed to efficiently commercialize
these diverse resources.
TIGHT GAS
Tight gas reservoirs can be thousands of times less permeable than conventional oil and gas
reservoirs. However, with effective technology, tight gas reservoirs can become prolific producers,
and their contribution to ExxonMobils production volumes is anticipated to grow through the end of
the decade and beyond. Breakthrough technology, involving state-of-the-art ExxonMobil-proprietary
multi-zone stimulation technology, is one of the keys to unlock the economic potential of tight gas
reservoirs.
ExxonMobil has more than 9 trillion cubic feet of gas in the resource base from tight gas
reservoirs. In the United States, ExxonMobils acreage in the Piceance Basin in Colorado contains a
potential resource of more than 35 trillion cubic feet of gas.
34 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
HEAVY OIL(1)
ExxonMobils heavy oil operations include
cold-flow production from the Cerro Negro
project in Venezuela (ExxonMobil interest, 42
percent), steam-assisted bitumen production from
Cold Lake (Imperial Oil interest, 100 percent),
and tar-sands mining operations at Syncrude
(Imperial Oil interest, 25 percent). ExxonMobil
has additional tar-sands mining resources in the
Kearl project (Imperial Oil and ExxonMobil
combined interest, 100 percent) in Canada.
ExxonMobils total heavy oil resources exceed 16
billion barrels (net).
ExxonMobil is researching a range of
technologies to improve the economic
attractiveness of developing heavy oil
resources. A portion of the research is devoted
to making improvements to currently commercial
recovery technologies, such as steam-based
processes, which have been used to recover heavy
oil from moderate depths. However, to unlock a
wider range of resources, ExxonMobil is
developing new proprietary recovery technologies
that have the potential to deliver break-through performance. This research is
focused on developing alternatives to
steam-based recovery methods. Some of these
alternatives use injected materials that, unlike
steam, can be recovered along with the oil and
reused.
A key challenge for heavy oil resources is
delivering a marketable product in an economic
manner. ExxonMobils upgrading and
transportation research is focused on
maximizing the value of the heavy oil, which
has a significant quantity of molecules that do
not readily convert to transportation fuels.
Utilizing the heating value of these molecules
more efficiently reduces transportation and
refining costs and improves overall economic
performance.
|
|
|
(1) |
|
See Frequently Used Terms on pages 88 through 91. |
ACID/SOUR GAS
Another example of a resource that challenges the
boundaries of existing technology is acid/sour gas. Before
natural gas can be sold, contaminants such as hydrogen
sulfide and carbon dioxide must not only be removed, but
also disposed of, in a safe, environmentally sound, and
reliable manner. One method of doing so is to reinject the
hydrogen sulfide and carbon dioxide gas back into the
reservoir from which it was produced.
In 2005, at LaBarge in Wyoming, ExxonMobil started up
one of the largest acid-gas injection facilities in the
world, with an injection capacity of 60 million cubic
feet per day at a pressure of 2500 pounds per square inch (psi). In Qatar, our RasGas joint venture also started
acid-gas injection facilities, with a capacity of 85 million
cubic feet per day at 1600 psi.
At Tengiz, onshore Kazakhstan, a major expansion is in progress, and one of the primary
technological challenges is compressing a gas containing 17 to 23 percent hydrogen sulfide to
higher pressures (10,000 psi) in greater quantities than have
ever been achieved before. This effort requires extensions of existing technology for compressor
materials, seals, and rotating elements. For the Kashagan project offshore Kazakhstan, which is
expected to start up later this decade, technology will be developed even further to meet the need
of compressing the sour gas to over 12,500 psi.
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 35
ARCTIC
Arctic and sub-Arctic regions contain significant hydrocarbon
potential, but also present significant operational and environmental
challenges. Many arctic basins remain unexplored or underexplored.
With our long experience operating in arctic conditions, ExxonMobil
is well-positioned to pursue this potential and to address these
challenges.
ExxonMobils arctic experience began in 1933, with the first
commercial oil field at Norman Wells in northern Canada. Since then,
ExxonMobil has produced almost 3.5 billion oil-equivalent barrels
from fields located in arctic conditions. Today, ExxonMobil has more
than 7 billion oil-equivalent barrels of recoverable resources in
arctic environments.
Cost-effective and environmentally safe development of arctic
resources requires innovative technology. Offshore platforms must
be designed to withstand ice loading, icebergs, and severe arctic
storms. Transportation of hydrocarbons requires ice-breaking tankers and terminals capable of year-round operation in severe weather
conditions. Subsea pipelines must be buried below the seafloor to avoid damage from
icebergs. Onshore pipelines must be designed to withstand the strain of frost heave and thaw settlement in areas of
discontinuous permafrost, while minimizing the impact on the environment.
With a strong focus on technology and upstream research and development, ExxonMobil remains at the
forefront of arctic technology, and is well-positioned to take advantage of potentially significant
opportunities.
DEEPWATER
The move into deeper and deeper water has been enabled by a succession of
technological innovations, many of which ExxonMobil pioneered as part of our
focused, long-term commitment to the development of deepwater technology.
Recent ExxonMobil-operated deepwater projects offshore West Africa
have used tension leg platforms (TLPs) or subsea (SS) completions tied
to floating production, storage and offloading vessels (FPSOs). FPSO
technology is used in our early production systems (EPSs) employed at
Xikomba, Yoho, and Zafiro in West Africa. A generic FPSO vessel is deployed to capture early
production volumes until full field development is completed. These EPSs have added value through
early revenue generation and lower development costs while also providing an accelerated
understanding of the reservoir, thus increasing resource certainty for full field development.
Our new-build FPSOs for the Kizomba A and B developments are the largest in the world. Both the
EPSs and the Kizomba and Erha FPSO projects are benefitting from our Design One, Build Multiple
approach, which allows us to leverage our broad deepwater portfolio to achieve design and
construction efficiencies that improve project economics and deliver superior returns.
Through year-end 2005, ExxonMobil had participated in 54 deepwater discoveries in West Africa
estimated to contain more than 16 billion gross oil-equivalent barrels of recoverable resources, 16
deepwater discoveries in the Gulf of Mexico with 4 billion gross recoverable oil-equivalent
barrels, and 20 other deepwater discoveries in Australia, Norway, and Brazil with nearly 13 billion
gross recoverable oil-equivalent barrels. We plan to continue our deepwater exploration with 15 to
20 wells per year over the next several years.
36 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
LIQUEFIED NATURAL GAS (LNG)
ExxonMobil has participated in the
development of liquefied natural gas (LNG)
since the 1970s.
Technology has transformed LNG from a niche
means of commercializing stranded gas into an
increasingly essential method of meeting the
worlds growing demand for gas.
ExxonMobil has established the industry
benchmark for LNG production capacity (train
size). Technological breakthroughs, design
changes, and cost reduction through economies of
scale at all points of the supply chain have
made LNG cost competitive with many local
supplies of gas, thus creating new markets.
Working with Qatar Petroleum, ExxonMobil
has achieved cost reductions of more than 25
percent, attributable to technology and
economies of scale.
LNG SUPPLY CHAIN
The LNG supply chain consists of five principal steps: production of raw natural gas, gas
processing and liquefaction, transportation of the LNG (typically by ship), receiving and
regasification of the LNG, and distribution of natural gas to end users.
GAS-TO-LIQUIDS (GTL) TECHNOLOGY
GTL technology provides an
alternative to LNG for
commercializing natural gas. Whereas
LNG provides the ability to
efficiently transport natural gas to
distant markets, GTL converts
natural gas to liquid products.
ExxonMobils proprietary GTL process, AGC-21, involves a three-step process that includes synthesis
gas generation, Fischer-Tropsch hydrocarbon synthesis to heavy wax, and product upgrading for wax
conversion to fuels, lubricants, and specialty products. ExxonMobil has established a strong
intellectual property position in all aspects of GTL with over 3500 patents issued or pending
worldwide. ExxonMobils GTL technology is highly selective compared to competing gas-conversion
technologies, as it yields a higher percentage of high-quality lube basestocks.
A Heads of Agreement was signed in July 2004 in Qatar to build one of the largest GTL plants
in the world. Project planning is currently under way.
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 37
PROJECTS CONTRIBUTION
With the largest portfolio of development
and exploration opportunities in the industry,
projects currently in the planning, designing,
and implementing stages are anticipated to be
major contributors to ExxonMobils future
production.
The net production capacity anticipated in 2010
from all ExxonMobil projects started up in 2004
and 2005, and anticipated to start up between
2006 and 2010, is more than 2 million
oil-equivalent barrels per day. Since 1999, more
than 80 major projects have been brought online,
and it is expected that these will have produced
more than 4.5 billion net oil-equivalent barrels
by 2010.
EXECUTION EXCELLENCE
ExxonMobil sets benchmarks as the industry
leader in project execution and operating
performance. Realizing the full value from our
project portfolio requires technical and
execution excellence. ExxonMobils global
project organization is delivering that value
not only for ExxonMobil, but also for host
governments.
ExxonMobil-operated Development Company projects
started up since 2000 were producing at rates 4
percent higher in 2005 than rates anticipated at
full funding. The projects were implemented at
development costs within 6 percent of funding
and executed overall on schedule.
ExxonMobils cost and schedule discipline,
project management systems, and global transfer
of technology have resulted in unit development
costs as much as 20 percent lower than
comparable competitor developments. The time
from full funding to start-up is, on average, 15
percent shorter for ExxonMobil-operated projects
than for competitors.
Comparison of actual 2005 production volumes to those levels
anticipated at the time of full funding for ExxonMobil
Development Company projects started up between 2000 and 2005.
38 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
KIZOMBA B
The Kizomba B project in deepwater offshore
Angola Block 15 commenced production in July
2005, setting a new industry record for the
fastest development time for a project of its
size and complexity. Production ramped up rapidly
to its current rate of more than 250 thousand
barrels of oil per day.
SAKHALIN-1 (CHAYVO) PHASE 1
Phase 1 of the multiphase Sakhalin-1
project started up in 2005 via an interim
production system with capacity to deliver 50
thousand barrels of oil and 150 million cubic
feet of gas per day to the Russian market.
Start-up of full field production facilities for
Chayvo Phase 1 is anticipated in 2006 with a
peak oil rate of 250 thousand barrels per day.
AZERI-CHIRAG-GUNASHLI
PHASE 1
Azeri-Chirag-Gunashli (ACG) Phase 1 began
production from the Central Azeri field in
February 2005. Development included the
construction and installation of platforms in
420 feet of water, along with 100 miles of
subsea oil and gas pipelines.
RASGAS TRAIN 4
RasGas Train 4, the joint ventures second
4.7 million-ton-per-year LNG train, started up
on schedule and under budget, with integrated
NGL recovery planned for first-quarter 2006
start-up.
|
|
|
|
|
|
|
AL KHALEEJ GAS PHASE 1 |
|
ARTHUR |
|
BONGA |
|
KRISTIN |
Construction was completed
on schedule for Al Khaleej
Gas Phase 1, with first gas
sales in November 2005 to
domestic customers in Qatar.
Peak capacity is 675 million
cubic feet per day.
|
|
By leveraging existing
infrastructure, the Arthur
project started up only
15 months after discovery.
Wells were tied back to the
existing ExxonMobil-operated
Thames platform via a new
20-mile pipeline.
|
|
Bonga is the fourth large,
deepwater development
to have started up in
West Africa with ExxonMobil
participation. Start-up occurred
in November 2005, following
a 56-month construction
period.
|
|
Early production from the
Kristin project, which is
developing high-pressure,
high-temperature resources
in the Norwegian Sea, started
up ahead of the full production planned for 2006. |
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 39
Major Development Projects
PROJECT START-UPS
|
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|
|
|
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|
|
|
|
|
|
|
|
ExxonMobil |
|
|
Target Peak |
|
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|
|
|
|
|
Working |
|
|
Production (Gross) |
|
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|
|
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|
Interest |
|
|
Liquids |
|
|
Gas |
|
|
|
|
|
|
|
(%) |
|
|
(Kbd) |
|
|
(MCFD) |
|
|
|
|
|
2005 (Actual) |
|
|
|
|
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|
|
|
|
|
|
|
|
|
|
|
Angola Kizomba B |
|
|
40 |
|
|
|
250 |
|
|
|
|
|
|
|
n |
|
Azerbaijan Azeri-Chirag-Gunashli
(ACG) Phase 1 |
|
|
8 |
|
|
|
325 |
|
|
|
|
|
|
|
l |
|
Nigeria Bonga |
|
|
20 |
|
|
|
225 |
|
|
|
165 |
|
|
|
l |
|
Norway Kristin |
|
|
11 |
|
|
|
150 |
|
|
|
500 |
|
|
|
l |
|
Qatar Al Khaleej Gas Phase 1 |
|
|
100 |
|
|
|
40 |
|
|
|
675 |
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|
|
n |
|
Qatar RasGas Train 4 |
|
|
34 |
|
|
|
45 |
|
|
|
740 |
|
|
|
|
|
Russia Sakhalin-1 (Chayvo) Phase 1 |
|
|
30 |
|
|
|
250 |
|
|
|
400 |
|
|
|
n |
|
U.K. Arthur |
|
|
70 |
|
|
|
5 |
|
|
|
130 |
|
|
|
n |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
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|
|
2006 (Projected) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Angola Dalia |
|
|
20 |
|
|
|
225 |
|
|
|
|
|
|
|
l |
|
Azerbaijan Azeri-Chirag-Gunashli
(ACG) Phase 2 |
|
|
8 |
|
|
|
465 |
|
|
|
|
|
|
|
l |
|
Canada Syncrude Upgrader Expansion |
|
|
25 |
|
|
|
110 |
|
|
|
|
|
|
|
l |
|
Malaysia Guntong Hub |
|
|
50 |
|
|
|
35 |
|
|
|
715 |
|
|
|
n |
|
Nigeria East Area Additional Oil Recovery |
|
|
40 |
|
|
|
120 |
|
|
|
|
|
|
|
n |
|
Nigeria Erha / Erha North |
|
|
56 |
|
|
|
190 |
|
|
|
|
|
|
|
n |
|
Norway Fram East |
|
|
25 |
|
|
|
50 |
|
|
|
80 |
|
|
|
l |
|
U.S. Thunder Horse |
|
|
25 |
|
|
|
250 |
|
|
|
200 |
|
|
|
l |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2007 (Projected) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Angola Rosa Area |
|
|
20 |
|
|
|
140 |
|
|
|
|
|
|
|
l |
|
Kazakhstan Tengiz Phase 1 |
|
|
25 |
|
|
|
285 |
|
|
|
290 |
|
|
|
l |
|
Norway Ormen Lange |
|
|
7 |
|
|
|
30 |
|
|
|
2000 |
|
|
|
l |
|
Norway Statfjord Late Life |
|
|
21 |
|
|
|
65 |
|
|
|
340 |
|
|
|
l |
|
Norway Volve |
|
|
30 |
|
|
|
50 |
|
|
|
30 |
|
|
|
l |
|
Qatar RasGas Train 5 |
|
|
30 |
* |
|
|
45 |
|
|
|
740 |
|
|
|
|
|
U.K. Starling |
|
|
72 |
|
|
|
6 |
|
|
|
100 |
|
|
|
l |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2008 (Projected) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Angola Kizomba C Mondo and
Saxi / Batuque |
|
|
40 |
|
|
|
200 |
|
|
|
|
|
|
|
n |
|
Azerbaijan Azeri-Chirag-Gunashli
(ACG) Phase 3 |
|
|
8 |
|
|
|
260 |
|
|
|
|
|
|
|
l |
|
Nigeria East Area Natural Gas Liquids |
|
|
51 |
|
|
|
40 |
|
|
|
|
|
|
|
n |
|
Qatar Qatargas II Train 4 |
|
|
30 |
|
|
|
80 |
|
|
|
1250 |
|
|
|
|
|
Qatar RasGas Train 6 |
|
|
30 |
|
|
|
75 |
|
|
|
1250 |
|
|
|
|
|
U.S. Piceance Tight Gas (Phase 1) |
|
|
100 |
|
|
|
|
|
|
|
140 |
|
|
|
n |
|
U.S. Western Region Development (Orion) |
|
|
36 |
|
|
|
55 |
|
|
|
|
|
|
|
l |
|
|
2009 + (Projected) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Angola Angola LNG |
|
|
14 |
|
|
|
50 |
|
|
|
965 |
|
|
|
l |
|
Angola Kizomba D |
|
|
40 |
|
|
|
125 |
|
|
|
|
|
|
|
n |
|
Angola Lirio-Cravo |
|
|
20 |
|
|
|
115 |
|
|
|
|
|
|
|
l |
|
Angola Paz Flor |
|
|
20 |
|
|
|
200 |
|
|
|
|
|
|
|
l |
|
Australia Greater Gorgon Trains 1 & 2 |
|
|
25 |
|
|
|
10 |
|
|
|
1450 |
|
|
|
l |
|
Australia Kipper / Tuna |
|
|
41 |
|
|
|
25 |
|
|
|
270 |
|
|
|
n |
|
Canada Hebron |
|
|
38 |
|
|
|
165 |
|
|
|
|
|
|
|
l |
|
Canada Kearl Phase 1 |
|
|
100 |
|
|
|
100 |
|
|
|
|
|
|
|
n |
|
Canada Kearl (Future Phases) |
|
|
100 |
|
|
|
200 |
|
|
|
|
|
|
|
n |
|
Canada Mackenzie Gas Project |
|
|
57 |
|
|
|
10 |
|
|
|
815 |
|
|
|
n |
|
Indonesia Banyu Urip |
|
|
45 |
* |
|
|
165 |
|
|
|
20 |
|
|
|
n |
|
Indonesia Natuna |
|
|
76 |
|
|
|
|
|
|
|
1100 |
|
|
|
n |
|
Italy Tempa Rossa |
|
|
25 |
|
|
|
50 |
|
|
|
20 |
|
|
|
l |
|
Kazakhstan Kashagan Phase 1 |
|
|
19 |
|
|
|
450 |
|
|
|
|
|
|
|
l |
|
Kazakhstan Kashagan (Future Phases) |
|
|
19 |
|
|
|
750 |
|
|
|
|
|
|
|
l |
|
Kazakhstan Tengiz Expansion |
|
|
25 |
|
|
|
220 |
|
|
|
|
|
|
|
l |
|
Nigeria Bonga Ullage |
|
|
20 |
|
|
|
70 |
|
|
|
50 |
|
|
|
l |
|
Nigeria Bonga SW |
|
|
20 |
|
|
|
105 |
|
|
|
75 |
|
|
|
l |
|
Nigeria Bosi Oil |
|
|
56 |
|
|
|
120 |
|
|
|
|
|
|
|
n |
|
Nigeria LNG IPP Project |
|
|
40 |
|
|
|
|
|
|
|
900 |
|
|
|
n |
|
Nigeria Satellite Projects |
|
|
40 |
|
|
|
125 |
|
|
|
|
|
|
|
n |
|
Nigeria Usan |
|
|
30 |
|
|
|
180 |
|
|
|
|
|
|
|
l |
|
Norway Skarv/Idun |
|
|
12 |
|
|
|
85 |
|
|
|
500 |
|
|
|
l |
|
Norway Tyrihans |
|
|
12 |
* |
|
|
80 |
|
|
|
330 |
|
|
|
l |
|
Papua New Guinea PNG Gas Project |
|
|
26 |
|
|
|
20 |
|
|
|
570 |
|
|
|
n |
|
Qatar Al Khaleej Gas (Future Phases) |
|
|
100 |
|
|
|
70 |
|
|
|
1140 |
|
|
|
n |
|
Qatar Qatar GTL |
|
|
100 |
|
|
|
165 |
|
|
|
1440 |
|
|
|
n |
|
Qatar Qatargas II Train 5 |
|
|
18 |
* |
|
|
80 |
|
|
|
1250 |
|
|
|
|
|
Qatar RasGas Train 7 |
|
|
30 |
|
|
|
75 |
|
|
|
1250 |
|
|
|
|
|
Russia Sakhalin-1 Gas Export |
|
|
30 |
|
|
|
|
|
|
|
800 |
|
|
|
n |
|
U.S. Alaska Gas
Project / Point Thomson |
|
|
36 |
|
|
|
70 |
|
|
|
4500 |
|
|
|
* |
|
U.S. Piceance Tight Gas (Phase 2) |
|
|
100 |
|
|
|
|
|
|
|
230 |
|
|
|
n |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Operatorship: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
n = ExxonMobil Operated |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
= Joint Operation |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
l = Co-Venturer Operated |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
* Pending Final Agreements |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Not Applicable |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
MAJOR GLOBAL LNG TERMINAL ACTIVITY
|
|
|
|
|
|
|
|
|
|
|
Primary |
|
|
|
|
|
|
Market |
|
|
Supply Source |
2007-2009 (Projected) |
|
|
|
|
Italy Adriatic Terminal |
|
Italy |
|
|
RasGas |
|
U.K. South Hook Terminal |
|
|
U.K. |
|
|
|
Qatargas II |
|
U.S. Gulf Coast Terminal |
|
|
U.S. |
|
|
|
RasGas |
|
Supporting ExxonMobils LNG efforts, regasification terminals are
being progressed consistent with project demands. In addition to
new-build terminals in the United Kingdom, Italy, and the United
States, ExxonMobil continues to evaluate third-party terminals.
40 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
Capitalize
on Growing Natural Gas and Power Markets
ExxonMobil sells natural gas in 25 countries
and across five continents in most major gas
markets in the world. Our expertise in
integrating advanced technologies throughout the
gas value chain and our market presence and
knowledge provide a substantial competitive
advantage. Gas is sold under daily, monthly, and
multiyear contracts to a portfolio of customers,
including power companies, industrial users, and
distributors. In addition to current sales
activity, ExxonMobil is working to develop new
markets.
NORTH AMERICAN GAS MARKET
With gas demand expected to grow 1
percent per year on average through 2020, and
with domestic supply declining, continued
investment in both existing and new gas
supplies is required.
ExxonMobil is actively developing gas resources
to meet North Americas increasing demand.
These include pipeline gas from the North Slope
of Alaska and the Mackenzie Delta region of
northern Canada, where combined we hold the
leading resource position. These also include
LNG imports from Qatar, expanding development
of tight gas in the Piceance Basin in Colorado,
and exploring for gas in the Gulf of Mexico.
ExxonMobil has extensive experience in the North
American gas market, which is comprised of a
number of regional markets, defined by different
demographics, weather patterns, cost of
transportation, and available storage and
infrastructure. ExxonMobils understanding of
these factors is critical in maximizing the value
of our gas.
This market understanding underpins our
straightforward business model of selling equity
and co-venturer-interest gas at optimized
outlets relative to transparent indices. We do
not trade speculatively or trade in NYMEX gas
futures.
(1) Requires
New Investment
EUROPEAN
GAS MARKET
European gas demand continues to grow at
about 2 percent per year, while local production
is declining. As a consequence, Europe will become
more dependent on imported natural gas. By 2020,
we expect over 70 percent of gas demand to be
satisfied by imports.
While we continue to search for new local supplies
by exploring areas such as the Norwegian-Danish
Basin in the North Sea, ExxonMobil is also
participating in several new import projects,
including bringing LNG from Qatar.
ExxonMobils involvement in the development and
growth of the European natural gas business since
its inception 40 years
ago has provided us with a broad and deep
understanding of the market and regulatory
environment. In response to evolving regulatory
requirements, ExxonMobil has been restructuring
its European gas business. On July 1, 2005,
ExxonMobil announced that its subsidiary, Esso
Nederland B.V., transferred its 25-percent
ownership share in Gasunies transportation
business to the State of the Netherlands for
approximately $1.6 billion (earnings after tax).
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 41
(1) Includes
Joint-venture interests
Global LNG demand is growing at approximately 8 percent per year, which is faster than the
growth rate of overall gas demand. Between 2001 and 2020, world LNG demand is expected to grow
nearly four-fold, from 120 million to more than 450 million tons per year, driven by demand in
North America and Europe, as well as Asia Pacific markets.
In 2005, ExxonMobil participated in LNG operations in Qatar and Indonesia with a combined gross
capacity of 30 million tons per year, shipping LNG to customers in Japan, India, Korea, Europe, and
the United States. This represented about 20 percent of the global industry capacity, making
ExxonMobil one of the major LNG suppliers to the world. By 2015, sales are expected to increase to
nearly 80 million tons per year.
ExxonMobil has plans to participate in several world-class LNG regasification terminals. ExxonMobil
and Qatar Petroleum are developing the onshore South Hook LNG terminal in Wales. Also under
development is the Adriatic LNG terminal in Italy, the worlds first fixed offshore storage and regasification terminal. An onshore
terminal in Hong Kong is being evaluated, and in 2005, ExxonMobil obtained
permits for both the Golden Pass and Vista del Sol terminals along the Gulf
Coast of the United States. ExxonMobil and Qatar Petroleum retain capacity
rights in the Fluxys Zeebrugge terminal in Belgium.
Between 2007 and 2011, ExxonMobil plans to
participate in the start-up of eight LNG
trains in Qatar, Australia, and Angola,
targeting growing markets in the United
States, Europe, and Asia. These new trains
will have a gross capacity of nearly 7 billion
cubic feet per day or 51 million tons per
year, representing approximately 35 percent of
industrys new LNG capacity expected to be
added by 2011. Beyond 2011, ExxonMobil is
evaluating LNG opportunities that include
additional trains in Australia and West
Africa.
POWER ACTIVITIES
ExxonMobil has interests in electric power generation facilities with total capacity of
14,400 megawatts. These interests include the Castle Peak Power Company in Hong Kong, which sells
electricity to local markets. ExxonMobil also operates facilities with power generation primarily
for our own use. Where economic, we install energy-efficient cogeneration. ExxonMobils
cogeneration facilities worldwide have had the equivalent impact of reducing greenhouse-gas
emissions by 9 million metric tons per year. During 2005, the installation of new generation units
at the Beaumont refinery in Texas, as well as at a gas-processing facility in Wyoming, increased
cogeneration capacity by 400 megawatts to a total of 3700 megawatts.
42 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
Worldwide Upstream Operations
ExxonMobil
has interests in exploration and production acreage in 36 countries with production in 26 countries.
The Americas
ExxonMobils operations in the Americas
accounted for about 33 percent of ExxonMobils
2005 net oil and gas production and about 39
percent of Upstream earnings. Base production
continues to yield strong returns. We expect
future production to include contributions from
multiple opportunities, including tight gas,
heavy oil, and arctic developments.
AMERICAS HIGHLIGHTS
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2005 |
|
|
2004 |
|
|
2003 |
|
Earnings (billions of dollars) |
|
|
9.5 |
|
|
|
7.1 |
|
|
|
5.5 |
|
Proved Reserves (BOEB)(1) |
|
|
6.9 |
|
|
|
7.4 |
|
|
|
8.1 |
|
Acreage (gross acres, million) |
|
|
62.9 |
|
|
|
64.6 |
|
|
|
51.9 |
|
Net Liquids Production (MBD) |
|
|
0.9 |
|
|
|
1.0 |
|
|
|
1.1 |
|
Net Gas Production (BCFD) |
|
|
2.8 |
|
|
|
3.0 |
|
|
|
3.2 |
|
(1) Excludes year-end price/cost revisions.
UNITED STATES
ExxonMobil is one of the largest oil and
gas producers and reserves holders in the United
States. The Corporations large portfolio is
geographically diverse with significant
positions in all major producing regions,
including Alaska, the onshore Gulf Coast, shelf
and deepwater areas of the Gulf of Mexico,
onshore and offshore California, and the
midcontinent. The U.S. portfolio contains a
diverse range of assets, from mature fields to
new, world-scale projects.
In the United States, the Upstream continues to
provide a significant contribution to
ExxonMobils profitability through high-quality
drilling programs, selective investments in
existing fields and new projects, and continued
operational-efficiency improvements. United
States properties accounted for about 19 percent
of the companys net oil and gas production in
2005 and 26 percent of Upstream earnings.
2005 highlights include continued development of
the Piceance Basin tight gas resource, progress
with the State of Alaska on a fiscal contract for
the Alaska Gas Project, and start-up of the
LaBarge Acid-Gas Injection project. Piceance
development and the Alaska Gas Project will
continue to be key focus areas in 2006. Start-up
of the co-venturer-operated Thunder Horse
deepwater Gulf of Mexico project is expected in
2006.
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 43
GULF OF MEXICO
ExxonMobil holds
one of the leading
acreage positions in
the Gulf of Mexico
with more than 3.8
million acres (gross)
under lease,
approximately 3
million of which are
in deep water. This
acreage position
includes interests in
two highly active
industry plays, the
ultra-deepwater
foldbelt and deep gas
targets underlying the
Louisiana shelf.
In 2005, ExxonMobil
established exploration
agreements in the Gulf
of Mexico shelf and
deep water that could
lead to multiple wells
being drilled in 2006
and 2007.
The Hoover-Diana deep draft caisson vessel (DDCV) has been a key contributor to ExxonMobils deepwater Gulf of Mexico production
since its start-up in 2000. |
In 2005, Hurricanes Katrina and Rita struck
the Gulf of Mexico with an impact more severe than
industry had previously experienced. Although 68
of ExxonMobils 94 platforms incurred some damage,
our Upstream managed through these events safely,
and there was no significant impact to the
environment as a result of the damage to our
facilities. By year-end 2005, approximately 80
percent of initial shut-in liquids and 90 percent
of initial shut-in gas production were restored.
The remaining restoration is dependent upon repair
of the more significantly damaged platforms and
third-party pipeline and product-handling
facilities.
COAL
ExxonMobil operates the Monterey coal
mine (ExxonMobil interest, 100 percent) in
Illinois which produced 2.7 million metric
tons (gross) in 2005. The coal is supplied to
local power-generation and cement-processing
industries.
44 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
PICEANCE BASIN
ExxonMobil has initiated development of approximately
300 thousand gross acres containing tight gas resources
located in the Piceance Basin in western Colorado. Initial
development efforts in 2005 increased field production
capacity to 55 million cubic feet per day. ExxonMobil
continues to employ its proprietary, state-of-the-art
multi-zone stimulation technology (MZST) to maximize
producing rates and recoveries. In addition, ExxonMobil is
reducing both the cost and environmental impact of its
operations by drilling and completing multiple deviated
wells from single surface locations. With access to a
potential resource of approximately 35 trillion cubic feet
of gas, ExxonMobil is actively progressing development both
individually and with co-venturers, with plans for multiple
plant expansions and large-scale drilling projects.
ALASKA
GAS PROJECT / POINT THOMSON
ExxonMobil is the largest holder of gas resources on the North Slope of Alaska. The Alaska
Gas Project will treat and transport gas from the Prudhoe Bay and Point Thomson fields to North
American gas markets. The project scope includes a gas-treating plant on the North Slope and
construction of a large-diameter, high-pressure pipeline.
In 2005, work focused on negotiating an appropriate fiscal framework with the state of Alaska. Once
that framework is established, project planning will progress, leading to further engineering and
the securing of permits. Execution of this world-scale development is expected to take
approximately 10 years once the fiscal framework is defined.
THUNDER HORSE
Located in the central Gulf of Mexico, this co-venturer-operated deepwater development
utilizes a semi-submersible floating production, drilling, and quarters unit with capacity of over
250 thousand barrels per day. The facility incurred damage from a listing incident in 2005. The
operator has resumed drilling and construction activities with start-up projected for the second
half of 2006.
CANADA
Taken together, ExxonMobil Canada, a
wholly-owned affiliate, and Imperial Oil, a
majority-owned affiliate (ExxonMobil interest,
69.6 percent), would be the largest crude oil
producer in Canada, a leading natural gas
producer, and would hold the largest resource
position. The company has a significant presence
in major projects offshore eastern Canada and a
well-established production base with expansion
opportunities in western Canada.
OFFSHORE CANADA OPERATIONS
The ExxonMobil-operated Sable Offshore
Energy Project (ExxonMobil interest, 51 percent;
Imperial Oil interest, 9 percent) consists of five
producing fields. Production in 2005 was
approximately 380 million cubic feet per day of
natural gas (gross) and 20 thousand barrels per
day of liquids (gross).
The Hibernia field (ExxonMobil interest, 33
percent), is operated by Hibernia Management and
Development Company Ltd., using ExxonMobil
personnel and processes. In 2005, Hibernias
production averaged approximately 200 thousand
barrels of oil per day (gross). By the end of
2005, Hibernia had produced more than 400 million
barrels of oil (gross).
The co-venturer-operated Terra Nova development
(ExxonMobil interest, 22 percent) produces up to
150 thousand
barrels of oil per day (gross). Located in 300
feet of water, Terra Nova consists of a unique,
harsh-environment-equipped FPSO and 24 subsea
wells that are expected to recover 380 million
oil-equivalent barrels (gross).
ExxonMobil has interest in four operated, and
four co-venturer-operated, deepwater
exploration blocks in the Orphan Basin
(ExxonMobil interest, 15 percent; Imperial Oil
interest, 15 percent), a high-potential,
unexplored basin with arctic conditions
offshore eastern Canada. Activity in 2004 and
2005 focused on seismic acquisition and
processing in anticipation of drilling planned
for 2006.
ONSHORE CANADA OPERATIONS
The Cold Lake field (Imperial Oil
interest, 100 percent) and the Syncrude
tar-sands mining operation (Imperial Oil
interest, 25 percent) in Alberta account for the
majority of Imperial Oils liquids production in
western Canada. Cold Lake averaged 138 thousand
barrels of oil per day in 2005, and at Syncrude,
2005 production of synthetic crude averaged 214
thousand barrels per day (gross). The Kearl
tar-sands mining project and the Mackenzie Gas
Project are advancing.
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 45
HIBERNIA
The Hibernia field was discovered in 1979 offshore
eastern Canada, an arctic environment, and was originally
thought to contain 600 million barrels of recoverable
resources. Today, the estimated recoverable resources
have grown significantly, to more than 1 billion barrels
of oil (gross).
In addition to processing oil, the Hibernia facilities
can inject more than 265 thousand barrels of water and
270 million cubic feet of gas per day for the
reservoir-pressure support required to maximize oil
recovery.
SYNCRUDE UPGRADER EXPANSION
The Syncrude upgrader expansion project consists of adding a second
train at the Aurora tar-sands mine and increasing capacity of the
upgrader by about 110 thousand barrels of oil per day (gross).
The upgrader expansion, which includes the addition of a third
coker, a new aromatic saturation unit, and a new hydrogen plant,
is scheduled for completion in early 2006. The project is
expected to develop about 1 billion barrels of resource (gross).
KEARL TAR-SANDS MINING PROJECT
In July 2005, an application for the phased development of the Kearl tar-sands mining project
was submitted to the Alberta Government. The application included the facilities for three phases
of ore preparation and bitumen production, with each phase producing about 100 thousand barrels of
bitumen per day (gross). First production could begin in 2011, with the second and third phases to
follow. The project is expected to develop 4.4 billion barrels of resource (gross) with an
investment of between $4 and $6 billion (gross).
MACKENZIE GAS PROJECT
The Mackenzie Gas Project includes the development of three onshore anchor fields containing
approximately 6 trillion cubic feet of natural gas in the Mackenzie Delta region of northern
Canada. ExxonMobil and Imperial Oil hold interests in two of the three fields. In addition to field
development, the project includes a gas-gathering pipeline system, a gas-processing plant, an
associated natural gas liquids line, and a 760-mile pipeline to southern markets. The proposed
pipeline has an initial design capacity of 1.2 billion cubic feet per day and is expandable to 1.8
billion cubic feet per day with additional compression facilities. A decision to proceed with
regulatory hearings, a critical step in the public consultation process, was made in late 2005.
SOUTH
AMERICA
VENEZUELA
ExxonMobil operates the Cerro Negro field
(ExxonMobil interest, 42 percent) in Venezuela.
The 120 thousand barrels of extra heavy oil
produced daily (gross) are processed through an
upgrader into synthetic crude oil. ExxonMobil also
has a 50-percent interest in the 122-thousand-acre
La Ceiba block on the southeastern shore of Lake
Maracaibo. Extended production testing at La Ceiba
began in October 2004, and a declaration of
commerciality was made in 2005.
BRAZIL
At year-end 2005, ExxonMobil held interests
in two blocks offshore Brazil. BC-10 (ExxonMobil
interest, 20 percent) is located in the Campos
Basin, and Block BM-S-22 (ExxonMobil interest, 40
percent), is located in the Santos Basin.
ExxonMobil-operated BM-S-22 is a
340-thousand-acre exploration block over which 3D
seismic data were acquired in
2005. ExxonMobil is finalizing the sale of its
interest in BC-10.
COLOMBIA
In 2005, activity on the 11-million-acre
Tayrona block (ExxonMobil interest, 40 percent),
off Colombias northern coast in the Caribbean
Sea, consisted of technical evaluation in
preparation for acquisition of 3D seismic data
planned for 2006.
OTHER SOUTH AMERICA
ExxonMobil holds a 51-percent interest in
the Chihuidos block in central Argentina and a
23-percent interest in the Aguarague concession in
northwestern Argentina. Net daily gas production
of 80 million cubic feet is sold into markets in
Argentina and central and northern Chile.
In addition, the company holds exploration
rights onshore Bolivia, and offshore Guyana
and Trinidad.
46 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
Europe
ExxonMobil is the largest net producer of
hydrocarbons in Europe. The company has operations
in the United Kingdom, Norway, the Netherlands,
Germany, France, and Italy. Extensive North Sea
oil and natural gas production operations and
significant onshore natural gas production are
among the companys key assets. ExxonMobils
operations in Europe accounted for about 31
percent of the companys 2005 net oil and gas
production and about 28 percent of Upstream
earnings.
EUROPE HIGHLIGHTS
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2005 |
|
|
2004 |
|
|
2003 |
|
Earnings (billions of dollars) |
|
|
6.9 |
|
|
|
4.4 |
|
|
|
5.3 |
|
Proved Reserves (BOEB)(1) |
|
|
4.3 |
|
|
|
4.7 |
|
|
|
5.2 |
|
Acreage (gross acres, million) |
|
|
20.1 |
|
|
|
19.8 |
|
|
|
19.9 |
|
Net Liquids Production (MBD) |
|
|
0.5 |
|
|
|
0.6 |
|
|
|
0.6 |
|
Net Gas Production (BCFD) |
|
|
4.3 |
|
|
|
4.6 |
|
|
|
4.5 |
|
(1) Excludes year-and price/cost revisions.
CONTINENTAL EUROPE
ExxonMobil has significant gas holdings
onshore in the Netherlands and Germany, and is
the largest gas producer in both countries.
In late 2004, the Dutch Parliament endorsed
Cabinet recommendations to allow both exploration
and gas production from the Waddenzee (ExxonMobil
interest, 40 percent) under carefully controlled
conditions to ensure environmental integrity. The
Waddenzee development plan is mature, and the
permitting process is under way.
The Groningen field (ExxonMobil
interest, 30 percent), located in the
Netherlands, started production in 1963. It is
the largest gas field in Europe, with
estimated ultimate recoverable resources of
approximately 100 trillion cubic feet of gas
(gross). A multiyear major project is under
way to renovate production clusters in order
to ensure the long-term integrity of existing
facilities, and to install new compression to
maintain capacity and extend field life.
In Germany, ExxonMobil increased gas capacity
with the start-up of the Soehlingen compression
project, to be followed by the start-up of the
Scholen/BBU compression project in 2006.
ExxonMobil continues to develop new gas resources
in Germany, drilling approximately 10 wells per
year. The drilling portfolio covers wells in the
Zechstein (sour gas), the Rotliegende (sweet
gas), as well as significant opportunities in
tight Carboniferous formations.
In southern Italy, the Tempa Rossa project ($700
million, gross) is an onshore development
designed to produce up to 50 thousand barrels of
oil per day (gross). Upon finalization of
commercial agreements, construction of the oil
facilities and export pipeline will commence.
In France, Esso S.A.F. has entered into
negotiations to sell its Upstream
subsidiary, Esso R.E.P.
NORTH SEA
The North Sea continues to be a strong
producer for ExxonMobil. Activities continue in
all sectors (Northern, Central, and Southern) and
include the full range from execution of
greenfield projects to programs to maximize
recovery in mature assets.
NORTHERN
NORTH SEA / MID-NORWAY
The high-pressure, high-temperature
Kristin project started up in November 2005. In
addition, three other major development
projects are under way: the deepwater Ormen
Lange project, Skarv/Idun, and Tyrihans.
Tyrihans will develop 460 million oil-equivalent
barrels (gross) from two fields with the well
stream tied back to the Kristin platform for
processing and export. Total investment is
expected to be $2.2 billion (gross). Pending final
government approval, ExxonMobil will increase its
interest in Tyrihans to 12 percent, via a trade
involving the Victoria field, also located in
Norway.
CENTRAL NORTH SEA
In 2005, in the Norwegian sector of the
North Sea, the ExxonMobil-operated Ringhorne
field (ExxonMobil interest, 100 percent)
reached peak production of 100 thousand
oil-equivalent barrels per day.
In 2006, the ExxonMobil-operated Ringhorne East
oil field (ExxonMobil interest, 77 percent) is
expected to start producing. The project is
anticipated to recover 47 million oil-equivalent
barrels (gross) utilizing existing infrastructure.
Drilling and initial processing will take place on
the Ringhorne platform with fluids sent via
pipeline to the ExxonMobil-operated Balder FPSO
(ExxonMobil interest, 100 percent) for final
processing, storage, and export.
Three major ExxonMobil-interest projects are
under way in the Central North Sea: Statfjord
Late Life, Fram East, and Volve.
The first exploration well (Kogge-1) on acreage
awarded in 2004 (ExxonMobil interest, 30 percent)
in the Norwegian-Danish Basin spudded in January
2006.
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 47
SOUTHERN
NORTH SEA
In the U.K., the ExxonMobil-operated Arthur
field started up in January 2005. ExxonMobil is
participating in two projects anticipated to
start up in 2006: Cutter in the U.K. (ExxonMobil
interest, 49 percent), and K17 in the Netherlands
(ExxonMobil interest, 30 percent). Both projects
use an innovative monotower platform design to
reduce resource development costs.
ORMEN LANGE
The Ormen Lange project ($10 billion,
gross) is designed to develop over 13 trillion
cubic feet of gas (gross) from the Ormen Lange
field. The gas will be transported by the
worlds longest subsea export pipeline,
approximately 750 miles, from a new processing
plant at Nyhamna on the west coast of Norway
(shown above), via Sleipner in the North Sea,
to Easington in the United Kingdom.
ADRIATIC LNG TERMINAL
The Adriatic LNG terminal, offshore
Rovigo, Italy, will provide the Italian gas
market with LNG supplied from RasGas Train 4 in
Qatar beginning in 2008. This innovative
terminal will receive LNG ships nine miles
offshore, and regasify and transmit gas to an
onshore metering station where it will enter
the Italian grid. This is also the industrys
only European offshore LNG terminal under
construction.
SOUTH HOOK LNG TERMINAL
Construction is in progress on the South
Hook LNG receiving terminal at ExxonMobils
former refinery site in Milford Haven, Wales.
ExxonMobil and Qatar Petroleum plan to provide
LNG from the Qatargas II LNG project to meet
first sales in 2008.
STATFJORD LATE LIFE
The Statfjord Late Life project ($3
billion, gross) will recover additional oil
and gas reserves from the Statfjord A, B, and
C platforms in the North Sea by converting
field operations from pressure maintenance to
reservoir depressurization. This conversion,
scheduled to begin in 2006, is expected to
extend the life of the field an additional 15
years.
48 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
Africa
ExxonMobil is one of the largest net
producers of hydrocarbons in Africa. ExxonMobils
operations in Africa accounted for about 16
percent of the companys 2005 net oil and gas
production and about 15 percent of Upstream
earnings, with those percentages expected to
increase as new projects come onstream.
The production base includes operations in
Angola, Chad, Cameroon, Equatorial Guinea, and
Nigeria. In addition to those countries,
exploration activities are taking place in Libya,
Madagascar, Niger, the Republic of Congo, and the
Nigeria-Sao Tome and Principe Joint Development
Zone. ExxonMobil is also progressing LNG
opportunities in Nigeria and Angola.
In deepwater areas offshore Africa, ExxonMobil
holds interests in 22 blocks totaling more than
32 million gross acres. ExxonMobil participated
in 21 deepwater exploration wells completed
offshore West Africa during 2005.
AFRICA HIGHLIGHTS
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2005 |
|
|
2004 |
|
|
2003 |
|
Earnings (billions of dollars) |
|
|
3.7 |
|
|
|
2.1 |
|
|
|
1.3 |
|
Proved Reserves (BOEB)(1) |
|
|
2.7 |
|
|
|
2.8 |
|
|
|
2.8 |
|
Acreage (gross acres, million) |
|
|
50.8 |
|
|
|
42.6 |
|
|
|
29.5 |
|
Net Liquids Production (MBD) |
|
|
0.7 |
|
|
|
0.5 |
|
|
|
0.4 |
|
Net Gas Production (BCFD) |
|
|
|
|
|
|
|
|
|
|
|
|
(1) Excludes year-end price/cost revisons.
ANGOLA AND CONGO
ExxonMobil has interests in six deepwater
blocks that cover more than 5 million gross
acres. The company and its co-venturers have
announced through year-end 2005 a total of 46
discoveries in Angola and the Republic of
Congo, representing world-class development
opportunities with a recoverable resource
potential of more than 12 billion
oil-equivalent barrels (gross). These
development projects include Kizomba C and D in
Angola Block 15, and Dalia and Rosa in Angola
Block 17.
The discoveries include 14 in the ultra-deepwater
of the Outer Congo Basin blocks and contain a
total discovered resource of approximately 2.5
billion oil-equivalent barrels (gross). Five of
the discoveries were made in 2005. The
co-venturer groups are currently evaluating
potential cluster development concepts.
ExxonMobil has a 25-percent interest in Block 31,
a 15-percent interest in Block 32, a 30-percent
interest in Mer Tres Profonde Sud, and a
40-percent interest in Mer Tres Profonde Nord.
EQUATORIAL GUINEA
ExxonMobil is the largest oil producer in
Equatorial Guinea and operates two blocks, which
cover 787,000 acres (gross). The Zafiro field is on Block B (ExxonMobil
interest, 71 percent) in water depths between 400
and 2800 feet.
In 2005, Zafiro field production averaged more
than 260 thousand barrels of oil per day (gross),
through the FPSO Serpentina, the Jade Platform,
and the Zafiro Producer, a floating production
unit.
ANGOLA BLOCK 15
ExxonMobil was awarded Block 15 in
1994, and the first discovery was in 1998. To
date, a total resource of over 4 billion
oil-equivalent barrels has been discovered on
the block. First oil was produced in November
2003 from the Xikomba field. With the 2005
start-up of Kizomba B, combined daily
production capacity on the block is more than
550 thousand barrels per day (gross).
Production plateaus will be maintained by
phased development of subsea tie-backs of
nearby discoveries on the block. Daily
production capacity for the block is
projected to exceed 750 thousand barrels per
day by 2008. Esso Angola operates with a
40-percent interest.
Kizomba
C The Kizomba C project is
planned to include the fourth and fifth
offshore production hubs. Two FPSOs will be
required to develop the Mondo and Saxi/Batuque
fields, which have combined resources of over
615 million barrels of oil (gross). The
project is currently in the pre-engineering,
procurement, and construction contract-award
phase.
DALIA
The Dalia project includes a 2-million
barrel floating production, storage, and
offloading (FPSO) vessel to recover nearly 1
billion barrels of oil (gross) from the Dalia
field, offshore Angola in Block 17.
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 49
Production from the Kizomba A tension leg platform (above) s transferred to one of the worlds largest FPSOs. |
NIGERIA
ExxonMobil is active in both shallow and deepwater acreage in Nigeria. In shallow water, ExxonMobil
operates a joint venture with the Nigerian National Petroleum Corporation (ExxonMobil interest, 40
percent for crude and condensate; 51 percent for natural gas liquids) that covers over 800,000
acres in five leases offshore southeastern Nigeria. In deep water, ExxonMobil has interests in
eight blocks that include the Bolia, Bonga, Bosi, Erha, and Usan discoveries. In 2005, ExxonMobil
operations and participation in offshore Nigeria produced an average of more than 730 thousand
barrels of liquids per day (gross).
Nigeria
Joint Venture Shelf Development
In the joint-venture area, activities are progressing to develop additional resources and increase
production capacity. Production growth will result from development drilling, satellite field
developments, enhanced recovery projects, and a series of platform upgrades, which will improve
facility integrity and increase production capacity. Major projects under way are the East Area
Additional Oil Recovery, East Area Natural Gas Liquids, and Satellite developments.
Nigeria Deepwater Development
Complementing the activity in the joint-venture area, development projects are now under way to
realize Nigerias deepwater potential. The first of these,
co-venturer-operated Bonga, started up in late 2005 and will be followed in 2006 by the ExxonMobil-operated Erha/Erha North project.
Development plans continue for Usan on Block 222 and Bosi on Block 209.
ERHA / ERHA NORTH
The Erha/Erha North project is designed to produce 190 thousand barrels of oil per day (gross). The
project is progressing toward the planned start-up of three drill centers in 2006.
EAST AREA ADDITIONAL OIL RECOVERY AND NATURAL GAS LIQUIDS
Two major projects are under way to further develop the mature East Area producing fields offshore
Nigeria. The Additional Oil Recovery (AOR) project will increase oil recovery and also
eliminate gas flaring from six joint-venture East Area producing fields, two years ahead of the
government-mandated deadline. The project is expected to recover approximately 530 million
oil-equivalent barrels (gross) and provides strategic infrastructure to access additional
resources.
The East Area Natural Gas Liquids project extends the development by installing offshore
liquids-extraction facilities adjacent to the AOR complex, and expanding the Bonny River Terminal
NGL I facility. Estimated recovery is 275 million oil-equivalent barrels (gross) of natural gas
liquids.
CHAD
Development drilling continued in the Three Fields area (Kome, Miandoum, and Bolobo), and the Nya
field began production in 2005. Development of the Moundouli field also began with start-up
expected in 2006.
The Maikeri (Pouponguem) and Timbre fields were discovered in 2005, and exploration will continue
in 2006 with planned activities including drilling in the East Doseo and Doba basins.
MADAGASCAR
ExxonMobil used its integrated global understanding and opportunity evaluation process to identify
and capture a dominant acreage position (21.8 million gross acres) in four, high-potential,
frontier exploration blocks offshore northwestern Madagascar.
We are progressing a phased
evaluation program with drilling planned for 2006 or 2007.
50 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
Asia Pacific/Middle East
ExxonMobils operations in the Asia Pacific/Middle East region accounted for about 17 percent of
the companys 2005 net oil and gas production and about 14 percent of Upstream earnings. Built on
an established large-scale and profitable production base in the region, those percentages are
expected to increase as new developments come onstream in Qatar.
ASIA PACIFIC / MIDDLE EAST HIGHLIGHTS
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2005 |
|
|
2004 |
|
|
2003 |
|
Earnings (billions of dollars) |
|
|
3.3 |
|
|
|
2.7 |
|
|
|
2.2 |
|
Proved Reserves (BOEB)(1) |
|
|
6.3 |
|
|
|
5.0 |
|
|
|
3.7 |
|
Acreage (gross acres, million) |
|
|
15.0 |
|
|
|
17.9 |
|
|
|
30.2 |
|
Net Liquids Production (MBD) |
|
|
0.3 |
|
|
|
0.4 |
|
|
|
0.3 |
|
Net Gas Production (BCFD) |
|
|
2.1 |
|
|
|
2.2 |
|
|
|
2.3 |
|
|
|
|
(1) |
|
Excludes year-end price/cost revisions. |
INDONESIA
ExxonMobil operates Indonesias Arun natural gas field (ExxonMobil interest, 100 percent), which
supplies gas to the PT Arun LNG plant. In 2005, net production from the Arun and satellite fields
and the North Sumatra Offshore field averaged 410 million cubic feet of gas per day.
In 2005, ExxonMobil reached agreement with co-venturer PT Pertamina (Persero) and the government of
Indonesia to enter into a 30-year Production Sharing Contract enabling the development and further
exploration of the Cepu Contract Area, onshore Java (ExxonMobil interest, 45 percent), including
the Banyu Urip field.
ExxonMobil, along with co-venturer PT Pertamina (Persero), is proceeding with the next phase of the
Production Sharing Agreement for the Natuna D-Alpha gas field (ExxonMobil interest, 76 percent).
During this phase, the participating parties will work to complete marketing arrangements for the
gas and update design and cost studies. The Natuna D-Alpha gas field has an estimated recoverable
hydrocarbon resource of 46 trillion cubic feet of natural gas (gross).
BANYU URIP AND CEPU CONTRACT AREA
Development of the Banyu Urip field will include construction of a central processing facility and
a 50-mile pipeline to transport the processed oil to a 2-million-barrel floating storage and
offloading vessel (FSO) moored off the Tuban coast in the Java Sea. Estimated recovery from the
field is over 250 million barrels of oil (gross). Further exploration in the Cepu Contract Area
will include additional seismic acquisition and exploratory drilling. Development of the Banyu Urip
field will commence when the Joint Operating Agreement with PT Pertamina (Persero) is finalized.
MALAYSIA
ExxonMobil is the largest oil producer in Malaysia and the largest supplier of natural gas to
peninsular Malaysia. Net production in 2005 was over 82 thousand barrels of liquids per day and 488
million cubic feet of gas per day. The company operates 39 platforms offshore peninsular Malaysia,
including the Irong Barat C and Guntong F small-field developments installed and
commissioned in 2005. ExxonMobil has plans to develop additional gas capacity to meet Malaysias
growing demand through developments at the Guntong, Tabu, and Tapis fields.
GUNTON PRODUCTION HUB (MALAYSIA)
The Guntong Hub project (ExxonMobil interest, 50 percent) will develop approximately 800 million
oil-equivalent barrels (gross) and features the installation of a compression platform, Guntong E.
The massive Guntong E platform marks the first phase of a production hub that will supply gas to
peninsular Malaysia. The platform consists of an eight-leg jacket and six modules for receiving,
separating, dehydrating, and compressing natural gas. Scheduled for start-up in 2006, the project
is expected to process approximately 715 million cubic feet of gas per day and 35 thousand barrels
of liquids per day (gross). Maximizing output from the Guntong Hub will involve new wells,
workovers of existing wells, satellite platforms, interfield pipelines, and retrofit of existing
platforms. The project sets the stage for a series of future gas developments with planned
investments of $1.6 billion (gross) over 15 years.
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 51
Guntong Compression Hub, offshore peninsular Malaysia. From left to right: Guntong D-Production, Guntong
D-Compression, and Guntong E (under construction). |
AUSTRALIA AND PAPUA NEW GUINEA
In 2005, daily net production from ExxonMobils Australian and Papua New Guinea operations was
about 81 thousand barrels of liquids and 338 million cubic feet of gas.
In the Bass Strait, the company operates offshore producing facilities, a crude stabilization
plant, three gas processing plants, and one fractionation plant, and supplies natural gas
throughout southeast Australia. After more than 35 years of production, this mature area still
contains significant gas resources, with potential for additional gas discoveries. Extensive
seismic and drilling programs undertaken in the Gippsland Basin during the past several years have
added about 380 billion cubic feet of gas (net) to the resource base.
In 2005, ExxonMobil entered into a framework agreement covering the Greater Gorgon area offshore
Western Australia (ExxonMobil interest, 25 percent) to align interests in 10 licenses containing
over 40 trillion cubic feet of gas (gross).
In Papua New Guinea, the company is advancing the PNG Gas project. The project has completed the
front-end engineering and design (FEED) stage. Over the past year, ExxonMobil and co-venturers have
successfully contracted additional sales volumes to support the overall project development.
PNG GAS PROJECT
The PNG Gas project involves the development of the Hides gas field in the Southern Highlands of
Papua New Guinea. The gas will be transported via a 2900-mile pipeline (570 million cubic feet per
day) to Australia. The PNG co-venturers will build the pipeline as far as the international
offshore border, and another consortium will build the remaining 2500 miles of pipeline into
Queensland and the Northern Territory to connect with existing pipelines. The potential buyers for
this gas are mostly regional gas distributors, mineral processors, and power generators.
GREATER GORGON LNG PROJECT
Development of the Gorgon and Jansz-Io fields continues into the design phase for a project that
would include field developments and the construction of two 5-million-ton-per-year LNG trains on
Barrow Island (ExxonMobil interest, 25 percent). LNG marketing is being pursued throughout the Asia
Pacific region, with initial agreements anticipated in 2006. Start-up of the first LNG train is
targeted for 2010. Successful development of this initial project has the potential to lead to
further development and future trains.
52 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
MIDDLE EAST
ExxonMobil continues to pursue opportunities in the Middle East, focusing where ExxonMobils
industry-leading technology and capabilities can contribute to increased recovery of oil and gas.
ABU DHABI UPPER ZAKUM OPPORTUNITY
In 2005, Abu Dhabi National Oil Company (ADNOC) selected ExxonMobil to enter final negotiations for
a 28-percent interest in the Upper Zakum field, an offshore super-giant field with approximately 50
billion barrels of oil originally in place. Current production capacity is approximately 500
thousand barrels per day, and less than 5 percent of the resource has been produced to date.
ExxonMobils industry-leading capabilities to obtain high oil recovery, optimize production,
transfer technology and develop ADNOC staff, as well as our research and technology development and
deployment expertise, were instrumental in our selection.
QATAR
ExxonMobil and Qatar Petroleum, with other joint-venture partners, are further developing the giant
North Field, the largest nonassociated gas field in the world. Resources to be developed through
ExxonMobil-interest existing and planned LNG trains include a gas-to-liquids (GTL) project, and
pipeline-sales projects exceed 25 billion oil-equivalent barrels (gross). Natural gas from the
North Field is cost competitive for supplying LNG to the Asia Pacific region, Europe, and the
United States.
In 2005, three existing LNG trains at the Qatargas joint venture produced 9 million tons (gross),
which were sold mainly to customers in Japan and Spain.
The RasGas joint ventures (ExxonMobil interest, 25 to 34 percent) produced 12.2 million tons of LNG
in 2005 (gross), sold mainly to Korea and India, with the bulk of the remainder going into markets
in the United States, Spain, Belgium, and Japan. RasGas Train 4 and the Al Khaleej Gas Phase I
project both commenced production in 2005. The Al Khaleej Gas project supplies pipeline gas to
local industries in Qatar.
Conventional ship for transporting LNG to global markets. |
Work is progressing on the Qatargas II and Ras Laffan III (RasGas Trains 6 and 7) projects, which
include a total of four LNG trains with capacity of 7.8 million tons per year each. Deliveries from
Qatargas II are planned into the United Kingdom gas market, via the South Hook LNG terminal
currently under construction, as well as other major markets. Deliveries from Ras Laffan III are
targeted principally for the U.S. gas market. Also included in the supply-chain development are
newly-designed large LNG ships that are expected to realize significant benefits from economies of
scale. Associated condensate and natural gas liquids are being exported to markets worldwide.
QATAR EXISTING AND PLANNED LNG TRAINS
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Joint |
|
|
|
|
|
Capacity |
|
Working |
|
Primary |
|
Scheduled |
Venture |
|
Train |
|
(MTA)(1) |
|
Interest |
|
Market |
|
Completion |
|
|
|
|
|
|
|
|
|
|
(%) |
|
|
|
|
Qatargas
|
|
|
1,2,3 |
|
|
|
9.7 |
|
|
|
10 |
|
|
Japan/Europe
|
|
Complete |
Qatargas II
|
|
|
4 |
|
|
|
7.8 |
|
|
|
30 |
|
|
United Kingdom
|
|
2008 |
Qatargas II
|
|
|
5 |
|
|
|
7.8 |
|
|
18(2)
|
|
United Kingdom
|
|
2009 |
RasGas
|
|
|
1,2 |
|
|
|
6.6 |
|
|
|
25 |
|
|
Korea
|
|
Complete |
RasGas
|
|
|
3 |
|
|
|
4.7 |
|
|
|
30 |
|
|
India
|
|
Complete |
RasGas
|
|
|
4 |
|
|
|
4.7 |
|
|
|
34 |
|
|
Europe
|
|
Complete |
RasGas
|
|
|
5 |
|
|
|
4.7 |
|
|
32(2)
|
|
Europe/Asia
|
|
2007 |
RasGas
|
|
|
6 |
|
|
|
7.8 |
|
|
|
30 |
|
|
United States/Europe
|
|
2008 |
RasGas
|
|
|
7 |
|
|
|
7.8 |
|
|
|
30 |
|
|
United States
|
|
2009 |
|
Total
|
|
|
|
|
|
|
61.3 |
|
|
|
|
|
|
|
|
|
|
|
|
(1) |
|
Million tons per year. |
|
(2) |
|
Pending final agreements. |
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 53
(1) Shipping-cost basis: Qatar to United States
The application of ExxonMobil proprietary technology has facilitated significant reductions in the
cost of shipping LNG. With the development of the Q-Flex and Q-Max class of ships, the cost of
shipping from Qatar to the United States is expected to be reduced by about 30 percent, largely
resulting from the economies of scale of increasing ship size by as much as 80 percent. The
Qatargas and RasGas joint ventures will realize the benefits of these advances.
RASGAS TRAIN 5
RasGas Train 5 is designed to increase Qatars North Field production capacity by 4.7 million tons
per year. As a near duplicate of Train 4, the Train 5 development will capture synergistic savings
and minimize construction time. First production from Train 5 is anticipated to occur in mid-2007
and will supply European and Asian markets.
RASGAS TRAINS 6 & 7 (RAS LAFFAN III)
RasGas Trains 6 and 7 are the largest LNG export projects designed principally to supply the U.S.
market. First deliveries are expected in 2008. Engineering, procurement, and construction (EPC)
contracts were awarded in 2005 to produce and deliver 15.6 million tons per year of LNG from
Qatars North Field, contributing significantly to meeting U.S. gas demand. Fifteen LNG ships are
included in the development plan.
QATARGAS II
A joint development project created by Qatar Petroleum and ExxonMobil, Qatargas II further develops
Qatars North Field through the addition of two record-setting, 7.8-million-ton-per-year onshore
LNG liquefaction trains. The project includes offshore production, liquefaction, shipping, and
regasification facilities. The first of the two trains, Train 4, is anticipated to start up in the
second quarter of 2008. The second train, Train 5, is planned to start up in 2009.
DESIGN FOR RASGAS TRAINS 6 & 7 |
1 REFRIGERATION
2 NGL EXTRACTION
3 SULFUR RECOVERY
4 FRACTIONATION
5 GAS LIQUEFACTION
6 DEHYDRATION
7 ACID GAS REMOVAL
8 CONDENSATE TREATING |
Illustration of one of the RasGas 7.8 million-ton-per-year LNG trains. These large industry-benchmark trains
have been designed for greater efficiency and economy of scale. |
54 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
Russia/Caspian
ExxonMobils operations in the Russia/Caspian region accounted for about 3 percent of the companys
2005 net oil and gas production, and about 4 percent of Upstream earnings, with those percentages
expected to increase as new projects come onstream.
In the Caspian, ExxonMobil holds the unique position of participating in the development of three
of the largest fields in the world: Kashagan and Tengiz in Kazakhstan, and Azeri-Chirag-Gunashli in
Azerbaijan.
RUSSIA / CASPIAN HIGHLIGHTS
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2005 |
|
|
2004 |
|
|
2003 |
|
Earnings (billions of dollars) |
|
|
0.9 |
|
|
|
0.4 |
|
|
|
0.2 |
|
Proved Reserves (BOEB)(1) |
|
|
2.2 |
|
|
|
2.3 |
|
|
|
2.2 |
|
Acreage (gross acres, million) |
|
|
3.1 |
|
|
|
3.1 |
|
|
|
3.2 |
|
Net Liquids Production (MBD) |
|
|
0.1 |
|
|
|
0.1 |
|
|
|
0.1 |
|
Net Gas Production (BCFD) |
|
|
0.1 |
|
|
|
0.1 |
|
|
|
0.1 |
|
|
|
|
(1) |
|
Excludes year-end price/cost revisions. |
AZERBAIJAN
Production from the Azeri-Chirag-Gunashli development (ExxonMobil interest, 8 percent) in the
southern Caspian Sea averaged 261 thousand barrels of oil per day (gross) in 2005.
AZERI CHIRAG GUNASHLI
Phase 1 of the multiphase Azeri-Chirag-Gunashli development started up in February 2005, developing
the Central Azeri field. Phase 2 of the project started up in January 2006, further
developing the Azeri field with two additional platforms. Phase 3 will develop the Gunashli field.
Estimated recovery from Phases 1, 2, and 3 totals 5.4 billion oil-equivalent barrels (gross) with
gross investment of $12 billion.
KAZAKHSTAN
ExxonMobil participates in the Tengizchevroil (TCO) joint venture (ExxonMobil interest, 25
percent), which includes a production license area encompassing the Tengiz field, an associated
processing plant complex, and the nearby Korolev field. TCO also holds an exploration license that
covers over 600 thousand gross acres surrounding the production license. Under the North Caspian
Production Sharing Agreement (NCPSA), development planning activities are under way to initiate
production from the giant Kashagan field, located offshore in the northern Caspian Sea.
TENGIZ
Peak production capacity of the Tengiz field, in Kazakhstan, is currently 300 thousand barrels of
oil per day with over 3 billion barrels of oil reserves developed (gross). Planned expansions ($15
billion, gross) are expected to add more than 500 thousand barrels per day of oil production
(gross) and develop an incremental 3.3 billion barrels of oil. The first expansion will integrate a
second-generation gas-handling project with a sour-gas injection project, resulting in incremental
production of 285 thousand barrels of oil per day (gross). Construction is under way with initial
oil production planned in 2007.
KASHAGAN
Development of Kashagan will occur in phases, with the first phase targeting 5.2 billion barrels of
oil (gross) at a producing rate of 450 thousand barrels per day. Phase 1 development, currently
under way, will include an offshore production and separation hub on an artificial island, three
drilling islands, three onshore oil-stabilization trains, and two onshore gas-treating plants.
Future phases are expected to increase recovery to 13 billion barrels of oil (gross) at a producing
rate of more than 1 million barrels of oil per day.
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 55
RUSSIA
ExxonMobil operates and holds a 30-percent interest in the Sakhalin-1 blocks offshore Sakhalin
Island, eastern Russia. Production from the first phase of this multiphase project commenced in
2005.
Exploration activities on the Sakhalin III blocks are pending award of exploration and production
licenses by the Russian government.
WORLD
CLASS EXTENDED REACH CAPABILITY
ExxonMobils Sakhalin drilling has defined a new extended-reach operating envelope for vertical
depth and horizontal reach. ExxonMobil is not only drilling several of the longest and most complex
extended-reach wells in the world, we are also drilling them faster than competitors. Average
drilling rates for Chayvo wells have been 80 percent faster than typical competitor wells despite
the record reach and depth. Our most recent well is the fastest yet, averaging more than 600 feet
per day. Additionally, our wells have set world records for casing depth, coiled tubing, and
completion operations.
EXTENDED REACH DRILLING RATE Chayvo Wells Drilled by ExxonMobil in Sakhalin |
Drilling from the Orlan drilling and production platform commenced in December 2005, offshore Sakhalin Island. |
SAKHALIN
1
The initial phase of the Sakhalin-1 Chayvo field development began first production in early
October 2005 through the use of an interim production facility. The first oil and gas sales were to
domestic customers, contributing to Russias Far East gasification program. The balance of the
Chayvo gas resource will be exported to international markets once long-term gas sales contracts
are concluded and the export system is built.
Phase 1 is slated to reach full production and start oil exports to international markets in 2006.
The development of Chayvo will be followed by development of the Odoptu and Arkutun-Dagi fields.
56 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
Upstream Operating Statistics
NET
LIQUIDS PRODUCTION
(1)
Including Tar Sands and Non-Consolidated Operations
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(thousands of barrels per day) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
United States |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Alaska |
|
|
159 |
|
|
|
174 |
|
|
|
188 |
|
|
|
197 |
|
|
|
210 |
|
Lower 48 |
|
|
317 |
|
|
|
383 |
|
|
|
422 |
|
|
|
484 |
|
|
|
502 |
|
Total United States |
|
|
477 |
|
|
|
557 |
|
|
|
610 |
|
|
|
681 |
|
|
|
712 |
|
Canada |
|
|
346 |
|
|
|
355 |
|
|
|
363 |
|
|
|
349 |
|
|
|
331 |
|
Total North America |
|
|
823 |
|
|
|
912 |
|
|
|
973 |
|
|
|
1,030 |
|
|
|
1,043 |
|
|
Europe |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United Kingdom |
|
|
202 |
|
|
|
235 |
|
|
|
278 |
|
|
|
305 |
|
|
|
320 |
|
Norway |
|
|
327 |
|
|
|
328 |
|
|
|
280 |
|
|
|
263 |
|
|
|
307 |
|
Other |
|
|
17 |
|
|
|
20 |
|
|
|
21 |
|
|
|
24 |
|
|
|
26 |
|
Total Europe |
|
|
546 |
|
|
|
583 |
|
|
|
579 |
|
|
|
592 |
|
|
|
653 |
|
|
Africa |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Nigeria |
|
|
299 |
|
|
|
276 |
|
|
|
260 |
|
|
|
213 |
|
|
|
249 |
|
Angola |
|
|
181 |
|
|
|
95 |
|
|
|
43 |
|
|
|
35 |
|
|
|
1 |
|
Equatorial Guinea |
|
|
122 |
|
|
|
136 |
|
|
|
124 |
|
|
|
98 |
|
|
|
89 |
|
Other |
|
|
64 |
|
|
|
65 |
|
|
|
15 |
|
|
|
3 |
|
|
|
3 |
|
Total Africa |
|
|
666 |
|
|
|
572 |
|
|
|
442 |
|
|
|
349 |
|
|
|
342 |
|
|
Asia Pacific/Middle East |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Australia |
|
|
73 |
|
|
|
91 |
|
|
|
111 |
|
|
|
122 |
|
|
|
131 |
|
Malaysia |
|
|
82 |
|
|
|
94 |
|
|
|
105 |
|
|
|
115 |
|
|
|
98 |
|
Middle East |
|
|
163 |
|
|
|
158 |
|
|
|
149 |
|
|
|
127 |
|
|
|
135 |
|
Other |
|
|
14 |
|
|
|
17 |
|
|
|
21 |
|
|
|
23 |
|
|
|
18 |
|
Total Asia Pacific/Middle East |
|
|
332 |
|
|
|
360 |
|
|
|
386 |
|
|
|
387 |
|
|
|
382 |
|
|
Russia/Caspian |
|
|
107 |
|
|
|
91 |
|
|
|
88 |
|
|
|
91 |
|
|
|
86 |
|
|
Other Areas |
|
|
49 |
|
|
|
53 |
|
|
|
48 |
|
|
|
47 |
|
|
|
36 |
|
|
Total worldwide |
|
|
2,523 |
|
|
|
2,571 |
|
|
|
2,516 |
|
|
|
2,496 |
|
|
|
2,542 |
|
|
|
Gas Plant Liquids Included Above |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
68 |
|
|
|
86 |
|
|
|
90 |
|
|
|
111 |
|
|
|
120 |
|
Non-U.S. |
|
|
172 |
|
|
|
168 |
|
|
|
166 |
|
|
|
178 |
|
|
|
185 |
|
|
Total worldwide |
|
|
240 |
|
|
|
254 |
|
|
|
256 |
|
|
|
289 |
|
|
|
305 |
|
|
|
Tar Sands and Non-Consolidated
Volumes Included Above |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
93 |
|
|
|
101 |
|
|
|
106 |
|
|
|
106 |
|
|
|
109 |
|
Canada |
|
|
53 |
|
|
|
59 |
|
|
|
52 |
|
|
|
57 |
|
|
|
52 |
|
Europe |
|
|
7 |
|
|
|
9 |
|
|
|
9 |
|
|
|
9 |
|
|
|
10 |
|
Asia Pacific/Middle East |
|
|
146 |
|
|
|
140 |
|
|
|
127 |
|
|
|
102 |
|
|
|
108 |
|
Russia/Caspian |
|
|
72 |
|
|
|
74 |
|
|
|
71 |
|
|
|
74 |
|
|
|
70 |
|
|
Total worldwide |
|
|
371 |
|
|
|
383 |
|
|
|
365 |
|
|
|
348 |
|
|
|
349 |
|
|
|
|
|
(1) |
|
Net liquids production quantities are the volumes of crude oil and natural gas liquids
withdrawn from ExxonMobils oil and gas reserves, excluding royalties and quantities due to others
when produced, and are based on the volumes delivered from the lease or at the point measured for
royalty and/or severance tax purposes. Volumes include 100 percent of the production of
majority-owned affiliates, including liquids production from tar-sands operations in Canada, and
ExxonMobils ownership of the production by companies owned 50 percent or less. |
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 57
NET
NATURAL GAS PRODUCTION AVAILABLE FOR SALE
(1)
Including Non-Consolidated Operations
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of cubic feet per day) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
United States |
|
|
1,739 |
|
|
|
1,947 |
|
|
|
2,246 |
|
|
|
2,375 |
|
|
|
2,598 |
|
Canada |
|
|
918 |
|
|
|
972 |
|
|
|
943 |
|
|
|
1,024 |
|
|
|
1,006 |
|
Total North America |
|
|
2,657 |
|
|
|
2,919 |
|
|
|
3,189 |
|
|
|
3,399 |
|
|
|
3,604 |
|
|
Europe |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
The Netherlands |
|
|
1,595 |
|
|
|
1,725 |
|
|
|
1,591 |
|
|
|
1,601 |
|
|
|
1,637 |
|
United Kingdom |
|
|
1,126 |
|
|
|
1,196 |
|
|
|
1,234 |
|
|
|
1,417 |
|
|
|
1,547 |
|
Norway |
|
|
709 |
|
|
|
645 |
|
|
|
667 |
|
|
|
503 |
|
|
|
445 |
|
Germany |
|
|
885 |
|
|
|
1,048 |
|
|
|
1,006 |
|
|
|
942 |
|
|
|
966 |
|
Total Europe |
|
|
4,315 |
|
|
|
4,614 |
|
|
|
4,498 |
|
|
|
4,463 |
|
|
|
4,595 |
|
|
Asia Pacific/Middle East |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Australia |
|
|
338 |
|
|
|
397 |
|
|
|
450 |
|
|
|
453 |
|
|
|
449 |
|
Malaysia |
|
|
488 |
|
|
|
511 |
|
|
|
563 |
|
|
|
690 |
|
|
|
645 |
|
Middle East |
|
|
846 |
|
|
|
642 |
|
|
|
455 |
|
|
|
408 |
|
|
|
354 |
|
Indonesia |
|
|
410 |
|
|
|
578 |
|
|
|
745 |
|
|
|
825 |
|
|
|
401 |
|
Other |
|
|
32 |
|
|
|
33 |
|
|
|
45 |
|
|
|
51 |
|
|
|
52 |
|
Total Asia Pacific/Middle East |
|
|
2,114 |
|
|
|
2,161 |
|
|
|
2,258 |
|
|
|
2,427 |
|
|
|
1,901 |
|
|
Russia/Caspian |
|
|
77 |
|
|
|
73 |
|
|
|
73 |
|
|
|
77 |
|
|
|
65 |
|
|
Other Areas |
|
|
88 |
|
|
|
97 |
|
|
|
101 |
|
|
|
86 |
|
|
|
114 |
|
|
Total worldwide |
|
|
9,251 |
|
|
|
9,864 |
|
|
|
10,119 |
|
|
|
10,452 |
|
|
|
10,279 |
|
|
|
Non-Consolidated Natural Gas Volumes
Included Above |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
2 |
|
|
|
2 |
|
|
|
2 |
|
|
|
2 |
|
|
|
13 |
|
Europe |
|
|
1,548 |
|
|
|
1,667 |
|
|
|
1,531 |
|
|
|
1,539 |
|
|
|
1,556 |
|
Asia Pacific/Middle East |
|
|
807 |
|
|
|
642 |
|
|
|
455 |
|
|
|
408 |
|
|
|
354 |
|
Other |
|
|
73 |
|
|
|
74 |
|
|
|
73 |
|
|
|
77 |
|
|
|
65 |
|
|
Total worldwide |
|
|
2,430 |
|
|
|
2,385 |
|
|
|
2,061 |
|
|
|
2,026 |
|
|
|
1,988 |
|
|
|
|
|
(1) |
|
Net natural gas available for sale quantities are the volumes withdrawn from ExxonMobils natural gas reserves, excluding royalties and volumes due to
others when produced,
and excluding gas purchased from others, gas consumed in producing operations, field processing plant losses, volumes used for gas lift, gas injection and
cycling operations,
quantities flared, and volume shrinkage due to the removal of condensate or natural gas liquids fractions. |
NATURAL
GAS SALES
(1)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of cubic feet per day) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
United States |
|
|
1,833 |
|
|
|
2,277 |
|
|
|
4,793 |
|
|
|
6,939 |
|
|
|
5,925 |
|
Canada |
|
|
1,094 |
|
|
|
1,253 |
|
|
|
1,919 |
|
|
|
2,051 |
|
|
|
2,305 |
|
Europe |
|
|
6,015 |
|
|
|
6,262 |
|
|
|
6,610 |
|
|
|
7,544 |
|
|
|
7,570 |
|
Asia Pacific/Middle East |
|
|
1,901 |
|
|
|
1,973 |
|
|
|
2,092 |
|
|
|
2,241 |
|
|
|
1,780 |
|
Russia/Caspian |
|
|
170 |
|
|
|
170 |
|
|
|
177 |
|
|
|
186 |
|
|
|
203 |
|
Other |
|
|
8 |
|
|
|
7 |
|
|
|
4 |
|
|
|
2 |
|
|
|
2 |
|
|
Total worldwide |
|
|
11,021 |
|
|
|
11,942 |
|
|
|
15,595 |
|
|
|
18,963 |
|
|
|
17,785 |
|
|
|
|
|
(1) |
|
Natural gas sales include 100 percent of the sales of ExxonMobil- and majority-owned affiliates and ExxonMobils ownership of sales by companies owned
50 percent or less. Numbers include sales of gas purchased from third parties. |
58 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
NUMBER
OF NET WELLS DRILLED ANNUALLY
(1)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Productive |
|
|
Dry |
|
|
Total |
|
(net wells drilled) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
Exploratory(2) |
|
|
24 |
|
|
|
21 |
|
|
|
38 |
|
|
|
46 |
|
|
|
51 |
|
|
|
13 |
|
|
|
15 |
|
|
|
28 |
|
|
|
23 |
|
|
|
41 |
|
|
|
37 |
|
|
|
36 |
|
|
|
66 |
|
|
|
69 |
|
|
|
92 |
|
Development |
|
|
946 |
|
|
|
1,164 |
|
|
|
1,060 |
|
|
|
1,287 |
|
|
|
1,313 |
|
|
|
14 |
|
|
|
18 |
|
|
|
34 |
|
|
|
29 |
|
|
|
24 |
|
|
|
960 |
|
|
|
1,182 |
|
|
|
1,094 |
|
|
|
1,316 |
|
|
|
1,337 |
|
Total |
|
|
970 |
|
|
|
1,185 |
|
|
|
1,098 |
|
|
|
1,333 |
|
|
|
1,364 |
|
|
|
27 |
|
|
|
33 |
|
|
|
62 |
|
|
|
52 |
|
|
|
65 |
|
|
|
997 |
|
|
|
1,218 |
|
|
|
1,160 |
|
|
|
1,385 |
|
|
|
1,429 |
|
|
NET
ACREAGE AT YEAR END
(3)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Undeveloped |
|
|
Developed |
|
(thousands of net acres) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
United States |
|
|
6,413 |
|
|
|
7,055 |
|
|
|
7,353 |
|
|
|
7,309 |
|
|
|
7,669 |
|
|
|
5,260 |
|
|
|
5,480 |
|
|
|
5,655 |
|
|
|
5,695 |
|
|
|
5,714 |
|
Canada(4) |
|
|
4,971 |
|
|
|
6,144 |
|
|
|
5,204 |
|
|
|
8,851 |
|
|
|
9,708 |
|
|
|
2,266 |
|
|
|
2,527 |
|
|
|
2,457 |
|
|
|
2,382 |
|
|
|
2,426 |
|
Europe |
|
|
2,778 |
|
|
|
2,245 |
|
|
|
2,611 |
|
|
|
2,687 |
|
|
|
4,624 |
|
|
|
4,687 |
|
|
|
4,715 |
|
|
|
4,746 |
|
|
|
4,874 |
|
|
|
4,819 |
|
Africa |
|
|
29,048 |
|
|
|
21,797 |
|
|
|
11,447 |
|
|
|
12,205 |
|
|
|
15,736 |
|
|
|
545 |
|
|
|
475 |
|
|
|
462 |
|
|
|
685 |
|
|
|
630 |
|
Asia Pacific/Middle East |
|
|
3,797 |
|
|
|
4,180 |
|
|
|
8,694 |
|
|
|
12,088 |
|
|
|
14,171 |
|
|
|
1,570 |
|
|
|
2,436 |
|
|
|
3,079 |
|
|
|
3,047 |
|
|
|
2,995 |
|
Russia/Caspian |
|
|
569 |
|
|
|
561 |
|
|
|
601 |
|
|
|
628 |
|
|
|
1,241 |
|
|
|
116 |
|
|
|
103 |
|
|
|
103 |
|
|
|
103 |
|
|
|
103 |
|
Other |
|
|
19,513 |
|
|
|
19,688 |
|
|
|
15,141 |
|
|
|
17,459 |
|
|
|
19,205 |
|
|
|
232 |
|
|
|
388 |
|
|
|
388 |
|
|
|
387 |
|
|
|
388 |
|
Total worldwide |
|
|
67,089 |
|
|
|
61,670 |
|
|
|
51,051 |
|
|
|
61,227 |
|
|
|
72,354 |
|
|
|
14,676 |
|
|
|
16,124 |
|
|
|
16,890 |
|
|
|
17,173 |
|
|
|
17,075 |
|
|
NET
CAPITALIZED COSTS AT YEAR END
(3)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
United States |
|
|
16,097 |
|
|
|
16,217 |
|
|
|
16,711 |
|
|
|
15,739 |
|
|
|
15,408 |
|
Canada(4) |
|
|
9,096 |
|
|
|
8,907 |
|
|
|
8,114 |
|
|
|
6,114 |
|
|
|
5,772 |
|
Europe |
|
|
13,556 |
|
|
|
16,169 |
|
|
|
15,830 |
|
|
|
12,872 |
|
|
|
10,704 |
|
Africa |
|
|
12,744 |
|
|
|
10,706 |
|
|
|
8,606 |
|
|
|
5,755 |
|
|
|
4,355 |
|
Asia Pacific/Middle East |
|
|
6,718 |
|
|
|
6,675 |
|
|
|
7,094 |
|
|
|
6,078 |
|
|
|
5,622 |
|
Russia/Caspian |
|
|
7,158 |
|
|
|
5,336 |
|
|
|
3,975 |
|
|
|
2,964 |
|
|
|
2,328 |
|
Other |
|
|
1,210 |
|
|
|
1,237 |
|
|
|
1,216 |
|
|
|
1,237 |
|
|
|
1,273 |
|
Total worldwide |
|
|
66,579 |
|
|
|
65,247 |
|
|
|
61,546 |
|
|
|
50,759 |
|
|
|
45,462 |
|
|
COSTS
INCURRED IN PROPERTY ACQUISITION , EXPLORATION , AND DEVELOPMENT
ACTIVITIES
(3)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Asia Pacific/ |
|
|
Russia/ |
|
|
|
|
|
|
|
(millions of dollars) |
|
United States |
|
|
Canada(4) |
|
|
Europe |
|
|
Africa |
|
|
Middle East |
|
|
Caspian |
|
|
Other |
|
|
Worldwide |
|
|
During 2005 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Property acquisition costs |
|
|
11 |
|
|
|
6 |
|
|
|
|
|
|
|
53 |
|
|
|
41 |
|
|
|
330 |
|
|
|
12 |
|
|
|
453 |
|
Exploration costs |
|
|
286 |
|
|
|
75 |
|
|
|
152 |
|
|
|
507 |
|
|
|
181 |
|
|
|
160 |
|
|
|
59 |
|
|
|
1,420 |
|
Development costs |
|
|
1,695 |
|
|
|
1,079 |
|
|
|
1,493 |
|
|
|
3,189 |
|
|
|
850 |
|
|
|
2,157 |
|
|
|
98 |
|
|
|
10,561 |
|
Total |
|
|
1,992 |
|
|
|
1,160 |
|
|
|
1,645 |
|
|
|
3,749 |
|
|
|
1,072 |
|
|
|
2,647 |
|
|
|
169 |
|
|
|
12,434 |
|
|
During 2004 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Property acquisition costs |
|
|
14 |
|
|
|
1 |
|
|
|
|
|
|
|
92 |
|
|
|
2 |
|
|
|
25 |
|
|
|
|
|
|
|
134 |
|
Exploration costs |
|
|
233 |
|
|
|
80 |
|
|
|
143 |
|
|
|
382 |
|
|
|
141 |
|
|
|
190 |
|
|
|
86 |
|
|
|
1,255 |
|
Development costs |
|
|
1,581 |
|
|
|
1,196 |
|
|
|
1,381 |
|
|
|
2,788 |
|
|
|
668 |
|
|
|
1,435 |
|
|
|
73 |
|
|
|
9,122 |
|
Total |
|
|
1,828 |
|
|
|
1,277 |
|
|
|
1,524 |
|
|
|
3,262 |
|
|
|
811 |
|
|
|
1,650 |
|
|
|
159 |
|
|
|
10,511 |
|
|
During 2003(5) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Property acquisition costs |
|
|
17 |
|
|
|
7 |
|
|
|
4 |
|
|
|
17 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
45 |
|
Exploration costs |
|
|
253 |
|
|
|
102 |
|
|
|
171 |
|
|
|
264 |
|
|
|
151 |
|
|
|
173 |
|
|
|
67 |
|
|
|
1,181 |
|
Development costs |
|
|
1,780 |
|
|
|
1,079 |
|
|
|
1,968 |
|
|
|
3,117 |
|
|
|
870 |
|
|
|
1,015 |
|
|
|
27 |
|
|
|
9,856 |
|
Total |
|
|
2,050 |
|
|
|
1,188 |
|
|
|
2,143 |
|
|
|
3,398 |
|
|
|
1,021 |
|
|
|
1,188 |
|
|
|
94 |
|
|
|
11,082 |
|
|
During 2002 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Property acquisition costs |
|
|
32 |
|
|
|
20 |
|
|
|
|
|
|
|
10 |
|
|
|
|
|
|
|
121 |
|
|
|
4 |
|
|
|
187 |
|
Exploration costs |
|
|
281 |
|
|
|
109 |
|
|
|
160 |
|
|
|
301 |
|
|
|
116 |
|
|
|
96 |
|
|
|
100 |
|
|
|
1,163 |
|
Development costs |
|
|
1,843 |
|
|
|
949 |
|
|
|
1,975 |
|
|
|
1,708 |
|
|
|
924 |
|
|
|
658 |
|
|
|
44 |
|
|
|
8,101 |
|
Total |
|
|
2,156 |
|
|
|
1,078 |
|
|
|
2,135 |
|
|
|
2,019 |
|
|
|
1,040 |
|
|
|
875 |
|
|
|
148 |
|
|
|
9,451 |
|
|
|
|
|
(1) |
|
A regional breakout of this data is included on page 12 of ExxonMobils 2005 Form 10-K. |
|
(2) |
|
These include near-field and appraisal wells classified as exploratory for SEC reporting. |
|
(3) |
|
Includes non-consolidated interests and Canadian tar-sands mining operations and is not
directly comparable to data on pages A54 and A55 of ExxonMobils 2006 Proxy Statement, and page 6
of ExxonMobils 2005 Form 10-K, which due to financial reporting requirements, treat Canadian tar
sands as a mining operation. |
|
(4) |
|
Canadian tar-sands data included above: net acreage of 28 thousand developed acres and 149
thousand undeveloped acres at year-end 2005, net capitalized cost of about $2.8 billion at year-end
2005, exploration costs of $13 million, and development costs of $455 million incurred during 2005. |
|
(5) |
|
Per FAS 143, development costs beginning in 2003 also included new asset retirement obligations
established in the current year, as well as increases or decreases to the asset retirement
obligation resulting from changes in cost estimates or abandonment date. |
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 59
PROVED
OIL AND GAS RESERVES
(1)
The Corporation
began stating its
reserves on the
basis of December 31
prices and costs in
2004.
The use of year-end
prices for reserves
estimation introduces
short-term price
volatility into the
process since annual
adjustments are
required based on
prices occurring on a
single day. The
Corporation believes
that this approach is
inconsistent with the
long-term nature of
the upstream business
where production from
individual projects
often spans multiple
decades. The use of
prices from a single
date is not relevant
to the investment
decisions made by the
Corporation and
annual variations in
reserves based on
such year-end prices
are of no consequence
in how the business
is actually managed.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
Liquids, Including Tar Sands and Non-Consolidated Reserves (millions of barrels at year end) |
Net proved developed and undeveloped
reserves |
United States |
|
|
2,424 |
|
|
|
2,894 |
|
|
|
3,218 |
|
|
|
3,352 |
|
|
|
3,494 |
|
Canada(2) |
|
|
1,701 |
|
|
|
1,848 |
|
|
|
1,975 |
|
|
|
2,085 |
|
|
|
2,098 |
|
Europe |
|
|
886 |
|
|
|
1,029 |
|
|
|
1,204 |
|
|
|
1,359 |
|
|
|
1,503 |
|
Africa |
|
|
2,527 |
|
|
|
2,654 |
|
|
|
2,742 |
|
|
|
2,626 |
|
|
|
2,461 |
|
Asia Pacific/Middle East |
|
|
1,908 |
|
|
|
1,688 |
|
|
|
1,383 |
|
|
|
1,372 |
|
|
|
1,410 |
|
Russia/Caspian |
|
|
1,798 |
|
|
|
1,922 |
|
|
|
1,822 |
|
|
|
1,302 |
|
|
|
801 |
|
Other |
|
|
451 |
|
|
|
478 |
|
|
|
512 |
|
|
|
527 |
|
|
|
545 |
|
Total worldwide excluding
year-end price/cost revisions |
|
|
11,695 |
|
|
|
12,513 |
|
|
|
12,856 |
|
|
|
12,623 |
|
|
|
12,312 |
|
|
Year-end price/cost revisions |
|
|
(466 |
) |
|
|
(862 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
Total worldwide |
|
|
11,229 |
|
|
|
11,651 |
|
|
|
12,856 |
|
|
|
12,623 |
|
|
|
12,312 |
|
|
Proportional interest in tar sands and non-consolidated
reserves included above, excluding year-end price/cost
revisions |
United States |
|
|
391 |
|
|
|
402 |
|
|
|
426 |
|
|
|
444 |
|
|
|
466 |
|
Canada (tar sands)(2) |
|
|
738 |
|
|
|
757 |
|
|
|
781 |
|
|
|
800 |
|
|
|
821 |
|
Europe |
|
|
11 |
|
|
|
17 |
|
|
|
20 |
|
|
|
26 |
|
|
|
27 |
|
Asia Pacific/Middle East |
|
|
1,353 |
|
|
|
1,161 |
|
|
|
767 |
|
|
|
779 |
|
|
|
758 |
|
Russia/Caspian |
|
|
923 |
|
|
|
981 |
|
|
|
973 |
|
|
|
949 |
|
|
|
688 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net proved developed reserves included above |
United States |
|
|
2,006 |
|
|
|
2,551 |
|
|
|
2,711 |
|
|
|
2,835 |
|
|
|
2,957 |
|
Canada(2) |
|
|
1,117 |
|
|
|
1,089 |
|
|
|
1,301 |
|
|
|
1,255 |
|
|
|
1,184 |
|
Europe |
|
|
665 |
|
|
|
778 |
|
|
|
821 |
|
|
|
817 |
|
|
|
900 |
|
Africa |
|
|
1,218 |
|
|
|
1,117 |
|
|
|
1,107 |
|
|
|
1,057 |
|
|
|
1,022 |
|
Asia Pacific/Middle East |
|
|
1,189 |
|
|
|
1,045 |
|
|
|
1,105 |
|
|
|
1,162 |
|
|
|
1,193 |
|
Russia/Caspian |
|
|
629 |
|
|
|
634 |
|
|
|
546 |
|
|
|
498 |
|
|
|
382 |
|
Other |
|
|
227 |
|
|
|
129 |
|
|
|
132 |
|
|
|
147 |
|
|
|
165 |
|
|
Total worldwide |
|
|
7,051 |
|
|
|
7,343 |
|
|
|
7,723 |
|
|
|
7,771 |
|
|
|
7,803 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Natural Gas, Including Non-Consolidated Reserves (billions of cubic feet at year end) |
Net proved developed and undeveloped
reserves |
United States |
|
|
11,362 |
|
|
|
10,578 |
|
|
|
11,424 |
|
|
|
12,239 |
|
|
|
12,924 |
|
Canada |
|
|
1,735 |
|
|
|
1,979 |
|
|
|
2,341 |
|
|
|
2,882 |
|
|
|
3,183 |
|
Europe |
|
|
20,575 |
|
|
|
21,916 |
|
|
|
23,849 |
|
|
|
24,336 |
|
|
|
25,252 |
|
Africa |
|
|
841 |
|
|
|
771 |
|
|
|
583 |
|
|
|
436 |
|
|
|
379 |
|
Asia Pacific/Middle East |
|
|
26,662 |
|
|
|
19,938 |
|
|
|
13,993 |
|
|
|
13,467 |
|
|
|
12,576 |
|
Russia/Caspian |
|
|
2,173 |
|
|
|
1,989 |
|
|
|
1,934 |
|
|
|
1,671 |
|
|
|
950 |
|
Other |
|
|
619 |
|
|
|
769 |
|
|
|
645 |
|
|
|
687 |
|
|
|
682 |
|
Total worldwide excluding
year-end price/cost revisions |
|
|
63,967 |
|
|
|
57,940 |
|
|
|
54,769 |
|
|
|
55,718 |
|
|
|
55,946 |
|
|
Year-end price/cost revisions |
|
|
2,940 |
|
|
|
2,422 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total worldwide |
|
|
66,907 |
|
|
|
60,362 |
|
|
|
54,769 |
|
|
|
55,718 |
|
|
|
55,946 |
|
|
Proportional interest in non-consolidated reserves included
above, excluding year-end price/cost
revisions |
United States |
|
|
136 |
|
|
|
140 |
|
|
|
152 |
|
|
|
177 |
|
|
|
192 |
|
Europe |
|
|
12,340 |
|
|
|
12,873 |
|
|
|
13,703 |
|
|
|
13,828 |
|
|
|
14,321 |
|
Asia Pacific/Middle East |
|
|
18,697 |
|
|
|
13,339 |
|
|
|
6,055 |
|
|
|
5,692 |
|
|
|
4,237 |
|
Russia/Caspian |
|
|
1,326 |
|
|
|
1,473 |
|
|
|
1,464 |
|
|
|
1,440 |
|
|
|
942 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Net proved developed reserves included above |
United States |
|
|
10,499 |
|
|
|
9,254 |
|
|
|
9,637 |
|
|
|
10,128 |
|
|
|
10,511 |
|
Canada |
|
|
1,527 |
|
|
|
1,647 |
|
|
|
1,962 |
|
|
|
2,294 |
|
|
|
2,517 |
|
Europe |
|
|
16,558 |
|
|
|
16,881 |
|
|
|
14,966 |
|
|
|
12,928 |
|
|
|
13,641 |
|
Africa |
|
|
376 |
|
|
|
279 |
|
|
|
155 |
|
|
|
112 |
|
|
|
122 |
|
Asia Pacific/Middle East |
|
|
13,343 |
|
|
|
9,018 |
|
|
|
8,473 |
|
|
|
8,274 |
|
|
|
8,395 |
|
Russia/Caspian |
|
|
1,062 |
|
|
|
841 |
|
|
|
713 |
|
|
|
637 |
|
|
|
473 |
|
Other |
|
|
313 |
|
|
|
279 |
|
|
|
328 |
|
|
|
370 |
|
|
|
363 |
|
|
Total worldwide |
|
|
43,678 |
|
|
|
38,199 |
|
|
|
36,234 |
|
|
|
34,743 |
|
|
|
36,022 |
|
|
(1) |
|
See Frequently Used Terms on pages 88 through 91. |
|
(2) |
|
Includes proven reserves from Canadian tar-sands operations in Canada and,
therefore, is not directly comparable to data shown on pages A57 to A59 of
ExxonMobils 2006 Proxy Statement, which due to financial reporting requirements,
treat Canadian tar sands as a mining operation. |
60 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
PROVED
OIL AND GAS RESERVES REPLACEMENT
(1)
Units are million barrels of oil or billion cubic feet of gas unless
specified otherwise
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Average |
|
|
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
2001-2005 |
|
|
Liquids (millions of barrels) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revisions |
|
|
(333 |
) |
|
|
97 |
|
|
|
375 |
|
|
|
355 |
|
|
|
264 |
|
|
|
152 |
|
Improved recovery |
|
|
30 |
|
|
|
22 |
|
|
|
111 |
|
|
|
94 |
|
|
|
121 |
|
|
|
75 |
|
Extensions/discoveries |
|
|
516 |
|
|
|
595 |
|
|
|
674 |
|
|
|
777 |
|
|
|
683 |
|
|
|
649 |
|
Purchases |
|
|
113 |
|
|
|
10 |
|
|
|
1 |
|
|
|
|
|
|
|
|
|
|
|
25 |
|
Sales |
|
|
(227 |
) |
|
|
(132 |
) |
|
|
(16 |
) |
|
|
(13 |
) |
|
|
(9 |
) |
|
|
(79 |
) |
|
Total additions before year-end price/cost revisions |
|
|
99 |
|
|
|
592 |
|
|
|
1,145 |
|
|
|
1,213 |
|
|
|
1,059 |
|
|
|
822 |
|
Remove prior year-end price/cost revisions |
|
|
862 |
|
|
|
|
|
|
NA |
|
|
NA |
|
|
NA |
|
|
NA |
|
Current year-end price/cost revisions |
|
|
(466 |
) |
|
|
(862 |
) |
|
NA |
|
|
NA |
|
|
NA |
|
|
NA |
|
Total additions |
|
|
495 |
|
|
|
(270 |
) |
|
NA |
|
|
NA |
|
|
NA |
|
|
NA |
|
Production |
|
|
917 |
|
|
|
935 |
|
|
|
912 |
|
|
|
902 |
|
|
|
918 |
|
|
|
917 |
|
|
Reserves replacement ratio, excluding sales(2) (percent) |
|
|
36 |
|
|
|
77 |
|
|
|
127 |
|
|
|
136 |
|
|
|
116 |
|
|
|
98 |
|
Reserves replacement ratio, including sales(2) (percent) |
|
|
11 |
|
|
|
63 |
|
|
|
126 |
|
|
|
134 |
|
|
|
115 |
|
|
|
90 |
|
Reserves replacement ratio, including sales
and year-end price/cost revisions(2) (percent) |
|
|
54 |
|
|
|
|
|
|
NA |
|
|
NA |
|
|
NA |
|
|
NA |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Natural Gas (billions of cubic feet) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revisions |
|
|
4,261 |
|
|
|
256 |
|
|
|
1,462 |
|
|
|
1,447 |
|
|
|
836 |
|
|
|
1,653 |
|
Improved recovery |
|
|
9 |
|
|
|
37 |
|
|
|
25 |
|
|
|
4 |
|
|
|
39 |
|
|
|
23 |
|
Extensions/discoveries |
|
|
5,667 |
|
|
|
7,282 |
|
|
|
1,719 |
|
|
|
2,597 |
|
|
|
3,431 |
|
|
|
4,139 |
|
Purchases |
|
|
53 |
|
|
|
9 |
|
|
|
10 |
|
|
|
2 |
|
|
|
1 |
|
|
|
15 |
|
Sales |
|
|
(229 |
) |
|
|
(477 |
) |
|
|
(120 |
) |
|
|
(43 |
) |
|
|
(69 |
) |
|
|
(188 |
) |
|
Total additions before year-end price/cost revisions |
|
|
9,761 |
|
|
|
7,107 |
|
|
|
3,096 |
|
|
|
4,007 |
|
|
|
4,238 |
|
|
|
5,642 |
|
Remove prior year-end price/cost revisions |
|
|
(2,422 |
) |
|
|
|
|
|
NA |
|
|
NA |
|
|
NA |
|
|
NA |
|
Current year-end price/cost revisions |
|
|
2,940 |
|
|
|
2,422 |
|
|
NA |
|
|
NA |
|
|
NA |
|
|
NA |
|
Total additions |
|
|
10,279 |
|
|
|
9,529 |
|
|
NA |
|
|
NA |
|
|
NA |
|
|
NA |
|
Production |
|
|
3,734 |
|
|
|
3,936 |
|
|
|
4,045 |
|
|
|
4,235 |
|
|
|
4,158 |
|
|
|
4,022 |
|
|
Reserves replacement ratio, excluding sales(2) (percent) |
|
|
268 |
|
|
|
193 |
|
|
|
80 |
|
|
|
96 |
|
|
|
104 |
|
|
|
145 |
|
Reserves replacement ratio, including sales(2) (percent) |
|
|
261 |
|
|
|
181 |
|
|
|
77 |
|
|
|
95 |
|
|
|
102 |
|
|
|
140 |
|
Reserves replacement ratio, including sales
and year-end price/cost revisions(2) (percent) |
|
|
275 |
|
|
|
242 |
|
|
NA |
|
|
NA |
|
|
NA |
|
|
NA |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Oil-Equivalent (millions of barrels) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Revisions |
|
|
377 |
|
|
|
140 |
|
|
|
619 |
|
|
|
597 |
|
|
|
403 |
|
|
|
427 |
|
Improved recovery |
|
|
31 |
|
|
|
28 |
|
|
|
116 |
|
|
|
95 |
|
|
|
127 |
|
|
|
80 |
|
Extensions/discoveries |
|
|
1,461 |
|
|
|
1,809 |
|
|
|
961 |
|
|
|
1,210 |
|
|
|
1,255 |
|
|
|
1,339 |
|
Purchases |
|
|
122 |
|
|
|
11 |
|
|
|
2 |
|
|
|
|
|
|
|
|
|
|
|
27 |
|
Sales |
|
|
(265 |
) |
|
|
(211 |
) |
|
|
(36 |
) |
|
|
(21 |
) |
|
|
(20 |
) |
|
|
(111 |
) |
|
Total additions before year-end price/cost revisions |
|
|
1,726 |
|
|
|
1,777 |
|
|
|
1,662 |
|
|
|
1,881 |
|
|
|
1,765 |
|
|
|
1,762 |
|
Remove prior year-end price/cost revisions |
|
|
458 |
|
|
|
|
|
|
NA |
|
|
NA |
|
|
NA |
|
|
NA |
|
Current year-end price/cost revisions |
|
|
24 |
|
|
|
(459 |
) |
|
NA |
|
|
NA |
|
|
NA |
|
|
NA |
|
Total additions |
|
|
2,208 |
|
|
|
1,318 |
|
|
NA |
|
|
NA |
|
|
NA |
|
|
NA |
|
Production |
|
|
1,539 |
|
|
|
1,591 |
|
|
|
1,587 |
|
|
|
1,608 |
|
|
|
1,611 |
|
|
|
1,587 |
|
|
Reserves replacement ratio, excluding sales(2) (percent) |
|
|
129 |
|
|
|
125 |
|
|
|
107 |
|
|
|
118 |
|
|
|
111 |
|
|
|
118 |
|
Reserves replacement ratio, including sales(2) (percent) |
|
|
112 |
|
|
|
112 |
|
|
|
105 |
|
|
|
117 |
|
|
|
110 |
|
|
|
111 |
|
Reserves replacement ratio, including sales
and year-end price/cost revisions(2) (percent) |
|
|
143 |
|
|
|
83 |
|
|
NA |
|
|
NA |
|
|
NA |
|
|
NA |
|
|
2005 Reserves Changes by Region
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Crude Oil and Natural Gas Liquids
(millions of barrels) |
|
|
Natural Gas
(billions of cubic feet) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Asia Pacific/ |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Asia Pacific/ |
|
|
|
|
|
|
|
|
|
|
|
|
United |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Middle |
|
|
Russia/ |
|
|
|
|
|
|
|
|
|
|
United |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Middle |
|
|
Russia/ |
|
|
|
|
|
|
|
|
|
States |
|
|
Canada |
|
|
Europe |
|
|
Africa |
|
|
East |
|
|
Caspian |
|
|
Other |
|
|
Total |
|
|
States |
|
|
Canada |
|
|
Europe |
|
|
Africa |
|
|
East |
|
|
Caspian |
|
|
Other |
|
|
Total |
|
|
Revisions |
|
|
(237 |
) |
|
|
2 |
|
|
|
7 |
|
|
|
(53 |
) |
|
|
89 |
|
|
|
(139 |
) |
|
|
(2 |
) |
|
|
(333 |
) |
|
|
1,367 |
|
|
|
128 |
|
|
|
256 |
|
|
|
35 |
|
|
|
2,701 |
|
|
|
(114 |
) |
|
|
(112 |
) |
|
|
4,261 |
|
Improved recovery |
|
|
27 |
|
|
|
|
|
|
|
3 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
30 |
|
|
|
9 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
9 |
|
Extensions/discoveries |
|
|
6 |
|
|
|
19 |
|
|
|
47 |
|
|
|
170 |
|
|
|
262 |
|
|
|
12 |
|
|
|
|
|
|
|
516 |
|
|
|
288 |
|
|
|
27 |
|
|
|
117 |
|
|
|
57 |
|
|
|
4,863 |
|
|
|
315 |
|
|
|
|
|
|
|
5,667 |
|
Purchases |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
113 |
|
|
|
|
|
|
|
113 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
53 |
|
|
|
|
|
|
|
53 |
|
Sales |
|
|
(96 |
) |
|
|
(42 |
) |
|
|
(1 |
) |
|
|
|
|
|
|
(11 |
) |
|
|
(70 |
) |
|
|
(7 |
) |
|
|
(227 |
) |
|
|
(105 |
) |
|
|
(23 |
) |
|
|
(73 |
) |
|
|
|
|
|
|
|
|
|
|
(26 |
) |
|
|
(2 |
) |
|
|
(229 |
) |
|
Total additions before year-end
price/cost revisions |
|
|
(300 |
) |
|
|
(21 |
) |
|
|
56 |
|
|
|
117 |
|
|
|
340 |
|
|
|
(84 |
) |
|
|
(9 |
) |
|
|
99 |
|
|
|
1,559 |
|
|
|
132 |
|
|
|
300 |
|
|
|
92 |
|
|
|
7,564 |
|
|
|
228 |
|
|
|
(114 |
) |
|
|
9,761 |
|
Remove 2004 year-end price/cost revisions |
|
|
(101 |
) |
|
|
464 |
|
|
|
(2 |
) |
|
|
210 |
|
|
|
4 |
|
|
|
287 |
|
|
|
|
|
|
|
862 |
|
|
|
(1,891 |
) |
|
|
96 |
|
|
|
(826 |
) |
|
|
|
|
|
|
93 |
|
|
|
106 |
|
|
|
|
|
|
|
(2,422 |
) |
2005 year-end price/cost revisions |
|
|
102 |
|
|
|
(131 |
) |
|
|
8 |
|
|
|
(215 |
) |
|
|
(12 |
) |
|
|
(218 |
) |
|
|
|
|
|
|
(466 |
) |
|
|
2,466 |
|
|
|
(30 |
) |
|
|
847 |
|
|
|
|
|
|
|
(264 |
) |
|
|
(79 |
) |
|
|
|
|
|
|
2,940 |
|
Total additions |
|
|
(299 |
) |
|
|
312 |
|
|
|
62 |
|
|
|
112 |
|
|
|
332 |
|
|
|
(15 |
) |
|
|
(9 |
) |
|
|
495 |
|
|
|
2,134 |
|
|
|
198 |
|
|
|
321 |
|
|
|
92 |
|
|
|
7,393 |
|
|
|
255 |
|
|
|
(114 |
) |
|
|
10,279 |
|
Production |
|
|
170 |
|
|
|
126 |
|
|
|
199 |
|
|
|
244 |
|
|
|
120 |
|
|
|
40 |
|
|
|
18 |
|
|
|
917 |
|
|
|
775 |
|
|
|
376 |
|
|
|
1,641 |
|
|
|
22 |
|
|
|
841 |
|
|
|
43 |
|
|
|
36 |
|
|
|
3,734 |
|
Net change |
|
|
(469 |
) |
|
|
186 |
|
|
|
(137 |
) |
|
|
(132 |
) |
|
|
212 |
|
|
|
(55 |
) |
|
|
(27 |
) |
|
|
(422 |
) |
|
|
1,359 |
|
|
|
(178 |
) |
|
|
(1,320 |
) |
|
|
70 |
|
|
|
6,552 |
|
|
|
212 |
|
|
|
(150 |
) |
|
|
6,545 |
|
|
Reserves replacement ratio,
excluding sales(2) (percent) |
|
|
|
|
|
|
17 |
|
|
|
29 |
|
|
|
48 |
|
|
|
293 |
|
|
|
|
|
|
|
|
|
|
|
36 |
|
|
|
215 |
|
|
|
41 |
|
|
|
23 |
|
|
|
418 |
|
|
|
899 |
|
|
|
591 |
|
|
|
|
|
|
|
268 |
|
Reserves replacement ratio,
including sales(2) (percent) |
|
|
|
|
|
|
|
|
|
|
28 |
|
|
|
48 |
|
|
|
283 |
|
|
|
|
|
|
|
|
|
|
|
11 |
|
|
|
201 |
|
|
|
35 |
|
|
|
18 |
|
|
|
418 |
|
|
|
899 |
|
|
|
530 |
|
|
|
|
|
|
|
261 |
|
Reserves replacement ratio, including
sales and year-end price/cost
revisions (percent) |
|
|
|
|
|
|
248 |
|
|
|
31 |
|
|
|
46 |
|
|
|
277 |
|
|
|
|
|
|
|
|
|
|
|
54 |
|
|
|
275 |
|
|
|
53 |
|
|
|
20 |
|
|
|
418 |
|
|
|
879 |
|
|
|
593 |
|
|
|
|
|
|
|
275 |
|
|
See footnotes on page 61.
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 61
PROVED
OIL AND GAS RESERVES REPLACEMENT
(1)
Units are million barrels of oil or billion cubic feet of gas unless
specified otherwise
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Average |
|
|
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
2001-2005 |
|
|
Non-U.S. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
E&P costs (millions of dollars) |
|
|
10,442 |
|
|
|
8,683 |
|
|
|
9,032 |
|
|
|
7,295 |
|
|
|
5,670 |
|
|
|
8,224 |
|
|
Oil reserves additions |
|
|
794 |
|
|
|
(246 |
) |
|
|
1,063 |
|
|
|
1,116 |
|
|
|
795 |
|
|
|
704 |
|
Oil production |
|
|
747 |
|
|
|
737 |
|
|
|
695 |
|
|
|
663 |
|
|
|
668 |
|
|
|
702 |
|
|
Gas reserves additions |
|
|
8,145 |
|
|
|
7,626 |
|
|
|
2,900 |
|
|
|
3,635 |
|
|
|
3,477 |
|
|
|
5,157 |
|
Gas production |
|
|
2,959 |
|
|
|
3,077 |
|
|
|
3,034 |
|
|
|
3,177 |
|
|
|
3,026 |
|
|
|
3,055 |
|
|
Oil-equivalent reserves additions, excluding sales(2) |
|
|
1,918 |
|
|
|
1,974 |
|
|
|
1,554 |
|
|
|
1,722 |
|
|
|
1,375 |
|
|
|
1,709 |
|
Oil-equivalent reserves additions, including sales(2) |
|
|
1,766 |
|
|
|
1,900 |
|
|
|
1,547 |
|
|
|
1,722 |
|
|
|
1,374 |
|
|
|
1,662 |
|
Oil-equivalent reserves additions,
including sales and price/cost revisions |
|
|
2,151 |
|
|
|
1,025 |
|
|
NA |
|
|
NA |
|
|
NA |
|
|
NA |
|
Oil-equivalent production |
|
|
1,240 |
|
|
|
1,250 |
|
|
|
1,201 |
|
|
|
1,193 |
|
|
|
1,172 |
|
|
|
1,211 |
|
|
Reserves replacement ratio, excluding sales(2) (percent) |
|
|
155 |
|
|
|
158 |
|
|
|
129 |
|
|
|
144 |
|
|
|
117 |
|
|
|
141 |
|
Reserves replacement ratio, including sales(2) (percent) |
|
|
142 |
|
|
|
152 |
|
|
|
129 |
|
|
|
144 |
|
|
|
117 |
|
|
|
137 |
|
Reserves replacement ratio, including sales
and year-end price/cost revisions (percent) |
|
|
173 |
|
|
|
82 |
|
|
NA |
|
|
NA |
|
|
NA |
|
|
NA |
|
Reserves replacement costs(3) (dollars per barrel) |
|
|
5.44 |
|
|
|
4.40 |
|
|
|
5.81 |
|
|
|
4.24 |
|
|
|
4.12 |
|
|
|
4.81 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
E&P costs (millions of dollars) |
|
|
1,992 |
|
|
|
1,828 |
|
|
|
2,050 |
|
|
|
2,156 |
|
|
|
2,267 |
|
|
|
2,059 |
|
|
Oil reserves additions |
|
|
(299 |
) |
|
|
(24 |
) |
|
|
82 |
|
|
|
97 |
|
|
|
264 |
|
|
|
24 |
|
Oil production |
|
|
170 |
|
|
|
198 |
|
|
|
217 |
|
|
|
239 |
|
|
|
250 |
|
|
|
215 |
|
|
Gas reserves additions |
|
|
2,134 |
|
|
|
1,903 |
|
|
|
196 |
|
|
|
372 |
|
|
|
761 |
|
|
|
1,073 |
|
Gas production |
|
|
775 |
|
|
|
859 |
|
|
|
1,011 |
|
|
|
1,058 |
|
|
|
1,132 |
|
|
|
967 |
|
|
Oil-equivalent reserves additions, excluding sales(2) |
|
|
73 |
|
|
|
14 |
|
|
|
144 |
|
|
|
180 |
|
|
|
410 |
|
|
|
164 |
|
Oil-equivalent reserves additions, including sales(2) |
|
|
(40 |
) |
|
|
(123 |
) |
|
|
115 |
|
|
|
159 |
|
|
|
391 |
|
|
|
100 |
|
Oil-equivalent reserves additions, including sales
and year-end price/cost revisions |
|
|
57 |
|
|
|
293 |
|
|
NA |
|
|
NA |
|
|
NA |
|
|
NA |
|
Oil-equivalent production |
|
|
299 |
|
|
|
341 |
|
|
|
386 |
|
|
|
415 |
|
|
|
439 |
|
|
|
376 |
|
|
Reserves replacement ratio, excluding sales(2) (percent) |
|
|
24 |
|
|
|
4 |
|
|
|
37 |
|
|
|
43 |
|
|
|
93 |
|
|
|
44 |
|
Reserves replacement ratio, including sales(2) (percent) |
|
|
|
|
|
|
|
|
|
|
30 |
|
|
|
38 |
|
|
|
89 |
|
|
|
27 |
|
Reserves replacement ratio, including sales
and year-end price/cost revisions (percent) |
|
|
19 |
|
|
|
86 |
|
|
NA |
|
|
NA |
|
|
NA |
|
|
NA |
|
Reserves replacement costs(3) (dollars per barrel) |
|
|
27.29 |
|
|
|
130.57 |
|
|
|
14.24 |
|
|
|
11.98 |
|
|
|
5.53 |
|
|
|
12.54 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Worldwide |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
E&P costs (millions of dollars) |
|
|
12,434 |
|
|
|
10,511 |
|
|
|
11,082 |
|
|
|
9,451 |
|
|
|
7,937 |
|
|
|
10,283 |
|
|
Oil reserves additions |
|
|
495 |
|
|
|
(270 |
) |
|
|
1,145 |
|
|
|
1,213 |
|
|
|
1,059 |
|
|
|
728 |
|
Oil production |
|
|
917 |
|
|
|
935 |
|
|
|
912 |
|
|
|
902 |
|
|
|
918 |
|
|
|
917 |
|
|
Gas reserves additions |
|
|
10,279 |
|
|
|
9,529 |
|
|
|
3,096 |
|
|
|
4,007 |
|
|
|
4,238 |
|
|
|
6,230 |
|
Gas production |
|
|
3,734 |
|
|
|
3,936 |
|
|
|
4,045 |
|
|
|
4,235 |
|
|
|
4,158 |
|
|
|
4,022 |
|
|
Oil-equivalent reserves additions, excluding sales(2) |
|
|
1,991 |
|
|
|
1,988 |
|
|
|
1,698 |
|
|
|
1,902 |
|
|
|
1,785 |
|
|
|
1,873 |
|
Oil-equivalent reserves additions, including sales(2) |
|
|
1,726 |
|
|
|
1,777 |
|
|
|
1,662 |
|
|
|
1,881 |
|
|
|
1,765 |
|
|
|
1,762 |
|
Oil-equivalent reserves additions,
including sales and price/cost revisions |
|
|
2,208 |
|
|
|
1,318 |
|
|
NA |
|
|
NA |
|
|
NA |
|
|
NA |
|
Oil-equivalent production |
|
|
1,539 |
|
|
|
1,591 |
|
|
|
1,587 |
|
|
|
1,608 |
|
|
|
1,611 |
|
|
|
1,587 |
|
|
Reserves replacement ratio, excluding sales(2) (percent) |
|
|
129 |
|
|
|
125 |
|
|
|
107 |
|
|
|
118 |
|
|
|
111 |
|
|
|
118 |
|
Reserves replacement ratio, including sales(2) (percent) |
|
|
112 |
|
|
|
112 |
|
|
|
105 |
|
|
|
117 |
|
|
|
110 |
|
|
|
111 |
|
Reserves replacement ratio, including sales
and year-end price/cost revisions (percent) |
|
|
143 |
|
|
|
83 |
|
|
NA |
|
|
NA |
|
|
NA |
|
|
NA |
|
Reserves replacement costs(3) (dollars per barrel) |
|
|
6.25 |
|
|
|
5.29 |
|
|
|
6.53 |
|
|
|
4.97 |
|
|
|
4.45 |
|
|
|
5.49 |
|
|
(1) |
|
The data shown above and on the preceding page include reserves, production, and costs
from Canadian tar-sands operations. This is a more complete summary of ExxonMobils exploration and
production operations than the data on pages A57 to A59 of ExxonMobils 2006 Proxy Statement, which
due to financial reporting requirements, treat Canadian tar sands as a mining operation. See
Frequently Used Terms on pages 88 through 91 for definitions of reserves and reserves replacement
ratio. |
|
(2) |
|
Excluding year-end revisions associated with using December 31 prices and costs. See Frequently
Used Terms on pages 88 through 91 for definitions of reserves and reserves replacement ratio. |
|
(3) |
|
Calculation based on exploration and production costs divided by oil-equivalent reserves
additions. All values exclude the impact of asset sales; i.e., reserves sold and proceeds received;
and price/cost related revisions associated with using December 31 prices and costs. See Frequently
Used Terms for definition of reserves replacement costs. |
62 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
OIL AND GAS EXPLORATION AND PRODUCTION EARNINGS
The revenue, cost, and earnings data are shown both on a total dollar and unit basis, and are
inclusive of non-consolidated and Canadian tar sands operations. They are not directly comparable
to the data on pages A52 and A53 of ExxonMobils 2006 Proxy Statement, which due to financial
reporting requirements, treat Canadian tar sands as a mining operation. The data displayed here
provide a more complete summary of ExxonMobils exploration and production operations.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total Revenues and Costs, Including Non-Consolidated Interests and Tar Sands |
|
|
Revenues and Costs per Unit of Sales or Production(1) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Asia Pacific/ |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Outside |
|
|
|
|
|
|
United |
|
|
|
|
|
|
|
|
|
|
|
|
|
Middle |
|
|
Russia/ |
|
|
|
|
|
|
|
|
|
|
United |
|
|
|
|
|
|
North |
|
|
|
|
|
|
States |
|
|
Canada |
|
|
Europe |
|
|
Africa |
|
|
East |
|
|
Caspian |
|
|
Other |
|
|
Total |
|
|
States |
|
|
Canada |
|
|
America |
|
|
Worldwide |
|
|
|
|
2005 |
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(dollars per unit of sales) |
|
|
|
|
Revenue |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Crude oil and NGL |
|
|
8,081 |
|
|
|
5,251 |
|
|
|
9,841 |
|
|
|
12,333 |
|
|
|
6,396 |
|
|
|
1,819 |
|
|
|
656 |
|
|
|
44,377 |
|
|
|
46.29 |
|
|
|
41.42 |
|
|
|
50.73 |
|
|
|
48.59 |
|
Natural gas |
|
|
4,633 |
|
|
|
2,492 |
|
|
|
9,095 |
|
|
|
|
|
|
|
3,165 |
|
|
|
21 |
|
|
|
38 |
|
|
|
19,444 |
|
|
|
7.30 |
|
|
|
7.43 |
|
|
|
5.12 |
|
|
|
5.76 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(dollars per barrel of net oil-equivalent production) |
Total revenue |
|
|
12,714 |
|
|
|
7,743 |
|
|
|
18,936 |
|
|
|
12,333 |
|
|
|
9,561 |
|
|
|
1,840 |
|
|
|
694 |
|
|
|
63,821 |
|
|
|
45.41 |
|
|
|
42.48 |
|
|
|
42.46 |
|
|
|
43.02 |
|
Less costs: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Production costs
excluding taxes |
|
|
1,786 |
|
|
|
1,782 |
|
|
|
2,461 |
|
|
|
840 |
|
|
|
624 |
|
|
|
209 |
|
|
|
105 |
|
|
|
7,807 |
|
|
|
6.38 |
|
|
|
9.78 |
|
|
|
4.15 |
|
|
|
5.26 |
|
Depreciation and depletion |
|
|
1,291 |
|
|
|
1,037 |
|
|
|
2,362 |
|
|
|
1,319 |
|
|
|
716 |
|
|
|
199 |
|
|
|
58 |
|
|
|
6,982 |
|
|
|
4.61 |
|
|
|
5.68 |
|
|
|
4.56 |
|
|
|
4.71 |
|
Exploration expenses |
|
|
158 |
|
|
|
49 |
|
|
|
77 |
|
|
|
310 |
|
|
|
122 |
|
|
|
164 |
|
|
|
101 |
|
|
|
981 |
|
|
|
0.56 |
|
|
|
0.27 |
|
|
|
0.76 |
|
|
|
0.66 |
|
Taxes other than income |
|
|
761 |
|
|
|
61 |
|
|
|
2,113 |
|
|
|
1,158 |
|
|
|
2,501 |
|
|
|
57 |
|
|
|
3 |
|
|
|
6,654 |
|
|
|
2.72 |
|
|
|
0.33 |
|
|
|
5.71 |
|
|
|
4.49 |
|
Related income tax |
|
|
3,138 |
|
|
|
1,656 |
|
|
|
7,130 |
|
|
|
5,143 |
|
|
|
2,596 |
|
|
|
411 |
|
|
|
159 |
|
|
|
20,233 |
|
|
|
11.21 |
|
|
|
9.09 |
|
|
|
15.11 |
|
|
|
13.64 |
|
|
|
|
Results of producing activities |
|
|
5,580 |
|
|
|
3,158 |
|
|
|
4,793 |
|
|
|
3,563 |
|
|
|
3,002 |
|
|
|
800 |
|
|
|
268 |
|
|
|
21,164 |
|
|
|
19.93 |
|
|
|
17.33 |
|
|
|
12.17 |
|
|
|
14.26 |
|
Other earnings(2) |
|
|
633 |
|
|
|
(70 |
) |
|
|
2,101 |
|
|
|
166 |
|
|
|
6 |
|
|
|
109 |
|
|
|
(61 |
) |
|
|
2,884 |
|
|
|
2.26 |
|
|
|
(0.39 |
) |
|
|
2.27 |
|
|
|
1.95 |
|
|
|
|
Total earnings, excluding
power and coal |
|
|
6,213 |
|
|
|
3,088 |
|
|
|
6,894 |
|
|
|
3,729 |
|
|
|
3,008 |
|
|
|
909 |
|
|
|
207 |
|
|
|
24,048 |
|
|
|
22.19 |
|
|
|
16.94 |
|
|
|
14.44 |
|
|
|
16.21 |
|
Power and coal |
|
|
(13 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
314 |
|
|
|
|
|
|
|
|
|
|
|
301 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total earnings |
|
|
6,200 |
|
|
|
3,088 |
|
|
|
6,894 |
|
|
|
3,729 |
|
|
|
3,322 |
|
|
|
909 |
|
|
|
207 |
|
|
|
24,349 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2004 |
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(dollars per unit of sales) |
|
|
|
|
Revenue |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Crude oil and NGL |
|
|
7,119 |
|
|
|
4,148 |
|
|
|
7,647 |
|
|
|
7,301 |
|
|
|
5,071 |
|
|
|
1,061 |
|
|
|
462 |
|
|
|
32,809 |
|
|
|
34.92 |
|
|
|
31.92 |
|
|
|
35.51 |
|
|
|
34.88 |
|
Natural gas |
|
|
3,943 |
|
|
|
1,860 |
|
|
|
7,642 |
|
|
|
|
|
|
|
2,629 |
|
|
|
18 |
|
|
|
40 |
|
|
|
16,132 |
|
|
|
5.53 |
|
|
|
5.23 |
|
|
|
4.06 |
|
|
|
4.47 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(dollars per barrel of net oil-equivalent production) |
Total revenue |
|
|
11,062 |
|
|
|
6,008 |
|
|
|
15,289 |
|
|
|
7,301 |
|
|
|
7,700 |
|
|
|
1,079 |
|
|
|
502 |
|
|
|
48,941 |
|
|
|
34.28 |
|
|
|
31.74 |
|
|
|
30.92 |
|
|
|
31.72 |
|
Less costs: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Production costs
excluding taxes |
|
|
1,787 |
|
|
|
1,444 |
|
|
|
2,209 |
|
|
|
719 |
|
|
|
695 |
|
|
|
180 |
|
|
|
82 |
|
|
|
7,116 |
|
|
|
5.54 |
|
|
|
7.63 |
|
|
|
3.77 |
|
|
|
4.61 |
|
Depreciation and depletion |
|
|
1,454 |
|
|
|
1,020 |
|
|
|
2,296 |
|
|
|
839 |
|
|
|
740 |
|
|
|
98 |
|
|
|
60 |
|
|
|
6,507 |
|
|
|
4.50 |
|
|
|
5.38 |
|
|
|
3.91 |
|
|
|
4.22 |
|
Exploration expenses |
|
|
202 |
|
|
|
104 |
|
|
|
137 |
|
|
|
321 |
|
|
|
104 |
|
|
|
189 |
|
|
|
76 |
|
|
|
1,133 |
|
|
|
0.63 |
|
|
|
0.55 |
|
|
|
0.80 |
|
|
|
0.73 |
|
Taxes other than income |
|
|
571 |
|
|
|
52 |
|
|
|
1,747 |
|
|
|
722 |
|
|
|
1,702 |
|
|
|
42 |
|
|
|
3 |
|
|
|
4,839 |
|
|
|
1.77 |
|
|
|
0.28 |
|
|
|
4.09 |
|
|
|
3.14 |
|
Related income tax |
|
|
2,546 |
|
|
|
1,147 |
|
|
|
4,971 |
|
|
|
2,789 |
|
|
|
1,949 |
|
|
|
201 |
|
|
|
97 |
|
|
|
13,700 |
|
|
|
7.89 |
|
|
|
6.06 |
|
|
|
9.71 |
|
|
|
8.88 |
|
|
|
|
Results of producing activities |
|
|
4,502 |
|
|
|
2,241 |
|
|
|
3,929 |
|
|
|
1,911 |
|
|
|
2,510 |
|
|
|
369 |
|
|
|
184 |
|
|
|
15,646 |
|
|
|
13.95 |
|
|
|
11.84 |
|
|
|
8.64 |
|
|
|
10.14 |
|
Other earnings(2) |
|
|
458 |
|
|
|
(313 |
) |
|
|
459 |
|
|
|
201 |
|
|
|
(85 |
) |
|
|
13 |
|
|
|
(7 |
) |
|
|
726 |
|
|
|
1.42 |
|
|
|
(1.65 |
) |
|
|
0.56 |
|
|
|
0.47 |
|
|
|
|
Total earnings, excluding
power and coal |
|
|
4,960 |
|
|
|
1,928 |
|
|
|
4,388 |
|
|
|
2,112 |
|
|
|
2,425 |
|
|
|
382 |
|
|
|
177 |
|
|
|
16,372 |
|
|
|
15.37 |
|
|
|
10.19 |
|
|
|
9.20 |
|
|
|
10.61 |
|
Power and coal |
|
|
(12 |
) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
315 |
|
|
|
|
|
|
|
|
|
|
|
303 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total earnings |
|
|
4,948 |
|
|
|
1,928 |
|
|
|
4,388 |
|
|
|
2,112 |
|
|
|
2,740 |
|
|
|
382 |
|
|
|
177 |
|
|
|
16,675 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1) |
|
The per unit data is divided into two separate sections: (a) revenue per unit of sales
from ExxonMobils own production; and, (b) operating costs and earnings per unit of net
oil-equivalent production. Units for crude oil and natural gas liquids (NGL) are barrels, while
units for natural gas are thousands of cubic feet. The volumes of crude oil and natural gas liquids
production and net natural gas production available for sale used in this calculation are shown on
pages 56 and 57 of this document. The volumes of natural gas were converted to oil-equivalent
barrels based on a conversion factor of 6 thousand cubic feet per barrel. |
|
(2) |
|
Includes earnings related to transportation operations, LNG liquefaction and transportation
operations, sale of third-party purchases, technical services agreements, other nonoperating
activities, and adjustments for minority interests. |
|
(3) |
|
Other revenue includes carbon dioxide, helium, and sulfur. Revenue from these products has been
included in other earnings beginning in 2002. |
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 63
Oil and Gas Exploration and Production Earnings (continued)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total Revenues and Costs, Including Non-Consolidated Interests and Tar Sands |
|
|
Revenues and Costs per Unit of Sales or Production(1) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Asia Pacific/ |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Outside |
|
|
|
|
|
|
United |
|
|
|
|
|
|
|
|
|
|
|
|
|
Middle |
|
|
Russia/ |
|
|
|
|
|
|
|
|
|
|
United |
|
|
|
|
|
|
North |
|
|
|
|
|
|
States |
|
|
Canada |
|
|
Europe |
|
|
Africa |
|
|
East |
|
|
Caspian |
|
|
Other |
|
|
Total |
|
|
States |
|
|
Canada |
|
|
America |
|
|
Worldwide |
|
|
|
|
2003 |
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(dollars per unit of sales) |
|
|
|
|
Revenue |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Crude oil and NGL |
|
|
5,785 |
|
|
|
3,307 |
|
|
|
5,683 |
|
|
|
4,499 |
|
|
|
4,014 |
|
|
|
755 |
|
|
|
326 |
|
|
|
24,369 |
|
|
|
26.00 |
|
|
|
24.80 |
|
|
|
27.47 |
|
|
|
26.72 |
|
Natural gas |
|
|
4,152 |
|
|
|
1,587 |
|
|
|
6,720 |
|
|
|
|
|
|
|
2,342 |
|
|
|
16 |
|
|
|
38 |
|
|
|
14,855 |
|
|
|
5.07 |
|
|
|
4.61 |
|
|
|
3.60 |
|
|
|
4.02 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(dollars per barrel of net oil-equivalent production) |
Total revenue |
|
|
9,937 |
|
|
|
4,894 |
|
|
|
12,403 |
|
|
|
4,499 |
|
|
|
6,356 |
|
|
|
771 |
|
|
|
364 |
|
|
|
39,224 |
|
|
|
27.67 |
|
|
|
25.75 |
|
|
|
24.77 |
|
|
|
25.57 |
|
Less costs: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Production costs
excluding taxes |
|
|
1,780 |
|
|
|
1,372 |
|
|
|
1,951 |
|
|
|
564 |
|
|
|
640 |
|
|
|
150 |
|
|
|
79 |
|
|
|
6,536 |
|
|
|
4.96 |
|
|
|
7.22 |
|
|
|
3.44 |
|
|
|
4.26 |
|
Depreciation and depletion |
|
|
1,574 |
|
|
|
821 |
|
|
|
1,997 |
|
|
|
459 |
|
|
|
797 |
|
|
|
92 |
|
|
|
62 |
|
|
|
5,802 |
|
|
|
4.37 |
|
|
|
4.32 |
|
|
|
3.46 |
|
|
|
3.78 |
|
Exploration expenses |
|
|
257 |
|
|
|
92 |
|
|
|
166 |
|
|
|
217 |
|
|
|
152 |
|
|
|
95 |
|
|
|
54 |
|
|
|
1,033 |
|
|
|
0.72 |
|
|
|
0.48 |
|
|
|
0.69 |
|
|
|
0.67 |
|
Taxes other than income |
|
|
554 |
|
|
|
42 |
|
|
|
1,594 |
|
|
|
528 |
|
|
|
1,154 |
|
|
|
41 |
|
|
|
3 |
|
|
|
3,916 |
|
|
|
1.54 |
|
|
|
0.22 |
|
|
|
3.37 |
|
|
|
2.55 |
|
Related income tax |
|
|
2,017 |
|
|
|
808 |
|
|
|
3,420 |
|
|
|
1,496 |
|
|
|
1,664 |
|
|
|
138 |
|
|
|
39 |
|
|
|
9,582 |
|
|
|
5.62 |
|
|
|
4.25 |
|
|
|
6.86 |
|
|
|
6.25 |
|
|
|
|
Results of producing activities |
|
|
3,755 |
|
|
|
1,759 |
|
|
|
3,275 |
|
|
|
1,235 |
|
|
|
1,949 |
|
|
|
255 |
|
|
|
127 |
|
|
|
12,355 |
|
|
|
10.46 |
|
|
|
9.26 |
|
|
|
6.95 |
|
|
|
8.06 |
|
Other earnings(2) |
|
|
149 |
|
|
|
(246 |
) |
|
|
1,977 |
|
|
|
14 |
|
|
|
(62 |
) |
|
|
9 |
|
|
|
(6 |
) |
|
|
1,835 |
|
|
|
0.41 |
|
|
|
(1.30 |
) |
|
|
1.96 |
|
|
|
1.19 |
|
|
|
|
Total earnings, excluding
power and coal |
|
|
3,904 |
|
|
|
1,513 |
|
|
|
5,252 |
|
|
|
1,249 |
|
|
|
1,887 |
|
|
|
264 |
|
|
|
121 |
|
|
|
14,190 |
|
|
|
10.87 |
|
|
|
7.96 |
|
|
|
8.91 |
|
|
|
9.25 |
|
Power and coal |
|
|
1 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
311 |
|
|
|
|
|
|
|
|
|
|
|
312 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total earnings |
|
|
3,905 |
|
|
|
1,513 |
|
|
|
5,252 |
|
|
|
1,249 |
|
|
|
2,198 |
|
|
|
264 |
|
|
|
121 |
|
|
|
14,502 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2002 |
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(dollars per unit of sales) |
|
|
|
|
Revenue |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Crude oil and NGL |
|
|
5,203 |
|
|
|
2,715 |
|
|
|
4,979 |
|
|
|
3,064 |
|
|
|
3,486 |
|
|
|
643 |
|
|
|
235 |
|
|
|
20,325 |
|
|
|
20.95 |
|
|
|
21.56 |
|
|
|
23.15 |
|
|
|
22.33 |
|
Natural gas |
|
|
2,320 |
|
|
|
876 |
|
|
|
5,304 |
|
|
|
|
|
|
|
2,020 |
|
|
|
14 |
|
|
|
15 |
|
|
|
10,549 |
|
|
|
2.68 |
|
|
|
2.34 |
|
|
|
2.86 |
|
|
|
2.77 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(dollars per barrel of net oil-equivalent production) |
Total revenue |
|
|
7,523 |
|
|
|
3,591 |
|
|
|
10,283 |
|
|
|
3,064 |
|
|
|
5,506 |
|
|
|
657 |
|
|
|
250 |
|
|
|
30,874 |
|
|
|
19.14 |
|
|
|
18.94 |
|
|
|
20.49 |
|
|
|
19.96 |
|
Less costs: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Production costs
excluding taxes |
|
|
1,675 |
|
|
|
1,010 |
|
|
|
1,674 |
|
|
|
455 |
|
|
|
676 |
|
|
|
129 |
|
|
|
89 |
|
|
|
5,708 |
|
|
|
4.26 |
|
|
|
5.33 |
|
|
|
3.13 |
|
|
|
3.69 |
|
Depreciation and depletion |
|
|
1,644 |
|
|
|
716 |
|
|
|
1,869 |
|
|
|
354 |
|
|
|
713 |
|
|
|
97 |
|
|
|
76 |
|
|
|
5,469 |
|
|
|
4.19 |
|
|
|
3.77 |
|
|
|
3.22 |
|
|
|
3.54 |
|
Exploration expenses |
|
|
222 |
|
|
|
66 |
|
|
|
133 |
|
|
|
177 |
|
|
|
112 |
|
|
|
162 |
|
|
|
85 |
|
|
|
957 |
|
|
|
0.56 |
|
|
|
0.35 |
|
|
|
0.69 |
|
|
|
0.62 |
|
Taxes other than income |
|
|
477 |
|
|
|
33 |
|
|
|
1,007 |
|
|
|
345 |
|
|
|
882 |
|
|
|
36 |
|
|
|
3 |
|
|
|
2,783 |
|
|
|
1.21 |
|
|
|
0.17 |
|
|
|
2.36 |
|
|
|
1.80 |
|
Related income tax |
|
|
1,153 |
|
|
|
566 |
|
|
|
2,828 |
|
|
|
972 |
|
|
|
1,407 |
|
|
|
60 |
|
|
|
(161 |
) |
|
|
6,825 |
|
|
|
2.93 |
|
|
|
2.99 |
|
|
|
5.30 |
|
|
|
4.41 |
|
|
|
|
Results of producing activities |
|
|
2,352 |
|
|
|
1,200 |
|
|
|
2,772 |
|
|
|
761 |
|
|
|
1,716 |
|
|
|
173 |
|
|
|
158 |
|
|
|
9,132 |
|
|
|
5.99 |
|
|
|
6.33 |
|
|
|
5.79 |
|
|
|
5.90 |
|
Other earnings(2) |
|
|
165 |
|
|
|
(202 |
) |
|
|
228 |
|
|
|
76 |
|
|
|
(102 |
) |
|
|
(6 |
) |
|
|
1 |
|
|
|
160 |
|
|
|
0.41 |
|
|
|
(1.07 |
) |
|
|
0.20 |
|
|
|
0.10 |
|
|
|
|
Total earnings, excluding
power and coal |
|
|
2,517 |
|
|
|
998 |
|
|
|
3,000 |
|
|
|
837 |
|
|
|
1,614 |
|
|
|
167 |
|
|
|
159 |
|
|
|
9,292 |
|
|
|
6.40 |
|
|
|
5.26 |
|
|
|
5.99 |
|
|
|
6.00 |
|
Power and coal |
|
|
7 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
299 |
|
|
|
|
|
|
|
|
|
|
|
306 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total earnings |
|
|
2,524 |
|
|
|
998 |
|
|
|
3,000 |
|
|
|
837 |
|
|
|
1,913 |
|
|
|
167 |
|
|
|
159 |
|
|
|
9,598 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2001 |
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(dollars per unit of sales) |
|
|
|
|
Revenue |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Crude oil and NGL |
|
|
5,124 |
|
|
|
2,095 |
|
|
|
5,372 |
|
|
|
2,911 |
|
|
|
3,376 |
|
|
|
475 |
|
|
|
128 |
|
|
|
19,481 |
|
|
|
19.70 |
|
|
|
17.43 |
|
|
|
22.74 |
|
|
|
21.19 |
|
Natural gas |
|
|
4,126 |
|
|
|
1,364 |
|
|
|
5,790 |
|
|
|
|
|
|
|
1,370 |
|
|
|
10 |
|
|
|
60 |
|
|
|
12,720 |
|
|
|
4.35 |
|
|
|
3.71 |
|
|
|
2.97 |
|
|
|
3.39 |
|
Other(3) |
|
|
90 |
|
|
|
7 |
|
|
|
23 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2 |
|
|
|
122 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(dollars per barrel of net oil-equivalent production) |
Total revenue |
|
|
9,340 |
|
|
|
3,466 |
|
|
|
11,185 |
|
|
|
2,911 |
|
|
|
4,746 |
|
|
|
485 |
|
|
|
190 |
|
|
|
32,323 |
|
|
|
22.35 |
|
|
|
19.05 |
|
|
|
20.47 |
|
|
|
20.81 |
|
Less costs: |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Production costs
excluding taxes |
|
|
1,650 |
|
|
|
884 |
|
|
|
1,613 |
|
|
|
414 |
|
|
|
679 |
|
|
|
88 |
|
|
|
123 |
|
|
|
5,451 |
|
|
|
3.95 |
|
|
|
4.86 |
|
|
|
3.06 |
|
|
|
3.51 |
|
Depreciation and depletion |
|
|
1,522 |
|
|
|
602 |
|
|
|
1,781 |
|
|
|
318 |
|
|
|
612 |
|
|
|
112 |
|
|
|
68 |
|
|
|
5,015 |
|
|
|
3.64 |
|
|
|
3.31 |
|
|
|
3.03 |
|
|
|
3.22 |
|
Exploration expenses |
|
|
216 |
|
|
|
109 |
|
|
|
128 |
|
|
|
217 |
|
|
|
122 |
|
|
|
124 |
|
|
|
275 |
|
|
|
1,191 |
|
|
|
0.52 |
|
|
|
0.60 |
|
|
|
0.91 |
|
|
|
0.77 |
|
Taxes other than income |
|
|
567 |
|
|
|
56 |
|
|
|
1,178 |
|
|
|
375 |
|
|
|
829 |
|
|
|
26 |
|
|
|
4 |
|
|
|
3,035 |
|
|
|
1.36 |
|
|
|
0.31 |
|
|
|
2.53 |
|
|
|
1.96 |
|
Related income tax |
|
|
1,957 |
|
|
|
603 |
|
|
|
3,079 |
|
|
|
1,023 |
|
|
|
1,186 |
|
|
|
13 |
|
|
|
(150 |
) |
|
|
7,711 |
|
|
|
4.68 |
|
|
|
3.31 |
|
|
|
5.40 |
|
|
|
4.96 |
|
|
|
|
Results of producing activities |
|
|
3,428 |
|
|
|
1,212 |
|
|
|
3,406 |
|
|
|
564 |
|
|
|
1,318 |
|
|
|
122 |
|
|
|
(130 |
) |
|
|
9,920 |
|
|
|
8.20 |
|
|
|
6.66 |
|
|
|
5.54 |
|
|
|
6.39 |
|
Other earnings(2) |
|
|
504 |
|
|
|
(151 |
) |
|
|
224 |
|
|
|
32 |
|
|
|
(70 |
) |
|
|
(18 |
) |
|
|
(12 |
) |
|
|
509 |
|
|
|
1.21 |
|
|
|
(0.83 |
) |
|
|
0.16 |
|
|
|
0.32 |
|
|
|
|
Total earnings, excluding
power and coal |
|
|
3,932 |
|
|
|
1,061 |
|
|
|
3,630 |
|
|
|
596 |
|
|
|
1,248 |
|
|
|
104 |
|
|
|
(142 |
) |
|
|
10,429 |
|
|
|
9.41 |
|
|
|
5.83 |
|
|
|
5.70 |
|
|
|
6.71 |
|
Power and coal |
|
|
1 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
306 |
|
|
|
|
|
|
|
|
|
|
|
307 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total earnings |
|
|
3,933 |
|
|
|
1,061 |
|
|
|
3,630 |
|
|
|
596 |
|
|
|
1,554 |
|
|
|
104 |
|
|
|
(142 |
) |
|
|
10,736 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
See footnotes on page 62.
64 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
ExxonMobils Singapore refinery is one of
the largest in the world and is well-positioned
to take advantage of the strong demand growth
forecast in many countries in the Asia Pacific
region.
Downstream
Refining and Supply, Fuels Marketing, and Lubricants and
Specialties
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Statistical Recap |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
Earnings (millions of dollars) |
|
|
7,992 |
|
|
|
5,706 |
|
|
|
3,516 |
|
|
|
1,300 |
|
|
|
4,227 |
|
Refinery throughput (thousands of barrels per day) |
|
|
5,723 |
|
|
|
5,713 |
|
|
|
5,510 |
|
|
|
5,443 |
|
|
|
5,542 |
|
Petroleum product sales (thousands of barrels per day) |
|
|
8,257 |
|
|
|
8,210 |
|
|
|
7,957 |
|
|
|
7,757 |
|
|
|
7,971 |
|
Average capital employed (millions of dollars) |
|
|
24,680 |
|
|
|
27,173 |
|
|
|
26,965 |
|
|
|
26,045 |
|
|
|
26,321 |
|
Return on average capital employed (percent) |
|
|
32.4 |
|
|
|
21.0 |
|
|
|
13.0 |
|
|
|
5.0 |
|
|
|
16.1 |
|
Capital expenditures (millions of dollars) |
|
|
2,495 |
|
|
|
2,405 |
|
|
|
2,781 |
|
|
|
2,450 |
|
|
|
2,322 |
|
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 65
DOWNSTREAM STRATEGIES
ExxonMobil has refining operations in 25 countries, over 35 thousand retail sites in nearly
100 countries, and lubricants marketing activities in approximately 160 countries and territories.
Our financial objectives in the Downstream can be summarized into
three broad areas margin
enhancement, cost efficiency, and capital discipline. The key strategies we pursue to meet these
objectives are:
§ |
|
Maintain best-in-class operations, in all respects; |
|
§ |
|
Provide quality, valued products and services to customers; |
|
§ |
|
Lead industry in efficiency and effectiveness; |
|
§ |
|
Capitalize on integration with other ExxonMobil businesses; |
|
§ |
|
Selectively invest for resilient, advantaged returns; and, |
|
§ |
|
Maximize value from leading-edge technology. |
Delivering on these objectives enables us to create long-term value for shareholders
through industry-leading performance, such as return on average capital employed.
2005 RESULTS AND HIGHLIGHTS
Continued leadership in safety, reliability, scale, and technology helped contribute to our
best-ever financial and operating results.
Earnings increased 40 percent versus 2004 to $8 billion.
More than $2.0 billion of pretax operating cost efficiencies and revenue enhancements were
achieved. We have delivered an average of $1.6 billion in pretax savings per year since 2001
through improvements that leverage our industry-leading proprietary technology, scale, and global
functional organization.
Downstream capital expenditures were $2.5 billion in 2005, up 4 percent versus 2004, due to
opportunities associated with economic growth in Asia Pacific.
Downstream return on average capital employed was 32 percent, up from 21 percent in 2004, aided by
stronger industry margins and ongoing self-help improvements.
Refinery throughput, at 5.7 million barrels per day, was the highest since 2000 following the
merger.
Higher throughput in Asia Pacific more than offset the effects of the U.S. Gulf Coast hurricanes.
Petroleum product sales of 8.3 million barrels per day were the highest since 2000 following the
merger, largely due to higher refinery throughput and stronger industry demand.
DOWNSTREAM
COMPETITIVE ADVANTAGES
ExxonMobils Downstream business is a large,
diversified, and profitable portfolio, with
refining facilities and marketing presence around
the world. In pursuing our Downstream strategies,
we have created sustainable competitive advantage
in a number of areas:
§ |
|
Our manufacturing facilities are highly
integrated with other ExxonMobil operations.
Integration provides us with the flexibility to
optimize feedstock and product streams in a
refining-chemical complex to the highest-value
outlet. It also enables us to share
infrastructure and support staff, lowering
operating costs. |
§ |
|
Our global functional organization
enables better prioritization and rapid
deployment of new technologies, while fully
leveraging best practices and cost efficiencies
across the Downstream businesses. |
§ |
|
The Exxon, Mobil, and Esso brands are
well-recognized and respected throughout the
world, and are valued by customers for
superior quality, performance, and
reliability. |
|
|
|
(1) |
|
Royal Dutch Shell, BP, and Chevron values are estimated on a consistent basis with ExxonMobil, based on public information. |
66 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
Refining and Supply
ExxonMobils Refining and Supply business
utilizes a highly efficient network of
manufacturing facilities and transportation and
distribution systems to provide clean fuels,
lubricants, and other high-value products and
feedstocks to our customers around the world.
Our global supply organization places the
Upstreams equity crude production in its
highest-value disposition and optimizes the
supply of raw materials to our refineries and
products to our customers.
Employees optimize raw material and product supplies in ExxonMobils global commercial and operations center in Fairfax, Virginia. We are the largest global refiner and manufacturer of lube basestocks in the world. |
LARGEST GLOBAL REFINER
|
|
|
|
|
Refinery interests |
|
|
45 |
Distillation capacity (barrels per day) |
|
6.4 million |
Lube basestock capacity (barrels per day) |
|
150 thousand |
Crude oil and product tanker interests (>1kDWT) |
|
|
26 |
Major petroleum products terminals |
|
|
269 |
|
|
|
(1) |
|
Royal Dutch Shell and BP values calculated on a consistent basis with ExxonMobil, based on public information. |
|
(2) |
|
Conversion capacity includes cat cracking, hydrocracking, and coking. |
GLOBAL SCALE AND INTEGRATION ARE STRUCTURAL ADVANTAGES
We are the largest global refining company
and also the worlds largest manufacturer of lube
basestocks.
We have more distillation and conversion capacity
than any refiner in the world. Overall, our
refineries are 65 percent larger than the
industry average and are integrated with chemical
or lubricants operations at many locations.
Combined, these factors enable us to place
molecules in the highest-value outlet and provide
advantages through improved feedstock flexibility
and lower site operating costs.
In addition to being large, we are an industry
leader in operations excellence, including safety
and reliability, and in improving margin,
operating efficiency, and capital productivity.
Our scale, integration, functional organization,
and technical capabilities combine to provide us
with significant competitive advantages versus
industry. These structural strengths are
difficult for competitors to duplicate. We
leverage them across our global network to yield
results that are better than industry.
IMPROVING MARGIN
We improve returns and create shareholder
value by lowering our raw materials cost, by
improving our yield
of high-value products, and by increasing
refinery utilization.
Innovation Lowers Raw Material Costs
We continue to find new, innovative methods
to reduce overall raw material costs. We employ
advanced molecular fingerprinting and modeling
technologies that improve our understanding of the
behavior and characteristics of materials moving
through our refineries. This technology enables us
to more precisely select and blend crudes with
properties that will produce the highest margins
through our operating facilities.
|
|
|
(1) |
|
Royal Dutch Shell and BP values calculated on a consistent basis with ExxonMobil, based on public Information. |
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 67
We are also an industry leader in
identifying and utilizing challenged crudes that
are typically discounted in the marketplace
because they are acidic or have other properties
that make them difficult to process. Over the
past five years, we have increased runs of these
crudes by 60 percent. We have also increased our
ability to process high sulfur and heavy crudes,
which provided significant cost advantage last
year. In 2005, we ran 126 crudes that were new
to our individual refineries, 21 of which had
never been processed by ExxonMobil anywhere in
the world.
Optimizing the Yield of High-Value Products
Technology and innovation are also keys to
maximizing yields of high-value products, and our
global functional organization is focused on
quickly moving technological breakthroughs from
the drawing board to the field. Our molecule
management technology also enables us to optimize
the composition of our products in real time and
maximize yields of high-value products. This
program is expected to deliver about $750 million
per year, and implementation is 70 percent
complete.
About 80 percent of our fuels refining capacity is
integrated with either chemical and/or lubricants
and specialties operations. We realize a sizable
yield advantage from our ability to optimize many
product and feedstock streams and exchanges
between the plants. For example, by integrating a
large chemical operation with a refinery, streams
that would normally end up as fuels products can
be upgraded to higher-value chemical products.
Increasing Refinery Utilization
We reduce planned downtime by shortening the
time required to complete required work while
units are out of service and by extending
intervals between turnarounds. We also continue to
decrease unplanned capacity loss, which we have
reduced about 30 percent since 2000. Our
improvements are driven by the disciplined
application of our Reliability and Maintenance
Management System, which continues to safely
increase plant reliability and availability while
lowering total facility maintenance costs. We are
an industry leader in operating reliability and
utilization of our refining capacity.
|
|
|
(1) |
|
Estimated Solomon data; survey is only prepared in even years. Utilization would have been higher in 2005 versus 2004 absent the U.S. hurricanes. |
PURSUIT OF OPERATING EFFICIENCIES
In addition to improving margin, we also
increase returns by becoming more efficient.
Energy and workforce in total comprise about 75
percent of total refining cash operating costs.
An ongoing focus on being the most efficient in
these areas, as well as in other expenses, has
resulted in worldwide cash operating costs at
our refineries that are substantially below the
industry average, as confirmed by external
benchmarking with Solomon Associates, Inc.
Energy Initiatives Lower Operating Costs
Improved energy efficiency is a key
contributor to our better-than-industry cost
performance. In 2005, we had our best-ever energy
efficiency, and we have been improving at a rate
about twice that of industry. ExxonMobils
proprietary Global Energy Management System (GEMS)
focuses on opportunities that reduce the energy
consumed at our refineries and chemical complexes.
More than $1 billion of pretax energy savings has
been identified to date, equal to 15 to 20 percent
of the energy consumed at our facilities. As of
year-end 2005, we have captured about 50 percent
of these savings.
EXXONMOBIL RAW MATERIAL FLEXIBILITY
68 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
A second and third cogeneration train, each with 160 megawatts of capacity, started up at Beaumont in 2005. Cogeneration is the simultaneous production of electricity and steam. It is up to twice as efficient as traditional methods, and saves energy costs and lowers greenhouse gas emissions. |
We also continue to make significant
investments in cogeneration facilities, which
simultaneously produce electrical power and
steam. This requires substantially less energy
and results in lower emissions versus separate
conventional steam and power generation. In 2005,
we started up the second and third cogeneration
trains that produce 160 megawatts each at
Beaumont, Texas. In addition to reducing energy
consumption, our GEMS system and
cogeneration also reduce greenhouse gas
emissions.
Workforce Productivity Reduces Operating Expense
Workforce productivity in Refining and
Supply continues to increase as we leverage our
global functional organization and reduce
overhead costs. This ongoing focus has resulted
in our refineries being able to operate safely
and efficiently with 30 percent less staffing
than the industry average.
EXXONMOBIL REFINING COST EFFICIENCY
|
|
|
(1) |
|
Estimated Solomon data; survey is prepared only in even years. |
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 69
INVESTING
FOR ADVANTAGED RETURNS
Refining and Supply capital expenditures
are focused on selective and resilient
investments that yield competitive advantage.
These investments are to meet future product
quality requirements, reduce environmental
impact, further upgrade safety systems, lower
operating costs, and produce higher-value
products and chemical feedstocks using lower-cost
raw materials. We also continue to implement
projects that enhance refinery capacity and
yield. By investing primarily in low-cost
debottleneck steps, we have effectively added a
new industry-average-sized refinery to our
portfolio every three years, and an average
conversion unit every year, at a fraction of
grass-roots cost.
In 2005, we completed construction and
successfully started up several facilities to
produce lower-sulfur gasoline and diesel, and
additional start-ups are planned for 2006.
ExxonMobils proprietary SCANfining technology
provides a competitive edge by producing
lower-sulfur gasoline with less octane loss and a
minimum of new investment. Similarly,
ExxonMobils proprietary catalyst technology is
being used to produce ultra-low-sulfur diesel.
ExxonMobils Capital Project Management System
continues to provide top-tier performance in
project execution. Through a rigorous post-project
completion appraisal process, and confirmed by
external benchmarking with Independent Project
Analysis, Inc., our 2004 project cost
effectiveness was 7 percent better than the
refining industry average. Leveraging our global
scale, we continue to increase our capital
execution efficiency.
Upgraded facilities at our Trecate, Italy, refinery are one of several ExxonMobil projects that increase conversion and high-value product production. |
Technicians work to install a new distillate hydrotreater unit at the Joliet, Illinois, refinery, one of several ExxonMobil facilities that will start up in 2006 to produce lower-sulfur diesel for U.S. consumers. |
LOW
SULFUR GASOLINE AND DIESEL FACILITY START-UPS
|
|
|
|
|
2005 |
|
Location |
|
SCANfining
Unit & Related Facilities |
|
Fawley, United Kingdom |
Hydrofining Unit Debottleneck |
|
Sakai, Japan |
SCANfining Unit |
|
Altona, Australia |
Distillate Hydrotreater |
|
Chiba, Japan |
|
|
|
|
|
2006 |
|
Location |
|
Distillate Hydrotreater |
|
Joliet, Illinois |
Distillate Hydrotreater |
|
Baton Rouge, Louisiana |
Distillate Hydrotreater |
|
Billings, Montana |
Distillate Hydrotreater Upgrade |
|
Baytown, Texas |
Distillate Hydrotreater Upgrade |
|
Beaumont, Texas |
Distillate Hydrotreater |
|
Dartmouth, Canada |
Distillate Hydrotreater |
|
Nanticoke, Canada |
Distillate Hydrotreater |
|
Sarnia, Canada |
Distillate Hydrotreater |
|
Strathcona, Canada |
SCANfining Unit & Related Facilities |
|
Wakayama, Japan |
Distillate Hydrotreater Upgrade |
|
Yanbu, Saudi Arabia |
70 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
Fuels Marketing
ExxonMobil Fuels Marketing sells
high-quality products to millions of customers
around the globe. Our retail business operates
in nearly 100 countries
and includes over 35 thousand service stations.
In addition to our retail business, our three
business-to-business segments Industrial and
Wholesale, Aviation, and Marine sell
ExxonMobil fuels to over 1 million customers at
locations around the world, including nearly
700 airports and over 200 marine ports.
DIVERSE CUSTOMER BASE PROVIDES GLOBAL OUTLET
|
|
|
|
|
Operations |
|
107 countries on six continents |
Service stations |
|
35 thousand |
Industrial and wholesale customers |
|
1 million |
Aviation operations |
|
680 airports |
Marine operations |
|
220 ports |
ExxonMobil Aviation supplies aviation fuel at nearly 700 airports worldwide. |
Our popular On the Run convenience store format incorporates leading-edge technology and market research to provide value and convenience to customers. |
Fuels Marketing provides a stable outlet for
our refineries and continues to create long-term
value by focusing on the fundamentals of our
business; superior safety and environmental
performance, disciplined capital management,
operating efficiencies from our global scale, and
customer focused marketing initiatives and
alliances to ensure that our three strong brands,
Exxon, Mobil, and Esso, are trusted by consumers
around the world.
DISCIPLINED CAPITAL MANAGEMENT ENHANCES PERFORMANCE
Fuels Marketing utilizes a targeted capital
management strategy focused on selective
investments, divestments, and asset highgrading to
optimize the profitability of our retail chain. We
prioritize our focus market investments using
sophisticated global tools and models that
incorporate factors such as customer demographics
and preferences. The majority of our capital is
spent on growth initiatives.
Our focused investment decisions are complemented
by equally selective divestments, which highgrade
our asset base and optimize returns from the
business. This disciplined and consistent process
has reduced the size of our retail portfolio by
over 20 percent since 2000; however, in markets
where we have seen the full benefits of a focused
market approach, our chains volumes are 50
percent higher than the industry average.
GLOBAL SCALE AND INTEGRATION DELIVER EFFICIENCY AND GROWTH
Our global scale facilitates the capture of
efficiencies through the worldwide application of
innovative technologies, by simplifying and
automating work processes, and by centralizing
support activities while maintaining our focus on
improving customer service. In addition,
consistently applied on-site best
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 71
practices are driving down operating costs at our
service stations, airports, and marine ports
around the world. In 2005, the combined impact of
our efficiency initiatives reduced ongoing
operating expenses by over $150 million. This is particularly important for our retail
business as the underlying trend for retail fuels
margins continues to decline. The combined benefit
of higher efficiencies and growth in nonfuels
income from our convenience stores, car washes,
and strategic alliances has further reduced the
fuels margin we require to breakeven after netting
nonfuels income against site operating costs.
COMMERCIAL BUSINESS
Our three strong
commercial businesses
Industrial and
Wholesale, Aviation, and
Marine serve growing
markets with distinct
customer needs. Our
global functional
organizations, in
partnership with
Refining and Supply,
bring added focus and
expertise to ensure we
capture the
opportunities in this
important sector. This
has resulted in the
continued profitable
growth of our base
volumes.
CUSTOMER FOCUS AND STRATEGIC ALLIANCES GROW NONFUELS INCOME
Fuels Marketing
offers a suite of
innovative retail
products and formats to
meet our customers
diverse lifestyle needs
by delivering
convenience, value, and
quality. These tailored
programs reflect
extensive market
research and
leading-edge technology,
and are designed to
optimize site
profitability by
increasing nonfuels
income.
In 2005, we continued the global expansion of
our popular, award-winning On the Run
convenience store format. We added over 250
new On the Run stores, bringing the total to
more than 1500 in over 45 countries.
The continued growth of our strategic alliances,
with select leading food and grocery marketers
worldwide, complements our three brands. By
leveraging the strength of a partners brand
power and distribution network, we have been
able to enhance our customer offering. Examples
of our partners include Tesco in the United
Kingdom and Thailand, Doutor and 7-Eleven in
Japan, NTUC Fairprice in Singapore, and Tim
Hortons in Canada.
Bengal Traders coffee, introduced in 2004, provides high-quality coffee to our customers in the U.S. |
72 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
Lubricants and Specialties
ExxonMobil is the worlds largest supplier of
lube basestocks and a leading marketer of
finished lubricants and specialty products.
Anchored by Mobil 1, the worlds leading
synthetic motor oil, we leverage three strong
global brands, Mobil, Exxon, and Esso. Many of
the worlds top original equipment manufacturers
trust us to deliver technically superior products
that provide the lubrication they need to keep
their vehicle engines and industrial machines
running at peak performance. Our dedicated
organization and strong distributor network
supply high-quality lubricants and provide
technical application expertise to customers
around the world.
GLOBAL LUBRICANTS LEADERSHIP POSITION
|
|
|
|
|
Lube basestock refineries |
|
|
14 |
Average capacity per site |
|
2 times industry |
Blend plants |
|
|
52 |
Lube basestock market share |
|
19 percent |
Finished lubricant market share |
|
13 percent |
State-of-the-art filling operations at the Naantali, Finland, lubricants plant supplies Mobil 1 to the rapidly growing Russian market. |
LEVERAGING OUR BRANDS AND TECHNOLOGY
ExxonMobils leading
lubricant brands
Mobil, Exxon, and Esso continue to meet
customer needs for transportation and industrial
applications around the world. Customers rely on
Mobil, Exxon, and Esso branded products because
of their quality, reliability, technological
leadership, close association with many leading
original-equipment manufacturers, and their
demonstrated ability to withstand performance
stresses, including those of motorsports racing
such as NASCAR, American Le Mans, and Formula 1.
They are also backed by a variety of technical
services designed to provide customers with
worry-free operations.
In 2005, ExxonMobil took another step in
technology leadership with the U.S. introduction
of a new line of passenger car lubricants that
guarantee extended engine protection. Mobil 1
Extended Performance, Mobil Clean 7500, and Mobil
Clean 5000 provide consumers durable protection
for their vehicles engines, enabling longer oil
change intervals. Likewise in Europe, Mobil 1 ESP
Formula, a low-ash lubricant for diesel engines
that prolongs the life of emission systems in
cars and trucks, was introduced to the market in
2005.
STRATEGIC GLOBAL ALLIANCES
Globally respected brands and
industry-leading technology enable ExxonMobil to
build strategic global alliances with automotive
and industrial equipment manufacturers. A strong
global presence enables ExxonMobil to better serve
customers with worldwide operations and meet their
demands for consistently reliable, high-quality
products and services. For example, ExxonMobil is
a global supplier of premium oils to
Caterpillar factories and dealers in over 100
countries. We are also a primary supplier of
lubricants for Toyota Motor Corporation.
Motorsports sponsorships, like those in Formula 1
with the McLaren Mercedes and Toyota teams,
provide an ideal environment for developing and
proving the quality of our high-performance
lubricants. Additionally, we have developed
collaborative technology partnerships with Toyota,
DaimlerChrysler, General Motors, Peugeot, and
Porsche to develop innovative new lubricants.
ExxonMobils worldwide service capability and
integrated sales focus on strategic global
customers differentiate us from competitors.
GROWTH IN PROFITABLE EMERGING MARKETS
As economies develop and industrialize,
there is an increasing demand for high-quality
industrial and automotive lubricants. For
example, in China and Russia, we have leveraged
our well-recognized brands, strong equipment
manufacturer relationships, and technical
expertise to become the leading international
lubricants marketer. In these two countries, we
have grown our business nearly two-fold since
2000.
SUPPLY CHAIN EFFICIENCY
ExxonMobil continues to improve supply
chain efficiency while ensuring superior
execution of our marketing offers. Further
optimization of our supply chain network in 2005
includes the reduction of several blend plants,
distribution warehouses, and third-party blenders
and packagers.
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 73
This Mobil 1 Center in the United Arab Emirates joins nearly 300 Mobil 1 branded premium oil change service centers now operating worldwide. |
MOBIL
1 LUBE CHANGE CENTERS
With the global trend towards the
do-it-for-me customer, ExxonMobil Lubricants
and Specialties is leveraging its flagship
brand, Mobil 1, to build premier oil change
service centers in key markets around the
globe, including the United States, Japan,
Egypt, and the United Arab Emirates.
Launched in 2003, ExxonMobil now has close to
300 centers worldwide, with the U.S.
representing 75 percent of those locations.
Growth is expected to continue at a 5 to 10
percent rate globally. Oil changes at these
centers not only include Mobil 1, the
high-performance synthetic oil, but also other
Mobil-branded premium products.
GROWING FLAGSHIP AND PREMIUM PRODUCTS
As the worlds economies grow, so does the
demand for higher quality lubricants. ExxonMobil
continues to grow market share in this very
profitable part of the finished lubricants
business.
§ |
|
Mobil 1 has more endorsements,
recommendations, and/or approvals than
any other engine oil in the North
American market. |
§ |
|
The growing list of automotive
manufacturers recommending Mobil 1 for their
high-performance vehicles include the makers
of Acura, Aston Martin, Bentley, Cadillac,
Chrysler, Corvette, Dodge, Mercedes-Benz,
Porsche, and Saab automobiles. |
§ |
|
Our new high-endurance Mobil 1
Extended Performance, Mobil Clean 7500, and
Mobil Clean 5000 products drew praise from
the chairman of the California Integrated
Waste Management Board, who issued a letter
commending the introduction of these
products, especially the reduction of used
oil resulting from the longer drain
intervals. |
§ |
|
In Europe, our new Mobil 1 ESP
Formula, a low-ash lubricant designed for
diesel engines, was named the Best
OEM-Approved Lubricant 2005 by the U.K.
Institute of Transport Management, based on
its ability to prolong the life of emission
systems of cars and trucks. |
Through the introduction of the new
high-endurance product family of Mobil
lubricants, consumers can now confidently extend
their drain intervals to meet vehicle
manufacturers recommendations.
|
|
|
(1) |
|
Source: ExxonMobil analysis of available industry data. |
74 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
Downstream Operating Statistics
REFINING
CAPACITY AT YEAR END 2005
(1)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Capacity at 100% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ExxonMobil |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ExxonMobil |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Share |
|
Atmospheric |
|
Catalytic |
|
|
|
|
|
Residuum |
|
|
|
|
|
Interest |
(thousands of barrels per day) |
|
|
|
|
|
|
|
|
|
Kbd(2) |
|
Distillation |
|
Cracking |
|
Hydrocracking |
|
Conversion(3) |
|
Lubricants(4) |
|
% |
|
United States |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Torrance |
|
California |
|
|
= |
|
|
|
|
|
|
|
150 |
|
|
|
150 |
|
|
|
96 |
|
|
|
21 |
|
|
|
53 |
|
|
|
|
|
|
|
100 |
|
Joliet |
|
Illinois |
|
|
= |
5 |
|
|
|
|
|
|
238 |
|
|
|
238 |
|
|
|
93 |
|
|
|
|
|
|
|
56 |
|
|
|
|
|
|
|
100 |
|
Baton Rouge |
|
Louisiana |
|
< |
= |
|
|
|
|
|
|
|
501 |
|
|
|
501 |
|
|
|
229 |
|
|
|
24 |
|
|
|
113 |
|
|
|
16 |
|
|
|
100 |
|
Chalmette |
|
Louisiana |
|
|
= |
5 |
|
|
|
|
|
|
94 |
|
|
|
188 |
|
|
|
68 |
|
|
|
19 |
|
|
|
33 |
|
|
|
|
|
|
|
50 |
|
Billings |
|
Montana |
|
|
= |
|
|
|
|
|
|
|
60 |
|
|
|
60 |
|
|
|
23 |
|
|
|
6 |
|
|
|
10 |
|
|
|
|
|
|
|
100 |
|
Baytown |
|
Texas |
|
< |
= |
|
|
|
|
|
|
|
563 |
|
|
|
563 |
|
|
|
203 |
|
|
|
26 |
|
|
|
83 |
|
|
|
22 |
|
|
|
100 |
|
Beaumont |
|
Texas |
|
< |
= |
|
|
|
|
|
|
|
349 |
|
|
|
349 |
|
|
|
112 |
|
|
|
62 |
|
|
|
48 |
|
|
|
13 |
|
|
|
100 |
|
Total United States |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1,955 |
|
|
|
2,049 |
|
|
|
824 |
|
|
|
158 |
|
|
|
396 |
|
|
|
51 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Canada |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Strathcona |
|
Alberta |
|
|
|
|
|
|
|
|
|
|
187 |
|
|
|
187 |
|
|
|
57 |
|
|
|
|
|
|
|
|
|
|
|
2 |
|
|
|
69.6 |
|
Dartmouth |
|
Nova Scotia |
|
|
|
5 |
|
|
|
|
|
|
82 |
|
|
|
82 |
|
|
|
29 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
69.6 |
|
Nanticoke |
|
Ontario |
|
|
= |
5 |
|
|
|
|
|
|
112 |
|
|
|
112 |
|
|
|
48 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
69.6 |
|
Sarnia |
|
Ontario |
|
< |
= |
|
|
|
|
|
|
|
121 |
|
|
|
121 |
|
|
|
26 |
|
|
|
18 |
|
|
|
24 |
|
|
|
6 |
|
|
|
69.6 |
|
Total Canada |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
502 |
|
|
|
502 |
|
|
|
160 |
|
|
|
18 |
|
|
|
24 |
|
|
|
8 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Europe |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Antwerp |
|
Belgium |
|
< |
= |
|
|
|
|
|
|
|
275 |
|
|
|
275 |
|
|
|
35 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
100 |
|
Fos-sur-Mer |
|
France |
|
|
= |
5 |
|
|
|
|
|
|
119 |
|
|
|
119 |
|
|
|
29 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
82.9 |
|
Port Jerome-
Gravenchon |
|
France |
|
< |
= |
|
|
|
|
|
|
|
233 |
|
|
|
233 |
|
|
|
34 |
|
|
|
|
|
|
|
|
|
|
|
17 |
|
|
|
82.9 |
|
Ingolstadt |
|
Germany |
|
|
= |
5 |
|
|
|
|
|
|
106 |
|
|
|
106 |
|
|
|
28 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
100 |
|
Karlsruhe |
|
Germany |
|
|
= |
5 |
|
|
|
|
|
|
76 |
|
|
|
302 |
|
|
|
87 |
|
|
|
|
|
|
|
26 |
|
|
|
|
|
|
|
25 |
|
Augusta |
|
Italy |
|
|
= |
5 |
|
|
|
|
|
|
198 |
|
|
|
198 |
|
|
|
46 |
|
|
|
|
|
|
|
|
|
|
|
18 |
|
|
|
100 |
|
Trecate |
|
Italy |
|
|
= |
5 |
|
|
|
|
|
|
174 |
|
|
|
174 |
|
|
|
32 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
75.4 |
|
Rotterdam |
|
The Netherlands |
|
< |
= |
|
|
|
|
|
|
|
188 |
|
|
|
188 |
|
|
|
|
|
|
|
50 |
|
|
|
39 |
|
|
|
|
|
|
|
100 |
|
Slagen |
|
Norway |
|
|
|
|
|
|
|
|
|
|
110 |
|
|
|
110 |
|
|
|
|
|
|
|
|
|
|
|
32 |
|
|
|
|
|
|
|
100 |
|
Fawley |
|
United Kingdom |
|
< |
= |
|
|
|
|
|
|
|
326 |
|
|
|
326 |
|
|
|
75 |
|
|
|
|
|
|
|
28 |
|
|
|
10 |
|
|
|
100 |
|
Total Europe |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1,805 |
|
|
|
2,031 |
|
|
|
366 |
|
|
|
50 |
|
|
|
125 |
|
|
|
45 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Japan |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Chiba |
|
Japan |
|
|
= |
|
|
|
|
|
|
|
88 |
|
|
|
175 |
|
|
|
34 |
|
|
|
39 |
|
|
|
|
|
|
|
|
|
|
|
50 |
|
Kawasaki(5) |
|
Japan |
|
< |
= |
|
|
|
|
|
|
|
296 |
|
|
|
296 |
|
|
|
88 |
|
|
|
23 |
|
|
|
|
|
|
|
|
|
|
|
50 |
|
Okinawa(5) |
|
Japan |
|
|
|
|
|
|
|
|
|
|
90 |
|
|
|
90 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
43.8 |
|
Sakai(5) |
|
Japan |
|
|
= |
5 |
|
|
|
|
|
|
140 |
|
|
|
140 |
|
|
|
38 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
50 |
|
Wakayama(5) |
|
Japan |
|
|
= |
5 |
|
|
|
|
|
|
155 |
|
|
|
155 |
|
|
|
37 |
|
|
|
|
|
|
|
|
|
|
|
7 |
|
|
|
50 |
|
Total Japan |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
769 |
|
|
|
856 |
|
|
|
197 |
|
|
|
62 |
|
|
|
|
|
|
|
7 |
|
|
|
|
|
|
< |
|
Integrated refinery and chemical complex |
|
= |
|
Cogeneration capacity |
|
5 |
|
Refineries with some chemical production |
|
(1) |
|
Capacity data is based on 100 percent of rated refinery process unit capacities. ExxonMobil has
additional interests with a total net capacity of about 6 thousand barrels per day of lubricants in
Dunkirk, France; Jeddah, Saudi Arabia; and Yanbu, Saudi Arabia. |
|
(2) |
|
ExxonMobil share reflects 100 percent of atmospheric distillation capacity in operations of
ExxonMobil and majority-owned subsidiaries. For companies owned 50 percent or less, ExxonMobil
share is the greater of ExxonMobils equity interest or that portion of distillation capacity
normally available to ExxonMobil. |
|
(3) |
|
Includes thermal cracking, visbreaking, coking, and
hydrorefining processes. |
|
(4) |
|
Lubricants capacity based on
dewaxed oil production. |
|
(5) |
|
Operated by majority-owned
subsidiaries.
|
|
(6) |
|
Facility mothballed. |
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 75
Refining Capacity at Year-End 2005 (continued)(1)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Capacity at 100% |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ExxonMobil |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ExxonMobil |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Share |
|
Atmospheric |
|
Catalytic |
|
|
|
|
|
Residuum |
|
|
|
|
|
Interest |
(thousands of barrels per day) |
|
|
|
|
|
|
|
|
|
|
|
|
|
Kbd(2) |
|
Distillation |
|
Cracking |
|
Hydrocracking |
|
Conversion(3) |
|
Lubricants(4) |
|
% |
|
Asia
Pacific excluding Japan |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Adelaide(6) |
|
Australia |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
100 |
|
Altona |
|
Australia |
|
< |
|
|
|
|
|
|
|
|
|
|
|
|
78 |
|
|
|
78 |
|
|
|
29 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
100 |
|
Port Dickson |
|
Malaysia |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
86 |
|
|
|
86 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
65 |
|
Whangerei |
|
New Zealand |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
28 |
|
|
|
104 |
|
|
|
|
|
|
|
26 |
|
|
|
|
|
|
|
|
|
|
|
19.2 |
|
Jurong/PAC |
|
Singapore |
|
< |
= |
|
|
|
|
|
|
|
|
|
|
|
605 |
|
|
|
605 |
|
|
|
|
|
|
|
34 |
|
|
|
116 |
|
|
|
33 |
|
|
|
100 |
|
Sriracha |
|
Thailand |
|
< |
= |
|
|
|
|
|
|
|
|
|
|
|
174 |
|
|
|
174 |
|
|
|
42 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
87.5 |
|
Total
Asia Pacific excluding Japan |
|
|
|
|
|
|
|
|
|
|
971 |
|
|
|
1,047 |
|
|
|
71 |
|
|
|
60 |
|
|
|
116 |
|
|
|
33 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Latin America/Other |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Campana |
|
Argentina |
|
|
= |
5 |
|
|
|
|
|
|
|
|
|
|
85 |
|
|
|
85 |
|
|
|
27 |
|
|
|
|
|
|
|
24 |
|
|
|
|
|
|
|
100 |
|
Sonara |
|
Cameroon |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
3 |
|
|
|
42 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
8 |
|
Abidjan |
|
Cote dIvoire |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
5 |
|
|
|
65 |
|
|
|
|
|
|
|
15 |
|
|
|
|
|
|
|
|
|
|
|
8 |
|
Acajutla |
|
El Salvador |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
22 |
|
|
|
22 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
65 |
|
Sogara |
|
Gabon |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2 |
|
|
|
17 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
11.7 |
|
Martinique |
|
Martinique |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2 |
|
|
|
17 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
14.5 |
|
Managua |
|
Nicaragua |
|
|
|
5 |
|
|
|
|
|
|
|
|
|
|
20 |
|
|
|
20 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
100 |
|
La Pampilla |
|
Peru |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
6 |
|
|
|
102 |
|
|
|
14 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
6 |
|
Yanbu |
|
Saudi Arabia |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
200 |
|
|
|
400 |
|
|
|
91 |
|
|
|
|
|
|
|
46 |
|
|
|
|
|
|
|
50 |
|
Dakar |
|
Senegal |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
3 |
|
|
|
27 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
11.8 |
|
Total
Latin America/Other |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
348 |
|
|
|
797 |
|
|
|
132 |
|
|
|
15 |
|
|
|
70 |
|
|
|
|
|
|
|
|
|
|
Total worldwide |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
6,350 |
|
|
|
7,282 |
|
|
|
1,750 |
|
|
|
363 |
|
|
|
731 |
|
|
|
144 |
|
|
|
|
|
|
< |
|
Integrated refinery and chemical complex |
|
= |
|
Cogeneration capacity |
|
5 |
|
Refineries with some chemical production |
|
(1) |
|
Capacity data is based on 100 percent of rated refinery process unit capacities. ExxonMobil has
additional interests with a total net capacity of about 6 thousand barrels per day of lubricants in
Dunkirk, France; Jeddah, Saudi Arabia; and Yanbu, Saudi Arabia. |
|
(2) |
|
ExxonMobil share reflects 100 percent of atmospheric distillation capacity in operations of
ExxonMobil and majority-owned subsidiaries. For companies owned 50 percent or less, ExxonMobil
share is the greater of ExxonMobils equity interest or that portion of distillation capacity
normally available to ExxonMobil. |
|
(3) |
|
Includes thermal cracking, visbreaking, coking, and
hydrorefining processes. |
|
(4) |
|
Lubricants capacity based on
dewaxed oil production. |
|
(5) |
|
Operated by majority-owned
subsidiaries.
|
|
(6) |
|
Facility mothballed. |
|
|
|
|
|
|
|
|
|
(1) ExxonMobil on a 100% basis, excluding
divestments.
|
|
(1)
ExxonMobil on a 100% basis, excluding divestments. Conversion
includes cat cracking, hydrocracking, and coking. |
76 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
THROUGHPUT,
CAPACITY, AND UTILIZATION(1)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
Refinery
Throughput(2) (thousands of barrels per day) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
1,794 |
|
|
|
1,850 |
|
|
|
1,806 |
|
|
|
1,834 |
|
|
|
1,811 |
|
Canada |
|
|
466 |
|
|
|
468 |
|
|
|
450 |
|
|
|
447 |
|
|
|
449 |
|
Europe |
|
|
1,672 |
|
|
|
1,663 |
|
|
|
1,566 |
|
|
|
1,539 |
|
|
|
1,563 |
|
Japan |
|
|
691 |
|
|
|
685 |
|
|
|
704 |
|
|
|
671 |
|
|
|
707 |
|
Asia Pacific excluding Japan |
|
|
799 |
|
|
|
738 |
|
|
|
686 |
|
|
|
708 |
|
|
|
729 |
|
Latin America/Other |
|
|
301 |
|
|
|
309 |
|
|
|
298 |
|
|
|
244 |
|
|
|
283 |
|
|
Total worldwide |
|
|
5,723 |
|
|
|
5,713 |
|
|
|
5,510 |
|
|
|
5,443 |
|
|
|
5,542 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Average
Refinery Capacity(3) (thousands of barrels per day) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
1,949 |
|
|
|
1,940 |
|
|
|
1,919 |
|
|
|
1,895 |
|
|
|
1,878 |
|
Canada |
|
|
502 |
|
|
|
502 |
|
|
|
501 |
|
|
|
500 |
|
|
|
499 |
|
Europe |
|
|
1,803 |
|
|
|
1,786 |
|
|
|
1,768 |
|
|
|
1,756 |
|
|
|
1,740 |
|
Japan |
|
|
769 |
|
|
|
772 |
|
|
|
774 |
|
|
|
770 |
|
|
|
761 |
|
Asia Pacific excluding Japan |
|
|
997 |
|
|
|
1,014 |
|
|
|
1,027 |
|
|
|
1,048 |
|
|
|
1,045 |
|
Latin America/Other |
|
|
323 |
|
|
|
317 |
|
|
|
308 |
|
|
|
299 |
|
|
|
310 |
|
|
Total worldwide |
|
|
6,343 |
|
|
|
6,331 |
|
|
|
6,297 |
|
|
|
6,268 |
|
|
|
6,233 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Utilization of Refining Capacity (percent) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
United States |
|
|
92 |
|
|
|
95 |
|
|
|
94 |
|
|
|
97 |
|
|
|
96 |
|
Canada |
|
|
93 |
|
|
|
93 |
|
|
|
90 |
|
|
|
89 |
|
|
|
90 |
|
Europe |
|
|
93 |
|
|
|
93 |
|
|
|
89 |
|
|
|
88 |
|
|
|
90 |
|
Japan |
|
|
90 |
|
|
|
89 |
|
|
|
91 |
|
|
|
87 |
|
|
|
93 |
|
Asia Pacific excluding Japan |
|
|
80 |
|
|
|
73 |
|
|
|
67 |
|
|
|
68 |
|
|
|
70 |
|
Latin America/Other |
|
|
93 |
|
|
|
97 |
|
|
|
97 |
|
|
|
82 |
|
|
|
91 |
|
|
Total worldwide |
|
|
90 |
|
|
|
90 |
|
|
|
88 |
|
|
|
87 |
|
|
|
89 |
|
|
|
|
|
(1) |
|
Excludes ExxonMobils minor interests in certain small refineries. |
|
(2) |
|
Refinery throughput includes 100 percent of crude oil and feedstocks sent directly to
atmospheric distillation units in operations of ExxonMobil and majority-owned subsidiaries. For
companies owned 50 percent or less, throughput includes the greater of either crude and feedstocks
processed for ExxonMobil or ExxonMobils equity interest in raw material inputs. |
|
(3) |
|
Refinery capacity is the stream-day capability to process inputs to atmospheric distillation
units under normal operating conditions, less the impact of shutdowns for regular repair and
maintenance activities, averaged over an extended period of time. These annual averages include
partial-year impacts for capacity additions or deletions during the year. Any idle capacity that
cannot be made operable in a month or less has been excluded. Capacity volumes include 100 percent
of the capacity of refinery facilities managed by ExxonMobil or majority-owned subsidiaries. At
facilities of companies owned 50 percent or less, the greater of either that portion of capacity
normally available to ExxonMobil or ExxonMobils equity interest is included. |
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 77
RETAIL SITES
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(number of sites at year end) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
United States |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owned/leased |
|
|
2,544 |
|
|
|
2,698 |
|
|
|
3,072 |
|
|
|
3,346 |
|
|
|
3,501 |
|
Distributors/resellers |
|
|
8,992 |
|
|
|
9,421 |
|
|
|
9,401 |
|
|
|
9,787 |
|
|
|
9,805 |
|
|
Canada |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owned/leased |
|
|
690 |
|
|
|
720 |
|
|
|
787 |
|
|
|
865 |
|
|
|
927 |
|
Distributors/resellers |
|
|
1,288 |
|
|
|
1,258 |
|
|
|
1,287 |
|
|
|
1,283 |
|
|
|
1,324 |
|
|
Europe |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owned/leased |
|
|
4,569 |
|
|
|
4,727 |
|
|
|
4,817 |
|
|
|
4,955 |
|
|
|
5,079 |
|
Distributors/resellers |
|
|
3,022 |
|
|
|
3,154 |
|
|
|
3,582 |
|
|
|
3,813 |
|
|
|
3,960 |
|
|
Asia Pacific |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owned/leased |
|
|
2,795 |
|
|
|
2,912 |
|
|
|
2,912 |
|
|
|
3,026 |
|
|
|
3,125 |
|
Distributors/resellers |
|
|
5,662 |
|
|
|
5,888 |
|
|
|
6,318 |
|
|
|
6,682 |
|
|
|
7,171 |
|
|
Latin America |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owned/leased |
|
|
1,325 |
|
|
|
1,388 |
|
|
|
1,429 |
|
|
|
1,449 |
|
|
|
1,440 |
|
Distributors/resellers |
|
|
3,155 |
|
|
|
3,437 |
|
|
|
3,891 |
|
|
|
4,465 |
|
|
|
4,427 |
|
|
Middle East/Africa |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owned/leased |
|
|
933 |
|
|
|
1,214 |
|
|
|
1,360 |
|
|
|
1,443 |
|
|
|
1,444 |
|
Distributors/resellers |
|
|
457 |
|
|
|
557 |
|
|
|
632 |
|
|
|
672 |
|
|
|
650 |
|
|
Total |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Owned/leased |
|
|
12,856 |
|
|
|
13,659 |
|
|
|
14,377 |
|
|
|
15,084 |
|
|
|
15,516 |
|
Distributors/resellers |
|
|
22,576 |
|
|
|
23,715 |
|
|
|
25,111 |
|
|
|
26,702 |
|
|
|
27,337 |
|
|
Total worldwide |
|
|
35,432 |
|
|
|
37,374 |
|
|
|
39,488 |
|
|
|
41,786 |
|
|
|
42,853 |
|
|
78 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
PETROLEUM
PRODUCT SALES(1) BY GEOGRAPHIC AREA
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(thousands of barrels per day) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
United States |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Motor gasoline, naphthas |
|
|
1,704 |
|
|
|
1,695 |
|
|
|
1,606 |
|
|
|
1,608 |
|
|
|
1,585 |
|
Heating oils, kerosene, diesel oils |
|
|
529 |
|
|
|
484 |
|
|
|
456 |
|
|
|
432 |
|
|
|
442 |
|
Aviation fuels |
|
|
259 |
|
|
|
250 |
|
|
|
234 |
|
|
|
256 |
|
|
|
261 |
|
Heavy fuels |
|
|
90 |
|
|
|
98 |
|
|
|
93 |
|
|
|
92 |
|
|
|
102 |
|
Lubricants, specialty, and other petroleum products |
|
|
333 |
|
|
|
345 |
|
|
|
340 |
|
|
|
343 |
|
|
|
361 |
|
Total United States |
|
|
2,915 |
|
|
|
2,872 |
|
|
|
2,729 |
|
|
|
2,731 |
|
|
|
2,751 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Canada |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Motor gasoline, naphthas |
|
|
257 |
|
|
|
250 |
|
|
|
249 |
|
|
|
246 |
|
|
|
238 |
|
Heating oils, kerosene, diesel oils |
|
|
184 |
|
|
|
186 |
|
|
|
184 |
|
|
|
176 |
|
|
|
173 |
|
Aviation fuels |
|
|
31 |
|
|
|
33 |
|
|
|
29 |
|
|
|
27 |
|
|
|
30 |
|
Heavy fuels |
|
|
38 |
|
|
|
37 |
|
|
|
36 |
|
|
|
31 |
|
|
|
35 |
|
Lubricants, specialty, and other petroleum products |
|
|
110 |
|
|
|
109 |
|
|
|
104 |
|
|
|
113 |
|
|
|
109 |
|
Total Canada |
|
|
620 |
|
|
|
615 |
|
|
|
602 |
|
|
|
593 |
|
|
|
585 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Europe |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Motor gasoline, naphthas |
|
|
527 |
|
|
|
557 |
|
|
|
558 |
|
|
|
571 |
|
|
|
584 |
|
Heating oils, kerosene, diesel oils |
|
|
907 |
|
|
|
895 |
|
|
|
840 |
|
|
|
815 |
|
|
|
823 |
|
Aviation fuels |
|
|
196 |
|
|
|
203 |
|
|
|
197 |
|
|
|
192 |
|
|
|
201 |
|
Heavy fuels |
|
|
205 |
|
|
|
214 |
|
|
|
217 |
|
|
|
213 |
|
|
|
214 |
|
Lubricants, specialty, and other petroleum products |
|
|
280 |
|
|
|
270 |
|
|
|
249 |
|
|
|
251 |
|
|
|
257 |
|
Total Europe |
|
|
2,115 |
|
|
|
2,139 |
|
|
|
2,061 |
|
|
|
2,042 |
|
|
|
2,079 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Asia Pacific |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Motor gasoline, naphthas |
|
|
527 |
|
|
|
513 |
|
|
|
523 |
|
|
|
442 |
|
|
|
439 |
|
Heating oils, kerosene, diesel oils |
|
|
615 |
|
|
|
594 |
|
|
|
599 |
|
|
|
518 |
|
|
|
581 |
|
Aviation fuels |
|
|
116 |
|
|
|
113 |
|
|
|
109 |
|
|
|
123 |
|
|
|
136 |
|
Heavy fuels |
|
|
304 |
|
|
|
222 |
|
|
|
218 |
|
|
|
201 |
|
|
|
234 |
|
Lubricants, specialty, and other petroleum products |
|
|
224 |
|
|
|
247 |
|
|
|
226 |
|
|
|
219 |
|
|
|
219 |
|
Total Asia Pacific |
|
|
1,786 |
|
|
|
1,689 |
|
|
|
1,675 |
|
|
|
1,503 |
|
|
|
1,609 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Latin America |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Motor gasoline, naphthas |
|
|
168 |
|
|
|
181 |
|
|
|
180 |
|
|
|
194 |
|
|
|
198 |
|
Heating oils, kerosene, diesel oils |
|
|
191 |
|
|
|
209 |
|
|
|
203 |
|
|
|
204 |
|
|
|
211 |
|
Aviation fuels |
|
|
47 |
|
|
|
46 |
|
|
|
43 |
|
|
|
44 |
|
|
|
48 |
|
Heavy fuels |
|
|
49 |
|
|
|
44 |
|
|
|
40 |
|
|
|
37 |
|
|
|
52 |
|
Lubricants, specialty, and other petroleum products |
|
|
25 |
|
|
|
24 |
|
|
|
24 |
|
|
|
23 |
|
|
|
23 |
|
Total Latin America |
|
|
480 |
|
|
|
504 |
|
|
|
490 |
|
|
|
502 |
|
|
|
532 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Middle East/Africa |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Motor gasoline, naphthas |
|
|
91 |
|
|
|
105 |
|
|
|
122 |
|
|
|
115 |
|
|
|
121 |
|
Heating oils, kerosene, diesel oils |
|
|
134 |
|
|
|
149 |
|
|
|
150 |
|
|
|
147 |
|
|
|
159 |
|
Aviation fuels |
|
|
51 |
|
|
|
53 |
|
|
|
50 |
|
|
|
49 |
|
|
|
45 |
|
Heavy fuels |
|
|
25 |
|
|
|
44 |
|
|
|
34 |
|
|
|
30 |
|
|
|
31 |
|
Lubricants, specialty, and other petroleum products |
|
|
40 |
|
|
|
40 |
|
|
|
44 |
|
|
|
45 |
|
|
|
59 |
|
Total Middle East/Africa |
|
|
341 |
|
|
|
391 |
|
|
|
400 |
|
|
|
386 |
|
|
|
415 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Worldwide |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Motor gasoline, naphthas |
|
|
3,274 |
|
|
|
3,301 |
|
|
|
3,238 |
|
|
|
3,176 |
|
|
|
3,165 |
|
Heating oils, kerosene, diesel oils |
|
|
2,560 |
|
|
|
2,517 |
|
|
|
2,432 |
|
|
|
2,292 |
|
|
|
2,389 |
|
Aviation fuels |
|
|
700 |
|
|
|
698 |
|
|
|
662 |
|
|
|
691 |
|
|
|
721 |
|
Heavy fuels |
|
|
711 |
|
|
|
659 |
|
|
|
638 |
|
|
|
604 |
|
|
|
668 |
|
Lubricants, specialty, and other petroleum products |
|
|
1,012 |
|
|
|
1,035 |
|
|
|
987 |
|
|
|
994 |
|
|
|
1,028 |
|
|
Total worldwide |
|
|
8,257 |
|
|
|
8,210 |
|
|
|
7,957 |
|
|
|
7,757 |
|
|
|
7,971 |
|
|
|
|
|
(1) |
|
Petroleum product sales include 100 percent of the sales of ExxonMobil and majority-owned
subsidiaries, and the ExxonMobil equity interest in sales by companies owned 50 percent or less. |
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 79
PETROLEUM PRODUCT SALES
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(thousands of barrels per day) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
Market and Supply Sales(1)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Market sales
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Motor gasoline, naphthas |
|
|
2,186 |
|
|
|
2,248 |
|
|
|
2,273 |
|
|
|
2,288 |
|
|
|
2,270 |
|
Heating oils, kerosene, diesel oils |
|
|
1,618 |
|
|
|
1,625 |
|
|
|
1,626 |
|
|
|
1,625 |
|
|
|
1,671 |
|
Aviation fuels |
|
|
475 |
|
|
|
503 |
|
|
|
514 |
|
|
|
529 |
|
|
|
566 |
|
Heavy fuels |
|
|
387 |
|
|
|
382 |
|
|
|
367 |
|
|
|
358 |
|
|
|
371 |
|
Lubricants, specialty, and other petroleum products |
|
|
467 |
|
|
|
495 |
|
|
|
483 |
|
|
|
494 |
|
|
|
484 |
|
Total market sales |
|
|
5,133 |
|
|
|
5,253 |
|
|
|
5,263 |
|
|
|
5,294 |
|
|
|
5,362 |
|
|
Total supply sales |
|
|
3,124 |
|
|
|
2,957 |
|
|
|
2,694 |
|
|
|
2,463 |
|
|
|
2,609 |
|
|
Total market and supply sales |
|
|
8,257 |
|
|
|
8,210 |
|
|
|
7,957 |
|
|
|
7,757 |
|
|
|
7,971 |
|
|
|
|
|
(1) |
|
Market sales are to retail site dealers, consumers (including government and military),
jobbers, and small resellers. Supply sales are to large oil marketers, large unbranded resellers,
and other oil companies. |
PREMIUM BRANDS DRIVE CONSUMER CONFIDENCE
ExxonMobil offers consumers premium products carrying the branding of Exxon, Mobil, and Esso.
Additional lines include our industry-leading lubricant line Mobil 1, while service offerings such
as our On the Run convenience store format and Wash n Run car wash provide motorists with the
things they need backed by brands they trust. A recent addition at On the Run is Bengal Traders
coffees, featuring a variety of blends, and fast becoming a recognized brand in itself.
80 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
The Baton Rouge chemical plant is home of
the worlds largest isopropyl alcohol (IPA) plant.
ExxonMobil has been in the IPA business for over
80 years and is again expanding this plant to
meet the growing needs of global customers.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Statistical Recap |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
|
|
|
Earnings(1) (millions of dollars) |
|
|
3,943 |
|
|
|
3,428 |
|
|
|
1,432 |
|
|
|
830 |
|
|
|
882 |
|
Prime
product sales(2) (thousands of metric tons) |
|
|
26,777 |
|
|
|
27,788 |
|
|
|
26,567 |
|
|
|
26,606 |
|
|
|
25,780 |
|
Average capital employed (millions of dollars) |
|
|
14,064 |
|
|
|
14,608 |
|
|
|
14,099 |
|
|
|
13,645 |
|
|
|
13,839 |
|
Return on average capital employed (percent) |
|
|
28.0 |
|
|
|
23.5 |
|
|
|
10.2 |
|
|
|
6.1 |
|
|
|
6.4 |
|
Capital expenditures (millions of dollars) |
|
|
654 |
|
|
|
690 |
|
|
|
692 |
|
|
|
954 |
|
|
|
872 |
|
|
|
|
(1) |
|
2001 earnings include a $175 million extraordinary gain on asset divestitures. |
|
(2) |
|
Prime product sales include ExxonMobils share of equity company volumes and finished-product
transfers to the Downstream. Carbon-black oil volumes are excluded. |
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 81
CHEMICAL STRATEGIES
ExxonMobil Chemical has produced industry-leading returns and earnings growth through the
effective implementation of our fundamental strategies, which have been proven over several
decades. We remain committed to these strategies across changing business environments:
§ |
|
Focus on businesses that capitalize on core competencies; |
|
§ |
|
Capture full benefits of integration across ExxonMobil operations; |
|
§ |
|
Continuously reduce costs to achieve best-in-class performance; |
|
§ |
|
Build proprietary technology positions; and, |
|
§ |
|
Selectively invest in advantaged projects. |
These strategies reflect our commitment to the industry, and they remain the
foundation for our business, and ultimately, our performance.
2005 RESULTS AND HIGHLIGHTS
Total 2005 earnings of $3.9 billion were up 15 percent versus 2004. Earnings included $540
million from the sale of Sinopec shares and joint-venture litigation. In generating these strong
financial results, ExxonMobil continued to benefit from our unique mix of businesses, broad
geographic coverage, and feedstock and integration advantages.
Return on average capital employed reached 28 percent, up from 23 percent in 2004. ExxonMobil
Chemical returns continue to exceed the average of our major chemical competitors. Over the last 10
years, our chemical segment has achieved an average return of 14 percent while making substantial
investments to support long-term growth. During the same period, our competitors averaged 8
percent.
2005 prime product sales volume of 27 million tons was 4 percent lower than the 2004 record.
Industry-wide inventory reduction during the first half of the year, combined with the impact of
Hurricanes Katrina and Rita, challenged sales in an otherwise stable global economic market. Our
chemical sales in Asia grew 4 percent, with sales in China up 18 percent, supported by the high
reliability of our operations.
Capital expenditures were $650 million. The company continued to invest selectively in high-return
efficiency projects, low-cost debottlenecks, and projects to support the growth of its specialty
businesses.
Announced plans for a second steam cracker and derivative units to supply growing Asia Pacific
market needs. This project would be located at our existing complex in Singapore, which is
strategically positioned to serve the high-growth markets in Asia, especially China.
(1) Chemical competitor
values are estimated on a consistent
basis with ExxonMobil, based
on public information.
82 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
Focused Strategies
Our long-term strategies have produced
competitive advantages that have resulted in
superior returns versus competition across the
business cycle. This strong performance is
derived from our unique business mix, investment
discipline, Upstream and Downstream integration,
world-class operations, leading proprietary
technologies, and product application expertise.
Our strategies are designed to deliver earnings
growth and attractive returns, strengthening our
position as the worlds premier petrochemical
company.
PREMIER PETROCHEMICAL COMPANY
|
|
|
|
|
Return on average capital employed (10-year) |
|
14 percent |
Businesses ranked 1 or 2 by market position |
|
> 90 percent |
Capital employed (at year end) |
|
$13 billion |
Prime product sales (tons) |
|
27 million |
Percent integrated capacity |
|
>90 percent |
Product marketing scope |
|
>150 countries |
BUSINESSES
|
|
|
|
|
|
|
Worldwide Rank |
|
|
|
Based on Market Position |
|
n Commodities |
|
|
|
|
Paraxylene |
|
|
#1 |
|
Olefins |
|
|
#2 |
|
Polyethylene |
|
|
#2 |
|
Polypropylene |
|
|
#5 |
|
|
|
|
|
|
nSpecialties |
|
|
|
|
Butyl Polymers |
|
|
#1 |
|
Fluids |
|
|
#1 |
|
Plasticizers/Oxo |
|
|
#1 |
|
Synthetics |
|
|
#1 |
|
Oriented Polypropylene Films |
|
|
#1 |
|
Adhesive Polymers |
|
|
#1 |
|
Ethylene Elastomers |
|
|
#2 |
|
Petroleum Additives |
|
|
#2 |
|
CAPITALIZING
ON CORE COMPETENCIES
ExxonMobils unique mix of chemical
businesses delivers superior performance
relative to competition throughout the business
cycle.
The company holds strong positions in the supply
chain for many of the largest-volume and
highest-growth petrochemicals in the global
economy. Specifically, we are:
§ |
|
One of the largest
producers of olefins, the basic
petrochemical building blocks; |
§ |
|
The largest worldwide producer of
polyolefins, including polyethylene, the
largest-volume plastic; and polypropylene,
one of the fastest-growing and most
versatile polymers; and, |
§ |
|
The largest global producer of
paraxylene and benzene. Paraxylene is one of
the fastest-growing
petrochemicals and the main raw material for the
manufacture of polyester fibers and polyethylene
terephthalate (PET) recyclable bottles. Benzene
is a primary building block for a broad array of
products ranging from nylon to polystyrene. |
The company also has a premier position in a
diverse portfolio of less-cyclical specialty
businesses. These include butyl polymers,
ethylene elastomers, synthetic lube basestock
fluids, petroleum additives, oriented
polypropylene film, plasticizers, hydrocarbon and
oxygenated fluids, oxo-alcohols, acids, and
adhesive polymers. Strong competitive advantages
are derived through unique combinations of
low-cost feedstocks, proprietary technology,
operational excellence, product application
expertise and synergies across businesses.
ExxonMobil continues to grow profitably and
strengthen these businesses through new products
with advanced performance attributes and by
expansion into new markets.
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 83
CAPTURING
FULL BENEFITS OF INTEGRATION
More than 90 percent of our owned and
operated chemical capacity is integrated with
large refining complexes or Upstream gas
processing plants. ExxonMobils long-standing
emphasis on integration is a key differentiator
versus competition. Manufacturing sites are
designed and managed to maximize synergies via
optimized molecule management, coordinated
technology development, joint facilities
planning and sharing of common systems and
support functions.
The flexibility derived from feedstock and fuels
integration with world-scale refineries enables
ExxonMobil Chemical to outperform competition. At
our largest petrochemical complexes, more than 60
streams are transferred between the refinery and
the chemical plants. Production and supply plans
are continuously optimized using sophisticated
models on both a regional and global level in
response to changes in feedstock costs and market
conditions. These benefits are not easily
duplicated without common ownership and
co-location of the refining and chemical
facilities.
CONTINUALLY REDUCE COSTS
TO ACHIEVE BEST IN CLASS PERFORMANCE
The company maintains a consistent and
relentless focus on improving efficiency and
reducing the costs of manufacturing, selling,
and distributing its products.
The companys disciplined approach to safety,
productivity, reliability, and quality
improvement has continually increased the
contribution of existing assets. Structured
programs that identify and rapidly capture
process efficiencies support earnings growth by
maximizing unit throughput, minimizing production
upsets, and increasing effective capacity at
significantly less than grass-roots cost.
Energy efficiencies and savings opportunities are
being identified and captured at ExxonMobil
facilities through the extensive use of our Global
Energy Management System, a corporate-wide set of
best practices and technologies. The energy
consumed per unit of product output has decreased
by more than 6 percent over the last three years.
Our Global Enterprise Management System supports
business processes used by ExxonMobil Chemical,
facilitating common business practices across our
global operations. It is a major source of
efficiency and a key contributor to our marketing
excellence initiatives, enabling improved service
to our customers.
BUILDING ON TECHNOLOGY LEADERSHIP
Technology is a major source of competitive advantage and differentiation. Our goal is
to provide value to our customers by better understanding their needs and meeting their
expectations through focused product innovation and application support.
84 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
SELECTIVELY INVESTING IN ADVANTAGED PROJECTS
In 2005, the company continued to focus on growth of our specialty businesses, low-cost
debottleneck projects, and high-return efficiency projects. Low-cost expansion projects have added
incremental capacity equivalent to one world-class steam cracker over the past three years.
In addition, planning progressed for several world-scale advantaged projects which would provide
attractive new capacity to serve growth markets.
Positioning the Chemical Company for Profitable Growth
Growth of the Specialty Businesses
§ |
|
Expansions of Exxpro specialty
elastomers production at Baytown, Texas, and
halobutyl production at Kashima, Japan,
demonstrate our commitment to the tire
industry, support our global supply strategy,
and strengthen our ability to meet growing
demand in Asia. |
§ |
|
Low-cost debottlenecks of our Baton
Rouge isopropyl alcohol plant and Singapore
oxo-alcohol plant will enable us to continue
to grow and respond to customers needs
worldwide. |
Expansions to Existing Facilities
§ |
|
The Singapore and Kemya steam
crackers, and some of their associated
derivative units, are being debottlenecked
to meet the growing demand of our
customers in Asia. |
§ |
|
A debottleneck of the
polypropylene plant in Baton Rouge is
planned for 2006 to meet strong demand for
this versatile polymer. |
Major Projects
§ |
|
Project development activities
continued on the Fujian integrated
refining, petrochemical, and fuels
marketing joint venture. This is the only
fully integrated project in China and would
involve construction of an 800
thousand-ton-per-year ethylene steam
cracker, polyethylene and polypropylene
units, and a 700 thousand-ton-per-year
paraxylene unit. |
|
§ |
|
The study for a second world-scale steam cracker in
Singapore to supply growing market needs in the
Asia Pacific region continues, and detailed
project definition is under way. The project
scope includes associated derivative units,
including new world-scale polyethylene,
polypropylene, and specialty elastomers plants,
an aromatics extraction unit and an oxo-alcohol
expansion. |
§ |
|
A joint feasibility study for a
world-scale petrochemical complex is
progressing between Qatar Petroleum and
ExxonMobil. The complex would utilize
feedstock from new gas development projects
in Qatars North Field
and supply competitively-advantaged products to
Asia and Europe. |
§ |
|
ExxonMobil continues to explore
additional opportunities for advantaged
growth to support increasing global
petrochemical demand. |
PROJECT START-UPS
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Capacity (1) |
|
|
|
|
|
|
|
|
|
(metric tons |
|
|
|
|
|
Location |
|
per year) |
|
Olefins/Polyolefins |
|
|
|
|
|
|
|
|
2005 |
|
Ethylene (50% interest) |
|
Yanpet |
|
|
78,000 |
|
2005 |
|
Polyethylene (50% interest) |
|
Yanpet |
|
|
47,000 |
|
2006 |
|
Ethylene (50% interest) |
|
Kemya |
|
|
30,000 |
|
2006 |
|
Ethylene |
|
Singapore |
|
|
75,000 |
|
2006 |
|
Polyethylene |
|
Singapore |
|
|
45,000 |
|
2006 |
|
Polypropylene |
|
Baton Rouge, Louisiana |
|
|
60,000 |
|
|
|
|
|
|
|
|
|
|
|
|
Specialty Businesses |
|
|
|
|
|
|
|
|
2005 |
|
Coated OPP Film |
|
Virton, Belgium |
|
|
16,000 |
|
2006 |
|
Thermoplastic Elastomers |
|
Pensacola, Florida |
|
1 line |
|
2006 |
|
Polyethylene Film |
|
Nasu, Japan |
|
|
25,000 |
(2) |
2006 |
|
Oxo-Alcohols |
|
Singapore |
|
|
40,000 |
|
2006 |
|
Isopropyl Alcohol |
|
Baton Rouge, Louisiana |
|
|
40,000 |
|
2006 |
|
Halobutyl Rubber (50%
interest) |
|
Kashima, Japan |
|
|
8,500 |
|
2006 |
|
Specialty Elastomers |
|
Baytown, Texas |
|
1 line |
|
|
|
|
(1) |
|
ExxonMobil equity share of capacity addition. |
|
(2) |
|
Thousand square meters per year. |
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 85
Key
Products Meeting Diverse Consumer Needs
In addition to being a premier supplier of olefins, polyolefins and aromatics, ExxonMobil
Chemical has strong market positions in a wide variety of other petrochemicals.
86 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
Chemical Operating Statistics
LARGE/INTEGRATED PRODUCTION COMPLEXES (BASED ON SIZE OR BREADTH OF PRODUCT SLATE)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
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|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Capacity (millions of tons per year) |
|
Ethylene |
|
|
Paraxylene |
|
|
Polyethylene |
|
|
Polypropylene |
|
|
Additional Products |
|
|
North America |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Baton Rouge, Louisiana |
|
|
1.0 |
|
|
|
|
|
|
|
1.3 |
|
|
|
0.4 |
|
|
P |
|
|
|
|
B |
|
|
|
E |
|
|
|
A |
|
|
|
F |
|
|
|
O |
|
|
|
|
|
Baytown, Texas |
|
|
2.2 |
|
|
|
0.6 |
|
|
|
|
|
|
|
0.8 |
|
|
P |
|
|
|
|
B |
|
|
|
|
|
|
|
|
|
|
|
F |
|
|
|
|
|
|
|
|
|
Beaumont, Texas |
|
|
0.8 |
|
|
|
0.3 |
|
|
|
1.0 |
|
|
|
|
|
|
P |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
S |
|
Mont Belvieu, Texas |
|
|
|
|
|
|
|
|
|
|
1.0 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Sarnia, Ontario |
|
|
0.3 |
|
|
|
|
|
|
|
0.5 |
|
|
|
|
|
|
P |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
F |
|
|
|
O |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Europe |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Antwerp, Belgium |
|
|
0.5 |
|
|
|
|
|
|
|
0.3 |
|
|
|
|
|
|
P |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
F |
|
|
|
O |
|
|
|
|
|
Fawley, England |
|
|
0.1 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
P |
|
|
|
|
B |
|
|
|
|
|
|
|
|
|
|
|
F |
|
|
|
O |
|
|
|
|
|
Fife, Scotland |
|
|
0.4 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Meerhout, Belgium |
|
|
|
|
|
|
|
|
|
|
0.5 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Notre-Dame-de-Gravenchon, France |
|
|
0.4 |
|
|
|
|
|
|
|
0.4 |
|
|
|
0.4 |
|
|
P |
|
|
|
|
B |
|
|
|
E |
|
|
|
A |
|
|
|
|
|
|
|
O |
|
|
|
S |
|
Rotterdam, the Netherlands |
|
|
|
|
|
|
0.6 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
O |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Middle East |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Al-Jubail, Saudi Arabia |
|
|
0.6 |
|
|
|
|
|
|
|
0.6 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Yanbu, Saudi Arabia |
|
|
1.0 |
|
|
|
|
|
|
|
0.6 |
|
|
|
0.2 |
|
|
P |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
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|
|
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|
|
|
|
|
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|
|
|
|
|
|
|
|
|
Asia Pacific |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
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|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Kawasaki, Japan |
|
|
0.5 |
|
|
|
|
|
|
|
0.1 |
|
|
|
|
|
|
P |
|
|
|
|
B |
|
|
|
|
|
|
|
A |
|
|
|
F |
|
|
|
|
|
|
|
|
|
Singapore |
|
|
0.8 |
|
|
|
0.8 |
|
|
|
0.6 |
|
|
|
0.4 |
|
|
P |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
F |
|
|
|
O |
|
|
|
|
|
Sriracha, Thailand |
|
|
|
|
|
|
0.5 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
F |
|
|
|
|
|
|
|
|
|
All other |
|
|
0.6 |
|
|
|
0.6 |
|
|
|
0.2 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total worldwide |
|
|
9.2 |
|
|
|
3.4 |
|
|
|
7.1 |
|
|
|
2.2 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
P Propylene B Butyl E Ethylene Elastomers A
Adhesive Polymers F Fluids O Oxo S Synthetics
OTHER
MANUFACTURING LOCATIONS
(1)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Location |
|
|
|
|
|
Product |
|
North America |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Bayway, New Jersey(2) |
|
|
|
|
|
|
|
|
|
|
l |
|
|
|
|
|
Belleville, Ontario |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
u |
|
Chalmette, Louisiana |
|
|
n |
|
|
|
|
|
|
|
|
|
|
|
|
|
Dartmouth, Nova Scotia |
|
|
|
|
|
|
|
|
|
|
l |
|
|
|
|
|
Edison, New Jersey |
|
|
|
|
|
|
|
|
|
|
l |
|
|
|
|
|
Houston, Texas(2) |
|
|
n |
|
|
|
|
|
|
|
|
|
|
|
|
|
Jeffersonville, Indiana |
|
|
|
|
|
|
5 |
|
|
|
|
|
|
|
|
|
Joliet, Illinois |
|
|
n |
|
|
|
|
|
|
|
|
|
|
|
|
|
LaGrange, Georgia |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
u |
|
Pensacola, Florida |
|
|
|
|
|
|
5 |
|
|
|
|
|
|
|
|
|
Plaquemine, Louisiana |
|
|
|
|
|
|
5 |
|
|
|
|
|
|
|
|
|
Shawnee, Oklahoma |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
u |
|
Stratford, Connecticut |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
u |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Latin America |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Campana, Argentina |
|
|
n |
|
|
|
|
|
|
|
l |
|
|
|
|
|
Managua, Nicaragua |
|
|
|
|
|
|
|
|
|
|
l |
|
|
|
|
|
Paulinia, Brazil |
|
|
|
|
|
|
|
|
|
|
l |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Europe |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Amsterdam, the Netherlands |
|
|
|
|
|
|
|
|
|
|
l |
|
|
|
|
|
Augusta, Italy |
|
|
n |
|
|
|
|
|
|
|
|
|
|
|
|
|
Brindisi, Italy |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
u |
|
Cologne, Germany |
|
|
|
|
|
|
5 |
|
|
|
|
|
|
|
|
|
Fos-sur-Mer, France |
|
|
n |
|
|
|
|
|
|
|
|
|
|
|
|
|
Geleen, the Netherlands |
|
|
|
|
|
|
5 |
|
|
|
|
|
|
|
|
|
Harnes, France(2) |
|
|
|
|
|
|
|
|
|
|
l |
|
|
|
|
|
Ingolstadt, Germany |
|
|
n |
|
|
|
|
|
|
|
|
|
|
|
|
|
Karlsruhe, Germany |
|
|
n |
|
|
|
|
|
|
|
|
|
|
|
|
|
Kerkrade, the Netherlands |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
u |
|
Newport, Wales |
|
|
|
|
|
|
5 |
|
|
|
|
|
|
|
|
|
Trecate, Italy |
|
|
|
|
|
|
|
|
|
|
l |
|
|
|
|
|
Virton, Belgium |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
u |
|
|
|
|
|
|
|
|
|
|
|
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|
|
|
|
|
|
Asia Pacific |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Adelaide, Australia(2) |
|
|
|
|
|
|
|
|
|
|
l |
|
|
|
|
|
Altona, Australia(3) |
|
|
n |
|
|
|
5 |
|
|
|
|
|
|
|
|
|
Botany Bay, Australia(3) |
|
|
n |
|
|
|
5 |
|
|
|
|
|
|
|
|
|
Jinshan, China |
|
|
|
|
|
|
5 |
|
|
|
|
|
|
|
|
|
Kashima, Japan |
|
|
|
|
|
|
5 |
|
|
|
|
|
|
|
|
|
Nasu, Japan |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
u |
|
Panyu, China |
|
|
|
|
|
|
|
|
|
|
l |
|
|
|
|
|
Sakai, Japan |
|
|
n |
|
|
|
|
|
|
|
l |
|
|
|
|
|
Wakayama, Japan |
|
|
n |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1) |
|
Includes joint-venture plants, with the exception
of the Infineum additives joint ventures. |
|
(2) |
|
Facility mothballed.
|
|
(3) |
|
Qenos joint venture sold on February 16, 2006. |
|
n |
|
Olefins/Aromatics |
|
5 |
|
Polymers |
|
l |
|
Other Chemicals |
|
u |
|
Films |
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 87
VOLUMES
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Includes ExxonMobils share of equity companies |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
2002 |
|
|
2001 |
|
|
Worldwide Production Volumes (thousands of metric tons) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Ethylene |
|
|
7,930 |
|
|
|
8,271 |
|
|
|
7,567 |
|
|
|
7,539 |
|
|
|
7,320 |
|
Polyethylene |
|
|
6,213 |
|
|
|
6,248 |
|
|
|
6,091 |
|
|
|
6,235 |
|
|
|
5,768 |
|
Polypropylene |
|
|
1,680 |
|
|
|
1,885 |
|
|
|
1,965 |
|
|
|
1,944 |
|
|
|
1,701 |
|
Paraxylene |
|
|
2,785 |
|
|
|
2,826 |
|
|
|
2,531 |
|
|
|
2,275 |
|
|
|
2,088 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Prime Product Sales Volumes(1) (thousands of metric tons) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Americas(2) |
|
|
11,523 |
|
|
|
12,842 |
|
|
|
11,939 |
|
|
|
12,614 |
|
|
|
12,278 |
|
Europe/Middle East/Africa |
|
|
7,310 |
|
|
|
7,334 |
|
|
|
7,180 |
|
|
|
7,002 |
|
|
|
6,661 |
|
Asia Pacific |
|
|
7,944 |
|
|
|
7,612 |
|
|
|
7,448 |
|
|
|
6,990 |
|
|
|
6,841 |
|
|
Total worldwide |
|
|
26,777 |
|
|
|
27,788 |
|
|
|
26,567 |
|
|
|
26,606 |
|
|
|
25,780 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Prime Product Sales Volumes(1) (thousands of metric tons) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Less-cyclical specialty businesses |
|
|
6,083 |
|
|
|
6,324 |
|
|
|
6,113 |
|
|
|
6,022 |
|
|
|
5,711 |
|
Olefins/polyolefins/aromatics/other |
|
|
20,694 |
|
|
|
21,464 |
|
|
|
20,454 |
|
|
|
20,584 |
|
|
|
20,069 |
|
|
Total |
|
|
26,777 |
|
|
|
27,788 |
|
|
|
26,567 |
|
|
|
26,606 |
|
|
|
25,780 |
|
|
|
|
|
(1) |
|
Prime product sales include ExxonMobils share of equity-company volumes and finished
product transfers to the Downstream. Carbon-black oil volumes are excluded. |
|
(2) |
|
Includes the United States, Canada, and Latin America. |
88 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
Frequently Used Terms
Listed below are definitions of several of ExxonMobils key business and financial performance
measures and other terms. These definitions are provided to facilitate understanding of the terms
and their calculation. In the case of financial measures that we believe constitute non-GAAP
financial measures under Securities and Exchange Commission Regulation G, we provide a
reconciliation to the most comparable Generally Accepted Accounting Principles (GAAP) measure and
other information required by that rule.
EARNINGS
EXCLUDING MERGER EXPENSES, DISCONTINUED OPERATIONS,
ACCOUNTING CHANGE, AND OTHER SPECIAL ITEMS
In addition to reporting U.S. GAAP defined net income, ExxonMobil also presents a measure of
earnings that excludes merger effects, earnings from discontinued operations, a required accounting
change, and other special items quantified and described in our quarterly and annual earnings press
releases. Earnings excluding the aforementioned items is a non-GAAP financial measure, and is
included to facilitate comparisons of base business performance across periods. A reconciliation to
net income is shown on page 16. We also refer to earnings excluding merger expenses, discontinued
operations, accounting changes, and other special items as normalized earnings. Earnings per share
amounts use the same average common shares outstanding as used for the calculation of net income
per common share and net income per common share assuming dilution.
OPERATING COSTS
Operating costs are the combined total of production, manufacturing, selling, general,
administrative, exploration, depreciation, and depletion expenses from the Consolidated Statement
of Income and ExxonMobils share of similar costs for equity companies. Operating costs are the
costs during the period to produce, manufacture, and otherwise prepare the companys products for
sale including energy costs, staffing, maintenance, and other costs to explore for and produce oil
and gas, and operate refining and chemical plants. Distribution and marketing expenses are also
included. Operating costs exclude the cost of raw materials, taxes, merger expenses, discontinued
operations, and interest expense. These expenses are on a before-tax basis. While ExxonMobils
management is responsible for all revenue and expense elements of net income, operating costs, as
defined below, represent the expenses most directly under managements control. Information
regarding these costs is therefore useful for investors and ExxonMobil management in evaluating
managements performance.
Reconciliation of Operating Costs
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
From ExxonMobils Consolidated Statement of Income |
|
|
|
|
|
|
|
|
|
|
|
|
Total costs and other deductions |
|
|
311,248 |
|
|
|
256,794 |
|
|
|
214,772 |
|
Less: |
|
|
|
|
|
|
|
|
|
|
|
|
Crude oil and product purchases |
|
|
185,219 |
|
|
|
139,224 |
|
|
|
107,658 |
|
Interest expense |
|
|
496 |
|
|
|
638 |
|
|
|
207 |
|
Excise taxes |
|
|
30,742 |
|
|
|
27,263 |
|
|
|
23,855 |
|
Other taxes and duties |
|
|
41,554 |
|
|
|
40,954 |
|
|
|
37,645 |
|
Income applicable to minority and preferred interests |
|
|
799 |
|
|
|
776 |
|
|
|
694 |
|
|
Subtotal |
|
|
52,438 |
|
|
|
47,939 |
|
|
|
44,713 |
|
ExxonMobils share of equity-company expenses |
|
|
4,520 |
|
|
|
4,209 |
|
|
|
3,937 |
|
|
Total operating costs |
|
|
56,958 |
|
|
|
52,148 |
|
|
|
48,650 |
|
|
Components of Operating Costs
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
From ExxonMobils Consolidated Statement of Income |
|
|
|
|
|
|
|
|
|
|
|
|
Production and manufacturing expenses |
|
|
26,819 |
|
|
|
23,225 |
|
|
|
21,260 |
|
Selling, general, and administrative expenses |
|
|
14,402 |
|
|
|
13,849 |
|
|
|
13,396 |
|
Depreciation and depletion |
|
|
10,253 |
|
|
|
9,767 |
|
|
|
9,047 |
|
Exploration expenses, including dry holes |
|
|
964 |
|
|
|
1,098 |
|
|
|
1,010 |
|
|
Subtotal |
|
|
52,438 |
|
|
|
47,939 |
|
|
|
44,713 |
|
ExxonMobils share of equity-company expenses |
|
|
4,520 |
|
|
|
4,209 |
|
|
|
3,937 |
|
|
Total operating costs |
|
|
56,958 |
|
|
|
52,148 |
|
|
|
48,650 |
|
|
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 89
CAPITAL EMPLOYED
Capital employed is a measure of net investment. When viewed from the perspective of how the
capital is used by the businesses, it includes ExxonMobils net share of property, plant, and
equipment and other assets less liabilities, excluding both short-term and long-term debt. When
viewed from the perspective of the sources of capital employed in total for the Corporation, it
includes ExxonMobils share of total debt and shareholders equity. Both of these views include
ExxonMobils share of amounts applicable to equity companies, which the Corporation believes should
be included to provide a more comprehensive measure of capital employed.
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
Business uses: asset and liability perspective |
|
|
|
|
|
|
|
|
|
|
|
|
Total assets |
|
|
208,335 |
|
|
|
195,256 |
|
|
|
174,278 |
|
Less liabilities and minority share of assets and liabilities |
|
|
|
|
|
|
|
|
|
|
|
|
Total current liabilities excluding notes and loans payable |
|
|
(44,536 |
) |
|
|
(39,701 |
) |
|
|
(33,597 |
) |
Total long-term liabilities excluding long-term debt and equity of minority
and preferred shareholders in affiliated companies |
|
|
(41,095 |
) |
|
|
(41,554 |
) |
|
|
(37,839 |
) |
Minority share of assets and liabilities |
|
|
(4,863 |
) |
|
|
(5,285 |
) |
|
|
(4,945 |
) |
Add ExxonMobil share of debt-financed equity-company net assets |
|
|
3,450 |
|
|
|
3,914 |
|
|
|
4,151 |
|
|
Total capital employed |
|
|
121,291 |
|
|
|
112,630 |
|
|
|
102,048 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Total corporate sources: debt and equity perspective |
|
|
|
|
|
|
|
|
|
|
|
|
Notes and loans payable |
|
|
1,771 |
|
|
|
3,280 |
|
|
|
4,789 |
|
Long-term debt |
|
|
6,220 |
|
|
|
5,013 |
|
|
|
4,756 |
|
Shareholders equity |
|
|
111,186 |
|
|
|
101,756 |
|
|
|
89,915 |
|
Less minority share of total debt |
|
|
(1,336 |
) |
|
|
(1,333 |
) |
|
|
(1,563 |
) |
Add ExxonMobil share of equity-company debt |
|
|
3,450 |
|
|
|
3,914 |
|
|
|
4,151 |
|
|
Total capital employed |
|
|
121,291 |
|
|
|
112,630 |
|
|
|
102,048 |
|
|
RETURN ON AVERAGE CAPITAL EMPLOYED (ROCE)
Return on average capital employed (ROCE) is a performance measure ratio. From the
perspective of the business segments, ROCE is annual business segment earnings divided by average
business segment capital employed (average of beginning- and end-of-year amounts). These segment
earnings include ExxonMobils share of segment earnings of equity companies, consistent with the
Corporations definition of capital employed and excluding the cost of financing. The Corporations
total ROCE is net income excluding the after-tax cost of financing, divided by total corporate
average capital employed. The Corporation has consistently applied its ROCE definition for many
years and views it as the best measure of historical capital productivity in our capital-intensive,
long-term industry, both to evaluate managements performance and to demonstrate to shareholders
that capital has been used wisely over the long term. Additional measures, which tend to be more
cash-flow based, are used for future investment decisions.
Return on Average Capital Employed
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
Net income |
|
|
36,130 |
|
|
|
25,330 |
|
|
|
21,510 |
|
Financing costs (after tax) |
|
|
|
|
|
|
|
|
|
|
|
|
Third-party debt |
|
|
(1 |
) |
|
|
(137 |
) |
|
|
(69 |
) |
ExxonMobil share of equity companies |
|
|
(144 |
) |
|
|
(185 |
) |
|
|
(172 |
) |
All other
financing costs net |
|
|
(295 |
) |
|
|
54 |
|
|
|
1,775 |
(1) |
|
Total financing costs |
|
|
(440 |
) |
|
|
(268 |
) |
|
|
1,534 |
|
|
Earnings excluding financing costs |
|
|
36,570 |
|
|
|
25,598 |
|
|
|
19,976 |
|
|
Average capital employed |
|
|
116,961 |
|
|
|
107,339 |
|
|
|
95,373 |
|
Return on
average capital employed corporate total |
|
|
31.3 |
% |
|
|
23.8 |
% |
|
|
20.9 |
% |
|
|
|
(1) |
|
All other financing costs net in 2003 includes interest income (after tax) associated
with the settlement of a U.S. tax dispute. |
TOTAL SHAREHOLDER RETURN
Shareholder return measures the change in value of an investment in stock over a specified
period of time, assuming dividend reinvestment. We calculate shareholder return over a particular
measurement period by: dividing (1) the sum of (a) the cumulative value of dividends received
during the measurement period, assuming reinvestment, plus (b) the difference between the stock
price
90 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
at the end and at the beginning of the measurement period; by (2) the stock price at the
beginning of the measurement period. For this purpose, we assume dividends are reinvested in stock
at market prices at approximately the same time actual dividends are paid. Shareholder return is
usually quoted on an annualized basis.
CAPITAL AND EXPLORATION EXPENDITURES (CAPEX)
Capital and exploration expenditures (Capex) are the combined total of additions at cost to
property, plant, and equipment and exploration expenses on a before-tax basis from the Consolidated
Statement of Income. ExxonMobils Capex includes its share of similar costs for equity companies.
Capex excludes depreciation on the cost of exploration support equipment and facilities recorded to
property, plant, and equipment when acquired. While ExxonMobils management is responsible for all
investments and elements of net income, particular focus is placed on managing the controllable
aspects of this group of expenditures.
FINDING
AND RESOURCEACQUISITION COSTS
Finding and resource-acquisition costs per oil-equivalent barrel is a performance measure
that is calculated using the Exploration portion of Upstream capital and exploration expenditures
and proved property acquisition costs divided by resource additions (in oil-equivalent barrels).
ExxonMobil refers to new discoveries and acquisitions of discovered resources as resource
additions. In addition to proved reserves, resource additions include quantities of oil and gas
that are not yet classified as proved reserves, but which ExxonMobil believes will likely be moved
into the proved reserves category and produced in the future.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
Exploration portion of Upstream capital and exploration expenditures (millions of dollars) |
|
|
1,693 |
|
|
|
1,283 |
|
|
|
1,215 |
|
Proved property acquisition costs (millions of dollars) |
|
|
174 |
|
|
|
93 |
|
|
|
|
|
Total exploration and proved property acquisition costs (millions of dollars) |
|
|
1,867 |
|
|
|
1,376 |
|
|
|
1,215 |
|
Resource additions (millions of oil-equivalent barrels) |
|
|
4,365 |
|
|
|
2,950 |
|
|
|
2,115 |
|
Finding and resource-acquisition costs per oil-equivalent barrel (dollars) |
|
|
0.43 |
|
|
|
0.47 |
|
|
|
0.57 |
|
LIQUIDS AND NATURAL GAS PROVED RESERVES
In this report, we use the term proved reserves to mean quantities of oil and gas that
ExxonMobil has determined to be reasonably certain of recovery under existing economic and
operating conditions on the basis of our long-standing, rigorous management review process. We only
book proved reserves when we have made significant funding commitments for the related projects. In
this report, we aggregate proved reserves of consolidated and equity companies, excluding royalties
and quantities due others, since ExxonMobil does not view these reserves differently from a
management perspective. To reflect managements view of ExxonMobils total liquids reserves, proved
reserves in this report also include tar-sands reserves from Canadian Syncrude operations, which
are reported separately as mining reserves in our SEC filings. Tar-sands reserves included in this
report totaled 738 million barrels at year-end 2005, 757 million barrels at year-end 2004, 781
million barrels at year-end 2003, 800 million barrels at year-end 2002, and 821 million barrels at
year-end 2001. For our own management purposes and as discussed in this report, we determine proved
reserves based on our long-term view of future price levels consistent with our investment
decisions. Based on Securities and Exchange Commission guidance, ExxonMobil also began in 2004 to
state our results to reflect the impacts on proved reserves of utilizing December 31 liquids and
natural gas prices (year-end price/cost revisions). On this basis, year-end proved reserves,
including year-end price/cost revisions, totaled 22.4 billion oil-equivalent barrels in 2005 and
21.7 billion oil-equivalent barrels in 2004. Excluding year-end price/cost revisions, 2005 proved
reserves also totaled 22.4 billion oil-equivalent barrels, while 2004 proved reserves totaled 22.2
billion oil-equivalent barrels.
RESOURCES , RESOURCE BASE , AND RECOVERABLE RESOURCES
Resources, resource base, recoverable oil, recoverable hydrocarbons, recoverable resources,
and similar terms used in this report are the total remaining estimated quantities of oil and gas
that are expected to be ultimately recoverable. In addition to proved reserves, the resource base
includes quantities of oil and gas that are not yet classified as proved reserves, but which
ExxonMobil believes will likely be moved into the proved reserves category and produced in the
future.
PROVED RESERVES REPLACEMENT RATIO
Proved reserves replacement ratio is a performance measure that is calculated using proved
oil-equivalent reserves additions divided by oil-equivalent production. Both proved reserves
additions and production include amounts applicable to equity companies. The ratio usually reported
by ExxonMobil excludes sales and year-end
price/cost revisions, and includes Canadian tar-sands mining operations in both additions and
production volumes. See the definition of liquids and natural gas proved reserves above. When
reporting the ratio, the inclusions and exclusions are listed, as shown on pages 60 and 61.
EXXON
MOBIL CORPORATION § 2005 FINANCIAL
& OPERATING REVIEW 91
PROVED RESERVES REPLACEMENT COSTS
Proved reserves replacement costs per oil-equivalent barrel is a performance measure ratio.
Proved reserves replacement costs per barrel are costs incurred in property acquisition and
exploration, plus costs incurred in development activities divided by proved oil-equivalent
reserves additions, excluding sales. Both the costs incurred and the proved reserves additions
include amounts applicable to equity companies as well as Canadian tar-sands operations and exclude
year-end price/cost revisions. See the definition of liquids and natural gas proved reserves on
the preceding page.
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
Costs incurred |
|
|
|
|
|
|
|
|
|
|
|
|
Property acquisition costs |
|
|
453 |
|
|
|
134 |
|
|
|
45 |
|
Exploration costs |
|
|
1,420 |
|
|
|
1,255 |
|
|
|
1,181 |
|
Development costs |
|
|
10,561 |
|
|
|
9,122 |
|
|
|
9,856 |
|
Total costs incurred |
|
|
12,434 |
|
|
|
10,511 |
|
|
|
11,082 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of barrels) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
Proved oil-equivalent reserves additions |
|
|
|
|
|
|
|
|
|
|
|
|
Revisions |
|
|
377 |
|
|
|
140 |
|
|
|
619 |
|
Improved recovery |
|
|
31 |
|
|
|
28 |
|
|
|
116 |
|
Extensions/discoveries |
|
|
1,461 |
|
|
|
1,809 |
|
|
|
961 |
|
Purchases |
|
|
122 |
|
|
|
11 |
|
|
|
2 |
|
Total oil-equivalent reserves additions |
|
|
1,991 |
|
|
|
1,988 |
|
|
|
1,698 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Proved reserves replacement costs |
|
|
6.25 |
|
|
|
5.29 |
|
|
|
6.53 |
|
HEAVY OIL
Heavy oil, for the purpose of this report, includes heavy oil, extra heavy oil, and bitumen,
as defined by the World Petroleum Congress in 1987 based on API gravity and viscosity at reservoir
conditions. Heavy oil has an API gravity between 10 and 22.3 degrees. The API gravity of extra
heavy oil and bitumen is less than 10 degrees. Extra heavy oil has a viscosity less than 10
thousand centipoise, whereas the viscosity of bitumen is greater than 10 thousand centipoise. The
term tar sands is used to indicate heavy oil (generally bitumen) that is recovered in a mining
operation.
CASH FLOW FROM OPERATIONS AND ASSET SALES
Cash flow from operations and asset sales is the sum of the net cash provided by operating
activities and proceeds from sales of subsidiaries, investments, and property, plant, and equipment
from the Summary Statement of Cash Flows. This cash flow is the total sources of cash from both
operating the Corporations assets and from the divesting of assets. The Corporation employs a
long-standing and regular disciplined review process to ensure that all assets are contributing to
the Corporations strategic and financial objectives. Assets are divested when they are no longer
meeting these objectives, or are worth considerably more to others. Because of the regular nature
of this activity, we believe it is useful for investors to consider sales proceeds together with
cash provided by operating activities when evaluating cash available for investment in the business
and financing activities, including shareholder distributions.
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
Net cash provided by operating activities |
|
|
48,138 |
|
|
|
40,551 |
|
|
|
28,498 |
|
Sales of subsidiaries, investments and property, plant, and equipment |
|
|
6,036 |
|
|
|
2,754 |
|
|
|
2,290 |
|
|
Cash flow from operations and asset sales |
|
|
54,174 |
|
|
|
43,305 |
|
|
|
30,788 |
|
|
DISTRIBUTIONS TO SHAREHOLDERS
The Corporation distributed cash to shareholders in the form of both dividends and share
purchases. Shares are purchased both to reduce shares outstanding and to offset shares issued in
conjunction with company benefit plans and programs. For purposes of calculating distributions to
shareholders, the Corporation only includes the cost of those shares purchased to reduce shares
outstanding.
|
|
|
|
|
|
|
|
|
|
|
|
|
(millions of dollars) |
|
2005 |
|
|
2004 |
|
|
2003 |
|
|
Dividends paid to ExxonMobil shareholders |
|
|
7,185 |
|
|
|
6,896 |
|
|
|
6,515 |
|
Cost of shares purchased to reduce shares outstanding |
|
|
16,000 |
|
|
|
8,000 |
|
|
|
5,000 |
|
|
Distributions to ExxonMobil shareholders |
|
|
23,185 |
|
|
|
14,896 |
|
|
|
11,515 |
|
|
Memo: Gross cost of shares purchased to offset shares
issued under benefit plans and programs |
|
|
2,221 |
|
|
|
1,951 |
|
|
|
881 |
|
92 EXXON
MOBIL CORPORATION § 2005 FINANCIAL & OPERATING REVIEW
Index
|
|
|
|
|
Acreage |
|
|
26-29, 58 |
|
Africa |
|
|
9, 15, 38, 48-49 |
|
Americas gas market |
|
|
42 |
|
Asia Pacific/Middle East |
|
|
50, 56-59, 81, 84, 86-87 |
|
|
|
|
|
|
Balance sheet |
|
|
21 |
|
Business strategies and competitive advantages
|
|
|
4-5, 10-13, 14, 25, 65, 81-82 |
|
|
Canada |
|
|
11, 34-35, 44-45, 56-59 |
|
Capital and exploration expenditures |
|
|
2, 18-19, 24, 90 |
|
Capital employed |
|
|
2-3, 17, 24-25, 64-65, 80-82, 89 |
|
Cash flow |
|
|
2-3, 6, 23, 91 |
|
Cash flow statement |
|
|
23, 91 |
|
Chemical businesses |
|
|
12, 82 |
|
Chemical capacity |
|
|
86 |
|
Chemical products |
|
|
85 |
|
Chemical projects |
|
|
84 |
|
Chemical results |
|
|
81 |
|
Chemical volumes and revenues |
|
|
87 |
|
|
|
|
|
|
Depreciation and depletion |
|
|
20-23, 62-63 |
|
Dividend and shareholder information |
|
|
6 |
|
Downstream results |
|
|
65 |
|
|
|
|
|
|
Earnings |
|
|
2, 16, 88 |
|
Earnings, oil and gas |
|
|
62-63 |
|
Earnings per barrel |
|
|
26 |
|
Energy management |
|
|
14, 67, 83 |
|
Energy outlook |
|
|
7-9 |
|
Europe |
|
|
40, 46-47 |
|
European gas market |
|
|
40 |
|
|
|
|
|
|
Financial highlights |
|
|
2 |
|
Finding and resource-acquisition costs |
|
|
25, 31, 90 |
|
Frequently used terms |
|
|
88-91 |
|
Fuels marketing |
|
|
70-71 |
|
|
|
|
|
|
Gas-to-liquids (GTL) |
|
|
36, 52 |
|
|
|
|
|
|
Heavy oil |
|
|
9, 30, 32-34, 45, 91 |
|
|
Income statement |
|
|
22 |
|
Integration |
|
|
65-66, 70, 81-83 |
|
|
|
|
|
|
Key financial ratios |
|
|
2 |
|
|
|
|
|
|
LNG |
|
|
9, 11, 15, 29, 31, 33, 36, 38-41, 47, 50-53 |
|
Lubricants and Specialties |
|
|
72-73 |
|
|
|
|
|
|
Molecule management |
|
|
67, 83 |
|
|
|
|
|
|
Operating costs |
|
|
20, 88 |
|
|
|
|
|
|
Petroleum product sales |
|
|
78-79 |
|
Production volumes |
|
|
56-57 |
|
Property, plant, and equipment |
|
|
20 |
|
|
|
|
|
|
Refinery utilization |
|
|
67, 76 |
|
Refining and Supply |
|
|
66-69 |
|
Refining capacity |
|
|
74-76 |
|
Reserves and resources |
|
|
29-32, 59-61, 91 |
|
Reserves replacement costs |
|
|
61, 90 |
|
Reserves replacement ratio |
|
|
60-61, 90 |
|
Retail sites |
|
|
70, 77 |
|
Return on average capital employed
|
|
|
2-3, 17, 24-25, 64-65, 80-81, 89 |
|
Russia/Caspian |
|
|
54-55 |
|
|
|
|
|
|
Safety, health, and environment |
|
|
14-15 |
|
Share purchases |
|
|
6, 91 |
|
South America |
|
|
45 |
|
|
|
|
|
|
Technology |
|
|
10-13 |
|
Tight gas |
|
|
10, 33, 40, 44 |
|
Total shareholder return |
|
|
2, 6, 89 |
|
|
|
|
|
|
United States |
|
|
42-43 |
|
Upstream development project summary |
|
|
39 |
|
Upstream production profile |
|
|
27 |
|
Upstream results |
|
|
25 |
|
|
|
|
|
|
Wells, net drilled |
|
|
58 |
|
Exxon Mobil Corporation has numerous affiliates, many with names that include ExxonMobil, Exxon,
Mobil, and Esso. For convenience and simplicity, terms like Corporation, company, our, we, and its
are sometimes used as abbreviated references to specific affiliates or affiliate groups.
Abbreviated references describing global or regional operational organizations and global or
regional business lines are also sometimes used for convenience and simplicity. Similarly,
ExxonMobil has business relationships with thousands of customers, suppliers, governments, and
others. Words like venture, joint venture, partnership, co-venturer, and partner are used to
indicate business or other relationships involving common activities and interests, and those words
may not indicate precise legal relationships.
The following terms are trademarks, service marks, or proprietary process names of Exxon Mobil
Corporation or its affiliates: AGC-21, Bengal Traders, EMpact, Esso, Exceed, Exxon, ExxonMobil, Exxpol, Exxpro, Hydrofining, Mobil, Mobil
1, Mobil 1 ESP Formula, Mobil 1 Extended Performance, Mobil Clean 5000, Mobil Clean 7500, Nexxstar,
On the Run, Santoprene, SCANfining, TransPlus, Vistamaxx, Wash n Run, XyMax.
The following third-party trademarks or service marks, referenced in the text of this report, are
owned by the entities indicated: Acura (Honda Motor Co., Ltd.); American Le Mans (Automobile Club de Loeust, A.C.O.); Aston Martin
(Aston Martin Lagonda Limited); Bentley (Bentley Motors Limited); Cadillac and Corvette (General
Motors Corporation); Chrysler and Dodge (DaimlerChrysler Corporation); Formula 1 (Formula One
Licensing BV); Mercedes and Mercedes-Benz (DaimlerChrysler AG); NASCAR (National Association for
Stock Car Racing, Inc.); Porsche (Dr. Ing. H.C.F. Porsche AG); Saab (Saab AB); and, Toyota (Toyota
Jidosha KK).
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