Employment policies and practices

Our employment practices are governed by our Standards of Business Conduct, which support our commitment to equal employment opportunity, prohibit harassment and discrimination in the workplace, and are consistent with applicable laws and regulations of the countries in which we operate.

Policies against discrimination
Any form of discrimination by or toward employees, contractors, suppliers, and customers in any ExxonMobil workplace is strictly prohibited. Our global, zero-tolerance policy applies to all forms of discrimination, including discrimination based on sexual orientation and gender identity. Harassment, even in its most subtle forms, is in direct conflict with company policy and will not be tolerated. All employees are subject to disciplinary action up to, and including, termination for any act of harassment. We have deployed a comprehensive education, training, and stewardship program to ensure this policy is understood, implemented, and followed by our employees throughout our worldwide operations. Each affiliate has adopted ExxonMobil’s global standards, with modifications as required for compliance with country law.

Employee benefits and programs
We provide all employees with a competitive package of benefits and programs, which varies based on the legal requirements and culture of countries. Benefit coverage for spouses is based on legally recognized spousal relationships in the individual countries where we operate. In the United States, we have adopted the definition of spouse used in federal law, which provides benefits to heterosexual couples. Employees in countries where national law recognizes same-sex relationships are provided spousal benefits under the ExxonMobil programs.

We take our benefit plan commitments seriously. The funding levels of all qualified pension plans are in compliance with standards set by applicable law or regulation. All defined benefit pension obligations are fully supported by the financial strength of the Corporation or the respective sponsoring affiliate.

Employee engagement
ExxonMobil seeks to create an environment of open communication with our more than 83,000 employees. During the annual performance assessment and development process, all employees have a structured, documented discussion with their supervisors about work goals, training objectives, and development needs. This process provides the basis for ongoing employee coaching and continuous performance improvement. Employees are actively developed throughout the course of their careers with training, mentoring, and opportunities to join professional networks.

Engagement with senior management takes place in the form of employee forums, where senior managers engage with employees on many topics such as business or safety performance, public policy, and long-term planning. During these forums, employees may ask questions on any topic. In 2010, Management Committee members and the presidents of the functional companies held more than 25 meetings with employees.

In 2010, ExxonMobil and XTO Energy Inc. completed an all-stock transaction to create a new organization focused on global development and production of unconventional natural gas resources. ExxonMobil and XTO personnel worked alongside each other in a transition team in Fort Worth, Texas, to prepare the merged company for operations. ExxonMobil and XTO management have taken all necessary steps to ensure that our colleagues at XTO understand how important they are to the success of the new organization.

Diversity
Our global reach is evident in more than just our physical locations. The diversity and inclusion of thought, skill, knowledge, and culture of our global workforce make us more competitive, more resilient, and better able to navigate the complex and constantly changing global energy business. Our Global Workforce Diversity Framework is intended to attract, develop, and retain a premier workforce; actively foster a work environment where individual and cultural differences are respected and valued; and identify and develop leadership capabilities of employees to perform effectively in a variety of environments. Local employee networks exist in various locations and provide a positive, informal environment for career development information, act as an advisory group to management, build cultural awareness, and support community outreach.

View chart: 2010 Workforce by Geographic Region

At year-end 2010, about 40 percent of our employees were located within the United States and 60 percent internationally. In 2010, approximately 34 percent of our executives were non-U.S. employees. We hired more than 2400 management and professional employees worldwide, of whom approximately 70 percent were outside the United States.

View chart: Management and Professional New Hires

ExxonMobil promotes leadership opportunities for women globally to improve the gender balance within our company. Currently, women account for about 26 percent of our worldwide workforce, excluding companyoperated retail stores.

View chart: 2010 Percent Female Management & Professional New Hires by Geographic Region

In 2010, 40 percent of management and professional new hires were women, significantly higher than the percentage of women in our broader employee population. Approximately 14 percent of executive employees worldwide are women, compared to 13 percent in 2009. One significant challenge in attaining gender balance in technology companies like ExxonMobil is a long-standing trend of fewer women selecting college majors and careers in science, technology, engineering, and mathematics. ExxonMobil is supporting efforts to make access to science, technology, engineering, and mathematics education more widely available, particularly to women and minorities in the United States.

View chart: 2010 Percent Women & Minorities by Position in the United States

We are also working to increase the representation of minorities, including African-Americans, Hispanics, Asians, and Native Americans, in our U.S. operations. For example, our hiring programs include outreach to ensure diverse candidates are identified. Based on U.S. Equal Employment Opportunity Commission reporting, minorities comprised approximately one-third of our U.S. workforce and 21 percent of officials and managers in 2010.