Global Account Quarterly Review

1. Global Account Quarterly Review ExxonMobil Dan Dailey, Q4’03

2. Agenda • Account Status • Existing Projects & Opportunities • Relationship Progress & Issues • Competitive Analysis • Next Step Critical Actions

3. Status • Client Organization & Strategy • Key Client Issues • Financial Performance Summary • Target Update • Competitive Scenario • Review of Previous Quarter Actions

4. Client Organization & Strategy “ExxonMobil’s overarching objective is to create long-term, sustainable shareholder value. We remain committed to the business strategies that have delivered results for decades: investment discipline, operational excellence, development and application of state-of-the-art technology, and maintenance of the highest standards of ethics and business integrity.” Lee Raymond, Chairman and CEO • ExxonMobil has paid a dividend every year for a century – and in 2002, annual dividend payments increased for the 20th consecutive year. • Both innovation and disciplined execution will be essential elements for success. • The companies that endure and prosper will be those that can look beyond short-term fluctuations and stay focused on long-term fundamentals.

5. Client Organization & Strategy Financial Times, January 27, 2004: ….plans for production growth beyond 2007 could turn to acquisitions, deals with governments such as Russia, an acceleration of LNG business or more exploration……. ‘Yet ExxonMobil's generous finances are not enough to guarantee any of those plans succeed. Each also requires relationship building, something analysts believe ExxonMobil needs to work on.” "The good news is they're big, strong and rich and act like it," says an industry observer. "The bad news is they're big, strong and rich and act like it."

6. Client Organization & Strategy The company’s stated strategic goals are to: • Maximize profitability of existing oil and gas production. • Identify and pursue all attractive exploration opportunities. • Invest in projects that deliver superior returns. • Capitalize on growing natural gas markets.

7. Client Organization & Strategy Efforts to implement these goals have included: • Bringing the Chad-Cameroon oil pipeline (650 mile) online. Initial capacity of 50 Mb/d is expected to rise to 250 Mb/d during peak production periods. • Developing projects on the Norwegian Continental Shelf, such as Ringhorne, Grane, Fram West, and Mikkel, with existing infrastructure to maximize economic returns. • Consolidating its US East and US West Production organizations as part of the company’s ongoing process to improve business performance. • Initiating the construction of deepwater projects in West Africa (Xikomba and Erha), and the GoM (Thunder Horse), which will house the world’s largest semisubmersible rig. • Announcing multiple deepwater discoveries (2002 - 2003): Bolia and Usan in Nigeria; Reco Reco and Gindungo in Angola; Jansz in Australia; Kalamkas in Kazakhstan; and also declaring Kashagan commercial in Kazakhstan.

8. Client Organization & Strategy • Using an Early Production System (EPS) to bring the Nigerian Yoho project online two years ahead of schedule. • Continuing to develop the North Field in Qatar, which is the largest non-associated gas field in the world. • Producing 7.8 million metric tons at three existing LNG trains at Qatargas in 2002 to supply Japan and Spain. Signing a Heads of Agreement for Qatargas II to supply the UK and Continental Europe. • Also in Qatar, producing 6.1 million metric tons at the RasGas LNG facilities for sale mainly to Korea. Beginning construction of trains 3 and 4 to supply India and Europe, respectively. • Implementing a “standarized design concept” that lowered the cost of building a Qatar LNG train by 30%.

9. ExxonMobil Technology / Computing Strategy & Management Technical Computing Operating Model & the Role of Vendors Internal research & associated delivery of proprietary geoscience computing applications eg: Importance of API Breakthru Internal & External partnerships to deliver industry leading Geoscience computing applications to our desk tops eg: Synthetics / FloGrid Distinguishing Capabilities Competitive execution of broadly available technology eg: Focused effort on optimizing GF deployment Capability Foundation Client Organization & Strategy

10. 2003 Upstream / Corporate Results Total Upstream (2002) Corporate (2002) Revenue $246.7 billion ($204) Net Income $14.5 billion (9.6) $21.5 billion ($11.5) Earnings $12.8 billion (9.8) $17.0 billion ($11.5) ROACE (22.3 %) (13.5%) Capital & explor expenditures $12.0 billion (10.4) $15.5 billion ($14.0) Liquids prod (bbls/day) 2,516 kbd (2,496) Gas prod (billion cu ft/day) 10,119 (10,452) New resource add (oil equiv) (2.2 billion bbls) Proved reserves add (oil equiv) (1.9 billion bbls) Finding and dvlp costs ($4.39) (Five-year avg per oil-equiv barrel) Client Organization & Strategy

11. Client Organization & Strategy Historical trends in oil and gas production by country (2003 John S. Herold, Inc.)

12. Client Organization & Strategy Geographic sources of ExxonMobil’s oil & gas reserves, 2002 (21,909 mmboe) (2003 John S. Herold, Inc.)

13. Client Organization & Strategy Production Replacement Performance, 1994 - 2002 Pro-Forma Results (Exxon and Mobil) (2003 John S. Herold, Inc.)

14. Client Organization & Strategy Worldwide Reserves Replacement Performance

15. Client Organization & Strategy

16. Client Organization & Strategy Projected total future daily oil & gas production, mboe/d

17. Client Organization & Strategy Sources of production from new development ventures, 2002 - 2010

18. Client Organization & Strategy ExxonMobil

19. Client Organization & Strategy ExxonMobil Exploration Company

20. Client Organization & Strategy EMEC Upstream Technical Computing

21. Client Organization & Strategy EMEC Technical

22. Client Organization & Strategy ExxonMobil Development Company

23. Client Organization & Strategy ExxonMobil Production Company

24. Client Organization & Strategy ExxonMobil Upstream Research Company

25. Client Organization & Strategy ExxonMobil Global Services Company

26. Client Organization & Strategy Petrotechnical IT Spend

27. Key Client Issues

28. Financial Performance Summary

29. Financial Performance Summary

30. Highlights Conclusion of Synthetics and CSA development projects (850k) Award of the 2004 GF404 rollout training program (420k) GF404 deployed in USA Bus Unit with no problems, Migration continues ahead of schedule High level Interface Mtg. conducted on Nov 7 with discussions targeted at an exchange of information enabling XOM to make business decisions regarding next-gen systems in the May-Jun timeframe (budgetary) A test of MPLS connectivity successfully conducted between Jakarta and Houston setting stage for inclusion of additional remote XOM locations Lowlights Loss of GF404 rollout migration work (1300k). XOM to do the work themselves XOM informed SIS that they would be dropping Drilling Office line of products at the end of 2004. They intend to use internally developed products. Concerns about GeoFrame being late to XOM and concerns over GF Petrophysics were raised by XOM at high level XOM/SLB meetings (Gould/Longwell). Account Activities (Q4’03)

31. Target Update A - Revised forecast throughout the year against initial Revenue Plan B - Original Revenue Plan: weighted 2004 inputs from Committed/Pipeline/Strategic tables (8F, 9E, 10E). Difference vs Initial Plan Total (Target) creates “To Be Found” category. C - ?? D – Unweighted 2004 Totals from Committed/Pipeline/Strategic tables (8F, 9D, 10D). “To be found” Plan Orders calculated as 11B “To Be Found” Plan Revenue times 4 (representing a 25% weighting).

32. Review of Previous Quarters Actions

33. Existing Projects & Opportunities • Pipeline Opportunities • Strategic Opportunities • Summary of Won, Lost, & Missed • Operational Issues • Customer Satisfaction

34. Pipeline Opportunities 1) Total Contract Value is the 100% value of the opportunity 2) Services are Products, IM, IS or Consulting 3) Weighted % is weighting as per the opportunity currently in CRM 4) 100% Value 2004 is the non-weight revenue in 2004, if successful with the opportunity 5) Weighted Value 2004 is the risk-weighted revenue for 2004

35. Strategic Opportunities

36. Summary of Won, Lost & Missed Business Wins Summary for Q4’03 Lost, Missed Opportunites & Bids Summary for Q4’03

37. Operational Issues Specific Issues and actions

38. Customer Satisfaction • Several comments from Mike Pelton over the last month that the migration of GF4 seems to be going very well. • Comments from Adem Djakic and others that they are very pleased with the CSA/Synthetics development projects that took place in 2003 • Concerns expressed by XOM that they do not believe we have a handle on the development/commercialization process and they would like to see us have an audit (with their participation

39. Relationship Progress & Issues • Contact & Relationship Overview • Summary of Key Meetings

40. Contact & Relationship Overview

41. Contact & Relationship Overview

42. Contact & Relationship Overview

43. Summary of Key Meetings & Events • Oct 1 - 12 XOM staff attend Miami Forum including Comstock & Carter (both made presentations), 4 XOM presentations in total. Strategic Mtg w/ Comstock, Carter, Djakic, Whelan / Goode, Toma, Trayner, Le Peuch, Peyret, Grimnes, Dailey, Lavorini. Groundwork laid for future Interface Meetings. • Oct 6 - officially informed via telephone by XOM of loss of GF4 data migration, XOM planned to do it themselves • Oct 14 - Drlg Mtg review of DO 3.1. Informed by XOM that they would be dropping Drilling Office suite at the end of 2004 in lieu of their internally developed applications • Oct 15 - GeoViz/TurboViz directions mtg w/ 14 XOM looking at current GeoViz API plans as well as how TurboViz might play into this (Trayner, Macgregor, Whitley, Cornish, …) • Oct 30 - Houston Energy IT Workshop, Jake Booth (XOM) in attendance • Nov 6 - Mtg w/ Jim Whelan (XOM) & staff to discuss and address training issues • Nov 7 - First XOM/SIS Interface Committee Mtg • Nov 14 - Pilot project of MPLS from Jakarta <> Houston initiated

44. Summary of Key Meetings & Events • Dec - Doug Bishea replaces Adem Djakic as Mgr of Tech Set group • Dec 16 - CSA & Synthetics final review (presented invoice to Bishea) Other Ongoing Activities (Oct-Dec): • Re-negotiation of a commercial FloGrid / source code arrangement • Identification of 9 topics to be pursued under direction of Interface Committee and the beginning of those discussions • 4 rigs provided with VSAT service during the Qtr • PVT XML data delivery project via Calgary development group (incorporate XML data format in PVTRecord data delivery mechanism) • Examination of XOM software called AVOxtract to potentially be picked up by SIS for inclusion in GF baseline • XOM visited Pioneer to look at DecisionPoint implementation leading to upcoming mtgs. • Ongoing discussions around Petrophysical developments, IP, and GF on Linux • Preparation for Jan04 IM/DP Mtg

45. Competitive Analysis & Strategic Positioning • Current Map of Products and Services • SWOT Analysis by Segment

46. Map of Products & Services

47. SWOT Analysis – Software Products • Strength: - SIS is the incumbent (large install base) - Most integrated solution - A long strong history; a good relationship - Moving towards a nextgen vision • Weakness: - Unclear nextgen vision – no clear roadmap - Migration/transition costs - Lack of functionality in XOM geol mindset - Lack of credibility in meeting targets Opportunity: - Geology Office replacing Stratworks - GeoViz/TurboViz replacing VoxelGeo • CPS replacing Zmap • Threat: - XOM does nothing waiting for Petrel, nextgen, .... - Landmark confuses the space w/ DecisionSpace • Lack of understanding of XOM workflows • Unknown competition

48. SWOT Analysis – Information Management • Strength: - No real commercial opposition for DM - Some credibility established in portal workspace - Tie of ProSource tools to Expeditor/Omega - Long term strength tieing to SWP middlewares • Weakness: - Lack of visibility (XOM does it internally) • Lack of clear message between DM and Web • Access (middleware story) Opportunity: - Sell DM technology; not services/consulting - Sell portal technology to end user community (Prod) • Look at positioning longer term InfoTrak as • KM project • Threat: - XOM themselves; done internally for years - Lack of ownership by any one group; who to go to

49. SWOT Analysis – Infrastructure Solutions • Strength: - Global reach • Proven VSAT abilities Weakness: - Credibility on a corporate wide major project - Scope of offerings Opportunity: - Connectivity between remote offices & Houston becoming a major provider of connectivity • Be player in Identity Management solution initially • targeted at smartcard rollout for physical access • Threat: - Many large vendors for IT provision • - Atos

50. SWOT Analysis – Consulting • Strength: - Domain knowledge • - Ability to deliver as well as design Weakness: - Credibility Opportunity: - Production management ?? - Integrated AspenTech project ?? • Living Business Model ?? • Threat: - Accenture, IBM, …. • - XOM do not necessarily like consultants