Exhibit 99.1
ESSO Imperial Oil
Investor Day June 2013
Agenda
9:30 a.m.
Welcome
John Charlton, Manager, Investor Relations
Energy Outlook
Rich Kruger, Chairman, President and CEO
Corporate Overview
Downstream & Chemical
Paul Masschelin, Senior Vice-President, Finance
BREAK (10 minutes)
Upstream
Glenn Scott, Senior Vice-President, Resources
Technology & Innovation
Future Opportunities
Rich Kruger
Final Comments
11:15 a.m.
Question Period
Noon
Lunch
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ESSO Imperial Oil
Cautionary statement
This presentation contains forward-looking information on future production, project start-ups and future capital spending. Actual results could differ materially due to changes in project schedules, operating performance, demand for oil and gas, commercial negotiations or other technical and economic factors.
Oil-equivalent barrels (OEB) may be misleading, particularly if used in isolation. An OEB conversion ratio of 6,000 cubic feet to one barrel is based on an energy-equivalency conversion method primarily applicable at the burner tip and does not represent a value equivalency at the well head.
Proved reserves are calculated under United States Securities and Exchange Commission (SEC) requirements, as shown in Form 10-K dated December 31, 2012.
Pursuant to National Instrument 51-101 disclosure guidelines, and using Canadian Oil and Gas Evaluation Handbook definitions, Imperial’s non-proved resources are classified as a “contingent resource.” Such resources are a best estimate of the company’s net interest after royalties at year-end 2012, as determined by Imperial’s internal qualified reserves evaluator. Contingent resources are considered to be potentially recoverable from known accumulations, using established technology or technology under development, but are currently not considered to be commercially recoverable due to one or more contingencies. There is no certainty that it will be economically viable or technically feasible to produce any portion of the resource.
The term “project” as used in these materials does not necessarily have the same meaning as under Securities and Exchange Commission (“SEC”) Rule 13q-1 relating to government payment reporting. For example, a single project for purposes of the rule may encompass numerous properties, agreements, investments, developments, phases, work efforts, activities and components, each of which we may also informally describe as a “project”.
Financials in Canadian dollars.
3
ESSO Imperial Oil
ESSO Imperial Oil
Energy Outlook
Economic growth drives energy demand
Global energy demand up 35% by 2040
GDP
$ trillions 2005
120
100
80
60
40
20
0
Average Growth / Yr.
2010 – 2040
2.8%
Non OECD
OECD
1990
2015
2040
Energy Demand
Quadrillion BTUs
1200
1000
800
600
400
200
0
Average Growth / Yr.
2010 – 2040
1.0%
Expected savings from efficiency gains
Non OECD
OECD
1990
2015
2040
Source: ExxonMobil 2013 Outlook for Energy
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ESSO Imperial Oil
Demand for all energy sources to increase
Oil and gas will continue to meet 60% of total demand
World energy demand by source
Quadrillion BTUs
250 200 150 100 50 0
2010
2040
Oil Gas Coal Nuclear Other
Source: ExxonMobil 2013 Outlook for Energy; other includes biomass/waste, hydro and other renewables
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ESSO Imperial Oil
Significant new liquids supplies required
65+ million barrels per day of new production required by 2035
Global liquids
mb/d
120 100 80 60 40 20 0
Existing production
New production required
2010 2035
Source: International Energy Agency – 2010
7
Canadian oil sands growth to continue
With projected growth, North America balanced post-2030
North American liquids
mbd
30
25
20
15
10
5
0
Demand
Net Imports
Canadian Oil Sands
Biofuels
NGLs, Other
Crude & Condensate
1990
2000
2010
2020
2030
2040
Source: ExxonMobil 2013 Outlook for Energy
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ESSO Imperial Oil
ESSO Imperial Oil
Corporate Overview
Imperial Oil’s business model
Deliver superior, long-term shareholder value
1. Long-life, advantaged assets
2. Disciplined investment and cost management
3. Integration and synergies
4. High-impact technologies and innovation
5. Operational excellence and responsible growth
ExxonMobil relationship
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ESSO Imperial Oil
Operational excellence & risk management
Comprehensive system to manage operational risks
Operations Integrity Management System
Management Leadership, Commitment, and Accountability
1
2 Risk Assessment and Management
3 Facilities Design and Construction
4 Information/ Documentation
5 Personnel and Training
6 Operations and Maintenance
7 Management of Change
8 Third-Party Services
9 Incident Investigation and Analysis
10 Community Awareness and Emergency Preparedness
Operations Integrity Assessment and Improvement
11
11
ESSO Imperial Oil
Workforce safety
Safety is first in all we do
Workforce safety
Incidents per 200k hours
0.8 0.6 0.4 0.2 0.0
Best ever
2008 2009 2010 2011 2012
“Nobody Gets Hurt”
12
Spills & other releases
Committed to ensuring the integrity of our operations
Spills and other releases
Number
50
40
30
20
10
0
Best ever
2008 2009 2010 2011 2012
“Protect Tomorrow. Today”
13
Air emissions
Committed to reducing the environmental impact of our operations
Emissions
k tonnes/year
80
60
40
20
0
Best ever
2008 2009 2010 2011 2012
14
Financial performance
Record earnings per share in 2012
Net income per share
$/share
5 4 3 2 1 0
2008 2009 2010 2011 2012
2012 1Q13
Earnings - $ billions 3.77 0.80
Earnings - $ per share1 4.42 0.94
ROCE - % 23 20
Gross production2 - koebd 282 284
Refining throughput - kbd 435 430
Cash flow - $ billions 4.68 0.60
Investments - $ billions 5.68 2.98
1diluted basis 2before royalties
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ESSO Imperial Oil
Industry leadership across all business lines
• World’s largest in-situ heavy oil operation at Cold Lake
• World’s largest oil sands producer at Syncrude
• Next generation mining project at Kearl
• Largest petroleum refiner in Canada
• Major fuels marketer across the country
• Leading manufacturer and marketer of lubricants
• Highest polyethylene market share for rotational moulding
• Industry leader in asphalt production
16
Industry-leading return on capital employed
Maximizing investment value and life-cycle asset performance
ROCE
%
30 25 20 15 10 5 0
5-yr. average 2012
IMO HSE CVE SU CNRL
Source: Bloomberg, company publications
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ESSO Imperial Oil
Unmatched shareholder distributions
Nearly $14 billion returned to shareholders in last 10 years
Shareholder distributions 2003-2012
$ billions
15 10 5 0
Share reductions Dividends
IMO HSE SU CNRL CVE
Source: company publications
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ESSO Imperial Oil
Increased ownership per share
2-3 times ownership increase in the last 20 years
Share repurchases*
1994—2012
Outstanding
848 million
Repurchased
902 million
Indexed ownership per share
2012 vs. 1994 metrics, %
400
300
200
100
0
Crude
production
Refinery
throughput
Chemical
sales
Proved
reserves
* shares outstanding at year-end and adjusted for 3:1 share splits in 1998 and 2006
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ESSO Imperial Oil
Long-life, high-quality proved reserves
3.6 billion oil-equivalent barrels, concentrated in world-class assets
2012 proved reserves
billion oeb*
4
3
2
1
0
Other
Kearl
Syncrude
Cold Lake
* after royalties
20
Large, non-proved resource base
13 billion oil-equivalent barrels to support profitable growth
2012 resource base
billion oeb*
15
10
5
0
Other
Mining
In-situ
Gas
Liquids
Growth
opportunities
Progressing
* after royalties
Esso Imperial Oil
21
Executing plans to achieve growth
Investing about $40 billion this decade focused on upstream growth
Average capex per year*
$ billions
5 4 3 2 1 0
2000-2009
2010-2019
*Upstream, Downstream, Chemical & Corporate
22
Production positioned to double by 2020
Funded nearly 200 kbd of additional liquids
Production outlook*
kboed
600
400
200
0
New Opportunities
Oil Sands - mining
Oil Sands - in-situ
Conventional
To be
sanctioned
Under
construction
Starting up
Existing
2010 2013 2016 2020
* before royalties
23 Esso Imperial Oil
Financial strength to support growth plans
Strong balance sheet maintained under wide range of scenarios
Debt to capital*
%
50
40
30
20
10
0
$55/bbl WTI
$95/bbl WTI
• S&P AAA rating
• Flexibility for new opportunities
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
* Projected at May 31, 2013, includes Celtic acquisition
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Esso Imperial Oil
Esso Imperial Oil
Downstream & Chemical
Integration & synergies
Delivering competitive advantage across the value chain
Production
Refining
Chemical
Crude and natural gas
Petroleum products
Commodities and specialties
Leveraging ExxonMobil relationship
26 Esso Imperial Oil
Downstream & Chemical strategies
Maximizing value of every molecule
Consistently deliver best-in-class performance
Provide valued and high-quality products and services
Lead industry in efficiency and effectiveness
Selectively invest for advantaged returns
27 Esso Imperial Oil
Downstream business results
Record earnings and strong competitive position
2012 Downstream profitability*
US$/bbl
15
10
5
0
SU IMO HSE CVE
2012 1Q13
Earnings - $ billions 1.77 0.48
ROCE - % 63 N/A
Refinery throughput - kbd 435 430
Net petroleum prod. sales - kbd 445 426
Investments - $ millions 140 27
* Source: Barclays Research
28 Esso Imperial Oil
Refineries capture crude price differentials
80% of capacity accesses advantaged mid-continent crudes
2012 throughput
kbd
200 160 120 80 40 0
Strathcona/Sarnia - 100% advantaged
Expanding access to Nanticoke
Dartmouth refinery - decision in 2013
Advantaged crudes
Strathcona Sarnia Nanticoke Dartmouth
29 Esso Imperial Oil
Efficient operations and selective investment
Relentless focus on operational excellence, costs and self-help
Refining energy intensity
%
105 100 95 90
Industry
Imperial
2003 2005 2007 2009 2011
Downstream & Chemical capex
% of depreciation
200 150 100 50 0
2003-2007 2008-2012
*Source: Solomon data, indexed
30 Esso Imperial Oil
Downstream to maximize value of Kearl
Unique level of technical, operational and commercial support
Refinery*
Nanticoke
Sarnia
Joliet
Billings
Beaumont
Baton Rouge
Chalmette
Baytown
Torrance
Total
Gross
cap. kbd*
118
127
248
62
359
523
195
584
156
2,372
Coking
cap. kbd*
0
25
59
10
48
124
30
96
53
445
“Imperial & ExxonMobil refineries can run all initial Kearl production”*
Access to global crude marketing expertise
Portfolio of processing options
Unique-to-industry modelling tools for value maximization
*Source: Wood Mackenzie Upstream Insight April 2013
31 Esso Imperial Oil
Downstream value extends beyond refining
World-class brands, extensive marketing networks
Esso
On the Run
Esso
Mobil 1
Tim HortonsR
RBCR
RBC Royal Bank
RBC Banque Royale
Reliable provider of quality products
National retail network - 18% market share
Diverse sales channels
Company-owned retail sites in major markets
Distributor networks for national coverage
30% market share for lubricants
Strong technical customer support
Beneficial partnerships
32 Esso Imperial Oil
Chemical business results
Record earnings from integrated manufacturing
Earnings - $ millions
ROCE (%)
Petrochemical sales (kT)
2012
165
63
1,044
1Q13
35
N/A
240
33 Esso Imperial Oil
Focus on high-value products
Sarnia polyethylene is a top-tier asset serving specialty customers
Site advantages:
Integrated with refinery
Cracking ethane and propane
Leading supplier to North American rotational moulding market
Sustained technology development focus
Ethane feed, capacity creep opportunities
34 Esso Imperial Oil
Downstream & Chemical funding upstream growth
About $5 billion of net cash over last 4 years
Imperial net income
$ billions
4 3 2 1 0
Chemical
Downstream
Upstream
Corporate
2009 2010 2011 2012
Downstream & Chemical net cash
$ billions
2.5 2.0 1.5 1.0 0.5 0.0
2009 2010 2011 2012
35 Esso Imperial Oil
Esso Imperial Oil
Upstream
World-class assets
A distinct competitive advantage
Cold Lake
Syncrude
Kearl
37 Esso Imperial Oil
Upstream strategies
Profitable growth, high-impact technology and portfolio quality
Maximize value of existing production
Invest in growth projects that deliver superior results
Enhance resource value through high-impact technologies
Pursue the highest quality exploration opportunities
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Esso Imperial Oil
Upstream business results
Operational excellence and asset quality drive industry-leading profitability
2012 Upstream profitability1
US$/boe
25 20 15 10 5 0
IMO SU CVE HSE
2012
1Q13
Earnings - $ billions
1.89
0.30
ROCE - %
13
N/A
Gross production2 - koebd
282
284
Liquids production2 - kbd
250
253
Investments - $ billions
5.52
2.94
1Barclays Research
2before royalties
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Esso Imperial Oil
Syncrude
Strategic asset with improvement potential
Ownership:
25% Imperial
Start-up:
1978
2012 production*:
72 kbd
Cumulative production*:
0.6 billion bbls
Recoverable resource*:
2.0 billion bbls
*IOL share, before royalties
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Esso Imperial Oil
Focused on increasing production
First priority is to improve reliability
Syncrude production
kbd, 25% IOL share
100 75 50 25 0
Near-term opportunity range
2010 2011 2012
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Esso Imperial Oil
Systematic approach to reliability improvements
Progress in several areas
Downtime factors
%
100 75 50 25 0
2010 2011 2012
Extended average coker run life from 2 to 3 years
Addressed furnace failures by correcting erosion root cause
Addressed hydrogen unit heat exchange failures by redesigning tube sheet connections
Other
Extraction
Mining
Upgrading
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Esso Imperial Oil
Focus on improving cost structure
Progress in several areas
Syncrude employee workforce
number
6000 5500 5000 4500
2010 2011 2012
Aligned organization with IOL/EM best practices
- Line of sight through asset teams
- Eliminated redundant interfaces
- Sharing support services
- Saving $90M per year
IOL/EM global procurement achieving lower cost supplies and services
- Saving $200M per year
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Esso Imperial Oil
Cold Lake
A premier asset
Ownership:
100% Imperial
Commercial start-up:
1985
Gross production:
150 kbd
Active wells:
~ 4,500
Cumulative production:
> 1 billion bbls
Proved reserves:
1.1 billion bbls*
Non-proved resource:
2.9 billion bbls*
* after royalties
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Esso Imperial Oil
Industry-leading reliability
Consistently delivering nameplate capacity
Production - 3 year average 2010-2012*
% of capacity
IMO Cold Lake
MEG Christina Lake
CVE Foster Creek
SU MacKay River
DVN Jackfish
CVE Christina Lake
CNQ Primrose
SU Firebag
COP Surmont
Shell Peace River
CLL Great Divide
JACOS Hangingstone
CNOOC Long Lake
Shell Orion
HSE Tucker
0 20 40 60 80 100
* note: data for DVN Jackfish is for Phase 1 only and CVE Christina Lake is for Phases A & B only Source: Peters & Co. Limited, geoSCOUT
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Esso Imperial Oil
Highly competitive cost structure
Results from operational excellence and cost discipline
In-situ cash operating costs*
C$/bbl
CLL Great Divide
HSE Tucker
STP Thermal
SU Thermal
DVN Jackfish
MEG Christina Lake
CVE Christina Lake
IMO Cold Lake
CVE Foster Creek
HSE Sask. Thermal
CNQ Thermal
0 10 20 30
* Source: FirstEnergy Capital Corp., FirstFacts May 21, 2013
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Esso Imperial Oil
Increasing recovery through innovation
Leveraging technology and operational best practices
Cold Lake demonstrated recovery
(%)
60 40 20 0
1970’s 1980’s 1990’s 2000’s 2010+
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Esso Imperial Oil
Phased expansion - “design one, build many”
Over 1 billion barrels produced with continued growth planned
Cold Lake production*
kbd
200 150 100 50 0
Pilots
Maskwa
Mahihkan
Mahkeses
Nabiye
1980 1990 2000 2012 2015
* before royalties
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Esso Imperial Oil
Cold Lake - Nabiye project
On schedule and on budget for 2014 start-up
Sanctioned in 2012 for $2B
- 40 kbd production
- 140 kbd steam generation
- 170 MW cogeneration
- 7 pads of 24 wells each
More than 40% complete
Design one, build many replicates Mahkeses
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Esso Imperial Oil
Kearl
Next generation oil sands development
Ownership:
71% Imperial
29% ExxonMobil
Commercial start-up:
2013
Gross production:
110 kbd (initial)*
345 kbd (final)*
Development cost:
$6.80/bbl
Recoverable resource:
4.6 billion bbls*
* Gross, before royalties
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Esso Imperial Oil
First oil sands mine without an upgrader
Producing pipeline-quality diluted bitumen
Mining
Overburden
Oil Sands
Shovels
Trucks 400T load
Ore Preparation Plant
Crusher
Conveyor
Surge Bin
Slurry Prep
Hot Water & Caustic
Hydrotransport
Hydrotransport pumps
6 in series for each PL
Proprietary Froth Treatment
Solvent
Diluent
Diluted Bitumen
To Markets
via Pipeline
SRU
Bitumen & Solvent
FSU1
TSRU2
TSRU1
3 x 33% trains
FSU2
Fines/Water/Asphaltenes
Extraction
Primary Separation Cell (PSC)
Sand/Water
Fines/Water
Floatation Cells
Hydrotransport Conditioning 2 x60%, 24” PL
Athabasca River
River Water Intake
External Tailings Area
51
Esso Imperial Oil
Kearl Oil Sands virtual tour
Watch the video on Imperial’s YouTube channel.
YouTubeTM
YouTube.com/ImperialOil
The Kearl value advantage
Large resource, long-life production
Resource quality
Proprietary froth treatment
Reliability enhancements Environmental performance
Competitive cost structure
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Esso Imperial Oil
40+ year asset life
Gross production plateau of 345 kbd, Imperial share 71%
Kearl development plan*
kbd
400
300
200
100
0
Plant Debottleneck 45 kbd
Third Ore Preparation Plant 80 kbd
Expansion Project 110 kbd
Initial Development 110 kbd
Sanctioned
2013 2050
* before royalties
Esso Imperial Oil
Resource quality
A lasting unit cost advantage
Athabasca undeveloped mining resources
ore grade, % bitumen
12.5
12.0
11.5
11.0
10.5
10.0
Increasing Mining Efficiency
Increasing Processing Efficiency
Higher quality
Kearl
12 11 10 9 8 7
Total Volume: Bitumen in Place
55
Esso Imperial Oil
Proprietary froth treatment
Higher reliability, pipeline-quality and refinery-ready crude
Existing mines
Naphthenic Froth Treatment 3.5% 96.5%
Sediment and water
Bitumen
Onsite upgrader
Sale
Synthetic crude
Refinery
Bitumen Froth
Kearl
Paraffinic Froth Treatment 0.1% 92% 8% X
Sediment and water
Bitumen
Asphaltenes
Sale
Dilbit
Diluent
Refinery
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Esso Imperial Oil
Reliability enhancements
Investment to reduce unit operating cost
Dual hydro transport lines to main plant site
Dual slurry prep plants
Oversized surge bin
Oversized crusher
Dual surge bin feed conveyors
57
Esso Imperial Oil
Next generation oil sands technology
Kearl full-cycle GHGs about the same as average crude refined in U.S.
Wells-to-wheels GHG Emissions*
kgCO2/bbl of refined products
Saudi Arabia–Arab Light
Average barrel refined in the US (2005)
Kearl
Mexico–Maya
Venezuela–Bachaquero
Canadian oil sands: SAGD dilbit
Nigeria–Bonny Light
Canadian oil sands: Mining SCO
Canadian oil sands: CSS dilbit
Venezuela–Petrozuata (upgraded)
US–Midway–Sunset (California)
0 200 400 600
* Source: IHS CERA Oil Sands, Greenhouse Gases, and U.S. Oil supply Getting the Numbers Right – 2012 Update
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Esso Imperial Oil
Cost structure competitive with SAGD
Profitable across a broad range of oil prices
Cost structure*
$/bbl
Major opportunity for ongoing efficiencies
Application of IOL/EM best practices consistently delivers low unit costs
40 30 20 10 0
Realization (vs. Kearl)
CO2 tax
Sustaining capital
Initial development
Opex - natural gas
Opex - other
Average SAGD (3.0 SOR)
Kearl
Top-tier SAGD (2.5 SOR)
* Source: FirstEnergy Capital Corp., FirstFacts, February 14, 2013; costs include G&A
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Esso Imperial Oil
Kearl Expansion Project
On schedule and on budget for start-up late 2015
Sanctioned in 2011 for $8.9B
- Initial production 110 kbd
About one-third complete
All full-size modules being constructed in Edmonton
Same contractors as the Kearl Initial Development project
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Esso Imperial Oil
Upstream summary
Significant near-term production and earnings growth
Highly competitive operating costs
Kearl and Nabiye designed for best-in-industry reliability
Driving systematic improvements at Syncrude
300 kbd new production by around 2020
- 200 kbd starting up or under construction
61
Market access strategy
Ensure take-away capacity for all equity crude
Optimize use of existing systems to maximize value
Participate in multiple new pipeline opportunities
Use rail options to bridge and provide insurance
Mitigate any future surplus via portfolio optimizations
Esso Imperial Oil
Strategy recognizes uncertainties
Pursuing a portfolio of options
Commitments to new pipeline capacity
kbd
Currently transporting more than 400 kbd from Alberta by pipeline
Secured 290 kbd of additional pipeline capacity for Kearl and Nabiye
- Keystone, Gulf Coast Access, Keystone XL, Trans Mountain
- Considering TransCanada’s Energy East
Advancing rail options to mitigate pipeline uncertainties
300 200 100 0
2014 2016 2018
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Esso Imperial Oil
Esso Imperial Oil
Technology & Innovation
Technology & innovation
Selective value-driven development, industry-leading capabilities
Long-term, unmatched commitment
Systematic research process
$200 million invested in 2012
Integrated with ExxonMobil’s research
Founding member of Canada’s Oil Sands Innovation Alliance (COSIA)
65 Esso Imperial Oil
High-impact technologies
Focused on fundamental business improvements and long-term value
Increase recovery
Improve reliability
Lower costs
Increase margins
Improve environmental performance
66
Imperial’s game-changing research
Watch the video on Imperial’s YouTube channel.
YouTubeTM
YouTube.com/ImperialOil
Potential game-changing technologies
A history of success, organizational commitment to further innovate
SA-SAGD
Solvent-assisted SAGD
CSP
Cyclic solvent process
CIMA
Chemically induced micro agglomeration
NAE
Non-aqueous extraction
Deliver business improvements and long-term value
68 Esso Imperial Oil
Future opportunities
Significant growth potential beyond current plans
2012 non-proved resource base – billion oeb*
15 10 5 0
Other
Mining
In-situ
Gas
Liquids
Growth opportunities
Progressing
Horn River
Firebag Aspen Corner
Celtic
Cold Lake/
Grand Rapids
gas mining in-situ
* after royalties
69 Esso Imperial Oil
New in-situ opportunities
Development planning underway
Aspen – 100% IOL
Ft. McMurray
Corner – 63% IOL
Grand Rapids – 100% IOL
Resource potential: 3 billion barrels
Enabling technology: SAGD/SA-SAGD
Potential scope: 9+ phases
35-45 kbd per phase
Commercial start-up: 2019+
70 Esso Imperial Oil
Unconventional gas
Large acreage position, development optionality
Horn River 340K acres
Montney / Duvernay 650K acres
Resource potential: 15+ TCF
Liquids-rich Montney
Enabling technology: Horizontal drilling
Hydraulic fracturing LNG
Ownership: 50% IOL, 50% EM
Current production: 100 MCFD, 4 kbd
Forward plans: Demonstrate Horn River pilot recovery efficiency
Evaluate additional resources to support LNG
Montney provides favourable economics without LNG
71 Esso Imperial Oil
Benefiting from ExxonMobil relationship
Complete access to global LNG technology, experience and expertise
World’s largest LNG trains
World’s largest LNG ships
Project planning and execution
Operational experience
International marketing expertise
Project financing
72 Esso Imperial Oil
Long-term growth
Potential of 1+ million barrels per day by 2030
Production outlook*
kboed
1000 800 600 400 200 0
New technologies/opportunities
Oil Sands - mining
Oil Sands - in-situ
Conventional
2010 2020 2030
* before royalties
73 Esso Imperial Oil
Esso Imperial Oil
Final Comments
Imperial Oil’s business model
Deliver superior, long-term shareholder value
1. Long-life, advantaged assets
2. Disciplined investment and cost management
3. Integration and synergies
4. High-impact technologies and innovation
5. Operational excellence and responsible growth
75 Esso Imperial Oil
For more information
www.imperialoil.ca
For more detailed investor
information, or to receive annual
and interim reports, please contact:
John A. Charlton
Manager, Investor Relations
Imperial Oil Limited
237 Fourth Avenue SW
Calgary, Alberta T2P 3M9
Email: john.a.charlton@esso.ca
Phone: (403) 237-4537
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Esso Imperial Oil
Investor Day June 2013