I have no additional beans to spill about Exxon’s internal discussions on climate change, so if that is what you were looking for, I offer my apologies and advise you to read no further.
Nor will I spend much time rehashing the recent reports from Inside Climate News, the LA Times, the New York Times or the Guardian that recount what Exxon knew about climate change and what they did to promote doubt and delay climate policy in recent years . What I will offer is my perspective as an ex-oil industry insider on Exxon’s corporate culture and why their downplaying of their own in-house research is perhaps even worse than it appears. I’ll also look at how differently Exxon approached climate change compared to BP and Shell.
I have never worked for Exxon but, in my 30-plus years of oil industry experience, I have had a fair bit of exposure to Exxon’s culture through being involved with project partnerships with them, interactions with Exxon employees at technical conferences, and working with colleagues who had spent their formative years at Exxon. Most of my career was spent working for lesser-known, mid-size companies (Husky Oil, OMV, Encana) rather than the notorious Big Oil Companies. From the perspective of the smaller companies, the giant multinationals are seen as lumbering beasts, slow to act, slow to innovate, secretive and over-confident. Exxon was the biggest of the lumbering beasts, easy to run rings around in mature basins. As an example, consider how the big companies were bystanders and taken by surprise in the North American fracking revolution. Continue reading






The carbon content in the top three metres of