1. Comparable Companies Ratios 9.1a Source:Takeovers, Restructuring, and Corporate Governance by J. Fred Weston Et Al., Pearson Prentice Hall, 2004, 2001

2. Comparable Transaction Ratios 9.1b Source:Takeovers, Restructuring, and Corporate Governance by J. Fred Weston Et Al., Pearson Prentice Hall, 2004, 2001

3. Comparable Transaction Ratios 9.2a Source:Takeovers, Restructuring, and Corporate Governance by J. Fred Weston Et Al., Pearson Prentice Hall, 2004, 2001 1.2

4. Comparable Transaction Ratios 9.2b Source:Takeovers, Restructuring, and Corporate Governance by J. Fred Weston Et Al., Pearson Prentice Hall, 2004, 2001

5. Data for Comparable Transactions 9.3a Source:Takeovers, Restructuring, and Corporate Governance by J. Fred Weston Et Al., Pearson Prentice Hall, 2004, 2001

6. AmocoTexacoConocoAverage Total paid/sales1.380.770.370.84 Total paid/book3.002.792.292.69 Total paid/net income22.4615.467.6015.18 Premium paid, % target22.3%17.7%0.0%13.3% Premium paid, % combined7.7%6.3%0.00%4.7% Comparable Transaction Ratios Source:Takeovers, Restructuring, and Corporate Governance by J. Fred Weston Et Al., Pearson Prentice Hall, 2004, 2001 Comparable Transaction Ratios 9.3b

7. Application of Valuation Ratios to Mobil 9.3c Source:Takeovers, Restructuring, and Corporate Governance by J. Fred Weston Et Al., Pearson Prentice Hall, 2004, 2001

8. Application of Valuation Ratios to Mobil 9.4 Source:Takeovers, Restructuring, and Corporate Governance by J. Fred Weston Et Al., Pearson Prentice Hall, 2004, 2001

9. Summary Valuation Analysis Source:Takeovers, Restructuring, and Corporate Governance by J. Fred Weston Et Al., Pearson Prentice Hall, 2004, 2001

10. The discounted cash flow technique *The discounted cash flow value (or what the total capital employed in the business is worth) Has been calculated based on operating profits that do not consider financing costs (for Example, interest expense) or income from nonoperating assets. As a result, the net value Of the equity is derived by subtracting the market value of debt and adding the market value Of nonoperating assets. Year 3 Cash Flow From Operations Year 4 And Beyond Cash Flow From Operations Historical Financial Results Adjustments for Nonrecurring Items Prospects For the Future Cash Flow Adjustments Projected Sales And Operation Profit 4 Years + 3 Years 1 Years 2 Years + + - - Year 2 Cash Flow From Operations Shareholder Value Market Value Of Debt Marketable Securities and Excess Assets Present Value Of Residual Value Present Value Cash Flow From Operations Year 1 Cash Flow From Operations

11. Source: WESTON ET, AL TABLE 10.6 General DCF Spreadsheet Valuation Model (Model 10-03B) (dollar amounts in millions except per share)