Shell Socially responsible investors briefing in London - April 24, 2017

Royal Dutch Shell April 24, 2017
Royal Dutch Shell plc
April 24, 2017
Annual roundtable
Socially Responsible Investors
#makethefuture

Ben van Beurden
Chief Executive Officer
Royal Dutch Shell

Royal Dutch Shell April 24, 2017 3
Cautionary note This presentation contains data from Shell’s New Lens Scenarios. The New Lens Scenarios are a part of an ongoing process used in Shell for 40 years to challenge executives’ perspectives on the
future business environment. We base them on plausible assumptions and quantifications, and they are designed to stretch management to consider even events that may only be remotely possible.
Scenarios, therefore, are not intended to be predictions of likely future events or outcomes and investors should not rely on them when making an investment decision with regard to Royal Dutch
Shell plc securities.
It is important to note that Shell’s existing portfolio has been decades in development. While we believe our portfolio is resilient under a wide range of outlooks, including the IEA’s 450 scenario, it
includes assets across a spectrum of energy intensities including some with above-average intensity. While we seek to enhance our operations’ average energy intensity through both the
development of new projects and divestments, we have no immediate plans to move to a net-zero emissions portfolio over our investment horizon of 10-20 years.
The companies in which Royal Dutch Shell plc directly and indirectly owns investments are separate legal entities. In this presentation “Shell”, “Shell group” and “Royal Dutch Shell” are sometimes
used for convenience where references are made to Royal Dutch Shell plc and its subsidiaries in general. Likewise, the words “we”, “us” and “our” are also used to refer to subsidiaries in general or
to those who work for them. These expressions are also used where no useful purpose is served by identifying the particular company or companies. ‘‘Subsidiaries’’, “Shell subsidiaries” and “Shell
companies” as used in this presentation refer to companies over which Royal Dutch Shell plc either directly or indirectly has control. Entities and unincorporated arrangements over which Shell has
joint control are generally referred to “joint ventures” and “joint operations” respectively. Entities over which Shell has significant influence but neither control nor joint control are referred to as
“associates”. The term “Shell interest” is used for convenience to indicate the direct and/or indirect ownership interest held by Shell in a venture, partnership or company, after exclusion of all third-
party interest.
This presentation contains forward-looking statements concerning the financial condition, results of operations and businesses of Royal Dutch Shell. All statements other than statements of historical
fact are, or may be deemed to be, forward-looking statements. Forward-looking statements are statements of future expectations that are based on management’s current expectations and
assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those expressed or implied in these statements.
Forward-looking statements include, among other things, statements concerning the potential exposure of Royal Dutch Shell to market risks and statements expressing management’s expectations,
beliefs, estimates, forecasts, projections and assumptions. These forward-looking statements are identified by their use of terms and phrases such as ‘‘anticipate’’, ‘‘believe’’, ‘‘could’’, ‘‘estimate’’,
‘‘expect’’, ‘‘goals’’, ‘‘intend’’, ‘‘may’’, ‘‘objectives’’, ‘‘outlook’’, ‘‘plan’’, ‘‘probably’’, ‘‘project’’, ‘‘risks’’, “schedule”, ‘‘seek’’, ‘‘should’’, ‘‘target’’, ‘‘will’’ and similar terms and phrases. There are a
number of factors that could affect the future operations of Royal Dutch Shell and could cause those results to differ materially from those expressed in the forward-looking statements included in this
presentation, including (without limitation): (a) price fluctuations in crude oil and natural gas; (b) changes in demand for Shell’s products; (c) currency fluctuations; (d) drilling and production results;
(e) reserves estimates; (f) loss of market share and industry competition; (g) environmental and physical risks; (h) risks associated with the identification of suitable potential acquisition properties and
targets, and successful negotiation and completion of such transactions; (i) the risk of doing business in developing countries and countries subject to international sanctions; (j) legislative, fiscal and
regulatory developments including regulatory measures addressing climate change; (k) economic and financial market conditions in various countries and regions; (l) political risks, including the
risks of expropriation and renegotiation of the terms of contracts with governmental entities, delays or advancements in the approval of projects and delays in the reimbursement for shared costs;
and (m) changes in trading conditions. No assurance is provided that future dividend payments will match or exceed previous dividend payments. All forward-looking statements contained in this
presentation are expressly qualified in their entirety by the cautionary statements contained or referred to in this section. Readers should not place undue reliance on forward-looking statements.
Additional risk factors that may affect future results are contained in Royal Dutch Shell’s 20-F for the year ended December 31, 2016 (available at www.shell.com/investor and www.sec.gov ).
These risk factors also expressly qualify all forward looking statements contained in this presentation and should be considered by the reader. Each forward-looking statement speaks only as of the
date of this presentation, April 24, 2017. Neither Royal Dutch Shell plc nor any of its subsidiaries undertake any obligation to publicly update or revise any forward-looking statement as a result of
new information, future events or other information. In light of these risks, results could differ materially from those stated, implied or inferred from the forward-looking statements contained in this
presentation. This presentation may contain references to Shell’s website. These references are for the readers’ convenience only. Shell is not incorporating by reference any information posted on
www.shell.com. We may have used certain terms, such as resources, in this presentation that United States Securities and Exchange Commission (SEC) strictly prohibits us from including in our
filings with the SEC. U.S. Investors are urged to consider closely the disclosure in our Form 20-F, File No 1-32575, available on the SEC website www.sec.gov.

Agenda 09:30 – 10:45 Presentation
 Ben van Beurden
 Donny Ching
 Hans Wijers
 Guy Outen
10:45 – 11:30 Q&A
11:30 – 12:00 Coffee break
12:00 – 14:00 Panel sessions Q&A (35 minutes each, 5 minutes to rotate)
14:00 – 14:45 Lunch
4

Panels
Projects and Technology,
Joint Ventures
Upstream Safety and
Environment
Strategy including New Energies, climate
change and CO2 management
Harry Brekelmans
Director Projects and Technology
Sami Iskander
EVP Joint Ventures
Babs Omotowa
VP Safety & Environment Upstream
Osagie Okunbor
Managing Director SPDC
Rupert Thomas
VP Environment
Guy Outen
EVP Strategy & Portfolio
Angus Gillespie
VP CO2
David Hone
Chief Climate Change Advisor
5
PANEL A PANEL B PANEL C

Donny Ching
Legal Director
Royal Dutch Shell

OPL 245
Chronology of
Events (1)
Phase 1
 1998 - Malabu awarded licence for OPL 245
 March 2001 - Shell Nigeria Ultra Deep (“SNUD”) farms in
 Representations and warranties were provided on ownership of Malabu
 Federal Government Nigeria (“FGN”) consented
Phase 2
 July 2001 - FGN revokes the Malabu Licence
 May 2002:
 SNUD bids for and is awarded OPL 245 by FGN and later signs a PSC with Nigerian National Petroleum
Corporation (“NNPC”)
 Signature bonus ($209 million) is placed in escrow pending outstanding disputes with Malabu
 SNUD conducts exploration and appraisal work programme

OPL 245
Chronology of
Events (2)
Phase 2 (continued)
 Various litigations follow:
 May 2002 - SNUD commenced International Chamber of Commerce arbitration proceedings against
Malabu.
 August 2002 - Malabu commenced proceedings against FGN, Shell Nigeria Exploration and Production
Company (“SNEPCO”), SNUD and other Shell parties in New York federal court
 May 2003 - (following a petition by Malabu), the Nigerian House of Representatives issued a report
concluding: (i) OPL 245 was legally awarded to Malabu, (ii) the revocation of Malabu’s licence should be
set aside, (iii) SNUD should pay $550 million compensation to Malabu. SNUD appeals
 September 2003 - Malabu commenced proceedings in Nigeria against FGN, NNPC and SNUD for a
declaration that the award of OPL 245 to Malabu was valid, a declaration that the award to SNUD was
invalid, and damages of $100 million

OPL 245
Chronology of
Events (3)
Phase 3
 December 2006 - FGN settles litigation with Malabu and reallocates the licence to Malabu
 Malabu and SNUD now have competing legal rights to the Block
 April 2007 - SNUD commences Bilateral Investment Treaty arbitration against the FGN for wrongful
expropriation
 2008 - FGN seeks resolution, negotiations commence

OPL 245
Chronology of
Events (4)
Phase 4
 2010 - negotiations now include ENI
 Settlement with FGN - negotiations are conducted with Attorney General of FGN, the Minister of Petroleum
Resources, the Minister of Finance and senior NNPC officials
 April 2011 - settlement is achieved. FGN receives $1.3bln:
 Signature bonus ($207.96 million) is released by SNUD to FGN from 2003 escrow funds in return for the
licence
 SNEPCO pays $110.40 million to ENI (Nigerian Agip Exploration (“NAE”) ) ($25.40 million interest on
the escrow, plus $85 million)
 NAE pays $1,092.04 million to FGN for settling all outstanding claims on the Block
 FGN agrees to indemnify SNEPCO and NAE from any other claims on the Block
 SNEPCO and NAE hold the licence 50/50. NAE is operator

OPL 245
Agreements of
April 2011
 Heads of Agreement between NAE and SNUD and SNEPCO: allocation of the payments due to FGN
 Block 245 Resolution Agreement: FGN, NNPC, SNUD, SNEPCO and NAE
 Payments to FGN and award of the licence
 FGN indemnifies SNEPCO and NAE against competing claims
 Key fiscal terms of future PSC
 Block 245 Resolution Agreement: FGN and Malabu. Payment to Malabu; settlement of claims
 Block 245 Resolution Agreement: FGN and SNUD. Settlement of claims
 Settlement submission to Court of Appeal, Abuja: SNUD, SNEPCO, Malabu and Nigerian House of
Representatives (“NHR”). Withdrawing SNUD and SNEPCO appeals against a 2003 NHR report in favour of
Malabu

OPL 245
Shell Review
 Debevoise & Plimpton LLP, an international law firm, was retained by the Shell Group
 Debevoise conducted and led an investigation which included staff from the law firm and Shell’s Business
Integrity Department
 Periodic updates to senior management, Audit Committee and RDS Board
 Final report to RDS Board in July 2016
 Findings shared with authorities during 2016

OPL 245
Shell response
“Given this matter is currently under investigation, it would be inappropriate to comment on specifics. However,
based on our review of the Prosecutor of Milan's file and all of the information and facts available to Shell, we
do not believe that there is a basis to prosecute Shell. Furthermore, we are not aware of any evidence to support
a case against any former or current Shell employee. If the evidence ultimately proves that improper payments
were made by Malabu or others to then current government officials in exchange for improper conduct relating
to the 2011 settlement of the long standing legal disputes, it is Shell’s position that none of those payments were
made with its knowledge, authorization or on its behalf.
We are taking this matter seriously and are fully co-operating with the relevant authorities. This includes when
appropriate having shared the key findings of an investigation led by Debevoise & Plimpton LLP, an independent
international law firm. We have also accurately reported on OPL 245 in our annual reports.
Shell attaches the greatest importance to business integrity. It’s one of our core values and is a central tenet of
the Business Principles that govern the way we do business.”

ESG Programme SRI programme
 SRI annual roundtable
 Ongoing engagement + roadshows
 SRI themed site visits
Governance programme
 Remuneration committee roadshows
 Chairman roadshows
 AGM
 2016: ESG Board engagement day
www.shell.com/esg

Transition 2016 +
delivery 2017+
Continued drive to re-shape Shell
 Consolidated BG into Shell
 Progressing 4 levers: cost reductions, capital
spend, divestments and project start-ups
 From 8 towards 7 strategic themes
Leader: value +
influence
Reducing our
carbon
intensity
Shared value
with society
World-class
investment case
 FCF + ROCE growth
 Conservative financial
management

Leading in transparency
RDS Reporting
2017 update
 A- in 2016 CDP
 Inclusion in the Dow Jones Sustainability Index
 Increased disclosure on Human Rights
 Revenue transparency reporting (June 2017)
 Engagement with Taskforce on Climate-related Financial Disclosures (TCFD)

Health, Safety,
Security &
Environment
 Process safety is central in achieving Shell’s goal of zero harm to
people and the environment
 Managed by combining asset integrity principles with a risk
management approach, supported by visible safety leadership
Asset Integrity Principles Risk Management Approach Process Safety Performance

Goal Zero on safety
Energy intensity - refineries
Spills - operational
Process safety
19
HSSE
Performance Injuries – TRCF/million working hours
Energy Intensity Index (EEITM)
Volume in thousand tonnes
Number of incidents
 HSSE Priority
 Performance +
transparency
 BG included from February
1, 2016
million working hours Number of spills
Working hours (RHS)TRCF
Tier 1 incidents Tier 2 incidents
NumberVolume

Embedding a safety
culture
Safety
Leadership
Our Commitment
 Visible leadership commitment at all levels
 Collaboration with peers, partners,
contractors, communities, and regulators
 Emphasis on care
Responsible Partner
Brazil: Shell + Petrobras
 Pro-active sharing of learnings
 Joint support to implement well control assurance
tool and integrity management system

Permian
 Infrastructure investment reduces
truck hauling
 Formation of Permian road
safety coalition
21
Committed to reducing
exposure
Road Transport
Petroleum Development Oman
 Introduced centralized journey
control room
 Better able to monitor
performance and adherence
 Ensuring employees and
drivers have the best safety
skills possible
 Investment in community
road safety programmes
Our Approach
 Reduce number of journeys
 Road safety requirements
 Learn and share from incidents
PDO, Oman
Drones in
Australia Permian Central Processing Facility

Contractor
Safety
Management
Number of fatalities
Injuries per million working hours
Total recordable case frequency (TRCF)
Contractors are critical to achieve Goal Zero
 > 190,000 contractors
 Represent 65% of total exposure hours
 Perform most high risk activities
 Evolving contractor management strategy
EmployeesContractors Contractors Employees
#

Ongoing
emissions
management
Data on a 100% operated basis unless otherwise specified
1 Energy required to produce a tonne of oil equivalent. 2 Indirect emissions were not recorded before 2009
GJ/tonne1
Energy intensity
Million tonnes hydrocarbon flared
Million tonnes CO2 equivalent
Emissions
 "Zero Routine Flaring by 2030“ initiative
 Start-up gas capturing at Majnoon, Iraq and
gas reinjection in Malaysia in 2016
 2016 numbers include BG
from February 1, 2016
 www.shell.com/ghg
Upstream excl. oil sands, LNG, GTL Refining Chemicals
Index
-34%
Flaring performance
Rest of WorldNigeria
Indirect (scope 2)2Direct (scope 1)

Nigeria
HSSE performance
 Improved operational oil spill numbers and safety
performance over 2016
 Lower oil theft volumes and sabotage related spills
despite resurgence in militant activity
 Progress on Nigerian government-led multi-
stakeholder UNEP clean-up efforts
 Reduced onshore footprint
 Targeted investments:
domestic gas
 Widespread oil theft +
sabotage remains a
challenge
2016 beneficiaries ‘Cradle to Career’ Scholarship
Workers inspecting Koroama Non Associated Gas Facility

Hans Wijers
Chairman of the Corporate Social Responsibility Committee
Royal Dutch Shell

CSRC topics
 Nigeria
 Greenhouse gas metrics in remuneration
 Asset integrity and process safety
 Induced seismicity
 Kazakhstan
2016 areas of focus
 Nigeria
 Process safety (including BG assets)
 CO2-related trends and developments
 Post-COP21 landscape
 Shared value
 Security
2017 areas of focus
Lula FPSO Cidade de Saquarema, Brazil (NOV)
A Shell technician conducting integrity checks on
Shearwater, Aberdeen, Scotland

 Strategy drives change
 Remuneration follows and
supports strategy
27
Rewarding performance in
line with delivery of
strategy
GHG metrics in
Remuneration
* Solomon’s utilised equivalent distillation capacity
 CSRC input into updated Remuneration policy
 Bonus reflects progress in reducing GHG in 3 key businesses
 CEO personal performance agreement includes progress in New Energies
 Scorecard aligned for staff and Directors
Annual bonus scorecard design
Cash flow from operating activities Operational excellence Sustainable development
2016 2017
2% Water use
4%
Oil spill volumes
4%
Energy intensity
5%
Process safety
5%
Process safety
5%
Personal safety
5%
Personal safety
10%
GHG management
10%
Environment
10%
Safety
 Upstream flaring in million
tonnes CO2e
 Refining GHG intensity
measured in tonne CO2e per
UEDC *
 Chemicals GHG Intensity
measured in tonne CO2e per
tonne of chemicals
production

EnergyTransition
Board and future
business
environment
Diverse input in Board
meetings to stretch thinking
and inform decision making
Beliefs Uncertainties
Mega Trends Macroeconomics
Market
Digitalisation
Industry
28
Example:
 Sustained era of transition & volatility
 Emerging markets drive Global GDP increases
Example:
 Political tensions & regional instability
 Impact of digital technology
Example:
 Hydrocarbon demand growth + supply required
 Renewables contribution increases significantly
Example:
 Key pricing mechanisms
 Energy transitions impact
Example:
 Technology & scale alone insufficient
Example:
 Winning business models & capabilities

Shell
sustainability
in action
 Safety and environmental performance in
Karachaganak, Kazakhstan
 Shell Biofuels business and 2G biofuels
technologies
 Shell Hydrogen projects in core markets in North
West Europe and North America
Karachaganak Processing Complex, KPO, Kazakhstan Retail station offering hydrogen, Germany
IH2 advanced biofuels demonstration facility, India

Energy challenge
Source: UN Population Fund; UN World population Prospects (2015 revision); World Urbanisation Prospects (2014 revision); IEA, Energy Technology Perspectives 2015; Shell New Lens Scenarios
Growing population
Global population will increase from around 7.4 billion today
to nearly 10 billion by 2050, with 67% living in cities
Rising demand
Global energy demand will likely be almost 60% higher in 2060
than today, with 2 billion vehicles on the road (800 million today)
Ongoing supply
Renewable energy could triple by 2050, but we will still need large amounts
of oil and gas to provide the full range of energy products we need
Mitigating climate change
Net-zero emissions is a potentially achievable societal ambition
Growing global demand for
energy as population and
living standards increase

Shell’s activities
in the energy
transition
World-class investment
case Developing our gas business Biofuels business
Advocate CO2 pricing Scenarios thought leadership Coalitions & government advisory
New Energies business
Developing CCS R&D in low carbon technologies Shell Technology Ventures

 Not considered in best interests
of Company
 Engaged with Follow This on
timeline for energy transition
ahead of resolution filing
 Majority of shareholders voting
voted against
 Resolution ignored timescale
and impact for profitability
 Unwise to tie Shell to any single
mandate
Shareholder
resolutions
* Notice of Meeting for the 2017 AGM with full response to the Shareholder Resolution published on www.shell.com/agm on April 20, 2017
“Strategic resilience for
2035 and beyond”
2015 “Aiming For A”
“Shell will become a renewable
energy company”
2016 “Follow-this.org”
“Shell will set targets to reduce
scope 1, 2 + 3 GHG emissions”
2017 “Follow-this.org”
 Supported by Board +
shareholders
 Builds on previous Shell
disclosures
 Report-out in full in 2016
 Ongoing engagement with
IIGCC resolution sub-group
 Not considered in best interests
of Company *
 Shell supports the aspiration of
transitioning towards a net-
zero emissions world by 2050
 Shell’s strategy is resilient to the
envisaged implementation of
the Paris agreement
 Participating in the energy
transition e.g. through gas
 Targeting a single supplier will
not accelerate transition
33

Supporting the
Paris agreement
Supplying LNG to Pakistan, displacing liquid fuels used for power generation increases
Shell’s Scope 3 emissions, but reduces the emissions from power generation with a net
saving of an estimated 2 mt CO2 equivalents per annum per 1mt of LNG sold
Supplying 60 kt LNG per annum as a power source for two cruise ships, replacing
liquid fuels, increases Shell’s Scope 3 emissions, but saves emissions of an estimated
48 kt CO2 equivalents per annum
Basrah Gas Company, by gathering and processing gas otherwise flared by other
producers, increases Shell’s Scope 1 and Scope 3 emissions, but reduces Scope 1
emissions from gas flaring by other producers by up to an estimated 10 mt CO2
equivalents per annum
Examples how Shell’s activities can help work with others towards meeting the aspiration of the Paris agreement
 We will work together
with governments and
stakeholders towards
meeting this aspiration
 We commit to report on
steps taken

Portfolio
resilience to
energy transition
Global energy demand, million boe per day
IEA ‘450’ scenario
GHG and energy management
plans at asset level
Oil products:
By 2025, significantly increase low-emission
fuels Shell offers to customers
Conventional oil and gas:
Drive for top quartile CO2 efficiency and lowest cost
per barrel
Integrated gas:
Working across the value chain to unlock
demand for cleaner and cost-competitive fuel
Deep water:
Target lowest break-even price projects for resilient
production
Chemicals:
Shell's output could be used in products that enable
CO2 savings
Shales:
An advantaged asset base with short cycle
investment
New energies:
Exploring, de-risking and establishing portfolio
positions with a clear path to profitability
Gas
Oil
Coal
Bio-energy
Hydro
Other renewables
Nuclear
35
Examples of resilience in strategic themes
Source: World Energy Outlook 2016
After the Oil Sands divestment the number of strategic themes will be reduced from 8 to 7
IEA 450

Supporting energy
transition
Integrated Gas
http://www.shell.com/energy-and-innovation/natural-gas/liquefied-natural-gas-lng/lng-outlook.html
OCGT: Open cycle gas turbine. CCGT: Closed cycle gas turbine.
Average time required to come online, minutes
 Gas emits around 50% less CO2 than coal
 LNG emits around 40% less CO2 than coal
 Air pollution benefits by using gas over coal
Supporting renewable generation growth
lb/MWh gross
Addressing local air quality concerns
Shell published LNG outlook
February 2017
Negligible
emissions
from gas
Coal Emissions, Supercritical
Pulverized Coal Boiler
Natural Gas CCGT
Negligible
emissions
from gas

Retail’s 5 ambitions for
2025
Oil Products
37
50%
Increase margin
share from
convenience retail
to 50%
20%
Fuels margin from
low-emission
energy solutions
LOWER
CARBON
Reduce carbon
intensity of our
retail outlets by at
least 50%
EVERY
CUSTOMER
Treated like a
guest on site & in
the digital world
100%
Sites committed to
local communities
unified by a
global social
cause
1 2 3 4 5

Chemicals
 Petrochemicals are the key ingredients for thousands of essential products
 Faster growth than GDP
 Shell produces important petrochemical building blocks
 Some products made from petrochemicals can enable CO2 savings over their lifetime
Increasing standards of living driving growth Innovative solutions that support a lower carbon future
Petrochemicals play a vital
role in meeting the growing
population’s demands
Cold wash laundry
detergents
Modern home
insulation
Lightweight
plastics in cars
38

Delivering resilient
production
Upstream
CO2 efficient production with
the lowest unit cost, from an
advantaged asset base
Drive top quartile operational performance
 “Fit for the Future” drive for top quartile CO2 intensity and cost
competitiveness
 Target low break-even price projects for future development
 New projects to deliver top quartile CO2 intensity and zero
flared/vented associated gas
 De-prioritise developments with high CO2 intensity
GHG energy management plans to be in place for all assets
 Deliver energy optimisation
 Reduce methane contribution and fugitive emissions
Examples
 Flaring reduction projects in Nigeria, Malaysia and Iraq
 Investments in venting reduction for EOR in Bokor Malaysia
Gumusut-Kakap, Malaysia
39

Methane
emissions
Advocate for policies to
support economy-wide
methane reduction
Staff using Infrared camera to check for methane leaks
Shell methane management:
 Working to better detect methane emissions
 Range of initiatives to reduce methane emissions
 Detect and repair programmes
 Flaring and venting reduction
 Methane <5% of Shell’s emissions
Collaborating on methane:
 Climate and Clean Air Coalition (CCAC)
 EPA Natural Gas STAR programme
 Eurogas
 Natural and bio Gas Vehicle Association
 Oil and Gas Climate Initiative (OGCI)

Guy Outen
EVP Strategy & Portfolio
Royal Dutch Shell

Shell scenarios
Identifying emerging
challenges to guide us
through change
Scenarios stretch our
perspectives and help us
to make crucial choices
in uncertain times
‘13: New Lens
Scenarios ‘13
 New Lenses on Future
Cities ‘14
 A Better Life with a
Healthy Planet:
Pathways to Net-Zero
Emissions ‘16
Changing sources of
influence & decision
making power
Era of volatile
energy
transitions
Social fragmentation &
cohesion dilemmas; re-
emergence of State impact
‘01: Energy Needs,
Choices and Possibilities:
Scenarios to 2050
‘08: Shell energy
scenarios to 2050
‘92: Global Scenarios ‘92-’20
‘95: Long Term Energy Scenarios
‘02: People and
Connections Scenarios
‘05: Global
Scenarios to 2025
1965-1980
First scenarios
Trends
‘07: Signals &
Signposts
Globalisation, liberalisation,
technology diffusion; environmental
pressures; Asian growth
‘11: Signals &
Signposts
Publications
Internal unpublished scenarios focused on specific developments and challenges
42

Beliefs and
uncertainties
43
EnergyTransition
Beliefs Uncertainties
Mega Trends Macroeconomics
Market
Digitalisation
Industry
Example:
 Sustained era of transition & volatility
 Emerging markets drive Global GDP increases
Example:
 Political tensions & regional instability
 Impact of digital technology
Example:
 Hydrocarbon demand growth + supply required
 Renewables contribution increases significantly
Example:
 Key pricing mechanisms
 Energy transitions impact
Example:
 Technology & scale alone insufficient
Example:
 Winning business models & capabilities
Scenarios influence
beliefs that inform
strategy and business
decisions

Leverage brand, reach
and core competences
Shell strongly
positioned
Changing landscape
Energy Transition & Mobility Shifts
Digitalization & other disruptors
Shifts in Demographics & Consumer behaviours
Global Retail
 Global #1 Retailer
 One of the largest B2B payment player
Global Commercial
 Global #1 Lubricants marketer
 Strong OEM relationships
Trading and New Energies
 Leading, global energy & carbon trader
 Biofuels and Hydrogen mobility
Brand, capability and scale
 #1 energy brand
 Financial capability
 Innovation and partnering
 Global footprint and local experience
Key trends potentially
re-shape several industries
44

Leader:
value +
influence
Reducing
our carbon
intensity
Shared
value
with
society
World-class
investment case
Shell’s strategy
#makethefuture
45
People and safety
Winning
Capabilities
Aspired
Future
Aspired
Portfolio
 World-class investment case
 Leader: value + influence
 Reducing our carbon intensity
 Shared value with society
 Customer Centricity
 Commercial Value Delivery
 Technology Commercialisation
 Project Delivery
 Operational Excellence
Cash
Engines
Future
Opportunities
Growth
Priorities

New energies
strategy
Emerging strategy
Advanced Biofuels
Renewable Power
Hydrogen
Customer Solutions
 Opportunity dependent
 Aim to grow investment to
up to $1 bln by 2020

Questions & Answers
Ben van Beurden
Chief Executive Officer
Hans Wijers
Chair of the CSRC

Additional information

Low carbon
opportunities

Nigeria
environmental
performance
*SPDC JV = 30% Shell, 55% NNPC, 10% Total, 5% Agip; all data on 100% basis unless stated
Thousand tonnes
Clean-up + UNEP progress:
 Niger-delta kick-off event
 Governance structure progress and initial SPDC JV
payment for restoration fund done
 Cooperation with ICUN on remediation
Oil spill prevention + remediation:
 Theft protection mechanisms improved
 Daily overflights + surveillance via GMoUs
 Remediation and certification efforts ongoing (92
sites remediated in 2016)
 Social performance initiatives to address
underlying cause (Livewire training programmes,
alternative livelihood initiatives)
SPDC JV* spills
k boe/day
Shell share of SPDC production
2016 vs 2015
 52% decline in number
sabotage-related spills
 56% reduction in number
operational spills
volume of operational spills number of operational spills >100kg (RHS)
volume of sabotage spills number of sabotage spills >100kg (RHS)
#

NAM
A 50:50 JV with Shell &
ExxonMobil
2017 progress:
 Damage claims handling now managed by the
“Nationaal Coordinator Groningen”. NAM at arm’s
length and focusing on its core activities
 NAM is working hard to ensure safe gas production,
mitigate the impacts of gas production and offering
new perspective to the residents of the region
www.nam.nl
Government decisions
 Current cap: 24 bcm per year. The government
will review production on an annual basis
 The Minister of Economic Affairs announced on
April 19, 2017 that he will prepare measures to
reduce gas production by a further 10% for the
gas-year 2017/2018
 NAM must submit a new production plan before
1 Oct 2020
Opening of earthquake proof school in Loppersum
Damage repair in Westeremden
52

Brent
decommissioning
* In today’s money
10 year stakeholder engagement, plans shared
with 180 organisations, including environmental
groups and NGOs
Brent Delta Topside plan approved:
 Target date single lift: May 2017
 Over 97% planned to be recycled
Full Brent Field Decommissioning Programme:
 60 day public consultation closed April 10,
2017
 Next steps: review and respond to the
comments received
 The science that underpins Shell’s conclusions
has been validated by an Independent Review
Group
Brent has created and
sustained thousands of jobs,
contributed more than £20bn
in tax revenue* and provided
the UK with a substantial
amount of its oil and gas.

Water
management
 Water management plans in water scarce areas
 Describing the long-term risks to water
availability
 Describe and define measures to minimise use of
fresh water or recommend alternatives
 Involved in working groups with organisations such
as the World Business Council for Sustainable
Development and IPIECA
Million cubic metres
Fresh water withdrawn by Shell
 Agriculture remains the primary source of global
water demand
 In 2014, primary energy production and power
generation were responsible for:
 Around 10% of total water withdrawal
 Less than 4% of total water consumption
Source: IEA World Energy Outlook 2016 figure 9.1 and table 9.1.
Global water use
Nimr Reed waterplant, Oman

Connected car
Example
 Pay for fuel from your Jaguar or Land Rover
dashboard
 True world first (scale) amongst super majors.
 OEMs are reaching out to Shell as a preferred
partner due to our digital capability and 43,000
retail outlets globally
 Launched February 2017 at 600 stations in UK

Shell Socially responsible investors briefing in London - April 24, 2017

Recomendados

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados (20)

Semelhante a Shell Socially responsible investors briefing in London - April 24, 2017

Semelhante a Shell Socially responsible investors briefing in London - April 24, 2017 (20)

Mais de Shell plc

Mais de Shell plc (20)

Último

Último (12)

Shell Socially responsible investors briefing in London - April 24, 2017