socially responsible investors presentation

ROYAL DUTCH SHELL PLCINVESTING FOR SUSTAINABLE GROWTH

NEW YORKSeptember 2011

1 Copyright of Royal Dutch Shell plc 9 September 2011

DEFINITIONS AND CAUTIONARY NOTE

Resources: Our use of the term “resources” in this presentation includes quantities of oil and gas not yet classified as SEC proved oil and gas reserves or SEC proven mining reserves. Resources are consistent with the Society of Petroleum Engineers 2P and 2C definitions.

The companies in which Royal Dutch Shell plc directly and indirectly owns investments are separate 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

i ‘‘S b idi i ’’ “Sh ll b idi i ” d “Sh ll i ” d i hi i f i i hi h R l D h Sh ll i h di l i di lcompanies. ‘‘Subsidiaries’’, “Shell subsidiaries” and “Shell companies” as used in this presentation refer to companies in which Royal Dutch Shell either directly or indirectly has control, by having either a majority of the voting rights or the right to exercise a controlling influence. The companies in which Shell has significant influence but not control are referred to as “associated companies” or “associates” and companies in which Shell has joint control are referred to as “jointly controlled entities”. In this presentation, associates and jointly controlled entities are also referred to as “equity-accounted investments”. The term “Shell interest” is used for convenience to indicate the direct and/or indirect (for example, through our 24% shareholding in Woodside Petroleum Ltd.) 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 thanThis 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’’, “scheduled”, ‘‘estimate’’, ‘‘expect’’, ‘‘goals’’, ‘‘intend’’, ‘‘may’’, ‘‘objectives’’, ‘‘outlook’’, ‘‘plan’’, ‘‘probably’’, ‘‘project’’, ‘‘risks’’, ‘‘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 includingoperations 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. 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 p p y q y y y pforward-looking statements. Additional factors that may affect future results are contained in Royal Dutch Shell’s Annual Presentation / Form 20-F for the year ended December 31, 2010 (available at www.shell.com/investor and www.sec.gov ). These factors also should be considered by the reader. Each forward-looking statement speaks only as of the date of this presentation, 9 September 2011. Neither Royal Dutch Shell 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.

We may have used certain terms in this presentation that United States Securities and Exchange Commission (SEC) strictly prohibits us from including in our filings with the SEC. f


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. You can also obtain these forms from the SEC by calling 1-800-SEC-0330.

ROYAL DUTCH SHELL PLC

PETER VOSERCHIEF EXECUTIVE OFFICER



CHAD HOLLIDAYNON EXECUTIVE DIRECTOR

CHAIRMAN CORPORATE & SOCIAL RESPONSIBILITY BOARD COMMITTEE, REMUNERATION COMMITTEE MEMBER


ACTIVITIES OF THE CSRC

CSRC PRIORITIES 2011

Nigeria LNG AOSP Muskeg River Mine

Arctic and deepwater developmentSustained focus on NigeriaProcess safety

Field trips completed:• Oil Sands, Canada • Tight gas – Marcellus, Changbeiy g g g


ENERGY OUTLOOK

400

Mln Boe/d

GLOBAL ENERGY MIX

Industry outlook

Hydrocarbons dominate outlook

300

400 yd oca bo s do a e ou oo

Growth required in all sectors of energy mix

Energy policy + sustained investment

200 Shell

Crude oil & oil products

0

100

1980 1990 2000 2010 2020 2030 2050

Natural gas & LNG

Biofuels, wind, carbon capture + storage

Petrochemicals1980 1990 2000 2010 2020 2030 2050

OILGAS

COALBIOMASSWIND

SOLAR

OTHER RENEWABLES

NUCLEAR

SHELL ACTIVITIES


SHELL ESTIMATES

OTHER RENEWABLES

NATURAL GAS OUTLOOK

NATURAL GAS DEMAND SHELL GAS CAPABILITIESBCM

3 000

2,500

3,000

SOURCE: IEA

ATTRACTIVE ECONOMICS FOR ELECTRICITY PRODUCERS

GALLINA LNG SHIP SINGAPORE

NATURAL GAS ADVANTAGE: EXAMPLE CCGT

Inaugural cargo QatarGas 4 arriving at Hazira terminal

$/MW hour

2,0001990 2000 2010

Abundant, Affordable, AcceptableGlobal gas resources ~250 years reserves at current production

GALLINA LNG SHIP - SINGAPORE$/MW hour

Nuclear

Wind

Solar Thermal

CCGT: gas-fired power compared to coal:• 40% more energy efficient• 50-70% less CO2

l h d0 50 100 150 200

CCGT

Coal

Nuclear


CCGT: COMBINED CYCLE GAS TURBINE

• Better complements with wind powerSOURCE: SHELL ANALYSIS BASED ON EU DATA

CAPITAL COST LONG-RUN MARGINAL COST

0 50 100 150 200

SUSTAINABLE DEVELOPMENT TRACK RECORD

1997 2000 2005 2010+Renewables business established f l Renewables incorporatedRenewables business established

First Shell Sustainability Report

GTL: Qatar project construction started

Biofuels: investment in Iogen

Renewables incorporated into main businesses

Biodiversity action plans

Social performancemanagement unit established

Social Performance Manual launched

LNG capacity

target

Code of Conduct launched

target

Social Performance included in

GHG emissions targetIntroduced biodiversity

Social performance plans in place for

HSSE performance indicators introduced

HSSE & SP Control Framework

Goal Zero launched Sustainable development

part of staff score card

gystandard and commitments

Carbon costs in investment decisions

p pmajor facilities

Global environmental standards launched

Shell Foundation established


Social Environmental EconomicOrganisational

PARTNERSHIPS + BEST PRACTICE

GLOBAL AND LOCAL

Restoring oyster beds in Gulf of Mexico


Western gray whales at Sakhalin 2

SUSTAINABLE DEVELOPMENT REPORTING

TRANSPARENCY EXAMPLE: ON-LINE OIL SPILL TRACKING IN NIGERIA

www.shellnigeria.com/spills


SAFETY IN SHELL

SHELL SAFETY PERFORMANCE 2011 HSSE PRIORITIES AND FOCUSInjuries – TRCF

7

8 Simplify & ComplyOne HSSE & SP Control Framework Shell

2

3

4

5

6 One HSSE & SP Control Framework – Shell wideLife-Saving Rules

0

1

'99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 11 YTD

Sh ll IOC R

Focus AreasProcess SafetyRoad Safety

Shell IOC Range

2010 performance:R d bl i j f d 15%

yContractor HSSE PerformanceCap & contain systems: global initiatives

Recordable injury frequency down 15%Lost time injury frequency down 25%Fatal accident rate down 30%

SustainStrong safety culture and leadership


EMPLOYEES AND CONTRACTORS PER MILLION WORKING HOURS; SHELL OPERATED FACILITIES

SAFETY CASE ‘BOW TIE’ MODEL:

PROCESS SAFETY

STANDARD ASSET INTEGRITY MANAGEMENTSAFETY CASE BOW TIE MODEL: PREVENTION AND RECOVERY – INDUSTRY

CES

Control Control & Barriers& BarriersControl Control & Barriers& Barriers IncidentIncidentIncidentIncident

Response & Response & RecoveryRecoveryResponse & Response & RecoveryRecovery

Control Control & Barriers& Barriers IncidentIncident

Response & Response & RecoveryRecovery

HA

ZARD

ON

SEQ

UEN

C

Minimize Likelihood

Mitigate Consequences

CO

A safety case approach to risk identification and mitigation

• Shell integrated the bowtie methodology 1990sh k• Systematic approach to risk management

• Involve contracting companies• Full alignment & clear accountabilities between parties


ENVIRONMENTAL PERFORMANCE MEASURES

1051

EMISSIONS ENERGY EFFICIENCYUpstream - gigajoules/tonne production Index

105

Million tonnes CO2 equivalent

90

95

100

0.5

75

85

95

850'02 '03 '04 '05 '06 '07 '08 '09 '10

OPERATIONAL SPILLSFLARING

65'00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10

Refining Index (RHS)Upstream excl. Oil SandsChemicals Index (RHS)

# of Operational spills

6

8

10

600

800

1000

Volume: thousand tonnes

FLARING

20

25

30Million tonnes CO2 equivalent

0

2

4

6

0

200

400

600

'02 '03 '04 '05 '06 '07 '08 '09 '105

10

15

0

00 0 02 03 04 0 06 0 08 09 0


'02 '03 '04 '05 '06 '07 '08 '09 '10

DATA 100% BASIS FOR COMPANIES / JOINT VENTURES WHERE WE ARE THE OPERATOR

Volume of spills (RHS)Number of spills'00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10

NIGERIA: SPDC JOINT VENTURE

20015

ENVIRONMENT -SPILLSPERFORMANCEOil spills, thousand tonnes # of oil spills

50

100

150

5

10

0

50

02006 2007 2008 2009 2010

Gb UbiSabotageOperational

SabotageOperational

Volume of Spills Number of Spills(RHS)

Improved security situation: challenges continue

Previously shut in production being brought

ENVIRONMENT - FLARINGGbaran Ubie

g

800

100015

Mtpa C02e flaring SPDC production kboe/d

g

Gas Flared Production(RHS)y p g g

back on-stream

Gbaran Ubie plant on stream; 1 bcf/d

Progressing spills cleanup 200

400

600

800

5

10


g g p p00

2005 2006 2007 2008 2009 2010SPDC = 30% SHELL, 55% NNPC , 10% TOTAL, 5% AGIP ; ALL DATA ON 100% BASIS

CANADA: ATHABASCA OIL SANDS PROJECT

AOSP PERFORMANCE ENVIRONMENT

New Jackpine conveyor carrying oil sands ore to the crusher Muskeg River mine: reclaimed land

Base Project (2003): 155,000 boe/d

Expansion 1 (2010/11): 100,000 boe/d

Quest Carbon Capture and Storage project

Atmospheric fines drying - accelerated p ( / ) , /

Debottlenecking (2014+): 85,000 boe/d

• Phase 1 FID, 10,000 boe/d• 7-10 year programme

p y greclamation

Industry tailings collaboration

Jackpine ‘compensation’ lake


7 10 year programme Jackpine compensation lake

AOSP = 60% Shell and 20% each Chevron & Marathon. Volumes on 100% basis

BIOFUELS GROWTH

RAÍZEN JOINT VENTURE

Leading Brazil and Top 5 global ethanol player

> 30 kbd ethanol production capacityp p y

> 80 kbd potential ~ 5 years

Shell world-wide trading opportunities

Next generation technologies

Brazil: harvesting sugarcane

GLOBAL POTENTIAL BIOFUELS GROWTH RESEARCHING ADVANCED BIOFUELSKboe/d production3,000 SOYBEAN RAPESEED

PALM OIL OTHERCORN SUGARCANE

1,000

2,000 CORN SUGARCANE


02005 2010 2015 2020

ARCTIC TECHNOLOGIES

KEY TECHNOLOGY PROJECTS

Physical and structural challenges

Facilities/production in iceFacilities/production in ice

Pipeline protection

Personnel safety and evacuation

Footprint reduction

Seismic on ice

Sound reducing technologiesg g

Monitoring using unmanned aircraft

Spill Response Capability

Containment systems

Year-round spill response

Environmental assessment

18 Copyright of Royal Dutch Shell plc 9 September 201118 Copyright of Royal Dutch Shell plc 9 September 2011


MARVIN ODUMMARVIN ODUMDIRECTOR UPSTREAM AMERICAS


TIGHT GAS & COAL BED METHANE

GLOBAL SHELL POSITION

Tight gas operations – Groundbirch Canada

TIGHT GAS

COMMUNITY ISSUES

CBM

SHALE GAS

d fLand footprintWater use + disposalAir quality

d l f fl dHydraulic fracturing fluids


Tight gas operations – Jinqui, China

SHELL & TIGHT GAS: 5 CORE PRINCIPLES

Safety & Well I i

FootprintSh ll k t d itIntegrity

Shell designs, constructs and operates wells and facilities in a safe and responsible way.

Shell works to reduce its operational footprint.

WaterShell conducts its operations to protect groundwater and reduce water use as reasonably

CommunityShell engages with local communities regarding socio-economic impacts that may arisewater use as reasonably

practicable.

Air

economic impacts that may arise from our operations.

Shell conducts its operations in order to protect air quality and control its fugitive emissions.


TIGHT GASPAD DRILLING: REDUCING SURFACE FOOTPRINTPINEDALE: SHELL OPERATED JONAH: COMPETITOR

Adjacent gas fields, different development impactsSQUARE MILE OVERVIEW SQUARE MILE OVERVIEW

Up to 4 pads each pad having up to 32 wells Up to 64 pads with each pad having a single well


j g p pShell setting new standards for surface footprint reduction

LNG FOR TRANSPORT

GREEN CORRIDOR - CANADA

Shell’s 1st large scale LNG for transportFt. McMurray

Shell s 1 large scale LNG for transport project

• Ft. McMurray - Calgary – Vancouver• 1st phase: 0.3 mtpa LNG plant

Edmonton

p p p

Hi h i t

Calgary

Jumping PoundVancouver

High res picture coming


Canada: Jumping Pound Gas PlantLNG powered truck

SHELL

COMMITMENT

“As part of the Shell Business Principles, we commit

Customer and Profitability &

p p

to contribute to sustainable development. This

requires balancing short and long term interests,

integrating economic, environmental and social Customer and partner focus

Profitability & performance

Sustainability & th

Value added t h l

considerations into business decision-making.”

Shell General Business Principles

growth technology



Q&A

NEW YORKSEPTEMBER 2011



APPENDIXSUPPORTING SLIDES


BUILDING GLOBAL CCS CAPABILITIES

SHELL CCS PORTFOLIO QUESTSHELL CCS PORTFOLIO QUEST

MONGSTAD

QUEST

LONGANNETPETERHEAD

WEYBURN MIDALEWESTCARB

QUEST

GORGONShell is also a

b f lti l

Demonstration / research projectsIndustrial scale (>100 KTPA) projects in design

OTWAYGORGONmember of multiple

CCS research partnerships

Industrial scale projects under construction

Capture CO2 at the Scotford Upgrader from 3 Hydrogen Units

>1 mtpa CO2 will be transported by pipeline and stored over

DRIVING UNIT CCS COST DOWN

Industry developing technology and capabilities

Government financial support for large scale demonstration projects and infrastructure

2 km underground

Letters of intent with Government of Alberta and Government of Canada for ~C$865 million have been signed

Regulatory applications and project scoping progressing

projects and infrastructure

Cap & trade framework, liability issues resolved, fast track planning permission process


g y pp p j p g p g g

FID target in 2012

NIGERIA OVERVIEW

SHELL’S OPERATIONS IN NIGERIA GBARAN UBIE PROJECT

Shell 30%

Multi field developmentp• ~250 kboe/d peak production

Flaring expected to reduce by 30 mmscf/d

High local content90% Ni i

ERHA/BOSI

GBARAN UBIE

BONGAAFAM POWER STATION

NIGERIA LNG

OGONILAND

GBARAN UBIE PHASE 1

• ~90% Nigerian manpower

Significant social investment programme

Gbaran Ubie kboe/d (100%) Nigeria

START-UP PERFORMANCE

OPL245

NIGERIA LNG

150

200

ACTUALPLAN

Gbaran Ubie kboe/d (100%), Nigeria

Long history of operations in country; >50 years

OPL245

0

50

100y

Growth options

Operating challenges


LOCAL CONTENT: PRESSURE VESSELS IN TRANSIT TO SITE0May-10 Jul-10 Sep-10 Nov-10 Jan-11 Mar-11 May-11

IRAQ: PROGRESSING KEY OPPORTUNITIES

MAJNOON PROGRESS IRAQ SOUTH GAS POTENTIAL

Armored vehicles clearing explosive remnants of war Well pad construction

Well integrity review Camps constructed Initialing of the Basrah Gas Company Joint Venture Contracts

~38 billion boe oil in place

Long-term production potential 1.8 mln boe/d

Assessing full field options

Di t d l t

Basrah Gas Company Joint Venture Contracts initialed in July 2011; final Government approval pending

Reduces gas flaring• Discrete, modular steps

Shell 45%Domestic gas and export opportunities

Shell 44%


BLOWOUT PREVENTION & CONTAINMENT CAPABILITY

STANDARD ASSET INTEGRITY MANAGEMENT INTERNATIONAL RESPONSE

Fo nding & permanent Board Member of the 9 participating members Shell operatorFounding & permanent Board Member of the Marine Well Containment Company (MWCC)

MWCC will own & deploy the system in US GOM

Subsea containment equipment designed for GOM

9 participating members, Shell operator

Near term the project team will:

• Design a capping toolbox & additional hardware for the subsea injection of dispersantSubsea containment equipment designed for GOM

• Interim system available Feb 2011

• Expanded system available 2012

hardware for the subsea injection of dispersant

• Further assess the need for and feasibility of a containment system for shared use

• Assess deployment options


IMPROVING MANUFACTURING PERFORMANCE

5%95%PLANNED DOWNTIME

RELIABILITY PERFORMANCE REFINING AVAILABILITY

Availability100%Refineries in TQ reliability

3%90% AVAILABILITY 50%

1%85%2008 2009 2010 H1 2011

“LEAN” TO REDUCE COST “LEAN” FOR MORE EFFICIENT TURNAROUNDS

Manufacturing index Refining Turnaround costs index

0%2008 2009 2010 H1 2011

100%

110%

-11%

Manufacturing index

90%

100%

Refining Turnaround costs index-14%

80%

90%

2008 2009 201070%

80%

2008 2009 2010


2008 2009 2010

Excludes portfolio effects Excludes portfolio effects2008 2009 2010

DOWNSTREAM GROWTH: DIFFERENTIATED TECHNOLOGYLUBES TECHNOLOGY - ENABLING OEM PARTNERSHIPS

Shell concept lubricant achieves 6.5% fuel economy benefit through technical partnership with Gordon Murray Design

NEW GROWTH WITH SULPHUR TECHNOLOGY

Managing all Shell’s sulphur as a value added commodity

UP TO10% FUEL & CO2 REDUCTIONFUELS TECHNOLOGY - CREATING ADDITIONAL VALUE

F l h l i h l i Sh ll d d i f l Sh ll F lS P i h f l l iFuels technology is helping Shell to decommodotize fuels enabling additional margin capture

Vehicle Performance

Shell FuelSave Partner is the new fuel management solution for commercial transport fleets

“I d f

Performance

Shell Fuel Card Data


“Save up to 1 Litre per tank”“Improved performance advanced technology” Driver Behaviour

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