- The document discusses Royal Dutch Shell's investments and strategy for sustainable growth. It covers topics such as safety, asset integrity, sustainability reporting, climate change, gas, biofuels, and operations in Nigeria. - Shell aims to invest in priority areas like deepwater, integrated gas, and resource plays while optimizing its downstream portfolio. It is also focusing on growing gas, biofuels, and technologies like carbon capture and storage. - Updates on Nigeria operations discuss progress on reducing spills, clearing remediation backlogs, and plans to reduce gas flaring through new gas gathering projects.

1. Copyright of Royal Dutch Shell plc April 24, 2013 1
INVESTING FOR SUSTAINABLE GROWTH
LONDON
APRIL 24, 2013
ROYAL DUTCH SHELL PLC

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DEFINITIONS AND CAUTIONARY NOTE
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 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. Companies over
which Shell has joint control are generally referred to “joint ventures” and companies over which Shell has significant influence but neither control nor
joint control are referred to as “associates”. In this presentation, joint ventures and associates may also be 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 23% 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 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. 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, 2012 (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, [insert date]. 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.
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. You can also obtain these forms from the SEC by calling 1-800-SEC-0330.

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ROYAL DUTCH SHELL PLC
INVESTING FOR SUSTAINABLE GROWTH
PETER VOSER
CHIEF EXECUTIVE OFFICER

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AGENDA
Plenary Presentation & Q&A: Peter Voser and Chad Holliday:
9:00 – 10:00
Coffee & pastry break: 10:00 -10:35
Q&A (40 min each, 5 minute break): 10:40 – 13:40
Group A: North America update + Project delivery & safety:
Marvin Odum and Matthias Bichsel
Group B: Scenarios:
Jeremy Bentham
Group C: Oil Sands, Climate change:
Lorraine Mitchelmore and Angus Gillespie
Group D: Nigeria and RDS environmental policy, Water and Partnerships:
Mutiu Sunmonu and Allard Castelein
Lunch (all together): 13:40 - 14:30

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SAFETY + ASSET INTEGRITY
STANDARD ASSET INTEGRITY
MANAGEMENT
Integrity
Leadership
Technical
Integrity
Design
Integrity
Operating
Integrity
 Promoting Chronic Unease to avoid complacency
 Technical process safety discipline team
 Improving worksite hazard awareness
400
500
600
700
800
900
0
1
2
3
4
5
'03 '04 '05 '06 '07 '08 '09 '10 '11 '12
‘GOAL ZERO’ ON SAFETY
injuries – TRCF/million working hours million working hours
Working hours
TRCF
MWCC testing (6,900 ft), GOM, July 2012

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SRI FIELDTRIPS & ENGAGEMENTSUSTAINABILITY REPORTING
TRANSPARENCY
Nigeria, 2012
www.shell.com/sri

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0
10
20
30
STRATEGY
LONGER TERM
GROWTH
PRIORITY
ENGINES
ORGANIC CAPEX 2013
$ billion
FUTURE
OPPORTUNITIES
RESOURCES
PLAYS
DEEP-WATER
INTEGRATED
GAS
UPSTREAM
DOWNSTREAM
UPSTREAM
 Growth strategy; price upside
 Priority: deep-water, integrated gas,
resources plays
DOWNSTREAM
 Optimize re-shaped portfolio
 Selective growth
CLIMATE CHANGE
 Grow gas and biofuels
 CCS and energy efficiency
FINANCIAL OUTLOOK
 Investing for growth and competitive payout
 Through-cycle returns and risk management

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ROYAL DUTCH SHELL PLC
INVESTING FOR SUSTAINABLE GROWTH
CHAD HOLLIDAY
NON EXECUTIVE DIRECTOR
CHAIRMAN CORPORATE & SOCIAL
RESPONSIBILITY BOARD COMMITTEE

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ACTIVITIES OF THE CSRC
2012 Activities
 Nigeria Visit
 Gannet platform, North Sea
2013 Plans
 Alaska / Arctic
 Local stakeholder engagement
 Government and regulatory
 Karoo, South Africa
 Tight gas
Gannet “A” platform, UK North Sea
Whaling ceremony, Nuiqsut, Alaska

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PARTNERSHIPS
WORKING TOGETHER
 Leverage outside expertise
 Scientific organizations
 NGOs
 Governmental bodies
EXAMPLE: IRAQ - MAJNOON
 IUCN and Wetlands International
 Government capacity strengthening
 Biodiversity preservation
 Marshes classified as Wetland of
International Importance (Ramsar)
Environmental
Social
Majnoon, June 2012
Majnoon, natural flooding, February 2013
MULTI STAKEHOLDER
APPROACH

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REVENUE TRANSPARENCY
SHELL POLICY
 Commitment to transparency
 Country-level tax disclosure
 Working with host governments
 EITI board position
MANDATORY REPORTING LEGISLATION
 Implementation ongoing
 Definitions of “project” and useful
information
 Potential conflict with host country laws
and current contracts
 Choice of which law to follow
 Competitive disadvantage
~$25 BLN TAXES & ROYALTIES
~$85 BLN EXCISE TAX COLLECTED IN 2012
LEADERSHIP IN TAX TRANSPARENCY
www.shell.com/payments

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SCENARIO COMPARISON
NEW LENS SCENARIOS
Oil
Gas
Biomass/Biofuels
Wind
Coal
Nuclear
Other Renewables
Solar
0
250
500
750
1,000
Exajoules
2000 2030 2060
 40 years of scenarios
 Designed to stretch
management thinking
 Testing business models
 Contrasting plausible views
of the future
 Are not a forecast
SCENARIOS IN SHELL

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ROYAL DUTCH SHELL PLC
INVESTING FOR SUSTAINABLE GROWTH
PETER VOSER
CHIEF EXECUTIVE OFFICER

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POTENTIAL FUTURE WATER FOOTPRINT GLOBAL SHELL INITIATIVES
 CEO Water Mandate
 World Business Council for
Sustainable Development
OPERATIONAL LEVEL ACTIONS
WATER-ENERGY-FOOD
Groundbirch reclaimed water facility, Canada
High:
Medium:
Low:
Resources
Plays
Future
Opportunities
Upstream
Engine
Deep Water Downstream
Engine
Integrated
Gas

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GAS
CCS
BIOFUELS
ENERGY EFFICIENCY
CLIMATE CHALLENGE
Global Manufacturing
Raizen, BrazilSakhalin LNG, Russia
Quest, Scotford complex, Canada

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OIL
OIL
GAS
GAS
0
1
2
3
4
SHELL PRODUCTION
Million boe/d
GAS
Production
Split
Price
Exposure
2011
2017/18
Production
Split
Expected
Price
Exposure
OIL
PRICE
LINKED
AFFORDABLE
ABUNDANT
ACCEPTABLE
OIL
PRICE
LINKED
2012
0 200 400 600 800 1000 1200
CCGT
USC
Old Coal
IGCC
CARBON EMISSIONS
Kg C02/MWhr
CCGT: Combined Cycle Gas Turbine
IGCC: Coal Integrated Gasification Combined Cycle
USC: Ultra Super Critical Coal
CCS: Carbon Capture & Storage
With CCS
Traditional

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RAIZEN: BRAZIL
 JV formed 2011, 50-50 Shell/Cosan
 ~4,500 retail sites
 2.2 bln litres ethanol capacity/yr
SHELL
 Sold 7.7 bln litres of biofuels in 2012
 97% independently certified or met our
own sustainability clauses
BIOFUELS
Bonsucro
Certified Mills
2011 2012
Mechanically
Harvested Cane
2011 2012
0
50
100
150
200
250
H2 '11 H1 '12 H2 '12
$ million
SHELL EARNINGS FROM RAIZEN 2012 PROGRESS

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QUEST CCS
 FID September 2012
 1 mln tonnes/yr C02 capture and storage
potential
 Reduce up to 35% of upgrader emissions
 Safe storage certification by DNV (1st time
for a CCS project)
 Expected onstream 2015
CARBON CAPTURE AND STORAGE (CCS) &
ENERGY EFFICIENCY
ENERGY INTENSITY
85
90
95
100
105
0
0.5
1
'03 '04 '05 '06 '07 '08 '09 '10 '11 '12
Upstream excl. Oil Sands & GTL
Refining Index
Chemicals Index
Upstream – gigajoules/tonnes production Index
EXAMPLE: PULAO BUKOM
 ~$230 mln co-gen investment FID’d 2012
 C02 savings of ~0.1mtpa when onstream
 Manufacturing wide rollout of Energy
management software
Quest CCS project, Canada oil sands

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0
100
200
300
400
500
2005 2006 2007 2008 2009 2010 2011 2012
0.0
0.5
1.0
2008 2009 2010 2011 2012
PERSONAL SAFETY INDICATORS
per million working hours
Shell in Nigeria TRCF (total recordable case frequency)
All data on a Shell operated basis
SHELL IN NIGERIA
2012 PROGRESS
 Significant operational spill volume
reduction
 Remediation backlog essentially cleared
 Forcados Yokri & Southern Swamp
AGG/Domestic gas FID’s
0
20
40
60
80
0
2
4
6
8
2006 2007 2008 2009 2010 2011 2012
thousand tonnes
SPDC: OPERATIONAL SPILLS
volume of spills: number of spills (RHS):
#
REMEDIATION PERFORMANCE
# of spills sites
No. Spills in Year all causes Total Outstanding

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NIGERIA: SPDC JV FLARING
SPDC = 30% Shell, 55% NNPC, 10% Total, 5% Agip; all data on 100% basis
SPDC JV FLARE VOLUMES & INTENSITY
MMscf per day Mscf/bbl
0.0
0.2
0.4
0.6
0.8
1.0
1.2
0
300
600
900
 AGG/Dom gas FIDs
 Completion in 2014/2015; ~ $4 billion
 Gas gathering, facility upgrades and new oil
production
 When complete this should take SPDC JV
flaring intensity below current global
industry average
FORCADOS YOKRI & SOUTHERN SWAMP
Southern Swamp, Proposed gas plant at Tunu
Flaring
Flaring intensity (RHS)
2000 – 2012: 80% REDUCTION
IN FLARING

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NIGERIA OIL THEFT
Illegal refining, Imo River, Q3 2011 Attempted theft, Trans Niger Pipeline, Q3 2012
Large scale illegal refining along the Nembe Creek trunk line, Q1 2013

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NIGERIA SPDC: INDUSTRIAL SCALE CRUDE THEFT
Niger Delta wide UN theft
estimate of 150,000 bbl/d or
~55,000,000 bbl/year
2012 Spills due to sabotage
on SPDC rights of way or
from SPDC facilities
24,545 bbl
2012 Operational Spills
1,359 bbl
0
75
150
kbbl per day
Measured as stolen from
SPDC trunk lines:
~60,000 bbl/d or
~22,000,000 bbl/year
~70% recovery of spilled oil
during cleanup in 2012

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 2 top holes drilled
 >20 vessels and 2,000 employees/
contractors, ~12,000 employee rotations
 Positive support from community
 Kulluk rig incident
 2013 pause in activity
2012 ALASKA PERFORMANCE
DRILLING FLUID BLOW OUT PREVENTER
CAPPING STACK ARCTIC CONTAINMENT
SYSTEM
1
1
2
2
3 4
3 4
MULTIPLE DRILLING BARRIERS
Photo credit to Unified Command
300 km
Kulluk towed to safe harbour in Kiliuda Bay, Jan. 2013

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BRENT DECOMMISSIONING
 Brent has produced 2 billion bbls of oil and
5.8 tcf of gas
 Brent “Delta” ceased production Dec 31st
2011
 3 other platforms continue to produce
 Well abandonments already started
 Decommissioning plan to DECC Q1 2014
STAKEHOLDER ENGAGEMENT
 12 stakeholder dialogue sessions
 Brent “E-News”
 Independent review group for studies
 The Environmental Council provides
facilitation for stakeholder engagement
 Cell Management stakeholder task group
 www.shell.co.uk/brentdecom
Brent size comparison with Canary Wharf
Brent field schematic, UK North Sea

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RESOURCES PLAYS
TIGHT GAS/LIQUIDS RICH SHALE
2012 DEVELOPMENTS
 Center for Sustainable Shale Development
(CSSD) launched
 Shell one of two founding industry
partners; eNGOs, foundations
 15 audited performance standards
 Appalachia region
 GHG quantification work on-going with
EDF and University of Texas Austin
 China operational build-up

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SUSTAINABLE DEVELOPMENT
EMBEDDED IN SHELL STRATEGY
 Building trust
 Communities, Society, Industry
 Taking Action
 Cleaner energy, CCS, water
 Partnerships and Principles
 Multi-stakeholder approach
 Environmental, Social
“As part of the Shell Business Principles, we
commit to contribute to sustainable
development. This requires balancing short and
long term interests, integrating economic,
environmental and social considerations into
business decision-making.”
Shell General Business Principles
Reed bed filtration, PDO, Oman

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QUESTIONS & ANSWERS
INVESTING FOR
SUSTAINABLE GROWTH

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INVESTING FOR SUSTAINABLE GROWTH
LONDON
APRIL 24, 2013
ROYAL DUTCH SHELL PLC