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Shell Socially responsible investors briefing in London - May 11, 2016

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Ben van Beurden, Chief Executive Officer, Hans Wijers, Non-Executive Director and Chair of the Corporate and Social Responsibility Committee and Harry Brekelmans, Director Projects and Technology, presented to Shell’s Socially Responsible Investors in London during the annual socially responsible investors briefing.

Published in: Investor Relations
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Shell Socially responsible investors briefing in London - May 11, 2016

  1. 1. 1Copyright of Royal Dutch Shell plc May 11, 2016 ANNUAL ROUNDTABLE FOR SOCIALLY RESPONSIBLE INVESTORS ROYAL DUTCH SHELL PLC MAY 11, 2016
  2. 2. 2Copyright of Royal Dutch Shell plc May 11, 2016 BEN VAN BEURDEN CHIEF EXECUTIVE OFFICER ROYAL DUTCH SHELL PLC
  3. 3. 3Copyright of Royal Dutch Shell plc May 11, 2016 DEFINITIONS & CAUTIONARY NOTE The New Lens Scenarios are 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 quantification, and they are designed to stretch management to consider even events that may be only 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. Reserves: Our use of the term “reserves” in this presentation means SEC proved oil and gas reserves. 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. Resources are consistent with the Society of Petroleum Engineers 2P and 2C definitions. Organic: Our use of the term Organic includes SEC proved oil and gas reserves excluding changes resulting from acquisitions, divestments and year-average pricing impact. Resources plays: our use of the term ‘resources plays’ refers to tight, shale and coal bed methane oil and gas acreage. 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 as “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. 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, 2015 (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, May 11, 2016. 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.
  4. 4. 4Copyright of Royal Dutch Shell plc May 11, 2016 BEN VAN BEURDEN CHIEF EXECUTIVE OFFICER ROYAL DUTCH SHELL PLC
  5. 5. 5Copyright of Royal Dutch Shell plc May 11, 2016 AGENDA 09:00 – 09:45 Ben van Beurden and Hans Wijers 09:45 – 10:15 Harry Brekelmans 10:15 – 11:00 Q+A 11:00 – 11:15 Coffee break 11:15 – 13:30 Panel sessions Q&A (40 min each, 5 minutes to rotate) 13:30 – 14:30 Lunch
  6. 6. 6Copyright of Royal Dutch Shell plc May 11, 2016 PANELS Panel A: New Energies and low carbon technologies / Group HSSE: Harry Brekelmans (Director Projects and Technology), and Matthew Tipper (VP Alternative Energies). Panel B: Conventional oil + gas: Bart van de Leemput (EVP Upstream International Operated), Osagie Okunbor (Managing Director SPDC), and Rupert Thomas (VP Environment). Panel C: Shell scenarios + CO2 management: Jeremy Bentham (VP Global Business Environment), and Angus Gillespie (VP CO2).
  7. 7. 7Copyright of Royal Dutch Shell plc May 11, 2016 ENVIRONMENTAL, SOCIAL AND GOVERNANCE SRI programme  SRI annual roundtable  Ongoing engagement + roadshows  SRI themed site visits – Alaska and Oil Sands + Quest in 2015 Governance programme  Remuneration committee roadshows  Chairman roadshows  AGM www.shell.com/esg
  8. 8. 8Copyright of Royal Dutch Shell plc May 11, 2016 TRANSPARENCY Sustainability reporting Portfolio resilience Revenue transparency Nigeria spills website Oil sands performance report Nigeria briefing notes CDP Sustainability report 1997 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
  9. 9. 9Copyright of Royal Dutch Shell plc May 11, 2016 NIGERIA SPDC JOINT VENTURE *SPDC JV = 30% Shell, 55% NNPC, 10% Total, 5% Agip; all data on 100% basis unless stated SPDC JV* spills Thousand tonnes volume of operational spills number of operational spills >100kg (RHS) volume of sabotage spills number of sabotage spills >100kg (RHS) 2015 Overview  Restructuring onshore footprint  2010 – 2015 divested 13 OMLs  Targeted investments: gas and pipelines  Widespread oil theft remains a challenge  7 fatalities, 20 kidnappings in 2015 Production k boe/day Concessions – SPDC Legal Divested Concessions Major Rivers/Sea Final investment decisions Legend OML4 OML40 OML41 OML38 OML42 OML34 OML30 OML26 OML21 OML20 OML79 OML43 OML27 OML28 OML31 OML35 OML46 OML32 OML36 OML23 OML11 OML29 OML18 OML72 OML24 OML33 OML25 OML77 OML74 OML71 Forcados Yokri Integrated project OML45 Southern Swamp Associated Gas Gbaran Ubie Phase 2 OML22 OML17
  10. 10. 10Copyright of Royal Dutch Shell plc May 11, 2016 GRONINGEN EARTHQUAKES – NETHERLANDS GAS force: 0.1–1.0 3.5 and higher 2015 Key Milestones  Hazard and risk assessment submitted  Set up of independent organisation for damage repairs and to make homes safer  Multi-year initiative from National Coordinator Loppersum 2012-2015 Earthquakes Government decisions  €1.2bn mitigation programme  2015/2016 production cap of 27 bcm  New production decision by October 2016 0 10 20km www.namplatform.nl
  11. 11. 11Copyright of Royal Dutch Shell plc May 11, 2016 SHAREHOLDER RESOLUTIONS 2015 “Aiming For A” Strategic resilience for 2035 and beyond  Supported By Board + shareholders  Builds on previous Shell disclosures  Report-out in full in 2016 2016 “Follow-this.org” Shell will become a renewable energy company  Not considered by Board to be in best interests of Company and shareholders  Resolution ignores timescale and impact for profitability  Unwise to tie Shell to any single mandate
  12. 12. 12Copyright of Royal Dutch Shell plc May 11, 2016 2015 SHAREHOLDER RESOLUTION REPORT OUT Resolution Information Request Ongoing reporting Annual report and 20F Sustainability report www.shell.com/ ghg CDP submission Ongoing emissions management     Asset portfolio resilience to post- 2035 scenarios   Low-carbon R&D and investment strategies    Strategic KPIs and executive incentives   Public policy position      Increased disclosures built into 2015 Annual report and 20F and Sustainability Report  Additional Shell Energy Transitions and Portfolio Resilience report produced
  13. 13. 13Copyright of Royal Dutch Shell plc May 11, 2016 HANS WIJERS SENIOR INDEPENDENT DIRECTOR AND CHAIR OF THE CSRC ROYAL DUTCH SHELL PLC
  14. 14. 14Copyright of Royal Dutch Shell plc May 11, 2016 CORPORATE AND SOCIAL RESPONSIBILITY COMMITTEE Responsibilities:  Review policy and performance for Shell General Business Principles and Code of Conduct  Review management of HSSE and social impacts of projects and operations  Monitor emerging environmental and social issues  Input into the Shell Sustainability Report CSRC MEMBERS HANS WIJERS Chair of CSRC PATRICIA WOERTZSIR NIGEL SHEINWALD
  15. 15. 15Copyright of Royal Dutch Shell plc May 11, 2016 CSRC ACTIVITY  Brazil biofuels  GoM operations  Separate visits:  Moerdijk, Peterhead CCS  Groningen - NAM  Nigeria 2015 Activity 2016 Planned visits  Social and environmental considerations incorporated through all stages of major projects  Special topics 2016: Climate change and energy transition, Nigeria and seismic activity in Groningen Gulf of Mexico Nigeria
  16. 16. 16Copyright of Royal Dutch Shell plc May 11, 2016 CSRC INPUT IN SUSTAINABILITY METRICS *2006 Solomon EII methodology Operational Spills Volume in thousand tonnes Energy intensity – refineries (indexed to 2002)* Total recordable case frequency (TRCF)  Simple + make sense externally  Drive improvement – stretching over time  Accommodate effects of growth and portfolio changes Injuries per million working hours
  17. 17. 17Copyright of Royal Dutch Shell plc May 11, 2016 WORKING WITH OTHERS  Leverage external expertise  Apply at a project level  Share best practice  Focus on policy outcomes for energy transition  Broad industry participation Long-term environmental partnerships Energy transition Commission
  18. 18. 18Copyright of Royal Dutch Shell plc May 11, 2016 SOCIAL INVESTMENT  $122 mln voluntary social investment  $97 mln contractual social investment  Core themes:  Access to energy  Road safety  Employment within communities  Global Alliance for Clean Cookstoves partner  $12 mln financial support  Advisory, technical and business support  Shell foundation partnered Envirofit  1 million affordable clean cookstoves sold  Improving 5 million lives  Across 45 countries 2015 Social Investment campaigns Shell Foundation: Clean cookstoves Social investment programme on road safety Clean cookstoves programme
  19. 19. 19Copyright of Royal Dutch Shell plc May 11, 2016 BEN VAN BEURDEN CHIEF EXECUTIVE OFFICER ROYAL DUTCH SHELL PLC
  20. 20. 20Copyright of Royal Dutch Shell plc May 11, 2016 SUBSTANTIAL + LONG-LASTING SHIFTS IN ENERGY LANDSCAPE THE WORLD IN 2050 Population 9 billion people, 75% living in cities (2 billion more than today) Vehicles 2 billion vehicles (~1.2 billion today) Rising standards Many millions of people will rise out of energy poverty; with higher living standards energy use rises Energy demand Could double from its level in 2000…but CO2 emissions must be half today’s to avoid serious climate change Efficiency Twice as efficient, using half the energy to produce each dollar of wealth Renewables 3 times more energy from renewable sources
  21. 21. 21Copyright of Royal Dutch Shell plc May 11, 2016 ENERGY TRANSITIONS ADVOCACY + STRATEGY 1: The New Lens Scenarios were based on 2011 IEA data, whereas the IEA World Energy Outlook 2015 scenarios are based on 2014 IEA data  Explore alternative views of the future  Long-term trends in economics, energy supply and demand, geopolitical shifts and social change.  Shell scenarios since the 1970s Energy transitions and portfolio resilience GtCO2/year Shell and IEA scenarios1 Oceans Mountains IEA Current policies IEA New policies IEA 450 ppm
  22. 22. 22Copyright of Royal Dutch Shell plc May 11, 2016 TRANSITIONS IN THE GLOBAL ENERGY MIX
  23. 23. 23Copyright of Royal Dutch Shell plc May 11, 2016 GLOBAL ENERGY MIX Source: IEA World Energy Outlook 2015 Primary energy supply  Energy supply – 80% oil, gas + coal  $55 trillion infrastructure invested Oil 31% Coal 29% Gas 21% Biomass 10% Renewables 4% Nuclear 5% 13.7 btoe Energy consumption 9.4 btoe 4.3 btoe Losses + transformation
  24. 24. 24Copyright of Royal Dutch Shell plc May 11, 2016 ENERGY INFRASTRUCTURE Average Infrastructure Turnover In Years
  25. 25. 25Copyright of Royal Dutch Shell plc May 11, 2016 AVOIDING EMISSIONS GROWTH Source: IHS Energy © 2015. Illustrations sourced from Shutterstock by IHS About 2/3 of the coal plants in the United States DOUBLING the current number of installed turbines worldwide Nearly DOUBLE the number of passenger vehicles in the US To avoid 1 gigatonne of CO2 equivalent of annual emissions growth:
  26. 26. 26Copyright of Royal Dutch Shell plc May 11, 2016 PORTFOLIO MANAGEMENT Risk, performance & uncertainty RESILIENCE Growth & returns Opportunity scale ATTRACTIVENESS THEMES RESULTS & PAY-OUTPORTFOLIO
  27. 27. 27Copyright of Royal Dutch Shell plc May 11, 2016  Regular forecasting of emissions  Outlook on CO2 price 2016E PORTFOLIO RESILIENCE: SHELL EMISSIONS OUTLOOK Area shows Shell’s estimated annual direct and indirect CO2 emissions (equity basis). 2030E High Zero CO2 price
  28. 28. 28Copyright of Royal Dutch Shell plc May 11, 2016 PORTFOLIO RESILIENCE: SHELL STRATEGIC THEMES Demand shift in existing markets New markets for low carbon products Technology innovation Conv Oil Oil Products Oil Sands Mining Deep Water Shale Oil Shale Gas Integrated Gas ChemicalsConv. Gas New Energies
  29. 29. 29Copyright of Royal Dutch Shell plc May 11, 2016 SHELL STRATEGY + ENERGY TRANSITIONS Source: Shell analysis Long-term energy supply mix Million boe per day  Managing emissions  Gas in Shell’s energy mix  Increased emphasis on New Energies  Energy transitions underway Gas Biomass Wind Coal Nuclear Other renewables Solar Shell activities Oil +50% +20%
  30. 30. 30Copyright of Royal Dutch Shell plc May 11, 2016 ONGOING EMISSIONS MANAGEMENT Data on a 100% operated basis unless otherwise specified * Indirect emissions were not recorded before 2009  2015 endorsed the World Bank’s Initiative to Reduce Global Gas Flaring  "Zero Routine Flaring by 2030" Emissions Million tonnes CO2 equivalent Energy intensity GJ/tonne (energy required to produce a tonne of oil equivalent) Upstream excl. Oil sands and GTL Refining Chemicals index Million tonnes hydrocarbon flared Flaring performance www.shell.com/ghg
  31. 31. 31Copyright of Royal Dutch Shell plc May 11, 2016 GROWING NATURAL GAS IN SHELL  Meets 30% of The Philippines’ energy needs  Shell share 45%  Started up Oct 2015  Sustained production until 2024 Queensland LNG Example: deep water and LNG  Gas: around 50% of reserves and production  Growth in LNG portfolio 2016+  Cleanest fossil fuel  8.5 mtpa capacity  Shell share: train 1- 50%, train 2- 97.5% (Operated)  Train 1 startup Dec 2014 Malampaya phase 3
  32. 32. 32Copyright of Royal Dutch Shell plc May 11, 2016 NEW ENERGIES – INVESTMENT CONTEXT FUTURE OPPORTUNITIES Energy Transition Digital platforms Increasing electrification Greater customer choice Renewables growth Disruptive business models Mobility transition
  33. 33. 33Copyright of Royal Dutch Shell plc May 11, 2016 SHELL: OPPORTUNITIES IN NEW ENERGIES FUTURE OPPORTUNITIES  Material value + upside  Assessing options + technologies  Capped exposure New Energies Integrated Energy Solutions New Fuels Connected Customer  Capital employed $1.75 bln : biofuels, wind, solar, hydrogen  $200 mln estimated 2016 spend
  34. 34. 34Copyright of Royal Dutch Shell plc May 11, 2016 SHELL: NEW FUELS  Leading Brazilian producer of sugar and ethanol  Shell branded fuels business  ~900 MW bio-power generation  2015 earnings: $300 mln  Testing new markets + R&D potential  Transport opportunity  Germany Joint Venture: 400 stations by 2023 (2/3 Shell sites) Biofuels – Raízen Joint Venture - Brazil Hydrogen
  35. 35. 35Copyright of Royal Dutch Shell plc May 11, 2016 SHELL: INTEGRATED ENERGY SOLUTIONS  c. 500MW capacity in USA + Netherlands  Venture capital support for technology  Assessing new opportunities  Solar steam for EOR operational in Oman  Expansion plans up to 1GW  Assessing further PV opportunities Wind Solar Mount Storm wind project, West Virginia, USA Glasspoint[Glasspoint]Glasspoint solar EOR, Oman
  36. 36. 36Copyright of Royal Dutch Shell plc May 11, 2016 Connected Energy  Capture value from power market disruption  Shell today:  No. 2 wholesale power marketer in USA  Participates in most organized power markets  Access to ~ 9,000 MW generating capacity across USA SHELL: CONNECTED CUSTOMER Connected Mobility  Enabled by data and connectivity  Reducing inefficiencies in mobility  Branded fuels and lubricants Shell MiGarage App SENA trading
  37. 37. 37Copyright of Royal Dutch Shell plc May 11, 2016 HARRY BREKELMANS DIRECTOR PROJECTS AND TECHNOLOGY ROYAL DUTCH SHELL PLC
  38. 38. 38Copyright of Royal Dutch Shell plc May 11, 2016 ASSET INTEGRITY AND PROCESS SAFETY PREVENTING AND MITIGATING MAJOR SAFETY INCIDENTS Goal Zero: No Harm, No Leaks Assets are safe and we know it TOP EVENT THREATS CONSEQUENCES Leadership behaviours Effective design and application of barriers Standards and processes Motivated, competent people Continuous improvement Control barriers Recovery measures Plan Do Act Check 1 3 4 5 2
  39. 39. 39Copyright of Royal Dutch Shell plc May 11, 2016  No harm to people  No leaks  12 Life saving rules SHELL + BG HSSE INTEGRATION  Safety remains priority  Many similarities  Combination to follow Shell’s safety requirements by end 2016 Goal Zero  Incident and injury free workplace  One Team  10 Life savers Zero Injuries
  40. 40. 40Copyright of Royal Dutch Shell plc May 11, 2016 CONTRACTOR SAFETY MANAGEMENT Contractors are critical to achieve Goal Zero  > 240,000 contractors  Represent 75% of total exposure hours  Perform most high risk activities  Involvement in most incidents Number of fatalities Total recordable case frequency (TRCF) Injuries per million working hours Contractor performance is improving across the oil & gas industry
  41. 41. 41Copyright of Royal Dutch Shell plc May 11, 2016 CONTRACTOR SAFETY MANAGEMENT EXAMPLE: CONSTRUCTION SITE SAFETY STANDARDISATION  Standardised approach  Make working easier and safer  Reduce HSE exposure  Deliver consistency across projects  Improve experience and learnings transfer Safety poster produced in 12 languages Toolbox talk kit  Arabic  Bahasa Malay  Bengali  Chinese  Dutch  English  French  Hindi  Norwegian  Portuguese  Spanish  Thai
  42. 42. 42Copyright of Royal Dutch Shell plc May 11, 2016 CONTRACTOR SAFETY MANAGEMENT EXAMPLE: KOREAN SHIPYARD SAFETY STANDARDISATION What:  Single standard safety approach  Used at all projects and assets  Continuous improvement of safety culture Why:  Workers often short term tenure  Workers move frequently  Safety seen as barrier to productivity Value:  Productivity increases  Reduced training cost + orientation time  Incident reductions Construction of Prelude FLNG, Korea Safety day presentation, construction of Prelude FLNG, Korea
  43. 43. 43Copyright of Royal Dutch Shell plc May 11, 2016 HSSE PERFORMANCE Goal Zero on safety Injuries – TRCF/million working hours Spills - operational Volume in thousand tonnes Energy intensity – refineries Energy Intensity Index (EEITM) Process safety Number of incidents million working hours Working hours (RHS)TRCF Tier 1 incidents Tier 2 incidents  HSSE priority  Performance + transparency
  44. 44. 44Copyright of Royal Dutch Shell plc May 11, 2016 MANAGING EMISSIONS  Oil Sands upgrader  Quest start-up 2016  ~1 mtpa CO2 sequestered  Bukom refinery Singapore  ~68 MW cogeneration unit installed in 2015  Recovering waste heat to generate steam Carbon Capture and Storage: Canada Cogeneration: Singapore Examples
  45. 45. 45Copyright of Royal Dutch Shell plc May 11, 2016 LOW CARBON OPPORTUNITIES (2015)  EXPLORATION  LNG MTPA = Million tonnes per annum  LNG (6.3 MTPA)  LNG (24.2 MTPA)  TECHNOLOGY CENTRE MONGSTAD  OTWAY BASIN PROJECT  QUEST  GORGON  ADSORPTION TECHNOLOGY CCS ALTERNATIVE  QATAR CARBONATES AND CARBON STORAGE CENTRE  BANGALORE R&D ADVANCED BIOFUELS  WESTHOLLOW RESEARCH CENTRE ADVANCED BIOFUELS  RAÍZEN ADVANCED BIOFUELS  RAÍZEN BIOFUELS  SOLAR PHOTOVOLTAIC (PV) CELLS  GLASSPOINT SOLAR TECHNOLOGY  SHELL TECHNOLOGY VENTURES  E-MOBILITY BATTERY TECHNOLOGY  FUTURE ENERGY TECHNOLOGIES  H2 NETWORK EUROPE, USA  H2 NETWORK GERMANY  H2 NETWORK (5 SITES)  2-B ENERGY TURBINE TECHNOLOGY  OFFSHORE (50 MW net) ONSHORE (450 MW net) RESEARCH & DEVELOPMENT ENGINEERING & DESIGN FINAL INVESTMENT DECISION ON STREAM INCREASING TECHNOLOGY MATURITY  LNG (6.5 MTPA)  PETERHEAD (1MTPA)   Commercial operation (volumes in Shell share)  Technology demonstration/research  Used in Shell operations  CANSOLV TECHNOLOGY   Project cancelled FID taken Project progressed
  46. 46. 46Copyright of Royal Dutch Shell plc May 11, 2016 NEW ENERGIES R+D INVESTMENTS- BIOFUELS  Advanced ethanol mill  Bolt-on to the Costa Pinto mill  Adapted from Iogen energy technology  2015 production  Woody biomass into fuels  Shell proprietary system  Licenses in Virent technology  Development program at Shell’s Technology Centre in Houston, USA  Converts waste into fuels  Demonstration plant to be built at Shell’s Technology Centre in Bangalore, India  Technology developed by Gas Technology Institute + Shell Raízen advanced biofuels Reversible acid pre-treatment & ensiling energy crops Integrated hydropyrolysis and hydroconversion
  47. 47. 47Copyright of Royal Dutch Shell plc May 11, 2016 BEN VAN BEURDEN CHIEF EXECUTIVE OFFICER ROYAL DUTCH SHELL PLC
  48. 48. 48Copyright of Royal Dutch Shell plc May 11, 2016 QUESTIONS AND ANSWERS ROYAL DUTCH SHELL PLC MAY 11, 2016
  49. 49. 49Copyright of Royal Dutch Shell plc May 11, 2016 ADDITIONAL INFORMATION ROYAL DUTCH SHELL PLC MAY 11, 2016
  50. 50. 50Copyright of Royal Dutch Shell plc May 11, 2016 HUMAN RIGHTS Objectives  Due diligence to avoid infringements of rights  Effective systems  Grievance mechanisms INDUSTRY COOPERATION Human Rights Due Diligence Human Rights & Impact Assessment Grievance Mechanisms POLICY COMMITMENT Shell General Business Principles Shell Code of Conduct HSSE & SP Control Framework Supplier Principles SHELL FOCUS AREAS Contracting & Procurement Human Resources Security Social Performance Governance: HSSE SP Exec & Human Rights Working Group Partnerships: Danish Institute for Human Rights
  51. 51. 51Copyright of Royal Dutch Shell plc May 11, 2016 ALASKA EXPLORATION  2015  Burger J well completed; water-bearing  Operated exceptionally well  Exploration halted for “forseeable future”  Demobilised staff, rigs and support vehicles  2016  Ongoing demobilisation  Final removal of equipment
  52. 52. 52Copyright of Royal Dutch Shell plc May 11, 2016 BRENT FIELD DECOMMISSIONING  Brent Delta Topside plan submitted  Consultation + resubmission  Target date single lift: 2017  Full field decommissioning plan to follow  8 year stakeholder engagement  ~ 180 bodies  Includes environmental groups and NGOs www.shell.co.uk/brentdecomm
  53. 53. 53Copyright of Royal Dutch Shell plc May 11, 2016 OIL SANDS UPDATE  Focus on emissions management  Aspire to have equivalent intensity to average barrel refined in US  Progress over a number of years:  Integrated mine planning  Start up of Quest CCS – 1mtpa CO2  Turnarounds in 2015 well managed  Significant focus on cost  Head count – staff and contractors – reduction  Energy costs reduced Canada AOSP emissions update Economic update Cash operating costs $/bbl Cash operating cost excl. energy Energy DD&A (clean)
  54. 54. 54Copyright of Royal Dutch Shell plc May 11, 2016 WATER MANAGEMENT  Water regulation evolving rapidly  Water management plans  water scarce areas  future water scarce areas Centre of Excellence in Bangalore:  Integrated project delivery  Technical support  Water R&D Dawson Creek water reclamation, Groundbirch Shell fresh water withdrawn Million cubic metres
  55. 55. 55Copyright of Royal Dutch Shell plc May 11, 2016 STRATEGIC KPIS AND EXECUTIVE INCENTIVES 5% weight Personal Safety 5% weight Process Safety 30% weight CFFO 50% weight Operational Excellence 10% weight Safety 20% weight Sustainable Development 10% weight Sustainability 2% weight Water use 4% weight Oil Spill volumes 4% weight Energy Intensity 2015 EXECUTIVE BONUS STRUCTURE
  56. 56. 56Copyright of Royal Dutch Shell plc May 11, 2016 NEW ENERGIES R+D INVESTMENTS – OTHER EXAMPLES  Internet of Energy  Software applications  Link with energy storage  Reduce cost and increase reliability of flexible electricity delivery  Develop high-performance batteries  non-toxic  cost-effective  industrial scale  Balance energy production and demand Growing Energy Labs Inc (Geli) Kite Power Solutions Aquion Energy  Accessing high altitude wind which is less intermittent  Aim to reduce the cost of wind energy
  57. 57. 57Copyright of Royal Dutch Shell plc May 11, 2016 ANNUAL ROUNDTABLE FOR SOCIALLY RESPONSIBLE INVESTORS ROYAL DUTCH SHELL PLC MAY 11, 2016

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