Shell analyzed data from over 100,000 graduate applications to identify opportunities to streamline their recruitment assessments. They found that some assessments were not providing additional value. Shell worked to streamline the assessment process while keeping the most robust assessments. This resulted in a new streamlined process with fewer assessments that provided the necessary information with a better candidate experience.

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Using analytics in recruitment to
identify improvement
opportunities
Sue Lam, Ph.D.
HR Diagnostics Manager
April 2017Copyright of Shell International

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Definitions & Cautionary Note
May 2017 2
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 (SPE) 2P + 2C definitions.
Discovered and prospective resources: Our use of the term “discovered and prospective resources” are consistent with SPE 2P + 2C + 2U 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.
Shales: Our use of the term ‘shales’ refers to tight, shale and coal bed methane oil and gas acreage.
Underlying operating cost is defined as operating cost less identified items. A reconciliation can be found in the quarterly results announcement.
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 [report], 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, [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. 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.

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Who we are & what we do
1
May 2017 3

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 Shell is an innovation-driven global group of energy and
petrochemical companies
 We are active in more than 70 countries
 Worldwide, we have 93,000 full-time employees
 Our fuel retail network has around 43,000 service stations
 On average, we produce 3 million barrels of oil
equivalent per day (crude oil and natural gas combined).
 In 2015, we:
 generated earnings* of $3.8 billion
 had $28.9 billion of capital investment
 spent $1.1 billion on R&D
 Royal Dutch Shell plc is a UK company, with its
headquarters in the Netherlands
 We are listed on the stock exchanges of Amsterdam,
London and New York
Company profile
Copyright of Shell International B.V.
*On a current cost of supplies basis attributable to Royal Dutch Shell plc shareholders. Source: 2015 Annual Report and Form 20-F

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Business overview
RETAIL & B2B SALES
TRANSPORT & TRADINGMANUFACTURING & ENERGY PRODUCTIONDEVELOPMENT & EXTRACTIONEXPLORATION
Exploring for oil
and gas:
Onshore and
offshore
Developing
fields
Producing oil
and gas
Extracting
bitumen
Refining oil into fuels and
lubricants
Liquefying natural gas
by cooling (LNG)
Producing
petrochemicals
Converting gas to liquid
products (GTL)
Upgrading bitumen
Shipping and
trading
Regasifying
(LNG)
Supply and
distribution
Producing biofuels
Generating power
Copyright Shell International B.V. 5

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Businesses and functions
6
Projects & Technology
Integrated Gas &
New Energies
Downstream
Finance LegalHR & Corporate
Upstream
 Innovation, R&D
 Technical IT
 Project execution
 Global technical expertise
 CO2 management
 Safety and environment
 Contracting and procurement
 Refining
 Pipelines
 Chemicals
 Trading and Supply
 Retail
 Lubricants
 Business to business
 Biofuels
 Venture development
 Production excellence
 Qatar
 Australia & New Zealand
 Russia
 Safety & environment
 Ventures
 Commercial/NBD
 Operated
 Joint ventures
 Deepwater
 Safety & environment
 Production excellence
 Exploration
 Legal
 Compliance
 Intellectual property
 HR
 Real Estate
 External Relations
 Shell Aircraft
 Health
 Security
 Finance
 IT
 Investor Relations
 Tax
 Strategy
 Planning and appraisal
 Internal audit

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Operational
Excellence
Enterprise
Learning
HR
Integrated
Ops
Employee
Engagement
/Compliance
HR Mergers,
Acquisitions,
Divestments
Internal
Communi-
cations
Commercial
Academy
HR Strategy
& Planning
HR Data &
Analytics

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The project and solutions
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8

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The project
• Shell receives over 100,000 applications for fewer than 1,000 graduate positions per year
• Foundation of the recruitment process is the assessments
• We wanted to streamline the assessment approach and keep the most robust
• In order to streamline, we analyzed assessment center data, candidate experience data and
conducted focus groups and interviews
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The old process
ELIGIBILITY SCREENE-ASSESSMENTSSEARCH & APPLY INTERVIEW SRD OFFERSKILLPOOL MATCHING

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The findings
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Old process:
ELIGIBILITY SCREENE-ASSESSMENTSSEARCH & APPLY INTERVIEW SRD OFFERSKILLPOOL MATCHING
12
SEARCH
& INFORM
APPLY
STAGE 1
ASSESSMENT
ADVANCED
SCREEN
STAGE 2
ASSESSMENT
“SHELL CONNECT”
ENGAGEMENT EVENT
New process:

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Benefits of the new process
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Digital touch points to
ensure personal
approach
BUSINESS
 Shorter cycle times (from application to offer) for candidates
 Time and cost efficiencies of about $3.55 million per year
 Significant reduction in business assessor requirements
 12,000 interviewer hours
 17,800 assessment center assessor hours
 More flexible format of assessment that is easier for key stakeholders to be assessors.
 Improved assessment data will improve Quality of Hire and future success of new joiners in the organisation
CANDIDATE
 Enhance the candidate experience through digital interactive assessments
 Give more suitable insights into careers at Shell through new and advanced website and video’s
 Allow faster cycle times while enhancing multiple touch points with the Shell assessors community
 Allow flexibility for candidates to complete some of the stages of the assessments at their on their own schedule and from amobile device
 Focus on providing an offer in a fast and exiting way

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Key success factors
• Senior stakeholder buy-in
• Clean data
• Translating statistics and technology into plain language
• Change management and internal communication
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Potential next steps
• Automating resume scanning and skillpool matching
• Predictive validation study—having live candidates take assessments and follow up

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Overview of the new Graduate Process
15AMR Project
Shell Graduate process (click the link, right mouse click)

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