Royal Dutch Shell plc 2014 Management Day analyst webcast

1Copyright of Royal Dutch Shell plc 13 March, 2014
BALANCING GROWTH & RETURNS
MANAGEMENT DAY 2014
13 MARCH 2014
ROYAL DUTCH SHELL PLC

DEFINITIONS & CAUTIONARY NOTE
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 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 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 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’’, ‘‘intend’’, ‘‘may’’, ‘‘plan’’, ‘‘objectives’’, ‘‘outlook’’, ‘‘probably’’, ‘‘project’’, ‘‘will’’, ‘‘seek’’, ‘‘target’’, ‘‘risks’’, ‘‘goals’’, ‘‘should’’ 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 potential litigation and regulatory measures as a result of climate changes; (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 factors that may affect future results are contained in Royal
Dutch Shell’s 20-F for the year ended 31 December, 2013 (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, 13 March, 2014. 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. There can be no assurance that dividend payments will match or exceed those set out in this presentation in the future, or that they will be made at
all.
We use certain terms in this presentation, such as discovery potential, that the United States Securities and Exchange Commission (SEC) guidelines strictly prohibit us from including in 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 this form from the SEC by
calling 1-800-SEC-0330.

BEN VAN BEURDEN
CHIEF EXECUTIVE OFFICER

EXECUTING A CONSISTENT, LONG-TERM STRATEGY
 Unrelenting focus on HSSE
 Technology, integration and scale
 Disciplined capital investment by strategic theme
 Growth in cash flow through-cycle
 Competitive shareholder returns
Shearwater platform North Sea, UK

AGENDA
Ben van Beurden Chief Executive Officer
Simon Henry Chief Financial Officer
John Abbott Downstream Director
Marvin Odum Upstream Americas Director
Question & answer session
Panel break-outs:
Projects & Technology + Upstream International
Upstream Americas
Downstream

FOCUS ON SAFETY
2013 UPDATE
Goal Zero on safety
Injuries – TRCF/million working hours
Spills - operational
Volume in thousand tonnes
Energy intensity - refineries
Energy Intensity Index (EEITM)
million working hours
Working hours (RHS)TRCF
 HSSE priority
 Performance + transparency
Process safety trend
Number of incidents
Tier 1 incidents Tier 2 incidents

 Balancing risk and reward
 Strict investment hurdles and price screens drive returns
ASPIRED
PORTFOLIO
ATTRACTIVENESS
Growth & returns
Opportunity scale
RESILIENCE
Risk, performance &
uncertainty
PORTFOLIO MANAGEMENT
STRATEGIC INTENT
RESULTS &
PAY-OUT

FUTURE
OPPORTUNITIES
RESOURCES
PLAYS
DEEP-WATERINTEGRATED
GAS
UPSTREAM DOWNSTREAM
INVESTMENT PRIORITIES + STRATEGIC INTENT
1 Iraq, Nigeria onshore (SPDC), Kazakhstan, heavy oil, Arctic
Engines
 Free cash flow businesses
 Maintain competitiveness
 Asset integrity + selective growth
Growth Priority
 Global leadership established
 High-grading our rich opportunity set
Longer Term
 Major potential; managing non-technical risks
 Slower pace + capital allocation
 Credible, competitive, affordable
 Investment choices driven on a global thematic basis
1

FINANCIAL PERFORMANCE
TRACK RECORD
Earnings
$ billion CCS
Cash flow from operations
$ billion
Total capital investment
$ billion
Payout
$ billion
Dividend declared BuybackOrganic capital investment
Upstream Downstream Corporate Identified items
Acquisitions

FINANCIAL PERFORMANCE
COMPETITIVE POSITION
EPS on reported CCS basis
Earnings per share growth – 3 years
% growth 2010-2013
Cash flow per share growth – 3 years
Total shareholder return – 3 years 2013 ROACE
ROACE: earnings on reported local GAAP basis
Shell Competitors
% growth 2010-2013
% growth 2010-2013

 Changing emphasis in 2014
2014 PRIORITIES
 Returns and cash flow
 Competitive returns for shareholders
 Take hard choices on new options
 Increase asset sales
 Reduce pace of growth investment
 Major deep-water start-ups in 2014
 Integrate 2013 acquisitions
Deliver new
projects
Enhance our
capital efficiency
Improve our
financial
performance

IMPROVE FINANCIAL PERFORMANCE:
RESPONDING TO NEW MARKET DYNAMICS
North America resources plays Oil Products
Geelong refinery, AustraliaGroundbirch, Canada
 ~$80 billion capital employed
 Financial performance not acceptable
 Multi-year turn-around
 Priorities:
 Portfolio restructuring + potential write-downs
 Cost reduction + margin improvement
 Invest for financial resilience + selective growth

IMPROVE FINANCIAL PERFORMANCE
CONTINUED DRIVE ON COST EFFICIENCY
Enterprise framework agreements (EFAs)
cumulative # EFAs negotiated
Price positioning of EFAs
EFA prices vs. range of quotes received from market
Supply chain efficiency:
~$65 billion / year spend
Standardisation + replication:
Platforms, subsea equipment, facilities
Drilling efficiency:
Rig contracts
Repeatable wells + design
EFA price
%

IMPROVE FINANCIAL PERFORMANCE IN UPSTREAM ENGINE
 Production decline halted
 focus on up-time
 reservoir development
 sub-surface dynamics
 Innovative EOR schemes
 2012-13 impacted by high levels of maintenance
 2013 maintenance downtime 50 kboe per day
(vs. 35 kboe per day downtime in 2012)
 Address late life assets: fix or divest
PDO Oman UK North Sea
kboe per day, Shell sharekboe/day, Shell share
2012:117kboe/d
2013: 91kboe/d
Actual production
assumed production with
continued decline

IMPROVE FINANCIAL PERFORMANCE
DRIVE TO FURTHER ENHANCE INTEGRATED GAS PROFITABILITY
Includes LNG + GTL; earnings excluding identified items
Increasing Shell’s managed sales
Total LNG volumes in mtpa
Shell’s LNG portfolio
LNG Peru
Altamira
Baja
Nigeria
Hazira
NWS
Pluto
QG-4
Elba
Spain
Prelude
Gorgon
Atlantic LNG
Oman
Sakhalin
Malaysia
Brunei
Cove Point
LNG supply
Under construction
Regasification
Trading flows
2014
2013
>25 mtpa
>30 mtpa
2017
~40 mtpa
$ billion
Integrated Gas financial performance
Earnings ~400%
Earnings CFFO ROACE (RHS)JV marketed
Shell directly managed
QG4
Pearl GTL
Pluto LNG North Rankin
Repsol LNG
Elba
Gorgon T1-3
Prelude FLNG
North West Shelf
Sakhalin

2014 PRIORITIES
Deliver new
projects
Enhance our
capital efficiency
Improve our
financial
performance

DECONSTRUCTING OUR PORTFOLIO
2013
$ billion
CCS earnings CFFO
Organic
capital
investment
Capital
employed
ROACE
Engines
5 8 5 64 7%
6 10 7 17 36%
GrowthPriorities
9 12 6 57 17%
3 5 9 23 15%
LongerTerm
(4) 0 6 25 (12)%
1 3 5 32 3%
FUTURE
OPPORTUNITIES1
RESOURCES
PLAYS
DEEP-WATER
INTEGRATED
GAS
UPSTREAM
ENGINE
DOWNSTREAM
ENGINE Mature + drives free cash flow
Profitable + growing
Returns impacted by growth spend
CCS earnings excluding identified items; ROACE based on CCS earnings excluding identified items
1 Iraq, Nigeria onshore (SPDC), Kazakhstan, Arctic, heavy oil

ENHANCE CAPITAL EFFICIENCY
TAKE HARD CHOICES
FEED
FID
On stream
Explore
Feasibility
study
Identify & Assess Select Define Execute On stream
12 billion boe 7 billion boe 11 billion boe
 Hard choices on growth projects:
 US GTL
 Alaska
 LNG FID pause in Asia Pacific
 AOSP debottlenecking
 Wheatstone
 Cove
 others
~$8 billion capital investment ~$27 billion capital investment
Low cost options + Early high-grading Increase predictability Flawless execution of major spend
2014

MAKING OUR PLANS CREDIBLE, COMPETITIVE, AFFORDABLE
~150 performance units implemented
 Targeted growth spend
 Address underperforming assets
 Increase divestment of non-core positions
Sharpen our focus:
Asset sales
 Wheatstone LNG
 BC-10 dilution
 UA resources plays
 Nigeria onshore
 Norway DS
 Italy DS
 Australia DS
 Others
Resilience
Attractiveness
Keep and grow
Fix or divest
Exit
$15 billion
divestments
2014-15

IDENTIFY/ASSESS
US GTL  -
CANCELLED
Gorgon LNG T4 -
PAUSE
Sunrise LNG - PAUSE
CAPITAL CEILINGS + OPTION SET DRIVE HARD CHOICES
Integrated Gas
EXECUTE
Gorgon LNG T1-3
Prelude FLNG
Wheatstone  - SOLD
MMLS LNG (Elba)
SELECT
Arrow LNG - REDESIGN
Browse LNG - REDESIGN
Abadi LNG ph2
LNG Canada
Sakhalin T3
DEFINE
Abadi LNG ph1
ON STREAM
Atlantic LNG
Brunei LNG
Malaysia LNG
Nigeria LNG
Northwest Shelf
Oman LNG
Peru LNG
Pluto
Qatargas 4
Sakhalin LNG
MTPA: 17.6 MTPA: 0.9 MTPA: 7.5 MTPA: 26.1
START
UP
FID
Shell share equity liquefaction capacity in mtpa

2013-14 CAPITAL SPENDING
Total capital investment
$ billion
Future opportunities
Resources plays
Downstream (incl. Corporate)
Europe
Deep-water Africa/Middle East/CIS
Asia Pacific
Americas
Upstream
Integrated gas
Upstream engine
Downstream (incl. Corporate)
 Strict capital ceilings
 More competitive returns

2014 PRIORITIES
Deliver new
projects
Enhance our
capital efficiency
Improve our
financial
performance

PROJECT MANAGEMENT + BENCHMARKING
IPA – Independent Project Analysis by Industry Benchmarking Consortium
IPA project benchmarkUpstream project status
Construction time elapsed %
1Q 2Q 3Q 4th Quartile
Upstream cost Downstream cost
 Oversight and accountability
 Track record
Construction time elapsed %

 Perdido
 Singapore: Chemicals
 North America: tight gas
 Gbaran-Ubie
 Gjoa
 AOSP-1
 West Qurna
 Schoonebeek
 Raízen
 Qatargas 4 LNG
 Pearl GTL
 Qarn Alam
 Harweel
 Caesar Tonga ph1
 Gumusut-Kakap (early
production)
 Pluto LNG
 Eagle Ford
 Majnoon FCP
 BC-10 ph2
 Kashagan
 Basrah gas comp.
 North Rankin
 Amal steam
 AOSP debottlenecking
 Repsol LNG acquisition
 Mars B
 Petai
 Cardamom
 Gumusut-Kakap
 others
DELIVER NEW PROJECTS
TRACK RECORD 2010-14
Gumusut-Kakap
Raízen
2010 2011 2012 2013 2014
Key Upstream project start-ups: Pearl GTL
 Consistent delivery of
new projects
 2013 impact: $9 billion
CFFO from 2010+ start-ups
Production growth from key start-ups
kboe per day $ billion
Production Cash flow from operations (RHS)

CONVENTIONAL EXPLORATION PORTFOLIO + THEMES
 Increased focus in our exploration spending
Spend
including deals
($ billion)
Resources/potential
added1
(billion boe)
Oil & gas split (%)
2011-2013 2011-2013 2013 performance
ARCTIC ~2 0 Alaska drilling pause
FRONTIER
Under explored
basins
~4
0.9
(95% oil, 5% gas)
Albania: Shpirag-2
Brazil: Libra access
HEARTLANDS
New plays in
Shell producing
basins
~8
2.6
(25% oil, 75% gas)
GOM: Vicksburg
Australia: Kentish Knock
Nigeria: Zabazaba appraisal
NEAR FIELD
High value
~1
0.4
(35% oil, 65% gas)
19 near field discoveries
Nigeria (SPDC), Oman, Egypt,
Netherlands, Brunei, Australia
Prospect
size
(million boe)
Time to
development
(years)
15+
10+
3+
<3 5-50
50-250
>250
>500
1 includes acquisitions

GLOBAL RESOURCES PLAYS
BUILDING CAPABILITIES IN LONG TERM OPPORTUNITY
Total resources plays capital investment
E&A
On stream
Gas Liquids Rich
 2013 production 0.3 mboe/d
 2014 exploration spend $3 billion
2013 exploration and appraisal success 
$ billion
Resources + potential
Future potential
On stream
Execute (under construction)
Select/Define
14.4 billion boe
Americas International
Liquids rich shales (underlined)
ACCESS
Tunisia
EXPLORATION
Pembina Turkey
Colombia Russia
Sichuan Germany
Ukraine
APPRAISAL/PILOT
Argentina
Kaybob
Permian
Appalachia
Changbei 2
Oman
DEVELOPMENT
Early
Groundbirch
Mature
Pinedale
Haynesville
Foothills
Deep Basin
Changbei
Western
Canada
Colombia
Argentina
Neuquen
Lower 48 USA
Germany Ukraine
Turkey
Oman Sichuan
Changbei
Arrow

Changbei 2
Russia
Future potential = discovered + prospective resources
Tunisia

SIMON HENRY
CHIEF FINANCIAL OFFICER

FINANCIAL FRAMEWORK AND PRIORITIES
Priorities for cash
1. Debt service
2. Dividends: growth policy
3. Capital investment: disciplined through
cycle growth
4. Return surplus cash: buy-backs
CASH PERFORMANCE
CFFO drives
investment + payout
INVESTMENT
Affordability,
profitability,
portfolio
PAY-OUT
Dividend linked to
business results
BALANCE SHEET
0 – 30% gearing
through cycle
 Conservative balance sheet underpins
financial framework

UP
STREAM
DOWN
STREAM
CASH FLOW AND PAY-OUT
Cash generation
$ billion
Dividend track record
$ billion
Strong balance sheet
$ billion
Asset sales
Capex + equity acc. investments
$ billion
2011-13 2013
UP
STREAM
DOWN
STREAM
Acquisitions
Dividend and buy back
Gearing
range
Net debt
Dividends declared
Gearing (RHS)
12 months
rolling
 Strong balance sheet
 Generating surplus cash
 Dividend track record

CASH FLOW + RETURNS
ROACE
%, 4Q rolling
$ billion, 4Q rolling
Shell
peer group peer group
Shell
ROACE: earnings on reported local GAAP basis

DECONSTRUCTING OUR CAPITAL INVESTMENT
2014 organic capital investment
$ billion
 Balancing growth + returns
Exploration
+ pre-FID
Key
growth
projects
Care +
maintain
Smaller growth
projects
Preparing new options
Driving new upstream growth
Maintaining competitive cash generation

SEC PROVED RESERVES POSITION
1 Excludes acquisitions, divestments and price impacts
2 Reserves attributable to Royal Dutch Shell shareholders
2013 Reserves performance
 2013 RRR 131%
 2011-13 RRR 91%
 Reserves life at end 2013 ~11.5 years
2011-13 Reserves average performance
 Organic1 additions ~1.4 billion boe
 Production ~1.2 billion boe
 Organic reserves replacement 112%
Reserves Replacement SEC proved reserves
Major reserves additions
2011-13 Reserves additions
2011-13 2013
Organic 112% 123%
Organic incl. price effects 95% 127%
Net Reserves2 91% 131%
(billion boe) 2011 2012 2013
Organic reserves additions 1.5 1.0 1.5
Production 1.2 1.2 1.2
Net Reserves2 14.2 13.6 13.9

Carmon Creek ph1&2
Rabab Harweel
Erha North ph2
BC-10 ph3
Stones
Groundbirch
billion boe
RESOURCES UPDATE
Longer-term upside
2009 2010 2011 2012 2013
On stream
Select/Define
Production
NWS Gas NR2
BC-10 ph2
Amal Steam
Majnoon FCP
Vito
BMS-54
Zabazaba
Appomattox
Permian
Converting resources to production… 2013 resources by theme
Deep-water
Integrated gas
Upstream engine
Resources plays
 Rebuilding on stream
resources 2009-13

Start-up 2013 start-up 2014-2015 2016-2018
 Bukom ECC debottleneck
 Bukom cogeneration
 Jack St.Malo pipeline
 Singapore LOBP
 Westward-Ho pipeline
 Amal Steam  Corrib   Clair ph2
 Schiehallion Redevelopment
 Tempa Rossa
 Rabab Harweel integrated
project
 North Rankin 2  Gorgon LNG T1-3
 Prelude FLNG 
 MMLS LNG (Elba) 
 BC-10 ph2   Mars-B 
 Cardamom 
 Gumusut Kakap 
 Sabah Gas KBB
 Bonga North West 
 Petai
 BC-10 ph3 
 Malikai 
 Stones 
 Erha North ph2
 North America tight gas +
liquids rich shales
 AOSP debottlenecking
 Kashagan ph1
 Majnoon FCP 
 Basrah Gas Company
 Southern Swamp AG 
 Gbaran-Ubie ph2 
 Trans Niger loopline 
 Carmon Creek ph1+2
 Forcados Yokri 
Peak production
(kboe/d)
200 335 560
NEW START-UPS
2013-2018
 29 major projects
 Strong project flow
Production @ $80 Brent scenario; Shell share at peak
Bonga North West
Gumusut-Kakap
 Shell operated
FUTURE
OPPORTUNITIES
RESOURCES
PLAYS
DEEP-WATER
INTEGRATED
GAS
UPSTREAM
ENGINE
DOWNSTREAM
ENGINE

BALANCING GROWTH + RETURNS
Outlook assumes 2013 macro; ROACE CCS earnings excluding identified items
 Positive outlook for ROACE +
CFFO
 Near-term growth: deep-water,
upstream engines, future
opportunities
 Integrated gas growth 2016+
 Restructure resources plays +
downstream
ROACE (%)
Downstream engine
Upstream engine
Integrated gas
Deep-water
Resources plays
Bubble size represents 2013 capital employed
CFFO in billion $
2013 ROACE
2013
2015/16 potential

JOHN ABBOTT
DOWNSTREAM DIRECTOR

DOWNSTREAM STRATEGY
Developing and sustaining
competitive advantage through…
Advantaged
feedstock +
supply
Improving our
footprint
Differentiated
Products +
Customer Offer
Distinguished
Brand
 Priority to improve our financial performance

DOWNSTREAM MACRO LANDSCAPE
1 Ethylene + propylene + benzene
Oil Products
 Structural refining overcapacity
 Liquids rich shales changing the dynamics
 Efficiency and mogas displacement in
transportation fuels
 Challenging competitive landscape
Chemicals
 Chemicals demand growth robust
 Significant feedstock price movements
 North America re-emerges as chemicals exporter
 Growth opportunity
Excess industry refining capacity
million bpd
Base1 chemicals growth potential
Domestic demand in million tonnes per annum
Spare capacity Global average refining margin
(RHS)
North America EuropeSouth America
Middle East Asia Others
$/bbl

DOWNSTREAM OPERATIONAL EXCELLENCE
CONTINUOUS IMPROVEMENT
Port Arthur expansion included from 2013
Focus on HSSE continues
Injuries – TRCF/million working hours
Capital discipline
$ billion
Operating performance
% unplanned downtime
Brand
Global brand preference
million working hours
Refining
Working hours TRCF
Chemicals Shell Other majors
Source: Ipsos – Global Customer Tracker (covering 30+ markets)
Non-growth Oil Products
Growth Chemicals

DOWNSTREAM FINANCIAL RESULTS
CCS earnings excluding identified items
Earnings + cash flow
$ billion
Capital employed + ROACE
$ billion
Free cash flow
$ billion
CFFO excl. WC movements
Working capital movements
Capital investment
Acquisitions
Free cash flow (RHS)
 Improved Chemicals performance
 Challenging Oil Products results
 Priority to improve ROACE, CFFO & FCF
2012 2013201120102009
% $ billion
Potential
Potential
Asset sales
Earnings CFFO
CFFO average 2011-13
Capital Employed ROACE (RHS)
ROACE average 2011-13 (RHS)

DOWNSTREAM COMPETITIVE LANDSCAPE
Earnings excluding identified items; peer group: XOM, LBI, DOW, BP, RDS
Downstream ROACE
Chemicals ROACE
2009 2010 2011 2012 2013
Shell Chemicals Peer group range
Earnings on local GAAP basis adjusted for inventory valuation differences and excluding
identified items; peer group: Chevron, Total, BP, XOM, RDS
Peer group rangeShell Downstream
 Chemicals turn-around
 Legacy asset positions
 Complex competitive drivers

CHEMICALS TURNAROUND
Restated for IAS19, 2008 ROCE, CCS earnings excluding identified items
 Investment in advantaged feedstock
 Refocused on strong core + concentrated footprint
 Performance units management
 Returns recovery + growth opportunities
Shift to advantaged feedstock Improving ROACE
$ billion
Capital employed Chemicals ROACE Chemicals (RHS)
Advantaged liquids
Advantaged gas
Generic liquids
Generic gas
2007 2013
%
~16%
Shell Chemicals:
 Base chemicals + derivatives
 Advantaged feedstock
 Bulk sales to industrial customers
Major improvements delivered

OIL PRODUCTS PERFORMANCE
Restated for IAS19, 2008 ROCE, CCS earnings excluding identified items
2008 – 2013
 Reduced footprint + costs
 Port Arthur expansion
 Added Brazil biofuels + East marketing growth
 Returns remain under pressure
Portfolio restructuring ROACE remains low
$ billion
Capital employed ROACE (RHS)
Refining capacity Marketing
-10%
-20 %
%
Million b/d Million b/d
~6%
-0.4 Mb/d
-45
countries

PORTFOLIO SEGMENTATION + PERFORMANCE
Downstream businesses
2013 CFFO ($ billion)
2013 ROACE (%)
 New segmentation into >80 performance units
 Action plans to improve returns + CFFO or exit
 Focus on cost efficiency
 Targeted investment
Bubble size = capital employed
-5% 10%
-20% >40%Chemicals
Merchant
refining
Integrated
refining
+ marketing
value chain
Fuels
marketing
Biofuels
Lubricants
ROACE based on CCS earnings excluding identified earnings

SHARPER FOCUS ON UPGRADING OUR PORTFOLIO
Downstream asset sales
$ billion
Portfolio change
Resilience
Attractiveness
Selective Growth:
 Chemicals
 China
 LNG for transport
 Premium fuels + lubes
 Biofuels
 Refinery crude flexibility
and product slate
 others
Fix:
 Motiva
 Singapore fuels
 Pernis + Rheinland
 others
Exit:
 Italy
 Norway
 Australia
 others
 Optimise footprint + potential impairments
 Integrated value capture
 Selective investment in growth markets
 Capital discipline and project delivery
agreements
year-to-date

IMPROVING PERFORMANCE OF KEY ASSETS
Bukom – performance turnaround Scotford – building on sustained performance
Refinery unplanned downtime in %
 High margin refinery
 Integrated upstream + downstream
 Integration value: $4/bbl upstream + $3/bbl
chemicals
 New debottlenecking potential
 Over-supplied fuels market
 Improving efficiency; advantaged liquids
feedstock; energy costs
 Cogeneration + cracker debottlenecking
projects 2015
Unplanned downtime 3-year rolling average

OIL PRODUCTS GROWTH IN KEY MARKETS
 Largest IOC retail network in China
 > 1000 sites in multiple joint ventures
 Largest IOC by lubricants market share
 Shell’s 2nd largest lubes market globally
 Leading lubes brand among IOCs, with #1 brand
share preference for Shell Helix and Rimula
 Growth potential
 Shell branded retail network ~4800 sites
 Brazil’s #1 sugar-ethanol player
 Global #1 sugar-ethanol player (sugarcane
based)
 Growth opportunities
 Operational excellence
 Brown field expansions
 Production of 2nd generation ethanol
China marketing growth Brazil - Raízen JV
billion litres million tonnes billion R$ (local curr)#
Number of operating sites Fuels volume
Volume (million litres)
Fuels volume sold Sugarcane crushed NIBIAT

DOWNSTREAM STRATEGY
Developing and sustaining
competitive advantage through…
 Priority to improve our financial performance
 Renewed focus on upgrading our portfolio
 Returns + free cash flow improvement
Advantaged
feedstock +
supply
Improving our
footprint
Differentiated
Products +
Customer Offer
Distinguished
Brand

MARVIN ODUM
UPSTREAM AMERICAS DIRECTOR

UPSTREAM AMERICAS STRATEGY
Major OECD growth potential for Shell
Substantial and diverse resources base
Deep-water
Industry leadership
Heavy Oil
Mining and in-situ
Resources Plays
Portfolio repositioning
Integrated Gas
Monetizing gas
Arctic
Long-term potential
Profitable +
competitive today
Potential
 Priorities to deliver our deep-water and heavy oil growth projects
 Establish resources plays and integrated gas profitability
 Drive sharper cost focus and capital efficiency across our operations

UPSTREAM AMERICAS PORTFOLIO
SUBSTANTIAL UNDEVELOPED UPSTREAM RESOURCES
Resources
Deep-water
Resources plays
Heavy oil
On stream
Select/Define
11.7 billion boe
Production
million boe per day
Deep-waterResources plays Heavy oil
Capital investments
$ billion
Deep-water
Resources plays Heavy oil
Pre-FID/other
+2%
-20%
Resources Plays
Deep-water
Gas monetization options
Heavy Oil
Western Canada
dry gas
Appalachia
dry gas
Carmon Creek
In Situ
Stones, Appomattox, Vito
Libra
LNG
Canada
Gas-to-chemicals
Elba LNG
Major undeveloped resources

UPSTREAM AMERICAS PORTFOLIO FINANCIALS
DIVERSE BUSINESSES & MATURITY
2013
$ billion
Earnings1 CFFO
Organic capital
investment
Capital
employed
ROACE
1 3 6 15 10%
2 3 2 19 9%
(3) (0) 5 24 (10)%
(1) (1) 1 3 n.a.
(0) (0) 0 0 n.a.
RESOURCES
PLAYS
DEEP-WATER
HEAVY OIL
INTEGRATED
GAS
ARCTIC
1 Earnings excluding identified items; ROACE based on earnings excluding identified items
Growing + competitive
 Delivering new growth
2014+
Future Potential
 Restructuring resources plays
 Growth options

UPSTREAM AMERICAS
FINANCIAL DRIVERS
Earnings excluding identified items
Earnings 2011 to 2013 Balance sheet
$ billion
On stream
Under construction
Resources plays
Deep-water
Non productive leases Heavy oil/Arctic
LRS
$3.7 billion
clean DD+A
2013
$ billion
GAS
 2013 CFFO $5.3 billion
 Earnings + balance sheet impacted by growth portfolio
 2013 clean DD&A Upstream Americas $6.3 billion, of which $3.7 billion in resources plays
20132011
- 0.9
-1.4
0.5
- 0.5
- 0.3
- 0.6
- 0.8
3.4
- 0.9
Long term
growth
- 0.3

NORTH AMERICA RESOURCES PLAYS
PORTFOLIO & STRATEGY
North Americas capital investment
$ billion
Dry gas AcquisitionsLRS Divestments
-50%
-20%
 Portfolio
 Established in gas plays
 Liquids rich shales exploration
 Restructuring and redefining growth
 Portfolio and spending reduction
 Exploration & appraisal in LRS sweetspots
 Define gas monetization opportunities
Resources + potential
Future potential
On stream
Select/Define
11.5 billion boe
Future potential = discovered + prospective resources
Haynesville
Elba LNG
LNG
Canada
Groundbirch
Deep Basin/Kaybob
Foothills/Pembina
Pinedale
Gas-to-chemicals
Appalachia
Liquids rich shales
Announced divestment
Rockies
LRS
Permian
Eagle Ford
Mississippi
Lime
Dry gas
Gas/LRS

LIQUIDS RICH SHALES
EXPLORATION AND APPRAISAL
 Frontier exploration program since 2010
 Move to more focused & segmented de-
risking
 Positive early results in Duvernay (Kaybob)
and Wolfcamp (Permian)
 Exit from non-material acreage
LRS production
Thousand boe/day
Drilling focus in sweet spots
Cumulative # of wells >1000boe/d potential
Rig count
Number of rigs
Duvernay Permian OtherLiquids Associated gas Permian
Canada
Announced divestments
Groundbirch
Kaybob
Pembina
Rockies
LRS
Permian
Eagle Ford
Mississippi
Lime
Liquids rich shale
Announced divestments

DRY GAS
ASSESSING MONETIZATION OPPORTUNITIES
Gas production Rig count
 Major resources position
 Drill to maximize use of existing infrastructure
 Addressing underperforming assets
 Acquisition overhang
 Scale & cost reduction
 Retaining portfolio with cost and integration
advantage
thousand boe/day Number of rigs
Gas Associated liquids
Pinedale
Groundbirch
Appalachia
Deep Basin
Haynesville
Foothills
LNG
Canada
Groundbirch
Deep Basin
Foothills
Pinedale
Gas-to-chemicals
Appalachia
Gas
Haynesville
Elba LNG

Resilience
Attractiveness
0%
20%
40%
60%
80%
100%
0 20 40 60 80 100
RESOURCES PLAYS
MAJOR REVIEW OF PORTFOLIO UNDERWAY
Staff reduction
Drilling cost learning curve
Drilling costs
-30%
2013 2014E
Shell
employees
Contractor
 Reduction in Shell +
contractor staff
 Field office closures
 Supply chain +
drilling performance
Portfolio
Exit:
 Eagle Ford
 Mississippi Lime
 Rockies LRS
Fix or Divest:
 Appalachia
 Deep Basin
 Pinedale
 Haynesville
 Foothills
Grow:
Permian
Kaybob
Pembina
Argentina – Vaca
Muerta
Groundbirch
LRS Plays Groundbirch Eagle Ford
Duvernay (Kaybob)Haynesville
Number of wells drilled

LNG CANADA
PROGRESSING TO FID
 2 x ~6 mtpa first phase
 Kitimat site agreement
 25-year export license secured (24 mtpa)
 Environmental assessment process initiated
 Joint venture: Shell (40%), Kogas, Mitsubishi,
PetroChina
 TransCanada Pipelines (TCPL) to build, own &
operate
 ~700km pipeline
 Filed environmental assessment application
 Public consultation and open houses underway
 Access to competitive supply
LNG Canada Coastal GasLink pipeline

HEAVY OIL
DELIVERY & GROWTH
 Delivery of production + financial step-up
 Cost focus + footprint management
 AOSP: Quest CCS development
 In Situ: Carmon Creek FID 80 kboe/d
Oil Sands unit cost
$/bbl
Net Production
kboe/d
Cash operating cost excluding energy Energy Oil sands In Situ Aera
Assets
AOSP – JV
 ~225 kboe/d
 Shell 60%
In Situ – Shell
 ~20 kboe/d
 Shell 100%
Aera – JV
 ~135 kboe/d
 Shell 52%
-17%
+22%

UPSTREAM AMERICAS INTEGRATION & POTENTIAL
Refinery/ chemical plant
Upstream positions
Midstream positions/capacity
Refinery with LTO capability
LNG
Canada Carmon Creek
LRS
AOSP
Scotford
Western
Canada
gas
Proposed Energy
East Pipeline
Sarnia Appalachia
Gas to
chemicals
Elba LNG
Ho-Ho
Motiva
refineries
Deer Park
Permian
Permian
Express
Martinez
Puget Sound
Proposed midstream positions/capacity
 End to end value chain linkage
 Efficient evacuation route to market
 Advantaged refining position
Mobile

2013
downtime
Mars Corridor
Auger
Brazil
LEADING POSITION IN DEEP-WATER
Deep water unit operating cost (Gulf of Mexico)
$/bbl
Capital investment
$ billion
Production
Kboe/d
Gulf of Mexico Brazil Other
Base Exploration*
 Track record of delivery + cost performance
 2014 project start-ups drive new growth
DivestmentsGrowth
Source: Rystad *2013 includes Libra $1.3 billion
Unit cost range Shell unit cost

DEEP-WATER GULF OF MEXICO PROJECT DELIVERY
 Payback achieved February 2014
 First producer in the Paleogene (Lower Tertiary)
 100 kboe/d (Shell ~34% operator)
 First oil more than 6 months ahead of schedule
 Shell’s 6th and largest TLP in GOM
 100 kboe/d by 2016 (Shell 71.5% operator)
Perdido – 2010 start-up Mars B – February 2014 start-up
0
150 kboed
100
50
’10 ’11 ’12 ’13 ’14

DEEP-WATER GULF OF MEXICO
NEW PROJECTS
On stream
Select/Define
Auger
Mars
Ursa
Nakika
Brutus
Perdido
Vito
 ~100 kboe/d potential
 >300 million boe resources
 Shell 51.33% (operator)
Appomattox
 ~150 kboe/d hub potential
 Integrating Vicksburg A discovery
 Resources increased 100mmboe to >600
million boe
 Shell ~80% (operator)
 FEED started late 2013
Stones
 ~50 kboe/d FPSO
 >250 million boe resources
 Shell 100% (operator)
 FPSO under construction
 2016 start-up
Caesar Tonga
Cardamom Deep
Mars B
W.Boreas, S. Deimos
100 km
Cardamom Deep
~50 kboe/d
Shell 100% (operator)
Tie back to Auger
2014 start-up
Stones FPSO
Growth outlook1:
 178 kboe/d on stream in 2013 + Mars B start-up 2014
 100 kboe/d under construction
 170 kboe/d new options
FIDDiscovery
Cardamom
Stones
Appomattox/Vicksburg
Vito
Start-up
1 Shell share

Project flow 2013 2014 2015 2016/2017
Heavy Oil
Deep-water
Resources Plays
Integrated Gas
UPSTREAM AMERICAS OUTLOOK
SCarmon Creek
S Elba LNG
S
SStones
SVito
Cardamom
FF
Appomatox
BC-10 ph3
LRS asset sales
SF Start-upFID – final investment decision
F Carmon Creek
LNG Canada
LRS de-risking
S
Mars B
FEED – front end engineering & design
phase 1
F LNG Canada
Cost repositioning
Gas integration decisions
Pathways to growth for each strategic theme
S
BC-10 ph2

UPSTREAM AMERICAS STRATEGY
Major OECD growth potential for Shell
Substantial and diverse resources base
Deep-water
Industry leadership
Heavy Oil
Mining and in-situ
Resources Plays
Portfolio repositioning
Integrated Gas
Monetizing gas
Arctic
Long-term potential
Profitable +
competitive today
Potential
 Priorities to deliver our deep-water and heavy oil growth projects
 Establish resources plays and integrated gas profitability
 Drive sharper cost focus and capital efficiency across our operations

BEN VAN BEURDEN
CHIEF EXECUTIVE OFFICER

2014 PRIORITIES
Deliver new
projects
Enhance our
capital efficiency
Improve our
financial
performance

QUESTIONS & ANSWERS
MANAGEMENT DAY

KEY UPSTREAM PROJECTS UNDER CONSTRUCTION
Deep-water
Integrated gas
Resources plays
Upstream engine

PRE-FID UPSTREAM OPTIONS
POTENTIAL 2014-2020 START-UPS
Deep-water
Integrated gas
Resources plays
Upstream engine

IDENTIFYING NEW CHEMICALS GROWTH POTENTIAL
Qatar chemicals
Gas-to-chemicals US
Saudi Arabia
Iraq
others…
2006
Nanhai
2010
USGC go-light strategy
Future options…
Current Potential
2010
Singapore
Portfolio + options
North America
Asia
Europe
Middle East
Al-Karaana petrochemicals
complex (2050 ktpa)
2015+
Derivatives expansion
in Jurong and USGC
Pennsylvania
cracker + PE
Jurong derivatives
(380 ktpa)
Shell Base Chemicals 2013 capacity
 Strengthening our core
 Growing our footprint
 Crackers + derivatives
Scotford HCU
debottleneck
China refining +
chemicals
Sadaf expansion

DELIVER NEW PROJECTS
2014 START-UPS
Mars B, Shell 72%, 100 kboe/d Cardamom, Shell 100%, 50 kboe/d
Gumusut-Kakap, Shell 33%, 135 kboe/dRepsol LNG acquisition, 4.2 mtpa

 Production decline halted
 focus on up-time
 reservoir development
 sub-surface dynamics
 Innovative EOR schemes
IMPROVE PERFORMANCE IN UPSTREAM ENGINES
OPERATIONAL EXCELLENCE: OMAN
PDO Oman
kboe/day, Shell share
Qarn-Alam: enhanced oil recovery project: on stream 2011
Actual production assumed production with continued decline

IMPROVE PERFORMANCE IN UPSTREAM ENGINES
IMPACT OF MAINTENANCE IN UK NORTH SEA
UK
‘000 boe per day, Shell share
 2012-13 impacted by high levels of maintenance
 2013 maintenance downtime 50 kboe per day (vs. 35 kboe per day
downtime in 2012)
 Address late life assets: fix or divest
2013
Clair, Pierce, Schiehallion,
Brent, Gannet, Curlew
2012
Nelson, Anasuria, Shearwater, Pierce,
Brent/Penguin, Curlew, Clair, Guillemot
2014 start-ups:
Pierce, Gannet,
Shearwater
2012: 117kboe/d
2013: 91kboe/d

ROBUST LNG MARKET DYNAMICS
Source: HH-Nymex, NBP-Argus, Brent-ICE, Japan Landed-CERA
LNG import countries
Regional gas prices
$/mmbtu
LNG supply
$/mmbtu
1990
2013
2020
Japan landed LNG price
National balancing point (UK)
Henry hub (US)
Brent
Importing countries (RHS)
Exporting countries (RHS)
Volumes sold FID
On stream
Shell
Nigeria
LNG
Oman LNG
Malaysia Tiga
North West Shelf
Sakhalin
Prelude
FLNG
Pluto
Malaysia
Dua
Gorgon North
Rankin 2
 Diverse and growing market
 Regional price variations
QG4

INTEGRATED GAS PORTFOLIO
LEVERAGING SHELL’S SCALE AND MARKET GROWTH
* Includes feed gas from non-integrated ventures
Priorities
 Integrate Repsol LNG acquisition
 Deliver Prelude + Gorgon
 Hard choices on next options
 2013: ~0.7* mboe/d; 20 mtpa LNG
Capital investment
$ billion
Shell global LNG growth
Equity liquefaction capacity in mtpa Year end equity liquefaction capacity in mtpa
Liquefaction
Regas
GTL
Hazira
Gorgon
Prelude
On stream Under construction
2013 ~2020+2007
Under construction
Options
On stream
Repsol LNG
acquisition
Repsol LNG acquisitionRepsol LNG acquisition
Organic capital investment
Shell LNG leadership
2014
2013 2017
Repsol acquisition (2014+)
Elba (MMLS)

INTEGRATED GAS DEVELOPMENTS
UNDER CONSTRUCTION: AUSTRALIA
 3.6 mtpa LNG + 1.7 mtpa NGLs
 Development drilling commenced Sep 2013
 Hull afloat Nov 2013
 Darwin supply base > 50% complete
 Shell 67.5% (operator)
 ~15 mtpa: 3 trains
 Expansion potential
 Shell 25% (Chevron operator)
Prelude Floating LNG Gorgon

GLOBAL DEEP-WATER
LEADING IOC DEEP-WATER PORTFOLIO
 Established production leadership
 Standardized developments &
production technology
 Frontier exploration potential
 2013: 0.3 mboe/d
Organic capital investment
$ billion
Perdido Spar, Gulf of Mexico
On stream
Under development
Exploration
Gulf of Mexico
 Cardamom
 Stones
Brazil
 BC-10 ph3
Nigeria
 Bonga NW
 Erha North ph2
Malaysia/Brunei
 Gumusut-Kakap
 Malikai
 Sabah Gas
Kebabangan KBB
 Petai

IDENTIFY/ASSESS
Libra
MANAGING PROJECT FLOW
Deep-water
EXECUTE
Bonga NW
Cardamom
Sabah gas-KBB
Gumusut-Kakap
Erha North ph2
Stones
BC-10 ph3
Malikai
SELECT
BMS-54
Bosi field development
Vito
Zabazaba
DEFINE
Appomattox
Bonga Main ph3
Bonga North
Bonga Southwest
Geronggong
ON STREAM
Brazil
Gulf of Mexico
Nigeria deep-water
Brunei deep-water
Malaysia deep-water
~235 kboe/d at peak 2013: ~300 kboe/d
START
UP
FID

IRAQ
Majnoon Basrah Gas company
 First major green field development in Iraq in 30
years
 Start-up in Q3 2013 - currently producing >200
kboe per day
 Cost recovery triggered, following the successful
completion of 90 day test run in 2013
 BGC: largest flare reduction project in the world
delivering gas to domestic market
 On stream1 May 2013; 320 mmscf/day
 Current processing capacity 500 mmscf/day
 2 billion scf/day potential

NIGERIA
 Bonga + Erha fields
 Nov 2005: Bonga start-up;
Nigeria’s first deep-water project
 ~90 kboe/day (Shell 2013)
 2014: Bonga NW start-up
 Shell 55%
 Jan ‘14: delivered 3000th LNG
cargo
 4.4 mtpa (Shell 2013)
 Atlantic markets with Asian
optionality
 80-100 kboe/d divestment
program underway
 Focus on gas
 ~180 kboe/day (Shell 2013)
 Focados Yokri, Southern Swamp,
Gbaran-Ubie ph2 and TNP
loopline under construction
Deep-water Nigeria LNG Onshore (SPDC JV)
2010-12 divestments
SPDC OMLs

IN-SITU HEAVY OIL GROWTH
CARMON CREEK
 2013 FID on 80 kboe/d
 1.5 billion barrels of resources
 Vertical steam drive integrated with cogen
 100% produced water re-cycled
 100% Shell
Development overview Transportation options
Central Processing Facilities Site Preparation
Carmon Creek
Quebec
To USGC
Hardisty
Proposed and existing pipelines
Proposed East Energy pipeline
Tankers
Edmonton
200 miles

SHELL ARCTIC & NEAR ARCTIC
CANADA
RUSSIA
KAZAKHSTAN
NORWAY
GREENLAND
UNITED STATES
SALYM
KASHAGAN
SAKHALIN
NORTH POLE
ORMEN LANGE
BAFFIN BAY
NIGLINTGAK
CHUKCHI
BEAUFORT
KANUMAS
NORWAY BARENTS
Alaska, Chukchi
Greenland, Baffin Bay
Norway, Ormen Lange
Russia, Sakhalin
Russia, Salym
Kazakhstan, Kashagan

UPSTREAM AMERICAS HSSE
2013 performance:
 Personal injury rate reduced by 30%
 Process safety incidents reduced by ~50%
Add photo
Focus on HSSE continues Process safety
Number of incidentsInjuries – TRCF/million working hours million working hours
Working hours (RHS)TRCF
Tier 1 incidents Tier 2 incidents

0
1
2
2009 2010 2011 2012 2013 2014 2015
PROJECTS + TECHNOLOGY: COMPETITIVE PROJECTS
Cost benchmarking from IPA Upstream International & International benchmarking consortium
Standardization lead time: subsea trees Upstream/ Downstream IPA cost benchmark
$ billion cumulative
Value through standardization: subsea components
UA subsea spend w/o standardization UA subsea spend
Realized savings
~$200 million or 20%
1Q 2Q 3Q 4th Quartile
Upstream facilities cost Index Downstream cost effectiveness
 Current mandatory benchmarking for major
projects
 Standardization and replication to hold down cost
 Improvement in front end loading
 Transfer of knowledge
 Competitive projects performance
Peers EFA Standardization effect
months
6-12 months acceleration

0
25
50
75
0 5000 10000 15000
PROJECTS + TECHNOLOGY: WELLS
Rushmore data
 Average age of Shell fleet ~10 years
 Declining to ~5 years by 2016
 High technology fleet (dual BOP’s, Bully rig)
 BOP R&D with Transocean
‘000 $/day
Ultra deep-water rig ratesExample: Malaysia drilling cost
Major IOC competitorsShell contracts
 Competitive drilling costs
Well costs in $ million
Depth (ft)
4th quartile
3rd quartile
2nd quartile
Top quartile
Best in class
Competitors 2000-2012Shell 2010 Shell 2013

CONVENTIONAL EXPLORATION PORTFOLIO + SPEND
Reloading our acreage portfolio
‘000 km2
Exploration spend
$ billion
 Substantial dry hole costs in 2013
 Exploration spend ~$4 billion 2014
 Drilling 16 basins in 2014
 2014 key frontier tests
 Albania, Benin, Brazil, China offshore, Gabon
Exploration & Appraisal Acreage/deals
Turkey Black Sea
Australia
Norway
Brazil
BruneiNova Scotia
South Africa
Albania
Benin
China
Tanzania
New Zealand
Indonesia
Malaysia
French Guiana
GOM
Greenland
Guyana
Italy
NorwayAlaska
Colombia
Australia
Albania, Shpirag -2 discovery

2013 CONVENTIONAL EXPLORATION HIGHLIGHTS
 2013 entry into giant pre-salt
discovery
 2014: spudding 2 wells
 Extended well test by end-2016
 Shell 20%
 Deep-water oil discovery
 >100 million boe
 Shell 75%
 Part of a future Appomattox
development
 > 600 million boe (was 500
million boe)
 ~30 mln boe discovered
 Single well with 6 sidetracks
 On-stream in 2013
 Shell 50%
Frontier: Brazil, Libra entry Heartland: GOM, Vicksburg “A” NFE: Brunei, Iron Duke

EXPLORATION + APPRAISAL: KEY WELLS 2014-2015
Albania: follow-
up exploration
US GoM:
Mars Basin, Mesozoic,
Miocene, Paleogene plays
Brunei
Nigeria
Outer Canning
+ Exmouth
Neuquen LRS
China
Gabon:
pre-salt
Ukraine
North America LRS
‘14 ‘15
Turkey Black Sea
Yinggehai
Malaysia
Tanzania
New Zealand
Oman LRS
Russia LRS
Arrow CBM
South Africa
Orange Basin
Canada:
Nova Scotia deepwater
Denmark
Benin:
transform margin
Egypt
Indonesia
Norway
Netherlands
Frontier
Heartlands
Turkey LRS
Brazil including Libra
 2014 drilling in 16 conventional basins + 9 resources plays
 2014 conventional spend $4.2* billion (2013 $5.8 billion)
 2014 resources plays spend $3.1 billion (2013 $3.5 billion)
Conventional
Resources plays
* Includes Alaska

BALANCING GROWTH & RETURNS
MANAGEMENT DAY 2014
13 MARCH 2014

Royal Dutch Shell plc 2014 Management Day analyst webcast

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Royal Dutch Shell plc 2014 Management Day analyst webcast