ANNUAL ROUNDTABLE FOR SOCIALLY RESPONSIBLE INVESTORS · 5/11/2016 · considered by the reader. Each forward-looking statement speaks only as of the date of this presentation, May

1 Copyright of Royal Dutch Shell plc May 11, 2016

ANNUAL ROUNDTABLE FOR SOCIALLY RESPONSIBLE INVESTORS ROYAL DUTCH SHELL PLC MAY 11, 2016


BEN VAN BEURDEN CHIEF EXECUTIVE OFFICER

ROYAL DUTCH SHELL PLC


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.





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


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).


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


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


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

OML 4

OML 40

OML 41 OML 38

OML 42 OML 34

OML 30 OML 26

OML 21

OML20

OML 79

OML 43

OML 27

OML 28

OML 31

OML 35

OML 46

OML 32

OML 36 OML 23 OML 11

OML 29

OML 18

OML 72

OML 24 OML 33

OML 25

OML 77 OML 74 OML 71

Forcados Yokri Integrated

project OML 45

Southern Swamp Associated Gas

Gbaran Ubie Phase 2 OML 22 OML 17


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


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


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

http://www.shell.com/ghg



HANS WIJERS SENIOR INDEPENDENT DIRECTOR AND CHAIR OF THE CSRC



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 WOERTZ

SIR NIGEL SHEINWALD


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


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


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


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





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


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


TRANSITIONS IN THE GLOBAL ENERGY MIX


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


ENERGY INFRASTRUCTURE

Average Infrastructure Turnover In Years


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:


PORTFOLIO MANAGEMENT

Risk, performance & uncertainty

RESILIENCE

Growth & returns Opportunity scale

ATTRACTIVENESS

THEMES

RESULTS & PAY-OUT PORTFOLIO


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


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

Chemicals Conv. Gas

New Energies


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%


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



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


NEW ENERGIES – INVESTMENT CONTEXT FUTURE OPPORTUNITIES

Energy Transition

Digital platforms

Increasing electrification

Greater customer choice

Renewables growth

Disruptive business models

Mobility transition


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


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


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


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


HARRY BREKELMANS DIRECTOR PROJECTS AND TECHNOLOGY ROYAL DUTCH SHELL PLC


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

THRE

ATS

CO

NSEQ

UEN

CES

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


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


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


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


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


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


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


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


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





QUESTIONS AND ANSWERS

ROYAL DUTCH SHELL PLC MAY 11, 2016


ADDITIONAL INFORMATION

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


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


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


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)


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


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


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


ANNUAL ROUNDTABLE FOR SOCIALLY RESPONSIBLE INVESTORS ROYAL DUTCH SHELL PLC MAY 11, 2016

Documents

ANNUAL ROUNDTABLE FOR SOCIALLY RESPONSIBLE INVESTORS · 5/11/2016 · considered by the reader. Each forward-looking statement speaks only as of the date of this presentation, May