Maritime Safety Conference

Summary Slides- 2016 Conference Series

Care for People

Cautionary Note The companies in which Royal Dutch Shell plc directly and indirectly owns investments are separate entities. In this presentation “Shell”, “Shell group” and “Royal Dutch Shell” are sometimes used for convenience where references are made to Royal Dutch Shell plc and its subsidiaries in general. Likewise, the words “we”, “us” and “our” are also used to refer to subsidiaries in general or to those who work for them. These expressions are also used where no useful purpose is served by identifying the particular company or companies. ‘‘Subsidiaries’’, “Shell subsidiaries” and “Shell companies” as used in this presentation refer to companies 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 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, 2014 (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 29 February, 2016. 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.

Agenda

Day 1

Care for People

What does Care for People Mean?

Resilience Leads to Good Safety

Experiencing Resilience

Social Hour

followed by Dinner @ 18:00

Day 2

Leadership, Learning and Behaviors

Implementing the 3 Actions

Measuring Success

Improving our Focus on Learning and

Behavior

Shared Goal, Shared Focus Areas… Care for People

Your Feedback…

What are the personal behaviors and/or values that contribute to good safety performance?

CARE FOR PEOPLE- RESILIENCE

Five dead in explosion whilst

tanker alongside

DRILLING

BARGE FIRE

CLAIMS 21

LIVES

Major Oil Transfer Facility

Explosion Leaves Two Dead

and One Critically Injured

Oil Rig Spill

One of Worlds

Worst

Environmental

Disasters

OIL PIPELINE SPILLS 21K GALLONS

At least One dead after Tanker

collides with Barge

Maritime Industry Headlines

SHARED GOAL

Zero Incident Industry

AGREED ACTIONS TO DATE

Lead

ersh

ip V

isits

Refle

ctiv

e Le

arni

ng

Lear

ning

Eng

agem

ent T

ool

Zero Incident Industry

INTEGRATE WHAT’S ALREADY DONE - RESILIENCE

Lead

ersh

ip V

isits

Refle

ctiv

e Le

arni

ng

Lear

ning

Eng

agem

ent T

ool

Zero Incident Industry

Care for People - Resilience

WHAT IS RESILIENCE?

?

RESILIENCE

The ability to bounce back and learn from

adversity

THE RESILIENCE MODULES

Keep Things

in Perspective

Change is Part

of Living

Take Decisive Action

Take Care of Yourself

What is

Resilience? Modules have a practical and

thought provoking element

Modules are:

For natural teams, or not...

Experiential Peer Learning/Sharing

Light and Easy

Encouraged to change & personalise

Paper based

DRIVE RESILIENCE – DRIVE ENGAGEMENT

45

50

55

60

65

70

0 1 2 3 4

ENGAGEMENT vs MODULES Im

prov

ing

Enga

gem

ent S

core

Number of Modules Completed

16

WHY CARE - ENGAGEMENT AND SAFETY

ENGAGEMENT AND RATIO OF INCIDENTS PER EXPOSURE HOUR

PROMOTE THE MODULES, IMPROVE RESILIENCE

DRIVE ENGAGEMENT

SAFETY AND PRODUCTIVITY AS AN OUTCOME

0

1

2

3

4

5

6

7

Improving Engagement Score Ratio

of I

ncid

ents

per

Exp

osur

e H

our

EXPERIENCING RESILIENCE

Use this area for cover image (height 6.5cm, width 8cm)

Care for People

Healthy High Performance

Experiencing Resilience

• Why building Resilience is important

• Experiencing a Resilience module

• Resilience pilot in the Shell fleet

• Implementing Resilience

The Resilience Modules

Keep Things

in Perspective

Change is Part

of Living

Take Decisive Action

Take Care of Yourself

What is

Resilience? Modules have a practical and

thought provoking element

Modules are:

For natural teams, or not...

Experiential Peer Learning/Sharing

Light and Easy

Encouraged to change & personalise

Paper based

Implementing Resilience: Care for People

1. Positive intent 2. Structured framework 3. No “experts” required 4. Flexible + Scalable 5. Global reach

TAKE DECISIVE ACTION

Implementing Resilience: Resilience Package

ONE BOOKLET CONTAINS 2 PARTS:

Facilitators Guide

Participants Guide

Implementing Resilience: The Resilience Modules

Keep Things

in Perspective

Change is Part

of Living

Take Decisive Action

Take Care of Yourself

What is

Resilience?

RESILIENCE = GREATER ENGAGEMENT = SAFER VESSELS

5 Modules

Any order

1 per month

Linked to behavioural safety

Relevant examples and context

Qualitative Feedback From Shell Managed Vessels

Shell Managed Vessels: Resilience Pilot

• Shell tested Resilience Modules in 2015

• In association with Shell Health / Trinity College Dublin

• 20 vessels

• No “train the trainer” needed

• Enthusiastic facilitator is one of the crew

• Informal, small teams

• 30 minutes time max

• Adapted modules for use onboard

• We will be rolling it out across all 50 ships in 2016

Shell Managed Vessels: Resilience Experience

“Lively Discussions”

RESILIENCE = GREATER ENGAGEMENT = SAFER VESSELS

“Wonderful experience… good to be appreciating

one another”

“Helps to highlight that

stress is different for different

people”

“When you talk about it it’s easier to

move on “

“Demonstrates Care for People”

“Increases Socialisation”

“Builds empowerment”

“Builds Community” “A happy ship is a safe ship”

Implementing Resilience: Keys to Success

What are the keys to success for rolling out the Resilience

program on your vessels?

• Reflections

• Feedback to the room

Implementing Resilience: Keys to Success (Sample of results)

Keys to Success

• Campaigns in office and on vessels • Show genuine interest • Embraced by management • Keep it simple because it is simple • Champion results • Build on positives and successes • Make it relevant

• Leadership engagement • Be humble and encourage

participation • Understand it yourself • Clear expectations • Simple material • Appoint an ambassador • Sustain it / Communicate

continuously

Day 2

Welcome

Implementing Resilience: Next Steps 1. Read the Resilience Pack you received yesterday

o It includes everything you need for vessel staff to deliver the modules

o A Facilitator’s Guide and a Participants Guide

2. Identify and select a facilitator(s) on board

o Enthusiastic and can deliver the modules after reading the guide

o Provide context and explain the facilitator role

3. Ask the Facilitator(s) to deliver the modules

o 5 modules can be covered within a 5 month period;

o Complete all 5 modules by year end

4. Feed back what is learnt using the feedback form

5. All the material and feedback form are available on our “Partners in Safety” website: http://hsse.shell.com/business-and-country/maritime-hsse-site.html

6. For technical support contact: PartnersInSafety@Shell.com

Safety improvement results from the conversation on board

Progress and Performance Feedback

Commitment to Implementation

Our Journey So Far… 2012 - 2016

4th Annual Maritime Safety Conference Singapore London Houston Rotterdam

20/21 Jan 2016

10/11 Feb 2016

24/25 Feb 2016

09/10 Mar 2016

Delivery of 5 modules over

5 months; with feedback

Co-Created & Agreed

Resilience

Visible Leadership

Reflective Learning

Learning from Incidents

Support Implementation:

Forum to develop and support the Regional delivery process

Establish feedback channel and communication platform

Proactive checking for progress

Identify learning from incidents to share

4 mid-point workshops

25 Focus Group meetings Globally in 2015

Focus Groups

Singapore

Focus Group

London

Focus Group

Rotterdam

Focus Group

Houston

Focus Group

Leadership Visits 2015 - Global

0

100

200

300

400

500

600

Dec-14 Jan-15 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Vess

el V

isits

Singapore

Rotterdam

London

Houston

Summary CEO and Senior Leader Visits

(Percent Performed by CEO) 4817 (34%)

Companies with at least “one” documented visit 374

Companies with 12 documented visits 143

Number of Shell and SIRE Verification Visits 1274

Maritime Safety – Working as Partners LEARNING ENGAGEMENT TOOL

4817 CEO & Senior Visits 2 Reflective Learning

LEADERSHIP SAFETY VISITS REFLECTIVE LEARNING

Simple & targeted

Engagement and discussion

Quarterly

Plan ahead & engage staff

Provide feedback & action steps

Monthly visits

Focused on behaviours

Entire staff involved

Bi-annual

PICTURE FROM THE VIDEO

Reaching all levels of the crew in easy to understand formats

High quality CEO & senior leader visits

Reflective learning to embed procedural compliance

3 Learning Engagement Tools

What’s Next?

LEARNING ENGAGEMENT TOOL • Falling Into the Water

REFLECTIVE LEARNING • Navigation

RESILIENCE • 5 Modules in 5 months

LEADERSHIP VISITS • Continuing and Improving

FOCUS GROUPS • 100% of the community

implementing in full

What “EXACTLY” Are The 3 Actions

3 Agreed Actions

Leadership Visits

Learning Engagement

Tool (LET)

Reflective Learning

One theme delivered every 6 months • An engagement session for vessel management ashore & on-board teams • Led by someone trained in Reflective Learning • Held ashore or on board • Sharing experiences in groups of 10 to 30

One tool delivered every 3 months • An engagement session for vessel crews • Facilitated by a Supervisor • Held on board your vessels • Sharing experiences in small groups of up to 5 people

Agreed Actions

One visit per month by a Senior Leader • 12 visits per annum • Of which 4 by the CEO • Can include any of your operated fleet of vessels, regardless of whether it

is currently on Shell charter

Contacts:

FAQ document located on the “Partners In Safety” website

http://hsse.shell.com/business-and-country/maritime-hsse-site.html

Follow up with your Focus Group

Email PartnersInSafety@Shell.com

Remaining Questions?

What are the BLOCKERS and how do we get by them

Finding Solutions

Blockers

Visible and Felt Leadership – CEO Leaders are Visiting and it is high quality

1. How do we consistently achieve 12 visits per year?

2. How do we get CEO/Senior Leaders commitment to a minimum number of visits?

3. How do we better prepare non-seafarer leaders to have more effective visits?

4. How do we create a mind-set where visits are a natural part of doing business?

5. How do we demonstrate value from visits?

Blockers

Reflective Learning engagement sessions to discuss high risk activities

1. How do we show value for the investment and effort?

2. How do we make enough resources available to keep it sustainable?

3. How do we make available sufficient numbers of properly trained facilitators?

4. How do we incorporate the Reflective Learning concept into similar Partner initiatives?

5. How do we involve everyone on board?

Blockers

Learning from incidents reach the intended audience (Learning Engagement Tool)

1. How do we get widespread commitment to implement the LET flipchart on board vessels?

2. How do we improve hands-on use of the LET flipchart?

3. How do we get involvement of everyone on board, given crew change/movements?

4. How do we incorporate the LET concept into similar Partner initiatives?

5. How do we make the LET more easily accessible by crews?

Leadership Visits- How do we demonstrate value from visits? Measure improvement through survey / feedback forms

Number of suggestions and feedback received

Communicate afterwards and follow up. Plus gauge from others

Raise awareness and demonstrate transparent data (KPI)

Reflective Learning- How do we involve everyone on board? Identify energetic / competent / inspiring trainers

Create appropriately sized groups- engage at all levels

Roll out against a plan- Make the time, include reflection time

Use as part of reinforcing safety culture

Learning Engagement Tool- How do we get involvement of everyone on board, given crew change/movements?

Discuss during seminars and pre-boarding engagements, and part of shore staff vessel visits

Make it part of company procedures, safety meetings

Identify the champions

Monitor through checks- Use KPIs

Focus on the engagement / conversation

Finding Solutions to the Blockers (Sample of results)

Moving from Implementation to Measuring Success

Example Key Performance Indicators

Leadership Visits:

Number of leadership visits (CEO and Senior Leaders)

Percent of safety suggestions implemented within the agreed to timeline

Percent of safety walks resulting in zero actions/observations

Reflective Learning:

Number of employees who have participated in two Reflective Learning sessions

Number of unsafe acts, near misses and potential incidents

Number of times procedures were not followed

Learning Engagement Tool:

Number of employees who have participated in LET discussions

Number of learnings embedded on the vessel

Number of actual and potential incidents

Conference Summary

Partnership - Ownership - Trust - Make It Personal

Shared Goal, Shared Focus Areas…… Care for People

Next Steps

Communications

Letter from Focus Group Chairs summarizing Next Steps

Focus Group Meetings scheduled post-conference

CEO / Sr Leadership visits - high quality and all are visiting

Learning Engagement Tool - new tools and learnings verified

Reflective Learning - all are utilising and embedding

Resilience – Partners implementing and feeding back

Working with partners who lead from the front and drive improvement in Safety

(1 per month)

(4 per year)

(2 per year)

(1 per month)

Drive performance to

1 in 30 days

Our Aspiration and Ambition…