Ben van Beurden, Chief Executive Officer of Royal Dutch Shell plc presented at the Barclays CEO Energy-Power Conference in New York.

1. Barclays CEO Energy-Power conference
Royal Dutch Shell plc
Ben van Beurden
Chief Executive Officer
September 7, 2016

2. Ben van Beurden
Chief Executive Officer
Royal Dutch Shell plc

3. Royal Dutch Shell September 7, 2016
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 (SPE) 2P + 2C definitions.
Resources and potential: Our use of the term “resources and potential” 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.
The companies in which Royal Dutch Shell plc directly and indirectly owns investments are separate legal entities. In this release “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 release 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 release 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 release, 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. There can be no assurance that future dividend payments will match or
exceed previous dividend payments. All forward-looking statements contained in this release 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 release and
should be considered by the reader. Each forward-looking statement speaks only as of the date of this release, September 7, 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 release.
With respect to operating costs synergies indicated, such savings and efficiencies in procurement spend include economies of scale, specification standardisation and operating efficiencies
across operating, capital and raw material cost areas.
We may have used certain terms, such as resources, in this release that United States Securities and Exchange Commission (SEC) strictly prohibits us from including in our filings with the SEC.
U.S. Investors are urged to consider closely the disclosure in our Form 20-F, File No 1-32575, available on the SEC website www.sec.gov.

4. Royal Dutch Shell September 7, 2016 4
Strategy
“Let’s make the future”
Leader: value +
influence
Reducing our
carbon intensity
Shared value
with society
World-class
investment case
STRATEGIC
 Focus portfolio on resilient positions
 Invest in advantaged projects
 Value chain integration
 FCF/share + ROCE growth
 Conservative financial
management
OPERATIONAL
 Reset cost and capital spending
 First class execution projects +
operations
 Unrelenting focus on HSSE and
licence to operate

5. Royal Dutch Shell September 7, 2016
Industry context
Substantial + long lasting shifts in energy landscape
2005 2010 Q1 2016
2000 2050
$
From 7 to 9 billion by 2050
75% will live in cities
Global energy demand to
double between 2000 & 2050
World needs
more energy;
less CO2
New sources
New energy carriers
New business models
OPEC, shales, shorter price cycles Requires new value creation
models
Global population Growth in oil & gas demand Energy system in transition
Customer choice Continued oil price volatility Changing resources access
5

6. Royal Dutch Shell September 7, 2016
Re-shape Shell
Driving strategy in multiple time horizons
Relentless portfolio high-grading
Strong free cash flow and returns
Cash engines: today Growth priorities: 2016+ Future opportunities: 2020+
Competitive + resilient
Funds dividends + balance sheet
FCF + ROACE pathway
Affordable growth in
advantaged positions
Material value + upside
Managed exposure
Path to profitability
Cash engines 2020+
CONVENTIONAL
OIL + GAS
CHEMICALS
OIL
PRODUCTS
DEEP WATERINTEGRATED
GAS
OIL SANDS
MINING
SHALES NEW
ENERGIES
6

7. Royal Dutch Shell September 7, 2016 7
Stronger results from smaller portfolio
Earnings on CCS basis, excluding identified items
Cash engines
Example: Oil Products
 Advantaged feedstock + supply
 Asset sales
 Products + brand
2007 2015
Global weighted average refining margin (RHS)
Oil products earnings
Million barrels/day $ billion $ per barrel
-20%
-30%
+25%

8. Royal Dutch Shell September 7, 2016
0
25
50
2011 2013 2015
8
Cash engines
Example: Integrated Gas
 IOC leadership position
 Global footprint
 Value from optionality
Million tonnes per annum
LNG volumes
Capacity at year-end in million tonnes per annum
Liquefaction capacity
2015
Shell LNG liquefaction volumes
Shell LNG sales volumes
LNG Peru
QG-4
Atlantic LNG
Oman
Sakhalin
Malaysia
Sabine Pass
Equatorial
Guinea
Pluto
NWS
Brunei
QCLNG
Gorgon
Nigeria
Shell + BG
16H1
extrapolated
Equity capacity
Long-term offtake agreement
Spot offtake in 2015
Deliveries in 2015

9. Royal Dutch Shell September 7, 2016 9
Growth priorities
Example: deep water
Shell + BG deep water growth
Brazil
Gulf of Mexico Other
Lowering capital intensity
$ per boe break-even cost (examples)
Reducing drilling costs
# drilling days
2014
baseline
Current
-30%
-40%
Current
2013/14
baseline
Variable spread
rate + drilling
materials cost
$ thousand
 Delivering world class development funnel
 Reducing break-even: new projects ~$45/bbl
2009
BC-10
2014
Mars B
Gumusut-Kakap
2010
Perdido
2005
Bonga
2001
Brutus
1999
Ursa
1997
Ram Powell
1996
Mars
1994
Auger
Brazil
Pre-salt
CoulombAppo VitoKaikias
Current estimate - under construction
Previous estimateCurrent estimate - pre-FID
Example Gulf of Mexico
Under construction
Malikai
Coulomb
Appomattox
Brazil pre-salt
Thousand boe per day
2016
Stones

10. Royal Dutch Shell September 7, 2016
Production excludes divested assets (2013-14) and BG Haynesville addition (2016H1)
Future opportunities
Example: shales
$ million per well
0
4
8
12
2013 2014 2015 2016H1
Average drill and complete costs – LRS wells
$ billion
0
2
4
2013 2014 2015 2016E
Capital investment
~12 billion boe
Resources
Thousand boe per day
0
125
250
2013 2014 2015 2016H1
Production
 Material resource + potential ~12 billion boe
 25% liquids, 75% gas
 Reducing costs + improving capital efficiency
Western Canada Gas
Western Canada LRS
Appalachia
Permian Argentina
Haynesville
-60% +35%
Liquids Gas
Reserves
Contingent resources -
other
Contingent resources -
development pending
Prospective resources
-50%

11. Royal Dutch Shell September 7, 2016
Manage down-cycle
Financial performance
$ billion
Earnings + ROACE
$ billion
Dividend, buyback + gearing
$ billion
Cash flow
 Priorities for cash:
 Debt reduction
 Dividends
 Buybacks + capital investment
%
-5
0
5
10
15
-10
0
10
20
30
2012 2013 2014 2015 16Q2
4Q rolling -15
0
15
30
45
-15
0
15
30
45
2012 2013 2014 2015 16Q2
4Q rolling
0
10
20
30
0
10
20
2012 2013 2014 2015 16Q2
4Q rolling
CFFO
Cash investment Free cash flow (RHS)
Dividend declared
Buyback
End period gearing (RHS)
Upstream
Integrated gas
Downstream
ROACE (RHS)Corporate/Other
% %

12. Royal Dutch Shell September 7, 2016 12
* $60 oil price scenario 2018 (2016 RT Brent)
Manage down-cycle
Pulling levers to manage financial framework
2016-18 levers
Divestments
Reduce
capital
investment
Reduce
operating
costs
Deliver new
projects
 Reducing our cash break-even
 Further options available
 +/- $10 Brent = ~5 billion CFFO
$ billion
2015 baseline:
Shell + BG
2016
2017-2018
potential
Operating costs 46
Trend to 40
(underlying)
Multi-billion p.a.
Capital investment 36 ~29 25-30
Divestments 6 + 5
6-8 in
progress
30 over
2016-18
Projects start-up post-2014
(CFFO)
n/a ~$2 billion
~10 billion
by 2018*

13. Royal Dutch Shell September 7, 2016 13
Manage down-cycle
Divestments
Integrated gas split out from Upstream from 2011 onwards
$ billion
Divestment program
 $30 billion 2016-18
 Progressing $6-8 billion 2016
 5-10 countries; ~10% of production
0
10
20
30
2007-09 2010-12 2013-15 2016-18
Downstream/Corporate High grading ‘tail’
Infrastructure + mature positions
Refocus portfolio
Upstream
Integrated Gas
2016-2018 completed + announced $ billion
Completed – MLP 0.8
– Denmark marketing 0.3
– N.Z.: Maui pipeline 0.2
– MGL IPO 0.1
– Others 0.1
Total completed 1.5
Announced – Showa Shell ~1.4
– Brutus/Glider 0.4
– Malaysia refining
~0.2– Anasuria cluster
– Maclure
Total announced ~2.0
TOTAL ~3.5
In progress – Motiva JV end
– N.Z.: upstream strategic review
– Thailand strategic review
– Selective North Sea strategic review
– Argentina Downstream strategic review
Divestments
Reduce capital
investment
Reduce
operating costs
Deliver new
projects

14. Royal Dutch Shell September 7, 2016
0
20
40
60
2013 2014 15Q2
4Q rolling
2015 16Q2
4Q rolling
2016E 2017 - 20 avg
0
20
40
60
2013 2014 15Q2
4Q rolling
2015 16Q2
4Q rolling
Shell + BG
2016E 2017 - 20 avg
$25-30 billion
14
2016 excludes BG purchase price
$ billion
Capital investment
Manage down-cycle
Lower & more predictable capital investment
 Planning for $25-$30 billion range
 $30 billion/year ceiling
 Trending low in range today
 Options to further reduce below $25 billion if warranted
Shell BG
-25%
Divestments
Reduce capital
investment
Reduce
operating costs
Deliver new
projects
Shell + BG C.I. on a cash basis
58
47
41
36
53
43
37
33 31 ~2929 ~26

15. Royal Dutch Shell September 7, 2016 15
Manage down-cycle
Reduce operating cost
Excluding identified items
$ billion
Operating cost
0
10
20
30
40
50
2014 15Q2
4Q rolling
2015 16Q2
4Q rolling
Shell + BG
end-2016
run-rate
Shell BG
Divestments
Reduce capital
investment
Reduce
operating costs
Deliver new
projects
 Substantial reductions delivered
 “Lower for ever” mindset + BG synergies
 Staff, supply chain + contractors
 Divestments, growth, FX impacts
-$4 billion
~40
49
46
44
42

16. Royal Dutch Shell September 7, 2016
* BG organic growth from 1.1.2016 | LNG volume includes offtake
 Significant oil & gas +
Downstream production under
construction
 Capex to free cash flow
 High margin / price upside
barrels
Manage down-cycle
Deliver new projects
 Cash operating cost <$15/boe
 Tax rate ~35%
16
Thousand boe per day*
2016-17 start-ups
2014-15 start-ups
LNG volume (RHS)
2018+ start-ups
Million tonnes per annum
Divestments
Reduce capital
investment
Reduce
operating costs
Deliver new
projects

17. Royal Dutch Shell September 7, 2016
Competitive financial data as published. Free cash flow: cash flow from operations less cash used in investing activities. $/ADR for European companies. ROACE underlying: European
companies: CCS basis excluding identified items. US companies: reported earnings excluding special non-operating items. Capital employed on gross debt basis.
Financial dashboard
%
Gearing
%
ROACE
$/share
Free cash flow per share
%
Total shareholder return
0
10
20
30
Q211 Q212 Q213 Q214 Q215 Q216
-30
-15
0
-10
0
10
20
30
Q211 Q212 Q213 Q214 Q215 Q216 -10
-5
0
5
10
Q211 Q212 Q213 Q214 Q215 Q216
0
10
20
3 years to Q2 2016 12 months to Q2 2016
Shell Peer group

18. Royal Dutch Shell September 7, 2016 18
Transformation
CREATE A
WORLD CLASS
INVESTMENT CASE
Improved capital
efficiency: reduced
investment/FCF ratio
Energy transition:
CO2 footprint & new
energies strategy
Simpler company: Exit
~10% production;
5-10 countries
Less cost + fewer
people with BG than
Shell stand-alone:
12,500 fewer staff
Capital efficiency:
2013 spending
halved & $45 billion
mitigated
Improving our
metrics:
FCF/share; ROCE;
net debt
$30bn divestments:
Innovative deals like
Motiva, Showa
and MLP
Portfolio growth:
1 mboe/d adds
$10 bln cash flow
2019-2021
average
2013-2015
average
Brent
ROACE
~$60
~10%
~$90
8%
Organic free cash flow $20-25 billion p.a.$5 billion p.a.
$60 oil price scenario (2016 RT Brent

19. Questions & Answers

20. Barclays CEO Energy-Power conference
Royal Dutch Shell plc
Ben van Beurden
Chief Executive Officer
September 7, 2016