This document contains a presentation by Allard Casteleijn, Vice President of Environment at Royal Dutch Shell, covering several topics: 1. It provides definitions and disclaimer statements for terminology used regarding Shell's corporate structure and ownership. 2. It summarizes Shell's energy scenarios and challenges around meeting growing global energy demand while addressing climate change. 3. It outlines Shell's commitments and track record on health, safety, security, environment and sustainable development issues. 4. It describes Shell's partnerships with environmental organizations and examples of social and environmental risk management programs.

1. ROYAL DUTCH SHELL PLC
TBLI 2010
ALLARD CASTELEIN
VICE PRESIDENT
ENVIRONMENT
1 Copyright of Royal Dutch Shell plc 13/10/2010

2. DEFINITIONS AND 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 (for example, through our
34% 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 the Shell’s products; (c) currency fluctuations; (d) drilling and production results; (e) reserve
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, 2009 (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, 12 Nov
2010. 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.
2 Copyright of Royal Dutch Shell plc 13/10/2010

3. AGENDA
• Energy Scenarios
• HSSE at Shell
• Surface Non-Technical Risks (NTR’s)
• ESG/SRI Engagement
3 Copyright of Royal Dutch Shell plc 13/10/2010

4. ENERGY SCENARIOS
THREE HARD TRUTHS
I. Global energy demand is growing
II. Energy supply will struggle to keep up with demand growth
III. Climate change looms as a critical global issue
INCREASING POPULATION: INCREASED PROSPERITY:
key driver of energy demand increased energy use
GJ per capita (primary energy)
400
300
USA
Europe EU 15
200 Japan
South Korea
100 China
India
0
0 10 20 30 40
GDP per capita (PPP, ‘000 2000 USD)
SOURCES: World Bank WDI, Oxford Economics, UN Population Division, Energy Balances of OECD Countries © OECD/IEA 2006, Energy Balances of Non-OECD Countries © OECD/IEA 2006
4 Copyright of Royal Dutch Shell plc 13/10/2010

5. HSSE & SUSTAINABLE DEVELOPMENT
A PRIORITY OF SHELL
STRENGTHENING DELIVERY & ACCOUNTABILITY TRACK RECORD EXAMPLE: FOCUS ON SAFETY
Injuries - TRCF per million working hours
Project
profitability
Environment Technology Safety
Employees and contractors per million working hours; Shell operated facilities
COMMITMENT
Social “As part of the Shell Business Principles, we commit
to contribute to sustainable development. This
requires balancing short and long term interests,
integrating economic, environmental and social
considerations into business decision-making.”
Shell General Business Principles
Data 100% basis for companies and joint ventures where we are the
operator
5 Copyright of Royal Dutch Shell plc 13/10/2010

6. PARTNERSHIPS
GLOBAL AND LOCAL
Total # of projects in 2010: 30
• IUCN: 9
• WI: 10
• TNC: 8
• EW: 3
6 Copyright of Royal Dutch Shell plc 13/10/2010

7. ESG STRATEGY
• Broad introduction of Shell's governance, commitment to sustainable development,
environmental & social KPIs, performance track record, reporting and assurance.
EXAMPLE: CONVEYING SHELL’S LONG TERM TRACK RECORD & COMMITMENT TO SUSTAINABLE DEVELOPMENT
7 Copyright of Royal Dutch Shell plc 13/10/2010

8. ENVIRONMENTAL STRATEGY
• Bringing environmental management closer to the core of business plans and decisions
Energy Challenge
Shell to help meet global energy challenge of demand, supply
and CO2.
Energy Business
Challenge Strategy Shell Business Strategy
Reflects, supports, and as appropriate guides, business
strategy.
Competitive Performance
Helps deliver effective and efficient management of
Competitive Valued Energy environmental risk, opportunity and reputation.
Performance Provider
Valued Energy Provider
Helps Shell maintain and earn its licence to operate and
grow.
8 Copyright of Royal Dutch Shell plc 13/10/2010

9. SURFACE & NON-TECHNICAL RISKS
SAKHALIN AOSP ARCTIC & TIGHT GAS
Sakhalin Salmon Initiative
Alaska drilling & seismic program
Lunskoye Platform
Onshore pipeline route Athabasca River Groundbirch – tight gas drilling
9 Copyright of Royal Dutch Shell plc 13/10/2010

10. OIL SANDS - CCS PROJECT QUEST
• Capture CO2 at the Scotford Upgrader
from 3 Hydrogen Units
• >1 mtpa CO2 will be transported by
pipeline and stored over 2 km underground
• Letters of Intent with Government of Alberta
and Government of Canada -- ~C$865
million
• Public consultation and project scoping
ongoing
• FID in 2012
QUEST PROJECT PROPOSED TIMELINE
10 Copyright of Royal Dutch Shell plc 13/10/2010

11. PAD DRILLING: REDUCING SURFACE FOOTPRINT
PINEDALE: SHELL OPERATED JONAH: NON-OPERATED
Up to 4 pads each pad having up to 32 wells Up to 64 pads with each pad having a single well
SQUARE MILE OVERVIEW SQUARE MILE OVERVIEW
Adjacent gas fields, different development impacts
Shell setting new standards for surface footprint reduction
11 Copyright of Royal Dutch Shell plc 13/10/2010

12. ESG ENGAGEMENT STRATEGY
FOCUSSED MESSAGING & PRO-ACTIVE ENGAGEMENT
• In depth & pro-active dialogue on selected topical issues e.g. CO2 management & Oil Sands development.
• Ongoing environmental & social KPI progress update.
• Incorporating ESG messaging in all shareholder communications
• Frequent site visits for various stakeholders
SITE VISITS - OIL SANDS DISCUSSIONS WITH ALL STAKEHOLDERS ON MEDIA & SHAREHOLDER VISITS TO NEW
DEEPWATER DRILLING STANDARDS BIOFUELS JOINT VENTURE IN BRAZIL
12 Copyright of Royal Dutch Shell plc 13/10/2010

13. GULF OF MEXICO
WELL SAFETY WELL CONTAINMENT SYSTEM
WELL DESIGN & SAFETY FLEXIBLE + ADAPTABLE SYSTEM FOR SPILL CONTAINMENT
• Real Time Operating Centre • GOM - Subsea containment equipment
• Rig Safety Case • Designed to safely capture, store & offload oil
• Multiple Barriers • Rapid deployment
• Global Standards • Designed for10,000 feet of water & 100k bpd capacity
• Rigorous training • Estimated $1bn investment between partners
13 Copyright of Royal Dutch Shell plc 13/10/2010

14. BEST PRACTICE PROGRAMME
BENEFITS FOR SHAREHOLDERS AND SHELL
• Enhanced relationship with shareholders through direct dialogue and disclosure on ESG
• Enhanced reputation in financial markets through recognition of Shell’s ESG efforts and performance
• Award winning programme to Socially Responsible Investors
14 Copyright of Royal Dutch Shell plc 13/10/2010

15. ROYAL DUTCH SHELL PLC
TBLI 2010
QUESTIONS?
15 Copyright of Royal Dutch Shell plc 13/10/2010