OUR SAFETYDAY 2016 PROCESS SAFETY ACHIEVING GOAL ZERO BECAUSE WE CARE APRIL 13, 2016 SUPERVISOR-LED ENGAGEMENT Facilitator notes: Download the Safety Day 2016 video Goal Zero. No Harm. No Leaks.

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 over which Royal Dutch Shell plc either directly or indirectly has control. Companies over which Shell has joint control are generally referred to as “joint ventures” and companies over which Shell has significant influence but neither control nor joint control are referred to as “associates”. In this presentation, joint ventures and associates may also be 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’’, ‘‘goals’’, ‘‘intend’’, ‘‘may’’, ‘‘objectives’’, ‘‘outlook’’, ‘‘plan’’, ‘‘probably’’, ‘‘project’’, ‘‘risks’’, “schedule”, ‘‘seek’’, ‘‘should’’, ‘‘target’’, ‘‘will’’ and similar terms and phrases. 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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, 2014 (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, 13 April 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.

SAFETY FIRST FOR THIS MEETING, PLEASE REVIEW THE FOLLOWING FOR YOUR LOCATION First and secondary Emergency Exits Emergency contact numbers Assembly Point Fire drills scheduled Alarm sirens/bell First aid kits and first aid number (do we have a first aider in the room?) Location of toilets Location of coffee and tea, during break UNRESTRICTED

THE VIDEO Video notes: Introducing this year’s Safety Day Theme and general safety narrative Facilitator notes: Download the video (in the language of your choice) in advance, it takes quite some time! You can find the link on the Safety Day 2016 website. Skip this slide if you don’t have access to IT facilities. http://hsse.shell.com/global-programmes/safety-day/safety-day-2016/engagement-materials/films.html

WHY PROCESS SAFETY? “Many activities in Shell are inherently hazardous. A technical failure or someone not following specific requirements can escalate to a leak, fire or explosion that can harm people and damage the environment. I am determined that we will achieve Goal Zero - No Harm, No Leaks. This requires a robust approach to Process Safety and has to be a matter of not just complying with our policies, but making it a deep down personal commitment. By me, by you, by everyone involved.” Ben van Beurden Chief Executive Officer Facilitator notes: Address the importance of Process Safety. Try to link it to your own work/environment! Keys to understanding process safety are: Risk Management Barrier Thinking concept Additional materials – like the Process Safety Narrative and Process Safety talking points for leaders – on Process Safety are available under the ‘Additional Materials’ section on the Safety Day website. UNRESTRICTED

UNDERSTANDING PROCESS SAFETY INTRODUCTION TO PROCESS SAFETY Getting a general understanding of Process Safety BARRIER THINKING The key element of Process Safety: Barrier Thinking I KEEP MY BARRIER STRONG Applying Barrier Thinking in your day-to-day environment Facilitator notes: This slidepack is an introduction to Process Safety and aims to create a general understand through the key building block: Barrier Thinking. The examples are designed to be relatable and easy to understand regardless of occupation or work location. Barrier Thinking materials from previous years are available under the ‘Additional Materials’ section on the Safety Day website.

BARRIER EXERCISE ADOPTING A DOG Exercise notes: The barrier exercise will address: A common hazard people face (“Adopting a dog”) The ‘top events’ or majors problems that can result How do we keep the problem from happening What we do if the event happens. Suitable for larger groups where people don’t know each other. IMPORTANT: The examples given are not the only answers, encourage the group to participate and think of other examples! Facilitator notes: Review the material prior to the session If you don’t have IT facilities: bring hand out prints of the pack and assignment.

RISK ASSESSMENT: THE KEY TO RISK MANAGEMENT ASK YOURSELF THE 4 WHATS: 1 What can go wrong, and how bad could it be? 2 What can cause it to go wrong? 3 What can I do to prevent it from going wrong? 4 What should I do if it goes wrong? CONSEQUENCE CONTROL BARRIERS RECOVERY BARRIERS TOP EVENT 4 THREAT 3 2 1 Exercise notes: Situation: Adopting a dog This exercise will allow you to do a risk assessment of the situation “Adopting a dog”. Facilitator notes: Ask the audience the 4 WHATs, e.g. “What can go wrong when you [adopt a dog], how bad could it be?

Risk Assessment: 1.What can Go Wrong? DOG ESCAPES HOUSE THREAT CONSEQUENCE TOP EVENT Exercise notes: What can go wrong? What are some hazards that exist with adopting a dog? Main example - the dog escapes Facilitator notes: Remember that there are more possibilities for what can go wrong, encourage conversation!

Risk Assessment: 1.How bad could it be? Attacks neighbour DOG ESCAPES HOUSE THREAT CONSEQUENCE TOP EVENT Exercise notes: How bad can it be? If the dog escapes, what could happen? Main examples - the dog attacks a neighbour / the dog runs away Facilitator notes: Remember that there are more possibilities for what can go wrong, encourage conversation! Runs away

Risk Assessment: 2.What can cause it to go wrong Dogs jumps over the fence Attacks neighbour DOG ESCAPES HOUSE 2 THREAT CONSEQUENCE TOP EVENT Exercise notes: What can cause it to go wrong? What can cause the dog to escape? Main examples – dog jumps over the fence / gate was left open Chain of events: Dog jumps over the fence > dog escapes > attacks a neighbour Gate was left open > dog escapes > runs away Facilitator notes: Remember that there are more possibilities for what can go wrong, encourage conversation! Gate was left open Runs away

Risk Assessment: 3.What can I do to prevent it from going wrong? Dogs jumps over the fence Attacks neighbour Fence height Behaviour DOG ESCAPES HOUSE CONTROL BARRIERS THREAT CONSEQUENCE Self-closing gate TOP EVENT Exercise notes: What can I do to prevent it from going wrong? Break the chain of events (control barriers): Example: Dog could jump the fence > increase fence height / teach him the right behaviour > won’t escape Facilitator notes: Remember that there are more possibilities for what can go wrong, encourage conversation! Close gate Gate was left open Runs away 3

Risk Assessment: 4.What should I do if it goes wrong? Dogs jumps over the fence Attacks neighbour Fence height Behaviour Behaviour Chase & yell DOG ESCAPES HOUSE CONTROL BARRIERS RECOVERY BARRIERS THREAT CONSEQUENCE Self-closing gate Tracking chip and ID tags TOP EVENT Exercise notes: What should I do if it goes wrong? How to recover (get the dog back) or prevent damage. Example: Dog jumps the fence > escapes > use tracking chip to locate the dog > prevent it from running away permanently Facilitator notes: Remember that there are more possibilities for what can go wrong, encourage conversation! Close gate 4 Behaviour Gate was left open Runs away

KEEPING YOUR BARRIERS STRONG WHO OWNS WHICH BARRIER? SITUATION: Adopting a dog HAZARD/TOP EVENT: Dog escaping THREAT: Gate is left open CONTROL BARRIERS ACTION: OWNER: Always check whether the gate is closed Mom/Dad Buy/install self-closing gate Dad Maintain self-closing gate RECOVERY BARRIERS ACTION: OWNER: Train the dog Mom Monitor and reinforce behaviour Mom/Dad Exercise notes: Keeping your barriers strong and prevent the hazard from happening Ownership and responsibility are key Facilitator notes: You have reached the end of this exercise. IMPORTANT: clean templates of the barrier exercise are available as additional slides in case you want to use your own example.

WHAT WILL I KEEP DOING OR START DOING DIFFERENT? DISCUSS: What barriers do you own? Are your barriers strong enough? What can be done differently? How can you use Barrier Thinking and the 4 WHAT’s in your environment? Facilitator notes: Stimulate dialogue! Create an open and secure environment for an honest discussion

THE PROCESS SAFETY JOURNEY NEW TO PROCESS SAFETY Introduction to Process Safety Understanding Barrier Thinking: The key element of Process Safety Understand how Barrier Thinking can affect ‘me’ as an individual I OWN MY BARRIER Reflective Learning: No Leaks Understand implications of decisions/actions Owning your Barrier and taking care of it I KEEP MY BARRIER STRONG Reflective Learning: I Keep My Barrier Strong Individuals understand their roles in keeping barriers strong Understanding what to do when things change Additionally there are two Reflective Learning engagements on Process Safety that build on the Barrier Thinking principal that can be used to further Process Safety Understanding. Facilitator notes: Building on this slidepack, other key building blocks are available. Reflective learning: No Leaks Reflective learning: I Keep My Barrier Strong All reflective learnings and supporting documents are available on the Safety Day 2016 website.

DISCLAIMER This document is made available for information only and on the condition that (i) it may not be relied upon by anyone, in conduct of their own operations or otherwise (ii) neither the Shell company issuing this document nor any other person or company concerned with furnishing information or data used herein (A) is liable for its accuracy or completeness, or for any recommendations or advice given in or any omission from this document, or for any consequences whatsoever resulting directly or indirectly from any use made of this document by any person, even if there was a failure to exercise reasonable care on the part of Shell company or any other person or company as aforesaid; or (B) make any claim, representation or warranty, express or implied, that acting in accordance with this document will produce any particular results with regard to the subject matter contained herein, or satisfy the requirement of any applicable federal, state or local laws and regulation; and (iii) nothing in this document constitutes technical advice. If such advice is required it should be sought from a qualified professional adviser . Furthermore, these materials do not in any way constitute an offer to provide specific services.

Additional: create your own barrier exercise TOP EVENT CONTROL BARRIERS RECOVERY BARRIERS THREAT CONSEQUENCE Facilitator notes: Ask yourself the 4 WHATs: What can go wrong (top event), and how bad could it be? (red boxes) What can cause it to go wrong? (yellow boxes) What can I do to prevent it from going wrong? (green boxes) What should I do if it goes wrong? (purple boxes) Remember that there are more possibilities, encourage conversation!

KEEPING YOUR BARRIERS STRONG WHO OWNS WHICH BARRIER? SITUATION: … HAZARD/TOP EVENT: … THREAT: … CONTROL BARRIERS ACTION: OWNER: … RECOVERY BARRIERS ACTION: OWNER: … Exercise notes: Keeping your barriers strong and prevent the hazard from happening Ownership and responsibility are key Facilitator notes: You have reached the end of this exercise. IMPORTANT: clean templates of the barrier exercise are available as additional slides in case you want to use your own example.