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

2. 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. 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, 2014 (available at and ). 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 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 , available on the SEC website

3. 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

4. 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.

5. PEOPLE SAFETY – CARE FOR SELF
What is resilience and why is it important?
Taking decisive action to increase resilience.
Identifying and managing decision blockers Exercise.
Decision making and resiliency impacts on Goal Zero.
Understanding how we make decisions leads to better choices and increases our confidence. This improves our personal resilience. Being more resilient allows us to perform at our best during difficult times, and contributes to us delivering Goal Zero.
Facilitator notes:
Introduce People Safety - Care for Self. This discussion will cover:
Defining Resilience, why it’s important in our personal and professional lives, and how it’s connected to Goal Zero
Why taking decisive action improves our resilience, and how to identify and manage things that block decision making
How taking decisive action impacts Goal Zero.
Explain:
We’re in an increasingly busy and complex world. Taking care of ourselves is important.
We make many decisions every day, so we need to understand how we make decisions, and what sometimes blocks us from taking decisive action.
It’s important to act decisively to take control of a situation, instead of allowing a situation to take control of us.
Ask: What does Resilience mean to you ?
Facilitator: Allow 5 minutes to discuss and capture thoughts and responses on a Flipchart.
WHAT DOES RESILIENCE MEAN TO YOU?

6. WHAT IS RESILIENCE?
Resilience is the ability to cope with pressure and stressful events.
Goal Zero is enabled by individuals and teams …
But life can be challenging.
Resilience gives us different strategies and a more positive mindset to deal with everyday problems.
HOW IS RESILIENCE AND GOAL ZERO CONNECTED?
Facilitator:
Explain:
Resilience means bouncing back from difficult experiences.
It’s something we all possess to some degree, and helps us cope with pressure and stressful events.
It’s a mix of our own thoughts, behaviours and actions, and can be learned and strengthened in anyone.
Resilience is important to us in our lives because change happens all the time.
All that change, amongst other things in our lives, can cause adversity, stress and turmoil. Being resilient helps us cope and move forward.
Ask: How is Resilience and Goal Zero connected?
Facilitator: Allow 5 minutes to discuss and capture thoughts and responses on a Flipchart.
Fictional scenarios to propose in addition to audience responses:
We all work to achieve Goal Zero…because we care. As individuals and teams working on the frontline, we demonstrate our care by managing processes and barriers that keep each other safe and our product in the pipes. But, life can be challenging, and things can get in the way or interfere with our focus that keeps those processes and barriers strong.
If we’ve developed strategies and behaviours to help us deal with things like a change in a deadline at work, or with a sick family member, or a situation that requires us to make an important or difficult decision, we’re more likely to be able to retain our focus on other important priorities, like delivering Goal Zero every day.
Being Resilient helps us avoid distractions that can lead to poor decisions, or loss of focus
Explain: Shell also recognizes that Resilience and Goal Zero are connected, and that’s why there is an entire toolkit available to help people get better at preparing for and dealing with life’s pressures and stressful events.

7. RESPONDING TO ADVERSITY
WHAT ARE SOME WAYS WE RESPOND TO ADVERSITY?
ADVERSITY CAUSES SOME TO BREAK.
AND OTHERS TO
BREAK RECORDS.
WHICH ONE WOULD
YOU RATHER BE?
CAN WE CHOOSE HOW TO RESPOND?
Facilitator:
Adversity affects people in different ways.
Being prepared in advance for life’s challenges is important. Often by the time we recognize stress, it’s already too late!
Ask / Discuss: How do we sometimes respond or react to adversity?
Facilitator: Write answers on a flipchart
Fictional scenarios to propose in addition to audience responses (try to accentuate the +’ve):
-’ve: Become guarded or defensive, panic or withdraw, lose focus and detach, anger and moodiness, sadness and despair, poor decision making
+’ve: Step up our game, refocus and reprioritize, gather our resources, reach out to others, look at our options, use our personal resources to cope and strive
Ask / Discuss: Can we choose how we respond to adversity?
Facilitator: Allow 5 minutes to discuss and capture thoughts and responses on a Flipchart.
Explain:
We can always choose when it comes to our behaviours, but it’s easier to make choices when we understand what our options are.
People that are resilient tend to respond positively, and better understand what they can influence.
More resilient people will move forward by taking control of a situation instead of letting the situation control them.

8. HOW WE MAKE DECISIONS
EMOTIONAL BRAIN
RATIONAL BRAIN
Decisions are almost always a mix of reason and gut-feel.
Good decisions require BOTH rational thought and emotion.
WHAT EMOTIONAL AND RATIONAL THOUGHTS GO INTO OUR DECISIONS ON PURCHASING A VEHICLE?
Facilitator:
Explain:
Contrary to popular belief, emotional thinking does NOT result in poor decisions.
Both the Emotional brain and the Rational brain, work together to improve our decisions.
Emotional brain: Our “gut” feeling. It’s quick at picking up subtle clues and information. We shouldn’t ignore that emotional reaction because it may be telling us something very important. The emotional brain tells us “we love it”, or gives us that uneasy feeling that something just doesn’t feel or look right?
Rational brain: Provides the logic. It’s the “why” we love it, or “why” something isn’t right. The rational brain also helps us to learn from mistakes, analyze what went wrong and helps us to make better decisions in the future.
Ask / Discuss: Think of going to buy a vehicle. What types of things do we consider, and which of those would you call Emotional thoughts and Rational thoughts?
Facilitator: Allow 5 minutes to discuss and capture thoughts and responses on a Flipchart.
Fictional scenarios to propose in addition to audience responses:
Emotional thoughts – exotic styling, appearance of power or speed, extreme performance capabilities, eye-catching, unique color, list of luxury options, engine sound
Rational thoughts – safety ratings, fuel economy, price, functionality, necessary options, resale value, consumer satisfaction and quality ratings
We usually end up using both emotion and reason when it comes to the final decision.
We choose something we find attractive and appealing but that is also a good fit with our needs and budget.
We may enjoy the process of a major decision like this, but there’s is still a certain amount of stress and anxiety involved. So how can we be better at taking decisive action?

9. TAKING DECISIVE ACTION
Moves an issue forward
Is positive and action-oriented
Helps us gain confidence
Creates accountability
Allows us to control the situation
Linked to resilience. It feels good
Being indecisive can create problems and frustrations.
Some decisions are complicated or uncomfortable, and acting decisively can be difficult.
Understanding the blockers that make decisions difficult helps us be more decisive.
Facilitator:
Explain:
Taking decisive action gets things moving forward and signals action.
It provides accountability and clarity for people
It allows us to feel like we’re in control of a situation.
Taking decisive action usually makes us feel good, which has a positive impact in our confidence and on our personal resilience.
But
When we don’t take decisive action, it feels like the situation is controlling us.
We might think more about what will happen once we make a decision, and may pay less attention to what could happen if we don’t make a decision.
Ask / Discuss: What have you seen happen when we are indecisive?
Facilitator: Allow 5 minutes to discuss and capture thoughts and responses on a Flipchart.
Fictional scenarios to propose in addition to audience responses:
Anxiety, frustration, loss, uncertainty, missed opportunities, confusion for yourself or for others around you, loss of credibility, shows disinterest or complacency, creation or continuation of unsafe conditions, risk tolerance.
Even with our emotional brain and our rational brain working for us to make decisions, and knowing the downside of being indecisive, we can still find it difficult to take decisive action.
Some of the situations we have to deal with are very difficult and complicated.
Sometimes we don’t have enough information to make a good decision, or we worry about looking bad if we make the wrong decision.
These things are called Decision Blockers. These blockers can prevent us from making decisions, or can simply make decisive action more difficult and uncomfortable.
If we get better at identifying what is blocking us, we can then start to figure out how to remove that blocker, and proceed more easily to taking decisive action.
WHAT HAPPENS WHEN WE ARE INDECISIVE?

10. IDENTIFYING DECISION “BLOCKERS”
Decision Blockers usually come from within us.
They can be used as excuses to do nothing, or to take shortcuts.
We often create them ourselves, therefore we can often control and change them.
BLOCKER
Not enough information
Concern of what could go wrong
Too many options to choose
Time constraints / pressure
Worried about impact to others
Too close to the situation
Facilitator:
Explain:
Decision blockers can feel very powerful, and sometimes overwhelming.
Blockers can present themselves together, which makes decision making even more difficult.
(refer to the examples on the slide)
Ask / Discuss: To relate this back to our Safety Day conversation, can you think of a time where a decision blocker impacted our ability to achieve Goal Zero?
Facilitator: Allow 5 minutes to discuss and capture thoughts and responses on a Flipchart.
Fictional scenarios to propose in addition to audience responses:
We were worried about intervening with an experienced worker doing a job unsafely
We couldn’t sort out all of the options to manage run-off, so we delayed our response, and off-site contamination resulted
We were under time constraints and worried about how long it would take to review hazards of a job, and failed to set workers up for success
During a fire drill I witnessed a senior executive looking at their mobile phone while walking down the stairs towards the exit. They were with their staff and I thought one of them would intervene.
We were due to start an important meeting but the power cord for the plasma screen didn’t work. An extension cord would need to be run across the hall to start the screen and the meeting.
I was in a hurry for a meeting, and allowed a stranger to follow me onto a secured floor without looking for or asking them to show me their Security Access Card or Shell ID.
Allowing blockers to prevent us from doing the right thing can have very real and powerful impacts. Overcome blockers is critical
WHEN HAVE DECISION BLOCKERS IMPACTED OUR ACHIEVING GOAL ZERO?

11. OVERCOMING “BLOCKERS”
Understand what will happen if you make a decision, AND what will happen if you don’t make a decision.
Once we identify Blockers, then we can create strategies to overcome them and move forward.
BLOCKER
STRATEGIES
Not enough information
List / gather information needed
Concern of what could go wrong
Risk-assess possible outcomes
Too many options to choose
Rank options by cost / benefit
Time constraints / pressure
Determine the risk of delaying
Worried about impact to others
Fully understand justifications
Too close to the situation
Confer with others / network
Facilitator:
Explain:
Understanding the “do nothing” scenario is important to put things into perspective.
It helps us to see the importance of taking decisive action, and to manage the things that are making it difficult.
Once we identify the blocker, then we can usually develop a strategy to overcome it.
The better we are at doing that, the more our self confidence and resilience increases.
(Refer to Blockers and potential Strategies on the Slide)
Discuss a scenario of where the decision blocker is feeling that there are too many options to choose from.
You walk into a store, and a sales associate starts asking you questions about what you’re looking for, what interests you, what your needs are, or even what you’re NOT interested in.
They’re determining what a reasonable list of options is for you.
This is a deliberate strategy to narrow your decision point from 50 items down to 2 or 3 to help make your purchase decision easier and more likely.
That salesperson is helping you to overcome a potential decision blocker!!
So let’s take these concepts now and use them in a practical situation for you to practice and think about.

12. DECISION BLOCKER EXERCISE - HANDOUT
DECISIVE ACTION MOMENT
Intervening with someone you felt was at risk
Reporting a pump with unusual vibration
Talking to a new employee who appears confused by a vital piece of equipment
Reporting for work while feeling ill, or after a recent non-work related injury
Observing a vehicle being driven unsafely
Walking by a piece of equipment with an apparent slow leak
Looking out your window and seeing a neighbor leaning off of a ladder
Seeing a stranger texting on their phone while entering a crosswalk on a busy street
Exercise notes:
Choose an example of a time when you had to take decisive action, but found it difficult to do so. (Refer to possible examples from the slide)
List what would happen if you take action.
List what would happen if you don’t take action. Think about impacts to Goal Zero
List the Decision Blockers that delayed or stopped you from taking action, or made it more difficult
List the strategies you used to overcome the blockers.
Discuss with the others in your group.
Facilitator notes:
Distribute exercise worksheet
Group people into pairs
Put up slide 10 as reference.
Allow people minutes to discuss and complete the questions.
Discuss some of the examples people have discussed
Discuss some emotional thinking and some rational thinking examples of Blockers
Discuss some strategies that were effective in removing the Blocker
Discuss at least one example that illustrates an impact to achieving Goal Zero (e.g. intervention, Pause, strategic change)
Ask how people felt when they took decisive actions, compared to when they didn’t (e.g. more confident, more resilient, etc.)
Note: For a smaller audience (less than 8 people), you may choose to actively work this together as a group by using a flipchart.
Download Exercise Worksheet

13. SUMMARY
Resilience enables us to recover from adversity and perform at our best. We need to understand and practice more than one strategy to become resilient.
Appreciate the value of Taking Decisive Action that help achieve safer and smarter outcomes, and with more certainty.
Our Emotional Brain and Rational Brain work together for good decisions.
Identifying decision blockers allows us to strategically overcome them, helping us gain confidence and improve personal resilience.
Examples of Blockers and Strategies
Facilitator:
Summarize:.
Developing personal resilience helps maintain flexibility and balance in our lives when we face stress and difficult situations. Think Well is the toolkit available to help us understand and utilize these principles. We need to learn and utilize more than one or two modules from that toolkit to develop and maintain our resilience.
By using one of the modules of Think Well, appreciating that Taking Decisive Action is important to move things forward, to provide accountability, and to allow us to control a situation instead of a situation controlling us.
Decision making is almost always a mix of using our emotional brain, or our ‘gut’, and our rational brain, or our ‘logic’, and these two work together to allow us to make good decisions.
Blockers exist in many decision making situations, but by recognizing what they are, we can identify strategies to overcome them which ultimately improves our performance, including our journey towards Goal Zero. Taking decisive action by overcoming blockers builds confidence, which is one of the things important for us to improve our personal resilience.
Focus on examples of these points given by the participants during the discussions and following the exercise.
Provide copies of the handout available that lists some common blockers to making decisions, and some ideas on how to overcome them.
Explain this is not meant to be an exhaustive list, but it is a starting point to help people apply these ideas after they leave.
Thank the participants for their active involvement and input to the session.

14. THE TOOLKIT FOR RESILIENCE - THINK WELL
TAKE DECISIVE ACTION
TODAY’S FOCUS AREA
Keep things in perspective
Look for opportunities for self-discovery
Being grateful can accomplish more
Maintain a hopeful outlook
Be true to your values – virtual module
Accept that change is a part of living
Avoid seeing crisis as insurmountable problems
Nurture a positive view of yourself
Take care of yourself
Move toward your goals
Facilitator
Explain:
Building on this slide pack, Shell Health offers a full toolkit to help us develop Resilience. It’s called Think Well.
Each topic here is a resilience skill or attribute aimed to help develop a more positive mind-set, and to bounce back from difficult situations.
Understanding and practicing just one or two of these modules doesn’t suddenly make us Resilient.
Resilience comes from continually putting multiple strategies like these to use in our day to day lives, and learning from those experiences.
All modules are available on the Think Well website (
Make connections

15. 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.