Brazil Shareholder visit 2016 Re-shaping Shell to create a world-class investment case

Transcription

1 Brazil Shareholder visit 2016 Re-shaping Shell to create a world-class investment case Royal Dutch Shell plc November 9, 2016 Let s make the future

2 Andrew Brown Upstream Director Royal Dutch Shell plc

3 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. Discovered and prospective resources: Our use of the term discovered and prospective resources 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. Underlying operating cost is defined as operating cost less identified items. A reconciliation can be found in the quarterly results announcement. 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 thirdparty 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. Forwardlooking 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 and ). 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, November 9, 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 , available on the SEC website 3

4 Performance Upstream Cash engine: today Growth priorities: Future opportunities:2020+ Conventional oil & gas Deep water Shales Insert picture Insert picture Maintain resilience Drive continuous improvement Advantaged growth Track record + competitive portfolio Lowering cost further Large resource base Future growth priority Improve competitiveness Capital employed: $44 billion Capital employed: $58 billion Capital employed: $18 billion Deliver profitable growth Production: 1.6 mboe/d Production: 0.6 mboe/d Production: 0.3 mboe/d Capital Investment: $5-6 billion Capital Investment: $6-7 billion Capital Investment: $2-3 billion Capital employed and production based on Q Capital investment is in period

5 Upstream + IG in South America Cash engine Integrated Gas Growth priorities Deep water Future opportunities Shales Trinidad & Tobago Peru Brazil Bolivia LNG Trinidad & Tobago and Peru Mature assets BJSA and BC-10 Argentina Vaca Muerta shale Brazil Bolivia gas portfolio Growth assets Santos Basin Early stage exploration Brazil Comgas Argentina Capital employed in South America Integrated Gas, deep water and shales: ~$40 billion Production in South America Integrated Gas, deep water and shales: 10% of Group South America Rest of the world South America Rest of the world 5

6 Upstream financial performance Earnings by strategic theme $ billion $ per barrel Earnings by geography $ billion Conventional oil + gas Shales Rest of the world Americas Deep water Other Brent (RHS) Cash flow + ROACE $ billion % Drive improvement + sustain cash delivery Fit for the future cost + uptime Cash flow ROACE (RHS) Stones FPSO Turritella Earnings and ROACE on CCS basis, excluding identified items 6

7 Fit for the future Upstream 2018 ASPIRATIONS Operational excellence / Cost competitiveness / Profitable growth Process safety Goal zero No harm to people and environment Availability Asset availability improvement Production >150 kboe/d potential through wells + reservoir management Total cost Embed discipline Competitiveness 7

8 Fit for the future Uptime and costs Upstream costs $ billion -8% -15% $ per barrel Upstream availability % Operating costs BG Unit cost Reduce costs & head count >5,000 staff + contractor positions since 2014 Exit tail assets Potentially 5-10 country exits Best of both Shell + BG Lower for ever mindset + BG synergies Closing gap to potential Upstream costs excludes identified items Availability excludes impact of uncontrollable events such as security impacts in Nigeria, etc. 8

9 Upstream start-ups Schiehallion redevelopment 125 kboe/d Shell 55% Kashagan 300 kboe/d Shell 17% Stones 50 kboe/d Shell 100% Malikai 60 kboe/d Shell 35% ML South start-up 35 kboe/d Shell 35% BC-10 Ph3 Shell 50% 7 th FPSO 1 st oil Maricá 150 kboe/d Shell 25% 8 th FPSO Saquarema 150 kboe/d Shell 25% 9 th FPSO Caraguatauba 100 kboe/d Shell 30% 10 th FPSO Lula South 150 kboe/d Shell 25% 11 th FPSO Lula North 150 kboe/d Shell 25% Forcados Yokri 50 kboe/d Shell 30% Gbaran Ubie ph2 150 kboe/d Shell 30% Start-up 9

10 Significant cash engine Conventional oil + gas Capital investment $ billion Selective growth Thousand barrels per day Clair ph2 Tempa Rossa others $5-6 billion Corrib Sabah gas Knarr ML South Kashagan Schiehallion G-U ph2 others Start-ups: Start-up Substantial growth Reduce cost Drives improved free cash flow Schiehallion FPSO Kashagan, Kazakhstan capital investment excludes BG 10

11 Capital efficient + profitable growth Deep water Capital investment $ billion Deep water growth Thousand boe per day $6-7 billion Delivering world class development funnel Cash capital investment Gulf of Mexico Brazil Other 1994 Auger 1996 Mars 1997 Ram Powell 1999 Ursa 2001 Brutus 2005 Bonga 2009 BC Perdido 2014 Mars B Gumusut- Kakap 2016 Stones Under construction Malikai Coulomb Appomattox Brazil pre-salt capital investment excludes BG 11

12 Americas shales Maturing a new growth option Western Canada Gas Resources ~12 billion boe Dry gas Liquids rich Western Canada LRS Appalachia Permian Haynesville Argentina 2P reserves Contingent resources - development pending Contingent resources - other Prospective resources Material discovered + prospective resources ~12 billion boe Capital investment $ billion Production Thousand boe per day 25% liquids, 75% gas $2-3 billion Reducing costs + improving capital efficiency Liquids Gas Discovered + prospective resources shown at year end 2015; consistent with the Society of Petroleum Engineers 2P (Proved + Probable Reserves), 2C (Contingent Resources) and 2U (Prospective Resources) definitions Production excludes divested assets ( ) and includes BG Haynesville/Appalachia addition (2016); capital investment excludes BG 12

13 Permian Delaware Basin Premier LRS play in North America NEW MEXICO Wolfcamp EUR improvement % +130% TEXAS ~280,000 core net acres Multiple areas de-risked SHELL LEASES Wolfcamp well cost improvement $ million -60% Accelerating selective development ~$1 billion in 2017 to develop sweetspots Drilling Completion Facilities Land + site prep EUR = estimated ultimate recovery of resources based on actual production performance from wells on-stream 13

14 Argentina shales ~168,000 net acres in 6 blocks ~ thick shale 2 blocks non-operated with Total 16 Shell operated wells drilled 3 Shell wells in basin s top 10 performing wells 1 Early exploration and appraisal phase Shell operated Non-operated 1 based on initial production rates in first 30 days using regulator data 14

15 Track record + exploration strategy 2016 targets Heartlands Frontier 2016 discovery Canada USA Trinidad &Tobago UK Netherlands Nigeria Germany Albania Egypt Oman Malaysia Russia China Brunei Tanzania Resources added Prospect size (million boe) Time to production (years) Heartland Resources (billion boe) Australia 1.4 Gulf of Mexico 1.2 FRONTIER Underexplored basins > Spend ~$2.5 billion/year 50% reduction Heartlands + near field focus Brazil 1.0 Malaysia 0.5 Nigeria 0.3 Brunei 0.3 Oman 0.2 HEART LANDS Near field exploration and new plays

16 Performance Upstream Cash engine: today Growth priorities: Future opportunities:2020+ Conventional oil & gas Deep water Shales Insert picture Insert picture Maintain resilience Drive continuous improvement Advantaged growth Track record + competitive portfolio Lowering cost further Large resource base Future growth priority Improve competitiveness Capital employed: $44 billion Capital employed: $58 billion Capital employed: $18 billion Deliver profitable growth Production: 1.6 mboe/d Production: 0.6 mboe/d Production: 0.3 mboe/d Capital Investment: $5-6 billion Capital Investment: $6-7 billion Capital Investment: $2-3 billion Capital employed and production based on Q Capital investment is in period

17 Questions & Answers

18 Andrew Brown Upstream Director Royal Dutch Shell plc

19 Brazil Shareholder visit 2016 Re-shaping Shell to create a world-class investment case Royal Dutch Shell plc November 9, 2016 Let s make the future