NATURAL GAS DEVELOPMENT

IN NIGERIA
A COMPELLING INVESTMENT FRONTIER IN A
TURBULENT OIL MARKET

Mr. Osagie Okunbor

Managing Director , SPDC & Country Chair
Shell Companies in Nigeria
PETAN Luncheon/Offshore Technology Conference, Houston, May 5, 2015

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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 2P and 2C 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.
Resources plays: Our use of the term resources plays 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 entities. In this document 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 document 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. 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
managements 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 managements 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 Shells 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 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 Shells 20-F for the year ended 31 December, 2014 (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, May 6 2015. 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.
We use certain terms in this presentation, such as discovery potential, that the United States Securities and Exchange Commission (SEC) guidelines strictly prohibit us from including
in 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. You can also
obtain this form from the SEC by calling 1-800-SEC-0330.
OUTLINE

Nigeria
Natural Gas Resource Base
Unlocking the Gas Value Chain
The Nigeria Gas Master Plan (NGMP)
The Shell Story
The Reality
What We Need
Summary

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GAS BUSINESS VALUE CHAIN

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 NATURAL GAS A GLOBAL RESOURCE

Nigeria has the worlds 7th-largest gas resource base

which has considerable potential upside with further exploration

TOTAL GAS
RESOURCE BASE
>500 tcf
250-500 tcf
<250 tcf

Source: Oil & Gas Journal (Proven Reserves as of 1 Jan 2013); US Geological Survey (YTF as of 2000)

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 MANY DEVELOPING COUNTRIES ARE
UNLOCKING THE GAS VALUE CHAIN
Creation of extensive industrial supply
chain from gas via LNG,
Petrochemicals, associated supply chain
Proposed creation of gas hub including
petrochemical, methanol, and fertiliser
plants
Built energy cities (e.g., Jubail) Diversification agenda
around use of gas as feedstock for Development of aluminium industry
industrial development
Aggressive expansion in
petrochemicals (Sabic), shifting
from LPG exports to domestic use
Significant investment in Aggressive promotion of
gas-intensive industries: downstream industries:
Nitrogenous fertilizers (JV with Yara Chem.) Aluminium (e.g., EMAL)
Petrochemicals (QAPCO) Petrochemicals (Borouge, Chemaweyaat)
Aluminium (Qatalum)
World class GTL project (Pearl)
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 THE NIGERIAN GAS MASTER PLAN / IMPLEMENTATION
LAUNCHED MoP PRICE LETTER New Gas-to-Power price of KICK-STARTS THE GAS DEVELOPENT JOURNEY
$2.50/Mmbtu effective

2008 2010 2015

NGMP CREATED TO TACKLE THESE CHALLENGES: NIGERIA HAS MADE PROGRESS

1. Gas Availability Gas Master Plan developed

2. Gas Affordability Doubling of total gas production
3. Gas Deliverability Major upstream investment planned

4. Commerciality of Supply

NIGERIA GAS PRODUCTION, BCF/D

NGMP

INFRASTRUCTURE
POLICY REGULATIONS
BLUEPRINT

GDP Growth Dept of Gas Gas Grid

Domestic Gas
(wet/dry lines)
Value Extraction
Aggregator (SA) E/W, S/N
Pricing
Pipelines
DSO + Penalties
CPF concept
GSPA

Source: NNPC, WoodMac projections 2008 and 2013 7

 GLOBAL INTEGRATED GAS PLAYER

INCREASING SHELLS MANAGED SALES

Total LNG volumes in mtpa

SHELLS LNG PORTFOLIO INCREASING SHELLS

MANAGED SALES
$billion
North West
QG4 Pluto North
Shelf
Pearl GTL LNG Rankin
12 Sakhalin 30%

Repsol
8 LNG 20%
Elba
Earnings Gorgon T1-3
~400% Prelude
4 FLNG 10%

0 0%
2009 2010 2011 2012 2013
Earnings CFFO ROACE (RHS)

Includes LNG + GTL; earnings excluding identified items

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 PARTNERING WITH NIGERIA GOVERNMENT
TO DEVELOP GAS & POWER

Afam VI, 650MW CCGT Okoloma Gas Plant 240MMscf/d Gbaran Ubie Gas Plant 1.2bcf/d

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 PRESENCE ACROSS GAS VALUE CHAIN IN NIGERIA
SPDC JV*
NNPC - 55%, Shell - 30%,
Total- 10%, Agip - 5%
10 gas plants
Gas production: 2.3bcf/d
*Pre portfolio rationalization
SNEPCo SNG NLNG WAPCO
PSC contractor to NNPC & NNPC - 25%, Shell
NNPC - 49%, Shell
operator of OML 118-- 18%, Chevron - 37%,
100% Shell owned 25.6%, Total - 15%, Eni Takoradi Power 16%,
SNEPCo -55% Esso 20%,
10.4% Bengaz & SLG 2% each
NAE 12.5 %, Total -12.5%
Transmission and
Accounts for ~10% of Trans-regional pipeline
Operator of Bonga distribution network ~ 98
worlds total LNG supplying 3 ECOWAS
deepwater field/FPSO kilometres of gas countries
capacity
pipelines
150 MMscf/d of Bonga Overall capacity of some
Supply capacity is Overall capacity of some
gas now to supply 21.6 million tonnes per
42MMscf/d 470Mmscf/d
DomGas annum LNG
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 AFAM VI POWER PLANT
CRITICAL IN POWERING THE COUNTRY

Afam VI, 650MW CCGT

Generated 18% of Nigerias current grid-connected electricity in 2014

Availability of >95%
Integration of new technology in domestic power generation.
Afam VI uses combined cycle gas turbine (CCGT) technology burning 40% less
gas than plants using older open cycle technologies
This contributes significantly to the reduction of greenhouse gas emissions

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 BUT NIGERIAS UTILISATION STILL LOW
COMPARED TO POTENTIAL
Sample daily gas production and utilisation
TOTAL
PRODUCTION
7,8 bcf/d

EXPORT RE-INJECTION GAS DOMESTIC

LNG (41%) AND OTHER FLARING (15%) CONSUMPTION
3,2 bcf/d (NLNG) OPERATIONAL 1,2 bcf/d (12%)
USAGE (32%) 0,9 bcf/d
2,5 bcf/d

Nigerias Historical and Projected Nigerias Historical Gas Utilisation and

Gas Demand Forecast Potential Demand

Source: NNPC,NAPIMs Presentation 2014 12

 WHAT DO WE NEED?
ACCELERATING GAS DEVELOPMENT OPPORTUNITY IN NIGERIA

1 Infrastructure across the value chain:

INFRA-
Production & processing facilities and pipelines
STRUCTURE
Power generation, transmission and distribution facilities

2 Economic and market driven prices across the gas to power value chain
PRICE AND Fiscals that are gas friendly not increasing tax for a sector where you require
FISCALS increased investment (eg PIB versions where tax is increased from 30% to 80%)
Payment of bills for gas consumed

3
Adequate multi-year JV funding for gas development and production
FUNDING
Resolving the JV funding challenge could increase gas production

4
PSC GAS Comprehensive PSC gas terms for development of large discovered offshore resources
TERMS e.g. Nwa Doro

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SECURITY Improved security of lives and property in the Niger Delta
AND BUSINESS
Effective & Efficient Regulations
ENVIRONMENT

Source: Wood Mackenzie/OPTS Team analysis

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SUMMARY

Natural gas is the most

abundant, acceptable and
affordable fossil energy source
Nigeria is blessed with
abundant natural gas resource
that is sweet and rich in liquids
Opportunities abound to
monetise Nigerias gas provided
key enablers for investment and
commercial operations are
made available
Nigeria can leverage on other
similar examples around the
world to develop gas economy

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