1. Copyright: SIPC Shell Chemicals Enterprise Account Management (EAM) Process The expression “Shell Chemicals” refers to the companies of the Shell Group of companies engaged in the chemicals business. Each of the companies which make up the Shell Group of companies is an independent entity and has its own separate identity

2. About Shell Chemicals World leaders in petrochemicals for almost 80 years, with a multi-billion dollar turnover and major manufacturing facilities around the world. Shell chemicals companies are ranked third collectively among the global top 50 chemical companies based on sales in 2007*. We focus on making bulk petrochemicals to deliver to large industrial customers who, in turn, use them to make many of the essential materials of our modern world. Our products are used in plastics, coatings, detergents, textiles, paints and computers. We employ 900+ staff in more than 30 countries, working in partnership with more than 8,000 colleagues across Shell in chemicals-related roles. About our Customers 1600 major industrial customers across the world Many customers are major multi- national companies with multiple subsidiaries Our 20 largest customers represent 50% of third party sales Relationships often involve long term supply contracts and cover many products Many customers are also suppliers * Source: Chemical and Engineering News, July 2008

3. Managing complex customer relationships via the EAM process Improved sharing of customer information Reduce risk that issues/opportunities fall between PLs More fertile ground to identify/develop opportunities Multiple level customer interface and greater leadership engagement Cohesive customer strategy and cross- PL customer planning EAM process supports joint development and planning with customer and complements customer supplier relationship management programs Optimise Customer Opportunities Maximise Product Business P&L Product Line 2 Product Line 3 Product Line 4 Product Line 5 Product Line 6 Product Line 7 Customer #2 Product Line 1 Customer #1 Customer #3 Shell Chemicals

4. Prioritising Opportunities Who – Which Customers  Complex customers: multiple product & Shell Group interactions  Significant customers: today and/or tomorrow  Customers who are interested What - Boundaries  “Make the Pie Bigger”; Not “Slicing/Dividing the Pie” How – Differentiate “Strategic” vs. “Day to Day” Accountabilities  Sales & Marketing PL Accountability – contract negotiations/relations  GCM monitors overall relationship; develops enterprise-wide strategy to align day to day business  Maintain “healthy tension” - ensure business opportunities are maximised