Shell plc

These indicators enable management to evaluate Shell's performance against our annual Operating Plan. They are also used as part of determining Executive Directors' remuneration. See "Directors' Remuneration Report" on pages 180-182.

Progress to date on targets included at Capital Markets Day in June 2023 and Energy Transition strategy in March 2024 is available at shell.com

Safety

Personal safety(SIF-F cases per 100million working hours)

Serious injury, illness and fatality (SIF) is defined as a serious work-related injury or illness that resulted in a fatality or permanent impairment. For SIF Frequency (SIF-F), the number of SIF employee and contractor incidents is divided by 100 million working hours.

Despite improvement, the result reflects two fatalities and five serious injuries reported in 2024, which is too many. We will continue to strengthen the safety culture among our employees and contract staff.

Process safety(number of Tier 1 and Tier 2 events)

Operational process safety events are defined as the unplanned or uncontrolled release of any material from a process with the greatest actual consequence resulting in harm to employees, contract staff, a neighbouring community, or damage to equipment, or exceeding a threshold quantity.

The increase in process safety tiered events was driven by our Downstream and Renewables businesses. We are actively addressing these challenges by refining our operational strategies, renewing our focus on fundamentals and leveraging new technologies to return to the downward trend of previous years.

For details on our safety performance see "Safety" on pages 137-139.

[A]2022 adjustment on SIF-F from 1.7 to 2.0 is due to a change in classification for one injury after publication of the 2023 Annual Report and Accounts.

Financial delivery

Cash flow from operating activities($ billion)

Total cash receipts and payments associated with oil, gas, chemicals and other product sales. This reflects our ability to generate cash to service and reduce debt, invest and make shareholder distributions.

Driven mainly by a strong operational performance.

See "Liquidity and capital resources" on pages 41-44.

Shell's journey in the energy transition

LNG volumes(million tonnes)

Shell's share of sales of equity LNG volumes from liquefaction plants owned by Shell subsidiaries, Shell joint ventures and associates, and Shell's share of LNG produced from liquefaction plants which operate under tolling arrangements with Shell.

LNG liquefaction volumes increased mainly due to lower maintenance in Australia.

See "Integrated Gas" on page 48.

Reducing operational emissions(Scope 1 and 2; thousand tonnes CO2)

Operational emission reductions achieved from GHG abatement projects (e.g. reduced flaring, increased energy efficiency, and use of renewable electricity), site closures and decommissioning or transformations, resulting in sustained GHG reductions.

This was mainly due to catalyst improvements at Pearl GTL in Qatar, routine flaring reduction (Forcados Yokri Gas Project) in Nigeria and optimisation of the liquefaction control system at QGC in Australia.

See "Our journey to net zero" on pages 93-123.

Electric vehicle (EV)charge points(thousand)

Number of public electric vehicle charge points owned, controlled, or Shell branded. The definition has been revised to exclude operated only charge points. Prior year figures have been restated

Performance was largely due to growth in top adoption markets, and we achieved our goal of installing 70,000 public charge points a year ahead of schedule.

See "Marketing" on pages 72-76.

Strategic Report| Performance in the year| Performance indicators continued

Operational excellence

Project deliveryon schedule(%)

Our capability to complete major projects on time, measured as the percentage of projects delivered on schedule.

Highlights for this year include the successful start-up of 10 projects, half of which came on-stream ahead of schedule.

Project deliveryon budget(%)

Aggregate cost against the aggregate baseline for those projects, where a figure greater than 100% means over budget.

The result was impacted by the decision to pause on-site construction at our biofuels plant in Rotterdam.

Customer satisfaction(index)

This quantitative measurement of customer experience performance is calculated as a simple average of customer satisfaction scores from the global business-to-business transactional survey programme.

The result reflects focus on prioritisation, continuous improvement of

e-commerce platforms, and the resilience of our teams.

Brand SharePreference(%)

The percentage of customers answering "Shell" when asked: "Assuming that all the fuel station companies that you would consider are conveniently located, which one company do you prefer most?" The responses are taken from survey respondents in more than 60 countries covering both fuel and non-fuel retail consumers.

Our Brand Share Preference continued to rise, performing ahead of expectations in all regions.

Upstream controllableavailability(%)

Reflects our ability to optimally run our Upstream assets and includes all Shell-operated assets and selected assets not operated by Shell but for which Shell has strategic influence. It excludes the impact of extreme unexpected events that are outside our control, such as government restrictions and hurricanes. Reliability issues, turnarounds and maintenance at own-operated or third-party facilities impact controllable availability.

Performance improved, particularly in Kazakhstan, Nigeria, Norway, Oman and the USA, partially offset by lower performance in the UK.

Midstreamavailability(%)

The extent to which LNG assets are ready to process product as a comparison with capacity, considering the impact of planned and unplanned maintenance.

Improved performance, especially in Australia, Qatar and Oman.

Refinery and chemical plant availability(%)

Weighted average of plants' actual uptime, as a percentage of their maximum possible uptime, is a measure of the operational excellence of our refinery and chemical plant facilities. The weighting is based on the capital employed, adjusted for cash and non-current liabilities.

Improvements this year were mainly in Shell Polymers Monaca in the USA and Bukom Refinery in Singapore.

See "Chemicals and Products" on page 77.

Generating shareholder value

We are committed to enhancing shareholder distributions with a focus on performance, discipline and simplification.