Dr. Fabian Ziegler

With great excitement, I am stepping into my new role as CEO of Chane Terminals B.V.. Today, Chane stands among Europe’s leading liquid bulk storage companies. We operate across six countries with 21 terminals, employing 1,200 talented colleagues. Together, we serve more than one hundred long-term customers in diverse product supply chains ranging from mineral oils, vegetable oils, HVO, and SAF to a wide variety of chemical products and food feedstocks. My initial reflections center on the ambition of becoming “Europe’s most useful liquid bulk storage company.” I will make “Safety” #1 in all our operations and processes, whereby “psychological safety” will be a key element of my leadership. As a strong believer in continuous improvement, I will place “operational excellence” at the heart of our work. Caring deeply about how we operate and celebrating the frontline heroes who make it all possible. Serving our customers with excellence through the industry’s best customer value proposition, executed ever better to deliver outstanding satisfaction, will be a top priority for me. I am thrilled to work with my new colleagues to unlock Chane’s full potential across all dimensions: HSSE, operational, customer, and financial performance. As with all major assignments in my career, I will collaborate closely with my team, stakeholders, and partners to co-create a compelling narrative for Chane’s future. Our ambition is clear: to at least double Chane’s footprint and enterprise value by 2030, supported by a robust set of initiatives that will guide us there. The foundation for everything we do is our people. My simple motto remains: “happy people, happy customers, happy shareholders.” I will work tirelessly to be a great colleague and a trustworthy, resourceful leader for everyone at Chane.

As CEO fully accountable for DCCs Energy division with 15 bln turnover, 570 mln GBP PBIT, 14 countries, 9000 staff reporting to Group CEO of DCC plc, delivered double digit PBIT growth year on year over period 2022 - 2025. Developed DCC Energy’s strategy “Cleaner Energy In Your Power”, on track to “double profits with half the Carbon” by 2030, defined shape of business 2030 and metrics, created strong followership, reset investor perception of DCC Energy’s resilience in the transition. Strong M&A track record over 30+ deals in last three years, covering whole spectrum of target identification, to deal execution and post acquisition integration, significant learning derived

Chairman of Shell in Germany and Performance Unit Lead DACH with holistic accountability for Upstream, Downstream, Power & Re-newables, reporting to Shell Downstream Director, tasked with trailblazing Shell strategy “Customer Carbon AND Cash” Transformed a shrinking fossil business towards a growing lower Carbon business maximizing cash from fossil to build new positions in e-Mobility, renewable Power and low carbon industrial services Developed and executed Shell Germany growth plan based on Cash growth with 30% lower CO2 emissions by 2030, scaling e-Mobility, Bio LNG for heavy duty, Power e2e business development, Hydrogen business development Developed and executed blueprint for Rheinland refinery transformation focused on fossil feedstock reduction, more cyclical and Bio feedstocks, entry into Hydrogen and designing an integrated CO2/H2 pipeline; operated EU’s largest green hydrogen electrolyzer Delivered strongest bottom line post period of Covid and subsequent Energy crisis following Russia’s attack onto Ukraine. Chairman of Europe’s largest National Oil Company Association “en2x” with 10 mln Euro budget and major influence in Berlin

Ran industry’s largest purchasing book with spend of 65 bln $, 2800 staff and 50’000 Group suppliers during a time of intense oil price decline, delivered major cost reductions of 15 bln $ like for like, engaging at CEO level externally Connected previously “siloed” procurement into Shell businesses for world class business partnering, drove major capability step up around culture/behavior change and radical digitisation, including successful integration of acquired British Gas procurement activities Transformed supplier approach tightening supplier portfolio, embracing sharper performance management and most innovative supplier collaboration models, moving from “procurement” to “supply chain management” Personally highly involved in transformational ExCom/Board activities to enhance competitiveness of RDS

Transformed Shell’s global Offer to Cash operations, integrating previously disconnected departments into one holistic delivery division for 350’000 B2B customers, 10 mln invoices pa, spanning 2 bln $ total cost end to end Inspired and led 5’000 staff globally with strongest “Customer 1st” purpose, resulted in major turnaround of customer experience from “crisis” to visibly benchmarked as best in class across typical OTC metrics such as Customer satisfaction, on-time-in-full etc Delivered efficiencies and cost reductions of 500 mln $ by way of simplifying, automating, integrating and offshoring OTC operations, digitized Shell’s end-to-end OTC by launching industry leading B2B customer portal

Fully P&L accountable for Shell Wholesale business across EU with 20 mln tons volume, 12 bln $ turnover, 2’500 staff Delivered major business model change by way of an indirect channel model implementing an industry leading branded reseller model leveraging local entrepreneurs across EU While transforming Shell Commercial Fuels Europe Board member of c. 20 subsidiaries and JVs, re-setting strategy and performance expectations, radically restructured, simplified and divested the business portfolio Shareholder representative of Shell Joint venture in Turkey during time of extensive change and shareholder disputes Significant experience managing works councils and ER/IR issues in times of extensive change Chairman of IWO (Institut fuer wirtschaftliche Oelheizung)

Accountability for all global divisional sales with turnover of c. 8,5 bln $ (Fuels, Lubricants and Services for the shipping industry), c. 300 staff globally and 2500 B2B customers Delivered major topline growth effectively marketing differentiated offerings for the largest shipping customers, enhanced pricing and margins significantly Mitigated major Lube oil additives supply shortage (operated 9 months under Force majeure) by way of disciplined sales allocations program and opening creative new supply alternatives Centralized, change managed and streamlined business processes, introducing new IT platform enabling disciplined supply chain and sales / price management globally Major footprint growth in Asia/China leading divisional business development / M&A activities

Full bottom-line responsibility for Shell’s Marine division in 13 countries (Sales, Operations, Supply chain, 3 bln $ turnover, 250 staff) Delivered significant topline growth and bottom-line improvement through customer portfolio upgrade and enhanced Sales and key account management (“Board room sales approach”) Consequent talent and competence upgrade creating Marine industry’s best sales team Enhanced supply chain operations with focus on safety and cost performance

Full P&L accountability for Dutch Petroleum Gases subsidiary (Supply, Operations, Sales & Marketing, Finance, c. 300 mln $ turnover, 70 staff) Managed Business turnaround with major improvement of financial performance (P&L turned 10 mln $ positive, radically leaned balance sheet) Delivered major Safety & Environment performance step up following fire in cylinder filling plant

Key player on Strategy setting and restructuring projects for divisional Executive committee, worked closely with top industry consultants, banks and M&A firms Led Mergers & Acquisitions projects (e.g. acquisition of Texaco’s retail network in Poland, syndicated and implemented several business swaps) Led restructuring / business Improvement projects worldwide (Argentina, France and Germany) Contributed to major Global strategy projects (such as Global Retail Strategy, formation of a Global division for all Gas activities, Shell Group consumer strategy review)

Development of Marketing proposition for Retail business in D, A and CH, key player in business improvement activities Designed and implemented multi-partner Customer Loyalty and payment schemes in Germany, Switzerland and Austria

Financial Controlling for Oil Marketing (Retail, Commercial, Specialties) and Refining Shell Group reporting and Local Management Information systems Drove Net Working Capital management (Stock management, Payables and Receivables)