Sebastian Hees

▪ Overall responsibility for the strategic HR functions, incl.: - Centers of Expertise - HR Business Partner (CEO/CFO domain) - Global HR Operations - Diversity, Equity & Inclusion (DE&I) - HR Controlling & Analytics - HR Executive Management ▪ Reporting line: Chairman of the Management Board/Chief Executive Officer Brenntag Group ▪ Additional responsibility as Chair of the HR Board Main tasks and projects: ▪ HR Business Partner to the Management Board ▪ Steering and management of nominations, programs and processes for the group’s top 100 executives ▪ Leadership of the Centers of Expertise, incl.: - Compensation & Benefits (C&B) - Talent & Leadership Development - Talent Acquisition & Recruiting - Development and steering of global HR core processes, tools and systems ▪ Development and implementation of global HR policies, HR reporting and group-wide HR topics ▪ Support and advisory of the Supervisory Board’s Nomination and Remuneration Committee Notable achievements: ▪ Achieved cost savings through the transformation of the global HR function ▪ Ensured smooth implementation of a new HR IT solution (Workday) for all employees worldwide

▪ Overall HR responsibility for the group on ad interim basis ▪ Transformation of the entire HR function from a centralized model to decentralized functions per division ▪ Reporting line: Chairman of the Management Board/Chief Executive Officer Brenntag Group

▪ Responsibility for global compensation management for the entire Brenntag Group in 72 countries, incl.: - Corporate C&B - Regional C&B ▪ Reporting line: CHRO Brenntag Group Main tasks, projects and achievements: ▪ Design and implementation of the global Compensation & Benefits strategy to align with corporate objectives while strengthening talent attraction and retention across all regions ▪ Design and administration of global incentive programs, incl. Long-Term Incentives for executives, Short-Term Incentives as well as salary review cycles and cross-functional reward systems ▪ Strengthening of corporate reputation and employee retention via the introduction and implementation of the global concept of Living Wages ▪ Joint design and implementation with the Supervisory Board of the new Management and Supervisory Board remuneration system ▪ Preparation of remuneration reports as well as support of Annual General Meetings and governance roadshows, incl.: - Increase in transparency and stakeholder trust - Achievement of approval rates of >90% at Annual General Meetings regarding the Management and Supervisory Board remuneration systems as well as remuneration reports ▪ Development and maintenance of global frameworks to harmonize salary bands and remuneration principles as well as job catalog, grading and title policies

▪ Responsibility for the following areas of the entire Brenntag Group in 72 countries: - Corporate C&B - HR Reporting - HR IT ▪ Reporting line: CHRO Brenntag Group Additional main tasks, projects and achievements not listed above: ▪ Development and administration of the global job catalog, incl. first-time introduction of a global job architecture (job catalog and grading) for all employees worldwide ▪ Support of Management Board contract and remuneration matters, advisory to the Supervisory Board and ensuring compliance with internal and external regulations ▪ Development of global mobility policies and procedures ▪ Steering of global HR reporting, incl.: - Preparation of corporate disclosures, incl. remuneration reports as well as HR-related disclosures for internal and external stakeholders - Execution of employee analytics ▪ Establishment and implementation of the HR IT function: - First-time introduction of a global HR IT system, incl. employee master data, recruiting, development, learning, performance management and remuneration - Build-up of the global HR IT team as part of the digital HR transformation ▪ 2020: Project member who analyzed, redesigned and reorganized the group (centralization, efficiency enhancement, EBITDA increase) in cooperation with and on behalf of the new CEO

▪ Responsibility for various consulting projects for clients, especially DAX and MDAX companies as well as comparable non-listed companies headquartered in Germany ▪ Reporting line: Senior Partner Main tasks, projects and achievements: ▪ Consulting projects (selection): - Re-design of remuneration levels, structures and systems for Supervisory Boards, Management Boards and senior executives - Assessment of Supervisory Board and Management Board remuneration regarding regulatory requirements - Preparation of remuneration reports and support of Annual General Meetings - Design of performance management systems and Short-Term Incentives - Design of stock-based Long-Term Incentives and employee share programs - Re-design of sales compensation models - Re-design of remuneration systems for all corporate bodies and employee levels in the context of IPOs - Introduction of real and virtual equity participation models for top management ▪ Establishment of a new organizational unit for analysis of annual and remuneration reports and commercializing the data ▪ Client and project acquisition as well as initiation of go-to-market initiatives, incl. project acquisition ▪ Establishment of the advisory field “IPO Compensation” ▪ Establishment of the world’s largest survey on equity-based compensation

▪ Responsibility for various consulting projects for clients in the DACH region (Germany, Austria, Switzerland), incl. (selection): - Structuring of compensation practices for a leading German company in the steel industry, incl. job evaluation of senior executives, development of a compensation benchmark and design of a salary band system - Reorganization of heterogeneous HR structures of a leading German DIY retail company by designing the European HR process landscape and organization - Analysis and design of Management Board remuneration, incl. LTI, for a German automotive supplier in preparation for its upcoming IPO - Analysis of personnel cost disadvantages for a DAX company - Reorganization of the European sales companies of a Japanese technology group - Reorganization of the sales organization of a medium-sized mechanical engineering company as part of a turnaround - Design of a harmonized compensation system in the context of the post-merger integration of a business unit of a leading European telecommunications company ▪ Contribution to client acquisition ▪ Reporting line: Principal

▪ Optimization of organizational structure and processes ▪ Reorganization of the Marketing Directorate in line with strategic corporate planning ▪ Successful cost reduction and efficieny project

▪ Comprehensive reorganization of the Fleet Directorate, incl. organizational structure, processes, People and Controlling

▪ Introduction of Renault products into the Nissan network