Tunç Erman

• Member of the QatarEnergy-ExxonMobil LNG Marketing Committee (QMC) • Commercial Advisor to QatarEnergy senior leadership for all of Qatar's LNG sales and purchase agreements, the single largest LNG portfolio in the world. • Lead for commercial optimisation and dispute resolution of all Qatar's LNG sales agreements • Lead for Qatar's helium marketing governance, commercial matters and strategy • Prior commercial advisor to Ocean LNG’s board of directors (JV QatarEnergy/Exxon) • Prior commercial advisor to South Hook Gas's board of directors (JV QatarEnergy/Exxon) • Prior advisor for Shipping (~70 LNG vessels) and Terminals (Adriatic LNG and South Hook LNG)

• Advised Milaha (owns 36% of Nakilat, the owner of Q-LNG vessels) on a coded commercial project for a new market entry go/no-go decision.

• Ran the project management office (PMO) for an on time, on budget delivery of the integration of Shell’s and BG’s assets in Kazakhstan – projected delivery of $ 3 bln CFFO per year post-2025. • Implemented downsizing and re-organisation of the two head offices in Astana. • Created and maintained the PMO tools – project implementation plan, risk register/ matrix, stakeholder map/ engagement plan, communications plan and assurance plan. The project plan I created was replicated and used globally by all other Shell/BG merger teams across the group.

• Led origination projects to identify NBD and M&A opportunities, including financially distressed companies, deepening in held assets and corporate venturing. Identified one new market entry and one equity deepening opportunity leading to implementation. • Developed a new tool used in evaluating BG’s exploration blocks – used while setting the consideration for BG’s $ 52 bln acquisition. • Provided commercial advice for confidential and coded LNG projects in West and East Africa. • Acted as the commercial lead for a new "Knowledge Management" initiative to retain upstream commercial corporate memory by promoting “working out loud” behaviours.

• Created, implemented and presented monthly to Shell Energy Europe (SEE) leadership a new deal funnel tool and process that provided control and visibility of all commercial projects, sales and opportunities. • Commercial advisor for new business development; identified creative deal structures; managed trader expectations of deal impact on their financial books/ value-at-risk limits. • Co-led effort to identify M&A opportunities; Led market intelligence efforts on market players. • Created and maintained European gas fundamentals model to advise natural gas traders on coal switching prices, LNG landed prices and European contracted gas prices and hub prices.

• PMO for the merger of Shell’s European natural gas businesses (NIBIAT $ 0.5 bln/a) with Shell’s Gas and Power trading business; including moving staff internationally (on time, below budget). • Led the merger implementation, coordinated the work streams and their delivery. Supported the operating model and organisational design; the business processes and procedures. Developed the project budget.

• Developed and recommended pricing strategies for Shell Energy Europe (SEE) 25 bcm/a (18 mtpa) natural gas supply and sales portfolio across the European markets including key markets such as UK, Norway, Germany, Netherlands, Spain, Italy and Turkey. Launched a "pricing" centre of excellence. • Advised on gas market fundamentals and implications on SEE’s pan-European supply and sales portfolio. • Provided pricing steers and mandates for new business opportunities and price reviews. • Led project to replace a disappearing Platts price index that impacted majority of SEEs contracts. • Issued oil products/oil price correlations for deal structuring and pricing.

• Hands on operational experience in the liquid UK gas market (NBP) managing the gas supply and sales portfolio risk of Shell Gas Direct (SGD) UK - Sales of $ 1 bln/a covering a volume of 3 bcm/a (2 mtpa) supplying to over 8500 customers. • Developed a new de-risked business model to manage the gas supply & sales portfolio risk delivering direct bottom-line impact: (i) improved supply management and pricing controls, (ii) revised the sales product mix and (iii) managed the residual price exposure (swing & index risk). • Negotiated a transfer price mechanism with Shell Trading improving gas purchase cost by 25%.

• Delivered natural gas market entry via the first natural gas release tender from BOTAS for the supply of 0.25 bcm/a. Led the bid strategy and bid package; built and ran economic evaluations. • Negotiated natural gas supply deals with downstream industrial players. • Supported lobbying efforts to liberalise the Turkish natural gas market (to level the playing field). • Developed economic models and evaluated many business development opportunities, such as offshore gas storage, supply projects via long haul pipeline and LNG to gas-to-power and industrial customers.

Successfully completed the two year programme in one year.