Nikki Gerling Email & Phone Number

Melbourne, Vic, Au

Melbourne, Victoria, Australia

Reporting to the CEO, and as a member of the Executive Leadership Team, this role sets the strategic direction of IXOM’s Mining, Bitumen. Agriculture & Industrial Markets businesses across ANZ, as well as driving the bulk liquids & gases and packaged chemical portfolios across all of Ixom's markets and customers. We are a trusted supplier of packaged and bulk chemicals, leveraging Ixom's asset position & global sourcing reach, to meet the needs of our customers. We source and distribute a range of commodity & specialty packaged and bulk chemicals, liquids and gases into a wide cross section of industry sectors, including mining, building & construction, industrial, energy and agriculture, underpinned by a strong sourcing, shipping, storage and distribution position.In addition to Executive responsibilities outlined above the role also holds Directorships for relevant associated companies in the IXOM group including:- Bituminous Products Holdings Pty Ltd

With over 500 members Waverley Hockey club is one of Melbourne's premier hockey communities. Responsibilities over tenure on the Executive Board include:• Strategy development & execution • Governance • Stakeholder management including Hockey Victoria, Monash City Council, major sponsors • Fund raising and advocacy for future Club facilities development Specific responsibilities:• Club President (2020 - present/ ongoing)• Deputy Chair - Covid Committee (2020 - 2022) • Chair - Sponsorship Committee (2021 - 2022)• Chair - Junior Unit (2015 - 2020)• Chair - Historical Committee (2019 - 2020)

As the Executive General Manager of Automotive Aftermarket for Oceania, working in a global matrix organisational structure, this role sat on both the Robert Bosch Oceania Executive Team and the Automotive Aftermarket division Asia Pacific Executive team.As the EGM this role had responsibility for sales, supply, logistics and marketing of automotive spare parts across Australia and New Zealand. Servicing more than 200 customers across 14 product categories / 30,000 SKUs to more than 1,300 delivery points.The role also led the management of the Bosch automotive aftermarket services with a customer base of over 1000 customers across brand concepts, training and software offers including the (franchise model) Bosch Service Network in Oceania, with over 350 car repair locations covering car service, diesel service and Auto electrical specialists.

The Australian Automotive Aftermarket Association (AAAA) represents the interests of manufacturers, re-manufacturers, importers, distributors, wholesalers, resellers and retailers of automotive parts, accessories, tools and equipment in Australia. Established in 1980, by 2018 the AAAA had more than 1,650 members and is the industry peak representative body, representing the industry before Governments and Regulators.(Resigned from the Board when moved from EGM role at Bosch to EVP role at IXOM)Board responsibilities: - Non Executive Board member- Member of the Remuneration & Recruitment Board Committee

General Manager B2B - Same Role As At Shell Australia (Company Name Changed)

The GM B2B had accountability for bulk fuel and lubricants sales servicing a broad range of customers throughout Australia, delivering approximately 5 billion litres p.a. (approx $6b in revenue), literally “fuelling” Australian business across Resources, Marine, Branded Wholesale & Liberty. The Resources team looked after mining customers including the provision of technical services. The mining sector was dominated by large tenders for supply of product & services for 3-5 year periods requiring sophisticated bid management, extensive negotiations and key account management over the life of the contract. Viva Energy held a high market share in this sector, operating complex supply chains for Australia's top mining companies with need for continuous improvement in the areas of cost efficiencies, safety and innovation. The Marine team looked after both local diesel and international customer’s fuel oil bunkering requirements, including the Australian Defence contracts. The Branded Wholesale team looked after both wholesalers and 200+ 3rd party Shell branded service stations. Wholesalers purchased on both term and spot contracts ex refinery / terminal gate with most customers holding contracts with multiple suppliers requiring a constant focus on being competitive, whilst monitoring credit viability. Under license from Shell Viva Energy managed the relationship with over 200 single site service station owners who contracted to Viva Energy for the right to be branded Shell. In addition this division also took on the responsibility for establishing a new model of Shell branded commission agent service stations. The Liberty team looked after the relationship with Liberty Australia, a major Wholesaler and Retail nationally. Viva Energy is a shareholder and a supplier to Liberty who also manage a number of Shell branded service stations.

Australia

This role had accountability for all B2B bulk fuel sales servicing a broad range of customers throughout Australia. The division was split into 3 sectors; Industrial, Marine and Branded Wholesale. The Industrial team looked after mining and other resource sector customers. The Marine team looked after both local diesel and international customer’s fuel oil bunkering requirements, including the Australian Defence contracts. The Branded Wholesale team looked after both wholesalers and 200+ 3rd party Shell branded service stations.

Australia

This role led the project team represented by local Shell team members from across all divisions of the Australian business along side Shell's internal consulting team to undertake an extensive review of Shell's downstream business in Australia. The project identified a number of strategic options for Shell's future in Australia including alternative business models and provided detailed forecasts (10 year P&L / Balance sheet projections) for each scenario to enable global stakeholders to decide upon a path way forward.

Australia

The Supply Chain Planning division was responsible for planning Australia’s supply chain; optimising existing and building for the future. The scope covered 400k barrels per day of product across 11 unique supply envelopes, 2 refineries (production 170k barrels per day), 12 million barrels of stock, 26 terminals, 2 MR shipping vessels, 2 supply barges, 250 trucks, 75 rail cars and 11,000 delivery points. Along with the base operations the team also supported an aspiration of 15% volume growth. The division was split into three departments; Supply Chain Integration, New Business and Business Development. The Supply Chain planning team integrated the Australian supply/ demand balances, optimised product sources, managed new product introductions and maximised the integrated value throughout the planning process including refinery production, imports, buy / sell strategy, shipping patterns, terminal utilisation, truck and rail requirements. The New Business team worked closely with the sales divisions to review 300+ / 5.5B litres of new business opportunities per annum including major tenders. Assessments considered supply chain capability ("can we actually build a supply chain to support this business"), worked with all other parts of the supply chain business to setup and implement new business and ensured opportunities were in line with Shell’s HSSE standards.The Business development team managed an annual budget of supply chain capital investment, as well as multi year project co-ordination and the annual maintenance program budget. Capital projects under consideration / management ranged from AUD5m to 100m, including Greenfield supply chain developments.

The Operations team worked across the Retail, Supply and Distribution teams to drive value to the enterprise through the areas of supply chain, pricing and operational excellence. The team of 11 (4 Direct, 7 Indirect) supported the business to deliver 6 billion litres pa, through 800+ service stations, across three channels (Coles Alliance, Dealer owned Network and Shell Card) through a diverse range of activities. Major responsibilities:• HSSE leadership across Coles Express & Dealer Owned network site assessment processes, staff competencies and LPG supply chain management.• Development & management of Retail margin optimization strategies• Representative on cross business teams & projects including portfolio activities• Board member national industry body • Manage and lead the Operations team - demand planning, price management, supply chain management, service station operational excellence, staff training, business analysis, sales support, fuel contamination claims, wetstock management and LPG supply management

The LPG Business Manager role managed the LPG business, from both a Retail and Supply perspective. The role was responsible for all Shell Australia’s LPG term / spot purchases and sales, including the annual buy / sell strategy development and implementation, as well as the day-to-day operational management. The core objective of the role was to work closely with Manufacturing, Supply, Distribution and Retail to ensure that the full value of LPG was extracted and optimised throughout the Supply Chain. Major responsibilities include:• Optimal placement of Shell refinery LPG production (160k + metric tonnes / 300m + litres per annum).• Purchase of Shells’ Retail LPG requirements at competitive prices from Shell refineries and other refiners, producers and importers; 400m litres from third parties• Negotiation of term (1 – 3 years) and spot sales; 104kT metric tones / 193m litres. • Accountability for LPG HSSE standards across Shell Australia’s LPG operations.• Operation of LPG hydrocarbon contracts on a day to day basis.• Quarterly management reviews with LPG carriers.• Facilitation of cross business interfaces including Supply, Manufacturing, and Logistics.• Ensure that LPG produced by Shell Australia and/or imported for use by Shell, or traded, or purchased from other suppliers, meets specification & quality requirements.• Management of resources and systems for LPG wholesale pricing and stock administration.

The Retail (service stations) Operations Manager role managed the operations of the Retail businesses across Papua New Guinea, Fiji, Vanuatu, New Caledonia and Tahiti. With the divestment of the Shell Pacific Island businesses this role was also responsible for all Retail activities in the sale and exit from these markets. In addition this role took on responsibility for the exit branding activities across all lines of business (Marine, Aviation, Commercial Fuels, Lubricants, Corporate) on behalf of Shell Brands International. The role oversaw the Pacific Islands Retail management team of 4 local managers, with 15 indirect reports, managing a fuel volume of 118mL across 83 branded Retail sites per annum, including financial management of a diverse portfolio of dealer relationships and HSSE operational accountability.

This role drove the integration of the web as a channel to market and as an employee communications & collaboration tool across all business groups in Asia, Pacific and the Middle East. The team primarily worked across Downstream businesses with senior members of the team consulting to E&P (Upstream) and working closely with Shell International on Global Web Strategy. The two key areas of focus for this role were leadership of a diverse team, and engagement of a broad range of stakeholders within the Shell organisation globally. The role led a group of 12 FTEs and 5 Contractors with an operating budget of USD2.2m p.a. (with indirect budget of USD10m p.a.). This role oversaw the management of Shell’s contact with over 1.3 million customers / stakeholders visiting Internet sites, viewing over 7 million pages

Inclusive of a career break Jan 2002 - Aug 2002

Shell Australia and Producers representative on the LPG industry body LPG Association of Australia: Committee member December 2006 (to June 2010) and Board member July 2008 to June 2010 Major responsibilities:• Industry representative (voted onto Board as representative of Producer group – BP, Shell, Exxon Mobil, Caltex, Santos, BHPB) on Board of LPG Association of AustraliaKey Achievementso Undertook extensive engagement with Producer group – BP, Shell, Exxon Mobil, Caltex, Santos, BHPB on a regular basis to ensure I could adequately represent the Producers on the Board, however on semi regular basis also had to manage expectations due to conflicting views amongst group and / or Shell’s position varying from other producers viewso Challenged Board regarding lack of appropriate governance within first 6 months on Board and subsequently led working group to review and improve governance structure. o Managed relationship with AIP, Shell Senior Management, Producers representatives and Board when it was established that the LPGA had the previous year submitted a position paper to the Govt that no one on the Board had signed off. The position taken in the paper was supported by the majority of the Board but was contrary to Shell’s public position. Despite significant challenge from Board members held firm and ensured that Shell’s position was achieved through extensive discussions and negotiations.

Gaicd

Executive Leadership Program

Innovation Course - Tailored For Viva Energy - Multi Day Workshops Over 6 Month Period

Bachelor Commerce & Bachelor Of Arts, Commerce Major - Marketing, Arts Major - Japanese Language

Activities and Societies: AIESEC

Victorian Certificate Of Education