Superior Plus Corp · TSX:SPB
Superior Plus — Investor Day (April 2025)
94 slides from Superior Plus's investor day presentation, Apr 2, 2025
Slide 1: 2025 Investor Day
2025 INVESTOR DAY APRIL 2 1
Slide 2: Welcome and Opening Remarks
Welcome and Opening Remarks Chris Lichtenheldt VP, Investor Relations SPB 2025 INVESTOR DAY 2 2
Slide 3: Forward-Looking Statements and Information
Forward-Looking Statements and Information This presentation contains information or statements that are or may be “forward-looking statements” within the meaning of applicable Canadian securities laws, which may financial outlook. When used in this presentation, the words “may”, “will”, “should”, “
Slide 4: Today's Agenda and Speakers
Today’s Agenda and Speakers 8:30 AM Welcome and Opening Remarks 10:30 AM Capital Efficient Growth and Increased Cash Flow Chris Lichtenheldt | VP, Investor Relations Generation from North America’s Leading CNG Platform Transforming Superior Plus to Generate Dale Winger | President, Certarus Sustaina
Slide 5: Superior Plus Video
Superior Plus Video SPB 2025 INVESTOR DAY 5 5
Slide 6: Transforming Superior Plus to Generate Sustainable Long-Term Shareholder Value
Transforming Superior Plus to Generate Sustainable Long-Term Shareholder Value Allan MacDonald President and CEO SPB 2025 INVESTOR DAY 6 6
Slide 7: Experienced Leadership Team Focused on Execution
Experienced Leadership Team Focused on Execution Today’s Speakers Executive Leadership Allan MacDonald Steve Quinn Tommy Manion Rick Carron Kirsten Olsen Darren Hribar President and Chief Chief Transformation Chief Operating Officer, Chief Commercial Officer, Senior Vice President Senior Vice Presid
Slide 8: Guided by Our Purpose, Vision, and Mission
Guided by Our Purpose, Vision, and Mission Purpose To safely deliver energy solutions of today and tomorrow to support our customers’ lives and businesses Vision Mission Be recognized as North ✓ Have a relentless focus on safety America’s best-in-class ✓ Challenge ourselves every day energy solution
Slide 9: Leading Position in North American Energy Distribution Focused on Propane and CNG
Leading Position in North American Energy Distribution Focused on Propane and CNG Key Company Stats $3.1B $455M ~500 2,100+ ~750K Enterprise Value Adj. EBITDA (US $M)1 Locations Delivery Vehicles + MSUs Customers Superior’s Advantages Diversified Operations Base 1 Top 3 market position in North Amer
Slide 10: Our Markets Present Significant Longevity and Long-Term Opportunity
Our Markets Present Significant Longevity and Long-Term Opportunity Propane Market Volume Expectations1 CNG Market Volume Expectations2 Stable ~9% CAGR 2020 2022 2024 2026E 2028E 2030E 2020 2022 2024 2026E 2028E 2030E Stable, Fragmented Market, Growing Share Growing Market, Stable Share ~6% ~44% Sup
Slide 11: Creating Shareholder Value at Superior Plus
Creating Shareholder Value at Superior Plus Returns-Focused Operating Efficiency Profitable Growth Capital Deployment Market Leader in Stable Increased FCF Generation Unlocking Value through Propane and Growing CNG Focused on Shareholder Business Optimization Industry Returns Driving Improvement in
Slide 12: A Customer Base with an Attractive Economic Profile
A Customer Base with an Attractive Economic Profile… CNG Propane Strong unit-level economics in niche Subscription business with attractive markets returns and long-term revenue streams First to market and positioned as the leader in over-the-road CNG Density drives stronger ▪ World-class fleet ▪ Cu
Slide 13: Large Propane Distributors Have Failed to Capitalize on Opportunity
Large Propane Distributors Have Failed to Capitalize on Opportunity within Market and Drive Innovative Operating Models Impacts Short-Term Increase Under investment in customer acquisition Focus Prices and retention Excess capacity NEGATIVE Higher VALUE Under investment in technology required to CYC
Slide 14: Transforming Propane Business with Superior Delivers
Transforming Propane Business with Superior Delivers… Industry-Leading Customer Wholesale Cost-to-Serve Growth Advantage Creating scheduling and Translating cost-to-serve Turning volumetric scale to cost- routing capabilities and advantages to the most advantaged, secure supply distribution network
Slide 15: Positioning Certarus to Remain the Leader in Over-the-Road CNG
Positioning Certarus to Remain the Leader in Over-the-Road CNG CNG Market1 (M MMBtu) 9% CAGR Capitalizing on strong market growth Driving efficiency and cost-to-serve 41% CAGR Capital efficiency and improved cash returns 2020 2021 2022 2023 2024 2025E 2026E 2027E 2028E 2029E 2030E Wellsite Utility R
Slide 16: A Very Different Path Forward | Introducing 2027 Targets
A Very Different Path Forward | Introducing 2027 Targets Adj. EBITDA2 ($M) Adj. EBTDA / Share2 ($) +25% +60% Increasing 2024 2027E 2024 2027E Target to Free Cash Flow per Share2 ($) ROIC2 $70M+ 1 ~190% +300 bps 2024 2027E 2024 2027E Sustainable Growth in Profitability, FCF, and Shareholder Value 1 I
Slide 17: New Superior Plus | Leading Transformation
New Superior Plus | Leading Transformation Steve Quinn Chief Transformation Officer SPB 2025 INVESTOR DAY 1717
Slide 18: Key Messages
Key Messages Transforming Propane business through Superior Delivers 01 to capture significant untapped potential Building customer base through virtuous cycle, integrating 02 customer growth and low-cost operations Maximizing performance with next-generation data capabilities 03 and culture of exec
Slide 19: Virtuous Cycle for Differentiated Growth
Virtuous Cycle for Differentiated Growth p rove Density Im rs L o w er e v Custome t-to-Ser Industry- Customer Wholesale VIRTUOUS Leading Growth Advantage Cost-to-Serve CYCLE Cos ow Gr Foundational Elements ▪ Empirical assessment of business Inc r e a s e Va l u e ▪ Insights / opportunities led to v
Slide 20: Playing the Long Game with Customer Lifetime Value
Illustrative Example | Playing the Long Game with Customer Lifetime Value Customer A Customer A (Same) Margin per Gallon ($) Margin per Gallon ($) Year 1 Year 2 Year 3 Year 4 Year 5 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Lifetime Value ($) Lifetime Value ($) Year 1 Year 2 Year 3 Yea
Slide 21: Industry-Leading Cost-to-Serve
Operating Differently through New Tools and Capabilities to Serve More Customers with Fewer Tanks and Locations $35M+ EBITDA1,2 Dynamic Route Optimized Right Planning Scheduling Asset Footprint Industry-Leading Cost-to-Serve New Management Tools Creating scheduling and routing capability Schedule an
Slide 22: Customer Growth
Taking Share with Better Pricing, New Products, and Enhanced Customer Service Offering $30M+ EBITDA1,2 Improved New Proactive Geo-Targeting Redefined Pricing Product Retention for Density and Customer Suite Cost-to-Serve Engagement Customer Growth New Management Tools Translating cost-to-serve advan
Slide 23: Wholesale Advantage
Strength of a Fully Integrated Model | Control of Commodity from Gas Plant to Customer Tank $5M+ EBITDA1,2 Reliable and Advantaged Innovative Data Tools Supply through Drive Better Decision Midstream Assets Making Wholesale New Management Tools Advantage Turning volumetric scale Logistics Automation
Slide 24: Superior Delivers Improving Performance across North America
Superior Delivers Improving Performance across North America Adjusted EBITDA2 ($M) Industry-Leading Cost-to-Serve Customer Growth Wholesale Advantage $35M+ Base $70M+ Incremental EBITDA1,2 $30M+ Contribution $5M+ 2024 2027E Targeting $70M+ Incremental EBITDA1,2 Contribution in 2027 1 Estimated incre
Slide 25: Driving Culture of Execution and Accountability
Driving Culture of Execution and Accountability Aligned on change needed and t Pe Attract world-class talent role modeling en em op le bl Desired Motivated and enabled na En Accountable and motivated Culture to contribute rE ga g to deliver results Le a de e me n t Executive and line leaders with St
Slide 26: Improving Execution and Shifting to Operational Performance Management
Improving Execution and Shifting to Operational Performance Management Examples of Pilots in Market Now Our Approach Opportunities ▪ Operational KPIs structured into incentive plans Delivery Route Optimization and objectives for every leader ▪ New weekly and monthly performance cadence AutoPay Adopt
Slide 27: Key Takeaways
Key Takeaways 01 02 03 Transforming Propane business Building customer base through Maximizing performance through Superior Delivers to capture virtuous cycle, integrating customer with next-generation data significant untapped potential growth and low-cost operations capabilities and culture of exe
Slide 28: Propane Video
Propane Video SPB 2025 INVESTOR DAY 2828
Slide 29: Driving Lower Cost-to-Serve
Driving Lower Cost-to-Serve Tommy Manion Chief Operating Officer, North American Propane SPB 2025 INVESTOR DAY 2929
Slide 30: Key Messages
Key Messages Leading propane distributor with expansive operational footprint 01 and whitespace to grow Delivering market-leading cost-to-serve through advanced 02 scheduling and routing capabilities and a right-sized, highly- utilized network Creating unmatched capabilities by capitalizing on integ
Slide 31: Broad Operational Footprint across North America
Broad Operational Footprint across North America Superior Propane Superior Propane US Canada $575M $219M $252M $82M 1 Gross Profit Adj. EBITDA Gross Profit Adj. EBITDA1 23 ~2,500 12 ~1,500 States Employees Provinces / Employees Territories 861 ~570K 399 ~180K Delivery Vehicles Customers Delivery Veh
Slide 32: Committed to Driving Customer Safety
Committed to Driving Customer Safety 2024 Highlights Focus on Safety ▪ Continuing our zero-harm journey to provide customer security and a safe workplace 41% Decrease ▪ Proactive asset integrity program to safeguard people, communities, and environment In DOT Incident Rate Compared to 2023 ▪ Supplie
Slide 33: Clear Operational Improvement Levers across North America
Clear Operational Improvement Levers across North America ON TRACK FOR $35M+ Dynamic Optimized Right Incremental Route Planning Scheduling Asset Footprint Adj. EBITDA1 Annually (2024 to 2027E) Executing with a Continuous Improvement Mindset 1 Adjusted EBITDA is a non-GAAP financial measure. Refer to
Slide 34: Optimizing Route Planning
Optimizing Route Planning Dynamic Route Planning Customer Example Legacy Route Optimized Route Data-Driven Route Optimization Enabled Delivery Delivery Cost-to-Serve ~50% Cost-to-Serve A USD / gallon A USD / gallon Estimated Reduction 3.00 in Cost-to-Serve Customer A 1.50 Bulk Plants Customers Deep
Slide 35: Impact of Data-Driven Route Optimization Implementation
Impact of Data-Driven Route Optimization Implementation Southern Ontario Pilot Dynamic Route Planning Miles / Delivery Gallons Filled / Delivery Baseline Target Initial Results Baseline Target Initial Results Decrease +16% by 8% +14% -10% -14% Increase by 6% Week 1 Week 2 Week 1 Week 2 Optimizing Sc
Slide 36: Balancing Seasonality | Shifting Deliveries to Off-Peak Periods
Balancing Seasonality | Shifting Deliveries to Off-Peak Periods Optimized Scheduling Propane 2024 US Propane Deliveries by Customer Flexibility Type Delivered (gallons) 12% of peak-month deliveries were to customers with full flexibility throughout the year1 Peak Shaving to Reduce Cost-to-Serve 53%
Slide 37: Network Footprint | Rationalized Bulk Plants
Network Footprint | Rationalized Bulk Plants Cost Right Asset Footprint Number of Plants (35%) Rationalizing Bulk Example of a US Region Plant Network From To New route Net Savings: optimization Location Costs tools and customer (50%) 10% models allow optimized network Reduction in planning From To
Slide 38: Lower Cost-to-Serve Focus Areas to Change the Way We Work
Optimizing Scheduling and Delivery to Reduce Deliveries By 2027, we expect reduction in Focus Areas to Change the Way We Work deliveries and miles to result in Route Optimized Balancing 10%+ Optimization Scheduling Seasonality capacity reduction Minimizing Increasing fill Lowering distance rates on
Slide 39: Key Takeaways
Key Takeaways 01 02 03 Leading propane distributor with Delivering market-leading cost-to- Creating unmatched capabilities expansive operational footprint serve through advanced scheduling by capitalizing on integration and whitespace to grow and routing capabilities and a right- between operational
Slide 40: Growing Customer Base and Maximizing Lifetime Value
Growing Customer Base and Maximizing Lifetime Value Rick Carron Chief Commercial Officer, North American Propane SPB 2025 INVESTOR DAY 4040
Slide 41: Key Messages
Key Messages Building capability that translates cost-to-serve advantage into 01 customer growth and better customer lifetime value Leveraging data analytics to enable proactive retention and identify 02 high-potential regions and customers 03 Providing the best customer experience in the industry S
Slide 42: Strong Commercial Presence across North America
Strong Commercial Presence across North America Superior Propane US Superior Propane Canada 9.5B 345M 1.2B 267M Total Market Gallons Total Superior Gallons Total Market Gallons Total Superior Gallons 184M 161M 41M 226M Residential Commercial Residential Commercial Gallons Gallons Gallons Gallons 71%
Slide 43: Clear Commercial Excellence Levers across North America
Clear Commercial Excellence Levers across North America ON TRACK FOR $30M+ Improved Pricing New Product Proactive Retention Geo-Targeting for Density and Redefined Customer Incremental Suite Cost-to-Serve Engagement Adj. EBITDA1 Annually (2024 to 2027E) Building the Engine to Acquire Customers More
Slide 44: Improving Pricing Strategies and Tightening Product Offerings
Improving Pricing Strategies and Tightening Product Offerings to Reduce Variable Returns Improved Pricing Illustrative Goal IRR Superior Propane of the Future Targeted IRR with Less Variability Targeted Offering competitive pricing tied 1 Customer IRRs to customer economics Current Customer IRRs Des
Slide 45: Churn Prediction Tools Enable Proactive Retention
Churn Prediction Tools Enable Proactive Retention Proactive Retention Initial Customer Feedback “ Thank you for calling and doing this. This has been the most Step 1: Optimize Step 2: Predict Churn Step 3: Identify Necessary productive callout I’ve received Product Offering Likelihood from a company
Slide 46: Driving Customer Growth and Increasing ROI from Targeted Marketing and Sales
Driving Customer Growth and Increasing ROI from Targeted Marketing and Sales Geo-Targeting Marketing and Sales Focused on Closer to Bulk Plant High Density Areas 1 Low Density, High Density, Close to Bulk Plant Close to Bulk Plant 2 Add customers to drive down cost-to- Leverage cost-to-serve advanta
Slide 47: Innovating the Customer Experience for Competitive Differentiation
Innovating the Customer Experience for Competitive Differentiation Customer Engagement How We Drive the Best Customer Service in the Industry Provide customer-centric support, combining emerging technologies with world-class contact centers 1. Marry customer and data insights to reinvent pricing off
Slide 48: Key Takeaways
Key Takeaways 01 02 03 Building capability that translates Leveraging data analytics to Providing the best customer cost-to-serve advantage into enable proactive retention and experience in the industry customer growth and better identify high-potential regions customer lifetime value and customers
Slide 49: Wholesale Advantage
Wholesale Advantage Shawn Vammen SVP, Superior Gas Liquids SPB 2025 INVESTOR DAY 4949
Slide 50: Key Messages
Key Messages Advantaged assets and market expertise position Superior Plus 01 to grow our footprint and scale across North America Scale provides advantages in terms of security of supply and 02 cost-to-serve Leveraging scale and investments in innovative data tools to 03 provide differentiated solu
Slide 51: Integrated Supply and Logistics Footprint across North America
Integrated Supply and Logistics Footprint across North America 2024 Key Supply Stats Assets and Activity Set $76M $32M Gross Profit Adj. EBITDA1 669M 16 Gallons Procured Wholesale Terminals and Delivered Owned and Operated 9,000 300+ Railcar Shipments Wholesale and Delivered Industrial Customers Pri
Slide 52: Wholesale Propane Operations Sets Superior Plus Apart
Wholesale Propane Operations Sets Superior Plus Apart Wholesale Creates Leveraging Scale for Buying at Source End-to-End Logistics Steady Revenue Source Better Customer Offerings ▪ Advantaged pricing ▪ Strong planning, ▪ Geographic and scale ▪ Enable fixed price ▪ Expansive geographic scheduling, an
Slide 53: Clear Supply Improvement Levers across Portfolio
Clear Supply Improvement Levers across Portfolio ON TRACK FOR $5M+ Reliable and Advantaged Supply through Innovative Data Tools Drive Better Decision Incremental Adj. EBITDA1 Annually Midstream Assets Making (2024 to 2027E) Executing to Ensure Efficient Supply 1 Adjusted EBITDA is a non-GAAP financi
Slide 54: Moving Away from 3rd Parties to Direct Supply
Moving Away from 3rd Parties to Direct Supply Reliable and Advantaged Supply Wholesale now supplying both Canada and US portfolio unlocks opportunities to capture value Reducing costs by removing intermediaries in procurement process Creating more opportunities to capture arbitrage across greater No
Slide 55: Data-Driven Analysis to Optimize Supply Delivery Planning
Data-Driven Analysis to Optimize Supply Delivery Planning Innovative Data Tools Illustration of Our Movements across Canada More than 50K truck and rail shipments annually across North America Creating a tool to enable real-time, data- Truck driven logistic planning to drive down cost-to-deliver Equ
Slide 56: Key Takeaways
Key Takeaways 01 02 03 Advantaged assets and market Scale provides advantages in Leveraging scale and investments expertise position Superior Plus to grow terms of security of supply and in innovative data tools to provide our footprint and scale across cost-to-serve differentiated solutions North A
Slide 57: Break
Break SPB 2025 INVESTOR DAY 5757
Slide 58: CNG Video
CNG Video SPB 2025 INVESTOR DAY 5858
Slide 59: Capital Efficient Growth and Increased Cash Flow Generation
Capital Efficient Growth and Increased Cash Flow Generation from North America’s Leading CNG Platform Dale Winger President, Certarus SPB 2025 INVESTOR DAY 5959
Slide 60: Key Messages
Key Messages 01 Building upon our leadership position 02 Drive operational efficiency 03 Pursue targeted expansion in new verticals and geographies 04 Continue to deliver attractive returns and increase cash flow SPB 2025 INVESTOR DAY 6060
Slide 61: Market Leader in Over-the-Road CNG
Market Leader in Over-the-Road CNG 2024 Key Stats 29.4M $148M $192K >700 ~5 Years 842 20 Volume Adj. EBITDA Adj. EBITDA Employees Average MSU Fleet Count Total Hubs (MMBtu) (US $M)1 (US $)1 / MSU Age of MSUs MSU Fleet 2024 Sales Volume 2024 Adj. Hub and Facility Locations 842 Breakdown Gross Profit1
Slide 62: Safety is No Accident
Safety is No Accident 2024 Safety Highlights 1.33 0.31 24.6 Million Miles Total Recordable Incident Rate DOT Automobile Accident Rate Driven in 2024 Technology Training Technology and Training Advance Safety Culture Note: DOT = Department of Transportation Automobile Accident Rate. MSU = Mobile Stor
Slide 63: Distinctive Competitive Advantages Fuel Market Leadership and Profitability
Distinctive Competitive Advantages Fuel Market Leadership and Profitability Most Reliable, Responsive, Efficient, and Experienced Service Proprietary advanced Largest equipment fleet Scale and real-time Breadth and depth logistics platform and hub network asset optimization to of expertise across an
Slide 64: Strong Growth within Core Wellsite Business
Strong Growth within Core Wellsite Business Wellsite Background Frac Fleet Market Forecast (% Composition of Fleet) ▪ Displace diesel with CNG for dual-fuel drilling and completions (frac) equipment 29% 26% 22% ▪ Provide CNG for electric turbines or power 39% generation units for electric frac fleet
Slide 65: Pursue Targeted Expansion in New Markets and Geographies
Pursue Targeted Expansion in New Markets and Geographies Current Market Market Growth Opportunities Share Size2 Growth3 Returns Utility Resiliency Market Size (MMBtu / yr1 ) Wellsite ~50% ~60M ~5-10% >15% +15% 67M ▪ Bulk trailer leasing CAGR agreements with major utility clients 33M ~12% Utility ▪ S
Slide 66: Capital Efficient Growth and Increased Cash Flow Generation
Capital Efficient Growth and Increased Cash Flow Generation Footprint and Scale Levers Operational Efficiencies Exercising to Increase Returns Advantage Cost Structure Capital Discipline Reallocating to higher return markets Actions driving delivery cost reductions Tapering investments by ~50% ▪ Red
Slide 67: Key Takeaways
Key Takeaways 01 02 03 04 Building upon our Drive operational Pursue targeted expansion Continue to deliver leadership position efficiency in new verticals and attractive returns and geographies increase cash flow SPB 2025 INVESTOR DAY 6767
Slide 68: Driving Data Analytics to Improve Performance
Driving Data Analytics to Improve Performance Ash Rajendra VP and Chief Information Officer SPB 2025 INVESTOR DAY 6868
Slide 69: Key Messages
Key Messages Made significant progress in simplifying our technology systems to 01 reduce complexity and create single source of truth Utilizing new suite of tools to support Superior Delivers transformation 02 and acquire new customers while improving cost-to-serve Leveraging scale and proprietary
Slide 70: Integrated Systems Improving Operational Excellence and Supporting Superior Delivers
Integrated Systems Improving Operational Excellence and Supporting Superior Delivers Disparate data sets across business with wealth Single source of truth enabling data-driven decision- FROM of information but minimal actionable insights TO making at the enterprise- and division-level Demand Networ
Slide 71: Investing in New Suite of Tools
Investing in New Suite of Tools New Suite of Tools Leverage machine learning to optimize routes and scheduling Marginal Cost-to-Serve Calculator Schedule and Delivery Optimizer Integrated Margin Optimizer Customer 360 Customer Lifetime Value Estimator Identify highest-value customers Pricing and Chu
Slide 72: Key Takeaways
Key Takeaways 01 02 03 Made significant progress in Utilizing new suite of tools Leveraging scale and proprietary simplifying our technology systems to support Superior Delivers data to drive technological to reduce complexity and create transformation and acquire new innovation and competitive sing
Slide 73: Strengthening Financial Performance and Capital Discipline
Strengthening Financial Performance and Capital Discipline to Drive Long-Term Shareholder Value Grier Colter EVP and CFO SPB 2025 INVESTOR DAY 7373
Slide 74: Key Messages
Key Messages Introducing financial targets with continued focus on 01 driving long-term shareholder value Creating a platform to accelerate profitability and generate 02 significant cash flow 03 Allocating capital through disciplined priorities Strengthening our balance sheet and prioritizing deleve
Slide 75: Driving Strong Organic Adj. EBITDA Growth
Driving Strong Organic Adj. EBITDA Growth Adj. EBITDA1 (US$ M) Underlying Assumptions ~3-5% CAGR ▪ LSD2 propane base business growth (before Superior Delivers) ~8% CAGR ~$25 ~$570 Positioned ▪ Normal weather $70+ for Organic ▪ MSD3 CNG base business growth Growth ~$20 ▪ USD / CAD 1.45 $455 ▪ Corpora
Slide 76: Exceptional Growth Driving Shareholder Value
Key Assumptions Exceptional Growth Driving Shareholder Value ▪ Interest rates flat ~$570M ~$240M ~$145M ~7% 2025-2027 600 $30 0.00 $2 $12 0 $0.7 5 8.0 % ▪ Minimal investment ~8% 2.4 in working capital ~300 15. 0% ~55% 550 $0.6 5 7.0 % ~40% $1 CAGR $10 0 BPS ▪ 50M shares $25 0.00 2.2 500 CAGR $1 CAGR
Slide 77: Clear Capital Allocation Priorities
Clear Capital Allocation Priorities Share Repurchases Capital Allocation Driving ~2% Shareholder Value Dividends ~10% ▪ Capacity to repurchase Dividends ~C$400M of shares ~20% outstanding from 2025-2027 Share CAPEX ~25% ▪ Repaying ~$275M of debt, Capital Repurchases Capital ~40% ~25% contributing to
Slide 78: Strengthening Balance Sheet and Increasing Financial Flexibility
Strengthening Balance Sheet and Increasing Financial Flexibility Debt Maturity Schedule (US$ M)1 No near- term debt maturities Attractive rates and $762 $348 $600 maturity profile 2025E 2026E 2027E 2028E 2029E ~5.50%2 Credit Facility (Drawn) ~4.25% CAN Unsecured Debenture ~4.50% US Unsecured Debentu
Slide 79: Key Takeaways
Key Takeaways 01 02 03 04 Introducing new long-term Creating a platform to Allocating capital through Strengthening our balance financial targets with accelerate profitability disciplined priorities sheet and prioritizing continued focus on and generate significant deleveraging to further driving lo
Slide 80: Closing Remarks
Closing Remarks Allan MacDonald President and CEO SPB 2025 INVESTOR DAY 8080
Slide 81: Why Invest in Superior Plus
Why Invest in Superior Plus 1 2 3 4 Serving Large Clear Opportunity Transforming Our Executing to Markets with for a Scaled Player Business to Better Deliver Long-Term Inherently with Density Capture Value Shareholder High-Returning to Capture Value Creation Businesses Significant Value 1 1 1 1 1 Ad
Slide 82: Q&A Session
Q&A Session SPB 2025 INVESTOR DAY 8282
Slide 83: Appendix
APPENDIX SPB 2025 INVESTOR DAY 8383
Slide 84: Non-GAAP Financial Measures
Non-GAAP Financial Measures Throughout this presentation, Superior has used the following terms that are not defined under IFRS, which are used by management to evaluate the performance of Superior and its businesses: Adjusted Earnings Before Interest, Taxes, Depreciation and Amortization (“Adjusted
Slide 85: Speaker Bios
Speaker Bios SPB 2025 INVESTOR DAY 8585
Slide 86: Allan MacDonald
Allan MacDonald joined Superior Plus as President and Chief Executive Officer in April 2023. Prior to joining Superior Plus, Mr. MacDonald was the Chief Executive Officer of the Bragg Group of Companies, where he led a portfolio of public market investments as well as operating companies ALLAN in th
Slide 87: Steve Quinn
Steve Quinn joined Superior Plus as Senior Vice President, Portfolio Performance and Transformation in July 2024. Mr. Quinn brings a broad range of leadership skills to Superior with more than 20 years of experience in operational performance management, large scale STEVE transformation and portfoli
Slide 88: Tommy Manion
Tommy Manion joined Superior Plus in August 2019 and most recently served as Head of Superior Plus Propane. Prior to that, he was the Vice President of Operations for the Southeast, New York, Midwest and West Regions. With a 33-year career in the propane industry, he brings TOMMY extensive experienc
Slide 89: Rick Carron
Rick Carron joined the Superior Plus December 2011 and most recently served as President of Superior Propane. Mr. Carron joined Superior Plus as Vice President, Sales. He was appointed Senior Vice President of Sales and Operations in 2019. Since joining Superior, Mr. Carron has RICK developed a best
Slide 90: Shawn Vammen
Shawn Vammen joined Superior Gas Liquids in 2008 and currently serves as SVP, Superior Gas Liquids. Mr. Vammen joined Superior Plus as NGL, Marketing. He was appointed VP, Supply and Marketing in 2010. With over 20 years of experience in the natural gas liquids industry, Mr. SHAWN Vammen has held po
Slide 91: Dale Winger
Dale Winger joined Superior Plus as President, Certarus in March 2025. Mr. Winger brings a track record of driving growth and returns with more than two decades of commercial, strategic and leadership experience in the chemical and oilfield service sectors. Prior to joining Superior, DALE Mr. Winger
Slide 92: Ash Rajendra
Ash Rajendra joined Superior Plus in 2021 as Vice President and Chief Information Officer. He has held various executive and advisor roles with companies such as IBM, Supreme Cannabis, Just Energy and MDS. Mr. Rajendra brings over 25 years of experience focusing on IS strategy, ASH systems, controls
Slide 93: Grier Colter
Grier Colter joined Superior Plus as Chief Financial Officer in September 2023. Mr. Colter brings approximately 25 years of experience to the Company with specific expertise in finance, capital markets, and mergers and acquisitions. Prior to joining Superior Plus Corp., Grier was Executive Vice Pres
Slide 94: Chris Lichtenheldt
Chris Lichtenheldt joined Superior Plus as Vice President of Investor Relations in September 2024. Mr. Lichtenheldt brings approximately 20 years of experience to the Company with specific expertise in equity research, portfolio management, and investor relations. Prior to joining CHRIS Superior Plu