Fuchs Se · XETR:FPE

Fuchs — Non-Deal Roadshow (March 2022)

79 slides from Fuchs's roadshow presentation, Mar 21, 2022

  1. Slide 1: FUCHS Group Investor Presentation

    FUCHS GROUP Investor Presentation | March 2022 | Dagmar Steinert, CFO | Claudia Rippke, Specialist Investor Relations

  2. Slide 2: Agenda

    Agenda 01 | The Leading Independent Lubricants Company 02 | FUCHS2025 03 | FY 2021 04 | Shares 05 | Appendix Click to navigate Download relevant documents l2

  3. Slide 3: The Leading Independent Lubricants Company

    01 The Leading Independent Lubricants Company

  4. Slide 4: FUCHS at a glance

    FUCHS at a glance The Fuchs family holds No. 1 among the independent 55% of suppliers of lubricants ordinary shares Established 3 generations ago as a €2.9 bn family-owned business sales in 2021 A full range of over 10,000 Around 6,000 employees Preference share is listed in the MDAX 57 companies wo

  5. Slide 5: Top lubricant manufacturers

    Top 20 lubricant manufacturers Manufacturers Independent Major oil lubricant companies manufacturers1 >100 >800 Number 1 independent  High degree of fragmentation lubricant company  Concentration especially amongst smaller companies Market Shares >700 Top 10 manufacturers manufacturers <50% >50% 1

  6. Slide 6: Our unique business model is the basis for our competitive advantage

    Our unique business model is the basis for our competitive advantage Technology and innovation leadership in strategically important product areas FUCHS is fully focussed on lubricants FUCHS is a full-line supplier Independency allows reliability, customer Global presence, R&D strength, & market pro

  7. Slide 7: We are where our customers are

    We are where our customers are 57 Operating Companies 35 Production Sites 69%* 15% 16% Regional workforce structure l7 *Incl. Holding As of Dec. 2021

  8. Slide 8: Full-line supplier advantage

    Full-line supplier advantage 100,000 Customers in more than Sales 2021: €2.9 bn 150 (~80% international) by customer location Countries Automotive Lubricants Industrial Lubricants ~45% ~55% Car industry Manufacturing Engineering e.g. Engine & gear oils, e.g. Industrial oils, hydraulic oils, shock MW

  9. Slide 9: Well balanced customer structure

    Well balanced customer structure Top 20 Customers account for ~ 25% sales Processing Industries Off-Highway Vehicles and Transportation Aftermarket and Trading 5% 5% Industrial Equipment and Machinery 29% 11% Sales 2021: Vehicle Components €2.9 bn 14% 18% Primary Industry and Energy 16% Automotive –

  10. Slide 10: Slight growth in global lubricant demand

    Slight growth in global lubricant demand Market Demand FUCHS Sales (by customer location) +0,7 p.a % +218% € 902 mn € 2,871mn 36.0 mn t 37.0 mn t 38.1 mn t 52% 27% 28% (1,484) 36% 30% 30% 16% 35% (467) 59% (531) 43% 42% 32% 29% (467) 24% (219) 17% (152) 2000 2020 2028 2000 2021 l 10 EMEA Americas AP

  11. Slide 11: Investment in the future

    Investment in the future R&D expenses 2021: €59 mn Capex 2021: €80 mn € mn € mn 59 154 55 54 52 47 121 122 105 86 80 80 73 53 58 11 15 PPA 11 11 10 2017 2018 2019 2020 2021 2017 2018 2019 2020 2021 Capex Scheduled amortization/depreciation l 11

  12. Slide 12: Strong track record of integrating businesses

    Strong track record of integrating businesses M&A transactions with more than € 10mn sales (p.a.) (GLOBAL) (DE) (SE) (AU) (US) € 21 mn € 135 mn € 140 mn € 25 mn € 46 mn* 2010 2015 2019 2014 2016 Lubricants (ZA) (GB) (US) (US) € 15 mn € 15 mn € 15 mn € 11 mn * Closing January 24, 2020 l 12

  13. Slide 13: Acquisitions leverage technological edge and specialty exposure

    Acquisitions leverage technological edge and specialty exposure  Automotive, medical, aerospace  Longstanding trading partner of  Specialist for silicone greases and gels for many industries and in-vacuum industry FUCHS Italy  Located in Sanford, NC, USA  Sales 2019 USD 50 mn  Sales 2019 of ar

  14. Slide 14: Growth market Africa

    Growth market Africa  Africa represents 6% of the global lubricant market  FUCHS intends to increase its presence in this rapidly growing market  FUCHS South Africa generates € 75 million in sales p.a. with 280 employees  Joint ventures were founded in Tanzania and Egypt in 2019  At the beginni

  15. Slide 15: FUCHS CO2-neutral since 2020

    FUCHS CO2-neutral since 2020  Since 2010 already 30% reduction of energy consumption-specific CO2 emissions per ton of FUCHS lubricant produced  Since 2020, CO2-neutral “gate-to-gate” production  Emissions not yet avoided are offset by compensation measures  Investment in high-quality climate pr

  16. Slide 16: FUCHS CO2-neutral since 2020

    FUCHS CO2-neutral since 2020 Climate Protection Projects 2021 – CO2-Neutrality Strategy Our Neutrality Strategy Rainforest protection in Peru Cooking stoves in Zambia  Reduction of scope 1 and 2 emissions 2010-2019 by 26%  FUCHS compensated for all remaining Gate-to-Gate emissions of producing aff

  17. Slide 17: 90 years of experience – for the future

    90 years of experience – for the future Milestones of the FUCHS corporate history A modest founder Start of a new era Visionary investments Foundation of the Manfred Fuchs took on In order to continue to grow profitably company "RUDOLF responsibility for the family and sustainably in the future, FUC

  18. Slide 18: FUCHS2025 New Mindset for Future Challenges

    02 FUCHS2025 New Mindset for Future Challenges The FUCHS2025 Strategy

  19. Slide 19: FUCHS2025 New Mindset for Future Challenges

    FUCHS2025 New Mindset for Future Challenges Global Global customer requirements Digitization New solutions require new ways of operating. And new ways of operation require a new approach and a fresh mindset. E-Mobility l New business models l 19

  20. Slide 20: FUCHS2025 Key Elements

    FUCHS2025 Key Elements Culture We want to use these challenges as an opportunity. That is why we are responding to them with a new mindset – an attitude that brings strategy, structure and culture into line in a purposeful way. Strategy Structure l 20

  21. Slide 21: FUCHS2025 – growing from a solid foundation

    FUCHS2025 – growing from a solid foundation Based on … • Our full product offering and global setup • Our local entrepreneurship in 60+ subsidiaries • Our performance driven culture and loyal employee base We want to … • Be the partner of our customers around their needs in lubrication solutions • A

  22. Slide 22: FUCHS2025 Strategy Strategic Pillars

    FUCHS2025 Strategy Strategic Pillars Global Customer & Technology Six strategic pillars form the base of Strength Market Focus Leader our strategy. They are the guiding principles for our strategic actions to reach our vision for FUCHS2025. Operational People & Sustainability Excellence Organization

  23. Slide 23: FUCHS2025 Strategy Actions

    FUCHS2025 Strategy Actions Extensive market segment approach: holistic segmentation of all operations regarding customers and markets and effective alignment of organization towards it In addition initiation of several strategic initiatives with globally staffed cross-functional teams to introduce t

  24. Slide 24: FUCHS2025 Strategy Highlights

    FUCHS2025 Strategy Highlights Sustainable revenue growth Better market penetration with operational excellence through market at a 15% EBIT margin and segmentation corresponding FVA growth Technology leadership Overproportionate growth in in the segments we target Asia-Pacific & the Americas until 20

  25. Slide 25: Financial Results FY2021

    Financial Results FY2021 vecasise’ FUCHS

  26. Slide 26: Highlights FY 2021

    Highlights FY 2021 Strong performance in a challenging environment FY 2021 Outlook FY 2022* €2,871 mn  Sales growth 2021 driven by a  Sales: €3.0 - €3.3 bn Sales up 21% yoy third from sales price increases  EBIT: €360 - €390 mn  Despite the inflationary  FCF bef. Acq.: ~ €220 mn €363 mn environ

  27. Slide 27: Sales development

    Sales development 2,378 21% 2,871 € mn 742 714 718 697 643 653 656 638 620 616 620 504 Q1 '19 Q2 Q3 Q4 Q1 '20 Q2 Q3 Q4 Q1 '21 Q2 Q3 Q4 l 27

  28. Slide 28: EBIT development

    EBIT development 313 16% 363 € mn 110 101 89 91 90 88 84 77 80 75 72 40 Q1 '19 Q2 Q3 Q4 Q1 '20 Q2 Q3 Q4 Q1 '21 Q2 Q3 Q4 l 28

  29. Slide 29: FY 2021 Group sales

    FY 2021 Group sales € mn 470 15 8 (20%) (1%) (0%) 2,871 2,378 493 (21%) FY 2020 Organic Growth External Growth FX FY 2021 l 29

  30. Slide 30: Income Statement FY 2021

    Income Statement FY 2021 € mn FY 2021 FY 2020 Δ € mn Δ in % Sales 2,871 2,378 493 21 Gross Profit 965 854 111 13 Gross Profit margin 33.6 % 35.9 % - -2.3 %-points Other function costs -611 -551 -60 -23 EBIT before at Equity 354 303 51 17 At Equity 9 10 -1 -10 EBIT 363 313 50 16 Earnings after tax 25

  31. Slide 31: EBIT by regions

    EBIT by regions FY 2021 (FY 2020) 15 363 60 (3) (313) (42) 122 (100) 166 € mn (168) EMEA Asia-Pacific North and South Holding/cons. Group EBIT margin America before at eq. 9.2% (10.9%) 14.3% (14.3%) 12.7% (10.9%) 12.3% (12.7%) l 31

  32. Slide 32: Cash flow FY 2021

    Cash flow FY 2021 € mn FY 2021 FY 2020 Δ in € mn Δ in % Earnings after tax 254 221 33 15 Amortization/Depreciation 86 80 6 8 Changes in net operating working capital (NOWC) -152 -34 -118 >100 Other changes -19 25 -44 - Capex -80 -122 42 34 Free cash flow before acquisitions 90 238 -148 -62 Acquisiti

  33. Slide 33: FY 2021 earnings summary

    FY 2021 earnings summary KPI in € mn FY 2021 FY 2020  Sales up 21% driven by strong increase in business volumes; H2 benefitted from higher selling prices; sales 12% higher than the Sales 2,871 2,378 pre-crisis year 2019 Cost of sales -1,906 -1,524  Gross profit margin of 33.6% 2.3 %-points down y

  34. Slide 34: Europe, Middle East, Africa

    Europe, Middle East, Africa KPI in € mn FY 2021 FY 2020  Sales up 18% yoy mainly driven by organic growth Sales 1,710 1,446  Negative currency effects of Eastern European currencies slightly Organic growth 253 (17%) -108 (-7%) overcompensated by positive effects, mostly from South Africa and the U

  35. Slide 35: Asia-Pacific

    Asia-Pacific KPI in € mn FY 2021 FY 2020  Sales up 22% yoy mainly driven by organic growth in China Sales 855 698  In addition to China, all other countries recorded organic increases in sales revenues, except Malaysia (Covid-19-related) Organic growth 133 (19%) -9 (-1%) External growth 0 (0%) 5 (

  36. Slide 36: North and South America

    North and South America KPI in € mn FY 2021 FY 2020  Sales up 22% yoy by business volume-driven organic growth in North America, but also from an uptick in South America Sales 471 387  The region continued to benefit from the acquisitions of Nye and PolySi in Organic growth 96 (25%) -60 (-14%) Jan

  37. Slide 37: Raw material price dislocations expected to continue into 2022

    Raw material price dislocations expected to continue into 2022 175% WTI 150%  Crude oil with significant price increase since war in Ukraine and 125% sanctions against Russia 100% Jan. 22 Feb. 22 Mrz. 22  FUCHS does not buy crude oil, however weak refinery margins 110% in combination with strong b

  38. Slide 38: Robust outlook for 2022 in an uncertain environment

    Robust outlook for 2022 in an uncertain environment Impact from war in Ukraine not yet assessable 2021 2022 KPI* in € mn Sales 3.0 - 3.3 2,871 Organic growth thanks diversified global setup and price increases €bn Strict cost management vs. raw material price disclocations and EBIT 363 360 - 390 hig

  39. Slide 39: FCF outlook 2021 burdened by NOWC build-up and tax payments

    FCF outlook 2021 burdened by NOWC build-up and tax payments Bridge 2021 vs 2020 € mn • Payment of tax liabiity 2020 in 2021 • Higher advance tax payments in 2021 • Higher inventories (volume and price) • Higher accounts receivables FCF bef. acq. Δ Earnings Δ Other FCF bef. acq. Δ D/A - Δ NOWC 2020 a

  40. Slide 40: Shares

    vecasise’ FUCHS

  41. Slide 41: Breakdown ordinary & preference shares

    Breakdown ordinary & preference shares (December 31, 2021) Ordinary shares Preference shares MDAX-listed Free float 45% Free float • DWS 5-10% 100% • Mawer >10% Fuchs family 55% Basis: 69,500,000 ordinary shares Basis: 69,500,000 preference shares Characteristics: Share data: Characteristics: Share

  42. Slide 42: Stable dividend policy

    Stable dividend policy Our target: Increase the absolute dividend amount each year or at least maintain previous year’s level Dividend per Preference Share Market Capitalization € Payout Ratio 2021: 56% 20 years 1,20 € mn 1,03 of consecutive 7.000 dividend increases 6.000 1,00 5.000 7% 4.000 0,80 CA

  43. Slide 43: Appendix

    Appendix vecasise’ FUCHS

  44. Slide 44: Top lubricant countries

    Top 20 lubricant countries 8.000  China and the USA cover more than one third of 7.000 the world lubricants market 6.000  FUCHS is present in every important lubricants consuming country 5.000 4.000 3.000 2.000 1.000 0 2020 2007 l 44

  45. Slide 45: Regional per-capita lubricants demand

    Regional per-capita lubricants demand kg 25 2007 2020 20 15 10 5 0 l 45

  46. Slide 46: Base oil / additives value split

    Base oil / additives value split  Base oil prices do not necessarily follow crude oil 20% prices 60%  No direct link between additives and crude oil prices  We even face price increases for certain 80% raw materials where supply/demand is not balanced, or special situations occur 40%  Special lu

  47. Slide 47: Workforce Structure

    Workforce Structure 5,976 employees globally (as of December 31, 2021) Regional Workforce Structure Functional Workforce Structure Germany 1.713 EMEA w/o (29%) Germany Marketing & Production 2.147 Sales 1.908 (36%) 2.592 (33%) (44%) 2021 2021* Asia-Pacific R&D 944 Admin 476 (16%) Americas 1.028 765

  48. Slide 48: FUCHS – Act together

    FUCHS – Act together Mission statement Lubricants Technology People Technological leadership in Basis for our success: Fully focused on lubricants strategically important fields loyal and motivated workforce Values Trust Creating value Respect Trust is the basis of our self- We deliver leading techn

  49. Slide 49: FUCHS2025 Strategy Global Strength

    FUCHS2025 Strategy Global Strength Strategic Objectives:  Use market segmentation as basis for strategic and global business development, achieve better market Global penetration Strength  Grow above Group average in Asia-Pacific and the Americas, achieve a better balance between all three world r

  50. Slide 50: FUCHS2025 Strategy Customer & Market Focus

    FUCHS2025 Strategy Costumer & Market Focus Strategic Objectives:  Achieve maximum customer proximity, further utilize cross-selling opportunities, become the full-line supplier Customer & for our customers Market Focus  Develop global service portfolio up to 2025, change from product-driven approa

  51. Slide 51: FUCHS2025 Strategy Technology Leader

    FUCHS2025 Strategy Technology Leader Strategic Objectives:  Increase our innovation power in R&D and beyond. Be technology leader in the segments we target until 2025 Technology Leader  Innovate products and operational performance to make our customers more connected with us beyond lubricants by

  52. Slide 52: FUCHS2025 Strategy Operational Excellence

    FUCHS2025 Strategy Operational Excellence Strategic Objectives:  Strengthen our global manufacturing and distribution network to achieve self-sufficient supply and Operational technology hubs in Asia-Pacific, EMEA and the Excellence Americas until 2025  Further standardize manufacturing and procur

  53. Slide 53: FUCHS2025 Strategy People & Organization

    FUCHS2025 Strategy People & Organization Strategic Objectives:  Be the employer of choice for our existing and future workforce People & Organization  Further improve working environments and global collaboration  Strengthen global talent acquisition and retention, enhance our development program

  54. Slide 54: FUCHS2025 Strategy Sustainability

    FUCHS2025 Strategy Sustainability Strategic Objectives:  Economical Sustainability Sustainability − Generate sustainable revenue growth at 15% EBIT margin with a corresponding increase of our FUCHS Value Added  Ecological Sustainability − CO2-neutral production (“gate-to-gate”) since 2020 and carb

  55. Slide 55: Digitalisation will fundamentally change our value creation

    Digitalisation will fundamentally change our value creation  FUCHS will become a truly digital company  Chief Digital Officer  Push further digitization of the FUCHS Group  Big data, Machine Learning, etc.  Business Model Innovation and internal innovation as part of strategy development  Adva

  56. Slide 56: Electrification of cars creates new applications

    Electrification of cars creates new applications Global light-duty vehicles sales forecast (in mn units) Electrification is an opportunity for FUCHS to further strengthen its 128 market leadership with technically advanced solutions 117 14 RoW 108 7 99 Σ EU, USA, China  Electrification of cars will

  57. Slide 57: Lubricant applications in passenger cars

    Lubricant applications in passenger cars In modern cars there are more than 30 different types of greases Central hydraulic system Skin parts / washing oils Corrosion prevention for wire cables Processing seat components Axle drive Power steering Air conditioning Engine handling Engine Transmission

  58. Slide 58: Lubricant applications in passenger cars

    Lubricant applications in passenger cars Electrification brings a variety of opportunities for FUCHS Corrosion preventive for Powertrain ICE HEV BEV battery housing Coolant for Coolants for power battery Applications electronics Greases for Cleaners in bearings in E- battery Motor production 1st Fil

  59. Slide 59: FUCHS DrivElectric

    FUCHS DrivElectric Does DrivElectric Damage Demand? No! DriveElectric Diverts Demand! Asia-Pacific & MEA Americas Europe 36.4 Mio. t 36.8 Mio. t Impact (%) until 2035 23% 19% EU 28 Automotive -10 to -20% 27% 32% Metalprocessing -30% 54% Industrial stable 45% Total Market -10% 2007 2019 USA Efficienc

  60. Slide 60: New Mobility: Even more fields of expertise needed

    New Mobility: Even more fields of expertise needed New Mobility applications foster to pioneer new fields of expertise within Fuchs technology matrix Electric Vehicle Autonomous Coolants E-Mobility Driving for server Grease farms Coolants Aerospace for Battery loading forming stations E-Board Surfac

  61. Slide 61: Long-term objective: Focus on Shareholder Value

    Long-term objective: Focus on Shareholder Value  Organic growth through strict customer focus, geographic expansion and product innovation Drive returns  Improve operating profitability through margin and mix management, operating cost management and efficiency improvements  Capex with returns ab

  62. Slide 62: Cash allocation priority

    Cash allocation priority Reinvest in the business Shareholder value-oriented Capex Stable Dividends Acquisitions Share Buyback l 62

  63. Slide 63: Unique track record for continued profitability and added value

    Unique track record for continued profitability and added value Sales (in € mn) Earnings After Tax (in € mn) 3.000 2.871 300 254 2.500 207 2.000 1.819 200 1.500 1.000 100 500 0 0 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 EBIT (in € mn) FVA (i

  64. Slide 64: Development EBIT – Cost of Capital – FVA

    Development EBIT – Cost of Capital – FVA € mn 450 400 383 371 373 EBIT 363 Cost of capital 342 350 321 FVA 312 313 313 293 300 264 257 250 246 250 251 250 230 222 208 205 195 200 180 183 186 174 172 165 161 150 129 137 110 117 158 147 148 100 132 100 86 123 71 114 90 96 78 85 83 50 37 61 62 63 67 58

  65. Slide 65: Sales development

    Sales development € mn 2017 2018 2019 2020 2021 Δ 20/21 Sales 2,473 2,567 2,572 2,378 2,871 +21% Gross Profit 882 899 890 854 965 +13.0% Gross Profit margin 35.7% 35.0% 34.6% 35.9% 33.6% -2.3%-points Other function costs -526 -542 -580 -551 -611 10.9% EBIT before at Equity 356 357 310 303 354 +16.8%

  66. Slide 66: Solid Balance Sheet and strong cash flow generation

    Solid Balance Sheet and strong cash flow generation € mn 2021 2020 2019 2018 2017 2016 Total assets 2,311 2,120 2,023 1,891 1,751 1,676 Goodwill 247 236 175 174 173 185 Equity 1,756 1,580 1,561 1,456 1,307 1,205 Equity ratio 76% 75% 77% 77% 75% 72% € mn 2021 2020 2019 2018 2017 2016 Net liquidity 97

  67. Slide 67: Regional sales 2021

    Regional sales 2021 Significantly higher sales in all regions 2021 2020 Growth Organic External FX (€ mn) (€ mn) EMEA 1,710 1,446 18% 17% - 1% Asia-Pacific 855 698 22% 19% - -3% Americas 471 387 22% 25% 3% -6% Consolidation -165 -153 - - - - Total 2,871 2,378 21% 20% 1% - l 67

  68. Slide 68: Net Liquidity

    Net Liquidity € mn Free cash flow before acquisitions €90 mn l 70

  69. Slide 69: Net operating working capital (NOWC)

    Net operating working capital (NOWC) 23,4% 750 22,6% 22,3% 23,0% 700 21,8% 671 650 21,0% 600 576 19,4% 546 543 19,0% 550 495 500 17,0% 450 400 81 85 80 71 82 15,0% 350 300 13,0% 2017 2018 2019 2020 2021 NOWC (in € mn) NOWC (in %)* NOWC (in days)* * In relation to the annualized sales revenues of the

  70. Slide 70: Quarterly income statement

    Quarterly income statement 2018 2019 2020 2021 € mn Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Sales 643 668 642 614 643 653 656 620 616 504 620 638 697 714 718 742 Gross Profit 225 239 222 213 217 224 231 218 218 172 225 239 255 242 238 230 Gross Profit margin (in %) 35.0 35.8 34.6 34.7 33.7 3

  71. Slide 71: Quarterly figures by region

    Quarterly figures by region EMEA Asia-Pacific North and South America 2020 Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Sales by company location 401 289 370 386 1,446 146 174 189 189 698 110 71 100 106 387 EBIT before at equity income 41 11 43 63 158 17 24 29 30 100 12 2 15 13 42 in % of sales 10.2

  72. Slide 72: Quarterly sales & EBIT by regions

    Quarterly sales & EBIT by regions 2019 2020 2021 Sales (€ mn) Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY EMEA 400 399 402 378 1,579 401 289 370 386 1,446 419 431 426 434 1,710 Δ Y-o-Y in % -4 -4 -1 -1 -2 0 -28 -8 2 -8 5 49 15 12 18 Asia-Pacific 171 184 180 183 718 146 174 189 189 698 213 211 213 2

  73. Slide 73: Quarterly sales development split by regions

    Quarterly sales development split by regions 2019 2020 2021 Organic Growth (in %) Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY EMEA -3 -3 -1 -1 -2 0 -26 -6 5 -7 6 48 14 11 17 Asia-Pacific -5 -6 -1 8 -1 -16 -3 8 5 -1 46 20 8 8 19 Americas 8 -2 -1 -7 -1 -6 -42 -11 3 -14 6 75 19 17 25 FUCHS Group -1 -3

  74. Slide 74: The Executive Board

    The Executive Board Stefan Fuchs Dr. Lutz Lindemann Dr. Timo Reister CEO; Corporate Group Development, HR, PR & CTO; R&D, Technology, Product Management, Supply Asia-Pacific, Americas, Industry Division Marketing, Strategy, Automotive Aftermarket Division Chain, Sustainability, Mining Division, OEM

  75. Slide 75: Executive Compensation & FUCHS Shares

    Executive Compensation & FUCHS Shares Executive Board Supervisory Board 50% 50% of multi-year variable compensation (LTI) of variable compensation must be invested in FUCHS preference shares must be invested in FUCHS preference shares with a lock-up period of 4 years with a lock-up period of 4 years

  76. Slide 76: Download: Key documents for our shareholders

    Download: Key documents for our shareholders FY 2021 Financial Analyst Our added value Factsheet Reports Call PPT Transparency Shareholder-oriented Annual Dividend Ad hoc Report history releases 2021 Well informed Click & Download l 78

  77. Slide 77: FUCHS Capital Markets Day 2022

    FUCHS CAPITAL MARKETS DAY 2022 Key topics  Long-term financial targets  New business opportunities  Sustainability at FUCHS June 28th 2022 Mannheim Registration will be open soon If you want to be on our distribution list please send your contact details to ir@fuchs.com

  78. Slide 78: Financial Calendar & Contact

    Financial Calendar & Contact Financial Calendar 2022 Investor Relations Contact April 29, 2022 Quarterly statement Q1 2022 FUCHS PETROLUB SE Friesenheimer Str. 17 68169 Mannheim May 3, 2022 Annual General Meeting 2022 Phone: +49 (0) 621 3802-1105 www.fuchs.com/group/investor-relations June 28, 2022

  79. Slide 79: Disclaimer

    Disclaimer The information contained in this presentation is for background purposes only and is subject to amendment, revision and updating. Certain statements and information contained in this presentation may relate to future expectations and other forward-looking statements that are based on man

FUCHS Group — Non-Deal Roadshow (March 2022) on 6ix