Slide 1: FUCHS Group Investor Presentation May 2026
FUCHS GROUP Investor Presentation May 2026
Slide 2: Agenda
AGENDA 01 06 01 FUCHS IN A NUTSHELL 06 REVIEW FUCHS 2025 02 07 02 FUCHS100 07 FINANCIAL RESULTS Q1 2026 03 08 03 FOCUS AREAS FOR GROWTH 08 SUSTAINABILITY AT FUCHS 04 09 04 DIGITALIZATION AT FUCHS 09 FUCHS – A PROFITABLE GROWTH STORY 05 10 05 CUSTOMER CENTRICITY AT FUCHS 10 APPENDIX l2
Slide 3: We keep daily life moving
WE KEEP DAILY LIFE MOVING The world’s population is growing. By 2050, we will be 10 billion. More people than ever before will drive to work, use smartphones, have lunch, require healthcare. Things we all need in our daily lives. A big challenge for the equipment that provides these basics. That’s w
Slide 4: Almost everywhere… where do lubricants contribute to daily life
WHERE DO LUBRICANTS CONTRIBUTE TO DAILY LIVE? ALMOST EVERYWHERE… l4
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Slide 6: Moving your world
MOVING YOUR WORLD
Slide 7: Moving your world
MOVING YOUR WORLD
Slide 8: Moving your world
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Slide 11: Moving your world
MOVING YOUR WORLD
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Slide 13: FUCHS in a nutshell
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Slide 14: FUCHS at a glance
FUCHS AT A GLANCE The Fuchs family holds No. 1 among the independent 59% of suppliers of lubricants ordinary shares Established 3 generations ago as a €3.6 bn family-owned business sales in 2025 A full range of over 10,000 Around6,800 Preference share is listed in lubricants and related employees th
Slide 15: The leading independent lubricants company
THE LEADING INDEPENDENT LUBRICANTS COMPANY Manufacturers Independent Major oil lubricant companies manufacturers1 >100 >700 Number 1 independent lubricant company ▪ High degree of fragmentation ▪ Concentration especially amongst smaller companies Market Shares >700 Top 10 manufacturers manufacturers
Slide 16: 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
Slide 17: We are where our customers are in more than 60 countries
WE ARE WHERE OUR CUSTOMERS ARE IN MORE THAN 60 COUNTRIES GROUP COMPANY AND PRODUCTION LOCATIONS 38 Production locations 67 Operating companies 66%* 17% As of December 31, 2025 17% Regional workforce structure *incl. Holding l 17
Slide 18: Hightech lubricants on the rise
HIGHTECH LUBRICANTS ON THE RISE Market Demand FUCHS Sales (by customer location) -0.07 p.a % +6 p.a % 36.0 mn t 35.4 mn t €3,563 mn 27% 36% 51% (1,828) 30% 35% 19% €902 mn (689) 43% 59% (531) 30% 29% (1,046) 24% (219) 17% (152) 2000 2025 2000 2025 APAC Americas EMEA l 18
Slide 19: Over two decades of dividend growth
OVER TWO DECADES OF DIVIDEND GROWTH, SIGNIFICANTLY CONTRIBUTING TO SHAREHOLDER VALUE 24 years 1.23 of dividend 1.03 1.07 1.11 1.17 increases 0.97 0.99 0.95 +13% p.a. 0.89 0.91 0.82 0.77 0.70 0.65 0.50 0.45 0.28 0.29 0.25 0.17 0.10 0.12 0.07 0.08 0.09 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Slide 20: FUCHS100
— 02 FUCHS100 7 =
Slide 21: FUCHS100 builds on FUCHS2025
FUCHS100 builds on FUCHS2025 Achievements FUCHS2025 ▪ Customer & market focus ▪ Shared and multiplied best practices & new business ▪ Strengthened market presence ▪ Positive cultural development l 21
Slide 22: Financial targets for 2031
FINANCIAL TARGETS FOR 2031* Sales 4,500 (in € mn) CAGR Margin growth towards +2% to +4% 3,563 4,000 15% long-term potential 2025 2031 EBIT 600 EBIT margin (in € mn) (in %) 13% to 15% CAGR +4% to +5.5% 550 435 2025 2031 2025 2031 l 22*Assumptions: FX rates from August 2025; stable price and raw mater
Slide 23: Cash generation and allocation guardrails
CASH GENERATION AND ALLOCATION GUARDRAILS Cash conversion rate average Increase dividend at least 0.8x € net income each year l 23 Value adding M&A Continued focus on: ▪ cash generation, ▪ external growth and ~1/3 of FCF ▪ shareholder returns limited by availability of targets
Slide 24: Drivers towards financial targets
DRIVERS TOWARDS FINANCIAL TARGETS Sales EBIT / Cashflow ▪ Realize growth opportunities in focus ▪ Pricing and purchasing excellence areas ▪ Operating leverage of existing ▪ Leverage superior application and CAPEX and OPEX R&D know-how ▪ Focus on efficiency (e.g. operational ▪ Deliver value add throu
Slide 25: aunying
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Slide 26: Megatrends
MEGATRENDS Shape the world and accelerate innovation ▪ Regionalization Restrictions and tariffs fuel shift towards regionalized and reshored supply chains ▪ Mobility transformation New mobility rises in advanced markets Our solutions enable innovation ICE growth in particular regions across every me
Slide 27: Lubricant market: structural changes open up opportunities
LUBRICANT MARKET Structural changes open up opportunities Demand side diversifies ▪ Commoditization continues in high-volume ▪ Specialization accelerates FUCHS uniquely positioned: We can handle complexity. We can scale both core and specialty business. Supply side struggles with complexity ▪ Large
Slide 28: What sets us apart
WHAT SETS US APART Full range of Passionate about Independent lubrication customer-specific and financially solutions solutions stable Application and Best-in-class Close to the process know-how R&D customer with for added value the best team in the industry l 28
Slide 29: Market development until 2031
MARKET DEVELOPMENT UNTIL 2031 2025 - 2031: 0.8% CAGR market growth (by volumes) 2025 2031 34% 35% 66% 65% Non-Automotive Automotive Source: KLINE; company data l 29
Slide 30: Market structure 2025
MARKET STRUCTURE 2025 Non-Automotive Market (by volume): (Industrial, Metal processing, Greases, 66% Automotive Fluids Specialties) 34% Non-Automotive 34% FUCHS: Automotive share (~2%) < Market Market Non-Automotive share (>4%) > Market 66% Automotive Fluids FUCHS Activity Source: KLINE; company dat
Slide 31: Automotive fluids dominated by aftermarket
AUTOMOTIVE FLUIDS DOMINATED BY AFTERMARKET (AM) Market structure Automotive Fluids FUCHS exposure Aftermarket (AM) AVG Aftermarket L H 48% First Fill 2% Mining 2% Engine oils Other lubricants 14% AVG AVG First Fill Customer Brands (AM) L H L H Source: KLINE; company data l 31
Slide 32: Aftermarket driven by non-passenger cars
AFTERMARKET DRIVEN BY NON-PASSENGER CARS Avg. lub Share of lub consumption Number of vehicles (in million) consumption p.a. per vehicle type OH 2W Passenger cars (PC) 1,400 1% 10% Commercial vehicles (CV) 278 PC AG 39% 19% Two wheelers (w/o) scooters 70 Agricultural vehicles (AG) 30 32% Other Heavy
Slide 33: EV transformation – ICE
EV TRANSFORMATION – ICE Sun- and Moonroof Headrest Sun- and Moonroof Headrest Steering column mount Connectors Electric steering greases Drivetrain Shock Absorbers independent Shock Absorbers lubricants Combustion engine specific Engine oil lubricants Compressor oil for Brake Caliper Brake Caliper h
Slide 34: EV transformation – EV
EV TRANSFORMATION – EV Headrest Headrest Sun- and Moonroof Sun- and Moonroof Contact coating for charging socket Steering column mount Noise cancelling Connectors Low noise grease in the interior for ventilators and pumps Electric steering greases Drivetrain Shock Absorbers independent Shock Absorbe
Slide 35: Non-automotive with exciting growth drivers
NON-AUTOMOTIVE WITH EXCITING GROWTH DRIVERS Market structure Industrial Growth drivers ▪ Energy generation Base & Process Greases 7% ▪ Production automation Metal processing 4% ▪ Robotics 6% ▪ Food, Semiconductors, Medtech, Railways Industrial Oils 18% FUCHS position ▪ Leading position in greases ▪
Slide 36: FUCHS positioning – Industrials
FUCHS POSITIONING – INDUSTRIALS General Industrials Metal Working Fluids AVG AVG L H L H Rotary Motion Greases AVG AVG L H L H l 36
Slide 37: FUCHS positioning – Special application solutions
FUCHS POSITIONING – SPECIAL APPLICATION SOLUTIONS Food & Packaging Medtech AVG AVG L H L H Semiconductor Railway AVG AVG L H L H l 37
Slide 38: Six focus areas
GROWTH Six Focus Areas ▪ Drive the majority of our overall growth ▪ Concentrate here but keep commitment to being full-line supplier ▪ Keep a sharp focus on efficiency to make growth ambitious and profitable EXPAND AND SPECIALIZE Customer Brands Automotive Rotary Motion Performance New Mobility Spec
Slide 39: Focus areas are growth drivers
FOCUS AREAS ARE GROWTH DRIVERS ~ 5% CAGR Sales share (in %) 2025 target sales growth for focus areas ~ 66% ~49% ~51% of growth coming from focus areas Rest of business Focus areas l 39
Slide 40: Continued focus on M&A growth
CONTINUED FOCUS ON M&A GROWTH Strategic M&A Guardrails Financial Imperatives • Synergies in purchasing, production, cross-selling, • Strengthening our footprint administration • Fundamentally buying customer lists, • FVA is the main KPI, also when evaluating specifications, approvals and knowhow acq
Slide 41: Growth: targeted M&A
GROWTH: TARGETED M&A (GER) (SE) (AU) (US) (GER) (SUI) (TUR) €135 mn* €140 mn* €25 mn* €46 mn* €40 mn* €15 mn* €100 mn* 2015 2019 2024 2026 2016 2022 2025 Food Gr. Lub. (US) (US) (GER) (GER) (US) €15 mn* €11 mn* €7 mn* * Annual sales run rate at time of acquisition l 41
Slide 42: FUCHS acquires OPET
FUCHS ACQUIRES OPET TAKEOVER OF joint venture STRENGTHENS PRESENCE in Turkey ▪ The OPET FUCHS joint venture was originally founded in 2005 and owned in equal parts ▪ Turkey is a strategically important market for FUCHS, especially for specialty business and automotive aftermarket ▪ Sales revenues of
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Slide 44: We already have a strong culture
We already have a strong culture 87% …are proud to work at FUCHS of our employees …feel empowered to make the decisions needed to do their job well *according to a 2025 employee survey l 44
Slide 45: This is how we shape a winning culture
Now, we reinforce this family-oriented spirit with a focused ambition to achieve results: This is how we shape a winning culture Cross-Country Open Performance- Hierarchy-Free Growth and Cross- Feedback Driven Communication Mindset Functional Culture Organization Collaboration l 45
Slide 46: aunying
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Slide 47: Net Zero emissions
SUSTAINABILITY S Net Zero EMISSIONS Main Contributor: Purchased ploration rawefining materials rocessing Design D anufacturing Distribution (fossil-based) - 25% Scope 3 INDIRECT Main Contributors: (97%) (Upstream / Downstream) Heating and Electricity NEAR-TERM GOALS LONG-TERM GOAL - 42% Scope DIRECT
Slide 48: Key factors to achieve net zero targets
TO ACHIEVE OUR NET ZERO EMISSION REDUCTION TARGETS, FUCHS RELIES ON SERVERAL KEY FACTORS Green energy Defossilisation Regulation Availability and Willingness to sufficiently technologies are supports fast, competitiveness switch to more available in all broadly available technology- of high quality,
Slide 49: Sustainability: customer benefit
SUSTAINABILITY Customer Benefit 1 Achieve more with less (Reduced total cost of ownership) Transform customer benefits into a strong and measurable sales argument ▪ Collect sustainability related customer data and translate into quantified benefits ▪ Integrate into sales processes and sales pitches
Slide 50: Focus areas for growth
— 03 FOCUS AREAS FOR GROWTH 7 LUBRICANT: eine, FUCHS =~
Slide 51: Performance greases: what is it about?
Deep Dive Performance Greases What is it about? Scope Greases are thickened lubricating oils and therefore remain at the lubrication point, providing continuous protection where it’s needed. Their performance relies on advanced chemistry, manufacturing processes, and application know-how. Why grease
Slide 52: Performance Greases
Performance Greases What is it about? l 52
Slide 53: Performance greases: how we win
Deep Dive Performance Greases How we win Approach Focus on global customers with locally available high-performance greases. Enabled by global footprint, application engineering, and regulatory abilities. Foundations Strategy / Actions ▪ Comprehensive technical portfolio ▪ Expand business with globa
Slide 54: Automotive aftermarket: what is it about?
Deep Dive Automotive Aftermarket What is it about? Scope The largest part of the global lubricants market, serving all types of vehicles, offering drive-dependent and drive-independent aftermarket products. Examples ▪ Passenger cars ▪ Agriculture and forestry equipment ▪ Off-highway vehicles ▪ Comme
Slide 55: Automotive Aftermarket
Automotive Aftermarket What is it about? l 55
Slide 56: Automotive aftermarket: growth potential
Deep Dive Automotive Aftermarket Growth potential Opportunity High demand beyond 2040 Segmentation enables differentiation Growth potential in low share markets l 56
Slide 57: Automotive aftermarket: how we win
Deep Dive Automotive Aftermarket How we win Approach Expand to capture stable, long-term demand beyond 2040 by increasing segmentation and expanding our presence in low-share markets. Foundations Strategy / Actions ▪ Unique global footprint with ▪ Expand segmentation production capacity in all regio
Slide 58: Customer brands: what is it about?
Deep Dive Customer Brands What is it about? Scope S products sold under the customer’s own label. sually tailored for industrial and automotive OEM or distributors and supported with dedicated services. Examples ▪ Passenger car OEMs ▪ Commercial Vehicle OEMs ▪ Vehicle parts distributors ▪ Workshop c
Slide 59: Customer brands: growth potential
Deep Dive Customer Brands Growth potential Opportunity High demand beyond 2040 Unlock growth with technical expertise and service Ready to scale success l 59
Slide 60: Customer brands: how we win
Deep Dive Customer Brands How we win Strengths Opportunities Exceptional Service Quality Expand Existing Business Operational Excellence New Customers Complexity Management Strategic Partnerships Global Player Brand Value l 60
Slide 61: New mobility: what is it about?
Deep Dive New Mobility What is it about? Scope Lubrication and cooling solutions for all types of new energy vehicles (NEV) including their servicing, manufacturing, and related ecosystems. Examples ▪ NEV manufacturing & servicing over lifetime ▪ Battery manufacturing industry ▪ Charging, energy sto
Slide 62: We support existing and new mobility technologies
WE SUPPORT EXISTING AND NEW MOBILITY TECHNOLOGIES AND DEVELOP SMART SOLUTIONS FOR OUR CUSTOMERS Alt. ICE H2 BEV Fuel Cell Hybrid Fuels Zuhause l 62
Slide 63: New mobility: growth potential
Deep Dive New Mobility Growth potential Opportunity Solid annual growth and new business in NEVs and related areas Global customer requirements and new technical demands enable differentiation Potential for major market share l 63
Slide 64: Range & performance, safety & reliability, uptime & availability
Range & Performance Safety & Reliability Uptime & Availability l 64
Slide 65: New mobility: how we win
Deep Dive New Mobility How we win Approach Further enhance brand awareness, regional structures, and new mobility solution portfolio to meet rising demand and capture major market shares. Foundations Strategy / Actions ▪ Strong legacy and trusted ▪ Close portfolio gaps, strengthen and complete partn
Slide 66: Rotary motion: what is it about?
Deep Dive Rotary Motion What is it about? Scope Industrial applications across virtually all manufacturing industries in which power is transferred via rotating movement. Examples ▪ Compressors ▪ Gearboxes ▪ Refrigerators ▪ Pumps l 66
Slide 67: Rotary Motion
Rotary Motion What is it about? l 67
Slide 68: Rotary motion: growth potential
Deep Dive Rotary Motion Growth potential Opportunity Growing demand across diverse industries Technical requirements enable differentiation Growth opportunities in Europe, Asia-Pacific and Americas l 68
Slide 69: Rotary motion: how we win
Deep Dive Rotary Motion How we win Approach Become the preferred global partner for leading industry OEMs through value- driven technology leadership and being a cost-effective in-region supplier for local markets. Foundations Strategy / Actions ▪ Broad product range with strong ▪ Build up regional
Slide 70: Special application solutions: what is it all about?
Deep Dive Special Application Solutions What is it all about? Scope Lubrication and service solutions for applications with specific customer requirements, high technical and regulatory requirements. Examples ▪ Food ▪ Medical ▪ Semiconductor ▪ Railway l 70
Slide 71: Special Application Solutions
Special Application Solutions What is it about? l 71
Slide 72: Special application solutions: growth potential
Deep Dive Special Application Solutions Growth potential Opportunity Complex segments with growing demand and long-term relevance, delivering high margins Regulatory and technical demands enable differentiation Ready to scale-up l 72
Slide 73: Special application solutions: how we win
Deep Dive Special Application Solutions How we win Approach Expand to all relevant markets worldwide by developing specialized regional capabilities and leveraging our technological expertise. Foundations Strategy / Actions ▪ Strong know-how base, enhanced by ▪ Leverage and embed expertise from rece
Slide 74: Digitalization at FUCHS
— 04 DIGITALIZATION AT FUCHS 7 LUBRICANT: eine, FUCHS =~
Slide 75: FUCHS goes digital – our north star
FUCHS GOES DIGITAL – OUR ‘NORTH STAR’ New digital technologies will By 2030, we will be the Therefore, we will pursue five change expectations of our digital frontrunner in our key Digital Opportunity Areas customers and offerings of area of expertise. We will (DOAs) as a first priority, our competi
Slide 76: FUCHS goes digital – digital opportunity areas
FUCHS GOES DIGITAL – OUR ‘NORTH STAR’ 1 2 3 4 5 Automated ordering & Optimized fluids & Forecasted equipment Smart development & Digital operations fulfillment resource use functionality improved product performance Cost saving & Cost saving & Defensive Offensive New max. efficiency max. efficiency
Slide 77: FluidsConnect
Web-based management tool FluidsConnect Optimized fluids & resource use • Individually designed dashboards • Tracking of fluid condition and trends • Scheduling of maintenance activities • Remote access to key operating data • Assists in data-based decision making l 77
Slide 78: Transform2Grow (T2G): moving FUCHS to a digital core
TRANSFORM2GROW (T2G) MOVING FUCHS TO A DIGITAL CORE Business transformation Return on investment ▪ Simplify processes, data, ▪ Higher effectiveness and governance efficiency (simplified processes, higher transparency, automation) ▪ Build more effective IT architecture ▪ Strengthened competitiveness
Slide 79: Customer centricity at FUCHS
05 CUSTOMER CENTRICITY AT FUCHS
Slide 80: Integrated solutions, global footprint, compliance strength
NYE BOSS LUBCON Integrated solutions Unique global footprint Full range of products & technical services Handling of complexity across regions Customer Value Compliance & regulatory strength Sustainability focus Market specific needs & chemical legislation Energy savings & longer lifetime
Slide 81: Top partner in the USA
Top partner in the USA Our customized lubricants extend engine life and improve performance. In 2025, we expanded our global partnership with Mercedes-Benz in the automotive after- | market sector to include the US market. We alreedy supply 160 workshops with high-quality products. 81 _ = Rata ~ MOV
Slide 82: Long-term partnerships and in-depth expertise
turing, in-depth expertise, and long-term partnerships 5, reliable, and efficient. MOVING YOUR WORLD
Slide 83: Innovative solutions for reliable rails
; 2 Ses Innovative solutions for reliable rails ST cri Ol UCHS offers complete solutions for rail transport and develops innovative, sustainable prod- For a municipal German transport company, we have developed an a 19 fluid for over- hes that is effective, transparent, odorless, easy to apply, and
Slide 84: Example: food industry lubrication critical control point audit
EXAMPLE: FOOD INDUSTRY LUBRICATION CRITICAL CONTROL POINT (LCCP) AUDIT What is it? How is it done? How we win? Tool for assessing lubricant Facility audit by > 300 audits completed hazards and improvement lubrication experts Conversion rate of switching opportunities Inventory according to to FUCHS
Slide 85: Review FUCHS 2025
— 06 REVIEW FUCHS 2025 7 LUBRICANT: eine, FUCHS —
Slide 86: FUCHS2025 is a strong foundation for the next strategy cycle
FUCHS 2025 IS A STRONG FOUNDATION FOR THE NEXT STRATEGY CYCLE ▪ Growth mindset ▪ Open feedback culture ✓ ▪ Hierarchy free communication ✓▪ Focus on 3 mega trends ✓ ▪ Decentral organization with New Mobility, strong regions and local Sustainability & entities close to our customers Digitalization ▪ P
Slide 87: Target achievement
TARGET ACHIEVEMENT Mid-single-digit percentage EBIT 2025 ✓ €500 mn X % Long-term EBIT margin annual sales growth ~15% Average cash conversion rate Increase of dividend ✓ ✓ 0.8x € each year l 87
Slide 88: Average annual sales growth on target
AVERAGE ANNUAL SALES GROWTH ON TARGET (in € mn) +5.6% p.a. >5% 124 209 3,563 1,076 2,572 Average Annual Sales Growth 2019 Organic External Currency 2025 l 88
Slide 89: Americas and APAC gaining share
AMERICAS AND APAC GAINING SHARE* Sales (in € mn) 3,563 AMERICAS 689 CAGR +7.9% Mid-single-digit 2,572 growth across all 436 1,046 APAC CAGR +5.4% regions 765 1,828 EMEA 1,371 CAGR +4.9% 2019 2025 *sales by customer location l 89
Slide 90: Global segments are growth drivers
GLOBAL SEGMENTS ARE GROWTH DRIVERS 40% Sales (in € mn) + € 692 mn 3,563 Up to 2,871 CAGR Target segments for single target CAGR +7% segments Other CAGR +4% 2021 2025 l 90
Slide 91: EBIT growth in-line with sales
EBIT GROWTH IN-LINE WITH SALES >12% (in € mn) (in %) 450 18 +5% p.a. 400 350 13.2% 16 14 EBIT margin 12.5% 12.6% 12.3% 12.2% (vs. ~ 9% Chemicals) 10.7% 11.7% 300 12 5% 250 10 413 434 435 200 8 363 365 150 321 313 6 100 4 Average Annual 50 2 EBIT Growth 0 0 2019 2020 2021 2022 2023 2024 2025 EBIT EBI
Slide 92: Resilience against high inflation
RESILIENCE AGAINST HIGH INFLATION Sales / COGS Gross margin Gross margin Sales growth COGS growth (in %) growth (in %) Strong inflation 50 40 34.6 35.9 34.5 34.9 in 2021 / 2022 33.6 35 40 30.9 32.3 successfully 30 30 compensated 25 24 25 21 20 19 20 15 10 4 10 0 1 2 1 0 0 0 5 -4 -10 -8 0 -9 2019 202
Slide 93: Still gap to close towards long-term EBIT target
STILL GAP TO CLOSE TOWARDS LONG-TERM EBIT TARGET EBIT margin (in %) 15 Well-invested to 2 capture future growth 12 1 Target: Do more with existing infrastructure 2025 Efficiency Operating leverage Long-term target l 93
Slide 94: Capital light business model
CAPITAL LIGHT BUSINESS MODEL 1.9x CAPEX Capital turns Capex Capital (in € mn) turns* 200 1.8 1.7 1.8 1.9 1.9 1.9 2.0 capital turns 1.5 (vs. ~1x Chemicals) 150 1.5 100 1.0 ~ 2% 154 122 capex to sales 50 90 0.5 80 79 83 80 0 0.0 2019 2020 2021 2022 2023 2024 2025 *Capital Employed Turnover Ratio = Sal
Slide 95: Earning a strong premium on WACC
EARNING A STRONG PREMIUM ON WACC FVA (in € mn) ROCE (pre tax) WACC (pre tax) FVA ROCE WACC (in %) >21% 550 500 21.8 21.8 21.6 23.0 22.2 25 ROCE (pre tax) 450 20.0 18.9 (vs. 9% - 15% Chemicals) 20 400 350 15 >€ 1.4bn 300 10.5 10.0 9.5 250 10.0 9.5 9.5 10.0 10 200 150 100 174 165 205 172 212 245 249 5
Slide 96: Solid free cashflow generation
SOLID FREE CASHFLOW GENERATION >€1.6bn (in € mn) Cash conversion* Free cash flow 500 450 1.64 1.8 1.6 FCF generated 400 350 1.03 1.4 since 2019 1.08 1.01 1.2 300 Avg.: 0.87 465 0.77 1.0 250 >0.8x 0.8 200 238 306 316 150 0.6 174 0.35 0.20 0.4 100 Average cash 50 90 0.2 61 conversion rate 0 0.0 2019 2
Slide 97: Cash allocation: shareholder returns & growth
CASH ALLOCATION: SHAREHOLDER RETURNS & GROWTH >€ 1.2bn (in € mn) M&A Share buybacks Dividends 450 400 cash returned 350 300 to shareholder 4 101 250 200 114 2 122 79 ~€ 300m 62 27 150 29 13 100 134 137 142 144 146 153 160 50 0 M&A 2019 2020 2021 2022 2023 2024 2025 l 97
Slide 98: Lessons learned FUCHS2025
LESSONS LEARNED FUCHS2025 ▪ Strong business resilience in volatile times (e.g. margin, cash flow, dividend) ▪ Segmentation approach works – business wins support organic growth ▪ Profitability not yet back at 2017 levels of ~15% → Further focus on growth and margin expansion l 98
Slide 99: Financial results Q1 2026
— 07 FINANCIAL RESULTS Q1 2026 7 LUBRICANT: eine, FUCHS =~
Slide 100: Highlights Q1 2026
HIGHLIGHTS Q1 2026 Sales revenues EBIT € 934 mn € 125 mn +1% (Q1 2025: € 924 mn) +16% (Q1 2025: € 108 mn) ▪ Strong volume growth drives sales FCF before acquisitions increase despite FX headwinds ▪ EBIT reaches new quarterly record € 54 mn ▪ EPS up 15% to € 0.68 (0.59) € +37 mn (Q1 2025: € 17 mn) ▪
Slide 101: Quarterly sales development
QUARTERLY SALES DEVELOPMENT € mn +1% +8% 924 934 877 887 902 880 896 859 863 Q1 ’24 Q2 Q3 Q4 Q1 ’25 Q2 Q3 Q4 Q1 ’26 l 101
Slide 102: Sales Q1 2026
SALES Q1 2026 € mn +1% 924 2 -34 934 42 (+5%) (+0%) (-4%) Q1 2025 Organic External Currency Q1 2026 l 102
Slide 103: Quarterly EBIT development
QUARTERLY EBIT DEVELOPMENT € mn +16% +15% 125 116 117 111 108 109 107 100 101 Q1 ’24 Q2 Q3 Q4 Q1 ’25 Q2 Q3 Q4 Q1 ’26 l 103
Slide 104: KPI summary Q1 2026
KPI SUMMARY Q1 2026 KPI in € mn Q1 2026 Q1 2025 Sales 934 924 ▪ Sales up 1% or € 10mn led by strong organic growth and despite heavy negative currency headwinds Cost of sales -606 -607 ▪ Gross margin at 35.1%, well ahead of prior year’s figure of 34.3% and Gross profit 328 317 on par with previous t
Slide 105: Europe, Middle East, Africa
EUROPE, MIDDLE EAST, AFRICA KPI in € mn Q1 2026 Q1 2025 ▪ Sales up 5% year over year driven by organic growth; increasing demand in March Sales 547 522 ▪ Most countries expand sales; high growth in South Africa, Germany, Organic growth 25 (5%) -6 (-1%) Italy and the UK External growth 1 (0%) 14 (2%)
Slide 106: Asia-Pacific
ASIA-PACIFIC KPI in € mn Q1 2026 Q1 2025 ▪ Sales up 1%; strong organic growth of 6% driven by business expansion, especially in China, Australia and many smaller countries Sales 266 264 ▪ Significant negative currency effects almost entirely offset organic Organic growth 17 (6%) 16 (7%) growth Exter
Slide 107: North and South America
NORTH AND SOUTH AMERICA KPI in € mn Q1 2026 Q1 2025 ▪ Sales decline 6% year over year due to significant negative currency effects Sales 172 183 ▪ Organic growth of 3% year over year predominantly driven by North Organic growth 6 (3%) 12 (8%) America External growth 1 (1%) 2 (1%) ▪ External growth f
Slide 108: Net operating working capital (NOWC)
NET OPERATING WORKING CAPITAL (NOWC) € mn Q4 25 vs Q1 26: Inventories € +8 mn Receivables ./. Payables € +50 mn Inventories Receivables ./. Payables -5.3% NOWC (in %) 871 829 824 798 785 768 236 729 726 246 227 243 201 210 205 160 635 567 583 571 580 566 574 524 25.0% 22.3% 22.4% 22.7% 23.0% 21.6% 2
Slide 109: Net liquidity
NET LIQUIDITY € mn Free cash flow before acq. €54 mn 89 1 13 0 0 203 -2 -49 151 Inventories: -1 Receivables: -94 Liabilities: +46 Net. liq. Earnings D&A ./. Capex NOWC Other Changes Dividend Aquisitions Other Changes Net. liq. Dec. 25 after tax Mar. 26 l 109
Slide 110: Paving the way to become a dividend aristocrat
PAVING THE WAY TO BECOME A DIVIDEND ARISTOCRAT DIVIDEND PROPOSAL FOR FY 2025 Consecutive Increase of dividend of dividend increases for 24 years € 0.06 per share class (equiv. to +5%)* € 1.23 (1.17) € 1.22 (1.16) per preference share* per ordinary share* l 110 *based on current dividend proposal
Slide 111: Middle East conflict: trend change for material prices
MIDDLE EAST CONFLICT: TREND CHANGE FOR MATERIAL PRICES 2026 ▪ Balanced supply and demand situation until beginning of March; Middle East conflict disruptive to price trend and availability ▪ Confident to supply our existing customers thanks to our broad Base Oils sourcing network – but tight supply
Slide 112: Outlook 2026
OUTLOOK 2026 Outlook Outlook Actuals 2026 2026 KPI1 in € mn 2025 (March, 20th) (April, 29th) Significantly Organic growth accelerated by strong price increases to compensate Sales 3,563 ~3,700 above 3,700 raw material cost inflation; M&A activities; negative FX effects in H1 Price increases to compe
Slide 113: Sustainability at FUCHS
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Slide 114: Lubricants improve the sustainability of systems
LUBRICANTS IMPROVE THE SUSTAINABILITY OF SYSTEMS Protect surfaces from Reduce friction and corrosion and wear wear in moving systems Cool machines Transfer energy and equipment l 114
Slide 115: Protect surfaces from corrosion
PROTECT SURFACES FROM CORROSION Increase BEV reliability FUCHS Electric Driveline Fluids (EDFs) Prevent copper corrosion in BEV electric motors to maintain original motor characteristics. ▪ Keep electrical resistance constant ▪ Prevent excess heat Example for FUCHS BluEV EG EDF 4101 ▪ Maintain mecha
Slide 116: Reduce friction and wear: more range, less emissions
REDUCE FRICTION AND WEAR More range, less emissions FUCHS Wheel-Hub Bearing Greases Reduce friction by more than 30% in a screening test (MTM) ▪ Longer bearing lifetime ▪ Extended range for EVs ▪ Less energy demand ▪ Less emissions in combustion vehicles l 116
Slide 117: Reduce friction and wear: increase BEV range
REDUCE FRICTION AND WEAR Increase BEV range FUCHS Electric Driveline Fluids (EDFs) EDFs cool, lubricate and ensure efficient operation in BEV powertrains. ▪ FUCHS BluEV EDF 4101 improves efficiency by 0.2% in WLTC/CLTC Lifecycle: 300,000 km, Consumption: 17.9 kWh/100 km ▪ ~107 kWh of energy are bein
Slide 118: Reduce friction and wear: extend wind turbine service life
REDUCE FRICTION AND WEAR Extend wind turbine service life FUCHS Wind Bearing Greases Prevent formation of standstill marks in main bearings 5x longer. ▪ Prevent premature and irreversible damage ▪ Avoid significant costs due to replacement and downtime l 118
Slide 119: Cool machines and equipment: data center efficiency
COOL MACHINES AND EQUIPMENT Data Center Efficiency FUCHS Immersion Cooling Fluids Cooling data center hardware by submerging it in non-conductive liquids. ▪ Generated heat is directly and efficiently transferred to the fluid ▪ Reducing the energy required for data center cooling by up to ~95% l 119
Slide 120: Transfer energy: reduce fuel consumption and emissions
TRANSFER ENERGY Reduce fuel consumption and emissions FUCHS Hydraulic Fluids Transfer energy to highly loaded actuators in stationary and mobile hydraulic systems. FUCHS premium solutions proven to deliver outstanding performance and emission reduction in comparative lifecycle assessment. ▪ Saved ~3
Slide 121: PCF calculator sets new standards
1124 PCF calculator sets new standards After six years of intensive development work and as part of the FUCHS2025 strategy cycle, we have created a new tool that automatically calculates the product carbon footprint (PCF) of lubricants, greases, and functional fluids with complete transparency. This
Slide 122: Strong ESG progress across key rating providers
STRONG ESG PROGRESS ACROSS KEY RATING PROVIDERS „AA” Climate “C” „23rd percentile in Specialty Chemicals” Water “C” „C” l 122
Slide 123: Key environmental data
KEY ENVIRONMENTAL DATA FUCHS Group Unit 2025 2024 2023 2022 Revenue in € mn (approx.) EUR 3,563 3,526 3,542 3,412 Absolute cradle-to-grave CO₂e Energy emissions from FUCHS companies Absolute energy consumption MWh 271,144 274,210 278,041 287,575 were reduced ~1% year-over-year. Specific energy consu
Slide 124: FUCHS – a profitable growth story
09 FUCHS – A PROFITABLE GROWTH STORY
Slide 125: Summary FUCHS100 – focus to win
SUMMARY FUCHS100 – FOCUS TO WIN 3 CENTRAL ELEMENTS 6 FOCUS AREAS ▪ Customer Brands ▪ Growth ▪ Automotive Aftermarket ▪ Sustainability ▪ New Mobility ▪ People ▪ Rotary Motion ▪ Performance Greases ▪ Special Application Solutions Sales target 2031 in €bn* EBIT target 2031 in €mn* 4 – 4.5 550 – 600 EBI
Slide 126: FUCHS equity story
FUCHS EQUITY STORY Profitable growth Strong cashflows High return to shareholders Focus on Value based pricing Market share gains High capital efficiency Execution Customer centric sales Focus on Growth and Unique Winning approach Value Added company culture Mindset Broadest product Leading applicat
Slide 127: FUCHS – a value creating investment
FUCHS – A VALUE CREATING INVESTMENT Global Footprint: S is the world’s largest independent supplier of high-quality lubricants and related specialties, generating €3.5 billion in revenue across more than 50 countries. The company combines global scale with local expertise through production and R&D
Slide 128: Moving your world
This is how we are MOVING YOUR WORLD We want to keep the world moving. Everyday. With innovative and technological solutions that have a lasting impact on the future. l 128
Slide 129: Appendix
— 10 APPENDIX 7 =
Slide 130: Key assumptions for financial targets
KEY ASSUMPTIONS FOR FINANCIAL TARGETS 1. Market & Economic Environment ▪ The lubricant market remains stable with no significant overall decline compared to existing market studies ▪ No disruptive competitor‘s behavior that would change the lubricant market fundamentally ▪ No unforeseen catastrophic
Slide 131: Key macroeconomic assumptions
KEY MACROECONOMIC ASSUMPTIONS 1. FX-rates ▪ Exchange rates regarding key currency fixed at levels of August 2025 ▪ Top 5 foreign currencies: US-Dollar, Chinese Renminbi, British Pound, Australian Dollar, South African Rand 2. Raw material cost inflation / Sales price development ▪ FUCHS100 targets a
Slide 132: Balanced capital allocation approach
BALANCED CAPITAL ALLOCATION APPROACH (in € mn) Free Cash Flow 2.500 bef. Acquisition €2.4 bn Including capex 316 2.000 program 2016-2020 306 M&A 1/3 Continued focus on M&A 1.500 465 61 Share Buybacks 90 1.000 238 + SBB Dividend increases 174 + 2/3 147 each year Dividend 500 142 payout 205 232 0 2015
Slide 133: Well invested for the future
WELL INVESTED FOR THE FUTURE CAPEX PROGRAMM FINALIZED IN 2020 – CONTINUOUSLY GROWING R&D ive year growth initiative … with a clear investment focus on: 2016 – 2020: €595 mn Capex Growth € mn 154 • Construction of new plants in growth regions • Capacity expansion of existing plants 121 122 105 Techno
Slide 134: FUCHS preference share is the leading dividend aristocrat in Germany
FUCHS PREFERENCE SHARE IS THE LEADING DIVIDEND ARISTOCRAT (-CANDIDATE) IN GERMANY1 FUCHS MDAX 1st 24 Cewe SDAX 2nd YEARS SAP DAX 3rd Symrise DAX Nemetschek MDAX Adesso SDAX Atoss Software SDAX Mensch und Maschine Open market Deutsche Börse DAX DeFaMa Open market E.On DAX 0 5 10 15 20 25 Note: (1) Ba
Slide 135: Swiss market presence strengthened by M&A
SWISS MARKET PRESENCE STRENGTHENED BY M&A BUNDLING ALL ACTIVITIES UNDER FUCHS SWISS LUBRICANTS AG ▪ Acquisition of distribution partner ASEOL SUISSE AG to FUCHS SWISS LUBRICANTS AG be integrated into FUCHS SWISS LUBRICANTS AG in the course of 2025 ▪ revious acquisitions of B ON’s Swiss subsidiary an
Slide 136: Tradition and growth
TRADITION AND GROWTH SINCE 1931 € mn Establishment and International expansion phase Consolidation Growth phase development phase (mainly through acquisitions) phase (incl. investment program 2016-2020) 4.000 4,000 3.000 3,000 2.000 2,000 1.000 1,000 00 1931 1964 1995 2005 2025 Sales revenues l 136
Slide 137: Well balanced customer structure
WELL BALANCED CUSTOMER STRUCTURE TOP 20 CUSTOMERS ACCOUNT FOR ~ 25% SALES Processing Industries Other ▪ Food ▪ Medtech ▪ Electronics ▪ Glass Aftermarket and Trading Industrial Equipment and Machinery 6,0% ▪ Mainly through distributors ▪ Garages ▪ Mechanical engineering 2,0% 9,0% 26,0% Vehicle Compon
Slide 138: 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
Slide 139: Workforce structure
WORKFORCE STRUCTURE 6,879 EMPLOYEES GLOBALLY (AS OF DECEMBER 31, 2025) Regional Workforce Structure Functional Workforce Structure Germany (inc. Holding) EMEA w/o 2.131 Germany Marketing & (28%) Sales Production 2.382 2.875 2.338 (35%) (43%) (35%) 6,879 6,761* Asia-Pacific R&D 1.164 Americas Admin 6
Slide 140: Unique track record for continued profitability and added value
UNIQUE TRACK RECORD FOR CONTINUED PROFITABILITY AND ADDED VALUE FUCHS Group (in € mn) 2025 2024 2023 2022 2021 2020 2019 2018 2017 2016 2015 Results of operations Sales revenues (by company location) 3,563 3,525 3,541 3,412 2,871 2,378 2,572 2,567 2,473 2,267 2,079 Cost of sales 2,318 2,310 2,396 2,
Slide 141: Unique track record for continued profitability and added value
UNIQUE TRACK RECORD FOR CONTINUED PROFITABILITY AND ADDED VALUE FUCHS Group (in € mn) 2025 2024 2023 2022 2021 2020 2019 2018 2017 2016 2015 Cash flow Free cash flow 289 205 461 59 61 124 162 159 140 164 62 Free cash flow before acquisitions 316 306 465 61 90 238 175 147 142 205 232 Cash Conversion
Slide 142: Longterm development sales revenues
LONGTERM DEVELOPMENT SALES REVENUES (in € mn) 4.000 3.541 3.525 3.563 3.412 3.500 2.871 3.000 2.567 2.572 2.378 2.473 2.500 2.267 2.079 2.000 1.819 1.832 1.866 1.652 1.459 1.500 1.323 1.365 1.394 1.192 1.178 1.096 1.000 17% 16% 16% 15% 15% 12% 13% 13% 11% 12% 12% 500 0 2004 2005 2006 2007 2008 2009
Slide 143: Longterm development EBIT – cost of capital – FVA
LONGTERM DEVELOPMENT EBIT – COST OF CAPITAL – FVA (in € mn) 450 434 435 413 400 383 371 373 365 EBIT 363 Cost of capital 342 350 321 313 FVA 312 313 293 300 264 257 250 246 250 251 245 249 250 222 230 208 205 212 195 186 193 200 172 180 183 174 161 165 201 137 189 184 150 129 172 110 117 147 148 158
Slide 144: Regional sales revenues
REGIONAL SALES REVENUES CONSOLIDATED SALES REVENUES FY 2025 2025 2024 2023 (€ mn) (€ mn) (€ mn) EMEA 2,048 2,029 2,041 thereof Germany 856 866 898 Western Europe 752 729 740 Eastern Europe 305 310 284 Africa 135 124 119 51% Asia-Pacific 1,002 986 979 19% 30% thereof China 583 564 564 Australia 257 2
Slide 145: Quarterly sales development split by regions
QUARTERLY SALES DEVELOPMENT SPLIT BY REGIONS 2023 2024 2025 2026 Organic Growth (in %) Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 EMEA 17 5 -2 -8 2 -7 0 2 -1 -2 -1 -3 -1 1 1 5 Asia-Pacific 9 19 11 15 13 3 3 2 2 2 7 7 8 -3 2 6 North & South America 25 13 4 15 14 -2 4 2 -6 0 8 1 6 4 3 3 FUCHS Gro
Slide 146: Quarterly income statement
QUARTERLY INCOME STATEMENT 2023 2024 2025 2026 € mn Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Sales 936 886 876 843 877 887 902 859 924 880 896 863 934 Gross Profit 289 285 288 283 296 311 315 293 317 309 315 304 328 Gross Profit margin (in %) 30.9 32.2 32.8 33.6 33.8 35.0 34.9 34.1 34.3 35.1 35.2 35.2
Slide 147: Quarterly figures by region
QUARTERLY FIGURES BY REGION EMEA Asia-Pacific North & South America 2026 Q1 Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Sales by company location 547 266 172 EBIT before at equity income 61 46 19 in % of sales 11.2 17.3 11.0 Income from at equity companies 1 - - Segment earnings (EBIT) 62 46 19 in % of sales 11.3
Slide 148: Quarterly sales & EBIT by regions
QUARTERLY SALES & EBIT BY REGIONS 2023 2024 2025 2026 Sales (€ mn) Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 EMEA 552 515 499 475 2,041 511 516 517 485 2,029 522 517 517 492 2,048 547 Δ Y-o-Y in % 15 2 -5 -10 0 -7 0 4 2 1 2 1 0 -5 1 5 Asia-Pacific 252 239 247 241 979 245 240 254 247 986 264 24
Slide 149: Breakdown ordinary & preference share
BREAKDOWN ORDINARY & PREFERENCE SHARE (APRIL 30, 2026) Ordinary shares Preference shares MDAX-listed Free float 41% Free float • DWS >5% 100% Fuchs family 59% Basis: 65,500,000 ordinary shares Basis: 65,500,000 preference shares Characteristics: Share data: Characteristics: Share data: ▪ Dividend ▪
Slide 150: Share price development of FUCHS shares
SHARE PRICE DEVELOPMENT OF FUCHS SHARES PERFORMANCE* OF ORDINARY AND PREFERENCE SHARES IN COMPARISON WITH DAX AND MDAX (JANUARY 1, 2025 – APRIL 30, 2026) 135% 125% 115% 105% 95% 85% 75% January February March April May June July August September October November December January February March April
Slide 151: Executive Board of FUCHS SE
EXECUTIVE BOARD OF FUCHS SE Stefan Fuchs Dr. Timo Reister Esma Saglik Mathieu Boulandet Dr. Ralph Rheinboldt CEO Deputy CEO CFO CTO • Human Resources • Asia-Pacific • Finance & Controlling • R&D • EMEA • Corporate Marketing • Americas • Digitalization • Product Management • Industry Division • Commu
Slide 152: Supervisory Board of FUCHS SE
SUPERVISORY BOARD OF FUCHS SE Dr. Christoph Loos Dr. Susanne Fuchs Ingeborg Neumann Chairman Deputy Chairwoman Chairwoman of the Audit Committee Dr. Markus Steilemann Jens Lehfeldt Ayten Barisik Employee Representative Employee Representative l 152
Slide 153: Executive compensation & FUCHS shares
EXECUTIVE COMPENSATION & FUCHS SHARES Executive Board Supervisory Board >50% ≥20% of multi-year variable compensation (LTI) of fixed 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
Slide 154: Financial calendar & contact
FINANCIAL CALENDAR & CONTACT May 2026 June 2026 • 05/06 Annual General Assembly, Mannheim • Roadshows • 05/12 UBS Pan European Small and Mid-Cap Conference 2026, London • 05/20 - 05/21 Berenberg European Conference, New York • 05/26 dbaccess Conference, Frankfurt July 2026 August 2026 • 07/31 Half-y
Slide 155: 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