Fuchs Se · XETR:FPE

Fuchs — Investor Presentation (October 2024)

97 slides from Fuchs's investor presentation, October 2024

1. Slide 1: FUCHS Group Investor Presentation

   FUCHS GROUP Investor Presentation | October 2024 | Isabelle Adelt, Chief Financial Officer | Lutz Ackermann, Head of Investor Relations

2. Slide 2: Agenda

   Agenda 01 | Business Model 05 | Financial targets 02 | Financial Results H1 2024 06 | FUCHS - a convincing investment 03 | FUCHS2025 07 | Appendix 04 | Megatrends  Sustainability  E-Mobility  Digitalization l2

3. Slide 3: Business Model

   01 Business Model

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 €3.5 bn family-owned business sales in 2023 A full range of over 10,000 Around 6,200 employees Preference share is listed in the MDAX 55 companies wo

5. Slide 5: The Leading Independent Lubricants Company

   THE LEADING INDEPENDENT LUBRICANTS COMPANY Manufacturers Independent Major oil lubricant companies manufacturers1 >100 >700 Number 1 independent  High degree of fragmentation lubricant company  Concentration especially amongst smaller companies Market Shares >700 Top 10 manufacturers manufacturers

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: FUCHS2025 – Strategy Perspective

   FUCHS2025 – STRATEGY PERSPECTIVE BUSINESS MODEL MEGATRENDS GROWTH E-MOBILITY LUBRICANTS Significant opportunities Unique FUCHS business for FUCHS in fast model based on strict developing markets application focus and tailormade solutions SUSTAINABILITY GROWTH FUCHS empowers its FUCHS will exploit gr

8. Slide 8: FUCHS2025 – Strategy Perspective

   FUCHS2025 – STRATEGY PERSPECTIVE UNIQUE BUSINESS MODEL BASED ON STRICT APPLICATION FOCUS AND TAILORMADE SOLUTIONS THE PRINCIPAL DUTIES OF A LUBRICANT: ENSURE THE EFFICIENT OPERATION AND PRESERVATION OF MOVING PARTS Reduce friction and Separate surfaces Cool machinery and Protect surfaces Transfer en

9. Slide 9: Lubricants Enable Innovation

   LUBRICANTS ENABLE INNOVATION FUCHS HAS THE SOLUTIONS TO HELP CUSTOMERS WITH THEIR TECHNOLOGY TRANSFORMATION l9

10. Slide 10: E-Mobility

    E-MOBILITY SIGNIFICANT OPPORTUNITIES IN FAST-GROWING MARKETS Mobility change is on a ~ $3bn of new market for Mobility change comes Globally the number of fast track: today main functional fluids of which we with additional combustion engines will focus on batteries see on a conservative basis requi

11. Slide 11: Sustainability

    SUSTAINABILITY FUCHS EMPOWERS ITS CUSTOMERS TO PERFORM MORE SUSTAINABLY FUCHS drives We empower our Lubricants are by The basic idea of sustainability along the customers to perform nature a contributor to sustainability comes entire value chain more sustainably lower the CO2 with additional leading

12. Slide 12: Digitilization

    DIGITILIZATION FUCHS GOES DIGITAL AS A BASIS FOR SMART SERVICES, OPERATIONAL EXCELLENCE AND BUSINESS MODEL INNOVATION Recommended action  Lubricant change  Optimization of process parameters Inline sensors Database Evaluation Trend analysis  Forecast of maximum run-time Additional  Lab analyses

13. Slide 13: Growth

    GROWTH FUCHS WILL EXPLOIT GROWTH OPPORTUNITIES LEADING TO AN EBIT OF €500 MN BY 2025 ~15% EBIT margin Growth via segmentation  Focussed approach €500mn  Segmentation as important structural element €365mn  Harvesting & realizing accelerated growth EBIT EMEA Asia- North and South EBIT Long-term 20

14. Slide 14: Growth: Divisions and Segmentation

    GROWTH DIVISIONS AND SEGMENTATION ARE THE BASIS OF FUCHS’ FUTURE GROWTH Develop new products in the Diversification wider area of lubricants  Vertical: e.g. additives, etc.  e.g. cleaners, car care, etc.  Horizontal: e.g. adhesives, etc. New  e.g. services, circular economy, etc.  Lateral: e.g.

15. Slide 15: We Are Where Our Customers Are

    WE ARE WHERE OUR CUSTOMERS ARE IN OVER 50 COUNTRIES GROUP COMPANY AND PRODUCTION LOCATIONS 33 Production locations 55 Operating companies 64%* 16% As at December 31, 2023 17% Regional workforce structure *incl. Holding *incl. Holding l 15

16. Slide 16: Full-Line Supplier Advantage

    FULL-LINE SUPPLIER ADVANTAGE OVER 10,000 LUBRICANTS AND RELATED SPECIALTIES FOR MORE THAN 100,000 CUSTOMERS WORLDWIDE Sales 2023: €3.5 bn (~75% international) by customer location Automotive Lubricants Industrial Lubricants ~45% ~55% Engineering  Engine oils  Cutting & grinding fluids  Gear and t

17. Slide 17: 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 Off-Highway Vehicles and Transportation  Mainly through distributors  Aerospace  Marine 6% 2%  Garages  Railway  Agriculture 6% 2

18. Slide 18: Hightech Lubricants on the Rise

    HIGHTECH LUBRICANTS ON THE RISE Market Demand FUCHS Sales (by customer location) -0.04 p.a % +6 p.a % € 3,541mn 36.0 mn t 35.7 mn t 52% 36% 26% (1,834) 29% +6 p.a % 35% 19% (683) € 902 mn +5 p.a % 44% 59% (531) 29% 29% (1,024) 24% (219) +9 p.a % 17% (152) 2000 2023 2000 2023 EMEA Americas APAC l 18

19. Slide 19: 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 2023 Sales revenues l 19

20. Slide 20: Investment in the Future

    INVESTMENT IN THE FUTURE CAPEX PROGRAMM TO ACCELERATE PROFITABLE GROWTH SUCESSFULLY FINISHED Five 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 T

21. Slide 21: Strong Track Record of Integrating Businesses

    STRONG TRACK RECORD OF INTEGRATING BUSINESSES MOST IMPORTANT TRANSACTIONS OVER THE LAST 15 YEARS (GLOBAL) (DE) (SE) (AU) (US) € 46 mn (GER) € 21 mn € 135 mn € 140 mn € 25 mn € 40 mn 2010 2015 2019 2024 2014 2016 2022 (DE) Lubricants Start of (ZA) (GB) (US) (US) business: € 15 mn € 15 mn € 15 mn € 11

22. Slide 22: Successful Completion of the LUBCON Acquisition

    SUCCESSFUL COMPLETION OF THE LUBCON ACQUISITION FAMILY BUSINESS WITH A FOCUS ON HIGH-PERFORMANCE SPECIALTY LUBRICANTS  Very good market position in the specialties segment  Expansion of existing key markets  Diversification into new segments  Strengthening of global footprint TECHNOLOGIE-  Sale

23. Slide 23: Letter of Intent for the Acquisition of STRUB & Co. AG

    LETTER OF INTENT FOR THE ACQUISITION OF STRUB & CO. AG FAMILY BUSINESS IN SWITZERLAND WITH A FOCUS ON INDUSTRIAL LUBRICANTS AND SPECIALTIES  STRUB has a good market position with production in Reiden, Switzerland  STRUB gives FUCHS a basis in Switzerland for bundling existing business (LUBCON, exp

24. Slide 24: 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

25. Slide 25: Financial Results 9M 2024

    02 Financial Results 9M 2024

26. Slide 26: Highlights 9M 2024

    HIGHLIGHTS 9M 2024 STRONG NINE-MONTH RESULT IN CHALLENGING MARKET ENVIRONMENT €2,666 mn  Slightly lower sales from currency 9M 2024 Outlook FY 2024 confirmed  Sales: ~ €3.6 bn Sales down 1% yoy effects  EBIT: ~ €430 mn  EBIT growth driven by all regions; €334 mn margin at 12.5% reflecting furthe

27. Slide 27: Sales Development

    SALES DEVELOPMENT 3% € mn 936 902 902 886 876 877 887 870 832 843 808 742 714 718 Q2 '21 Q3 Q4 Q1 '22 Q2 Q3 Q4 Q1 '23 Q2 Q3 Q4 Q1 '24 Q2 Q3 l 27

28. Slide 28: EBIT Development

    EBIT DEVELOPMENT 3% € mn 113 116 107 111 100 103 100 97 90 93 88 87 85 84 Q2 '21 Q3 Q4 Q1 '22 Q2 Q3 Q4 Q1 '23 Q2 Q3 Q4 Q1 '24 Q2 Q3 l 28

29. Slide 29: 9M 2024 Group Sales

    9M 2024 GROUP SALES € mn 2,698 7 2,666 -4 -35 (0%) (0%) (-1%) -32 (-1%) 9M 2023 Organic External Currency 9M 2024 l 29

30. Slide 30: 9M 2024 KPI Summary

    9M 2024 KPI SUMMARY KPI in € mn 9M 2024 9M 2023  Sales down 1% due to currency effects; good business development compensates for price adjustments Sales 2,666 2,698  Gross margin at 34.6%, well above previous year’s figure of 31.9% Cost of sales -1,744 -1,836 driven by lower raw material costs Gr

31. Slide 31: Europe, Middle East, Africa

    EUROPE, MIDDLE EAST, AFRICA  Sales down 1% from price adjustments in almost all companies; KPI in € mn 9M 2024 9M 2023 overall moderate business growth Sales 1,544 1,566  External growth through acquisition of LUBCON Group in July Organic growth -31 (-2%) 91 (6%)  Positive currency effects from P

32. Slide 32: Asia-Pacific

    ASIA-PACIFIC KPI in € mn 9M 2024 9M 2023  Sales remain at the previous year’s level Sales 739 738  Organic growth of 3% due to positive business development, Organic growth 19 (3%) 90 (13%) especially from Australia and China; India also continuing its upward trend External growth - -  Negative c

33. Slide 33: North and South America

    NORTH AND SOUTH AMERICA KPI in € mn 9M 2024 9M 2023 Sales 511 523  Sales down 2% mainly due to high negative currency effects Organic growth 7 (2%) 63 (13%)  Price increases in South America as a result of hyperinflation in Argentina are offset by price adjustments in North America External growth

34. Slide 34: Net Liquidity

    NET LIQUIDITY Free cash flow before acq. €194 mn 26 € mn 235 22 -89 -79 112 -146 -100 -41 -60 Net liq. Dec. Earnings D&A ./. NOWC Other SBB Dividend Acquisitions Other Net liq. Sept. 2023 after tax Capex Changes Changes 2024 l 34

35. Slide 35: Net Operating Working Capital (NOWC)

    NET OPERATING WORKING CAPITAL (NOWC) Q3 24 vs Q4 23: Inventories +€53 mn Rec. ./. Liab. +€57 mn € mn Rec. ./. Liab.* Inventories 871 NOWC (in %) 823 839 798 729 236 671 262 261 262 205 543 164 495 577 635 537 561 162 507 524 136 381 359 25.0% 22.6% 22.7% 23.2% 23.3% 21.8% 21.6% 19.4% Q4 2019 Q4 2020

36. Slide 36: Different Price Developments for Raw Material Basket

    DIFFERENT PRICE DEVELOPMENTS FOR RAW MAT. BASKET Q3 Q4 and beyond Different price trends regionally: US prices higher due to hurricane Base season; Europe slightly lower; Pricing expected to be largely Oils Asia with further reductions on stable across all regions light grades while heavy grades rem

37. Slide 37: 2024 Outlook Marking a Step Towards EBIT Target 2025

    2024 OUTLOOK MARKING A STEP TOWARDS EBIT TARGET 2025 March, 12th October, 30th: Confirming 2023 2024 outlook from KPI* in € mn March,12th Sales 3,541 ~ 3,600 Slight sales growth mainly volume-driven, assuming mostly stable prices EBIT 413 ~ 430 Strict cost management vs. inflation- and S/4 Hana roll

38. Slide 38: FUCHS2025

    03 FUCHS2025 New Mindset for Future Challenges

39. Slide 39: Clear Value Proposition

    CLEAR VALUE PROPOSITION VISION MISSION STATEMENT LUBRICANTS. Being First Choice TECHNOLOGY. PEOPLE. VALUES PURPOSE Trust, Creating Values, MOVING Respect, Reliability, YOUR Integrity WORLD l 39

40. Slide 40: FUCHS 2025

    FUCHS 2025 Culture High performance, open feedback & hierarchy-free communication Strategy Structure Topline growth based on market Organizational set-up & new positions segmentation l 40

41. Slide 41: 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 41

42. Slide 42: FUCHS2025 Highlights

    FUCHS2025 HIGHLIGHTS  Further standardize production &  Better market penetration through market procurement processes segmentation Operational  Harmonize systems based on global Customer &  Develop a global service portfolio by Excellence structures Market Focus 2025  Technology Leadership in

43. Slide 43: Moving Your World

    MOVING YOUR WORLD WHAT: Delivering Efficient Lubrication Solutions Technical Leading Customer Sustainable Expertise Solutions Orientation Attitude HOW: UNCONDITIONALLY RELIABLE Customers trust us. And they trust us to find the solution. Because we make zero compromises. With unconditional reliabilit

44. Slide 44: Growth via Segments

    GROWTH VIA SEGMENTS Global Divisions Market Segments (MS) Automotive Aftermarket Segment 1 OEM Segment 2 (Global MS) Mining Segment 3 Industrial Segment… Specialty l 44

45. Slide 45: FUCHS Is Well Positioned to Profit from Global Growth Markets

    FUCHS IS WELL POSITIONED TO PROFIT FROM GLOBAL GROWTH MARKETS E-mobility Wind power Food industry Rotary motion Four major target markets Semiconductor Medtech Data centers industry Three further growth markets l 45

46. Slide 46: Megatrends

    04 Megatrends  Sustainability  E-Mobility  Digitalization

47. Slide 47: Our View on Sustainability

    OUR VIEW ON SUSTAINABILITY Economic  Develop markets Social Ecological  Bind & win customers  Secure & increase longterm business Sustain- ability Social  Employee safety & satisfaction  „Corporate Citizenship“  Compliance with human rights Economic Ecological Social  Resource-efficient produ

48. Slide 48: Ecological Sustainability @ FUCHS

    ECOLOGICAL SUSTAINABILITY @ FUCHS PARTNERING WITH THE COMPLETE VALUE CHAIN Exploration Refining/ Design/R&D Manufacturing Distribution/ Usage/ End-of-Life / Processing Retail Consumption Value Leakage Gate-to-Gate* • Investing in climate-protection-projects - compensation CO2-neutral 2020 • Use more

49. Slide 49: Innovative Engineering for Sustainable Solutions

    INNOVATIVE ENGINEERING FOR SUSTAINABLE SOLUTIONS Thanks to our lubricants, machines run more efficiently, which in turn increases their efficiency and lifetime. For example, FUCHS proved with an excavator operated for 8,000 hours that the use of a premium hydraulic oil saves about 9,600 liters of di

50. Slide 50: We Take Action to Reduce FUCHS-Emissions

    WE TAKE ACTION TO REDUCE FUCHS-EMISSIONS ROADMAP TO „NET ZERO“ BY 2040 Reduction • Conversion to renewable, CO₂- by Suppliers neutral raw materials and packaging • 100% Green Energy Supply Cradle-to- • Consequent energy management FUCHS- Gate: • Elimination of waste generation by Up-stream Change ci

51. Slide 51: FUCHS & Circular Economy

    FUCHS & CIRCULAR ECONOMY VALUE CHAIN We understand Circular Economy as a holistic concept along the entire value chain, guided by 3 overarching principles Consumption Exploration Refining/ Design/R&D Manufacturing Distribution/ Usage/ End-of-Life / Processing Retail Consumption Value Leakage Product

52. Slide 52: Market Trend Analysis – Transformation Scenario Until 2040

    MARKET TREND ANALYSIS – TRANSFORMATION SCENARIO UNTIL 2040 Passenger car powertrain type forecast “Accelerated transformation” scenario in Europe Total sales in million units Sales in million units 35.0 CO2 fleet emission targets 2040 No eligibility of fuels 19% In force Projection from renewables -

53. Slide 53: Sustainability Drives New Technologies

    SUSTAINABILITY DRIVES NEW TECHNOLOGIES E-MOBILITY – THE SOURCE OF NEW OPPORTUNITIES Primary target for e-mobility is passenger car and light duty Heavy duty and stationary engines will follow very slowly – long haul and offroad is not feasable or inefficient What does it mean to the markets in the l

54. Slide 54: E-Mobility Ramp Up Scenario: China

    E-MOBILITY RAMP UP SCENARIO: CHINA Car sales • Strong increase in car sales and car Car sales 35 mn Car population population in China • Openness in technology leading to more 6% balanced split between ICE and non-ICE Non-ICE ICE • Even with a fast-growing share of BEVs, 300mn 2021 there will be mor

55. Slide 55: E-Mobility Ramp Up Scenario: Europe

    E-MOBILITY RAMP UP SCENARIO: EUROPE Car sales • Regulation in Europe will lead to ban of Car sales 35 mn Car population ICE cars between 2030 – 2040 • Overall car population expected to be 1% largely stable Non-ICE ICE • Assumption: avg. 5 Mio. additional 242mn 2021 BEVs/year on the road till 2035 1

56. Slide 56: E-Mobility Scenario: USA

    E-MOBILITY SCENARIO: USA Expected impact on the Expectation no No clear path market very limited in significant influence forward the coming years through e-mobility l 57

57. Slide 57: Market Potential: Where We Want to Get

    WHERE WE WANT TO GET? MARKET POTENTIAL Premium cars case $ bn + Premium cars using dielectric coolant 3 Electric Driveline Fluid (EDF) 2,5 FUCHS defines ~50% as relevant Thermal Fluid (TF) 2 1,5 Market in USD ELECTRIC VEHICLE 1 (EV) FLUIDS USED IN PASSENGER VEHICLES, $ BILLION 0,5 0 2020 2025 2030 2

58. Slide 58: E-Mobility Products by Phase: On the Road, Assembly, Manufacturing

    PHASE 3 On the road PHASE 1 Thermal fluids  Manufacturing  Connector greases  Stamping lubricants  Corrosion protection  Metal working fluids for  Cleaners machining processes  Forming oils PHASE 2  Corrosion protection Assembly for transportation  Cleaners  Heat conductive pastes / Gap fi

59. Slide 59: E-Mobility Applications Overview

    Antifriction bearing grease for electric motors Electric non-conductive thermofluids for direct Electric non-conductive battery cooling thermofluids for Corrosion protection for the battery case converter cooling Compressor oil for heat pump and air conditioning E-drive oil for electric motors and g

60. Slide 60: E-Mobility Fluids @FUCHS

    E-MOBILITY FLUIDS @FUCHS Electric Driveline Fluid (EDF) Thermal Fluid (TF) VisionFluid (VF) Wear EDF dry EDF wet EDF wet FC VF (Friction Co Protection No direct Direct contact Lubrication and contact with e- with e-motor ntrol) cooling motor windings windings Direct contact one integrated with e-mot

61. Slide 61: Market Impact New Opportunities

    MARKET IMPACT NEW OPPORTUNITIES Electrolyte market opens up significant business potential Lubricants Strong increase in Small to medium volume Therefore JV with E-Lyte demand especially in products - design to to enter into this market great business model Europe application segment – it is part of

62. Slide 62: Broad Spectrum of Applications for Electrolytes

    BROAD SPECTRUM OF APPLICATIONS FOR ELECTROLYTES Relevant Markets  BEV / Light commercial vehicles  Busses  Drones  Marine / Aircraft / Railway  Computer, Communication und Consumer Electronic l 64

63. Slide 63: Joint Venture with E-Lyte Innovation

    JOINT VENTURE WITH E-LYTE INNOVATION Kaiserslautern, GER Know-How Production and Supply Chain Access to Industry and Gigafactories Established Network in the Elektrolyte Process-Expertise Industry Organization & Infrastructure Technical Know How Global Footprint Embedded in R&D Campus l 65

64. Slide 64: Efficient Lubrication Solutions: FUCHS Smart Solutions Ecosystem

    EFFICIENT LUBRICATION SOLUTIONS BY IMPLEMENTING THE FUCHS SMART SOLUTIONS ECOSYSTEM CUSTOMER FOCUS o FUCHS listens carefully to customers all around the world and understands the specific customer needs o Our lubricants enable our customers to deliver an outstanding performance o We have the knowled

65. Slide 65: FUCHS Smart Solutions: Our Input

    FUCHS SMART SOLUTIONS OUR INPUT Technology Experience Digitalization Solutions o More than 10.000 lubricants for various o 90 years of experience in lubrication and o FluidAnalyzer industries full focus on lubrication o FluidMeter o German technology - globally o Customer service excellence with one

66. Slide 66: Financial Targets

    05 Financial targets

67. Slide 67: Financial Targets – Overview

    FINANCIAL TARGETS - OVERVIEW Growth Profitability Cashflow Strong Clear High cash organic top profitability conversion line growth upside Mid single-digit % Long-term Average cash growth p.a. EBIT margin conversion1 ~15% ~0.8x Upgrade of dividend policy: Increase dividend each year 1) Cash conversio

68. Slide 68: Financial Target 2025

    FINANCIAL TARGET 2025 ~15% EBIT margin €500mn 11.7% EBIT margin €413mn EBIT 2023 EMEA Asia- North and South EBIT Long-term Pacific America 2025 Target l 70

69. Slide 69: Growth Driver 2025

    GROWTH DRIVER 2025 EMEA Asia-Pacific North & South America • Improved market penetration • Improved market penetration • Improved market penetration through segmentation through segmentation through segmentation • Supply Chain & Logistics • Strong growth in all sub regions • Main growth coming from

70. Slide 70: 2025 Target Reflecting Accelerated EBIT Growth

    2025 TARGET REFLECTING ACCELERATED EBIT GROWTH € mn 500 €500mn 413 400 373 383 371 365 363 342 312 313 321 313 293 300 264 250 195 200 172 180 161 129 86 100 0 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 l 72

71. Slide 71: FCF Conversion

    FCF CONVERSION1 STRONG HISTORIC TRACK RECORD – FURTHER IMPROVEMENT AHEAD Strong improvement of FCF and Cash Conversion FCF levers going forward in €mn 1,64 500 • Strict NOWC management; current high level to come down with normalised cost 400 inflation rates going forward 1,08 0,95 0,98 • Maintain C

72. Slide 72: FUCHS - a convincing investment

    06 FUCHS - a convincing investment

73. Slide 73: Breakdown Ordinary & Preference Shares

    BREAKDOWN ORDINARY & PREFERENCE SHARES (OCTOBER 31, 2024) Ordinary shares Preference shares MDAX-listed Free float 45% Free float • DWS >5% 100% • Norges >3% Fuchs family 58% Basis: 65,500,000 ordinary shares Basis: 65,500,000 preference shares Characteristics: Share data: Characteristics: Share dat

74. Slide 74: Dividend Policy

    DIVIDEND POLICY Dividend per Preference Share 22 years of consecutive dividend increases 5% CAGR 1,20 Payout Ratio 2023: 53% 5% 1,11 1,03 1,07 CAGR over the last 10 years 0,97 0,99 1,00 0,95 0,89 0,91 0,77 0,82 31 years 0,80 0,70 without dividend decreases 0,60 0,40 Target: 0,20 Increase dividend ea

75. Slide 75: Committed to Realize Shareholder Value

    COMITTED TO REALIZE SHAREHOLDER VALUE FCF bef. acq. from 2014-2023 Increase 2500 net liq. €2.0 SBB 2000 465 bn M&A Including capex Share buyback programm 2016-2020 61 1500 238 90 of up to €280 mn Dividend 174 payout Continued focus 1000 147 on M&A 142 205 Upgraded 500 232 dividend policy 210 0 2014

76. Slide 76: Balanced Capital Allocation Strategy Supported by Strong Free Cash Flow

    BALANCED CAPITAL ALLOCATION STRATEGY SUPPORTED BY STRONG FREE CASH FLOW CAPEX Acquisitions Return to Shareholders Major investment initiative from 2016- Search for acquisitions fullfilling our Dividend policy: Increase dividend 2020 succesfully completed financial and strategic objectives each year

77. Slide 77: Appendix

    07 Appendix

78. Slide 78: 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

79. Slide 79: Workforce Structure

    WORKFORCE STRUCTURE 6,272 EMPLOYEES GLOBALLY (AS OF DECEMBER 31, 2023) Regional Workforce Structure Functional Workforce Structure Germany 1.736 EMEA w/o (28%) Germany Marketing & Production 2.174 Sales 2.079 (35%) 2.675 (34%) (44%) 6,272 6,272* Asia-Pacific 1.059 R&D Americas Admin 597 (17%) 1.146

80. Slide 80: Unique Track Record for Continued Profitability and Added Value

    UNIQUE TRACK RECORD FOR CONTINUED PROFITABILITY AND ADDED VALUE FUCHS Group (in € mn) 2023 2022 2021 2020 2019 2018 2017 2016 2015 2014 Results of operations Sales revenues (by company location) 3,541 3,412 2,871 2,378 2,572 2,567 2,473 2,267 2,079 1,866 Cost of sales 2396 2,358 1,906 1,524 1,682 1,

81. Slide 81: Unique Track Record for Continued Profitability and Added Value

    UNIQUE TRACK RECORD FOR CONTINUED PROFITABILITY AND ADDED VALUE FUCHS Group (in € mn) 2023 2022 2021 2020 2019 2018 2017 2016 2015 2014 Cash flow Free cash flow 461 59 61 124 162 159 140 164 62 188 Free cash flow before acquisitions 465 61 90 238 175 147 142 205 232 210 Cash Conversion Rate Factor 1

82. Slide 82: Key Environmental Data

    KEY ENVIRONMENTAL DATA FUCHS Group Unit 2023 2022 2021 Absolute gate-to-gate CO₂ Energy emissions from FUCHS companies Absolute energy consumption MWh 236,056 250,399 251,898 were reduced 6.5% year-over-year. Specific energy consumption kWh/ton produced 267 279 263 This corresponds to 8,079 t CO₂ CO

83. Slide 83: Development EBIT – Cost of Capital – FVA

    DEVELOPMENT EBIT – COST OF CAPITAL – FVA € mn 450 413 400 383 371 373 365 EBIT 363 Cost of capital 342 350 321 FVA 312 313 313 293 300 264 257 250 246 250 251 250 230 222 208 205 212 195 193 200 180 186 174 172 183 161 165 158 201 150 137 172 129 110 117 148 100 147 86 132 100 123 71 114 90 96 78 85

84. Slide 84: Regional Sales Revenues

    REGIONAL SALES REVENUES CONSOLIDATED SALES REVENUES FY 2023 2023 2022 2021 (€ mn) (€ mn) (€ mn) EMEA 2,041 2,036 1,710 thereof Germany 898 916 785 Western Europe 740 702 587 Eastern Europe 284 291 241 Africa 119 127 97 55% Asia-Pacific 980 929 855 19% 26% thereof China 564 554 552 Australia 261 242

85. Slide 85: Cash Flow FY 2023

    CASH FLOW FY 2023 € mn FY 2023 FY 2022 Δ in € mn Earnings after tax 283 260 23 Amortization/Depreciation 98 94 4 Changes in net operating working capital (NOWC) 117 -206 323 Other changes 50 -18 68 Capex -83 -69 -14 Free cash flow before acquisitions 465 61 404 Acquisitions -4 -2 -2 Free cash flow 4

86. Slide 86: 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, 2023 – DECEMBER 29, 2023) 130% 120% 110% 100% 90% 01 02 03 04 05 06 07 08 09 10 11 12 Preference Share Ordinary Share DAX MDAX *Price trend including dividends. l 91

87. Slide 87: Quarterly Income Statement

    QUARTERLY INCOME STATEMENT 2021 2022 2023 2024 € mn Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Sales 697 714 718 742 808 832 902 870 936 886 876 843 877 887 902 Gross Profit 255 242 238 230 262 262 274 256 289 285 288 283 296 311 315 Gross Profit margin (in %) 36.6 33.9 33.1 31.0 32.4 31.5 30.4

88. Slide 88: Quarterly Figures by Region

    QUARTERLY FIGURES BY REGION EMEA Asia-Pacific North and South America 2023 Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Sales by company location 552 515 499 475 2,041 252 239 247 241 979 181 171 171 164 687 EBIT before at equity income 48 47 53 58 206 28 24 28 31 113 19 20 23 17 79 in % of sales 8.

89. Slide 89: Quarterly Sales & EBIT by Regions

    QUARTERLY SALES & EBIT BY REGIONS 2022 2023 2024 Sales (€ mn) Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY EMEA 481 506 524 525 2,036 552 515 499 475 2,041 511 516 517 Δ Y-o-Y in % 15 17 23 21 19 15 2 -5 -10 0 -7 0 4 Asia-Pacific 237 217 252 223 929 252 239 247 241 979 245 240 254 Δ Y-o-Y in % 11 3

90. Slide 90: Quarterly Sales Development Split by Regions

    QUARTERLY SALES DEVELOPMENT SPLIT BY REGIONS 2022 2023 2024 Organic Growth (in %) Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY EMEA 15 16 22 21 19 17 5 -2 -8 2 -7 0 2 Asia-Pacific 5 -5 8 2 3 9 19 11 15 13 3 3 2 Americas 18 25 32 26 25 25 13 4 15 14 -2 4 2 FUCHS Group 12 11 19 16 15 17 12 4 3 9 -3 1

91. Slide 91: Supervisory Board of FUCHS SE

    SUPERVISORY BOARD OF FUCHS SE Dr. Christoph Loos Dr. Susanne Fuchs Ingeborg Neumann Chairman Deputy Chairwoman Chairwoman Audit Committee Dr. Markus Steilemann Jens Lehfeldt Cornelia Stahlschmidt Member Employee‘s Representative Employee‘s Representative l 96

92. Slide 92: Management - Executive Board

    MANAGEMENT - EXECUTIVE BOARD Stefan Fuchs Dr. Timo Reister Dr. Sebastian Heiner CEO; Corporate Group Development, HR, PR & Deputy CEO; Asia-Pacific, Americas, Automotive Aftermarket CTO; R&D, Technology, Product Management, Supply Marketing, Strategy Division, Mining Division, OEM Division Chain, Su

93. Slide 93: 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

94. Slide 94: Download: Key Documents for Our Shareholders

    DOWNLOAD: KEY DOCUMENTS FOR OUR SHAREHOLDERS H1 2024 Financial Analyst Our added value Factsheet Reports Call PPT Transparency Shareholder-oriented Annual Dividend Ad hoc Report history releases 2023 Well informed Click & Download l 99

95. Slide 95: FUCHS Capital Market Day 2024 – Register Now

    FUCHS CAPITAL MARKET DAY 2024 REGISTER NOW December 5th 2024 (evening dinner on December 4th 2024) Pfronten @ DMG MORI Registration closes soon – secure your spot now To join our distribution list, please send your contact details to ir@fuchs.com

96. Slide 96: Financial Calendar & Contact

    FINANCIAL CALENDAR & CONTACT Financial Calendar 2024/25 Investor Relations Contact FUCHS SE March 21, 2025 Annual Report 2024 Einsteinstr. 11 68169 Mannheim April 30, 2025 Quarterly Statement Q1 2025 Phone: +49 (0) 621 3802-1110 www.fuchs.com/group/investor-relations May 7, 2025 Annual General Meeti

97. Slide 97: 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 — Investor Presentation (October 2024) on 6ix