Slide 1: FUCHS Group Investor Presentation December 2025
FUCHS GROUP Investor Presentation December 2025
Slide 2: Agenda
Agenda 01 | Business Model 05 | FUCHS – a profitable growth story 02 | Financial Results Q1-3 2025 06 | Appendix 03 | FUCHS2025 04 | Megatrends E-Mobility Sustainability Digitalization 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: 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. l4
Slide 5: What do lubricants actually do?
What do Lubricants Actually do? Protect surfaces from Reduce friction and corrosion and wear wear in moving systems Cool machines Transfer energy and equipment l5
Slide 6: Almost everywhere
Where do Lubricants Contribute to Daily Live? Almost Everywhere … l6
Slide 7: ll
ll 7 7
Slide 8: l8
l8
Slide 9: Moving your world
MOVING YOUR WORLD
Slide 10: l
l 10
Slide 11: Moving your world
MOVING YOUR WORLD
Slide 12: l
l 12
Slide 13: Moving your world
5 wi 5] A ay ee ; a vin x Nex & “~ as e pu © 43 : f ‘ feb MOVING YOUR WORLD
Slide 14: FUCHS is unique in our industry
FUCHS is unique in our industry What is our USP? Close to our Full Best team Stable customers – product in our shareholder all over the offering industry & no debt world l 14
Slide 15: We're extremely close to our customers
No matter where in the world We’re extremely close to our customers 12 21 Total 42 Production locations 71 Operating companies As of December 31, 2024 l 15
Slide 16: Business Model
01 Business Model
Slide 17: FUCHS at a glance
FUCHS AT A GLANCE The Fuchs family holds No. 1 among the independent 58% of suppliers of lubricants ordinary shares Established 3 generations ago as a €3.5 bn family-owned business sales in 2024 A full range of over 10,000 Around 6,700 employees Preference share is listed in the MDAX 71 companies wo
Slide 18: 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 19: Hightech lubricants on the rise
HIGHTECH LUBRICANTS ON THE RISE Market Demand FUCHS Sales (by customer location) -0.01 p.a % +6 p.a % 36.0 mn t 35.9 mn t €3,525 mn 26% 36% 52% (1,821) 31% 35% 19% €902 mn (676) 43% 29% 59% (531) 29% (1,028) 24% (219) 17% (152) 2000 2024 2000 2024 APAC Americas EMEA l 19
Slide 20: Our unique business model is the basis for 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 21: We are where our customers are
WE ARE WHERE OUR CUSTOMERS ARE IN OVER 50 COUNTRIES GROUP COMPANY AND PRODUCTION LOCATIONS 42 Production locations 71 Operating companies 66%* 17% As of December 31, 2024 17% Regional workforce structure *incl. Holding *incl. Holding l 21
Slide 22: 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
Slide 23: 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 2024 Sales revenues l 23
Slide 24: 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
Slide 25: Strong track record of integrating businesses
STRONG TRACK RECORD OF INTEGRATING BUSINESSES MOST IMPORTANT TRANSACTIONS OVER THE LAST 15 YEARS (GLOBAL) (GER) (SE) (AU) (US) (GER) (SUI) €21 mn €135 mn €140 mn €25 mn €46 mn €40 mn €15 mn 2010 2015 2019 2024 2014 2016 2022 2025 (GER) Food Gr. Lub. (GER) (US) (ZA) (GB) (US) €7 mn (US) €15 mn €15 mn
Slide 26: 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 Previous acquisitions of LUBCON’s Swiss subsidiary
Slide 27: Successful acquisition of LUBCON
SUCCESSFUL ACQUISITION OF LUBCON MAINTAL, GERMANY Strong market position in the specialties segment, focus on high-performance specialty lubricants Expansion of existing key markets and diversification into new segments Sales revenues around €40 mn with 13 operating companies, 5 production sit
Slide 28: Acquisition of STRUB
ACQUISITION OF STRUB REIDEN, SWITZERLAND Strong market position with production in Switzerland; focus on industrial lubricants and specialties Strengthening of global footprint Sales revenues approx. €15 mn with 40 employees l 28
Slide 29: Acquisition of BOSS Lubricants
ACQUISITION OF BOSS LUBRICANTS ALBSTADT, GERMANY Strong market position; focus on specialty lubricants Addition of further expertise in the markets of medical and safety technology Sales revenues approx. €7 mn with 20 employees l 29
Slide 30: 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 31: Financial Results Q1-3 2025
02 Financial Results Q1-3 2025
Slide 32: Highlights of the first nine months of 2025
HIGHLIGHTS OF THE FIRST NINE MONTHS OF 2025 SOLID EARNINGS DEVELOPMENT – ON TRACK TO REACH OUTLOOK Q1-3 2025 Outlook FY 2025 €2,700 mn Business expansion and external confirmed Sales up 1% yoy growth despite challenging market Sales: on prev. year’s level environment and FX headwinds (€3,525 mn)
Slide 33: Quarterly sales development
QUARTERLY SALES DEVELOPMENT € mn -1% +2% 902 924 876 877 887 880 896 843 859 Q3 ’23 Q4 Q1 ’24 Q2 Q3 Q4 Q1 ’25 Q2 Q3 l 33
Slide 34: Quarterly EBIT development
QUARTERLY EBIT DEVELOPMENT € mn +1% +16% 116 117 113 111 107 108 100 100 101 Q3 ’23 Q4 Q1 ’24 Q2 Q3 Q4 Q1 ’25 Q2 Q3 l 34
Slide 35: Group sales Q1-3 2025
GROUP SALES Q1-3 2025 € mn 2,666 2,700 42 43 -51 (1%) (2%) (-2%) 34 (1%) Q1-3 2024 Organic External Currency Q1-3 2025 l 35
Slide 36: KPI summary Q1-3 2025
KPI SUMMARY Q1-3 2025 Sales up 1% year over year led by external growth and business KPI in € mn Q1-3 2025 Q1-3 2024 expansion, partially offset by negative currency effects Sales 2,700 2,666 Organic growth in the Asia-Pacific and Americas regions along with positive contribution from acquisitio
Slide 37: Europe, Middle East, Africa
EUROPE, MIDDLE EAST, AFRICA Sales up 1% year over year driven by acquisitions amid softer organic KPI in € mn Q1-3 2025 Q1-3 2024 performance Sales 1,556 1,544 Germany impacted by challenging automotive manufacturing market; Other European countries below prior year; South Africa with Organic gr
Slide 38: Asia-Pacific
ASIA-PACIFIC Sales up 3% year over year driven by strong organic growth that KPI in € mn Q1-3 2025 Q1-3 2024 overcompensates negative currency effects Sales 763 739 China remains on growth trajectory supported by specialty business; India and Australia also with good business performance Organic
Slide 39: North and South America
NORTH AND SOUTH AMERICA Sales up 2% year over year led by regional business expansion KPI in € mn Q1-3 2025 Q1-3 2024 External growth, amongst others due to the long-term trading partner Sales 521 511 in Peru and IRMCO, a specialist in lubricant solutions for metal forming Organic growth 24 (5%)
Slide 40: Net liquidity
NET LIQUIDITY € mn Free cash flow before acq. €181 mn 24 228 15 -86 41 -153 30 -23 -16 Net. liq. Earnings D&A ./. Capex NOWC Other Changes Dividend Aquisitions Other Changes Net liq. Dec. 24 after tax Sept 25 l 40
Slide 41: Net operating working capital (NOWC)
NET OPERATING WORKING CAPITAL (NOWC) € mn Q3 25 vs Q4 24: Inventories + €13 mn Receivables ./. Payables + €42 mn Inventories Receivables ./. Payables NOWC (in %) -2% 7% 871 823 839 829 824 798 798 768 236 729 671 262 262 246 227 243 261 201 205 164 635 583 537 561 577 567 571 580 507 524 25.0% 23.3%
Slide 42: Different price developments for raw material basket
DIFFERENT PRICE DEVELOPMENTS FOR RAW MAT. BASKET Q3 Q4 and beyond Overall, minor price Base movements on USD base; Oils devaluation of USD vs. EUR with slightly positive impact Prices are expected to soften, potential impact of tariffs as well as foreign exchange rates remain to be seen Prices for a
Slide 43: Confirmation of the 2025 outlook adjusted in July
CONFIRMATION OF THE 2025 OUTLOOK ADJUSTED IN JULY Current Actual March outlook2 2024 2025 2025 KPI1 in € mn on prev. Sales 3,525 ~ 3.7 year’s level Slightly higher volumes offset by negative currency effects on prev. Additional measures vs. higher personnel and EBIT 434 ~ 460 year’s level digitaliza
Slide 44: FUCHS 2025
03 FUCHS 2025 New Mindset for Future Challenges
Slide 45: 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 45
Slide 46: 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 46
Slide 47: 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 47
Slide 48: 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
Slide 49: 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
Slide 50: 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 50
Slide 51: 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 51
Slide 52: 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
Slide 53: From FUCHS2025 to FUCHS100
CONTINOUS DEVELOPMENT OF CORPORATE STRATEGY From FUCHS2025 (2019 – 2025) to FUCHS100 (2026-2031) l 53
Slide 54: FUCHS100 Strategy
FUCHS 100 Strategy 100 years FUCHS December 2025 January 2026 December 2031 FUCHS 2025 FUCHS 100 WHO? Timo Reister (sponsor) + strategy department (project lead) WHAT? • Growth strategy (growth through segmentation & efficiency) • Responses to megatrends • Evolution not revolution • Less is more (st
Slide 55: Megatrends
04 Megatrends E-Mobility Sustainability Digitalization
Slide 56: E-Mobility
E-MOBILITY Lp 156 MOVING YOUR WORLD
Slide 57: 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 l 60
Slide 58: We are the enabler of mobility
WE ARE THE ENABLER OF MOBILITY Customers increasingly rely on FUCHS to develop customized solutions for them: automotive fluids market becomes more complex and R&D-driven with three main focal points: RANGE / PERFORMANCE SAFETY / RELIABILITY UPTIME / AVAILABILITY Key Success Factors: • Our strong FU
Slide 59: Market potential: expected revenue (BEV & FCEV)
MARKET POTENTIAL: EXPECTED REVENUE (BEV & FCEV - OEM FF1) (in € bn) Thermal Fluid (TF) 1.0 0.9 0.7 0.5 0.5 0.4 0.3 0.2 0.2 0.1 0.1 0.0 0.0 2023 2025 2030 2035 2040 Oil Water based Note: (1) OEM FF=OEM First Fill. l 62
Slide 60: Market potential: expected revenue (BEV & PHEV)
MARKET POTENTIAL: EXPECTED REVENUE (BEV & PHEV – OEM FF1 & AAM2) (in € bn) Electric Driveline Fluid (EDF) & Dedicated Hybrid Transmission Fluid (DHTF) 3.0 2.5 2.0 2.0 1.2 1.0 0.5 0.3 0.0 2023 2025 2030 2035 2040 EDF & DHTF Note: (1) OEM FF=OEM First Fill. (2) AAM=Automotive Aftermarket. l 63
Slide 61: 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
Slide 62: Sustainability
SUSTAINABILITY l 65
Slide 63: We stay fully committed to our sustainability approach
We stay fully committed to our sustainability approach EMPOWERING ENGINEERING to perform more sustainably to make change happen Efficient lubrication solutions save Transforming our technologies, energy, resources and CO2 processes and raw materials Social projects for education Achieving gr
Slide 64: 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 67
Slide 65: 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 68
Slide 66: 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 67: 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 70
Slide 68: Reduce friction and wear
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 71
Slide 69: 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 70: 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 73
Slide 71: 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 74
Slide 72: 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 75
Slide 73: 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 76
Slide 74: 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 75: Two giant leaps to net zero emissions
TWO GIANT LEAPS TO NET ZERO EMISSIONS Main Contributor: Purchased raw materials (fossil-based) -25% Scope 3 Value Chain (97%) Main Contributors: Emissions Heating and Electricity NEAR-TERM GOALS LONG-TERM GOAL -42% Scope 1 + 2* Operational -90% Emissions (3%) 2023 2030 2035 2040 2050 *Base Year 2021
Slide 76: 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 77: Our sustainability ratings continue to improve
OUR SUSTAINABILITY RATINGS CONTINUE TO IMPROVE Continuous FUCHS started FUCHS responds Current Rating “C” improvement in CDP disclosure in to customer requests – compared to an rating score 2018 on a local basis. The industry average of following results “C-” From “BB” in April Since 201
Slide 78: Pioneering climate strategies
Pioneering Climate Strategies FUCHS SE receives Global Transition Award 2023 l 81
Slide 79: Digitalization
DIGITALIZATION l 82
Slide 80: 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 81: FUCHS goes digital – our North Star
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 82: FluidsConnect
Web-based management tool FluidsConnect 2 Optimized fluids • Individually designed dashboards & resource use • Tracking of fluid condition and trends • Scheduling of maintenance activities • Remote access to key operating data • Assists in data-based decision making l 85
Slide 83: Transform2Grow – moving to a digital core
TRANSFORM2GROW – MOVING TO A DIGITAL CORE Beginning 2026 Our Transform2Grow (T2G) Project as part our digital strategy WHY are we doing it? SAP S/4HANA • Foundation for next chapter of growth • Re-think & optimize our processes, data structures, reporting, governance and IT architecture Implementati
Slide 84: FUCHS – a profitable growth story
05 FUCHS – a profitable growth story
Slide 85: Financial targets
FINANCIAL TARGETS Mid single-digit percentage Long-term EBIT margin % ~15% annual sales growth Average cash conversion rate Increase of dividend 0.8x € each year l 88
Slide 86: Financial targets: long-term EBIT development
FINANCIAL TARGETS STRONG HISTORICAL GROWTH PAVES THE WAY TO ACHIEVING FINANCIAL TARGETS (in € mn) Long-term EBIT development 500 450 434 413 400 383 371 373 363 365 342 350 321 312 313 313 293 300 264 250 250 195 200 172 180 161 150 129 100 86 50 0 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2
Slide 87: Financial targets: long-term sales development
FINANCIAL TARGETS STRONG HISTORICAL GROWTH PAVES THE WAY TO ACHIEVING FINANCIAL TARGETS (in € mn) Long-term sales revenue development 4,000 3,541 3,525 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 1,00
Slide 88: FUCHS – a value creating investment
FUCHS – A VALUE CREATING INVESTMENT 01 Unique business model: Asset-light business model with a focus on high- performance products and a diversified customer portfolio across 25+ industries 02 Independency: 58% of the FUCHS ordinary shares are held by the Fuchs family, the company is not vertically
Slide 89: Breakdown ordinary & preference share
BREAKDOWN ORDINARY & PREFERENCE SHARE (MARCH 31, 2025) Ordinary shares Preference shares MDAX-listed Free float 42% 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 data:
Slide 90: FCF conversion with strong historic track record
FCF CONVERSION1 WITH STRONG HISTORIC TRACK RECORD – FURTHER IMPROVEMENT AHEAD FCF LEVERS GOING FORWARD (in € mn) 1.64 Free Cash Flow 500 ~ €2.3 bn Total cash generation (2014-2023) 400 1.08 1.01 0.95 0.98 Working Capital 300 0.79 0.77 Strict NOWC management: Current high Ø 0.80x level to come down w
Slide 91: Balanced capital allocation approach
BALANCED CAPITAL ALLOCATION APPROACH (in € mn) Free Cash Flow bef. Acquisition 2,500 €2.3 bn Including capex 306 2,000 program 2016-2020 M&A 1/3 Continued focus on M&A 465 1,500 61 90 238 Share Buybacks 1,000 174 + 147 SBB Dividend increases 142 + 2/3 each year Dividend 500 205 payout 232 210 0 2014
Slide 92: Over two decades of dividend growth
OVER TWO DECADES OF DIVIDEND GROWTH, SIGNIFICANTLY CONTRIBUTING TO SHAREHOLDER VALUE 23 years • Increasing efficiency 1.17 1.11 through automated 1.03 1.07 0.99 production methods 0.91 0.95 0.97 of consecutive dividend 0.82 0.89 increases 0.77 • Reducing0.65 costs 0.70 and emissions through energy-
Slide 93: FUCHS preference share is the leading dividend aristocrat in Germany
FUCHS PREFERENCE SHARE IS THE LEADING DIVIDEND ARISTOCRAT (-CANDIDATE) IN GERMANY1 FUCHS MDAX 1st 23 Cewe SDAX 2nd YEARS SAP DAX 3rd Symrise DAX Nexus DAX Nemetscheck 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 (
Slide 94: Appendix
06 Appendix
Slide 95: 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 96: Workforce structure
WORKFORCE STRUCTURE 6,781 EMPLOYEES GLOBALLY (AS OF DECEMBER 31, 2024) Regional Workforce Structure Functional Workforce Structure Germany 1,994 EMEA w/o (28%) Germany Marketing & Production 2,346 Sales 2,263 (35%) 2,856 (34%) (43%) 6,781 6,781* Asia-Pacific R&D 1,116 Americas Admin 641 (17%) 1,164
Slide 97: Unique track record for continued profitability and added value
UNIQUE TRACK RECORD FOR CONTINUED PROFITABILITY AND ADDED VALUE FUCHS Group (in € mn) 2024 2023 2022 2021 2020 2019 2018 2017 2016 2015 Results of operations Sales revenues (by company location) 3,525 3,541 3,412 2,871 2,378 2,572 2,567 2,473 2,267 2,079 Cost of sales 2,310 2,396 2,358 1,906 1,524 1
Slide 98: Unique track record for continued profitability and added value
UNIQUE TRACK RECORD FOR CONTINUED PROFITABILITY AND ADDED VALUE FUCHS Group (in € mn) 2024 2023 2022 2021 2020 2019 2018 2017 2016 2015 Cash flow Free cash flow 205 461 59 61 124 162 159 140 164 62 Free cash flow before acquisitions 306 465 61 90 238 175 147 142 205 232 Cash Conversion Rate Factor 1
Slide 99: Key environmental data
KEY ENVIRONMENTAL DATA FUCHS Group Unit 2024 2023 2022 Energy Absolute cradle-to-grave CO₂e Absolute energy consumption MWh 274,210 278,041 287,575 emissions from FUCHS companies Specific energy consumption kWh/revenue in € 77.79 78.52 84.28 were reduced ~1% year-over-year. CO₂e emissions – Cradle-t
Slide 100: Development EBIT – cost of capital – FVA
DEVELOPMENT EBIT – COST OF CAPITAL – FVA (in € mn) 450 434 413 400 383 371 373 365 EBIT 363 Cost of capital 342 350 321 FVA 312 313 313 293 300 264 257 250 246 250 251 245 250 222 230 208 205 212 195 186 193 200 172 180 183 174 161 165 201 137 189 150 129 172 110 117 158 100 147 148 100 86 123 132 7
Slide 101: Regional sales revenues
REGIONAL SALES REVENUES CONSOLIDATED SALES REVENUES FY 2024 2024 2023 2022 (€ mn) (€ mn) (€ mn) EMEA 2,029 2,041 2,036 thereof Germany 866 898 916 Western Europe 729 740 702 Eastern Europe 310 284 291 Africa 124 119 127 52% Asia-Pacific 986 979 929 19% 29% thereof China 564 564 554 Australia 266 261
Slide 102: Cash flow FY 2024
CASH FLOW FY 2024 € mn FY 2024 FY 2023 Δ in € mn Earnings after tax 302 283 19 Amortization/Depreciation 97 98 -1 Changes in net operating working capital (NOWC) -13 117 -130 Other changes 4 45 -41 Capex -83 -83 0 Free cash flow before acquisitions 306 465 -159 Acquisitions -101 -4 -97 Free cash flo
Slide 103: 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, 2024 – DECEMBER 31, 2024) 130% 120% 110% 100% 90% 80% 01 02 03 04 05 06 07 08 09 10 11 12 FPE FPE3 DAX MDAX *Price trend including dividends. l 107
Slide 104: Quarterly income statement
QUARTERLY INCOME STATEMENT 2023 2024 2025 € mn Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Sales 936 886 876 843 877 887 902 859 924 880 896 Gross Profit 289 285 288 283 296 311 315 293 317 309 315 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 Other function costs -188 -1
Slide 105: Quarterly figures by region
QUARTERLY FIGURES BY REGION EMEA Asia-Pacific North and South America 2025 Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Sales by company location 522 517 517 264 242 257 183 167 171 EBIT before at equity income 50 55 58 33 31 38 21 14 22 in % of sales 9.6 10.6 11.2 12.5 12.8 14.8 11.5 8.4 12.9 Incom
Slide 106: Quarterly sales & EBIT by regions
QUARTERLY SALES & EBIT BY REGIONS 2023 2024 2025 Sales (€ mn) Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY EMEA 552 515 499 475 2,041 511 516 517 485 2,029 522 517 517 Δ Y-o-Y in % 15 2 -5 -10 0 -7 0 4 2 1 2 1 0 Asia-Pacific 252 239 247 241 979 245 240 254 247 986 264 242 257 Δ Y-o-Y in % 6 10 -2 8
Slide 107: Quarterly sales development split by regions
QUARTERLY SALES DEVELOPMENT SPLIT BY REGIONS 2023 2024 2025 Organic Growth (in %) Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY EMEA 17 5 -2 -8 2 -7 0 2 -1 -2 -1 -3 -1 Asia-Pacific 9 19 11 15 13 3 3 2 2 2 7 7 8 Americas 25 13 4 15 14 -2 4 2 -6 0 8 1 6 FUCHS Group 17 12 4 3 9 -3 1 2 -1 0 2 0 2 2023 20
Slide 108: 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 112
Slide 109: 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 110: 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 111: Download: key documents for our shareholders
DOWNLOAD: KEY DOCUMENTS FOR OUR SHAREHOLDERS Q1-3 2025 Financial Investor Our added value Factsheet Reports PPT Transparency Shareholder-oriented Q3 Dividend Ad hoc Financial history releases Report Well informed Click & Download l 116
Slide 112: Financial calendar & contact
FINANCIAL CALENDAR & CONTACT December 2025 February / March 2026 • 12/03/2025 BoFa European Materials Conference, London • 03/20/2025 Annual Report 2025 • 12/04/2025 Berenberg European Conference, London January 2026 • 01/08/2026 – 01/09/2026 ODDO BHF Forum, Lyon • 01/12/2026 – 01/13/2026 German Inv
Slide 113: 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