Slide 1: FUCHS Group Investor Presentation
FUCHS GROUP Investor Presentation | September 2021 | Lutz Ackermann, Head of Investor Relations | Claudia Rippke, Specialist Investor Relations
Slide 2: Agenda
Agenda 01 | The Leading Independent Lubricants Company 02 | FUCHS2025 03 | H1 2021 04 | Shares 05 | Appendix Click to navigate Download relevant documents l2
Slide 3: The Leading Independent Lubricants Company
01 The Leading Independent Lubricants Company
Slide 4: FUCHS at a glance
FUCHS at a glance The Fuchs family holds No. 1 among the independent 55% of suppliers of lubricants ordinary shares Established 3 generations ago as a €2.4 bn family-owned business sales in 2020 A full range of over 10,000 Around 5,700 Preference share is listed lubricants and related employees in t
Slide 5: Top lubricant manufacturers
Top 20 lubricant manufacturers1 Manufacturers Independent Major oil lubricant companies manufacturers2 >100 >600 Number 1 independent ▪ High degree of fragmentation lubricant company ▪ Concentration especially amongst smaller companies Market Shares >700 Top 10 manufacturers manufacturers <50% >50%
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
Slide 7: We are where our customers are
We are where our customers are 58 Operating Companies 35 Production Sites 69%* 15% 16% Regional workforce structure l7 *Incl. Holding As of Dec. 2020
Slide 8: Full-line supplier advantage
Full-line supplier advantage 100,000 Customers in more than Sales 2020: €2.4 bn 150 (~80% international) by customer location Countries Automotive Lubricants Industrial Lubricants ~45% ~55% Car industry Manufacturing Engineering e.g. Engine & gear oils, e.g. Industrial oils, hydraulic oils, shock MW
Slide 9: Well balanced customer structure
Well balanced customer structure Top 20 Customers account for ~ 25% sales Engineering / Machinery construction Agriculture and construction Industrial goods manufacturing 7% 6% 18% Sales 2020: Trade, transport and services 29% €2.4 bn Vehicle manufacturing 30% 10% Energy and mining l9
Slide 10: Slight growth in global lubricant demand
Slight growth in global lubricant demand Market Demand FUCHS Sales (by customer location) +0,2 p.a % +164 % € 902 mn € 2,378 mn 36.0 mn t 37.0 mn t 37.4 mn t 27% 28% 52% 36% (1,237) 30% 30% 35% 17% (398) 59% (531) 43% 42% 31% 29% (743) 24% (219) 17% (152) 2000 2020 2023 2000 2020 l 10 EMEA Americas
Slide 11: Investment in the future
Investment in the future R&D expenses 2020: €54 mn Capex 2020: €122 mn € mn € mn 55 54 52 154 47 44 121 122 105 93 80 73 53 58 11 15 PPA 47 11 11 10 2016 2017 2018 2019 2020 2016 2017 2018 2019 2020 Capex Scheduled amortization/depreciation l 11
Slide 12: Capex offensive largely finished
Capex offensive largely finished Investment program from 2016-2020 with ~ €600 mn € mn 200 • Investment program for capacity expansion and production of technologically superior products 150 • From 2016-2020 close to €600 mn capex was spent on the expansion of 100 Mannheim, Kaiserslautern and Chicag
Slide 13: Strong track record of integrating businesses
Strong track record of integrating businesses M&A transactions with more than € 10mn sales (p.a.) (GLOBAL) (DE) (SE) (AU) (US) € 21 mn € 135 mn € 140 mn € 25 mn € 46 mn* 2010 2015 2019 2014 2016 Lubricants (ZA) (GB) (US) (US) € 15 mn € 15 mn € 15 mn € 11 mn * Closing January 24, 2020 l 13
Slide 14: Acquisitions leverage technological edge and specialty exposure
Acquisitions leverage technological edge and specialty exposure ▪ Automotive, medical, aerospace ▪ Longstanding trading partner of ▪ Specialist for silicone greases and gels for many industries and in-vacuum industry FUCHS Italy ▪ Located in Sanford, NC, USA ▪ Sales 2019 USD 50 mn ▪ Sales 2019 of ar
Slide 15: Growth market Africa
Growth market Africa ▪ Africa represents 6% of the global lubricant market ▪ FUCHS intends to increase its presence in this rapidly growing market ▪ FUCHS South Africa generates € 75 million in sales p.a. with 280 employees ▪ Joint ventures were founded in Tanzania and Egypt in 2019 ▪ At the beginni
Slide 16: FUCHS CO2-neutral since 2020
FUCHS CO2-neutral since 2020 ▪ Since 2010 already 30% reduction of energy consumption-specific CO2 emissions per ton of FUCHS lubricant produced ▪ Since 2020, CO2-neutral “gate-to-gate” production ▪ Emissions not yet avoided are offset by compensation measures ▪ Investment in high-quality climate pr
Slide 17: 90 years of experience – for the future
90 years of experience – for the future Milestones of the FUCHS corporate history A modest founder Start of a new era Visionary investments Foundation of the Manfred Fuchs took on In order to continue to grow profitably company "RUDOLF responsibility for the family and sustainably in the future, FUC
Slide 18: FUCHS2025 New Mindset for Future Challenges
02 FUCHS2025 New Mindset for Future Challenges The FUCHS2025 Strategy
Slide 19: FUCHS2025 New Mindset for Future Challenges
FUCHS2025 New Mindset for Future Challenges Global Global customer requirements Digitization New solutions require new ways of operating. And new ways of operation require a new approach and a fresh mindset. E-Mobility l New business models l 19
Slide 20: FUCHS2025 Key Elements
FUCHS2025 Key Elements Culture We want to use these challenges as an opportunity. That is why we are responding to them with a new mindset – an attitude that brings strategy, structure and culture into line in a purposeful way. Strategy Structure l 20
Slide 21: FUCHS2025 – growing from a solid foundation
FUCHS2025 – growing from a solid foundation Based on … • Our full product offering and global setup • Our local entrepreneurship in 60+ subsidiaries • Our performance driven culture and loyal employee base We want to … • Be the partner of our customers around their needs in lubrication solutions • A
Slide 22: FUCHS2025 Strategy Strategic Pillars
FUCHS2025 Strategy Strategic Pillars Global Customer & Technology Six strategic pillars form the base of Strength Market Focus Leader our strategy. They are the guiding principles for our strategic actions to reach our vision for FUCHS2025. Operational People & Sustainability Excellence Organization
Slide 23: FUCHS2025 Strategy Actions
FUCHS2025 Strategy Actions Extensive market segment approach: holistic segmentation of all operations regarding customers and markets and effective alignment of organization towards it In addition initiation of several strategic initiatives with globally staffed cross-functional teams to introduce t
Slide 24: FUCHS2025 Strategy Highlights
FUCHS2025 Strategy Highlights Sustainable revenue growth Better market penetration with operational excellence through market at a 15% EBIT margin and segmentation corresponding FVA growth Technology leadership Overproportionate growth in in the segments we target Asia-Pacific & the Americas until 20
Slide 25: Financial Results H1 2021
_ >? 03 Financial Results H1 2021 Luenicanrs remover, FUCHS PeoPte.
Slide 26: Highlights H1 2021
Highlights H1 2021 Strong H1 in challenging market environment H1 2021 Outlook FY 2021 raised €1,411 mn ▪ Growth strongly driven from ▪ Based on the positive business development in H1, optimistic Sales up 26% yoy automotive industry in China view into H2: ▪ Q2 margin sequentially weaker due to high
Slide 27: Sales development
Sales development 1,120 26% 1,411 € mn 714 697 643 653 656 638 620 616 620 504 Q1 '19 Q2 Q3 Q4 Q1 '20 Q2 Q3 Q4 Q1 '21 Q2 l 27
Slide 28: EBIT development
EBIT development 112 71% 191 € mn 110 101 (92) 91 89 90 77 80 75 72 40 Q1 '19 Q2 Q3 Q4 Q1 '20 Q2 Q3 Q4 Q1 '21 Q2 l 28
Slide 29: H1 2021 Group sales
H1 2021 Group sales € mn 307 10 -26 (27%) (1%) (-2%) 1,411 1,120 291 (26%) H1 2020 Organic Growth External Growth FX H1 2021 l 29
Slide 30: Income Statement H1 2021
Income Statement H1 2020 € mn H1 2021 H1 2020 Δ € mn Δ in % Sales 1,411 1,120 291 26 Gross Profit 497 390 107 27 Gross Profit margin 35.2 % 34.8 % - +0.4 %-points Other function costs -310 -282 -28 10 EBIT before at Equity 187 108 79 73 At Equity 4 4 0 0 EBIT 191 112 79 71 Earnings after tax 136 79
Slide 31: EBIT by regions
EBIT by regions H1 2021 (H1 2020) 4 191 31 (1) (112) (14) € mn 63 (41) 93 (56) EMEA Asia-Pacific Americas Holding/cons. Group EBIT margin before at eq. 10.5% (7.5%) 14.9% (12.8%) 13.8% (7.7%) 13.3% (9.6%) l 31
Slide 32: Cash flow H1 2021
Cash flow H1 2020 € mn H1 2021 H1 2020 Δ in € mn Δ in % Earnings after tax 136 79 57 72 Amortization/Depreciation 42 40 2 5 Changes in net operating working capital (NOWC) -116 -39 -77 >100 Other changes -18 -7 -11 >100 Capex -32 -58 32 -45 Free cash flow before acquisitions 12 15 -3 -20 Acquisition
Slide 33: H1 2021 earnings summary
H1 2021 earnings summary KPI in € mn H1 2021 H1 2020 ▪ Sales growth strongly driven by automotive industry from China Sales 1,411 1,120 ▪ H1 gross profit margin of 35.2% 0.4 %-points up yoy; Q2 margin Cost of sales -914 -730 with 33.9% 2.7%-points lower qoq due to increasing raw material prices and
Slide 34: Europe, Middle East, Africa
Europe, Middle East, Africa ▪ Sales up 23% on prior-year period, which was hit hard by Covid-19 KPI in € mn H1 2021 H1 2020 pandemic; 6% higher than first half of 2019 Sales 850 690 ▪ Almost all countries achieve high double-digit growth Organic growth 162 (23%) -100 (-13%) ▪ Above-average rises in
Slide 35: Asia-Pacific
Asia-Pacific ▪ Strong first half with sales up 33% on first half of 2020; 19% up on KPI in € mn H1 2021 H1 2020 pre-crisis levels in first half of 2019 Sales 424 320 ▪ China remains to benefit from strong demand of automotive sector Organic growth 102 (32%) -34 (-10%) ▪ Sales higher than before the
Slide 36: North and South America
North and South America ▪ Sales around 24% higher than in the prior-year period, which was severely KPI in € mn H1 2021 H1 2020 impacted by the pandemic; 6% higher than H1 2019 thanks to acquisitions Sales 224 181 ▪ External growth of €9 million due to the acquisition of two specialty Organic growth
Slide 37: Significant raw material price increases in 2021
Significant raw material price increases in 2021 European Base Oil Price Development USGC Base Oil Price Development Asia Base Oil Price Development 300% 300% 220% 260% 260% 180% 220% 220% 180% 180% 140% 140% 140% 100% 100% 100% Jan. 21 Mar. 21 Jun. 21 Jan. 21 Mar. 21 Jun. 21 Jan. 21 Mar. 21 Jun. 21
Slide 38: Outlook FY 2021
Outlook FY 2021 Strong demand across all regions vs. raw material price increases and stressed supply chains March, 9th April, 29th July, 30th KPI* in € mn 2020 2021 2021 2021 Sales 2019 €2.7- 2,378 2.8 bn upper end Strong demand and price increases level 2020 Higher sales vs. sig. higher raw mat. E
Slide 39: FCF outlook 2021 burdened by NOWC build-up and tax payments
FCF outlook 2021 burdened by NOWC build-up and tax payments Bridge 2021 vs 2020 € mn • Payment of tax liabiity 2020 in 2021 238 • Higher advance tax payments in 2021 • Higher inventories 110 (volume and price) • Higher accounts receivables FCF bef. acq. Δ Earnings Δ Other FCF bef. acq. Δ D/A - Δ NOW
Slide 40: Shares
i 04 Shares
Slide 41: Breakdown ordinary & preference shares
Breakdown ordinary & preference shares (December 31, 2020) Ordinary shares Preference shares MDAX-listed Free float 45% Free float • DWS 5-10% 100% • Mawer >10% Fuchs family 55% Basis: 69,500,000 ordinary shares Basis: 69,500,000 preference shares Characteristics: Share data: Characteristics: Share
Slide 42: Stable dividend policy
Stable dividend policy Our target: Increase the absolute dividend amount each year or at least maintain previous year’s level Dividend per Preference Share Market Capitalization € Payout Ratio 2020: 62% 19 years 1,20 € mn of consecutive 7.000 0.99 dividend increases 6.000 1,00 5.000 8% 4.000 0,80 CA
Slide 43: Appendix
~~ @- 05 Appendix
Slide 44: Top lubricant countries
Top 20 lubricant countries KT 8.000 2007 2019 ▪ China and the USA cover more than one third of 7.000 the world lubricants market ▪ FUCHS is present in every important lubricants 6.000 consuming country 5.000 4.000 3.000 2.000 1.000 0 l 44
Slide 45: Regional per-capita lubricants demand
Regional per-capita lubricants demand kg 25 2007 2019 20 15 10 5 0 l 45
Slide 46: Base oil / additives value split
Base oil / additives value split ▪ Base oil prices do not necessarily follow crude oil 20% prices 60% ▪ No direct link between additives and crude oil prices ▪ We even face price increases for certain 80% raw materials where supply/demand is not balanced, or special situations occur 40% ▪ Special lu
Slide 47: Workforce Structure
Workforce Structure 5,728 employees globally Regional Workforce Structure Functional Workforce Structure Germany 1.815 EMEA w/o (32%) Germany Marketing & Production 2.127 Sales 1.836 (37%) 2.472 (33%) (44%) 2020 2020* Asia-Pacific R&D 924 Americas Admin 544 (16%) 862 748 (10%) (15%) (13%) *Excl. 128
Slide 48: FUCHS – Act together
FUCHS – Act together Mission statement Lubricants Technology People Technological leadership in Basis for our success: Fully focused on lubricants strategically important fields loyal and motivated workforce Values Trust Creating value Respect Trust is the basis of our self- We deliver leading techn
Slide 49: FUCHS2025 Strategy Global Strength
FUCHS2025 Strategy Global Strength Strategic Objectives: ▪ Use market segmentation as basis for strategic and global business development, achieve better market Global penetration Strength ▪ Grow above Group average in Asia-Pacific and the Americas, achieve a better balance between all three world r
Slide 50: FUCHS2025 Strategy Customer & Market Focus
FUCHS2025 Strategy Costumer & Market Focus Strategic Objectives: ▪ Achieve maximum customer proximity, further utilize cross-selling opportunities, become the full-line supplier Customer & for our customers Market Focus ▪ Develop global service portfolio up to 2025, change from product-driven approa
Slide 51: FUCHS2025 Strategy Technology Leader
FUCHS2025 Strategy Technology Leader Strategic Objectives: ▪ Increase our innovation power in R&D and beyond. Be technology leader in the segments we target until 2025 Technology Leader ▪ Innovate products and operational performance to make our customers more connected with us beyond lubricants by
Slide 52: FUCHS2025 Strategy Operational Excellence
FUCHS2025 Strategy Operational Excellence Strategic Objectives: ▪ Strengthen our global manufacturing and distribution network to achieve self-sufficient supply and Operational technology hubs in Asia-Pacific, EMEA and the Excellence Americas until 2025 ▪ Further standardize manufacturing and procur
Slide 53: FUCHS2025 Strategy People & Organization
FUCHS2025 Strategy People & Organization Strategic Objectives: ▪ Be the employer of choice for our existing and future workforce People & Organization ▪ Further improve working environments and global collaboration ▪ Strengthen global talent acquisition and retention, enhance our development program
Slide 54: FUCHS2025 Strategy Sustainability
FUCHS2025 Strategy Sustainability Strategic Objectives: ▪ Economical Sustainability Sustainability − Generate sustainable revenue growth at 15% EBIT margin with a corresponding increase of our FUCHS Value Added ▪ Ecological Sustainability − CO2-neutral production (“gate-to-gate”) since 2020 and carb
Slide 55: Digitalisation will fundamentally change our value creation
Digitalisation will fundamentally change our value creation ▪ FUCHS will become a truly digital company ▪ Chief Digital Officer ▪ Push further digitization of the FUCHS Group ▪ Big data, Machine Learning, etc. ▪ Business Model Innovation and internal innovation as part of strategy development ▪ Adva
Slide 56: Electrification of cars creates new applications
Electrification of cars creates new applications Global light-duty vehicles sales forecast (in mn units) Electrification is an opportunity for FUCHS to further strengthen its 128 market leadership with technically advanced solutions 117 14 RoW 108 7 99 Σ EU, USA, China ▪ Electrification of cars will
Slide 57: Lubricant applications in passenger cars
Lubricant applications in passenger cars In modern cars there are more than 30 different types of greases Central hydraulic system Skin parts / washing oils Corrosion prevention for wire cables Processing seat components Axle drive Power steering Air conditioning Engine handling Engine Transmission
Slide 58: Lubricant applications in passenger cars
Lubricant applications in passenger cars Electrification brings a variety of opportunities for FUCHS Corrosion preventive for Powertrain ICE HEV BEV battery housing Coolant for Coolants for power battery Applications electronics Greases for Cleaners in bearings in E- battery Motor production 1st Fil
Slide 59: FUCHS DrivElectric
FUCHS DrivElectric Does DrivElectric Damage Demand? No! DriveElectric Diverts Demand! Asia-Pacific & MEA Americas Europe 36.4 Mio. t 36.8 Mio. t Impact (%) until 2035 23% 19% EU 28 Automotive -10 to -20% 27% 32% Metalprocessing -30% 54% Industrial stable 45% Total Market -10% 2007 2019 USA Efficienc
Slide 60: Long-term objective: Focus on Shareholder Value
Long-term objective: Focus on Shareholder Value ▪ Organic growth through strict customer focus, geographic expansion and product innovation Drive returns ▪ Improve operating profitability through margin and mix management, operating cost management and efficiency improvements ▪ Capex with returns ab
Slide 61: Cash allocation priority
Cash allocation priority Reinvest in the business Shareholder value-oriented Capex Stable Dividends Acquisitions Share Buyback l 61
Slide 62: Unique track record for continued profitability and added value
Unique track record for continued profitability and added value Sales (in € mn) Earnings After Tax (in € mn) 3.000 300 2.378 2.500 221 183 2.000 1.652 200 1.500 1.000 100 500 0 0 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 EBIT (in € mn) FVA (i
Slide 63: Development EBIT – Cost of Capital – FVA
Development EBIT – Cost of Capital – FVA € mn 450 400 383 EBIT 371 373 Cost of capital 342 350 321 FVA 312 313 313 293 300 264 257 250 246 250 251 250 230 222 208 195 200 180 183 186 174 172 165 161 150 129 137 110 117 148 100 147 86 132 100 123 71 114 90 96 78 85 83 50 37 61 62 63 67 58 58 49 0 200
Slide 64: Sales development
Sales development € mn 2016 2017 2018 2019 2020 Δ 19/20 Sales 2,267 2,473 2,567 2,572 2,378 -7.5% Gross Profit 851 882 899 890 854 -4.0% Gross Profit margin 37.5% 35.7% 35.0% 34.6% 35.9% +1.3%-points Other function costs -499 -526 -542 -580 -551 5.0% EBIT before at Equity 352 356 357 310 303 -2.3% E
Slide 65: Solid Balance Sheet and strong cash flow generation
Solid Balance Sheet and strong cash flow generation € mn 2020 2019 2018 2017 2016 Total assets 2,120 2,023 1,891 1,751 1,676 Goodwill 236 175 174 173 185 Equity 1,580 1,561 1,456 1,307 1,205 Equity ratio 75% 77% 77% 75% 72% € mn 2020 2019 2018 2017 2016 Net liquidity 179 193 191 160 146 Operating ca
Slide 66: Regional sales 2020
Regional sales 2020 Covid-19-related lower sales in all regions 2020 2019 Growth Organic External FX (€ mn) (€ mn) EMEA 1,446 1,579 -8% -7% 0% -1% Asia-Pacific 698 718 -3% -1% 0% -2% Americas 387 418 -7% -14% 11% -4% Consolidation -153 -143 - - - - Total 2,378 2,572 -8% -7% 2% -3% l 66
Slide 67: EBIT by regions
EBIT by regions FY 2020 (FY 2019) 3 313 42 (12) (49) (321) 100 (93) 168 € mn (167) EMEA Asia-Pacific Americas Holding/cons. Group EBIT margin before at eq. 10.9% (9.9%) 14.3% (13.0%) 10.9% (11.7%) 12.7% (12.1%) l 67
Slide 68: Cash flow FY 2020
Cash flow FY 2020 € mn 2020 2019 Δ in € mn Δ in % Earnings after tax 221 228 -7 -3 Amortization/Depreciation 80 79 1 1 Changes in net operating working capital (NOWC) 34 45 -11 -24 Other changes 25 -23 48 - Capex -122 -154 32 21 Free cash flow before acquisitions1 238 175 63 36 Acquisitions -114 -13
Slide 69: Net Liquidity
Net Liquidity € mn Free cash flow before acquisitions €238 mn l 69
Slide 70: Net operating working capital (NOWC)
Net operating working capital (NOWC) 23,4% 750 23,0% 700 21,8% 21,8% 650 624 21,0% 20,1% 600 576 19,4% 543 561 550 19,0% 495 500 17,0% 450 400 85 80 71 73 80 15,0% 350 300 13,0% 2018 2019 2020 Q1 2021 Q2 2021 NOWC (in € mn) NOWC (in %)* NOWC (in days)* * In relation to the annualized sales revenues
Slide 71: Quarterly income statement
Quarterly income statement 2018 2019 2020 2021 € mn Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Sales 643 668 642 614 643 653 656 620 616 504 620 638 697 714 Gross Profit 225 239 222 213 217 224 231 218 218 172 225 239 255 242 Gross Profit margin (in %) 35.0 35.8 34.6 34.7 33.7 34.3 35.2 35.2 35
Slide 72: Quarterly figures by region
Quarterly figures by region EMEA Asia-Pacific North and South America 2020 Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Sales by company location 401 289 370 386 1,446 146 174 189 189 698 110 71 100 106 387 EBIT before at equity income 41 11 43 63 158 17 24 29 30 100 12 2 15 13 42 in % of sales 10.2
Slide 73: Quarterly sales & EBIT by regions
Quarterly sales & EBIT by regions 2019 2020 2021 Sales (€ mn) Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY EMEA 400 399 402 378 1,579 401 289 370 386 1,446 419 431 Δ Y-o-Y in % -4 -4 -1 -1 -2 0 -28 -8 2 -8 5 49 Asia-Pacific 171 184 180 183 718 146 174 189 189 698 213 211 Δ Y-o-Y in % -4 -4 4 12 2 -1
Slide 74: Quarterly sales development split by regions
Quarterly sales development split by regions 2019 2020 2021 Organic Growth (in %) Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY EMEA -3 -3 -1 -1 -2 0 -26 -6 5 -7 6 48 Asia-Pacific -5 -6 -1 8 -1 -16 -3 8 5 -1 46 20 Americas 8 -2 -1 -7 -1 -6 -42 -11 3 -14 6 75 FUCHS Group -1 -3 0 0 -1 -6 -23 -4 4 -7 15
Slide 75: The Executive Board
The Executive Board Stefan Fuchs Dr. Lutz Lindemann Dr. Timo Reister CEO; Corporate Group Development, HR, PR & CTO; R&D, Technology, Product Management, Supply Asia-Pacific, Americas, Industry Division Marketing, Strategy, Automotive Aftermarket Division Chain, Sustainability, Mining Division, OEM
Slide 76: Executive Compensation & FUCHS Shares
Executive Compensation & FUCHS Shares Executive Board Supervisory Board 50% 50% of multi-year variable compensation (LTI) of variable compensation must be invested in FUCHS preference shares must be invested in FUCHS preference shares with a lock-up period of 4 years with a lock-up period of 4 years
Slide 77: Download: Key documents for our shareholders
Download: Key documents for our shareholders H1 2021 Financial Analyst Our added value Factsheet Reports Call PPT Transparency Shareholder-oriented Annual Dividend Ad hoc Report history releases 2020 Well informed Click & Download l 77
Slide 78: Financial Calendar & Contact
Financial Calendar & Contact Financial Calendar 2021 Investor Relations Contact October 29, 2021 Quarterly statement Q3 2021 FUCHS PETROLUB SE Friesenheimer Str. 17 March 18, 2022 Annual report 2021 68169 Mannheim Phone: +49 (0) 621 3802-1105 www.fuchs.com/group/investor-relations The financial cale
Slide 79: Disclaimer
Disclaimer The information contained in this presentation is for background purposes only and is subject to amendment, revision and updating. Certain statements and information contained in this presentation may relate to future expectations and other forward-looking statements that are based on man