Fuchs Se · XETR:FPE

Fuchs — Fuchs Petrolub — Credit Suisse Basic Materials Conference 2020

74 slides from Fuchs's conference presentation, Sep 15, 2020

  1. Slide 1: FUCHS Group Investor Presentation

    FUCHS GROUP Investor Presentation | September 2020 | Dagmar Steinert, CFO | Thomas Altmann, Head of Investor Relations

  2. Slide 2: Agenda

    Agenda 01 | The Leading Independent Lubricants Company 02 | FUCHS2025 03 | H1 2020 04 | Shares 05 | Appendix Click to navigate Download relevant documents l2

  3. Slide 3: The Leading Independent Lubricants Company

    01 The Leading Independent Lubricants Company

  4. Slide 4: FUCHS at a glance

    FUCHS at a glance The Fuchs family holds No. 1 among the independent 55% of suppliers of lubricants ordinary shares Established 3 generations ago as a €2.6 bn family-owned business sales in 2019 A full range of over 10,000 Around 5,800 Preference share is listed lubricants and related employees in t

  5. 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%

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

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

  7. Slide 7: We are where our customers are

    We are where our customers are 62 Operating Companies 33 Production Sites 70%* 13% 17% Regional workforce structure l7 *Incl. Holding As of Dec. 2019

  8. Slide 8: Full-line supplier advantage

    Full-line supplier advantage Sales 2019: €2.6 bn (~80% international) by customer location Automotive lubricants Industrial lubricants ~45% ~55% e.g. Engine & gear oils, hydraulic oils, shock absorber fluids, etc. e.g. Industrial oils, MWF/CP* and greases 100,000 customers in more than 150 countries

  9. 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 2019: Trade, transport and services 28% €2.6 bn Vehicle manufacturing 31% 10% Energy and mining l9

  10. Slide 10: Organic growth potential in emerging countries

    Organic growth potential in emerging countries Market Demand FUCHS Sales (by customer location) +1 % +185 % 36.4 mn t 36.8 mn t € 902 mn € 2,572 mn 19% 27% 53% (1,371) 27% 34% 17% (436) 54% 59% (531) 39% 30% (765) 24% (219) 17% (152) 2000 2019 2000 2019 Asia-Pacific Americas EMEA l 10

  11. Slide 11: Investment in the future

    Investment in the future R&D expenses and Capex R&D expenses 2019: €55 mn Capex 2019: €154 mn € mn 60 180 55 52 160 154 50 47 44 140 121 39 120 40 105 100 93 30 80 73 58 11 PPA 20 60 50 53 47 11 39 11 40 10 5 10 20 0 0 2015 2016 2017 2018 2019 2015 2016 2017 2018 2019 Capex Scheduled amortisation/de

  12. Slide 12: Investment program

    Investment program Capex 2016-2021 ~ €670 mn € mn  In 2016 - 2018 over €300 mn capex 200 was spent with focus on the expansion of Mannheim, Kaiserslautern and Chicago as well as new plants in China, 150 Australia and Sweden  Capex peaked in 2019 at €154 mn. In 2020 €120 mn and 2021 €80 mn will 100

  13. 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

  14. Slide 14: Acquisitions 2019

    Acquisitions 2019  Automotive retail business  Chemical Process  Automotive, medical, aerospace  Sales 2018 AUD 40mn Management (CPM) and in-vacuum industry (~ €25 mn), 65 employees  Sales 2018 €4 mn,  Sales 2018 USD 51mn  Closing April 1, 2019 60 employees (~ €46 mn), 180 employees  Closing

  15. 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

  16. Slide 16: FUCHS CO2-neutral as of 2020

    FUCHS CO2-neutral as of 2020  Since 2010 already 30% reduction of energy consumption-specific CO2 emissions per ton of FUCHS lubricant produced  From 2020 onwards, all FUCHS locations worldwide will be CO2-neutral - from energy consumption in production to consumables in administration  Emissions

  17. Slide 17: FUCHS2025: New Mindset for Future Challenges

    02 FUCHS2025 New Mindset for Future Challenges The FUCHS2025 Strategy

  18. Slide 18: 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 18

  19. Slide 19: 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 19

  20. Slide 20: 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

  21. Slide 21: FUCHS2025 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 FUCHS20205. Operational People & Sustainability Excellence Organizatio

  22. Slide 22: 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

  23. Slide 23: 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

  24. Slide 24: Financial Results H1 2020

    W < Financial Results H1 2020 7 Oy

  25. Slide 25: Highlights H1 2020

    Highlights H1 2020  Sales revenues and earnings heavily impacted New Outlook FY 2020 €1,120 mn  EBIT decline in the range of 25% (Based on today's assessment of the effects of the COVID-19 pandemic) by COVID-19 pandemic  Asia-Pacific records Sales down by 14 % comparatively small  A second pande

  26. Slide 26: Sales development

    Sales development € mn 1,296 - 14% YoY 1,120 700 668 656 643 642 643 653 614 620 616 600 504 500 400 300 Q1 '18 Q2 '18 Q3 '18 Q4 '18 Q1 '19 Q2 '19 Q3 '19 Q4 '19 Q1 '20 Q2 '20 l 26

  27. Slide 27: H1 2020 Group sales

    H1 2020 Group sales € mn 1,500 - 186 26 - 16 (- 14%) (1%) (-1%) 1,300 1,296 1,100 1,120 - 176 (- 14%) 900 700 H1 2019 Organic Growth External Growth FX H1 2020 l 27

  28. Slide 28: Regional sales growth H1 2020

    Regional sales growth H1 2020 H1 2020 H1 2019 Growth Organic External FX (€ mn) (€ mn) Europe, Middle East, Africa 690 799 -14% -13% - -1% Asia-Pacific 320 355 -10% -10% +2% -2% Americas 181 212 -15% -24% +10% -1% Consolidation -71 -70 - - - - Total 1,120 1,296 -14% -14% +1% -1% l 28

  29. Slide 29: Income statement H1 2020

    Income statement H1 2020 € mn H1 2020 H1 2019 Δ € mn Δ in % Sales 1,120 1,296 -176 -14 Gross Profit 390 441 -51 -12 Gross Profit margin 34.8 % 34.0 % - +0.8 %-points Other function costs -282 -289 7 -2 EBIT before at Equity 108 152 -44 -29 At Equity 4 5 -1 -20 EBIT 112 157 -45 -29 Earnings after tax

  30. Slide 30: EBIT development

    EBIT development (Q3 2018: €12 mn one-off effect from sale of at equity share) € mn 120 157 - 29% YoY 112 101 104 92 (92) 86 89 90 77 80 75 72 60 40 30 0 Q1 '18 Q2 '18 Q3 '18 Q4 '18 Q1 '19 Q2 '19 Q3 '19 Q4 '19 Q1 '20 Q2 '20 l 30

  31. Slide 31: EBIT by regions

    EBIT by regions H1 2020 (H1 2019) € mn 150 14 1 112 (29) (4) (157) 41 (44) 100 56 (80) 50 0 EBIT margin EMEA Asia-Pacific Americas Holding/cons. Group before at equity 7.5% (9.4%) 12.8% (12.4%) 7.7% (13.7%) 9.6% (11.7%) l 31

  32. Slide 32: Cash flow H1 2020

    Cash flow H1 2020 € mn H1 2020 H1 2019 Δ in € mn Δ in % Earnings after tax 79 112 -33 -29 Amortization/Depreciation 40 36 4 11 Changes in net operating working capital (NOWC) -39 -20 -19 95 Other changes -7 -36 29 -81 Capex -58 -76 18 -24 Free cash flow before acquisitions1 15 16 -1 -6 Acquisitions

  33. Slide 33: H1 2020 earnings summary

    H1 2020 earnings summary  Organic sales decrease in all three regions; Americas and EMEA impacted the most by the spreading of the COVID-19 pandemic; June in APAC on pre-crisis level mainly due to China  External growth in APAC (NULON) and Americas (ZIMMARK & NYE)  Slight decrease of Gross Margin

  34. Slide 34: Outlook 2020 – New Outlook for FY 2020

    Outlook 2020 – New Outlook for FY 2020 Outlook 2020 Outlook Outlook Performance indicator Actual 2019 (Pre-COVID-19) H1 - 2020 FY - 2020 Sales € 2,572 mn +0% to +4% EBIT € 321 mn +0% to +4% ~ -30% ~ -25% FUCHS Value Added € 174 mn ~ € 170 mn Free cash flow before acquisitions € 175 mn ~ € 130 mn Cap

  35. Slide 35: Shares

    04 Shares

  36. Slide 36: Breakdown ordinary & preference shares

    Breakdown ordinary & preference shares (December 31, 2019) Ordinary shares Preference shares Mawer Norges MDAX-listed 5% 3% DWS 8% Free float 100% Free Fuchs float family 29% 55% Basis: 69,500,000 ordinary shares Basis: 69,500,000 preference shares Characteristics: Share data: Characteristics: Share

  37. Slide 37: 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 2019: 59% 18 years 0.97 € mn 1.00 of consecutive 7,000 dividend increases 6,000 0.80 5,000 13 % 4,000 0.60

  38. Slide 38: FUCHS – Key Investment Highlights

    FUCHS – Key Investment Highlights FUCHS-Long-Term Performance 1 18 years of consecutive dividend increases vs. DAX & MDAX1 10000% 2 Strong FCF generation & CAPEX with returns above WACC We supply 100,000 customers in more than 150 countries with 8000% 3 a full range of >10,000 lubricants and related

  39. Slide 39: Appendix

    05 Appendix

  40. Slide 40: 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 40

  41. Slide 41: Regional per-capita lubricants demand

    Regional per-capita lubricants demand kg 25 2007 2019 20 15 10 5 0 l 41

  42. Slide 42: 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

  43. Slide 43: Workforce Structure

    Workforce Structure 5,627 employees globally Regional Workforce Structure Functional Workforce Structure Germany 1,670 (30%) EMEA w/o Marketing & Production Germany Sales 1,772 2,280 2,428 (32%) (40%) (44%) 2019 2019* Asia-Pacific 932 R&D (17%) 521 Americas Admin 775 (10%) 745 (13%) (14%) *Excl. 131

  44. Slide 44: FUCHS – Act together: Mission statement and Values

    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

  45. Slide 45: FUCHS2025 Strategy Global Strength

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

  46. Slide 46: FUCHS2025 Strategy Customer & Market Focus

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

  47. Slide 47: FUCHS2025 Strategy Technology Leader

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

  48. Slide 48: FUCHS2025 Strategy Operational Excellence

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

  49. Slide 49: FUCHS2025 Strategy People & Organization

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

  50. Slide 50: FUCHS2025 Strategy Sustainability

    FUCHS2025 Strategy Sustainability Strategic Objectives: Sustainability  Economical 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

  51. Slide 51: Digitalisation will fundamentally change our value creation

    Digitalisation will fundamentally change our value creation  inoviga GmbH is a think tank outside the operative business  Driving force behind digitalization projects  Develops prototypes and tools for digital business models  Current topics:  eCommerce  Digitalized product development & produ

  52. Slide 52: 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 market leadership with technically advanced solutions 144 131 14 RoW  Electrification of cars will lead to new applications

  53. Slide 53: 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

  54. Slide 54: Electrification brings a variety of opportunities for FUCHS

    Lubricant applications in passenger cars Electrification brings a variety of opportunities for FUCHS Powertrain ICE HEV BEV Corrosion preventive for Applications battery housing Coolants for power electronics Coolant for battery Greases for bearings in E- Motor ✓ ✓ Cleaners in battery Engine oil – M

  55. Slide 55: 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

  56. Slide 56: Cash allocation priority

    Cash allocation priority Reinvest in the business Shareholder value-oriented Capex Stable Dividends Acquisitions Share Buyback l 56

  57. Slide 57: Unique track record for continued profitability and added value

    Unique track record for continued profitability and added value Sales (in € mn) Earnings After Tax (in € mn) 3,000 2,572 300 228 2,500 172 2,000 200 1,459 1,500 1,000 100 500 0 0 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 EBIT (in € mn) FVA (i

  58. Slide 58: 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 312 313 293 300 264 257 250 246 250 251 250 230 222 208 195 200 180 183 186 174 172 161 150 129 137 110 117 100 147 86 132 100 123 71 114 90 96 78 85 83 50 37 61 62 63 67 58 58 49 0 2004 2005 2006

  59. Slide 59: Stable Sales in 2019

    Stable Sales in 2019 € mn 2015 2016 2017 2018 2019 Δ 18/19 Sales 2,079 2,267 2,473 2,567 2,572 0.2% Gross Profit 791 851 882 899 890 -1.0% Gross Profit margin 38.1% 37.5% 35.7% 35.0% 34.6% -0.4%-points Other function costs -467 -499 -526 -542 -580 7.0% EBIT before at Equity 324 352 356 357 310 -13.2

  60. Slide 60: Solid balance sheet and strong cash flow generation

    Solid balance sheet and strong cash flow generation € mn 2019 2018 2017 2016 2015 Total assets 2,023 1,891 1,751 1,676 1,490 Goodwill 175 174 173 185 166 Equity 1,561 1,456 1,307 1,205 1,070 Equity ratio 77% 77% 75% 72% 72% € mn 2019 2018 2017 2016 2015 Net liquidity 193 191 160 146 101 Operating ca

  61. Slide 61: Regional sales decline 2019

    Regional sales decline 2019 Sales in EMEA, Asia-Pacific and Americas decline slightly 2019 2018 Growth Organic External FX (€ mn) (€ mn) EMEA 1,579 1,618 -2% -2% - -0% Asia-Pacific 718 706 +2% -1% +2% +1% Americas 418 409 +2% -1% +0% +3% Consolidation -143 -166 - - - - Total 2,572 2,567 +0% -1% +1%

  62. Slide 62: EBIT by regions

    EBIT by regions 2019 (2018) € mn 400 49 12 321 350 (59) (11) (383) 93 300 (102) 250 167 200 (211) 150 100 50 0 EBIT margin Europe Asia-Pacific, Africa Americas Holding/cons. Group before at equity 9.9% (11.4%) 13.0% (14.4%) 11.7% (14.4%) 12.1% (13.9%) l 62

  63. Slide 63: Cash flow 2019

    Cash flow 2019 € mn 2019 2018 Δ in € mn Δ in % Earnings after tax 228 288 -60 -21 Amortization/Depreciation and impairment 79 58 21 36 Changes in net operating working capital (NOWC) 45 -48 93 - Other changes -23 -30 7 -23 Capex -154 -121 -33 27 Free cash flow before acquisitions1 175 147 28 19 Acqu

  64. Slide 64: Net Liquidity

    Net Liquidity € mn 450 400 -75 -23 45 350 300 228 -131 250 -13 -7 200 -22 150 Free cash flow before acquisitions 191 €175 mn 100 193 50 0 Net liquidity Leasing Earnings after D&A, Imp ./. NOWC Other Dividend Acquisitions Other Net liquidity Dec 2018 tax Capex changes changes Dec 2019 l 64

  65. Slide 65: Net operating working capital (NOWC)

    Net operating working capital (NOWC) 28.5% 750 28.0% 700 650 25.5% 23.4% 600 21.8% 22.3% 23.0% 21.8% 550 21.0% 21.3% 20.5% 500 450 18.0% 400 15.5% 350 77 78 79 81 85 80 104 300 13.0% 2014 2015 2016 2017 2018 2019 H1 2020 NOWC (in € mn) NOWC (in %)* NOWC (in days)* * In relation to the annualized sal

  66. Slide 66: Quarterly income statement

    Quarterly income statement 2017 2018 2019 2020 € mn Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Sales 618 629 615 611 643 668 642 614 643 653 656 620 616 504 Gross Profit 226 226 215 215 225 239 222 213 217 224 231 218 218 172 Gross Profit margin (in %) 36.6 35.8 35.0 35.2 35.0 35.8 34.6 34.7 33

  67. Slide 67: Quarterly figures by region

    Quarterly figures by region EMEA Asia-Pacific North and South America FUCHS Group 2019 Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Sales by company location 400 399 402 378 1,579 171 184 180 183 718 106 106 108 98 418 643 653 656 620 2,572 EBIT before at equity income 36 39 48 33 156

  68. Slide 68: Quarterly sales & EBIT by regions

    Quarterly sales & EBIT by regions 20181 2019 2020 Sales (€ mn) Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY EMEA 415 414 408 381 1,618 400 399 402 378 1,579 401 289 Δ Y-o-Y in % - - - - - -4 -4 -1 -1 -2 0 -28 Asia-Pacific 178 191 173 164 706 171 184 180 183 718 146 174 Δ Y-o-Y in % - - - - - -4 -4 4

  69. Slide 69: Quarterly sales growth split by regions

    Quarterly sales growth split by regions 2019 2020 Organic Growth (in %) Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY EMEA -3 -3 -1 -1 -2 0 -26 Asia-Pacific -5 -6 -1 8 -1 -16 -3 Americas 8 -2 -1 -7 -1 -6 -42 FUCHS Group -1 -3 0 0 -1 -6 -23 2019 2020 External Growth (in %) Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY EMEA - - - -

  70. Slide 70: The Executive Board

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

  71. Slide 71: Executive Compensation & FUCHS Shares

    Executive Compensation & FUCHS Shares Executive Board Supervisory Board 27,5% 50% of variable compensation of variable compensation must be invested in FUCHS preference shares must be invested in FUCHS preference shares with a 4 year lock-up period with a lock-up period of 4 years l 71

  72. Slide 72: Download: Key documents for our shareholders

    Download: Key documents for our shareholders H1 2020 H1 2020 H1 2020 Financial Our added value Factsheet Report Call PPT Transparency Shareholder-oriented Annual Dividend Ad hoc Report history releases 2019 Well informed Click & Download l 72

  73. Slide 73: Financial Calendar & Contact

    Financial Calendar & Contact Financial Calendar 2020 Investor Relations Contact July 30, 2020 Half-year Financial Report 2020 FUCHS PETROLUB SE Friesenheimer Str. 17 November 3, 2020 Quarterly Statement Q3 2020 68169 Mannheim www.fuchs.com/group/investor-relations Financial Calendar 2021 Thomas Altm

  74. Slide 74: 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

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