Fuchs Se · XETR:FPE
Fuchs — Non-Deal Roadshow (March 2021)
80 slides from Fuchs's roadshow presentation, Mar 10, 2021
Slide 1: FUCHS GROUP Investor Presentation
FUCHS GROUP Investor Presentation | March 2021 | Dagmar Steinert, CFO | Lutz Ackermann, Head of Investor Relations
Slide 2: Agenda
Agenda 01 | The Leading Independent Lubricants Company 02 | FUCHS2025 03 | Financial Results FY 2020 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) +1,5 % +164 % 36.9 mn t 37.4 mn t € 902 mn € 2,378 mn 27% 28% 52% (1,237) 30% 30% 17% (398) 59% (531) 43% 42% 31% (743) 24% (219) 17% (152) 2019 2023 2000 2020 Asia-Pacific Americas EMEA l 10
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: FUCHS2025 New Mindset for Future Challenges
02 FUCHS2025 New Mindset for Future Challenges The FUCHS2025 Strategy
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
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
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
Slide 21: 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 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
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
Slide 24: Financial Results FY 2020
Mins += 03 Financial Results FY 2020 Luenicanrs remover, FUCHS PeoPte.
Slide 25: Highlights FY 2020
Highlights FY 2020 Solid performance in challenging year €2,378 mn ▪ Covid-19-related with lower sales in all regions Dividend +2% ▪ €0.99 per pref. share Sales down by 8 % ▪ Cost discipline, favorable product mix ▪ €0.98 per ord. share and raw material prices stabilized EBIT €313 mn ▪ Growth initia
Slide 26: Sales development
Sales development € mn 2,572 - 8% 2,378 yoy 668 656 643 642 643 653 638 614 620 616 620 504 Q1 '18 Q2 Q3 Q4 Q1 '19 Q2 Q3 Q4 Q1 '20 Q2 Q3 Q4 l 26
Slide 27: EBIT development
EBIT development 321 - 3% 313 € mn yoy 110 101 1041 92 (92) 89 91 86 77 80 75 72 40 Q1 '18 Q2 Q3 Q4 Q1 '19 Q2 Q3 Q4 Q1 '20 Q2 Q3 Q4 1. (Q3 2018: €12 mn one-off effect from sale of at equity share) l 27
Slide 28: FY 2020 Group sales
FY 2020 Group sales € mn -187 (-7%) +53 -60 2,572 (+2%) (-3%) 2,378 -194 (-8%) FY 2019 Organic Growth External Growth FX FY 2020 l 28
Slide 29: Income Statement
Income Statement Δ € mn Δ in % € mn 2020 Q4 20 Q3 20 Q2 20 Q1 20 2019 yoy yoy Sales 2,378 638 620 504 616 2,572 -194 -8 Gross Profit 854 239 225 172 218 890 -36 -4 Gross Profit margin 35.9 % 37.5 % 36.3 % 34.1 % 35.4 % 34.6 % - +1.3 %-points Other function costs -551 -132 -137 -134 -148 -580 29 5 EB
Slide 30: 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 31: 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 31
Slide 32: Quarterly EBIT development by regions
Quarterly EBIT development by regions Q1-Q4 2020 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 66 € mn 46 43 29 30 24 17 15 13 12 13 2 EMEA Asia-Pacific Americas EBIT margin before at eq. 10.2% 3.8% 11.6% 16.3% 11.6% 13.8% 15.3% 15.9% 10.9% 2.8% 15.0% 12.3% l 32
Slide 33: 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 34: Net operating working capital (NOWC)
Net operating working capital (NOWC) 700 23.4% 22.3% 23.0% 650 21.8% 21.8% 600 576 21.0% 546 543 19.4% 550 491 495 19.0% 500 450 17.0% 400 79 81 85 80 71 15.0% 350 300 13.0% 2016 2017 2018 2019 2020 NOWC (in € mn) NOWC (in %)* NOWC (in days)* * In relation to the annualized sales revenues of the las
Slide 35: Net Liquidity
Net Liquidity € mn Free cash flow before acquisitions €238 mn l 35
Slide 36: FY 2020 earnings summary
FY 2020 earnings summary KPI in € mn FY 2020 FY 2019 ▪ Strong finish in Q4 across all regions cushioned Covid-19 related Sales 2,378 2,572 sales declines to overall 8% Cost of sales -1,524 -1,682 ▪ Ext. growth with 2% overcompensated by negative FX effects of 3% Gross profit 854 890 ▪ Gross margin a
Slide 37: EMEA: Slightly higher EBIT despite significant sales declines
EMEA: Slightly higher EBIT despite significant sales declines ▪ Sales decline of 8% yoy KPI in € mn FY 2020 FY 2019 ▪ Most regions with double-digit-percentage sales declines apart from Sales 1,446 1,579 Russia and South Africa Organic growth -108 (-7%) -36 (-2%) ▪ Negative FX effects due to weaknes
Slide 38: APAC: Sales without FX effects on prior year level; EBIT up yoy
APAC: Sales without FX effects on prior year level; EBIT up yoy KPI in € mn FY 2020 FY 2019 ▪ Sales decline of 3% yoy ▪ After strong sales declines already in Q1, APAC was the first region to Sales 698 718 recover from the Covid-19 pandemic Organic growth -9 (-1%) -9 (-1%) ▪ Main driver of the recov
Slide 39: North and South America: Strong external growth vs. organic sales declines
North and South America: Strong external growth vs. organic sales declines; EBIT sig. lower KPI in € mn FY 2020 FY 2019 ▪ Sales decline of 7% yoy Sales 387 418 ▪ USA most severely affected from Covid-19 pandemic Organic growth -60 (-14%) -3 (-1%) ▪ Negative FX effects from USD, Brazilian Real and Ar
Slide 40: 19 consecutive years with dividend increases
Dividend proposal Reliable dividend policy even in times of crisis 19 consecutive years The Executive and Supervisory Board will 2% with dividend propose an increase of €0.02 higher dividend increases to the Annual General Meeting payment proposed €0.99 €0.98 (0.97) (0.96) per preference share per o
Slide 41: Outlook FY 2021 (1)
Outlook FY 2021 (1) Recovery across all regions vs. raw material price dislocations KPI* in € mn Act. 2020 FC 2021 Sales 2,378 2019 level Reaching pre-crisis levels Consequent cost management vs. supply chain EBIT 313 2020 level disruptions and sig. higher raw material costs FVA 165 ~160 Slightly hi
Slide 42: Outlook FY 2021 (2)
Outlook FY 2021 (2) 201 ▪ Operational recovery from H2 2020 expected to continue into H1 2021 EBIT in € mn 112 ▪ However, the recovery of key customer groups as the auto industry will presumably not yet reach prior-crisis levels ▪ After raw material price tailwinds in H2 2020, recent raw material pr
Slide 43: Shares
i 04 Shares
Slide 44: 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 5-10% Fuchs family 55% Basis: 69,500,000 ordinary shares Basis: 69,500,000 preference shares Characteristics: Share data: Characteristics: Share
Slide 45: 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 46: Appendix
~~ @- 05 Appendix
Slide 47: 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 47
Slide 48: Regional per-capita lubricants demand
Regional per-capita lubricants demand kg 25 2007 2019 20 15 10 5 0 l 48
Slide 49: 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 50: 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 924 R&D (16%) Americas Admin 544 862 748 (10%) (15%) (13%) *Excl. 128
Slide 51: 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 52: 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 53: 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 54: 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 55: 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 56: 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 57: 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 58: 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 59: 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
Slide 60: 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 61: 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 62: 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 63: 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 64: Cash allocation priority
Cash allocation priority Reinvest in the business Shareholder value-oriented Capex Stable Dividends Acquisitions Share Buyback l 64
Slide 65: 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 66: 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 67: 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 68: 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 69: 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 69
Slide 70: Net Liquidity
Net Liquidity € mn Free cash flow before acquisitions €238 mn l 70
Slide 71: Net operating working capital (NOWC)
Net operating working capital (NOWC) 700 23.4% 22.3% 23.0% 650 21.8% 21.8% 600 576 21.0% 546 543 19.4% 550 491 495 19.0% 500 450 17.0% 400 79 81 85 80 71 15.0% 350 300 13.0% 2016 2017 2018 2019 2020 NOWC (in € mn) NOWC (in %)* NOWC (in days)* * In relation to the annualized sales revenues of the las
Slide 72: 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 618 629 615 611 643 668 642 614 643 653 656 620 616 504 620 638 Gross Profit 226 226 215 215 225 239 222 213 217 224 231 218 218 172 225 239 Gross Profit margin (in %) 36.6 35.8 35.0 35.2 35.0 3
Slide 73: Quarterly figures by region
Quarterly figures by region EMEA Asia-Pacific North and South America 2019 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 EBIT before at equity income 36 39 48 33 156 21 23 23 26 93 14 15 12 8 49 in % of sales 9.0 9
Slide 74: 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 1,579 401 289 370 386 1,446 Δ Y-o-Y in % - - - - - -4 -4 -1 -1 -2 0 -28 -8 2 -8 Asia-Pacific 178 191 173 164 706 171 184 180 183 718 146 174 189 189
Slide 75: Quarterly sales development split by regions
Quarterly sales development 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 -6 5 -7 Asia-Pacific -5 -6 -1 8 -1 -16 -3 8 5 -1 Americas 8 -2 -1 -7 -1 -6 -42 -11 3 -14 FUCHS Group -1 -3 0 0 -1 -6 -23 -4 4 -7 2019 2020 External Growth (in %) Q1 Q2
Slide 76: 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 77: 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 78: Download: Key documents for our shareholders
Download: Key documents for our shareholders FY 2020 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 78
Slide 79: Financial Calendar & Contact
Financial Calendar & Contact Financial Calendar 2021 Investor Relations Contact April 29, 2021 Quarterly statement Q1 2021 FUCHS PETROLUB SE Friesenheimer Str. 17 May 4, 2021 Virtual Annual General Meeting 68169 Mannheim Phone: +49 (0) 621 3802-1105 www.fuchs.com/group/investor-relations July 30, 20
Slide 80: 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