Slide 1: FUCHS Group Investor Presentation March 2026
FUCHS GROUP Investor Presentation March 2026
Slide 2: Agenda
Agenda 01 | Business Model 05 | FUCHS – a profitable growth story 02 | Financial Results FY 2025 06 | Appendix 03 | Review FUCHS2025 04 | Megatrends E-Mobility Sustainability Digitalization l2
Slide 3: Business Model
— 01 Business Model 7 recnnowoer. FUCHS PEOPLE. =
Slide 4: FUCHS at a glance
FUCHS AT A GLANCE The Fuchs family holds No. 1 among the independent 59% of suppliers of lubricants ordinary shares Established 3 generations ago as a €3.6 bn family-owned business sales in 2025 A full range of over 10,000 Around 6,800 employees Preference share is listed in the MDAX 67 companies wo
Slide 5: 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 6: Hightech lubricants on the rise
HIGHTECH LUBRICANTS ON THE RISE Market Demand FUCHS Sales (by customer location) -0.07 p.a % +6 p.a % 36.0 mn t 35.4 mn t €3,563 mn 27% 36% 51% (1,828) 30% 35% 19% €902 mn (689) 43% 59% (531) 30% 29% (1,046) 24% (219) 17% (152) 2000 2025 2000 2025 APAC Americas EMEA l6
Slide 7: 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 8: We are where our customers are
WE ARE WHERE OUR CUSTOMERS ARE IN OVER 50 COUNTRIES GROUP COMPANY AND PRODUCTION LOCATIONS 38 Production locations 67 Operating companies 66%* 17% As of December 31, 2025 17% Regional workforce structure *incl. Holding *incl. Holding l8
Slide 9: 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 10: 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 10
Slide 11: 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 12: Strong track record of integrating businesses
STRONG TRACK RECORD OF INTEGRATING BUSINESSES MOST IMPORTANT TRANSACTIONS OVER THE LAST 15 YEARS (GER) (SE) (AU) (US) (GER) (SUI) €135 mn €140 mn €25 mn €46 mn €40 mn €15 mn 2015 2019 2024 2026 2016 2022 2025 (GER) Food Gr. Lub. (GER) (US) (US) €7 mn (US) €15 mn €11 mn l 12
Slide 13: FUCHS acquires OPET
FUCHS ACQUIRES OPET TAKEOVER OF JOINT VENTURE STRENGTHENS PRESENCE IN TURKEY The OPET FUCHS joint venture was originally founded in 2005 and owned in equal parts Turkey is a strategically important market for FUCHS, especially for specialty business and automotive aftermarket Sales revenues of
Slide 14: 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 15: 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 16: Financial Results FY 2025
— 02 Financial Results FY 2025 7 =
Slide 17: Highlights 2025
HIGHLIGHTS 2025 Sales revenues EBIT € 3,563 mn € 435 mn +1% (2024: € 3,525 mn) +1 mn € (2024: € 434 mn) Sales and EBIT increase despite FX FCF before acquisitions and challenging market environment FVA at € 249 mn close to peak level € 316 mn EPS € 2.34 (pref. share) € 2.33 (ord. share) (+2% y
Slide 18: Quarterly sales development
QUARTERLY SALES DEVELOPMENT € mn 0% -4% 902 924 877 887 880 896 843 859 863 Q4 ’23 Q1 ’24 Q2 Q3 Q4 Q1 ’25 Q2 Q3 Q4 l 18
Slide 19: Quarterly EBIT development
QUARTERLY EBIT DEVELOPMENT € mn +9% -7% 116 117 111 108 109 107 100 100 101 Q4 ’23 Q1 ’24 Q2 Q3 Q4 Q1 ’25 Q2 Q3 Q4 l 19
Slide 20: Sales 2025
SALES 2025 38 € mn +1% 3.525 47 -88 3.563 79 (2%) (1%) (-2%) FY 2024 Organic External Currency FY 2025 l 20
Slide 21: KPI summary 2025
KPI SUMMARY 2025 Sales up 1% led by business expansion and external growth, impacted KPI in € mn FY 2025 FY 2024 by strong headwinds from negative currency effects Sales 3,563 3,525 Organic growth in the Asia-Pacific and Americas regions along with positive contribution from acquisitions in EMEA
Slide 22: Europe, Middle East, Africa
EUROPE, MIDDLE EAST, AFRICA KPI in € mn FY 2025 FY 2024 Sales up 1% year over year driven by acquisitions amid softer organic performance Sales 2,048 2,029 Positive developments in Sweden and Germany; Eastern Europe and Organic growth -19 (-1%) -34 (-2%) Italy with earnings declines External gro
Slide 23: Asia-Pacific
ASIA-PACIFIC KPI in € mn FY 2025 FY 2024 Sales up 2%, exceeding 1 billion Euro mark for the first time Sales 1,002 986 Strong organic growth of 7% driven by business expansion, especially in China, Australia and India Organic growth 65 (7%) 23 (2%) External growth 2 (0%) - Negative currency ef
Slide 24: North and South America
NORTH AND SOUTH AMERICA KPI in € mn FY 2025 FY 2024 Sales up 2% year over year driven by strong organic growth overcompensating negative currency effects Sales 695 678 External growth through the acquisition of a long-term trading partner Organic growth 47 (7%) -3 (0%) in Peru and IRMCO, a speci
Slide 25: Net operating working capital (NOWC)
NET OPERATING WORKING CAPITAL (NOWC) € mn Q4 24 vs Q4 25: Inventories € -1 mn Receivables ./. Payables € -41 mn Inventories Receivables ./. Payables NOWC (in %) -5.4% -5.5% 871 823 839 829 824 798 798 768 236 729 726 671 262 262 246 227 243 261 201 160 205 164 635 537 561 577 567 583 571 580 566 507
Slide 26: Net liquidity
NET LIQUIDITY € mn Free cash flow before acq. €316 mn 15 306 7 -12 Inventories: -18 Receivables -15 Liabilities +48 -153 -27 151 -26 41 Net. liq. Earnings D&A ./. Capex NOWC Other Changes Dividend Aquisitions Other Changes Net. liq. Dec. 24 after tax Dec. 25 l 26
Slide 27: Paving the way to become a dividend aristocrat
PAVING THE WAY TO BECOME A DIVIDEND ARISTOCRAT DIVIDEND PROPOSAL FOR FY 2025 Consecutive Increase of dividend of dividend increases for 24 years € 0.06 per share class (equiv. to +5%)* € 1.23 (1.17) € 1.22 (1.16) per preference share* per ordinary share* l 27 *based on current dividend proposal
Slide 28: Middle East conflict: trend change for raw material prices
MIDDLE EAST CONFLICT: TREND CHANGE FOR RAW MATERIAL PRICES March 2026 Jan + Feb 2026 onwards Middle East situation disruptive wrt price trends Potential impact on availability of base Base Oils Balanced supply and oils and demand situation Supply chain disruptions (including additives longer
Slide 29: Outlook 2026
OUTLOOK 2026 KPI1 in € mn 2025 Outlook 2026 Sales 3,563 ~3,700 Organic growth and M&A activities vs. negative FX effects Strict cost management and growth vs. higher cost (personnel, EBIT 435 ~450 digitalization and integration) FVA 249 ~250 Higher earnings vs. higher capital employed FCF bef. acq.
Slide 30: Review FUCHS 2025
— 03 Review FUCHS 2025 7 =
Slide 31: FUCHS 2025 — A milestone in our development
FUCHS 2025 — A milestone in our development Guided by our vision of “Being First Choice,” we have sharpened our strategic focus and worked globally to be the first choice for customers, employees, and investors. Six strategic pillars provided clear orientation and created the framework for sustainab
Slide 32: Top partner in the USA
MEI 29 )71) Top partner in the USA Our customized lubricants extend engine life and improve performance. In 2025, we expanded our global partnership with Mercedes-Benz in the automotive after- market sector to include the US market. We already supply 160 workshops with high-quality products. MOVING
Slide 33: We keep mines running around the world
Pe sk We keep mines running around the world : : a eae than four decades, we have been delivering excellent lubricants, technical exper- direct on-site service to natural resource companies around the world, from Australia MOVING YOUR WORLD
Slide 34: Anti-icing fluid for overhead lines
transport and develops innovative, sustainable prod- mur jerman transport company, we have developed an anti-icing fluid for over- head lines that is effective, transparent, odorless, easy to apply, and biodegradable. This solves a long-standing problem, as conventional agents were harmful to the en
Slide 35: PCF calculator sets new standards
135 PCF calculator sets new standards After six years of intensive development work and as part of the FUCHS2025 strategy cycle, we have created a new tool that automatically calculates the product carbon footprint (PCF) of lubricants, greases, and functional fluids with complete transparency. This
Slide 36: Teamwork breeds success
Teamwork breeds success Our employees are the foundation of our success. We foster a culture based on shared val- ues, open feedback, and a growth mindset. One figure demonstrates just how close-knit our team is: in our 2025 global survey, 87 percent of employees stated that they enjoy work- ing at
Slide 37: New strategy: FUCHS100
New strategy: FUCHS 100 In 1931, company founder Rudolf Fuchs Used a simple box in the Mannheim abat- toir to fill canisters with his first motor oil, which he sold as PENNA PURA in the port. This business has long since become an international corporation, whose lu- bricant solutions have been keep
Slide 38: Our mission: Focus to Win
Our mission: Focus to Win Our FUCHS100 strategy cycle is an evolutionary continuation of FUCHS 2025, but with a clear focus based on its three elements. Prioritizing global areas of focus with the greatest growth potential GROWTH Working together to develop a culture of success based on continuous t
Slide 39: Megatrends
04 Megatrends E-Mobility Sustainability Digitalization
Slide 40: E-Mobility
E-MOBILITY Lp 140 MOVING YOUR WORLD
Slide 41: 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 41
Slide 42: 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 43: Market potential: expected revenue (BEV & FCEV - OEM FF)
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 43
Slide 44: 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 44
Slide 45: 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 46: Sustainability
SUSTAINABILITY l 46
Slide 47: 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 48: 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 48
Slide 49: 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 49
Slide 50: 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 51: 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 51
Slide 52: 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 52
Slide 53: 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 54: 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 54
Slide 55: 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 55
Slide 56: 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 56
Slide 57: 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 57
Slide 58: 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 59: 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 60: Key factors to achieve net zero emission reduction 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 61: 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 62: Digitalization
DIGITALIZATION l 62
Slide 63: 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 64: 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 65: 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 65
Slide 66: 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 67: FUCHS – a profitable growth story
05 FUCHS – a profitable growth story
Slide 68: 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 68
Slide 69: Longterm development sales revenues
LONGTERM DEVELOPMENT SALES REVENUES (in € mn) 4,000 3,541 3,525 3,563 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 1,000 17% 16% 16% 15% 15% 12% 13% 13% 11% 12% 12% 500 0 2004 2005 2006 2007 2008 2009
Slide 70: Longterm development EBIT – cost of capital – FVA
LONGTERM DEVELOPMENT EBIT – COST OF CAPITAL – FVA (in € mn) 450 434 435 413 400 383 371 373 365 EBIT 363 Cost of capital 342 350 321 313 FVA 312 313 293 300 264 257 250 246 250 251 245 249 250 222 230 208 205 212 195 186 193 200 172 180 183 174 161 165 201 137 189 184 150 129 172 110 117 147 148 158
Slide 71: FUCHS – a value creating investment
FUCHS – A VALUE CREATING INVESTMENT Global Footprint: FUCHS is the world’s largest independent supplier of high-quality lubricants and related specialties, generating €3.5 billion in revenue across more than 50 countries. The company combines global scale with local expertise through production and
Slide 72: Breakdown ordinary & preference share
BREAKDOWN ORDINARY & PREFERENCE SHARE (FEBRUARY 28, 2026) Ordinary shares Preference shares MDAX-listed Free float 41% Free float • DWS >5% 100% Fuchs family 59% Basis: 65,500,000 ordinary shares Basis: 65,500,000 preference shares Characteristics: Share data: Characteristics: Share data: Dividend
Slide 73: 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 ~ €2.4 bn Total cash generation (2015-2025) 400 1.08 1.01 1.03 0.98 Working Capital 300 0.79 0.77 Strict NOWC management: Current high Ø 0.80x level to come down w
Slide 74: Balanced capital allocation approach
BALANCED CAPITAL ALLOCATION APPROACH (in € mn) Free Cash Flow 2,500 bef. Acquisition €2.4 bn Including capex 316 2,000 program 2016-2020 306 M&A 1/3 Continued focus on M&A 1,500 465 61 Share Buybacks 90 1,000 238 + SBB Dividend increases 174 + 2/3 147 each year Dividend 500 142 payout 205 232 0 2015
Slide 75: Over two decades of dividend growth
OVER TWO DECADES OF DIVIDEND GROWTH, SIGNIFICANTLY CONTRIBUTING TO SHAREHOLDER VALUE 24 years • Increasing efficiency 1.23 1.17 through automated 1.07 1.11 production methods 0.95 0.97 0.99 1.03 of consecutive dividend 0.89 0.91 increases 0.82 • Reducing costs 0.70 and 0.77 emissions 0.65 through en
Slide 76: 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 77: Appendix
— 06 Appendix 7 recnnowoer. FUCHS PEOPLE. =
Slide 78: Base oil / additives value split
Base oil / additives value split Base oil prices do not necessarily follow crude oil 20% prices 60% No direct link between additives and crude oil prices We even face price increases for certain 80% raw materials where supply/demand is not balanced, or special situations occur 40% Special lu
Slide 79: Workforce structure
WORKFORCE STRUCTURE 6,781 EMPLOYEES GLOBALLY (AS OF DECEMBER 31, 2025) Regional Workforce Structure Functional Workforce Structure Germany (inc. Holding) EMEA w/o 2,131 Germany Marketing & (28%) Sales Production 2,382 2,875 2,338 (35%) (43%) (35%) 6,879 6,761* Asia-Pacific R&D 1,164 Americas Admin 6
Slide 80: Unique track record for continued profitability and added value
UNIQUE TRACK RECORD FOR CONTINUED PROFITABILITY AND ADDED VALUE FUCHS Group (in € mn) 2025 2024 2023 2022 2021 2020 2019 2018 2017 2016 2015 Results of operations Sales revenues (by company location) 3,563 3,525 3,541 3,412 2,871 2,378 2,572 2,567 2,473 2,267 2,079 Cost of sales 2,318 2,310 2,396 2,
Slide 81: Unique track record for continued profitability and added value
UNIQUE TRACK RECORD FOR CONTINUED PROFITABILITY AND ADDED VALUE FUCHS Group (in € mn) 2025 2024 2023 2022 2021 2020 2019 2018 2017 2016 2015 Cash flow Free cash flow 289 205 461 59 61 124 162 159 140 164 62 Free cash flow before acquisitions 316 306 465 61 90 238 175 147 142 205 232 Cash Conversion
Slide 82: Regional sales revenues
REGIONAL SALES REVENUES CONSOLIDATED SALES REVENUES FY 2025 2025 2024 2023 (€ mn) (€ mn) (€ mn) EMEA 2,048 2,029 2,041 thereof Germany 856 866 898 Western Europe 752 729 740 Eastern Europe 305 310 284 Africa 135 124 119 51% Asia-Pacific 1,002 986 979 19% 30% thereof China 583 564 564 Australia 257 2
Slide 83: Cash flow FY 2025
CASH FLOW FY 2025 € mn FY 2025 FY 2024 Δ in % Earnings after tax 306 302 1 Amortization/Depreciation 99 97 2 Changes in net operating working capital (NOWC) 15 -13 <-100 Other changes 5 4 >100 Capex -90 -82 10 Free cash flow before acquisitions 316 306 3 Acquisitions -27 -101 -73 Free cash flow 289
Slide 84: 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, 2025 – DECEMBER 31, 2025) 130% 120% 110% 100% 90% 80% January February March April May June July August September October November December FPE FPE3 DAX MDAX *Price tren
Slide 85: Quarterly income statement
QUARTERLY INCOME STATEMENT 2023 2024 2025 € mn Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Sales 936 886 876 843 877 887 902 859 924 880 896 863 Gross Profit 289 285 288 283 296 311 315 293 317 309 315 304 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 35.2 Other function
Slide 86: 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 522 517 517 492 2,048 264 242 257 239 1,002 183 167 171 174 695 EBIT before at equity income 50 55 58 59 222 33 31 38 30 132 21 14 22 18 75 in % of sales
Slide 87: 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 2,029 522 517 517 492 2,048 Δ Y-o-Y in % 15 2 -5 -10 0 -7 0 4 2 1 2 1 0 -5 1 Asia-Pacific 252 239 247 241 979 245 240 254 247 986 264 242 257 239 1,00
Slide 88: 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 1 1 Asia-Pacific 9 19 11 15 13 3 3 2 2 2 7 7 8 -3 2 Americas 25 13 4 15 14 -2 4 2 -6 0 8 1 6 4 3 FUCHS Group 17 12 4 3 9 -3 1 2 -1 0
Slide 89: 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 90
Slide 90: 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 91: 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 92: Financial calendar & contact
FINANCIAL CALENDAR & CONTACT March 2026 April 2026 • 03/20 Annual Report 2025 • 04/16 Capital Market Day 2026, Mannheim • 03/25 Jefferies Midcap Conference, London • 04/29 Quarterly Statement Q1 2026 May 2026 June 2026 • 05/06 Annual General Assembly, Mannheim • Roadshows • 05/20 - 05/21 Berenberg E
Slide 93: 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