Slide 1: FUCHS Group Investor Presentation
FUCHS GROUP Investor Presentation | December 2021 | Dagmar Steinert, CFO | Lutz Ackermann, Head of Investor Relations
Slide 2: Agenda
Agenda 01 | The Leading Independent Lubricants Company 02 | FUCHS2025 03 | 9M 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 employees Preference share is listed in the MDAX 58 companies wo
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% 24% (219) (743) 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: FUCHS CO2-neutral since 2020
FUCHS CO2-neutral since 2020 Climate Protection Projects 2021 – CO2-Neutrality Strategy Our Neutrality Strategy Rainforest protection in Peru Cooking stoves in Zambia Reduction of scope 1 and 2 emissions 2010-2019 by 26% FUCHS compensated for all remaining Gate-to-Gate emissions of producing aff
Slide 18: 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 19: FUCHS2025 New Mindset for Future Challenges
02 FUCHS2025 New Mindset for Future Challenges The FUCHS2025 Strategy
Slide 20: 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 20
Slide 21: 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 21
Slide 22: 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 23: 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 24: 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 25: 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 26: Financial Results 9M 2021
Mis >= 03 Financial Results 9M 2021 wwenicanrs remover, FUCHS PEOPLE. ra
Slide 27: Highlights 9M 2021
Highlights 9M 2021 Confirmation of positive business development Q3/9M 2021 Outlook confirmed €2,129 mn 9M growth mainly volume-driven Sales: upper end of €2.7 - €2.8 bn range Sales up 22% yoy Q3 with positive effects from price increases but moderate volumes EBIT: €350 - €360 mn Despite s
Slide 28: Sales development
Sales development 1,740 22% 2,129 € mn 714 718 697 643 653 656 638 620 616 620 504 Q1 '19 Q2 Q3 Q4 Q1 '20 Q2 Q3 Q4 Q1 '21 Q2 Q3 l 28
Slide 29: EBIT development
EBIT development 203 37% 279 € mn 110 101 89 91 90 88 77 80 75 72 40 Q1 '19 Q2 Q3 Q4 Q1 '20 Q2 Q3 Q4 Q1 '21 Q2 Q3 l 29
Slide 30: 9M 2021 Group sales
9M 2021 Group sales € mn 389 13 -13 2.200 (22%) (1%) (-1%) 2,129 2.000 1.800 1,740 1.600 1.400 389 (22%) 1.200 1.000 Q1-Q3 2020 Organic Growth External Growth FX Q1-Q3 2021 l 30
Slide 31: Income Statement 9M 2021
Income Statement 9M 2021 € mn 9M 2021 9M 2020 Δ € mn Δ in % Sales 2,129 1,740 389 22 Gross Profit 735 615 120 20 Gross Profit margin 34.5 % 35.3 % - -0.8 %-points Other function costs -463 -419 -44 10 EBIT before at Equity 272 196 76 39 At Equity 7 7 0 0 EBIT 279 203 76 37 Earnings after tax 198 142
Slide 32: EBIT by regions
EBIT by regions 9M 2021 (9M 2020) 9 279 46 (2) (203) (29) 93 (70) 131 € mn (102) EMEA Asia-Pacific Americas Holding/cons. Group EBIT margin before at eq. 9.7% (9.0%) 14.6% (13.8%) 13.4% (10.3%) 12.8% (11.3%) l 32
Slide 33: Cash flow 9M 2021
Cash flow 9M 2020 € mn 9M 2021 9M 2020 Δ in € mn Δ in % Earnings after tax 198 142 56 39 Amortization/Depreciation 63 59 4 7 Changes in net operating working capital (NOWC) -169 -6 -163 >100 Other changes -3 16 -19 - Capex -45 -89 44 49 Free cash flow before acquisitions 44 122 -78 -64 Acquisitions
Slide 34: 9M 2021 earnings summary
9M 2021 earnings summary KPI in € mn 9M 2021 9M 2020 Sales growth in 9M mainly volume-driven, selling price increases Sales 2,129 1,740 increasingly important in Q3 Cost of sales -1,394 -1,125 9M gross profit margin of 34.5% 0.8 %-points down yoy; Q3 margin with 33.1% below Q2 margin (33,9%) Gro
Slide 35: Europe, Middle East, Africa
Europe, Middle East, Africa Sales up 20% on prior-year period, which was hit hard by Covid-19 KPI in € mn 9M 2021 9M 2020 pandemic; 6% higher than first nine months of 2019 Sales 1,276 1,060 Majority of all countries reported significant double-digit growth rates Organic growth 212 (20%) -125 (-
Slide 36: Asia-Pacific
Asia-Pacific Sales up 25% on 9M 2020; 19% up on pre-crisis levels in 9M 2019 KPI in € mn 9M 2021 9M 2020 China benefitted from high demand of automotive sector Sales 637 509 Organic growth 117 (23%) -19 (-4%) Other countries in the region also contributed to the increase in sales to above pre-
Slide 37: North and South America
North and South America KPI in € mn 9M 2021 9M 2020 Sales around 22% higher than in the prior-year period, which was severely impacted by the pandemic; 8% higher than 9M 2019 Sales 344 281 External growth of €11 million due to the acquisition of two specialty Organic growth 78 (28%) -63 (-20%) l
Slide 38: Substantial cost base inflation in 2021
Substantial cost base inflation in 2021 300% Significant price increases in raw materials across the board 200% Significantly higher freight and packaging costs 100% Jan. 21 May 21 Sep. 21 SN 150 (Domestic) 4 cSt EU WTI N200/220 US %-changes vs. Steel (MEPS) proxy for packg. costs Baltic Contain
Slide 39: Outlook FY 2021 confirmed
Outlook FY 2021 confirmed Positive business development vs. raw material price increases and stressed supply chains March, 9th April, 29th July, 29th Confirmation of July KPI* in € mn 2020 2021 2021 2021 outlook Sales 2019 €2.7- 2,378 upper end Strong demand and price increases level 2.8 bn 2020 Hig
Slide 40: 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 41: Shares
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Slide 42: 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 43: 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 44: Appendix
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Slide 45: 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 45
Slide 46: Regional per-capita lubricants demand
Regional per-capita lubricants demand kg 25 2007 2019 20 15 10 5 0 l 46
Slide 47: 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 48: 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 49: 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
Slide 50: 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 51: 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 52: 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 53: 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 54: 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 55: 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 56: 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 57: 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 58: 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 59: 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 60: 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 61: New Mobility: Even more fields of expertise needed
New Mobility: Even more fields of expertise needed New Mobility applications foster to pioneer new fields of expertise within Fuchs technology matrix Electric Vehicle Autonomous Coolants E-Mobility Driving for server Grease farms Coolants Aerospace for Battery loading forming stations E-Board Surfac
Slide 62: 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 63: Cash allocation priority
Cash allocation priority Reinvest in the business Shareholder value-oriented Capex Stable Dividends Acquisitions Share Buyback l 63
Slide 64: 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 65: 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 66: 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 67: 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 68: 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 68
Slide 69: 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 69
Slide 70: 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 71: Net Liquidity
Net Liquidity € mn Free cash flow before acquisitions €238 mn l 71
Slide 72: Net operating working capital (NOWC)
Net operating working capital (NOWC) 23,7% 800 750 23,0% 21,8% 21,8% 700 681 21,0% 650 20,1% 624 19,4% 600 561 19,0% 550 543 495 500 17,0% 450 400 80 71 73 80 87 15,0% 350 300 13,0% 2019 2020 Q1 2021 Q2 2021 Q3 2021 NOWC (in € mn) NOWC (in %)* NOWC (in days)* * In relation to the annualized sales re
Slide 73: 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 643 668 642 614 643 653 656 620 616 504 620 638 697 714 718 Gross Profit 225 239 222 213 217 224 231 218 218 172 225 239 255 242 238 Gross Profit margin (in %) 35.0 35.8 34.6 34.7 33.7 34.3 35.2
Slide 74: 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 75: 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 1,446 419 431 426 Δ Y-o-Y in % -4 -4 -1 -1 -2 0 -28 -8 2 -8 5 49 15 Asia-Pacific 171 184 180 183 718 146 174 189 189 698 213 211 213 Δ Y-o-Y in % -4 -
Slide 76: 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 14 Asia-Pacific -5 -6 -1 8 -1 -16 -3 8 5 -1 46 20 8 Americas 8 -2 -1 -7 -1 -6 -42 -11 3 -14 6 75 19 FUCHS Group -1 -3 - - -1 -6 -23 -4
Slide 77: 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 78: 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 79: 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 79
Slide 80: Save the date: FUCHS Capital Markets Day 2022
FUCHS CAPITAL MARKETS DAY 2022 SAVE THE DATE June 28th 2022 Mannheim Registration will be open soon If you want to be on our distribution list please send your contact details to ir@fuchs.com
Slide 81: Financial Calendar & Contact
Financial Calendar & Contact Financial Calendar 2021 Investor Relations Contact March 18, 2022 Annual report 2021 FUCHS PETROLUB SE Friesenheimer Str. 17 68169 Mannheim April 21, 2022 Quarterly statement Q1 2022 Phone: +49 (0) 621 3802-1105 www.fuchs.com/group/investor-relations May 3, 2022 Annual G
Slide 82: 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