Slides
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FUCHS GROUP Investor Presentation July 2025
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Agenda | Business Model | Financial Results H1 2025 | FUCHS – a profitable growth story | Appendix l 2 01 02 05 06 03 | FUCHS2025 | Megatrends E-Mobility Sustainability Digitalization 04
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WE KEEP DAILY LIFEMOVING The world’s population is growing. By 2050, we will be 10 billion. More people than ever before will drive to work, use smartphones, have lunch, require healthcare. Things we all need in our daily lives. A big challenge for the equipment that provides these basics. That’s where our tailormade lubrication solutions come in – they enable the world to achieve more with less. l 3
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l 4 This is how we are MOVING YOUR WORLD We want to keep the world moving. Everyday. With innovative and technological solutions that have a lasting impact on the future.
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What do Lubricants Actually do? l 5 Protect surfaces from corrosion and wear Reduce friction and wear in moving systems Cool machines and equipment Transfer energy
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l 6 Where do Lubricants Contribute to Daily Live? Almost Everywhere …
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l 14 FUCHS is unique in our industry What is our USP? Close to our customers – all over the world Best team in our industry Full product offering Stable shareholder & no debt
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No matter where in the world We’re extremely close to our customers l 15 Total 42 Production locations 71 Operating companies As of December 31, 2024 12 21
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Business Model01
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FUCHS AT A GLANCE l 17 Around 6,700 employees Preference share is listed in the MDAX 71 companies worldwide €3.5 bn sales in 2024 No. 1 among the independent suppliers of lubricants The Fuchs family holds 58% of ordinary shares A full range of over 10,000 lubricants and related specialties Established 3 generations ago as a family-owned business
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THE LEADING INDEPENDENT LUBRICANTS COMPANY l 18 Manufacturers Major oil companies >100 Independent lubricant manufacturers 1 >700 High degree of fragmentation Concentration especially amongst smaller companies 1 > 1000 tons ~50%~50% Market Shares Top 10 manufacturers >700 manufacturers Number 1 independent lubricant company Datei fehlt
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l 19 HIGHTECH LUBRICANTS ON THE RISE 17% (152) 29% (1,028)24% (219) 19% (676) 59% (531) 52% (1,821) 2000 2024 €902 mn Market Demand FUCHS Sales (by customer location) EMEAAmericasAPAC 36.0 mn t 35.9 mn t -0.01 p.a % +6 p.a % 29% 43% 35% 31% 36% 26% 2000 2024 €3,525 mn Datei fehlt (links)
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OUR UNIQUE BUSINESS MODEL IS THE BASIS FOR OUR COMPETITIVE ADVANTAGE FUCHS is fully focussed on lubricants l 20 Independency allows reliability, customer & market proximity (responsiveness and flexibility) and continuity Advantage over major oil companies FUCHS is a full-line supplier Global presence, R&D strength, know-how transfer, speed Advantage over other independent companies Technology and innovation leadership in strategically important product areas
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WE ARE WHERE OUR CUSTOMERS ARE IN OVER 50 COUNTRIES GROUP COMPANY AND PRODUCTION LOCATIONS 42 Production locations 71 Operating companies As of December 31, 2024 l 21 66%* Regional workforce structure 17% 17% *incl. Holding *incl. Holding
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26% 18% 15% 18% 9% 6% 6% 2% Sales 2024: €3.5 bn Aftermarket and Trading Primary Industry and Energy On Highway Vehicle Manufacturers Vehicle Components Manufacturers Industrial Equipment and Machinery Off-Highway Vehicles and Transportation OEMs Tier 1 & Tier 2 suppliers Mechanical engineering Aerospace Railway Marine Agriculture WELL BALANCED CUSTOMER STRUCTURE TOP 20 CUSTOMERS ACCOUNT FOR ~ 25% SALES l 22 Processing Industries Other Mainly through distributors Garages Mining Steel Chemicals Wind Food Electronics Medtech Glass
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International expansion phase (mainly through acquisitions) Consolidation phase Establishment and development phase TRADITION AND GROWTH SINCE 1931 Growth phase (incl. investment program 2016-2020) 1931 1964 20241995 2005 € mn Sales revenues l 23 0 1,000 2,000 3,000 4,000 0 1,000 2,000 3,000 4,000
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93 105 121 154 122 80 79 83 80 47 53 58 73 80 86 93 92 97 44 47 52 55 54 59 69 71 79 2016 2017 2018 2019 2020 2021 2022 2023 2024 Capex Scheduled amortization/depreciation R&D expenses INVESTMENT IN THE FUTURE CAPEX PROGRAMM TO ACCELERATE PROFITABLE GROWTH SUCESSFULLY FINISHED l 24 € mn 2016 – 2020: €595 mn Capex Growth • Construction of new plants in growth regions • Capacity expansion of existing plants Technology • Modernization of plants to the highest technological standards • Building specialty grease plants for new products related to the global megatrends sustainability and e-mobility Innovation • Establishing three R&D hubs in China, Germany and the U.S. at the same level Five year growth initiative … with a clear investment focus on:
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l 25 2010 2014 2015 2016 2019 (AU) €25 mn Food Gr. Lub. (US) €11 mn (US) €15 mn (GB) €15 mn (ZA) €15 mn (SE) €140 mn (GLOBAL) €21 mn (GER) €135 mn (US) €46 mn 2022 (GER) 2024 (GER) €40 mn (SUI) €15 mn (US) 2025 (GER) €7 mn STRONG TRACK RECORD OF INTEGRATING BUSINESSES MOST IMPORTANT TRANSACTIONS OVER THE LAST 15 YEARS
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SUCCESSFUL ACQUISITION OF LUBCON MAINTAL, GERMANY l 26 Strong market position in the specialties segment, focus on high-performance specialty lubricants Expansion of existing key markets and diversification into new segments Strengthening of global footprint Sales revenues around €40 mn with 13 operating companies, 5 production sites and over 200 employees
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ACQUISITION OF STRUB REIDEN, SWITZERLAND l 27 Strong market position with production in Switzerland; focus on industrial lubricants and specialties STRUB gives FUCHS a basis in Switzerland for bundling existing business (LUBCON, exports etc.) Sales revenues approx. €15 mn with 40 employees
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ACQUISITION OF BOSS LUBRICANTS ALBSTADT, GERMANY l 28 Strong market position; focus on specialty lubricants Addition of further expertise in the markets of medical and safety technology Sales revenues approx. €7 mn with 20 employees
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CONTINUED FOCUS ON M&A GROWTH Strategic M&A Guardrails Financial Imperatives • Strengthening our footprint • Fundamentally buying customer lists, specifications, approvals and knowhow • Focus on bolt-on acquisitions to boost organic growth in regions and/or technologies • Synergies in purchasing, production, cross-selling, administration • FVA is the main KPI, also when evaluating acquisition targets • No predetermined pattern; model-adjusting to specific case l 29
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Financial Results H1 202502
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HIGHLIGHTS H1 2025 FIRST HALF-YEAR INFLUENCED BY CHALLENGING MARKET ENVIRONMENT l 31 €1.804 mn Sales up 2% yoy H1 2025 Overall challenging market environment led to subdued demand of key customer groups Sales growth driven by business expansion and external growth EBIT lower yoy due to mix changes in the US business and higher costs FCF bef. acq. up vs. prior year Measures initiated to substantiate H2 earnings €209 mn EBIT down 4% yoy Adjusted outlook FY 2025 Sales: on prev. year’s level (~ €3,525 mn) EBIT: on prev. year’s level (~ €434 mn) FVA: on prev. year’s level (~ €245 mn) FCF bef. acq.: ~ €260 mn (unchanged) €81 mn FCF bef. acq. up €12 mn yoy
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936 886 876 843 877 887 902 859 924 880 Q1 '23 Q2 '23 Q3 Q4 Q1 '24 Q2 Q3 Q4 Q1 '25 Q2 -1% SALES DEVELOPMENT l 32 € mn
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103 97 113 100 111 110 116 100 108 101 Q1 '23 Q2 '23 Q3 Q4 Q1 '24 Q2 Q3 Q4 Q1 '25 Q2 EBIT DEVELOPMENT l 33 € mn -9%
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H1 2025 GROUP SALES l 34 € mn 44 33 -19 H1 2024 Organic External Currency H1 2025 (1%) (-1%)(2%) 40 (2%) 1,764 1,804
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H1 2025 KPI SUMMARY KPI in € mn H1 2025 H1 2024 Sales 1,804 1,764 Cost of sales -1,178 -1,157 Gross profit 626 607 Other function costs -421 -392 EBIT bef. at Equity 205 215 EBIT 209 218 Sales up 2% year over year due to positive business development and external growth Gross margin at 34.7%, slightly above prior year’s figure of 34.4% Other function costs up 7% due to acquisitions, one-time startup costs for large customer business and inflation-driven wage adjustments EBIT down 4% year over year as higher gross profit cannot compensate for higher costs; EBIT margin at 11.6% vs. 12.4% in the prior-year period Capex -32 -28 Change of NOWC -59 -86 FCF bef. acq. 81 69 Capex on prior year level Lower NOWC build-up vs. prior year FCF bef. acq. higher vs. prior-year l 35
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EUROPE, MIDDLE EAST, AFRICA l 36 KPI in € mn H1 2025 H1 2024 Sales 1,039 1,027 Organic growth -19 (-2%) -39 (-4%) External growth 27 (3%) - FX effects 4 (0%) -1 (0%) EBIT bef. at Equity 105 109 EBIT 109 112 Sales up 1% year over year; Germany and other European regions below prior year; pleasing growth in South Africa External growth through the acquisition of LUBCON and STRUB in the second half of 2024, and BOSS at the beginning of 2025 Positive currency effects from Poland and the United Kingdom are negligible EBIT down 3% year over year; higher sales could not offset inflation-related cost increases in Europe
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Sales up 4% year over year despite negative currency effects Strong development in China’s specialty business overcompensates price adjustments; India and Australia also with positive business performance Strengthening of the Euro vs. Chinese Renminbi and Australian Dollar leading to negative currency effects EBIT increase of 16% strongly driven by China; Australia, India and Vietnam also with positive earnings development ASIA-PACIFIC l 37 KPI in € mn H1 2025 H1 2024 Sales 506 485 Organic growth 32 (7%) 13 (3%) External growth 2 (0%) - FX effects -13 (-3%) -19 (-4%) EBIT bef. at Equity 64 55 EBIT 64 55
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NORTH AND SOUTH AMERICA l 38 KPI in € mn H1 2025 H1 2024 Sales 350 341 Organic growth 14 (4%) 4 (1%) External growth 5 (2%) - FX effects -10 (-3%) -15 (-4%) EBIT bef. at Equity 35 47 EBIT 35 47 Sales up 3% year over year driven by business expansion in the region, changes in business mix in North America External growth, amongst others due to the long-term trading partner in Peru and IRMCO, a specialist in lubricant solutions for metal forming Significant negative currency effects from weakening US dollar EBIT down by 26% as sales growth cannot compensate for mix changes and cost increases; South America in a continuously challenging environment
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NET LIQUIDITY l 39 Free cash flow before acq. €81 mn € mn 41 144 20 -59 -24 -153 -23 -5 -59 Net liq. Dec. 2024 Earnings after tax D&A ./. Capex NOWC Other Changes Other Changes Net liq. Jun. 2025Dividend Acquisitions
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NET OPERATING WORKING CAPITAL (NOWC) l 40 507 635 524 537 561 577 567 583 571 164 236 205 261 262 262 201 246 227 671 871 729 798 823 839 768 829 798 22.6% 25.0% 21.6% 22.7% 23.2% 23.3% 22.3% 22.4% 22.7% Q4 2021 Q4 2022 Q4 2023 Q1 2024 Q2 2024 Q3 2024 Q4 2024 Q1 2025 Q2 2025 Rec. ./. Liab.* Inventories NOWC (in %) € mn Q2 25 vs Q4 24: Inventories +€4 mn Rec. ./. Liab. +€26 mn *Liabilities include advance payments received and liabilities from customer discounts.
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DIFFERENT PRICE DEVELOPMENTS FOR RAW MAT. BASKET l 41 Base Oils Overall, minor price increases on USD basis, however due to devaluation of USD vs. EUR slightly lower prices in EUR Additives Pricing and supply stable, no or only little price movements Q2 Q3 and beyond Prices are expected to remain broadly stable, however potential impact from tariffs as well as foreign exchange rates
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OUTLOOK 2025 REFLECTS CHALLENGING ENVIRONMENT ~ 260 Sales FVA March 2025 2025 EBIT FCF bef. acq. ~ 460 ~ 3,7 ~ 260 * The impact of the ongoing tense geopolitical situation on the global economy and FUCHS cannot be reliably estimated. In addition, the further development of raw material prices remains a matter of great uncertainty. KPI* in € mn l 42 July 31 on prev. year’s level on prev. year’s level on prev. year’s level ~ 260 245 Actual 2024 434 3,525 306 Slightly higher volumes offset by negative currency effects Additional cost measures vs. higher personnel and digitalization cost Largely stable earnings and capital employed Normalization after good prior year
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FUCHS 202503 New Mindset for Future Challenges
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CLEAR VALUE PROPOSITION l 44 MISSION STATEMENT LUBRICANTS. TECHNOLOGY . PEOPLE. Trust, Creating Values, Respect, Reliability, Integrity PURPOSE MOVING YOUR WORLD Being First Choice VISION VALUES
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FUCHS 2025 Culture High performance, open feedback & hierarchy-free communication Strategy Topline growth based on market segmentation Structure Organizational set-up & new positions l 45
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FUCHS2025 NEW MINDSET FOR FUTURE CHALLENGES l 46 New solutions require new ways of operating. And new ways of operation require a new approach and a fresh mindset . Global Global customer requirements E-Mobility l New business models Digitization
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FUCHS2025 HIGHLIGHTS l 47 Operational Excellence Technology Leadership People & Organization Customer & Market Focus Global Strength Sustainability CO2-neutrality “gate-to-gate” since 2020 and CO2-neutral “cradle-to-gate” by 2025 Sustainable revenue at a 15% EBIT margin and corresponding FVA growth Technology Leadership in the segments we target until 2025 Bring skills & expertise at the three R&D centers in China, Germany and the US at the same level Be the employer of choice for existing and future employees Improve development programs, skills models and succession planning Further standardize production & procurement processes Harmonize systems based on global structures Better market penetration through market segmentation Develop a global service portfolio by 2025 Overproportionate growth in Asia Pacific & North and South America Use segmentation as a basis for strategic & global business development
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MOVING YOUR WORLD l 48 Technical Expertise Customer Orientation Sustainable Attitude Leading Solutions WHAT: Delivering Efficient Lubrication Solutions HOW: UNCONDITIONALLY RELIABLE Customers trust us. And they trust us to find the solution. Because we make zero compromises. With unconditional reliability. WHY: MOVING YOUR WORLD We exist because it is us who keep this world moving. Moving your world is not only about keeping it in motion. It’s about moving it forward.
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GROWTH VIA SEGMENTS Global Divisions Automotive Aftermarket OEM Mining Industrial Specialty Market Segments (MS) Segment 1 Segment 2 (Global MS) Segment 3 Segment… l 49
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Four major target markets Three further growth markets FUCHS IS WELL POSITIONED TO PROFIT FROM GLOBAL GROWTH MARKETS E-mobility Wind power Food industry Rotary motion Medtech Semiconductor industry Data centers l 50
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l 51 LUBRICANTS Unique FUCHS business model based on strict application focus and tailormade solutions SUSTAINABILITY FUCHS empowers its customers to perform more sustainably INNOVATION ENABLER FUCHS has the solutions to help customers with their technology transformation DIGITALIZATION FUCHS GOES DIGITAL as a basis for smart services, operational excellence and Business Model Innovation E-MOBILITY Significant opportunities for FUCHS in fast developing markets GROWTH FUCHS will exploit growth opportunities leading to 2025 EBIT target BUSINESS MODEL MEGATRENDS GROWTH FUCHS2025 – STRATEGY PERSPECTIVE
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l 52 From FUCHS2025 (2019 – 2025) to FUCHS100 (2026-2031) CONTINOUS DEVELOPMENT OF CORPORATE STRATEGY
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l 53 FUCHS 100 Strategy December 2025 FUCHS 100FUCHS 2025 January 2026 December 2031 100 years FUCHS HOW? WHAT? WHO? Timo Reister (sponsor) + strategy department (project lead) • Strategy development with selected functions & countries • Active contribution across organization, • Then further scaling to organization • Growth strategy (growth through segmentation & efficiency) • Responses to megatrends • Evolution not revolution • Less is more (stricter prioritization, stronger focus on execution) Culture & structure remain key dimensions of FUCHS100
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Megatrends04 E-Mobility Sustainability Digitalization
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l 55 E-MOBILITY
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l 56 E-MOBILITY RAMP UP SCENARIO: EUROPE 74% 26% Non-BEV BEV 99% 1% 2023242mn cars Car sales35 mnAnnual car sales Car population 242mn cars 2040 12.8 mn 13.6 mn Sources: FEV Consulting, McKinsey & Company, Statista.de • Current regulation in Europe will lead to sales ban of ICE vehicles in 2035, shift of legislation to 2040+ in discussion • Overall, the car population expected to be largely stable with a steadily growing share of BEVs and PHEVs • BEV outlook slightly decreased in short-term due to currently lower demand • PHEV with slight increase recently as bridging alternative for customers • H2 & Fuel Cell with lower relevance in PC market 2023 2035 BEV ICE Hybrids etc. 34% 50% 16% 13% 1% 86%
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l 57 E-MOBILITY RAMP UP SCENARIO: CHINA 82% 18% 94% 6% 2023300mn cars Car sales35 mnAnnual car sales Car population 450mn cars 2040 22.8 mn 29.0 mn Sources: FEV Consulting, McKinsey & Company, Statista.de • Strong increase in car sales and car population in China expected • Openness in technology leading to more balanced split between ICE and non-ICE • Pure ICE sales will come to a halt in 2035 based on current regulation with strong gains for PHEV and BEV • BEV sales share will increase significantly in long-term • PHEV with strong recent increase and stable high share in mid/ long-term; strong government and OEM push • Even with a fast-growing share of BEVs & PHEVs, there will be more combustion engines in operation in 2040 than today 2023 2035 BEV ICE Hybrids etc. 53% 23% 24% 46% 54%
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l 58 E-MOBILITY RAMP UP SCENARIO: USA 85% 15% 94% 6% 2023290mn cars Car sales35 mnAnnual car sales Car population 305mn cars 2040 14.5 mn 14.8 mn Sources: FEV Consulting, McKinsey & Company, Statista.de • More uncertainties regarding electric mobility for the US, slow current demand leads to adjustments of OEM plans • Moderate growth of overall car population expected over next 10-15 years • Worldwide strongest annual sales share of ICE‘s expected by 2035: • Growing share of PHEV’s expected to last until 2035 and beyond, especially in rural areas; increased activities by OEMs • MHEV & Fuel Cell: significantly reduced demand and low OEM invest 2023 2035 BEV ICE Hybrids etc. 18% 74% 8% 41% 26% 33%
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l 59 WE SUPPORT EXISTING AND NEW MOBILITY TECHNOLOGIES AND DEVELOP SMART SOLUTIONS FOR OUR CUSTOMERS ICE Alt. Fuels H2 Fuel Cell HybridBEV
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l 60 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 FUCHS DNA: we are extremely close to our customers - worldwide • Our R&D focus: we develop exactly the solutions our customers need • Our holistic approach: we offer a full range of lubricants WE ARE THE ENABLER OF MOBILITY
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l 61 0.0 0.1 0.2 0.3 0.5 0.1 0.2 0.4 0.7 0.9 0.0 0.5 1.0 2023 2025 2030 2035 2040 Thermal Fluid (TF) Oil Water based MARKET POTENTIAL: EXPECTED REVENUE (BEV & FCEV - OEM FF1) (in € bn) Note: (1) OEM FF=OEM First Fill.
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l 62 MARKET POTENTIAL: EXPECTED REVENUE (BEV & PHEV – OEM FF1 & AAM2) 0.3 0.5 1.2 2.0 2.5 0.0 1.0 2.0 3.0 2023 2025 2030 2035 2040 EDF & DHTF (in € bn) Note: (1) OEM FF=OEM First Fill. (2) AAM=Automotive Aftermarket. Electric Driveline Fluid (EDF) & Dedicated Hybrid Transmission Fluid (DHTF)
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l 63l 63 FUCHS NEW MOBILITY SUCCESS STORY Mutual EDF development projects for 3 PC OEMs worldwide Targets for a successful transformation of our global strategic accounts: • Product portfolio transformation towards eMobility fluids by increasing share of FUCHS BluEV product line • Creation of globalized customer relationships covering production locations in EU, CN & USA • Strong level of FUCHS-internal cooperation and global account management 2024 2025 2026 2027 2028 2029 2030 Global Strategic Account [Volume Development] Traditional Technology New Technology won potential Datei fehlt
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l 64 Stamping lubricants Metal working fluids for machining processes Forming oils Corrosion protection for transportation Cleaners Heat conductive pastes / Gap fillers Thermal fluids Electrolytes by E-Lyte Connector greases Screw coatings Corrosion protection Thermal fluids Connector greases Corrosion protection Cleaners PHASE 2 Assembly PHASE 3 On the road PHASE 1 Manufacturing
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l 65 SUSTAINABILITY
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We stay fully committed to our sustainability approach l 66 Efficient lubrication solutions save energy, resources and CO 2 Social projects for education and development Transforming our technologies, processes and raw materials Achieving greater sustainability through research and development EMPOWERING to perform more sustainably ENGINEERING to make change happen
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l 67 Protect surfaces from corrosion and wear Reduce friction and wear in moving systems Cool machines and equipment Transfer energy LUBRICANTS IMPROVE THE SUSTAINABILITY OF SYSTEMS
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l 68 Protect surfaces from corrosion and wear Reduce friction and wear in moving systems Cool machines and equipment Transfer energy LUBRICANTS IMPROVE THE SUSTAINABILITY OF SYSTEMS
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l 69 FUCHS Electric Driveline Fluids (EDFs) Prevent copper corrosion in BEV electric motors to maintain original motor characteristics. Keep electrical resistance constant Prevent excess heat Maintain mechanical integrity Extend motor lifespan Example for FUCHS BluEV EG EDF 4101 PROTECT SURFACES FROM CORROSION Increase BEV reliability
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l 70 Protect surfaces from corrosion and wear Reduce friction and wear in moving systems Cool machines and equipment Transfer energy LUBRICANTS IMPROVE THE SUSTAINABILITY OF SYSTEMS
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l 71 FUCHS Wheel-Hub Bearing Greases Reduce friction by more than 30% in a screening test (MTM) Extended range for EVs Less emissions in combustion vehicles Longer bearing lifetime Less energy demand REDUCE FRICTION AND WEAR More range, less emissions
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l 72 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 being saved ~600 km more range REDUCE FRICTION AND WEAR Increase BEV range
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l 73 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 REDUCE FRICTION AND WEAR Extend wind turbine service life
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l 74 Protect surfaces from corrosion and wear Reduce friction and wear in moving systems Cool machines and equipment Transfer energy LUBRICANTS IMPROVE THE SUSTAINABILITY OF SYSTEMS
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l 75 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% COOL MACHINES AND EQUIPMENT Data Center Efficiency
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l 76 Protect surfaces from corrosion and wear Reduce friction and wear in moving systems Cool machines and equipment Transfer energy LUBRICANTS IMPROVE THE SUSTAINABILITY OF SYSTEMS
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l 77 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 ~31 tons of CO2 over 8,000 h of continuous operation TRANSFER ENERGY Reduce fuel consumption and emissions
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l 78 2050 Operational Emissions Value Chain Emissions -25% -42% NEAR-TERM GOALS LONG-TERM GOAL -90% Main Contributors: Heating and Electricity 20402030 2035 Main Contributor: Purchased raw materials (fossil-based) 2023 Scope 3 (97%) Scope 1 + 2* (3%) EMISSIONS *Base Year 2021. TWO GIANT LEAPS TO NET ZERO
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l 79 Willingness to switch to more sustainable products Availability and competitiveness of high quality, alternative raw materials given Green energy sufficiently available in all operating countries Defossilisation technologies are broadly available and competitive Regulation supports fast, technology- friendly transformation TO ACHIEVE OUR NET ZERO EMISSION REDUCTION TARGETS, FUCHS RELIES ON SERVERAL KEY FACTORS
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l 80 FUCHS started CDP disclosure in 2018 Since 2018, we continuously increased our rating In 2023, our ratings reached 2 nd highest level: “Management Level” Current Rating “C-” (last review from October 2022) reflecting mean value in normal distribution Striving for an improvement in rating assessment in Q2 2025 FUCHS with high transparency level Continuous improvement in rating score From “BB” in April 2020 to “BBB” in May 2021 From “BBB” to “AA” in April 2025 Only 2% with better scores (“AAA”) FUCHS responds to customer requests on a local basis. The following results were achieved so far 1 “Platinum” Award 4 “Gold” Awards 3 “Silver” Awards 4 “Bronze” Awards OUR SUSTAINABILITY RATINGS CONTINUE TO IMPROVE
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l 81 Pioneering Climate Strategies FUCHS SE receives Global Transition Award 2023
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l 82 DIGITALIZATION
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l 83 New digital technologies will change expectations of our customers and offerings of our competitors. To remain in the driver’s seat, and own our digital future, we need to act now. By 2030, we will be the digital frontrunner in our area of expertise. We will do this by thinking digital and putting digital first. Therefore, we will pursue five key Digital Opportunity Areas (DOAs) as a first priority, accompanied by the necessary enabling capabilities. FUCHS GOES DIGITAL – OUR ‘NORTH STAR’
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l 84 1 Optimized fluids & resource use 2 3 4 5 Automated ordering & fulfillment Forecasted equipment functionality Smart development & improved product performance Digital operations Defensive Offensive New Cost saving & max. efficiency Cost saving & max. efficiency Help our customers to automate their interactions with us through digitizing processes Help our customers to optimize their use of fluids and resources through digital performance tools Push our customers forward to facilitate optimal lubricant and equipment operation, improve equipment performance and minimize maintenance Help R&D to reduce time to market and improve products through digital solutions across the “Idea-to-Phase-Out” process Help operations to streamline and optimize processes through digital solutions across the “Source-to-Pay” and “Forecast-to-Stock” process FUCHS GOES DIGITAL – OUR ‘NORTH STAR’
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l 85 Optimized fluids & resource use 2 Web-based management tool FluidsConnect • Individually designed dashboards • Tracking of fluid condition and trends • Scheduling of maintenance activities • Remote access to key operating data • Assists in data-based decision making
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l 86 TRANSFORM2GROW – MOVING TO A DIGITAL CORE Beginning 2026 SAP S/4HANA Implementation & Rollouts Americas WHY are we doing it? • Foundation for next chapter of growth • Re-think & optimize our processes, data structures, reporting, governance and IT architecture WHAT do we do? • Harmonization of business processes and data structures • Implementation S/4HANA-based template as part of the FUCHS digital core across all regions HOW do we do it? • Highly skilled T2G project team, combining business process, ERP and change management experience from various parts of our business • Emphasis on standard SAP functionality and lean Digital Core for enhanced agility Our Transform2Grow (T2G) Project as part our digital strategy Sep. 2022 – Oct. 2023 Pre-project Nov. 2023 – Jun. 2024 Preparation Phase July 2024 + approx. 1.5 Years Global Template APAC EMEA China
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FUCHS – a profitable growth story 05
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l 88 FINANCIAL TARGETS Long-term EBIT margin Average cash conversion rate Mid single-digit percentage % Increase of dividend € annual sales growth each year ~15% 0.8x
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l 89 (in € mn) FINANCIAL TARGETS STRONG HISTORICAL GROWTH PAVES THE WAY TO ACHIEVING FINANCIAL TARGETS Long-term EBIT development 86 129 161 195 172 180 250 264 293 312 313 342 371 373 383 321 313 363 365 413 434 0 50 100 150 200 250 300 350 400 450 500 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Kein Zugriff
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l 90 FINANCIAL TARGETS STRONG HISTORICAL GROWTH PAVES THE WAY TO ACHIEVING FINANCIAL TARGETS 17% 16% 16% 15% 15% 12% 13% 13% 11% 12% 12% 1,096 1,192 1,323 1,365 1,394 1,178 1,459 1,652 1,819 1,832 1,866 2,079 2,267 2,473 2,567 2,572 2,378 2,871 3,412 3,541 3,525 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 (in € mn) Long-term sales revenue development Kein Zugriff
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l 91 01 02 03 04 Unique business model: Asset-light business model with a focus on high- performance products and a diversified customer portfolio across 25+ industries Independency: 58% of the FUCHS ordinary shares are held by the Fuchs family, the company is not vertically integrated, allowing to remain independent Balanced Capital Allocation: High cashflow generation and limited CAPEX requirements allowing for continuous dividend increases, realizing M&A opportunities and share-buybacks Profitable Growth: Capturing growth opportunities through segmentation approach and leveraging profitability at the same time FUCHS – A VALUE CREATING INVESTMENT
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l 92 BREAKDOWN ORDINARY & PREFERENCE SHARE (MARCH 31, 2025) Fuchs family 58% Free float 42% Free float 100% Basis: 65,500,000 ordinary shares Ordinary shares Preference shares Basis: 65,500,000 preference shares Characteristics: Dividend Voting rights Characteristics: Dividend plus preference profit share (0.01€) Restricted voting rights in case of: preference profit share has not been fully paid exclusion of pre-emption rights (e.g. capital increase, share buyback, etc.) Share data: Symbol: FPE ISIN: DE000A3E5D56 WKN: A3E5D5 Share data: Symbol: FPE3 ISIN: DE000A3E5D64 WKN: A3E5D6 MDAX-listed • DWS >5% • Norges >3%
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l 93 FCF CONVERSION1 WITH STRONG HISTORIC TRACK RECORD – FURTHER IMPROVEMENT AHEAD 0.95 0.98 0.79 0.53 0.51 0.77 1.08 0.35 0.20 1.64 1.01 0 100 200 300 400 500 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 FCF bef. Acq. CCR Ø 0.80x FCF LEVERS GOING FORWARD Free Cash Flow ~ €2.3 bn Total cash generation (2014-2023) Working Capital Strict NOWC management: Current high level to come down with normalized cost inflation rates going forward CAPEX Maintain CAPEX on Depreciation & Amortization level of ~ €80mn (in € mn) Note: (1) Cash conversion=FCF bef. Acq./Net income.
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l 94 210 232 205 142 147 174 238 90 61 465 306 0 500 1,000 1,500 2,000 2,500 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Including capex program 2016-2020 M&A €2.3 bn Cash allocation 2014-2024 Cash allocation 2025 and beyond Continued focus on M&A Dividend increases each year Share Buybacks + 1/3 2/3 BALANCED CAPITAL ALLOCATION APPROACH Free Cash Flow bef. Acquisition (in € mn) SBB + Dividend payout
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l 95 • Increasing efficiency through automated production methods • Reducing costs and emissions through energy- efficient design • Strengthening our 3C promise through globally standardized and locally adapted solutions 0.07 0.08 0.09 0.10 0.12 0.17 0.25 0.28 0.29 0.45 0.50 0.65 0.70 0.77 0.82 0.89 0.91 0.95 0.97 0.99 1.03 1.07 1.11 1.171 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 23 years of consecutive dividend increases (Dividend paid per preference share in €) OVER TWO DECADES OF DIVIDEND GROWTH, SIGNIFICANTLY CONTRIBUTING TO SHAREHOLDER VALUE Kein Zugriff
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l 96 0 5 10 15 20 25 E.ON DeFaMa Deutsche Börse Mensch und Maschine Atoss Software Adesso Nemetcheck Nexus Symrise SAP Brenntag Bechtle Cewe FUCHS SDAX MDAX MDAX MDAX DAX DAX DAX PrimeSt SDAX SDAX Open market Open market DAX DAX 1st 2nd 3rd 23 YEARS (in years) FUCHS PREFERENCE SHARE IS THE LEADING DIVIDEND ARISTOCRAT (-CANDIDATE) IN GERMANY1 Note: (1) Based on 2025 Dividend figures. Kein Zugriff
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Appendix06
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l 99 Base oil prices do not necessarily follow crude oil prices No direct link between additives and crude oil prices We even face price increases for certain raw materials where supply/demand is not balanced, or special situations occur Special lubricants consist of less base fluid and more additives Base oil / additives value split 80% 40% 20% 60% Standard Lubricants FUCHS Base Oils Additives, etc.
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l 100 WORKFORCE STRUCTURE 6,781 EMPLOYEES GLOBALLY (AS OF DECEMBER 31, 2024) EMEA w/o Germany 2,346 (35%) Americas 1,164 (18%) Asia-Pacific 1,116 (17%) Germany 1,994 (28%) Functional Workforce Structure *Excl. 133 Trainees Production 2,263 (34%) R&D 641 (10%) Admin 888 (13%) Marketing & Sales 2,856 (43%) 6,781 6,781* Regional Workforce Structure
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Assets / equity and liabilities Balance sheet total 2,610 2,423 2,523 2,311 2,120 2,023 1,891 1,751 1,676 1,490 Shareholder‘s equity 1,897 1,800 1,841 1,756 1,580 1,561 1,456 1,307 1,205 1,070 Equity ratio (in %) 72.7 74.3 73.0 76.0 74.5 77.2 77.0 74.6 71.9 71.8 Net liquidity 41 112 -60 97 179 193 191 160 146 101 Pension provisions 11 10 7 28 43 36 25 26 35 33 FUCHS Value Added (FVA) 245 212 172 205 165 174 251 250 257 246 UNIQUE TRACK RECORD FOR CONTINUED PROFITABILITY AND ADDED VALUE l 101 FUCHS Group (in € mn) 2024 2023 2022 2021 2020 2019 2018 2017 2016 2015 Results of operations Sales revenues (by company location) 3,525 3,541 3,412 2,871 2,378 2,572 2,567 2,473 2,267 2,079 Cost of sales 2,310 2,396 2,358 1,906 1,524 1,682 1,668 1,591 1,416 1,288 Gross profit 1,215 1,145 1,054 965 854 890 899 882 851 791 in % of sales revenues 34.4 32.3 30.9 33.6 35.9 34.6 35.0 35.7 37.5 38.1 EBIT before at equity 426 406 356 354 303 310 357 356 352 324 in % of sales revenues 12.1 11.5 10.4 12.3 12.7 12.1 13.9 14.4 15.5 15.6 EBIT 434 413 365 363 313 321 383 373 371 342 in % of sales revenues 12.3 11.7 10.7 12.6 13.2 12.5 14.9 15.1 16.4 16.5 EBITDA 531 511 458 449 393 394 441 426 418 381 in % of sales revenues 15.1 14.4 13.4 15.6 16.5 15.3 17.2 17.2 18.4 18.3
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Investments / R&D Investments 80 83 79 80 122 154 121 105 93 50 Depreciation (scheduled) 97 92 93 86 80 73 58 53 47 39 Research & Development expenses 79 71 69 59 54 55 52 47 44 39 Employees Number of employees (average) 6,781 6,272 6,067 5,858 5,786 5,573 5,339 5,147 4,990 4,368 UNIQUE TRACK RECORD FOR CONTINUED PROFITABILITY AND ADDED VALUE l 102 FUCHS Group (in € mn) 2024 2023 2022 2021 2020 2019 2018 2017 2016 2015 Cash flow Free cash flow 205 461 59 61 124 162 159 140 164 62 Free cash flow before acquisitions 306 465 61 90 238 175 147 142 205 232 Cash Conversion Rate Factor 1,01 1.64 0.23 0.35 1.08 0.77 0.51 0.53 0.79 0.98 FUCHS shares (in €) Earnings per share Ordinary 2.29 2.08 1.87 1.82 1.58 1.63 2.06 1.93 1.86 1.69 Preference 2.30 2.09 1.88 1.83 1.59 1.64 2.07 1.94 1.87 1.70 Dividend per share Ordinary 1.16 1.10 1.06 1.02 0.98 0.96 0.94 0.90 0.88 0.81 Preference 1.17 1.11 1.07 1.03 0.99 0.97 0.95 0.91 0.89 0.82 Dividend distribution (in € mn)* 153 147 148 142 137 134 131 126 123 113 Stock exchange prices (on Dec 31) Ordinary 31.80 32.45 27.80 30.88 37.85 39.95 35.00 40.37 36.95 37.69 Preference 41.66 40.30 32.74 39.92 46.44 44.16 35.98 44.25 39.88 43.50 *For 2024, proposal for the appropriation of profits – unappropriated profits designated for distribution less the amount attributable to non-dividend-bearing ordinary and preference shares, which will be transferred to retained earnings.
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KEY ENVIRONMENTAL DATA l 103 FUCHS Group Unit 2024 2023 2022 Energy Absolute energy consumption MWh 274,210 278,041 287,575 Specific energy consumption kWh/revenue in € 77.79 78.52 84.28 CO₂e emissions – Cradle-to-Grave Absolute CO₂e emissions tons 2,336,201 2,358,168 2,043,968 - thereof Scope 1 tons 34,087 38,959 45,009 - thereof Scope 2 (market-based) tons 9,405 17,642 23,239 - thereof Scope 3 tons 2,292,709 2,301,567 1,975,719 Specific CO₂e emissions kg/revenue in € 66.28 66.60 59.91 - thereof Scope 1 kg/revenue in € 0.97 1.10 1.32 - thereof Scope 2 kg/revenue in € 0.27 0.50 0.68 - thereof Scope 3 kg/revenue in € 65.04 65.00 57.91 Water consumption Absolute water consumption m³ 348,383 340,852 384,181 Specific water consumption m³/revenue in € 98.83 96.26 112.60 Waste generation Absolute waste generation tons 10,659 14,189 15,530 Specific waste generation kg/revenue in € 3.02 4.01 4.55 Absolute cradle-to-grave CO₂e emissions from FUCHS companies were reduced ~1% year-over-year. This corresponds to 21,967 t CO₂e. Scope 1: Direct emissions, including own energy generation. Scope 2: Indirect emissions through purchased energy. Scope 3: Other indirect emissions along the value chain. Basis: FUCHS production, sales and holding companies without offsetting for certificates of origin for „green electricity“. FUCHS offsets the remaining emissions by purchasing climate protection certificates.
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DEVELOPMENT EBIT – COST OF CAPITAL – FVA l 104 86 129 161 195 172 180 250 264 293 312 313 342 371 373 383 321 313 363 365 413 434 49 58 61 58 62 63 67 78 85 90 83 96 114 123 132 147 148 158 193 201 189 37 71 100 137 110 117 183 186 208 222 230 246 257 250 251 174 165 205 172 212 245 0 50 100 150 200 250 300 350 400 450 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 EBIT Cost of capital FVA Cost of Capital = CE x WACC (in € mn)
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REGIONAL SALES REVENUES CONSOLIDATED SALES REVENUES FY 2024 2024 (€ mn) 2023 (€ mn) 2022 (€ mn) EMEA 2,029 2,041 2,036 thereof Germany 866 898 916 Western Europe 729 740 702 Eastern Europe 310 284 291 Africa 124 119 127 Asia-Pacific 986 979 929 thereof China 564 564 554 Australia 266 261 242 North and South America 678 687 653 thereof North America 601 611 576 South America 77 77 77 Consolidation -168 -166 -206 Total 3,525 3,541 3,412 l 105 19% 52% 29%
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CASH FLOW FY 2024 € mn FY 2024 FY 2023 Δ in € mn Earnings after tax 302 283 19 Amortization/Depreciation 97 98 -1 Changes in net operating working capital (NOWC) -13 117 -130 Other changes 4 45 -41 Capex -83 -83 0 Free cash flow before acquisitions 306 465 -159 Acquisitions -101 -4 -97 Free cash flow 205 461 -256 l 106
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SHARE PRICE DEVELOPMENT OF FUCHS SHARES PERFORMANCE* OF ORDINARY AND PREFERENCE SHARES IN COMPARISON WITH DAX AND MDAX (JANUARY 1, 2024 – DECEMBER 31, 2024) l 107 *Price trend including dividends. 80% 90% 100% 110% 120% 130% 01 02 03 04 05 06 07 08 09 10 11 12 FPE FPE3 DAX MDAX
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QUARTERLY INCOME STATEMENT 2023 Q1 Q2 Q3 Q4 936 886 876 843 289 285 288 283 30.9 32.2 32.8 33.6 -188 -190 -178 -183 101 95 110 100 10.8 10.7 12.6 11.9 2 2 3 0 103 97 113 100 11.0 11.0 12.9 11.9 126 121 135 129 13.5 13.7 15.4 15.3 € mn Sales Gross Profit Gross Profit margin (in %) Other function costs EBIT before at Equity EBIT margin before at Equity (in %) At Equity EBIT EBIT margin (in %) EBITDA EBITDA margin (in %) l 108 2024 Q1 Q2 Q3 Q4 877 887 902 859 296 311 315 293 33.8 35.0 34.9 34.1 -191 -201 -201 -196 105 110 114 97 12.0 12.4 12.6 11.3 2 1 2 3 107 111 116 100 12.2 12.5 12.9 11.6 131 134 141 125 14.9 15.1 15.6 14.6 2025 Q1 Q2 Q3 Q4 924 880 317 309 34.3 35.1 -211 -210 106 99 11.5 11.3 2 2 108 101 11.7 11.5 134 126 14.5 14.3
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QUARTERLY FIGURES BY REGION l 109 2025 Sales by company location EBIT before at equity income in % of sales Income from at equity companies Segment earnings (EBIT) in % of sales EMEA Q1 Q2 Q3 Q4 FY 511 516 517 485 2,209 52 57 54 56 219 10.2 11.0 10.4 11.5 10.8 2 1 2 3 8 54 58 56 59 227 10.6 11.2 10.8 12.1 11.1 Asia-Pacific Q1 Q2 Q3 Q4 FY 245 240 254 247 986 29 26 32 31 118 11.8 10.8 12.6 12.6 12.0 - - - - - 29 26 32 31 118 11.8 10.8 12.6 12.6 12.0 North and South America Q1 Q2 Q3 Q4 FY 167 174 170 167 678 21 26 24 20 91 12.6 14.9 14.1 12.0 13.4 - - - - - 21 26 24 20 91 12.6 14.9 14.1 12.0 13.4 2024 Sales by company location EBIT before at equity income in % of sales Income from at equity companies Segment earnings (EBIT) in % of sales EMEA Q1 Q2 Q3 Q4 FY 522 517 50 55 9.6 10.6 2 2 52 57 10.0 11.0 Asia-Pacific Q1 Q2 Q3 Q4 FY 264 242 33 31 12.5 12.8 - - 33 31 12.5 12.8 North and South America Q1 Q2 Q3 Q4 FY 183 167 21 14 11.5 8.4 - - 21 14 11.5 8.4
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QUARTERLY SALES & EBIT BY REGIONS l 110 Sales (€ mn) 2023 2024 2025 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 Δ Y-o-Y in % 15 2 -5 -10 0 -7 0 4 2 1 2 1 Asia-Pacific 252 239 247 241 979 245 240 254 247 986 264 242 Δ Y-o-Y in % 6 10 -2 8 5 -3 0 3 2 1 8 2 Americas 181 171 171 164 687 167 174 170 167 678 183 267 Δ Y-o-Y in % 28 8 -6 -4 5 -8 2 -1 2 -1 10 -3 Holding/Consolidation -49 -39 -41 -37 -166 -46 -43 -39 -40 -168 -45 -46 FUCHS Group 936 886 876 843 3,541 877 887 902 859 3,525 924 880 Δ Y-o-Y in % 16 6 -3 -3 4 -6 1 3 2 0 5 -7 EBIT (€ mn) 2023 2024 2025 Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY EMEA 50 49 56 58 213 54 57 56 56 219 52 55 Δ Y-o-Y in % 14 23 46 23 25 8 16 0 -3 3 -4 -4 Asia-Pacific 28 24 28 31 111 29 26 32 31 118 33 31 Δ Y-o-Y in % -1 -8 -15 24 -2 4 8 14 0 6 14 19 Americas 19 20 23 17 79 21 26 24 20 91 21 14 Δ Y-o-Y in % 12 11 -4 -6 3 11 30 4 18 15 0 -46 Holding/Consolidation 6 4 6 -6 10 3 1 4 -10 -2 2 -1 FUCHS Group 103 97 113 100 413 107 110 116 97 426 108 99 Δ Y-o-Y in % 11 11 13 18 13 4 13 3 -3 3 1 -10
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QUARTERLY SALES DEVELOPMENT SPLIT BY REGIONS Organic Growth (in %) EMEA Asia-Pacific Americas FUCHS Group External Growth (in %) EMEA Asia-Pacific Americas FUCHS Group FX Effects (in %) EMEA Asia-Pacific Americas FUCHS Group l 111 2023 Q1 Q2 Q3 Q4 FY 17 5 -2 -8 2 9 19 11 15 13 25 13 4 15 14 17 12 4 3 9 2023 Q1 Q2 Q3 Q4 FY - - - - - - - - - - - - - - - 0 0 0 0 0 2023 Q1 Q2 Q3 Q4 FY -2 -3 -3 -2 -2 -3 -9 -13 -7 -8 3 -5 -10 -19 -8 -1 -5 -7 -7 -5 2024 Q1 Q2 Q3 Q4 FY -7 0 2 -1 -2 3 3 2 2 2 -2 4 2 -6 0 -3 1 2 -1 0 2024 Q1 Q2 Q3 Q4 FY - - 1 2 1 - - 0 0 0 - - 1 1 0 0 0 1 1 1 2024 Q1 Q2 Q3 Q4 FY 0 0 1 0 0 -6 -5 0 1 -1 -6 -4 -3 7 -1 -3 -9 0 2 -1 2025 Q1 Q2 Q3 Q4 FY 2 3 - 0 1 2 2 2 2025 Q1 Q2 Q3 Q4 FY 1 0 1 -6 1 -7 1 -3 2025 Q1 Q2 Q3 Q4 FY -1 -3 7 7 8 1 2 0
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SUPERVISORY BOARD OF FUCHS SE l 112 Dr. Christoph Loos Chairman Dr. Susanne Fuchs Deputy Chairwoman Dr. Markus Steilemann Jens Lehfeldt Employee Representative Ingeborg Neumann Chairwoman of the Audit Committee Ayten Barisik Employee Representative
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Executive Board of FUCHS SE l 113 • Finance & Controlling • Digitalization • Legal & Compliance • Internal Audit & Governance • Investor Relations • Taxes • Asia-Pacific • Americas • OEM Division • Automotive • Aftermarket Division • Mining Division Dr. Timo Reister Deputy CEO • Human Resources • Corporate Marketing • Communication • Strategy Stefan Fuchs CEO Esma Saglik CFO • R&D • Product Management • Procurement • Operations • Sustainability • Management Systems • EH&S Mathieu Boulandet CTO • EMEA • Industry Division • Specialties Division Dr. Ralph Rheinboldt
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MATHIEU BOULANDET WILL ASSUME THE POSITION OF SEBASTIAN HEINER FROM AUGUST 1, 2025 l 114 • 1998: BSc in physics and chemistry in France • 2000: Studies of physics, chemistry and engineering in France • 2003: MSc in chemical engineering in France • 2005: MSc in industrial technology in France • 2004 – 2017: TOTALENERGIES (France, UAE, South Korea, Denmark, Singapore) • since 2018 – today: BP GRUPPE (Germany and France) o since 2021: Managing Director, Castrol Germany GmbH o 2021 – 2024: VP Industrial Lubricants Europe & Global Accounts, BP o since 2022: Board Member, Castrol France SAS o since 2024: global responsibility for the marine & energy businesses, London born in 1982 in Paris
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l 115 EXECUTIVE COMPENSATION & FUCHS SHARES Executive Board Supervisory Board >50% of multi-year variable compensation (LTI) must be invested in FUCHS preference shares with a lock-up period of 4 years LTI ≙ 55% of total variable compensation ≥20% of fixed compensation must be invested in FUCHS preference shares with a lock-up period of 4 years
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H1 2025 Factsheet DOWNLOAD: KEY DOCUMENTS FOR OUR SHAREHOLDERS l 116 Our added value Transparency Shareholder-oriented Well informed Financial Reports Investor PPT Dividend history Ad hoc releases Half-year Financial Report Click & Download
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FINANCIAL CALENDAR & CONTACT Financial Calendar 2025 Investor Relations Contact FUCHS SE Einsteinstr. 11 68169 Mannheim Phone: +49 (0) 621 3802-1110 www.fuchs.com/group/investor-relations l 117 Lutz Ackermann Head of Investor Relations lutz.ackermann@fuchs.com The financial calendar is updated regularly. You find the latest dates on the webpage at www.fuchs.com/financial-calendar. October 31, 2025 Quarterly Statement 9M 2025 Theresa Landau Specialist Investor Relations theresa.landau@fuchs.com Niclas Neff Manager Investor Relations niclas.neff@fuchs.com
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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 management’s current views and assumptions and involve known and unknown risks and uncertainties. In addition to statements which are forward-looking by reason of context, including without limitation, statements referring to risk limitations, operational profitability, financial strength, performance targets, profitable growth opportunities, and risk adequate pricing, other words such as “may, will, should, expects, plans, intends, anticipates, believes, estimates, predicts, or continue”, “potential, future, or further”, and similar expressions identify forward-looking statements. By their very nature, forward-looking statements involve a number of risks, uncertainties and assumptions which could cause actual results or events to differ materially from those expressed or implied by the forward-looking statements. These factors can include, among other factors, changes in the overall economic climate, procurement prices, changes to exchange rates and interest rates, and changes in the lubricants industry. FUCHS SE provides no guarantee that future developments and the results actually achieved in the future will match the assumptions and estimates set out in this presentation and assumes no liability for such. Statements contained in this presentation regarding past trends or activities should not be taken as a representation that such trends or activities will continue in the future. The company does not undertake any obligation to update or revise any statements contained in this presentation, whether as aresult of new information, future events or otherwise. In particular, you should not place undue reliance on forward-looking statements, which speak only as of the date of this presentation. l 118