Fuchs Petrolub : 10th March, Roadshow London, Virtual

Agenda

01	| The Leading Independent Lubricants Company
02	| FUCHS2025
03	| Financial Results FY 2020
04	| Shares
05	| Appendix
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FUCHS at a glanceEstablished 3 generations ago as a family-owned business

l 4

No. 1

among the independent suppliers of lubricants

€2.4 bn sales in 2020

The Fuchs family holds 55% of ordinary shares

A full range of over

10,000

lubricants and related specialties

Top 20 lubricant manufacturers1

• 1 Market Shares 2020

  l 5

• 2 > 1000 tons

We are where our customers are

l 7

*Incl. Holding As of Dec. 2020

Well balanced customer structure

Top 20 Customers account for ~ 25% sales

Engineering / Machinery construction

Agriculture and construction

Energy and mining

l 9

Slight growth in global lubricant demand

Market Demand

FUCHS Sales (by customer location)

+1,5 %

36.9 mn t

37.4 mn t

€ 902 mn

+164 %

€ 2,378 mn

2019

2023

2000

2020

Asia-PacificAmericasEMEA

Investment in the future

Capex offensive largely finished

Investment program from 2016-2020 with ~ €600 mn

• • Investment program for capacity expansion and production oftechnologically superior products

• • From 2016-2020 close to €600 mn capex was spent on the expansion of Mannheim, Kaiserslautern and Chicago as well as new plants in China, Australia and Sweden

• • As of 2021 capex is expected to be on D/A level of €80 mn

€ mn 200

150

100

50

0

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

CapexScheduled depreciation (excl. PPA from M&A)

Strong track record of integrating businesses

M&A transactions with more than € 10mn sales (p.a.)

(GLOBAL) € 21 mn

(DE) € 135 mn

(SE) € 140 mn

(AU) € 25 mn

(US) € 46 mn*

2010

2015

2019

2014

(ZA) € 15 mn

(GB) € 15 mn

(US) € 15 mn

2016

Lubricants

(US)

€ 11 mn

* Closing January 24, 2020

Acquisitions leverage technological edge and specialty exposure

• ▪ Automotive, medical, aerospace and in-vacuum industry

• ▪ Sales 2019 USD 50 mn

  (~ €45 mn), 180 employees

• ▪ Closing January 24, 2020

  • ▪ Longstanding trading partner of FUCHS Italy

  • ▪ Sales 2019 of around €4 mn

  • ▪ Acquisition includes customer base and workforce

    • ▪ Specialist for silicone greases and gels for many industries

    • ▪ Located in Sanford, NC, USA

    • ▪ Sales 2019 USD 9 mn

      (~ €8 mn), mainly in North America, 21 employees

• ▪ Share Deal

• ▪ Signing / Closing October 1, 2020

• ▪ Asset Deal ; Signing / Closing November 2, 2020

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 beginning of 2020, FUCHS acquired 50% of the shares in three distributors each in Zimbabwe, Zambia and Mozambique. The three joint ventures employ 90 people and generate sales of around € 21 million p.a.

• ▪ In other African countries, FUCHS has license partners and distributors

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 protection projects for the expansion of renewable energies

On track to deliver as promised

FUCHS2025

New Mindset for Future Challenges

Global

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

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

• • Achieve a better global alignment through harmonized standards and procedures

• • Leverage our experience and explore exisiting opportunities, especially in Asia and the Americas

• • Continously improve the CO2 footprint of our products based on a lifecycle assessment

• • Become the employer of choice

FUCHS2025 Strategy Strategic Pillars

Six strategic pillars form the base of our strategy. They are the guiding principles for our strategic actions to reach our vision for FUCHS2025.

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 the strategic objectives from a group perspective

Stronger emphasis on innovation, service solutions and new market perspectives to expand full-line supplier claim

Joint approach with continuous development of corporate culture program to be able to leverage our strong cultural foundation for further strategy execution

FUCHS2025 Strategy Highlights

Be the employer of choice for our existing and future workforce

CO2-neutrality in production "gate-to-gate" since 2020 and CO2-neutral products "cradle-to-gate" by 2025

Highlights FY 2020

Solid performance in challenging year

€2,378 mn

Sales down by 8 %

€313 mn

EBIT down by 3 %

€165 mn

FVA down by 5 %

• ▪ Covid-19-related with lower sales in all regions

• ▪ Cost discipline, favorable product mix and raw material prices stabilized EBIT

• ▪ Growth initiative with further progress:

  • o 2nd largest capex ever in 2020 (leveling off to D/A level in 2021)

  • o Acquisitions leverage technological edge and specialty exposure

• ▪ FUCHS2025 with important milestones

Dividend +2%

• ▪ €0.99 per pref. share

• ▪ €0.98 per ord. share

Outlook FY 2021

• ▪ Sales on 2019 level

• ▪ EBIT on 2020 level

• ▪ FVA ~ €160 mn

• ▪ FCF bef. acq. ~ €160 mn

Sales development

€ mn

2,572

- 8% yoy

2,378

668

643

642

643

653

656

Q1 '18

614

638

620

Q2

Q3

Q4

Q1 '19

Q2

Q3

Q4

Q1 '20

Q2

Q3

EBIT development

321

€ mn

- 3% yoy

313

110

Q1 '18

92

101

1041

86

Q2

Q3

Q4

1. (Q3 2018: €12 mn one-off effect from sale of at equity share)

77

89

80

75

Q1 '19

Q2

Q3

Q4

Q1 '20

Q2

Q3

FY 2020 Group sales

€ mn

FY 2019

Organic Growth

External Growth

FX

FY 2020

Income Statement

€ mn

Sales

Gross Profit

Gross Profit margin

Other function costs

EBIT before at Equity

At Equity

EBIT

Earnings after tax

2020	Q4 20 Q3 20 Q2 20 Q1 20	2019
2,378	638 620 504 616	2,572
854	239 225 172 218	890
35.9 %	37.5 % 36.3 % 34.1 % 35.4 %	34.6 %
-551	-132 -137 -134 -148	-580
303	107 88 38 70	310
10	3 3 2 2	11
313	110 91 40 72	321
221	79 63 28 51	228

Δ€ mn yoy

Δ in % yoy

-194

-8

-36

-4

-

+1.3 %-points

29

5

-7

-2

-1

-9

-8

-3

-7

-3

Solid Balance Sheet and strong cash flow generation

€ mn

Total assets

Goodwill

Equity

Equity ratio

2020	2019	2018	2017	2016
2,120	2,023	1,891	1,751	1,676
236	175	174	173	185
1,580	1,561	1,456	1,307	1,205
75%	77%	77%	75%	72%

€ mn

Net liquidity

Operating cash flow

Capex

Free cash flow before acquisitions1

Free cash flow

2020	2019	2018	2017	2016
179	193	191	160	146
360	329	267	242	300
122	154	121	105	93
238	175	147	142	205
124	162	159	140	164

1 Including divestments

EBIT by regions

FY 2020 (FY 2019)

€ mn

100 (93)

168 (167)

42 (49)

3 (12)

313 (321)

EMEA

EBIT margin before at eq.

10.9% (9.9%)

Asia-Pacific

14.3% (13.0%)

Americas

10.9% (11.7%)

Holding/cons.

Group

12.7% (12.1%)

Quarterly EBIT development by regions

Q1-Q4 2020

€ mn

Q1

Q2

Q3

Q4

66

Q1

Q2

Q3

Q4

Q1

Q2

Q3

EMEA

Asia-Pacific

AmericasQ4

EBIT margin before at eq.

10.2%

3.8%

11.6%

16.3%

11.6%

13.8%

15.3%

15.9%

10.9%

2.8%

15.0%

12.3%

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	-101	>100
Free cash flow	124	162	-38	-23
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1 Free cash flow before cash paid for acquisitions and before cash acquired through acquisitions

Net operating working capital (NOWC)

700 650 600 550 500 450 400 350 300

2016

2017

2018

NOWC (in € mn)

2019

NOWC (in %)*NOWC (in days)*

23.0%

21.0%

19.0%

17.0%

15.0%

13.0%

2020

* In relation to the annualized sales revenues of the last quarter

Net Liquidity

FY 2020 earnings summary

KPI in € mn	FY 2020	FY 2019
▪	Strong finish in Q4 across all regions cushioned Covid-19 related
sales declines to overall 8%
Sales	2,378	2,572
Cost of sales	-1,524	-1,682	Ext. growth with 2% overcompensated by negative FX effects of 3%
▪
Gross profit	854	890
▪	Gross margin at 35.9% (34.6) above previous year due to positive
product mix effects, favorable raw mat. prices, strong cost discipline
Other function costs	-551	-580
EBIT bef. at Equity	303	310
▪	EBIT disproportionately lower by 3%
EBIT	313	321
CAPEX	122	154	▪	CAPEX lower by 21% after record level in prior year
NOWC	495	543	▪	NOWC down to 19,4% (21,8) of sales due to reduction in inventories
▪	FCF bef. acq. mainly driven by NOWC release and lower CAPEX
FCF bef. acq.	238	175
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EMEA: Slightly higher EBIT despite significant sales declines

KPI in € mn

FY 2020

FY 2019

• ▪ Sales decline of 8% yoy

  Sales

  1,446

  1,579

• ▪ Most regions with double-digit-percentage sales declines apart from Russia and South Africa

  Organic growth

  -108 (-7%)

  -36 (-2%)External growth

  1 (0%)FX effects

  -26 (-1%)

  - -3 (0%)

• ▪ Negative FX effects due to weakness of South African rand and Russian ruble

• ▪ At-equity income lower yoy as especially the joint venture in Saudi Arabia was negatively affected from Covid-19 pandemic

  EBIT bef. at Equity

  158 156

  EBIT

  168 167

• ▪ EBIT € 1 mn above prior year due to a strong cost discipline (short-term work & hiring freeze, reduced advertising and travel costs) and slightly lower raw material costs; prior year was burdened by impairment of € 6 mn

APAC: Sales without FX effects on prior year level; EBIT up yoy

KPI in € mn	FY 2020	FY 2019	▪	Sales decline of 3% yoy
▪	After strong sales declines already in Q1, APAC was the first region to
Sales	698	718
recover from the Covid-19 pandemic
Organic growth	-9 (-1%)	-9 (-1%)
▪	Main driver of the recovery was China, which even achieved slight
External growth	5 (0%)	17 (2%)	organic growth in 2020
FX effects	-16 (-2%)	4 (1%)	External growth from acquisition in prior year positively contributed to Q1
▪
EBIT bef. at Equity	100	93
▪	EBIT 8% above prior year due to a strict cost control, cost savings,
positive raw material price- and product mix development
EBIT	100	93
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North and South America: Strong external growth vs. organic sales declines; EBIT sig. lower

KPI in € mn	FY 2020	FY 2019	▪	Sales decline of 7% yoy
▪	USA most severely affected from Covid-19 pandemic
Sales	387	418
▪	Negative FX effects from USD, Brazilian Real and Argentinian Peso
Organic growth	-60 (-14%)	-3 (-1%)
External growth	47 (11%)	1 (0%)	▪	However, strong external growth from especially Nye and PolySi
FX effects	-18 (-4%)	11 (3%)	Strong EBIT decline in H1 partially compensated by slight recovery in H2
▪
EBIT bef. at Equity	42	49
▪	However, gross margin improved compared to prior year due to lower raw
material prices, positive mix effects and Nye acquisition
EBIT	42	49
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Dividend proposal

Reliable dividend policy even in times of crisis

€0.99

(0.97)

per preference share

€0.98

(0.96)

per ordinary share

Outlook FY 2021 (1)

Recovery across all regions vs. raw material price dislocations

* Further potential negative effects from the Covid-19 pandemic on the economy, supply chain, production and customer demand cannot be reliably assessed

Outlook FY 2021 (2)

201

EBIT in € mn

H1 2020 H<1H1 2021

H2 2020 H>2 H2 2021

• ▪ Operational recovery from H2 2020 expected to continue into H1 2021

• ▪ However, the recovery of key customer groups as the auto industry will presumably not yet reach prior-crisis levels

• ▪ After raw material price tailwinds in H2 2020, recent raw material price increases will temporarily lead to margin compression

Breakdown ordinary & preference shares

(December 31, 2020)

Ordinary shares

Free float 45%

• • DWS 5-10%

• • Mawer 5-10%

Preference shares

MDAX-listed

Fuchs family

55%

Basis: 69,500,000 ordinary shares

Basis: 69,500,000 preference shares

Characteristics:

Share data:

Characteristics:

Share data:

▪	Dividend	▪	Symbol: FPE	▪	Dividend plus preference profit share (0.01€)
▪	Voting rights	▪	ISIN: DE0005790406	▪	Restricted voting rights in case of:
▪	WKN: 579040

▪	Symbol: FPE3
▪	ISIN: DE0005790430
▪	preference profit share has not been fully paid	▪	WKN: 579043
▪	exclusion of pre-emption rights (e.g. capital
increase, share buyback, etc.)

Stable dividend policy

Our target: Increase the absolute dividend amount each year or at least maintain previous year's level

Top 20 lubricant countries

KT

8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000

2007

2019

• ▪ China and the USA cover more than one third of the world lubricants market

• ▪ FUCHS is present in every important lubricants consuming country

0

Regional per-capita lubricants demand

Base oil / additives value split

• ▪ 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

Standard Lubricants

20%	60%
80%
40%

FUCHS

Base Oils

Additives, etc.

Workforce Structure

5,728 employees globally

Regional Workforce Structure

Functional Workforce Structure

Germany 1,815 (32%)

Asia-Pacific 924 (16%)

EMEA w/o Germany 2,127 (37%)

*Excl. 128 Trainees

FUCHS - Act togetherMission statementValues

Trust

Trust is the basis of our self-understanding

Creating value

We deliver leading technology and first class service

Respect

We acknowledge our responsibility

Reliability	Integrity
Act in a responsive and	We believe in a high level of
transparent way	ethics and adhere to our CoC

FUCHS2025 Strategy Global Strength

Strategic Objectives:

• ▪ Use market segmentation as basis for strategic and global business development, achieve better market penetration

• ▪ Grow above Group average in Asia-Pacific and the

  Americas, achieve a better balance between all three world regions by 2025

• ▪ Further refine the brand profile, strengthen brand equity and attractiveness

FUCHS2025 Strategy Costumer & Market Focus

Strategic Objectives:

• ▪ Achieve maximum customer proximity, further utilize cross-selling opportunities, become the full-line supplier for our customers

• ▪ Develop global service portfolio up to 2025, change from product-driven approach to solution-driven approach

• ▪ Grow market shares to be amongst the leaders in the segments we target

• ▪ Systematically introduce new business models within the broader world of lubrication

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

• ▪ Innovate products and operational performance to make our customers more connected with us beyond lubricants by introducing digital solutions and platforms

• ▪ Bring all three R&D centers in China, USA and

  Germany to the same level of expertise until 2025

FUCHS2025 Strategy Operational Excellence

Strategic Objectives:

• ▪ Strengthen our global manufacturing and distribution network to achieve self-sufficient supply and technology hubs in Asia-Pacific, EMEA and the Americas until 2025

• ▪ Further standardize manufacturing and procurement procedures, equipment and output to achieve a more efficient supply chain

• ▪ Expand data transparency based on further globalization of structures and harmonization of systems

FUCHS2025 Strategy People & Organization

Strategic Objectives:

• ▪ Be the employer of choice for our existing and future workforce

• ▪ Further improve working environments and global collaboration

• ▪ Strengthen global talent acquisition and retention, enhance our development programs, competence models and succession planning

• ▪ Endorse internationalization of entities, remote leadership, international job rotation

FUCHS2025 Strategy Sustainability

Strategic Objectives:

• ▪ Economical Sustainability

  − Generate sustainable revenue growth at 15% EBIT margin with a corresponding increase of our FUCHS Value Added

• ▪ Ecological Sustainability

  − CO2-neutral production ("gate-to-gate") since 2020 and carbon-neutral products ("cradle-to-gate") by 2025. Foster additional ecological sustainability projects

• ▪ Social Sustainability

  − Further promote Corporate Social Responsibility projects

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

• ▪ Advanced Technology becomes more digital and international, e.g. sensors and IoT are added to the portfolio

• ▪ Global Product Management Services & Equipment

Electrification of cars creates new applications

Global light-duty vehicles sales forecast (in mn units)

Electrification is an opportunity for FUCHS to further strengthen its market leadership with technically advanced solutions

144

RoW

• ▪ Electrification of cars will lead to new applications and higher requirements for existing applications

  Σ EU, USA, China

• ▪ Regardless of the powertrain type, every car needs a variety of other lubricant applications

  Electric Vehicle

  Vehicle w/ combustion Engine

• ▪ Combustion engines will face further efficiency improvements leading to higher requirements of existing lubricants (e.g. higher protection against deposits for turbocharged engines, higher heat and ageing stability for more compact engines)

  RoW

• ▪ Hybrid cars with efficient combustion engines will place complex requirements for existing applications but also create new demand for new applications

  Σ EU, USA, China

• ▪ EVs will place whole new demand on gear oils, coolants, greases (e.g. contact with electrical currents and electromagnetic fields, higher heat emission, reduction gears with less gear steps and higher input speeds)

  2018

  2020

  2025

  2030

  2035

  2040

• ▪ FUCHS is used to quickly adapting to new market demands and is working on concrete methods to meet the challenges of the future mobility

Source: FEV / Base Scenario

Lubricant applications in passenger cars

In modern cars there are more than 30 different types of greases

Lubricant applications in passenger cars

Electrification brings a variety of opportunities for FUCHS

Compressor oil for heatpump / air condition

Products, which are needed independent from propulsion type are not shown

FUCHS DrivElectric

Does DrivElectric Damage Demand?

Asia-Pacific & MEAAmericasEurope

36.4 Mio. t

36.8 Mio. t

2007

2019

Global Lubricants Demand / Source: FUCHS Estimation

Long-term objective:

Focus on Shareholder Value

• ▪ Organic growth through strict customer focus, geographic expansion and product innovation

• ▪ Improve operating profitability through margin and mix management, operating cost management and efficiency improvements

Cash allocation priority

Unique track record for continued profitability and added value

Sales (in € mn)

3,000 2,500

2,000

1,500

1,000

500

0

0

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Earnings After Tax (in € mn)

300

200

100

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

EBIT (in € mn)

FVA (in € mn)

500

16.0%

6.0%

375 250 125

0

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

EBITEBIT margin

18.0%

12.0%

0.0%

300

200

100

0

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

Development EBIT - Cost of Capital - FVA

€ mn

450

400

350

300

250

200

150

100

50

0

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

Cost of Capital = CE x WACC

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%
EBIT margin before at Equity	15.5%	14.4%	13.9%	12.1%	12.7%	+0.6%-points
At Equity	19	17	26	11	10	-9.1%
EBIT	371	373	383	321	313	-2.5%
EBIT margin	16.4%	15.1%	14.9%	12.5%	13.2%	+0.7%-points
EBITDA	418	432	441	400	393	-9.3%
EBITDA margin	18.4%	17.5%	17.2%	15.6%	16.5%	+0.9%-points
l 67

Solid Balance Sheet and strong cash flow generation

€ mn

Total assets

Goodwill

Equity

Equity ratio

2020	2019	2018	2017	2016
2,120	2,023	1,891	1,751	1,676
236	175	174	173	185
1,580	1,561	1,456	1,307	1,205
75%	77%	77%	75%	72%

€ mn

Net liquidity

Operating cash flow

Capex

Free cash flow before acquisitions1

Free cash flow

2020	2019	2018	2017	2016
179	193	191	160	146
360	329	267	242	300
122	154	121	105	93
238	175	147	142	205
124	162	159	140	164

1 Including divestments

Regional sales 2020

Covid-19-related lower sales in all regions

2020 (€ mn)

2019 (€ 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%

Net Liquidity

Net operating working capital (NOWC)

700 650 600 550 500 450 400 350 300

2016

2017

2018

NOWC (in € mn)

2019

NOWC (in %)*NOWC (in days)*

23.0%

21.0%

19.0%

17.0%

15.0%

13.0%

2020

* In relation to the annualized sales revenues of the last quarter

Quarterly income statement

2018	2019	2020
€ mn
Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4
Sales	618	629	615	611	643	668	642	614	643	653	656	620	616	504	620	638
Gross Profit	226	226	215	215	225	239	222	213	217	224	231	218	218	172	225	239
Gross Profit margin (in %)	36.6	35.8	35.0	35.2	35.0	35.8	34.6	34.7	33.7	34.3	35.2	35.2	35.4	34.1	36.3	37.5
Other function costs	-137	-134	-129	-126	-136	-140	-134	-132	-142	-147	-144	-147	-148	-134	-137	-132
EBIT before at Equity	89	92	86	89	89	99	88	81	75	77	87	71	70	38	88	107
EBIT margin before at Equity (in %)	14.5	14.5	14.1	14.6	13.8	14.8	13.7	13.2	11.7	11.8	13.3	11.5	11.4	7.5	14.2	16.8
At Equity	5	4	5	3	3	2	16	5	2	3	2	4	2	2	3	3
EBIT	94	96	91	92	92	101	104	86	77	80	89	75	72	40	91	110
EBIT margin (in %)	15.3	15.1	14.8	15.1	14.3	15.1	16.2	14.0	12.0	12.3	13.6	12.1	11.7	7.9	14.7	17.2
EBITDA	107	109	105	111	106	115	118	102	95	98	107	100	92	60	110	131
EBITDA margin (in %)	17.4	17.3	17.0	18.2	16.5	17.2	18.4	16.6	14.8	15.0	16.3	16.1	14.9	11.9	17.7	20.5
l 72

2017

Quarterly figures by region

EMEA

Sales by company location

2019
Q1	Q2	Q3	Q4	FY	Q1	Q2	FY	Q1	FY
Sales by company location	400	399	402	378	1,579	171	184	718	106	418
EBIT before at equity income	36	39	48	33	156	21	23	93	14	49
in % of sales	9.0	9.8	11.9	8.7	9.9	12.3	12.5	13.0	13.2	11.7
Income from at equity companies	2	3	2	4	11	-	-	-	-	-
Segment earnings (EBIT)	38	42	50	37	167	21	23	93	14	49
in % of sales	9.5	10.5	12.4	9.8	10.6	12.3	12.5	13.0	13.2	11.7
EMEA
Q1	Q2	Q3	Q4	FY	Q1	Q2	Q4	FY	Q1	Q2	Q3	Q4	FY
401	289	370	386	1,446	146	174	189	698	110	71	100	106	387
41	11	43	63	158	17	24	30	100	12	2	15	13	42
10.2	3.8	11.6	16.3	10.9	11.6	13.8	15.3	15.9	14.3	10.9	2.8	15.0	12.3	10.9
2	2	3	3	10	-	-	-	-	-	-	-	-	-	-
43	13	46	66	168	17	24	29	30	100	12	2	15	13	42
10.7	4.5	12.4	17.9	11.6	11.6	13.8	15.3	15.9	14.3	10.9	2.8	15.0	12.3	10.9

Q3

EBIT before at equity income

in % of sales

Income from at equity companies

Segment earnings (EBIT)

in % of sales

Asia-Pacific

Q4

12.8

14.2

North and South America

Q2

Q3

Q4

14.2

11.1

8.2

Quarterly sales & EBIT by regions

Δ Y-o-Y in %

Δ Y-o-Y in %

Δ Y-o-Y in %

Holding/consolidation

FUCHS Group

Δ Y-o-Y in %

EBIT (€ mn)

EMEA

Asia-Pacific

Americas

Asia-Pacific

Americas

Δ Y-o-Y in %

Δ Y-o-Y in %

Δ Y-o-Y in %

Holding/consolidation

FUCHS Group

Δ Y-o-Y in %

20181	2019	2020
Sales (€ mn)
Q1	Q2	Q3	Q4	FY	Q1	Q2	Q3	Q4	FY	Q1	Q2	Q3	Q4	FY
EMEA	415	414	408	381	1,618	400	399	402	378	1,579	401	289	370	386	1,446
-	-	-	-	-	-4	-4	-1	-1	-2	0	-28	-8	2	-8
178	191	173	164	706	171	184	180	183	718	146	174	189	189	698
-	-	-	-	-	-4	-4	4	12	2	-14	-5	5	3	-3
95	104	105	105	409	106	106	108	98	418	110	71	100	106	387
-	-	-	-	-	12	2	3	-7	2	4	-33	-7	8	-7
-45	-41	-44	-36	-166	-34	-36	-34	-39	-143	-41	-30	-39	-43	-153
643	668	642	614	2,567	643	653	656	620	2,572	616	504	620	638	2,378
-	-	-	-	-	0	-2	2	1	0	-4	-23	-5	3	-8
20181	2019	2020
Q1	Q2	Q3	Q4	FY	Q1	Q2	Q3	Q4	FY	Q1	Q2	Q3	Q4	FY
50	51	61	49	211	38	42	50	37	167	43	13	46	66	168
-	-	-	-	-	-24	-18	-18	-24	-21	13	-69	-8	78	1
28	28	24	22	102	21	23	23	26	93	17	24	29	30	100
-	-	-	-	-	-25	-18	-4	18	-9	-19	4	26	15	8
13	17	15	14	59	14	15	12	8	49	12	2	15	13	42
-	-	-	-	-	8	-12	-20	-43	-17	-14	-87	25	63	-14
1	5	4	1	11	4	0	4	4	12	0	1	1	1	3
92	101	104	86	383	77	80	89	75	321	72	40	91	110	313
-	-	-	-	-	-16	-21	-14	-13	-16	-6	-50	2	47	-3

1 Previous year's figures adjusted to account for the changes in the organizational and reporting structure

Quarterly sales development split by regions

2019	2020
Organic Growth (in %)
Q1	Q2	Q3	Q4	FY	Q1	Q2	Q3	Q4	FY
EMEA	-3	-3	-1	-1	-2	0	-26	-6	5	-7
Asia-Pacific	-5	-6	-1	8	-1	-16	-3	8	5	-1
Americas	8	-2	-1	-7	-1	-6	-42	-11	3	-14
FUCHS Group	-1	-3	0	0	-1	-6	-23	-4	4	-7
2019	2020
External Growth (in %)
Q1	Q2	Q3	Q4	FY	Q1	Q2	Q3	Q4	FY
EMEA	-	-	-	-	-	-	-	-	0	0
Asia-Pacific	-	3	4	3	2	3	-	-	-	0
Americas	-	-	-	1	0	10	10	10	15	11
FUCHS Group	-	1	1	1	1	2	2	2	3	2
2019	2020
FX Effects (in %)
Q1	Q2	Q3	Q4	FY	Q1	Q2	Q3	Q4	FY
EMEA	-1	-1	0	0	0	0	-2	-2	-3	-1
Asia-Pacific	1	-1	1	1	1	-1	-2	-3	-2	-2
Americas	4	4	4	-1	3	0	-1	-6	-10	-4
FUCHS Group	1	0	1	0	0	0	-2	-3	-4	-3
l 75

The Executive Board

Stefan Fuchs

CEO; Corporate Group Development, HR, PR & Marketing, Strategy, Automotive Aftermarket Division

Dr. Lutz Lindemann

CTO; R&D, Technology, Product Management, Supply Chain, Sustainability, Mining Division, OEM Division

Dr. Timo Reister

Asia-Pacific, Americas, Industry DivisionDr. Ralph Rheinboldt Europe, Middle East & Africa, FUCHS LUBRITECH Division

Dagmar Steinert

CFO; Finance, Controlling, Investor Relations, Compliance, Internal Audit, Digitalization (IT, ERP systems, Big Data etc.),

Legal, Taxes

Executive Compensation & FUCHS SharesExecutive Board

Supervisory Board

50%

50%

of multi-year variable compensation (LTI)

of variable compensation

must be invested in FUCHS preference shares with a lock-up period of 4 years

LTI ≙ 55% of total variable compensation

must be invested in FUCHS preference shares with a lock-up period of 4 years

Download: Key documents for our shareholders

Click & Download

Financial Calendar & Contact

Financial Calendar 2021

Investor Relations Contact

April 29, 2021

Quarterly statement Q1 2021

May 4, 2021

Virtual Annual General Meeting

July 30, 2021

Half-year financial report 2021

October 29, 2021

Quarterly statement Q3 2021

The financial calendar is updated regularly. You find the latest dates on the webpage atwww.fuchs.com/financial-calendar

FUCHS PETROLUB SE Friesenheimer Str. 17 68169 Mannheim

Phone: [phone]www.fuchs.com/group/investor-relations

Lutz Ackermann

Head of Investor [e-mail]

Andrea Leuser

Manager Investor [e-mail]

Kelvin Jörn

Junior Manager Investor [e-mail]

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 PETROLUB 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 a result 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.