Fuchs Petrolub : 21. Januar, Kepler Cheuvreux / Unicredit 19th German Corporate Conference, Frankfurt/Main

FUCHS GROUP

Investor Presentation

| January 2020

| Dagmar Steinert, CFO

| Thomas Altmann, Head of Investor Relations

Agenda

1. |The Leading Independent Lubricants Company
2. |Q1-3 2019
3. |Shares
4. |Appendix

1. 2

01The Leading Independent Lubricants Company

FUCHS at a glance

Established 3generations ago as a family-owned business

Around 5,500	Preference share is listed
employees	in the MDAX

1. 4

No. 1

among the independent suppliers of lubricants

€2.6 bn

sales in 2018

58companies worldwide

The Fuchs family holds

55% of

ordinary shares

A full range of over

10,000

lubricants and related specialties

Top 20 lubricants manufacturers

Number 1 among the independent lubricants companies

Manufacturers		Major	Market Shares
Independent	130	oil companies	Other 710	Top 10
		manufacturers	manufacturers
lubricant
		<50%	>50%
manufacturers*
	590

• High degree of fragmentation
• Concentration especially amongst smaller companies

* > 1000 tons

1. 5

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 lubricantsFUCHS is a full-line supplier

Independency allows reliability, customer &	Global presence, R&D strength,
market proximity (responsiveness and
know-how transfer, speed
flexibility) and continuity

Advantage over	Advantage over
major oil companies	independent companies

1. 6

We are where our customers are

58 Operating Companies

33 Production Sites

1. 7

As of Dec. 2018

Full-line supplier advantage

	Sales 2018: €2.6 bn
	(~80% international)
	by customer location
Automotive lubricants	Industrial lubricants
~45%	~55%
e.g. Engine & gear oils, hydraulic oils, shock absorber fluids, etc.	e.g. Industrial oils, MWF/CP* and greases

100,000 customers in more than 150 countries

Car industry	Manufacturing	Engineering	Construction	Mining	Trade, Services &
					Transportation

Heavy Duty

Steel & Cement

Aerospace

Agriculture industry

Wind energy

Food

1. 8

*metalworking fluids/corrosion preventives

Well balanced customer structure

Top 20 Customers account for ~ 25% sales

Engineering / Machinery construction
					Industrial goods manufacturing
Agriculture and construction
		7%	19%
6%

		Sales 2018:
Trade, transport and services	28%	€2.6 bn

31%

9%

Vehicle manufacturing

Energy and mining

1. 9

Organic growth potential in emerging countries

Market Demand

36.4 mn t	0 %	36.4 mn t

FUCHS Sales (by customer location)

€ 902 mn	+185 %	€ 2,567 mn

27%

19%

50%

(1,293)

27%

34%

54%

39%

59% (531)

24% (219)

17% (152)

17%

(428)

33%

(846)

20002018

20002018

l 10		Asia-Pacific & MEA		Americas		Europe

Investment in the future

R&D expenses and Capex

€ mn
60
				52
50		44	47
40	39
33
30
20
10
0
2014	2015	2016	2017	2018

R&D Expenses		in % of Sales

2.5%	140						6%
	120					121
				105
	100			93
	80
2.0%	60				53	58	4%
	52	50
	47	11
			39	11
	40		10	PPA
	30	PPA
		PPA
	20
1.5%	0	2014	2015	2016	2017	2018	2%
		Capex	Scheduled amortisation/depreciation	in % of Sales

1. 11

Investment initiative

Capex 2016-2021 €700+ mn

• In 2016 - 2018 over€300 mncapex was spent with focus on the expansion of Mannheim, Kaiserslautern and Chicago as well as new plants in China, Australia and Sweden
• Capex will peak in 2019 at€180 mn. In 2020/2021 more than €100+ mn p.a.will be spent on growth and replacement as well as efficiency improvements due to significant volume increases, technological changes and a changed product mix
• From 2022 onwards, capex should be back on par with the new level of depreciation

1. 12

€ mn

200

150

100

50

Estimated level of depreciation

0

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

Capex		Scheduled depreciation*

* Depreciation figures excluding PPA from M&A

FUCHS' Strategy

Profitable Growth:

Internationalization of core activities

Local production in 33 plants

People:

		Employer
Global		Branding
	Culture
standards,		Talent-
processes		management
and branding		Learning

1. 13

Utilize disruptions like e-mobility, digitalization, etc. as an opportunity

Agile network structure based

on common values

FUCHS2025

Strategy

- Vision for the future - Projects and action - Financial target

Culture

Values and the way we want to communicate

Structure

Global processes and standards

1. 14

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

(ZA)		(GB)		(US)		Lubricants
			(US)
€ 15 mn		€ 15 mn		€ 15 mn
			€ 11 mn

*Closing Beginning of 2020

1. 15

Acquisitions 2019

• Automotive retail business
• Sales 2018 AUD 40mn (~ €25 mn), 65 employees
• Closing April 1, 2019
• Automotive, medical, aerospace andin-vacuum industriy
• Sales 2018 USD 51mn (~ €46 mn), 180 employees
• Closing beginning of 2020
• Chemical Process Management (CPM)

Sales 2018 €4 mn, 60 employees

• Closing November 1, 2019

1. 16

FUCHS CO2-neutral as of 2020

• Since 2010 already 30% reduction of energyconsumption-specific CO2emissions per ton of FUCHS lubricant produced
• From 2020 onwards, all FUCHS locations worldwide will beCO2-neutral - from energy consumption in production to consumables in administration





Emissions not yet avoided are offset by compensation measures

Investment in high-quality climate protection projects for the expansion of renewable energies

l 17

02Q1-3 2019

Highlights Q1-3 2019

Sales at previous year's level at €1,952 mn

• Growth initiative results in costs increasing as planned
• Continuing weakness of automotive markets impacting German and Chinese business
• North America slightly improved compared to second quarter

1. 19

EBIT down by 17% to €246 mn; EBIT comparable down by 14%

Outlook 2019 specified

• Sales(-3% to +0%) and EBIT (-30% to -20%, comparable: -27% to -17%) at the upper end of the range of the guidance

Q1-3 2019 Group sales

€ mn
2,500			- 23		+ 12			+ 10
			(- 1%)		(+ 1%)			(0%)
2,000		1,953									1,952
1,500					- 1
1,000
					(0%)
500
0
		Q1-3 2018	Organic Growth	External Growth	FX		Q1-3 2019

1. 20

Regional sales growth Q1-3 2019

Continuing weakness in Europe and Asia

	Q1-3 2019	Q1-3 2018	Growth	Organic	External	FX
	(€ mn)	(€ mn)
Europe, Middle East, Africa	1,201	1,237	-3%	-3%	-	0%
Asia-Pacific	535	542	-1%	-4%	+2%	+1%
Americas	320	304	+5%	+1%	-	+4%
Consolidation	-104	-130	-	-	-	-
Total	1,952	1,953	0%	-1%	+1%	0%

1. 21

Income statement Q1-3 2019

€ mn	Q1-3 2019	Q1-3 2018	€ mn	in %
Sales	1,952	1,953	-1	0
Gross Profit	672	686	-14	-2
Gross Profit margin	34.4 %	35.1 %	-	-0.7%-points
Other function costs	-433	-410	-23	-6
EBIT before at Equity	239	276	-37	-13
At Equity	7	21	-14	-67
EBIT	246	297	-51	-17
Earnings after tax	176	219	-43	-20

1. 22

EBIT by regions

Q1-3 2019 (Q1-3 2018)1

€ mn 300

250

200

150

100

50

0

EBIT margin before at equity1

41	8	246
(45)	(10)
(297)

67

(80)

130

(162)

EMEA	Asia-Pacific	Americas	Holding/cons.	Group
10.2% (11.4%)	12.5% (14.8%)	12.8% (14.8%)		12.2% (14.1%)

12018 comparable

1. 23

Cash flow Q1-3 2019

€ mn	Q1-3 2019	Q1-3 2018	in %
Earnings after tax	176	219	-20
Amortization/Depreciation	54	42	29
Changes in net operating working capital (NOWC)	-11	-57	-81
Other changes	-22	-10	>100
Capex	-103	-73	41
Free cash flow before acquisitions1	94	121	-22
Acquisitions1	-10	12	>-100
Free cash flow	84	133	-37

1Including divestments

1. 24

Q1-3 2019 earnings summary

• Decrease in sales in EMEA andAsia-Pacific mainly due to weakness of the automotive market in China and Germany; Slight improvement in North America in Q3 compared to Q2
• Positive FX effects North- and South America (+4%) due to a strong US dollar, minor negative effect in EMEA mainly from the South African rand and Swedish krona and minor positive effect in APAC; External growth (+2%) in APAC due to acquisition of NULON, an Australian manufacturer for the automotive retail sector
• Higher manufacturing costs (in particular staff and D&A) related to the growth programm result in a decrease of gross profit by 2% to €672 mn (686). Gross profit margin improved over the course of the year but still below previous year's level (34.4% (35.1))
• M&A in Australia, additional D&A and higher staff costs increase other function costs by €23 mn to €433 mn (410)
• At-equityincome in 2018 incl. one-off effect from sale of an equity share (€12 mn); Current at-equity result impacted by economic crisis in Turkey
• EBIT therefore, combined with sales decrease, down by 17%y-o-y at €246 mn (297); EBIT comparable down by 14%; Earnings after tax at €176 mn (219), down by 20%

1. 25

Outlook 2019

Performance indicator	Actual	Outlook 2019
2018	March 19	August 19	October 2019
Sales	€2,567 mn	+2% to +4%	-3% to +0%	Upper end of -3% to +0%
EBIT comparable	€371 mn	-5% to -2%	-27% to -17%	Upper end of -27% to -17%
EBIT	€383 mn	-8% to -5%	-30% to -20%	Upper end of -30% to -20%

1. 26

03Shares

Breakdown ordinary & preference shares

(December 31, 2018)

Ordinary shares

Free	Fuchs	Symbol: FPE
ISIN:DE0005790406
float
45%	family	WKN:579040
	55%

Basis: 69,500,000 ordinary shares

Characteristics:

• Dividend
• Voting rights

Preference shares

MDAX-listed

Free	Symbol: FPE3
ISIN:DE0005790430
float
100%	WKN:579043

Basis: 69,500,000 preference shares

Characteristics:

• Dividendpluspreference profit share (0.01€)
• Restricted voting rights in case of:
• • preference profit share has not been fully paid
  • exclusion ofpre-emption rights (e.g. capital increase, share buyback, etc.)

1. 28

Stable dividend policy

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

€	Dividend per Preference Share		€ mn
		7,000
1.00	Payout Ratio 2018: 46%	0.95
	6,000
0.80
	5,000
0.60			4,000
0.40		3,000
0.27

2,000

0.20

1,000

0.00

0

Market Capitalization

1. 29

04Appendix

Top 20 lubricant countries

KT
8,000		2007		2018
7,000

6,000

5,000

4,000

3,000

2,000

1,000

0

1. 31

• China and the USA cover more than one third of the world lubricants market
• FUCHSis present in every important lubricants consuming country

Regional per-capita lubricants demand

kg
25
	2007		2018
20

15

10

5

0

1. 32

Base oil / additives value split

20%

60%

80%

40%

Standard Lubricants		FUCHS
		Base Oils		Additives, etc.

1. 33

• 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

Workforce Structure

5,446 employees globally

Regional Workforce Structure

	Other
Germany	European
1,634 (30%)	Countries
	1,948
	(36%)

2018

Asia-
Pacific,
Africa	Americas
1,174
690
(21%)
(13%)

1. 34

Functional Workforce Structure

Marketing	Production
& Sales
1,681
2,303
(32%)
(43%)

2018*

R&D

523

(10%)

Admin

815

(15%)

*Excl. 124 Trainees

FUCHS2025 - Vision

High performance organization driven to continuously improve and adapt to technology and market changes.

Unique company culture with family roots and a strong
value foundation. An independent, global thinking and agile
company communicating free of hierarchies & practicing an	Customer focus and
open feedback culture.	proximity around the globe.

Know-how and state of the art technology linked with top service are a matter of course.

Act global

			Based on our global
	First choice for our global		standards and processes
Global alignment and		our employees act global
stakeholders: investors,	Sustainable and successful	while we keep the local
communication with no	employees, customers,	entrepreneurship with
friction within the matrix.	suppliers etc.	global business model.	strong local teams.

1. 35

Challenges & Opportunities

Global Networked &

Agile CompanyProfitable

Growth

StructuresDigitalization

E-Mobility

1. 36

Digitalisation will fundamentally change our value creation

• inoviga GmbH is a think tank outside the operative business





Driving force behind digitalization projects

Develops prototypes and tools for digital business models

• Current topics:
• • eCommerce
  • Digitalized product development & production
  • Smart Services

1. 37

Electrification of cars creates new applications

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

					144
				131	14
			117	10
		107			40
93	96		17	29
32	34	40	44
	49
				53
59	59	58	51	44
			36

RoW

• EU, USA, China

Electric Vehicle

Vehicle w/ combustion Engine

RoW

• EU, USA, China

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

Electrification of cars will lead to new applications and higher requirements for

existing applications

Regardless of the powertrain type, every car needs a variety of other lubricant

applications

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)

Hybrid cars with efficient combustion engines will place complex requirements for

existing applications but also create new demand for new applications

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

Source: FEV / Base Scenario

FUCHS is used to quickly adapting to new market demands and is working on

concrete methods to meet the challenges of the future mobility

1. 38

Lubricant applications in passenger cars

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

	Central hydraulic system		Skin parts / washing oils
							prevention for wire cables
						Corrosion
							Processing seat components
		Axle drive			Power steering
							Air conditioning
							Engine handling
							Engine
	Transmission
							Radiator antifreeze
							Engine components

Shock absorber oils

Forming add-ons and skin panels

1. 39

Lubricant applications in passenger cars

Electrification brings a variety of opportunities for FUCHS

Coolants for power

Corrosion preventive for battery housing

Powertrain	ICE	HEV	BEV
Applications

electronics

Greases for bearings in E- Motor

MTF in machining of E-Motor a. gearbox

Drawing oils

for copperwire

E-Drive Oil for E- Motor and gearbox

Axle transmission oil

Contact grease for electric connections

Compressor oil for heatpump / air condition

Coolant for battery

Cleaners in battery production

Forming oils for battery cell cups or battery module cases

Engine oil	✓	✓	-
Transmission oil	✓	✓	✓/ -
Greases	✓	✓	✓
Specialty greases	✓	+	+
Lubricants for	✓	+	+
Auxiliary systems
Cooling &	✓	+	+
functional liquids

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

l 40

-Omitted ✓Required +Increased

Long-term objective:

Focus on Shareholder Value

Drive returns

Optimize capital

Strengthen portfolio

• 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
• Capex with returns above WACC
• Manage NOWC
• Reinvest in the business
• Acquisitions

1. 41

Cash allocation

Cash allocation priority

Reinvest in the business

Return cash to shareholders

Capex	Stable Dividends
Acquisitions	Share Buyback

1. 42

Unique track record for continued profitability and added value

Sales (in € mn)

3,000										2,567
2,500
2,000
1,500	1,178
1,000
500
0	2009	2010	2011	2012	2013	2014	2015	2016	2017	2018

EBIT (in € mn)

Earnings After Tax (in € mn)

300	288

200

121

100

0 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

FVA (in € mn)

500	15.3%	14.9%	18.0%
383
375			12.0%
250

300

200

251

		180																											6.0%
125
0																													0.0%
2009	2010	2011	2012	2013		2014	2015	2016	2017	2018
												EBIT						EBIT margin

1. 43

117

100

0 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Development EBIT - Cost of Capital - FVA

€ mn

450
400			EBIT										371	373	383
350			Cost of capital								342
		FVA							312	313
									293
300
							264
							250				246	257	250	251
250										230
								208	222
				195
200					180	183	186
		161		172
150		129		137	110	117
			100										132
100	86												123
71											113
									90		96
	37							78	85	83
50		61		62	63	67
58	59
	49
0	2004	2005	2006	2007	2008	2009	2010	2011	2012	2013	2014	2015	2016	2017	2018

l 44	Cost of Capital = CE x WACC

Stable EBIT in 2018

€ mn	2014	2015	2016	2017	2018	17/18
Sales	1,866	2,079	2,267	2,473	2,567	3.8%
Gross Profit	693	791	851	882	899	1.9%
Gross Profit margin	37.2%	38.1%	37.5%	35.7%	35.0%	-0.7%-points
Other function costs	-400	-467	-499	-526	-542	3.0%
EBIT before at Equity	293	324	352	356	357	0.3%
EBIT margin before at Equity	15.7%	15.6%	15.5%	14.4%	13.9%	-0.5%-points
At Equity	20	18	19	17	26	52.9%
EBIT	313	342	371	373	383	2.7%
EBIT margin	16.8%	16.5%	16.4%	15.1%	14.9%	-0.2%-points
EBITDA	343	381	418	426	441	3.5%
EBITDA margin	18.4%	18.3%	18.4%	17.2%	17.2%	-

1. 45

Solid balance sheet and strong cash flow generation

€ mn	2018	2017	2016	2015	2014
Total assets	1,891	1,751	1,676	1,490	1,276
Goodwill	174	173	185	166	88
Equity	1,456	1,307	1,205	1,070	916
Equity ratio	77%	75%	72%	72%	72%

€ mn	2018	2017	2016	2015	2014
Net liquidity	191	160	146	101	186
Operating cash flow	267	242	300	281	255
Capex	121	105	93	50	52
Free cash flow before acquisitions1	147	142	205	232	210
Free cash flow	159	140	164	62	188

1Including divestments

1. 46

Regional sales growth 2018

Europe and Asia-Pacific, Africa declining in the course of the year

	2018	2017	Growth	Organic	External	FX
	(€ mn)	(€ mn)
Europe	1,546	1,515	+2%	+3%	0%	-1%
Asia-Pacific, Africa	783	733	+7%	+11%	-	-4%
Americas	409	393	+4%	+13%	-	-9%
Consolidation	-171	-168	-	-	-	-
Total	2,567	2,473	+4%	+7%	-	-3%

1. 47

EBIT by regions

2018 (2017)1

€ mn 400

350

300

250

200

150

100

50

0

EBIT margin before at equity1

59	11	383
(61)	(9)	(373)

121

(128)

192

(175)

Europe	Asia-Pacific, Africa	Americas	Holding/cons.	Group
11.5% (11.4%)	13.9% (15.4%)	14.4% (15.5%)		13.9% (14.4%)

12017 comparable

1. 48

Cash flow 2018

€ mn	2018	2017	in %
Earnings after tax	288	269	7
Amortization/Depreciation	58	59	-2
Changes in net operating working capital (NOWC)	-48	-78	-39
Other changes	-30	-3	-
Capex	-121	-105	15
Free cash flow before acquisitions1	147	142	4
Acquisitions1	12	-2	-
Free cash flow	159	140	14

1Including divestments.

1. 49

Net Liquidity 2018

€ mn
500
450		-63
400
350			-48	-30
300		288
250		Free cash flow before acquisitions	-126
200			€147 mn			10
150	160
100								191
50
0
Net liquidity	Earnings after tax Depreciation ./.	NOWC	Other changes	Dividend	Other changes	Net liquidity
	Dec 2017	Capex							Dec 2018

l 50

Net operating working capital (NOWC)*

650

600

550

500

450

400

350

300

1. 51

																																			24.0%
																										23.4%
19.9%	21.0%	21.3%		21.8%		22.3%					22.8%		22.0%
														85	83		20.0%
													79		81
								78																			18.0%
73	77
																																				16.0%
2013	2014	2015		2016		2017	2018		Q3 2019
															NOWC (in € mn)						NOWC (in %)*		NOWC (in days)

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

Adjusted 2018 quarterly figures accounting for the new segment reporting structure

2018 comparable				EMEA							Asia-Pacific				North and South America
Q1	Q2	Q3	Q4	FY		Q1	Q2	Q3	Q4	FY		Q1	Q2	Q3	Q4		FY
Sales by company location		415	414	408	381		1,618		178	191	173	164	706		95	104	105	105		409
EBIT before at equity income		47	48	46	44		185		28	28	24	22	102		13	17	15	14		59
in % of sales		11.3	11.6	11.3	11.5		11.4		15.7	14.7	13.9	13.4	14.4		13.7	16.3	14.3	13.3		14.4
Income from at equity companies		3	3	15	5		26		-	-	-	-	-		-	-	-	-		-
		50	51	61	49		211		28	28	24	22	102		13	17	15	14		59
Segment earnings (EBIT)
		12.0	12.3	15.0	12.9		13.0		15.7	14.7	13.9	13.4	14.4		13.7	16.3	14.3	13.3		14.4
in % of sales
2018 comparable			Holding / Consolidation				FUCHS Group
Q1	Q2	Q3	Q4		FY		Q1	Q2	Q3	Q4	FY
Sales by company location		-45	-41	-44	-36		-166		643	668	642	614	2,567
EBIT before at equity income	1	6	3	1		11		89	99	88	81	357
in % of sales	-	-	-	-		-		13.8	14.8	13.7	13.2	13.9
Income from at equity companies		0	-1	1	0		0		3	2	16	5	26
Segment earnings (EBIT)		1	5	4	1		11		92	101	104	86	383
in % of sales		-	-	-	-		-		14.3	15.1	16.2	14.0	14.9

1. 52

Quarterly income statement

€ mn			2016					2017					2018					2019
Q1	Q2	Q3	Q4		Q1	Q2	Q3	Q4		Q1	Q2	Q3	Q4		Q1	Q2	Q3	Q4
Sales	550	586	567	564	618	629	615	611	643	668	642	614	643	653	656
Gross Profit	206	221	214	210	226	226	215	215	225	239	222	213	217	224	231
Gross Profit margin (in %)	37.4	37.7	37.8	37.1	36.6	35.8	35.0	35.2	35.0	35.8	34.6	34.7	33.7	34.3	35.2
Other function costs	-126	-128	-125	-120	-137	-134	-129	-126	-136	-140	-134	-132	-142	-147	-144
EBIT before at Equity	80	93	89	90	89	92	86	89	89	99	88	81	75	77	87
EBIT margin before at Equity (in %)	14.6	15.8	15.8	15.9	14.5	14.5	14.1	14.6	13.8	14.8	13.7	13.2	11.7	11.8	13.3
At Equity	5	5	5	4	5	4	5	3	3	2	16	5	2	3	2
EBIT	85	98	94	94	94	96	91	92	92	101	104	86	77	80	89
EBIT margin (in %)	15.5	16.6	16.5	16.8	15.3	15.1	14.8	15.1	14.3	15.1	16.2	14.0	12.0	12.3	13.6
EBITDA	97	109	105	107	107	109	105	111	106	115	118	102	95	98	107
EBITDA margin (in %)	17.6	18.7	18.6	18.8	17.4	17.3	17.0	18.2	16.5	17.2	18.4	16.6	14.8	15.0	16.3

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The Executive Board

Stefan Fuchs:CEO; Corporate Group Development, HR,	Dr. Lutz Lindemann:CTO; R&D, Technology, Product	Dr. Timo Reister:Asia-Pacific, Americas, Industrial Sales
PR & Marketing	Management, Supply Chain, Sustainability, inoviga GmbH,	Strategy
	Mining Division, OEM Division

Dr. Ralph Rheinboldt:Europe, Middle East & Africa,	Dagmar Steinert:CFO; Finance, Controlling, Investor
LUBRITECH Division	Relations, Compliance, Internal Audit, IT (incl. SAP/ERP-
l 54	Systems), Legal, Tax

Executive Compensation & FUCHS Shares

Executive Board

25%

of variable compensation

must be invested in FUCHS preference shares with a 3 year lock-up period

Supervisory Board

50%

of variable compensation

must be invested in FUCHS preference shares with a lock-up period of 5 years. The vesting period is waived when the member leaves the Supervisory Board

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Financial Calendar & Contact

Financial Calendar 2020

February 20, 2020	Preliminary Figures 2019
March 19, 2020	Full Year Results 2019
April 30, 2020	Quarterly Statement Q1 2020
May 5, 2020	Annual General Meeting
June 26, 2020	Capital Market Day
July 30, 2020	Half-year Financial Report 2020
November 3, 2020	Quarterly Statement Q3 2020

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

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Investor Relations Contact

FUCHS PETROLUB SE

Friesenheimer Str. 17 68169 Mannheim www.fuchs.com/group/investor-relations

Thomas Altmann

Head of Investor Relations [e-mail]

Andrea Leuser

Manager Investor Relations [e-mail]

Kelvin Jörn

Junior Manager Investor Relations

[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.

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