Fuchs Petrolub : 3. Dezember, Bank of America Merril Lynch European Chemicals Conference, London

Agenda

01	| The Leading Independent Lubricants Company
02	| FUCHS2025
03	| Q1-Q3 2020
04	| Shares
05	| Appendix
Click to
navigate
l 2

FUCHS at a glance

Established 3 generations ago as a family-owned business

No. 1

among the independent suppliers of lubricants

€2.6 bn sales in 2019

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 2019

• 2 > 1000 tons

Our unique business model is the basis for our competitive advantage

Technology and innovation leadership in strategically important product areas

FUCHS is fully focussed on lubricants

FUCHS is a full-line supplierIndependency allows reliability, customer & market proximity (responsiveness and flexibility) and continuity

Global presence, R&D strength, know-how transfer, speed

Advantage over major oil companiesAdvantage over independent companies

We are where our customers are

*Incl. Holding As of Dec. 2019

Full-line supplier advantage

100,000 customers in more than 150 countries

*metalworking fluids/corrosion preventives

Well balanced customer structure

Top 20 Customers account for ~ 25% sales

Engineering / Machinery construction

Agriculture and construction

Energy and mining

Organic growth potential in emerging countries

Market Demand 36.4 mn t

+1 %

36.8 mn t

FUCHS Sales (by customer location)

€ 902 mn

+185 %

€ 2,572 mn

2000

2000

2019

2019

Asia-PacificAmericasEMEA

Investment in the future

R&D expenses and Capex

Investment program

Capex 2016-2021 ~ €670 mn

€ mn

•  In 2016 - 2018 over €300 mn capex was spent with focus on the expansion of Mannheim, Kaiserslautern and Chicago as well as new plants in China, Australia and Sweden

  200

  150

•  Capex peaked in 2019 at €154 mn. In 2020 €120 mn and 2021 €80 mn will be spent on growth and replacement as well as efficiency improvements due to significant volume increases, technological changes and a changed product mix

  100

  50

•  From 2022 onwards, capex should be back on par with the new level of depreciation

Estimated level of depreciation

02008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

CapexScheduled depreciation*

* Depreciation figures excluding PPA from M&A

Strong track record of integrating businesses

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

(GLOBAL) € 21 mn

2010

(DE) € 135 mn

(SE) € 140 mn

2015

(AU) € 25 mn

(US) € 46 mn*

2019

2014

(ZA) € 15 mn

(GB) € 15 mn

(US) € 15 mn

2016

Lubricants

(US)

€ 11 mn

* Closing January 24, 2020

Acquisitions 2019 & 2020

•  Automotive retail business

•  Sales 2018 AUD 40mn

  (~ €25 mn), 65 employees

•  Closing April 1, 2019

•  Chemical Process Management (CPM)

•  Sales 2018 €4 mn, 60 employees

•  Closing November 1, 2019

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

•  Sales 2018 USD 51mn

  (~ €46 mn), 180 employees

•  Closing January 24, 2020

  2020

  •  Longstanding trading partner of FUCHS Italy

•  Sales 2019 of around €4 mn

• •  Acquisition includes customer base and workforce

New Acquisition: PolySi Technologies Inc.

Great addition to the group's specialty business

•  Founded in 1995

•  Located in Sanford, NC, USA

•  Sales FY 2019 USD 9mn (~ €7.6 mn), mainly in North America, 21 employees

•  Asset Deal

•  Signing / Closing November 2, 2020

•  Specialist for silicone greases and gels for many industries, including automotive, electrical, plumbing, food, medical and valve

•  PolySi's manufacturing location in North Carolina is not part of the acquisition and only will be rented

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 as of 2020

•  Since 2010 already 30% reduction of energy consumption-specific CO2 emissions per ton of FUCHS lubricant produced

•  From 2020 onwards, all FUCHS locations worldwide will be CO2-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

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 FUCHS20205.

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

Sustainable revenue growth with operational excellence at a 15% EBIT margin and corresponding FVA growthBetter market penetration through market segmentationTechnology leadership in the segments we target until 2025

Overproportionate growth in

Asia-Pacific & the Americas

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 Q1-3 2020

€1,740 mn

Sales down by -11 %

€203 mn

EBIT down by -17 %

Updated Outlook FY 2020

•  EBIT decline in the range of -15%

(was -25%)

•  Based on the assumption that there will not be any major lockdowns in FUCHS' key regions in Q4 2020

•  The effects of the crisis on supply chains, production and customer demand cannot be reliably estimated currently

•  Effects of the COVID-19 pandemic significantly weakened in Q3 2020

•  Cost saving measures show effect

•  Free cashflow before Acquisitions significantly above previous year

•  Continued very sound balance sheet structure and sufficient liquidity

Sales development

Q1-3 2020 Group sales

Regional sales development Q1-3 2020

-1% -2% -2%

Europe, Middle East, Africa

1,060

1,201

-12% -5% -12%

-11% -4% -20%

-Asia-PacificAmericas

509 281 -110

535 320 -104

+1% +10%Consolidation

-

-

-

-

Total

1,740

1,952

-11%

-11%

+2%

-2%

Income statement Q1-3 2020

€ mn	Q1-3 2020	Q1-3 2019	Δ € mn	Δ in %
Sales	1,740	1,952	-212	-11
Gross Profit	615	672	-57	-8
-
Gross Profit margin	35.3 %	34.4 %	+0.9 %-points
Other function costs	-419	-433	14	-3
EBIT before at Equity	196	239	-43	-18
At Equity	7	7	0	0
EBIT	203	246	-43	-17
Earnings after tax	142	176	-34	-19
l 30

EBIT development

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

EBIT by regions

Q1-3 2020 (Q1-3 2019)

Quarterly EBIT development by regions

Q1 - Q3 2020

Cash flow Q1-3 2020

€ mn	Q1-3 2020	Q1-3 2019	Δ in € mn	Δ in %
Earnings after tax	142	176	-34	-19
Amortization/Depreciation	59	54	5	9
Changes in net operating working capital (NOWC)	-6	-11	5	-45
Other changes	16	-22	38	>100
Capex	-89	-103	14	14
Free cash flow before acquisitions1	122	94	28	30
Acquisitions	-95	-10	-85	>100
Free cash flow	27	84	-57	-68
l 34

1 Free cash flow before cash paid for acquisitions and before cash acquired through acquisitions

Q1-3 2020 earnings summary

•  Organic sales decrease reduced in all three regions after a strong performance in Q3, especially in September; Q3 in APAC above previous year mainly due to China

•  External growth in APAC (NULON) and Americas (ZIMMARK & NYE)

•  Gross margin at 35.3% (34.4) above previous year due to product mix changes and decreased raw material costs

•  Cost savings take effect; Other function costs down by €14 mn (adjusted for Acquisitions down by €30 mn)

•  Depreciation and amortization higher due to the investment program

•  EBIT at €203 mn (246) down by -17% and Earnings after tax at €142 mn (176) down by -19% as a result of the COVID-19 pandemic

•  Updated Outlook FY 2020 view of the improved economic forecast and the Q1-3 20 business performance; EBIT decrease in the range of -15% for FY 2020 (was -25%)

Outlook FY 2020 updated

Outlook FY - 2020

Outlook FY - 2020

Updated Outlook in view of the improved economic outlook and the Q1-3 20 business performance

•  Earnings decline in the range of -15% (Based on today's assessment of the effects of the COVID-19 pandemic)

•  Based on the assumption that there will not be any major lockdowns in the key regions for FUCHS in Q4 2020

•  Effects of the crisis on supply chains, production and customer demand cannot be reliably estimated currently l 36

Breakdown ordinary & preference shares

(December 31, 2019)

Ordinary shares

Preference shares

Basis: 69,500,000 ordinary shares

Characteristics:

Share data:

•  Dividend

  •  Symbol: FPE

•  Voting rights

•  ISIN: DE0005790406

•  WKN: 579040

MDAX-listed

Basis: 69,500,000 preference shares

Characteristics:

Share data:

•  Dividend plus preference profit share (0.01€)

  •  Symbol: FPE3

•  Restricted voting rights in case of:

  •  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

FUCHS - Key Investment Highlights

18 years of consecutive dividend increases

FUCHS-Long-Term Performance vs. DAX & MDAX1

Strong FCF generation & CAPEX with returns above WACC

3 4 5 6 7 8

We supply 100,000 customers in more than 150 countries with a full range of >10,000 lubricants and related specialtiesImproving operating profitability

Technology and innovation leadership in strategically important product areas

Independency allows reliability, customer & market proximity and continuity

Well balanced customer & product portfolio as well as global footprint

M&A: Strong track record of integrating businesses

Fuchs Petrolub Pref.

Fuchs Petrolub Ord.

DAXMDAX

1 Share price development including reinvested dividends

Top 20 lubricant countries

KT

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

20072019

•  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 OilsAdditives, etc.

Workforce Structure

5,627 employees globally

*Excl. 131 Trainees

FUCHS - Act together

Mission 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

•  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

Electrification of cars creates new applications

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)

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

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

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)

Earnings After Tax (in € mn)EBIT (in € mn)

FVA (in € mn)

EBITEBIT margin

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

Cost of Capital = CE x WACC

Stable Sales in 2019

€ mn	2015	2016	2017	2018	2019	Δ 18/19
Sales	2,079	2,267	2,473	2,567	2,572	0.2%
Gross Profit	791	851	882	899	890	-1.0%
Gross Profit margin	38.1%	37.5%	35.7%	35.0%	34.6%	-0.4%-points
Other function costs	-467	-499	-526	-542	-580	7.0%
EBIT before at Equity	324	352	356	357	310	-13.2%
EBIT margin before at Equity	15.6%	15.5%	14.4%	13.9%	12.1%	-1.8%-points
At Equity	18	19	17	26	11	-57.7%
EBIT	342	371	373	383	321	-16.2%
EBIT margin	16.5%	16.4%	15.1%	14.9%	12.5%	-2.4%-points
EBITDA	381	418	432	441	400	-9.3%
EBITDA margin	18.3%	18.4%	17.5%	17.2%	15.6%	-1.6%-points
l 61

Solid balance sheet and strong cash flow generation

€ mn

Total assets Goodwill Equity Equity ratio

2019	2018	2017	2016	2015
2,023	1,891	1,751	1,676	1,490
175	174	173	185	166
1,561	1,456	1,307	1,205	1,070
77%	77%	75%	72%	72%

€ mn

Net liquidity Operating cash flow Capex

Free cash flow before acquisitions1 Free cash flow

2019	2018	2017	2016	2015
193	191	160	146	101
329	267	242	300	281
154	121	105	93	50
175	147	142	205	232
162	159	140	164	62

1 Including divestments

Regional sales decline 2019

Sales in EMEA, Asia-Pacific and Americas decline slightly

-0% +1% +3%

EMEA

1,579

1,618

-2% +2% +2%

-2% -1% -1%

-Asia-PacificAmericas

718 418 -143

706 409 -166

+2% +0%Consolidation

-

-

-

-

Total

2,572

2,567

+0%

-1%

+1%

+0%

EBIT by regions

2019 (2018)

Cash flow 2019

€ mn	2019	2018	Δ in € mn	Δ in %
Earnings after tax	228	288	-60	-21
Amortization/Depreciation and impairment	79	58	21	36
Changes in net operating working capital (NOWC)	45	-48	93	-
Other changes	-23	-30	7	-23
Capex	-154	-121	-33	27
Free cash flow before acquisitions1	175	147	28	19
Acquisitions1	-13	12	-25	-
Free cash flow	162	159	3	2
1 Including divestments.
l 65

Net Liquidity

€ mn

450

400

350

300

250

200

150

100

50

0

191

193

-75

45

-23

228

-131

-13

-22

-7

Net liquidity	Leasing	Earnings after D&A, Imp ./.	NOWC	Other	Other	Net liquidity
Dec 2018	tax Capex	changes	changes	Dec 2019

Dividend

Acquisitions

Net operating working capital (NOWC)

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

Quarterly income statement

2017	2018	2019	2020
€ mn
Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3	Q4	Q1	Q2	Q3
Sales	618	629	615	611	643	668	642	614	643	653	656	620	616	504	620
Gross Profit	226	226	215	215	225	239	222	213	217	224	231	218	218	172	225
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
Other function costs	-137	-134	-129	-126	-136	-140	-134	-132	-142	-147	-144	-147	-148	-134	-137
EBIT before at Equity	89	92	86	89	89	99	88	81	75	77	87	71	70	38	88
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
At Equity	5	4	5	3	3	2	16	5	2	3	2	4	2	2	3
EBIT	94	96	91	92	92	101	104	86	77	80	89	75	72	40	91
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
EBITDA	107	109	105	111	106	115	118	102	95	98	107	100	92	60	110
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
l 68

Quarterly figures by region

2019

Sales by company location EBIT before at equity income in % of sales

Income from at equity companies Segment earnings (EBIT)

in % of sales

2020

Sales by company location EBIT before at equity income in % of sales

Income from at equity companies Segment earnings (EBIT)

in % of sales

EMEA

Asia-Pacific

North and South America

FUCHS Group

Q1 171 21 12.3

FY 1,579 156 9.9 11 167 10.6

Q1

Q2

Q3

Q4

400 36 9.0 2 38 9.5

399 39 9.8 3 42 10.5

2 50 12.4

402 48 11.9

378 33 8.7 4 37 9.8

Q2 184 23 12.5

Q3 180 23 12.8

Q4 183 26 14.2

FY 718 93 13.0

- 21 12.3

- 23 12.5

- 23 12.8

- 26 14.2

- 93 13.0

Q1 106 14 13.2

Q2 106 15 14.2

Q3 108 12 11.1

Q4 98 8 8.2

FY 418 49 11.7

- 14 13.2

- 15 14.2

- 12 11.1

- 8 8.2

- 49 11.7

2 77 12.0

Q1 643 75 11.7

3 80 12.3

Q2 653 77 11.8

2 89 13.6

Q3 656 87 13.3

4 75 12.1

Q4 620 71 11.5

FY 2,572 310 12.1 11 321 12.5

EMEA

FUCHS Group

Quarterly sales & EBIT by regions

Asia-Pacific

Americas

Consolidation

FUCHS Group

Δ Y-o-Y in %

EBIT (€ mn)

EMEA

Sales (€ mn)

EMEA

Asia-Pacific

Americas

Consolidation

FUCHS Group

Δ Y-o-Y in %

Δ Y-o-Y in %

Δ Y-o-Y in %

Δ Y-o-Y in %

20181	2019	2020
Q1	Q2	Q3	Q4	FY	Q1	Q2	Q3	Q4	FY	Q1	Q2	Q3	Q4	FY
415	414	408	381	1,618	400	399	402	378	1,579	401	289	370
-	-	-	-	-	-4	-4	-1	-1	-2	0	-28	-8
178	191	173	164	706	171	184	180	183	718	146	174	189
-	-	-	-	-	-4	-4	4	12	2	-14	-5	5
95	104	105	105	409	106	106	108	98	418	110	71	100
-	-	-	-	-	12	2	3	-7	2	4	-33	-7
-45	-41	-44	-36	-166	-34	-36	-34	-39	-143	-41	-30	-39
643	668	642	614	2,567	643	653	656	620	2,572	616	504	620
-	-	-	-	-	0	-2	2	1	0	-4	-23	-5
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
Δ Y-o-Y in %	-	-	-	-	-	-24	-18	-18	-24	-21	13	-69	-8
28	28	24	22	102	21	23	23	26	93	17	24	29
Δ Y-o-Y in %	-	-	-	-	-	-25	-18	-4	18	-9	-19	4	26
13	17	15	14	59	14	15	12	8	49	12	2	15
Δ Y-o-Y in %	-	-	-	-	-	8	-12	-20	-43	-17	-14	-87	25
1	5	4	1	11	4	0	4	4	12	0	1	1
92	101	104	86	383	77	80	89	75	321	72	40	91
-	-	-	-	-	-16	-21	-14	-13	-16	-6	-50	2

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

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

2019

Q1

Q2

Q3

Q4

FY

-3 -5 8 -1

-3 -6 -2 -3

-1 -1 -1 0

-1 8 -7 0

-2 -1 -1 -1

2019

Q1

Q2

Q3

Q4

FY

- - - -- 3 - 1

- 4 - 1

- 3 1 1

- 2 0 1

2019

Q1

Q2

Q3

Q4

FY

-1 1 4 1

-1 -1 4 0

0 1 4 1

0 1 -1 0

0 1 3 0

2020

2020

2020

The Executive Board

Stefan Fuchs: CEO; Corporate Group Development, HR, PR & Marketing, Strategy, Inoviga GmbH

Dr. Lutz Lindemann: CTO; R&D, Technology, Product Management, Supply Chain, Sustainability, Mining Division, OEM Division

Dr. Timo Reister: Asia-Pacific, Americas, Industrial Division

Dr. Ralph Rheinboldt: Europe, Middle East & Africa, FUCHS LUBRITECH Division

Dagmar Steinert: CFO; Finance, Controlling, Investor Relations, Compliance, Internal Audit, IT (incl. SAP/ERP-Systems), Legal, Tax

Executive Compensation & FUCHS Shares

Download: Key documents for our shareholders

Click & Download

Financial Calendar & Contact

Financial Calendar 2021

Investor Relations Contact

March 9, 2021

April 29, 2021

Annual Report 2020 Quarterly statement Q1 2021

May 4, 2021

Annual General Meeting in Mannheim

July 30, 2021

Half-year financial report 2021

October 29, 2021

Quarterly statement Q3 2021

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

FUCHS PETROLUB SE Friesenheimer Str. 17 68169 Mannheimwww.fuchs.com/group/investor-relations

Thomas Altmann

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.