Fuchs Se · XETR:FPE

Fuchs — Investor Presentation (November 2026)

157 slides from Fuchs's investor presentation, November 2026

1. Slide 1: FUCHS Group Investor Presentation November 2026

   FUCHS GROUP Investor Presentation November 2026

2. Slide 2: The Economics of a Quality Compounder

   THE ECONOMICS OF A QUALITY COMPOUNDER GROWTH RETURNS CASH FLOW MOAT 4–5.5% >20% >80% Small cost, EBIT CAGR Pre-tax ROCE FCF conversion high impact FUCHS100 target vs. ~10% pre-tax WACC of net income WHY CUSTOMERS BUY Efficiency and Innovation ~2% CAPEX / sales 24 years less downtime Portfolio rollou

3. Slide 3: Agenda

   AGENDA 01 FUCHS IN A NUTSHELL 06 REVIEW FUCHS 2025 02 FUCHS100 07 FINANCIAL RESULTS 9M 2026 03 FOCUS AREAS FOR GROWTH 08 SUSTAINABILITY AT FUCHS 04 DIGITALIZATION AT FUCHS 09 FUCHS – A PROFITABLE GROWTH STORY 05 CUSTOMER CENTRICITY AT FUCHS 10 APPENDIX l3

4. Slide 4: We Keep Daily Life Moving

   WE KEEP DAILY LIFE MOVING 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 w

5. Slide 5: Almost Everywhere…

   WHERE DO LUBRICANTS CONTRIBUTE TO DAILY LIVE? ALMOST EVERYWHERE… l5

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7. Slide 7: Moving Your World

   MOVING YOUR WORLD

8. Slide 8: Moving Your World

   MOVING YOUR WORLD

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12. Slide 12: Moving Your World

    MOVING YOUR WORLD

13. Slide 13: Moving Your World

    5 wi 5] A ay ee ; a vin x Nex & “~ as e pu © 43 : f ‘ feb MOVING YOUR WORLD

14. Slide 14: FUCHS in a Nutshell

    — 01 FUCHS INA NUTSHELL 7 LUBRICANT: eine, FUCHS —

15. Slide 15: FUCHS at a Glance

    FUCHS AT A GLANCE The Fuchs family holds No. 1 among the independent 59% of suppliers of lubricants ordinary shares Established 3 generations ago as a ~€4.1 bn family-owned business expected sales in 2026 A full range of over 10,000 >7,000 employees Preference share is listed in lubricants and relat

16. Slide 16: The Leading Independent Lubricants Company

    THE LEADING INDEPENDENT LUBRICANTS COMPANY Manufacturers Independent Major oil lubricant companies manufacturers1 >100 >700 Number 1 independent lubricant company  High degree of fragmentation  Concentration especially amongst smaller companies Market Shares >700 Top 10 manufacturers manufacturers

17. Slide 17: Our Unique Business Model Is the Basis for Our Competitive Advantage

    OUR UNIQUE BUSINESS MODEL IS THE BASIS FOR OUR COMPETITIVE ADVANTAGE Technology and innovation leadership in strategically important product areas FUCHS is fully focussed on lubricants FUCHS is a full-line supplier Independency allows reliability, customer Global presence, R&D strength, & market pro

18. Slide 18: We Are Where Our Customers Are in More Than 50 Countries

    WE ARE WHERE OUR CUSTOMERS ARE IN MORE THAN 50 COUNTRIES GROUP COMPANY AND PRODUCTION LOCATIONS 38 Production locations 67 Operating companies 66%* 17% As of December 31, 2025 17% Regional workforce structure *incl. Holding l 18

19. Slide 19: Hightech Lubricants on the Rise

    HIGHTECH LUBRICANTS ON THE RISE Market Demand FUCHS Sales (by customer location) -0.07 p.a % +6 p.a % 36.0 mn t 35.4 mn t €3,563 mn 27% 36% 51% (1,828) 30% 35% 19% €902 mn (689) 43% 59% (531) 30% 29% (1,046) 24% (219) 17% (152) 2000 2025 2000 2025 APAC Americas EMEA l 19

20. Slide 20: Over Two Decades of Dividend Growth

    OVER TWO DECADES OF DIVIDEND GROWTH, SIGNIFICANTLY CONTRIBUTING TO SHAREHOLDER VALUE 24 years of dividend 1.23 1.17 1.11 1.07 1.03 increases 0.97 0.99 0.95 +13% p.a. 0.89 0.91 0.82 0.77 0.70 0.65 0.50 0.45 0.28 0.29 0.25 0.17 0.10 0.12 0.07 0.08 0.09 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

21. Slide 21: FUCHS100

    — 02 FUCHS100 7 LUBRICANT: eine, FUCHS —

22. Slide 22: FUCHS100 Builds on FUCHS2025

    FUCHS100 builds on FUCHS2025 Achievements FUCHS2025  Customer & market focus  Shared and multiplied best practices & new business  Strengthened market presence  Positive cultural development l 22

23. Slide 23: Financial Targets for 2031

    FINANCIAL TARGETS FOR 2031* Sales 4,500 (in € mn) CAGR Margin growth towards +2% to +4% 3,563 4,000 15% long-term potential 2025 2031 EBIT 600 EBIT margin (in € mn) (in %) 13% to 15% CAGR +4% to +5.5% 550 435 2025 2031 2025 2031 l 23*Assumptions: FX rates from August 2025; stable price and raw mater

24. Slide 24: Cash Generation and Allocation Guardrails

    CASH GENERATION AND ALLOCATION GUARDRAILS Cash conversion rate average Increase dividend at least 0.8x € net income each year l 24 Value adding M&A Continued focus on:  cash generation,  external growth and ~1/3 of FCF  shareholder returns limited by availability of targets

25. Slide 25: Drivers Towards Financial Targets

    DRIVERS TOWARDS FINANCIAL TARGETS Sales EBIT / Cashflow  Realize growth opportunities in focus  Pricing and purchasing excellence areas  Operating leverage of existing  Leverage superior application and CAPEX and OPEX R&D know-how  Focus on efficiency (e.g. operational  Deliver value add throu

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27. Slide 27: Megatrends

    MEGATRENDS Shape the world and accelerate innovation  Regionalization Restrictions and tariffs fuel shift towards regionalized and reshored supply chains  Mobility transformation New mobility rises in advanced markets Our solutions enable innovation ICE growth in particular regions across every me

28. Slide 28: Lubricant Market: Structural Changes Open Up Opportunities

    LUBRICANT MARKET Structural changes open up opportunities Demand side diversifies  Commoditization continues in high-volume  Specialization accelerates FUCHS uniquely positioned: We can handle complexity. We can scale both core and specialty business. Supply side struggles with complexity  Large

29. Slide 29: What Sets Us Apart

    WHAT SETS US APART Full range of Passionate about Independent lubrication customer-specific and financially solutions solutions stable Application and Best-in-class Close to the process know-how R&D customer with for added value the best team in the industry l 29

30. Slide 30: Market Development Until 2031

    MARKET DEVELOPMENT UNTIL 2031 2025 - 2031: 0.8% CAGR market growth (by volumes) 2025 2031 34% 35% 66% 65% Non-Automotive Automotive Source: KLINE; company data l 30

31. Slide 31: Market Structure 2025

    MARKET STRUCTURE 2025 Non-Automotive Market (by volume): (Industrial, Metal processing, Greases, 66% Automotive Fluids Specialties) 34% Non-Automotive 34% FUCHS: Automotive share (~2%) < Market Market Non-Automotive share (>4%) > Market 66% Automotive Fluids FUCHS Activity Source: KLINE; company dat

32. Slide 32: Automotive Fluids Dominated by Aftermarket

    AUTOMOTIVE FLUIDS DOMINATED BY AFTERMARKET (AM) Market structure Automotive Fluids FUCHS exposure Aftermarket (AM) AVG Aftermarket L H 48% First Fill 2% Mining 2% Engine oils Other lubricants 14% AVG AVG First Fill Customer Brands (AM) L H L H Source: KLINE; company data l 32

33. Slide 33: Aftermarket Driven by Non-Passenger Cars

    AFTERMARKET DRIVEN BY NON-PASSENGER CARS Avg. lub Share of lub consumption Number of vehicles (in million) consumption p.a. per vehicle type OH 2W Passenger cars (PC) 1,400 1% 10% Commercial vehicles (CV) 278 PC AG 39% 19% Two wheelers (w/o) scooters 70 Agricultural vehicles (AG) 30 32% Other Heavy

34. Slide 34: EV Transformation – ICE

    EV TRANSFORMATION – ICE Sun- and Moonroof Headrest Steering column mount Connectors Electric steering greases Drivetrain independent Shock Absorbers lubricants Combustion engine specific Engine oil lubricants Compressor oil for Brake Caliper heatpump / air condition Driveshafts Seat Recliner Steerin

35. Slide 35: EV Transformation – EV

    EV TRANSFORMATION – EV Headrest Sun- and Moonroof Contact coating for charging socket Steering column mount Noise cancelling Connectors Low noise grease in the interior for ventilators and pumps Electric steering greases Drivetrain independent Shock Absorbers lubricants Contact grease and cleaners f

36. Slide 36: Non-Automotive with Exciting Growth Drivers

    NON-AUTOMOTIVE WITH EXCITING GROWTH DRIVERS Market structure Industrial Growth drivers  Energy generation Base & Process Greases 7%  Production automation Metal processing 4%  Robotics 6%  Food, Semiconductors, Medtech, Railways Industrial Oils 18% FUCHS position  Leading position in greases 

37. Slide 37: FUCHS Positioning – Industrials

    FUCHS POSITIONING – INDUSTRIALS General Industrials Metal Working Fluids AVG AVG L H L H Rotary Motion Greases AVG AVG L H L H l 37

38. Slide 38: FUCHS Positioning – Special Application Solutions

    FUCHS POSITIONING – SPECIAL APPLICATION SOLUTIONS Food & Packaging Medtech AVG AVG L H L H Semiconductor Railway AVG AVG L H L H l 38

39. Slide 39: Six Focus Areas

    GROWTH Six Focus Areas  Drive the majority of our overall growth  Concentrate here but keep commitment to being full-line supplier  Keep a sharp focus on efficiency to make growth ambitious and profitable EXPAND AND SPECIALIZE Customer Brands Automotive Rotary Motion Performance New Mobility Spec

40. Slide 40: Focus Areas Are Growth Drivers

    FOCUS AREAS ARE GROWTH DRIVERS ~ 5% CAGR Sales share (in %) 2025 target sales growth for focus areas ~ 66% ~49% ~51% of growth coming from focus areas Rest of business Focus areas l 40

41. Slide 41: Continued Focus on M&A Growth

    CONTINUED FOCUS ON M&A GROWTH Strategic M&A Guardrails Financial Imperatives • Synergies in purchasing, production, cross-selling, • Strengthening our footprint administration • Fundamentally buying customer lists, • FVA is the main KPI, also when evaluating specifications, approvals and knowhow acq

42. Slide 42: Growth: Targeted M&A

    GROWTH: TARGETED M&A (GER) (SE) (AU) (US) (GER) (SUI) (TUR) €135 mn* €140 mn* €25 mn* €46 mn* €40 mn* €15 mn* €100 mn* 2015 2019 2024 2026 2016 2022 2025 Food Gr. Lub. (US) (US) (GER) (GER) (US) €15 mn* €11 mn* €7 mn* * Annual sales run rate at time of acquisition l 42

43. Slide 43: FUCHS Acquires OPET

    FUCHS ACQUIRES OPET TAKEOVER OF joint venture STRENGTHENS PRESENCE in Turkey  The OPET FUCHS joint venture was originally founded in 2005 and owned in equal parts  Turkey is a strategically important market for FUCHS, especially for specialty business and automotive aftermarket  Sales revenues of

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45. Slide 45: We Already Have a Strong Culture

    We already have a strong culture 87% …are proud to work at FUCHS of our employees …feel empowered to make the decisions needed to do their job well *according to a 2025 employee survey l 45

46. Slide 46: This Is How We Shape a Winning Culture

    Now, we reinforce this family-oriented spirit with a focused ambition to achieve results: This is how we shape a winning culture Cross-Country Open Performance- Hierarchy-Free Growth and Cross- Feedback Driven Communication Mindset Functional Culture Organization Collaboration l 46

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48. Slide 48: Sustainability: Net Zero Emissions

    SUSTAINABILITY Net Zero EMISSIONS Main Contributor: Purchased raw materials (fossil-based) - 25% Scope 3 INDIRECT Main Contributors: (97%) (Upstream / Downstream) Heating and Electricity NEAR-TERM GOALS LONG-TERM GOAL Scope DIRECT + - 42% - 90% 1 + 2* INDIRECT ENERGY-RELATED (3%) 2023 2030 2035 2040

49. Slide 49: Key Factors to Achieve Net Zero Targets

    TO ACHIEVE OUR NET ZERO EMISSION REDUCTION TARGETS, FUCHS RELIES ON SERVERAL KEY FACTORS Green energy Defossilisation Regulation Availability and Willingness to sufficiently technologies are supports fast, competitiveness switch to more available in all broadly available technology- of high quality,

50. Slide 50: Sustainability: Customer Benefit

    SUSTAINABILITY Customer Benefit 1 Achieve more with less (Reduced total cost of ownership) Transform customer benefits into a strong and measurable sales argument  Collect sustainability related customer data and translate into quantified benefits  Integrate into sales processes and sales pitches

51. Slide 51: Measurable Customer Benefits of Circular Engine Oil

    SUSTAINABILITY Measurable Customer Benefits of Circular Engine Oil (0W-20 ACT) Results Climate Change 1000 [kg CO2e] By using 0W-20 ACT, customers 900 can save approximately 800 kg of 800 Saving of CO₂e over the product life. 700 ~ 800 kg CO2e This is equivalent to around four 600 round-trip flights

52. Slide 52: Focus Areas for Growth

    — 03 FOCUS AREAS FOR GROWTH 7 LUBRICANT: eine, FUCHS —

53. Slide 53: Deep Dive Performance Greases: What Is It About?

    Deep Dive Performance Greases What is it about? Scope Greases are thickened lubricating oils and therefore remain at the lubrication point, providing continuous protection where it’s needed. Their performance relies on advanced chemistry, manufacturing processes, and application know-how. Why grease

54. Slide 54: Performance Greases

    Performance Greases What is it about? l 54

55. Slide 55: Performance Greases: How We Win

    Deep Dive Performance Greases How we win Approach Focus on global customers with locally available high-performance greases. Enabled by global footprint, application engineering, and regulatory abilities. Foundations Strategy / Actions  Comprehensive technical portfolio  Expand business with globa

56. Slide 56: Deep Dive Automotive Aftermarket: What Is It About?

    Deep Dive Automotive Aftermarket What is it about? Scope The largest part of the global lubricants market, serving all types of vehicles, offering drive-dependent and drive-independent aftermarket products. Examples  Passenger cars  Agriculture and forestry equipment  Off-highway vehicles  Comme

57. Slide 57: Automotive Aftermarket

    Automotive Aftermarket What is it about? l 57

58. Slide 58: Automotive Aftermarket: Growth Potential

    Deep Dive Automotive Aftermarket Growth potential Opportunity High demand beyond 2040 Segmentation enables differentiation Growth potential in low share markets l 58

59. Slide 59: Automotive Aftermarket: How We Win

    Deep Dive Automotive Aftermarket How we win Approach Expand to capture stable, long-term demand beyond 2040 by increasing segmentation and expanding our presence in low-share markets. Foundations Strategy / Actions  Unique global footprint with  Expand segmentation production capacity in all regio

60. Slide 60: Deep Dive Customer Brands: What Is It About?

    Deep Dive Customer Brands What is it about? Scope FUCHS products sold under the customer’s own label. Usually tailored for industrial and automotive OEM or distributors and supported with dedicated services. Examples  Passenger car OEMs  Commercial Vehicle OEMs  Vehicle parts distributors  Works

61. Slide 61: Customer Brands: Growth Potential

    Deep Dive Customer Brands Growth potential Opportunity High demand beyond 2040 Unlock growth with technical expertise and service Ready to scale success l 61

62. Slide 62: Customer Brands: How We Win

    Deep Dive Customer Brands How we win Strengths Opportunities Exceptional Service Quality Expand Existing Business Operational Excellence New Customers Complexity Management Strategic Partnerships Global Player Brand Value l 62

63. Slide 63: Deep Dive New Mobility: What Is It About?

    Deep Dive New Mobility What is it about? Scope Lubrication and cooling solutions for all types of new energy vehicles (NEV) including their servicing, manufacturing, and related ecosystems. Examples  NEV manufacturing & servicing over lifetime  Battery manufacturing industry  Charging, energy sto

64. Slide 64: We Support Existing and New Mobility Technologies

    WE SUPPORT EXISTING AND NEW MOBILITY TECHNOLOGIES AND DEVELOP SMART SOLUTIONS FOR OUR CUSTOMERS Alt. ICE H2 BEV Fuel Cell Hybrid Fuels l 64

65. Slide 65: New Mobility: Growth Potential

    Deep Dive New Mobility Growth potential Opportunity Solid annual growth and new business in NEVs and related areas Global customer requirements and new technical demands enable differentiation Potential for major market share l 65

66. Slide 66: Range & Performance, Safety & Reliability, Uptime & Availability

    Range & Performance Safety & Reliability Uptime & Availability l 66

67. Slide 67: New Mobility: How We Win

    Deep Dive New Mobility How we win Approach Further enhance brand awareness, regional structures, and new mobility solution portfolio to meet rising demand and capture major market shares. Foundations Strategy / Actions  Strong legacy and trusted  Close portfolio gaps, strengthen and complete partn

68. Slide 68: Deep Dive Rotary Motion: What Is It About?

    Deep Dive Rotary Motion What is it about? Scope Industrial applications across virtually all manufacturing industries in which power is transferred via rotating movement. Examples  Compressors  Gearboxes  Refrigerators  Pumps l 68

69. Slide 69: Rotary Motion

    Rotary Motion What is it about? l 69

70. Slide 70: Rotary Motion: Growth Potential

    Deep Dive Rotary Motion Growth potential Opportunity Growing demand across diverse industries Technical requirements enable differentiation Growth opportunities in Europe, Asia-Pacific and Americas l 70

71. Slide 71: Rotary Motion: How We Win

    Deep Dive Rotary Motion How we win Approach Become the preferred global partner for leading industry OEMs through value- driven technology leadership and being a cost-effective in-region supplier for local markets. Foundations Strategy / Actions  Broad product range with strong  Build up regional

72. Slide 72: Deep Dive Special Application Solutions: What Is It All About?

    Deep Dive Special Application Solutions What is it all about? Scope Lubrication and service solutions for applications with specific customer requirements, high technical and regulatory requirements. Examples  Food  Medical  Semiconductor  Railway l 72

73. Slide 73: Special Application Solutions

    Special Application Solutions What is it about? l 73

74. Slide 74: Special Application Solutions: Growth Potential

    Deep Dive Special Application Solutions Growth potential Opportunity Complex segments with growing demand and long-term relevance, delivering high margins Regulatory and technical demands enable differentiation Ready to scale-up l 74

75. Slide 75: Special Application Solutions: How We Win

    Deep Dive Special Application Solutions How we win Approach Expand to all relevant markets worldwide by developing specialized regional capabilities and leveraging our technological expertise. Foundations Strategy / Actions  Strong know-how base, enhanced by  Leverage and embed expertise from rece

76. Slide 76: Digitalization at FUCHS

    — 04 DIGITALIZATION AT FUCHS 7 LUBRICANT: eine, FUCHS —

77. Slide 77: FUCHS Goes Digital – Our North Star

    FUCHS GOES DIGITAL – OUR ‘NORTH STAR’ New digital technologies will By 2030, we will be the Therefore, we will pursue five change expectations of our digital frontrunner in our key Digital Opportunity Areas customers and offerings of area of expertise. We will (DOAs) as a first priority, our competi

78. Slide 78: FUCHS Goes Digital – Digital Opportunity Areas

    FUCHS GOES DIGITAL – OUR ‘NORTH STAR’ 1 2 3 4 5 Automated ordering & Optimized fluids & Forecasted equipment Smart development & Digital operations fulfillment resource use functionality improved product performance Cost saving & Cost saving & Defensive Offensive New max. efficiency max. efficiency

79. Slide 79: FluidsConnect

    Web-based management tool FluidsConnect Optimized fluids & resource use • 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 l 79

80. Slide 80: Transform2Grow (T2G): Moving FUCHS to a Digital Core

    TRANSFORM2GROW (T2G) MOVING FUCHS TO A DIGITAL CORE Business transformation Return on investment  Simplify processes, data,  Higher effectiveness and governance efficiency (simplified processes, higher transparency, automation)  Build more effective IT architecture  Strengthened competitiveness

81. Slide 81: Customer Centricity at FUCHS

    05 CUSTOMER CENTRICITY AT FUCHS

82. Slide 82: Integrated Solutions, Global Footprint, Compliance Strength

    NYE BOSS LUBCON Integrated solutions Unique global footprint Full range of products & technical services Handling of complexity across regions Customer Value Compliance & regulatory strength Sustainability focus Market specific needs & chemical legislation Energy savings & longer lifetime

83. Slide 83: John Deere Supplier of the Year Award

    FUCHS honored with the “John Deere Supplier of the Year Award” for the 3rd time l 83

84. Slide 84: We Keep Mines Running Around the World

    Pe sk We keep mines running around the world : : a eae than four decades, we have been delivering excellent lubricants, technical exper- direct on-site service to natural resource companies around the world, from Australia MOVING YOUR WORLD

85. Slide 85: Top Partner in the USA

    MEI 29 )71) Top partner in the USA Our customized lubricants extend engine life and improve performance. In 2025, we expanded our global partnership with Mercedes-Benz in the automotive after- market sector to include the US market. We already supply 160 workshops with high-quality products. MOVING

86. Slide 86: Anti-Icing Fluid for Overhead Lines

    transport and develops innovative, sustainable prod- mur jerman transport company, we have developed an anti-icing fluid for over- head lines that is effective, transparent, odorless, easy to apply, and biodegradable. This solves a long-standing problem, as conventional agents were harmful to the en

87. Slide 87: Food Industry Lubrication Critical Control Point (LCCP) Audit

    EXAMPLE: FOOD INDUSTRY LUBRICATION CRITICAL CONTROL POINT (LCCP) AUDIT What is it? How is it done? How we win? Tool for assessing lubricant Facility audit by > 300 audits completed hazards and improvement lubrication experts Conversion rate of switching opportunities Inventory according to to FUCHS

88. Slide 88: Review FUCHS 2025

    — 06 REVIEW FUCHS 2025 7 LUBRICANT: eine, FUCHS —

89. Slide 89: FUCHS2025 Is a Strong Foundation for the Next Strategy Cycle

    FUCHS 2025 IS A STRONG FOUNDATION FOR THE NEXT STRATEGY CYCLE  Growth mindset  Open feedback culture   Hierarchy free communication  Focus on 3 mega trends   Decentral organization with New Mobility, strong regions and local Sustainability & entities close to our customers Digitalization  P

90. Slide 90: Target Achievement

    TARGET ACHIEVEMENT X Mid-single-digit percentage EBIT 2025  €500 mn % Long-term EBIT margin annual sales growth ~15% Average cash conversion rate Increase of dividend   0.8x € each year l 90

91. Slide 91: Average Annual Sales Growth on Target

    AVERAGE ANNUAL SALES GROWTH ON TARGET (in € mn) +5.6% p.a. >5% 124 209 3,563 1,076 2,572 Average Annual Sales Growth 2019 Organic External Currency 2025 l 91

92. Slide 92: Americas and APAC Gaining Share

    AMERICAS AND APAC GAINING SHARE* Sales (in € mn) 3,563 AMERICAS 689 CAGR +7.9% Mid-single-digit 2,572 growth across all 436 1,046 APAC CAGR +5.4% regions 765 1,828 EMEA 1,371 CAGR +4.9% 2019 2025 *sales by customer location l 92

93. Slide 93: Global Segments Are Growth Drivers

    GLOBAL SEGMENTS ARE GROWTH DRIVERS 40% Sales (in € mn) + € 692 mn 3,563 Up to 2,871 CAGR Target segments for single target CAGR +7% segments Other CAGR +4% 2021 2025 l 93

94. Slide 94: EBIT Growth In Line with Sales

    EBIT GROWTH IN-LINE WITH SALES >12% (in € mn) (in %) 450 18 +5% p.a. 400 350 13.2% 16 14 EBIT margin 12.5% 12.6% 12.3% 12.2% (vs. ~ 9% Chemicals) 10.7% 11.7% 300 12 5% 250 10 413 434 435 200 8 363 365 150 321 313 6 100 4 Average Annual 50 2 EBIT Growth 0 0 2019 2020 2021 2022 2023 2024 2025 EBIT EBI

95. Slide 95: Resilience Against High Inflation

    RESILIENCE AGAINST HIGH INFLATION Sales / COGS Gross margin Gross margin Sales growth COGS growth (in %) growth (in %) Strong inflation 50 34.6 35.9 34.5 34.9 40 in 2021 / 2022 33.6 40 30.9 32.3 35 successfully 30 30 compensated 25 24 25 21 20 19 20 15 10 4 10 0 1 2 1 0 0 0 5 -4 -10 -8 0 -9 2019 202

96. Slide 96: Still Gap to Close Towards Long-Term EBIT Target

    STILL GAP TO CLOSE TOWARDS LONG-TERM EBIT TARGET EBIT margin (in %) 15 Well-invested to 2 capture future growth 12 1 Target: Do more with existing infrastructure 2025 Efficiency Operating leverage Long-term target l 96

97. Slide 97: Capital Light Business Model

    CAPITAL LIGHT BUSINESS MODEL 1.9x CAPEX Capital turns Capex Capital (in € mn) turns* 200 1.8 1.7 1.8 1.9 1.9 1.9 2.0 capital turns 1.5 (vs. ~1x Chemicals) 150 1.5 100 1.0 ~ 2% 154 122 capex to sales 50 90 0.5 80 79 83 80 0 0.0 2019 2020 2021 2022 2023 2024 2025 *Capital Employed Turnover Ratio = Sal

98. Slide 98: Earning a Strong Premium on WACC

    EARNING A STRONG PREMIUM ON WACC FVA (in € mn) ROCE (pre tax) WACC (pre tax) FVA ROCE WACC (in %) >21% 550 500 21.8 21.8 21.6 23.0 22.2 25 ROCE (pre tax) 450 20.0 18.9 (vs. 9% - 15% Chemicals) 20 400 350 >€ 1.4bn 15 300 10.5 10.0 9.5 250 10.0 9.5 9.5 10.0 10 200 150 100 174 165 205 172 212 245 249 5

99. Slide 99: Solid Free Cashflow Generation

    SOLID FREE CASHFLOW GENERATION >€1.6bn (in € mn) Cash conversion* Free cash flow 500 450 1.64 1.8 1.6 FCF generated 400 350 1.03 1.4 since 2019 1.08 1.01 1.2 300 Avg.: 0.87 465 0.77 1.0 >0.8x 250 0.8 200 238 306 316 150 0.6 174 0.35 0.20 0.4 100 Average cash 50 90 0.2 61 conversion rate 0 0.0 2019 2

100. Slide 100: Cash Allocation: Shareholder Returns & Growth

     CASH ALLOCATION: SHAREHOLDER RETURNS & GROWTH >€ 1.2bn (in € mn) M&A Share buybacks Dividends 450 400 cash returned to shareholder 350 300 4 101 250 200 2 122 ~€ 300m 114 79 62 27 150 29 13 100 134 137 142 144 146 153 160 50 0 M&A 2019 2020 2021 2022 2023 2024 2025 l 100

101. Slide 101: Lessons Learned FUCHS2025

     LESSONS LEARNED FUCHS2025  Strong business resilience in volatile times (e.g. margin, cash flow, dividend)  Segmentation approach works – business wins support organic growth  Profitability not yet back at 2017 levels of ~15%  Further focus on growth and margin expansion l 101

102. Slide 102: Financial Results 9M 2026

     — 07 FINANCIAL RESULTS 9M 2026 7 LUBRICANT: eine, FUCHS —

103. Slide 103: Highlights 9M 2026

     HIGHLIGHTS 9M 2026 Sales revenues EBIT € 3,126 mn € 409 mn +16% (9M 2025: € 2,700 mn) +25% (9M 2025: € 326 mn)  Sales growth driven by demand and FCF before acquisitions inflation  EBIT reaches new record € 92 mn  Free Cashflow declines due to inflation-driven NOWC build-up € -89 mn (9M 2025: € 1

104. Slide 104: Quarterly Sales Development

     QUARTERLY SALES DEVELOPMENT € mn +25% +5% 1,123 1,069 902 924 934 887 880 896 863 859 Q2 ’24 Q3 Q4 Q1 ’25 Q2 Q3 Q4 Q1 ’26 Q2 Q3 l 104

105. Slide 105: Sales 9M 2026

     SALES 9M 2026 € mn +16% 3,126 68 -1 2,700 359 (+13%) (+3%) (0%) 9M 2025 Organic External Currency 9M 2026 l 105

106. Slide 106: Quarterly EBIT Development

     QUARTERLY EBIT DEVELOPMENT € mn +27% +10% 149 135 125 116 117 111 108 109 100 101 Q2 ’24 Q3 Q4 Q1 ’25 Q2 Q3 Q4 Q1 ’26 Q2 Q3 l 106

107. Slide 107: KPI Summary 9M 2026

     KPI SUMMARY 9M 2026 KPI in € mn 9M 2026 9M 2025  Sales up 16% or € 426mn led by strong organic growth, primarily Sales 3,126 2,700 driven by volume growth (H1) and inflation (Q3) Cost of sales -2,054 -1,759  Gross margin eased to 34.3% (34.9%) reflecting inflation Gross profit 1,072 941  Other fu

108. Slide 108: Europe, Middle East, Africa

     EUROPE, MIDDLE EAST, AFRICA KPI in € mn 9M 2026 9M 2025  Sales up 17% year over year mainly driven by strong organic growth; acquisition and currency effects contribute to positive performance Sales 1,816 1,556  Strong growth across the entire region; significant absolute Organic growth 186 (12%)

109. Slide 109: Asia-Pacific

     ASIA-PACIFIC KPI in € mn 9M 2026 9M 2025  Sales up 13%, driven by strong organic growth and slightly positive currency effects; Australia and China with high absolute contribution, Sales 859 763 while smaller countries post strong relative growth rates Organic growth 87 (12%) 53 (7%)  Currency eff

110. Slide 110: North and South America

     NORTH AND SOUTH AMERICA KPI in € mn 9M 2026 9M 2025  Sales grow 14% year over year despite negative currency effects Sales 593 521  Organic growth of 17% year over year predominantly driven by North America; South America also well above prior year Organic growth 89 (17%) 24 (5%) External growth 1

111. Slide 111: Net Operating Working Capital (NOWC)

     NET OPERATING WORKING CAPITAL (NOWC) € mn Q3 26 vs Q4 25: Inventories € +210 mn Receivables ./. Payables € +104 mn Inventories Receivables ./. Payables +26.2% NOWC (in %) 1,039 910 871 264 829 824 768 798 785 729 214 236 726 246 227 243 210 201 160 205 776 696 635 583 580 574 524 567 571 566 25.0% 2

112. Slide 112: Net Liquidity

     NET LIQUIDITY € mn Free cash flow before acq. €92 mn 15 281 61 151 -265 Inventories: -176 Receivables: -207 Liabilities: +118 -160 41 -30 -12 Net. liq. Earnings D&A ./. Capex NOWC Other Changes Dividend Aquisitions Other Changes Net. liq. Dec. 25 after tax Sep. 26 l 112

113. Slide 113: Middle East Conflict: High Material Cost Inflation

     MIDDLE EAST CONFLICT: HIGH MATERIAL COST INFLATION 2026  Balanced supply-demand environment until early March; Middle East conflict disrupted pricing and availability  Confident to supply our existing customers thanks to our broad sourcing network – but tight supply exists in the market Base Oils

114. Slide 114: Outlook 2026

     OUTLOOK 2026 KPI1 in € Actuals Outlook 2026 mn 2025 March, 20th July, 31st October, 30th Significantly Organic growth accelerated by strong price increases to Sales 3,563 ~3,700 ~4,100 above 3,700 compensate raw material cost inflation; M&A activities Strong volume growth in Q2 including temporary e

115. Slide 115: Sustainability at FUCHS

     — 08 SUSTAINABILITY AT FUCHS 7 LUBRICANT: eine, FUCHS —

116. Slide 116: Lubricants Improve the Sustainability of Systems

     LUBRICANTS IMPROVE THE SUSTAINABILITY OF SYSTEMS Protect surfaces from Reduce friction and corrosion and wear wear in moving systems Cool machines Transfer energy and equipment l 116

117. Slide 117: Protect Surfaces from Corrosion

     PROTECT SURFACES FROM CORROSION Increase BEV reliability FUCHS Electric Driveline Fluids (EDFs) Prevent copper corrosion in BEV electric motors to maintain original motor characteristics.  Keep electrical resistance constant  Prevent excess heat Example for FUCHS BluEV EG EDF 4101  Maintain mecha

118. Slide 118: Reduce Friction and Wear: More Range, Less Emissions

     REDUCE FRICTION AND WEAR More range, less emissions FUCHS Wheel-Hub Bearing Greases Reduce friction by more than 30% in a screening test (MTM)  Longer bearing lifetime  Extended range for EVs  Less energy demand  Less emissions in combustion vehicles l 118

119. Slide 119: Reduce Friction and Wear: Increase BEV Range

     REDUCE FRICTION AND WEAR Increase BEV range 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 bein

120. Slide 120: Reduce Friction and Wear: Extend Wind Turbine Service Life

     REDUCE FRICTION AND WEAR Extend wind turbine service life 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 l 120

121. Slide 121: Cool Machines and Equipment: Data Center Efficiency

     COOL MACHINES AND EQUIPMENT Data Center Efficiency 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% l 121

122. Slide 122: Transfer Energy: Reduce Fuel Consumption and Emissions

     TRANSFER ENERGY Reduce fuel consumption and emissions 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 ~3

123. Slide 123: PCF Calculator Sets New Standards

     1123 PCF calculator sets new standards After six years of intensive development work and as part of the FUCHS2025 strategy cycle, we have created a new tool that automatically calculates the product carbon footprint (PCF) of lubricants, greases, and functional fluids with complete transparency. This

124. Slide 124: Strong ESG Progress Across Key Rating Providers

     STRONG ESG PROGRESS ACROSS KEY RATING PROVIDERS “C” Climate “C” Water “C” “AA” “23rd percentile in Specialty Chemicals” l 124

125. Slide 125: Key Environmental Data

     KEY ENVIRONMENTAL DATA FUCHS Group Unit 2025 2024 2023 2022 Revenue in € mn (approx.) EUR 3,563 3,526 3,542 3,412 Absolute cradle-to-grave CO₂e Energy emissions from FUCHS companies Absolute energy consumption MWh 271,144 274,210 278,041 287,575 were reduced ~1% year-over-year. Specific energy consu

126. Slide 126: FUCHS – A Profitable Growth Story

     09 FUCHS – A PROFITABLE GROWTH STORY

127. Slide 127: Summary FUCHS100 – Focus to Win

     SUMMARY FUCHS100 – FOCUS TO WIN 3 CENTRAL ELEMENTS 6 FOCUS AREAS  Customer Brands  Growth  Automotive Aftermarket  Sustainability  New Mobility  People  Rotary Motion  Performance Greases  Special Application Solutions Sales target 2031 in €bn* EBIT target 2031 in €mn* 4 – 4.5 550 – 600 EBI

128. Slide 128: FUCHS Equity Story

     FUCHS EQUITY STORY Profitable growth Strong cashflows High return to shareholders Focus on Value based pricing Market share gains High capital efficiency Execution Customer centric sales Focus on Growth and Unique Winning approach Value Added company culture Mindset Broadest product Leading applicat

129. Slide 129: FUCHS – A Value Creating Investment

     FUCHS – A VALUE CREATING INVESTMENT Global Footprint: FUCHS is the world’s largest independent supplier of high-quality lubricants and related specialties, generating €3.5 billion in revenue across more than 50 countries. The company combines global scale with local expertise through production and

130. Slide 130: Moving Your World

     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. l 130

131. Slide 131: Appendix

     — 10 APPENDIX 7 =

132. Slide 132: Key Assumptions for Financial Targets

     KEY ASSUMPTIONS FOR FINANCIAL TARGETS 1. Market & Economic Environment  The lubricant market remains stable with no significant overall decline compared to existing market studies  No disruptive competitor‘s behavior that would change the lubricant market fundamentally  No unforeseen catastrophic

133. Slide 133: Key Macroeconomic Assumptions

     KEY MACROECONOMIC ASSUMPTIONS 1. FX-rates  Exchange rates regarding key currency fixed at levels of August 2025  Top 5 foreign currencies: US-Dollar, Chinese Renminbi, British Pound, Australian Dollar, South African Rand 2. Raw material cost inflation / Sales price development  FUCHS100 targets a

134. Slide 134: Balanced Capital Allocation Approach

     BALANCED CAPITAL ALLOCATION APPROACH (in € mn) Free Cash Flow 2.500 bef. Acquisition €2.4 bn Including capex 316 2.000 program 2016-2020 306 M&A 1/3 Continued focus on M&A 1.500 465 61 Share Buybacks 90 1.000 238 + SBB Dividend increases 174 + 2/3 147 each year Dividend 500 142 payout 205 232 0 2015

135. Slide 135: Well Invested for the Future

     WELL INVESTED FOR THE FUTURE CAPEX PROGRAMM FINALIZED IN 2020 – CONTINUOUSLY GROWING R&D Five year growth initiative … with a clear investment focus on: 2016 – 2020: €595 mn Capex Growth € mn 154 • Construction of new plants in growth regions • Capacity expansion of existing plants 121 122 105 Techn

136. Slide 136: FUCHS Preference Share Is the Leading Dividend Aristocrat in Germany

     FUCHS PREFERENCE SHARE IS THE LEADING DIVIDEND ARISTOCRAT (-CANDIDATE) IN GERMANY1 FUCHS MDAX 1st 24 Cewe SDAX 2nd YEARS SAP DAX 3rd Symrise DAX Nemetschek MDAX Adesso SDAX Atoss Software SDAX Mensch und Maschine Open market Deutsche Börse DAX DeFaMa Open market E.On DAX 0 5 10 15 20 25 (in years) 1

137. Slide 137: Swiss Market Presence Strengthened by M&A

     SWISS MARKET PRESENCE STRENGTHENED BY M&A BUNDLING ALL ACTIVITIES UNDER FUCHS SWISS LUBRICANTS AG  Acquisition of distribution partner ASEOL SUISSE AG to FUCHS SWISS LUBRICANTS AG be integrated into FUCHS SWISS LUBRICANTS AG in the course of 2025  Previous acquisitions of LUBCON’s Swiss subsidiary

138. Slide 138: Tradition and Growth

     TRADITION AND GROWTH SINCE 1931 € mn Establishment and International expansion phase Consolidation Growth phase development phase (mainly through acquisitions) phase (incl. investment program 2016-2020) 4.000 4,000 3.000 3,000 2.000 2,000 1.000 1,000 00 1931 1964 1995 2005 2025 Sales revenues l 138

139. Slide 139: Well Balanced Customer Structure

     WELL BALANCED CUSTOMER STRUCTURE TOP 20 CUSTOMERS ACCOUNT FOR ~ 25% SALES Processing Industries Other  Food  Medtech  Electronics  Glass Aftermarket and Trading Industrial Equipment and Machinery 6,0%  Mainly through distributors  Garages  Mechanical engineering 2,0% 9,0% 26,0% Vehicle Compon

140. Slide 140: Base Oil / Additives Value Split

     BASE OIL / ADDITIVES VALUE SPLIT  Base oil prices do not necessarily follow crude oil 20% prices 60%  No direct link between additives and crude oil prices  We even face price increases for certain 80% raw materials where supply/demand is not balanced, or special situations occur 40%  Special lu

141. Slide 141: Workforce Structure

     WORKFORCE STRUCTURE 6,879 EMPLOYEES GLOBALLY (AS OF DECEMBER 31, 2025) Regional Workforce Structure Functional Workforce Structure Germany (inc. Holding) EMEA w/o 2.131 Germany Marketing & (28%) Sales Production 2.382 2.875 2.338 (35%) (43%) (35%) 6,879 6,761* Asia-Pacific R&D 1.164 Americas Admin 6

142. Slide 142: Unique Track Record for Continued Profitability and Added Value

     UNIQUE TRACK RECORD FOR CONTINUED PROFITABILITY AND ADDED VALUE FUCHS Group (in € mn) 2025 2024 2023 2022 2021 2020 2019 2018 2017 2016 2015 Results of operations Sales revenues (by company location) 3,563 3,525 3,541 3,412 2,871 2,378 2,572 2,567 2,473 2,267 2,079 Cost of sales 2,318 2,310 2,396 2,

143. Slide 143: Unique Track Record for Continued Profitability and Added Value

     UNIQUE TRACK RECORD FOR CONTINUED PROFITABILITY AND ADDED VALUE FUCHS Group (in € mn) 2025 2024 2023 2022 2021 2020 2019 2018 2017 2016 2015 Cash flow Free cash flow 289 205 461 59 61 124 162 159 140 164 62 Free cash flow before acquisitions 316 306 465 61 90 238 175 147 142 205 232 Cash Conversion

144. Slide 144: Longterm Development Sales Revenues

     LONGTERM DEVELOPMENT SALES REVENUES (in € mn) 4.000 3.541 3.525 3.563 3.412 3.500 2.871 3.000 2.567 2.572 2.378 2.473 2.500 2.267 2.079 2.000 1.819 1.832 1.866 1.652 1.459 1.500 1.323 1.365 1.394 1.192 1.178 1.096 1.000 17% 16% 16% 15% 15% 12% 13% 13% 11% 12% 12% 500 0 2004 2005 2006 2007 2008 2009

145. Slide 145: Longterm Development EBIT – Cost of Capital – FVA

     LONGTERM DEVELOPMENT EBIT – COST OF CAPITAL – FVA (in € mn) 450 434 435 413 400 383 371 373 365 EBIT 363 Cost of capital 342 350 321 313 FVA 312 313 293 300 264 257 250 246 250 251 245 249 250 222 230 208 205 212 195 186 193 200 172 180 183 174 161 165 201 137 189 184 150 129 172 110 117 147 148 158

146. Slide 146: Regional Sales Revenues

     REGIONAL SALES REVENUES CONSOLIDATED SALES REVENUES FY 2025 2025 2024 2023 (€ mn) (€ mn) (€ mn) EMEA 2,048 2,029 2,041 thereof Germany 856 866 898 Western Europe 752 729 740 Eastern Europe 305 310 284 Africa 135 124 119 51% Asia-Pacific 1,002 986 979 19% 30% thereof China 583 564 564 Australia 257 2

147. Slide 147: Quarterly Sales Development Split by Regions

     QUARTERLY SALES DEVELOPMENT SPLIT BY REGIONS 2023 2024 2025 2026 Organic Growth (in %) Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 EMEA 17 5 -2 -8 2 -7 0 2 -1 -2 -1 -3 -1 1 1 5 13 19 Asia-Pacific 9 19 11 15 13 3 3 2 2 2 7 7 8 -3 2 6 21 7 North & South America 25 13 4 15 14 -2 4 2 -6 0 8 1

148. Slide 148: Quarterly Income Statement

     QUARTERLY INCOME STATEMENT 2023 2024 2025 2026 € mn Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Sales 936 886 876 843 877 887 902 859 924 880 896 863 934 1.069 1.123 Gross Profit 289 285 288 283 296 311 315 293 317 309 315 304 328 370 374 Gross Profit margin (in %) 30.9 32.2 32.8 33.6 33.8 35.0 34.

149. Slide 149: Quarterly Figures by Region

     QUARTERLY FIGURES BY REGION EMEA Asia-Pacific North & South America 2026 Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Sales by company location 547 609 660 266 301 292 172 204 217 EBIT before at equity income 61 60 76 46 45 40 19 33 29 in % of sales 11.2 9.9 11.5 17.3 15.0 13.7 11.0 16.2 13.4 Income

150. Slide 150: Quarterly Sales & EBIT by Regions

     QUARTERLY SALES & EBIT BY REGIONS 2024 2025 2026 Sales (€ mn) Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 Q4 FY Q1 Q2 Q3 EMEA 511 516 517 485 2,029 522 517 517 492 2,048 547 609 660 Δ Y-o-Y in % -7 0 4 2 1 2 1 0 -5 1 5 18 28 Asia-Pacific 245 240 254 247 986 264 242 257 239 1,002 266 301 292 Δ Y-o-Y in % -3 0 3 2 1 8 2

151. Slide 151: Breakdown Ordinary & Preference Share

     BREAKDOWN ORDINARY & PREFERENCE SHARE (SEPTEMBER 30, 2026) Ordinary shares Preference shares MDAX-listed Free float 41% Free float • DWS >5% 100% Fuchs family 59% Basis: 65,500,000 ordinary shares Basis: 65,500,000 preference shares Characteristics: Share data: Characteristics: Share data:  Dividen

152. Slide 152: Share Price Development of FUCHS Shares

     SHARE PRICE DEVELOPMENT OF FUCHS SHARES PERFORMANCE* OF ORDINARY AND PREFERENCE SHARES IN COMPARISON WITH DAX AND MDAX (JANUARY 1, 2026 – SEPTEMBER 30, 2026) 140% 130% 120% To be updated 110% 100% 90% 80% Januar Februar März April Mai Juni Juli August September FUCHS Ord. FUCHS Pref. DAX MDAX *Price

153. Slide 153: Executive Board of FUCHS SE

     EXECUTIVE BOARD OF FUCHS SE Stefan Fuchs Dr. Timo Reister Esma Saglik Mathieu Boulandet Dr. Ralph Rheinboldt CEO Deputy CEO CFO CTO • Human Resources • Asia-Pacific • Finance & Controlling • R&D • EMEA • Corporate Marketing • Americas • Digitalization • Product Management • Industry Division • Commu

154. Slide 154: Supervisory Board of FUCHS SE

     SUPERVISORY BOARD OF FUCHS SE Dr. Christoph Loos Dr. Susanne Fuchs Ingeborg Neumann Chairman Deputy Chairwoman Chairwoman of the Audit Committee Dr. Markus Steilemann Jens Lehfeldt Ayten Barisik Employee Representative Employee Representative l 154

155. Slide 155: Executive Compensation & FUCHS Shares

     EXECUTIVE COMPENSATION & FUCHS SHARES Executive Board Supervisory Board >50% ≥20% of multi-year variable compensation (LTI) of fixed compensation must be invested in FUCHS preference shares must be invested in FUCHS preference shares with a lock-up period of 4 years with a lock-up period of 4 years

156. Slide 156: Financial Calendar & Contact

     FINANCIAL CALENDAR & CONTACT November 2026 December 2026 • 11/16 BNP Paribas MidCap CEO Conference, Paris • 12/01 Berenberg Surrey Hill Conference, London • 11/16 JPMorgan Chemicals CEO Call, virtual • 12/02 Bank of America European Materials Conference, London • 11/18 LBBW German Company Day, virtu

157. Slide 157: Disclaimer

     DISCLAIMER The information contained in this presentation is for background purposes only and is subject to amendment, revision and updating. Certain statements and information contained in this presentation may relate to future expectations and other forward-looking statements that are based on man

Fuchs — Investor Presentation (November 2026) on 6ix