Fresenius Medical Care AG & Co. KGaA

Investor Presentation • Jun 8, 2021

GOLDMAN SACHS GLOBAL HEALTHCARE CONFERENCE JUNE 8, 2021

Rice Powell CEO

Safe harbor statement: This presentation includes certain forward-looking statements within the meaning of Section 27A of the U.S. Securities Act of 1933, as amended, and Section 21E of the U.S. Securities Act of 1934, as amended. Forward-looking statements are inherently subject to risks and uncertainties, many of which cannot be predicted with accuracy or might not even be anticipated. The Company has based these forward-looking statements on current estimates and assumptions which we believe are reasonable and which are made to the best of our knowledge. Actual results could differ materially from those included in the forward-looking statements due to various risk factors and uncertainties, including changes in business, economic or competitive conditions, changes in reimbursement, regulatory compliance issues, regulatory reforms, foreign exchange rate fluctuations, uncertainties in litigation or investigative proceedings, cyber security issues and the availability of financing. Given these uncertainties, readers should not put undue reliance on any forward-looking statements. These and other risks and uncertainties are discussed in detail in Fresenius Medical Care AG & Co. KGaA's (FMC AG & Co. KGaA) Annual Report on Form 20-F under the heading "Forward-Looking Statements" and under the headings in that report referred to therein, and in FMC AG & Co. KGaA's other reports filed with the Securities and Exchange Commission (SEC) and the Frankfurt Stock Exchange (Frankfurter Wertpapierbörse).

Forward-looking statements represent estimates and assumptions only as of the date that they were made. The information contained in this presentation is subject to change without notice and the company does not undertake any duty to update the forward-looking statements, and the estimates and assumptions associated with them, except to the extent required by applicable law and regulations.

If not mentioned differently the term net income after minorities refers to the net income attributable to the shareholders of Fresenius Medical Care AG Co. KGaA. The term EMEA refers to the region Europe, Middle East and Africa. Amounts are in Euro if not mentioned otherwise.

Q1 2021 | QUALITY ON A CONSISTENTLY HIGH LEVEL

FY 2020 | €17.9BN REVENUE

ASIA-PACIFIC NORTH AMERICA Product revenueService revenueLATIN AMERICA EMEA Revenue Operating Income Patients Clinics €12.5bn €2,120m ~210,300 ~2,640 +4%cc +20%cc 0% +2% Revenue Operating Income Patients Clinics €0.7bn €(157)m ~37,200 ~250 +21%cc n.a. +7% +6% Revenue Operating Income Patients Clinics €2.8bn €412m ~66,000 ~800 +5%cc (6)%cc 0% +3% Revenue Operating Income Patients Clinics €1.9bn €344m ~33,100 ~400 +3%cc +5%cc 0% 0% 70% of total revenue 4% of total revenue 15% of total revenue 11% of total revenue cc = at constant currency Segment revenue and operating income FY 2020, number of patients and clinics as of YE 2020, yoy change

WE ARE THE LEADING VERTICALLY INTEGRATED GLOBAL PLAYER

OUR RECIPE FOR SUCCESS

EMPOWER PEOPLE. ADVANCE CARE. INSPIRE WITH OUR PURPOSE AND VALUES.

4

5

Board and top leadership

DATA SCIENTISTS Medical KPIs of more than 50 million treatments monitored and analyzed

HEALTH CARE PROFESSIONALS

55,000 health care professionals 2 serving 350,000 patients in 50 countries

1 Full-time equivalents as at Dec. 31, 2019 | 2 Include nurses, patient care technicians and physician services

PRODUCTION

16,000 employees 1 at 45 production sites in more than 20 countries

MEDICAL

EXPERTS Our 300+ medical experts use data insights and latest scientific findings

RESEARCH & DEVELOPMENT

1,200 highly qualified team members, 10,000+ patents

LEADERSHIP

Our Management provides the foundation

WE BELIEVE THAT HEALTH CARE IN THE FUTURE WILL DIFFER FROM TODAY

Global ageing Life expectancy as well as population over 65 significantly higher1,2

Chronic diseases More chronic patients, longer treatment spans 3; rising costs of chronic diseases4

Health care staff shortages

Global health workforce shortage to increase further in coming decades

Cost pressure in health care systems Health care systems in need of sustainable solutions

Fragmented care One patient – several conditions – numerous physicians

System limitations System designed for acute, lack of concepts for multimorbid, chronic patients

DIGITALIZATION

… disrupts the way we deliver health care today. Big data analytics and artificial intelligence provide new insights.

COVID-19 AND THE "NEW NORMAL"

… will affect health care provision worldwide in many ways.

1 Life expectancy has steadily increased for more than 150 years with no sign of deceleration. | 2 Between 2000 and 2030, the population over 65 years will more than double from 0.4 bn to 1.0 bn worldwide (United Nations, Department of Economic and Social Affairs, Population Division (2019). World Population Prospects 2019, Volume II: Demographic Profiles (ST/ESA/SER.A/427)). | 3 The increasing number of elderly citizens will lead to a rise in age-related chronic conditions. As people grow older, they will need to be treated longer for chronic conditions. In developed countries >50% of all people at retirement age suffer from two or more chronic conditions simultaneously. | 4 Chronic diseases worldwide cause ~USD 8,000 billion in cost of illness every year.

KEY DRIVERS FOR OUR CORE DIALYSIS BUSINESS REMAIN INTACT

ADDRESSING GLOBAL HEALTH CARE CHALLENGES

1 United Nations, Department of Economic and Social Affairs, Population Division (2019). World Population Prospects 2019, Volume II: Demographic Profiles (ST/ESA/SER.A/427) 2 WHO Global Health Observatory (people >18 years of age) | 3 IDF Diabetes Atlas 2019 (9th edition) | 4 FME Long Range Patient Projection

THE NEXT STEP IN OUR STRATEGY

RENAL CARE CONTINUUM

Transforming renal care with new digital tools:

• Personalized medicine
• Expansion of renal care models
• Therapeutic innovations
• Holistic home care

Create medical value while keeping care affordable:

• Leverage global network and vertical integration
• Drive the development towards a pay-for-performance system
• Offer patients freedom and choice for best treatment options

Treat patients holistically across the Renal Care Continuum:

• Expand value-based care programs to CKD
• Include kidney transplantation in value-based care

Disrupt the way we do dialysis today:

Cell therapy

• Biomaterials with functional compatibility to organs and living systems
• Enable xeno transplantation

THE NEXT STEP IN OUR STRATEGY

COMPLEMENTARY ASSETS

Building out our network and leveraging core competencies by partnerships, investments and acquisitions

• Coordinating patients efficiently
• Standardizing medical procedures
• Operating outpatient facilities
• Innovating products

CRITICAL CARE

Leverage expertise to address multiple health challenges

Further expand portfolio of critical care products, such as:

• Highly effective solutions for renal replacement therapy for plasma exchange in a critical care setting
• Therapies for lung failure via CO2 removal and oxygenation with acute respiratory failure

THE NEXT STEP IN OUR STRATEGY

LEVERAGING OUR CORE COMPETENCIES

SUSTAINABILITY PRIORITIES

COMMITTED TO LONG-TERM SUSTAINABLE DEVELOPMENT

INTEGRATION DRIVERS

Global effort

Global sustainability program drives strategic efforts to integrate sustainability into our business over three years from 2020-2022: focus on material areas Patients, Employees, Anti-bribery and –corruption, Human/labor rights, Data privacy and security, Environment, Sustainable supply, Occupational health and safety

Targets

Management Compensation System 2020+ linked to sustainability targets

Strategic approach

XXXXX Long-term focus on activities that support our mission to provide the best possible care and deliver sustainable solutions for ever more patients in diverse health care systems

2020 SUSTAINABILITY PROGRESS

ON TRACK TO ACHIEVE CONTINUOUS IMPROVEMENTS

Commitment

Global standards defined for patient care, human & labor rights and supplier management

Common responsibilities

Performance

New global KPI defined for patient feedback, product quality, sustainable supply, compliance

Measurable progress

Transparency

100 KPI included in Non-financial Report

Reporting along international standards SASB, TCFD, GRI

Increased disclosure

SUSTAINABILITY HIGHLIGHTS

Company Presentation June 2021Page 15

THE WAY FORWARD

CAPTURING SUSTAINABLE, PROFITABLE GROWTH POTENTIAL

AMPLE ROOM FOR GROWTH 2020 - 2025

ROIC IN % | OUTLOOK 2025: 7.0% – 7.5%

STRONG TRACK RECORD

MID-TERM COMMITMENT: 3.0 – 3.5x (INCL. IFRS 16) NET DEBT/EBITDA TARGET CORRIDOR

STABLE INVESTMENT-GRADE RATING

S T R O N G A N C A S H F L O W G O E N E R A T I	D S T A B L E N	M A I N T A I N F I N A N C I A L S C R E I L I E N E		H E A D R O R G A N O G I N R G R O W	O O M F O R I C A N D C A N I T H	H O L I S T I C C A P E X M A	O P E X A N D N A G E M E N T
2 0 1 7	2 0 1 8	2 0 1 9	2 0	2 0
	8 1 x	l. I F R S 1 6 ex c			h F i t c	B B B-	b le t s a
2 1 x		2 5 x	2	7 x	dy 's Mo o	3 Ba a	b le t s a
			l. l ie ex c re	f fu d in n g	S & P	B B B	b le t s a
		3 2 x in l. I F R S 1 6 c	2	9 x	Cu t e n rr in t a g s r	in R t a g	O l k t o o u

Ratios based on €-figures according to IFRS. | 2017 – 2019 Excluding IFRS 16 | 2019 – 2020 Including IFRS 16 | 2020 excl. U.S. federal relief funding and advanced payments under the CARES Act | Latest rating update: S&P: May 23, 2019; Moody's: May 4, 2021; Fitch: April 9, 2020

CONFIRMED COVID-19 CASES SINCE JANUARY 2020

Rolling 7-day average of daily new confirmed COVID-19 cases. Left chart: global data of John Hopkins University CSSE COVID-19 Data (April 12, 2021), right chart: FME data based on internal sources

Q1 2021 | PRIORITIZING PATIENT CARE

	N O R T H A	M E R I C A	E M E A		L A T I N A M E R I C A		A S I A -P A C I F I C
% f i t t o p a e n s	Q 1 2 0 2 1	Q 1 2 0 2 0	Q 1 2 0 2 1	Q 1 2 0 2 0	Q 1 2 0 2 1	Q 1 2 0 2 0	Q 1 2 0 2 1	Q 1 2 0 2 0
/ K V 1. 2 t ≥	9 7	9 7	9 3	9 4	9 1	9 0	9 3	9 4
l b / d l H i 1 0– 1 2 e m o g o n g =	6 9	7 0	8 1	8 2	4 8	5 0	5 0	5 5
l / d l C i 8 4– 1 0 2 a c m m g u =	8 1	8 0	7 8	7 9	7 4	7 5	7 1	7 4
l b 3. / d l A i 5 ≥ m n g u	8 0	8 0	9 0	8 9	8 9	9 0	8 9	8 8
h h / d l P t 5. 5 ≤ o s p a e m g	8 5	9 5	9 7	8 0	6 7	6 7	6 3	6 3
h h P i i t t t t t t a e n s o c a e e w u r ( f 9 0 d ) t a e r a y s	9 7	8 1	7 7	8 7	8 7	9 7	8 1	8 3
in d ay s
h l D i i t t i t a y s n o s p a p e r p a e n y e a r	9 8	0 2 1	8 7	7. 5	0 4	2 4	3 9	2. 3

Definitions of quality parameters cf. 2020 Annual Report, Section "Non-Financial Group Report"

SEQUENTIAL DECLINE OF EXCESS MORTALITY GLOBALLY

Q1 2021 | SOLID RESULTS DESPITE EFFECTS FROM COVID-19

• Organic volume growth impacted by COVID-19, as expected

• Q1 results adversely affected by exchange rates

• Business development supported by improved payor mix driven by Medicare Advantage

• Earnings development supported by phasing and expected lower SG&A expense, anticipated to reverse throughout the year

• Vaccination accelerated to around 51 percent of patients receiving at least the first dose

• Progress on sustainability initiatives reflected in enhanced reporting

• Financial targets for FY 2021 confirmed

Q1 2021 | SOLID Q1 IN LIGHT OF STRONG HEADWINDS

	Q 2 0 2 1 1 € i l l ion m	Q 2 0 2 0 1 € i l l ion m	G h t o r w in %	G h t o r w in % cc
R e v e n u e	4 2 1 0 ,	4 4 8 8 ,	( 6 )	1
O i i t p e r a n g n c o m e	4 7 4	5 5 5	( ) 1 5	( 8 )
i N t e n c o m e	2 9 4	2 8 3	( 1 2 )	( 6 )

• COVID-19 with continued negative effect on top-line and bottom-line growth
• Headwinds from FX translation
• Favorable impact on earnings from phasing and expected lower SG&A

cc = at constant currency

Q1 2021 | POSITIVE ORGANIC GROWTH

€ i l l io m n
2, 8 9 9	( ) 9 %
	( 1 % )
l l € i io m n
6 0 7	( % ) 1
	1 %
€ i l l io m n
4 7 1	6 %
	% 1 1

L A T I N A M E R I C A	l l € i io m n
R ev e nu e	1 5 9	( ) 5 %
O ic h t rg a n g ro w		1 5 %

Unfavorable FX effects across all regions

• Growth negatively impacted by effects from COVID-19
• Organic growth supported by solid Health Care Products development against a high base

Q1 2021 SERVICES | NEGATIVE EFFECTS FROM FX AND COVID-19

R ev e nu e	Q 2 0 2 1 1 € i l l ion m	Q 2 0 2 0 1 € i l l ion m	G h t o r w in %	G h t o r w in % cc	O ic rg a n h t g r o w in %	S k t a m e m a e r tr t t e a m e n h t g r o w in %
H l h C S ic t e a a r e e rv e s	3, 3 2 5	3, 5 9 5	( 7 )	1	1	( 2 )
h No t Am ic r er a	2, 6 3 4	2, 9 0 8	( 9 )	( ) 1	( ) 1	( 3 )
E M E A	3 3 2	3 4 1	( ) 3	1	0	( ) 3
ia i f ic As -P a c	2 2 8	2 8 1	5	8	0 1	7
La t in Am ic er a	1 1 5	2 1 1	( ) 5	8 1	1 5	2

Drivers

• • Contributions from acquisitions
• • Organic growth despite negative COVID-19 and calcimimetics effects
• −FX translation
• − Prior year partial reversal of a revenue recognition adjustment

cc = at constant currency

Q1 2021 PRODUCTS | ORGANIC GROWTH CONTINUED

R ev e nu e	Q 2 0 2 1 1 € l l i ion m	Q 2 0 2 0 1 € l l i ion m	G h t o r w % in	G h t o r w % in cc	ic O rg a n h t g r o w in %
H l h C Pr du t t e a a r e o c s	8 8 5	8 9 3	( 1 )	4	5
h No Am ic t r er a	2 5 6	2 7 8	( ) 8	0	0
E M E A	3 3 8	3 3 8	0	2	2
f As ia -P i ic a c	2 4 3	2 2 5	8	1 1	1 1
La in Am ic t er a	4 4	4 7	( ) 6	1 4	1 5

Drivers

• • Higher sales of machines for chronic treatment
• +PD product sales
• +HHD product sales
• −FX translation
• − Lower sales of products for acute care
• − In-center disposables

cc = at constant currency

Q1 2021 | COVID-19 EFFECT WEIGHING ON PROFITABILITY

Operating income in €m, regions exclude Corporate Cost

Page 30Company Presentation June 2021

Q1 2021 | NET LEVERAGE REMAINS STABLE

	Q 1 2 0 2 1 € l l i ion m	Q 1 2 0 2 0 € l l i ion m
O in h f l t p e r a g c a s o w	2 0 8	5 8 4
% f r in o ev e nu e	9 4.	3. 0 1
l e d C i i t tu t a p a xp e n re s, n e	( ) 1 7 9	( ) 2 8 0
h f l Fr e e c a s o w	2 9	3 0 4
h f lo f Fr in in iv i ie t t t t e e c a s w a er ve s g a c s	( ) 1 6	2 7 2

NET LEVERAGE RATIO (NET DEBT/EBITDA)1

5 Cu in t t e n a g s rr r	S & P	dy 's M o o	i h F t c
Ra in t g	B B B	Ba 3 a	B B B
lo k O t u o	b le t s a	b le t s a	b le t s a

1 See Chart 40 for a reconciliation of EBITDA │2 Incl. IFRS 16│3 Excl. IFRS 16 | 4 Excl. U.S. federal relief funding and advanced payments under the CARES Act | 5 Latest update: S&P: July 15, 2019; Moody's: May 4, 2021; Fitch: April 9, 2020

2021 TARGETS CONFIRMED

MID-TERM TARGETS 2020-2025

Q1 2021 | PROFIT AND LOSS

	Q 1 2 0 2 1 € i l l ion m	Q 1 2 0 2 0 € i l l ion m	G h t r o w in %	G h t o r w in % cc
R ev e nu e	2 0 4, 1	8 8 4, 4	( 6 )	1
in in O t e o e p r a g c m	4 7 4	5 5 5	( ) 1 5	( 8 )
O in in in in % t p er a g c o m e m ar g	1 1. 3	1 2. 4
Ne t in t t er e s ex p e ns e	6 7	0 1 4	( 2 ) 7	( 2 2 )
fo In b t c o m e e re ax e s	3 9 8	4 5 1	( 1 2 )	( 5 )
In t c o m e ax e xp e ns e	9 4	0 0 1	( ) 7	0
Ta in % t x ra e	2 3. 6	2 2. 3
l l No tr in in t t n- o n o g er e c s	5 5	6 8	( 8 ) 1	( ) 1 1
N in t e c o m e	2 4 9	2 8 3	( 1 2 )	( 6 )

cc = at constant currency

FY 2020 | PROFIT AND LOSS

	2 0 2 0 F Y l l € i ion m	2 0 9 F Y 1 l l € i ion m	G h t o r w in %	G h t r o w in % cc
R ev e nu e	1 7, 8 5 9	1 7, 4 7 7	2	5
O in in t p e r a g c o m e	2, 3 0 4	2, 2 7 0	2	4
O % t in in in in p er g o m e m g a c ar	2. 9 1	3. 0 1
O in in l. i l i / d j d t t t p e r a g c o m e ex c s p e c a e m s a u s e	2, 4 9 9	2, 3 5 6	6	8
O l. l / d t in in in ia i t j. p er a g c o m e m ar g e xc s p e c e m s a	0 1 4.	3. 1 5
Ne in t t t er e s ex p e ns e	3 6 8	4 2 9	( ) 1 4	( ) 1 2
b fo In t c o m e e re ax e s	1, 9 3 6	8 1, 4 1	5	7
In t c o m e ax e xp e ns e	5 0 1	4 0 2	2 5	2 8
Ta t in % x ra e	2 5. 9	2 1. 8
No l l in in tr t t n- c o n o g er e s	2 7 1	2 3 9	1 4	1 6
in N t e c o m e	6 1, 1 4	2 0 0 1,	( 3 )	( ) 1
Ex l. ia l i / d j d t t c s p e c e m s a u s e	1, 3 5 9	1, 2 3 6	1 0	1 2

cc = at constant currency

FY 2020 | SERVICES

	F Y 2 0 2 0	F Y 2 0 1 9	h G t r o w	h G t r o w	ic O rg a n		k S t a m e m a r e
	€ l l i ion m		€ l l i ion m	% in	% in cc	h t o g r w % in	h t o g r w % in
T l t o a	1 4, 1 1 4	1 3, 8 7 2	2	5	3	2
h No t Am ic er a r	3 6 1 1, 4	1 1, 1 5 7	2	4	2	1
f w h h d ic C C in io t o ar e o or a n	3 0 1, 7	8 1, 1 4	0 1	3 1	1 7
E M E A	1, 3 6 5	1, 3 5 4	1	4	3	1
f As ia -P i ic a c	8 7 6	8 6 2	2	2	3	8
f w h h C C d ic in t io o ar e o or a n	2 4 9	2 4 1	3	5	( 2 )
in ic La t Am er a	8 4 5	9 9 4	( 3 )	2 3	1 5	2
						E M E A 0 % 1
O N R 8 1 %	C T H A M E R I	A 1	€ m 4 1 1 4 , 3 % + ( Or nic ) ga		S A I A -P A	C C I F I 6 %
				L	A T I N A M	E R I C A 3 %

North America: same market treatment growth relates to growth in the U.S.

FY 2020 | PRODUCTS

	2 0 2 0 F Y	2 0 9 F Y 1	G h t o r w	G h t o r w	O ic rg a n h
	€ i l l ion m	€ i l l ion m	in %	in % cc	t g r o w in %
l l h du T t H t C Pr t o a e a a r e o c s	3, 7 4 5	3, 6 0 5	4	7	5
D i ly is Pr du t a s o c s	3, 6 4 4	3, 5 2 9	3	7	4
h No t Am ic er a r	1, 1 1 3	1, 0 3 8	7	9	4
E M E A	3 0 3 1,	2 6 3 1,	3	6	4
f As ia -P i ic a c	0 3 1, 1	9 9 7	2	4	4
La in Am ic t er a	1 9 9	2 1 0	( ) 5	1 7	1 6
i ly is du N D Pr t o n- a s o c s	1 0 1	7 6	3 4	3 4	3 4

DEBT

RECONCILIATION OF NON-IFRS FINANCIAL MEASURES TO THE MOST DIRECTLY COMPARABLE IFRS FINANCIAL MEASURES

	Q 2 0 2 1 1 € l l i ion m	2 0 2 0 F Y € l l i ion m	2 0 9 F Y 1 € l l i ion m
b D t e
S ho d b fr la d ie t t t t t er m e o m nr e e p ar s r u	2 1, 1 7	6 3	0 1, 1 5
S ho d b fr la d t t t t t ie + r er m e o m r e e p ar s	1 4	1 7	2 2
Cu f lo d b t t io -t t + e n p or n o ng er m e rr	8 7 5	0 0 8 1,	1, 4 4 7
f lo le l b l fr le la d Cu io ia i i ie t t -t t t + rr e n p or n o ng er m a s e s o m u nr e e ie t p ar s	6 1 7	8 8 5	6 2 2
f lo le l b l fr la d Cu t t io -t ia i i t ie t + rr e n p or n o ng er m a s e s o m r e e t ie p ar s	2 1	2 1	1 7
d b le Lo io -t t, t t + ng er m e s s cu rr e n p or n	6, 3 1 5	6, 8 0 0	6, 4 5 8
le l ia b i l i ie fr la d ie le Lo -t t t t t + ng er m a s e s o m nr e e p ar s, s s cu e n u rr io t p or n	3, 9 0 7	3, 7 6 4	3, 9 6 0
Lo le l ia b i l i ie fr la d ie le -t t t t t + ng er m a s e s o m r e e p ar s, s s cu rr e n io t p or n	1 1 4	9 1 1	0 6 1
l d b d l l i b i l i i T t t t o a e a n e a s e a e s	2, 9 0 0 1	2, 3 8 0 1	3, 8 2 1 7
C h d h iv le t a s a n c a s e q u a n s −	( 1, 0 7 3 )	( 1, 0 8 2 )	( 1, 0 0 8 )
l n d b d l l i b i l i i T t t t t o a e e a n e a s e a e s	1 1, 8 2 7	1 1, 2 9 8	1 2, 7 7 4

EBITDA

RECONCILIATION OF ANNUALIZED ADJUSTED EBITDA AND NET LEVERAGE RATIO TO THE MOST DIRECTLY COMPARABLE IFRS FINANCIAL MEASURES

	Q 1 2 0 2 1 L T M € i l l ion m	F Y 2 0 2 0 € i l l ion m	F Y 2 0 1 9 € i l l ion m
Ne in t c o m e	1, 3 9 0	1, 4 3 5	1, 4 3 9
In t + c o m e ax e xp e ns e	4 9 4	5 0 1	4 0 2
In in t t er e s c o m e −	( 4 8 )	( 4 2 )	( 6 2 )
In t t + er e s ex p e ns e	3 8 8	0 4 1	9 4 1
De ia io d iza io t t t + p re c n a n a m or n	1, 5 7 5	1, 5 8 7	1, 5 5 3
A d j t t + u s m e n s	2 5 3	2 4 9	1 1 0
d j d ( l iz d ) A E B I T D A t u s e a nn u a e	4, 0 5 2	4, 1 4 0	3, 9 3 3
l i ( d b / ) N t t N t t E B I T D A e ev e r a g e r a o e e	2. 9	2. 7	3. 2

Adjustments: Acquisitions and divestitures made for the last twelve months with a purchase price above a €50 M threshold as defined in the Amended 2012 Credit Agreement (2021: €6 M), non-cash charges, primarily related to pension expense (2021: €49 M; 2020: €50 M) and impairment loss (2021: €198 M; 2020: €199 M).

2020 BASE FOR TARGETS 2021, RECONCILIATION ADJUSTMENTS

	F Y 2 0 2 0 € i l l ion m	Q 1 2 0 2 0 € i l l ion m	Q 2 2 0 2 0 € i l l ion m	Q 3 2 0 2 0 € i l l ion m	Q 4 2 0 2 0 € i l l ion m
R ev e nu e	1 7, 8 5 9	4, 4 8 8	4, 5 5 7	4, 4 1 4	4, 4 0 0
N in l. i l i t t e c o m e ex c s p e c a e m s	1, 3 5 9	2 8 3	3 5 1	3 5 4	3 7 2

RECONCILIATION OF NON-IFRS FINANCIAL MEASURES TO THE MOST DIRECTLY COMPARABLE IFRS FINANCIAL MEASURES

	Q 2 0 2 1 1 l l € i ion m	Q 2 0 2 0 1 l l € i ion m
R ev e nu e	2 0 4, 1	8 8 4, 4
in N t e c o m e	2 4 9	2 8 3

HEAD- AND TAILWINDS TO OUR TARGETS 2021

RETURN ON INVESTED CAPITAL (ROIC)

• Long-term value creation based on accretive acquisitions and organic growth
• 2018 positive impact from Sound divestiture
• 2019 negative impact from NxStageacquisition

• 2020 and 2021 negative impact from Latin America impairment

• •For the years 2015-17 ROIC as reported within the Form-20-F.

• • ROIC adjusted in 2018 for the divestiture of Care Coordination activities, FCPA related charge, U.S. Ballot Initiatives, U.S. tax reform / including these effects, ROIC for FY 2018 was 12.4%
• • ROIC adjusted in 2019 for the effects of IFRS 16, NxStage, FCPA, Cost optimization costs, divestiture of Care Coordination activities / including these effects, ROIC for FY 2019 was 6.8% (excl. IFRS 16)
• •ROIC in 2020 and 2021 excl. the impact of the Latin America impairment (special item)
• • ROIC for 2020 and 2021 was 7.5% and 7.2% excl. IFRS 16 and excl. Latin America impairment

EXCHANGE RATES, U.S. DIALYSIS DAYS PER QUARTER, DEFINITIONS

EXCHANGE RATES

U.S. DIALYSIS DAYS PER QUARTER

Q	Q	F
1	1	Y
2	2	2
0	0	0
2	2	2
1	0	0
2	0	2
0	9	2
1.	6	1.
5	1.	7
1.	1.	1.
1	1	1
7	0	4
3	3	2
7.	7.	8.
6	7	0
8	7	2
1	8	3
8	6	8
0	9	7.
8	6	7
7.	7.	5
8	8	9
8.	5.	1.
3	9	4
1	4	6
8	9	7
8	7	8
9.	3.	2.
6	8	7
6	2	2
8	1	5
1 0 8. 0 0 2	7 0. 7 3 6	1 0 2. 9 0 0
1 0 6. 7 9 4	8 6 7. 1 1	8 1. 0 4 2
6.	5.	6.
7	7	3
4	0	7
1	0	4
9	9	8
9	4.	9
6.	1	5.
5	7	4

	Q 1	Q 2	Q 3	Q 4	Fu l l y e a r
2 0 2 1	7 7	8 7	9 7	9 7	3 3 1
2 0 2 0	7 7	7 8	7 9	7 9	3 1 3
2 0 1 9	7 6	7 8	7 9	8 0	3 1 3
2 0 1 8	7 7	8 7	8 7	8 0	3 1 3
2 0 1 7	7 7	7 8	7 9	7 9	3 1 3
2 0 1 6	7 8	7 8	7 9	7 9	3 1 4
2 0 1 5	7 6	7 8	7 9	7 9	3 1 2

DEFINITIONS

cc	Co ta t c ns n ur re nc y
H D	d ia ly is He m o s
P D	l d ly Pe i ia is to ne r a s
Ne in t co m e	Ne inc i bu b le ha ho l de f F M E t t tr ta to om e a s re rs o

Q1 2021| PATIENTS, TREATMENTS, CLINICS

	i P t t a e n s f h 3 Ma 1, as o rc 2 0 2 1	T t t r e a m e n s f h 3 Ma 1, as o rc 2 0 2 1	C l i i n c s f h 3 Ma 1, as o rc 2 0 2 1	i P t t a e n s f h 3 Ma 1, as o rc 2 0 2 0	T t t r e a m e n s f h 3 Ma 1, as o rc 2 0 2 0	C l i i n c s f h 3 Ma 1, as o rc 2 0 2 0
h ic N t A o m e a r r	2 0 9, 2 9 7	9 2 6, 7, 5 5 5	2, 6 5 5	2 3, 2 2 1 1	8, 0 9 6, 3 3 2	2, 9 5 7
G h in % t ro w	( 2 )	( 2 )	2	4	5	1
E M E A	6 9 8 4, 7	2, 9 4 4 1, 1 4	8 0 9	6 6, 8 3 4	2, 3 0 5 1 1, 7	8 6 7
G h in % t ro w	( 3 )	( 3 )	3	2	1	1
i i f ic A P s a- a c	3 3, 3 3 4	6 9, 6 9 1, 1 1	3 9 9	3 3 3 1, 7	6 1, 1 5 7, 7 5	3 6 7
G h in % t ro w	6	1	6	( 1 )	4	( 6 )
in ic L t A a m e a r	3 6, 8 8 5	6 6, 3 1, 4 7 1	2 4 7	3 3 0 2 7,	2 9 1, 4 5, 4 7	2 3 4
h G in % t ro w	( ) 1	3	2	1 2	1 1	5
l T t o a	3 6 4 4, 4 7	3, 0 0 0 0 9 1 4,	0 4, 1 1	3 8, 0 3 4 7	3, 9 0, 8 1 1 7 4	0 0 2 4,
G h in % t ro w	( 1 )	( 1 )	3	4	5	1

2021 | SIMPLIFICATION OF REPORTING GOING FORWARD

R ev e nu e	F Y 2 0 2 0 € i l l ion m	F Y 2 0 1 9 € i l l ion m	G h t r o w in %
l h ic H C S t e a a r e e rv e s	1 4, 1 1 4	1 3, 8 7 2	2
h ic No t Am er a r	1 1, 3 6 4	1 1, 1 5 7	2
f w h h d ic C C in io t o ar e o or a n	1, 3 0 7	1, 1 8 4	1 0
As ia -P i f ic a c	8 7 6	8 6 2	2
f w h h d ic C C in io t o ar e o or a n	2 9 4	2 4 1	3

R ev e nu e	F Y 2 0 2 0 l l € i ion m	F Y 2 0 1 9 l l € i ion m	h G t r o w in %
l h ic H t C S e a a r e e rv e s	1 4, 1 1 4	1 3, 8 7 2	2
No h Am ic t r er a	1 1, 3 6 4	1 1, 1 5 7	2
f As ia -P i ic a c	8 7 6	8 6 2	2

R ev e nu e	2 0 2 0 F Y € l l i ion m	2 0 9 F Y 1 € l l i ion m	G h t o r w % in
H l h C Pr du t t e a a r e o c s	3, 7 4 5	3, 6 0 5	4
i ly is du D Pr t a s o c s	3, 6 4 4	3, 5 2 9	3
i ly is du N D Pr t o n- a s o c s	1 0 1	7 6	3 4

R	ev e nu e	2 0 2 0 F Y € l l i ion m	2 0 9 F Y 1 € l l i ion m	G h t o r w % in
H	l h C Pr du t t e a a r e o c s	3, 7 4 5	3, 6 0 5	4

FINANCIAL CALENDAR 2021

REPORTING DATES & AGM

l 3 0 J u y	f Q 2 2 0 2 1 i l d C C l E R a r n n g s e e a s e a n o n e r e n c e a
b 2 N o e e v m r	f Q 3 2 0 2 i l d C C l 1 E R a r n n g s e e a s e a n o n e r e n c e a

CONFERENCES & MEET THE MANAGMENT

June 17 JP Morgan European Healthcare Conference August 31 Commerzbank Corporate Conference 2021 September 9Goldman Sachs European Medtech and Healthcare Services Conference

Please note that dates and/or participation might be subject to change

CONTACTS

FME INVESTOR RELATIONS

Else-Kröner-Str. 1 61352 Bad Homburg v.d.H. Germany

TICKER: FME orFMS (NYSE)

WKN: 578 580

ISIN: DE00057858002

DR. DOMINIK HEGER

Head of Investor Relations, Strategic Development & Communications | EVP

+49(0) 6172-609-2601 dominik.heger@fmc-ag.com

PHILIPP GEBHARDT

Director Investor Relations

+49(0) 6172-609-95011 philipp.gebhardt@fmc-ag.com

ROBERT ADOLPH

Vice President Investor Relations

+49(0) 6172-609-2477 robert.adolph@fmc-ag.com

ALICIA CAHILL

Senior Manager Investor Relations

+1 860-609-2394 alicia.cahill@fmc-ag.com