Best for

Best for employees

For the employees, the separation brings clarity, security and a good perspective for the way forward.

The separation secures the long-term economic viability of both companies and thus jobs. There will be no compulsory redundancies as part of the separation. We have agreed this with the employee representatives.

There is now strategic clarity about the direction of the company - which takes away the uncertainty of recent months and years.

Both companies will act faster, more agile and more entrepreneurial in the new structure. Such an environment offers better prospects and development opportunities for all employees.

Best for

Best for performance

The new structure will allow both companies to better focus on their respective businesses.

The structure becomes less complex, decisions are made and implemented more quickly.

This creates greater clarity with regard to responsibilities and leads to a more efficient allocation of capital: For example, management teams can make more targeted decisions about the use of cash flow and investments.

Best for

Best for customers

The separation into two focused companies gives the operating units more entrepreneurial freedom.

This means more agile work and faster decisions. This brings us even closer to our customers and their needs. Always with the aim of acting as a reliable partner and advancing our customers in the best possible way: with competitive products, services and solutions.

Best for

Best for innovation

Less complexity, more focus. This will enable us to better position ourselves to take advantage of innovation opportunities in our businesses.

Digital transformation will require different competencies in the industrial goods area than in the materials area.

MAX and Steer-by-Wire make it clear: The high engineering and service competence in industrial goods enables new data-driven business models or products as well as the radical combination of new technologies such as the MULTI.

In addition to material innovations, the materials business is primarily concerned with the digitization of processes and interfaces in order to provide the customer with maximum flexibility and reliability. toii, for example, gives a good impression of where the journey is heading.

With the new structure, we are setting the course for the future - with a clear profile in both companies.

Why now?

We have achieved a lot on the path of the strategic way forward so far.

We sold what then constituted a quarter of Group sales, put an end to the loss-making Steel Americas venture and swapped out 70% of management, which opened the door to root-and-branch cultural change.

We multiplied Group EBIT sixfold and reduced net debt by two-thirds.

The final step in the process was the agreement with Tata on our European steel joint venture. Under that joint venture, we ensured that our European steel business once again has a future. The businesses that remain are less vulnerable to cyclical fluctuations, leaving our balance sheet stronger.

So we have already come a very long way. But we are not yet where we want to be. With the new set-up of thyssenkrupp, we are now building on our strengths without losing sight of our weaknesses. Above all, however, we are building on what we have achieved in recent years.

Our roadmap

The separation into two companies is a ambitious project that will keep us busy in the next year. For this we have given ourselves a clear roadmap that offers orientation and transparency to all stakeholders.


Q1 figures and definition of future leadership models for Industrials & Materials

Spring 2019

Announcement of designated Management for Industrials & Materials

May 2019

Strategic positioning (incl. brand) & further key elements of transaction and financial structure


Operational start of tk Industrials & tk Materials and brand launch

End of 2019

Annual press conference and invitation to the AGM: spin-off report with equity stories (incl. financial targets), followed by Capital Market Days


AGM resolution on separation; subsequently: financing details, listing


What is the logic behind the division?

What does this mean for the employees?

Will there be a joint holding?

Which company will remain thyssenkrupp and what happens to the brand?

Don't you expect dissynergies?

How are the employees assigned to the two companies or groups?

Were there no better options?

How will the division work and what about my shares?

How did the plan come about?

What exactly will be simpler/better than today?

By what size do you want to reduce corporate costs and by when?