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Thyssenkrupp AG

legal form Corporation
ISIN DE0007500001
founding 1999
Seat Essen (head office) and Duisburg , GermanyGermanyGermany 
Number of employees 162,372
sales 42.0 billion euros (2018/19)
Branch steel
As of September 30, 2019

The ThyssenKrupp AG ([ ˌtʏsn̩krʊp ] or [ ˌtɪsn̩krʊp ], proper spelling thyssenkrupp ) based in Essen, is a listed, diversified industrial group with focus in the steel processing and Germany's largest steelmaker. The group was formed in 1999 from the merger of Friedrich Krupp AG Hoesch-Krupp with Thyssen AG . The group employs around 162,000 people worldwide and has a turnover of around 42 billion euros.

Group structure and key figures

ThyssenKrupp headquarters 2013
Building Q1

Thyssenkrupp is a diversified industrial group and works in five business areas (as of 2015)

Components Technology
Elevator Technology
Industrial Solutions
Materials Services
Steel Europe

In the 2013/2014 financial year, for the first time in three years, the group was able to achieve an annual profit of 195 million euros. Sales rose to 41.3 billion euros (previous year 38.6 billion euros), and adjusted earnings before interest and taxes more than doubled from 586 million euros in the previous year to 1.3 billion euros.

Business and employee development
year Employees Sales
in million euros
Balance sheet profit
in million euros
in million euros
2013 156,856 38,559 −1,589 35,304
2014 160,745 41,304 9 36,045
2015 154.906 42,778 229 35,694
2016 156,487 39,263 261 35,072
2017 158,739 41,447 271 35,048
2018 161.096 42,746 8th 33,868

Shareholder structure and stock market

The company's share capital is divided into around 623 million shares . The shares of the Krupp Foundation are regarded as permanent holdings, the remaining 79% are considered to be free float . For shareholders with reportable shares see table:

proportion of Shareholders (as of November 20, 2018)
20.93% Alfried Krupp von Bohlen and Halbach Foundation (AKBH)
15.08% Cevian Capital
5.05% Harris Associates LP
3.14% Republic of Singapore

With the capital increase on December 3, 2013, the Krupp Foundation's stake was reduced to below 25%, removing the blocking minority with which it was able to prevent hostile takeover attempts, among other things. The Scandinavian investor Cevian Capital , who acquired more than half of the newly issued shares and became the second largest shareholder after the Krupp Foundation, joined the company.

Thyssenkrupp was a founding member - at that time as Thyssen Stahl AG - of the German leading index DAX and member until September 2019.


The roots of Thyssenkrupp

Its historical roots unite almost the entire history of Rhenish-Westphalian heavy industry and thus the industrialization of Germany. The Thyssenkrupp Group can be traced back to a large number of different predecessor companies that came together mainly in the course of the consolidation of the coal, iron and steel industries . In the 19th and early 20th centuries, the entrepreneurial personalities of the predecessor companies shaped German industrial policy and influenced German domestic and foreign policy.

Predecessor company

Thyssen AG

Thyssen AG logo
Partial bond for 5,000 marks from Thyssen & Co. AG from February 1922
The Dreischeibenhaus in Düsseldorf, until June 2010 the administrative location of ThyssenKrupp

On September 29, 1891, August Thyssen announced that he, together with his brother Joseph, owned all shares in the coal mine, the German Emperor's Union . On December 17, 1891, the first tapping took place in the new steelworks of the German Emperors' union in Hamborn - Bruckhausen - at that time not yet part of Duisburg. Both events in 1891 are later considered to be the founding dates of the Thyssen Group.

From 1883 August Thyssen had acquired Kuxe (share certificates) from the German Emperors' union, as the plant had special location advantages for his entrepreneurial ideas. The favorable location with its own coal mine , factory harbor on the Rhine and rail connection to the railway network ensured the efficiency of the company. The main factory of Thyssen Krupp Stahl AG still produces steel at the same location today. In the following years, August Thyssen rationalized, modernized and expanded the production of iron and steel and systematically expanded both the raw material base (foreign ore mines ) and further processing ( shipbuilding , machine casting, etc.) of his companies. In doing so, he made sure that the products of the newly acquired or founded companies complement each other to form a vertical network . In the 1910s, individual holding functions of the company Thyssen & Co., founded by August Thyssen in Mülheim an der Ruhr in 1871, gradually switched to the German Emperors ' union , in whose mine director August's son Fritz (1873–1951) was elected as early as 1897.

The internationalization of the group that began at the beginning of the 20th century came to an abrupt end with the beginning of the First World War . In the First World War, after an initial rapid decline, there was an expansion in production due to the war. In the first years of the Weimar Republic there were fears of nationalization . The year 1923 was marked by the Franco-Belgian occupation of the Ruhr and hyperinflation. August Thyssen lost numerous foreign holdings after the World War, but had a largely functioning company in Germany. In 1925, potential for rationalization and market opportunities made him agree in principle to founding a new group to which, apart from Hoesch, Gutehoffnungshütte , Mannesmann , Klöckner and Krupp, all the coal and steel companies in the Ruhr area belonged. A few weeks after August Thyssen's death on April 4, 1926, large parts of the Thyssen group were incorporated into Vereinigte Stahlwerke AG . His son Fritz Thyssen became chairman of the supervisory board of the new group. When the United Stahlwerke AG was founded, the stake held by Thyssenschen Montanwerke was valued at 26% of the nominal share capital of 800 million  Reichsmarks . August-Thyssen-Hütte AG was founded in 1934 as an operating company of the Vereinigte Stahlwerke AG . It was a horizontal association of the five smelting works of the United Stahlwerke AG located in the Duisburg area with the production focus on profile steel and semi-finished products .

Thyssen has played a role time and again in the debates of the last few years in the German Reichstag . A common accusation of the Social Democrats against the National Socialists was that they were financed by Thyssen. With the National Socialist rearmament policy , these steelworks became important suppliers of preliminary products for the later war economy . By order of the Allies, the company was liquidated after the Second World War and in 1953 a (new) August-Thyssen-Hütte AG , based in Duisburg, was founded in order to put the largely dismantled Thyssenhütte back into operation. The other Duisburg ironworks of the Vereinigte Stahlwerke AG initially went their own way as legally independent companies before returning to the Thyssenhütte group in the 1950s and 1960s. Only Thyssensche Bergbau , which was incorporated into the United Stahlwerke AG in 1926, was no longer to return to the old group of companies. In the 1950s and 1960s, August-Thyssen-Hütte AG was expanded into a steel company. In 1954/1955 August-Thyssen-Hütte AG initially concentrated on acquisitions from the vertical upstream areas of mining as well as stone and earth in order to regain its raw material base. The subsequent horizontal expansion of August-Thyssen-Hütte AG by taking over the majority of shares in Niederrheinische Hütte AG (1956), Deutsche Edelstahlwerke AG (1957), Phoenix-Rheinrohr AG Vereinigte Hütten- und Röhrenwerke (1964) and Hüttenwerke Oberhausen AG (1968) served for diversification. Their product range included profile and flat products in all qualities up to high-alloy stainless steel ; Rationalization gains were made possible through mutual coordination of the production programs. At the same time, there was a rapid increase in the number of metallurgical units that were considered optimal. In the mid-1960s, August-Thyssen-Hütte AG was the largest European crude steel producer and ranked fifth worldwide with its steel production.

In addition to the horizontal diversification, a trading organization has been incorporated since 1960, Handelsunion AG , and since 1969 Thyssen Handelsunion AG . In the decades that followed, Thyssen Handelsunion AG transformed from an exclusive steel trading company to a versatile service provider that, in the mid-1990s, concentrated on the core business areas of materials, industrial and building services and project management. In the final phase of horizontal diversification occurred in the AG August-Thyssen-Hütte for specialization by cooperation . In 1969, Mannesmann AG and August-Thyssen-Hütte AG agreed on a division of labor, which can be outlined with the short formula "Tubes to Mannesmann, Walzstahl to Thyssen".

Thyssen steel works in Duisburg in 1988
... and 2015, seen from the Haniel dump

At the end of the 1960s, August-Thyssen-Hütte AG was a monostructured steel group. In 1972 Thyssen had 92,200 employees and an annual turnover of 9.8 billion DM. The reorientation began in 1973 with the acquisition of Rheinstahl AG , whose production focus was on processing. With this affiliation, August-Thyssen-Hütte AG reduced its dominance in the steel sector and became a conglomerate . The wide-ranging activities of Rheinstahl AG were combined with the corresponding Thyssen business areas in the four newly formed corporate divisions Capital Goods and Processing, Trading and Services, Stainless Steel and Steel. As a result, August-Thyssen-Hütte AG changed its name to Thyssen Aktiengesellschaft vorm in 1977 . August Thyssen Hut .

The Thyssen AG thus fell to a conglomerate of individual companies. In order to document to the outside world that Rheinstahl AG represented the processing area of ​​the Thyssen Group, the company was renamed Thyssen Industrie AG in 1976 . The steel division was spun off into Thyssen Stahl AG on April 1, 1983 ; since then the Thyssen Aktiengesellschaft concentrated vorm. August Thyssen-Hütte exclusively on tasks of corporate management. In the following years, the Thyssen Group adapted its steel production to the market and carried out structural adjustments. In order to concentrate its activities, the Thyssen Group defined core business areas in 1996 and carried out a portfolio streamlining. The focus on selected business areas with good market and earnings potential also served to further internationalize the group.

In the 1980s, negotiations began on a merger between Thyssen Stahl AG and Krupp Stahl AG . The planned merger could not be realized in 1983, but they worked closely together in selected business areas. The flat steel divisions of both groups were merged in 1997 in ThyssenKrupp Stahl AG .

The Thyssen AG was one of the 30 major German companies in 1988 on the German stock exchange establishing the German benchmark index DAX was chosen. On September 4, 2019, Deutsche Börse decided to relegate Thyssenkrupp from the DAX to the MDAX with effect from September 23, 2019.

In August 1997 Thyssen and Krupp started talks about further cooperation. The forecast strategic opportunities and the operational synergy potential of an overall merger were very large. ThyssenKrupp AG was entered in the commercial register on March 17, 1999 .

Fried. Krupp AG Hoesch-Krupp

The Fried. Krupp AG Hoesch-Krupp was created in 1992 from Friedrich Krupp AG and Hoesch AG : by hostile takeover of the majority in Hoesch AG by the Krupp Group. Such a takeover happened for the first time in Germany; hostile takeovers were previously only known from the Anglo-Saxon region.

Merger of Thyssen and Krupp-Hoesch

View of the ThyssenKrupp site near Duisburg-Bruckhausen
ThyssenKrupp AG logo 1999–2015

In mid-March 1997 the Fried. Krupp AG Hoesch-Krupp in Essen to bind the much larger Thyssen group in Düsseldorf in the course of a hostile takeover. This was almost successful, at least the financing for the purchase of the Thyssen stock majority was available. However, due to an indiscretion in Düsseldorf banking circles, the project became known before completion. Then there were protests and demonstrations by the Thyssen workforce. a. of around 30,000 employees in Frankfurt am Main in front of the main building of Deutsche Bank . As a result of the massive protests, Krupp-Hoesch and Thyssen negotiated a joint steel company. There should be no redundancies for operational reasons , but there should be a shedding of 6,600 of the 23,600 existing jobs by 2001. After long and hard disputes, the steel divisions in ThyssenKrupp Stahl AG were merged on April 1, 1997. On September 1, 1997 announced the executive and supervisory boards of both industrial groups on November 4, 1997 that they would be merged. Peter Schmöle , who had previously managed the Hoesch blast furnace works, became head of the main area of ​​pig iron technology .

Both Gerhard Cromme and Berthold Beitz played a decisive role in all of these processes, while Dieter H. Vogel on the Thyssen side was unable to be appointed as the new head of the merged group.

In the run-up to their merger, Thyssen and Krupp had already announced their intention in 1998 to establish a double headquarters in Duisburg and Essen, based on the previous company traditions and in view of the long ties to Duisburg and Essen. Thyssenkrupp's annual general meeting in 2000 passed the corresponding resolution. For the time being, this did not affect the administrative location in Düsseldorf , which was only relocated to Essen in 2010 after the ThyssenKrupp headquarters were completed.

Younger story

Takeover battle for Dofasco

Stainless steel Buddy Bear on Potsdamer Platz, made by Shanghai KruppStainless as a gift for the city of Berlin.

In 2005 Thyssenkrupp intended to take over the Canadian steel company Dofasco . Since the Luxembourg group Arcelor also showed interest in Dofasco, a bidding battle broke out, in which Thyssenkrupp last offered 68 euros per share . Arcelor then placed a bid of 71 euros per share. Thyssenkrupp waived a higher offer. The world's largest steel group, the Indian- Dutch company Mittal Steel , again submitted an offer to buy Arcelor and at the same time agreed to resell Dofasco to Thyssenkrupp at EUR 68 per share. However, the shares in Dofasco were spun off by Arcelor into a foundation to defend against the hostile takeover by Mittal Steel. So far (as of 2014) this has refused to dissolve itself. Thyssenkrupp tried in court to force Mittal to dissolve the foundation, but failed in a Dutch court at the end of January 2007. The takeover of Dofasco by Thyssenkrupp failed, but a revision is still possible. As an alternative, Thyssenkrupp focused on building a new steel mill in the USA.

Major investments in USA and Brazil

In May 2007 Thyssenkrupp announced that it would build a new rolling mill with 2,700 jobs in Calvert in the US state of Alabama . Several US locations had applied for the new plant. After three years of construction, the new steel and processing plant of ThyssenKrupp Steel USA and ThyssenKrupp Stainless USA was officially inaugurated on December 10, 2010 . The plant is one of the largest foreign investments in the US to date. Thyssenkrupp has invested five billion US dollars in the entire plant complex, of which 3.6 billion in the carbon steel facilities and 1.4 billion in the stainless area. In 2013 the work was sold again - see below.

From September 2006 to completion in June 2010 , a new steel mill was built in Brazil for ThyssenKrupp CSA (TKCSA), in which Thyssenkrupp holds a 73% stake . The facility is located 70 kilometers from the city center in the Santa Cruz district of the metropolis of Rio de Janeiro , in the Bay of Sepetiba in the state of Rio de Janeiro. The plant consists of a sintering plant , two blast furnaces, two continuous casting plants , a coking plant as well as its own seaport and power plant . The coking plant was constructed by the Chinese company CITIC , although Thyssenkrupp has a subsidiary specializing in plant engineering , Uhde GmbH . It is the largest German foreign investment in Brazil in recent years. At the beginning of the project, Thyssenkrupp commissioned management consultancy McKinsey to carry out a feasibility study, within which the total costs for the plant construction were calculated at 1.9 billion euros. According to this study, steel slab should be produced at 55 $ / t more cost-effectively than in Germany. According to press reports, Thyssenkrupp invested around 8 billion euros in the project as of 2013. The steel slab produced in the plant is 170 US dollars more expensive than one made in Germany. According to the original plans, the plant was to produce five and a half million tons of steel slabs per year for export to the USA and Europe. However, due to technical problems, the plant had not yet run up to full load until 2012. According to the 2014/15 annual report, the production volume was four million tons. Around 3500 people will work in the plant in the future.

At the end of November 2011, the full extent of the impairment was disclosed by an expert opinion, said Gerhard Cromme at the annual general meeting in January 2012. During the construction of the plant, the forecast costs were exceeded by a factor of four. Thyssenkrupp made write-offs of almost 2 billion euros on the steel business in Brazil and posted a loss of 1.8 billion euros in fiscal 2010/2011. Ekkehard Schulz , Chairman of the Management Board (from 1999 to January 2011) and then Supervisory Board, who was largely responsible for the decision to build the plant, resigned from his position on the Supervisory Board at the end of 2011. The plant in Brazil was offered for sale in 2013 and taken over by the Argentine steel group Ternium at the beginning of 2017 for 1.5 billion euros.

The smaller stainless steel section of the steel mill in the USA was sold to the Finnish company Outokumpu in 2012, together with the other stainless steel activities of ThyssenKrupp . The larger remaining carbon steel section of the US steel mill was sold to a consortium of ArcelorMittal and Nippon Steel in February 2014 for $ 1.5 billion .

Restructuring from 2011

In a press release on May 13, 2011, Thyssenkrupp announced a series of restructuring measures. As part of its new strategy, Thyssenkrupp planned various divestments and new strategic orientations for individual areas.

The following measures were announced:

  • Sale of ThyssenKrupp Umformtechnik to the Spanish automotive supplier Gestamp
  • Sale of ThyssenKrupp Xervon to Remondis
  • Separation of the stainless steel division of ThyssenKrupp Stainless from the group, renaming to Inoxum and sale to the Finnish steel group Outokumpu for a 29.9% stake.
  • Sale of the civil division of Blohm + Voss to the British financial investor Star Capital Partners . After the sale in December 2011, only naval shipbuilding remained with ThyssenKrupp ( ThyssenKrupp Marine Systems ).
  • Sale of ThyssenKrupp Tailored Blanks to the Chinese Wuhan Iron and Steel Corporation

On December 5, 2012, the company announced the replacement of three top managers from the boardroom. According to press reports, CEO Heinrich Hiesinger and the supervisory board drew the consequences of a billion-dollar loss at two steelworks overseas and of various cartel and corruption offenses with the dismissal of Jürgen Claassen, Edwin Eichler and Olaf Berlien. In March 2013 Thyssenkrupp announced that the Chairman of the Supervisory Board Gerhard Cromme would resign.

In 2013 Thyssenkrupp put two of its steelworks up for sale because they were making losses. Bad investments of 3.4 billion euros were recorded. These were the ThyssenKrupp CSA steelworks in Brazil and the rolling mill in Calvert, Alabama (see the two sections above). German works are not for sale. The steel mill in Alabama was acquired in November 2013 by a joint venture between competitors ArcelorMittal and Nippon Steel - Sumitomo Metal Industries . The steel mill in Brazil was taken over by the South American steel manufacturer Ternium in February 2017 for around 1½ billion euros . In media reports, the loss for Thyssenkrupp from its involvement in the USA and Brazil is estimated at eight billion euros, which is "one of the biggest bad investments in German industrial history".

On April 17, 2015, Thyssenkrupp announced that VDM Metals GmbH , which the Group had acquired from Outokumpu at the end of February 2014 , would be sold to financial investor Lindsay Goldberg Vogel. The sale was formally closed on July 31, 2015.

Thyssenkrupp has had a new, globally uniform umbrella brand since November 2015.

Materials Services

The division of the Materials Services business area concentrates on the global trade in raw materials and services in the field of supply chain management. In the 2015/2016 financial year, Materials Services was the company's top-selling division with sales of EUR 11.88 billion. As part of the digitization of the value chain at Thyssenkrupp, a Digital Transformation Office was founded at Materials Services to oversee pilot projects in the field of digitization. In April 2016, for example, an online shop was opened under the name materials4me , which for the first time also offers small quantities for end customers as well as research and educational institutions.

Unrealized plans and spin-off elevator division

On September 20, 2017, the company announced that it would merge its European steel activities with Tata Steel in a joint venture. After the merger, the group headquarters should be relocated to Amsterdam in the Netherlands and the future group name should be thyssenkrupp Tata Steel BV . On June 30, 2018, thyssenkrupp and Tata Steel signed a binding contract to create the new joint venture. After a conversation with the EU Competition Commission on May 10, 2019, Thyssenkrupp and Tata Steel assumed that the planned joint venture could not come about due to concerns on the part of the Commission and canceled the merger. On June 11, 2019, the EU Commission published its decision not to approve the planned merger due to competition concerns.

On September 27, 2018, the Thyssenkrupp Executive Board announced its intention to split the group into the two parts of the company, thyssenkrupp Materials AG and thyssenkrupp Industrials AG . On May 10, 2019, the Board of Management announced that it would no longer pursue this plan. Instead, a holding structure is to be created and individual business areas such as the elevator division Elevator Technology are to be listed on the stock exchange .

On February 27, 2020 Thyssenkrupp sold its elevator division for 17.2 billion euros to a consortium led by Advent International , Cinven and the RAG Foundation .

Participation in cartels

ThyssenKrupp in Bochum on the federal highway 40

The company was involved in several cartels .

In the 1970s Thyssen and Krupp were involved in the stainless steel cartel.

In 2007 the EU Commission imposed a fine of 992 million euros on five major elevator manufacturers , including ThyssenKrupp Elevator . The companies had agreed on prices and thus violated antitrust law. ThyssenKrupp Elevator had to pay 479.7 million euros, Otis 225 million, Kone 142 million, Schindler 143.7 million and a Mitsubishi subsidiary 1.8 million euros. This was the highest penalty imposed by the EU Commission until then ( lift cartel ). The fine against ThyssenKrupp was later reduced to € 319.78 million.

At the beginning of July 2012 the Federal Cartel Office imposed a fine of 103 million euros on Thyssenkrupp for participating in the " Eisenbahnfreunde " cartel .

At the end of February 2013, investigators from the Federal Cartel Office searched the offices and private rooms of Thyssenkrupp employees on suspicion of fixing prices for car steel. The investigation was triggered by an anonymous complaint.

In National Socialism

The group's predecessors, Thyssen AG and Friedrich Krupp AG , were criticized for having contributed to the rise of the National Socialists in the Weimar Republic : the industrialist and mine owner Fritz Thyssen donated 100,000 gold marks to Adolf Hitler and the NSDAP as early as 1923  . He belonged to the group of industrialists, bankers and farmers who, in November 1932, submitted the so-called industrial submission to Reich President Paul von Hindenburg , demanding that Hitler be appointed Reich Chancellor. In the spring of the 1932 Reichstag elections , the United Stahlwerke AG , which was founded in 1926 through the merger of the Thyssen Group (share 26%), the Phönix Group (share 26%), the Rheinische Stahlwerke (share 8.5%) and other steel groups arose, according to the memoirs of Heinrich Brüning donated 500,000 Reichsmarks to the NSDAP. The general director of the United Steel Works AG Albert Vögler had already been a co-initiator of the so-called anti-Bolshevik fund in January 1919 , which pushed ahead with the suppression of the German council republics. In the company newspaper “Das Werk” of the United Steelworks from 1927 it was said: “The history of almost all peoples is an eternal urge to expand, a never-ending need for expansion.” Germany has “too little, far too little land”.
Later, however, Fritz Thyssen took an openly critical stance on National Socialism, which first led to his escape from Germany and then to his capture in a concentration camp.

Friedrich Krupp AG was one of the largest arms suppliers to the Third Reich and also employed slave labor . Krupp's son Alfried was sentenced to twelve years imprisonment in the Krupp trial in 1948 , ten of the eleven managers accused of him. With one exception, they were pardoned again until 1952.

Web links

Commons : ThyssenKrupp  - collection of images, videos and audio files


The history of the group

  • Lothar Gall (Hrsg.): Krupp in the 20th century: the history of the company from the First World War to the establishment of the foundation . Siedler, Berlin 2002, ISBN 3-88680-742-8 .
  • Gert von Klass : The Three Rings. Life story of an industrial company . Rainer Wunderlich Verlag Hermann Leins , Tübingen / Stuttgart 1953 (post-war depiction by Krupp)
  • Karl Lauschke: The Hoesch workers and their work. Social history of the Dortmund Westfalenhütte during the reconstruction years 1945–1966 . Klartext Verlag, Essen 2000, ISBN 3-88474-746-0 (= publications of the Institute for Social Movements, formerly: Institute for Research into the European Workers' Movement, Series A, Volume 11; also: Studies on economic, social and technological history , Volume 17)
  • Horst Mönnich : Departure for the area. Departure to Europe. Hoesch 1871–1971 . F. Bruckmann, Munich 1971, ISBN 3-7654-1441-7 (anniversary volume of Hoesch Aktiengesellschaft, Dortmund)
  • Helmut Uebbing: Paths and waymarks . 100 years of Thyssen . Siedler, Berlin 1991, ISBN 3-88680-417-8 , ed. from Thyssen Aktiengesellschaft, formerly August Thyssen-Hütte, Duisburg
  • Gustav Luntowski: Hitler and the gentlemen on the Ruhr: economic power and state power in the Third Reich . Peter Lang, Frankfurt am Main 2000, ISBN 3-631-36825-9
  • Horst Wildemann: Company merger , The Krupp-Hoesch-Thyssen - case study strategy, portfolio and perspectives . Munich 2000, ISBN 978-3-931511-61-6
  • Tobias Witschke: Danger to competition. The merger control of the European Coal and Steel Community and the "re-concentration" of the Ruhr steel industry 1950–1963 (= Yearbook for Economic History; Supplement 10) Akademie Verlag, Berlin 2009, ISBN 978-3-05-004232-9 , 383 pp.

Individual evidence

  1. Management - Supervisory Board. Retrieved October 6, 2019 .
  2. a b Annual Report 2018/19. ThyssenKrupp AG, November 21, 2019, accessed on May 14, 2020 .
  3. a b c Benedikt Müller: Thyssenkrupp flies out of the Dax. In: Süddeutsche Zeitung , September 4, 2019, accessed on September 9, 2019 .
  4. Ten years ago - ThyssenKrupp Fusion forged steel giants. Hamburger Abendblatt, March 15, 2009, accessed on October 15, 2015 .
  5. ThyssenKrupp - A group after the merger. Technische Universität Berlin, November 2, 2000, accessed on October 15, 2015 .
  6. ThyssenKrupp organizational structure. Retrieved October 15, 2015 .
  7. ThyssenKrupp generates net profit for the first time in three years. In: ThyssenKrupp, November 20, 2014, accessed October 15, 2015 .
  8. ThyssenKrupp balance sheet, profit and sales | ThyssenKrupp Annual Report | 750,000. Retrieved October 22, 2018 .
  9. Share & ADR. Retrieved December 20, 2018 .
  10. Shareholder structure. Retrieved December 20, 2018 .
  11. Annual Report 2017/18 , accessed on December 20, 2018
  12. BaFin - Significant shares of voting rights according to Sections 33, 38 and 39 of the Securities Trading Act (WpHG). Retrieved December 20, 2018 .
  13. Thyssen-Krupp credit rating at junk level. Handelsblatt, December 5, 2013, accessed on December 7, 2013 .
  14. Financial investor Cevian wants to have a say at ThyssenKrupp. In: Rheinische Post . December 5, 2013, accessed December 7, 2013 .
  15. Reichstag debate of February 25, 1932: Joseph Goebbels (NSDAP) complains about high losses in the sale of the party newspaper due to publication bans by the emergency ordinances of the government, to which the faction of the Social Democrats calls: “Thyssen pays it!
  16. "This deal was too much" ( Memento from May 4, 2007 in the Internet Archive ) Retrieved March 11, 2011.
  17. Peter Schmöle 65 years . In: stahl und eisen 135, issue 11/2015, pp. 14-16.
  18. Wildemann, s. Lit.
  19. a b c Marian Blasberg, Martin Kotynek: The sunk billions. In: Zeit-Online , July 5, 2012, accessed August 10, 2012.
  20. ^ Peter Mühlbauer : Deficit like Kruppstahl. In: November 29, 2012. Retrieved November 29, 2012 .
  21. ^ Christian Russau: Further criticism from Brazil of ThyssenKrupp. In: amerika21 . January 30, 2010, accessed December 30, 2010 .
  22. Christian Russau: Brazil: Public Prosecutor examines the proceedings of Thyssen Krupp. In: amerika21. June 22, 2010, accessed December 30, 2010 .
  23. ThyssenKrupp has to pay more for new steel mills. Die Welt , August 15, 2008, accessed October 15, 2015 .
  24. ThyssenKrupp continues to write losses. Kölnische Rundschau , January 20, 2012, accessed on April 27, 2017 .
  25. Martin Murphy, Wolfgang Reuter: Interview with Ekkehard Schulz. Handelsblatt , January 20, 2012, accessed October 15, 2015 .
  26. Another milestone reached in strategic development: thyssenkrupp sells Brazilian steelworks CSA to Ternium. Retrieved April 1, 2017 .
  27. New owners of ThyssenKrupp stainless steel division plan visit in June . In: Press-Register , May 31, 2012. Retrieved June 15, 2013. 
  28. ^ Michael Finch II: Sale of ThyssenKrupp Steel USA clears all regulatory approval . In: Press-Register , February 26, 2014. 
  29. ArcelorMittal AM / NS Calvert webpage . Retrieved June 25, 2014.
  30. ↑ The Supervisory Board resolves the strategic development of ThyssenKrupp. (No longer available online.) In: ThyssenKrupp, May 13, 2011, archived from the original on May 22, 2016 ; accessed on October 15, 2015 . Info: The archive link was inserted automatically and has not yet been checked. Please check the original and archive link according to the instructions and then remove this notice. @1@ 2Template: Webachiv / IABot /
  31. Sale of the Metal Forming Group to the Spanish Gestamp Automoción completed. In: ThyssenKrupp, July 11, 2011, accessed October 15, 2015 .
  32. ThyssenKrupp sells service subsidiary Xervon to Remondis. In: Reuters , August 23, 2011, accessed October 15, 2015 .
  33. ThyssenKrupp drives spin-off of the stainless steel division. In: Reuters , September 30, 2011, accessed October 15, 2015 .
  34. ThyssenKrupp confirms planned merger of Inoxum with Outokumpu. In: ThyssenKrupp, January 31, 2012, accessed October 15, 2015 .
  35. ThyssenKrupp Marine Systems sells civil shipbuilding to Star Capital Partners. In: ThyssenKrupp, December 12, 2011, accessed October 15, 2015 .
  36. ThyssenKrupp sells Tailored Blanks to Wuhan Iron and Steel Corporation. In: ThyssenKrupp, September 28, 2012, accessed October 15, 2015 .
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