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Profile and organizational structure
Our Value Proposition
thyssenkrupp is an international industrial and technology group. Together with our customers we want to use our extensive and long-standing expertise in the innovation of technologies to develop cost-effective, resource- and environment-friendly solutions to the challenges of the future.
Under a strong umbrella brand we want to make a contribution to a better, more livable and more sustainable future with our innovative products, technologies and services, and thus demonstrate our responsibility towards future generations. To this end, we pursue ambitious climate protection targets and improve our own energy and climate efficiency. At the same time, we want to use our abilities along the relevant value chains to provide key support for customers in the green transformation. We aim to enable the fundamental renewal of industry as a whole – but especially energy-intensive sectors – and play an active part in shaping and driving the green transformation. Our brand promise of helping our customers to advance and the standards we set ourselves are reflected in our claim “engineering.tomorrow.together.” Diversity and global reach define thyssenkrupp. We want everyone who works for us to feel free and be able to reach their full potential – irrespective of origin, gender, skin color, disabilities, age, sexual orientation and identity, and other factors. We want to combine performance culture with entrepreneurial and social responsibility.
Organizational and management structure
thyssenkrupp is an international industrial and technology group with around 93,400 employees. In 48 countries, our companies achieved sales of €32.8 billion in fiscal year 2024 / 2025. In the reporting year, our business activities were organized in five segments: Automotive Technology, Decarbon Technologies, Materials Services, Steel Europe and Marine Systems. On October 20, 2025, TKMS (Marine Systems segment) became an independent, publicly listed company; thyssenkrupp AG holds the majority investment of 51%. The segments are generally divided into business units and operating units.
As of September 30, 2025, 320 companies and 15 investments accounted for by the equity method were included in the consolidated financial statements.
thyssenkrupp AG is responsible for the strategic management of the group. In addition to governance tasks, the allocation of investment funds and management development, it concentrates especially on performance and portfolio management. Alongside the cross-cutting functions of strategy, human resources and finance that are within the remit of the Executive Board, responsibility for the segments is allocated to the individual Executive Board members. Especially in respect of operational management decisions, the individual segments act decentrally under the strong thyssenkrupp umbrella brand. The members of the Executive Board of thyssenkrupp AG are responsible for ensuring that the management teams achieve the performance targets.
The main administrative units for Germany, together with the individual corporate functions and the regional platforms (Regions) are combined in the Corporate Headquarters unit of thyssenkrupp AG. The Regions unit comprises four regional platforms: APA (Asia/Pacific/Africa), North America, South America and Greater China. In addition, our service units are combined at two companies – thyssenkrupp Services GmbH and thyssenkrupp Information Management GmbH – and provide cross-cutting services to the businesses and Corporate Headquarters. Most operations of thyssenkrupp Information Management GmbH were terminated on October 1, 2025. The IT tasks that were formerly this company’s responsibility were mainly transferred to external service providers.
In the course of transforming the thyssenkrupp group from an integrated industrial conglomerate into a financial holding company with investments in independent companies, we will also realign our Corporate Headquarters and service units. Corporate Headquarters is to become leaner and focus especially on the financial management of the segments. The service units will focus their portfolios on business-critical services for operations. Wherever it makes sense to do so, responsibility will be transferred to the segments.
Additional regional websites