Background
Why we need a strong corporate identity
Evolution instead of revolution: The new logo pays tribute to its predecessors, and combines them into a modern symbol for unity and innovation.
  • Evolution instead of revolution: The new logo pays tribute to its predecessors, and combines them into a modern symbol for unity and innovation.

  • The world’s most valuable brand is known to pretty much everyone. Wherever you see the logo of the Californian technology company Apple, featuring a fruit of the same name with a bite taken out of it, you automatically associate this with next-generation technology and top-quality products. Before every new Apple product goes on sale, customers line up around the block to buy them at stores. They are even willing to pay a premium over what they might pay for a similar product from a competing company. That’s because they are buying the brand as well. It represents the collective expertise that makes Apple what it is as a company. It is a promise that customers, business partners, and investors the world over understand, in every language and in every culture. Strong brands create trust, and thus represent a competitive advantage. Just like Apple, thyssenkrupp is also a global player. However, compared to other international firms, our company name and the services we deliver do not receive the recognition they deserve.
    This is something we have had to experience time and again in recent years. In addition, much has changed since Thyssen and Krupp merged 16 years ago. We have developed into a modern, global industrial group. However, there remains a fundamental disconnect between the new company and the old brand – and we have to work to change this. But how exactly should thyssenkrupp position itself in the market? To answer that question, we asked more than 6,000 customers, employees, applicants, investors, works council officials, and members of the public to tell us
    what they expect from thyssenkrupp, whether these expectations are being met, and how they view the Group.
  • As the results show, the company brand is built on solid foundations. People associate it with an industrial tradition dating back two centuries. What sets the Group apart in the competitive marketplace are core strengths such as top-notch engineers, high quality, and reliability. What we also discovered is that work remains to be done. For instance, we can more effectively meet the needs and expectations of customers if we listen more closely to what they have to say, and develop precisely the products and services they need. But this is also why the new brand was developed in collaboration with the various Business Areas and regions. The corporate identity, claim, and vision for the future are all frequent talking points. Every employee should feel that the brand reflects their values.
    Evolution instead of revolution

    With the new corporate design, we are, starting now, seeking to more effectively set ourselves apart from our competitors. Our brand should exemplify what makes thyssenkrupp and the services we provide unique. This does not mean the Group needs to reinvent itself.

    Evolution, not revolution, is what we are striving for. It’s now time to move on to the next phase. The company is on stable financial ground following some turbulent times. We have regained the trust of our employees, customers, and shareholders by instituting long-term changes over the last few years. The new brand makes this process easier for everyone to understand.

  • The umbrella brand creates a uniform, positive image in the eyes of customers and ourselves as employees.
    It should also bring thyssenkrupp closer together. The Group encompasses some 500 companies, with 180 different brand identities currently existing side by side. The new brand will serve as the umbrella brand for all of them, allowing us to create a stronger collective identity and for each company to benefit from it. The new logo underscores all this. The signets of Thyssen and Krupp, which until recently had been separate, are now at long last being brought together as one.
  • engineering.
    tomorrow.
    together.
    The claim – “engineering. tomorrow. together.” – places a clear focus on cooperation, while also conveying that we are looking to offer pioneering solutions. In other words, the logo and claim embody our corporate identity. Another of the many changes is the Group’s brand promise. It is the most important of them all, concisely describing what thyssenkrupp is looking to become. It provides specific instructions on how to deal with customers, how to approach challenges, and how every employee can maximize their contribution. The Business Areas have interpreted the brand promise for use within their particular sectors. The aim here is to ensure everyone knows what their specific contribution is to thyssenkrupp as a whole.
Brand promise & claim
Our brand promise
... describes what we can offer our customers through the expertise and personal character we bring to the table.
  • Our brand promise
    …describes what we can offer our customers through the expertise and personal character we bring to the table.
  • We advance our customers by...
    1
    …understanding current and future customer/market needs. We listen, give suggestions, and co-develop with our customers.
    2
    …delivering competitive products, services, and solutions. We deliver reliable and high-quality products, services, and solutions with precision and a superior cost-benefit ratio.
    3
    …creating relevant technology and business innovations. We strive to find technology and business solutions which cater to future customer/market needs and allow customers to “better” meet the requirements for “more.”
    Our expertise
  • We advance our customers by...
    4
    …leading the way. We act with foresight and a solution-oriented mindset to progress our customers, employees, and other stakeholders.
    Our character
    5
    …acting as a reliable partner. We act in an honest, authentic, and responsive manner towards customers, employees, and other stakeholders; we have a long-term orientation.
    6
    …empowering and exciting people. We foster respectful collaboration across functions, businesses, regions, and levels; we encourage our team members to take responsibility – for themselves and for others; we strive for a modern work environment.
    7
    ...building on strong experience. We build on our (German) roots and our global footprint as the source of our expertise and successful innovation.
Brand promise & claim
engineering.
tomorrow.
together.
Three words that describe who we are,
what we do, and how we go about doing it.
Three words that describe
who we are, what we do,
and how we go about doing it.

… is part of our identity. It characterizes the way we think. In the plant, in the office, at every site throughout the world. It means developing solutions for our customers – big and small. Today and tomorrow. As a diversified industrial group we supply reliable products, services and solutions – on schedule, in premium quality, and with a convincing price-performance ratio. In the spheres of mechanics, plant construction, and materials. We know our customers and their markets. We invest in relevant technological innovations, and in doing so make the world a little bit better. We are a reliable partner – that is our pledge.
engineering.
tomorrow.
We have written over 200 years of industrial history. That is the source from which we draw our strength and competence. But a great past is not sufficient for coping with the challenges of the future. Which is why we are thinking today how we want to be tomorrow. And we know today what the world of tomorrow and our customers need. We develop sustainable solutions that are also capable of meeting future challenges. We improve what already functions. And we revolutionize industries if they make people's lives easier and create a competitive advantage for our customers.
together.
We share our knowledge, combine it and use it to create something new – across companies, industries, and countries. Our business activities benefit from the fact that we in our Group network think and work on a cross-company, cross-functional basis. "together" is a pledge we give our customers, our partner companies, and ourselves. We trust and are trustworthy. We are a team. We work together. We learn from each other and advance ourselves together. After all, the really big objectives can only be achieved together.
Interview
The new logo places a greater focus on the customer and makes our changes tangible.
Heinrich Hiesinger,
Chairman of the Executive Board
Interview
  • Interview
    The new logo places a greater focus on the customer and makes our changes tangible.
    Heinrich Hiesinger,
    Chairman of the Executive Board
  • 1
    Mr. Hiesinger, why are we changing our branding?
    thyssenkrupp has implemented a number of changes in an effort to establish the conditions that would reasonably be required to move forward with the next phase. In speaking with others, I have heard things like, “I would never have expected that of thyssenkrupp.” But not often enough. We are still generally not seen as a dynamic industrial company, something that we are, and would like to become even more of in the future. This is where the new branding comes into play. It increases the focus on the customer, and presents the changes we are making in a more palpable and interactive manner. This is a wonderful and exciting moment. Let’s take the next step together.
  • 2
    Does the Group now have the financial resources to launch a new brand?
    There will obviously be some upfront costs that come with such an endeavor. We are taking a measured approach to rebranding our company, meaning we will phase in the new logo over time, and forego an expensive advertising campaign. We will make use of previously planned media events such as the upcoming Annual General Meeting, and we will not be replacing vehicles, helmets, uniforms, office supplies, and the like until necessary. In the beginning stages, the new brand will only be on display in a few places and areas.
  • 3
    What is the most important thing about the new brand?
    That would be the brand promise, because it outlines how we are looking to help our customers succeed. Here’s one example: “We help our customers to succeed by understanding the current and future needs of our customers and the market.” This means we have to listen more closely in order to understand what our customers want. It means avoiding unnecessary complexity and instead delivering excellent value. Being better listeners is a goal we can set for ourselves every day.
  • 4
    Be honest: How do you like the new look?
    I really like it. I like the blue that is both fresh and modern. And the new logo can be seen from many different perspectives. For one thing, it draws a lot on our history, with the Krupp rings and the Thyssen arch cleverly and harmoniously tied together. And second, the symmetry and complexity of the logo represent high-quality engineering. I believe the claim – engineering. tomorrow. together. – works really well.
  • 5
    Did you make sure engineering had its place in the claim?
    thyssenkrupp made sure of that. The engineering philosophy is part of our identity, as the project has shown. Being an engineer myself, this is obviously music to my ears. But there is more to the claim than just engineering excellence. It also references the solution and service expertise of our engineers and all other members of staff. The claim also conveys that we are looking today for long-term solutions designed to meet the needs of tomorrow – and working together to do so.
  • 6
    How do the mission statement, strategy, corporate restructuring, and brand promise all mesh together?
    First, you got the order right. All jokes aside, they do indeed fit together. We drafted the mission statement when we began making changes. It spells out the values that are important to us; one might even say it is our guiding principle. The strategy describes how we seek to compete successfully – that is, by working together as a group, by offering competitive products and services that help our customers succeed, and by delivering technologies and innovations that help conserve resources. Our motto here is “More & Better.” There was and still is a need to restructure the Group in order to allow us to compete. The new brand brings everything together, puts a (friendlier) face on it, and communicates it more clearly and more emotionally. The interplay of them all can and will have a major impact. Of that I am certain.
  • 7
    But does it really matter to our employees if thyssenkrupp appears on every company ID?
    Yes, it does. Our employees expressed their desire for more team spirit, and this has made its way into our mission statement. That’s why our corporate vision is “We are thyssenkrupp.” Our strategy also states that we are stronger as a group than if our Business Areas were to operate as stand-alone units. We can become more efficient by working together, come up with better ideas, and pave the way for digitization at thyssenkrupp. A uniform umbrella brand is a logical step in this process. It assists us in focusing on working to help our customers succeed. Not everyone will take the same approach. Industrial Solutions has a different strategy than Elevator, as do the service and marketing departments. That said, everyone is working towards the same goal. We have done great work together in projects like InCar plus and MULTI. Now we have to get more results like this.
The new identity
The history of our logos
Evolution instead of revolution: The new logo pays tribute to its predecessors, and combines them into a modern symbol for unity and innovation.

Evolution instead of revolution: The new logo pays tribute to its predecessors, and combines them into a modern symbol for unity and innovation.
1811
On November 20 Friedrich Krupp opens a factory for the production of premium cast steel in Essen.
1836
Krupp: The company introduces a health insurance plan for all employees which serves as a model for modern national insurance schemes all over the world.
1891
August Thyssen takes a majority stake in the coal mine Gewerkschaft Deutscher Kaiser in Hamborn, laying the groundwork for the company’s rise to become a global corporation.
1853
Alfred Krupp registers a patent for seamless railway tires that are able to withstand increasing running speeds without fracturing.
1859
Krupp receives the first major order for the production of cannons. As a result, armament production becomes the family company’s second important pillar.
1875
Alfred Krupp selects three intercrossing railway tires to serve as the company logo. The black version is used starting in 1934.
1903
Following the death of Friedrich Alfred Krupp, the Group becomes a publicly listed company (until 1943) and expands globally.
1926
Death of August Thyssen. The Group becomes part of the newly established Vereinigte Stahlwerke AG, Europe’s largest steel company. Fritz Thyssen is named Chairman of the Supervisory Board, a position he would hold until 1939.
1945
Thyssen: At the end of the war, many plants and mills have been destroyed or are dismantled by the Allied powers. Vereinigte Stahlwerke AG is liquidated in the years to follow.
1945
Krupp: Seventy-five percent of the plants have been destroyed or dismantled as a result of the war. The company is temporarily placed under Allied control. Rebuilding and diversification into new lines of products begin, including plant systems and automobile components.
1953
Relaunch of August-Thyssen-Hütte AG (ATH). The Group grows in part by acquiring companies around the world. Starting in 1967, the “open T” logo serves to signify that all subsidiaries belong to the Group.
1968
The assets of Krupp are transferred to the Alfried Krupp von Bohlen und Halbach Foundation which assumes ownership of Fried. Krupp GmbH. Berthold Beitz is appointed chairman and leads the Group during the years of restructuring in the 1970s and 1980s.
1976
The Thyssen arch: Following the acquisition of Rheinstahl AG, the Rheinstahl arch is incorporated into the Group logo. This was inspired by the Rheinstahl pavilion at the 1955 Hanover trade fair. As well as steel, the newly formed Thyssen AG produces machinery, automotive components, ships, and elevators, and is active in the field of logistics.
1991
Fried. Krupp GmbH takes a majority stake in the steel and engineering firm Hoesch AG. In 1993 the new Fried. Krupp AG Hoesch-Krupp is listed on the Frankfurt Stock Exchange.
1999
Thyssen and Krupp merge to become ThyssenKrupp AG on March 17, 1999. The new logo combines the established identifying elements: the Thyssen arch and the Krupp rings.
2008
The global financial crisis hits the Group hard, and the new steel mills in Brazil and the US fail to grow as projected. The share price drops by two-thirds. Restructuring becomes absolutely necessary.
2009
The Group divisions are reorganized into Business Areas. The lettering and logo move closer together and now use common bordering, symbolizing increased integration and unity.
2011
Heinrich Hiesinger is appointed the new Chairman of the Executive Board. The Group’s restructuring efforts are driven by the “impact” efficiency program.
2015
The elite US university MIT chooses ThyssenKrupp as one of the ”50 Smartest Companies” in the world. Once again the Group reports strong profits.
2015
A new logo for a revitalized group
Clear opinions
“The logo, claim, and colors are only what is visible about the new brand. But there is much more to it. It’s a promise we make to ourselves and to our customers and shareholders.”
  • q
    “The logo, claim, and colors are only what is visible about the new brand. But there is much more to it. It’s a promise we make to ourselves and to our customers and shareholders.”
    Donatus Kaufmann, Guido Kerkhoff, Heinrich Hiesinger, Oliver Burkhard, Executive Board of thyssenkrupp AG
  • “Iconic industrial firm thyssenkrupp has transformed itself into a modern technology company. The process of getting there was exciting and exhilarating – and I was there to witness it all over many years. I wish the company much success as it continues to grow. The new brand stands for a sense of tradition and confidence in the future. Those are two things we could use in Germany as a whole. The country would be worse off without companies like yours.”
    Sigmar Gabriel
    Vice Chancellor of Germany and Minister for Economic Affairs and Energy
  • “Without being able to adapt and change, thyssenkrupp could not have written 200 years of industrial history. The new brand brings together tradition and the future, demonstrating a willingness to change on the part of the company and its employees.”
    Garrelt Duin
    Minister of Economic Affairs for the German State of North Rhine-Westphalia
  • “While attending an event, I experienced for myself the amazing passion with which employees at thyssenkrupp take on challenges and strive to succeed. Just like the German national squad, they’ve understood that teamwork is necessary to achieving success.”
    Oliver Bierhoff
    General manager, German national soccer team
  • “When companies expressly acknowledge their social responsibility, and commit themselves to strong values such as openness, honesty, and respect, this has a powerful signal effect and significance, both internally and externally.”
    Franz-Josef Overbeck
    Bishop of Essen
  • “I support a modern, sustainable industry that provides high-quality jobs and drives innovation. thyssenkrupp is a key pillar of European industrial culture, and enjoys a strong bond with the people in the regions. From my many visits to the company, I know just how motivated and creative the employees at thyssenkrupp are.”
    Martin Schulz
    President of the European Parliament
  • “thyssenkrupp is a company with a rich history that plays a very important role in German industry. I find it great that the process of change at the company – including the new brand – is enhancing its public profile.”
    Ulrich Grillo
    President of BDI – The Voice of German Industry
  • “thyssenkrupp is known the world over. The new brand is how the company set out the high standards it places on itself, and puts globally recognized attributes like reliability and quality into a modern new look. I really like it. Here’s to a job well done.”
    Carsten Spohr
    Chairman and CEO Deutsche Lufthansa AG
Strong as a team
Clear and concrete
Each Business Area has laid out how it can contribute to the process of implementing the Group’s new brand promise.
Materials Services
is focused on the global distribution of (raw) materials, with around 480 branches in 44 countries. Among the many other services it offers is the production of stainless steel, available since last year. In addition, it provides a number of innovative, industry-specific services to support production and processing companies. To give one example, the Business Area performs supply chain management for a number of major corporations. In doing so, Materials Services ensures that necessary parts are always available when they are needed, where they are needed.
Elevator Technology
is one of the leading manufacturers of passenger transportation systems. Its product range includes passenger and freight elevators, escalators, moving walks, passenger boarding bridges for airports, and stair and platform lifts. Elevator Technology consistently sets new standards for the entire industry with its innovative, energy-efficient technology, including revolutionary solutions such as TWIN, MULTI, and ACCEL for even smarter mobility.
Industrial Solutions
specializes in the construction of large-scale plants for industrial enterprises. The Business Area designs, builds, and maintains chemical plants, refineries, and other industrial facilities. It develops and supplies car body and engine assembly process chains and related control and test systems for the automotive industry. Industrial Solutions is also one of the global leaders in naval vessels and submarines.
Components Technology
makes high-tech components for the automotive and machinery sectors. Its products for the auto sector include camshafts and crankshafts, steering and damping systems, and springs and stabilizers, as well as the assembly of axle modules. In the machinery sector, the Business Area supplies components for construction equipment, wind turbines, and many general engineering applications.
Steel
is one of the world’s leading providers of fine flat steel. The Business Areas Steel Europe and Steel Americas stand for high-quality steel products, innovative manufacturing technologies, and customer-specific material solutions that pave the way for complex applications in a wide array of industries. Steel caters to a range of customers spanning the automotive, machinery and systems engineering industries, the energy sector, and the packaging and construction industries.
Each Business Area has
laid out how it can contribute
to the process of implementing the Group’s new brand promise.
Here’s how it looks

FAQ

Questions and answers
1
Does the new brand mark a shift in strategy?
No, our strategy remains the same. The new brand simply puts a face on it. This step had always been planned. We were just waiting for the right time – and now it has come. That’s because we have made excellent progress in the change process. The rebranding is an extension of efforts to implement our strategy.
2
Why didn’t we change our name?
Our name symbolizes two centuries of tradition and our many years of experience. Many employees identify with and are proud of these. That’s a great starting point for a strong brand, and that is something we absolutely want to have. This is the right strategy for Germany and Europe most of all. The brand is part of our efforts to instill this pride and identification with the company around the world.
3
Why is the new claim only available in English?
A strong brand needs to have markers that make it easy to recognize the world over. That’s why it should be universally and consistently used wherever possible. We are an international group, and English is one of the languages that most ties us together. For that reason, we made the decision to use the English claim across the board. But we will also be providing all our employees with information that explains it in their native language.
Interview
There will be no high-profile publicity campaign. We all need to be brand ambassadors.
Alexander Wilke,
Head of Communications
Interview
  • Interview
    There will be no high-profile publicity campaign. We all need to be brand ambassadors.
    Alexander Wilke,
    Head of Communications
    The new corporate design is ready. Alexander Wilke explains why compromise is sometimes required, and why a brand is not some esoteric concept.
  • Mr. Wilke, we’ve got a new logo, claim, and colors. Was the time right for a change?
    Yes, it was. While the logo, claim, and colors have all changed, there is a clear sense of continuity that draws on the rich and storied past of thyssenkrupp. Our company has written over two centuries of industrial history, and we have solid foundations on which to build. Our history can offer highs and lows, ups and downs, evolution and revolution. We have also continued to grow and develop over time with our customers – and the new brand plays into this as well. The new signet brings together the Krupp rings and the Thyssen arch. The color remains blue, but it is now more modern and dynamic. We are putting the mission statement and strategy into practice, while becoming more accessible as we seek to be understood by people both young and old around the world.
    1
  • Does that mean the work of the communications department is done?
    No, now we’re working on rolling out the new branding at the company and presenting it to customers. We have a budget of only €2–3 million to work with, meaning there will be no high-profile publicity campaign. It also means that the logos at production facilities and on vehicles, uniforms, office supplies, and the like will be replaced gradually over time in keeping with the situation we face within the Group. This demands creativity on our part in getting the message out about the brand relaunch. Each of us has to chip in and help the brand get the exposure it needs.
    2
  • The brand is a major collaborative project. How did you go about getting your colleagues on board with the project?
    Many of them saw potential in the project, seeing as thyssenkrupp hadn’t had a brand promise in the past – and now we do. A project of this scale requires lots of ideas, input, and opinions – and you need a good team above all else. Here I would like to take my hat off to my team, and thank them for a job well done. Working together with the Business Areas, regions, and functions was also fantastic.
    3
  • What did you learn over the course of the project?
    That it’s important to talk about thyssenkrupp with people who have no affiliation with the company. That compromise is sometimes required. That a brand is not some esoteric concept; it should instead help in the process of implementing the strategy. And that we need to use the brand to become more successful with customers – that is our ultimate goal.
    4
  • That all sounds great. But getting there wasn’t always easy, was it?
    There were difficult times, no doubt. For example, relaunching a brand as big as ours is generally accompanied by a multimillion-euro publicity campaign. This is something we wanted to avoid. That meant searching for another way to get the message out. We had to think outside the box, which ultimately proved to be more in keeping with who we are. We are all called on to act as brand ambassadors and get the word out about the new thyssenkrupp.
    5
EN
Why we need
a strong corporate identity
Background
Brand promise & claim
Building a trademark
bit by bit
Clear opinions
The new identity
Clear and concrete
Strong as a team
The new brand
in everyday life
Here’s how it looks