• CO₂ from steel production becomes a raw material

• Hydrogen as a renewable energy source

• Sector coupling as a systemic solution – from demonstration to scaling.

• Next step: Sustainable Aviation Fuel from Duisburg.

Carbon2Chem^® is currently celebrating its ten-year anniversary and stands for one of the most ambitious transformations in the industry: the consistent use of hydrogen produced from renewable sources and CO₂ from steel production as raw materials for the chemical industry.

Matthias Kammel, Managing Director thyssenkrupp Carbon2Chem^®, says: “We started with a shared vision: We view CO₂ and other components of blast furnace gases not as waste, but as raw materials. We use these raw materials to close carbon cycles and systematically link steel production, the energy sector, and the chemical industry. In this way, we can help reduce industrial emissions.”

Over the course of ten years, Carbon2Chem^® has evolved into a cross-industry research and development project involving more than twenty partners from industry and academia – including various thyssenkrupp companies and research institutes such as the Max-Planck-Institute for Chemical Energy Conversion and the Fraunhofer Institute for Environmental, Safety, and Energy Technology UMSICHT. Carbon2Chem^® is funded by the Federal Ministry of Research, Technology, and Aerospace.

Sector Coupling as a Shared Task 

What began in 2016 with the groundbreaking ceremony for the technical centre (“Technikum”) in Duisburg has evolved into Carbon2Chem^®, a platform for cross-sector collaboration. At the heart of this initiative is the realization that metallurgical gases contain valuable components such as carbon, hydrogen, and nitrogen – raw materials for chemical products like methanol, ammonia, and synthetic fuels.

For many years, the Technikum has served as a bridge between basic research and industrial application. It provides the foundation for investigating key process steps under real-world conditions and for the step-by-step refinement of processes. As a result, the Technical Center has provided reliable fundamentals and data over the years.

Nadja Håkansson, COO of thyssenkrupp Decarbon Technologies and CEO of thyssenkrupp Uhde, says: “Carbon2Chem^® is a demonstration of a strong willingness to break new technological ground, by bringing industries and academia together to solve critical challenges for a sustainable climate, in the heart of industrial processes. Through the integration and value chains of multiple systems, CO2 is utilized to create new value chains of sustainable chemicals and fuels, while reducing harmful emissions.”

Prof. Robert Schlögl, project coordinator for basic research: “The integration of steel, energy, and chemicals not only opens up avenues for reducing emissions but also helps stabilize energy systems: Renewable energy can thus be flexibly integrated into industrial processes—a contribution to system stability that extends beyond the individual site.”

From Demonstration to an Industrial Perspective

As technological maturity increases, the question of scaling up is moving to the forefront. The processes developed in the project form the base for large-scale industrial applications and new business models along sustainable value chains. At the same time, the product portfolio is being continuously refined to meet the growing demand for climate-friendly chemicals and energy sources.

Dr. Markus Oles, project coordinator for the participating industrial companies, explains: “Interest in carbon recycling applications is evident across all industries today. By establishing carbon as a raw material, we are sustainably strengthening economic resilience. In addition to large-scale industrial applications, innovative SMEs are also showing increasing interest in these technologies to keep carbon in the cycle in a flexible manner.”

Prof. Görge Deerberg, project coordinator for applied research: “The experience gained over ten years with Carbon2Chem^® confirms that the transformation of energy-intensive industries is feasible – when technology, partnership, and perseverance come together to shape the ongoing transformation process. This experience, bases on close collaboration between basic research, applied research, and industry, also serves as an offer to the business community and the scientific community: as guidance and encouragement for similar projects.”

Next Steps: Hydrogen and Sustainable Aviation Fuel

The existing electrolysis hall, which houses thyssenkrupp nucera’s pilot electrolyzer for the production of green hydrogen, will soon be expanded to include another electrolysis hall. The handover of the new electrolysis hall to thyssenkrupp nucera, planned for next year, will strengthen the hydrogen supply at the site and create an important infrastructural prerequisite for continuous industrial operation.

 Dr. Werner Ponikwar, CEO of thyssenkrupp nucera, says: “Carbon2Chem^® has been and remains invaluable for the further development of our electrolysis technology. The site offers a unique industrial environment where new technologies can be tested under real-world conditions in practical operation and produce hydrogen. Ten years of Carbon2Chem^® demonstrate how important such industrial testing and development environments are for advancing technologies toward application and scaling.”

In parallel with the construction of the additional electrolysis hall, the green light was given for the construction of a plant to produce Sustainable Aviation Fuel (SAF) in Duisburg. This expands the use of CO₂ as a raw material to the aviation sector – a sector where climate-friendly alternatives are particularly urgently needed.

Matthias Kammel: “Ten years of Carbon2Chem^® demonstrate what is possible when industry and science work together with perseverance on a task that is larger than any single player. The next phase is beginning—with the goal of translating what we’ve learned to an industrial scale.”

For more information see: thyssenkrupp Carbon2Chem®: A Contribution to Climate Protection

• As expected, order intake declined to €7.7 billion following substantial order extensions received by Marine Systems in the prior-year quarter

• Compared with Q3 of 2024/2025, sales increased by 8 percent to €8.8 billion; positive trends at Materials Services, Steel Europe and Marine Systems especially

• Adjusted EBIT increased to €183 million (prior-year quarter: €155 million); significant performance improvements at Steel Europe, Materials Services and Marine Systems

• Forecast target corridor for adjusted EBIT and net income narrowed upward; upper end of sales forecast refined; free cash flow before M&A confirmed

• Targeted implementation of the ACES 2030 strategy program: Approval obtained from thyssenkrupp AG shareholders for the spin-off of tk accelis (Materials Services segment), sale to Salzgitter of the interest in HKM completed in July

• CEO Miguel López: “thyssenkrupp is continuing to grow its operational strength and strategic clarity.”

Despite the still challenging market conditions, thyssenkrupp continued to improve its operational performance in the 3rd quarter of fiscal year 2025/2026. At the same time, the group resolutely drove ahead with its realignment under the ACES 2030 strategy program.

As expected, order intake was below the high prior-year level that had resulted especially from a substantial order extension received by Marine Systems. Sales were above the prior-year quarter due to factors including higher demand. Adjusted EBIT also improved compared with the prior-year quarter. This development was buoyed by the APEX performance program. On this basis, the group narrowed the full-year forecast range for adjusted EBIT and net income upward. The upper end of the sales forecast was refined. The outlook for free cashflow before M&A was confirmed without change.

Miguel López, CEO of thyssenkrupp AG: “thyssenkrupp is continuing to grow its operational strength and strategic clarity. We are raising our performance and continuously improving our earnings. At the same time, we keep driving forward with the implementation of our transformation course. The planned stock market listing of tk accelis, the progress in restructuring Steel Europe and the strong position of TKMS are evidence that our future model is not only taking shape but is also having an impact as we establish strong, independent segments with clear, strategic perspectives under the umbrella of a lean financial holding company. In this way, we are providing attractive future prospects for our employees and facilitating our shareholders’ direct participation in value creation – we will consistently pursue this course.”

Key indicators of the thyssenkrupp group in the 3rd quarter of 2025/2026

Order intake in the 3rd quarter (April to June) amounted to €7.7 billion, which was below the prior-year figure of €10.1 billion. The main reason for this was the order extension of two further submarines for Southeast Asia received in the prior-year quarter and the conclusion of a major service order for the German Navy at Marine Systems. At Automotive Technology, falling demand in the automotive original equipment business and the structural effect caused by the sale of the core business of Automation Engineering resulted in lower order intake. Order intake was below the prior year at Decarbon Technologies as well, due to deferrals by customers of chemical plant engineering projects. By contrast, positive trends were seen at Materials Services because of higher volumes and prices and at Steel Europe because of factors including a year-on-year increase in volumes sold to industrial, trade and automotive customers.

Group sales increased to €8.8 billion (prior-year quarter: €8.2 billion). Materials Services benefited from higher volumes and increased prices, especially in the North American distribution business and the international trading business. Steel Europe also recorded an increase in sales. Sales of Marine Systems increased due to the progress achieved in new construction projects and the marine electronics business in particular. By contrast, sales of Automotive Technology and Decarbon Technologies were below the prior-year level as a consequence of lower order intake.

Compared with the prior year, adjusted EBIT improved by €28 million to €183 million. Although its sales revenues remained lower, Steel Europe again made the largest contribution to earnings, mainly due to positive effects from the restructuring and APEX programs and raw material cost benefits. Materials Services likewise posted significant earnings growth and benefited from the positive effects from the restructuring and APEX programs as well as from higher prices and volumes. Marine Systems improved adjusted EBIT thanks to further progress in new construction projects and the marine electronics business. By contrast, lower earnings at Automotive Technology had a negative impact and were due to higher special freight charges as well as lower volumes. At Decarbon Technologies, the decline in sales and project-related additional costs in cement plant engineering resulted in lower earnings in the negative range.

Overall, thyssenkrupp posted net income of €34 million in the 3rd quarter. The year-on-year change (prior year: €(255) million) was attributable to factors including a positive accounting effect of €131 million at Steel Europe in connection with the sale of the interest in Hüttenwerke Krupp Mannesmann (HKM). Net income after deducting minority interest was €0 million (prior year: €(278) million); earnings per share came to €0.00 (prior year: €(0.45)).

As of June 30, 2026, total equity improved to €10.9 billion (March 31, 2026: €10.3 billion). Among the contributing factors was a positive measurement effect of around €0.5 billion relating to the investment in TK Elevator in connection with the planned sale to Kone. The equity ratio stood at a comfortable 37 percent.

Free cash flow before M&A amounted to €(114) million (prior year: €(227) million) and improved mainly due to higher earnings contributions and further planned government grant payments in connection with the direct reduction plant for Steel Europe.

As of June 30, 2026, net financial assets were €2.6 billion (March 31, 2026: €2.8 billion). They included cash inflow in the high double-digit million euro range from the sale to the Italian Arvedi Group of the remaining 15-percent investment in Acciai Speciali Terni S.p.A. that was completed in June. Available liquidity (cash and cash equivalents and undrawn committed credit lines) stood at €5.3 billion. It included a cash credit line of €1.7 billion arranged with an international bank consortium in June.

Group forecast for fiscal year 2025/2026

Notwithstanding the persistently challenging market environment, thyssenkrupp has narrowed the group forecast for fiscal year 2025/2026. It has narrowed the range for adjusted EBIT upward and now expects a figure between €600 million and €900 million (previously: between €500 million and €900 million) for the group. Net income is expected in a range between €(700) million and €(400) million (previously: €(800) million to €(400) million). Group sales are expected in a range of (3) percent to (1) percent compared with the prior year (previously: (3) percent to 0 percent). thyssenkrupp continues to forecast free cash flow before M&A at between €(600) million and €(300) million.

Dr. Axel Hamann, CFO of thyssenkrupp AG: “The figures show that our performance improvement measures are working. This is underscored by the fact that we have narrowed our adjusted EBIT forecast upward – especially in light of the still challenging market environment. Moreover, the new credit line ensures our additional financial headroom for the further transformation of the group.”

Strategic performance in the 3rd quarter of 2025/2026

thyssenkrupp continues to work on transforming the group by implementing the ACES 2030 future model. The focus is on the transition of thyssenkrupp AG to a financial holding company that serves as the umbrella for strong and independent companies.

Automotive Technology continues to press ahead with its transformation in a challenging market environment. The segment has initiated new structural measures with the planned focusing of the US production network and the realignment of its development activities in Hungary. In this way, Automotive Technology is adjusting its structures and capacities in a targeted manner to reflect changed customer requirements, volume trends and cost structures. At the same time, the restructuring and operational improvement measures that have been implemented are making a key contribution to strengthening competitiveness and sustainably improving earnings performance.

Decarbon Technologies is continuing to focus its business activities on efficiency, scalability and future viability. With a new international holding structure and the REnew initiative, Rothe Erde is strengthening global management, reach and collaboration. Uhde is reinforcing its position as a technology partner with an offering that ranges from licensing to the planning, procurement and construction of entire plants. New orders for the early-stage technical planning of a large-scale green ammonia project in Brazil and a green ammonia project in India underscore the company’s expertise in sustainable ammonia solutions. Polysius focuses on technology, process and life cycle solutions to improve the efficiency and performance of industrial plants. With the CI4C Pure Oxyfuel plant in Mergelstetten, the company also demonstrated a key carbon capture technology for the cement industry. The newly spun-off company thyssenkrupp Calvion consolidates the decarbonization business and is working to develop technologies such as Pure Oxyfuel through to industrial maturity. thyssenkrupp nucera agreed on a strategic collaboration with Bharat Heavy Electricals Limited (BHEL) for the stepwise localization of electrolyzer module production in India.

Materials Services is very focused on preparing for independence. Since June, the segment has been operating under the new brand “tk accelis” – an expression of its transition from a pure materials distributor to an integrated supply chain service provider. Having obtained the approval of the shareholders of thyssenkrupp AG to spin off a minority stake, the listing of tk accelis Group AG & Co. KGaA in the Prime Standard of the Frankfurt Stock Exchange is planned for the current calendar year. The first separate Capital Markets Day was held in July to present the independent company and its prospects. In strategic terms, the segment has continued to increase its copper processing capacities in North America. Moreover, tk accelis opened its first site in Japan to provide customers with solutions facilitating resilient supply chains.

Steel Europe is continuing its strategic realignment as planned. A key milestone on this path was achieved with the sale of the interest in HKM to Salzgitter AG. Following damage by fire, trial operation of the new hot strip mill 4 in Duisburg was resumed successfully in the last quarter. The construction of the direct reduction plant in Duisburg is progressing. On the regulatory level, the stronger trade safeguards for steel products implemented by the European Union in July are boosting the efforts to ensure fairer competitive conditions for Europe’s steel industry.

At the same time, thyssenkrupp Steel is advocating with other leading European steel producers for reform of the EU emissions trading system (EU-ETS). The goal is to establish a regulatory framework that secures the competitiveness of Europe’s steel industry and supports investment in decarbonization. In order to provide investors and analysts with transparent insights into the business’s economic development and progress in its strategic realignment, thyssenkrupp Steel Europe is planning a Capital Markets Day at the end of September. The stated strategic objective remains the spin-off of thyssenkrupp Steel Europe, with thyssenkrupp AG possibly holding a minority stake.

TKMS (Marine Systems segment) is continuing its successful course as an independent company, delivering an impressive performance. As of June 30, 2026, the order backlog remains at a historically high level of more than €20 billion. Moreover, in July 2026, TKMS achieved major success in two strategically important programs. First, TKMS was selected as a preferred supplier for Canada’s submarine program. This covers the delivery of twelve 212CD submarines and, upon final signature, would be the largest single order in the history of TKMS. Second, also in July, a contract was signed with the German Navy for the procurement of four TKMS MEKO® A-200 DEU frigates, with an option for a further four, making this the largest surface vessel order in the history of TKMS. TKMS is continuing to explore a strategic collaboration with Spanish company Navantia S.A. in respect of marine projects in Europe and elsewhere in the world.

Click here for the current interim report: https://www.thyssenkrupp.com/en/investors/reporting-and-publications

• New publicly listed materials distributor and supply chain service provider to be created

• tk accelis well placed for independence with a market-leading position, global network and robust operating performance

• “Materials-as-a-service" strategy combines materials supply, processing, logistics and digital supply chain solutions

• Shareholders benefit from clear positioning, industry trends and growth in value

• thyssenkrupp AG will remain majority shareholder with 51%

• Spin-off is a further step in the systematic implementation of the ACES 2030 strategic future model

• Siegfried Russwurm: “The spin-off of tk accelis is a consistent and timely decision that will benefit all the company’s stakeholders.”

• thyssenkrupp Steel Europe's Capital Markets Day is scheduled for late September

At an Extraordinary General Meeting held today, August 7, 2026, the shareholders of thyssenkrupp AG approved the planned spin-off of tk accelis. This provides thyssenkrupp with the basis for establishing an independent, publicly listed materials distributor and supply chain service provider. Through its materials as a service strategy, tk accelis combines materials supply, processing, logistics and digital supply chain solutions and will focus on developing beyond a traditional warehousing business.

As part of the transaction, 49% of the shares in the future tk accelis Group AG & Co. KGaA will be transferred directly to thyssenkrupp AG shareholders. thyssenkrupp AG remains the majority shareholder with 51%, thus continuing to serve as a strong strategic anchor for the business. Shareholders will receive one tk accelis Group AG & Co. KGaA share for every twenty thyssenkrupp shares. The allocation will be proportional. The listing of tk accelis Group AG & Co. KGaA in the Prime Standard of the Frankfurt Stock Exchange is planned for the current calendar year.

Prof. Dr.-Ing. Siegfried Russwurm, Chairman of the Supervisory Board of thyssenkrupp AG: “The spin-off will provide tk accelis with an equal measure of freedom and responsibility to develop independently. This is in line with thyssenkrupp’s corporate strategy and represents a timely response to market and customer needs. Today, industrial customers expect more than just reliable materials supply. They need partners that understand global procurement markets, manage supply chains, contribute processing expertise and ensure digital transparency. It is precisely this combination that harbors the potential for tk accelis. Systematically growing this potential is a primary interest for our shareholders and the key to ensuring the sound development of the company for all its stakeholders.”

One key element of the new structure is ensuring that tk accelis has direct access to the capital market, thereby creating the basis for the company’s greater financial flexibility.

Miguel López, CEO of thyssenkrupp AG: “tk accelis is ready for the capital market. The company has a strong market position, a proven business model and a clear strategic focus. It will transition from a traditional warehousing business to a provider of materials as a service, focusing on customer benefit, digitalization and efficiency. Independence will enable tk accelis to continue growing high-margin businesses, leverage market opportunities more systematically and make targeted investments. For thyssenkrupp AG, this step is also another milestone on our path to becoming a financial holding company with strong, independent companies.

Substantial operating base and clear strategic focus

The spin-off will provide new prospects for the some 15,500 employees of tk accelis, an independent company with a clear identity and attractive development opportunities. The basis for this is the company’s international presence, broad customer base and strong operational anchorage in industrial value chains.

tk accelis is in a good economic position and has a strong foundation for its independent development. With around 400 locations in more than 30 countries, some 250,000 customers and approximately 11,000 suppliers (all suppliers with a minimum annual procurement volume of at least €10,000), tk accelis is one of the leading manufacturer-independent materials distributors and supply chain service providers. Based on sales, tk accelis is the market leader in Germany and Europe and the third-largest supplier to the North American market.^[1]

In recent years, tk accelis has consistently evolved its business model: from a traditional materials distributor to a supply chain service provider with a clear focus on “materials as a service”. There is a growing focus on material-related services – from precise manufacturing and processing through supply chain management to data-driven and AI-supported solutions. This is intended to increase the margins delivered by the business model, making it less dependent on material price volatility.

tk accelis is also well positioned in operational terms. In fiscal year 2024/2025, the company generated sales of €11.4 billion and adjusted EBIT of €132 million – based on the figures in the segment reporting for thyssenkrupp AG. In the second quarter of the current fiscal year 2025/2026 (January to March 2026), tk accelis achieved sales of €3.2 billion (an increase of 5% compared with the prior-year quarter) and an operating result (adjusted EBIT) of €81 million (an increase of 179% compared with the prior-year quarter) – again according to the segment reporting for thyssenkrupp AG. tk accelis has a resilient business model and reliably generates returns and cash flows across business cycles.

tk accelis is benefiting from structural trends. Geopolitical uncertainty and new trade barriers are increasing the demand for resilient and reliable supply chains that are more regional in nature. At the same time, demand is growing for digital solutions and specialized services across the industrial value chain. Additional growth opportunities are derived from future-oriented industries such as aerospace and defense, data centers and industrial electrification and from infrastructure investment in Europe.

The spin-off of tk accelis marks a further key milestone in the strategic realignment of thyssenkrupp AG. With ACES 2030, the Group is pursuing its objective of evolving from an integrated industrial group into a financial holding company. The goal is to manage strong, independent companies with separate entrepreneurial responsibility under the umbrella of thyssenkrupp AG, enabling them to leverage their individual market opportunities.

In connection with the spin-off of tk accelis, the extraordinary general meeting also approved the appointment of the auditor for the closing balance sheet required by the German Transformation Act. Furthermore, an amendment to the Articles of Association of thyssenkrupp AG was put to a vote. This amendment to the Articles of Association takes into account the greater autonomy of listed companies and thus reflects thyssenkrupp AG’s evolving role as a financial holding company. The extraordinary general meeting also approved this agenda item.

You can find the voting results for the individual agenda items and the resolutions by the Extraordinary General meeting here: Extraordinary General Meeting.

Next Step: thyssenkrupp Steel Europe announces Capital Markets Day 2026

The Group is already planning the next step in its transformation process: thyssenkrupp Steel Europe will organize a Capital Markets Day (CMD) for late September. “With the Capital Markets Day, we will provide our investors and analysts with a clear and transparent picture of thyssenkrupp Steel Europe’s business performance and the success of its realignment to date,” explains CEO Miguel López.

The Capital Markets Day builds on the steel division’s recent structural progress.

Further details on the planned CMD will be announced in due course.

^[1] Market position in Germany based on company analysis. Market position in Europe and North America based on a McKinsey analysis using estimated revenues of the top five companies in the market and company analysis.

Forward-looking statements
This communication includes “forward-looking statements”. These statements often contain words such as “anticipate”, “believe”, “intend”, “estimate”, “expect”, “plan”, “project”, “target” or words of similar meaning. All statements other than statements of historical facts included in this communication, including, without limitation, those regarding tk accelis Group AG & Co. KGaA’s (the “Company”) financial position, business strategy, plans and objectives of management for future operations (including cost savings and productivity improvement plans) are forward-looking statements. By their nature, such forward-looking statements involve known and unknown risks, uncertainties and other important factors that could cause the actual results, performance or achievements of the Company to be materially different from results, performance or achievements expressed or implied by such forward-looking statements. Such forward-looking statements are based on numerous assumptions regarding the Company’s present and future business strategies and the market environment in which the Company will operate in the future. These forward-looking statements speak only as of the date of this communication. Each of the Company, the relevant subsidiaries and their respective agents, employees and advisers, expressly disclaims any obligation or undertaking to update any forward-looking statements contained herein. You are urged to consider these factors carefully in evaluating the forward-looking statements in this communication and not to place undue reliance on such statements.

• Market leader by sales in Germany and Europe, number three in North America^[1]; sales of €11.4 billion in fiscal year 2024/25

• New mid-term financial targets introduced: >4% sales CAGR and adjusted EBITDA margin of 4–5%

• Spin-off of a minority stake to the shareholders of thyssenkrupp AG to be voted on at the Extraordinary General Meeting of thyssenkrupp AG on 7 August 2026

tk accelis, a global leader in materials distribution and supply chain services, today hosted its first Capital Markets Day in London. The company presented its strategy and introduced new mid-term financial targets – a key milestone on the path towards its planned spin-off of a minority stake to the shareholders of thyssenkrupp AG and intended stock market listing later this year. Shareholders of thyssenkrupp AG will vote on the formal spin-off at an Extraordinary General Meeting of thyssenkrupp AG on 7 August 2026.

CEO Ilse Henne: “Our performance demonstrates that tk accelis is ready for the capital markets. We have shaped the company with the right strategy and the right team. Today, we see ourselves exactly where industry needs us and where we can create sustainable value. This is why we serve as a partner of choice for materials and supply chain solutions across many advanced industries. Demand for our products and solutions is increasing across all our core markets, particularly in North America. As an independent company, we want to make decisions even faster, take targeted investments, and grow our higher-margin businesses.”

Global presence, broad customer base

tk accelis is the market leader by sales in Germany and Europe and the third-largest player in North America¹. With operations in more than 30 countries, around 400 sites and approximately 15,500 employees, the company serves some 250,000 customers worldwide. Its ten largest customers account for less than 10% of annual sales, underlining the breadth and resilience of tk accelis’ customer base.

The company operates through three business units. The Materials business unit (FY 2024/25 sales: €7.0 billion^[2]) comprises the distribution business with a strong network across Europe and North America as well as the global trading business. The business is mainly transactional but offers a wide range of materials-related services like cutting, drilling or bending. The Processing business unit (FY 2024/25 sales: €3.1 billion²) provides customized processing of flat-rolled steel, stainless steel and aluminum through its service center network. Its deep integration into customers’ value chains creates strong customer stickiness and resilient margins. The Solutions business unit (FY 2024/25 sales: €1.4 billion²) provides integrated supply chain management, including sourcing, warehousing, digital orchestration and 3PL/4PL logistics services.

Together, these capabilities enable tk accelis to cover the entire value chain – from sourcing to complex supply chain management. Therefore, tk accelis considers itself to be the only true global Materials-as-a-Service (MaaS) provider.

Large and growing market

The addressable market for tk accelis is expected to grow from approximately €800 billion in 2024 to around €1 trillion by 2030, representing annual growth of around 4%. Key growth drivers include the regionalization of supply chains, public infrastructure investments in Europe and North America, and the increasing outsourcing of logistics and supply chain functions to specialized partners. Geopolitical developments – from U.S. tariffs and the EU Carbon Border Adjustment Mechanism (CBAM) to sourcing risks related to critical minerals – are further increasing demand for integrated MaaS solutions capable of managing increasingly complex global supply chains.

Markets where tk accelis is already positioned as a partner of choice could develop dynamically in particular. Demand for materials such as steel, copper and aluminum in the data center sector is expected to grow by more than 20% annually in the coming years. Here, tk accelis focuses on customer-focused solutions such as its modular assembly kit offering, which can significantly accelerate data center construction. The company’s ability to provide tailored aluminum and copper solutions also positions it well to benefit from the electric vehicle market, which is expected to grow by around 13% annually in Europe and North America through 2030. The market for 3PL/4PL solutions, which is highly relevant for the Solutions business unit, is expected to outpace overall market growth in several sectors, for example in aerospace (c. 8% CAGR) and construction (c. 7% CAGR).

Strategy to accelerate performance, supported by future independence

tk accelis is pursuing three mid-term strategic priorities to strengthen profitability. First, the company is expanding its higher-margin services business by growing manufacturing, value-added processing and supply chain services across all three business units, with the aim of increasing the share of recurring revenues. Second, tk accelis is accelerating its expansion in North America. In addition to organic growth initiatives, including the expansion of manufacturing capacities in Santa Teresa, the company recently strengthened its North American footprint through the acquisition of Aceroteca in Mexico. Third, tk accelis is optimizing and digitalizing processes, leveraging AI to enhance efficiency and actively managing its portfolio, with the objective of structurally reducing its cost base.

The envisioned independence enables tk accelis to focus fully on its own value creation, accelerate decision-making and allocate capital more effectively. A public listing will also provide additional access to external capital, creating the foundation to drive growth in higher-margin businesses.

Clear mid-term targets

CFO Daniel Wodera: “Our transformation is real, measurable and sustainable. Our capital-efficient business model is designed to deliver solid cash flows across market cycles and supports sustainable value creation for our company and shareholders. We are growing profitably, we are funding that growth through our own cash generation and we have recently improved our earnings. We are seeing strong contributions from our North American business, and we believe in our Materials-as-a-Service strategy. Going forward, we see clear opportunities for further margin expansion in the medium term.”

At its Capital Markets Day, tk accelis introduced new mid-term targets. The company’s ambition is to achieve a sales CAGR of more than 4% and increase its Adjusted EBITDA margin to 4–5%. The lower end of the target range is expected to be achieved through organic growth and performance improvements, while the upper end is intended to be supported by additional portfolio measures and acquisitions. All three business units are expected to contribute to margin expansion. The target margin for Materials is around 3%, for Processing 3–4%, and for Solutions 12–14%.

^[1] Ranking for Germany based on company analysis. Ranking for Europe and North America based on McKinsey analysis on estimated sales of top 5 players and company analysis.

^[2] Based on the unaudited, preliminary combined financial statements.

Forward-looking statements

This communication includes “forward-looking statements”. These statements often contain words such as “anticipate”, “believe”, “intend”, “estimate”, “expect”, “plan”, “project”, “target” or words of similar  meaning. All statements other than statements of historical facts included in this communication,  including, without limitation, those regarding the segment “Materials Services” of thyssenkrupp AG, to be spun off into tk accelis Group AG & Co. KGaA’s (the “Company”) financial position, business strategy,  plans and objectives of management for future operations (including cost savings and productivity improvement plans) are forward-looking statements. By their nature, such forward-looking  statements involve known and unknown risks, uncertainties and other important factors that could cause the actual results, performance or achievements of the Company to be materially different from results, performance or achievements expressed or implied by such forward-looking statements. Such forward-looking statements are based on numerous assumptions regarding the  Company’s present and future business strategies and the market environment in which the  Company will operate in the future. These forward-looking statements speak only as of the date of  this communication. Each of the Company, the relevant subsidiaries and their respective agents,  employees and advisers, expressly disclaims any obligation or undertaking to update any forward looking statements contained herein. You are urged to consider these factors carefully in evaluating the forward-looking statements in this communication and not to place undue reliance on such statements.

• Shareholders Salzgitter, thyssenkrupp Steel, and Vallourec reach final agreement

• Hüttenwerke Krupp Mannesmann becomes a wholly owned subsidiary of Salzgitter AG

• Steel production continues at the location rooted in tradition – with a clear focus on the green transition and a reduced workforce 

Steel production continues at the southern Duisburg location that is steeped in tradition. Hüttenwerke Krupp Mannesmann will become a wholly owned subsidiary of Salzgitter AG in the future, after the two co-shareholders, thyssenkrupp Steel Europe and Vallourec, announced their intention to withdraw from the joint venture. With this step, the Salzgitter Group is assuming full responsibility for HKM and aims to prepare the integrated steelworks for the challenges ahead with a clearly defined plan and a total commitment to the green transition.

In early February, Salzgitter AG and thyssenkrupp Steel had agreed on a key issues paper regarding the complete acquisition of HKM. In the course of intensive and meticulous negotiations, the parties have now reached a final agreement that serves the interests of all existing shareholders. Following the signing of the contracts on July 8, the integration of HKM into the Salzgitter Group is set to commence. The closing of the agreement and transfer of the company shares are scheduled to take place later today. 

Salzgitter AG plans to invest in an electric arc furnace in Duisburg to transform the site, make it future-proof, and reduce CO₂emissions from steel production by 90 percent over the long term. Due to economic challenges, this transition will be accompanied by a significant reduction in the number of employees. The plan is to reduce the number of people employed by HKM from the current approximately 3,000 to about 1,000 in the long term. Without these painful job cuts, Salzgitter AG would not have been able to complete the acquisition on its own. The alternative would have been to completely shut down the integrated steel mill in Duisburg. Only through this rigorous repositioning does HKM have a chance of a successful future in the long term.

“We took the time needed to negotiate with the co-shareholders to date regarding the continuation of HKM under our sole responsibility. Given the complexity of these discussions and the great significance of the outcome for the employees in Duisburg, exacting thoroughness clearly took precedence over speed in this process. "We are pleased that we have now found a satisfactory solution for all parties involved," as Gunnar Groebler, CEO of Salzgitter AG stated.

"With the acquisition of the shares held by our former co-shareholders, we are now in full responsibility at a historic steel industry site, which we aim to guide toward a sustainable future through a consistent focus on the green transition. "We would like to thank thyssenkrupp Steel and Vallourec for the constructive negotiations and the good cooperation at HKM over the past years," says Gunnar Groebler.

Marie Jaroni, CEO of thyssenkrupp Steel Europe AG: "The solution developed for HKM represents an important milestone for everyone involved. For us, it creates the conditions necessary to consistently implement our strategic realignment: By concentrating production in northern Duisburg, we are sustainably raising capacity utilization, efficiency, and profitability. At the same time, we look back with great appreciation on our shared history with HKM. "We would like to extend our special thanks to our employees for decades of partnership, as well as to our co-shareholders for their constructive contributions." HKM’s supply contract with thyssenkrupp Steel will expire at the end of 2028, rather than at the end of 2032 as previously planned.

Philippe Guillemont, Chairman of the Board of Directors and CEO of Vallourec S.A., comments: "Vallourec had previously announced its intention to sell its minority stake in HKM in order to pursue a strategy focused on Vallourec's core business and key markets. We therefore welcome the agreement announced today by Salzgitter, which fully supports this goal, while at the same time, opening up new opportunities for HKM in the production of low-emission steel."

The coming months will now be used to complete the integration of HKM into the Salzgitter Group's structures. This will be accompanied by a restructuring process – expected to be completed by the end of 2028 – that will reduce the workforce from approximately 3,000 to about 1,000, as well as a reduction in crude steel production to two million metric tons per year. "This is a difficult but necessary step. The imminent changes will be implemented in a responsible manner and, as a matter of principle, in a way that is socially compatible. The transformation can only succeed if employees and managers work together. "Dialogue with employee representatives and communication with the workforce remain a central part of the ongoing process," explains Birgit Dietze, Chief Human Resources Officer at Salzgitter AG.

Salzgitter AG will fully support the transformation of the site. Andreas Betzler, Managing Director of Mannesmann Precision Tubes GmbH, Mannesmann Grossrohr GmbH, and Mannesmann Line Pipe GmbH, is set to join the management team at HKM and report directly to the Executive Board of Salzgitter AG. Salzgitter AG will quantify the impact of the HKM acquisition on its revenue and earnings forecast for financial year 2026 when it publishes its half-year financial report on August 11, 2026.

The parties to the agreement have agreed to non-disclosure concerning the details of the agreement.   

Contact Salzgitter AG:

Thorsten Moellmann
Head of Corporate Communications and Brand
Phone + 49 5341 21 2300
E-mail: moellmann.t@salzgitter-ag.de
www.salzgitter-ag.com

Contact thyssenkrupp Steel:

Mark Stagge
Head of Public and Media Relations
Phone +49/173/5971798
E-mail: mark.stagge@thyssenkrupp-steel.com

• Catch4Climate pioneering plant officially inaugurated in Mergelstetten, Germany

• World's first industrial-scale demonstration of thyssenkrupp Polysius' Pure Oxyfuel technology for cement production

• Groundbreaking technology enables capture of up to 95% of CO₂ emissions from the clinker production process

• thyssenkrupp Calvion takes over for further development, scale-up and commercialization

• Project marks a major milestone toward decarbonizing one of the world's most carbon-intensive industries

The CI4C (Cement Innovation for Climate) Pure Oxyfuel plant in Mergelstetten (state of Baden-Württemberg) has been officially inaugurated, marking a major milestone in the decarbonization of cement production. thyssenkrupp Polysius, together with thyssenkrupp Calvion, is proud to have contributed to this landmark project in close collaboration with the CI4C consortium (Buzzi SpA / Dyckerhoff GmbH, Heidelberg Materials AG, SCHWENK Zement GmbH & Co. KG and Vicat S.A) and additional project partners. 

As part of the “catch4climate” initiative, the plant represents a research and development facility for carbon capture technologies in cement production. With a capacity of around 450 tonnes of clinker per day, the installation provides an important platform for research, validation, and further development.  

“For the first time, Pure Oxyfuel is being demonstrated at industrial scale in a cement plant. This achievement reflects the dedication, expertise and pioneering spirit of everyone involved in the project. At thyssenkrupp Polysius, we are proud to have translated a bold vision into operational reality and to contribute a technology that can help transform one of the world’s most challenging industries to decarbonize,” said Christian Myland, CEO of thyssenkrupp Polysius. 

At the core of the plant is the Pure Oxyfuel process. By replacing ambient air with pure oxygen in the clinker burning process, the technology significantly increases the CO₂ concentration in the exhaust gas, creating the conditions for capturing nearly 95% CO₂ emissions from cement production — including unavoidable process emissions from limestone calcination.  

thyssenkrupp Polysius led the overall engineering, plant design, and execution of the facility, successfully translating an innovative concept into industrial-scale reality. The Pure Oxyfuel technology developed and implemented within the “catch4climate” project will be further advanced within thyssenkrupp Calvion, ensuring continuity and focused development beyond this milestone.

With the transfer of the technology into thyssenkrupp Calvion’s portfolio, the focus is now on advancing, scaling, and commercializing Pure Oxyfuel solutions. Calvion will further develop the process to support carbon capture deployment across cement and other hard-to-abate industries. 

“This inauguration is much more than the opening of a pilot plant. It demonstrates that Pure Oxyfuel has reached industrial reality. The global cement industry has been eagerly awaiting this milestone, and we are proud that thyssenkrupp Calvion will now take the technology to the next stage — further developing, scaling and commercializing Pure Oxyfuel for customers around the world,” said Lukas Schoeneck, CEO of thyssenkrupp Calvion. 

The inauguration of the CI4C plant underlines thyssenkrupp’s commitment to driving sustainable innovation and represents an important step toward climate-neutral cement production at scale.

• Team 212CD selected as Preferred Supplier for Canada's Canadian Patrol Submarine Project, potentially delivering twelve 212CD submarines, marking a new chapter in defence and industrial cooperation between Canada, Germany and Norway.

• Government-to-government framework will support the delivery of a modern submarine capability while establishing a sovereign Canadian sustainment enterprise.

• Partnership will strengthen national security, NATO interoperability and long-term industrial cooperation while generating lasting economic benefits across Canada.

• TKMS’s profitable growth path will be supported by an increase of the current order backlog by more than 50%, with the first boat delivered by 2033.

TKMS welcomes the Government of Canada's decision to select Team 212CD as the Preferred Supplier for the Canadian Patrol Submarine Project (CPSP) potentially delivering twelve 212CD submarines. This marks a historic milestone for Canada, Germany and Norway and the beginning of a long-term strategic partnership that will strengthen security, industrial cooperation and collective defence across the North Atlantic.

The announcement marks the start of a new chapter in defence cooperation between three close NATO allies, bringing together shared expertise and common security interests. For Canada, the decision represents a significant long-term investment in maritime security and sovereign capability. For Germany and Norway, it reflects a deepening partnership with a key ally and a shared commitment to advancing transatlantic security, technological cooperation and operational interoperability. For TKMS, the potential extension of the 212CD program beyond Germany and Norway will further support the company’s ongoing profitable growth path. The current order backlog will be supported by more than 50%.

"This is an important day - for Canada, Germany and Norway," said Oliver Burkhard, CEO at TKMS. "With the CPSP, we are proud to take on the largest single order in the history of TKMS – and with it comes a clear promise: we will deliver. The CPSP is more than a procurement program; it is the foundation of a long-term strategic partnership between trusted allies. Together with Canada, we are taking the next step as NATO partners – built on trust, shared values and a common commitment to defence. We stand ready to work alongside the Government of Canada, Canadian industry and our partners in Germany and Norway to deliver a world-class submarine capability that will strengthen security, create economic opportunity and generate lasting benefits for future generations. Last year our independence marked the beginning of a new era for TKMS. The CPSP is the next chapter of that journey. Canada will benefit from the full force of the current unique European program – the combined strength of Germany and Norway, united in purpose, and committed to delivering the very best and to create a new kind of transatlantic coalition."

Co-designed by an Arctic nation for the Arctic, as well as for the conditions of the North Atlantic and warm waters of the Pacific, the Type 212CD submarine is built for the North, not simply adapted to it. It is in the Arctic where Canada and its NATO allies increasingly need credible deterrence and presence.

Dr. Volkmar Dinstuhl, Chairman of the Supervisory Board at TKMS: “Canada’s trust in Team 212CD is testament to TKMS’s international competitiveness. This is a very important demonstration of NATO’s capacity to act and the capabilities of the German and European defence industries. The fact that Canada is committing to a joint submarine capability with the 212CD together with Germany and Norway underlines the strong and trustful security and industrial cooperation between close allies. With this decision, TKMS confirms its role as a reliable strategic partner for maritime security worldwide. A good day for Canada, Germany and Norway. A good day for TKMS as a leading maritime powerhouse."

The partnership will contribute to the development of a sovereign Canadian sustainment enterprise, support workforce development and skills transfer, strengthen domestic supply chains and create opportunities for Canadian businesses to participate in a broader international defence ecosystem over time. The final proposal will generate CAD 167 billion in total economic activity across Canada, deliver over CAD 86 billion in economic impact, and over 650,000 job-years across Canada during the life of the project. Thus, the partnership will not only deepen our joint defense cooperation, but also open up a new dimension of industrial collaboration.

"Canada's decision in favour of Team 212CD is a tremendous success for TKMS – and a powerful validation of our strategy. With the spin-off of TKMS, we laid the foundation for the company to unfold its full potential as an independent champion in the international naval business. Today's announcement proves that this was the right path. We are convinced that this trilateral partnership between Canada, Germany and Norway will create lasting value – for TKMS, for our shareholders and for the transatlantic security architecture. thyssenkrupp stands firmly by TKMS's side as the company takes this important step," said Miguel López, CEO of thyssenkrupp AG.

TKMS thanks all employees and teams involved for their tireless efforts, its Canadian Partners, and the Governments of Germany and Norway for their strong support and the significant contribution they made throughout the competition. We look forward to continuing our successful partnership. As the program enters its next phase, TKMS will work closely with the Government of Canada, Germany, Norway and Canadian industry partners to advance contract negotiations, industrial planning, workforce development and implementation activities. TKMS expects to deliver the first 212CD submarine by 2033.

More information at: www.team212cd.ca

• GlobalLogic and thyssenkrupp agree to a strategic partnership to deploy autonomous robotics and Physical AI across global heavy industry operations.

• Four-way alliance between thyssenkrupp, GlobalLogic, Method, a GlobalLogic company, and Hitachi America R&D creates first "Lab-to-Scale" Physical AI pipeline for heavy industry and serves as a global model for the mutual exchange of cutting-edge expertise.

• Physical AI solutions designed to eliminate engineering bottlenecks, protect frontline workers, and accelerate green energy project delivery at scale.

thyssenkrupp AG and GlobalLogic Inc., a Hitachi Group Company, announced the commencement of a strategic alliance today, designed to recalibrate the operational core of heavy industry by driving the deployment of autonomous robotics and Physical AI.

This alliance combines thyssenkrupp’s deep industrial and operational expertise with Hitachi’s unique end-to-end innovation stack to help accelerate digital transformation across the industry. This "Lab-to-Scale" pipeline integrates foundational breakthroughs from Hitachi America R&D, digital strategy and design from Method as well as enterprise-grade software engineering from GlobalLogic. The pipeline connects on-site data seamlessly to AI-driven autonomous control, thereby eliminating engineering bottlenecks and enhancing operational safety, while establishing a leading-edge global model for the heavy industry sector.

Moving beyond digital experimentation, the two global conglomerates are planning to co-create a suite of "Physical AI" solutions that translate complex data into measurable industrial ROI. The solutions will focus on safety, servitization, and acceleration of the global energy transition.

Realizing the "Implementation Year"

The partnership focuses on high-stakes, frontier innovation across two primary workstreams:

1. The Data Intelligence Layer and Autonomous Operations: To bridge the gap between factory floor operations and business logic, GlobalLogic will deploy a data intelligence layer for thyssenkrupp based on its Unified Data Layer (UDL) architecture. The UDL provides a common data and semantic foundation that integrates and links operational technology (OT) data from the field with IT data from business operations. It is an essential technology for ensuring the smooth operation of autonomous robotics and drones that require real-time data processing, semantic understanding, and AI-driven decision-making. This infrastructure serves as the prerequisite for a new generation of autonomous robotics and drones. In the hazardous environments and production sites of thyssenkrupp, autonomous "Robocams" and drones are to be deployed to handle high-risk inspections and precision measurements to prevent worker injuries. Designed to enhance safety and efficiency, these systems augment the workforce by removing employees from dangerous zones and providing them with higher-fidelity data to manage complex industrial processes.
   

2.  Speed to Decarbonization: Meeting ambitious decarbonization targets requires a significant increase in engineering speed. The alliance is planning to deploy an intelligence platform to automate the capture of "offline" and unstructured complex technical data. By translating complex documentation into actionable intelligence, thyssenkrupp aims to shorten the "Quote-to-Cash" and technical engineering cycles for its green energy projects. This digital acceleration will ensure that the administrative and technical complexity of the energy transition does not become a bottleneck for execution.

“thyssenkrupp is in the midst of its most significant transformation in history. By joining forces with Hitachi and GlobalLogic, we are ensuring that we are backed by the world's most advanced digital capabilities. This alliance is a cornerstone of our strategy to lead the industrial sector into a sustainable, data-driven future,” says Miguel López, CEO of thyssenkrupp AG and thyssenkrupp Decarbon Technologies. “Decarbonizing heavy industry is a race against time. The integration of advanced AI allows us to better manage the immense technical and administrative complexity of the energy transition, moving from unstructured documentation to actionable intelligence at a pace that was previously impossible.” 

"The future will be defined by organizations that can seamlessly harness the power of advanced AI, edge computing, data and inference, and combine it with deep industrial expertise." said Srini Shankar, President & CEO of GlobalLogic and CEO of Hitachi Digital Services. "Our extensive credentials in Physical AI, from servitization to industrial automation to operations intelligence, will complement thyssenkrupp's leadership in heavy engineering to create a lasting competitive advantage."

Nadja Håkansson, COO of thyssenkrupp Decarbon Technologies and CEO of thyssenkrupp Uhde: “Physical AI marks the next step in industrial transformation – bringing intelligence from the digital world into real-world operations. By enabling machines to sense, decide, and act autonomously, it unlocks entirely new levels of efficiency, safety, and scalability. For thyssenkrupp Decarbon Technologies, physical AI is not just an innovation topic, but a core driver of our future business and our ability to deliver sustainable, high-performance solutions. Our collaboration with Hitachi accelerates this path and strengthens our leadership in next-generation industrial technologies.”

Timothy Morey, Head of Method, a GlobalLogic company: "Real innovation happens at the intersection of empathy and engineering. We are bringing together brilliant minds from all involved organizations to de-risk these complex industrial transformations, ensuring that technology always serves the people on the front lines of global industry.

About thyssenkrupp
thyssenkrupp is an international industrial and technology group with more than 93,000 employees. In the fiscal year 2024/2025, the company generated sales of around €33 billion in 48 countries. Its business activities are bundled in five segments: Automotive Technology, Decarbon Technologies, Materials Services, Steel Europe and Marine Systems. With extensive technological know-how, outstanding engineering competence and a high level of innovative strength, the group is a technology leader in many of its markets, developing solutions for the challenges of the future. Around 3,900 employees work in research and development worldwide. They are mainly focused on climate protection and the energy transition, the digital transformation in industry and the mobility of the future. The patent portfolio of thyssenkrupp currently includes approximately 17,000 patents and utility models, underlining the Group's leading position in technology and innovation. thyssenkrupp is pursuing ambitious climate protection targets and actively optimizing its own energy and climate efficiency. At the same time, the Group is supporting its customers and industry partners to help in achieving their climate targets, thus playing a key role in advancing the green transformation. www.thyssenkrupp.com

About Hitachi, Ltd.
Through its Social Innovation Business (SIB) that brings together IT, OT (Operational Technology) and products, Hitachi aims to be a global leader in continuously transforming social infrastructure through digital, contributing to a harmonized society where the environment, wellbeing, and economic growth are in balance. Hitachi operates worldwide across four sectors – Digital Systems & Services, Energy, Mobility, and Connective Industries – as well as a Strategic SIB Business Unit focused on new growth areas. With Lumada at its core, Hitachi creates value by combining data, technology and domain knowledge to solve customer and social challenges. Revenues for FY2025 (ended March 31, 2026) totaled 10,586.7 billion yen, with 606 consolidated subsidiaries and approximately 290,000 employees worldwide. www.hitachi.com.

About GlobalLogic
GlobalLogic, a Hitachi Group Company, is a leading digital engineering partner that helps the world’s most forward-thinking companies design and build innovative, AI-powered products, platforms, and digital experiences. Since 2000, we’ve been at the forefront of the digital revolution, now accelerating clients’ transitions into tomorrow’s AI-driven businesses by integrating experience design, complex engineering, AI, and data expertise. Headquartered in Silicon Valley, GlobalLogic is a Hitachi Group Company operating under Hitachi, Ltd. (TSE: 6501), which contributes to a sustainable society with a higher quality of life by driving innovation through AI and technology as the Social Innovation Business. www.GlobalLogic.com

Method Inc., the digital product consulting arm of GlobalLogic Inc., was founded in 1999 and pioneered the field of experience design. Its strategists, designers, and engineers simplify the complex, crafting experiences that improve lives and transform businesses through enterprise scale and concierge service. www.method.com

Media contacts

thyssenkrupp AG Communications

Frank Grodzki
Head of Communications                              
Phone: +49 (1522) 1830 826                       
Email to: press@thyssenkrupp.com

Leif Erichsen
Head of External Communications & Governmental Affairs
Phone: +49 (1520) 806-5511
Email to: press@thyssenkrupp.com

GlobalLogic

Amanda Naiman
Head of Communications
amanda.naiman@globallogic.com

Essen, June 16, 2026 – The Supervisory Board of thyssenkrupp AG today approved the Executive Board’s plans to establish tk accelis (formerly thyssenkrupp Materials Services) as an independent company. The segment is to be set up as an independent company by way of a spin-off and listed on the stock exchange. The plans involve transferring a 49 percent minority interest to the shareholders of thyssenkrupp AG in proportion to their interest in thyssenkrupp AG and listing the shares on the Frankfurt Stock Exchange. The spin-off requires the approval of an Extraordinary General Meeting, which is expected to be convened on August 7, 2026.

Prof. Siegfried Russwurm, Chairman of the Supervisory Board of thyssenkrupp AG, states:
“The spin-off of tk accelis is another important milestone in the ACES 2030 future model. Following the successful stock market listing of TKMS last year, thyssenkrupp is consistently continuing its strategic realignment through this move. At the Extraordinary General Meeting, we will ask the shareholders of thyssenkrupp AG to decide on this next step. The aim of the transformation is to create strong and independent companies that can successfully operate under the umbrella of thyssenkrupp AG as a financial holding company.“  

Miguel López, CEO of thyssenkrupp AG, states:
“tk accelis has made impressive progress in recent years. CEO Ilse Henne and her team are systematically positioning the company as a fully integrated materials distributor and powerful supply chain service provider – with a digital offering, wide coverage, and a clear growth strategy. Now is the right time to take the next step and establish tk accelis as an independent company.“ 

tk accelis emerged on the market under the new brand just a few days ago – a visible significant milestone on the path toward independence. With its “Materials-as-a-Service” business model, tk accelis offers its customers an integrated range of services from materials distribution and trading, customized processing, and data-driven supply chain management. The company benefits from a strong position in fast-growing industries such as aviation, defense, and data centers. With 15,500 employees, around 250,000 customers worldwide, and sales of €11.4 billion in fiscal year 2024/25, tk accelis has a strong operating base for its next step toward the capital markets.

If the General Meeting approves the resolution, thyssenkrupp AG will retain a majority stake even after the spin-off. tk accelis would then remain a fully consolidated company within the thyssenkrupp Group.

• Brand identity underscores the transformation from materials distributor to supply chain service provider

• Company purpose: “Moving industries – from source to success”

• New brand supports company’s path to becoming an independent entity in line with thyssenkrupp AG’s ACES 2030 strategy

thyssenkrupp Materials Services, a leading global materials distributor and supply chain service provider, today unveiled its new brand name. Effective immediately, the company will operate under the name tk accelis. The new brand highlights the company’s transformation from a pure materials distributor to a supply chain service provider. Furthermore, the new brand supports the company’s path to becoming an independent company in line with thyssenkrupp AG’s ACES 2030 strategy program.

Ilse Henne, CEO of tk accelis: “The new brand embodies what we stand for: speed, reliability, and seamless processes along global supply chains. We want to ensure that materials move. From procurement and distribution through processing and manufacturing, all the way to data-driven supply chain management. In times of growing complexity, we understand and solve our customers’ challenges so they can focus on their core business. We want to accelerate their success by making supply chain networks their strongest assets.”

“From source to success” – integrated solutions across the entire supply chain

The new brand name derives from “accelerate” and “access”, conveying swift delivery and process efficiency as well as the availability of materials and services. The brand name and the company’s purpose, “Moving industries – from source to success,” underscore tk accelis’ ambition: to view materials, services, and digital solutions as an integrated offering that specifically accelerates customers’ business success. tk accelis offers its customers comprehensive products and services in three areas of activity:

• Materials: The distribution and international trading business features a strong network in Europe and North America. With a broad product portfolio and a global supplier network, the business unit supports reliable materials supply and local-for-local availability, complemented by manufacturing and pre-processing services like cutting or drilling.

• Processing: The service centers in Europe and North America offer strong capabilities for customized processing of materials such as steel and aluminum. In addition to precision processing, they also provide supporting data to increase efficiency and transparency in the supply chain.

• Solutions: The global supply chain business offers comprehensive solutions for supply chain management. The portfolio ranges from logistics solutions (third-party logistics (3PL) and fourth-party logistics (4PL)) and the orchestration of entire supply chain ecosystems to a growing portfolio of data-driven and AI-enhanced digital solutions designed to increase supply chain flexibility, transparency, and resilience. The constant goal is: Managing complexity for customers and ensuring that every part arrives when and where it is needed.

tk accelis refers to this integrated approach and its own strategy as “Materials-as-a-Service.” As an early adopter in digital supply chain solutions, tk accelis is capitalizing on growth opportunities arising from industry trends such as nearshoring, outsourcing, and digitalization. In doing so, tk accelis benefits from its strong position in rapidly growing customer industries such as aerospace, data centers, industrial electrification, and defense. The increasing focus on services is supporting the company’s financial resilience in times of challenging economic environments and volatile material prices: In the second quarter of the current fiscal year 2025/26 (January-March) and according to thyssenkrupp AG’s segment reporting, tk accelis achieved sales of €3.2bn (+5%) and operating profit (Adjusted EBIT) of €81m (+179%).

On the path to becoming an independent entity 

With its new brand identity, tk accelis is also supporting its path to becoming an independent company in line with thyssenkrupp AG’s ACES 2030 strategy program. This includes the target of achieving capital market readiness.

“Our new name tk accelis supports our preparations towards capital market readiness,” continues Ilse Henne. “With our new brand identity, we will be even more visible to our customers as a mill-independent partner and gain a distinct, independent profile.”

About tk accelis
tk accelis is a global leader in materials distribution and services across the entire supply chain. tk accelis combines three fields of activity in a seamless offering: materials distribution & trading, customized processing, and supply chain management. With a growing range of data-driven services, tk accelis is consistently driving the digitalization of supply chains. The company calls this integrated approach "Materials as a Service". Around 15,500 employees serve more than 250,000 customers from around 380 locations in the core markets of Europe and North America. In fiscal year 2024/25 and according to thyssenkrupp AG’s segment reporting, tk accelis generated total sales of €11.4 billion. For more information visit: www.tkaccelis.com

Images and the new logo are available for download at the following link: https://transfer.thyssenkrupp.com/public/v158382y_ac0a800accf8f175bf6012/

• Transaction related to sale of AST fully completed

• Arvedi becomes sole owner of AST

• High double‑digit million euro cash inflow strengthens liquidity

thyssenkrupp today sold its remaining 15-percent stake in Acciai Speciali Terni S.p.A. (AST) to the Italian Arvedi Group. This marks the final completion of the transaction agreed upon in 2021 regarding the sale of the stainless steel plant in Terni, Italy, including the associated sales organization in Germany, Italy, and Turkey.

The completion of the transaction means that AST is now fully owned by Arvedi. The investment was retained as part of the sale back in 2021 in order to strengthen the existing operational cooperation with the new owner during a transition phase. The cash inflow from the transaction totals a high double‑digit million euro figure and contributes to further strengthening thyssenkrupp’s liquidity.

Volkmar Dinstuhl, member of the Executive Board of thyssenkrupp AG: “With the completion of the sale, we are concluding the transaction as planned and also taking a step forward in further streamlining and focusing our portfolio. At the same time, we are creating additional financial flexibility to further implement our strategic alignment.”

thyssenkrupp is consistently driving forward its strategic realignment. At the heart of thyssenkrupp AG’s transformation is the ACES 2030 future model and the associated reorganization of thyssenkrupp AG into a financial holding company in which strong, independent companies operate under one roof.

• Workforce adjustments to affect development-related functions

• Global business support functions in Budapest to be expanded

• International test center for springs and stabilizers to be established in Debrecen

• The measures are part of the broader transformation program announced last year for the Automotive Technology segment

thyssenkrupp Automotive Technology is realigning its activities in Hungary as part of the ongoing transformation of its international automotive business. As part of this process, approximately 200 positions in development-related functions are expected to be affected. At the same time, the company plans to create around 60 new positions in globally focused business support functions at its Budapest location. In addition, an international test center for springs and stabilizers will be established at the Debrecen site. thyssenkrupp Automotive Technology currently employs around 3,000 people in Hungary.

These measures form part of the ongoing strategic repositioning of thyssenkrupp Automotive Technology. In response to changing customer requirements, volatile demand patterns and continued cost pressure, the segment is strengthening its customer and technology focus, consolidating activities and bringing support functions together more effectively. The objective is to enhance competitiveness, enable profitable growth and further advance the business’s capital market readiness.

"With the planned measures, we are adapting our structures and capacities to the expected business outlook while consistently aligning our activities with the future needs of our customers," says Viktor Molnar, COO of thyssenkrupp Automotive Technology. " Hungary will remain an important location for thyssenkrupp Automotive Technology, with strong capabilities in engineering, manufacturing and global business support functions."

The planned workforce adjustments affect only the company's development center in Hungary. Implementation will take place in compliance with all applicable legal and operational requirements and in close consultation with employee representatives and the relevant authorities.

The R&D Competence Center in Budapest is an important part of thyssenkrupp Automotive Technology’s global development network. The site has extensive expertise in developing software and hardware solutions for electric and electromechanical steering systems, including solutions used in the context of driver assistance functions and automated driving.

Its role is being further strengthened through the expansion of new capabilities, such as an accredited in-house test laboratory for electronic components and systems, as well as partnerships with Hungarian universities.

In addition to its development activities, thyssenkrupp Automotive Technology operates several manufacturing and assembly sites in Hungary. In Jászfényszaru, the company produces electromechanical steering systems, camshafts and components for electric vehicles, among other products. At its Debrecen site, thyssenkrupp produces stabilizers and springs. Going forward, the site will also be home to an international test center for springs and stabilizers. In Győr, thyssenkrupp operates an axle assembly facility.

• Affected chassis activities to be realigned with a focus on thyssenkrupp Bilstein of America, Inc. in Hamilton, Ohio

• North America remains an important market and production region for thyssenkrupp Automotive Technology

thyssenkrupp Presta North America, LLC, part of the thyssenkrupp Automotive Technology segment, plans to close its production site in Terre Haute, Indiana, by March 31, 2027. As part of the planned closure, the affected U.S. production activities in the chassis business are expected to be reorganized going forward, with a focus on the Hamilton, Ohio, facility. The planned measure is part of the segment’s ongoing transformation and is intended to make its North American business more competitive over the long term in response to changing market and customer requirements. Until the planned closure, the site is expected to be phased down in an orderly manner, while ensuring customer supply throughout the transition period. The Terre Haute site currently employs around 230 people.

“The planned adjustment of our U.S. production network is an important step toward strengthening the long-term competitiveness of our North American business,” said Viktor Molnar, COO of thyssenkrupp Automotive Technology. “The automotive industry is undergoing profound change. Customer requirements, volume developments and cost structures call for leaner, more focused and more efficient production structures. By realigning the affected chassis activities with a focus on Hamilton, we aim to simplify our U.S. footprint in this area, deploy resources more effectively and create a stronger operational foundation for existing and future customer programs.”

thyssenkrupp Automotive Technology is undergoing a comprehensive transformation. The objective is to align the segment’s global setup more closely with profitable growth, greater operational performance and clearer structures. This also includes regularly reviewing production networks and adapting them to changing market, cost and customer requirements.

“We recognize that the planned closure represents a significant change for the employees in Terre Haute and for the local community,” said Yashar Kazemi, President of thyssenkrupp Presta North America, LLC. “The site and its employees have made an important contribution to our business and our customers over many years. Our focus now is on managing the next steps in an orderly and responsible manner and in line with applicable requirements.”

North America remains an important market and production region for thyssenkrupp Automotive Technology. In fiscal year 2024/2025, the segment generated sales of around €2.1 billion in the region and supplied nearly all major automotive manufacturers and commercial vehicle customers.

The Terre Haute and Hamilton sites manufacture products for the chassis business of thyssenkrupp Automotive Technology: Terre Haute has produced steering components, while Hamilton focuses on shock absorber systems. By realigning the affected chassis activities with a focus on Hamilton, the company aims to create a clearer U.S. setup in this area, reduce interfaces and establish a sustainable long-term basis for existing and future customer programs. As part of this approach, the Hamilton site is expected to be further developed as a focused U.S. production base and selectively strengthened through targeted staffing measures.

• Compared with the prior-year quarter, order intake increased by 32% to €10.6 billion, driven by major orders at Marine Systems

• Sales down slightly to €8.4 billion due to price and demand factors

• Adjusted EBIT improved to €198 million (prior year: €19 million) due to significant operational progress; all segments except Decarbon Technologies improve earnings

• Full-year forecast confirmed for key performance indicators of adjusted EBIT, free cash flow before M&A and net income

• Transformation making progress: Sale of Automation Engineering to Agile Robots completed; implementation of new shareholder structure for HKM in preparation

• CEO Miguel López: “We will continue to focus on the consistent transformation of thyssenkrupp into a financial holding company. To this end, we are making structural changes to the segments.”

In the 2nd quarter of fiscal year 2025/2026, thyssenkrupp further improved its operational performance in a persistently challenging market environment. At the same time, the group resolutely drove ahead with its transformation under the ACES 2030 strategy program.

Order intake was significantly above the prior-year figure, mainly due to the strong performance of Marine Systems. Despite a slight decline in sales, adjusted EBIT increased significantly compared with the prior-year quarter. This development was buoyed by positive effects from the APEX performance program. On this basis, the group has confirmed its full-year forecast for the key performance indicators of adjusted EBIT, free cash flow before M&A and net income.

Miguel López, CEO of thyssenkrupp AG: “The tangible improvement in earnings is evidence that the consistent implementation of our APEX performance program is taking effect. At the same time, the transformation of thyssenkrupp is progressing well. The sale of Automation Engineering is a key success in the realignment of Automotive Technology. The planned sale to Salzgitter of the stake in HKM held by thyssenkrupp Steel is a further important step in ensuring the competitiveness of the steel business. We remain focused on making structural changes to the segments, thus driving the transformation of thyssenkrupp into a financial holding company.”

Key indicators of the thyssenkrupp group in the 2nd quarter of 2025/2026

Order intake in the 2nd quarter (January to March) amounted to €10.6 billion, which was €2.6 billion above the prior-year figure. At Marine Systems, the main drivers were the addition of two further 212CD class submarines in an extension of the order for Norway and additional orders received by the marine electronics business. Decarbon Technologies also posted significantly higher order intake, mainly in the water electrolysis business of thyssenkrupp nucera. Materials Services likewise performed positively, whereas Automotive Technology and Steel Europe posted slight declines in order intake.

At €8.4 billion, group sales were slightly below the level of €8.6 billion a year earlier. There were declines in particular at Steel Europe due to lower prices and at Automotive Technology due to fewer customer call-offs. Sales fell at Decarbon Technologies, mainly due to declines in the water electrolysis business of thyssenkrupp nucera and in the new construction business of chemical plant engineering. By contrast, Materials Services increased sales, especially because of the distribution business in North America and the international trading business. Marine Systems also increased sales as a result of the project progress achieved.

Compared with the prior year, adjusted EBIT improved by €179 million to €198 million. Although its sales revenues remained lower, Steel Europe made the largest contribution to earnings, mainly due to reduced raw material and energy costs. Moreover, the restructuring program already had an effect on personnel expenses. Materials Services likewise posted significant earnings growth, buoyed by consistent cost-cutting measures, efficiency programs and higher prices. Automotive Technology also benefited from the restructuring and efficiency measures that have been implemented. At Decarbon Technologies, project-related additional costs in the water electrolysis business of thyssenkrupp nucera resulted in lower and slightly negative earnings. This was partly offset by a positive one-time effect in chemical plant engineering. At Marine Systems, adjusted EBIT was in line with the positive sales trend.

Overall, thyssenkrupp posted a net loss of €(11) million in the 2nd quarter. The year-on-year change (prior year figure: €167 million) was primarily attributable to the absence of the post-tax profit of around €270 million resulting from the sale of tk Electrical Steel India in the prior-year quarter. Net income after deducting minority interest was €1 million (prior year: €155 million); earnings per share came to €0.00 (prior year: €0.25).

As of the reporting date of March 31, 2026, equity amounted to €10.3 billion and thus remained stable compared with the previous quarter (December 31, 2025: €10.3 billion). The equity ratio remained at a comfortable value of 36 percent.

Free cash flow before M&A was €(327) million (prior year: €(569) million), a tangible improvement primarily because of higher earnings contributions and the absence of sales tax payments of €160 million in connection with the advance payment received by Marine Systems in the 1st quarter of 2024/2025.

As of March 31, 2026, net financial assets were €2.8 billion (December 31, 2025: €3.2 billion). Available liquidity (cash and cash equivalents and undrawn committed credit lines) stood at €4.6 billion.

Dr. Axel Hamann, CFO of thyssenkrupp AG: “The positive performance in the second quarter is evidence that our targeted cost-cutting measures and efficiency programs are taking effect and being reflected increasingly in the company’s figures. We are confirming our forecast for all key performance indicators – we remain slightly cautious only in respect of our sales forecast, not least because of heightened geopolitical uncertainties and their impacts on the international markets.”

Group forecast for fiscal year 2025/2026 confirmed

Notwithstanding the persistently challenging market environment, thyssenkrupp confirms the group forecast for key earnings and cash flow indicators for fiscal year 2025/2026. The sales forecast has been amended slightly:

The group continues to expect a figure between €500 million and €900 million for adjusted EBIT. It still anticipates that free cash flow before M&A will be between €(600) million and €(300) million; this figure includes the expenses for restructuring, especially at Automotive Technology and Steel Europe. A range of between €(800) million and €(400) million is still forecast for net income. In particular, it includes the establishment of restructuring provisions at Steel Europe.

The sales forecast has been adjusted by one percentage point to (3)% to 0 % compared with the prior year (previously: (2)% to +1%). This primarily results from delayed revenue recognition at Decarbon Technologies and a changed product mix at Steel Europe.

Strategic performance in the 2nd quarter of 2025/2026

thyssenkrupp continues to work purposefully on transforming the group by implementing the ACES 2030 future model. The focus is on the transition of thyssenkrupp AG to a financial holding company that serves as the umbrella for strong and independent companies.

Automotive Technology continues to operate in a challenging market environment and is pressing ahead with its portfolio adjustments aimed at ensuring profitable growth and sustainably enhancing capital market readiness.  The sale of the Automation Engineering business to Munich-based Agile Robots SE was completed successfully at the end of March 2026. In this way, the segment is continuing its realignment with a focus on its four core areas: chassis, components, aftermarket and forgings.  

Decarbon Technologies remains focused on efficiency, scalability and future viability. Rothe Erde is realigning its holding structure, relocating its management team to the Netherlands so that it can consistently develop its international reach. In this way, the company is laying the structural foundation for managing its global production and sales network more efficiently, improving its network of expertise and further enhancing its proximity to international markets. In the context of its strategic realignment, Polysius is strengthening its profile as a provider of service and modernization solutions to extend plant life cycles and improve efficiency.

Materials Services is continuing to evolve from a traditional materials supplier to a modern supply chain service provider. The segment has made investments to further increase its copper processing capacities in North America. Through the acquisition of a majority investment in Aceroteca Trading, S.A.P.I. de C.V., Materials Services has also secured a steel-processing platform in a process industry hub in Mexico. In the field of supply chain solutions, Pacemaker has launched a new AI-based inventory management application to ensure product availability in the event of demand fluctuations and reduce warehousing costs.

Steel Europe is on track with the operational implementation of the strategic realignment that has been initiated. In this connection, preparations are continuing for the agreed sale of the stake in Hüttenwerke Krupp Mannesmann (HKM) to Salzgitter AG. Completion of the transaction is planned for June 1, 2026. In addition, the stronger trade safeguards for steel products announced recently by the European Union are boosting the efforts to ensure fairer competitive conditions for Europe’s steel industry. Despite the challenging economic environment and regulatory uncertainty, construction of the direct reduction plant in Duisburg is progressing further. Against the backdrop of the significantly improved earnings prospects for Steel Europe, thyssenkrupp AG and Jindal Steel International mutually decided to pause discussions on the potential acquisition of a stake in thyssenkrupp Steel Europe. A stand-alone solution for thyssenkrupp Steel Europe remains the stated goal.

With an order backlog of more than €20 billion as of March 31, 2026, TKMS (Marine Systems segment) is in an excellent position to achieve future growth. The German Parliament’s Budget Committee additionally approved an extension of the preliminary contract for the MEKO® A 200 DEU project, thus completing a key step in the procurement of four TKMS frigates to strengthen the Germany Navy. In connection with the ongoing tender process for Canada’s submarine program, TKMS has signed several cooperation agreements aimed at sustainably integrating Canadian supply chains into future submarine projects. Moreover, TKMS has signed a memorandum of understanding with Spanish company Navantia S.A. concerning the assessment of a strategic collaboration in marine projects in Europe and worldwide, focusing on the possible construction of TKMS vessels – especially submarines – at Navantia’s shipyards in Spain.

thyssenkrupp AG and Jindal Steel International have mutually decided to pause discussions about the company acquiring a stake in thyssenkrupp Steel Europe. The original assumptions and prerequisites for a potential sale of thyssenkrupp Steel have significantly changed in recent months. thyssenkrupp has made significant progress in realigning its steel segment. This is particularly evident in the recently concluded collective restructuring agreement on restructuring with IG Metall and the shareholders' agreement on the future positioning of the southern Duisburg site.

Changed Regulatory Framework

Additionally, the regulatory environment for the steel industry in Europe has changed significantly, becoming fundamentally more favorable. This offers the sector significant potential for stabilization and growth. This remains true despite the current surge in energy prices caused by the war in Ukraine, which is driving up global energy costs. The European Union recognizes the critical importance of steel production for the resilience of industrial value chains. It has expressed commitment to protecting the European steel industry from global overcapacity and dumping, while accelerating the transition to climate-friendly steel production. Measures include tightening import quotas, doubling protective tariffs when these quotas are exceeded, introducing a Carbon Border Adjustment Mechanism (CBAM), and establishing an EU Steel Action Plan.

Significant potential for value creation at thyssenkrupp Steel

"We have always said: Steel is the future. A sustainable business is a valuable business," explained Miguel López, CEO of thyssenkrupp AG. "Now that we have reached an agreement in principle within our own company, with labor unions, and with policymakers in Germany and Europe, the conditions for the profitable continuation of thyssenkrupp Steel is better than they have been in a long time. Jindal has been a constructive and committed partner throughout the discussions. However, we have jointly agreed to pause negotiations for now.”

“We thank thyssenkrupp for working constructively through the negotiations. Even though we have decided to pause the deal for the time being we remain connected in friendship and our shared goal remains to work on building low-carbon steel production in Europe“, said Narendra Misra, Director of European Operations of Jindal.

Objective of establishing thyssenkrupp Steel as an autonomous entity remains unchanged

thyssenkrupp will continue to drive the restructuring of the segment independently, in order to prepare the steel business for success and profitability. Significant progress has already been made in recent months. The industrial strategy for the future of thyssenkrupp Steel and the collective restructuring agreement with IG Metall have laid a solid foundation for addressing the structural challenges. Another important step was the agreement reached with Salzgitter in early February on a paper outlining key points regarding the future of HKM. This has given the southern Duisburg site new prospects. Meanwhile, policymakers are increasingly addressing the challenges facing the steel industry, particularly with regard to trade protection measures against unfair competition and global overcapacity. Against this promising backdrop, the stated medium-term goal remains to establish the independence of thyssenkrupp Steel Europe while thyssenkrupp AG may retain a minority stake.

Realignment of thyssenkrupp

With its ACES 2030 strategy, thyssenkrupp AG aims to spin off its segments or open them up to third-party investments. In this context, thyssenkrupp AG will transform into a financial holding company. "The more successfully thyssenkrupp Steel Europe implements the realignment that has been set in motion, the more attractive this business will become for the capital market and investors. "We expect German and European policymakers to reliably deliver on their specific commitments to ensure resilience," said López.

• Front End Engineering Design to be delivered by Uhde’s global expert network

thyssenkrupp Uhde has been selected by Brunei Fertilizer Industries Sdn Bhd (BFI) to execute the Front End Engineering Design (FEED) for the expansion of BFI’s ammonia handling and export infrastructure. The project comprises the design of a new cryogenic ammonia storage tank and the development of a dedicated ammonia export facility, including jetty integration and ship‑loading systems to enable large‑scale exports to global markets. The FEED will be executed in Uhde’s global engineering network, combining the uhde^® ammonia technology expertise with Uhde India’s competence in cryogenic storage and ammonia logistics.

The scope includes the design of a cryogenic ammonia storage tank using Uhde India’s proven global engineering standards, development of ammonia export facilities, including jetty interface, pipelines, and ship‑loading arms. Uhde will also take care of an optimized integration into the existing BFI complex to ensure reliable and safe export operations. The project marks another important milestone in the relationship between thyssenkrupp Uhde and BFI. thyssenkrupp Uhde previously provided key technologies and engineering services for BFI’s large‑scale ammonia and urea complex, one of Southeast Asia’s most modern fertilizer plants.

“We are very pleased to continue our close collaboration with Brunei Fertilizer Industries,” said Nadja Håkansson, Member of the Executive Board / COO of thyssenkrupp Decarbon Technologies & CEO of thyssenkrupp Uhde. “BFI is an important partner for us in Asia, and this new FEED award underlines their confidence in our engineering capabilities. By supporting the expansion of their export infrastructure, we are helping to further unlock Brunei’s potential in the ammonia market and increase their contribution to global food security.”

BFI emphasized the strategic importance of the project: “At BFI, we are committed to expanding our footprint and contributing to Brunei’s role in the global fertilizer and energy transition landscape,” said Harri Kiiski, CEO of Brunei Fertilizer Industries. “thyssenkrupp Uhde has been a trusted partner from the start, and their deep technical expertise makes them an ideal choice for this critical development step. The new export facilities will enhance our competitiveness, and open new market opportunities worldwide.”

A contribution to global food security and future energy markets

The BFI plant was built by thyssenkrupp Uhde as a fully integrated, state-of-the-art fertilizer complex which comprises an ammonia plant with a daily capacity of 2,200 metric tons as well as a urea plant and a urea granulation plant, both with a capacity of 3,900 metric tons per day. After its completion, the plant enabled Brunei to produce high-quality nitrogen fertilizer mainly for the export market. Nitrogen is an essential nutrient for plant growth and therefore a key agricultural input. With the expansion of their export capabilities, BFI further strengthens its contribution to securing nutrition around the globe. As ammonia is increasingly recognized as a potential clean energy carrier, BFI also enhances their position to meet rising global demand in the emerging low‑carbon energy value chains.

• Important signal for European naval defense portfolio availability. 

• Agreement envisages potential production of TKMS vessels, particularly submarines, at Navantia’s shipyards in Spain. 
  

• Geopolitical developments have significantly increased short term demand for availability of modern naval products. 
  

• Europe continues to see significant bottlenecks regarding shipyard capacity and technological resources 

TKMS AG & Co. KGaA  (TKMS), one of the world’s leading providers of maritime defense solutions including conventional submarines, naval ships and innovative electronics solutions, and Spanish company Navantia S.A., SME (Navantia), one of  Europe’s market leaders in the design, construction and through life support of naval ships and submarines as well as combat systems integrator, have signed a Memorandum of Understanding to explore strategic cooperation on naval projects in Europe, NATO and worldwide. The agreement foresees potential production of TKMS designs, particularly submarines, at Navantia’s shipyards in Spain.

Geopolitical developments in recent years have significantly increased demand for modern naval products. At the same time, there are considerable bottlenecks in shipyard capacity and technological resources across Europe. Against this backdrop, TKMS and Navantia intend to explore how closer industrial cooperation can help implement projects more efficiently, quickly, and cost-effectively. The parties have agreed to initiate management level discussions based on mutual trust and in full compliance with all competition and export control regulations. 

Oliver Burkhard, CEO of TKMS, says: “The signing of this Memorandum of Understanding is an important signal for European maritime defense. At a time when our customers’ security requirements are growing and manufacturing capacity is limited, it is crucial that European industrial companies collaborate more closely. TKMS and Navantia jointly have the expertise, infrastructure, and experience to overcome these shared challenges and strengthen the ability to deliver to our partner nations’ armed forces.”

Volkmar Dinstuhl, Chairman of the Supervisory Board of TKMS adds: “TKMS has been a global market leader in non-nuclear submarines for decades. We share Navantia’s commitment to the highest quality standards and the clear goal of delivering quickly and reliably to our customers. This Memorandum of Understanding enables us to leverage synergies between our shipyard capacities and to act together as strong European partners.”

Miguel López, Deputy Chairman of the Supervisory Board of TKMS and CEO of thyssenkrupp AG explains: “As the majority shareholder of TKMS, thyssenkrupp AG bears responsibility for the strategic direction of one of Europe's leading naval companies. Our task is to enable TKMS to meet the growing international demand for modern naval systems. A partnership with Navantia is a promising approach to achieving this.”

Ricardo Domínguez, Navantia Executive Chairman, states: “Today we are taking a significant step towards our shared goal of strengthening Europe’s strategic autonomy and sovereignty in defence. This collaboration will deliver cutting‑edge capabilities to our armed forces while leveraging the full potential of European defence investment. As leading players in the naval and defence domain, Navantia and TKMS are committed to actively contributing to this common European effort.” 

Gonzalo Mateo-Guerrero, Navantia Chief Operating Officer, adds: “European defence companies share a responsibility to respond decisively to today’s challenges. Europe needs an industry capable of providing not only state‑of‑the‑art technologies, but also ensuring fast, reliable delivery and long‑term sustainment, while strengthening the European industrial ecosystem and supporting its SMEs.” 

• The European Resilience Alliance for Clean Hydrogen & Derivatives (ERA) launches today, in an event opened by Teresa Ribera, Executive Vice-President for Clean, Just and Competitive Transition for the European Commission.

• ERA is a pan-European, CEO-led initiative bringing together leading industrial companies across the clean-hydrogen value chain to accelerate and scale clean hydrogen deployment in Europe.

• ERA’s mission is to advance Europe’s industrial decarbonisation and resilience by producing its own low-carbon fuels, industrial input materials, and products. ERA aims to mobilise a unified coalition for policy and bankability across the value chain, as well as to build scalable markets, clusters, and cross-border corridors to promote scale and self-reliance.

• The alliance – whose founding members include ENAGÁS, FLUXYS, FORTUM, GASGRID FINLAND, MOEVE, NORDION ENERGI, OGE, RWE, SEFE, STEGRA, and THYSSENKRUPP, in cooperation with HYDROGEN EUROPE – has published a white paper setting out concrete policy recommendations to close the gap between ambition and deployment of clean hydrogen projects in Europe.

Today, the European Resilience Alliance for Clean Hydrogen & Derivatives (ERA) was officially launched at the European Parliament in Brussels, in an event opened by Teresa Ribera, Executive Vice-President for Clean, Just and Competitive Transition for the European Commission, and co-hosted by Members of the European Parliament Andrea Wechsler and Nicolás González Casares. The ERA launch event was attended by key policymakers and industry leaders.

Andrea Wechsler said "Europe’s energy transition is not just about decarbonization – it is about building a resilient sovereign energy system that delivers for both citizens and industry. Resilience must become one of the guiding principle of our energy policy, grounded in diversification, system integration, and credible market frameworks that turn ambition into investment."

González Casares MEP said: “Decarbonization needs green hydrogen, europe's competitiveness need it as well. Europe’s green transition is our sovereignty policy, and renewable hydrogen is a key element of its industrial vision. This is our opportunity to build a sovereign and resilient energy model that is powered by homegrown energy, and driven by technological leadership made in Europe”.

ERA is a pan-European, CEO-led initiative uniting leading industrial companies across the clean-hydrogen value chain to address Europe's energy challenges, enhance industrial competitiveness, and secure strategic autonomy in the face of rapidly changing geopolitical and industrial pressures.

ERA’s founding members include ENAGÁS, FLUXYS, FORTUM, GASGRID FINLAND, MOEVE, NORDION ENERGI, OGE, RWE GENERATION, SEFE, STEGRA, and THYSSENKRUPP, in cooperation with HYDROGEN EUROPE, representing the full clean hydrogen value chain across the European Union.

ERA will work through two core pillars to translate Europe’s climate and competitiveness ambitions into cost-competitive, deliverable projects. First, it will provide a unified voice towards policymakers at EU, national, and regional levels to create the conditions necessary for a cost-competitive clean energy value chain. Second, it will coordinate across the entire value chain-from energy production and infrastructure to industrial demand and finance-to identify and resolve practical bottlenecks.

White paper to bridge the gap between ambition and deployment

To coincide with its launch, ERA has released a white paper that diagnoses regulatory bottlenecks, stress-tests existing policy frameworks against industrial realities, and details the financial and infrastructure barriers holding back Europe’s clean hydrogen market, alongside concrete policy recommendations to bridge the gap between ambition and deployment.

The white paper highlights that despite a large pipeline of projects across the clean hydrogen value chain, fewer than 7% have reached a Final Investment Decision (FID). The paper identifies the reasons why Europe’s clean hydrogen deployment is falling behind ambition, namely the fragmented implementation of EU regulation, complex Renewable Fuels of Non-Biological Origin (RFNBO) rules, high electricity costs, insufficient demand certainty, and uncertainty around infrastructure development. It calls on European institutions and Member States to take urgent, coordinated action across four pillars:

1. Demand must drive clean hydrogen ambition: Create stable, bankable demand for clean hydrogen through immediate transposition of Renewable Energy Directive (RED III), harmonised implementation of regulations including ReFuelEU Aviation and FuelEU Maritime, and the creation of lead markets in hard-to-abate sectors including industry, transport, and defense.
   

2. Clarity and simplification of clean hydrogen support frameworks is key: Shift from regulatory rigidity to industrial pragmatism by reducing electricity costs, which currently make up 70% of hydrogen production costs, as well as redesigning EU subsidies to prioritise large-scale, industrially anchored projects, and directing scarce resources where they matter the most.
   

3. Turn private capital into clean hydrogen power: De-risk investment by safeguarding robust Emissions Trading System (ETS) and Carbon Border Adjustment Mechanism (CBAM) pricing, using the resulting revenues to make clean hydrogen competitive, extending RFNBO transitional provisions to well beyond 2030 to lower ramp-up costs, and introducing state-backed portfolio guarantees.
   

4. Infrastructure as the lifeline of an integrated European energy market: Scale up funding for the European hydrogen backbone, coordinate cross-border planning to connect production and demand hubs with clear timelines, and create EU-wide risk-sharing instruments for early infrastructure investment.

The full white paper can be accessed here: http://www.eu-resilience-alliance.com/

Speaking at the press briefing ahead of the launch, Miguel Ángel López Borrego, CEO of thyssenkrupp AG & thyssenkrupp Decarbon Technologies, said: "Europe's vulnerability is structural. Its dependence on external energy, technologies, supply chains, and critical materials threatens its long-term prosperity and industrial leadership. At the same time, Europe must deliver on its climate targets. Therefore, resilience has become a political and economic imperative requiring action. As the European Resilience Alliance, we are taking the lead, shouldering responsibility, and working together to strengthen Europe’s energy resilience and industrial competitiveness while accelerating decarbonisation."

Maarten Wetselaar, CEO, Moeve, commented: “A European energy system supported by clean hydrogen offers long-term price certainty, energy independence, and an industrial future that is no longer tied to volatile oil and gas cycles. At a time of growing geopolitical instability and intensifying energy shocks, clean hydrogen can enable Europe to decarbonise its hardest-to-abate sectors, strengthen its domestic energy system, secure long-term global competitiveness and put it on the path to Net Zero."

Olli Sipilä, CEO, Gasgrid Finland, highlighted: “Strengthening Europe’s industrial and societal resilience must begin immediately. Volatile imported fossil fuels cannot form the backbone of our industrial competitiveness in the decades ahead. Green, clean European energy represents a major opportunity. We have the resources — now we must make them available. New energy infrastructure is essential to enable this transformation. A hydrogen backbone infrastructure is the true game changer, lowering costs and unlocking investment opportunities at scale.”

About the European Resilience Alliance

The European Resilience Alliance is a CEO-led cross‑value‑chain coalition of leading industrial companies from across Europe working to strengthen Europe’s energy resilience and industrial competitiveness while accelerating decarbonisation. 

The full list of CEOs participating in the European Resilience Alliance includes:

• Arturo Gonzalo Aizpiri, CEO, Enagás

• Pascal De Buck, CEO, Fluxys

• Markus Rauramo, CEO, Fortum

• Olli Sipilä, CEO, Gasgrid Finland

• Jorgo Chatzimarkakis, CEO, Hydrogen Europe

• Maarten Wetselaar, CEO, Moeve

• Hans Kreisel, CEO, Nordion Energi

• Thomas Huewener, CEO, OGE

• Nikolaus Valerius, CEO, RWE Generation

• Egbert Laege, CEO, SEFE

• Niklas Wass, CEO, Stegra Boden

• Miguel Ángel López Borrego, CEO, thyssenkrupp & thyssenkrupp Decarbon Technologies

• Marie Jaroni, CEO, thyssenkrupp Steel

• Nadja Håkansson, COO, thyssenkrupp Decarbon Technologies & CEO, thyssenkrupp Uhde

For questions, please contact:

ResilienceAlliancePMO@thyssenkrupp.com

• 100th anniversary of the death of August Thyssen, an entrepreneur who made steel the heart of the Ruhr region's identity and economy.

• August Thyssen, the pioneering architect of an integrated value chain – with an impact that endures to this day.

• thyssenkrupp Steel, today Germany's largest steel concern, is built on the entrepreneurial legacy of August Thyssen.

His eyes "sparkle with intellect and keen perception" and everything he says is "extraordinarily interesting" – that was how French journalist Jules Huret portrayed the industrialist August Thyssen in 1906. This ambitious, hardworking, and yet modest patriarch, who shaped the Ruhr region like few others, died on April 4, 1926, at the age of 83, at Landsberg Castle in the city of Ratingen. This year marks the 100th anniversary of his death.

August Thyssen is one of the key figures in German industrialization. With his keen sense for broad industrial contexts, he built a company that had a significant impact on the economic development of the Ruhr region. He was ahead of his time in many ways – including politically: Huret reported his desire for "friendly relations" between Germany and France, an idea that took shape decades later in the form of the European Coal and Steel Community.

8,000 thalers as seed capital – and a vision for the industrial Ruhr region

August Thyssen was born on May 1, 1842, in the industrial and mining town of Eschweiler. From his father, a steel wire manufacturer and banker, he received 8,000 thalers in seed capital – money he channeled with remarkable single-mindedness into building a business of his own. After his first entrepreneurial steps, he founded Thyssen & Co., an iron strip rolling mill in Mülheim an der Ruhr in 1871, laying the cornerstone for what would become one of the world's largest coal, iron and steel conglomerates.

Thyssen understood early on that industrial strength comes not from individual plants alone, but from controlling every stage of the value chain. Step by step, he integrated processing, machine building, mining, and ore supply into his enterprise.

In 1891, he acquired the "Gewerkschaft Deutscher Kaiser" anthracite mine and expanded it to an integrated iron and steelmaking plant – a milestone on the path to a vertically organized industrial conglomerate. This strategy made the company more independent, more efficient, and less vulnerable to economic fluctuations. In December 1891, the first steel was smelted at the Bruckhausen steelworks – today's basic oxygen steelmaking plant 1 of thyssenkrupp Steel.

Steel as key industry – and Thyssen as driver of its scaling

While other industrialists – Krupp among them – placed greater emphasis on research and specialized technologies, August Thyssen pursued a consistent strategy of scale and vertical integration: large capacities, broad markets, reliable logistics and cost-efficient production. In doing so, he played a decisive role in making steel the key industry of the Ruhr region and a driving force behind the development of the economy. His plants in Hamborn and Bruckhausen quickly ranked among the leading steel-producing sites in Europe.

Logistics as the key to success

Thyssen recognized early on how vital efficient transport routes were for a steel corporation. The location of his plants on the Rhine, proprietary transport capacities, and a tightly integrated network of railways and waterways created what was at the time a cutting-edge industrial infrastructure – a precursor to the logistical backbone that distinguishes thyssenkrupp Steel to this day.

An entrepreneur with a sense of responsibility

Despite his business acumen, August Thyssen was a man with a strong sense of responsibility for the region. Among other things, his foundation financed the Franziskushaus orphanage in Mülheim, the construction of the Marienkirche church in Styrum, and the old city baths on the Ruhr river. August Thyssen had little time for his family — he lived for his work. He was regarded as a modest and frugal man who made little fuss about himself. Reflecting on his life in later years, the industrialist remarked, "I do believe I can say, however, without being presumptuous, that the public has benefited more from my life's work than I have myself." He was not exaggerating: thyssenkrupp Steel Europe is today the Germany's largest steel producer and remains, then as now, one of the Ruhr region's most important employers – a legacy that springs directly from the entrepreneurial foresight of August Thyssen.

References:
Jules Huret and Dirk Hallenberger: Das Revier um 1900. Zu Besuch in der "reichsten Gegend von ganz Deutschland" (The Ruhr Valley around 1900: A visit to the "richest region in all of Germany"). Publisher by Verlag Henselowsky & Boschmann.

• Closing marks next step in the strategic development of thyssenkrupp Automotive Technology

• New ownership structure creates long-term perspective for Automation Engineering

thyssenkrupp Automotive Technology has successfully closed the sale of its Automation Engineering business unit to Agile Robots SE, Munich, following the agreement reached in November 2025.

The transaction marks another important milestone in the segment’s strategic development. thyssenkrupp Automotive Technology is consistently aligning its portfolio toward high-growth, capital market–ready businesses while at the same time creating a sustainable long-term perspective for Automation Engineering under new ownership.

Automation Engineering is now part of the Agile Robots Group and will operate under the name “Krause Automation” as an independent system provider for industrial automation solutions. The combination of engineering expertise in special-purpose machinery and technological strength in robotics and artificial intelligence opens up additional growth opportunities in both existing and new markets.

Dr. Volkmar Dinstuhl, CEO of thyssenkrupp Automotive Technology: “With the successful completion of this transaction, we have taken another important step in executing our strategy. Automation Engineering is now well positioned to further develop under a strong industrial owner. At the same time, we continue to sharpen our portfolio with a clear focus on growth and capital market readiness.”

The sale of Automation Engineering is part of the repositioning of thyssenkrupp Automotive Technology initiated in 2025. Going forward, the segment will focus on its four core areas: Chassis, Components, Aftermarket, and Forging. The objective is to drive profitable growth and further enhance capital market readiness through a clear portfolio focus, technological strength, and increased customer proximity.