Thyssen, gute Chancen, einige Risiken.

Press release: Strategy update: thyssenkrupp speeds up realignment
Systematic evolution to create a ?Group of Companies? with strong performance and structured portfolio
Clear focus on industrial prospects, competitive profitability and cash flow
Materials Services and Industrial Components to be developed by the company on its own
Automotive Technology will also remain within the Group; selective strengthening through alliances and development partnerships
Steel and Marine Systems: increase profitability for future development within the Group; parallel discussion of possible consolidation options
For businesses with sales of around ?6 billion and no long-term prospects within the Group, thyssenkrupp is primarily seeking development paths outside the company
CEO Martina Merz: ?We have taken some difficult decisions that were long overdue. thyssenkrupp will emerge smaller but stronger from the transformation?
Despite the current challenges resulting from the coronavirus crisis, thyssenkrupp is continuing to press ahead with the strategic realignment it has initiated. In their meeting today, the Executive Board presented its respective plans to the Supervisory Board. At the core of the new strategy is the transformation of the company into a high-performant ?Group of Companies? with a lean management model and a clearly structured portfolio. In the future, the company?s businesses will be divided into two categories: those whose potential thyssenkrupp will develop on its own or together with partners, and those for which thyssenkrupp will primarily pursue development paths outside the Group.

Martina Merz, Chief Executive Officer of thyssenkrupp AG: ?In recent months, we have left no stone unturned in very carefully examining the individual development potential of each business for thyssenkrupp. The most important aspect of this work was to decide which constellation would offer each unit the best prospects for the future ? a place under the thyssenkrupp umbrella, in a partnership or outside the company. With this reassessment of the portfolio, we have taken some difficult decisions that were long overdue and will now implement them systematically. thyssenkrupp will emerge smaller but stronger from the transformation.?

Clearly structured portfolio of materials and capital goods businesses

Based on the potential of each individual business, the following portfolio decisions were taken. The former Business Areas will be known as ?Segments? going forward:

On the basis of its own market position and competitive strength, thyssenkrupp sees persistently good development potential in Materials Services and Industrial Components (Forged Technologies and Bearings). The company will continue to develop these businesses on its own in the future. thyssenkrupp will keep the Automotive Technology business within the Group. In line with the industry trend for collaboration, alliances and development partnerships are also conceivable on a selective basis. Given the specific market and industry situation for Steel, thyssenkrupp is pursuing performance improvement measures under a stand-alone development within the company while, at the same time, exploring possible partnerships and consolidation options. The same two-way approach applies to Marine Systems.
 
Those businesses for which thyssenkrupp sees no sustainable future prospects within the Group for various and very specific reasons will be managed separately. These units will be combined in the ?Multi-Tracks? segment under the leadership of Dr. Volkmar Dinstuhl, Head of Mergers and Acquisitions at thyssenkrupp AG. For Plant Technology, the stainless steel plant (AST) in Terni, Italy, including the associated sales organization, Powertrain Solutions and Springs and Stabilizers, thyssenkrupp is seeking partnerships or a sale. Restructuring will continue at the Springs and Stabilizers business. For Infrastructure, Heavy Plate and Battery Solutions, thyssenkrupp is examining the option of a sale or the closure of sites. Employing a total of some 20,000 people, the Multi-Tracks businesses account for annual sales of around ?6 billion. In the previous fiscal year, the businesses recorded a negative business cash flow of around ?400 million. From the next fiscal year, separate financial reporting is planned for this segment.
Systematic performance management in the businesses

The overarching goal of the revised strategy is to boost the performance of all businesses. Each unit has been set an individual profitability target, based on benchmark analysis. All targets are to be systematically backed with specific measures. The businesses? management teams bear full responsibility for the results. Within the Group, capital is allocated based on the anticipated value contribution.

Dr. Klaus Keysberg, Chief Financial Officer: ?The ?performance first? principle remains in place and is now more important than ever. After completion of the Elevator transaction, it is crucial to increase profitability of the remaining businesses in such a way that we can generate a sustainably positive cash flow without the Elevator business. In addition, all businesses must earn at least their cost of capital ? and we would obviously welcome more in the long run.?

Elevator transaction creates capacity for action

In order to finance the realignment, thyssenkrupp decided in February this year to sell the Elevator business to a consortium of financial investors for ?17.2 billion. The cash proceeds are expected by the end of the current fiscal year at the latest. Given the current uncertainty in the macroeconomic environment, the company initially intends to retain the greatest possible flexibility in using the funds. In a first step, thyssenkrupp will use the proceeds to repay financial debt along the maturity profile. The Elevator transaction will substantially improve the company?s equity ratio. This also makes fundamental structural changes possible.

In addition, part of the proceeds will be selectively used to develop businesses where respective target margins can be achieved. The exact allocation and priorities for using the funds will depend on how the corona crisis develops; today, this cannot yet be forecast with any adequate degree of accuracy.

Martina Merz: ?Despite corona, the sale of the Elevator business gives us the capacity for action. We are now able to initiate the necessary restructuring and portfolio measures. The Executive Board and the businesses? management teams are in total agreement about what needs to be done now. This allows us to systematically press ahead with the implementation.?

Steel: discussions about possible consolidation

In order to safeguard the competitiveness of its Steel business, thyssenkrupp recently adopted the ?Steel Strategy 20-30? and negotiated the corresponding collective agreement with employee representatives. This strategy remains the correct course of action. The plan encompasses the reduction of 3,000 jobs, optimization of the production network and additional investment totaling ?800 million over the next six years. With this, thyssenkrupp is paving the way to make the steel business sustainably viable in what is an extremely challenging competitive environment. The goal is to keep steel production with its integrated value chains and associated jobs in Germany over the long term.

In the past, thyssenkrupp has repeatedly emphasized the benefits of consolidation in the steel industry. The necessity is only heightened as a result of the corona crisis as there will be a structural increase in existing overcapacities in Europe. In addition, thyssenkrupp sees favorable opportunities in speeding up the requisite transformation toward climate-neutral steel production, provided the industry pools its resources and legislators create the framework needed.

This is why thyssenkrupp is also examining possible consolidation solutions for Steel Europe and is keeping all its options open. With the knowledge of the Supervisory Board, discussions are already ongoing. Implementation of the ?Steel Strategy 20-30? remains a component of each potential scenario.

Seeking a national or European solution for Marine Systems

Alongside Steel, thyssenkrupp is also actively seeking consolidation options for its Marine Systems business. In light of the current competitive situation and its market position, the company sees long-term future prospects in developing Marine Systems together with partners. thyssenkrupp believes that naval shipbuilding will be better able to compete in domestic and international markets in a consolidated set-up.

Oliver Burkhard, Chief Human Resources Officer and Labor Director of thyssenkrupp AG with responsibility for Marine Systems: ?In order to safeguard jobs and shipyard sites, it makes sense to create a strong naval shipbuilding company. This is why thyssenkrupp is open to solutions that will further strengthen the position of Marine Systems in the long term. Both national and European options are viable.?

Against this backdrop, thyssenkrupp is in intensive discussions with various potential partners. Politics is also involved in these considerations.

Strengthening the automotive components business within the company

Automotive Technology, in which thyssenkrupp has made substantial investments globally in recent years, will be continued as a segment and undergo strategic realignment. In the wake of the automotive sector?s ongoing transformation, size and technology leadership are increasingly becoming mission-critical.

Alongside further measures to enhance performance and competitiveness, Automotive Technology will therefore align with the industry trend in exploring, evaluating and independently pursuing strategic options to develop the automotive components business in alliances and development partnerships. The guiding principle in this approach is to selectively extend product and system competencies as a means of expanding the company?s technology leadership in this area and creating the basis to improve its market position overall.

Aligning all areas of the organization with portfolio development

The portfolio transformation and the stronger focus on performance will take the organization another step forward. It means thyssenkrupp will evolve into a Group of Companies with efficient, independent businesses, a strong umbrella brand and the leanest possible holding. In the future, headquarters will be responsible first and foremost for governance, portfolio and investment (capital allocation) decisions. In keeping with this new role, headquarters is to be aligned with the structure and size of the Group of Companies.

?We have a clear roadmap for the future. We are transforming thyssenkrupp into an international group of largely independent, efficient industrial and technology businesses. The focus lies on industrial development and competitive financial results. With our products and services, we make an important contribution to a better and sustainable future. We combine a performance culture with entrepreneurial and social responsibility. These are the values that will guide the new thyssenkrupp,? Merz concluded.
 

Martina Merz, Oliver Burkhard and Dr. Klaus Keysberg talk about the thyssenkrupp strategy update

Ms. Merz, you and your two Executive Board colleagues have presented the adjusted strategy for thyssenkrupp. What is the central idea behind it?
Martina Merz: Very simple - we have to earn money again. To do this, we will focus the portfolio on those businesses where we see the greatest development potential within thyssenkrupp. For those businesses we focus on a sustainable competitive position. We are convinced that, in the medium term, we can raise profitability at least to the level of our leading competitors. Therefore, thyssenkrupp will emerge smaller but stronger from the transformation.
Which criteria did you apply in deciding which businesses thyssenkrupp will be involved in in the future and with which businesses we will look for other development opportunities?
Martina Merz: In recent months, we have left no stone unturned in very carefully examining the situation of the individual businesses. We have concentrated on the future prospects from the businesses' perspective. On the one hand, market attractiveness was a decisive factor, i.e. market size, market growth and market profitability. On the other hand, we looked at the future value creation potential for thyssenkrupp. Key factors in this are growth potential, market position, our capabilities and competencies as well as profitability compared with competitors. Based on this analysis we made our decisions, which we are now consistently implementing.
What businesses do you see under the thyssenkrupp umbrella in the future?
Martina Merz: At Materials Services, Bearings and Forged Technology, we continue to see good development opportunities based on our own market position and competitive strength. In any case we can develop these businesses on our own within the company. We will also keep Automotive Technology within the group ? but here we can also imagine strengthening our position on a selective basis through alliances and development partnerships. Given the specific market situation of Steel Europe and Marine Systems, we will pursue not only performance improvement measures which we will implement in any case. We will also sound out potential partnerships and consolidation options in parallel.
That's not all. For which businesses do you see better development opportunities outside thyssenkrupp?
Martina Merz: Our portfolio analysis has shown that there are businesses in the group which we at thyssenkrupp cannot develop sustainably on our own for various and specific reasons. This may be based on the business models, the relative market position, expected market developments, missing value levers or value levers too capital-intensive for us. We believe that many of these businesses can develop better in a new ownership constellation. We further distinguish between two groups. For Plant Technology, our stainless steel plant in Terni, Italy, Powertrain Solutions, and Springs and Stabilizers, we will intensify our efforts to secure the future viability of the businesses either through partnerships or by selling them to a best and fair owner. For the other group, the options from today's perspective are more likely to be a sale or even the closure of sites. This applies to the Heavy Plate, Infrastructure Battery Solutions businesses.
What will happen to the businesses that thyssenkrupp intends to divest? How big are they in total? And what is the timetable?
Martina Merz: Employing a total of some 20,000 people, these businesses account for annual sales of around ?6 billion. In the previous fiscal year, which was still good in terms of the general conditions, we recorded a negative business cash flow of around ?400 million. We will combine these units in a new segment called "Multi-Tracks". The name is intended to show that we see different development routes there. We are examining the options carefully and thoroughly. We can't commit ourselves to a specific time frame ? of course, that also depends on the market environment, which is currently very strongly influenced by Corona. In any case, there will be no "fire sales". In the meantime, we are continuing to push performance measures.
Performance improvements are a central point of the strategy. The topic is not new. What is different this time?
Klaus Keysberg: Take a look at the steps we have taken in recent weeks. In addition to selling Elevator and kicking off the new Steel strategy, we have already significantly downsized the headquarters and initiated major restructuring measures, for example at System Engineering and Springs and Stabilizers. This shows that we are serious. We will continue on this path. We are reorganizing our planning processes. For us, this is all about enabling the businesses on their way forward and tackling the implementation together. We have set individual ambition levels for each business, based on the best competitors in the industry. And we have agreed detailed action plans with the management of the businesses on how to achieve this level of ambition. The management teams bear full profit responsibility. There will be no more excuses in the future. Our common goal is to return to a positive cash flow. All businesses must earn at least their cost of capital.
For several months you have been talking about thyssenkrupp as a group of companies. What does that mean in concrete terms?
Oliver Burkhard: thyssenkrupp will become a group of companies with performant, independent businesses and a strong umbrella brand. With the restructuring of the portfolio and the increased focus on performance, the organization will also be developed gradually. Our goal is to give the businesses all the freedom they need to focus on their customers and their markets in the best possible way. To this end, we are also adapting our leadership model. This means: In the future, the headquarters will be responsible first and foremost for portfolio and investment decisions. However, governance will also play an important role ? just think about compliance for example. And we will continue to leverage synergies where they have already been established and where they make sense for the businesses. Last but not least, we must work together to ensure that thyssenkrupp remains an attractive employer brand.
thyssenkrupp will become significantly smaller overall. Does that mean that the headquarters will also be further reduced in size?
Oliver Burkhard: The structure we are currently establishing at the headquarters was based on the assumption that Elevator Technology would remain in the company at least partly after an IPO. We will complete the implementation of this "Org 1.0" for the time being. In the future, headquarters is to reflect the structure and size of the Group of Companies. We will soon start an "Org 2.0" project which will reflect this. The size of the company and the size of the headquarters as well as the service units are communicating vessels in this regard.
What are we going to do with the proceeds from the Elevator sale?
Klaus Keysberg: In view of the current uncertain overall economic situation, we will first retain the maximum possible flexibility. In a first step, we will use the proceeds to repay financial debt. The Elevator transaction will substantially improve our equity ratio. As a result, fundamental structural changes will also be possible. In addition, we intend to use part of the proceeds selectively for the development of businesses where corresponding target margins can be achieved. The exact allocation of the use of funds depends on the further course of the Corona crisis, which cannot be estimated with sufficient certainty at the moment.
When will the reorganization of thyssenkrupp be completed?
Martina Merz: Independent of Corona, we had planned to complete the reorganization in the next 2-3 years. Restructuring generally takes this long before it takes effect. With Corona and the impact it has on our economic situation it is crucial for us to speed up. We have to push the pace.
Overall, these are drastic changes. We are aware of this. Last week, we published the half-year figures, which more than clearly showed how difficult and serious the company's situation is. For this reason, we cannot avoid taking steps that will significantly change thyssenkrupp. Such changes are always challenging and admitting that you are not the best owner for some businesses does certainly not make you happy. But from my experience I know that corporate responsibility for the whole sometimes makes such steps necessary. We will do everything we can to implement the forthcoming changes in a socially responsible manner. When selling businesses, we will make sure that there is a perspective. But it is also important to remember: We cannot afford not to do these things. For the future of thyssenkrupp it is now essential that we implement the changes presented.
 

Thyssen-Krupp sucht neue Stahl-Braut

https://www.faz.net/aktuell/wirtschaft/...stahl-partner-16776003.html  

MÜNCHEN (dpa-AFX Analyser) - Die Baader Bank hat die Einstufung für Thyssenkrupp auf "Buy" mit einem Kursziel von 7,50 Euro belassen. Der Schrumpfungsprozess des Konzerns sei notwendig, schrieb Analyst Christian Obst in einer am Dienstag vorliegenden Studie. Derzeit sei Thyssenkrupp ein sehr riskanter Valuewert.  

 

Bin eben mal ein bischen Xetra durchgegangen, ob man daraus etwas ableiten kann muss jeder für sich entscheiden aber um die Mittagszeit waren schon gigantische grüne Blöcke drin...
Morgens/Vormittag Anstieg, dann ggf. Gewinnmitnahmen von Anlegern unter 5 Euro, Mittag anscheinend dann der große Staubsauger?

Leverage
 

grundsätzlich gut. Abbau von 3000 Arbeitsplätzen im Stahlbereich ist ein Kniefall vor der Gewerkschaft. 3000 Stellen kommen allein durch Pensionierungen herein. Insofern eine Augenauswischerei.  

geschlossen, jetzt kanns wieder rauf gehen , vermutlich wenn die amis hinzustoßen.  

wenn der Bereich fusioniert wird. Das ist wie bei einem Krebsgeschwür das heraus geschnitten werden muss. Die Gewerkschaft ist bei TK zu stark. Am besten mit einem chinesischen Unternehmen zusammen legen . Dann wird ganz schnell gewinn orientiert gearbeitet oder die Köpfe rollen. Aber ein gutes zeichen das es nun endlich erkannt wurde. Deutsche Unternehmen sind keine Ableger des Sozialamtes.  

Wird wohl in kürze nach dem closing der 17 Mrd aus dem elevator Business verkündet werden.  

BrokerSteve; daher mein Posting im Forum von KlöCo lesen, weil Widerstände
auch so überwunden werden könnten; ganz ohne Dazutun durch die IGM, die ja
hier immer wieder unternehmerische Entscheidungen mitgestalten will und die
Eigentümer ansonsten gerne aus bremst.


 

Kann nur noch nach oben gehen mit dem Kurs.

Allen Ballast abwerfen.  

Es soll etliche u.a. chinesische Stahlwerke geben, die im Besitz von kommunistischen Kadern sind und hohe Verluste schreiben. Aber eben von diesen Trägern an den Machthebeln am Leben erhalten werden. Oder lese mal die Berichte von VW in China, wieviel Parteikader die gezwungen sind in ihren chinesischen Werken mitzuschleppen.

Die Betriebsräte und die IG Metall haben immer wieder auf die opertiven Schwächen und die teilweise veraltete Technologie der Stahlsparte hingewiesen. Die Milliarden wurden aber vorher in Amerika verpulvert. Man hatte jahrelang nicht die komfortable Lage wie etwa bei der Salzgitter AG, die gezielt in neue Technologien und Qualitätsstahl investieren konnte.

Wichtig zu erkennen ist, das ThyssenKrupp weit mehr als nur die Stahlsparte ist. Mir erscheint es gut möglich, das sich nicht wenige "Nebengeschäftsbereiche" bei einem anderen Unternehmen, bei dem diese Sparte zum Kern gehört, besser entwickeln kann als bisher unter ThyssenKrupp. Und das es dafür dann auch strategische Käufer gibt.

Stahl ist nicht alt. Stahl ist ein voll recyclingfähiges Material. Stahl hat sehr viele Varianten. Leichtbaustahl hat sogar den zwischenzeitlichen Carbon-Hype überstanden bzw. - siehe SGL Carbon - im Randbereich gelassen. Moderner Stahl ist sehr wichtig für die Deutsche Schlüsselindustrie Maschinen- und Anlagenbau. "Stahl ist sexy" - das muss an der Börse ankommen.  

https://www.wiwo.de/unternehmen/industrie/...einsteigen/25843126.html

Danach sollen Aussagen zu Baosteel, SSAB, Tata Nebelkerzen sein. Vorzugsvariante solle der Einstieg des Landes NRW mit 25 % bei ThyssenKrupp sein. Wie die 26,5 % des Landes Niedersachsen bei der Salzgitter AG.

Anschließend soll es eine neue herstellende Stahl-Holding mit 50 % Thyssen Steel Europe AG, 30 % Salzgitter Mannesmann GmbH und 20 % Vallourec Tubes S.A.S. geben. Die anderen Aktivitäten der jeweiligen Partner wären davon unberührt. Thyssen würde als Marktkonsolidierung die Grobblech-Fertigung in Duisburg aufgeben.

Wilde Spekulation meinersteits: In diesem Bereich investiert die Salzgitter AG aktuell erneut in eine weitere Anlage. Dann könnte vllt. auch das Salzgitter-Management einen Sinn in einem Zusammengehen entdecken, wenn die hochmoderne Anlage Aufträge aus in die Jahre gekommene Anlagenteile übernehmen könnte und gleich ausgelastet wäre. Irgendetwas muss ThyssenKrupp der Salzgitter AG anbieten.  

Medien brauchen wohl solche Schlagzeilen.

https://www.wiwo.de/my/unternehmen/industrie/...ne-lady/25828142.html

Jedenfall sind danach in kurzer Zeit die Hälfte der Stellen in der zentral abgebaut worden. "Es geht ratzfatz mit dem Stellenabbau" und "es sind viel Tränen geflossen" wird da berichtet.

Aber es geht wohl leider nicht anders - sonst steht vllt. in einigen Jahren der gesamte Konzern vor dem Aus. Weg vom Konzerngedanken, in dem starke Schultern die Schwachen tragen. Das geht eine zeitlang, wenn sich die schwachen Schultern bemühen wieder stark zu werden. Aber es geht nicht dauerhaft.  hin zu einer Holding mit eigenständigen Bereichen, in dem sich jeder Bereich selbst tragen muss. Schafft er das nicht, wird er verkauft oder geschlossen.

So nur geht es jetzt. Ist bitter - ich weiss das, weil ich selbst bei so einer Umstrukturierung eines Großkonzerns meinen als sicher geglaubten Arbeitsplatz verloren habe. Aber "Leben geht weiter".
 

Ab zu neuen Tiefen !        
                                                                                                                                                                                                                             Wie gesagt ich bleibe dabei  Konkurs in Eigenregie anmelden und dann dei Schrott Abteilungen abwickeln.

Dann den Rest auf Vordermann bringen das ist die einzige brauchbare  Lösung für diesen Schrotthaufen !  

ums Eck und schwafelt der Kurs muss auf 15 kommt der Absturz.

Da brauchste keine Charts mehr schauen.

Klappt hier noch besser wie bei Wirecard oder TUI  

..ok, hast ja jetzt deine Meinung kundgetan,  dann verabschiede dich aus dem Forum..und tschüss  

Letzte Woche waren es noch ca 5% Shorts, mal schauen wie es ausgeht, besonders ggf. bei weiterhin positiver News Lage :-)

Leverage  

 

https://de.reuters.com/article/deutschland-thyssenkrupp-idDEKBN22W136  

Leverage1: - und dann wird wiederholt, dass die Stahlsparte auch die Chinesen interessiert,
die sich hieran beteiligen könnten, weil man ja Partner sucht.
Das Interview mit Salzgitters Fuhrmann, nicht anders, denn das sei ja auch nur eine Option,
und man werde sich nicht zu früh "auf eine Möglichkeit festlegen".

Ansonsten, "großer Gestaltungsspielraum an einer deutschen Lösung", nicht mehr oder weniger,
so ähnlich klingst aus Essen.

Alles auch wg. der Ausfälle durch Corona, die aber jetzt die Sache beschleunigen würden.

Gemeint sind die avisierten Veränderungen im TK-Konzern, denen der AR,
auch was die Beteiligung von Investoren an der Stahlsparte anbelangt,
ja zugestimmt hätte.

Momentan, wie gesagt, keine Festlegung, aber die "Drohung mit den chinesischen Investoren"
ist allgegenwärtig, was auch vermutlich die Leute von der IGM "auf den Plan bringt", die sich
solchen Absichten - bereits jetzt -  entgegen stellen.


____________________

Dinotbutcher: Danke für Deine neue Aufbereitung zur aktuellen Kursentwicklung: Käufe aus
dem Ausland mal wieder einschließlich!


   

hier erste Short Positionen aufzubauen:
https://de.reuters.com/article/deutschland-thyssenkrupp-idDEKBN22W136  

Die Frage ist, ob das eine Drohkulisse für die Salzgitter AG ist.

Klar besteht der Salzgitter Konzern auch aus vielen Teilbereichen. Aber die Stahlherstellung ist dort m.W. dominanter als bei Thyssen-Krupp. Und mit der Stahlherstellung ist m.W. auch der Stahlhandel eng verbunden. Man wird doch wohl (meist) mit dem selbst hergestellten Stahl handeln und nicht mit zugekauften Mengen - oder? Das könnte kompliziert werden, wenn man nur über ein Zusammengehen im Bereich der Stahlherstellung sprechen sollte.

Die Salzgitter AG sieht sich in der Stahlherstellung und den sich daran anschließenden Bereichen wie der Grobblechbearbeitung viel besser aufgetellt als Thyssen-Krupp selbst. In einer gemeinsamen Gesellschaft wäre die Entscheidungsebene im Kernbereich Stahl schon mal weg aus Niedersachsen. Das wird auch dem Land Niedersachsen nicht gefallen. Da muss es Vorteile geben, die das aufwiegen.

Aber welche? - Was kann Thyssen-Krupp der Salzgitter AG anbieten, damit die Salzgitter AG (und das Land Niedersachsen) sagen: Ja, ein Zusammengehen macht auch für uns Sinn?  

"Ja, ein Zusammengehen macht auch für uns Sinn?"

Aus zwei Schwachen wird kein Starker.