Sustainability

Our targets

We have set ourselves the target of harmonizing the three dimensions: economicenvironmental and social in line with each other. Sustainability is hardwired into our actions and is an integral component part of our DNA.

Quality

Other important levers for increasing product quality include the use of more modern vehicles, reliable and comprehensive customer and transport information, the quality and reliability of services offered, as well as reasonable travel and transport times. That is why we continually invest in our fleet and infrastructure and optimize cooperation with our suppliers and sector partners. We also place a strong emphasis on tapping into the opportunities of digitalization. Our initiatives for increasing product quality and improving customer satisfaction are an important part of the plan to implement our strategy.

Regular evaluation of customer satisfaction is hugely important to us. The surveys are conducted anonymously and by independent market research institutes.

Our target is the further increase of customer satisfaction:

  • >80 SI at DB Long-Distance
  • >75 SI at DB Regional
  • >70 SI at DB Cargo

The current development of our  customer satisfaction can be found in our Integrated Report.

For us, increasing punctuality is the most important lever for improving product quality. Internal punctuality controls are based on lost units (number of delays). To measure punctuality, we compare the target arrival time to the actual arrival time for every train/bus run. A stop is considered on time if the scheduled arrival time is exceeded by less than six minutes in passenger transport or less than 16 minutes in freight transport. We summarize the arrival of trains/buses on schedule or up to a defined maximum delay using a degree of punctuality. In addition, since 2020, DB Regional Bus has also evaluated buses that have been operated more than one minute too early as not punctual, with retroactive effect.

The figures are recorded daily and are made available to executives and employees online, together with the lost units and other management key figures, allowing measures to be taken to manage the situation. In addition, punctuality data, together with the associated indicators, are prepared regularly and used by the Management Board to determine what currently needs to be acted upon and where decisions are required. Punctuality is the key indicator of product quality at a Group level in terms of the Strong Rail strategy, and is a determining factor in calculating the variable compensation amount for executives at DB Group.

Our target is the improvement of the operational punctuality:

  • >85% at DB Long-Distance
  • >95% at DB Regional
  • >77% at DB Cargo

The current punctuality development can be found in our Integrated Report.

Environmental

We aim to be climate-neutral as early as 2040. This decision, which we made in the first half of 2021, means that we have brought the previous target forward by ten years. This puts our target year well ahead of the target year set by the Federal Government of 2045 for the climate neutrality of Germany.

To achieve this objective, we will be powering our plants, stations and office buildings in Germany with 100% eco-power from 2025. In addition, we will make our heating supply “green” and gradually replace fossil fuels such as heating oil and natural gas. Increased energy efficiency is also expected to reduce consumption.

We are also emitting fewer greenhouse gases thanks to much younger train fleets in long-distance, regional and freight transport, as well as capital expenditures in green technologies. We are continuing to advance our ongoing activities to develop and use alternative drive units and fuels. Technology-independent pilot projects, together with partners from industry, are also focusing on greener local transport on road and rail. Plans include changing DB Regional Bus’s bus fleet to one that uses more climate-friendly fuels, constructing new infrastructure for battery-powered trains, supplying hydrogen for fuel cell trains, and using alternative fuels on road and rail.

Digitalizing the rail industry and upgrading technical equipment, such as for maintenance, will also have a positive impact on our carbon footprint.

More information on our climate target can be found in our Integrated Interim Report.

We also use resources carefully. We have been continuously fulfilling our goal, to recycle more than 95 % of the raw materials, for several years.

More information on our recycling rate can be found in our Integrated Report.

In 2020, we exceeded the target that we jointly set with the Federal Government to halve the amount of rail transport noise affecting residents living near Federal rail lines by 2020. By the end of 2020, all active freight cars in the DB Cargo fleet in Germany had been fitted with whisper brakes and, as part of the Federal Government’s noise remediation program, fixed active and passive soundproofing measures were implemented on a total of 2,039 km of the rail network.

We know that continuing to reduce nuisance rail transport noise for local residents is a key requirement for successfully continuing the shift in the mode of transport toward rail. That is why we continue to work on the implementation of our 2030/2050 noise remediation target:

  • In continuing the Federal Government’s noise remediation program, we will reduce rail transport noise on a total of 3,250 km of existing lines by 2030. This in turn will alleviate noise pollution for about 800,000 people, thus more than half of the residents living near lines affected by rail transport noise.
  • By 2050, we will have completely remedied the noise pollution caused by rail transport on the total of 6,500 km of existing DB lines, which in turn means that we will have remedied rail noise pollution for all of the about 1.6 million affected residents.

More information on noise remediation and prevention can be found in our Integrated Report.

Social

Increasing the share of women among executive roles is part of our comprehensive diversity strategy. The Management Board adopted new targets in March 2020 on the path to a gender-balanced workforce. The proportion of women in management-level roles in companies falling under the Law for the Equal Participation of Women and Men in Management Positions (Gesetz für die gleichberechtigte Teilhabe von Frauen und Männern an Führungspositionen; FüPoG) is expected to increase to a total of 30% at the Supervisory Board, Management Board and first and second management levels by the end of 2024.

Committed and motivated employees are the prerequisite for satisfied customers and thus for sustainable corporate success. We therefore work consistently to increase the performance capability of the DB Group through high process orientation and implementation strength.

Our target is to further improve employee satisfaction with a target value of > 3.8 SI.

More Information on employee satisfaction can be found in our Integrated Report.

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