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Development in the year under review
- Punctuality and track demand slightly higher.
- Increased revenues from price and volume effects.
- Higher expenses for personnel in particular had a negative impact on the development of profit.
- Net capital expenditures increased significantly.
DB Netze Track | 2019 | 2018 | Change | 2017 | ||
absolute | % | |||||
| Punctuality DB Group (rail) in Germany (%) | 93.7 | 93.4 | – | – | 93.9 |
| Punctuality (rail) in Germany 1) (%) | 93.1 | 92.9 | – | – | 93.6 | |
| Customer satisfaction (SI) | 65 | 64 | – | – | 67 | |
| Length of line operated as of Dec 31 (km) | 33,291 | 33,299 | – 8 | – | 33,348 | |
| Train kilometers on track infrastructure (million train-path km) | 1,089 | 1,084 | + 5 | + 0.5 | 1,072 | |
| thereof non-Group railways | 368.2 | 349.2 | + 19.0 | + 5.4 | 331.3 | |
| Share of non-Group railways (%) | 33.8 | 32.2 | – | – | 30.9 | |
| Total revenues (€ million) | 5,652 | 5,511 | + 141 | + 2.6 | 5,364 | |
| External revenues (€ million) | 1,687 | 1,559 | + 128 | + 8.2 | 1,522 | |
| Share of total revenues (%) | 29.8 | 28.3 | – | – | 28.4 | |
EBITDA adjusted (€ million) | 1,443 | 1,446 | – 3 | – 0.2 | 1,484 | |
EBIT adjusted (€ million) | 807 | 840 | – 33 | – 3.9 | 687 | |
| Operating income after interest (€ million) | 628 | 634 | – 6 | – 0.9 | 442 | |
| Gross capital expenditures (€ million) | 7,441 | 6,901 | + 540 | + 7.8 | 6,601 | |
| Net capital expenditures (€ million) | 1,055 | 564 | + 491 | + 87.1 | 660 | |
| Employees as of Dec 31 (FTE) | 48,787 | 46,969 | + 1,818 | + 3.9 | 45,375 |
| Employee satisfaction (SI) | – | 3.7 | – | – | – | |
| Employee satisfaction – follow-up workshop implementation rate (%) | 99.0 | – | – | – | 99.1 | |
| Share of women as of Dec 31 (%) | 19.2 | 19.2 | – | – | 18.8 | |
| Track kilometers noise remediated in total as of Dec 31 (km) | 1,844 | 1,758 | + 86 | + 4.9 | 1,701 |
Both the punctuality of the non-Group TOCs and intra-Group TOCs increased, mainly due to the initiated improvement measures.
Customer satisfaction improved slightly. To assess this, about 290 customers are asked about their satisfaction with all of the services offered to them. Our customers positively assessed our services in the areas of service competency
and network timetable, particularly. Above all, the areas of infrastructure availability and construction measures were viewed critically.
Train kilometers on track infrastructure increased, above all, in the wake of higher demand from non-Group customers (especially in regional transport) and from DB Long-Distance. Lower demand from intra-Group customers in freight and regional transport had a dampening effect.
Economic development was slightly weaker. The positive income development was largely offset by higher personnel expenses, which led to a slight decline in the operating profit figures.
- Revenues increased noticeably due to increases in demand and price effects.
- Other operating income (+0.4%/€ +4 million) was at the previous year’s level overall. Lower income from, among other things, the disposal of fixed assets (real estate) was offset by higher project income, among other things.
On the expenses side, there were noticeable additional charges, especially in the case of personnel expenses.
- Cost of materials (–1.9%/€ –37 million) declined, partly due to lower special charges in maintenance expenses (weather damage). Higher energy expenses had a dampening effect.
- Personnel expenses (+6.8%/€ +200 million) rose as a result of the collective bargaining agreements and the higher number of employees.
- The increase in other operating expenses (+4.4%/€ +52 million) resulted, in particular, from increased expenses for compensation for damages and increased IT services due to volume. In particular, lower rental expenses had a partially compensating effect.
- Depreciation (+5.0%/€ +30 million) increased significantly due to lower write-ups on damaged sleepers and capital expenditures.
Capital expenditures increased appreciably as a result of the increase in net capital expenditures. This resulted, in particular, from higher capital expenditures in expansion projects (primarily the Stuttgart — Ulm Project) and higher capital expenditures in the existing network.
The number of employees increased significantly to cover demand and ensure succession planning, particularly in the areas of maintenance, construction projects and operations.
Employee satisfaction is measured every two years. In the year under review, the focus was on follow-up processes to the 2018 survey. The follow-up workshop implementation rate was stable at a very high level.
The share of women remained unchanged.
Within the framework of the noise remediation program we also carried out noise remediation measures on additional lines in the year under review.