Segement information according to segements
Jan 1 through Dec 31 or respectively as of Dec 31 | DB Long-Distance | DB Regional | DB Cargo | DB Netze Track | DB Netze Stations | DB Netze Energy | Subsidiaries/Other | Consolidation | Integrated rail system | DB Arriva | DB Schenker | Consolidation other | DB Group adjusted | Reconciliation 1) | DB Group | |||||||||||||||
2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | |
External revenues | 2,753 | 4,824 | 7,553 | 8,830 | 3,854 | 4,188 | 1,808 | 1,687 | 525 | 590 | 1,297 | 1,308 | 523 | 581 | – | – | 18,313 | 22,008 | 3,988 | 5,405 | 17,601 | 17,018 | – | – | 39,902 | 44,431 | –1 | –1 | 39,901 | 44,430 |
Internal revenues | 126 | 161 | 109 | 115 | 265 | 261 | 3,852 | 3,965 | 733 | 749 | 1,427 | 1,504 | 4,852 | 4,611 | –11,166 | –911,154 | 198 | 212 | 2 | 5 | 70 | 73 | –270 | –290 | – | – | – | – | – | – |
Total revenues | 2,879 | 4,985 | 7,662 | 8,945 | 4,119 | 4,449 | 5,660 | 5,652 | 1,258 | 1,339 | 2,724 | 2,812 | 5,375 | 5,192 | –11,166 | –11,154 | 18,511 | 22,220 | 3,990 | 5,410 | 17,671 | 17,091 | –270 | –290 | 39,902 | 44,431 | –1 | –1 | 39,901 | 44,430 |
Other external income | 140 | 162 | 850 | 288 | 386 | 420 | 713 | 822 | 160 | 196 | 36 | 48 | 450 | 514 | – | – | 2,735 | 2,450 | 395 | 311 | 261 | 247 | – | – | 3,391 | 3,008 | 48 | 22 | 3,439 | 3,030 |
Other internal income | 68 | 57 | 114 | 105 | 45 | 52 | 265 | 265 | 30 | 27 | 40 | 34 | 1,270 | 1,224 | –1,760 | –1,693 | 72 | 71 | 1 | –1 | 10 | 9 | –83 | –79 | – | – | – | – | – | – |
Inventory changes and other internally produced and capitalized assets | 15 | 12 | 47 | 82 | 40 | 40 | 1,192 | 1,009 | 89 | 65 | 24 | 20 | 822 | 713 | 1,306 | 1,196 | 3,535 | 3,137 | 9 | 11 | 5 | 8 | 15 | 10 | 3,564 | 3,166 | – | – | 3,564 | 3,166 |
Total income | 3,102 | 5,216 | 8,673 | 9,420 | 4,590 | 4,961 | 7,830 | 7,748 | 1,537 | 1,627 | 2,824 | 2,914 | 7,917 | 7,643 | –11,620 | –11,651 | 24,853 | 27,878 | 4,395 | 5,731 | 17,947 | 17,355 | –338 | –359 | 46,857 | 50,605 | 47 | 21 | 46,904 | 50,626 |
Cost of materials | –2,711 | –2,769 | –5,394 | –5,545 | –2,527 | –2,590 | –2,155 | –1,931 | –691 | –637 | –2,468 | –2,531 | –3,132 | –2,943 | 9,205 | 9,302 | –9,873 | –9,644 | –1,430 | –1,779 | –11,579 | –11,058 | 199 | 222 | –22,683 | –22,259 | –74 | –3 | –22,757 | –22,262 |
Personnel expenses | –1,119 | –1,054 | –2,172 | –2,127 | –1,771 | –1,741 | –3,306 | –3,145 | –401 | –373 | 134 | –130 | –3,718 | –3,554 | – | 1 | –12,621 | –12,123 | –2,109 | –2,424 | –3,437 | –3,465 | – | 1 | –18,167 | –18,011 | –130 | –141 | –18,297 | –18,152 |
Other operating expenses | –609 | –604 | –923 | –692 | –613 | –617 | –1,283 | –1,229 | –274 | –268 | –131 | –125 | –1,165 | –1,208 | 2,293 | 2,248 | –2,705 | –2,495 | –805 | –776 | –1,624 | –1,750 | 129 | 122 | –5,005 | –4,899 | –230 | –258 | –5,235 | –5,157 |
EBITDA | –1,337 | 789 | 184 | 1,056 | –321 | 13 | 1,086 | 1,443 | 171 | 349 | 91 | 128 | –98 | –62 | –122 | –100 | –346 | 3,616 | 51 | 752 | 1,307 | 1,082 | –10 | –14 | 1,002 | 5,436 | –387 | –381 | 615 | 5,055 |
Depreciation 2) | –344 | –304 | –631 | –648 | –363 | –321 | –685 | –662 | –147 | –139 | –84 | –85 | –551 | –513 | 59 | 53 | –2,746 | –2,619 | –446 | –462 | –586 | –544 | 2 | 1 | –3,776 | –3,624 | –52 | –64 | –3,828 | –3,688 |
Impairments recognized/reversed 2) | – | – | –4 | 0 | –44 | 0 | 8 | 26 | – | – | –2 | 0 | –41 | 0 | – | – | –83 | 26 | –36 | –1 | –10 | – | – | – | –129 | 25 | –1,415 | –8 | –1,544 | 17 |
EBIT (operating profit/loss) | –1,681 | 485 | –451 | 408 | –728 | –308 | 409 | 807 | 24 | 210 | 5 | 43 | –690 | –575 | –63 | –47 | –3,175 | 1,023 | –431 | 289 | 711 | 538 | –8 | –13 | –2,903 | 1,837 | –1,854 | –453 | –4,757 | 1,384 |
Operating interest balance 3) | –19 | –6 | –46 | –48 | –58 | –63 | –143 | –179 | –31 | –39 | –16 | –20 | –133 | –160 | – | – | –446 | –515 | –37 | –48 | –58 | –57 | – | – | –541 | –620 | – | – | – | – |
Operating income after interest 3) | –1,700 | 479 | –497 | 360 | –786 | –371 | 266 | 628 | –7 | 171 | –11 | 23 | –823 | –735 | –63 | –47 | –3,621 | 508 | –468 | 241 | 653 | 481 | –8 | –13 | –3,444 | 1,217 | – | – | – | – |
1) Relating to special items and reclassification PPA amortization of customer contracts as well as the reconciliation of capital employed to the external display.
2) The non-cash items are included in the segment result shown.
3) Key figure from internal reporting, no external figures.
4) Content allocation in accordance with management reporting.
5) Profit transfer agreements were not assigned to segment assets or liabilities.
6) The number of employees comprises the workforce, excluding vocational trainees, and dual degree students at the end of the reporting period (part-time employees have been converted to full-time employees).
Jan 1 through Dec 31 or respectively as of Dec 31 | DB Long-Distance | DB Regional | DB Cargo | DB Netze Track | DB Netze Stations | DB Netze Energy | Subsidiaries/Other | Consolidation | Integrated rail system | DB Arriva | DB Schenker | Consolidation other | DB Group adjusted | Reconciliation 1) | DB Group | |||||||||||||||
2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | |
Property, plant and equipment | 5,456 | 4,591 | 6,296 | 6,533 | 3,037 | 3,037 | 20,676 | 19,995 | 3,476 | 3,382 | 1,144 | 1,171 | 3,026 | 2,679 | –840 | –788 | 42,271 | 40,600 | 2,518 | 3,197 | 2,938 | 2,811 | –23 | –17 | 47,704 | 46,591 | – | – | 47,704 | 46,591 |
Intangible assets | 48 | 23 | 37 | 35 | 185 | 190 | 160 | 147 | 48 | 35 | 10 | 18 | 288 | 287 | –52 | –43 | 724 | 692 | 215 | 1,756 | 1,352 | 1,448 | –1 | –2 | 2,290 | 3,894 | – | – | 2,290 | 3,894 |
thereof goodwill | 0 | 0 | 6 | 6 | 1 | 1 | – | – | – | – | – | – | 27 | 14 | – | – | 34 | 21 | 0 | 1,435 | 1,111 | 1,164 | – | – | 1,145 | 2,620 | – | – | 1,145 | 2,620 |
Inventories | 172 | 138 | 527 | 237 | 188 | 168 | 229 | 216 | 0 | 0 | 104 | 103 | 570 | 496 | –20 | –17 | 1,770 | 1,341 | 88 | 103 | 79 | 76 | – | – | 1,937 | 1,520 | – | – | 1,937 | 1,520 |
Trade receivables 4) | 37 | 63 | 727 | 751 | 456 | 482 | 153 | 170 | 71 | 76 | 112 | 170 | 314 | 465 | – | – | 1,870 | 2,177 | 294 | 450 | 2,677 | 2,248 | – | – | 4,841 | 4,875 | 8 | –4 | 4,849 | 4,871 |
Receivables and other assets 4) | 125 | 171 | 964 | 735 | 190 | 193 | 453 | 536 | 51 | 22 | 159 | 145 | 1,186 | 1,220 | –1,447 | –1,598 | 1,681 | 1,424 | 516 | 482 | 618 | 581 | –88 | –103 | 2,727 | 2,384 | 618 | 408 | 3,345 | 2,792 |
Receivables from financing and earmarked | – | – | – | – | – | – | – | – | – | – | – | – | – | – | – | – | – | – | – | – | – | – | – | – | – | – | –625 | –404 | –625 | –404 |
Income tax receivables | – | – | 1 | 1 | 2 | 1 | – | 0 | – | – | 0 | 0 | 6 | 6 | – | – | 9 | 8 | 14 | 15 | 32 | 37 | – | – | 55 | 60 | – | – | 55 | 60 |
Held-for-sale assets 4) | – | – | – | – | – | – | – | – | – | – | – | – | 0 | 0 | 0 | 0 | – | – | – | – | – | – | – | – | – | – | – | – | 0 | 0 |
Trade liabilities 4) | –299 | –355 | –967 | –607 | –407 | –452 | –666 | –530 | –96 | –91 | –422 | –283 | –621 | –604 | – | 1 | –3,478 | –2,921 | –563 | –667 | –2,435 | –2,055 | – | – | –6,476 | –5,643 | 164 | –146 | –6,312 | –5,789 |
Miscellaneous and other liabilities 4) | –244 | –281 | –894 | –789 | –219 | –246 | –613 | –615 | –241 | –195 | –44 | –67 | –791 | –901 | 1,446 | 1,597 | –1,600 | –1,497 | –277 | –221 | –511 | –547 | 88 | 104 | –2,300 | –2,161 | –1,742 | –1,609 | –4,042 | –3,770 |
Income tax liabilities | 0 | 0 | –1 | –1 | –2 | –8 | – | – | 0 | 0 | – | – | –36 | –38 | – | – | –39 | –47 | –62 | –76 | –99 | –72 | 9 | 5 | –191 | –190 | – | – | –191 | –190 |
Other provisions | –31 | –26 | –2,200 | –1,564 | –197 | –149 | –482 | –351 | –41 | –26 | –28 | –24 | –2,292 | –2,250 | – | – | –5,271 | –4,390 | –351 | –334 | –409 | –363 | –10 | –11 | –6,041 | –5,098 | – | – | –6,041 | –5,098 |
Deferred items | –385 | –476 | –110 | –126 | –5 | –7 | –238 | –379 | –104 | –115 | –1 | –2 | –45 | –107 | – | – | –888 | –1,212 | –306 | –256 | –11 | –11 | – | 1 | –1,205 | –1,478 | – | – | –1,205 | –1,478 |
Deferred liabilities 4) | –74 | –95 | –158 | –195 | –172 | –203 | –235 | –274 | –15 | –24 | –8 | –11 | –315 | –361 | – | – | –977 | –1,163 | –150 | –173 | –450 | –419 | – | – | –1,577 | –1,755 | 1,577 | 1,755 | – | – |
Capital employed 5) | 4,805 | 3,753 | 4,222 | 5,010 | 3,056 | 3,006 | 19,437 | 18,915 | 3,149 | 3,064 | 1,026 | 1,220 | 1,290 | 892 | –913 | –848 | 36,072 | 35,012 | 1,936 | 4,276 | 3,781 | 3,734 | –25 | –23 | 41,764 | 42,999 | – | – | 41,764 | 42,999 |
1) Relating to special items and reclassification PPA amortization of customer contracts as well as the reconciliation of capital employed to the external display.
2) The non-cash items are included in the segment result shown.
3) Key figure from internal reporting, no external figures.
4) Content allocation in accordance with management reporting.
5) Profit transfer agreements were not assigned to segment assets or liabilities.
6) The number of employees comprises the workforce, excluding vocational trainees, and dual degree students at the end of the reporting period (part-time employees have been converted to full-time employees).
Jan 1 through Dec 31 or respectively as of Dec 31 | DB Long-Distance | DB Regional | DB Cargo | DB Netze Track | DB Netze Stations | DB Netze Energy | Subsidiaries/Other | Consolidation | Integrated rail system | DB Arriva | DB Schenker | Consolidation other | DB Group adjusted | Reconciliation 1) | DB Group | |||||||||||||||
2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | 2020 | 2019 | |
Net financial debt | 2,335 | 1,379 | 1,623 | 2,494 | 2,503 | 2,506 | 10,454 | 10,090 | 1,600 | 1,543 | 608 | 782 | 7,315 | 1,798 | – | – | 26,438 | 20,592 | 1,208 | 1,760 | 1,699 | 1,823 | – | – | 29,345 | 24,175 | – | – | 29,345 | 24,175 |
Investments accounted for using the equity method | 1 | 1 | 4 | 4 | 33 | 38 | 2 | 1 | 0 | 0 | 0 | 0 | 353 | 347 | – | – | 393 | 391 | 54 | 99 | 11 | 11 | – | – | 458 | 501 | – | – | 458 | 501 |
Result from investments accounted for using the equity method | 0 | 0 | 0 | 1 | 4 | 2 | 1 | 0 | – | – | 0 | 0 | –26 | –24 | – | – | –21 | –21 | –1 | 8 | 1 | 1 | – | – | –21 | –12 | – | – | –21 | –12 |
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Gross capital expenditures | 1,290 | 1,241 | 434 | 560 | 452 | 570 | 8,480 | 7,441 | 1,338 | 1,096 | 273 | 193 | 981 | 714 | –120 | –102 | 13,128 | 11,713 | 457 | 718 | 817 | 662 | – | – | 14,402 | 13,093 | – | – | 14,402 | 13,093 |
Investment grants received | –40 | – | –16 | –12 | –14 | –47 | –7,117 | –6,386 | –1,085 | –834 | –222 | –132 | 0 | –1 | – | – | –8,494 | –7,412 | –22 | –35 | – | – | – | – | –8,516 | –7,447 | – | – | –8,516 | –7,447 |
Net capital expenditures | 1,250 | 1,241 | 418 | 548 | 438 | 523 | 1,363 | 1,055 | 253 | 262 | 51 | 61 | 981 | 713 | –120 | –102 | 4,634 | 4,301 | 435 | 683 | 817 | 662 | – | – | 5,886 | 5,646 | – | – | 5,886 | 5,646 |
Additions due to changes in the scope of consolidation | – | – | – | – | 16 | – | 1 | – | – | – | – | – | 16 | 0 | – | – | 33 | 0 | – | –1 | – | – | – | – | 33 | –1 | – | – | 33 | –1 |
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Employees 6) | 18,794 | 17,289 | 37,159 | 36,374 | 30,052 | 29,525 | 50,330 | 48,787 | 6,525 | 6,216 | 1,861 | 1,772 | 57,878 | 55,497 | – | – | 202,599 | 195,460 | 46,008 | 52,331 | 74,161 | 76,153 | – | – | 322,768 | 323,944 | – | – | 322,768 | 323,944 |
1) Relating to special items and reclassification PPA amortization of customer contracts as well as the reconciliation of capital employed to the external display.
2) The non-cash items are included in the segment result shown.
3) Key figure from internal reporting, no external figures.
4) Content allocation in accordance with management reporting.
5) Profit transfer agreements were not assigned to segment assets or liabilities.
6) The number of employees comprises the workforce, excluding vocational trainees, and dual degree students at the end of the reporting period (part-time employees have been converted to full-time employees).
