Implementation of projects
Our measures involve not only large capital expenditure volumes, but also a large number of highly complex projects. Changes to the legal framework, delays in implementation (due among other things to more extensive public participation), necessary adjustments during terms often lasting several years, deviations from the increase in funding for capital expenditures agreed with the Federal Government, or changes to purchase prices may lead to project and liquidity risks. The networked production structure means that these can often affect a number of business units. For example, in such cases, planned shifts in the mode of transport from road to rail may not be feasible. We keep up to date with these developments by closely monitoring projects.
When implementing planned measures from various programs, such as the Strong Rail strategy for the Integrated Rail System, the DB Cargo transformation program, or the UNLEASH strategy at DB Schenker, there is the risk that it will either not be possible to realize the planned effects, or that it will only be possible to realize them to a lesser extent and/or that they may be delayed. At the same time, however, there is also the opportunity to exceed the planned effects.
