Outlook for 2026 and our medium- term to long-term targets

DB Group is working with the Federal Government and the industry to achieve five key targets:

• Perceptible reliability, especially thanks to improved punctuality.
• Lasting economic viability, particularly for the train oper­ating companies.
• Greater public welfare focus, for example by connecting rural ­areas and through climate protection.
• Rapid implementation of measures.
• Effective governance by the Federal Government.

One key area of action for DB Group is perceptible reliability, especially thanks to improved punctuality. Since the mod­ernization of the rail infrastructure is essential for sustainable and efficient rail transport, it will take time to achieve the desired results. The previous punctuality targets for DB Long-Distance rail services were therefore reviewed by the BMV to assess their realistic feasibility. It was jointly determined that punctuality must first be stabilized, and the target for 2026 was set at 60 %. To ensure that the “restart” is imme­diately tangible and to strengthen customer confidence, three Group-wide immediate action programs will be implemented starting in 2026. Additional funding of € 140 million is available. The three immediate action programs are guided by clearly defined performance indicators and their effec­tiveness is measured.

• The immediate action program for more comfort on long-distance trains is intended to stabilize key services on long-distance trains. The effectiveness of the measures will be measured in 2026 based on factors such as the availability of on-board dining services (reduction in the number of malfunctioning galleys), the functionality of restroom facilities (reduction in the number of malfunc­tioning restrooms) and quality indicators for cleaning before and during the train run (increase in the cleaning rate).
• The immediate action program for better customer communication is intended to significantly improve the quality and reliability of passenger information throughout the entire travel chain. To this end, data quality and the underlying processes will be further developed and the potential of AI will be harnessed. In addition, distribution channels should be standardized where appropriate to minimize media discontinuities. Through functional enhancements and the modernization of vehicle displays and digital information systems at stations, the goal is to achieve improvements that are noticeable to customers.
• The immediate action program for improved security and cleanliness at stations is intended to sustainably improve the quality of stay in and around stations. One focus is the modernization and renovation of stations (imple­mentation of stations of the future) and concourse build­ings. Security will be enhanced through an increased on-site presence, the expansion of video surveillance technology and an expanded security package for operational staff. Measures to improve cleanliness include stepping up cleaning services, expanding the spring clean­ing campaign and increasing the use of maintenance crews directly at the stations.

In light of the comprehensive “restart,” it was necessary to adjust the content and process of the medium-term planning in 2025. In December 2025, the budget plan for 2026 and the project and capital expenditure plans for 2026 and beyond were therefore initially submitted to the Supervisory Board for approval, taking into account the available Government funds. No medium-term and long-term plan for the years starting in 2027 was presented.

In June 2026, the target system, including key financial and non-financial indicators for the years 2027 through 2030, will be presented to the Supervisory Board as part of a strategy meeting. This key figure-based target system forms the basis for the upcoming 2026 planning process. At the Supervisory Board meeting in December 2026, the complete medium-term planning for the 2026 planning cycle (2027 to 2031) will be presented to the Supervisory Board. For this reason, this Annual Report does not set out any quantified strategic goals for the medium term and long term.