Development in the year under review
- Positive effects from the market and competitive environment.
- Further expansion of free WiFi, including in second class.
- Very good acceptance of the new Berlin — Munich high-speed line.
- Further intake of new ICE 4 and IC 2 vehicles.
- Negative development of punctuality, while customer satisfaction was stable.
DB Long-Distance | 2018 | 2017 | Change | 2016 | ||
absolute | % | |||||
Punctuality (rail) (%) | 74.9 | 78.5 | – | – | 78.9 | |
Rate of people making connections (long distance transport/long-distance transport) (%) | 83.9 | 85.8 | – | – | 85.9 | |
Customer satisfaction (SI) | 77 | 77 | – | – | 77 | |
Passengers (rail) (million) | 147.9 | 142.2 | + 5.7 | + 4.0 | 139.0 | |
Passengers (long-distance bus) (million) | 0.7 | 0.7 | – | – | 0.8 | |
Volume sold (rail) (million pkm) | 42,827 | 40,548 | + 2,279 | + 5.6 | 39,516 | |
Volume sold (long-distance bus) (million pkm) | 194.6 | 176.6 | + 18.0 | + 10.2 | 224.1 | |
Volume produced (million train-path km) | 143.4 | 140.5 | + 2.9 | + 2.1 | 144.1 | |
| Load factor (%) | 56.1 | 55.5 | – | – | 52.9 | |
| Total revenues (€ million) | 4,682 | 4,347 | + 335 | + 7.7 | 4,159 | |
| Exernal revenues (€ million) | 4,528 | 4,193 | + 335 | + 8.0 | 4,012 | |
| EBITDA adjusted (€ million) | 675 | 611 | + 64 | + 10.5 | 419 | |
| EBIT adjusted (€ million) | 417 | 381 | + 36 | + 9.4 | 173 | |
| Gross capital expenditures (€ million) | 1,081 | 1,060 | + 21 | + 2.0 | 416 | |
| Employees as of Dec 31 (FTE) | 16,548 | 15,993 | + 555 | + 3.5 | 16,326 | |
| Employee satisfaction (SI) | 3.5 | – | – | – | 3.5 | |
| Employee satisfaction – follow-up workshop implementation rate (%) | – | 99,5 | – | – | – | |
| Share of women in Germany as of Dec 31 (%) | 27.1 | 27.1 | – | – | 27.1 | |
| Specific final energy consumption compared to 2006 (based on pkm) (%) | –29.3 | –26.7 | – | – | –22.9 | |
The punctuality of long-distance transport fell considerably in the year under review due to the highly utilized infrastructure and more vehicle and infrastructure disruptions accompanied by a persistently high level of external disruptions. As a result of the decrease in punctuality, the rate of people successfully making long-distance transport connections also declined.
Customer satisfaction was at the same level as in the previous year. The positive developments resulting from the implementation of measures in six bundles (WiFi and cell phone reception, cleanliness of seats and restrooms, temperature, onboard railway staff, price perception and
IC 1 modernization) were largely offset by the negative punctuality developments. To assess customer satisfaction, about 15,000 customers are asked each year in six waves about their satisfaction with their latest journey.
Performance development in rail transport was mainly positive.
- The number of passengers and volume sold increased. This development was driven primarily by the service offering expansion owing to the new Berlin — Munich high-speed line and the Gäu railway. Market-driven stimuli, measures to further enhance the product offering, the expansion of free WiFi, including in second class, and pricing measures were also positive. However, the weather-related restrictions, heavy construction activity within the network and route closures put a damper on development.
- The commissioning of new routes also resulted in an increase in volume produced.
- As the number of passengers increased, the load factor rose.
Supply adjustments to individual lines resulted in a positive performance development in bus services.
The economic development was encouraging. Adjusted EBIT and EBITDA improved as a result of the significant increase in revenues. Higher expenses and the omission of the effect from the nuclear fuel tax reimbursement in the previous year had a dampening effect.
- Revenues were significantly positive due to price and performance effects. Supportive effects also resulted from an improved competitive environment.
- The decline of other operating income (– 23.4%) is mainly a result of the omission of the reimbursement of the nuclear fuel tax in the previous year and unusually high income from the sale of vehicles.
Expenses recorded significant additional burdens:
- The increase in the cost of materials (+ 5.6%) was mainly driven by higher infrastructure expenses and quality improvement measures.
- The higher personnel expenses (+ 3.4%) resulted mainly from collective bargaining agreement wage increases and an increase in the number of employees.
- Other operating expenses (+ 8.9%) also increased, which was mainly a result of increased expenses for travel support, passenger rights, quality-related measures and IT.
- The increase in depreciations (+ 12.2%) is mainly due to the new ICE 4 and IC 2 trains. High capital expenditures in facility infrastructure during the previous year also increased depreciation.
Capital expenditure activities continued to increase slightly, reaching a new level, and was characterized by vehicle acquisitions (ICE 4 and IC 2). This was offset by less capital expenditures in facility infrastructure due to projects completed in the previous year.
The number of employees as of December 31, 2018 increased as a result of the expansion of services.
Employee satisfaction was stable. The share of women also remained stable during the year under review.
The specific final energy consumption declined in the year under review. This improvement was driven by the new ICE 4 trains, which are much more energy efficient in operation than expected, and the good capacity utilization of our trains. At the same time, we also continued to increase the energy efficiency of journeys made by older series. Constant improvement to the energy-efficient driving style of our locomotive drivers was a decisive factor. Unfortunately these effects could not make their full impact due to the poor punctuality development as trains that run on time are especially energy-efficient. The newly introduced driving assistance system has also started to show results.