2017 Integrated Report – Departure into a new era

Markets and strategy

The contributions made by the Federal Government to the infrastructure financing are of material importance to secure the competitiveness of rail as a mode of transport. A central instrument for this is the LuFV.

  • Economicdimension: By developing infrastructure in line with customer and market requirements, we enable the entire rail transport sector to take advantage of opportunities for growth. Our vision places the focus on customers: “Together with our customers, we make rail the first choice.” This is how we make our contribution to the competitiveness of rail. With a strong focus on the economic objectives, three key strategic anchor switches will help us achieve this vision:
    • an increase in quality,
    • better control of capacity and
    • a radical simplification of the customer interface.

The program Transport Network of the Future was de­­rived from this vision along the strategic anchors of quality, capacity and simplicity. Transport Network of the Future combines all projects that have a significant influence on the objectives. Increasing customer satisfaction requires optimum utilization and capacity control. In addition to creating additional capacity, we want to modernize and maintain the network efficiently and in line with requirements. Integrated capital expenditure and maintenance planning as well as concentrating construction sites into corridors and integrating them into the annual timetable will ensure the most efficient use of resources. At the same time, we strive to minimize the effects for our customers. We attempt to guarantee high availability and quality of infrastructure in spite of ever-­increasing transport volume. We incorporate our network development strategy created on the basis of customer requirements into the BVWP. We have established an additional infrastructure financing instrument in the form of the network fund. We launched the OPEX program for production processes and the Business Process Excellence (Geschäftsprozess-Exzellenz; GPEX) program for control and support processes at the start of 2017. Both programs focus on the customer and performance capability, and are intended, for example, to establish new methods and standards to achieve process optimization in close cooperation with our customers.

  • Socialdimension: Our employee structure is defined by a high average age. Successful recruitment and the timely qualification of our employees is therefore crucial. Furthermore, we make use of the opportunities provided by the collective bargaining agreement de­signed to address demographic change and rely on such methods as flexible working time models to improve work-life balance. In order to improve employee satisfaction, we are continuing with the cultural development processes and promoting a more transformational leadership style.
  • Environmental dimension: By implementing both conventional and innovative noise reduction measures and the LaTPS, we are making an important contribution to the reduction of noise pollution caused by rail transport. Furthermore, we are also reducing our CO₂ emissions, for example through the energy-focused renovation of our workshops and a network-wide energy efficiency program, and are increasing the efficient use of materials and resources by recycling tracks, ties no. 73andballast no. 51.