Transforming the Future of Mobility
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The Connected Train
ascent Thought leadership from Atos white paper The Connected Train Your business technologists. Powering progress All around the world Atos is bringing connectivity to places where it has never been envisaged, delivering benefit to both business and user. We make sure that people have access to the right information no matter what their activity or context. Global rail is a major research area led by our experience in the UK where we have significant heritage and ‘on the ground’ vision. With travelers, operators and nation states demanding high bandwidth to improve passenger experience and drive business efficiencies we are defining a new economic and technical model that gives passengers free WiFi without the rail industry carrying operational cost. Furthermore we are focused on the true business benefit to all parties in the rail industry; revenue and margin drivers are at the core of our proposition. This paper outlines a blueprint for this service called The Connected Train. We examine the nature of the proposition by posing and answering a number of questions. Published in April 2014 © Atos, 2014, all rights reserved. The contents of this white paper is owned by Atos. You may not use or reproduce it in any type of media, unless you have been granted prior written consent thereto by a competent person authorized to represent Atos for such purpose. 2 Ascent / The Connected Train The Connected Train Contents 04 11 What is The Connected Train? How much bandwidth does a passenger need? 05 What is the value chain? 12 How much bandwidth -
DB Schenker - the Transportation and Logistics Division of Deutsche Bahn
DB Schenker - The Transportation and Logistics Division of Deutsche Bahn DB Mobility Logistics AG Transportation and Logistics Dirk Scheers, director sales & key accounts Agenda1 Transportation and Logistics division DB Schenker Logistics DB Schenker Rail 2020 Strategy NGe S Next Generati on E services DB Schenker Belgium Overview of revenues, EBIT and employees of DB and its business units 2014 Revenues 2014 (m € ) EBIT 2014 (m €) Employees 2014 [fte2] DB Bahn Long Distance 4,034 212 16,461 DB Bahn Regional 8,831 843 36,605 DB Arriva 4,,9491 265 45,712 DB Schenker Rail 4,863 46 30,842 DB Schenker Logistics 14,943 332 64,810 DB Netze Track 4,951 562 43,382 DB Netze Stations 1,172 240 4,867 DB Netze Energy 2, 797 55 1, 770 DB Services 3,172 82 25,476 1 39,720 2,109 295,763 As of December 31, 2014; 1 Difference between total for divisions and DB Group due to other activities/consolidation (revenues, EBIT) and other (employees); 2 full time equivalent A rail freight company operating in Germany has become a ggplobal transportation and lo ggpgistics group Until 2001 Today National Global transportation and logistics rail freight network network Acquisitions, organic growth 19.8 EUR bn1 revenue Solutions along the whole 3.5 EUR bn revenue logistics chain Rail freight network Global network with intermodal Primarily national services services 1 As of 31.12.2014 DB Schenker Logistics offers global transport and logistics solutions – onshore, by sea and in the air DB Schenker Logistics Employees: 64, 051 Revenues (EUR): 14.9 bn EBIT (EUR): 335 -
Sustainability Report 2009 Texts of the Online Report for Downloading
Sustainability Report 2009 Texts of the online report for downloading 1 Note: These are the texts of the Sustainability Report 2009, which are being made available in this file for archival purposes. The Sustainability Report was designed for an Internet presentation. Thus, for example, related links are shown only on the Internet in order to ensure that the report can be kept up-to-date over the next two years until the next report is due. Where appropriate, graphics are offered on the Internet in better quality than in this document in order to reduce the size of the file downloaded. 2 Table of Contents 1 Our company 6 1.1 Preface .................................................................................................................................... 6 1.2 Corporate Culture................................................................................................................... 7 1.2.1 Confidence..................................................................................................................................... 7 1.2.2 Values ............................................................................................................................................ 8 1.2.3 Dialog ........................................................................................................................................... 10 1.2.3.1 Stakeholder dialogs 10 1.2.3.2 Memberships 12 1.2.3.3 Environmental dialog 14 1.3 Strategy ................................................................................................................................ -
Financial Statements
FINANCIAL STATEMENTS 62 STATEMENT OF INCOME 65 NOTES TO THE FINANCIAL 76 LIST OF SHAREHOLDINGS STATEMENTS 62 BALANCE SHEET 86 AUDITOR’S REPORT > 67 Notes to the balance sheet > 62 Assets > 71 Notes to the statement > 86 Report on the financial > 62 Equity and liabilities of income statements > 86 Report on the management 63 STATEMENT OF CASH FLOWS > 72 Notes to the statement of cash flows report 64 FIXED AssETS SCHEDULE > 72 Other disclosures 62 DEUTSCHE BAHN AG 2014 MANAGEMENT REPORT AND FINANCIAL STATEMENTS STATEMENT OF INCOME JAN 1 THROUGH DEC 31 [€ mILLION] Note 2014 2013 Inventory changes 0 0 Other internally produced and capitalized assets 0 – Overall performance 0 0 Other operating income (16) 1,179 1,087 Cost of materials (17) –95 –91 Personnel expenses (18) –324 –303 Depreciation –10 –12 Other operating expenses (19) –970 –850 –220 –169 Net investment income (20) 794 583 Net interest income (21) –67 –37 Result from ordinary activities 507 377 Taxes on income (22) 37 –10 Net profit for the year 544 367 Profit carried forward 4,531 4,364 Net retained profit 5,075 4,731 BALANCE SHEET AssETS [€ MILLION] Note Dec 31, 2014 Dec 31, 2013 A. FIXED ASSETS Property, plant and equipment (2) 29 33 Financial assets (2) 26,836 27,298 26,865 27,331 B. CUrrENT ASSETS Inventories (3) 1 1 Receivables and other assets (4) 4,412 3,690 Cash and cash equivalents 3,083 2,021 7,496 5,712 C. PREpaYMENTS anD AccrUED IncoME (5) 0 1 34,361 33,044 EQUITY AND LIABILITIES [€ MILLION] Note Dec 31, 2014 Dec 31, 2013 A. -
DB Netz AG Network Statement 2020 Valid from 15.12.2019
DB Netz AG Network Statement 2020 valid from 15.12.2019 DB Netz AG Headquarters I.NMN Version control Date Modification 09.12.2018 Amendment of Network Statement 2019 as at 09. December 2018 (Publication of the Network Statement 2020) 06.12.2018 Addition of detailed information concerning funding of rail freight transport by way of pro-rated financing of the approves track access charges 13.02.2019 Amendment of Network Statement 2020 due to decision of the Fed- eral Network Agency (BNetzA) to the application of DB Netz AG for approval of the charging principles and charges for the provision of the minimum access package with effect from 15. December 2019 (TPS 2020) 21.06.2019 Amendment Section 6.3.3.1 of the Network Statement 08.08.2019 Amendment Section 6.5 of the Network Statement “Incentive system to enhance performance capability” 23.10.2019 Addition of detailed information concerning the implementation of terms of use Click&Ride Printed by DB Netz AG Editors Principles of Network Access/Regulation (I.NMN) Theodor-Heuss-Allee 7 60486 Frankfurt am Main Picture credits Front page photo: Urheber: Volker Emersleben Copyright: Deutsche Bahn AG Network Statement 2020, editorial status 23.10.2019 2 Notes 1. Pending court proceedings regarding prohibitions of individual clauses The following clauses may still be modified due to court proceedings: Section 2.9.8.3 The Federal Network Agency (BNetzA) rejected the intended modification in section 2.9.8.3 sentence 2 lit. c) of the Network Statement 2018 with its decision of 18 November 2016 – BK 10-16-0009_Z, namely the modification to use the word “material” in relation to contractual duties. -
Kosmos – Deutsche Bahn
Kosmos Deutsche Bahn Kosmos Deutsche Bahn a Integrierter Bericht 2020 Fakten rund um die Deutsche Bahn Fakten rund um die Deutsche Bahn Der Deutsche Bahn Konzern (DB-Konzern) kehrsträger bewegen wir Menschen und ist ein führender Mobilitäts- und Logis - Güter. Der DB-Kon zern besteht im We- tik anbieter mit klarem Fokus auf Schienen- sentlichen aus dem Systemverbund Bahn verkehr in Deutschland. Die Konzernlei- sowie den zwei inter nationa len Beteili- tung befindet sich in Berlin. Rund 336.000 gungen DB Schenker und DB Arriva. Der Mitarbeitende sind im DB-Konzern be- Systemverbund Bahn umfasst unsere schäftigt, davon über 210.000 im System- Personenverkehrsaktivitäten in Deutsch- verbund Bahn. Durch den integrierten land, unsere Schienengüterverkehrs- Betrieb von Verkehr und Eisenbahninfra- aktivitäten, die operativen Serviceeinhei- struktur sowie die ökonomisch und öko- ten sowie die Eisenbahninfrastruktur logisch intel ligente Verknüpfung aller Ver- in Deutschland. Grundverständnis DB-Konzern GROSS BE TEIL IGU NG EN SYS TEMV ERB UN D BA HN Digitale Platt formen Navigator: Reiseplattform DB Schenker Zusätzliche Transport modi Mobimeo: Alltags- Klassische plattform Angebote Transporteure DB Arriva link2rail: Neue Güter- Infrastruktur Transport- verkehrs- formen plattform Kerngeschäft 2 Kosmos Deutsche Bahn a Integrierter Bericht 2020 Fakten rund um die Deutsche Bahn Weltweite Präsenz Eine Übersicht über unsere Länderaktivitäten finden Sie online: db.de/links_ib20 ∞ Länderpräsenz DB Fernverkehr 11 DB Regio 7 DB Cargo 18 DB E&C 37 DB Schenker >130 DB Arriva 14 Aktivitäten und Marktpositionen in Deutschland, Europa und weltweit 1 1 1 1 1 2 3 4 5 5 3 Kosmos Deutsche Bahn a Integrierter Bericht 2020 Systemverbund Bahn aaa Daten und Fakten Systemverbund Bahn Daten und Fakten > 7.900 km Bahnstromnetz DB Netze Energie bietet branchenübliche Energie- produkte rund um Traktions- energie sowie stationäre Energie- > 4.000 versorgung an. -
Investor Update September 2019
Investor Presentation Roadshow Asia/Pacific 2019 Deutsche Bahn AG, September 2019 1 Deutsche Bahn AG | September 2019 Roadshow APAC 2019 Group overview On track towards a better railway 2 Deutsche Bahn AG | September 2019 Roadshow APAC 2019 Group overview Strong Group portfolio with three strong pillars Passenger Freight Transport DB Group (2018) Infrastructure Transport and Logistics . International provider of mobility and logistics services. Active in >130 countries. Vertically integrated Group structure. DB AG acts as management holding company. Domestic and European Intelligent logistics Future-oriented rail . Ratings: Aa1 / AA- mobility services services via rail, land, infrastructure in air and the sea Germany Revenue structure (%) .4,669 mn rail and bus .256 mn t rail freight .1,086 mn train-path km passengers .>106 mn shipments on track infrastructure 8% 1% Passenger Transport .12.8 mn rail and bus .1.3 mn t air freight .Up to 800 construction 43% Transport and Logistics passengers/day .2.2 mn TEU ocean sites per day 48% Infrastructure freight .>120 stations offer free Other/consolidation Wi-Fi External revenues1) (€ mn) 44,024 +3.1% 18,823 +3.7% 21,150 +2.9% 3,478 +3.4% EBIT adjusted1) (€ mn) 2,111 -1.9% 1,209 +1.6% 313 -19.1% 1,082 +9.1% EBITDA adjusted1) (€ mn) 4,739 -3.9% 2,376 +1.7% 757 -6.1% 1,895 -5.1% Capital expenditures1) (€ mn) 11,205 +7.1% 1,946 -7.7% 860 +49.8% 7,971 +6.5% Employees (FTE, as of Dec 31) 318,528 +2.4% 105,485 -0.8% 104,659 +4.5% 54,507 +3.7% 1) Other/consolidation: Revenues 627; EBIT: -493; EBITDA: -289; Capex: 428; Employees: 53,877. -
PDF Herunterladen
Integrierter 2020 Bericht Deutsche Bahn Integrierter Bericht 2020 Ein starkes Team für eine starke Schiene Deutsche Bahn Zum interaktiven Auf einen Blick Kennzahlenvergleich √ Veränderung Ausgewählte Kennzahlen 2020 2019 absolut % FINANZKENNZAHLEN IN MIO. € Umsatz bereinigt 39.902 44.431 – 4.529 – 10,2 Umsatz vergleichbar 40.197 44.330 – 4.133 – 9,3 Ergebnis vor Ertragsteuern – 5.484 681 – 6.165 – Jahresergebnis – 5.707 680 – 6.387 – EBITDA bereinigt 1.002 5.436 – 4.434 – 81,6 EBIT bereinigt – 2.903 1.837 – 4.740 – Eigenkapital per 31.12. 7.270 14.927 – 7.657 – 51,3 Netto-Finanzschulden per 31.12. 29.345 24.175 + 5.170 + 21,4 Bilanzsumme per 31.12. 65.435 65.828 – 393 – 0,6 Capital Employed per 31.12. 41.764 42.999 – 1.235 – 2,9 Return on Capital Employed (ROCE) in % – 7,0 4,3 – – Tilgungsdeckung in % 0,8 15,3 – – Brutto-Investitionen 14.402 13.093 + 1.309 + 10,0 Netto-Investitionen 5.886 5.646 + 240 + 4,3 Mittelfluss aus gewöhnlicher Geschäftstätigkeit 1.420 3.278 – 1.858 – 56,7 LEISTUNGSKENNZAHLEN Reisende in Mio. 2.866 4.874 –2.008 –41,2 SCHIENENPERSONENVERKEHR Pünktlichkeit DB-Schienenpersonenverkehr in Deutschland in % 95,2 93,9 – – Pünktlichkeit DB Fernverkehr in% 81,8 75,9 – – Reisende in Mio. 1.499 2.603 –1.104 –42,4 davon in Deutschland 1.297 2.123 –826 –38,9 davon DB Fernverkehr 81,3 150,7 –69,4 –46,1 Verkehrsleistung in Mio. Pkm 51.933 98.402 –46.469 –47,2 Betriebsleistung in Mio. Trkm 677,8 767,3 –89,5 –11,7 SCHIENENGÜTERVERKEHR Beförderte Güter in Mio. -
Railway Capacity Allocation: a Survey of Market Organizations, Allocation Processes and Track Access Charges
Railway Capacity Allocation: A Survey of Market Organizations, Allocation Processes and Track Access Charges VTI Working Paper 2019:1 Abderrahman Ait Ali1,2 and Jonas Eliasson2 1 Transport Economics, VTI, Swedish National Road and Transport Research Institute 2 Communications and Transport Systems, Linköping University Abstract In the last few decades, many railway markets (especially in Europe) have been restructured to allow competition between different operators. This survey studies how competition has been introduced and regulated in a number of different countries around the world. In particular, we focus on a central part of market regulation specific to railway markets, namely the capacity allocation process. Conflicting capacity requests from different train operators need to be regulated and resolved, and the efficiency and transparency of this process is crucial. Related to this issue is how access charges are constructed and applied. Several European countries have vertically separated their railway markets, separating infrastructure management from train services provisions, thus allowing several train operators to compete with different passengers and freight services. However, few countries have so far managed to create efficient and transparent processes for allocating capacity between competing train operators, and incumbent operators still have larger market-share in many markets. Keywords Railway markets; vertical separation; competition; capacity allocation; access charges. JEL Codes R40 Swedish National Road and Transport Research Institute www.vti.se Swedish National Road and Transport Research Institute www.vti.se Railway Capacity Allocation: A Survey of Market Organizations, Allocation Processes and Track Access Charges Abderrahman Ait Ali1,2,* and Jonas Eliasson2 1Swedish National Road and Transport Research Institute (VTI), Malvinas väg 6, SE-114 28 Stockholm, Sweden 2Linköping University, Luntgatan 2, SE-602 47 Norrköping, Sweden (*) Corresponding author. -
2008 Financial Statements
Deutsche Bahn AG 2008 Management Report and Financial Statements 2008 Management Report and Financial Statements Deutsche Bahn AG MANAGEMENT REPORT ANNUAL FINANCIAL STATEMENTS REPORT OF THE SUPERVISORY BOARD CONTENTS 2 MANAGEMENT REPORT /////////////////////////////////////////////////////// 2 Overview ////////////////////////////////////////////////////////////////////////// 3 Business and overall conditions ///////////////////////////////////////////////////// 15 Business performance ////////////////////////////////////////////////////////////// 17 Financial situation ///////////////////////////////////////////////////////////////// 19 Strategy /////////////////////////////////////////////////////////////////////////// 28 Sustainability ////////////////////////////////////////////////////////////////////// 34 Additional information ///////////////////////////////////////////////////////////// 37 Risk management ////////////////////////////////////////////////////////////////// 43 Management Board report on relationships with affiliated companies ///////////// 43 Events after the balance sheet date //////////////////////////////////////////////// 45 Outlook /////////////////////////////////////////////////////////////////////////// 50 ANNUAL FINANCIAL STATEMENTS ////////////////////////////////////////// 50 Auditor’s report /////////////////////////////////////////////////////////////////// 51 Balance sheet ///////////////////////////////////////////////////////////////////// 52 Statement of income ////////////////////////////////////////////////////////////// -
Drucksache 19/23575 19
Deutscher Bundestag Drucksache 19/23575 19. Wahlperiode 21.10.2020 Antwort der Bundesregierung auf die Kleine Anfrage der Abgeordneten Torsten Herbst, Frank Sitta, Oliver Luksic, weiterer Abgeordneter und der Fraktion der FDP – Drucksache 19/22755 – Bürostandorte und Verwaltungsmitarbeiter der Deutschen Bahn AG Vorbemerkung der Fragesteller Die Deutsche Bahn AG (DB AG) ist mit knapp 200 000 Mitarbeitern einer der größten Arbeitgeber Deutschlands. Im Rahmen ihrer Dachstrategie „Starke Schiene“ will die DB AG ihre Fahrgastzahlen im Fernverkehr bis 2030 ver- doppeln und mehr als 1 Milliarde zusätzlicher Kunden im Nahverkehr gewin- nen. Um dieses wachsende Verkehrsaufkommen auf der Schiene realisieren zu können, sollen „in den nächsten Jahren 100.000 Mitarbeitende“ eingestellt werden (https://www.deutschebahn.com/de/konzern/starke_schiene-3953064). Gleichzeitig gerät die DB AG aufgrund der anhaltenden Auswirkungen der Corona-Pandemie wirtschaftlich immer weiter unter Druck. So benötigt der Konzern eigenen Angaben zufolge bis 2024 zusätzlich rund 8 Mrd. bis 10 Mrd. Euro. Bereits im ersten Halbjahr 2020 betrug der Verlust der DB AG 3,7 Mrd. Euro. Dennoch soll auch vor diesem Hintergrund an der Einstel- lungsoffensive festgehalten werden (https://www.welt.de/wirtschaft/article212 520931/Deutsche-Bahn-macht-Rekordverlust-Minus-von-3-7-Milliarden-Eur o.html). Gleichzeitig die wirtschaftlichen Folgen der Corona-Krise einzudämmen und tausende neue Mitarbeiter einzustellen, stellt die DB AG unweigerlich vor einen Zielkonflikt. Denn neben einer geplanten Eigenkapitalerhöhung durch den Bund und einer Erhöhung der Schuldenobergrenze des Konzerns soll die DB AG selbst bis zu 5,1 Mrd. Euro „beim Personal- und Sachaufwand“ ein- sparen, um die Pandemieschäden teilweise auszugleichen (https://www.rn d.de/politik/bund-will-eigenkapital-der-bahn-erhohen-und-verschuldungsgren ze-anheben-S6MUIAJLDT5AV6O7F5OWPQ5XVI.html). -
DB Systemtechnik Activity Report 2018/2019
DB Systemtechnik Activity Report 2018/2019 DB Systemtechnik Gruppe Photos, title: Alstom, Kristin Heinrichsmeier Photos: Dr. Kai-Uwe Nielsen, DB AG / Pablo Castagnola We are: Technical service provider for the DB Group FOC with its own fleet and locomotive drivers We are capable of: consulting on technical railway expertise Design and modernisation of vehicles Testing, approval and maintenance of vehicles and infrastructure And we are unique: We are familiar with the entire railway system We offer all services from a single source We are always on hand for our customers, no matter where they are Activity Report 2018/2019 Die DB Systemtechnik: Classic specialist railway knowledge with digital expertise The "rail" mode of transport is currently experiencing unprecedented political support. After all, the railway is regar- ded as the mode of transport that makes it possible to achieve the climate policy objectives of the mobility sector. Con- sequently, considerable funds are now being invested into development of the infrastructure. To achieve the objective of "doubling local and long-distance pas- senger numbers by 2030" and "increasing the modal split for freight transport to 25%" requires a substantial increase in both infrastructure and vehicle capacity. DB Systemtechnik believes that it is ideally equipped to support rail transport companies and infrastructure managers in overcoming the challenges they face. ETCS, ATO and predictive maintenance are topics with a considerable impact on capacity and quality, and they are becoming increasingly important. By combining digital expertise with specialised knowledge of classic railway technology, we are ideally positioned for the future. We invite you to take a look at the wide range of projects that we have been involved in over the past year.