DOCSLIB.ORG

DB Schenker - the Transportation and Logistics Division of Deutsche Bahn

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

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 m Land transport (shipments): 95.5 m 1 Air freight (t) : 1.1 m Own locations Partner Ocean freight (TEU)1: 1.9 m CL/SCM (revenues): 1.8 bn 1 Export No other provider of land transport services links so manyyp places in Euro pe as DB Schenker Lo gistics Land transport network - Europe Competitive advantage Fully integrated network with 430 operational branches More than 720 locations in 36 countries with own national organizations 95,5 m shipments in 2013 Own fleet with 2,500 trucks and 22,000 loading units Daily departures to all European terminals Approx. 32,000 scheduled services per week Defined door-to-door lead times DB Schenker Logistics Land Transport Terminals Timely customer information through tracking DB Schenker Logistics Land Transport Euro Hubs (Friedewald, Malmö, Paris, Salzburg) DB Schenker possesses a global network for air and ocean freight solutions Air freight Ocean freight No. 3 worldwide No. 3 worldwide Global presence with 700 sites worldwide Global presence with 600 sites worldwide Worldwide network with regional hubs Organization of "door-to-door" transport Organization of "door-to-door" transports services 1,200 dedicated charter flights p.a. LCL services with 700 direct connections 1. 1 m t air fihtfreight volume (exports) 2013 191.9 m TEU (exports) ocean freight volume in 2013 Preferred-carrier strategy Paperless transport (digital transport documentation) DB Schenker skybridge (combined air and sea traffic) Integrated Cargo Management (ICM) Contract logistics has a global presence and takes advantage of attractive market opportunities in focus industries Contract logistics/supply chain management Global presence in 50 countries 570 locations in all 6.2 million m2 warehouse space Products along the supply chain: procurement – warehousing – fulfillment – value-added services – aftermarket/reverse Focus on industry branches: – Automotive – Consumer – Electronics – Healthcare – Industrial FLEX global business excellence program With its companies and partners DB Schenker Rail provides rail and logistics solutions throughout Europe DB Schenker Rail in Europa Region West Region Central Region East DB SR Scandinavia DB SR UK DB SR Polska Tåstrup Doncaster Zabrze DB SR Nederland Utrecht Cobra RBHRBH LogisticsLogistics Brussles Gladbeck DB SR DE DB Sc hen ker RilRail MEGMEG Mainz DB SR Hungaria ECR France Schkopau Györ 1 Employees: 30,925 Paris DB SR Frankfurt Revenues (EUR): 4.8 bn DB SR Schweiz DB SR Romania Glattbrugg Bukarest EBIT (EUR): 57 m Performance Transfesa DB SR Bulgaria (tkm): 104 bn Madrid NordCargo Pirdop Locomotives2: 3,067 Milan Wagons2: 91,930 1 European HQ 2 Own assets and financial leasing Source: Figures 2012, L.RF Significant core factors shape the business model of DB Schenker Rail European Clear sector and HiHigh h asset investment network customer focus SW International network Key industrial sectors: steel Own production alongside the major & coal, chem ica ls, Fleet of over 3,067 European rail freight automotive locomotives and around corridors Crude steel production as 91,930 wagons Organizational benefits an important driver of High specialization of from scale effects through results rolling stock size Business mainly driven by 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 Economical, social and environmental trends shape the future of transppgyortation and logistics industry Growing world population and urbanization Social trends Ageing society and workforce Rise of emerging markets Increasing scarcity of Continuing high economic volatility workforce Changing competitive Trends environment in transportation and 2020 logistics industry Increasing Economic Environ- Global warming trends mental trends multimodal and environmental transportation awareness Escalating resource scarcity Increasing environmental regulations Source: GSL To become the leading integrated T&L provider, our strategy for 2020 addresses all sustainability dimensions Target image Vis ion We are becom ing the ldileading itintegra tdted transpor ttitation and log is tics provider. Dimen-sions Profitable market leader Top employer Eco-pioneer -Economic - - Social - - Environmental - Resource pp/reservation/ Stra teg ic CtCustomer and PfitblProfitable CltCultura l change / emissions- & noise direction quality growth employee satisfaction reduction Areas of Offer high-quality Hold top positions Attain high employee Obtain leading ecological action / integrated transportation in target markets satisfaction to ensure position in industry in terms ambitions andld logistics solutions Close network gaps retention anddd de dication of CO2 and resource efficiency Achieve high customer Maintain satisfactory Being an attractive satisfaction and loyalty profitability level to ensure international company for Offer benchmark green Set industry standard in reinvestment capability skilled employees product portfolio and quality of production Master demographic consulting competence processes, IT, and challenges and benefit Secure social acceptance innovation from diversity of (rail freight) growth through noise reduction Source: GSL Our network of integrated transport and logistics services is the basis to become profitable market leader Network integrated transport – and logistics services Current actions Enhancement of solutions for selected corridors – Transeurasia (China train) – Southeast-Europe (Bosporus shuttle) Profitable – West-East corridor market leader (Automotive-Zug DE-PT) Strengthening hinterland networks of DB Schenker Rail and DB Schenker Logistics Door-to-door-solutions for the entire supply chain Ocean in Europe Cross-business unit Multimodal transport solutions with development of multimodal integrated contract logistics solutions industry solutions, for example Dedicated industry solutions and market regarding automotive, industry dldevelopment thhhrough competence centers and consumer goods Sources: GSL 14 On our way to become top employer, we consistently continue the development of our HR initiatives Extensive portfolio of HR initiatives Current actions International Further developing the corporate culture conferences culture: 360° feedback for – Continuingpg the leadership culture managers change process Strategy Strategic HR planning/recruitment: Top employer communication Strategic – Creating global transparency for job HR planning oppgenings Leadership – Creating an international job website performance culture Sustainable HR development – Boosting talent management International Cooperations – Designing additional training tools, trainee programs with universities e.g. people exchange programs Systematic development of managers Quelle: Strategie Transport und Logistik 15 An integrated approach combines our environment initiatives with the goal to become eco-pioneer Integrated environmental management system Current actions CO2- reduction initiatives, for example by fleet modernization, Eco Driving and increased capacity utilization Consultancy of clients regarding their environmental balance with the help of Eco- Eco Optimizer und eco calculator pioneer EcoTransIT Enhancement of DB Schenker´s Eco Solutions Portfolio – green products for all modes of traffic and contract logistics Close cooperation with partners/suppliers with focus of environment protection Retrofitting of rail freight fleet in terms of noise reduction Quelle: Strategie Transport und Logistik 16 Agenda1 Transportation and Logistics division DB Schenker Logistics DB Schenker Rail 2020 Strategy NGe S Next Generati on E services DB Schenker Belgium Logistics eSchenker: The new generation of logistics technology. eSchenker The new eSchenker: Your electronic key to transparent logistics. The new eSchenker web portal is the most advanced One solution. logistics solution we’ve ever made. IfiiInfinite possibilit
Recommended publications
  • Schwerbehinderten-Mitteilungen Engagement Für Menschen Mit Handicap Bei Der Deutschen Bahn AG

    Schwerbehinderten-Mitteilungen Engagement Für Menschen Mit Handicap Bei Der Deutschen Bahn AG

    Schwerbehinderten-Mitteilungen Engagement für Menschen mit Handicap bei der Deutschen Bahn AG Ausgabe 2, März 2020 Kostenlose Bahnfahrten für aktive Soldaten KSVP DB AG Soldaten in Uniform können seit dem 01. Januar 2020 alle Züge des Regional- und Fernverkehrs kostenfrei nutzen n Seit dem 01. Januar 2020 können aktive Soldaten in Uniform alle Züge der Deutschen Bahn AG im Fern- und Regionalverkehr für dienstliche und private Fahrten kostenfrei nutzen. Steffen Pietsch, Konzernschwerbehinderten- vertrauensperson der Deutschen Bahn AG, erläutert hierzu seinen Standpunkt. Schwerbehinderten-Mitteilungen, Ausgabe 2/2020 1 Fortsetzung auf Seite 4 Aus dem Inhalt IMPRESSUM Mitarbeiter mit Behinderung im Wegbereiter und Wegbegleiter Herausgeber aktiven und erweiterten der Bahn Konzernschwerbehindertenvertretung Personalbestand 3 KSVP DB AG Arbeitsfrühstück beim BEV Deutsche Bahn AG am 23.01.2020 in Bonn 8 Kostenlose Bahnfahrten Verantwortlich für den Inhalt für aktive Soldaten Steffen Pietsch, KSVP DB AG, KSVP DB AG Schwerbehindertenvertreter der Potsdamer Platz 2, 10785 Berlin Soldaten in Uniform können alle DB AG Holding tagen in Erfurt Züge des Regional- und Fern- GSVP DB AG Holding [email protected] verkehrs kostenfrei nutzen 4 4. ordentl. SVP-Tagung am 04. Februar 2020 9 Gesamtredaktion, Layout, Vertrieb – verantwortlich – Geschichte der Freifahrt 5 Gesamtinklusionsverein- Joachim Hellmeister, barung unterzeichnet Wissenschaftlicher Mitarbeiter GSVP DB Fernverkehr AG Es geht auch ohne Bestehende Gesetze, Prozesse der KSVP DB
  • The Connected Train

    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
  • David Kerr, DB Schenker Rail

    David Kerr, DB Schenker Rail

    UIC/FIATA 3 rd Market Place Seminar The railway connection - what are the potential markets for railways ? Barcelona, Spain David Kerr 3rd November 2010 Today’s key points DB Schenker Rail The Railway Network Developing markets for rail 2 Deutsche Bahn A.G. is based on three strong pillars 1) DB Bahn DB Schenker DB Netze Long Distance Rail Track No. 2 Public transport Rev. (EUR m) 3,565 Rev. (EUR m) 4,055 Rev. (EUR m) 4,369 in Europe EBIT (EUR m) 141 EBIT (EUR m) -189 EBIT (EUR m) 558 Employees (,000) 15 Employees (,000) 34 Employees (,000) 40 No. 2 Passenger rail transport in Europe No. 1 European rail freight DB Bahn DB Schenker DB Netze transport Regional Logistics Stations No. 1 European land transport Rev. (EUR m) 6,856 Rev. (EUR m) 11,292 Rev. (EUR m) 1,025 No. 1 Biggest rail network EBIT (EUR m) 870 EBIT (EUR m) 199 EBIT (EUR m) 217 in Europe Employees (,000) 25 Employees (,000) 57 Employees (,000) 5 DB Bahn DB Netze DB Services Rev. (EUR bn) 29.3 StadtverkehrUrban Energy EBIT (EUR bn) 1,685 Rev. (EUR m) 1,985 Rev. (EUR m) 1,237 Rev. (EUR m) 2,308 EBIT (EUR m) 100 EBIT (EUR m) 125 EBIT (EUR m) 103 Employees (‚000.) 239 Employees (,000) 13 Employees (,000) 24 Employees (,000) 2 As of 31.12.2009, revenue as total revenue, 1 Difference between the sum of the business units and DB Group result from other activities/consolidation DB ML AG, Communication Transportation and Logistics (GKL) 3 DB Schenker Rail has consistently expanded its rail freight network along the main corridors DB Schenker’s rail freight network Acquisitions NL
  • Sustainability Report 2009 Texts of the Online Report for Downloading

    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 ................................................................................................................................
  • Railion Becomes DB Schenker Rail

    Railion Becomes DB Schenker Rail

    Railways No 1 | March 2009 Information around rail logistics New course is set: Railion becomes DB Schenker Rail Focus on DB Intermodal Technology & Trends Logistics There‘s news in Order for a steel giant the west processing 2.0 „Particularly in these economically difficult times, we want to set a positive signal and act as a reliable partner.“ Karsten Sachsenröder 2 Editorial Karsten Sachsenröder Member of the Management Board Dear Readers, for years now we have been using the lib- ThyssenKrupp Steel AG is one of those cus- eralisation process in European rail freight tomers who have been using our railway transport to grow through cooperation and services for years now to supply their con- takeovers. The aim is to further expand our signees throughout the whole of Europe. We position as Europe‘s leading freight railway have now concluded a framework transport and to offer our customers services that agreement with ThyssenKrupp Verkehr are superior to our competitors. The new GmbH as the unit responsible for organising business area DB Schenker Rail, which has the company‘s logistics services. The agree- emerged from the Railion companies, will ment cements our good cooperation over a bring us a decisive step forward towards longer period of time. Particularly in these this aim. Alongside Sales Management economically difficult times, we have thus which has been placed on a European foot- set a positive signal. Please turn to page 18. ing, we want to optimise our services for you in future on a European scale with Our products also continue to forge ahead altogether five organisation units: three on an international scale.
  • 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 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 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.
  • Railways 02/2017

    Railways 02/2017

    No. 02|17 THE DB CARGO CUSTOMER MAGAZINE Europe’s biggest rail freight operator goes digital with its customers THE NEW CODE OF DB CARGO Page 08 MORE SAFETY MORE UTILISATION MORE TRUST SAFETY DAYS ROUND-TRIP DELIVERIES TEN-YEAR PARTNERSHIP: DB REINFORCE SECURITY FOR VOESTALPINE CARGO AND VW IN RUSSIA Page 24 Page 32 Page 34 EDITORIAL A WEIGHTY A FRESH APPROACH! MATTER: There is hardly anything that is affecting our business GRANITE BLOCKS as much as the transformation into a digital society. FOR EUROPE Today, we are facing the tremendous task of further developing our business model in what is a hugely competitive market. This is something we are keen to undertake together with you, our customers. Work- ing in close partnerships is a key principle for us. We have taken an important step forward over the last few months. We have set new milestones and we presented these at the transport logistic trade fair in Munich. These included the development of intelli- gent systems as well as the digitisation, automation and customisation of processes with the aim of mak- ing them more efficient. The course is set. We are taking a fresh approach and IT TAKES EXPERIENCE TO are actively restructuring DB Cargo to ensure that TRANSPORT, LOAD AND Europe’s biggest rail freight company is ready for the STORE A GRANITE BLOCK. future. We are working on new ideas and even better MONIKA ŻABOKLICKA, DB PORT SZCZECIN solutions so that we can jointly capitilise on the TITEK: GETTY IMAGES; EDITORIAL: DEUTSCHE BAHN EDITORIAL: TITEK: GETTY IMAGES; opportunities that the future holds in store.
  • Annex to 3Rd IRG-Rail Market Monitoring Report

    Annex to 3Rd IRG-Rail Market Monitoring Report

    IRG-Rail (15) 02a_rev1 Independent Regulators’ Group – Rail IRG–Rail Annexes to the 3rd IRG-Rail Annual Market Monitoring Report March 2015 IRG-Rail Annexes to the Annual Market Monitoring Report Index 1. Country sheets market structure.................................................................................2 2. Common list of definitions and indicators ...............................................................299 3. Graphs and tables not used in the report................................................................322 1 IRG-Rail Annexes to the Annual Market Monitoring Report 1. Country sheets market structure Regulatory Authority: Schienen-Control GmbH Country: Austria Date of legal liberalisation of : Freight railway market: 9 January 1998. Passenger railway market: 9 January 1998. Date of entry of first new entrant into market: Freight: 1 April 2001. Passenger: 14 December 2003. Ownership structure Freight RCA: 100% public Lokomotion: 30% DB Schenker, 70% various institutions with public ownership LTE: 100% public (was 50% private, new partner to be announced May 2015) Cargoserv, Ecco-Rail, RTS: 100% private TXL: 100% public (Trenitalia) Raaberbahn Cargo: 93.8% public SLB, STB, GKB, MBS, WLC: 100% public RPA: 53% private, 47% public (City of Hamburg: 68% HHLA, HHLA: 85% Metrans, Metrans: 80% RPA) Passenger ÖBB PV 100% public WLB, GKB, StLB, MBS, StH, SLB: 100% public CAT: 49.9% ÖBB PV, 50.1% Vienna Airport (public majority) WESTbahn: 74% private, 26% public (SNCF Voyageurs) Main developments Rail freight traffic once again receded slightly in 2013 on the previous year. The new entrants could raise their market share in traffic frequency (tons) from 23.2 to 24.9 percent, and their share in transport performance (net tons per kilometre) rose from 17.6 to 19.3 percent.
  • Investor Update September 2019

    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

    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

    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.