Hinweis: Für externe Präsentationen bitte immer eine Titelfolie mit der Ressort-Farbe verwenden.
ECONOMIC SOCIAL ENVIRONMENTAL Hinweis: Für externe Präsentationen bitte immer eine Titelfolie mit der Ressort-Farbe verwenden.
London– Zurich – Paris – Munich – Frankfurt – Amsterdam – Edinburgh – Oslo
Better quality, more customers, greater success.
ECONOMIC SOCIAL ENVIRONMENTAL DB2020 – Performance 2012-2015 Mostly good development of top targets in social and environmental dimensions
Top employer Eco-pioneer Target 2020 Employer attractiveness Reduction CO₂ emissions (rank) (specific CO₂ emissions, %) Target increased
2015 24 2015 -24,5 2014 ≤ 10 13 2014 -20 -22.7 2013 22 2013 -18.7 2012 31 2012 12.3
Employee satisfaction1) Noise reduction (index) (Freight cars refitted with whisper LL brakes, %)
2015 2015 29.1 2014 3.7 2014 19.5 50% 100% 2013 4.0 2013 10.7 2012 3.6 2012 8.9
1) Survey every two-years. 2016 2020
As a we win and build loyalty As an our products set standards with who work with for the efficient use of resources. enthusiasm for DB and its customers.
3 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 DB2020 – Performance 2012-2015 Disappointing development of top targets in economic dimension
Target Profitable quality leader 2020 Customer satisfaction (passenger) Appropriate returns (ROCE) (SI) € (%) 2015 76.4 2015 5.3 2014 76.1 2014 1) ≥79 6.3 ≥9.0 2013 75.1 2013 6.8 2012 75.3 2012 8.3 1) WACC 7.7.
Product quality (punctuality) Financial stability (redemption coverage2)) (DB Rail in Germany, %) (%) 2015 93.6 2015 18.5 2014 2014 20.9 2) 94.3 >95 ≥30 2013 94.0 2013 20.5 2012 94.4 2012 22.1 2) Definition and target to be updated in 2016.
As a we offer our … and our shareholder and investors first-class mobility and logistics and financial stability. solutions …
4 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 DB2020 – Performance 2012-2015 Weak EBIT development after peak in 2012 due to Railway in Germany
EBIT DB Group (€ mn)
Structural effects approx. € 550 mn 2,708 . Market and competition 2,483 . Cost development (personnel, energy) Special effects approx. € 400 mn 1,759 . among others strikes
Railway in Germany
2008 … 2012 … 2015
5 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Group restructuring Comprehensive Group restructuring addresses current challenges and future opportunities
Measures (what)
Purpose (why) Streamlined Group structure
Better quality 4 Group programs Challenges . Railway of the Future . Autonomous driving on the road Product quality More customer . Automatic driving on rail focus . New digital business models
Market & Leaner, faster, more Preparation minority IPOs of competition efficient DB Arriva and DB Schenker
DB2020+ (revisited) with 3 Cost development levers . Culture of quality . Digital expertise . High performance
6 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Group restructuring: streamlined Group structure Streamlined Group structure, no change with respect to ownership or capital market appearance of DB AG
Deutsche Bahn Group Federal Republic of Germany DB Group 100%
100% Deutsche Bahn Deutsche Bahn AG Finance B.V.
100%
DB Long- DB DB Netze DB Netze DB Netze DB DB Cargo DB Arriva Distance Regional Track Stations Energy Schenker
Comments . DB AG was founded Jan 1, 1994 . Privatization threshold: . Change in Group structure opens up and is 100% owned by the constitutionally mandated option for minority privatization of Federal Republic of Germany Federal majority shareholding DB Arriva / DB Schenker, but both . Integrated Group structure with one in DB AG (“ownership clause”) will remain an integral part of DB holding company (DB AG) and 8 Group and DB Group financing business units regime
7 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Group restructuring: Program “Zukunft Bahn” (Railway of the Future) Our Railway of the Future program is key for the future success of our railway business in Germany
Better quality more customer € greater success Time horizon III 2021ff. Time horizon II 2017-2020
“Eliminate annoyances" "Quality that persuades" “Service that inspires"
Cross-business unit elements
Passenger Punctuality WiFi@DB information
Cross-functional elements
Human resources/ Maintenance IT/digitalization Change management productivity
Business-unit specific elements
DB Long-Distance DB Regional DB Cargo DB Netze Track DB Netze Stations
8 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Group restructuring: Possible minority IPOs of DB Arriva and DB Schenker Main purpose of minority equity participation is to strengthen financial stability
Former model: Going public DB ML AG New model: Equity participation in DB Arriva/DB Schenker
Third Third parties DB AG parties DB AG ≤ 24.9% ≤ 45% ≥ 55% 100%
DB ML AG Infrastructure DB Arriva DB Long-Distance
DB Schenker DB Regional DB Long-Distance DB Netze Track DB Cargo DB Regional DB Netze Stations DB Netze Track DB Arriva DB Netze Energy DB Netze Stations DB Cargo DB Netze Energy DB Schenker
Minority shareholding of third parties Railway in Germany
9 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Group restructuring: Possible minority IPOs of DB Arriva and DB Schenker Concept of DB Group financing will remain unchanged after possible third-party equity participation in DB Arriva/DB Schenker
Cash management and financing of DB Group Comments
. DB AG’s central Treasury department manages all financing and liquidity activities Money market / Banks Capital market . External Group financing procured exclusively by Short term Long term DB AG and DB Finance financing financing Utilization of DB Group’s established funding and treasury platform Deutsche Bahn Finance B.V., DB AG Amsterdam/The Netherlands Maintain DB Group’s market reputation – only one “DB credit” in the market . Internal funding conditions at arm’s length Intercompany financing / cash pooling . In general, DB Group companies with inter- company financial receivables / payables only . Cash pooling with 319 subsidiaries in 14 DB Long- DB Netze DB Cargo DB Arriva countries; 2 regional cash pools Distance Stations . DB Group as integrated risk and resource DB DB Netze DB Netze DB management network Regional Track Energy Schenker . Foreign currency hedging and energy hedging conducted exclusively by DB AG
10 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Strategy: DB2020+ Our diversity is our strength: DB Group’s business portfolio remains highly attractive
Europe‘s best railway company
Our diversity is Arriva for your our strength. whole journey
Become PRIMUS in opur industry
11 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Strategy: DB2020+ Revisited strategy DB2020+ is an evolutionary development and addresses main drivers of change
12 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Strategy Better quality, more customers, greater success.
ECONOMIC
SOCIAL
ENVIRONMENTAL
13 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Key investment highlights DB Group remains an attractive and solid investment
. DB2020+ gives strategic framework and orientation
. Comprehensive Group restructuring addresses key challenges and opportunities
. Railway of the Future program will bring railway in Germany back on track
. Focus on improving profitability and strengthening financial stability
. DB management is highly committed to maintain strong credit ratings
. German Government is strongly supportive for DB Group and the German rail system
14 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Hinweis: Für externe Präsentationen bitte immer eine Titelfolie mit der Ressort-Farbe verwenden.
London– Zurich – Paris – Munich – Frankfurt – Amsterdam – Edinburgh – Oslo
Better quality, more customers, greater success.
ECONOMIC SOCIAL ENVIRONMENTAL 2015 Financial year ‒ Performance development Mixed performance development in 2015 across the rail business
Railway in Germany ‒ volume sold
Long-Distance Regional Rail Infrastructure (bn pkm) rail freight (mn train-path km) (bn pkm) (bn tkm)
103 1,044 1,054 36.1 37.0 43.7 42.7 98
+2.4% -2.3% -4.3% +1.0%
2014 2015 2014 2015 2014 2015 2014 2015
Share of non-DB Market: +2.1% Market: -1.2% Market: ~0.0% customers: 27.5%
16 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 2015 Financial year ‒ Revenue development Revenue development driven by FX effects and market and competition
Key impact factors +1.9% / +748 comparable: . Increased competition ‒0.2% / ‒73 . Intensified strikes 39,720 40,468 . Exchange rates
39,694 39,621 . Growth at DB Arriva
No changes in revenue structure
By divisions By activities By regions
Infra- North Rest of structure Other Asia / America World 1% Pacific 4% 1% 7% 6%
Non-rail Rail Freight transport Passenger and 49% 51% 57% Transport 32% 2014 2015 Logistics 43% 49%
Europe: 89%
17 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 2015 Financial year Differentiated picture at business unit level – negative impact from DB Cargo and German passenger transport
(€ mn)
EBIT Thereof Revenues strike (comparable) adjusted effects
DB Long-Distance 3,950 ‒84 164 –48 –61
DB Regional 8,670 ‒161 669 –174 –26
DB Cargo 4,718 ‒145 –183 –229 –46
DB Netze Track 5,110 +159 578 +16 –14
DB Netze Stations 1,199 +27 254 +14 –
DB Netze Energy 2,812 +15 66 +11 ‒1
DB Arriva 4,532 +63 270 +5 –
DB Schenker 14,965 +26 395 +63 –
DB Group 39,621 –73 1,759 –350 -148
18 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 2015 Financial year - Net profit Non-cash-effective extraordinary burdens influenced net profit for the year in 2015
Net profit (€ mn)
4,778 ‒3,019
Non cash effective
1,759 ‒1,138
‒1,932
-1,311
EBITDA Depre- EBIT Interest / Extraordinary Net profit adjusted ciation adjusted taxes result, other
19 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 2015 Financial year - Capital expenditures Gross capex remained on a high level, but net capex declined
Capital expenditures (€ mn) Highlights Gross: +2.4% / . Focus of gross capital expenditures unchanged: +215 70% infrastructure 9,129 9,344 92% Germany
. Net capital expenditures defined as gross capital expenditures less investment grants
Net: Key impact factors ‒13.0% / . Higher infrastructure capital expenditures ‒576 4,442 . Higher capex for long-distance trains 3,866 (IC 2 and ICE 3) . Rise of capex at DB Cargo (class 66/67 in UK) . Decline at DB Regional after peak in previous year
2014 2015
20 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 2015 Financial year - Cash flow Net financial debt increased as expected due to high level of capex and weaker profits
(€ mn) +1,279/ +7.9% Source Application of funds of funds ‒6,057 +4,778 ‒1,596 17,491
Dividend ‒700 Interest ‒759 16,212 Taxes ‒137 ‒595 EBIT adj. ‒3,866 1,759 Capex exceeding depreciation (847)
Depreciation 3,019
Net financial debt EBITDA Net capex Working capital / Capital costs / Net financial debt Dec 31, 2014 adjusted other taxes Dec 31, 2015
21 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 2016 Financial Year - Outlook Slight improvement in 2016 financial year expected, DB Group still in a transition period
Comments to expected Key figures 2016 Q1 2015 Q1 2016 2015 development (€ mn) Outlook (as of April 2016) Revenues 9,914 9,754 40,468 >41,500 . Growth primarily at DB Arriva and ‒1.6% DB Schenker Revenues 9,914 9,799 39,621 ‒ comparable ‒ 1.2% EBIT adjusted 436 384 1,759 >1,800 . Positive effects from revenue growth and ‒11.9% non-recurring items
Net profit 188 175 -1,311 >550 . Dampening effects from factor costs, as well ‒6.9% as additional measures to improve quality Gross capital expenditures 1,413 1,480 9,344 ~9,900 . Gross capital expenditures is projected to +4.7% slightly increase due to infrastructure Net capital financing agreement (LuFV II) expenditures 771 654 3,866 ~3,500 ‒15.2%
Net financial debt as of Dec 31 / Mar 31 17,491 17,338 17,491 >19,000 . Net financial debt is expected to continue to ‒0.9% increase due to high level of capex
ROCE (%) 5.0 4.6 5.3 > 5.3 . Positive effect from EBIT improvement
22 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Financing Activities 2016 One € 0.5 bn bond issued so far in 2016, up to € 2.5 bn more possible until year-end ≤ 3.0
2.5 2.4 2.3 2.2 2.2 2.1 Other Other 2.0 2.0 Other redemptions Other
Other 1.5
1.3 1.2
0.5
Other
2011 2012 2013 2014 2015 2016
Bond issues 11 9 11 8 7 1 Ø Term (years) 7.3 11.1 9.5 9.5 11.6 10.0 Placement Ø interest all in (%) 3.15 2.27 2.34 2.55 1.61 0.88 by region €, $, CHF, €, £, CHF, €, £, $, €, AUD, €, AUD, Currencies € HKD, NOK NOK CHF, NOK SEK, SGD CHF, NOK Rating Moody’s / S&P Aa1 / AA Aa1 / AA Aa1 / AA Aa1 / AA Aa1 / AA Aa1 / AA
23 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Hinweis: Für externe Präsentationen bitte immer eine Titelfolie mit der Ressort-Farbe verwenden.
London– Zurich – Paris – Munich – Frankfurt – Amsterdam – Edinburgh – Oslo
Thank you for your attention.
ECONOMIC SOCIAL ENVIRONMENTAL Hinweis: Für externe Präsentationen bitte immer eine Titelfolie mit der Ressort-Farbe verwenden.
London– Zurich – Paris – Munich – Frankfurt – Amsterdam – Edinburgh – Oslo London– Zurich – Paris – Munich – Frankfurt – Amsterdam – Edinburgh – Oslo
Appendix Appendix
DB Group
Passenger transport
Freight transport and logistics
Infrastructure
2015 Financial Year
Debt, financing and value management
Track record
26 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 DB Group ‒ Structure Strong Group portfolio with three strong pillars
Railway in DB Group (2015) Germany DB Arriva DB Schenker
.International provider of mobility and logistics services .Active in more than 130 countries .Vertically integrated Group structure .DB AG act as management holding .>2.6 bn rail and bus .>1.6 bn rail and bus .~102 mn shipments passengers passengers companies .>1.1 mn t air freight .>7.3 mn rail and bus .>4.4 mn rail and bus .>1.9 mn TEU ocean .Ratings: Aa1 / AA passengers/day passengers/ day freight .~250 mn t rail freight
Total revenues 40,468 +1.9% 17,788 –0.3% 4,843 +7.8% 15,451 +3.4%
EBIT adjusted 1,759 –16.6% 952 –24.7% 270 +1.9% 395 +19.0%
EBITDA adjusted 4,778 –6.5% 3,279 –9.1% 525 +5.4% 589 +13.3%
Capital expenditures 9,344 +2.4% 8,221 +0.2% 276 ‒6.8% 238 –0.8%
Employees (as of Dec 31) 297,202 +0.5% 157,463 –0.3% 46,484 +1.7% 66,327 +2.3%
Excl. Other/ consolidation. Key figures vs. 2014. 27 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 DB Group ‒ Structure Business units are managed directly by the DB Management Board
Chairman and CEO
Dr. Grube
Infrastructure, Traffic and Finance/ Human Resources Economic, Legal and Services and Transport Controlling Regulatory Affairs Technology Weber Dr. Kefer1) Huber Dr. Lutz Pofalla
DB Netze Track DB Cargo DB Schenker (Sennhenn) (Dr. Wilder) (Thewes)
DB Netze Stations DB Long-Distance DB Arriva (Dr. Zeug) (Bohle) (Dr. Rudhart)
DB Netze Energy DB Regional (Dr. Witschke) (Dr. Sandvoß)
1) Vice-Chairman 28 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 DB Group ‒ Structure With its eight business units DB Group is active in all segments of the transport market
Passenger transport: Freight transport and logistics: Infrastructure: Domestic and European-wide Intelligent logistics services via land, Efficient and modern rail infrastructure mobility services air and the sea in Germany
. DB Long-Distance . DB Cargo . DB Netze Track Long-distance rail pass. transport1) European rail freight transport Rail network . DB Regional . DB Schenker . DB Netze Stations Regional/urban pass. transport (GER) Global logistics services Traffic stations . DB Arriva . DB Netze Energy Regional/urban pass. transport (EU)2) Traction current
1) Within Germany as well as cross border traffic; 2) In UK with Arriva CrossCountry also long-distance passenger transport 29 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 DB Group ‒ Structure DB Group is active in its market segments with independent commercial services and publicly mandated services
Independent commercial services Publicly mandated services
Freight transport and Passenger Transport Infrastructure logistics
. Long-distance transport services . Rail freight transport services . Provision of infrastructure . Direct competition, above all, with . Rail competes directly with other . No competition, monopoly position in cars and airplanes modes of transport regulated markets, public-sector . End-customer business . Big customer business, clear sector contracts for reliable and efficient provision of infrastructure at . Intensive level of fixed assets focus competitive prices . Intensive level of fixed assets . Customer: Carriers (derived demand) . Local public transport services . Very intensive level of fixed assets . Contracted routes, tender competition . Freight forwarding and logistics services . Customers here are both the contracting organization1) as well as . Direct competition (world-wide) the passenger (end-customer) . Full service forwarder, large custo- . Intensive level of fixed assets mer base, broad mix of industries . Less intensive level of fixed assets
1) Contracting organizations can be states, state-run enterprises, transport associations, or regional bodies. 30 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 DB Group ‒ Structure We are acting worldwide in more than 130 countries
Germany Europe (excl. Germany)
. ~187,000 employees . ~84,000 employees . € 22.9 bn revenues . € 12.8 bn revenues . Offerings . Offerings . Rail infrastructure . Passenger transport . Passenger transport (rail and bus) Americas (rail and bus) . Land transport Asia/Pacific . Land transport (rail and truck) . ~8,500 employees (rail and truck) . Logistics services . ~14,000 employees . € 1.7 bn revenues . Logistics services . Rail projects . € 2.6 bn revenues . Offerings . Rail projects . Offerings . Logistics services . Logistics services . Rail projects . Land transport (rail) . Rail projects Africa
. ~1,000 employees . € 0.2 bn revenues . Offerings . Logistics services . Rail projects
31 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 DB Group ‒ Strategy Consistent work to put the DB2020 strategy into practice, update in 2016 to DB2020+
DB2020 strategy developed for Group- wide and business-unit levels DB2020 target systems set for Group-wide and business-unit levels Targets added to variable remuneration Profitable quality leader Top employer Eco-pioneer system for 5,000 executives Target system integrated into planning and reporting processes CSO appointed and competence center for sustainability established Strategy communicated extensively, both within and outside DB, e.g. at DB sustainability days and Integrated Reporting DB Stiftung (foundation) established to coordinate our social projects …
32 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 DB Group ‒ Strategy We observe the most important developments in our environment and thereof derive strategic measures
Global economy Price-Conscious Travel Behavior Customers are increasingly price conscious, when choosing the transport mode – smartphones and web Changing Value-Added Conditions in Logistics portals accelerate this development Technological, customer and economic developments are changing the logistics business of the future Transportation Innovation Rise of Emerging Economies Cars and trucks are becoming more Declining Car Ownership among Demographic change and catching up in networked, safer and more efficient – CO2- Young People economic development is shifting global neutral, fully automatic cars will be ready for Car ownership among people under 30 economic power, primarily to Asia Oil Shortage series production by 2030 has been in sharp decline for over 10 Conventional petroleum resources years Increasing Regionalization of Trade Flows are in increasingly short supply – Rising fuel costs, customer requirements and converging unit wage unconventional resources cannot costs are accelerating regionalization, i.e. the growing importance of cover growing demand over the Connected Transportation local sales markets (e.g. within Asia) long term Customers are increasingly demanding inter-/multimodal and usage-based transportation solutions Real Economic Volatility Sustainable Consumption Digital Life The real economic fluctuations since the Social and environmental conditions during financial and economic crisis in 2008-09 production and transportation of goods and Day-to-day activities, hobbies and work will continue services increasingly influence are increasingly organized using (mobile) consumption decisions internet and smart devices
Climate Change
As the CO2 concentration rises, the Earth's temperature increases – the number and intensity of extreme weather events will continue to Smart Simplicity increase Increasing demand and willingness to accept higher prices for smart, simple products and services Sovereign Debt The debt situation since the sharp rise in sovereign debt during the financial and economic crisis beginning in 2008 will persist Energy Transition Performance Society Knowledge intensity and stress from Grid expansion, power plant fleet and work are on the rise – work-life balance market design will be increasingly is becoming a strong competitive factor Regulation synchronized for the energy transition to Active Citizens Urban Living succeed The regulatory policy framework is narrowing in Citizens want to participate Ever more people will live in Competition for Talent the rail sector and other industries such as the directly in shaping projects, dense urban regions in the Demographic change has created a automotive and energy sectors especially infrastructure future projects severe shortage of labor and skilled workers in Europe
Demographic Change Liberalization Diverse Life Patterns The global population will continue to Liberalization of the European rail Rethinking Transportation Planning As life and consumption patterns become grow until 2060 – Europe is aging and market will continue to be pushed Promoting and expanding public transportation, more diverse, the demand for varied products the population is falling at the EU level networked transports and associated infrastructure are and services will increase increasingly being discussed and planned by Society Policy policymakers and society worldwide
33 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 DB Group ‒ Strategy DB2020+ provides orientation for growth in a complex environment
DB trend landscape
Demographic Urbanization Diverse life Smart Digital Life Performance society change patterns Simplicity . Environment increasingly complex, but offers DB Group
Competition for Sovereign debt Regulatory Liberalization Rethinking transport Active citizens talent framework planning more opportunities than risks . DB2020+ is a broad-based management approach that
Rise of emerging Real economic Increasing regionali- Declining mobility Climate change Oil shortage markets volatility zation of trade flows purchasing power enables us to meet challenges and seize opportunities . Four key areas: customer,
Electricity Youth without Transport Connected New value added Sustainable turnaround own cars innovations transports architectures in logistics consumption society, government and economy
34 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 DB Group ‒ Strategy Growth with interconnected and eco-friendly solutions
Customer
. Future brings digitalization and interconnectedness, with customers increasingly open to intermodal mobility and logistics solutions Declining mobility Transport Youth without Connected – if those are smart and straightforward purchasing power innovations own cars transports . Sustainable consumption and declining car use, coupled with a drop in purchasing power for mobility services, mean that public transport is likely to grow further Sustainable Smart Digital Life consumption simplicity
Society
. Earth's population is growing while more and more people move to cities; increasing demand for infrastructure-efficient and zero-carbon mobility and Active citizens Performance Urbanization logistics services society . Europe’s workforce is shrinking; the younger generation is more diverse and motivated to perform, but also increasingly interested in meaningful work; only the best employers can succeed in the competition for talent Diverse life Competition Demographic patterns for talent change
35 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 DB Group ‒ Strategy Growth as a result of liberalization and the rise of emerging markets
Government . Governmental institutions are imposing tighter regulations; the public is increasingly getting involved, e.g. in infrastructure projects
Sovereign Liberalization Electricity . The electricity turnaround means a shift to renewable sources of power; turnaround debt transport markets continue to open up for competition . Sovereign debt is making it harder to fund transport projects; at the local level, however, people are rethinking transport planning, with a shift to more
Regulatory Rethinking interconnected and eco-friendly modes framework transport planning
Economy
. Climate change and oil shortages are becoming reality; the risk of external shocks is rising; the economy is becoming more volatile overall New value added Rise of emer- Increasing regionali- architectures in logistics ging markets zation of trade flows . Growth continues in emerging markets, in large parts due to continued population growth; new, robust domestic markets are emerging . Rising importance of regional trade flows offers growth opportunities for logistics Real economic Oil shortage Climate volatility change
36 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 DB Group ‒ Railway of the Future Group restructuring and digitalization initiatives to restore the DB2020 balance, with a focus on quality, customers and profitability
Challenges in the Restructuring economic dimension Leaner
Faster Economic Social Environmental More efficient
More customer focused
Digitalization initiatives
37 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 DB Group ‒ Railway of the Future Our Railway of the Future program is key for the restructuring of our railway business in Germany
Time horizon II 2017-2020
“Eliminate annoyances” “Quality that persuades” “Service that inspires” . No errors in basic services . High punctuality . Technology leadership . Noticeable improvements (long distance transport 85%, . 30 minute intervals in regional transport 95%, long-distance transport rail freight transport 95%) . Comprehensive digitalization of . High quality (“zero-error principle”) processes Benefits for customers: . Improved traveler information . Reliable travel chains and . Rail as “first choice”: reliable, high- . Clean, reliable trains information quality, value for money . Clean stations . Trains, stations and staff offer top . Stable live timetables quality/ top service . Active intermodal travel planning
38 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 DB Group ‒ Railway of the Future The focus is on punctuality, reliable information to passengers and making time spent on trains and at stations more enjoyable
Starting in 2016 Starting in late 2016 Passenger information ICE Portal Content . Multi-line displays with more information . Information about delays and platform . Free infotainment at stations and on all changes for subsequent trains DB long-distance and regional trains equipped with the technology . More precise forecasts in the event of delays . Additional movie library with pay-per-view options
Starting in 2016 Smart elevators and escalators By 2017 . Sensors to report problems in real time Mobile repair teams . Prompt repairs on weekdays and weekends . Prompt repairs, on site and around the clock . Failure-free trains, galleys and lavatories
39 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 DB Group ‒ Digitalization DB Group's digitalization activities are organized in six 4.0 initiatives
Mobility 4.0 Working Environments 4.0
This initiative works to design new products with a focus on This initiative centers on overarching topics involved customer centricity, based on different scenarios for in working, communicating and learning. Potential developments on the digital mobility markets. It also works to future scenarios are drawn up for job profiles. establish a strong culture of innovation as a foundation.
Logistics 4.0 Production 4.0
This initiative uses big data and This initiative focuses on the automation smart assets to develop a product portfolio and digitalization of rail operations and for the future, digital customer interfaces maintenance. and web-based production processes.
Infrastructure 4.0 IT 4.0 This initiative focuses on digitalization in This initiative works to develop a smart, agile, infrastructure: end-to-end connectivity with effective, efficient and reliable IT landscape customers, digital process improvements and the for DB. creation of new business models.
40 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 DB Group ‒ Digitalization Our 4.0-initiatives are focusing on new customer offerings, operational excellence and on the creation of innovative conditions
DB Startup Big data center and d.lab, Infrastructure accelerator Relations open data platform DB's innovation lab at the DB mindbox
Timetable DB hackathons DB Schenker Enterprise Lab Customer contest to submit industrialization (neXt) (logistics) ideas for new digital products
41 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Appendix
DB Group
Passenger transport
Freight transport and logistics
Infrastructure
2015 Financial Year
Debt, financing and value management
Track record
42 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Passenger Transport #2 in the European passenger transport market
. 4.3 DB Long-Distance DB Regional billion passengers per year in our trains and buses . 11.8 million passenger per day . 265 high speed trains (ICE) . 9
neighboring countries can DB Arriva DB Sales be reached directly
Figures are rounded 43 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Passenger Transport Order book in regional transport increased in 2015
DB order book1) (€ bn; as of Dec 31, 2015)
DB Group DB Regional (rail) DB Regional (bus) DB Arriva
+8.6 +10.2% 92,8 +1.4 +2.1% 84,2 69.6 34.4 68.2 31.0 21.2 Unsecured 22.9
+7.2 +48.6% 58.4 53.2 22.0 Secured 45.3 48.4 +0.0 +0.0% 14.8 13.1 7.9 1.2 1.2 6.9 8.9
2014 2015 2014 2015 2014 2015 2014 2015
1) Secured and unsecured revenues. Unsecured revenues consist mainly of fare-box revenues. 44 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Passenger Transport With its Mobility 4.0 initiative, DB Group is actively shaping the digitalization of passenger transport
Mobility market perspective Customer perspective Organization perspective "How will the mobility market develop "What services and products can DB "How can DB Group become a high in the future and how will DB Group Group use to inspire its customers?" performing, highly innovative position itself within this market?" organization?" . Ensuring a reliable basic quality . Describing the mobility market of level for services . Establishing a DB Mobility Lab as the future . Offering convenient, relaxing, a space for innovative ideas . Understanding competition on the straightforward, personalized and . Ongoing development of a high- mobility market of the future enriching travel experiences performing, highly innovative . Positioning DB Group as the . Addressing customers in a organization mobility service provider of the consistent way across all channels future and gaining fans by making the customer relationship one tied with emotions
45 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Passenger Transport ‒ Long-distance DB Long-Distance runs a network of long-distance rail passenger transport services centered on Germany
Profile
. DB Long-Distance offers fast, comfortable, convenient and eco-friendly travel within Germany and to and from neighboring countries . Daily scheduled ICE, IC and EC services are the backbone of the DB Long-Distance portfolio . DB-long-distance is modernizing its fleet step by step: the IC 2 was launched in 2015, and regular service with the ICE 4 is scheduled to DB Long-Distance in 2015 start in 2017 Revenues € 3,951 mn . The portfolio also includes other services like selected car train and night train services and connections to the islands of Sylt and EBIT € 164 mn Wangerooge . IC Bus long-distance services extend the existing rail network for certain Employees (FTE) 16,217 German and international connections Volume sold 36,975 mn pkm . The BahnCard discount card, with about five million holders, is our most important customer loyalty tool Passengers (rail) 132 mn
Fleet 256 locos/265 ICEs
Avg. dist. traveled 280 km
46 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Passenger Transport ‒ Long-distance Long-distance rail network connections with European neighbors
Market overview for DB Long-Distance
Significant characteristics Aarhus, Domestic connections Copenhagen International services . DB Long-Distance operates its services on a purely commercial basis . Germany is the home market – DB Long-Distance is currently the only network provider with full- Hamburg coverage connections between German cities Amsterdam Hanover . German long-distance transport market completely Berlin Gdansk, Warsaw open for competition since rail reform in 1994
Brussels Cologne Leipzig . Market liberalization in many countries is not yet advanced, so often only cross-border connections in Frankfurt Prague, cooperation with the national railways can be Nuremberg Budapest Stuttgart offered Paris, Munich Vienna, . DB Long-Distance links the most important Marseille Budapest neighbouring cities with point-to-point connections
from the German network
Bern, Interlaken, Bologna, Venice, Zurich Verona
47 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Passenger Transport ‒ Long-distance Key customer expectations and our response
Focus on basic service Expectation of fast, comfortable and convenient travel
Basics: on-time connections, service, seating and telecommunications1)
. Medium to high willingness to pay . Low fares . Fast, direct connections between metropolitan . Direct service from regions areas . No-frills food service . Food service always available . High expectations for convenient entertainment and internet access
Extended network ("IC-new" network) Core network (ICE network) . Direct connections every two hours, including . Fast, frequent connections between major cities, nearly all cities with populations of over 100,000 with up to two trains an hour
1) Internet und cellular reception will depend on network expansion by telecommunications companies
48 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Passenger Transport ‒ Long-distance Long-Distance reloaded: improvements in 2015 and 2016
Faster connections 04 ICE: Free WiFi 06 Frankfurt–Paris 2016 Also in Second class 2016 Stuttgart–Paris
ICE portal 06 IC: State-of-the-art mobile 07 Release 2.0 2016 telephony repeaters 2016 Content partnership
06 Faster connections 12 Upgraded travel assistance 2016 Germany–Tessin / Milan 2016
2015 2016
IC 2 ICE: State-of-the-art mobile 08 12 Dresden–Cologne telephony repeaters 2015 2015 Leipzig–Emden
ICE portal 09 Higher capacity 12 Release 1.0 2015 Cologne–Stuttgart 2015
Faster connections 09 12 Navigator relaunch Frankfurt–Berlin (VDE 8.2) 2015 2015 Frankfurt–Dresden (VDE 8.2)
49 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Passenger Transport ‒ Long-distance Capex in new rolling stock and redesign of our existing fleet
New rolling stock by 2030 Fleet age and structure in 2030
[Average age]
23 17 ICE 3 ICE fleet (407 -33% series) . 360 ICE trainsets 15 . Speeds of 230 to 330 kph 130
ICE 4 IC 2 fleet . 120 double-decker IC trainsets in total 120 . Speeds of 160 to 200 kph Double- decker IC 2 2015 2030
50 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Passenger Transport ‒ Long-distance Green mobility, using renewable energy sources and cutting consumption
Specific CO2 emissions (2014, g / pkm)
218
137
30 14
Air travel Car travel Long-distance DB long-distance bus rail today
. We will cut specific annual CO2 emissions by 1.7 million metric tons by winning more passengers
. That is the equivalent of the annual carbon emissions of some 600,000 cars
. Cutting specific energy consumption by 30% from 2016 until 2030
51 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Passenger Transport ‒ Long-distance Plans for the core network
Mobility Digitalization Comfort and service
. Fast, direct connections between . Free WiFi in first and . Feel-good atmosphere metropolitan areas second class . Seat reservation included . Much shorter travel times made possible . Free information and in first and second class by new infrastructure entertainment portal (VDE 8.1 and 8.21), Wendlingen-Ulm, . On-board restaurant Stuttgart 21) . Over 150 former IC connections per day
2 ICEs per hour Target network: upgraded to ICEs 1 ICE per hour ≈120 million . Up to two trains per hour 1 ICE every two hours train km
360 ICE vehicles
1) "German Unity Transport Project" (Nuremberg–Erfurt–Halle–Leipzig line upgrade)
52 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Passenger Transport ‒ Long-distance Plans for the extended network
Mobility Digitalization Comfort, service and fares . Nearly all cities with populations of over . Stable internet and cellular . Seat reservations 100,000 in Germany connected to the long- reception1) included in first and distance network, two-hourly services second class . 5 million citizen connected to the long- . No-frills food service distance network for the first time on board
. Roughly 190 new direct connections from . Bicycles allowed
Target network: smaller cities to 50 largest cities . New saver fares starting
1 IC-new per hour ≈42 million . Efforts to better integrate long-distance and at € 19 1 IC-new every two hours IC-new connection for train km regional / local fares, where requested by tourists (trains not always 120 double- PTAs running every two hours) decker IC trains
1) Internet und cellular reception will depend on network expansion by telecommunications companies
53 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Passenger Transport ‒ Regional DB Regional offers on-time, safe, reliable and eco-friendly regional transport service for over five million passengers each day
Profile
. DB Regional Rail is commissioned by local transport authorities (ordering organizations) to offer rail passenger transport tailored to regional and local needs . The 27 ordering organizations in Germany use competitive tendering to select operators for regional and local rail passenger transport services . These public service obligation (PSO) services are financed by DB Regional in 2015 concession fees and ticket sales Revenues € 8,670 mn . The predominant model in Germany is based on gross contracts, in which ticket sales go to the ordering organization, who then EBIT € 669 mn compensates the operator in full for the PSO services offered . DB Regional Bus offers both commercial and PSO services in the Employees (FTE) 36,494 regional bus market in Germany Volume sold 1) 42,586 mn pkm . There are over 400 local transport authorities responsible for public road transport, and services are increasingly being awarded in competitive Passengers 2,536 mn2) tenders Trains/busses 4,9623) / 13,4284) . More than 35 German and international long-distance bus lines are run under the berlinlinienbus.de brand Avg. dist. traveled 23 km 1) Only Rail 2) Rail and bus; 3) Locomotives (1,006) and multiple units (3,956) 4) Buses (thereof 5,037 own stock) 54 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Passenger Transport ‒ Regional DB Regional Rail: 27 client organizations order local rail passenger transport services
Market overview for DB Regional Rail . In 1996 responsibility for local rail passenger transport (LRPT) was transferred from the German government to Organizations the individual German states ordering LVS LRPT1) VMV . To finance this, the Federal Government mades services in Hamburg Germany regionalization funds (2016 approx. € 8 bn; previous Bremen year: approx. € 7 bn) available to the Federal states LNVG
RH VBB ZGB . 27 client organizations order LRPT services from train NASA operating companies on behalf of the states NWL VRR ZVNL ZVON NVV VVO . Market volume is about 654 mn train km
NVR NVS ZVMS . The market in Germany is completely liberalized. RMV ZVV SPNV- Nord With a market share of around 71 % DB Regional is the backbone of the LRPT market SPNV- VRN VGS Süd
BEG VVS
NVBW
1) LRPT = local rail passenger transport 55 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Passenger Transport ‒ Regional DB Regional Bus: market consists of three segments
Sub-markets of the public road transport (PRT) market Description Provider structure
. Regional overland transport with a focus on . DB Regional Bus Regional school/college services . Global players Bus . Predominantly franchise renewals . SMEs . Increasing competition . Municipal district transport companies . DB Regional Bus market share: > 50%
. Generally in towns with min. 20,000 inhabitants . Almost exclusively municipal transport City Bus . Most contracts awarded internally to municipal companies companies . Some privatized exceptions PRT . DB Regional Bus market share: around 1% market . In conurbations and urban regions . Almost exclusively municipal transport Light Rail . Contracts almost exclusively awarded internally companies to municipal companies . Very few private providers . No DB Regional Bus transport services
Long- . Intercity bus carrier serving relations that exceed . FlixBus currently dominates the long- a cross border distance over 50 kilometers distance distance bus market with a market share . Increasing competition since market liberali- of ~70% Bus zation in 2013 with no profitable player so far . Different national and international . DB Group market share about 11% operators in intense competition
56 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Passenger Transport ‒ DB Arriva DB Arriva is DB Group’s platform for growth in passenger transport outside Germany
Profile
. DB Arriva is a platform for growth and operates all of DB Group's passenger services outside Germany (with the exception of international long-distance service) . DB Arriva offers a broad range of transport services in 14 European countries, running buses, trains, trams, water buses, car-sharing and non-emergency patient transport services DB Arriva in 2015 . DB Arriva is usually commissioned by regional and national authorities or other parties ordering transport services Revenues € 4,843 mn . DB Arriva runs both commercial and public service obligation (PSO) EBIT € 270 mn services, generating the majority of its revenues with the latter . Arriva UK Trains is a leader in the UK rail passenger transport market Employees (FTE) 46,484 . Arriva UK Bus is one of the largest providers of urban and regional bus Volume sold rail 8,980 mn pkm transport in the UK . Arriva Mainland Europe operates a range of transport services in Volume sold bus 1,024 mn bus km continental Europe Passengers1) 1,633 mn
Fleet 7432) / 16,2523) 1) Rail and bus 2) Locomotives (25) and multiple units (718) 3) Buses (including 15,597 own stock) 57 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Passenger Transport ‒ DB Arriva DB Arriva: established growth platform in 14 European countries
Market overview DB Arriva
Bus Rail Significant characteristics . Europe sees highly varying degrees of liberalization . Heterogeneous markets throughout Europe – in terms of both market liberalization and competition – complete liberalisation means a redistribution of € 100 bn worth of contracts . DB Arriva is a growth platform in Europe and is already well-established in 14 markets with over 16,200 buses and 740 trains, as well as 96 trams, 4 waterbuses, 400 electric cars and more than 460 patient transport vehicles . Thanks to its diversified portfolio, DB Arriva is well positioned for further market opening (broad geographical coverage, various modes of transport and business models)
mature mid-liberalization emerging yet to liberalise . DB Arriva has proven its ability to generate not defined DB Arriva market profitable growth in the past
58 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Passenger Transport ‒ DB Arriva Arriva UK Trains is one of the leading providers with a diversified portfolio
Arriva UK Trains – facts and figures
Arriva Trains Wales Chiltern . Important rail operator in UK with five transport CrossCountry LOROL service contracts Tyne and Wear Metro Grand Central . Entered market in 2000 . Market share of rail passenger transport: ~22% . 5,700 employees . Fleet of 670 trains and 45 metro trains . Broad portfolio of products and services: light rail, commuter transport, regional and long-distance transport . Over a decade of experience in a highly competitive, deregulated rail transport market . Close relationships with customers, transport associations and client bodies . Operation and development of open access transport services through Grand Central Railway and Alliance Rail Holdings
59 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Passenger Transport ‒ DB Arriva DB Arriva won tender for the Northern Rail transport contract with an order volume of more than € 10 bn
Northern transport contract
. On Dec 9, 2015 positive decision by the Department for Transport - With 8% market share one of the largest franchise contracts in the UK market - Market share of DB Arriva increases from 14% to 22% - Besides Govia (merger GoAhead & Keolis) with 24% market share and Stagecoach with 23%, DB Arriva is now one of the TOP 3 in the UK rail market . Key facts Northern transport contract - Term of 9 years (April 2016 until March 2025); extension option of 1 year - > 50 bn train km per year, increasing over the term - Order volume > € 10 bn (thereof concession fees about 25 %); significant increase in the order book at UK Trains from currently € 4 bn to € 14 bn - 5,230 employees schematic depiction
60 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Passenger Transport ‒ DB Arriva DB Arriva won the transport contract for London Overground (LOROL) with an order volume of € 1.9 bn
London Overground contract
. On March 18, 2016 Arriva is awarded the £ 1.5bn (€ 1.9 bn) London Overground (LOROL) contract by Transport for London (TfL) . The transport contract has a term of 7.5 years starting on November 13, 2016 . Currently Arriva operates LOROL in a joint venture with MTR Corporation . Consolidation of LOROL activities from November 2016 on . The new contract includes a close cooperation with TfL, with the goal to improve rolling stock improve stations extend offer improve customer service have more than 180 mn passengers per year
61 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Passenger Transport ‒ DB Arriva DB Arriva is finally awarded the transport contract in Limburg with an order volume of € 2.6 bn
. Withdrawal of the opposition by Veolia Transport against the award of the Limburg transport contract to DB Arriva . Arriva Netherlands can continue with the preparations for the bus and rail transport activities in the region of Limburg/the Netherlands
. Details of the transport contract: Volume of € 2.6 bn Term of 15 years 260 busses and 34 trains Volume produced: 6.9 mn train km p.a. 24.3 mn bus km p.a. 1,005 employees
. With more than 5,000 employees DB Arriva is one of the largest provider of bus and train services in the Netherlands and operates in nine provinces
62 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Passenger Transport ‒ DB Arriva Arriva UK Bus provides urban and regional transport services
Arriva UK Bus – facts and figures Regions outside London . Third-largest provider of bus services in regional markets (outside London) . Entered market in 1996 . 10,200 employees . Fleet of 3,600 buses . On-demand transport services and non-emergency patient transport services also part of the portfolio . Flexible management of products and services . Predominantly commercial transport services
London Bus . One of the market leaders, operating ~16% of bus services . Entered market in 1980 (privatisation in 1994) . 5,300 employees . Management of a fleet of 1,600 buses . Mainly contracted transport services
63 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Appendix
DB Group
Passenger transport
Freight transport and logistics
Infrastructure
2015 Financial Year
Debt, financing and value management
Track record
64 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Freight transport and logistics ‒ Freight forwarding and logistics DB Group is the third biggest worldwide freight transport and logistics services provider
. >2,000 DB Cargo locations in over 130 countries . 4,500 freight trains per day through Europe . >100 million shipments sent per year via European land transport DB Schenker . >7 million square meters of storage space around the world
65 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Freight transport and logistics ‒ Freight forwarding and logistics DB Cargo & DB Schenker address digitalization with Logistics 4.0
1 2 4
Product of the future . New digital solutions Target picture: . Customer interface of the future Logistics market of the Enablers future . DB Schenker Labs . Research cooperations . Key developments 3 . Customer innovation . Business models Optimized processes & assets projects . Competitive landscape . Asset intelligence . Workplace of the future . Data analytics
66 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Freight transport and logistics ‒ Rail freight DB Cargo has a strong European network and is the number one in European rail freight transport
Profile
. With some 4,200 private customer sidings in Europe, DB Cargo offers its customers access to one of the world's largest rail networks . DB Cargo's international network follows the major European rail freight corridors . DB Cargo offers European rail transport in the form of block train, single wagonload and multimodal services DB Cargo in 2015 . Tailor-made transport and logistics solutions are also available as Revenues € 4,767 mn additional services that can link the rail mode with road (trucking) and ocean freight service EBIT € -183 mn . The key industries served by DB Cargo are metals and coal, chemicals, automotive, building materials, industrial and consumer goods, and Employees (FTE) 30,303 intermodal transport Volume sold 98,445 mn tkm . DB Cargo's customers are primarily key accounts . Most of DB Cargo's services are carried out using its own fleet of Freight carried 300 mn t locomotives and freight cars Fleet1) 2,869 / 87,264
Avg. dist. transported 313 km 1) Locomotives / freight cars 67 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Freight transport and logistics ‒ Rail freight DB Cargo is perfectly positioned in Europe
Leading position in Europe… …and in individual markets Market share 2015, % based on tkm1) Market share 2015 per country, % based on tkm1)
23 1 67 8 49 62 2 62 5 72)
17 3 1
7 4 9
52
Data 2015: BG, CH, DE, DK, ES, FR, NL, PL, SE, UK, BE (excluding Cobra, incl. Cobra market share 1) Current DB market estimate, incl. subsidiaries of about 26%) 2) Data 2014 Data 2014: IT, RO Source: Eurostat, national statistical offices, UIC, company, DB 68 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Freight transport and logistics ‒ Rail freight Significant core factors shape the business model of DB Cargo
European Clear sector and High asset network customer focus investment
SW
. International network . Key industrial sectors: steel . Own production alongside the major & coal, chemicals, . Fleet1) of over 2,900 European rail freight automotive locomotives and around corridors . Crude steel production as 87,000 wagons . Organizational benefits an important driver of . High specialization of from scale effects through results rolling stock size . Business mainly driven by key accounts
1) Own and finance lease 69 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Freight transport and logistics ‒ Rail freight DB Cargo offers special industry solutions inline with customer needs
Building . Over 6,000 customers Metals and Coal Materials, . Cross-border transports account Industrial & for about 60% of Consumer DB Cargo DB Cargo’s revenue industry Goods sectors . Strong market position in conventional transports with Green Rail Automotive Chemicals, Mineral Oil special services, e.g. metals and and Fertilizers coal, chemicals and automotive
Intermodal Building Materials, Industrial & Consumer Goods
70 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Freight transport and logistics ‒ Freight forwarding and logistics DB Schenker offers global transport and logistics solutions – by land, ocean and air
Profile
. As an integrated transport and logistics provider, DB Schenker serves both established and emerging markets, with a global network of over 2,000 sites in over 140 countries . DB Schenker's dense land transport network links the most important economic centers in Europe and offers part-load, LCL and FCL consignments, plus door-to-door solutions across Europe DB Schenker in 2015 . DB Schenker is one of the world's leading air and ocean freight providers, offering a full range of services in this segment Revenues € 15,451 mn . Its contract logistics portfolio serves every stage of the value chain: EBIT € 395 mn suppliers, manufacturers and dealers, customers, and spare part service . DB Schenker has a global customer base from broad a range of sectors, Employees (FTE) 66,327 with a focus on industrial customers Shipments 102 mn . It uses a vertical market approach to develop sector-specific solutions . In air and ocean freight, DB Schenker serves exclusively as a freight Air freight volume 1.1 mn t forwarder, without its own planes or ships; in land transport, however, it Ocean freight volume 1.9 mn TEU relies in part on its own vehicles and containers
Warehouse space 7.7 mn m2
71 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Freight transport and logistics ‒ Freight forwarding and logistics Global transport network with 2,000 locations in over 130 countries
Shipments 101.7 mn SQM 7.7 mn
Revenues 6,317 Revenues 2,381
EBIT 99 EBIT 106
Change Key figures (€ mn) 2014 2015 € % Revenues 14,943 15,451 +508 +3.4
EBIT adjusted 332 395 +63 +19.0 Tons4) 1.1 mn Gross capital expenditures 240 238 ‒2 ‒0.8 TEU5) 1.9 mn Revenues Employees 6,753 (Full-time employees) 64,810 66,327 +1,517 +2.3 EBIT 255
1) Based on revenues. 2) Based on t. 3) Based on TEU. 4) Air freight volume. 5) Ocean freight volume. 72 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Freight transport and logistics ‒ Freight forwarding and logistics DB Schenker has a broad global customer base and an asset-light business model
DB Schenker: business model
Network business Broad customer base Asset-light business model
Land transport CL/SCM
Air freight Ocean freight
. Size is key for a high supply . Approximately 700,000 customers . Own vehicles and swap bodies only density and for economies of with a wide range of industries in parts of land transport scale when purchasing . Large anchor customers and . Predominately leased logistics transport capacity small/medium-sized customers locations . Door-to-door solutions thanks . Wide range of customers/industries . Asset-light business model creates to a global presence in 130 makes business less prone to crisis flexibility countries
73 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Freight transport and logistics ‒ Freight forwarding and logistics No other provider links as many places in European land transport as DB Schenker
Land transport network - Europe Competitive advantage
. Fully integrated network with 430 operational branches . More than 720 locations in 36 countries with own national organizations . 101.7 mn shipments in 2015 . Own fleet with 29,094 trucks . Daily departures to all European terminals . Approx. 32,000 scheduled services per week . Defined door-to-door lead times . Timely customer information through tracking
DB Schenker Land Transport Terminals DB Schenker Land Transport Euro Hubs (Friedewald, Malmö, Paris, Salzburg)
74 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Freight transport and logistics ‒ Freight forwarding and logistics 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 600 sites worldwide . Global presence with 700 sites worldwide . Organization of "door-to-door" transport . Worldwide network with regional hubs services . Organization of "door-to-door" transports . LCL services with 600 direct connections . 900 dedicated charter flights p.a. . >1.9 mn TEU (exports) ocean freight . >1.1 mn t air freight volume (exports) 2015 volume in 2015
. Preferred-carrier strategy . Paperless transport (digital transport documentation) . DB Schenker skybridge (combined air and sea traffic) . Supply chain solutions (value added services)
75 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Freight transport and logistics ‒ Freight forwarding and logistics DB Schenker takes advantage of market opportunities in contract logistics
Contract logistics/supply chain management
. No. 5 worldwide . Global presence in over 56 countries . Around 667 locations overall . 7.7 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 . G4P (Go-for-Performance) is the new global profitability program of Contract Logistics
76 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Appendix
DB Group
Passenger transport
Freight transport and logistics
Infrastructure
2015 Financial Year
Debt, financing and value management
Track record
77 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Infrastructure DB Group operates the biggest rail network in the heart of Europe
. 5,700 DB Netze Track DB Netze Stations stations serve as railway gateways in Germany . 33,300 km long rail network – three times as long as the German Autobahn network . 25,000 bridges make its way through rivers and valleys DB Netze Energy . 5th largest provider of energy in Germany – annual volume of available energy equal to energy consumed by Berlin metropolitan area
78 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Infrastructure Rail infrastructure financing in Germany - profits of rail infrastructure companies will be reinvested
Financing circle (FC)
FC 1.0 . Closed financing circle for the infrastructure, meaning that all profits of DB rail infrastructure Federal budget FC 2.0 companies will be reinvested in the Dividend DB AG infrastructure. Infrastructure Rest of Investment companies DB Group grants . FC 2.0: Net profit of the rail infrastructure companies will be fully paid out to the Federal full distribution partial distribution Government as part of the dividend of DB AG DB AG in the first step and then paid back to DB Group as non-repayable investment grants for existing Net profit of Net profit of non network capex. rail infrastructure infrastructure companies activities . FC 1.0: The net profit of the non-infrastructure activities of DB Group is paid out partly as Existing network (LuFV) dividend to the Federal Government, and Dividend Investment DB funds afterwards paid back as construction grants to infrastructure grants DB Group for the network extension. The profits of the non-infrastructure activities of DB Requirement plan (network extension) Group are thus involved in co-financing in the Dividend non- Investment DB funds construction and extension. The rest is used to infrastructure grants finance growth projects.
79 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Infrastructure Rail infrastructure financing in Germany - DB dividend will be fully used for infrastructure grants
Split of DB dividends in financing circle (FC) 1.0 (network extension) and FC 2.0 (existing network) (€ mn)
DB dividend 1,000 (2015-2019: 950 3,950) 850 800 FC 1.0 to support network extension 700 350 350 (2015-2019: 350 1,750) 350 350 FC 2.0 to support 600 650 Amount for existing network Federal budget 500 450 350 (2015-2019: consolidation 2,200)
2015 2016 2017 2018 2019
80 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Infrastructure DB Netze Track is the largest, highest-capacity rail infrastructure company in Europe
Profile
. DB Netze Track is responsible for the rail network and all the infrastructure necessary for operations . It ensures non-discriminatory network access for all authorized rail companies, local and regional passenger transport authorities, and freight forwarders and consignors . DB Netze Track's seven operations centers and one network control DB Netze Track in 2015 center keep rail service in Germany running smoothly 365 days a year Revenues € 5,110 mn . DB Netze Track's core responsibilities also include preparing train schedules in close partnership with customers, managing operations EBIT € 578 mn and construction, and providing maintenance service . Train-path products are the most important source of revenues for Employees (FTE) 45,972 DB Netze Track Train-path km 1,054 mn . Track access fees are set in a transparent train-path pricing system regulated by the German Federal Network Agency Line operated 33,332 km . DB Netze Track coordinates over 65,000 regular train path requests in Switches & crossings 67,552 its working timetable, and roughly 950,000 ad hoc requests from freight transport in particular
Railway bridges 25,183
81 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Infrastructure DB Netze Stations is the largest operator of rail stations in Europe
Profile
. In addition to its core business of developing and operating rail stations, DB Netze Stations also offers a variety of transport-centered services at and around stations . It offers a network linking diverse transport-related services and ensures that stations are pleasant places in which to spend time . DB Netze Stations is also one of the largest landlords for commercial DB Netze Stations in 2015 real estate in Germany, with over 1 million m² of leasable space Revenues € 1,199 mn . Each day, its stations are served by more than 400,000 trains operated by some 115 rail companies, with roughly 8 million passengers EBIT € 254 mn . To ensure high quality, DB Netze Stations focuses on safety, service and station cleanliness, with its Triple-S Centers Employees (FTE) 4,982 . DB Netze Stations earns its revenues from station access charges Station stops 151 mn (regulated in the station pricing system) and commercial property leases (not regulated) Rail stations 5,681 . Station access fees account for roughly 70% of total revenues Platforms 9,600
Passenger info1) 6,400 1) Passenger information systems (DSA) 82 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Infrastructure DB Netze Energy is the fifth-largest power provider in Germany
Profile
. DB Netze Energy offers all the typical energy products for traction power and power for stationary facilities in Germany . These products include traction power and diesel for rail traffic, and electricity, gas and heat for DB Group's stations and other buildings . DB Netze Energy also offers a broad range of electricity and gas products to industrial customers throughout Germany DB Netze Energy in 2015 . DB Netze Energy continually raises the percentage of renewables in its Revenues € 2,812 mn traction power (2015: 42%) . Its portfolio also includes energy-related consulting and technical EBIT € 66 mn services
Employees (FTE) 1,726 . DB Netze Energy is not an energy producer, only owns two small hydroelectric power stations 1) Traction power 8,644 GWh . The network charges paid for non-discriminatory use of the traction power grid are regulated by the German Federal Network Agency Stationary enery2) 14,865 GWh . Another important element of the DB Netze Energy portfolio is a Diesel fuel 427 mn l Germany-wide network of refueling stations, and charging infrastructure for electric vehicles Traction supply sys. 7,912 km
1) 16,7 Hz and DC 2) 50 Hz and 16.7 Hz 83 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Appendix
DB Group
Passenger transport
Freight transport and logistics
Infrastructure
2015 Financial Year
Debt, financing and value management
Track record
84 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 2015 Financial Year ‒ Overview Economic and market environment 2015 financial year
. Global economic growth stagnating at low level (+2.5 %) General . Growth of world trade weaker than in the previous year (+1.0 %) conditions . Recovery of Eurozone due to increased domestic demand and exports . Fall in commodity and oil prices, among other things: supply exceeded demand
. Positive development of German passenger transport market (+1.3 %) . German rail passenger transport market on the level of the previous year Passenger . Negative effects due to strikes of GDL and lower fuel prices transport . Strong growth in long-distance bus transport (+30 %) . DB Arriva still facing challenging conditions (e.g. government austerity programs)
. Positive development in German freight transport market (+1.4 %) . European freight transport market nearly on the level of the previous year Freight transport and logistics . Still positive development in transport and logistics business: Volume growth in European land transport as well as in air and ocean freight – continuing positive development of the global contract logistics market
. Train-path demand positive, drivers were freight and local passenger transport
. Non-Group train-path demand still growing, share rises up to 27.5 % – Group Infrastructure train-path demand decreases among other things due to strikes . Number of infrastructure customers still rising on a already high level
85 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 2015 Financial year ‒ Performance development Mixed performance development in 2015 across the business units
DB Arriva ‒ volume produced
Rail Bus (mn (mn train-path km) bus km)
1,024 131.6 132.7 1,003
+0.8% +2.1%
2014 2015 2014 2015
87 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 2015 Financial year ‒ Performance development Mostly positive performance development in 2015 in the logistics business
DB Schenker ‒ volumes
Land transport Air freight Ocean Contract (mn shipments) (thousand t1)) logistics freight (thousand TEU1)) (€ mn)
1,128 1,112 2,381 1,983 101.7 1,942 98.9 2,030
+2.9% +1.4% -2.1% +17.3%
2014 2015 2014 2015 2014 2015 2014 2015
Market: +1.3% Market: +1.3% Market: +1.2% Market: +5.4%
1) Exports. 88 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 2015 Financial Year ‒ Revenues Mixed development of comparable revenues on business unit level
2015 Adjustments 2015 2014 (€ mn) +/‒ € +/‒ % Total revenues effective Consol.1) FX2) comp. comp.
DB Long-Distance 3,951 – –1 3,950 4,034 ‒84 ‒2.1
DB Regional 8,670 – – 8,670 8,831 ‒161 ‒1.8
DB Arriva 4,843 –21 –290 4,532 4,469 +63 +1.4
DB Cargo 4,767 – –49 4,718 4,863 ‒145 ‒3.0
DB Schenker 15,451 –58 –428 14,965 14,939 +26 +0.2
DB Services 3,192 – – 3,192 3,172 +20 +0.6
DB Netze Track 5,110 – – 5,110 4,951 +159 +3.2
DB Netze Stations 1,199 – – 1,199 1,172 +27 +2.3
DB Netze Energy 2,812 – – 2,812 2,797 +15 +0.5
Other/consolidation ‒9,527 – – ‒9,527 ‒9,534 +7 ‒0.1
DB Group 40,468 ‒79 ‒768 39,621 39,694 ‒73 ‒0.2
1) Changes in the scope of consolidation. 2) Effects from changes in exchange rates. 89 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 2015 Financial Year ‒ Revenues Stable revenue structure by divisions, activities and regions compared to 2014
By divisions By activities By regions
Infra- North Other Asia / 2014 structure America Rest of World 0.9% Pacific 3.7% 1.3% 6.7% 6.2%
Freight transport Non-rail Rail Rest of and Germany Passenger 47.9% 52.1% Europe Logistics 57.7% Transport 48.9% 31.1% 43.5%
Infra- North 2015 Other Asia / structure America Rest of World 1.5% Pacific 4.2% 1.2% 7.1% 6.5%
Freight transport Non-rail Rail Rest of Passenger and Germany 48.6% 51.4% Europe Transport Logistics 56.6% 48.9% 31.5% 42.5%
90 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 2015 Financial Year – Profit development Overall weak EBIT development on business unit level
Extraordinary EBIT adjusted Operating profit after interest result (€ mn) 2015 2014 +/‒ € 2015 2014 +/‒ € 2015
DB Long-Distance 164 212 ‒48 162 212 ‒50 ‒35
DB Regional 669 843 ‒174 617 794 ‒177 ‒
DB Arriva 270 265 +5 233 230 +3 ‒17
DB Cargo –183 46 ‒229 –254 ‒41 ‒213 ‒1,363
DB Schenker 395 332 +63 353 289 +64 –196
DB Services 70 82 ‒12 60 71 ‒11 –4
DB Netze Track 578 562 +16 306 207 +99 ‒197
DB Netze Stations 254 240 +14 215 195 +20 ‒2
DB Netze Energy 66 55 +11 48 40 +8 –
Other/consolidation –524 –528 +4 –740 –712 ‒28 –
DB Group 1,759 2,109 ‒350 1,000 1,285 ‒285 –1,814
91 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 2015 Financial Year – Profit development Mixed EBITDA development across business units
EBITDA adjusted 2015 2014 Changes by business units (€ mn) (€ mn)
DB Long-Distance 437 546 ‒109 ‒20.0%
DB Regional 1,316 1,452 ‒136 ‒9.4% DB Arriva 525 498 +27 +5.4% DB Cargo 120 343 ‒223 ‒65.0% DB Schenker 589 520 +69 +13.3% DB Services 274 270 +4 +1.5% DB Netze Track 1,513 1,503 +10 +0.7% DB Netze Stations 391 375 +16 +4.3% DB Netze Energy 133 123 + 10 +8.1% Other / Consolidation ‒520 ‒520 ‒ ‒ DB Group 4,778 5,110 ‒332 ‒6.5%
92 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 2015 Financial Year – Profit development Decline in operating profit
Thereof due to Thereof due to Adjusted income statement (€ mn) 2015 2014 Change changes in scope of exchange rate consolidation effects Revenues 40,468 39,720 +748 +53 +768 Inventory changes and internally produced and 2,699 2,684 +15 +0 +3 capitalized assets Other operating income 2,763 2,545 +218 +1 +16 Cost of materials -20,165 -20,221 +56 -49 -355 Personnel expenses -15,462 -14.694 -768 -2 -236 Other operating expenses -5,525 -4,924 -601 -2 -153 EBITDA adjusted 4,778 5,110 -332 +1 +43 Depreciation -3,019 -3,001 -18 -1 -11 Operating profit | EBIT adjusted 1,759 2,109 -350 0 +32 Net interest | Operating net interest -759 -842 +65 -1 +6 Operating profit after interest 1,000 1,285 -285 -1 +38 Results from at equity investments | investment 23 8 +15 - -1 income Other financial result -42 -77 +35 -3 +12 PPA-Amortization customer contracts -99 -95 -4 - -5 Extraordinary result -1,814 -184 -1,630 - -23 Profit before taxes -932 937 -1,869 -4 +21
93 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 2015 Financial Year – Balance sheet Development of balance sheet
(€ mn, as of Dec 31) 2015 2014 + / ‒ Maturity structure (as of Dec 31, 2015)
Assets Equity and Assets liabilities Non-current assets 45,199 45,530 ‒331 Property, plant and equipment 39,059 39,022 +37 Non-current Equity Intangible assets 3,762 4,195 ‒433 assets (24%, 2014: 26%) Deferred tax assets 1,335 1,604 ‒269 (81%, 2014: 81%) Current assets 10,860 10,353 +507 Trade receivables 4,018 4,146 ‒128 Non-current Cash and cash equivalents 4,549 4,031 +518 liabilities (50%, 2014: 51%) Equity and liabilities
Equity 13,445 14,525 ‒1,080 Non-current liabilities 28,091 28,527 ‒436 Financial debt 19,753 19,173 +580 Current liabilities 14,523 12,831 +1,692 Current liabilities Current assets Financial debt 2,675 1,161 +1,514 (26%, 2014: 23%) (19%, 2014: 19%) Trade liabilities 4,679 4,949 ‒270 Total assets 56,059 55,883 +176 Total € 56.1 bn Total € 56.1 bn
94 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Appendix
DB Group
Passenger transport
Freight transport and logistics
Infrastructure
2015 Financial Year
Debt, financing and value management
Track record
95 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Debt, financing and value management Rating and financing activities
Ratings
Very good ratings: . Stable financial profile, sound . Federal obligations resulting from Art. 87e German Constitution . Moody’s: Aa1 / stable financing structure and “Infrastructure obligations”: High share in funding of infrastructure S&P: AA / negative conservative funding strategy capex in Germany, . DB guarantees overall mobility in “Public interest obligations”: Funds for ordering local passenger Key rating driver: Germany and is Europe‘s largest transport services in Germany, amounting to around € 7 bn p.a. . Improvements in performance, company providing integrated Privatization threshold: constitutionally mandated Federal majority shareholding (“ownership clause”) revenues and profits mobility, transport and logistics services
Bond issues (€ bn) Maturity profile financial liabilities (as of Mar 31, 2016; € bn; incl. swaps) Bonds Bank / EIB Federal loans Leasing EUROFIMA Total: € 26.6 bn, Ø p.a.: € 1.6 bn
2.5 2.5 2.4 2.3 2.2 2.2 2.2 2.2 2.1 2.1 2.1 2.1 2.0 2.0 2.0 1.8 1.8 1.7 1.7 1.8
1.2 1.0 1.2 1.0 1.1
0.6 0.5 0.5
0 0 0.1 0.1
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2028 2029 2030 2072 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016* * As of April 2016 96 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Debt, financing and value management Clear targets for yield management and creditworthiness
Redemption Net financial debt ROCE Gearing coverage / EBITDA
EBIT adjusted Operating cash flow Net financial debt Net financial debt Calculation = = = = Capital Employed Adjusted net financial debt Equity EBITDA adjusted
. ROCE links requirements . Connection of cash flow . Debt figure for assess- . Connection of cash flow of controlling (success and financial debt ment of financing risks and financial debt Rationale control, management . Key figure in rating . Focus on relevant, . Key figure in rating instrument) with capital assessment process directly manageable assessment process market requirements . Includes off balance parameters . Widely used in (derivability, acceptance) sheet transactions investment analysis
Target WACC
130%
30% 3.7 2.5 5.3% 9.0% 18.5% 100% Targets 98%
2015 Target 2015 Target 2015 Target 2015 Target DB Group has to earn its Access to the capital markets / preservation of a broad fixed income investor base cost of capital (WACC) in the Confirmation of credit ratings in the good investment grade area even on a stand alone mid-term; value generation: basis ROCEs>WACCs
97 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Appendix
DB Group
Passenger transport
Freight transport and logistics
Infrastructure
2015 Financial Year
Debt, financing and value management
Track record
98 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Track record Track record driven by restructuring programs and portfolio measures
Driver of changes in DB Group
(1) Internal – major Group-wide programs
“Fokus” “Qualify” “reACT” “Railway of the Future” Restructuring of core business Improve performance Coping with the crisis Group restructuring program 2001 ‒ 2004 2005 ‒ 2008 2009 ‒ 2013 2015 ‒
(2) External - major portfolio changes: total M&A transactions (EqV) of about € 11 bn (€ 4 bn divestitures and € 7 bn acquisitions)
‘01 ‘05 ‘07 ‘09 ‘10 DB ‘08 ‘11 ‘12 Cargo DSB RAG Bahn EWS Transfesa PCC NordCargo COBRA Transfracht Gods
DB ‘02 ‘05 ‘06 ‘07 ‘08 ‘11 ‘12 ‘16 ‘16 Stinnes, Schenker Linjegods BAX, Spain-Tir Romtrans Jean Heck Suomen SPA Redhead Joyau StarTrans Kiitoautot
‘08 ‘10 ‘11 ‘12 ‘13 ‘14 ‘15 DB Chiltern, Arriva Grand Ambuline Veolia CupTour GOFRI, Liorbus, Arriva PanBus Central Eastern Bus Partners, Europe Alpetour ‘04 ‘05 ‘06 ‘07 ‘08 ‘14
Divesti- Brenntag, Deutsche SDS Scandlines, Arcor Arriva Malta, The tures Interfer, Eisenbahn- Aurelis, Original London Mitropa reklame Nuclear Cargo Sightseeing Tour, Waggonbau Niesky
99 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Track record Development of key value management figures
EBIT adjusted (€ bn) Capital Employed (€ bn) ROCE (%)
‒14.3% /EK ‒0.3 bn +16.7% EK/ € +4.8 bn ‒2.2%-points
33.733.5 2.7 32.6 33.1 Target: 9.0 % 31.3 31.7 2.5 2.4 28.7 8.9 2.3 28.028.6 8.7 2.2 27.4 8.3 2.1 2.1 7.5 7.3 1.9 6.8 1.8 1.7 6.3 5.9 6.0 5.3
'06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15
100 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Track record Development of equity and net financial debt
Equity (€ bn) Equity ratio (%) Net financial debt (€ bn) +45.7% / € +4.2 bn +5%-points –10.7% / € –2.1 bn
15.0 28.5 19.6 15.1 29.2 14.9 28.2 14.5 27.6 27.5 14.3 16.4 17.5 13.4 26.0 16.9 13.1 25.2 16.5 16.6 16.4 16.2 24.0 15.9 12.2 22.6 15.0 11.0 19.0 9.2
'06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15
101 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Track record Development of key value management figures
Redemption coverage Gearing Net financial debt / EBITDA (%) (%) (multiple)
Target: 30%
213 3.9 3.7 3.6 3.4 22.5 22.1 21.1 20.9 3.2 3.2 3.2 3.2 20.5 20.5 3.1 19.4 18.5 151 2.9 18.6 18.1 Target: 2.5 131 118 130 115 110 110 109 112
Target: 100%
'06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '06 '07 '08 '09 '10 '11 '12 '13 14 15
102 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Track record Development since 2001
(€ mn) 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 2001
Rail passenger 88,636 88,407 88,746 88,433 79,228 78,582 76,772 77,812 74,792 74,788 72,554 70,260 69,534 69,848 74,459 volume sold (mn pkm) Rail freight 98,445 102,871 104,259 105,894 111,980 105,794 93,948 113,634 98,794 96,388 88,022 89,494 85,151 82,756 84,716 volume sold (mn tkm)
Revenues 40,403 39,728 39,107 39,296 37,979 34,410 29,335 33,452 31,309 30,053 25,055 23,962 28,228 18,685 15,722
Profit before taxes ‒932 937 876 1,525 1,359 900 1,387 1,807 2,016 1,555 490 154 ‒133 ‒438 ‒409
EBIT adjusted 1,759 2,109 2,236 2,708 2,309 1,866 1,685 2,483 2,370 2,143 1,350 1,011 465 37 109
EBITDA adjusted 4,778 5,110 5,139 5,601 5,141 4,651 4,402 5,206 5,113 ‒ ‒ ‒ ‒ ‒ ‒
Cash flow from operating activities 3,489 3,896 3,730 4,094 3,390 3,409 3,133 3,539 3,364 3,678 2,652 2,736 ‒ ‒ ‒
Total assets 56,059 55,883 52,894 52,525 51,791 52,003 47,303 48,193 48,529 48,440 47,101 47,616 47,647 46,023 41,962
Gross capex 9,344 9,129 8,224 8,053 7,501 6,891 6,462 6,765 6,320 6,584 6,381 7,238 9,121 9,994 7,110
Net capex 3,866 4,442 3,412 3,487 2,569 2,072 1,813 2,599 2,060 2,836 2,362 3,251 4,013 5,355 3,307
Ratings (Moody’s/S&P) Aa1/AA Aa1/AA Aa1/AA Aa1/AA Aa1/AA Aa1/AA Aa1/AA Aa1/AA Aa1/AA Aa1/AA Aa1/AA Aa1/AA Aa1/AA Aa1/AA Aa1/AA
Employees (as of Dec 31) 297,202 295,763 295,653 287,508 284,319 276,310 239,382 240,242 237,078 229,200 216,389 225,632 242,759 250,690 214,371
103 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Contacts DB road show team
. Robert Allen Strehl . Sascha Friedrich . Katharina Postma . Larissa Wandert Ribeiro . Dr. Richard Lutz Head of Senior Manager Manager Junior Manager CFO Investor Relations Investor Relations Investor Relations Investor Relations
. Hartwig Schneidereit . Marcus Mehlinger . Ute Haas . Tobias Kubsch Equity and Debt Funding . Dr. Wolfgang Bohner Head of Capital Head of Equity and Equity and Debt Funding Market Financing Debt Funding Group Treasurer
Deutsche Bahn AG Europaplatz 1 10557 Berlin www.db.de/ir-e Germany www.db.de/ir-contact
104 Deutsche Bahn AG | May 2016 Roadshow Europe 2016 Appendix Disclaimer and photo credits
Disclaimer
This information contains forward-looking statements or trend information that are based on current beliefs and estimates of Deutsche Bahn AG’s/DB Mobility Logistics AG´s management and involves known and unknown risks and uncertainties. They are not guarantees of future performance. In addition to statements which are forward-looking by reason of context, including without limitation, statements referring to risk limitations, operational profitability, financial strength, performance targets, profitable growth opportunities, and risk adequate pricing, as well as the words "may, will, should, expects, plans, intends, anticipates, believes, estimates, predicts, or continue", "potential, future, or further", and similar expressions identify forward-looking statements. These forward-looking statements are subject to certain risks and uncertainties that could cause the Company's actual results or performance to be materially different from those expressed or implied by such statements. Many of these risks and uncertainties relate to factors that are beyond Deutsche Bahn AG’s/DB Mobility Logistics AG’s ability to control or estimate precisely, e.g. future market and economic conditions and the behavior of market participants. Deutsche Bahn AG and DB Mobility Logistics AG do not intend or assume any obligation to update these forward-looking statements. This document represents the Company‘s judgment as on the date of this presentation.
Photo credits
Cover page – Max Lautenschläger Page 53 – DB AG/Bombardier, Gerhard Linnekogel, Christian Dittmer Page 3 – Arne Lesmann, Georg Wagner Page 54 – Jet-Foto Kranert Page 4 – Oliver Lang, Max Lautenschläger Page 57 – Oliver Lang Page 5 – Kai Michael Neuhold Page 58 – cycling-embassy.dk, DB Arriva Page 6 – Joujou/pixelio, www.pixelio.de/ Page 59 – DB Arriva, Oliver Lang, DB Arriva, Oliver Lang, Christiane Ziegler, DB Arriva Page 7 – From left to right: Tom Hanisch-Fotolia, Max Lautenschläger, Bartlomiej Banaszak, Max Lautenschläger, Max Page 61 – DB Arriva Lautenschläger, Max Lautenschläger, Max Lautenschläger, Michael Neuhaus Page 65 – First row from left: Wolfgang Klee, Claus Weber; second row from left: Michael Neuhaus, Michael Neuhaus, Michael Page 11 –First row: Christian Bedeschinski; Second row from left: Tobias Heyer, James O Jenkins Neuhaus, Stefan Warter Page 14 –First row from left: Max Lautenschläger, vege – Fotolia; Second row from left: Oliver Lang, Max Lautenschläger Page 65 – DB Page 16 – Bartlomiej Banaszak, Wolfgang Klee Page 66 – DB Schenker Page 17 – Oliver Lang Page 67 – Wolfgang Klee Page 18 – Volker Emersleben Page 69 – Left row from left: Hans-Joachim Kirsch, Wolfgang Klee; Right row: Claus Weber Page 21 – Volker Emersleben Page 70 – Automotive: Michael Neuhaus; metals and coal: Wolfgang Klee; chemicals, mineral oil and fertilizers: Hans-Joachim Page 23 – Hartwig Schneidereit Kirsche; building materials, industrial & consumer good: Margit Brettman; intermodal: Michael Neuhaus Page 26 – Max Lautenschläger Page 71 – Max Lautenschläger Page 27 – Max Lautenschläger, Jet-Foto Kranert, Bartlomiej Banaszak, Wolfgang Klee Page 72 – Land transport: Michael Neuhaus; air freight: Ralf Braum; ocean freight: Michael Neuhaus; contract logistics: Stefan Page 28 – Top down (line-by-line): Pablo Costagnola, Volker Emersleben, DB AG, Pablo Castagnola, Max Lautenschläger, Bernd Warter Roselieb, Bernd Roselieb, Werner Gabriel, Max Lautenschläger, P. v. Recklinghausen, Bernd Roselieb, Andreas Page 75 – From left: Rüdiger Nehmzow, Kai-Uwe Grundlach Varnhorn, Günther Bauer, Andreas Varnhorn Page 76 – Karl-Friedrich Heisterkamp Page 29 – From left: Claus Weber, DB Schenker, Volker Emersleben Page 77 – Max Lautenschläger Page 37 – Right row from the top : Max Lautenschläger, Fotolia (#63201256) Page 78 – First row from left: Wolfgnag Klee, Georg Wagner; Right row: Claub Weber Page 39 – Christian Bedeschinski Page 81 – Wolfgang Klee Page 42 – DB AG, DB Schenker, Pablo Castagnola, Kai Michael Neuhold Page 82 – Bartlomiej Banaszak Page 42 – Max Lautenschläger Page 83 – Annette Koch Page 43 – First row from left: Stefan Warter, Max Lautenschläger, Ralf Braun; second row from left: DB Arriva, DB Arriva, Hartmut Page 84 – Max Lautenschläger Reiche Page 86 – Bartlomiej Banaszak, Wolfgang Klee Page 45 – Jo Kirchherr Page 87 – DB Arriva, Bartlomiej Banaszak Page 47 – Thomas Herter Page 88 – Maurice Weiss, Michael Neuhaus Page 50 – Uwe Miethe (background), DB AG/Siemens AG, DB AG/Bombardier Page 95 – Max Lautenschläger Page 51 – From left: Siemens AG, Gerhard Linnekogel, Siemens AG Page 98 – Max Lautenschläger