ÖBB Annual Report 2025

169 Group Management Report Österreichische Bundesbahnen -Holding Aktiengesellscha ft Consolidated Financial Statements | Group Management Report 126 No. Policies 1) Description 2) S4-K-3 Accessibility implementation plan 2022 to 2025+ In 2006, together with sub-group managers and experts, ÖBB-Holding AG developed an overall staged plan pursuant to Article 19 of the Federal Law on Equal Opportunities for the Disabled ( Bundes-Behindertengleichstellungsgesetz , BGStG) for the ÖBB Group. The actions contained in the staged plan (2006 to 2015) were discussed with organizations for the disabled. In early 2016, the Group companies updated their plans and prepared new implementation plans for additional railway stations (train stations and passenger stops) and for the vehicle fleet. These corporate plans correspond with the National Implementation Plan (NIP), which the Federal Ministry of Innovation, Mobility and Infrastructure (BMIMI) has issued and published for Austria in accordance with TSI-PRM59. In 2018, the actions already implemented along with the targets set through 2027 were presented and discussed at stakeholder dialogues, which were attended by representatives of disability organizations and parliament, among others. This information and coordination process takes place at regular intervals, most recently in fall of 2023. The goal is for all railway stations serving more than 1,000 passengers on a daily basis, as well as key railway stations in district and provincial capitals, to be made fully accessible in terms of infrastructure by 2027. This means that additional stations will be made fully accessible by 2027. S4-K-4 Passenger Transport sub-group policy The Passenger Transport sub-group policy for the “Competitive Railway Company” business area includes the target “Exciting offerings and modern customer retention tools to sustain leadership in quality.” The measurement and evaluation of the achievement of this target are carried out by analyzing customer satisfaction responses and sales figures. In addition, the policy sets specific growth targets for other business models in the areas of “Competitive Bus Operator” and “Mobility as a Service” (including ÖBB 360° – first and last mile services). The sub-group policy is aligned with growth objectives and also establishes target states and assessment criteria for other dimensions (e.g. cost structures, quality, passenger kilometers). S4-K-5 Infrastructure sub- group policy #INFRA.Mobilitätswe nde Under the title #INFRA.MobilityTransition, the ÖBB Infrastructure sub-group presents its strategic approach and vision for the coming years. Derived from the vision and strategic targets, the policy is based on six strategic approaches. A customer-oriented business model has been defined in the “Consumers and End-users” area: – We are an important partner in a digitally and analogically networked mobility ecosystem. – The customer-centric orientation is supported by management focused on key areas and services – We are a strong voice for interoperability, international traffic management, and efficient regulation in Austria and Europe. – Service prices should reflect the full cost of provision, except where dictated by transportation policy requirements. In addition to the core market in Austria, relevant European corridors, rail lines adjacent to Austria, as well as terminal and port infrastructure in neighboring countries are also considered. 1) Unless adopted for the entire ÖBB Group, the policies are decided by the relevant Board of Management and apply to the company defined therein. ESRS 2.MDR-P.65.b, c. 2) ESRS 2.MDR-P.65.a, b, c. Further considerations of strategically relevant topics that are currently being developed: – Product portfolio strategy: The aim in the Passenger Transport sub-group is to optimize the product portfolio along the 4 P’s (Product, Price, Place, Promotion) while incorporating customer feedback. Every person should be able to find a suitable mobility solution in order to increase customer satisfaction. – Customer information: Due to the identified need for action, a multi-year project focusing on customer information during disruptions (e.g. delays, train changes) and incidents (short-notice crises that cause widespread damage, such as the flooding in September 2024) was launched in the fall of 2024. This project is part of a company-wide program aimed at enhancing the resilience of the railway system. Further information can be found in Chapter E.1 “General Information” under “Material impacts, risks and opportunities and their interaction with strategy and business model.” This includes efforts to centralize and control the management of passenger information. At the time of writing, no further details can be provided or published. MR126 | E.3. S1 Own workforce S2 Workers in the value chain S3 Affected communities S4 Consumers and end-users