ÖBB Annual Report 2025

171 Group Management Report Österreichische Bundesbahnen -Holding Aktiengesellscha ft Consolidated Financial Statements | Group Management Report 128 Process for integrating consumers and end-users and process for improving negative impacts *) Stakeholder integration ÖBB is in close contact with the Austrian Disability Council (ÖBR). The ÖBR is also actively involved in numerous accessibility projects and actions and participates right from the planning phase. The ÖBR and many other disability organizations, interest groups, and experts are invited to discuss current and future topics related to accessible mobility in stakeholder dialogues. As a result, ÖBB is implementing actions beyond its legal obligations to improve services for passengers with reduced mobility. A technical exchange with other railroads in the EU also takes place in the working groups. The effectiveness of the implemented actions is also checked by means of usability tests (in cooperation with the ÖBR as the representative of passengers with reduced mobility). This ensures that the measures actually lead to better accessibility. Customers who feel disadvantaged also have the opportunity to participate in a conciliation procedure in accordance with the Disability Equality Act. In this context, mediation takes place between the company and the affected customers in order to find solutions together. ESRS S4.SBM-3.11 If indications are received that an ÖBB offer or service could exclude certain customer groups, these indications are quickly analyzed in a decentralized manner. Any necessary response actions are derived and integrated into the strategy. Centralization of these processes is planned as part of the development of the product portfolio strategy. Responsibility for centralizing the process lies with the Product and Corporate Development unit. If needs are identified and measures are taken in line with the strategy, their success can in turn be determined using a customer satisfaction analysis, market research, and by evaluating feedback on the above-mentioned channels. *) ESRS S4-2.20.a, b, c. The central approach to determining the need for mitigation measures is direct contact with customers. The ÖBB Group has set up and operates various channels where customers can express their concerns – including the ÖBB Customer Service. The calls and e-mails received there are systematically recorded and evaluated in order to identify needs. Other channels for receiving requests, suggestions, and complaints are travel centers at larger stations and Customer Service, which customers can contact personally, as well as the various social media channels. Inquiries received via these channels are also recorded, evaluated, and forwarded to the relevant sub-group company. The ÖBB Group has a comprehensive compliance management system in place to protect individuals from possible retaliation. This is described in detail in Chapter E.4. “Governance information.” ESRS S4-3.25.a-d, 26, 32.c The outlined channels and processes enable the Group to track and evaluate the effectiveness of its actions and mitigation actions and to identify what additional actions are necessary and appropriate to respond to potential or actual negative impacts on consumers and end-users. ESRS S4-4.31.d, 32.a, b, c Targets and actions related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities The following targets help the Group optimize its offerings on an ongoing and long-term basis and adapt them to the wishes and needs of its customers. The definition of the targets was informed by the results of the described processes for integrating consumers and end-users. Furthermore, these mechanisms make it possible to refocus targets if customers’ needs and requirements change. Stakeholders were directly involved in preparing the dual materiality analysis, but not in formulating the individual objectives. ESRS 4-5.41.a, c, ESRS 2.MDR-T.80.h The findings of the processes described for integrating consumers and end-users are made available to the relevant internal departments. Together with the necessary financial resources – provided partly through the federal planning and financing instrument (ÖBB’s Master Plan) and partly generated from compensation under transportation service contracts and income from ticket sales – these findings form the basis for the company’s ongoing strategic orientation. As part of annual budget planning, this financial foundation forms the basis for deriving and implementing specific operational measures. ESRS S4-4.34, 37 The achievement of the targets is tracked by regularly recording the target values. ESRS S4-5.41.b MR128 | E.3. S1 Own workforce S2 Workers in the value chain S3 Affected communities S4 Consumers and end-users