ÖBB Annual Report 2025

Group Management Report 174 Österreichische Bundesbahnen-Holding Aktiengesellschaft Consolidated Financial Statements | Group Management Report 131 Target (continued) Improve the public safety index (ÖSX) by 2% per year until 2030 Status 1) Action Cooperation with the police 4) 5) Cooperation with the police includes priority actions at targeted hotspots, collecting video data, the ongoing exchange of information and technical support during surveillance operations. The Group also relies on an increased police presence and cooperation with social institutions to support marginalized groups (e.g. winter emergency aid, cold weather hotline, Caritas) to improve customers’ subjective sense of security. Ongoing Training 4) 5) Training actions sensitize ÖBB employees to be aware of situations that promote crime. Ongoing Increased deployment of security personnel 4) 5) More security personnel on night trains and at train stations, for example, serve to deter offenders and also increase passengers’ subjective feeling of security. Ongoing 1) ESRS 2.MDR-T.80.j; ESRS 2.MDR-A.68.e. 2) ESRS 2.MDR-T.80.c. 3) ESRS 2.MDR-T.80.a, f. 4) ESRS 2.MDR-A.68.a, b, c. 5) This action is being implemented in Austria at the level of ÖBB-Operative Services GmbH & Co KG (subsidiary of the ÖBB Infrastructure sub-group). Target Maintain customer satisfaction at a minimum of 75 points in 2030 (ÖBB-Personenverkehr AG, rail only) Status 1) Target scope 2) The target concerns B2C railway customers in Austria. Being imple- mented Methodology 3) ÖBB-Personenverkehr AG sets comprehensive quality standards for high customer satisfaction. In order to achieve and then maintain this, corresponding assessment criteria are evaluated and assessed in the annual strategy review with members of the Board of Management and company managers. In 2025, the targets for customer satisfaction were therefore evaluated based on the results of prior years and the target was set of keeping this value constant until 2030. The key figure is developing as planned in the direction of the defined target. Action Coordination interface established 4) 5) In the course of developing the product portfolio strategy, a central unit has been created to coordinate and centrally organize all findings (from customer satisfaction analysis, market research, other channels) and all actions. Being imple- mented Customer survey 4) 5) As part of the customer survey, data is collected in Austria in three different ways: telephone interviews, self-completed written questionnaires, and through observation/mystery tours. The results provide a three-year comparison in all sub-companies. Ongoing 1) ESRS 2.MDR-T.80.j; ESRS 2.MDR-A.68.e. 2) ESRS 2.MDR-T.80.c. 3) ESRS 2.MDR.T.80.a, f. 4) ESRS 2.MDR-A.68.a, b, c. 5) This action is implemented in Austria at the level of the sub-group company (companies) concerned. Target Increase customer satisfaction to 76 points by 2030 (ÖBB Infrastructure sub-group) Status 1) Target scope 2) This target relates to the B2C customers of the ÖBB Infrastructure sub-group. Being imple- mented Methodology 3) The target was developed by the experts in the Corporate Development staff unit based on the results of the passenger survey applicable to the ÖBB Infrastructure sub-group and approved by the responsible staff management. The metric improved somewhat in 2025 compared with 2024 (+1). Punctuality, the wayfinding system, and the information provided at the station were generally rated as very good. In 2025, we continued to work on further improving quality in order to increase customer satisfaction. Action Punctuality 4) 5) Punctuality is a key quality criterion for both customer satisfaction and sustainability. Punctuality is managed within the ÖBB Infrastructure sub-group through the regular meetings of the punctuality steering committee. At Group level, it is addressed both in the expert-level punctuality circle and in the punctuality steering committee involving members of the Board of Management and managing directors. The focus of the Infrastructure sub-group is on the ongoing optimization of system availability, the timely reinvestment in systems to avoid slowdowns, the promotion of disruption schedules during construction work, and operational excellence in scheduling. Ongoing Sharing options for the first and last mile 4) 5) Car sharing, bike sharing, and e-scooter sharing as well as on-call buses offer rail users flexible options for the first and last mile. ÖBB-Infrastruktur AG supports the availability of such services by providing designated areas on a demand-oriented and non-discriminatory basis. Ongoing 1) ESRS 2.MDR-T.80.j; ESRS 2.MDR-A.68.e. 2) ESRS 2.MDR-T.80.c. 3) ESRS 2.MDR-T.80.a, f. 4) ESRS 2.MDR-A.68.a, b, c. 5) This action is being implemented in Austria at the level of the ÖBB Infrastruktur sub-group. | MR131 E.  Non-financial statement E.1. General information E.2. Environmental inform ation E.3. Social information E.4. Governance information E.5. ESRS index