ÖBB Annual Report 2025

177 Group Management Report Österreichische Bundesbahnen-Holding Aktiengesellschaft Consolidated Financial Statements | Group Management Report 134 Target The ÖBB Group’s strategic punctuality target for 2030 is 89.0% for long-distance transport, 97.0% for local transport and 83.0% for goods transport 5) . Status 1) Target scope 2) The target concerns consumers and end-users in Austria as well as end customers (i.e. companies) in goods transport. Being implemented Methodology 3) Safe, punctual, and reliable rail operations are a key prerequisite for customer satisfaction and the efficiency of the entire transportation system. The targets for 2030 were agreed in 2020. In 2025, 94.1% (py: 93.6%) of ÖBB passenger trains were on time. The punctuality rate of ÖBB long-distance trains showed an upward trend after a low point in the prior year, reaching 81.6% this year (py: 78.2%). Local transport achieved a punctuality rate of 94.8% (py: 94.3%). The freight trains of Rail Cargo Austria AG operated on the ÖBB network with a punctuality rate of 77.1% (py: 76.1%). 6) The continued inadequate performance of individual neighboring railroads had a noticeable impact on the punctuality of long-distance routes along the main national corridors. The rail system continues to develop dynamically. Rising passenger volumes and kilometers traveled, an ambitious construction program, increasing challenges from extreme weather events, and the influence of neighboring railroads all highlight the growing importance of targeted actions to increase resilience as the key to ensuring long-term operational stability. Action Punctuality action plan 4) Targeted actions – such as the use of backup Railjet train sets and cross-network reversals of individual long-distance lines at Vienna Central Station – have reduced the negative impact on punctuality. In addition, increasing focus was placed in 2025 on outgoing punctuality at Vienna Central Station. Goods transport also had to adapt to the operational restrictions of individual neighboring railroads due to its international character. In the course of implementing the national construction program, particular attention was paid to keeping the restrictions and disruptions caused by the construction sites to a minimum. One measure already established in prior years – the consistent creation of disruption schedules – was successfully continued. Challenges in the provision of trains and recurring vehicle disruptions in local transport had a negative impact on the stability of turnarounds. As a result, there was an increase in operational disruptions, which reduced punctuality. To address this issue in local transport on Vienna’s suburban railway system, the “Suburban Railway Main Line” task force was established, which promptly implemented targeted actions. 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) Compared to consumers and end-users as described under S4, end customers (i.e. companies) are only affected if ordered goods shipments do not reach their destination on time. 6) The above punctuality figures have not been adjusted to account for the extreme weather events in fall of 2024. The actions presented in this chapter include measures that successively expand positive effects and minimize negative ones. In addition, the ÖBB Group has mitigation actions in place to quickly and easily counter any ad-hoc negative impacts. If, for example, there are travel disruptions or security incidents, defined processes are activated to provide consumers and end-users with the best possible support. These include assistance services such as meals, refreshments, accommodation, or reimbursements in the event of delays, as well as liability in the event of damage. 50 ESRS S4-4.31.b, c E.4. Governance information G1 Corporate management ÖBB is committed to transparency, integrity, and sustainable success. The Group promotes a values-based corporate culture, ensures compliance with the law, and protects whistleblowers. It supports fair conditions for rail transport through lobbying efforts. It also maintains stable supplier relationships to ensure smooth processes within the Group. The role of the administrative, management, and supervisory bodies as well as their composition, duties, and responsibilities and their expertise related to sustainability matters and aspects of corporate governance are presented in Chapter E.1 “General information” under “Governance” in the subtopic “The role of the administrative, management, and supervisory bodies.” ESRS G1.GOV-1.5.a, b 50 Information related to negative effects S4-A-1, S4-A-2, S4-A-3. MR134 | E.4. G1 Corporate management