ÖBB Annual Report 2025

Group Management Report 66 Österreichische Bundesbahnen-Holding Aktiengesellschaft Consolidated Financial Statements | Group Management Report 23 ÖBB is meeting these requirements by systematically integrating climate risks into planning, construction and operation, upgrading resilient infrastructures and linking sustainability and profitability more closely in investment decisions. In addition, resistance to cyberattacks, data loss, and IT outages is specifically strengthened in a targeted manner. ÖBB invests in modern security architectures, contingency plans and continuous monitoring of critical systems to ensure the functionality of infrastructure even under digital stress conditions. Technology and digitalization as drivers Digitalization and technological innovations are key drivers of the Group’s continued development. They have a significant impact on processes, organizational structures and job profiles. AI-supported systems, automation and digital platforms form the basis for increased efficiency, higher process quality and greater customer focus. Against this backdrop, ÖBB is focusing on the continuous upgrade of digital control and information systems for quality assurance and process optimization. Mobility behavior and market structure The market structure in the mobility and logistics sector is changing. New market entrants, in particular technology-driven platform providers and international players, are increasing competitive pressure. Against this backdrop, 2025 once again proved to be a challenging year for European rail freight carriers. In passenger transport, the open-access share is increasing, while in goods transport, geopolitical developments and new business models are leading to structural shifts in the market. New groups of competitors are increasingly integrating vertically along the logistics chain and driving the transformation of established business models. Changing trade flows and infrastructural bottlenecks are influencing logistics networks. ÖBB is responding to these developments through targeted service development, strategic partnerships and active market positioning. Work environment and workforce development The world of work is undergoing radical transformation. ÖBB is aware of this challenge. Action plans to integrate this new work environment include strategic personnel planning and development as well as targeted skills development. In this context, ÖBB also attaches great importance to promoting diversity and flexibility and enabling lifelong learning, as well as measures to ensure employer attractiveness in an increasingly competitive environment. Particular importance is attached to the training of young skilled professionals. Apprentices are an essential part of the Group’s future skills base. With a comprehensive apprenticeship initiative, ÖBB is strengthening its long-term talent pipeline and investing specifically in the development of skills. Capacity management and capital expenditure Rising demand for mobility and logistics requires the consistent upgrade of infrastructure and rolling stock capacity. This in turn requires the intelligent management of resources and projects as well as the ensuring quality and reliability amid increasing complexity. Strategic direction – ÖBB actively shaping the future ÖBB is consistently aligning its Group strategy to the requirements of the coming years. The objective is to actively role shape the mobility and logistics transition. Values and liability The established values “We before me,” “Living safety,” “Compelling services” and “Taking the initiative” continue to form the foundation for strategic and operational action. | MR23