ÖBB Annual Report 2023

Group Management Report 96 Österreichische Bundesbahnen-Holding Aktiengesellschaft Consolidated Financial Statements | Group Management Report 51 This initiative makes a joint contribution to management culture and development, as expanding and ensuring the effectiveness of managers are more decisive parameters for joint success than ever before. The introduction of a comprehensive performance management system is planned as part of the “HR-IT Transformation” programme. It is designed to cascade company goals, track goal status and progress, digitally support employee meetings and collect feedback. In addition, the introduction of a system for structured succession planning and for the visualisation and promotion of talent is planned. IT integration is preceded by the development of a process landscape for succession planning, talent management and performance management, which is a key part of the project. Another milestone in 2023 was the Group-wide ÖBB employee survey, which is conducted on average every two years in cooperation with IFES. The employee survey provides the Executive Management and company management with valuable feedback on the employees’ identification with the company, job satisfaction and the effects of workloads. It is therefore an indispensable element for improving the quality of leadership and employee loyalty and ultimately an important element in the success of the company . All employees and apprentices in the ÖBB Group were invited to take part in the survey conducted between 02. and 22.10.2023. 63% accepted the invitation in 2023 – more than ever before. The answers to the questions are summarised in three important topics: Identification ÖBB wants to position itself as an attractive employer – one that people enjoy working for and with whose values, actions and behaviour all employees identify. Job satisfaction There is no successful company without satisfied employees. As before, the primary objective is to achieve a long-term and sustainable increase in job satisfaction and to eliminate weaknesses through targeted improvement measures. Working capacity Our goal is to positively influence the health and fitness for work, as well as the performance and productivity of our employeesin thedaily work process. This requires measuring the extent to which resources and stresses affect employees’ ability to work. The results from the respective areas support ÖBB in developing measures to improve results or maintain them at a high level. Personnel development and generation change in the ÖBB Group The topics of personnel development and generational change also represent an important building block for the ÖBB Group in preparation for the future. Further information is available in the Sustainability Report in sections G.15 Generational change and G.17 Training and development. F. Opportunity and Risk Report The opportunity and risk management procedure applies to all relevant business processes and key financial indicators in the main Group companies, and therefore is considered to be an important instrument of corporate governance. The objective is to promptly identify and proactively manage opportunities and risks through appropriate measures. The objective is to protect existing and future success and growth potential. All identified opportunities and risks are subject to ongoing quantitative assessment, particularly with regard to their potential impact and probability of occurrence. This is based on updated valuations, empirical values or newly acquired findings. The ÖBB Group defines opportunities and risks generally as events or developments that might cause a positive or negative deviation of results from the assumptions made during planning. As a consequence, a review of the opportunity and risk portfolio is reviewed in synchronisation with the planning processes in each case. | MR51