ÖBB Annual Report 2023

8 Board of Management & Supervisory Board This means that, firstly, there is a lack of new capacity needed to expand services and, secondly, the existing rolling stock needs to be utilised more intensively and beyond the planned life cycles. This in turn increases susceptibility to faults and failures and shortens the necessary maintenance intervals. More personnel are needed in turn to cope with this increased demand for repairs and services; supply bottlenecks for spare parts have further exacerbated the problem. A negative cycle that is difficult to break – at least in the short term. Growth-driven optimisation requirement The Board of Management is aware of and familiar with the aspiration and strong commitment of all ÖBB employees to offer “their” customers high quality and reliability. This has been proven many times over through all the uninterrupted years of crisis since 2021. It is therefore to be welcomed that the new financial year is entirely dedicated to the goal of returning to proven quality. As despite the external factors and framework conditions that have led to this difficult and unsatisfactory situation for ÖBB, there is certainly “homework” that ÖBB will have to do itself, at least in part. Agile operating processes, digitalisation and internationalisation are a must It will be necessary to review, adapt and better harmonise existing processes and process chains in order to meet the increased operational challenges. This requires a holistic, more agile view in the management of operational processes and the deployment of resources and capacities, which is essential for modern railway operations today and in the future. Digitalisation plays a very important role here, and ÖBB needs to consistently drive its implementation forward. ÖBB will not be able to fulfil its own quality standards in the future without digital support. This involves digital offerings and services for customers in passenger and freight transport on the one hand, but almost even more operational processes are involved on the other. Digital Automatic Coupling is just one example of this. Drones are already able to provide faster data on the condition of a route, and in future “digital twins“ will enable the automated and dynamic recording of vehicle data in order to optimise maintenance and operational control. The focus is also on internationalisation, which is not only important for Rail Cargo, but will also play a greater role in passenger transport, among other things to gain important experience for the increasing European competition and to leverage the great potential for shifting climate-damaging flights to rail. The need for internationalisation also means strengthening the presence of the railway’s representation at European level. It is therefore also necessary to make a transnational effort in freight transport in order to redress the unequal conditions between road and rail. The strikingly disparate increases in energy and fuel costs have almost led to “unfair competition” at the expense of the railways. In any case, it is surely not in the interests of the EU, nor is it in line with the climate targets that have been set, to allow the railways to fall further behind. Positive signals and optimism for 2024 2024 will certainly not be an easy year, even if there are positive signs. The initial easing of the situation due to the foreseeable delivery of wagon material in the spring continues to be offset by the personnel requirements that need to be addressed and the challenges associated with the expansion of the infrastructure. As pleasing as the record level of financial resources available to double “The Board of Management is aware of the aspiration and strong commitment of all ÖBB employees to offer ‘their’ customers high quality and reliability.”