ÖBB Annual Report 2023

Group Management Report 184 Österreichische Bundesbahnen-Holding Aktiengesellschaft Consolidated Financial Statements | Group Management Report 139 ÖBB Workers Council The ÖBB Group has had a Group Workers Council since 2004, which is currently reconstituted every five years. It combines the competences of all ÖBB Group works council bodies and represents the common interests of employees at Group level. It formulates positions and strategies and develops solutions for Group-wide challenges in the activities of the Workers Council. The Group Workers Council is the point of contact for all relevant employee concerns vis-à-vis Group management. The Group Workers’ Council negotiates cross-company issues with the Group management on behalf of the workers’ councils within the framework of the Labour Constitution Act. In addition, the Group representation is actively involved in all issues relevant to employees through its activities in various functions in the trade union movement and politics. In addition, since 2011 there has been an agreement between the Executive Board of ÖBB-Holding AG and the Group Workers’ Council for the establishment of a European Workers’ Council (EWC) for the ÖBB Group in accordance with EU Directive 2009/38/EC and the establishment of an office for the EWC. Employee survey 2023 (ES) The employee survey provides the company management and executives 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 so for the success of the company. The survey takes place on average every two years. All employees and apprentices in the ÖBB Group were invited to take part in the survey from 2 to 22 October 2023. The participation target was set at 60%. This value was actually surpassed with a participation rate of 63%. The answers to the questions are summarised in three important topics: – Identification: ÖBB wants to position itself as an attractive employer - one that employees enjoy working for and with whose values, actions and behaviour they identify. – Job satisfaction: Without satisfied employees, there is no successful company. ÖBB’s top priority continues to be to sustainably increase job satisfaction in the long term. – Ability to work: The aim is to positively influence the health and ability to work as well as the performance and productivity of ÖBB employeesin the daily work process. This requires measuring the extent to which resources and stresses affect employees’ ability to work. The results in the area of “identification" were almost the same as in the last survey (2021). In 2018, the value was 69 index points, in 2021 73 index points and finally in 2023, 71 index points. A total of 71 points was achieved on the topic of “job satisfaction”. The value is now up 3 points on the 2018 result after peaking at 72 points in 2021. Since 2021, the focus has also been on the employees’ ability to work. This reduced by one index point to 75 when compared to the pandemic year of 2021. These results of the employee survey will help ÖBB to develop measures in the coming year and as such improve the results or maintain them at a high level. HR-IT-Transformation – recruiting and talent management In 2023, the HR-IT-Transformation (H-IT-T) programme was initiated as a multi-year project to press ahead with the path to modern, fast HR management with efficient processes and digital solutions. The aim is to offer applicants the opportunity to make contact and apply as easily as possible e.g. automatic suggestions of suitable positions based on applicant profiles. Recruiters should also be better supported in their daily work. The aim is to better handle the increased quantity of job interviews with increased quality by having more time for value-adding activities. This should further reduce processing and throughput times in the interests of a speedy and efficient application process. A complete reorganisation of HR IT solutions for talent management will bring forward-looking, system-supported HR capabilities such as sourcing, modern forms of learning and succession planning into the Group. They are implemented in end-to-end workflows along the entire employee lifecycle (end-to-end solutions). This reorganisation also includes the establishment of a Group-wide talent management process landscape, including corresponding standards and governance – taking into account competency models, performance management tools and HR development instruments. | MR139