Digitalization

Our target image of a digital railway is aimed at making DB Group more modern for the customers and more profitable. This includes creating a networked, automated and integrated overall system within DB Group. After all, digitalization can only work if the infrastructure, trains and operations are synchronized.

Measures

In order to drive forward the digital transformation, DB Group has defined comprehensive digitalization measures and targets as part of its strategic orientation.

• Artificial intelligence (AI): Since the beginning of 2025, DB Group has been increasing its efforts to implement AI solutions on a broad basis, from highly specialized individual applications in rail operations and maintenance through to scalable use in the specialist departments. Following its go-live in January 2025, BahnGPT is available as a Group-wide, data protection-compliant AI chatbot in a freemium model. AI copilots such as GitHub Copilot and AWS Q have been in operational use in the context of software development since January 2025. Over 1,600 employees are already working with these tools, with 95% rating them as helpful. All applications run via the central AI ecosystem, which prevents redundant tool landscapes, speeds up implementation and ensures compliance.
• Argo project: With the Argo project, DB Group has set itself the goal of migrating all existing SAP R/3 systems to the SAP S/4HANA platform as well as optimizing processes and systems with the aim of maximizing the use of the SAP standard. The following progress was made in the first half of 2025: among other things, the Integrated Maintenance System (ISI) and the Maintenance and Planning System (ISP) at DB Energy were successfully migrated to SAP S/4HANA. Other notable developments include two go-lives of the Extended Warehouse Management (EWM) system at the Hanover and Munich maintenance depots as well as the upgrade of the SAP BI network from the BW on HANA release to BW/4HANA.
• Digital vehicle maintenance: The program aims to increase maintenance capacities at the depots and reduce maintenance costs. The results achieved in the first half of 2025 included: the roll-out of the Digital Twin Explorer (DTE) as a central element for the data-based optimization of the maintenance process at DB Regional has start­­­ed, the Digital Fleet Management is in productive use in more than half of DB Regional’s regions/S-Bahn (metro) systems and the pilot for Digital Component Processing (DIKA) Level 3 as a depot control system in component production at DB Vehicle Maintenance has begun.
• Cybersecurity: In the first half of 2025, important progress was made in the area of information security. The Group-wide information security report was expanded to include a quantitative risk assessment. The regulation process was tailored for greater efficiency and speed. The Group’s cybersecurity program is progressing accord­ing to plan, as is the implementation of risk-mitigating measures.
• Strong IT: The Strong IT program is aimed at increasing the efficiency and effectiveness of the IT landscape by harmonizing and standardizing IT systems and applications. By the end of 2027, we will reduce the complexity of DB Group’s IT landscape by switching off about 50% of applications in cross-divisional functions, such as time recording and project management software. More than 150 applications were already switched off in the first half of 2025.