New strategy “DB 2035: A railway we can be proud of”

In 2025, DB Group initiated a fundamental strategic “restart.” The goal is to make DB Group fit for the future again and restore the trust it has lost among customers, employees, policymakers and its owner. The starting point for this realignment are the structural shortcomings in recent years, particularly with regard to the condition of the infrastructure, the quality of operations and economic development.

Against this backdrop, DB Group is undergoing a deliberate paradigm shift. DB Group is moving away from its previous, primarily growth-oriented Strong Rail strategy and systematically realigning itself with its new strategy, “DB 2035: A railway we can be proud of.” In the future, the focus will be on three priorities: reliability, quality and economic viability. Growth in volume produced will only be pursued again once performance has proven to be stable.

The central focus of the DB 2035 strategy is the everyday travel experience for customers. The aim is for rail travel to become reliable, predictable and appealing once again.

A strategy built on clear transformation logic: three phases to 2035

The strategic transformation follows a clear, long-term logic consisting of three phases:

• 2026 – A railway that reinvents itself: In 2026, the focus will be on the reorganization of DB Group. The aim is to lay the structural, cultural and operational foundations for the “restart” and to make DB Group more efficient, more entrepreneurial and consistently customer-centric.
• 2030 – A railway that delivers on its promises: By 2030, DB Group aims to return to being synonymous with reliability – with stable operations, significantly improved quality, and a Group that is financially stronger. Performance commitments should be met once again, and operational stability should be secured on a sustainable basis.
• 2035 – A railway we can be proud of: The long-term strategy is focused on 2035. DB Group aims to establish itself as a high-performing and economically viable Group.

The key is clear prioritization logic: quality over quantity. In the future, growth will not occur in an uncontrolled manner, but will be based on proven quality, high reliability and economic viability. The strategy is deliberately and systematically focused on implementation, with clear priorities and measurable interim targets anchored in a new culture of performance and accountability.

Focal points of implementation in 2026

In 2026, implementation will focus on the first phase of the DB 2035 strategy. Key areas of action include a consistent customer focus, the initiation of a fundamental cultural change and the structural Group transformation.

The short-term measures under the immediate action programs are aimed at significantly improving the perceivable quality along the travel chain. In particular, these include increased security and cleanliness at stations, greater comfort on trains and improved and faster customer communication, especially in the event of service disruptions.

At the same time, a comprehensive process of cultural change is being initiated. Responsibility will be shifted more toward the operating units, clear target systems will be established and a consistent focus on results will be anchored throughout the entire DB Group.

Group transformation and organizational logic

One key component of the realignment is the Group transformation to create a significantly leaner and more effective management structure with clearly defined responsibilities.

Group management is focusing on its governance role, while the business units are being significantly strengthened and given greater entrepreneurial responsibility. At the same time, the Group’s internal service providers are being realigned and systematically oriented toward the needs of the operating business in order to increase efficiency, quality and competitiveness.

New steering approach

DB Group’s steering approach is also being fundamentally revised in order to make a clear distinction between business units that operate in competitive environments and the common good-oriented infrastructure.

In the future, the train-operating companies will be managed more closely on the basis of economic criteria and will have clear accountability for results. In contrast, the infrastructure – consolidated in DB InfraGO – will be more closely aligned with quality and performance targets as part of its common good mandate.

Operational targets until 2030

The operational targets until 2030 are clearly aligned with the three strategic priorities:

• Quality: The focus is on achieving a turnaround in operational quality. The infrastructure modernization marathon – and in particular the modernization of highly utilized corridors – is proceeding according to plan. The aim is to achieve a noticeable and measurable improvement in the condition of the infrastructure and in punctuality. Reliable connections and stable operational processes will replace the current exceptional situation as the new normal.
• Economic viability: The train-operating companies that operate in competitive environments are being strengthened economically and are holding their own in the face of growing competition, including internationally. The goal is to build a DB Group that consistently earns its cost of capital once again, and thus is able to generate the necessary funds for its capital expenditures internally.
• The guiding principle remains “quality over quantity”: By 2030, what will matter is not increased volumes, but proven performance stability as a prerequisite for future growth.

Vision 2035

Building on this progress, DB Group’s long-term goal is to serve as the backbone of mobility in Germany:

• DB Long-Distance will strengthen its position as a competitive market leader amid growing competition,
• DB Cargo will secure a key role in supplying industry, and
• DB Regional will remain a reliable partner to the public sector.

Prerequisites for success

The successful implementation of the strategy requires stable external conditions. In particular, these include infrastructure financing that is secure for the long term, reliable regulatory conditions, close cooperation with the Federal Government, the Federal states and the sector, and being an attractive, high-performing employer.

Against this backdrop, DB Group views its strategic “restart” not only as an internal transformation program, but also as a key contribution to ensuring Germany’s long-term viability as an economic location.