Article: DB Strategy 2035: A Railway We Can Be Proud Of
Deutsche Bahn is tackling its key challenges head-on: shortcomings in infrastructure, deficits in operational quality, and an economic foundation that is not yet strong enough. Our approach follows a clear principle: facts instead of hard-to-reach targets. This means prioritizing quality over quantity, steadily rebuilding performance capabilities, and delivering measurable results through three phases leading up to the 200th anniversary of railways in Germany.
One fundamental principle sets our strategy apart from previous approaches: the Group headquarters does not manage the business units operationally. Instead, we rely on decentralized decision-making based on entrepreneurial principles. Individual business units are responsible for defining and implementing specific measures and initiatives. The Group Management Board provides the framework by setting clear objectives, defining key success metrics, and establishing consistent steering mechanisms.
The restoration of performance and competitiveness will take place gradually across three phases:
Phase 1: 2026
We are streamlining the Group Management Board, strengthening our business units, and making our service providers more competitive. Local teams will be given greater decision-making authority. We are reducing bureaucracy and fostering entrepreneurial thinking and action throughout the organization.
Our goal is to ensure that passengers experience a noticeably better journey even while large-scale modernization work is underway. To achieve this, we are providing cleaner stations and trains, as well as more reliable onboard services.
In the first half of 2026 alone, additional cleaning teams were deployed at 1,400 stations. A total of 220 onboard cleaning staff helped maintain cleanliness on long-distance trains. In addition, by May 2026, onboard catering equipment was operational on around 87 percent of long-distance services. At 35 key stations, specially equipped personnel wearing body cameras and protective helmets are helping to enhance passengers’ sense of safety and well-being.
Phase 2: 2027 - 2030
In Phase 2, we place the modernization of infrastructure at the center of our efforts to stabilize operations, improve quality, and strengthen our economic foundation.
- Through DB InfraGO, we will stabilize the condition of the rail network by modernizing 24 high-performance corridors covering 2,500 kilometers. We will accelerate digitalization with 200 additional ETCS-enabled interlockings and AI-supported operational optimization, while relieving pressure on heavily used rail hubs through improved capacity management. A key factor for success is the interaction between a supportive regulatory framework and our own contribution as a public-interest-oriented company.
- In long-distance passenger transport, we will ensure cleaner and more reliable trains through additional cleaning staff, mobile maintenance teams, and the preventive replacement of components. We will provide clearer passenger information on trains, at stations, and through digital channels while continuing to enhance the DB Navigator app and our service offering.
- In regional transport, we will reduce train cancellations caused by DB Regio itself to below one percent, improve timetable stability through better construction planning and coordination with DB InfraGO, and provide passengers with faster and more effective travel information.
- At DB Cargo, the turnaround is underway with a clear vision for 2030: DB Cargo will be a strong European rail logistics provider. Achieving this will require sustainable funding for the single wagonload transport system.
Phase 3: 2031 – 2035
By 2035, the 200th anniversary of railways in Germany, the transformation and modernization journey will be complete. Deutsche Bahn will be winning over passengers and freight customers alike. The Group will be high-performing, financially strong, and well-positioned for the future.
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