|Gross capital expenditures |
by business unit
|DB Bahn Long-Distance||48||47||+ 1||+ 2.1|
|DB Bahn Regional||212||402||- 195||- 47.9|
|DB Bahn Urban||91||62||+ 34||+ 59.6|
|DB Schenker Rail||350||319||+ 31||+ 9.7|
|DB Schenker Logistics||189||196||- 7||- 3.6|
|DB Services||177||138||+ 39||+ 28.3|
|DB Netze Track||4,986||4,624||+ 362||+ 7.8|
|DB Netze Stations||511||488||+ 23||+ 4.7|
|DB Netze Energy||144||164||- 20||- 12.2|
|Other/consolidation||12||22||- 10||- 45.5|
|DB GROUP (EXCLUDING DB ARRIVA)||6,720||6,462||+ 258||+ 4.0|
|DB Arriva||171||-||+ 171||-|
|DB GROUP||6,891||6,462||+ 429||+ 6.6|
|- Investment grants||4,819||4,649||+ 170||+ 3.7|
|NET CAPITAL EXPENDITURES||2,072||1,813||+ 259||+ 14.3|
During the year under review we underlined our long-term approach to business by making significantly higher gross capital expenditures of € 6,891 million, or about 7 % more than the same year-ago figure. Excluding DB Arriva, gross capital expenditures rose by 4.0 %.
We made notably higher capital expenses in the infrastructure business units of DB Netze Track and DB Netze Stations (due to the economic stimulus programs [—> see "Related Topics"]) as well as in the DB Services and DB Schenker Rail business units. The structure of capital expenditures remained dominated by business units within the Infrastructure Board division – and above all, without change, by the DB Netze Track business unit.
The infrastructure business units accounted for 82 % (previous year: 82 %) of total gross capital expenditures with the DB Netze Track business unit alone holding 72 % (in the previous year: 72 %). Business units in the Passenger Transport Board division held an 8 % share (previous year: 8 %) while business units in the Transport and Logistics Board division accounted for an unchanged 8%. Broken down by regions, the vast majority (94 %) of capital expenditures were again made in Germany.
The main focus across DB Group was on measures to increase the performance and efficiency within the infrastructure sector, station modernization, as well as the additional rejuvenation of our vehicle parks in the rail and bus transport segments. In addition, we also invested in the further development of our logistics networks.
Capital expenditures made within the DB Bahn Long- Distance business unit were primarily focused on vehicles and workshops. In the area of vehicles the main measures made were related to the redesign of the ICE 2; equipping the trains operating in France (BR 406 MF) with ETCS; and the installation of chassis frame diagnosis system in selected ICE 3 trains. Furthermore, capital expenses were also made to improve the infrastructure of our maintenance shops, especially in building shops for internationalization tasks, for procurement of additional ultrasound testing facilities, as well as the continuation of construction of the new Leipzig workshop.
The focal point of capital expenditures made in the DB Bahn Regional business unit was on vehicles. In the area of rail transport the main emphasis was on the concluded transport contracts (including the S-Bahn (metro) Nuremberg) and the newly won tenders (including E-Network Würzburg, Munich–Passau, E-Network Augsburg and the Nuremberg diesel network). In addition, capital expenditures were also made for modernization purposes for the Südpfalz (Southern Palatinate) tender. Furthermore, investments were made in the infrastructure for vehicle maintenance and fitting. The decrease in capital expenditures in comparison to the previous year was due to delays in the deliveries of new vehicles because EBA certification had not been issued and because of defects and delivery delays on the part of manufacturers.
Capital expenditures made in the DB Bahn Urban business unit were above the same year-ago level and were focused on the procurement of vehicles.
The main emphasis of capital expenditures made in the DB Schenker Rail business unit was on renewing our fleet of freight cars and locomotives as part of the continuation of our multiyear modernization program, as well as the expansion of our international business activities through the operation of multisystem locomotives.
The vast majority of capital expenditures in the DB Schenker Logistics business unit were made in Europe. The biggest individual projects involved the expansion of our freight forwarding facilities in Germany, France, Switzerland, Sweden and the USA, as well as projects to introduce new operational IT systems.
Within the DB Services business unit, DB Fleet Management made capital expenditures to replace road vehicles and DB Systel made investments to replace and expand hardware and software.
The DB Netze Track business unit invested in measures to strengthen the performance capabilities of the existing network, especially through programs to improve track installations, command and control technology, modernize bridges, railway crossings and tunnels as well as noise abatement measures. In addition, the focus was also on major projects including Nuremberg–Erfurt, Erfurt–Halle/Leipzig, the Berlin-Schönefeld BBI airport connection, VDE 9 Leipzig–Dresden/S1 Dresden–Coswig, Augsburg–Olching, Stuttgart 21, Karlsruhe–Basel, Leipzig–Dresden, ABS Berlin–Cottbus.
Capital expenditures made in the DB Netze Stations business unit were dominated by final work and expansion measures at the Berlin central station main buildings (Bügelbauten), Stuttgart 21, S-Bahn (metro) Nuremberg–Ansbach, S-Bahn (metro) Nuremberg–Neumarkt, Rosenheim, Essen central station, various fire prevention measures, as well as further modernization measures across the country (including the North Rhine Westphalia modernization offensive).
The focus of capital expenditures made by the DB Netze Energy business unit was on the nationwide renewal of substations within the 110-kV traction current network, as well as the construction of switching stations.
Last modified: 27.06.2011