A crisis of confidence is engulfing Deutsche Bahn’s long-distance rail division (DB Fernverkehr) just days before the unveiling of the new CEO Evelyn Palla’s corporate strategy, raising serious questions about the effectiveness of leadership and the sustainability of current operational practices. Internal communications, surfacing through employee chat groups and reported by “Süddeutsche Zeitung”, reveal a workforce pushed to breaking point and deeply skeptical of ongoing restructuring efforts.
The simmering discontent was ignited by a recent interview with DB Fernverkehr board member Michael Peterson, published on the company’s internal “Echt Klar” app. Leaked employee posts, often accompanied by photographs and identifying information, paint a stark picture of systemic overwork, excessively long shifts and a burgeoning sense of demoralization. Phrases like “No more Christmas party” and “Appreciation equals zero” are indicative of a widespread belief that employee well-being is being disregarded.
Beyond immediate working conditions, the communications expose a profound distrust of Peterson and his executive team. Criticism pivots on the perception that leadership is more concerned with optics and initiatives than with addressing the fundamental issues driving operational strain. One employee, Sascha K., questioned the validity of a “new start” championed by long-standing executives, while Thomas J. lamented a system deemed “so sick”. The emphasis on project counts, PowerPoint presentations and Excel spreadsheets is seen as a superficial measure of progress, further alienating frontline staff.
Peterson’s announcement, within the same interview, of plans to eliminate approximately 500 positions by 2026, coupled with a lack of progress on chaotic shift schedules and the termination of the “Volles Funktionieren” program – intended to revitalize long-distance services – has only amplified the negative sentiment. This move is perceived, internally, as a further downplaying of core problems in favor of cost-cutting measures.
Sources within DB leadership have confirmed the immediate abandonment of the previous corporate strategy, “S3” a move now greeted with cynicism by many employees. The promise of a new rescue program is met with ironic commentary, highlighting a relentless cycle of strategy overhauls. Morris K.’s post succinctly summarizes this sentiment: a litany of abandoned initiatives, from “Future Bahn” to “Strong Rail” reflecting a sense of perpetual re-organization with no tangible results. He raises a critical point: is this continuous restructuring not precisely contributing to the erosion of trust between operational staff and decision-makers? The sentiment, echoed across various internal channels, suggests a precipitous decline in faith in the leadership’s ability to navigate the ongoing challenges and foster a stable, sustainable working environment.