# About this report: This is the first sustainability report of TIER-Dott, following the merger of TIER and Dott in March 2024. It is published in accordance with the Global Reporting Initiative (GRI) standards, building upon Dott’s 3 years of GRI reporting experience. The publication of this report demonstrates our continued commitment to transparency in sharing our priorities, progress, and learning in our sustainability journey. As a new, joint company, we remain dedicated to publishing a sustainability report every year to provide regular updates on our progress. This sustainability report covers the operations of TIER Mobility SE (“TIER- Dott”) and its subsidiaries for the calendar year 2024. Unless otherwise stated, all disclosures are consolidated across the entities under the parent company for the full year. For the period prior to the acquisition of emTransit BV (“Dott”) by TIER Mobility SE, we have combined data from both groups to provide comprehensive, full-year reporting. This is the first sustainability report for TIER-Dott, so there are no restatements. This report is not directly comparable to reports previously published by Dott alone, as it covers the full parent group. For questions regarding this report or the reported information, please contact our sustainability team via sustainability@ridedott.com. Publication date: 15 July 2025 **25,000 vehicles refurbished to** **date,** extending the lifespan of Europe’s largest micromobility fleet **>6.5 million trips added** **to public transport,** as an affordable & accessible connection. **First TIER-Dott carbon** **footprint calculation,** setting the starting point for our progress **97 standardized** **operational trainings** to ensure industry-leading safety & quality --- ## Message from our leadership: TIER and Dott were both founded in 2018 with the same vision in mind: pollution-free cities designed for people, not cars. We set out to build micromobility services that are reliable and enjoyable for our riders, while also safe and sustainable for our communities. Over 400 million rides later, our two companies joined forces in 2024 to create the European champion of shared micromobility. With a combined fleet of 250,000 e-bikes and e-scooters operating across more than 400 cities, we have greatly expanded our ability to deliver sustainable, accessible, and safe mobility solutions to millions of riders. This milestone is not just about scale; it’s about leveraging our shared expertise to drive meaningful change in the cities we serve. Together, we have already made significant strides in sustainability. One of our proudest achievements this year has been the expansion of our refurbishment program, which now supports the largest micromobility fleet in Europe. By extending the lifespan of our vehicles through in-house refurbishment facilities, we have reduced waste, minimized emissions, and set a new standard for circularity in our industry. Across the business, we have worked to harmonize and scale the best practices of both companies, embedding safety, inclusivity, and sustainability into every aspect of our operations. Externally, we’ve also deepened our partnerships with cities, further amplifying public transport and progressing towards their mobility goals. Looking ahead, we remain committed to responsible operations and collaboration with cities to create safer and more livable urban environments. **Together, we will** **continue to change mobility for good.** Henri Mossinac, CEO Maxim Romain, President --- ## About TIER-Dott Our mission is to change mobility for good, As a shared micromobility operator, we deploy and maintain a fleet of shared e-scooters and e-bikes in cities across Europe and the Middle East, which can be rented short-term via our app. At TIER-Dott, we pride ourselves on being the responsible city partner, amplifying public transport and helping cities achieve their mobility goals through a service that is safe, useful, and sustainable. In 2024, TIER-Dott operated 250,000 shared e-scooters and e-bikes in over 400 cities across 21 countries. The company is headquartered in Berlin, with major offices also located in Amsterdam and Paris. At the end of 2024, we had 1,677 employees, mostly based in Germany, France, and Poland. --- ## Governance: ### Administrative Board The Administrative Board is the highest governance body of TIER Mobility SE and meets quarterly to review, inter alia, the company’s performance against its plan and KPIs. The Administrative Board is composed of representatives of major shareholders, as well as the CEO. In 2024 the Chairperson was a non-executive who was not involved in the day-to-day management of the Company. There are no independent members. As the board members are mostly investors, it is common for such directors to hold board seats on multiple enterprises. Currently all board members are men with varied areas of expertise. The members of the Administrative Board are nominated by major investors and are appointed by the shareholders acting at a General Meeting. Investors select representatives from their firms with the expertise to guide the company to success. Shareholders are also entitled to remove their nominated board members in accordance with the provisions of the shareholders agreements. The Administrative Board has established two committees, a Sustainability Committee and a Remuneration Committee. The members of Committees of the Board are nominated and appointed by Board members in accordance with the Company’s governance documentation. In appointing new Committee members, the Board takes into consideration independence and competencies relevant to the industry. ### Sustainability Committee The Sustainability Committee monitors TIER-Dott’s sustainability performance and advances key business priorities related to sustainability. The Committee oversees the company’s due diligence process and all processes to identify and manage the organization’s impacts on the economy, environment, and people. The Sustainability Committee meets at least once each quarter with the President, Chief Development Officer (CDO), and Director of Sustainability to support on key topics, monitor progress against KPIs, and review the effectiveness of the organizations’ processes stated above. These updates are then shared with all employees of the company. ### Management Team TIER-Dott has established a management team comprising key business functions including the CEO, President, CFO, CTO, CBO, CPO, CDO, and General Counsel who are responsible for day-to-day management. The Chief Development Officer (CDO) oversees the Sustainability Team and is responsible for managing the organization’s impacts on the economy, environment, and people. ### Works Councils TIER-Dott has established Works Councils in France and the Netherlands. These councils are elected groups, consisting of members from both ground and office teams. They represent the interests of the employees in each country and are consulted on matters impacting employees, such as the introduction of new policies. They hold monthly office hours, which are open to all employees, and work closely with the company’s leadership to maintain a positive working environment. ### Integrating governance in day-to-day work All employees have a responsibility to ensure a positive impact on the economy, environment, and people. Ethical behavior and compliance are integrated at the highest level of the organization and consistently communicated by senior leadership. These principles are embedded in our core policies, such as the employee Code of Conduct, which all employees are required to read and confirm understanding of as part of their onboarding process. Key policies are communicated via email (including updates) and all policies are available to employees on the company’s internal policy page. All office employees receive compulsory annual training on these core policies. Our Supplier Code of Conduct also ensures our policy commitments are embedded in our business relationships. --- ## Our Commitment to Sustainability At TIER-Dott, we envision urban mobility systems that are efficient, accessible, and environmentally sustainable. In pursuit of this, sustainability lies at the heart of every team’s mission. The Sustainability Team operates as a collaborative force, working shoulder-to-shoulder with the entire organization, fostering a collective effort towards achieving our goals. ### Materiality As a newly merged organization, we’ve updated the materiality assessment previously conducted by Dott to reflect our current business impacts and stakeholder priorities. The materiality matrix was developed by combining industry best practices, regulatory trends, and stakeholder feedback to identify key environmental, social, and governance (ESG) priorities. The resulting materiality matrix highlights our key material topics, including customers and citizens’ health & safety, operational energy and carbon impact, and the transition to sustainable mobility. We are committed to amplifying our positive impact, while mitigating any identified negative impacts at the source and cooperating in their remediation. ### Our Stakeholders Employees, Dott users, City residents, Government officials, Industry organizations, Investors, Suppliers, Public safety groups, Public transport operators, Third-party operations partners, Micromobility operators. --- ## Sustainability Framework: Informed by our materiality assessment, our sustainability framework outlines how we manage our key impacts and aligns our work to the UN Sustainable Development Goals. Our approach focuses first on amplifying our positive impact in cities, going beyond mitigating potential negative impacts. The framework encapsulates 3 overarching pillars: We accelerate cities’ sustainable mobility transition with micromobility solutions powered by low-carbon operations & responsible employment. --- ### Sustainable ### Mobility Transition | Goal | Material Topic | | --- | --- | | Integrated Transport | Transition to Green Mobility | | Accessible Service | Product Accessibility | | Safe Mobility | Customer & Citizen Health& Safety | --- ### Low-Carbon ### Operations | Goal | Material Topic | | --- | --- | | Durable Vehicles | Product Efficiency& Eco-design | | Lean logistics | Operational Energy& Carbon | | Full Lifecycle Management | Battery& Hazardous Material Management | --- ### Responsible ### Employment | Goal | Material Topic | | --- | --- | | Equitable & Inclusive Teams | Labor Relations& Diversity1 | | Safe Workplaces | Occupational Health& Safety | **1.** Not identified as a key material topic in our materiality assessment, but included as a key company priority --- ## Integrated Transport In 2024, our global rider survey found that our service is already well connected with public transport and encouraging a transition away from motor vehicle travel. To go further, we’re closely collaborating with local stakeholders in every city to increase connections between our service and local transport and facilitate a car-free lifestyle for residents and tourists alike. With the merger of our two services, we are now integrated in the local mobility system in over 400 cities across Europe and the Middle East. | Targets | 2024 | | --- | --- | | 50% of rides connect with public transport by 2030 | 41% | | 30% of rides directly replace motor vehicles by 2030 | 21% | --- ### Amplifying public transport: **>6.5 million rides added to public transport** According to our 2024 global rider survey, 41% of our rides connect with public transport, and 16% of these public transport trips would not have occurred without the first/last mile benefits of our service. This means we added over 6.5 million rides to public transport systems in 2024 through increased accessibility. To further facilitate these intermodal connections, we’ve worked with local transport agencies and municipalities to integrate into mobility hubs across Europe. In the suburbs of Copenhagen, for example, we collaborated with the municipality of Rudersdal to supply our shared bikes at 174 mobility hubs as part of the EU-funded GEMINI project. From these hubs, we facilitated over 5,000 first and last mile trips in the last 5 months of 2024 alone. ### Complementary Service Where public transport is not available, or when disruptions occur, our service fills these gaps, providing resilience for the mobility network. For example, during a transport strike in Milan in June, many commuters turned to our service, increasing our daily ridership by 65% over the week prior. We also supplemented public transport service during special events, such as the European Football Championships in Germany and the Paris 2024 Olympics and Paralympics. During the latter, we transported over 1 million spectators, reducing strain on the local metro system. --- ### Car-free lifestyle: **58% previous car users have reduced usage** The high integration between our service and public transport has reduced car dependence among our riders. 58% of riders who previously traveled by car, taxi, or ride-hail say they have reduced such usage since starting to use TIER-Dott. 10% of riders even say they’ve postponed the purchase of a new car since starting to use our service. With less cars on the road, we’ve reduced congestion and emissions in our cities. 21% of TIER-Dott rides directly replace polluting modes (car, moped/ motorcycle, taxi/ride-hail). With an estimated 40.5 million kilometers of car travel reduced in 2024, this equates to over 4,000 tonnes of CO 2 and €17 million in external societal costs avoided, based on data from the European Environment Agency and the European Commission. ### Happier & ### Healthier Riders As a more efficient and enjoyable travel option compared to other modes, we’ve also contributed to a happier and healthier population. When we asked our riders why they choose TIER-Dott over other modes, the top 3 answers were: to save time (74%), to make their trips easier (41%), and to avoid traffic congestion (41%). 29% of riders also said they feel happier and more relaxed while traveling. To read more about how our service is changing mobility habits, see our **2024 Usage Report**. --- ### Accessible Service To facilitate the transition to sustainable mobility in our cities, we’re setting ambitious targets to increase the affordability & accessibility of our service. In 2024, we brought together the MaaS integrations of TIER and Dott, making it even more convenient to access Europe’s largest micromobility fleet. At the same time, we launched our new passes, making everyday use more affordable and bringing even more users to micromobility. | Targets | 2024 | | --- | --- | | >50% of riders over 36 by 2030 | <36:68% 37-55:25% >55:6% | | >40% women riders by 2030 | 24% | --- ### Affordability & accessibility: **31% of bike riders cycle more often** Beyond the expansion of our footprint, the merger of TIER and Dott has expanded the reach of our services through the combination of our Mobility-as-a-Service (MaaS) platform integrations. By the end of 2024, our service was fully integrated into 22 MaaS applications, with work ongoing to finalize 14 additional integrations. Through these integrations, more users can access Europe’s largest micromobility fleet using travel planning apps they already have on their phones, such as Google Maps, FreeNow, and Citymapper. Integrations with local public transport apps, such as Bonjour in Paris and Floya in Brussels, also furthers the connections of our service with public transport systems. ### Affordability In 2024, our average ride price was €2.74, on par with public transport pricing. We invested further in the affordability of our service by launching our Dott Flex and Pro Passes, which offer rides for as low as €1.25. These passes make micromobility even more affordable, attracting over 70,000 new riders to our service. In the UK, we also introduced an access scheme with discounts of up to 80% for key demographics, including National Health Service (NHS) workers, students, and refugees. With over 1,000 participants already in 2024, this initiative ensures that sustainable transport is affordable and accessible for everyone. Our passes and discounts make micromobility a more viable option for regular use, particularly for those who may not have the means to purchase and maintain their own bike or scooter. Notably, 31% of TIER-Dott bike riders in our 2024 global rider survey reported cycling more frequently since starting to use our service. --- ## Safe ### Mobility ### Ensuring the safety of every ride is our number one priority. Since 2021, shared e-scooter and e-bike injury rates across Europe have fallen by 30% and 13%, respectively, thanks to safer vehicles and safer streets. According to industry aggregated data, the risk of serious injury on an e-scooter in Europe was 15.4 per million kilometer ridden in 2024. We are committed to going further, working with our city partners in pursuit of Vision Zero. In 2024, we conducted a wide range of safety events across Europe, partnering with local organizations to educate riders on how to responsibly ride our vehicles while protecting themselves and their communities. --- ### Public training events in >16 cities ### Safety Events Across Europe, we hosted and participated in numerous safety events in 2024, engaging thousands of students, commuters, and the general public on how to use micromobility safely and responsibly. In Germany, we partnered with the German Road Safety Association, local police, and city officials to distribute over 1,250 helmets and provide training at events in Düsseldorf, Cologne, Bielefeld, and Sieburg. In France, we collaborated with the Paris Roller Parade, providing bikes, safety equipment, and training during their summer events. We also partnered with the Road Safety Association for the Paris “Light and Vision” race in October to train participants on the risk associated with seasonal time changes and winter conditions. In Italy, we collaborated with municipalities and universities to organize over 20 safety training events in 10 different cities. ### Vehicle Maintenance We also ensure the safety of each ride through a robust vehicle maintenance program that emphasizes incident prevention and quality control. Our teams conduct quality checks during each battery swap, approximately every 10 rides. Our predictive maintenance algorithm also identifies potential vehicle issues before they arise, with 90% accuracy. If riders encounter an issue during their ride, they have the opportunity to flag it within the app. When a safety-sensitive issue is identified, the relevant vehicle is immediately taken offline and our mechanics work quickly to repair the vehicle and return it to a safe and working condition. In the event that an accident does occur, riders are covered by our free and comprehensive insurance. --- ### Safe for communities: **32% of women riders choose Dott to get home safe** Our service provides a public safety benefit for women by offering a reliable and accessible transportation option, particularly during late hours or in areas underserved by public transport. As a 24/7 service, we ensure women have a dependable alternative to walking or waiting in potentially unsafe environments at night. According to our rider survey, 32% of women use TIER-Dott to travel home safely at night. ### Safe for the Blind & ### Visually Impaired We are committed to reinforcing the safety of our service for the visually impaired community. In Berlin, Stuttgart, and Düsseldorf, we partnered with the German Association for the Blind and Visually Impaired to train our operations teams on how to deploy e-scooters in a manner that is safe for the visually impaired community when marked parking spots are not available. This includes deploying on the street side of the sidewalk, positioning vehicles in the walking direction, and not blocking tactile systems. In Mönchengladbach, we also partnered with the Association to host a training session for riders on the importance of responsible parking to keep the visually impaired community safe. In every city, we leverage a mix of geofencing, antisaturation technology, and user education to ensure riders park where they are supposed to, and that we keep walkways clear for all pedestrians. If a vehicle is misparked, our ground teams intervene promptly to relocate it. We also work closely with city officials to continuously review the density and layout of the parking network to improve convenience, compliance, and orderliness. --- ## Durable ### Vehicles Launched in 2021, our unique Phoenix refurbishment program set a new standard for circularity in the micromobility industry and continues to be the cornerstone of our sustainability strategy. In 2024, we further expanded this program to now refurbish Europe’s largest micromobility fleet, extending the lifespan of our vehicles and increasing their utilization. This allowed us to operate our full geographic footprint without needing to purchase new vehicles in 2024. As our vehicles are the core of our service, maximizing their lifespan is key to reducing our resource consumption and environmental impact. --- ### Durable Vehicles: | Targets | 2024 | | --- | --- | | Average e-scooter lifetime distance of 12,000km | 11,000km(Gen2 e-scooters) | | Average e-bike lifetime distance of20,000km | Not enough dataavailable5 | --- ## Fleet refurbishments: ### 25k vehicles refurbished to date ### Lifespan Extension Program Our refurbishment journey began with 7,000 Dott Gen 2 e-scooters in Lyon, over 90% of which are still deployable after five years and 11,000 km of service - far exceeding the supplier’s original life expectancy of just 18 months. In 2024, thanks to the merger of our two companies, we were able to scale the capacity of this program further to refurbish an additional 9,700 e-scooters from the Dott and TIER fleets, bringing the total to 25,000 vehicles refurbished to date. This industry-first initiative is guided by two core objectives: **• Durability:** extending the operational lifespan of each vehicle by an additional two years **• Utilization:** increasing overall fleet availability and performance By choosing vehicle refurbishment over replacement, we significantly reduce our environmental footprint. In 2024 alone, we estimate we’ve saved 4,200 tonnes of CO 2 and diverted 300 tonnes of waste from landfills. ### Phoenix Refurbishment Hub At our Phoenix refurbishment hub in Poland, an in-house team of 50 professionals conducts all of our refurbishments with the highest quality and safety standards. During refurbishment, each scooter undergoes a three-step process: 1. Complete disassembly for diagnostics 2. Thorough refurbishment of components 3. Final cleanse and repaint Our Phoenix hub also refurbishes spare vehicle components, reducing the need to purchase new parts. In 2024, our Phoenix team successfully refurbished 13,638 IoT modules and 2,589 batteries, and piloted motor repairs. Looking ahead, we are planning to further scale this facility to refurbish additional vehicle models and components to support our circular approach. --- ### Lean ### Logistics Alongside our vehicle lifecycle assessments, we calculated our first joint company carbon footprint in 2024 to understand our current impact. We are committed to reducing our emissions in alignment with the Paris Agreement’s 1.5°C pathway at a minimum, and we are already investing in service optimization and electrification to get there. --- ## We prioritize using low-carbon logistics so we can deliver positive change in our cities with minimal environmental impact. | Targets | 2024 | | --- | --- | | Reducing company-wide emissions to align, at a minimum, with a 1.5℃ pathway (specific target to be validated with SBTi)6 | Company-wide: 25,843 tCO2e Scope1:488tCO2e Scope2:1,695tCO2e Scope3:23,660tCO2e | | 100% rides served by electric operations fleet by 2030 | 49% | --- ### Carbon footprint: ### 26k tonnes of CO e 2 ### Vehicle Lifecycle Assessments We have previously worked with Bochum University of Applied Sciences (HSBO) to conduct lifecycle assessments (LCA) of our vehicles to understand the carbon impact of our service. This takes into account the cradle-to-grave emissions related to the manufacturing, operation, and eventual disposal of the vehicles. The results show our vehicles range from 36 to 43 gCO e/km, with newer generation models outperforming older ones. For comparison, in France, average emissions for cars are approximately 173 gCO e/km, while public transport ranges from 8 gCO e/km for metro/tramways to 91 gCO e/km for buses. **Carbon Impact of** **TIER-Dott Vehicles:** --- **Carbon Impacts of Transport Modes:** ### Company Carbon Footprint Since 2020, both TIER and Dott have been measuring and working to reduce our respective carbon footprints. In 2024, we completed our first joint company carbon footprint (CCF) calculation in collaboration with Greenly. While LCAs show the carbon impact of our service as a transport mode, our CCF considers our full emissions as an organization, including corporate overhead. In 2024, our total emissions amounted to 25,843 tonnes of CO e across Scopes 1, 2, and 3, calculated in accordance with the Greenhouse Gas Protocol. Our Scopes 1 & 2 emissions, which include direct emissions from diesel and electricity use, accounted for only 9% of the total. The majority of our emissions fell under Scope 3, mainly driven by the emissions of our operations partners and the production of our spare parts. Notably, we did not purchase new vehicles in 2024, avoid emissions typically associated with vehicle manufacturing. --- ## Carbon Footprint Breakdown by Source: ## Reducing our Impact Both TIER and Dott had ambitious Science-Based Targets (SBTs) to reduce Scopes 1 & 2 emissions by 50% by 2030. We are actively working to update our new group-wide trajectory to align at least with the 1.5°C pathway of the Paris Agreement. Since we did not purchase vehicles in 2024, it can not be considered a representative baseline year for our carbon footprint. We therefore aim to set a new SBT next year, based on a 2025 baseline. Key reduction levers we are pursuing include continuing to expand our vehicle refurbishment program, further electrifying our service fleet, and increasing our use of renewable energy. Through our Supplier Code of Conduct and contracts with operations partners, we also require our business partners to reduce their carbon footprint, ensuring we decarbonize our tire value chain. --- ### Optimized city logistics: **49% rides served by electric service fleet** 49% of our rides are already supported by zero-emission street operations, minimizing our impact on city congestion, noise and pollution. In some cities, such as Lyon, Bordeaux, and Aalst, 100% of our pickups, rebalancing, and battery swaps are already conducted by a fully electric service fleet. In 2024, we added more e-vans and cargo bikes to our service fleets in major cities, including Turin, Rome, and Brussels. This allows us to advance towards our goal of 100% electric operations and lower Scope 1 carbon emissions. ### Optimized Logistics We optimize our operations, hence minimizing the use of key resources such as electricity, diesel, heating and cooling systems. We increasingly rely on renewable energy sources, and implement energy sobriety measures for warehouses and offices. This year we also implemented our Smart Routing algorithm across our 400 cities, which provides our on-street teams with streamlined routes, reducing kilometers driven and our impact on city traffic, pollution and noise. --- ## Full Lifecycle ### Management In 2024, we unified our sourcing and waste management standards, ensuring a sustainable upstream and downstream value chain. We also ensure a responsible lifecycle for our batteries, investing in refurbishments and second-life applications. These efforts highlight our commitment to embed circularity in every aspect of our operations. At TIER-Dott, we take a responsible approach at every stage of our vehicles’ lifecycle, from cradle to grave. ### Full Lifecycle Management: | Targets | 2024 | | --- | --- | | 100% of suppliers agreeing to Supplier Code of Conduct by 2030 | 100% of Tier-1 suppliers | | >99% waste generated sent to recycling by 2030 | 98%^{10}$ | **10.** Data is only representative of former-Dott markets. We are working to harmonize waste tracking post-merger. --- ### Responsible Value Chain: **100% of Tier-1 suppliers committed to Code of Conduct** As TIER & Dott joined forces, we strengthened strategic collaboration with our key suppliers to build a more sustainable upstream value chain. 100% of our tier-1 suppliers have signed our Supplier Code of Conduct and we aligned on shared goals for improved environmental and social responsibility. This Code requires our suppliers to meet specific, rigorous standards for labor practices, ethics, health and safety, and the environment. These include, for example, maintaining a safe and respectful workplace, reducing resource consumption, and ensuring transparency in all business dealings. ### Reduce, Reuse, Recycle Waste management at TIER-Dott is guided by our “repair-first” policy: every retired vehicle is disassembled and repairable components are quality checked and sorted for reuse. This circular approach optimizes availability of spare parts and minimizes the creation of waste. When all possibilities for repair or reuse have been exhausted, we sort waste by materials and send them to recycling with local, certified partners. In 2024, 98% of waste from former Dott markets was sent to recycling. We’re working to better track waste management across all markets in 2025. --- ### Battery Management: **12k batteries given a second life** Learning from our success with vehicle refurbishments, we have begun refurbishing our batteries to extend their lifespan, reducing the need to purchase new ones. In 2024, our team at the Phoenix refurbishment hub successfully refurbished 2,589 batteries, allowing them to continue powering our vehicles into the future. We also collaborated further with NOWOS, our specialized battery repair partner, to refurbish 11,000 additional batteries in 2024. ### Battery Refurbishments ### Second-life Applications For batteries that cannot be repaired, we work with trusted partners to repurpose them in second-life applications, such as energy storage, allowing them to continue being used. In 2024, a total of 12,000 Dott batteries were given a second life through our partnerships with Bib Batteries, Battery Manufacturers, and JJ-IP. For batteries that can neither be repaired nor reused, we ensure responsible recycling through certified partners, such as Screlec and Bebat, fully adhering to EU regulations. --- ## Equitable & ### Inclusive Teams As we brought our two teams together, we’ve invested in the inclusion and growth of all 1,677 employees. We recognize that there is still work to be done to improve the gender parity and pay equity of our staff. We’re committed to doing better, so we’ve set ambitious targets to drive progress in these areas over the next 5 years. At TIER-Dott, being a responsible employer is core to our DNA. ### Equitable & Inclusive Teams: | Targets | 2024 | | --- | --- | | >45% women representation in office and leadership teams by 2030 | Office teams: 36% Leadership: 26% | | >25% women representation in full staff by 2030 | 12% | | <5% unadjusted gender pay gap (company-wide and within functional teams) by 2026 | Company-wide: -63%¹¹ Office teams: 11% Ground teams: 8% | **11.** A negative pay gap indicates that the average woman is paid more than the average man. --- ### One Equitable Team: **36% women representation in office teams** ### Setting a Baseline To build an equitable, unified team, we’ve calculated the baseline of women’s representation by team and their pay equity. While 36% of our office teams are made up of women, the representation of women in our overall staff is only 12% due to the low representation of women in our ground teams (3%). When it comes to pay equity, there is a slight pay gap within each functional team, with the average man paid 11% more than the average woman in office teams, and an 8% gap in ground teams. Overall, however, the average man is paid 63% less than the average woman at TIER-Dott, driven by the overrepresentation of men in ground roles, which typically have lower salaries than office roles. ### Moving Forward To move from this baseline to our ambitious goals, we are actively exploring improvements to the hiring and promotion processes to ensure equitable opportunities and experiences for everyone. We’ve created a unified Equity, Diversity, and Inclusion (ED&I) policy to set a clear mission and vision for ED&I as a merged company and establish accountability for its embodiment. Moreover, we are actively pursuing channels for greater pay transparency within the organization to align our internal practices with the EU pay transparency directive. --- ### Diversity & Inclusion: **7 refugees employed in local operations** Our Refugee Hiring Program, recognized in 2024 by the UN High Commissioner for Refugees with the “Welcome” award, exemplifies our dedication to diverse and inclusive employment. In Italy, we partner with local organizations such as Consorzio Passepartout Cooperativa Sociale and La Cordata to actively recruit refugees in our ground teams. Currently, seven refugees are employed in our Milan operations from six different countries, including Iran, Ukraine, and Afghanistan. Their stories and valuable contributions to TIER-Dott were highlighted in the employee-led documentary **From Zero to the Future**, which debuted in a local theater in Milan in early 2025. ### Employee Resource Groups With the unification of TIER and Dott’s employee resource groups (ERGs), we also expanded our internal inclusion initiatives. For International Women’s Day, the Dott for Women ERG launched mentorship programs and hosted “She Talks” events spotlighting women leaders. For Pride Month, the Pride ERG hosted educational sessions and a roundtable discussion to foster allyship. Externally, we partnered with Hoshen, the Israeli LGBTQ+ Education and Information Center, to spread awareness of their work. In France, our employees also volunteered with AIDES, an organization working to fight HIV/AIDS, at their Pride Month fundraiser. Finally, we offered promotional codes during local pride celebrations across Europe, allowing riders in more than 20 cities to “ride with pride” on TIER and Dott. --- ### Employee Growth: ### Learning and Development **1,779 hours of professional development** While unifying our team, we found it vital to invest further in the growth and wellbeing of our employees to meet the demands of a changing workplace. In addition to helping employees learn new processes and procedures, providing learning and development opportunities creates a more fulfilling work environment with increased quality of work. Some initiatives that helped us reach 1,779 hours of learning across the company are: --- ### The Leadership Program: A cohort-style training program for new managers, teaching them essential skills to lead a team. ### Dott Academy: An online operational tool with 97 training programs on healthy and safety practices and standard repair procedures. ### Course Club: A biweekly learning club that watches online content and discusses its ideas and implications on work. ### LinkedIn Learning: Access for employees to follow online training programs by experts. ### Learning Budget: A dedicated budget for each of our office employees to spend on educational opportunities better suited for their growth needs. Additionally, office staff also participate in bi-annual performance reviews to get formal feedback on their career growth and work performance. We aim to implement a lighter version of performance reviews for our ground teams in 2025. --- ### Wellbeing To ease the transition to new ways of working, we also invested in the wellbeing of our employees. We provided all employees with year-round access to OpenUp, an online platform of certified psychologists and wellbeing experts. In partnership with OpenUp, we also hosted two wellbeing weeks throughout the year with targeted programming to improve employee mental health. --- ## Safe ### Workplaces ### We take a holistic approach to safety. In addition to providing a service that is safe for our users and cities, we’re dedicated to ensuring the safety of our employees. ### Safe Workplaces: In 2024, with operations now spanning over 400 cities across 21 countries, we focused on standardizing our operations in every location to ensure an even higher level of quality and safety. | Targets | 2024 | | --- | --- | | <10 employee work-related injuries per million hours worked by 2030 | 43.7 | | 0 high-consequence employee work-related injuries | 0 | | 0 employee work-related fatalities | 0 | --- ### Standardized operations: ### 97 unique trainings in 7 local languages ### Dott Academy By scaling our Dott Academy training platform, we now have 97 unique trainings in 7 local languages, covering vehicle repairs, battery management, electrical safety, fire safety, road safety, and the use of personal protective equipment. All workers are given a general health and safety introduction when they join, and then are required to follow the specific training videos relevant to their position. ### ISO Certification We also ensure our operations meet international standards. We hold ISO 14001 and 45001 certifications for our quality and health and safety management systems in Lyon, Rome, Milan, and Brussels. Building on this, in 2024, we received ISO 14001 and 9001 certifications in Düsseldorf and Stuttgart for our environmental and quality management systems. These certified systems are based on our global health and safety policy and internal safety standards, which are applied in every city and cover all workers, including those in our operational centers, street operations, and offices.