Thank you very much, Michael, and thank you for hosting this event. Also, thank you for all participants taking the time to listen in.

My name is, as you mentioned, Michael, Torben Möger Pedersen, and I'm the CEO of Donkey Republic, and I'm joined by my good colleague, COO Signe.

Yeah. I'm Signe Storgaard, and I'm the COO of Donkey Republic.

We have been had the honor of leading Donkey Republic now for a bit more than 12 months, and we are very excited to present this H1 results, also showcasing the great efforts done by the organization and the team in implementing the company strategy and also showing the effects of the transformatory decisions we made back in 2025. Let's get to it.

If we start with the overview, what has defined H1 2026 for Donkey Republic, the main headline is that we have delivered on our strategy and really been in execution mode. We launched our strategy, Ride and Do Well, back in Q3 2025, and since then we have been very focused in actually executing the strategy.

What we see is that we are improving on profitability alongside a continued growth path for the company. Importantly to highlight is that we have implemented a stronger operating model, transforming our organization.

This means, in the essence, that we now have a very efficient and cost-effective HQ organization in place, enabling us to onboard new cities without increasing central cost, and we have regional accountability and also regional execution power, enabling us to pursue commercial opportunities with a greater speed compared to previous setup. That is the foundation enabling us to deliver profitability and growth at the same time.

Yeah. On an operational perspective, we have also launched our two new regions in Germany: Ruhr and Düsseldorf.

We had a great launch event in Ruhr April 1st and launched in Düsseldorf July 1st. Furthermore, the Gen 4 platform has now really shown to be successful also at scale, and we are now harvesting the first benefits from a greater, more qualitative bike, and that is also what will be supporting us for a profitable growth going forward.

Exactly. On top of the operational improvements, we have also successfully executed a capital raise in the beginning of the year, and following that capital raise, we have finalized and completed a comprehensive restructuring of our debt, meaning that we now have the company in a very solid capital position, and the outlook for our growth expectation is, from a capital perspective, that we now have the setup to fund our expansion towards 2030 without additional equity raises, which is, of course, a positive situation to be in.

Looking at the numbers, Q2 has been a strong performance quarter. We have seen revenue grow more than 18% compared to same period last year, and especially we have also seen EBITDA, and thereby profitability, increase significantly to more than DKK 21 million for the period.

The KPIs are also showing in growth in monthly revenue per bike. We have also seen trips and riders increase more than our fleet has expanded in Q2, sort of delivering a very solid foundation for the half-year and translating into the full half-year where we did see, back in Q1, a bit of headwind due to tough weather in the Nordics.

We do see an H1 performing as planned, with growth of almost 16% and especially, again, highlighting that our profitability for the period is at an acceptable and planned level, and much improved compared to H1 2025. That is also the reason for us to narrow our guidance for the full-year performance.

We are narrowing our guidance upwards, now we do expect a revenue between 184 to 194 million DKK and profitability on EBIT level between 4 million DKK and 9 million. This is, of course, reflecting the strong H1 performance, but also a solid outlook for the rest of the year with high season already in place here in August.

We are, of course, very focused to actually deliver this performance because it will require full attention from both management and all team members to actually execute on these guidance expectations. However, given the H1 performance, we do have confidence in us actually executing these expectations.

Just double-clicking on what is actually driving the profitability improvements of the company performance: we are coming from a situation last or same period last year where we actually saw a negative EBIT of 8.1 million DKK, and this half-year, first half-year, we are delivering a positive EBIT result of 4.7 million DKK. That is the first positive H1 performance in the history of Donkey Republic, and of course we are very proud and pleased to see this development.

We see several effects building up to the positive result. One is increased revenue.

Then we also see that within our city operations, we have managed to improve contribution margin, being more cost-effective within each city operation. On top of that, we see the effects of the organizational changes made in Q3 and Q4 2025, lowering the central HQ costs and thereby contributing to the overall profitability.

We do see also an extra depreciation effect coming from the fact that we are increasing our fleet. Nevertheless, we are transforming a negative 8.8 to a positive 4.7 EBIT performance results, which is in line with our plan and a testimony to the effects of our strategy.

Now you, Sine, will take over and give us some insights in the regional performance and sort of with the last 12-month perspective.

Yes, exactly. Over the last 12-month performance, we're showing that we're both increasing revenue and also numbers of trips, and have also been able to increase our contribution margin, meaning that we have delivered growth without trading profitability.

Overall, we have focused on both increasing utilization in all our markets, and that has been done through both activating more riders through specific city offerings, but it has also been done by our ability to now price our offerings more strategically, and also have variance across different periods depending on the situation, events, weather, and so on in the cities. Furthermore, we have had a strong focus on operational efficiency, both really planning the budget for each city in a really strong and tight way, and then we have also really improved on our spare part management setup, making sure that we are only ordering what we need and have been more firm in also how we are basically supporting the bikes in the cities.

Yes. If we look at the DACH region, we've seen a good revenue growth despite both scaling the numbers of trips, but we've been managed to keep the operational cost under control, leaving us with a strong and stable contribution margin now on 56%.

We do, however, also continue to have full focus on the rollout in both Ruhr and Düsseldorf, focusing both on getting the utilization up, but also making sure that we continue to keep our tight cost focus. We expect overall that the effect of these 8,000 new bikes on the streets will have full P&L impact in 2027.

Moving forward to the Nordics, we see a continuous improved performance with 23% increase in revenue, and also an improvement in the contribution margin even in a market where we see very high competition. What we've done to respond to this competition is that we have focused on dynamic pricing structure and also strengthening our membership offerings across the cities.

In Benelux, we saw a slight decline in the revenue, still due to the downscaling of the Netherlands. However, we are on the right track to stabilize this region that is key for us, and we do see an underlying uplift in the contribution margin over the past months, we are confident that we are on the right track and will stabilize even further.

Thank you, Signe. I will just give a status on our company strategy being the key driver for our improved success, and will also be the key direction for us going forward this year and onwards.

We have three highlights of defining key trends for the bike-sharing market towards 2030. We do see a very high grow in demand, both from users and cities, with bike sharing becoming an increasingly integrated part of urban infrastructure and modern mobility.

In addition, we see public transportation being more and more interested in integrating bike sharing into already existing public transportation platforms and systems. As a third key trend, we do expect long-term contracts, meaning tender-based contracts and protected licenses, to be the dominant regulatory regime for bike sharing going forward.

Based on the trends and also our point of departure as a company, we aim to be number one within trusted city partnership, integrating bike sharing into urban transportation infrastructure, and also being number one in operational efficiency. That is our key value proposition, and the focus areas constituting our daily operations and also our strategic priorities.

What have we achieved so far in the, yeah, last 12 months, where we have had the pleasure of leading the company under the new strategy together with the rest of the team? We have seen margin increased due to a combination of cost control and increased growth.

In addition, we have, as stated in the beginning of this presentation, implemented a new operating model, allowing us to scale without central cost growing in the same pace as our revenue, meaning that we now have in place a scalable model where we can onboard new cities and harvest the economies of scale, which is a necessity for asset-based business like ours. Now we're growing our footprint across Europe, and as you said, Signe, with Ruhr and Düsseldorf as milestone projects for this year.

We do also see a good market outlook regarding tenders and protected licenses, putting, together with our performance, full comfort in our 2030 ambitions being realized step by step. I have already mentioned that we are upwards narrowing our guidance range for this year, and we still see the progress of our business in '27 and onwards towards 2030 in line with our communicated strategy plans, and thereby bringing the business up to a profitable and scalable position.

Just showing again our strategic pipeline that is now included in the reports that we publish. It really underpins that the market is there, and it's growing, and it is in line and also our ability to deliver on our strategic ambitions.

We remain dedicated to achieve our disciplined growth, and we will continue to pursue the strategic opportunities within the three defined regions. As you can see, we do still look into a number of possibilities that we are working hard on within the organization.

Thank you, Signe. Of course, we have also a few events after the reporting period which we have highlighted.

We have already touched upon the launch of Düsseldorf in Germany. We have also communicated that we are expanding into Helsinki, Finland, now present in the city center of Helsinki and increasing the fleet throughout August.

As I mentioned earlier, we have completed our debt restructuring, going forward, our company will not be exposed to state-backed financial institutions, but we will be financing our investments through commercial banking facilities with AL Sydbank as our main lender partner. Also, we have welcomed a new board member to Donkey Republic: Lars Christian joined the board July 2026.

Really look forward to the collaboration in the board. We have also communicated a change in executive management, with Jonas Speck stepping down from his position with full effect from the end of this month.

Thank you for your patience and for you listening in. We have tried to time it in a way where we also have time for Q&As, and Michael, do we have received any questions?

No, it's not. The Helsinki setup is based on an open license, and what we show in our strategic pipeline, that is tender-based opportunities and protected licenses.

The intent to award is not Helsinki.

We have assessed the Helsinki opportunity very thoroughly, both as a business case and as a strategic focus area. Looking at the business case isolated, we are quite confident that we can supplement the public-based system and deliver a profitable operation in Helsinki, and that we actually also see that our bikes is a good contribution to the urban infrastructure in Helsinki.

We have been in close dialogue with the municipality administration, and see a good fit for us. That is sort of the one aspect.

We wouldn't have entered Helsinki if it wasn't a healthy business case in itself. In addition, our presence in Helsinki is also a strategic move.

We do want to have a close relationship with the city administration and the people living in Helsinki, because we think we are a good match for the future public bike-sharing system, which is expected to be tendered out within the short-term horizon. It also gives us hands-on experience operating a fleet in Helsinki, which can be a strategic advantage going forward.

Then

you take that, Signe?

Sure. Yeah.

I think, as we have also described, we do see a small delay in the rollout in Düsseldorf, meaning that we have not had as many bikes as we had hoped for at the current moment in time. That also means, obviously, that the utilization of the system is not where we had hoped it to be.

The delay here we're talking about is around two to three weeks, increasing the number of bikes, you can say, more sort of heavy here in the last end of August and September, whereas we had planned for a more sort of even rollout from July 1st. That means that right now we're not seeing the number of trips as we had hoped for, but we have initiatives both to get utilization up and also to have campaigns to really showcase that we are there now, we do not expect that it will have a long-term effect.

In Ruhr...

What I can say is that the system is divided, we have 5,500 bikes, around that, in the Ruhr area. We have delivered the part that we've also published in April there, and the 2,500 bikes that we have planned in Düsseldorf will be on the streets around mid-September.

Basically coming back to the question, we do also see a month or so delay in the rollout plan for Ruhr, leaving us with the exact same challenge that we see in Düsseldorf, but again, we are not seeing it having a sort of a long-term impact, but we have had some challenges with one of our suppliers.

I assume, Michael, that you are referring to the debate focused around Copenhagen.

Yeah. Because we do see a lot of discussions around shared mobility and bike sharing especially being very positive around Europe, and also with much more integration focus to public transportation and urban infrastructure.

In Copenhagen, it's completely correct that we have seen a public debate and criticism around bike sharing in general, and especially e-bikes in Copenhagen, and the number of units we see. It's important to highlight that Copenhagen is a open-license-based market, and we have seen an increase in number of units, especially e-bikes, being active in the city area, and that has, of course, led to frustration regarding the public space that the bikes are taking up.

Specifically, the City Council has decided that they would like to be able to regulate bike sharing in Copenhagen more than they actually is allowed today. We have contributed to that process very constructively.

We are in close dialogue with the City Administration of Copenhagen, and also with the local politicians and mayors around how to actually find solutions in Copenhagen where we can have the benefits of bike sharing, but without the identified downsides that has been discussed throughout the summer. We are actively working...

I think we have a good position in Copenhagen because we have been here for 10 years. When we look at our user data, approximately 70% of our users and trips are taken by locals and not by visitors.

We are the only operator in Copenhagen delivering both mechanical pedal bikes as well as electrical bikes, we have a very affordable offer in Copenhagen. What we see on the short term, that is for the whole bike-sharing industry in Copenhagen, but we would like to be a front-runner, is actually working together with the authorities in order to find ways to make sure that Copenhageners and visitors still have the access to good and affordable bike sharing, but at the same time we make sure to have more order in the streets and to figure out clever regulation to safeguard the bike sharing of Copenhagen for the future.

We are very constructive in this process and recognize the frustrations that has been raised.

I would say, looking at the company's historic performance, our guidance is very ambitious, and we have deliberately been very ambitious for this year, and also very disciplined in actually delivering what we have promised. What we see based on a good performance in H1, that is that we can actually narrow our range upwards, and it is important for me to highlight that it will still require efforts across the organization to actually fulfill these ambitions.

We do have a lot of components in our business, all from weather to external stakeholders, that can affect our business, and therefore we really need to be super focused in achieving our targets, and we are so across the organization. To supplement your more specific questions, as we also write in the report, we are planning with a cost tail for the ramp-up in Ruhr and Düsseldorf,

that is also why we highlight that the full P&L effect of these two very important operations will be seen in 2027 and not for 2026. Of course, it will contribute in a positive way, but the full commercial value of these two operations will be seen in 2027.

Sure. Just to be specific on that, Michael, for just producing one bike, there is more than 100 components.

Obviously, the supply chain is a key area for us, and we focus on making sure that we have several suppliers that can deliver more than one component, obviously, but also that we have more suppliers for each component to make sure that we will not end in a situation like we've done previously. All in all, I would say our supply chain is pretty strong.

We have been a little bit delayed due to, you can say, global supply chain crisis in general, but we have been impacted by that, but it has only been a little bit because we have planned. Then we have had some technical issue at the factory, which has been solved.

Something that you must also take into consideration once you work with assets that are produced at a factory, and sometimes there are breakdowns and that happens. Those have been resolved, and therefore we also do not expect any further delays in the rollout.

Yes, we have, and that's what was also what I was alluding to. We basically have seen that the the effort that we put into building a a more and high-quality bike, we're seeing now, especially obviously in Copenhagen where it has been live for for almost a year now, and we expect obviously that the same will will happen in both Germany and also Helsinki where we have also launched the the Gen 4 bike.

That comes down both to the the the spare part management, so less spare parts, it's also easier to repair, and then obviously it will last longer in terms of how many times you have to to interact with the the bike as a mechanic, simply because it has higher quality.

early. We would like to wait a bit with that.

I think it's a relevant question, and what we have seen, that is our own ability to raise capital was proven in February. Based on that capital raise, and that was prior to the Lime IPO, we have focused on restructuring our debt, and now we actually have a mature capital setup which will allow us to fund our fleet expansion towards 2030 without any equity raises needed.

That is the outlook for the moment. Nevertheless, I think what is interesting around the Lime IPO is that we are in general seeing a maturing of the bike-sharing industry, with more and more companies focusing, and some actually like Donkey Republic, succeeding by having profitability established, real profitability, positive cash flows, and therefore, yes, also an increased competition, no doubt.

We believe that we are in a strong position in that competition, especially within our core geographical focus, and also we do expect consolidation to be a part of the industry landscape going forward in the years to come. We actually welcome that maturing of the industry and the fact that the industry is now focused on becoming profitable and sustainable from a business perspective.

yes, I think no direct effects from the Lime IPO, but more testimony to the fact that the industry in general is maturing and becoming a more, how can you say, normal industry in the way that we are focusing on profitability, return on capital, healthy cash flows, and so forth. I think that will also be the winners of future competition: those companies that can actually, year-on-year, deliver healthy business alongside funding fleet expansions.

Thank you very much. Thank you.