2025 Annual Impact Report.

1. STRATEGIC VISION AND LETTER TO STAKEHOLDERS

For D-TAILS, 2025 marked the consolidation of its transition from a research entity to a coordinator of international scientific ecosystems. As a Benefit Corporation, our mission to make advanced diagnostics more accessible, timely, and sustainable remains intrinsically linked to the Sustainable Development Goals (SDGs) of the UN 2030 Agenda.

Our deep-tech strategy is not merely about technological innovation, but serves as a tool for the common good: developing scientifically advanced diagnostic technologies with the aim of reducing costs for healthcare systems and expanding access to early diagnosis. The coordinating role assumed by D-TAILS in the EIC Pathfinder Open ULYSSES project confirms a growth trajectory grounded in advanced research, international collaboration, and social impact.

2. COMMON GOOD OBJECTIVES: 2025 RESULTS

A. Health, Well-being, and Reducing Inequalities (SDGs 3 & 10)

• Democratic Diagnostics: the goal of developing non-invasive, low-cost tests for population-scale prevention continues, with a focus on clinical transferability and the future economic sustainability of healthcare systems; • Ulysses Outcome: the target cost per test remains set below 70 euros, an essential element for reducing economic barriers to access to early diagnosis and increasing the scalability of the impact;
• Strategic Rebranding: the evolution of the technological systems’ identity has been designed to strengthen their industrial clarity, international positioning, and ability to attract commercial and scientific partners.

B. Partnerships for the Goals: Public-Private Synergy (SDG 17)

• International Coordination: D-TAILS acts as a bridge between public institutions, universities, research centers, and the market. The coordination of complex programs and the management of cross-border partnerships enhance the quality of innovation and its potential clinical impact;
• ROAD Collaborations: The synergy with IIT (Italian Institute of Technology) and Sapienza in the Alzheimer’s project confirms that cooperation between public excellence and private agility is a concrete lever for addressing complex medical challenges.

C. Decent Work, Education, and Equality (SDGs 4, 5, and 8)

• Specialized Human Capital (SDG 4): We continuously invest in the training of our staff. Our team’s high scientific caliber—with 53% of employees holding a Ph.D., ensures methodological rigor, execution capabilities, and quality in the management of research programs;
• Inclusion and Equality (SDG 5): D-TAILS promotes an inclusive and merit-based work environment, valuing female talent in strategic and scientific roles and helping to reduce the gender gap in STEM disciplines;
• Economic Growth (SDG 8): While still in an investment phase, lean management focused on the efficient allocation of resources has enabled the company to convert spending into technological assets, scientific credibility, and industrial readiness.

3. IMPACT ASSESSMENT (2025 KPIs)

Overall, the 2025 KPIs confirm that the organization is still in an investment phase but is already characterized by a strong scientific focus, international collaboration, and a commitment to ensuring the future accessibility of the solutions developed.

4. MANAGEMENT REPORT (BENEFIT CORPORATION)

In 2025, D-TAILS reported an operating loss of €658,576.64. This figure should be understood as the result of a deliberate strategic and scientific decision: to consolidate platforms, projects, intellectual property, international relationships, and execution capabilities in order to generate social and economic impact in the medium term.

• Governance and Access to Capital: Throughout 2025, the company worked on structuring its growth strategy, engaging with institutional investors and international partners, and aligning its mission to create social value with a vision for global scalability;
• Employee Stock Ownership Plan (ESOP): The incentive plan scheduled for 2026 is designed as a tool to align scientific value creation, individual accountability, and long-term growth.

5. GOALS FOR FISCAL YEAR 2026

1. Launch of the New Brand: finalize the coordinated identity for the U.S. and Chinese markets, strengthening the international positioning of the technology platforms;
2. Series A & ESOP: move forward with the capital-raising process and structure mechanisms for the team to participate in the company’s growth;
3. Ulysses Implementation: operationally launch the multicenter activities and scientific milestones outlined in the program;
4. ROAD Development: consolidate the scientific validation and development pathway for the early diagnosis of Alzheimer’s disease.

6. KPI / TARGETS 2026

In 2026, the company intends to monitor the following forward-looking indicators, consistent with its mission of delivering patient benefits and with the industrial and scientific growth trajectory already underway.

Date: March 20, 2026

Impact Manager Alessandro M Cremona
(President & CEO, D-TAILS S.r.l. SB)