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Transit Operations and Maintenance Services February 2026 Page i TABLE OF CONTENTS CONFIDENTIAL INFORMATION ................................................................................................................................ IV EXECUTIVE SUMMARY ....................................................................................................................................... V FOCUSING ON SLO TRANSIT’S AREAS OF EMPHASIS................................................................................................ V Priority 1: High Quality Operations .................................................................................................................. v Priority 2: Safe Operations ............................................................................................................................ vii Priority 3: Reliable Operations....................................................................................................................... vii THE RIGHT TEAM ............................................................................................................................................... VIII THE RIGHT PARTNER ......................................................................................................................................... VIII A COLLABORATIVE AND TRANSPARENT PARTNERSHIP ............................................................................................ IX TRANSMITTAL LETTER ........................................................................................................................................ 1 LOOKING FORWARD .............................................................................................................................................. 1 G.1 – SUBMITTAL FORMS .................................................................................................................................... 1 1. FEDERAL PROPOSAL AND CONTRACT CERTIFICATION FORMS (APPENDIX K) .......................................................... 1 2. COST PROPOSAL FORMS (APPENDIX L) .............................................................................................................. 2 3. REFERENCES (CONFIDENTIAL MATERIAL STARTS HERE) ........................................................................... 2 Foothill Transit (Pomona, CA) ......................................................................................................................... 2 Victor Valley Transportation Authority (VVTA) (Hesperia, CA) ......................................................................... 3 Regional Transit Commission (RTC) of Washoe County (Reno, NV) ............................................................... 3 4. STATEMENT OF PAST DISQUALIFICATION ............................................................................................................. 4 G. 2 – EXPERIENCE AND QUALIFICATIONS ....................................................................................................... 4 Experience and References ............................................................................................................................ 4 Recent U.S. Growth (CONFIDENTIAL MATERIAL STARTS HERE) ............................................................... 4 Staffing Capability ........................................................................................................................................... 5 Financial Condition (CONFIDENTIAL MATERIAL STARTS HERE) ................................................................. 5 5. EXPERIENCE OF KEOLIS AND SUB-CONSULTANTS ................................................................................................ 6 6. CONTRACT TERMINATION STATEMENT ................................................................................................................ 7 7. FINANCIAL STATEMENTS .................................................................................................................................... 7 Other Conditions ............................................................................................................................................. 7 8. DISADVANTAGED BUSINESS ENTERPRISE (DBE) INFORMATION ............................................................................. 7 9. ADDITIONAL RESOURCES AVAILABLE TO THE CITY (CONFIDENTIAL MATERIAL STARTS HERE) ...................... 7 Committed Corporate Support ........................................................................................................................ 7 Center of Excellence ....................................................................................................................................... 7 Innovation Meetings........................................................................................................................................ 8 Keolis Evolve Study (Optional) ........................................................................................................................ 8 10. PRIMARY KEOLIS CONTACT .............................................................................................................................. 8 G. 3 – OPERATIONAL APPROACH....................................................................................................................... 9 11. START-UP AND TRANSITION PLAN .................................................................................................................... 9 Key Issues ...................................................................................................................................................... 9 Transition Team............................................................................................................................................ 12 Transition Plan.............................................................................................................................................. 13 12. MANAGEMENT AND OPERATIONS PLAN (CONFIDENTIAL MATERIAL STARTS HERE) ................................... 13 Understanding of the Scope of Services........................................................................................................ 13 Transit Operations and Maintenance Services February 2026 Page ii High Quality and Reliable Service Delivery ................................................................................................... 14 Road Supervision ......................................................................................................................................... 14 (CONFIDENTIAL MATERIAL ENDS HERE) ..................................................................................................... 15 Emergency and Incident Management Procedures ....................................................................................... 16 13. SCHEDULING, DISPATCHING, AND CUSTOMER SERVICE PLAN (CONFIDENTIAL MATERIAL STARTS HERE) ... 17 Scheduling.................................................................................................................................................... 17 Dispatching................................................................................................................................................... 17 Customer Service Staffing ............................................................................................................................ 18 14. ABSENTEEISM, VACATIONS, AND TURNOVER PLAN ........................................................................................... 18 Reducing Absenteeism ................................................................................................................................. 18 Ensuring Attendance Concerns Do Not Impact Service ................................................................................. 19 Employee Retention ..................................................................................................................................... 19 15. QUALITY ASSURANCE AND PERFORMANCE MONITORING................................................................................... 19 Coaching Operators...................................................................................................................................... 19 Additional Local Efforts ................................................................................................................................. 20 Corporate Performance Management Team ................................................................................................. 20 Leveraging Technology Tools ....................................................................................................................... 21 Additional Tools to Monitor and Improve Performance .................................................................................. 23 16. ADDITIONAL TECHNOLOGIES .......................................................................................................................... 25 DriveCam Vehicle Monitoring ........................................................................................................................ 25 Zonar............................................................................................................................................................ 25 G. 4 – MAINTENANCE ......................................................................................................................................... 26 KEOLIS INDUSTRIALIZED AND HARMONIZED MAINTENANCE PROGRAM (CONFIDENTIAL MATERIAL STARTS HERE) ......................................................................................................................................................................... 26 KIHM Pillars.................................................................................................................................................. 27 CONFIRMING MAINTENANCE EFFECTIVENESS......................................................................................................... 32 Annual Audits ............................................................................................................................................... 32 Monthly Maintenance Audits ......................................................................................................................... 33 Additional Maintenance Audits ...................................................................................................................... 33 Electric Vehicle Maintenance and Training .................................................................................................... 33 Vehicle Cleaning ........................................................................................................................................... 34 17. FACILITY MAINTENANCE PROGRAM ................................................................................................................. 34 Oversight of Our Facility Maintenance Program ............................................................................................ 34 Routine Building Maintenance and Services.................................................................................................. 34 Preventive Maintenance ............................................................................................................................... 34 Cleaning ....................................................................................................................................................... 35 Spill Containment and Response .................................................................................................................. 35 18. PREVENTIVE MAINTENANCE AND INSPECTION PROGRAM ................................................................................... 36 19. LAW ENFORCEMENT AND REGULATORY AGENCY RATING ................................................................................. 39 20. CITATIONS, FINES, OR STOP OPERATIONS ORDERS .......................................................................................... 39 21. INSURANCE PROGRAM ................................................................................................................................... 39 G. 5 – SAFETY AND TRAINING ........................................................................................................................... 40 22. STAFF TRAINING PROGRAM............................................................................................................................ 40 Position-Specific Training Programs.............................................................................................................. 40 Classroom Training....................................................................................................................................... 41 Transit Operations and Maintenance Services February 2026 Page iii Behind-the-Wheel Training and Observation ................................................................................................. 41 Cadet-In-Service (Cadetting)......................................................................................................................... 42 Ongoing Evaluation ...................................................................................................................................... 42 Primary Training Topics ................................................................................................................................ 42 Keolis Leadership Academy .......................................................................................................................... 46 Customer Service Training............................................................................................................................ 47 Ongoing Training .......................................................................................................................................... 47 23. KEOLIS’ SAFETY RECORD AND PLAN (CONFIDENTIAL MATERIAL STARTS HERE) ...................................... 48 Safety Plan ................................................................................................................................................... 48 Safety Assurance ......................................................................................................................................... 51 Safety Communication .................................................................................................................................. 52 Safety Methodology and Reporting ............................................................................................................... 53 24. SAFETY RECORD OF THREE REFERENCE CONTRACTS ...................................................................................... 53 G. 6 – PERSONNEL ............................................................................................................................................. 53 25. MANAGEMENT STAFF RESUMES ..................................................................................................................... 53 Key Managers .............................................................................................................................................. 54 Corporate Support ........................................................................................................................................ 55 26. ORGANIZATION CHART AND STAFFING PLAN .................................................................................................... 60 Organization Chart........................................................................................................................................ 60 Functions and Responsibilities by Position .................................................................................................... 60 27. PROPOSED WAGE SCALES............................................................................................................................. 62 28. FRINGE BENEFIT PACKAGE ............................................................................................................................ 62 29. HIRING AND RETENTION ................................................................................................................................. 62 Proactive and Targeted Recruitment ............................................................................................................. 63 Employee Hiring ........................................................................................................................................... 64 30. LABOR UNION PLAN ...................................................................................................................................... 65 Union Relationship........................................................................................................................................ 65 31. CALIFORNIA LABOR CODE ............................................................................................................................. 66 G. 7 – REPORTING .............................................................................................................................................. 66 32. RECORDS AND REPORTING ............................................................................................................................ 66 33. NATIONAL T RANSIT DATABASE (NTD) REPORTING........................................................................................... 67 Sampling Methodology ................................................................................................................................. 67 34. ACCIDENT AND INCIDENT REPORTING AND RESOLUTION PLAN ........................................................................... 68 General Accident Procedures and Communication Tree ............................................................................... 68 Critical Accident Procedure ........................................................................................................................... 68 Investigation and Follow-up Process ............................................................................................................. 69 ATTACHMENTS • Insurance Documentation • Key Manager Resumes • Transition Plan • Sample PMI Checklist • Sample Performance Report • Accident Report Form Transit Operations and Maintenance Services February 2026 Page iv CONFIDENTIAL INFORMATION The enclosed proposal contains confidential trade secret information of Keolis Transit Services (“Keolis”), as defined by: California – CGCS § 7920.000. Access to Public Records Trade Secrets § 5(A) CA Civ. Code § 3426.7 Trade Secrets, as defined by the California Trade Secrets Act: Information, including a formula, pattern, compilation, program, device, method, technique, or process that: (1) derives independent economic value actual or potential, from not being generally known to the public or to other persons who can obtain economic value from its disclosure or use; and (2) is the subject of efforts that are reasonable under the circumstances to maintain its secrecy. Certain Personnel Information § 6254(c) Personnel, medical or similar files, the disclosure of which would constitute an unwarranted invasion of personal privacy. Keolis has specifically identified instances of confidential, proprietary, or trade secret information in the enclosed proposal and has designated each as “CONFIDENTIAL” with one of the following identifying markings: (a) “Confidential material begins here” and “Confidential material ends here”; (b) “Confidential”; (c) “Confidential Proprietary”; or (d) “Trade Secret.” As required by the RFP, confidential information has been noted in this document. The confidential information includes: • G.1.3 References • Recent US Growth • Financial Condition • G.1.9 Additional Resources Available to the City • G.1.10 Primary Keolis Contact • G.3.12 Management and Operations Plan/Thinking Like A Passenger • Road Supervision Plan and Schedules • G.3.13 – Dispatching/DCS • G.3.14 Absenteeism, Vacations, And Turnover Plan • Coaching Operators • OTP Taskforce • Corporate Performance Management Team • Leveraging Technology Tools • Visualization Room • G.3.16 Additional Technologies • Keolis Industrialized and Harmonized Maintenance (KIHM) • KIHM Pillars • Facility Maintenance – Cleaning – Thinking Like A Passenger Graphic • Operator Training • Customer Service Training • Dispatcher Training • Road Supervisor Training • Maintenance Training & Development • Keolis’ Safety Record • G.5.24 Safety Record of Three Reference Contracts • G.6.25 Management Staff Resumes • G.6.26 Organization Chart and Staffing Plan • Case Study: Keolis Locations Earn ISO 39001 Certification in 2024 • All Attachments Transit Operations and Maintenance Services February 2026 Page v EXECUTIVE SUMMARY It is clear that the City is thinking about the future – preparing to raise the bar on its transit operations and maintenance services to best meet the evolving mobility needs of the unique San Luis Obispo community. From embarking on a Transit Innovation Study to implementation of the service change recommendations from the recent City’s Short-Range Transit Plan and beginning the implementation of your Zero Emissions Rollout with the delivery of electric buses, the City has put in the work (and developed the resources) to ensure continued success. Looking at the future of SLO Transit operations, the City needs a true partner who will stand with you as you wor k together to achieve these successes. We believe Keolis is that partner. The last few years have certainly been marked by growth and positive momentum for Keolis, but unlike some of our competitors, we do not bid on every opportunity we come across. Keolis works to build long-lasting partnerships with clients who share our values and mission , and we pursue only opportunities in which we know we can positively impact service quality. We’ve done our homework on the City and SLO Transit operations. Through learning more about your operations, challenges, and objectives, analysis of SLO Transit operations and performance data, as well as an in-depth review of the RFP, attachments and addenda, we have a unique understanding of your needs. As a global leader in fixed route operations and in the use of electric vehicles, with shared priorities for providing high quality, safe and reliable transit operations – The more we learn, the more convinced we are that Keolis is the right choice for the City of San Lius Obispo. Keolis’ proposal reflects an approach specifically designed for the City based on global best practices, the unique nature of the SLO Transit services, and the need for the highest level of customer service throughout the operation. As you review our proposal, you will see processes unique to Keolis in response to the scope of work and case studies showcasing success in our proposed approach, which we would love to bring to the City of San Luis Obispo . FOCUSING ON SLO TRANSIT’S AREAS OF EMPHASIS Keolis has structured our operations plan around achieving your priorities and objectives for transportation in the San Luis Obispo community. As your partner, we will work relentlessly to achieve your objective for “high quality, safe, and reliable service,” as described in Section A.7 – Areas of Emphasis in the RFP. We share your definition of “high quality,” focused on effective, on-time and customer- focused service delivery. Our approach for furthering your Areas of Emphasis and achieving your Keys to Quality Public Transit Service are summarized below. PRIORITY 1: HIGH QUALITY OPERATIONS From Day One of our transition throughout our partnership with the City, the Keolis team will work to provide the highest levels of quality in our service provision, with a focus on continual improvement. These efforts will include results -driven local leaders and support of subject matter experts (SMEs) from throughout Keolis’ global network and including both best practices and innovative custom solutions to meet your goals, as summarized below. City’s Keys to Quality Service Keolis’ Approach Effective System Design Keolis will collaborate with the City to ensure an effective and efficient transit system. Regular blocking reviews will improve run cut efficiency and vehicle requirement optimization. Keolis will meet with the City staff to review and make recommendations regarding fixed route schedules. We will structure the operators’ daily schedules, dividing blocks into runs/paddles per operator using HASTUS. Keolis will structure operator runs into effective and attractive weekly work schedules that comply with CBA, contractual, and legal rules, minimizing overtime and providing consistent start/end times and consecutive days ensuring job satisfaction for operators. Keolis can assist with suggestions for system design to account for anticipated changes in Cal Poly’s schedule, to ensure demand is accounted for. Keolis will also hold Innovation meetings with the City at least annually. Although our corporate personnel will be regular visitors to our SLO Transit operation, we also believe it is important to set aside time at least once a year to get together to focus specifically on the future of SLO Transit. As part of our proposed Innovation Meetings, Keolis executives will meet with the City staff at least yearly to discuss future objectives and possible innovations to service delivery and create action plans to achieve goals. These meetings could include, as applicable, technology demonstrations, information sharing regarding unique service types or best practices at other Keolis locations, and global best practices. With SLO Transit’s approval and support, we will invite visitors such as personnel from other Keolis operations to talk about innovative approaches that have been successful at their locations, corporate IT and innovation experts, and/or potential third-party partners for new technology tools to provide demos. This is an approach that has been helpful at other Keolis locations – Transit Operations and Maintenance Services February 2026 Page vi to ensure we are on the same page with our clients, understanding evolving mobility needs of our riders and sharing ideas for innovation on an ongoing basis. Optional Keolis Evolve Study – As another tool to assist in the process of building upon and strengthening the work you have done with your Transit Development Plan, Keolis can offer our proprietary and unique approach to network analysis, Keolis Evolve, to analyze regional mobility patterns and optimize the system for greater efficiency. Should the City be interested, we could perform a Keolis Evolve analysis or a scaled-down version we refer to as Evolve Lite, whenever you are ready to conduct the study. The value of the Evolve study is that it can be done quickly and provides insight as the community grows/changes. Keolis collects trip pattern data for the community (which includes not only current system riders, but all trips within the community based on cellular activity. By delving deeper into the data and adopting a more granular approach, we can uncover the specific needs of riders. This enhanced perspective will help identify key travel patterns and enable the optimization of services to better meet the community’s demands as they change. It can also be used to evaluate the success of the changes recommended in the Transit Development Plan after implementation. On-Time Performance On-time performance is essential to meeting rider expectations and maintaining public trust. Keolis proposes a comprehensive strategy that includes enhanced effective dispatching and road supervision, real-time vehicle tracking, and proactive service oversight to consistently achieve the City’s OTP KPI of 95%. Lead dispatchers and road supervisors will actively monitor real -time OTP via the Connexionz system and make adjustments as needed to ensure smooth daily operation. Another key component of this strategy is the introduction of an OTP Task Force, a cross-functional team of representatives from operations, scheduling, dispatch, and customer service (and inviting the City to participate). Led by our General Manager, this group will collaborate regularly to analyze performance trends, share insights, and implement targeted improvements. The OTP Task Force will serve as a cornerstone of SLO Transit’s performance management strategy, driving operational excellence and a better rider experience. On Time Performance will also be of the key standards displayed in our proprietary Visualization “Viz” Room at SLO Transit, a dedicated space where KPIs and operational metrics are displayed, with the City’s approval. This initiative transforms raw data into actionable insights, enabling the City and the Keolis team to make informed, data-driven decisions that directly enhance service quality and the passenger experience. Viz Rooms are up and running in most Keolis locations – provided our clients approve and there is space available. Ultimately, the Viz Room becomes a cornerstone of SLO Transit’s performance management strategy, driving transparency, innovation, and responsiveness in a dynamic collaborative environment. Keolis has experienced tremendous success with this process, truly having an impact on employee culture and operational performance , including the On-Time Performance – OTP at our Foothill Transit location was hovering around the client standard of 78% when Keolis first introduced the Viz Room. In the years since, Keolis has achieved 87% OTP and averaged close to 85% for the year – OTP rates that Foothill Transit has not seen before. Additional information on this improvement is included in section G. 3.15. Quality Assurance and Performance Monitoring. We expect similar results for the SLO Transit operation. Excellent Customer Service At Keolis, we believe in providing an outstanding customer experience. Our approach to the customer experience is summarized within Keolis as “Thinking Like a Passenger.” Keolis staff are trained to consider their work primarily from the passenger’s point of view. Thinking Like a Passenger means we ensure our employees are a good fit for a customer-service-oriented position: that they are continuously trained in providing positive, empathetic customer service and that comments, commendations, and complaints are handled promptly, including circling back with the passenger to ensure the issue is truly resolved. We will also provide an in-depth analysis of customer complaints for trends by operator, by route and by topic, providing action plans to mitigate passenger concerns. With the City’s approval, our efforts will include mystery rider evaluations to further gauge performance, a process by which passengers provide feedback on their experience with SLO Transit. Keolis will also analyze customer complaints and develop action plans to mitigate passenger concerns, providing coaching and training to our staff when applicable. We prioritize investing in customer service training to ensure a welcoming rider experience focused on “Thinking like a Passenger”. Our operator training includes disability equity training that will include partnerships with local disability advocacy groups to ensure its effectiveness. Additionally, we engage with our riders through feedback platforms and community outreach to build relationships with our passengers. For the City, this will include the Mass Transportation Committee, as well as additional engagement with Cal Poly Transit Operations and Maintenance Services February 2026 Page vii students, since they make up such a large portion of the ridership, to ensure we are meeting passenger needs. Demonstrated ability to attract and retain qualified and committed operating staff Recruiting and retaining employees is a core Keolis competency. Any time we open a new contract, our first, most pressing goal is to fully staff the operation. While the transit industry nationwide still suffers from operator shortages, nearly all of Keolis’ current operations are fully staffed. There are no significant driver shortages at any of our operations that cannot be compensated for with overtime, if necessary. In general, across all of our operations in the last two years, we have not missed runs due to driver shortages. Keolis is committed to bringing this level of success to San Luis Obispo. Keolis excels in recruiting and retaining qualified transit professionals. For example, our team was able to fully staff the MetroWest Regional Transit Authority (MWRTA) prior to service start in Massachusetts and onboarding hundreds of operators for the start-up of Orange County Transit Authority (OCTA) service in southern California. Our commitment to a positive work environment, professional development, and employee engagement ensures high retention and service quality for SLO Transit. Our proposal includes employee engagement activities and efforts to promote a positive employee culture that revolve around support for the community, that we believe will positively impact service delivery. See additional information on Keolis' commitment to community engagement in section G.3. Operational Approach. PRIORITY 2: SAFE OPERATIONS Safety isn’t a destination, it’s a daily commitment. Keolis is committed to reducing accidents and incidents by implementing enhanced safety protocols, root cause investigation, stringent operator training programs, and advanced vehicle monitoring systems. By leveraging data-driven strategies and industry best practices, Keolis aims to reduce accidents, improve passenger security, and create a safer transit environment for the community. Empowered and engaged employees are another component of Keolis’ safety program. We encourage employees to become actively engaged in making the system a safer place – if they see something, say something. Efforts such as monthly safety meetings bring employees together to learn about safety techniques and review safety initiative progress. We also empower each of our operators to monitor and improve their personal performance through ongoing coaching and training by road supervisors. Supervisors incorporate the use of operator scorecards in their coaching, which allow individual operators to understand how they are performing, in important areas such as safety, customer complaints and OTP. Keolis will also use DriveCam as a tool to bring a proactive approach to safety – work ing to reduce potentially unsafe behaviors before accidents and incidents occur. PRIORITY 3: RELIABLE OPERATIONS Reliable transit service is essential for meeting rider expectations. Our plan for SLO Transit incorporates a plan to achieve full staffing levels throughout the operation, a high-quality maintenance program with a focus on predictive maintenance to protect the City’s investment in the fleet, and enhanced oversight to minimize delays and improve overall service dependability. Our Keolis Industrialized and Harmonized Maintenance (KIHM) program is a lean-inspired set of processes and standards designed to provide customer value through continuous improvement. KIHM’s comprehensive and systematic approach brings consistency and efficiency across all Keolis maintenance operations worldwide. This unifying approach provides proven, world-class management practices for all Keolis customers, inclusive of all modes of passenger transport. Our maintenance program includes a strict adherence to manufacturer’s recommendations and both initial and ongoing maintenance team training. Transit Operations and Maintenance Services February 2026 Page viii Keolis takes an additional step to enhance system reliability, and improve other key performance indicators, through the efforts of our dedicated corporate team focused on performance management. Led by Ryan Adams, Chief Performance Officer, who has decades of public transportation experience. Our Corporate Performance Management Team assists our local teams in identifying continuous improvement opportunities through analytics (dashboards, ad hoc analyses, etc.), action planning, and project management support. The Corporate Performance Management Team will assist in the identification of important quality improvements and implement action plans to achieve success. With continual data analysis and regular site visits to our operations, they will support local decision-making through actionable insights and metrics, allowing our local management teams to improve the speed and precision of operational decisions. They will also educate our local teams on how performance measures fit together, and, when needed, they will assist with the determination of root cause analyses related to performance improvement opportunities. For example – in addition to a higher AFR illustrating a safety concern that needs to be addressed, increased accidents can lower the ratio of scheduled to unscheduled maintenance, lowering the ability to maintain a high PMI OTP, impacting vehicle availability and ultimately, on time performance. The Corporate Performance Management Team helps our local teams see the connection between these various metrics, ensuring that our local leaders know which levers to pull to maximize performance. THE RIGHT TEAM Keolis has proposed a highly experienced and results-driven General Manager for SLO Transit o perations in Dominick Perez. With more than a decade in public transit, Dominick recently served as the General Manager in Camarillo, California, where he oversaw three California operations. Dominick’s rent achievements include winning two awards for the highest retention in the company, with 0% turnover at the locations he oversaw , as well as achieving a record of more than 300 days with no at-fault accidents or incidents. Dominic and his local leadership team (including Operations Manager Irwin Johnson and Maintenance Manager Carlos Zambrano) will be supported by a proactive and involved corporate leadership team, led by Operations VP Francis Julien. Our proposed corporate support staff is made up of experienced experts, with over 220 years of combined experience in transit management. They will work together to support the local team, implement best practices, and ensure that SLO Transit has continued success throughout the contract term. Several Keolis corporate support personnel, including President/CEO Brad Thomas, COO Fadi Chakbazof and Safety Director Jennifer McKibbins, have previous experience working with the City and supporting the SLO Transit location. Although most transportation providers will propose a corporate support team, what makes Keolis’ approach unique and innovative is the depth of our resources coupled with the commitment our executives make to supporting each of our local teams and our clients. Our clients often cite the involvement and commitment from our corporate team as key to their success, and one of the reasons they choose to contract with, and continually renew contracts with, Keolis. From our “all hands-on deck” approach to ensuring a successful transition, to our commitment to a minimum of 40 on-site visits per year from our corporate team throughout our contract, Keolis’ support of our clients and the local team is unmatched. More information on our corporate support resources and commitment is included in section G.6 – Personnel. THE RIGHT PARTNER Keolis is a global transportation operator, providing services in 13 countries on four continents. Each year, our 70,000 -plus employees provide transportation services to more than three billion passengers worldwide. We have long been considered one of the leading providers of fixed route transportation operations, not only in North America but in the world. In the U.S., nearly all of Keolis’ active operations have a fixed route component. At our fixed route locations across North America, Keolis works to provide high on-time performance, exceptional safety, and efficient and effective vehicle maintenance. Our fixed route operations include not only traditional fixed route contracts, but also shuttle operations, like our Fort Lauderdale Airport in Florida, BRT, and commuter services. Keolis has selected our operations for Foothill Transit in Pomona, CA, Victor Valley Transit Authority (VVTA) in Hesperia, CA and our operation for the Regional Transit Commission of Washoe County in Reno, NV as our references for San Luis Obispo. All three of these primarily fixed route operations either have or previously had battery electric vehicles. Keolis provides both operations and maintenance services for each of these contracts that continually meet the expectations of our clients. Additional information on these operations are included in section G.1.3. – References. Transit Operations and Maintenance Services February 2026 Page ix One of our coordinated efforts to gather global best practices that we believe will have the greatest benefit to SLO Transit is our Center of Excellence for Alternative Fuel Vehicles. Based in Lyon, France, it channels the entire international Keolis Group’s expertise in electromobility systems. As described in greater detail in In section G.2 – Experience and Qualifications, our COE capitalizes on Keolis’ best practices, follows changes in industry regulations, and works closely with bus manufacturers. This expertise will be available to the City as needed as you implement your Zero-Emission Bus Rollout Plan. Our SMEs in the U.S. (located in southern CA, Dallas, and Maryland) are in regular communication with the COE to share best practices and provide data and findings from our operations in North America. In the U.S., our operations that utilize (or have utilized) electric vehicles include Foothill Transit and VVTA in California, as well as our Reno, NV operation, all three of which have been included as references for this proposal. Should the City wish, Keolis can facilitate information sharing between these agencies on their experience with electric vehicles, including sharing challenges and strategies to exceed them. A COLLABORATIVE AND TRANSPARENT PARTNERSHIP Fundamentally, we strive to achieve actionable transparency in our performance and programs, encouraging collaboration between our staff and the City on actions for meeting operational goals and continuous improvement. Simply stated, the goal is to incorporate technologies and effective approaches that provide clear information for both Keolis and the City to ensure transparency and effective communication. We are excited at the prospect of a collaborative and long-term partnership between the City and Keolis, and we look forward to discussing our proven qualifications and approach further as the evaluation committee completes its review process. Transit Operations and Maintenance Services February 2026 Page 1 TRANSMITTAL LETTER February 20, 2026 City of San Luis Obispo Department of Finance, at 990 Palm Street San Luis Obispo, CA, 93401 Submitted Via BidNetDirect.Com RE: City of San Luis Obispo , Proposal for Transit Operation and Maintenance Services To the Evaluation Committee: Keolis, operating as Keolis Transit LLC, is pleased to submit this proposal in response to the City of San Luis Obispo’s Request for Proposals for fixed-route transit operations and maintenance services for SLO Transit. We appreciate the opportunity to partner with the City in delivering safe, reliable, and customer-focused transit services that support the mobility needs of residents, students, and visitors throughout the San Luis Obispo community. We have reviewed and fully understands the requirements of the RFP and will comply with the Scope of Services and all contract requirements. LOOKING FORWARD The City of San Luis Obispo must select the right partner now for the long term—one that is committed to transparency and continual improvement, and to improving the SLO Transit passenger experience. To achieve your objectives, your partner must not only understand the importance of engaging the community and improving the quality of life of our employees and passengers, but must also hav e the experience, breadth of resources, and motivation to realize your vision for SLO Transit services into the next decade and beyond. We believe Keolis is that partner and hope we have illustrated that throughout this proposal submission. If you have any questions about this proposal or need additional information, please do not hesitate to contact VP of Commercial Development Sandi Hill at the email or phone number provided below. We appreciate the opportunity to present this proposal to the City and look forward to the next steps in your evaluation process. We are excited at the prospect of a collaborative and long-term partnership between SLO Transit and Keolis, to the benefit of SLO Transit passengers and employees. Sincerely, Sandi Hill Vice President of Commercial Development 310-303-2512 Sandi.Hill@KeolisNA.com Additional Operations contact if needed: Fadi Chakbazof Chief Operating Officer 626-622-6940 Fadi.Chakbazof@KeolisNA.com G.1 – SUBMITTAL FORMS 1. FEDERAL PROPOSAL AND CONTRACT CERTIFICATION FORMS (APPENDIX K) Keolis hereby certifies that all required federal certifications, affidavits, disclosures, and cost proposal forms have been completed and are included with this Proposal in full compliance with the solicitation requirements. Specifically, Keolis has provided the following documents as required at the end of this document: Transit Operations and Maintenance Services February 2026 Page 2 • Debarment and Suspension Certification • Certification Regarding Lobbying Activities • Disclosure of Lobbying Activities • Drug Free Workplace Act Certification • Non-Collusion Affidavit • Tax Liability Certification • Workers Compensation Certification 2. COST PROPOSAL FORMS (APPENDIX L) Keolis has also completed and submitted all required Cost Proposal Forms contained in Appendix L in the format and manner prescribed by the solicitation. Completed Proposal forms are included as a separate document. 3. REFERENCES (CONFIDENTIAL MATERIAL STARTS HERE) Below, Keolis has provided brief descriptions of three current locations for whom Keolis currently performs similar services, as required references. FOOTHILL TRANSIT (POMONA, CA) Keolis began a contract with Foothill Transit for their local fixed and express route operation in 2017. Foothill is the second largest municipal transit operator in Los Angeles County. Their services operate from two main yards. Keolis is responsible for operations from Pomona, California. We selected Foothill Transit as a reference for San Luis Obispo because it demonstrates Keolis’ ability to successfully provide nearby high- quality fixed route services in California. Foothill Transit shares many of the City’s priorities and objectives, as a data-driven organization with high standards for service quality and clear expectations for partnership and collaboration from their providers. Foothill Transit also shares the City ’s focus on environmental sustainability, and Keolis previously operated and maintained electric vehicles for Foothill, before they changed to CNG and hydrogen. Additionally, Keolis’ Pomona operation serves as a prime example of where the Viz Room (proposed for the City has been a positive force to encourage continual improvement in our service delivery and engagement from our employees. Additional detail on our Foothill Transit contract is included below. Keolis’ transition minimized service impact and emphasized continuity and quality. As a result of our management, the Pomona operation achieved significant milestones: • Vehicle and facility preventative maintenance OTP. We consistently meet the 100% on-time performance goal in this important metric, since July 2017. We regularly receive contractual incentives in this area. • Safety. Since Keolis took over the Pomona facility in 2017, we have consistently met the agency’s safety goals. Further, operating in similar environments, we have achieved stronger safety performance than our peer agency operating Foothill service from the Arcad ia facility. • Community involvement. Keolis provides special event services in and around Los Angeles, including the Rose Bowl and regular events at the Hollywood Bowl, which require crowd management capabilities and alternative service planning “Foothill Transit’s continued partnership with Keolis helps streamline our transition to a fully zero emissions fleet and more sustainable transit. Our collaboration is good for our customers and our region.” – Corey Calaycay, Foothill Transit Executive Board Member Initially, we operated and maintained a fleet of 148 CNG and gas vehicles. In 2023, Keolis supported Foothill Transit’s campaign to add 33 hydrogen-fueled vehicles to their fleet, while phasing out their first-generation Proterra electric buses. We also led the installation of a 25,000-gallon hydrogen fueling tank, electrolyzers, and dispensers. We now maintain a mixed fleet of 148 CNG and hydrogen vehicles. We previously assisted with the electric infrastructure maintenance prior to the change to hydrogen. Transit Operations and Maintenance Services February 2026 Page 3 VICTOR VALLEY TRANSPORTATION AUTHORITY (VVTA) (HESPERIA, CA) Keolis first won Victor Valley Transit Authority’s (VVTA) business in October 2020, after a competitive bidding process. VVTA is located in San Bernardino County, in Southern California. Its service area encompasses 1,000 square miles and it serves approximately 400,000 people in the communities of Barstow, Hesperia, Victorville, Adelanto, Phelan, Wrightwood, Apple Valley, and in unincorporated areas. Approximately 2.7 million passengers a year make use of the operation’s fixed route, complementary paratransit, intercity service, commuter service, and on-demand microtransit services. Today, Keolis transports 2.7 million passengers a year across the VVTA’s service network. VVTA has made major investments in alternative fuels. Keolis maintains the operations’ vehicles and fueling infrastructure. The mixed-fuel revenue fleet includes diesel, CNG, and battery electric vehicles, and Hydrogen vehicles were delivered to the operation in mid-2025. We selected VVTA as a reference for this project because since it includes successful fixed route operations in the State of California, it has many obvious similarities to SLO TRANSIT. The VVTA fleet includes electric vehicles, which are operated and maintained by Keolis. Like the City , VVTA is focused on providing a positive environment for employees. Utilizing incentive funds from our client, the Keolis team provides dozens of employee appreciation events per year – which has contributed to increases in employee retention and union relations. Keolis also supported VVTA as they changed their paratransit and microtransit scheduling software to a more modern solution. Additional detail on our performance at VVTA is included below. Our Keolis management team at VVTA delivered concrete service improvements. Recent improvements have included: • Customer complaints decreased by 27% on average since the start of the contract. Since January 2023, complaints decreased from 25.83 per 100,000 boardings to 2.28 in December 2023, aligning with the VVTA performance standard. All of this while ridership increased 86 since the start of the contract. • Missed trips decreased steadily month over month. In August 2023, there were 371 missed trips. In 2024, there were 42. • The management team, including a VVTA-dedicated recruiter, undertook intense hiring efforts, consisting of three multi-day, on-site hiring fairs in 2023, complete with on-site interviews and drug tests. These fairs produced a full operator staff for the first time since COVID. • A newly empowered employee engagement committee utilized contractual incentive funds to assemble employee appreciation events, such as holiday potlucks, food truck visits, and monthly birthday celebration. These events, there were 26 in 2023, improved employee morale and retention. In all, Keolis management created an operation that was better trained, meeting client KPI goals, and retaining more employees. These factors were key to our successful retention effort in early 2024. Today, Keolis transports 2.7 million passengers a year across the VVTA’s service network. VVTA has made major investments in alternative fuels. Keolis maintains the operations’ vehicles and fueling infrastructure. The mixed-fuel revenue fleet includes diesel, CNG, and battery electric vehicles, and Hydrogen vehicles were delivered to the operation in mid-2025. REGIONAL TRANSIT COMMISSION (RTC) OF WASHOE COUNTY (RENO, NV) Keolis has operated the RTC ride fixed route services for the Regional Transportation Commission of Washoe County since 2019. We operate 17 fixed routes serving the Reno-Sparks metropolitan area and Washoe County in Nevada . We also operate two BRT routes. Keolis selected the RTC in Reno, Nevada as a reference for this project because it illustrates our ability to provide high-quality fixed route transportation with examples of success that mirror the City ’s service standards and objectives. After a major culture shift within the workforce, Keolis has seen significant improvements in employee engagement and retention, as well as union relations, at the location. Like the City , enhancing the passenger experience is a major focus of our client in Reno, and our Thinking Like a Passenger approach has been successful in reducing complaints. RTC is also a shining example of safety improvements – and utilization of DriveCam as an effective coaching and training tool has contributed to this success. Also, the RTC fleet includes electric vehicles, which the Keolis team operates and maintains. Additional detail on our Reno operation is included below. Since the completion of Keolis’ 90-day mobilization, in 2019, there have been a series of key improvements: • There have been zero missed pull-outs • OTP has averaged above 91% year over year • Valid complaints at the operation decreased by 50% between 2022 and 2024, even though ridership has increased 139% • Employee morale has increased thanks in part to employee engagement events, such as food trucks, BBQs, family events, and Roadeos Keolis operates and maintains a 75-vehicle fleet, which includes 26 Proterra electric vehicles. Keolis is also responsible for maintenance of the RTC’s operations facility, transit center, LEED-certified transit stations, and more than 1,000 bus shelters/stops. Transit Operations and Maintenance Services February 2026 Page 4 4. STATEMENT OF PAST DISQUALIFICATION Keolis has included a Statement of Past Contract Disqualifications in accordance with the solicitation instructions in the Statement of Past Contract Disqualifications form. Additionally, Keolis affirms that all submitted certifications, forms, and disclosures are true, accurate, and complete, and acknowledges that these submissions are binding and subject to verification by the City . (CONFIDENTIAL MATERIAL ENDS HERE) G. 2 – EXPERIENCE AND QUALIFICATIONS Keolis’ history began more than 100 years ago operating trams in France in 1908. In 1960, Keolis took on its first bus operation in Tours, France. Since then, our transportation services have expanded rapidly across the globe. Company experience includes providing all aspects of management, operations, and maintenance of commuter bus, fixed-route, BRT, paratransit services, streetcar/tram/light & commuter rail, and subway/metro. We operate or maintain more than 23,200 vehicles worldwide and are a leading operator, providing multi-modal transit solutions in 14 countries on 5 continents. Our organization is globally recognized for customer service, exemplary safety practices, service quality, innovation, diversity and inclusion, cost-effectiveness, and high standards of responsiveness to passengers, clients, and the community. Each year, our 68,500-plus employees provide transportation services to more than three billion passengers worldwide. In North America alone, Keolis provides transportation to more than 116 million passengers annually through fixed-route, BRT, commuter, paratransit, light rail, rail, and on-demand/microtransit services. EXPERIENCE AND REFERENCES Throughout the world, Keolis designs customized transportation solutions to meet the unique mobility needs of the communities we serve. We work collaboratively with our clients to achieve one fundamental objective: to help people get around safely and efficiently, with customer-focused employees who promote a positive image for our clients and public transit. We will work collaboratively with the City to uphold those goals and image. Keolis Group announced our ambitious and measurable goals to play our part in the energy transition following the 26th Conference of the Parties to the Intergovernmental Framework Convention on Climate Change (COP-26 ) By 2030, Keolis aims to: • Reduce carbon intensity per mile linked to traction power by 20 to 30 percent by 2027 • Double the share of miles traveled with alternative energies by 2025 and triple this share by 2030 • Grow the percentage of our revenue generated by ISO 14001-certified operations to 80% by 2030 Our operations benefit our planet through leadership in transitioning to clean bus fleets. We operate the largest number of alternatively fueled buses worldwide, excluding China, with more than 4,000 vehicles, consisting of more than 1,000 electric and over 100 hydrogen fuel cell. In alignment with the City’s vision, Keolis operates low-carbon electric trains, metro, and trams in major cities worldwide. We also help our clients deploy clean bus fleets powered by alternative fuels including electricity, natural gas, bio-natural gas, and hydrogen. REFERENCE LOCATIONS Keolis has selected our operations for Foothill Transit in Pomona, CA, Victor Valley Transit Authority (VVTA) in Hesperia, CA and our operation for the Regional Transit Commission of Washoe County in Reno, NV. All three of these primarily fixed route operations either have or previously had battery electric vehicles. Keolis provides both operations and maintenance services for each of these contracts that continually meet the expectations of our clients. Additional information on these locations is included in section G.1 – Submittal Forms. RECENT U.S. GROWTH (CONFIDENTIAL MATERIAL STARTS HERE) Transit Operations and Maintenance Services February 2026 Page 5 (CONFIDENTIAL MATERIAL ENDS HERE) STAFFING CAPABILITY Keolis recognizes the challenge posed by the current labor market in maintaining a fully staffed transit workforce. Reliability is harmed by staffing shortages, with absenteeism causing missed trips and negatively impact schedule adherence. It is crucial to both recruit and maintain quality staff in order to provide service the community of San Luis Obispo can rely on. Keolis has a strong, success ful record maintaining sufficient staffing levels across all of our locations, and our large footprint allows us to leverage our national and global resources in order to recruit and retain the workforce any given operation needs. Strong staffing starts with the transition and maintaining as much of the existing workforce as possible. These current employees are already connected to the community and have deep institutional knowledge on the operating environment in the City. A recent example of Keolis’ success in maintaining existing staff occurred at our transition of services operated for the Orange County Transportation Authority (OCTA). Keolis leveraged our local corporate staff in the community to ensure that the incumbent operators felt listened to and knew they had a place with Keolis. In an outstanding result, all but 24 of the nearly 900 person staff signed on with Keolis to continue providing service to their community. Ongoing recruitment will also be critical to battle turnover and maintain adequate staffing. Keolis take a community-focused approach to recruit qualified staff, working with community organizations and reaching out to people face to face. One method we use is hosting job fairs in the communities we serve. Recent Keolis job fairs have shown great success at large-scale recruitment: • CapMetro (Austin, TX). Keolis has operated two onsite hiring events at this location since the beginning of 2024. These events have recruited a total of 98 new operators and 55 mechanics. Keolis has shown such success at this location, the client has requested a contract change where Keolis is responsible for employee hiring. • Valley Metro (Phoenix, AZ). Keolis has conducted three hiring events onsite since January 2024. These events have resulted in a total of 237 new operators. • Orange County Transit Authority (CA). Keolis conducted four onsite hiring events between June 2023 and October 2023. These netted a total of 164 new operators and brought about full staffing at the location. • Ft. Lauderdale Airport (FL). Hiring events between June and September 2021 increased our staffing from 70 to 120 employees, a 58% increase in roster size. These examples demonstrate Keolis’ capabilities in staffing services of any size and scope, and adapting our approach to the communities we serve. For more information on our recruitment and retention plans see information in G.3 – Operational Approach – 11. Start-up and Transition Plan as well as G.6 – Personnel – 29. Hiring and Retention. FINANCIAL CONDITION (CONFIDENTIAL MATERIAL STARTS HERE) Transit Operations and Maintenance Services February 2026 Page 6 • (CONFIDENTIAL MATERIAL ENDS HERE) 5. EXPERIENCE OF KEOLIS AND SUB-CONSULTANTS Keolis brings the extensive, wide-ranging experience delivering fixed-route transit operations and maintenance services that the City requires for the operation of SLO Transit services. Since expanding into the United States in 2012, Keolis has successfully operated client-owned fixed-route systems that demand disciplined schedule adherence, effective dispatch and road supervision, strong workforce management, and comprehensive fleet and facility maintenance. Our experience includes operations serving university communities, mixed urban environments, and systems with seasonal service variations, all of which reflect the operating conditions of SLO Transit. Across the United States, Keolis manages contracts encompassing daily operations control, preventive and corrective maintenance for diesel and battery electric fleets, maintenance of client-provided facilities and equipment, street furnishings upkeep, and compliance with federal, state, and local regulatory requirements. Our long-standing partnerships with agencies such as Foothill Transit and the North LA County Regional Center demonstrate our ability to deliver reliable service, strong on-time performance while maintaining rigorous safety and maintenance standards. Relevant to the relationship between SLO Transit and Cal Poly, Keolis has extensive experience operating shuttle services across various sectors. Our shuttle operations serve academic institutions, airports, special events, tourist attractions, and corporations. Our most notable shuttle operations include: • Concordia University (Montreal, QB) • University of Alberta (Edmonton, AB) • University of Texas (for CapMetro) (Austin, TX) • Fort Lauderdale–Hollywood International Airport (FLL) • Montréal-Trudeau Airport Keolis brings extensive experience managing transit services in environments where ridership is driven by seasonal patterns, similar to SLO Transit. In the United States, this includes operations for the Potomac and Rappahannock Transportation Commission (PRTC) in the Washington, DC region, where services support daily travel to nationally recognized monuments, museums, and cultural destinations with highly variable demand. Keolis has also operated fixed-route and on-demand services in Las Vegas, where ridership volumes fluctuate significantly based on tourism cycles, conventions, and special events. In that environment, Keolis collaborated with the client to develop an on-demand service model designed to move visitors efficiently along the Las Vegas Strip while adapting service levels to real-time demand. Backed by strong financial stability and the resources of a global transit operator, Keolis is well positioned to staff, manage, and continuously improve SLO Transit’s fixed-route services. Our proven record of safe, reliable operations and effective maintenance demonstrates our readiness to perform the full scope of services and support the City’s goals for high-quality public transit. Transit Operations and Maintenance Services February 2026 Page 7 6. CONTRACT TERMINATION STATEMENT Keolis affirms that since July 1, 2020, no public transit operator has terminated a contract with Keolis prior to the contract’s original expiration date. Keolis has maintained positive contractual relationships with its public agency partners and has successfully performed all contracted services through their full terms or through mutually agreed-upon contract conclusions, extensions, or transitions. This record reflects Keolis’ consistent ability to meet contractual obligations and deliver reliable, high-quality transit operations. Keolis’ experience demonstrates a strong commitment to partnership and a collaborative approach that we look forward to bringing to the City of San Luis Obispo. 7. FINANCIAL STATEMENTS Financial statements including a last year-end income statement, balance sheet, and most current interim income statement are included as a separate file. Information on Keolis’ ownership structure and current financial standing can be found earlier in the proposal under section G.2 – Experience and Qualifications – Financial Condition. OTHER CONDITIONS Keolis affirms that there are no conditions that would impede our firm’s ability to perform the services required under this contract. Keolis is not subject to any bankruptcy proceedings, pending or threatened litigation that would materially affect contract performance, impending mergers or acquisitions, or any other circumstances that would adversely impact our financial stability, operational capacity , or ability to fulfill the requirements of this contract. Keolis remains financially sound and fully capable of delivering the services described in the RFP throughout the contract term. 8. DISADVANTAGED BUSINESS ENTERPRISE (DBE) INFORMATION Keolis acknowledges the City’s guidance provided in Addendum 2, Questions and Answers, Question 2, stating that, pursuant to the U.S. Department of Transportation’s Interim Final Rule regarding the Disadvantaged Business Enterprise (DBE) program, the program is temporarily suspended pending reevaluation of DBE eligibility by each Unified Certification Program. Accordingly, there are no DBE participation goals, no good faith effort documentation requirements, no counting or monitoring of DBE participation, and no submission of DBE forms required for this procurement. In accordance with this direction, Keolis will comply fully with the current federal and City guidance regarding the temporary suspension of the DBE program. Keolis has a long-standing practice of actively soliciting DBE participation and assisting qualified firms with certification processes, bonding, insurance requirements, and capacity-building efforts that enable sustainable participation in transit service delivery at many locations across the U.S. As a national transit operator, Keolis brings extensive experience working within diverse DBE regulatory environments. This approach reflects our commitment to equitable economic participation and to supporting local business growth within the communities we serve. Should DBE requirements be reinstated during the term of the contract, Keolis will leverage these established practices to support the City’s objectives and ensure full compliance with all applicable DBE regulations. 9. ADDITIONAL RESOURCES AVAILABLE TO THE CITY (CONFIDENTIAL MATERIAL STARTS HERE) Transit Operations and Maintenance Services February 2026 Page 8 10. PRIMARY KEOLIS CONTACT The primary Keolis contact for this proposal process will be Vice President, Commercial Development Sandi Hill. Her contact information is as follows: A DDRESS – 53 State Street, 11th floor Boston, MA 02109 MOBILE TELEPHONE – (310) 303-2512 E MAIL – Sandi.Hill@KeolisNA.com (CONFIDENTIAL MATERIAL ENDS HERE) Transit Operations and Maintenance Services February 2026 Page 9 G. 3 – OPERATIONAL APPROACH Keolis is committed to delivering safe, reliable, and high-quality transit service that reflects SLO Transit’s philosophy that system quality is fundamental to effective public service. We understand the City’s emphasis on dependable operations, strong on-time performance, and excellent customer service as the foundation for attracting riders and maintaining public confidence. Our technical approach is centered on proactive management, disciplined operational oversight, and continuous performance monitoring to ensure consistent service quality that the community can rely on. Keolis also recognizes that operational success depends on the capability and commitment of front-line staff, including operators, dispatchers, mechanics, and supervisors. Our approach therefore places strong focus on recruiting, training, and retaining a qualified and engaged workforce that is aligned with the City’s service expectations. Through this people-centered and performance-driven framework, Keolis will support SLO Transit’s emphasis on continued growth, maintain high-quality daily service, and guide the successful rollout and expansion of the City’s zero-emission bus fleet. Keolis has also reviewed the City’s Short Term Transit Plan for SLO Transit services, and have tailored our operational approach to supporting the elements outlined in the plan. 11. START -UP AND TRANSITION PLAN Keolis understands that deploying a well-planned, meticulously detailed transition process professionally and on time lays the foundation for high-quality service. Moreover, we understand that transitions can naturally cause anxiety and uncertainty among the current workforce. Our transition plan is tightly focused on easing employee concerns and ensuring they feel a part of the new culture from day one. As evidenced by our detailed transition timeline, attached, Keolis will spend a great deal of time and energy to retain and please the workforce that’s already in place. Keolis will not only enter into a service agreement with the City but we also make a commitment unlike any other provider: our staff and resources will be on-site during transition and at the disposal of the City to make sure this transition is successful. And we guarantee that the City will not have to go through another transition for the duration of the contract term. Keolis stands behind our offerings and will work through operational challenges as a true partner. This section outlines key activities that will take place during the transition process. G.4 – Operation Approach – 12 Management and Operations Plan below, describes our approach to providing bus services after the transition period. KEY ISSUES Similar issues must be addressed at any startup, SLO Transit is no exception. We have created a plan to address the following common issues through our experience transitioning various operations across North America. We have also customized our transition plan to address operating conditions specific to the City’s needs. Key issues for this transition include: LABOR R ELATIONS AND U NION NEGOTIATIONS Among the top priorities Keolis will have during transition will be to reach out to Union leaders to foster a strong and productive relationship. We are aware of the labor environment in the City of San Luis Obispo and have fostered a strong relationship with the Teamsters Local No.986 in many of our other locations. In our peer operations, we have been able to settle CBAs every year that have kept agency leadership and union members satisfied and in a strong, united culture dedicated to providing quality service. Keolis believes that a viable/collaborative partnership with labor will ensure an optimum delivery of service. Key staff will regularly meet with union leadership to ensure that a partnership is maintained. By establishing a true partnership with the union, providing them with a forum to engage in the management and delivery of the service will drive successes and amplify ownership. If labor issues cannot be handled at the local level, our corporate support staff will step in and assist. CORPORATE HR SUPPORT Keolis’ Human Resources staff provides expert assistance with any labor issues, during the start-up period and during normal operations. Our HR staff remains in the forefront of developments in labor negotiations, impasse resolution, grievance arbitration, 13(c) agreements, legislation, and management's day -to-day labor issues. Our Human Resources staff assist our managers in developing and maintaining effective labor strategies and advise our managers in labor negotiations, impasse resolution (binding and non-binding arbitration, non-binding fact-finding, etc.), grievance arbitration, and when necessary, strikes. They also provide 13(c) agreement assistance and maintain day-to-day advisory relationships with contract clients. Transit Operations and Maintenance Services February 2026 Page 10 EMPLOYEE ENGAGEMENT Keolis recognizes that providing quality transit services starts and ends with the employees making it happen every day. Employee engagement is emphasized as a key aspect of our management approach. A crucial part of transition will be to establish employee engagement practices that will continue throughout the contract term. This will begin with the establishment of Welcome Centers and Meet the Manager sessions. WELCOME C ENTERS Keolis recognizes that transitions can create uncertainty for employees, and we address this through frequent, transparent, and accessible communication throughout the mobilization period. A key element of this approach is the establishment of an on-site “Welcome Center,” staffed by recruiters, HR representatives, and local management during clearly communicated hours to ensure access across all shifts. This space allows employees to ask questions, receive updates, complete onboarding tasks, and become familiar with the new leadership team before Day 1 of service. By providing a welcoming, supportive environment and consistent engagement opportunities, Keolis reduces apprehension, builds trust, and supports a smooth, low-risk transition for the incumbent workforce. MEET THE M ANAGER SESSIONS Meet the Managers is an event we have held in past mobilizations with great success. Under City guidance, we would be happy to bring our management team to the facility. Historically, these meetings happen in the Welcome Center during the mobilization at clearly communicated times. Local management should be familiar to employees from regular Welcome Center visits, but this is a chance for folks to meet the entire management team and to show the force of corporate support that is now accessible to them. Meet the Managers sessions usually happen later in the mobilization period, when employees have applied for jobs and our efforts are ramping up to prepare for the transition date. Usually, these sessions bring out questions about benefits and company culture, which we can address on the spot. Keolis will host these events in the Welcome Center and, in addition, take our snacks and support to the maintenance facility break room, and any other ancillary offices, in order to make sure we spend ample time with the entire SLO Transit crew. EMPLOYEE ENGAGEMENT THROUGHOUT THE TRANSITION Throughout this process, we will use multiple methods of communication to make sure that all messaging reaches incumbent employees. When in doubt, employees can always stop by the Welcome Center to ask any questions or get the latest information on applications and onboarding. An FAQ sheet will be established, circulated, and regularly updated for mobilization staff to ensure that employees are getting the same message from all Welcome Center staff. In addition, a mobilization homepage will be developed exclusively for the SLO Transit startup. This webpage will be regularly updated with major upcoming deadlines, links to the application portal, and FAQs. Messaging and documentation regarding the startup will all contain QR codes or URLs pointing employees to the landing page. We will also post signage on the Welcome Center door, on a designated “mobilization update” bulletin board, and on mounted break room TVs, if available. We will work closely with the union to ensure that they are kept apprised of all communication and can further circulate it via their established communication channels. Once job applications are completed, we will use email and phone numbers to send weekly mass email blasts and text messages with critical reminders (e.g., “make sure you sign up for your drug test”) to help employees stay informed. Employees will have access to an anonymous Q&A tool. This tool allows employees to submit questions anonymously, if they desire. The mobilization staff can then review the questions, dismiss redundant questions, provide answers, and post them to a visible forum. This allows for more transparency in FAQs and gives employees an opportunity to address questions that employees may be too nervous to ask otherwise. Transit Operations and Maintenance Services February 2026 Page 11 COMMUNITY ENGAGEMENT Keolis recognizes that San Luis Obispo’s mobility needs are shaped by the academic calendar, university-driven travel patterns, and the community’s strong emphasis on quality of life and sustainability. Reliable, well-managed fixed-route transit is essential to serving students, residents, commuters, and visitors throughout the year, and Keolis is committed to delivering safe, efficient, and dependable service that supports these diverse travel demands. We also understand that active community presence strengthens both service delivery and workforce recruitment, while helping to build awareness and confidence in SLO Transit as a trusted mobility provider. Through coordinated outreach efforts implemented in close collaboration with City marketing and communications staff, Keolis will support community engagement, promote ridership, and reinforce SLO Transit’s role in connecting neighborhoods, supporting local events, and enhancing overall mobility within the City. Community Outreach Summary Outreach Description Join local business organizations Keolis will seek membership in local Chambers of Commerce, such as the San Luis Obispo Chamber of Commerce. Membership in these organizations can keep us in touch with local business trends and get the word out about partnership opportunities at SLO Transit. Roadeos Roadeos are friendly competitions of skill for transit professionals. They’re a fun chance to show off, recognize excellence, and build team camaraderie. With the City’s permission, Keolis will be happy to host Roadeos for SLO Transit employees, their families, and the general public Professional organizations Keolis is committed to both initial and ongoing manager training. Keolis leadership staff will attend and present at transit conferences around the country, such as APTA, meeting other transit professionals and sharing best practices. Moreover, Keolis corporate staff are active members of multiple transit organizations, including the Conference of Minority Transportation Officials (COMTO). Gerald Francis, President of Keolis Commuter Services, our sister company, has been an active leader in COMTO for nearly 30 years. While these organizations are not generally open to the public, we believe maintaining strong representation in professional communities allows us to provide ongoing training for our staff and keeps us up to date on the newest developments in transit technology and practices. Mystery rider recruitment Keolis’ mystery rider program is an integral part of our customer service program. In it, “secret shoppers,” anonymously use SLO Transit services. They then evaluate the service using a pre-written questionnaire. This questionnaire can be modified from time to time to emphasize areas of concern, such as bus cleanliness or operator customer service. Keolis will advertise mystery rider positions on local job boards and at Cal Poly and other educational institutions. Recruiting young people and people seeking a job as mystery riders can give them an introduction to careers in transit. College internships One method we have used elsewhere to recruit high-quality talent is internship programs. Keolis will work with local educational institutions, such as Cal Poly or Cuesta College, to develop internships where students rotate in operations or maintenance roles to get hands-on experience. Interns would then have the chance to begin employment with Keolis upon the internship’s completion. This proposed program is flexible. While the internship program may begin with students studying vehicle maintenance, it could be expanded to include business students or computer science students. These interns would have a chance to study employee management and specialized transit software programs. They would benefit from real-world experience, and Keolis would benefit by hiring talented people right after they graduate. Second chance programs With the City ’s permission, Keolis will reach out to community “second chance” organizations. Keolis will attend meetings and job fairs hosted by these programs, which target formerly incarcerated people. Employment is a key element of reducing recidivism, and Keolis is confident these individuals can be a productive member of our workforce. Disability advocacy organizations Keolis will also reach out to disability advocacy organizations, such as San Luis Obispo County Disability Services – PathPoint, to ensure the fixed route services we provide are meeting the needs of the community. While we understand this is not a paratransit contract, individuals with disabilities utilize fixed route services. We will discuss common transit issues for people with disabilities, ways to ameliorate these issues, and invite representatives from local organizations to speak to our operators regarding how to make their ride easier. Transit Operations and Maintenance Services February 2026 Page 12 FLEET AND FACILITY TRANSITION Completing a thorough fleet and facility inspection/transition of the equipment and facilities we are contractually responsible for is essential. We will ensure all aspects of our operation are up to Keolis standards and ready to go on day one. FACILITY INSPECTION Our team will coordinate with both the City and the outgoing contractor to ensure that the facility and all equipment are ready and safe for operation. Our team will verify that all equipment is accounted for in the RTA software following the initial facility inspection. If any equipment requires repair, this will be noted in the software so that we can track and complete repairs before the contract starts. Please refer to section G.4 – Maintenance – 17. Facility Maintenance Program for further information on our equipment maintenance plan. During our walk-through, we will identify areas of improvement relative to flow organization for Keolis Industrialized and Harmonized Maintenance (KIHM, described in section G.4 – Maintenance) safety, and employee engagement. At that time, we expect the Keolis team and the City will agree on a list of repairs that are necessary before the start-up is completed. We will work with the City as necessary to ensure vehicle availability for the day one pull-out. Operators are the ambassadors of the service. Our responsibility is to ensure that their accommodations show that Keolis and the City care about their role and their well-being. As a part of our startup, we will revitalize the drivers lounge as necessary. This small step can go a long way to improving operator morale and retention. The facility transition processes will be coordinated with the City and the outgoing contractor to ensure that the facility and equipment are ready for safe and effective operation. VEHICLE TURNOVER AND M AINTENANCE Keolis will coordinate with the City, the third-party inspector, and the outgoing contractor to ensure that revenue vehicles and any associated equipment meet contractual standards and are ready for service on day one. We will perform a thorough inspection of maintenance files and verify that each vehicle is assigned a preventive maintenance schedule that adheres to all maintenance requirements. Please refer to section G.4 – Maintenance for more information about Keolis’ vehicle maintenance plan. TRANSITION TEAM To ensure a successful transition, Keolis is proposing dedicated transition team to oversee start-up activities. This team will work closely with City staff, Keolis corporate staff, the outgoing contractor, and the incoming Keolis management team to ensure that every element of a smooth transition is delivered effectively and on time. Our key personnel, including the general manager, will be on site throughout the transition process. As detailed in the mobilization plan, the local management team will lead and facilitate several activities throughout the transition period, including town hall meetings, finalizing HR plans and staffing plans, and introducing themselves to organizations in the community. The transition manager and the local management team will be assisted throughout the transition period by a variety of subject matter experts. These corporate personnel are detailed below, in section G.6.25 – Management Staff Resumes – Corporate Support. The following individuals will provide primary support during transition: • Francis Julien, VP of Operations US Transit. Francis has nearly 20 years of experience in operations management, including 13 years of experience in transit and experience as a GM at a large fixed-route operation. Francis’ primary duties will include developing the startup budget, developing the client meeting agenda, and establishing a reporting cycle to senior City and Keolis leadership • Cindi Ritter, Director of Performance Management Systems. Cindi will be on site frequently throughout the transition process. Some of per primary duties will include the installation and implementation of DCS, configuring time and attendance software and hardware systems, and developing a performance monitoring plan. • Joel Ross, Region Maintenance Director. Joel is a seasoned fleet maintenance executive with over twenty years of experience supporting major transit agencies. He specializes in fleet optimization, cost control, and KPI-driven performance, with a track record of improving vehicle reliability, strengthening compliance, and elevating maintenance standards across large multi-site operations. • Javier Rodriguez, Director of Labor Relations. Javier will support the startup team by leading initial labor relations tasks, in cooperation with the general manager. Javier will assist with a schedule for union MOU negotiations, the determination of benefit plans, and reviewing seniority rosters, among other duties. Transit Operations and Maintenance Services February 2026 Page 13 TRANSITION PLAN Our draft transition plan for SLO Transit services has been provided as an attachment. This plan is customized to the City’s needs and projected start date. Our transition plan is based on an assumption of an April 7th, 2026 contract award date and a July 1st, 2026 service start date. A full and complete transition timeline will be finalized upon contract award. Keolis is committed to entering a partnership with the City as a team. The City will receive an updated version of the transition timeline each week, with updated percent complete values. Additionally, we will hold weekly meetings with the City to review the following information. • Actions for Keolis • Contractual Deliverables • Completed actions from last meeting • Actions for the City • Accomplishments from past week • Hiring • Vacancies • Operator staffing levels • Recently filled roles • Maintenance • Fleet repairs • EAM software • Safety • Training • Training pipeline • Number of operators in the pipeline • Next new hire class beginning date and number of students • Supervisor/dispatcher training • IT • Equipment installation progress • Ops & Scheduling • Any other business • Actions for next time 12. MANAGEMENT AND OPERATIONS PLAN (CONFIDENTIAL MATERIAL STARTS HERE) Keolis Start-Up at Valley Metro East Valley (AZ) Keolis won a three-year contract to operate the Valley Metro East Valley commuter and fixed route system in 2023. This system is among Keolis’ largest in North America, with over 900 employees. Keolis worked closely with agency staff during the five-month start-up. Our close collaboration paid off: agency spot checks on vehicles revealed enhanced cleanliness and high employee morale; Keolis successfully onboarded 900 staff in 90 days (98% retention from the previous operator); and there were immediate KPI improvements. On day one of the incumbent’s contract, in 2018, there were over 430 missed service miles. On week one of our contract, there were only 300 missed service miles. Transit Operations and Maintenance Services February 2026 Page 14 Transit Operations and Maintenance Services February 2026 Page 15 (CONFIDENTIAL MATERIAL ENDS HERE) RESPONDING TO PROBLEMS IN THE FIELD A key element of Keolis’ operations is ensuring in-field supervision is readily available to address service needs quickly and efficiently. Road supervisors must be reasonably independent and empowered to take action in response to incidents of all kinds. Our operational plan ensures road supervisors support operators and passengers in the field, performance standards are met, and our employees can deliver expedient responses to interruptions to keep service on track. We will strictly follow operating procedures and proactively monitor, supervise, and document service delivery. All supervisory activities are coordinated through dispatchers. Dispatch is the hub of our supervisory activities and serves as the point of central control and coordination. Dispatchers begin monitoring the operator and vehicle once the operator completes the pre-trip inspection and is in service. The dispatch office will be staffed at all times when vehicles are in service. When accidents or service incidents occur, operational and maintenance personnel are mobilized by dispatch to ensure a prompt, professional response. Our general manager and key operations staff routinely participate in the review of service disruptions an d our response. ROAD CALL PROCEDURES When dispatch or a road supervisor is notified of a failure or potential failure, Keolis has procedures in place to ensure passenger safety, prevent damage to the vehicle, and minimize loss of service. Dispatch will first ask for the vehicle’s location to determine if the operator and passengers are in danger. If so, emergency personnel will be notified for immediate response. If there is no immediate danger, the dispatcher will ask a series of questions to determine the nature of the problem. If the issue is routine or clearly a non-maintenance concern, the operator will be instructed accordingly; otherwise, dispatch will notify maintenance and describe the issue. Dispatchers are trained to provide detailed, accurate information that allows the maintenance department to diagnose the problem and determine if the vehicle is able to continue service. If the vehicle is disabled, an extraboard operator Transit Operations and Maintenance Services February 2026 Page 16 or road supervisor will be dispatched to proceed to that location in a pre-deployed spare vehicle from the facility to ensure the fastest response possible. If this occurs during the summer heat, the supervisor will bring cold water and ice packs to the operator and passengers. The vehicle will be switched out and the original operator will receive instructions on the best way to return to the schedule. The extraboard operator or road supervisor will stay with the disabled vehicle. EMERGENCY AND INCIDENT MANAGEMENT PROCEDURES The emergency management plan will cover homeland security scenarios, extreme weather, or other situations that result in significant stress on service delivery. These mission-critical scenarios tend to be unpredictable. Our comprehensive Emergency Management Plan covers as many scenarios as possible, however, our decades of experience in this industry have taught us to expect the unexpected. For this reason, Keolis emphasizes training and retraining for our employees – especially supervisors – so that they can act and react quickly and effectively in mission-critical scenarios. Keolis supervisors are prepared to act and provide the necessary support to SLO Transit passengers and communities regardless of the situation. Some of our solutions used in past mission-critical scenarios include: • Extra board staff deployment when scheduled staff are immobilized, • Coordination with local law enforcement when dealing with a security issue • If necessary, our certified supervisors will step in to operate vehicles to ensure that service is being provided to SLO Transit’s passengers in a time of crisis. GENERAL EMERGENCY PRINCIPLES A complete Emergency Management Plan for SLO Transit will be developed after the contract award, after a total business review that examines local threat profiles, weather patterns, emergency potentialities. We will work with the City to complete this risk assessment as early as possible so that we can build a comprehensive emergency management plan tailored to the needs of San Luis Obispo. This effort will include collaboration with law enforcement and emergency management services in the San Luis Obispo community. Upon completion of each project, the Emergency Management Plan will provide: • Introduction and purpose • Bomb threats/terrorist attack/biological or chemical attack • Chemical spill plan • Contingency planning – management considerations • Critical operations for specific work areas • Dangerous and threatening situations • Earthquake preparedness • Electronic data processing and vital records preservation plan • Emergency management in operations • Emergency reporting and evacuation procedures • Emergency response teams • Employee questionnaire • Equipment/vehicle preparedness and protection • Evacuation routes • Extended power loss plan • Fire emergency guidelines • Fire Preparedness • List of personnel trained for specific emergencies • Medical emergency guidelines • Severe weather and natural disaster plan • Structure climbing/descending emergencies • Telephone bomb threat checklist and bomb facts • Telephone numbers for employees, vendors, and contractors • The need for an emergency plan • Utility company emergency contacts Our Facility Emergency Management Plan will describe and assign tasks for specific areas and buildings within the work location. This plan is included in the EAP and includes: • Emergency escape procedures and route assignments • Procedures for employees who remain to control critical plant operations before evacuation • Procedures to account for all employees after emergency evacuation • Rescue and medical duties for those employees who perform them • Preferred means of reporting fires and other emergencies • Types of evacuations to be used in various emergencies • A description of the alarm system used at the facility. OSHA EMERGENCY A CTION PLAN STANDARD OSHA’s Emergency Action Plan (EAP) standard, found at 29 CFR 1926.35, requires Keolis to have a written EAP. Our EAP addresses emergencies that our company expects may reasonably occur at any of our locations. Keolis’s EAP communicates policies and procedures Transit Operations and Maintenance Services February 2026 Page 17 for employees to follow in the event of an emergency. Upon request, this written plan is available to employees, their designated representatives, and any regulatory agency that requests a copy. 13. SCHEDULING, DISPATCHING, AND CUSTOMER SERVICE PLAN (CONFIDENTIAL MATERIAL STARTS HERE) Transit Operations and Maintenance Services February 2026 Page 18 Transit Operations and Maintenance Services February 2026 Page 19 (CONFIDENTIAL MATERIAL ENDS HERE) 15. QUALITY ASSURANCE AND PERFORMANCE MONITORING Keolis’ proactive performance monitoring begins with strong real-time oversight by dispatch and field supervision teams throughout the service day. These teams maintain continuous communication with operators and respond immediately to changing conditions such as delays, vehicle availability issues, weather impacts, or operator absences, implementing timely solutions to maintain reliable service. Using tools such as Connexionz and any City-provided CAD/AVL systems, dispatchers monitor vehicle locations in real time and coordinate corrective actions, while supervisors provide additional field-level oversight through ride checks, real-time monitoring, and direct coaching of operators. Together, this coordinated approach enables rapid problem resolution, consistent on-time performance, and continuous improvement in daily service quality. COACHING OPERATORS In addition to daily performance monitoring, our supervisors are also responsible for coaching each of their drivers to improve their individual performance. Our supervisors use monthly driver scorecards as a tool during these conversations. These scorecards: • Compile data regarding operator performance, complaints, attendance, and safety • Guide review conversations for improvements, celebrations, and action planning • The information included on the operator scorecard varies based on the priorities at each location and the data available. Typically, the information includes both monthly detail and 12-month trends on statistics such as the following: • The operator’s individual on time performance (including detail on early and late runs) • DriveCam data, including coachable events • Valid complaints • Attendance data, including a record of unexcused absenteeism • Safety data, including preventable accidents and workplace injuries Transit Operations and Maintenance Services February 2026 Page 20 ADDITIONAL LOCAL EFFORTS Our supervisors also help inform the training team by assessing the operator’s overall on-street performance. Operators that are found to fail time-point checks or layover sweep checks may be referred for additional training. Any trends they are seeing in the field are also reported to the training team for incorporation in the training curriculum and/or monthly safety meetings. Having efficient coverage on the dispatch and supervisor teams is vital to impactful daily performance monitoring on the local level. Our local safety team is also involved in regular performance monitoring – from analyzing DriveCam clips and addressing performance concerns with operators, to monitoring accidents and incidents for trends and performing root cause analysis. DriveCam and its AI functions bring a proactive approach to safety, allowing us to address potentially unsafe habits and behaviors before accidents and inc idents occur. When trends in collisions, incidents, or near misses are identified, targeted safety campaigns will be held to mitigate the concern. This could include refreshers on particular defensive driving techniques, training on a particularly dangerous intersection in the service area or sharing tips on pedestrian safety. Issues are also discussed in monthly safety meetings and within our local safety committee. Additional information on performance monitoring efforts within our safety department is included in section G.5 – Safety and Training. Performance monitoring also occurs continually in maintenance, where our maintenance leadership teams are constantly leveraging data to identify risks to maintenance targets, drive operational and policy adjustments, and facilitate a continuous improvement environment. This includes a diligent focus on ensuring preventive maintenance is completed on time and in line with OEM recommendations. Our maintenance teams also ensure that any issues identified in daily operator inspections are addressed appropriately and in a timely manner. By utilizing RTA, as well as multiple auditing processes, our maintenance manager ensures an effective and efficient maintenance program that protects the City’s investment in your fleet, and ensures daily operations are reliable, safe, and comfortable for passengers. Additional information on performance monitoring efforts within our maintenance shop are included in section G.4 – Maintenance. Our dedicated local management team is also focused on monitoring our performance, including analyzing trends and developing targeted action plans for continuous improvement. OTP TASKFORCE (CONFIDENTIAL MATERIAL STARTS HERE) Transit Operations and Maintenance Services February 2026 Page 21 Transit Operations and Maintenance Services February 2026 Page 22 Transit Operations and Maintenance Services February 2026 Page 23 Transit Operations and Maintenance Services February 2026 Page 24 • . Transit Operations and Maintenance Services February 2026 Page 25 Transit Operations and Maintenance Services February 2026 Page 26 G. 4 – MAINTENANCE How your provider approaches , manages, and improves their fleet maintenance systems impacts fleet operability, reliability, and safety. At Keolis, we know that a successful maintenance program not only protects your investment in your fleet, but it also affects the contractor’s and the agency’s ability to serve passengers. If fleet assets are not operational or available for service, the resultant delays or interruptions can severely impact the reliability – and customer perception – of a service. An effective vehicle maintenance approach not only reduces vehicle downtime, but it also minimizes costs and prolongs the useful life of the fleet. A strong maintenance approach also enables safe operations and will drive a high-quality service SLO Transit passengers can count on. Keolis offers a vehicle maintenance approach that assures the City of a safe and reliable fleet, an efficient maintenance operation, and a high standard by which success is measured. KEOLIS INDUSTRIALIZED AND HARMONIZED MAINTENANCE PROGRAM (CONFIDENTIAL MATERIAL STARTS HERE) t In Our Maintenance Operation Our maintenance teams take great care to inspect, service, and repair each vehicle. They do so with the knowledge that their work is crucial to the safety of the vehicles we operate, and by extension, the safety of our passengers. Thinking Like a Passenger is also a driver of our KIHM approach. By using continuous improvement and lean management, we provide passenger transportation services that meet the highest standards of safety, reliability, and comfort. Transit Operations and Maintenance Services February 2026 Page 27 Transit Operations and Maintenance Services February 2026 Page 28 Transit Operations and Maintenance Services February 2026 Page 29 Transit Operations and Maintenance Services February 2026 Page 30 Transit Operations and Maintenance Services February 2026 Page 31 Transit Operations and Maintenance Services February 2026 Page 32 Transit Operations and Maintenance Services February 2026 Page 33 Scores are based on the following criteria: At the completion of the audit, the auditor will debrief the general manager, maintenance manager, and key staff members on results. If warranted, a corrective action plan will be created and timelines for completion. Copies of the Audit and Action Plan will be provided to regional leadership and SVP of maintenance. MONTHLY MAINTENANCE AUDITS Our monthly internal process audits will follow KIHM processes and ensure compliance with client requirements regarding maintenance. Within these audits, monthly fleet performance is reviewed, including the following critical KPIs: • Miles Between Service Disruptions • Miles Between Road Calls • Miles Between Preventable Failures • Miles Between Repeat Defects • Pullout delays Root causes are analyzed and determined, and action plans are developed to ensure continuous improvement. ADDITIONAL MAINTENANCE AUDITS Additional regular and ongoing audits within our maintenance department include: • Weekly Service Readiness Audit to ensure vehicles meet cleanliness standards and are prepared to deliver service value Daily review of Out of Service list to ensure vehicle availability • Continuous Service Failure Investigations as they occur to define route cause and provide corrective actions • Regular PMI audits after completion of inspections and repairs to ensure compliance, effectiveness and efficiency ELECTRIC VEHICLE MAINTENANCE AND TRAINING Electric fleet maintenance involves much more than traditional maintenance. It involves amending all aspects of the operation, including vehicle maintenance and training, facility maintenance and training, route scheduling, and safety. Keolis has extensive experience operating and maintaining electric vehicles in North America and globally. Keolis operates over 1,000 electric vehicles globally and runs electric vehicle operations in Austin, Reno, San Bernardino County, California, and, previously, Pomona, California. Leveraging our international resources, we have helped our clients make purchase decisions, install new infrastructure, train operators and technicians, and update facilities. Because of our deep knowledge of electric vehicles and their technology, Keolis can troubleshoot challenges and work with the City and the manufacturer on finding workable solutions. For example, at our Pomona operation for Foothill Transit, we noticed electric vehicles were operating below full range capacity. Keolis was able to pinpoint the problem to a handful of quick charge stations that had periods of time with lower amps. In response, we directed operators to spend marginally more time at these stations to ensure their vehicles returned to full state. Transit Operations and Maintenance Services February 2026 Page 34 Our electric fleet maintenance approach seeks to minimize kilowatt hours consumed to optimize vehicle battery life and minimize utility costs. Keolis will monitor the charge and discharge cycles of vehicles closely. Kilowatts consumed per mile, per hour, and per day will be tracked to analyze battery performance over time and make any necessary adjustments. The Keolis team, led by Maintenance Manager Carlos C Zambrano will work with the vehicle manufacturer and the City to develop solutions to maximize vehicle lifecycles throughout the contract term. At our locations with electric fleets, maintenance staff receive OEM training from electric vehicle manufacturer representatives. This training ensures that technicians understand the basics of electric vehicle propulsion and are familiar with the safety procedures necessary to repair battery-electric drivetrains. VEHICLE CLEANING Vehicle cleaning and servicing are an important part of the maintenance plan. Vehicle cleanliness and appearance have a positive impact on our passenger’s perception of the service and is achieved by daily basic interior and exterior cleaning, and more thorough and regularly scheduled detail cleaning. Inspections occur after vehicles are cleaned, and road supervisors perform vehicle cleanliness audits in the field as part of the Keolis Quality Assurance Program. Daily vehicle servicing includes fueling and basic vehicle checks such as tires and fluids. We will strictly follow all City requirements regarding cleaning. Interior and exterior cleaning will be performed on-site by Keolis Utility Workers. Keolis cleaners will be responsible for following the cleaning schedule set during the start-up period. 17. FACILITY MAINTENANCE PROGRAM Keolis understands we will be entrusted with the safe and proper care/operation of the City’s facility and systems if awarded a contract for SLO Transit services. Due to the industrial and hazardous nature of the work conducted at the facility, all work functions are actively supervised on site by designated Keolis staff. OVERSIGHT OF OUR FACILITY MAINTENANCE PROGRAM Our management of the facility and equipment will be the responsibility of our maintenance manager. The maintenance manager will oversee the daily maintenance activities of the facility and maintenance-related tasks. These include: • Inspections • Janitorial and landscaping services • Disposal of hazardous and non-hazardous liquid and solid waste • All equipment inspection services required by local, state, and federal rules and regulations Keolis’ facility maintenance personnel will also conduct scheduled preventive maintenance inspections pursuant to the guidelines detailed in section 3.3.1 of the Scope of Services. Maintenance Manager Carlos Zambrano will direct all communications, service plans, and preventive maintenance, and will comply with all local, state, and federal requirements. ROUTINE BUILDING MAINTENANCE AND SERVICES • Keolis will maintain all mechanical systems to ensure a comfortable, efficient, and safe work environment. As part of this effort, we will implement planned and routine maintenance programs to extend the useful life of equipment. The goals for these programs are as follows: • Equipment PMIs will be completed 100% of the time according to the requirements of the facility constructor and the equipment supplier and/or manufacturers. • All regulatory and audit inspections will pass with zero critical system deficiencies and at least 95% pass rate on non-critical items. • All mechanical, electrical, and plumbing systems will have sustained 24-hour operations. Keolis will work with City staff to ensure that the facility is operating at the highest possible standard. PREVENTIVE MAINTENANCE As with our care of SLO Transit’s fleet, a proactive, preventive approach to facility maintenance is critical to continuous operations. We will develop a Facilities Maintenance Plan that defines preventive maintenance schedules, policies, and procedures. This plan will be based on City requirements, systems and equipment manufacturer recommendations, and input from Keolis’ maintenance experts. Transit Operations and Maintenance Services February 2026 Page 35 We will adhere to the schedule provided in that Plan regarding standard preventive maintenance for the facility and equipment, including daily, monthly, and annual inspections, to ensure that all equipment and facilities are in working order. Equipment and other components covered by the plan will include: •Fuel systems •Internal and external lighting •Plumbing •Electrical •HVAC Under the supervision of Keolis’ maintenance manager, our utility workers will be responsible for general maintenance and upkeep for the operating facility, including basic repairs. Our maintenance and utility staff will also perform daily inspections of the facility to ensure that no immediate repairs are needed. When unscheduled repairs are identified, they will be managed using our work order process. Keolis will ensure that no repairs will take place in a manner that may impede the SLO Transit service. CLEANING The safety and cleanliness of our facility is key to the safe and efficient operation and maintenance of all SLO Transit vehicles. It is also necessary for a positive experience for patrons visiting the facility or at bus stops. Our maintenance team is trained in the importance of maintaining a clean maintenance shop. This includes the immediate clean-up of any hazardous waste, fuel or oil, and the safe storage of all tools and equipment. A clean work area is one that is safe for our staff and one that promotes efficient vehicle maintenance. Keolis will clean the facility regularly. They will be responsibility for ensuring the cleanliness and hygiene of all work areas, break rooms, restrooms, and other areas occupied by our staff or visitors. Our utility workers are responsible for general maintenance and upkeep for the operating facility, to include basic repairs such as lighting. These individuals will also perform daily inspections of the facility to ensure that it is clean. Bus operators and supervisors will report unsanitary or dangerous conditions they observe at their bus stops. Being in the field, these teams are perfectly positioned to spot unacceptable stops and to report them for cleaning and/or maintenance. SPILL CONTAINMENT AND RESPONSE Keolis adheres to 40 CFR 112 guidance nationally when developing our local written Spill Response Plans. We also maintain a Hazardous Materials Inventory Plan, when applicable, as prescribed by law for each location. In compliance with these regulations, Keolis will report a spill to the state emergency operations center and all other applicable agencies as determined by the local plan. When a release is observed or anticipated, Keolis recommends the following steps. A finalized spill response plan, customized to SLO Transit, will be developed after contract award. 1.If a release originates from a vehicle or machine, the emergency shut-off will be immediately activated. 2.Keolis personnel who first arrive on the scene will immediately take steps to secure the area and establish perimeter control at a safe distance. 3.Employee(s) will contain small releases with absorbent materials to prevent entry into the sewer systems. 4.City personnel and police and/or fire department personnel will arrive onsite and assume responsibility. 5.Supervisors on duty will determine if there is any potential danger to individuals in the area and take appropriate steps to notify and evacuate. The safety & training manager or their designee shall see that the following occurs: •Employees are verbally notified to evacuate. •Employees leave through the nearest exit and meet at the farthest distance from the involved area. •Passengers are escorted from the area and neighbors are verbally notified. •Employees do not re-enter the building until the fire department or other responding agency has inspected the premises and certified that it is safe. •In major incidents, city disaster officials will decide to evacuate the surrounding neighborhoods involved. (CONFIDENTIAL MATERIAL ENDS HERE) (CONFIDENTIAL MATERIAL STARTS HERE) Transit Operations and Maintenance Services February 2026 Page 36 6. The safety & training manager, or their designee, will contact 911 and the local environmental response department, who will then initiate the emergency response plan. 7. Spill Response Management will be the responsibility of the safety & training manager, or their designee, until the arrival of Public Safety response personnel. In such instances, the supervisors on duty will cooperate with and support the designated response personnel. 8. The safety & training manager, or designee, shall contact the designated physician and/ or appropriate medical services if any person requires minor medical attention. Local emergency services (911) will be contacted in the event of any medical problem needing immediate attention. 18. PREVENTIVE MAINTENANCE AND INSPECTION PROGRAM Scheduled maintenance includes both Preventive Maintenance Inspections/Services (PMIs) and Predictive Component Replacements (PCR). Both programs are designed to meet the City ’s and Keolis’ high standards of safety, reliability, cleanliness, and physical condition: PREVENTIVE MAINTENANCE I NSPECTIONS Keolis plans for PMIs annually to forecast parts and labor needs. This drives monthly purchasing and scheduling activities. Carlos Zambrano will refine the monthly plan weekly to account for variations in mileage across the fleet and to distribute daily work tasks evenly. PMIs will be performed every 6,000 miles, or more often if directed by the City or OEM recommendations. A sample PMI schedule is provided below; we will create a customized schedule during the transition plan following discussions with the City and an inspection of the fleet. Sample PMI Schedule Interval Mileage/Timing A 6,000 mi B 12,000 mi. C 24,000 mi. D 48,000 mi. Fire Suppression PM 180 days ITS-PM 18,000 mi. State/Federal Inspection Annual Our technicians enter daily odometer readings into RTA and confirm this number each time the vehicle enters the shop. Based on odometer readings, Keolis schedules vehicles for a PMI when they meet either the mileage or time thresholds. This approach ensures no vehicle gets missed and supports our goal of 100% PMI on-time compliance. At the PMI, the maintenance manager pulls all the open work orders and the daily vehicle inspection reports. The technician assigned to the PMI follows a systematic inspection matrix that includes each item/area with specific pass/fail criteria. While the inspection is taking place, a supervisor checks to see if there are any scheduled work requests. Work requests include minor, non- safety related repairs that have been scheduled to be completed during the PMI process. All required repairs are assigned to a qualified repair technician. Upon completion of all repairs, a supervisor or manager performs a quality control inspection. Following the completion of the PMI, the maintenance manager reviews repairs. Repairs identified are reviewed against inspection criteria to ensure any necessary maintenance is addressed prior to returning the vehicle to revenue service. Under Keolis’ no-deferred maintenance policy, no vehicle is returned to service without first having all safety-related repairs completed and more minor repairs scheduled. PROACTIVE SCHEDULED MAINTENANCE Preventive Maintenance Inspections The PMI program’s objective is to maximize the life cycle of individual components. PMI schedules and activities will be specifically customized to SLO Transit’s fleet and contractual requirements, regulatory obligations, and OEM conditions. Predictive Component Replacements The PCR program’s objective is to improve the reliability of the vehicle. This program is customized using vehicle data and will be revised as necessary to respond to evolving component replacement needs. Transit Operations and Maintenance Services February 2026 Page 37 An example of a Keolis PMI inspection list is included as an attachment . KEY PMI TASKS Keolis technicians perform the following key tasks at each PMI: Brake Inspection Brake inspections are performed by a Keolis certified brake inspector who meets all requirements of 49 CFR Part 396.25 (“Qualifications of Brake Inspectors”) from the Federal Motor Carrier Safety Administration. Any defects or other safety-related system issues identified in the inspection are corrected with OEM quality parts and tested to ensure proper functionality prior to placing the vehicle back into service. Wheelchair Lift and Ramp Inspection Keolis recognizes that wheelchair accessibility is a fundamental requirement of the provision of service, regardless of service mode. Lifts and/or ramps are cycled daily prior to service and inspected during every preventive maintenance inspection, in addition to the standard PMI process. Any device failure results in the removal of the vehicle from service for repair. Oil Analysis Oil analysis proactively contributes to the implementation of Keolis’ reliability-centered maintenance program. A fluid sample of engine oil is taken at each PMI and sent for analysis. The maintenance manager reviews the results and schedules any necessary corrective action, documents any actions taken in the Maintenance MIS, and fills in sample results as part of the vehicle history file. The maintenance manager determines if retesting or corrective action is necessary. Differential fluid samples will be taken annually unless otherwise outlined by the manufacturer’s recommendations. HVAC (Heating / Ventilation / Air Conditioning) Keolis technicians perform a rigorous inspection, cleaning, and maintenance regimen during every PMI. The maintenance team also performs system code and visual checks alongside routine AC inspections during the PMI cycles to sustain peak HVAC operation. Repairs are made in accordance with all applicable regulations including those outlined in the Clean Air Act of 1990, notably regarding the use of approved, safe, and environmentally friendly refrigerants. Vehicle Technologies Keolis will maintain and repair vehicle technology equipment as required. Keolis staffs dedicated electronics technicians for maintenance and repair. We stock spare devices in the event of unit failure to ensure no interruption of service. We also follow manufacturers’ recommendations for maintenance. Keolis leverages existing relationships with vendors to identify and implement future firmware updates and new preventive maintenance schedule recommendations. Keolis trains operators and dispatch staff to diagnose and troubleshoot basic issues for quick resolution. Checking and troubleshooting issues are part of our pre-trip inspection process, described later in this section. PRE- AND POST-TRIP INSPECTIONS: A CRITICAL MAINTENANCE- OPERATIONS I NTERFACE Daily Vehicle Inspections (DVI) are our first line of defense in identifying safety issues and repair needs. Our operators conduct DVIs before, during, and after each shift. These inspections are designed to spot maintenance needs early and address them prior to needing major repairs. Before the start of each revenue service shift, the operator completes a full walk- around inspection of the vehicle’s exterior and interior. Items checked during the inspection include the following equipment and systems: • Directional signals and flare headlights • Brake lights and taillights • Interior lights • Parking brake • Fire extinguisher and emergency equipment • Mobility device securement equipment and seatbelts t Red Dot Program Keolis can implement a “Red Dot” program at the SLO Transit operation. This program incentivizes operators to complete their reviews thoroughly. The maintenance manager will select approximately 10% of the fleet for the program. They will then hide a small plastic red dot in different locations in and around the vehicle that correspond to the operator’s DVIR checklist. When an operator finds a red dot, they will receive recognition and/or a small prize for their attention to detail. Transit Operations and Maintenance Services February 2026 Page 38 • Body exterior, interior, and associated equipment and supplies • Wheelchair ramps and/or lifts • Transmission and engine operation • Wheel/lug nuts • Headlights • Windshield wipers and washers • Horns • Door operation, including emergency exit and alarms • Heater/defroster • Radio • Tires/steering • Interlock operation • In-vehicle technologies During this inspection, the operator notes any minor defects for later repair, generally at the next PMI or out of service event. Road-worthy or safety equipment defects are immediately reported to dispatch, and the vehicle is placed out of service. Minor defect reports will be documented automatically in the RTA and scheduled for repair. This process will trigger the RTA to generate a work order for repair of the defective item. Given the significance of the pre-trip and post-trip process, we will regularly provide refresher training for our operators. This ensures we are setting a high standard for operational excellence and that our operators develop and maintain the appropriate skillsets necessary to operate their vehicles. OPTIMIZING PMIS THROUGH PREDICTIVE MAINTENANCE As Keolis’ experience with SLO Transit’s fleet increases, and OEM warranties expire, we will increasingly use maintenance and inspection data to determine if preventive maintenance is occurring at ideal intervals. We can then implement a predictive maintenance plan which schedules preventive maintenance activities to maximize reliability and minimize the probability of an in-service failure. Keolis’ maintenance manager, Carlos Zambrano will continue to observe the PMI intervals throughout the contract term. He will adjust the interval at which we replace components or parts to optimize staff productivity, parts costs, and vehicle availability while keeping the vehicles’ safety as the top priority. With the implementation of predictive maintenance, Keolis’ objective is to achieve a minimum of 85% vehicle availability. The maintenance manager will use the RTA to analyze historical maintenance data, prepare trend analyses of failure modes and component failures, conduct root cause analyses, and predict the actual lifespan of each component, assembly, or system. Keolis will review, analyze, and benchmark trends using our Business Intelligence (BI) tool. Managed by the local team with support from our regional and corporate experts, BI displays Key Performance Indicators (KPIs) for proactive and educated decision-making resulting in enhanced operational excellence. Once the useful lives of components have been determined, the preventive maintenance schedule will be adjusted to ensure components are replaced near the appropriate reliability threshold. Keolis also uses oil analysis samples and vehicle inspection reports to obtain an indication of system and equipment health and performance. PREDICTIVE COMPONENT R EPLACEMENTS Predictive Component Replacements (PCRs) are typically done at 60,000-mile intervals. Keolis will perform planning annually to ensure the availability of resources and provide production guidelines. The annual plan will be reviewed and revised quarterly for procurement and scheduling. The quarterly plan will be refined monthly to account for mileage variation and powertrain failures. ELECTRONIC EQUIPMENT MAINTENANCE Keolis understands that we are responsible for the maintenance and repairs of all on-board technology equipment, including operator tablets and DriveCam. We will leverage existing relationships with vendors to identify and implement future firmware updates and new preventive maintenance schedule recommendations. All radios used as part of the SLO Transit contract will be maintained according to OEM specifications and will be regularly serviced as needed in order to ensure peak performance. We will have a team of dedicated radio technicians, who will be responsible for maintaining all radio systems. All identified components to be replaced will be reviewed for life cycle and replaced as required. Transit Operations and Maintenance Services February 2026 Page 39 UNSCHEDULED MAINTENANCE Keolis’ PMI and Predictive Component Replacement programs are aimed at proactively resolving issues before they occur and, in turn, limiting service interruptions and increasing vehicle availability. However, unscheduled repairs are sometimes necessary. When these occur, minor non-safety related defects will be scheduled for repair during the next PMI, and other non-safety related repairs will be scheduled to mitigate their impact on vehicle availability. ACCIDENT REPAIRS AND BODY WORK Following an accident, our maintenance team will identify the work necessary to restore the vehicle to its pre-accident condition. Our team will then give the City an estimated repair timeline. All accident repairs are categorized as either minor or major. Qualified Keolis body technicians will complete minor accident repairs. Their focus will be on retaining the original equipment level of quality of all accident repair and paint jobs. Major accident repairs will be coordinated through external qualified repair shops that meet City requirements. Keolis will leverage partnerships with local parts and service suppliers to assist in returning vehicles to revenue service quickly without compromising quality. Keolis will monitor the quality and timeliness of third-party repair work, expecting updates at least twice a week. If a repair requires a part to be ordered, Keolis will perform work intermittently on the damaged vehicle while waiting for the part. This will ensure the vehicle can return to service as quickly as possible after the part is installed. GRAFFITI Keolis operators and cleaning staff will inspect every vehicle and report to the maintenance department graffiti damage that cannot be removed. The vehicle will be assessed and immediately scheduled for graffiti repair. Keolis has a zero-tolerance graffiti policy. Any vehicle with large or profane graffiti, or graffiti that is otherwise in violation of City policies, will be immediately pulled from service for removal. Keolis will maintain a good working relationship with local law enforcement to deter repeat graffiti offenders and assure the City that its graphic standards will be strictly followed. MAJOR COMPONENT REPAIRS, OVERHAULS, AND REPLACEMENT Major repairs such as engine and transmission overhaul will continue to be coordinated through factory certified rebuilders with City approval. All major repairs still under warranty will be coordinated through the component manufacturer. Overhaul maintenance is planned so that major components, including engines and transmissions, will be overhauled at different intervals during preventive maintenance interventions. This ensures that the vehicle does not have to be removed from service for an extended period to undergo a complete overhaul. Keolis’ approach also reduces the additional maintenance activities that are commonly undertaken when an asset fails just prior to the scheduled overhaul. 19. LAW ENFORCEMENT AND REGULATORY AGENCY RATING Keolis has not, nor has any system managed by principals from our firm, received an “unsatisfactory” rating from any law enforcement or regulatory agency within the past three (3) years related to maintenance, records, facility conditions, or public fixed-route vehicle deficiencies. Keolis maintains a strong record of compliance with applicable federal, state, and local regulations and consistently meets or exceeds required standards for vehicle maintenance, documentation, and facility management. 20. CITATIONS, FINES, OR STOP OPERATIONS ORDERS Keolis has not been cited, fined, or ordered to stop operations within the past five (5) years by any regulatory agency for improper maintenance, CHP inspection failure, or for accidents caused by improper maintenance. Keolis maintains a strong record of regulatory compliance and vehicle maintenance performance, as evidenced by our 100 percent pass rate on California Highway Patrol facility inspections. 21. INSURANCE PROGRAM Please see proof of our ability to obtain required insurance coverage in the attachments, which details the type and dollar amounts of our coverages, as well as our deductible levels. Transit Operations and Maintenance Services February 2026 Page 40 Keolis employs a comprehensive and data-driven methodology to determine insurance pricing. The process begins with an independent study of the local area, allowing us to assess specific and unique risks , and ensures that our proposed insurance coverage is specifically tailored to the operational environment. Our team then draws upon extensive experience managing transit operations in similar geographic regions to inform our analysis. We systematically review historical claims, evaluate regional risk factors, and incorporate operational best practices. This approach enables us to accurately estimate insurance requirements and associated costs. By integrating global safety standards and lessons learned from other properties, we strive to propose competitive insurance premiums while maintaining robust coverage. Our thorough review confirms that our insurance offering meets all requirements as stated in your RFP. Additionally, Keolis’ commitment to preventive safety practices directly contributes to our ability to secure more competitive insurance premiums. Our diligent focus on safety has consistently delivered results that benefit both coverage quality and pricing for our clients. G. 5 – SAFETY AND TRAINING 22. STAFF TRAINING PROGRAM A well-trained team is the bedrock of a safe, efficient, and reliable transportation service. An effective training program does not only equip the team to perform their jobs with excellence; it is an investment in the growth and satisfaction of the staff who work together to transport passengers every day. This results in a stable, competent team. To this end, Keolis offers the City a comprehensive training program rooted in our experience operating a broad range of service types, sizes, and scopes around the globe. Our position-specific training programs leverage proven best practices and methodologies, world-class training materials, and experienced trainers to deliver the City a highly capable team for SLO Transit services. Keolis will hold classes continuously during normal service. For information on our training efforts during the startup period, please see section G.3.11. – Start -Up and Transition Plan. This section describes our training programs for operators, dispatchers, and road supervisors/road supervisors. It also provides an overview of customer service training, continuity of service training, and subcontractor training. Finally, it describes the qualifications of our training staff to assure the City of the strength of our training approach. POSITION-SPECIFIC TRAINING PROGRAMS OPERATOR TRAINING (CONFIDENTIAL MATERIAL STARTS HERE) Transit Operations and Maintenance Services February 2026 Page 41 (CONFIDENTIAL MATERIAL ENDS HERE) CLASSROOM TRAINING The classroom training phase uses a variety of training media and strategic pacing to maintain trainee engagement. The classroom experience includes video and live demonstrations, workbook exercises, group and individual exercises, and role-playing exercis es. Each training day is structured to cover multiple topics across smaller segments to hold the trainees’ attention. Topics covered in classroom training include: 1. Regulatory requirements specific to passenger transportation 2. Expectations of a professional vehicle operator 3. Safety and defensive driving 4. Familiarization with the bus 5. Specific driving situations faced by transit operators 6. Operator wellbeing and personal safety 7. Courteous passenger interactions 8. Understanding ADA requirements and the needs of passengers with disabilities 9. Workplace safety and anti-harassment policies 10. Drug and alcohol awareness and requirements 11. Emergency and accident procedures At the end of the classroom phase, trainees must pass a written test with a score of 80% or higher to proceed to the BTW training. BEHIND-THE-WHEEL TRAINING AND OBSERVATION Behind-the-Wheel (BTW) training sessions give trainees the opportunity to have hands-on experience with transit vehicles. Each BTW training session is accompanied by an observation session where the trainee will observe either a BTW trainer or another trainee in operation. CLOSED COURSE Closed-course training familiarizes operators with the size, speed, reaction, and spacing of revenue vehicles before driving the vehicle on the street. Trainees receive general instruction about the vehicles they will operate, and both the general and specific operating conditions of the location to which they will be assigned. This training phase also includes an introduction to the pre- and post-trip inspection process. Trainees will receive hands-on training in the use and function of key components of the vehicle: • Engine • Steering • Brakes • Operator controls • Doors • Safety windows • Lift equipment • Securement devices • Safety equipment • Radio • Head signs • Fare equipment Transportation Safety Institute (TSI) The Transportation Safety Institute has assisted the Department of Transportation (DOT) and leading transportation industries and entities in fulfilling their training requirements. For more than 45 years, TSI has provided high-quality safety, security, and environmental training to more than 850,000 transportation professionals. Keolis’ OEP incorporates TSI standards to ensure we provide the best operator training in the industry. Transit Operations and Maintenance Services February 2026 Page 42 Following the introduction to the vehicle, the trainee will drive the bus on the closed course under the supervision of the trainer. This allows our trainers to identify potential deficiencies in the trainees’ skills and provide additional training or support to improve performance, and/or remove trainees from the training program if they cannot meet standards. ON-ROAD After closed-course training, trainees will drive a revenue vehicle on actual service routes, under the trainer’s supervision. This allows the trainee to learn the proper handling of the vehicle on different streets, but without the responsibility of having passengers on board. This approach also allows operator trainees to become familiar with the traffic patterns and other challenges they will experience in service. To complete on-road training, our operators must demonstrate mastery of defensive driving, emergency procedures, and all technical driving skills. Operators who do not pass the mastery test are evaluated by the Training Manager and are then offered additional training to improve their performance. CADET-IN-SERVICE (CADETTING) Cadetting is the final phase of training, in which the trainee drives the vehicle in revenue service under the supervision of a seasoned operator, called a line instructor. Trainee operators are assigned to a rotating schedule of different routes and geographic areas. This approach provides each cadet operator an understanding of the service area, all vehicle types, and major stops. It also allows the operator to learn to use the wheelchair lifts/ramps in service while adhering to the schedule. The instructor observes operator performance and identifies any additional training needs. Following the cadetting phase, the trainer confirms the trainee can perform service safely, efficiently, and without supervision and released into service. The trainee is evaluated again after 45 days and 90 days following completion of training. ONGOING EVALUATION Keolis evaluates operators at multiple points during their employment to confirm the success of initial and ongoing training initiatives: • New hire (45- and 90-days post training) • Continuing education (e.g., monthly safety meetings) • Returning from leave of absence • Learning to drive a new vehicle type Training staff perform regular road/ride observation to identify areas to be improved through coaching and/or additional training. Operators are evaluated on several items under each of the following categories: • Pre/post-trip inspection • Backing skills • Preparing to drive • Wheelchair procedures • Passenger pick-up/drop-off • Hill and mountain driving, if applicable • Customer service and courteousness • Defensive driving • Professionalism and appearance • Turning skills/braking • Passenger management • Intersections and railroad crossing • Radio procedures • Engine/transmission skill PRIMARY TRAINING TOPICS Keolis’ training program has key areas of focus that are emphasized across all three training phases – from classroom to gaining actual experience on the road. SAFE DRIVING PRACTICES A safe passenger transportation service is predicated on operators’ competence in defensive driving practices. For this reason, Keolis’ OEP uses the LLLC Defensive Driving Program, the industry standard for defensive driving. The LLLC approach represents four easy-to- remember principles: Look Ahead Look Around Leave Room Communicate This training program teaches operators the core defensive driving fundamentals of space, visibility, and time. Operators learn how to recognize and avoid dangerous situations, behaviors, or conditions that would put operators, passengers, or the public at risk. Transit Operations and Maintenance Services February 2026 Page 43 CUSTOMER SERVICE (CONFIDENTIAL MATERIAL STARTS HERE) ” (CONFIDENTIAL MATERIAL ENDS HERE) DISABILITY EQUITY AND SENSITIVITY TRAINING The Americans with Disabilities Act (ADA) has played an important role in empowering people with disabilities to participate in society with freedom and dignity. This important law removes barriers for people with disabilities in several areas of life, including their use of public transportation. Transporting passengers with disabilities requires an extra layer of customer care, regardless of service type. Specialized training is necessary to ensure operators understand the challenges faced by these important passengers when using public transportation services. Our training program covers the following key topics: • Understanding disabilities and how they impact the passenger experience, both on and off the bus • Familiarity with ADA requirements governing passenger transportation • Safety procedures specific to passengers with disabilities, including mobility device securement, lift/ramp operations, and other passenger assistance • Troubleshooting accessibility equipment Training is delivered first in the classroom, where our trainers lay the foundation for understanding what is expected of our operators and of Keolis as a provider. This understanding is reinforced through practical training. Keolis invites representatives from local advocacy groups and other organizations, such as SLO Access for All, to support this training from the perspective of a person with a disability. Keolis’ disability awareness and passenger sensitivity training equips our operator team to provide a level of service that is consistent with ADA requirements. Ultimately, it ensures we uphold the City ’s and Keolis’ commitment to freedom of mobility, and the dignity and respect of all passengers. INCUMBENT OPERATOR T RAINING Eligible operators currently engaged in the SLO Transit service who choose to join the Keolis team under the new contract will complete one day of training before beginning service under Keolis’ contract. This condensed training primarily covers topics such as drug and alcohol policies, safety/security best practices, an introduction to Keolis’ HR team, and customer service. After this initial training session, these operators will be subject to the periodic refresher trainings and evaluations described throughout this section. DISPATCHER TRAINING (CONFIDENTIAL MATERIAL STARTS HERE) Transit Operations and Maintenance Services February 2026 Page 44 Transit Operations and Maintenance Services February 2026 Page 45 • Transit Operations and Maintenance Services February 2026 Page 46 (CONFIDENTIAL MATERIAL ENDS HERE) MANAGEMENT TRAINING We invest in employee development because we know that training not only improves performance but also enhances employee engagement and results in increased retention. These factors positively impact service quality. Our training programs have been developed through decades of experience in operating transit services and consultation with Keolis’ global team of training experts. Keolis’ training methods are drawn from a diverse set of active, real-world transit environments. Keolis’ leadership development initiatives offer an avenue for career growth for high-performing employees identified as promising future leaders. Our approach allows Keolis to continue to grow its pool of strong leaders, provides employees with the opportunity to advance their careers and broaden their skill sets, and creates an incentive for the workforce to perform their duties to their greatest potential. KEOLIS LEADERSHIP ACADEMY In addition to on-the-job training, all our rising and current leaders go through the Keolis Leadership Academy (KLA). KLA offers leadership development through many course offerings, both mandatory and optional, for personal and professional development. Transit Operations and Maintenance Services February 2026 Page 47 • KLA Required Courses include: o Keolis Way/Managerial Leadership o Personal Effectiveness for Managers o Personal Effectiveness for Employees • KLA Elective Courses include (but not limited to): o Meyers Briggs Type Indicator o Solving Conflict Through DiSC o Building Trust o Coaching for Managers o New Manager Training o Building the Team o Self-Awareness and Self-Management: EQ Foundations o Leveraging your Natural Strengths: Strengths Finder Assessment o Candor, Healthy Conflict, and Difficult Conversations o Leading with Positivity/Building Resilience o Stepping into the Discomfort Zone o Public Contact /Communication CUSTOMER SERVICE TRAINING Customer service training is a key component of our training programs for all teams. Operators, dispatchers, and road supervisors, complete customer service training tailored to their specific job duties and how they impact the passenger. OPERATORS New hires begin training with a one-hour orientation during their first week of training. This introduction to customer service focuses on Keolis’ expectations of operators. It introduces the concept of emotional intelligence: the ability to identify and manage emotions of self and others. It also teaches operators how to avoid emotional hijacking. Following their completion of the OEP, trainees receive an additional one hour of customer service training. This training builds on the operator’s newfound competency operating revenue service and expands their perspective on the customer experience. Operators learn how to process and respond to customer challenges appropriately. They also learn the fundamentals of effective communication and managing their stress and emotions in difficult situations. Operators may need retraining in customer service techniques. Operators who need additional training because they have fallen short of customer service expectations will be scheduled for individual one-hour coaching sessions. These tailored sessions address the root cause of the operator’s customer service failure and analyze the situation that triggered the retraining. SUPERVISORS AND MANAGERS New road supervisors and other managers complete 90 to 120 minutes of customer service training, depending on the number of trainees in the class. They learn the City ’s and Keolis’ expectations for customer service, who their customers are, and how to create win-win situations when resolving disputes between operators and passengers. Supervisors and managers receive a one-hour customer service refresher training session each year. Topics focus on building a collaborative working relationship with operators. ALL EMPLOYEES Keolis offers one-hour customer service classes every other month. These classes are open to all employees, including operators, and address trending customer service issues. Topics are determined by customer comments and feedback. They also reinforce methods for de - escalation. Training sessions provide an opportunity to give positive feedback to operators and for operators to share information. ONGOING TRAINING REFRESHER TRAINING All employees are required to participate in at least 12 hours per year of safety meetings. Refresher training programs for operators, dispatchers, and road supervisors will address the following topics at a minimum: Transit Operations and Maintenance Services February 2026 Page 48 • ADA compliance and assistance for people with disabilities • Customer service • Vehicle/passenger incident and accident response • Communication procedures between operators, dispatch, maintenance, and managers • Changes to City policies, procedures, equipment, or vehicle types • Training in the use of all technology relevant to the operator team Drivers also undergo refresher training on safety standards, defensive driving skills, and vehicle familiarity. Keolis also provides seasonal refresher training sessions and training sessions for any new technologies, equipment, or vehicles. CORRECTIVE TRAINING Supplemental or corrective training plans are required for any operator falling short of safety, customer service, or service reliability expectations. Training plans are created during annual performance reviews and amended following safety incidents. Corrective retraining uses one-on-one instruction methods that enable trainers to address undesirable behaviors or performance deficiencies. Keolis proactively monitors employee performance to identify corrective retraining needs using: • Annual one-hour evaluation performed by a certified trainer • Regular DriveCam footage reviews • Spot evaluations conducted regularly by supervisors • Passenger comments investigated by performance manager Corrective training comprises a review of safety standards, defensive driving skills, and vehicle familiarity. This training represents up to six hours of classroom instruction plus two hours of behind-the-related observation. For retraining triggered by excessive passenger complaints, Keolis requires a minimum of two hours of classroom customer service training. POST-ACCIDENT RETRAINING Operators who had a preventable accident or two non-preventable accidents over the previous 12-month period must undergo defensive driving retraining. The retraining is a minimum of 1.5 hours and is focused on the root cause of the incident. The retraining may be longer based on the cause(s) and/or the severity of the incident, and may include classroom, BTW, and a final evaluation. RETRAINING AFTER INACTIVE STATUS Keolis operators returning to active-duty status after inactive status for 30 days or more must complete six hours of classroom training and two hours of BTW/observation training. 23. KEOLIS’ SAFETY RECORD AND PLAN (CONFIDENTIAL MATERIAL STARTS HERE) Transit Operations and Maintenance Services February 2026 Page 49 Transit Operations and Maintenance Services February 2026 Page 50 • Transit Operations and Maintenance Services February 2026 Page 51 SAFETY ASSURANCE Keolis strives to continuously improve our safety and operational performance while proactively monitoring behavior. We continually gather data on our systems to analyze, assess, and learn from both proactive and reactive risk events. We use various IT tools and solutions to monitor leading and lagging indicators to measure the effectiveness of our safety and risk controls. We have also successfully reduced our operational risk footprint with the assistance of our onboard video-based telematics and behavioral safety monitoring system. The predictive analytics provided through this advanced technology allow Keolis to proactively improve the behaviors, skills, and compliance of our operators. Since the introduction of video-based behavioral technology, our Keolis operations have realized a significant reduction in collisions, improved behind-the-wheel behaviors, and safer, more enjoyable service for our passengers. FACILITY SAFETY Keolis has developed a work site security plan to ensure the safety, security, and comfort of our employees, passengers, and the community. Our goal with this plan is to assess risks, prevent instances of theft and violence, and prepare our employees for handling security issues at the facility. This security plan is a part of the Injury and Illness Prevention Plan. Keolis provides training to ensure compliance. SAFETY TECHNOLOGY Keolis utilizes DriveCam technology to monitor driver patterns and behaviors. We utilize this data to determine the root causes of accidents and incidents and guide corrective actions. More information about DriveCam can be found in section G.3.16 – Additional Technologies. DRUG AND ALCOHOL PROGRAM The use of drugs and/or alcohol represents a serious threat to the provision of transportation services. Keolis maintains and enforces an aggressive drug and alcohol testing program that complies with the requirements of the Drug-Free Workplace Act of 1988 (49 CFR Part 29the U.S. Department of Transportation’s “Procedures for Transportation Workplace Drug and Alcohol Testing Program” (49 CFR Part 40, as amended); and the Federal Transit Administration’s “Prevention of Alcohol Misuse and Prohibited Drug Use in Transit Operations” (49 CFR Part 655, as amended). Our comprehensive program: (CONFIDENTIAL MATERIAL STARTS HERE) Transit Operations and Maintenance Services February 2026 Page 52 • Creates a work environment free from the adverse effects of drug abuse and alcohol misuse. • Deters and detects employees’ use of illegal drugs and misuse of alcohol. • Prohibits the unlawful manufacture, distribution, dispensing, possession, or use of controlled substances. • Encourages employees to seek professional assistance anytime personal problems, including drug or alcohol dependency, adversely affect their ability to perform their assigned duties safely. Keolis will provide the City with our Drug and Alcohol Policy, along with documentation of employee and supervisor training, and the name and location of our designated collection site, laboratory, Medical Review Officer (MRO), Breath Alcohol Technician (BAT), Screening Test Technician (STT), and Substance Abuse Professional (SAP). We will also include a detailed description of our random selection process and submit quarterly management reports summarizing test results, in full compliance with City requirements. CLAIMS MANAGEMENT Keolis’ Safety and Claims Management Program delivers superior outcomes and the transportation industry’s best claims results. We do this by using high-quality research and data, predictive modeling, and dynamic claims handling models. Our efforts consistently result in fewer accidents, dramatically lowering the cost of risk while ensuring the highest level of public safety. Our accident and injury frequency rates are significantly lower than the industry average, as demonstrated in our AFR of 0.69. Keolis has developed processes to integrate its insurance claims data with detailed accident and injury information, allowing us to focus on our biggest risks. As a result of the data collected from our safety teams, management can visualize their biggest risks by viewing accident frequency and severity by root cause, location, operator seniority, training instructor, and many other factors. This collection of data also allows Keolis to develop heat maps that can be filtered by the factor/s. These tools allow our management teams to develop real-time action plans focused on accident prevention. TRIENNIAL REVIEWS AND THIRD-PARTY I NSPECTIONS Keolis is a fully licensed and certified transportation operator and understands the requirements of major local and state agencies and their regulations. We understand that periodic inspections will occur at all our operating locations. These inspections by third parties, regulatory agencies, or funding partners are important activities for the City and our staff and are treated as a top priority. Keolis has a superior record for regulatory compliance with agencies such as the Highway Patrol and Federal Transit Administration Triennial Reviews. Our standard is 100% compliance with all federal and state regulations as they apply to our local operating locations, including NTD reporting. SAFETY COMMUNICATION Communication is a key part of safety promotion. In addition to our regular operations/safety meetings with the client, Keolis is proposing the following safety-related meetings for the SLO Transit service. EMPLOYEE SAFETY MEETINGS Each location is required to have a monthly Safety Meeting that is attended by all Keolis personnel. Safety meetings must be conducted with agendas dedicated to accident and injury prevention and customer relations. Typical agendas include the previous month’s accident trends and prevention, local hazard awareness, projection and prevention of upcoming accidents (from historical trend analysis), defensive driving/passenger assistance/injury prevention topics, operational safety, guest speakers, and individual awards/recognition. All safety meeting agendas, along with attendance sheets, are archived for inspection. MONTHLY CORPORATE SAFETY CONFERENCE CALL Our monthly Corporate Safety Conference Call is where we discuss current issues, outline processes, and share safety obstacles and solutions. Safety and training managers, general managers, and supervisors are required to attend, as well as the VP of Safety & Training and the VP of Claims. Each operation shares its previous month’s accident and injury statistics along with personnel counts (operator shortages affect safety). Education for real-world safety implementation is only one of the benefits of the monthly Corporate Safety Conference Call. Location leaders are expected to identify accident trends and report to the group their abatement processes. The group benefits from each location’s experiences, as well as directions from call leaders concerning steps toward improvement. Call leaders communicate “common” information to the field each month, act on feedback, and assist each location regarding improvement. Peer involvement encourages each manager toward process improvement, and commendations are communicated from corporate staff to locations that meet and exceed their goals. Transit Operations and Maintenance Services February 2026 Page 53 SAFETY COMMITTEES Safety committees are a key component of Keolis’ safety program and play a crucial role in ensuring safety accountability. General Manager Dominick Perez working with the City, will establish the safety committee comprising the GM, safety and training manager, operations manager, representatives from dispatch, scheduling, and operators, along with City staff. Each safety committee meeting includes: • Review of recent vehicle accidents and work-related injuries/illnesses to determine primary or root cause as well as secondary or associated factors. • Identification of preventive measures and recommendations regarding solutions to prevent accident and injury recurrences. • Review of regular safety inspections of the facility and identification of physical hazards. • Detection and elimination of unsafe conditions or practices not in compliance with Keolis and/or City policies and procedures. • Promotion of safety awareness and employee involvement through incentive programs, safety communication programs, and recognition of safety accomplishments. • Opportunity for feedback and suggestions from employees. • Identification of safety recommendations to management regarding preventive and corrective actions. SAFETY METHODOLOGY AND REPORTING Strategic safety objectives and underlying action plans are communicated to all new hires and all employees at monthly safety meetings. This allows our safety objective to impact all areas of our operation, from utility workers to management. Keolis’ performance management principles demand the establishment of action plans that start with strategic objectives and allow constant reassessment and improvement. Our performance management principles are: • Effectiveness. Establish a safety culture from day one by demonstrating a high level of resource allocation and management participation in the development and implementation of safety initiatives. • Benefit. Reflect safety results in our organization’s key performance indicators. • Innovation. Achieve a dynamic, flexible safety program through continuous assessment of new technologies/approaches that have a positive effect on the operating environment. • Transferability. Replicate its safety program, allowing Keolis and the City’s collectively formed best practices to be implemented, thereby improving safety for all passengers. 24. SAFETY RECORD OF THREE REFERENCE CONTRACTS Keolis shares San Luis Obispo’s desire for a safe transit system. Keolis is recognized in the industry for our impressive safety record. Over the past five years, our AFR across all US Keolis locations ranged from 0.49 to 0.61, a measure of our exacting standards and unwavering commitment to safety. In 2024, four of our North American locations earned ISO 39001 Road Traffic SMS certification. We were the first transit operation in the US to receive this prestigious recognition. Below are the Accident Frequency Rates (AFR) for our three reference locations. Foothill Transit VVTA Reno 0.35 0.28 0.85 G. 6 – PERSONNEL 25. MANAGEMENT STAFF RESUMES Keolis is pleased to present a qualified and experienced team consisting of industry veterans currently working as part of the Keolis team, as well as some interested in seeking a new opportunity. It is important to note that we recognize the value of current employees. We intend to conduct a comprehensive talent assessment in collaboration with the City to determine the qualifications and interests of existing staff during transition. However, we have proposed a solid team to lead SLO Transit delivery as described in this section. The local leadership team proposed is the single most important aspect of this offer. The City must be assured that the elements of this offer will be carried out. We are presenting the team that will accomplish this. In this section, we will present the overall leadership team, highlighting staffing unique to SLO Transit’s needs through our organization chart. Transit Operations and Maintenance Services February 2026 Page 54 KEY MANAGERS Keolis is proud to present a highly qualified local management team for the SLO Transit service, individuals with the experience, vision, and leadership necessary to enhance operational efficiency, drive innovation, and elevate service quality. With a deep understanding o f fixed-route transportation systems and a commitment to customer-centric solutions, they bring a proven track record in managing complex transit operations, fostering strong community relationships, and implementing sustainable mobility strategies. We are confident that their expertise aligns seamlessly with the City ’s goals, ensuring continued success and growth. Full resumes for our key managers are included in the attachments. DOMINICK PEREZ, GENERAL M ANAGER Dominick Perez is a dynamic and results-driven transit operations leader with over a decade of experience serving and managing multimillion-dollar transportation operations, workforce development, and complex service delivery environments. He currently serves as the Operations Manager at our outpatient operation in Chatsworth, CA, overseeing operations for a service with 135 employees and 100 vehicles. As General Manager in Camarillo, California, he successfully oversaw operations across three locations, leading initiatives related to dispatch systems, telematics integration, and regulatory compliance while ensuring adherence to California labor laws and contractual requirements. Dominick has a strong track record in managing labor relations, including MOUs and CBAs, negotiating client agreements, and implementing data-driven operational improvements that enhance reliability and performance. Recognized for strengthening organizational culture and employee engagement, Dominick has led award-winning retention initiatives and internal promotion programs that build stable, high-performing teams. His leadership approach emphasizes safety, accountability, and collaboration with client stakeholders to ensure consistent, high-quality service delivery. With extensive experience in California transit operations and a focus on operational excellence and workforce stability, Dominick brings the expertise and leadership required to support SLO Transit’s goals for safe, reliable, and customer-focused transit service, including the successful implementation of service improvements and the expansion of the City’s zero-emission bus fleet. IRWIN JOHNSON, OPERATIONS MANAGER Irwin Johnson is an experienced transit operations professional with a comprehensive background spanning the full spectrum of fixed-route service delivery, from operator to senior operations leadership. He currently serves as Assistant Operations Manager for Keolis at our operation in Austin, Texas, where he oversees a team of 30 road supervisors and manages daily dispatch coordination, real-time service monitoring, KPI performance tracking, and labor relations within a unionized environment. Irwin brings strong expertise in on-time performance management, incident investigation, customer complaint resolution, and workforce supervision, supported by prior leadership roles with Keolis and other contractors in both California and Nevada. His career progression from operator to management provides a practical, frontline-informed perspective on service reliability, safety, and employee engagement. Known for his customer-focused approach and data-driven operational oversight, Irwin is well positioned to support SLO Transit’s commitment to high-quality, reliable service through effective field leadership, proactive service management, and strong collaboration with safety, training, and maintenance teams. SERGIO SERRANO, SAFETY & TRAINING MANAGER Sergio Serrano is a dedicated transportation safety professional with extensive experience overseeing operator training, regulatory compliance, and safety program implementation in California transit operations. Holding a Class B license, he has managed teams of approximately 40 operators and a fleet of 25 buses, consistently meeting performance goals while maintaining strict adherence to California OSHA and DOT standards. Sergio has developed and delivered comprehensive training programs for new and incumbent operators, with a focus on driver certification, ADA compliance, defensive driving, and safe vehicle operations, while also conducting regular facility and equipment safety audits and monitoring DriveCam footage to support continuous performance improvement. Known for fostering a collaborative, accountable work environment and promoting a strong safety culture, Sergio brings proven leadership in building well-trained, compliant teams that support safe, reliable, and customer-focused transit service for SLO Transit. CARLOS Z AMBRANO, MAINTENANCE M ANAGER Carlos Zambrano is an accomplished transit maintenance professional with nearly 20 years of experience managing fleet maintenance operations for public transit agencies. An ASE Master Certified Transit Bus Technician, he brings extensive expertise in preventive maintenance program management, regulatory compliance, and mixed-fleet maintenance, including Gillig, Eldorado, hybrid, and cutaway vehicles. Carlos has successfully overseen teams of technicians, supervisors, and utility staff, consistently achieving 100 percent on-time preventive maintenance completion while fostering a strong safety culture and ensuring compliance with all federal, state, and local regulations. He is proficient with key transit maintenance technologies including Cummins Insite, Allison Pro, Avail Technologies, Lift-U systems, and Luminator signage, and is bilingual in English and Spanish, supporting effective communication across diverse workforces. Transit Operations and Maintenance Services February 2026 Page 55 Throughout his career with agencies such as Escambia County Area Transit, Regional Transit System in Gainesville, Midland Odessa Urban Transit District, and Ocala Marion Transit, Carlos has demonstrated strong leadership in scheduling maintenance activities, coordinating vendor support, training technicians, and maintaining high vehicle availability to support reliable daily transit operations for SLO Transit. CORPORATE SUPPORT The experienced local team will be supported by Keolis’ world class corporate support team. The depth and aptitude of our corporate support team give us confidence in our ability to exceed expectations and work in strong partnership with City staff to continuously improve service. Keolis’ corporate support staff will assist the local team in ensuring our core values are reflected in our everyday service. They are the primary personnel our local management team will seek support from to maintain the schedule and budget, high-quality deliverables, and performance standard satisfaction. We pride ourselves on unparalleled corporate support in the industry. We believe it is integral to employee and contract success. Our proposed corporate support staff is made up of experienced experts with over 270 years of combined experience in transit management. The team is led by CEO Brad Thomas and VP of Operations Francis Julien. They will work together to implement best practices and ensure that the City has continued success throughout the contract term. The entirety of the corporate support team will be available at any time to assist General Manager Dominick Perez and the local team. In total, members of our corporate team will make approximately 40 visits a year to the site during normal operations, with increased visits during the startup period. Key Keolis Corporate Support Personnel Our Team Experience Duties Minimum Site Visit Frequency Brad Thomas CEO Over 25 years of experience in transit executive management Experience managing large transit portfolios in North America ($>1B revenue) Extremely active in professional community (National Safety Council, North American Transit Alliance, etc.) Provides support and leadership Leads client engagement and communication Oversees partnerships and innovative solutions Identifies issues and develops solutions At least once annually Fadi Chakbazof COO Over 25 years of experience in the transit industry Served as EVP for Operations at the largest privately-owned passenger transportation contracting firm in the US Has held other executive-level roles across the industry Effective leader with a focus on customer satisfaction, safety performance, and strong stakeholder relationships Provides support and leadership Leads client engagement and communication, strengthening client partnerships Oversees innovative solutions Identifies issues, develops solutions Enhances operational performance across all client locations Quarterly Ryan Adams Chief Performance Officer Decades of public transportation experience Leader of Keolis’ business intelligence efforts Designs operational efficiency reviews and performance management systems Assist locations in achieving continual performance improvements through data- driven analysis. Analyze performance company- wide in key KPIs such as OTP, productivity, safety, and preventive maintenance. Quarterly Transit Operations and Maintenance Services February 2026 Page 56 CPA certification and CIA credentials Expertise in financial control, forensics, and marketing APTA Leadership Program Graduate Develop action plans for continual improvement and ensure locations achieve client standards Francis Julien VP of Operations 18 years of operations management experience with 13 years in transit Varied transit experience includes GM at a large, fixed route operation, regional leadership on the operations side, and business/commercial development Served as Deputy CEO for RTC in Las Vegas, Nevada, for four years APTA Leadership class of 2017 Directly supports GM Main point of contact for corporate support – including resources and subject matter experts Implements Keolis' best practices for our clients Ensures client’s satisfaction with our services High frequency during startup, at least monthly during regular operations Jacob Fritz Operational Performance Improvement Director More than a decade of transportation experience Former project administrator of the award-winning City of Avondale, Goodyear, and Peoria, AZ microtransit service Deployed new microtransit and fixed route network in Ohio Worked for Trapeze for several years Assisted in many successful service transitions Encourages operational efficiency and effectiveness company-wide, driving improvements in operations, safety, and maintenance Works to build and improve processes to ensure that all puzzle pieces fit together as effectively as possible Subject Matter Expert on microtransit and on-demand operations Provides QA and brings fresh and innovative ideas to Keolis operations As needed Rob Anderson EVP of HR, Safety, & Organization More than 20 years of HR experience Expertise in resourcing, onboarding, employee relations & industrial relations, talent identification & succession planning Expertise in leading culture change and leadership development Fosters and monitors locations for Keolis culture Creates strategies for employee engagement Leads employee 4+12+development programs Ensures necessary resource distribution relative to recruiting/hiring Ensures proper setup of payroll system As needed Transit Operations and Maintenance Services February 2026 Page 57 Alex Wu VP of Digital Transformation and CIO More than three decades of experience in information technology that includes business development, product and service development, engineering and operations management, and organizational transformation Two decades working with the United States federal government, serving as the Deputy Chief Information Officer with the National Gallery of Art MBA, University of Maryland Further digitize business processes, develop new tools and processes, implement innovative technologies, and create even greater value for clients Has a key role in driving operational efficiencies through digital innovations and accelerating the ongoing clean- energy transition in public transportation. Leads company-wide Cyber Security efforts Quarterly Michael Koo, Director of IT More than 12 years of experience with Keolis Credentials include Microsoft, VMware, and Cisco certifications Before Keolis, represented software and technology companies in global consortia Responsible for Keolis’ digital solutions Holds oversight responsibilities in key operations in networking and infrastructure. Selects and ensures proper installation of location network and software solutions Supports the local team with IT/cyber security efforts Instrumental in system setup during transition High frequency during start up, as needed during regular operations Tellis Chandler VP of Safety and Risk 15 years of transit operations and safety management experience Experience developing a strategy to improve safety performance Lead instructor with the Transportation Safety Institute Master’s degree in Safety, Security, and Emergency Management Conduct on-site evaluations in key areas, including safety performance, training program, FTA Drug and Alcohol Policy, and wheelchair securement Participate in the monthly safety conference call Participate in the annual Safety Audit Follow up on Safety Audit Action Plan Communicate consistently via telephone as needed (weekly at minimum) Respond in person to significant safety issues Manage the introduction of any new regulatory requirements High frequency during startup, at least monthly during regular operations Transit Operations and Maintenance Services February 2026 Page 58 Meredith Mullins VP of Human Resources Accomplished human resources and labor relations leader Over 15 years in HR leadership Skilled in positive labor relations Master of Science in Organization and Management, Human Resources, and Performance Management Lead the HR team in the implementation of Keolis’ human resources processes Negotiate labor agreements Ensure compensation package integrity Distribute HR policy and procedure information Establish a workforce culture that promotes diversity and respect for all team members. Provide direct training for the Key Management Team Keep the local team informed of federal and state laws, ensuring compliance with regulations High frequency during startup, at least monthly during regular operations John Loverseed VP of Asset Management More than 30 years of maintenance management experience in the transportation industry Past responsibilities included oversight of 55 shops, over 7,000 vehicles, and over 1,000 employees Works with team to ensure fleet availability, reliability, and safety on day one of revenue service Works with the team to implement KIHM Conducts regular fleet and facility inspections for QA purposes Supports the client on future maintenance-related issues High frequency during startup, at least monthly during regular operations Al Folks, Regional Maintenance Director More than 30 years of maintenance management experience Highly effective management skills KIHM vehicle management system expert Leadership and maintenance support Experienced with Electric Vehicle Maintenance Provide leadership and support to the maintenance manager/coordinator and team Inspect safety and preventive maintenance practices Maintenance manager/coordinator development, support KIHM implementation and optimization of fleet capability. Oversee all aspects of maintenance transition during startup. High frequency during startup, as needed during regular operations Sandi Hill VP of Business Development Over 30 years in public transit Experience includes operations, risk management and safety, labor relations, contract negotiations, and legislation governing public transit Works with the local team to ensure Keolis remains in compliance with contract terms Ensures proposal commitments are implemented High frequency during startup, twice annually during regular operation Transit Operations and Maintenance Services February 2026 Page 59 Active participant in industry- focused associations APTA Leadership Program Graduate Actively engaged in partnership relations Works with clients to ensure continuous improvement and access to best practices Supports the local team with coaching and mentoring in the interest of exceeding contractual expectations Cindi Ritter Director of Performance Management Systems Transportation industry veteran Instrumental in the integration, growth, and operations development Expertise in reporting, quality control, regulatory compliance, and transparency Sets up contract-specific KPIs, including data feeds for business intelligence Manages the implementation of our proprietary Dispatch Control Software Ongoing support of operational analyses and performance monitoring Provides extensive training for the team relative to BI software/data collection/reporting High frequency during startup, twice annually during regular operation Jennifer McKibbins West Region Safety Director More than 20 years of experience in transit safety and training roles Nearly 10 years of experience in region-level executive safety leadership Experience in fixed route and paratransit service Assists the VP of Safety in on- site evaluations Participates in monthly safety calls Follow up on safety audits Assist with the introduction of new regulatory requirements Quarterly Kim Bush Director of Client Relations More than 22 years’ experience in both Fixed Route and Paratransit operations Proven customer experience expert Leads Keolis’ “Thinking Like a Passenger” culture in the U.S. Design company-wide service incentive programs Expert Transition Manager – tasked with leading Keolis’s fastest transition (17 days) Creates quality assurance programs focused on research- based training Set expectations with the local team regarding the delivery of commitments Works with performance management systems (business intelligence and Viz Room) to gauge progress Works with locations to ensure teams stay focused on the passenger experience Supports locations with community engagement activities Quarterly Transit Operations and Maintenance Services February 2026 Page 60 Adam Smith Senior Director Talent Acquisition Accomplished recruiter and HR professional Nearly 10 years in recruiting management Skilled in workforce planning, talent management, and business development Certified: Strategic Talent Acquisition (Human Capital Institute) Assist the HR VP in the implementation of HR processes Participate in and plan labor negotiations Answer manager questions regarding HR policy Twice annually 26. ORGANIZATION CHART AND STAFFING PLAN ORGANIZATION CHART Transit Operations and Maintenance Services February 2026 Page 61 Transit Operations and Maintenance Services February 2026 Page 62 (CONFIDENTIAL MATERIAL ENDS HERE) 27. PROPOSED WAGE SCALES Keolis recognizes that developing an effective staffing plan for SLO Transit requires careful consideration of San Luis Obispo County’s housing and labor market conditions, as well as the wage progression and terms outlined in the 2023–2025 Collective Bargaining Agreement (Appendix I). Our compensation and staffing approach is designed to remain competitive within the local labor market, support retention of the existing workforce, and attract qualified operators, mechanics, and dispatch personnel as service needs evolve. By aligning wages, career progression, and workplace culture with these local conditions and contractual requirements, Keolis will promote workforce stability, reduce turnover, and ensure consistent, high-quality service delivery. The full wage scales for each position are included in the Cost Proposal. 28. FRINGE BENEFIT PACKAGE Keolis offers a comprehensive benefits package to all of its employees. The benefits described here are for non-CBA covered employees. Employees covered under a CBA will be provided with benefits as negotiated with the applicable Full-time employees that are new hires with Keolis will be eligible for health insurance on the first day of the month following their date of hire. Keolis’ benefit offerings include: • Medical plans, with options including HDHP, PPO and EPO plans • Dental & Vision insurance • Basic Life & AD&D – Keolis provides non-union staff with basic and supplemental life and accidental death and dismemberment (AD&D) insurance. • Retirement – Keolis offers a 401k plan to non-represented staff, which includes employer contribution matches (subject to a vesting scheme). Other health-related benefits include: • Health Savings Account (HSA) – allowing individuals with high deductible health insurance plans to contribute pre-tax earnings into an interest-bearing account to pay for medical expenses. • The Employee Assistance Program includes employees’ household members. This benefit is a counseling and referral service that provides support for a wide variety of personal, family, and financial issues. The service is strictly confidential and is fully paid for by Keolis. • Health Fairs or other health-focused activities supporting healthy lifestyle choices, not only for employees but for SLO Transit staff and family members as well. We have had great success with this concept at our other Keolis locations. Dollar amounts for benefits by position are included in the Cost Proposal. 29. HIRING AND RETENTION Recruiting, hiring, and retaining employees is a core Keolis competency. Any time we open a new contract, our first, most pressing goal is to fully staff the operation. Operator shortages can be extremely detrimental to any transit organization. They cause missed trips, increase training costs, and reduce passenger confidence. Our goal, anywhere we operate, is to recruit, train, and retain a highly competent, customer-service-focused and fully-staffed team. While the transit industry nationwide still suffers from operator shortages, nearly all of Keolis’ current operations are fully staffed. There are no significant driver shortages at any of our operations that cannot be compensated for with overtime, if necessary. In general, across all of our operations in the last two years, we have not missed runs due to driver shortages. Keolis is committed to bringing this level of success to SLO Transit. Ensuring a high-quality team is critical as both SLO Transit and Keolis’ reputations are on the line as we roll out service daily. Attracting and selecting quality employees requires doing the basics right from the beginning. We will partner with SLO Transit from the onset, to foster a culture that showcases a commitment to employee engagement and a positive culture where employees feel valued. Keolis starts with fostering an inclusive environment for all staff at each level throughout the company. We promote our comprehensive training Transit Operations and Maintenance Services February 2026 Page 63 programs, employee incentive and engagement programs, and numerous initiatives and priorities for the future such as community and industry partnerships, and employee surveys. PROACTIVE AND TARGETED RECRUITMENT Keolis is under no illusions about the crisis at hand related to recruiting new staff. The average American transit operator is nearly 53 years old – more than a decade older than the average worker across industries. Across the industry, we see different recruiting methodologies employed, including increased social media presence and improved messaging emphasizing the role transit plays in lowering greenhouse gas emissions. However, the pitch is largely falling short for the next generation of potential transit professionals. Ultimately, transit agencies are realizing that the conversation around recruiting new operators begins and ends with compensation. APTA recently performed a survey of 117 transit agencies. The report stated that agencies must keep salaries competitive and that new hires should be offered signing bonuses and put on the fast track to median wages to ensure that they stay on the job. Keolis has reached out to the unions and will engage the community to drive recruiting. However, to link recruiting and retention, the total compensation package offered must be competitive. With a marketable compensation package, SLO Transit stands to benefit as current staffing shortages are filled with quality talent. INCUMBENT HIRING Keolis is committed to engaging and retaining incumbent staff through a respectful, transparent, and inclusive transition process. We understand the value of institutional knowledge and the importance of continuity in service delivery. As part of our transition plan, we will implement initiatives such as Meet the Managers sessions and other on- site engagement activities to foster open communication, build trust, and ensure employees feel welcomed and valued. Our team will clearly communicate employment opportunities, expectations, and timelines, and will work diligently to address questions and concerns. We strive to create a smooth onboarding experience that encourages staff to remain with SLO Transit services under Keolis, preserving operational stability and enhancing team morale. Our approach reflects our broader commitment to positive labor relations and collaborative workforce development. We will hire all incumbent employees who have the appropriate experience, qualifications, and skills for their respective job functions. Once this is complete, the remaining vacancies, if any, will be filled through our recruitment and hiring efforts described herein. RECRUITING RESOURCES We understand that recruiting is a significant challenge. We have achieved much success with our aggressive recruiting strategy, such as hiring over 1,500 employees successfully in 2023-24 for new operations and achieving full staffing at nearly all our current locations, and will employ the strategy’s initiatives in the San Luis Obispo community, including: Job Posting – In addition to posting available jobs on the Keolis website, Keolis’ recruitment team will continue to post on popular digital job boards including Indeed Recruiter, Career Builder Recruiter, LinkedIn Recruiter, Mass Transit, and Transit Talent. Where available, we will use any prioritization tools provided by a digital recruitment platform. Internal Sourcing – Our recruitment team will source information from resources including Indeed, Career Builder, and LinkedIn. Keolis will also use SMS text message recruiting to gain direct access and contact while responding to applicants and sourcing passive candidates. CDL Operator Recruitment – The Keolis team has a dedicated driver source to assist with pipeline recruitment for drivers. If necessary, Keolis will also use the Safety Serve CDL Placement Service, which will grant us access to the Safety Serve job board, internal base of applicants, and qualifications process, which will bring us vetted and qualified candidates. Community Outreach – At Keolis, recruitment always begins with community outreach. We know it’s important for our staff to be a reflection of the local population, so we begin recruitment by raising community awareness that we are hiring. Our goal is to engage with the community and find innovative solutions to ensure a broad audience for recruitment to seek potential candidates. We will work with SLO Transit in pursuing additional recruitment pools where possible. Treating employees with respect is fundamental to our success. Transit Operations and Maintenance Services February 2026 Page 64 Veteran Recruitment – Recognizing the value of veterans’ training, skills, ability to handle stressful situations, and profound understanding of teamwork, Keolis contracts with RecruitMilitary, the nation’s largest single-source veteran database, to ensure we achieve the broadest reach possible for veteran recruitment. We are proud to have a high success rate in hiring veterans as an integral part of our workforce. Job Fairs and Hiring Events – Job fairs are an effective recruitment tool because they give us the ability to interact with interested candidates in a casual environment, while also allowing us to communicate specific information in a group setting. Events are promoted via LinkedIn, Facebook, Indeed, CareerBuilder, and additional local employment resources that post announcements in their facilities and on their websites. Job fairs also allow candidates to apply on-site and have an on-the -spot interview with hiring managers, which expedites the process. As we continue to navigate the effects of the COVID-19 pandemic, we can conduct and participate in either virtual or in-person job fairs (or both), depending on SLO Transit’s preferences, to ensure safety for all interested participants. Advertising – We regularly advertise in Transit Talent, Mass Transit Magazine, and local media sources. We also advertise on Indeed, LinkedIn, and CareerBuilder.com as well as sponsoring career-oriented events. Additionally, we partner with PDN, a diversity network, to ensure that we capture candidates from all walks of life as we strive to meet and maintain our values of diversity and inclusion. Data and Marketing Tools – Keolis offers SLO Transit data and marketing tools that allow us to recruit across various social media platforms resulting in capturing a larger pool of candidates. Community Partnerships – Keolis is proud to be an integral part of every community we serve. We have established productive partnerships with several local organizations throughout San Luis Obispo relative to workforce development. Some organizations in the San Luis Obispo community we could partner with include: • SLOCal Careers Center • SLO Partners In addition to our on-site recruiters, members of Keolis’ corporate team will provide support to the local team. Director of Talent Acquisition Adam Smith will provide all aspects of recruiting support and Joseph Fernandez Director of Executive Recruitment will help regarding key personnel recruitment. EMPLOYEE HIRING Once our recruitment team has developed a pool of potential employees using the methods described above – job fairs, internal recruitment, veteran recruitment, etc. – they will screen employees before providing them with a job offer. That process is described below. Once employees are hired, they will begin our training programs, described above in section G.5.22. – Staff Training Program. BACKGROUND SCREENING, MEDICAL TESTS, AND DRUG TESTS Keolis hires a third-party firm to conduct criminal background checks. An applicant is disqualified if they do not meet Keolis or City standards, whichever is stricter. Background checks are conducted in accordance with applicable Equal Employment Opportunity standards, as well as relevant state and federal laws, including, but not limited to, the Fair Credit Reporting Act. Keolis will conduct a review of arrest and conviction records for all jurisdictions in which the applicant has resided in the previous 10 years. DMV records are checked at least every six months for accidents, vehicle code violations, and valid driver’s licenses of all employees whose jobs require them to operate passenger vehicles. Keolis also conducts annual criminal background checks. Candidates in a safety-sensitive position must pass a U.S. Department of Transportation (DOT) physical examination. Transit Operations and Maintenance Services February 2026 Page 65 As a condition of employment, all Keolis employee applicants for a DOT-regulated or safety-sensitive position must also undergo a pre- employment drug test and receive clearance from prior DOT employers. Applicants who have previously failed a drug or alcohol test in a safety-sensitive position will not be considered for employment unless proof of successfully completing a treatment program is provided. Keolis’ evaluation process fully complies with all federal, state, and local laws and regulations regarding drug and alcohol misuse. Our drug and alcohol program aligns with the US DOT revisions to 49 CFR Part 40, Procedures for Transportation Workplace Drug and Alcohol Testing Programs, effective January 1, 2018. We randomly test on an annual basis a minimum of 50% of safety-sensitive employees for illegal drug use and 10% for alcohol misuse, in accordance with 49 CFR Part 655. SELECTION A candidate who meets all requirements is given a provisional job offer. After they pass background screening and drug testing, they begin training. Employees may be subject to a probationary period. During this period, managers ensure that operators continue to meet all standards and determine whether any operator requires additional training. INCUMBENT HIRING Keolis intends to hire as many employees from the incumbent workforce as possible, as long as they are interested and have the appropriate credentials. Keolis also intends to collaborate with the City regarding the transition of the current workforce. Incumbent employees will go through the same process as new hires, described above, including an application, interview, background check, and drug/alcohol check. Incumbent employees will undergo an abbreviated initial training regimen, a one-day orientation. 30. LABOR UNION PLAN Keolis understands that developing positive labor relations and establishing efficient work practices and workplace regulations are necessary to ensure a smooth transition and sustainable pricing. Some of the staff operating SLO Transit services are represented by Teamsters Local No.986. Our Director of Labor Relations, Javier Rodriguez, will actively support the transition process to ensure that positive labor relations can be reached with the union to avoid any disruption of service. We will communicate all agreements and dates with the City. UNION RELATIONSHIP Keolis’ local management team, supported by corporate resources, will proactively address employee concerns before they escalate into formal disputes by fostering a positive and respectful workplace culture. We believe that employees who feel valued, heard, and supported are more engaged and committed to operational success. Every employee’s contribution is recognized as essential to delivering reliable, Case Study: Recent Job Fair Success Job fairs are a highly effective tool in achieving high-volume recruitment. We will leverage our expertise in this area to benefit SLO Transit during the startup process. Job fair recruitment teams are a mix of operational managers and recruitment specialists. They are meant to be a “one-stop shop,” where potential employees can apply, get interviewed, perform drug tests, and, if appropriate, receive a job offer at one location during one day. Ideally, these will be held at the operational facility if it’s available. Otherwise, job fairs will be held at a nearby hotel or similarly accessible building. Recent Keolis job fairs have shown great success at large-scale recruitment: • CapMetro (Austin, TX). Keolis has operated two onsite hiring events at this location since the beginning of 2024. These events have recruited a total of 98 new operators and 55 mechanics. Keolis has shown such success at this location, the client has requested a contract change where Keolis is responsible for employee hiring. • Valley Metro (Phoenix, AZ). Keolis has conducted three hiring events onsite since January 2024. These events have resulted in a total of 237 new operators. • Orange County Transit Authority (CA). Keolis conducted four on-site hiring events between June 2023 and October 2023. These netted a total of 164 new operators and brought about full staffing at the location. • Ft. Lauderdale Airport (FL). Hiring events between June and September 2021 increased our staffing from 70 to 120 employees, a 58% increase in roster size. Transit Operations and Maintenance Services February 2026 Page 66 high-quality transit service, and management will actively reinforce this through consistent communication, fairness, and responsiveness to workplace needs. Central to this approach is Keolis’ Open Door Policy, which ensures that all employees have direct access to management at every level. This policy encourages open communication, constructive feedback, and discussion of any workplace concern, allowing issues to be addressed promptly and transparently. Supervisors and managers are responsible for maintaining an inclusive environment, clarifying workplace practices and decisions, and helping employees resolve concerns or misunderstandings. Employees may elevate issues to higher levels of management or Human Resources when appropriate, ensuring multiple avenues for resolution. Keolis is committed to maintaining a workplace free from discrimination, harassment, and retaliation. All reported concerns will be handled promptly, investigated thoroughly, and kept confidential to the greatest extent possible. Appropriate corrective or disciplinary action will be taken when necessary, and employees are expected to maintain professionalism and confidentiality throughout any investigation process. Through this structured, transparent, and supportive framework, Keolis promotes trust, accountability, and long-term workforce stability. FOSTERING A COMPETITIVE & PRODUCTIVE LABOR ENVIRONMENT Keolis understands the City ’s emphasis on the contractor’s ability to work collaboratively with any labor unions who could eventually represent the SLO Transit workforce. To this end, we will work diligently to ensure a fair, effective, and consistent approach to labor relations. A strong, productive relationship between the contractor and unions ensures a fair and collaborative working environment for our employees, which, in turn, results in a higher quality level of service delivery for SLO Transit passe ngers. Keolis approaches all negotiations to maintain harmonious and peaceful labor conditions that foster a competitive and productive labor environment. Through our negotiations, Keolis has experience negotiating wage adjustments, benefits (including health and retirement), and working condition terms. Keolis has applied lessons learned from decades of operating transportation networks in concert with labor unions. Our approach works to convert promising ideas into potential options by welcoming feedback, input, and advice. We commit to listening to and learning from the Union about their preferred options and developing alternatives for win-win outcomes. We will always negotiate in good faith – focusing on interests and positions. 31. CALIFORNIA LABOR CODE Keolis affirms its commitment to full compliance with California Labor Code Section 1070, which promotes the retention of qualified employees during transitions in public transit service contracts. In alignment with this regulation, Keolis prioritizes minimizing economic disruption for workers by considering the reemployment of qualified personnel from prior contractors for a period of not less than 90 days. This approach reflects our broader commitment to ethical business practices, responsible employment, and community stability. G. 7 – REPORTING Keolis practices a comprehensive reporting methodology as a part of our larger Quality Assurance and Performance Monitoring program discussed in more detail under section G.3 – Operational Approach – 15. Quality Assurance and Performance Monitoring. Transparency and collaboration are critical values that Keolis takes into every partnership we enter. Keolis’ reporting practices for SLO Transit will be customized to meet the specific requirements and needs of the City as a testament to these values. 32. RECORDS AND REPORTING Keolis will comply fully with the City’s daily, weekly, and monthly reporting requirements and will submit all required operational, dispatch, safety, fare, and maintenance reports in the formats and timeframes specified by the RFP. On a daily basis, Keolis will provide written summaries of missed trips, supplemental service, route deviations, bus swaps, road calls, service disruptions, and other operational exceptions, along with any additional data elements requested by the City. Weekly reporting will include original dispatch logs, passenger activity and NTD survey data, schedule adherence reports, farebox and revenue documentation, incident and safety reports, cus tomer comments and complaints, Connexionz logs, vehicle out-of-service tracking, and related supporting documentation. Keolis will also submit comprehensive monthly reports with its invoice by the tenth calendar day of each month, consolidating and reconciling daily and weekly data to ensure accuracy and consistency. Monthly submissions will include detailed operations metrics, on -time performance summaries, collision reporting, and management activity reports, as well as complete maintenance documentation covering mileage, parts usage, fuel consumption, preventive maintenance, warranty work, mechanical defects, and body damage by vehicle. Detailed information on the tools we use for reporting and data analysis, such as our Business Intelligence Suite, Dispatch Control System, and RTA maintenance software can be found earlier in the proposal under section G.3.15 – Quality Assurance and Performance Monitoring. Transit Operations and Maintenance Services February 2026 Page 67 The operations manager will prepare, review, and submit all daily, monthly, weekly, quarterly, annual, and as-needed management reports using a Management Information System (MIS) designed specifically for SLO Transit requirements. Each report will be reviewed by the general manager to ensure completeness, accuracy, and ease of data collection, and will be available electronically via the Keolis SharePoint Foundation application along with a dedicated server. Keolis will not discuss any SLO Transit service issues with the public or media unless authorized by the City in writing. Reports will include the standard reports currently used by the City today, as well as any additional reports that Keolis and City staff determine are necessary to enhance SLO Transit services. We will also provide reports such as ADP payroll, training, and monthly meeting reports. The safety and training programs that Keolis has prepared for the City are designed to minimize accidents and emergencies. However, if an emergency does occur, accurate reporting is vital. Our team will develop an emergency distribution list that immediately notifies key parties if an emergency or media-worthy event occurs. This notification system is seamlessly integrated into our Emergency Response Plan. A sample report from our Cap Metro operations has been included as an attachment. 33. NATIONAL TRANSIT DATABASE (NTD) REPORTING As a long-term provider of FTA-funded transit and paratransit services, Keolis has decades of experience in National Transit Database (NTD) reporting requirements to maintain FTA funding. Our scope of understanding includes best practices for preparing for triennial audit procedures. Keolis staff have maintained certification of our NTD reports for all applicable operations, our professional staff has assisted in training annual contracted auditors, and we have complied with all NTD updated and revised reporting requirements. Providers are required to report annual data on unlinked passenger trips and passenger miles traveled through random sampling according to the requirements in the NTD Reporting Manual. The results must be reported as follows. NTD Reporting Standards Statistic Scope Data Reported Unlinked passenger trips (UPT) Average weekly periods AM peak Mid-day PM peak Average weekly total Average weekday total Average Saturday total Average Sunday total Annual total Passenger miles traveled (PMT) Average weekday total Average Saturday total Average Sunday total Annual total SAMPLING METHODOLOGY NTD standards require that, unless the technology exists to perform 100% counts, sampling techniques must be employed to obtain 95% confidence that passenger miles are within 10% of the estimate extrapolated from the sampling results. Keolis will work with the City to use the Connexionz CAD/AVL system for unlinked passenger trips. For all required sampling data that is not obtainable from in-vehicle technology and/or scheduling/dispatching software, manual sampling techniques will be employed. At intervals which will be defined based on the required quantity of randomly selected trips at the beginning of each fiscal year, Keolis will direct on-board sampling of services to compute statistically valid passenger data for NTD reporting. This may be achieved in-house, or by leveraging surveyors to record data on the randomly selected trips. Randomly sampled trip sheets will be provided, summarized, and reported as required. Transit Operations and Maintenance Services February 2026 Page 68 Keolis will ensure that all reported NTD data meets FTA guidelines and requirements and will adhere to the most recent NTD data collection procedures. Our operations manager will have overall responsibility for this program. The general manager will review, complete, and submit reports as required. 34. ACCIDENT AND INCIDENT REPORTING AND RESOLUTION PLAN In the unfortunate event that an accident occurs, Keolis maintains a robust accident protocol on which our staff are regularly trained. An accident is defined as an impact that results in bodily injury, property damage, physical damage, or death, regardless of the nature, extent, or dollar amount of the injury or damage. We classify accidents as any of the following: • Collision involving a revenue or service vehicle • Accidents and injuries involving passengers or employees • Object-related accidents such as those involving poles, curbs, and signs • Accidents involving bicycles, pedestrians, or other modes of transportation All Keolis staff receive accident and emergency training upon onboarding and in their annual refresher training so that our employees are prepared to execute our accident procedures if needed. Our accident and emergency training explicitly states the roles and responsibilities of Keolis staff through the accident reporting process. Keolis Accident Reporting Roles & Responsibilities Employee Responsibilities Operator Check for injuries and determine if you need to move the bus or evacuate. Next call dispatch (radio) and GM. If you evacuate, call them immediately after the passengers are safe. Make sure you count your passengers and keep them in a safe location at least 100 feet away from the bus. Dispatcher Contact authorities if serious injuries are reported by the operator. Notify road supervisors of details and location so they can immediately mobilize to the scene. Road Supervisor Assess the severity of the accident and determine if it is a serious accident. If serious, immediately contact the VP of Safety & Training and/or the VP of Claims. Ensure that appropriate documentation is gathered to complete the Vehicle Accident Report and the Accident Investigation Kit. Safety & Security Manager Review the accumulated information to determine preventability and ensure that the Vehicle Accident Report is complete. Accident investigation and reporting is not one-size-fits-all. Keolis designs procedures for serious (Critical) and non-serious (General) accidents. Accordingly, provided below are the required actionable items following a motor vehicle accident, based on severity. An example of our vehicle accident report has been included as an attachment . GENERAL ACCIDENT PROCEDURES AND COMMUNICATION TREE CRITICAL ACCIDENT PROCEDURE Our critical accident procedure is designed to address accidents that involve passenger injuries and serious property damage. Upon the occurrence of any accident or incident involving a City vehicle, the employee involved will immediately notify Dispatch by radio or phone, and Dispatch will promptly notify the General Manager. The General Manager will initiate the incident response and ensure that the City is notified in writing within one hour of the occurrence or as soon as practicable thereafter, in accordance with the RFP requirements. Transit Operations and Maintenance Services February 2026 Page 69 An initial written accident or incident report will be prepared and submitted to the City within one business day, documenting the known facts of the event, immediate response actions, and any preliminary findings. Keolis will complete a full investigation and provide the City with a complete written report within five business days of the occurrence. This report will include all required supporting documentation, including available video and audio recordings, a police report or police report number if the report itself is unavailable, and any additional materials relevant to the incident. The report will also document findings, corrective actions, and outcomes, as applicable. Keolis understands that timely and accurate reporting is critical and will adhere strictly to these notification and reporting requirements to ensure full compliance and avoid penalties as described in Appendix J. INVESTIGATION AND FOLLOW-UP PROCESS A complete Accident Investigation Kit must be in the possession of supervisors with primary investigation responsibility. Road supervisors complete a thorough Vehicle Accident Report that will be submitted using Keolis’ cloud-based incident reporting form. This form must be submitted before the end of the shift and no more than 24 hours after the accident occurs. Accident reports will include comprehensive information on: • The accident and operator involved, and • The other driver(s), vehicle(s), witnesses to the accident, and investigating police officer(s). The safety and security manager and general manager will review the accident details to determine preventability as soon as reasonably possible based on the information available through supervisors’ reports, interviews, video footage and pictures, and police reports. Employees involved in incident investigations are required to undergo a drug and alcohol test if reasonable suspicion exists. Follow-up after an incident will include an interview from the safety department, to understand what has happened. A guide for undertaking these interviews will be prepared during start-up. Interviewers will also be trained to manage the often-delicate discussions. Employees involved in what is determined to be a preventable accident will undergo post-accident training and face any other consequences deemed necessary. Employees may be subject to termination following a preventable accident based on the following circumstances: • Three preventable accidents within the previous 24 floating months • Accidents involving extreme bodily injury or property damage • Driving while intoxicated or under the influence of drugs • Possession of an open container of alcohol • Homicide, manslaughter, or assault arising out of the operation of a motor vehicle • Attempting to elude a police officer REFERENCES Number of years engaged in providing the services included within the scope of the specifications under the present business name: . Describe fully three current contracts in performance by your firm that demonstrate your ability to provide the services included with the scope of the specifications. The City reserves the right to contact each of the references listed for additional information regarding your firm's qualifications. Reference No. 1: Agency Name Contact Name Telephone & Email Street Address City, State, Zip Code Description of services provided including contract amount, when provided and project outcome Reference No. 2: Agency Name Contact Name Telephone & Email Street Address City, State, Zip Code Description of services provided including contract amount, when provided and project outcome Page 20 of 155 14 Foothill Transit (Pomona, CA) LaShawn Gillespie (626) 931-7206 lgillespie@foothill.org 100 S. Vincent Ave., #200 West Covina, CA 91790 Fixed Route, Ops & Maintenance $200,356,958 2017-Present Currently operating successfully Victor Valley Transportation Authority (VVTA) (Hesperia, CA) Nancy Goff (760) 995-3599 ngoff@vvta.org 17150 Smoketree Street Hesperia, CA 92345 Fixed Route, Paratransit & Microtransit, Ops and Maintenance $128,524,956 2020-Present Currently operating successfully Reference No. 3: Agency Name Contact Name Telephone & Email Street Address City, State, Zip Code Description of services provided including contract amount, when provided and project outcome Page 21 of 155 Regional Transit Commission (RTC) of Washoe County (Reno, NV) Jim Gee (419) 367-2279 jgee@rtcwashoe.com 2050 Villanova Drive Reno, NV 89520 Fixed Route, Ops and Maintenance $241,980,189 2019-Present Currently operating successfully STATEMENT OF PAST CONTRACT DISQUALIFICATIONS The proposer shall state whether it or any of its officers or employees who have a proprietary interest in it, has ever been disqualified, removed, or otherwise prevented from bidding on, or completing a federal, state, or local government project because of the viola tion of law, a safety regulation, or for any other reason, including but not limited to financial difficulties, project delays, or disputes regarding work or product quality, and if so to explain the circumstances. ◼Do you have any disqualification as described in the above paragraph to declare? Yes ☐ No ☐ ◼If yes, explain the circumstances. Executed on at _______________________________________ under penalty of perjury of the laws of the State of California, that the foregoing is true and correct. ______________________________________ Signature of Authorized Proposer Representative Page 22 of 155 2/19/26 Keolis Transit Services, LLC FORM 1 DEBARMENT AND SUSPENSION CERTIFICATION FORM This certification is required by the regulations implementing Executive Order 12549, Debarment and Suspension, 29 CFR Part 98, Section 98.510, Participants’ responsibilities. The regulations were published as Part VII of the May 26, 1988 Federal Register (pages 19160-19211). (BEFORE COMPLETING THIS CERTIFICATION, READ THE FOLLOWING INSTRUCTIONS WHICH ARE AN INTEGRAL PART OF THE CERTIFICATION) 1.The prospective recipient of Federal assistance funds certifies, by submission of this proposal, that neither it nor its principals are presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any Federal department or agency. 2.Where the prospective recipient of Federal assistance funds is unable to certify to any of the statements in this certification, such prospective participant shall attach an explanation to this proposal. The Proposer shall require that the language of this certification be included in the contract documents for all subcontractors and material suppliers at all tiers, and that all subcontractors and material suppliers shall certify and disclose accordingly. The Proposer certifies or affirms the truthfulness and accuracy of the contents of the statements submitted on or with this certification. In addition, the Proposer understands and agrees that the provisions of 31 U.S.C. §§ 3801 et al. are applicable to th is certification. Name and Title of Authorized Representative Signature Date Page 133 of 155 Fadi Chakbazof, Chief Operating Officer 2/19/26 INSTRUCTIONS FOR FORM 1 1.By signing and submitting this proposal, the prospective recipient of Federal assistance funds is providing the certification as set out below. 2.The certification in this class is a material representation of fact upon which reliance was placed when this transaction was entered into. If it is later determined that the prospective recipient of Federal assistance funds knowingly rendered an erroneous certification, in addition to other remedies available to the Federal Government, the Department of Labor (DOL) may pursue available remedies, including suspension and/or debarment. 3.The prospective recipient of Federal assistance funds shall provide immediate written notice to the person to whom the proposal is submitted if at any time the prospective recipient of Federal assistance funds learns that its certification was erroneous when submitted or has become erroneous by reason of changed circumstances. 4.The terms “covered transaction”, “debarred”, “suspended”, “ineligible”, “lower tier covered transaction”, “participant”, “person”, “primary covered transaction”, “principal”, “proposal” and “voluntarily excluded”, as used in this clause, have the meanings set out in Definitions and Coverage sections of rules implementing Executive Order 12549. You may contact the person to which this proposal is submitted for assistance in obtaining a copy of those regulations. 5.The prospective recipient of Federal assistance funds agrees by submitting this proposal that, should the proposed covered transaction be entered into, it shall not knowingly enter into any lower tier covered transaction with a person who is debarred, suspended, declared ineligible, or voluntarily excluded from participation in this covered transaction, unless authorized by the DOL. 6.The prospective recipient of Federal assistance funds further agrees by submitting this proposal that it will include the clause titled “Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion – Lower Tier Covered Transactions,” without modification, in all lower tier covered transactions and in all solicitations for lower tier covered transactions. 7.A participant in a covered transaction may rely upon a certification of prospective participant in a lower tier covered transaction that is not debarred, suspended, ineligible, or voluntarily excluded from the covered transaction, unless it knows that the certification is erroneous. A participant may decide the method and frequency by which it determines the eligibility of its principals. Each participant may but is not required to check the List of Parties Excluded from Procurement of Non-procurement Programs. 8.Nothing contained in the foregoing shall be construed to require establishment of a system of records in order to render in good faith the certification required by this clause. The knowledge and information of a participant is not required to exceed that which is normally possessed by a prudent person in the ordinary course of business dealings. 9.Except for transactions authorized under paragraph 5 of these instructions, if a participant in a covered transaction knowingly enters into a lower tier covered transaction with a person who is suspended, debarred, ineligible, or voluntarily excluded from participation in this transaction, in addition to the other remedies available to the Federal Government, the DOL may pursue available remedies, including suspension and/or debarment. Page 134 of 155 FORM 2 CERTIFICATION REGARDING LOBBYING ACTIVITIES FORM The undersigned CONTRACTOR certifies, to the best of his or her knowledge and belief, that: 1.No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. 2.If any funds other than Federal appropriated funds have been paid or will be paid to any person for making lobbying contacts to an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form--LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions [as amended by "Government wide Guidance for New Restrictions on Lobbying," 61 Fed. Reg. 1413 (1/19/96). Note: Language in paragraph (2) herein has been modified in accordance with Section 10 of the Lobbying Disclosure Act of 1995 (P.L. 104-65, to be codified at 2 U.S.C. 1601, et seq .)] 3.The undersigned shall require that the language of this certification be included in the award documents for all sub-awards at all tiers (including subcontracts, sub-grants, and contracts under grants, loans, and cooperative agreements) and that all sub-recipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by 31, U.S.C. A 1352 (as amended by the Lobbying Disclosure Act of 1995). Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. [Note: Pursuant to 31 U.S.C. A 1352(c)(1)-(2)(A), any person who makes a prohibited expenditure or fails to file or amend a required certification or disclosure form shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such expenditure or failure.] The CONTRACTOR, ______________________, certifies or affirms the truthfulness and accuracy of each statement of its certification and disclosure, if any. In addition, the Bidder understands and agrees that the provisions of 31 U.S.C. A 3801, et seq., apply to this certification and disclosure, if any. Signature of Contractor’s Authorized Official Name and Title of Contractor’s Authorized Official Date Page 135 of 155 Fadi Chakbazof, Chief Operating Officer 2/19/26 Keolis Transit Services, LLC Review Public Burden Disclosure Statement DISCLOSURE OF LOBBYING ACTIVITIES OMB Control Number: 4040-0013 Expiration Date: 2/28/2025 Complete this form to disclose lobbying activities pursuant to 31 U.S.C. 1352 1.* Type of Federal Action: a. contract b. grant c.cooperative agreement d.loan e.loan guarantee f.loan insurance 2.* Status of Federal Action: a.bid/offer/application b.initial award c.post-award 3.* Report Type: a. initial filing b. material change 4.Name and Address of Reporting Entity: Prime SubAwardee * Name * Street 1 Street 2 * City State Zip Congressional District, if known: 5.If Reporting Entity in No.4 is Subawardee, Enter Name and Address of Prime: 6. * Federal Department/Agency:7.* Federal Program Name/Description: CFDA Number, if applicable: 8. Federal Action Number, if known:9. Award Amount, if known: $ 10.a. Name and Address of Lobbying Registrant: Prefix * First Name Middle Name * Last Name Suffix * Street 1 Street 2 * City State Zip b.Individual Performing Services (including address if different from No. 10a) Prefix * First Name Middle Name * Last Name Suffix * Street 1 Street 2 * City State Zip 11.Information requested through this form is authorized by title 31 U.S.C. section 1352. This disclosure of lobbying activities is a material representation of fact upon which reliance was placed by the tier above when the transaction was made or entered into. This disclosure is required pursuant to 31 U.S.C. 1352. This information will be reported to the Congress semi-annually and will be available for public inspection. Any person who fails to file the required disclosure shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. * Signature: *Name: Prefix * First Name Middle Name * Last Name Suffix Title: Telephone No.: Date: Federal Use Only: STANDARD FORM LLL (REV. 7/1997) Authorized for Local Reproduction FORM 3 Page 136 of 155 N/A **Keolis has no lobbying activities to disclose** Federal Agency Form Instructions Form Identifiers Information Agency Owner Grants.gov Form Name Disclosure of Lobbying Activities (SF-LLL) Form Version Number 1.2 OMB Number 4040-0013 OMB Expiration Date 02/28/2022 Form Field Instructions Field Number Field Name Required or Optional Information 1. *Type of Federal Action:Required Identify the type of covered Federal action for which lobbying activity is and/or has been secured to influence the outcome of a covered Federal action. This field is required. 2. *Status of Federal Action Required Identify the status of the covered Federal action. This field is required. 2-a.a.Bid/Offer/Application Check if applicable Click if the Status of Federal Action is a bid, an offer or an application. 2-b.b.Initial Award Check if applicable Click if the Status of Federal Action is an initial award. 2-c.c.Post-Award Check if applicable Click if the Status of Federal Action is a post-award. 3.0 *Report Type Required Identify the appropriate classification of this report. 3-a.a.Initial filing Check if applicable Check if Initial filing. 3-b.b.Material change Check if applicable If this is a follow up report caused by a material change to the information previously reported, enter the year and quarter in which the change occurred. Enter the date of the previously submitted report by this reporting entity for this covered Federal action. This field is required. INSTRUCTIONS FOR FORM 3 Page 137 of 155 Field Number Field Name Required or Optional Information Material Change Year Conditionally Required If this is a follow up report caused by a material change to the information previously reported, enter the year in which the change occurred. Material Change Quarter Conditionally Required If this is a follow up report caused by a material change to the information previously reported, enter the quarter in which the change occurred. Material Change Date of Last Report Conditionally Required Enter the date of the previously submitted report by this reporting entity for this covered Federal action. 4. Name and Address of Reporting Entity Required Provide the information for Name and Address of Reporting Entity. Prime Check if applicable Click to designate the organization filing the report as the Prime Federal recipient. Subawardee Check if applicable Click to designate the organization filing the report as the SubAwardee Federal recipient. Subawards include but are not limited to subcontracts, subgrants and contract awards under grants. Tier if known: Optional Identify the tier of the subawardee, e.g., the first subawardee of the prime is the 1st tier. Name Required Enter the name of reporting entity. This field is required Street 1 Required Enter Street 1 of the reporting entity. This field is required. Street 2 Optional Enter Street 2 of the reporting entity. City Required Enter City of the reporting entity This field is required. State Required Enter the state of the reporting entity. This field is required ZIP Required Enter the ZIP of the reporting entity. This field is required Page 138 of 155 Field Number Field Name Required or Optional Information Congressional District, if known Optional Enter the primary Congressional District of the reporting entity. Enter in the following format: 2 character state abbreviation – 3 characters district number, e.g., CA-005 for California 5th district, CA-012 for California 12th district, NC-103 for North Carolina’s 103rd district. 5. If Reporting Entity in No. 4 is Subaward, Enter Name and Address of Prime Conditionally Required If Reporting Entity in No. 4 is Subaward, provide the information for the Name and Address of Prime Name Required If the organization filing the report in item 4, checks "Subawardee", enter the full name of the prime Federal recipient. Street 1 Required If the organization filing the report in item 4, checks "Subawardee", enter the address of the prime Federal recipient. Street 2 Optional If the organization filing the report in item 4, checks "Subawardee", enter the address of the prime Federal recipient. City Required If the organization filing the report in item 4, checks "Subawardee", enter the city of the prime Federal recipient. State Required If the organization filing the report in item 4, checks "Subawardee", select the appropriate state from this pull down menu. ZIP Required Enter the ZIP of Prime. This field is required Page 139 of 155 Field Number Field Name Required or Optional Information Congressional District, if known Optional Enter the Congressional District of Prime. Enter in the following format: 2 character state abbreviation – 3 characters district number, e.g., CA-005 for California 5th district, CA-012 for California 12th district, NC-103 for North Carolina’s 103rd district. 6. Federal Department/Agency Required Enter the name of the Federal Department or Agency making the award or loan commitment. This field is required. 7. CFDA Number: Required Enter the full Catalog of Federal Domestic Assistance (CFDA) number for grants, cooperative agreements, loans and loan commitments. Pre-populated from SF-424 if using Grants.gov. CFDA Title: Required Enter the Federal program name or description for the covered Federal action. Pre-populated from SF-424 if using Grants.gov. 8. Federal Action Number Optional Enter the most appropriate Federal identifying number available for the Federal action, identified in item 1 (e.g., Request for Proposal (RFP) number, invitation for Bid (IFB) number, grant announcement number, the contract, grant, or loan award number, the application/proposal control number assigned by the Federal agency). Include prefixes, e.g., "RFP-DE-90-001". 9. Award Amount Optional For a covered Federal action where there has been an award or loan commitment by the Federal agency, enter the Federal amount of the award/loan commitment of the prime entity identified in item 4 or 5. Page 140 of 155 Field Number Field Name Required or Optional Information 10.a.Name And Address of Lobbying Registrant Required Provide the information for the Name and Address of Lobbying Registrant. Prefix Optional Enter the prefix (e.g., Mr., Mrs., Miss), if appropriate, for the Lobbying Registrant. First Name Required Enter the first name of Lobbying Registrant. This field is required. Middle Name Optional Enter the middle name of Lobbying Registrant. Last Name Required Enter the last name of Lobbying Registrant. This field is required. Suffix Optional Enter the suffix (e.g., Jr. Sr., PhD), if appropriate, for the Lobbying Registrant. Street 1 Required Enter the first line of street address for the Lobbying Registrant. Street 2 Optional Enter the second line of street address for the Lobbying Registrant. City Required Enter the city of the Lobbying Registrant. State Required Select the appropriate state of the Lobbying Registrant. ZIP Code Required Enter the Zip Code (or ZIP+4) of the Lobbying Registrant. 10.b.Individual Performing Services Required Provide the information for Individual Performing Services Prefix Optional Enter the prefix (e.g., Mr., Mrs., Miss), if appropriate, for the Individual Performing Services. First Name Required Enter the first name of the Individual Performing Services. This field is required. Middle Name Optional Enter the middle name of the Individual Performing Services. Last Name Required Enter the last name of the Individual Performing Services. This field is required. Page 141 of 155 Field Number Field Name Required or Optional Information Suffix Optional Enter the suffix (e.g., Jr. Sr., PhD), if appropriate, for the Individual Performing Services. Street 1 Required Enter the first line of street address for the Individual Performing Services. Street 2 Optional Enter the second line of street address for the Individual Performing Services. City Required Enter the city of the Individual Performing Services. State Required Select the state for the address of the Individual Performing Services from this pull down menu. ZIP Code Required Enter the Zip Code (or ZIP+4) of the Individual Performing Services. 11. Information requested through this form is authorized by title 31 U.S.C. section 1352. This disclosure of lobbying activities is a material representation of fact upon which reliance was placed by the tier above when the transaction was made or entered into. This disclosure is required pursuant to 31 U.S.C. 1352. This information will be reported to the Congress semi- annually and will be available for public inspection. Any person who fails to file the required disclosure shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. N/A N/A Signature: Required Completed by Grants.gov upon submission. Name: Required Provide the information for the Name of the Certifying Official. Page 142 of 155 Field Number Field Name Required or Optional Information Prefix Optional Enter the prefix (e.g., Mr., Mrs., Miss), if appropriate, for the Certifying Official. First Name Required Enter the first name of Certifying Official. This field is required. Middle Name Optional Enter the middle name of the Certifying Official. Last Name Required Enter the last name of the Certifying Official. This field is required. Suffix Optional Enter the suffix (e.g., Jr. Sr., PhD), if appropriate, for the Certifying Official. Title: Optional Enter the title of the Certifying Official. Telephone No.: Optional Enter the telephone number of the certifying official. Date: Required Completed by Grants.gov upon submission. Page 143 of 155 FORM 4 DRUG-FREE WORKPLACE ACT CERTIFICATION FORM Contractor/Bidder Firm Name: _________________________________________ The contractor/bidder firm named above hereby certifies compliance with Government Code Section 8355 in matters relating to providing a drug-free workplace. The above named will: 1.Publish a statement notifying employees that unlawful manufacture, distribution, dispensation, possession, or use of a controlled substance is prohibited and specifying actions to be taken against employees for violations, as required by Government Code Section 8355 (a). 2.Establish a Drug-Free Awareness Program as required by Government Code Section 8355 (a)(1)(B), to inform employees about all the following: (a)The dangers of drug abuse in the workplace, (b)The person’s or organization’s policy of maintaining a drug-free workplace, (c)Any available counseling, rehabilitation and employee assistance programs, and (d)Penalties that may be imposed upon employees for drug abuse violations. 3.Provide as required by Government Code Section 8355 (a)(1)(C), that every employee who works on the proposed contract: (a)Will receive a copy of the company’s drug-free policy statement, and (b)Will agree to abide by the terms of the company’s statement as a condition of employment on the contract. I, the official named below, hereby swear that I am duly authorized legally to bind the contractor to the above described certification. I am fully aware that this certification, executed on the date and in the county below, is made under penalty of perjur y under the laws of the State of California. Authorized Representative’s Name and Title: _________________________________________ Authorized Representative Signature: _________________________________________ Date executed: ____________________________________ Contractor/Bidder Firm’s Mailing Address: _________________________________________ Federal I.D. Number: _________________________________________ Page 144 of 155 Keolis Transit Services, LLC Fadi Chakbazof, Chief Operating Officer 53 State Street, 11th Floor, Boston, MA 02109 90-0819895 2/19/26 FORM 5 NON-COLLUSION AFFIDAVIT FORM (Title 23 United States Code Section 112 and Public Contract Code Section 7106) State of: ______________________________ County of: ______________________________ _____________________________ (Name) being first duly sworn, deposes and says that he is _____________________________ (Title) of _____________________________ (Company Name) the party making the foregoing bid, that such bid is not made in the interest of, or on behalf oh, any undisclosed person, partnership, company, association, organization, or corporation; that the bid is genuine and not collusive or sham; that said bidder has not directly or indirectly colluded, conspired, connived, or agreed with any bidder or anyone else to put in a sham bid, or that anyone shall refrain from bidding; that the bidder has not in any manner, directly or indirectly, sought by agreement, communication, collusion, or conference, with anyone to fix the bid price of the bidder or any other bidder, or to secure any advantage against the public body awarding the contract of anyone interested in the proposed contract; that all statements contained in the bud are true; and, further, that the bidder has not, directly or indirectly, submitted his or her bid price of any breakdown thereof, of the contents thereof, of divulged information or data relative thereto, or paid, and will not pay, any fee to any corporation, partnership, company association, organization, bid depository, or to any member of agent thereof to effectuate a collusive or sham bid. I certify (or declare) under penalty of perjury under the laws of the State of Massachusetts that the foregoing is true and correct. Executed on _______, 20____, at ____________________, _____________________ (Date) (City) (State) _______________________, ____________________________, ________________________ Printed Name Signature of Authorized Official Title Page 145 of 155 Massachusetts Suffolk Fadi Chakbazof Chief Operating Officer Keolis Transit Services, LLC February 19 26 Boston Massachusetts Fadi Chakbazof Chief Operating Officer FORM 6 TAX LIABILITY CERTIFICATION FORM The Proposer certifies that: 1.It has no unpaid federal tax liability that has been assessed, for which all judicial and administrative remedies have been exhausted or have lapsed, and that is not being paid in a timely manner pursuant to an agreement with the authority responsible for collecting the tax liability; 2.It has not been convicted of a felony criminal violation under any federal law within the preceding 24 months; and 3.It shall require that the language of this certification be included in the award documents for all subcontractors and material suppliers at all tiers, and that all subcontractors and material suppliers shall certify and disclose accordingly. The Proposer certifies or affirms the truthfulness and accuracy of the contents of the statements submitted on or with this certification. In addition, the Proposer understands and agrees that the provisions of 31 U.S.C. §§ 3801 et al. are applicable to th is certification. Title of Company/Firm: ______________________________ Name: ______________________________ Title: ______________________________ Signature: ______________________________ Date: ______________________________ Page 146 of 155 Keolis Transit Services, LLC Fadi Chakbazof Chief Operating Officer 2/19/26 FORM 7 WORKERS’ COMPENSATION CERTIFICATION FORM Labor Code Section 3700 in relevant part provides: Every employer except the State shall secure the payment of compensation in one or more of the following ways: 1.By being insured against liability to pay compensation by one or more insurers duly authorized to write compensation insurance in this State. 2.By securing from the Director of Industrial Relations a certificate of consent to self-insure, which may be given upon furnishing proof satisfactory to the Director of Industrial Relations of ability to self-insure and to pay any compensation that may become due to employees. 3.For any county, city, city and county, municipal corporation, public Owner, public agency, or any political subdivision of the state, including each member of a pooling arrangement under a joint exercise of powers agreement (but not the state itself), by securing from the Director of Industrial Relations a certificate of consent to self-insure against workers’ compensation claims, which certificate may be given upon furnishing proof satisfactory to the director of ability to administer workers’ compensation claims properly, and to pay workers’ compensation claims that may become due to its employees. On or before March 31, 1979, a political subdivision of the state which, on December 31, 1978, was uninsured for its liability to pay compensation, shall file a properly completed and executed application for a certificate of consent to self-insure against workers’ compensation claims. The certificate shall be issued and be subject to the provisions of Section 3702. I am aware of the provisions of Labor Code Section 3700 which require every employer to be insured against liability for Workers’ Compensation or to undertake self-insurance in accordance with the provisions of that code, and I will comply with such provisions before commencing the performance of the work of this Contract. Signed (Contractor) Date Print Name and Title Page 147 of 155 2/19/26 Fadi Chakbazof, Chief Operating Officer SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. INSURER(S) AFFORDING COVERAGE INSURER F : INSURER E : INSURER D : INSURER C : INSURER B : INSURER A : NAIC # NAME:CONTACT (A/C, No):FAX E-MAILADDRESS: PRODUCER (A/C, No, Ext):PHONE INSURED REVISION NUMBER:CERTIFICATE NUMBER:COVERAGES IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. OTHER:$ $ N / A SUBR WVD ADDL INSD THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. $ $ $ $PROPERTY DAMAGE (Per accident) BODILY INJURY (Per accident) BODILY INJURY (Per person) COMBINED SINGLE LIMIT (Ea accident) AUTOS ONLY AUTOSAUTOS ONLY NON-OWNED SCHEDULEDOWNED ANY AUTO AUTOMOBILE LIABILITY Y / N WORKERS COMPENSATION AND EMPLOYERS' LIABILITY ANY PROPRIETOR/PARTNER/EXECUTIVE OFFICER/MEMBER EXCLUDED? (Mandatory in NH) If yes, describe under DESCRIPTION OF OPERATIONS below $ $ $ E.L. DISEASE - POLICY LIMIT E.L. DISEASE - EA EMPLOYEE E.L. EACH ACCIDENT EROTH-STATUTEPER LIMITS(MM/DD/YYYY)POLICY EXP(MM/DD/YYYY)POLICY EFFPOLICY NUMBERTYPE OF INSURANCELTRINSR DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) EXCESS LIAB UMBRELLA LIAB $EACH OCCURRENCE $AGGREGATE $ OCCUR CLAIMS-MADE DED RETENTION $ $PRODUCTS - COMP/OP AGG $GENERAL AGGREGATE $PERSONAL & ADV INJURY $MED EXP (Any one person) $EACH OCCURRENCE $DAMAGE TO RENTED PREMISES (Ea occurrence) COMMERCIAL GENERAL LIABILITY CLAIMS-MADE OCCUR GEN'L AGGREGATE LIMIT APPLIES PER: PRO-JECTPOLICY LOC CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY) CANCELLATION AUTHORIZED REPRESENTATIVE ACORD 25 (2016/03) © 1988-2015 ACORD CORPORATION. All rights reserved. CERTIFICATE HOLDER The ACORD name and logo are registered marks of ACORD HIRED AUTOS ONLY 2/18/2026 Edgewood Partners Insurance Center 1 American Lane Greenwich CT 06831-2560 Certifricate Unit 404-781-1700 certificate@epicbrokers.com License#: 0B29370 ACE American Insurance Company 22667 KEOLAME ACE Property and Casualty Insurance Co 20699Keolis America, Inc. 53 State St. 11th Floor Boston MA 02109 Indemnity Insurance Company of N A 43575 ACE Fire Underwriters Insurance Company 20702 AXIS Insurance Company A X 2,000,000 X 2,000,000 Excluded 2,000,000 4,000,000 X 6/1/20266/1/2025 EACH CLAIM (Fiduciary) EACH LOSS (Crime) $3,000,000 $1,000,000 Y Y Y Y Y Evidence Only Excess Liability - Policy #027734609 - $5M po $10M X $15M - Lexington Insurance Company Excess Liability - Policy #NHA600878 - $5M po $10M X $15M - RSUI Indemnity Deductibles: General Liability - $0 Auto Liability - $0 Workers Compensation - $2,000,000 Professional Liability -$0 Crime - $50,000 Fiduciary - $25,000 Y A 37273 (CONFIDENTIAL MATERIAL ENDS HERE) (CONFIDENTIAL MATERIAL STARTS HERE) (CONFIDENTIAL MATERIAL ENDS HERE) (CONFIDENTIAL MATERIAL STARTS HERE) Form K001 (11/2020) Preventive Maintenance Inspection and Servicing Worksheet – Heavy Duty Page 2 of 8 Form K001 (11/2020) Preventive Maintenance Inspection and Servicing Worksheet – Heavy Duty Page 3 of 8 Form K001 (11/2020) PMI Repairs Worksheet Page 4 of 8 Form K001 (11/2020) Preventive Maintenance Inspection and Servicing Worksheet – Heavy Duty Page 8 of 8 (CONFIDENTIAL MATERIAL ENDS HERE) CONFIDENTIAL CONFIDENTIAL CONFIDENTIAL CONFIDENTIAL -