Grab : ESG Report (Grab ESG Report 2025)
GRAB
Published on 04/16/2026 at 01:32 am EDT
RISING AS ONE
Grab
ESG REPORT 2025
Table of Content
About This Report 3
2025 Key ESG Highlights 4
Group CEO's Lefter 5
About Grb 6
Grb's ESG Strtegy 7
Aw rds nd Accol des 8
ESG Govern nce 9
P rtner: Sust inble P rtner Livelihoods 11
Prioritising Partner Welfare 12
Driving Financial Inclusivity Across the Grab Ecosystem 20
Breaking Barriers for Equal Opportunity 25
Working with Local Regulators 31
Pl ftorm: S fe & Trusted Pl ftorm 33
Enhancing Platform Safety 34
Strengthening Cybersecurity 39
Protecting Data Privacy 41
Responsible AI Governance 43
Enabling Platform Inclusivity and Accessibility 45
Pl net: Resilient & Low C rbon Environment 47
Mitigating Greenhouse Gas Emissions 48
Minimising Air Pollution 59
Managing Water Use Responsibly 60
Advancing Sustainable Packaging Solutions 61
People & Culture: Empowered & Inclusive Workforce 64
Cultivating a Mission-Driven Culture 65
Building an AI-Native Workforce, with Heart 66
Attracting and Retaining Future-Ready Talent 68
Ensuring Employee Well-Being and Safety 69
Public & Community: Empowering Communities Beyond Our Pl ftorm 70
Community Relief and Crisis Response 71
Expanding Access to Education 72
Appendix 74
Metrics nd Indic tors 75
Conventions nd Gloss ry of Terms 92
Grab | ESG Report 2025
About This Report
Group CEO's LeKer
2025 Key ESG Highlights
ESG Governance Partner Plafform Planet People
Public
Appendix
Reporting Scope and Period
This ESG Report presents Grab's sustainability governance, strategy, commitments, and performance for the reporting period 1 January 2025 to 31 December 2025 ("2025"), unless otherwise stated. This is Grab's sixth annual ESG Report since 2020.
Unless otherwise stated, the data and information in this report cover all entities and operations consolidated in Grab's financial
reporting, including our Mobility, Deliveries, Financial Services, and Others segments.
The report is published annually and the reporting currency is US dollars, unless otherwise stated. Certain amounts and percentages may not sum due to rounding. Where applicable, prior-year figures
have been restated to reflect improvements in methodology or data quality.
This report was published on 16 April 2026 on Grab's website at
https://www.grab.com. No physical copies were printed.
Reporting Frameworks
This report has been approved by the Grab Board of Directors and prepared in accordance with the GRI Standards (GRI 1: Foundation 2021). There are currently no applicable GRI Sector Standards for our business. The "Metrics and Indicators" table serves as the GRI Content Index.
Our disclosures are also informed by IFRS S1 and IFRS S2 issued by the IFRS International Sustainability Standards Board (ISSB), building on established investor-focused frameworks including TCFD and SASB Standards.
External Assurance
Since our first annual ESG Report in 2020, Grab has obtained independent limited assurance for selected ESG disclosures.
For 2025, KPMG LLP has provided independent limited assurance on selected ESG data, in accordance with the International Standard on Assurance Engagements 3000 (ISAE 3000)-Assurance Engagements other than Audits or Reviews of Historical Financial Information. The
Independent Limited Assurance Report (here) sets out the scope of data assured, the assurance standards applied, and the procedures performed.
Summary Report
For a summarised version of this report, please visit: https://grb. to/ESGSummary2025. This condensed version provides a high-level overview of Grab's sustainability strategy, key initiatives, and performance highlights for 2025.
Continuous Improvement and Feedback
We remain committed to strengthening our sustainability reporting practices, data systems, and transparency over time.
We welcome feedback from our stakeholders on this report and our sustainability performance. Please direct comments to
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Grab | ESG Report 2025
2025 Key ESG Highlights
Group CEO's LeKer ESG Governance Partner Plafform Planet People
2025 Key ESG Highlights
2025 Key ESG Highlights
$0.8
billion
economic output generated by Grab women driver-partners across Southeast Asia in 2025
>189,000
women and persons with disabilities (PWD) driver-partners earned an income on Grab in 2025, a 40% increase YoY
Breaking Barriers for Equal Opportunity
Creating Safe and Sustainable Earning Opportunities
Driving Financial Inclusion
of active driver-partners are provided with
MSMEs
1 in 4
856,000
MSMEs onbo rded
as merchant-partners, expanding their market reach
earned by driver- and
merchant-partners on the Grab platform, +19% YoY
of 2W driver-partners earn across more than one service on the Grab
platform, diversifying income streams
insurance coverage for work-related
personal accidents
Public
Appendix
of all rides were
completed without any reported
safety incidents
99.9%
$3.2
billion
1
use Merchant AI Assistant,
achieving an average +15% uplift in GMV
of Grab employees are trained to use enterprise AI tools
100%
environmental
projects supported
in loans disbursed, +47% YoY, expanding access to credit for underserved
Minimising Environmental Footprint
Impact Beyond Our Value Chain
Building AI-Native Workforce
of total distance travelled on low-
emission modes, up from 7% in 2024
of single-use packaging waste reduced,
reused or recycled
10,142 tonnes
of Grab full-time employees use AI tools on a
weekly basis
73%
>3,600
school-going children and university scholars supported through
GrabScholar
>210,000
trees planted
>772,000 tCO2e
avoided and removed through
verified community, technology, and nature-based carbon credit projects
1 GMV refers to Gross Merchandise Value.
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Group CEO's LeKer
Group CEO's Lefter
Grab | ESG Report 2025
Group CEO's Letter: Rising as One
At Grab, we have always been defined by our mission. I am often asked what drives us. My answer is simple:
2025 Key ESG Highlights ESG Governance Partner Plafform Planet People
Deepening Inclusion
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Appendix
we succeed when Southeast Asia and our community succeed. Today, we serve over 47 million Monthly Transacting Users-1 in 15 people in the region-but we are still only just scratching the surface of our potential to lift others up.
In 2024, we quantified our contribution at USD 18.8 billion in economic value2. But scale alone is not success. As the world navigates an era of AI and shifting global tides, we must ensure technology acts as a bridge to inclusion, rather than a wall that shuts people out.
Human-Centric AI: Empowering Livelihoods
We believe technology's greatest value is its ability to dismantle invisible barriers and restore the dignity of work. This year, we turned complex AI into "superpowers" for our partners. Our Merchant AI Assistant helped 1 in 4 of our MSME partners-many of whom are first-time digital entrepreneurs-drive a 15% average increase in sales through AI-optimised marketing and operations.
For our driver-partners, "AI with Heart" means reducing the mental load of the road. Tools like Ride Guide use real-time data to help partners navigate more effectively, ensuring their time on the platform is respected and their effort is maximised. By integrating safety and productivity directly into our core technology, we are helping our partners build more resilient livelihoods while moving Southeast Asia forward together.
The Bridge to the Formal Economy
Our ecosystem approach is our most powerful tool for financial inclusion. By leveraging data from our mobility and delivery platforms, our digital banks and GrabFin provide "bridge capital" to those often overlooked by traditional systems. This year, our loan disbursals reached $3.2 billion. 68% of driver-partner borrowers accessed formal credit for the first time through our ecosystem. For many, this isn't just a loan-it's the first time they've been seen by the formal economy, allowing them to build a financial identity that will serve them for a lifetime. This financial identity creates a more stable, productive, and loyal partner base, which in turn reinforces the health of our entire marketplace.
For growth to be sustainable, inclusion must be built into our core business, not treated as an afterthought. In 2025, more than 189,000 women and persons with disabilities (PWD) driver-partners earned an income on Grab-a 40% increase year-on-year. We are also focused on ensuring that the digital world remains accessible to those it often overlooks. By solving for our visually impaired and elderly users through features like Voice Assistant, we are ensuring that everyone in our community can move through their world with independence and dignity. By lowering barriers for underrepresented groups, we are not only driving social impact but systematically expanding our partner supply and strengthening the resilience of our network.
Uplifting the Wider Circle
Our mission reaches beyond our app and into the families we serve. Through GrabScholar, we awarded over 3,600 annual bursaries and scholarships this year. By supporting the children of our partners and the wider communities around them, we are helping to ensure they have the opportunity to lead the Southeast Asia of tomorrow.
We are accelerating toward a low-carbon future, with low-emission vehicles (LEVs) now accounting for 9% of our total distance travelled. Through our in-app Green Programme, which channels contributions from Grab consumers, we have expanded from 5 to 17 projects across the region, spanning technology, community, and nature-based solutions that support a broad ecosystem of partners-including smallholder farmers, non-profit organisations and local communities. We recognise that as we grow, our responsibility grows with us. We are working to ensure that our business success doesn't come at the cost of the environment, but rather fuels the transition to a greener Southeast Asia.
The Road Ahead
Our journey is guided by our "4H" values: Heart, Hunger, Honour, and Humility. We are proud of our progress, but we are far from finished. Transformation at this scale requires more than just one company; it requires the intersection of public mandate and private execution. There is still much work to be done to ensure that every person in Southeast Asia can participate in, and benefit from, the digital future.
Together with our stakeholders and partners, we will continue to stay close to the ground, solving real-world problems and ensuring that as Grab grows, Southeast Asia rises with us. Anthony Tan
Group CEO, Co-Founder
and Chairman, Grab
2 Economic impact studies were conducted in 2024 by independent research agencies across Southeast Asia's six largest economies: Indonesia and Singapore (Oxford Economics), Malaysia (EconWorks), the Philippines (University of Asia and the Pacific), Thailand (Thailand Development Research Institute), and Vietnam (Central Institute for Economic Management). The studies leveraged Grab's 2023 operational data alongside official national statistics and industry reports, focusing on 3 dimensions: (i) contribution to GDP (ii) earning opportunities supported across Grab and Grab's partners' supply chain and (iii) household income supported.
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Grab | ESG Report 2025
Deliveries
53.4%
Mobility
36.2%
Group Revenue
Financial Services
10.3%
Others
0.1%
billion
$3.37
Our diversified business model enables resilient growth across multiple service verticals.
FY2025 Results
Diversified Platform Ecosystem
Monthly Transacting Users
47 million
8 countries
>900 cities
Indonesia
Malaysia
Singapore
Philippines
Myanmar
Vietnam
Thailand
Cambodia
Grab is a leading superapp serving consumers, driver-partners, and merchant-partners across Southeast Asia through mobility,
deliveries, and financial services.
Powering Southeast Asia's Digital Economy
About Grab
Group CEO's LeKer
2025 Key ESG Highlights
Fixed-Term Contract Employees
Temporary Agency Workers
1,242
3,956
Full-Time Employees
12,012
Operating with a strong focus on digital innovation
and responsible AI adoption across our organisation.
Workforce & Innovation
ESG Governance Partner Plafform Planet People
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Appendix
Mobility & Deliveries
Grab
Financial Services
GrabFin
Retail
3
Key Brands Across Our Ecosystem
3 Grab holds less than 50% equity interest in PT Super Bank Indonesia.
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Grab's ESG Strategy:
An Economic Impact Flywheel
Grab's ESG strategy is embedded in our business model and anchored in our mission. We focus on strengthening partner welfare, advancing financial inclusion, building a safe and trusted platform, and reducing
Group CEO's LeKer
2025 Key ESG Highlights
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Empowered Partners & Consumers
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Appendix
environmental impact across our ecosystem.
By enabling safer products, equitable access to livelihood opportunities, and responsible financial services, we strengthen Southeast Asia's resilience and long-term growth.
We believe business success and social progress go hand in hand-when Southeast Asia thrives, so does Grab.
Expands Economic
Opportunity
Strengthens Economic Well-Being
A
Sustainable
& Inclusive Grab Ecosystem
Drive Southeast Asia
Forward through Economic Empowerment
Socioeconomic Growth & Stability
A Thriving & Resilient Southeast Asia
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2025 Awards and Accolades
Group CEO's LeKer
2025 Key ESG Highlights
ESG Governance Partner Plafform Planet People
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Appendix
Sustainability Ratings
MSCI: Retained MSCI "AA" rating since 2022
Morningstar Sustainalytics:
ESG Risk Rating of 17.1; assessed as low risk4
Corporate Excellence and Brand Leadership
Grab
Mobility 20 2025 (Fastest-Growing Mobility Brand in the World) - Brand Finance
Southeast Asia Top 50 Brands - Campaign Asia
Asia's Best Ride-Hailing App - World Travel Tech Awards
GXBank
ESG Memberships and Associations
United Nations Global Compact (UNGC) (Participant) - United Nations
EP100 Energy Efficiency Initiative
(Member) - The Climate Group
Women's Empowerment Principles (Signatory) - UN Women & UN Global Compact
Net Zero Carbon Buildings Commitment (Signatory) -
World Green Building Council (WorldGBC)
PACT: No Plastics in Nature by 2030 (Pledger) - World Wide Fund for Nature (WWF)
Top Digital Banks in Asia - The Banker
Virtual Bank of the Year (Malaysia) - Asian Banking and Finance Retail Banking Awards
AI & Machine Learning Initiative of the Year (Malaysia) -
Asian Banking and Finance Retail Banking Awards
Best Gen AI Risk Management Initiative - The Digital Banker Global Retail Banking Innovation Awards
People, Workplace, and Culture Excellence
Grab
Best Companies to Work for in Asia (Vietnam & Malaysia) - HR Asia
One of Philippines' Best Employers (3rd Consecutive Year) - Philippine Daily Inquirer
Great Place to Work® Certification (Thailand & Indonesia) - Great Place to Work
Excellence in Digital Bank Growth - Paynet's Malaysian e-Payments Excellence Awards (MEEA) 2025
Most Innovative Debit Product and Fastest Growing Digibank -
Mastercard Malaysia Customer Forum
GXS Bank
Best Digital Lending Service (ASEAN) - The Digital Banker Global Retail Banking Innovation Awards
Best Data Analytics Initiative - The Digital Banker Global Retail Banking Innovation Awards
Jaya Grocer
Supermarket of the Year (Malaysia) - Retail Asia Awards
GXBank
Employer of the Year - HR Excellence Awards (Malaysia)
GXS Bank
HR Excellence Award Singapore - Best HR Team (Silver)
4 As of October 2025, Grab received an ESG Risk Rating of 17.1 from Morningstar Sustainalytics and was assessed to be at low risk of experiencing material financial impacts from ESG factors. In no event the Grab ESG Report 2025 shall be construed as investment advice or expert opinion as defined by the applicable legislation.
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ESG Governance
Governance Level
Board of Directors
Audit
Committee
Executive Committee
Group
Sustainability
Business Units & Subsidiaries
Board of Directors
Audit Committee
Chief Executive Officer (CEO)
ESG Responsibilities and Oversight Structure
Group CEO's LeKer
2025 Key ESG Highlights
ESG Governance
ESG Govern nce
Partner Plafform Planet People
Public
Appendix
ESG Responsibility
Provides oversight of material ESG topics and long-term sustainability strategy.
Monitors ESG performance, material risks, and reporting cadence on behalf of the Board.
The Executive Committee (EXCO), comprising C-suite leaders, integrates ESG considerations into business planning and strategic decision-making. The CEO has overall executive
accountability for ESG performance.
Leads ESG strategy coordination and Group-level reporting across Grab's operating markets and subsidiaries. Responsibilities include data consolidation, target alignment, and cross-functional
implementation. The function reports directly to the CEO, with a dotted reporting line to the COO/
President.
Implements ESG initiatives and reports performance within respective business units and entities. For regulated entities (e.g. GXS Bank and GX Bank), ESG governance and reporting are managed at
the entity level in accordance with regulatory requirements, with alignment to Group-level strategy.
Chief Operating Officer (COO) & President
Group Head of Marketing,
Sustainability, Loyalty & Support
Group Sustainability
Business Units & Subsidiaries
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ESG Governance
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Board and Management Oversight
Effective ESG integration requires strategic oversight at the highest level of the organisation. Grab's Board of Directors provides oversight of material ESG topics to ensure alignment between sustainability
priorities, long-term value creation, and our mission in Southeast Asia.
The Board reviews ESG strategy, key risks, and performance metrics on a regular basis. Management is responsible for implementing ESG
initiatives across business functions, supported by a formal governance structure with clearly defined roles, responsibilities, and reporting
cadence. This framework enables timely monitoring of performance and informed decision-making to advance Grab's ESG objectives.
The Board receives updates on material ESG topics according to the following reporting cadence:
Reported Quarterly
Platform Safety
Data Privacy and Cybersecurity
Governance and Ethics
Reported Bi-Annually
Socioeconomic Impact
Partners' Welfare
Greenhouse Gas Emissions
Sustainable Packaging Solutions
People and Culture
Reported Annually
ESG Report and Programmes
Board Skills and Competencies
The Board comprises individuals with diverse professional backgrounds and complementary expertise to support effective oversight and long-term value creation.
As of 31 December 2025:
62.5% of Board members are independent
Average Board tenure is 3.6 years
100% Board meeting attendance
Board competencies include:
2 directors with experience in sustainability and human capital management
3 directors with experience in government policy and regulatory affairs
4 directors with financial and accounting expertise
These capabilities are complemented by experience in global
leadership, technology and digital innovation, and oversight of high-growth businesses. Together, this collective mix of competencies supports the Board's oversight of material ESG risks and
opportunities alongside strategic and financial priorities.
Information on Grab's Board of Directors is available on Grab's Investor Relations website.
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Our Approach:
Prioritising Partner Welfare
Driving Financial Inclusivity Across the Grab Ecosystem
Breaking Barriers for Equal Opportunity
Working with Local Regulators
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Prioritising Partner Welfare:
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Providing Sustainable Livelihood Opportunities
Our ecosystem of mobility, deliveries, and financial services utilises technology to create a resilient marketplace, unlocking new demand and sustainable growth, ensuring our partners are not just participating in the digital economy, but thriving within it. From increasing demand, improving productivity,
diversifying earning opportunities, to expanding access to financial inclusion, we empower our partners to build financial independence for themselves.
2025 Highlights
47 million
Monthly Transacting Users,
a 14% increase YoY
Grab enables fair and sustainable earning opportunities for driver-partners
We are committed to ensuring our driver-partners achieve sustainable livelihoods through improved earning efficiency. By leveraging our integrated ecosystem, we maximise the value of every hour spent on the road.
increase in average driver-partners' earnings per online hour (EPOH) YoY, reflecting
improved earnings efficiency on the platform6
These outcomes were supported by a combination of ecosystem-wide measures:
Productivity and Demand Optimisation
Diversified Earnings for Income Resilience
Cost Support and Operational Savings
Insurance Coverage and Partner Support
Enabling MSMEs to Grow in the Digital Economy
Empowering Partners Through Skills Development
Engaging Partner Communities and Building Long-Term Trust
Includes earnings by driver-partners and merchant-partners. 'Driver-partner earnings' is defined as the fare, bonuses, tips and fees, net of commission.
'Merchant-partner earnings' is defined as the total order bill, including taxes charged by the restaurant/merchant net of commission, Grab advertising spend and promotion costs.
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Driver-partner earnings may vary across markets and periods due to factors such as demand seasonality, external conditions (e.g. weather events, traffic disruptions and fuel price fluctuations), and driver-partner operating patterns and platform participation (e.g. time of day, hours driven).
$15.3 billion
in total partner earnings5, a 19%
increase YoY
Grab | ESG Report 2025
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Productivity & Demand Optimisation
GrabUnlimited
Driving repeat usage, with subscribers transacting
3.7X more frequently than non-subscribers.
GrabCar Saver
A lower-fare ride option by matching passengers with nearby driver-partners who may have slightly longer estimated arrival times.
GrabFood Saver
Batched or longer waiting time delivery options that have led to a 1.8X higher average order
frequency among Saver users7.
Affordability Services to Drive Consumer Demand
GrabMaps & ETA Accuracy
Proprietary navigation tools that provide shorter, more efficient routes, and more precise arrival estimates.
Smart Batching & Back-to-Back Jobs
Enhancing efficiency by grouping orders
and reducing travel distance between jobs.
Demand Optimisation Features & Algorithms
GrabFood Locker
Streamlining pickup and drop-off to improve delivery turnover.
Ride Guide
Predicted real-time demand to offer personalised repositioning guidance, reducing idle time.
AI Driver Companion
A personalised in-app support feature that guides drivers towards improving earnings efficiency.
Productivity Tools & AI Insights
High-Value Deliveries
We have introduced features like Priority, Islandwide Delivery, and Large Orders, allowing delivery-partners to benefit from more lucrative order types.
Niche Mobility Verticals
Specialised services such as GrabPets, GrabFamily, and GrabAssist allow partners to serve diversified, high-value consumer needs.
Advance Booking & Premium Rides
Unlocking higher fares through time-sensitive and luxury traveller services.
Higher-Value
Earning Opportunities
Diversified Earnings for Income Resilience
The Grab ecosystem is designed to provide multiple revenue streams, reducing partner dependency on a single service type. This diversification is key to earnings resilience:
76%
Multi-Service Adoption: 76% of 2-wheel (2W) driver-partners now actively earn across more than one service on the Grab
platform (e.g. combining Food, Mart, Express, and/or Mobility)
7 Based on data from the fourth quarter of 2025.
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More Services,
More E rning Opportunities
When Đậu Hải Duyên joined Grab in 2019, he had one simple hope: to ease the pressure of monthly expenses and give his children a chance at university. His fixed income was not enough to cover a housing loan and rising education costs, and the financial strain weighed heavily on him.
As a two-wheeler driver-partner, he quickly realised that opportunity did not come from doing just one thing. It came from staying flexible.
During the morning rush, he transported commuters on GrabBike.
At lunch and dinner, he delivered meals and groceries through
GrabFood and GrabMart. In between, he accepted parcel deliveries on GrabExpress. By switching between services throughout the day, he kept himself busy and reduced idle time.
The result was not just higher earnings, but more stable earnings.
Over time, that stability changed everything. Hải Duyên paid off his mortgage in full and supported both of his children through university.
I stopped w iting for opportunities nd st rted creting them by providing the multiple services
"
tht Grb offers. Seeing my children in university nd knowing our home is
truly ours is pride I c n't
describe-it's future I once thought w s out of re ch."
Đậu Hải Duyên
Grab delivery-partner Vietnam
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Cost Support and Operational Savings Insurance Coverage and Partner Support
We actively work to lower the barrier to entry and the cost of doing business for our partners:
We prioritise the welfare, safety, and resilience of our driver-partners through comprehensive insurance coverage, strengthened social protections, and structured emergency response mechanisms.
GrabBenefits
A comprehensive rewards programme that provides subsidies and
cost savings on essential operational expenses, including targeted fuel and EV charging support, vehicle maintenance packages, and mobile
connectivity plans.
EV Rental
The GrabRental EV programme in Indonesia and Thailand has reported significant reductions in energy and maintenance costs for driver-
partners, with some driver-partners reporting savings of up to 50% in operational costs compared to internal combustion engine (ICE) vehicles in those markets.
Performance Recognition
Targeted festive bonuses, such as the Bonus Hari Raya (BHR) in
Indonesia, recognise selected driver-partners based on exceptional service quality and high productivity.
Insurance and Social Protection
Regional
100% of driver-partners are covered by work-related accident insurance across all operating markets.
Singapore
In alignment with Singapore's Platform Workers Act, we integrated Work Injury Compensation Act (WICA) coverage and medical
leave provisions. As a member of the Platform Workers Trilateral Group, Grab collaborates with the government and unions on
sector-wide welfare and regulatory matters.
The Philippines
Grab and MOVE IT became the first moto-taxi platform to
collaborate with the Philippine government, through the Home Development Mutual Fund (HDMF), to subsidise Pag-IBIG Fund contributions for top-performing rider- and driver-partners, enabling access to housing loans and government-backed
savings programmes.
Indonesia
Under the Grab for Indonesia programme, Grab allocated Rp100 billion (~US$5.9 million) to fund BPJS Ketenagakerjaan contributions, annual holiday bonuses, and skills development
via GrabAcademy, strengthening worker welfare in the platform economy.
Driver Safety & Emergency Response
Beyond financial protections, we prioritise the physical safety and operational security of our partners through structured safety
systems and crisis response capabilities that complement our 24/7 in-app safety features.
The Philippines
Grab activated its Emergency Response Unit (ERU) during major incidents, working closely with emergency services to support partners and passengers during natural disasters and extreme weather events, including multiple typhoons in 2025.
Indonesia
During periods of civil unrest in 2025, we deployed the Grab Emergency Response and Crisis Engagement Programme
(GERCEP), providing medical and psychological support, operational assistance, and real-time high-risk area alerts to driver-partners via the app.
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Enabling MSMEs to Grow in the Digital Economy
Market Access & Omnichannel Growth
We are committed to being the partner of choice for MSMEs, helping them expand beyond their physical storefronts by connecting them to demand, digital tools, and financial solutions-all within one integrated platform.
We leverage our integrated platform to accelerate growth and resilience for merchant-partners through several strategic levers:
856,000
Micro, small, and medium businesses (MSMEs)
onboarded onto the Grab platform in 2025, +44% yoy
Boost omni-channel demand and earning opportunities:
Online:
Features like Group Orders and Large Orders encourage larger average order sizes by streamlining collective ordering, while GrabMore allows consumers to add-on items from merchants along a partner's route for an ongoing order.
Offline:
Dine out deals encourage customers to visit physical stores, while Reservations allow
users to book tables directly through the
Grab app, digitising the in-store experience.
Marketing Channels and Tools to increase discoverability:
GrabAds Marketing Manager:
A self-serve tool that enables MSMEs to run high-impact campaigns with ease.
Sales Insights:
Provide data-driven growth strategies to help merchants optimise their offerings and inventory.
Curated selection programs:
Initiatives like '5-Star Eats' highlight top-rated, highly trusted
restaurants backed by real reviews with an in-app badge, while 'Local Life' provides an in-app local discovery experience with photos, videos, and guides created by Grab and its users.
Curated selection programmes
Initiatives like '5-Star Eats' highlight top-rated, highly trusted
restaurants backed by real reviews with an in-app badge, while 'Discover' provides an in-app local discovery experience with
photos, videos, and guides created by Grab and its users.
Sales insights
Provide data-driven growth strategies to help merchants optimise their offerings and inventory.
GrabAds Marketing Manager
A self-serve tool that enables MSMEs to run high-impact campaigns with ease.
Marketing channels and tools to increase discoverability:
Offline
Dine Out Deals encourage customers to visit physical stores, while Reservations allow
users to book tables directly through the
Grab app, digitising the in-store experience.
Online
Features like Group Orders and Large Orders encourage larger average order sizes by streamlining collective ordering, while GrabMore allows consumers to add on items from merchants along a partner's route for an ongoing order.
Boost omnichannel demand and earning opportunities:
1. Market Access & Omnichannel Growth
Harnessing Ecosystem Synergies
Beyond providing access to the digital economy, Grab supports merchant-partners with a comprehensive suite of solutions that strengthen growth and resilience.
47%
of total MSMEs leverage two or more merchant solutions provided by Grab's
ecosystem to drive growth8
8 MSMEs refer to micro, small and medium enterprises, mapped to Grab's internal merchant segments (mid-market and long-tail). Solutions refer to Grab's marketing, financial and omnichannel tools.
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2. Operational Excellence & Digital Enablement
Merchant AI Assistant (MAI)
1 in 4 MSMEs utilised the MAI and
experienced an average 15% increase in GMV via AI-optimised marketing,
menu management, and operational
improvements9.
Integrated Payments Solution
A seamless suite including POS integration, in-store card and QR code acceptance,
PayLater instalments, and next-day
settlement to improve merchant cash flow and consumer checkout speed.
From F mily Recipe to Citywide Recognition
Mylene Estrella's love for baking began in her grandmother's neighbourhood bakeshop, where she
learned the family's 50-year-old ensaymada recipe. In 2011, Mylene and her daughter-turned-partner, Dien transformed this cherished tradition into a premium gifting concept, founding Mylene's Ensaymada and Banana Cake.
While the recipe was rooted in tradition, scaling the business required a digital leap. By partnering with Grab, they expanded beyond their local storefront to reach customers across Manila. Over time, the bakeshop earned Grab's 5-Star Eats badge, a recognition awarded to top-rated merchants based on
customer reviews. The pair also leveraged Grab's Marketing Manager tools to reach new customers and secured a Grab business loan to support expansion.
Today, what began as a small family passion has grown into a thriving enterprise with 17 stores across Manila. Through Grab's ecosystem of tools and services, the pair have been able to scale the business while preserving the family recipe that started it all.
Specialised MSME Insurance
Bespoke protection through products like Grab Business Cover (available in Thailand), which covers fire, floods, and business interruption to ensure long-term resilience.
Merchant Cash Advance
Providing quick access to working capital for business expansion or inventory restocking.
3. Financial Access & Risk Protection
9 Utilisation rate as at December 2025. GMV uplift estimated using a Difference-in-Differences (DiD) analysis comparing engaged merchants (Aug-Oct 2025) with a matched control group.
Our ensaymada w s inspired by our f mily tr ditions, nd Grb gve us the pl ftorm to turn tht f mily tre sure into recognised br nd. Through their m rketing tools nd fin nci l support, we've been ble to
"
"
sc le with confidence, proving tht even tr dition l business c n find m ssive future online.
Mylene Estrella
Grab merchant-partner and owner of Mylene's Ensaymada and Banana Cake The Philippines
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Grab | ESG Report 2025
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1. Platform Skills
For driver-partners: Focuses on enhancing platform proficiency, road safety, and customer service excellence, including
courses such as English
language training.
For merchant-partners: Covers digital tools and GrabMerchant app functionalities to improve operational efficiency, customer engagement, and sales
performance.
Empowering Partners Through Skills Development
Through GrabAcademy, we equip driver-partners and merchant-partners, particularly MSMEs with lifelong learning and upskilling opportunities-delivered both online and offline-to strengthen their economic resilience and pursue their goals.
In 2025, more than 1.5 million driver-partners completed at least one GrabAcademy course.
Our partners have diverse aspirations. Some rely on Grab as their primary livelihood and focus on enhancing service performance. Others are in employment transitions, while some use Grab as a flexible income source alongside other pursuits. To support these different needs, GrabAcademy is structured around three core pillars:
Builds foundational digital and financial literacy skills, including digital content creation, scam awareness, and fraud prevention, as well as budgeting and savings management, self-defence, and vehicle maintenance.
2. Personal & Professional Development
Creates pathways to new opportunities through vocational certifications, access to higher education, and specialised training programmes, including the Autonomous Vehicle (AV)
Safety Operators programme
launched in Singapore in 2025.
3. Career Mobility
From Driver-P rtner to AV Pioneer
When Sarah Binte Ahmad joined Grab, she was looking for flexible work that allowed her to care for her four children. Driving gave her that balance-but when the transport landscape began to evolve, she chose to evolve with it.
In 2025, Sarah enrolled in Grab's Autonomous Vehicle (AV) Safety Operators programme in Singapore. Through specialised training, she transitioned from traditional driving into a new role supporting Grab's fleet of 11 autonomous vehicles.
Today, she is Grab's first woman AV Safety Operator, part of a pioneering group of more than 20 former driver-partners who have stepped into these specialised safety roles.
Rather than being sidelined by technological change, Sarah became part of it-building new skills, new confidence, and a new career pathway within the mobility ecosystem.
"
I'm proud to know I'm not just driver nymore, but pioneer in technology tht could ch nge our cities.
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It's given me new kind of confidence-not just in my skills, but in the future I m building for my f mily s we drive the future of tech together.
Sarah Binte Ahmad AV Safety Operator Singapore
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Appendix
Engaging Partner Communities and Building Long-Term Trust
We view partner engagement as a core risk management and governance priority. We actively listen, engage, and respond to concerns to address issues early, mitigate risks, and ensure our policies reflect partner realities.
Focus Area
Initiatives
What This Means
Collaborative Approach
to Policies and Product Development
User Insights & Research
We leverage focus groups, quantitative research, and internal data to design solutions grounded in real user needs. New features are piloted before scaling to validate impact and refine implementation. In 2025, to develop our AI Voice Assistant for visually impaired users in Singapore, we collected over 90,000 voice samples from
Grabbers and members of the public to train the model for localised accents. Members of the Singapore Association for the Visually Handicapped (SAVH) also participated in focus groups and product testing, ensuring the feature was designed to address real accessibility needs.
Pilot Testing & Iterative Rollouts
Proactive Training & Communication
We equip partners with timely guidance on new features and policy updates through GrabAcademy and multi-channel communications (e.g. Grab Driver and Grab
Merchant App, email, messaging apps, and social media). Where new capabilities are required, we also provide targeted hands-on training. In preparation of the December 2025 launch of GrabAssist in Malaysia, a service supporting passengers with physical disabilities and the elderly, nearly 100 driver-partners were trained by certified care providers, with support from the Malaysia Federation of the Deaf (MFD) and the Malaysian Association of E-Hailing Drivers with Physical Disabilities (PPEOFM).
Continuous Feedback Mechanisms
Open Dialogues &
Community Sessions
Informal gatherings, merchant roadshows, and workshops create space for direct engagement and regular feedback between partners and Grab employees, such as 'Kopdar' (Indonesia) and 'Teh Tarik' sessions (Malaysia).
Grab Partner Centres
On-ground centres provide hands-on operational and technical support for driver- and merchant-partners regionally.
GrabSupport
Multi-channel support across the Help Centre, hotline, chat, and social media to provide timely issue resolution.
Performance & Satisfaction Trackers
Regular surveys measure sentiment and experience, including Net Promoter Score (NPS) and Driver Satisfaction Score (DSS), to inform platform improvements.
Immersions for On-Ground
Truths
Regular Market Visits
Board members, leadership teams, and employees engage directly with partners and users through regular on-the-ground visits.
New Joiner Learning Experience
New employees participate in immersion experiences during onboarding to build a first-hand understanding of partner realities.
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Grab | ESG Report 2025
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Driving Financial Inclusivity Across the Grab Ecosystem
Grab advances financial inclusion across Southeast Asia through Grab Financial Group-comprising GrabFin, OVO and digital banks, GXS Bank and GXBank. By leveraging alternative data not typically visible to traditional institutions, we design tailored solutions for partners and consumers with irregular earnings or limited credit histories.
Our approach goes beyond access to capital: we support credit building, reduce reliance on informal lenders, and strengthen long-term financial resilience of underserved communities by providing affordable and responsible financial products. As at year-end 2025, Grab's net loan
portfolio stood at USD 1.2 billion, exceeding our USD 1 billion target and reflecting sustained scale within our ecosystem.
2025 Highlights
Group CEO's LeKer
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ESG Governance Plafform Planet People
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Appendix
in loans disbursed (+47% YoY),
expanding access to credit for the underserved
active driver-partners
has a loan with Grab
of driver-partner borrowers accessed
formal credit for the first time10
10 Source: Ipsos and Grab (2025), Impact Assessment of Grab's Lending Products for Driver-Partners. This figure refers to individuals who are "Unserved" (without a bank account; World Bank) or "No File" (with a bank account but no credit products, defined here as mortgage, credit card or personal loan, broadly aligned with Experian's definition). All survey-based findings in the "Driving Financial Inclusivity Across the Grab Ecosystem" section are derived from this study unless otherwise stated.
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Disclaimer
Grab Holdings Ltd. published this content on April 16, 2026, and is solely responsible for the information contained herein. Distributed via Public Technologies (PUBT), unedited and unaltered, on April 16, 2026 at 05:31 UTC.