ESG REPORT 2023

Serving more people, better
T of Content
Group CEO’s Letter 03
About Grab 04
2023 ESG Highlights 05
Building a Sustainable Impact Wheel 06
The Grab Impact Flywheel 07
ESG Governance 08

Partner: Sustainable Partner Livelihoods 11

Gig work: Accessible and flexible earning opportunities for everyone 12
Creating a sustainable gig economy for all 13
Serving more consumers to boost partner earning opportunities 17
Improving productivity to help driver-partners complete more orders with less effort 18
Improving financial inclusion for the underserved 19
Empowering MSMEs with tools to grow their business 22
Uplifting partners' communities through the GrabForGood Fund 23

Platform: Safe & Trusted Platform 24

Platform safety 25
Cybersecurity 27
Data privacy 28

Planet: A Lasting Planet 29

Greenhouse gas emissions 30
Climate risk and opportunities 39
Sustainable packaging solutions 41

People & Culture 42

ESG Metrics & Indicators 46

 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Group CEO’s Leer

In 2023, Grab picked up pace towards our mission by strengthening efforts to income inequality and escalating climate change impacts. To address them, Grab Developing holistic solutions is not always easy. To guide us in our
serve more people, better. will continue to embed environmental, social and governance (ESG) journey, we will actively seek ground truths and maintain robust
considerations in all aspects of our business. For us, not only is this the right thing corporate governance. In 2023, we strengthened the Board and
As a result, we grew our user base – as at year end, 35.5 million people leverage to do, but it also makes business sense. When communities thrive, they spur a leadership’s oversight of ESG initiatives, by ratifying the process and
our platform to eat, ride and pay every month. We also onboarded over one million virtuous positive impact cycle for businesses. updating the Audit Committee Charter. And more recently, we increased
driver-partners and 500,000 micro, small and medium enterprises (MSMEs), the number of independent directors on the Board.
bringing our total number of registered partners and Kios agents to more than 13 In this spirit, we will be doubling down on win-win-win
Ultimately, Grab is incredibly excited about the future of Southeast Asia.
million. Meanwhile, total transaction volumes on our platform grew by 16% solutions, which balance the economic, societal and
year-on-year, while driver-partners' earnings per transit hour increased by 9% That said, we recognise that the opportunities and challenges ahead are
environmental outcomes. bigger than any single company can navigate alone; so we are
year-on-year.
committed to engaging all our stakeholders, including government,
Let me share a few examples of such solutions we worked on in 2023:
We achieved these outcomes by applying our deep understanding of Southeast industry, and community partners in our journey. With all of us learning,
• Our affordable food delivery option ‘Saver’ not only enables us to serve more
Asia, as well as our technology and data capabilities. More specifically, we made working and boldly inventing together, we have every confidence that
cost-conscious users, but also increases earning opportunities for our driver-
our ecosystem more accessible by expanding our range of affordable solutions. we will be able to scale our impact for our people and our region.
and merchant-partners as well as reduces greenhouse gas emissions: ‘Saver’
We also grew our driver-partners’ earning opportunities by improving their
allows users to opt for lower delivery fees in exchange for longer delivery periods.
productivity. And we supported the growth of MSMEs by enhancing our digital
This increases the odds of batching orders, which allows driver-partners to earn
tools to help everyday entrepreneurs better run their businesses.
more as they fulfil more orders per transit hour, and lowers the level of
greenhouse gas emissions tied to each order delivered as shorter distances are
Significantly, we made progress on our mission, while crossing several business
covered. This is done without impact to consumer satisfaction, with net promoter
milestones. As economies fully reopened and travel resumed, our mobility
scores for Saver orders remaining as high as that for non-Saver orders. In 2023,
business rebounded, and has since exceeded pre-Covid levels as we exited 2023
we rolled out ‘Saver’ to our six core markets.
in terms of gross merchandise value (GMV). Meanwhile, our deliveries segment
Anthony Tan
showed resilience amidst rising inflation, and we grew our category leadership
• Our electric vehicle (EV) rental programmes support decarbonisation, while Group CEO, Co-Founder
position in all our core markets. Our Group also achieved positive Adjusted Free and Chairman, Grab
providing our driver-partners with access to affordable vehicles, which in turn
Cash Flow for the first time in the fourth quarter of 2023.
improves our driver supply: Across Southeast Asia, there are many who want to
make a living as driver-partners, but are unable to own vehicles due to high cost
Looking forward, there is still so much more we hope to do for Southeast Asia.
barriers. In Indonesia and Thailand, our driver-partners can sign up for our ‘Drive
Given geopolitical tensions and macroeconomic uncertainties coupled with
to Own’ schemes, which allows them to own EVs without downpayment and
increasingly intense weather events, some of the most pressing concerns
secure loans readily, based on their driving record on our platform. They are also
anticipated for the region in 2024 include rising unemployment, deepening
allowed to pay for their loans with daily instalments.

03
 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

About  Connecting Southeast Asians

to everyday services
Grab is a leading superapp that impacts millions of lives everyday by transforming
how people move, consume daily necessities and conduct financial transactions. 36.9%
Mobility

55.5%
Grab serves 1 in 20 Deliveries

people in Southeast Asia 7.5%

Financial Services

0.1%
Enterprise and Others

8
countries*
>700 cities
Contribution by Revenue, per reporting changes
post Q1 2024 earnings

Served by mission-led


*Grab operates in Cambodia, Indonesia, Malaysia, Myanmar,

employees
the Philippines, Singapore, Thailand and Vietnam.

13 >88%
35.5 million >6 million locations employed
monthly registered globally in Southeast Asia
transacting users driver-partners

10,604 1,401 3,984

Drive Southeast Asia forward through
>3.5 economic empowerment for everyone
full-time
employees
fixed-term contract
employees
temporary
agency workers

billion
transactions Recognised for
innovation and impact
>6 million •
•
TIME100 Most Influential Companies list in 2023
Fast Company Most Innovative Companies 2023
registered
• Fast Company World Changing Ideas 2023
merchant-partners
and Kios agents • Maintained MSCI “AA" rating since 2022

04
 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

2023 ESG Highlights

Social Impact Environmental ESG Governance

Carbon intensity
$11 billion >1 million reduction 6.3% Audit Committee,
earned by partners driver-partners of 2.1% for mobility and of distance travelled was
a Board Committee,
1

on the Grab platform joined the platform 8.2% for deliveries on low/zero emission
Driver-partner earnings per transit through transition to low emission modes of transport3
formalised to oversee
hour grew 9% year-on-year vehicles and improved operational
efficiency ESG matters
improving oversight and management
of our material topics relating to ESG

>500,000 >$1.5 billion $5 million >280,000

micro, small and medium in loan disbursals, an increase channelled into tree planting, trees planted
enterprise (MSME) merchant- of 57% year-on-year forest conservation and from 2023 contribution
partners registered providing access to credit renewable energy projects

36%
MSMEs contribute to 67% of total to the underserved in Southeast Asia4
GrabFood and GrabMart GMV

of leadership5
99.99% >7,365 tonnes are women
of single-use plastics were reduced and recycled up 2pp year-on-year
of all rides occurred without any safety incidents2
Over 817 million cutleries opted out and 212,000 recyclables collected

1
Includes earnings by driver-partners and merchant-partners. ‘Driver-partner earnings’ is defined as the 3
Includes electric and hybrid vehicles, cyclists and walkers. 5
Our employee gradings start from G1 and extend to G10. Leadership roles
fare, bonuses, tips and fees, net of commission. ‘Merchant-partner earnings’ is defined as the total order are G7 and above.
bill, including taxes charged by the restaurant/merchant net of commission, Grab advertising spend and 4
Includes Grab’s purchases of renewable energy certifications (RECs) for 100% of electricity usage for
promotion costs. all corporate offices and contributions by consumers through the in-app carbon offset toggle, which
are channelled to carbon credits supporting forest conservation and tree planting projects.
2
Defined as all reported and conclusive safety incidents caused by driver-partners or passengers while
on trip across our mobility and delivery businesses, including road accidents, harassments and crimes.

05
 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Building a Sustain Impact Flywheel

Engaging our stakeholders allows us to identify our key ESG priorities. To tackle
these priorities, Grab is building a flywheel of impact for all its stakeholders,
which self-sustains with the momentum it generates.

Engage key stakeholders Identify ESG priorities Build impact flywheel

Improved
Economic Healthy and
Quality of Life
Empowerment Sustainable
for Southeast
G G


of Partners Marketplace
Asians

Consumers Partners Employees

Safe & Trusted Sustainable A Lasting
Platform Partner Livelihoods Planet
• Platform safety • Socioeconomic • Greenhouse Deliver impact that self-sustains
impact gas emissions
• Data privacy and grows with momentum,
• Partners’ welfare • Sustainable
• Cybersecurity
packaging solutions
for all stakeholders.
Investors Regulators,
Governments, NGOs

Understand the perspectives and

concerns of our stakeholders, Underpinning • Corporate governance
and our impact on them. priorities • Compliance and ethics
• People and culture

06
 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

The  Impact Flywheel

Our ESG strategy is to build a healthy and sustainable marketplace, which will both contribute and benefit from the economic
empowerment of partners as well as an improved quality of life for Southeast Asians. We call this our ‘impact flywheel’ – each part of this
virtuous cycle builds on the other, allowing us to drive Southeast Asia forward for generations to come.

Motivated Partners Consumers have access to safe and reliable everyday services,
Supply while Grab delivers financial performance

Economic Healthy and Improved Quality

Empowerment Sustainable of Life for
of Partners Marketplace Southeast Asians

Happy Consumers Empowered Communities

Demand, Spend Consumers, Demand

07
 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

ESG Governance
The Board of Directors and Management play a critical role in fostering
sustainable practices and integrating ESG into business strategy for
ESG Responsibilities and Commitment
The ESG function, which is driven by the Sustainability team at Grab, reports directly to the Chief Executive Officer
long-term value creation. Maintaining a robust governance structure
(CEO). This structure has been put in place since the inception of the team, with now a dotted reporting line to the Chief
helps to ensure that Grab stays committed to its ESG goals, and that
Operating Officer (COO). This enables strategic alignment between business units to effectively execute ESG matters.
ESG risks are well-managed. In 2023, Grab formally ratified its ESG
governance process.
Board of Directors
Board of Directors:
Board of Directors Oversight: Maintain oversight for sustainability with
The Audit Committee was designated as the oversight body for ESG on key metrics across all material topics.
Audit Committee
behalf of the Board. The Audit Committee Charter was updated to
include ESG under its purview.
CEO Management:
Management Oversight: Provide management guidance on
issues relating to our material ESG
An internal governance process was established for regular reporting
COO topics; Integrate ESG considerations
cadence to Department Heads, Functional Heads and Executive into Grab's strategy and business plans.
Committee (EXCO) to enable transparency, accountability and
proactive action towards advancing ESG goals. Group Head of Marketing
CEO
and Sustainability

• Business Operations Regional Sustainability Business Units:

• Product, Design & Technology Regional Sustainability team manages
and coordinates the implementation of
• People Operations, Legal
our ESG strategy and programmes
& Finance across the region, with cross-functional
• Risk & Compliance working teams, including the oversight
process for material topics by leadership
and the Board of Directors.

08
 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Board of Directors and Management’s ESG Oversight on Material Topics

ESG integration and shared accountability among the business units are fundamental in developing effective sustainability practices. A formal structure that indicates clear roles and responsibilities,
with a regular reporting cadence, has been set up to track performance and enable Management to take actions that advance Grab’s ESG goals. Our EXCO, which comprises C-Suites, are responsible
for driving strategy, allocating adequate resources and are held accountable for ESG performance. The Audit Committee, a Board Committee, monitors quarterly and bi-annual progress against the
ESG targets. The Heads of Departments are also updated on monthly progress, and a presentation on ESG is made to the full Board annually.

Reporting Order
Material Reporting
Topics Cadence
Management Board Committee Board of Directors

Platform Safety

Data Privacy and

Quarterly
Cybersecurity

Governance and Ethics

People and Culture

Respective Heads of Executive Committee Owners Audit Committee Full Board
Departments & Functions (Annual Review)
Social Impact (Monthly Review)
• Socioeconomic impact
• Partners’ welfare
Bi-annually

Environmental Impact
• Greenhouse gas emissions
• Sustainable packaging
solutions

ESG Report & Programmes Annually CEO Board Chairperson

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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Board diversity and expertise

Grab’s Board of Directors, who are tasked towards driving our business and mission for long-term success, consists of individuals with a diverse set of backgrounds, experiences and skills.

Tan Hooi Ling, co-founder of Grab stepped down from her role on the Board at the end of 2023, and Ong Chin Yin, Chief People Officer of Grab joined the Board at the beginning of 2024. In
April 2024, Grab welcomed two new independent members to the Board, Daniel Yun and David Loh, increasing the percentage of independent Board members to 71%, as Oliver Jay stepped
down from the Board.

Chairperson Director Independent Directors

Anthony Tan Ong Chin Yin Dara Ng Shin Ein John Rogers Daniel Yun David Loh
Chief Executive Officer Chief People Officer Khosrowshahi Co-Founder of Gryphus Chief Financial Officer Chief Executive Officer Executive Director and
and Co-Founder of Grab Chief Executive Officer Capital Management of Smith+Nephew of Kakao Bank Joint Chairman of
of Grab of Uber Centurion Corporation
Ltd

CI N AIC A A CIN

Skills and Expertise

Financial expertise 2 Skills and expertise: Legend
Global company leadership 4
Grab’s Board of Directors are highly experienced individuals who come from diverse A : Audit Committee
Sustainability and human capital management 2 backgrounds, bringing about diverse knowledge and perspectives. C : Compensation Committee
Goverment, policy and regulatory experience 3 In 2023, Grab’s Board of Directors did a self-evaluation of their ESG skills and expertise to N : Nominating Committee
identify areas for training that will be undertaken in order to maintain proficiency and stay
Consumer and digital experience 4 : Committee Chairperson
ahead in ESG-related topics.
Innovation, technology, and high-growth experience 5

10
Sustainable
Partner
Livelihoods
Grab provides millions of Southeast Asians
with equal opportunities to earn an income. As
of 2023, Grab has more than 13 million
registered driver-partners, merchant-partners
and Kios agents.
 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Gig work: Accessible and flexible earning

opportunities for everyone
Platform-enabled gig work is an accessible and flexible livelihood opportunity. Anyone who wishes to earn an
income is able to do so, and enjoy a high degree of flexibility that fits their needs and preferences, whether they
are looking for something short or long term. In this manner, Grab is a critical enabler of livelihoods that
complements the formal labour market. It provides supplementary earning opportunities for underemployed or
unemployed communities for whom accessing the formal labour force may be more challenging, for example,
partners with disabilities (PWDs) and women returning to the workforce. In times of economic shocks to the
formal labour market (e.g. pandemic), Grab also provides much-needed earning opportunities for people who
may have lost their jobs.

In 2023, Grab provided access to livelihood opportunities through gig work for:

>1 million >3,100 PWDs

new driver-partners joined who are actively earning6 an income on Grab, putting us
the platform, bringing the total of on track to achieving our goal of having more than 4,200
registered driver-partners to >6 million PWDs on Grab by 2025

6
Had at least one transaction within the year of 2023.
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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Creating a sustain Our approach and commitment towards creating a sustainable gig economy are guided by a set of principles:

Encourage savings
gig economy for all
Preserve flexibility
We commit to preserving our partners’ ability to choose when • Encourage partners to participate in national savings
to work and how much to work based on their preferences. schemes for gig workers where these exist.
Grab strives to ensure that the earning • Provide courses on financial literacy that emphasise the
Sustainable earnings
opportunities we create are sustainable importance of savings and promote good financial habits
For partners on our platform, we commit to nurturing a that build financial security amongst our partners through
and empowering for our communities in marketplace that enables them to earn an income that is partnerships with financial institutions such as Mastercard
the long run. competitive relative to local market conditions and their effort. and the International Finance Corporation (IFC).
To serve our driver-partners better, Grab regularly engages them • Over 99% of driver-partners meet or exceed the local hourly
minimum wage7. Professional development and career transition
to understand and improve their experiences. With regulations
• Partnerships with governments and industry players, such
for this form of work being either nascent or developing in
Provide insurance protection as Microsoft, whom we partnered to offer a digital literacy
Southeast Asia, we work closely with governments to jointly
• 100% of our driver-partners have insurance coverage for programme for our driver-partners, covering basic
formulate solutions to ensure a sustainable gig economy for all
work-related accidents to protect them from accidents and computing and digital skills content. In 2023, we rolled out
stakeholders.
incidents that may arise in the course of their work. more courses with Microsoft to teach them how to use
• Micro-insurance on a top-up basis is also made available. Microsoft tools in areas that would meet their needs, such
This entails addressing gig worker and government concerns
as financial literacy, social media and digital marketing as
such as social protection and long-term skills development of
Establish fair work conditions well as professional career preparation.
workers, while still striving to maintain the flexibility and ease of
• A safe environment for all platform users - we • GrabAcademy platform8 was set up to facilitate delivery
access of such earning opportunities for those whom this model
deploy various tech features (e.g. selfie verification, of courses.
serves.
AudioProtect) to enhance safety.
• Inclusive for all demographic groups such that earning an
income is accessible to those belonging to marginalised
groups, such as women or persons with disabilities.
• Transparent codes of conduct.
>1.2 million
• Timely payout of earnings: fares are credited instantly to driver-partners have taken a course
driver-partners’ wallets, which they can withdraw on a daily on GrabAcademy in 2023
basis.
• Opportunities to communicate concerns and engage with
Grab through a variety of offline and online channels.

7
Comparing driver-partners' earnings per transit hour, averaged over a month, after deducting estimated operating expenses such as fuel costs, to the local minimum wage guidance. Includes only driver-partners who drive at least 10 transit hours per month.
8
Grab’s Learning Management System that contains educational materials and is accessible by all driver- and merchant-partners through the Grab Driver and Grab Merchant app.
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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Partnerships with governments and regulators to support our driver-partners

Indonesia Malaysia Philippines Singapore Thailand Vietnam

Grab continued to strengthen partnership Grab extended its partnership with PERKESO Grab was the first platform in the Philippines Grab signed a landmark Memorandum of Grab continued to work with the In 2021, Grab signed an MOU with the
with BPJS Ketenagakerjaan (Indonesia’s (Malaysia’s social security organisation) to to roll out a robust multi-agency social Understanding (MOU) with platform worker Department of Land Transport of Thailand Ministry of Labor, Invalids and Social Affairs
social protection provider), aiming to facilitate increased enrolment into the protection programme for its driver- and associations, National Private Hire Vehicles (DLT) to streamline and smoothen the driver (MOLISA) to improve soft skills for
increase Grab partners’ awareness on the national social security scheme for platform delivery-partners' welfare. Social Security Association and National Delivery onboarding process, accelerating our app-based drivers. In 2023, we continued
government’s social protection programme workers under PERKESO's Self-Employed System (SSS), Philippine Health Insurance Champions Association, to facilitate the partners’ licensing process and access to to work with MOLISA to develop a toolkit for
and improve the enrolment rate via joint Social Security Scheme (SKSPS). Grab Corporation (PhilHealth), and Home provision of training to help workers income opportunities. driver-partners to educate themselves on
socialisation activities and payment provided a temporary partial subsidy of the Development Mutual Fund (Pag-IBIG) sharpen their skills and deepen financial management, communication, how
integration. contribution amount for top performing services are available onsite in the Grab understanding of platform work through We also continued our partnership with the to be a tour guide, emergency management
driver-partners to incentivise them to enrol in Driver Centre in Marikina. Grab is subsidising structured dialogues. This makes Grab the Department of Skill Development (DSD) and and customer service.
the scheme. the first month's contribution of the first first platform operator in Singapore to sign Social Security Office (SSO) under
2,000 Grab partners. This programme was an MOU that commits to enhancing Thailand’s Ministry of Labour to support the
This partnership as well as previous efforts to piloted in Metro Manila and will be scaled to representation and training. Under the upskilling of our partners by co-developing
raise awareness resulted in a 60% increase in different Grab cities and communities across partnership, the associations and Grab will video training modules on topics such as
active partners signing up to the programme. the Philippines. work to advance workers’ interests in three English for Drivers, Chinese for Drivers,
key areas, namely representation, Central Electric Vehicles 101 and Social Security for
Grab worked with the Land Transportation Provident Fund contributions and work Freelancers 101.
Franchising and Regulatory Board of the injury compensation.
Philippines (LTFRB), providing feedback to
reduce hurdles such as removing the Grab also participated in consultation
Certificate of Conformity requirement, to sessions organised by the Singapore
smoothen the process for driver-partners government’s Advisory Committee on
signing up to drive with Grab and accessing Platform Workers and was a member of key
earning opportunities. working groups to develop win-win policy
solutions for the platform economy.
Grab also worked with the LTFRB to
introduce ride-hailing services and created
almost 2,000 new livelihood opportunities in
four new cities, Davao, Cagayan de Oro,
Iligan and Ilo Ilo. This was done through
securing new slots for drivers to apply for a
ride-hailing licence, as there is a cap on the
licence quota within the ride-hailing industry.

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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Empowering driver-partners to grow skillsets and diversify earning potential

Grab partnered with Mastercard to deliver ‘Small The programme ran from 2022 to 2023 and an impact study done
Business, Big Dreams’, a regional programme to by Caribou Digital and 60 Decibels in 2023 showed that:
digitally upskill gig economy workers and small
businesses. The collaboration is part of Mastercard
Strive, a global philanthropic initiative developed by 235,000
Grab driver- and merchant-partners have watched
the Mastercard Center for Inclusive Growth and
the micro-learning videos
Caribou Digital. The programme included an
‘Entrepreneurship Toolkit’, a series of micro-learning
videos delivered on the GrabAcademy platform for
driver- and merchant-partners in Indonesia, the
Philippines and Vietnam. The driver-partner toolkit >90%
aimed to inspire learners to start a small business, of driver-partners felt inspired to start a new business
and enable those who did to reach their full potential
by supporting them to digitise their operations,
unlock their access to financial services and more
Merchant-partners increased their use of social media
effectively participate in the digital economy.
marketing tools

Partners who watched the videos adopted more new

management and marketing practices as well as IT
tools and new sales channels such as e-commerce and
social commerce, as compared to those who did not

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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Creating a fairer ecosystem to

reward driver-partners for effort
In 2023, in line with our principles for fair work conditions and
sustainable earnings, Grab sought to create a fairer ecosystem
A B C
for driver-partners by introducing a new driver fare structure,
which compensates driver-partners for the effort they put in to
Driver accepts booking Pick-up point Drop-off point
pick up passengers.

The new driver fare structure takes into account the time and
distance our driver-partners travel to get to where the
passenger is, and ensures they are fairly compensated for the
effort needed to pick up passengers. This is done without any
impact to passenger fees, and we have begun to roll this out
Previous Fare Structure: New Driver Fare Structure:
across the region progressively, starting with Singapore.

B C A B C
98% of driver-partners had a neutral
to positive impact on earnings Driver-partners were only compensated once Driver-partners are compensated the minute they accept the
when compared to that of the old fare structure, passenger is picked up. That means, even if the booking, all the way till drop-off. The trip fare now includes the
during pilots held in Singapore in 2023 driver-partner was stuck in a traffic jam on the time and distance needed to pick up passengers too. This way,
way to pick up, they were not compensated for it. they are fairly compensated for the total effort of the trip.

Grab also provided driver-partners with opportunities to earn

more, by providing transparent information on areas that had
more demand, or the ability to commit ahead to serving critical
pre-bookings which offered a higher fare.

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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Serving more consumers to boost  earning opportunities

In 2023, Grab focused on driving an increase in demand by
Serving the Traveller Loyalty Subscription -
providing more accessible and inclusive services to wider Affordable Options
Segment GrabUnlimited
segments of consumers and encouraging repeated usage.
These efforts have provided more income opportunities to ‘Saver’ Option: provides lower fare for rides and Features that reduced friction for travellers • Expanded to Vietnam and the Philippines in
• to become available in 6 markets
our driver- and merchant-partners. deliveries in exchange for longer waiting times include:
•
2023
GrabUnlimited is the largest9 paid loyalty
programme in Southeast Asia10
Mobility : GrabCar Saver is available in AI-assisted auto-translation of key •
AI • Value-for-money subscription plan that is
Indonesia, Malaysia, the functions in the app and food menu
designed to deliver more value to our loyal
Philippines, Thailand and

16%
consumers, while also driving sales for
increase in transactions Vietnam. Seamless payment methods through
popular platforms such as Alipay and
merchant-partners
•

from 2022 to 2023

Payment

KakaoPay
Deliveries : Available in all markets. The GrabUnlimited subscribers spent 2.8
longer waiting time enables times more in deliveries, relative to
G Airport partnership enabled convenient
Grab to batch orders more non-subscribers
pick-up and drop-off points
effectively, increasing the
chances of delivery-partners

8.6%
Travellers spent 2X more on transport per day
increase in monthly
completing more orders in a
single trip. compared to locals

transacting users year-on-year Delivery-partners earned 17% more per transit hour when
fulfilling orders made with Saver delivery

Two-wheel Mobility: Grab Philippines acquired

We did this through several key initiatives: MOVE IT to offer consumers mobility options on
motorcycles, similar to Grab’s existing two-wheel
• Providing affordable options so that our services could be accessible to service in Indonesia, Thailand and Vietnam

a wider segment of consumers

• Innovating to serve the needs of a returning travel market Carpooling: Service available in Indonesia,
Malaysia, Singapore and the Philippines to enable
• Delivering more value to loyal consumers with the GrabUnlimited consumers heading in the same direction to share
a ride
subscription plan

9
Based on the number of subscribers.
10
Based on an online survey conducted by Kantar between July to December 2023, among 21,133 food delivery users in Indonesia, Singapore, Malaysia, Thailand and the Philippines.
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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Improving productivity We do this by improving our algorithms and rolling out features that improve efficiency and reliability.

to help driver-partners Reducing time taken across delivery-partners’ journeys

complete more orders

with less effort
Grab also focused on driving the productivity of our partners,
so that they are able to complete more orders and boost their Consumer Merchant-partner Delivery-partner If the store is in a mall, Delivery-partner
makes an order prepares order is allocated delivery-partner can use arrives at the store
earnings with less effort, time or costs. This also ensured that high definition indoor maps
Integration with POS gives us Machine learning and predictive Bluetooth beacons
we are able to maintain reliability while managing the increased real-time data on preparation analytics inform delivery-partners
to find their way.
automatically send this
demand resulting from our other efforts, thereby serving more time and busy time. when to head to the store, information to the app.
taking into account how long it
people, better. would take to get there.

14% reduction in delivery-partners' wait time to pick up orders in stores

5.6%
improvement in trips per transit hour Hyper-batching supported by features Powering driver-partners’
across mobility and deliveries that provide consumers with affordable options productivity with GrabMaps

• Features like Group Order and Saver Delivery drove our ability to batch • GrabMaps, Grab’s proprietary mapping platform, powers our services
more orders and improve efficiencies in all the eight Southeast Asian countries that we operate in
• Our delivery-partners can pick up two or more orders across different • We tap on our driver-partners to gather more accurate data in this
food outlets in one trip - the sequence of orders are then routed fast-developing region, while providing them with an additional
intelligently based on factors such as traffic, weather and the time earning opportunity
delivery-partners need to wait at the merchant's • GrabMaps, with its more nuanced and accurate data, allows us to
recommend shorter and more efficient routes for drivers, and also
Delivery-partners earned 53% more have more accurate estimated time of arrivals, which improves our
per transit hour for batched orders reliability and the consumer’s experience

8 in 10 bookings utilise Grab Navigation

an in-app navigation tool for driver-partners that is powered by GrabMaps

18
 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Improving financial inclusion for the underserved

Grab is finding ways to democratise access to We have cash loan offerings for our driver-partners across all our
financial services for our partners, many of whom Loan disbursals increased markets, providing them with an alternative to licensed

57% year-on-year
are gig workers and MSMEs. These segments may moneylenders, so that they do not have to resort to borrowing
sometimes be ‘invisible’ in the traditional financial from unlicensed moneylenders. We further protect their financial
system. For example, driver-partners are typically well-being by ensuring they do not incur more debt than their
underserved by traditional financial institutions
due to a lack of fixed income and credit rating
to $1.5 billion expected income, applying stringent eligibility criteria and strict
caps on the amount they are able to borrow, and specially
score, while 60% of MSMEs that need financing or tailoring to each individual based on multiple considerations
credit in the region say they struggle to obtain which include the partner’s past earnings and driving history. We

1 in 3
loans from traditional financial institutions. structure the repayment plan based on this and schedule
deductions from their earnings, so that the repayment process is
Grab provides these partners with access to active driver-partners take up a loan with us convenient and manageable for them.
credit in case of emergency situations or when
they have larger-ticket expenses to bear. We tap Grab also offers flexible and affordable business loans for MSMEs
on the wealth of data collected from the millions across all our markets, through our Merchant Cash Advance. We
of transactions completed on our platform by our Driver-partners are scaled up our offerings in Thailand, Indonesia and the Philippines,

4X more
partners, which is less accessible by traditional which saw a strong demand for the product. This access to
financial institutions, allowing us to help plug a capital allows them to improve their cash flow and invest in their
gap in the market. business growth.
likely to be approved for a loan from us as
compared to other credible lending alternatives

19
 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

“
Cash loan enabled once delivery-partner to set up a restaurant

I am grateful that Jeerawat Chayakul, 29, used to work part-time as our delivery-partner to tide him over
the Covid-19 pandemic. This exposed him to the food delivery business, and how it

I no longer need could reach more consumers, beyond the footfall that storefronts could reach. He
started a home kitchen in 2022, where he was able to send out his food orders to
to borrow from or customers all around Phuket through Grab, while maintaining his regular job.

have debts with Jeerawat’s consistent sales led him to venture full-time into the restaurant business,

unlicensed and he was able to obtain cash loans from Grab due to the record that his business had
with Grab. The loans enabled him to pay off debts from an unlicensed moneylender

moneylenders. whom he had borrowed money from to start the business, and subsequently finance
his expansion into a bigger space.

Jeerawat Chayakul, 29 Today, Jeerawat proudly runs his own thriving restaurant called Yum Tum Lao in
Thailand Phuket. It has earned local recognition, ranking #18 in Phuket by customers using
Grab merchant-partner GrabFood, based on gross merchandise value.

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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Digital banking ventures provide

additional financial products for
the underserved
Deposits
By the end of 2023, we had launched two digital banks off the The digibanks’ flagship deposit product comes with
back of the digital bank licences we received with our partners daily interest crediting so that its customers can enjoy
in Singapore and Malaysia. In addition, we expect that PT Super the benefit of compounding on their savings and on
Bank Indonesia 11
will be publicly launched in 2024. Grab’s the interest they earn everyday. This is important for
digibanks, GXS Bank in Singapore and GXBank in Malaysia, underserved consumers, for whom cash flow may be a
offer financial services that meet the needs of underserved concern. With no lock-in or minimum balance
consumers, such as gig workers, entrepreneurs and early requirement, customers can withdraw their funds
jobbers. This group of consumers may not earn a fixed monthly anytime while still earning interest for each day that
income or have sufficient credit bureau history to meet the they leave their savings in their account.
requirements of traditional banks for higher-interest deposit
accounts or loans.

FlexiLoans
GXS is the only bank in Singapore that calculates
interest on a daily basis and on a non-compounding
basis for personal instalment loans, instead of the
market practice which calculates interest on a monthly
basis. This benefits consumers because if they make
an early repayment, they save on interest as their
outstanding balance for the next day is reduced. The
GXS FlexiLoan also does not charge an early
repayment fee so that its consumers can choose to
pay off their loan early if they no longer require it.

11
Grab has a minority equity interest in PT Super Bank Indonesia.
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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Empowering MSMEs To empower them further, we designed the tools to be self-serve, allowing them to
understand their customers and performance, and explore new ways of attracting customers.

with tools to grow

Insights:
their business Empowering MSME owners
to make data-driven decisions
Grab Marketing Manager:
a platform to drive sales
Grab has more than 6 million registered
merchant-partners and Kios agents, and • 100% of MSME merchant-partners • 100% of MSMEs across six
a majority of our merchant-partners are have access to insights on the markets12 can market their stores to
micro, small and medium enterprises GrabMerchant app, providing them customers through advertisements,
(MSMEs), who are able to expand their with summaries of their business promotions and/or spotlight
reach of consumers through Grab. on a daily, weekly and monthly campaigns
basis at store level • A platform allowing MSMEs
We seek to empower MSME merchant-partners on our • MSME merchant-partners are able to create or join a marketing
platform to grow their businesses by providing them to gain more insights and deep-dive campaign in a few clicks and review
with access to millions of consumers and making digital into their businesses’ performance real-time sales results to continue or
tools accessible to them. across multiple stores through the pause the campaign
GrabMerchant8 Portal, which is • Rolled out cost-per-order pricing
available across all of Grab’s markets model in the Philippines and Vietnam
>500,000 • An annual Deliveries Trend Report is in 2023, which is particularly

newly registered MSMEs gained provided to MSMEs across all attractive to MSMEs with little to no

access to Grab’s consumers in 2023 markets, outlining the industry and marketing experience, because it
consumer trends in the deliveries helps them feel more confident
space and providing them with about managing their budgets when
insights and tips to help brands they know they will pay only for
67% increase their sales successful orders

of total GrabFood and GrabMart

GMV was contributed by MSMEs

12
Available in Cambodia, Malaysia, Myanmar, the Philippines, Singapore and Vietnam.
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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Uping partners’  through Delivering a college education

the ForGood Fund 24-year-old GrabFood delivery-partner Adrian Ortega was one of the inaugural
full-ride scholarship recipients of the Philippines GrabScholar programme. A
Beyond the many things we do to help ensure that our partners are able to earn a sustainable livelihood, we
delivery-partner since 2019, Adrian had been relying on his earnings to not only
believe that uplifting the community around our partners will contribute to a stronger Southeast Asia.
fund his degree in business administration at PHINMA Saint Jude College
Manila, but also to contribute to the household as he lived with his elderly
This is why we set up the GrabForGood Fund in 2021, an endowment fund co-funded by Grab, our co-founders
grandmother who did not have an income. He delivered food every day to make
and external donors. It supports programmes that deliver social and environmental impact for our partners and
ends meet and often had to sacrifice rest and meals, while juggling school work.
the Southeast Asian community, such as education or disaster relief efforts.
The scholarship will take the load off Adrian’s shoulders, and allow him to focus
on getting his education.
In 2023, we extended the GrabScholar programme to the Philippines. The programme, which is aimed at
uplifting the socio-economic status of our partners and their communities, provides merit-based, full-ride

“
scholarships for university and college students. It also provides elementary and high school students with
needs-based bursaries for driver- and merchant-partners, their direct family members, and the public at large.

I love Grab so much,

~1,500 >$42,000 because even during
tough times Grab
students annually in Indonesia in aid for floods in Malaysia
and the Philippines benefit from provided through MERCY Malaysia has saved me and
the GrabForGood Fund supported me. This
scholarship is yet
another way it is
doing this.

Adrian Ortega, 24
Philippines
Grab delivery-partner

23
Safe & Trusted
Platform
Having a safe and trusted platform that everyone in our
ecosystem can reliably depend on, is the foundation of a
healthy and thriving marketplace.
 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Platform Safety
As we aim to raise the bar on safety in Southeast In 2023, in spite of the total number of rides from mobility and delivery increasing by 11%:
Asia, we have innovated and pushed out many
safety features on the Grab app. We consider
every part of each ride or delivery, from before it
starts to after it ends. These features have helped 99.99% 11%
to prevent, tackle and minimise various safety of all rides continued reduction in total
issues which allows us to maintain our high safety
standard.
to occur without any road accident rate
safety incidents13

6X 4%
safer rides, reduction in
compared to sexual assault
Singapore’s QOS14 incident rate

13
Defined as all reported and conclusive safety incidents caused by driver-partners or passengers while on trip across our mobility and delivery businesses, including road accidents, harassments and crimes.
14
Refers to mobility rides on the Grab platform across the region. The Singapore’s Land Transport Authority’s (LTA) Quality of Service (QoS) measures how well transport companies providing point to point transport services manage service quality,
including safety indicators, and is used as a benchmark for the region as not all countries have a published or defined set of standards, and because Singapore has high safety standards for its taxi and ride-hailing industry.
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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Safety across every ride Pre-trip Verification Anonymised phone number Content moderation
of both driver-partners and in most markets. on GrabChat to encourage respectful
and delivery Safety measures are in passengers, using real-time two-way communication.
selfies.
place before a ride or
Leveraged artificial intelligence to
delivery begins.
introduce a content moderation model,
resulted in the discovery and blocking of
50% additional inappropriate messages
of sexual nature.

Quiet Rides AudioProtect Safety Centre Real-time speeding alerts Trip monitoring alerts
Audio recording during a ride if both on Grab Navigation

On-trip
Passengers can opt in for driver-partner and passenger have Share My Ride
a conversation-free ride. provided consent. The speed meter displays the car’s speed
In 2023, we expanded this against the speed limit of the road and During the trip, Grab
offering to all four-wheel 18.4% of in-person SOS button turns red once the speed limit is breached. provides tools to ensure
rides in the region. incidents on four-wheel
If a driver-partner exceeds 25km/h, they users reach their
rides were resolved as a
will see a red glow around the borders of destination safely.
result of AudioProtect. Report a their phone screens, making it harder for
safety issue them to ignore the alert.
directly through
the app.

Post-trip Driving Safety Report Fatigue Nudge 24/7 incident Feedback channel
Reminds drivers to response team available for 72
We ensure there is a
take breaks when they hours after trip
continuous feedback loop
have been driving for
to improve the safety completion
long hours.
standard of our platform.

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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Cybersecurity
Robust cybersecurity programme and governance keep threats at bay
As a technological platform, Grab is at risk of cybersecurity threats. We recognise the complexity and We identify and address cyber risks through a multi-faceted approach including:
evolving nature of cybersecurity threats and invest in protecting our networks, systems and data from • Third-party assessments
potential cybersecurity threats. • Requiring our subcontractors to report cybersecurity incidents to us so that we
can assess the impact of the incident on us
Grab maintains a cyber risk management programme designed to identify, assess, manage, mitigate and • Internal IT security compliance reviews
respond to cybersecurity threats. This programme is integrated into our overall risk management • Sharing and receiving threat intelligence from government agencies, information
programme and is based on frameworks established by the National Institute of Standards and Technology sharing and analysis centres, and cybersecurity associations
(NIST), the International Organization for Standardization and other applicable industry standards.

Ensuring cybersecurity is everyone’s responsibility

Level Role How

Board Oversees management of Quarterly briefings from Management on Grab’s cybersecurity and information security posture, top cybersecurity risks, and the
• Audit Committee cybersecurity risk progress of cybersecurity risk reduction initiatives.

Management Primary responsibility for Meet regularly to review cybersecurity performance metrics, identify cybersecurity risks, and assess the status of cybersecurity
• Chief Financial Officer • Head of Cybersecurity assessing and managing material projects and initiatives.
• Chief Technology Officer • General Counsel cybersecurity risks and incidents

All employees Being alert to cyber threats, Beyond mandatory annual trainings, the Cybersecurity team has introduced many ways to engage employees, keeping them alert
as well as reporting them against cyber threats and leveraging their awareness to keep Grab cyber safe:
• Regular phishing simulations to train employees to stay alert and report potential phishing emails
• Holding a cyber gamification campaign to encourage cyber awareness and take self-learning to the next level
• GrabHunt: an internal campaign that leverages employees to identify security weaknesses
• Grab's Red Team: a group of authorised employees who behave like real threat actors, to test Grab’s systems for vulnerabilities.
In 2023, the Red Team process was improved to allow them to operate more quickly, realistically and opportunistically, while
maintaining high safety standards with strict guardrails.

Beyond Grab Proactive testing of the robustness Host an annual Bug Bounty Programme, which rewards external security researchers for the identification of vulnerabilities.
• External researchers of Grab’s online platform

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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Data Privacy
Data privacy by design
Grab understands that our employees, consumers, and partners trust us with their personal data - in storing, handling and protecting it. That is why we embed privacy and data protection into every new
product or feature from the conceptualisation and design phase through its entire lifecycle.

Our Data Privacy Framework is based on these four tenets:

Notification Protection and safe custody Retaining personal data

Transparency
and obtaining consent of personal data for no longer than necessary

We aim to notify and obtain consent from We seek to provide and implement We endeavour to cease the retention of We aim to provide users with clear
our consumers and partners when we reasonable security arrangements to personal data, through anonymisation, information on how we collect, use,
collect their personal data, and on how protect personal data. This includes disposal or other suitable means, when process and disclose personal data. Our
their data is to be processed. implementing physical, administrative there is no longer a legal or business Privacy Notice is publicly available on our
and technical access controls to need for us to retain the personal data. websites, as is the contact information to
personal data. reach out to our Privacy Office.

Our Privacy Office regularly reviews the global regulatory landscape and best practices to maintain robust data privacy control, while our Internal Audit and Risk Assurance teams, as well as independent
assessors, provide evaluations and assurance on the effectiveness of these control measures.

In 2023, we fortified our data protection measures by employing advanced machine learning to spot and classify Personally Identifiable Information (PII). This solution equips us with the agility and scalability
needed to adjust to dynamic regulatory commitments and enforce precise, robust privacy controls. This broad-based strategy also improves our data retention management.

All these have allowed us to maintain high standards of data protection, and in 2023, we received zero substantiated complaints15 made by third-parties or regulators that are significant in scale and
impact concerning breaches of customer privacy.

15
Defined as those made by third-parties or regulators concerning the unauthorised collection, processing and/or disclosure of personal data resulting in (a) a reporting to the relevant regulator was made by Grab, or the regulator has decided to commence an investigation on Grab due to escalation from
an affected individual(s), and (b) sanctions are levied upon us (financial penalty, jail terms, Cease and Desist Order or halt to our business activity); or resulted in a voluntary undertaking by Grab.
28
A Lasting
Planet
Recognising that the consequences of climate change
have an outsized impact on our partners’ livelihoods and
well-being, we are committed to our platform being
Carbon Neutral and Zero Packaging Waste by 2040. We
manage our impact on the environment so that future
generations of Southeast Asians, including our partners
and their communities, can enjoy a higher quality of life.
 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Greenhouse Gas Emissions

Supporting our driver-partners’ transition to low or zero emission modes of transport such as electric vehicles (EVs) will be the biggest and most important emissions reduction lever for Grab’s overall total
of greenhouse gas emissions. As an asset-light marketplace platform, over 96% of total greenhouse gas emissions are indirect and coming from the value chain (Scope 3). These emissions are primarily
from vehicles owned and operated by our driver- and delivery-partners as they earn an income providing rides and food deliveries. We believe that the transition to a low carbon economy will not only protect
the environment we live in but mitigate effects of climate change on the livelihood and well-being of the most vulnerable communities in Southeast Asia.

Since 2021, Grab has set an emissions reduction-first approach in our road towards carbon neutrality by 2040.

CO2 Transitioning to low emission vehicles

Lever 1 Grab’s focus is to support our driver-partners in transitioning to low

emission vehicles and encouraging zero-emission modes of transport.

Lever 2
Renewable energy for Grab’s premises
Grab plans to power the electricity needs of our premises with renewable
sources to reduce emissions associated with our electricity usage.

Lever 3 Sustainable business and tech practices

Grab strives to harness technology to optimise our operations and be good
stewards of resources.

Lever 4 Carbon avoidance and removal programmes

Residual emissions that cannot be reduced through our other levers
will be offset through our carbon avoidance and removal programmes.

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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Annual Greenhouse Gas Inventory

Our progress in 2023
Total emissions : 2.47 million tCO2e16 In 2023, our total emissions increased in tandem with demand from the travel and mobility sector
recovery. The mobility sector has higher distance travelled and comprises predominantly
four-wheel vehicles which emit more emissions than two-wheel vehicles. However, Grab has
reduced the emissions intensity from Scope 3 Category 11: Use of Sold Products, which shows
our progress in reducing emissions for each kilometre travelled when fulfilling orders for both of
SCOPE 1
Direct our on-demand services. Measuring this allows us to track our progress in managing the emissions
emissions coming from rides and deliveries. In 2023, the reduction of emissions intensity was primarily driven

1.46%
by supporting driver-partners’ transition to EV and improving efficiency.

Emission intensity per kilometre (km) travelled

SCOPE 2
Indirect emissions
from electricity Mobility Deliveries

2.17% Reduced 2.1%

year-on-year
Reduced 8.2%
year-on-year

SCOPE 3
Indirect emissions While emissions intensity per dollar revenue is a common method of measurement, Grab’s revenue
from our value chain recognition principles are primarily net of all incentives, and may not be directly comparable to

96.37% peers. With revenue growing year-on-year, this also results in a significant reduction in emissions
intensity per dollar revenue.
• Category 11
Emissions from rides and
deliveries on our platform:
Total emissions intensity per dollar revenue
86.44%
26% reduction
in total emissions intensity per dollar revenue of 0.00105

16
Based on Grab’s market-based emissions, without accounting for carbon credits.
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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Supporting driver-partners’ transition

to low or zero emission transport options
In 2023:

6.3% ~71,000 tCO2e

of all distance travelled was on reduced through use of low and zero
low or zero emission modes of emission transport options
transport (EV, hybrid vehicles,
cyclists and walkers)

While there has been some progress in recent years on EV adoption, fostering an EV
ecosystem in Southeast Asia remains challenging as the infrastructure to support this
shift is not as advanced or coordinated as compared to the other parts of the world.
Grab is in a unique position to help accelerate adoption, particularly by partnering with
EV ecosystem players to leverage our data, technology and millions of driver-partners
to trial and develop potential solutions to scale and serve the region.

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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

How Grab is driving EV adoption in Southeast Asia

Test bed to find product market-fit Supporting infrastructure Using technology to drive demand
and reduce friction of entry development for low emission alternatives

We act as the link between driver-partners and solution providers (from Ample charging infrastructure is the key to success of an EV To encourage demand for EVs and provide options for consumers,
financial institutions, infrastructure developers to automakers) to enable ecosystem, and Grab partners with energy providers such as SP Grab has launched and expanded the in-app vertical selection for
end-to-end trials at scale. Group in Singapore and SWAP Energy and Kymco in Indonesia to EVs/hybrids.
improve the charging network by providing data and driving demand.
Largest ride-hailing EV fleet operator in Indonesia GrabElectric service in Indonesia
GrabElectric, Grab’s own rental fleet in Indonesia, is fully made up of electric Expanding battery network in Indonesia Launched the GrabElectric taxi type within GrabBike services in
motorcycles. In 2023, it increased the number of electric motorcycles from As part of the strategic partnership between Grab, Kymco and SWAP 2022 to enable consumers to choose more eco-friendly electric
8,500 to more than 10,000. The EV fleet covered 3% of distance travelled on our Energy, we expanded the BaaS (Battery-as-a-Service) network to two-wheel rides.
platform within the country. GrabElectric’s EV fleet seeks to serve the more than 1,200 battery swap stations across 8 cities in Indonesia,
underserved and low income segments, who either cannot afford or are unable to provide access and convenience to reduce range anxiety. This is a Deliveries by walkers and cyclists in Singapore
to obtain a bank loan, by providing affordable daily rental rates and ensuring year-on-year increase of around 50%. • Four-wheel vehicles: ‘Eco-Friendly Ride’ toggle was introduced
end-to-end maintenance support. We also facilitate EV bike ownership, allowing in 2022 to allow consumers to prioritise an EV/hybrid vehicle
driver-partners to tap on government subsidies for such vehicles, while allowing with no additional charge.
them to keep upfront and repayment costs manageable through daily • Walkers/Cyclists: Over 1 in 3 food delivery orders are allocated
instalments. to and fulfilled by walkers and cyclists.

'GrabEV' programme launched in Thailand

GrabEV ride toggle in Thailand
Launched ‘Grab EV’ programme with strategic partners for both two-wheel and
Launched a GrabEV ride toggle to enable consumers to prioritise
four-wheel vehicles:
EV with no additional charge in Bangkok.
• ‘Drive to Own’ model to lower the financing barrier of EVs with zero down
payment required, and daily instalments and loan approval based on Grab’s
record of the driver-partner.
• ‘End-to-end EV Rental’ model to offer affordable daily rental and support,
including vehicle and customer services. This offering is enabled through
partnership with EV manufacturers and operators such as STROM, HSEM
Motors, Swap & Go and Auto Drive and was expanded to four key outer cities
beyond Bangkok – Pattaya, Phuket, Khon Kaen and Chiang Mai.

EV bikes for GrabExpress in Vietnam

Partnered Selex Motors to pilot using Selex EV bikes for our GrabExpress
service. It was first rolled out in Hanoi at the end of 2022. Within a month,
delivery-partners travelled more than 30,000km on the EV bikes. In 2023, the
pilot was extended to run in Ho Chi Minh City.

33
 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

“
GrabElectric two-wheel EV enabled driver-partner
to have an additional means of earning an income

In search of better opportunities, 34-year-old Wahyuni

With GrabElectric,
Maharani moved with her family from Medan to Jakarta in I don't need to think
2022 after the pandemic. To keep up with the demands of
metropolitan life with two children in tow, Wahyuni signed up about the service costs
as a GrabBike rider using her husband’s motorcycle. In order
to optimise earning opportunities, they took turns providing or insurance because
rides throughout the day, and the heavy usage eventually
damaged the motorcycle. She then took to renting an
it is all covered in my
electric motorcycle from GrabElectric, as she could not rental fee. Battery
afford to repair or buy a new motorcycle. In July 2023, she
met Indonesia’s Minister of State-Owned Enterprises, who swapping subscription
offered her a new motorcycle after learning about her plight.
Despite this, Wahyuni continues to rent an electric plans are also more
motorcycle from GrabElectric, as she feels that the electric
vehicle keeps her operational costs low, and the rental
cost effective than
model makes her day-to-day operations hassle-free. buying petrol.
Wahyuni Maharani, 34
Indonesia
Grab driver-partner

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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

100% renewable energy expanded to cover subsidiaries

As Grab has corporate offices and premises (including Jaya Grocer retail outlets and Grab Driver Centres) leased
globally, energy sources utilised to power these spaces, classified as Scope 2 emissions, contribute to 2.17% of Grab’s
total greenhouse gas emissions (market-based). In 2021, Grab committed to 100% renewable energy in all of Grab’s
corporate offices and premises by 2030.

In 2023, we extended the effort to use 100% renewable energy through the purchase of renewable energy certificates
(RECs) for all of Grab’s corporate offices to cover all key subsidiaries regionally17. All RECs utilised are purchased locally
where available, and meet international standards such as the I-REC and APX TIGR.

100%
offices operated by Grab and its subsidiaries are fully
powered by renewable energy

86%
of RECs purchased are for renewable energy produced in
Southeast Asia

17
Operational-controlled subsidiaries (Jaya Grocer in Malaysia, Moca in Vietnam, Move It in the Philippines and Ovo in Indonesia)
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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Sustainable tech and

business practices
Efficiency is the emissions reduction lever that Grab
has the highest degree of influence over. Every day, the

~1/3 ~27,000 tCO2e

app’s allocation of orders and jobs are being improved
by sophisticated machine-learning algorithms to
reduce time spent and distance travelled. These efforts
not only ensure better service quality for consumers of all food delivery orders reduced through
and improved earnings for driver-partners (through
were batched in 2023 batching and sharing
reduction in operation costs and lesser idle time), it also
reduces greenhouse gas emissions produced by the
vehicles during fulfilment.

While much of the time and distance optimisations happen in the back-end systems, Grab has also started to introduce front-end consumer features that provide options supporting
change in behaviour towards lower carbon emissions while increasing our ability to serve consumers more affordably.

Without batching With batching

36
 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Empowering consumers to con- Tree-planting projects that provide and protect livelihoods
tribute towards carbon avoid-
ance and removal projects in SEA Parmi, 71, lives in the heart of Dukuhseti Village nestled in Pati Regency, Indonesia. He is among the many local fishpond farmers
who work with EcoMatcher and Trees4Trees, a programme of the non-profit foundation Yayasan Bumi Hijau Lestari (Sustainable
Aside from the carbon reduction efforts, Grab uses the app as an Green Earth), to plant mangroves using the funds collected by Grab. Mangroves are important in safeguarding his fishponds by
enabler to educate consumers about the impact of climate acting as a natural protective barrier that breaks the intensity of the annual waves. The mangroves, which are good at reducing
change and empower them to take action. Since 2021, Grab has carbon emissions in the air, are also useful in mitigating flood and coastal erosion in that area by slowing down water flow and
introduced a carbon offset toggle, which allows consumers to preserving soil integrity. Parmi is now able to reap the fruits of his hard work and continue to sustain his livelihood and those of
offset their carbon footprint by fractionalising the cost of carbon his family farming milkfish (ikan bandeng) in his fishponds without fearing the annual waves that had previously threatened their
credits to the proportion of emissions from their rides or cherished supply of milkfishes.
deliveries. The contributions (less than US$0.10) are channelled
towards carbon avoidance and removal projects such as the
conservation of primary rainforests at risk of deforestation in

“
Southeast Asia and tree planting projects that improve livelihoods
of local communities and protect land from coastal erosion.

349,986 tonnes We have been able to keep our

fishponds safe from flooding
of GHG emissions avoided
out with the mangroves that
have been planted, thanks to
>280,000 the contributions from Grab
trees planted around the region consumers.
Parmi, 71
Pati, Indonesia
Local fishpond farmer

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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Projects across the region supported by consumer contributions

We select carbon credit projects that are audited to the Verified Carbon Standard (VCS) and Climate Community
and Biodiversity (CCB) standards, which verify that conservation activities are reducing carbon emissions, driving
investments to the community, and conserving wildlife.
• Katingan Mentaya Project in Central Kalimantan, Indonesia: Restores natural forests and conserves peatland
habitats, preventing the release of almost 7.5 million tonnes of greenhouse gases each year.
• Keo Seima Wildlife Sanctuary conservation project in Mondulkiri Province, Cambodia: The protected area is
home to 75 globally threatened species and supports the livelihoods of local indigenous communities.

Other projects that contribute positively to the environment include:

• Tree planting projects in the following areas, working with local non-profit or non-governmental organisations:
◦ Project with Benih Baik in Labuan Bajo and Bali, Indonesia
◦ Project with Conserve National Forests in Krabi province, Southern Thailand
◦ Forest Symphony Project by Song Foundation in Thuan Nam, Ninh Thuan province, Vietnam
• Solarisation project in Singapore: Collaboration with Sembcorp Industries to identify and support the rooftop
solarisation of community institutions in Singapore, such as the 182 solar panels installed on the rooftop of
SATA CommHealth Headquarters in 2022, which continues to produce renewable energy to power 10% of the
headquarter’s energy requirements annually.

Our view on contributing towards voluntary carbon market

Carbon reduction is the utmost priority and focus in Grab’s decarbonisation strategy. At present, Grab
participates in the voluntary purchase of carbon credits18 on behalf of consumers, through the carbon offset
feature, which seeks to educate consumers about climate change and empower action. We recognise that there
are currently no universally-aligned standards for the carbon market. However, we do not want to discount the
fact that carbon credits are legitimate financial instruments for long-term environmental good. We will continue
to hold a high bar on our suppliers to ensure selected projects support their intended outcome, and hope the
industry will continue to debate the topic and work constructively together towards a lower carbon future. At
present, we conduct additional due diligence and reference the best available information provided by top carbon Planting of mangroves along the coast in Indonesia helps prevent coastal erosion.
rating agencies and state-backed voluntary carbon market exchanges in Southeast Asia. Photo credits: Trees4Trees

18
Each carbon credit is generated for every 1 tonne of greenhouse gas emissions reduced, avoided or removed through carbon removal projects.
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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Climate risks and opportunities

Grab began assessing its climate risks and opportunities based on the recommendations of the Taskforce for Climate-related Financial Dis-
closures (TCFD) in 2021, putting us in good stead to meet the International Sustainability Standards Board (ISSB) sustainability standards, in
the form of International Financial Reporting Standards (IFRS) S1 and S2, as these standards fully incorporate the recommendations of TCFD.
As greenhouse gas is a material sustainability topic for Grab, we began we began voluntary measurement and transparent disclosure of our greenhouse gas emissions, including Scope 3
emissions, since our first ESG report in 2020. We have since expanded the scope of our measurement and reporting to include our subsidiaries, and additional categories in Scope 3. This has
also allowed Grab to assess our climate impact, risks and opportunities more accurately.

In 2023, Grab strengthened our ESG governance, improving oversight and management of our material topics relating to climate. Grab’s leadership also aligned on the organisation's top five
climate risks and opportunities, after qualitatively assessing all types of physical and transition risks, as well as opportunities, suggested by TCFD.

Risk factors Type Sub-type Elaboration

Regulations/mandates limiting vehicles with internal combustion engines (ICE) will be a risk to Grab's mobility
Mandates and/or regulations around ICE vehicles Transition Risk Policy and Legal
and delivery businesses, especially if alternatives are not at price parity.

Increases in fuel and energy prices will impact both the mobility and delivery businesses as it will increase
Increased prices of fuel and energy Transition Risk Policy and Legal
costs for providing rides and deliveries.

Extreme weather events such as floods, For Grab, extreme weather events would likely disrupt the main businesses of mobility and deliveries. The
Physical Risk Acute
tropical cyclones and wildfires impact may be large scale and prolonged.

Rising sea levels puts coastal towns at risk of submersion, and the corresponding risk for Grab is operational
Rising sea levels Physical Risk Chronic
disruptions in such towns.

This refers to consumers' preference shift towards more climate-friendly products and services, and their
Changing customer behaviour and
Transition Risk Market and Reputation behaviours changing in line with this shift, especially as there is increased awareness and attention on climate
shifts in consumer preferences
change and consumers' contribution to it.

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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Climate risks and opportunities

Opportunities Type Elaboration

By improving transport efficiency, Grab will be able to reduce operating costs for mobility and deliveries, especially if fuel
Improve transport efficiency Resource Efficiency
costs increase.

There is an opportunity for Grab to support our driver-partners’ transition to ICE vehicles, reducing the friction for
Transition ICE vehicles to low emissions vehicles Products and Services
driver-partners to adopt low emission vehicles by lowering the cost of entry.

There is an opportunity for Grab to:

Diversify business by participating (i) pivot into related and new businesses in the green economy that support our transition into a low carbon future.
Products and Services/Markets
in green solutions (ii) expand and transform current businesses for better participation in green solutions.
These can allow us to diversify and increase our business revenue streams.

Transitioning to renewable energy will allow Grab to reduce cost for electricity powering Grab's operations, especially when
Use of renewable energy Energy Source
non-renewable energy costs increase due to tax or fossil fuel prices.

Reduced energy and water consumption Resource Efficiency Initiatives to reduce energy and water consumption will reduce operational costs from Grab's office, premises and facilities.

In the coming years, Grab will focus on quantifying these top risks and opportunities, and where possible, perform a climate scenario analysis to assess their future impact on Grab's financials.

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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Sustain Packaging Solutions

Food packaging waste is an inherent by-product of our food delivery platform, and Grab has set a goal of Zero Packaging Waste by 2040. However, effective
waste management remains a challenge in Southeast Asia due to lagging waste management infrastructure and collection processes, with an estimated 70%
of the waste generated in the region being uncollected or illegally dumped19. There are also other challenges such as lack of commercially viable alternatives
to plastics, overpackaging and overconsumption, as well as mixed materials used in food packaging.

Similar to how we manage greenhouse gas emissions, Grab taps on the scale of our platform to shift consumer behaviours and form partnerships to provide
a test bed for trialling sustainable packaging solutions.

App toggle prevents

Partnership to trial food packaging waste Tapping on our ecosystem
unnecessary cutlery from
reverse vending machine for recycling collection
being wasted since 2019

Taking a reduction-first approach, Grab Malaysia To shift consumer behaviour and encourage
has an in-app solution that helps In 2023, Grab partnered with KLEAN, F&N and MRANTI to launch 18 AI-driven recycling amongst consumers, Grab trialled
consumers opt out of cutlery by default, reverse-vending machines (RVMs) in locations close to consumers across a doorstep pick up of PET bottles for
ensuring that they request for cutlery Klang Valley in Malaysia. These RVMs were trained to identify and accept food recycling in Indonesia, tapping on our
only when they need it. packaging waste (e.g. containers, lids), on top of the usual PET bottles and GrabExpress Recycle fleet. In partnership
cans that are commonly collected by recyclers. This ensures that only recycla- with Coca-Cola, Yayasan Mahija Parahita

>3.1 billion
bles are properly collected and sorted at the point of collection. Nusantara and Waste4Change, Grab
launched the Recycle Me Programme in
Asasrama Sdn Bhd, a certified processor, then recycles these items into raw Indonesia from October to December 2023.
sets of cutlery saved since 2019 materials such as new PP and PET pallets/flakes, eventually giving them a sec- The GrabExpress Recycle fleet picked up the
ond-life by turning them into new products including apparels, furniture fillings bottles from consumers in Jakarta,
and plastic furniture/boxes. Tangerang and Bekasi and sent them to

817 million
Mahija’s collection centres in these areas,
and consumers will receive OVO cash in
Indonesia return. Used bottles are then recycled into
sets of cutlery reduced in 2023, In Indonesia, we also rolled out “Plasticpay” RVMs for PET bottles, offering new Coca-Cola bottles at the Amandina
OVO cash for the recyclables. Bumi Nusantara factory.
weighing an estimated 7,360
tonnes of waste reduced

>50,000 160,000
pieces of recyclables, including food packaging waste, PET bottles collected and recycled
collected across the RVMs in Malaysia and Indonesia

19
Source: ASEAN Regional Action Plan for Combating Marine Debris in the ASEAN Member States (2021-2025).
41
People and
Culture
Grab employees are guided by our mission
and values. Our culture supports a diverse
team of individuals who are excited about
solving real life challenges and driving
Southeast Asia forward.
 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

People and Culture

A mission rooted in values and a way of living
keeps Grab employees close to the ground The  Way Heart Honour
In order for Grab to deliver on its mission, Grab employees live and Our Mission To serve our communities Trust in Grab makes
embrace The Grab Way and the company’s 4H principles: Heart, Drive Southeast Asia forward by and each other our mission possible
Honour, Humility and Hunger. Grab focuses on enabling employees creating economic empowerment
to live and thrive as an individual and as a team with practices and for everyone Hunger Humility
mindsets that support high performance. We structure employee Achieving our mission Acknowledging that we are
engagement, growth and ways of working (collectively known as 4H Principles requires grit and drive all a work-in-progress
The Grab Life) to help them: How we stay on mission
• Experience joy by finding purpose and meaning in their work
• Embrace excellence, and be motivated to grow into the best
versions of themselves as a high-performing team The  Life
How we live and thrive at Grab Practices Mindset
as an individual and as a team, Our daily routines and habits that The way we see the world, and
while working towards our we need to practise, to what motivates us to reach our

79% mission together. be the best that we can be. goals together.

engagement score, a measure of Guided by the Grab culture, our employees are encouraged to, and stay closely connected to our stakeholders on the ground, to build
how positive people feel about ground truths that will help us better serve our ecosystem. One of the ways in which this is encouraged is through immersion programmes,
their work, which is 3% higher where employees spend time in the shoes of our driver-partners, delivering food and fulfilling rides.

than the industry benchmark20 We also conduct regular surveys with our driver-partners, consumers and merchant-partners, to take their feedback into consideration.
These results are shared with employees, including senior management, so that actionable measures can be taken to address the insights.

20
Data based on the 2023 Grabber Engagement Survey, which is sent out to all full-time employees and had a participation rate of 87%.
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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

An equal opportunity employer, championing diversity, equity and inclusion21

Grab owes our success to the talents of our globally-diverse team Recognising the importance of diversity, equity and inclusion, in Grab also takes active steps in ensuring that the workplace is
and the varying perspectives they add to our thriving community. 2021, we set a goal of having 40% of women representation in one that reflects our goals of championing diversity, equity and
leadership by 2030. inclusion. All full-time employees are required to do a mandatory
course on safe and respectful workplace, and are made aware
of the policies that Grab has on this. We also integrate inclusion

56 56% 36% into skill expectations for employees, managers and leaders and
make resources available on an internal microsite so that
nationalities men women in leadership in 2023, employees have a common understanding of what this means at
Grab, and for Grab.
represented moving towards our target
across Grab 44% with an increase of two
women percentage points from 2022
100%
of employees are trained in
what a safe and respectful
88% 0.98 workplace is at Grab
of Grab employees are based in gender wage parity index:
Southeast Asia to serve a woman employee earns 98
Introduced a new inclusion community,
Southeast Asia, while 12% are cents to a dollar paid to a man
Accessibility at Grab, alongside three
from a global pool of talents employee performing a similar existing communities - Parents at Grab,
role at Grab Women at Grab and Pride at Grab

21
More details on the diversity data can be found in the Metrics and Indicators table
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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Investing in our employees

Grab invests in our employees, providing training and benefits that contribute to
their long-term success. We help Grabbers build critical skills through different
opportunities:
• Defined skills framework to align expectations of essential skills required of all
Grabbers and leaders
• Mandated every employee to develop a personal work and skill plan for the
year, with guidance from their manager
• Wide range of skill building programmes to support diverse needs - including
structured interventions (e.g. workshops, mentorship, leadership coaching,
projects) and self-initiated digital learning
• Made available a variety of artificial intelligence (AI) tools, coupled with an AI
playbook and learning programmes as well as learning resources to upskill
employees in leveraging technology to improve their work, productivity and
wellbeing in a responsible manner

Grab offers competitive compensation packages, including stock options that

encourage employees to be committed to our shared, long-term success. We
also offer employee share purchase plans, allowing employees to purchase Grab
stocks at a discounted price, where possible.

22
More details on the diversity data can be found in the Metrics and Indicators table
45
ESG Metrics
and Indicators
 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

About this Report Forward-looking Statements

Our ESG report communicates Grab’s sustainability philosophy, approach and performance for the This report contains forward-looking statements. All statements other than statements of historical fact contained in this report,
reporting period from 1 January 2023 to 31 December 2023 (“2023”), unless otherwise stated. including but not limited to, statements about Grab’s goals, targets, projections, outlooks, beliefs, expectations, strategy, plans,
objectives of management for future operations of Grab, and growth opportunities, are forward-looking statements. Some of these
Unless otherwise stated, the quantitative and qualitative information covered in this report includes forward-looking statements can be identified by the use of forward-looking words, including “anticipate,” “expect,” “suggest,” “plan,”
all operations managed by Grab around the world, including our Mobility, Deliveries, Financial “believe,” “intend,” “estimate,” “target,” “project,” “should,” “could,” “would,” “may,” “will,” “forecast” or other similar expressions.
Services, and Enterprise and New Initiatives business segments. Forward-looking statements are based upon estimates and forecasts and reflect the views, assumptions, expectations, and opinions of
Grab, which involve inherent risks and uncertainties, and therefore should not be relied upon as being necessarily indicative of future
The report is published annually, and the reporting currency is in US dollars unless otherwise stated. results. A number of factors, including macro-economic, industry, business, regulatory and other risks, could cause actual results to
differ materially from those contained in any forward-looking statement, including but not limited to: Grab’s ability to grow at the desired
Restatement of information: Scope 3 Category 11 emissions for 2022 and 2021 have been restated rate or scale and its ability to manage its growth; its ability to further develop its business, including new products and services; its ability
due to a formulation error for part of the emissions, resulting in an overstatement. to attract and retain partners and consumers; its ability to compete effectively in the intensely competitive and constantly changing
market; its ability to continue to raise sufficient capital; its ability to reduce net losses and the use of partner and consumer incentives,
Certain amounts and percentages that appear in this ESG report may not sum due to rounding. and to achieve profitability; potential impact of the complex legal and regulatory environment on its business; its ability to protect and
maintain its brand and reputation; general economic, social and political conditions, currency exchange fluctuations and inflation;
expected growth of markets in which Grab operates or may operate; and its ability to defend any legal or governmental proceedings
External Verification instituted against it. In addition to the foregoing factors, you should also carefully consider the other risks and uncertainties described
Since our first annual ESG Report 2020, Grab has sought independent limited assurance for under “Item 3. Key Information – D. Risk Factors” and in other sections of Grab’s annual report on Form 20-F for the year ended December
selected ESG disclosures. 31, 2023, as well as in other documents filed by Grab from time to time with the U.S. Securities and Exchange Commission (the “SEC”).

Please click here for the 2023 independent limited assurance report for scope of data assured by Industry and Market Data
KPMG LLP, in accordance with International Standard on Assurance Engagements 3000 Assurance
Engagements other than Audits or Reviews of Historical Financial Information (ISAE 3000). This report contains information, estimates and other statistical data derived from third party sources, including research, surveys or
studies, some of which are preliminary drafts, conducted by third parties, information provided by customers and/or industry or general
publications. Such information involves a number of assumptions and limitations and due to the nature of the techniques and
Reporting Frameworks methodologies used in market research, and as such neither Grab nor the third-party sources can guarantee the accuracy of such
information. You are cautioned not to give undue weight on such estimates. Grab has not independently verified such third-party
Grab has reported in accordance with the GRI Standards for the period 1 January 2023 to 31
information, and makes no representation as to the accuracy of such third-party information.
December 2023, using the GRI 1: Foundation 2021. There are no applicable GRI Sector standards.
The following ‘metrics and indicators’ table serves as the GRI Content Index.

Our voluntary reporting is also informed by the sustainability standards, IFRS S1 and S2, set out by
the International Sustainability Standards Boards (ISSB), which builds on the work of market-led
investor-focused reporting initiatives, including the Climate Disclosure Standards Board (CDSB), the
Task Force for Climate-related Financial Disclosures (TCFD), the Value Reporting Foundation’s
Integrated Reporting Framework and industry-based Sustainability Accounting Standards Board
(SASB) Standards, as well as the World Economic Forum’s Stakeholder Capitalism Metrics.

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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Company Overview
Performance Indicator 2023 2022 2021 Framework
Organisation name Grab Holdings Limited

We are dual-headquartered in Singapore and Indonesia. Our corporate headquarters in Singapore is located in 3 Media Close, #01-03/06, Singapore 138498,
Location of headquarters and our corporate headquarters in Indonesia is located at South Quarter Tower C, Mezzanine and 7th Floor, Jl. R.A. Kartini Kav. 8, Cilandak Barat, Cilandak, Jakarta Selatan, GRI 2-1
DKI Jakarta 12430, Indonesia.

Countries of Operations Cambodia, Indonesia, Malaysia, Myanmar, the Philippines, Singapore, Thailand, Vietnam

Grab is a leading superapp in Southeast Asia that enables high frequency hyperlocal consumer services, such as mobility, deliveries and digital financial services for millions
Activities, value chain and other business relationships GRI 2-6
of Southeast Asians. More information on how our business creates a multiplier effect of positive impact can be found on The Grab Impact Flywheel.

Total Revenue (in millions)23 $2,359 $1,433 $675

Singapore $480 $302 $283

Malaysia $673 $509 $108

Indonesia $605 $275 $79

Philippines $200 $125 $81

GRI 2-6
Thailand $205 $109 $76 IFRS S1 and S2 - Strategy

Rest of Southeast Asia $196 $113 $48

Mobility 36.9% 44.9% 68.0%

Deliveries 55.5% 50.5% 28.2%

Financial services 7.5% 4.5% 4.1%

Others 0.1% 0.2% (0.4)%

Key stakeholders Consumers, driver- and merchant-partners, employees, investors, non-governmental organisations, regulators, governments and the general public. GRI 2-29

Participant of the United Nations Global Compact Network

In support of the Women’s Empowerment Principles, established by the UN Women and UN Global Compact Office
Sustainability memberships or associations Member of EP100, part of the energy efficiency initiative led by the Climate Group
GRI 2-28
Signatory to Net Zero Carbon Buildings Commitment, part of the Advancing Net Zero programme by World Green Building Council
Pledged to support the vision of No Plastics in Nature by 2030 by PACT (No Plastics in Nature), a WWF initiative

23
Beginning with our First Quarter 2024 earnings release, we have begun to report results under four segments of Mobility, Deliveries, Financial Services and Others. These reporting changes reflect a change in how we plan to evaluate the performance of our businesses, and to enhance comparability to the
reporting of our peers. As part of that initiative, Advertising contributions will be allocated to the Mobility, Deliveries, and Financial Services segments where such contributions can be attributed to the respective segments. The changes to the comparative revenue by segment are shown here, while legacy
reporting for 2023 and years past can be found in Form 20-F, which has been filed to the SEC. 48
 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Governance
Performance Indicator 2023 2022 2021 Frameworks

Corporate Governance

GRI 2-9
Governance structure Corporate Governance Guidelines
IFRS S1 and S2 - Governance

Board Committee Composition

GRI 2-9
Audit Committee Charter
Board Committees and Charters GRI 2-10
Compensation Committee Charter
IFRS S1 and S2 - Governance
Nominating Committee Charter

GRI 2-9
Board of Directors Composition GRI 2-11
Governance body composition
Management Composition GRI 2-12
IFRS S1 and S2 - Governance

Board diversity Grab complies with the NASDAQ Board diversity disclosure rule. GRI 405-1

Total number of Board Directors 6 6 6 GRI 2-9

Gender Diversity 33% 33% 33% GRI 405-1
Independent Directors 67% 67% 67%
Board average tenure 4.7 years - - GRI 2-9
Average board meeting attendance 100% - -

Board Expertise

Financial expertise 3/6 3/6 -

Global company leadership 4/6 4/6 - GRI 2-9

Sustainability and human capital management 1/6 1/6 - GRI 2-10

Government policy and regulatory experience 3/6 3/6 -

Consumer and digital experience 4/6 4/6 -

Innovation, technology and high-growth experience 5/6 5/6 -

GRI 2-19
Compensation of Directors and Executive Officers In 2023, we paid an aggregate of $7 million in cash compensation and benefits in kind to our directors and executive officers as a group. GRI 2-20
GRI 2-21

Average board meeting attendance

Grab is in full compliance with all applicable labour laws and regulations in the countries we operate in, and uphold human rights principles to ensure that slavery and human
Human Rights Commitment
trafficking are not taking place within our directly employed workforce.

Code of Business Conduct and Ethics

GRI 2-23
Code of Conduct: Supplier
Codes of Conducts Code of Conduct: Consumer
Code of Conduct: Driver/Delivery-Partner
Code of Conduct: Merchant-Partner

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Performance Indicator 2023 2022 2021 Frameworks

We have engaged an independent third party to maintain our whistleblowing portal and hotline. Alternatively, an email can be sent to: [email protected].

Whistle-blowing GRI 2-26

These are open to all employees and members of the public. Complaints are reviewed by the team in charge of whistleblowing investigations and if warranted,
investigated. Once investigations are complete, a report is submitted to a Remediation Council for adjudication on appropriate steps to be taken.

Anti-monetary laundering
Compliance: covering policies on anti-bribery and corruption, gifts, entertainment, meals & drinks (GEM), whistleblowing, conflicts of interests, donations GRI 2-24
Mandatory trainings for all full-time employees and
Cyber security GRI 205-2
fixed-term contract employees
Data privacy GRI 403-5
Insider trading

Percentage of employees that completed mandatory

99.8% 100% 100% GRI 2-24
trainings

Significant (amounting to >$1 million) monetary fines

paid out or non-monetary sanctions for non-compliance 0 0 0
with applicable laws and regulations
GRI 2-27

Fines or penalties related to environment or ecology

0 0 0
amounting to >$10,000

ESG Risk Management

Grab’s Management reviews and approves our environmental, social and governance metrics and indicators across material ESG topics, at least quarterly for topics which are of
moderate to high risk, and bi-yearly for other ESG metrics. This allows them to manage the issues, including climate risk, and integrate ESG considerations into Grab’s strategy and GRI 2-12
business plans. GRI 2-13
GRI 2-14
Oversight and management of ESG risks, The Audit Committee is responsible for reviewing the Company’s compliance with ESG obligations and standards, will review the Company’s annual ESG report, and will review on GRI 2-16
issues and impact a bi-annual basis with management the ESG initiatives and goals that the Company proposes to adopt and the Company’s progress relating to such initiatives and goals. GRI 2-18
GRI 2-22
This process was officially ratified by the Board of Directors in 2023 and the Audit Committee Charter was updated to reflect that one of the purposes of the Committee is to IFRS S1 and S2 - Strategy
provide oversight with respect to Grab’s compliance with ESG obligations and standards, including applicable disclosures, and guidance with respect to Grab’s ESG related IFRS S1 and S2 - Risk Management
initiatives and goals.

At the Management level, CEO Anthony Tan and COO Alex Hungate have oversight on climate-related topics, and are updated at least bi-yearly. GRI 2-12
Climate-related risks and issues oversight IFRS S1 and S2 - Strategy
At the Board of Directors level, the Audit Committee provides oversight of ESG matters, including climate-related topics. IFRS S1 and S2 - Risk Management

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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Partner
Performance Indicator 2023 2022 2021 Framework
Workers who are not employees (partners and Kios
>13 million >10 million >9 million
agents)
GRI 2-8
Registered driver-partners >6 million >5 million >5 million

Registered merchant-partners and Kios agents >6 million >5 million >4 million
Partner earnings >$11.0 billion >$10.6 billion >$8.9 billion

Number of partners with disabilities

3,184 >2,100 >2,100
Goal: >4,200 by 2025
IFRS S1 - Metrics and targets
Unique number of partners who have completed
>1.2 million >1 million >780,000
courses on GrabAcademy

Platform
Performance Indicator 2023 2022 2021 Framework

Road Safety

Rides and deliveries that occurred without incident24 99.99% 99.99% 99.99%

Overall incidents25 (per million rides) 1.305 1.319 1.307

Road accidents26 (per million rides) 0.825 0.930 0.909
Minor accidents (per million rides) 0.7690 0.863 0.161
Moderate accidents (per million rides) 0.0508 0.0611 0.0771 GRI 403-9
Serious accidents (per million rides) 0.0029 0.0019 0.0029 IFRS S1 - Metrics and targets

Critical accidents (per million rides) 0.0025 0.0037 0.0058

Mobility accidents (per 100,000 rides)

0.08 0.09 0.09
Based on LTA’s QoS requirement Benchmark = <0.5

Delivery accidents (per million rides) 0.819 0.929 0.912

Sexual harassment incidents (per million rides) 0.358 0.262 0.281

Sexual assault incidents27 (per million rides) 0.123 0.128 0.117

24
Defined as all reported and conclusive safety incidents caused by driver-partners or passengers across our mobility and delivery businesses, including road accidents, harassments and crimes.
25
Includes road accidents, sexual assaults and sexual harassment incidents.
26
Accident caused by the driver-partner or passenger that occurs on-trip resulting in physical injury to the driver-partner, passenger and/or a third party. Includes all accidents that result in minor, moderate, serious or critical injuries. 51
 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Performance Indicator 2023 2022 2021 Framework

Data Privacy and Cybersecurity

Privacy Notice
Terms and policies IFRS S1 - Risk management
Form 20-F Item 16K Cybersecurity

Substantiated complaints28 concerning breaches of

GRI 418-1
customer privacy and losses of customer data 0 0 0
IFRS S1 - Metrics and targets
Goal: 0 material breaches

Material cybersecurity risks identified

0 0 0
Goal: 0 material breaches

Data Protection Trustmark (DPTM) Certification in Singapore

Certifications ISO 27001 certification for Grab Indonesia
4 Payment Card Industry Data Security Standards (PCI DSS)29 re-certifications across Grab entities

Number of employees dedicated to data privacy and

cybersecurity >90 - -

Percentage of employees who have completed

data privacy trainings 99.8% 100% 100%

Percentage of employees who have completed

cybersecurity trainings 99.8% 100% 100%

Grab’s cybersecurity programme is reviewed and updated on an annual basis, taking into consideration internationally recognised cybersecurity frameworks such as National
Institute of Standards and Technology Cybersecurity Framework and ISO 27001 standard for information security management systems. IFRS S1 - Risk management

Cybersecurity programme
Our Cybersecurity Team also continuously reviews the changing landscape of cyber threats and invests in our cybersecurity vulnerability management, monitoring, detection and
response capabilities. We are subject to internal and external audits periodically to verify the effectiveness of our security measures and our approach is also in compliance with
applicable cybersecurity laws and sector-specific requirements imposed by regulators.

Data privacy framework Our approach to data privacy is underpinned by our “Privacy by Design” framework. We embed privacy and data protection into every new product or feature from the
conceptualisation and design phase, through its entire lifecycle.

Our Data Privacy Framework is based on these four tenets:

1. Notification and obtaining consent
2. Protection and safe custody of personal data
3. Retaining personal data for no longer than necessary
4. Transparency

Our Privacy Office regularly reviews the global regulatory landscape and best practices to maintain robust data privacy control, while our Internal Audit and Risk Assurance teams
as well as independent assessors, provide evaluations and assurance on the effectiveness of these control measures.

27
Unlawful physical acts that are of a sexual nature. This includes attempted or actual penetration or touching or kissing any sexual body part. We also include sexual misconduct to encompass non-verbal and non-physical behaviour used to obtain sexual gratification against another’s will or at the expense of another,
which the aggressor or victim could be either consumer, driver or merchant.
28
Defined as those made by third-parties or regulators concerning the unauthorised collection, processing and/or disclosure of personal data resulting in (a) a reporting to the relevant regulator was made by Grab, or the regulator has decided to commence an investigation on Grab due to escalation from an affected
individual(s), and (b) sanctions are levied upon us (financial penalty, jail terms, Cease and Desist Order or halt to our business activity); or resulted in a voluntary undertaking by Grab.
29
PCI DSS is the global data security standard adopted by payment card brands for all entities that process, store or transmit cardholder data and/or sensitive authentication data. 52
 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Planet
Performance Indicator 2023 2022 2021 Frameworks
Greenhouse Gas Emissions
Goal: Carbon Neutral by 2040

Total Greenhouse Gas (GHG) Emissions

2,478,203 2,044,242 1,428,291
(location-based) (tCO2e)
IFRS S2 - Metrics and targets
Total Greenhouse Gas (GHG) Emissions
2,472,662 2,039,501 1,423,939
(market-based) (tCO2e)

GRI 305-4
Emissions intensity (per dollar revenue) 0.00105 0.00142 0.00211
IFRS S2 - Metrics and targets

Scope 1 (tCO2e) GRI 305-1

36,186 14,913 Assessed as immaterial
Direct GHG emissions IFRS S2 - Metrics and targets

Scope 2 (Location-based) (tCO2e)

59,090 51,208 10,338
Indirect GHG emissions from purchased electricity
GRI 305-2
IFRS S2 - Metrics and targets
Scope 2 (Market-based) (tCO2e)
53,549 46,468 5,986
Indirect GHG emissions from purchased electricity

Scope 3 (tCO2e)
2,382,927 1,978,121 1,417,953
Other indirect GHG emissions

Category 1 and 2: Purchased goods and services 214,845 155,576 58,268

GRI 305-3
Category 3: Fuel- and energy-related activities 18,954 16,858 3,447
IFRS S2 - Metrics and targets
Category 6: Business travel 2,992 4,788 1,017

Category 7: Employee commute 8,829 7,414 -

Category 11: Use of sold product30 2,137,306 1,793,485 1,355,221

Mobility emissions intensity per km Reduced 2.1% year-on-year - - GRI 305-4

Deliveries emissions intensity per km Reduced 8.2% year-on-year - - IFRS S2 - Metrics and targets

Total GHG Emission reduction (tCO2e)

Lever 1: Transitioning to low emission vehicles31 71,000 39,000 -

Lever 2: Renewable energy for Grab’s premises 5,500 4,700 -

Lever 3: Sustainable business and technological GRI 305-5

practises (efficiency optimisation efforts such as 27,000 9,000 - IFRS S2 - Metrics and targets
batching and sharing)

Carbon credits32 349,986 29,352 2,334

Number of trees planted >280,000 >200,000 -

30
Figures for 2021 and 2022 have been restated due to a formulation error for part of the emissions, resulting in an overstatement. Rectification steps have been put in place to ensure proper data management.
31
Emissions reduced are calculated based on the petrol-vehicle alternative for the distance travelled using: (1) zero emission modes of transport (e.g. walking or cycling) and (2) covered by Grab’s low emission rental vehicles, including EVs and hybrid vehicles.
32
Each carbon credit is generated for 1 tonne of greenhouse gas reduced, avoided or removed through carbon removal projects. 53
 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Performance Indicator 2023 2022 2021 Frameworks

Energy Consumption

Total Energy Consumed (MWh)33

Goal: 100% renewable energy by 2030 for all electricity 90,496 78,462 15,752
used in premises occupied and under our direct control GRI 302-1
IFRS S2 - Metrics and targets
Percentage of renewable energy34 11.2% 11.4% 45.5%
Percentage of grid electricity 88.8% 88.6% 54.5%

Waste
Goal: Zero Packaging Waste in Nature by 2040

Total packaging waste facilitated through GrabFood

166,600
(tonnes) Grab aims to measure the waste facilitated through GrabFood periodically. GRI 306-1
GRI 306-2
Plastic waste facilitated through GrabFood (tonnes) 69,660
GRI 306-3
Sets of cutlery saved from the default IFRS S2 - Metrics and targets
817 898 774
opt-out toggle (millions)

Air Quality (Pollutants resulting from vehicles on our platform)

Nitrogen Oxides (NOx) (grams per km) 0.22809 -

GRI 305-7
Sulphur Oxides (SOx) (grams per km) Grab aims to measure air pollutants periodically. 0.00323 -
IFRS S2 - Metrics and targets
Particulate Matters (PM2.5) (grams per km) 0.00018 -

33
From 2022, Grab’s total energy consumed accounted for Jaya Grocer’s operations in Malaysia, resulting in an increase.
34
100% of the offices operated by Grab and its subsidiaries are fully powered by renewable energy. Jaya Grocer’s retail outlet, which we began to account for in 2022, contributes to a significant proportion of energy consumed.
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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

People and Culture (Employees)

Performance Indicator 2023 2022 2021 Frameworks
Group workforce data

Total employees 15,989 18,636 16,345

Full-time employees 10,604 11,934 8,834
General and administrative 1,323 1,356 1,084
Sales and marketing 786 885 807 GRI 2-7
Operations and support 5,661 6,364 4,086

Research and development 2,834 3,329 2,857

Fixed-term contract employees 1,401 1,268 229

Temporary agency employees 3,984 5,434 7,282

Employees represented by labour union 0 0 0 GRI 2-30

Workforce diversity for Grab employees35

Overall

Women 44% 43% - GRI 2-7

Men 56% 56% -

Employees in Leadership position36

Women
36% 34% -
Goal: 40% by 2030

Men 64% 66% -

Age <30 0% 1% -
Age >30-50 91% 91% -

Age> 50 9% 8% -
Employees in Technical positions37

Women 24% 25% -

Men 76% 75% - GRI 405-1
Age <30 36% 42% -

Age >30-50 64% 58% -

Age> 50 1% 0% -
All other employees38

Women 53% 52% -

Men 47% 47% -

Age <30 33% 39% -

Age >30-50 66% 60% -

Age >50 1% 1% -

35
Excludes employees from acquisitions made in and after 2022, and the digital banking joint venture as well as temporary agency workers.
36
Grab’s employee grading starts from G1 and extends to G10. Leadership roles are G7 and above.
37
Technical staff are those who work in the technology end of the business, and are determined based on the employee’s finance category, which is based on the cost centre, product, vertical and location. These figures include leadership.
38
Employees who are not technical staff. Includes non-technical leadership. 55
 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Performance Indicator 2023 2022 2021 Frameworks

Cambodia

Women 53% 54% -

Men 48% 46% -
China

Women 31% 30% -

Men 69`t% 70% -
India

Women 18% 17% -

Men 82% 82% -
Indonesia

Women 38% 39% -

Men 62% 61% -
Malaysia

Women 53% 50% -

Men 47% 50% -
Myanmar

Women 59% 56% - GRI 405-1

Men 41% 44% -

Philippines

Women 59% 59% -

Men 41% 41% -
Romania

Women 40% 44% -

Men 60% 56% -
Singapore

Women 39% 39% -

Men 61% 61% -
Taiwan39

Women 15% 14% -

Men 85% 86% -
Thailand

Women 63% 65% -

Men 37% 35% -

39
This location has fewer than 20 employees, which may have led to a more pronounced disparity in the ratio of men to women, as each individual can significantly impact the overall gender distribution.
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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Performance Indicator 2023 2022 2021 Frameworks

USA40

Women 22% 23% -

Men 72% 76% -

Others 6% 1% -

Vietnam

Women 61% 60% -

Men 39% 40% -

Gender wage parity for Grab full-time employees41

Overall 0.98 0.98 0.98

Employees in Leadership position42 1.03 1.01 -

GRI 405-2
Employees in Technical positions43 0.97 0.97 -
All other employees44 0.98 0.97 -

Talent attraction, development, and retention

Performance appraisal We conduct multi-dimensional 360 degree feedback at least annually for all full time employees. GRI 404-3

Engagement score from employee survey 79% 84% -

Employee health, safety and wellbeing

Work-related employee fatalities 0 - -

Employee lost-time injury45 frequency rate GRI 403-9

0 - -
(per million hours worked)

40
This location has fewer than 20 employees, which may have led to a more pronounced disparity in the ratio of men to women, as each individual can significantly impact the overall gender distribution.
41
Excludes employees from acquisitions made in and after 2022 and the digital banking joint venture as well as fixed-term contract employees and temporary agency workers.
42
Grab’s employee grading starts from G1 and extends to G10. Leadership roles are G7 and above.
43
Technical staff are those who work in the technology end of the business, and are determined based on the employee’s finance category, which is based on the cost centre, product, vertical and location. These figures include leadership.
44
Employees who are not technical staff. Includes non-technical leadership.
45
Accidents that result in employees taking medical leave. 57
 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Alignment to United Nations Sustainable Development Goals

SDG SDG Target Grab’s Material ESG Topic Grab’s efforts and programmes
5.2: Eliminate all forms of violence against all women and girls in the public and private spheres, Grab has in place a series of preventive measures against sexual harassment and assault. We track
Platform Safety
including trafficking and sexual and other types of exploitation rates of such incidents and look at ways to reduce these.
Goal 5: Achieve gender
equality and empower all
We have set a target to increase the percentage of women in leadership to 40% by 2030,
women and girls 5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of
People and Culture up from 36% currently.
decision-making in political, economic and public life
We strive to create an inclusive environment and have a high gender wage parity of 0.98.

8.3: Promote development-oriented policies that support productive activities, decent job creation, Core to our businesses is providing empowerment for everyday microentrepreneurs in three areas -
entrepreneurship, creativity and innovation, and encourage the formalisation and growth of micro-, Socioeconomic Impact economic, social and financial. The Grab ecosystem has over 13 million registered partners and Kios
small- and medium-sized enterprises, including through access to financial services agents, and we continue to find new ways to increase their earning opportunities
Goal 8: Promote sustained,
inclusive and sustainable
In 2023, our driver- and merchant-partners earned over $11 billion on the Grab platform.
economic growth, full and 8.5 By 2030, achieve full and productive employment and decent work for all women and men, including
Socioeconomic Impact This included over 3,100 partners with disabilities (PWDs) who, and we aim to have at
productive employment for young people and persons with disabilities, and equal pay for work of equal value
least 4,200 PWDs actively earn an income on the Grab platform by 2025.
and decent work for all

8.10 Strengthen the capacity of domestic financial institutions to encourage and expand access to Through the offerings of Grab Financial Group and digital banking ventures, we are widening access for
Socioeconomic Impact
banking, insurance and financial services for all financial services for all in Southeast Asia, especially the unbanked, underbanked, and underserved.

Goal 10: Reduce inequality 10.2 By 2030, empower and promote the social, economic and political inclusion of all, irrespective of In 2023, there were over 3,100 partners with disabilities (PWDs) who actively earned an income through
Socioeconomic Impact
within and among countries age, sex, disability, race, ethnicity, origin, religion or economic or other status the Grab platform, and we aim to have at least 4,200 PWDs who do so by 2025.

Goal 11: Make cities and

11.2 By 2030, provide access to safe, affordable, accessible and sustainable transport systems for all, Grab’s comprehensive safety management framework encourages safe journeys for all who take part in
human settlements
improving road safety, notably by expanding public transport, with special attention to the needs of Platform Safety our mobility and delivery businesses. We have introduced numerous initiatives to reduce road accidents,
inclusive, safe, resilient
those in vulnerable situations, women, children, persons with disabilities and older persons tracking and reporting on rates. This includes sexual harassment and sexual assault rates.
and sustainable

Goal 12: Ensure sustainable

As one of the largest delivery platforms in Southeast Asia, Grab seeks solutions for the food packaging
consumption and 12.5 By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse Sustainable Packaging Solutions
waste generated on our platform. We have set a Zero Waste to Nature by 2040 goal.
production patterns

Grab has set a carbon neutral by 2040 goal, and is taking a series of measures to help us meet that goal
because we believe that Southeast Asia and its inhabitants will be disproportionately impacted by
13.1 Strengthen resilience and adaptive capacity to climate-related hazards and natural disasters
Greenhouse Gas Emissions climate change. Our carbon reduction levers include helping our partners to transition to low emission
Goal 13: Take urgent action in all countries
vehicles, using renewable energy for Grab’s premises, and sustainable business and technological
to combat climate change
practices such as batching of orders and sharing or rides.
and its impacts

13.3: Improve education, awareness-raising and human and institutional capacity on climate change Through our eco-friendly rides toggle and in-app carbon offset feature, Grab aims to educate our
Greenhouse Gas Emissions
mitigation, adaptation, impact reduction and early warning consumers about climate change and how they can do their part.

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 ESG Report 2023 Group CEO’s Letter About Grab 2023 ESG Highlights Grab’s ESG Strategy ESG Governance Partner Platform Planet People ESG Metrics and Indicators

Stakeholder Engagement
Stakeholder Engagement mechanisms Priority concerns
• Safety, reliability and experience of services
Consumers • In-app communication, emails
• Protection of data and privacy

• In-app communication, emails

Driver-partners • In-person events such as town halls, driver-partner associations meetings and other special events • Earnings, benefits, welfare, training
• Partner satisfaction surveys and focus group discussions

• Compensation and other employee benefits

• Performance appraisals and compensation reviews
• Career development
Employees • Employee engagement survey
• Organisational updates
• Internal employee communications and updates
• Financial and sustainability performance of the company

• Quarterly financial results announcements

• Financial and sustainability performance of the company
Investors • Annual general meetings
• Transparency of disclosures
• Investor conferences and meetings

• Via account managers

• Earnings, growth and sales
• In-app communication, emails
Merchant-partners • Ability to self-serve
• Webinars and conferences
• Reliable fulfilment of orders
• Partner satisfaction surveys and focus group discussions

Non-Governmental Organisations • Consultation engagements for insights and feedback • Environmental, social and economic impact
(NGOs) • Collaboration to co-develop programmes • Accessibility of marginalised community

• Environmental, social and economic compliance

• Regulatory compliance practices
• Industry consulting representations • Labour practices
Regulators and Government
• Programmes, discussions, and collaborations with governments and regulators • Health and safety performance
• Data regulation
• Industry issues such as digitalisation

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For more information or feedback,
please email: [email protected]