We have always been about being a more inclusive workplace. So far, our inclusive workplace initiatives haven’t taken into consideration the fact that only about ~0.5% of our delivery partners are women. 



Today, we are taking our first step towards increasing the participation of women delivery partners in our fleet. To begin with, we have set ourselves a goal of reaching 10% participation by the end of 2021 starting with Bangalore, Mumbai, and Pune.



Adding more women to our delivery fleet is not as simple as just targeting more women for this job. That’s because our policies need to change in order to attract and retain more women delivery partners. To achieve our goal of 10% women participation in the three pilot cities, we are working on four key initiatives – 



<ul><li>Access to safety-related education and tools <ul><li>We are adding self-defense training to our onboarding process which will be mandatory for all women delivery partners to attend </li><li>In addition to our first-aid kits, all women delivery partners will be equipped with a handy hygiene and safety kit </li></ul></li></ul>



<ul><li>Contactless deliveries by default<ul><li>To prioritize our women delivery partners’ safety, we will be making late evening deliveries contactless by default</li></ul></li></ul>



<ul><li>Extended support from our restaurant partners<ul><li>Many restaurant partners have come forward to ensure access to basic facilities such as separate washrooms for our women partners</li><li>We will highlight these restaurants with a #GirlPower tag (tag subject to change) on our app to showcase their support towards an equitable society</li><li>Furthermore, our women partners will be able to rate restaurants on “ease and safety”. We will utilize these ratings to improve working conditions for all our delivery partners. </li></ul></li></ul>



<ul><li>SOS button and dedicated support<ul><li>We are setting up a 24×7 helpline – a dedicated support team for our women partners – which will focus on expediting emergency requests to prioritize safety</li><li>Once triggered, the SOS button, on our delivery partner app, will automatically share live location with our on-ground teams, central rider support, and other delivery partners in the vicinity</li></ul></li></ul>



Hopefully, in the near future, people won’t generalise this community as delivery boys, and see them for what they truly are – delivery partners. 



We continue to take feedback from our delivery partners and work towards making necessary changes – big or small, whatever may be the need of the hour to make Zomato a more inclusive workplace. If you have any suggestions or actionable insights to help us reach our target sooner than later, do reach out to me at d@zomato.com

We have always been about being a more inclusive workplace. So far, our inclusive workplace initiatives haven’t taken into consideration the fact that only about ~0.5% of our delivery partners are women.&nbsp;



Today, we are taking our first step towards increasing the participation of women delivery partners in our fleet. To begin with, we have set ourselves a goal of reaching 10% participation by the end of 2021 starting with Bangalore, Mumbai, and Pune.



Adding more women to our delivery fleet is not as simple as just targeting more women for this job. That’s because our policies need to change in order to attract and retain more women delivery partners. To achieve our goal of 10% women participation in the three pilot cities, we are working on four key initiatives –&nbsp;



<ul><li>Access to safety-related education and tools&nbsp;<ul><li>We are adding self-defense training to our onboarding process which will be mandatory for all women delivery partners to attend&nbsp;</li><li>In addition to our first-aid kits, all women delivery partners will be equipped with a handy hygiene and safety kit </li></ul></li></ul>



<ul><li>Contactless deliveries by default<ul><li>To prioritize our women delivery partners’ safety, we will be making late evening deliveries contactless by default</li></ul></li></ul>



<ul><li>Extended support from our restaurant partners<ul><li>Many restaurant partners have come forward to ensure access to basic facilities such as separate washrooms for our women partners</li><li>We will highlight these restaurants with a #GirlPower tag (tag subject to change) on our app to showcase their support towards an equitable society</li><li>Furthermore, our women partners will be able to rate restaurants on “ease and safety”. We will utilize these ratings to improve working conditions for all our delivery partners.&nbsp;</li></ul></li></ul>



<ul><li>SOS button and dedicated support<ul><li>We are setting up a 24&#215;7 helpline – a dedicated support team for our women partners – which will focus on expediting emergency requests to prioritize safety</li><li>Once triggered, the SOS button, on our delivery partner app, will automatically share live location with our on-ground teams, central rider support, and other delivery partners in the vicinity</li></ul></li></ul>



Hopefully, in the near future, people won&#8217;t generalise this community as delivery boys, and see them for what they truly are &#8211; delivery partners.&nbsp;



We continue to take feedback from our delivery partners and work towards making necessary changes &#8211; big or small, whatever may be the need of the hour to make Zomato a more inclusive workplace. If you have any suggestions or actionable insights to help us reach our target sooner than later, do reach out to me at d@zomato.com

Increasing women participation in our delivery fleet

<h3 class="wp-block-heading">Key Highlights</h3>



<ul>
<li>We continued to build on the momentum in the first two quarters of FY24.</li>



<li>GOV across our B2C businesses grew 47% YoY (13% QoQ) to INR 12,886 crore. On an annualised basis, we have now crossed INR 50,000 crore of GOV in our B2C businesses.</li>



<li>Consolidated Adjusted Revenue grew 53% YoY (12% QoQ) to INR 3,609 crore.</li>



<li>On the profitability front, consolidated Adjusted EBITDA was positive for the third consecutive quarter at INR 125 crore and improved by INR 390 crore as compared to the same quarter last year.</li>
</ul>



<figure class="wp-block-image alignfull size-large"><img loading="lazy" decoding="async" width="640" height="389" style="width:100%" src="https://i0.wp.com/zomatoblog.com/wp-content/uploads/2024/02/Consolidated.jpg?resize=640%2C389&#038;ssl=1" alt="" class="wp-image-13404" srcset="https://i0.wp.com/zomatoblog.com/wp-content/uploads/2024/02/Consolidated.jpg?resize=1024%2C622&amp;ssl=1 1024w, https://i0.wp.com/zomatoblog.com/wp-content/uploads/2024/02/Consolidated.jpg?resize=300%2C182&amp;ssl=1 300w, https://i0.wp.com/zomatoblog.com/wp-content/uploads/2024/02/Consolidated.jpg?resize=768%2C466&amp;ssl=1 768w, https://i0.wp.com/zomatoblog.com/wp-content/uploads/2024/02/Consolidated.jpg?resize=1536%2C933&amp;ssl=1 1536w, https://i0.wp.com/zomatoblog.com/wp-content/uploads/2024/02/Consolidated.jpg?resize=2048%2C1244&amp;ssl=1 2048w, https://i0.wp.com/zomatoblog.com/wp-content/uploads/2024/02/Consolidated.jpg?resize=1568%2C952&amp;ssl=1 1568w, https://i0.wp.com/zomatoblog.com/wp-content/uploads/2024/02/Consolidated.jpg?w=1280&amp;ssl=1 1280w, https://i0.wp.com/zomatoblog.com/wp-content/uploads/2024/02/Consolidated.jpg?w=1920&amp;ssl=1 1920w" sizes="(max-width: 640px) 100vw, 640px" data-recalc-dims="1" /></figure>



<div class="wp-block-file"><a href="https://drive.google.com/file/d/1dsv9iPzlulQ8PQqnbMP7vhzX3QihxRbV/view?usp=sharing">Click here to download Q3FY24 results</a><a style="margin-left:0.75em;background: #32373c;border-radius: 2em;color: #fff;font-size: 13px;padding: 0.5em 1em"href="https://drive.google.com/file/d/1dsv9iPzlulQ8PQqnbMP7vhzX3QihxRbV/view?usp=sharing" class="wp-block-file__button" download="">Download</a></div>

Q3FY24 shareholders’ letter and results

We want to make Zomato a place that provides equitable access to opportunities for all genders. We want to be a sustainable company that the nation, and equally importantly, our parents will be proud of, in how we help in creating a better society. As part of this effort, we have been introducing more women workers into different parts of our business, so our efforts at creating meaningful opportunities for women do not stop within the confines of our offices.



We have already onboarded over 2,000 women delivery partners into our food delivery fleet and will continue to work hard to multiply that number. Another crucial area where we see opportunity to create roles for women is in our warehouses and dark stores, housed within our Hyperpure and Blinkit businesses. Here are some learnings as we start introducing women workers into supply chain jobs at these facilities &#8211;&nbsp; What we’re learning about gender diversity in our warehouses and dark stores



Both the Blinkit and Hyperpure businesses rely on workers in roles such as loading, unloading, picking, sorting, grading, security and housekeeping. However, the proportion of women across our warehouse and dark store facilities is currently low (&lt;5%).&nbsp;



We initiated a pilot at two of our Delhi and Mumbai warehouses and a dark store in Delhi to learn about the impact of having more women on the shopfloor, the targets we could feasibly set and investments required to make the warehouse/store environment more conducive for women. 



We onboarded 46 women in total &#8211; about 15% of the warehouse day shift workforce and 40% of the dark store workforce &#8211; and here are some business benefits we experienced in 2 months &#8211;&nbsp;&nbsp;



Women improved the metrics around handling products within stores and warehouses



We witnessed that women workers were much more careful with respect to handling perishable categories of products like eggs, fruits and vegetables. In both warehouse locations, complaints raised against orders handled by women were ~16% less than men<a href="#849c86ea-e1a0-45fd-a28a-051852666674" id="849c86ea-e1a0-45fd-a28a-051852666674-link">1</a>. Warehouse managers also highlighted that women workers paid great attention to detail and set high-quality standards for sorting and grading, especially for fresh produce. Women take fewer unplanned leaves



In dark stores, women took less than half the unplanned leaves than men took<a href="#1ec4fe67-68ef-4098-a4e1-bffd399fbeac" id="1ec4fe67-68ef-4098-a4e1-bffd399fbeac-link">2</a>. Unplanned leaves affect existing distribution of tasks among workers and hampers store productivity.



Women have lower attrition rates than men



In locations that were accessible by public transport, it was observed that no woman left within the first 15 days of joining<a href="#0ef84582-f685-495d-ad79-664ade62d30b" id="0ef84582-f685-495d-ad79-664ade62d30b-link">3</a>. This could be as much behavioural as a reflection on the availability of opportunities.



Women demonstrate higher productivity across a variety of roles&nbsp;



In a business that runs on hyper efficient operations, time is money. In our dark store pilot, women took ~ 28% less time than men to process orders as a result of being faster at responding, picking and billing<a href="#e238ca55-262c-4c7b-93d7-b6041552709c" id="e238ca55-262c-4c7b-93d7-b6041552709c-link">4</a>. In warehouses, when women were engaged in a variety of tasks, instead of being confined to working in a specific section, they demonstrated productivity gains in the range of 5-11% in tasks like sorting and grading.



Women significantly impact the working environment, positively



Managers across all pilot locations pointed out that the culture of the facility improved post deployment of women. These cultural improvements included improved language at the facility, fewer altercations, and higher levels of cleanliness and hygiene.



“Women keep their working environment clean and hygienic.”



<ul>
<li>Warehouse Manager, Mumbai</li>
</ul>



—&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8211;



“Since the time I started working here, I have grown as a leader. I like helping out the other women here and together we have made a community where we can help and inspire each other.”



<ul>
<li>Hina, 30 years, mother of a 10-year old who works as a picker in our Delhi facility</li>
</ul>



—&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8212;&#8211;



Challenges we are focusing on overcoming



Planning for and maintaining additional female washrooms&nbsp;



Provisioning for additional washrooms for women is less of an issue in our warehouses as they have a lot more space for amenities. For smaller facilities, such as dark stores, we have begun planning for these in advance to enable onboarding of women. 



Providing dedicated transport to encourage better women&#8217;s participation in roles outside city centres



We have begun providing transport for women for select warehouses in outskirts of the city and have found onboarding to be much easier. In one location, we were able to onboard 75% more women than we were before. Provision of transportation also significantly improves the perceived safety associated with the opportunity.



Ideally, women need someone of their own gender to approach for support at workplace



Several women workers face challenges with expressing their desire to work and explaining their work to their families. This is in line with larger studies published by our workforce diversity programme partners <a href="https://www.fsg.org/initiatives-programs/growing-livelihood-opportunities-for-women/">FSG GLOW</a>, that show, while 1 in 2 women wish to work, 84% women need to secure family&#8217;s permission beforehand and most families prefer women don’t work at all.  During our pilot, a female packer and Master&#8217;s student in Delhi, who was uncomfortable telling her family she was also working, preferred to say she was going out to study. When the course she was enrolled in ended, she had to leave. 



To address this cultural reality, we’re ensuring that HR managers, management team and executives at warehouses include a mix of men and women. We believe women workers will find it easier to approach women managers for support and guidance, before they are forced to leave due to family pressure or other concerns.



Inclusion training for managers and workers beyond mandatory POSH training



While FSG’s research shows that women are willing to work in male-dominated environments, the on ground imbalance requires regular reinforcement of the fact that warehouses provide a safe and inclusive working environment where women’s voices are also respected. We are planning inclusion programmes, beyond mandatory training, at both manager and worker levels addressing common biases and behaviours that can come in the way of our objectives.&nbsp;



The way forward



The pilot has helped address key questions for us &#8211; the impact of having more women working in our facilities and the hard and soft infrastructure elements we need to invest in to facilitate their onboarding. The results show that women demonstrate the ability to perform many warehouse/store tasks at par or better than men. The key investments that need to be made &#8211; provisioning for and maintaining hygienic washroom facilities, providing transport for selected locations and inclusion training for managers can, potentially, be recovered over time.



We aim to reach a target of 20% women in our warehousing operations in 2024. We believe our commitment to get this agenda right, coupled with India’s vast pool of inspiring women, like Hina, will help us meet our goals, like many of our orders, before time.



We are committed to ensuring we have more women at the table, shaping the future of every business we are in today – online ordering, food and grocery deliveries, and ideating for those we will be in tomorrow.&nbsp;



Stay tuned for more diversity dialogues from Zomato.


<ol class="wp-block-footnotes"><li id="849c86ea-e1a0-45fd-a28a-051852666674">Data valid for complaints in April – May 2023 <a href="#849c86ea-e1a0-45fd-a28a-051852666674-link" aria-label="Jump to footnote reference 1">↩︎</a></li><li id="1ec4fe67-68ef-4098-a4e1-bffd399fbeac">Data valid for 31st May 2023 – 6th August 2023. <a href="#1ec4fe67-68ef-4098-a4e1-bffd399fbeac-link" aria-label="Jump to footnote reference 2">↩︎</a></li><li id="0ef84582-f685-495d-ad79-664ade62d30b">Data represents all workers who joined between 1st April 2023 and 15th May 2023. <a href="#0ef84582-f685-495d-ad79-664ade62d30b-link" aria-label="Jump to footnote reference 3">↩︎</a></li><li id="e238ca55-262c-4c7b-93d7-b6041552709c">This includes assign to start time &#8211; billing time. <a href="#e238ca55-262c-4c7b-93d7-b6041552709c-link" aria-label="Jump to footnote reference 4">↩︎</a></li></ol>

The business benefits of having more women working in warehouses and dark stores

<figure class="wp-block-image alignfull size-large"><img loading="lazy" decoding="async" width="640" height="511" style='width:100%' src="https://i0.wp.com/zomatoblog.com/wp-content/uploads/2023/11/Consolidated.png?resize=640%2C511&#038;ssl=1" alt="" class="wp-image-13196" srcset="https://i0.wp.com/zomatoblog.com/wp-content/uploads/2023/11/Consolidated.png?resize=1024%2C818&amp;ssl=1 1024w, https://i0.wp.com/zomatoblog.com/wp-content/uploads/2023/11/Consolidated.png?resize=300%2C240&amp;ssl=1 300w, https://i0.wp.com/zomatoblog.com/wp-content/uploads/2023/11/Consolidated.png?resize=768%2C613&amp;ssl=1 768w, https://i0.wp.com/zomatoblog.com/wp-content/uploads/2023/11/Consolidated.png?resize=1536%2C1226&amp;ssl=1 1536w, https://i0.wp.com/zomatoblog.com/wp-content/uploads/2023/11/Consolidated.png?resize=2048%2C1635&amp;ssl=1 2048w, https://i0.wp.com/zomatoblog.com/wp-content/uploads/2023/11/Consolidated.png?resize=1568%2C1252&amp;ssl=1 1568w, https://i0.wp.com/zomatoblog.com/wp-content/uploads/2023/11/Consolidated.png?w=1280&amp;ssl=1 1280w, https://i0.wp.com/zomatoblog.com/wp-content/uploads/2023/11/Consolidated.png?w=1920&amp;ssl=1 1920w" sizes="(max-width: 640px) 100vw, 640px" data-recalc-dims="1" /></figure>



 Milestone Alert Quick commerce (Blinkit) business turned Contribution positive in Q2FY24 for the first time, for the entire quarter. The Contribution margin (as a % of GOV) in the business has improved from -7.3% in Q2FY23 last year (when we acquired the business) to +1.3% now in Q2FY24. 



<div class="wp-block-file"><a href="https://drive.google.com/file/d/1Xa9bq1MtF5EsLVA9zddPD8GIOrSgZrZz/view?usp=sharing">Click here to download Q2FY24 results</a><a style="margin-left:0.75em;background: #32373c;border-radius: 2em;color: #fff;font-size: 13px;padding: 0.5em 1em"href="https://drive.google.com/file/d/1Xa9bq1MtF5EsLVA9zddPD8GIOrSgZrZz/view?usp=sharing" class="wp-block-file__button" download="">Download</a></div>

Q2FY24 shareholders’ letter and results

We are excited to launch the ‘Tips for the kitchen staff’ feature on our platform that now allows our customers to show appreciation for the food our restaurant partners prepare for them, every time they order. At Zomato, we understand that a lot of hard work, skill, and creativity goes behind preparing food, and we keep asking ourselves &#8211; how can we motivate not just the restaurants but also their kitchen staff to continue working their magic. And to motivate them, we have introduced ‘Tips for the kitchen staff’. With this feature, customers can tip the restaurant’s kitchen staff &#8211; the wonderful chefs, cleaning staff, helpers, etc. as a way of appreciation. This new feature will enrich the food ordering and delivery experience for both our restaurant partners and customers.&nbsp;



Building on the success of a 2018 initiative that allows customers to tip delivery partners, this is a similar initiative which is introduced based on inputs from Zomato’s restaurant partner network. The introduction of ‘Tips for the kitchen staff’ feature enables the customers to seamlessly express gratitude for their food deliveries, an option that was limited to traditional dining-in experience until now.



As a customer, what are the options I have to tip?



For a seamless customer experience, customers are asked if they would like to tip the restaurant’s kitchen staff after they have rated their order 4 or 5 stars. Customers also have the option to tip the restaurant kitchen staff from the live order tracking page after placing the order.&nbsp;



We recognize that the customers are used to paying a service charge in terms of % of their order value. Therefore, on the platform you will find the option to tip the kitchen staff in % ranging from 3% to 10% of your item value. However, if you do not want to select from one of the pre defined % slabs, you can also enter any amount of your choice up to a maximum cap.



<figure class="wp-block-image alignfull"><img decoding="async" src="https://lh5.googleusercontent.com/LTsnm_Uhg36IVVJCU0WooEOd_N3aixGc0J_WUIVbqsrqK8ITINHTJ0BMiVMflLpvfvyicSsnXT45ITp2JiTP5gpW25Y6lM27Bzyi3UpvZfbIpZOdyvRN7JCCBr7rQWdWhb-my7jviSdtdUECTXFyFWI" alt=""/></figure>



<figure class="wp-block-image alignfull"><img decoding="async" src="https://lh5.googleusercontent.com/0k5MAc6rleG1eJetHQsRK-GhRZMBLB6HciXePb9ZArueWEhKwvakNkg42KNQJ6bta5H4WKSOxbV_3dyC_iFMrEPLBE8m_yX_W82yH0YzBd33bJ8MVPfVxghSqdrgBsUYNy7WrS4H4hfm9fUbGU8aDV8" alt=""/></figure>



How do the restaurants receive tips?



The entire tip amount that customers pay is credited to restaurants (after any tax deductions, if applicable) to be distributed among their staff. Zomato does not keep any commissions out of the tip amount and it is passed through 100%. Our restaurant partners can keep a track of tips in their weekly payouts and statement of account on the merchant app or web dashboard.



If you are from the restaurant management, we ask you to sign a pledge to distribute the entire amount among your staff, should you be keen to be included in the program! This feature is now live on our platform and we are truly looking forward to providing an elevated food ordering and delivery experience to both our customers and restaurant partners!&nbsp;



The team that made it all possible&nbsp;



We would like to express our heartfelt thanks to the team that made it all possible in a small amount of time &#8211; Prateek from the design team and Ritick, Satyaprakash, Ishika, Rishabh, Devang, Saksham, Tanishq, Dilip. Special mention to Rana &#8211; our engineering rock star for seamlessly ensuring collaboration between multiple teams such as billing tech, merchant tech, consumer tech, iOS and Android to launch this update.



The next time you love something you order from your favorite restaurant, thank the team behind the scenes in a way that motivates them a lot. With a tip!

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