CLAUDIA ARNEY
CHAIR
We connect consumers, riders and merchants across local markets to bring people the food and products they love.
We are a global online platform, yet a very local business. Our consumers, riders and merchants live and operate within their local neighbourhoods. Through our sophisticated logistics technology, we unlock a wealth of hyperlocal choice, at the right price, with fast and reliable delivery.
We manage our business on a geographic basis. Our 10 markets* are split into two geographical segments: the UK and Ireland (‘UKI’) and International, comprising our business in Continental Europe, Asia and the Middle East.
Our business split by geographic segment (% of GTV*)
* Announced on 10 March 2025 exit of Hong Kong business
We work with some of the largest and best known restaurants in each of our markets. Our partners span four key segments: global quick service restaurants; national casual dining chains; independent full-service restaurants; and takeaways.
We partner with some of the largest grocery retailers in the world, as well as a large number of small independent grocers.
Through our non-food retail offering, Deliveroo ‘Shopping’, we work with large and small merchants in categories such as flowers, DIY, homeware, electrical goods and health and beauty.
We enable restaurant, grocery and retail partners to advertise on our platform. These partners range from small single sites to global enterprise companies. We also work with partners in FMCG and entertainment (e.g. travel, TV and music) who want to tap into our audience.
10*
Markets worldwide
* Announced on 10 March 2025 exit of Hong Kong business
82%
Global rider satisfaction in Q4 2024
~135,000
Riders at the end of 2024
~163,000
Restaurant partner sites
296m
Orders delivered in 2024
~23,000
Grocery sites and retail sites
Gross transaction value (‘GTV’)*
£7.4bn
+6%2 vs 2023
Revenue
£2.1bn
+3%2 vs 2023
Gross profit
£767m
10.3% (as % of GTV)*
Adjusted EBITDA*
£130m
1.7% (as % of GTV)
(Loss)/Profit before income tax
£12.2m
Free cash flow*
£86m
Net cash*
£0.7bn
1. Full discussion of financial statements on page 171 of the annual report.
2. Year-on-year growth rate shown in constant currency*.
• To supplement performance assessment, Deliveroo uses alternative performance measures (‘APMs’), which are not defined under IFRS. The first instance of each APM is indicated with an asterisk (*); definitions and further details are provided on page 230 of the annual report.
CLAUDIA ARNEY
CHAIR
WILL SHU
FOUNDER AND CEO
Deliveroo’s mission is to transform the way you shop and eat, bringing the neighbourhood to your door by connecting consumers, restaurants, shops and riders.
Selection
Price/value
Consumer experience
Loyalty
Restaurant
Grocery
Retail
Advertising
Optimised delivery
Marketing efficiency
Operating leverage
Investment discipline
Mid-teens GTV growth in the medium term
4%+ adjusted EBITDA margin in the medium term
Maintain an efficient capital structure
At Deliveroo, we are committed to supporting our marketplace, our Company, our communities, and the environment around us.
We want to have a positive impact. This means supporting our consumers with access to healthier choices, our merchants with opportunities for growth and our riders with good work. We’re also working to make our Company and marketplace more inclusive, to reduce our impact on the environment, and to support communities facing food insecurity.
Our sustainability strategy guides six pillars of activity, and; is shaped by a materiality assessment of what matters most to Deliveroo and the Company’s diverse range of stakeholders. It is also shaped by where our action could have the most positive impact on society and the environment. We group these pillars into two ‘clusters’ through which we aim to deliver positive environmental and social outcomes: one cluster comprising the three sides of our marketplace - consumers, riders and merchants - and the other covering our Company, the wider environment, and the communities we operate in. Over the course of the year we have made good progress against each of the pillars. This review sets out our achievements during the year and our priorities for the year ahead.
Riding and thriving
We want to give riders the flexible work they value alongside the security they deserve, as well as attractive earning and learning opportunities.
Enabling healthier eating
We want to give our consumers the best selection, availability and value in healthier choices, as well as the tools to help them make informed choices on what to order.
Supporting merchants to grow and be more sustainable
We want to provide our merchants with new opportunities to grow revenues, increase brand value and maximise profit potential from online delivery, whilst supporting and enabling more sustainable behaviour.
Reaching net zero
and reducing waste
We want to reduce our own emissions and the amount of waste we produce.
Tackling food insecurity in our communities
We want to reduce food insecurity in our communities by establishing the right partnerships and taking direct action where we can.
Building a diverse and inclusive company and marketplace
We want to have a gender balanced and more diverse workforce that reflects our customers, and improves equity and inclusion across our Company and marketplace.
Our Investment Case
DOWNLOAD HEREOur Business Model
DOWNLOAD HEREOur Strategy
DOWNLOAD HEREOur Performance
DOWNLOAD HERESustainability
DOWNLOAD HEREOur Stakeholders
DOWNLOAD HEREGovernance
DOWNLOAD HEREFinancials
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