Swiggy’s expanding “convenience” vision has been a driving force in growing the on-demand economy across the country. Our Company continues to contribute to the way people view food delivery in 550+ cities across the country. Swiggy leverages its technology, scale, density of restaurant, delivery network and learnings from over 1.6 billion delivered orders to continuously improve on-demand food delivery services and develop new offerings to our customers like Concierge services and essentials on-demand. We pioneered Quick Commerce back in 2020 through our express delivery offering ‘Instamart’ (currently live in 27 Cities) which allows customers to order groceries and essentials throughout the day in 10-30 mins with a spread of over 5000 SKUs and 500+ leading FMCG and D2C brands offered by our sellers, without compromising on reliability. As we continue to grow within existing cities and expand into newer cities, high availability, very low cancellations / complaints, while driving economic efficiency to our bottom line, remain at the core of our operations. During the year under review, we saw the second and third COVID-19 outbreak spread rapidly within the country, leading to the Government of India implementing a fresh set of measures to contain the spread of the virus including lockdowns, restrictions on travel, social distancing and other emergency measures. However, the public perception towards food delivery, and in particular our quick commerce offering, saw a favourable boost during this period, with Swiggy being viewed as a “lifeline” during the second and third phase of the lockdowns. Instamart achieved the GOV scale our food business took 40 months to achieve in just 17 months since inception, demonstrating both customer love for the offering and cross pollination benefits from our existing offerings. Food delivery orders also recovered fully to pre-COVID levels by the first half of the year. Our business has shown strong growth throughout the year and has grown by 1.6x from March 2021 level with strong focus on Customer Acquisition and Retention; Supply Improvements (both Restaurants and Delivery Riders) and a high bar on Experience with focussed interventions on improving Selection, Price and Convenience, and Policies for our customers as well as partners. We continued to focus on growth post business recovery from COVID, particularly on the expansion of our quick commerce offering, we saw our revenues improve 2.3x in FY22. On the back of top line growth, we saw our PBT margin (as a percentage of revenue) improve YoY. Recognizing the efforts our fleet of delivery riders are taking to bring customers food and other essential items during the pandemic, we took the following measures for 360-degree COVID-19 support. 1. Enhanced Safety of Women Delivery Partners: In 2021, Swiggy became the first platform to offer paid monthly period time off to our women delivery executives. We launched practical initiatives that included access to hygienic restrooms and access to vehicles. Additionally, we have also included an SOS button on the Swiggy delivery partner app that provides round-the-clock support and connects executives to an ambulance, the local police station, or the Swiggy helpline as the need arises. Delivery partners have the option to decline deliveries if they deem an area to be unsafe, with no questions or penalties. This process gives us intel to continuously map and avoid areas deemed unsafe especially for women delivery partners. 2. Implementation of robust sexual harassment redressal policies: A big step in our continuous efforts to create a safer delivery universe for our women driver partners, we have introduced a Swiggy specific policy on sexual harassment redressal that is aligned in spirit with the POSH Act for our delivery partners. Typically, gig workers are unaware of the contours of sexual harassment or misconduct. We have continued to educate our delivery partners on the policy and provide an effective redressal mechanism for any complaints lodged by our women delivery partner, including thorough investigation, cooperation with authorities and guidance. We are also working on solutions to ensure in the event of harassment at a customer location, no other woman delivery partner is ever assigned to the customer, even in case of a change in location of said customer. Grievous offenses punishable by law will lead to removal of the customer from the Swiggy platform.   3. Strengthening Farmer Producer organizations: Our Instamart 3rd party sellers have been working extensively with Farmer Producer organizations (FPOs) in each region, who in turn source produce directly from farmers. Working with FPOs and farmers allows us to get fruits and vegetables from farm to table in under 24 hours. What this means is lesser use of shelf life-extending packaging and preservatives. At the same time the seller-run dark stores deploy quality assaying technology that record, automate and digitize the quality of fresh produce. Using artificial intelligence, computer vision, and machine learning, the quality of produce is measured at regular intervals. This helps us provide the freshest produce to convenience-seeking customers in a hassle-free manner. At the same time, we are also providing a platform for local vendors and farmers to sell their produce, providing continuous employment and significantly improving their sources of revenue, with some FPOs reporting almost 80% increase in revenue through our Instamart platform. Further in our commitment towards continuous support for our delivery partners, we launched the Swiggy Skills Academy for the learning and development of our delivery partners and their children, with curated courses in spoken English, IT, personal finance, and computer skills to be accessed through the delivery partner app to facilitate completion of education of delivery executives associated with Swiggy, along with high-quality educational content and career counselling opportunities for more than 30,000 children of our delivery partners. Over 24,000 children of delivery partners have already signed onto the program. The program serves as phase II of our earlier ‘Step Ahead’ program, which was an industry - first accelerator program to help our delivery partners transition into full-time managerial jobs.

(A) Conservation of energy:   i. Steps taken or impact on conservation of energy:   Replaced conventional and Metal Halide lights with energy efficient LED light fixtures in office.   ii. Steps taken by the company for utilizing alternate sources of energy including waste generated:   The Company is in the process of identifying the feasible sources of alternate sources of energy. Waste management steps were taken by the Company by ensuring that the principle of reduce, reuse and recycle is followed by the organization.   iii. Capital investment on energy conservation equipment:   As the impact of measures taken for conservation and optimum utilization of energy are not quantitative, its impact on cost cannot be stated accurately.

(B) Technology absorption:   i. Efforts, in brief, made towards technology absorption: Nil   ii. Benefits derived as a result of the above efforts, e.g., product improvement, cost reduction, product development, import substitution, etc.: Nil   iii. In case of imported technology (imported during the last 3 years reckoned from the beginning of the financial year), following information may be furnished: Nil a. Details of technology imported: N.A. b. Year of import: N.A. c. Whether the technology been fully absorbed: N.A. d. If not fully absorbed, areas where absorption has not taken place, and the reasons therefore: N.A. iv. The expenditure incurred on Research and Development: N.A.

C. Foreign Exchange Outflow/Inflow: Particulars Financial Year ended March 31, 2022 Financial Year ended March 31, 2021 Foreign Exchange Earning (Inflow) - - Foreign Exchange Expenditure (Outflow) 61,39,75,629.52/- 35,46,21,150/-  

In accordance with the provisions of Section 134(5) of the Companies Act, 2013 the Board hereby submit its responsibility Statement:   a) in the preparation of the annual accounts, the applicable accounting standards had been followed along with proper explanation relating to material departures; b) the directors had selected such accounting policies and applied them consistently and made judgments and estimates that are reasonable and prudent so as to give a true and fair view of the state of affairs of the company at the end of the financial year and of the profit and loss of the company for that period c) the directors had taken proper and sufficient care for the maintenance of adequate accounting records in accordance with the provisions of this Act for safeguarding the assets of the company and for preventing and detecting fraud and other irregularities; d) the directors had prepared the annual accounts on a going concern basis; e) the Company being unlisted, sub clause (e) of section 134(3) of the Companies Act, 2013 pertaining to laying down internal financial controls is not applicable to the Company; f) the directors had devised proper systems to ensure compliance with the provisions of all applicable laws and that such systems were adequate and operating effectively.