Hunger and food waste remain two sides of a troubling paradox in India. While millions go to bed hungry every night, the country wastes close to 68 million tonnes of food each year. It’s this reality that Swiggy’s flagship initiative, Swiggy Serves, set out to change.
Launched in January 2025, the program aims to redistribute 50 million meals by 2030 in partnership with the volunteer-driven Robin Hood Army. In just a few months, it has already made a mark—over 17,500 meals have reached underserved communities across 170 cities.
That commitment came alive this May during World Hunger Day, when restaurant partners across 85 cities came together to donate surplus meals. In Gurgaon alone, Swiggy delivery partners joined RHA volunteers to serve over 600 freshly prepared meals, part of a larger drive that distributed more than 6,000 meals across cities—showing how collaboration at every level can create real, human impact.
In this conversation, Siddharth Bhakoo, Chief Business Officer at Swiggy, talks about the vision behind Swiggy Serves, why partnerships are key to tackling hunger at scale, and how delivery partners and restaurants are becoming change agents in their own right.
Read the full interview below.
Q&A
Q. What inspired the launch of ‘Swiggy Serves’ earlier this year, and how does it align with Swiggy’s long-term vision of creating community-first impact beyond convenience?
A. ‘Swiggy Serves’ was launched in January 2025 as a flagship program to minimize food waste across Swiggy’s value chain and address hunger in underserved communities. The initiative was built on the insight that surplus food from restaurant partners could be meaningfully redirected through structured partnerships.
The program’s first partner was the Robin Hood Army, and together, Swiggy and RHA have committed to redistributing 50 million meals by 2030. This aligns with Swiggy’s broader vision of using its operational scale and logistics expertise to drive measurable social impact—going beyond convenience to actively contribute to solving systemic issues like food insecurity. The initial phase of the program has seen over 17,549 meals redistributed across 170 cities, with 450 restaurant partners sign up.
This long-term goal also complements Swiggy’s wider sustainability commitments, which include reducing perishable waste in direct operations by 25% year-on-year and leveraging technology for more responsible food and packaging practices.
Q. The World Hunger Day initiative with the Robin Hood Army saw a massive on-ground mobilization. Could you walk us through the planning and execution that enabled coordination across 85 cities in just a week?
A. The World Hunger Day campaign (May 24–31, 2025) was mobilized through Swiggy’s partner communication channels across 85 cities in the country. Restaurant partners were informed and encouraged to donate surplus or fresh meals. The Robin Hood Army, with its local volunteer chapters, enabled distribution on the ground. In Gurgaon, the execution included a dedicated drive involving Swiggy Delivery Executives and RHA volunteers, who distributed 600+ meals in Gurugram alone and distributed 6000+ meals across cities. The coordination was enabled by pre-established processes between Swiggy and RHA, including the use of dedicated WhatsApp groups for seamless communication.
Q. While redistributing 600+ fresh meals in Gurgaon was symbolic, how does Swiggy plan to scale this hyperlocal, volunteer-driven model sustainably across India?
A. The World Hunger Day effort in Gurgaon reflects a replicable model that combines Swiggy’s restaurant network and logistics capabilities with RHA’s grassroots volunteer presence. As part of the Swiggy Serves program, restaurant partners can opt in to donate food via a form on the Swiggy Owner app. Once onboarded, they’re integrated into RHA-coordinated WhatsApp groups, enabling real-time surplus tracking and pickups. This decentralized but tech-enabled model allows the initiative to scale across cities where RHA and Swiggy are both present.
Q. India sees over 68 million tonnes of food wasted annually. Beyond redistribution, how is Swiggy working with its restaurant partners or leveraging technology to reduce food wastage at the source? What has the response been from your restaurant partners so far, and how do you see their role evolving in Swiggy’s broader mission of addressing food insecurity?
A. Swiggy is working closely with restaurant partners to minimize surplus by offering a structured and tech-enabled donation system via Swiggy Serves. Interested restaurants can sign up through the Owner app, making it easier to donate surplus or freshly prepared food. Hundreds of restaurant partners joined the initiative in the initial phase itself, including names like Bikkgane Biryani, Dosa Anna, Urban Tandoor, and House of Biryani. The restaurant community has shown strong alignment with the mission, and Swiggy envisions their ongoing participation as central to scaling this effort nationwide.
Q. Delivery partners were at the heart of the Gurgaon drive. What motivated their involvement in a cause-driven campaign, and how is Swiggy working to empower gig workers as agents of social impact, not just logistics?
A. Our delivery partners aren’t just the engine of the platform; they’re the everyday heroes. They are responsible for ensuring food reaches millions of homes daily and are increasingly becoming visible champions of Swiggy’s wider mission, whether that’s convenience, safety, or community service. Their participation in the World Hunger Day drive in Gurgaon is a powerful reflection of that evolution.
Swiggy recognizes that empowerment begins with acknowledgment and continues through action. That’s why the company has introduced a range of initiatives to support delivery partners both on and off the road. Programs like Project Next offer career progression pathways, while Swiggy Skills, in collaboration with the Ministry of Skill Development, is helping delivery partners and restaurant staff receive training and certification. Financial inclusion is also a critical pillar, with initiatives such as the Financial Literacy Program, launched with the National Stock Exchange, tailored especially for women partners.
Safety also remains non-negotiable. Under the Delivering Safely program, Swiggy conducts road safety workshops, distributes BIS-approved helmets, provides smart safety gears, and ensures accident insurance for delivery executives—reinforcing that they are seen, supported, and safeguarded.
We also understand the value of human connection and celebration. Earlier this year, we partnered with Red FM for a unique initiative called Breakfast Rides. Held across 10 cities, it saw 250+ delivery partners join Red FM RJs for early morning rides that ended with a warm breakfast and a surprise visit to the city’s radio studios. For many of our delivery partners, it was a first-time experience and an emotional moment of recognition. In cities like Lucknow, Jaipur, Bhubaneswar, Indore, and Patna, the initiative turned the spotlight on the real heroes behind India’s delivery revolution.
To sum up, we can say that Swiggy is committed to supporting its delivery partners through dignity, growth, and recognition, treating its network of delivery partners not just as a workforce, but as individuals with aspirations and potential.
Q. How do you envision the social responsibility component being integrated into the everyday functioning of Swiggy’s delivery ecosystem—without affecting operational efficiency?
A. Swiggy’s approach to social responsibility isn’t about standalone interventions, it’s about weaving impact into the everyday working of its platform in a way that is scalable, efficient, and meaningful. Initiatives like Swiggy Serves have been deliberately designed to function in tandem with Swiggy’s core operations, not outside of them. For instance, restaurant meal donations are facilitated using the Swiggy Owner app, where partners can opt in and log available surplus. Once this is done, Robin Hood Army volunteers are looped in via pre-coordinated WhatsApp groups to handle pickups and last-mile distribution, without requiring any deviation or additional workload for delivery partners or restaurant staff.
Operational efficiency is maintained because the model leverages existing touchpoints and idle capacity. Meal pickups, for instance, can be scheduled during non-peak hours or coordinated independently by volunteers, ensuring there’s no disruption to order deliveries. This digital-first coordination framework minimizes manual intervention, enabling social impact to run in parallel to business operations.
Beyond food redistribution, Swiggy has extended its social responsibility ethos to delivery partner well-being. The partnership with Sulabh International, for example, gives delivery partners free access to Sulabh Shauchalya facilities across key cities like Delhi NCR, Mumbai, Pune, Hyderabad, Bengaluru, and Chennai. This intervention addresses a basic, often an overlooked need – access to clean and safe sanitation – without affecting their delivery timelines or experience.
All in all, whether it’s safety gear through Delivering Safely, skilling through Swiggy Skills, or recognition-led events like the Breakfast Rides, every initiative is designed to run adjacent to operational workflows. The approach is simple: social responsibility can be integrated without compromising efficiency, and in doing so, it supports a stronger and more considerate delivery ecosystem.
Q. With your extensive experience in scaling businesses across sectors, what strategic principles guided the creation of a large-scale initiative like Swiggy Serves? And how do you define success in such a multi-stakeholder CSR-led campaign?
A. Swiggy Serves was conceived with a clear focus on leveraging what already works, existing networks, technology, and trusted partnerships; rather than building from scratch. The decision to collaborate with the Robin Hood Army (RHA), a volunteer-driven organization active in over 400 cities worldwide, was strategic. RHA’s grassroots reach and operational agility perfectly complement Swiggy’s logistical strength and restaurant ecosystem. This blend of scale and local community presence enabled rapid rollout and deep impact without reinventing processes or infrastructure.
Technology played a critical role in enabling smooth coordination. Tools like the Swiggy Owner app allow restaurant partners to easily opt into the program, while communication channels such as dedicated WhatsApp groups facilitate real-time collaboration between restaurants and RHA volunteers. This tech-driven approach helps ensure operational efficiency and scalability, keeping the initiative integrated within Swiggy’s existing workflows.
Success for Swiggy Serves is measured not just by the number of meals redistributed, but also by the engagement of partners and the sustainability of the model. The ambitious goal of 50 million meals by 2030 provides clear milestones. Ultimately, for us, success means creating a self-sustaining ecosystem where impact is embedded in everyday operations, driving meaningful change without disrupting business continuity.
Q. Collaborations like the one with the Robin Hood Army reflect a new CSR paradigm rooted in grassroots partnerships. What do you look for in an impact partner, and how do you measure effectiveness in such alliances?
A. Swiggy’s partnership with the Robin Hood Army (RHA) reflects a commitment to combining grassroots action with scalable impact. When choosing partners, Swiggy seeks organizations that share values around transparency, community empowerment, and operational readiness. RHA’s zero-funds, volunteer-driven model and presence across 400+ cities globally made it a natural fit, enabling rapid mobilization and deep local engagement.
Together, Swiggy and RHA set a clear and ambitious goal: to redistribute 50 million meals by 2030, directly addressing hunger and reducing food waste on a large scale.
Beyond RHA, Swiggy’s partnerships with organizations like Sulabh International and media initiatives such as the collaboration with Red FM highlight a broader approach to supporting people in its ecosystem. Sulabh International’s network of public sanitation facilities is made accessible free of charge to Swiggy’s delivery partners in multiple cities, addressing critical well-being needs. The partnership with Red FM gave delivery partners unique moments of recognition and joy through Breakfast Rides across 10 cities, showcasing Swiggy’s efforts to uplift and celebrate its frontline workers.
Swiggy is also deeply committed to strengthening its value chain and regional economies. By the end of this year, every locally available harvest Swiggy uses will be 100% indigenously sourced, supporting farmers and local producers. The company is focused on upskilling and reskilling over 1 million individuals in its network by 2030 through programs like Swiggy Skills and aims to empower 100,000 women within its value chain, including entrepreneurs, delivery partners, and employees. Additionally, Swiggy is working to promote culinary diversity, traditional cuisines, and help 100 local brands scale geographically by 2030, driving economic growth and cultural preservation.
Ultimately, Swiggy views partnerships like these as long-term collaborations that blend technology, local insights, and shared purpose to create measurable, meaningful impact, scaling up without losing the authenticity and effectiveness at grassroot level.
Q. Given the growing size and relevance of the gig economy in India, what are some of the opportunities and challenges you foresee for platforms like Swiggy in balancing scale with social security for delivery partners?
A. The gig economy in India is expanding rapidly, presenting both tremendous opportunities and complex challenges for platforms like Swiggy. On the opportunity side, the flexible nature of gig work enables millions of individuals to earn livelihoods with autonomy and on their own terms. This flexibility can empower diverse groups, including students, homemakers, and those seeking supplementary income. Swiggy’s delivery ecosystem is a prime example of this dynamic, providing work opportunities across urban and semi-urban centers, helping bridge employment gaps.
However, balancing this scale with meaningful social security is an ongoing challenge. Gig workers often lack access to traditional employment benefits such as healthcare, and insurance. Platforms must innovate to offer structured support without compromising the very flexibility that makes gig work attractive. Swiggy addresses this by embedding welfare into its platform through initiatives that support delivery partners’ health and overall well-being.
Initiatives like Project Next, Swiggy Skills, Financial Literacy Programs, and the Delivering Safely program aim to support delivery partners’ growth, safety, and financial inclusion. The partnership with Sulabh International also addresses their dignity and well-being by providing access to clean sanitation facilities.
The long-term goal is to upskill and reskill over 1 million individuals in our network and empower 100,000 women in our value chain by 2030. We are constantly innovating to ensure benefits are comprehensive yet flexible for a diverse workforce.
Nonetheless, the challenge lies in continuously innovating to provide benefits that are both comprehensive and flexible enough to suit a diverse workforce with varying needs. However, Swiggy is actively working to develop collaborative programs and leverage platform capabilities to strike this balance, ensuring delivery partners are supported holistically while preserving the agility and scale of the gig economy.
Q. As Swiggy aims to redistribute 50 million meals by 2030, what are the key milestones and enablers you're prioritizing to maintain both momentum and measurable impact along the way? Could you also share any early success stories or stories of change that reflect the initiative’s potential?
A. Swiggy Serves is a long-term commitment to tackling hunger and food waste at scale, with the goal of redistributing 50 million meals by 2030. Early milestones—like the World Hunger Day campaign in May, which saw more than 6,000 meals distributed across India—have already demonstrated what’s possible when restaurant partners, delivery partners, and volunteers come together for a common cause.
To sustain and build on this momentum, Swiggy is prioritizing:
- Tech-led integration through the Swiggy Owner app, where restaurant partners can log available surplus food quickly and without disruption.
- Hyperlocal coordination enabled via dedicated WhatsApp groups with Robin Hood Army volunteers in each participating city, facilitating smooth pick-ups and last-mile distribution.
- On-ground activation like the World Hunger Day drive, which not only builds community trust but also inspires greater participation from delivery partners and restaurants.
As Swiggy looks ahead, the focus is on expanding this impact model, by onboarding more restaurant partners, growing the volunteer base, and deepening city-level operational presence. Alongside, the company is building feedback loops to improve efficiency and responsiveness across the network.
What adds meaning to these milestones are the human stories behind them, delivery partners taking pride in serving their communities, restaurant owners finding new purpose in their surplus, and volunteers who view every meal served as a small victory against hunger.
To sum up, Swiggy remains committed to scaling this initiative in a way that is measurable, efficient, and deeply human, ensuring that surplus food is never wasted, and that every plate served moves the needle toward a more food-secure India.
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