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GRABW

Grab Holdings Limited

GRABW

Grab Holdings Limited • NASDAQ
$0.38 ▲ 4.28% (+0.02)
Market Cap $1.56 B
52w High $0.84
52w Low $0.30
Dividend Yield 0%
P/E -0.03
Volume 20.40K
Outstanding Shares 4.08B

Income Statement

Period Revenue Operating Expense Net Income Net Profit Margin Earnings Per Share EBITDA
Q3-2025 $873M ▲ $355M ▲ $37M ▲ 4.238% ▼ $0.009 ▲ $85M ▼
Q2-2025 $819M ▲ $347M ▲ $35M ▲ 4.274% ▲ $0.009 ▼ $96M ▲
Q1-2025 $773M ▲ $345M ▲ $24M ▼ 3.105% ▼ $0.01 ▲ $69M ▲
Q4-2024 $764M ▲ $330M ▼ $27M ▲ 3.534% ▼ $0.007 ▲ $45M ▼
Q3-2024 $716M $345M $26M 3.631% $0.006 $58M

Balance Statement

Period Cash & Short-term Total Assets Total Liabilities Total Equity
Q3-2025 $6.927B ▼ $11.355B ▲ $4.841B ▲ $6.471B ▲
Q2-2025 $6.973B ▲ $11.145B ▲ $4.784B ▲ $6.362B ▼
Q1-2025 $5.881B ▲ $9.636B ▲ $3.168B ▲ $6.479B ▲
Q4-2024 $5.629B ▼ $9.295B ▲ $2.944B ▲ $6.399B ▲
Q3-2024 $5.654B $9.178B $2.746B $6.359B

Cash Flow Statement

Period Net Income Cash From Operations Cash From Investing Cash From Financing Net Change Free Cash Flow
Q3-2025 $37M ▼ $-83M ▼ $-480M ▼ $-21M ▼ $119M ▼ $-111M ▼
Q2-2025 $43M ▲ $64M ▼ $-257M ▼ $1.185B ▲ $1.052B ▲ $51M ▼
Q1-2025 $24M ▼ $73M ▼ $-213M ▼ $0 ▲ $-136M ▼ $57M ▼
Q4-2024 $27M ▼ $253M ▼ $8M ▼ $-64M ▲ $79M ▼ $223M ▼
Q3-2024 $47M $338M $65M $-129M $438M $302M

Five-Year Company Overview

Income Statement

Income Statement Revenue has grown steadily over the past several years, and the business has moved from deeply loss‑making toward a much narrower loss. Gross profit has swung from negative to solidly positive, showing that the core services are now being run more efficiently. Operating losses and net losses are still present, but they have been shrinking year after year, and profitability metrics are now hovering close to break‑even on an EBITDA basis. Overall, the trend is one of improving economics, but the company is not yet consistently profitable under standard accounting measures.

Balance Sheet

Balance Sheet The balance sheet shows a sizeable asset base and a strong cash position relative to debt, giving the company a financial cushion to keep investing and absorbing volatility. Debt has been reduced from earlier peaks, and shareholders’ equity remains solidly positive after a major clean‑up from early post‑listing years. Total assets have come down from their highest point, suggesting some streamlining and perhaps fewer excess resources, but the overall financial foundation still appears robust, with liquidity and solvency not looking like immediate concerns based on this snapshot.

Cash Flow

Cash Flow Cash generation has improved meaningfully. The company has moved from burning cash in its operations to generating positive operating cash flow, and free cash flow has turned positive as well. Capital spending remains modest compared with the size of the business, so not much cash is being tied up in physical investments. This shift toward self‑funding operations is a key milestone: it suggests the business model is becoming more sustainable and less dependent on outside financing, as long as these trends can be maintained.

Competitive Edge

Competitive Edge Grab operates as a leading superapp in Southeast Asia, combining ride‑hailing, deliveries, and financial services in one platform. Its competitive edge comes from its large user base, deep network of drivers and merchants, and strong brand recognition across multiple countries. The integrated app creates high switching costs for users and partners, because many daily activities and payments run through a single ecosystem. In addition, its cost structure and scale advantages make it harder for smaller or newer rivals to match its breadth of services or promotional power, though it still faces serious competition from regional players and local specialists.

Innovation and R&D

Innovation and R&D Innovation is central to Grab’s strategy. It has built its own mapping technology tailored to Southeast Asia’s complex road networks, uses artificial intelligence to match supply and demand and personalize offers, and has deeply integrated digital financial services into the app. The company is also experimenting with autonomous vehicles and scaling digital banks in several countries. These efforts aim to deepen user engagement, open new revenue streams, and serve underbanked customers, but they also carry execution risk and require ongoing investment and regulatory navigation.

Summary

Grab has evolved from a fast‑growing but heavily loss‑making platform into a more disciplined superapp with improving unit economics, a sizeable cash buffer, and positive free cash flow. Its dominant regional footprint, strong brand, and tightly integrated ecosystem form a meaningful competitive moat, especially in mobility, deliveries, and fintech. At the same time, it still reports accounting losses, operates in highly competitive and regulated markets, and depends on continuing to execute complex technology and financial initiatives. The story is one of clear progress toward sustainability, backed by innovation and scale, but with the usual risks of a relatively young, platform‑based business operating across many countries and product lines.