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PT Gojek Indonesia (stylized in all lower case and stylized j as goȷek, formerly styled as GO-JEK) is an Indonesian on-demand multi-service platform and digital payment technology group based in Jakarta. Gojek was first established in Indonesia in 2009 as a call center to connect consumers to courier delivery and two-wheeled ride-hailing services. Gojek launched its application in 2015 with only four services: GoRide, GoSend, GoShop, and GoFood. Valued at US$10 billion today[as of?], Gojek has transformed into a super app, providing more than 20 services.[2][3]

Key Information

Gojek operates in 4 countries: Indonesia, Singapore, Thailand, and the Philippines (through the acquisition of Coins.ph).[4][5][6][7][8] Gojek is the first Indonesian unicorn company[9] as well as the country's first "decacorn" company.[10] It is the only company in Southeast Asia that is included in Fortune's "50 Companies That Changed the World" in 2017 and 2019, ranked at 17 and 11, respectively.[11] As of June 2020, it has about 170 million users throughout Southeast Asia.[12]

On 17 May 2021, Gojek and Tokopedia announced the completion of their merger and established a new holding company, called GoTo.[13][14]

Gojek has won financial backing from investors including Astra International, Blibli, Google, Facebook, PayPal, Mitsubishi, Sequoia, Northstar Group, Temasek Holdings, KKR, Warburg Pincus, Visa, Parallon, Siam Commercial Bank, Tencent, JD.com, meituan.com, and Capital Group, among others.[15]

History

[edit]
Gojek motorcycle riders in Salatiga, Central Java, Indonesia

The name Gojek comes from the term “Ojek” or motorbike taxis[16] commonly found throughout Indonesia. It was founded in 2010 with 20 motorbike drivers.[17] Gojek app was launched in January 2015,[18] and in less than two years, the app racked up nearly 30 million downloads.[19] Gojek has partnered with Singapore's biggest bank DBS.[20]

Gojek was co-founded by Nadiem Makarim and Michaelangelo Moran. Nadiem, a native Indonesian, holds degrees from Brown University and Harvard Business School. He worked at McKinsey and Co. consulting for three years[21] before starting Gojek from a tiny call centre with only 20 ojek drivers, who later became recruiters.[22] As a loyal ojek user, Nadiem discovered that ojek drivers spend most of their times waiting for customers, while customers waste time walking around looking for an available ojek. Gojek was built to solve this problem, by providing a platform where drivers and riders can connect efficiently and allowing those drivers to improve their income.[23] The other co-founder and long time high school friend, Michaelangelo Moran, aside from serving as the company's Brand Director, is also known for designing the company's first iconic logo and branding the whole company.

As of May 2018, the app offers 18 services,[24] with 2 upcoming new services in the online content business,[25][26] which makes for a total of 20 on-demand services under one platform. Being an Indonesian-run startup played to Gojek's advantage in navigating the local regulatory environment, as well as understanding the local market. This enabled them to bundle features into its app that better suit both local drivers and local consumers.[27] Gojek recruited 100 new graduates in engineering domain from India in 2017.[28]

In 2020, the company launched GoStore, a solution that helps local micro, small, and medium-sized enterprises (MSMEs) set up online stores with ease.[29][30]

Financing

[edit]

Gojek's journey in becoming a unicorn startup started in late-2014 when it secured its first financing round from NSI Ventures (now Openspace Ventures), the venture capital fund in the Northstar Group.[31] Due to rapid growth in early 2015, Gojek attracted additional investments from Sequoia India[32] and Northstar's private equity fund.[33]

After closing a round of funding in August 2016 that raised up to $550 million,[34] two of Indonesia's biggest companies, Astra International,[35] and Blibli.com, invested in Gojek.[36] International investors include tech giants such as American firm Google[37] and Chinese Tencent,[38] along with the global investment company Temasek.[39] A survey revealed Gojek as the most popular ride-hailing app in Indonesia.[40] The company is valued at about $5 billion as of February 2018,[41] which exceeds the total market cap of all transportation companies in Indonesia Stock Exchange (IDX).[42]

In May 2018, it was announced that Gojek is investing $500 million towards its international expansion strategy.[43] In January 2019, the startup closed another round of financing for $2 billion. The total valuation of the company reached $9.5 billion.[44]

In March 2020, Gojek announced it has received $1.2 Billion in funding for its Series F round. The valuation it was seeking for was U$10 Billion USD.[45]

In June 2020, Facebook's messaging platform WhatsApp and PayPal announced they had invested in Gojek as part of the ongoing fundraising round. The size and nature of the investments were not disclosed, but they were described as "meaningful".[46][47]

Acquisitions and merger

[edit]

The company's rapid growth triggered a chain of acquisitions and partnerships. In 2016, Gojek announced acquisition of two engineering startups based in India, C42 Engineering and CodeIgnition,[48] and established a development centre in Bangalore, India.[49] They also acquired Leftshift, an Indian mobile application developer,[50] and Pianta, an Indian home healthcare startup.[51]

In 2017, Gojek acquired Loket.com, one of Indonesia's biggest online ticket booking and event management system company.[52] In the same year, it acquired three large network fintech firm in Indonesia; Kartuku, Midtrans, and Mapan, in order to expand its payments business.[53][54]

In January 2019, Gojek acquired a majority stake in mobile wallet Coins.ph.[55] Gojek later sold its stake in Coins.ph in 2022 to Joffre Capital and former Binance chief financial officer Wei Zhou.[56]

In June 2019, Gojek acquired AirCTO, an AI recruiting platform based in Bangalore, India.[57]

In March 2020, Gojek confirmed to acquire Moka, the leading SaaS Point of Sales provider in Indonesia. The talks had been in discussion since 2019 and finalized in March 2020.[58]

In December 2020, Gojek was reportedly in talks with Grab to combine their businesses in what would be the biggest Internet merger in southeast Asia.[59]

In February 2021, Gojek was reported to be close to a merger with Tokopedia, shortly before publicly listing in the U.S. and Indonesian stock markets.[60]

On 17 May 2021, Tokopedia and Gojek confirmed a merger with the establishment of a new entity, GoTo.[61] The establishment of GoTo would make it one of Southeast Asia's largest technology conglomerates.[62] GoTo's gross transaction volume (GTV) was over $22 billion in 2020, across more than 1.8 billion transactions.

In July 2021, AirAsia announced that the company will be acquiring Gojek's business in Thailand via an all-stock deal.[63] Upon the acquisition, Gojek will hold a 4.76% stake in AirAsia's superapp business.[64]

Partnerships

[edit]

In 2016, it announced a collaboration with Blue Bird, a major Indonesian taxi company.[65] The same year it launched Go-Car, expanding ride-hailing from motorbike fleet to cars, and launched Go-Auto, providing on-demand mechanic services. By August 2016, it had become Indonesia's first online transportation system.[34]

In running their GPS, it partnered with Google Maps.[66] Other partnerships include entertainment; Google Play and MNC Vision. Bill Payment; AEON Credit Service & Suzuki Finance Indonesia. And the national electricity provider PLN, as well as the national health insurance BPJS Kesehatan.[67]

In February 2019, Garuda Indonesia CEO Ari Ashkara told Reuters that Garuda is in advanced discussions with Gojek for the delivery of products sold on Gojek across 17,000 Indonesian Islands.[68]

In August 2019, the Wall Street Journal reported that Gojek had held "preliminary talks" with Amazon on a partnership that would involve the retail giant making a sizable investment in Gojek to tap into the company's delivery infrastructure in order to expand Amazon's market reach in Indonesia.[69]

In September 2020, Gojek announced a partnership with Unilever. As part of this collaboration, Gojek partners with Unilever through the recently launched GoToko. GoToko is a B2B digital platform that connects micro, small and medium enterprises (MSMEs) in Indonesia with leading consumer goods companies. This cooperation allows MSME players to use GoToko to access a complete range of daily necessities products from various brands, including Unilever, at competitive prices and affordable shipping costs.[70]

Impact

[edit]

As per Temasek Digital's YouTube channel, Gojek has contributed an estimated Rp 9.9 trillion (US$732 million) annually to the Indonesian economy.[71]

Another research article reported that Gojek contributed Rp 8.2 trillion annually into the Indonesian economy through the income of driver partners, an additional Rp 138.6 billion per month are contributed into national economy since SME merchant partners join Go-Food, and Rp 1.7 trillion into Indonesian economy through the income of SME merchant partners.[72][73]

Rebranding

[edit]
Gojek's second logo, nicknamed as "Solv", used from 27 July 2019 until 13 December 2022

On 22 July 2019, Gojek unveiled a new logo. Its new icon, which nicknamed as "Solv", symbolized Gojek's transformation from being a ride-hailing service to become a super app that provides a variety of smart ways to eliminate hassles.[74]

Shutdown of services

[edit]

In December 2019, due to stagnant growth, Gojek announced plan to discontinue most of its lifestyle services operating under its Golife brand. GoLaundry and GoDaily services discontinued on 31 December 2019, while GoFix, GoGlam and Service Marketplace services discontinued by mid-January 2020. Gojek still retained GoClean and GoMassage by that time where 90% of lifestyle services order come from.[75] Due to effect of the COVID-19 pandemic on its business, Gojek further discontinued all of its lifestyle services that was still left, namely GoClean and GoMassage, on 27 July 2020. Gojek also discontinued GoFood Festival around the same time period.[76][77]

Gojek centres

[edit]

Gojek operates in many large and medium-size Indonesian cities,[78] and also in rural areas within Indonesia;

Gojek launched its ride-hailing service in Singapore on 10 January 2019 as part of "an enhancement of its beta phase". Its president, Andre Soelistyo, said that it is committed to "bringing choice back to the ride-hailing market in Singapore".[79] In February 2019, Gojek Singapore appointed management consultant and mountain climber Lien Choong Luen as the GM of its Singapore operations.

International

[edit]

Gojek has an office in Singapore, with data science and engineering capabilities,[80] and Bangalore, India, which was created with the acquisitions of C42 and CodeIgnition, and focuses on product, engineering and design.[81]

In May 2018, Gojek announced investing $500 million in its international expansion strategy to Vietnam, Thailand, Singapore and the Philippines, starting with ride-hailing, then further replicating the multiple-service business model in Indonesia.[82] These companies will be run by local founding teams, with Gojek providing technological support and expertise.[28][83]

Products

[edit]
Gojek drivers in uniform
  • Go-Pay is Indonesia's fourth biggest e-wallet service, behind the country's largest lenders; Bank Mandiri’s e-Money, Bank Central Asia’s Flazz, and telecom firm Telkomsel’s T-Cash.[84] In October 2017 Go-Pay transactions constituted 30 percent of overall e-money transactions in Indonesia. In the same year, the service was awarded the most proactive Fintech company to support the National Cashless Movement by the central bank.[85] In May 2017, the service acquired a license from the central bank to use QR Code scans for payments.[86]
  • GoRide, the first online motorcycle taxi service in Indonesia.[87] As of May 2018, Gojek has more than 1,000,000 fleets.[88]
  • Go-Car, a ride-hailing service for cars.
  • Go-Blue Bird enables customers to request Blue Bird taxis in the app. Unlike fixed fare that Go-Car charges, it is a metered taxi service.
  • GoFood, an instant food delivery service with more than 250,000 merchants[89] all over Indonesia.
  • Go-Food Festival is an offline food-court chain concept from Go-Food, which sells food and beverage from Go-Food merchants. It has opened in major cities in Indonesia such as Surabaya, Makassar, and Palembang and with more than 15 stores across the country, has become the most well networked food-court chain concept in Indonesia.
  • Go-Mart offers app-based grocery shopping at supermarket listed in the Gojek app.
  • Go-Shop, similar to Go-Mart, it allows customers to purchase goods from shops that are not listed in Go-Mart.
  • Go-Send is an on-demand courier service to send items and documents with no limits on distance within one delivery zone.
  • Go-Box is similar to Go-Send, for moving large items using pickup trucks, single-axle trucks, and single-axle box trucks.
  • Go-Tix is an app-based entertainment ticket selling service.
  • Go-Med, an app-based medicine delivery service, partnering with HaloDoc on its “Apotik Antar” feature.[90]
  • Go-Massage enables customers to request a personal masseuse.
  • Go-Clean, an app-based professional house cleaning service.
  • Go-Glam, an app-based personal hairstylist, nail care, waxing and facial service.
  • Go-Auto, an app-based auto care for maintenance, including car washing, as well as emergency repair.
  • Go-Pulsa, an app-based phone credit top-up service. Go-Pulsa can only be paid by Go-Pay.
  • Go-Bills is a service to pay PLN electricity bills, purchase PLN electricity tokens, and pay BPJS insurance premiums.
  • Go-Points is a loyalty program from Gojek. Users receive a token for each transaction and can redeem with rewards through the app.
  • Go-Play & Go-Studio: The company announced plans to venture into online content business with Go-Play[91] as a video streaming provider, and Go-Studio[92] as their production house. GoPlay officially launch their service in September 2019.[93]
  • Go-Pertamina – an on-demand fuel-delivery service in partnership with Indonesia's oil major Pertamina, brings fuel to users from the nearest Pertamina gas station.[94]
  • Go-Nearby a directory service connecting Go-Food merchant with Go-Jek's customers.
  • GoRide and GoCar Protect+: The company announced a plan to add new services which offers better security to the users.[95]

Awards and recognition

[edit]

Gojek ranks number 17 in Fortune's 2017 list of "56 Companies that Changed the World,"[96] making it the only company from South East Asia to make the list.[97] In 2019 Gojek once again made it to Fortune's Top 50 Companies That Changed The World, and was the only Southeast Asian company to have been included twice in the list – leaping to number 11 out of 52 global companies.[98] Other international recognition includes Top Performer in ASEAN Award 2017,[99] Entrepreneur of The Year award from Ernst & Young,[100] and Superior Products and Services Awards 2016.[101]

National recognition includes The BrandZ Top 15 Most Valuable Indonesian Brands 2019,[102] Top 3 Brand Performer and Top 3 Most Powerful Transportation/Logistic brands,[103] Top 3 Netizen Choice in Online Transportation,[104] The Best Indonesia Mobile App 2015,[105] Best Startup Category Work Life Balance,[106] Indonesia's Most Admired CEO 2017,[107] and Most Creative in Solving Economic Challenges 2017.[108]

Sponsorships

[edit]

Gojek sponsored the Liga 1 from 2017 to 2018 (in 2017 with Traveloka).[109] Gojek also sponsored Persib Bandung from 2019.[110] Gojek is also one of the local sponsors of the 2023 FIBA Basketball World Cup, which was co-hosted by Indonesia.[111]

Work culture

[edit]

Employees

[edit]

Gojek has more than 3,000 employees, including 210 engineers in its three Jakarta-based headquarters, a data science office in Singapore, and an engineering facility in India.[112] The company announced $500 million investment to expand in South East Asia, starting with ride-hailing service in 4 new countries mid-2018.[113] This expansion will add to their number of existing partners, which as of May 2018 includes a fleet of over 1,000,000 drivers, 125,000 merchants for Go-FOOD, and 30,000 professionals for their Go-MASSAGE, Go-GLAM, Go-CLEAN and Go-AUTO service.

Due to the pandemic, Gojek had to lay off 430 employees in June 2020.[114]

Workplace

[edit]

The Gojek headquarters in Jakarta revamped an old mall into a modern working space with a cinema, a playroom with arcade games and pool tables, as well as office cafes and nap rooms.[115][116][117]

Criticism and controversy

[edit]

Gojek's rapid growth and market dominance in Indonesia have led to prominent media coverage, including criticism primarily stemming from conventional taxi and Ojek services.[118][119][120] Go-Jek was briefly banned from operations by the Ministry of Transportation, along with other ride-hailing services.[121] The ban was opposed by a huge number of Indonesians, mustering public support with the hashtag #SaveGojek that became a top trending topic on Twitter in Indonesia.[122] The ban was lifted the very same day[123] after President Joko Widodo criticized it, stating the government should not prohibit innovation and asserting the ban would adversely affect the lives of many Indonesians who rely on Gojek's services.[124] In October 2018, the Indonesian Minister of Transportation, Budi Karya Sumadi, applied a new rule for online taxis. PM 108 replaced the previous PM 26, regulating the use of private cars being used for public transportation.[125]

In March 2018, only weeks after the firm raised a new round of capital,[126] thousands of drivers showed up on foot along the road across the Presidential palace in a demonstration against the tariff, which was roughly 1600 rupiah (15 cents) per kilometer then.[127] The demand was continued in a future protest in January 2020, where the drivers demanded action from the Ministry of Transportation who had promised to evaluate the tariffs that were set by these firms. Drivers felt that these tariffs should be handled on a provincial level as each provincial government has the autonomy to set its own minimum wages.[128] One of the earliest demonstrations by Gojek drivers was back in 2015 when they protested in front of Gojek's first headquarter in Kemang, Jakarta, insisting that they meet Nadiem Makarim, co-founder and then-CEO, demanding for transparency in the incentive scheme. Drivers felt it was unfair that their pay was slashed for an inventory deposit they were not aware of such as the Gojek driver jacket that was initially lent to them on a rental mechanism but was eventually being billed to them.[129]

Since its inception, Gojek has seen a number of large-scale demonstrations by its drivers. In June 2021, just a few days before the official merger of Gojek and Tokopedia, Gojek drivers announced that they were going on a three-day strike due to a change in GoKilat's (Gojek's courier service vertical) incentive scheme, resulting in significantly reduced tariff for the drivers.[130] As part of the resistance, the drivers planned not to accept any GoKilat orders in Greater Jakarta and Bandung.[131][132] A protest happened again in August 2024, the drivers in their demonstration demanded humane working conditions, decent wages, and recognition of legal status. They demanded the government and online transportation companies legalize the status of the driver profession in the law. In addition, they also demanded that the application company lower the cut of their earnings. They went on strike on 29 August by making their services unavailable the whole day, and stormed Gojek, Grab, and the Ministry of Communication and Information offices. Gojek responded by ensuring that the public can still use their application services despite the demonstration by drivers on Thursday. It is also open to listening to the aspirations of the company's partners. However, Gojek did not provide an explanation regarding the income formula for the drivers.[133][134]

See also

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References

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Further reading

[edit]
[edit]
Revisions and contributorsEdit on WikipediaRead on Wikipedia

Gojek

View on Grokipedia
from Grokipedia

Gojek is an Indonesian technology company that operates a super app delivering on-demand services such as ride-hailing, food and goods delivery, logistics, and digital payments, primarily in Indonesia and Singapore.
Founded in 2010 by Nadiem Makarim, it originated as a call-center service coordinating motorcycle taxis (ojek) and courier deliveries to address urban mobility challenges in traffic-congested Jakarta, before evolving into a full app-based platform in 2015 with offerings like GoRide for two-wheeled transport and GoFood for meal delivery.
In 2021, Gojek merged with e-commerce firm Tokopedia to establish GoTo Group, Indonesia's largest tech conglomerate, integrating ride-hailing and logistics with online retail and fintech solutions to serve over 100 million monthly users.
The platform supports more than 3 million driver-partners and has attained unicorn status as Indonesia's first, ranking among global innovators for scaling hyperlocal services amid Southeast Asia's infrastructure constraints.

History

Founding and Initial Operations

Gojek was founded on October 13, 2010, in , , by , , and Michaelangelo Moran. , a graduate and former consultant, conceived the company to address inefficiencies in Indonesia's informal ojek system—motorcycle taxis that provided quick navigation through 's chronic but suffered from unreliability and disorganization. The initial setup operated as a call center, enabling customers to book ride-hailing and courier services via telephone, connecting them directly to a network of independent ojek drivers. Early operations began modestly with a fleet of just 20 motorcycles, focusing on on-demand two-wheeled transportation and small-package deliveries in . This model formalized the fragmented ojek ecosystem by offering structured dispatching, standardized pricing, and basic driver , which improved and compared to street-hailing. By prioritizing motorcycle-based services, Gojek capitalized on Indonesia's dense urban mobility challenges, where cars were impractical due to and limited road , achieving rapid initial adoption among commuters and small businesses needing agile . The service expanded its call-center bookings organically through word-of-mouth and driver incentives, but remained analog until the launch of its in January 2015, which digitized ordering and scaled operations beyond telephone coordination. During these formative years, Gojek navigated regulatory hurdles in Indonesia's nascent tech sector by emphasizing partnerships with local driver communities rather than direct , fostering a gig-economy structure that aligned with the country's informal labor dynamics.

Domestic Expansion and Super App Evolution

Gojek's mobile application launched in January 2015, initially focused on ride-hailing via GoRide (motorcycle taxis) and GoCar (automobiles), alongside courier services through GoSend. This marked a shift from its origins as a Jakarta-based call center established in 2010 with just 20 motorcycles, enabling scalable operations beyond manual dispatching. Daily transactions surged from 3,000 to 100,000 within the first year, driven by expansion into additional Indonesian cities outside , including early penetration into urban centers like and to capture demand in underserved markets. The platform's evolution into a accelerated in 2015 with the integration of GoFood for on-demand from local vendors and ticketing services, addressing fragmented consumer needs in Indonesia's . By 2016, Gojek introduced GoPay, a facilitating cashless payments across services, which propelled the company to status—Indonesia's first—with daily transactions reaching 300,000 and underscoring the viability of bundling , payments, and in a single interface. This period saw 3,600-fold growth over 18 months by 2017, as ranked 17th on Fortune's list, reflecting efficient network effects from cross-subsidizing services to retain users and drivers domestically. Further diversification included on-demand professional services like GoMassage, GoClean, and GoTix for event tickets, culminating in over 20 integrated products by 2019 that served 2 million driver-partners across . This model leveraged data-driven personalization and low-friction user acquisition, with Series F funding from investors including and validating the domestic scalability amid Indonesia's rising penetration and urban mobility challenges. The approach prioritized empirical user feedback over speculative features, fostering loyalty in a market where single-purpose apps struggled against integrated ecosystems.

Merger with Tokopedia and GoTo Formation

In May 2021, Gojek, Indonesia's leading on-demand services and payments platform, merged with , the country's largest marketplace, to form Group, creating the nation's largest by user base and transaction volume. The merger, announced on May 17, 2021, valued the combined entity at approximately $18 billion, marking Indonesia's largest merger and acquisition transaction at the time and positioning to leverage synergies between Gojek's logistics, mobility, and with Tokopedia's retail platform. This strategic consolidation aimed to enhance competitiveness against regional rivals like Grab and Group's by integrating supply chain efficiencies, such as last-mile delivery for online orders via Gojek's rider network. Leadership of the new entity saw Andre Soelistyo, previously Gojek's co-CEO, appointed as GoTo Group CEO to oversee overall operations, while Patrick Cao, Tokopedia's president, assumed the role of GoTo Group President focusing on strategic initiatives. , Gojek's managing director, was named Group President of GoTo Financial to lead the payments and arm, reflecting a balanced integration of executive talent from both companies. The merger structure preserved operational independence for Gojek and Tokopedia as subsidiaries while enabling cross-platform data sharing and service bundling, such as embedded financing for merchants and seamless e-commerce-to-delivery flows. The formation of facilitated subsequent capital raises, including a $1.3 billion pre-IPO funding round in November 2021 that elevated its valuation to between $28.5 billion and $30 billion, supported by investors like and . This bolstered GoTo's expansion in Indonesia's , where it served over 100 million users and processed billions in gross transaction value annually, though it faced scrutiny over market dominance and data privacy under Indonesian regulations. The merger's completion, without major regulatory delays, underscored investor confidence in Southeast Asia's tech consolidation amid post-pandemic recovery.

Post-Merger Developments and Profitability Milestone

Following the May 2021 merger of Gojek and to form GoTo Group, the company undertook significant operational restructuring, including workforce reductions and divestitures of non-core assets, to streamline costs and prioritize profitability over aggressive expansion. In 2022 and early 2023, GoTo reported substantial net losses, totaling IDR 3.670 trillion for the full year 2023, amid high customer acquisition expenses and competition in Indonesia's . These efforts intensified in mid-2023, with management emphasizing efficiency in ride-hailing, , and segments, leading to a pivot toward sustainable growth in domestic markets. A key profitability milestone was reached in the fourth quarter of 2023, when GoTo recorded its first positive adjusted EBITDA of IDR 77 billion (approximately USD 4.9 million), driven by a 20% year-over-year reduction in adjusted EBITDA loss through cost optimizations and revenue growth in on-demand services. This progress accelerated in 2024, culminating in the company's inaugural full-year underlying profit of IDR 327 billion, a reversal from prior losses, supported by 22% year-over-year gross revenue growth to IDR 20.1 trillion and expansions in digital like consumer lending, which grew to IDR 5.72 trillion by March 2025. Into 2025, GoTo sustained this trajectory with quarterly adjusted EBITDA profits, achieving IDR 393 billion in the first quarter (up from a loss the prior year) and IDR 427 billion in the second quarter, alongside 43% year-over-year core gross transaction value growth to IDR 89.8 . These results reflected strategic retrenchment, including exiting unprofitable international ventures and enhancing integrations, though analysts noted ongoing risks from potential mergers, such as rumored talks with Grab, which raised monopoly concerns in . GoTo's management attributed the shift to disciplined capital allocation, with net rising 23% year-over-year to IDR 4.3 in Q2 2025, positioning the group as 's largest by user base.

Business Model and Services

Core Offerings and Product Ecosystem

Gojek functions as a , integrating over 20 on-demand services into a single platform to address daily needs in and , leveraging a network of 3.1 million driver-partners and 20.1 million merchants within the ecosystem. Core offerings are categorized into mobility, food and shopping delivery, , digital payments, and business tools, enabling users to book rides, order meals, send parcels, and make transactions without switching applications. This ecosystem emphasizes efficiency in high-density urban environments, where motorcycle-based services predominate due to . Mobility services form the foundation, with GoRide providing on-demand rides, originally launched in 2015 as the app's inaugural feature to formalize Indonesia's informal ojek sector. GoCar offers car ride-hailing for larger groups or comfort, while integrations with systems, such as partnerships with PT KCI for , enhance multimodal travel options. These services utilize GPS-enabled driver matching and real-time tracking, supporting millions of daily trips across 167 cities and districts as of recent operations. Delivery and logistics offerings expand accessibility to goods, with GoFood facilitating from partnered restaurants and merchants, earning recognition as Consumers’ Choice Food Delivery Company in the 2024 Bisnis Indonesia Logistics Awards. GoSend handles parcel and document using the same driver fleet for rapid urban fulfillment, while GoShop and GoMart enable grocery and retail procurement with direct merchant sourcing. These services integrate inventory management for businesses and same-day delivery capabilities, capitalizing on dense merchant networks. Digital payments anchor the financial layer via GoPay, a mobile wallet launched in 2015 that supports transfers, merchant payments, and bill settlements, processing transactions across all Gojek services for seamless . This component extends to business solutions like GoCorp, which streamlines expense management for corporate fleets in transportation and catering. The ecosystem promotes loyalty through unified rewards, such as points redeemable across categories, fostering user retention amid competition from rivals like Grab. Additional on-demand services diversify the platform, including GoClean for housekeeping, GoMassage for therapeutic sessions, and GoAuto for vehicle maintenance, all dispatched via the app's geolocation system. Sustainability features like GoGreener incentivize eco-friendly choices, with over 200,000 trees planted in 2024 to offset emissions, absorbing 14,938.48 tons of CO2 equivalent. The interconnected product design—sharing driver resources, payment rails, and data analytics—creates network effects, where growth in one service subsidizes others through cross-promotions and reduced acquisition costs.

Revenue Streams and Monetization Strategies

Gojek's primary revenue streams derive from commissions on transactions facilitated through its on-demand services, such as ride-hailing via GoRide, food delivery through GoFood, and logistics with GoSend. In Indonesia, government regulations cap ride-hailing commissions at 20% of the fare, a limit that Gojek adheres to alongside competitors like Grab. These commissions, supplemented by ancillary fees including tolls and customer tips, underpin the on-demand segment's gross revenue, which reached Rp14.2 trillion for the full year 2024, reflecting a 17% year-over-year increase. Advertising and promotional activities provide a growing secondary stream, with in-app placements and merchant-funded promotions enabling brands to target Gojek's user base. This segment's advertising revenue within on-demand services surged 92% year-over-year in 2024, capitalizing on high user engagement across the . integrated via GoPay contribute through transaction fees on digital payments and interest from lending products, though reported under GoTo Financial with Rp3.7 trillion in gross revenue for 2024. strategies focus on elevating take rates via service mix optimization—prioritizing higher-margin and over low-commission volume rides—while employing and data-driven promotions to balance driver retention, user affordability, and profitability amid regulatory constraints.

Technological Infrastructure and Innovations

Gojek's technological infrastructure is built on a architecture designed for high scalability and , enabling the platform to manage diverse services such as ride-hailing, payments, and across millions of daily transactions. This approach allows independent scaling of components and isolation of failures, with communication between services facilitated by tools like , a Go-based HTTP client that implements retries (up to four attempts with 500ms intervals), circuit breakers (triggered at 20% error rates with 1500ms sleep windows), and timeouts (1000ms) to prevent cascading downtimes under heavy load. The core programming languages include Golang for performance-critical services, , Python, , and , supporting rapid development and maintenance of the super app's ecosystem. The data infrastructure handles vast volumes of events—up to 6 billion daily as of 2018—through a combination of streaming and processing technologies tailored for real-time operations. Kafka clusters manage multiple data streams (e.g., location and log streams) in a multi-region, rack-aware setup, while Secor stores raw in format on for durability. Real-time aggregation is powered by , a Flink-based system, with for querying and for analytics; aggregated is made accessible via Firehose sinks (e.g., HTTP, Postgres). Scalability is enhanced by automation tools like (built on Terraform and ), which reduces cluster provisioning time by 99%, and innovations such as Datlantis for SQL-like streaming aggregations and Atlas for geospatial visualization, supporting operational decisions in a serving over 18 products. Innovations in form a cornerstone of Gojek's platform, with a dedicated ML suite introduced by 2019 to streamline the full lifecycle from sourcing to monitoring and experimentation. Key components include for model deployment and serving, for automated pipelines, for feature storage and serving, and Turing for A/B testing, enforcing best practices and integrating seamlessly with the broader tech stack to reduce redundancy. Applications leverage ML for driver dispatch optimization, , personalized recommendations (e.g., suggestions), detection, and event forecasting, processing hundreds of millions of monthly orders. Additional advancements encompass for ticket prioritization and chatbots, automated for KYC document verification, and face biometrics (including liveness detection) to mitigate , all hosted within configurable rule engines for real-time adaptability.

Operational Infrastructure

Gojek Centers and Driver Networks

Gojek's driver network consists of over 3.1 million independent contractor-partners across , primarily in , who provide services such as ride-hailing, and delivery, and via the company's mobile application. These partners, often operating motorcycles suited to urban traffic conditions, are matched with customers through algorithmic systems that prioritize proximity, availability, and historical performance metrics like acceptance rates and completion times. The network's decentralized structure enables flexible, part-time participation, with many drivers supplementing income from other sources, though it relies on incentives, coverage, and financial tools provided by Gojek to sustain engagement. To manage onboarding, training, and ongoing support for this extensive partner base, Gojek operates physical facilities including GoHubs in markets like and gerai or pusat mitra in . These centers serve as hubs where prospective and active drivers register in person, complete documentation, attend and operational sessions, and seek assistance for issues such as disputes, referrals, or app-related problems. Daily footfall at such facilities can reach hundreds, facilitating direct interaction that complements digital support channels like the driver app and call centers. The centers also integrate with broader ecosystem services, such as partnerships with banks to offer credit access and savings accounts to previously drivers, enhancing within the network. This infrastructure supports scalability, with Gojek's model transforming informal ojek () operators into a structured, tech-enabled while addressing operational challenges like retention through targeted programs for high-performing partners.

Partnerships and Ecosystem Integrations

Gojek has established strategic partnerships with financial institutions to integrate digital payment and banking services into its ecosystem. In March 2021, Gojek made a strategic in LinkAja, Indonesia's state-backed digital payment platform, granting LinkAja expanded access to Gojek's user base and services to promote . In November 2021, GoPay collaborated with Bank Jago to enable users to open digital bank accounts directly through the Gojek app, leveraging Gojek's ecosystem for seamless onboarding and transactions. , Indonesia's largest telecom operator, invested an additional US$300 million in Gojek, focusing on synergies to integrate telecom, payment, and mobility services for enhanced consumer value. In mobility and sustainability, Gojek partnered with Gogoro and Pertamina in November 2021 to deploy battery-swapping infrastructure for electric two-wheeled vehicles, aiming to electrify its driver fleet and reduce emissions through GoTo Group's investment in Gogoro's public offering. Gojek also integrated public transport via GoRide Transit, launched in collaboration with PT Kereta Commuter Indonesia, allowing users to book combined ride-hailing and commuter rail trips in a single transaction for cost efficiency in urban areas. In Singapore, Gojek teamed up with DBS Bank and yuu Rewards Club in May 2024 to offer loyalty rewards and payment options like DBS PayLah! for rides, expanding user incentives in that market. For and , PasarPolis has partnered with Gojek since 2018 to provide tailored products to its driver-partners and users, with expanded announcements in October 2024 highlighting coverage for millions via the app's ecosystem. Internationally, Gojek integrated MoMo's e-wallet in in March 2022, enabling payments for ride-hailing, delivery, and services across MoMo's 31 million users. These integrations are supported by Gojek's APIs, such as GoBiz using OAuth2.0 for merchant onboarding and GoSend API for , facilitating third-party developer access to its platform.

International Expansion

Entry into Southeast Asian Markets

Gojek announced its international expansion into on May 23, 2018, committing $500 million to enter , , , and the , primarily starting with ride-hailing services before layering on additional offerings such as payments and deliveries. This move capitalized on the regional vacuum created by Uber's sale of its Southeast Asian operations to rival Grab earlier that month, allowing Gojek to challenge Grab's dominance outside . The strategy emphasized localization through partnerships and acquisitions of existing local platforms to accelerate and adapt to regulatory and cultural nuances, rather than organic greenfield builds. In , Gojek launched operations via its local partner Go-Viet on August 1, 2018, initially as a pilot in covering 12 districts with ride-hailing and delivery services, attracting 1.5 million downloads within weeks. A full rollout followed in September 2018, expanding to and integrating financial services, with Go-Viet operating semi-independently before a full merger under the Gojek brand in 2020. This marked Gojek's first overseas venture, leveraging Vietnam's burgeoning two-wheeler culture and underserved urban mobility needs. Gojek entered through the acquisition of local startup GET, initiating beta trials in December 2018 in before an official launch on February 27, 2019, under the GET brand, offering ride-hailing, , and payments. The platform quickly expanded coverage during the trial phase and added services like financial products by mid-2019, aligning with 's regulatory approval for foreign ride-hailing operators post-Uber's exit. Gojek's approach here prioritized integrating GET's existing driver network of over 100,000 to minimize onboarding friction and compete against entrenched players. Singapore saw a more direct entry, with limited rollout beginning November 28, 2018, in select areas, followed by nationwide availability on January 2, 2019, focusing initially on ride-hailing via the Gojek app tailored for the market. Partnerships with local banks like DBS provided priority access incentives, while the app incorporated Singapore-specific features such as integration with public transport data. This greenfield strategy tested Gojek's adaptability in a highly regulated, mature market with high smartphone penetration exceeding 80%. For the Philippines, Gojek planned entry via acquisitions, including the $72 million purchase of firm Coins.ph on January 18, 2019, to build payment infrastructure, but deferred ride-hailing operations amid regulatory hurdles and focused instead on expansion. No full launch occurred, with efforts shifting to preparatory investments rather than immediate service deployment.

Challenges, Exits, and Strategic Retrenchment

Gojek encountered significant hurdles during its international foray, primarily stemming from fierce with regional dominant Grab, which consolidated its position after acquiring Uber's Southeast Asian operations in 2018 for $1.4 billion. This rivalry intensified in markets like and , where Gojek struggled with high customer acquisition costs, , and achieving scale amid fragmented demand and local incumbents. Inefficiencies in operations, such as optimizing driver networks and in unfamiliar terrains, further eroded margins, as evidenced by persistent unprofitability in non-core markets despite aggressive subsidies. The company's first major retrenchment occurred in , where it sold its operations to Ride in July 2021 for $50 million via a stock swap, acquiring a 4.76% stake in AirAsia Digital Services. This exit followed three years of operations under the GET brand, hampered by Grab's market share exceeding 70% and logistical challenges in Bangkok's traffic-congested environment. Gojek cited a strategic pivot to prioritize markets with stronger competitive footing, marking an early acknowledgment that blanket expansion strained resources without commensurate returns. Attempts to enter the faltered due to regulatory barriers; in January 2019, the Land Transportation Franchising and Regulatory Board rejected Gojek's provisional ride-hailing license application, citing incomplete documentation and concerns over vehicle fleet readiness. This prevented a full launch, leaving Grab with near-monopoly status in a market of over 100 million people, and Gojek never established meaningful operations there. In , Gojek operated from 2018 until announcing its full withdrawal on September 4, 2024, with services ceasing by September 16 after serving millions of users. The decision reflected ongoing losses from cutthroat pricing wars with Grab, Be Group, and Xanh SM, alongside operational inefficiencies like high logistics costs in rural areas and failure to capture more than 10-15% . GoTo Group, Gojek's parent, framed the exit as essential for profitability, redirecting focus to while retaining presence in and . Singapore operations persist but face persistent headwinds, including driver shortages exacerbated by post-pandemic attrition and stringent regulations on vehicle quotas, prompting partnerships like the 2022 tie-up with to bolster supply. Low fares and high competition have squeezed profitability, with Gojek holding under 20% against Grab's dominance. Broader retrenchment under included laying off 1,300 employees—or 12% of its workforce—in November 2022 across operations, including , to slash costs amid macroeconomic pressures and a $2.6 billion net loss for 2022. These moves underscore a shift from growth-at-all-costs to sustainable economics, consolidating in high-density while pruning peripheral international bets.

Financial Trajectory

Funding Rounds and Valuation Peaks

Gojek secured its initial seed funding in 2014 from undisclosed investors, marking the early phase for the Indonesian ride-hailing startup founded in 2010. This was followed by an undisclosed Series A round on October 15, 2015, enabling initial scaling of operations in . The company's breakthrough came with a $550 million Series C round on August 4, 2016, led by KKR and , which propelled Gojek to status with an estimated valuation exceeding $1 billion. Subsequent late-stage rounds accelerated growth amid competition with Grab. On February 26, 2018, Gojek raised $1.5 billion in a Series E round from investors including , , and , achieving a of approximately $4.5 billion. This funding supported expansion into and services.
RoundDateAmount RaisedKey InvestorsValuation
Series EFebruary 26, 2018$1.5B, , , ~$4.5B
Series F (first close)January 24, 2019$1.02B, , $10B
Series FMarch 10, 2020$1.2BUndisclosed (part of multi-tranche F)Seeking $10B
Series FNovember 16, 2020$150M$10B
Series FMay 9, 2021$300M$10.5B
Gojek's Series F rounds, spanning to , represented its most aggressive , totaling over $3 billion across tranches and pushing total capital raised to approximately $4.7 billion. The January tranche marked a valuation peak at $10 billion, establishing Gojek as a decacorn and international forays into . A subsequent May infusion briefly elevated the valuation to $10.5 billion shortly before Gojek's merger with to form Group. These peaks reflected investor confidence in Gojek's model amid Indonesia's boom, though post-merger market conditions led to valuation adjustments for the combined entity.

Economic Performance Metrics and Market Position

GoTo Group, the parent entity of Gojek following its 2021 merger with , recorded gross of Rp18.1 trillion (approximately $1.13 billion) for the full year 2024, reflecting a 30% year-over-year increase driven primarily by on-demand services including ride-hailing and deliveries. Adjusted EBITDA turned positive at Rp399 billion ($25 million), marking a 348% improvement from prior-year losses and the company's first full-year underlying profit, attributed to cost efficiencies and growth in core segments like Gojek's mobility and . Despite these gains, net losses narrowed but persisted at Rp5.5 trillion ($334 million), influenced by ongoing investments in and synergies. In 's ride-hailing sector, Gojek maintains a leading position with an estimated 43% as of 2024, slightly ahead of competitor Grab at 39%, amid a market valued at around US$4.2 billion. Gojek's app also topped downloads in with 3.73 million installations reported in recent metrics, underscoring strong user retention in personal mobility services which comprise 77% of the segment. Regionally in , however, Grab holds broader dominance across ride-hailing and with over 50% share in key markets, while Gojek's influence remains concentrated in where it commands a near-duopoly alongside Grab. GoTo's market capitalization stood at US$3.49 billion as of October 2025, down from peak valuations post-IPO but reflecting stabilized operations amid competitive pressures and regulatory scrutiny in Indonesia's transport sector. The company's cash reserves reached Rp21 trillion ($1.3 billion) by year-end 2024, providing liquidity for potential expansions despite exiting less viable international markets.
Metric2024 ValueYear-over-Year Change
Gross RevenueRp18.1 trillion+30%
Adjusted EBITDARp399 billion+348%
Indonesia Ride-Hailing Market Share (Gojek)43%Stable vs. Grab's 39%

Societal and Economic Impact

Contributions to Employment and Urban Mobility

Gojek has generated substantial opportunities in Indonesia's , primarily through its network of drivers providing ride-hailing and delivery services. By the end of 2023, the platform supported 3.1 million drivers, many transitioning from informal sector roles such as conventional motorcycle taxis. These positions offer flexible work that has enabled income generation for individuals with varying education levels, often filling gaps in formal amid urban . Beyond direct driver roles, Gojek's has indirectly boosted jobs for micro-entrepreneurs and small businesses via services like GoFood and GoMart, contributing to broader economic activity estimated at billions in . This job creation has been particularly vital in Southeast Asia's informal economies, where platforms like Gojek provide accessible entry points without traditional barriers. In urban mobility, Gojek addresses inefficiencies in densely congested cities like by deploying motorcycle-based services that navigate traffic more effectively than cars or buses. The GoRide Transit feature, launched as a multimodal integration of ride-hailing with , has reduced user travel times by 15% relative to alternative modes, enhancing connectivity for first- and last-mile trips. These innovations have improved overall transport accessibility and productivity, allowing users to bypass and integrate ojek services into daily commutes, thereby supporting economic participation in urban settings.

Effects on Informal Economy and Traffic Congestion

Gojek's platform has partially formalized Indonesia's informal (ojek) sector by digitizing ride-matching and payments, enabling drivers to access a broader base via apps rather than street-hailing. This shift drew workers from both formal —82% of surveyed online ojek drivers transitioned from formal jobs such as labor or trading—and , with many men aged 18-60 previously lacking stable opportunities entering the sector. However, the partnership model classifies drivers as independent contractors, excluding them from protections under Indonesia's Manpower Law No. 13 of 2003, such as minimum wages or mandatory social security, resulting in precarious gig work despite higher social security enrollment (53% for online drivers versus 16% for conventional ojek). Earnings reflect this hybrid status: 68% of online ojek drivers reported monthly incomes below Rp 2 million (approximately as of 2018 exchange rates), after deducting fixed costs like (Rp 426,000/month average) and (Rp 159,000/month), with only 2% exceeding Rp 6 million. While the platform boosted economic activity—contributing to the gig economy's estimated annual value alongside competitors like Grab—it has centralized control through algorithms, reducing drivers' bargaining power with passengers and exposing them to incentive-based volatility without formal . This formalization has thus improved and partial welfare for informal workers but perpetuated vulnerabilities inherent to the sector's low-barrier entry. On , Gojek's motorcycle-centric model exploits Indonesia's gridlock-prone roads, where two-wheelers navigate jams more efficiently than cars, filling gaps in and reducing individual commute times amid Jakarta's annual congestion costs exceeding Rp 12.8 trillion (US$936 million) in lost time, , and impacts as of mid-2010s estimates. Yet empirical evidence indicates net increases in urban congestion: registered motorcycles in surged from 9.86 million in 2011 to 13.98 million by 2015, correlating with the rise of online ojek, while 1 million Gojek drivers in by 2018 exacerbated roadside waiting clusters and overall vehicle density. Studies confirm ride-hailing amplifies rather than alleviates congestion; for instance, Gojek's one-to-one service model, reliant on high motorcycle volumes, contributes to (s emitting 10 times more per mile than cars) and fails to integrate with metrics beyond economic indicators. Complementarity with public transit exists—Gojek trips near stations rose 86% initially post-2019 opening, with average trip distances shortening 23% for last-mile connectivity—but total kilometers traveled in those zones increased 144%, suggesting localized demand surges that heighten peak-hour loads without offsetting broader vehicular growth. Regulatory responses, such as Depok's parking rules prohibiting roadside ojek queues, highlight persistent challenges in mitigating these aggregate effects.

Labor and Work Practices

Driver Incentives and Operational Realities

Gojek drivers in Indonesia operate under a commission-based model where the platform retains a portion of each trip fare, with the government mandating a maximum commission of 20% as of May 2025 to protect driver earnings. This structure allows drivers to retain at least 80% of fares, though historical rates have varied between 10% and 20%, prompting protests from drivers advocating for even lower cuts like 10%. Additional incentives include daily bonuses tied to trip volume, acceptance rates (often requiring 60% or higher), and completion rates (90% or above), alongside monthly loyalty rewards based on consistent performance. These mechanisms, including subsidies for high transaction numbers, positively influence net income, with fares, order volume, and incentives showing significant partial effects in empirical analyses. Operational challenges stem from the gig economy's flexibility, which incentivizes extended hours to maximize earnings amid variable demand and competition. Many drivers work approximately 12 hours daily for seven days a week, with some logging up to 21 hours to chase incentives and offset low base per-trip pay, averaging $5–10 daily (Rp 75,000–150,000) as of 2022 data, though recent protests in May 2025 highlight stagnant or declining real incomes post-merger fears and rising costs. This contributes to risks, , and heightened probabilities in dense traffic, exacerbated by algorithmic task allocation lacking transparency and inadequate social protections like or guarantees. Driver dissatisfaction has manifested in widespread actions, including May 2025 protests across cities demanding higher pay, reduced commissions, and better holiday bonuses—such as the reported Rp 50,000 ($3) Eid payouts deemed insufficient by many. Debt cycles emerge as drivers finance vehicles and sustain operations amid volatility, with long hours failing to yield sustainable livelihoods, underscoring tensions between platform incentives designed for retention and the of independent contractor status.

Employee Culture and Internal Governance

Gojek's employee culture is characterized by a promoted emphasis on data-driven , feedback loops, and cross-functional , with core values including actively seeking and acting upon feedback from peers and genuinely providing unprompted constructive input. The company's "Ways of Working" principles stress prioritizing the broader GoTo ecosystem's interests, treating colleagues with respect, and pursuing ambitious goals responsibly. These align with foundational pillars of social impact through transformative initiatives, rapid execution to push boundaries, and scalable innovation to address regional challenges. A dedicated Dynamic Culture team, evolved from human resources functions, focuses on fostering an inclusive, progressive, and adaptable workplace by managing policies on diversity, , and employee , while encouraging a "think like a " mindset backed by empirical data. Gojek advocates a bottom-up structure where all levels contribute ideas, participate in processes, and hold each other accountable, aiming to enhance engagement and ownership. Official communications highlight regular open forums to connect work to mission-driven outcomes, supporting a dynamic yet documented environment with heavy emphasis on structured processes amid rapid growth. Employee-reported experiences, aggregated on as of 2024, yield an overall rating of 4.0 out of 5 from over 1,750 reviews, with strengths in work-life balance (4.0) and culture/values (4.1), including unlimited leave, competitive compensation, and collaborative peers in a hardworking setting. However, recurring criticisms include pervasive internal , top-down elements contradicting bottom-up ideals, frequent layoffs every two years, unclear progression, and instances of unfair promotions or backstabbing, with 76% recommending the employer to friends but noting skilled talent exodus. Internally, has integrated into the Group structure post-2021 merger with , featuring periodic board and commissioner changes for strengthened oversight, including five new director appointments and roles like VP Director in May 2025 to align with strategic priorities. 's 2023 ESG framework outlines commitments, emphasizing ethical management, risk controls, and transparency in operations spanning on-demand services, , and . specifically secured ISO 27001 certification for and ISO 27701 for privacy information management, reflecting formalized internal controls on data handling and compliance as of recent audits. Employee feedback on practices often points to political influences overriding merit in advancement, underscoring gaps between policy and execution.

Controversies and Criticisms

Regulatory Conflicts and Market Competition

Gojek has faced ongoing regulatory scrutiny in primarily over fare structures, driver commissions, and compliance with transportation laws. In 2019, the Indonesian government mandated a minimum of 2,000 rupiah per kilometer for ride-hailing services to address driver concerns amid protests, a policy that benefited Gojek by stabilizing pricing after aggressive discounting wars. Subsequent regulations capped platform commissions at 20% of fares, though drivers have alleged violations, leading to widespread protests in May 2025 demanding enforcement and better pay, with unions claiming companies like Gojek sometimes extract up to 30%. By July 2025, the Transportation Ministry proposed an 8-15% nationwide fare increase after a three-year freeze, aiming to balance driver welfare against consumer affordability, but this sparked wariness among riders and operators over potential demand drops. Additional regulatory tensions stem from vehicle and driver registration mandates enacted in 2023, requiring Gojek to verify millions of motorcycle taxis (ojol) with local authorities to curb unlicensed operations and safety risks, though enforcement has lagged, contributing to persistent informal sector clashes. Traditional ojek drivers have protested against app-based services like Gojek since , arguing that digital platforms erode their livelihoods without equivalent licensing fees or taxes paid by conventional operators, resulting in sporadic violence and calls for zoning restrictions. In response, Indonesia's began drafting a dedicated online transportation law in May 2025, proposing a 15% commission cap plus 5% for , alongside plans to reclassify ojol drivers as micro, small, and medium enterprises (MSMEs) by for access to subsidies and loans, potentially reshaping Gojek's operational model. In market , Gojek dominates Indonesia's ride-hailing sector alongside Grab, holding approximately 43% share as of recent estimates, compared to Grab's 39%, fostering cutthroat and promotional battles that have strained profitability for both. This duopoly has driven innovations in services like payments and deliveries but prompted antitrust concerns, especially with July 2025 reports of Grab's potential acquisition of (Gojek's parent company post-2021 merger), which could yield over 90% control of ride-hailing, , and markets, testing Indonesia's authority for monopoly risks. Regulators have historically intervened to preserve rivalry, as seen in merger blocks and fare guidelines that countered predatory tactics, though critics argue such measures favor incumbents over new entrants. Gojek's edge lies in localized features like GoPay integration, but Grab's lower has eroded margins, with both firms adapting through expansions amid stagnant regulatory updates on protections.

Allegations of Worker Exploitation and Safety Issues

Gojek classifies its drivers as independent "partners" rather than employees, a designation that exempts the company from providing standard labor protections under Indonesian law, leading to allegations of exploitation through low commissions, unpredictable earnings, and lack of benefits such as or paid leave. Drivers often report working 12-16 hours daily to meet income thresholds, exacerbating financial vulnerability amid platform algorithms that prioritize order allocation based on ratings and availability, sometimes resulting in "super-exploitation" via power asymmetries. In May 2025, hundreds of Gojek and rival platform drivers protested in multiple Indonesian cities against declining fares and opaque incentive systems like "aceng" (order manipulation) and slot allocations, demanding guarantees and transparency in algorithmic decisions. These actions highlight broader critiques, where platforms discourage by sanctioning peer-support groups that evolve into dissent networks, limiting collective bargaining power. Academic analyses describe driver resistance tactics, such as exploiting app loopholes or complaints, as responses to hegemonic control but note limited efficacy due to regulatory gaps. Safety concerns center on elevated traffic accident risks for motorcycle-based drivers, who face occupational hazards without comprehensive coverage; Indonesian studies identify online ojek drivers as high-risk groups for collisions due to urban congestion and extended hours. From 2015 onward, reports document increased injury proneness among drivers lacking accident insurance, with platforms providing minimal support beyond basic BPJS enrollment, which falls short for work-related claims. Notable incidents include a 2025 case where a 20-year-old Gojek driver was fatally crushed by a police vehicle, underscoring gaps in emergency response and liability. Gig worker advocates, including ITUC affiliates, call for mandatory social security and accident provisions, arguing current "partner" status perpetuates vulnerabilities amid rising fatalities. Legal scholarship debates Gojek's responsibility under Law No. 24/2011, with courts inconsistently applying protections to gig accidents.

Leadership Scandals and Ethical Concerns

In September 2025, Nadiem Makarim, founder and former CEO of Gojek, was detained by Indonesian authorities as a suspect in a high-profile corruption case unrelated to the company's operations but stemming from his tenure as Minister of Education, Culture, Research, and Technology from 2019 to 2024. Prosecutors alleged that Makarim misused his ministerial authority to favor the procurement of Google Chromebooks for a nationwide school digitalization program budgeted at approximately Rp 10 trillion (around $600 million), resulting in estimated state losses of $120 million through irregular tender processes and prioritization of the devices despite a 2019 pilot test highlighting their ineffectiveness without reliable internet infrastructure. The investigation, led by the Attorney General's Office, focused on contracts awarded to specific vendors, with Makarim questioned as early as June 23, 2025, and a pretrial motion to challenge his suspect status rejected by a court on October 14, 2025. The case drew reactions from former Gojek executives and founders, who expressed concerns over its implications for entrepreneurial risk-taking in , while emphasizing that Makarim's actions occurred post-departure from the company in 2019. Group, formed by Gojek's 2021 merger with and of which Makarim had no operational role by 2025, issued a statement clarifying his lack of involvement in the firm at the time of the probe. Critics, including analyses in Indonesian media, highlighted broader systemic issues in public procurement, such as favoritism toward foreign tech vendors, but noted no direct evidence linking the to Gojek's business practices or other executives. Ethical concerns surrounding Gojek's leadership have otherwise centered on during rapid expansion, with limited public allegations of personal among top executives beyond Makarim's case. Academic studies on the firm's disruption-era practices have examined factors like transparency in partnerships affecting customer loyalty, but these do not constitute scandals and instead underscore operational in competitive markets. No verified instances of or corruption directly involving Gojek's post-founding leadership, such as current executives, have been reported in major investigations as of October 2025.

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