Swvl Holdings

Q3 2021 Earnings

Supplemental Data

 About Swvl

Table of Our Customer Promise

Swvl's Operating System

Contents Cutting-edge Proprietary Technology - Core of Swvl’s Virtuous Growth Cycle

Core Strategy - The Fly-Wheel E ect

ESG at Swvl - Strategy and Initiatives

Q3 2021 Growth Story and Performance Highlights

Swvl-O-meter and Increased Guidance

Cohort Analysis - Double-clicking on the fundamentals

Replicating the successful model for our rst city [Cairo] to accelerate new market growth

Swvl's Expansion in the TaaS and SaaS segments

Appendix - Keyword De nitions

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 6

Swvl is the leading mass transit player globally

providing B2C and B2B/B2G solutions to make
transportation more affordable, reliable and
convenient for its users and corporate clients. 61.3M
Swvl is expanding fast and is now in 6 countries
across the world. With an ambitious team, Swvl
plans to expand the footprint globally with a
"demand-responsive, supply agnostic, self-
optimising and an asset light" mass transit
system.

gures presented on this slide are as-of September 30, 2021.

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Our Customer
Promise 01. 7 minutes to station

Low average walk to station (7 mins) Air conditioned and top quality

Reliable and 5 days in-advance booking system 95% on time pickups

Convenient 4.7/5 customer rating Multiple payment options

02. Vetted drivers with background checks Critical incident teams and third-party
professional providers

Safe Ability to share live ride status Ability to contact/trace

03. Far more affordable than alternatives

Swvl Ride-hailing and Taxi

Valuable $1.10 - $2.20 $5.00 - $8.00

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 Swvl’s Operating System
Swvl's operating system enables it to continuously utilize vehicles
by pooling demand across di erent use cases and seasonality, thus Swvl's businesses complementing each other..
signi cantly improving the assets' ROI, reducing the cost structure,
and enhancing the margin opportunity. • The B2C (Intra-city and Inter-city) and B2B/B2G (SaaS/TaaS) businesses of Swvl cater
to di erent use cases and have their own speci c target segment; this allows
customers to book rides across categories, thereby increasing the lifetime value

• The businesses also complement each other with di erent demand distribution trends
Swvl's Operating System throughout the year enabling the portfolio to de-risk against seasonality and other
Work demographic, consumer behavior patterns.
Fulfilled by Powered by

Mall
B2B / B2G
Intra-city
B2C
Inter-city travel

Intra-city: users book seats on vehicles available exclusively to the

platform to commute within a given city

Inter-city: users book and go on long distance trips either on buses

Customer travel available exclusively to the platform or on buses marketed through Swvl

School

B2B/B2G

Weekend
Getaway B2B/B2G (SaaS/TaaS): enables corporates, schools and transit agencies
to provide optimized mass-mobility solutions via SaaS (Technology only) and
TaaS (Technology + Fleet Operations)

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Cutting-edge proprietary technology is the core of Swvl’s virtuous growth cycle and
creates a superior competitive moat
Predict and identify latent demand Create routes around demand clusters
1 2
Predicting demand for facilitating better selection Automated route creation to maximize demand conversion

Map the City Create routes centered around demand clusters and
• Swvl divides the city into equal areas (i.e., hexes) deliver on the reliability promise
• Hexes are the basic unit of analysis to build a network • A ML algorithm identifies key pockets of latent and
existing demand for a given city
Predict and Identify Latent Demand • A ML, self-evolving model, defines optimum routes to
maximize demand capture, minimize network-wide
• Run regression analysis to identify major demand pairs
cannibalization, minimize walk to station distance and
• Use in-app search data, social-media listening to define the right schedule time to deploy vehicles
understand potential user movement between hexes
Capture Latent Demand, Optimize Existing Areas • An algorithm assembles sets of routes in coherent plans that maximize demand capture,
• Determines hexes to add stations vehicle owner earnings, vehicle utilization, and driver’s convenience
• Run machine learning algorithm to predict revised network performance • An "ambulance" like fleet is placed across the network to minimize the impact of vehicle
breakdowns/no-shows and maintain customer promise

Create dynamic routes Create cost e cient plans

3 4
Dynamic routing improves user experience, providing greater convenience Providing more a ordable customer ride starts with minimizing cost per KM incurred while enhancing vehicle ROI

• Dynamic Routing (DR) is a proprietary computational Plan stitching tool creates thousands of plans per
technology developed by Swvl week while continuously decreasing cost per KM and
• Enables Swvl to adapt, real-time, to actual demand increasing vehicle ROI
pockets, as vehicles move around the city • Machine learning (ML) algorithm “stitches” multiple
• Creates stations on the fly to maximize demand routes into a plan
capture • A plan optimizes for driver convenience and earnings
by maximizing the driven monetized KMs via a system
• Identifies tolerable travel time budgets for riders and
of 2-6 rides per plan with a combination of retail,
ensures no breach of the ETA promised to customers
• Finds the best route that optimizes for the walk to station distance and the travel time travel and TaaS rides
• The algorithm helps ensure that the end point of every ride is conveniently close to the
• Evolution of a route dynamically upon discovering a new rider starting point of the subsequent ride
• Converts to a real station if adding the stop will keep route within prior customer travel time • The model helps ensure maximum vehicle RoI and maximum customer demand capture for
and walk to station budgets every vehicle

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 Detailed Study of Cairo Cross-Utilization

Case Study(1): Cross-utilization of vehicles between di erent categories including B2C and B2B/B2G at Swvl is the key to
Fly-Wheel Effect augment the y-wheel e ect at a faster pace, leading to a signi cant increase in captain earnings and retention and at the
same time signi cantly reducing the cost per kilometer and thereby steering Swvl towards e ciency and pro tability.
Swvl’s Core Strategy
Cross-dispatched Capacity B2C (thousands)
199
221 3x
176 Growth in
139 6M
95
82

Lower cost
structure
Apr May Jun Jul Aug Sep

Better selection
Lower average
fare per trip
Non Cross-utilized Fleet Cross-utilized Fleet
Denser

$228 $429
network
Shorter walking Earnings (2) 88%
distance

Intra-city captains
More drivers
serving Inter-city rides
$0.020 $0.015
and vehicles
Better customer
experience
Cost per km (3) -26%

Non Cross-utilized Fleet Cross-utilized Fleet

More rides
per customer
Earnings $433 $608 41%

Inter-city captains

More drivers &

vehicles implies
Enables cross-dispatch
(lower in cost/km +
More routes -> Denser
network -> Lower walk to
serving Intra-city rides
Cost per km $0.015 $0.012 -17%
more route creation better earnings/captain) station

This drives more traffic Lower cost, walk to Impact of Cross-

and more users on the
platform
station -> Better CX &
higher willingness to pay utilization on Supply Uplift in 30-day Rolling
Retention % (4) 12%
Retention
(1) All data considered in the case study is for the period April 2021 - Sep 2021 (2) Earnings is the gross income of a captain in US Dollars (3) Cost per km is the cost of supply per total available seat kilometer in US Dollars
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(4) 30-day Rolling Retention is the percentage of retained captains out of the total active captains as per the last 30-day period

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 Humanizing the Daily Commute by obsessing about the well-being of each individual rider

ESG at Swvl 99.86% ~0.64km ~5.3min

Providing the Right to Mobility Accident Free Rides Walking Distance Average Lateness
In-house dynamic routing De-risked network with
Driven by e cient routing
technology helps reduce optimized backup assignment;
algorithms and the ongoing
walk to station and improve ~50% lower lateness than
training, up-skilling of captains
access developed markets
Humanising the
Daily Commute
Enabling our Societies by acting as a responsible societal agent

14.4M person-hours 27k+

Congestion Reduced Free Essential Bookings
Enabling Maintaining 80-85% utilization across 22K+ bookings catering to front-line
ESG
Strategy
our Societies our eet resulting in less buses and
cars on the road
workers and 5K+ bookings to/from
vaccination centres

Caring for the Planet by reducing greenhouse gas emissions

Caring for ~245M pounds EVs

CO2 Emission Prevented Accelerating Adoption
the Planet Maintaining 80-85% utilization across Introducing EVs and will continue to
our eet resulting in less buses and accelerate adoption
cars on the road

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Q3 '21 Growth Story

and Performance
Highlights

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Gross Revenue

Quarter on Quarter - Gross Revenue ($ in millions)

US$ 16.0
US$ 16

14x growth over last 3 years

14x
3.6x quarter on quarter growth
US$ 12

$68M
Growth

US$ 8.7

1.8x pre-COVID19 levels

US$ 8

US$ 4.4
ARR
US$ 4 as on Sep 2021
All around growth across all KPIs including
US$ 1.1
capacity, utilization and average trip fare
has resulted in a rapid gross revenue Q3-2018 Q3-2019 Q3-2020 Q3-2021
growth
COVID-19 related restrictions &
lockdowns were a contributing
factor to this drop in revenue

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 Capacity and Bookings (in millions)

Capacity (1) Growth 8X 83%

Capacity & Utilization Bookings (2) Growth 13X Utilization

10.9

9.0
8.7
Capacity
8x growth over last 3 years COVID-19 related restrictions &
lockdowns were a contributing
5.9 factor to this drop in capacity/

3.3x quarter on quarter growth bookings

48%
1.2x pre-COVID19 levels Utilization (3)
3.3
2.7

Combination of high captain retention and low acquisition 1.5

cost (both as a result of ability to offer up to 2x driven earnings 0.7
driven by higher vehicle utilization) led to strong capacity
growth
Q3 '18 Q3 '19 Q3 '20 Q3 '21

Utilization Capacity Bookings

73% growth over last 3 years Swvl's cutting edge, in-house search based capacity allocation engine enables the optimal allocation
22% higher than pre-COVID19 levels of capacity on routes throughout the network based on the geospatial distribution of user searches

Dynamic routing (which we believe led to reduction in walk to

Swvl has leveraged this technology which has enabled the bookings growth at a faster pace than the
station) and dynamic pricing (which optimizes pricing to drive capacity expansion leading to a substantially higher utilization level of 83%
utilization) developed during COVID-19 drove increase in
utilization 11
(1) Capacity: Total number of bookable seats (2) Bookings: Total seats booked by the users (3) Utilization: Percentage of seats booked out of all available seats

 Active Users
Quarterly Active Users - B2C (thousands)
600

6x growth over last 3 years 507.7

450

6x
3.1x quarter on quarter growth 300
346.3
Growth

1.5x pre-COVID19 levels 150

165.0

79.1

Combination of high user retention and Q3-2018 Q3-2019 Q3-2020 Q3-2021

low acquisition cost (both as a result of

ability to offer a reliable, safe and COVID-19 related restrictions &
lockdowns were a contributing
convenient ride up to 80% cheaper than factor to this drop in active users

private transport) led to strong active user

(1) growth

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(1) Active Users: Number of users who have done at least 1 booking in a given time frame

 Gross Margins
Quarterly Gross Margins
30.00%

144% growth over last 3 years 22.50%

22.4%

144% 17.6%
>20% GM in Q3-2020 as priority was to Growth
15.00%
conserve cash during COVID-19

780% higher than pre-COVID19 levels 7.50%

7.2%

2.0%

Combination of growth across KPIs Q3-2018 Q3-2019 Q3-2020 Q3-2021

including utilization, average trip fare and
reduction in cost per seat (due to higher On account of the COVID-19 related
restrictions & lockdowns, the focus
vehicle utilization obtained through cross of the company was to conserve
cash and boost pro tability during
utilization of vehicles between B2B/B2G & this period

B2C) resulted in strong gross margin (1)

expansion

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(1) Gross Margins (GM): Margin post the supply cost

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 Net Margins
Quarterly Net Margins
15.00%

330% growth in Net Margins over the last 3 0.00%

2.1%

years

-15.00% -12.5%
Profitable in Q3-2020 as priority was to
conserve cash during COVID-19 330%
-30.00% Growth

279% higher than pre-COVID19 levels -45.00%

-47.4%
Net margin (1) maintained within -11% range -53.8%
due to strategic focus on topline growth Q3-2018 Q3-2019 Q3-2020 Q3-2021

On account of the COVID-19 related

restrictions & lockdowns, the focus of
the company was to conserve cash.

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(1) Net Margins (NM): Margin post the supply costs, promotions, refunds, waivers and the captain incentives.

Swvl-O-meter and Increased 2022 Guidance

Q3 ’20 vs Q3 ’21

Substantial outperformance across all KPIs

in Q3 '2021

Gross Revenue $16M Active Users 507K

264% jump from same quarter last year 207% jump from same quarter last year
264% 207%

Capacity 10.7M Fleet Utilization at 83%

229% jump from same quarter last year
229% 83%

FY 2022 Gross Revenue Guidance $155M

Up 10% from Prior
$141m
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Cohort Analysis
Double-clicking on the fundamentals

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Schedule Utilization 2019 Cohorts took 9 months to reach ~60% Utilization

Activation
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9
Month
Jan 19 37.0% 39.7% 41.9% 47.0% 50.9% 44.3% 55.7% 56.7% 61.0%

Feb 19 24.5% 29.0% 34.3% 43.9% 39.0% 47.2% 51.3% 55.3% 58.5%
A comparison of the 2019 and 2021 cohort
shows a ~89% decrease in the time taken 2021 Cohorts take just ~0-1 month(s) to reach similar or greater levels of Utilization
(in months) to reach > 60% levels of Activation
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9
Month
schedule utilization (1)
Jan 21 72.4% 57.4% 70.4% 83.5% 86.7% 81.3% 83.0% 85.4% 84.1%

This is primarily driven by the network Feb 21 68.8% 65.5% 67.7% 74.6% 68.1% 69.1% 69.5% 70.2%

optimization engines powered by Artificial Mar 21 56.4% 61.4% 66.0% 69.3% 70.4% 72.5% 72.6%
Intelligence which constantly learns and Apr 21 92.2% 94.5% 95.3% 95.9% 96.9% 97.3%
optimizes with every ride building the first May 21 66.8% 60.5% 68.0% 72.4% 67.7%
of its kind self optimizing mass transit
Jun 21 64.4% 73.0% 76.7% 75.6%
system
Jul 21 81.4% 83.7% 82.9%

Aug 21 74.6% 70.0%

Sep 21 81.5%

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(1) Schedule: A combination of a route and an hour, the schedule utilization is the percentage of seats booked out of all available seats in a schedule

Gross Revenue per user 2019 Cohorts took 6 months to reach $14 per month of gross revenue per user
Activation
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9
Month
Apr 19 $4.1 $8.6 $8.4 $12.4 $11.8 $14.2 $15.1 $12.5 $12.7

May 19 $4.1 $7.7 $12.4 $11.3 $13.6 $14.4 $12.1 $12.6 $12.4
A comparison of the 2019 and 2021 cohort
shows a ~33% decrease in the time taken 2021 Cohorts take just 2 months to cross $14 per month of gross revenue per user
(in months) to cross the same gross Activation
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9
revenue per user (1) ($14 per month) Month

Jan 21 $7.5 $15.5 $21.3 $17.9 $18.4 $27.4 $24.8 $27.1 $19.2

This is driven by dynamic pricing Feb 21 $7.9 $23.1 $19.1 $19.1 $25.8 $22.6 $25.5 $18.8
technology which considers users' Mar 21 $7.8 $15.3 $13.3 $17.9 $14.3 $15.6 $13.9
behaviour on the platform & churn
Apr 21 $6.5 $11.4 $13.6 $12.9 $12.8 $11.2
probability to adjust pricing which
May 21 $6.3 $14.8 $13.3 $12.5 $11.5
increases user affinity on the platform.
Jun 21 $9.0 $19.8 $18.9 $15.0

Also the abundance of services including Jul 21 $11.5 $21.7 $17.0

intracity, intercity & charter rides cater to Aug 21 $10.5 $14.9

more use cases and hence increases Sep 21 $9.1
revenue per user

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(1) Revenue per user is the income generated per active user in the de ned time-period
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 Building upon the

successful model of our
rst city [ Cairo ] to
accelerate new market
growth
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 Monthly Utilization (%) Monthly Gross Margin (%)
110% 45%

Cairo 83%
30%

15%

A Success Story 0%
55%
-15%

-30%
Launched in March 2017, Cairo is the first 28%
Q3 '21 GM%
Q3 '21 Utilization
market for Swvl. -45%
31%
92%
0% -60%
Cutting-edge technological solutions like
1/1/2019 1/1/2020 1/1/2021 1/1/2019 1/1/2020 1/1/2021

demand estimation, demand based

capacity allocation, automated dynamic Monthly Net Margin (%)
routing and pricing algorithms and supply 35%

biding platforms coupled with the flawless The net margin is maintained at
execution capability of the Swvl team has near break even levels due to a
0%

made Cairo a success story. strategic focus on growth. With

-35%
the growth related investments
including promotions, refunds
and waivers declining, the -70%

convergence of gross and net

margin becomes inevitable. -105% Q3 '21 NM%

-2.9%
-140%
1/1/2019 1/1/2020 1/1/2021

Shows the contribution of COVID-19 related 20

lockdowns and restrictions

 Replicating Successful Cairo model

Other Cities Months to 50K Bookings Months to 100K Bookings

Accelerating Even Faster 6
6
9
8 8
5 8
5 7
4
6
5
5
3
4
Swvl plans to continue focus on growth for 2 2
3
2 2
the remaining cities to reach critical mass 2 2
faster and generate levers to optimize the 1
0
economics in a sustainable manner. Cairo Nairobi Lahore Karachi Islamabad Cairo Nairobi Lahore Karachi Islamabad

As evident in the charts, other cities are

reaching the milestones much faster than Months to 150K Bookings Months to 200K Bookings
Cairo. 8
8
12
10
10 9
6
5 8
4 6
4 6
3
4 3
2
2

0
Cairo Lahore Islamabad Karachi Cairo Nairobi Lahore Karachi

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Swvl's expansion in
the TaaS and SaaS
segments

 Swvl's Expanding Business in

the TaaS and SaaS segment

Quarterly Revenue TaaS/SaaS Active Clients TaaS/SaaS 150+ Active Clients Globally

2.5x
US$ 5.2

Growth 3.5x 156

Growth

93
US$ 2.4
US$ 2.1

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(2) Others includes the following

A Diversi ed Clientèle industries - e-Commerce, Startup &
Technology, Logistics, Oil & Gas,
Public sector, Retail
Q3-2019 Q3-2020 Q3-2021 Sep-2019 Sep-2020 Sep-2021 6%
2%
6%
(1) Net Promoter Score 2%
Prospective Client Pipeline 13%
Customer Satisfaction survey conducted in
Egypt in Q3 2021 Aviation
Banking and FS
Construction
Education

40
8%

$174M
Food & Beverages

38% 1%
Healthcare
Hospitality
ICT
higher than the 41% 6% Manufacturing
Real Estate
Active pipeline (ARR) as of Sep '21 Net Promoter Score (1) global benchmark* Textile
1% Others (2)

15%

* Source for the NPS Global benchmark: https://www.b2binternational.com/what-we-do/customers/net-promoter-score-nps/

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 Client Overview
Swvl Case Study: The organization had a history of operational
issues with its transportation, which led it to
Leading Insurance provider One of the largest global insurers in the world,
solicit proposals for solutions from transportation
provides its customers with a full suite of
providers.
products that saves and protects their life and
While all leading providers in the Egyptian
livelihood.The French multinational rm
market bid, Swvl managed to win with our
became one of the top 5 insurance providers
competitive price and the promise of a better
in Egypt within 5 years of establishing their
service.
presence.
Insurance company chooses
operational visibility and employee
safety for its Egyptian employees
with Swvl's route optimization and Use-Case Challenges
real-time tracking solutions
Automation of daily transportation from • Unreliable and unprofessional drivers
manual operations to digital - giving complete • Poor quality vehicles
visibility of every moving part in the system. • Multiple safety violations
Swvl Business Results • Operational invisibility

5%
Cost Solutions
Reduction
Route Optimization and Fleet Mix 24/7 Support Real-time Tracking

Less
10%
Swvl support is accessible 24/7
Optimized routes and eet mix to The administrator can track all rides
Vehicles over call and in-app to ensure a
achieve higher eet utilization and in real-time without any manual
high quality in-ride experience.
lower costs. touch points on the Swvl Business
Any issue with the captains or
Dashboard. Each rider can do the
vehicles is resolved at the quickest
Customer same from the Swvl App.
90% Satisfaction
pace.

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 Swvl gains access to an additional ~$35-60BN transit tech market by joining hands with Shotl

Expansion to Europe
with a controlling interest in
Shotl

22 Cities across 10 countries (1)

>350,000 Bookings to date

Municipality and Corporate client base

The yellow dots represent the potential new market launches that can be accelerated with the acquisition of a controlling interest in Shotl

Swvl X Shotl (Geographic, Product and Tech synergies)

Strong and growing presence in the MENAP region O erings are tailored for condensed geographies
with highly satis ed users and corporate clients and peak hour scheduled commute use-cases

Strong and growing presence in the EU and with highly Product caters to the on-demand use-case. Combined
satis ed users, corporate clients and B2G agencies mobility solutions will cater to wide range of use-cases

Dynamic routing, pricing, geospatial demand based

Expected to further Swvl's mission of empowering capacity allocation engine

under-served communities globally with safe, On-demand SaaS technology and DRT (2)
efficient and cost-effective mobility solutions capabilities

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(1) Including Brazil, Japan, Spain, Germany, France, UK, Italy, Switzerland, Portugal and Finland. Certain operations currently interrupted due to COVID-19 (2) Demand-responsive transit.
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 Business Problem
Shotl Case Study:
Munich Airport: Large corporate site
with unpredictable mobility patterns
38,000 70 Longer
Employees Company Cars Waiting Time
Longer waiting time
Employees had complex Cars were under-utilized, for return journeys
mobility needs, highly involved a lot of time in
unpredictable employee parking and longer waiting
Shotl Results movements time for return journeys

Average
6 mins Travel Time
Challenge Solution
Average Find a new way to move employees without Configured a white-label on-demand service called ShuttleMe
7 mins Wait Time raising prices sky-high. with three branded minivans and professional drivers. During
working hours, airport employees can book a pick-up and
drop-off in real-time via the Passenger App from any of the
stops covering the entire airport.
Satisfaction
4.8 Rating

Adoption
+620% 1250
Increase in passengers Registered
per day; 180 up from 25 Users

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Thank You
Appendix
Q3 2021 Unaudited Financials
 Keyword Definitions
Keyword De nition / Formula
Bookings Bookings = ∑ Search sessions * Conversion % (Sum of booked seats with status completed, missed or cancelled)

Capacity Seat count of non cancelled rides

Utilisation Percentage of lled seats out of all available seats. Utilisation = Bookings/Capacity (as per de nition Bookings here refer to Complete Bookings, Cancelled Bookings, as well as Missed bookings)

Revenue (GMV) GMV = Bookings * ATF (Sum of amounts billed to customers for bookings they made)

COGS Sum of amounts invoiced by our suppliers (vehicle owners) for the rides they provided

Gross Margin (GM) GM = Revenue - COGS

Promos Sum of discounts awarded to customers in the form of direct rebates on the fare, discounted package (bulk purchase) fares, and free credits awarded to their wallets

Refund Refund done to customers' wallets in the case of an eligible cancellation

Waivers Compensation given to customers in case of bad experience

Captain Bonuses & Deductions (CBD) Sum of incentives awarded to our Captains (Drivers) and deductions made to Captains' pay as a result of non-compliance to delivery standards

Net Margin (NM) NM = GM - Promos - Refunds - Waivers - CBD

Average Trip Fare (ATF) ATF = Revenue/Bookings (Average fare billed to our customers.)

Route SWVL way of de ning a starting point to a destination point with multiple stations as pickup/dropo points for users

Schedule A combination of a route and an hour is called a schedule

Monthly active users Number of users who have done at least 1 booking in the month

New Users Users who made their rst booking in the current time period

Retained Users Existing users who made a booking in the current and the previous time period

Retention Rate The % of users retained in the current time period

Reactivated Users Existing users who made a booking in the current time period but not the previous time period

Reactivation Rate The % of users reactivated in the current time period

ARR Annual recurring revenue; it is the recurring revenue a company can expect in a year (annualized version of MRR i.e. Monthly recurring revenue)

B2B Business-to-business refers to a transaction or commercial business dealing between two companies
B2C Business-to-consumer (also known as Direct-to-consumer) refers to selling products and/or services directly to customerswho are the end-users
B2G Business-to-government, refers to the business relationship a company can have with a government institution
TaaS Transportation as a Service
SaaS Software as a service
Net Promoters Score Metric used in customer experience programs to measure the loyalty of customers for SWVL
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