2025年8月26日，美團在舉辦的「騎手算法協商共治開放日」上，正式宣布一項對平台騎手具有深遠影響的改革，即將在2025年底前全面取消眾包騎手的「超時扣款」機制，轉而以培訓、學習以及正向激勵為核心的管理模式。這意味著長期以來備受爭議的「以罰代管」做法將逐步退出歷史舞台，美團也希望藉此改善騎手群體的工作體驗，並提升平台整體的社會形象。

實際上，美團早在2024年底就已經開始探索替代方案。當時在泉州率先試點「安準卡」，以扣分和加分取代傳統的金錢罰款方式，騎手若超時會被扣分，但準時送達則能加分。2025年3月，這一做法推廣至南寧、新鄉與南昌，7月更擴展至北上廣深等一線城市。截至今年8月，已有22個城市落實「超時免罰」機制。如今美團宣布年底前全國推廣，等同於對整個行業的管理模式進行一次結構性改革。

在具體的管理措施上，美團不再單純依靠懲罰手段，而是引入更多教育與提醒機制，鼓勵騎手透過培訓與技能提升來改善表現。同時，公司也特別強調防疲勞的重要性，規定騎手跑單滿8小時會跳出提醒，若累計滿12小時則強制下線，以確保身心健康與行車安全。根據數據顯示，目前日均觸發強制下線的騎手僅佔0.28%，顯示該制度對大部分人影響有限，但卻能有效降低過度勞動的風險。

在保障與安全方面，美團也持續投入資源。全國已有超過100個城市試行「安全分」體系，若騎手能保持零闖紅燈，還可獲得現金獎勵。這一措施實施後，試點城市的闖紅燈行為環比下降26%，說明正向激勵確實能引導出更安全的交通行為。同時，美團也計劃在2025年底前，將騎手的養老保險補貼全面推廣至全國，預計將惠及超過百萬名騎手；另外，今年夏天已投入16億元作為高溫專項保障補貼，減輕騎手在酷熱環境下工作的負擔。

在企業經營層面，美團2025年第二季度實現營收918.4億元，同比增長11.7%。不過，雖然營收增長明顯，但調整後淨利潤僅為14.93億元，同比下降高達89%，顯示在投入騎手保障與行業生態建設的同時，短期內公司承受更大的成本壓力。然而，業務活力依然存在，即時零售的單日訂單峰值已突破1.5億單，無人機配送也已完成超過60萬單，展現出平台在新興配送方式上的探索與突破。

值得注意的是，美團在社會合作和未來規劃上也展現長遠視野。公司正與各地社區合作，打造「騎手友好社區」，目前已覆蓋150個城市、超過2.47萬個社區，每月服務騎手超過68萬人。同時，美團計劃在未來三年內投資建設1200家「浣熊食堂」，這不僅是為提升外賣的品質，還將協助20萬家餐飲商戶落實「明廚亮灶」模式，實現食品安全的全鏈路可追溯，從而提升消費者信任感。

綜合來看，美團此次全面取消超時扣款，不只是單純的管理政策調整，而是平台向「以人為本」的長期轉型。透過正向激勵取代懲罰，強化保障措施，加上對行業基建與食安的持續投入，美團試圖在提升騎手工作尊嚴與效率的同時，也為用戶、商家與社會構建一個更加健康、可持續的本地生活生態系統。

On August 26, 2025, at the “Rider Algorithm Co-governance Open Day,” Meituan officially announced a major reform that will have a profound impact on its rider community. By the end of 2025, the company will completely abolish the long-criticized penalty mechanism for late deliveries among crowdsourced riders, shifting instead to a management model centered on training, learning, and positive incentives. This marks the beginning of the end for the punitive “fine-driven management” model, with Meituan aiming to improve riders’ work experience and enhance its social reputation.

In fact, Meituan began exploring alternatives as early as late 2024. It first piloted the “Safety and Punctuality Card” in Quanzhou, where points deductions and rewards replaced monetary fines. Riders lost points if late but gained points for on-time deliveries. In March 2025, the pilot expanded to Nanning, Xinxiang, and Nanchang, and in July reached first-tier cities such as Beijing, Shanghai, Guangzhou, and Shenzhen. By August, 22 cities had already adopted the “no penalty for lateness” system. Now, with the nationwide rollout scheduled for year-end, the company is essentially restructuring its management philosophy across the industry.

Instead of relying solely on penalties, Meituan is introducing more educational and reminder-based measures to encourage riders to improve through skill-building and training. The company has also placed a strong emphasis on anti-fatigue measures: riders who work for 8 hours receive pop-up reminders, and after 12 hours they are forcibly logged out for safety. Current data shows that only 0.28% of riders are forced offline daily, suggesting that the rule affects few but effectively reduces the risks of overwork.

In terms of safety and social protection, Meituan continues to invest heavily. Over 100 cities have implemented a “safety score” system, under which riders who avoid running red lights receive cash rewards. As a result, red-light violations in pilot cities dropped by 26% month-over-month, proving that positive incentives can guide safer road behavior. Meanwhile, by the end of 2025, Meituan will extend pension insurance subsidies nationwide, expected to benefit more than one million riders. In addition, the company has allocated 1.6 billion yuan in summer subsidies to ease the burden of working in extreme heat.

From a business perspective, Meituan posted revenue of 91.84 billion yuan in the second quarter of 2025, an 11.7% increase year-on-year. However, despite strong revenue growth, adjusted net profit dropped sharply to 1.493 billion yuan, down 89% year-on-year, reflecting higher short-term costs due to rider protection and ecosystem investments. Even so, business momentum remains strong: peak daily orders in the on-demand retail segment surpassed 150 million, and drone deliveries have already completed over 600,000 orders, showcasing innovation in new delivery methods.

On the social collaboration and planning side, Meituan is also thinking long-term. The company is working with local communities to build “rider-friendly neighborhoods,” now covering 150 cities and more than 24,700 communities, serving over 680,000 riders per month. Looking ahead, Meituan plans to build 1,200 “Raccoon Canteens” over the next three years to improve food delivery quality. The initiative will also help 200,000 restaurants adopt the “open kitchen” model, creating a fully traceable and safer food delivery system that strengthens consumer trust.

Overall, Meituan’s move to abolish late delivery penalties is not merely a policy adjustment but a human-centered transformation. By replacing punishment with positive reinforcement, enhancing protection measures, and continuing to invest in infrastructure and food safety, the company aims to elevate riders’ dignity and efficiency while building a healthier, more sustainable local services ecosystem for users, merchants, and society as a whole.