Uber 2023 Environmental Social and Governance Report

Environmental,
Social, and
Governance Report
2023 Environmental, Social, Other
and Governance Report Welcome Our business ESG approach ESG performance Impact Trust performance
Table of
contents
Welcome Environmental, social, and Trust

Letters from our CEO and CLO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 governance performance Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
Driver and courier well-being . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Ethics and compliance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
Our business Regulatory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Business overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Other performance
Environmental sustainability and climate change . . . . . . . . . . . 36 Sustainability Accounting Standards Board . . . . . . . . . . . . . . . . . 101
Environmental, social, and SASB and Task Force on Climate-related
People and culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
governance approach Financial Disclosures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
Mission, values, and ESG vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Data privacy and security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82
Sustainable Development Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103
ESG materiality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Impact Recognition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108
ESG highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Local and social impact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86 About this report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109
1
Letter from our CEO Letter from our CLO

In 2022, our strategy to create best-in-class At Uber, we believe in creating a long-term
verticals, amplified by the power of the Uber sustainable business. We believe in showing up in
platform, really came to life. our communities, maintaining our social license to
operate, and reimagining the way the world moves
Our mobility business roared back as the world
for the better. When we apply the appropriate
reopened post-pandemic, hitting its best
governance, risk analysis, and thoughtfulness
quarter ever across key operating metrics.
to our approach, we protect the areas most
Delivery continued to grow at a healthy pace
important to our bottom line: the material
while making enormous strides in profitability
environmental, social, and governance priorities
and scaling of new verticals. And our cross-
that matter to our stakeholders and help to create
platform advantage began to compound:
and deliver value to all.
5.4 million people now drive and deliver on Uber,
helping to bring our marketplaces into balance, One of the ways we demonstrated our commitment
and almost 12 million people worldwide are part to our stakeholders in the past year was through
of our membership programs. our response to a stockholder proposal for our 2022
Annual Meeting. Because it was consistent with
Along the way, we continued to lead on the
The world entered 2023 in an increasingly our company values and the right thing to do at • Work to put mutual respect, ethical conduct, and
issues that matter. On climate, we more than
uncertain environment. That means all our this point in Uber’s journey, we voluntarily began individual dignity at the center of our workplaces
tripled the number of electric vehicles on
stakeholders, such as investors, employees, conducting a civil rights assessment.
the platform, and the Science Based Targets • Vision that supports flexible work with benefits and
initiative (SBTi) approved our near- and long- drivers and couriers, merchants, and consumers, We continue to assess and manage the material ESG protections as the future
term science-based emissions-reduction will be looking to Uber to see how we manage risks to our business in order to create more value to • Swift agility during incident response, whether
targets. On safety, we pioneered new tech, the issues that are critical to our business. our stakeholders. cyber or physical threats
including audio and video recording, to help There is so much that we have yet to accomplish,
but I consider this an opportunity to lead, to Throughout this 2023 Environmental, Social, and I continue to be excited about Uber’s future and will
keep riders and drivers safe. And on the future
unite as #OneUber, and to continue to build Governance Report, we’re pleased to provide an keep focusing on the issues that matter most to our
of work, we advocated on behalf of drivers
with heart—together. update on our ESG performance through our: company, our employees, and the stakeholders who
and couriers in markets around the world to
• First-in-class corporate governance rely on our platform to deliver long-term value.
preserve the flexibility of work while expanding
access to benefits and protections. • Leadership and prioritization of safety and safety
enhancements on the platform
• Commitments to diversity, equity, inclusion, Tony West
Dara Khosrowshahi and culture Senior Vice President, Chief Legal Officer
Chief Executive Officer • Relentless effort to achieve zero emissions and Corporate Secretary
2
Business overview 1
Gross bookings 3
~70 $115B gross

bookings
+33%
year over year4
countries
10K+ 131M MAPCs 5

+11%
year over year
cities 2
7.6B 48% 46% 6% 5.4M

Delivery Mobility
890K+
trips Freight drivers and couriers merchants
1
Gross bookings, trips are FY 2022. MAPCs, drivers and couriers, and merchants are as of Q4 2022.
2
Based on our internal definition of city, which includes metropolitan areas comprising several cities.
3
As a percentage of gross bookings.
4
Based on constant currency.
5
Monthly active platform consumers.
3
Mission, values, We reimagine the way the world

and ESG vision moves for the better
Uber’s mission is to reimagine the way the world moves for Go get it Trip obsessed
the better. Improving movement for everyone who uses Bring the mindset of a champion Make magic in the marketplace
our platform is what pushes us to work through challenges Our ambition is what drives us to achieve our mission. How we define a The trip is where the marketplace comes to life. Drivers and couriers,
and find better, faster, more efficient ways to help you champion mindset isn’t based on how we perform on our best days; it’s how riders and Uber Eats customers, carriers, and merchants are the people
get what you need and go where you want. Our mission we respond on the worst days. We hustle, embrace the grind, overcome who connect in our marketplace—and we see every side. This requires
encompasses our diverse business while maintaining our adversity, and play to win for the people we serve. Because it matters. judgment to make difficult trade-offs, blending algorithms with human
founding spirit of making the world a better place with our ingenuity, and the ability to create simplicity from complexity. When we
products. Our collective work will always be in service of get the balance right for everyone, Uber magic happens.
this mission.
See the forest and the trees
Know the details that matter
Building for the intersection of the physical and digital worlds at global One Uber
scale requires seeing the big picture and the details. Knowing the Bet on something bigger
important details can change the approach, and small improvements can It’s powerful to be a part of something bigger than any one of us, or any
compound into enormous impact over time. one team. That’s why we work together to do what’s best for Uber, not the
individual or team. We actively support our teammates, and they support
us—especially when we hit the inevitable bumps in the road. We say what
Build with heart we mean, disagree and commit, and celebrate our progress, together.
We care
We work at Uber because our products profoundly affect lives and we care
deeply about our impact. Putting ourselves in the shoes of the people who Stand for safety
connect in our marketplace helps us build better products that positively Safety never stops
impact our communities and partners. Our care drives us to perfect our craft. We embed safety into everything we do. Our relentless pursuit to make Uber
safer for everyone using our platform will continue to make us an industry
Great minds don’t think alike leader for safety. We know the work of safety never stops, yet we can and will
Diversity makes us stronger challenge ourselves to always be better for the communities we serve.
We seek out diversity. Diversity of ideas. Identity. Ethnicity. Experience.
Education. The more diverse we become, the more we can adapt and
ultimately achieve our mission. When we reflect the incredible diversity of
Do the right thing
the people who connect on our platform, we make better decisions that Period
benefit the world.
4
Being a values-led organization

Uber’s values define who we are as a company Extending our values through
and provide the clear guidance we need our ESG vision
to achieve our mission. We’re a values-led
organization, which means our values not A critical component of being values-led is
only guide how we behave but also inspire extending our values beyond our walls, into our
our daily work and help us determine what to products, our partnerships, and our interactions
go after to accomplish our greatest success. globally. And a key way we do that is through
We’re committed to living our values each Uber’s ESG vision and strategy.
day. To learn more about what we’re doing to
embed our values throughout all aspects of our
business, see the “People and culture” section of
this report.
5
ESG materiality
Uber’s ESG strategy and reporting is built around our Accordingly, we engaged an independent third party to
company’s material environmental, social, and governance conduct an ESG materiality assessment refresh to identify the
issues. As we reimagine the way the world moves for the most relevant, or material, issues from an ESG perspective,
better, the key to driving economic value and sustainable which is a broader standard than that used in our financial
long-term growth for our company and stakeholders will be disclosures.
how we manage and govern the most material ESG risks and
The standards of the Sustainability Accounting Standards
opportunities that directly impact our business.
Board (SASB) and the Task Force on Climate-related Financial
To determine what those are, we perform a materiality Disclosures (TCFD) inform our ESG reporting. Our ESG refresh
assessment to inform our ESG reporting and strategy. was informed by ESG standards, frameworks, and trends;
(The term “material” in our reporting is intended to highlight desktop research (including industry benchmarking and Uber’s ESG strategy and reporting is
the most important issues from our ESG assessment, not the sustainability disclosures from peer companies); shareholder
materiality of those issues to Uber as a whole.) Our last and other external stakeholder perspectives; and input from our
built around our company’s material
assessment, completed in June 2020, captured the ESG issues senior executives and leaders, who reviewed ESG topics that will environmental, social, and governance
deemed to be of greatest relative importance to Uber at that continue to gain traction, including areas in which Uber has an issues. As we reimagine the way the world
time. As our vision, priorities, and strategy evolve, conducting opportunity to lead and areas in which we can improve. moves for the better, the key to driving
an ESG materiality assessment every 2 to 3 years is crucial
to ensuring that important ESG issues integrated into our
In this report, we also describe ways in which our core operations economic value and sustainable long-term
and social impact activities contribute to the United Nations growth for our company and stakeholders
organizational decision-making, governance, and disclosures
Sustainable Development Goals (SDGs). As part of our corporate
reflect industry changes, the regulatory environment, and
commitment to continual improvement, we’ll build on ESG
will be how we manage and govern the most
current stakeholder priorities. material ESG risks and opportunities that
content and analysis in future iterations of our ESG reporting.
directly impact our business.
Alvin Huntspon
Head of ESG Strategy & Engagement
6
ESG highlights ESG materiality matrix prioritization view
Monitor Differentiate Prioritize

Areas to continue Opportunities to differentiate ourselves Critical for business success and/or
monitoring in the market or lead among peers opportunities for investment
Ethics and conduct Human rights and labor Driver and courier safety and well-being
practices in operations
Community impact
High priority
Regulatory changes and risks
Lobbying and policy influence
Business resilience User safety
ESG governance
Air quality Climate risk and opportunities
Waste and packaging Diversity, inclusion, equity, culture, civil
rights, and equality
Data privacy and cybersecurity
Innovation
Importance to business success
onitor: ESG material topics to continue monitoring. Uber can consider making
M
investments in line with growing stakeholder expectations in these areas. Environmental
Social
Differentiate: Important topics that offer opportunities for Uber to
differentiate itself in the market and/or lead among peers. Governance
Prioritize: ESG material topics that stakeholders identify as being critical

for business success and/or opportunities for investment.
7
Published our third Climate Assessment and Had near- and long-term science-based
Performance Report emissions-reduction targets approved by the
Science Based Targets initiative (SBTi)
Environmental
Disclosed global Scope 1, 2, and 3 emissions
highlights
Launched Uber Comfort Electric and expanded it to
25 cities in Canada and the US
Provided periodic progress in investor materials

Published our EV driver survey covering
77M 31M
8 countries in North America and Europe
Saw usage of sustainable ride products grow by
150% year over year Made our first sustainability commitment in the
Middle East
Trips taken in zero- Unique riders who Launched our Shell Recharge Solutions partnership
emission vehicles across have had the chance and signed a global mobility deal with bp Pulse to help Cemented partnerships with Moove, Stellantis, and
our mobility business to experience an EV further our electrification goals Wallbox in EMEA
Published updates on our progress in ANZ and

Expanded EV Hub outside of Canada
3.5x 200+
the UK
and the US
Partnered to provide couriers with access to

Added EV charging discounted e-bikes in France, the UK, and the US
Growth in the number of Cities where Uber
locations to the
active EVs year over year6 Green, Uber Comfort
Driver app
Electric, and/or Uber Piloted enabling restaurants to offer reusable
Planet are available packaging to consumers
Launched an emissions tracking dashboard for

6
Climate Assessment and Performance Report, Uber (December 2022), comparing Q4 2022 to Q4 2021 Uber for Business customers
8
Made meaningful progress in activating our Empowered employees to grow their careers
mission and values throughout the organization through meaningful experiences and
Social highlights: connections that create nontraditional learning

opportunities
people and culture Continued to make progress toward our

anti-racism commitments
Continued feedback and check-in practices
that minimize recency bias during the
performance assessment process, creating fair
32K+ 11
Sustained the progress we’ve made in
demographic representation, with minimal and equitable promotion and compensation
change in overall representation and decisions
representation in leadership
Employees globally across Anti-racism Ensured a focus on pay equity across gender and
Uber Technologies, Inc. commitments race in the US for the fourth consecutive year
Continued our commitment to growing
and subsidiaries fulfilled7
the percentage of women at the manager
level and above and the percentage of US
underrepresented people at the Senior Analyst Provided a benefits offering with market-
level and above specific choice, giving access to robust
1.5 84%
mental health, well-being, and family-building
programs, including an 18-week global parental
Expanded our diversity, equity, and inclusion leave policy
Percentage point increase Employees who say efforts internally, with an increasing focus on
people with disabilities and global programs,
in underrepresented they’re proud to work at
and externally, with our products and partners Created engaging, healthy, and sustainable
people (URP)8 in leadership Uber and are passionate
workplaces, with flexible and hybrid work
about our mission9
options for global employees
“Fulfilled” means we accomplished the commitment’s original goal(s). While the work is ongoing, we fulfilled what we set out to do. It doesn’t mean the work stops internally; it
7
means that for many of our commitments, the work is now embedded into “business as usual” at Uber.
8
Uber categorizes US employees as Underrepresented People (URP) if they self-identify into the following demographic categories, because these racial groups are
underrepresented at Uber compared with the general US population: Black or African American, Hispanic or Latino, American Indian or Alaska Native, Native Hawaiian or Other
Pacific Islander, Two or More Races.
9
Employee sentiment from Uber Pulse Survey (UPS) in Q4 2022.
9
Safety highlights
In 2022 we launched or expanded a number of
features including:
Social highlights: driver and

courier well-being, safety, and impact
Driver and courier well-being highlights Impact highlights
Improved drivers’ and couriers’ Signed a Memorandum of Expanded the Vaccine Access Increased our transit partnerships
New Safety Text to 911 Reducing turns
satisfaction Understanding with the Fund with our partner Local to work with 70+ public agencies
Toolkit into oncoming
International Transport Workers’ Initiatives Support Corporation
traffic
Federation, a democratic, (LISC) into the Health Access
Expanded our micromobility
affiliate-led federation of nearly Fund, which now supports broader
Welcomed 2 bills 700 transport workers unions access to essential healthcare
options (through our partnership
advancing benefits with Lime) into more than 3 dozen
from 147 countries, representing services for communities
and protection for cities, making shared e-bikes and
20 million workers
independent contractors e-scooters now available on the
while preserving flexibility Launched a community Uber app in 200+ total markets
in Chile and Washington Entered into partnerships with access fund and provided globally
State (US) 3 labor unions in Australia, 54 organizations across
Belgium, and Canada, and signed 16 countries with transportation
Launched Uber Moto—which Partially Record My Ride:
a sectoral agreement in France access that enabled equitable
provides access to low-cost controlled Audio Recording and
access to doctor appointments,
Made 400+ app motorcycle taxi rides while intersection Video Recording
meals, domestic violence
improvements Engaged directly with drivers and creating earning opportunities alerts
shelters, refugee services, health
and built new features couriers to collect their feedback with a lower barrier to entry than
screenings, and job appointments
that focus on enhancing through surveys and listening car-based options—in
flexibility, transparency, sessions, and worked directly with 75 new cities Published our second 2019-2020
and choice, based on drivers and couriers representing Helped the Washington US Safety
US Safety Report Report
feedback from drivers their communities through Metropolitan Area Transit Authority to track our progress,
and couriers participatory programs like Uber fulfill daily paratransit requests drive accountability, and
Crew (US), Driver and Courier with an on-time rate of 93% strengthen safety on our
Advisory Forum (Australia), and platform and beyond
Driver Advisory Council (India)
10
81.4
Began conducting a civil rights assessment. Although this was in
Governance highlights response to a stockholder proposal from our 2022 Annual Meeting,
we voluntarily embraced the opportunity because it aligns with our
Inaugural score (out of 100) on the
values and we felt it was the right thing to do at this point in our
2022 CPA-Zicklin Index of Corporate
company’s journey.
Board composition10 Political Disclosure and Accountability
Agreed to recommend adding proxy access to our bylaws before our

Board independence Director age11 Ethnic diversity
2024 Annual Meeting.
Uber US Political
Uber’s Board of Directors and its independent Audit, Compensation, Engagement
61
Report
90% Avg director

30% and Nominating and Governance Committees actively engaged in
overseeing the components of our ESG program. In the past 3 years, Enhanced our US Political
Ethnic
Independent age our Board has amended the charters of each key committee to Engagement Report, which now
minorities
formalize oversight of our various ESG priorities. includes disclosures around
climate lobbying
86% of S&P 500 63 years is the average age 22% of S&P 500 directors are
of independent S&P 500 directors.
Investor engagement feedback cycle
directors are independent. from an underrepresented racial
or ethnic group.
94%+
45-55 years (4) Spring
Non-independent (1) 56-65 years (3) Ethnic minorities (3)
Independent (9) 66+ years (3) Not ethnic minorities (7) Discuss important annual meeting and proposal issues
with our largest shareholders
Uber employees who have
Annual Stockholders Meeting
completed their Business Conduct
Board tenure11 Gender diversity Skills, experience, and background
Seek feedback from investors on our performance and offer Guide (BCG) training using
10 Financial expertise insights on Uber’s approach to ESG issues adaptive learning technology
4.4
9 Global company leadership
Fall
Avg years of
40% 9 Sustainability and human
capital management
Audit Compensation
Nominating
and Governance Full Board
tenure Female Consumer and digital
8 experience Climate change
Innovation, technology, and
7 high-growth experience
Human capital management (including DEI)
7.8 years is the average 32% of S&P 500 5

Government, policy, and Driver and courier well-being
regulatory experience
tenure of S&P 500 boards. directors are female. Ethics and compliance
2-4 years (4)
Privacy and cybersecurity
4-5 years (1) Female (4)
>5 years (5) Male (6) User safety

Board composition is with respect to the Board nominees named in our 2023 Proxy Statement.
10
Data is as of March 28, 2023.

11 Innovation
11
Driver and courier

well-being
At a glance Stakeholder engagement Governance

•M
ore than 20 million people used Uber’s • Signed a Memorandum of Understanding with • What we heard: Encouraged to provide more Uber’s Board of Directors considers the well-being
platform to earn between January 1, 2020, and the International Transport Workers’ Federation, information on the experience of drivers and and status of drivers and couriers, in some form,
December 31, 2022, and they generated over $100 a democratic, affiliate-led federation of nearly couriers earning on our platform. at nearly every Board meeting. Driver and courier
billion in earnings, excluding tips. 700 transport workers unions from 147 countries, satisfaction, retention, and classification are
•H
ow we responded: Included driver and
representing 20 million workers. among the issues considered by the Board when
• Drivers and couriers overwhelmingly choose courier well-being metrics in our executive
• Entered into partnerships with 3 labor unions evaluating Uber’s risk management processes
platform work because they value the flexibility to compensation program; provided an update on
in Australia, Belgium, and Canada, and signed a and when guiding strategy or reviewing major
work when, where, and how they want, as reflected in how we've advocated on behalf of drivers and
sectoral agreement in France. plans of action. The Compensation Committee
various surveys conducted across multiple markets. couriers in markets around the world to preserve
tied executive compensation for our most senior
• We continue to advocate for quality platform • Engaged directly with drivers and couriers to the flexibility of work while expanding access
executives to the achievement of driver and
work that provides independent platform workers collect their feedback through surveys and to benefits and protections; highlighted multi-
courier satisfaction and retention metrics in
with flexibility, fair and transparent earning listening sessions, and worked directly with drivers app users; and disclosed outcomes and links to
addition to safety improvement metrics.
opportunities, access to social protection and and couriers representing their communities several surveys, studies, and opportunities for
benefits, meaningful representation, and learning through participatory programs like Uber learning and growth as it relates to drivers and
and development opportunities. Crew (US), Driver and Courier Advisory Forum couriers who earn with Uber.
(Australia), and Driver Advisory Council (India).
• Welcomed 2 bills advancing benefits and protection
for independent contractors while preserving • Made app improvements and built new features
flexibility in Chile and Washington State (US). that focus on enhancing flexibility, transparency, and
choice, based on feedback from drivers and couriers.
12
Driver and
courier well-being
To the millions of people who have driven or delivered on our They come from all age groups12 They work part-time and are supplementing
platform in the past decade, Uber has become synonymous other work or endeavors14
with flexible earning opportunities. Available in approximately
70 countries and over 10,500 cities across 6 continents, Uber
Drivers and couriers are online with Uber:
is one of the world’s largest open platforms for work. From 18-29 (31%)
January 1, 2020, to December 31, 2022, more than 20 million
people used Uber’s platform to earn—including more than
30-39 (33%) 90% < 40 hours per week
5 million drivers and couriers per month in Q4 2022 alone. In 40-49 (21%)
total, during that same 3-year period, they generated over 65% < 20 hours per week
$100 billion in earnings, excluding tips. 50+ (15%)
40% < 10 hours per week
Uber competes with an enormous array of work opportunities
available to drivers and couriers, and it’s key that we make
Uber the best platform for flexible work in the world.
They are racially and ethnically diverse15
Who’s earning with Uber?
Drivers and couriers who use Uber are as diverse as the cities
and countries they serve. They include veterans, students,
parents returning to work, people supplementing a primary
15%
of drivers and couriers globally are women.
White or Caucasian (51.0%)
Black (17.9%)
Hispanic (13.1%)
income, and many people in between.
In the US, women account for 17% of drivers, Asian (5.7%)
46% of couriers, and 29% of those who both
Other/multiple options selected (8.8%)
drive and deliver.13
Did not answer (3.5%)
12
Figures as of Q4 2022. We take age from birth date data on driver’s licenses, where available. 14
Figures as of Q4 2022.
Gender information is taken from driver's licenses and other identification documents
13
Jonathan Gruber, “Designing benefits for platform workers” (February 2022).
15
provided by drivers and couriers, where available. Survey of drivers and couriers on Uber’s platform in the US, excluding California.
13
Why do they choose

to work with Uber?
Open access
Individuals who earn money using platforms like Uber’s do not need
to wait for a job opening or even interview for a role. While regulatory
The percentage of drivers who agreed that schedule
requirements vary across countries and cities, in many of Uber’s markets, flexibility is important when looking for work
individuals who have documentation and licenses required by relevant
laws and a vehicle meeting local requirements can sign up and start
earning within a few days of passing a background screening.
Low barriers to entry ensure that people from all backgrounds, regardless
of race, ethnicity, gender, sexual orientation, education, or other
characteristics, have equal access to work. This also means that platform
work attracts diverse groups of workers who may have been historically
marginalized from the labor market.
90% 90% 89%
of drivers and of drivers and of drivers and
The percentage of drivers who say
they wouldn’t be able to keep driving
if it didn’t offer a flexible schedule
couriers in couriers in couriers in
Control and autonomy Taiwan New Zealand Australia
Drivers and couriers on Uber’s platform have real-time control over when,
where, and how they work. Workers can log on or log off the app at any
time, without prior notice or needing to seek approval. There are no shifts,
88% 87% 71%

no minimum hours, and no consequences for not working, and workers
can and often do work across multiple apps.
Researchers have surveyed hundreds of thousands of drivers and couriers,
and despite enormous differences in geography, language, and culture,
91%
of drivers and
of drivers and of drivers of drivers in couriers in
platform workers overwhelmingly choose platform work because they value
couriers in in Brazil Hong Kong Australia
the flexibility to work when, where, and how they want.
Japan
Survey results released in 2022 continued to demonstrate the importance
drivers and couriers place on their flexibility.
14
Earnings Platform work as a financial safety net when prices are high
Drivers and couriers who work with Uber as independent contractors In 2022, many countries saw their highest inflation rates in decades. The US
are paid by the job, rather than per unit time. This model is what makes Consumer Price Index (CPI) for All Urban Consumers, for instance, increased
platform work so flexible, with drivers and couriers choosing which jobs 9.1% between June 2021 and June 2022—the largest increase since 1981.
fit their preferences and when to log on and off.
In many of the cities where Uber operates, we have seen people turning to gig
Drivers and couriers value the opportunity presented by dynamic work to help cover the rising costs of living.
earnings. In Australia, for example, 78% of drivers surveyed prefer being
paid per ride with increased earnings during surges or promotions over
72% 76%
being paid a guaranteed flat rate per hour.
When we asked drivers who started In a survey of nearly 10,000 drivers
A driver or courier’s earnings on Uber depend on factors that working with Uber in the US between and couriers in Belgium, France,
affect gross earnings and operating costs, such as: mid-April and early June 2022, 72% Germany, Italy, Poland, Portugal, and
said inflation and increased costs of Spain, 76% said inflation and the
•W
here they work. Drivers and couriers active in busy places,
living played a role in their decision rising costs of living impacted their
like central business districts, tend to earn more.
to sign up. In addition, 74% said they decision to sign up to drive or deliver.
•W
hen they work. Drivers and couriers active at times when use their earnings from Uber to cover
demand is high, like rush hour or mealtimes, tend to earn more. basic necessities, like rent and bills.16
Open access and flexibility enable
•P
reference and strategy. Platform workers who have drivers and couriers to start
66%
learned how to earn the most for the time and distance they earning, flex hours up or down to
>80%
put in tend to earn more than their peers who haven’t. fit their needs, and build a financial
safety net, especially during
•T
heir mode. Drivers and couriers face costs associated
A survey in Canada found that 66% uncertain times.
with getting and operating their vehicles; more-efficient
vehicles may have lower operating costs, thereby increasing of drivers and couriers signed up to
Research has shown that gig work
net earnings. help with increasing inflation and More than 80% of drivers and
can plug gaps for unemployment
unexpected expenses or to mitigate couriers who started working with
insurance beneficiaries, reduce
•A
dditional costs they face. In some places, drivers may be reduced hours or job loss.17
reliance on unemployment insurance Uber in the early months of the
required to get special licenses, maintain special insurance
benefits after a layoff, and offset COVID crisis reported that gig
coverages, or pay recurring fees.
income losses.
work acted as a financial safety
net during the pandemic.
16
Based on an internal survey conducted in the US between June 3 and 6, 2022, with 400 drivers and couriers who
signed up in the 6 weeks prior to June 2.
17
Based on an internal survey conducted in Canada between November 24 and 30, 2022, with 1,010 respondents.
15
Working with Uber

Around the globe, drivers and couriers partner with Uber under one of 3 models:
01 02 03
Independent contractor Independent contractor plus benefits Fleet employment or contracting
In most of the places where Uber operates, drivers and couriers In some markets, existing worker classification models or innovative In a number of European and Latin American markets, drivers and
are self-employed independent contractors or operators. They are policy development have made it possible for drivers and/or couriers couriers are employed or contracted by a fleet that in turn contracts
responsible for covering their own costs, including taxes and to continue working independently while introducing new sectoral with Uber.
protections, but they benefit from real-time flexibility and control requirements for companies like Uber to provide certain benefits or
over where, when, and how they work. contribute to public social protection schemes. For example:
• Chile: The legislature passed a law that incorporates platform

workers into the government’s healthcare and pensions scheme and In survey after survey, drivers and couriers report that
introduces new requirements for platform companies to guarantee they prefer to work independently. While we adapt to
earnings at 120% of the minimum wage for time spent actively local requirements as needed, at present no driver or
working, maintain on-app insurance coverage, provide couriers courier is directly employed by Uber.
with safety equipment, and reconsider disputed decisions. The bill
also provides a pathway to unionization for independent contractor
workers.
• United Kingdom: Drivers on Uber’s platform are classified as

“workers,” a preexisting third classification unique under UK
employment law. As workers, drivers never earn less than the
National Living Wage for time spent actively working, and they
receive holiday pay. Eligible drivers are enrolled in a pension plan.
• Washington State (US): The legislature passed a law that was

drafted in collaboration with Teamsters 117 and their affiliated Drivers
Union. It preserves rideshare driver independence and confers new
benefits such as a minimum earnings guarantee, injury protection
and paid sick leave, and a process to appeal deactivations.
16
Advocating for
quality platform work
5 principles of quality platform work

With differences in labor laws, social protection systems, and cultures
across the world, there’s no global one-size-fits-all policy solution for
platform work. A model that works well in one jurisdiction can be inadequate
in another. Sometimes, well-intentioned proposals may have unintended
negative consequences for the very group they’re trying to protect.
It’s critical that platform companies, workers and their advocates, and
governments work together to improve the quality and security of Building portable benefits for today’s workforce
independent platform work. We believe good platform work should
provide independent platform workers with: We believe that every worker deserves the option to protect The predominance of multi-apping in the platform economy
themselves and their loved ones if they’re injured at work, underscores the need for benefits schemes that are portable,
when they get sick, or when it’s time to retire. meaning that each worker has a single benefits account that
enefits and
B follows them from work opportunity to work opportunity. We
Flexibility Earnings
protections Yet, in many countries, the social safety net still relies on believe portable benefits schemes should be:
The freedom to Fair and
Access to social employers providing their employees benefits and protections.
choose if, when, transparent
protections and This system made sense when workers spent their entire • Proportional: The benefit accrued is proportional to the
where, and how to earning
benefits that fit careers with a single employer, but as the global economy amount of work completed
work opportunities
the work has transformed, the benefits system has failed to keep up.
• Aggregated: Workers can easily combine benefits funds
Benefits and protections should be adapted to fit new models
across platforms to purchase benefits
of work, accounting for multiple sources of income and
variability in hours worked per day and days worked per week. • Worker-directed: Workers have choice and control over how
Voice Growth
the benefits funds are used
Meaningful Lifelong learning Drivers and couriers on Uber’s platform have no exclusivity to
representation, and development Uber—they work with Uber to supplement income from a full- We have been advocating for such models in Canada, the EU,
with demonstrable opportunities time job or to help pay for school, and they work with other the US, and elsewhere, and are prepared to contribute toward
action on feedback apps, including when they’re online with Uber. Three-quarters such schemes where sectoral regulatory requirements make it
of drivers and couriers on Uber’s platform in the US report possible for us to do so.
having worked with at least one platform other than Uber.
17
Taking care of
drivers and couriers
Safety
Uber is committed to the safety of all our users, including drivers and
couriers. For more information about our efforts to enhance user safety—
including product, feature, and service innovations—please refer to the
“Safety” section of this report.
Insurance
We partner with leading insurance companies to offer a range of
protection solutions, including on-app coverage for accidents and injuries
while working—and in some markets, income protection when drivers
or couriers can’t work due to injury or sickness. Examples include Uber’s
In their own words
partnerships with:
Drivers Couriers
• Allianz in the UK and across Europe and AXA in France: In all these
markets, Uber fully funds on-trip and off-app benefits—including injury, It was easy to The adjuster arrived My concerns were Thank you so much. This
sickness, maternity, and paternity payments—for eligible drivers and
submit documents, right away after my taken seriously and in is the best experience
couriers
and the claim was incident and provided a professional manner. ever. I got my maternity
• AXA in Mexico and Chubb in Australia and Brazil: In each of these
settled in no time. me with excellent The help is much claim payment so quickly.
countries, Uber fully funds on-app accident protection, including
coverage for certain common injuries and in the event of hospitalization, I am very happy. service. I felt supported appreciated. God I’m very satisfied.
permanent disability, and/or accidental death Thank you. at all times, and the bless.
Sanjida, UK
• Mitsui Sumitomo Insurance in Japan: Uber fully funds third-party treatment was very (Allianz)
Chinmoy, India Kondwani, South Africa
liability insurance and on-app accident protection, including coverage professional. (AIG)
(Tata AIG)
for certain common injuries and in the event of hospitalization,
permanent disability, and/or accidental death Homero, Mexico
(AXA)
Note: These are select examples of drivers and couriers and their experiences with the insurance products offered. Not
every experience is positive, and we’re continually improving our processes and the experience for drivers and couriers.
18
Rewards and perks
We partner locally to provide and facilitate a wide range of perks for drivers
and couriers.
As drivers and couriers complete trips and deliveries in most of Uber’s

markets,18 they earn points in our Uber Pro and Uber Eats Pro loyalty
programs. Their Pro status is determined by these points and their
customer feedback; as they move up in status, they’re able to access
additional perks. In 2022, we refreshed our US Uber Pro program,
introducing a new Uber Pro debit card that enables drivers and couriers to
cash out their earnings after every trip and earn up to 10% cash back on
gas and up to 12% on EV charging.19 We also added new US perks, including
preferred pickup and dropoff areas, discounts on drinks and snacks from
7-Eleven, and a Gold Star Costco membership for eligible drivers.20
In addition, we partner locally with academic and learning institutions,

labor unions, and leading NGOs around the world to expand opportunities
for lifelong learning and career advancement to eligible drivers, couriers,
and, in some cases, their loved ones.
18
ber Pro is live in all Uber markets except Germany, Israel, Italy, the Netherlands, Pakistan, Qatar, Switzerland,
U
and Uruguay. Uber Eats Pro is live in Argentina, Australia, Canada, Chile, Colombia, Costa Rica, Ecuador, Japan,
Mexico, New Zealand, Peru, Portugal, South Africa, Taiwan, the UK, and the US.
19
Up to 10% is available for drivers and couriers with Diamond status who pay with the Uber Pro Card at the
pump at ExxonMobil™ stations associated with the Mastercard Easy Savings program. Base cash back benefit
is between 6% and 2% for gas purchases and between 12% and 4% for EV charging, depending on your Uber
Pro status. Total cash back you can earn with the Uber Pro Card on refueling (gas or EV charging) is $100 per
month, excluding any Mastercard Easy Savings cash back. Mastercard Easy Savings may not be available in all
locations. For more information on Mastercard Easy Savings, visit their Terms and Conditions page here.
20
Available to Uber Pro Platinum and Diamond drivers in the US. Costco membership only applies to new
Costco members.
19
Kate M. has been in the real estate

industry for 15 years and started
driving with Uber to supplement the
loss of income due to her husband’s
health issues. When she reached Uber
Pro Gold status, she decided to take
advantage of the Uber Pro ASU tuition
coverage reward.
The flexibility of driving on Uber

and learning online enabled Kate
to pursue a career change while
working and caring for her family.
She graduated in spring 2022 with
a bachelor’s degree in project
management.
US Latin America UK France Kenya Global

Since its launch in 2018, our We partnered with Endeavor Our partnership with the Open We partnered with the NGO We partnered with Zydii in We partner with Rosetta Stone
partnership with Arizona and Sebrae to create and University in the UK has enrolled Each One to offer job training Kenya to offer drivers online to provide eligible drivers and
State University (ASU) has promote content about finance 1,200 drivers and their family programs for refugee and programs focused on money couriers around the world the
enrolled nearly 5,000 drivers, education, future of work, members since its launch in migrant couriers. After management, first aid, and opportunity to learn a new
couriers, and their family and well-being for more than 2020. Eligible drivers or a family completing the program, 31 peer-to-peer learning. language for free. Close to
members in undergraduate 204,000 drivers from Argentina, member can take a fully funded were offered full-time roles. 70,000 have used the program
degree programs online, with Brazil, Chile, Colombia, undergraduate degree–level to study 24 languages.
full tuition coverage. More Costa Rica, and Mexico. course or other short courses.
than 500 have graduated The International Finance
with a bachelor’s degree. In Corporation provided technical
addition, more than 10,000 assistance in the preparation of
have participated in English the financial literacy modules.
language learning and
entrepreneurship courses.
20
Listening to drivers
and couriers
Feedback from drivers and couriers helps us understand their diverse perspectives and informs our work
to improve their experience, address their pain points, and support their needs. In 2022, we held over 300
engagement and listening sessions with drivers and couriers around the world and conducted more than
50 surveys to gather feedback. In the US, we launched UberListen, a program that enables Uber employees
to get drivers’ feedback during a ride.
Going a step further, in places like Australia, India, and the US, groups of drivers and couriers can provide
assistance to fellow drivers and couriers and work directly with Uber’s Operations and Product teams on
behalf of their communities. For example:
• The Uber Crew program in the US enables drivers • In 2022, teams from Uber Australia held 4 forums
and couriers to connect, share information and best with 28 driver and courier advisers to discuss
practices, and build community. Crew Members cancellations for drivers, earnings and safety for
are elected by their peers, hold regular office hours, couriers, app performance, and Uber Pro.
and meet with Uber to provide app and experience
• In India, we held 3 forums with 35 members of
improvement feedback and collaborate on new
the Driver Advisory Council to discuss earnings,
product features. In 2022, US Crew Members met with
support, cancellations, and the app experience
more than 1,400 drivers and couriers, collected over
with Uber India’s team directly.
3,000 pieces of feedback through office hours and a
submissions portal, and participated in 26 sessions
with Uber employees.
21
Partnering with
workers’ advocates
As part of our participatory and consultative approach • Uber Belgium announced a collaboration with union
with drivers and couriers, we continue to partner with ABVV-BTB (Belgische Transportbond), one of the main
driver and courier associations, including unions. transport workers’ unions in Belgium. The agreement
enables the union to represent drivers, appeal a loss of
In 2022, we signed a Memorandum of Understanding
account access, maintain a presence in Uber’s driver
with the International Transport Workers’ Federation
support hub in Brussels, meet with Uber leadership for
(ITF), a democratic, affiliate-led federation of nearly 700
quarterly social dialogue, and collaborate with Uber to
transport workers unions from 147 countries, representing
advance working conditions.
20 million workers. The agreement allows Uber and the
ITF to collaborate on measures to benefit drivers and • Uber Canada signed an agreement with Canada’s largest
couriers, including dialogue on a variety of topics such as private-sector union, United Food and Commercial
trade union representation, freedom of association and Workers Canada (UFCW Canada). The agreement
bargaining, working conditions, health and safety, social enables UFCW to represent drivers and couriers in the
protections, and dispute resolution. case of an account deactivation or dispute, and joint
advocacy on industry-wide legislative reform, including a
In addition to continued partnerships with the
minimum earnings standard, a benefits fund, and worker
Independent Drivers Guild in New York, Unione Generale
rights. During 2022, the partnership helped over 200
del Lavoro in Italy, and GMB in the UK, we entered into
drivers and couriers regain access to their accounts or
new union partnerships in 2022 and 2023:
resolve account-related issues.
• Uber Australia signed a Statement of Principles
• Uber France, along with the other private-hire-
with the country’s largest transport-sector union,
vehicle (PHV) platforms operating in the country,
the Transport Workers’ Union (TWU). Through this
signed a sectoral bargaining agreement with drivers’
agreement, Uber and TWU will jointly support industry-
representative unions in January 2023. This first
wide standards that ensure minimum, transparent
agreement sets a minimum revenue per trip for all
earnings and benefits for platform workers; dispute
independent PHV drivers (regardless of the app they
resolution mechanisms; and the rights of platform
use) and enhances representation and bargaining rights
workers to have an effective collective voice.
for workers’ representatives.
22
Introducing features that

drivers and couriers want
In 2022, we continued to fix bugs and build features that drivers and couriers have told us they want. Our FixIt program made 400 app
improvements, and we continued to introduce features that focus on enhancing flexibility, transparency, and choice.
• Earnings transparency • Review center: We introduced an in-app feature that makes it

→ Upfront fares: In a number of markets around the world, easier for drivers and couriers to share additional information
the trip request screen that drivers see makes it easier when they’ve lost access to their Uber account. With the safety
for them to decide if a trip is worth their time and effort of all users in mind, our team of trained agents uses this new
by providing all the details, including exactly how much information to review the previous decision.
they’ll earn and where they’re going.
• Expanding communications: We launched the Tune-Up, a
→ Trip Radar: Historically, drivers have been sent just one monthly newsletter that contains changes, fixes, and product
trip request at a time. In the US, we introduced a feature updates, in Australia, Latin America, New Zealand, and the US;
called Trip Radar, which shows drivers a list of other trips launched a “Did You Know” campaign to highlight potentially
happening nearby. overlooked-yet-valuable features; and revamped our YouTube
learning content to set up new drivers and couriers for success.
→ Surge widget: Drivers can now add a widget to their app
homescreen that shows current surge pricing in areas • Apple CarPlay integration: US drivers with an iPhone have a
where they’ve previously driven. more convenient way to see demand heatmaps, accept trips,
and use on-screen navigation right from their vehicle’s screen.
→ Earnings statement: In the US, we revamped and
simplified driver earnings statements so drivers can see
how much customers paid and how much the weekly
Uber Service Fee was.
23
ESG performance indicators

Social indicators
Driver and courier well-being (global) 2021 2022
Drivers and couriers satisfied21 72% 75%
This is a global composite score of key markets among drivers and couriers, where applicable, who responded that they are either “somewhat satisfied” or “very satisfied” with their experience with Uber.
21
24
Regulatory
Highlighted court rulings Governance
In March 2023, the California Court of Appeal Uber’s Board of Directors considers the legal
and the Ninth Circuit issued decisions that were landscape and regulatory challenges, in some
favorable to Uber on constitutional grounds. form, at every Board meeting. Driver and courier
We continue to welcome innovative policy classification and other regulatory matters are
development at the state level and are in ongoing among the issues the Board considers when
discussions with legislators, drivers, and other evaluating Uber’s risk management processes
stakeholders regarding driver and courier working and when guiding strategy or reviewing major
conditions and their preference to maintain their plans of action. The Compensation Committee
independent status. tied executive compensation for our most senior
executives to advancing driver and courier well-
being and innovative legislative models.
25
Regulatory
US driver and courier classification
Key court rulings The Department of Labor listened to drivers,
In March 2023, the California Court of Appeal who consistently and overwhelmingly state that
issued a ruling on the constitutional challenge to they prefer the unique flexibility that comes with
Prop 22, finding that Prop 22 was constitutional. being an independent contractor. The proposed
The court severed certain provisions but kept the rule takes a measured approach, essentially
core of Prop 22 intact, preserving the independent returning us to the Obama era, during which our
contractor status of drivers. We expect that industry grew exponentially. In a time of deep
the decision will be appealed to the California economic uncertainty, it’s crucial that the Biden
Supreme Court. administration continues to hear from the more
than 50 million people who have found an earning
Following the 2019 passage of AB5, a bill codifying an opportunity with companies like ours. We look
employment classification test with exemptions for forward to continued and constructive dialogue
many industries and businesses, Uber challenged with the Administration as this process progresses.
its constitutionality as it was applied to Uber, and
the Ninth Circuit found that we adequately alleged Legislative spotlight
an Equal Protection violation. Assuming no further We proactively engage in discussions with
review, the case will be sent back to the district court legislators, drivers and couriers, and other
for further litigation. stakeholders on legislation that protects drivers’ and
couriers’ ability to work flexibly while introducing
US Department of Labor proposed new benefits and protections. In Washington
independent contractor rule State, the legislature passed a law that was drafted
In October, 2022, the US Department of Labor in collaboration with Teamsters 117 and their
(DOL) issued a new proposed rule for determining affiliated Drivers Union. It preserves rideshare driver
independent contractor status under the Fair Labor independence and confers new benefits such as
Standards Act (FLSA), which governs wage and a minimum earnings guarantee, injury protection
hour laws at the federal level for all workers. and paid sick leave, and a process to appeal
deactivations.
26
Safety
• At Uber, we embed safety into everything that we • Safety features: We continue to set a new • We prioritize learning from our stakeholders, The Board receives annual updates and is
do and are committed to helping make Uber safer standard for innovating on safety. Over the past including our shareholders and the people using actively engaged in user safety. The Board and
for everyone using our platform. year we’ve invested in driver and courier safety, and our platform, to understand how they want us to management deeply understand the importance
expanded safety features to newer lines of business help support their safety. We have engaged with of safety, which is why safety is tied to our
• Uber’s global safety management system (SMS)
like Uber Moto. hundreds of organizations worldwide to incorporate company values and used as a performance metric
structures and defines our commitment to safety.
their perspectives into our leadership on for each of our most senior executives. Our Senior
This system drives organizational safety practices • Reporting: Safety incidents remain incredibly
transparency, as well as our processes and features. Vice President of Core Services reports annually
globally to evaluate and control for safety risks, rare. Uber has continued our transparency efforts
to the Board on motor vehicle fatalities, physical
monitor and analyze the success of safety initiatives with the publication of our industry-leading Safety • What we heard: Encouraged to continue
assault fatalities, and critical sexual assaults, as
and risk mitigations. Report in 2022. For our safety performance, visit the disclosure around safety and be responsive to
well as safety product highlights.
ESG performance indicators on pages 34 and 35. stakeholders impacted by our platform.
• How we responded: Published our second US Safety

Report to track our progress, drive accountability,
and strengthen safety on our platform and beyond.
Enhanced transparency of our global, company-wide
safety management system (SMS).
27
User safety
Uber’s safety management system

As a global platform, we have a tremendous
opportunity to help create a safe experience for all
users and support broader safety outcomes. We
is organized across 4 key pillars
are committed to making the platform safer for
everyone through a proactive safety management
01 02 03 04
approach.
Uber uses a global, company-wide safety
management system (SMS) in order to structure
and define our commitment to safety. SMS refers
to the integrated collection of safety principles, Safety policy Safety Safety risk Safety
processes, and practices that are in place to and objectives promotion management assurance
enhance organizational decision-making and
Establishes Uber’s Includes the training, Refers to the proactive Mechanisms for monitoring,
resource prioritization based on safety risk. Our
SMS drives organizational safety practices globally commitment to safety, communication, identification, assessment, analyzing, and measuring
to evaluate and control for safety risks, monitor and roles and responsibilities consultation, and other and mitigation of safety overall safety performance,
analyze the success of safety initiatives and risk for safety, and the arrangements that risks associated with including appropriate
mitigations, foster a positive safety culture at Uber,
processes and structures support our ongoing safety Uber’s platform. incident management and
and drive continuous improvement in safety.
in place for achieving approach and promote continuous improvement
safety goals and pursuing a positive safety culture of our safety management
continuous improvement. internally and externally. approach.
28
Safety policy
and objectives
“Stand for safety” is embedded in Uber’s company values,
governance, and organizational structure.
Our Executive Leadership Team (ELT) has accountability for

company-wide safety risk and performance. In 2020, we reorganized
our Safety team to report directly to the ELT.
Uber’s Safety team drives a consistent and effective company-

wide safety approach by providing independent guidance and
oversight to Uber’s mobility and delivery teams around the world.
The team consists of a central core team organized around safety
risk management and regional teams that partner directly with
local business leaders to operationalize Uber’s safety standards and
manage market-level risks.
Safety reporting is embedded in our governance structure. Uber’s

Board of Directors receives annual updates and is actively engaged
in user safety. The Board and management are deeply focused on We want Uber to be the safest
the importance of safety, which is why safety is tied to our company
values and serves as a performance metric for each of our most
way to go anywhere and get
senior executives. Uber’s Senior Vice President of Core Services anything, and we’ll continue
reports annually to the Board on motor vehicle fatalities, physical
assault fatalities, and critical sexual assaults, as well as safety to lead by taking an expert-
feature highlights. driven, action-oriented, and
transparent approach.
Gus Fuldner
Senior Vice President, Core Services
29
Safety promotion
Safety promotion includes the training, Consultation We’re proud to have worked with hundreds of global partners to develop impactful programs and
communication, consultation, and other Uber prioritizes learning from platform users’ needs initiatives, including these:
arrangements that support our ongoing safety and partnering with experts to ensure that our safety
approach and promote a positive safety culture work is best in class. We have engaged with hundreds • Drunk-driving prevention: Since 2012, we’ve • Global women’s safety partnerships: Since
internally and externally. of organizations worldwide, including driver and partnered with Mothers Against Drunk Driving 2017, Uber has provided over $5 million to
courier groups, women’s safety groups, road safety (MADD) to reduce drunk driving throughout the organizations working to prevent, address, and
Safety culture is the foundation of any SMS, and
organizations, and crime-prevention experts to US. We launched a first-of-its-kind coalition with respond to gender-based violence around the
we’re invested in promoting a positive safety
make sure we incorporate their perspectives into our MADD and Anheuser-Busch to raise awareness world through our Driving Change program.
culture internally and externally.
processes and follow best practices. of and ultimately shift behavior related to This funding has supported the critical
Our commitment to safety begins with our company drinking and driving. Together, we reached tens work of organizations working to eliminate
values, which are communicated to every employee We know that our users can provide us with of millions of people with our “Decide to Ride” gender-based violence, including those that
during onboarding, embedded in our employee important safety insights when they share their campaign and provided discounted rides to are survivor-led and that provide culturally
performance reviews, and celebrated in company- experiences with us. This is why at Uber, we remain help keep drunk drivers off the road. In addition, specific resources and support to communities.
wide forums. As part of these values, every Uber committed to listening to and learning from the we partnered with the Governors Highway Examples include our collaboration with NO
employee is encouraged to understand how their people who use our platform—in particular, drivers Safety Association to support impaired-driving- MORE on a global #DontStandBy bystander
role has the potential to impact safety and to take and couriers. We regularly survey users on their prevention efforts in states across the US. awareness campaign, Fundación Origen on a
responsibility for achieving high safety standards. experiences and suggestions for safety at Uber. dedicated support hotline for women drivers
We supplement this with qualitative research, • Global road safety education: In partnership
Executives regularly communicate safety-related and couriers in Mexico, and HandsAway in
including roundtables, focus groups, and events with the Association for Safe International Road
matters and performance through company France on safety education for drivers.
targeting specific user groups. For example, see Travel, Uber launched a series of road safety
all-hands presentations and cultural activation
the “Listening to drivers and couriers” section of education modules that focus on key safety As part of our commitment to stand for safety,
programming.
this report. topics, like safe pickup and dropoff, speeding, we also work with other industry players to set a
distraction, and sharing the road with bicyclists high bar for platform safety. In the US, we created
Since 2015, Uber has also retained a Safety and pedestrians. Drivers receive this education the Industry Sharing Safety Program, an initiative
Advisory Board to bring new approaches, during onboarding and early tenure, as well as that enables companies to exchange information
feedback, and expertise to our safety processes reactively based on rider feedback. about drivers who have been deactivated for
and technology. Former US Secretary of serious sexual assault or physical assault fatalities
Homeland Security Jeh C. Johnson chairs that to help prevent these individuals from operating
board, which also includes leaders in gender- on another platform. In Bangladesh, we helped
based violence and domestic violence prevention, drive the launch of industry-wide safety standards
road safety, public health, and law enforcement. to improve safety for all users.
30
Safety reporting
By the numbers22
Going beyond rigorous internal performance
tracking and auditing, Uber has led the industry in
99.9%
continuing to publish a US Safety Report to share 2019-2020
US Safety
our safety progress and promote safety. We’re proud
that Uber was the first company in this industry
to make this commitment and the only company
that has continued to share this information. Uber
also continues to comply with all local regulatory
Uber trips that ended without
any safety-related issue
Report Safety product experience
disclosure requirements worldwide.

Uber is dedicated to continually developing robust technology that puts safety at the heart of our service and platform.
We also routinely educate riders and drivers about our safety features and how they can use them.
Below is a summary of our core safety features and those launched since our first Safety Report (marked as “new feature”).49
Uber’s US Safety Report shows that 99.9% of trips on Safety Toolkit

We launched the Safety Toolkit in 2018 as a single place in the app where drivers and riders
the Uber platform ended without a safety incident.

could access safety features during a trip—including many of the features listed below.
We’re continuing to create and add new features to the toolkit.
0.0002%
It’s important that our users are aware of the safety products available to them, so
Of the 0.1% of trips that had a support request for a continuous education is provided in addition to updates to the features themselves.
On-trip
safety-related concern, most were about less-severe Pre-trip

Share My Trip, Trusted Contacts, and Follow My Ride
Riders can use Share My Trip to provide trip details to their loved ones, giving visibility and
peace of mind. Trusted Contacts also allows riders to automatically use Share My Trip with
safety issues, such as complaints about driving or a

Real-Time ID Check up to 5 friends and family members that they select. They can choose to use the feature
on all trips or just select to do so on nighttime trips based on their preferences. Follow My
In-app prompts ask drivers to take a live photo of themselves before they can accept rides,
Ride, which is available to drivers, lets them share their live location (during or between
which helps verify that the properly screened driver is behind the wheel.
trips) with designated loved ones. 52
verbal argument.
In-app Emergency Button and Text to 911
Uber trips that had a reported
Section Three
On all US trips, 0.0002% had a report of a critical
In 2018, we launched an in-app Emergency Button that connects riders and drivers to
Verify My Ride (new feature) their local emergency number with the simple tap of a button. In more than 2,000 cities,
In 2020, we launched an optional feature that sends riders who’ve opted in a unique 4-digittrip details and location information are shared automatically with first responders. Also,
critical safety incident

drivers and riders can send a text to emergency dispatch in cities where text-to-911 is
PIN before each trip. Once they get into the car, they provide this PIN to the driver verbally.
safety incident, which includes motor vehicle The driver can only start the ride once the correct PIN has been entered in the Driver app.available.
This added layer of verification can help ensure that a rider is in the correct car and that a
driver is picking up the correct rider.
fatalities, sexual assault, and physical assault On-Trip Reporting (new feature)
Rider Seat Belt Alerts (new feature) In addition to providing 24/7 in-app support, we launched On-Trip Reporting to allow
resulting in fatality. Uber’s second Safety Report Buckling up may be one of the safest choices riders can make—in 2017, seat belts saved
an estimated 14,955 lives in the US. 50 Yet according to the Insurance Institute for Highway
riders to discreetly report a non-emergency safety issue during a trip on the Uber
platform. This feature enables Uber to capture valuable feedback from riders when it’s top
Section Three
of mind instead of after the trip, when they may be distracted.
Safety, 4 out of 5 adults surveyed say they don’t always use a seat belt in a taxi or while
provides information on these incidents and tracks using a rideshare platform. 51 In February, we began rolling out Rider Seat Belt Alerts to
prompt riders to take this life-saving step. After a driver starts the trip, an audio seat belt
tone will be emitted from the driver’s phone and riders will receive a push notification
performance over time. Although these incidents are

reminding them to buckle up.
RideCheck
2.8M+
Phone number and address anonymization When our system detects a possible issue with a trip, such as a suspected crash or
incredibly rare, we recognize that each one represents

unexpected long stop, both the rider and driver will receive a RideCheck notification
When riders and drivers contact each other through the app, their actual phone numbers
asking if everything is OK. They can let us know through the app that all is well, or, if all is
are anonymized for the duration of the trip and are not valid after. Riders can contact
not well, they can use the Emergency Button or report the issue to Uber’s Safety Incident
drivers post-trip if they have lost an item, and this will be with a new anonymized number.
Reporting Line. In late 2021, we expanded the capabilities of our RideCheck technology to
a devastating experience for the individuals, families,

Additionally, we’ve taken steps to anonymize exact pickup and dropoff addresses in the
detect when a trip takes an unexpected route or when a trip ends before the rider’s final
driver’s trip history.
destination.
and communities affected.

49. For an overview of previously announced safety features, please refer to the “Safety investments” section of our 2017-2018 Safety Report (pages 20-32).
50. “Seat Belts: Overview,” National Highway Traffic Safety Administration (accessed May 3, 2022,) nhtsa.gov/risky-driving/seat-belts.
51. “Adults admit to not always using safety belts in the back seat, IIHS survey finds,” Insurance Institute for Highway Safety (August 3, 2017), iihs.org/news/detail/
Unsafe driving notifications (new feature)
adults-admit-to-not-always-using-safety-belts-in-the-back-seat-iihs-survey-finds.
When our data suggests a driver may be demonstrating unsafe behavior, like speeding
or harsh braking, we send them driving safety education to help make them aware of the
issue.
Our commitment to transparency also continues. We US Uber trips per day

Safety investments Uber 26
encourage others—such as airlines and taxi, rideshare,

homeshare, and hotel companies—to be transparent
on safety, too. We all have a responsibility to make our 52. Follow My Ride does not share any rider information with the driver’s designated contacts.
companies and communities as safe as possible. Safety investments Uber 27
“2019-2020 US Safety Report,” Uber (June 30, 2022).

22
31
Safety risk
management Spotlight 1: Driver safety
Through roundtables and feedback, drivers have made
Safety risk management refers to the proactive it clear to us that they want Uber to continue to invest in
identification, assessment, and mitigation of safety their safety. We listened to drivers’ concerns and consulted
risks associated with Uber’s platform. with safety experts to determine what would be the most
impactful improvements Uber could make to help mitigate
Our safety risk management process provides a road and personal safety risks.
framework for thorough examination of our systems
and the environment in which we operate. We use In 2022, we introduced a suite of new product features
this process when we discover safety risks, when we geared toward safety in the driver’s seat, including:
identify an ineffective control of an existing safety
risk, and when there are significant changes to
our operations, such as the launch of a new line of
business.
Reducing turns into oncoming traffic Record my ride
Anyone who drives in the US knows the challenge of making a left turn, • Audio Recording: Already available to riders and drivers in more than a
especially in a busy city. According to the National Highway Traffic Safety dozen countries, our optional in-app Audio Recording feature became
Administration (NHTSA), 22% of crashes in the US involve making a left available in more US cities in 2022. We’ve seen many instances where
turn at an intersection. Uber has now improved our in-app navigation this technology has helped us determine the best course of action
system to suggest fewer left turns. With just some minor adjustments after a safety incident. The majority of drivers and riders in our original
to GPS routing that have little to no impact on trip time, drivers who pilot cities say this feature helped them feel safer when using Uber.
choose to use Uber’s in-app navigation can enjoy a less stressful driving Learn more about Audio Recording and how the feature was built with
experience. privacy and safety in mind.
• Video recording: Since the launch of Audio Recording, we’ve been

Partially controlled intersection alerts
exploring the ability to allow drivers to choose to record video using the
According to NHTSA, a quarter of traffic fatalities and about half of all front-facing camera on their smartphone, similar to a dashcam. Many
traffic injuries occur at intersections. In 2018 alone, more than 6,700 drivers use traditional dashcams today, but those can require extensive
fatalities involved intersections without signals. When a driver using setup and often come with a hefty price tag. The feature Uber is
Uber’s in-app navigation is approaching an intersection without a 4-way piloting is free and can be set up in seconds. We’re listening to drivers
stop, the app will now highlight this on the map screen with a message in Brazil and the US to learn from their feedback and are tracking
reminding them to “watch for cross traffic.” impact on safety metrics.
32
Spotlight 2: Vulnerable road users

As Uber’s platform expanded to connect users to • Bike and motorcycle safety checklist: When
delivery and other transportation options like Uber 2-wheel couriers sign in to the app, they’ll also review
Moto, we’ve increased our investment in safety a visual safety checklist. We’re using our technology
controls and education to support vulnerable users. to remind couriers of the importance of safety
We leveraged our safety risk management process precautions, such as checking tires, brakes, and gears
to identify potential hazards and approaches to and following road rules before accepting deliveries.
mitigate safety risks. • Local partnerships to increase access to helmets:
Helmets save lives. This is why we’re partnering with
organizations around the world to make it easier for
couriers to access helmets. In Mexico, for example,
The term “vulnerable road user” encompasses any
we worked with the Fédération Internationale de
road user who is unprotected by an outside shield (like
l’Automobile to provide safe and affordable helmets
a vehicle) and is therefore at greater risk. While many of
for couriers using mopeds or scooters in Mexico. We
our existing safety features, like our driving-hours tool,
also have partnered with local distributors to provide
Follow My Delivery, and crash detection, are helpful to
2-wheel couriers with access to gear stores for safety
Uber Moto drivers and couriers on 2 wheels, our Safety
and personal protective equipment.
teams have continued to innovate, developing and
launching the following new features that are specific • Helmet detection: Uber created a new safety feature
to vulnerable road users: to help drive usage of helmets. In certain countries
where helmet use is mandatory, we require couriers
• Bike and motorcycle education: Uber has partnered
delivering on 2 wheels to confirm they’re wearing a
with the Governors Highway Safety Association, the
helmet before they can start delivering with the app.
League of American Bicyclists, and the Association
for Safe International Road Travel on a range of road We’re proud of the investments we’ve made in
safety education efforts, including biking safety road safety and the impact we’ve had on helping to
education that’s now available worldwide. improve the safety of our users. But we know that
tech interventions and education alone won’t solve
• Bike-friendly navigation: We know that navigating
the challenge. Uber is committed to making streets
streets on a bike is different than in a car. This is
safer for everyone. To that end, we’ve joined the US
why Uber offers bike-specific navigation to help
Department of Transportation’s Call to Action, as
keep bike couriers safe and help them have the
well as campaigns outside the US, and urge other
latest bike-friendly routes on the way from order
companies to do the same.
pickup to dropoff.
33
Safety assurance
Our safety assurance processes provide mechanisms for monitoring, analyzing, and measuring overall Safety incident measurement Monitoring, audit, and improvement
safety performance, including appropriate incident management and continuous improvement of our Uber’s Safety Taxonomy acts as the basis for Uber continually refines our safety approach by
safety management approach. measuring and reporting the data needed to collecting and analyzing information through a
understand and improve safety on our platform. variety of monitoring and review mechanisms. We
Uber classifies all incident reports according to establish performance metrics, objectives, and review
Safety incident report collection and support process the description given by the reporting party, and cadences for our most critical safety controls to
Safety incident reporting forms the foundation of our safety assurance process. Technology has made our agents take action according to this initial ensure their continued adequacy at managing safety
it easier than ever to provide feedback and report when things go wrong. We are constantly looking to classification. This approach to classifying reports risks on our platform.
improve our incident reporting and support process to help users submit incident reports quickly and according to the description of the reporting party
Uber’s Executive Leadership Team (ELT), as well as
easily in a manner that suits their needs. We also continue to proactively reach out to users to gather is supported by experts and ensures that reports are
regional business leadership, sets business goals
safety information and incident reports through safety features such as RideCheck. categorized with as little subjective assessment as
focused on incident rate reduction. These safety
possible. The Safety Taxonomy uses a hierarchical
In most countries, users have 10+ channels to report a safety incident. We receive and gather safety incident trends, as well as control performance,
approach, which means that although multiple
incident reports in multiple ways, including: are reviewed regularly. Uber’s Internal Audit team
incidents or injuries can occur during a single event,
provides independent oversight and assurance to our
each report is assigned to the most serious category.
Board of Directors on the suitability of our company-
User-driven methods Uber outreach to users
wide safety approach. Uber also complies with local
• Post-trip-in-app support • RideCheck Safety incident response
regulations in providing safety incident data where
• On-trip in-app reporting • In-app Emergency Button Uber has strict internal requirements for how we legally obligated.
• Uber’s website respond to reported safety incidents. We have teams
• 24/7 Safety Incident Reporting Line Incoming third-party communications working 24/7 who are tasked with responding to
• Uber Greenlight Hubs • Law enforcement and supporting users within one hour of receiving a
• Regulator outreach report of a serious safety incident. If someone reports
Proactive incident report gathering • Insurance claims a safety incident, they’re provided with support
• Social media mentions (Twitter, Facebook, etc.) • Other third parties resources, tailored to the type of incident and the
• News media mentions country they are in.
34

Social indicators
Safety data23
Motor vehicle fatalities (US rides)
Motor vehicle fatalities by vehicle miles traveled24 2017-2018 2019-2020
(Per 100 million VMT) Uber rate25 Uber rate25
Motor vehicle fatalities by vehicle miles traveled 0.58 0.62
Total miles 18.5 billion 16.3 billion
Motor vehicle fatalities by trips26 2019 2020

# of Uber-related fatalities # of Uber-related fatalities
Motor vehicle fatalities by trips 59 42
Total trips 1.4 billion 650 million
In the US, the National Highway Traffic Safety Administration (NHTSA) makes annual traffic fatality information available to the public through the Fatality Analysis Reporting System
(FARS). The motor vehicle fatality data in Uber’s US Safety Report is built off the data standards established by FARS. Each fatal crash in the Uber dataset was reconciled to a fatal crash
in the FARS database. For a fatal motor vehicle crash to be included in the Safety Report, the crash must have involved the vehicle of at least one driver using the Uber platform and the
death of at least one person within 30 days of the crash. Fatal crashes are included in the US Safety Report regardless of whether the deceased party was an Uber user or whether a driver
using the Uber platform or their vehicle was the cause of the crash or was carrying the deceased parties.
Please view the “Methodology” chapter of Uber’s US Safety Report for more information on these metrics.
For a detailed review of safety policies,

23
“Relation to the Uber platform” or “Uber-related” is in reference to data classification for the purposes of data sourced from Uber’s US Safety Report only. processes, and data, please view Uber’s
24
Uber occasionally receives notice of a possible safety incident well after the trip was taken (sometimes years after). This is extremely rare for fatalities, but this means that the US Safety Report.
data could change over time. The data presented in this report includes incident reports reported on or before April 15, 2022.
25
Uber yearly rates are rounded.
26
Uber occasionally receives notice of a possible safety incident well after the trip was taken (sometimes years after). This is extremely rare for fatalities, but this means that the
data could change over time. The data presented in this report includes incident reports reported on or before April 15, 2022.
35

Social indicators
Safety data27
Fatal physical assaults (US rides)28
2019 2020
Subcategory # of fatalities % of total trips29 # of fatalities % of total trips29
Fatal physical assaults 9 0.000001% 11 0.000002%
Sexual assaults (US rides)30

2019 2020
Subcategory # of incident reports % of total trips29 # of incident reports % of total trips29
Non-consensual kissing of a non-sexual body part 513 0.00004% 137 0.00002%
Attempted non-consensual penetration 202 0.00001% 82 0.00001%
Non-consensual touching of a sexual body part 1,526 0.00011% 528 0.00008%
Non-consensual kissing of a sexual body part 338 0.00002% 110 0.00002%
Non-consensual sexual penetration 247 0.00002% 141 0.00002%
Brief subcategory definitions

Non-consensual kissing of a non-sexual body part penetration.” This also includes attempted penetration of the Non-consensual kissing of a sexual body part
Defined as: Without consent from the user, someone kissed, user’s mouth with a sexual organ or sexual body part; however, it Defined as: Without consent from the user, someone kissed or
licked, or bit, or forced a kiss, lick, or bite on any non-sexual excludes kissing with tongue or attempts to kiss with tongue. forced a kiss on either the breast or buttocks of the user. This
body part (e.g., hand, leg, thigh) of the user. Non-consensual touching of a sexual body part would include kissing on the lips or kissing while using tongue.
Attempted non-consensual penetration Defined as: Without explicit consent from the user, someone Non-consensual sexual penetration
Defined as: Without explicit consent from a user, someone touched or forced a touch on any sexual body part (breast, Defined as: Without explicit consent from a user, someone
attempted to penetrate the vagina or anus of a user with any genitalia, mouth, buttocks) of the user. penetrated, no matter how slight, the vagina or anus of a
body part or object. Includes removal of and attempted removal user with any body part or object. This includes penetration
of another person’s clothing to attempt to access a sexual of the user’s mouth with a sexual organ or sexual body part.
body part will be classified as “attempted non-consensual This excludes kissing with tongue. For more information,
please view Uber’s
“Relation to the Uber platform” or “Uber-related” is in reference to data classification for the purposes of data sourced from Uber’s US Safety Report only.
27
US Safety Report.
Uber occasionally receives notice of a possible safety incident well after the trip was taken (sometimes years after). This is extremely rare for fatalities, but this means that the data could change
28
over time. The data presented in this report includes incident reports reported on or before April 15, 2022.
29
Incident reports as a percent of total trips are rounded.
This report reflects audited sexual assault reports that were classified into one of the categories in this table. Uber occasionally receives notice of a potential sexual assault well after the trip has
30
ended. The sexual assault data presented in this report includes incident reports reported on or before April 15, 2022, and for this reason may change over time.
36
Environmental
sustainability and
climate change
• Targets •P
erformance • What we heard: Encouraged to enhance climate Uber’s Board of Directors and Nominating and
• 2030: 100% of rides in Canada, Europe, and the •U ber has 45,700 ZEVs active on the platform change disclosures and to communicate the Governance Committee periodically receive updates
US are zero-emission across Europe and North America31 actions we are taking to meet our emission on policy and regulatory trends at the local, state, and
reduction targets. national levels concerning climate- and emissions-
• 2030: Net-zero climate emissions from all • 23.9 million ZEV trips completed on Uber in the related developments, and they receive reports on
corporate operations (such as offices and data US, Canada, and Europe in Q4 2022 • How we responded: Added scenario analysis
Uber’s climate-change commitments. Uber’s SVP
centers) to our Task Force on Climate-related Financial
• 7.3% share of trip miles completed in ZEVs on of Mobility and Business Operations and the SVP of
Disclosures assessment. Expanded our climate
• 2040: 100% of rides globally are in zero-emission Uber in Europe in Q4 2022 Marketing and Public Affairs share responsibility for
disclosures to cover global Scope 1, 2, and 3
vehicles (ZEVs), on micromobility, and/or on climate change–related issues and policies within the
• 4.7% share of trip miles completed in ZEVs on (category 11) emissions across mobility, delivery,
public transit company. These executives oversee the work of
Uber in the US and Canada in Q4 2022 and freight businesses. Published our third
the Global Head of Sustainability, who is responsible
• 2040: Net-zero climate emissions across all lines Climate Assessment and Performance Report
• 70% renewable energy matching for offices and for measuring Uber’s emissions footprint, evaluating
of business (mobility, delivery, and freight) and showing progress toward monthly active zero-
41% renewable energy matching for data centers potential related business and regulatory risks (such
operations emission-vehicle (ZEV) drivers, quarterly ZEV trips,
as limits on emissions), and assessing options for
and share of trip miles completed in ZEVs on Uber
Data is computed over the entire quarter for mobility, across Belgium, Canada, France, Germany, the Netherlands,
31 emissions reduction. Uber’s Executive Leadership
in the United States, Canada, and Europe.32
Portugal, Spain, United Kingdom, and the United States Team reviews Uber’s major climate commitments
32
s used in this report, with respect to ZEVs, “Europe” or “European countries” refers to coverage over the entire applicable
A and endorses emissions-reduction programs.
quarter for mobility across Belgium, France, Germany, the Netherlands, Portugal, Spain, and the United Kingdom.
37
Don’t stop till zero Uber’s public commitments

A zero-emission platform. We still have a long 2025 2030 2040
way to go, but that’s our goal. Because it’s the
right thing to do—for our business and for all 100% of rides in London and 100% of rides in Canada, Europe, 100% of rides globally are
those who rely on our platform. We believe that Amsterdam are zero-emission and the US are zero-emission in zero-emission vehicles,
getting there benefits our users, our employees, on micromobility, and/or on
our investors, the cities we serve, and the planet 50% of all kilometers in Net-zero climate emissions from
public transit
that we all share. 7 European capitals33 are all corporate operations (such as
zero-emission offices and data centers) Net-zero climate emissions
We started this journey in 2020 with a set of core across all lines of business
commitments that are helping us reach net zero $800M generated to help
(mobility, delivery, and
by 2040 across all Scope 1, 2, and 3 emissions. hundreds of thousands of
freight) and operations Addressing our contribution to
As part of getting there, we’ve set an ambitious drivers access EVs
the climate crisis is a key pillar of
goal of enabling 100% of rides on our mobility 100% renewable energy our ESG work at Uber. Tackling the
platform to be completed in zero-emission in US offices causes of climate change is a team
vehicles (ZEVs), on micromobility, or on public sport, and we’ve built a network
transit by 2030 in Canada, Europe, and the US, of partnerships to ensure that
and by 2040 in every market where we operate. Science Based Targets we do our part alongside others.
Ultimately, our success in achieving
Overall net-zero target Near-term targets Long-term targets our goals depends on our ability
Uber commits to reaching net- Uber commits to reducing Uber commits to reducing to support drivers and couriers in
zero GHG emissions across the absolute Scope 1 and 2 GHG absolute Scope 1 and 2 GHG making an affordable transition
value chain by 2040. emissions 42% by 2030 from a emissions 90% by 2040 from to the cleaner technologies they
2021 base year.* a 2021 base year.* overwhelmingly want to adopt.
We’re proud of our progress to date
Uber also commits to Uber also commits to
and look forward to continuing to
reducing Scope 3 GHG reducing Scope 3 GHG
accelerate.
emissions from use of sold emissions from use of sold
products 34% per service products 97% per service
Christopher Hook
kilometer within the same kilometer within the same
time frame. time frame. Global Head of Sustainability
*The target boundary includes
biogenic emissions and removals from
bioenergy feedstocks.
Amsterdam, Berlin, Brussels, Lisbon, London, Madrid, and Paris.

33
38
In 2022 Disclosed global Scope 1, 2, and 3 emissions Committed $800 million in resources by 2025 to help
drivers transition to zero-emission vehicles.35 As of
alone, we: Provided periodic progress in investor materials and

through outreach and stockholder engagement
Q4 2022, we’ve set aside over $289 million.
Made our first sustainability commitment in the

Middle East
Saw usage of sustainable ride products grow by 150%
year over year
Cemented partnerships with Moove, Stellantis, and
Wallbox in EMEA
Launched our Shell Recharge Solutions partnership and
77M 31M
signed a global mobility deal with bp Pulse to help further
our electrification goals Published updates on our progress in ANZ and the UK
Expanded EV Hub outside of Canada and the US

Partnered to provide couriers with access to discounted
Trips taken in zero- Unique riders who e-bikes in France, the UK, and the US
emission vehicles across have had the chance Launched Uber Comfort Electric and expanded it to 25
our mobility business to experience an EV cities in Canada and the US
Piloted enabling restaurants to offer reusable packaging
to consumers
Published our EV driver survey covering 8 countries in
3.5x 200+
North America and Europe Launched an emissions tracking dashboard for Uber for
Business customers
Expanded our TCFD analysis to include scenario analysis
across the UK and the US
Formalized the Uber Freight sustainability program with
a Head of Sustainability hire
Growth in the number of Cities where Uber
active EVs year over year34 Green, Uber Comfort
Electric, and/or Uber
Added EV charging locations Published our third
Planet are available to the Driver app Climate Assessment
and Performance
Report
34
Climate Assessment and Performance Report, Uber (December 2022), comparing Q4 2022 to Q4 2021
35
Through financial incentives, programs to improve access to vehicles, and discounts on EVs and charging
39
Drivers
Helping drivers go electric as quickly •D
rivers who haven’t switched to EVs: Nearly
as possible half to almost three-quarters (46%–72%) of
We’re continually fine-tuning ways in which drivers, depending on the country, are interested
we can support drivers to transition to electric in switching to EVs. The majority of survey
vehicles. Electrifying a rideshare driver’s vehicle participants see an EV switch as a positive
can avoid 3 times more greenhouse gas emissions opportunity.
compared with the average private car. As • Barriers: EV cost and the availability of charging
described in our paper “How Uber helps drivers infrastructure remain significant obstacles
go electric,” we surveyed more than 16,000 for drivers. Almost two-thirds (61%) of survey
drivers from 8 countries in Europe and North respondents find EVs are more expensive than
America, both EV and non-EV drivers.36 We asked non-EVs, and that’s a critical barrier to them.
about their experience, barriers they face, and
opportunities they see by going electric. Here’s
what we learned:
•C
urrent EV drivers: EV drivers using the Uber
app are generally happy about their experience.
To reach our 100% zero-emission mobility
Depending on the country, 60%–72% of EV drivers
goals, we’re taking action in 3 areas
state that their earnings have increased since
they switched to an EV. Moreover, 80%–89% of 01 Drivers: Helping drivers get to zero
emissions as quickly as possible
them are satisfied with the switch, and 82%–93%
of them plan to choose an EV as their next car.
02 Consumers: Empowering users to
choose green and car-free products
03 Transparency: Being transparent

about our climate impact each year so
we’re accountable for improvement
Conducted during H2 2021.

36
40
What we’re doing
Education and incentives Partnerships Support

EV cost calculator: This calculator lets drivers in Discounted EVs: Uber is partnering with major London Clean Air Plan: To help support drivers’
the US browse new and used EVs, make vehicle automakers, financing partners, and fleet-solutions switch to EVs, we launched our Clean Air Plan in
comparisons, and understand eligible incentives. providers to extend discounted EV rental, lease, January 2019. After 3 years, this scheme has been
and purchase offers to drivers using the app. hugely successful, accumulating over £145 million
US and Canada Zero Emissions incentive:
to help drivers switch and support their ongoing
Drivers of fully electric vehicles are eligible for the Rental partnerships: Uber also collaborates with
vehicle costs.
Zero Emissions incentive. In the US, this lets them rental companies to increase access to EVs. For
earn an extra $1 on every Uber trip with a rider (up example, Uber is partnering with Hertz to make France Electric Mobility Plan: The Electric
to $4,000 extra per calendar year). In Canada, EV up to 50,000 Teslas available, by the end of 2023, Mobility Plan, a commitment totaling €75 million,
drivers who also have Diamond or Platinum Uber exclusively to drivers using the Uber app in the was launched in France in 2021. This continues
Pro loyalty status can get up to $5,000 extra over a US. Since our announcement, this partnership has to financially support drivers in their transition to
one-year period. expanded to Canada and Europe. electric vehicles.
EV Ambassadors: This peer-to-peer network

provides drivers with insights on having an EV
based on real-world experience.
EV Hub: Uber’s EV Hub is designed to help drivers

We’re working with industry leaders across the globe to find easy and affordable
learn what it’s like to own, drive, and earn with an
ways to help drivers go electric
EV, plus what EV options are available to test-
drive, rent, lease, and own.
Electric vehicles Charging infrastructure
Australia Service Fee reduction: As a part of a
$26 million investment into Australia’s electric
vehicle market, we cut service fees by 50% for
driver-partners using battery electric vehicles
(BEVs) on the platform until mid-2025.
41
Consumers
Empowering users to choose green and car-free products
We offer more green and car-free ride options than any other global mobility platform, providing access to no- and low-emission rides today in 200+ metropolitan markets. Usage of Uber Green, Uber Planet in LatAm,
and Uber Comfort Electric in the US has also grown by more than 150% year over year.
Uber Planet Car-free options
200+
Uber Planet is a mobility product pioneered Lime: Through our partnerships,
in LatAm that provides riders with a net-
zero-emission ride without pushing drivers
to shift toward an EV immediately. It has
80+
cities
such as the one with Lime,
micromobility options are available
across 200+ metropolitan markets metropolitan markets
a slight price surcharge that lets riders worldwide.
11
offset their carbon footprint with carbon
credits invested in internationally certified
projects. Uber Planet is currently available Tembici: Our new partnership with this leader in
countries micromobility in Latin America will make Tembici bikes and
in 80+ cities and 11 countries.
electric bikes available to book in the Uber app, giving Uber
users throughout LatAm another way to go conveniently
Uber Green and sustainably with Uber.
110+
Uber Green, our EV and hybrid ride
option, is the most widely available
Uber Comfort Electric on-demand mobility solution in
the world for no- or low-emission metropolitan markets
Transit: We’ve increased our
transit partnerships by 75% since 70+
40+
An EV-only solution, Uber Comfort rides. It’s currently offered across 2022 and are now working with 70+ public agencies
20 3
Electric allows riders to request 110+ metropolitan markets in 20 public agencies. Today there are
a trip in a premium EV, such as a 52 cities around the world that use
52
countries on 3 continents. We’ve
Tesla or Polestar. Uber Comfort cities also committed to ensuring that our Journey Planning tool, Transit.
Electric is now available in Bogotá, countries continents New additions last year include
Uber Green, where available, is
in addition to 40 markets across offered at the same price as UberX, Amsterdam, Berlin, and Madrid. cities
Canada and the US. our core ride option.
41
42
Uber Shuttle Uber for Business

All over the world, bus networks play an integral role in In 2022, Uber for Business announced our ambition to become
moving more people with fewer vehicles without significant the climate partner of choice for our corporate customers
spending on infrastructure. However, most of these networks worldwide. Supporting their sustainability efforts includes
are either heavily subsidized or highly inconvenient, providing transparency around their carbon footprint and
uncomfortable, and sometimes unsafe for riders. Despite encouraging the use of no- or low-emission products such as
this, millions of riders commute to and from work every day Uber Green and Uber Comfort Electric.
using some form of a shuttle service—some paid by the
The September 2022 release of Uber for Business’ sustainability
consumer, others by the employer.
dashboard marked a significant evolution of our sustainability
Uber Shuttle operates as a fixed-route, fixed-schedule service value proposition. In the first 6 months alone, more than
to move more people in fewer vehicles at one-quarter the 30,000 organizations globally used this product to evaluate and
price of UberX. Our investment in this business is in service track their CO2 emissions and gain visibility into the volumes
of Uber’s continued commitment to reimagine the way the and patterns of no- to low-emission travel.
world moves for the better. An Uber Shuttle ride is not only
It’s also encouraging to see positive trends in our corporate
better for riders, but it’s also better for the environment and
clients’ sustainable travel usage patterns. In 2022, their no- to
the cities where we operate.
low-emission trips more than doubled
Today, Uber Shuttle is available in 5 markets. As we carefully year over year. Notably, Uber Green
monitor results and consider responsible strategies for scaling, trips alone grew by more than 200%
we believe this will be a long-term transformational ride option. during that period. This is a great
testament to the rising corporate
Check out these statistics comparing Uber Shuttle to UberX in
demand for sustainable solutions in
our first shuttle market in Egypt:
ground transportation needs.
Looking ahead, we’ll double down on

our commitment to sustainability.
By the end of 2023, we aim to release
1/4 2.6x 2x
the second version of the Uber for
Business sustainability dashboard
with improved functionality and
price per longer trip more trips expanded sustainability insights.
kilometer distance per month
43
Delivery
Couriers Merchants
We will support couriers in transitioning to greener vehicles, whether Uber is helping our merchant partners transition to a greener
3 key areas representing Uber’s sustainability focus
they’re switching modes (from a car to a 2-wheeled vehicle, for future by reducing packaging waste associated with delivery.
across delivery
instance), or switching within their current mode (moving from a In many of the countries where we operate, we offer access
01
motorbike to an e-moped, for example). Mode-switching is a key to sustainable packaging options. In the UK, we partner with
Couriers: Helping couriers transition to lower-
lever for Uber to reach our emissions-intensity-reduction goals, Enviropack to support restaurants and stores in delivering
emission vehicles
as 2-wheeled vehicles can be more fuel efficient than 4-wheeled sustainably. We also announced a new program with Visa
vehicles. We also achieve greater efficiency through product features
02 Merchants: Supporting the transition to designed to support small and medium-sized businesses
such as order batching, which reduces total journey miles. (SMBs) in their transition to sustainable packaging, as part of
more-sustainable packaging
a yearlong effort to support SMBs who use Uber Eats to grow
In order to demonstrate economic benefits for couriers transitioning
their businesses. Together, we’ll make $1 million accessible
03 Uber Eats users: Providing a platform that
champions green choices
to 2-wheeled vehicles, we’re partnering with cities and policymakers to
remove infrastructure, policy, and cultural barriers to the adoption of
to qualifying Uber Eats restaurants in London, Los Angeles,
Madrid, New York City, and Paris to be used toward funding
e-mopeds and bikes. We also collaborate with many local companies—
green packaging. We’re also trialing reusable packaging in
such as Zoomo in the US and UK, Human Forest in the UK, and Adie and
countries including Germany and Switzerland and intend to
Decathlon in France—to help reduce costs and encourage adoption.
broaden our approach as the program expands.
Working together, we aim to provide discounts on the purchase or
rental of e-bikes, help couriers access government subsidies for electric Uber Eats users
vehicles, and assist with e-bike purchase financing. We champion green options on our Uber Eats platform.
In France and Taiwan, for example, we created an in-app
“Sustainable packaging” search category to highlight and
promote restaurants that adopt sustainable packaging. We’re
also expanding partnerships that let customers choose reusable
packaging with their order, resulting in fewer single-use items.
And to reduce delivery emissions, we offer Uber Eats users in
some markets the option to pick up their food directly from the
merchant.
44
Freight
Uber Freight sustainability firsts
Uber Freight is on a mission to decarbonize

the freight industry by building a leading zero-
Traditional freight 2022 2023
emission platform. The movement of freight is
responsible for 8% of global carbon emissions and is fraught with poor carbon
is steadily growing—slated to surpass passenger accounting, 15%-30% empty Formalized our First-ever electric truck
vehicle emissions by 2050. Inefficient movement miles, emissions & pollution sustainability program capacity added to the Uber
of freight and unoptimized networks result in from diesel trucks by hiring the first Head Freight platform
an estimated 15%-30% of trucks driving empty. of Sustainability
Since most over-the-road freight is moved in
diesel trucks, that results in a lot of unnecessary Our vision for Uber Freight
emissions. We aim to change that. is to enable the Future of
Freight through:
One of the largest logistics and transportation
networks in the world, Uber Freight helps shippers
and carriers of all sizes take control of their
freight and meet their goals, including logistics
01 Emissions transparency
Simplify network
2023 EV goal 2023 EV progress to date Uber Freight’s digital
sustainability. We enable our customers with visibility emissions impact visibility
platform and services
50
into their network emissions by providing third- to enable accountability In 2023, we are building the will enable the future
party audited reporting that’s calculated using the
industry-recognized GLEC Framework developed
02 Network efficiency
foundations to rapidly scale of decarbonized freight
EV uptake by leveraging movement for our shippers
Drive continuous network EV trucks on
by the Smart Freight Centre. Our customers benefit our technology, data, and
optimization and carriers.
03 Electric truck capacity
from a wide offering of optimization solutions that the platform partnerships. In January 2023
allow for network efficiency gains and help lower we announced a strategic,
emissions. The partner of choice for shippers and Illina Frankiv
50K
Enable movement of joint effort to deploy electric
carriers on their decarbonization journey, Uber Head of Sustainability
goods using electric trucks on select routes in
Freight also helps them transition to electric trucks Uber Freight
trucks, today Southern California.
by offering tech solutions and services to solve the
emerging operational challenges of EVs. EV miles on
the platform
45
Corporate
Uber prioritizes sustainable, healthy, and inclusive workplaces for our LEED- and WELL-certified buildings Suppliers
employees and the communities we serve. Our company continues to evolve sustainable, healthy building We aim to help Uber drive sustainability in the world
standards across design, construction, policies, and operations, through the suppliers we partner with. Our Supplier Code
Corporate operations emissions and renewable energy resulting in spaces that support the health of people and planet. of Conduct provides suppliers with guidance for operating
Our company is investing in a carbon-free future and carbon These efforts prioritize improved air and water quality, acoustic and ethically. In 2022, we piloted a collaboration with EcoVadis
neutrality for our global corporate operations. We’ve committed to thermal comfort, energy efficiency, daylighting and dynamic lighting, to assess one-third of Uber’s Tier A technology suppliers
net-zero emissions from Uber workplaces and data centers by 2030 sustainable building materials, waste reduction, and physical and across these key pillars:
and are actively reducing emissions worldwide. mental wellness support.
• Ethics
Uber is committed to matching 100% of energy use in our US We expanded our global footprint of sustainable, healthy workplaces • Environment
workplaces with renewable energy by 2025, with current workplace through additional LEED and WELL certifications in 2022. Uber’s • Labor and human rights
energy (kWh) matching at 70% for 2022. We intend to match all energy global portfolio now includes:
use in our global corporate operations with renewable energy by • Sustainable procurement
2030. Uber’s investment in the Azure Sky wind farm in Texas, which we We’re expanding that pilot in 2023 to cover all of Uber’s Tier A
helped finance through a 12-year virtual power purchase agreement, technology suppliers. EcoVadis ESG scores will be entered
propels us toward achieving this goal. into performance scorecards designed to measure half-
Close to 41% of our data-center electricity consumption is matched yearly performance of Uber’s Tier A technology suppliers.
with renewable energy. Going further, environmental considerations This will help to ensure continual improvement in building a
are included in our data center planning process. more sustainable, transparent, and resilient supply chain.
In 2022, Uber became a partner in the US Department of Energy’s As we advance in the program, we plan to define thresholds
Better Climate Challenge to further advance our commitments. The for risks identified as high, moderate, and low and create
US Environmental Protection Agency recognized us as a Leader in its a risk-management plan for suppliers in the high-risk
Green Power Partnership in 2022 and named Uber to its National Top category. Based on success with technology suppliers, we
100 and Tech Top 30 lists. aim to expand the program to other areas, such as services
9 7 18 3
and marketing, in 2023.
LEED- WELL- WELL WELL

certified certified Health-Safety Precertification
locations locations Rating sites sites
46
Transparency Uber’s 2022 global GHG footprint by scope37

Thousands tCO₂
Being transparent about our climate impact each year helps us stay accountable
Natural gas Data center electricity
for improvement.
Office electricity Cat. 6 - Business travel
Uber reports emissions across Scopes 1, 2, and 3—covering all lines of business—
globally. Aligned to The Greenhouse Gas Protocol (GHG), Uber discloses Cat. 11 - Use of sold products37
emissions against the 3 scopes as follows:
Scope 1: Natural gas from heating Uber’s offices
Scope 2: Electricity used to run Uber’s offices and data centers

0% 1% 99%
Scope 3: Tank-to-wheel CO2 emissions from vehicle distance traveled on the
platform to provide mobility, ride, and freight trip services. Tank-to-wheel 23,024
emissions in Scope 3 are assigned to Category 11: use of sold products. These
12.5
emissions form most of our total footprint, with the bulk of them coming from
Uber’s mobility business.
In 2021, Uber completed the acquisition of Tupelo Parent, Inc. (“Transplace”)

allowing us to expand our Uber Freight business through Transplace’s expertise
in transportation management. The acquisition of Transplace resulted in a
material difference in 2022 Scope 3 Category 11 emissions compared to 2021.
This triggered a requirement to recalculate the base year emissions value for this 23,012
emissions category in accordance with Uber's internal GHG inventory policy and
GHG Protocol guidance.
Additionally, and during an internal review, Uber determined that the choice of
emissions factor for a small number of sites that are significant electricity users 58.5
overestimated 2021 Scope 2 emissions. Uber restated Scope 2 emissions for 2021
for these sites using a more appropriate factor, improving the accuracy of 2021 1.3 44.8 13.7
Scope 2 emissions estimates and of estimates of year over year changes.
Uber brought this to the attention of LRQA, Uber's third-party data assurance Scope 1 Scope 2 Scope 3
provider, in the interest of transparency. The appropriate factor was used in the
2021 base year recalculation and 2022 Scope 2 emissions analysis. For a further dive into Scope 1, 2, and 3 emissions, please view the “Environmental
37
indicators” section of this report on page 53.

The recalculated 2021 base year emissions values are provided on the
“Environmental indicators” section.
47
Climate Assessment and Performance Report

In December 2022, we updated our Climate Assessment and Performance Report
to include new data on zero-emission vehicles (ZEVs) and links to recent analyses
of drivers’ opinions on battery-electric ZEVs and how they use them. Key Q4 2022
findings from the report show:
45,700 23.9M
Monthly ZEV drivers active on Quarterly ZEV trips completed
Uber’s Driver app in Canada, on Uber in Canada, Europe,
Europe, and the US38 and the US38
7.3% 4.7% Advocacy

Policies: We work with partners to Research: We previously supported Events: We engaged at a wide range of
advocate for win-win policies that research for a paper published by the events globally, including Climate Week
Share of trip miles completed Share of trip miles completed support transportation decarbonization World Resources Institute that lays out NYC, COP27 in Sharm El-Sheikh, and the
in ZEVs on Uber in Europe38 in ZEVs on Uber in Canada in cities and reduce barriers so drivers— a roadmap for government policies and annual Uber Freight Deliver conference.
and the US38 especially those from lower-income and mobility tech industry innovations that
underrepresented groups—can go electric. can support a fair transition for 100% of
rideshare drivers to electric. In 2022, we
partnered with HR&A on the NYC Electric
Vehicle Infrastructure Assessment for
For-Hire Vehicles.
For details about ZEV drivers, ZEV trips, ZEV uptake, methodology, and more, see our report update.
38
48
Climate governance
The Board’s Nominating and Governance Committee (NGC) oversees environmental
Board of Directors sustainability, including climate change strategies. The NGC periodically receives updates
Good governance is key to achieving our climate on policy and regulatory trends at the local, state, and national levels concerning climate-
Oversight of strategy
change goals. The “Governance” section of this ESG and emissions-related developments and receives reports on Uber’s climate change
Report highlights how our Board, its Nominating and commitments and reporting.
Governance Committee, and senior management
have overseen and managed our climate change
strategy and risk management. Please visit our
Uber’s SVP of Mobility and Business Operations and the SVP of Marketing and Public
2023 Proxy Statement for additional details on the
Affairs share responsibility for climate change–related issues and policies within
governance of sustainability matters. Executive leadership the company. Our Chief Legal Officer oversees the company’s ESG strategy
Approval of and accountability and engagement efforts, in addition to reporting that is responsive to the
for strategy and execution recommendations of SASB and the TCFD. In 2023, our CEO’s compensation
is tied to the achievement of climate-related objectives.
Uber’s global Sustainability team, led by our Global Head of Sustainability,

Global Sustainability team brings together leaders from operations, product and engineering, policy,
communications, marketing, business development, legal, workplace,
Coordination and delivery of
and data science functions. This cross-functional group is responsible
global sustainability program for charting our path to net zero by 2040 and operationalizing this
roadmap across all lines of business and functions.
Uber’s ESG team, led by our Head of ESG Strategy & Engagement,
brings together employees across the Mobility, Delivery, Freight,
ESG Working Group
Policy, Workplace, People, Finance, Data Science, and Legal teams
Cross-functional guidance and reporting who work together to guide our sustainability strategy, reporting,
and other aspects of our sustainability and ESG efforts.
49
Task Force on Climate-related

Financial Disclosures (TCFD)
TCFD is a risk reporting framework for businesses to use when The analysis also included a business-as-usual (BAU) scenario, in
disclosing the impact of climate change and climate transitions Scenario selection which we see warming of 3-4 degrees over preindustrial levels by 2100.
on their operations. Best-practice TCFD reports use climate It assumes the world fails to introduce more stringent climate policies
This assessment considers 2 low-carbon transition scenarios:
scenario analysis to quantify, where possible, a business’s risks and beyond what is already legislated and is included due to the higher
opportunities in different possible futures, under different possible • Forecast Policy Scenario (FPS) in which we achieve warming impact of physical risks. In this scenario, the current trajectory of zero-
levels of climate warming. of 1.8 degrees over preindustrial levels by 2100 based on emission vehicle-cost decline continues, but currently active policies
a high-conviction policy-based forecast of announced remain insufficient to achieve net zero. Key outputs from the BAU
Uber’s 2022 TCFD analysis combines scenario-specific data with
responses to climate change and related implications for model used in the TCFD analysis include vehicle CAPEX and OPEX
Uber’s internal data to quantify a wide range of risks and opportunities
energy, vehicles, and carbon prices. components, vehicle efficiency, and vehicle stock projections.
across Uber in specific geographies.
• Required Policy Scenario (RPS) in which we cap warming The scenarios vary on key dimensions relevant to Uber, including
This exercise is not a forecast of the future, a financial planning
to 1.5 degrees over preindustrial levels by 2100. It augments level of carbon price (higher in decarbonization scenarios) and date of
exercise, or a portfolio capital allocation recommendation. In line
FPS announced policies to ensure achievement of Paris ICE vehicle sales bans (sooner in decarbonization scenarios). Price of
with TCFD recommendations, analysis focuses on breadth over
Agreement warming goals, quantifying strong impacts from oil is lower in decarbonization scenarios, reflecting a drop in demand
precision in quantifying any given risk or opportunity. Given the wide
transitional risks (such as carbon prices) and innovation. It is as the economy shifts away from fossil fuels. Amount of capital
range of outcomes, subsequent decarbonization planning should be
included to reflect the net-zero pathway many governments investment in the electricity grid also varies, with higher amounts
approached as a future-under-uncertainty problem.
and companies have publicly committed to. of investment needed to incorporate more renewable generation
We recognize that while our analysis is thorough in comparison to sources in decarbonization scenarios.
These low-carbon transition scenarios are produced by the
those of our peers, there are limitations that we look to improve upon
Principles for Responsible Investment’s Inevitable Policy
in future disclosure.
Response initiative (IPR) and offer a deep analysis on specific
climate-related policies. Scenarios account for institutional
and technology readiness and are benchmarked and updated
on a regular basis to reflect new developments. Key outputs
from IPR used in this TCFD analysis include carbon prices, ICE
vehicle sales bans, and vehicle stock projections.
50
Prioritization matrix of risks and opportunities

Transition risk Physical risk Opportunity
Low Medium High Very high

Reporting requirements Community Direct climate regulation Indirect climate- and Platform
Very high
resilience vehicle emissions– adaptability
Loss of B2B customers
related regulation
Reputation
building
Multi-modal Loss of riders & Courier barriers Service Climate Driver barriers
transit Uber Eats users impacts advocacy
High
Strategy &
planning
Likelihood
Supply chain impacts Access to capital Carrier barriers Shareholder
Medium
value
Corporate operations Recruitment Reputation
& retention impacts
Human capital
Human capital
Low
Impact
Climate-related risks and decarbonization Opportunities build on Uber’s sustainability Uber’s TCFD reporting. For example, analysis on
opportunities are informed by those described commitments, focusing on customer willingness the total cost of ownership (TCO) of a vehicle uses
Analysis relies on country case studies.
in Uber’s 2021 ESG Report, supplemented by to pay, better access to financing for decarbonizing Uber-specific assumptions around driver earnings
stakeholder interviews. Internal experts, including companies, and offering green transportation and total kilometers driven, which are combined Case studies for mobility and delivery are
leaders across the company, were consulted to options to position Uber as a climate leader. with scenario-specific assumptions around carbon built around the UK because of its leading
select the risks and opportunities prioritized in price, oil price, and electricity price. Along with climate policy and importance as an Uber
Scenario analysis is used to quantify key risks
this year’s TCFD reporting. Risks include transition vehicle capital expenditure costs, these operational
and opportunities, building upon Uber’s previous market. Freight centers around the US,
risk from direct and indirect climate regulation expenditure inputs are used to estimate the per-
qualitative analysis. Cost and revenue implications which is Uber’s largest freight market.
such as carbon pricing, factors that influence the kilometer cost of owning and operating a vehicle in
are determined by combining Uber data with
economic parity of zero-emission vehicles, and different possible futures.
variables from scenarios, taking the next step in
physical impacts from extreme weather events.
51
TCFD climate-related risks and opportunities

Below are brief definitions of climate-related transition risks, physical risks, and opportunities that may affect Uber’s business or operations over the short, medium, or long term. Many risks and
opportunities are interrelated and may overlap.
Transition risk Indirect climate- and vehicle emissions–related Supply chain impacts: Higher costs as a result of Opportunity
regulation: Policies including fees, taxes, fuel- indirect supply chain impacts (e.g., IT infrastructure,
Carrier barriers: Battery EV and greener vehicle or engine-type urban access restrictions, and vendors) and direct supply chain impacts (e.g., Access to capital: Debt becomes more affordable
supply markets, supportive charging and green other regulations that impact drivers’ , couriers’, shortage of raw materials). as climate-related factors are factored into pricing.
refueling infrastructure, government regulations and and carriers’ total cost of vehicle ownership or Climate advocacy: Build partnerships with
incentives, and other factors will contribute to the acquisition and, by extension, likelihood of using Physical risk policymakers to support EV and low-carbon
economic and perceptual switching costs carrier Uber’s app to offer mobility services. transition.
fleets face for switching to lower-emission vehicles. Loss of B2B customers: Loss of B2B customers Corporate operations: Uber’s offices and Community resilience: Assess likelihood of and
Direct climate regulation: Direct climate-related (e.g., Uber for Business clients, shippers) who have infrastructure may face operational disruptions and plan ahead for climate disasters in communities,
policy and regulation on Uber, such as California’s made low-carbon commitments and/or net-zero rising costs due to extreme weather events. This and provide support during extreme weather
Clean Miles Standard, which regulates transport pledges that Uber does not meet. may include increased insurance costs. events.
network companies (TNCs), including Uber, on Loss of riders and Uber Eats users: Consumer Human capital: Uber’s employees may face health Multi-modal transit: Further integrate with
emissions resulting from and electric vehicles used to preferences including increased demand for and safety risks, and cost of health and other multi-modal transit.
serve rides booked on TNC passenger mobility apps. sustainable goods and services; additionally, insurance may rise due to extreme weather, both
lower demand, higher acquisition costs and lower chronic and acute. Recruitment and retention: Improve ability to
Driver/courier barriers: Battery EV and greener
retention due to increased prices resulting from more effectively recruit and retain high-quality
vehicle supply markets, supportive charging Service impacts: Uber’s service may face
increased supply chain, compliance, and driver talent looking for a climate-conscious company.
and green refueling infrastructure, government disruption due to extreme weather events, including
regulations and incentives, urban land use policies, acquisition costs due to climate-related impact. infrastructure impacts (roads, bridges, electricity). Reputation building: Be the rideshare and delivery
consumer preferences, and other factors will Platform adaptability: High cost to adapt This may negatively impact Uber’s revenue and option of choice for green transport, and develop
contribute to the economic and perceptual switching platform for EV transition and to meet expectations users’ access to earning on the platform. Chronic reputation as a climate leader.
costs drivers and couriers face for switching to and requirements of stakeholders. weather changes may also affect the density of Shareholder value: Some investors will prefer Uber
lower-emission vehicles. city centers. as a result of positive climate performance.
Reporting requirements: Greater reporting
Human capital: Challenges to employee requirements and associated costs. Strategy and planning: Further integrate climate
acquisition, retention, and productivity if Uber does risks and opportunities into business strategy and
Reputation impacts: Losing business to
not meet expectations for climate change impacts. planning decisions.
competing forms of transportation; reputational
risks based on stakeholder perceptions, and
performance relative to competitors.
52
Main findings from TCFD analysis

Uber believes it is largely insulated from the most severe physical and transitional
risks related to climate change because it has minimal physical assets and
manages a very responsive marketplace across all its lines of business.
Uber’s most significant transition-related risk and opportunity hinge on our goal of
achieving 100% electrification in mobility by 2030 and being net-zero company-
wide by 2040. As a tech platform with minimal direct asset ownership, Uber is very
dependent on economy-wide GHG abatement policy and technology to accelerate
decarbonization.
Aggressive decarbonization across society would open opportunities by increasing

corporate customers’ willingness to pay for zero-emission transport across all
business lines as corporations strive to meet their own decarbonization targets and
offset carbon costs.
At the same time, Uber may face some short-term acute physical impacts from
events such as flooding and high winds, although, historically, the impacts from
such events have been short-lived.
For more information on our environmental sustainability and climate-

change efforts at Uber, visit uber.com/about/sustainability.
53

Environmental indicators
Indicator Scope Unit 202139 2022
Emissions40,41,43
Absolute emissions Global tCO2e42,43
Scope 1: Stationary emissions Global tCO2e 735 1,274
Scope 2: Electricity: location-based Global tCO2e 118,795 125,182
Scope 2: Electricity: market-based Global tCO2e 60,705 58,502
Total Scope 1 & 2 Emissions: location-based Global tCO2e 119,530 126,455
Total Scope 1 & 2 Emissions: market-based Global tCO2e 61,440 59,776
Scope 3, Category 6 (Business Travel: Air Travel) Global tCO2e 1,462 12,549
Scope 3, Category 11 (use of sold products) Belgium tCO2 8,460 9,728
Scope 3, Category 11 (use of sold products) Canada tCO2 707,530 939,517
Scope 3, Category 11 (use of sold products) France tCO2 98,277 124,715
Scope 3, Category 11 (use of sold products) Germany tCO2 43,434 56,639
Scope 3, Category 11 (use of sold products) The Netherlands tCO2 12,166 17,298
Scope 3, Category 11 (use of sold products) Portugal tCO2 38,531 48,265
Scope 3, Category 11 (use of sold products) Spain tCO2 34,993 44,833
Scope 3, Category 11 (use of sold products) United Kingdom tCO2 313,926 381,294
Scope 3, Category 11 (use of sold products) United States tCO2 11,268,151 12,738,630
Scope 3, Category 11 (use of sold products) Rest of globe tCO2 7,289,107 8,650,812
Scope 3, Category 11 (use of sold products) Sum of global tCO2 19,814,573 23,011,730
39
During an internal review, Uber determined that the choice of emissions factor for a small number of sites that are significant electricity users overestimated Scope 2 emissions for CY2021. Uber is restating Scope 2 emissions for CY2021 for these sites using a more appropriate factor, thereby improving the accuracy of Scope 2
emissions for CY2021 and estimates of year over year changes in subsequent years. Uber brought this to the attention of LRQA to include in this report in the interest of transparency. Also, due to the acquisition of Tupelo Parent, Inc (“Transplace”), Uber recalculated Scope 3 category 11 emissions for the 2021 base year.
40
For Scope 1 and 2, the reporting criteria used to evaluate the emissions report is the WRI/WBCSD Greenhouse Gas (GHG) Protocol. This includes the following material GHGs: CO2 (carbon dioxide), N2O (nitrous oxide), and CH4 (methane). The following emission conversion factor sources are used in calculations: Natural gas
combustion emission factors: EPA Center for Corporate Climate Leadership. Emission Factors for Greenhouse Gas Inventories. Purchased electricity Australia: National Greenhouse and Energy Reporting (Measurement) Determination 2008 (compiled 1 July 2021). Indirect Factor - NGA workbook (where applicable), published Aug
2021. Purchased Electricity: Canada: 2021 UNFCCC Submission. National Inventory Report, 1990-2019: Greenhouse Gas Sources and Sinks in Canada Annex 13: Table A13-1-Table A13-13. Purchased electricity US: EPA eGRID 2019. Purchased electricity UK: 2021 UK Government conversion factors for Company reporting. Purchased
electricity non-Australia, non-Canada, non-US, non-UK: International Energy Agency - Emission Factors 2020.
Scope 1 emissions are calculated from natural gas used at our offices and data centers. Scope 2 emissions are calculated from electricity consumption data. Scope 2, location-based and Scope 2, market-based are defined in the GHG Protocol Scope 2 Guidance, 2015. Where data were not available, assumptions were applied.
41
The greenhouse gas emissions data in this report has received third-party verification by LRQA. The verification statement can be found here.
42
Tonnes of carbon dioxide equivalent.
43
Scope 3, Category 11 (limited to CO2): Use of sold products for all markets worldwide where Uber provides Ride, Delivery, or Freight services.
54

Unit 2021
2022
Emissions intensity44,45,46
Scope 1 Global tCO2e/$1 million revenue 0.04 0.04
Scope 2: location-based Global tCO2e/$1 million revenue 6.81 3.93
Total Scope 1 & 2 Emissions Global tCO2e/$1 million revenue 6.85 3.97
Scope 1 Global tCO2e/employee 0.03 0.04
Scope 2: location-based Global tCO2e/employee 4.05 3.82
Total Scope 1 & 2 Emissions Global tCO2e/employee 4.08 3.86
Scope 1 Global tCO2e/m2 floor area 0.0011 0.0012
Scope 2: location-based Global tCO2e/m2 floor area 0.17 0.16
Total Scope 1 & 2 Emissions Global tCO2e/m2 floor area 0.18 0.16
Fuel consumption47
Total fuel consumed Global Gigajoules 14,599 56,514
Percent natural gas Global percent 100 100
Percent renewables Global percent 0 0
Energy use48
Total energy consumed Global kWh49 329,732,426 367,639,268
Percentage grid electricity Global percent 100 100
Percentage renewables50 Global percent 41% 48%
44
Scope 1 emissions are calculated from natural gas used at our offices and data centers. Scope 2 emissions are calculated from electricity consumption data. Scope 2, location-based and Scope 2, market-based are defined in the GHG Protocol Scope 2 Guidance, 2015. Where data were not available, assumptions were applied.
The greenhouse gas emissions data in this report has received third-party verification by LRQA. The verification statement can be found here.
45
Intensity figures are calculated using square meters of Uber floor area, by employee, and revenue.
During an internal review, Uber determined that the choice of emissions factor for a small number of sites that are significant electricity users overestimated Scope 2 emissions for CY2021. Uber is restating Scope 2 emissions for CY2021 for these sites using a more appropriate factor, thereby improving the accuracy of Scope 2
46
emissions for CY2021 and estimates of year over year changes in subsequent years. Uber brought this to the attention of LRQA to include in this report in the interest of transparency. Also, due to the acquisition of Tupelo Parent, Inc ("Transplace"), Uber recalculated Scope 3 category 11 emissions for the 2021 base year.
47
Fuel consumption represents natural gas used at our workspaces, as well as natural gas consumption from our Bloom solid oxide fuel cell (SOFC) power generator. Consumption is represented in gigajoules.
48
Calculations are representative of global offices and data centers, and exclude co-working spaces.
49
Kilowatt-hours.
50
This number represents renewable energy matched by our VPPA at Azure Sky wind + storage project and our data center providers.
55

Water use
Supplied water51 Global cubic meters (m3) 845,772 802,328
Total water Global cubic meters (m3) 845,772 802,348
Water use intensity52

Supplied water51 Global m3/m2 floor area 1.24 1.00
Total water Global m3/m2 floor area 1.24 1.00
Supplied water51 Global m3/employee 39.43 24.46
Total water Global m3/employee 39.43 24.46
Supplied water51 Global m3/$1 million revenue 48.45 25.17
Total water Global m3/$1 million revenue 48.45 25.17
Water use in water-stressed regions53

Extremely high Global percent 1.60% 1.58%
High Global percent 3.53% 6.21%
Medium-high Global percent 1.93% 1.14%
Low-medium Global percent 86.37% 85.97%
Low Global percent 6.46% 5.05%
Supplied water refers to water provided from public utilities.

51
52
Intensity figures are calculated using square meters of Uber floor area, by employee, and revenue.
53
Figures calculated using WRI Aqueduct Water Risk Atlas classification. Accessed January 4th, 2023.
56
People
and culture
• Although results against targets remained mostly
• Targets • What we heard: Encouraged to share more The Board receives quarterly reports from the Office
stable year-over-year (YOY), and some progress
• Integrate values into our company information on progress toward our 2020 racial of Diversity and Inclusion regarding Uber’s progress
was made on several of our metrics (including
equity commitments. toward its diversity goals. There is also an annual
• Increase representation of women and our overall number of women employees, women
organizational review that includes succession
underrepresented people (URP)54 within the managers, and URP54 overall and at the senior analyst •H
ow we responded: Made significant strides
planning and a talent review. The Compensation
organization level and above), we did not reach our annual targets. in delivering on our 2020 commitments to
Committee considers diversity, equity, and inclusion
• Build racial equity internally and externally Our representation is up overall YOY since 2019 when become a more anti-racist company. To date, we
(DEI) metrics when developing compensation plans
we began tracking and focusing on this area. have fulfilled55 11 of the original commitments.
• Increase employee retention and includes DEI and cultural goals as metrics in the
• We made substantial progress in our commitments Published our fifth People & Culture Report
compensation for Uber’s most senior executives. The
• Performance covering human capital management, DEI issues,
to building racial equity. Compensation Committee also receives summaries
• We saw a 7-percentage-point improvement and more.
• We successfully reached our goal of reducing of employee engagement survey results and related
in measures that indicate how employees
voluntary attrition within the company. Please view matters. At the management level, our CEO meets with
are experiencing our values since 2021.
Uber’s 2023 Proxy Statement for more. each of his direct reports quarterly to review progress
Additionally, all year-end key employee survey
against DEI operating targets and plans. The CEO
results increased positively since the midyear
also meets with our employee resource group (ERG)
survey, demonstrating progress on this goal
leaders regularly, including once a year with all ERG
across the company.
leads together to review plans and budget requests.
Uber categorizes US employees as underrepresented if they self-identify into the following demographic categories, because these racial groups are underrepresented at Uber compared with the general US population: Black or African American,
54
Hispanic or Latino, American Indian or Alaska Native, Native Hawaiian or Other Pacific Islander, Two or More Races.
“Fulfilled” means we accomplished the commitment’s original goal(s). While the work is ongoing, we fulfilled what we set out to do. It doesn’t mean the work stops internally; it means that for many of our commitments, the work is now embedded
55
into “business as usual” at Uber.

57
Letter from our Chief Diversity

and Inclusion Officer
In 2022, Uber continued to build on the groundwork and Globally, we sustained many of the DEI gains we made since
foundational changes that we’ve laid out over the past 5 years. 2017. We’ve also broadened our focus by driving equity through
Our company remained agile and committed to our diversity, accessibility, and Uber is excited to start showcasing our programs
equity, and inclusion (DEI) journey in a year that saw businesses for people with disabilities. Not only are we generating change
encountering 2 very different halves: concentrating on post- in this area inside our organization, but we’re also working to
pandemic growth and recovery in the first 6 months and incorporate additional access externally through our products.
preparing for future economic uncertainty in the last 6. In the
This work reflects my favorite Uber value: “Build with heart.” We
face of such challenges, some would have deprioritized DEI
continue to put people first when creating our products because
progress, but Uber remains focused on embedding DEI to foster
we believe in the promise of our brand and care deeply about
an environment of belonging, purpose, growth, and trust.
our impact on our users. Putting ourselves in their shoes and
After also experiencing a year in which many communities, sadly, recognizing their challenges helps us build—and be—better and
continued to suffer through increased levels of hate, violence, positively affect our communities and partners.
and social inequity, I’m encouraged about the way Uber is moving
As we move through 2023, I’m optimistic about the future.
to influence a more equitable experience for everyone we touch.
Although we might be living in uncertain times, I am certain
To better tell this story, we’ve created a holistic view of how Uber
drives impact by integrating our People and Culture Report with
about one thing: I’m proud to be part of a culture that moves As we move through 2023, I’m
with heart.
our ESG Report to become our new Environmental, Social, and optimistic about the future. Although
Governance Report.
we might be living in uncertain times,
I am certain about one thing: I’m
proud to be part of a culture that
moves with heart.
Bo Young Lee
Chief Diversity and Inclusion Officer
58
Our talent approach Retaining and engaging diverse talent

who are deeply aligned to our values is
critical in order to accomplish our mission
To achieve our mission of reimagining the way the world moves for Governance of people and culture to reimagine the way the world moves
the better, and to work at the speed, scale, and level of complexity Effective engagement and management of our talent is crucial for the better. In 2022, we continued to
required of our business, it’s essential that we attract and retain a to the health of our business. We’re committed to investing in our invest in an employee experience that
diverse mix of people—people who are motivated and energized people and holding ourselves accountable for progress. Internally, enables our people to do their best work.
by what we do at Uber. We need go-getters who are looking to we track our company-wide goals around representation, culture, We continued our work in fostering
improve the way things work for everyone on our platform around engagement, development, mobility, and process efficiency diversity, equity, and inclusion globally.
the world. We know we won’t be the right fit for everyone, which is quarterly and report on them within project teams and to People We enhanced our approach to employee
why we’re committed to being clear about who we are and what it’s & Places team leadership. We report on these measures at a
like to work at Uber.
development, making Uber the best place
company level during our biannual scorecard review.
to build a long-term career. We have
Our 2022 report outlined our talent approach and the work we’re In addition to monitoring workforce demographics at a company adopted a new hybrid work approach that
doing in each area to make sure we’re creating a meaningful and level, all senior leaders56 with teams of 100 employees or more have allows us to benefit from reconnecting
supportive work experience for our employees. This approach specific diversity, equity, and inclusion (DEI) targets and strategic with our colleagues in person while
focuses on 6 essential employee needs: pride, belonging and plans. These plans include specific actions for building an inclusive retaining a high degree of individual
equity, growth, compensation, well-being, and trust. The 6-part working environment and hiring, developing, and retaining women
human capital strategy ensures that we consider the needs of our
flexibility and productivity. Overall, I am
and underrepresented people (URP).57 The plans work in concert
diverse workforce and continue to create an engaging, equitable, proud of the work we did in 2022 and look
with our Uber-wide targets, giving leaders a more comprehensive
and inclusive experience in each of these critical areas. This year, forward to the impact that our people will
approach to advancing DEI in their teams. The CEO and Executive
we revisit foundational programs and share detailed information have on the world as a result.
Leadership Team review progress quarterly. Executive leaders
on 2 of the areas where we have enhanced our data and refined and their teams similarly review our measures of culture, in most
our reporting since our last report: cases biannually, using employee survey data. Leading these Nikki Krishnamurthy
conversations are culture champion teams who partner with SVP, Chief People Officer
leaders on planning relevant work for their organizations.
Belonging and equity Growth
In 2021, Uber’s Board of Directors Compensation Committee
amended its charter to explicitly oversee employee engagement
Compensation Pride and employee diversity, equity, and inclusion efforts. In addition
to DEI goals, Uber executives’ compensation is directly tied to key
metrics related to implementing our hybrid work approach and To learn more about our governance
Well-being Trust
activating our values into company culture and day-to-day work. of people and culture and executive
While business leaders and managers own their own strategic compensation, please see our
Leaders at L8 and above.
2023 Proxy Statement.
56
Uber categorizes US employees as underrepresented if they self-identify into the following

57 plans, there’s overarching accountability across the organization,
demographic categories, because these racial groups are underrepresented at Uber compared with signaling a company-wide commitment to these issues.
the general US population: Black or African American, Hispanic or Latino, American Indian or Alaska
Native, Native Hawaiian or Other Pacific Islander, Two or More Races.
59
Our workforce: overview 58
Workforce diversity (global)

ity (global) Tech59 Non-tech60 Operations61 General and administrative62 Support63
Male Non-tech76.2%
60
5,244 Operations
50.9%
61
10,194 General
55.2% 4,215
and administrative62
Support63
46.3% 1,709 48.0% 4,111
5,244
Female
76.2% 23.8% 1,640 50.9% 10,194 49.1% 9,839
55.2% 4,215 44.8% 3,422 46.3% 1,709 53.7% 1,980
48.0% 4,111 52.0% 4,456
40 49.1% 9,839 44.8% 3,422 53.7% 1,980 52.0% 4,456
Workforce diversity (regional) Employee experience data highlights

ity (regional) Employee experience data highlights
anada
US & Canada
11,353 83 % 83
84
%
% 84 %
84% 83%
Employees who say Employees who say
353
EMEA APAC
they’re proud to they’re passionate
EMEA 4,306
APAC 6,413 Employees who say
they’re proud to
Employees who say
work at Uber.
they’re passionate
about Uber’s mission.
4,306
LatAm
6,413 work at Uber. about Uber’s mission.
LatAm 4,845 Employees who say Employees who say

4,845 they’re passionate
about Uber’s mission
they’re proud to work
at Uber
Male
Female
2023 workforce representation data reflects data as of December 31, 2022. Total employees includes all
58 60
ll the orgs except for Engineering, Product, and Freight.
A 62
Includes corporate functions (People & Places, Policy & Comms, Legal & Security, Finance, and Marketing).
active full-time Uber Technologies, Inc. employees, excluding casual employees, interns, and those from Includes core business teams (Core Services, Uber Eats, Global Rides, Business Development,
61 63
Includes employees in the our support workforce (typically referred to as customer service employees in
our subsidiaries. Safety & Insurance, and Uber for Business; previously also included New Mobility and Product Ops). industry terms), which consists of Community Specialists at our Centers of Excellence and Greenlight Hubs.
59
Includes Engineering, Product, and Freight teams.
60
Bringing our mission and

cultural values to life
In October 2021, we refreshed our mission and values. We’re still in the
midst of our multiyear culture journey, but the progress we’ve made
already is astounding. A majority of employees report that our company
values align with their personal values, a strong sign of organizational fit.
Embedding new values in an organization can take years, so we’re proud of
the progress we’ve made through our intentional efforts.
Culture has a significant impact on our employees’ intent to stay with

Uber and their productivity while they’re here. Specifically, employees
who believe that leaders are acting in ways that are consistent with Uber’s
values are more likely to want to stay at Uber. And employees who report
that cultural values are being discussed on their teams and applied in
their work are more engaged (and more productive) in their work. These
correlations show how critical organizational culture is to business
performance and emphasize the need to continue investing in this work.
87% 84%
Read about how our employees Employees who feel that their Employees who believe
are connecting to our values on direct team members (manager their personal values
our Careers blog. and those who report to them) align with Uber’s values
act in ways that are consistent and culture
with Uber’s values
61
Our anti-racism commitments

Throughout 2022, we made significant strides in delivering on our 2020 commitments to become a more anti-racist
company. To date, we have fulfilled64 11 of the original commitments. Below are some highlights from last year in the
4 commitment pillars.
Belonging and equity

Cultivating diversity, equity,
01 We are committed to ridding our
platform of racism 02 We are committed to fighting racism
with technology
• Specialized customer support: All customer • Product equity (formerly inclusive product
and inclusion at Uber service agents (current and future) go

through specialized anti-discrimination
design): Revamped in-app Service Animal Policy
so drivers are more aware, automated accessibility
training and screen reader compatibility, and improved
onboarding and routing for support of transgender
• No commitment, no ride: In the UK and
Uber strives to be the undisputed global leader in connecting diverse drivers and couriers
US, 97% of riders and 99% of drivers have
people and resources on the most equitable, inclusive, and safe
adopted our updated Community Guidelines • Marketplace fairness: The Marketplace Fairness
technology-enabled platform. To accomplish this, we must build a high-
committing to anti-racism, and can therefore team is scaling and publicizing outcomes of
performing, diverse workforce in an inclusive, equitable, and engaging
keep using the Uber platform marketplace analysis and is beginning to extend
workplace. We focus on attracting a diversity of employees, fostering
their work outside the US
a sense of belonging and community, driving accountability through
enhanced data strategy and transparency, and amplifying that across
03 04
Uber’s organization and products.
We are committed to sustaining We are committed to driving equity in
equity and belonging for all the community
• Training on cross-cultural management: • $10M to support Black-owned businesses:
Nearly halfway to our goal of having 90% of all Continued collaborations with businesses and
For additional details, visit our people managers complete the training over a community organizations in the UK and US to help
2022 People and Culture Report. 3-year period Black-owned businesses grow
• Pay equity, full stop: Focusing on our

commitment to pay equity; read more in the
“Compensation” section of this report
“ Fulfilled” means we accomplished the commitment’s original goal(s). While the work is ongoing, we fulfilled
64
what we set out to do. It doesn’t mean the work stops internally; it means that for many of our commitments,
the work is now embedded into “business as usual” at Uber.
62
Workforce diversity trends65,66

Workforce diversity: Women Global gender representation
demographic data 42.6% ’19 40.9%

40.3%
’19
’20
59.1%
59.7%
Women
’20
Men
1.7-percentage-point increase since 2019
’21 42.2% ’21 57.8%
Since our last report, we have sustained the progress, ’22 42.5% ’22 57.5%
with minimal increases or decreases in overall ’23 42.6% ’23 57.4%
representation and representation in leadership.
Overall, the number of employees identifying as women

globally increased 0.1 percentage points from 2022 to
2023. In the US, the number of employees identifying as URP US race/ethnicity representation67
underrepresented people (URP) rose by 0.2 percentage
points. The number of employees in the US identifying 23.8% ’19 44.7% ’19 22.3% ’19 9.3% ’19 8.3%
Hispanic or Latino
Black or African
as Black or African American decreased 0.2 percentage 1.5-percentage-point increase since 2019 ’20 44.8% ’20 18.0% ’20 7.5% ’20 8.4%
American
White
URP68
points overall from 2022 to 2023. Also in the US, Asian ’21 42.2% ’21 23.0% ’21 10.3% ’21 8.0%
and Hispanic/Latino populations rose by 1.8 percentage 40.3% 23.6% 9.3%
’22 ’22 ’22 ’22 9.9%
points and 0.7 percentage points, respectively. Black or African American
’23 38.5% ’23 23.8% ’23 9.1% ’23 10.6%
We understand that retention is one of our greatest
tools in sustaining a diverse workforce. We continue
9.1%
to focus on developing and enhancing programs such 0.2-percentage-point decrease since 2019
as our Women Leaders Roundtable and our Black & ’19 33.0% ’19 4.0% ’19 0.4% ’19 0.3%
Two or More Races
American Indian or
Native Hawaiian or
Hispanic/Latino Leaders Roundtable (see details in
Alaska Native
’20 37.2% ’20 1.3% ’20 0.5% ’20 0.3%
the “Expanding our diversity, equity, and inclusion Hispanic or Latino
Asian
10.6%
’21 34.7% ’21 4.1% ’21 0.3% ’21 0.3%
programs” section) and Global Sponsorship Program
that help retain and grow leadership. Additionally, ’22 36.0% ’22 3.9% ’22 0.2% ’22 0.3%
sourcing talent using the Mansfield Rule allows us to fill 2.3-percentage-point increase since 2019 ’23 37.8% ’23 3.7% ’23 0.1% ’23 0.2%
the talent pipeline with diverse talent.
Regionally, we have continued to see significant Numbers reflect demographic data on the following dates: 2023 as of December 31, 2022; 2022 as of December 31, 2021; 2021 as of March 31, 2021; 2020 as of August 31,
65
Asian 2020; 2019 as of March 31, 2019. Additional information pertaining to workforce representation data for previous years can be found in the respective reports. Data callouts
movement toward gender parity in the US and Canada
37.8%
on trending progress illustrate the net-percentage-point increase (calculated based on the net difference between 2019 and 2023).
and in EMEA (Europe, the Middle East, and Africa) over the 66
Percentages may not add to 100% due to rounding.
Overall US employees who self-identified their race/ethnicity. Representation percentage excludes employees who did not self-report race/ethnicity.
67
past 5 years. For APAC (Asia Pacific) and Latin America,
4.8-percentage-point increase since 2019 Uber categorizes US employees as URP if they self-identify into the following demographic categories, because these racial groups are underrepresented at Uber
68
we’ve seen a slight regression, but LatAm continues to compared with the general US population: Black or African American, Hispanic or Latino, American Indian or Alaska Native, Native Hawaiian or Other Pacific Islander,
have Uber’s highest representation of women. Two or More Races.
63
Leadership diversity trends69,70,71
Leadership Overall72
Global gender representation
Tech73 Non-tech74
representation ’19
’20
28.0%
32.4%
’19
’20
13.8%
15.3%
’19
’20
34.8%
39.4%
Women
Women
Women
’21 33.6% ’21 18.0% ’21 38.3%
Between 2022 and 2023, the percentage of women
’22 37.4% ’22 16.8% ’22 42.5%
fell by 1.4 percentage points globally. A decrease
’23 36.0% ’23 15.7% ’23 42.5%
within our Tech org at the director level drove
this, but we continue to sustain progress in our 65.2%
’19 72.0% ’19 86.2% ’19
leadership outside Tech.
’20 67.6% ’20 84.7% ’20 60.6%
Men
Men
Men
During the same time period in the US, our ’21 66.4% ’21 82.0% ’21 61.7%
overall percentage of URP in leadership increased ’22 62.6% ’22 83.2% ’22 57.5%
significantly, by 1.5 percentage points. The ’23 64.0% ’23 84.3% ’23 57.5%
percentage of Black or African American leaders
decreased by 0.1 percentage points, while US race/ethnicity representation
Hispanic/Latino and Asian leaders increased by ’19 59.9% 8.0% ’19 50.8% 1.6% ’19 65.7% 12.3%
0.6 percentage points and 2.0 percentage points, ’20 61.6% 8.5% ’20 54.5% 3.6% ’20 65.5% 11.2%
URP75
URP75
URP75
White
White
White
respectively, since 2022. During the economic ’21 56.3% 11.3% ’21 38.9% 2.1% ’21 62.9% 14.9%
uncertainty in the back half of 2022, we continued ’22 58.9% 10.9% ’22 41.4% 2.3% ’22 64.8% 13.8%
to sustain our commitment to the development, 5.1%
’23 55.3% 12.4% ’23 36.0% ’23 63.5% 15.4%
promotion, and retention of women and URP in
leadership programs to improve our progress at
these levels.69 3.3% Hispanic or Latino 2.7% 32.1% 0.8% 0.8% 47.5% 5.0% 3.9% 22.1%
Hispanic or Latino
Hispanic or Latino
’19 ’19 ’19
Black or African
Black or African
Black or African
’20 4.1% 3.8% 29.9% ’20 1.8% 1.8% 42.0% ’20 5.3% 4.9% 23.3%
American
American
American
Asian
Asian
Asian
’21 3.8% 5.2% 32.4% ’21 0% 0% 58.9% ’21 5.2% 7.3% 22.2%
69
“Leadership” refers to Director level and above.
70
Numbers reflect demographic data on the following dates: 2023 as of
’22 3.4% 4.6% 30.2% ’22 0% 0% 56.3% ’22 4.6% 6.1% 21.5%
December 31, 2022; 2022 as of December 31, 2021; 2021 as of March 31, 2021; ’23 3.3% 5.2% 32.2% ’23 0.7% 2.2% 58.8% ’23 4.3% 6.5% 21.1%
2020 as of August 31, 2020; 2019 as of March 31, 2019. Additional information
pertaining to workforce representation data for previous years can be found
in the respective reports.
Other Pacific Islander


71
Percentages may not add to 100% due to rounding. 1.7% 0% 0.3% 0% 0% 0% 2.8% 0% 0.6%
Two or More Races
Two or More Races
Two or More Races

’19 ’19 ’19
American Indian or
American Indian or
American Indian or
Native Hawaiian or
Native Hawaiian or
Native Hawaiian or
72
Total employees includes all active full-time employees, excluding casual
Alaska Native
Alaska Native
Alaska Native
employees and those from our subsidiaries. ’20 0.6% 0% 0% ’20 0% 0% 0% ’20 1.0% 0% 0%
73
Includes Engineering, Product, and Uber Freight teams. ’21 2.3% 0% 0% ’21 2.1% 0% 0% ’21 2.4% 0% 0%
74
All the orgs except for Engineering, Product, and Freight
’22 2.6% 0.3% 0% ’22 2.3% 0% 0% ’22 2.7% 0.4% 0%
75
ber categorizes US employees as URP if they self-identify into the following
U
demographic categories: Black or African American, Hispanic or Latino, ’23 3.5% 0% 0.4% ’23 1.5% 0.7% 0% ’23 4.3% 0.3% 0%
American Indian or Alaska Native, Native Hawaiian or Other Pacific Islander,
Two or More Races.
64
An intersectional view
For the past 4 years, we’ve shared a deeper look at our workforce data by
exploring intersectional views (simultaneously reflecting gender and race).
When we consider intersectionality, we’re better able to make meaningful,
insightful observations of key trends, and thus pursue more impactful and
inclusive strategies to continue closing gaps and improving our culture.
Overall, although white men still make up the highest share of Uber’s
employee population (22.5%) in the US, this is down from 30.1% in 2019
largely due to increases in the representation of Asian women (+2.5
percentage points), Hispanic/Latino women (+1.3 percentage points), and
Hispanic/Latino men (+0.9 percentage points) over the past 4 years. We’ve
also seen progress in the representation of Black or African American
women and Hispanic/Latino women in leadership roles since 2019 (both
up 1 percentage point). Lastly, the lack of representation of Black or African
American women leaders in Tech is a big gap, but we’ve seen increases
of Hispanic/Latino women, Hispanic/Latino men, and Black or African
American men (all up 0.7 percentage points) in our Tech leadership
population over the same 4-year period.
Observations such as these emphasize the importance of how we think

about equity; mitigating bias for one population will not work for all. We’ll
continue to look at the intersectional representation data to assess how
well our people processes are working and how inclusive our culture is for
different groups at Uber.
For a detailed look at our intersectional

representation data, please see the
performance data tables.
65
DEI goals Progress toward DEI goals

Year-end actuals76
Leadership commitments Women overall (global)
’20 40.1%
We continue to remain focused on enhancing our ability to track our ’21 42.5%
demographic data and using the results to ensure our ability to meet
our targets for improving representation for women globally and
’22 42.6%
underrepresented people (URP) in the US.
With much of the world facing economic uncertainty in the second half Women at Manager level and above (global)
of 2022, regression in our representation data might have been expected. ’20 27.1%
But so far, we have been able to sustain our gains—and even seen some
incremental increases.
’21 30.4%
’22 31.0%
During 2022, we saw slight improvements in all categories, with
increases from 0.1 percentage points to 0.6 percentage points in
representation for women overall, women at the Manager level and
above, URP overall, and URP at Senior Analyst level and above. Although URP overall (US)
they may not have been as large as those during periods of economic
’20 19.4%
stability, we’re proud that we’ve been able to keep driving programming
that has created incremental gains since the last report. We continue to ’21 23.6%
expect acceleration over the long term within our representative data to ’22 23.8%
exceed leadership targets.
Our leadership teams remain committed to meeting Uber’s goals of

growing the percentage of women at the Manager level and above URP at Senior Analyst level and above (US)
and the percentage of US URP at the Senior Analyst level and higher. ’20 11.5%
In 2018, when we implemented these goals, we set aggressive targets.
Post-pandemic, after analyzing past hiring, promotion rates, attrition,
’21 12.8%
acquisitions, and divestitures, among other factors, we’ve adjusted our ’22 13.0%
goals in these categories to 33.5% and 16%, respectively. Our most-
senior executives’ long-term compensation is tied to these company-
wide diversity goals. 76
Data reflects populations at year-end 2020, 2021, and 2022, including promotions.
66
Expanding our diversity,

equity, and inclusion programs
Returning bigger, better, and bolder Engaging and retaining women, Black, and Hispanic/
at AfroTech and Out & Equal Latino senior leaders by building community
Over the past 2 years, opportunities to show up and partner in In July, we hosted our first Women Leaders Roundtable and our
person with the external communities we serve were limited as first Black & Hispanic/Latino Leaders Roundtable in one week
companies navigated the restrictions of COVID-19. In 2022, Uber at Uber’s San Francisco headquarters. More than 70 senior
returned to these events bigger, better, and bolder—as a Gold colleagues (Director and above) attended from various regions
Partner at the AfroTech Conference and as a Titanium Partner across the world, either in person or virtually, to focus on the
at the Out & Equal Workplace Summit. We were also the official theme “Discovering the Power of Our Peers.”
rideshare partner for both events.
During the event-packed week, senior colleagues engaged in a
AfroTech variety of sessions ranging from fostering peer-to-peer support
One of the largest Black tech conferences globally, AfroTech, and investigating different personality collaboration styles to
saw more than 25,000 attendees at its 2022 event, the first in creating an advisory board for the Executive Leadership Team
person since 2019. A delegation from 10 business functions directly with Chief Diversity and Inclusion Officer Bo Young Lee.
along with executive and senior leaders represented Uber. During Additionally, these colleagues had the opportunity to connect
the conference, our Talent Acquisition team connected with directly with CEO Dara Khosrowshahi, Chief People Officer
600 prospects at our booth and facilitated on-site screening Nikki Krishnamurthy, and local employee resource groups
interviews. Uber also hosted an invitation-only brunch for (ERGs), including Women at Uber, Los Ubers, and Black at Uber.
top leaders from other companies so they could network and
champion meaningful change within the Black community.
Out & Equal Workplace Summit

Uber showed up loud and proud at the largest global LGBTQIA+ From Selma to Stonewall,
workplace-equality event with 40+ attendees representing 17
functions from 11 countries in all 4 of our global mega-regions. we are all connected.
Looking to share our industry learnings and views on the future of You can see Uber’s Global
workplace equality for the LGBTQIA+ community, the team hosted Self-ID data in our 2022 Tony West
3 key sessions featuring senior leaders, including Chief Legal People and Culture Report. Senior Vice President, Chief Legal Officer
Officer Tony West and Chief Diversity and Inclusion Officer Bo and Corporate Secretary
Young Lee.
67
Globalizing our efforts to support people with disabilities

Last year, we globalized our efforts to actively support our teammates in the community of people with disabilities to ensure more
equitability through accessibility. Below, we highlight key initiatives in 3 of our mega-regions.
APAC LatAm
At our office in Hyderabad, India, we launched Phase 1 of our In Brazil, Uber launched our first-ever large-scale talent program
first-ever Disability Inclusion at Work series programming for for people with disabilities: Programa de Talentos—Exclusivo
the local senior leadership team. Interactive discussions helped para Pessoas com deficiência. Intended to create long-term
raise leaders’ awareness of how to create equitability through career pathways for people with disabilities, the year-long
accessibility. They also analyzed best practices based on the program celebrates Uber’s “Great minds don’t think alike” value
experiences of our colleagues who have disabilities. by designing unique recruitment, selection, and development
processes to improve the experience for employees with
EMEA disabilities. Throughout the 12 months, employees rotate every
In Egypt, we partnered with our colleagues from the community 2 months to a new training cycle. They are taught analytical skills
of people with disabilities to build a custom accommodations and English, work in various Centers of Excellence (COE) and
process to support candidates during recruitment. Plus, we non-COE functions at Uber, and much more.
worked closely with our Workplace team to ensure accessibility
during the onboarding process for people with visual and other
impairments.
Additionally, we launched our 18-month Excel Graduate

Program, which gives colleagues the opportunity to work in 3
I’m very happy with my
verticals: support, enablement, and safety. During the program, experience in Uber. Every day
participants experience advocating for our users, develop their
critical thinking and creative problem-solving skills, and master
I learn more. I solve customer
multiple knowledge bases and contact management systems. problems. Every day I feel
that I’m making an impact on Spotlight: Military, Veteran, and Partner program
In 2022, the Military, Veteran, and Partner (MVP) program
someone’s life. supported Uber’s BOOST Fellowship for Software Engineers.
BOOST trains people from nontraditional career backgrounds
Dalina Elkelany in software engineering. The most recent cohort of 16 new
EMEA Region apprentices all belong to the armed-forces community and
increased our representation across all diversity categories.
68
Growth: being the best

place to grow your career
At Uber, we reimagine the way the world moves for the better. Our “Drive your growth” (DYG) philosophy is Uber’s unique Reimagining development
A critical component of our ability to do this is empowering approach to development—and exemplifies what it means to live After introducing the DYG philosophy in 2021, we got to work in 2022 by
our employees to unleash their creativity, leverage their skills our “Go get it” value. To support our DYG principles, our learning helping employees understand how to get into the driver’s seat of their
to solve challenging problems, and develop their strengths to interventions use the 70-20-10 model: 70% of learning happens career and choose from solutions that make sense for where they are
grow the business. Our approach to learning rethinks traditional, in the flow of work, 20% happens with and from our peers, and in their journey. We believe that everyone should have access to the
competency-based training programs and offers customized 10% happens in a formal classroom environment. Our new hybrid communities and learning experiences that enable growth because
journeys that complement the career paths of our employees. working environment has given us the opportunity to reflect on this leads to greater employee engagement and satisfaction, as we
We know that tools and solutions mean more in real life than in the this model and evolve how we deliver learning using a bite-sized, observed in 2022.
classroom, so we structure our initiatives to prepare employees for workshop-based approach with a heavy focus on community,
the moments that matter. networking opportunities across departments, and concept
application in real time to maximize learning retention.
Increases in employee sentiment
around growth and work77
Drive your growth principles
01 Get in the driver’s seat

02 Learn by doing
03 Think climbing walls, not ladders Perceived growth
opportunities
Work engagement Intent to stay
+2 +6 +6
Explore learning opportunities Grow through on-the- Growth doesn’t always equal
relevant to employees and choose job experience, stretch promotion; it also happens through
where to focus, when to learn, and assignments, and gigs—and new opportunities, new paths, and
how to grow their skills. learn in the flow of work. doing different things.
percentage points percentage points percentage points
04 Learn from others

Employees aren’t alone on
their learning journeys, and we
05 Maximize their strengths
Focus on leveraging strengths
to create better opportunities.
06 Give and receive feedback
Timely feedback is the key to
achieving their goals—and helping
encourage them to leverage others achieve theirs.
their teams and the broader Uber
network to help guide them. We’ve
created strong mentoring and
coaching programs for employees
to use to their advantage.
Based on the Q4 2022 Uber Pulse Survey, as compared with the Q3 2021 Uber Pulse Survey.
77
69
The integrated learning journey The DYG philosophy is Uber’s unique perspective on development—and exemplifies a
personalized approach to careers and growing at Uber. Each employee’s journey is unique
and can be personalized to fit any desired career path.
Throughout an employee’s time at Uber, we incorporate the 70-20-10 model using a variety of Onboarding: Individual development: Personal Growth
interventions. In 2022, that meant evolving our existing programs to focus less on standalone programs or New Hire Orientation Plan, self-paced learning, Drive Your Growth
trainings. Instead, we now look at the holistic learning experience—forging a path that complements and and Uberversity events, Mentoring@Uber
builds meaningfully over the course of an employee’s career from day one.
Onboarding After onboarding, the learning journey continues—

but it’s much more personalized. All Uber
Since 2021, we’ve simplified and created more
employees are encouraged to create their own DYG Principle 4 Employee sentiment
consistency in Activate, our global onboarding
Growth Plan to help them commit to the goals they Learn from others After improving our onboarding process in 2022, we observed
program, where new employees immediately see
identify based on their passions and strengths and increases in employee sentiment across our programs.
how Uber prioritizes learning and development.
the needs of their organization. This tool allows
86.5% 100% 100%

The journey begins on day one with New Hire them to take action on their goals, document their
Orientation, where folks learn about Uber’s development, and keep themselves accountable.
mission and vision and receive the tools and The Growth Plan includes links to a variety of
resources they need to feel welcome, productive, learning opportunities and resources available to New employees who feel New executive leaders New executive leaders
and connected. Over the next 30 days, they all Uber employees, regardless of where they are in they’ve been connected (Level 8+) who felt equipped who said that after
attend Uberversity, where they learn about the their career. with the right people to make decisions aligned to onboarding, they had the
history and culture of Uber and our business at Uber to help them Uber’s cultural values after information they needed
priorities, and connect with peers to see how Individual development succeed (up from 84.5% completing the executive to establish their vision
our diverse teams drive toward a single mission. Our learning philosophy comes to life each the previous year) onboarding program and strategy linked to
Onboarding culminates with our Values in Action spring when Uber hosts a company-wide company priorities
workshop, where employees explore how they Drive Your Growth Week. Employees are
can apply Uber’s values in their roles. We also encouraged to participate in a series of events
offer a highly customized Executive Onboarding I found a healthy and motivating work environment. I met brilliant
featuring industry speakers and leaders from
experience, where our new leaders78 receive many backgrounds. The lessons learned,
minds genuinely happy to work here. I felt welcome since the first day
bespoke support so they can become productive reflections made, and connections grown in and inspired by people and my manager. I’m also surprised to not feel
and connected to quickly drive business results. the workshops, roundtable discussions, panel the pressure as in other work experiences. I feel as if I have a great
Throughout onboarding, we empower all presentations, peer groups, and more illustrate opportunity to grow as a professional and be part of Uber’s mission.
employees to grow in and with the business. how Uber thinks of growth.
Onboarding participant
78
Includes Directors at Level 7 and above.
70
Onboarding: Individual development: Personal Growth Performance and feedback: Manager development: New Leadership development:
New Hire Orientation Plan, self-paced learning, Drive Your Growth Timely feedback, Impact Check- manager training programs, Uber Leadership Community,
and Uberversity events, Mentoring@Uber ins, promotions, rewards coaching, peer support executive coaching, personalized
development opportunities
DYG Principle 4 Employee engagement

Learn from others In the 2 years since we revamped The Degreed learning platform (Degreed) is one of
our mentoring platform, we’ve had the tools we give employees to help them kick-start
3,400+ mentees and 1,300+ mentors their own learning journey. With quality content
participate in the program. from our partners at Harvard Business Publishing
and Franklin Covey, and learning pathways curated
by our diverse L&D teams (and even some individual
3,400+ 1,300+ employees), Degreed empowers employees to learn

what they want, when they want.
Mentees Mentors Another key aspect of development is social
learning, and one of Uber’s major factors in
attracting and retaining talent is the quality talent
that our employees get to network with and learn
Mentoring is a way of giving back and helping others
from. The Mentoring@Uber program connects
develop their career based on the experiences I employees who are passionate about helping
had before. I appreciate the opportunity to build and up-skilling others with those who are seeking
connections outside my role and understand how guidance and development—and gives mentees a
other teams work. chance to hand-pick their own mentors.
Mentoring program participant We also support social learning through team-based

Insights Discovery sessions. Insights Discovery
is a psychometric tool designed to help people
understand themselves and their colleagues, so they
can have more respectful, productive, and positive
working relationships.
71
DYG Principle 2 Impact of new manager enablement

Learn by doing Managers who participate in the Uber Manager Experience (UME)
Performance and feedback and Impact Check-Ins to help employees drive their
are more likely to make internal career moves or receive promotions
growth and amplify their impact. This lets employees
Uber’s annual performance process helps than those who do not participate in the program, indicating its
receive feedback year-round, rather than biannually
employees drive their growth, know where they effectiveness.79 Employees reporting to managers who completed the
or once a year. And that allows us to better support
stand, and receive recognition for the impact program were more likely to be promoted within the following year
the needs of a constantly changing workforce.
they make. We continue to evolve our approach (10% versus 5%) and had more positive sentiment regarding their own
Recently, we introduced an internal platform
to performance to ensure that our outcomes are professional development.
on which employees and managers can refer to
equitable, fair, and transparent. After surveying
feedback throughout their Uber career. Employees
a representative sample of employees, we heard
are engaging positively with this resource, and we’re I was pleasantly surprised at how valuable these sessions were and how
that 80% of employees found the performance
program useful and 82% were satisfied overall.
continuing to share with employees about how it can applicable the content was to my role as a manager. I particularly enjoyed
help support their development. The goal is to help the breakout sessions with other managers where we could chat in a safe
Data from employee surveys also shows that our
them get in the driver’s seat of their growth while
employees’ experience with the promotion process space about situations we were encountering.
understanding their impact in real time, so they can
(as part of performance and feedback) is a top driver
learn and adapt as needed. It also helps managers UME participant
of their trust and intent to stay. To help increase
minimize recency bias during the performance
accountability for objective decision-making and
assessment process, so they can make fair and
equitable outcomes, during the performance and
equitable promotion and compensation decisions. Becoming a people manager at Uber is an For deeper learning, the Uber Manager Experience
promotion process, senior-level leaders receive
aggregated demographic data, which they pair with important milestone in the career journey—and one (UME) builds foundational knowledge and skills,
performance, promotion, and reward inputs. Manager development for which we work hard to prepare our employees. facilitates cross-functional peer connections,
At Uber, we know that the success of our individual That’s why we curated a Manager Onboarding and sets a globally consistent baseline for
We believe that feedback is key to driving growth contributors and teams relies heavily on the success of toolkit to which new (or tenured) managers can what people management means at Uber. The
at Uber and that understanding where you are is our managers. For that reason, we’ve doubled down refer. It outlines their responsibilities and details program combines self-paced learning, live virtual
critical to knowing where you’re going. We continue on our investment in manager development and everything a manager needs to know, so they workshops, and application-focused toolkits for a
to improve alignment between performance and continued to make it more scalable and impactful. understand how to apply the specifics of managing flexible experience that enables learning by doing
development by encouraging timely feedback at Uber both from a strategic and tactical lens. for the new managers who participate.
79
Metrics provided with statistical validity at 95% based on corollary 2022 outcomes for managers who participated in a UME cohort in 2021.
72
DYG Principle 2 DYG Principle 5

We know that a new people manager’s development Participants focus on expanding and strengthening Learn by doing Maximize their strengths
doesn’t end after their first 90 days in the new their leadership capabilities through an intensive
role, and we encourage our managers to continue series of business challenges, peer connections,
Impact of experienced Impact of senior
growing their skill set throughout their tenure at workshops, self-reflection, and coaching, so they’re
manager enablement leadership enablement
Uber. We believe that having access to certified ready for the next step in their career journey.
100%
The internal mobility rate was up
professional coaching should be more common
11% and promotion rate up 10% for
for all managers, not just at the executive level, Leadership development participating managers versus non-
so we took the important step of implementing The development of leaders is critical to our Participants’ managers who feel their direct
participating managers more than a
widespread coaching. More than 135 people business success. To support this population in reports have achieved their goals through
year after completing our 2020 and
managers were invited to use customized coaching 2022, we launched the Uber Leadership Community executive coaching
2021 LEAD@Uber programs.80
with external, seasoned coaches to enhance their (ULC) for leaders at the Director level and above.
strengths, improve their development areas, and This group is focused on shaping the future of
achieve their career aspirations. In 2023, we aim to Uber through honest and interactive dialogue,
reach even more of our tenured managers through community- and relationship-building, and
an Experienced Managers program that will enable development objectives, unlock potential, and
operationalizing and communicating clear strategy
folks to grow their network strength, deepen their have a sounding board. Additionally, we launched
within participants’ organizations. ULC events will
management skill set, and connect to the business. customized Executive Team Development sessions
continue to be opportunities for peer learning and
to give executive leaders and their direct reports
In addition to our current managers, we’re network-building among senior leaders.
a chance to increase interpersonal trust and
committed to investing in the leaders of tomorrow. To support our leaders individually, we made productivity, and align on strategic and collective
Our global LEAD@Uber program is a structured, executive coaching available to all Directors and ownership of the team’s vision. These initiatives
experiential, and action-oriented learning journey above. Working with a qualified professional has have allowed us to support leaders driving high-
designed to help emerging leaders develop the helped many of our leaders clarify goals, achieve performing teams.
key skills they need to succeed as leaders at Uber.
Metrics provided with statistical validity at 95% based on corollary 2022 outcomes for managers who participated in a LEAD@Uber cohort.
80
73
Internal mobility
DYG Principle 2
Learn by doing
Talent Marketplace We’re continuing to expand short-term assignments in 2023 with Relocation
the launch of a Leave Coverage Program, designed for managers
Employees can use our Talent Marketplace to apply for gigs (internal Employee relocations for new hires and transfers recovered
to use when employees take parental leave. Leveraging our Talent
opportunities that require 15% of their time during a 3-month stint) to pre-COVID levels in 2022, with 18% of transfers involving a
Marketplace to post these opportunities gives leaders access to a
and short-term assignments (where employees leave their day-to- relocation—11% of which were international moves. In total, we
much wider pool of internal talent and offers employees a chance
day work to focus 100% on another assignment for 3-12 months). initiated more than 2,000 moves last year. The most popular
to grow outside their immediate team.
Typically, our short-term assignments last between 4 and 6 months destinations: India, the Netherlands, and the US.
and give employees the chance to fully immerse themselves in the
new work and team, often in a different country. Internal transfers
Thirty percent of total hires were internal, holding a level we’ve
In 2022, we scaled our Talent Marketplace to all of Uber and
seen since 2019. In 2022, 26% of transfers were up-levels, or
expanded the types of opportunities available. Applications grew
transfers into a role at a higher level than an employee’s previous
30% year over year, with participants from multiple organizations
position. We focused on making the process easier for employees,
across 5 continents. Our most active countries last year were Brazil,
experimenting with proactive reach-outs to current employees
Egypt, India, the Netherlands, and the US.
for open roles and reducing the number of formal assessments
required for certain positions. Read more employee
development and mobility
stories on the Grow page of
our Careers site.
74
Well-being
Providing best-in-class flexibility, equitable benefits, and safety for all employees
Our work philosophy Global employee benefits

The world of work has changed significantly over the past 2 years, The best teams are built with diverse ideas, identities, ethnicities,
and in response we’ve evolved our work philosophy to reflect experiences, and education. As our value of “Great minds don’t think
all that we’ve learned and what we believe will produce the best
To bring this to life, we now have 3 work modes alike” expresses, we make better decisions that benefit the world when
results for our employees and our business going forward. Our for all our employees: we reflect the incredible diversity of the people who connect on our
work philosophy is grounded in employee collaboration and platform. This is why our benefits programs are built with diversity as a
productivity to maximize business outcomes. In 2023 and beyond, guiding principle.
01
we’ll balance the best of both worlds by fostering the collaboration
Fully remote: Visits the office only for occasional We know that everyone has varying and evolving needs at different
of in-person work while still gaining the productivity of remote
summits, client meetings, and the like stages of life. Our goal is to provide a range of benefits programs that
work—showcasing the mentality of our “Go get it” value, which
are inclusive, sustainable, easily accessible, and available to anyone—
we’ve seen excel in our hybrid environment.
wherever they might be. We want to help our go-getters thrive and
make it easier for them to manage life’s expected and unexpected
02 Hybrid: Works in the office at least half

of the time
events, so they can focus on helping us go fast, far, together.
Our benefits offering provides market-specific choice; gives access to

robust mental health and family-building programs, including an 18-
week global parental leave policy; and encourages overall employee
03 100% in-office: Is required to be physically well-being, all with the employee experience at the core.
present in the office all the time
Learn more about the

As we transition to this new way of working together, we’ll
benefits we offer employees
monitor work applications and approval ratings to ensure
on the Benefits page of our
fairness by gender, race and ethnicity, and location.
Careers site.
75
Safety, health, and sustainability Employee relations

“Stand for safety” is a core company value that Our Employee Relations (ER) team supports our
extends beyond our platform to our people and most valuable resource: Uber’s people. With a
places. Having a healthy, safe, sustainable work global team of ER partners, we clear the path to
environment for all employees, contractors, and an empowered employee experience by fostering
guests empowers them to do their best work. a healthy and productive culture. We do this by
Uber’s injury and illness prevention plan (IIPP) is resolving workplace challenges and improving the
the foundation of our safety management system, employment practices that affect our people.
which adheres to all legal requirements at federal,
Uber takes all employee concerns seriously. We’ve
state, and local levels as well as any international
established a comprehensive case review process
or internal Uber requirements. Every program,
to promptly address interpersonal conflict and
process, and policy has been intentionally designed
potential violations of Uber’s employment policies.
with these requirements in mind while also
Employees have a variety of reporting channels
incorporating a continuous improvement system,
available 24 hours a day, 7 days a week, with the
as the work of safety never stops.
option to be anonymous. We encourage employees
As our “Build with heart” cultural value suggests, to fully participate in the review process and help
we maintain a keen focus on the health of our facilitate positive change. Where relationships are
planet and our people. Since 2019, Uber has been harmed by conflict or concerns, we help repair the
committed to sustainable and healthy building relationships. Employees are offered a restorative
standards across our workplaces and operations, conversation with a trained mediator, allowing
which total approximately 5.8 million square feet them time to meet, reflect, and inspire solutions.
of space for our 32,800+ employees globally.
Creating healthy, inclusive, and sustainable
workplaces for our employees and communities
reduces our impact on the planet while enhancing
the health of our people. Through our relentless
pursuit of sustainability, we strive for the rational
use of natural resources, avoiding harm to the
environment and reducing the environmental
impact of our operations. Uber is committed
to renewable energy, a net-zero future, energy
efficiency, and LEED- and WELL-certified spaces.
76
Compensation
Ensuring equitable pay
for performance
Pay equity progress
In 2022, women at Uber globally earned $1.00 for every $1.00 (total cash)
earned by men performing similar job functions. In that same time
period in the US, in aggregate, employees from underrepresented racial
backgrounds earned $0.98 for every $1.00 (total cash) earned by non-
underrepresented peers at the same job level. Uber stays committed to
examining and updating our people processes to ensure that pay and
compensation decisions are made without bias and with the goal of
equity across our workforce. We will continue to focus on maintaining
and providing transparency on this important measure going forward.
Read our 2023 Proxy Statement

to learn how our executives are
held accountable for pay equity.
77

Social indicators (workforce diversity data reflect data as of December 31, 2022)81
Workforce diversity (global)
General and Leadership Leadership Leadership Leadership Leadership
Gender Overall 82
Tech 83
Non-tech 84
Operations 85
administrative86 Support 87
overall88 in tech83,88 in non-tech84,88 in ops85,88 in G&A86,88
Male 57.4% 76.2% 50.9% 55.2% 46.3% 48.0% 64.0% 84.3% 57.5% 66.9% 52.6%
Female 42.6% 23.8% 49.1% 44.8% 53.7% 52.0% 36.0% 15.7% 42.5% 33.1% 47.4%
Women in management (global)

Junior management positions89 Top management positions90
Total management positions 40.5% 37.0%
Workforce diversity (regional)

Gender US & Canada LatAm APAC EMEA
Male 59.5% 52.5% 58.4% 55.4%
Female 40.5% 47.5% 41.6% 44.6%

81
82
Total employees includes all active full-time employees, excluding casual employees and interns.
83
Includes Engineering, Product, and Freight.
84
All the orgs except for Engineering, Product, and Freight.
85
Includes core business orgs (Core Services, Eats, Global Rides, Business Development, Safety & Insurance, U4B. Previously also included NeMo and Product Ops).
86
Includes corporate functions (People & Places, Policy & Comms, Legal & Security, Finance, and Marketing).
87
Includes employees in the our support workforce (typically referred to as customer service employees in industry terms), which consists of Community Specialists at our Centers of Excellence and Greenlight Hubs.
88
Includes executives and senior management Level 7 and above (Director-level and above).
89
Includes people managers L6 and below.
90
Includes people managers at L7 and above.
78

Workforce diversity (US)92
Overall93 Tech94 Non-tech95 Operations96 administrative97 Support98 overall99 in tech94,99 in non-tech95,99 in ops96,99 in G&A97,99
American Indian or Alaska Native 0.2% 0.2% 0.2% 0.1% 0.2% 0.7% 0.4% 0.7% 0.3% 0.0% 0.4%
Asian 37.8% 56.4% 22.3% 20.2% 32.7% 4.9% 32.2% 58.8% 21.1% 18.8% 22.6%
Black or African American 9.1% 5.0% 12.5% 9.1% 6.9% 28.0% 3.3% 0.7% 4.3% 4.3% 4.3%
Hispanic or Latino 10.6% 6.4% 14.1% 12.5% 8.8% 28.5% 5.2% 2.2% 6.5% 5.8% 6.5%
Multiracial/Two or More Races 3.7% 2.4% 4.9% 3.8% 5.2% 6.0% 3.5% 1.5% 4.3% 1.4% 5.2%
Native Hawaiian or Other Pacific Islander 0.1% 0.0% 0.2% 0.3% 0.0% 0.4% 0.0% 0.0% 0.0% 0.0% 0.0%
White 38.5% 29.6% 45.8% 54.1% 46.1% 31.5% 55.3% 36.0% 63.5% 69.6% 60.9%
URP status (US)100

Leadership Leadership Leadership
Overall overall99 in tech94,99 in non-tech95,99
Non-URP 76.2% 87.6% 94.9% 84.5%
URP 23.8% 12.4% 5.1% 15.5%

91
Overall US employees who self identified their race/ethnicity.

92
Representation percentage excludes employees who did not self-report race/ethnicity. Denominator for these figures is total employees in selected org.
93
94
Includes Engineering, Product, and Freight.
95
96
Includes core business orgs (Core Services, Eats, Global Rides, Business Development, Safety & Insurance, U4B. Previously also included NeMo and Product Ops)
97
Includes corporate functions (People & Places, Policy & Comms, Legal & Security, Finance, and Marketing)
98
99
100
Uber categorizes US employees as URP if they self-identify into the following demographic categories: Black or African American, Hispanic or Latino, Native Hawaiian or Other Pacific Islander, Two or More Races
79

For the first time, we’re disclosing women in leadership numbers at a regional level. We have continued to see significant leadership movement toward gender parity in the US and Canada, EMEA, and LatAm over the
last 5 years. For APAC, we’re rebuilding the pipeline of future leaders and have focused on the manager level.
Race or ethnicity, women102

Overall 103
Tech 104
Non-tech 105
Operations 106
overall109 in tech104,109
in non-tech105,109 in ops106,109 in G&A107,109
Asian 13.5% 15.2% 12.1% 11.2% 17.8% 2.2% 9.8% 10.3% 9.6% 4.3% 12.2%
Black or African American 5.1% 2.3% 7.5% 4.6% 4.3% 17.6% 1.7% 0.0% 2.5% 2.9% 2.2%
White 15.7% 6.8% 23.1% 25.2% 24.7% 15.8% 22.4% 5.1% 29.7% 30.4% 29.6%
Race or ethnicity, men102

Overall 103
Tech 104
Non-tech 105
Operations 106
overall109 in tech104,109
in non-tech105,109 in ops106,109 in G&A107,109
Asian 24.1% 41.0% 10.1% 9.0% 14.7% 2.6% 22.4% 48.5% 11.5% 14.5% 10.4%
Black or African-American 3.9% 2.6% 4.9% 4.5% 2.6% 10.2% 1.5% 0.7% 1.9% 1.4% 2.2%
White 22.5% 22.6% 22.5% 28.6% 21.1% 15.3% 32.9% 30.9% 33.7% 39.1% 31.3%

101
105
Overall US employees who self-identified their gender (binary) and their race/ethnicity.
102 Includes core business orgs (Core Services, Eats, Global Rides, Business Development, Safety & Insurance, U4B. Previously also included NeMo and Product Ops)
106
Representation percentage excludes employees who did not self-report gender(binary) and race/ethnicity. Denominator for these figures is “total men and Includes corporate functions (People & Places, Policy & Comms, Legal & Security, Finance, and Marketing)
107
women in selected org.” Includes employees in the our support workforce (typically referred to as customer service employees in industry terms), which consists of Community
108
103 Specialists at our Centers of Excellence and Greenlight Hubs.
104
Includes Engineering, Product, and Freight. Includes executives and senior management Level 7 and above (Director-level and above).
109
80

Representation of new hires111 (global) Representation of new hires111
Gender Overall112 Support113 Leadership overall114 Race or ethnicity, women116 (US) Overall112 Support113 Leadership overall114
Male 57.2% 46.7% 75.6%
American Indian or Alaska Native 0.0% 0.2% 0.0%
Female 42.8% 53.3% 24.4%
Asian 14.3% 2.7% 5.3%
Black or African-American 6.5% 18.6% 1.8%

Representation of new hires111 Hispanic or Latino 5.9% 16.9% 5.3%
Race or ethnicity115 (US) Overall112 Support113 Leadership overall114 Multiracial/Two or More Races 0.9% 0.8% 0.0%
American Indian or Alaska Native 0.2% 0.6% 1.8% Native Hawaiian or Other Pacific Islander 0.2% 0.6% 0.0%
Asian 38.6% 6.9% 33.3% White 15.1% 15.3% 15.8%
Hispanic or Latino 12.4% 32.0% 12.3%
Multiracial/Two or More Races 1.7% 1.5% 3.5% Representation of new hires111

Native Hawaiian or Other 0.4% 1.0% 0.0% Race or ethnicity, men116 (US) Overall112 Support113 Leadership overall114
Pacific Islander
American Indian or Alaska Native 0.2% 0.4% 1.8%
White 35.0% 27.6% 45.6%
Asian 24.0% 3.8% 28.1%
Hispanic or Latino 6.3% 14.2% 7.0%
Multiracial/Two or More Races 0.8% 0.4% 3.5%
Native Hawaiian or Other Pacific Islander 0.2% 0.4% 0.0%
White 19.6% 11.7% 29.8%

110
111
Data represents new hires starting employment between January 1, 2022 through December 31, 2022 for External hires only. (Internal transfers excluded)
112
113
114
115
Overall US employees who self identified their race/ethnicity.
Representation percentage excludes employees who did not self-report race/ethnicity. Denominator for these figures is total employees in selected org.
116
Overall US employees who self-identified their gender (binary) and their race/ethnicity.
Representation percentage excludes employees who did not self-report gender(binary) and race/ethnicity. Denominator for these figures is “total men and women in selected org.”
81

Employees in naturalization categories (global) Employee engagement (global)
Category 2021 total 2022 total 2022 Pulse Survey120,121 Number % of total respondents122
Foreign national118 13% 14% Total number of FTEs surveyed 22,506 100%
Employees who returned survey 17,995 80%
Employees who are “actively engaged”123 14,150 79%
Workplace safety (US) Employees who perceive Uber’s mission favorably 14,791 84%
Employees who are proud to work for Uber 14,841 84%

Workplace safety119 2021 total 2022 total
Employees who feel treated fairly at Uber regardless
Total recordable incident rate (TRIR) (direct employees) 0.06 0.13
of their personal background 15,720 89%
Fatalities (direct employees) 0 0
Total recordable incident rate (TRIR) (contract employees) 0.03 0.06
Fatalities (contract employees) 0 0
Data source
Uber Pulse Survey (UPS) Onboarding survey Global Self-ID survey (GSID) Employee participation or satisfaction data
The 2022 Pulse Survey, conducted in October 2022, refers to Survey directed to new hires at the 3-, 6-, and 9-month marks in Demographic data in this Environmental, Social, and Governance Other data cited in this section of the report references employee
Uber’s global employee engagement survey sent to all full-time their onboarding process. It is intended to gauge their experience Report comes from Uber’s survey that requests employees to self- participation in given programming or their degree of satisfaction
employees. The survey is used to gauge employee sentiment and the effectiveness of our onboarding process. report demographic and identity information. The results allow us with the experience. The teams that own the specific program
and enable organization-wide planning. Note: Uber Freight, to better understand the demographic makeup of our employees solicit and manage this information.
Cornershop, and on-leave employees were excluded from this and tailor our programming to meet specific needs. We are not
survey. UPS data referenced in this section is from October 2022 permitted to collect this information in certain countries outside
unless otherwise noted. the US; therefore, much of our demographic information isn’t as
robust in other geographic areas.
117
Foreign national is defined as any employee requiring a visa for work in the country in which they were employed as of December 31, 2022. Uber utilizes multiple immigration counsel services. The number represented here is an aggregate of records and estimates from these companies.
118
TRIR refers to the number of recordable incidents per 100 full-time employees during a one-year period (40 work hours x 50 weeks per 100 employees, or 200,000 hours). An injury or illness is considered a recordable incident if it results in any of the following: death; days away from work; restricted work or transfer to another job;
119
medical treatment beyond first aid; or loss of consciousness.

120
The 2022 Pulse Survey, conducted in October 2022, refers to Uber’s global employee engagement survey sent to all full-time employees. The survey is used to gauge employee sentiment and enable organization-wide planning. Note: Freight, Cornershop, and on-leave Employees were excluded from this survey.
121
Calculation represents the number of employees who responded 5 or 6 on a 6-point scale where 1 = Strongly Disagree and 6 = Strongly Agree.
122
Percentages are based on the total number of responses for each question.
123
Score is a composite of 4 questions relating to engagement.
82
Data privacy
and security
• Our Privacy Principles guide product development • Uber maintains ISO 27001 certification for its •W
hat we heard: Encouraged to share more The Board oversees the senior management
and business practices across Uber, from the enterprise business (Uber for Business, Central, and information around data privacy and security team’s efforts to address cybersecurity and data
technology that supports our thriving marketplace Uber Health) and core rides business. practices. privacy risks. Uber’s Chief Information Security
to the features that make our platform safer. Officer provides quarterly reports to the Audit
• Additionally, an independent third party regularly • How we responded: Launched a centralized
Committee or Board and is responsible for a range
• To protect the security, confidentiality, and assesses Uber for SOC 2 compliance. Privacy Center for all users, accessible in-
of cybersecurity activities. In addition, the Audit
integrity of user data, we’ve built a robust app and on the web, which includes a series
Committee regularly reviews Uber’s risk profile with
information security program that’s based on the of privacy and security features to help users
respect to cybersecurity matters. Our Chief Privacy
industry-recognized ISO 27001/2 framework and understand and control how we use their data.
Officer provides reports to the Board annually and
includes written policies, processes, and standards Maintained ISO 27001 certification for enterprise
as requested from time to time.
designed to protect and secure Uber’s data business (Uber for Business, Central, and Uber
environment. Health) and core rides business.
83
Data privacy and security

Data privacy In addition to our Privacy Center, Uber has built and continues to build a
Protecting the privacy of everyone who uses our apps is a key part of variety of features that protect users’ privacy. These include our address
remaining a globally trusted platform. Among other things, it requires anonymization feature, which obscures precise pickup and dropoff
that we empower our users to make informed choices about their details from driver receipts post-trip, and our profile data expiration
privacy and give them tools to control their data, and experience, on feature, which removes drivers’ personal data from rider receipts after a
our platform. trip ends.124
Privacy governance
Our Privacy Principles guide product development and business
Privacy tools practices across Uber, from the technology that supports our thriving
Our Privacy Center was built with that mission in mind—to give marketplace to the features that make our platform safer. You can
users enhanced transparency and control regarding how their read more about our company-wide approach to privacy in our
data is collected and used across our apps and services. Privacy Overview, which reflects the collaboration of our diverse cross-
functional team of privacy experts spanning Uber’s Legal, Public Policy,
Data Protection, Product, and Engineering organizations. Additionally,
What’s new
all full-time employees receive mandatory data privacy and security
We’ve added new features to the Privacy Center, including: training during their onboarding process and annually thereafter. Uber
• A tool that allows users to view and manage the data they employees may also receive additional privacy and security training
share with third parties based on their role, or if they volunteer for Uber’s global Privacy
Champions program. Privacy Champions are employees from various
• Additional settings to control whether and how users’ data is
disciplines and teams who learn more about privacy and ways to help
used to personalize offers and promotions
spot and resolve privacy issues in their business units.
• Educational modules for riders and Uber Eats users that
explain how their data is displayed to drivers and couriers
providing their rides and delivering their orders
Some privacy features may not be available for all Uber or Uber subsidiary products in all markets.
124
84
Data security • Uber’s CISO presents quarterly on cyber risk to

To protect the security, confidentiality, and the Executive Leadership Team, which includes
integrity of user data, we’ve built a robust Uber’s CEO and his direct reports
information security program that’s based on the • The Audit Committee of Uber’s Board of Directors
industry-recognized ISO 27001/2 framework and reviews the overall cybersecurity program
includes written policies, processes, and standards quarterly
designed to protect and secure Uber’s data
environment. • Uber’s full Board of Directors receives privacy and
cybersecurity updates annually
Uber maintains ISO 27001 certification for its
enterprise business (Uber for Business, Central, Engaging with law enforcement
and Uber Health) and core rides business.
Uber works closely with law enforcement officials
Additionally, an independent third party regularly
to promote safety within our communities. We
assesses Uber for SOC 2 compliance.
have a dedicated global Public Safety Liaison team
We evaluate the health and effectiveness of made up of former law enforcement professionals
our information security program through who proactively partner with law enforcement and
ongoing assessments, monitoring, and testing. educate them on ways Uber can assist during an
Risk assessments are conducted through emergency or investigation.
external third-party engagements (including
In addition, Uber has a law enforcement portal
ISO, SOC 2, and pen tests), internal audits, and
where public safety officials can quickly and
other internal assessment programs. We monitor
securely submit legal process documents to
risks through regular leadership meetings, where
request information that may be critical in
various security teams present key metrics and
investigating potential criminal cases. Uber’s
progress associated with assigned objectives.
team of highly trained public safety response
professionals work with requesting officials to
Oversight and governance of Uber’s data appropriately narrow the scope of requests and
security programs are provided in a variety of provide only the information that’s necessary
ways, including these: under applicable legal processes. We also
• Uber’s Chief Information Security Officer (CISO) produce a Government Transparency Report
and Chief Privacy Officer chair the Privacy and every year that outlines the number of US and
Cybersecurity Council, which provides cross- Canada government requests we receive and how
functional governance and oversight into the we respond to them.
company’s privacy and cybersecurity operations
85

Governance indicators
Data privacy and security Privacy
2021 2022 Metric 2020 data 2021 data 2022 data
Category Scope quantity quantity
Organizational
Number of material cybersecurity breaches 125
Global 0 0
Number of employees dedicated to Privacy and Security 194 189 213
Number of external assessments of our Privacy and/or Security programs129 10 10 6
Liabilities and fines related to data privacy User controls and requests
Number of user data downloads through Download Your Data feature130 21,749 25,245 139,288
2021 2022
Category Scope quantity quantity Number of privacy features available to riders, drivers, and Uber Eats users 45 43 50
Private civil litigation126 Global $169,078 $30,000
Enforcement/regulatory actions127 Global $0 $4,607,738
Total Global $0 $4,637,738
Total amount of monetary losses as a result of legal proceedings

associated with anti-competitive-behavior regulations128 Global $0 $0
A cybersecurity breach is material if it could have an adverse effect on our business, financial condition, operating results, or prospects.
125
126
In 2022, Uber reached a settlement agreement with an arbitration claimant and a group of potential arbitration claimants in the US who alleged that the
company failed to safeguard drivers’ and riders’ personal information and mishandled a 2016 data security breach. The case began as part of the multidistrict
litigation consolidated in California federal court, proceeded in arbitration, and was resolved for $30,000, or $600 per claimant.
For data around law enforcement and
In 2022, the Italian data protection authority, the Garante, issued one fine of $2,303,869 USD ($2,120,000 €) fine against Uber B.V. and a second fine in the same
127
amount against Uber Technologies, Inc. for three alleged privacy violations: 1) failing to register a database for location data, 2) insufficient specificity of Uber's public health requests, please view Uber’s
privacy notice and 3) the use of risk scores. Uber is appealing the decision, but the appeal did not stay the obligation to pay the fine. Government Transparency Report.
128
Amount includes all judgments, fines, and penalties paid as a result of antitrust-related legal proceedings.
129
Assessments performed by independent third parties.
130
Number represents user data downloads requested and completed in 2022.
86
Local and
social impact
At a glance Governance
• We believe that we have a duty to use our global rides per month (through 2023) for underserved • We’ve increased our transit partnerships by 75% Uber’s Board of Directors periodically receives
scale to create real local impact. This means communities through transportation grants to since 2022 and are now working with 70+ public updates on emerging policies at the local, state, and
increasing access to transportation to generate 18 community health organizations across 16 states. agencies. national levels. The Board also receives reports from
positive, lasting benefits for the communities we executive leadership on city-specific and regional
•U
ber launched a community access fund that • Through our partnership with Lime, we expanded
serve, including riders, delivery users, drivers and commitments. The Board has regular discussions
provides transportation grants. Through these our micromobility offerings into more than 3 dozen
couriers, merchants, and cities at large. with senior management regarding media coverage
grants, 54 local organizations in 16 countries cities, making e-bikes and e-scooters available on
and regulatory, legislative, and public sentiment
• Uber remains committed to making sure that received transportation that enabled equitable the Uber app in 200+ total markets globally.
involving Uber.
transportation enables communities to stay healthy, access to doctor appointments, meals for food-
• In 2022, we launched Uber Moto in 75 new cities.
connected, sustainable, empowered, and safe. insecure households, domestic violence shelters,
refugee services, health screenings, and job
• In 2022 our partner Local Initiatives Support
appointments, among other opportunities.
Corporation (LISC) expanded the Vaccine Access
Fund, which provided rides to COVID-19 vaccine • Washington Metropolitan Area Transit Authority
appointments, into the Health Access Fund, (WMATA) sends 10%-15% of its daily paratransit
which now supports broader access to essential requests through Uber via Abilities-Ride (WMATA’s
healthcare services for communities. Through this parantransit program for the city). As a result,
program, Uber aims to provide thousands of WMATA has a 93% on-time performance for
paratransit trips.
87
Impact Healthy communities

After 2 years of uncertainty and hesitation, in 2022 the world began to move Every year, almost 6 million people living in the Further, in 2022 our partner Local Initiatives Support
again—in a big way. We now have more drivers and couriers on our platform than US miss healthcare appointments due to a lack Corporation (LISC) expanded the Vaccine Access
ever before. And we believe that we have a duty to use our global scale to create of reliable transportation. We know we can play a Fund, which provided rides to COVID-19 vaccine
real local impact. This means increasing access to transportation to generate role in changing that. Uber Health partners with appointments, into the Health Access Fund, which
positive, lasting benefits for the communities we serve, including riders, delivery organizations across the country to make sure lack now supports broader access to essential healthcare
users, drivers and couriers, merchants, and cities at large. Uber remains committed of transportation is never a barrier to staying healthy. services for communities. Through this program,
to making sure that transportation enables communities to stay healthy, Through these programs, Uber offers a flexible, on- Uber aims to provide thousands of rides per month
connected, sustainable, empowered, and safe. demand alternative to more complicated, insurance- (through 2023) for underserved communities
based government transportation options. through transportation grants to 18 community
health organizations across 16 states.
In Washington, DC, we teamed up with Surgo
Ventures and 2 community health centers—Mary’s Recognizing that movement is critical to accessing
Center and Community of Hope—to form Rides the goods and services communities need to thrive,
for Moms. Through this initiative, we funded more Uber launched a community access fund that
than 4,500 rides to prenatal appointments for provides transportation grants. In 2022, and through
457 pregnant people. Almost three-quarters (72%) these grants, 54 local organizations in 16 countries
of participants said it would have been difficult received transportation that enabled equitable access
to get to appointments otherwise, and 90% of to doctor appointments, meals for food-insecure
participants would recommend the program to households, domestic violence shelters, refugee
others. Building on those results, Uber is joining services, health screenings, and job appointments,
forces with Amerigroup Georgia (a managed care among other opportunities.
plan and subsidiary of Elevance Health), the Georgia
Primary Care Association, and Federally Qualified
Health Centers in Georgia to help expectant mothers
get the care they need and offer additional support
such as help with meals, goods, and groceries
through the Uber Eats platform.
88
Connected communities
Innovating to make transportation convenient, affordable, and intuitive Through our partnership with Lime, we expanded our coverage of
is another way we create local impact for communities. We do this micromobility options—shared e-bikes and e-scooters—by more than
by building new mobility products that reflect local needs and travel 3 dozen cities, making the offerings available on the Uber app in 200+
habits and by partnering with cities to streamline transportation total markets globally. Moreover, Uber Shuttle, our HCV (high-capacity
services. We also know we have a responsibility to minimize our vehicle) ride option, now provides fixed-route shuttle services to
platform’s environmental footprint. To that end, through a curated riders in Egypt and India, as well as corporate commuting routes for
product mix and strategic policy advocacy, we can offer users a variety customers in Brazil, Egypt, India, Mexico, and the US.
of environmentally sustainable alternatives to car travel.
In addition, we’ve vastly expanded our Uber Moto product in new
For example, Uber Transit has revolutionized the way riders with cities around the world. Uber Moto provides riders with access
disabilities can connect to accessible paratransit services, enabling to low-cost motorcycle taxi rides while also offering earning
on-demand rides when and where people need them. In Chicago in opportunities with a lower barrier to entry than car-based options.
2022, in partnership with Pace Suburban Bus, we facilitated more than In 2022, we launched Uber Moto in 77 new cities, increasing low-cost
20,000 on-demand rides within the DuPage Uber Access Program, access to point-to-point mobility and enabling affordable access to
where trip booking otherwise requires more than 24 hours’ notice. In public transit for many.
Washington, DC, what began as a short-term, small-scale rescue rides
In 2022, we leveraged our Hailables product portfolio to increase
arrangement with the Washington Metropolitan Area Transit Authority
the share of electric vehicles on our platform. In the Dominican
(WMATA) has expanded into a significant paratransit program for the
Republic, for instance, we partnered with a local bank and the federal
city known as Abilities-Ride. Through this program, WMATA sends
transportation authority to create easily accessible low-interest loans
10%-15% of its daily paratransit requests through Uber. As a result,
to help drivers on Uber Moto purchase electric motorcycles. Our goal
WMATA has a 93% on-time performance for paratransit trips. In late 2022, WXY Studios, in partnership with
is that the loans will fund the purchase of 10,000 bikes in the next 5-10
Uber Transit also complements traditional publicly run bus routes years. In Hamburg, Germany, we’ve partnered with taxi companies to Uber, released a report examining the future
and microtransit shuttle services with on-demand ridesharing, convert taxis into fully electric wheelchair-accessible vehicles. This of cities and mobility in India. The researchers
offering public transportation users a more nimble option to get initiative demonstrates how we can engage Hailables partners in conclude that shared mobility can help Indian
around. In 2022, for example, we expanded our existing partnership support of our own objectives toward both sustainability and access cities avoid a car-centric future. They also make
with Dallas Area Rapid Transit (DART) to include Uber as an option for to transportation for all. For a comprehensive view of our sustainability policy recommendations that can guide Indian
DART customers in 30 GoLink microtransit zones across 13 cities in and electrification efforts, please see the “Environmental sustainability cities toward a future of shared mobility.
North Texas. Now riders can use GoPass—DART’s mobile app—as and climate change” section of this report.
a one-stop shop for mass transit and ridesharing with Uber.
89
Empowered communities
Uber is one of the world’s largest platforms for flexible work, and
we continue innovating to create new ways to generate economic
opportunities for drivers and couriers on our platform. By partnering
with taxi fleet companies in cities globally, for example, we enable
large numbers of taxi drivers to tap into our international demand
pool, helping to increase their utilization and earnings. By the end
of 2022, Uber was referring trips to more than 150,000 taxi drivers
worldwide, including more than 10,000 from taxi partnerships in
Colombia, Italy, New York City, and San Francisco.
Our company also continued advancing our anti-racism

commitments. Among Uber’s community efforts to help increase
racial equity, we remain partners with EatOkra, Operation HOPE, and
National Urban League to support Black-owned businesses across
the US. As part of those collaborations, for example, Uber Eats hosted
events in Atlanta, including an April 2022 summit that gathered owners
and staff from Black-owned restaurants to learn and share how to
grow their business on and off the platform. In the UK, Uber Eats
launched the Uber Eats Black Business Fund to support Black-owned
businesses that were disproportionately affected by the pandemic. In
collaboration with Enterprise Nation and Be Inclusive Hospitality, the
fund awarded grants to 25 small Black-owned businesses in the UK.
90
Safe communities
Disaster response • Funded 50 ambulances. Through the “Keep Ukraine Moving”
donation campaign we’re running in partnership with UNITED24,
Across our mobility, delivery, and freight platforms, we have the ability Ukrainian President Zelenskyy’s platform for international charitable
to move people to safety or get them essential supplies and services giving to Ukraine, we’ve raised money for ambulances equipped with
in response to disasters and to help with recovery. Uber continued to the critical medical equipment needed to keep injured people alive.
show up in communities and provide access to rides to shelters, meals
to first responders, and essential supplies moved through Uber Freight. • Leveraged our world-class logistics tech capabilities. We built
In 2022, Uber responded to 14 disasters worldwide, including the war a customized logistics platform for the World Food Programme
in Ukraine, Hurricane Ian in Florida, floods in Bangladesh and Pakistan, and UNHCR (the UN Refugee Agency) that seamlessly handles
and COVID in Hong Kong. Through these actions, Uber provided 114,000 truck dispatching, delivery routing, and shipment tracking. As of
free rides and moved 1.5 million pounds of food, water, and essential February 28, 2023, we’ve helped deliver more than 500 truckloads
supplies for community rescue, relief, and recovery in 2022. of essential goods to communities in need, including emergency
winter shelter supplies.
Spotlight: Ukraine • Customized the Uber app to provide free on-demand rides
to cultural and historical sites for teams of conservationists.
When war struck Ukraine in early 2022, Uber quickly mobilized to This partnership with the US Department of State and the
support communities in need, committing to helping as long as the Smithsonian Institution helps conservationists from Ukraine’s
war continues. To date, we’ve provided critical relief to the Ukrainian Ministry of Culture and Information Policy secure or transport
people and culture in a variety of ways: thousands of irreplaceable, culturally significant Ukrainian artifacts
$8.5M+
and artworks. The teams have already covered more than 45,000
•D
oubled our footprint in Ukraine, from 9 to 18 cities. As a
kilometers to reach more than 200 sites across Ukraine.
result, more communities have had access to rides, and 25,000+
drivers have used our app to earn money and provide essential • Helped raise more than $8.5 million. The charitable donations
transportation. from riders worldwide and direct grants from Uber support
the humanitarian aid operations of our partners, including the Funds raised for Ukraine
•P
rovided more than 330,000 free rides to Ukrainian refugees,
displaced families, frontline healthcare workers, and teachers.
International Rescue Committee, Red Cross, UNHCR, UNICEF, and support with direct grants from
World Food Programme.
We moved these people to safe locations through on-demand rides Uber plus charitable donations
and scheduled minibus routes. from riders worldwide
91
Governance
At a glance Responsiveness Performance
What we do • Uber is conducting a civil rights assessment • The Board and its independent Audit,
• Independent chairperson • I ncorporate performance metrics tied to our in response to a stockholder proposal received Compensation, and Nominating and Governance
• Look for qualified women and minorities for cultural values, including safety; climate; and with respect to our 2022 Annual Meeting. We Committees actively engaged in overseeing the
every open Board seat diversity, equity, and inclusion (DEI) metrics into voluntarily embraced the opportunity, feeling components of our ESG program. In the past
executive compensation that it was consistent with our company values 3 years, our Board has amended the charters of
• Fully independent Audit, Compensation, and
and also the right thing to do at this point in our each key committee to formalize oversight of our
Nominating and Governance Committees that
✖ What we don’t do company’s journey. various ESG priorities.
meet at least quarterly
• Dual class stock
• Annual elections for all directors •A
greed to recommend adding proxy access to our
• Allow hedging of Uber stock by directors or
• Directors elected by majority vote in uncontested bylaws before our 2024 Annual Meeting.
employees
elections
• Allow pledging of Uber stock by directors or
•B oard oversight of management succession
employees for margin loans or similar speculative
planning
transactions
• Board, committee, and individual director
• Have a stockholder rights plan (“poison pill”)
evaluation process
• Have a classified Board
• Stock ownership guidelines for directors and
• Require a supermajority vote to amend our
executive officers
bylaws or certificate of incorporation
• Clawback policy in our executive compensation
• Require a supermajority vote to remove directors
program
92
Board independence Board tenure131
Uber’s Board
of Directors 90% Non-independent (1)
Independent (9)
4.4 2-4 years (4)
4-5 years (1)
Avg years of
Independent
tenure >5 years (5)
Our Board of Directors is committed to best-in-

class corporate governance and firmly believes
that we must be transparent with, and accountable 86% of S&P 500 directors are independent. 7.8 years is the average tenure of S&P 500 boards.
to, our stockholders with respect to our culture,
governance, and corporate responsibility. In our
journey to build out a world-class public company Gender diversity Director age131
governance structure, we have strengthened and
developed a Board of Directors with a diverse set
of backgrounds, skills, and experiences.
61
45-55 years (4)
40% Female (4)
Male (6) Avg director
56-65 years (3)
Female 66+ years (3)
age
32% of S&P 500 directors are female. 63 years is the average age of independent S&P 500 directors.
Ethnic diversity
Skills, experience, and background
10 Financial expertise
30% Ethnic minorities (3) 9 Global company leadership

Ethnic Not ethnic minorities (7)
minorities 9 Sustainability and human capital management
Read our 2023 Proxy Consumer and digital experience

8
Statement to view
22% of S&P 500 directors are from an
the annual self- 7 Innovation, technology, and high-growth experience
underrepresented racial or ethnic group.
evaluation process.
5 Government, policy, and regulatory experience
Data is as of March 28, 2023.
131
Note: Board composition is with respect to the Board nominees named in our 2023 Proxy Statement.
93
Nominating
Board oversight Audit
Committee
Compensation
Committee
and Governance
Committee
Full
Board
The ESG issues identified in our assessment are

Climate change
important to the long-term success of our business
and our business strategy. As such, and as appropriate,
they are overseen by Uber’s Board of Directors and
Political lobbying
the Board’s independent Audit, Compensation,
and Nominating and Governance Committees.
The chart to the right summarizes the Board and Driver and courier well-being
each committee’s primary responsibility for the
components of our ESG program and our material
ESG topics. Employee diversity, inclusion, and culture
ESG program
Ethics and compliance
Local impact
Privacy and cybersecurity
User safety
Innovation
94
Key examples of Board and committee oversight of ESG issues
Uber’s Board of Directors and Nominating and Governance Committee periodically The Board and its committees play a critical role in overseeing how we develop and
Climate receive updates on policy and regulatory trends at the local, state, and national Ethics and maintain the workplace culture that we want. Uber’s Chief Ethics and Compliance
change levels concerning climate- and emissions-related developments, and they compliance Officer (CECO) and our Global Head of Internal Audit meet with the Audit Committee
receive reports on Uber’s climate change commitments. Uber’s SVP of Mobility quarterly regarding the state of compliance and ethics, internal investigations, and the
and Business Operations and the SVP of Marketing and Public Affairs share operation of the company’s Integrity Helpline. Aspects of the compliance and ethics
responsibility for climate change–related issues and policies within the company. program are incorporated into the performance evaluations of executive officers, while
These executives oversee the work of the Global Head of Sustainability, who is company culture is overseen by the Compensation Committee and the Nominating and
responsible for measuring Uber’s emissions footprint, evaluating potential related Governance Committee. The CECO and the Global Head of Internal Audit report to the
business and regulatory risks (such as limits on emissions), and assessing options CLO and CFO, respectively, and work with the company’s Executive Leadership Team (ELT)
for emissions reduction. Uber’s Executive Leadership Team reviews Uber’s major as part of our enterprise risk management program. Working with the ELT and the Audit
climate commitments and endorses emissions-reduction programs. Committee, the CECO is responsible for implementing an ethical culture throughout the
business and ensuring the continuous enhancement of the global compliance program.
Uber’s Board of Directors considers the well-being and status of drivers and couriers, Uber’s Board of Directors periodically receives updates on emerging policies at the local,
Driver and in some form, at nearly every Board meeting. Driver and courier satisfaction, retention, Local state, and national levels. The Board also receives reports from executive leadership
courier and classification are among the issues considered by the Board when evaluating impact on city-specific and regional commitments. The Board has regular discussions with
well-being Uber’s risk management processes and when guiding strategy or reviewing major senior management regarding media coverage and regulatory, legislative, and public
plans of action. The Compensation Committee tied executive compensation for our sentiment involving Uber.
most senior executives to the achievement of driver and courier satisfaction and
retention metrics in addition to safety improvement metrics.
The Board receives annual updates and is actively engaged in user safety. The Board and
User management deeply understand the importance of safety, which is why safety is tied to our
The Board receives quarterly reports from the Office of Diversity and Inclusion
safety company values and is a performance metric for each of our most senior executives. Our
regarding Uber’s progress toward its diversity goals. There is also an annual
Employee Senior Vice President of Core Services reports annually to the Board on motor vehicle fatalities,
organizational review that includes succession planning and a talent review. The
diversity, physical assault fatalities, and critical sexual assaults, as well as safety product highlights.
Compensation Committee considers diversity, equity, and inclusion (DEI) metrics
equity,
when developing compensation plans and includes DEI and cultural goals as
inclusion,
metrics in the compensation for Uber’s most senior executives. The Compensation The Board oversees the senior management team’s efforts to address cybersecurity and
and culture
Committee also receives summaries of employee engagement survey results and Privacy and data privacy risks. Uber’s Chief Information Security Officer provides quarterly reports to
related matters. At the management level, our CEO meets with each of his direct cybersecurity the Audit Committee or Board and is responsible for a range of cybersecurity activities.
reports quarterly to review progress against DEI operating targets and plans. The CEO In addition, the Audit Committee annually reviews Uber’s risk profile with respect to
also meets with our employee resource groups once a year and as needed to review cybersecurity matters. Our Chief Privacy Officer provides reports to the Board annually
strategies, review marketplace initiatives, and assess resource requests. and as requested from time to time.
95
Management of ESG at a glance
Executive leaders at the company
Chief Executive Officer Senior Vice President, Chief People Officer Senior Vice President, Delivery
Chief Financial Officer Senior Vice President, Marketing Vice President, Core Services
Leadership and Public Affairs
S
enior Vice President, Chief Legal Officer Senior Vice President, Chief Product Officer
and Corporate Secretary Senior Vice President, Mobility
Vice President, Uber Freight
and Business Operations
Chief Diversity and Inclusion Officer
Uber’s ESG team, led by our Head of ESG Strategy & Engagement, works cross-functionally with teams across the company on managing ESG risks and opportunities, including:
Algorithmic Fairness and Bias Engineering Labor and Employment Real Estate
Cities and Transportation Policy Ethics and Compliance Legal Safety
Compensation and Benefits Federal Affairs Marketplace Fairness Social Impact

ESG
Working Cybersecurity Fraud Risk Mobility Sustainability
Group Data Privacy Freight People and Places (Workplace) Work and Economic Policy
Delivery Government Affairs Committee Political Law
Diversity, Equity, and Inclusion Internal Audit Product Design
Driver Policy Investor Relations Public Policy

96
Ethics and
compliance
At a glance Stakeholder engagement quarterly regarding the state of compliance and
ethics, internal investigations, and the operation
• Our Ethics and Compliance team’s mission is to: • We have a suite of compliance policies and • What we heard: Encouraged to enhance reporting
of the company’s Integrity Helpline. Aspects of the
procedures that are specific and address identified around political and lobbying expenditures.
– Foster and enable a culture of ethical decision- compliance and ethics program are incorporated
risk areas, including the:
making • How we responded: Received an inaugural score into the performance evaluations of executive
– Promote compliance with applicable laws, – Insider Trading Policy of 81.4 on the 2022 CPA-Zicklin Index of Corporate officers, while company culture is overseen by the
regulations, internal policies, and best practices – Third Party Anti-Corruption Due Diligence Policy Political Disclosure and Accountability. Enhanced Compensation Committee and the Nominating and
– Guide Uber to do the right thing, period – Corporate Policy on Conflicts of Interest our US Political Engagement Report, which now Governance Committee. The CECO and the Global
– Policy Against Bribery and Corruption includes disclosures around climate lobbying. Head of Internal Audit report to the CLO and CFO,
• Our Business Conduct Guide (BCG) provides our respectively, and work with the company’s Executive
– Competitive Intelligence Policy
employees with clear expectations for the proper Leadership Team (ELT) as part of our enterprise risk
– Global Interaction with Public Officials policies Governance
course of action when faced with ethical decisions management program. Working with the ELT and
The Board and its committees play a critical role the Audit Committee, the CECO is responsible for
in overseeing how we develop and maintain the implementing an ethical culture throughout the
workplace culture that we want. Uber’s Chief Ethics business and ensuring the continuous enhancement
and Compliance Officer (CECO) and our Global Head of the global compliance program.
of Internal Audit meet with the Audit Committee
97
Ethics and compliance

Our Ethics and Compliance team’s mission Many of our ethics and compliance policies have their own internal training per learner, allowing employees to demonstrate mastery of
online homepage with a statement from our Chief Ethics and compliance topics where they have deep proficiency and receive
• Foster and enable a culture of ethical Compliance Officer inviting employees to access FAQ, one-page additional training in real time for topics that are challenging for them.
decision-making learning aids, and optional mini training modules. Additionally, we The adaptive learning technology also captures detailed training
have built an internal-facing BCG microsite. This microsite is easily data that enables the Ethics and Compliance team to measure the
• Promote compliance with applicable laws, regulations,
accessible using mobile devices and prominently features the BCG and effectiveness of our policies and procedures and our ethics and
internal policies, and best practices
the Conflict of Interest disclosure portal as well as the Integrity Helpline compliance communications.
• Guide Uber to do the right thing, period reporting portal.
To achieve this mission, the Ethics and Compliance team has built
9,000+ 94%+
and maintains a comprehensive program of policies, processes, and
controls to prevent, detect, and respond to conduct that is unlawful,
unethical, or violates Uber’s policies. The team also monitors company
risks to continually evolve and improve the program.
The cornerstone of our comprehensive program is our Business

Number of times Uber employees Amount of Uber employees who have completed
Conduct Guide (BCG), which provides our employees with clear accessed our BCG microsite in 2022 their BCG training using adaptive learning technology
expectations for the proper course of action when faced with ethical
decisions. We require every Uber employee to complete training on
and acknowledge our BCG within 30 days of hire. We update the BCG Training
every 2 years and require employees to complete training on and A key element of our comprehensive program is our risk-based Currently, nearly 21,000 employees have received the Ethics and
acknowledge any updates. ethics and compliance training curriculum that assigns training to Compliance Champion designation after completing a specific
employees based on the risk level that considers their role, location, suite of ethics and compliance training courses. In LatAm, almost
We have a suite of compliance policies and procedures that are specific and management responsibility. Employees falling in the medium- and 60 employees have received training in our Heroes program. These
and address identified risk areas, including the Insider Trading Policy, lower-risk categories are assigned additional online courses beyond the individuals support the Ethics and Compliance function in LatAm
Third Party Anti-Corruption Due Diligence Policy, Corporate Policy on standard training for all employees, and employees falling in the higher- by conducting training, facilitating related conversations, and acting
Conflicts of Interest, Policy Against Bribery and Corruption, Competitive risk category receive live training. We translate all training courses to as program ambassadors further augmenting the team’s reach
Intelligence Policy, and global Interaction with Public Officials policies. maximize comprehension by employees. throughout business units across the region.
In 2022, we updated our Policy Against Bribery and Corruption to
provide further guidance on engaging with public officials and on In addition to curating ethics and compliance learning content that
charitable contributions and political donations. is highly customized for Uber, our online training curriculum uses
adaptive learning technology. This technology personalizes the
98
Culture of compliance Uber encourages our employees to act like owners and take an active An independent third party operates our Integrity Helpline, which
To continually improve our global compliance program and align our role in protecting the company from risks. Every year during Ethics allows employees to report concerns anonymously. Additionally, the
program priorities to critical risks facing the company, our Ethics and and Compliance Week, the company refreshes our commitment to web portal and call center are available in more than 30 languages.
Compliance team periodically commissions independent external supporting a “Stand up, speak up” culture by raising awareness of the Anyone, anywhere, anytime can use the Integrity Helpline to raise a
assessments and conducts our own internal risk assessments. Uber’s Integrity Helpline and encouraging our employees and third parties concern or report a suspected violation of our policies, our procedures,
compliance risk assessment approach involves surveying employees at to speak up if they have a concern or if they see something they or the law. We publicize the helpline through the BCG, through multiple
all levels across the globe to gauge awareness of compliance topics and believe is inconsistent with our cultural norms or policies. For example, links and pages on the company’s intranet and internet sites, and
perceived risk. The results of these assessments inform our compliance during Ethics and Compliance Week in 2022, office screens in Uber through online and in-person training sessions. Uber strictly prohibits
program priorities. offices globally displayed “Stand up, speak up” graphics and contact retaliation for good-faith reporting to the Integrity Helpline or to any
information for the Integrity Helpline. We coordinate our awareness resource. All reports are reviewed and triaged and, after the initial
week campaign with Ethics and Compliance teams across the globe, screening, are assigned to the appropriate team for investigation. Any
including those for our newly acquired entities. necessary disciplinary and/or remedial action is taken as appropriate.
In 2022, we developed resources, including ethics We continually review our metrics and data related to case reporting
and compliance talking points and 10-minute and investigation to assess the Integrity Helpline’s effectiveness and
meeting materials, to empower managers to our investigation teams’ responsiveness.
engage with their teams on our “Do the right

thing” company value.
50% Anti-corruption
We oppose corruption in all its forms. Corruption corrodes the
social fabric of society and undermines people’s trust in the political
system, in its institutions, and in its leadership. Corruption affects
Increase in employee engagement with
societies politically, economically, socially, and environmentally. Our
our intranet pages after the first day of
4,000+
global compliance program is built on the essential elements of an
Ethics and Compliance Week 2022 effective compliance program as outlined by the US Sentencing
Commission, the UK Bribery Act, and the Good Statistical Practice
program guidelines endorsed by the Organisation for Economic
Number of Uber employees who have used our Co-operation and Development.
new interactive chatbot to get Uber-specific
guidance for ethical dilemmas
99
Third-party risk management by an external company. The principles and training

In December 2019, we established our risk-based, are focused on ethical business practices, financial
automated third-party due diligence program that integrity, conflicts of interest, data privacy and
assesses all third parties for corruption and bribery security, and respectful workplace.
risks to help ensure that the organizations we work
with engage in ethical business practices. In 2021, Global Anti-Corruption Data Analytics program
we enhanced this program to identify potential In 2021, we established the foundation and
conflicts of interest and commercial bribery risks. infrastructure for a more robust, data-driven
The following year, our Internal Audit team evaluated compliance program. Leveraging governance, risk,
the effectiveness of the third-party due diligence and compliance vendor ServiceNow, we created a
program, and our Ethics and Compliance team centralized hub where all anti-corruption monitoring
continues to monitor the program. We will continue workstreams are located. This allows us to automate
to ensure that the program effectively identifies and approximately 80% of what had been an entirely
addresses third-party bribery and corruption risks. manual process and enables proactive review and
escalation of any potential red flags, outliers, or
Further, our mergers and acquisitions due diligence trends. In 2022, we equipped our regional teams
procedures are designed to help ensure a proper with the skills and tools necessary to access the
focus on pre-acquisition due diligence and post- centralized hub in real time, and we completed
acquisition integration of acquired entities to help the first audit of our risk scoring methodology for
maintain our strong ethics and compliance culture. our anti-corruption monitoring program.
In the spirit of the United Nations Guiding Principles
on Business and Human Rights, the United Nations
Political activities
Universal Declaration of Human Rights, and the
Uber responsibly participates in federal, state, and
International Labour Organization Declaration on
local public policy discussions on matters that may
Fundamental Principles and Rights at Work, our
affect our business. We participate in a nonpartisan
global Supplier Code of Conduct sets forth the
way to help shape public policy and advocate for
expectation for suppliers working on our behalf to
government action that’s consistent with our ethics
comply with all laws and to act ethically and with
and supports our business objectives. Senior-level
integrity at all time.
Uber colleagues are engaged in these actions—from
Employees of suppliers assigned to Uber as Policy team leaders raising awareness at community
contractors and consultants, referred to as EXTs, and industry fireside chats to our Board of Directors
are required to acknowledge EXT Work Principles Nominating and Governance Committee overseeing
and take Ethics and Compliance training provided political activities and lobbying through their charter.
100
Other
performance
101
Sustainability Accounting Standards Board

This report includes metrics responsive to the recommendations of the Sustainability Accounting Standards Board (SASB). Because no one set of industry reporting standards encompasses the full scope of Uber’s business
model, we have included applicable reporting standards from both the SASB Internet Media and Services and SASB Road Transportation standards. In some cases, we’ve made modifications or omissions to these reporting
standards to better reflect Uber’s actual operations and the data that is available for consistent, quality measurement and reporting. We have also provided information responsive to aspects of the all-sector recommendations
of the Task Force on Climate-related Financial Disclosures on governance, strategy, risk management, metrics, and targets. We expect to continue building on this work in future versions of the report.
Topic Location
SASB - Internet Media and Services
Total energy consumed p. 54
Percentage grid electricity p. 54
Percentage renewables p. 54
Total water consumed p. 55
Percentage of total water consumed in regions with high or extremely high baseline water stress p. 55
Integration of environmental considerations into strategic planning for data centers p. 45
Description of policies and practices relating to behavioral advertising and user privacy pp. 82-85
Total amount of monetary losses as a result of legal proceedings associated with user privacy p. 85
1 Number of law enforcement requests for user information

2 Number of users whose information was disclosed p. 85;
3 Percentage resulting in disclosure Government Transparency Report
Number of material cybersecurity breaches p. 85
Description of approach to identifying and addressing data security risks, including use of third-party pp. 82-85
cybersecurity standards Also see the 2023 Proxy Statement, p. 13
Percentage of employees who are foreign nationals p. 81
Employee engagement as a percentage p. 81
Percentage of gender and racial/ethnic group representation for pp. 77-80

1 leadership, 2 tech staff, and 3 all other employees
Total amount of monetary losses as a result of legal proceedings

associated with anti-competitive-behavior regulations p. 85
Entity-defined measure of user activity p. 4 (MAPCs)

102
SASB and Task Force on Climate-related Financial Disclosures

Topic Location
SASB - Road Transportation
Gross global Scope 1 emissions p. 53
Discussion of long-term and short-term strategy or plan to manage Scope 1 emissions, pp. 36-55; also see the Climate Assessment
emissions reduction targets, and an analysis of performance against those targets. and Performance Report and our climate change commitments
1 Total fuel consumed

2 Percentage natural gas
3 Percentage renewables p. 54
1 Total recordable incident rate for direct employees and contract employees
2 Fatality rate for direct employees and contract employees p. 81
Number of motor vehicle fatalities (platform) p. 34; US Safety Report
Topic Location Notes

Task Force on Climate-related Financial Disclosures (TCFD)
Governance
Disclose the organization’s governance around climate-related risks and opportunities. pp. 48, 94-95 Also see Uber’s 2023 Proxy Statement
Strategy
Disclose the actual and potential impacts of climate-related risks and opportunities on the
organization’s business, strategy, and financial planning where such information is material. pp. 36-55 Also see the Climate Assessment and Performance Report, SPARK! report, and our climate change commitments
Risk management
Disclose how the organization identifies, assesses, and manages climate-related risks. pp. 36-55 Also see the Climate Assessment and Performance Report, SPARK! report, and our climate change commitments
Metrics and targets

Disclose the metrics and targets used to assess and manage relevant climate-related risks and
opportunities where such information is material. pp. 36, 37, 53-55 Also see the Climate Assessment and Performance Report and our climate change commitments
103
Sustainable Development Goals

Uber proudly contributes to many of the United Nations Sustainable Development Goals (SDGs). Due to the nature of our business and operations, we primarily contribute to 9 of them: Good Health and Well-Being; Gender
Equality; Affordable and Clean Energy; Decent Work and Economic Growth; Reduced Inequalities; Sustainable Cities and Communities; Climate Action; Peace, Justice and Strong Institutions; and Partnerships for the Goals.
The following pages include a few examples of Uber’s contributions to the goals, with an emphasis on our contributions in 2022 and the early part of 2023.
Topic
Priority SDGs and targets Example activities Location
Goal 3: Ensure healthy lives and promote well-being for all at Global: We partner with leading insurance companies to offer a range of protection solutions, including on-app coverage for accidents and injuries while working—and in some p. 17
all ages markets, income protection when drivers or couriers can’t work due to injury or sickness.
Global: Drivers and couriers on the Uber platform come from all age groups: 18-29 (31%), 30-39 (33%), 40-49 (21%), 50+ (15%). p. 12
Internal: Our company continues to evolve sustainable, healthy building standards across design, construction, policies, and operations, resulting in spaces that support the health p. 45
of people and planet. These efforts prioritize improved air and water quality, acoustic and thermal comfort, energy efficiency, daylighting and dynamic lighting, sustainable building
materials, waste reduction, and physical and mental wellness support. We expanded our global footprint of sustainable, healthy workplaces through additional LEED and WELL
certifications in 2022. Uber’s global portfolio now includes 9 LEED-certified locations, 7 WELL-certified locations, 18 WELL Health-Safety Rating sites, and 3 WELL Precertification sites.
Global/internal: Our benefits offering provides market-specific choice, gives access to robust mental health and family-building programs, including an 18-week global parental p. 74
leave policy; and encourages overall employee well-being, all with the employee experience at the core.
US: In Washington, DC, we teamed up with Surgo Ventures and 2 community health centers—Mary’s Center and Community of Hope—to form Rides for Moms. Through this p. 87
initiative, we provided more than 4,500 rides to prenatal appointments for 457 pregnant people.
US: Uber is joining forces with Amerigroup Georgia (a managed care plan and subsidiary of Elevance Health), the Georgia Primary Care Association, and Federally Qualified p. 87
Health Centers in Georgia to help expectant mothers get the care they need and offer additional support such as help with meals, goods, and groceries through the Uber
Eats platform.
US: In Chicago in 2022, in partnership with Pace Suburban Bus, we facilitated more than 20,000 on-demand rides within the DuPage Uber Access Program, where trip booking p. 88
otherwise requires more than 24 hours’ notice. In Washington, DC, what began as a short-term, small-scale rescue rides arrangement with the Washington Metropolitan Area Transit
Authority (WMATA) has expanded into a significant paratransit program for the city known as Abilities-Ride. Through this program, WMATA sends 10%-15% of its daily paratransit
requests through Uber. As a result, WMATA has a 93% on-time performance for paratransit trips.
US: In 2022, our partner Local Initiatives Support Corporation (LISC) expanded the Vaccine Access Fund, which provided rides to COVID-19 vaccine appointments, into the Health p. 87
Access Fund, which now supports broader access to essential healthcare services for communities. Through this program, Uber aims to provide thousands of rides per month
(through 2023) for underserved communities through transportation grants to 18 community health organizations across 16 states.
Goal 5: Achieve gender equality and empower all women Global/internal: We continue to remain focused on enhancing our ability to track our demographic data and using the results to ensure our ability to meet our targets for p. 65
and girls improving representation for women globally and underrepresented people (URP) in the US. With much of the world facing economic uncertainty in the second half of 2022,
regression in our representation data might have been expected. But so far, we have been able to sustain our gains—and have even seen some incremental increases.
Global/internal: In 2017, we began monitoring employee compensation data and made adjustments to achieve fair and consistent pay outcomes across race and gender demographics. p. 76
In 2022, women at Uber globally earned $1.00 for every $1.00 (total cash) earned by men performing similar job functions. In that same time period in the US, in aggregate, employees
from underrepresented racial backgrounds earned $0.98 for every $1.00 (total cash) earned by non-underrepresented peers at the same job level. Uber stays committed to examining
and updating our people processes to ensure that pay and compensation decisions are made without bias and with the goal of equity across our workforce. We will continue to focus on
maintaining and providing transparency on this important measure going forward.
104
Indices
Topic
Goal 7: Ensure access to affordable, reliable, sustainable, Global: Launched our Shell Recharge Solutions partnership and signed a global mobility deal with bp Pulse to help further our electrification goals. p. 38
and modern energy for all. US: Uber is committed to matching 100% of energy use in our US workplaces with renewable energy by 2025, with current workplace energy (kWh) matching at 70% for 2022. We intend
to match all energy use in our global corporate operations with renewable energy by 2030. Uber’s investment in the Azure Sky wind farm in Texas, which we helped finance through a 12- p. 45
year virtual power purchase agreement, propels us toward achieving this goal.
Global: We’re working with industry leaders across the globe to find easy and affordable ways to help drivers go electric. p. 40
Goal 8: Promote sustained, inclusive and sustainable Global: From January 1, 2020, to December 31, 2022, more than 20 million people used Uber’s platform to earn—including more than 5 million drivers and couriers per month in p. 12
economic growth, full and productive employment, and Q4 2022 alone. In total, during that same 3-year period, they generated over $100 billion in earnings, excluding tips.
decent work for all. Global: It’s critical that platform companies, workers and their advocates, and governments work together to improve the quality and security of independent platform work. We p. 16
believe good platform work should provide independent platform workers with flexibility, earnings, benefits and protections, voice, and growth.
Global: As part of our participatory and consultative approach with drivers and couriers, we continue to partner with driver and courier associations, including unions. p. 21
Canada, EU, and US: The predominance of multi-apping in the platform economy underscores the need for benefits schemes that are portable, meaning that each worker has p. 16
a single benefits account that follows them from work opportunity to work opportunity. We have been advocating for such models in Canada, the EU, and the US, and elsewhere,
and are prepared to contribute toward such schemes where sectoral regulatory requirements make it possible for us to do so.
Global: We partner locally with academic and learning institutions, labor unions, and leading NGOs around the world to expand opportunities for lifelong learning and career pp. 18-19
advancement to eligible drivers, couriers, and, in some cases, their loved ones. We partner with Rosetta Stone to provide eligible drivers and couriers around the world with the
opportunity to learn a new language for free. Close to 70,000 have used the program to study 24 languages.
Kenya: We partnered with Zydii to offer drivers online programs such as money management, first aid, and peer-to-peer learning. p. 19
LatAm: We partnered with Endeavor and Sebrae to create and promote content about finance education, future of work, and well-being for more than 204,000 drivers from p. 19
Argentina, Brazil, Chile, Colombia, Costa Rica, and Mexico.
UK: Our partnership with the Open University in the UK has enrolled 1,200 drivers and their family members since its launch in 2020. p. 19
US: Since our partnership with Arizona State University (ASU) launched in 2018, nearly 5,000 drivers, couriers, and their family members have enrolled in undergraduate degree p. 19
programs online, with full tuition coverage.
Global/internal: “Stand for safety” is a core company value that extends beyond our platform to our people and places. Having a healthy, safe, sustainable work environment for p. 75
all employees, contractors, and guests empowers them to do their best work. Uber’s injury and illness prevention plan (IIPP) is the foundation of our safety management system,
which adheres to all legal requirements at federal, state, and local levels as well as any international or internal Uber requirements. Every program, process, and policy has been
intentionally designed with these requirements in mind while also incorporating a continuous improvement system, as the work of safety never stops.
Global: Recognizing that movement is critical to accessing the goods and services communities need to thrive, Uber launched a community access fund that provides p. 87
transportation grants. In 2022, and through these grants, 54 local organizations in 16 countries received transportation that enabled equitable access to doctor appointments,
meals for food-insecure households, domestic violence shelters, refugee services, health screenings, and job appointments, among other opportunities.
Global: By partnering with taxi fleet companies in cities globally, we enable large numbers of taxi drivers to tap into our international demand pool, helping to increase their p. 89
utilization and earnings. By the end of 2022, Uber was referring trips to more than 150,000 taxi drivers worldwide, including more than 10,000 from taxi partnerships in Colombia,
Italy, New York City, and San Francisco.
Global: We believe our employee experience and diversity, equity, and inclusion work is critical to the success of our business. We would pursue these efforts regardless of external p. 108
recognition. That said, we are proud of the awards we’ve received over the years and appreciate how they showcase our commitment to our employees and help tell our story to
consumers, potential employees, and the public.
105
Indices
Topic
Goal 10: Reduce inequality within and among countries. Global: Low barriers to entry ensure that people from all backgrounds, regardless of race, ethnicity, gender, sexual orientation, education, or other characteristics, have equal p. 13
access to work. This also means that platform work attracts diverse groups of workers who may have been historically marginalized from the labor market.
France: We partnered with the NGO Each One to offer job training programs for refugee and migrant couriers. After completing the program, 31 were offered full-time roles. p. 19
US/external: Throughout 2022, we made significant strides in delivering on our 2020 commitments to become a more anti-racist company. To date, we have fulfilled 11 of the p. 61
original commitments.
US: In Chicago in 2022, in partnership with Pace Suburban Bus, we facilitated more than 20,000 on-demand rides within the DuPage Uber Access Program, where trip booking p. 88
otherwise requires more than 24 hours’ notice. In Washington, DC, what began as a short-term, small-scale rescue rides arrangement with the Washington Metropolitan Area
Transit Authority (WMATA) has expanded into a significant paratransit program for the city known as Abilities-Ride. Through this program, WMATA sends 10%-15% of its daily
paratransit requests through Uber. As a result, WMATA has a 93% on-time performance for paratransit trips.
Global: Among Uber’s community efforts to help increase racial equity, we remain partners with EatOkra, Operation HOPE, and National Urban League to support Black- p. 89
owned businesses across the US. As part of those collaborations, for example, Uber Eats hosted events in Atlanta, including an April 2022 summit that gathered owners and
staff from Black-owned restaurants to learn and share how to grow their business on and off the platform. In the UK, Uber Eats launched the Uber Eats Black Business Fund
to support Black-owned businesses that were disproportionately affected by the pandemic. In collaboration with Enterprise Nation and Be Inclusive Hospitality, the fund
awarded grants to 25 small Black-owned businesses in the UK.
Goal 11: Make cities and human settlements inclusive, safe, Global: Set aside (as of Q4 2022) more than $289 million of the $800 million in resources we’ve committed to using by 2025 to assist drivers. (Of the $289 million set aside, $72 million has p. 38
resilient and sustainable. already been distributed to drivers.) p. 38
Global: We launched our Shell Recharge Solutions partnership and signed a global mobility deal with bp Pulse to help further our electrification goals.
US: In Chicago in 2022, in partnership with Pace Suburban Bus, we facilitated more than 20,000 on-demand rides within the DuPage Uber Access Program, where trip booking otherwise p. 88
requires more than 24 hours’ notice. In Washington, DC, what began as a short-term, small-scale rescue rides arrangement with the Washington Metropolitan Area Transit Authority
(WMATA) has expanded into a significant paratransit program for the city known as Abilities-Ride. Through this program, WMATA sends 10%-15% of its daily paratransit requests through
Uber. As a result, WMATA has a 93% on-time performance for paratransit trips.
US: In 2022, we expanded our existing partnership with Dallas Area Rapid Transit (DART) to include Uber as an option for DART customers in 30 GoLink microtransit zones across 13 cities p. 88
in North Texas. Now riders can use GoPass—DART’s mobile app—as a one-stop shop for mass transit and ridesharing with Uber.
Global: Through our partnership with Lime, we expanded our coverage of micromobility options—shared bikes, e-bikes, and scooters—by more than 3 dozen cities, making the offerings p. 88
available on the Uber app in 200+ total markets globally.
Global: Uber Shuttle, our HCV (high-capacity vehicle) ride option, now provides fixed-route shuttle services to riders in Egypt and India, as well as corporate commuting routes for p. 88
customers in Brazil, Egypt, India, Mexico, and the US.
Global: We’ve vastly expanded our Uber Moto product in new cities around the world. Uber Moto provides riders with access to low-cost motorcycle taxi rides while also offering earning p. 88
opportunities with a lower barrier to entry than car-based options. In 2022, we launched Uber Moto in 77 new cities, increasing low-cost access to point-to-point mobility and enabling
affordable access to public transit for many.
LatAm: In the Dominican Republic, we partnered with a local bank and the federal transportation authority to create easily accessible low-interest loans to help drivers on Uber Moto p. 88
purchase electric motorcycles. Our goal is that the loans will fund the purchase of 10,000 bikes in the next 5-10 years.
106
Indices
Topic
Goal 13: Take urgent action to combat climate change and Global: A zero-emission platform. We still have a long way to go, but that’s our goal. We started this journey in 2020 with a set of core commitments that are helping us reach net p. 37
its impacts. zero by 2040 across all Scope 1, 2, and 3 emissions. As part of getting there, we’ve set an ambitious goal of enabling 100% of rides on our mobility platform to be completed in
zero-emission vehicles (ZEVs), on micromobility, or on public transit by 2030 in Canada, Europe, and the US, and by 2040 in every market where we operate.
Global: In December 2022, we updated our Climate Assessment and Performance Report to include new data on zero-emission vehicles (ZEVs) and links to recent analyses of p. 47
drivers’ opinions on battery-electric ZEVs and how they use them.
UK and US: Uber’s 2022 TCFD analysis combines scenario-specific data with Uber’s internal data to quantify a wide range of risks and opportunities across Uber in specific p. 49
geographies.
Global: Across our mobility, delivery, and freight platforms, we have the ability to move people to safety or get them essential supplies and services in response to disasters and to help p. 90
with recovery. Uber continued to show up in communities and provide access to rides to shelters, meals to first responders, and essential supplies moved through Uber Freight. In 2022,
Uber responded to 14 disasters worldwide, including the war in Ukraine, Hurricane Ian in Florida, floods in Bangladesh and Pakistan, and COVID response in Hong Kong. Through these
actions, Uber provided 114,000 free rides and moved 1.5M pounds of food, water, and essential supplies for community rescue, relief, and recovery in 2022.
LatAm: In the Dominican Republic, we partnered with a local bank and the federal transportation authority to create easily accessible low-interest loans to help drivers on Uber Moto p. 88
purchase electric motorcycles. Our goal is that the loans will fund the purchase of 10,000 bikes in the next 5-10 years.
Germany: In Hamburg, Germany, we’ve partnered with taxi companies to convert taxis into fully electric wheelchair-accessible vehicles. This initiative demonstrates how we can engage
Hailables partners in support of our own objectives toward both sustainability and access to transportation for all. p. 88
Goal 16: Promote peaceful and inclusive societies for Global: In 2022, we held 300+ engagement and listening sessions with drivers and couriers around the world and conducted more than 50 surveys to gather feedback. p. 20
sustainable development, provide access to justice for all, Australia: In 2022, teams from Uber Australia held 4 forums with 28 driver and courier advisers to discuss cancellations for drivers, earnings and safety for couriers, app performance, p. 20
and build effective, accountable, and inclusive institutions and Uber Pro.
at all levels. India: In 2022, 3 forums were held with 35 members of the Driver Advisory Council to discuss earnings, support, cancellations, and the app experience with Uber directly. p. 20
US: In 2022, Uber Crew members met with more than 1,400 drivers and couriers, collected over 3,000 pieces of feedback through office hours and submissions portal, and p. 20
participated in 26 sessions with Uber employees.
EMEA: When war struck Ukraine in early 2022, Uber quickly mobilized to support communities in need, committing to helping as long as the war continues. To date, we’ve p. 90
provided critical relief to the Ukrainian people and culture in a variety of ways.
107
Indices
Topic
Goal 17: Strengthen the means of implementation Global: As part of our participatory and consultative approach with drivers and couriers, we continue to partner with driver and courier associations, including unions. p. 21
and revitalize the Global Partnership for Sustainable Canada, EU, and US: The predominance of multi-apping in the platform economy underscores the need for benefits schemes that are portable, meaning that each worker has
Development. a single benefits account that follows them from work opportunity to work opportunity. We have been advocating for such models in Canada, the EU, and the US, and elsewhere, p. 16
and are prepared to contribute toward such schemes where sectoral regulatory requirements make it possible for us to do so.
Canada and US: Uber works closely with law enforcement officials to promote safety within our communities. We have a dedicated global Public Safety Liaison team made up of former p. 84
law enforcement professionals who proactively partner with law enforcement and educate them on ways Uber can assist during an emergency or investigation. In addition, Uber has
a law enforcement portal where public safety officials can quickly and securely submit legal process documents to request information that may be critical in investigating potential
criminal cases. Uber’s team of highly trained public safety response professionals work with requesting officials to appropriately narrow the scope of requests and provide only the
information that’s necessary under applicable legal processes. We also produce a Government Transparency Report every year that outlines the number of US and Canada government
requests we receive and how we respond to them.
Global: We have a suite of compliance policies and procedures that are specific and address identified risk areas, including the Insider Trading Policy, Third Party Anti-Corruption Due p. 97
Diligence Policy, Corporate Policy on Conflicts of Interest, Policy Against Bribery and Corruption, Competitive Intelligence Policy, and global Interaction with Public Officials policies. In
2022, we updated our Policy Against Bribery and Corruption to provide further guidance on engaging with public officials and on charitable contributions and political donations.
108
Comparably Awards WELL Certification VetFriendly
13
• WELL Portfolio • Military Friendly Brand
• Chicago: WELL Gold Certification; WELL Health-Safety • Military Friendly Employer
Rating
• Military Friendly Spouse Employer
in total, including: • New York: WELL Gold Certification; WELL Health-Safety
• Veteran Friendly Employer
• Best Company for Diversity Rating
• Best Company for Women • Dallas: WELL Pre-certification
• Happiest Employees • Amsterdam: WELL Pre-certification
• San Francisco, Mission Bay: WELL Health-Safety Rating
• Sunnyvale: WELL Health-Safety Rating
EPA Green Power Partnership
• Mexico City: WELL Pre-certification; WELL Health- • Uber appears at #94 on the
Built In National Top 100 List, #22 on the
Safety Rating
Recognition • 100 Best Large Companies to Work

For (US)
• Tokyo: WELL Health-Safety Rating
• Bangalore: WELL Health-Safety Rating
Top 30 Tech & Telecom List and
#47 on the list of Partners in the
• 100 Best Large Companies to Work Fortune 500.
For (Austin, Chicago, Colorado, • Manila: WELL Health-Safety Rating
As we’ve outlined in this report, we believe our
employee experience and diversity, equity, NYC, San Francisco) • Clark: WELL Health-Safety Rating
and inclusion work is critical to the success of • Taipei: WELL Health-Safety Rating
our business. We would pursue these efforts • Visakhapatnam: WELL Health-Safety Rating Human Rights Campaign
regardless of external recognition. That said, we • Sydney: WELL Health-Safety Rating • Best Places to Work for
are proud of the awards we’ve received over the Disability Equality Index LGBTQ+ Equality
• Guragaon: WELL Health-Safety Rating
years and appreciate how they showcase our • Best Places to Work for Disability
• Hyderabad (Purva Summit): WELL Health-Safety Rating
commitment to our employees and help tell our Inclusion
story to consumers, potential employees, and • Hyderabad (Western Pearl): WELL Health-Safety Rating
the public. At right is some of the recognition Ask Insights
Uber received in 2022 and early 2023. • Best ERG & Allyship Practices
Ethisphere (Uber India)
• Business Ethics Leadership Alliance LGBTQ+ LEED Certification
Community Champion Award • IWEI (India Workplace • Chicago, LEED Gold
Equality Index) Silver
Award for LGBTQ+ • New York, LEED Silver
Inclusion Latin America Chambers
• Taipei, LEED Gold Diversity and Inclusion Awards
• Best Places to Work • Tokyo, LEED Gold
Skill Bridge Partner • Most Outstanding Company
(Brazil, Chile, Mexico, Peru)
109
About this report
Forward-looking statements
This report may contain forward-looking statements regarding our future business expectations, which
involve risks and uncertainties. Actual results may differ materially from the results predicted, and
reported results should not be considered as an indication of future performance. Forward-looking
statements include all statements that are not historical facts and can be identified by terms such as
“anticipate,” “believe,” “contemplate,” “continue,” “could,” “estimate,” “expect,” “hope,” “intend,” “may,” “might,”
“objective,” “ongoing,” “plan,” “potential,” “predict,” “project,” “should,” “target,” “will,” or “would” or similar
expressions and the negatives of those terms. Forward-looking statements involve known and unknown
risks, uncertainties, and other factors that may cause our actual results, performance, or achievements
to be materially different from any future results, performance, or achievements expressed or implied
by the forward-looking statements. These risks, uncertainties, and other factors relate to, among others:
competition; managing our growth and corporate culture; financial performance; investments in new
products or offerings; our ability to attract drivers, consumers, and partners to our platform; our brand
and reputation and other legal and regulatory developments and proceedings, particularly with respect
to our relationships with drivers and couriers. In addition, other potential risks and uncertainties that
could cause actual results to differ from the results predicted include, among others, those risks and
uncertainties included under the captions “Risk Factors” and “Management’s Discussion and Analysis
of Financial Condition and Results of Operations” in our Annual Report on Form 10-K for the year ended
December 31, 2022, and subsequent Form 10-Qs and Form 8-Ks filed with the Securities and Exchange
Commission. Information in this report is based on assumptions that we believe to be reasonable as of
publication. We undertake no duty to update this information unless required by law.
The greenhouse gas emissions data in this report has received third-party verification by LRQA. The
verification statement can be found here.
2022 ESG Report 110

Uber 2023 Environmental Social and Governance Report

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Environmental,

Welcome Environmental, social, and Trust

Letter from our CEO Letter from our CLO

~70 $115B gross

10K+ 131M MAPCs 5

7.6B 48% 46% 6% 5.4M

Mission, values, We reimagine the way the world

Being a values-led organization

ESG highlights ESG materiality matrix prioritization view

Monitor Differentiate Prioritize

Importance to business success

Prioritize: ESG material topics that stakeholders identify as being critical

Provided periodic progress in investor materials

Published updates on our progress in ANZ and

Partnered to provide couriers with access to

Launched an emissions tracking dashboard for

Social highlights: connections that create nontraditional learning

people and culture Continued to make progress toward our

Social highlights: driver and

Agreed to recommend adding proxy access to our bylaws before our

90% Avg director

7.8 years is the average 32% of S&P 500 5

Regulatory changes and risks

Data is as of March 28, 2023.

Driver and courier

At a glance Stakeholder engagement Governance

Why do they choose

88% 87% 71%

Working with Uber

• Chile: The legislature passed a law that incorporates platform

• United Kingdom: Drivers on Uber’s platform are classified as

• Washington State (US): The legislature passed a law that was

5 principles of quality platform work

Rewards and perks

As drivers and couriers complete trips and deliveries in most of Uber’s

In addition, we partner locally with academic and learning institutions,

Kate M. has been in the real estate

The flexibility of driving on Uber

US Latin America UK France Kenya Global

Introducing features that

• Earnings transparency • Review center: We introduced an in-app feature that makes it

ESG performance indicators

• How we responded: Published our second US Safety

Uber’s safety management system

Our Executive Leadership Team (ELT) has accountability for

Uber’s Safety team drives a consistent and effective company-

Safety reporting is embedded in our governance structure. Uber’s

disclosure requirements worldwide.

Uber’s US Safety Report shows that 99.9% of trips on Safety Toolkit

the Uber platform ended without a safety incident.

safety-related concern, most were about less-severe Pre-trip

safety issues, such as complaints about driving or a

Uber trips that had a reported

critical safety incident

performance over time. Although these incidents are

incredibly rare, we recognize that each one represents

a devastating experience for the individuals, families,

and communities affected.

Our commitment to transparency also continues. We US Uber trips per day

encourage others—such as airlines and taxi, rideshare,

• Chile: The legislature passed a law that incorporates platform

• United Kingdom: Drivers on Uber’s platform are classified as

• Washington State (US): The legislature passed a law that was

• How we responded: Published our second US Safety

• Video recording: Since the launch of Audio Recording, we’ve been

Expanded EV Hub outside of Canada and the US