What changed in this filing

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Item 1. Business

2022-02-24 compared with 2021-03-01 · 93 added, 99 removed, 159 unchanged (55% of the section changed)

We are a technology platform that uses a massive network, leading technology, operational excellence and product expertise to power movement from point A to point B.

Uber Technologies, Inc.

(“Uber,” “we,” “our,” or “us”) is a technology platform that uses a massive network, leading technology, operational excellence and product expertise to power movement from point A to point B.

We develop and operate proprietary technology applications supporting a variety of offerings on our platform (“platform(s)” or “Platform(s)”).

We connect consumers (“Rider(s)”) with independent providers of ride services (“Mobility Driver(s)”) for ridesharing services, as well as with other forms of transportation including public transit.

We also connect Riders and other consumers (“Eater(s)”) with restaurants, grocers and other stores (collectively, “Merchants”) with delivery service providers (“Delivery People”) for food, grocery and other delivery services.

Riders and Eaters are collectively referred to as “end-user(s)” or “consumer(s).” Mobility Drivers and Delivery People are collectively referred to as “Driver(s).” We also connect consumers with public transportation networks.

We connect consumers (“Rider(s)”) with independent providers of ride services (“Mobility Driver(s)”) for ridesharing services, and connect Riders and other consumers (“Eater(s)”) with restaurants, grocers and other stores (collectively, “Merchants”) with delivery service providers (“Couriers”) for meal preparation, grocery and other delivery services.

Riders and Eaters are collectively referred to as “end-user(s)” or “consumer(s).” Mobility Drivers and Couriers are collectively referred to as “Driver(s).” We also connect consumers with public transportation networks.

We use this same network, technology, operational excellence and product expertise to connect shippers with carriers in the freight industry.

Our technology is available in approximately 72 countries around the world, principally in the United States (“U.S.”) and Canada, Latin America, Europe, the Middle East, Africa, and Asia (excluding China and Southeast Asia).

As of December 31, 2020, we had four operating and reportable segments:

Mobility, Delivery, Freight and Advanced Technologies Group (“ATG”) and Other Technology Programs.

As of December 31, 2021, we had three operating and reportable segments:

Mobility, Delivery and Freight.

Mobility, Delivery and Freight platform offerings each address large, fragmented markets.

ATG and Other Technology Programs is focused on the development and commercialization of autonomous vehicle and ridesharing technologies, as well as Uber Elevate.

On December 7, 2020, we announced the sale of Apparate USA LLC (“ATG Business” or “Apparate”), our subsidiary focused on the development and commercialization of autonomous vehicle technologies, to Aurora Innovation, Inc.

Our ATG Business is included within our ATG and Other Technology Programs segment.

On January 19, 2021, we completed the sale of our ATG Business to Aurora.

Mobility refers to products that connect consumers with Mobility Drivers who provide rides in a variety of vehicles, such as cars, auto rickshaws, motorbikes, minibuses, or taxis.

Mobility also includes activity related to our Uber for Business (“U4B”), Financial Partnerships, Transit and Vehicle Solutions offerings.

Mobility also includes activity related to our financial partnerships offerings.

We believe that our ridesharing category position is a key indicator of our progress towards our massive market opportunity.

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At the time of entering into such transactions, we believed based on our internal estimates using the information then available to us that each of Didi, Grab and Yandex.Taxi, on a pro forma basis, had the leading ridesharing category position in its respective market.

During 2020, we completed the acquisition of substantially all of the assets of Careem Inc.

Dubai-based Careem was founded in 2012, and provides primarily ridesharing and payments services to millions of users in cities across the Middle East, North Africa, and Pakistan.

For additional information, see Note 18 – Business Combinations included in Part II, Item 8, “Financial Statements and Supplementary Data,” of this Annual Report on Form 10-K.

Our Delivery offering allows consumers to search for and discover local restaurants, order a meal, and either pick-up at the restaurant or have the meal delivered and, in certain markets, also includes offerings for grocery and convenience store delivery as well as select other goods.

We launched our Delivery app over five years ago.

Our Delivery offering allows consumers to search for and discover local restaurants, order a meal, and either pick-up at the restaurant or have the meal delivered and, in certain markets, Delivery also includes offerings for grocery, alcohol and convenience store delivery as well as select other goods.

We launched our Delivery app over six years ago.

We believe that Delivery not only leverages, but also increases, the supply of Drivers on our network.

For example, Delivery enables Mobility Drivers to increase their utilization and earnings by accessing additional demand for trips during non-peak Mobility times.

Delivery also expands the pool of Drivers by enabling people who are not Mobility Drivers or who do not have access to Mobility-qualified vehicles to deliver meals on our platform.

Delivery also expands the pool of Drivers by enabling people who are not Mobility Drivers or who do not have access to Mobility-qualified vehicles to provide delivery services on our platform.

In addition to benefiting Drivers and consumers, Delivery provides Merchants with an instant mobile presence and efficient delivery capability, which we believe generates incremental demand and improves margins for Merchants by enabling them to serve more consumers without increasing their existing front-of-house expenses.

During 2020, we received regulatory approvals to purchase a controlling interest in Cornershop Cayman ("Cornershop”"), operating an online grocery delivery platform primarily in Chile and Mexico.

We also completed the acquisition of Postmates Inc.

(“Postmates”) in an all-stock transaction and both companies began the process of integrating U.S.

The acquisition of Postmates brings together our global Mobility and Delivery platform with Postmates’ business in the United States to strengthen the

delivery of food, groceries, essentials, and other goods.

During 2021, we completed the acquisition of the remaining 45% ownership interest in Cornershop Cayman (“Cornershop”) in an all-stock transaction.

The acquisition was accounted for as an equity transaction, as we previously controlled and consolidated Cornershop.

We also completed the acquisition of The Drizly Group, Inc.

(“Drizly”), allowing us to expand alcohol offerings in our Delivery business with Drizly’s leading platform, technology, scale, and expertise.

The acquisition of Drizly has been accounted for as a business combination.

For additional information, see Note 18 – Business Combinations included in Part II, Item 8, “Financial Statements and Supplementary Data,” of this Annual Report on Form 10-K.

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Freight leverages our proprietary technology, brand awareness, and experience revolutionizing industries to connect carriers with shippers on our platform, and gives carriers upfront, transparent pricing and the ability to book a shipment.

The freight industry today is highly fragmented and deeply inefficient.

The freight industry is highly fragmented and deeply inefficient.

It can take several hours, sometimes days, for shippers to find a truck and driver for shipments, with most of the process conducted over the phone or by fax.

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It is equally difficult for carriers to find and book the shipments that work for their businesses, spending hours on the phone negotiating pricing and terms.

These inefficiencies adversely impact both shippers and carriers, and contribute to the number of non-revenue or “dead-head” miles, which are miles driven by carriers between shipments.

These inefficiencies adversely impact both shippers and carriers, and contribute to the number of non-revenue or “dead-head” miles,

which are miles driven by carriers between shipments.

Freight greatly reduces friction in the logistics industry by providing an on-demand platform to automate and accelerate logistics transactions end-to-end.

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We believe that all of these factors represent significant efficiency improvements over traditional freight brokerage providers.

ATG and Other Technology Programs

The ATG and Other Technology Programs segment is primarily responsible for the development and commercialization of autonomous vehicle and ridesharing technologies, as well as Uber Elevate.

On December 7, 2020, we announced the sale of our ATG Business to Aurora.

Our ATG Business is included within our ATG and Other Technology Programs segment.

On January 19, 2021, we completed the sale of our ATG Business to Aurora.

Also on January 19, 2021, we made a $400 million cash investment in Aurora and entered into a collaboration agreement with Aurora pursuant to which the parties will collaborate with respect to the launch and commercialization of self-driving vehicles on our ridesharing network.

We plan to continue to partner with Aurora to effectively leverage our network during the transition to autonomous vehicle technologies.

For additional information, see Note 9 – Assets and Liabilities Held for Sale included in Part II, Item 8, “Financial Statements and Supplementary Data,” of this Annual Report on Form 10-K.

During 2021, we completed the acquisition of Tupelo Parent, Inc.

(“Transplace”) in an all-cash transaction, allowing us to expand our Uber Freight business through Transplace’s expertise in transportation management.

The acquisition of Transplace has been accounted for as a business combination.

For additional information, see Note 18 – Business Combinations included in Part II, Item 8, “Financial Statements and Supplementary Data,” of this Annual Report on Form 10-K.

Platform Synergies

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For example, Delivery attracts new consumers to our network—for the three months ended December 31, 2021, over 60% of first-time Delivery consumers were new to our platform.

Additionally, for the three months ended December 31, 2020, consumers who used both Mobility and Delivery generated 11.1 Trips per month on average, compared to 5.1

Trips per month on average for consumers who used a single offering in cities where both Mobility and Delivery were offered.

Additionally, for the three months ended December 31, 2021, consumers who used both Mobility and Delivery generated 12.6 Trips per month on average, compared to 5.0 Trips per month on average for consumers who used a single offering in cities where both Mobility and Delivery were offered.

We believe that these trends will improve as we further leverage the power of our platform.

With our platform, we are making it even easier for our consumers to unlock convenience.

Our Uber Pass and Eats Pass membership programs are designed to make utilizing our suite of products a seamless and rewarding experience for our consumers.

We exited 2020 with over 5 million members for our Uber Pass, Eats Pass and Postmates Unlimited membership programs.

In 2020, we rolled out our “Super App” view on iOS and Android, which combines our multiple offerings into a single app and is designed to remove friction for our consumers, positioning Uber to become the operating system for your everyday life.

During November 2021, we launched Uber One in the United States as our single cross-platform membership program that brings together the best of Uber.

Uber One members have access to discounts, special pricing, priority service, and exclusive perks across our rides, delivery and grocery offerings.

Our Uber Pass and Eats Pass membership programs continue to remain available in select cities as a subscription offering.

Our membership programs are designed to make utilizing our suite of products a seamless and rewarding experience for our consumers.

We exited 2021 with over 6 million members for our Uber One, Uber Pass, Eats Pass and Rides Pass membership programs.

In 2020, we rolled out our “Super App” view on iOS and Android, which combines our multiple offerings into a single app and is designed to remove friction for our consumers.

We are also utilizing our data and scale to offer marketplace-centric advertising to connect merchants and brands with our platform network and unlocking cross-platform advertising formats.

During the fourth quarter of 2021, active advertising merchants grew to over 170,000.

Competitive Environment

We compete on a global basis in highly fragmented markets.

We face significant competition in each of the mobility and delivery industries globally and in the logistics industry in the United States and Canada from existing, well-established, and low-cost alternatives, and in the future we expect to face competition from new market entrants given the low barriers to entry that characterize these industries.

these industries.

As we and our competitors introduce new products and offerings, and as existing products evolve, we expect to become subject to additional competition.

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In addition, public transportation can be a superior substitute to our Mobility offering and in many cases, offers a faster and lower-cost travel option in many cities.

We also compete with other ridesharing companies, including certain of our minority-owned affiliates, for drivers and riders, including Lyft, Didi, OLA, Bolt, and our Yandex.Taxi joint venture.

Our Delivery offering competes with numerous companies in the meal, grocery and other delivery space in various regions for drivers, consumers, and merchants, including DoorDash, GrubHub, Deliveroo, Glovo, Rappi, iFood, Delivery Hero, Just Eat Takeaway, and Amazon.

We also compete with other ridesharing companies, including certain of our minority-owned affiliates, for Drivers and riders, including Lyft, Ola, Didi, Grab, Bolt, and our Yandex.Taxi joint venture.

Our Delivery offering competes with numerous companies in the meal, grocery and other delivery space in various regions for drivers, consumers, and merchants, including DoorDash, Deliveroo, Glovo, Instacart, Gopuff, Rappi, iFood, Delivery Hero, Just Eat Takeaway, and Amazon.

Our Delivery offering also competes with restaurants, meal kit delivery services, grocery delivery services, and traditional grocers.

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Outside of the United States, certain jurisdictions have adopted similar laws, rules, and regulations while other jurisdictions have not adopted any laws, rules, and regulations which govern our Mobility business.

Further, certain jurisdictions, including Argentina, Germany, Italy, Japan, South Korea, and Spain, the six countries that we have identified as expansion markets, have adopted laws, rules, and regulations banning certain ridesharing products or imposing extensive operational restrictions.

Further, certain jurisdictions, including Argentina, Germany, Italy, Japan, South Korea, and Spain, six countries that we have identified as expansion markets, have adopted laws, rules, and regulations banning certain ridesharing products or imposing extensive operational restrictions.

This uncertainty and fragmented regulatory environment creates significant complexities for our business and operating model.

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The California Attorney General, in conjunction with the city attorneys for San Francisco, Los Angeles and San Diego, filed a complaint under AB5, alleging that drivers are misclassified, and sought an injunction and monetary damages related to the alleged competitive advantage caused by the alleged misclassification of drivers.

The Court issued a preliminary injunction enjoining Uber and Lyft from classifying drivers as independent contractors during the pendency of the lawsuit.

We unsuccessfully appealed this injunction to the California Court of Appeal, which affirmed the lower court’s ruling and held that we must comply with the preliminary injunction order.

Although the Court issued a preliminary injunction enjoining Uber and Lyft from classifying drivers as independent contractors during the pendency of the lawsuit, the parties were granted a stipulation to dissolve the injunction in April 2021.

In November 2020, California voters approved Proposition 22, a California state ballot initiative that provides a framework for drivers that use platforms like ours for independent work.

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• In January 2019, we suspended our Mobility products in Barcelona after the regional government enacted regulations mandating minimum wait times before riders could be picked up by ridesharing drivers.

In March 2021, we returned to Barcelona via a taxi product.

• In addition, in August 2018, New York City approved regulations for the local for-hire market (which includes our ridesharing products), including a cap on the number of new vehicle licenses issued to drivers who offer for-hire services.

In December 2018, New York City also established a standard for time and distance designed to establish a minimum pay standard for drivers providing for-hire services in New York City, such as those provided by Drivers on our platform.

These minimum rates took effect in February 2019.

Since implementation, these regulations have had an adverse impact on our financial performance in New York City and may continue to do so the future.

In August 2019, New York City issued a regulation to limit how much time drivers providing ride-hailing services can spend cruising streets in busy areas of Manhattan without passengers.

In December 2019, a New York state judge struck down this regulation, which was to come into effect in February 2020.

New York City is appealing this ruling.

Additionally, in November 2019, a ballot measure to impose a surcharge on ridesharing trips in San Francisco was approved by voters in San Francisco.

This surcharge took effect on January 1, 2020.

In addition, in October 2020, the Seattle City Council passed a minimum pay standard for drivers providing services on our platform that went into effect on January 1, 2021, and other jurisdictions have in the past considered or may consider regulations which would implement minimum wage requirements or permit drivers to negotiate for minimum wages while providing services on our platform.

As another example, in October 2020, the Seattle City Council passed a minimum pay standard for drivers providing services on our platform that went into effect on January 1, 2021, and other jurisdictions have in the past considered or may consider regulations which would implement minimum wage requirements or permit drivers to negotiate for minimum wages while providing services on our platform.

Similar legislative or regulatory initiatives are being considered or have been enacted in countries outside the United States.

• In December 2017, the Court of Justice of the European Union (“CJEU”) ruled in the Elite referral case that the peer-to-peer ridesharing service UberPOP was inherently linked to a transport service and, accordingly, must be classified as “a service in the field of transport” within the meaning of applicable European Union (“EU”) legislation rather than an information society service.

This ruling requires us to comply with national laws, rules, and regulations, if any, governing transport services in respect of the specific UberPOP product.

The majority of our ridesharing products in the EU currently operate under licensing regimes where one or more of Mobility Drivers, vehicles, or we are required to register or hold licenses to provide services.

As such, while Member States can decide how to interpret this CJEU ruling in their national laws, rules, and regulations in accordance with applicable EU law, we believe the ruling will have a limited impact on our business and operations.

• In 2015, German authorities banned our peer-to-peer ridesharing product, UberPOP, after a court ruled that it violated local applicable laws, including transport laws, by intermediating riders with drivers operating without professional licenses.

• In Italy, while we currently have limited ridesharing operations through our licensed ridesharing product, UberBLACK, in Rome and Milan and a taxi product in Turin, we continue to face limitations due to extensive operational requirements faced by licensed drivers.

See the section titled “Risk Factors” included in Part I, Item 1A, “Risk Factors” for more information.

See the section titled “Risk Factors” included in Part I, Item 1A, “Risk Factors”.

This uncertainty and fragmented regulatory environment creates significant complexities for our business and operating model.

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Two examples of such regulations that have significant implications for our business are the European Union’s General Data Protection Regulation (the “GDPR”), a law which went into effect in May 2018 and implemented more stringent requirements for processing personal data relating to individuals in the EU, and the California Consumer Privacy Act (the “CCPA”), which went into effect in January 2020 and established new consumer rights and data privacy and protection requirements for covered businesses.

state, city, and foreign regulators are expected to continue proposing and adopting significant laws impacting the processing of personally identifiable information and other data relating to individuals, such as the California Privacy Rights Act (“CPRA”) passed in California in November 2020 (effective in January 2023), and a draft data protection bill pending in India.

Payments and Financial Services

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and foreign antitrust and competition laws.

An increasing number of governments are enforcing competition laws and are doing so with increased scrutiny, including governments in large markets such as the EU, the United States, Brazil, and India, particularly surrounding issues of predatory pricing, price-fixing, and abuse of market power.

An increasing number of governments are enforcing competition laws and are doing so with increased scrutiny, including governments in large markets such as

the EU, the United States, Brazil, and India, particularly surrounding issues of predatory pricing, price-fixing, and abuse of market power.

In addition, governmental agencies and regulators may, among other things, prohibit future acquisitions, divestitures, or combinations we plan to make, impose significant fines or penalties, require divestiture of certain of our assets, or impose other restrictions that limit or require us to modify our operations, including limitations on our contractual relationships with platform users or restrictions on our pricing models.

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We continue to develop new technologies to enhance existing offerings and services, and to expand the range of our offerings through research and development (“R&D”) and acquisition of third-party businesses and technology.

We typically generate higher revenue in our fourth quarter compared to other quarters due in part to fourth-quarter holiday and business demand, and typically generate lower revenue in our third quarter compared to other quarters due in part to less usage of our

platform during peak vacation season in North America and Europe.

We have typically experienced lower quarter-over-quarter growth in Mobility in the first quarter.

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We typically expect to experience seasonal increases in our revenue in the first and fourth quarters compared to the second and third quarters, although the historical growth of Delivery has masked these seasonal fluctuations.

In 2020, we experienced less seasonality as a result of the COVID-19 pandemic and related restrictions, which accelerated the growth of Delivery in 2020 as cities imposed dining restrictions and shelter in place orders.

In 2021, we experienced less seasonality as a result of the COVID-19 pandemic and related restrictions, which accelerated the growth of Delivery in 2021 as cities impose various dining restrictions.

Human Capital at Uber

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Our success depends in large part on our ability to attract and retain high-quality management, operations, engineering, and other personnel who are in high demand, are often subject to competing employment offers, and are attractive recruiting targets for our competitors.

Adapting to a New Way of Working .

In 2021, the ever-evolving COVID-19 pandemic continued to have a significant impact on our employees and our workforce management strategy and caused us to continually adapt how we work.

As a result of COVID-19, in 2020, we asked that all employees who were able to do so work remotely and while we subsequently announced return to office dates, the dynamic COVID situation disrupted our return to office plans—although many of our offices are open, we have not yet set an updated return to office date.

Prolonged remote work, as well as COVID-19 more generally, introduced new dynamics into the households of many of our employees.

As a result, we found that some employees were struggling with work-life balance and feelings of stress and social isolation, and we experienced higher levels of attrition.

The issues of stress and balance were particularly exacerbated among caregivers of young children.

To address some of these concerns, we strengthened our work-from-home policies and looked for new ways to support our employees as they navigated this crisis in their personal and professional lives.

more attention and flexibility to caregivers by providing resources, tools, and support, and amplified our focus on mental health and well-being.

Employee Engagement .

To attract and retain the best talent, we strive to establish a culture where people of all backgrounds can find a sense of belonging and are able to achieve to their highest capability.

We measure how successful we have been in establishing the culture we need through employee engagement surveys and related tools.

We have historically conducted a semi-annual workforce survey that measures employee engagement, overall satisfaction, and well-being.

We see the results as feedback on our company culture and use them to measure our progress in improving our employees’ experiences at work, identifying new goals and actions, and making adjustments as needed.

We historically conducted a semi-annual workforce survey that measures employee engagement, overall satisfaction, and well-being.

But in 2021, we made a shift toward continuous listening by launching an employee survey, sent out to a rotating third of employees every month.

We use the results of these regular checks to better understand employees’ needs and support their teams on topics such as well-being, inclusivity, fairness, rewards and recognition, and growth opportunities.

For example, our return-to-office plan, which will provide employees with more flexibility to work from home post-pandemic, was created based on employee feedback.

In addition to the engagement survey results, we also monitor the health of our workforce and the success of our people operations through monitoring metrics such as attrition, retention, and offer acceptance rates, as well as sexual orientation, gender and ethnic diversity.

In 2020, the COVID-19 pandemic had a significant impact on our employees and our workforce management strategy.

In response to the economic challenges and uncertainty resulting from the COVID-19 pandemic and its impact on our business, in May 2020, we announced reductions in workforce of approximately 6,700 full-time employee roles.

In addition, we asked that all employees who were able to do so work remotely.

These decisions, as well as COVID-19 more generally, introduced new dynamics into the households of many of our employees.

As a result, we found that some employees were struggling with work-life balance and feelings of stress and social isolation.

The issues of stress and balance were particularly exacerbated among caregivers of young children.

To address some of these concerns, we instituted the Global Caregiver Enhanced Flexibility Policy for COVID.

While we had been encouraging flexibility, this written policy provides clarity around the flexible work options available to parents and caregivers.

We also amplified our focus on mental health.

For additional discussion, see the risk factor titled “—Our business depends on retaining and attracting high-quality personnel, and continued attrition, future attrition, or unsuccessful succession planning could adversely affect our business.” included in Part I, Item 1A of this Annual Report on Form 10-K as well as our 2020 People and Culture Report.

Employee Development and Retention .

We believe that employees who have opportunities for development are more engaged, satisfied, and productive.

Employees are empowered to drive their own growth, whether by learning on the job, finding stretch assignments, or identifying their next opportunity within Uber through internal mobility programs.

Employees have access to an internal jobs marketplace for full-time jobs as well as short-term stretch assignments that enable them to have an impact on other areas of the business.

Our goal is to help all employees be their best selves by providing programs and resources that promote wellness and productivity.

This helps our diverse employee base manage life’s expected and unexpected events.

Globally, Uber offers competitive benefits packages to our employees and their families.

We provide competitive benefits as well as offerings tailored to our unique populations.

The information in the 2021 People and Culture report is not a part of this Form 10-K.

Diversity and Inclusion

We celebrate differences, and we work hard to ensure that people of diverse backgrounds feel welcome and valued.

We believe that great minds don’t think alike, and we work hard to ensure that people of diverse backgrounds feel welcome and valued.

We encourage different opinions and approaches to be heard, and then we come together and build.

We believe that when employees feel empowered to succeed in a work environment that celebrates, supports, and invests in diversity, progress follows.

To achieve our objective to increase diversity in who we hire, we implement processes throughout Uber and measure progress.

For example, the Mansfield Rule was implemented by June 2021, to ensure that we have considered women, LGBTQIA+ individuals, people with disabilities, and racially underrepresented talent by requiring that a certain percentage of candidates considered for leadership roles come from historically underrepresented groups.

Our Board of Directors recognizes the strategic importance of these issues and incorporated employee diversity performance metrics into the compensation packages of our most senior executives.

We encourage employees who believe they, or any other employee, have been subjected to discrimination to notify their manager, Uber’s People Team or the Integrity Helpline.

Our Board of Directors recognizes the strategic importance of these issues and incorporated workforce diversity performance metrics into the compensation packages of our most senior executives in 2019 and 2020, in furtherance of our company-wide One Uber objective.

In 2020, much of our responsibility to cultivate greater equity and inclusion focused on the new normal introduced by COVID-19.

As a company that powers movement, it is our goal to ensure that everyone can move freely and safely, whether physically, economically, or socially.

To do that, we strive to help fight the racism that persists across society, be a champion for equity, and create opportunities for all, both inside and outside our company.

In July 2020, we publicly committed to becoming an anti-racist company.

In July 2020, we announced 14 commitments to becoming a more anti-racist company and since then, we have taken action to move these commitments forward.

Some of our commitments to anti-racism include:

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• Driving equity in the community

For more information regarding our Diversity and Inclusion efforts, please see our 2020 People and Culture Report and our 2020 ESG Report, which are available on our investor relations website.

For more information regarding our Diversity and Inclusion efforts, please see our 2021 People and Culture Report and our 2021 ESG Report, which are available on our website.

The information in these reports is not a part of this Form 10-K.

Other Resources

In addition to employees discussed above, our business also depends on our ability to attract and engage Drivers, consumers, merchants, shippers, and carriers, as well as contractors and consultants that support our global operations.

Driver and Courier Well-Being

In addition to employees discussed above, our business also depends on our ability to attract and engage Drivers, consumers, Merchants, shippers, and Couriers, as well as contractors and consultants that support our global operations.

In relation to those individuals who earn income on our platform, Uber is one of the largest open platforms for work in the world, providing accessible, flexible work in approximately 72 countries.

Drivers are key parts of the marketplaces that Uber has created through its apps.

Drivers are key parts of the marketplaces that Uber has created

through its apps.

A diverse set of people choose to use our platform to earn income without having to apply for, or work the fixed schedules associated with, traditional employment.

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Uber monitors regional and global driver attraction, retention and satisfaction rates.

In a 2020 global survey of Mobility Drivers, approximately 78% reported being satisfied with their experience driving with Uber.

Accessible, flexible, independent work has offered an option for many workers historically marginalized from the labor market and has enabled wide geographic coverage and reliable service offerings for consumers.

However, it is increasingly clear that more can be done to improve the experience of using an app to connect with work opportunities.

Although the situation varies from country to country, the benefits and protections for independent workers are generally patchy compared with those that employees receive.

The current binary system of employment classification means that a worker is either an employee who is provided significant social benefits or an independent worker who has access to relatively few.

Although the situation varies across countries and cities, the benefits and protections for independent workers are generally patchy compared with those that employees receive.

The current binary system of employment classification under some legal frameworks means that a worker is either an employee who is provided significant social benefits or an independent worker who has access to relatively few.

This does not have to be the case.

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Around the world, Uber has found innovative ways to address these issues.

We have advocated for wider policy solutions to improve access to protections and benefits for independent workers.

We believe all work should be treated equally.

We also believe that legislative reform is needed to modernize the social safety net.

This includes requiring Uber—and other app based companies—to provide benefits and protections to their users without compromising the flexibility of their use of the app.

Some examples of our advocacy to preserve flexibility of work while expanding access to benefits and protections are as follows:

◦ In the United States, European Union, and Canada, we put forward proposals to improve the quality of independent work, calling on policymakers, platform companies, and social representatives to work together on a new approach to platform work—one where having access to protections and benefits doesn’t come at the cost of flexibility and job creation.

◦ In California, we welcomed the passage of Proposition 22, which introduced new requirements for platform companies like Uber to provide benefits, including healthcare stipends, injury protection insurance, and safety training, and implemented its requirements.

◦ In the UK, we announced that all UK drivers will be treated as workers and receive additional rights and protections going forward.

Pursuant to this change, drivers who use Uber’s platform in the UK will earn at least the National Living Wage for time spent actively working, be paid holiday pay, and will be enrolled into a pension plan if eligible.

We have also announced a partnership with labor union GMB to provide an even stronger voice to drivers and to raise the standard of flexible work across the industry.

• Protections and benefits :

We partner with leading insurance companies around the world to pioneer protections for independent workers, and recently started to implement additional protections and benefits for Drivers in California pursuant to the passage of Proposition 22, as described in more detail below.

We partner with leading insurance companies around the world to pioneer protections for independent workers, including implementing additional protections and benefits for Drivers in California pursuant to the passage of Proposition 22.

We are continually developing new technology that Drivers can use to acquire information that may help them save on costs and make informed choices about where and when to drive (based on when and where their earnings potential is highest).

In addition to tips, Drivers using Uber’s platform have earned over $133 billion from the end of 2015 through the end of 2020.

• Progression :

We have partnered with Arizona State University to offer eligible Drivers and their family members access to over 100 undergraduate degree programs, courses in English language learning, or a certificate in entrepreneurship.

In 2020, Drivers enrolled in over 3,200 courses in continuing professional education (entrepreneurship and English language learning) and over 2,300 undergraduate courses with Arizona State University online through our Uber Pro program.

We have also advocated for wider policy solutions to improve access to protections and benefits for independent workers.

We believe all work should be treated equally.

We also believe that legislative reform is needed to modernize the social safety net.

This includes requiring Uber—and other app based companies—to provide benefits and protections to their users without compromising the flexibility of their use of the app.

In California, for example, we supported a state ballot initiative, Proposition 22, that California voters approved in November 2020 that provides a framework for drivers that use platforms like ours for independent work.

Proposition 22:

◦ establishes that app-based drivers are independent contractors and not employees;

◦ establishes a guaranteed minimum earnings floor for drivers;

◦ provides for occupational/accident insurance for injury protection;

◦ provides a subsidy for healthcare expenditures of app-based drivers;

◦ establishes due process provisions and protection against discrimination and harassment for app-based drivers.

Through our partnership with Arizona State University, over 4,000 Drivers and their family members have enrolled in an undergraduate degree program.

• Engagement :

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For additional discussion, see the risk factor titled “—If we are unable to attract or maintain a critical mass of Drivers, consumers, merchants, shippers, and carriers, whether as a result of competition or other factors, our platform will become less appealing to platform users, and our financial results would be adversely impacted.” included in Part I, Item 1A of this Annual Report on Form 10-K as well our 2021 ESG Report and our 2021 People and Culture Report.

The information in these reports is not a part of this Form 10-K.

Additional Information

10 unchanged sentences

Compared sentence by sentence after normalising whitespace, quotation marks, case and digits, so re-formatting and restated figures do not read as changed language. Wording changes appear as one removal and one addition. The current filing and the prior one are authoritative.

What changed 10-K

Item 1. Business