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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.
−Removed: We use this same network, technology, operational excellence and product expertise to connect shippers with carriers in the freight industry.
+Added: We use this same network, technology, operational excellence and product expertise to connect shippers (“Shipper(s)”) with carriers (“Carrier(s)”) in the freight industry by providing Carriers with the ability to book a shipment, transportation management and other logistics services.
+Added: Uber is also developing technologies designed to provide new solutions to everyday problems.
Our technology is available in approximately 70 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).
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Mobility, Delivery and Freight platform offerings each address large, fragmented markets.
−Removed: 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.
−Removed: Mobility also includes activity related to our financial partnerships offerings.
−Removed: We believe that our ridesharing category position is a key indicator of our progress towards our massive market opportunity.
−Removed: We calculate our ridesharing category position based on the best available data within a given region.
−Removed: For example, in most cases we divide our Mobility Gross Bookings by our estimates of total ridesharing Gross Bookings generated by us and other companies with similar ridesharing products.
−Removed: We estimate our total ridesharing Gross Bookings in a given region by utilizing internal source data, including historical trip, bookings, product mix, and fare information, and external source data provided by publicly available information and marketing analytics firms.
−Removed: Based on these estimates, we believe we have a leading ridesharing category position in every major region of the world where we operate.
+Added: Our Mobility offering connects consumers with a wide range of transportation modalities, such as ridesharing, carsharing, micromobility, rentals, public transit, taxis, and more—helping customers go almost anywhere they need.
+Added: We believe our global leadership position—and the vast amount of marketplace data that comes along with it—means that we have the best technical and data platform to innovate faster than other companies with similar products.
+Added: We believe our scale and global availability allows our Mobility segment to offer better consumer experiences to riders in a variety of vehicle types, providing consumers with higher reliability and Drivers with better earnings opportunities.
+Added: Mobility also includes activity related to our financial partnerships products and advertising.
We also participate in certain regions through our minority-owned affiliates.
−Removed: 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.
−Removed: 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.
−Removed: We launched our Delivery app over six years ago.
−Removed: We believe that Delivery not only leverages, but also increases, the supply of Drivers on our network.
−Removed: For example, Delivery enables Mobility Drivers to increase their utilization and earnings by accessing additional demand for trips during non-peak Mobility times.
−Removed: 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.
−Removed: 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.
−Removed: During 2021, we completed the acquisition of the remaining 45% ownership interest in Cornershop Cayman (“Cornershop”) in an all-stock transaction.
−Removed: The acquisition was accounted for as an equity transaction, as we previously controlled and consolidated Cornershop.
−Removed: We also completed the acquisition of The Drizly Group, Inc.
−Removed: (“Drizly”), allowing us to expand alcohol offerings in our Delivery business with Drizly’s leading platform, technology, scale, and expertise.
−Removed: The acquisition of Drizly has been accounted for as a business combination.
−Removed: 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.
+Added: Our Delivery offering allows consumers to search for and discover the best of local commerce—from restaurants to grocery, alcohol, convenience and other retailers—order a meal or other items, and either pick-up at the restaurant or have it delivered.
+Added: We launched our Delivery app, Uber Eats, over seven years ago, and the business now includes the applications Postmates, Drizly and Cornershop across different markets.
+Added: We believe our Delivery offering increases consumer engagement with the Uber platform overall, which in turn results in broader reach for our Merchants who can attract Uber Eats consumers from Uber without increasing their own costs.
+Added: For Drivers, we believe the Delivery offering leverages, and has expanded our earner base by increasing utilization and earnings across the network.
+Added: We also believe it also attracts new Drivers to the platform who do not have access to Mobility-qualified vehicles.
+Added: Over the last several years our Delivery business has expanded to include Uber Direct, our white-label Delivery-as-a-Service offering to retailers and restaurants around the world, as well as advertising opportunities.
We believe that Freight is revolutionizing the logistics industry.
−Removed: 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.
−Removed: The freight industry is highly fragmented and deeply inefficient.
−Removed: 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.
−Removed: Procurement is highly fragmented, with traditional players relying on local or regional offices to book shipments.
−Removed: 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.
−Removed: These inefficiencies adversely impact both shippers and carriers, and contribute to the number of non-revenue or “dead-head” miles,
−Removed: which are miles driven by carriers between shipments.
−Removed: Freight greatly reduces friction in the logistics industry by providing an on-demand platform to automate and accelerate logistics transactions end-to-end.
−Removed: Freight connects carriers with shippers available on our platform, and gives carriers upfront, transparent pricing and the ability to book a shipment with the touch of a button.
−Removed: We serve shippers ranging from small- and medium-sized businesses to global enterprises by enabling them to create and tender shipments with a few clicks, secure capacity on demand with upfront pricing, and track those shipments in real-time from pickup to delivery.
−Removed: We believe that all of these factors represent significant efficiency improvements over traditional freight brokerage providers.
−Removed: During 2021, we completed the acquisition of Tupelo Parent, Inc.
−Removed: (“Transplace”) in an all-cash transaction, allowing us to expand our Uber Freight business through Transplace’s expertise in transportation management.
−Removed: The acquisition of Transplace has been accounted for as a business combination.
−Removed: 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.
+Added: Freight powers a managed transportation and logistics network and connects Shippers and Carriers in a digital marketplace to move shipments while leveraging our proprietary technology, brand awareness, and experience revolutionizing industries.
+Added: Freight provides an on-demand platform to automate and accelerate logistics transactions end-to-end while providing visibility and control of logistics networks.
+Added: Freight connects Carriers with Shippers’ shipments available on our platform, and gives Carriers upfront, transparent pricing and the ability to book a shipment with the touch of a button.
+Added: Freight serves Shippers ranging from small- and medium-sized businesses to global enterprises.
+Added: By leveraging logistics solutions expertise and value-add solutions, Freight enables Shippers to create and tender shipments, secure capacity on demand with real-time pricing, and track those shipments from pickup to delivery.
+Added: Freight operations are principally based in North America and Europe.
+Added: We believe that all of these factors represent significant efficiency improvements over traditional transportation management and freight brokerage providers.
Platform Synergies
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Our network becomes smarter with every trip.
−Removed: In approximately 10,500 cities around the world (as of January 1, 2022), our network powers movement at the touch of a button for millions, and we hope eventually billions, of people.
+Added: In approximately 10,500 cities around the world (as of December 31, 2022), our network powers movement at the touch of a button for millions, and we hope eventually billions, of people.
Leading Technology We have built proprietary marketplace, routing, and payments technologies.
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With our platform, we are making it even easier for our consumers to unlock convenience.
+Added: 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.
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.
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Our membership programs are designed to make utilizing our suite of products a seamless and rewarding experience for our consumers.
−Removed: We exited 2021 with over 6 million members for our Uber One, Uber Pass, Eats Pass and Rides Pass membership programs.
−Removed: 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.
+Added: We exited 2022 with nearly 12 million members for our Uber One, Uber Pass, Eats Pass and Rides Pass membership programs.
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.
−Removed: During the fourth quarter of 2021, active advertising merchants grew to over 170,000.
+Added: During October 2022, we officially launched Uber’s advertising division and introduced Uber Journey Ads, an engaging way for brands to connect with consumers throughout the entire ride process.
+Added: We now offer a model that enables brands to partner with Uber on a variety of advertising options on the Uber and Uber Eats apps, and beyond, while connecting with consumers in brand-safe and captivating ways.
+Added: We also provide comprehensive reporting and analysis, which helps brands fine-tune their understanding of consumers and create more impactful campaigns as they connect with consumers at relevant points throughout their journeys and transactions.
+Added: During the fourth quarter of 2022, active advertising merchants exceeded 315,000.
+Added: We believe that our advertising further strengthens the power of our platform and will continue to do so as we onboard more advertisers.
Competitive Environment
We compete on a global basis in highly fragmented markets.
−Removed: 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
−Removed: these industries.
+Added: 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.
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.
−Removed: 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.
−Removed: 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.
+Added: We also compete with other ridesharing companies, including certain of our minority-owned affiliates, for Drivers and Riders, including Lyft, Ola, Didi, Bolt, and our Yandex.Taxi joint venture.
+Added: Our Delivery offering competes with numerous companies in the meal, grocery and other delivery space in various regions for drivers, consumers, and merchants, including Amazon, Deliveroo, Delivery Hero, DoorDash, Gopuff, iFood, Instacart, Just Eat Takeaway, and Rappi.
Our Delivery offering also competes with restaurants, meal kit delivery services, grocery delivery services, and traditional grocers.
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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.
−Removed: Proposition 22 went into effect in December 2020 and we expect that Drivers will be able to maintain their status as independent contractors under California law and that we and our competitors will be required to comply with the provisions of Proposition 22.
+Added: Proposition 22 went into effect in December 2020 and as a result of the passage of Proposition 22, Drivers are able to maintain their status as independent contractors under California law, and we and our competitors are required to comply with the provisions of Proposition 22.
See the section titled “Risk Factors” included in Part I, Item 1A and “Note 14 – Commitments and Contingencies” to our consolidated financial statements included in Part II, Item 8, “Financial Statements and Supplementary Data,” of this Annual Report on Form 10-K.
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In November 2019, TfL declined to issue us a license, finding that we were not “fit and proper,” including with respect to confidence in our change and release management processes.
−Removed: We successfully appealed and in September 2020, Westminster Magistrates Court granted us an 18 month operating license on largely the same conditions as our previous license, finding us a fit and proper person.
+Added: We successfully appealed and since September 2020,
+Added: we have been operating under a license in London.
+Added: Our current TfL license, a 30 month operating license, was granted to us in May 2022.
• Since April 2019, Mexico City’s Secretaría de Movilidad passed several amendments to existing ridesharing regulations implementing certain operational requirements, including a prohibition on the use of cash to pay for ridesharing services and, effective as of November 2019, a comprehensive TNC data sharing requirement and a requirement that Drivers in Mexico City obtain additional licenses and annual vehicle inspections to provide ridesharing services.
Except for the vehicle inspection, we obtained an injunction against such operational requirements which, if implemented without modification, could have a negative impact on our business and our failure to comply with such regulations may result in a potential revocation of our license to operate in Mexico City.
−Removed: • 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.
−Removed: 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.
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Our technology platform, and the user data we collect and process to run our business, are an integral part of our business model and, as a result, our compliance with laws dealing with the collection and processing of personal data is core to our strategy to improve platform user experience and build trust.
−Removed: Regulators around the world have adopted or proposed requirements regarding the collection, use, transfer, security, storage, destruction, and other processing of personally identifiable information and other data relating to individuals, and these laws are increasing in number, enforcement, fines, and other penalties.
+Added: Regulators around the world have adopted or proposed requirements regarding the collection, use, transfer, security, storage, destruction, and other processing of personal data, and these laws are increasing in number, enforcement, fines, and other penalties.
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.
−Removed: 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.
+Added: state, city, federal, 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 (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.
−Removed: An increasing number of governments are enforcing competition laws and are doing so with increased scrutiny, including governments in large markets such as
−Removed: the EU, the United States, Brazil, and India, particularly surrounding issues of predatory pricing, price-fixing, and abuse of market power.
+Added: 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 pricing parity, 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 believe that our intellectual property is essential to our business and affords us a competitive advantage in the markets in which we operate.
−Removed: Our intellectual property includes the content of our website, mobile applications, registered domain names, software code, firmware, hardware and hardware designs, registered and unregistered trademarks, trademark applications, copyrights, trade secrets, inventions (whether or not patentable), patents, and patent applications.
+Added: Our intellectual property includes the content of our website, mobile applications, registered domain names,
+Added: software code, firmware, hardware and hardware designs, registered and unregistered trademarks, trademark applications, copyrights, trade secrets, inventions (whether or not patentable), patents, and patent applications.
To protect our intellectual property, we rely on a combination of copyright, trademark, patent, and trade secret laws, contractual provisions, end-user policies, and disclosure restrictions.
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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.
−Removed: 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.
−Removed: We have typically experienced lower quarter-over-quarter growth in Mobility in the first quarter.
−Removed: In 2021, we experienced less seasonality as a result of the COVID-19 pandemic and related restrictions, which altered typical travel patterns.
−Removed: We expect that seasonality will eventually return to its historic patterns as recovery from the pandemic continues.
−Removed: 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.
−Removed: 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.
+Added: We typically expect to experience seasonal impacts to our operating results as we generate higher Gross Bookings in our fourth quarter compared to other quarters due in part to fourth-quarter holiday and business demand, and typically generate lower Gross Bookings 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.
+Added: We have typically experienced quarter-over-quarter declines in Mobility in the first quarter.
+Added: In 2022, we experienced altered seasonality as a result of the COVID-19 pandemic and related restrictions.
+Added: These primarily relate to COVID-19 variant outbreaks that drove lower Mobility volume and higher Delivery volume.
+Added: We expect that seasonality will return to its historic patterns as recovery from the pandemic continues.
+Added: We typically expect to experience seasonal impacts to our operating results with increases in our Gross Bookings in the first and fourth quarters compared to the second and third quarters, although the historical growth of Delivery has masked these seasonal fluctuations.
+Added: In 2022, we experienced altered seasonality as a result of the COVID-19 pandemic and related restrictions.
+Added: These primarily relate to COVID-19 variant outbreaks that drove lower Mobility volume and higher Delivery volume.
+Added: We expect that seasonality will return to its historic patterns as recovery from the pandemic continues.
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.
+Added: Our Board of Directors recognizes the strategic importance of these issues and the Compensation Committee has incorporated employee retention metrics into the compensation packages of our most senior executives.
Adapting to a New Way of Working .
−Removed: 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.
−Removed: 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.
−Removed: Prolonged remote work, as well as COVID-19 more generally, introduced new dynamics into the households of many of our employees.
−Removed: 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.
−Removed: The issues of stress and balance were particularly exacerbated among caregivers of young children.
−Removed: 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.
−Removed: more attention and flexibility to caregivers by providing resources, tools, and support, and amplified our focus on mental health and well-being.
+Added: In 2022, more than two years after we asked employees who were able to do so work remotely in light of the COVID-19 pandemic, we reopened our offices and welcomed our employees back to the office.
+Added: The world of work has changed significantly in the last two years, and in response we have evolved our work philosophy to reflect all that we have learned and what we believe will produce the best results for our employees and our business going forward.
+Added: Our work model has shifted to a hybrid model where employees have flexibility to work from home.
Employee Engagement .
−Removed: 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.
+Added: 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 their highest capability.
We measure how successful we have been in establishing the culture we need through employee engagement surveys and related tools.
We historically conducted a semi-annual workforce survey that measures employee engagement, overall satisfaction, and well-being.
−Removed: 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.
+Added: But in 2021, we made a shift toward continuous listening by collecting feedback from employees throughout the year and through various channels.
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.
−Removed: 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.
−Removed: 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.
+Added: For example, our hybrid return-to-office approach was shaped based on employee feedback.
+Added: In addition to the engagement survey results, we also monitor the health of our workforce and the success of our people operations
+Added: through monitoring metrics such as attrition, retention, and offer acceptance rates, as well as sexual orientation, gender and ethnic diversity.
Employee Development and Retention .
We believe that employees who have opportunities for development are more engaged, satisfied, and productive.
−Removed: 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.
+Added: Employees are empowered to drive their own growth, whether by learning on the job, finding stretch assignments, participating in mentorship, 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.
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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.
−Removed: 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.
−Removed: Some of our commitments to anti-racism include:
−Removed: • Ridding our platform of racism
−Removed: • Fighting racism with technology
−Removed: • Sustaining equity and belonging for all
−Removed: • Driving equity in the community
+Added: In July 2020, we announced commitments to becoming a more anti-racist company and since then, we have made progress on our commitment to build racial equity internally and externally.
+Added: For example, with the goal of ridding racism from our platform, we rolled out anti-racism and unconscious bias training for riders and drivers in the United States and Brazil.
For more information regarding our Diversity and Inclusion efforts, please see our 2022 People and Culture Report and our 2022 ESG Report, which are available on our website.
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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 70 countries.
−Removed: Drivers are key parts of the marketplaces that Uber has created
−Removed: through its apps.
+Added: 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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We believe all work should be treated equally.
−Removed: We also believe that legislative reform is needed to modernize the social safety net.
+Added: We also believe that legislative reform is needed to modernize the
+Added: 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.
−Removed: Some examples of our advocacy to preserve flexibility of work while expanding access to benefits and protections are as follows:
−Removed: ◦ 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.
−Removed: ◦ 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.
−Removed: ◦ In the UK, we announced that all UK drivers will be treated as workers and receive additional rights and protections going forward.
−Removed: 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.
−Removed: 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.
+Added: Some recent examples of our advocacy to preserve flexibility of work while expanding access to benefits and protections are as follows:
+Added: ◦ In Washington State, we welcomed a new law that preserves rideshare driver independence and confers new benefits such as minimum earnings guarantee, injury protection and paid sick leave.
+Added: ◦ In Chile, the legislature passed a law that incorporates platform workers into the government’s healthcare and pensions scheme and introduces new requirements for platform companies such as minimum earnings guarantee for time spent actively working, maintain on-app insurance coverage, and provide couriers with safety equipment.
• Protections and benefits :
−Removed: 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.
+Added: We partner with leading insurance companies around the world to pioneer protections for independent workers.
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).
−Removed: • Progression :
−Removed: 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.
−Removed: Through our partnership with Arizona State University, over 4,000 Drivers and their family members have enrolled in an undergraduate degree program.
+Added: • Learning and Growth :
+Added: We have partnered with learning and academic institutions to provide opportunities to eligible Drivers and their family members through undergraduate degree programs and courses on entrepreneurship, skills development and language learning.
+Added: For example, since its launch in 2018, our partnership with Arizona State University has enrolled nearly 5,000 Drivers and their family members in undergraduate degree programs online.
• Engagement :
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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.