Uber ESG Report

2021 ESG Report 2021 ESG Report 1

Uber’s 2021 ESG Report highlights our perspectives on the environmental, social, and governance (ESG) issues that matter most to our business and our stakeholders—including platform users (drivers, delivery people, merchants, and consumers), employees, cities, regulators, and investors. The report is intended to provide a high-level overview of Uber’s views on, approach to, and performance on key ESG issues. Additional content regarding these issues, and more, can be found on Uber.com. Data is as of December 31, 2020, unless otherwise noted. The narratives in the report may cover issues through July 2021. 202021 21 ESG ReportESG Report 22

Table of contents Uber’s ESG vision 4 Letter from our CEO 5 Our business 6 About this report 7 Uber and the SDGs 9 Governance 13 COVID-19 response 20 Driver and delivery person well-being 27 User safety 35 People and culture 42 Local impact 50 Integrity and trust 56 Climate change and environmental sustainability 63 Performance data 75 Indexing 93 202021 21 ESG ReportESG Report 33

Uber’s ESG vision Seamless integration of ESG principles into business decision-making to promote long-term value for our stakeholders. 202021 21 ESG ReportESG Report 44

Letter from our CEO Around the world, in 2020, communities experienced • Advocating for earners’ flexibility, new benefits and protections devastating impacts from the COVID-19 pandemic. We did not, through our IC+ model in markets around the world. however, experience them all equally. COVID-19 exacerbated • Making public commitments toward being an anti-racist existing inequalities and brought into focus long-standing company. Progress on this critical work is detailed in our 2021 issues, including systemic racism; unequal access to work, People and Culture Report. benefits and protections; and the need for shared action on climate change. • Committing to be a net-zero-emissions company globally Early in the pandemic, Uber recognized a need for by 2040, and backing that up by signing up for the rigor and partnership—and leadership—on these issues. Building on prior accountability of the Science-Based Targets initiative. We also initiatives, we made a number of bold commitments to address expanded our reporting responsive to the recommendations these and other issues. We have supported our commitments of the Task Force on Climate-Related Financial Disclosures. through investments and actions as we work to build a Progress on these initiatives and more is detailed in the pages stronger, more sustainable business and to improve quality of of this report, in our other publications, and on our website. In life for all our stakeholders. all we do, we are guided by our most important cultural norm: A few examples from 2020 include: Do the right thing, period. • Leading the industry in innovative approaches to combating COVID-19, including by introducing new health safety technology; providing financial assistance to drivers and delivery people diagnosed with COVID-19 or directed to self- quarantine or self-isolate by a doctor or public health official; successfully advocating to help ensure protections and benefits were available to them; and committing to giving out tens of millions of discounted and free rides, meals, and deliveries to those in need around the world, including most Dara Khosrowshahi recently to support greater access to vaccines. Chief Executive Officer 202021 21 ESG ReportESG Report 55

Our business Uber is a global tech platform operating at massive scale. Mobility Delivery Freight 46%¹ 52%¹ 2%¹ 71 ~10K $56B 5B countries cities² gross bookings trips Delivery +109% YoY³ Gross Bookings, Trips are FY 2020. MAPCs, Drivers, Merchants are as of Q4 2020 ¹As a percentage of Gross Bookings ²Based on our internal definition of city, which includes 93M 3.5M 657K metropolitan areas that include several cities ³Gross Booking YoY growth rates shown in constant MAPCs⁴ drivers merchants currency ⁴Monthly Active Platform Consumers Delivery +66% YoY⁵ ⁵YoY growth excluding exited markets 2021 ESG Report 6

About this report ESG materiality assessment Uber performed a materiality assessment to Our ESG materiality assessment involved the following steps: inform the company’s ESG reporting and strategy. This assessment was originally completed in June 2020 amid the active COVID-19 pandemic, 01 Identified stakeholders 05 Mapped issues on a matrix a divisive political environment, civil unrest Identified the stakeholders who rely on Uber, and on whom Mapped each issue according to the scores generated in steps Uber relies for its long-term business success. For 2021, we have 3 and 4 to populate an initial ESG materiality matrix. Each regarding systemic racism and inequality, and a focused our reporting on investors, employees, cities, platform stakeholder category was equally weighted. deeply recessed global economy. The assessment users (drivers, delivery people, merchants, and consumers), 06 Engaged external and captured the ESG issues deemed to be of greatest and regulators. relative importance to Uber as of that time. The 02 Generated universe of ESG issues internal stakeholders Engaged a variety of stakeholders to refine. The draft materiality results of this assessment continue to form the Generated a universe of ESG issues that may be relevant to matrix was reviewed and refined through conversations with basis of our 2021 reporting. Uber or its stakeholders. To create this list, we considered internal focus groups and external stakeholders, including emerging sustainability trends, global ESG reporting frameworks, sustainability experts, governance experts, and institutional This report is also informed by the reporting stakeholder requests for information, rater/ranker evaluations, investors. Following refinement, the Board’s Nominating and peer reporting, news articles, and Uber’s regulatory filings. Governance Committee reviewed the final matrix. standards of the Sustainability Accounting 03 Evaluated relevance to our business Standards Board and the Task Force on Climate- 07 Established material issues related Financial Disclosures (TCFD). Based on Considered whether, and the degree to which, the identified While all identified issues are important, the content of Uber’s ESG issues could potentially affect Uber’s business, financial 2021 ESG Report focuses primarily on the 9 issues in the upper- feedback from our stakeholders, we have expanded condition, operating results, prospects, or stock price. This right quadrant of the matrix on the following page—those our reporting responsive to TCFD, and introduced included a review of Uber’s SEC filings, enterprise risk list, determined to be the most material to our business and to a section on alignment with the United Nations earnings call transcripts, leadership agendas, and Board of our stakeholders. Other issues are included in our reporting Directors and Board Committee charters. as appropriate. Sustainable Development Goals (SDGs). As 04 Evaluated importance to stakeholders part of our corporate commitment to continual Considered whether, and the degree to which, the identified ESG improvement, we expect to build on ESG content issues may affect or be of interest to Uber’s key stakeholders. This and analysis on our website and in future iterations included interviews with internal stakeholder representatives of this report. and subject matter experts from Policy, People, Finance, Law, Research and Insights, Operations, and Communications. We also leveraged insights gained from prior external stakeholder engagements and survey work. 2021 ESG Report 7

About this report ESG materiality matrix Our ESG materiality assessment was designed to Higher identify the most relevant, or material, issues from Executive compensation Climate change Ethics and compliance an ESG perspective, which is a broader standard Political activities COVID-19 response Local impact than that used in our financial disclosures. The Cybersecurity User privacy use of “material” when referring to ESG topics Diversity, inclusion, User safety throughout this report is intended to flag the most and culture important issues from our ESG assessment. It does Driver/delivery person not speak to the materiality of those issues to Uber well-being as a whole. Within boxes, issues are depicted in eholders alphabetical order. They are unchanged from 2020. tak o s Energy efficiency Board composition Human rights in the supply chain Local air quality Renewable energy Importance tWaste reduction/recycling Water consumption Importance to business Higher 2021 ESG Report 8

Uber and the Sustainable Development Goals (SDGs) Uber contributes to the United Nations SDGs through its core business and social impact activities. 202021 21 ESG ReportESG Report 99

Uber and the SDGs Our impact Uber reimagines the way the world moves for Our work is focused across 4 pillars: the better. This offers a considerable mandate for positive impact as we create value that we believe benefits people and places around the world. We 01 know that the power of movement transcends Economic empowerment: From drivers and delivery people simply getting from point A to B. Movement is to small businesses and communities, we’re committed to access—to safe spaces, to economic opportunities, creating positive opportunities for all. and to sustainable futures. Movement is freedom— to thrive and to be empowered to drive your own destiny. 02 Now, in the wake of COVID-19 and its exacerbating Safety: Working to improve the safety of our platform effect on inequalities around the world, Uber has through safety features, policies, procedures, and our laid out the company’s ambition for our technology to help make movement equal for all. To realize commitment to transparency. this ambition, we’ve looked across the business to connect our purpose and operations to fulfill global and local needs. 03 Sustainability: From electric vehicles to food waste reduction, we’re working to protect the future of our planet. 04 Equity: Through anti-racism and gender equality commitments, accessible services, and more, we help move people beyond biased systems. 2021 ESG Report 10

Uber and the SDGs The United Nations Sustainable Development Goals In 2015, all United Nations (UN) member states Good health and well-being: Gender equality: adopted 17 goals to achieve sustainable global Ensure healthy lives and Achieve gender equality economic, social, and environmental development promote well-being for all at and empower all women as part of a shared 2030 Agenda. Focused on all ages. and girls. people, planet, and prosperity, the SDGs set out an ambitious agenda to eradicate poverty, strengthen institutions, eliminate inequality, and protect the planet. Inspired by the goals, Uber has identified ways Decent work and economic Reduced inequalities: in which our core business and operations can growth: Promote sustained, Reduce inequality within contribute to building a better future for everyone. inclusive, and sustainable and among countries. We proudly contribute to the achievement of economic growth; full and many of the 17 goals, and due to the nature of our productive employment; and business and operations we primarily focus on 6. decent work for all. Sustainable cities and Climate action: Take urgent communities: Make cities action to combat climate and human settlements change and its impacts. inclusive, safe, resilient, and sustainable. 2021 ESG Report 11

Uber and the SDGs Impact in action We are committed to promoting prosperity, equity, and a better quality of life for our stakeholders as we work to make movement equal for all. Please visit the Indexing section of the report for more examples of Uber’s impact in action. Economic empowerment Safety Sustainability Equity By offering new By helping people By creating By focusing on ways models of earning move safely and focus opportunities for to rid our platform of opportunities to drivers, on what matters most. everyone to move and discrimination and delivery people, live in environmentally promote equality and merchants. friendly ways. within and outside our company. SDGs SDGs SDGs SDGs 2021 ESG Report 12

Governance Our Board is committed to best-in-class corporate governance. 202021 21 ESG ReportESG Report 1313

Governance Uber’s Board of Directors Our Board of Directors is committed to best-in- Board independence Board tenure class corporate governance and firmly believes that we must be transparent with, and accountable to, our stockholders with respect to our culture, 91% Independent (10) 2.6 <2 years (4) governance, and corporate responsibility. In our Independent Non-independent (1) Avg years 2-4 years (6) journey to build out a world-class public company of tenure >4 years (1) governance structure, we have strengthened and developed a Board of Directors with a diverse set of 85% of S&P 500 directors are independent. 7.9 years is the average tenure of S&P 500 boards. backgrounds, skills, and experiences. Gender diversity Director age 36% Female (4) 58 45-55 (5) Male (7) Avg director 56-65 (4) Female 66+ (2) age 10 Global Company Leadership 28% of S&P 500 directors are female. 63 years is the average age of S&P 500 directors. 11 Financial Expertise 8 Consumer and Digital Global Company Leadership Ethnic diversity Skills, experience, and background 10 Experience 7 Innovation, Technology, and 11 Financial expertise Financial Expertise High-Growth Experience Consumer and Digital Government, Policy, and Global company leadership 8 Global Company Leadership Global Company Leadership 6 10 Global Company Leadership 10 Global Company Leadership 10 10 Experience 27% Ethnic minorities (3) Regulatory Experience Innovation, Technology, and Ethnic Not ethnic minorities (8) Sustainability and Human 7 9 11 Sustainability and human capital management 11 Financial Expertise 11 Financial Expertise 11 Financial Expertise Financial Expertise High-Growth Experience minorities Capital Management Consumer and Digital Consumer and Digital Consumer and Digital Government, Policy, and Consumer and Digital 8 Consumer and digital experience 8 6 8 8 Experience Experience Experience Regulatory Experience Experience Innovation, Technology, and Innovation, Technology, and Innovation, Technology, and Sustainability and Human 7 Innovation, Technology, and 7 Innovation, technology, and high-growth experience 7 9 7 High-Growth Experience High-Growth Experience High-Growth Experience Capital Management 20% of all directors of the top 200 S&P 500 High-Growth Experience Government, Policy, and Government, Policy, and Government, Policy, and Government, Policy, and 6 Government, policy, and regulatory experience 6 6 companies are ethnic minorities. 6 Regulatory Experience Regulatory Experience Regulatory Experience 2021 ESG Report Regulatory Experience 14 Note: Data above is as of March 29, 2021. Sustainability and Human Sustainability and Human Sustainability and Human 9 Sustainability and Human 9 9 9 Capital Management Capital Management Capital Management Capital Management

Governance Board oversight The ESG issues identified in our assessment Audit Compensation Nominating Full are important to the long-term success of our Committee Committee and Governance Board business and our business strategy. As such, and Committee as appropriate, they are overseen by Uber’s Board of Directors and the Board’s independent Audit, Climate change Compensation, and Nominating and Governance Committees. Below is a high-level summary of how COVID-19 response the Board and its committees have overseen these key issues in 2020 and early 2021. Audit Committee: Amended its charter to Driver and delivery person well-being explicitly oversee issues related to data privacy. Compensation Committee: Amended its charter Employee diversity, inclusion, and culture to explicitly provide oversight for the company’s human capital strategies, initiatives, and programs with respect to our culture, talent, recruitment, ESG program retention, and employee engagement. Nominating and Governance Committee: Ethics and compliance Amended its charter to oversee environmental, social, and governance matters, including explicit Local impact reference to environmental sustainability as well as corporate political activities and contributions and lobbying activities. Privacy and cybersecurity User safety 2021 ESG Report 15

Governance Board oversight Below are key examples of Board and coordinate Uber’s response—quickly, responsibly, Employee diversity, inclusion, and culture: The committee oversight of ESG issues: and empathetically. Uber’s Board of Directors Board receives quarterly reports from the Office of Climate change: Uber’s Board of Directors was closely involved, initially receiving daily— Diversity and Inclusion regarding Uber’s progress and Nominating and Governance Committee then weekly, and eventually quarterly—updates toward its diversity goals. There is also an annual periodically receive updates on policy and from leadership as the company took decisive organizational review that includes succession regulatory trends at the local, state, and national action focusing on the safety and well-being of planning and a talent review. The Compensation levels concerning climate- and emissions-related employees and platform users and partnering with Committee considers diversity and inclusion developments and receive reports on Uber’s local communities to help slow the spread of the metrics when developing compensation plans climate-change commitments. Uber’s SVP of virus. The Board received updates from leadership and includes diversity, inclusion, and cultural goals Mobility and Business Operations and the SVP of regarding financial and operational impacts to the as metrics in the compensation for Uber’s most Marketing and Public Affairs share responsibility business in addition to comprehensive reports on senior executives. The Compensation Committee for climate change–related issues and policies safety efforts around the world, and the company’s also receives summaries of employee engagement within the company. These executives oversee efforts to increase accessibility to, and facilitate survey results and related matters. At the the work of the Global Sustainability Policy Lead, distribution of, the COVID-19 vaccine. management level, our CEO meets with who is responsible for measuring Uber’s emissions Driver and delivery person (“Drivers”) each of his direct reports quarterly to review footprint, evaluating potential related business and well-being: Uber’s Board of Directors considers progress against D&I operating targets and plans. regulatory risks (such as limits on emissions), and the well-being and status of drivers, in some form, The CEO also meets with our employee resource assessing options for emissions reduction. Uber’s at nearly every Board meeting. Driver satisfaction, group (ERG) leaders regularly, including once a Executive Leadership Team reviews Uber’s major retention, and classification are among the issues year with all ERG leads together to review plans and climate commitments and endorses emissions- considered by the Board when evaluating Uber’s budget requests. reduction programs. risk management processes and when guiding COVID-19 response: Uber convened leadership strategy or reviewing major plans of action. from across the globe and established a dedicated The Compensation Committee tied executive Steering Committee led by Uber’s SVP of compensation for our most senior executives to the Mobility and Business Operations to guide and achievement of driver satisfaction and retention metrics in addition to safety improvement metrics. 2021 ESG Report 16

Governance Board oversight Ethics and compliance: The Board and its reports from executive leadership on city-specific committees play a critical role in overseeing how and regional commitments. The Board has regular we develop and maintain the workplace culture discussions with senior management regarding that we want. Uber’s Chief Ethics and Compliance media coverage and regulatory, legislative, and public Officer (CECO) and our Global Head of Internal sentiment involving Uber. Audit meet with the Audit Committee quarterly User safety: Uber’s Board of Directors receives updates regarding the state of compliance and ethics, on user safety at least twice a year. The Compensation internal investigations, and the operation of the Committee has tied executive compensation for our company’s Integrity Helpline. Aspects of the most senior executives to the achievement of safety compliance and ethics program are incorporated metrics, including reducing safety incidents and into the performance evaluations of executive increasing transparency and trust. officers, while company culture is overseen by the Compensation Committee and the Nominating and Privacy and cybersecurity: The Board oversees Governance Committee. The CECO and the Global the senior management team’s efforts to address Head of Internal Audit report to the CLO and CFO, cybersecurity and data privacy risks. Uber’s Chief respectively, and work with the company’s executive Information Security Officer provides quarterly reports leadership team (ELT) as part of our enterprise risk to the Audit Committee and is responsible for a range of management program. Working with the ELT and cybersecurity activities. In addition, the Audit Committee the Audit Committee, the CECO is responsible for annually reviews Uber’s risk profile with respect to implementing an ethical culture throughout the cybersecurity matters. Our Chief Privacy Officer provides business and ensuring the continuous enhancement reports to the Board annually and as requested from of the global compliance program. time to time. In 2020, the Audit Committee amended its Local impact: Uber’s Board of Directors periodically charter to explicitly oversee issues related to data privacy. receives updates on emerging policies at the local, state, and national levels. The Board also receives 2021 ESG Report 1717

Governance Governance of ESG at a glance Audit Committee Board committees Compensation Committee Nominating and Governance Committee Executive leaders at the company Chief Executive Officer Senior Vice President, Mobility and Business Operations Chief Financial Officer Senior Vice President, Delivery Leadership Senior Vice President, Chief Legal Officer Chief Technology Officer and Corporate Secretary Vice President, Core Services Chief Diversity and Inclusion Officer Senior Vice President, Chief Product Officer Senior Vice President, Chief People Officer Head of Uber Freight Senior Vice President, Marketing and Public Affairs More than 50 FTEs across the Mobility, Delivery, Policy, Workplace, Finance, and Legal teams focus on various aspects of Uber’s sustainability and ESG efforts, including: Head of ESG Strategy and Engagement Public Policy Manager, Consumer Protection and Safety ESG working Head of Investor Relations Director, Social Impact Head of Diversity and Inclusion Strategy and Planning Global Sustainability Program Manager, Workplace group Head of Global Sustainability Policy Senior Counsel, Legal Compliance Head of Work and Economic Policy Manager, Strategy and Planning, Uber Eats Director, Policy for Cities and Transportation Senior Manager, Strategy and Planning, Uber Transit Public Policy Manager, Safety Senior Associate, Strategy and Business Development, Uber Freight 2021 ESG Report 18

Governance ESG in executive compensation PRSU Program—ESG elements FY19 FY20 FY21 Fiscal 2021 How executives are compensated tells an important Safety improvement: We determined that the Key financial targets story about a company’s strategy and priorities. achievement of certain safety goals, including Year 1 Year 2 Year 3 Gross Bookings At Uber, we have incorporated ESG metrics into reductions in US motor vehicle fatalities and critical 2019 (25%) (25%) (25%) executive compensation since 2018. We have sexual assaults, was an appropriate addition to the PRSUs 3-year Diversity and Mobility & Inclusion ("D&I") Goal (25%) Delivery Segment incorporated ESG metrics into both performance- 2020 PRSUs. These metrics are further defined in Adjusted EBITDA based equity and our annual bonus plan. our US Safety Report. Adjusted EBITDA Performance-based equity Our 2020 annual bonus plan FY20 FY21 FY22 Our performance-based equity program includes diversity and inclusion and safety metrics. The included the following ESG metrics: Year 1 Year 2 Year 3 (25%) (25%) (25%) graphic at right illustrates the evolution of our Improvements in motor fatality, assault and sexual 2020 performance-based restricted stock unit (PRSU) assault incident rates, food safety, and perceptions PRSUs 3-year D&I Goal (12.5%) program and our commitment to ESG performance. of safety among Drivers. 3-year D&I Goal (12.5%) Our 2020 PRSUs included Improvements in Driver satisfaction and retention, the following ESG metrics: in relation to our efforts to improve overall Driver Fiscal 2021 well-being and the experience of independent work. Key financial targets FY21 FY22 FY23 D&I: The key performance indicators we established Improvements in performance against employee EBITDA Margin Year 1 Year 2 Year 3 consist of growing the percentage of women at (13.3%) (13.3%) (13.3%) Uber’s manager level and above to 35% and growing diversity, inclusion, and cultural goals. 3-year average the percentage of US underrepresented minority revenue growth (40%) employees at the senior analyst level and above 2021 3-year D&I Goal (10%) to 14%, as further detailed in our 2021 People and PRSUs Culture Report. We have seen evidence that this 3-year Safety Goal (10%) strategy is effective in holding leaders accountable, given our positive progress in representation, Relative TSR Modifier particularly for women and underrepresented talent in leadership roles. 2021 ESG Report 1919

COVID-19 response During the COVID-19 crisis, we’ve combined compassion, resources, and innovation to improve safety and to support our communities. 202021 21 ESG ReportESG Report 2020

COVID-19 response 30 million $50 million Masks/face covers that Uber purchased and Committed to help provide access to distributed to more than 2.5 million drivers disinfectants, sanitization sprays and wipes, and delivery people around the world. and ear-loop face masks to drivers, freight carriers, and delivery people. 231 million $20 million Mask verifications completed. Donated to help support local restaurants in the US and Canada as part of our “Eat Local” campaign. 200+ Partnerships initiated to support our $30 million communities around the world. Paid out through our global financial assistance policy, which provides up to 14 days of financial assistance for drivers and delivery people who are diagnosed with an 99.5% active case of COVID-19 or directed to self- Of trips had no reported mask issues as of quarantine or self-isolate by a doctor or the end of 2020. public health official. 202021 21 ESG ReportESG Report 2121

COVID-19 response Mobilizing to support our communities At Uber, safety is a top priority. Since the earliest delivered over 1.4 million prescriptions with the Bill days of the pandemic, Uber mobilized internal and Melinda Gates Foundation and the Western teams, listened to experts, and worked to support Cape Department of Health in South Africa. By the the health and well-being of employees, platform end of June 2020, our teams had initiated more users, and the cities and communities we serve. than 200 partnerships across 54 countries. Uber will continue to be a partner in recovery to our Through our Freight platform, Uber moved nearly cities and stakeholders as we define and turn to a 1,000 loads of donated freight with over 50 partners new normal. to over 300 unique destinations throughout the US Encouraging riders to stay home: At the outset of and Canada. This totaled over 30 million pounds of the pandemic, we sent messages to riders in the essential goods, including food, water, and PPE. app and on social media asking them to stay home, Providing health and sanitization supplies: We if they could, to support stay-at-home efforts and committed $50 million to help provide access to help slow the spread of the virus. disinfectants, sanitization sprays and wipes, and Supporting healthcare workers, first responders, ear-loop face masks to drivers, freight carriers, and communities: Uber provided 10 million free and delivery people. We have purchased about or discounted rides and food deliveries to frontline 30 million masks/face covers, and have distributed workers, seniors, and people in need, partnering with them to more than 2.5 million people around organizations such as the Bill and Melinda Gates the world. Foundation, Feeding America®, Save the Children, UNESCO, and World Central Kitchen to provide free rides, food, and essential supplies for vulnerable populations worldwide. By the end of 2020, we had 2021 ESG Report 22

COVID-19 response Mobilizing to support our communities Supporting local restaurants: As restaurants Project Mumbai, The Good Quest Foundation, shifted to takeout, we highlighted local independent and more. We also set up an employee-giving restaurants in-app and provided new options such campaign with GiveIndia, through which we as leave-at-door delivery. We also introduced a matched employee donations. We established feature in some markets through which customers a hardship fund for drivers and their families could contribute to their favorite local restaurants who were affected by COVID-19. We paid for directly from the app. In 2020, customers gave vaccinations for 150,000 drivers and offered free more than $20 million using the new contributions rides for communities more broadly as part of our feature. In the US, Uber matched every contribution global 10 million rides offer. And Uber was a major to the National Restaurant Association Educational contributor to the Pledge 1% Global Coalition. Foundation’s Restaurant Employee Relief Fund up Supporting freight carriers: Many freight carriers to a total commitment of $6 million to support their faced backed-up facilities, closed restaurants, and important work and help provide critical funds to closed rest areas and truck stops while helping to restaurant workers affected by COVID-19. We have keep essential goods like food, toilet paper, and committed to provide $20 million in support efforts sanitization supplies moving across the country to help local restaurants in the US and Canada and stocked on our shelves. We supported these during the pandemic as part of our “Eat Local” carriers during the pandemic by providing those campaign. hauling Uber Freight loads with Uber Eats credits India COVID-19 crisis: We rallied support during to make sure that they were fed. the spring 2021 pandemic crisis in India through a number of actions. We provided in-kind donations to many national nonprofits including the American India Foundation, Go Dharmic, HelpAge India, 2021 ESG Report 23

COVID-19 response New safety features To promote safety, Uber rolled out a global mask Face cover verification mandate for riders and drivers, redesigned the end- We launched Face Cover Check technology to-end app experience with new safety and health to help verify compliance with our mask precautions, and implemented new technology to policy by prompting drivers to take a selfie verify that drivers and riders are wearing a mask. As with a mask on in order to start accepting of the end of 2020, 99.5% of trips had no reported trips. We completed 231 million mask mask issues. verifications across Mobility and Delivery while the feature was active. Driver checklist Rider in-app list We introduced a Go Online Checklist, where Riders see a similar list and must confirm drivers and delivery people must confirm that that they will also take preventive actions, they aren’t showing symptoms of COVID-19 such as wearing a face cover, sitting in and that they have taken certain preventive the back seat, and opening the window, if measures, such as sanitizing the vehicle, possible, for ventilation before being able to before driving. They must also confirm that request a trip. If a driver reports to us that they’re wearing a face cover or mask. a rider wasn’t wearing a mask, the rider will be required to take a selfie with their face covered before they’re able to take another trip with Uber. 2021 ESG Report 24

COVID-19 response Access to vaccines Access to vaccines for drivers and delivery people: easy as booking a ride with Uber. With just the tap of In the days following approval for the first vaccines, a button, platform users can reserve a vaccination we encouraged policymakers to ensure that the appointment as well as a ride there, all through the drivers and delivery people who use Uber could get Uber app. access to vaccines quickly, easily, and for free. In the Vaccine Access Fund: In addition to our global 10 US, we wrote to the Centers for Disease Control and million rides offer, we have teamed up with PayPal Prevention (CDC) and to governors in all 50 states. and Walgreens to create the Vaccine Access Fund 10 million free or discounted rides: At the end in the United States, which, with help from the Local of 2020, we offered to provide 10 million free or Initiatives Support Corporation (LISC), allows us all discounted rides to healthcare workers, seniors, and to fund even more rides to communities in need. people around the world for whom transportation We also launched an in-app feature that allows access to vaccination centers may be a barrier. users to donate to the fund. In the US, we launched this initiative in partnership White House: Uber worked with the White House with the National Urban League, Morehouse to make it as easy as possible for all Americans to School of Medicine, and National Action Network, get vaccinated. We built a new easy-to-use in-app organizations with deep ties to communities of experience, integrating vaccines.gov data directly color that have been disproportionately impacted into the Uber app, where users can find nearby by the pandemic. Internationally, major partners available vaccination appointments from tens of include the International Federation of Red Cross thousands of local providers. Users can also get and Red Crescent Societies, UNESCO, and the Bill information about supply and manufacturers at and Melinda Gates Foundation. each location. We offered free rides (up to $25 each) In-app vaccine booking: We partnered with for every leg of the trip to help people get to and Walgreens in the US to make getting a vaccine as from both shots. 2021 ESG Report 25

COVID-19 response Helping our employees Uber’s employees have been and continue to be This policy provides clarity around the flexible work profoundly affected by the COVID-19 pandemic in options available to parents and caregivers, so many ways. Recognizing this, we strengthened our employees can balance work with caring for those work-from-home policies and looked for new ways who matter to them most. The policy provides 3 to support our employees as they navigated this broad options for caregivers: flexibility throughout crisis in their personal and professional lives. This the day, redistributing work hours, and the ability means we’ve provided even more attention and for employees to request shift changes to better flexibility to caregivers by providing resources, tools, align with their schedules. We have extended our and support, and amplified our focus on mental voluntary work-from-home policy until September health and well-being. In April 2020 we canceled 2021 to provide our team with flexibility, choice, our midyear performance review cycle, allowing our longer-term clarity, and time to plan ahead. employees to focus on efforts to keep our business running and adjusting to the demands of the work- from-home environment. In September 2020 we instituted the Global Caregiver Enhanced Flexibility Policy, in effect throughout the extended work-from-home period. 2021 ESG Report 26

Driver and delivery person well-being Uber will continue to work tirelessly to earn the trust and business of the drivers and delivery people who use our platform for work. 202021 21 ESG ReportESG Report 2727

Driver and delivery person well-being Driver and delivery person well-being Uber is one of the largest open platforms for work Low barriers to entry ensure that workers from Driver and delivery in the world, providing accessible, flexible work in all backgrounds, regardless of race, ethnicity, 6 71 countries. Between 2016 and 2020, approximately gender, sexual orientation, education, or other person demographics 26 million people have used Uber’s platform to earn characteristics, have equal access to work. Low 7 money. In total, these workers have earned over barriers to entry and protection from discrimination Age (global) $134 billion and another $4 billion in tips over also attract diverse groups of workers who may have this time. traditionally been locked out of the labor market. 18-29 (30%) The drivers and delivery people who get work 30-39 (34%) through Uber are as diverse as the cities and 89% 40-49 (21%) countries they serve. They include professional of drivers and delivery people are online with Uber 50+ (15%) drivers, veterans, students, parents returning to fewer than 40 hours per week, and 62% are online work, people supplementing a primary income, and fewer than 20 hours per week. everything in between. Open access to flexible work 8 Individuals who earn using platforms like Uber’s Race and ethnicity (US only) do not need to wait for a job opening or even 11% White or Caucasian (49%) interview for a role. While regulatory requirements 7 Black or African American (14%) of drivers and delivery people globally are female. vary across countries and cities, in many of Uber’s In the US, 17% of drivers are female, and 41% of Latino or Hispanic (17%) markets, virtually anyone looking for new income delivery people are female. Asian or Pacific Islander (14%) opportunities can sign up and start earning within a Native American (2%) few days after passing a background screening and, Other (1%) 6 if driving or delivering in a vehicle, satisfying a set of Except where otherwise noted, statistics are based on the population of drivers and Don’t know/prefer not to answer (8%) delivery people that took a trip in the fourth quarter of 2020. 7 driver requirements. Global data is aggregated. Due to differing data collection methods, reliability may vary across markets. 8 Total adds to more than 100% as respondents were allowed to select as many races or ethnicities as are applicable to them. Survey was completed by a third party. 2021 ESG Report 28

Driver and delivery person well-being Using Uber for work during the pandemic Below are a few examples of the steps Uber has Safety: We launched a global campaign to “Move state guides. To date, nearly one million drivers and taken—and continues to take—to protect the What Matters,” encouraging riders to stay home and delivery people have received the in-app essential drivers and delivery people who use Uber’s platform stop moving and drivers and delivery people to stay worker card. In addition, we recently agreed to cover for work. More information can be found in the home if they are sick. We’ve allocated $50 million to the cost of vaccines for 150,000 drivers in India. COVID-19 section of this report and here on purchase supplies like masks, disinfectant sprays Access to earning opportunities: We developed our website. and wipes, hand sanitizer, and gloves. and launched a Work Hub, which provides drivers Financial assistance: Our global financial In many of Uber’s markets, we are still requiring and delivery people a new way to find other work, assistance policy, which we launched in the first that both riders and drivers wear a mask or face whether with Uber or another company, and week of March 2020, provides up to 14 days of cover and, in some markets, we’re verifying this with expanded work options on our platform with the financial assistance for drivers and delivery people technology. We’re also encouraging drivers and introduction of Uber Medic for healthcare workers who are diagnosed with an active case of COVID-19 riders to cancel trips if they don’t feel safe, with and Uber Direct or Connect for package delivery. or directed to self-quarantine or self-isolate no penalty. Where licensing arrangements allow, we made it as by a doctor or public health official. To date, we have We worked with the US Centers for Disease Control easy as possible for people who’ve historically driven paid out over $35 million in financial assistance. and Prevention and the World Health Organization with Uber to find a new way to earn by delivering We also worked with policymakers around the world (WHO) to create COVID-19 safety tips for food with Uber Eats. to ensure that independent workers were included ridesharing and launched an in-app resource center in government relief packages. And we published and a series of education campaigns focused on government relief guides—for all 50 US states and safety information and relevant updates. 70% 28 countries—featuring up-to-date information We continue to advocate for access to vaccines. of drivers and delivery people surveyed in the US about government financial support for which We have taken steps to make it easier for drivers told us they thought Uber had either done enough drivers and delivery people may be eligible and how and delivery people to navigate the vaccine or gone above and beyond for drivers during the they can request it. 9 appointment process by enabling them to provide pandemic. eligibility proof through an in-app card and sharing 9 https://www.uber.com/us/en/u/your-voices-create-change/ information about eligibility via online local and 2021 ESG Report 29

Driver and delivery person well-being The flexible work experience The vast majority of drivers and delivery people surveyed consistently report that flexibility is why they chose app-based independent work 72% 86% considered flexibility and independence chose app-based driving to have to be some of the most important flexibility in their schedule and 86% aspects of their work with Uber Eats, would no longer be able to drive if Drivers and delivery people who earn with Uber have total, real-time control over according to a September 2020 survey it didn’t offer a flexible schedule, their working hours, times, and locations of work. There are no minimum hours, only of French delivery drivers. according to a July 2020 survey of US drivers and delivery people. reasonable constraints on maximum continuous driving hours to promote safety, in keeping with relevant regulations. Workers can work across multiple apps, with no restrictions on using competitor apps. A 2019 survey found that nearly 80% of US 82% 78% rideshare drivers work using more than one platform. of drivers in London agreed that being of Australian drivers value the Researchers discovered that this kind of flexibility has real monetary value: the ability able to choose their own hours is more flexibility of the Uber platform and 3 to freely set and adapt schedules to unpredictable shocks is roughly equivalent to $150 important than having holiday pay and in 5 wouldn’t work for a “traditional 10 a guaranteed minimum wage, a 2018 company” without flexibility, per week of surplus on average. A further study found that younger people, women, study found. according to a 2019 survey. and lower-income people tend to benefit the most from flexible work arrangements and 11 that the short-term estimate of lost surplus from decreasing flexibility is significant. Given this, it’s not surprising that 34% of drivers and delivery people change their hours 2x 12 by more than 50% from week to week, on average. drivers on average in Chile and Mexico would need their pay to be more than 10https://www.nber.org/system/files/working_papers/w23296/w23296.pdf doubled in order to be willing to switch to 11 https://conference.nber.org/conf_papers/f133011.pdf 12 a traditional employee job, according to a Based on the population of drivers and delivery people that took a trip in the fourth quarter of 2020. 2019 study. 2021 ESG Report 30

Driver and delivery person well-being Improving the quality of independent work While digital apps and platforms have been and continue to be powerful forces for creating economic In the US, European Union, and Canada, we put forward proposals to improve the quality of opportunity, it is clear that more can be done to independent work, calling on policymakers, platform companies, and social representatives to work improve the quality and security of platform work. together on a new approach to platform work—one where having access to protections and benefits The COVID-19 crisis has brought into sharp focus the 13 need for everyone, regardless of their employment doesn’t come at the cost of flexibility and job creation. status, to be able to find good-quality, rewarding In California, we welcomed the passage of Proposition 22, which introduces new requirements for work; be able to work in the way they choose; and have platform companies like Uber to provide benefits, including healthcare stipends, injury protection 14 access to adequate protections and benefits. insurance, and safety training, and fully implemented its requirements. Recent independent research Unfortunately, legal frameworks in some countries with drivers and delivery people in California found that 4 out of 5 drivers are happy Prop 22 passed force platforms and workers to make a choice (82%), and more than 3 in 4 drivers (76%) agree that “Prop 22 benefits me personally.”15 between flexibility and added security for workers. In India, we welcomed the passage of national legislation that requires platform companies, or Just like employees, independent workers should aggregators, to make contributions toward a social security fund for gig and platform workers. have the same ability to protect themselves and their loved ones if they are injured at work, get sick, or want In the UK, we announced that all UK drivers will be treated as workers and receive additional rights and 16 to retire. protections going forward. Pursuant to this change, drivers who use Uber’s platform will earn at least We are committed to partnering with drivers and the National Living Wage for time spent actively working, be paid holiday pay, and will be enrolled into delivery people and their advocates, governments, a pension plan if eligible. We have also announced a partnership with labor union GMB to provide an and other platform companies to improve the even stronger voice to drivers and to raise the standard of flexible work across the industry. quality of independent work. Over the last year, we have advocated on behalf of drivers and delivery 13https://ubernewsroomapi.10upcdn.com/wp-content/uploads/2020/08/Working-Together-Priorities.pdf people in markets around the world to preserve 14https://www.uber.com/blog/california/p22-independent-work/ 15https://www.uber.com/newsroom/prop-22-survey-results/ flexibility of work while expanding access to benefits 16https://www.standard.co.uk/comment/comment/uber-chief-executive-dara-khosrowhahi-drivers-rights-turning- page-b924529.html and protections. 2021 ESG Report 31

Driver and delivery person well-being Listening to drivers and delivery people Ensuring that drivers and delivery people have improvements to support, new driver advisory a meaningful voice benefits both drivers and forums, and transparency around common reasons platforms. We’re committed to capturing their that drivers and delivery people may lose access to diverse perspectives while providing transparency their accounts. into the state of the driver experience. Labor unions play a key role in European social During 2020, we held over 300 engagement and democracies and help advance policy debates. In listening sessions with drivers and delivery Spain, Uber and other gig economy companies people around the world and conducted more have reached a best practice agreement with than 50 surveys to gather feedback on the app, delivery workers’ associations. In Italy, platforms our support services, and other matters. We also have a bargaining agreement with a trade union. In hold regular meetings with drivers’ and delivery the UK, Uber and labor union GMB have announced people’s associations. a partnership as well. In many other European We want to further empower drivers and delivery countries and cities, Uber nurtures relationships people to provide input on decisions affecting their with local associations as well as labor unions. lives and livelihoods. To this end, over the last year, 17https://www.uber.com/us/en/u/your-voices-create-change/ 18https://www.uber.com/ca/en/u/your-voices-create-change/ we conducted surveys of all drivers and delivery 19https://www.uber.com/au/en/u/your-voices-create-change/ 17 18 19 people in the US, Canada, and Australia, and released reports on the results. Over 125,000 drivers and delivery people responded. We’ll use feedback from these surveys to help improve the Uber experience. For example, in Australia, we’ve already taken a number of responsive actions, including 2021 ESG Report 32

Driver and delivery person well-being Partnering on benefits Where it’s possible for us to do so, we partner locally to provide and facilitate a wide range of perks and protections for drivers and delivery people, including through our Uber Pro loyalty program. Insurance products: We partner with leading insurance companies to offer a range of protection solutions, including on-app coverage for accidents and injuries on the job around the world and, in some markets, income protection when drivers or delivery people can’t work due to injury or sickness. Examples include Uber’s partnerships with: • AXA in the UK and Europe, where Uber fully funds both on-app accident protection and off-app benefits for eligible drivers and couriers including maternity and paternity payments. • Chubb in Australia, where Uber fully funds on- trip accident protection, including payments for certain common injuries, permanent disability and accidental death compensation, and lump sum benefits in certain events such as hospitalization or assault. 2021 ESG Report 33

Driver and delivery person well-being Partnering on benefits Learning and growth: We partner with academic • African Management Institute to launch a free and learning institutions to make opportunities learning program focused on skills development available to drivers, delivery people, and their family and entrepreneurship for drivers and delivery members through bachelor’s degree programs and people in sub-Saharan Africa. courses on entrepreneurship, skills development, • Open University in the UK to offer drivers and language learning. Examples include Uber’s or a family member to take a fully funded partnerships with: undergraduate degree-level course, or other • International Finance Corporation, Endeavor, short courses. and Sebrae in Latin America to provide drivers • LOI in the Netherlands to offer drivers access to and delivery people with access to online micro 6 months of training content. courses in financial education, formalization, future of work, personal marketing, time • WERO in France to provide delivery people with management, and customer service. access to tailored courses on French language, • Arizona State University in the US to offer drivers, professional development, and other subjects. delivery people, and their family members access In 2020, the Compensation Committee of the Board to 100+ undergraduate degree programs online tied executive compensation for our most senior with full tuition coverage, including upskilling executives to the achievement of driver and delivery courses on English language learning and person retention and satisfaction. See our 2021 entrepreneurship. Proxy Statement for more. 2021 ESG Report 34

User safety Safety is a top priority. 202021 21 ESG ReportESG Report 3535

User safety Uber’s approach to safety focuses on 4 key pillars: 01 02 03 04 Driver compliance Product experience Insurance and response Commitment Elevate industry standards Strive to help reduce safety- Universally support riders and Demonstrate Uber’s responsibility, with clear platform protocols, incident rates by building new drivers with empathy and care in accountability, and commitment strong governance, and robust technology solutions as a core times of need. to safety in a way that effectively screening technology. part of the app. builds trust among core audiences. 202021 21 ESG ReportESG Report 3636

User safety User safety Uber strives to be the safest and most trusted Access to the platform choice for the movement of both people and things. We continue to elevate industry standards on Even one critical safety incident is unacceptable driver screenings. because it represents the lived experience of someone in the Uber community, and that is why Industry Sharing Safety Program: We launched a we’re dedicated to developing innovative tools, first-of-its-kind effort to share information with our seeking guidance from experts, and refining our rideshare and delivery peers about the drivers and policies and processes to put safety at the heart delivery people deactivated for the most serious of everything we do. Whether someone is a driver, safety incidents. Our goal is to further enhance delivery person, rider, merchant, or member of a the safety of the rideshare and delivery industries community we partner with, their safety is a and equip participating companies with important top priority. safety information they may use to help further Uber has pioneered a number of new safety protect their customers. technologies and features, many of which have Continuous Checking Technology: In addition now been adopted by other companies in the to a rigorous background check conducted rideshare industry. before a driver can start earning on the app, we use technology that proactively obtains criminal offenses from a number of data sources. If an offense involving an active driver is identified, we’ll review these notifications to determine whether they’re still eligible to drive with Uber. 2021 ESG Report 37

User safety User safety Promoting safe on-trip experiences Verify your ride We’re continuing to invest in features that help Riders can choose to receive a unique 4-digit PIN to create an on-trip experience that prioritizes user verbally provide to the driver. The driver will only be safety and peace of mind. able to start the ride once the correct PIN has been entered. This added layer of verification can help Share My Trip/Follow My Ride ensure that riders get in the right car and drivers Gives riders, drivers, and delivery people the option are picking up the correct rider. to share their trips with designated loved ones who Supporting users can then follow their trip on a map in real time and know when they’ve arrived. On-trip reporting In-app emergency button This feature allows riders to report a non- Connects riders and drivers directly to their local emergency safety issue during an Uber trip, when it public emergency number with the simple tap of a is top of mind, so they don’t have to wait until after button. In some cities, trip details and location can the trip ends. be shared digitally with first responders, and riders 24/7 Uber support can send a text message to emergency dispatch. If anything happens, 24/7 support is available in the Real-Time ID Check app from a specialized team of Uber agents who are Prompts drivers to take a live photo of themselves in trained to handle sensitive reports. the Driver app before they can accept rides, which Ride Check helps verify that the properly screened driver is Detects rare events such as unexpected long stops behind the wheel. on a trip or possible vehicle crashes. The technology proactively checks in with riders and drivers to see if everything is OK, and the app provides resources that they can use to get help. 2021 ESG Report 38

User safety User safety Like all companies, at the beginning of the We also launched a number of campaigns aimed at COVID-19 pandemic, we acted quickly to address popularizing the use of face covers and other health the evolving concern of health and hygiene safety. safety tips, including: Uber was quick to launch a Door-to-Door Safety • No Mask, No Ride Standard consisting of COVID-specific measures, • We Protect Each Other policies, programs, and features intended to help keep everyone on the Uber platform safe during • Wash, Wear, Air the pandemic. In addition to the measures In July 2020, we launched an updated described in the COVID-19 section of this report, Public Health Portal where public health officials we worked with health and safety experts, like the can submit requests to Uber for emergency CDC, to provide drivers and delivery people with responses to infection spread and data needed for educational videos and guidance on how to use contact tracing. masks and sanitizers correctly and developed an in-app COVID-19 Resource Hub to centralize information on safety and financial assistance for drivers and delivery people. 2021 ESG Report 39

User safety User safety Although COVID-related health and safety was top related to the Uber app in the United States. The 4. Road safety education: We partnered with the of mind during 2020, our safety teams never took hotline is staffed by RAINN support specialists Governors Highway Safety Association, National their eyes off other pressing public safety issues, who are experienced in working with survivors of Safety Council, Mothers Against Drunk Driving, such as: sexual violence. and the League of American Bicyclists to create a road safety coalition and road safety tips to help 1. Sexual assault and misconduct education for 3. Human trafficking education: In partnership address top concerns as traffic volumes and drivers: In partnership with RAINN, the largest with leading anti-human-trafficking advocacy crashes increased throughout the second half of anti-sexual-violence organization in the US, organizations, we launched a multi-continent the pandemic. we launched mandatory sexual misconduct anti-human-trafficking campaign to education for all drivers in the US and are commemorate World Day Against Trafficking 5. Bicycle and motorcycle delivery safety: We rapidly expanding this education globally, in in Persons in 2020 and in January 2021 during continued to invest in making it safer for people partnership with local anti-gender-based- Human Trafficking Prevention Month in the to deliver by bike, motorcycle, and moped. In violence organizations. US. The campaigns included new resources, partnership with leading road safety advocates, podcasts, videos, tips on identifying human we launched a bike safety checklist, a helmet 2. Uber Survivor Resources Hotline and Fund: trafficking, and a first-of-its-kind in-depth detection product feature, road safety education, Launched in partnership with RAINN, this education video developed by Polaris that was and safety gear stores for delivery people. We first dedicated hotline offers immediate, confidential, sent to drivers and delivery people. launched these initiatives in Australia and are and trauma-informed support for survivors continuing to roll out globally. reporting critical sexual assault incidents 2021 ESG Report 40

User safety User safety Commitment For an in-depth view of our existing in-app safety features, response protocols, background-check 99.9% procedures, and prevention programs in the of Uber trips ended without any safety-related issue US, please see the “Safety investments” section of our 2017-2018 US Safety Report. As the first comprehensive publication of its kind in the industry, it also shares data on the most serious safety incidents that occur on the platform, including sexual assault, motor vehicle fatalities, and physical assault fatalities. We have committed 0.0003% to publishing a US Safety Report every 2 years to of trips had a reported critical safety incident (the incidents in share Uber’s safety progress, with the next report the US Safety Report) planned for publication in 2021. To drive results and reduce incidents, user safety metrics have been embedded in our most senior executives’ compensation packages. See our 2021 Proxy Statement for more. 3.1M trips per day in the US during 2017 & 2018, the period covered in the US Safety Report Figures are sourced from Uber’s US Safety Report and reflect 2017-2018 data. 2021 ESG Report 4141

People and culture There is no place for racism in our workforce or on our platform. 202021 21 ESG ReportESG Report 4242

People and culture 2021: The year of action In July 2020, Uber announced our 14 commitments to be a more anti- racist company. We did so during a time of social unrest that followed the killings of George Floyd, Breonna Taylor, Ahmaud Arbery, and too many other Black Americans. These commitments are at the core of our company’s priorities, and we continue to expand and evolve them. In making these commitments, we acknowledge our unique role and responsibility to help fight racism and, particularly, its disparate impact on the Black community. Among our first actions to support these commitments to building racial equity internally and externally, within our products, services, and advocacy, Uber established the Racial Equity Leadership Council (RELC). The RELC is composed of 16 senior leaders across Uber’s business units and geographies, as well as ERG leaders from Asian at Uber, Black at Uber, and Los Ubers, working to ensure accountability and to operationalize the commitments. Below are the commitments Uber made in 2020 and 2021, supported by examples of our work in moving them forward. 202021 21 ESG ReportESG Report 4343

People and culture Our racial equity commitments Driving equity in the community businesses and contractors and have begun in the US and creates opportunities for those $10 million to support Black-owned businesses: identifying suppliers to partner with. We recently returning home to prosper. Uber’s donations will We are committing to a $10 million investment from launched a Supplier Diversity website, where support the organizations’ missions by helping to 2020 through 2022 to advance the success of Black- prospective businesses can apply to be included in facilitate staff visits to clients and helping formerly owned small businesses by driving demand through our supplier diversity program. incarcerated people get necessary access to food promotions and other merchant support. In addition Double supplier spending with Black-owned and transportation. to our $10 million commitment to help Black-owned businesses: We’re strengthening and expanding our MDI Keeper’s Fund: We invested $50 million in businesses not only survive but thrive, we partnered supplier diversity program with the goal of doubling support of minority and underserved communities, with local nonprofits to establish a comprehensive spending with Black-owned businesses and committing $25 million to the MDI Keeper’s Fund financial education program to support Black contractors and have begun identifying suppliers (a privately sponsored investment fund) and restaurant owners. to partner with. We are well on our way to launching allocating another $25 million of unrestricted cash $0 delivery to Black-owned restaurants: In 2020, we a supplier diversity website, where prospective through deposits to qualifying minority depository successfully rolled out this initiative for Black-owned businesses can apply to be included in our supplier institutions, such as banks and credit unions that restaurants across the US from June 4 to December 31. diversity program. give underrepresented communities access to credit We achieved 3 million $0 delivery trips, and around Pledge for criminal justice reform: Uber and lending. 3,500 SMBs (small and medium businesses) renewed our commitment to support Voices for Rides to vaccines: We committed 10 million identified as Black-owned. We applied our learnings a Second Chance (VSC) and the Campaign for free or discounted rides to help make sure from this to further our impact within our $10 million the Fair Sentencing of Youth (CFSY). VSC offers that transportation is never a barrier to getting commitment to Black-owned businesses. comprehensive services to each of the 11,000 the vaccine. We launched this initiative in Double supplier spend with Black-owned minority individuals processed through the Washington, DC, partnership with the National Urban League, business enterprises: We’re strengthening and correctional system annually who need assistance, National Action Network, Morehouse School of expanding our supplier diversity program with and their families. CFSY is a national nonprofit Medicine, and LULAC—organizations with deep the goal of doubling spending with Black-owned that leads efforts to ban juvenile life without ties to the communities of color that have been parole and other extreme sentences for children disproportionately hurt by the pandemic. 2021 ESG Report 44

People and culture Our racial equity commitments Ridding our platform of racism No commitment, no ride: Our Community Guidelines explicitly prohibit racist behavior, and we’ll continue to strive to ensure that everyone using our platform understands what’s expected when using our apps and commits to the rules. Anti-racism education for riders and drivers: Together with experts, we’re developing new anti-racism education for our community. We kicked off our first pilot in Brazil with one of our local partners, Instituto Promundo, providing access to high-quality educational material to all riders, drivers and delivery people in the country. We’ll leverage these learnings to further shape our educational strategy for our users around the world. Specialized customer support: We are working diligently to offer our customer support agents specialized training on bias and discrimination, and we commit to improving our apps to make it easier for anyone to report discrimination issues to us. Fighting racism with technology Inclusive product design: We continue to make great strides in our efforts to build out systems and permanent roles that drive inclusion through everything we do in Uber’s Tech org. In February 2021, we introduced our Inclusive Design plans to the company at our Global All Hands meeting for all our employees, and in March we welcomed a new Inclusive Design Lead. Marketplace fairness: We launched a Fairness Research Team, dedicated to measuring and understanding the impact that our pricing, matching, and safety products have on users from underserved communities. 2021 ESG Report 45

People and culture Our racial equity commitments Sustaining equity and belonging for all Transparency on our progress: With strong Additionally, we launched an Inclusive Recruiting commitments, it’s important to hold ourselves training course to leadership teams across Mobility Diverse teams for diverse customers: To further accountable and keep our audiences engaged with the and Marketing that includes a deep dive into the expand the pipeline of Black and other work we’re accomplishing. This year, we’re executing a Mansfield Rule to get back to the basics of recruiting underrepresented technical workers, we’re comprehensive plan for sharing representation data with our talent acquisition partners. broadening our internship and fellowship programs with our internal and external audiences. Transparency Accountability for senior leaders: In order to keep in partnership with trusted global NGOs. clarifies our biggest opportunities as well as enables our leadership teams committed to meeting our Pay equity, full stop: Four years ago, we analyzed the sharing of our wins. goals, we tied the compensation for our most senior our salary data and made adjustments to achieve Double the talent pipeline: We’re creating pathways executives to company-wide diversity goals. The pay equity on the basis of race and gender and we for drivers, delivery people, and Uber customer DEI key performance indicators we established continue to analyze annually and continue to see pay support staff, many of whom are people of color, to consisted of growing the percentage of women parity across all groups. advance their careers. We aim to double the pipeline at Uber’s manager level and above to 35% and Double Black representation in leadership: of people who want to pursue corporate or other growing the percentage of US underrepresented Within our organization, we plan to double Black opportunities within Uber by 2025. populations (URPs) at the senior analyst level and representation in leadership* by 2025 through Training on cross-cultural management: We above to 14%. We also launched a formalized DEI pipeline development and hiring. The Uber Executive understand it’s our responsibility as an organization strategic planning process for 2021. In that process, Networking (UEN) program was rolled out to to help managers create an inclusive environment. the CEO’s direct reports and senior directors and proactively cultivate relationships between members Training for all Uber managers on inclusive above with teams of 100 people or more—about 50 of the Executive Leadership Team (ELT) and external management and cross-cultural competency is leaders total—established comprehensive plans and Black, female, and Latinx executives. planned for the second half of 2021 through 2022. operational targets to improve representation of women and URPs in the US at all levels. 2021 ESG Report 46

People and culture Workforce diversity at Uber Since our first Diversity Report in 2017, we’ve Looking deeper into race/ethnicity in the US, we see continued to use data to inform our priorities a 2.8-percentage-point increase of Black or African and actions; to keep ourselves accountable for American employees overall and a 0.3-percentage- creating positive change in diversity, equity, and point decrease of Black or African American inclusion; and to motivate our leaders to keep leaders.** Within our Asian and Hispanic or Latinx improving. Additionally, we’ve continued to prioritize populations, we see the opposite pattern. Asian transparency because we believe that it is an representation in the US overall decreased by 2.5 important step in doing the right thing. percentage points, but Asian leaders increased Building diversity in the workforce is a key priority by 2.5 percentage points. Although we see a slight for the company, and the CEO and ELT are 0.4-percentage-point decrease in Hispanic or Latinx monitoring progress closely. This year we pulled representation in the US, there is a 1.4-percentage- workforce data as of March 31, 2021. Compared with point increase of Hispanic or Latinx leaders. our representation reported in August 2020, we The increase of women in leadership positions continue to see progress in overall representation is primarily due to a combination of hiring and of women and URPs,* with an increase of 1.9 promotions, while the increase in URPs in leadership percentage points in representation of women is mostly due to hiring. We continue to focus on the overall, an increase of 1.2 percentage points of development, promotion, and retention of women women in leadership positions, an increase of 5 and URPs, especially those in leadership positions. percentage points of URPs overall, and an increase *At Uber, we include employees identifying as Black, African American, Hispanic, of 2.9 percentage points of URPs in leadership and Latinx in the category of Underrepresented People (URP), as these groups are underrepresented within Uber compared with the overall US population. positions. **The overall headcount of Black or African American talent in leadership remained the same since August 2020; the percentage appears to dip because our overall non-Black leadership headcount increased. 2021 ESG Report 47

People and culture Hiring the Uber way: inclusive talent Diversity through hiring Attracting the right people Experiencing diversity at the recruiting stage At Uber, we’re committed to bringing in and Uber’s objective to increase diversity in hiring is Through the ERG Ambassador program, candidates developing diverse talent at all levels of our achieved by implementing processes throughout can speak to current ERG members with shared organization because it introduces new ways of the organization and measuring progress. The interests, giving them a sense of what Uber could thinking and brings unique perspectives to decision- Mansfield Rule was completely rolled out by June be like for them. It provides an opportunity for our making and problem-solving. We believe that diverse 2021, ensuring that we have considered women, candidates to meet with an ERG of their choosing teams make higher-quality decisions and can better LGBTQIA+ individuals, people with disabilities, and during their on-site or video interview to get greater serve a diverse customer base. We know we need underrepresented talent by requiring that a certain insight and understanding about the culture and to widen the industry’s definition of talent and percentage of candidates considered for leadership experience from someone who comes from a similar expand our search for great people, starting with the roles come from historically underrepresented groups. ethnic, gender, or affinity group. It's an informal diverse talent we already have at entry levels in our In terms of tracking progress, all global candidates conversation that will in no way be scored as part organization. When we bring people in, we also have will be asked to voluntarily complete a Candidate of the candidate's interview process. Additionally, to work hard to keep them here, and to sustain a Self-ID form, enabling aggregate reporting on through the ERG Ignite pilot program, we’re diverse pipeline of internal leaders. On the following military veterans or partners (MVP), people with partnering with ERGs to identify high-quality diverse pages are some examples of how we work to build disabilities, and LGBTQIA+ individuals. Engaging talent and to develop a community strategy to reach and maintain a healthy pipeline of diverse, high- current employees to attract new talent has also untapped talent pools. performing talent. proven to be positive. 2021 ESG Report 48

People and culture Hiring the Uber way: inclusive talent Retention In 2020 and 2021, we have worked to formalize and expand our internal Fairness Our goal is to help employees be their best selves by providing programs and Working Group (FWG). The FWG has more than 30 members from across the resources that promote health and productivity. This helps our diverse employee company—a mix of lawyers, data scientists, product managers, policy experts, and base manage life’s expected and unexpected events. Globally, Uber offers members of Uber’s ERGs, who meet regularly to review and evaluate the fairness competitive benefits packages to our employees and their families. We strive for implications of new product and business initiatives. They help us capture a traditional benefits as well as offerings tailored for our unique population. greater diversity of perspectives when conducting fairness assessments. Global Self-ID View our full 2021 People and Culture Report here. In our Global Self-ID anonymous survey, we asked our Board of Directors and Uber employees around the world to voluntarily share with granularity how they identify, so we can better recognize and support the diverse populations already represented in our workforce. In addition to asking about race, ethnicity, sexuality, and socioeconomic status, we included questions about gender identity, veteran status, disability, and caregiver status. The Global Self-ID program is ongoing. We look forward to digging into the data in the coming months, because recognizing the complexity of our authentic selves, celebrating differences, and ensuring that every Uber team member feels seen, heard, and valued are essential to fostering a more welcoming Uber. 2021 Fairness Working Group People and Culture Marketplace fairness: We launched a Fairness Research Team, dedicated to Report measuring and understanding the impact that our pricing, matching, and safety products have on users from underserved communities. 2021 ESG Report 49

Local impact We work to make the real world easier to navigate for everyone. 202021 21 ESG ReportESG Report 5050

Local impact Go anywhere Uber is available in over 10,000 cities globally. We or late-night rides in dozens of cities around the world, believe that our global platform should work in buy transit tickets in the app, and even figure out how to service of the cities and communities where our use transit in conjunction with UberX for longer journeys users live and enjoy our products. Our platform is a across a city. Bikes and scooters are available in over 100 500 hub for people getting where they want to go and cities through our partnership with micromobility services, getting the things they need, all at their fingertips. and we launched electric boda-bodas in Kenya and motos transit agency We aim to maximize access to places and things for in Kondapur, Hitech City, Madhapur, and Gachibowli. people in cities, no matter where they live or what We have also developed many offerings to empower they do, and to do so seamlessly and affordably. transit agencies. Our partnerships with Marin Transit partnerships More ways to go and Cape May County in New Jersey demonstrate the Reduced car travel from stay-at-home orders value of our software as a service offering, where the (and counting) during the pandemic gave us a glimpse of what agencies using our software can deploy their vehicles with our cities could be like with less congestion and their drivers. The integration of Routematch, a software cleaner air. In 2020, we doubled down on our platform that helps transit agencies provide on-demand investments in—and integration with—local transit, transportation, brings Uber’s transit service to hundreds 59% micromobility, and other vehicles as part of our more cities and agencies. Transit Horizons, an Uber-led of UK riders without cars say commitment to provide zero-emission rides thought paper with input from transit industry experts that the availability of ride- hailing services was important globally by 2040 and in the US, Canada, and Europe about the future of transit agencies, lays out a vision of to their choice.²¹ by 2030. (See the “Climate change” section for more agencies becoming mobility managers with many modes on our global sustainability commitment.) and management tools at their disposal, including Uber Riders can now check real-time transit times and software, and where efficiency increases could improve 69% plan their transit journeys in more than 40 cities, services to underserved populations. of UK riders agree that having the option of Uber reduces including a door-to-door, multimodal journey with their need to drive a car.21 UberX in Sydney, Chicago, London, and Mexico City. They can confidently take subsidized last-mile 21 https://www.uber.com/en-GB/newsroom/the-impact-of-uber-in-the-uk/ 2021 ESG Report 51

Local impact Go anywhere Increasing access care appointments and increase access to women’s Many communities experience barriers to health centers. transportation for a variety of reasons. Lack of As a company that believes that everyone should supportive transportation can be a barrier to other have the right to move freely and safely, racial essential needs, such as work, healthcare, and justice is an important priority. “Hailing while Black” medicine. Increasing access to movement and was a well-documented discriminatory practice eliminating acts of racism and discrimination are that ridesharing helps lessen. As part of Uber’s core to Uber’s offerings. commitment to become an anti-racist company, Over 2,000 organizations within the continuum of we hired an Inclusive Design Lead, specialized care, such as healthcare providers, non-emergency support for Customer Support, and anti-racism medical transportation brokers, and others, use education for riders and drivers. We also expanded Uber Health to reduce no-shows and late arrivals and formalized our internal Fairness Working Group. to appointments—and support improved health In addition, as part of our $10 million commitment outcomes. The Promise Fund uses Uber Health to support Black-owned restaurants, we partnered to ensure that breast and cervical cancer patients with local nonprofits to establish a comprehensive 22 have a way to get to their appointments; local financial education program to support Black community senior centers, like the Solon Senior restaurant owners, starting with expanding outdoor Center in Ohio, use Uber Health to offer older dining space during COVID-19. 23 adults rides throughout the city; and many 22https://www.survivornet.com/articles/susan-g-komen-founder-nancy-brinker-talks- other organizations use Uber Health to transport to-survivornet-about-latest-passion-cancer-screenings-treatment-for-uninsured- women/ medical staff and increase access to vaccination 23https://www.clevelandjewishnews.com/features/special_sections/destination/solon- senior-center-offers-variety-of-services-activities/article_71bb61fa-cd03-11ea-8281- appointments and other key moments of holistic e7b0845242b9.html care. In the last year, Uber Health has expanded pilots in several international markets too, where the product is used to get patients to their primary 2021 ESG Report 52

Local impact Go anywhere COVID-19: Supporting our communities To support the need for essential workers to arrive at work and to keep families fed during the pandemic, Uber provided 10 million free or discounted rides and meals to hundreds of communities around the world. We partnered with transit agencies to provide late- night rides when transit service was limited due to budget cuts. Uber Health has played a key role in vaccine access efforts targeted at vulnerable communities because the product does not require that riders have smartphones, credit cards, or Uber accounts. Cities like Jersey City, NJ, and Vernon, CT, created services to book rides for residents who called into a hotline, and Uber Health partnered with 211 Connecticut and Community Health Center to similarly enable Uber Health rides to be booked through Connecticut’s Vaccine Appointment Assist Line. 2021 ESG Report 53

Local impact Go anywhere Income-related usage during the pandemic: Middle- and lower- income households used Uber more consistently before and during the pandemic. For example, during COVID-19 shelter-in-place policies, demand for rides in lower- income neighborhoods in California Bay Area Los Angeles Uber trip ratio by median remained at similar levels as pre- Left panel: Changes in Uber pickup metropolitan area household income COVID, whereas demand dropped volume by Census tract between precipitously in higher-income Left panel: Changes in Uber pickup Ratio of Uber pickup volume in April neighborhoods. April 2019 and April 2020 in the Bay volume by Census tract between April 2020 versus April 2019 in California Area. Darker colors show relatively 2019 and April 2020 in the Los Angeles Census tracts, plotted against median more Uber usage during shelter-in- metropolitan area. Darker colors show household income in each tract place. Tracts are plotted only if they relatively more Uber usage during (income data from the 2014–2018 averaged at least one Uber pickup per shelter-in-place. Tracts are plotted American Community Survey 5-year day in April 2019. only if they averaged at least one Uber estimates). Only tracts averaging Right panel: HUD-designated low- pickup per day in April 2019. more than one pickup per day in April income Census tracts. Right panel: HUD-designated low- 2019 are plotted. income Census tracts. 2021 ESG Report 54

Local impact 26 Get anything COVID-19 restaurant owner survey Our Uber Eats platform grew significantly items in more communities and offering more during the COVID-19 crisis to help move earnings opportunities for merchants and 82% 81% what matters and support small businesses, delivery people. We also added new product believe that Uber Eats has would have had to lay especially restaurants. A survey of restaurant lines, like flower delivery in France. been crucial to their business off staff members owners found that 84% of operators believe Delivery isn’t just for consumer needs; it during COVID-19 that third-party delivery has allowed them to can also overcome barriers to essential reach new customers while improving their needs. DotHouse Health, a federally qualified ability to reach existing customers. health center in the Boston area, is using We believe that the addition of convenience the Uber platform to deliver food boxes to 75% 40%+ stores, our partnership with the online grocery food-insecure patients and other vulnerable of operators said they would increase in sales for some delivery platform Cornershop, and our community members who need access have had to close their partners using Uber Eats acquisition of the delivery company Postmates to food the most. In the past year, Uber businesses if not for Uber Eats significantly augment the delivery offering introduced prescription delivery in some on the platform, providing access to more markets as well. 66%+ 92% Local impact of operators surveyed consider of operators report that they We’re proud to report that on average, 80% of the revenue generated on our Uber Eats to be their preferred plan to continue working platform stays local. A recent report conducted by Public First estimated that delivery partner with third-party delivery every million trips Uber makes in a UK city generates £7 million for the local services post-crisis 24 24https://www.uber.com/en-GB/newsroom/the-impact-of-uber-in-the-uk/ economy, contributing £164 million total to the nighttime economy in the UK. 25 https://ubercanada.publicfirst.co/#top In addition, Uber unlocked CAN$6.5 billion in economic value across Canada in 26https://uber.app.box.com/s/hxhyoxm08brg2pjnhny8hw78h6xdm33y 2020 alone.25 2021 ESG Report 55

Integrity and trust Do the right thing. Period. 202021 21 ESG ReportESG Report 5656

Integrity and trust Ethics and compliance Our Ethics & Compliance team’s mission is to: proper course of action when faced with ethical Uber’s compliance policies and Foster and enable a culture of ethical decision-making. Within 30 days of hire, every procedures address specific Uber employee is required to complete training 27 decision-making. on, and acknowledge, our BCG. The training and risk areas Promote compliance with applicable acknowledgment are then repeated every laws, regulations, internal policies, 2 years. We have a suite of specific compliance Competitive Intelligence Policy policies and procedures that address identified risk Corporate Policy on Conflicts of Interest and best practices. areas, including those listed at right, among others. Lobbying Policy Guide Uber to Do the right thing. Many of our ethics and compliance policies have a Period. dedicated internal web page with a welcome email Policy Against Bribery and Corruption from our Chief Ethics & Compliance Officer where Third Party Anti-Corruption Due Diligence Policy To achieve this mission, the Ethics & Compliance employees can access FAQ, one-page learning aids, US Corporate Political Activity Policy team has built and maintains a comprehensive and optional mini training modules. program of policies, processes, and controls to We’ve also benchmarked our workplace policies prevent, detect, and respond to conduct that is and practices around harassment, discrimination, unlawful, unethical, or violates Uber’s policies, and bullying, and retaliation with other companies monitor company risks to continuously evolve and through our participation with the Purple improve the program. Campaign and earned a score of 100 to receive 91% The cornerstone of our comprehensive program is our Purple Certification. of our employees have completed our Business Conduct Guide (BCG), which provides our Rules of the Road training 27 our employees with clear expectations for the A selection of Uber policies and information on Uber’s US political engagement can be found at investor.uber.com/governance. course covering subjects such as antitrust, intellectual property, and privacy in 2021. 2021 ESG Report 5757

Integrity and trust Ethics and compliance Training: A key element of our comprehensive ethics and compliance risk areas were assessed, chats with noted academics, panel discussions on program is our risk-based ethics and compliance and the results of the assessment informed our important ethics programs across the company, training curriculum that assigns training to 2021 compliance program enhancements. For and even a movie screening where the protagonist employees based on the risk level of their role, example, in Q1 2021, we updated our Conflicts of did the right thing, period. location, and management responsibility, Interest Policy to create more clarity around this We maintain an independent third-party, resulting in higher, medium, lower and no risk important and complex topic. Approved by the multilingual Helpline where anyone, anywhere, categorizations. Employees falling in a higher risk Board of Directors, the updated Conflicts of Interest anytime can raise a concern or report a suspected category receive live training, and employees falling Policy was launched globally with multilingual violation of our policies, procedures, or the law. into medium or lower risk categories are assigned training and videos to facilitate comprehension Uber publicizes its Integrity Helpline through additional on-line courses beyond those required of the core principles. Employee engagement the Business Conduct Guide, provides a link of employees generally. All training is translated to was high as we saw an increase in the volume of on the company’s intranet and internet sites, maximize comprehension by employees. Currently, disclosures during the period following the launch. and promotes the Helpline in online and in- there are more than 7,000 employees globally who Uber encourages its employees to act like owners person training sessions. Uber strictly prohibits have earned the Ethics & Compliance Champions and take an active role in protecting the company retaliation for good-faith reporting to the Integrity designation after completing a specific suite of from risks. Every year during Ethics & Compliance Helpline or to any resource. A report can be made ethics and compliance training courses. Week, the company refreshes its commitment anonymously, whether by phone or online. Reports Risk assessments: To continually improve our to supporting a “Stand up, speak up” culture by are investigated, and any necessary disciplinary global compliance program and to align our raising awareness for the Integrity Helpline and and/or remedial action is taken as appropriate. program priorities to critical risks facing the encouraging our employees and third parties to We maintain metrics of Helpline effectiveness, company, our Ethics & Compliance team conducts “Stand up, speak up” if they have a concern or if including our intake and responsiveness. We’ve periodic, independent external assessments as well they see something they believe is inconsistent benchmarked our Helpline metrics against the as internal risk assessments. Uber’s compliance with our cultural norms or policies. This awareness Navex Global 2020 Risk and Compliance Hotline risk assessment approach involves surveying effort is coordinated with Ethics & Compliance Benchmark Report, and our metrics compared employees at various levels of the company as well teams across the globe. For example, in India, favorably. as across the globe to gauge both awareness for invitations to join events were extended by senior compliance topics and perceived risk. In 2020, 18 leadership. Further, the campaign featured fireside 2021 ESG Report 58

Integrity and trust Ethics and compliance Anti-corruption: We oppose corruption in all its and to act ethically and with integrity at all times. forms. Corruption corrodes the fabric of society and Additionally, we have designed our mergers and undermines people’s trust in the political system, acquisitions due-diligence procedures to ensure a in its institutions, and in its leadership. Corruption proper focus on pre-acquisition due diligence and In response to the COVID-19 affects societies politically, economically, socially, post-acquisition integration of acquired entities to pandemic, Uber committed and environmentally. Our global compliance maintain our strong ethics and compliance culture. to donate over 20 million free program is built on the essential elements of an Political activities: Uber responsibly participates or discounted rides globally. effective compliance program as defined by the in federal, state, and local public policy discussions US DOJ/FCPA Compliance Program Hallmarks, on matters that may affect our business. We Our Ethics & Compliance team the Official Guidance – UK Bribery Act, and the participate in a nonpartisan way to help shape public leveraged our third-party risk Good Practice program guidelines endorsed by policy and advocate for government action that is mitigation procedures and the Organisation for Economic Co-operation and consistent with our ethics and supports our business internal controls to complete Development. objectives. In 2020, Uber formally added oversight of Third-party risk management: We have a risk- political activities and lobbying to the charter of the due diligence on over 500 based, automated third-party due-diligence Nominating and Governance Committee. recipient organizations, program that assesses all third parties onboarded In addition to the US Corporate Political Activity including NGOs and for corruption and bribery risks to ensure that Policy, our Ethics & Compliance Team in EMEA municipalities, to specifically the organizations we work with engage in ethical launched an Advocacy Policy for the region in 2021. identify and detect COVID- business practices. We maintain a global Supplier This policy launch included in-person training and Code of Conduct, in the spirit of the United Nations external partner acknowledgments to guide those related fraud and ensure that Guiding Principles on Business and Human Rights, interacting with the government on behalf of Uber the appropriate entities were the United Nations Universal Declaration of Human through the landscape of regulations. the recipients. Rights, and the International Labour Organization Declaration on Fundamental Principles and Rights at Work, that sets forth the expectation for suppliers working on our behalf to comply with all laws 2021 ESG Report 5959

Integrity and trust Data privacy and security At Uber, we believe that proper data management right thing. Period. Our focus on law and ethics forms is key to responsible innovation. Uber’s mission is a strong foundation on which we build trust and to be a trusted steward of our users’ personal data confidence in a consistently positive user experience in every market where we operate. To bring this around the world. And as a data-driven company, mission to life, Uber focuses on consumer privacy we believe it’s everyone’s job to understand how and data protection every day. These are shared that data is used, managed, and protected. All full- responsibilities in which every employee is expected time employees receive mandatory data privacy and to participate. Uber has a large and diverse team of security training during their onboarding process and privacy and security professionals from all over the annually thereafter. Uber employees may also receive world and across legal, engineering, product, and additional privacy and security training based on public policy organizations, who are dedicated to, their role, or if they volunteer for Uber’s Privacy and passionate about, protecting user data. Champion program. Privacy Principles We build privacy into our products from start to Uber is guided not only legally by its obligations finish. Uber’s Privacy-by-Design process identifies under global privacy laws, but also ethically by its potential personal data privacy legal and ethical Privacy Principles, modeled after the Fair Information risks, evaluates those risks, and identifies ways Practice Principles (FIPPs). The FIPPs have formed to appropriately mitigate them. The process is the foundation of many countries’ privacy and applied not only to Uber’s product development and data protection laws around the world over many engineering activities, but also to its marketing- years. Applying the concepts from the FIPPs to our related activities and other initiatives that involve business, Uber created and published the following managing personal data. For example, in many Privacy Principles, which provide common goals for markets, we use address anonymization to obscure the responsible collection and use of personal data, precise pickup and dropoff details from driver receipts regardless of where our users live or travel. post-trip, and we use phone anonymization to allow We do the right thing with data. Uber’s Privacy drivers and riders to communicate without sharing Principles start with one of our core values: Do the their personal phone numbers. 2021 ESG Report 60

Integrity and trust Data privacy and security We collect only what we need. Data minimization and basic account information; and a View as Driver We safeguard personal data. Our users trust us is a goal for all teams, and not just our privacy and feature, which provides riders with visibility into the to protect their personal information whenever security experts. For Uber products, campaigns, personal information drivers can see about them they use our apps. Uber’s information security and services, we keep a specific objective in mind before, during, and after a trip. program, which is based on the industry-recognized when collecting, using, or handling personal data We give users choices about their data. At Uber, ISO 27001/2 framework, includes written policies, that is consistent with our values. One example is we don’t believe privacy has to come at the expense processes, and standards designed to protect the Mask Verification, a feature that detects whether of innovation. In fact, we think protecting consumer security, confidentiality, and integrity of Uber’s a user is wearing a mask without relying on privacy is essential to being a truly innovative data environment. Uber has maintained ISO 27001 biometric information. company. Our privacy product team is responsible certification for its enterprise business line (Uber for We are transparent about our data practices. We for building tools and features in our mobile apps Business, Uber Central, and Uber Health) since 2019 keep our users informed about our data collection that can help protect privacy while using Uber’s and in 2021 obtained the certification for its core and use practices in our layered Privacy Notice, services. Some of these features can be found in rides business. Additionally, in 2020, Uber obtained our Help pages, and our app and website, where the Privacy Settings menu, including controls for SOC 2 certification and was assessed by an users have the ability to edit their data, modify their sharing location data with Uber or with trusted independent assessor against NIST 800-171 for its privacy settings, request a copy of their personal contacts, for notifications received from us, and Uber for Business commercial offerings to become information, and more. Additionally, in 2020, we for deleting an account. Users also have control approved as a US government contract service. launched 2 new features: an Explore Your Data over how their personal data is used for marketing feature where, once authenticated, users can find a purposes, and may opt out of having their data convenient summary of personal data including a used for these purposes. summary of trips, Uber Eats deliveries, rider rating, 2021 ESG Report 61

Integrity and trust Data collected as of December 31, 2020. Data privacy and security Organizational Engaging with law enforcement with the exception of emergency 189 10 16,174 Uber is different from other tech requests. Uber reserves the right to Number of FTEs Number of external Number of personnel companies. Because we put real reject legal process for any reason, dedicated to assessments of our who took at least one people in real cars, we are committed including requests that do not have a privacy and security privacy and/or privacy training²⁹ to working with law enforcement and valid legal basis; are overbroad, vague, security programs²⁸ public health officials to respond or otherwise inappropriate; or if Uber quickly to valid data requests from cannot verify the legitimacy of the government agencies. In fact, we built request. Our team of highly trained Reviews and assessments a dedicated portal for both local law public safety response professionals enforcement and public health officials will work with law enforcement to submit inquiries to Uber in a secure personnel to ensure that all requests 950 657 553 manner consistent with our Guidelines are narrowed in scope to disclose for Law Enforcement. Examples of only what is minimally necessary in Privacy Impact Technical Privacy Number of bug how our responses to these requests response to the legal process. Assessments Reviews completed bounty reports assists with public safety include Every year, we produce a Transparency completed³⁰ submitted investigations related to financial Report outlining the number of US fraud, locating missing persons, and and Canada government requests preventing exposure to infectious we’ve received and how we responded diseases (such as COVID-19). to them in certain markets. Our User controls and requests For US law enforcement, Uber will transparency report is the first in the disclose information where required by mobility space and one of a few in the legal process issued pursuant to the ICT industry that discloses information 25,245 43 Electronic Communications Privacy about how non-law enforcement Number of user data Number of privacy features Act (ECPA) and other legal authorities. entities, like transportation agencies, downloads through available to riders, drivers, All law enforcement requests for data request data from our business. Download Your Data feature³¹ or Uber Eats users must be supported by legal process, ²⁸Assessments performed by independent third parties. ²⁹Full-time employees and contracted personnel who completed at least one of Uber's five privacy-related trainings in 2020. 2021 ESG Report ³⁰Total number of Privacy Impact Assessments completed, or updated. 6262 ³¹Number represents user data downloads requested and completed in 2020.

Climate change and environmental sustainability Uber is committed to net-zero emissions by 2040. 202021 21 ESG ReportESG Report 6363

Climate change Climate change and environmental sustainability As the largest mobility platform in the world, we see it as our responsibility to more aggressively tackle the challenge of climate change and work in partnership with others to help cities build back better. Net-zero To reach our goals, we are taking 5 actions to total climate 100% of rides emissions across reduce emissions from riders served by our mobility in US, Canada, scopes 1, 2 & 3 platforms and corporate operations: $800M to Europe 100% sustainable Rides support drivers’ in battery EVs, rides globally 01 Building convenient and affordable low-emission transition to micromobility, platform battery EV or through products for riders public transit (sustainable rides) 02 Supporting drivers’ fair transition to greener and electric vehicles 100% renewable Net-zero climate electricity for emissions from 03 Expanding multimodal options to provide Corporate US offices all corporate operations operations sustainable alternatives to personal cars, including through public transit and micromobility 04 Being transparent and accountable to the public by 2025 2030 2040 reporting on emissions and other environmental impacts 05 Greening corporate operations by switching to renewable electricity and transitioning to healthy, efficient workplaces and IT infrastructure Uber is committed to net-zero emissions globally by 2040 2021 ESG Report 64

Climate change More green mobility options Increasing consumer choice and engagement is a Transit and micromobility key part of our climate change and environmental Integration with transit and micromobility is sustainability strategy, and electrification is a another important part of our strategy. Riders in 1,500+ critical strategy for driving more sustainable urban more than 100 cities around the world can see Cities with Uber Green mobility. We are also investing in high-occupancy and book nearby e-scooters or e-bikes in the Uber transit and micromobility to meet sustainable app, making it easier than ever to choose clean, urban development needs. active mobility options. The more transportation Uber Green modes people have at their fingertips, the easier it Uber Green is the most-available low-emission becomes to get around without owning a car. on-demand mobility product in the world. Today, In addition to micromobility, we’re redoubling 500+ consumers can push a button and get a ride in a our investment in Uber Transit solutions. See Partnerships with battery EV or hybrid in over 1,500 cities around the Uber’s Transit Horizons white paper to learn more transit agencies globe. Each Uber Green trip results in 33% to 100% about Uber’s views and insights that we hope will fewer tailpipe carbon emissions.³² ³³ The product spark ideas as we work together toward a more is integrated into Uber Pass membership service sustainable future. and riders receive rewards for every trip taken. 32In the US and Canada—where Uber Green includes hybrid, plug-in hybrid and battery Additionally, in many markets, drivers can earn more electric vehicles (BEVs)—average carbon intensity of trips completed on Uber Green was 33% lower than that of trips on UberX according to real-world trip data from Q1 for trips taken through Uber Green. 2021. In European markets where Uber Green offers trips in BEVs only—including London, Amsterdam, Berlin, and Portugal—tailpipe emissions from trips are, by definition, 100% lower than trips on UberX or any taken in average personal cars. 33 The GHG Protocol establishes these boundaries based on what companies have 100+ reasonable access to and influence over. Therefore, as it relates to the Rides business, we define scope 3, category 11 ("use of products sold") emissions to include direct CO₂e emissions from the tailpipes of drivers’ vehicles resulting from vehicle-miles recorded Cities where micromobility while the driver is using the Uber app. Per the GHG Protocol guidance, we do not include: Upstream and downstream emissions related to the production or disposal of the vehicle used by drivers or the production of fuel (e.g. gasoline, diesel, compressed options are integrated right natural gas, electricity) used by drivers to power their vehicle; or Direct emissions produced by drivers’ vehicles while commuting (but not online, using the app). in Uber’s app 2021 ESG Report 65 65

Climate change Fair transition To increase zero-emission, all-electric trips on tend to live, including multi-unit dwellings and Key partners Uber, we must find more ways to help drivers underserved neighborhoods. make an equitable transition to electric vehicles. Collaboration with governments and industry Uber has committed to making $800 million partners is critical to increasing affordable access available to assist hundreds of thousands of drivers for drivers. This is why our climate change strategy transition to battery EVs by 2025. This includes new calls for enabling policy environments and earnings opportunities for drivers with greener includes partnerships with global automakers, EV and electric vehicles, including a Zero Emission charging companies, fleet management and rental Incentive of an extra $1 per trip for every battery companies, and electric utilities. EV driver in the US and Canada. We have also Uber’s wide-ranging actions and partnerships negotiated discounts and savings for drivers that further underscore Uber’s commitment to address use Uber’s platform on electric vehicles and EV the impacts of climate change now and in the charging offered by our partners. future. The world is at a critical juncture, and we Supporting EV charging infrastructure is another all have a role to play. Uber is aiming high to build important piece of our commitment to a fair the most efficient, decarbonized, and multimodal transition. Historically, EV infrastructure and platform in the world for on-demand mobility. policies have been developed to support personal car ownership. As a result, most plugs for EV charging are available in affluent neighborhoods 3.5M or retail locations, and in office parking facilities. Number of trips have taken place in fully electric Uber is working with EV charging experts like bp, vehicles in London since the launch of the London EVgo, EnelX, Izivia by EDF, Total, Powerdot and Clean Air Plan, as we work toward a fully electric others to help drivers access more affordable fast- platform in the city by 2025. charging solutions in high traffic urban areas, where commercial drivers tend to operate, and more overnight charging options in areas where drivers 2021 ESG Report 66

Climate change Transparency Climate SPARK! Assessment Partnering and to electrify Performance Report in Europe 2017–2019 Transit Horizons Towards a New Model of Public Transportation How Uber is offering public transportation agencies new tools to operate more efficient, connected and equitable mobility networks Uber’s 2020 Climate Assessment and Performance Uber’s 2020 SPARK! Report outlines Uber’s most Uber’s 2021 Transit Horizons white paper explores Report shares results on carbon intensity, ambitious commitments to electrifying ride-hailing the future of transportation to 2030 and offers electrification and other impact metrics for the in Europe and examines the barriers and solutions ideas on how to create resiliency through new more than 4 billion trips users completed on Uber to driving shared, electric mobility over the next business models, service models, cost structure, in the US and Canada from 2017 to 2019. In this decade. The report looks at how best to address the and technologies as cities transition to a lower- report, we estimate that platform-wide efficiency financial, logistical, infrastructure, and policy barriers carbon world. gains resulted in the avoidance of half a million to electrification. It also describes Uber’s plans to metric tons of CO2 emissions and 56 million gallons accelerate a fair transition to EVs for drivers and our of gasoline by drivers. We also found that a ride recommendations for policies that can accelerate taken on the Uber platform is as much as 44% less EV uptake among ride-hail drivers, other higher carbon-intensive than traditional taxi services, the mileage commercial drivers, and the wider public. incumbent form of on-demand urban mobility. 2021 ESG Report 67

Climate change Corporate operations We are continually improving the sustainability of our workspaces. To support this, we are actively improving our data collection processes and launching energy savings initiatives throughout our global footprint. We’ve also strengthened our design standards, providing sustainable design guidelines to new builds and Talent Hubs, while also improving our operational standards. Standards for Reducing our own corporate emissions is another sustainability preferences are presented during supplier engagement, and we important piece of Uber’s climate change strategy. factor environmental considerations into site selection of workplaces and data center strategy and planning. In 2019, we made a commitment to match 100% of energy use in our US offices Our Talent Hubs are a part of WELL Portfolio, and along with WELL, we are with renewable energy by 2025. Pursuant to this, in March 2021, we announced pursuing other green building certifications such as LEED. Four of our larger a renewable energy purchasing agreement, where Uber agreed that, each year, locations around the globe have achieved LEED Gold certification, and our HQ it will buy all the electricity generated by 10 MW of Enel Green Power’s Azure Sky offices in San Francisco and Sunnyvale have achieved WELL Precertification and wind farm in Texas. By supporting the production of renewable energy, Uber is WELL Health and Safety seals. investing in a carbon-free future and carbon neutrality for our US workspaces. For example, 100% of electricity in our Phoenix center is matched with renewable energy. Our goal is to match 100% of all energy used in global corporate operations with renewables, steering us closer to net-zero emissions by 2030. 2021 ESG Report 68

Climate change Planning for the future At Uber, we believe that sustainability is integral to Management of climate change at Uber the success of our business and recognize that Uber’s financial performance and prosperity can only be The Board Nominating and Governance Committee (NGC) has formal built alongside the prosperity of our Board of Directors oversight of environmental sustainability, including climate change. The NGC key stakeholders. periodically receives updates on policy and regulatory trends at the local, state, Oversight of strategy and national levels concerning climate- and emissions-related developments We believe that addressing climate change, and receives reports on Uber’s climate-change commitments. reducing our own emissions, and helping Uber platform users move toward a lower-carbon future is the right thing to do and beneficial for long-term stockholder value. Executive leadership Uber’s SVP of Mobility and Business Operations and the SVP of Marketing and Public Affairs share responsibility for climate change– Governance Approval, development, related issues and policies within the company. Uber’s Chief Legal Good governance is key to achieving our climate- and implementation of Officer oversees the company’s ESG strategy and engagement efforts, strategy objectives. in addition to reporting responsive to the recommendations of SASB change goals. The Governance section of this report and the TCFD. describes ways in which Uber’s Board, the Nominating and Governance Committee and senior management have overseen and managed Uber’s climate-change Uber’s global Sustainability Team includes members from policy, strategy and risk management. See page 16 in the Sustainability team legal, workplace and data science functions, among others. The Governance section of this report for more. team manages Uber’s electrification strategy, climate-related reporting and verification, and Uber’s path to net zero by 2040. Uber’s ESG Working Group has more than 50 FTEs across the Mobility, Delivery, Freight, ESG working group Policy, Workplace, Finance, and Legal teams Uber’s ESG Working Group that work together to guide Uber’s strategy, reporting, and other aspects of Uber’s sustainability and ESG efforts. 2021 ESG Report 69

Climate change Planning for the future Strategy and Risk Management network to move people out of harm’s way and In 2021, Uber held a series of internal workshops improve resilience in storm-affected areas. and tailored interviews with key business functions, These workshops were designed to better identify business lines and leaders to better understand and prioritize key climate change-related risks as Uber’s potential exposure to the physical and well as opportunities, in the short, medium, and transition risks of climate change, as well as long term. emerging opportunities. The workshops’ dynamic conversations highlighted To learn more about Uber’s strategy to best 3 significant climate themes relevant to Uber’s transition to a lower-carbon economy, see our 2020 34 corporate strategy and risk management functions: Climate Assessment and Performance Report and SPARK! Report where we discuss our approach 1. Market shifts toward electric vehicles and lower to moving our business toward electrification and carbon business models may influence behavior net-zero emissions by 2040. In addition to providing of riders, drivers, delivery people, freight carriers, transparency on real-world emissions associated shippers, merchants, technology platforms, and with Uber’s platform, we also explore the hurdles, ways of thinking and working. challenges, and opportunities we may face along 2. National and local climate and vehicle emissions- our journey to zero. related regulations may affect Uber’s ability to As a global company, these hurdles, challenges, operate and/or affect market conditions. and opportunities differ according to policy and 3. Increasing severity and frequency of extreme local contexts, but the goal is the same: do our weather events, or chronic weather pattern part to help the world meet the goals of the Paris changes may result in business disruptions, Agreement, while building long-term value for damage to infrastructure, driver, delivery person, our stakeholders. or carrier shortages, or reduced demand from ³⁴Uber plans to publish an updated Climate Assessment and Performance Report in riders, consumers or shippers; and opportunities 2021. for Uber to use its technology and massive 2021 ESG Report 70

Climate change Planning for the future Like all companies, Uber faces a range of potential Prioritization Matrix Transition risk Physical risk Opportunity climate-related risks and opportunities across a Low Medium High Very High variety of time frames. These include those related Reporting Community Direct climate Indirect climate and Platform Ve r requirements resilience regulation vehicle emissions adaptability y to the world’s transition to a lower-carbon economy, Loss of B2B related regulation Reputation H i customers building g and those related to physical impacts stemming from h acute and chronic weather changes. Multi-modal Loss of riders Delivery person Service Climate Driver barriers H transit & Uber Eats users barriers impacts advocacy i Strategy & gh Uber evaluated climate-related risks and planning opportunities based on likelihood and potential elihoodSupply chain impacts Access to capital Carrier barriers Shareholder Med value Corporate operations Recruitment Reputation i impact on Uber’s business, estimated from low to Lik & retention impacts u very high. We then overlaid a timeline for when we Human capital m estimated the potential risks and opportunities Human capital Low might meaningfully manifest for Uber’s business. Short-term impacts were defined as those within 2 years, medium-term impacts were in 2-5 years, and Impact long-term impacts are those potentially experienced more than 5 years in the future. Impact Timeline Transition risk Physical risk Opportunity Reporting requirements Driver barriers Carrier barriers Indirect climate and vehicle Reputation impacts Human capital emissions related regulation Loss of B2B customers Supply chain impacts Strategy & planning Platform adaptability Loss of riders & Uber Climate advocacy Direct climate regulation Eats users Access to capital Human capital Shareholder value Corporate operations Reputation building Service impacts Multi-modal transit Recruitment & retention Resilience Impact Short term Medium term Long term 2021 ESG Report 71

Climate change 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. Risk or opportunity Loss of riders and Uber Eats users Service impacts Consumer preferences including increased demand for sustainable Uber’s service may face disruption due to extreme weather events, Transition risk goods and services; additionally, lower demand, higher acquisition including infrastructure impacts (roads, bridges, electricity). This may Carrier barriers costs and lower retention due to increased prices resulting from negatively impact Uber’s revenue and users’ access to earn on the platform. Battery EV and greener vehicle supply markets, supportive charging increased supply chain, compliance and driver acquisition costs due Chronic weather changes may also affect the density of city centers. and green refueling infrastructure, government regulations and to climate related impact. Opportunity incentives, and other factors will contribute to the economic and Platform adaptability Access to capital perceptual switching costs carrier fleets face for switching to lower High cost to adapt platform for EV transition and to meet Debt becomes more affordable as climate-related factors are emission vehicles. expectations and requirements of stakeholders. factored into pricing. Direct climate regulation Reporting requirements Climate advocacy Direct climate-related policy and regulation on Uber, such as California’s Greater reporting requirements and associated costs. Build partnerships with policymakers to support EV and low-carbon Clean Miles Standard, which regulates transport network companies Reputation impacts transition. (TNCs), including Uber, on emissions resulting from and electric Losing business to competing forms of transportation; reputational vehicles used to serve rides booked on TNC passenger mobility apps. risks based on stakeholder perceptions and performance relative to Community resilience Driver/delivery person barriers competitors. Assess likelihood of and plan ahead for climate disasters in communities, Battery EV and greener vehicle supply markets, supportive charging and Supply chain impacts and provide support during extreme weather events, including public green refueling infrastructure, government regulations and incentives, Higher costs as a result of indirect supply chain impacts transit agencies, logistics and movement of people and things. urban land use policies, consumer preferences, and other factors will (e.g., IT infrastructure, vendors) and direct supply chain impacts Multi-modal transit contribute to the economic and perceptual switching costs drivers and (e.g., shortage of raw materials). Further integrate with multi-modal transit. delivery people face for switching to lower emission vehicles. Physical risk Recruitment and retention Human capital Improve ability to more effectively recruit and retain high-quality Challenges to employee acquisition, retention, and productivity if Corporate operations talent looking for a climate-conscious company. Uber does not meet expectations for climate change impacts. Uber’s offices and infrastructure may face operational disruptions Reputation building Indirect climate and vehicle emissions related regulation and rising costs due to extreme weather events. This may include Be the rideshare and delivery option of choice for green transport, Policies including fees, taxes, fuel or engine type urban access increased insurance costs. and develop reputation as a climate leader. restrictions, and other regulations that impact drivers’ , delivery people’s Human capital Shareholder value and carriers’ total cost of vehicle ownership or acquisition and, by Uber’s employees may face health and safety risks, and cost of health Some investors will prefer Uber as a result of positive climate extension, likelihood of using Uber’s app to offer mobility services. and other insurance may rise due to extreme weather, both chronic performance. Loss of B2B customers and acute. Strategy and planning Loss of B2B customers (e.g., U4B clients, shippers) who have made low- Further integrate climate risks and opportunities into business carbon commitments and/or net-zero pledges that Uber does not meet. strategy and planning decisions. 2021 ESG Report Transition risk Physical risk Opportunity 72

Climate change Our view on offsets Our plan for shifting passenger-based mobility We do recognize, however, that reaching net zero services to zero-tailpipe-emissions vehicles and emissions by 2040, from a corporate accounting achieving net zero emissions across all scopes standpoint—across emissions scopes 1, 2, and intentionally avoids carbon-offset purchasing as 3—may require high-quality carbon offsets to a primary strategy. At best, offsets focus only on address emissions segments that are difficult to climate-related emissions, leaving harmful local air decarbonize and hard for us to influence. These pollutants unaddressed. Additionally, researchers could include employee business travel by air, continue to critique the various weaknesses of offsetting emissions from corporate operations carbon offsets, including verification challenges. in the early years for activities where zero carbon With our operational excellence and global alternatives remain inaccessible or unavailable, footprint, we believe we can play a more catalytic or net zero carbon mobility products like Uber role in decarbonizing on-demand mobility without Planet launched in markets where drivers face offsets that effectively pay to make it someone unreasonably high switching costs to access else’s responsibility. battery EVs. 2021 ESG Report 73

Climate change Sustainability in action Local air pollution (Mobility) Waste reduction (Delivery) “Bundles” (Freight) While climate change affects everyone everywhere, We all have a role to play in reducing waste and the According to the American Transportation Research local air pollution—including oxides of nitrogen use of plastic. Research suggests that single-use Institute, for the average truck driver, roughly 20% of and particulate matter—poses more direct human plastics harm the environment by disrupting the miles are unloaded. Empty truck miles are estimated health hazards. Uber’s move to electrification is productivity of natural systems like our oceans and to be responsible for 1.5% of US greenhouse gas expected to help to reduce urban air pollution. The clogging urban infrastructure. Uber Eats took a step emissions. Moreover, these are unpaid miles. In American Lung Association estimates that a full forward to help reduce plastic waste by requiring talking to carriers, it was clear that they are seeking transition to battery electric vehicles (BEVs) will consumers globally to request straws, utensils, and loads that can be combined for a high utilization trip, result in an 82% reduction in ozone and oxides of other additional items when placing an order, rather typically a round trip. To meet this carrier need and nitrogen (NOx) and a 62% reduction in particulate than including them by default. Over 300 million improve the overall carrier utilization, we launched matter (PM). Uber users, and counting, have chosen not to the Bundles product in 2019. So far, we have bundled request these items all over the world. more than 29,000 trips. For each bundle, we increase utilization by an estimated 9%, corresponding to roughly 34.5 reduced empty miles and, resulting in savings of about 2,782 metric tons of CO₂. 2021 ESG Report 74

Performance data 202021 21 ESG ReportESG Report 7575

ESG performance indicators Environmental indicators Indicator Scope Unit 2020 Emissions¹² Absolute emissions Global Scope 1: Stationary emissions Global tCO₂e³ 1,121 Scope 2: Electricity: location-based Global tCO₂e 131,701 Total Scope 1 & 2 emissions Global tCO₂e 132,822 Scope 3, Category 6 (business travel, air travel only) Global tCO₂ 4,629 Rides only⁴ Scope 3, category 11 (use of products sold) Belgium tCO₂ 4,917 Scope 3, category 11 (use of products sold) Canada tCO₂ 232,789 Scope 3, category 11 (use of products sold) France tCO₂ 77,158 Scope 3, category 11 (use of products sold) Germany tCO₂ 17,121 Scope 3, category 11 (use of products sold) Netherlands tCO₂ 11,721 Scope 3, category 11 (use of products sold) Portugal tCO₂ 29,483 Scope 3, category 11 (use of products sold) Spain tCO₂ 19,463 Scope 3, category 11 (use of products sold) United Kingdom tCO₂ 182,326 Scope 3, category 11 (use of products sold) United States tCO₂ 2,527,123 Sum Scope 3, category 11 (use of products sold) Sum of countries tCO₂ 3,102,101 2021 ESG Report 76

ESG performance indicators Environmental indicators Indicator Scope Unit 2020 Emissions intensity²⁵ Scope 1 Global tCO₂e/$1 million revenue 0.10 Scope 2: Location-based Global tCO₂e/$1 million revenue 11.82 Total Scope 1 & 2 emissions Global tCO₂e/$1 million revenue 11.92 Scope 1 Global tCO₂e/employee 0.05 Scope 2: Location-based Global tCO₂e/employee 5.79 Total Scope 1 & 2 emissions Global tCO₂e/employee 5.84 Scope 1 Global tCO₂e/m² floor area 0.00 Scope 2: Location-based Global tCO₂e/m² floor area 0.14 Total Scope 1 & 2 emissions Global tCO₂e/m² floor area 0.14 Fuel consumption⁶ Total fuel consumed Global Gigajoules 22,305 Percentage natural gas Global Percent 100% Percentage renewables Global Percent 0% Energy use⁷ Total energy consumed Global kWh⁸ 329,893,416 Percentage grid electricity Global Percent 100%    Percentage from renewables⁹ Global Percent 32% 2021 ESG Report 77

ESG performance indicators Environmental indicators Indicator Scope Unit 2020 Water use Supplied water¹⁰ Global Cubic meters (m³) 1,013,210 Total water consumed Global Cubic meters (m³) 1,013,210 Water use intensity⁵ Supplied water¹⁰ Global m³/m² floor area 1.06 Total water Global m³/m² floor area 1.06 Supplied water¹⁰ Global m³/employee 44.52 Total water Global m³/employee 44.52 Supplied water¹⁰ Global m³/$1 million revenue 90.96 Total water Global m³/$1 million revenue 90.96 Water use in water-stressed regions¹¹ Extremely high Global Percent 8% High Global Percent 36% Medium-high Global Percent 5% Low-medium Global Percent 36% Low Global Percent 15% 2021 ESG Report 78

ESG performance indicators Social indicators (Workforce diversity data is as of March 31, 2021) Workforce diversity (global)¹² % overall¹³ % of tech¹⁴ % of non-tech¹⁵ % of operations¹⁶ % of gen & admin¹⁷ % of support¹⁸ Gender Male 57.8% 76.8% 50.7% 51.4% 48.1% 47.3% Female 42.2% 23.2% 49.3% 48.6% 51.9% 52.7% Workforce diversity (regional)¹² US & Canada LatAM APAC EMEA Gender Male 60.2% 49.9% 59.1% 55.9% Female 39.8% 50.1% 40.9% 44.1% Workforce diversity (US) % overall¹³ % of tech¹⁴ % of non-tech¹⁵ % of operations¹⁶ % of gen & admin¹⁷ % of support¹⁸ Race or ethnicity²⁰ White 42.2% 34.7% 48.3% 47.8% 49.2% 32.8% Asian 34.7% 52.3% 20.5% 14.1% 31.2% 2.3% Black or African American 10.3% 4.8% 14.7% 20.0% 5.9% 37.8% Hispanic or Latinx 8.0% 5.3% 10.2% 11.5% 8.1% 18.4% Multiracial/2 or more races 4.1% 2.6% 5.4% 5.8% 4.7% 7.6% Native Hawaiian or other Pacific Islander 0.3% 0.1% 0.4% 0.3% 0.5% 0.4% American Indian or Alaska Native 0.3% 0.2% 0.4% 0.5% 0.4% 0.7% 2021 ESG Report 79

ESG performance indicators Social indicators Workforce diversity - women (US)²¹ % overall¹³ % of tech¹⁴ % of non-tech¹⁵ % of operations¹⁶ % of gen & admin¹⁷ % of support¹⁸ Race or ethnicity White 16.3% 7.5% 23.4% 22.6% 24.8% 16.1% Asian 12.2% 14.0% 10.8% 7.3% 16.5% 1.5% Black or African American 6.5% 2.4% 9.8% 13.6% 3.6% 26.9% Hispanic or Latinx 3.6% 1.7% 5.2% 5.9% 4.1% 10.1% Multiracial/2 or more races 2.0% 0.8% 3.0% 3.2% 2.8% 4.3% Native Hawaiian or other Pacific Islander 0.1% 0.1% 0.1% 0.1% 0.1% 0.2% American Indian or Alaska Native 0.2% 0.0% 0.2% 0.3% 0.2% 0.5% Workforce diversity - men (US)²¹ % overall¹³ % of tech¹⁴ % of non-tech¹⁵ % of operations¹⁶ % of gen & admin¹⁷ % of support¹⁸ Race or ethnicity White 25.9% 27.1% 24.9% 25.2% 24.5% 16.5% Asian 22.6% 38.4% 9.7% 6.8% 14.6% 0.8% Black or African American 3.8% 2.4% 4.9% 6.5% 2.3% 11.1% Hispanic or Latinx 4.4% 3.6% 5.0% 5.6% 4.1% 8.3% Multiracial/2 or more races 2.0% 1.7% 2.3% 2.6% 1.8% 3.3% Native Hawaiian or other Pacific Islander 0.2% 0.1% 0.3% 0.2% 0.4% 0.2% American Indian or Alaska Native 0.2% 0.2% 0.2% 0.2% 0.1% 0.3% 2021 ESG Report 80

ESG performance indicators Social indicators Workforce diversity leadership (global)¹² % overall¹⁹ % of tech¹⁴ ¹⁹ % of non-tech¹⁵ ¹⁹ % of operations¹⁶ ¹⁹ % of gen & admin¹⁷ ¹⁹ Gender Male 66.4% 82.0% 61.7% 68.6% 57.7% Female 33.6% 18.0% 38.3% 31.4% 42.3% Workforce diversity leadership (US) % overall¹⁹ % of tech¹⁴ ¹⁹ % of non-tech¹⁵ ¹⁹ % of operations¹⁶ ¹⁹ % of gen & admin¹⁷ ¹⁹ Race or ethnicity²⁰ White 56.3% 38.9% 62.9% 65.7% 61.9% Asian 32.4% 58.9% 22.2% 28.4% 19.9% Black or African American 3.8% 0.0% 5.2% 3.0% 6.1% Hispanic or Latinx 5.2% 0.0% 7.3% 1.5% 9.4% Multiracial/2 or more races 2.3% 2.1% 2.4% 1.5% 2.8% Native Hawaiian or other Pacific Islander 0.0% 0.0% 0.0% 0.0% 0.0% American Indian or Alaska Native 0.0% 0.0% 0.0% 0.0% 0.0% 2021 ESG Report 81

ESG performance indicators Social indicators Workforce diversity leadership - women (US)²¹ % overall¹⁹ % of tech¹⁴ ¹⁹ % of non-tech¹⁵ ¹⁹ % of operations¹⁶ ¹⁹ % of gen & admin¹⁷ ¹⁹ Race or ethnicity White 20.8% 7.4% 25.9% 24.2% 26.5% Asian 8.8% 10.5% 8.1% 4.5% 9.4% Black or African American 2.0% 0.0% 2.8% 3.0% 2.8% Hispanic or Latinx 2.0% 0.0% 2.8% 1.5% 3.3% Multiracial/2 or more races 0.9% 0.0% 1.2% 0.0% 1.7% Native Hawaiian or other Pacific Islander 0.0% 0.0% 0.0% 0.0% 0.0% American Indian or Alaska Native 0.0% 0.0% 0.0% 0.0% 0.0% Workforce diversity leadership - men (US)²¹ % overall¹⁹ % of tech¹⁴ ¹⁹ % of non-tech¹⁵ ¹⁹ % of operations¹⁶ ¹⁹ % of gen & admin¹⁷ ¹⁹ Race or ethnicity White 35.4% 31.6% 36.8% 40.9% 35.4% Asian 23.7% 48.4% 14.2% 24.2% 10.5% Black or African American 1.8% 0.0% 2.4% 0.0% 3.3% Hispanic or Latinx 3.2% 0.0% 4.5% 0.0% 6.1% Multiracial/2 or more races 1.5% 2.1% 1.2% 1.5% 1.1% Native Hawaiian or other Pacific Islander 0.0% 0.0% 0.0% 0.0% 0.0% American Indian or Alaska Native 0.0% 0.0% 0.0% 0.0% 0.0% 2021 ESG Report 82

ESG performance indicators Social indicators Workforce diversity (new hires)²² % overall¹³ % of support¹⁸ % of leadership overall¹⁹ Gender Male 58.6% 45.2% 65.0% Female 41.4% 54.8% 35.0% Workforce diversity (new hires)²² % overall¹³ % of support¹⁸ % of leadership overall¹⁹ Race or ethnicity²⁰ White 44.5% 33.9% 56.1% Asian 26.6% 1.6% 34.1% Black or African American 17.8% 48.7% 2.4% Hispanic or Latinx 6.5% 9.5% 2.4% Multiracial/2 or more races 3.8% 4.8% 4.9% Native Hawaiian or other Pacific Islander 0.5% 0.5% 0.0% American Indian or Alaska Native 0.3% 0.9% 0.0% 2021 ESG Report 83

ESG performance indicators Social indicators Workforce diversity - women (new hires) (US)²¹ ²² % overall¹³ % of support¹⁸ % of leadership overall¹⁹ Race or ethnicity²⁰ White 17.9% 18.4% 20.0% Asian 9.7% 0.9% 15.0% Black or African American 11.6% 35.6% 0.0% Hispanic or Latinx 2.6% 5.6% 0.0% Multiracial/2 or more races 2.0% 3.0% 2.5% Native Hawaiian or other Pacific Islander 0.1% 0.2% 0.0% American Indian or Alaska Native 0.2% 0.6% 0.0% Workforce diversity - men (new hires) (US)²¹ ²² % overall¹³ % of support¹⁸ % of leadership overall¹⁹ Race or ethnicity²⁰ White 26.5% 14.9% 35.0% Asian 17.0% 0.7% 20.0% Black or African American 6.3% 13.6% 2.5% Hispanic or Latinx 3.8% 3.9% 2.5% Multiracial/2 or more races 1.7% 1.9% 2.5% Native Hawaiian or other Pacific Islander 0.4% 0.4% 0.0% American Indian or Alaska Native 0.1% 0.4% 0.0% 2021 ESG Report 84

ESG performance indicators Social indicators Employees in naturalization categories (global) Percentage Foreign national²³ 15.4% Workplace safety (US) Quantity Total recordable incident rate (TRIR) for direct employees (non-EXTs)²⁴ 0.30 Fatalities (direct employees) 0 Employee engagement (global) Number % of total respondents²⁷ 2020 Pulse Survey²⁵ ²⁶ Total number of employees surveyed 19,433 - Employees who returned survey 17,593 90.5%²⁸ Employees who are “actively engaged”³⁰ ³¹ 11,144 64.2% Employees who perceive Uber’s mission favorably³⁰ 13,875 80.0%²⁹ Employees who are proud to work for Uber³⁰ 13,216 76.0%²⁹ Employees who feel treated fairly at Uber regardless of their personal background³⁰ 14,873 85.8%²⁹ Employee development (global) Percentage % of full-time employees receiving regular performance assessments³² 100.0% 2021 ESG Report 85

ESG performance indicators Social indicators Safety data³³ Motor vehicle fatalities (US rides) Motor vehicle fatalities by vehicle miles traveled³⁴ 2017 2018 (Per 100 million VMT) Uber rate³⁵ Uber rate³⁵ Motor vehicle fatalities by vehicle miles traveled 0.59 0.57    Total miles 8.2 billion 10.2 billion Motor vehicle fatalities by trips³⁶ 2017 2018 # of Uber-related fatalities # of Uber-related fatalities Motor vehicle fatalities by trips 49 58    Total trips 1.0 billion 1.3 billion 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 see the ‘Methodology’ section of Uber’s US Safety Report for more information on these metrics. 2021 ESG Report 86

ESG performance indicators Social indicators Safety data³³ 2017 2018 Fatal physical assaults (US rides)³⁴ # of fatalities % of total trips # of fatalities % of total trips³⁸ Subcategory Fatal physical assaults 10 0.000001% 9 0.000001%    Total US trips 1.0 billion 1.3 billion Sexual assaults (US rides)³⁷ # of incident reports % of total trips³⁸ # of incident reports % of total trips³⁸ Subcategory Non-consensual kissing of a non-sexual body part 570 0.00006% 594 0.00005% Attempted non-consensual sexual penetration 307 0.00003% 280 0.00002% Non-consensual touching of a sexual body part 1,440 0.0001% 1,560 0.0001% Non-consensual kissing of a sexual body part 390 0.00004% 376 0.00003% Non-consensual sexual penetration 229 0.00002% 235 0.00002%    Total US trips 1.0 billion 1.3 billion Brief subcategory definitions Non-consensual touching of a sexual body part Non-consensual kissing of a non-sexual body part Defined as: without explicit consent from the user, someone touched or forced a touch on any Defined as: without consent from the user, someone kissed, licked, or bit, or forced a kiss, lick, or sexual body part (breast, genitalia, mouth, buttocks) of the user. bite on any non-sexual body part (e.g., hand, leg, thigh) of the user. Non-consensual kissing of a sexual body part Attempted non-consensual sexual penetration Includes kissing on the mouth. Defined as: without consent from the user, someone kissed or Includes clothing removal and attempted clothing removal. Defined as: without explicit consent forced a kiss on either the breast or buttocks of the user. This would include kissing on the lips or from a user, someone attempted to penetrate the vagina or anus of a user with any body part or kissing while using tongue. object. Any attempted removal of another person’s clothing to attempt to access a sexual body Non-consensual sexual penetration part will be classified as ‘Attempted Non-Consensual Sexual Penetration.’ This also includes Defined as: without explicit consent from a user, someone penetrated, no matter how slight, attempted penetration of the user’s mouth with a sexual organ or sexual body part; however, it the vagina or anus of a user with any body part or object. This includes penetration of the user’s excludes kissing with tongue or attempts to kiss with tongue. mouth with a sexual organ or sexual body part. This excludes kissing with tongue. For more information, please see Uber’s Safety Report. 2021 ESG Report 87

ESG performance indicators Social indicators Drivers and delivery people satisfied³⁹ Percentage Global⁴⁰ 81% Australia⁴¹ 83% Brazil⁴¹ 79% Canada⁴¹ 84% Mexico⁴¹ 85% United Kingdom⁴¹ 82% US⁴¹ 82% 2021 ESG Report 88

ESG performance indicators Governance indicators Law enforcement and public health requests Scope Quantity Number of requests for user data made by law enforcement⁴² US 4,973 Number of users whose data was disclosed to law enforcement⁴³ US 8,046 Percentage of law enforcement requests that resulted in Uber’s disclosing the requested information, or some subset thereof US 58.3% Number of requests for user data made by law enforcement⁴² Canada 411 Number of users whose data was disclosed to law enforcement⁴³ Canada 507 Percentage of law enforcement requests that resulted in Uber’s disclosing the requested information, or some subset thereof Canada 55.2% Number of requests for user data made by public health authorities⁴⁴ US 324 Number of users whose data was disclosed to public health authorities⁴³ US 2,684 Percentage of public health requests that resulted in Uber’s disclosing the requested information, or some subset thereof US 74.4% Number of requests for user data made by public health authorities⁴⁴ Canada 460 Number of users whose data was disclosed to public health authorities⁴³ Canada 1,763 Percentage of public health requests that resulted in Uber’s disclosing the requested information, or some subset thereof Canada 78.9% Data privacy and security Scope Quantity Number of material cybersecurity breaches⁴⁵ Global 0 Liabilities and fines related to data privacy Scope Quantity Private civil litigation⁴⁶ Global $241,000 Enforcement/regulatory actions Global $0    Total Global $241,000 Liabilities and fines related to anti-competitive behavior regulations Scope Quantity Total amount of monetary losses as a result of legal proceedings associated with anti-competitive-behavior regulations⁴⁷⁴⁸ Global $4,980,838 2021 ESG Report 89

Notes from performance data 1 8 For Scope 1 and 2, the Greenhouse Gas Protocol methodology for compiling Kilowatt-hours. GHG data was used to assess carbon footprint. This includes the following material GHGs: CO (carbon dioxide), N O (nitrous oxide), and CH (methane). The 9This number represents renewable energy matched by our data 2 2 4 center providers. following emission conversion factor sources are used in calculations: Natural gas combustion emission factors: UNFCCC (2020) Inventory of U.S. Greenhouse Gas Emissions and Sinks: 1990-2018. Purchased elecricity AUS: National Greenhouse 10Supplied water refers to water provided from public utilities. and Energy Reporting (Measurement) Amendment (2019 Update) Determination 2019. Indirect Factor—NGA workbook (where applicable), published Aug 2019. 11Figures calculated using WRI Aqueduct Water Risk Atlas classification. Purchased electricity US: EPA eGRID 2018. Purchased electricity UK: Defra 2020 Accessed March 28, 2021. UK Government conversion factors for Company reporting. Purchased electricity non-UK, non-US, non-AUS: International Energy Agency—Emission Factors 2020. 12Numbers as reported in Uber’s 2021 People and Culture Report. Data represents employees employed as of March 31, 2021, who self-reported gender. 2 Scope 1 emissions are calculated from natural gas used at our offices and data centers. Scope 2 emissions are calculated from electricity consumption 13Total employees includes all active full-time employees, excluding casual data. Scope 2 market-based emissions are equivalent to Scope 2 location- employees and interns. based emissions, and therefore are not reported in the table. Where data were not available, assumptions were applied. The greenhouse gas emissions data 14Includes Engineering, Product, and Freight orgs. This year’s calculation disclosed in this report have received limited assurance from Lloyd’s Register excludes ATG and Elevate, as they were divested from Uber’s business. Quality Assurance. 15Excludes Engineering, Product, and Freight orgs. This year’s calculation 3 excludes ATG and Elevate, as they were divested from Uber’s business. Tonnes of carbon dioxide equivalent. 4 16Calculation includes our core businesses, including global mobility and Figure is based on all rides completed in Belgium, Canada, France, Germany, delivery. Netherlands, Portugal, Spain, the United Kingdom, and the United States in 2020. 5Intensity figures are calculated using square meters of Uber floor area 17Calculation includes our corporate functions. (952,296 m²), employee (22,759), and revenue ($11.14 million). 18Calculation includes our customer service support workforce, which consists of 6Fuel consumption represents natural gas used at our facilities. Community Specialists at our Centers of Excellence and Greenlight Hubs. 7 19Calculation includes executives and senior management (Director-level Calculations include global offices and data centers, and exclude and above). co-working spaces. 2021 ESG Report 90

Notes from performance data 20 28 Calculation excludes employees who did not self-report race/ethnicity. Denominator for this figure is total number of employees surveyed. Denominator for these figures is “total men and women in selected org.” 29Denominators for these figures only include employees who returned a 21 Calculation excludes employees who did not self-report gender and race/ completed survey and responded to the question. ethnicity. Denominator for these figures is total men and women in selected org. 30Calculation represents the number of employees who responded 5 or 6 on a 22 Data represents new hires starting employment from April 1, 2020, through 6-point scale where 1 = Strongly Disagree and 6 = Strongly Agree. March 31, 2021. 31Score is a composite of 5 questions relating to engagement. 23Foreign national is defined as any employee requiring a visa for work in the country in which they were employed as of December 31, 2020. Uber uses 32Excludes Community Specialists (who are evaluated under a separate multiple immigration counsel services. The number represented here is an program), interns, and fixed-term employees. aggregate of records and estimates from these companies. 33“Relation to the Uber platform” or “Uber-related” is in reference to data 24TRIR refers to the number of recordable incidents per 100 full-time employees classification for the purposes of data sourced from Uber’s US Safety Report only. 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 34Uber occasionally receives notice of a possible safety incident well after the in any of the following: death; days away from work; restricted work or transfer to trip was taken (sometimes years after). This is extremely rare for fatalities, but for another job; medical treatment beyond first aid; or loss of consciousness. this reason the data may change over time. The data presented is accurate as of October 31, 2019. 25The 2020 Pulse Survey, conducted in August 2020, refers to Uber’s global employee engagement survey sent to all full-time employees. The survey is used 35Uber yearly rates are rounded. to gauge employee sentiment and enable organization-wide planning. 36Uber occasionally receives notice of a possible safety incident well after the 262020 was a challenging year, and our Pulse Survey results reflect this. In trip was taken (sometimes years after). This is extremely rare for fatalities, but for response to these results, and input received in targeted listening sessions, this reason, the data presented in this report may change over time. The motor Uber’s leadership has taken, and continues to take, action to respond to and vehicle data presented includes incident reports resolved on or before October 31, support employees. 2019. The motor vehicle data in this report reconciled to the 2018 FARS Release published October 22, 2019. 27Percentages are based on the total number of responses for each question, after accounting for missing data (i.e., not all questions had full response rates). 2021 ESG Report 91

Notes from performance data 37This report reflects audited sexual assault reports that were classified into one 43Value represents the number of users whose data Uber disclosed in response of these categories. Uber occasionally receives notice of a potential sexual assault to a valid request from law enforcement or public health authorities. It is well after the trip has ended. The sexual assault data presented includes incident distinct from the number of users whose information was “requested.” We use reports resolved on or before October 31, 2019, and for this reason may change “disclosed” to reflect that requests are not necessarily or consistently account- over time. based. Due to the nature of our business, we may receive requests for an undefined number of users based on a specific set of parameters (i.e., date and 38Incident reports as a percent of total trips are rounded. time, geography). Our team may work with the requesting agency to narrow the scope of an inquiry or inquiries to minimize the number of users impacted. Thus, 39Percent of respondents indicating that they are either somewhat satisfied or we have determined that the number of user accounts with data disclosed is a very satisfied with their experience with Uber. more meaningful metric than the number of user accounts with data requested. 40 44 Surveys are performed at the line-of-business level within each country of “User data” refers to any information that relates to or is associated with an interest. Country-level results have been aggregated to a global level by creating identified or identifiable natural person. To learn more about our process and a weighted average based on each country’s total gross bookings in 2019. requirements for responding to public health requests, see Uber’s Guidelines for Public Health Authorities. “Requests” include any response related to outbreaks 41 Survey frequencies vary. Monthly line-of-business surveys are weighted, of infectious diseases such as the novel coronavirus (COVID-19). and averaged over the course of the year. The line-of-business results are then aggregated at a country level, using a weighted average based on gross 45A cybersecurity breach is material if it could have an adverse effect on our bookings as of November 2020. business, financial condition, operating results, or prospects. 42 46 “User data” refers to any information that relates to or is associated with an Amount refers to 3 private settlements in the US related to the 2014 and 2016 identified or identifiable natural person. To learn more about our process and data incidents that were paid out in 2020. requirements for responding to law enforcement requests in the US, see Uber’s Guidelines for Law Enforcement Authorities. Uber gives an extensive overview 47Amount includes all judgments, fines, and penalties paid as a result of of information provided to federal and state regulators and law enforcement antitrust-related legal proceedings. The entire amount for CY 2020 is related to agencies in the US and Canada here. the divestiture of Uber’s Southeast Asia business to Grab in 2018. 48Payment made in local currency; USD figure calculated using exchange rate as of December 31, 2020. 2021 ESG Report 92

Indexing 202021 21 ESG ReportESG Report 9393

Indexing 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 have 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 build on this work in future versions of the report. Topic Location SASB - Internet Media and Services Total energy consumed p. 77 Percentage grid electricity p. 77 Percentage renewables p. 77 Total water consumed p. 78 Percentage of total water consumed in regions with high or extremely high baseline water stress p. 78 Integration of environmental considerations into strategic planning for data centers p. 68 Description of policies and practices relating to behavioral advertising and user privacy pp. 60-62 Total amount of monetary losses as a result of legal proceedings associated with user privacy p. 89 1 number of law enforcement requests for user information, 2 number of users whose information was disclosed, p. 89; 3 percentage resulting in disclosure Transparency Report Number of material cybersecurity breaches p. 89 Description of approach to identifying and addressing data security risks, including use of third-party cybersecurity standards pp. 60-62 also see the 2020 ESG Report, p. 20 Percentage of employees who are foreign nationals p. 85 Employee engagement as a percentage p. 85 Percentage of gender and racial/ethnic group representation for pp. 79-84; 1 leadership, 2 technical staff, and 3 all other employees People and Culture Report Total amount of monetary losses as a result of legal proceedings associated with anti-competitive-behavior regulations p. 89 Entity-defined measure of user activity p. 6 (MAPCs) 2021 ESG Report 94

Indexing Topic Location SASB - Road Transportation Gross global Scope 1 emissions p. 76 Discussion of long-term and short-term strategy or plan to manage Scope 1 emissions, pp. 63-74; 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. 77 1 total recordable incident rate (TRIR) 2 fatality rate for direct employees p. 85 Number of motor vehicle fatalities (platform) p. 86; US Safety Report Topic Location Notes Task Force on Climate-related Financial Disclosures (TCFD) Governance pp. 15-16, 69 Also see Uber's 2021 Proxy Statement Disclose the organization’s governance around climate-related risks and opportunities. Strategy pp. 63-74 Also see the Climate Assessment and Performance Report, Disclose the actual and potential impacts of climate-related risks and opportunities on the SPARK! report; and our climate change commitments organization’s business, strategy, and financial planning where such information is material. Risk management pp. 63-74 Also see the Climate Assessment and Performance Report, Disclose how the organization identifies, assesses, and manages climate-related risks. SPARK! report; and our climate change commitments Metrics and targets pp. 64, 76-78 Also see the Climate Assessment and Performance Report Disclose the metrics and targets used to assess and manage relevant climate-related risks and and our climate change commitments opportunities where such information is material. 2021 ESG Report 95

Indexing Uber proudly contributes to many of the United Nations Sustainable Development Goals. Due to the nature of our business and operations, we primarily contribute to 6: Good Health and Well-Being; Gender Equality; Decent Work and Economic Growth; Reduced Inequalities; Sustainable Cities and Communities; and Climate Action. The following pages include a few examples of Uber’s contributions to the goals, with an emphasis on our contributions in 2020 and the early part of 2021. Where activities span several goals and targets, we have chosen to include them only once. Topic Priority SDGs and targets Example activities Economic empowerment 3.8: Achieve universal health coverage, including financial risk protection; access to quality essential health- US: Implemented Proposition 22 in California, requiring platform companies like Uber to provide minimum earnings guarantees and healthcare stipends for independent drivers and delivery people. care services; and access to safe, effective, quality, and affordable essential medicines and vaccines for all. UK and Europe: Partnered with AXA in the UK and Europe, where Uber fully funds both on-app accident protection and off-app benefits for eligible drivers and couriers, including maternity and paternity payments. Internal: Achieved WELL Health Safety Rating at HQ, LEED at HQ and in India. Global: At the end of 2020, we offered to provide 10 million free or discounted rides to healthcare workers, seniors, and people around the world for whom access to vaccination centers may be a barrier. For more on Uber’s efforts to promote access to vaccines, see the COVID-19 section of this report. 8.5: By 2030, achieve full and productive employment and decent work for all women and men, US and Canada: $250 million driver stimulus to support new and returning drivers getting back on the road as cities reopen. including for young people and persons with disabilities, and equal pay for work of equal value. Global: Advocated for flexible work around the globe while expanding access to independent contractor benefits and protections. Global: Worked with policymakers around the world to ensure that independent workers were included in government relief packages. We have advocated for driver and delivery person access to testing and, more recently, vaccines. India: Supported the passage of national legislation that requires platform companies, or aggregators, to make contributions toward social security for gig and platform workers. Internal: We launched an Inclusive Recruiting training course for leadership teams across Mobility and Marketing that includes a deep dive into the Mansfield Rule to get back to the basics of recruiting with our talent acquisition partners. 10.2: By 2030, empower and promote the social, economic, and political inclusion of all, irrespective of age, US: Launched initiative to support Black-owned businesses disproportionately affected by COVID-19. sex, disability, race, ethnicity, origin, religion, or economic or other status. US: Partnered with local nonprofits to establish a comprehensive financial education program to support Black restaurant owners, starting with expanding outdoor dining space during COVID-19 and looking beyond surviving to thriving. UK: Launched a business builder program with Enterprise Nation in which 75 couriers and drivers took part. Uganda: Launched a pilot with the Tent Partnership for Refugees to help refugees in Uganda to become drivers by 2022. Internal: Employee Resource Groups aim to enrich internal and external communities, and spearhead global change at Uber. Our ERG communities include Able at Uber, Asian at Uber, Black at Uber, Equal at Uber, Immigrants at Uber, Interfaith at Uber, Los Ubers, Parents at Uber, Pride at Uber, Sages at Uber, Veterans at Uber, and Women at Uber. Internal: D&I initiatives, and the linking of senior executive compensation to D&I objectives. Internal: Initiatives to strengthen and expand our supplier diversity program with the goal of doubling spending with Black-owned businesses and contractors. Launched supplier website where prospective businesses can apply to be included in our supplier diversity program. uber.com/supplierdiversity. 2021 ESG Report 96

Indexing Topic Priority SDGs and targets Example activities Safety 3.6: By 2020, halve the number of global deaths and injuries from road traffic accidents. 3.6 US: Launched road safety coalition with leading advocates; distributed road safety 3.8: Achieve universal health coverage, including financial risk protection; access to quality essential health- tips in collaboration with GHSA, NSC, MADD, and League of American Bicyclists. care services; and access to safe, effective, quality, and affordable essential medicines and vaccines for all. Australia: Launched package of 2-wheel safety products and commitments to make it safer for people delivering by bike, motorcycle, and moped. Australia: Partnered with Chubb to fully fund on-trip accident protection, including payments for certain common injuries, permanent disability and accidental death compensation, and lump sum benefits in certain events such as hospitalisation or assault. Taiwan: Launched Earner Road Safety Program, with up to 3 hours of online courses, offline workshops, and other video resources aimed at increasing road safety awareness. 3.8 Global: Pledged 10 million free or discounted rides to help make sure that transportation is not a barrier to getting the vaccine. US: Launched the Vaccine Access Fund initiative in collaboration with PayPal, LISC, and Walgreens to facilitate rides to vaccination appointments for vulnerable populations. US: Launched Uber Donate to allow riders to donate a ride to vaccination appointments for those in need. US: Worked with CDC to provide drivers and delivery people with educational videos and guidance on how to use masks and sanitizers correctly, and developed an in-app COVID-19 Resource Hub to centralize information on safety and financial assistance. US: Launched an updated Public Health Portal where public health officials can submit requests to Uber for emergency responses to infection spread and data needed for contact tracing. US: We partnered with the White House to offer all Americans free rides (up to $25 each) to and from vaccination centers. 5.2: Eliminate all forms of violence against all women and girls in the public and private spheres, including Global: Committed $2.6 million in funding for organizations working to end gender-based violence and advance women’s equity around the globe. trafficking and sexual and other types of exploitation. Global: In partnership with leading anti-human-trafficking advocacy organizations, we launched multi-continent anti-human-trafficking campaigns to commemorate World Day Against Trafficking in Persons in 2020 and in January 2021 as Human Trafficking Prevention Month in the US. US: Launched mandatory sexual misconduct education for drivers in collaboration with RAINN, the largest anti-sexual-violence organization in the US. We are further expanding this education globally, in partnership with local anti-gender-based-violence organizations. Australia: Expanded partnership with WESNET (Women’s Services Network) to provide 3,000 free rides for WESNET partner organizations to support those needing safe travel to or from shelters and domestic violence support services. Internal: Benchmarked our respectful workplace policies and practices around harassment, discrimination, bullying, and retaliation with other companies through our participation with the Purple Campaign and earned a score of 100 to receive our Purple Certification. 11.5: By 2030, significantly reduce the number of deaths and the number of people affected and substantially Global: Upcoming partnership with IFRC on global disaster response. decrease the economic losses relative to gross domestic product caused by disasters, including water-related US: Provided free rides for residents and free meals for first responders during the California wildfires. disasters, with a focus on protecting the poor and people in vulnerable situations. US: Uber Freight helped move more than 100,000 gallons of water and other supplies donated by Children’s Hunger Fund and other nonprofit organizations. India: Committed over $5 million in corporate donations, free and discounted rides, and other means as a response to India’s COVID-19 crisis. Lebanon: Transported people to areas of safety during the Beirut explosions. 2021 ESG Report 97

Indexing Topic Priority SDGs and targets Example activities Sustainability 11.2: By 2030, provide access to safe, affordable, accessible, and sustainable transport systems for all, 11.2 Global: Launched new multimodal journeys with UberX in Sydney, Chicago, London, and Mexico City. improving road safety, notably by expanding public transport, with special attention to the needs of those in Global: Partnered with Lime in 85 cities to offer bikes and scooters. vulnerable situations, women, children, persons with disabilities, and older persons. Global: Committed to making $800 million available to assist hundreds of thousands of drivers in the US, 11.6: By 2030, reduce the adverse per capita environmental impact of cities, including by paying special Canada, and Europe transition to battery EVs by 2025. This includes new earnings opportunities for drivers with greener and electric vehicles, such as our Zero Emissions incentive of an extra $1 per trip for every battery EV driver in the US and Canada. attention to air quality and municipal and other waste management. US: Worked in cooperation with the City of Houston to plan, develop, and deploy bp charging stations that help drivers make a fair transition to electrification. 11.6 Global: Committed to matching 100% of our US offices with renewable energy by 2025, and extended that effort to net zero emissions from global locations by 2030. UK: Raised £135 million from our London Clean Air Plan and committed more than £5 million to invest in new electric vehicle charging infrastructure in less-affluent parts of London. France: Launched Clean Air Plan, setting aside money and including matching commitment by Uber to support EV purchases made by French drivers. Global: Committed to the reduction of single-use plastics by making utensils optional on Uber Eats. France: Launched a promo campaign for restaurants with eco-friendly packaging. 13: Take urgent action to combat climate change and its impacts. 13 Global: Uber will be a net-zero-emissions company, with a fully electric rides platform by 2040. To support this, Uber has signed up for the rigor and 13.1: Strengthen resilience and adaptive capacity to climate-related hazards and natural disasters in accountability of the Science Based Targets initiative and aspirations and actions laid out in the Climate Pledge. Global: Used the WRI Aqueduct Water Risk Atlas classification to help us understand all countries. water use in regions of high and extremely high water stress. We are building our workspaces to increase the reuse of 13.3: Improve education, awareness-raising, and human and institutional capacity on climate change water, which can be seen at our Mission Bay campus in San Francisco, estimated to save around 2.5 million gallons per year. 13.1 mitigation, adaptation, impact reduction, and early warning. US: Partnered with the governors’ offices in states at high risk of natural disasters (CA, LA, FL, TX) to provide rides for evacuation and medical care. 13.3 Global: Launched Uber Green, a low-emission ride option that connects riders with hybrid and fully electric vehicles, in over 1,500 cities. US: Retained EVNoire and GRID Alternatives to advise Uber on interventions that we and our partners can take and policy actions we can support to enable an equitable transition to EVs for drivers from economic and environmental justice communities and communities of color. Internal: Strengthened our design standards, providing sustainable design guidelines to new builds and Talent Hubs, while also perfecting our operational standards. New furniture purchases prioritize environmental and healthy product disclosures, and it is our goal to expand this program to more of our footprint when applicable. Internal: Prepared reporting partially responsive to the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD), which details how companies can prepare for the financial impacts of climate change and transitioning to a lower-carbon economy, with an aim to building on this reporting in future iterations of the report. Internal: Convened workshops and interviews with internal stakeholders across multiple business functions throughout the company in order to evaluate key climate change risks as well as opportunities. 7.2: By 2030, increase substantially the share of renewable energy in the global energy mix. US: Announced involvement in a renewable energy purchasing agreement, where Uber agreed that, each year, it will buy all the electricity generated by 10 MW of Enel Green Power’s Azure Sky wind farm in Texas. This means that we get to match the electricity consumption from our US offices with clean, renewable energy. Kenya: Launched electric motorbike offering in Kenya, reducing running costs to drivers by up to 45% and benefiting the local environment. 2021 ESG Report 98

Indexing Topic Priority SDGs and targets Example activities Equity 5.5: Ensure women’s full and effective participation and equal opportunities for leadership at all levels of Internal: Launched multiple Uber growth and development initiatives to promote and support women at Uber. decision-making in political, economic, and public life. South Africa: Partnered with AMI to launch the Skills for the Future and Micro-enterprise accelerator program—personal development and entrepreneurship programs aimed at helping women drivers develop their skills and thrive as independent entrepreneurs. Canada: Partnership with the Forum for Women Entrepreneurs, an NGO aimed at providing women entrepreneurs access to the resources and community they need to thrive in business. 8.3: Promote development-oriented policies that support productive activities, decent job creation, US: Agreed to match every contribution to the National Restaurant Association Educational Foundation’s Restaurant Employee Relief Fund up to a total commitment of $6 million to support their important work and help provide critical funds to restaurant workers impacted by COVID-19. entrepreneurship, creativity, and innovation, and encourage the formalization and growth of micro-, US: Partnered with Arizona State University to offer drivers, delivery people, and their family members small-, and medium-sized enterprises, including through access to financial services. access to 100+ undergraduate degree programs online with full tuition coverage, including upskilling courses on English language learning and entrepreneurship. US and Canada: Committed to provide $20 million in support of efforts to help local restaurants in the US and Canada during the pandemic as part of our “Eat Local” campaign. UK: Worked with Open University to offer drivers or a family member to take a fully funded undergraduate degree-level course, or other short courses. Netherlands: Partnered with LOI to offer drivers access to 6 months of training content. France: Partnered with WERO in France to provide delivery people with access to tailored courses on French language, professional development, and other subjects. LatAM: Partnered with International Finance Corporation, Endeavor, and Sebrae in Latin America to provide drivers and delivery people with access to online micro courses in financial education, formalization, future of work, personal marketing, time management, and customer service. 10.3: Ensure equal opportunity and reduce inequalities of outcome, including by eliminating discriminatory Global: Offered anti-discrimination training across several regions, including the US and LatAM. laws, policies, and practices and promoting appropriate legislation, policies, and action in this regard. US: Promoted the Get Out to Vote initiative to help get people registered, to the polls, and fed while waiting. US: Partnered with Hollaback! as part of our pledge to stop AAPI hate. UK: Conducted a focus group with Be Inclusive Hospitality to understand the impact of COVID-19 on Black- and ethnic minority-owned restaurants. Internal: Formed a Racial Equity Leadership Council and made commitments toward racial equity and anti-racism. Internal: Expanded and formalized our Fairness Working Group of data scientists, product managers, and operations leaders to advise on how to build products that take into account issues of fairness and equity. Internal: Added an Inclusive Design Lead. Internal: Achieving pay equity. In 2020, 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 $1.00 for every $1.00 (total cash) earned by non-underrepresented peers at the same job level. 2021 ESG Report 99

Forward-looking statements or achievements to be materially different from and uncertainties that could cause actual results This report may contain forward-looking statements any future results, performance, or achievements to differ from the results predicted include, among regarding our future business expectations, which expressed or implied by the forward-looking others, those risks and uncertainties included under involve risks and uncertainties. Actual results may statements. These risks, uncertainties, and other the captions “Risk Factors” and “Management’s differ materially from the results predicted, and factors relate to, among others: the outcome Discussion and Analysis of Financial Condition and reported results should not be considered as an of a tax case before the UK tax authority related Results of Operations” in our Annual Report on Form indication of future performance. Forward-looking to classification as a transportation provider, 10-K for the year ended December 31, 2020 and statements include all statements that are not developments in the COVID-19 pandemic and subsequent Form 10-Qs and Form 8-Ks filed with the historical facts and can be identified by terms such the impact on our business and operations, Securities and Exchange Commission. Information in as “anticipate,” “believe,” “contemplate,” “continue,” competition, managing our growth and corporate this report is based on assumptions that we believe to “could,” “estimate,” “expect,” “hope,” “intend,” “may,” culture, financial performance, investments in new be reasonable as of publication. We undertake no duty “might,” “objective,” “ongoing,” “plan,” “potential,” products or offerings, our ability to attract drivers, to update this information unless required by law. “predict,” “project,” “should,” “target,” “will,” or “would” consumers and other partners to our platform, our or similar expressions and the negatives of those brand and reputation and other legal and regulatory terms. Forward-looking statements involve known developments and proceedings, particularly Greenhouse gas emissions data in this report has been verified by and unknown risks, uncertainties and other factors with respect to our relationships with drivers and Lloyd’s Register Quality Assurance. LRQA’s verification statement can be found here. that may cause our actual results, performance, delivery persons. In addition, other potential risks 202021 21 ESG ReportESG Report 101000

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