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