Investing in our people and culture
In 2017, we paused and took a look at ourselves to see who we wanted to be. It was a pivotal moment in shaping who Uber is today. The Covington report held nothing back and shone a light on every corner of the business to reveal where we needed to be better. It pointed out hard truths that were undeniable and offered Uber a path forward to redesign leadership oversight, change employee policies and practices, reformulate the culture, and much more. By making gradual and sustainable changes over time, Uber has rebuilt and reshaped our culture. Five years later, we’re already seeing how diversity is making us stronger and enabling us to create a more equitable and inclusive environment to move the world for the better.
We are in a new era where employees have choices, and we cannot be complacent and just copy what others do. The most significant cultural transformation was the investment we made in our people, our most valuable asset, over the past 5 years. Uber continually works to create an environment that fosters a sense of belonging, purpose, growth, and trust. As we created this year’s report, we focused on providing deep insights into what shapes our people and culture.
Leadership’s commitment to diversity
We’re committed to increasing demographic diversity at Uber and becoming a more actively anti-racist company and ally to the communities we serve. Our Executive Leadership Team is doing their part to make this a reality, through setting goals and tracking progress around representation on their teams.
“There have been moments over the past 5 years when progress felt slow and impossible. In hindsight, our pace of change has been breathtaking. The journey is not a linear one, especially with all the economic, social, and marketplace changes, but it is an important one. We’re always ready to adjust the path when needed. Now, especially, as the world seems more polarized and unsettled than ever before, the role of corporations to advance diversity, equity, and inclusion becomes more critically important.”
Bo Young Lee, Chief D&I Officer
“Our mission and values drive us as an organization, including who we attract and retain. We want people who are inspired by our mission and share our values to join us, so they can do the best work of their career and truly have an impact on the world. But it’s not enough to have a compelling mission and strong values on a page—those have to come to life in our employees’ day-to-day experience. We’re working across our organization to make sure that employees experience our values at every step of their journey, effectively meeting their needs as an individual and as part of our community. We are hyperfocused on designing an ecosystem that enables our people and our business to thrive.”
Nikki Krishnamurthy, Chief People Officer
Our workforce demographics
At Uber, we’re diligent about tracking our demographic data and holding ourselves accountable for improving representation of women globally and underrepresented people (URP) in the US year over year. That said, incremental gains are not always linear, but in conjunction with our Board of Directors we continue to monitor the indicators and associated progress.
Workforce diversity (global)
Workforce diversity (US)
Workforce diversity (regional)
Workforce diversity (global)¹
Workforce diversity (US)²
Representation of new hires
Representation of new hires
% by race representation of new hires
¹Numbers reflect demographic data on the following dates: 2022 as of December 31, 2021; 2021 as of March 31, 2021; 2020 as of August 31, 2020; 2019 as of March 31, 2019. Additional information pertaining to workforce representation data for previous years can be found in the respective reports. For more demographic data, including information regarding time frames and category definitions, please reference our full People and Culture Report.
Previous People and Culture Reports
Each year, we publish our People and Culture Report to share our approach to human capital management; diversity, equity, and inclusion; and culture. We share updated representation data and outline how we’re progressing against our goals. The report is a critical component of our approach to increasing transparency around our workforce data and human capital practices. See the links below for access to our past years’ full reports.
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