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EMPLOYEE HANDBOOK



We ignite opportunity by setting the world in motion


A LETTER FROM THE CEO

Ten years ago, Uber was born out of a watershed moment in technology. The rise of smartphones, the advent of app stores, and the desire for on-demand work supercharged Uber’s growth and created an entirely new standard of consumer convenience. What began as “Tap a button, get a ride” has become something much more profound: ridesharing and carpooling; meal delivery and freight; electric bikes and scooters; and self-driving cars and urban aviation.

Of course, in getting from point A to point B we didn’t get everything right. Some of the attributes that made Uber a wildly successful startup—a fierce sense of entrepreneurialism, our willingness to take risks that others might not, and that famous Uber hustle—led to missteps along the way. In fact, when I joined Uber as CEO, many people asked me why I would leave the stability of my previous job for one that was anything but. My answer was simple: Uber is a once-in-a-generation company, and the opportunity ahead of it is enormous.

Today, Uber accounts for less than 1% of all miles driven globally. Just a small percentage of people in countries where Uber is available have ever used our services. And we are still barely scratching the surface when it comes to huge industries like food and logistics, and how the future of urban mobility will reshape cities for the better.

Building this platform has required a willingness to challenge orthodoxies and reinvent—sometimes even disrupt—ourselves. Over the last decade, as the needs and preferences of our customers have changed, we’ve changed too. Now we’re becoming something different once again: a public company.

Taking this step means that we have even greater responsibilities—to our shareholders, our customers, and our colleagues. That’s why, over the past 18 months, we’ve improved our governance and board oversight; built a stronger and more cohesive management team; and made the changes necessary to ensure that our company culture rewards teamwork and encourages employees to commit for the long term.

Because we’re not even 1% done with our work, we will operate with an eye toward the future. We will optimize for the happiness and loyalty of our customers rather than marginal trip or transaction growth. And we will not shy away from making short-term financial sacrifices where we see clear long-term benefits.

Our continued success will come from stellar execution and the strength of the platform we have worked so hard to build. Our network spans tens of millions of consumers and partners and represents one of the world’s largest platforms for independent work. Our engineering and product teams are solving some of the most difficult problems at the intersection of the physical and digital worlds. And our regional operations teams let us build and run our business as true citizens of the cities we serve.

I want to close with my commitment to you: I won’t be perfect, but I will listen to you; I will ensure that we treat our customers, our colleagues, and our cities with respect; and I will run our business with passion, humility, and integrity.

Dara Khosrowshahi

WELCOME TO UBER


DIVERSITY + INCLUSION

We see direct parallels between how we ignite opportunity through our company and how we ignite it within our company. But we also know that a solely data-driven approach will never be sufficient, because D&I is more than a box to check or a target to hit. The numbers matter, but they’re only a starting point; a commitment to diversity and inclusion has to run much deeper. That’s why we’ve set an audacious goal: to make Uber the most diverse, equitable, and inclusive workplace on the planet. And we’re not just setting high expectations for our own good. We’re aiming sky-high because we know from experience that reducing and eliminating inequity is hard to do if all you shoot for is incremental change.

SOCIAL IMPACT

Across the globe in 2018, Uber supported many exciting new programs and partnerships that address inequality and leave a lasting impact beyond the reach of our business.

For example, in our hometown of San Francisco, we are collaborating with <dev/Mission> to host Open Labs, where our engineers can meet and mentor young people, answer questions about coding and software development, and offer hands-on exposure to careers in technology they might not otherwise consider. In 2015, we set—and have since far exceeded—the goal of bringing 10,000 driving opportunities to the South and West sides of Chicago. And we’re deeply engaged in charitable giving, community assistance, and public health campaigns from Hong Kong to South Africa, from Florida to Colorado.

We’re also providing support for communities in times of need. Last year, Uber established a disaster relief fund to provide free rides, food, and other relief to people affected by hurricanes, wildfires, and other natural disasters, as well as assistance to first responders. And in 2018, through our #UberInTheCommunity Week of Service, we enabled more than 3,400 employees across 100+ cities to volunteer at more than 315 events—a 150% increase in events, a 55% increase in employee participation, and an 85% increase in city participation since our first Week of Service, in 2017.

IGNITING OPPORTUNITY

From our corporate offices to our driver-partners across the globe, diversity is one of our greatest assets. That’s why we’re doing everything we can to increase D&I in our talent pipeline, create a global culture that celebrates differences, and provide every employee and every partner the resources and support they need to grow, thrive, and succeed.

To ensure that our most senior leaders are accountable for this important work, we’ve implemented “progress on measurable D&I goals” as one of the key metrics to evaluate job performance and determine executive compensation. Through our unique and innovative partnership with Harvard Business School Online, we offer world-class executive education to current and aspiring leaders, with a specific focus on the topics of culture, leadership, and inclusion. And throughout 2019, we’re piloting a variety of sponsorship, mentorship, and coaching programs for employees at every level—with an eye toward rolling them out at scale, across the company globally.

We’ve also made a firm, public commitment to gender equity by taking the California Pay Equity Pledge. We made good progress on this goal in 2018, and we’re excited for that progress to continue.


EMPLOYEE POLICIES


Equal Opportunity Employment Policy

Uber is an equal opportunity employer and assures that the employment decisions for all applicants and employees will be based on qualifications and competence. We are committed to providing equal employment opportunities to all persons without regard to the person’s race, color, religion, sex, sexual orientation, gender identity, gender expression, pregnancy, childbirth, breastfeeding, medical condition, political activity or affiliation, marital status, registered domestic partner status, national origin, ancestry, age, genetic information, disability, or veteran status, or any other class or status protected by applicable laws.

Uber does not tolerate any form of discrimination or harassment of our employees based on any of the characteristics mentioned above by coworkers, managers, customers, or vendors. This policy covers all aspects of employment. Individuals are not prohibited from discussing or inquiring about the terms and conditions of employment, provided they are not disclosing information about others to which they have access in the course of performing their job duties. Uber will make reasonable accommodations for qualified individuals with known disabilities, in compliance with all federal and state laws, unless making the accommodations would result in undue hardship.

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