#12021 In-Season Stockholder Engagement Uber#2Forward-looking statements This presentation may contain forward-looking statements regarding our future business expectations, which involve risks and uncertainties. Actual results may differ materially from the results predicted, and reported results should not be considered as an indication of future performance. Forward-looking statements include all statements that are not historical facts and can be identified by terms such as "anticipate," "believe." "contemplate," "continue." "could," "estimate." "expect," "hope," "intend," "may," "might," "objective," "ongoing." "plan." "potential," "predict," "project," "should," "target," "will," or "would" or similar expressions and the negatives of those terms. Forward-looking statements involve known and unknown risks, uncertainties and other factors that may cause our actual results. performance or achievements to be materially different from any future results, performance or achievements expressed or implied by the forward-looking statements. These risks, uncertainties and other factors relate to, among others: the outcome of a legal appeal in the UK regarding the classification of Drivers and a related tax case before the UK tax authority, developments in the COMID-19 pandemic and the impact on our business and operations, competition, managing our growth and corporate culture, financial performance, investments in new products or offerings, our ability to attract drivers, consumers and other partners to our platform, our brand and reputation and other legal and regulatory developments and proceedings, particularly with respect to our relationships with drivers and delivery persons. In addition, other potential risks and uncertainties that could cause actual results to differ from the results predicted include, among others, those risks and uncertainties included under the captions "Risk Factors" and "Management's Discussion and Analysis of Financial Condition and Results of Operations in our annual report on Form 10-K for the year ended December 31, 2020 and subsequent, quarterly reports and other filings filed with the Securities and Exchange Commission from time to time. All information provided in this presentation is as of the date hereof and any forward-looking statements contained herein are based on assumptions that we believe to be reasonable as of such date. We undertake no duty to update this information unless required by law. 2#3Key 2020 updates: strong execution in a challenging environment On track to achieve our EBITDA profitability goals in 2021 As a result of the decisive actions taken by our management team during this global crisis, we expect to deliver on the commitment we made to our stockholders to achieve profitability by the end of 2021 Rapid response to COVID-19 crisis Since the earliest days of the pandemic, Uber mobilized internal teams and worked to support the health and well-being of employees, platform users, and the communities we serve. Uber will continue to be a partner in recovery to our cities and stakeholders as we define a new normal Compensation evolution informed by stockholder feedback We took stockholder feedback into account when making our executive compensation decisions, as we address the challenge of attracting and retaining key talent critical to the success of our business and the creation of long-term stockholder value Forward-looking corporate governance practices Continuing our responsive corporate governance actions, the Board requests your support for the management proposal to remove supermajority voting requirements Thoughtful approach to participation in the political process Our Nominating and Governance Committee oversees corporate political activities and contributions and lobbying activities, which help shape public policy and advocate for government actions that are consistent with our ethics and that support our business objectives 2020 Investor Engagement Efforts Engaged stockholders representing: 65% of shares outstanding We believe conversations with our stockholders increases corporate accountability, improves decision- making, and ultimately create long- term stockholder value 3#4Uber is a global tech platform operating at massive scale Delivery provided a natural hedge to Mobility in 2020, helping us navigate the challenges of the COVID-19 pandemic 71 Countries Gross Bookings 50% CAGR 5. $19B $34B -10K Cities¹ $50B $65B -11% YoY $58B Mobility 46%² 16 ¹17 ¹18 ¹19 ¹20 Trips Gross Bookings, Trips are FY 2020. MAPCS, Drivers, Merchants are as of Q4 2020 1. Based on our internal definition of city, which includes metropolitan areas that include several cities 2. 3. As a percentage of Gross Bookings Gross Booking YoY growth rates shown in constant currency Monthly Active Platform Consumers YoY growth excluding exited markets $58B Gross Bookings Delivery +109% YoY³ 5B Delivery 52%² 93M MAPCS¹ Delivery +66% YoY5 3.5M Drivers Freight 2%² 657K Merchants 4#5During 2020, we pivoted towards growth while securing our future... Careem acquisition closed Divested Uber Eats in India for ownership stake in Zomato Uber Direct and Uber Connect launched Postmates acquisition announced A Acquired Routematch M M | I COVID-19 $1B run-rate fixed impacts costs reduction begin commitment 25% Headcount reduction Divested JUMP for ownership stake in Lime Uber Freight in Europe divested for ownership stake in Sennder Uber found "fit and proper" to operate in London S O Postmates acquisition closed Announced ATG and Uber Elevate Divestitures | Autocab Uber acquisition Freight announced raises. $500M in funding from Greenbriar N Prop. 22 passes in California ..to focus on core opportunities D Mobility Delivery Freight We remain on a path to achieving EBITDA profitability in 2021 5#6Rapid response to COVID-19 crisis Encouraging riders to stay at home U Sent messages to riders in the app and on social media asking them to stay home and help slow the spread of the virus Supporting first responders & communities Delivered 10M free rides and deliveries of food to frontline workers, seniors, and people in need Supporting drivers and delivery people 0 Provided over $25M in financial assistance to over 75,000 drivers and delivery people Providing health & sanitization supplies Committed $50M to help provide access to disinfectants, sanitization sprays and wipes, and ear-loop face masks to drivers and delivery people Committed 10M free or discounted rides to help make sure that transportation is not a barrier to getting the vaccine Supporting local restaurants Committed to provide $20M in support efforts to help local restaurants during the pandemic as part of our "Eat Local" campaign Supporting Uber employees Improved worker flexibility and work- from-home policies, and provided full-coverage mental health support We took steps to position Uber for long-term success and mitigate short-term pressure on our business In 2021, we will help the world move again Advocating for drivers to be prioritized with other frontline workers for vaccine access Took decisive action on costs across the Company, removing >$1B in annualized costs Invested in increased business opportunity in Delivery, including through ramping up subscription efforts and acquiring Postmates Partnerships to improve vaccine access Uber's partnerships so far include Moderna and Walgreens#7Board continues to evolve to guide our growth Ronald Sugar (Chair) Former Chairman & CEO, Northrop Grumman Age: 72 Board Tenure:2.7 Years Committees:Nominating & Governance (Chair) Compensation Amanda Ginsberg Former CEO, Match Group Age:51 Board Tenure: 1.1 Years Committees:Audit John Thain Former Chairman and CEO, CIT Group Age:65 Board Tenure:3.5 Years Committees:Audit (Chair) A Revathi Advaithi CEO, Flex Ltd. Age:53 Board Tenure:0,7 Years Committees Audit Dara Khosrowshahi CEO, Uber Technologies Age:51 Board Tenure:3.6 Years Committees:None David Trujillo Partner, TPG Capital Age:45 Board Tenure:3.8 Years Committees:Nominating & Governance, Compensation (Chair) Ursula Burns Former Chairman and CEO, VEON Age:62 Board Tenure:3.5 Years Committees:Audit; Nominating & Governance Wan Ling Martello Co-Founder & Partner, BayPine; Former EVP, Nestle Age:62 Board Tenure:3.8 Years Committees:Nominating & Governance; Compensation Alex Wynaendts Former Chairman and CEO, Aegon NV Age:60 Board Tenure: 40.1 Years Committees:Audit Robert Eckert Partner, FFL Partners; Former CEO, Mattel Age:66 Board Tenure: 1,0 Years Committees: Nominating & Governance; Compensation H.E. Yasir Al-Rumayyan Governor, The Public Investment Fund Age:51 Board Tenure: 4.8 Years Committees:Audit New addition in 2020 or 2021 7#8A diverse and highly experienced board BOARD INDEPENDENCE 91% Independent BOARD TENURE 2.6 Avg. years of tenure Independent (10) Non-independent (1) <2 Years (4) 2-4 Years (6) > 4 Years (1) GENDER DIVERSITY 36% Female DIRECTOR AGE 58 Avg. director age Female (4) Male (7) 45-55 Years (5) 56-65 Years (4) 66+ Years (2) ETHNIC DIVERSITY 27% Ethnic minorities SKILLS, EXPERIENCE AND BACKGROUND Global company leadership 10 Financial expertise Ethnic minorities (3) Not ethnic minorities (8) Consumer and digital experience 8 Innovation, technology, and high- growth experience Government, policy, and regulatory experience Sustainability and human capital management 7 6 8#9Our compensation philosophy In order to promote long-term stockholder value creation, we link the compensation of our executive officers to our long-term strategic goals and the key drivers of our business 2020 CEO Target Compensation Attract & retain talent Attract and retain a highly talented, diverse team of executives who possess and demonstrate strong leadership, exceptional followership, and world-class management capabilities Pay-for-performance Reward our executive officers and motivate them to achieve the Company's short- and long-term financial and strategic goals Alignment with stockholders Align our executive officer's incentives with Company performance on measures that drive the creation of long-term stockholder value, thereby further aligning the interests of our executives with those of our stockholders Reinforce cultural norms Promote doing the right thing, working tirelessly to earn the trust of our consumers and users, acting like owners, valuing ideas over hierarchy, making big bold bets, and celebrating our differences and drive to harness the power of global technology in achieving Company success 81% Long-term Equity 94% AT-RISK COMPENSATION 80% Long-term Equity 6% Salary 2020 NEO Target Compensation 89% AT-RISK COMPENSATION 13% Cash Bonus 11% Salary 9% Cash Bonus 9#102020 CEO compensation structure Compensation type Base Salary Annual Cash Bonus Long-Term Equity Incentives RSUS (50%) PRSUS (50%) . + Link to strategy & performance alignment Provides fixed source of compensation for day-to-day responsibilities 2020 performance was measured against the following elements (equally weighted): Key Financial Targets Strategic & Operations Priorities Hit EBITDA breakeven by Q4 2020 + " + + Gross Bookings Revenue* Adjusted EBITDA ■ + • ■ + ■ + Maintain or gain category position ("CP") for Delivery and Mobility globally Constructive M&A More Delivery mkts with CP at #1 or #2 Raise third-party funding for non-core Enhance financial controls Mobility & Delivery Segment Adjusted EBITDA Adjusted EBITDA Diversity & Inclusion Safety Improvement Company Objectives & Key Results Platform Foundations: Growth in active platform users and scaling new verticals Stand for Safety: Improvements in multiple safety metrics *This metric was initially set as Adjusted Net Revenue, a non-GAAP financial measure. In the fourth quarter of 2020, we changed our accounting policy related to the presentation of excess Driver incentives and no longer present Adjusted Net Revenue. + + . ■ PRSUS are capped at 100% of target, vest over 3 years and are aligned to key financial and strategic metrics: Gross Bookings i Hardcore Efficiency: Operational and G&A costs as a percentage of Gross Bookings Invest in Drivers' Success: Satisfaction and retention Product Obsession: Speed, efficiency, and technical performance of the Uber app Mission & Culture: Performance against employee D&l and cultural goals = Updated feature for 2020 to align with key strategic goals 10#11Compensation evolution informed by stockholder feedback Informed by our extensive year-round stockholder engagement efforts, the Compensation Committee continues to evolve the structure of our compensation programs to further our long-term strategic and overall profitability goals 2020 program highlights Established market-competitive CEO compensation Transitioned total compensation from levels negotiated upon hire to substantially lower, market-competitive levels Realigned NEO compensation K To be internally consistent and aligned with market practice Integrated more at-risk compensation Bran For target compensation for all NEOS Further defined formula ic cash bonus plan metrics More formulaic performance metrics and weightings Aligned compensation with our main cultural norms w Bi Ba Performance metrics include D& and safety metrics Stabilized executive leadership team in a challenging environment During uncertain COVID-19 environment and aggressive market for experienced leadership Ba Strengthened governance policies to align with best practice Expanded scope and application of Stock Ownership Guidelines and Clawback Policy Benve 2021 program highlights Strengthened annual bonus plan structure Added defined metrics, weighting, and threshold / maximum levels of achievement, an individual performance modifier, and overall payout cap of 200% of target bonus to annual cash bonus plan Differentiated metrics in the Annual Bonus Plan and PRSU program Furthered differentiation between metrics under annual cash bonus plan and PRSU program Expanded PRSU Participation to all NEOs www To include all NEOS; 50% of annual equity awards granted to the CEO and CFO, 33% for all other NEOS Integrated more longer-term PRSU goals and added a TSR modifier Expanded number and weighting of PRSU goals over 3 years; incorporated 3-year relative total shareholder return modifier Refined peer group to ensure accurate performance comparisons Reduced emphasis on large bellwether companies, aligning peer group with our current revenue and market capitalization and companies that currently compete with us for business and talent 11#12Key compensation decisions in 2020 Our CEO and Board of Directors waived their salary and retainer fees As the pandemic spread, the Board of Directors decided to waive its general cash retainer fees and supported Dara Khosrowshahi in his decision to waive his base salary, both for the remainder of the year We chose not to adjust previously established goals for our cash bonus plan or our 2018 - 2020 PRSU awards While we missed our pre-pandemic targets, we exceeded our adjusted targets as a result of the strength of our Delivery business and decisive actions taken by our executive officers + Despite this progress, the Compensation Committee chose not to adjust the previously established goals for our cash bonus plan or under our 2018-2020 PRSU awards, and none of the executive officers received the portion of their cash bonus that was conditioned on the achievement of the unmet financial targets We granted equity awards to reward exceptional performance and retain talent in a challenging environment These awards were granted to ensure the stability of our executive leadership team and their focus on our strategic initiatives during a critical period in our Company's history when many of our competitors were aggressively trying to attract our executive talent Mr. West and Ms. Hazelbaker were essential in establishing the status of Drivers as independent contractors in California (i.e., the passage of Proposition 22 in California), as well as the recovery of our license to operate in London, Uber's largest European market and one of our top 5 cities worldwide based on Gross Bookings 12#13Stockholder engagement informs leading corporate governance 2020 Stockholder Engagement Corporate Governance Highlights Held calls with over 75% of our top 100 stockholders representing over 65% of shares outstanding } } } Key Topics Discussed COVID-19 response Sustainable growth rate Path to profitability Capital allocation ) Regulatory issues Geographic strategy Governance and financial performance Executive compensation > ESG matters, including driver and delivery person well- being, D&I, safety initiatives and climate change Strategy and risk management, including cyber risk, Board composition and succession, and increasing Board diversity Disclosure enhancements What we do: Board oversight of management succession planning Board, committee, and individual director evaluation process Robust stock ownership guidelines for directors and NEOS Clawback policy in our executive compensation program ESG metrics incorporated into executive compensation What we don't do: Bove Independent Chairperson Look for qualified women and underrepresented minorities for every open board seat Je Dual class stock x Allow hedging of Uber stock by directors or employees Allow pledging of Uber stock by directors or employees for margin or speculative transactions 3 Have a shareholder rights plan ("poison pill") Have a classified board Continuing our responsive corporate governance actions, the Board requests your support for the management proposal to amend the certificate of incorporation and bylaws to remove supermajority voting requirements 13#14ESG highlights We are committed to sustainability as we reimagine the way the world moves for the better and work to make real life easier to navigate for everyone In 2020, we identified nine of the most relevant ESG issues to our Company and published our first ESG Report Ethic & compliance Local impact User privacy Driver/ delivery person well-being Uber is committed to sustainability as we reimagine the way the world moves for the better Cybersecurity Climate change Diversity, equity, inclusion & culture COVID-19 response User safety 14#15Selected 2021 ESG commitments and priorities Support communities in driving recovery from COVID-19 Preserve flexibility and improve the quality and experience of independent work Advance our efforts to be a fully zero- emission platform by 2040 Follow through on our commitment to become an anti- racist company internally and for the advancement of our stakeholders Innovate and invest in safety technology as we pursue industry leadership in safety Learn more about our approach to these issues in Uber's 2020 ESG Report and on our website. Be a trusted steward of our users' and employees' personal data 15#16Board Oversight of Political Spending and Lobbying Policy decisions can, and do, impact our strategies and operations in positive and negative ways. It is crucial that Uber advocates on behalf of the Company and its stakeholders as we reimagine the way the world moves for the better Board Oversight The Policy team regularly engages with the Board and its committees regarding policy priorities and strategy • In 2020, Uber's key public policy and lobbying priorities included: protecting driver and delivery person flexibility extending new benefits and protections to independent contractors addressing regulations on app-based delivery and mobility services, responding to, and supporting cities and states as they address COVID-19. • 0 Role of advocacy at Uber Uber belongs to trade associations and organizations for many reasons, including advocacy, networking and thought leadership When an association or organization that we support takes a position that differs from ours, we may engage with the organization to express our views Uber's public policy team monitors the use of dues or payments to trade associations and other organizations to ensure consistency with the company's values and long-term interest 16#17Uber's transparent approach to participation in the political process Last year the Board took a number of steps to improve Uber's governance and transparency regarding political spending and lobbying activities Adopted policy establishing Board oversight of political spending and lobbying activities at Uber Disclosure of: Uber's U.S. corporate political activities policy A list of Uber's memberships in and payments to trade associations established under section 501(c)(6) of the Internal Revenue Code (where Uber pay dues in excess of $50k) Uber's U.S. corporate political contributions Aggregated, reported federal, state and local lobbying numbers Uber's U.S. corporate independent expenditures Procedures governing Uber's direct and indirect lobbying These are in line with best practices and the practices of many of our peers • • • 17