#1Uber Proxy Supplement April 27, 2020 This presentation may contain forward-looking statements regarding our future business expectations, which involve risks and uncertainties, and our actual results, performance or achievements may be materially different from any future results, performance or achievements expressed or implied by the forward-looking statements. These risks and uncertainties relate to developments in the COVID-19 pandemic and the resulting impact on our business and operations and 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 Form 10-K and other filings made with the Securities and Exchange Commission.#2Company Overview We ignite opportunity by setting the world in motion. A global tech platform at massive scale Serving multiple multi-trillion dollar markets with products leveraging our core technology and infrastructure 69 Countries 10,000+ Cities Rides Freight ATG Eats Scha New Mobility 20 Elevate 2#3Company Overview Gross Bookings $198 16 $50B 50% CAGR 534B ¹18 365B 19 *Gross Bookings, Tnps are FY 2012 MAPOS areas of 04 2010. Gross Booking for growth rates shown in constant currency (2) Monthly Active Platform Consumers $65B Gross Bookings +$15B/35% ¹ YOY Growth DUO 111M 7B Trips +1.7B/32% YOY Growth MAPCS² +20M / 22% YOY Growth Leveraging our unique platform assets to launch, scale, and optimize our businesses Leading technology Differentiated, proprietary demand prediction, dispatching, matching pricing, routing, and payments technologies are utilized across all segments Operational excellence Regional on-the-ground operations enable better support for platform users, enhance relationships with cities and regulators, and accelerate new product launches Massive network Massive, efficient, and intelligent; our network becomes smarter with every trip, utilizing data to power movement at the touch of a button Brand recognition Named a top 100 brand; leverage brand and reach to launch and scale new businesses Product expertise Set the standard for powering on-demand movement, and provide users with a safe, intuitive and continuously improving experience Scale efficiency Our global scale provides significant operational cost and efficiency advantages 3#42019 Performance / Financial Highlights Monthly Active Platform Consumers Gross Bookings $65 Billion 35% YoY growth on constant currency basis Adjusted Net Revenue $12.9 Billion 28% YoY growth on constant currency basis 111 Million MAPCs 22% YoY growth Trips 6.9 Billion 32% YoY growth GAAP Net Loss / Adjusted EBITDA $(8.5) Billion**/ $(2.7) Billion GAAP Revenue $14.1 Billion 28% YoY growth on constant currency basis Rides Adjusted EBITDA $2.07 Billion 34% YoY growth *Includes stock-based compensation, including $3.9 billion of stock-based compensation expenses in Q2 2019, primarily due to RSU expense recognition in connection with our initial public offering. Note: All financial and operational measures are for the year ended December 31, 2019 other than MAPCs which are as of Q4 2019. See Appendix A at the end of this presentation for additional information on Non-GAAP Financial Measures and Reconciliations of Non-GAAP Measures. 4#5COVID-19: Committed to Help Our Board is in regular contact with management beyond regular quarterly meetings to address the fluid COVID-19 situation. We take seriously our responsibility to help "flatten the curve", and will continue to prioritize the safety and wellbeing of everyone who relies on Uber. As one of the largest platforms for work in the world, we believe that Uber will play an important role in the economic recovery of cities around the globe. Committed to providing 10 million free rides and deliveries of food for frontline healthcare workers, seniors, and people in need. Do Supporting local restaurants We've waived new restaurant activation fees in several markets around the world and made it quicker and easier for restaurants to join Uber Eats. Feeding first responders We're providing free meals on Uber Eats to first responders and healthcare workers in several markets around the world, in coordination with local and state and provincial governments. Supporting policies to support Drivers Successfully calling on governments and policy makers to ensure Drivers are eligible for protections in stimulus bill in the U.S. and elsewhere. Financial Assistance Announced a financial assistance policy to provide aid to drivers diagnosed with COVID-19 or placed in individual quarantine. Supporting healthcare workers Uber Health is helping provide transportation for front-line health care workers, both to and from patients' homes, as well as between healthcare facilities. Moving supplies with Uber Freight All relief loads transporting critical goods booked on the shipper platform in the US will be hauled with zero profit pricing by Uber Freight, while the current FMCSA hours-of-service suspension is in place. Safety / Social Distancing To help promote social distancing, we suspended Uber Pool and our shared rides products globally and are displaying in-app messages reminding riders to travel only when necessary. We have also provided some Drivers with disinfectants, face masks and other supplies to help keep cars and delivery equipment clean. LO#6Diverse and Skilled Board Nominees Ursula Burns* Chairman, and Former CEO, VEON Age: 71 Board Tenure: 1.6 Years Committee Memberships: Nominating and Governance (Chair); Compensation Uber(1) Ronald Sugar t Former Chairman and CEO, Northrop Grumman Age: 61 Board Tenure: 2.8 Years Committee Memberships: Nominating and Governance; Compensation S&P 500 Wan Ling Martello* Co-founder and Partner, BayPine; Former Executive Vice President, Nestlé 90% BOARD INDEPENDENCE 10% Independent INon-Independent 85% of S&P 500 directors are independent (1) Reflects all current Board members Age: 61 Board Tenure: 2.4 Years Committee Memberships: Audit; Nominating and Governance 30% GENDER DIVERSITY Age: 50 Board Tenure: 3.8 Years Committee Memberships: Audit Female Male Yasir Al-Rumayyan* Managing Director, The Public Investment Fund 70% 26% of S&P 500 directors are female ETHNIC DIVERSITY 20% 80% I Not Ethnic Minorities Ethnic Minorities Robert Eckert*# Partner, FFL Partners; Former CEO, Mattel Age: 65 Board Tenure: <0.1 Years Committee Memberships: Nominating and Governance; Compensation 19% of all directors of the top 200 S&P 500 companies are ethnic minorities John Thain* Former Chairman and CEO, CIT Group Age: 64 Board Tenure: 2.4 Years Committee Memberships: Audit (Chair) 3 BOARD TENURE Avg. Tenure: 2.9 years 5 < 2 Years 2-5 Years I Non-Independent Independent > 5 Years Amanda Ginsberg** Former CEO, Match Group Age: 50 Board Tenure: 0.1 Years Committee Memberships: Audit 8 years average tenure of S&P 500 boards David Trujillo* Partner, TPG Age: 44 Board Tenure: 2.7 Years Committee Memberships: Nominating and Governance; Compensation (Chair) Dara Khosrowshahi CEO, Uber Age: 50 Board Tenure: 2.5 Years Committee Memberships: None t Independent Chairperson of the Board * Independent Director # Joined in 2020 Skills, Experience and Background (¹) Diversity of Background Global Company Leadership Financial Expertise Consumer and Digital Experience Innovation, Technology, and High-Growth Experience Government, Policy, and Regulatory Experience 6 69 9 8 6 4#7Stockholder Engagement In 2019 Held calls and meetings with over 75% of our top 100 stockholders since our IPO in May 2019 Engaged with all of our top 50 stockholders, representing over 70% of shares outstanding How we engaged with investors We invited our largest investors to discuss any topics they desire 30=30 (B) We regularly reported our o investors' views to our Board of Directors We engaged with analysts through quarterly conference calls, our investor relations website, and meetings and calls Our Chairperson of the Board participated in investor outreach Topics discussed with our investors > sustainable growth rate > path to profitability > capital allocation > regulatory issues > geographic strategy > governance and financial performance of the company > our executive compensation program, the say-on-pay proposal, and other agenda items for the annual meeting > ESG and sustainability matters > strategy and risk management, including cyber risk, Board composition and succession, and increasing Board diversity > recent improvements in our disclosures 7#8Corporate Governance Highlights Our Board and leadership team shaped our corporate governance practices prior to our IPO, taking into account feedback from stockholders while private, to ensure we entered the public market with a strong governance profile What We Do Independent chairperson - Look for qualified women and underrepresented minorities for every open Board seat ■ . ■ + 2 Fully independent Audit, Compensation, and Nominating and Governance Committees that meet at least quarterly Annual elections for all directors Directors elected by majority vote in uncontested elections Board oversight of management succession planning Board, committee, and individual director evaluation process Stock ownership guidelines for directors and executive officers Clawback policy in our executive compensation program Incorporate Safety and D&I metrics into executive compensation X What We Don't Do Dual class stock Allow hedging of Uber stock by directors or employees + Allow pledging of Uber stock by directors or employees for margin loans or similar speculative transactions Have a shareholder rights plan (poison pill") Have a classified board 8#9Sustainability, Safety Impact and Diversity and Inclusion Metric 29 888 CO₂ Employee Engagement Safety Diversity & Inclusion / Social Impact Carbon Impact Transparency Data Privacy Community Impact Human Capital Management Progress in 2019 Over 90% of our employees participated in our company-wide Pulse Survey in June 2019 (formerly Culture Survey). Key strengths included: mission with 84.5% (+7.6% vs. 2018) favorable on passion for Uber's mission; pride with 82.5% (+5.9% vs. 2018) feeling pride working at Uber, and attrition risk with 60.4% (+7.3% vs. 2018) intending to stay at Uber even if offered similar compensation and benefits at another company. . Added RideCheck for both riders and Drivers complementing existing safety features such as the Safety Toolkit, Share Trip and Emergency Button. Using sensors and GPS data, RideCheck can help detect if a trip goes unusually off-course or a possible crash has occurred and alerts us to such events so we can check in and offer tools to get help. Released our first U.S. Safety Report in 2019. The Safety Report is the first comprehensive publication of its kind, sharing details on Uber's safety progress, processes, and data related to reports of the most serious safety incidents occurring on our platform. Issued our diversity report for the third consecutive year. Won multiple awards recognizing our D&I efforts including a Best Place to Work by the Disability Equality Index and Human Rights Campaign. Launched a comprehensive Global Self-ID campaign inclusive of 8 diversity dimensions across all our countries to create a more holistic picture of our workforce to better measure our D&I efforts and a sponsorship pilot program to address retention and advancement of women and underrepresented minorities. Created a Social Impact team dedicated to using our technology and resources to help remove barriers that block people from pursuing opportunity. Developed energy reduction programs in our workplaces and data centers in the U.S. to track our carbon footprint. Pledged to match 100% of our US electricity consumption in our workplaces with renewable energy by 2025. Committed to publicly disclose the environmental impact of rides on Uber's platform and plan to disclose two key metrics: travel efficiency and carbon intensity. Launched a privacy champions program company-wide, educating employees from across business units to advocate and serve as a privacy resource for their team and assist in moving products and services to the privacy impact assessment process. Held Spring and Fall Weeks of Service, supporting over 645 events in 100 cities with 7,600 employees participating representing a fifth of the workforce. Announced additional new partnerships that span five continents and sixteen countries to support survivors and help prevent gender-based violence. Over 6,000 drivers and their family members have enrolled in ASU Online through our Uber Pro program in college degrees courses or certificate courses including in Entrepreneurship and English language. Launched a pilot partnership to train former Drivers as software engineers and onboarded first class of interns in fall of 2019. 9#10Our Cultural Norms We do the right thing We build globally, we live locally We are customer obsessed We celebrate differences We act like owners We persevere We value ideas over hierarchy We make big bold bets Period. We harness the power and scale of our global operations to deeply connect with the cities, communities, Drivers, and riders that we serve every day. We work tirelessly to earn our customers' trust and business by solving their problems, maximizing their earnings, or lowering their costs. We surprise and delight them. We make short-term sacrifices for a lifetime of loyalty. We stand apart from the average. We ensure people of diverse backgrounds feel welcome. We encourage different opinions and approaches to be heard, and then we come together and build. We seek out problems, and we solve them. We help each other and those who matter to us. We have a blas for action and accountability. We finish what we start, and we build Uber to last. And when we make mistakes, we'll own up to them. We believe in the power of grit. We don't seek the easy path. We look for the toughest challenges, and we push. Our collective resilience is our secret weapon. We believe that the best ideas can come from anywhere, both inside and outside our company. Our job is to seek out those ideas, to shape and improve them through candid debate, and to take them from concept to action. Sometimes we fail, but failure makes us smarter. We get back up, we make the next bet, and we go! 10#11Compensation Philosophy Alignment with Stockholders Attract & Retain Talent Attract and retain a highly talented team of executives who possess and demonstrate strong leadership, exceptional followership, and world-class management capabilities. 81% Long-term Equity* Align the executive officer's incentives with Company performance and the interests of our stockholders. CEO Target Compensation 94% AT-RISK COMPENSATION * Excludes sign-on RSU award 6% Salary 13% Cash Bonus $ Pay-for- Performance Reward our executive officers for their performance and to motivate them to achieve the Company's short and long-term strategic goals. Other NEOs Average Target Compensation 67% Long-term Equity 82% AT-RISK COMPENSATION 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. Reinforce Cultural Norms 18% Salary 15% Cash Bonus 11#122019 Compensation Our compensation program is designed to inspire our executives, align their interests with our stockholders, and reward appropriate behaviors and outcomes, while also balancing the strategic agility and flexibility that the nature of our business requires Compensation Type Base Salary Annual Cash Bonus Equity Incentives * • Time-based RSUS Performance-based RSUS Objectives & Determination Factors Market competitive fixed pay based on specific role Rewards performance against a balance of key financial metrics, strategic priorities and Company-wide objectives • • • Promotes sustained value creation, encourages retention, and emphasizes performance against key financial and strategic priorities Link to Strategy & Performance Alignment Provides fixed source of compensation for day-to-day responsibilities 2019 Performance was measured against the following: 1. Key Financial Metrics: Gross Bookings Adjusted Net Revenue Adjusted EBITDA 2. Strategic Priorities: 3. Company-wide Objectives: Power the Platform: Increase monthly active platform customers, and increase customer engagement Stand for Safety: Improve safety, and increase transparency Global Expansion: Unlock new countries and products, and identify additional opportunities for strategic transactions Road to Profitability: Improve unit economics and Adjusted EBITDA One Uber:Model and reinforce cultural norms (e.g., D&l) Additionally, the Committee also reviewed Individual Performance and Contributions - Completing Uber's IPO Executing constructive M&A opportunities Moving Uber's big bets . Performance-based RSUS, are capped at 100% of target, vest over 3 years and are aligned to key financial and strategic metrics. Fiscal 2019's performance-based RSUS were aligned to: - Gross Bookings Core Platform Contribution* Adjusted EBITDA Diversity & Inclusion * In the third quarter of 2019, we changed the presentation of our reportable seg ents and separated our Rides and Eats results. We also renamed the segment operating performance measure Contribution to Segment Adjusted EBITDA. The previously reported Core Platform Contribution profit (loss) equals the sum of the adjusted EBITDA results of the separate Rides and Eats segments. 12#13Historical One-time CEO Sign-on Award 2019 reported CEO compensation was inflated by the final component of Mr. Khosrowshahi's 2017 sign-on award, however, the main components of his compensation have remained flat, and starting in 2020 his target compensation will return to normalized annual levels Sign-on RSU awards were granted in consideration of: 4 99 CEO's foregone compensation from prior employer Significant challenges faced by the Company in 2017 when CEO joined Uber Critical leading role CEO would play in transformation of the Company Joined Uber Sep 5 2017 Option Grant (granted Sep 2017) 2017 Sign on award set in 2017 when CEO joined Uber Amount reflective of foregone equity opportunity from prior employer, and higher level of risk assumed in accepting a role as CEO at Uber CEO Sign-on / Initial Award Sign-on RSU Grant 1 (granted July 2018) 2018 $27.5M $6.3M M CEO 2018-2020 Total Direct Compensation $6.3M Vested in July 2019 $2.0M $1.0M 2018 $27.5M $6.3M $6.3M Sign-on RSU Grant 2 (granted July 2019) $2.0M $1.0M 2019 2019 $6.3M 56.3M $2.0M 2020 Vests in July 2020 2020 Sigr Performance-based Equity Time-based Equity Bonus Target ■ Salary Main components of annual target compensation totaling $15.5M have remained unchanged since 2017 13#14Appendix A: Non-GAAP Reconciliations Supplemental Information About Financial Measures To supplement our financial information, which is prepared and presented in accordance with generally accepted accounting principles in the United States of America ("GAAP"), we use the following non-GAAP financial measures in this presentation: Adjusted Net Revenue and Adjusted EBITDA. The presentation of this financial information is not intended to be considered in isolation or as a substitute for, or superior to, the financial information prepared and presented in accordance with GAAP. We use these non-GAAP financial measures for financial and operational decision-making and as a means to evaluate period-to-period comparisons. We believe that these non-GAAP financial measures provide meaningful supplemental information regarding our performance by excluding certain items that may not be indicative of our recurring core business operating results. We believe that both management and investors benefit from referring to these non- GAAP financial measures in assessing our performance and when planning, forecasting, and analyzing future periods. These non-GAAP financial measures also facilitate management's internal comparisons to our historical performance. We believe these non-GAAP financial measures are useful to investors both because (1) they allow for greater transparency with respect to key metrics used by management in its financial and operational decision-making and (2) they are used by our institutional investors and the analyst community to help them analyze the health of our business. There are a number of limitations related to the use of non-GAAP financial measures. In light of these limitations, we provide specific information regarding the GAAP amounts excluded from these non-GAAP financial measures and evaluating these non-GAAP financial measures together with their relevant financial measures in accordance with GAAP. Non-GAAP Reconciliations Adjusted Net Revenue Reconciliation Adjusted Net Revenue reconciliation: Revenue Deduct: Excess Driver incentives Driver referrals Adjusted Net Revenue Adjusted EBITDA Reconciliation Net income (loss) attributable to Uber Technologies, Inc. Add (deduct): Net income (loss) attributable to non-controlling interests, net of tax Provision for (benefit from) income taxes Loss from equity method investment, net of tax Interest expense Other (income) expense, net Stock-based compensation expense Depreciation and amortization Restructuring charges Asset impairment/loss on sale of assets Payroll tax on IPO stock-based compensation Driver appreciation award Legal, tax, and regulatory reserve changes and settlements Adjusted EBITDA Year Ended Dec 31, 2019 (In millions) $14,147 (1,147) (103) $12,897 Year Ended Dec 31, 2019 (In millions) $(8,506) (6) 45 34 559 (722) 4,596 472 57 8 86 299 353 $ (2,725) 14