Uber Cares.

The next evolution of Uber is guided by our revamped core values and a commitment to doing the right thing. 


Uber Employees,

It is no exaggeration to say that this is one of the most important moments in Uber’s history.

In a short eight years, Uber has become one of the most watched, envied, and talked about companies in the world. But right now, we are facing some significant hurdles that threaten our future. 

Fortunately, these hurdles are surmountable, and today we begin the work that will help us overcome them.

The culture and approach that got Uber where we are today will not get us to the world-changing caliber of company we strive to be. It is time for an evolution, a new approach and focus that builds on our strengths, improves our weaknesses, and propels Uber forward. 

With that in mind, our company’s core values have been revised. These values will be familiar—many of them helped Uber achieve such phenomenal growth and market share up to this point. 

Our core values are:

We build globally, we live locally.

We are customer-obsessed.

We celebrate differences.

We do the right thing. Period.

We act like owners.

We persevere.

We value ideas over hierarchy.

We make big, bold bets.

These values take the best of Uber and add new tenets that are essential for our long-term success. I’d like to point out one of those in particular: “We do the right thing. Period.” Keeping this simple statement in mind, and living by it, has to become our new normal.

This moment we are facing is unique to Uber but not unique to business. Many of the most successful companies in the world—companies we aspire to be like, or surpass—have had to navigate their way through immense and seemingly sudden change. As your captain, my role is to steer us through this transition. 

Here are a few of the ways we will begin this work:

For the next several weeks, we will dedicate time to reviewing three pressing topics as a company: changes to our company culture, our financial challenges, and a path to profitability.

  • Each Thursday,a memo will be emailed  to all staff members detailing the ways we will approach a specific challenge. 
  • On the following Friday, you will have the opportunity to engage in discussion with your peers and colleagues about these topics and challenges. 
  • There will be an ongoing opportunity for anonymous question and comment submission via Sli.do.
  • We will host a town hall meeting about each week’s topic the following Monday, where we will review the challenge and address questions and comments that were submitted. 

This letter of intent along with links to the weekly town halls, memos, and anonymous feedback forums can be found here

I would like to ask each of you to embrace this process and our new core values, and to seek out ways to exemplify them in your day-to-day work and in communications with your colleagues. If we do this—if we celebrate our differences, act like owners, value ideas, do the right thing, period— we will fulfill Uber’s potential. Even more than we have already, we will transform industries, improve the lives of our customers across the globe, and become one of the best, most transformative companies in history.

With great excitement for our company’s future,

Dara Khosrowshahi


Changes to Our Culture

MONDAY | September 11th, 2017

Our Financial Challenges

MONDAY | September 18th, 2017

Path to Profitability

MONDAY | September 25th, 2017


Review all of our detailed memos regarding the ways we will approach a specific challenge below. 

September 7th, 2017

September 14th, 2017

September 21st, 2017

September 28th, 2017


We have enlisted the help of a third party company to gather, synthesize, and share your feedback, which will be incorporated into our upcoming town halls.

(212) 643-1135


 231 W 29th St, Unit 1204,

New York, NY 10001, US