- Uber on Monday announced it was cutting 3,000 more jobs, bringing the total layoffs this month to 6,700.
- In an email to staff, CEO Dara Khosrowshahi outlined other restructuring efforts, like closing offices and slowing investments.
- Investors cheered the layoffs, sending Uber’s stock price up more than 6% in trading Monday.
- Visit Business Insider’s homepage for more stories.
Uber on Monday confirmed Business Insider’s reporting that it plans to lay off 3,000 more workers in addition to its previous round of 3,700 job cuts earlier in May.
Together, the layoffs represent about a quarter of the company’s entire global workforce, which stood at 28,600 at the end of March.
In an email to staff obtained by Business Insider, Uber’s chief executive, Dara Khosrowshahi, said he consulted with leaders at other companies to see if there was a better option.
Ultimately, however, he said the impact of the coronavirus pandemic – which has sent ride requests on Uber’s app plunging as much as 80% across the board – required direct action to cut costs. He also outlined the severance packages the company will provide to affected employees, and detailed new restructuring efforts designed to further save money.
Investors cheered the announcement, which Uber said would save more than $1 billion in planned spending. Uber's stock price gained 6% in trading Monday compared to Friday's close.
Here's Khosrowshahi's full email to staff:
Subject: A very difficult day, and what's next
These have been unprecedented and challenging times for everyone-our societies, our governments, our families, our economies, all around the world. They've also been challenging for Uber, and many of you, as you've waited for us to define the road ahead. I've said clearly that we had to take tough action to resize our company to the new reality of our business, and that I would come back to you this week with the specifics.
Today I have the specifics: we have made the incredibly difficult decision to reduce our workforce by around 3,000 people, and to reduce investments in several non-core projects. As a leadership team we had to take the time to make the right decisions, to ensure that we are treating our people well, and to make certain that we could walk you through our decision making in the sort of detailed and transparent manner you deserve.
Where we started and hard choices
We began 2020 on an accelerated path to total company profitability. Then the coronavirus hit us with a once-in-a-generation public health and economic crisis. People are rightfully staying home, and our Rides business, our main profit generator, is down around 80%. We're seeing some signs of a recovery, but it comes off of a deep hole, with limited visibility as to its speed and shape.
You've heard me say it before: hope is not a strategy. While that's easy to say, the truth is that this is a decision I struggled with. Our balance sheet is strong, Eats is doing great, Rides looks a little better, maybe we can wait this damn virus out...I wanted there to be a different answer. Let me talk to a few more CEOs...maybe one of them will tell me some good news, but there simply was no good news to hear. Ultimately, I realized that hoping the world would return to normal within any predictable timeframe, so we could pick up where we left off on our path to profitability, was not a viable option.
I knew that I had to make a hard decision, not because we are a public company, or to protect our stock price, or to please our Board or investors. I had to make this decision because our very future as an essential service for the cities of the world-our being there for millions of people and businesses who rely on us-demands it. We must establish ourselves as a self-sustaining enterprise that no longer relies on new capital or investors to keep growing, expanding, and innovating.
We have to take these hard actions to stand strong on our own two feet, to secure our future, and to continue on our mission.
I know that none of this will make it any easier for our friends and colleagues affected by the actions we are taking today. To those of you personally impacted, I am truly sorry. I know this will cause pain for you and your families, especially now. Many of you will be affected not because of the quality of your work, but because of strategic decisions we made to discontinue certain areas of activity, or projects that are no longer necessary, or simply because of the stark reality we face. You have been a huge part of this company and every day forward we will build on the foundations that you established, brick by brick.
Our decisions and the road forward
We have decided to re-focus our efforts on our core. If there is one silver lining regarding this crisis, it's that Eats has become an even more important resource for people at home and for restaurants; and delivery, whether of groceries or other local goods, is not only an increasing part of everyday life, it is here to stay. We no longer need to look far for the next enormous growth opportunity: we are sitting right on top of one. I will caution that while Eats growth is accelerating, the business today doesn't come close to covering our expenses. I have every belief that the moves we are making will get Eats to profitability, just as we did with Rides, but it's not going to happen overnight.
So we need to fundamentally change the way we operate. We need to make some really hard decisions about what we will and won't do going forward, based on a few principles:
- We are organizing around our core: helping people move, and delivering things.
- We are building a cost-efficient structure that avoids layers and duplication and can scale, at speed.
- We are being intentional with our location strategy focused on key markets/hubs.
Mac will now lead a unified Mobility team, which will include Rides and, as of today, Transit. Mac will continue to manage our cross-cutting functions like Safety & Insurance, CommOps, U4B, and Business Development, the latter of which will be centralized across Rides, Eats, and
Given the necessary cost cuts and the increased focus on core, we have decided to wind down the Incubator and AI Labs and pursue strategic alternatives for Uber Works. Due to these decisions, Zhenya has decided it makes sense to move on from Uber. Zhenya is customer-centric to core, and I am deeply grateful for all of her hard work.
We are also looking at our geographic footprint. While it served us well for many years to cast a wide physical net, it's time to be more intentional about where we have employees on the ground. We are closing or consolidating around 45 office locations globally, including winding down Pier 70 in San Francisco and moving some of those colleagues to our new HQ in SF. And over the next 12 months we will begin the process of winding down our Singapore office and moving to a new APAC hub in a market where we operate our services.
Having learned my own personal lesson about the unpredictability of the world from the punch-in-the-gut called COVID-19, I will not make any claims with absolute certainty regarding our future. I will tell you, however, that we are making really, really hard choices now, so that we can say our goodbyes, have as much clarity as we can, move forward, and start to build again with confidence.
How we are helping departing employees
As we previewed last week, we have taken a lot of feedback and worked to provide strong severance benefits and other support for those leaving Uber, like healthcare coverage and an alumni talent directory. We're also taking care to support people in special situations a bit differently, like those on US visas or parental leaves. While the details will differ slightly by country, you can see a summary here. Every departing employee will have a 1:1 to receive the details of their individual package.
Given the global nature of these changes, and the local rules and regulations involved, the individual experience today will vary by country:
All other countries (those not listed to the right) Argentina, China, France, Germany, India, Ireland (COE only), Italy, Kenya, Netherlands, Norway, Pakistan (Karachi only), Poland, Portugal, Slovakia, South Africa, Spain, Turkey, UK (ULL only)
In these countries, we can communicate about individual impacts today.
Everyone in these countries who is affected has already received an email, and will soon have a calendar invitation to a private meeting with a manager and HR.
If you are in one of these countries and you did not receive a separate email, you are not affected.
In these countries, local laws mean that we cannot be as specific about individual impacts today.
In some countries, we will start a consultation process. In others, there are restrictions on making changes during the COVID lockdown.
If you are in one of these countries, you will get an email from Nikki describing next steps for your location. this morning, you are not affected.
If you are one of the many affected Uber teammates, I'll acknowledge right here that any package we offer, regardless of how thoughtful or generous, will never replace the opportunity to belong, to make a difference, to establish the kinds of bonds you establish with any important company or cause. We wouldn't be here without you. We will finish what you started, and we will be excited to see the great things that you will build next.
I am incredibly thankful to *everyone* reading this email, because the resilience and grit you've shown has made Uber the company it is and will continue to be. I've never had a harder day professionally than today, but Uber has consistently surprised me with the challenges it has thrown my way. But it's the toughest challenges that are worthwhile, and I know even more strongly in my heart than I ever have that Uber is worth it, and more.