UBER

C R I S I S C O M M U N I C A T I O N S P L A N

KatherineVirden

April27,2016|GEORGETOWNUNIVERSITY

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TableofContentsAboutUber…………………………………………………………………………………………………………………………...3ACrisisDefined……………………………………………………………………………………………………………………..3PreparationMindset………………………………………………………………………………………………………………4Structure………………………………………………………………………………………………………………………….......5RapidResponseTeam……………………………………………………………………………………………………………6CurrentRegulationsinPlace………………………………………………………………………………………………….8PotentialCrises………………………………………………………………………………………………………………………8Crisis#1…………………………………………………………………………………………………………………………………8

- Background………………………………………………………………………………………………………………..8- Uber’sResponse…………………………………………………………………………………………………………9- Recommendations……………………………………………………………………………………………………..9

Crisis#2……………………………………………………………………………………………………………………………….10

- Background………………………………………………………………………………………………………………10- Uber’sResponse……………………………………………………………………………………………………….11- Recommendations……………………………………………………………………………………………………11

Crisis#3……………………………………………………………………………………………………………………………….12

- Background………………………………………………………………………………………………………………12- Uber’sResponse……………………………………………………………………………………………………….13- Recommendations……………………………………………………………………………………………………14

Conclusion……………………………………………………………………………………………………………………………14AppendixA………………………………………………………………………………………………………………………….15AppendixB………………………………………………………………………………………………………………………….16AppendixC…………………………………………………………………………………………………………………………..18AppendixD………………………………………………………………………………………………………………………….19

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AboutUber: Establishedasthedominantplayerintheridesharingmarket,UberTechnologiesInc.isanAmericaninternationaltransportationnetworkcompanyheadquarteredinSanFrancisco.Itdevelops,marketsandoperatestheUbermobileapp,whichallowsconsumerstosubmitatriprequestwhichisthenroutedtosharingeconomydrivers.AsofApril2016,theservicewasavailablein60countriesand404citiesworldwide,andsinceitslaunch,severalothercompanieshaveemulateditsbusinessmodel,atrendthathascometobereferredtoas“Uberification.”ItisestimatedthatUbergenerated10billiondollarsinrevenueattheendof2015.

SinceUberisestablishingallofthe“firsts”fortherideshareindustry,itisbothahugeopportunityforthecorporation,butwhenacrisishits,Uberisthefirsttobeblamedorreferencedevenifthebrandisnotinvolved.Evenwhenaconsumeropenstheirphonetocontactarideshareoption,whetherit’sUberornot,itisnotuncommontoreferenceallcompaniesas,“takinganUber”becauseUberisthebiggestandmostfamoussuccessfulglobalridesharingservice.EvenjustdoingaquickGoogleNewswithrecentarticlessearchpullsupswarmsofnegativemediastoriesaboutUberasitdealswithcrisesonadailybasis.ACrisisDefined:

Astheworldleaderintherideshareindustry,eventheinternalstructureofUberTechnologiesInc.doesnothaveamodeltofolloworsetthestandard.Everythingisbeingdoneforthefirsttime,whichmeansUberhasahighturnoverrateforinternalstaffmemberswhomaynotknowifthey’llhaveajobinamonthanditisararityifprojectslastmorethantwoweeks.Withanenvironmentlikethis,itcanfeellikethecompanyisinahigh-stresscrisisatalltimes,whichisunsustainableforstaff.ItiscriticalthatallUberstaffmembersunderstandthedifferencebetweenanissueandcrisistobereadyforeachinstanceandnotwasteenergyorstressaboutissuesthatdonotmatterwhenaninevitablecrisisislurkingrightaroundthecorner.

ThedefinitionofacrisisisitisanyunpredictableeventthathasthepotentialtonegativelyimpactUber’sbusiness,relationshipandreputationwithstakeholders,corporatepartners,employees,customersandthecommunity.Crisesareinevitablethesedays,especiallywithhowfastinformationtravelsaroundtheworld,butevenmoresoforUberbecauseitispavingthewayforridesharecompaniesandtheservice-basedtechnologyindustry.Criseswillnothappeneveryday,butissueswill,andsomeofthecharacteristicsofanissueincludethatmediadoesnotreportonthetopicinhighvolumes,itcanberesolvedin-house,Uberstockswillseelittletonoimpactortheissueaffectsindividualsonalocalorregionalscale.

ThebiggestdifferencebetweenacrisisandissueisthatacrisisaffectsUber’sbottomline,stocks,orabilitytoconductbusiness.However,ifanissueisnotdealtwith,ithasthepotentialtoblowupintoacrisis.Oftenissuesmaypresentthemselvesinchatroomsorforumsandifignoredfortoolong,canturnintoacrisis.Forinstance,beforethelawsuitinAnnHarbor,MichiganthatclaimsUberkeepsallthetipsdriversearnlikelybeganinacomplaintboxonanUbersiteandgraduallygainedtraction.Whenenoughvoiceschimedinaboutthe

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allegedunfairpractice,alawsuitaswellasquestionsaboutUber’sreputationandhowittreatsdriverswerebroughttotheforefrontinacrisis.PreparationMindset:

Itisimpossibletopredictyournextcrisis,buteffectivepreparationandtherightcross-functionalteamcanhelpmitigateitsimpactonUber’sreputationandbottomline,anditiscriticaltohaveaplaninplacetobereadyforthenextonetostrike.First,itisimportanttoanalyzeandprioritizecertaintypesofcrisesanddevelopbenchmarkandevaluationtoolslikedata-drivenfiltersandriskassessmentstoensurethefirststatementmadebyUberwhenacrisisbeginsisthought-throughandwillmitigatethedamagethathasalreadybeendoneversusmakingitworse,whichiswhatusuallyhappens.Uberissettingthestandardfortherideshareindustryandshouldshowcasehoweffectivelyandswiftlyitisabletoreacttoacrisis.Itisnecessarytoidentifydifferenttypesofcrisesandthelevelsofextremity.

ThefirstandworstlevelisCODERED,whichiswhenUberiscaughtcompletelyoffguardwiththecrisis.TheKalamazoo,MichiganUberdriverthatkilledsixpeoplewhilecollectingUberfaresisanexampleofthisandthereismoreinformationaboutthisspecificcaseintheplan.ThesecondlevelisCODEORANGE,whichiswhenthecrisisgainstractionandlosesitinasimilarpatterntoawave.ThebackgroundcheckslawsuitinCaliforniaisanexampleofthisbecausesecurityisalreadyahighlycontentiousissuesoeverytime“Uber”and“backgroundchecks”areinthesamesentenceorarticleinthenewsmedia,thecrisisblowsupagainandUberisonceagainunderfire.ThelastlevelofacrisisisCODEYELLOW,whichisacrisisthatUbershouldhaveseencoming.Forinstance,theAnnHarbor,MichiganlawsuitaboutunfairUberpracticesthatincludewithholdingtipsfromdriversandtheinabilitytounionizehasbeenanegativeheadlinetiedtotheridesharecompanyforyears.Itshouldcomeasnosurprisethatthereisalawsuitwithonlytwoplaintiffsnow,butwiththepotentialtoexponentiallygrow.ItisCODEYELLOWarecrisesthatoftenstartasissues.

WhenUberfacesacrisis,itiscriticaltostayaheadofthenegativeconversationsswirlingintheinterwebsabouttherideshare.Ubermustplanandprepareforcrisesbyfollowingthesefivesteps:

1. AssesstheSituation

a. Useanincidentassessmentguidetogatherrelevantinformation.TheIncidentAssessmentGuideisfoundinAppendixA.

2. ConvenetheRapidResponseTeama. Theteamisdescribedinmoredetailbelow.SinceUberdoesnothavean

effectivecrisiscommunicationsteaminplace,forallcrises,itisimportanttoemployallpeoplenomattertheissueissocialmediarelatedorhastodowiththemurdersofsixpeople.

3. EstablishResponseStrategya. Determinethemessagingcontentforstakeholders,internalstaff,customers

andemployees.4. PreparetoCommunicate

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a. BrieftherightexecutivesandmakesurethespokesmanorwomanisaneffectivepublicspeakerbecauseeveryoneiswatchingtoseewhatUberdoes.

5. MonitorandAnalyzea. Monitoringandanalyzingthedataiscriticaltosuccessfullysurvivingacrisis.

TheUbercrisisteamwoulddowelltohaveteamsofpeoplemonitoringconversationsaboutUberonallsocialmediaplatformsandanalyzingthedatausingGoogletomakesurethemessagesUberdeploysduringacrisisarerelevantandtargetthecorrectaudiences.

CODEREDWORSTCRISISLEVEL

Majordestabilizingeventwithhighriskofbrand/reputational

impact

CODEORANGECRISIS

Moderatelydisruptiveeventswithlimitedriskof

brand/reputationalimpact.

CODEYELLOWISSUE/CRISIS

Minor/Containedeventsorconflictswithnosignificant

brand/reputationalimpact,butimportanttoaddress.

FULLTEAMENGAGED:YesACTIVATIONTIME:ImmediateASSEMBLYMETHOD:ImmediatemeetinginConferenceRoomQorConferenceCall563-999-2090Accesscode:664-674

FULLTEAMENGAGED:YesACTIVATIONTIME:4hoursASSEMBLYMETHOD:Scheduledmeeting

FULLTEAMENGAGED:Forthetimebeing,yes.Revaluatethis9/23/16.ACTIVATIONTIME:AsappropriateASSEMBLYMETHOD:Scheduledmeeting

Structure:

ThestructureofUberTechnologiesInc.isunlikemanybusinessesintheworld.Asidefromthefounder,allstaffmembersaremillennialsthatarebright-eyedandbushy-tailedtobeonthecuttingedgeofnewtechnology.TheheadquartersisinSanFrancisco,buteverystateofficerunsasitsowncorporationandcanmakedecisionswithoutalertingtheSanFranciscoofficeandCEO.Sincethisisthecurrentstructure,arecommendationwouldbetohaveaRapidResponseTeam,rolesandpositiontitlesdescribedinthenextsection,ateverystateofficebecausewithessentiallyautonomouspowerintheseoffices,theyallneedtobereadyforacrisis.CertainlythisisimportantforstateslikeMichiganandCaliforniawheremanyoftherecentnewsandlawsuitshavestemmedfrom,buteachstatethathasanUberofficemusthaveaRapidResponseTeamreadytotakecontrolwhenthenextcrisishappens.ThoughtherearemultipleofficesaroundAmericaandtheworld,theyallworkforonecompanywithonereputationthatmustbeprotectedinthisdigitalagewhereacrisiscanstartanywhereatanytimeandspreadrapidly.

Thestructureofthecrisisresponseplanwillbelaidoutinthefollowingformat:firstisthedescriptionoftheRapidResponseTeam,orthefivepeoplewhowillbeonthegroundandreadyforthenextcrisistohitUber.ThentheplanwillgoovercurrentinternalregulationsatUberaswellasfederalregulationsthathavebeenmadeinrecentyearstocatchupwithUber

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asitisawildlysuccessfulridesharecompanythathasexpandedalloverNorthAmericaandtheworld.FollowingthatisadescriptionofthreecrisesthatUberhasfaced,continuestofaceandmayfaceinthefuture.ThespecificcasesincludethetragiccasewhereanUberdriverinKalamazoo,Michigankilledsixinnocentpeoplewhilecollectingfares;thelawsuitforincorrectlylabelingthebackgroundchecksystemUberhasinplaceinlargeCaliforniacitiesisanotherbecausetheissueofbackgroundchecksandtheirvaliditywillnotbegoingawayanytimesoon.Thelastcasetolookatistheinstanceofcyberwarfare,liketherecenthackingthattookplaceatSnapchat.Uber’ssuccessdependsonthestructureandsafetyofitsappthatholdsthefinancialinformation,locationdataandpersonalcontactinformationofmillionsofpassengersanddriversaroundtheworld.Theplanwillexplorethesecurrentandpotentialcrisestodeterminethenextbestcourseofaction.RapidResponseTeam:

TheTeamofUberemployeesandleadershipthatwillbeemployedimmediatelyafterthediscoveryofacrisis.Theteamwillpracticecrisisdrillsonabi-monthlybasisbecausetheinternalstructureofUberchangesweekly.Itisimportantfortheteamtobeuptospeedonrolesandreadytotackleanychallengesthattherideshareservicemayfaceatanygiventimebecauseitisthemarketleaderandsettingthestagefortherestoftheindustry.Thelistofteammembersisinnoparticularorderbecauseatthetimeofacrisis,theyareallonequalplayingfieldwithonemission:toprotecttheUberbrandreputationandimpactthebottomlineaslittleaspossible.TheRapidResponseTeamneedstothinkofitselfasjustthat,ateam.

Duringacrisissituation,emotions,tempersandstresslevelsarehigh,butwithcontinuouspractice,understandingofindividualrolesandthegoaltopreserveUberasthego-torideshareserviceforcustomersaroundtheworld,theteamwillbeabletoworkeffectivelyandswiftly,whichisimperativeinadigitalage.Informationmovesinsecondsandit’scriticalthattheUberRapidResponseTeammovesfaster.Therolesarefirstlistedoutwithabriefdescriptionofthepositionontheteamandshownbelowinagraphicforvisualimpact.ThecircleshowsthatallmembersoftheUberRapidResponseTeamfeedintooneanotheranddependononeanother’ssuccessandexpertiseknowledgeintheirrespectivefieldstowadethroughanycrisis.ItisimportanttorememberthisstructurewhilereadingthroughthepotentialcrisesUberhasfacedandmayexperienceinthefuturetoprovideaframework.

- PublicRelationsDirector:TheUberPRdirectorshouldbeconstantlymonitoringpotentialissuesanddevelopingresponsetemplatesforscenariosbefore,duringandafteracrisis.Whenacrisisarises,thePRdirectorisresponsibleforcraftingstatements,mediaoutreachfieldingcalls,overseeingpressreleasesandpreppingothersforinterviewstoensurebrandconsistencyandunity.

- GeneralCounsel:InacrisissituationUberwillneedoutsideassistancesotheUberLegalRepresentativewillprovidecriticalinputonminimizingriskandmaintainsanactiveroleinreviewingmessagesandprovidinganalysisandadvice.ItistheLegalRepresentative’sjobtounderstandandnavigateimportantlegalnuancesthatotherfieldstaffanddepartmentsmayoverlook.

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- ProductManager:TheUberProductManagerisresponsibleforanytechnicalorsafetyissuesthatmayarisewithintheUberfieldappthatisusedbyconsumersworldwide.Thisteammemberwillprovideinsightintotheimpactontheapplicationandaresolutionplantoensurethecrisisisclearlyandaccuratelyarticulatedtocustomersandthemedia.

- InformationSecurityOfficer:ThisroleiscriticalbecausetheUberbusinessmodeldependsonthesecurityandprotectionofitsdriversandconsumer’spersonalandfinancialinformation.TheITSecurityOfficerprovidesvisibilityandinsightintothenatureofacyber-attackorinstancesofunauthorizedaccessandsecuritythreats.

- InvestorRelationsChief:Thisteammemberisresponsiblefordiscerningandcommunicatingthefinancialeffectsofacrisistoshareholdersandotherinvestors.TheyarealsotaskedwithbalancinginvestorconcernsandUber’sreputationduringacrisisbybeinghonestabouttheimpactonthecompanyfinances,evenifitcausesapprehensionforshareholders.

Alsoworthnoting,isthatstemmingoffofthesecriticalpositionsincludesmorebackupforeachteammember.However,intheeventofacrisis,itisthesefivepeoplethatneedtobereadytohitthegroundrunningatamoment’snotice.ThePRDirectorcantapintotheothercommunicationsstafftoestablisheffectivemediamonitoringtotracktheconversationonthemedia,chatrooms,forumsandsocialplatformstomakesurethemessagingsentoutbyUberisrelevant.Similarly,GeneralCounselcanseekhelpfromitsadditionallawyerstodeveloppolicyunderstandingandlegalese.Eachofthesefivemembershaveotherstafftotapintotocontroltheconversationaboutthecrisis,butwhenthecrisisisfirstidentified,itisthisRapidResponseTeam,showcasedinthegraphicbelow,thatmustworktogether.

Crisis

PublicRelationsDirector

GeneralCounsel

ProductManager

InformationSecurityOfficer

InvestorRelationsLeader

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CurrentRegulationsinPlace:TobecomeanUberdriver,applicantsmustprovidetheirphonenumbers,social

securitynumbers,e-mails,address,proofofcarinsurance,andvehicleregistration.UberusesCheckr,acompanythatperformsbackgroundchecksusinglocalandfederaldata.Unliketaxicompanies,Uberdoesnotrequirepotentialdriverstoprovidefingerprints,whichcanallowbackgroundcheckslinkedtodatabasesfromtheDepartmentofJusticeandtheFederalBureauofInvestigation.

PotentialCrises:SinceUberisestablishingallofthe“firsts”fortherideshareindustry,itisbothahuge

opportunityforthecorporation,butwhenacrisishits,Uberisthefirsttobeblamedorreferencedevenifthebrandisnotinvolved.Evenwhenaconsumeropenstheirphonetocontactarideshareoption,whetherit’sUberornot,itisnotuncommontoreferenceallcompaniesas,“takinganUber”becauseUberisthebiggestandmostfamoussuccessfulglobalridesharingservice.EvenjustdoingaquickGoogleNewswithrecentarticlessearchpullsupswarmsofnegativemediastoriesaboutUberasitdealswithcrisesonadailybasis.Someoftheseinclude,butarenotlimitedto:

• February20,2016whenanUberdriverwentonashootingrampageinKalamazoo,Michiganandmurderedsixpeoplebetweencollectingfares.

• Recentlawsuitfor$25millioninSanFranciscoandLosAngelesformisleadingpassengersaboutthesafetyofthebackgroundchecksbyallowingaconvictedmurder,sexoffendersandfelonstheabilitytodriveforthecompany.

• Hundredsofallegedcasesofdriversrapingpassengers.• Surgepricing/overcharging.• AnnArbor,MichiganlawsuitforUbermisleadingpassengersbytellingthemthatthe

fareincludesatip,whenthetipdoesn’tactuallygetpassedontothedriver,butiskeptbythecompanyandallgasandmaintenancechargersarepaidoutofpocketbydrivers.

• Terrorism–thepotentialsurgeofterroristorganizationshijackingcarsorkillinginnocentpassengersatrandom.

• Cyber-warfareisanotherdangerbecauseeverybusinesshastheirownappnoworsystemthatcollectsconsumerinformation,andnoneofthemaresafefromcybercriminalsstealingvaluableinformation.

ForthepurposesofthiscrisisplanthatisdesignedtohelpensureUberisabletomaintainasuccessfuledgeasitpreparestodealwiththecrisesthatwillcomeup,thethreetopicsthisplanfocusesoninclude:Kalamazoo,Michigandriver,JasonDalton,whokilledsixpeoplewhilepickingupUberfares,therecentlawsuitoverthemisleadingbackgroundchecksystems,andthethreatofcyber-warfare.Crisis#1Background:

OnFebruary20,2016inKalamazoo,Michigan,anUberdriverbythenameofJasonDaltonshotandkilledsixpeopleandgravelyinjuredtwootherswhilepickingupUberfares.

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DaltonhadnorecordofmentalillnessandhadsuccessfullypassedtheUberbackgroundcheckrequirementssotherewasnowayUbercouldeverknowthatthismanwouldgoinsane,butsincehewasworkingforUberandearningthecompanymoneyatthetimeofthekillings,theresultsareUber’sproblem.ThekillerlaterblamedthemassacreonUberbysayingtheridesharingapptookoverhismind“likeartificialintelligencethatcantapintoyourbody.”OnceagainUber’snamementionedintandemwiththistragedyinthemediafurtherlinkingit.Dalton’shomewasraidedwherepoliceconfiscated11gunsandfourhandguns,andhewaschargedwithsixcountsofmurder,twocountsofassaultwiththeintenttomurderandeightfelonyfirearmviolations. Evenworse,beforeDaltonhadtakenthelifeofanyinnocentvictims,apassengerbythenameofMattMellenhadriddenwithDaltonseveralhoursbeforetheshootingtoalertnotonlythepolice,butUberSupportofthedriver’serraticanddangerousdriving.Mellen’sfiancéepostedawarningonFacebookaswell,whichcanbefoundinAppendixB.MellensentanemailtoUberbecausethecompanydoesnothaveanemergencyline,whichissomethingthatneedstochange.Daltonhasrecentlybeendeemedmentallyfittostandtrialformurderandattemptedmurdercharges.Uber’sResponse:

Theresponsehasbeentepidatbest.UberagreedtohelpKalamazoopolicewiththeinvestigationofDaltonandhasbeennotifiedofthearrestsoftheEastLansingdriver.Uber’ssolecorrespondencerelatedtothecrisiswasatweetissuedonedaylaterthatlinkedtothesamestatementontheUberwebsite.Andthatwasthat.Afterdoingfurtherresearch,the@Uber_SupportTwitterhandlewasactiveFebruary3andnotagainuntilMarch17,whichlooksawfulfortheUberreputationandwhenanothercrisishappenscouldbebroughtuptofurtherdamagetheridesharereputationbecauseitcompletelydisregardedthetragedyinKalamazoowhentheUberSupportsystemisexactlywhereanyoneexperiencinganemergencyissent.MellenreachedouttoUberSupportandwasmetwithsilence.Thelackofactivityonthe@Uber_Supporttwitterpageisamissedopportunity.Theaccountwouldhavebeenagreatplacetoprovidereal-timeupdatesorsolutionsdependingontheconversationthattheRapidResponseteamwoulduncovertoworktopreventanothertragedyatallcosts.The@Uber_MIorofficialMichigantwitterpageretweetedtheoriginalUbertweetandonlyreferencetothetragedy.Recommendations:

RecommendationsfortheUberRapidResponseteamwouldbetoonlyuseTwittertosendupdatesaboutthestatusofthevictimsinatragedylikethisortopostreal-timeupdatesaboutwhatUberisdoingtofixtheissues.WhenthecrisisinKalamazoooccurred,itwouldhavebenefitedtheUberreputationastherideshareindustryleaderifithadcomeoutandapologizedtothefamiliesofthoseinjuredrightawaybecausethosewerethepeopleimmediatelyaffectedandtheonestheAmericanpopulationweremostconcernedabout.

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WhenUberrespondedtothecrisisbyjustsendingoutatweetasitssolecorrespondenceaboutthetragedy,itcameoffasunprofessionalandveryinsensitive.SixpeoplediedbecauseofacrazyUberdriver,andthatisnotsomethingthatwillgoaway.ThecaseofJasonDaltonneedstocontinuedtobeexploredbecausewhenacustomergetsinanUberdriver’svehicle,itisaveryintimateexperiencewithasignificantamountoftrusttogetfrompointAtopointBsafely.AnotherrecommendationwouldbetofirstmonitorandfigureoutwhatthemajorityofchatterisaboutUber.UsingGoogleTrendstoidentifytheconversationandothermonitoringtoolstogatherinternalandexternalalertslikeGoogleAlertswouldbeagreatwaytomonitorwhatthesocialconversationsaresayingaboutUber.“IceRocket”isanothergreatsitetolookintohowmanytimes“Kalamazoomurder”and“Uber”areusedtogetheronFacebooktocontinuetoidentifywhattheconversationisaroundthebrandtodrivestrategyanddiscoveropportunitiesforaction.Sendingoutapressreleasewouldbeanextsteptoacknowledgethegravityofwhattookplace,whilealsolookingprofessional.

Alongwiththis,thetwosurvivingvictimsfromJasonDalton’smurderousrampagearereleasingstatementsorvideosofupdatesabouttheirwell-being,butunfortunatecircumstancestohavehavetolivewiththetragedyeveryday.Uberhasnotreleasedanycommentsorstatementsofcongratulationsonthesurvivors’success.Byattemptingtosweepthehorrifictragedyundertherug,itpresentsahugeproblemintheeventthatanotherCODEREDcrisislikethisonetakesplacebecauseUber’sresponseorlackthereofwillbeattheforefrontofthemedia.IthasastronglikelihoodbecauseDaltonhadpassedtheUberbackgroundcheck,yethewentcrazy.What’stosaythiswouldn’thappentoanotherdriver?Crisis#2Background: ContinuingonwiththethemethatUber’sdriversmaygoinsanewithoutanywarning,killotherpeopleorharmpassengerscreatingaCODEREDcrisissituation,thelikelihoodofthiscontinuesbecauseUberhasbeensuedfor$25millionbySanFranciscoandLosAngeles,Californiaformisleadingpassengersaboutthequalityofitsbackgroundchecks.ToconductbackgroundchecksUberusesCheckr,abackgroundchecksystemthatonlylooksbackinpersonalrecordsforsevenyears,whichmeanstheydonotincludeanycriminalrecordsfrommorethansevenyearsago.Uberusesthissystemtogivepeopleasecondchanceatacareer.

ThemissionisonethatmanycanappreciateandpartofUber’sCorporateSocialResponsibilityeffortstoworkwithpreviouslyincarceratedindividualsforpettytheftorsellingdrugsthatoftenputyoungpeopleinthesystem,andwhentheygetoutareolderandhavefeweropportunitiestosucceed.However,UberisresponsibleforthesafetyofallpassengerswhentheygetinUbervehicles.ThecompanyisunderfirefornotusingLiveScan,acompany

thattakesaperson’sfingerprintsandrunsthemthroughFBIandstatedatabaseslookingforcriminalhistoryormatches,andunlikeCheckr,itdoesnothavealook-backlimit.LiveScanisusedbytaxicompaniesinmostCaliforniacitiestoscreendrivers.UberhascomeunderfirefornotusingLiveScanbycriticsincludingdistrictattorneysinLAandSanFrancisco–callingthedriverscreeningprocess“completelyworthless”

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becauseitlacksfingerprinting.Uberhaspushedback,arguingthatLiveScanisnot100%accuratebecauseifaperson’sprintsaresmudged(theoriginalprintsweren’tproperlytaken)orsmoothed(fingertipscanbecomelessdefinedwithageanduse),thepersonmaypassaLiveScanbackgroundcheckevenifheorshehadbeenarrestedandfingerprintedinthepast.UberhasalsoarguedthatLiveScanisflawedbecauseFBIandstatedatabasescontainfingerprintsofpeoplewhowereneverchargedorconvictedofcrimes,whichmeansinnocentpeoplemaybeflagged.Uber’smaincompetitorintheU.S.,Lyft,alsodoesnotuseLiveScan. Again,whenanUberpassengergetsinadriver’svehicle,theyareplacingtrustinthatdriverandtheUberbrandthattheywillgetfrompointAtopointBsafelyandwithoutissue.TheheadlinesaboutUber’sbackgroundchecklawsuitallpointtotheword“misleading,”whichfurtherharmsthereputationbecauseitmeansthecompanypurposefullyheldbackinformationthatcustomerswouldliketoknowaboutwhoisdrivingtheminordertoincreaseprofits.ThisdoesnotworkinUber’sfavorbecausethoughitistheleadingridesharecompanyintheworld,itisstillacorporationandtheworditselfhasaverynegativeconnotationinAmerica.Sacrificingthesafetyofitspassengers,thewaythecompanymakesitsmoney,inordertomakemoremoneybyhiringdriverswithquestionablereputations,isjustenoughofareasonformillennials–atargetaudience–tostopusingtheservice,nomatterhowconvenientitis.ItisabsolutelycriticalthatUberemployeesunderstandthegravityofthecompany’sactionswhenitpurposefullywithholdsinformationthatislaterfoundout.Uber’sResponse: TheUberresponsetotheCalifornialawsuithasbeentotakeitsbestlawyerstocourtandinsteadofpaying$25millionindamagestothestateforthemisleadingbackgroundchecks,ispaying$10million(butisliableforanadded$15milliontobringto$25millionifUberdoesnotcomplytothechargeswithin90days).Uberhasstoppedclaimingitsbackgroundchecksare“industryleading,”butdidnotadmitwrongdoing,asisstandardforsuchsettlements,andsaiditalreadyhasmademanychangesprosecutorssought.ThelawsuitwasnottheendoftheworldforUbereitherbecauseitstruckdealswithSanFranciscoInternationalAirport,LosAngelesInternationalAirport,andnumerousothersinnorthernandsouthernCaliforniatoallowitsdriverstodropoffandpickuppassengersatterminals.Recommendations:

Theridesharecompanydoeslistexactlyhowitconductsbackgroundchecksonitswebsite,whichisgreatforthereputationtobeaccessibleandtransparentbycuriouspassengersandreporters.However,arecommendationwouldbetoreleaseastatementaboutthelawsuitandthestepsUberistakingtoensureitsdriversandpassengersaresafe.Uberhasyettotrulyemphasizetheimportanceofsafetyinthewakeofanyofthecrisesithasdealtwith.

Aspreviouslymentioned,gettinginastranger’scarisanintimateexperience.ManyoftheUberdriversaremenandsometimestheypickupwomenwhoareinebriated.Thisneedstobetalkedaboutbecausegettinginastranger’scarisauniquelyintimateexperienceandwithoutthesimilar,ifnotthesamerequirementsastaxicabs,Uberisstillliableforthe

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customersineachdriver’scar.Thereneedstobecompany-wideregulationsandstandardsfordriversandpassengersandtheabilitytoholdthemaccountable.Driversneedtobeawareofrepercussionsofanynegativealtercationsbetweenthehoursof11pmand4amwhenmostpeoplewhotakeUber’sareundertheinfluence.Anyaltercationsbetweenthosehoursshouldnotbetolerated.UbershouldcontinuetoemphasizethatanypersonwithDUIscannotbedrivers.Itshouldalsobeanoptionforpassengerstoreportdriversanonymously,evenontheapp,iftheyfeeluncomfortableorbeabletoalertthenearestUberHQifadriverneedstobereported.ItisabsolutelynecessarytoemphasizethatsafetyofthecustomersasUber’sfirstandforemostpriority.Crisis#3Background: Thelastcrisisiscurrentlyaveryrealthreatbecauseithastodowithcyberwarfare.Uberneedstohaveastrategyinplacetohandleabreachintheirdatabecauseitisapossibilityintoday’sworld.High-profilecompanieshavedatastolenorarehackedonadailybasis.SomeofthemorerecentincidentsincludeSnapchat,whenahackerinfiltratedthesystemandstolestaffinformationthroughafaultyemail;GeorgetownUniversity’smedicalinsuranceprogramexperiencedadatabreachandSonyPictureswashackedbyChina.Inanefforttoprotectclassifiedinformation,thePentagoncreatedaninitiativecalled“HackthePentagon”thatchallengedthebestcoders,engineersandcomputerscientistsintheworldtobreakintothePentagonsecuritysystemstobuildoffofthoseideasandcreateanevenstrongerandmoreprotectedsystemfortheUnitedStates’mostclassifiedinformation. Uberneedstohaveprecautionsinplacetopreventadatabreach,butalsobereadyincaseithappens.Uberdidexperienceadatabreachthatput50,000drivers’infoatriskinearly2015,andasaleadingridesharecompany,itisatargetbecauseeachapponindividualphonescontainssensitiveinformationlikepassengeranddriverpersonalandfinancialinformationaswellaslocationservices.IntheeventthatUber’ssystemsarehackedandthecompanyisn’tprepared,thecompany’sstockwillplummetandday-to-dayoperationsoftheridesharewillbedestroyedbecausecustomerswillbeafraidtolosetheirinformationtoanunknownsource.Uber’sbusinessmodeldependsonholdingthesensitiveinformationofeachpersonthatusestheappandthatdataiskeptbetweentheinvisiblefourcornersofitsappandifthose‘walls’arecompromised;thecompanycouldbeonthebrinkofanenormouscrisis.Uber’sResponse:

ThecorrespondencebyUberafterthe2015databreachwasasimpleblogpost,whichwasagainaveryunprofessionalwaytoapproachthecrisis.Thepersonalinformationofdrivers,thedirectreasonUbermakesmoney,wasbreachedortakenwithoutconsentoftheindividuals.TheUberinvestigationconcludedthattheinitialdatabreachwaslinkedtoaComcastIPaddressbelongingtoChrisLambert,thechieftechnologyofficeratrivalserviceLyft.

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AseparateIPaddressreportedlyexecutedthehackandthatuserremainsunidentified.TheDepartmentofJusticecontinuedtolookintothecrisisaswell.

Uber’sresponsewasapologeticandusedablogposttoalertdriversofthebreachaswellasmedia,andthecompanyreachedouttoindividualsthatmayhavebeenaffected.KatherineTassi,Uber’sManagingCounselofDataPrivacywastheonewhowrotetheblogpost.Sheshowcasedatimelinethatfeaturedtheexactinformationthecompanyknewforsureandhighlightedthatdriverswouldreceiveoneyearoffraudprotectioninsurance.Shepointedoutthatthecompanyhadfiledalawsuittoleadtotheconfirmationoftheunnamedpartythatbrokeintothesystem.Theresponsewasprofessionalandtransparent,whichworkedinUber’sfavor.Theblogpostwasonafamiliarforumforcuriouscustomerstoaccessaswellasinternalstaffandmedia.ThetimelineofeventsshowsthatUberwascompletelyawareofthedatabreachandcommittedtoensuringallpartieshadaccesstowhatthecompanyknew.Insteadoftryingtocoverupthedatabreach,thecompanyowneduptoitandprovidedasmuchinformationaspossible. Recommendations: InordertopreventdatabreachesinthefirstplacethereareafeweasystepsUbercantake.Fourstepstopreventasecuritybreachinclude:

1. Step1:PrioritizeUber’sbusinessobjectivesandrisktolerance.ItiscriticalforUbertostrikeabalancebetweenprotectingdataassetswhileenablingproductive,innovativeworkplaces.Ofcourse,thisisnearlyimpossibleasthereisnosuchthingas100-percentsecurity,however,decisionsneedtobemadebytheRapidResponseTeamaroundthedifferentlevelsofprotectionneededfordifferentpartsofthebusiness.WhenUberislookingatthebusinessobjectives,itneedstodeterminewhichpartsholdthehighestriskifbreachedlikethesensitivedataofpassengersanddriversandhowtobestprotectthatinformation.

2. Step2:ProtectUberwithaproactivesecurityplan.Awarenessisessentialtosecurityplanningandsoisunderstandingthethreatlandscape,byactivelyworkingtoUberagainstthosethreats,requiresbothtechnologyandpolicy.

3. Step3:Prepareyourresponsetotheinevitable:asophisticatedattack.Withtheconstantevolutionofadvancedpersistentthreats,andtheintenthackershaveonfindingavulnerability–itisnearlycertainthateventuallyUberwillsuccumbtoadatabreach.Havingacoordinatedandtestedresponseplaniscritical.TheRapidResponseTeamneedstoprepareforthisinstance.

4. Step4:Promoteandsupportacultureofsecurityawareness.Allittakesisonecarelessemployeetoundoachiefsecurityofficer'smasterplan,whichiswhyeveryemployeemustworkinpartnershipwithsecurityprofessionalstoensurethesafetyofUber’scorporatedataisbuiltintothecultureoftheorganization.

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ThefirststepstheRapidResponseTeamshouldtakeintheinstanceofadatabreachwouldbefirstgatherallnecessaryinformationtoensurethatbeforetheteamreleasesanycommunicationithasthefactsstraight.Itisrecommendedtotakeonly12hourstogatherthisinformationbecausethoseaffectedwillneedtoknowtoprotectthemselves.ThesecondstepwouldbetosendaninternalmemoalertingUberstaffofwhathastakenplaceaswellasdriversoranyoneaffectedofwhathashappened.EnsurethatthoseaffectedhaveadirectlinetocontactUberstaffforanyquestions.Followingthis,UberneedstobringinITsecurityandcomputersciencedatamanagerstoassessthedamage,figureoutwherethehackerbrokeinandbegintheprocessofprevention.ItwouldbebestifUbergotoutaheadofthenewsandiftheCEOTravisKalanickdidapressconferencetoarticulateexactlywhathappened,whatUberisdoingtopreventitandprovidedtransparencyonthesiteoracontactnumberforfurtherquestions.TheCommunicationsRapidResposneTeamMemberwouldneedtobrieftheCEO.ItwouldlookgoodforUbertohaveMr.Kalanickdotheconferencebecausehehasyettoformallyaddressanycrisesthecompanyhasfaced,buthasinsteadgiventhetasktootherleadingUberemployees.IfTravisaddressedtheroom,itwouldshowstakeholdersthatUberisworkingtogetthecompanybackontrackwhileprioritizingtheirunderstandingoftheissueandsafetyofallinformation.

Otherstepswouldbetogobackandupdateallpasswordsforsocialmediaaccountsstrongandunrelatedtothecompany.Thesitepasswordmeter.comisahelpfultooltousetocreatetherandompasswords.NationalSecurityAssociationprofessionalsalsorecommendusingpasswordswithfourrandomwordsinasequencewiththeoccasionalnumberthrowninbecauseitwouldtakefarlongerforahacker’scomputercodetofindapatternwithallthewordsintheworldversusthenumbers.Oneexampleofapasswordsetuplikethiscouldbe:“ribb3tunicorny@m$our”orsomethingalongthoselines.ItisalsoimportantthatUberchangesthesepasswordsevery30-90daystoensurethesecurityandprotectionofsensitivedata.ReservingURLslike“UberSecurityUpdates”tocreatewebsitestosendUberusersandcuriouspartiesforinformationwouldbeanotherwaytocontroltheconversationandhelpsalvagetheUberbrandreputation.Conclusion: Inanincreasinglydigitalworld,itisonlyamatteroftimebeforecompaniesacrosstheglobeexperienceacrisis.Whatmakesorbreaksacompanyishowtheyrespondtoit.Astheleadingridesharecompanyintheworld,Ubermustbepreparedforcrisesbyrespondingto

issuesbeforetheyexpandandprioritizingthesafetyofdrivers,passengersandallinternalstaff.TheRapidResponseTeaminthisplanshouldpracticecrisisdrillsbi-monthlytoadapttotheever-changingUberanddigitallandscapeandensuremaximumpreparednessforanydisastertostrike.TheplanismeanttoarticulatehowtorespondtothethreecrisesshouldtheyhappenagainandidentifyevenbetterwaysfortheUberteamtoreactwhentheydo.

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AppendixA:

AssessingUber’sResponsePlans:PostCrisisUbershouldusethefollowingtabletoassessyourorganization'splanstorespondtoacrisisandto

createaplanofactiontoaddressdeficiencies.

Question Assessment

CrisisPlanning

1.Dowehavearepresentativesetofplanningscenarios? |-------|-------|-------|-------|pooradequateexcellent

2.Dowehaveaflexiblesetofresponsemodules? |-------|-------|-------|-------|pooradequateexcellent

3.Dowehaveanestablishedmatchingofresponsemodulestoscenarios?

|-------|-------|-------|-------|pooradequateexcellent

4.Dowehavepresetsignalsforactivatingthecrisisresponseorganizationandforgoingbacktonormaloperations?

|-------|-------|-------|-------|pooradequateexcellent

CrisisOrganization

5.Dowehaveaclearchainofcommand? |-------|-------|-------|-------|pooradequateexcellent

6.Dowehaveacommandpostandbackup? |-------|-------|-------|-------|pooradequateexcellent

7.Dowehavetherightcommunicationchannels? |-------|-------|-------|-------|pooradequateexcellent

8.Haveweputinplacetherightbackupresources? |-------|-------|-------|-------|pooradequateexcellent

OrganizationalLearning

9.Doweconductregularrehearsals? |-------|-------|-------|-------|pooradequateexcellent

10.Dowedodisciplinedpost-crisisreviews? |-------|-------|-------|-------|pooradequateexcellent

ThoughtsforCorrectiveActions

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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AppendixB:Uber’sResponsetoKalamazoo,MichiganmurdersonFebruary20,2016aswellasFacebookPostbyMattMellen’sfiancée.Tweet:

OfficialStatementLinkedtoTweet:

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AppendixBContinued:FacebookPost

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AppendixC:Uber’scurrentemergencysysteminplace

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AppendixD:GoogleTrendsfromJanuary2016toMarch2016comparingtheUberKalamazooincident(blue),toUberdata(red)andbackgroundchecks(yellow).