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Kenya is Uber’s second largest market in Africa after South Africa with about 363,000 active users.

Uber’s battle for market share in Kenya

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With over 1.8 million active riders on the app, more than 29 000 economic opportunities created and numerous social and environmental causes later, Uber is celebrating 4 years on the African continent.

Uber’s Alon Lits reflects on 4 years in Africa

Expedia CEO Dara Khosrowshahi has been chosen to be Uber&#8217;s new chief executive, sources told CNBC.
That decision concluded Uber&#8217;s long search to replace former CEO Travis Kalanick, who stepped down in June following a shareholder revolt.
Recode reported that Khosrowshahi, an Iranian American businessman, is considered the &#8220;truce&#8221; choice for the board, which saw ugly infighting in recent weeks between Kalanick and major investor Benchmark Capital. Earlier this month, Benchmark said it was suing Kalanick on claims of fraud, breach of fiduciary duty and breach of contract.
Benchmark was reportedly backing Hewlett Packard Enterprise CEO Meg Whitman for the top job at Uber, while General Electric boss Jeffrey Immelt was also a front-runner to lead the troubled start-up. Immelt dropped out of the race over the weekend.
Amid weeks of breathless reporting on the decision for Uber&#8217;s top spot, Khosrowshahi didn&#8217;t make headlines. After he was announced, some deemed him the dark horse candidate.
Khosrowshahi has been at the helm of Expedia since 2005. He has been credited with expanding Expedia&#8217;s global presence through several online travel booking brands, which include Expedia.com, Hotels.com and Hotwire.
As Uber&#8217;s new leader, he will walk into a situation that would test even the most seasoned CEO: A $70 billion company fending off chaos on all sides.
The company&#8217;s ride-hailing business has suffered a series of complications — sexual harassment allegations, a slew of firings related to a workplace culture investigation, political pressure, tussles with regulators, a legal battle with Alphabet, alleged distribution of a rape victim&#8217;s medical records, a report of drug use, unflattering videos and emails from the former CEO, mergers, an exploding car, steep losses and infighting among investors — just to name a few.
Another hurdle is the former CEO. Travis Kalanick may no longer have an operating role in his company, but as a key player in Uber&#8217;s origin, he has a seat on the board, 10 percent of stock and 16 percent of voting rights in Uber, according to legal filings.
The new boss will need to flesh out the ranks of Uber to get the company back to its pre-2017 growth path. Once-critical deputies like senior vice president Emil Michael, global operations head Ryan Graves, president Jeff Jones, and president of Asia-Pacific Eric Alexander are no longer in their roles in the company. The firm is also without a chief operating officer, chief financial officer and head of finance.
While some tech CEOs have sought to stay out of politics, Khosrowshahi has been openly critical of President <a href="https://www.cnbc.com/donald-trump/">Donald Trump</a>. In a recent tweet, he said, &#8220;I keep waiting for the moment when our Prez will rise to the expectations of his office and he fails, repeatedly.&#8221;
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Earlier this year, during Expedia&#8217;s fourth-quarter earnings call, Khosrowshahi surprised listeners with his closing remarks. He started by thanking the company&#8217;s global employee base for the improved performance in 2016 and then added, <a href="https://www.cnbc.com/2017/02/09/expedia-ceos-closing-remark-on-fourth-quarter-earnings-raises-eyebrows.html">&#8220;Hopefully we will all be alive to see the end of next year.&#8221;</a>
Some saw the remark from Khosrowshahi, who was once a refugee, as a criticism of Trump. He had reportedly been a critic of Trump&#8217;s immigration ban that prevented people from seven predominantly Muslim countries from entering the United States. Expedia also supported a lawsuit against the ban in January.
Article written by <a href="https://www.cnbc.com/saheli-roy-choudhury/" rel="author">Saheli Roy Choudhury</a> | <a href="https://www.cnbc.com/anita-balakrishnan/" rel="author">Anita Balakrishnan</a>
—CNBC&#8217;s Deirdre Bosa contributed to this report.

Uber announces new CEO

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Three years of research by the World Economic Forum, on the state of innovation in banking and insurance, has found it is big technology giants who are shaking the market and not the aggressive small Fintech start-ups.

Tech giants pose a bigger threat to banks than Fintech start-ups – Report

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The inaugural SheEO SleepOut takes place on the 8th of August at the Women&#8217;s Jail on Constitution Hill &#8211; a day before Women&#8217;s Day. The event aims to engage business as a force for change in society.

2017 SheEO SleepOut initiative to address gender inequality

By Unathi Sonwabile Henama
On the 17 July 2017, an Uber partner driver in Pretoria died after his car had been set alight five weeks earlier outside Loftus Versveld. The driver suffered severe burn wounds. Metered taxi drivers are suspected because of the turf war between Uber and the meter taxi drivers. Uber has asked for a meeting with the Minister of Police to discuss the challenges faced by the Uber partner drivers and their passengers.
In a journal article titled ‘’Uber: The South Africa Experience’’ the challenge of Uber Xenophobia is raised, where Uber experiences discrimination. The death of the Uber driver is a turning point in South Africa, indicating the failure of the state to fulfil its responsibility to create safety and security for the Uber partner drivers and their Uber passengers.
On the other side, the meter taxi industry accused Uber drivers of stealing their business, calling the ride-hailing service illegal.  Earlier this year, on the 10 March, the metered taxi drivers blocked major highways towards OR Tambo International Airport, a protest that did much to contribute to them losing more business.
<h4>Drivers and passengers attached through a syndicate</h4>
Uber partner drivers and passengers are also attacked through a syndicate of metered taxi drivers and car parking guards who attack Uber drivers because they are seen as easy targets for opportunistic crimes associated with robbery. The transient nature of Uber means that the drivers do not form the relationships that metered taxi drivers would have with the car guards in areas where they operate from.
This opportunistic crime is a classical South African challenge, institutionalised by the service delivery strikes that are associated with the looting of stores. Gautrain stations have become the turf war where the metered taxi drivers are the instigators of violence, and police vehicles have been dispatched to Gautrain stations.
Instead of focusing on their declining businesses, the violence that metered taxi drivers are using has done more to dampen customer appetite to use metered taxi than driving them away from Uber partner drivers. The world-class convenience that Uber provides has meant that insurance companies encourage their clients to use Uber instead of driving under the influence of alcohol. This has benefited the night time economy with more patrons encouraged relying on the safe transport provided by Uber.
<h4>Model of disruptive entrepreneurship</h4>
Uber is part of disruptive entrepreneurship, where humans become co-producers in providing services for consumption in the economy. It has created a whole new market that does not compete with the metered taxis and has managed to encourage those that own cars to use Uber instead and reduce their cost of living by reducing wear and tear on their cars, and the e-toll bills that harass Gauteng residents.
Uber has also been used as an alternative means of scholar transportation by thousands of parents who want a transport system that is safe, reliable and transparent. It has reduced the need for car ownership, by acting as the invisible second car for many households, which means fewer cars on the road and less pollution. Uber matches supply and demand more efficiently and does not occupy valuable parking space like the metered taxis.
An attack on Uber remains an attack on the fundamental principles of democracy, the right to choice and liberty. Metered taxi drivers display a sickening mentality that citizens have an obligation to use their metered taxis, even though they often deliver abysmal levels of service.
<h4>A form of homegrown terrorism</h4>
Instead of adapting their offerings because of increased competition from Uber, the metered taxi drivers response has been violence. This is a form of homegrown terrorism. These taxi drivers are specialists in terror. No-one has a monopoly on violence, and the meter taxi drivers must understand that acts of violence are not their exclusive preserve.
What stops the Uber partner drivers from arming themselves and responding with violence to the meter taxi drivers? This is a situation that I hope will be averted. If it is not, it will mean that South Africa will become a failed state, the Wild West in the south of Africa. An attack on Uber remains an attack on the tourism economy because tourists use Uber disproportionately. An attack on the tourism economy is an attack on South Africa, as tourism is the leading job creating sector that grew by 13% last year.
By extension, any crime against Uber is a form of treason. South Africa must ask the Minister of Transportation when the National Land Transport Amendment Bill will be enacted as law, which would legalise e-haling services provided by Uber.
&nbsp;
Author: Unathi Sonwabile Henama teaches tourism at the Tshwane University of Technology and writes in his personal capacity.

Op-Ed: Uber deaths – home grown terrorism?

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The taxi wars have landed in Africa&#8217;s richest square mile. The most recent incident resulted in an assault of a police officer who was trying to resolve a confrontation between metre taxi drivers and Uber taxi drivers.

Uber taxi war hits the streets, SAPS officer assaulted

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A police officer was assaulted in Sandton in an confrontation between Uber and metered taxi drivers. Abner Mashikinya, spokesperson for the Johannesburg Metered taxi association joined CNBC Africa for more.

Joburg Metered Taxi Association speaks out on Uber taxi war

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Following violent and persistent attacks against Uber and Taxify drivers in Pretoria and Johannesburg, Drivers have launched a petition to collect 2.500 signatures to deliver to the Minister of Police, Fikile Mbalula.

Uber, Taxify drivers launch petition after attacks

<ul>
<li class="">Uber CEO Travis Kalanick has resigned</li>
<li>The ride-hailing service was under pressure from investors</li>
</ul>
<a href="http://www.cnbc.com/travis-kalanick/">Travis Kalanick</a> stepped down Tuesday as chief executive of Uber, the ride-hailing service that he helped found in 2009 and that he built into a transportation colossus, after a shareholder revolt made it untenable for him to stay on at the company.
Mr. Kalanick&#8217;s exit came under pressure after hours of drama involving Uber&#8217;s investors, according to two people with knowledge of the situation, who asked to remain anonymous because the details are confidential.
Earlier on Tuesday, five of Uber&#8217;s major investors demanded that the chief executive resign immediately. The investors included one of Uber&#8217;s biggest shareholders, the venture capital firm Benchmark, which has one of its partners, Bill Gurley, on Uber&#8217;s board. The investors made their demand for Mr. Kalanick to resign in a letter delivered to the chief executive while he was in Chicago, said the people with knowledge of the situation.
In the letter, titled &#8220;Moving Uber Forward&#8221; and obtained by The New York Times, the investors wrote to Mr. Kalanick that he must immediately leave and that the company needed a change in leadership. Mr. Kalanick, 40, consulted with at least one Uber board member and after hours of discussions with some of the investors, he agreed to step down. He will remain on Uber&#8217;s board of directors.
&#8220;I love Uber more than anything in the world and at this difficult moment in my personal life I have accepted the investors request to step aside so that Uber can go back to building rather than be distracted with another fight,&#8221; Mr. Kalanick said in a statement.
The move caps months of questions over the leadership of Uber, which has become a prime example of Silicon Valley start-up culture gone awry. The company has been exposed this year as having a workplace culture that is rife with sexual harassment and discrimination, and has pushed the envelope in dealing with law enforcement and even partners. That tone was set by Mr. Kalanick, who has aggressively turned the company into the world&#8217;s dominant ride-hailing service and upended the transportation industry around the globe.
Mr. Kalanick&#8217;s troubles began earlier this year after a former Uber engineer detailed what she said was sexual harassment at the company, opening the floodgates for more complaints and spurring internal investigations. In addition, Uber has been dealing with an intellectual property lawsuit from Waymo, the self-driving car business that operates under Google&#8217;s parent company, and a federal inquiry into a software tool that Uber used to sidestep some law enforcement.
Uber has been trying to move past its difficult history, which has grown inextricably tied to Mr. Kalanick. In recent months, Uber has fired more than 20 employees after an investigation into the company&#8217;s culture, embarked on major changes to professionalize its workplace, and is searching for new executives including a chief operating officer.
Mr. Kalanick last week said he would take an indefinite leave of absence from Uber, partly to work on himself and to grieve for his mother, who died last month in a boating accident. He said Uber&#8217;s day-to-day management would fall to a committee of more than 10 executives.
But the shareholder letter indicates that his taking time off was not enough for some investors who have pumped millions of dollars into the ride-hailing company, which has seen its valuation swell to nearly $70 billion. For them, Mr. Kalanick had to go.
The five shareholders who demanded Mr. Kalanick&#8217;s resignation include some of the technology industry&#8217;s most prestigious venture capital firms, which invested in Uber at an early stage of the company&#8217;s life, as well as a mutual fund firm. Apart from Benchmark, they are First Round Capital, Lowercase Capital, Menlo Ventures and Fidelity Investments, which together own more than a quarter of Uber&#8217;s stock. Because some of the investors hold a type of stock that endows them with an outsize number of votes, they have about 40 percent of Uber&#8217;s voting power.
Mr. Kalanick&#8217;s resignation opens questions of who may take over Uber, especially since the company has been so molded in his image. And Mr. Kalanick will probably remain a presence there since he still retains control of a majority of Uber&#8217;s voting shares.
Taking a start-up chief executive to task so publicly is relatively unusual in Silicon Valley, where investors often praise entrepreneurs and their aggressiveness, especially if their companies are growing fast. It is only when those start-ups are in a precarious position or are declining that shareholders move to protect their investment.
In the case of Uber — one of the most highly valued private companies in the world — investors could lose billions of dollars if the company were to be marked down in valuation.
Uber, which has raised more than $11 billion from investors since its founding in 2009, has a wide base of shareholders apart from the ones who signed the letter. Uber&#8217;s investors also include TPG Capital, the Public Investment Fund of Saudi Arabia, mutual fund giants like BlackRock and wealthy clients of firms like Morgan Stanley and Goldman Sachs.
In the letter, in addition to Mr. Kalanick&#8217;s immediate resignation, the five shareholders asked for improved oversight of the company&#8217;s board by filling two of three empty board seats with &#8220;truly independent directors.&#8221; They also demanded that Mr. Kalanick support a board-led search committee for a new chief executive, and that Uber immediately hire an experienced chief financial officer.

Uber founder Travis Kalanick resigns as CEO

Job seekers around the world agree on one thing: Google&#8217;s parent company, Alphabet, seems like an awfully appealing place to work.
The tech giant places first on L<a href="https://www.linkedin.com/pulse/linkedin-top-companies-2017-global-edition-daniel-roth?published=t">inkedIn&#8217;s 2017 Top Companies Global List</a>, which highlights the 25 companies whose teams employees everywhere would most like to join.
To determine this list, LinkedIn&#8217;s data team analyzed billions of searches by the site&#8217;s more than 500 million members, considering views of and applications to job postings, engagement with the company on LinkedIn and the number of employees that stay with the company for at least one year.
LinkedIn did not consider itself, or its parent company, Microsoft, for this list.
As usual, a number of tech industry headliners claim spots in the ranking, but the list also represents a broad range of companies from industries including professional services and consumer goods.
Read on for the 25 most attractive employers around the world:
25. GE 
Number of global employees: 350,000
GE offers eight different leadership programs, which provide recent college graduates training in areas ranging from engineering to human resources. Roughly a quarter of the company&#8217;s current senior management completed one of GE&#8217;s leadership programs.
24. Adobe 
Number of global employees: 15,000
Adobe offers job titles as creative as its products, including Principal Artist-in-Residence, People Scientist and Vice President of Creativity. The company emphasizes that to be successful, employees should have a &#8220;learn-it-all&#8221; attitude.
23. Schneider Electric 
Number of global employees: 144,000
Headquartered in France, Schneider Electric wants to increase sharing of skills and knowledge among its employees. Schneider&#8217;s Global International Mobility Center facilitated 400 employees moving to new countries to work for the company last year.
22. EY 
Number of global employees: 250,000
One of the accounting industry&#8217;s &#8220;big four&#8221; firms, London-based EY currently has a quarter of a million employees, and expects its global headcount to reach 300,000 by 2020. In Germany, the country has introduced a refugee internship, offering four months of training to participants, who work with a mentor and are offered full-time employment following the program.
21. Accenture 
Number of global employees: 401,000
The global professional services firm offers 16 weeks of maternity leave and eight weeks of primary care leave. Further, Accenture provides free breast milk shipping for new mothers who travel as part of their role, or the option of as much as one year of local work following maternity leave.
20. PepsiCo 
Number of global employees: 264,000
PepsiCo brands like Lays, Gatorade and Tropicana are available in upwards of 200 countries around the world. Recently, the company has honed in on creating healthier products, increasing research and development spending 45 percent over the past six years.
19. Deloitte 
Number of global employees: 244,400
Employees of the auditor and consultancy have the opportunity to transfer to 150 countries where Deloitte has offices or teams — more than 6,000 employees took advantage of the option last year. The company&#8217;s leadership training center, Deloitte University, has campuses in the U.S., Singapore, Belgium, France, India and Canada.
18. IBM 
Number of global employees: 380,000
IBM uses its own technology, Watson, to enable the hiring process and pair resumes with relevant open positions.
17. Johnson &amp; Johnson 
Number of global employees: 126,000
Johnson &amp; Johnson is made up of 275 companies around the planet and has nearly 130,000 employees, but the company&#8217;s decentralized structure means that each of its subsidiaries has the independence to develop strategies that best serve its market.
16. The Walt Disney Company 
Number of global employees: 195,000
Disney employees get free passes for themselves and family members to the company&#8217;s theme parks, and trainers on the Disney English team use stories and characters from the company&#8217;s movies to teach English to children in China.
15. Unilever 
Number of global employees: 169,000
Got a taste for tea? The global consumer goods juggernaut employs a &#8220;Tea Expertise Director.&#8221; The role entails leading employee tours through tea plantations and tasting more than 1,000 cups of the beverage each day.
14. Siemens 
Number of global employees: 350,000
Siemens has cracked the code on employee retention: According to LinkedIn data, Siemens workers stay with the company 8.6 years, longer than the average employee tenure of any other company on this list.
13. Oracle 
Number of global employees: 135,000
In August, Oracle broke ground on a public charter high school on the campus of its headquarters, and in the most recent fiscal year, the company reused or recycled 99.5 percent of the electronic waste it generated.
12. Tesla 
Number of global employees: 30,000
Tesla is now the most valuable U.S.-based automaker, with a $62 billion market cap and nearly 2,500 jobs open around the world. The company isn&#8217;t turning a profit yet, so employees miss out on a lot of the perks often associated with the tech industry. But there&#8217;s hope: In an email to staff, CEO Elon Musk recently announced that free frozen yogurt and an &#8220;electric pod roller coaster&#8221; will soon be part of Tesla&#8217;s office landscape.
11. Cisco 
Number of global employees: 73,000
Cisco employees receive five days off beyond their vacation time each year to devote to volunteering, an initiative that&#8217;s clearly been a hit — last year, employees put in 227,000 volunteer hours.
10. Dell Technologies 
Number of global employees: 145,000
Dell offers employees a great deal of flexibility, including working from home, adjustable hours and the option of bringing your dog to work. More than 40 percent of the company&#8217;s hires are referred by current employees, a strong vote of confidence in Dell&#8217;s organizational style.
9. L&#8217;Oreal 
Number of global employees: 83,000
L&#8217;Oreal has 36 brands in 140 countries and has a strong focus on those at the entry level: Roughly one third of the company&#8217;s hires last year were recent graduates, and the cosmetics giant&#8217;s current CEO started as an intern with the company in 1978.
8. LVMH
Number of global employees: 135,000
Nearly three quarters of management positions at the iconic luxury brand — which spans sectors including fashion, perfume, cosmetics, jewelry and wine — are filled with internal candidates.
7. McKinsey &amp; Company
Number of global employees: 25,000
About 40 percent of McKinsey consultants take on at least one international assignment each year. The global consultancy offers employees the chance to take as much as 10 weeks off between projects.
6. Salesforce
Number of global employees: 25,000
Salesforce continuously audits employee pay &#8220;to ensure equal compensation across gender, race and ethnicity,&#8221; and recently introduced six months of parental leave for primary caregivers in the U.S.
5. Apple
Number of global employees: 110,000
Apple offers employee stock grants to all its workers, including part-time and retail employees, and a little more than one-tenth of its retail workforce turns over each year, compared to 80 percent industry-wide. CEO Tim Cook has said that he plans on doubling Apple services like iTunes and Apple Pay over the next four years.
4. Uber
Number of global employees: 12,000
The ride-hailing company has had its share of negative headlines lately, and CEO Travis Kalanick announced on Tuesday that he&#8217;d be taking a leave of absence. Still, though applications dipped slightly after ex-employee Susan Fowler&#8217;s explosive blog post, year over year, views of postings and applications to open positions on LinkedIn are up 35 percent.
3. Facebook
Number of global employees: 17,000
Facebook boasts 1.9 billion active users every month and is constantly on the hunt for the talent to help it grow its reach. &#8220;When you enter our buildings,&#8221; says CEO Mark Zuckerberg, &#8220;we want you to feel how much left there is to be done in our mission to connect the world.&#8221;
2. Amazon
Number of global employees: 341,400
&#8220;The everything store&#8221; collected three Oscar trophies for its programming, introduced Prime video in India and delivered a package in the U.K. via drone — all in the past year. &#8220;We take risks and make big bets,&#8221; Amazon told LinkedIn, &#8220;and when we fail, we apply the lessons learned and keep moving.&#8221;
1. Alphabet
Number of global employees: 72,000
Google&#8217;s parent company keeps employees engaged with cutting-edge opportunities: Upwards of 27,000 of the company&#8217;s employees work in research and development, an area that Alphabet poured almost $14 million into last year. According to LinkedIn, it&#8217;s &#8220;the opportunity and resources employees are given to tackle massive problems, stretching from creating self-driving cars to impeding extremism&#8221; that puts Alphabet on top.
		
				
		
<ul>
<li>Reporting by <a href="http://www.cnbc.com/kathryn-dill/" rel="author">Kathryn Dill</a> | <a href="http://twitter.com/@kathryndill">@kathryndill</a></li>
</ul>

These are the 25 most attractive employers on earth, according to LinkedIn

<div id="article-byline"> <a href="https://www.reuters.com/journalists/heather-somerville">Heather Somerville</a> and <a href="https://www.reuters.com/journalists/joseph-menn">Joseph Menn</a> | SAN FRANCISCO</div>
Uber Technologies Inc Chief Executive Officer Travis Kalanick told employees on Tuesday he will take time away from the company he helped to found, one of a series of measures the ride-hailing company is taking to claw its way out from under a mountain of controversies.
Kalanick&#8217;s move comes after a months-long investigation led former U.S. Attorney General Eric Holder, who was hired by Uber to look into its culture and workplace practices after a female former employee publicly accused the company of what she described as brazen sexual harassment.
Uber on Tuesday released the recommendations from that report, which include reducing Kalanick&#8217;s sweeping authority and instituting more controls over spending, human resources and the behavior of managers. (<a href="http://bit.ly/2rX2xA5">bit.ly/2rX2xA5</a>)
Kalanick&#8217;s departure, even if it is temporary, is a thunderclap for the Silicon Valley startup world, where company founders in recent years have enjoyed great autonomy and often become synonymous with their firms.
It also marks a pivotal moment for the world&#8217;s most valuable venture-backed private company, which has been largely defined by Kalanick&#8217;s brash approach.
Kalanick, 40, said he needed the time away to grieve for his recently deceased mother and to work on his leadership skills, according to a staff email seen by Reuters. He did not say how long he would be away.
&#8220;If we are going to work on Uber 2.0, I also need to work on Travis 2.0 to become the leader that this company needs and that you deserve,&#8221; Kalanick wrote in his email. &#8220;During this interim period, the leadership team, my directs, will be running the company.&#8221;
According to a source familiar with the matter, Kalanick can return to the company whenever he would like.
MORE OVERSIGHT NEEDED
The company on Tuesday shared with its staff 47 recommendations for management and policy changes that were unanimously adopted by the board on Sunday. Kalanick was not at the meeting, said a source who was present.
The meeting was marred by private equity executive David Bonderman making a sexist remark about women talking too much. He later resigned from the board of directors, calling his comment &#8220;careless, inappropriate, and inexcusable.&#8221;
The recommendations from Holder&#8217;s firm, Covington and Burling, include adding an independent director to the board and considering an independent chair; mandated manager training; and a bigger and more independent audit committee to oversee spending and management.
&#8220;I would now suggest to any startup, here are the Covington rules, and when you get passed 100 people, put these in place,&#8221; said Steve Blank, a startup founder and mentor and adjunct professor at Stanford University.
Other recommendations prohibit romances between bosses and their subordinates and create clearer guidelines on the use of drugs and alcohol.
<div id="attachment_91805" style="width: 650px" class="wp-caption alignnone"><img loading="lazy" decoding="async" aria-describedby="caption-attachment-91805" class="wp-image-91805 size-large" src="http://cnbc.africa/wp-content/uploads/2017/03/Uber-Flickr-1024x576.jpg" alt="" width="640" height="360" />Photo: Flickr.</div>
&#8220;I think it paints a picture of a company pretty out of control with no oversight from the board or basic controls,&#8221; said Elizabeth Ames, senior vice president at the Anita Borg Institute, which advocates for women in technology.
At Tuesday&#8217;s employee meeting, human resources chief Liane Hornsey thanked the former employee who wrote about harassment, Susan Fowler, for being a catalyst for the changes. She received applause from employees, according to the source at the meeting.
Holder&#8217;s recommendations stressed the importance of a new chief operating officer. The company has been searching for a No.2 executive for more than three months and is also looking for a chief financial officer.
A number of senior Uber managers left in recent weeks as the Holder investigation and a parallel probe focused strictly on sexual harassment and other employee complaints, conducted by the law firm Perkins Coie, moved forward.
The most recent departing executives included Emil Michael, head of business and Kalanick&#8217;s closest confidant, and Eric Alexander, who ran the Asia Pacific region.
Uber said last week it had hired two women to fill top roles: Harvard Business School management professor Frances Frei will serve as an executive coach and Apple Inc marketing executive Bozoma Saint John was hired to mend Uber&#8217;s brand. Uber also added a second woman to its board, Wan Ling Martello, an executive vice president at Nestle, to serve as an independent director.
There are 14 people at Uber who report directly to Kalanick and who will likely take on more responsibility in his absence. They include Ryan Graves, head of operations and one-time chief executive at Uber.
FOUNDER POWER
Uber grew to a valuation of $68 billion in seven years amid non-stop controversy. It has upended the tightly regulated taxi industry in many countries and changed the transportation landscape, but has run into legal trouble with a rough-and-tumble approach to local regulations and the way it handles employees and drivers.
Uber has suffered a series of damaging setbacks in recent months, including a federal probe into the company&#8217;s use of technology to evade regulators in certain cities and a trade secrets lawsuit filed by Alphabet Inc&#8217;s self-driving unit, Waymo.
Some venture capitalists say Uber&#8217;s challenges should serve as a warning that the Silicon Valley ethos of leaving founders in control of companies, even after they grow into big corporations, can be a dangerous proposition.
&#8220;Inevitably, this will help drive the pendulum back toward better governance inside an organization,&#8221; said Robert Siegel, a lecturer at Stanford University and venture capitalist at XSeed Capital. &#8220;Sometimes we conflate great business leaders with strong personalities with great governance.&#8221;
(Reporting by Heather Somerville and Joseph Menn; Editing by Bill Rigby, Peter Henderson, Jonathan Weber and Lisa Shumaker)
<div class="slider slider-module slick-initialized slick-slider"></div>

Uber CEO takes leave of absence amid sweeping changes after scandals

By Chantel McGee
Add to the list of problems at Uber: Driver retention. Only 4 percent of people who sign up to drive for the ride-hailing service are still driving a year later, according to a report in <a class="inline_asset" title="https://www.theinformation.com/how-uber-will-combat-rising-driver-churn" href="https://www.theinformation.com/how-uber-will-combat-rising-driver-churn" target="_self">The Information.</a>
The company&#8217;s accelerating driver drop off rate is partially due to increased competition from companies like Lyft. But the number one complaint among Uber drivers is the pay, according to undisclosed data seen by The Information. Many Uber drivers have complained about unfair compensation for long trips, and not being able to accept tips.
An Uber spokesman told The Information: &#8220;We recognize we need to improve our relationship with drivers and their experience using Uber. We&#8217;re working on a range of improvements across our products, our policies, our customer support and how we communicate.&#8221;
The company is considering things like better targeting financial bonuses to certain drivers and allowing tipping, which could allow drivers to earn more, according to <a class="inline_asset" title="https://www.theinformation.com/how-uber-will-combat-rising-driver-churn" href="https://www.theinformation.com/how-uber-will-combat-rising-driver-churn" target="_self">The Information.</a> Lyft, its main competitor, already gives riders the option to leave a tip.
Read the entire <a class="inline_asset" title="https://www.theinformation.com/how-uber-will-combat-rising-driver-churn" href="https://www.theinformation.com/how-uber-will-combat-rising-driver-churn" target="_self">The Information</a> report.
&nbsp;

Only 4% of Uber drivers remain on the platform a year later, says report

Entry of the mobile technology ride-sharing service, <a href="https://www.lifewire.com/how-does-uber-work-3862752">Uber</a>, into passenger transport markets across the world has brought <a href="http://www.competition.org.za/review/2015/11/22/uber-a-game-changer-in-passenger-transport-in-south-africa">disruptive</a> competition with substantial benefits to consumers. Africa is no exception. <img loading="lazy" decoding="async" src="https://counter.theconversation.edu.au/content/74262/count.gif?distributor=republish-lightbox-basic" alt="The Conversation" width="1" height="1" /> 
Uber is currently the <a href="http://www.htxt.co.za/2016/08/25/uber-most-used-taxi-app/">dominant</a> ride-sharing app used in Africa. It has rapidly grown its <a href="http://venturesafrica.com/uber-signs-its-first-sou-in-africa-with-ghana/">African</a> footprint and now has operations in eight countries; Egypt, Ghana, Kenya, Morocco, Nigeria, South Africa, Uganda and Tanzania.
Disruptive competition through technology can bring substantial benefits to consumers, but it also raises competition and <a href="https://theconversation.com/how-uber-opens-cities-only-to-close-them-59067">socio-economic issues</a>. These result mainly from the displacement of traditional service providers. These issues cannot be ignored in a developing country. Regulation needs to at least ensure that conditions for competition are consistent and not only free but fair across competing services where possible.
There are also concerns that Uber, with its first mover advantage within the ride-sharing market, is growing into a monopoly despite the <a href="http://www.competition.org.za/review/2015/11/22/uber-a-game-changer-in-passenger-transport-in-south-africa">benefits</a> to consumers.
These concerns have been raised by incumbent taxi operators in Kenya and South Africa. As is the case across the globe traditional metered taxis are <a href="http://www.competition.org.za/review/2015/11/22/uber-a-game-changer-in-passenger-transport-in-south-africa">seeing red</a>. In South Africa, traditional metered taxi operators have protested and also tried, so far unsuccessfully, to get the competition authority to <a href="http://www.ujuh.co.za/uber-escapes-competition-robe-in-south-africa-as-metred-taxis-despair/">prosecute</a> Uber for what they see as anti-competitive behaviour. In Kenya, there have <a href="http://www.nation.co.ke/news/Six-man-gang-behind-Uber-taxi-attacks-arrested/1056-3134898-r3m5cfz/index.html">been attacks</a> on Uber drivers by business rivals.
But there are also signs of a rising challenge to Uber by new rivals. The Kenyan and South African experiences are worth noting. The different trajectories developing in these two markets make for an interesting comparison.
<h2>Uber firmly in the driving seat in South Africa</h2>
In South Africa new entrants into the ride-sharing app market have made little progress in attracting substantial demand. These include:
<ul>
<li><a href="https://taxify.eu/en-za/cities-2/johannesburg/">Taxify</a> which entered the market in 2015. It struggled and had to <a href="https://mybroadband.co.za/news/motoring/162994-taxify-relaunched-in-south-africa-to-take-on-uber-and-metered-taxis.html">re-launch </a>its brand with a new business model in 2016 to access a wider market, in which it now holds around a 10% share. Its strategy is based on 15% lower prices and higher proportional pay out to drivers.</li>
<li><a href="https://www.moneyweb.co.za/news/companies-and-deals/transaction-capital-plans-dominate-sas-metred-taxi-industry/">Zebra Cabs</a>, an incumbent metered taxi company, adopted the electronic taxi hailing technology to launch the Zebra Cabs app in 2016, a direct rival to Uber.</li>
<li><a href="http://www.702.co.za/articles/237998/uber-has-new-south-african-rival">Jozibear</a> entered the market late in 2016 and currently operates in Johannesburg, Cape Town and Durban.</li>
</ul>
But Uber has built a strong brand among local customers since entry in 2013, in a market with important first mover advantages.
Even though competitors may offer better quality or cheaper services, customers will be attracted to Uber’s because it has established a stronger brand and larger driver network. To compete, entrants have to develop rival platforms which are frictionless and able to attract both drivers and passengers.
<a href="https://mybroadband.co.za/news/motoring/162994-taxify-relaunched-in-south-africa-to-take-on-uber-and-metered-taxis.html">Changes in regulation</a> to encompass ride-sharing have formalised aspects of the industry in South Africa. These include licensing and permit conditions. But these changes have not necessarily led to a stronger competitive position for rivals, including metered taxis.
<h2>Why Little Cab in Kenya may be different</h2>
The picture is very different in Kenya. There Safaricom, the largest telecommunications operator, <a href="http://pulse.ng/tech/little-cab-safaricom-launches-its-weapon-of-choice-on-the-on-demand-taxi-market-in-kenya-id5232889.html">launched</a> an app-based ride-sharing service called <a href="http://www.reuters.com/article/us-kenya-safaricom-idUSKCN0ZL1I8">Little Cab</a> in July 2016 in partnership with Craft Silicon, a local software firm.
Little Cab introduced free Wi-Fi to passengers in addition to the option to process payments using <a href="http://cnbc.africa/news/east-africa/2017/01/04/mpesa-economic-impact-on-kenya/">M-Pesa</a>, the mobile-phone based financial service. M-Pesa is the most widely used mobile money service developed by Safaricom with <a href="http://www.ca.go.ke/index.php/statistics">66% market share</a> in Kenya.
Little Cab promises to be an effective competitor to Uber in Kenya’s ride sharing economy particularly due to its link to the mobile money platform.
It’s still not clear whether Uber can integrate the M-Pesa payment solution to its service in Kenya. A failure to address this challenge may limit the company’s ability to retain its position in the market. This is partly because most Kenyan’s don’t have credit cards, a fact that led Uber to introduce <a href="http://allafrica.com/stories/201604150744.html">cash payments</a> three months after entering the Kenyan market in January 2015. This adjustment has been pivotal to its growth in the country.
Little Cab appears to be performing well given its plans to <a href="https://qz.com/846609/safaricoms-little-cab-a-rival-uber-in-kenya-is-launching-in-nigeria-and-uganda/">expand</a> into Uganda and Nigeria in 2017, its first operations outside Kenya. These are not entirely new markets for Safaricom given that its largest regional operations are based in Nigeria under Craft Silicon.
Similarly, Safaricom has operations in <a href="https://qz.com/846609/safaricoms-little-cab-a-rival-uber-in-kenya-is-launching-in-nigeria-and-uganda/">Uganda</a>, and plans to use its existing knowledge of these markets to gain entry and compete with other ride-sharing services.
<h2>Too early to call?</h2>
There’s a fascinating competitive clash emerging in Kenya which may play itself out throughout the east African region. M-Pesa’s attractiveness to both markets (ride-sharing and mobile money users) gives Safaricom and Little Cabs a competitive advantage.
Safaricom is able to leverage its large mobile money subscriber base and technology to compete with Uber in a market where mobile money payments are ubiquitous. On the other hand, the rival has first mover advantages in terms of branding and convenience in the ride-sharing sharing economy.
Have you read:
<h3 class="r _U6c"><a class="l _HId" href="http://cnbc.africa/news/2017/03/17/uber-kenya-hikes-fare-20-percent-strikes/">Uber Kenya hikes fare by 20 percent after strikes</a></h3>
<h3 class="r _U6c"><a class="l _HId" href="http://cnbc.africa/news/2017/03/10/south-africas-taxis-block-roads-main-airport-uber-protest/">South Africa&#8217;s taxis block roads to main airport in Uber protest</a></h3>
<h3 class="r _U6c"><a class="l _HId" href="http://cnbc.africa/news/2017/01/06/an-uber-drive-with-the-ambition-to-top-the-music-charts/">An Uber driver with the ambition to top the music charts</a></h3>
However, Safaricom appears to have overcome the seemingly insurmountable first mover position enjoyed by Uber, and brand-related entry barriers by simply leveraging its own strengths in Kenya.
Who will win the market in the region is now anyone’s guess.
Uber’s position in South Africa looks more assured. But it does face challenges. Ongoing protests, the <a href="https://www.businesslive.co.za/bd/national/2017-03-10-metered-taxi-drivers-bring-airport-traffic-to-a-halt-in-uber-protest/">most recent</a> of which led to gridlock near the country’s largest international airport, could lead to continued scrutiny of its operations.
And the company has had to adjust its model to suit local conditions. Uber grew rapidly when it first launched using its standard transacting mechanisms due in part to the fact that 
in 2015 <a href="http://data.worldbank.org/products/data-books/little-data-book-on-financial-inclusion">54.9%</a> of South Africans had credit cards. But it has had to reconsider its banking card only payment mechanism and now allows cash payments.
<a href="https://theconversation.com/profiles/thando-vilakazi-229911">Thando Vilakazi</a>, Senior Researcher, Centre for Competition, Regulation and Economic Development, <a href="http://theconversation.com/institutions/university-of-johannesburg-1275">University of Johannesburg</a> and <a href="https://theconversation.com/profiles/shingie-chisoro-dube-345019">Shingie Chisoro Dube</a>, Economist Researcher/PhD Candidate, <a href="http://theconversation.com/institutions/university-of-johannesburg-1275">University of Johannesburg</a>
This article was originally published on <a href="http://theconversation.com">The Conversation</a>. Read the <a href="http://theconversation.com/two-very-different-responses-to-uber-kenya-and-south-africa-74262">original article</a>.

As anger grows against Uber in Africa this is how S.A and Kenya are responding to it

Jeff Jones, the president of Uber, is quitting the car-hailing company after less than a year. The move by the No. 2 exec, said sources, is directly related to the multiple controversies there, including explosive charges of sexism and sexual harassment.
Uber confirmed the departure and will be sending a statement.
Jones also confirmed the departure with a blistering assessment of the company. &#8220;It is now clear, however, that the beliefs and approach to leadership that have guided my career are inconsistent with what I saw and experienced at Uber, and I can no longer continue as president of the ride sharing business,&#8221; he said in a statement to Recode.
Jones, said sources, determined that this was not the situation he signed on for, especially after Uber CEO Travis Kalanick announced a search for a new COO to help him right the very troubled ship.
That was not the reason for Jones&#8217; departure, sources said, even though it meant that Kalanick was bringing in a new exec who could outrank him. Instead, these sources said, Jones determined that the situation at the company was more problematic than he realized.
Jones was certainly touted by Kalanick as a big hire when he arrived at Uber last fall from Target, where he was its well-regarded CMO. His job, among others, was to remake the company&#8217;s tainted image. He also was president of its main ride-sharing business.
Kalanick and Jones met just a year ago at the TED conference in Vancouver and there was much excitement that the company was attracting top-level corporate execs.
Jones replaced board member Ryan Graves, who started at the company as CEO but relinquished that role to Travis Kalanick in 2010, as president. Graves now heads up the company&#8217;s delivery business, UberEverything. The transition was pitched as a necessary move as the ride-hail company continued to scale.
&#8220;Over the last six months, Ryan and I have become increasingly convinced that our rapidly growing marketing efforts needed to be far more integrated with our city operations,&#8221; Kalanick <a class="inline_asset" href="https://newsroom.uber.com/jeff-jones/" target="_self">wrote</a> in a post announcing Jones&#8217; hire.
Jones spent much of the beginning of his tenure as the president of ride-sharing driving for Uber and meeting with drivers, after which he sent drivers an email about what he learned and what the company intends to do.
&#8220;It&#8217;s clear that there&#8217;s much we can be doing better. Listening is where we get our best ideas, because they come from you, the people using Uber every day &#8221; he wrote.
But in February, Jones&#8217; second public attempt to reach drivers went awry when drivers began flooding Jones&#8217; Facebook page with angry comments and complaints during a question and answer session.
Jones&#8217; decision to leave Uber likely won&#8217;t surprise people who worked with him at Target. &#8220;Jeff does not like conflict,&#8221; a source previously told Recode.
The situation at the company has deteriorated since then, obviously, after a blog post by a former female engineer chronicled a deeply dysfunctional management led by Kalanick that favored what board member Arianna Huffington called &#8220;brilliant jerks.&#8221;
Jerks indeed, as what has happened since then has made clear. Since the post, the company has fired its engineering head after revelations of a serious sexual harassment investigation at his previous employer, saw its head of product leave after questionable sexual behavior was uncovered at a company event and has initiated an investigation into the entire situation with a former Attorney General of the United States at the lead.
In addition, the now persistently apologetic Kalanick announced the search for a COO to help him do a better job.
—By Kara Swisher and Johana Bhuiyan, <a class="inline_asset" href="http://recode.net/" target="_self" data-nodeid="101305756">Recode.net</a>.
CNBC&#8217;s parent NBCUniversal is an investor in Recode&#8217;s parent Vox, and the companies have a content-sharing arrangement.

Uber president Jeff Jones is quitting as management turmoil at the ride-hailing company deepens

The Kenyan unit of U.S. ride-hailing firm Uber Technologies Inc has increased its fare by 20 percent, a move that follows protests and strikes by Uber drivers who said a lower fare made their service uneconomical.
Uber, which operates in several African countries, cut its fare in Kenya to 35 shillings ($0.3400) per kilometre last year, after local rival Little &#8211; backed by Kenyan telecoms operator Safaricom Ltd &#8211; introduced a service with a lower price.
Uber drivers have staged regular strikes and protests in Nairobi in recent weeks over the low fare, local media reported.
Lawmakers and ministry of transport officials also supported a higher price.
The company has now raised its fare to 42 shillings per km.
&#8220;We believe driver-partners will earn more as a result of these changes,&#8221; Uber Kenya said in a statement on Thursday.
As in other markets, Uber drivers in Kenya initially faced opposition and sometimes hostility from other taxi drivers. In March last year, six men were charged with attempted murder and malicious damage to property over an attack on an Uber driver.
($1 = 102.9500 Kenyan shillings)
&nbsp;

Uber Kenya hikes fare by 20 percent after strikes

On 10 March, the metered taxi drivers took to the streets of Johannesburg and severely impacted traffic to and from O R Tambo International Airport. They were protesting the ride-hailing app Uber which they say is ‘stealing their jobs’. They state they had exhausted all avenues in government as their appeals for the government to use force, failed; it was, therefore, time for them to take matters into their own hands and use their own force instead to prevent voluntary trade between Uber and its customers.
The government started to regulate metered taxi prices shortly after the 2010 World Cup when they imposed a fee of R15 per kilometer, and this regulation has never been repealed. Seeing an opportunity in the market, Uber moved in, and the metered taxi drivers are upset because Uber can provide a better, cheaper and more easily accessible service than they can.
While the taxi drivers are in favour of government using force against their competitors, they do not enjoy falling victim to that force. Sadly, this is the nature of government protection. Different groups will always vie for the power that government protection gives them, because then they do not have to compete so hard on an open market with others who might provide a better service. To demand that government steps in and rigs the market against one competitor is not justice, it is not fair and it is not moral. You cannot demand government protection without recognising that that same protection will restrict your job prospects as well, perhaps not immediately, but definitely in the future.
The metered taxi drivers have a legitimate concern, but they are focusing their frustration on the wrong target. Price controls always entrench one group over another – all too evident from how the government tried to control business under Apartheid socialism. The taxi drivers would be able to compete with Uber if they could charge the price they thought best. The market, made up of their passengers, would provide reliable information when what they offer is either accepted or rejected and steer them in the right direction to better their service even more. The drivers ought to be protesting the amount of power government holds over their industry and the price controls it imposes. They should not be attacking a competitor that has a right to enter the market and try its hand at running a profitable business.
Contrary to popular belief, and perhaps that of the taxi drivers, no one has a right to a job. A job is a voluntary contract into which you enter either with an employer or a customer. You fulfill your side of the agreement by providing a service in exchange for reward from the other party. No-one is compelled to provide you with a job. An employer, just like a customer, has a right to use their resources as they see fit. It is immoral to demand that they do x with their time, money and other resources, simply because you or anyone needs or demands it. This is a moral argument. To say you have a right to a job means that you are prepared to use force when you deem it necessary to force people to act in a way you want, or to give their money to you whether they wish to or not. It is claiming that your needs, whims and desires have precedence over their free will. To argue in this way will lead, one day, to you being displaced when the next powerful group succeeds in using government power to force you to make way so that they can operate without having to compete with you.
Uber drivers, just like the metered taxi drivers, are working people, trying to make a living and put food on the table for their families. Through Uber, they just happen to provide an easily-accessible, cheap service that customers voluntarily choose to use. Uber drivers are not moustache-twirling barons who reside in cigar smoke-filled rooms.
As in any industry, not just the taxi industry, government should not have so much power that one group can use it against another. The power should be in the hands of the customer who will decide which service is the better.
Author Chris Hattingh is an intern at the Free Market Foundation. The views expressed in the article are the author’s and are not necessarily shared by the members of the Free Market Foundation.

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