Uber is building an autonomous vehicle empire, and here’s every company it’s using to do it
Uber has shifted from developing autonomous vehicles itself to building a global network of partnerships and investments in more than 30 AV companies. The strategy matters because it lets Uber offer robotaxi and self-driving freight services through its app without bearing the full cost and risk of creating the technology in-house.
– Uber abandoned its in-house AV programme after a Waymo lawsuit, Travis Kalanick’s 2017 departure and a fatal 2018 crash in Arizona.
– In 2020, it sold Uber ATG to Aurora but retained an equity stake; it now holds 19.7% of Aurora’s Class A equity.
– Aurora and Uber Freight expanded their collaboration in 2024, with self-driving truck round trips between Dallas and Houston announced in 2025.
– Uber and Autobrains plan a Munich robotaxi service, subject to regulatory approval, using Autobrains’ AI driving system.
– Uber owns a 30% stake in European fleet operator Avomo, which supports services including cleaning, maintenance, charging and depot operations.
- Uber is pursuing autonomy through partners rather than in-house development.
- Aurora remains Uber’s most significant autonomous vehicle investment.
- Robotaxi and self-driving freight services are expanding internationally.
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Autonomous vehicles are cars and lorries that use sensors and software to drive with little or no human control. Uber’s interest is in making these services available through the same app people use to book rides or arrange freight, while other companies provide the driving technology and vehicles.
Uber previously tried to develop this technology itself through its Advanced Technologies Group. That effort faced legal, management and safety problems, including a fatal test-vehicle crash in Arizona in 2018, and Uber sold the unit to the self-driving truck company Aurora in 2020 while keeping a shareholding.
The company now works with technology developers, vehicle operators and firms that run the practical side of autonomous fleets, such as charging, cleaning and maintenance. These partnerships could help Uber expand robotaxi and driverless freight services in different countries without taking on all the expense and responsibility of building the systems itself.
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The case for
Supporters argue that Uber’s partnership-led approach is a disciplined way to help deploy autonomous transport at scale. It combines Uber’s large customer network and operational experience with specialist companies’ driving technology, while limiting the financial and safety risks of rebuilding an in-house programme. They see investments in firms such as Aurora and Avomo as helping create the fleet, freight and maintenance infrastructure needed for reliable services, subject to regulatory oversight.
The case against
Critics argue that assembling a network of investments and partnerships may give Uber influence without ensuring clear accountability for safety, labour effects and public benefit. They may question whether the company’s commercial incentives will encourage rapid deployment before regulations, local transport systems and workers are adequately protected, particularly given its previous autonomous-vehicle programme’s troubled history. Reliance on many separate technology and fleet partners could also make responsibility less transparent if services fail or cause harm.