Uber is cutting 3,300 jobs and consolidating its delivery operations as its $14.8bn takeover of Delivery Hero advances, positioning the US group to absorb a delivery network spanning 50 markets, including Talabat across the Middle East and Saudi Arabia’s HungerStation.
The transaction moved another step forward on September 2 when Delivery Hero’s management and supervisory boards formally recommended shareholders accept Uber’s €41.50-a-share cash offer, describing the price as fair and the transaction as being in the interests of the company and its stakeholders.
Shareholders have until November 5 to tender their stock. Completion requires acceptance covering at least 50% plus one share of Delivery Hero’s capital, excluding treasury shares, alongside merger-control and other regulatory approvals. Closing is expected in the second half of 2027.
The endorsement comes almost simultaneously with Uber’s deepest organisational restructuring since the pandemic, linking a substantial expansion of its international delivery footprint with an effort to make the company itself leaner.
From July Bid to September Restructuring
Uber agreed the takeover on July 16, valuing Delivery Hero at about $14.8bn, or $13.7bn after adjusting for Uber’s previous stake purchases.
The €41.50 offer represents a roughly 108% premium to Delivery Hero’s unaffected May 8 closing price and about 127% above its preceding three-month volume-weighted average price. The formal tender began on August 27 after German regulator BaFin approved publication of the offer document.
Uber already directly owns about 24.77% of Delivery Hero and holds another 11.74% economic exposure through equity derivatives. Prosus has irrevocably committed its 16.68% stake to the offer, taking Uber’s combined economic interest to roughly 53%.
That does not amount to present majority voting control, leaving the shareholder threshold and regulatory conditions material to completion.
The market has also continued to price execution risk into the transaction, with Delivery Hero shares trading below the €41.50 offer despite the large headline premium.
The gap is particularly notable because Delivery Hero enters the takeover process with improving underlying performance. The company raised its full-year guidance in August after second-quarter GMV rose 11.3% to €13.2bn, revenue increased 17.7%, and first-half free cash flow reached €348mn, compared with negative €8mn a year earlier.
$825mn Savings as Uber Redirects Capital
On September 2, Uber separately announced plans to eliminate about 3,300 corporate positions, equivalent to 10% of its workforce, while reducing management layers and consolidating teams.
The restructuring is expected to generate about $825mn in annual savings, as Uber simultaneously commits more than $10bn to autonomous-vehicle expansion and increases investment across its core mobility and delivery businesses.
Uber has not said the Delivery Hero acquisition caused the layoffs.
The strategic connection is nevertheless significant. Uber is combining previously separate restaurant, retail and direct-delivery operations while preparing to acquire a portfolio of established regional delivery companies.
The company is therefore reducing organisational complexity at its centre while buying substantial scale across international markets.
That operational reset also matters financially. Uber intends to fund the Delivery Hero acquisition using cash and new borrowing and has secured an approximately €14bn bridge facility. It says the transaction is structured to preserve its investment-grade credit profile, with gross leverage remaining below 2x.
Scale — and $1.2bn of Synergies
The retained Delivery Hero businesses operate across 50 markets and generated about $42bn of gross bookings in 2025.
Combined with Uber, the enlarged group would operate across 99 markets, with approximately $236bn in pro-forma gross bookings. The number of markets where Uber could offer both mobility and delivery would rise from 34 to 58.
Scale matters because Uber’s economics increasingly depend on selling multiple services to the same customer rather than treating ride-hailing and delivery as separate businesses.
Uber says customers using several products generate roughly three times as many bookings as customers confined to ride-hailing. The group expects the combination to lower customer-acquisition costs and expand opportunities across merchant services, advertising, membership and logistics.
Uber is expected to seek about $1.2bn in synergies from the transaction, strengthening the financial case for combining its mobility network with Delivery Hero’s international delivery operations.
The acquisition also addresses a competitive imbalance. DoorDash retains a commanding position in the US food-delivery market, giving Uber a strong incentive to build greater scale internationally.
Delivery Hero provides that reach across Asia, Latin America, Europe, Africa and the Middle East.
Talabat Places MENA at the Centre
The Middle East is one of the transaction’s most strategically important components.
Businesses destined for Uber include Talabat in Bahrain, Egypt, Iraq, Jordan, Kuwait, Oman, Qatar and the UAE, as well as HungerStation in Saudi Arabia. Delivery Hero’s Glovo operations in Morocco and Tunisia are also included.
That would bring some of MENA’s largest food, grocery and quick-commerce platforms into the same ultimate corporate group as Uber’s mobility network.
Talabat, however, would remain legally distinct.
Delivery Hero controls 80% of Dubai-listed Talabat through Delivery Hero MENA Holding. If the takeover completes, Uber would become Delivery Hero’s owner and therefore the ultimate parent above that controlling Talabat stake.
Talabat has said the transaction does not alter its Dubai Financial Market listing, leadership, operations or strategy.
For Egypt, the deal would place Talabat Egypt and Uber’s mobility operations within the same ultimate corporate structure. In Saudi Arabia, Uber would add HungerStation to its regional portfolio.
The potential value lies less in combining brands than in exploiting the economics of a broader customer and merchant network. Shared customer acquisition, advertising, membership and cross-platform engagement could become increasingly important if regulatory approvals allow deeper operational integration.
No Talabat integration programme has been announced, however, and the businesses remain independent pending completion.
The strategic prize is therefore broader than ownership of additional delivery applications. The deal could give Uber the foundations of a regional mobility-and-commerce ecosystem spanning several of the Middle East’s largest consumer markets.
Antitrust Shapes the Deal
Uber will not acquire all of Delivery Hero.
Delivery Hero has agreed to sell operations in 14 markets to SSW Partners for about $1.6bn, particularly where its businesses overlap with Uber Eats. The portfolio includes operations in Spain, Portugal, Poland, Greece, Türkiye, Austria, Sweden and Norway.
The disposals effectively reshape the transaction around some of its most obvious competition concerns, reducing overlap before regulators begin their full review.
Regulatory scrutiny remains a material risk, particularly in Europe, and the transaction is not expected to close until the second half of 2027.
The broader industry is already consolidating as pandemic-era growth moderates and platforms seek stronger margins. DoorDash has acquired Deliveroo, Prosus bought Just Eat Takeaway, and Uber is now moving on Delivery Hero, concentrating global food delivery around a smaller group of large platforms.
Uber believes the economics justify the complexity. The company expects the acquisition to add to adjusted earnings per share immediately after completion and to deliver high-single-digit percentage EPS accretion by the third year.
The chronology increasingly defines the strategy.
July brought the $14.8bn takeover agreement. August opened the formal tender. September brought Delivery Hero’s board endorsement and Uber’s biggest organisational reset in years.
There is no evidence that the acquisition directly triggered Uber’s 3,300 job cuts. But together, the moves point to a broader transformation: Uber is concentrating management and capital while preparing for a substantial expansion of its global delivery footprint.
If regulators and shareholders clear the deal, Uber would emerge leaner at headquarters but considerably broader in the markets it serves — with Talabat, HungerStation and Uber mobility sitting within the same global corporate architecture and giving the group a combination of ride-hailing and everyday-commerce assets few competitors in the Middle East can replicate.
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