The Ubisoft Workers of Montreal Union has initiated a petition aimed at safeguarding hybrid work arrangements, and the effort has already attracted more than three hundred signatures. According to reporting from Game Developer, the campaign was officially launched on September 30 when the Game Workers Unite Montreal (GWU) union posted an announcement across its social media channels.
In the announcement, the union appealed directly to every employee at Ubisoft Montreal, urging them to add their name to the petition. It also called on allies and supporters to spread the word within their own networks, encouraging a broader community to lend its voice to the cause. The union’s strategy for gathering signatures emphasized personal interaction: staff were asked to meet colleagues during break periods and sign the petition in person, a method that has proven effective as the majority of the signatures have been collected face‑to‑face. The United Videogame Workers Union (UVW‑CWA) publicly endorsed the petition, praising the Montreal union for leading a broader movement toward dignified labor practices and economic justice.
In its statement, UVW highlighted how return‑to‑office policies are often introduced by management without consulting the very workers who are most affected. It pointed out that such policies can disproportionately impact a wide range of employees, including parents, individuals with disabilities, those who have purchased homes far from the office, expatriates who relocated internationally for their jobs, and professionals who have demonstrated higher productivity in remote settings.
“By imposing harsh cost‑cutting measures and reneging on prior agreements, company leadership must be held accountable for the human cost of their decisions,” the union wrote. This sentiment reflects a growing frustration among Ubisoft staff who feel that recent corporate directives prioritize financial metrics over employee well‑being.
Earlier in the year, Ubisoft announced a restructuring plan that introduced the concept of Creative Houses. As part of this reorganization, the company rolled out a return‑to‑office mandate that requires all employees to be physically present in the office five days a week, with a limited number of work‑from‑home days allocated annually.
The rationale given by senior management centers on the belief that in‑person collaboration fuels efficiency, creativity, and overall success in a highly competitive market. Marie‑Sophie de Waubert, senior vice‑president of studio operations, explained to GamesIndustry.biz that the goal is to "strengthen onsite collaboration and the collective dynamic across teams." She argued that face‑to‑face interaction is a key driver of productivity and artistic innovation, especially for AAA titles that demand tight coordination among large, multidisciplinary teams. De Waubert added that while the company will eventually discuss regional variations and flexibility in the new model, the primary objective remains the enhancement of game quality and creative output.
Chief financial officer Frederick Duguet echoed a similar message, stating that discussions with employees and their representatives will continue, but emphasizing that the shift is fundamentally about "boosting collective performance for AAA projects." His comments suggest that the financial leadership views the hybrid‑to‑on‑site transition as a lever for improving the studio’s bottom line and competitive standing. The tension between management’s push for office presence and workers’ desire for flexibility is not new at Ubisoft. In February, a three‑day international strike was organized in response to the same restructuring and the newly imposed return‑to‑office policy.
At least 1,200 employees participated in the walkout, according to Marc Rutschlé, a representative of the Solidaires Informatique union at Ubisoft Paris, who confirmed the figure to GamesIndustry.biz. Ubisoft later reported that 528 staff members had formally declared themselves on strike in a separate statement, underscoring the depth of dissent within the workforce. The current petition therefore represents a continuation of the broader labor movement within the company, seeking to preserve a hybrid work model that balances the benefits of in‑person collaboration with the flexibility that many employees have come to rely on.
By gathering signatures both digitally and in person, the union hopes to demonstrate a clear, quantifiable level of support that can be presented to Ubisoft’s leadership during upcoming negotiations. Supporters of the petition argue that a hybrid approach can retain the collaborative advantages highlighted by management while also accommodating the diverse personal circumstances of the workforce.
They point to research indicating that hybrid models can improve employee satisfaction, reduce burnout, and even increase overall productivity when implemented thoughtfully. Moreover, they contend that maintaining some degree of remote work can help Ubisoft attract and retain talent in a competitive industry where skilled developers often have multiple employment options. As the petition gains momentum, it is likely to become a focal point in the ongoing dialogue between Ubisoft’s executive team and its employees. The outcome could set a precedent for how large game development studios across the globe manage the balance between office culture and remote flexibility in the post‑pandemic era.
The union’s effort to preserve hybrid work not only reflects immediate concerns about daily schedules but also speaks to larger questions about the future of work in the creative industries. In summary, the Ubisoft Workers of Montreal Union’s petition has already secured over 300 signatures, signaling strong employee engagement.
With backing from the United Videogame Workers Union and a history of organized action, the campaign aims to influence Ubisoft’s policies toward a more balanced, employee‑centric work model that respects both the need for collaboration and the realities of modern life.