The Ubisoft Workers of Montreal Union has initiated a petition aimed at preserving a hybrid work arrangement for its members, and the effort has already attracted more than three hundred signatures. According to reporting by Game Developer, the campaign was launched on September 30 by the Game Workers Unite Montreal (GWU) union, which announced the petition on its social media channels and called on every Ubisoft Montreal staff member to add their name. The union’s message emphasized that each employee should take a moment during their break to sign the petition in person, noting that the majority of signatures have been collected face‑to‑face.
By encouraging colleagues to discuss the issue over coffee or in the lobby, the union hopes to build a sense of solidarity and make clear that the request is not merely a bureaucratic formality but a collective demand for a more flexible work environment. Support for the petition quickly arrived from the United Videogame Workers Union (UVW‑CWA). In a statement, UVW‑CWA praised the Montreal union’s initiative, declaring that the UVM members "are spearheading change in our shared fight for respectable working conditions and economic fairness." The statement went on to critique the company's recent return‑to‑office directive, arguing that such policies are often imposed without meaningful input from the very workers they affect most.
"A mandatory return to office is just one of many top‑down decisions that ignore the diverse circumstances of employees," the UVW‑CWA wrote. "Parents juggling childcare, staff members with disabilities, those who have bought homes far from the studio, expatriates who relocated for the job, and professionals who simply thrive in remote settings all face unnecessary hardship when flexibility is stripped away." The union also warned that Ubisoft’s recent cost‑cutting measures and the reversal of prior agreements carry a human cost that senior management must acknowledge. By pushing a rigid five‑day‑in‑office schedule, the company risks alienating a workforce that has already demonstrated its willingness to protest—recall the three‑day international strike earlier this year, which saw roughly 1,200 employees walk out in response to the restructuring into Creative Houses and the accompanying return‑to‑office mandate. Ubisoft’s leadership has defended the policy by framing it as a means to boost collaboration and creative output.
Marie‑Sophie de Waubert, senior vice‑president of studio operations, told GamesIndustry.biz that the goal is to "strengthen onsite collaboration, the collective dynamic across teams." She argued that in‑person interaction is a catalyst for efficiency, imagination, and overall success in a highly competitive market. De Waubert added that the company will eventually discuss the specifics of the new model with each country’s teams, but stressed that the ultimate aim is to improve the quality of the games and the creative process.
Chief Financial Officer Frederick Duguet echoed a similar sentiment, stating that the shift is intended to "further boost collective performance for AAA titles." He pledged that Ubisoft would engage with employees and their representatives to fine‑tune the approach, but maintained that the overarching objective remains the delivery of high‑quality products. The petition’s momentum reflects broader tensions within the video‑game industry, where remote and hybrid work have become entrenched since the pandemic.
Many developers argue that the ability to work from home or from a flexible location enhances work‑life balance, reduces commuting stress, and can even increase productivity. Conversely, some studio heads claim that physical proximity fosters spontaneous brainstorming, rapid problem‑solving, and a stronger sense of team cohesion. In the case of Ubisoft, the return‑to‑office policy was introduced at the start of the year as part of a larger restructuring plan that divided the company into several "Creative Houses"—semi‑autonomous units intended to give each studio more artistic freedom while aligning them with corporate financial goals.
The policy granted employees a limited annual allowance of work‑from‑home days, but required a full five‑day presence for the majority of the calendar year. Critics, including the Montreal union, argue that this approach fails to account for the varied personal circumstances of staff. For instance, employees who have purchased homes in suburban areas or who commute long distances may find the daily commute both costly and exhausting.
Likewise, workers with caregiving responsibilities or chronic health conditions may experience heightened stress when forced to be on site every day. The petition seeks not only to retain the hybrid model but also to open a dialogue about how flexibility can be integrated into Ubisoft’s broader strategic vision. By gathering signatures, the union hopes to demonstrate to senior management that a significant portion of the workforce values the ability to split their time between the office and remote locations.
If the petition gains further traction, it could prompt Ubisoft to revisit its policy, potentially leading to a more nuanced arrangement—perhaps a core‑day schedule where employees are required in the office on certain days for collaborative sessions, while retaining the freedom to work remotely on others. Such a compromise could address the company’s desire for face‑to‑face interaction without discarding the benefits that remote work provides. The situation remains fluid, and both sides have indicated a willingness to continue discussions.
The union has called on all Ubisoft Montreal staff to add their names to the petition and to spread the word within their networks, while the company has signaled that it will engage with employee representatives to refine the model. As the debate unfolds, the outcome will likely influence not only Ubisoft’s internal culture but also set a precedent for how other studios across the industry balance the competing demands of collaboration, creativity, and employee well‑being.