The Ubisoft Workers of Montreal Union has initiated a petition aimed at safeguarding the hybrid work arrangement that many employees have come to rely on, and the effort has already amassed more than 300 signatures. According to a report from Game Developer, the campaign was launched by Game Workers Unite Montreal (GWU) on September 30, and the union quickly spread the word through its social‑media channels.
In the announcement, the union urged every staff member at Ubisoft Montreal to add their name to the petition and encouraged allies outside the studio to share the request within their own networks. The call to action emphasized personal outreach: employees were asked to approach colleagues during break periods and invite them to sign in person, a tactic that proved effective as the majority of signatures were collected face‑to‑face.
The United Videogame Workers Union, a branch of the Communications Workers of America (UVW‑CWA), publicly endorsed the petition. In its statement, UVW‑CWA praised the Montreal union for "leading the change in our collective struggle for dignified work and economic justice," underscoring the broader significance of the issue beyond a single studio. The union’s statement highlighted several groups that are disproportionately affected by a rigid return‑to‑office policy: parents juggling childcare, employees with disabilities who may need accommodations, workers who have purchased homes far from the office, expatriates who relocated internationally to keep their jobs, and professionals who have demonstrated higher productivity while working remotely. "Return‑to‑Office is one of many policies management implements without the input of workers it affects the most," the union wrote, pointing out that such top‑down decisions ignore the lived realities of the workforce.
Moreover, the union warned that recent cost‑cutting measures and the reversal of earlier agreements could carry a "human price" that senior leadership must be prepared to answer for. The petition therefore seeks not only to preserve hybrid flexibility but also to demand greater transparency and negotiation in future policy changes. Ubisoft’s own rationale for the shift can be traced back to the start of the year, when the company announced a restructuring into "Creative Houses." As part of that reorganization, a new return‑to‑office mandate was introduced, requiring staff to be present in the office five days a week, with only a limited number of work‑from‑home days allocated annually.
Senior Vice President of Studio Operations Marie‑Sophie de Waubert explained to GamesIndustry.biz that the goal was to "strengthen onsite collaboration" and to foster a "collective dynamic across teams." She argued that in‑person interaction is a catalyst for efficiency, creativity, and overall success in a highly competitive market. While acknowledging that flexibility will be discussed with each country’s specific context, she reiterated that the primary driver behind the policy is the perceived need to improve the quality of Ubisoft’s games and the creative output of its teams. Chief Financial Officer Frederick Duguet echoed a similar sentiment, stating that the company would continue to engage with employees and their representatives, but framing the policy change as a means to "boost the collective performance for AAA titles." This language suggests that the leadership views physical presence as a lever for achieving higher production standards and meeting market expectations. The tension between management’s push for office‑centric work and the workforce’s demand for flexibility is not new at Ubisoft.
In February of this year, a three‑day international strike erupted in response to the restructuring and the return‑to‑office directive. The strike saw participation from at least 1,200 employees across several studios, according to Marc Rutschlé, a representative of the Solidaires Informatique union at Ubisoft Paris.
Ubisoft later reported that 528 staff members had formally declared themselves on strike in a separate statement, indicating a substantial level of dissent within the company. The current petition can be seen as a continuation of that broader movement, aiming to translate the momentum of the February strike into concrete policy adjustments.
By gathering signatures, the Montreal union hopes to demonstrate to Ubisoft’s senior leadership that a sizable portion of the workforce values a hybrid model that balances in‑office collaboration with the autonomy and work‑life balance that remote work provides. Supporters of the petition argue that hybrid work does not diminish teamwork; rather, it can enhance it by allowing employees to choose the environment in which they are most productive while still maintaining regular face‑to‑face interaction for brainstorming sessions, mentorship, and team building. They also point to industry research indicating that hybrid arrangements can lead to higher employee satisfaction, lower turnover, and even cost savings for companies that reduce the need for large permanent office spaces. Critics within Ubisoft’s leadership, however, maintain that the fast‑paced nature of AAA game development requires frequent, spontaneous collaboration that is best facilitated when teams share a physical space.
They contend that the creative process benefits from the serendipitous exchanges that occur in hallways, lunchrooms, and informal meetings—interactions that are harder to replicate in a virtual setting. As the petition continues to collect signatures, both sides are preparing for what could become a pivotal negotiation. The union’s call for a preserved hybrid model reflects a growing trend across the tech and creative sectors, where employees are demanding more agency over where and how they work.
Ubisoft’s response will likely influence not only its own internal culture but also set a precedent for other large studios navigating the post‑pandemic workplace landscape. The outcome remains uncertain, but the growing number of signatories—already surpassing 300—signals that the issue resonates strongly with many Ubisoft Montreal employees. Whether Ubisoft will adjust its policy to incorporate more flexibility, or double down on a full‑time office presence, will depend on how effectively the union can translate this grassroots support into actionable change during upcoming discussions with management and corporate stakeholders.