The Ubisoft Workers of Montreal Union has initiated a petition aimed at safeguarding a hybrid work arrangement for its members, and the campaign has already amassed more than three hundred signatures. The effort, which was announced on September 30, quickly spread across social media platforms, inviting every employee at Ubisoft Montreal to add their name and encouraging allies to rally their own networks in support of the cause. According to reporting from Game Developer, the petition was launched by Game Workers Unite Montreal (GWU) as part of a broader strategy to give staff a stronger voice in decisions that affect their daily lives. The union’s messaging emphasized that the majority of signatures were collected in person, urging workers to take a brief pause during their breaks to sign the document.
This grassroots approach was designed to foster a sense of solidarity among colleagues and to demonstrate the tangible demand for flexible work options. The United Videogame Workers Union, operating under the umbrella of the CWA, publicly endorsed the petition.
In its statement, the UVW‑CWA praised the Ubisoft Montreal union for "leading the change in our collective struggle for dignified work and economic justice." The statement highlighted how many corporate policies—particularly return‑to‑office mandates—are often rolled out without meaningful consultation with the very employees they impact. It listed a range of affected groups, including parents juggling childcare, staff members with disabilities, employees who have purchased homes far from the studio, expatriates who relocated internationally for their jobs, and professionals who have proven to be highly productive in remote settings.
The union’s critique went further, accusing Ubisoft’s leadership of imposing "brutal cost‑cutting measures" and reneging on previously negotiated agreements. It argued that such actions must be held to account, as they carry a human cost that extends beyond simple financial metrics. By pushing for a return‑to‑office policy that limits remote work, the company, the union claimed, risks alienating a diverse workforce and undermining the very creativity and collaboration that drive the industry.
Ubisoft’s rationale for the policy shift can be traced back to the beginning of the year, when the company reorganized its development structure into what it calls "Creative Houses." As part of that restructuring, a new return‑to‑office directive was introduced, mandating that all staff be present in the office five days a week, with only a limited annual allowance for work‑from‑home days. Senior Vice President of Studio Operations Marie‑Sophie de Waubert explained to GamesIndustry.biz that the move was intended to "strengthen onsite collaboration" and to nurture a "collective dynamic across teams." She argued that face‑to‑face interaction is a key driver of efficiency, creativity, and overall success in a highly competitive market. While acknowledging that flexibility would be discussed with each country’s specific circumstances, de Waubert stressed that the primary goal was to enhance the quality of Ubisoft’s games and to re‑energize team engagement within the Creative House framework. Chief Financial Officer Frederick Duguet echoed a similar sentiment, stating that the company would continue dialogues with employees, their representatives, and individual teams.
He framed the policy as a means to "boost collective performance for AAA titles," suggesting that a more unified physical presence could translate into higher‑quality output and better market performance. The tension surrounding Ubisoft’s return‑to‑office mandate is not new. In February of the same year, the studio experienced a three‑day international strike in response to the restructuring and the new office requirements.
At least 1,200 workers participated, according to Marc Rutschlé, a representative of the Solidaires Informatique union at Ubisoft Paris, who confirmed the numbers to GamesIndustry.biz. Ubisoft later reported that 528 employees had formally declared themselves on strike in a separate communication, underscoring the depth of discontent among staff. The current petition can be seen as a continuation of that earlier activism, aiming to shift the conversation from outright protest to a more nuanced negotiation over work‑style flexibility. By gathering signatures both in person and online, the union hopes to demonstrate a clear, quantifiable demand for a hybrid model that balances the benefits of in‑office collaboration with the proven advantages of remote work, such as reduced commuting time, improved work‑life balance, and the ability to tap into a broader talent pool.
Supporters of the petition argue that hybrid arrangements can preserve the spontaneous brainstorming sessions and informal mentorship moments that often occur in a physical office, while still granting employees the autonomy to work from locations where they are most productive. They point to industry studies showing that hybrid models can increase employee satisfaction, lower turnover rates, and even boost overall productivity when managed effectively. Critics within Ubisoft’s leadership, however, maintain that a consistent physical presence is essential for maintaining the studio’s creative culture and for ensuring that cross‑disciplinary teams can coordinate efficiently on complex AAA projects.
They warn that too much flexibility could lead to communication gaps, misaligned timelines, and challenges in maintaining a cohesive brand identity across the newly formed Creative Houses. As the petition continues to gather momentum, the union plans to present the collected signatures to Ubisoft’s senior management in the coming weeks, seeking a formal dialogue about revising the return‑to‑office policy. The ultimate outcome remains uncertain, but the growing number of signatories signals that a substantial portion of the workforce is eager for a more balanced approach that respects both the collaborative spirit of in‑person work and the personal needs of employees. Whether Ubisoft will adjust its stance or double down on the current mandate will likely depend on the strength of the union’s arguments, the broader industry trends toward flexible work, and the company’s assessment of how best to sustain its competitive edge in a market where talent retention and employee well‑being are increasingly linked to creative success.