^{Source: The Hindu}

Uber is revamping its workplace strategy again — and this time, it’s pulling back on remote flexibility even for previously approved employees. Starting in June 2025, the ride-hailing giant will require corporate staff to report to the office three days a week, up from the current two. CEO Dara Khosrowshahi announced the new policy in a company-wide memo, signaling a broader push for greater speed, innovation, and in-person collaboration.

What’s Changing — and Why

In the internal memo viewed by CNBC, Khosrowshahi laid out the motivation behind the stricter policy. “We’re at a critical juncture,” he wrote. “Good is no longer enough — we need to be great.”

To that end, the leadership believes that returning to the office more consistently will:

• Fuel team collaboration
• Accelerate innovation
• Improve decision-making speed
• Support long-term growth plans

Previously, Uber designated Tuesdays and Thursdays as “anchor days,” requiring staff to work from the office at least 50% of the time. The new policy adds Wednesdays to the list, making it a Tuesday-Wednesday-Thursday in-office workweek.

This new mandate applies to all corporate employees, including those who had previously been granted remote work exceptions. According to the memo, a thorough review of all existing remote arrangements has already been conducted, and employees impacted by the change have been notified.

Remote Work Approval Tightens Significantly

“We’re asking many remote employees to return to an office setting,” Khosrowshahi stated, emphasizing that new remote roles will only be granted in rare cases going forward. Leadership will also be tracking individual and team-level attendance metrics to ensure compliance with the updated expectations.

This shift mirrors trends across the tech industry, where companies are increasingly walking back pandemic-era remote policies. Google recently issued a similar directive, informing staff that remote work approval does not guarantee permanence, and that physical presence in the office could now be tied to job retention.

Sabbatical Eligibility Extended — And Employees Aren’t Happy

Alongside the return-to-office push, Uber is revising another major employee perk: its paid sabbatical program. Previously available to employees with five years of tenure, the new policy extends eligibility to those who have been with the company for eight years.

“This program was designed during our startup days when reaching five years was a rare feat,” Khosrowshahi explained. “We’ve since added more flexibility with our Work From Anywhere policy, and now it’s time to realign benefits with our current maturity level.”

But not everyone agrees with the new direction. The announcement triggered a flood of concerns on Uber’s internal forums. Many employees criticized the move, arguing it breaches the trust of long-standing workers who were counting on the original policy.

“This isn’t ‘doing the right thing’ for your employees,” one anonymous comment read.

To address growing concerns, Khosrowshahi and Chief People Officer Nikki Krishnamurthy are expected to host a company-wide all-hands meeting on Tuesday to answer questions and clarify the company’s position.

Industry-Wide Trend: The Remote Work Reversal

Uber is far from alone. Following an aggressive hiring spree during the pandemic, many tech firms are now in cost-cutting and efficiency-focused mode. Major players like Meta, Amazon, Apple, and Google have all shifted back toward more structured in-office policies.

Remote work, once a non-negotiable benefit, is increasingly being viewed as a factor in slower team performance, weaker company culture, and in Uber’s case, a drop in commuting-based ride volume. In fact, Khosrowshahi previously blamed the decline of loyal riders on the widespread move to remote work.

Final Thoughts: A New Chapter for Uber

Uber’s decision to require three in-office days and limit remote roles signals a more aggressive stance toward growth, accountability, and execution. The company’s leadership believes this move is necessary to stay competitive and maintain its upward trajectory.

“We’re entering a new chapter — one where being in the office will help us move faster and take smarter risks,” Khosrowshahi wrote.

While the changes may be unpopular among some employees, they reflect a broader recalibration happening across the corporate world: hybrid is no longer just about flexibility — it’s about results.

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