Português 
Inglês 
Espanhol 
6 min de leitura 
0 comentários 
The Announcement of the End of Remote Work at Nubank Triggered a Manifesto, Plenary with Nearly 300 Workers and Reports of Financial Losses, Risk of Dismissal for Just Cause and Extra Pressure on Those Who Depend on Remote Work to Reconcile Personal and Professional Life.
Nubank employees who organized their lives in other cities, took on rents, financed homes, and structured their routines to care for children, parents, and people with disabilities now see the hybrid model as a concrete threat to their household budget and job stability.
Nubank workers are publicizing a manifesto, participated in a virtual plenary with the union, and claim that the transition to the hybrid model was defined without effective negotiation, contrasting with the promise of flexibility that attracted part of the team to the digital bank.
In the same movement, reports of dismissals for just cause of employees who criticized the end of remote work increased the atmosphere of insecurity and deepened the wear and tear in the relationship between Nubank and its employees, especially among marginalized groups who say they have been disproportionately impacted.
-
The world’s first octopus farm wants to open in the Canary Islands and is already provoking an international reaction: the plan aims to produce 3,000 tons per year.
-
Drought may be creating stronger superbugs in the soil and helping antibiotic resistance reach hospitals, warns a study highlighting a problem that could grow alongside extreme weather.
-
The biggest scam in history: Napoleon’s France deceived the United States by selling them a territory that was Spanish.
-
Why is the Danakil Desert so dangerous? It has unstable terrain and how extreme temperatures and toxic gases turn the region into one of the most hostile environments on Earth.
Manifesto and Plenary Expose Breach of Trust at Nubank
The manifesto prepared by Nubank workers gained momentum after a virtual plenary organized by the Bank Workers Union of São Paulo, Osasco and Region, which gathered nearly 300 participants.
There, speeches focused on criticizing the way the change was communicated and the perception that there was no concrete dialogue before the decision.
Among those present, the predominant evaluation was that Nubank imposed the new work model instead of building a negotiated solution with those who had already structured their lives around remote work.
Reports submitted to the union indicate that many people joined Nubank precisely because of the possibility of remote work, allowing them to live far from major centers, in cities with a lower cost of living, or near family members who need daily support.
The manifesto also cites studies on the differentiated impact of the changes in work hours on caregivers, especially those who care for people with disabilities or the elderly, a point that, according to employees, was not adequately considered in Nubank’s new policy.
How Nubank’s New Hybrid Model Changes the Lives of Those Who Depend on Remote Work
According to the announced rules, Nubank aims to adopt a hybrid model with two in-person days per week starting in July 2026 and three in-person days per week starting in January 2027, affecting around 70 percent of the workforce.
Currently, the requirement is only one in-person week per quarter.
In practice, workers claim that Nubank’s new arrangement makes it unfeasible for those living far from the offices or who cannot afford frequent travel to large urban centers to remain employed.
Employees report that the additional costs of transportation, dining out, and possible stays in cities where Nubank has offices would significantly reduce disposable income, eroding part of their take-home salary and nullifying the gains that motivated the shift to remote work.
Caregivers of young children, the elderly, or people with disabilities point out that the requirement for constant presence in Nubank’s offices entails reorganizing the entire support network, hiring services, and incurring extra expenses, which may become financially unfeasible.
Dismissals, Fear of Punishment and Demands from Nubank Workers
The atmosphere intensified following the announcement of dismissals for just cause of employees who allegedly criticized the end of remote work in a meeting with Nubank’s senior leadership, including CEO David Vélez. On professional networks, he indicated that the acceptable limits of conduct had been exceeded, which prompted the dismissals.
For many workers, the incident was interpreted as a signal that questioning internal decisions at Nubank could cost them their jobs, increasing the fear of voicing opinions and further weakening the environment of trust.
During the plenary, participants reported that the dismissals primarily affected individuals from marginalized groups, which fueled mobilization around reversing the penalties and discussing potential discriminatory impacts.
The exceptions form created by Nubank to analyze specific cases is another focal point of criticism. According to reports, the resource would not be available for all areas and would depend on a certain level of seniority, leaving a significant portion of the workforce without formal alternatives to maintain remote work.
The main demands include the suspension of warnings and punishments associated with protests against the end of remote work, the reinstatement of the dismissed employees, and the opening of a negotiation table involving the union, workers, and Nubank’s management.
Next Steps of the Union and Official Response from Nubank
The union advised that Nubank workers report complaints through formal channels, ensuring confidentiality, to build a detailed dossier on possible abuses, pressures, and consequences of the change in the work model.
The entity has already indicated that it may file lawsuits, approach mediation public agencies, and convene new plenaries if Nubank does not provide concrete responses regarding dismissals, exceptions, and conditions for those who depend on remote work.
A new meeting between worker representatives and Nubank’s management is scheduled for the coming days, with the expectation that the company will clarify the criteria used for exceptions, explain the warning policy, and present paths for a collective agreement with clear and predictable rules.
In a statement, Nubank asserts that it maintains an open dialogue with representative entities, defends that the hybrid model combines the best of in-person and remote work, and states that its decision is based on internal studies and comparisons with high-performance companies.
The institution mentions that it will offer relocation support, will analyze specific cases through the exceptions form, and highlights that in-person work will be the new standard for most teams while investing in new offices in Brazil and abroad.
What Is at Stake in the Dispute Over Remote Work at Nubank
At the heart of the conflict is Nubank’s attempt to reinforce physical presence, corporate culture, and collaboration in a context where part of the workforce has organized entirely around the remote model.
However, the manner and pace of the transition are viewed by workers as abrupt and poorly communicated.
The outcome of this dispute at Nubank could serve as a reference for other technology and financial services companies that are still seeking a balance between remote work and in-office presence, especially when promises of flexibility have been a central part of attracting talent.
For the union and mobilized employees, the priority is to ensure legal security and predictability for those who had already structured their lives around remote work at Nubank, preventing unilateral changes from resulting in financial losses, disproportionate impacts on caregivers, and dismissals in a context of legitimate divergence.
While Nubank bets on a gradual transition to hybrid work, promoting the narrative of strengthening innovation and culture, workers are pressing for a more transparent process, with effective participation and protective mechanisms for those who cannot, for economic or family reasons, adopt the new in-person routine.
In your opinion, should Nubank reconsider the way it is conducting the end of remote work or continue with the current hybrid model plan despite employee resistance? Share your opinion in the comments.
-
-
-
5 pessoas reagiram a isso.