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Back-to-office orders have become common. Enforcement not so much

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Back-to-office orders have become common. Enforcement not so much

Since Cynthia Clemons’ employer announced last month that she was required to be in the office two days each week, the switch from remote work hasn’t been smooth.

The self-described extrovert, who works as an organizer for the nonprofit Abundant Housing LA, said she so far hasn’t “gotten into a rhythm of being productive at a desk again.”

“I feel like I’m back in grade school and being forced to sit down and do my homework,” she said. “Maybe it’s a matter of getting used to it.”

More than four years after the COVID-19 pandemic scrambled work culture by closing offices and forcing people to work from home, friction between bosses and their employees over the terms of their return shows no signs of abating.

About 80% of organizations have put in place return-to-office policies, but in a sign that many managers are reluctant to clamp down on the flexibility employees have become accustomed to, only 17% of those organizations actively enforce their policies, according to recent research by real estate brokerage CBRE.

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“Some organizations out there have ‘mandated’ something, but if most of your organization is not following that mandate, then there is not too much you can do to enforce it,” said Julie Whelan, head of research into workplace trends for CBRE.

So, for many employers, setting rules for how often workers must come to the office has turned into a tricky search for a Goldilocks formula that will keep both bosses and workers reasonably happy — or at least not in open conflict. Managers may yearn for the days when daily attendance was a given, but their employees have moved on to a new normal and appear to be in no mood to go back.

The tension “is due to the fact that we have changed since we all went to our separate corners and then came back” from pandemic-imposed office exile, said Elizabeth Brink, a workplace expert at architecture firm Gensler. “It’s fair to say that we have different needs now.”

A disconnect persists between employer expectations for office attendance and employee behavior, CBRE found. Sixty percent of leaders surveyed said they want their employees in the office three or more days a week, while only 51% reported that employees work in the office at that frequency.

Conversely, 37% of employees show up one or two days a week, yet only 17% of employers are satisfied with that attendance.

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CBRE surveyed 225 corporate real estate executives who oversee portfolios of office buildings to analyze trends among occupants seeking to implement hybrid work models.

As employers struggle to get their employees back in person, they also are also calculating whether to shed office space to cut down on rent, typically the largest cost of operating a business after payroll. Some employers are eliminating personal desks in favor of unassigned work stations that can be occupied as needed, allowing businesses to shrink their office footprints.

Such downsizing has contributed to widespread office vacancies in some urban centers including downtown Los Angeles, where overall vacancy is more than 30%, according to CBRE.

In efforts to raise attendance, companies are experimenting with carrots and sticks, trying to make the office a more appealing place to visit while testing methods to enforce in-office policies.

At Los Angeles financial services firm Wedbush Securities, most employees are expected to be in the office one-third of the days of the month while working remotely the rest of the time. The reduction in required time on-site has allowed the firm to cut its office footprint dramatically from more than 100,000 square feet in downtown L.A. to 20,000 square feet in an ongoing move to new quarters in Pasadena.

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President Gary Wedbush is depending on supervisors “to keep their teams honest” about how often they show up at work, he said, but some compliance measures may be coming.

“There definitely needs to be some type of enforcement function,” he said, though the firm hasn’t settled on one yet. Among the options are tracking security badge swipes or checking where company laptops are plugged in during the day.

Attendance will also be “an important factor” in performance evaluations, Wedbush said. “We need to have colleagues be together to collaborate, because we definitely think that’s going to support and continue to improve our client experience. We feel very strongly about that.”

Employees at the DTLA Alliance business improvement district in downtown Los Angeles do not have to follow a formal or enforced attendance policy, Executive Vice President Nick Griffin said, but “the expectation is you should default to working in the office unless there is a good reason otherwise.”

“I personally prefer being in the office, to be close to my team and to be able to chat through things at the drop of a hat,” he said. “That’s very valuable to me.”

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Flexibility is helpful to employees, though, he said. Some of Griffin’s staff work from home now and then, and he highlighted an employee with a small child who lives far from the office who is allowed to work remotely most of the time while being “among the most productive members of our team.”

“One of the things that we have found is that good employees are good employees, whether they’re in the office or remote, and mediocre employers are mediocre, whether they’re chained to their desk or not.”

The DTLA Alliance’s accommodation of the employee with a young child and a long commute reflects the challenge bosses have in meeting the desires of employees in different stages of their lives and careers as companies move past one-size-fits-all attendance policies.

Younger people may value the freedom to get their work done around going to the gym or meeting with friends, while an older employee might be juggling commuting to the office with child care or elder care, Whelan said.

“First of all, regardless of generation, from baby boomers down to Gen Z, flexibility is important,” Whelan said. “Nobody wants to be told anymore that there’s one place they need to be from eight to six, five days a week.”

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An employee works in a common space at the Los Angeles offices of ChowNow, an online food-ordering platform.

(Dania Maxwell / Los Angeles Times)

Bosses, meanwhile, see value in having people of all experience levels in the office to build a corporate culture and shared sense of mission.

“The crux of this challenge is keeping people at younger stages engaged and feeling like they’re part of something bigger, and that they’re getting that knowledge-sharing and mentorship they need to really further their career,” Whelan said. “The younger generation needs the older generation to be there to pass down that knowledge.”

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Being in the office can boost employees’ mental health, Brink said, especially if it has a variety of work spaces that allow staff to both collaborate and work privately.

“One of the reasons people do want to come in to the office is to connect with one another,” she said, “because it’s been really challenging for many people to be so isolated.”

Free food and drinks, comfortable furniture, and communal work tables can be draws, Brink said. Some newer offices have library-type spaces designated as quiet zones, where cellphones and conversations are not allowed.

“That can be really helpful for people who need that intense focus,” she said.

Offices will remain “a very core piece of organizational culture” in the years ahead, Whelan said, but how often employees will be required to be there is far from settled.

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“I do believe that it will take a generational change in management before this story is really fully told,” she said. Future generations of leadership may decide to vary in-office requirements depending on the goals of their organizations at particular points in time.

“It will become less of a conversation of how many days of the week and more of a conversation about, are the things that I’m supposed to be accomplishing with my team together being accomplished?”

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Disney to pay $2.75 million to settle alleged violations of the California Consumer Privacy Act

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Disney to pay .75 million to settle alleged violations of the California Consumer Privacy Act

Walt Disney Co. will pay $2.75 million to settle allegations that it violated the California Consumer Privacy Act by not fully complying with consumers’ requests to opt out of data sharing on its streaming services, the state attorney general’s office said Wednesday.

The Burbank media and entertainment company allegedly restricted the extent of opt-out requests, including complying with users’ petitions only on the device or streaming services they processed it from, or stopping the sharing of consumers’ personal data through Disney’s advertising platform but not those of specific ad-tech companies whose code was embedded on Disney websites and apps, the attorney general’s office said.

In addition to the fine, the settlement, which is subject to court approval, will require Disney to enact a “consumer-friendly, easy to execute” process that allows users to opt-out of the sale or sharing of their data with as few steps as possible, according to court documents.

“Consumers shouldn’t have to go to infinity and beyond to assert their privacy rights,” Atty. Gen. Rob Bonta said in a statement. “In California, asking a business to stop selling your data should not be complicated or cumbersome.”

A Disney spokesperson said in a statement that the company “continues to invest significant resources to set the standard for responsible and transparent data practices across our streaming services.”

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“As technology and media continue to evolve, protecting the privacy and preserving the experience of Californians and fans everywhere remains a longstanding priority for Disney,” the spokesperson said.

The settlement with Disney stemmed from a 2024 investigation by the attorney general’s office into streaming devices and apps for alleged violations of the California Consumer Privacy Act, which governs the collection of consumers’ personal data by businesses.

Under the law, businesses that sell or share personal data for targeted advertising must give users the right to opt-out.

Disney’s $2.75-million payment is the largest such settlement under the state privacy act, Bonta’s office said.

The attorney general has also reached settlements with companies such as beauty retailer Sephora, food delivery app DoorDash and SlingTV for alleged violations of the privacy act.

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L.A. wildfire victims would get mortgage relief under new bill

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L.A. wildfire victims would get mortgage relief under new bill

Victims of last year’s wildfires in Los Angeles County who were unable to get mortgage relief under a state law enacted last year would get another chance with a stronger bill introduced Wednesday.

The legislation, AB 1847, by Assemblymember John Harabedian (D-Pasadena), would triple to 36 months the 12 months of mortgage relief offered by last year’s AB 238, while allowing borrowers to repay the money through a deferral that extends the mortgage.

Also authored by Harabedian, AB 238 prohibited mortgage lenders and servicers from requiring borrowers to pay back any forbearance in a lump sum, but it otherwise did not specify repayment terms. It also banned late fees, foreclosures and negative reports to credit bureaus.

Borrowers told The Times that they had difficulty getting any relief and when they did, they were told if they didn’t want to pay it back in a lump sum, they would have to agree to a loan modification that could raise their interest rate.

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Like AB 238, the relief can only be obtained if allowed by the underlying mortgage contract.

However, Harabedian said that most of the contracts and guidelines of Fannie Mae and Freddie Mac — the government-sponsored organizations that hold or guarantee the majority of U.S. mortgages — do not bar loan deferrals.

“I think some people were being offered forbearance that, frankly, didn’t comply with 238 when it should have,” he said. “They weren’t given any sort of election or flexibility on how they would repay so we’re trying to perfect it now.”

Harabedian said most of the problems borrowers are facing appear to be due to companies that service mortgages on behalf of lenders, while large institutions such as Bank of America have been more generous.

The Charlotte, N.C., financial institution in December started offering 36 months of mortgage relief to its borrowers without a change to the interest rate.

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Another key AB 238 amendment is the extension of relief from 12 to 36 months, which borrowers seek in 90-day increments. The deadline for applying for relief would be extended to Jan. 7, 2029.

Harabedian said 36-months of relief are necessary as it will take many homeowners years to fix and rebuild their homes after the fires in Altadena, Pacific Palisades and nearby communities, which killed at least 31 people and damaged or destroyed more than 18,000 homes.

“This extension tries to align with the full rebuild process that survivors are going to endure, and make sure that from the start of it till the end of it, they’re not under financial distress that would cause them to abandon their communities,” he said.

Len Kendall, who lost his home in Pacific Palisades, said that while he welcomed the legislation, he is still uncertain how it might affect him, including his terms of repayment.

“There’s going to have to be follow up to make sure these these servicers and lenders actually abide by the laws, because there’s no one really holding them accountable at the moment,” he said.

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Last month, Gov. Gavin Newsom said in a press release that the Department of Financial Protection and Innovation has received 233 mortgage forbearance complaints, with 92% resolved in the consumer’s favor.

However, Kendall said that the agency closed his complaint even though his mortgage servicer had requested a lump sum and his repayment plan remains up in the air.

The agency told him in a letter reviewed by The Times that it “cannot intervene on behalf of individual consumers in any particular case” and that it “brings consumer protection actions when we find patterns of deception, misrepresentation or unfair business practices of statewide interest.”

A spokesperson for the agency said it worked with Kendall to ensure he received “appropriate” forbearance relief and considers the matter resolved.

He added the department is monitoring compliance with AB 238 but so far has not announced any enforcement actions against lenders or servicers.

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Harabedian introduced a second bill Wednesday that would provide for mortgage forbearance statewide for homeowners whose residences are uninhabitable after a state of emergency declared by the governor or federal government.

The California Emergency Mortgage Relief Act, AB 1842, requires mortgage servicers to file a monthly report with the DFPI about the number of forbearance requests they receive during a declared emergency and how many were approved and denied, including the reason for denial.

The bill also allows a borrower to bring a civil action against a mortgage servicer for violations of the law.

The AB 238 amendments, if signed into law, would take effect immediately.

Harabedian’s office worked with the California Bankers Assn. and the California Mortgage Bankers Assn. in developing AB 238. The lawmaker said he not sure if they will support the extension of mortgage relief.

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“We look forward to reviewing it with our members and working constructively with stakeholders as we have consistently done. The banking industry proactively provided relief to wildfire victims, and this effort pre-dated legislative action,” said Yvette Ernst, spokesperson for the California Bankers Assn.

The California Mortgage Bankers Assn. said it also was reviewing the legislation.

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Instagram boss defends app from witness stand in trial over alleged harms to kids

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Instagram boss defends app from witness stand in trial over alleged harms to kids

A Los Angeles County Superior Court judge threatened to throw grieving mothers out of court Wednesday if they couldn’t stop crying during testimony from Instagram boss Adam Mosseri, who took the stand to defend his company’s app against allegations the product is harmful to children.

The social media addiction case is considered a bellwether that could shape the fate of thousands of other pending lawsuits, transforming the legal landscape for some of the world’s most powerful companies.

For many in the gallery, it was a chance to sit face to face with a man they hold responsible for their children’s deaths. Bereaved parents waited outside the Spring Street courthouse overnight in the rain for a place in the gallery, some breaking into sobs as he spoke.

“I can’t do this,” wept mom Lori Schott, whose daughter Annalee died by suicide after a years-long struggle with what she described as social media addiction. “I’m shaking, I couldn’t stop. It just destroyed her.”

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Judge Carolyn B. Kuhl warned she would boot the moms if they could not contain their weeping.

“If there’s a violation of that order from me, I will remove you from the court,” the judge said.

Mosseri, by contrast, appeared cool and collected on the stand, wearing thick wire-framed glasses and a navy suit.

“It’s not good for the company over the long run to make decisions that profit us but are poor for people’s well-being,” he said during a combative exchange with attorney Mark Lanier, who represents the young woman at the center of the closely watched trial. “That’s eventually going to be very problematic for the company.”

Lanier’s client, a Chico, Calif., woman referred to as Kaley G.M., said she became addicted to social media as a grade-schooler, and charges that YouTube and Instagram were designed to hook young users and keep them trapped on the platforms. Two other defendants, TikTok and Snap, settled out of court.

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Attorneys for the tech titans hit back, saying in opening statements Monday and Tuesday that Kaley’s troubled home life and her fractious relationship with her family were to blame for her suffering, not the platforms.

They also sought to discredit social media addiction as a concept, while trying to cast doubt on Kaley’s claim to the diagnosis.

“I think it’s important to differentiate between clinical addiction and problematic use,” Mosseri said Wednesday. “Sometimes we use addiction to refer to things more casually.”

On Wednesday, Meta attorney Phyllis Jones asked Mosseri directly whether Instagram targeted teenagers for profit.

“We make less money from teens than from any other demographic on the app,” Mosseri said. “We make much more the older you get.”

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Meta Chief Executive Mark Zuckerberg is expected to take the witness stand next week.

Kaley’s suit is being tried as a test case for a much larger group of actions in California state court. A similar — and similarly massive — set of federal suits are proceeding in parallel through California’s Northern District.

Mosseri’s appearance in Los Angeles on Wednesday follows a stinging legal blow in San Francisco earlier this week, where U.S. District Judge Yvonne Gonzalez Rogers blocked a plea by the tech giants to avoid their first trial there.

That trial — another bellwether involving a suit by Breathitt County School District in Kentucky — is now set to begin in San Francisco in June, after the judge denied companies’ motion for summary judgment. Defendants in both sets of suits have said the actions should be thrown out under a powerful 1996 law called Section 230 that shields internet publishers from liability for user content.

On Wednesday morning, Lanier hammered Mosseri over the controversial beauty filters that debuted on Instagram’s Stories function in 2019, showing an email chain in which Mosseri appeared to resist a ban on filters that mimicked plastic surgery.

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Such filters have been linked by some research to the deepening mental health crisis in girls and young women, whose suicide rates have surged in recent years.

They have also been shown to drive eating disorders — by far the deadliest psychiatric illnesses — in teens. Those disorders continue to overwhelm providers years after other pandemic-era mental health crises have ebbed.

Earlier research linking social media and harms to young women was referenced in the November 2019 email chain reviewed in court Wednesday, in which one Instagram executive noted the filters “live on Instagram” and were “primarily used by teen girls.”

“There’s always a trade-off between safety and speech,” Mosseri said of the filters. “We’re trying to be as safe as possible but also censor as little as possible.”

The company briefly banned effects that “cannot be mimicked by makeup” and then walked the decision back amid fears Instagram would lose market share to less scrupulous actors.

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“Mark [Zuckerberg] decided that the right balance was to focus on not allowing filters that promoted plastic surgery, but not those that did not,” Mosseri said. “I was never worried about this affecting our stock price.”

For Schott, seeing those decisions unfold almost a year to the day before her daughter’s death was too much to bear.

“They made that decision and they made that decision and they made that decision again — and my daughter’s dead in 2020,” she said. “How much more could that match? Timeline, days, decisions? Bam, she was dead.”

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