It’s only January, but we’re calling it already: 2026 is the year of the RTO.
This comes as several high-profile UK companies have announced plans to roll out RTO or “Return to Office” policies in 2026. They’re in good company, joining dozens of national and global firms that have recalled staff to the office.
The ever-growing list spans from the retail sector to tech firms, construction, consulting, banks, and even football teams. Some are pushing for five days in the office, while others are keeping things a little more flexible.
Here are eight stories, including several from 2026, with valuable lessons for planning your own RTO policy.
In September 2025, Microsoft announced that staff within 50 miles of the Puget Sound HQ will be required to spend three days each week in the office by the end of February 2026.
That’s phase one. Phase two expands the three-day mandate across the US. Phase three rolls it out internationally.
When – not if – the policy arrives in the UK, it will affect around 6,000 employees spread across Reading, Paddington, Manchester, and Edinburgh. Whether Microsoft has the office space to accommodate that many people remains to be seen.
After being acquired by Skydance, entertainment giant Paramount plans to roll out its RTO policy in stages across 2026.
US staff will be asked to return in 2026 before the policy expands to the UK. This phased approach allows the business to learn, adapt, and refine before applying the policy across regions.
It also gives local teams time to prepare – operationally and culturally – rather than scrambling to meet a sudden policy shift.
In what quickly became an infamous example of RTO gone awry, Starling told employees they must spend at least 10 days per month in the office.
Management announced the policy abruptly in November 2024. The backlash came just as swiftly.
One big complaint from staff, later acknowledged by Starling’s HR team, is that there simply wasn’t enough office space for everyone.
This is a familiar RTO challenge, especially when dealing with pre-COVID office footprints that no longer match how people actually work. It’s a reminder that RTO and space policies work hand-in-hand.
WPP’s return-to-office push has also been met with capacity concerns. But unlike more traditional organisations, WPP might find a solution by leaning into its agency model.
Different brands, rhythms, and team sizes present a strong case for flexible, scalable workspace strategies.
Hub-and-spoke models, managed offices, and project-based occupancy could be a better fit for the dynamic company. This is where a workspace strategy designed around how people actually work becomes exponentially more valuable than mandatory attendance quotas.
As of late 2025, HSBC wanted employees to spend 60% of their time in the office or with clients.
The bank recently doubled down on its policy by introducing monthly attendance reports for line managers.
The challenge? You guessed it. Office space.
As Elizabeth Willetts of Investing in Women noted: “The whole point of in-person work is connection and collaboration. If the space doesn’t support that, people will resent being there.”
Monitoring attendance without solving spatial constraints risks turning RTO into a compliance exercise rather than a cultural one.
John Lewis might have solved the logistical issue that stumped two big banks and the world’s largest advertising company.
Rather than mandating office attendance, the department store asks employees to work in-office, in-store, or with suppliers and brand partners three days a week.
This more nuanced approach reframes RTO around where work adds the most value, not where desks are located. The company’s flexible working policy also encourages staff and managers to figure out what works best for the individual.
It’s a strong example of an organisation understanding the purpose of the workplace, thinking beyond the traditional office, and designing an “RTO policy” around outcomes, not attendance targets.
In mid-2025, IKEA increased its in-office expectation from eight to 12 days per month. To the company’s credit, those additional four can be spend at another IKEA location.
IKEA framed the change around culture rather than control.
As one spokesperson told Retail Gazette: “This shift supports our belief that shared spaces strengthen our culture, spark creativity, and empower us to thrive together – while preserving the flexibility our co-workers value.”
This is RTO done thoughtfully. Workplace planning supports culture, rather than undermining it. The office becomes a collaborative and collegial space, without staff giving up hybrid flexibility.
Morrisons has asked its Bradford head office staff to return five days a week, reversing a previous “compressed working” policy.
According to The Telegraph, the reversal is tied to competitive pressure. Management has left the door open to flexible working requests, but this is clearly a move to retake the reins.
It’s a case of commercial goals driving RTO decisions, rather than culture or collaboration.
If you’re planning on recalling staff to your office, you can learn a lot from these examples.
That doesn’t just mean enough desks and plugs. People come to the office for culture, collaboration, and camaraderie. Give them space for all of that:
Getting this right usually isn’t about finding more space. It’s about finding the right space, in the right locations, with the right level of flexibility.
According to the latest Office of National Statistics data, 41% of degree-educated workers in Great Britain (i.e. many knowledge workers) are hybrid, compared to 27% in the office full-time and 18% fully home-based.
Zooming out to all education levels, 28% of working adults in Great Britain are hybrid, compared to 41% in the office and 14% working from home.
It’s a similar story globally. In the 60+ RTO policy examples we found, two-thirds were hybrid.
Granted, “hybrid” in some cases meant four days in the office and one flexible day. But that flexibility is important, especially given the evidence that hybrid work improves employee well-being and boosts company productivity.
We think hybrid work is here to stay – at least in 2026. As a result, commercial landlords are working harder to attract and retain good tenants.
Creating the right environment for collaboration and culture goes beyond workspace design. It’s about the touches that make an office feel even more comfortable than home.
Ultimately, creating a space that feels good will entice people back to the office. We’re seeing wellness and well-being take centre stage across our portfolio of 3,000+ serviced and managed offices in the UK.
Rather than collecting at a central site, consider whether satellite offices could better serve your company and employees. There are benefits to a ‘hub-and-spoke’ office model:
Serviced and managed offices are an ideal solution here. You don’t need to invest in an expensive renovation to offer a modern, collaborative office.
With the right partner helping you scout spaces, negotiate lease terms, and personalise the space with branding and bespoke furniture, you can create a cohesive corporate office with the flexibility of a co-working space.
People want flexibility. Organisational leaders want people together – collaborating, building an organic culture, having spontaneous conversations.
By making smart choices around RTO policy and workspaces, you can give everyone what they want.
Establishing comfortable and collaborative workspaces is a sure bet for a smooth RTO transition and a strong culture. That starts with understanding what your workforce needs and how they work best.
From there, it’s a matter of finding the perfect offices. Offices that work for your people, policy, and growth goals. That’s where Workstead has your back.
We’re with you every step of the way, from understanding your goals to getting you settled into the perfect office. Best of all? You won’t pay a penny for our help.
Head to our website to learn how we make finding the right office easy, with 3,000+ spaces and a personal approach to every move.
