The Canadian telecom giant Rogers has officially announced a full-time return-to-office mandate for its employees starting January 2025, marking one of the most decisive corporate workplace shifts in Canada’s post-pandemic landscape.
According to internal communications obtained from employees, Rogers executives informed staff earlier this week that the company will eliminate its hybrid work arrangements, requiring all corporate employees to work in-office five days a week beginning next year.
“This isn’t just another corporate policy change—it represents a fundamental reversal of workplace flexibility that emerged during the pandemic,” explains Nora Billington, workplace culture consultant at Toronto-based Vertex Partners. “Rogers is essentially signaling they believe in-person collaboration outweighs the benefits of remote work.”
The decision affects approximately 15,000 corporate employees across the country, with the majority concentrated in the company’s downtown Toronto headquarters and regional offices in Vancouver, Calgary, and Montreal.
The company’s internal memo, circulated to employees on Tuesday, emphasized “strengthening organizational culture” and “enhancing collaborative innovation” as key motivators behind the policy change. Rogers CEO Tony Staffieri reportedly cited internal productivity metrics showing teams working in-person demonstrated “measurably stronger outcomes” in product development cycles and customer service resolution rates.
This strategic shift contrasts sharply with current workplace trends. Recent data from Statistics Canada shows approximately 42% of Canadian companies have adopted permanent hybrid models post-pandemic, with only 12% requiring full-time office attendance. Tech and telecommunications sectors have typically embraced even greater flexibility, with many competitors maintaining either hybrid or remote-first policies.
The Rogers mandate has already triggered mixed reactions among employees. A software engineer who requested anonymity shared: “Many of us moved further from downtown expecting hybrid work to continue. This effectively amounts to a pay cut when you factor in commuting costs and housing decisions we’ve made based on existing policies.”
Meanwhile, real estate analysts see potential ripple effects beyond Rogers itself. “Major employers returning to traditional office models could significantly impact commercial real estate in downtown cores,” notes Jordan Chen, commercial property analyst at RBC Capital Markets. “If other large employers follow suit, we could see a meaningful reversal of the downtown office vacancy trends that have persisted since 2020.”
The Rogers decision raises questions about talent retention in a competitive telecommunications and technology labor market. Rival Bell Canada currently maintains a flexible hybrid approach, while TELUS has publicly committed to permanent remote work options for eligible positions through its “Work Styles” program.
“Companies implementing strict return-to-office policies face measurable risks,” warns Priya Sharma, tech sector recruiter at Hirewell Canada. “Our latest data shows 67% of tech professionals would consider changing employers if forced back to full-time office work, and 41% would accept moderate pay cuts to maintain flexibility.”
Rogers has attempted to soften potential backlash by announcing enhanced office amenities, including expanded onsite dining options, wellness facilities, and subsidized commuter programs. The company is also reportedly offering relocation assistance packages for employees who moved outside commuting distance during the pandemic.
Financial analysts remain divided on whether the move will benefit Rogers’ bottom line. “While there are legitimate collaboration benefits to in-person work, the potential costs in terms of talent loss and employee satisfaction could offset productivity gains,” suggests Omar Hassan, telecommunications analyst at National Bank Financial.
The policy shift comes amid broader changes at Rogers following its $26 billion acquisition of Shaw Communications last year, which has already brought significant organizational restructuring. Industry observers speculate the return-to-office mandate may be part of a larger strategy to consolidate corporate culture following the merger.
As the January 2025 implementation date approaches, employee advocacy groups are already organizing resistance. A newly formed Rogers Employee Association has begun collecting signatures for a petition requesting the company reconsider its position or adopt a more gradual transition approach.
This corporate decision reflects the ongoing tension between traditional workplace models and the flexible arrangements that emerged during the pandemic—a conversation happening in boardrooms across Canada as companies recalibrate their approaches to work in a changed landscape.
For Canada’s broader business community, Rogers’ bold stance may become either a blueprint or cautionary tale as other major employers weigh similar decisions in the coming months.
