Return-to-Office Mandates Are an Inclusion Crisis in Disguise

(Or How Forced RTO Policies Are Rolling Back Disability Rights—And What Companies Must Do Instead)

The Broken Promise of Workplace Inclusion

Remote work wasn’t a gift of the pandemic—it was a long-overdue breakthrough for inclusion. For millions of disabled, neurodivergent, and caregiving employees, it wasn’t about comfort. It was about access, dignity, and the ability to work at all.

In 2020, remote work became a leveller. Suddenly, those previously excluded from traditional offices could fully participate—without the physical, mental, and logistical barriers of daily commutes, inaccessible workspaces, or rigid hours.

Now, the tide is turning. A wave of return-to-office (RTO) mandates from global corporations—Amazon, Dell, UK banks, and more—threatens to undo years of progress. These policies aren’t just about “productivity” or “culture.” They are, intentionally or not, dismantling hard-won gains in disability inclusion.

This is not a flexibility debate. This is a compliance risk, a talent crisis, and a looming breach of the Equality Act 2010.

RTO Isn’t Just a Policy Shift—It’s a Step Backward for Disability Rights

Prior to 2020, many disabled employees were denied remote work as a reasonable adjustment. Excuses ranged from “collaboration needs” to “it’s not how we work here.” Meanwhile, disabled advocates and access consultants—ourselves included—kept repeating: remote work is an accessibility tool.

Then COVID-19 proved what we knew all along. Remote work wasn’t just possible—it often delivered better performance.

· 60% of disabled workers said remote work was “life-changing” for their ability to work (ONS, 2022).

· 73% of employees with disabilities reported increased productivity at home (Gartner, 2021).

The 2024 Backslide

Today, as RTO mandates sweep through major organisations, many disabled employees are being forced into an impossible position: return to office environments that remain physically or psychologically inaccessible, or walk away from jobs they were once empowered to do remotely.

The consequences are severe—and twofold.

First, the legal risk. If remote work was granted during the pandemic as a reasonable adjustment, suddenly withdrawing that accommodation without individual assessment may

constitute a breach of the Equality Act 2010. ACAS has already issued guidance warning employers to tread carefully—especially where disability is concerned.

But beyond the legal implications lies something even more urgent: the human cost. The accessibility gains of the past four years are being dismantled at speed. Workers who finally found a way to contribute without risking their health or dignity are once again being pushed to the margins.

As one of our team members with lived experience put it:

“We’re not asking for favours. We’re asking for what was already proven to work.”

Forcing a return to office isn’t a neutral shift in policy—it’s a rollback of rights. And the talent loss that follows may be impossible to recover from.

Who Gets Left Behind? The Hidden Bias in Return-to-Office Mandates

Forced RTO doesn’t affect all employees equally. It hits the most vulnerable the hardest.

· Disabled people (especially those with chronic illnesses or sensory needs)

· Working parents—particularly mothers (who still shoulder 60% of childcare, ONS, 2023)

· Low-income workers (for whom commuting is costly and time-consuming)

The impact is stark:

· 42% of disabled workers fear they’ll have to leave their jobs if forced back into the office full time (Scope UK, 2023).

· Women, particularly mothers, are twice as likely to quit over strict RTO mandates (Bloomberg, 2024).

These are not fringe issues. They represent a significant portion of the workforce—people who are now being systematically excluded by policies that prioritise presenteeism over performance, and uniformity over equity.

Remote Isn’t a Perk—It’s an Accessibility Essential

Too often, remote work is framed by business leaders as a luxury—a “nice to have” that signals a lack of commitment or ambition. But for many disabled, chronically ill, neurodivergent, or caregiving employees, remote work isn’t a perk at all. It’s the condition that made participation possible.

The office doesn’t have to disappear. But it does need to evolve.

Many workspaces remain physically inaccessible, overstimulating, or socially demanding in ways that exclude large segments of the workforce. Remote work helped to bridge that gap, giving employees control over their environment, their schedules, and their energy. It was a scalable solution to long-standing structural problems—and it worked.

Businesses that embrace this shift aren’t just doing the right thing. They’re doing the smart thing.

Companies that prioritise accessibility:

· Retain talent longer (especially women, disabled employees, and carers)

· Expand their recruitment pools beyond urban centres and rigid working hours

· Mitigate legal risk by aligning policies with their obligations under the Equality Act

· Enhance productivity, as employees can work where and how they perform best

That’s why forward-thinking employers are embracing what we call the Accessibility-First Hybrid Model—a framework that redefines flexibility as a core business function, not a concession.

Here’s what that looks like in practice:

· Flexible by default – Remote or hybrid working is the norm, unless a clear business reason requires office presence.

· Tech-enabled inclusion – Secure platforms, assistive technology, and collaborative tools are embedded in everyday operations—not added as afterthoughts.

· Policy safeguards – Internal processes are regularly audited to avoid indirect discrimination, with HR, IT, and facilities all aligned on accessibility strategy.

Inclusion isn’t about where people work. It’s about whether people can work—and thrive—on equal terms.

It also opens up geographic reach. For small and medium-sized businesses without the luxury of satellite offices in every region, remote and hybrid working models remove location as a barrier to talent. Suddenly, a company based in Newcastle can hire a brilliant analyst in Belfast, or a UX designer in rural Wales—without relocation costs or postcode bias. That kind of flexibility isn’t just inclusive—it’s strategic.

How Direct Access Helps Businesses Build Accessible Digital Workplaces

At Direct Access, we help organisations ensure that remote and hybrid work environments are inclusive by design—not just convenient by default.

Our team conducts in-depth accessibility and IT infrastructure audits, ensuring the tools your teams rely on every day—Zoom, Teams, Slack, intranets, learning portals—actually work for everyone. That means assessing compatibility with screen readers, voice control software, captioning, and other assistive technologies.

We also review the structure and policies behind your tech stack:

· Are your platforms secure and accessible?

· Do your digital onboarding processes work for neurodivergent staff?

· Can employees with visual, cognitive, or mobility impairments engage with your remote workflows without friction?

We bridge the gap between legal compliance and lived experience—helping you prevent indirect discrimination while also building a culture that values access at every touchpoint.

Because remote work should expand your talent pool, not narrow it.