However, as companies move into 2026, the most relevant shift is no longer about expanding remote work, but rather about rebalancing work models in a more structured and sustainable way. After several years of intensive experimentation, many organizations have realized that certain in-person routines remain essential for knowledge sharing, leadership development, cultural cohesion, and employee engagement.
In this context, a structured return to on-site or hybrid work is increasingly viewed not as a step backward, but as a strategic decision aimed at strengthening organizational performance and corporate culture.
From a legal perspective, this transition also provides an opportunity to address gaps created during the rapid and often improvised adoption of remote work. Many Brazilian companies continue to operate with:
1. Internal policies that are incomplete or outdated;
2. Employment contracts that no longer reflect day-to-day practices;
3. Informal arrangements regarding working hours, availability, and equipment use; and
4. Limited guidance on performance monitoring, ergonomics, and information security.
As labor inspections increase and case law on telework continues to evolve, these gaps may give rise to material labor, regulatory, and compliance risks.
The current reorganization of work models therefore represents a strategic opportunity to correct distortions, align expectations, and strengthen organizational culture. The objective is not to eliminate flexibility as a benefit, but to professionalize it. Well-designed hybrid models, with clear in-office criteria, transparent working-hour rules, objective communication standards, and defined performance metrics, tend to foster engagement, accountability, and a stronger sense of belonging among employees.
In this context, labor governance plays a central role. The standardization of internal practices, regular policy updates, and close coordination among legal, HR, technology, and leadership teams are essential to ensure consistency, legal certainty, and operational coherence. More than an operational adjustment, this moment represents a broader cultural shift.
Ultimately, 2026 marks a period of maturation in how work is organized in Brazil. Companies that proactively revisit their work models with clarity, structure, and strategic intent will be better positioned to reduce risk, strengthen engagement, and build resilient, sustainable organizations for the future.
