The global consulting and accounting giants—Deloitte, KPMG, EY, and PwC—are maintaining their commitment to hybrid work policies, defying the trend of stricter return-to-office mandates seen among other major corporations. These firms collectively employ 1.5 million staff across prime commercial real estate in numerous cities worldwide. While many companies have reverted to requiring full-time office attendance, the Big Four continue to prioritize flexibility and balance between remote and in-person collaboration.

Hybrid Strategies at KPMG and EY: Trust and Flexibility

KPMG and EY are leading with trust-based hybrid models that emphasize employee autonomy and adaptability. Both firms recognize the importance of flexible working arrangements to meet client needs and enhance productivity. They encourage a balanced approach that combines office presence, client site visits, and home-based work, ensuring that teams can operate effectively in diverse environments.

KPMG’s hybrid model allows employees to split their time between various locations based on team discretion. This approach fosters a culture of responsibility and empowers staff to manage their schedules for optimal performance. According to Nhlamu Dlomu, KPMG’s international global head of people, this strategy aims to deliver the best results for clients while promoting strong in-person relationships through regular team-building activities. Similarly, EY adheres to a principle of working where and when employees are most effective, with specific office policies set by individual member firms. The firm emphasizes the importance of a network of workplaces, including offices, home setups, coworking spaces, and client sites, to meet varying business demands.

PwC and Deloitte: Balancing Flexibility with In-Person Collaboration

PwC and Deloitte also embrace hybrid work but with slightly different emphases. PwC has recently tightened its UK policy, mandating employees to work in the office or with clients at least three days a week. Meanwhile, Deloitte continues to offer broad flexibility, trusting employees to decide how they work without imposing strict office attendance requirements.

PwC’s recent adjustments in the UK aim to strike a balance between face-to-face interaction and remote flexibility. Laura Hinton, managing partner at PwC UK, highlighted the significance of in-person collaboration for a people-centric business. Despite this shift, the firm remains committed to offering hybrid options to support workforce preferences. On the other hand, Deloitte prioritizes employee choice and trust, allowing individuals to determine their work environment based on team and client needs. This approach not only boosts employee satisfaction but also helps attract and retain top talent. Deloitte believes that recognizing the desire for flexibility is key to fostering a motivated and productive workforce.