RTO: How London is approaching office attendance across sectors

1. Technology Sector: Flexibility and Hybrid Models

Small to Medium-Sized Businesses (SMBs) London’s tech startups and SMBs are maintaining a flexible, hybrid model. Given that tech workers often prioritise work-life balance and autonomy, many startups allow employees to choose whether to work from the office or home. Hot-desking and flexible meeting spaces are common, allowing these companies to minimise costs while accommodating varied work preferences.

Large Tech Enterprises Larger tech companies, like Google and Amazon’s London HQs, have generally adopted hybrid models but with an emphasis on the value of in-person collaboration. Office space in London’s tech sector increasingly features tech-enabled, amenity-rich environments: personalised workstations, task-based areas, and meeting zones equipped for both in-person and remote collaboration. Many companies are leveraging AI and digital tools to support both hybrid and highly efficient remote work.

2. Financial Services: Emphasis on Office Presence

Small to Medium-Sized Financial Firms Many smaller financial firms prefer a full-time office presence, valuing the productivity and focus that comes from an office environment. However, some firms offer flexibility in how often employees are required to come in, in order to retain talent. Many SMBs in finance have implemented a “3+2” model, with three days in the office and two remote. These companies often use shared office spaces, flexible workspaces, or well equipped satellite offices for certain teams, allowing them to manage costs while still providing a structured environment.

Large Financial Institutions Big financial players such as investment banks and hedge funds are largely committed to a more traditional office presence. Major banks like JPMorgan and Goldman Sachs have already mandated in-office attendance for a majority of their workforce, particularly in high-profile roles. However, even in these firms, back-office teams or certain tech-related roles may have more flexibility. In response to shifting expectations, these institutions are investing in amenities like wellness spaces and tech-enhanced meeting rooms to improve the in-office experience.

3. Professional Services: Balancing Client Expectations with Flexibility

Consultancies and small law firms Consulting firms and small law practices in London tend to follow a hybrid model. With high client engagement needs, they often require employees to come in when face-to-face client interactions are necessary, while permitting remote work for internal tasks. Flexible leases, coworking spaces, and well equipped satellite offices have become popular in this sector, providing agility to adapt as business needs fluctuate. For many of these firms, physical presence is seen as essential to uphold professional standards but balanced with an openness to remote work.

Large law and consulting firms Top-tier firms like PwC, Deloitte, and Clifford Chance have adopted similar structured approaches. Employees are expected in the office for a certain number of days, particularly for collaborative or client-facing activities. These large firms often provide detailed hybrid work policies, with “core” office days set across teams. In addition to flexible schedules, they are investing in technology and digital tools that facilitate seamless collaboration, regardless of location, reflecting the industry’s focus on adaptability. For guidance on maintaining employee engagement and effective attendance policies, see The Office Policy Balance: The Key to Maintaining Employee Engagement and an Effective In-Office Attendance Policy .

4. Creative Industries: Leading the Way in Flexibility

Media and small creative agencies The creative sector, including media, marketing, and advertising, has generally embraced remote-first policies. Many London-based media agencies and design firms operate almost fully remotely or have highly flexible policies, allowing team members to visit the office only when it’s absolutely necessary.

Large creative firms and advertising agencies While large advertising firms and media houses initially embraced remote work, many are gradually returning to office setups, albeit with considerable flexibility. Big names like WPP and Publicis Groupe encourage in-office attendance to foster creativity under collaboration, yet often limit attendance to a few days a week. Many of these companies have redesigned their offices to feature open spaces, collaborative zones, and studios, making the office an attractive destination for creative professionals.

Many creative agencies and media firms are still recovering from pandemic disruptions. Small studios and freelancers rely heavily on flexible coworking solutions, but the risk remains highest for micro-businesses as full-scale return to office is slower in this sector.

5. Retail and Hospitality: Operational necessity meets flexibility

Small and independent retailers For small retailers and hospitality businesses, in-office work isn’t as much of a consideration, as much of the workforce operates directly in stores or venues. However, corporate teams within these businesses still adopt hybrid approaches, especially for administrative roles. Smaller hospitality businesses often utilise co-working spaces or share administrative offices to save on costs.

Large retail and hospitality chains Larger retail and hospitality brands with headquarters in London, such as Marks & Spencer or Whitbread, have implemented hybrid working models for their corporate offices. While in-person work remains crucial for roles linked to physical stores or operations, corporate staff enjoy flexibility. Many are expected in the office only part-time, while headquarters focus on collaboration and training sessions, and virtual working practices are well-supported with robust technology infrastructures.

6. Healthcare and Pharmaceutical Industry: A strategic return

Small healthcare practices and pharmacies Smaller healthcare providers, including practices and pharmacies, generally continue with in-person work for most roles due to the operational needs of patient care. Administrative staff may have the flexibility to work remotely part-time, although on-site presence is still highly valued in these settings to ensure continuity in patient services.

Large pharmaceutical companies Large pharmaceutical companies like GlaxoSmithKline (GSK) and AstraZeneca are taking a balanced approach. Research and development roles are largely based on-site, but roles in administration, marketing, and sales have embraced hybrid or remote-first models. These companies often leverage technology to allow employees to collaborate effectively from anywhere, recognising the value of flexibility to retain top talent while ensuring essential roles are still based on-site.

Business Size 

Startups are a distinct case in London’s return-to-office landscape because their business fundamentals and talent priorities differ sharply from those of larger, established firms. Currently 73% of London-based startups operate a hybrid model and 22% are fully remote as of 2025, compared to just 5% requiring everyone in the office. The reasons are clear: startups often compete on flexibility to attract talent, and many are technology-driven or service-based, making remote collaboration easier and less capital-intensive. Employee demand is a major factor: with 58% of UK workers saying they would refuse to comply with a full return-to-office mandate and 78% of hybrid staff claiming improved work-life balance, founders are wary of pushing too hard. 

However, many startup founders are feeling the tension. More than half (52%) want to see their teams in the office more often, citing culture, creativity, and mentorship as motivators. Yet, only 19% of remote-first startups are planning to increase office attendance in 2025, and most hybrid companies are still fine-tuning their arrangements, often worried that stricter mandates would trigger resignations. 60% of founders fear staff would quit if forced back full-time. Limited budgets and uncertain long-term recruitment needs mean startups gravitate toward flexible workspace solutions in dynamic areas like Shoreditch, King's Cross, and Southbank, rather than long leases. Despite founder wishes, the norm remains “set-day” hybrid patterns (commonly 2–3 days in-office, Tuesday through Thursday), with the bulk of the week spent working remotely.

Startups in areas like Shoreditch, Kings Cross, and Southbank are typically tech-driven and innovation-focused companies spanning sectors such as AI, fintech, healthtech, foodtech, fashtech, green energy, gaming, and digital platforms. Shoreditch stands out as the heart of London’s "Tech City", with a notably lower vacancy rate of 7.8% - an indicator of higher in-person presence. This heightened occupancy is driven by a thriving startup ecosystem facilitating dense networks, informal collaboration, and peer learning across industries specialising in everything from fintech and web3 to digital health, fashion tech, and sustainability. Notable examples include Wise (fintech), Echo (healthtech), Olio (foodtech), and Depop (fashtech). Startups are drawn to these neighbourhoods not just for affordability and flexible office leases, but for the network of peers, investors, mentors, and tech talent. In contrast, Kings Cross aligns closer to the City average with a vacancy rate of 8.8% and is increasingly attracting scaleups, deep tech, and AI innovation labs seeking proximity to major transport links and academic centres.  Southbank stands at a vacancy rate of 8.6%, favored by creative tech firms and digital agencies that adopt a hybrid model balancing flexible remote work with in-person sprints and client projects. These differences are fueled by the varied company maturity, sectoral needs, quality of local amenities, and the collaborative culture fostered by high-quality and flexible offices unique to each area.

Hybrid work is the default model across most London sectors, but the details are evolving. Approximately 40% of hybrid companies plan to increase in-office days in 2025, though relatively few strictly enforce attendance except at the largest firms. Set-day hybrid models, where specific days are allotted for office presence, are most popular. However, the highest satisfaction is found in “employee choice” models that prioritise autonomy.

If you want to explore technology-driven monitoring approaches that some firms use to balance autonomy with accountability in hybrid work, check out Employee Monitoring Software: A Different Take on the RTO Debate .

Summary

1. Small Businesses across all sectors are more likely to offer flexibility, as they often operate with smaller office spaces and are open to using co-working solutions or flexible leases or equipped satellite offices to save costs.
2. Medium-Sized Enterprises tend to adopt hybrid models, balancing the need for collaboration with employee preferences for flexibility. These companies often invest in meeting space and collaboration tools that facilitate hybrid work.
3. Large Enterprises across finance, healthcare, and professional services often prioritise in-person work for specific roles, while allowing flexibility for others. Many have invested heavily in their physical spaces, upgrading offices to enhance employee experiences.

London businesses’ approaches to returning to the office are as diverse as the industries themselves, shaped by sector-specific needs and workforce expectations. Some sectors, like finance, lean towards a strong office presence, whereas others like the creative industry, prioritise flexibility. Importantly whether you're a small startup or a large enterprise, there is no one-size-fits-all approach. The key is understanding the unique needs of your workforce and adapting your workplace strategy accordingly.

The shift to hybrid and flexible working is now deeply embedded in London’s business culture. However,  2025 is marked by an ongoing evolution in how and where teams use office space, with more businesses turning to serviced and managed offices for agility. Economic uncertainty and a persistently high employment inactivity rate (22.2% in 2025) reinforce the need for flexible approaches if businesses want to compete for scarce talent and address the needs of workers tackling health or family challenges.