Standard Chartered Hybrid Model Drives 48% Profit Surge as Rivals Enforce Office Returns

Standard Chartered CEO Bill Winters is taking a distinct approach to the return-to-office debate, positioning the bank in contrast with its global peers. While institutions like JPMorgan Chase, Goldman Sachs, and HSBC have imposed stricter in-office mandates, Winters has championed a flexible, trust-based model that allows employees and managers to determine their in-office schedules based on business and personal needs [1]. The CEO himself follows a hybrid model, spending four days a week in the office and leaving the fifth day to individual discretion [1].

Winters has been vocal about the rationale behind this strategy. In a recent interview with Bloomberg Television, he emphasized the importance of treating employees as responsible professionals, stating: “We work with adults, and the adults can have an adult conversation with other adults and decide how they’re going to best manage their team” [1]. This approach reflects a broader philosophy of empowerment and autonomy, one that Winters believes fosters accountability and collaboration without the need for rigid oversight [1].

The bank’s flexible model appears to be paying off. In the second quarter of 2025, Standard Chartered reported a 48% increase in pretax profit, a performance Winters attributes in part to the trust-based work culture [1]. On the earnings call with analysts, he stated that the results were “testament to our ability to deliver exceptional services in support of our clients’ needs,” highlighting the bank’s ability to maintain productivity without enforcing a uniform return-to-office policy [1].

This strategy is a marked contrast to the direction taken by many of the bank’s competitors. JPMorgan CEO Jamie Dimon, for instance, has criticized remote work as a drag on innovation and decision-making, pushing for a full-time return to the office. Similarly, Goldman Sachs CEO David Solomon has framed remote work as a temporary “aberration” rather than a sustainable norm [1]. HSBC, too, has mandated that managing directors return to the office at least four days a week [1]. These moves reflect a broader industry trend toward tightening in-person requirements, despite ongoing concerns about employee retention and flexibility.

Standard Chartered, however, has remained steadfast in its support of hybrid work. The bank was among the first major institutions to adopt a formal hybrid model in November 2020, and it has not wavered in its commitment [1]. Winters attributes the bank’s success in part to this flexibility, which has helped retain talent and maintain a low attrition rate in a competitive banking landscape [1].

Critics of flexible work models argue that remote and hybrid arrangements can undermine team cohesion and company culture. Winters, however, rejects these concerns, insisting that with strong leadership and clear communication, teams remain productive and engaged regardless of their physical location [1]. He argues that rigid mandates can stifle innovation and reduce employee satisfaction, particularly for those balancing work with caregiving or other personal responsibilities.

As the debate over the future of work continues, Standard Chartered’s approach offers a compelling alternative to the more rigid policies being adopted by many of its peers. Winters’ strategy is not about rejecting in-office collaboration but about striking a balance that respects employee autonomy while maintaining business performance. By leading by example—being present in the office four days a week—he models a hybrid culture that values both in-person interaction and individual flexibility.

The bank’s stance also reflects a broader shift in corporate leadership. Increasingly, CEOs are recognizing that one-size-fits-all policies are no longer viable. Instead, successful organizations are those that adapt to the evolving needs of their workforce, offering solutions that prioritize both productivity and well-being [1]. Standard Chartered’s experience suggests that such an approach can yield strong financial results without compromising employee satisfaction or operational efficiency [1].

[1]https://fortune.com/2025/08/04/standard-chartered-remote-work-adults-flexible-bill-winters/?itm_source=parsely-api