100% Teleworking? The Fantasy of a World Without Offices Defeated

As many large corporations tighten their presence policies, a study conducted by Catella France and YouGov sheds light on the perceptions of the French. Five years after the teleworking boom fueled by the health crisis, workers aren't fleeing the office; they're fleeing boredom, commutes, and rigid models. And while teleworking has shaken up habits, the office has never mattered more, provided it meets the real expectations of workers.

100% teleworking? No thanks!

First clear observation: the unanimous rejection of full-time teleworking.

The rhythm of 1 to 3 days of presence in the office is favored by 1 in 2 workers. Among women and 18-34 year-olds, these preferences climb to 54% and 58% respectively, a sign that even the youngest are not averse to face-to-face work, on the contrary. This preference can be explained by a dual requirement: managing the mental load and maintaining efficiency, without sacrificing the collective.

In other words, the majority of French people do not reject the office but refuse a rigid model and aspire to a new balance between presence and flexibility.

The office, a place of collaboration and exchange par excellence

The office remains a valuable resource for 54% of workers, who see it primarily as a place for collaboration and exchange. This sentiment is particularly shared by 18-34 year-olds (58%), who are seeking social connection, and those in higher socio-professional categories (59%).

Another important driver: productivity. For 38% of respondents, the office remains the place where they feel they work best, a sentiment particularly strong among 18-34 year-olds (42%) and decision-making executives (44%). In contrast, only 31% of 45-54 year-olds consider the office a prime location for productivity, and 49% see it as a collaborative function. At this stage of their career, interactions are perceived as less essential, and the relationship with the workplace becomes more utilitarian, sometimes distant. Proof that the office does not fulfill the same function depending on age or status.

On the managerial side, the reading is still different: a third of decision-makers consider the office primarily as an organizational lever, a mechanism for control, coordination, and presence. A legitimate point of view, but sometimes out of step with the concrete expectations of their colleagues, who prioritize meaning, comfort, and utility.

Among these motivations, financial incentives play a central role: 42% of employees say that a bonus linked to attendance would be a real lever for returning to the office, a proportion that rises to 49% among CSP- and 46% among non-executives. The message is clear: to be attractive, the office must also offer a tangible reward.

Parisians: a revealing paradox

Unsurprisingly, Île-de-France stands out from other regions:

Travel time is the number one obstacle cited by almost half of people in the Paris region.
They also see the office as a rallying point, a place to promote corporate identity and culture, and also expect it to be a service center (catering, gym, nursery, etc.).
Finally, exposed to increased hybridization of work, they are also those who want more facilities: 40% demand more comfortable offices, compared to 36% on average.

Teleworking, the future of work?

For nearly one in two workers (47%), teleworking represents the future of work, a conviction stronger among 18-34 year-olds (56%), women, parents, and residents of the Paris region, compared to only 41% of those over 55.

The reasons given:

Reduction in transport times (32%),
Reduced stress (31%),
More calm (27%),
More freedom in organizing daily life (24%),
And even savings (20%).

But contrary to popular belief, teleworking is not a major criterion in a job search: only 7% of respondents make it a priority.

The fact remains that offices are not evolving at the same pace as usage. While 63% of workers believe that their workspaces are generally suitable in terms of location, nearby services (55%), office and shared spaces (59%), and comfort (60%), the reality on the ground qualifies this observation: nearly 8 out of 10 workers say they have not seen any changes in their premises for several years.

For Raphaël Amouretti, President of Catella France: "This survey confirms one thing: the office has never been more strategic for businesses. But its value is no longer measured in square meters, it is measured in uses. Commercial real estate is entering a new era, where every square meter must justify its role: catalyzing collaboration, reflecting corporate culture, attracting talent. Faced with the new expectations of workers, it is no longer just a question of optimization, but of reinvention."

For Loïc Blin, Director of Real Estate Affairs at the Safran Group: "It is fundamental that the company first and foremost questions the place and meaning it wishes to give to the collective and to the interactions that face-to-face work generates, particularly in terms of efficiency. Why come to the office? The office must remain or (re)become a place of team cohesion, transmission and acquisition of skills. At a time when AI is entering many tertiary sectors, when the crisis is developing, the office remains the place in which everyone can acquire a sense of belonging and thus break with individualism and isolation."

For Aude Grant, Managing Director of SFL: “The office has become a decisive criterion when choosing a job for nearly 2 out of 3 employees, and teleworking has of course reinforced the demands on workspaces (accessibility, services, “fun”). This requirement must be met by both real estate investors and business leaders: at SFL, we design spaces to promote both individual development and collective dynamics. Our Washington Plaza building is an illustration of this: a true laboratory where services popular with employees (gym, auditorium, shared meeting rooms, catering, etc.) give new meaning to the office. Increasingly, these issues are becoming essential in the design by companies of their private spaces.”

5 game-changing figures: