With fluctuating footfall, the rise of technology, new expectations among employees and a redefinition of the very role of the office, this shift forms part of a broader discussion centred on a holistic approach aimed at aligning work environments (both physical and digital) with the company’s objectives, culture and actual needs. The office is thus becoming a strategic tool in its own right, at the intersection of property, HR and technology issues.
After five years of analysis and having examined more than 28 million square metres, what do you think have been the most significant changes in the office market since the widespread adoption of hybrid working?
Hybrid working has radically changed office occupancy patterns. Companies have found that offices are no longer used uniformly: some days are very busy, others much less so. This is prompting organisations to completely rethink the way they design and manage their spaces.
There is also a marked rise in employees’ expectations regarding the quality of the working environment: lighting, comfort, facilities, connectivity, sustainability and proximity to transport are becoming key considerations. The office must now be a place people want to come to.
Does the study show that companies are reducing their office space or that they are reinventing it? What are the main criteria being sought today?
“The reality is more nuanced than simply reducing floor space. Whilst some companies are indeed reducing their property footprint, many are simply reallocating their space in different ways.
The prevailing trend today is ‘better, not bigger’. Companies are looking for higher-quality, more flexible offices that can adapt quickly to changing needs. As a result, we are seeing more collaborative spaces, modular meeting rooms, quiet working areas and informal spaces designed to encourage interaction.
This development is fully in line with the view that the workplace is no longer seen merely as a property cost, but as a driver of collective performance and staff engagement.
The most sought-after criteria revolve around three key areas: flexibility, ESG performance and user experience.
The most sought-after criteria now revolve around three key areas: flexibility, ESG performance and user experience. Companies want buildings that can adapt to fluctuations in occupancy, but which are also more energy-efficient and aligned with their environmental commitments. Finally, the appeal of the location is becoming essential in a context where the office must compete with remote working.
Ultimately, isn’t the office becoming almost as much an HR tool as it is a property management tool?
«Absolutely. These days, property decisions are increasingly linked to recruitment, staff retention and corporate culture. The office plays a direct role in the employee experience.
Some companies even use their workspaces as a tool to enhance their employer’s brand. A high-quality, flexible and technologically advanced working environment can influence a company’s ability to attract talent, particularly among younger generations, who place great importance on quality of life at work.
You mention the growing role of AI and technology in optimising spaces: in practical terms, how are these tools transforming the management and use of offices?
«These technologies now play a key role in understanding how offices are actually used. Thanks to sensors, booking platforms and data analytics tools, companies now have access to highly accurate information on occupancy rates, footfall and working habits.
Artificial intelligence then enables this data to be used to optimise spaces in real time: adjusting energy consumption, dynamically managing workstations, improving the allocation of meeting rooms, and anticipating peaks in footfall.
These tools also help to improve the user experience. Employees can easily book a space suited to their needs, find their teams on site or access personalised services. We are gradually moving away from a static office towards a smart, adaptable environment capable of adapting to the hybrid nature of spaces, time and activities.
Flexible working only works if the spaces are well designed and if staff understand the reasoning behind these changes.
Does this also mean that the established office is being called into question?
“Yes, quite clearly. The traditional desk-based workplace is becoming the exception rather than the rule, particularly in hybrid organisations. Companies are now favouring more flexible models, such as flex-office arrangements or shared workspaces. This not only optimises space but also encourages greater cross-functional collaboration between teams.
That said, this transition must be properly supported. Flexible working only works if the spaces are well designed and if staff understand the reasoning behind these changes.
Does Luxembourg follow the major international trends identified by CBRE, or does it have its own specific characteristics in terms of property occupancy and real estate strategy?
“Luxembourg generally follows the major international trends, but with certain distinctive features linked to its economic structure and its size.
The financial sector and European institutions continue to have a strong presence, which keeps demand for high-quality office space relatively stable. The Luxembourg market is also characterised by a strong focus on sustainability and building quality, particularly due to growing regulatory and ESG requirements.
The country retains a relatively strong culture of face-to-face interaction compared with other international markets.
On the other hand, the country still maintains a relatively strong culture of being physically present in the office compared to other international markets. Hybrid working has become established, but often within a more structured framework than in some major American or British cities.
Finally, the issue of mobility plays a particularly important role here. Commuting times and cross-border traffic flows have a direct impact on land-use strategies and employees’ expectations.
In light of this study, what might the ideal workplace look like in the coming years for both employers and employees?
“The ideal office will likely be a much more flexible, connected and people-centred space. For employers, it will need to optimise costs, foster collaboration and support ESG objectives. For employees, it will need to offer genuine added value compared to working from home: comfortable spaces, high-performance tools, meaningful interactions and a seamless experience.
We can envisage more modular offices, capable of being quickly adapted to meet changing needs, with more integrated services and a strong technological focus. Data and AI will also enable a much higher degree of personalisation in the workplace.
Do you think we might one day return to a pre-Covid working model, with staff in the office five days a week?
“A widespread and lasting return to the pre-Covid model now seems unlikely. Working habits have changed profoundly, and employees have come to expect a high degree of flexibility. However, this does not spell the end of the office. On the contrary, companies are continuing to invest in it, albeit with a different approach. The office remains essential for team spirit, innovation and corporate culture.
The issue, therefore, is no longer about how many days employees spend in the office, but rather about ensuring that their presence is productive, meaningful and adds value.”
