Alongside these SMEs, are the major accounts now making a comeback?<\/h3>\n
C. B. -<\/strong> We can see, with the third phase we are in and this confinement that comes and goes, that companies have adapted<\/strong>. We're living with the pandemic, the health regulations and the constraints imposed by the authorities. As a result, our centres are busy again, and our sales to key accounts are back to normal. This can be explained by the roll-out of teleworking, or rather of teleworking<\/strong>This includes working from home. Major accounts are reviewing their real estate holdings to reduce costs, while at the same time introducing new organisational methods to enable their employees to avoid having to return to the office every day.<\/p>\n We have gained years in transforming the way offices are used.<\/p><\/blockquote>\n C. B. -<\/strong> I don't think there will be no turning back<\/strong>This is all the more true given that employees and staff representative bodies are also looking for this less restrictive model. From this point of view, we have gained years in the transformation of office uses and in the maturing of work organisation. And in the way we manage, which is not the same at a distance as it is face-to-face.<\/p>\n C. B. -<\/strong> We need to rethink the way we use workplaces and their value to employees. So, one day, two days or three days, in my opinion, there shouldn't be a single answer for everyone. It all depends on the job. Some need less discussion, and therefore face-to-face meetings, while others require a lot of brainstorming. It also depends on the company's ability to justify the presence on its site<\/strong>. If the company says to its employees \"you come one day a week, because that's the rule\" and in the end the person takes the RER, arrives on site and leaves in the evening without having had much interaction with his or her colleagues, apart from having a coffee from time to time, there is little point. On the other hand, if the company justifies their presence with agendas for team meetings, brainstorming sessions and training courses, that adds value.<\/p>\n We need to rethink the way we use workplaces and their value to employees.<\/p><\/blockquote>\n C. B. -<\/strong> Several elements of our offering support this transformation. The first is real estate flexibility.<\/a> Being able to start with one office, add another if the business grows, go back if you need to, terminate your contract every month and take it up again three months later: all this is perfectly suited to the times we live in, as well as to containment cycles. The door opens, we take back offices; it closes, we reduce the surface area required. Even before the start of the pandemic, Oracle came to us with the intention of simplifying its property policy. While keeping its head office, which is part of its identity, the company decided to terminate the leases on its provincial branches<\/strong>. We now host their employees in around ten towns and cities. This means variable costs and the ability to adapt to changing needs. This has an advantage for these teams, who work in project mode. If they win a major contract, they can double their workspace for six months, something they couldn't do before by being committed to a single location and surface area.<\/p>\n C. B. -<\/strong> Yes, for example, we're seeing companies setting up offices with two or three times as many access badges as workstations in order to rotate their teams. This is something we didn't see at all before, when companies only asked for one badge per workstation. In this sense, we are supporting changes in the way work is organised. We also have a membership offer<\/strong> which consists of a subscription giving access to our network of centres. Some very large accounts have taken up this offer for reasons of flexibility and cost, for example Dell with 10,000 subscriptions.<\/p>\n C. B. -<\/strong> This offer already existed, but it was confidential. Today, it's a business that has been multiplied by three or four<\/strong>. Many companies ask us about this. We can go even further, particularly for large companies, by setting up a kind of centralised budget where their employees can check in at a centre when they leave, and the centralised account will be billed for the time spent. This is really the notion of a workspace cloud. People use our centres for as long as they need to and only pay for what they use.<\/p>\n C. B. -<\/strong> In September, we launched Workplace Management\" offering<\/strong> through which we offer large companies and property companies the opportunity to manage workspaces on their own sites. Take, for example, a company that comes to us and says: I have a 10,000 m2 tower, but I only need 7,000 m2 with any certainty. For the remaining 3,000 m2, it's less certain. We can operate these workspaces while providing flexibility, whether for their teams, to bring in subcontractors, partners or on behalf of a third party. Discussions are taking a long time, but this offer is clearly resonating with major users who need to optimise their real estate assets. This solution can also be integrated into a broader approach to the organisation of remote working. For example, we could we operate offices at their sites<\/strong> and we give their employees access to our entire network to enable remote working and business nomadism.<\/p>\n C. B. -<\/strong> The final element, and one that is key to the rise of teleworking, is the diversity of our locations<\/strong>. Especially as, when a company is a customer of one of our centres, it has free access to all the others. So if you have all your sites in the first arrondissement of Paris or in La D\u00e9fense, this usage isn't going to go very far. In this context, we have a brand called Stop & Work. Its aim is to provide an alternative to working from home, with third places set up not in business districts, but in residential towns like Fontainebleau, Bourg-La-Reine or Maisons-Laffitte, to enable people to work as close to home as possible.<\/p>\n C. B. -<\/strong> Having a truly national network is a way of meeting new expectations by offering a concrete platform for remote working. For 30 years, our aim has always been to have the broadest possible network. Today, we have almost 3,500 sites worldwide<\/a>120 of which are in France, spread over 70 towns and cities. We need to go further. We estimate that we have a potential of 1,100 centres across France.<\/strong> Our strategy is quite simple, firstly to continue to develop organically in the 15 biggest cities in areas where we are not yet present, for example the Left Bank and the East of Paris or the Bassins \u00e0 Flots in Bordeaux. But there are many cities with populations of 30,000-40,000 that we are not present in, and even smaller cities where the Stop & Work brand has real potential for development. In all these cities where we are not present, we intend to accelerate our development with a franchise programme. We're going to define territories with local partners, giving them exclusive rights to our brands, with them committing to a development plan in return.<\/p>\nDo you see the boom in teleworking as a long-term phenomenon?<\/h3>\n
How do you see the model that seems to be emerging in a number of large companies, i.e. three days on site and two days teleworking?<\/h3>\n
How do your business centres fit into this trend?<\/h3>\n
Will the way we use our centres also change?<\/h3>\n
But this subscription formula is not totally new. Is the current crisis giving it a new lease of life?<\/h3>\n
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<\/a>Are you offering new things to meet the changing expectations of companies?<\/h3>\n
How are your centres positioning themselves in the face of growing expectations about teleworking?<\/h3>\n
What are your ambitions for development in France?<\/h3>\n
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<\/a>As well as developing franchises in medium-sized towns, how do you plan to expand your offering in major cities?<\/h3>\n