Has the pandemic increased demand for more flexible property solutions?<\/h3>\n
C. B. -<\/strong> Since the end of the confinements and the acceleration of the vaccination campaigns, our sales have risen by 60 %, and I see two explanations for this. Firstly, with the uncertainties linked to the pandemic, companies have felt the effects of the crisis. the need for agility in property management<\/strong> with workspaces that can adapt to their changing needs. Secondly, with the introduction of teleworking policies, they are wondering how office real estate can support their implementation. Some companies refuse to accept the \"either work or home\" approach. That's why we're pushing ahead with our subscription offer, which gives access not just to a single business centre, but to all our 3,500 centres worldwide.<\/p>\n C. B. -<\/strong> In fact, it already existed, but it is exploding<\/strong>. In the almost thirty years of our existence, we have attracted 3.4 million users to this offering. Now, in just 18 months, we have grown to 5.2 million. In Japan, for example, NTT has subscribed its 300,000 employees<\/strong>Dell and Cisco have followed suit in Europe, and this offer is also attracting smaller customers, particularly in France. For an average of just a few dozen euros per month per employee, and invoiced according to the time spent in our spaces, this formula is perfectly suited to new working habits. It adds value to teleworking. Employees can choose to work at home, in a centre close to their home, or find a workspace when they're on the move. This reinforces our commitment toreach 1,000 centres in France<\/strong>compared with 130 sites in 76 towns and cities today.<\/p>\n C. B. -<\/strong> I would say around 2030. This target, announced in 2019, had a time horizon of five to seven years. Now it's up to us, we give ourselves another five to seven years<\/strong>. Growth opportunities remain very strong, as our model only represents 2% of the market today. At present, we have resumed the opening pace of the pre-covid period, with one new centre per month. To find out more, our franchise development is a strong lever<\/strong>but has been delayed a little in the current climate. Investors and their banks are waiting for the situation to stabilise. But a number of significant deals are now in the signature phase. Announcements are expected shortly, probably in the early months of 2022. By the end of the year, therefore, I think that between openings and signings, we will have added around twenty franchised sites to our offering, in addition to our organic growth, which should amount to around fifteen centres.<\/p>\n C. B. -<\/strong> This development offers two types of opportunity. Firstly, the fact that 90% of companies, particularly large users, now have unoccupied square metres<\/strong>. They wish to put them back on the market, hence the possibility of agreements with tenants or owners to operate sites on these unused square metres. As soon as they can be monetised on advantageous terms<\/strong>Many are showing an interest. We have already demonstrated our ability to do this in the past, and discussions are now underway on a regular basis.<\/p>\n When you ask companies where their needs are, they are more and more in Pau or Rodez than in the centre of the big cities.<\/p><\/blockquote>\n C. B. -<\/strong> Current developments call on us to strengthen our national network<\/strong>. When you ask companies where their needs are, they are increasingly in Pau or Rodez rather than in the centre of major cities. Today, when some major accounts ask you to house their teams, it's rarely in Lyon or Lille, but rather in towns where they don't want to have assets, but still need a presence. And that means solutions.<\/p>\n C. B. -<\/strong> That much is clear. Ile-de-France, it's not just La D\u00e9fense<\/strong> or the Paris Golden Triangle. The idea is to expand beyond these areas, such as Versailles, Poissy and Alfortville, where we are already present. But there are many others where we are not yet. For example, the Stop&Work<\/a> provides an alternative to working from home by offering third-party workplaces in residential areas in the outer suburbs of major conurbations. In the Paris region, we have such centres in Fontainebleau, Bourg-La-Reine and Maisons-Laffitte. But we have also opened a Stop&Work in a fast-growing business district, the Paris-Saclay plateau<\/strong>where we have created a 6,000 m2 ecosystem dedicated to innovation. On the ground floor, there is an events centre open to residents and all local players. On the first floor, there is an incubator for start-ups, which will benefit from a number of tools, including virtual reality laboratories and media labs. There is also an incubator that will benefit from acceleration programmes with partners such as French Tech. Finally, Stop&Work Paris-Saclay also includes a business hotel and a more traditional business centre, where the offices of more established companies are housed.<\/p>\n C. B. -<\/strong> In these main cities, we see opportunities for expand the presence of our various brands<\/strong>. If I take Spaces, which we started rolling out in 2017 in Paris<\/a>It's now in Bordeaux and has recently opened in Nice. We will be opening a Spaces in Marseille in February, another in Lille a little later in the year and then in Lyon. And there are still other cities where we don't have a presence, such as Toulouse, Nantes and Rennes. The same goes for HQ, our entry-level brand, aimed at businesses on a tighter budget. We open HQ Paris Blanche on 5 January<\/strong>(Editor's note: the sixth HQ address in the Paris region, the HQ covers 873 m2 and six floors, and offers 141 workstations, virtual offices, meeting rooms and coworking spaces). But the HQ brand isn't everywhere yet. The same goes for the very top end of the market, with our Signature brand. In Paris, we have two prestigious addresses, on Place Vend\u00f4me and rue Saint Honor\u00e9. In Bordeaux, we have set up on Place des Grands Hommes and Cours de la libert\u00e9 in Lyon. But there are still no Signature stores in Lille or Nice, for example.<\/p>\n By setting up a business centre in a major entertainment venue such as the Accor Arena, we are part of this broader services policy.<\/p><\/blockquote>\nHowever, this subscription offer is not new to IWG.<\/h3>\n
![\"IWG](\"https:\/\/www.voyages-d-affaires.com\/wp-content\/uploads\/2022\/01\/spaces-nice-iwg.jpg\")
<\/a>You had already announced this objective before the pandemic. When do you expect to achieve it?<\/h3>\n
How will the development of new working habits support your growth?<\/h3>\n
As for the second type of opportunity, what is it?<\/h3>\n
However, the Paris region is also one of your priorities.<\/h3>\n
<\/a>What is your strategy for France's major cities?<\/h3>\n
You're also developing your offer through innovative concepts, such as the future Spaces at the Accor Arena in Paris.<\/h3>\n