The return to the office is gradually taking shape in companies. (Photo: Matic Zorman/Maison Moderne/archives)

The return to the office is gradually taking shape in companies. (Photo: Matic Zorman/Maison Moderne/archives)

Many frontier workers would like to make the most of the tax immunity for teleworking. The agreements between countries allowing this expire on 31 March, but are likely to be extended for another three months. Nevertheless, the return to the office has begun.

"Officially, we are still at 30% attendance. But there is managerial pressure to go back to 100% by 1 April." With the end of a large part of the health restrictions and the uncertainty as to whether or not teleworking agreements with border countries will be extended, employees are facing a return to physical presence in the workplace. Employees just like the bank worker cited above, who prefers to remain anonymous.

"My job allows me to work from home,” says the Belgian border worker, who would like to continue remote working. "It saves time and money. All the more so with the rise in fuel prices.” The return to the office comes at a bad time for many cross-border workers who face a long commute.

Belgium and Luxembourg have already decided in favour of an extension to their teleworking agreement, but the deal with France still has to be ratified before 24 March at the latest to extend the agreement until 309 June. Luxembourg has also applied to Germany for an extension.

Post-Covid rules under development

"We are still teleworking every other week until 2 May," says Toni Lotto, a sales consultant at BGL BNP Paribas. After that date, his employer plans to switch to a post-pandemic teleworking policy of "a maximum of two days per week, while respecting the tax limits for border workers". Only residents of Luxembourg will be able to take advantage of the two days per week. Employees living in France are limited to 29 days per year, soon to be increased to 34 days, while those living in Belgium are allowed 34 days and those living in Germany are limited to 19 days remote working in their country of residence.

While Lotto does not dispute this rule, he regrets the 2 May. deadline. "I live in Liege, so the more I telework, the better. I think it's a pity that they are coming back so quickly ,when it is possible that the agreements will be extended until the end of June.”

This is a situation faced by many employees in the sector, according to Roberto Mendolia, president of the Luxembourg Association of Bank and Insurance Employees (ALEBA). "Many ask us if they have to come back. We have strong discussions with the companies. Why bring everyone back, when the price of fuel is rising?" But in the end, "it's the employer who decides", he admits. Telework is neither a right nor an obligation

If a whole sector can telework and a company is the only one not to offer it, the question of its attractiveness arises.

Christophe KnebelerDeputy Secretary GeneralLCGB

In general, Roberto Mendolia notes that companies set their telework quota at 25%, in order to stay below the European limit at which the employee falls under the social security system of his country of residence. "We are trying by all means to reach 40%," he says. Discussions are underway at European level, and a meeting is planned with the ministry of labour in May.

Businesses and start-ups have confirmed that they are implementing a return to the workplace. Banque internationale à Luxembourg (BIL) says it has “initiated a return to the office in recent weeks. Our objective is to gradually reach a weekly rhythm of one day of teleworking, provided that no new health measures are taken.” At Pictet, employees are still entitled to 40% of their time working remotely. "We have not yet taken a formal decision" on what to do next, says Pascal Chauvaux, the banking group's chief operating officer. Discussions are underway with a dedicated committee composed of staff representatives, management and human resources. "The modalities of post-pandemic remote working are being worked out," says the Banque centrale du Luxembourg (BCL), where employees are required to work two days a fortnight on site, for the time being.

A standard demand in the negotiations

Beyond the financial sector, "this has become a standard demand in collective agreement negotiations,” notes Christophe Knebeler, deputy secretary general of the LCGB. And even in companies where some employees cannot telework, "there are other arrangements, such as flexible working hours". The LCGB notes a certain openness on the part of large companies on these issues, even if the union does not know how things are going in smaller companies, which have no staff delegation. "It depends on the sector. There are some where telework can be more difficult. But if a whole sector can telework and a company is the only one not to offer it, the question of its attractiveness arises.”

In any case, companies have questions about the extension of quotas with neighbouring countries. In the event of a "return to normal", many would opt for "one or two days a week" or a maximum of 10% remote working, considered as "occasional" by an amendment to the convention on the practice in Luxembourg, which this week was .

20 years ago, we wanted a salary. Ten years ago, we wanted recognition. Today, we want time for ourselves.

Laurent ChapelleCEOHR Expert

In the public sector, "each administration has the possibility of granting its employees between zero and four days of telework per week", explains the CGFP union. "This provision will soon be changed to three days. The union is in dialogue with the minister for the civil service [Marc Hansen] to "develop a legal basis for the application of telework in a post-covid scenario. The aim is to establish a uniform regulation. Even if telework is not applied in all public administrations, "the CGFP has not yet been approached by public agents who used to benefit from telework and who are now deprived of it". 

Reconciling private and professional life

The end or reduction of teleworking can frustrate some employees. "In our occupational health and safety department, we have never had so many calls from people who were suffering because they couldn't get back into the swing of things," says Laurent Chapelle, CEO of RH Expert. "During the pandemic, employees discovered that they had a private life," he explains. "20 years ago, people wanted a salary. Ten years ago, they wanted recognition. Today, people want time for themselves.”

On the other hand, Chapelle says, "we have realised that teleworking is not the best option, there have been more resignations, the social link [to colleagues] has become more distant.”

To reconcile employees who are keen on telework and employers who are more reluctant, "there is no miracle recipe. It has to be adapted by company or by sector,” reckons Chapelle. In any case, "employee loyalty will depend on taking into account this balance between private and professional life.” Above all, "real management training is needed", says the human resources expert. He advocates the image of the manager who "knows that the employee does not only exist at work".