The return-to-office debate is missing the bigger picture, says Victor Geus, Area Managing Director Central Europe at Kenvue. Instead of focusing on physical presence, companies should prioritize results, foster a culture of care and introduce flexible working models.
Home office, “Work from anywhere,” or flexible working hours are more than just bargaining chips to attract new employees. Rather, flexible working models promote an inclusive environment and healthy company culture and thus contribute to business success. Therefore, it is all the more important to critically question the return-to-office trend.
According to a KPMG study, 68 percent of German top decision-makers are convinced that their employees will be working full-time in the office again within three years. More and more companies are announcing corresponding steps and ordering employees back to the office, coupled with the expectation of increased team spirit and efficiency. But the return to full-time mandatory presence is – to put it mildly – controversial.
A study by the University of Pittsburgh shows that the mandatory presence model increases neither productivity nor corporate success. The scientists were unable to determine any improvements, either financially or in terms of company value. Instead, the study suggests that managers are primarily concerned with one thing: controlling their teams.
A Step Backwards for Mental Health?

Another perspective fits in with this: The University of Pittsburgh study also shows that employee satisfaction decreases with the reintroduction of full-time office attendance. Similar surveys from Germany point in the same direction. The Konstanz Home Office Study, for example, which has been surveying the attitudes of the German working population, managers, and companies towards mobile working and home office since 2020, shows that mandatory presence does not necessarily lead to increased performance, but does lead to significantly higher emotional exhaustion among employees.
A survey by the Königsteiner Group comes to the conclusion: More than half of the respondents feel less stressed at home, compared to only 26 percent in the office. The majority also stated that they felt more balanced in their own four walls during and after work.
In summary, it remains clear that flexible working models are an important factor for employee well-being and can thus be a lever for business success. It should therefore be noted that flexible working models are an important factor for the well-being of employees and can thus lay the foundation for corporate success.
Catalyst for Diversity, Equity & Inclusion

If these data are not sufficient to advocate for flexible working models, one should also consider the aspect of Diversity, Equity & Inclusion (DEI). Diverse perspectives and an inclusive environment not only shape the corporate culture, but also represent a competitive advantage. A working environment in which everyone feels they belong, can contribute their best, and is supported, empowered, and rewarded for their performance ultimately contributes to economic success.
Flexible Working at Kenvue
At Kenvue, flexible working options are key to addressing the needs of employees throughout different life stages. Consider a parent with a young child who can balance a leadership role with their new life phase thanks to flexible working hours or job sharing.
An employee whose elderly father lives far away or abroad can support his family on-site for up to 30 working days a year thanks to our “Work from anywhere” policies*. Or the international colleagues who can maintain contact with relatives, friends in their home country, and their culture with this option. New employees who live farther away from the company headquarters and only consider the job because there are flexible office presence regulations.
These are examples from our everyday corporate life that show: Flexibility has many faces. Flexible working models – from hybrid working to job sharing to “work from anywhere” – provide a systemic framework that puts performance in the foreground – regardless of where and when it is delivered – and responds to employees and their individual needs.
Culture of Care

At Kenvue, we also speak in this context of a Culture of Care, in which employees and their needs are heard and in which managers play a central role in shaping our values-based and inclusive corporate culture. Their task is to create an environment that conveys meaning, appreciation, and a sense of belonging, recognizes and rewards performance, offers support, and promotes further development.
The result is, among other things, a diverse workforce, which, as mentioned, we see as a competitive advantage: At the end of 2023, half of our global workforce was female, and more than half of the global leadership roles were held by women. This also applies to my management team in Central Europe, which represents nine nationalities.
A diverse workforce like this naturally also brings decisive advantages for us as a company that reaches around 1.2 billion people worldwide with its products. Thanks to the diverse perspectives of our team, we can develop innovations and create solutions that meet the different lifestyles and needs of our target groups.
Return-to-office push – Conclusion:
The debate surrounding the return-to-office push is being conducted too one-sidedly. Flexibility brings advantages for employers and employees alike. It creates the basis for more diverse teams, a more inclusive working environment, and thus also for the well-being and satisfaction of employees. It forms an important pillar for a healthy corporate culture, which in turn promotes innovation and performance and thus has a direct influence on economic success.
* With the exception of India
Please also read the following articles:
- HR Trend Radar 2025: Rethinking HR Operating Models
- How an Empathetic Leadership Style Inspires Teams to Embrace New Ideas
- Unleash Potential: Three High-Impact Levers for a Thriving Learning Culture
Victor Geus is Area Managing Director Central Europe at Kenvue (formerly Johnson & Johnson Consumer Health). In this role, he is responsible for the business in 14 countries, including Germany, Austria, and Switzerland. He has extensive leadership experience, particularly with international teams, having worked for companies in Europe and North America.