## 1 Introduction
### Remote Working  
Remote working has gradually emerged in many sectors as a viable alternative to physically working in an office, allowing for a range of benefits including better work-life balance, greater satisfaction at work, lower time productivity losses due to road congestion, and lower environmental impacts in cities thanks to a decreased mobility demand. Different terms are used to refer to work performed outside the workplace, with varying degrees of flexibility in terms of location and working hours, and differences in innovation in working arrangements. These include telework, smart work, mobile e-work, and ICT-based mobile work. In the following, the term remote work will be used as a generic term for work carried out away from the company premises. Teleworking is used to refer to forms of remote work in which the work is carried out in a place other than the company headquarters (typically at the employee's home) following a traditional organisation of work and activities. The main objective of this approach is to enable employees to work remotely, in order to meet needs related to special conditions (disability, even temporary, care of small children or other family members) and to improve the quality of life and work-life balance. Smart working, on the other hand, is characterised by a new way of organising work, in which activities are organised with high levels of autonomy and responsibility for results, flexibility in working hours and location and openness to continuous change. This is a paradigm shift that requires a radical transformation at both the organisational and cultural level. The introduction of forms of smart working (also called _lavoro agile_ in Italy) in public administration in Italy has not always been accompanied by an adequate evolution of the organisation of work, especially in the case of smart working activated in an emergency form as a response to the need to contain the COVID-19 pandemic and provide services and carry out work activities. Thus, in the following, the term \"remote working\" will be used rather than smart working. The organisational aspects of the different forms of remote working and their impacts on the quality of work, well-being, and the different dimensions involved at a social and urban development level are being studied across disciplines. Several studies have addressed the social and organisational benefits of remote working through digital technologies that offer workers flexibility with regard to where and when they work [1; 2; 3; 4]. Eurofound suggests that remote access to communication systems ensures that workers can exchange information with colleagues and managers [3; 4], promoting innovation in the form of organisational change, flexibility, online learning, and new forms of cooperation. Work-family conflicts arise when the worker is unable to cope with family or work pressure [5]. Remote working affects work-life balance by helping to reduce stress, burnout, depression or other psychosocial risks at work. The level of worker autonomy reduces stress and increases performance and productivity [6; 7; 8]. The effect of uncoupling the organization of work from traditionally fixed times and places can be a key factor that can lead to multiple effects not only on the quality of life, but also on the environment in general, in terms of both direct impact and rural and urban development. Remote working can trigger a range of related changes, enabling a wider adoption of sustainable, user-centered models for mobility, urban design, housing planning, and land use. A discussion of the relationship between remote work, territorial development, and urban mobility is discussed in [9]. Only in recent years has the impact of remote work on the environment been analysed, both in terms of climate and local pollution. In a study summarising 39 empirical studies on teleworking, [PERSON]. [10] states that there is a lack of consensus on the energy and environmental benefits of working from home.