In the postpandemic era, attitudes toward remote work appeared to undergo a lasting transformation, with a high degree of location flexibility becoming increasingly common. Yet, in recent years, many organizations have introduced return-to-office (RTO) initiatives aimed at re-establishing traditional workplace dynamics and prioritizing in-person collaboration. These mandates have drawn significant attention and criticism for limiting software developers flexibility, diminishing well-being, and potentially impacting women disproportionally. This study seeks to understand software developers preferences and actual work behaviors in companies that promote in-office presence. Specifically, we investigate whether certain demographic groups, including women, are differentially affected by RTO initiatives. We also explore a range of factors that may influence individual preferences for remote or on-site work, beyond gender-based assumptions. We report findings from a survey conducted in two large Scandinavian companies engaged in the development of software-intensive systems and services. Data analysis includes descriptive statistics, contingency tables along with post hoc tests, chi-square test of association, and Cramér's (Formula presented.) for effect sizes. Our findings reveal that gender differences among software developers in both industrial cases are minimal and statistically insignificant. Instead, other variables—such as the degree of collaborative work, commute time, and responsibility to support teammates—demonstrate a stronger association with both actual and preferred office attendance. Our results challenge common narratives around gendered responses to RTO mandates, suggesting that other contextual and task-related factors may play a more decisive role. While the impact of RTO initiatives should not be dismissed, our findings indicate that a deeper understanding of work dynamics—particularly around collaboration intensity and commuting burden—is essential to designing equitable and effective work policies. Finally, our findings imply that organizational recommendations for work location must go hand in hand with task design.