• Green compensation: Rudy Jourdan, Stéphanie Daguerre, Amélie Klahr, Guillaume Coeurdevey
• Slashing: Alexandra Frelat, Bérénice Hauffray, Simon Bosson, Luc de Fortanelle, Audrey Adnot, Stéphanie Goncalves, Emmanuelle Rivereau
• Vulnerability at work: Laura Pivette, Margaux Tedesco, Raffaele Colella, Natacha Constantin, Sigrid Trendel, Marine Pineau, Constance Hannel, Louise Pécard, Marie-Camille Perier, Pascaline de Broissia

Each group has documented the challenges and existing mechanisms to explore innovative legal and practical solutions for shaping the labor law of tomorrow.

We’re moving on to season 2 to go even further and produce concrete deliverables:

– Green compensation: a set of model clauses to inspire companies when negotiating profit-sharing agreements

– Slashing: a white paper addressing the key questions from organizations and workers

–   Vulnerability at work: a toolkit for organizations to help them address vulnerability in the workplace and a short documentary exploring the issue of vulnerability in the legal profession

You can all help us:

–    Share your feedback on best practices, successes, and challenges

–    Help spread the word about our work

–    Join us—if you’re interested in green labor law, contact us!

A big thank you to Climate House for its support, and to all group members for their commitment.

L’article End of season 1 of the “Green Labor Law” Working Group est apparu en premier sur Terra Legal.

At a time when companies must fundamentally rethink their organizational structures in the face of social and environmental challenges, Syndex hosted an event on March 12 with a telling title: “A different kind of business is possible”.

The goal: to start from reality.

No grand abstract principles, but concrete feedback, discussions and courses of action.

The day was structured in two parts:

• in the morning, participatory workshops with union members and feedback from the field
• in the afternoon, roundtables bringing together the perspectives of practitioners, researchers, and executives

With one overarching question: “How can we transform the company to make it more democratic, more just, and more aligned with planetary boundaries?” “

1. Why democratize the workplace?

As Corentin Gombert pointed out, the issue of democracy in the workplace is above all political and societal.

It stems from a fairly simple paradox:

Can one be a citizen in a democracy… and not be one at work?

Behind this question lie several observations:

• the excesses of certain economic models have very concrete impacts on society (environment, health, working conditions)
• workers’ expectations, particularly among younger employees, are changing: it’s not that they no longer want to work but that they no longer want to work the way their parents did
• companies need to become more resilient, and this also requires greater team involvement

Democratizing the company is therefore not just a matter of values.

It is also a way to better address current challenges.

2. Very concrete leverages… already at work

The morning discussions, particularly with union representatives, brought us back down to earth: transformations are already underway.

Several leverages stand out:

• legal (SCOPs, cooperatives, ESUS accreditation…)
• organizational (discussion forums, committees, expanded governance)
• contractual (implementing internal agreements, as at Norsys, see below)
• cultural (learning to debate, changing perceptions)
• technological (using tools that facilitate participation)

One point comes up often: the law and the collective agreements pave the way, but it is their adoption by the workforce—managers and employees alike—that makes the difference.

3. Inspiring Corporate Trajectories

The afternoon provided us with concrete examples.

Olivier Crus recounted the takeover of Reprotechnique as a SCOP in 2013:

• 70 jobs at risk
• 1 million euros to raise in 3 months
• a complete transformation of governance

Thirteen years later, the company is still here.

But without idealizing it:

• democratic governance must be learnt
• it creates new spaces for discussion
• it also entails new responsibilities for employees

4. Evolving professions

Another striking example: that of the law firm Légicoop, presented by Anouchka Vié and Simon Chapuis-Breyton.

Their approach:

• adopting a cooperative model
• involving the entire team in decisions (including interns)
• embodying, in their operations, the values they champion for their clients

With very concrete results:

• strong commitment
• team retention
• but also increased demands in terms of time, active listening, and the quality of dialogue
•  

5. The key role of social dialogue

One of the central themes of the day, highlighted in particular by Dara Jouanneau (Syndex), concerns the role of social dialogue in these transformations.

How can we leverage social dialogue to transform our company rather than viewing it as a legal constraint?

Several leverages emerged:

• better equipping employee representatives
• enhancing access to information (particularly on environmental issues)
• creating genuine spaces for discussion on trade-offs

These tools must enable us to overcome the tensions that are very much present: jobs vs. the environment, short-term vs. long-term, economic constraints vs. impact.

6. Democracy in the workplace: a demanding ideal

The day also helped move away from an overly “idealized” vision by highlighting some realities:

• not everyone wants to participate in decision-making
• democracy takes time
• the risk of burnout can be all the greater if employees are more engaged and involved

Hence the importance of creating spaces for collective oversight and vigilance.

7. What if nature were part of governance?

This is undoubtedly one of the most fundamental topics discussed.

Frantz Gault proposes a radical shift: what if nature were no longer just an issue… but a shareholder in the company?

Three ways of viewing it are emerging today:

1. Nature as a stakeholder
2. Nature as a worker
3. Nature as a shareholder (his favorite but also the most ambitious)

With this thought-provoking remark: “We never consider that nature is part of the demos.”

8. Norsys: putting it into practice

Sylvain Breuzard, CEO of Norsys, and Christophe Prochet, CFDT union representative at Norsys, shared with us what the company is already implementing:

• a High Commission for Nature
• taking the 9 planetary boundaries into account
• the involvement of experts to represent living systems in governance bodies
• a company agreement resulting from the “permadialogue” aimed at integrating social and environmental issues into social dialogue (Microsoft Word – permadialogue – PRESS KIT der)

These initiatives are still rare, but they open up very concrete possibilities.

Some questions to keep in mind

• Who really makes the decisions in my organization?
• Who is missing from today’s discussions?
• What spaces for dialogue actually exist?
• How are conflicts between economic, social, and environmental issues resolved?

Conclusion

This day did not yield a ready-made model. On the contrary, it demonstrated that change is driven by companies, unions, and researchers who question, experiment, and adapt.

We move forward with imperfect tools, sometimes limited frameworks, and many questions still unanswered.

A different kind of business is possible, yes.

It is being built through a multitude of concrete experiences that, when taken together, begin to sketch out something new.

L’article A different kind of business is possible est apparu en premier sur Terra Legal.

Source: article published on the CHICHE website by make_sense

“Talking about mental health is intrusive.”

Mental health is private, but not taboo. With the consent of those involved, it is possible to discuss it. Raising awareness and creating spaces for open discussion is not an intrusion into private life but an essential preventive measure against burnout.

“I’m a manager, not a therapist!”

And that’s normal! But having people within the organization who listen to difficulties without judgment can already provide support and help determine whether the cause of the distress is personal or professional. You can then refer them to appropriate resources: therapy sessions covered by health insurance, occupational health services, peer support, healthcare professionals, coaches… You don’t have to manage everything and find solutions on your own but creating an environment where everyone knows who to turn to makes all the difference.

“An entrepreneur must control every detail.”

Delegating and empowering others doesn’t mean losing control but sharing the burden for greater efficiency and peace of mind. Involving HR or managers and leveraging internal or external resources (occupational psychologists, mediators, lawyers, etc.) allows for a better distribution of responsibilities and ensures smoother, more sustainable operations.

“An entrepreneur must be exemplary.”

“Being exemplary” does not mean “being perfect.” Entrepreneurship is a collective adventure and requires pooling resources to move forward. Moments of vulnerability are not a weakness: they are normal fluctuations in professional and personal life. Knowing how to recognize them, cope with them and ask for help to deal with them is also a sign of professionalism!

“If an employee is experiencing burnout, it’s necessarily the manager’s fault. ”

Mental health depends on many factors: physical health, lifestyle, relationships, workload, mental load, work-life balance, psychological state, socio-cultural conditioning, professional environment, and personal environment… dimensions that are at once individual, structural and societal. In burnout situations, there are often multiple causes that stem from the individual and/or collective levels. In some cases, numerous measures are put in place to help employees maintain their health; if they don’t take advantage of them, they won’t have any impact! Conversely, if some people send out early warning signs but these aren’t addressed in time, it can lead to exhaustion.

“A good entrepreneur doesn’t need anyone to monitor their well-being.”

Entrepreneurship isn’t for everyone… and even for those who have “it in their blood,” it’s a difficult experience because the demands of entrepreneurship aren’t necessarily compatible with the fundamentals of physical and mental health.

Whether through peers, coaches, mentors, or a therapist… getting support is essential to gaining perspective during difficult times, receiving guidance on important decisions, and preserving your health to sustain yourself over the long term.

“If I take too good care of my employees, they’ll take advantage of it, and I’ll be the one who burns out.”

A supportive environment fosters engagement and reduces turnover. Listening and recognition aren’t open doors to complacency, but rather drivers of motivation. Abuse is rare, but if it happens, it may be a sign of misalignment or disengagement on the part of the individual in their role or with the project. Being supportive doesn’t mean being overprotective: the goal is to create a work environment that fosters trust, engagement, and autonomy without doing others’ work for them or taking on the entire burden yourself. Kim Scott specifically discusses “supportive candor” in her book Radical Candor to avoid falling into “toxic” supportiveness.

“Setting boundaries restricts freedom. ”

A clear framework doesn’t limit freedom; it structures it. Co-creating explicit operating rules (through a collective agreement or a charter) helps avoid unrealistic expectations and maintain a healthy environment where everyone knows where they stand.

L’article Entrepreneurship and Mental Health: 8 myths to debunk est apparu en premier sur Terra Legal.

On October 14, more than 40 of us gathered at Climate House, driven by Valère Brunet’s energy, Arnaud Casado’s inspiration, and a shared conviction: labor law can be a powerful leverage for transforming our society.

After three hours of discussion, shared experiences, in-depth debates and visions for the future of work, the collective enthusiasm was such that three working groups were formed.

Green Compensation

Led by Guillaume Coeurdevey, Rudy Jourdon, and Stéphanie Daguerre

This group is working on ways to align compensation more closely with environmental challenges: employee eco-mobility, environmentally sound compensation systems and green employee savings plans. The goal is both to map out current practices and to explore innovative paths for the future.

Next meeting: November 13, 2025

New Forms of Work

Led by Alexandra Frelat, Bérénice Hauffray, and Simon Bosson

This group focuses on organizational changes and new ways of working. A central question guided the discussions: how can we encourage employees to engage in impactful slashing?

Next meeting: November 25, 2025

Vulnerability at Work

Led by Margaux Tedesco and Laura Pivette

This group explores issues related to well-being at work, psychological safety, care, fulfillment and engagement among all stakeholders.

Next meeting: November 18, 2025

Do you, too, believe in labor law capable of driving change and actively contributing to the ecological and social transition?

Whether you’re already involved in one of these issues or simply curious, feel free to contact us to learn more and, if interested, join this collective effort.

L’article Kickoff of the “Green Labor Law” Working Group est apparu en premier sur Terra Legal.

We have designed a complementary resource to the guide Taking care of teams without burning out in collaboration with make_sense to provide a simple and reliable guide on how to respond to sick leave without adding unnecessary complexity.

It brings together the essential elements: the steps to follow, legal precautions, messages to focus on, and points to consider to maintain an atmosphere of trust and a healthy working environment.

The aim is not to treat this as a separate issue, but rather to show that sick leave can be handled professionally, discreetly and humanely, respecting everyone’s boundaries and supporting the team.

👉 A resource for leaders, managers and HR teams who want to deal with these situations appropriately, without deviating from the law or the care given to people and working relationships: Managing sick leave

L’article Managing sick leave: support for navigating a delicate situation with clarity and compliance est apparu en premier sur Terra Legal.

The result of work by make_sense – with contributions from numerous experts, including Laura Pivette for a broader perspective on conflicts and well-being at work – this guide offers concrete ways to address human issues more accurately: talking about mental health, daring to have difficult conversations, preventing burnout, embracing tensions, and building a clear and supportive framework.

It invites us to rehabilitate the notions of ground rules, care, boundaries and shared responsibility: essential pillars for teams that work better and thrive in a healthy, aligned and sustainable environment.

👉 A guide to download for all those who want to cultivate healthy working relationships that respect life — at the very heart of their organisations: Entreprendre sans se cramer, à votre santé !

L’article Taking care of teams without burning out: an essential guide for healthy teams. est apparu en premier sur Terra Legal.

Between mental overload, lack of sleep, conflicting values and burnout, Laura candidly shares her experience of exhaustion — and how she finally found the courage to reinvent herself without giving up her career, but by transforming it.

We talk about balance, fatigue, vulnerability, labour law, parenting, promotion, loss of meaning… and also realignment and reconstruction. This testimony echoes Terra Legal’s vision:

– putting life back at the center,

– breaking free from the pressure to “always do more”,

– building professional environments that care rather than wear down

 – making labour law a tool for peace, dialogue and balance.

Discover her story in the podcast episode.

L’article When law meets the quest for meaning: Laura Pivette shares her story. est apparu en premier sur Terra Legal.