Anne-Laure Gayet (Jerome Gayet Foundation): “Few retailers have really made getting people back to work a CSR priority”

Can you tell us about the mission of the Jérôme Gayet Foundation?

Anne-Laure Gayet: The foundation was launched in April 2020, a few months after the death of Jérôme (Jérôme was the former shareholder of our publication, which was renamed mind Retail in 2021, editor’s note), under the aegis of the Fondation Entreprendre. Recognised as a charitable organisation, it is funded solely by donations. We support projects at the seed stage, based in the Northern France (Hauts de France) and the Paris region. What they all have in common is a return to employment and the reintegration of people who are far removed from the world of work, either because of a bumpy career path or because they have a disability. They are all high-impact, solidarity-based projects, some with an environmental dimension, with the aim of working locally for a fairer, more sustainable society. Over the past 4.5 years, we have supported 12 projects, including AJDB in Bagnolet (social link, shared gardens and urban agriculture in local neighbourhoods), Chicon (a “zero waste” catering solution that reuses food that is normally wasted, and employs people suffering difficulties), Projet Z (a training academy for developers), La Recyclerie ReSport (reused leisure and sporting goods), Remise Enjouée (toy refurbishment and resale), ReCycle Moi (bicycle collection and reuse) and La Cuisine de Jeannette (transformation of unsold and reconditioned fruit and vegetables into spreads, compotes, pickles).

What is the foundation’s annual budget?

It is €80,000 per year. The foundation relies on around 30 volunteers, including 19 mentors.

How are your project leaders supported?

The support over an average of 18 months is provided by a male-female mentor for each pair. This pairing is essential, because where there are 2 of us working with the project owner. This creates a dynamic, an opportunity for relays and, above all, a strong relationship. Our mentors are not professionals in the social economy; they are all people who have been working in the private sector. Many come from the retail, e-commerce and technological sectors, and from companies with a strong commercial focus. Thanks to professional experience and acquired skills, they know how to manage recruitment, steer through a complicated cash flow period or carry out a sales campaign. As they are all volunteers, they also demonstrate a real personal commitment, which is less the case in some larger foundations, where the support staff are salaried. In practical terms, support takes the form of regular meetings, at least once a month. At the end of the mentoring stage, the mentors often join the Board of Directors of the organisation they have supported.

Do you bring private sector methods to the social economy sector?

Absolutely, and that’s what sets us apart from other foundations. Most project leaders communicate with a mentor duo as they go along, via Whatsapp for example. Last year, we also launched the “master mind” format, with a project owner and around 10 experts (in person or by video), for a collective brainstorming session. It’s an extremely rich format, where ideas fly off the shelves and the collective aspect brings real added-value. This month, the foundation is also launching a new, more targeted support programme, lasting one year. The idea is to offer project leaders already supported by the foundation one-off support for very specific issues. For example, setting up a new sales offering, digital marketing or social networking initiatives, improving a logistics organisation or developing their team.

How did the retail ecosystem get involved in the Jerome Gayet Foundation?

At the outset, there were some excellent contributions from companies such as Boulanger, Contentsquare and Decathlon, which hosted the Remise Enjouée project. Today, several members of the retail ecosystem are involved on an individual basis.

According to the OC&C study, the staff turnover rate in supermarkets reached 69% in the USA in 2023. Are people who have been re-integrated into society more loyal employees?

Yes, and we see this in the projects. In France, we find that few retailers have really made getting people back to work a CSR priority. Today, retailers are focusing on their CSR policies, coupled with other initiatives such as the 1% for the planet or the B Corp label. Boulanger, for example, is committed to educating young people. At Leroy Merlin, the focus is on adapting homes to the disabled or people losing their independence. Rouge-Gorge is fighting violence against women. The Nosoli Group (owner of Decitre and Furet du Nord librairies) is an exception: it mainly takes on trainees from Bouquinerie du Sart as part of their re-integration programme, for warehouse jobs in sales stores or warehouses. These internships can lead to recruitment. Retail companies could take very concrete social action, by re-hiring people from re-integration programmes run by social economy players, and adding to their workforce. It’s surprising that they don’t do more, given high rates of staff turnover in their companies.

What are your priorities in preparing for 2025?

As our projects reach a certain stage of maturity, we need the retail ecosystem to continue our growth dynamic. We need a network of companies around us, and we need funding to provide project leaders with expertise. We’re also looking for volunteer expertise in highly specialised areas, such as social networks, digital marketing, e-commerce, logistics, diversification of funding sources or accounting sectorisation.