In Bouffémont (Val-d’Oise), Bamby and Lydie were among the first to join the experiment territories with zero long-term unemploymentwhich currently employs around forty permanent employees on a fixed-term basis, in activities as diverse as carpentry, welding, leather work, bicycle repair, restoration of household appliances and sales.
Bamby is still working there sorting or cleaning. At the back of the Bouffémont shed, cluttered with all sorts of objects, she checks the contents of the renovated board game boxes that will be left at the Ressourcerie shop in the city center. But Lydie will not have been at the end of the route proposed by the experiment.
If supporting the return to work is an exciting mission, its management is particularly demanding. And it will not be made easier by the reduction in state aid announced by the Ministry of Labor in the middle of summer for application to the 1er october.
Decreasing subsidies
Launched in 2016, experimentation enabled 2,200 people to move from the active solidarity income (RSA) to the minimum wage in five years. Return-to-work projects are developed in employment-oriented businesses, responsible for creating local jobs suitable for people who have been deprived of them for a long time, but without competing with the local economy. To do this, companies receive subsidies, which will therefore be reduced from 1er October from 102% to 95% of the gross minimum wage per job created (in full-time equivalent), i.e. a loss of support of 55,000 euros for Bouffémont from 2024.
Located in the middle of the first fields to the north of Paris, the employment-oriented company BAM Emplois Services takes its acronym from the initials of the three municipalities of Bouffémont, Attainville and Moiselles, which constitute the first zero long-term unemployed territories in Val- of Oise. Created in 2022 with around twenty employees, it now has forty-four. “On average, the people hired came out of five years of unemployment. They have demonstrated that they want to work and that they generate turnover. They dismantled all the prejudices, and three former employees found a job outside the company for the purpose of employment”underlines Jacques Lek, who has carried out the project in ociative form since November 2016.
To achieve this result, the management had to constantly juggle between financial balances and HR issues, the demands of a traditional company and the problems specific to those left behind in the labor market (loss of self-confidence, difficulty communicate, stay focused, etc.). “In the construction phase, it was very high, apart from the objective of creating 140 jobs over five years in the territory”recognizes Remi Perret, project manager. “We had to start by making a turnover before organizing. It made it possible to adjust and break in the teams”says Xavier Talon, one of the two directors of BAM Emplois Services.
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