A committed, cohesive, expert team
Whenever a high-stakes decision impacts your business, you can rely on a team that supports you with determination, precision, and creativity.
Our services
Supporting you every step of the way, with confidence and security
Beyond our expertise, it is our ability to listen and our core values that make the difference. We take the time to fully understand each issue and design a creative, relevant, and tailored strategy that also considers the human dimension.
Employment Law Firm
Expertise by your side
Transformation and restructuring support
In sensitive transformation contexts, the firm structures the employment strategy, secures procedures, and supports the operational implementation of decisions.
Collective bargaining and social dialogue
Building balanced social dialogue requires anticipation, methodology, and interpersonal finesse. The firm supports you at every stage of negotiations and consultations.
Individual employment matters and sensitive situations
From contractual structuring to complex managerial transitions, each individual matter is treated as a strategic issue.
High-stakes litigation
When litigation risk becomes strategic, the firm builds robust defenses and secures the company’s position.
Employment and labor aspects of M&A transactions
Upstream and throughout the execution of M&A transactions, employment and labor considerations are addressed as a strategic lever to secure both the transaction and its human impact.
Our commitments
Expertise by your side. More than ever!
- Act as a true extension of your organization
- Develop an in-depth understanding of your matters
- Represent your interests with conviction
- Adapt and innovate with agility
Build lasting trust
Uphold the same ethical standards we expect from our clients
Act as a true extension of your organization
Develop an in-depth understanding of your matters
Represent your interests with conviction
Adapt and innovate with agility
Build lasting trust
Uphold the same ethical standards we expect from our clients
Daher Avocats signature
The closeness of a trusted partner, combined with the precision of a tailored approach, grounded in our core values.
“When I advise a client, I always ask myself what I would do if it were my own company.”
Hélène Daher
Founded in 2020 by Hélène Daher, Daher Avocats advises employers on the management of their employment and labour-related matters. The team combines technical excellence, a strong sense of dialogue, and careful attention to the human dimensions inherent in each situation.
Recognition of the profession
2026
Ranking – Chambers & Partners 2026
Hélène Daher is ranked Band 3 in employment law in France. The firm is praised for its expertise in negotiating executive departures, reorganisations and working time policies.
2026
Ranking – Legal 500 2026
Daher Avocats is ranked in Legal 500 France in the Employment practice area (labour law), Tier 4. The firm is recommended for its advisory work in reorganisations, internal investigations and negotiations. Lola de Montalembert, Julia Chavinier and Pierre Lopes are recognised in the Recommended Lawyers category. Hélène Daher has been promoted from Next Generation Partner to Leading Partner this year.
2026
Le Point 2026
The firm is ranked among the best law firms in employment law (employers), with a five-star rating.
2025
Ranking – Chambers & Partners 2025
Hélène Daher is ranked Band 4 in 2025 and is recommended for her advisory work on senior executive departures, incentive schemes and working time policies.
2025
Ranking – Legal 500 2025
Daher Avocats is ranked in Legal 500 France in the Employment practice area (labour law), Tier 4. Hélène Daher is recommended for her proactivity and ingenuity.
News
PODCASTS
LES PODCASTS DU DROIT ET DU CHIFFRE LEFEBVRE DALLOZ
Intégration et protection de la femme dans l’entreprise #1 Invitées : Elise Fabing & Hélène Daher
FLEUR D’AVOCAT
#245 – Hélène Daher : « Ma valeur, ça va être ma clientèle. »
Frequently Asked Questions
How should you respond to a data access request from a former employee with whom you are in dispute?
The right of access must not be confused with the rules governing the disclosure of documents or evidence in the context of judicial proceedings. As a priority, you should acknowledge receipt of the request and respond within one month, where appropriate through your Data Protection Officer (DPO).
If the request is complex, you may:
(i) inform the former employee that the response period will be extended up to a total of three months;
(ii) ask them to clarify the scope of their request.
We can then assist you in handling the request, where appropriate in coordination with our partner specializing in data protection.
I would like to implement a scheme enabling my employees to receive additional remuneration based on the company’s performance.
Several value-sharing mechanisms may be implemented within your company. Depending on your size, organizational structure, and existing employee representation, you may in particular introduce an incentive scheme (intéressement), which links employees to the company’s results or to objective performance indicators, or a profit-sharing scheme (participation), based on the company’s profits.
It may also be advisable to consider the payment of a value-sharing bonus (PPV), which can be adjusted according to certain criteria. These mechanisms, which benefit from a favorable social security and tax regime, serve both as a powerful motivation tool and as a means of enhancing the company’s attractiveness.
In certain cases, particularly depending on the number of employees, the implementation of such schemes is mandatory.
In addition, bonus schemes may of course also be considered.
In any event, we remain at your disposal to assist you with their implementation.
What should you do if you receive a report of workplace harassment (moral or sexual)?
Where an employee reports facts that may constitute moral and/or sexual harassment, the employer is required to respond immediately. In this context, it is essential to adopt the following best practices:
- Review your internal policy, if any, to ensure compliance with the principles it sets out;
- Acknowledge receipt promptly, even briefly, to confirm that the report has been taken into account;
- Ensure strict confidentiality by limiting disclosure to those who strictly need to know;
- Arrange an initial meeting with the reporting individual (or the alleged victim, if different) in order to clarify the facts and understand the nature of the incidents;
- Carry out a preliminary assessment—where appropriate with our assistance—to determine whether the circumstances warrant the launch of an internal investigation (which may be entrusted to a third party), and inform the relevant individuals of the next steps;
- Consider without delay appropriate protective measures, where necessary (e.g., avoiding contact between the alleged victim and the alleged perpetrator, temporary adjustments), even before the outcome of the investigation.
We have extensive expertise in this area and are able to assist you at every stage of this process.
I have dismissed an employee and their lawyer is challenging the termination, proposing an amicable settlement failing which they will refer the matter to the Employment Tribunal. What approach should I adopt?
It is strongly inadvisable to ignore such correspondence or to respond hastily, as this may lead to adopting an inappropriate position likely to compromise the Company’s interests in the event of subsequent litigation.
The situation requires a thorough analysis in order to:
(i) assess the validity of the dismissal (detailed review of the grounds relied upon, verification of compliance with the applicable procedure, and examination of the available evidence and its consistency); and
(ii) evaluate the litigation risk before the Employment Tribunal, both in terms of the merits of the claim and the potential financial exposure (compensation, damages, etc.).
Following this analysis, it will be possible to prepare a structured, legally grounded response tailored to the specific issues at stake. Where appropriate, entering into settlement discussions may be considered, with a view to reaching a negotiated resolution of the dispute.
Our firm is able to assist you at each stage of this process.
What are the key steps to anticipate when planning a reorganization project involving collective redundancies on economic grounds?
Before initiating a reorganization project involving collective redundancies on economic grounds, the employer should adopt the following key best practices:
- Conduct a thorough analysis of the economic grounds, which may include economic difficulties, the need to safeguard competitiveness, cessation of business activity, or technological changes, and gather the financial and economic data supporting such grounds;
- Unless the economic ground is the total and permanent cessation of activity, carefully assess the concept of the group’s business sector in France, which constitutes the relevant framework for evaluating the economic justification of the contemplated redundancies;
- Identify available internal redeployment opportunities within France, across the group to which the employing entity belongs, where applicable;
- Anticipate the applicable legal framework, in particular:
- the obligations relating to the information and consultation of employee representative bodies, as well as any negotiation phase with trade unions regarding social measures;
- the determination of redundancy selection criteria and the relevant professional categories;
- the preparation of a Job Protection Plan (Plan de Sauvegarde de l’Emploi – PSE), where required, and, where applicable, the implementation of a purchaser search process under the Florange Law in the event of a site closure;
- the provisions and measures resulting from previous reorganization projects or agreements (such as APLD/ALD/GPEC) at the level of the relevant entity or the group in France, which may include specific commitments regarding job retention and/or the level of accompanying measures;
- the specific authorization procedure applicable to so-called “protected employees”;
Finally, transparent communication with employees, together with the implementation of measures and tools aimed at preventing psychosocial risks, are key factors in securing the process and preserving a stable social climate within the company.
