Commander of the Paris fire brigade, Major General Arnaud de Cacqueray reminds us that commitment is born of generosity.
How do you define commitment in your profession?
I see it on two levels. Firstly, collective: we are a public service, in the political sense of the term, «polis» meaning the city. And in this city, firefighters have a special role: to protect people and property. It's an ideal that is both selfless and very physical. And then there's the individual level, where we find an aspiration of the heart: generosity, gratuitous acts, the ability to put oneself at the service of others. This is sometimes called empathy: feeling what others are going through. Our young recruits arrive with these two drivers. The first is the idea of service, which is really at the heart of their motivation. The second is the search for a military framework. It's very important to them.
What do you think this framework will achieve?
It brings discipline, rigour and community spirit. But it also conveys values: dedication, sacrifice, honour and country. These are big words, and sometimes we smile when we hear them, but firefighters really live them. And I think it's wonderful to see that in 2025, there are still young people who dream of serving their country.
What are the levers that can be used to keep this commitment alive and sustainable?
We talk about commitment when the young person joins us. After that, we talk more about building loyalty. Building loyalty means fighting against what wears you down, and highlighting what's beautiful about the job. Because every day we come across misery, suffering and sometimes violence. If we stand still, we wear ourselves out. That's why I talk about dynamics. First of all, there's the individual dynamic: progressing, taking on responsibilities, changing jobs. A young person who becomes the head of an ambulance gets a boost. Then there's the collective dynamic. Traditions, for example. Not as a burden, but as something living. Take the presentation of stripes to young non-commissioned officers: in the old days, a note, a stripe. Today, it's a ceremony, with music, sponsorship and families present. It all adds meaning. Finally, there's the dynamic of the environment: the rescue centres. If the infrastructure moves, if it improves, the firefighter feels that his living environment is evolving, that his profession is progressing. Commitment lasts if there's movement.
In a context where work-life balance is a key expectation, how do your firefighters deal with this reality?
We also have a balance. But military status means availability. When exceptional events occur, such as the attacks at the Bataclan, the common interest comes first. Families know this: they live in barracks, they share this collective life. There's a real conviviality, a community life. That's also what makes it possible to be available when circumstances demand it.
The risk of wear and tear is real in your profession. How can you prevent it?
Wear and tear means stagnation. People who do the same things over and over again. You end up losing the meaning of your commitment. That's dangerous. On the other hand, someone who progresses, who applies for another post, who is relaunched, remains dynamic. So our responsibility is to offer clear, differentiated career paths that allow people to mark milestones.
As a chef, how do you maintain a direct link with your men and women?
Presence is the role of the leader. If you're not there, you don't provide any meaning. I visit the barracks, I go into the workshops, I share meals. For me, meals don't stop work: breakfast, lunch and dinner are all work. I've set up a breakfast every Friday morning: anyone can come and share this moment with me and talk to me freely. It could be a young recruit, a non-commissioned officer, someone who just wants to say they're happy, or someone with a problem. That's what being present means. Command is not a privilege. It's an act of generosity, it's a gift.
