Magazine Full - Inspiring Wo-Men

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BEST PRACTICES
GENDER EQUALITY
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BECOME A LEADER!
APPEL À
CANDIDATURES
Inspiring
Woman
& Inspiring
Man of the
Year 2014
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4 Édito
5-14 Happy birthday,
Inspiring Wo-Men!
16-33 Cover story
Become a leader!
19 Leadership Academy
34-35 Luisella Moreschi
36-37 Murielle Antoine
46-47 Françoise Thoma
48-49 Rachel Treece
50-51 Marine Blin de Grandpré
52-53 Nicolas Ries
54-55 Pompilia Anghel
56-57 Antonella Salerno
58-59 Alexandru Hermeneanu
60-61 Catharina Biver
62 Agenda 2014
66-74 Best Practices
in Gender Equality
Inspiring Wo-Men est le magazine
d'Inspiring Wo-Men Business Club,
une initiative du Group Moraru sàrl,
6, rue Marguerite de Brabant
L-1254 Luxembourg - Merl,
tél: +352 26 47 85 03. RC: B145515 Autorisation d'établissement:
122699 - Gérante: Moraru Daniela Capital social: 20.000 EUR - TVA:
LU23177721.
Couverture: peinture de l'artiste
Pompilia Anghel.
66 –68 Best Practices in Creating
and Sustaining Cultural Change
69 POST Luxembourg – La diversité
nous apporte créativité et innovation –
interview Daniela Binda
70 PwC – Agir pour la responsabilité
sociale d’entreprise
72 Meilleures pratiques dans
le recrutement des femmes
73 La responsabilité sociale
chez Saumur Crystal Club
74 Randstat et la diversité
75-77 Inspiring new entrepreneurs
82 Appel à candidatures pour
Inspiring Woman of the Year &
Inspiring Man of the Year 2014
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Depuis 5 ans, Inspiring Wo-Men
oeuvre à rendre plus visibles les
femmes et hommes qui inspirent.
Nos projets marquent les esprits
et ont un impact social
considérable, qu’il s’agisse des
livres
et
expositions
photographiques éponymes
« Leadership féminin au
Grand-Duché de Luxembourg »
et « Women Leadership in the
Greater Region », des trophées
« Inspiring Woman of the Year », «
Inspiring Man of the Year » ou
« Top Company for Gender
Equality », du Village de la
Passion,
des
conférences
Inspiring Women, de notre
Leadership Academy avec les
nombreux
ateliers
de
développement personnel ou
bien des bourses d’études et de
mérite « Clara Moraru ».
Le dernier né, Inspiring Wo-Men,
le magazine des modèles qui
inspirent, est un magazine bi –
annuel qui se propose de mettre
à disposition des membres et
partenaires
un
outil
de
communication
qui
puisse
permettre aux membres de
mieux se connaître, de garder des
souvenirs
des
événements
organisés par le club les six mois
précédents la publication et, en
même temps, de communiquer
sur des sujets qui les intéressent,
comme le leadership et le succès,
les traits et caractéristiques du
leader ou le marketing de soi. Le
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
magazine combine les langues
française et anglaise, à l’image de
nos événements.
En cette période anniversaire, je
tiens à remercier nos membres,
partenaires et annonceurs qui
nous font confiance dans cette
belle aventure humaine qui
rassemble
les
leaders
d’aujourd’hui et ceux de demain
et leur permet d’échanger,
d’apprendre mutuellement les
uns des autres et de grandir
ensemble.
Ensemble, WO-MEN : femmes et
hommes, comme il est naturel,
harmonieux et beaucoup plus
efficace à tous les niveaux :
familles,
communautés,
entreprises…
Clara Moraru,
fondatrice
Inspiring Wo-Men is an invitation only private business club, an exclusive
association of interesting and successful women and men who have been
involved with the “Inspiring Wo-Men” conferences, seminars and Awards.
Formed around a dining club, Inspiring Wo-Men aims to provide stimulating and
interesting conversations, business connections and the chance to share
experiences, get inspiration and grow.
Vision
Inspiring wo-men to inspire others
Mission
Empower, inspire and support members to advance in their careers:
help them gain confidence, visibility and recognition within their
companies and communities, and increase their influence.
Becoming a member offers
advantages such as:
- Training programmes and
events designed to educate,
inspire and support wo-men in
leadership positions as well as
aspiring leaders,
- Contact building and access to
a networking platform of like
minded people,
- Communication and building
your own brand. Your success
story and business proposition
promoted at dedicated events
“Inspiring Wo-Men” or specific
to your industry, in our regular
communications and publications,
- Regular events, every 2-3
months, to celebrate wo-men’s
leadership, highlight outstanding examples and offer to
members opportunities to
practice leadership, public
speaking and get visibility at
regular events either as a
moderator, host of an event,
introducing a guest speaker or
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"Boost your self confidence"
workshop by Irina Tudor
Atelier Kamichi bai donné par Pascale Marchal Griveaud,
Agir Anticiper Durablement"
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Stand Ellipse Fitness & Wellness
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organising an workshop
about your field of expertise,
Reduced fees at networking
events to create and expand
one’s network and influence,
An annual event on the
International Women’s Day to
reward the “Inspiring Woman
of the Year” in different sectors
(e.g. finance, entrepreneurship, education etc) and the
“Inspiring Man of the Year”,
Invitations to exclusive events,
Possibility of publishing
events in the club’s newsletter/agenda,
Bookings to international
business events and forums
(e.g. Women’s Forum in
Deauville,
International
Business Forum in New York)
to benefit of early bird/group
rates,
- Access to similar women clubs
in other countries and
possibility of building an
international
network.
Membership of Inspiring
Wo-Men also gives you
automatic associate membership of Inspiring Women
Association
based
in
Manchester, UK. This club has
female members drawn from
executive
positions
and
entrepreneurs,
and
also
organises Inspiring Women
Awards for the UK.
[email protected]
www.inspiringWo-Men.eu
Atelier de maquillage
et cosmétique
Gemstones under microscope workshop by Marine Blin de Grandpé from BusBy Jewelry
“Marketing de soi" donné par Nicolas J. Ries
Sparx your Leadership! workshop by Catharina Biver &
Tamara Sanne from Sparx Factory
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Luxembourg’s inspiring women and men celebrated the fifth anniversary of
the “Inspiring Wo-Men” business club with a series of workshops and
networking activities on Wednesday.
Local entrepreneurs as well as managing directors and business
professionals with a leadership role gathered at the Mercure Kikuoka Golf
Hotel in Canach to mark five years since Luxembourg’s role models have
gained recognition.
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On the day, participants were
offered the chance to take part
in a number of workshops where
they gained professional insight
into leadership, marketing and
relationship-building, employment engagement and how to
build and raise one’s self-esteem.
For those interested in pursuing
more recreational activities, the
offer included introductory golf
classes, short massage sessions,
beauty and make-up courses, an
introductory Segway class, as
well as a more detailed
workshop
exploring
rare
gemstones, their characteristics
and inclusions.
Cocktail event to celebrate
anniversary
Some guests also discovered the
“Kamishibai” paper theatre, a
form of storytelling that
originated in the Japanese
Buddhist
temples
many
centuries ago.
Later in the evening, “Inspiring
Wo-Men” members and their
guests put on their festive
gowns and celebrated the club’s
anniversary in style over
cocktails.
At the festivities, participants
were mesmerised by an illusionist as well as participated in a
raffle, which raised funds for a
number of educational scholarships granted to several Romanian students.
Providing opportunities for
women
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Fiduseve S.A. Manager, Sylvie
Legrand, who became a
member of “Inspiring Wo-Men”
two months ago attended the
event in Canach and expressed
her excitement for the anniversary.
“I am very happy to be part of
'Inspiring Wo-Men' at its fifth
anniversary. I believe it to be a
good networking opportunity
for business professionals and
organisations,
targeting
mainly women, but not excluding men. The club is very active
in organising events. I have
already
attended
three
meetings in the past two
months and I always felt
satisfied with the results.”
Also happy to be celebrating
the business club’s fifth
anniversary this year, owner of
the
kindergarten
chain
“Rockids Crèches” and the 2012
winner of the Inspiring Woman
in Education Prize, Fatima
Rivas, was one of the first
entrepreneurs to have joined
“Inspiring Wo-Men” back in
2010.
“The ‘Insipiring
Wo-Men’
business club is so much
needed in Luxembourg and I
hope it continues to grow and
develop its range of members
and networks. People find
value in the events organised
by the club and this is thanks to
the great teamwork of Clara
Moraru and Elvira Gritcan who
always come up with innovative ideas for events.”
Promoting
powerful
and
successful women
Bringing together the most
successful business leaders
and entrepreneurs in the
Grand Duchy, President and
club founder Clara Moraru
looked back on how it all
started with the launch of the
book “Leadership féminin au
Grand-Duché de Luxembourg”,
where
successful
female
leaders were sharing and
reflecting on their professional
development.
“It all really started with my
desire to give visibility to role
models, to promote powerful
and successful women, great
leaders who deserved to be
praised for their achievements,
so that others become
inspired, too. It is with great
satisfaction that I think of these
past five years, especially now
when male leaders who have
joined the club, in the
meantime,
express
their
eagerness and interest in
bringing their daughters to our
future events. Every time I see
young women attending our
meetings, I know that my
mission has been accomplished,” concluded
Moraru.
“Inspiring Wo-Men” is a private
business club founded in 2009
where new members can join
by invitation only. It hosts a
number of yearly events such
as the “Inspiring Woman of the
Year” and “Top Company for
Gender Equity” awards, and
the “Soirée des Ambassadeurs”.
The club has some 100
members and is involved in a
number of charity and
fundraising projects.
Since 2009, some 125 female
leaders in the Grand Duchy
have been awarded for their
professional achievements.
For more information visit
inspiringwo-men.eu
by Roxana Mironescu
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In our fast-moving globalised world, people strive to emulate successful
individuals and organisations with a view to replicating best practices
and applying others’ rules for success.
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There have been numerous
definitions of what a leader is,
and especially how a leader
should ideally act and behave. In
1974, Ralph Stogdill was listing
350 different definitions already.1
You can imagine the number of
books, article and definitions
written meanwhile on this same
topic. It’s worth starting by
reminding that the leader
doesn’t exist without followers,
people around him/her who
recognize the leader as a leader,
feel inspired and motivated by
him/her. Below I have chosen to
share with you some of the
visions of inspiring women who
hold leadership positions in
Luxembourg that you might
know personally and, if not, you
could meet at the Inspiring
Wo-Men’s events.
For Françoise Thoma, elected
2012 Inspiring Woman of the Year
in Finance, one of the few women
members of the Executive
Committee of a major bank in
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Luxembourg (namely BCEE), a
leader is “a person ready to take
on responsibility for the whole,
able to develop visions while
keeping their feet firmly rooted
in reality, and being truly
interested in the individuals
around them; a shield for the
people you are responsible for
and for the business you are
supposed to run; an arrow
speeding towards the future and
progress in every sense; a
manager of change.”
Léa Linster, elected 2013
Inspiring Woman of the Year in
Entrepreneurship,
the
only
woman to have received the
highest cooking award “Bocuse
d’Or”, believes that a woman
leader is “A woman who assumes
her responsibilities, has compassion for others and looks for
excellence in whatever she does.
She loves people, respects them,
and understands how to find a
balance between professional
and family life.”
1. R. M. Stogdill, Handbook of Leadership: A survey of the Litterature,
New York Free Press, 1974
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Leaders come in all kinds of
packages – just as people have
very different approaches to
leadership and leaders’ essential
attributes, traits and qualities. Do
people think that there are some
qualities more important to focus
on than others? The opinions are
as diverse as leaders’ styles and
personalities.
Françoise Thoma, 2012 Inspiring Woman of the Year in Finance
Evie Roos, SVP Human Resources
Management at SES and member of
Inspiring Wo-Men Business Club,
believes that a leader is a strategic
thinker. “He/she has comprehensive
understanding of drivers of rapidly
shifting global geo-political, social,
economic horizon and societal
expectations of his/her industry. A
leader leads the way. He/she leads
by example and promotes the
company values. A leader prepares
for the next generation of leaders.
He/she identifies and develops
tomorrow’s leaders.” In addition, a
leader should be a decision maker,
performance
driven,
strong
communicator, empathic, team
player, as well as someone who
inspires trust.
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For Nadine Bogelmann, associate at
the legal firm “Molitor Legal”, a
leader is defined as someone who is
a role model in his/her area of
expertise – someone who guides,
inspires and supports others to
pursue and accomplish their goals
and dreams - but also someone who
demonstrates that a work-life
balance is really important. A leader
should inspire trust and be able to
influence others to follow their
personal vision, which they in turn
are able to communicate in a clear
and meaningful way. For Nadine,
leadership is someone’s ability to
stand at a distance and clearly
evaluate the situation before
making an informed decision, and
also to win people’s commitment
and inspire them to give their best
towards accomplishing a common
goal.
For example, Valérie Piastrelli,
COO of PwC Luxembourg,
believes that the essential
qualities of a leader, whether
man or woman, are to be able to
surround yourself with collaborators who are complementary to
yourself, and to trust them fully
and delegate effectively. In her
opinion it’s also vital to stay
connected to reality and push for
changes which will work in
favour of a long sustainable life
for your company, and earn
respect for the decisions you
make. She also mentions how
important it is to be courageous
and know how to motivate and
inspire your stakeholders, as well
as know how to develop visions
for the future – not just focus on
the short-term (especially in a
crisis). In addition, should you
wish to develop your leadership
skills, Valérie
recommends
developing and maintaining
your networks, meeting different
people and creating new
contacts.
initiatives and dare to act,
without fear of the consequences”, says Martine Reichers,
general director of the Publications Office of the European
Union. She also strongly believes
that a network of friends and
acquaintances is essential and, in
order to build and keep it, you
have to leave the office to see
and understand what is happening outside the company. She
recognises that this was one of
her keys to success, along with
having a partner who shares her
choices and is an essential
element of her life balance.
“The essential qualities of a
leader, either man or woman, are
analytical skills, understanding
business needs and anticipating
them, combining a rational and
emotional approach, developing
a close connection with the
environment
around
you,
developing a taste for risk, and
not being afraid of failure while at
the same time knowing how to
manage it”, states Christiane
Wickler, Luxembourg entrepreneur, who started her company
“Pall Center” in 1982 when she
was only 22 years old. The
company began as a single petrol
station and grew over 28 years to
become a highly successful
business with more than 300
employees and operations in
both Luxembourg and Belgium.
“A leader should take and lead
2. Andrew J. Dubrin– Leadership, Houghton Mifflin Company, Boston, 2001, p. 10-14
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Winter edition : December 4-5, 2013
@ Languages.lu, Luxembourg
Summer edition: June 18, 2014
@ Mercure Kikuoka Golf Club, Canach
What is the Leadership Academy?
The Leadership Academy is a unique program which will take place on December
4-5, 2013 (winter academy), and June 18, 2014 (summer academy).
Alison Smale (International Herald Tribune) and Maurice Levy (Publicis)
In Christiane’s opinion “A woman
leader is someone who combines in
the best way her sensitivity as a
woman and the rationality and
pragmatism of a man. Everything
can be learned.” Reflecting on her
experience and looking at her four
children, she believes that if one has
the willingness, one can learn to
become a leader. To do so, you need
to work hard, make sacrifices and
push yourself physically and
mentally away from shyness and
self-doubt.

A common thread in defining
leadership roles is that the leader
acts as a role model who inspires
and influences others towards a
common objective and getting
results. Technical expertise is
important, but determination,
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perseverance, courage, analytical as
well as communication skills are
even more important. Researchers
identified not less than nine roles
that are part of a leader’s job and
function, as Andrew J. Dubrin
highlighted : Figurehead, Spokesperson, Negotiator, Coach, Team
builder, Team player, Technical
problem
solver,
Entrepreneur,
Strategic planner. This proves, once
again, that nobody can be born with
all the qualities and traits necessary
to be a leader. Even though it takes a
lot of effort and time to acquire the
qualities necessary to become a
leader, Everything can be learned!
Why not attend our Leadership Academy?
Winter: 4-5 December 2013, Luxembourg
Summer: 18 June 2014, Canach
More details on:
http://www.inspiringwo-men.eu/Uk/Events
Successful business leaders and
managers, both men and women,
will share their insights into their
respective businesses, share their
experiences and offer inspiration.
Speakers include Françoise Thoma
(BCEE), Murielle Antoine (BNYM),
Nicolas J. Ries (AIMS), Catharina
Biver (Sparx Factory), Yvonne White
(British Embassy), Rachel Treece
(fast training) etc.
Each guest speaker represents a
model which has kindly accepted to
offer with passion some of his/her
time to high potentials in order to
help them grow. Some of the topics
covered include self marketing, self
confidence,
presence,
power,
empowerment, creativity, vision,
focus, motivation factors, emotional
intelligence, time and project
management, and the participants
will learn about how to approach
relationships
and
project
management to enhance their
visibility and image within their
organisation, gain credibility, create
and establish your brand as an
emerging leader, expand their
influence, and create a career path
into senior management.
Who organises the
Leadership Academy?
The Leadership Academy is
organised by Inspiring Wo-Men
Business Club, part of Group Moraru
sàrl. The original programme has
been offered since 2007 by the
Leaders Foundation in Bucharest,
Romania, and is placed under the
patronage of HRH Prince Radu of
Romania.
Places are limited, make sure you
book yours to avoid disappointment:
http://www.weezevent.com/
leadership-academy.
Information and registration:
Leadership Academy/Group Moraru sàrl
Elvira Gritcan / Clara Moraru
e-mail : [email protected]
Tél: +352 26478503, 621 77 51 22
19


“Leaders do not have to be great
men and women by being
intellectual geniuses or omniscient prophets to succeed. But they
do need to have the “right stuff”
and this “stuff” is not equally
present in all people.” 1 It’s this
“stuff” that we read about in the
thousands of books and articles
written on the topic of leadership, and which we need to
explore further to find the
personal recipe that fits our own
leadership personality, if you
want to become a leader.
The universal theory of leadership states that certain leadership traits are universally
important. One must possess
leadership qualities and talents
such as interpersonal, strategic,
and analytical skills; an aptitude
for effective decision-making,
courage,
determination,
strength, and belief in your skills
and capabilities. In addition, hard
work, team building and an
ability to develop long-term
strategies by communicating
your vision, as along with motivation, knowledge, and persistence
will also increase the probability
that you can become an effective
leader. However, what is true in
one case is not true in another,
because of the huge diversity of
leadership situations. The type of
organisation in which the leadership role is assumed as well as the
leadership style of the leader will
highly influence his or her
effectiveness.
Which traits are more important
than others in becoming and
being a leader? People place
different levels of importance on
different
capabilities
and
qualities. For example, Michèle
Detaille, director of No-Nail
Boxes, emphasises that “The first
quality of a leader is certainly to
know how to make decisions but
a good leader should also be able
to motivate their team, to give
their best at all times, and know
how and when to delegate,
which also means trusting the
people they delegate to. Regarding leadership as a woman, I
believe that women are more
pragmatic and less attached to
symbols of power than men; they
essentially wish to act. Personally,
I generally search for consensus
in my company. Is this feminine
or political?”
Doris de Paoli, who co-founded
Finadvice Luxembourg, believes,
after more than 30 years in the
financial sector, that the essential
quality of a leader is a great
willingness. He/she also has to be
courageous and open minded.
1. Shelley A. Kirkpatrick & Edwin A. Locke - Leadership: Do Traits Matter?,
The Academy of Management Executive, May 1991, p.59
20
For Doris, the balance between
professional and family life is
negotiable, however she points out
that careers cannot be built by
working part-time. A boss needs to
be there when key decisions are
made. Everything depends on good
organisation and time management, as well as in sharing the daily
household tasks with your partner.
For Monica Jonsson, the difference
between those who succeed and
those who don’t is the willingness to
see setbacks as experiences and
learn from them. “If what we are
doing is not working, we need to
step back and understand that we
may need to do something different
in order to get the results we want.”
Her advice to women with leadership potential is to embrace and be
proud of their feminine qualities,
and also to become kinder and
better at supporting each other in a
business context. She encourages
women to develop a sense of
sisterhood “Where we can naturally
help, support, coach and mentor
each other to succeed. Once we
start to progress in our careers we
need to be generous and share our
experiences.”
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


Total Leadership: work, home,
community and self
Numerous people that I have
interviewed mentioned the
challenge of succeeding at work
as well as in their private life. In
this context, Dr. Stewart D.
Friedman’s Total Leadership
Programme - that he teaches at
the Wharton Business School refers to the performance of a
leader in all four of life’s domains:
work, home, community and self
(mind, body and spirit) achieving
“four-way wins”, not trading one
for another, but finding mutual
value among them. “Total
because it’s about the whole
person and Leadership because
22
it’s about creating sustainable
change to benefit not just you
but the most important people
around you”, says. Dr. Friedman.
The Total Leadership concept
rests on three principles: Be Real,
which means you should act with
authenticity by clarifying what’s
important for you and for the
people who matter most to you
(these people he calls the “key
stakeholders” as they are in all
four domains of your life); Be
Whole, which means acting with
integrity by respecting the whole
person; and Be Innovative, which
means acting with creativity by
experimenting with how things
get done.



When the issue of leadership styles
is raised, men are more likely than
women to describe themselves in
ways some management experts
refer to as “transactional” leadership
i.e. job performance is viewed as a
series of transactions with subordinates. So, when it comes to the style
of leadership, many men recognise
that their power is taken from their
high position and formal authority
in a traditional command-and-control style. Women are more likely
than men to use transformational
leadership: motivating others by
transforming their self-interest into
the goals of the organisation,
Women, use power based around
charisma, work record, and contacts
(personal power) as opposed to the
male approach centred on organisational position, title, and the ability
to reward and punish (structural
power), thus the differences
between approaches to leadership
are apparent. In the words of a
female leader: “Throughout my
career in business I have seen
women practising a masculine
leadership style that focuses on
authority derived from their
position, and relies on rewards and
punishment in order for them to
climb up the career ladder.” Instead
of being admired for their
adjustment to an alpha male
environment, most of these women
were perceived as emotional,
difficult to work with or for, and too
aggressive. What one gender sees as
a strength may be perceived by the
other as a weakness, hence the need
to “be yourself”.
There were recently some intriguing
findings which contradict data
reported in academic journals and
the popular press. The International
Women’s Forum Survey of Men and
Women Leaders (commissioned to
Judy B. Rosener) found that most
men
and
women
describe
themselves as having an equal mix
of traits that are considered
“feminine” (being excitable, gentle,
emotional, submissive, sentimental,
understanding,
compassionate,
sensitive, dependent), “masculine”
(dominant,
aggressive,
tough,
assertive, autocratic, analytical,
competitive, independent) and
“gender-neutral” (adaptable, tactful,
sincere, conscientious, reliable,
predictable, systematic, efficient).
However, a study of Fortune 1000
female executives by Catalyst found
that 96% of them rated as critical, or
fairly important, that they develop
“a style with which male managers
are comfortable.”
2. Dr. Stewart D. Friedman - Be a Better Leader, Have a Richer Life, Harvard Business Review
3. Harvard Business Review – Women and the Labyrinth of leadership, Eagle and Carli, 2007
4. Jack Welch, Winning
24
This is important because there is
no need to reject the feminine
side anymore, but fully accept it
and embrace it. The French
feminist Simone de Beauvoir
wrote in her book “The Second
Sex” in 1949 that “One is not born,
but rather one becomes a
woman.” Her objective in writing
the book was most likely to
defend the feminine sex by
claiming that men and women
are born the same way and that
our more masculine side was
taken away from us by societal
forces. However, we now know
for sure, and have substantial
research to prove the fact, that
men and women are born
neurologically different. Aside
from gender-related strengths,
many characteristics of leaders
such as IQ and energy seem to
come naturally when we are
born, while we learn leadership
skills (especially self-confidence),
at home and at school, in the
academic world and through
sport. “And you learn other things
at work through interactive
experience, trying something,
getting it wrong and learning
from it, or getting it right and
gaining the self-confidence to do
it again, only better.” In addition,
neurologists have shown how
men operate using mostly the
left side of their brain; the analytical sphere, while women are able
to switch between both sides;
analytical and emotional, more
easily than men.
25
Aude de Thuin (founder of the Women’s Forum) and
Viviane Neiter (Présidente Champagne-Ardenne Place Financière)
26
Research findings show that there
is a certain resistance to women’s
leadership, mainly a set of “widely
shared conscious and unconscious
mental associations about women,
men, and leaders. In the language
of psychologists, the clash is
between two sets of associations:
communal and agentic. Women are
associated
with
communal
qualities…
being
especially
affectionate, helpful, friendly, kind,
and sympathetic, along with being
viewed as interpersonally sensitive,
gentle, and soft-spoken. By
contrast, men are associated with
agentic qualities, which convey
assertion and control. These
include being especially aggressive, ambitious, dominant, self-confident, forceful, self-reliant and
individualistic.” This difference of
perception would make people call
dominant women “control freaks”
while men would be called
“passionate”.
In conclusion, it is important to
have the courage to be yourself,
and to think outside the box,
because the key to success often
lies in the way you look at and deal
with a certain situation. Following
less travelled roads offers generally
unsought
possibilities
and
solutions.
In order to leverage your strengths
on your own personal journey to
success, you will need to fight
stereotypes about the leadership
styles of women and men. Being
aware of these stereotypes does
not take away the danger of
misconception; therefore don’t be
afraid of being yourself or of any
obstacles to success, as they will
make you stronger just as much as
they will challenge you.






It matters not what a person is born with but who they choose to be.
(J. K. Rowling).
Once you have identified that
you wish to develop your professional career and are ready to
assume a leadership position,
and understand more about the
potential target roles within your
organisation, the next step is to
believe in yourself and believe
that it’s possible to get there.
“The power of the mind is incredible and once you start believing,
your mind will naturally find
solutions to get you where you
want to be.”
As one of the rock group Metallica’s hit songs says “Trust yourself,
no matter what they say!”
Develop your confidence along
with your skills. All great leaders
say it in different ways: Believe in
yourself, Have faith in yourself. Of
course, it is important to be
realistically self-confident as this
contributes
to
positive
behaviours such as assertiveness,
confidence, and creativity, as
opposed to being unrealistically
self-confident, which can encourage people to be bombastic,
self-centred, grandiose and
exaggeratedly predisposed to
narcissism. However, any of the
dominating
attributes
just
mentioned are likely to be more
readily accepted from men than
from women. Indeed, research
has shown that self-promotion is
more hazardous for women than
for men, as women are generally
expected to be modest, even
when highly accomplished.
1. Jack Canfield – Getting from where you are to where you want to be
28
Persevere, because success is due
to a combination of numerous
factors. It is not enough to be
talented; you have to work on
your talent every day.
As a woman, it is necessary to be
even more patient than a man to
attain your goal. Remember that
in the past, it was impossible to
access leadership positions. It is
even more shocking to consider
that the US President Richard
Nixon was in 1971 against
appointing a woman to the US
Supreme Court, and even more
shocking his reasoning: “I don’t
think a woman should be in any
government job whatsoever…mainly because they are erratic.
And emotional. Men are erratic
and emotional, too, but the point
is a woman is more likely to be.”
In order to advance in your career
and be appointed to a leadership
position you need to have a wide
range of skills and experience
(which come with time and
practice), and you also need to
convince your professional peers
of your capabilities. Build
relationships
with
your
colleagues and clients, and most
importantly, keep doing so even
when circumstances are not
optimal or when you encounter
obstacles.
More than 40 years after Nixon’s
article, we notice that there were
fortunately many women who
persisted and never gave up and
eventually managed to be
appointed in top leadership
positions. A more known
example is Hillary Clinton, who
29

holds on her desk at the State
Department a plaque inscribed
with Winston Churchill’s famous
admonition: NEVER, NEVER,
NEVER GIVE UP! The US Secretary
of State didn’t give up the
competition with President
Obama until the end. One press
source said that “It’s that very
attribute of not getting out, that
resiliency, that doggedness that
he saw — that’s what led
President Obama to pick her. If
she had left the race any earlier,
she would probably not be
Secretary of State.”
If you wish to succeed you really
need to persist: persistence is the
number one reason for our
success. Persevere, especially
when you come across difficult
times. Remember, “Tough times
never last, but tough people do.”
Business literature says much in
recent times about the need for
failure in the pursuit of
excellence. Therefore, get used to
the idea that success also
includes failure and self-doubt,
and there is nothing wrong with
this. You have to keep trying.
Don’t limit yourself due to a fear
of disappointment, and believe
in an infinite number of possibilities.


One thing that seems to make
the difference between those
who succeed and those who
don’t is attitude. Accumulating
significant knowledge does not
seem to be enough in order to
succeed - lots of people have
great credentials and skills and
yet they still don’t seem to be
able to move their lives forward
in any real direction. No matter
whom you are, your attitude is
essential – it’s the difference that
makes the difference.
We always need to improve our
emotional
well-being
and
cultivate our best state of mind.
Peter James Meyers is an
American trainer who created
30
the company “Stand and Deliver”
and
who
teaches
High
Performance Communication at
different
universities
and
organisations. I had the privilege
to attend one of his inspiring
workshops in 2009, where he
advised participants to believe in
their best state of mind because
“Beliefs control emotions and
behaviours. In other words, the
way you act depends on how you
feel; how you feel depends on
what you believe”. He stressed
the fact that events have no
meaning except what you decide
to give them. Our attitude is a
reflection of the thoughts we
have. As individuals, we can
choose how we think about and
Fatima Rivas, 2012 Inspiring Woman in Education, RocKids and KIds & the CIty, with her sons
respond to the things that
happen in our lives. The power of
our thoughts is significant. Our
thoughts create our emotions,
our inner state, and our attitude.
When you feel down, he advises
closing your eyes and visualising
the happiest moments you’ve
ever experienced. Suck all that
joy up and say to yourself “I know
I can do it”. Then focus on
remembering times when you
have faced a challenge and
managed to find the appropriate
solution, and were proud of
yourself for finding this solution.
Connecting with these thoughts
and feelings should improve your
state of mind and encourage you
to overcome the obstacles in
front of you.
He also shared another tip that
helps to positively influence your
inner well-being. Every day, make
a point of finding some quiet
time where you can be by
yourself and ask yourself these
three questions:
1. What are the things in my life
that I am grateful for? (e.g. being
healthy, living in a free country)
2. What are the achievements in
my life that I am proud of? (e.g.
having a university degree,
having family or friends you can
count on and who love you etc)
3. What lies ahead that I am
excited about?
Focus fully on one question at a
time and say the answers out
loud to ensure that you remain
focused and to stop your mind
from wandering. Be exhaustive –
include big and small things.
Reminding ourselves regularly of
all the reasons we have to feel
happy and envisioning our future
helps us feel good about
ourselves, and directs our
thoughts into positive and
constructive thinking patterns
which in turn are reflected in our
attitude. It does work!
31



Work on your personal branding:
“We don’t see things the way
they are. We see things the way
we are.” (Talmud). This means that
people’s perception of you might
be different from your own
opinion of yourself. Know how to
showcase your talents and
develop your brand image inside
and outside the company,
because the most important
brand in your life is YOU. Just as
one sells a successful product or
service, you need to promote
yourself in order to raise
awareness
about
your
capabilities and what you can
bring to a team and organisation
as a leader. Why should you be
appointed to a leadership
function over other colleagues?
The reasons need to be clear for
those making the decision, not
only to you. Hand in hand with
these affirmations go the fact of
being authentic, and finding your
place.
As already mentioned, leading is
a complex process which
involves many different roles.
Make sure your talents for each of
these nine leadership roles are
visible enough to your superiors,
without trying to act a part or be
someone else. When we judge
people, we usually do it based on
first impressions: the way they
dress, their attitudes, their words.
32
Therefore you need to take care
of
yourself,
be
dressed
appropriately, have an optimistic
and positive attitude, and build a
strong reputation. This is a very
delicate process, but having a
good reputation can double your
potential. If your reputation
inspires respect, you have
already taken a step towards
being promoted. Your success
depends on your previous
actions and accomplishments.
Your brand is a treasure that you
need to protect, nurture, and
take care of continuously so that
its value never diminishes.
If you wish to be promoted in
your company, you have to be
well
connected
in
other
departments
and
stay
well-informed. Some business
experts talk about a certain “grey”
market, the one parallel to the
official jobs market, in which all
the
important
information
circulates before anyone else
knows about it. In this context, it
is important that you get yourself
known in your company and
practise the art of the “pitch”
which consists of being able to
talk eloquently about your
talents and capabilities in a
couple of minutes or less.
Participate in internal work
events,
such
as
sports
competitions, trips, exhibitions,
charity
events
or
social
responsibility volunteer projects.
Even better, take the initiative
and organise them yourself.
There is no better way to become
popular with your colleagues and
hierarchy. If the company has a
newsletter or internal journal, try
to have your accomplishments or
projects featured in it.
you are looking for career
promotion. You
have
to
overcome your timidity and fear
of self-promotion and be able to
demonstrate your contribution
to the organisation’s success. This
is the clearest route to getting
the promotion you dream about
– and deserve.
Clara Moraru
In many cases, you have to
overcome your personal mental
barriers and ask directly for what
you want, sometimes push for it.
Modesty doesn’t pay off when
To improve your leadership
skills, why not register to attend
our Leadership Academy?
For more details, check:
www.inspiringWo-Men.eu/Uk/events
33





We encourage you to join the
association’s Charity Dinner
which will take place on the
17th October at Casino 2000
in Mondorf-les-Bains. In
addition, your donations are
highly appreciated.
Thank you in advance for
your support!
Bank account:
Femmes Développement asbl
DEXIA-BIL LU68 0021 1853 1590 0300
Code swift : BILLLULL
www.femmesdev.org
The recipient of the 2013 Inspiring Woman of the Year in the Social and Community service is a woman who has been extremely committed to the association she
founded 8 years ago together with Abbe Pierre Habarurema for the advancement
and development of widows and orphans of the Rwandan genocide, for the
development of women, their education and their future, therefore its name:
Femmes Developpement asbl.
Without being sexist, Luisella
genuinely believes that helping a
woman is much more powerful
than helping a man, because
women,
in
Rwanda
and
everywhere else, are the ones
taking care of their family first and
themselves after.
Her
generosity
is
highly
appreciated by those who were left
with nothing after the genocide in
Rwanda, and for all her incredible
efforts in improving people's lives
in Rwanda, Luisella has been
nominated Honorary Consul for
Rwanda.
34
This year, on the occasion of the
International Women’s Day, Luisella
Moreschi has been awarded the
prestigious distinction of “2013
Inspiring Woman of the Year” in the
category: Social & Community
Service.
Femmes Developpement has set
its goals on behalf of these women,
to encourage them to successfully
work on micro financing projects,
to build their small enterprises and
succeed at them, to pay their loans
and to go on to their next
endeavours. Through this effort,
they have built up their confidence,
gained back their dignity and
procured a better life for them and
their children.
The success and continuation of
Luisella and her association’s
projects is only possible with the
help and generosity of all its
sponsors and private individuals.
Inspiring Wo-Men Business Club
raised
funds
for
Femmes
Developpement at our Inspiring
Woman of the Year Awards’
Ceremony in 2012 and 2013.
35





Murielle Antoine acts as Managing Director, Member of the Luxembourg
Executive Committee at The Bank of New York Mellon (Luxembourg) S.A., Head
of Corporate Trust and Alternative Investment Services. She works her daily
magic to combine a successful professional career and family life, ensuring both
receive her time and attention.
Murielle is a mother of two young children under the age of 5. This is to her mind
the biggest challenge she has ever faced. Attaining and maintaining her professional level of seniority, coupled with a family balance, requires a huge amount
of personal involvement and dedication.
1. How would you describe
your leadership style?
I am a strategic thinker. I seek to
inspire my teams in terms of
what’s possible for them as
individuals and for the organization. I am focused and driven,
and enjoy making change
happen.
36
2. What three things/people/
ROLES have contributed most
to your success?
Working internationally really
helped broaden my horizons. By
working in the American culture I
also became more assertive and
direct in my communication style
(as this is not my natural instinct)
which certainly helps me in the
generally
male-dominated
position. Finally, by being mobile
and agile when it comes to work
has allowed me to be
open-minded and seize opportunities.
3. Gender Quotas on Boards are a
contentious issue, what do you
think/feel about it?
I strongly believe in the meritocracy,
but I have to admit that without
quotas, things won’t change speedily enough. I look at what happened
in Norway following the introduction of the quotas and women
arrival on the boards, it is clear that
women do contribute to Boards
success and the debate has gone
away. The aggregate ratio of women
now on boards in Norway, compiled
by Governance Metrics International in its Women on Boards report
2012, is 36.3 per cent.
4. What “rules” do you live by?
There is no better rule than the
golden one to treat others as you
would wish to be treated. Life is not
a solitary experience and the
goodwill of other people is essential
to happiness and success.
5. Fill in the blank, “I could not live
without ….”
My family.
37

The Laureates 2013: Saskia van Uffelen, Michel E. Raffoul, Anita Drohé,
Murielle Antoine, Léa LInster, Luisella MOreschi and Sophie Mitchell.
Défilé CRESSANCE by Sandrine Muller
38
The Jury 2013
39

Dress sponsored by BGP company (Luxembourg - Merl)
40
41

Village de la Passion, à l'occasion
de la Journée Internationale de la
Femme, dans le cadre de la
Cérémonie de remise des trophées
Inspiring Woman of the Year &
Inspiring Man of the Year 2013
Stand Champagnes Louis Roederer Freelance Vins Fins SA
Stand jitrois
Stand Bijouterie Noel
Stand MIM'Z
42
Stand Languages.lu
43



Célébrez la semaine sainte et
les fêtes de Pâques à Jérusalem
Célébrer la Semaine sainte à Jérusalem est une expérience unique.
Stand Glamore
Stand Ellipse Fitness & Wellness
Devenez partenaire ou
réservez dès maintenant
votre stand d'exposant
dans le cadre du VILLAGE
DE LA PASSION, le 6 mars
2014, lors du plus grand
événement dédié à la
femme et ses passions, à
l'occasion de la
Journée Internationale de
la Femme 2014.
Contactez Elvira Gritcan,
Directrice
Inspiring
Wo-Men Business Club:
[email protected],
tél: +352 26 47 85 03.
44
Célébrer
les
plus
grands
événements de l'histoire du salut et
de la vie de Jésus sur les lieux
mêmes où ils se sont produits est
une
expérience
religieuse
émouvante et inoubliable pour tout
croyant.
Les sites à visiter incluent le jardin
de Gethsémani, l’église du Pater
Noster, la Grotte de l’Agonie, le
Tombeau de la Vierge Marie, le
mont des Oliviers et la chapelle de
l’Ascension, le mont Sion, le
parcours de la Via Dolorosa en
souvenir de la Passion du Christ,
l'église du Saint-Sépulcre, site de la
crucifixion et de la résurrection de
Jésus… En outre, des visites de la
Galilée, Nazareth, le mont des
Béatitudes, la Vallée de Jezréel, la
Mer Morte, Massada etc. sont
prévues tout au long de la semaine.
Voyage à partir de 1390 EUR au
départ de Bruxelles,
possibilités de départ de Luxembourg,
du 20 au 27 avril 2014.
Pour plus de détails, veuillez contacter :
ARAVA GSTravel
[email protected]
tél : +32 473 940 643
en partenariat avec
Le Keren Kayemeth Leisrael
Stand Georges Lazu Vins roumains
45

ç


Pour rester motivé soi-même et motiver les autres, que ce soient les collègues de
travail, les amis, ou la famille, il faut être enthousiaste, faire ce qu’on aime et aimer
ce qu’on fait. La liberté individuelle nous offre aujourd’hui la grande chance d’y
arriver. Mais liberté signifie aussi choix, et choix signifie exclusions et limites. Voilà
pourquoi il faut être conscient de ce qu’on ne peut pas tout avoir, et que ce ne
serait même pas souhaitable de le pouvoir. Chaque personne doit faire les choix
qui lui correspondent vraiment (
et pas ceux qu’elle pense devoir
faire parce que c’est ce que l’on
attendrait d’elle), ensuite les
assumer, et, le plus possible, les
aimer. Ces choix peuvent être
plus ou moins définitifs, mais
aussi alternatifs ou subséquents,
en privilégiant tel aspect à tel
moment de la vie, tel autre à un
autre moment. L’important, c’est
de vivre dans le moment tout en
préparant l’avenir, et d’en tirer le
maximum de satisfaction et de
bienfaits pour soi-même, son
entreprise, ses amis, collègues,
proches….Carpe diem au sens
durable de la notion ! Ce n’est
qu’ainsi qu’on est vraiment
soi-même, et ce n’est qu’en étant
soi-même qu’on peut donner
l’exemple, rayonner, être un bon
collègue, un bon leader, un bon
chef de famille. On peut s’inspirer
des autres, mais rien ne sert de
les imiter.
Par ailleurs, quand on veut bien
gérer son entreprise, être un chef
46
respecté,
il
est
impératif
d’écouter les autres, à tous les
niveaux hiérarchiques. Cela ne
signifie pas qu’on suit toujours
leurs idées, mais qu’on prend soin
de les inclure dans ses
considérations pour ensuite
prendre les décisions qu’on devra
assumer en tant que chef
responsable. L’individu valorisé et
respecté pour ce qu’il est
vraiment est le meilleur allié dans
le développement de nouvelles
idées, dans la volonté d’aller de
l’avant et de créer ensemble de
nouvelles sources de valeur,
certes économiques, mais pas
seulement.
Rien ni personne n’est parfait.
Cependant l’échec n’est pas
nécessairement une défaite, mais
peut être mis à profit comme
ressort d’un nouveau rebond qui
nous mènera plus loin. Ainsi, la
crise financière et économique
que nous n’avons pas tout à fait
fini d’expériencer doit servir
d’occasion pour réfléchir à de
nouveaux projets pour sortir de
la pire crise qui nous guette : la
crise des valeurs et du sens. Nous
devons œuvrer ensemble pour
redonner un fil rouge à nos
efforts individuels et collectifs,
dans l’économie comme dans
d’autres domaines de la vie civile,
politique, sociale et privée. Je suis
convaincue qu’un enthousiasme
réaliste, une passion modérée
par la raison, sont les voies
royales
qui
y
mènent.
Explorons-les ensemble!
Françoise Thoma,
BCEE Luxembourg – Directeur,
Membre du Comité de Direction,
Membre du Conseil d’Etat,
Inspiring Woman of the Year
2012 dans la catégorie Finance
47





Rachel Treece is one of the Luxembourg Directors and the Partner Responsible for
the set up and ongoing management of fast, a Luxembourg based company
specialising in the provision of training services (Management and finance) and
recruitment to the financial services sector.
When you look at her background, Rachel has always shown willingness to be an
entrepreneur. She was at the beginning of her career when she decided to launch
Financial Administration Services together with her two older partners but was
not intimidated by this challenge. After a couple of years she was managing a
well-established pan-European company recognized as an innovator on the
recruitment market. After a few years she decided to take over the training
department of the company and in a short time energetically transformed a 3
people small local business into a successful training company accredited by one
of the major UK based university, delivering courses worldwide.
You were elected 2012
Inspiring Woman of the Year in
Entrepreneurship. What does
this award mean to you?
The award means a great deal to
me. It’s a recognition of what I
have
achieved
and
an
acknowledgement
of
the
challenges I have had to face.
48
What was your biggest career
challenge? Your reasons for
choosing
to
be
an
entrepreneur?
My biggest challenge has always
been maintaining a balance. I
mean, between being an
entrepreneur responsible for the
jobs and careers of my
colleagues, and being a mother
of young daughter. And in terms
of challenge, it is on-going! I
chose to become an
entrepreneur because it offered
me what I needed; the chance to
control my own destiny.
What was your biggest
professional satisfaction?
On a daily basis I get huge
satisfaction from working with
my team. I believe that a reliable
and talented team is the best
asset an entrepreneur can have.
One important message?
If there is one thing I have learned
it’s that if you want to create real
magic, you cannot do it on your
own; you need your team.
What do you do, when you don’t
work?
As an entrepreneur, my free time is
almost non-existent, and as a
mother, any free time I have is
willingly spent with my beautiful
daughter Evie and my loving
husband, Keith.
Your little secret?
Tap dancing! I love it and I am in fact
a qualified Dance Teacher.
Your
favourite
place
in
Luxembourg?
For a very special meal out, I just
love the intimate but friendly Ma
Langue Sourit in Moutfort. But for
atmosphere and relaxation, nothing
beats a sunny terrace in the centre
of old Luxembourg Ville.
www.fast.lu
www.fasttraining.eu
49





Marine Blin de Grandpré –MBG- rejoint les rangs du Inspiring Wo-Men Business
Club. Et ce n’est pas un hasard car, comme les autres membres du club, elle
partage les mêmes envies : réussir et échanger, simplement et sincèrement.
Créatrice de la marque de joaillerie sur mesure BusBy Jewelry, MBG démontre un
parcours atypique.
Autrefois directrice juridique
d’une célèbre maison horlogère,
MBG a tiré sa révérence pour se
consacrer à sa passion des pierres
précieuses. « Ne me demandez
pas comme j’ai attrapé ce virus
précieux. Peut être une affaire de
famille ? L’une de mes ancêtres
était Dame d’honneur de MarieAntoinette, familière de la Cour et
de la fameuse affaire du Collier ».
Gemmologue diplômée du
Gemological Institute of America,
MBG chasse désormais les pierres
précieuses des quatre coins du
monde pour une clientèle
exigeante en quête de gemmes
rares. Rares pour leurs couleurs,
leurs motifs, leurs origines et qui
exercent un pouvoir fascinant sur
le regard.
50
Une fois la perle rare dénichée,
les clients peuvent confier à
BusBy le soin de la monter. Le
style de BusBy Jewelry est simple,
épuré. Il va à l’essentiel. « Inutile
d’étouffer une belle pierre sous
des
pavages
ou
autres
dégoulinades d’or », dixit MBG.
En parallèle de son activité de
joaillerie sur mesure, BusBy
propose aussi des collections de
pièces
de
joaillerie
fine
délicatement sertie de saphirs
roses du Sri Lanka ou de
tsavorites du Kenya soulignée
d’un trait de diamants pour une
touche de brillance chic.
La dernière création de BusBy est
La Twist, une bague réversible,
personnalisable et porteuse de
messages.
Côté pile, un pavage de pierres
précieuses - diamants, tsavorites,
saphirs
roses
et
bientôt
tourmaline Paraíba couleur
lagon. Côté face, une gravure
reprenant un symbole, une devise
ou un autre message cher au cœur
et à l’âme.
Women qui souhaitent donner un
sens à leur bague comme elles
donnent un sens à leur vie.
« L’idée que l’on puisse choisir son
pavage mais aussi sa gravure est
totalement innovant. Se portant pile
ou face au gré de ses envies, La Twist
est une bague messagère qui est là
pour se rappeler d’où l’on vient, qui
l’on est et où l’on va ».
Un bijou symbolique pour toutes les
femmes à l’image des Inspiring
www.busbyjewelry.com
51







En 1968, choisir de faire des études en économie était un choix logique alors
que la place financière venait de prendre son envol. Mais après trente ans de
vie de banquier, après avoir œuvré pour des groupes suisse, français,
allemand, scandinave et américain, l’heure était venue pour moi de faire autre
chose de plus intéressant et de plus humain. L’opportunité et l’envie m'ont
conduit à me diriger vers la recherche et la sélection de cadres et la gestion de
talents. Faire partie d’un groupe international donne une dimension culturelle
au métier du recrutement, ce qui est d’autant plus important alors que le
Luxembourg est une terre d’importation de main d’œuvre qualifiée.
52
La gestion des talents m’a mené
ensuite vers l’enseignement et la
formation continue où la possibilité
m'était donnée de pouvoir partager
connaissances et expériences avec
les autres et surtout les jeunes. A la
différence du monde des affaires, la
formation laisse l’opportunité et le
temps de véritablement écouter ses
interlocuteurs, de comprendre leur
personnalité et leurs ambitions, ce
qui permet de mieux les aider à
choisir les bonnes méthodes et à
trouver les chemins les plus
adéquats, qui ne sont d'ailleurs pas
forcément les plus évidents.
Constater que les étudiant(e)s
Luxembourgeois(e)s rechignent à
faire des études universitaires a fait
de moi par réaction un supporter
acharné de
l’Université du
Luxembourg et de la formation
universitaire
continue
d'une
manière plus générale. Comme par
ailleurs le taux d’occupation
professionnel des femmes est
beaucoup trop bas au Luxembourg,
la
formation
continue
m'a
également amené à devenir un
acteur engagé de la promotion des
femmes
dans
le
monde
professionnel. Dans cette optique,
ont été développé une série de
formations
autour
de
la
personnalité et du déploiement des
compétences, en associant la
science de la gestion des entreprises
et notamment le marketing à la
promotion des carrières. Ce sujet, le
« marketing de soi », est au service
de mes étudiant(e)s depuis plus de
10 ans et se développe en partant
de la personnalité, pour se décliner
autour de l’éducation et des
formations et finalement valoriser le
choix des connaissances, des
métiers et des compétences.
Comme aucune solution n’est
unique et que ce sujet est complexe,
les projets à venir vont inclure des
partenaires et des approches plus
diversifiés
allant
vers
le
psychologique, le physique, la
forme, la présentation, le « styling »,
pour ouvrir les possibilités vers tous
les "soft skills" déjà largement
offerts dans le monde anglo-saxon.
L’idée est de repousser les frontières,
dépasser les obstacles, parfaire
l’offre et la présentation pour
s’imposer comme le ferait un bon
commercial dans le monde du «
business management ».
Finalement, un mot encore sur mon
sujet de réflexion favori : les
développements
futurs.
Les
étudiants d’aujourd’hui feront des
métiers
qu’aujourd’hui
nous
ignorons largement encore. La
production reviendra en Europe,
une classe moyenne relativement
aisée se généralisera dans le monde
entier alors que les « divas urbaines
» représenteront la plus large part
de notre société d’ici une vingtaine
d’années. Affaires à suivre.
Nicolas J. Ries
Conseil économique indépendant
Partner Aims International
Chargé de cours universitaires
53


Who is Pompilia Anghel and why Luxembourg?
A brand! (laughs) Almost 25 years of work in the steel industry, an extraordinary
journey and wonderful colleagues who helped me get here; 18 years in finance,
then 3 years in Human Resources and another 3 years in Luxembourg. I came here
for the first time in 2007 for a specialization course in financial reporting for
ArcelorMittal.
I fell in love with the country and its atmosphere. I was never a very romantic
person; I didn’t dream about castles or tales about knights and kings. I was more
a dreamer of the corporation's atmosphere from the ‘Dallas’ series; 3 years later I
succeeded in reaching my goal. Now I am a Training Specialist in the Finance
Academy frame and I love both my job and my colleagues. Furthermore, the
combination of history and the corporate buildings from the city have convinced
me that dreams really can become a reality.
What have been your main
triumphs and achievements?
Tenacity and competitiveness. I
operate
under
the
‘turtle-who-always-reaches-its-d
estination-with-small-footsteps’
principle. I never give up when I
establish an objective and that's
what I do most of the time. For
me, competition is the engine of
evolution in any domain. It's
good to be up against people
who can teach you and motivate
you to do your best and reach
your potential.
My
son
is
my
perfect
achievement.
What don't you like about
everyday life?
Inactivity. If at the end of a given
day I know that I didn't do
something I can be proud of or
that had any value, it makes me
54
sad, but the next day, I move on.
It is imperative that the final
result is in favor of my goals. I like
to establish my own objectives;
reaching them is the greatest
challenge.
Do you believe in something;
do you have any passions?
I believe in the principles my
parents taught me. My father
always said that in life there is no
"I can't" and that is what has
guided me. Tell me something
that’s impossible, give me some
time, and I'll prove that anything
is possible with a proper strategy
and the right people. From my
mother, a true lady, I learned to
trust myself… and to appreciate
pearls and colorful outfits.
I admire Clara Moraru's work in
the educational domain. I
consider education the most
precious gift you can pass on from
generation to generation.
I have a passion for painting; I even
have a certificate as a make-up
artist, plus I write my own personal
blog with much self-irony and a lot
of humor. The book that I am
currently writing will be named
"Enjoy the honeymoon, the rest is
marriage".
What are your favourite places in
Luxembourg?
My favourite place has to be
Meltemi Restaurant; I also never
miss a weekend in IKKI dancing with
my friends.
To visit: Luxembourg itself is a piece
of art, I love it.
Classic question: where do you
see yourself in 3 years?
CEO and Chairwoman of my
company. It's just a matter of time
and ...investors; I'm waiting for
offers. I still have enough energy to
start a nuclear station.
55




Mon idée d’un travail passionnant m’a accompagné depuis toujours et m’a
amené à faire des choix, parfois difficiles, mais qui, à moyen et long terme,
m’ont donné d'importantes satisfactions professionnelles et personnelles.
J’ai toujours rêvé d’un travail
dans lequel on n’est pas
seulement des petites roues d’un
mécanisme
qui
ne
nous
appartient pas, une machine qui
tourne pour produire seulement
de la richesse matérielle, dans
laquelle nous devons faire
tourner des boulons, des écrous,
sans avoir la moindre implication
dans l’objectif final. Je voulais
échapper à la logique de
l’encodage journalier de 5 ou 6
heures de prestation de service
minimum, ce qui est souvent la
règle dans le secteur juridique. Je
rêvais d'un travail qui met au
centre la personne et son
caractère d'« être humain ». C’est
pour cette raison que j’ai décidé
de fonder mon cabinet.
L’idée que je me fais de la
profession d’avocat est encore
celle provenant de Cicéron qui la
concevait comme l'exercice
d'une « fonction » essentielle
dédiée au conseil et à la défense
des personnes, dans le respect
du principe de légalité et du favor
libertatis.
56
La tentative de concrétiser cette
idée a eu sûrement un rôle
déterminant
dans
mon
expérience d'enseignement et
dans la recherche universitaire,
lors les heures dédiées à la
compréhension des mécanismes
juridiques et à la transmission de
ce savoir à mes étudiants.
Je voulais créer un laboratoire
dans lequel les réflexions
juridiques étaient dirigées vers la
recherche de la meilleure
solution pour un client en tant
que cas unique, particulier.
Dans mon métier, il est essentiel
de comprendre la volonté du
client, il faut tout d'abord rentrer
dans sa tête, savoir écouter, être
un peu psychologue, et c'est
seulement après qu'il y a lieu de
chercher la bonne solution, le
bon conseil.
L’art d’écouter est tout aussi
important pour un avocat que
l’art de rédiger un bon contrat ou
une bonne plaidoirie.
La passion pour mon métier
provient du fait que je cherche
chaque
jour
à
«grandir»
intellectuellement en faisant face à
des nouveaux défis, qui me
poussent à trouver toujours des
solutions appropriées, en ne me
conformant jamais à ce qui semble,
de prime abord, la solution la plus
logique ou la plus facile.
Comme disait Steve Jobs : « “Votre
travail va remplir une grande partie
de votre vie, et la seule manière
d’être satisfait est de croire en ce
que vous faites. Et la seule manière
d’y arriver, c’est d’aimer ce que vous
faites. Si vous n’avez pas encore
trouvé, continuez à chercher. Ne
vous reposez pas. Comme pour
toutes les affaires de cœur, vous le
saurez quand vous l’aurez trouvé. Et
comme dans n’importe quelle
relation, les choses s’améliorent au
fil des années. Continuez à chercher
jusqu’à ce que vous trouviez. Ne
vous reposez pas.”
Antonella Salerno
C&S CORTESE SALERNO LAW
Partner
57





My name is Alexandru Hermeneanu and I am of Romanian origin. I was born
in Bucharest and as a child I dreamed of becoming a fighter pilot and
football player; however, I embraced a career in the financial world instead.
I graduated from Hyperion
University with a degree in
Finance and Banking and I hold a
Masters from the same university
in Financial Analysis and
Evaluation. I am also a level two
CFA candidate.
I have been active in the banking
industry since 2007, the same
year I started working for ING and
held various positions including
that of private banker. I have
been married to my wonderful
wife, Silvia, for two years and
together we decided to move to
Luxembourg at the beginning of
the summer in 2011, after I was
offered the position of private
banker at ING Luxembourg.
Currently I am a financial advisor
for
customers
with
above-average wealth, most of
them Romanians who manage
their personal wealth and
business in Luxembourg. It is to
equal degrees, a very interesting
58
and enjoyable job; as I am doing
it with passion it also enables me
to bring real value to my
customers and be their reliable
partner. I truly believe that
through acting honestly and with
integrity, two major qualitative
requirements in my industry, lost
trust can be rebuilt and one can
create a lasting rapport with the
client.
I'm still a big fan of sport and
exercise which I consider
essential for a healthy mind and
body. I take great pleasure in
sports like: Jogging, football,
tennis, swimming, skiing, to
name a few. It is my desire to
become a good golf player in the
years to come. I also like reading
motivational
books
and
travelling to sunny places, largely
because of the lack of sunlight in
Luxembourg.
Silvia
and
I,
we
found
in
Luxembourg, the tranquility that we
needed
to
grow
together
professionally and personally. I
strongly believe that once one has
adapted to Luxembourg it is
inconceivable to live in any another
city. The pace, the life-style and the
socio-multi-cultural environment
are the ideal conditions in which to
start a family and raise your
children, and all in the heart of
Europe.
For more information or any
questions, you can write to my
email address: [email protected]
59



Who is Catharina Biver?
I’m indelibly Swedish, yet think of myself as European. I’ve lived in
Luxembourg for 27 years, speak Luxembourgish, married a Luxembourger,
and my kids attend local schools. I’m an integrated expat, involved in my
local community.
What is your professional
background?
I don’t actually have a university
degree; I started in finance and
expected to be in banking for life.
I learned loads in various
trainings along the way.
I worked in the travel sector and
taught Swedish to kids and
executives (not together!) I only
found out by chance that I adore
public speaking. People listened!
I was completely amazed.
I’m passionate about the
corporate world. I need a fast
pace, to be where things are
happening. I love being with
decision-makers.
I’m
very
action-oriented!
60
Why training & coaching?
After much coaxing, I joined a
franchised training program.
That was 15 years ago and I have
developed in training ever since.
I’m curious about how people
work, what their true capacity is.
Most people have huge, unused
potential. I’m passionate about
unleashing it, unfolding the knot
that keeps them from achieving
absolutely all they can.
What is Sparx Factory?
It’s a beautifully complementary
team that adores “Sparxing”
people! We infuse management
messages with energy. We can
repackage the dull ones to be
inspiring and fun, so employees
can move beyond the message
to a new way of working.
How do you “Sparx” someone?
Illuminate: Raise awareness of
what is.
Inspire: Drive the desire to do
something.
Impact: Inspiration in action!
Blast beyond your comfort zone.
What is your “spark”?
My family. An evening walk with
my dog, time with my horses. It’s
funny, given how much I love the
corporate world, but I regenerate
with animals and in nature.
With effective communication,
sparks can fly. Bruce Springsteen
wrote the perfect lyrics for us:
“You can’t start a fire without a
spark”. I want to see flames!
www.sparxfactory.com
61

62
4 octobre 2013
La Grande Soirée de l'Egalité des Genres Conférence "Gender training in education"
4 octobre 2013
Dîner de Gala et Cérémonie de remise du
trophée Top Company for Gender Equality 2013
31 octobre 2013
Conférence – dîner Inspiring Wo-Men in
Entrepreneurship @ Restaurant Léa Linster
14 novembre 2013
President’s Cocktail
4-5 décembre 2013
Winter Leadership Academy @ Languages.lu
5 décembre 2013
Dîner de Fin d’Année Inspiring Wo-Men
@ Cercle Munster Luxembourg
23 janvier 2014
La Soirée des Ambassadeurs
6 mars 2014
Cérémonie de Remise des Trophées Inspiring Woman of the
Year & Inspiring Man of the Year – à l’occasion de la Journée
internationale de la femme.
Village de la Passion
27 mars 2014
Conférence « Comment vivre sa passion au quotidien » intervention de Clara Moraru, entrepreneur, dans le cadre du Réseau
des entrepreneurs roumains géré par RomLux (www.romlux.org)
30 avril 2014
Inspiring Wo-Men in Finance
22 mai 2014
Inspiring Wo-Men in the Corporate World
18 juin 2014
Leadership Academy & Summer Cocktail
@ Mercure Kikuoka Golf, Canach
Pour plus de détails, veuillez consulter notre site internet:
www.inspiringWo-Men.eu/Uk/Events/


2nd European Forum on
Best Practices in Gender Equality –
La Grande Soirée de l’Egalité
des Genres 2013
Organised by Inspiring Wo-Men and the Luxembourg Chamber of Commerce, the event is part
of the initiative "Inspiring Woman of the Year & Top Company for Gender Equality" Awards
placed under the patronage of Viviane Reding, Vice-President of the European Commission, and
of Xavier Bettel, Deputy - Mayor of the City of Luxembourg. It follows a 1st successful edition of
the attribution of the 2012 "Top Company for Gender Equality" Award to BNYM Luxembourg - in
recognition of the great results demonstrated by BNYM in the recruitment, retention and
advancement of a balanced percentage between men and women at all levels of its hierarchy.
Programme
16.00 – 18.15
Conference - Round table:
Gender training in education
Panellists:
Viviane Ecker, Vice-Présidente du Conseil d'Etat et conseillère juridique au MAE
Colette Mart, Echevine de la ville de Luxembourg en charge du Service de l'enseignement
Erna Hennicot-Schoepges, ministre de l'Éducation nationale (1995-1999) et de l'Enseignement
supérieur et de la Recherche (1999-2004)
Pascale Veille, Professeure de droit à l'Université de Louvain
Nicolas J. Ries, Conseil économique, Partner AIMS
Anita Drohé, 2013 Inspiring Woman of the Year in Education
Serge Thill, accompany Luxembourg
18.30 Cocktail
19.30 Gala Dinner & Top Company for Gender Equality Award Ceremony
Welcome by Clara Moraru, Founder Inspiring Wo-Men
Speech by Nicolas Schmit, Luxembourg Minister of Employment and Immigration
Speech by Murielle Antoine, 2013 Inspiring Woman of the Year in Finance, DG Bank of New York
Mellon Luxembourg, awarded 2012 Top Company for Gender Equality
The 2013 Top Company for Gender Equality Award will be offered by Nicolas Schmit,
Luxembourg Minister of Employment and Immigration
For more details, please contact:
Elvira Gritcan / Clara Moraru
Tel: +352 26 47 85 03
[email protected]
www.inspiringWo-Men.eu
Sponsored by:
Proposed issues for discussion:
Introducing efficiently gender training in education is crucial to promoting gender equality and
changing gender stereotypes at an early age. Is support and training of teachers crucial? Is there
a need of a broad political long-term commitment to gender equality in the field of education
by the key stakeholders? How important is the legal and strategic framework for education? Is
enough working with teachers and students or should parents also be involved, and if yes, how?
How can girls be attracted to typically male fields of study and vice versa? What are effective
ways of raising awareness of gender biases that restrict the economic and social role of girls and
women?
64
Moderator:
Rosa Brignone, Foounder Time for Equality, Expert in gender equality and diversity
The Jury is composed of :

















–

65





The First European Forum on Best Practices in Gender Equality, organised by
the Inspiring Wo-Men Business Club and the Luxembourg Chamber of
Commerce was held on the 24th of January last. As part of this Forum, I was
responsible for moderating the “Best Practices in Creating and Sustaining
Cultural Change” workshop.
As moderator, my role was to
encourage broad discussion,
facilitate participation and
faithfully reflect the views of
the Group (rather than my
own). The views of the Group
are set out below.
The
expert
panel
was
comprised of Serge Thill,
gender expert of Accompany
SA, Marian O’Leary, Director,
European Commission, Vicci
Hand,
Manager
EMEA
Goodyear Dunlop, and Dr.
Jerca
Legan
Cvikl,
anthropologist
and
communications specialist.
We had some really good
engagement by those who
participated in the workshop.
Our job was to discuss how
companies can break down
barriers to change towards
the greater recruitment
retention, and advancement
of women.

Organisations that really use the talents of all of their individuals do better. If
there are barriers to maximising the performance of any group of talented
people, removing those barriers is the right thing to do and good for
business.
We considered some of the
latest research on the subject
before
we
came
to
conclusions. For example, a
survey of 1,065 executives in
Luxembourg (published in
June 2012)1 found that how
your organisation shows
respect for people is the
number one retention driver
for your professional talent.
In retaining all talent, not just
women, companies must
ensure an environment
where
everyone's
contribution is facilitated,
recognised and valued.
1. “How to keep your most talented people – what matters in your employee
retention – Luxembourg Report”. (June 2012) HRM Recruit.
66
Recent Chartered Institute of
Personnel and Development
research2 found that there is
still a lack of hard data
tracking diversity progress to
show how things are
improving.
The UK Government
Initiative to “Think, Act,
Report”3 whereby private
sector
companies
are
encouraged to publish
information about what
they are doing to tackle
gender equality at work was
also mentioned.
We heard some good
examples
of
what
companies are doing to
create and sustain culture
change and we had some
thoughts on what is needed
to
continue
the
momentum. For example,
we noted some good
examples
of
current
practice
within
organisations such as the
EU Commission and BNY
Mellon.

In the opinion of the Group, our values are changing. Men want to be more
active parents, women want more choices, young people want work to be a
smaller part of their lives, many people are becoming less materialistic and
organisations are failing to adapt quickly enough.
In particular, we discussed
the opinions expressed that:
• Many organisations are
treating everyone as a
married man.
• Organisations are not
adapting to allow better
connections
between
role content and personal
interests, particularly at
key points in the lifecycle,
resulting in untapped
talent.
• We’ve
some
great
strategies, but we aren’t
great at implementing
them.
• Male cultures within
organisations mean that
women know the rules of
the game, but are
choosing not to play that
game.
• Organisations think that
they have solved “the
women problem” and
now they have a people
problem, because needs
are changing – and fast.
The conclusion of the Group
was that the key issue is
accountability – how we all
reinforce
and
refine
behaviour in organisations.

According to this Group, flexible working, teleworking, part-time working are
essential.
However, while the technology is available, trust and
communications are not. Managers’ skills need development to allow real
performance management, not presenteeism, so the focus must be on
outputs and outcomes. Moreover, everyone needs to have realistic
expectations. Not all jobs are amenable to flexi-presence and managers must
2. “Diversity and Inclusion – Fringe or Fundamental?” (November 2012) Chartered Institute of Personnel and
Development UK and Bernard Hodes.
3. For further information see: https://www.gov.uk/government/policies/
creating-a-fairer-and-more-equal-society/ supporting-pages/think-act-report
4. The views expressed in this article reflect the discussion among 25+ people who attended a workshop at the
First European Forum on Best Practices in Gender Equality held on the 24th of January 2013. They do not
reflect the views of the author or the British Embassy. If you wish to respond to this article, you can contact
Yvonne White at [email protected] or Clara Moraru at [email protected].
67

manage,
but
workers
are
productive.
engaged
more
Targets, career paths and role
models help. In addition,
training and mentoring is
needed to build confidence

and skills for women,
managers and CEOs.

One aspect of our discussion centred around the sensitive issue of the limits
women themselves place on themselves and other women. Individuals in the
Group were very honest and some relevant examples included:
• Having different answers to the question “What makes me proud” for their
sons and daughters;
• Setting career goals too
low and not actively
managing careers;
• Failing
to
have
confidence to apply for
promotions;
• Being judgemental of
other
women
and
preferring to work for a
man;
• Assuming only women
who are mothers have
difficulties, or have been
discriminated against.
Diversity is about all of our
needs – men and women –
if we are to be engaged and
progress
within
organisations.



Much of this is about good management.
Top management have a central role to play in ensuring that a diverse culture is an
organisational priority. People join organisations and leave managers, so the implementation
and support for policies and approaches by line managers is key. Females on management
teams need to be aware of their role as role models and be prepared to provide advice, support,
mentoring and positive behaviours on a regular basis.
Team members can be
supportive of each other in
meeting individual needs.
Finally, women themselves
must do more to ensure that
they are managing their
own careers, meeting needs
at the different stages of
their careers, and being
open to opportunity.
68
At
the
end
of
a
broad-ranging and honest
discussion,
the
Group
concluded that we should
help each other in building
supportive,
authentic
cultures
within
organisations.
It requires courage.
It is the right thing to do.
There is a strong business
case.
And the time to act is now!
Yvonne White,
Deputy Head of Mission at
the
British
Embassy,
Luxembourg






Comment
conçoit-0n
la
diversité
chez
POST
Luxembourg ?
Dans la gestion de notre capital
humain, nous veillons à accorder
un traitement égal à tous. Cela
passe par une absence de
différence de rémunération entre
nos collaborateurs et nos
collaboratrices.
Dans
nos
recrutements, nous favorisons
l'accès
à
l'emploi
sans
discrimination. Tous nos postes
sont ouverts tant aux hommes
qu'aux femmes. Par ailleurs, nous
accueillons dans nos équipes des
personnes de quelques 27
origines différentes. Cette mixité,
ce mélange de talents permet de
répondre à la diversité des
besoins de nos clients et nous
apporte
la
créativité
et
l’innovation
nécessaires
au
développement de nos trois
métiers (télécoms, courrier et
services financiers).
Quelles sont les initiatives déjà
menées pour promouvoir la
diversité ?
Notre gestion de la diversité
s’inscrit dans une démarche plus
vaste de responsabilité sociétale
d’entreprise. Nous avons choisi
d’évaluer nos initiatives déjà
menées via des indicateurs de
performance extra-financière. Au
niveau parité, nous avons ainsi
observé qu’un tiers de notre
population était féminine. Avec
des disparités par métiers. Nous
devons reconnaître que, malgré
nos efforts pour assurer une
diversité de genre au niveau du
recrutement, dans certaines
filières
techniques
dans
lesquelles nous recrutons, les
étudiants hommes sont très
largement représentés.
Vous êtes-vous fixé des
objectifs ?
Nous allons nous servir des
premiers constats dressés en
2013 pour établir des priorités
d’action. Etant un des premiers
signataires de la Charte de la
diversité
Lëtzebuerg,
nous
considérons la promotion de
l’égalité des chances et de la
diversité comme une priorité.
69





PwC Luxembourg s’engage activement dans la réflexion en cours dans le
monde sur la responsabilité sociale d’entreprise et la traduit en actions.
Notre stratégie en matière de RSE est coordonnée au plus haut niveau et
s’articule autour de quatre domaines-clés :
Economie responsable : comprendre les risques et les opportunités
Nous créons de la valeur en utilisant
notre expertise pour soutenir la
croissance de nos clients. En plaçant
intégrité, confiance et déontologie
au cœur de nos relations avec nos
partenaires, nous contribuons au
développement d’une économie
durable et responsable.
Diversité et intégration: cultiver la
différence
La création de valeur passe aussi par
des actions en faveur de la diversité,
l’intégration et l’équilibre entre le
travail et la vie privée. La diversité
des profils de nos collaborateurs est
un gage de performance pour
l’entreprise et pour nos clients. Le
comité « Women and Men in PwC » a
pour objectif d’attirer et retenir les
talents féminins à tous les niveaux
de la hiérarchie, encourager l’accès
des femmes aux postes à responsabilité et plus généralement développer toute action susceptible de
bénéficier à l’ensemble des collaborateurs. Nos initiatives en matière de
70
diversité et de parité ont été récompensées par le Prix Féminin de
l’Entreprise en 2002 remis par le
Ministère de la promotion féminine.
Nous avons également reçu
l’Agrément Ministériel – Actions
Positives en 2012.
Engagement social: partager nos
compétences
En donnant de leur temps, en
partageant leurs compétences et
leur expérience, nos collaborateurs
s’engagent pour initier un changement positif et durable au sein des
communautés dans lesquelles nous
vivons et travaillons.
Protection de l’environnement :
trouver des solutions durables
En respectant l’environnement,
nous créons aussi de la valeur. Grâce
à l’analyse de notre impact environnemental, nous pouvons mettre en
place des mesures ciblées de
réduction. Ce savoir-faire est
également mis à disposition de nos
clients pour étendre la mise en place
de solutions durables.





La thématique a été abordé le 24 janvier dernier dans le cadre d'un atelier dédié, lors du Forum
Européen des Meilleures Pratiques dans l’Egalité des Genres, organisé conjointement par
Inspiring Wo-Men Business Club et la Chambre de Commerce du Grand-Duché de Luxembourg.
Le modérateur, Nicolas J. Ries, nous fait part des conclusions de l’atelier.
Le sujet laisse entendre que
des choses doivent être
améliorées : lesquelles,
pourquoi et comment?
Les statistiques montrent
que les femmes représentent
plus de la moitié des
étudiants
d'université
obtenant
les meilleures
notes. Elles touchent un
salaire semblable, voire
même supérieur à celui de
leurs homologues masculins
à l’embauche puisque le
salaire médian des femmes
est plus important à
Luxembourg que celui des
hommes à ce niveau-là.
Mais toutes générations
confondues, des inégalités
apparaissent concernant la
présence des femmes à des
postes de direction et ce
aussi bien dans le secteur
public que privé.
La société a évolué ces
dernières décennies: les
femmes font plus d'études et
sont plus qualifiées et sont
72
donc mieux intégrées dans
un monde du travail qui fait
face au vieillissement de la
population et au manque de
main d’œuvre qualifiée et ne
peut donc de toute façon
plus se passer d'elles. Mais si
les femmes ne semblent plus
faire face à des obstacles lors
du recrutement de départ, il
apparaît que leur choix de
vie et notamment la
maternité restent des freins à
la promotion et à l’évolution
de leur carrière.
Trois pistes peuvent être
envisagées pour y remédier:
Une meilleure organisation
des familles, avec un
partenariat à égalité et
équilibré!
Des efforts continus en
entreprise et un meilleur
partage des tâches entre
collègues!
De très sérieux efforts, voire
même
des
réformes
révolutionnaires
doivent
être envisagés par le
législateur, qui traine les
pieds et se complait dans un
conservatisme au niveau de
la fiscalité, des pensions, de
la garde des enfants, écoles
journalières, des prises en
charge, ...
Conclusion : le marché de
l’emploi a tendance à exiger
d'importants efforts de la
part des entreprises, qui
sont obligées de réaliser des
arbitrages conséquents alors
que le législateur devrait
redoubler d'efforts pour
mieux inscrire l'égalité dans
la loi.
L’invitation est faite aux
candidates
compétentes,
bien formées et flexibles qui
ont su depuis toujours
passer outre ces obstacles,
afin qu'elles partagent leur
expérience. En effet, selon
Caroline Herrara : « les
femmes peuvent tout avoir mais pas tout en même
temps ».
Nicolas J. RIES
NJR Conseil Sàrl




 
Les entreprises, tous les domaines d’activités confondus, deviennent de plus en plus sensibles et,
par conséquant, actives en RSE. Les gérants du Saumur Crystal Club à Luxembourg – Ville nous
expliquent à quel point les raisons sont simples : il y a de nombreux avantages qui découlent de la
RSE. Ils nous donnent quelques exemples:
- la RSE améliore la compétitivité de l’entreprise car le cadre de travail stable et respectueux
proposé aux collaborateurs augmente leur motivation et efficacité,
- contribue à créer une image plus forte de l’établissement,
- crée de la valeur ajoutée pour l’entreprise et pour la société,
- et, bien sur, contribue au développement durable.
Q : On associe rarement le
domaine de la nuit à la RSE...
R : Il est vrai que notre
domaine d’activité reste assez
mal connu alors que c’est une
activité
que
les
gens
apprécient
depuis
bien
longtemps. Par exemple, au
Luxembourg, Saumur est le
premier club de streaptease et
Pole Dance du Luxembourg,
bien que des clubs comme
celui-ci existent dans toutes
les grandes villes. Il nous
paraît d’autant plus important
pour nous de parler des
conditions de travail stables et
respectueuses de la vie privée
que nous proposons aux
collaborateurs. Nous estimons
que l’application de la RSE a
comme
résultat
des
collaborateurs contents et
une entreprise forte et
performante. En effet, les
clients viennent chez nous
pour passer un bon moment,
seuls ou en couple. Ils y
peuvent dîner, regarder un
spectacle de Pole Dance, fêter
entre amis un événement
important sans mauvaise
conscience.
Notre
établissement est une bonne
alternative aux discothèques
et le fait que Saumur soit une
entreprise responsable est
vraiment un véritable levier
de performance qui nous
rend leader du marché.
Q : Pouvez-nous nous
donner quelques exemples
de quelle facon vous voyez
l’application de la RSE chez
vous ?
R : Il faut savoir que dans ce
domaine d’activité, il y a des
collaborateurs qui travaillent
1 à 3 mois pour après faire une
pause pour leurs études. Cela
signifie
que
les
bons
collaborateurs, comme par
exemples les danseuses qui
étudient dans de grandes
écoles de danse à Paris ou
ailleurs, collaborent avec nous
à long terme. Etant contentes
des
conditions
et
de
l’environnement de travail
proposés,
elles
peuvent
s’accorder à leur passion en
toute sécurité et reviennent
régulièrement chez nous, ce
qui nous permet de nous
démarquer par la qualité des
services proposés aux clients
et ce qui fait que l’endroit
reste select, sans tomber dans
la vulgarité et que les clients
ont envie d’y retourner.
www.saumur.lu
73




Le groupe Randstad est un des
leaders mondiaux de services en
ressources humaines, avec une
présence forte et à long terme au
sein du Grand-Duché de
Luxembourg.
La gamme de nos services est
étendue : travail intérimaire,
recrutement
&
sélection,
outplacement, conseil RH, etc…
Nous souhaitons porter un
regard innovant sur le travail et
nous voulons rapprocher les
personnes et les organisations de
la manière la plus professionnelle
et la plus éthique possible.
Cette mission implique que nous
défendions simultanément les
intérêts de toutes les parties
concernées dans l’emploi : les
entreprises & organisations, les
travailleurs & candidats, les
collègues, mais aussi les
partenaires externes (autorités
publiques,
associations,
enseignement,…). C’est aussi
notre
engagement
en
Responsabilité
Sociétale
d’Entreprise (RSE/CSR)
Dans cette optique, la Diversité,
dont l’égalité professionnelle
femme-homme,
fait
partie
intégrante de notre culture. Plus
particulièrement, nous prônons
une
politique
stricte
de
non-discrimination et d’égalité
74
au sein et en dehors de
l’entreprise.
Nous définissons la diversité
comme « l’optimalisation de la
différence dans les compétences
». Ainsi, que la personne que
nous rencontrons soit jeune ou
plus âgée, femme ou homme, à
mobilité réduite ou non, issue
d’une autre culture ou non,…,
nous souhaitons baser notre
collaboration exclusivement sur
ses
compétences
professionnelles : savoir-être,
savoir et savoir-faire.
Plus particulièrement au niveau
du genre, Randstad a toujours
prôné et développé un système
d’égalité au sein de ses
collaborateurs. Celui-ci passe
notamment par des systèmes de
classification de fonctions, de
formations
spécifiques
ou
d’évaluations structurées qui
garantissent
l’égalité
de
traitement. Le grand nombre de
managers féminins au sein du
groupe Randstad est aussi une
preuve de cette orientation.
De plus, Randstad (group
HR/holding) est une des
premières organisations à avoir
obtenu en 2011 la certification
internationale GEES (Gender
Equality European Standard) qui
garantit l’égalité professionnelle
entre les femmes et les hommes.
www.randstad.lu



Check out these new enterprises and remember
the names of these talented, courageous and
inspiring new entrepreneurs.
Daniela Trofin Melmi
The Romanian entrepreneur
Daniela Trofin Melmi created, in
December 2012, the only
Romanian delicatessen shop in
the Grand Duchy: ''La Băcănie'',
which provides about 500
different products, including
special meat products, spices,
sweets, as well as Romanian
wines and beer.
Some of the most popular
dishes include 'zacusca' (a
delicious mixture of eggplant,
pepper and onion), Sibiu salami
( from
the
best-known
Romanian city to people in
Luxembourg, where one can
visit the cultural centre Casa
Luxembourg),
traditional
prepared meats such as 'mici'
and 'toba', sweets such as
'cozonac', and ‘Ursus’ beer."
''La Băcănie''
83 Rue de Hollerich
L-1741 Luxembourg.
www.labacanie.lu
Silvia Martakova
Silvia Martakova came all the
way to Luxembourg from
Slovakia determined to set up a
company aimed at providing
Moms with fashionable and
comfortable clothing including
leggings, tops, skirts, dresses,
pyjamas and underwear etc.,
but also specialised clothing,
accessories and other very
useful items for hospital use
and nursing Moms.
The Mode Maternité online
shop has been up and running
since August 2013 through
French. It is easy to use and
provides a very good choice of
products. Last September,
Sylvia also started to distribute
special cosmetics and medical
devices for pregnant and
lactating women to pharmacies
and
clinics
around
Luxembourg.
www.modematernite.eu
75

Laura Fontani
Anne Canel
Italian entrepreneur Laura
Fontani was lucky to be born
into a family of entrepreneurs in
Florence. She has a strong
financial background and
expertise, reason for which she
created in the year 2000, LF
Financial
Marketing,
a
consulting company dedicated
to training young bankers in
Belgium.
Frenchwoman Anne Canel
decided a few years back to quit
the bank she was working for
and to embrace entrepreneurship. Having acquired a strong
business background, Anne first
created AAA, a tailored-made
shop for women situated in the
heart of Luxembourg City. Then
last year she started her second
company, Shebusa, which
offers active women the
possibility to order online
customized, luxury goods such
as clothes and accessories,
exclusively produced by very
carefully
selected
French
master craftsmen to ensure
exquisite quality. You can order
In 2013 she founded Glacier
Bargello, a top-of-the-range
ice-cream parlour situated in
the heart of the Gare district in
Luxembourg
City,
which
produces and sells artisan ice
creams
and
sorbets
of
florentine tradition, all made
with original and exclusive
ingredients.
Glacier Bargello
13-15 rue du Fort Elisabeth
L-1463 Luxembourg
http://www.bargello.lu
Gilles Chavanac
The
Luxembourgish
entrepreneur of French origin,
Gilles Chavanac, opened in
August 2013 the very exclusive
Graal Joaillier boutique with
100% French fine jewellery,
situated in the heart of
Luxembourg City.
French sophistication
impeccable quality.
76

and
Graal Joallier
10, avenue de la Porte neuve
L-2227 Luxembourg
http://www.graal-joaillier.com
suits, dresses, skirts, purses,
belts, hats, bracelets and more
simply by sitting in front of your
computer screen. All you need
is a video camera as all
measurements can be made
online, for your greatest
comfort.
www.shebusa.com
Guillaume Houdremont
After successfully completing
studies
in
hospitality
management and several
years
of
international
experience in renowned 5 star
properties,
the
Luxembourgish
Guillaume
Houdremont decided to
create his own concept on the
beautiful Mosel riverside. The
result is the Yachting lounge
bar which opened in June
2013, an ideal venue for
private parties or corporate
events, with a very distinctive
atmosphere,
the
finest
beverage selection and the
latest in deep house music.
Yachting lounge bar
37, Esplanade
Remich
www.facebook.com/YachtingLounge
77
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Un événement unique et d’exception «La Soirée des Ambassadeurs»:
La «Soirée des Ambassadeurs» a permis aux membres du club de faire connaissance avec sept ambassadeurs dans un cadre informel
et chaleureux, propice à des échanges et futures collaborations. En même temps, elle a permis de démystifier la fonction
d’ambassadeur et de montrer le côté humain derrière la fonction, à travers le partage des ambassadeurs sur les défis posés par leur
profession, que ce soit des défis physiques, psychologiques, politiques ou logistiques. Monsieur Guy de Muyser, Ambassadeur Hre et
Maréchal de la Cour Grand Ducale Hre, a fait une analyse pertinente de la diplomatie, sur base de sa riche et longue expérience en
concluant avec humour: «L’Ambassadeur est un homme honnête qui ment pour son pays».
2012
78
79
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80
81

Appel à candidatures pour les
trophées “Inspiring Woman of
the Year” et "Inspiring Man of
the Year" 2014
Gabriel de la
Bourdonnaye
Directeur
des Affaires Juridiques
POST Luxembourg
Connaissez-vous
- Une femme qui inspire ses collaborateurs et collègues avec ses idées, dynamisme,
engagements et mérite une reconnaissance de la part de la communauté afin qu'elle puisse
inspirer encore plus de personnes?
- Un dirigeant d’entreprise qui se distingue par un soutien significatif de l’égalité des genres
dans le cadre de son organisation ?
Les nominations pour les trophées “Inspiring Woman of the Year” et "Inspiring Man of the
Year" sont désormais ouvertes sur www.InspiringWo-Men.eu et seront clôturées le 1er février
2014.
“Als neien Directeur des Affaires
Juridiques vun d’Post ass et
vichteg fir mech Letzebuergesch ze
schwatzen. Dofir hunn ech eng
flexible an efficace Leisung gesicht.
Les trophées sont décernés dans les catégories suivantes :
Languages.lu antwert all meng
Wensch. E proposéiert perséinlech
structuréiert Coursen an enger
agréable Bureau and freundlech
Athmosphere.
Inspiring Woman of the Year
Ech si ganz frou well elo schwetzen
a schreiwen ech ganz gudd, guell?”
-
Social & community work : décerné en 2013 à Luisella Moreschi (Femmes Développement),
Dans l’entreprenariat : décerné en 2013 à Léa Linster,
Dans la finance : décerné en 2013 à Murielle Antoine (BNYM),
Dans le monde corporate : décerné en 2013 à Sophie Mitchell (Deloitte),
Dans l'éducation : décerné en 2013 à Anita Drohé (Institut Technique d’Arlon),
Dans la science, technologie et recherche : décerné en 2013 à Saskia van Uffelen
(SA Bull NV),
Inspiring Woman of the Year: décerné en 2013 à Michel Raffoul, arendt services.
Les nominations pour le trophée «Inspiring Woman of the Year» et «Inspiring Man of the Year»
peuvent être faites par des associations, fédérations, entreprises ou particuliers, avec l'accord
de la personne nominée. Les votes seront partagés à 50 - 50% entre le public et le jury.
Les trophées sont placés sous le haut patronage de la Vice-Présidente de la Commission
Européenne, Mme Viviane Reding, et sous le parrainage du Maire de la Ville de Luxembourg,
M. Xavier Bettel.
http://www.inspiringwo-men.eu/Uk/Trophee
82
Group Moraru sàrl
6, rue Marguerite de Brabant L-1254 Luxembourg-Merl
tel: +352 26 47 85 03 | skype : receptionlanguages
e-mail: [email protected] | www.languages.lu