Inspiring Wo-Men Magazine Oct 13

BECOME A LEADER!P. 16-33

BEST PRACTICESGENDER EQUALITYP. 66-74

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66 –68 Best Practices in Creating and Sustaining Cultural Change69 POST Luxembourg – La diversité nous apporte créativité et innovation – interview Daniela Binda 70 PwC – Agir pour la responsabilité sociale d’entreprise72 Meilleures pratiques dans le recrutement des femmes 73 La responsabilité sociale chez Saumur Crystal Club74 Randstat et la diversité75-77 Inspiring new entrepreneurs 82 Appel à candidatures pour Inspiring Woman of the Year & Inspiring Man of the Year 2014

4 Édito 5-14 Happy birthday, Inspiring Wo-Men! 16-33 Cover story Become a leader! 19 Leadership Academy34-35 Luisella Moreschi36-37 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.

organising an workshop about your �eld of expertise,

- Reduced fees at networking events to create and expand one’s network and in�uence,

- An annual event on the International Women’s Day to reward the “Inspiring Woman of the Year” in di�erent sectors (e.g. �nance, entrepreneur-ship, education etc) and the “Inspiring Man of the Year”,

- Invitations to exclusive events,- Possibility of publishing

events in the club’s newslet-ter/agenda,

- Bookings to international business events and forums (e.g. Women’s Forum in Deauville, International Business Forum in New York)

to bene�t 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 member-ship 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.

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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

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 con�ance 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 e�cace à tous les niveaux : familles, communautés, entreprises…

Clara Moraru,fondatrice

Depuis 5 ans, Inspiring Wo-Men oeuvre à rendre plus visibles les femmes et hommes qui inspirent.

- 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 speci�c to your industry, in our regular communications and publica-tions,

- Regular events, every 2-3 months, to celebrate wo-men’s leadership, highlight outstand-ing examples and o�er 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

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.

Empower, inspire and support members to advance in their careers: help them gain con�dence, visibility and recognition within their companies and communities, and increase their in�uence.

Inspiring wo-men to inspire othersVision

MissionBecoming a member o�ers advantages such as:

organising an workshop about your �eld of expertise,

- Reduced fees at networking events to create and expand one’s network and in�uence,

- An annual event on the International Women’s Day to reward the “Inspiring Woman of the Year” in di�erent sectors (e.g. �nance, entrepreneur-ship, education etc) and the “Inspiring Man of the Year”,

- Invitations to exclusive events,- Possibility of publishing

events in the club’s newslet-ter/agenda,

- Bookings to international business events and forums (e.g. Women’s Forum in Deauville, International Business Forum in New York)

to bene�t 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 member-ship 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]

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- 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 speci�c to your industry, in our regular communications and publica-tions,

- Regular events, every 2-3 months, to celebrate wo-men’s leadership, highlight outstand-ing examples and o�er 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

Gemstones under microscope workshop by Marine Blin de Grandpé from BusBy Jewelry

Sparx your Leadership! workshop by Catharina Biver & Tamara Sanne from Sparx Factory“Marketing de soi" donné par Nicolas J. Ries

Atelier de maquillageet cosmétique

Stand Ellipse Fitness & Wellness

"Boost your self con�dence" workshop by Irina Tudor

Atelier Kamichi bai donné par Pascale Marchal Griveaud, Agir Anticiper Durablement"

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 anniver-sary.

“I am very happy to be part of 'Inspiring Wo-Men' at its �fth anniversary. I believe it to be a good networking opportunity for business professionals and organisations, targeting mainly women, but not exclud-ing men. The club is very active in organising events. I have already attended three meetings in the past two months and I always felt satis�ed with the results.”Also happy to be celebrating the business club’s �fth 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 �rst 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 �nd 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 innova-tive ideas for events.”Promoting powerful and successful womenBringing 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 re�ecting 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 �ve 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 accom-plished,” concludedMoraru.

“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 theirprofessional achievements.For more information visit inspiringwo-men.eu

by Roxana Mironescu

Luxembourg’s inspiring women and men celebrated the �fth 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 �ve years since Luxembourg’s role models have gained recognition.

On the day, participants were o�ered the chance to take part in a number of workshops where they gained professional insight into leadership, marketing and relationship-building, employ-ment engagement and how to build and raise one’s self-es-teem.For those interested in pursuing more recreational activities, the o�er 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 illusion-ist as well as participated in a ra�e, which raised funds for a number of educational scholar-ships granted to several Romani-an students.Providing opportunities for women

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1. R. M. Stogdill, Handbook of Leadership: A survey of the Litterature, New York Free Press, 1974

There have been numerous de�nitions of what a leader is, and especially how a leader should ideally act and behave. In 1974, Ralph Stogdill was listing 350 di�erent de�nitions already.1 You can imagine the number of books, article and de�nitions 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

Luxembourg (namely BCEE), a leader is “a person ready to take on responsibility for the whole, able to develop visions while keeping their feet �rmly 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 compas-sion for others and looks for excellence in whatever she does. She loves people, respects them, and understands how to �nd a balance between professional and family life.”

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.

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 identi�es 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.

For Nadine Bogelmann, associate at the legal �rm “Molitor Legal”, a

leader is de�ned 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 in�uence 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.

There have been numerous de�nitions of what a leader is, and especially how a leader should ideally act and behave. In 1974, Ralph Stogdill was listing 350 di�erent de�nitions already.1 You can imagine the number of books, article and de�nitions 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

Luxembourg (namely BCEE), a leader is “a person ready to take on responsibility for the whole, able to develop visions while keeping their feet �rmly 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 compas-sion for others and looks for excellence in whatever she does. She loves people, respects them, and understands how to �nd a balance between professional and family life.”

2. Andrew J. Dubrin– Leadership, Houghton Mi�in Company, Boston, 2001, p. 10-14

Leaders come in all kinds of packages – just as people have very di�erent 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.

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 collabora-tors who are complementary to yourself, and to trust them fully and delegate e�ectively. 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 di�erent people and creating new contacts.

“A leader should take and lead

initiatives and dare to act, without fear of the consequenc-es”, says Martine Reichers, general director of the Publica-tions O�ce 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 o�ce to see and understand what is happen-ing 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 entrepre-neur, 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.

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Françoise Thoma, 2012 Inspiring Woman of the Year in Finance

Successful business leaders and managers, both men and women, will share their insights into their respective businesses, share their experiences and o�er 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 o�er 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 con�dence, 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 in�uence, 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 o�ered since 2007 by the Leaders Foundation in Bucharest, Romania, and is placed under the patronage of HRH Prince Radu of Romania.

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).

Places are limited, make sure you book yours to avoid disappointment: http://www.weezevent.com/leadership-academy.

Information and registration: Leadership Academy/Group Moraru sàrlElvira Gritcan / Clara Morarue-mail : [email protected] Tél: +352 26478503, 621 77 51 22

Winter edition : December 4-5, 2013 @ Languages.lu, LuxembourgJune 18, 2014 @ Mercure Kikuoka Golf Club, Canach

Summer edition:

Leaders come in all kinds of packages – just as people have very di�erent 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.

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 collabora-tors who are complementary to yourself, and to trust them fully and delegate e�ectively. 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 di�erent people and creating new contacts.

“A leader should take and lead

initiatives and dare to act, without fear of the consequenc-es”, says Martine Reichers, general director of the Publica-tions O�ce 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 o�ce to see and understand what is happen-ing 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 entrepre-neur, 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.

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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.” Re�ecting 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 sacri�ces and push yourself physically and mentally away from shyness and self-doubt.

A common thread in de�ning leadership roles is that the leader acts as a role model who inspires and in�uences others towards a common objective and getting results. Technical expertise is important, but determination,

perseverance, courage, analytical as well as communication skills are even more important. Researchers identi�ed not less than nine roles that are part of a leader’s job and function, as Andrew J. Dubrin highlighted : Figurehead, Spokes-person, 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 e�ort 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, LuxembourgSummer: 18 June 2014, CanachMore details on: http://www.inspiringwo-men.eu/Uk/Events

Alison Smale (International Herald Tribune) and Maurice Levy (Publicis)

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 manage-ment, as well as in sharing the daily household tasks with your partner.

For Monica Jonsson, the di�erence 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 di�erent in order to get the results we want.” Her advice to women with leader-ship 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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“Leaders do not have to be great men and women by being intellectual geniuses or omnisci-ent prophets to succeed. But they do need to have the “right stu�” and this “stu�” is not equally present in all people.” 1 It’s this “stu�” that we read about in the thousands of books and articles written on the topic of leader-ship, and which we need to explore further to �nd the personal recipe that �ts our own leadership personality, if you want to become a leader.

The universal theory of leader-ship states that certain leader-ship traits are universally important. One must possess leadership qualities and talents such as interpersonal, strategic, and analytical skills; an aptitude for e�ective 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 motiva-tion, knowledge, and persistence will also increase the probability that you can become an e�ective 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 leader-ship role is assumed as well as the leadership style of the leader will highly in�uence his or her e�ectiveness.

Which traits are more important than others in becoming and being a leader? People place di�erent levels of importance on di�erent capabilities and qualities. For example, Michèle Detaille, director of No-Nail Boxes, emphasises that “The �rst 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. Regard-ing 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 �nancial 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

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Total Leadership: work, home, community and selfNumerous 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 �nding mutual value among them. “Total because it’s about the whole person and Leadership because

it’s about creating sustainable change to bene�t 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.

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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 di�erent. 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-con�dence), 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-con�dence to do it again, only better.” In addition, neurologists have shown how men operate using mostly the left side of their brain; the analyti-cal sphere, while women are able to switch between both sides; analytical and emotional, more easily than men.

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 subordi-nates. 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-con-trol 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 organisa-tional position, title, and the ability to reward and punish (structural power), thus the di�erences 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, di�cult 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 �ndings 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, e�cient). 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 Review3. Harvard Business Review – Women and the Labyrinth of leadership, Eagle and Carli, 20074. Jack Welch, Winning

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Research �ndings 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 a�ectionate, 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 aggres-sive, ambitious, dominant, self-con-�dent, forceful, self-reliant and individualistic.” This di�erence 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 o�ers generally unsought possibilities and solutions.

In order to leverage your strengths on your own personal journey to success, you will need to �ght 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.

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 subordi-nates. 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-con-trol 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 organisa-tional position, title, and the ability to reward and punish (structural power), thus the di�erences 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, di�cult 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 �ndings 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, e�cient). 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.”

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Aude de Thuin (founder of the Women’s Forum) and Viviane Neiter (Présidente Champagne-Ardenne Place Financière)

It matters not what a person is born with but who they choose to be. (J. K. Rowling).

Once you have identi�ed that you wish to develop your profes-sional 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 incred-ible and once you start believing, your mind will naturally �nd solutions to get you where you want to be.”

As one of the rock group Metalli-ca’s hit songs says “Trust yourself, no matter what they say!” Develop your con�dence along with your skills. All great leaders say it in di�erent ways: Believe in

yourself, Have faith in yourself. Of course, it is important to be realistically self-con�dent as this contributes to positive behaviours such as assertiveness, con�dence, and creativity, as opposed to being unrealistically self-con�dent, which can encour-age 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 Can�eld – Getting from where you are to where you want to be

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

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 di�cult 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 in�nite number of possibili-ties.

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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

respond to the things that happen in our lives. The power of our thoughts is signi�cant. 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 �nd the appropriate solution, and were proud of yourself for �nding 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 in�uence your inner well-being. Every day, make a point of �nding 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 re�ected in our attitude. It does work!

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 di�cult 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 in�nite number of possibili-ties.

One thing that seems to make the di�erence between those who succeed and those who don’t is attitude. Accumulating signi�cant 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 di�erence that makes the di�erence.

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

the company “Stand and Deliver” and who teaches High Performance Communication at di�erent 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 re�ection of the thoughts we have. As individuals, we can choose how we think about and

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Fatima Rivas, 2012 Inspiring Woman in Education, RocKids and KIds & the CIty, with her sons

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 di�erent 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 a�rmations go the fact of being authentic, and �nding your place.

As already mentioned, leading is a complex process which involves many di�erent 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 �rst impressions: the way they dress, their attitudes, their words.

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 o�cial 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.

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 o� when

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

To improve your leadership skills, why not register to attend our Leadership Academy?For more details, check:www.inspiringWo-Men.eu/Uk/events

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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 asblDEXIA-BIL LU68 0021 1853 1590 0300Code swift : BILLLULL

www.femmesdev.org

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 �rst 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 e�orts in improving people's lives in Rwanda, Luisella has been nominated Honorary Consul for Rwanda.

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 �nancing projects, to build their small enterprises and succeed at them, to pay their loans and to go on to their next endeavours. Through this e�ort, they have built up their con�dence, 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.

The recipient of the 2013 Inspiring Woman of the Year in the Social and Communi-ty 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.

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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 profes-sional level of seniority, coupled with a family balance, requires a huge amount of personal involvement and dedication.

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 speedi-ly enough. I look at what happened in Norway following the introduc-tion 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 Internation-al 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.

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 organiza-tion. I am focused and driven, and enjoy making change happen.

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 opportu-nities.

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The Jury 2013Dé�lé CRESSANCE by Sandrine Muller

The Laureates 2013: Saskia van U�elen, Michel E. Ra�oul, Anita Drohé,Murielle Antoine, Léa LInster, Luisella MOreschi and Sophie Mitchell.

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Dress sponsored by BGP company (Luxembourg - Merl)

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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 Bijouterie Noel

Stand Champagnes Louis Roederer - Freelance Vins Fins SA

Stand Languages.luStand MIM'Z

Stand jitrois

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Stand Ellipse Fitness & Wellness

Stand Georges Lazu Vins roumains

Stand Glamore

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.

Célébrez la semaine sainte et les fêtes de Pâques à JérusalemCélébrer la Semaine sainte à Jérusa-lem est une expérience unique.

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 cruci�xion 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]él : +32 473 940 643

en partenariat avecLe Keren Kayemeth Leisrael

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 dé�nitifs, 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

respecté, il est impératif d’écouter les autres, à tous les niveaux hiérarchiques. Cela ne signi�e 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 pro�t comme ressort d’un nouveau rebond qui nous mènera plus loin. Ainsi, la crise �nancière et économique que nous n’avons pas tout à fait �ni d’expériencer doit servir d’occasion pour ré�échir 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 �l rouge à nos e�orts 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

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 o�re aujourd’hui la grande chance d’y arriver. Mais liberté signi�e aussi choix, et choix signi�e 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

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ç

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.

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 o�ered 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.

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 �nance) and recruitment to the �nancial 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.

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 quali�ed 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.luwww.fasttraining.eu

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www.busbyjewelry.com

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 a�aire de famille ? L’une de mes ancêtres était Dame d’honneur de Marie- Antoinette, familière de la Cour et de la fameuse a�aire 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.

Une fois la perle rare dénichée, les clients peuvent con�er à

BusBy le soin de la monter. Le style de BusBy Jewelry est simple, épuré. Il va à l’essentiel. « Inutile d’étou�er 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 �ne 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

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.

lagon. Côté face, une gravure reprenant un symbole, une devise ou un autre message cher au cœur et à l’âme.

« 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

Women qui souhaitent donner un sens à leur bague comme elles donnent un sens à leur vie.

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En 1968, choisir de faire des études en économie était un choix logique alors que la place �nancière 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 quali�ée.

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 �nalement 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 diversi�és allant vers le psychologique, le physique, la forme, la présentation, le « styling », pour ouvrir les possibilités vers tous les "soft skills" déjà largement o�erts dans le monde anglo-saxon. L’idée est de repousser les frontières, dépasser les obstacles, parfaire

l’o�re 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 ré�exion 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. A�aires à suivre.

Nicolas J. RiesConseil économique indépendantPartner Aims InternationalChargé de cours universitaires

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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 di�érence du monde des a�aires, 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

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 �nance, then 3 years in Human Resources and another 3 years in Luxembourg. I came here for the �rst time in 2007 for a specialization course in �nancial 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.

precious gift you can pass on from generation to generation.

I have a passion for painting; I even have a certi�cate 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 o�ers. I still have enough energy to start a nuclear station.

What have been your main triumphs and achievements?

Tenacity and competitiveness. I operate under the ‘turtle-who-always-reaches-its-destination-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

sad, but the next day, I move on. It is imperative that the �nal 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 out�ts.

I admire Clara Moraru's work in the educational domain. I consider education the most

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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 �nal. 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.

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 ré�exions 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

Mon idée d’un travail passionnant m’a accompagné depuis toujours et m’a amené à faire des choix, parfois di�ciles, mais qui, à moyen et long terme, m’ont donné d'importantes satisfactions professionnelles et personnelles.

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chaque jour à «grandir» intellectuellement en faisant face à des nouveaux dé�s, 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 a�aires de cœur, vous le saurez quand vous l’aurez trouvé. Et comme dans n’importe quelle relation, les choses s’améliorent au �l des années. Continuez à chercher jusqu’à ce que vous trouviez. Ne vous reposez pas.” Antonella SalernoC&S CORTESE SALERNO LAWPartner

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 o�ered the position of private banker at ING Luxembourg. Currently I am a �nancial 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

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

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 �ghter pilot and football player; however, I embraced a career in the �nancial world instead.

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 myemail address: [email protected]

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What is your professional background?I don’t actually have a university degree; I started in �nance 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!

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 e�ective communication, sparks can �y. Bruce Springsteen wrote the perfect lyrics for us: “You can’t start a �re without a spark”. I want to see �ames!

www.sparxfactory.com

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.

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Dîner de Gala et Cérémonie de remise dutrophée Top Company for Gender Equality 2013

4 octobre 2013

Conférence – dîner Inspiring Wo-Men inEntrepreneurship @ Restaurant Léa Linster

31 octobre 2013

President’s Cocktail14 novembre 2013

Winter Leadership Academy @ Languages.lu4-5 décembre 2013

Dîner de Fin d’Année Inspiring Wo-Men @ Cercle Munster Luxembourg5 décembre 2013

La Soirée des Ambassadeurs23 janvier 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

6 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)

27 mars 2014

Inspiring Wo-Men in Finance30 avril 2014

Inspiring Wo-Men in the Corporate World22 mai 2014

18 juin 2014Leadership Academy & Summer Cocktail @ Mercure Kikuoka Golf, Canach

Pour plus de détails, veuillez consulter notre site internet:www.inspiringWo-Men.eu/Uk/Events/

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4 octobre 2013La Grande Soirée de l'Egalité des Genres - Conférence "Gender training in education"

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2nd European Forum on Best Practices in Gender Equality – La Grande Soirée de l’Egalité des Genres 2013Organised 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 – 18.15Conference - Round table: Sponsored by:Gender training in education

Proposed issues for discussion: Introducing e�ciently 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 �eld 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 �elds of study and vice versa? What are e�ective ways of raising awareness of gender biases that restrict the economic and social role of girls and women?

Moderator: Rosa Brignone, Foounder Time for Equality, Expert in gender equality and diversity

Panellists: Viviane Ecker, Vice-Présidente du Conseil d'Etat et conseillère juridique au MAEColette 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 LouvainNicolas 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-MenSpeech by Nicolas Schmit, Luxembourg Minister of Employment and ImmigrationSpeech 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 o�ered 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

The Jury is composed of :–

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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 re�ect 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 re�ect 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].

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.

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

Cultural Change” workshop. As moderator, my role was to encourage broad discussion, facilitate participation and faithfully re�ect 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.

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

1. “How to keep your most talented people – what matters in your employee retention – Luxembourg Report”. (June 2012) HRM Recruit.

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.

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 re�ne behaviour in organisations.

According to this Group, �exible 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 �exi-presence and managers must

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 di�érence 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 di�érentes. 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 �nanciers).

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-�nancière. 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 e�orts pour assurer une diversité de genre au niveau du recrutement, dans certaines �lières techniques dans lesquelles nous recrutons, les étudiants hommes sont très largement représentés.

Vous êtes-vous �xé 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.

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Cultural Change” workshop. As moderator, my role was to encourage broad discussion, facilitate participation and faithfully re�ect 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.

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

manage, but engaged workers are more productive.

Targets, career paths and role models help. In addition, training and mentoring is needed to build con�dence

and skills for women, managers and CEOs.

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 di�erent stages of their careers, and being open to opportunity.

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

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.

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 di�erent 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 con�dence to apply for promotions;

• Being judgemental of

other women and preferring to work for a man;

• Assuming only women who are mothers have di�culties, 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.

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Economie responsable : compren-dre les risques et les opportunitésNous créons de la valeur en utilisant notre expertise pour soutenir la croissance de nos clients. En plaçant intégrité, con�ance 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 di�érenceLa 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 pro�ls 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 responsa-bilité et plus généralement dévelop-per toute action susceptible de béné�cier à l’ensemble des collabo-rateurs. Nos initiatives en matière de

diversité et de parité ont été récom-pensées 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 compétencesEn donnant de leur temps, en partageant leurs compétences et leur expérience, nos collaborateurs s’engagent pour initier un change-ment positif et durable au sein des communautés dans lesquelles nous vivons et travaillons.

Protection de l’environnement : trouver des solutions durablesEn respectant l’environnement, nous créons aussi de la valeur. Grâce à l’analyse de notre impact environ-nemental, 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.

PwC Luxembourg s’engage activement dans la ré�exion 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 :

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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 quali�ées et sont

donc mieux intégrées dans un monde du travail qui fait face au vieillissement de la population et au manque de main d’œuvre quali�ée 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 e�orts continus en entreprise et un meilleur partage des tâches entre collègues!De très sérieux e�orts, 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 �scalité, 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 e�orts de la part des entreprises, qui sont obligées de réaliser des arbitrages conséquents alors que le législateur devrait redoubler d'e�orts pour mieux inscrire l'égalité dans la loi.

L’invitation est faite aux candidates compétentes, bien formées et �exibles qui ont su depuis toujours passer outre ces obstacles, a�n qu'elles partagent leur expérience. En e�et, selon Caroline Herrara : « les femmes peuvent tout avoir - mais pas tout en même temps ». Nicolas J. RIESNJR Conseil Sàrl

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.

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 e�et, 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 signi�e 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

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 e�cacité,- 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.

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Daniela Tro�n Melmi The Romanian entrepreneur Daniela Tro�n Melmi created, in December 2012, the only Romanian delicatessen shop in the Grand Duchy: ''La Băcănie'', which provides about 500 di�erent 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 HollerichL-1741 Luxembourg. www.labacanie.lu

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

au sein et en dehors de l’entreprise.Nous dé�nissons la diversité comme « l’optimalisation de la di�érence 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 classi�cation de fonctions, de formations spéci�ques 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 certi�cation internationale GEES (Gender Equality European Standard) qui garantit l’égalité professionnelle entre les femmes et les hommes.www.randstad.lu

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

Silvia Martakova

Check out these new enterprises and remember the names of these talented, courageous and inspiring new entrepreneurs.

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Italian entrepreneur Laura Fontani was lucky to be born into a family of entrepreneurs in Florence. She has a strong �nancial 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.

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 �orentine tradition, all made with original and exclusive ingredients.

Laura Fontani

Frenchwoman Anne Canel decided a few years back to quit the bank she was working for and to embrace entrepreneur-ship. Having acquired a strong business background, Anne �rst 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 o�ers 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

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

Anne Canel

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 �nest beverage selection and the latest in deep house music.

Guillaume Houdremont

Yachting lounge bar37, EsplanadeRemichwww.facebook.com/YachtingLounge

Glacier Bargello13-15 rue du Fort ElisabethL-1463 Luxembourghttp://www.bargello.lu

Gilles Chavanac

Graal Joallier10, avenue de la Porte neuveL-2227 Luxembourghttp://www.graal-joaillier.com

The Luxembourgish entrepreneur of French origin, Gilles Chavanac, opened in August 2013 the very exclusive Graal Joaillier boutique with 100% French �ne jewellery, situated in the heart of Luxembourg City.

French sophistication and impeccable quality.

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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 démysti�er la fonction d’ambassadeur et de montrer le côté humain derrière la fonction, à travers le partage des ambassadeurs sur les dé�s posés par leur profession, que ce soit des dé�s 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

Group Moraru sàrl6, rue Marguerite de Brabant L-1254 Luxembourg-Merl

tel: +352 26 47 85 03 | skype : receptionlanguagese-mail: [email protected] | www.languages.lu

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Gabriel de la BourdonnayeDirecteur des A�aires JuridiquesPOST Luxembourg

“Als neien Directeur des A�aires Juridiques vun d’Post ass et vichteg �r mech Letzebuergesch ze schwatzen. Do�r hunn ech eng �exible an e�cace Leisung gesicht.

Languages.lu antwert all meng Wensch. E proposéiert perséinlech structuréiert Coursen an enger agréable Bureau and freundlech Athmosphere.

Ech si ganz frou well elo schwetzen a schreiwen ech ganz gudd, guell?”

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 a�n qu'elle puisse inspirer encore plus de personnes?

- Un dirigeant d’entreprise qui se distingue par un soutien signi�catif 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.

Les trophées sont décernés dans les catégories suivantes :

Inspiring Woman of the Year - Social & community work : décerné en 2013 à Luisella Moreschi (Femmes Développement),- Dans l’entreprenariat : décerné en 2013 à Léa Linster,- Dans la �nance : 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 U�elen (SA Bull NV),

Inspiring Woman of the Year: décerné en 2013 à Michel Ra�oul, 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

Appel à candidatures pour les trophées “Inspiring Woman of the Year” et "Inspiring Man of the Year" 2014

Inspiring Wo-Men Magazine Oct 13

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Transcript of Inspiring Wo-Men Magazine Oct 13