Gérard Thein & Paul Ernster (FJD): Staying open to stay ourselves

Can you introduce the FJD in a few words?

The Luxembourg Fédération des Jeunes Dirigeants brings together leaders from businesses of all sectors and sizes, from a five-person company to one with 2,000 employees, from the north to the south of the country. Our members come from family businesses, SMEs, large groups and consulting firms. We have around 300 active members under 45 and more than 300 senior members over 45, just over 600 in total. Next year, we'll celebrate the 50th anniversary of the federation, founded by Victor Kneip and a group of leaders keen to bring together Luxembourg's best entrepreneurs. The DNA remains unchanged: developing the network and getting to know each other closely. Luxembourg works this way. We have many federations and we go everywhere, but at the FJD we operate in a closed space that allows us to talk openly about the problems of our companies, of the economic community, of this country and of Europe. Beyond business matters, we exchange advice and information on resource issues, financial questions and administrative burdens. This is a place where leaders feel they share the same DNA.

What about international members and languages?

Until the 2000s, the FJD remained very Luxembourgish. Today, our website, FJD.lu, exists in English, and the membership form is open to all. International members, French- and English-speaking, are joining us. Our international dimension remains underdeveloped, but like many federations, we must evolve. Expatriates and international leaders based in Luxembourg are an integral part of our economy, and we want to welcome them as long as they meet our membership condition: their company must have existed for at least three to four years, a guarantee of stability beyond the start-up stage. Welcoming them also means speaking their language. All our major events, conferences and the General Assembly come with translation into French or English so that non-Luxembourgish members can follow the main topics and feel involved. Two weeks ago, we updated the intranet to let members choose their language. Previously, our WhatsApp group ran in Luxembourgish, excluding those unable to read it. Now we're adapting: for a member from Belgium, for example, French is easier. Artificial intelligence will accelerate this. Five years ago, travelling to Japan was impossible without a translator. Today, with a phone, translation happens instantly. Life within multilingual federations will become much easier.

How do you see the FJD evolving over the next five years?

Politics and society are heading for a wall. Luxembourg is heading for a wall, Europe is heading for a wall. The country faces three major challenges today: housing, mobility and investment in assets. At the same time, the democratic system is now run by administrators, and companies bear an excessive administrative burden. SMEs represent 98% of European companies and about half of employment, yet they are slowed down by digital reports piled on top of digital reports. We must give freedom and responsibility back to entrepreneurs. The FJD remains apolitical, so we carry a vision across generations, reminding political and economic leaders of the long-term stakes. In Asia, leaders think 20 or 50 years ahead. Here, the horizon often stops at the next election. Our role is to bring this longer view. The next five years will be about working more closely together, opening up to non-Luxembourgish leaders and becoming the FJD of the whole country, not of a single community. Like Luxembourg itself, we must remain attractive to foreign talent, keep a positive stance and accept change in order to stay ourselves.

Quote: "The FJD remains apolitical, so we carry a vision across generations."