“Luxembourg still largely operates as a ‘man’s world’”

As part of the Paperjam 10x6 - Women on Board, 5 years later organised by the Paperjam Club on Tuesday 25 February, Daniela Clara Moraru, member of the board of directors at Languages.lu / Group Moraru, shares her vision of the future of the world of work.

Have you noticed any real progress in the presence of women on Luxembourg boards over the last five years? What obstacles do you think still exist?

: In reviewing the past five years, or even the last 20, it is evident that the progress made in increasing the representation of women on Luxembourg boards has been minimal and does not align with our objective of achieving a balanced representation of men and women at all levels of hierarchy. To summarise the current situation, I would say that Luxembourg still largely operates as a “man’s world.”

Among the persistent obstacles, I would highlight three key points, all of which centre on perceptions related to women:

1) Despite consistently outperforming men in their studies, there remains a narrative suggesting that women lack the necessary qualifications, which can lead to self-doubt among women regarding their skills.

2) A concerning number of women believe that quotas or additional support are unnecessary, operating under the assumption that capable women will naturally find their place. This mindset is counterproductive to the advancement of women.

3) Additionally, the limited number of women in board positions often do not actively sponsor or support other women, which can be a significant barrier to progress.

In my view, fostering a culture of sponsorship among women in leadership roles could be transformative and is crucial to real progress.

What are the specific challenges and opportunities for Luxembourg companies to get more women on their boards, especially in an internationalised and competitive economic context?

To effectively increase the representation of women on their boards, companies must recognise and embrace the idea that women are complementary to men, rather than competitors. Their collaboration is vital for the success of the company. This respect for women also includes acknowledging their need for a balance between professional and personal life.

For instance, one board frequently scheduled meetings in the evenings, assuming that all members were available, including those with young children to care for. To illustrate the need for perspective, one female board member suggested scheduling a meeting during a major football championship game, which sparked a lively discussion. As a result, the board agreed to reschedule meetings to earlier times, allowing young parents to be home to care for their children. This example underscores the importance of considering diverse perspectives in decision-making processes.

Does Luxembourg have sufficient mentoring programmes, training or networks to prepare and support women in their access to positions of responsibility?

What further measures are needed? Yes, I believe that in Luxembourg there are sufficient mentoring programmes and that there are many highly qualified women, often possessing more credentials than their male counterparts on boards. During my decade in politics, I learned two vital lessons: first, the 40% quota for women candidates is crucial for securing state funding; I strongly advocate for extending the quotas already established in Luxembourg’s political sphere to corporate boards.

This practice is already in place at the EU level for listed companies, and it’s time for us to adopt it nationally; second, the transformative impact of sponsorship in promoting women. We need women in leadership roles to not only mentor but also actively sponsor and advocate for other women, much like men have historically done.