Evergreens Insights: The keys to tomorrow’s entrepreneurship

“Jonk Entrepreneuren” was likely founded—or at least inspired—by the same group as the FJD. Its origins date back to the 1980s, with the goal of supporting entrepreneurs, entrepreneurial mindsets, and businesses in general. 

This support is provided through tools, subsidies, and various mechanisms, notably by connecting companies with individuals who contribute an entrepreneurial vision and mindset. 

Inspired by initiatives in Belgium, Germany, and France, early projects were launched in Luxembourg, such as “Boule et Bill”, created by the FJD to simulate business creation with volunteers. This initiative provided early entrepreneurial stimuli in primary education. 

“That is how Jonk Entrepreneuren was born. Today, we still support JEL as jury members or mentors. The FJD’s priority is entrepreneurship—including among young people—and then helping them on the ground, fostering exchange and strengthening local networks,” explains Gérard Thein. 

In 2005, the association was formalised and has since been firmly embedded in Luxembourg’s education system as “Jonk Entrepreneuren Lëtzebuerg asbl”, offering 13 programs for young people aged 9 to 25. 

“We support them with entrepreneurial programs based on three pillars: financial education, work readiness, and entrepreneurship,” explains Sven Baltes. The idea is to show young people possible paths, strengthen their life and work readiness, and, where relevant, support them in their first entrepreneurial project. 

Jean‑Luc Bermes, a former active member, confirms this: “I am still a member, although I am now over 45. Exchange is essential - entrepreneurs need to share ideas on how they can help one another.”   

Unlike classic bodies such as the Chamber of Trades or the Chamber of Commerce, the FJD brings together young entrepreneurs across all sectors in a transversal, non‑political approach. 

“We do not take strong political positions. Instead, we remain somewhat in the background and try to look ahead in a positive way,” adds Gérard Thein.

For the FJD, networking is a core, albeit not exclusive, component. During the first two years of membership, new members take part in workshops where they develop and present projects addressing economic and societal challenges—essentially acting as an ideas laboratory. Ideas are put forward, views exchanged, eventually they are presented to the federations and chambers for broader discussion. 

For Jonk Entrepreneuren, education and skills development are key. Talent development is central: how can Luxembourg ensure that young people are ready to manage and lead tomorrow’s businesses? Fundamentally, the objective is to mobilise a range of skills that can support the growth and development of Luxembourg businesses, irrespective of the personal origins or vocational background. 

“The FJD and our private partners are extremely important because they serve as a bridge between the world of education and that of business ,” adds Sven Baltes. 

Conferences are also organised for FJD members, sometimes featuring guests from politics or specific industries, who share expertise and experience. 

After multiple crises, businesses are facing particularly challenging times. Jean‑Luc Bermes explains: “Everything is becoming increasingly regulated, including in banking. Financing today requires far more documentation. Large companies are better structured and equipped to deal with this, smaller ones often are not. It then takes time to gather the documentation that regulators now require from us. Where guarantees once sufficed, cash flow is now a crucial factor. While over‑regulation can be excessive, it can also bring benefits. Maybe it would be useful to tell the politicians sometimes that they are overdoing it. Nonetheless, regulations remain important and can help us differentiate from other regions.” Gérard Thein adds: “Luxembourg banks have an advantage because of their close B2C relationships. They relate to us. Then, in Luxembourg and in Europe, I do not understand why, when it comes to public procurement, we are satisfied with looking only at the lowest economically acceptable price. By doing so, we put anything local at a disadvantage. This is a huge problem. Small local SMEs are disadvantaged compared with those who offer very low prices.”  

In Luxembourg, there is an action plan to strengthen the start‑up ecosystem. However, Sven emphasises: "Above all, we must not forget what is essential: traditional SMEs must continue to operate. They employ many people and create value and wealth for the country. They must not be left aside. Yet many support structures today are very strongly focused on innovation, software and software‑as‑a‑service. Care must be taken to ensure that more traditional companies, which have contributed to the country’s prosperity, are not pushed into the background.” 

Several support initiatives exist, including: 

• Aide à la Primo‑Création: up to EUR 12.000 available for first‑time founders, without taking all the risk  
• Fit 4 Start: coaching, funding, and networking for innovative start‑ups 
• State investment grants: up to 20% depending on the project size 

Gérard Thein advocates additional programs such as “Fit 4 Terrain” or “Fit 4 Housing” to address the shortage of affordable business premises. “There is a real problem with retail space, land and office space for businesses, with rents skyrocketing.” 
He developed the “Handwierkerhaff” project together with companies from Esch-sur-Alzette, which is managed by the State and the municipalities. 
He adds: “Following the example of 1535 in Differdange, new companies could be set up there, allowing them to get through their first stage of life with less risk.” 

Jean‑Luc Bermes points out that state aid used to be seen as a bonus, not essential in a financing plan. He adds: “Today, we are forced to take it into account because everything has become extremely expensive. What I can also confirm is that an increasing number of large companies are buying residential properties to rent to their employees, as to improve Luxembourg’s attractiveness.”   

In construction, decarbonisation is unavoidable, says Gérard Thein, but transitions must be gradual and realistic. 

Sven Baltes emphasizes the need for a clear implementation plan: “AI can be extremely helpful, but it must not be done overnight, nor within artificial frameworks. Companies need to remain in control of how these changes are implemented. We mustn’t let sustainability stifle growth.” 

Jean‑Luc Bermes sees this as part of Luxembourg’s attractiveness: “We are small, dialogue with policymakers is possible. Sustainability is important to all of us – including me. I can integrate it into my day-to-day relationships with the customers I support professionally. And you cannot escape AI; you need it to remain competitive. I believe it’s important to be able to use it from the start, including in schools.”