House of Training: tailor-made training

Ten years on, the institute has become a benchmark in the training landscape and a trusted partner for professionals, businesses and institutions. In a decade, it has recorded more than 250,000 registrations and organised more than 20,000 training sessions. These sessions have enabled it to support more than 13,000 businesses since 2015.

'The Future is Made of Skills' - this is the new brand signature of the House of Training, a powerful message that accompanies the celebration of its 10th anniversary this year. On the occasion of its anniversary, the House of Training reaffirms its mission and chooses to make curiosity the key value of its new campaign. Curiosity is the essential driver for developing new skills.

Beyond the figures and trends, there is everyday life, shaped by those who drive the House of Training forward, including its director Muriel Morbé. In an interview, she discusses the priorities, challenges and values of the House of Training.

The House of Training celebrated its 10th anniversary on 15 October 2025. This was also an opportunity to launch a new slogan: 'The Future is Made of Skills'. What message do you want to convey with this phrase?

This slogan reflects a simple conviction: Luxembourg's future will be built on skills. Technological, environmental and societal transitions are profoundly transforming the world of work. According to a recent study conducted by Implement Consulting Group (The Economic Opportunity of Generative AI in Luxembourg), 72% of jobs in Luxembourg will see their functions evolve with artificial intelligence, while only 6% are actually at risk of disappearing. This observation perfectly illustrates the shift from a job-based approach to a skills-based approach: jobs are changing, but it is skills that are transforming, combining and adapting. 'The Future is Made of Skills' reminds us that skills development is the key to supporting these transitions and collectively preparing for the future.

If you had to sum up these ten years in three words, which would you choose and why?

Agility, collaboration and impact, which are part of our values

• Agility, because our strength lies in our ability to continuously develop and adjust our programmes in response to emerging market needs and the transformations of organisations. This responsiveness allows us to support economic, technological and human developments as closely as possible to the field.
• Collaboration, because our model is based on a solid ecosystem: more than 60 sector partners and 800 expert trainers who guarantee the relevance of our training offer
• Impact, finally, because skills development is at the heart of our mission. With more than 250,000 enrolments in ten years, we have made a direct contribution to Luxembourg's competitiveness, inclusion and sustainability.

What were the main challenges when the House of Training was created in 2015?

At the outset, it was a question of bringing together three organisations: IFBL (Institut de Formation Bancaire Luxembourg), LSC (Luxembourg School for Commerce) and ATTF (Agence de Transfert de Technologie Financière) – three entities with complementary expertise, but with different corporate cultures and operating methods. We had to get to know each other, learn to work together, understand each other and build a common approach capable of meeting the needs of a variety of sectors and diverse audiences. This integration process was a real lesson in collaboration and agility, but also in respect, as we had to recognise the value and uniqueness of each culture before we could build a shared identity. It is this combination of expertise, fuelled by the desire to have a lasting impact on skills development in Luxembourg, that has shaped the DNA of the House of Training. Ten years on, this collective adventure has become a real success story.

How does the House of Training of today differ from that of ten years ago?

In ten years, our offering has grown and undergone a profound transformation. We have gone from 800 training courses in 2015 to more than 1,470 in 2025, supported by a team that has also grown from 36 to 50 employees. This development has been accompanied by a marked expansion of our cross-functional offering and personal development courses, which now play an essential role in addressing human, managerial and organisational challenges.

We have also observed a change in the support needs of companies and a growing demand for tailor-made training courses adapted to their contexts, priorities and transitions. This evolution has led us to develop our methods and practices to strengthen our role as a development partner. We have also structured our offering around professional profiles – 71 today – organised into clearly defined skill sets, in order to facilitate career paths and professional mobility.

And since 2025, the launch of Higher Education has marked a new stage: the academic recognition of continuing education as a lever for career advancement. The COVID years have also been a turning point: they have accelerated the diversification of learning methods, with the development of e-learning and blended learning, which offer greater flexibility while preserving the richness of face-to-face learning, which is still preferred for its benefits in terms of exchange and practical application. Ten years after its creation, the House of Training remains fully aligned with its mission: to identify needs, support change and anticipate the skills of tomorrow through tailored training programmes. The recent survey of companies and the establishment of advisory committees are proof of this: our development continues to be guided by listening, dialogue and a desire to act in line with market realities.

In the next ten years, what would you like to do differently from what you did in the first decade of the House of Training?

Above all, we want to continue what we have started: remain agile, listen to the market and pay attention to the evolution of skills in a world in constant transition. At the same time, we want to raise awareness among companies of continuing education as a strategic investment. According to a study published in the Chamber of Commerce's Economic Barometer in 2024, 55% of companies identify the lack of skilled labour as their main obstacle to development, and 27% believe that the training on offer is not yet fully adapted to their needs.

Our ambition in the coming years is to support organisations in measuring the impact of their training initiatives so that they can use them as a real lever for competitiveness, employability and talent attraction. We also want to stimulate curiosity and a desire to learn, as these are the qualities that fuel agility and enable us to anticipate future changes. This approach will be based on enhanced dialogue with our partners and an increasingly detailed understanding of market needs, in order to develop the skills that the Luxembourg economy will need tomorrow.

Which sectors currently make the most use of your training courses?

Nearly a quarter of our enrolments come from the financial sector, a long-standing area of expertise for the House of Training, developed in close collaboration with the ABBL.

But our work extends far beyond that. We also support the commerce, industry, transport, real estate, hospitality, architecture and engineering, and business services sectors. Our offering is both sector-specific, co-developed with our professional partners to meet the specific needs of each field, and cross- order to address the cross-cutting skills essential to all organisations. These training courses cover, for example, law, taxation, marketing, human resources, office automation and occupational health and safety; but also entrepreneurship and business organisation, two key levers for strengthening the competitiveness and resilience of SMEs. This balanced approach allows us to combine technical expertise and a global vision in the service of competitiveness and sustainable development of the Luxembourg economy.

Have you noticed any changes in the profile of learners (age, roles, companies, languages)?

When it was first established, the House of Training mainly covered regulatory training, whether in the financial sector or training for entry into the profession. Over time, the profile of our learners has diversified and broadened, reflecting the evolution of our offering. Today, we train participants from all economic sectors, reflecting the variety of skills needs in Luxembourg. The development of Higher Education, launched in 2025, now attracts an audience composed mainly of executives and managers who wish to enhance their experience, strengthen their knowledge and obtain academic recognition of their skills. At the same time, our collaboration with ADEM is aimed more at professionals who are retraining or seeking a new career balance. It actively contributes to transition and return-to-work pathways, promoting sustainable inclusion in the labour market. Our courses are offered in French, English and German to reflect the multicultural and multilingual reality of Luxembourg and to ensure equitable access to skills development for all.

Is artificial intelligence already influencing your programmes? If so, in what way?

Yes, and in a very concrete way. Artificial intelligence is no longer a separate subject; it now cuts across all professions. According to the recent study mentioned above, conducted by Implement Consulting Group (The Economic Opportunity of Generative AI in Luxembourg), 65% of executives believe that AI will have a significant impact on their organisation within three to five years. At the same time, nearly one in two employees say they need to develop their AI skills. In response to this transformation, we have chosen to develop sector-specific specialisations that integrate AI: in finance, risk management, supply chain, commerce and sustainability. The aim is to support each sector in its own evolution, taking into account its operational, regulatory and human realities. AI is not approached as an end in itself, but as a lever for performance, innovation and informed decision-making in every professional field.

In your opinion, what skills will be most in demand in Luxembourg over the next five to ten years?

We recently asked our partners, trainers and companies this question, and two skills clearly stand out: adaptability and agility. In an environment where technological, regulatory and societal transformations are accelerating, these abilities to learn quickly, evolve and collaborate are becoming essential. They determine the success of all other skills, whether technical, digital or related to sustainability. The future will belong to professionals who are able to connect these dimensions, adjust to new contexts and turn change into opportunity. Jobs will evolve, but the ability to learn, connect issues and adapt will remain the most valuable skill.

Which phrase best sums up the philosophy of the House of Training?

Never stop learning. This phrase sums up our mindset: curiosity as a driving force, learning as a reflex. In a constantly changing world, the ability to learn, unlearn and relearn is becoming an essential skill. At the House of Training, we cultivate this curiosity, both in our learners and internally, because it paves the way for innovation, resilience and collective growth. But if I may, I would like to quote a second phrase that sums up the founding values of the House of Training

CARE for IMPACT

Collaboration, Agility, Respect, Excellence

What are the House of Training's priorities for the next ten years?

Our priorities are in line with our mission: to support companies in developing the skills of their employees in order to promote Luxembourg's competitiveness, sustainability and attractiveness. In the years to come, we want to strengthen our role as a strategic partner to organisations, helping them to identify their needs, anticipate changes in their business lines and deploy training solutions tailored to their transitions, whether technological, organisational or human. This support work is all the more necessary given that today, 36% of companies never use continuing education and only 40% use it on an ad hoc basis (2024 Economic Barometer). There is therefore still great potential for developing a genuine culture of lifelong learning by removing barriers related to time, cost and language. Another major priority will be the digitalisation of our services and offerings. This should improve access to training, streamline the learner experience and enable us to use data to better understand and anticipate skills needs. In short, our ambition is clear: to provide long-term support to companies and develop our tools and practices to keep pace with market changes and the skills of tomorrow.