Philanthropy Letter 2025

Winter 2025

“The true measure of any society can be found in how it treats its most vulnerable members.”

Mahatma Gandhi While today’s global landscape continues to be shaped by deep and ­enduring ­conflicts, the most vulnerable members of society pay the price. To make ­matters worse, as our world warms, climate change only intensifies their struggles.

In the face of so much suffering, how can philanthropy help and give a voice to the ­voiceless?

This edition of the Philanthropy Letter offers a new perspective on what it means to be a humanitarian in a world full of so much uncertainty. In an interview, ­Médecins Sans Frontières (MSF), international president Dr. Christos Christou, offers a much-needed reminder of our shared humanity, the need for solidarity when politics divide and how MSF workers defend the most vulnerable while navigating increasingly complex crises.

As extreme weather threatens lives and livelihoods, food insecurity and resource scarcity is on the rise, too. Using a multistakeholder approach, the ­association Graine de Vie Luxembourg is promoting agroforestry as a tool to fight the ­effects of climate change in Cameroon. With the engagement of philanthropists Marie-Béatrice Noble and Didier Mouget, founders of the Fondation Chance MBD under our aegis, the initiative fosters long-term resilience that works in ­harmony with the local environment.

Companies, too, can make a positive impact on society through philanthropy.

In this edition, we examine practical aspects for companies to consider before getting started. We then turn the spotlight on five corporate foundations within our network: how they engage employees in meaningful ways and showcase the ­transformative power of corporate responsibility in the philanthropic landscape.

As we move into the new year, let us all be reminded of the ties that bind us rather than divide us, and at the very root of it all, our shared humanity.

We wish you a pleasant reading, Tonika Hirdman

2 Humanity at the Heart of Our Mission: Insights from Dr. Christos Christou, International President of Médecins Sans Frontières 4 Building climate resilience in Cameroon with Agroforestry

6 Creating a Corporate Foundation 8 Corporate foundation representatives share what motivates their philanthropic engagement

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Fondation de Luxembourg Philanthropy Letter Winter 2025

Humanity at the Heart of Our ­Mission: Insights from Christos Christou An interview with Médecins Sans Frontières International President Dr. Christos Christou. could be more than just treating diseases.

It is a tool to bring you closer to people that need it, and to stand in solidarity with those that are excluded and vulnerable.

Photo © Diego Baravelli Dr. Christos Christou International President, Médecins Sans Frontières Born in Greece, Dr. Christos Christou is a consultant surgeon and holds an MSc in Health Crisis Management, a PhD in Surgery and was also awarded Fellow of the European Board of Surgery in Coloproctology.

He joined MSF in 2002 initially working with migrants and refugees, then HIV/AIDS projects in Sub-Saharan Africa and later joined missions in conflict zones, including S. Sudan, Iraq and, most recently, Cameroon, as an emergency and trauma surgeon.

He began his role as International President of Médecins Sans Frontières in September 2019.

You have been with MSF for over twenty years. Tell us about how you got started back in 2002.

After graduating medical school and starting my mandatory service as a doctor in Greece, I realized ­medicine

At my university, there was an MSF poster showing bullets versus a tablet of medicine and it said, “their weapons kill, ours save lives”. I felt like, yes, I want to be with them, I’m with the tablets. I started at MSF, initially in migration projects in Europe working with refugees fleeing the wars in Kuwait and in Iraq.

After that, I went to sub-Saharan ­Africa, where MSF had projects helping people living with HIV/AIDS. At the time, it was not purely a medical issue, but a socio-political one.

Through our advocacy, I was not just the doctor alleviating people’s suffering but helping advance the global health agenda.

As a leader of an international NGO with teams in places where the situation evolves by the m ­ inute, how do you keep everyone aligned behind a shared mission?

This is a big question. MSF is a huge movement of more than 67,000 people on the ground, associative members and people in the offices, all coming from diverse backgrounds. The question is: what does MSF mean to all these people?

There are different interpretations of our mandate, social mission. It may mean something different to my colleague in Brazil than the one in South Africa. I really don’t know if there is

a concept of universal humanitarianism. What I do know is that our very basic mission is defending humanity. This basic language of humanity is that wherever there is a problem, we run to stand by them. This is what brings us and keeps us together in MSF. How does MSF overcome challenges in accessing conflictridden areas to provide care to the most vulnerable?

Access has been the number one challenge throughout our history, but its meaning has evolved. In the past, it was often a logistical challenge, and through innovation, like creating labs that could be put on a boat to reach people in remote areas, we found ways to overcome. Especially when you listen to the communities, because usually they already have solutions. For example, in many places where even the cold chain is difficult to maintain, the local people show us how to maintain drugs in low temperatures without electricity.

Today, access is more political. For example, reaching areas controlled by non-state armed groups is difficult.

In the Sahel region, in Africa, the countries have regained, if I can say so, their sovereignty, and they often intervene and manipulate the humanitarian aid, not letting you implement it with your impartiality.

Another serious issue is the risk of being accused of supporting terrorists under counterterrorism laws, which sometimes override international humanitarian law. The “humanitarian space” seems to be shrinking due to these challenges.

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How does MSF ensure its neutrality in politically charged landscapes where it may be called to intervene?

activities at times, relaunch activities or go from one place to the other, but we were always there, shouting about the situation.

Neutrality, big thing. Allocating your resources somewhere, addressing the needs of people, and choosing where to go and where to not is already a political act. So you can’t be that neutral.

Next to our medical action, advocacy is very important to us. It’s more than just communication: we push for solutions, engage with all sides, authorities, and stakeholders that can help find a solution. Of course, as doctors, we cannot provide the solutions, but we can raise the alarm.

What we defend, as doctors, is to impartially assess the needs, make choices, prioritize and try to be on all sides. We are here to address the medical needs of people who are not playing any political games. Does this always work? No. For example, in Gaza, we are perceived as taking sides, even though that’s not what we do.

Our mandate, obligation and moral duty is to all the people we are there to help, but also to bear witness and speak out. That contradicts with neutrality.

MSF has the unique privilege of being financially independent, not relying on any countries, governments or institutional funds.

MSF teams are visible whenever we see a crisis in the media, but where are you present where there is less mediatization?

We are everywhere there is media attention, but we didn’t go there because of it. We have usually been there for a long time, calling for the media’s attention. For example, in Sudan, we have been present for more than a year and a half now.

There have been atrocities: massacres, genocidal acts, and ethnic cleansing accusations in Darfur, but MSF never left. We may have had to suspend

Climate change is deeply intertwined with issues such as health, migration, and scarcity of resources. How is it already impacting your work?

Yes, it is a now problem and it intersects with some medical challenges we’ve been facing recently. For example, in Maiduguri, Nigeria, massive flooding destroyed forests, harvests and farms in a place where they were already suffering from hunger and malnutrition. Malaria now occurs throughout the year now, there’s no longer a peak, and we see more resistance to our treatments. Meeting basic needs becomes harder every year, and people are displaced or migrating as a result. It is not something that may happen, this is happening every day.

As humanitarians, we have a role to play. MSF uses models to project what lies ahead, and by continuously feeding our data and sharing it with those than can use it. We also try to mitigate our footprint since, as you can imagine, when we intervene, we need a lot of disposable material and fuel to run generators, cars, etc. There are ideas for smart solutions and building smarter hospitals, and that’s what we are working on these days.

Photo © Sarah Nuhu/MSF What does it mean to be a humanitarian?

Humanitarianism is about alleviating suffering without discrimination. It’s about believing in people and trusting them with all their strengths and weaknesses.

It is also about defending humanity.

I often revisit this notion of humanity, especially when I see the world falling apart, systems failing, and authoritarian regimes rising.

It’s not right to see what we see, and we will keep standing in solidarity with the people. By doing so, we create an island of hope. With this hope, people stand together, one for the other. This is what humanitarianism is for me, and this is what I want to leave as a legacy at MSF. This interview has been edited for length and clarity.

Humanitarianism is about alleviating suffering without discrimination. It’s about believing in people and trusting them with all their strengths and weaknesses.”

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Fondation de Luxembourg Philanthropy Letter Winter 2025

Building climate resilience in Cameroon with Agroforestry Julia Desmarquest, board member and project manager at the association Graine de Vie Luxembourg explains how a multistakeholder approach to the reintroduction of trees through agroforestry practices boosts biodiversity, supports ecological resilience and ­provides significant benefits to the local communities.

The three-year project began in 2024 and reflects Graine de Vie’s key expertise in community-based reforestation. This means that the population is involved in the selection of tree species and made aware of the importance of safeguarding endemic and local species for the natural ecosystem.

For example, the project implements school nature clubs and oversees community orchards that engage women, youth, children, and minority groups in practices for water cycle restoration and enhanced agricultural productivity. The project’s various planting and direct seeding approaches aim to plant over 990.000 trees, covering a total area of 9000 ha overall.

Reforestation efforts in Mayo Banyo, Cameroon are improving food security and ­environmental degradation.

With an area nearly three and a half times the size of Luxembourg, the Mayo Banyo department in Cameroon’s Adamaoua region occupies a unique highland plateau bridging the northern savannas and southern rainforest zones.

This positioning makes Mayo Banyo vital for regional biodiversity and water resources. The term “Mayo,” meaning “river” in a local dialect, underscores the ecological significance of this transition zone. Here, the ­Adamaoua Plateau serves as a critical watershed, nourishing multiple rivers that supply water to surrounding regions and even neighboring countries.

Despite its natural wealth, Mayo Banyo faces significant environmental challenges, including deforestation, soil erosion, and increasing vulnerability

to climate change. These factors have contributed to a decline in food security in the region, particularly in its remote locations where infrastructure is limited.

In an effort to respond to these challenges, a project led by the association Graine de Vie seeks to empower local communities through a multifaceted approach with trees as the central pillar. Recognized as nature’s most powerful tool to combat climate change, trees support biodiversity and can provide sustainable livelihoods for future generations. The project seeks to establish tree nurseries in 45 villages, integrating agroforestry practices, beekeeping, and sustainable forest product awareness in order to demonstrate the benefits of protecting healthy forests.

Moreover, the project intends to revive delicate ecosystems for the benefit of local plants and animals, such as a chimpanzee habitat in the community forest of Somié. Awareness campaigns also focus on waste management by recycling plastic bags used in the nurseries, an initiative to help communities develop waste management plans.

The project is particularly unique thanks to its collaborative co-financing by public and private bodies: the Luxembourg Ministry of Foreign and E ­ uropean ­Affairs (MAEE), the Fondation Chance MBD under the auspices of the Fondation de ­Luxembourg, along

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By linking communities in Cameroon with partners in Luxembourg, the Mayo Banyo project in this remote part of Central Africa contributes significantly to the SDG 17: Partnerships, as well as several other SDGs.

with contributions from local communities themselves. The project benefits from the enthusiasm of the local team in Cameroon, united support from the monitoring team in L ­ uxembourg, along with the backing from Marie-­Béatrice Noble and Didier Mouget through their foundation. They are dedicated to supporting Graine de Vie in a very special way by actively participating in the management team, assisting in monthly meetings, and sharing their valuable input.

The m ­ ulti-stakeholder cooperation is monitored by Graine de Vie L ­ uxembourg and implemented by Graine de Vie Cameroun.

Three questions for Marie-­Béatrice Noble and ­Didier Mouget, founders of the Fondation Chance MBD, ­u nder the aegis of Fondation de ­Luxembourg.

What inspired you to create the Fondation Chance MBD? We had long wanted to share the good fortune we had experienced in our respective lives and careers, but we weren’t quite sure how to go about it.

The experience of close friends who had already set up their own foundation several years ago prompted us to contact the Fondation de Luxembourg, and after several meetings and a period of reflection, we decided to embark on this adventure with them. Working with the Fondation de Luxembourg was a great help in clarifying our objectives and identifying the areas and projects we wished to support.

Just ten months in, the project is already bearing fruit. The first trees from the initial 15 nurseries have been re-planted, and the first trained beekeepers have begun implementing their new skills, producing Mayo ­Banyo’s famous honey. The nature clubs are up and running, and children are participating wholeheartedly, and the first recycling bins are widely used in the communities.

A growing appreciation for the value of trees has even led to requests for additional saplings, signaling a promising shift in mindset and the hope of positive, lasting change.

Ultimately, the Mayo Banyo project exemplifies how local efforts, backed by international support, can lead to lasting positive change and improved Why did you choose to support this project?

This project perfectly matched two of the main pillars of our foundation, namely the fight against global warming through ambitious reforestation and the fight against poverty, with a component for generating income and improving food resources for the inhabitants of the concerned regions.

Another important aspect for us was the support the project receives from the Luxembourg Ministry of Foreign Affairs, as well as from three local municipalities in Cameroon.

socio-economic conditions for the local people. As we continue to plant trees and engage communities, we are fostering resilience and sustainability in the face of environmental challenges, all while working towards a brighter future for this unique region.

Empower local communities through a multifaceted approach with trees as the central pillar” Cameroon, we are the only private investor in the project. Our involvement in the operational aspects is fairly limited, given our lack of experience and expertise in this field. We try, however, to the best of our ability, to provide an external viewpoint to Edouard (Lambrechts) and Julia at Graine De Vie ­Luxembourg, who are doing a fantastic job.

We are in regular contact with the teams in Cameroon through a WhatsApp group and monthly meetings that cover progress as well as financial and operational aspects.

Finally, as the icing on the cake, the project includes several aspects that are conducive to enhancing biodiversity.

How are you personally involved in the project?

Alongside the Ministry of Foreign Affairs and the three municipalities in

CHAN CE M BD

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Fondation de Luxembourg Philanthropy Letter Winter 2025

Creating a Corporate Foundation A corporate foundation allows a company to formalize and structure its philanthropic ­support and address pressing societal issues while creating shared value for the company and community. This article examines some of the practical aspects to consider when ­establishing a corporate foundation under the aegis of Fondation de Luxembourg.

What is a Corporate Foundation?

A corporate foundation is a structure established by a company that provides a means for supporting its charitable activities, namely projects in the public interest.

The foundation is created as an independent entity from the company, with its own clear purpose, governance and funding.

der the aegis of the Fondation de ­Luxembourg, for example, has the same advantages as a foundation with its own legal personality, but benefits from a notably simple incorporation process and functioning. From the initial meetings to the signing, the foundation could be active within weeks.

Corporate foundations allow companies to formalize and structure their philanthropic engagements and to diversify and expand their CSR (Corporate Social Responsibility) strategy.

From small, local entreprises to large multinationals, any sized company can create a corporate foundation. Factors such as a company’s ambitions, available resources and reach will determine how the foundation takes shape. Among the different legal structures available for a corporate foundation, the most straightforward option involves establishing it under an umbrella foundation.

The Fondation de Luxembourg helps company representatives to define the purpose and strategy of the foundation, and, once the foundation is active, source and select projects. Thanks to the Fondation de Luxembourg’s expertise in this field, the company may structure its approach in the most effective manner while at the same time minimising the use of company human resources.

Establishing a Corporate Foundation under the umbrella of Fondation de Luxembourg A corporate foundation created un-

Creating a foundation under the aegis of Fondation de Luxembourg provides a number of additional benefits: a separate governance structure for reinforced credibility and oversight, specific due diligence measures related to project selection, day-to-day foundation management as well as the

opportunity to become part of a community of founders and to exchange with those peers on best practices.

Defining the Foundation’s Purpose Before getting started, a corporate foundation should identify a clear purpose for its charitable giving. Of the many issues that could be addressed, generally the company will identify an area that aligns with its corporate values, the company’s activities and the vision it has for the future. Defining a purpose also helps to narrow the project scope and provides a clear mission that stakeholders and employees can identify with and stand behind.

As needed, the Fondation de L ­ uxembourg can also define and arrange calls for projects addressed to NGOs and associations on the basis of detailed specifications drawn up with the company. This type of campaign can help pinpoint projects that meet the company’s specific criteria, provide positive visibility for the company, and involve staff members in the selection jury, for example.

Corporate foundations ­under the aegis of Fondation de ­Luxembourg

By Area of Interest & Support Environment & Biodiversity: 27% Education: 14% Social Cohesion : 20% Research: 13% Culture & Arts: 13% Humanitarian Aid: 13%

By Size of Company (number of employees) Less than 100: 14% 101-250: 29% 251-499: 29% 500+: 29%

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By bestowing the corporate foundation with a clear focus and direction, it reinforces the public identity of the company, communicates the company’s values, and helps to create new partnerships and new perspectives.

Focus on the ATOZ Foundation

Funding the Foundation A corporate foundation created under the aegis of Fondation de Luxembourg has a minimum duration of three years and can be renewed as long as sufficient funds are provided for projects.

Through a so-called turnover foundation, the company provides funds to the foundation on a regular, recurring basis. These funds typically come from the parent company, from a percentage of annual profits or from dividends. The company should ensure that its expectations for impact are aligned with the level of funds provided for project support, and adapted to the foundation’s timeline.

Enhancing Employee Engagement A corporate foundation not only funds impactful projects but also boosts employee and stakeholder engagement. With strong support from senior staff, the foundation’s mission inspires participation and fosters a sense of purpose and belonging within the company. When staff align behind the foundation’s purpose and its values, it can foster a sense of purpose and belonging within the company.

Employees may contribute through site visits, roles in project selection committees, or positions within the foundation’s governance. This involvement enhances pride in their workplace and leverages their personal skills and interests, benefiting both the foundation and its beneficiaries.

When a company invests in philanthropic projects in a consistent way, it sends a signal to employees both present and future of its values and priorities.

aligns with our corporate commitment to innovation and continuous improvement; 4) Collaboration: Whether through partnerships with local organisations or by working together internally to achieve shared goals, collaboration enhances our collective impact.

How is the ATOZ Foundation perceived by staff, and how has it been a motivator for them?

The ATOZ Foundation has been setting the example for effective corporate philanthropy since its creation in November 2012, under the aegis of Fondation de Luxembourg.

Guided by a Management and Technical Committee, it has financed over 3.5 € million in projects, for beneficiaries in 20 countries.

Fatah Boudjelida, Managing Partner - Operations of ATOZ Tax Advisers and co-founder of the ATOZ Foundation explains the foundation’s effectiveness.

How do the ATOZ Foundation’s objectives align with the corporate values of ATOZ Tax Advisers?

The ATOZ Foundation’s objectives align closely with the corporate values of ATOZ Tax Advisers, namely in its 1) Commitment to community: Both the Foundation and the firm prioritise social responsibility and support for local initiatives; 2) ­Integrity and transparency: Our corporate values of honesty and ethical practices are mirrored in the Foundation’s commitment to transparency in its operations and funding allocation; 3) Innovation and growth: The Foundation’s focus on empowerment through education

The ATOZ Foundation is perceived very positively by staff, as it embodies the company’s commitment to social responsibility and community engagement. Our staff view it as a meaningful extension of the firm’s values, which we believe fosters a sense of pride and belonging.

What have been the most important factors to the success of the ATOZ Foundation? Can you share any lessons learned?

The ATOZ Foundation’s success can be attributed to factors like good governance, trustworthy and expert partners, a clear mission and objectives, and regular evaluation and feedback. These factors help us to ensure transparency, accountability, and effective decision-making, while building trust among stakeholders. The continuous assessment of programs allows for adjustments and improvements, ensuring that the Foundation remains relevant and effective in addressing community needs.

In over twelve years of the ATOZ Foundation, we have learned that flexibility is key, and that building relationships with partners and the community enhances trust and collaboration and amplifyies the Foundation’s impact.

Overall, these factors and lessons have positioned the ATOZ F ­ oundation for sustained ­success and meaningful contributions to the community.

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Fondation de Luxembourg Philanthropy Letter Winter 2025

What were your motives for creating a Corporate Foundation ?

Eric Scotto, CEO of Akuo and c­ o-founder of the Akuo Foundation, under the aegis of F ­ ondation de ­Luxembourg The Akuo Foundation was created shortly after Akuo with the intention of maximizing its impact. As a renewable energy producer, our raw materials are common goods. It was therefore only natural to ensure their redistribution, through human development with a holistic approach, to local populations in the areas where we operate. The ­Foundation is a differentiating factor in the development of our projects, demonstrating that we go beyond simple compensatory measures. With an active policy of skills sponsorship, all Akuo collaborators are involved in the Foundation’s governance and projects through design, selection, monitoring or directly in the field. They may commit themselves, during their working hours and according to their skills, to impactful non-profit projects.

Erik von Scholz, CEO of Enovos L ­ uxembourg and board member of the Fondation Enovos, ­u nder the aegis of Fondation de Luxembourg Created in 2010, the Fondation Enovos embodies Enovos Luxembourg’s commitment to social and environmental responsibility for present and future generations.

The foundation promotes and supports positive and sustainable initiatives in the field of energy, through local associations or via the nova naturstroum fund, which encourages renewable energy projects (CSR). In addition, it supports research projects linked to renewable energy and its optimization, an essential topic in view of Luxembourg’s climate goals.

Finally, since its creation, the Fondation Enovos has awarded annually the Prix d’Excellence to promising young engineers to encourage them in their career path. These concrete actions have established a solid link between the company’s values and the Fondation Enovos.

Olivier Carré, Deputy Managing ­Partner of PwC ­Luxembourg and board ­member, PwC F ­ oundation ­Luxembourg, under the aegis of F ­ ondation de Luxembourg The PwC Foundation Luxembourg, under the aegis of Fondation de Luxembourg, represents PwC Luxembourg’s commitment to making a lasting difference in society.

It corresponds to our corporate values, enhances our firm’s reputation, and helps PwC to be more attractive to potential employees who value ethical practices and community involvement. With a clear focus on education, culture & art, and humanitarian aid, the foundation targets our contribution and aligns with long-term goals of PwC as a corporate citizen. Additionally, our employees may actively contribute to the foundation’s activities, from identifying and supporting charitable projects (within PwC Foundation) to engaging in volunteer work (within PwC Luxembourg). Such active participation fosters a strong sense of community within our organization.

Maximilian Martin, Global Head of ­Philanthropy, Lombard Odier Group and board member, ­Fondation Philanthropia Since the Group’s inception in 1796, Lombard Odier has taken a keen interest in philanthropy. In the 1860s, the Managing Partners at the time helped Henri Dunant to establish the Red Cross movement. Over the centuries, our philanthropy has become more structured, and in 2004, the Fondation Lombard Odier was created, focussing on humanitarian causes, education, and projects in our business locations. In 2008, to facilitate access to strategic giving for our clients, we established a separate vehicle to host donor-advised funds, Fondation Philanthropia.

Together, the two foundations help us translate our values into social impact, motivating our people and our clients to support causes they care about, in ways that are evidencebased, strategic, and results-oriented.

B.P. 281 L-2012 Luxembourg Tel. (+352) 274 748 1 Fax (+352) 274 748 279 secr@fdlux.lu www.fdlux.lu

Philanthropy in action