AGEFI Luxembourg - septembre 2025

AGEFI Luxembourg 38 Septembre 2025 Droit / Emploi ByMarie SINNIGER, Head of Employment, and Alyssia MÉCHALIKH, Managing Associate, Employment, Luxembourg, Linklaters LLP A s organisations face an in- creasingly complex regula- tory environment and high social expectations, workplace in- vestigations will play a critical role in corporate governance and risk management. Recent reforms in Luxembourg have raised the bar for employers a lit- tle further, requiring not only procedural rigour, but also strate- gic sensitivity in every stage of the investigation process. Gone are the days when workplace concerns could be managed informally or left to re- solve themselves, well-documented inves- tigations are now essential to uphold legal compliance and maintain trust within an organisation. The reasons for launching an investigationhave never beenbroader In the Luxembourg context, employers may find themselves obliged to act in response to a formal complaint, a whistleblower’s report, a regulator’s request, social media scrutiny, or even concerns raised internally, such as those emerging during exit discussions. The scope iswide, coveringpolicy breaches, misconduct, harassment, and other con- cerns thatmight affect the organisation’s culture or compliance standing. Recent legislation reflects this new reality. The whistleblowing law of 16 May 2023 (the “ WB law ”) represents a major step forward in aligning Luxembourg with European Union standards. All employerswithoverfiftyemployees,andcertainen- tities in specific sectors regardless of size, are now (1) required to implement internal whistleblowing channels. These channels must allow secure, confi- dential reportingof breaches relatingnot only toem- ployment law, but also areas such as financial services, data protection, and product safety. Em- ployers must promptly acknowledge receipt of any whistleblowing report within a specific timeframe providedbytheWBlawandensurefeedbackwithin a specific period. Turning tomoral harassment, the lawof 29March 2023 (the “ MH law ”) (2) has amended the Labour Code to impose a strict and immediate response duty upon learning of behaviour that constitutes moral harassment. Employers are required to take all necessarymeasures to stopharassment without delay and to open an impartial investigation. Employerswho fail to properly establish or imple- ment compliant whistleblowing and anti-harass- ment systems not only risk regulatory penalties, but may also face reputational harm and difficul- ties in defending their interests against claims brought by employees. The investigationprocessmust be both robust andmeticulously documented 1. Scoping : The first step is thoughtful scoping. Rather than rushing into action, employers should focus on raising and addressing the essential ques- tions guiding the investigation. Key considerations include for instance: why is the investigation nec- essary and what are the facts at hand (e.g. policy breach, misconduct, whistleblowing, business cri- sis)? What legal deadlines and statutory limitation periods apply? What requirements are set out in internal policies or sectoral agreements? Employ- ers should also clarify how interviews will be con- ducted and whether interviewees will be asked to provide documents. Finally, it is also important to define from the starting point the intended out- comes, such aswhether the investigationmay lead to disciplinary sanctions or recommendations, who will receive the report, who will make deci- sions, howfindingsmay be disclosed internally or externally, etc. Once the scope and objectives are clearly defined, the next step is to gather and se- cure relevant information, ensuring compliance with legal and organisational requirements. 2. Data collection : Throughout, investigators must also consider the implications of employment law and data privacy (including GDPR (3) ), ensuring that the investigation is both thorough and compliant. Documents should be identified, collected, and stored securely, whether in secure data rooms or otherprotectedsystems, andappropriateaudit trails must be maintained to evidence compliance throughout the investigationprocess.Once essential evidence and information are secured, the focus shifts toappointingan investigator to ensure impar- tiality and credibility. 3. Appointment of an investigator : When selecting investigators for a workplace investigation, it is es- sentialtoensuretheirindependenceand,wherenec- essary,thismayrequireappointingindividualsfrom outsidethebusinessareaunderrevieworseekingex- ternal counsel, notably where impartiality or confi- dentiality could be questioned, or the matter is particularly sensitive. Throughout the investigation, strict confidentiality must be maintained to protect theintegrityoftheprocess,avoiddataleaksandlimit unnecessary information flows. The individuals ap- pointed must also have the necessary technical ex- pertise andunderstandingof the issues at hand. In parallel with the appointment of investigators, organisationsmust de- veloparobustcommunicationstrategy. 4. Communication plan : Communi- cation during workplace investiga- tions requiresparticular attentionand sensitivity.Itisvitalthatallparties involved, especially the com- plainant and the individual against whom allegations have been made, are kept in- formed about the investiga- tion process and given an opportunity to be heard. How- ever, tomaintain confidentiality andprevent unauthoriseddisclo- sure of sensitive information, communications should be strictly limited to those who genuinely need to know. Last but not least, it is also prudent for em- ployers todevelopa structured internal and– given the sensitivity of the matter and as the case may be – external communication plan. 5. Interviewprocess : It should followa fair and sys- tematic approach that promotes transparency and trust. It is important to ensure that all parties are treatedwith respect and that interviewprocesses are impartial and consistent. In the context ofworkplace investigations, careful attention must therefore be given to the rights of employees who either are the subject of an investigation or participate as com- plainants or witnesses. TheMH law for instance ex- presslyprovidesthat,inharassmentcases,employees are entitled to be accompanied and supported by a staff delegate or employee of the organisation. Once all interviews have taken place and accounts have been gathered, the results must be rigorously anal- ysed and compiled in a comprehensive report. 6. Issuance of a report : The final report should be draftedwith care and clarity, setting out notably the investigator’s findings and the conclusions reached, with recommendations where appropriate. Drawingon theevidenceandconclusions contained in the report, employers are then positioned to con- sider what, if any, disciplinary action is necessary. Sanctions must be assessed and tailored depending on the circumstances Sanctions following aworkplace investigationmust be considered within the framework of the Labour Code, the collective bargaining agreement (if any), the individual employment contracts, but also the organisation’sinternaldisciplinarypolicies,ensuring a structured and fair response to any misconduct. Proportionality is alsoa coreprinciple, andsanctions must reflect the nature and gravity of misconduct. For example, low-level infringing behaviour may justify a warning, whereas severe or repeated breaches couldwarrant disciplinarymeasures up to and includingdismissal,withorwithout notice; this really is a case-by-case analysis to be carried out. Importantly, best practice is for the investigator not tobe involved inany sanctioningdecision, ensuring independence and avoiding conflicts of interest. Another relevant aspect is the need for careful doc- umentation. The reasons underlying any sanction- ing decision should be thoroughly recorded and justified in the event of scrutiny by the employee, staff delegation, or external authorities. In addition, whenmisconduct allegations prove to be unfounded and are demonstrated to have been made maliciously, the falsely accused employee should obviously be reinstated fully and consider- ation given to adopting disciplinary steps against any complainant acting in bad faith. A retaliation-free investigation process must bemaintained Beyonddisciplinaryoutcomes,itisequallyimportant to ensure that all participants in the investigation are protected against any form of retaliation, reflecting evolving regulatory expectations and best practices. Recent legislation, includingWB andMH laws, re- quires organisations to safeguard anyone involved in the investigative process, not just reporters, but also those who assist, provide evidence, or act as witnesses. Retaliation is defined broadly andmay include dismissal, loss of benefits, negative evalu- ations, changes in working conditions, intimida- tion, or threats. The roleof the staff delegation in the aftermath of the investigationhasbeenstrengthened The process does not endwith the conclusion of the investigation:meaningful consultationwith the staff delegation forms a critical safeguard to implement appropriatemeasures and foster a positive, compli- ant workplace culture over the long term. Under theMHlaw, the staffdelegationplays an im- portant role in the post-investigation assessment. If harassment is confirmed or reasonable doubt re- mains,theemployerisrequiredtoinformandconsult the staff delegation about concrete preventive mea- suresandimprovementstointernalprocedures.Iten- ables the staffdelegation tomake recommendations or raise concerns about proposedmeasures, such as changestopolicies,newtraininginitiatives,oradjust- ments to reporting channels and support resources. This consultation is not simply optional; it is a statu- tory safeguard designed to promote a harassment- freeworkplaceandensurethatemployees’voicesare heard in shaping the organisation’s response. Ultimately, each component of this investigation process is interdependent – the integrity and effec- tiveness of the whole depend on careful planning, impartial execution, and sustained organisational commitment at every stage. Building a robust and trustworthy investigation framework is key.Awell- designedworkplaceinvestigationprocessisessential to sustaining organisational integrity, legal compli- ance, and a positiveworkplace culture. 1) This is not new for entities in the financial sector; however, this obli- gationhasbeenstrengthened,andmoredetailshavebeenprovidedsince the entry into force of theWB law. 2) This law applies alongside the 2009 Convention, which is already in force on this subject. 3) General Data ProtectionRegulation. Navigating workplace investigations C aroleHoffmann, directrice générale de 360Crossmedia, partage la genèse, l’ambition et les défis liés à la réalisationde la toute première bande dessinée consacrée à l’histoire duLuxem- bourg, de 963 à 2025. Commentl’idéedecettebandedessinée historique a-t-elle émergé ? Leprojet démarre en2024, avec une com- mande reçue pour une bande dessinée dans le cadre du vingtième anniversaire d’une firme luxembourgeoise. Le format initial prévoyait huit pages. Au moment d’imprimer,ilaétédécidédeproduiredes planchessupplémentairessurl’histoiredu Luxembourg pour obtenir un nombre de pages suffisant. L’équipe de 360 a com- mencé un travail de recherche en ligne et à la Bibliothèque nationale. Ce travail a déclenché un véritable en- gouement pour l’histoire du pays: nous avons découvert de nombreux héros souventméconnus: Jean l’Aveugle, Sigis- mond, Charly Gaul ou la Grande-Du- chesse Charlotte, par exemple. En 2025, 360Crossmediacélèbresesvingt-cinqans. Nous avions lancé une fusée à 38 kilomè- tres d’altitude pour nos vingt ans. Nous avons décidé de publier une BDsur l’his- toire duLuxembourg, de 963 à 2025 pour nos 25 ans. Un travail titanesque, mais la parution coïncide avec unmoment histo- rique : le 3 octobre, le Grand-Duc Henri transmet le pouvoir à son fils Guillaume. LaBDsort lemême jour cheznotreparte- naire, Ernster, en 3 langues (français, an- glais et luxembourgeois). Quelle ambitionporte de projet ? Le Luxembourg s’appuie sur une histoire millénaire, mais cette richesse reste peu ancréedanslamémoirecollective.Uneob- servation simple le confirme : Superjhemp , une bande dessinée humoristique consa- créeàunanti-héros,dominelesventes.Ce succès traduit ànos yeuxunvidedans les repèreshistoriquespopulaires.L’ouvrage ambitionne de combler cette faille. Sa dif- fusion large renforce lepartaged’une cul- turecommune,accessibleàtous:citoyens, résidents et touristes. Près de lamoitié de la population du pays ne dispose pas de lanationalitéluxembourgeoise.ÀLuxem- bourg-Ville, le taux atteint soixante-dix pour cent. Par ailleurs, nous pensons que ce travail va éviter une récupération de l’histoire du pays par des partis extrêmes comme nous l’observons dans d’autres pays comme la France ou l’Italie. Quels principaux défis ont marqué le projet ? La précisionhistorique représente la dif- ficulté principale. Malgré le support d’historiens, de personnes travaillant dans les ministères et de passionnés commeGermainBirgen, nous avons réa- lisé que certains chapitres historiques sont présentés de manière différente en fonction des sources. Je recommande à ce sujet la lecture du livre de Denis Scuto, Une histoire contem- poraine du Luxembourg et notamment le chapitre sur 1839 et la nature “polysé- mique”del’histoire.Lesfaitssontsouvent remisencausepardesreprésentationsdu passé, voire des reconstructions dupassé à partir du présent. Notre travail a donc reposésuruntravailminutieusementdo- cumenté, permettant au lecteur de connaître toutes les sources et de vérifier la précision de notre travail. Une autredifficulté tient au format : com- ment raconter la Première Guerre mon- diale ou le règne duGrand-Duc Jean en 7 images ? Nous pensons avoir réussi à re- levercedéfienoffrantunouvrageàlafois instructifetdivertissant.Certainséléments, comme l’habillement, ont imposé des choix, en l’absence de source exploitable par exemple auXI e siècle. Enfin, la qualité de la traduction luxem- bourgeoise a été dès le début considérée comme essentielle et je pense que les lec- teurs seront satisfaits. Nous avons choisi unprixdeventeréduit(19,50€)pourfaci- liter une grande distribution. Quelssontvoshérospréférés,àtitreper- sonnel ? Jean l’Aveugle bien sûr pour son côté chevaleresque et pour tout ce qu’il a fait pour l’économie du pays. Guillaume II, qui a osé limiter ses pouvoirs pour met- tre le Luxembourg sur le cheminde l’in- dépendance et le Grand-Duc Henri, dont le règne de 25 ans a étémarqué par une réforme courageuse de la Constitu- tionde sapart dans le cadredudébat sur l’euthanasie. Disponible en 3 langues (français, anglais, luxembourgeois)dans les librairiesErnster. Rencontre avec Carole HOFFMANN, 360Crossmedia : Histoire du Luxembourg en BD HISTOIRE DU LUXEMBOURG 963 - 2025 36 SNOITI ED 0CROSSMEDiA