Founded over a century ago by Nikolas Weber, the company – which began as a postal stagecoach service linking several towns to the capital – gradually established itself as a major player in the transport sector across the Greater Region. Taken over in 1932 by Emile Weber, with the support of Emilie Weber-Foch, it shifted its focus to motorised transport before introducing its first bus in 1946.

Driven by a growing interest in travel, the company pioneered the introduction of trailer buses, followed by articulated buses. It began offering package holidays in the 1970s with the opening of its first travel agency. In 1979, “Voyages Emile Weber” was officially established.

Since the 1990s, the group has expanded its network, made numerous acquisitions and formed partnerships, and diversified its activities. Innovation has remained at the heart of its strategy, with the introduction of hybrid and electric buses.

In 2023, “Voyages Emile Weber” became “emile weber”. The company, which remains a family business, is gradually welcoming the sixth generation into its management team. In 2025, it celebrated its 150th birthday.

In your view, what is the main lesson you have learnt from your experience (or your ongoing reflections) regarding succession planning and engaging the next generation within your company?

Fernand Heinisch, Emile Weber & Roland Heinisch. – “In our view, the main lesson is that succession and engaging the next generation is a long process that requires time, a willingness to listen, and the ability to reach compromises.

It is essential to fully integrate the younger generation, to give them their rightful place and, above all, to listen to them carefully. This also means taking the time to give the matter serious consideration, to reflect on our own attitudes and to move forward step by step.

At what point did the issue of succession become impossible to avoid in your company, and what practical changes did this realisation bring about?

“The issue of succession became impossible to avoid once our children had grown up and started to voice their initial thoughts and plans regarding their future within the business. This realisation led us to sit down together around a table, accompanied by an external adviser who helped us structure our thinking, so that we could address the whole issue openly, discuss everyone’s expectations and explore the various possibilities for the future.

How do you manage to balance the family’s expectations with the company’s economic and strategic imperatives, and which trade-offs have been the most decisive? Tell us about a time when the interests of the family and those of the business came into conflict: how was the situation resolved, and at what cost?

“The main areas of tension centred in particular on their expectations regarding joining the business. It was essential for us that [this generation] first gained professional experience outside the family business before joining it.

To support us in this process, we brought in an external consultant. Their role was crucial: they provided us with a structured framework, helped us ask the right questions and steered the discussions towards a constructive consensus.

As we have already mentioned, when opinions differ – whether on family matters or on strategic decisions relating to the running of the business – it is essential to reach a compromise.

Which decisions or developments in the areas of governance or the professionalisation of management have had the most significant impact on your company?

“One of the most significant developments for our company has been the early integration of the new generation into the executive committee, where strategic decisions are made.

From the outset, they were fully involved in key discussions and decisions, whilst remaining firmly grounded in the day-to-day operational reality. The fact that they were confronted with both strategic decisions and the challenges of day-to-day work enabled them to develop a comprehensive understanding of the company, its responsibilities and its challenges.

This gradual and natural involvement has helped our governance to evolve organically.

How far can you go with transformation without betraying the company’s history, and where have you personally drawn the line?

“In fact, our family business thrives on innovation – it’s in our DNA. We started with a simple horse-drawn carriage, before expanding into buses in Luxembourg, then the first double-decker buses and the first articulated buses. We then broadened our offering to include coach travel, before opening our first travel agency. We have never stood still: we have continually evolved, notably with the launch of WebTaxi and WebCamper.

More recently, our involvement in innovative projects, such as our support for the Pony.ai project in the field of autonomous driving, as well as our investment in the start-up Twiliner, which developed the first approved sleeper seats for coaches, are a case in point.

However, our innovations always focus on areas where we have genuine expertise. Our core areas of expertise remain mobility, transport and travel – sectors we know inside out and in which we can deliver real added value.

For us, the question of how far to go with transformation is not at odds with our heritage. On the contrary: our heritage is precisely our ability to innovate and reinvent ourselves. The limit, therefore, is not innovation itself, but respect for our core values and our area of expertise: mobility, travel and transport, always upholding the same standards of quality, reliability and family spirit that have guided our development from the very beginning.

What were the most critical decisions regarding the financing of growth, and how did they influence the company’s control and trajectory? What was the most difficult choice between growth and capital control, and would you make the same trade-off today?

“The most decisive choice in terms of financing our growth was undoubtedly the decision to invest in the new operational site (Betribshaff). It was a real turning point for the company, as it represented a major financial commitment that would shape our future. We gave a great deal of thought to whether we wanted – and were able – to take this step.

Generally speaking, our principle has always been clear: we only invest when we ourselves have the necessary safeguards in place to finance and manage these investments in a sound and responsible manner.

What tax or legal issues have proved most critical for your family business, and how have you addressed them with a long-term perspective in mind? Which tax or legal issue has most compelled you to plan ahead, restructure or rethink the future of the business?

‘We are facing a growing number of new regulations, which is leading to an ever-increasing administrative burden. This complexity means we need to plan ahead more carefully and strengthen our internal structures.’

From a legal perspective, the most significant development concerns the framework for public procurement and tendering, which has become considerably more demanding and complex over the years. Whereas certain issues could previously be dealt with more simply, we now very often have to seek the advice of solicitors or draw on in-house legal expertise to ensure that our procedures and decisions are sound.

Which strategies have been most effective in evolving your product or service offering whilst remaining true to the company’s core values? Which change to your offering has most challenged your assumptions – and those of your teams – whilst proving decisive for the company’s future?

“The most effective factors have been our ability to constantly challenge ourselves and never stand still. At the same time, we remain true to what we do best. We draw on our core competencies and our long-standing expertise. And very often, beyond strategic analysis, intuition and experience also play an important role in our decisions.

Finally, for every new product or service, a member of the management team is directly involved in its development. This close involvement enables us to stay true to our core values and ensure the quality and consistency of our offering.

At what point did you feel it was necessary to accelerate the company’s growth, and what lessons have you learnt from this phase of scaling up? When did you realise that staying the same size posed a greater risk than accelerating growth?

“Our growth has been gradual over time, achieved both organically and through acquisitions, particularly via tenders and the development of strategic partnerships. We realised that, in a constantly evolving sector, remaining at the same size could pose a greater risk than accelerating our growth.

The turning point came when we realised that certain opportunities – whether they be new markets, collaborations or projects – don’t come around twice. When an opportunity arises, you have to seize it, move forward with confidence and not let anything hold you back.

What were the main drivers – and the main challenges – of your internationalisation strategy?

“Our main motivations for internationalisation were to showcase our expertise and to continue our growth beyond Luxembourg. As the Luxembourg market is by nature limited, it was strategic for us to look beyond our borders and view the Greater Region as a natural area for growth.

In fact, our experience and expertise in electromobility are more advanced than in many neighbouring regions. This advantage in terms of skills and knowledge has enabled us to win new contracts in border regions and to continue to grow.

Internationalisation also enables us to diversify our markets and spread the risks, whilst remaining within a geographical area we know well.

Our aim is to pursue this strategy in a targeted manner, expanding selectively into neighbouring countries through our various subsidiaries, in order to strengthen our growth and our presence in these markets.

In your experience, how can a family business attract and retain key talent in an increasingly competitive environment? In an increasingly competitive talent market, what really sets a family business apart from large corporations?

“In our experience, when you start out in a family business, you’re not just a number, but a person in your own right. The human touch is central to it all. This makes it easier to grow, to experiment, to try out new ideas and to develop within a supportive environment.

Close contact with management is also a major advantage: doors are always open, communication is direct, and decisions can be made quickly. This accessibility strengthens commitment and a sense of belonging.

We also know that nobody starts out at the top. That is why, in a family business, it is often possible to get a second chance, whereas large corporations are sometimes stricter and more focused on immediate results.

Family businesses take a long-term view, focusing on sustainability rather than short-term goals or one-off results. We aim to get the full picture and build for the long term.

Of course, we can’t always compete with the pay structures of public sector organisations. But the talented people who choose to stay with us appreciate all the little things that make a difference in their day-to-day work: trust, autonomy, recognition and the working atmosphere.

How has increased international competition in your domestic market changed your positioning, organisation or strategy? Faced with the arrival of international players in your domestic market, what fundamental changes have you had to make to remain competitive?

“We are fully aware of the intensifying international competition in our domestic market. This development has prompted us to restructure our organisation so that we can compete with international players in terms of quality, efficiency and competitiveness.”

This article was written for the June 2026 issue of Paperjam magazine, published on 20 May. The content is produced exclusively for the magazine. It is published on the website to contribute to Paperjam’s comprehensive archive. Click on this link to subscribe to the magazine.

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