Let’s start with the issue of staff numbers at your company, which is the fourth-largest employer in the country with over 4,250 people here. I’d like you to set the record straight. How many people are still working for you? How many have left? What happened?
Mariangela Marseglia – “I would also like to put things into context, as I think that’s important. These are high-quality jobs. The people we employ in Luxembourg are engineers, software developers, AI experts and specialists in satellites and related technologies. In a period of major transformation such as the one we are currently experiencing, what we announced last year is actually quite normal in the life of any company, especially during times of change. It is true that we have made some redundancies, but the total number of employees has remained stable, as we are also creating new roles.
If you take a look at our careers portal right now, there are over 50 vacancies in Luxembourg [54 as of Wednesday 20 May, ed.]. These are the roles most in demand today: AI experts, engineers, satellite specialists, and so on. We are the fourth-largest employer in the country, and we intend to remain so, because we believe in Luxembourg. It is our European headquarters, and we believe there is a strong talent pool here. We are therefore not withdrawing from Luxembourg in any way. Last year, we made some adjustments – as many companies did – without reducing our overall workforce.
I would also like to mention that a company like Amazon, which is very hands-on and practical, creates both direct and indirect jobs. According to the Keystone Strategy Institute, our total impact on employment in Luxembourg is estimated at around 10,000 people. This makes us one of the country’s leading employers and a provider of quality jobs.
And how many people had to change roles? Some employees weren’t necessarily asked to leave, but were assigned new duties.
“There isn’t a single person – myself included – who started in one role and stayed there indefinitely. Changing roles every two or three years is really just part of our everyday reality. That’s why we don’t specifically track the number of people who change roles. There has always been a lot of lateral mobility in this company. It’s a way of building a career here, and it’s a real opportunity for employees, as it allows them to learn on the job and even move into entirely different fields. It’s part of the learning curve for employees at Amazon.
We are the fourth-largest employer in the country, and we intend to stay that way!
Taking the helm of the company at a time like this can’t have been easy. Luxembourg is a small country – many Americans probably wouldn’t be able to pinpoint it on a map. Do people here feel far removed from headquarters, or close to it? And how do you navigate these strategic changes?
“We travel to the US very often to explain our European perspective, and our American colleagues also come here. We recently had a visit from our CEO, who has been touring Europe. We operate as a global organisation – we’re not cut off from the rest of the company. Personally, joining the company at this time has been less of a challenge and more of an opportunity, as there is a lot going on – and most of it is positive. It’s important to emphasise this, as some changes can have a short-term impact that people perceive negatively. But the AI revolution we are currently experiencing is, in my view, a largely positive development that will have major and beneficial effects in the future. I approach this change with great optimism. It is therefore a very exciting time for me to be leading this company in Europe.
The situation has also taken on a political dimension in Luxembourg. We have seen the Prime Minister seeking to engage in dialogue with Amazon’s management, and opposition parties raising questions about the company’s future here. Do you understand these reactions? Do you feel you have communicated sufficiently on the reasons behind these changes?
“We have a very good relationship with the Luxembourg authorities, with the Prime Minister and with the ministers in his government. We meet regularly, explain our decisions and keep them informed. The Prime Minister even travelled to the United States to meet our CEO. There is a very constructive dialogue, because Luxembourg matters to us, and we matter to Luxembourg because we create jobs. I don’t think we’re pulling out in any way, nor do I think we’ll stop hiring in Luxembourg. As I said, last year was a period of reassessment, but we’re continuing to recruit here, attracting talent and bringing people from all over Europe and the world to settle in this country. The profiles we are recruiting now – experts in AI, robotics, satellites and advanced technologies – are likely to be among the most sought-after in the years to come. I believe this places Luxembourg at the forefront of innovation and talent.
Machines will not replace humans.
When you talk about attracting top-tier talent to Luxembourg, why is this important for the country?
“We train people. We work with institutions, the academic world and universities, but when people join Amazon, we equip them with skills. We are one of the companies investing the most in AI at the moment. People who join Amazon become experts, and some of them eventually move on to other companies within the Luxembourg ecosystem. This is one of the ways in which attracting talent benefits the country. And of course, these people live here and are part of the community – highly skilled individuals from all over the world, which makes Luxembourg more dynamic and culturally richer. I believe we are making a significant contribution to making Luxembourg even better than it already is.
Do you think that large companies like yours will continue to expand their workforce in Luxembourg?
“What we are experiencing with AI is probably one of the greatest technological shifts of our lifetime, comparable to the advent of the internet. I understand why people fear that jobs will disappear, or that robots and AI will replace humans. But this has happened many times throughout history. When Amazon launched online shopping, many predicted that high street retail would disappear and jobs would be lost. Yet Amazon alone now employs 1.5 million people worldwide. Studies show that e-commerce has actually created millions of additional jobs.
When a major technological shift takes place, it is true that some jobs disappear or change – but new ones are also created. I am convinced that machines will not replace humans. What we need to do is invest in retraining people. People are intelligent; they simply need to develop new skills to succeed in this new world. This is our responsibility, shared with institutions and other businesses.
Amazon CEO Andy Jassy and Prime Minister Luc Frieden last November. (Photo: Ministère d’État)
As a manager, what do you tell your teams about AI?
“We want our employees to experiment with AI. It doesn’t matter whether it’s Model A or Model B. What matters is that people learn to use it productively. We actively encourage experimentation, starting with ourselves. We set aside dedicated time for employees to acquire new skills and undergo training. For example, we’re launching a learning day where managers are asked not to schedule meetings, so that employees can focus entirely on exploring AI tools. We also offer formal training programmes. We encourage experimentation, even when projects fail, because what matters is developing skills and integrating them into day-to-day work.
And personally, how do you use large language models?
“For example, we have an internal tool called Amazon Q. I use it to summarise documents, as I have a huge amount to read. I’ve also created an agent that sends me a daily summary of the main economic and financial trends. I’ve built up a repository of my documents and an AI agent that allows me to query the information using natural language, rather than having to remember where everything is. It’s like having a personal assistant.
Sometimes 25 to 30 per cent of operating costs are spent on compliance rather than innovation.
Do you feel more productive thanks to these tools?
“I think I’m producing better quality work than before. I manage to get more done in the same amount of time. I don’t work longer hours, but the quality of what I produce has improved. I also use AI for thinking and reasoning. These models can be excellent sounding boards. They don’t make decisions for me, but they help me think more clearly. The quality of my work has improved considerably.
Many trade unions fear that these productivity gains will ultimately lead to job losses.
“At Amazon, we’re not looking to replace people. We’re looking to achieve more. If AI enables us to free up resources, that doesn’t mean we want to do the same amount of work with fewer people. It means we can innovate faster and deliver more projects. If we previously had the capacity to run three projects and AI frees up resources, we might be able to run six. That’s how we see it. The potential for innovation is almost limitless.
Is it difficult to attract talent to Luxembourg, given the cost of housing and the cost of living?
“We’re able to find the people we need, and people are keen to move to Luxembourg. The country has improved considerably over the years and people appreciate the quality of life here. There are good universities in Luxembourg and in neighbouring countries. As for housing, I know there are some pressures, but I also see a lot of construction projects. I don’t hear people saying they refuse to come here because of the cost of housing. Over 85% of our employees live in Luxembourg. Even junior staff manage to live comfortably here, sometimes by sharing flats.
Is there a culture of internal innovation at Amazon that allows employees to put forward their own ideas?
‘At Amazon, we have a process called PR/FAQ. Anyone, regardless of their level or role, can write a press release describing an idea they wish to develop. The approach is to start with the desired outcome, rather than the available resources. Even a junior employee can propose an idea. If management considers it sound, it is funded. It works almost like an internal venture capital model.
Is it difficult to operate in the e-commerce sector today, given the competition from China and geopolitical uncertainty?
“Everything we’re talking about today – AI, technology, innovation – is accessible to everyone, not just big companies. That’s actually a good thing. We welcome competition, because it makes us stronger and more effective. What matters is that everyone plays by the same rules, particularly when it comes to security and customer trust. If competitors follow the rules, competition is healthy.
Sovereignty must not lead to isolation
When US trade policy changes so frequently, does that cause friction for your business?
“What matters most to Amazon is staying focused on our customers. Customers care about prices, choice and fast delivery. If we stay focused on these things without getting distracted by outside noise, the business will continue to thrive. Of course, like any business, we are exposed to the volatility of energy, fuel and raw material costs. But these challenges affect everyone.
What is your view of the European regulatory environment?
“Privacy protection, consumer protection, the GDPR, the DSA – all of these are based on sound principles, and we support them. However, the cost of compliance is often underestimated. Regulations change frequently, can lack clarity, and are not always harmonised across Europe. In reality, Europe does not yet constitute a true single market. Businesses must, for example, register for VAT in multiple countries. For a large company like Amazon, this is manageable. But for small businesses, the burden is considerable: sometimes 25 to 30 per cent of operating costs are spent on compliance rather than innovation. This complexity can weigh heavily on European competitiveness.
I prefer a cooperative world to a fragmented one.
What is your position on the issue of technological sovereignty?
“What matters is using the best available technology. If Europe focuses too narrowly on building everything in-house, it risks stifling innovation. Technology today is often co-created across borders. Take satellites, for example: the Kuiper project is an Amazon initiative, but it also involves cooperation with European companies such as ArianeGroup. Personally, I prefer a cooperative world to a fragmented one. I don’t believe in the idea of countries retreating into separate blocs. We achieve better results when we work together.
And what is the performance of your investments?
“Last year alone, we invested €1.9bn in the country, and that figure continues to grow. Over the last ten years, Amazon has invested €12bn in Luxembourg. I am also proud of our partnerships with local charities. This month is our volunteering month, during which employees are encouraged to support local organisations. For example, we work with the Luxembourg Red Cross. We also refurbish used laptops and donate them to organisations working towards digital inclusion – around 2,000 devices have been donated. These may be small things, but I’m really proud of them.”
