Across Europe, in-company training is more than a pathway to employability. It is also a potential foundation for strengthening democratic culture.While private companies primarily pursue profit, their decision to provide structured training for young people extends beyond narrow economic logic. By opening doors to apprentices from diverse backgrounds, companies contribute to social justice, reduce youth unemployment and help create the conditions for an inclusive and resilient labour market. The promotion of competences for democratic culture (CDC) within training is often seen as tangential to corporate priorities. Yet companies that embed such values frequently discover long-term benefits for themselves, their employees and society. These benefits reveal themselves in several dimensions, ranging from the immediate advantages for recruitment and workplace culture to the longer-term gains.
First, companies that nurture democratic competences are more attractive to young talent. In a labour market shaped by skill shortages, employers who visibly prioritise participation, fairness and diversity gain a strategic advantage. Apprentices who experience co-determination, mutual respect and transparent communication are more likely to remain loyal to their employer.
Second, democratic competences improve the quality of work itself. Skills such as constructive conflict resolution, tolerance and intercultural sensitivity foster positive working environments that boost productivity and innovation. Teams that feel empowered to voice perspectives and challenge assumptions tend to produce more creative solutions - vital in globalised and technologically dynamic industries.
Third, democratic competences prepare apprentices for future leadership. By learning responsibility, participative decision-making and ethical conduct during training, young people become more capable managers and role models.
Fourth, companies that integrate democratic competences into training contribute to broader societal stability. In times of rapid change, from digitalisation to ecological transition, employees trained in co-determination and resilience adapt more readily and help drive transformation rather than resist it.
Practical examples [AL1] across Europe illustrate this potential. German companies operating within the dual training system are legally required to integrate labour rights and co-determination into training. Hotels such as Don Giovanni in Leipzig supplement this by fostering intercultural competences through Erasmus+ mobility. Turkish textile company Elyaf demonstrates how a culture rooted in sustainability and participation can align ecological responsibility with social commitment, giving apprentices a lived experience of democracy at work by involving them directly in decision-making and collective practices. In Greece, hospitality group PAP Corp. links internship programmes to democratic skills such as tolerance, teamwork and decision-making, while also embedding environmental responsibility through sustainability certifications.
When companies view training not only as a path to skills but also as a space for participation and reflection, they invest simultaneously in their future workforce and in the resilience of democracy.
In-company training offers protected spaces where young people can experiment with participation, communication and reflection. Such spaces bridge the often-criticised gap between abstract civic education and the lived realities of professional life. The responsibility for shaping such environments does not rest on companies alone. Policy frameworks, labour law and European initiatives such as the Quality Framework for Traineeships provide the legal and institutional foundation to protect apprentices from exploitation and guarantee fair conditions. Yet the most effective promotion of democratic competences arises when external frameworks are combined with a corporate culture that values openness, fairness and shared responsibility. Promoting democratic competences in training is not only a moral obligation but a strategic investment. It strengthens companies, empowers apprentices and enriches society.
In the long term, it ensures that future employees are not only skilled professionals but also active citizens who can help sustain democratic institutions under changing conditions. Recognising and cultivating this may prove decisive for Europe’s ability to maintain both competitive economies and inclusive societies in the decades ahead.
Written by
Eszter Csépe-Bannert
Eszter is founder and managing director of CorEdu and estorvin, certified trainer (AEVO), and European evaluator. With CorEdu she leads interdisciplinary non-profit work in vocational education, training and career guidance, coordinating projects, applied research, consultancy and international cooperation. She advises youth on training paths, study and stays abroad, and integrates sustainable, inclusive education into curricula. Passionate about innovation and quality in learning, she connects institutions, experts and communities across Europe to create long-term educational impact.