November 7th 2025
A good training program is a solution for almost everything
Thomas Gesink is a social entrepreneur and founder of Bureau Raakt. He has worked with organizations such as the Dutch Council for Refugees to establish apprenticeships in construction, technology, and energy. Houda Zaït is a partnership manager at the Refugee Talent Hub and, this year, launched the Energy Skills apprenticeship program together with Alliander, Enexis, and TenneT. What are their perspectives on apprenticeships, and what advice would they offer to initiators of similar programs?
Sustainable impact
"What we need more of in society are crisis-resistant solutions," Thomas begins enthusiastically. There are many excellent projects, pilots, and trial balloons. But not all of them offer structural, sustainable solutions to integration issues. "I wish we, as civil society organizations and (social) employers, would be less held back by national political winds. That we would dare to take a more long-term view of the solutions to these issues, for newcomers, the economy, and society."
Houda nods in agreement: "That's why I'm a fan of apprenticeships. They have so many advantages. Exactly what Thomas says. People find jobs, employers find talent, and society has more participating citizens. It's an investment in the future, one we all simply have to make." The most valuable aspect of such an apprenticeship? "Participants grow, employers develop, and valuable regional and sectoral partnerships emerge."
And those partnerships are essential. With organizations in the region, municipalities, and social organizations. But they should be based on equality. "Expertise complements each other, and that creates opportunities. All the learning and work program partners bring something to the table, and we learn from each other. Together, you create a suitable offering. That also comes with responsibility: everyone must play their part in this collaboration. That's how you stand strong, make the learning and work program a success, and create a lasting impact. Not only for everyone involved in the initial program, but also for the future."
In the deep
Houda has just completed the first Energy Skills program. She explains that getting everyone on the same page was quite complex – every organization operates differently and things are handled differently. "We set up Energy Skills with a dedicated core team. That helped, because you need to be able to have an open discussion about skills, mandates, KPIs, vacancies… In my opinion, you can only successfully implement these kinds of programs through co-creation. This meant that we at the Refugee Talent Hub had to take on a coordinating and advisory role, but also that employers, for example, really championed the vacancies and the mechanics we were training. And while it's self-evident for everyone that newcomers learn employee skills, employers also need to be open and learn new things."
"Creating support, for example. That's more than just a director shouting that this is important. How do you effectively get the rest of the organization on board? How do you deal with language and cultural differences? That remains a customized approach, and fortunately, there are all sorts of tools you can use within a learning-on-the-job program," Thomas adds. "To employers, I'd like to say: dare to take a critical look in the mirror, be aware of the strengths and pitfalls within your organization. And collaborate with a social partner and vocational trainer who does what they do best. So that you're ready to take the plunge."
Six success factors
In their work, Houda and Thomas encounter various reasons for initiating a work-study program, such as staff shortages, diversity & inclusion, or innovation. Regardless of the perspective from which an employer chooses to implement a work-study program, Houda and Thomas believe these six factors are essential for its success:
- 1. Without vacancies, jargon and vocational training, no people at work
Without job openings, specialized jargon, and appropriate vocational training, you won't find sustainable employment. Employers and industries must guarantee jobs, and training must be tailored to practical situations—including the language and culture of the workplace. - 2. Structural financing
Establishing apprenticeships requires funding. This investment isn't just for a single program; it's for building something sustainable. Structural funding is therefore crucial. - 3. Coordination and project management with mandate and good planning
A project without a mandate gets bogged down, and only with sound planning that all project partners commit to can you achieve anything. You can also deviate from a sound plan if necessary – structure is key to flexibility. - 4. Good regional cooperation
It's crucial that matters can be coordinated between employers, municipalities, employer service points, training partners, and social partners. Communication lines must be short and everyone must be on the same page. - 5. The employers involved are co-owners of the project
A learning-on-the-job training program is organized collaboratively, based on equality. As an employer, you receive support, but you also have your own role and responsibility. - 6. Good guidance from the social partner
Good guidance for employers and newcomers is essential before, during, and after the program. This includes a safe environment where everyone can share questions, concerns, and wishes.
Both clearly agree: apprenticeships have enormous potential if they're organized properly. "A good apprenticeship is a solution for almost everything," Thomas concludes with a laugh—and with a grain of truth.