The aims of the Robert Bosch GmbHare based on the written and for all staffs generally valid so called "house of orientation" that describes the values of our enterprise. Beneath many others,the value of "cultural variety" as well as the core competencies "being globally present" and "personal development" have main importance as a base of our daily actions.Moreover the Robert Bosch GmbH established a guideline that is binding for every Bosch training department. This guidelinedescribes that it is an essential target to "promote the mobility of our future skilled employees" .To achieve this aim we offer our apprentices the opportunity of "being send to one of our Bosch partner locations in Germany or abroad" as well as we "promote their knowledge of foreign languages".Furthermore,blindness should be counteracted.The young employees should realize that the Robert Bosch GmbH consists of more than one plant. The exchange shows the variety of products and know-how is generated by get to know different manufacturing processes and techniques.Another important fact is the increase of attractiveness of starting a training at the Robert Bosch GmbH by having the opportunity to be delegated to a facility abroad and to learn a Iot about a foreign culture. Because of the demographic change there are less andless young people, who start a training in a company after having finished school. As a consequence for the companies there are lessskilled employees. This Leads to a hard competition between the companies about getting the best of the school-leavers. Those young people often also make their decision for a company based on additional possibilities like a delegation.Four our apprentices there are also other important goals to achieve.For them the delegation is a big challenge, especially because of the modified circumstances they have to face. Moreover for them it often is the first Ionger absence of their family and their home. Often named reasons for our apprentices are things like theunfamiliar food, maybe lower hygiene standards and the absence of family, partner and friends as well as the absence of hobbies and their sport clubs for example.Our apprentices stay about 2 to 8 weeks abroad depending on which country they are delegated to. We chose a relatively short time period for the delegation, because a Ionger time period would on the one hand mean that our apprentices would miss too many school lessons and on the other hand a Ionger time period would mean too many additional costs.We choose our partner facilities for the Erasmus + project within the Bosch group. These facilities are in contact with our plant already for a long time. This simplifies the vocational adjustment, because the supervisors of our apprentices abroad already know the Bosch culture and the Bosch values. The apprentices have a locally contact person, whom they can address if they have questions or any problems to solve. Being on their own however, the search for identity and the self sufficiency of the apprentices isbeing promoted. Their language skills can also be improved by consistently communicating to their colleagues abroad. They are also attain intercultural competence, as they get a glimpse into a different culture with different values, attitudes, etc. and/or get knowledge about previously unknown ways of working. Furthermore the apprentices can improve their professional skills by gettingdone the several tasks at the partner facilities and can appliance those professional skills after have returned to our plant.With the increasing globalization it is essentialto communicate the importance of flexibility and mobility at the workplace already at the apprenticeship.