When we talk about the migration of skilled workers, we often think of individual life stories: people packing their suitcases, moving to a new country, learning a new language. But behind these personal journeys are entire systems - state programs, authorities and national strategies that guide and accompany migration.
In recent years, many Asian countries have created their own structures to make the transfer of their skilled workers - especially those from the healthcare sector - safer, fairer and more professional. They regulate emigration, offer language courses, check employers, monitor contracts and ensure that their citizens are not exploited abroad.
Germany is playing an increasingly important role in this. This is because it is not only one of the most popular destination countries for nurses and doctors from Asia, but also one of the countries with which many of these governments specifically cooperate.
What used to be spontaneous individual decisions is now increasingly a structured, state-supervised process.
Let's take a look at some of these programs - and at the way governments in South and Southeast Asia are preparing their citizens for the journey to Germany.
Hardly any other country in the world organizes labour migration as professionally as the Philippines. For decades, the "export" of skilled workers, particularly from the healthcare sector, has been a central component of the national economic strategy. You could say that migration here is not a product of chance, but a carefully managed government task.
More than 10 million Filipinas and Filipinos work abroad - that's around ten percent of the population. They generate billions in remittances every year, which flow into the national budget, the education sector and infrastructure. This model of "Overseas Filipino Workers" (OFWs) has had a profound impact on the country - socially, economically and politically.
At the center of this system is the Department of Migrant Workers (DMW), which was founded in 2022 to bundle all tasks related to foreign employment. It combines functions that were previously spread across several agencies - including the Philippine Overseas Employment Administration (POEA), the Overseas Workers Welfare Administration (OWWA) and the Department of Labor and Employment (DOLE).
The DMW is much more than an authority - it is a protective shield. It regulates, licenses and controls the entire migration process: from recruitment and contract review to care abroad. Anyone wishing to work as a nurse in Germany, Japan or Saudi Arabia can only do so via DMW-accredited recruitment agencies. Every agency is regularly checked and every job offer is approved. This is intended to prevent fraud, exploitation and abuse - a system that is regarded as a model worldwide.
The Government Placement Branch (GPB) plays a special role within the DMW. It works directly with foreign governments and public employers. For
Germany has its own category: "Germany - Registered Nurses". Applicants can apply directly via the authority's portal. After selection, they undergo standardized preparatory steps: language courses, medical checks, cultural orientation and so-called Pre-Departure Orientation Seminars (PDOS). These seminars not only explain rights and obligations abroad, but also cultural differences, legal frameworks and emergency contacts.
An important part of the system is the no placement fee policy: care workers are not allowed to pay any fees for their placement. The costs are borne by the employer - a principle that is intended to promote ethical migration. Violations of this policy can lead to the withdrawal of a license.
It is remarkable how closely the Philippine government works with partner countries. There are several bilateral agreements with Germany that ensure that Filipino nurses are trained to German standards, prepared in terms of language and legally protected. The DMW ensures that only countries with "fair employment conditions" are considered - Germany fulfills these requirements.
The Philippine strategy is therefore two-pronged: it exports skilled workers and protects them at the same time. The system records every step: from the first job interview to the flight and care abroad. Every nurse who leaves the country is registered, insured and accompanied. Should problems arise in the host country - such as breaches of contract or conflicts with employers - Philippine embassies and the DMW are ready to intervene.
The government does not see this control as a restriction, but as a responsibility. Migration should not only bring economic benefits, but also preserve security and dignity. The DMW Minister once put it this way: "Our nurses are our best ambassadors. They carry the Filipino heart into the world - with care, discipline and professionalism."
One example illustrates the efficiency of this system: anyone who applies to an accredited agency for Germany in Manila today receives a complete package within a few months - language course up to level B2, preparation for the German recognition procedure, document management, visa support and travel organization. Even accommodation in Germany is often already contractually secured.
This well-organized structure has earned the Philippines an excellent reputation. German clinics appreciate the solid training, language preparation and reliability of the Filipino nursing staff. The model is so successful that it is now being studied and partially adapted by countries such as Vietnam, Indonesia and India.
At the same time, the DMW remains vigilant. After all, migration is not just an economic strategy for the Philippines, but also a social issue. Every departure leaves a gap at home - in families, in hospitals, in schools. This is why the government is increasingly focusing on "circular migration", i.e. temporary work models that promote return and knowledge transfer.
Nurses should one day return with new skills and experience and strengthen the Philippine healthcare system.
In the end, there is a fine balance between economic interest, social responsibility and human protection. Hardly any other country has struck this balance as precisely as the Philippines. Perhaps this is precisely the secret of its success: understanding migration not as a loss, but as an investment - in people, experience and the future.
It is therefore not surprising that many German institutions are now looking specifically to the Philippines. After all, those who come from there not only bring professional expertise with them, but also a piece of a system that shows how labor migration can succeed in a fair and professional manner.
India is a continent in the guise of a country - huge, diverse and in constant motion. This dynamic is also reflected in the way the country organizes labour migration. Where individual agencies and federal states used to act independently of each other, today an increasingly digitally controlled, state-monitored system is emerging. The goal: to make the emigration of qualified workers safe, transparent and plannable - a feat of strength in a country with over 1.4 billion people.
At the center of this structure is the Ministry of External Affairs (MEA)which, as the highest foreign policy authority, is also responsible for the protection of all Indians abroad. Under its umbrella, the Protector General of Emigrants (PGE)a kind of ombudsman and supervisory authority for all those who leave the country for work purposes. The motto is: "Safe, Skilled, and Smart Migration".
To put this security into practice, India has created one of the most modern systems in the world - the digital portal eMigrate. All parties involved must register on this platform: Employers, agencies and applicants alike. Anyone who wants to leave the country legally to work abroad goes through the entire process chain here - from application to contract review to approval by the MEA.
This system is much more than an administrative database. It is a kind of digital protective shield. Every placement is documented and every contract can be checked. Applicants can see at a glance whether an agent has a valid license and gain insight into their contractual conditions. This makes abuse - such as excessive fees or fake job offers - much more difficult. For a country that sends hundreds of thousands of workers around the world every year, this is a decisive step forward.
In addition to the national level, the federal structure also plays an important role in India. Some federal states have set up their own institutions to manage the transfer of skilled workers in a more targeted manner. The south of the country in particular is considered a pioneer. The federal state Keralaknown for its high education rate and long history of international migration, operates the Overseas Development and Employment Promotion Consultants (ODEPC) - a state organization that accompanies the entire recruitment process.
From the selection of applicants to language courses and placement abroad, everything is the responsibility of the state.
Also in the neighboring country Tamil Nadu exists with the Overseas Manpower Corporation Ltd (OMCL) a comparable model. OMCL works together with foreign partners, checks contract conditions and regularly publishes open tenders - including for nursing staff who would like to work in Germany. Such collaborations between Indian states and European target markets are on the rise. They show that India increasingly sees migration as an economic resource that needs to be managed in a structured way.
But India is thinking even further ahead. With the foundation of NSDC Internationala subsidiary organization of the National Skill Development Corporation (NSDC)the government has begun to systematically internationalize qualifications. This programme pursues an ambitious goal: to adapt Indian vocational training to international standards so that qualifications are more easily recognized - for example in Germany or the Gulf States. This also applies to the nursing professions: curricula are being revised, language modules integrated and examination formats standardized.
NSDC International also coordinates special training centers in which applicants are specifically prepared for the German job market. This includes German courses, an introduction to European nursing standards, intercultural training and practical training. The aim is high: Indian nursing staff should not only be ready for the German labor market - they should be able to work there on an equal footing right from the start.
India's approach is therefore an example of a paradigm shift. Where migration was once often seen as a "brain drain", it is now seen as a Strategic competence bridge seen. The country specifically promotes training in areas where there is high international demand - nursing, IT, engineering - and actively supports skilled workers in gaining experience abroad. At the same time, political and economic circles are discussing how these returnees can later be reintegrated into the national system - for example through "reverse migration" programs designed to bring knowledge and capital back home.
One impressive detail is the growing number of "Skill Hubs" in cities such as Kochi, Hyderabad and Pune, which have been set up in collaboration with international partners. Here, young people are equipped with the language skills, professional practice and intercultural competencies they need to be successful abroad. Some centers are already running pilot classes with German teaching materials - silent proof of how close the cooperation between India and Germany has become.
This combination of federal diversity, state control and digital transparency makes India one of the most interesting partner countries in the global competition for skilled workers today. Migration here is neither left to chance nor handed over to the market in an unregulated manner - it is embedded in a well thought-out structure.
India is thus emblematic of the future of international mobility: a country that does not lose its talents, but gets them moving in a targeted manner - with a system, responsibility and digital precision. Or, as a representative of the MEA once put it: "For us, migration is not a way out, but a way forward."
Pakistan is on the threshold of a new phase in its labor market policy. Where migration has long been a rather private or informal phenomenon, a state-controlled system is now gradually emerging - similar to what has existed in the Philippines and India for years. The idea behind this is clear: those who actively manage labor migration can make it a win-win situation for the country, the skilled workers and the destination countries alike.
Two institutions form the main pillars of this development: the Overseas Employment Corporation (OEC) and the Bureau of Emigration & Overseas Employment (BEOE). Both are key players in the planning, control and implementation of overseas employment. While the BEOE acts as a supervisory and approval authority, the OEC takes on the operational role of placement - effectively the state agency for careers abroad.
The Overseas Employment Corporation, or OEC for short, is a public company under the umbrella of the Pakistani Ministry of Labor. It was created to open up legal and fair paths abroad for qualified workers. On its official online platform, it regularly publishes job vacancies for various target countries - traditionally for the Gulf States, but increasingly also for Europe. In recent years, advertisements for nurses with the destination "Germany" have appeared there for the first time - a clear sign that Germany has become a new, important partner for Pakistan in the healthcare sector.
What started out as an individual initiative has now developed into a coordinated program: nurses who are interested in Germany can register via the OEC, submit their documents and are then assessed and prepared for the application process. German courses, application training and document checks are organized in cooperation with language institutes and German partners - not yet nationwide, but increasingly institutionalized.
Parallel to this is the Bureau of Emigration & Overseas Employment (BEOE), which monitors the entire departure process. It ensures that every labor migration is legally registered, contractually secured and socially insured. No Pakistani skilled worker is allowed to leave the country without an official permit from the so-called Protectorate of Emigrants. This permit is more than just a stamp in the passport - it symbolizes the state's responsibility for the protection of migrant workers. It guarantees that contracts are checked, insurance is taken out and rights are safeguarded. In this way, the government wants to prevent compatriots from ending up in exploitative or illegal employment abroad.
The BEOE also publishes transparency reports on the number of people leaving the country, the distribution by destination country and the recruitment procedures used in each case. This data collection is a step towards an evidence-based migration policy - something that is not yet a given in the region. Pakistan is thus moving towards a controlled, traceable system that can build on trust and international recognition.
One particularly noteworthy aspect is the increasing political appreciation of labor migration. For a long time, it was primarily seen as an outlet for the national labor market. Today, it is seen as a strategic resource - as a means of bringing qualifications, foreign currency and knowledge into the country. The focus here is on the healthcare sector. Pakistan has many well-trained nurses, but they often work under precarious conditions at home. Their international placement is now seen as an investment in human capital: Those who gain professional experience abroad can strengthen their own healthcare system on their return - both professionally and organizationally.
The government also recognizes the value of international partnerships. Talks on bilateral recruitment agreements with Germany, Saudi Arabia and the United Arab Emirates have been ongoing for several years. Germany is considered a particularly attractive partner because it offers long-term prospects and fair employment conditions. The first points of contact are the cooperation between Pakistani authorities and German recruitment organizations, which are intended to standardize the recruitment process - from language certificates to recognition and visa processing.
It is important to remember that Pakistan is a young country: over 60 percent of the population is under 30 years old. This generation is digital, well-connected and internationally oriented. For them, working abroad does not mean escape, but progress - an opportunity for personal and professional development. In this context, it becomes clear why the OEC and the BEOE play such a crucial role today: They create legal, regulated paths for a generation that does not want to leave in order to escape, but to develop.
Of course, the system is still in its infancy. There are challenges - such as the expansion of language support, the standardization of recognition procedures and the establishment of quality standards for placement agencies. But the direction is right: Away from informal emigration, towards a professional, verifiable process.
The Pakistani government's long-term vision is clear: to understand migration as a circular process - as an exchange, not a loss. The government hopes that returnees will pass on the knowledge they have acquired abroad, for example in nursing academies or medical training institutions. The first pilot programs are already in place to promote this "knowledge transfer".
A new self-image is emerging in Pakistan: labor migration is not a sign of weakness, but of strength - an expression of a young, adaptive society that is actively involved in the global labor markets.
And Germany, with its high demand for medical professionals, could become one of the most important partners in this process. If you like, Pakistan is just beginning what has long been part of everyday life in the Philippines and is already routine in India - controlled, fair and increasingly digital labor migration. A departure that will not happen overnight, but is becoming more tangible with each new program.
Indonesia is one of the most experienced countries in Southeast Asia when it comes to managing labor migration. Millions of Indonesians work abroad - in hospitals, nursing homes, on ships, in factories or private households. But what makes this country special is not the number of migrant workers, but how it organizes their migration: through clear laws, through state control - and through a remarkable level of care.
The central institution of this structure is the BP2MI - Badan Pelindungan Pekerja Migran IndonesiaAgency for the Protection of Indonesian Migrant Workers. The name alone shows what it is all about: protection, not just placement. The BP2MI is not a traditional authority, but a complex network of administration, education, advice and monitoring. It combines tasks that are often spread across several institutions in other countries - and creates something of a "one-stop structure" for safe migration.
Anyone planning a career abroad in Indonesia cannot avoid the BP2MI. Every person who leaves the country as a worker must be registered there. This applies in particular to healthcare professionals whose qualifications are in demand internationally. Registration is now almost completely digital: the SISKOP2MI system is used to upload application documents, check licenses and make selection processes transparent.
At regular intervals, the BP2MI publishes official invitations to tender - so-called Batch programs - for specific target countries. For some years now, Germany has also been one of the target markets for which Indonesia has been looking for applicants. The calls follow a fixed procedure: First, a digital application is submitted via the national portal. Documents are then checked, interviews are conducted and aptitude tests are taken. Those who are accepted begin an intensive preparation program - consisting of German courses (up to at least level B1), specialist training and intercultural training.
The aim is clear: no one should arrive in Germany unprepared. This is why topics such as nursing ethics, patient rights, German work culture and communication rules are taught, as well as language practice. In some training centers, everyday life is even simulated - from ward duties to dealing with documentation and talking to relatives.
This preparation does not end with the departure. BP2MI also accompanies the nursing staff after their arrival in Germany. The agency remains in contact, checks whether contracts are being adhered to and whether the working conditions comply with the agreements. If problems arise, the professionals can contact the Indonesian embassy or the BP2MI office in Jakarta directly. In this way, Indonesia has created a feedback system that also applies after departure - a safety net that creates trust.
Indonesia's strategy is twofold: on the one hand, the state actively promotes foreign migration in order to create jobs and opportunities to gain qualifications. On the other hand, it ensures that its citizens abroad do not fall into exploitative structures. This balance of support and care is what makes the Indonesian model so special.
Government support begins at home. In several regions, BP2MI operates training and information centers that provide comprehensive advice to interested parties - about visas, job profiles, language certificates, but also about their rights abroad. They explain which contracts are permitted, which fees are prohibited and which contact points can help in an emergency. The tone is often pragmatic but warm: the aim is to empower people to set off confidently into a new future.
This form of migration has a long tradition in Indonesia. As early as the 1980s, the country began to set up programs for workers abroad - initially in Asia, later also in the Middle East and Europe. Over time, this has developed into a finely tuned system. The experience that Indonesia has gained is reflected in the professionalism of its current processes: in selection, preparation and support.
The issue of migration is also firmly anchored politically. The government sees labor migration as part of its development strategy - not only because of the remittances that bring billions into the economy, but also because of the knowledge that returns. Many who have worked abroad return home with new skills and perspectives. Some open nursing academies, others become trainers in the state training centers. This creates a cycle of experience, learning and passing on - a kind of "Talent Loop"which strengthens national expertise in the long term.
Another aspect that makes Indonesia special is its cultural adaptability. Great emphasis is placed on intercultural sensitivity in training courses. Nursing staff learn how to deal with European patients, how hierarchies work in hospitals and how to work with colleagues from other cultures. This preparation pays off: Many German facilities report that Indonesian nursing staff are not only professionally well trained, but also extremely socially competent.
At the same time, BP2MI works closely with international partners - the German Federal Employment Agency, the GIZ (Deutsche Gesellschaft für Internationale Zusammenarbeit) and German clinics. These collaborations are based on clear agreements: fair contracts, regulated recognition procedures, common quality standards. This creates a stable framework in which migration is not left to chance, but is accompanied step by step.
Indonesia has understood that migration is not a matter of course, but must be managed - with a system, with structure and with heart. The government sees international employment not only as an economic factor, but also as a social responsibility. Anyone who leaves the country to work should be proud of it - and be sure that someone has their back.
This attitude - both pragmatic and humane - makes Indonesia a role model for other countries in the region. Many countries in Southeast Asia, which are now developing their own programs for Germany or Europe, are taking their cue from the Indonesian blueprint. This is because it shows that migration does not have to be a risk if it is managed correctly: transparently, fairly and with a clear goal in mind - better opportunities for all those involved.
So today, Indonesia is at a remarkable point: experienced, organized, open to cooperation - and ready to further expand its role in the international skilled worker movement. The country has not only created a system, but a promise: that working abroad is a way forward for Indonesian professionals - safe, dignified and sustainable.
Vietnam is one of those countries that has quietly but very purposefully built up an impressive migration architecture in recent years. Where other countries are still searching for concepts, Vietnam has already created a functioning system - clearly structured, responsible and with a particular focus on fairness.
The focus is on two state institutions: the Department of Overseas Labor (DOLAB) and the Center of Overseas Labor (COLAB), both of which report to the Vietnamese Ministry of Labor. These authorities coordinate all programs aimed at employing Vietnamese skilled workers abroad - and it is they who have also opened the way to Germany.
COLAB is the operational heart of this. It regularly publishes official announcements for those interested in working or training abroad - particularly in the healthcare sector. When a new application round starts, it is publicized nationwide: on government websites, in daily newspapers, via universities and technical colleges. Applications are submitted centrally via COLAB, which then organizes the entire selection process - from reviewing the documents to the aptitude interview.
Anyone selected for a program in Germany first undergoes an intensive 12-month preparatory phase in Vietnam. This includes language lessons (German up to at least level B1 or B2), an introduction to German culture, the basics of labor law and specialist modules in nursing or medical assistance. The lessons usually take place in state-certified language and training centers that cooperate closely with the German side. German institutions such as the GIZ or the Federal Employment Agency are often involved in order to ensure the quality of the preparation.
The ethical standards that Vietnam sets for these programs are remarkable. The government strictly ensures that no recruitment fees are charged to applicants - a clear difference to many private recruitment models in other countries. All recruitment is carried out through government-controlled channels to ensure that no one is disadvantaged by non-transparent costs or exaggerated promises.
Before leaving the country, all participants take part in mandatory information events in which they are informed about their rights and obligations: Working hours, vacation, insurance, integration offers, but also cultural differences in everyday life in Germany. This preparation not only serves to impart knowledge, but also to strengthen self-confidence. Many of the young Vietnamese who start their nursing training in Germany are in their early twenties and are leaving their country for the first time. The government wants to ensure that they know what to expect - and that they start a new chapter in their lives well prepared.
The connection also continues during the time in Germany. COLAB and DOLAB are in close contact with the partner institutions on the German side and hold regular consultations to monitor the participants' progress. Problems - be it with work, accommodation or the recognition of certificates - are identified at an early stage and resolved together with the employers or authorities. This sustainable support system has contributed to the Vietnamese care programs being regarded as stable, reliable and successful.
Vietnam's guiding principle is clear: fairness and responsibility. Migration is seen as a joint project - as a partnership between the country of origin, the destination country and the people who take the plunge. This attitude has led to Vietnam increasingly being described as a model country for ethical recruitment in international comparisons.
The government is also using migration as a long-term development strategy. The experience gained and qualifications acquired by returnees are intended to benefit the country itself. Those who return to Germany after a few years not only bring money with them, but also knowledge, professionalism and intercultural skills. This know-how in turn flows into the training of new generations. This creates a cycle that goes beyond mere job placement - migration as an educational pathway and a bridge between two societies.
The secret of Vietnam's success lies in the combination of state control and human proximity. Where elsewhere market mechanisms dominate, here an understanding of migration as a social process prevails. The authorities see every departure as a responsibility - for people's safety, for their success abroad and for their subsequent contribution to the country's development.
A practical example illustrates this: there is a training center in Hanoi that is run jointly by COLAB and German partners. Prospective nurses not only learn German there, but also practise practical day-to-day hospital procedures - from taking blood pressure to documentation in German. The lessons are practical and the learning atmosphere is characterized by enthusiasm. "I want to help people in Germany and then become a teacher here," says one young participant in an interview. Stories like this are typical of the Vietnamese model: migration as a stepping stone, not a farewell.
Vietnam impressively demonstrates that state control is not a stumbling block, but a quality feature. Through clear processes, close supervision and ethical principles, the country creates trust - both among skilled workers and German employers. The result is visible: Vietnamese nursing staff are now considered to be excellently prepared, motivated and well integrated.
In a world where skilled migration is often caught between bureaucracy and commerce, Vietnam is sending a quiet but strong signal: Good migration is possible - if it is managed with foresight, responsibility and mutual respect.
Bangladesh is now at a point where many of its neighbors were a few years ago: at the beginning of a systematic, state-supported export of skilled workers. While countries such as the Philippines and Vietnam have long since developed established programs for the healthcare sector, Bangladesh is still in the development phase. But the prerequisites are in place - and the country has ambitious plans.
Two institutions are at the center of this: Bangladesh Overseas Employment & Services Limited (BOESL) and the Bureau of Manpower, Employment and Training (BMET). Both complement each other like two cogwheels in a system that is slowly but steadily gaining momentum.
BOESL is the operational backbone of the state-organized international recruitment agency. As a state-owned company, it acts on behalf of the government and ensures that recruitment abroad is legal, transparent and fair. Unlike private recruitment agencies, BOESL works under direct government supervision. It publishes job vacancies, checks application documents, concludes contracts and coordinates communication between employers abroad and applicants in Bangladesh.
The company has a clear mission: not only to facilitate migration, but also to make it socially acceptable. This is why BOESL ensures that no illegal fees are charged and that all migrants are informed of their rights before they leave the country. The organization is in close contact with the General Overseas Employment Division of the Ministry of Labour, which sets the political framework and negotiates international agreements.
So while BOESL covers the legal and organizational side, the BMET - the Bureau of Manpower, Employment and Training - takes care of the content-related preparation. It operates more than 70 training and education centers across the country, where applicants are prepared for their work abroad. This includes language courses, intercultural training and job-specific qualifications. In recent years, BMET has begun to expand these programs - with a new focus on medical professions and nursing staff.
Until now, Bangladesh's focus has been heavily on labor migration to the Gulf States and East Asia. Millions of workers from the construction, industry and domestic work sectors have been sent there over the last few decades. However, the government is now increasingly looking to the West. Europe - and Germany in particular - is increasingly being referred to as a "new, strategic partner".
This opening is no coincidence. Demographic change in Europe, the high demand for nursing staff and the political signals from Berlin and Brussels have also had an impact in Dhaka. Official government representatives now regularly emphasize that Bangladesh wants to expand qualifications and language training for nursing professions in order to meet the requirements of European markets.
Pilot programs in which German lessons are offered are already running in BMET training centers - initially on a voluntary basis, but will probably be mandatory for certain professional groups in the future.
At the same time, cooperation with European partners is being examined in order to coordinate curricula and recognition procedures.
This development has not only economic but also social significance. The population in Bangladesh is young - around two thirds of people are under 35 years old. Every year, hundreds of thousands of school leavers enter the labor market, which cannot offer enough qualified jobs at home. Targeted training and placement abroad creates new prospects - and at the same time reduces the pressure on the domestic labor market.
This is a balancing act for the government: on the one hand, it wants to encourage labor migration in order to attract remittances and expertise to the country - both of which are important drivers of economic growth. On the other hand, it is careful not to allow the emigration of highly qualified workers to become uncontrolled. It is therefore focusing on establishing structures that make migration plannable - with binding qualification standards, state supervision and return programs.
It is particularly interesting how Bangladesh sees its citizens' experience abroad as an investment in national development. In future, returnees who have gained nursing experience abroad are to be employed in public clinics or training institutes in order to strengthen the national healthcare system. In the long term, the government wants to create a "win-win situation" in this way: Jobs for young people abroad, skills development at home.
Much of this is still in its infancy. Coordination between the institutions involved - ministries, BOESL, BMET and international partners - is complex, and resources and experience are still lacking in some areas. However, the political will is there and the direction is clear.
Bangladesh wants to make the transition from "quantitative" to qualitative migration - away from a focus on mass migration and towards skilled workers with specialization, language skills and prospects. Germany serves as both a role model and a goal: as a country that not only offers jobs, but also sets clear standards for fair and qualified immigration.
The challenge now is to use existing building blocks to create a system that is as efficient and humane as its neighbors. BOESL and BMET have laid the foundations for this - now it is a matter of expanding them, networking them and strengthening them through international partnerships.
If Bangladesh continues along this path, it could become an important player on the global nursing staff market in just a few years - and a partner that will help Germany close its own skills gaps in the long term. The development is underway - slowly but purposefully.
Sri Lanka is no newcomer when it comes to labor migration - on the contrary. Hardly any other country of its size has developed and institutionally anchored such a clear, structured migration policy over decades. The "export of labor" has been one of the main pillars of the Sri Lankan economy since the 1980s. But while the focus has so far been primarily on the Middle East, a new perspective is now opening up: Europe - and Germany in particular.
The central player in this policy is the Sri Lanka Bureau of Foreign Employment (SLBFE), a state institution that has been regulating all processes relating to foreign employment since 1985. The SLBFE is simultaneously a licensing authority, supervisory body and service center. No Sri Lankan citizen may leave the country for employment abroad without official registration and approval from the SLBFE.
The system is remarkably clearly organized: Any recruitment agency wishing to bring workers abroad must be licensed with the SLBFE. This license is subject to strict conditions - from financial security and ethical standards to regular audits. The aim is to ensure that applicants are treated fairly and do not have to pay excessive placement fees.
But the SLBFE does not limit itself to monitoring. It also sees itself as a service provider and protective authority. Before a nurse leaves Sri Lanka, they must take part in a mandatory preparation program. This training covers everything that is relevant to living and working abroad: employment law, contract content, cultural differences, communication with employers and legal entitlements. In addition, there are special seminars for women who are particularly frequently employed in care or domestic work to inform them about safety issues and support services.
This combination of preparation, control and aftercare makes the Sri Lankan system one of the best established in South Asia. Every year, tens of thousands of skilled workers, craftswomen and nurses leave the country to work in the Gulf region, in East Asia or, increasingly, in Europe. The remittances they send home account for more than eight percent of gross domestic product - a significant contribution to the stability of the national economy.
Germany is not yet a main destination country for Sri Lankan nurses. Most are drawn to Saudi Arabia, Qatar, Japan or South Korea, where special bilateral programs exist. However, the growing demand for skilled workers in Europe and Germany's increasing openness to skilled migration have triggered a rethink in Colombo. The government is currently examining how it can open up new markets without jeopardizing the rights of its citizens.
Two central strategies are being discussed. Firstly, the existing licensing system for recruitment agencies is to be adapted to international standards in order to facilitate access to European partners. Secondly, the Ministry of Labor is considering developing its own state pilot programs with countries such as Germany - similar to the Triple Win programs that are already running with other countries.
Sri Lanka has valuable experience in this area. In recent decades, the country has learned that labor migration only works if it is fair, transparent and socially embedded. This insight still shapes its policy today. The SLBFE regularly publishes reports on departures, contract types, return rates and complaints - an openness that creates trust. The office also maintains foreign representations and support centers in several host countries in order to be able to offer direct support in an emergency.
Of particular interest is the focus on the reintegration of returnees. Those who return home after years abroad can gain access to microloans, further training and business start-up assistance through SLBFE programs. In this way, migration is seen as a circular process - not as a one-way movement. People should be allowed to leave, but they should also be able to come back - with new skills, prospects and financial independence.
The Sri Lankan government is aware that the next step is to network its own system more closely with international partners. Germany plays a key role in this: it offers stable working conditions, clear recognition channels and political support for legal migration. Talks between Colombo and Berlin are already discussing models for how nursing staff from Sri Lanka can be specifically prepared for the German labor market in the future - with language courses, dual training paths and simplified visa processes.
This is a great opportunity for Sri Lanka - not only economically, but also symbolically. After decades of focusing on the Middle East, opening up to Europe could mark the path to a new phase of labor migration: more qualified, safer, more cooperative. The country has everything that is needed for this - institutional experience, legal clarity and a population that thinks and works internationally.
Sri Lanka could soon become part of the global network that mobilizes international care - together with the Philippines, Vietnam, India and Indonesia. Its strength lies in its experience: in its ability to see migration not as a risk, but as a resource.
And who knows - perhaps in a few years' time, nurses from Colombo, Kandy or Galle who have been prepared by the SLBFE will also be working in German clinics. Professionals who not only bring expertise with them, but also a piece of the experience that makes Sri Lanka one of the quietest but most solid players in the world of labor migration.
Looking at these programs together, a remarkable picture emerges. Despite all the differences between the countries, there are common guiding principles that run like a red thread through them:
This development is also remarkable in a global context. Migration is no longer an uncontrolled flow, but increasingly a finely controlled system of responsibility and mutual benefit.
Today, Germany is at the center of a new migration architecture. Not because there are people
"but because it becomes part of a global network based on fair exchange. When a nurse from Manila, Chennai or Jakarta works in a German clinic, this story is not only based on personal courage, but also on state organization, international cooperation and the will to find solutions together.
These programs are a balancing act for the countries of origin. They want to give their citizens prospects without weakening their own healthcare system. For Germany, they offer planning security and the certainty that the skilled workers who arrive are qualified and prepared. And for the nursing staff themselves, they mean protection and clear orientation - from the first application step to integration on site.
For companies like the TalentOrbit International GmbH A clear task arises in this environment: to build a bridge between these state structures and the specific needs of the German healthcare system.
TalentOrbit works in accordance with the regulations of the respective countries of origin, ensures transparent procedures and fair conditions and accompanies the entire process - from language training, visas and recognition to successful integration in Germany.
This makes it clear that the future of care is international, but it is by no means uncontrolled. It is the result of cooperation, trust and the realization that the migration of skilled workers only works if everyone involved takes responsibility - the countries of origin, the destination countries and the intermediaries in between.
Migration is not a one-way street. It is a bridge - built from language, education and mutual respect. And people who take their future into their own hands walk on this bridge every day. Behind them are governments, programs and partners who pave the way for them. And in front of them is a country that needs them.
Germany is ready. And with it all those who not only use these bridges, but also build them.
