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Offer
02.11.2026 Ifenna Ekezie 954

International EAP for Businesses

Political crises and personal hardships do not stop at national borders. In its World Mental Health Report 2026, the World Health Organization (WHO) reports that more than one billion people worldwide live with a mental health condition. Among the contributing factors it cites are economic crises, disease outbreaks, humanitarian emergencies, displacement, and climate change. At the same time, the WHO emphasizes that mental health is also shaped by working conditions and the availability of support.  

For companies operating internationally, this raises a specific question: How can employees receive support quickly—regardless of language barriers or cultural differences?  

International EAP for Businesses

An international Employee Assistance Program (EAP) supports employees dealing with work-related and personal stress—even if they work outside of Germany. To this end, pme International connects a central point of contact and standardized contractual and reporting structures with local EAP partners. Depending on the country and their needs, employees receive multilingual, solution-oriented counseling and immediate psychological assistance around the clock. 

Read this post to find out

What is an international employee assistance program? 

An Employee Assistance Program, or EAP for short, is a support service for employees. It helps them address professional and personal challenges before stress becomes chronic or escalates into a crisis. An international EAP extends this service to employees in multiple countries. 

It is not enough to simply make a hotline based in Germany available worldwide. Counseling channels, language, local conditions, and appropriate points of contact vary. A viable international EAP therefore requires both reliable central coordination and on-the-ground expertise. 

"Companies with an international presence also bear international responsibility for the well-being of their employees. That is why an EAP must not stop at the national border." – Janina Krüger, International Key Account Management at pme 

What kinds of issues can an international EAP help with? 

The counseling services offered by pme International address both work-related and personal stressors, such as: 

  • Mental Stress and Acute Crises 
  • Conflicts in the workplace, such as bullying or role conflicts 
  • Relationship and Family Problems 
  • Traumatic Experiences and Psychosocial Emergencies 
  • Addiction and Dependence
  • Questions about parenting and child development 
  • Legal Issues Addressed with the Assistance of Experts and Attorneys 

A family should be understood as a system; therefore, family members are often allowed to use a global EAP as well. The counseling takes a solution-focused approach: Together, participants identify obstacles, develop next steps, and explore appropriate options in their respective countries. 


 

How does pme International work? 

pme International relies on a network model: Experienced EAP providers in various countries collaborate within a shared service ecosystem. Instead of a one-size-fits-all solution from a single global provider, pme combines local expertise with centralized management for the company. This allows services and consulting focus areas to be tailored to regional conditions.  

For HR, this means: a service agreement, reporting, and a single point of contact for multiple countries. Local implementation is coordinated directly with the relevant partner teams.  

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HR Info Webinar: How Does an International EAP Work?

Learn how an international EAP can support employees across national borders and how pme International operates.

🗓️ December 2, 2026 | 9:30–10:00 a.m.

Register for the webinar for free:How Does an International EAP Work?

Why Choose pme International for an International EAP? 

Benefits for HR and Companies

  • Centralized coordination across multiple countries: A service agreement and a reporting framework establish a common framework for the participating countries. 
  • A dedicated point of contact: A key account manager handles contractual and financial matters; on-site implementation can be coordinated directly with the respective partner teams. 
  • Local expertise instead of a one-size-fits-all solution: The partners contribute resources and knowledge of their respective regions. Common quality standards are combined with services tailored to regional needs. 

Benefits for Employees 

  • Quick help when you need it: The anonymous psychological hotline is available 24 hours a day, 365 days a year. Employees receive confidential counseling from qualified professionals. 
  • Counseling in a familiar language: Through the network, support can generally be provided in the individual’s native language. 
  • Support tailored to your needs and circumstances: Local counseling services complement the hotline. This solution-oriented service addresses both work-related and personal stressors—from workplace conflicts to family crises. 

This means that support is not limited to the workforce at the German headquarters. It can also include employees at international locations—tailored to the specific locations and countries where the company operates.  

Request a quote from pme International 

Who are pme's international partners? 

pme International collaborates with EAP and employee wellbeing providers who bring regional expertise and local consulting resources to the table. The ecosystem includes European and global partners. 

The focus is on combining local expertise with a shared commitment to quality. When selecting partners, pme Familienservice looks for comparable qualifications and consulting processes. At the same time, services and areas of focus are adapted to the respective regional context and may therefore differ from pme standards. 

What should HR look for in an international EAP? 

An EAP covering multiple countries must not only be sound from a technical standpoint; it must also be feasible from an organizational perspective. Before making a selection, it is worth clarifying specific questions for each country.  

These questions make it easier to compare offerings and show whether a global EAP meets the needs of both local employees and HR management requirements:

  • Coverage: Which countries, locations, and employee groups are actually included? 
  • Access: How can employees access support—via a hotline, online counseling, or in-person consultations? What are the availability hours for each service? 
  • Language and Context: In which languages are counseling services provided, and what local factors influence the counseling process? 
  • Quality: What qualifications do the professionals have? How are common quality standards integrated with services tailored to regional needs? 
  • Confidentiality and Reporting: What information does HR receive in the reports, and how are confidentiality and data protection ensured during the consulting process? 
  • Responsibilities: Who is the primary point of contact for HR, and with whom will the rollout and local implementation be coordinated? 

What makes a good EAP provider?


 

FAQ: Frequently Asked Questions About pme International 

Is pme International available worldwide? 

Thanks to its ecosystem approach, pme International offers nearly global coverage. Please contact us with any inquiries regarding desired geographic coverage and EAP services. 

Is the counseling service available 24/7? 

The psychological crisis hotline is anonymous and available 24 hours a day, 365 days a year. Local counseling services vary by country and are organized through local partners.  

In which languages can employees receive counseling? 

Through our partner network, we can provide counseling in virtually any language. We will work with you directly to determine which languages and counseling formats are available in your country.  

What topics does the EAP cover? 

The services offered include, among other things, mental health issues, acute crises, workplace conflicts, relationship and family issues, traumatic experiences, addiction, parenting concerns, and legal matters.  

How is quality ensured across countries? 

pme selects partners based on comparable requirements regarding qualifications and consulting processes, as well as ISO certifications. At the same time, services and areas of focus may vary depending on the regional context. 

zero Shaping Employee Participation in the Workplace: What Matters Most

Trainees at the School of Participation stand together as a group
Leadership & HR
28.08.2026 Ifenna Ekezie 4901

How to Foster Participation in the Workplace: From Taking Part to Helping Shape the Future

Complex challenges can rarely be solved on one’s own. They require diverse experiences and perspectives, as well as spaces where contradictions can also come to light. Participation, therefore, is more than just having a say and good facilitation. It is a craft, a leadership skill, and democracy in action.  

This is exactly where the School of Participation comes in; in its first pilot course, two team members from pme Familienservice are being trained as participation designers. The training is intended to serve as a means of evaluation and adjustment, to bring new ideas to the company, and to demonstrate how participation can be successfully implemented in day-to-day work. 

Here's what you'll learn in this post:

What does employee participation mean in a company? 

The Federal Agency for Civic Education defines participation as theactive involvement of members of an organization in their shared affairs. 

Applied to a business context, this means:  

  • Employees are involved,  
  • can share their perspectives and experiences  
  • and contribute to the design of processes and solutions within a clear framework. 

"Effective participation is characterized by the negotiation of different perspectives and contradictions, and is thus democracy in action." – Dr. Ruth Beilharz, graduate in business administration, supervisor, systemic consultant, and member of the School of Participation’s leadership team 

Participation in a company does not mean putting every decision to a large plenary session. Rather, it is about making a conscious decision about who is involved, when, and how.

Good turnout  

  • highlights different perspectives,  
  • creates transparency  
  • and increases the likelihood that the people affected by these solutions will support them. 

"When participation is clearly defined and firmly rooted in the company's values through consensus, decision-making processes can become significantly faster." – Nils Hofert, Head of Human Resources at pme Familienservice

For Nils Hofert, head of human resources at pme Familienservice, this also includes a willingness to critically examine one’s own structures:  

  • Are the decision-making processes transparent?  
  • Are regional and smaller units sufficiently involved?  
  • In what situations is broad participation appropriate—and when is a clear decision by individuals needed? 

Participation as a Future Skill for Modern Leadership 

Work environments are becoming more complex, change processes are accelerating, and decisions are becoming more challenging. At the same time, many employees would like to

  • share their perspective,
  • Take responsibility
  • and influence developments. 

Dr. Ruth Beilharz, a participation expert and member of the School of Participation’s leadership team, sees this as a central task of modern leadership:  

  • People should not merely be informed about changes; they should be made participants in the process.
  • Transparent information, genuine participation, and the joint negotiation of different perspectives can strengthen a sense of identification and responsibility. 

She therefore also views participation as the “art of leading”: the art of guiding people through complex situations without marginalizing their perspectives and sense of self-efficacy in the process. Forcompanies, this ability is becoming a key skill for the future. 

"Learning the art of leadership is increasingly becoming an asset for companies that will set them apart from less successful ones." – Dr. Ruth Beilharz, Leadership Team of the School of Participation 

Work:Life Academy – For Strong Leaders and Teams

The Work:Life Academy at pme Familienservice offers a wide range of seminars and training programs for companies focused on leadership development and employee development.

Whether in-person, online, or as blended learning or blended coaching—we flexibly tailor our seminars and training sessions to the needs of your teams and leaders.

Systemic, solution-oriented, and practical: Work:Life Academy

Understanding Participation as a Craft

If people are to develop solutions together, it's not enough to simply invite them to a meeting. It takes  

  • a good framework,  
  • clear methods  
  • and an attitude that takes different perspectives seriously.  

The training program for participation designers at the School of Participation therefore combines theoretical foundations with practical application. Participants learn about various methods while also exploring a democratic mindset:  

  • How can people work together as equals?  
  • How can social spaces be created and sustained?  
  • How can different perspectives be turned into viable solutions? 

"Facilitating such processes and maintaining social spaces is more than just moderation. It is a craft that must be learned" – Dr. Ruth Beilharz, School of Participation Leadership Team 

The training program itself embodies this commitment: The first training course, in which two team members from pme Familienservice are currently participating, is designed to be participatory—that is, participants can share their experiences and feedback and thus contribute to the program’s ongoing development. 

About the School of Participation

The School of Participation is a collaboration with the educational organization Mehr Demokratie. It trains participation designers for civil society, politics, business, and NGOs. The goal is to strengthen self-efficacy, democratic participation, and, consequently, democratic structures. 

Companies as Places of Learning for Democracy 

According to Ruth Beilharz, companies have not only economic significancebut also social significance:Where people regularly experience that

  • hearing different perspectives,
  • Discrepancies Resolved
  • When processes and decisions are made transparent, democracy can become a tangible part of everyday life. 

"Through their leadership style, companies can become important places for learning about democratic behavior." – Dr. Ruth Beilharz, Leadership Team of the School of Participation 

For pme, promoting participation is therefore linked to the question: 

How can collaboration, leadership, and social responsibility be considered together?

Why pme Invests in Participation 

For pme, participation is not only a socially relevant issue, but also an important part of its corporate culture. This includes,

  • Strengthening democracy in the day-to-day workplace,
  • to break new ground in an open and forward-looking manner,
  • to continuously improve our own structures and offerings,
  • Seeing Diversity as a Strength
  • and to actively involve employees and support their development. 
Founder Gisela Erler leads by example! 

Participation and social responsibility are part of pme's history:

As the founder of pme Familienservice, a social scientist, author, and former State Councilor for Civic Participation in Baden-Württemberg, Gisela Erler has spent decades advocating for civic participation, a culture of democratic dialogue, and concrete support for families.

In 2025, Gisela Erler was awarded the Cross of Merit on Ribbon for her community service. 

 

, the key factor in the decision by two pme-Tem members to participate in the training program to become participation facilitatorswas, in particular, the combination of: 

  • a democratic attitude,  
  • specific methodological knowledge  
  • and its relevance to one's own work with clients. 

The partnership with the School of Participationcombines personal development with organizational development. At the same time, it provides an opportunity to critically examine one’s own processes and exchange experiences with other participating companies. 

"We want to take a critical look at our own processes: Are we really as participatory as we think we are?" – Nils Hofert, Head of Human Resources at pme Familienservice

Two pme employees, two personal paths to participation 

Philip Schmidt, Business Account Manager: Engagement Requires the Right Methods 

Philip Schmidt is already familiar with the concept of participation from his studies in social pedagogy. The program at the School of Participation gives him the opportunity to delve deeper into the subject:

  • He finds the training program to be diverse, both in terms of the range of topics covered and the variety of methods used.
  • In his view, what is particularly noteworthy is the structure of the training program, as it first instills a basic commitment to democracy before moving on to methodology.
  • He really appreciates that, as participants, they can help shape the first course in a participatory way and get involved.

He finds the connection between participation, transformation, and change particularly fascinating:

"When people are involved early on, different perspectives and potential resistance can come to light before they complicate the change process." – Philip Schmidt, Corporate Account Manager at pme Familienservice

However, not every situation requires the same format. The key is to choose theright method at for  

  • therespectivegroup,
  • Research Question
  • and to make a decision. 

In his day-to-day work, he keeps this question in mind: How can participation be shaped in concrete terms?

Melina Friedrich, Early Childhood Educator and Employee Representative: Participation Begins with Listening 

For Melina Friedrich, participation begins with the desire to look more closely and listen more carefully: What is truly important—in society, in business, and in politics?

  • The training program provides her with concrete tools to do this and, at the same time, offers a space where she feels her experiences and personality are acknowledged.
  • She particularly values the open dialogue with her fellow students and the opportunity to help shape the program. 

"For me, participation starts with looking more closely and listening more carefully." – Melina Friedrich, educator at the " childcare center " Wolkenzwerge daycare center in Berlin and member of the pme employee advocacy group Familienservice

She wants to help employees and employers build better relationships, engage in more open dialogue, and make a difference together.

In her daily life, she uses, among other things, the method ofmindful speaking and listening. This method helps her

  • to be present,
  • to listen attentively without jumping to conclusions,
  • and at the same time clearly express one's own position.

What she has learned has long since become a part of not only her work life but also her personal life. 

A Methodological Toolkit for Participation 

Participation can take many different forms. The training provides participants with a diverse set of methods from which they can choose the appropriate tool, depending on 

  • Situation,  
  • Objective,
  • affiliated group.

The following examples provide an initial insight into methods that Philip and Melina have learned during their training as participation facilitatorsor already use in their daily lives: 

  • Systemic Consensus-Building: This is not simply about reaching a majority decision. Instead, it brings potential resistance to light: Who still has reservations about a solution—and why? These objections can then be addressed in a targeted manner.  
  • “1-2-4-All”: This method involves all participants step by step: First, each person reflects on a question individually; this is followed by a discussion in pairs, then in groups of four, and finally as a whole group. This allows for a variety of perspectives—not just those of the quickest or loudest voices.  
  • Mindful Speaking and Listening: Melina Friedrich is certified in this method. It helps her to be fully present and listen attentively without jumping to conclusions, while at the same time expressing her own perspective clearly and honestly. In her interactions with children, parents, and her team, Melina finds that this makes conversations feel “more genuine.” 
  • Liberating Structures: These structures help her design facilitation sessions in a way that involves as many participants as possible. They are part of her personal toolkit and help her choose the appropriate participatory formats depending on the situation. 

What happens next? 

Participation begins with an attitude— —and is made effective through sound methods. At pme, this gradually gives rise to a shared learning process:

  • Philip Schmidt and Melina Friedrich introduce new perspectives and tools,
  • pme is reviewing its own structures,
  • And the School of Participation provides a wide range of knowledge, experience, and a space for exchange. 

The goal is not to have an immediate answer to every question, but rather

  • bringing the right people together,
  • to highlight different perspectives
  • and to work together to develop viable next steps.

In this way, participation at pme Familienservice can become a skill,

  • empowers employees,
  • improved cooperation
  • and makes democratic culture a tangible part of everyday work life. 

Frequently Asked Questions

What is the training program to become a participation facilitator? 

The Participation Designer training program at the School of Participation instills a democratic mindset and teaches concrete methods for shaping participatory processes in society, politics, business, and NGOs. Participants learn how to purposefully engage people, bring different perspectives to light, and support decision-making in a transparent manner. 

Why does pme support vocational training? 

pme supports training because participation is important for working with clients, collaboration, and change processes. The knowledge gained should be applied to other areas of the company. 

Does participation mean that everyone decides everything? 

No. Participation does not mean that every decision must be made by everyone. It is about finding the right framework for participation, clarifying responsibilities, and ensuring that decisions are transparent and accountable. 

How do pme employees and others benefit from the training? 

The training program strengthens personal and methodological skills. It helps participants conduct conversations more thoughtfully, facilitate group discussions more effectively, and foster participation in a targeted manner in a variety of situations. 

Janina Krüger

Business customer support

Contact:

janina.krueger@familienservice.de