2008 International Innovative Employer Award Summaries
Source: AARP.org | September 2008
The AARP International Innovative Employer Awards are intended to recognize non-U.S.-based employers who have demonstrated innovative workforce or human resource practices that address issues relevant to workers age 50 and older.
At a time when the percentage of workers age 25 to 44 is declining, older adults are a more important component of the global workforce than ever before—a fact that select employers are recognizing and implementing policies to address. By recognizing employers around the world that have demonstrated innovative efforts to address issues relevant to older workers, AARP encourages all employers to create a mutually beneficial environment that values the potential of younger and mature workers alike.
Several collaborating organizations with expertise on age and employment issues, from around the globe, joined AARP in promoting and designing this award including: TAEN–The Age and Employment Network (United Kingdom); The Gerontology Institute at Dortmund University (Germany); Council for Third Age (Singapore); National Trades Union Congress (Singapore); the Singapore National Employers Federation (Singapore); and NIKKEI (Japan).
2008 Winners
West Bromwich, United Kingdom
Public Hospital/Health care
1,269 employees; 24 Percent Age 50+
As a group working to strengthen the voice of people age 50+, Agewell connects older people with other voluntary and community-sector groups. As part of their initiatives, the Midlife Future Planning program is available to all employees to consider the changes they will face in later life. Flexibility in work arrangements is a priority, so that staff can find the appropriate work/life balance. In addition, Agewell has no mandatory retirement policies.
Public Hospital/Health care
1,269 employees; 24 Percent Age 50+
As a group working to strengthen the voice of people age 50+, Agewell connects older people with other voluntary and community-sector groups. As part of their initiatives, the Midlife Future Planning program is available to all employees to consider the changes they will face in later life. Flexibility in work arrangements is a priority, so that staff can find the appropriate work/life balance. In addition, Agewell has no mandatory retirement policies.
Singapore
Public Hospital/Health care
1,606 employees; 14 Percent Age 50+
Alexandra Hospital initiated several programs to promote lifelong learning and wellness among older workers. WOW, “Wellness for Older Workers,” is a program that serves to empower mature workers with the skills, knowledge, and attitude to take charge of their health and lifestyle. The hospital has also implemented a series of workplace redesigns to make work less physically strenuous on its aging workforce.
Public Hospital/Health care
1,606 employees; 14 Percent Age 50+
Alexandra Hospital initiated several programs to promote lifelong learning and wellness among older workers. WOW, “Wellness for Older Workers,” is a program that serves to empower mature workers with the skills, knowledge, and attitude to take charge of their health and lifestyle. The hospital has also implemented a series of workplace redesigns to make work less physically strenuous on its aging workforce.
London, United Kingdom
Communications
108,505 employees; 29 Percent Age 50+
BT offers a wide variety of flexible work arrangements through its “Achieving the Balance” portfolio. These arrangements help older employees make the transition from full-time employment to retirement. The Career Life Planning Tool, another innovative BT program, helps employees develop their careers at every stage and accounts for changes that may emerge during employment.
Communications
108,505 employees; 29 Percent Age 50+
BT offers a wide variety of flexible work arrangements through its “Achieving the Balance” portfolio. These arrangements help older employees make the transition from full-time employment to retirement. The Career Life Planning Tool, another innovative BT program, helps employees develop their careers at every stage and accounts for changes that may emerge during employment.
Windsor, United Kingdom
Utilities
29,069 employees; 13 Percent Age 50+
Centrica strives to create an age-diverse workforce through many measures. Two such tactics include an Age Action Group, which convenes managers from across business units to create a detailed action plan addressing the company’s aging workforce. Centrica also has an Age Awareness e-learning package for managers and employees to raise awareness about age-diversity issues. The company also supports work-life balance through comprehensive, flexible work policies and a caregivers’ network.
Utilities
29,069 employees; 13 Percent Age 50+
Centrica strives to create an age-diverse workforce through many measures. Two such tactics include an Age Action Group, which convenes managers from across business units to create a detailed action plan addressing the company’s aging workforce. Centrica also has an Age Awareness e-learning package for managers and employees to raise awareness about age-diversity issues. The company also supports work-life balance through comprehensive, flexible work policies and a caregivers’ network.
Berlin, Germany
Transportation Services
192,887 employees; 35 Percent Age 50+
Deutsche Bahn has taken a proactive approach to mitigating the effects of demographic change through ten special human resources initiatives and programs. One such initiative, DB Experience, focuses on preserving and enhancing the employability of older employees through qualification-building and advanced training. This is accomplished through seminars that promote the value of older workers and a balanced composition of work teams by age, to ensure appropriate knowledge transfer and intergenerational cooperation.
Transportation Services
192,887 employees; 35 Percent Age 50+
Deutsche Bahn has taken a proactive approach to mitigating the effects of demographic change through ten special human resources initiatives and programs. One such initiative, DB Experience, focuses on preserving and enhancing the employability of older employees through qualification-building and advanced training. This is accomplished through seminars that promote the value of older workers and a balanced composition of work teams by age, to ensure appropriate knowledge transfer and intergenerational cooperation.
Nottingham, United Kingdom
Insurance
712 employees; 9 Percent Age 50+
Domestic & General Group Limited sought to attract and retain older workers for their experience, loyalty, and reliability by implementing a number of age-positive recruitment strategies. Materials for recruitment and assessment were tailored to resonate with various generations.
Insurance
712 employees; 9 Percent Age 50+
Domestic & General Group Limited sought to attract and retain older workers for their experience, loyalty, and reliability by implementing a number of age-positive recruitment strategies. Materials for recruitment and assessment were tailored to resonate with various generations.
Telephone interviews have been used in the first stage of the hiring process to avoid age bias.
Employees at Domestic & General Group Limited are also encouraged to become Age Positive Ambassadors, some of whom represent the company at recruitment fairs.
Horsens, Denmark
Municipal Government
5,662 employees (969 teachers); 36 Percent Age 50+ (48 Percent Age 50+ among teachers)
Standing out among policies in the Municipality of Horsens is “The Good Working Life” project to motivate older teachers to continue working rather than entering retirement. Following implementation of this comprehensive policy to retain older teachers, employment among teachers age 60+ doubled from 4.1 percent to 8.3 percent of teachers from 2000 to 2006.
Municipal Government
5,662 employees (969 teachers); 36 Percent Age 50+ (48 Percent Age 50+ among teachers)
Standing out among policies in the Municipality of Horsens is “The Good Working Life” project to motivate older teachers to continue working rather than entering retirement. Following implementation of this comprehensive policy to retain older teachers, employment among teachers age 60+ doubled from 4.1 percent to 8.3 percent of teachers from 2000 to 2006.
Special mentoring programs also resulted from the initiative, through which younger
teachers learn from the experiences of their older counterparts. New teachers benefit from the knowledge transfer and from a work culture characterized by intergenerational teamwork.
Kronach, Germany
Electronics Industry
926 employees; 32 Percent Age 50+
A particularly innovative aspect of Loewe’s approach to older workers is its emphasis on educating executives on the need to develop sound strategies within the context of an aging workforce. This is one of four action areas covered under Project 67, a company initiative aimed at addressing demographic developments in its workforce.
Electronics Industry
926 employees; 32 Percent Age 50+
A particularly innovative aspect of Loewe’s approach to older workers is its emphasis on educating executives on the need to develop sound strategies within the context of an aging workforce. This is one of four action areas covered under Project 67, a company initiative aimed at addressing demographic developments in its workforce.
A second action area aims to counteract the risks of decline in health and productivity associated with final assembly production by introducing job rotation and a greater variation in assembly line duties. Such policies help prevent joint and skeletal disorders arising from repetitive movements common to assembly-line workers.
Waldkirch, Germany
Industrial Equipment and Commercial Machinery
1,879 employees; 17 Percent Age 50
Mature workers at SICK AG serve as mentors for younger employees through mixed-age training groups and project teams. Moreover, the company maintains strong ties with retired employees by inviting them to company functions. SICK AG also puts significant emphasis on employee health with a project addressing how healthy aging can be achieved in the workplace, as well as through comprehensive flexible work options.
Industrial Equipment and Commercial Machinery
1,879 employees; 17 Percent Age 50
Mature workers at SICK AG serve as mentors for younger employees through mixed-age training groups and project teams. Moreover, the company maintains strong ties with retired employees by inviting them to company functions. SICK AG also puts significant emphasis on employee health with a project addressing how healthy aging can be achieved in the workplace, as well as through comprehensive flexible work options.
Singapore
Public Hospital/Health care
14,800 employees; 18 Percent Age 50+
SingHealth’s approach to mature workers utilizes a “Silver Connection Consultant,” who provides guidance on career transitions and management of older employees. In addition, a number of programs provide opportunities to upgrade skills and acquire new knowledge. SingHealth has also invested heavily in automation and mechanization to alleviate job-related physical demands, making work more suitable for older employees.
Public Hospital/Health care
14,800 employees; 18 Percent Age 50+
SingHealth’s approach to mature workers utilizes a “Silver Connection Consultant,” who provides guidance on career transitions and management of older employees. In addition, a number of programs provide opportunities to upgrade skills and acquire new knowledge. SingHealth has also invested heavily in automation and mechanization to alleviate job-related physical demands, making work more suitable for older employees.
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