Why is ageing relevant for occupational safety and health?
Ageing of the population in Europe
The population across the EU has been ageing significantly over recent decades: a trend that is set to continue and intensify. The following graph shows that the
The age that divides a population into two numerically equal groups; that is, half the people are younger than this age and half are older. (Source)
has increased significantly over recent decades and is projected to continue rising.
The age that divides a population into two numerically equal groups; that is, half the people are younger than this age and half are older. (Source)
The ageing of the population goes hand-in-hand with the ageing of the workforce. Fewer young people are entering the labour market, while the proportion of older people (aged 55-64 years) in the workforce is growing.
Age composition of the working population (1990-2060)
Within Ireland the share of the population aged over 65 years was 13% compared to an EU average of 18% in 2013. The numbers of people working between 55 and 64 years has decreased since 2008, with 51% of this age group employed. Employment rates within the age group 65 years and older were 8.6% in 2012.
There are no fixed retirement ages within Ireland but those are set in the contract of employment. For workers in public service retirement ages have been raised to 66 years for those joining since 2014 and 68 years from 2028.
Discrimination on the basis of age has also been updated in 2016 via the Equality (Miscellaneous Provisions) Act 2015 where an employer can set a mandatory retirement age as long as it can be objectively justified.
New challenges for occupational safety and health
The ageing of the workforce creates new challenges for safety and health at work:
- People will have to work longer, which potentially means longer exposure to workplace hazards. This is a risk factor for many work-related health problems (e.g. musculoskeletal disorders) and occupational diseases.
- With people having to work longer, chronic health problems (e.g. cardiovascular diseases, hypertension, chronic respiratory conditions and diabetes) will be more prevalent within the workforce (read more).
The ageing workforce and the changing world of work
Technology and globalisation have significantly changed the way people work and the types of risks that occur at the workplace. The number of people carrying out Sedentary work refers to jobs that are characterised by minimal movement and low energy expenditure. Sedentary work often requires the worker to sit down for a long period of time. is rising, and prolonged sitting and inactivity increase the risk for many health problems, such as
Work-related musculoskeletal disorders (MSDs) refer to health problems affecting the muscles, tendons, ligaments, cartilage, the vascular system, nerves or other soft tissues and joints of the musculoskeletal system. Work-related MSDs are associated with repetitive and strenuous work. These health problems range from discomfort, minor aches and pains, to more serious medical conditions which can lead to permanent disability. (Source)
, cardiovascular diseases and some types of cancer. Moreover,Psychosocial risks are those aspects of work design and the organisation and management of work, and their social and environmental context, which may have the potential to cause psychological or physical harm. Issues such as work-related stress, workplace violence and harassment are linked to psychosocial risks. (Source)
are more prevalent. These changes, in combination with the ageing of the workforce, create additional challenges for safety and health at work.Occupational safety and health management
Good occupational safety and health management throughout the working life, including risk prevention on the one hand, and workplace adaptations to match changing functional capacities on the other, is crucial to address the abovementioned challenges. Unbiased information on ageing and its impact on work is necessary for effective health and safety management in the context of an ageing workforce.
Managing people from different generations at the workplace
More than ever before, organisations comprise workers from different generations with varying needs, expectations and cultures, and are facing specific challenges related to an increasingly older labour force.
The ageing of the workforce and the related challenges imply a new approach to managing age in workplaces. Organisations that don't appreciate the impact of an ageing workforce and the need to address the challenges, may be putting their productivity and competitiveness at risk.
Age management refers to the various dimensions by which human resources are managed within organisations with an explicit focus on ageing and, also, more generally, to the overall management of the workforce ageing via public policy or collective bargaining. (Source)
Essential principles of age management include:
- An emphasis on prevention rather than reactive problem solving;
- A focus on the whole working life and all age groups, not just older workers; and
- A holistic approach encompassing all dimensions that contributes to effective age management.
Age management refers to the various dimensions by which human resources are managed within organisations with an explicit focus on ageing and, also, more generally, to the overall management of the workforce ageing via public policy or collective bargaining. (Source)
Essential principles of age management include:
- An emphasis on prevention rather than reactive problem solving;
- A focus on the whole working life and all age groups, not just older workers; and
- A holistic approach encompassing all dimensions that contributes to effective age management.