The Age Strategy Imperative: Protect Growth. Unlock Performance.

Below are the standout insights from the day.

1. Leadership Problem = Productivity Problem = Growth Problem

Opening the summit, Lyndsey Simpson, Founder & CEO of 55/Redefined, delivered a stark message: poor leadership decisions around age impact on business outcomes and career choices.

The cost of age-related litigation has escalated dramatically in recent years, rising from thousands of pounds per case to an eyewatering $103 million settlement in the most extreme example. Ignore age bias, and the financial risk is real.

Get your age strategy right, however, and the upside is significant.

As Lyndsey noted:

“Organisations with multigenerational teams are 288% more likely to exceed financial targets.”¹

2. The War for Talent Isn’t Going Away

In the context of age, what does the number 76 mean to you? For Tesco Ireland, it’s the gap between the youngest and oldest person who works in their stores. The oldest, a sprightly 92-year-old, still works five days a week for three hours a day. ‘It’s because she wants to, and she loves the social interaction.’

If it keeps her active, it also reflects the age demographics in the local community. Keeping it local is very important to the Tesco mantra of serving the community.

But with near full employment in Ireland, competition for talent remains intense.

Tesco Ireland shared how attracting and retaining experienced workers has become critical to sustaining growth. Showing people that their future matters - particularly in midlife - builds loyalty, reduces churn and keeps skills in the business for longer. The Me/Redefined programme helped Tesco to extend careers by a projected 3.5 years longer than otherwise would be the case.

Maurice Kelly, People Director at Tesco Ireland, explained that the aspirations of midlife workers are shifting. The roll-out of Me/Redefined in a Proof of Value concept demonstrated that financial well-being remains an overlooked issue well into later careers, while the social connection of work continues to be a powerful motivator for many colleagues to stay engaged.

Crucially, well-being talent that reflects the local community also strengthens customer trust and brand relevance.

Emotional well-being was much more important for men than for women at Tesco Ireland. From the platform, it found that one-in-five (20%) of men indicated that emotional well-being was the most important reason for working, whilst not registering at all for women. The rest was split between purpose and meaning (17%); fun and engagement (17%); and personal growth and learning (20%).

For women, there was an almost even split among purpose and meaning (36%), physical wellbeing (44%), and fun and enjoyment (36%) as the real benefits from working.

3. Reflect Your Customer Base

For Just Group, aligning workforce demographics with its customer base was a strategic priority. With many customers aged over 50, retaining experienced employees was a crucial business imperative.

Just’s age strategy mission is to build a workplace where people can thrive at every stage of life. And the data backs this up.

With around 75%² of roles classed as highly skilled in financial services - including actuaries, accountants and specialists - the 55/Redefined Age Data Diagnostic revealed that employees aged 55–65 were among the most engaged groups in the business.

Experience, it turns out, is not a risk. It’s an advantage.

4. The Age Rebellion: Rethinking Retirement

Midlife doesn’t come with an expiry date - and neither should careers.

Lyndsey Simpson also shared insights from her upcoming book, The Age Rebellion, launching in May. She challenged the traditional idea of retirement as a finish line, describing it instead as a “false dawn” for many people.

After around 18 months, the initial novelty often fades. The sense of purpose, belonging and momentum disappears — and many are left asking, “What now?”

With longer lives ahead - often 30 years or more - the question isn’t whether people want to keep contributing, but whether workplaces are designed to let them.

👉 Preorder 'The Age Rebellion' from your retailer of choice
💡 Enter now for a chance to win £300 in Virgin Experience vouchers.

5. Intergenerational Teams in Action

A panel featuring John Lewis Partnership, Cornerstone, Unilever, and Blue Moth Consulting brought the benefits of intergenerational working to life.

Steven Wear from John Lewis Partnership shared how experienced truck drivers have become invaluable mentors for newer recruits, passing on judgement, safety awareness and real-world insight.

At the same time, younger drivers - more comfortable with digital tools - helped bring experienced colleagues up to speed with in-cab technology.

“It’s about getting all ages talking to each other,” Wear explained.
“That’s what’s made it so impactful.”

Unilever has also developed its UWork model, introducing flexible working and short-term assignments that are especially appealing to midlife workers. When not on assignment, people are free to travel, study, care for family members or even work elsewhere.

It is a win-win situation, Unilever gets to keep its experienced talent; staff can choose a more flexible approach to life and work.

Final Word: Why Age Strategy Matters

Did you know:

• By 2033, nearly 1 in 3 people aged over 70 expect to still be working³
• The single biggest improvement to the UK’s fiscal outlook is incentivising midlife workers to remain in - or return to - work⁴
• £109bn is the estimated economic output of people aged 50–54

The message is clear: engage your midlife workforce, talk openly about future plans, and ensure your organisation reflects the customers you serve.

Without an age strategy, you don’t have a growth strategy.

👉 Arrange an Age Strategy Consultation
👉 Missed the summit? Register for our November event.

🌍 Get involved in Age Pioneers Week this November. Learn more here.

_______________________________

Sources

1. Gartner
2. Financial Services Skills Commission
3. Korn Ferry
4. Preparing for an Ageing Society, House of Lords