Managing Risk in an Ageing Workforce

As the UK workforce continues to age, employers face a growing challenge: how to support experienced employees to remain healthy, productive and safe at work for longer. With demographic change accelerating and working lives extending, organisations that fail to adapt risk higher injury rates, skills shortages and the loss of valuable institutional knowledge.

An Older Workforce Is Now The Norm

The UK’s workforce is ageing rapidly. Around a third of people currently in work – approximately 11 million individuals – are aged 50 or over, while 1.6 million people aged over 65 remain in employment. By 2030, it is estimated that more than half of the UK workforce will be aged 50 or older, a trend driven by longer life expectancy and increases in the state pension age.

This shift is already visible in labour market data. In 2024, the average age at which people left the workforce reached its highest level since Office for National Statistics (ONS) records began in 1984: 65.7 years for men and 64.5 years for women. For many employers, older workers are no longer the exception but a core part of their workforce.

Safety Risks and Accident Rates

Health and safety data suggests that age does matter when it comes to workplace risk, particularly for serious injuries. Fatal injury statistics published by the Health and Safety Executive (HSE) show that from the age of 25, the rate of fatal injuries per 100,000 workers increases steadily with age.

Workers aged 60–64 have a fatal injury rate around twice the average for all ages, while for those aged 65 and over the rate is four times higher. In 2024/25, 49 of the 124 workers killed in work-related accidents in Great Britain were aged over 60, despite this age group accounting for only 12 per cent of the workforce.

The picture for non-fatal injuries is less clear, partly due to significant under-reporting. However, available data shows that injury rates per 100,000 employees are significantly higher for workers aged over 55 than for those aged 16–54.

Importantly, the data does not explain whether age-related factors directly caused these injuries, or whether older workers were simply exposed to unsafe working conditions. Previous HSE research found no evidence that older workers have more workplace accidents than younger colleagues. It did, however, find that when accidents do occur, older workers are more likely to suffer serious injuries, permanent disability or death.

Avoiding Assumptions and Discrimination

Good occupational health and safety management protects workers of all ages. Employers should not carry out specific risk assessments purely because an employee has reached a certain age, as this risks stereotyping and discrimination.

Instead, risk assessments should be reviewed whenever there is a change in circumstances, such as a new task, new equipment, or a change in an employee’s health or fitness – regardless of age. An individual, needs-based approach is both legally and ethically sound.

That said, an ageing workforce does mean that more employees may be living with long-term health conditions such as diabetes, arthritis or hypertension. Many of these conditions are now well managed with medication and, in most cases, do not pose a safety risk at work. Employers should focus on capability and support, rather than diagnosis or assumptions.

Driving and Occupational Road Risk

Driving is another critical area for consideration. Employers have a legal duty to ensure that all employees who drive for work are fit to do so, regardless of age. Employees also have a personal responsibility to only drive when they are medically and physically fit.

Age-related changes that can affect driving include deteriorating eyesight, hearing loss, slower reaction times, reduced mobility and the effects of certain medications. These issues are not exclusive to older drivers, but they may become more common with age.

Physical Demands and Musculoskeletal Risk

Ageing can affect bone density, muscle strength and recovery time, increasing the risk of musculoskeletal disorders (MSDs), particularly in physically demanding roles or those involving repetitive movements. Sectors such as construction, manufacturing, logistics and healthcare may be especially affected.

If there are concerns about the physical demands of a role, employers should consult the employee directly rather than assuming the work is “too much” for them. Many modern workplaces already use technology and mechanical aids that reduce physical strain, from lifting equipment to automation and ergonomic tools.

A robust risk assessment can identify where control measures are needed, helping to prevent MSDs from developing and reducing the likelihood that existing conditions will worsen. Small adjustments – such as task rotation, altered working hours, improved seating or rest breaks – can make a significant difference.

Mental Health, Isolation and Remote Work

Risk management for older workers should not focus solely on physical health. Psychosocial risks are equally important. Research into remote and desk-based work has found that employees aged 55 and over are twice as likely as younger colleagues to report feelings of loneliness. Three-quarters say they struggle with work–life balance when working from home.

As hybrid and remote working become more common, employers should consider how to maintain social connection, support mental wellbeing and ensure older workers are not inadvertently isolated. Regular check-ins, inclusive communication practices and opportunities for mentoring and collaboration can help address these risks.

Supporting Longer, Safer Working Lives

People are living and working longer than ever before. With effective, inclusive risk assessment practices that focus on individual needs rather than age, there is no reason why extended working lives should be less safe.

Older workers bring experience, skills, stability and institutional knowledge that are difficult to replace. Any adjustments to the workplace or working practices that help them remain safe and productive are not only worthwhile but represent a sound investment.

By planning ahead and adapting to an ageing workforce, employers can protect their people, retain critical expertise and ensure that longer working lives are both healthy and sustainable.