The average age of the Spanish working population exceeds 43 years and the figure continues to rise. In sectors such as manufacturing, construction and the civil service, workers aged over 55 already account for a significant proportion of the workforce. Ignoring this reality has a direct and measurable cost: increased absenteeism due to musculoskeletal problems, lower productivity in unsuitable roles, loss of talent due to early retirement, and legal risk arising from non-compliance with Article 25 of the LPRL. Adapting workplaces to an ageing workforce is not merely a matter of welfare: it is a management decision that affects the bottom line.
An ageing workforce as a strategic reality in 2026
The PRL 2026 Plan The Ministry of Labour’s report places specific emphasis on particularly vulnerable workers, with explicit reference to older workers. The scientific evidence is consistent: from the age of 45–50 onwards, musculoskeletal risks increase, it takes longer to recover from accumulated fatigue, adapting to technological changes takes more time, and the risk of cardiovascular disease in physically demanding jobs rises significantly. Absenteeism amongst workers aged over 55 is not a question of attitude: it is the result of jobs that have not been adapted over the course of decades of working life.
Risks specific to older workers: what the evidence says and what the law requires
The Article 25 of the LPRL It establishes the employer’s obligation to protect particularly vulnerable workers, including older workers where their biological circumstances so warrant. The most well-documented risks among older workers are: musculoskeletal disorders due to cumulative exposure to awkward postures or the handling of loads, eye strain when working at a computer screen or in poorly lit environments, increased cardiovascular vulnerability in physically demanding or high-stress jobs, and difficulty in adapting rapid technological changes without adequate training. The job risk assessment must explicitly take these factors into account when the workforce includes older workers, and health surveillance must be tailored to the specific risks associated with each age group. This ties in directly with what we highlighted when discussing the Work-related stress in teams: Older workers who cover for colleagues during periods of holiday or rota changes are particularly vulnerable to the build-up of fatigue.
Intergenerational ergonomics: how to adapt the workstation without discriminating
Making a workstation ergonomically suitable for older workers does not mean creating a different workstation or labelling the worker as having a disability: involves applying the principles of universal design which benefit all workers. Height-adjustable furniture, sufficient, glare-free lighting, a reduction in physical strain through the use of mechanical aids, structured active breaks and a work schedule that avoids permanent night shifts for those aged 55 and over are measures that improve conditions for the entire workforce and which are particularly crucial for older workers. Well-documented ergonomic adaptations also provide the best defence against a claim for an occupational disease or work-related accident.
Select the measures already in place to see your level of adaptation and the priority areas.
Preventative healthcare for older workers: nutrition, exercise and medical check-ups
The programmes of age-specific health monitoring They are one of the most cost-effective measures in the management of older workforces. A standard medical examination does not detect the specific risks faced by workers aged over 55: what is needed is a specific musculoskeletal assessment, a cardiovascular assessment tailored to the physical demands of the role and a basic assessment of functional capacity. Preventive health programmes that include adapted physical exercise (particularly strength and mobility) and nutritional guidance have been shown to reduce medium- and long-term absenteeism amongst older workers. They are not a luxury: they are an investment that yields a measurable return in less than two years for companies that have systematically implemented them.
Knowledge management: how to retain the knowledge of older workers before they retire
The tacit knowledge that a senior employee accumulates over decades is not to be found in any manual: it is in their head, in their relationships and in their judgement. When that employee retires without a knowledge transfer plan, the company loses something it cannot easily buy or recover. The succession plans by key role, the intergenerational mentoring and the structured documentation of critical processes These are the three most effective ways of retaining that knowledge before it is lost. Intergenerational mentoring also has a very valuable side effect: it boosts senior employees’ sense of contribution, improves their motivation in the final years of their careers and speeds up the integration of new recruits.
Tailored training for older workers: what works and what doesn’t
Training for older workers requires the application of the principles of adult learning (andragogy): Building on previous experience, linking new knowledge to real-life situations, respecting individual learning pace and prioritising practice over theory. What doesn’t work is applying the same e-learning formats designed for younger learners: a fast pace, unintuitive interfaces and a lack of practical context. What does work is the practical and progressive micro-training, blended learning formats supported by a mentor or facilitator, and training programmes focused on specific job-related skills. Training in digital skills is a particularly sensitive issue: a senior employee who perceives digital training as a test of their limitations will resist learning; one who sees it as a tool to do their job better will embrace it. From the Educa.Pro’s Health and Wellbeing catalogue You’ll find training programmes tailored to senior professionals, using specific adult learning methods and offering FUNDAE funding options.
An ageing workforce is not a problem: it is a reality for any organisation that retains its staff. Managing it effectively, with specific adjustments and appropriate training, is what turns that reality into a competitive advantage.
