age diversity at work

8/7/2019 Age Diversity at Work

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age diversityat workA practical guide

for business

Being positive about

www.agepositive.gov.uk


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Estimates of the cost to theeconomy of ageism in employmentrange from 16 billion (Winning theGeneration Game, Cabinet Office,2000) to 31 billion (Ageism: TooCostly to Ignore, Employers Forumon Age, 2001) every year.

Foreword

A code of practice

Measures of success

Are you already positive about age?

Guidance:RecruitmentSelection

PromotionTraining and developmentRedundancyRetirement

Frequently asked questions

What is anAge Positive Champion?

Final word

Useful contacts

Contents


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In 1999 I wrote the foreword for the Code of Practiceon Age Diversity in Employment. The code, which

is voluntary, has already helped many employers tochange their employment practices for the better.But we still need to do a lot of work to tackle age

discrimination in the workplace, which is why we have produced thisupdated version of the code.

Why does age discrimination still affect the way some employers work?Surely, the aim of any sensible employment strategy is to find theright employee for the job, encourage them to develop, and continueto benefit from their skills, knowledge and experience for as long as isreasonable.

There are proven advantages to having a workforce of different ages.Organisations ranging in size from international banks to small localcompanies have already realised that employers who discriminateunfairly lose out.

Being positive about age is not about comparing stereotypes of olderand younger workers - its about building an effective workforce ofdifferent ages. Its also about making sure that employees have theskills and the support they need to develop their own potential andimprove business performance.

This updated version of the code doesnt lecture employers about whatthey should do. Instead, it asks them to think about what they could doto remove age discrimination from their employment practices. It

includes employers who are already positive about age talking aboutwhat they have achieved and how they have benefited.

The guidance from the original version of the code is presented as aseries of brief questions. I hope that employers reading it will be able toanswer Yes to all of these.

Right Honourable Andrew SmithSecretary of State for Work and Pensions

Foreword

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+ RecruitmentBased on skills, abilityand potential

+ SelectionBased on skills and ability

+ PromotionBased on ability or potential

+Training and developmentEncourage all employees

+ RedundancyBe unbiased and useemployees skills

+ RetirementConsider individualand business needs

A code of practice

Age diversity at work meansemploying people of all ages,and not discriminating againstsomeone because of how old theyare. The code covers good practicein six areas of employment.

The main factor in successfullydelivering good practiceis the genuine commitmentof management to put it intopractice and communicate itthroughout the organisationand beyond.


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Measures of success

Recruitment+ People from all age

groups apply for jobs.

Selection+ People who select new

employees are trained inequal opportunities.

+ Monitoring shows that ageis never an issue.

Promotion+ Employees understand your

policy on promotion and careerdevelopment, and think thatit is honest.

+ There is a mixed-ageworkforce at all levels.

Training and development+ People of all ages take up

training and developmentopportunities.

+ Results are monitored.

Redundancy+ Redundancy procedures are

used that are based on business

needs rather than age.+ Employees and their

representatives are involved inplanning for redundancy.

Retirement+ There is an agreed, flexible and

fair retirement policy, which allworkers know about.

Employers who follow the simpleprinciples set out in the code ofpractice will want to be sure thatchanges to their employmentpractices are having a positiveeffect.

The following list of measuresdoes not cover everything, but it

does support the advice offeredby the code.


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Around one in four

people aged 50 to 69have experienced agediscrimination whenworking or lookingfor work.Evaluation of the Code of Practice on Age Diversity inEmployment, Department for Work and Pensions, 2001

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Many employers are already reapingthe rewards of having a workforcemade up of different age groups.Heres a quick checklist to seeif youre one of them.

+ Are all your employees aware thatyour equal opportunities policyincludes being positive about age?

+ Have you reviewed your existingemployment procedures andpolicies, and removed any agediscrimination?

+ To check that there are no hiddenage barriers in your recruitment,selection and promotion processes,

do you record the number ofcandidates of different age groupswho are:

+ applying;+ short-listed;+ interviewed; and+ appointed?

+ Do you encourage employees of allages to develop their potential?

+ Have you removed age as afactor when making decisions aboutredundancy?

+ Do you offer employees fair andflexible retirement options?

+

Do you have a good spread of agesat all levels in your organisation?

If you have answered Yes to allthese questions, wed like to hearfrom you. By being part of the AgePositive campaign, youll be able toshare your experiences with otheremployers and raise your own profile

as an employer of choice.Visit www.agepositive.gov.ukor e-mail us [email protected]

Are you alreadypositive about age ?


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Guidance7

By using age as a recruitmentcondition, you are showing potentialemployees that you are an employerwho discriminates unfairly. Be anemployer of choice. Make it clearthat you recruit people on thebasis of their skills and ability,not their age.

In your job adverts, you should:+ avoid giving age limits

or age ranges;

+ avoid age restrictions, suchas 'young graduates', 'matureperson' or according to ageand experience; and

+ where possible, ask for relevantexperience, skills and abilityrather than insisting on particularqualifications. For example, aphrase like Only people withGCSE English need apply willexclude all those who left schoolbefore GCSEs were introduced.

A better phrase might be Goodcommunication skills required.

Recruitment send the right mess age

Do you think about where andhow jobs are advertised?

+ Younger people might be morelikely to use careers adviceservices, Jobcentre Plus andnewspapers.

+ Older people might rely oncommunity and businessnetworks.

+ Do you make sure thatapplication forms only ask for

job-related information?

If you use recruitmentconsultants, do you make surethat they know you are positive

about age?


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Eden BrownEden Brown is a recruitment, trainingand human resources consultancywith offices around the country. InNovember 2000, Eden Brown wasthe first company to receive theGovernment's Age Diversity inRecruitment Award of Excellence.

"Eden Brown is a remarkablecompany of people who believepassionately in diversity inemployment. The company has

moved the issue of age diversityforward to a degree that faroutweighs the achievements ofmany, much larger, organisations.

We aim to attract, develop and retainthe best and most diverse talent in asector that is traditionally perceivedas young; and to become known asan employer of choice.

Our policies and procedures havebeen thoroughly overhauled. Regular

monitoring has proved theeffectiveness of new procedures in

improving the age profile of thecompany and that of our contractors.

A human resources member ispresent for every interview, ensuringthat our new policies are a) adheredto, and b) explained to potentialemployees.

We have implemented newadvertising standards, which includeno mention of, or indirect referenceto, age. We provide Age Positivetraining to clients, and over the lastfour years our external campaignhas been phenomenally successfulin terms of media interest and hasclearly affected attitudes amongour clients."

Ian Wolter , Managing Director

"Natural Gas Services Ltd was setup in 1995 by five former British Gasengineers and managers in their40s and 50s. Instead of planning forearly retirement, we set up our owncompany. We now run a successfulgas installation and service companybased in Hull, which has increasedturnover threefold.

We first read about Age Positive inour local newspaper and registeredour interest right away. We hadalready operated an Age Diversity

Policy for some time but felt itwould be more beneficial to haveit written down. The Policy is nowcommunicated to all staff vianewsletters and DevelopmentGroup Meetings.

We recruit from all age groups - 48,31, 18, 26. Each end of the scale hassomething to give and learn - andthat benefits our staff and thecompany as a whole."

Roy Bailey , Managing Director

Natural GasServices Ltd


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Selecting new employees can taketime, and may include a numberof different stages, for example,sifting, interviewing and testing.Allowing age discrimination to creepin at any stage can restrict youraccess to good candidates by asmuch as a quarter, if not more.You may overlook the best personfor the job.

Dont make it harder for yourself -select fairly and consistently, basedon individual ability.

When sifting through applications,do you focus on skills, abilities andpotential and ignore age? Some AgePositive employers use applicationforms that allow them to removedetails of age, sex, ethnic origin,and so on until after the selectionprocess.

Selection increase your percent age

Do your interviewers:

+ know that age should notaffect who they select;

+ only ask job-related questions;

+ have a good knowledge of yourequal opportunities policies;

+ plan the interviews to makesure standards and techniquesare fair and consistent;

+ record assessments of candidatesagainst agreed selectionconditions; and

+ where possible, representa good mix of ages?

If you use work-related tests,do you make sure that they donot discriminate against peopleof certain ages?

Guidance


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Domestic and GeneralDomestic and General is aleading UK specialist provider ofprotection plans for repairingdomestic appliances.

To avoid age discrimination atthe initial recruitment stage,Domestic and General haveintroduced interviewing peopleover the phone. There are two

main benefits - telephoneinterviews reduce any possibleage discrimination and allowthe individuals phone skillsto be tested.

People who are successful inthe phone interview are invitedto a selection day run bycompany personnel representinga wide range of ages.

Although there are no detailedfigures for the total savingsmade by recruiting olderworkers, the companys schemes

for employing and keepingmature workers are estimatedto have reduced recruitmentcosts by 50%.

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Ealing Family Group providessocial housing and associatedservices to people in need. It alsoruns community-developmentprojects, and two daycarecentres for members of the Asiancommunity, particularly theelderly. The group is made up of

several companies and employsmore than 200 staff - a quarterof whom are aged over 50.

The organisation benefitsfrom its overall age policy forrecruiting and keeping staffmembers.It can employ peoplefrom the largest possiblelabour market because of theway in which it words itsrecruitment adverts and the

non-discriminatory approachesit uses to interviewand appoint new employees.

Ealing Family Group


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Around eight out of tenyoung people believethat age discriminationis widespread.Ageism: attitudes and experiences of young people.

Department for Work and Pensions, 2001


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A promotion strategy that uses ageas a factor will not be efficient. Thebest promotion systems are basedon ability, judged in terms of:

+ measurable performance;

+ demonstrated potential; and

+ the ability to achieve the

aims of the post.Many of the principles ofeffective promotion are the sameas those of effective recruitmentand selection.

Promotion -encour age progression

Do you:

+ make sure that promotionopportunities are madeavailable to all staff;

+ focus on the skills, abilitiesand potential of candidates whensifting through applications;

+

make sure that interviewers areaware of the need to ask only job-related questions;

+ use, where possible, an interviewpanel made up of people ofdifferent ages;

+ make sure interviewers avoidbasing decisions on prejudicesand stereotypes; and

+ promote people because of theirability, rather than their age?

Guidance


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36% of the workforcein Britain will be aged45 or over by 2005.Code of Practice on Age Diversity in Employment,Department for Education and Employment, 1999

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HBOS plcHBOS plc was formed in 2001

when the Halifax and the Bankof Scotland merged. The newcompany provides financialservices for millions of people.

"At HBOS, we aim to have thebest and most highly motivatedworkforce.

An essential part of ouremployment proposition is toensure that colleagues remainconfident that any promotiondecisions within the organisationare competency-based,development -focused andconsistently applied.

It is important that colleaguesare able to recognise a culture

where everyone is encouragedto develop to their full potential,irrespective of their age.

Colleague motivation andadvocacy is therefore measuredby our annual opinion survey,as well as a monthly tracking ofviews through questionnairesand telephone interviewing.

Retaining the best talent,irrespective of age, not onlymeets our business needs, butis consistent with our valuesof fairness and respect, whichI believe keeps HBOS at thevanguard of leading-edgeemployers."

James Crosby , Chief Executive

Kappa PackagingKappa is the third-largestmanufacturer of packaging inEurope. It employs 83 members

of staff at its premises inAbercarn, South Wales.

It is company policy toopenly advertise promotionopportunities internally,and decisions are based on anemployees ability to carry out

the duties and meet theresponsibilities of the new post.A third of the workforce is aged

50 and over, and more thanthree quarters are over 40.

Kappas employee policies haveled to stability within a workforcewhich is gradually becomingolder. The company is verycomfortable with this.


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Guidance15

Some employees may put up theirown barriers to effective trainingand development. Older workersmay lack confidence, or feel theyare too old. Younger workers maynot think they need training.

Research has shown that botholder and younger workers respond

to training and are equally capableof development.

In an ever-changing market,flexibility is one of the keys togrowth.

Firms that fail to encourage allemployees to broaden their skills

and knowledge are likely to findthemselves with an inflexibleworkforce who resist new andcreative ideas and lack vitalup-to-date skills.

You should encourage all employeesto take advantage of relevanttraining opportunities.

Training and development -develop your advant age

Do you:

+ make training available to allemployees no matter howold they are;

+ use employees who havesuccessfully completed trainingas role models to encourageless willing employees;

+ take account of the differentways individuals learn (someonewho is not used to formallearning may need help on aclassroom-based course, and aperson who has just left full-timeeducation may not be used to

informal workplace learning);+ carry out regular skills audits to

find out who has what skills;

+ regularly review the trainingneeds of all employees; and

+ evaluate training anddevelopment to make sure

that employees benefit asmuch as possible?


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Better ProspectsBetter Prospects is an independentrecruitment and training company.

"Better Prospects has been activelyencouraging the training andemployment of all ages for sometime. Having realised the needfor an adult learning provision,we introduced the Silver Surferslearning club - a specialist ITlearning club for the over 55s. Thisprogramme is going from strengthto strength. One of our oldesttrainees is aged 86.

By continuing to promote goodpractice we benefit from excellentstaff retention and qualified andknowledgeable employees. Our ownstaff range in age from people in

their teens to those in their sixties,and deliver a professional and

efficient service, showing agediversity at its best.

By adopting and embracing ourequal opportunities policy we benefitfrom building excellent relationshipswith both our candidates and clients.All our initiatives have captured theinterest of the local media and ourmessage has been clear for sometime. Age diversity and equalopportunities are an integral part ofwhat we do and we will continue topromote diversity and equality inall the areas that we operate in.

Simon Gotch , Managing Director

The Union Learning FundThe Union Learning Fund was set upby the Government in 1998 to helptrade unions use their influence withemployers, employees and othersto encourage more people to learnat work. So far, it has benefited over28,000 people in the workplacethrough projects ranging fromtackling basic-skills needs to

advanced professional development.People of all ages are invited totake part.The GPMU (Graphical, Paper andMedia Union) in Greater London isrunning one project out of the 120that are currently underway. ManyGPMU members work for employerswith fewer than 20 staff andhave little access to learning. Theproject aims to increase members

employment prospects by:+ increasing their skills;

+ setting up a learndirectlearning centre; and

+ encouraging on-line learning.

The centre will also be opento workers families.

The project manager also decidedto write to retired GPMU members tofind out if they would be interestedin getting involved in this project.To his surprise, 2000 membersreplied and there have now beensix information technology coursesfor retired union members. He hasreceived many letters of thanks,including one from the oldestperson to take part who is 87.


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By 2010, almost 40%of the workforce will beaged 45 or over.Code of Practice on Age Diversity in Employment,Department for Education and Employment, 1999

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Guidance 18

Using age as a condition whenselecting people for redundancycan lead to the unnecessary loss ofvital corporate skills and abilities.Employers should make unbiased

job-related decisions, based onimportant factors such asperformance and skills, whenchoosing people for redundancy.

Are you forward thinking?

+ Do you involve employeerepresentatives in planningand drawing up procedures forhandling redundancy longbefore they are likely to beput into practice?

+ Are all employees aware of theagreed procedures and awarethat decisions will not bebased on age?

Redundancy -reduce dam age

Compulsory redundancies candemoralise workers and maydamage an employers reputation.It often pays to be creative whenlooking for other options.Have you considered:

+ asking for volunteers;

+ part-time working;

+ secondments;

+ natural wastage;

+ career breaks;

+ job sharing;

+ retraining; or

+ moving people to otherdepartments or teams, oreven to other companies?

You can get more information onredundancy in the Arbitration andConciliation Advisory Service (ACAS)booklet, Redundancy Handling,and in the Department for Tradeand Industry booklet, Redundancy,Consultation and Notification.


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By 2011, 35% of the

population will be agedover 55 and 18%will be aged between45 and 55.Office for National Statistics


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J SainsburyJ Sainsbury is a leading food

retailer, with other interests infinancial services and property.

Sainsburys redundancy policyclearly states that age must neverbe used as a factor in redundancydecisions. The company targetsrecruitment campaigns at peopleover 65, and age has been

removed from application forms.Personal details like age are onlyused for monitoring purposes.

"We are totally committed to theAge Positive campaign. It makessound business sense to maximise

on the changing demographics of

Britain by investing in the olderworker as well as the young.We are dedicated to providing aworking environment in whicheveryone feels valued, respectedand able to contribute to thesuccess of the business, andto employing a workforce that

recognises the diversity ofour customers and potentialcustomers."

Glyn House , Equality andDiversity Manager

Nordam Group, BlackwoodNORDAM Europe Limited isa joint venture with the GeneralElectric Aero Engine ServicesLtd. The Blackwood (NordamEurope Limited) facilityrepairs jet nacelles (engine

casings), thrust reversers andflight-control surfaces, andemploys 180 workers, 16 ofwhom are over 50.

Recently, the company hadto make several employeesredundant. The company'sredundancy policy had severaloptions including lookingfor volunteers, reducing theworkload and applying unbiasedselection conditions. The lastoption was chosen and no workerwas selected for redundancybecause of their age.


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Guidance21

Many employers have rejectedcompulsory retirement ages,allowing employees to work for aslong as they are able to. This doesntmean forcing people to work longer- it means giving them the choice.

So-called cliff-edge retirement,where people go straight from

full-time employment to fullretirement, is a problem for bothemployees and employers. Tomaintain staff morale and avoidlosing valuable skills, makesure that retirement schemes:+ are applied fairly;+ are flexible; and

+ take account of individualand business needs.

Have you:

+ agreed a fair and consistentretirement policy with employees;

+ set up mentoring schemeswhere employees approaching

retirement coach youngeremployees, so that key skillsand knowledge are not lost;

Retirement -prevent wast age

+ taken account of the differenttypes of pension provision(see note 1 below);

+ considered flexible (see note 2below) or extended retirementoptions, for example,part-time working, job sharing,downshifting, sabbaticals,

secondments and volunteering;+ offered employees support

before they retire (counsellingand workshops); and

+ offered retired employees theoption of being invited back ascasual workers?

Note 1: You should should get advice froma pensions administrator or consultant, ThePension Service or the Pensions SchemesOffice of the Inland Revenue.

Note 2: For more information, see theDepartment for Work and Pensionspublication Flexible Retirement -A Snapshot of Large Employers Initiatives.


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B&Q is one of the most

successful home-improvementretailers in the UK, attractingthree million customerseach week.

There is no fixed retirement agefor B&Q employees, and allemployees are entitled to phasedor partial retirement.

The chain takes pride in theflexibility that is applied to jobroles and working arrangements.

Like any business, B&Q has to

consider the business case forany changes to the way it works.Phasing out retirement andactively recruiting a workforceof different ages has produced anumber of benefits, including:

+ higher productivity;+ reduced absences;+ a reduced staff turnover; and+ an increased business

turnover.

Shaw HomesShaw Homes is a housingassociation that runs a widerange of nursing and residentialcare businesses. It employsaround 750 staff in its premisesacross England and Wales.

St Johns Residential Care Home,part of Shaw Homes, employs35 people.

When staff reach State Pensionage, they may choose to:

+ continue working thesame hours;

+ reduce their hours;+ join the 'staff-bank' scheme -

where staff are occasionallyasked to work at mutuallyconvenient times; or

+ retire.

The company has recruited staff

beyond State Pension age. Staffmembers receive advice onpensions and tax liabilities fromthe companys payroll team.

B&Q


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Frequentlyasked questions

1 I understand the moralarguments for not discriminatingagainst people because of theirage, but isnt Age Positive justmeaningless political correctnessthat will cost my business money?

No. Research has shown thatthere are real business benefits in

employing a mixed-age workforce,and employers who fail to realisethis will miss out. With legislationto tackle age discrimination inemployment due by 2006, therehas never been a better time tobe positive about age.

2 So what are the businessbenefits?

Businesses who are positiveabout age report:

+ improved rates for keeping staff;

+ higher staff morale;

+ fewer short-term staff absences;

+ higher productivity;

+ a better public image;

+ access to a wider customerbase; and

+ a wider range of skillsand experience.

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3 Isnt Age Positive just anotheropportunity for big organisationswith their own human resourcesdepartments to improve theirpublic image?

No. There are a large number ofsmaller employers who are AgePositive Employer Champions and

they dont do it for the good oftheir image - most have muchmore immediate concerns suchas reducing costs and increasingefficiency. Many are organisationsthat were already enjoying thebenefits of a mixed-age workforcelong before they became involved

with Age Positive. You can visitwww.agepositive.gov.uk to readabout who they are and what theyare doing.

4 Are older workers better thanyounger workers?

Stereotyping people for any reasonis neither efficient nor accuratewhen assessing performance, abilityor potential. The only thing that allof us have in common is that weare all different, and different people

bring different qualities toeverything they do.

Frequentlyasked questions

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Age Positive Champions areindividuals, businesses (of any size),academic institutions and researchor campaigning organisations that:

+ have successfully tackled - or arecommitted to tackling - the issueof age discrimination in theirown workplace;

+ can show that they are takingpractical steps to change theiremployment practices; or

+ support overcoming agediscrimination, either throughresearch, campaigning or workingwith the Department for Work

and Pensions (DWP) Age Positivecampaign team.

Champions play a vital role inthe Age Positive campaign. Bypromoting their good practice inour publicity materials, we can showthe practical business benefits of amixed-age workforce. We often useChampions to set an example forother employers and individuals.

To find out about becomingan Age Positive Champion, visitthe Champions page onwww.agepositive.gov.uk or e-mailus at ageposit ive@dw p.gsi.gov.uk

What is anAge Positive Champion?


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For many years now, both on the opposition front benchand in government, I have personally championed thecause of tackling age discrimination in employment.

It has always been my firm belief that people of all ages deserve the freedomto be able to work, free from prejudice of any form.

Think about its huge yearly cost to our economy. Think about the damageit does to peoples lives. For too long, age prejudice has cast an unwelcome

shadow over many employers work practices.The Government is committed to removing age discrimination by combiningsignificant and positive changes in the workplace culture with effective, wellthought-out legislation. I am delighted that we have seen a real change inrecent times, but we must not be complacent we can achieve more.

Over the past few years, more and more organisations have realised that amixed-age workforce is a successful one. Employers who still think otherwise

are missing out on the substantial and proven business benefits that a good mixof older and younger workers can bring to their business, for example, greaterflexibility, higher productivity, and a broader range of skills and experience.

The evidence is quite clear - age doesnt matter in employment. Skills, abilitiesand potential are what count.

So dont just read this booklet, sit back on your laurels and think youve doneyour bit. Put it into practice by making sure that you have an effective equal

opportunities policy that is positive about age, and that all of your staff followit. How about appointing your own Age Positive Champion to take the lead onage issues within your organisation?

You can get more detailed advice and guidance at www.agepositive.gov.uk aswell as from a wide range of other sources, many of which are featured on thesite as links or listed in this publication under Useful contacts .

If your business is already working hard at tackling age discrimination inemployment, why not contact the Age Positive team and find out how youcould join the growing number of Age Positive Champions?

Final word

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By the Right Honourable Ian McCartney,Minister of State for Pensions


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Around 90% of olderpeople believe thatemployers generallydiscriminate againstolder workers.Evaluation of the Code of Practice on Age Diversity inEmployment, Department for Work and Pensions, 2001


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Useful contacts

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Advisory, Conciliation andArbitration Service (ACAS)www.acas.org.uk

Age Concern Englandwww.ageconcern.org.uk0800 009966

Age Concern Scotlandwww.ageconcernscotland.org.uk0131 220 3345

Age Concern Cymruwww.accymru.org.uk029 2037 1566

Confederation of British Industrywww.cbi.org.uk020 7395 8247

Chartered Institute ofPersonnel and Developmentwww.cipd.co.uk020 8971 9000

Chartered Management Institutewww.inst-mgt.org.uk01536 204 222

Employers Forum on Agewww.efa.org.uk020 8765 7597

Federation of Small Businesseswww.fsb.org.uk01253 336000

learndirect

www.learndirect.co.uk0800 101 901

The Pension Servicewww.thepensionservice.gov.uk

Inland Revenue PensionsSchemes Officewww.inlandrevenue.gov.uk/pensionschemes0115 974 1600Employers Organisationfor Local Governmentwww.lg-employers.gov.uk020 7296 6781

National Association ofPension Fundswww.napf.co.uk020 7808 1300Small Business Servicewww.sbs.gov.uk0845 600 9006

Third Age Employment Networkwww.taen.org.uk020 7843 1590

Trade Union Congresswww.tuc.org.uk020 7636 4030


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Research shows that employersgenerally think that older workersneed less training. However, theyare also less likely to take on olderworkers for jobs which need training.Evaluation of the Code of Practice on Age Diversity inEmployment, Department for Work and Pensions, 2001


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This updated version of the Codeof Practice on Age Diversity offersemployers general guidance on howto improve their age policies. Itwill be most effective when used todevelop a wider commitment to

encouraging diversity and equalopportunities in employment.

You can get more detailed guidancefrom www.agepositive.gov.uk orfrom the contacts listed at the backof this publication.

www.agepositive.gov.uk

You may reproduce parts of thisdocument for non-commercial education

or training purposes as long as yougive the title of the document.

PP80D23/DWP1021/1202/23

Please quote reference AGE4.

Crown Copyright 2002

Phone: 08457 330360For further copies of this publication.

From the Department for Work and Pensions

age diversity at work

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