Demographic Change: New Working Realities – New Hazards
Author: Thorsten Rienth
How can companies improve safety and productivity with ergonomic aids, training, and a strong safety mindset?
The population is ageing. This is a global phenomenon, yet happens at different paces in different regions. In Germany, for example, one in four employees will be above the age of 55 by 2035. Older employees are not generally more prone to illness than their younger colleagues. However, cardiovascular diseases and musculoskeletal disorders become more common with age – and usually require longer recovery periods. “Safety in the workplace is therefore becoming a twofold issue in terms of protecting people,” says Jörg Lobe, Head of Safety and Health Protection at DEKRA. “As well as in terms of securing economic strength.” After all, missed work is costly. The German Federal Institute for Occupational Safety and Health (BAuA) estimates an average cost of €144 per sick day per employee.
Lobe is pleased to report that things have changed recently. “On the one hand, legal obligations relating to health and safety in the workplace have increased. On the other hand, social awareness of these issues has increased. The level of importance attached to them is significantly higher today than it was a few years ago.”
Physical strain and digital risks are on the rise
‘Age management’ is the strategic approach companies are using to improve the performance and capacity of their ageing workforce. In construction, logistics, and nursing in particular, older employees cite physical strain as the biggest challenge in their everyday working lives. According to DEKRA experts, there are many approaches to take on this issue: height-adjustable work surfaces, lighter tools, or aids such as exoskeletons that relieve strain on particularly stressed parts of the body all improve ergonomics. Machines with assistance features make installation steps or lifting easier. The organization of working hours also plays a role – from shorter night hours and shift work to flexible part-time models.
It is clear that the risks in everyday work have shifted in recent years. The relevance of certain hazards in the area of human-machine interaction has declined due to automation and digitalization. In return, new hazards have emerged. These include stress, constant availability, and conflicts in hybrid teams. Health insurance companies are reporting a significant increase in absence days due to mental health issues. The “DAK-Psychoreport 2025” counts around 232 days of incapacity for work per 100 insured persons. This means that the number of sick days has almost tripled since the turn of the millennium.
“From a health perspective, there are two sides to this change,” explains Lobe, giving an example from the logistics industry. “Driver assistance systems have been proven to help prevent accidents in this sector – but too much information could in turn create new stress.” Scientists call this phenomenon, triggered by increased interaction with information and communication technologies, technostress. “The trick is to find a practical balance that is tailored to the respective workplace and activity.”
DEKRA Work Safety Report 2025 (in German language) available online and for download at:
www.dekra.de/asr2025
Further training and safety culture are key
As varied as the individual measures may be, one thing is for certain: the pressure to obtain qualifications is increasing. Older employees learn how to use new technology in further training courses – for example, through e-learning for flexible knowledge transfer. Younger employees need to be made aware of classic risks – for example, in the form of VR training with realistic hazard simulations on machines.
Reporting 'almost-accidents' is crucial for prevention.
However, Lobe emphasizes that further training and new regulations alone are not enough to meet the challenge. " A ‘safety mindset’, i.e. a conscious desire and ability to ensure safety, is crucial. There must be an individual awareness that ‘we are doing this for ourselves!’ Managers are important role models in this regard. “Anyone who works on a construction site without a helmet sends the wrong signal,” says the expert. “A positive culture, on the other hand, encourages the reporting of almost-accidents, which is crucial for prevention.”
Companies still differ greatly in terms of their safety mindset. Referring to a recent Forsa survey commissioned by DEKRA on occupational health and safety, Lube points out that there is still considerable potential for improving safety culture, particularly in small and medium-sized enterprises with up to 500 employees. This could probably be due to the fact that larger companies have a more institutionalized approach to developing a positive safety culture.
As an expert organization, DEKRA supports client companies with a wide range of services to help them improve their occupational health and safety standards. These include occupational health care with preventive medical checkups and risk assessments for occupational health management, consulting on safety-related support, and individual prevention and protection measures based on these assessments. As part of its occupational health promotion activities, DEKRA offers services in stress management, ergonomics, nutrition, exercise, and psychosocial health. The portfolio also includes various training courses, instruction, specialist seminars, and consulting services to strengthen occupational health and safety skills.