Belgium

VitaS took a comprehensive approach to dealing with the issue of its ageing workforce, ensuring that all staff were taken into 
consideration. An examination of workforce demographics by the elderly care company VitaS revealed that, in three out of four work sites, over 50 % of the workforce was aged over 45, with this figure set to increase significantly in the next 5 years. Given the nature of the work undertaken by VitaS employees — involving shift work, changing requirements and issues around work–life balance — an ageing workforce could present serious challenges for future scheduling and workflow. It was important for the company to take renewed action to look after the physical and mental health of its employees. Under the slogan ‘Young and old, together they are strong and gold’, three working groups were created, with specific focuses on raising and lifting, risk prevention, and health policy as a whole; the aim was to develop a sustainable health policy, focusing on physical and psychosocial risks, that would be representative of the interests of all members of staff and supported throughout the organisation. As a result, a company raising and lifting policy was developed and implemented. Among many other measures, a survey was conducted on the use of lifting aids in nursing departments, with the data being used, for example, to assess training needs. The company also employed certified instructors to train lifting coordinators and coaches to provide training to fellow employees. Furthermore, VitaS employed an external occupational safety and health expert to carry out ergonomic assessments at its various sites to identify areas where physical burdens could be reduced, particularly for older staff. To ensure that the resulting improvements were sustained, the company committed to organising annual visits by the external expert. To improve work–life balance, an online self-scheduling scheme was introduced, allowing workers greater flexibility. Staff can also request time credit and care leave. Those members of staff who have worked for the organisation for a long time have the potential to reduce their working hours. Better intergenerational communication and understanding were encouraged through a number of measures, including mentoring and coaching. Mixed-age teams are promoted in the company, and pilot projects are tested by younger and older employees, e.g. testing of a new care app on mobile devices. Meanwhile, fitness and health at work were actively promoted through a bi-monthly newsletter containing recipes, fitness tips and information on upcoming activities; initiatives to support activity, such as sports afternoons; and a Health Week, during which an opinion poll is carried out to gain an understanding of people’s health policy concerns. In addition, regular training programmes cover mental health, and the organisation takes part in the StressBalancer study, through which employees gain access to targeted tips and advice on managing stress. VitaS took a comprehensive approach to dealing with the issue of its ageing workforce, ensuring that all staff were taken into consideration. Workers have reported that they felt involved and that they were listened to. Ergonomic changes to equipment and training have improved the physical health of employees. Health promotion measures, including the health newsletter and stress-management training, were well received by staff.

Level of Education: Continuing vocational education and training

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