People
This is the view of Margareta Jensen Dickson, Chief People and Communications Officer at Stena Line. She describes ageism as a systemic failure in the labour market, one that exerts pressure from both ends: older professionals are filtered out despite their competence and experience, while younger individuals struggle to enter the workforce due to a lack of experience.
The result is a very narrow “ideal age” range, typically between 35 and 45, excluding large segments of the population. According to Margareta, companies often fail to value senior expertise, instead phasing out older employees, for example during downsizing, or redirecting them into consultancy or interim roles. This leads not only to a loss of institutional knowledge but also to “lock-in effects,” where individuals remain in roles they are dissatisfied with because they see no viable alternatives.
At the same time, younger generations are constrained by the same narrow perception of what constitutes an “employable age,” with lack of experience becoming the barrier that excludes them.
“We need to challenge the narrow definition of employability and instead value experience and long-term knowledge building. Personality, curiosity, and a willingness to adapt should matter more than age – whether we are talking about younger or older candidates,” says Margareta.
Differences internationally
In her role within an international company, Margareta observes clear geographical differences in attitudes toward age.
“When I compare Sweden to the UK, where I spend a lot of time working, the difference is striking. In the UK, there is a much stronger appreciation for experience, and a clear ambition to retain high levels of competence for a longer time.”
In Scandinavia, she argues, there is a stronger fixation on youth. This is further reinforced by structural factors such as the widespread and transparent use of personal identity numbers which reveal age, and a highly regulated labour market with entrenched norms around retirement at 65–67, despite longer life expectancy and improved health.
According to Sweden’s Equality Ombudsman, age is one of the most common grounds for discrimination in working life, affecting both younger and older individuals. Research1 also indicates that the likelihood of being invited to a job interview begins to decline as early as age 40.
Digital transformation reinforces stereotypes
Another phenomenon that tends to reinforce age discrimination is the rapid digital development. Research2 shows that older employees are often perceived as “bad with technology,” less adaptable, and slower to learn – despite limited evidence supporting these assumptions. These stereotypes are reinforced by broader narratives portraying older individuals as digitally resistant or dependent, which in turn could influence hiring, and training. Evidence suggests rather that these gaps are not driven by age itself, but by differences in access to training and opportunities – highlighting that the issue is structural bias rather than actual capability.
Margareta again:
“Digital change has revealed an ongoing bias: people often assume age determines how adaptable someone is. In reality, the ability to learn and grow isn’t about age, but about mindset and staying curious.”
Shifting focus
So, what should be done?
“The first, and most crucial, step is to acknowledge that ageism exists and then talk about it. We also need to broaden our understanding of what true diversity means. Many companies, including Stena Line, aspire to reflect the world around them. But simply demonstrating gender balance in the management is not enough”, she says.
Expanding the definition of competence, and shifting focus from age to behaviour, motivation, and the willingness to grow, is another important step forward.
However, this is not solely a structural issue that companies must solve. Responsibility is shared between organisations and individuals.
“As individuals, we also need to take ownership of our own development and ensure we remain relevant. Curiosity and openness are not age-dependent traits.”
CV-free recruitment and trainee program – an investment in the future
To counteract unconscious bias and strengthen inclusion in recruitment, Stena Line works with methods such as CV-free recruitment (for example in customer service roles) and the use of assessments as a complement in the selection process. The aim is to focus more on competence and potential rather than factors such as age or background.
At Stena Line, the largest age group, around 65 percent of the company’s approximately 6,500 permanent employees, falls between 25 and 54 years old. Around 15 percent are aged 15–24, while approximately 3 percent are over 65.
To attract younger talent, the company has recently launched a trainee programme aimed at students graduating from universities across Europe.
“This programme is an investment in the future. It brings in new perspectives and helps us build a sustainable business over time. We need to do what we can to give young people a chance. But it also benefits us – it is well documented that greater diversity leads to stronger business outcomes”, Margareta concludes.