Debate on demographic change in industrial countries and its labor-market consequences goes back many years. Governments and NGOs analyze demographic trends and take isolated action to counter these. Corporate awareness of widening gaps between job demands and aging worker capabilities encourages experiments with new job design and organization concepts. But active age management, i.e. concerted action to reconcile humanity of job design with corporate prosperity, is still rare in industry. This contribution reviews anticipated changes in demographic structures against the background of work productivity and possible work-related diseases in an aging workforce. Active age management options are discussed. Results: OECD data on older age groups and deficits in “classic” investigations of age-related work performance are discussed. Age as a factor in ICD 10 diagnoses in 3451 rehabilitation patients, in age-related remuneration levels and work quality is examined. Aspects addressed include seniority-based and deferred remuneration and performance appraisal. Studies in automobile manufacture indicate a low correlation between age and job-relevant capability, except in load handling and assembly-line work, where allowance for aging is desirable. Warnings on shortcomings of cross-section studies and influence of healthy worker effects. Micro- and macro-economic importance of age-differentiated, ergonomic workplace design, work organization and health coaching is emphasized.