As Hong Kong’s population ages, businesses face a workforce that is increasingly diverse in age, offering both challenges and opportunities. The enterprises that effectively harness this generational diversity can enhance their efficiency and build resilience against future challenges.

As a leading airline and service brand globally, Cathay has prioritised multigenerational inclusion as a key element of its Diversity and Inclusion (D&I) efforts. Sonal Chugani, Diversity and Inclusion Lead at Cathay, discusses how the group values the varied strengths and viewpoints of employees from different age groups, leveraging this diversity to foster a dynamic and collaborative workplace.

A diverse workforce

Cathay’s Diversity & Inclusion journey commenced in 2018, marked by the establishment of employee resource groups dedicated to empowering women and LGBTQ+ employees. In late 2019 to early 2020, the airline formulated its first D&I strategy, which focused on five key areas: gender equity, sexual orientation and gender identity, different abilities, age, and ethnicity. 

This strategy coincides with a shift in the company’s workforce demographics. In 2024, Cathay would have recruited around 7,000 people by the end of the year, and there is an influx of younger employees especially on their frontline teams. The average age of Cathay’s employees has decreased, and the workforce now comprises of an even wider range of generations – with some of the longest serving employees having been with the company for 45+ years. Sonal believes that this multigenerational composition not only enriches the workplace with a variety of perspectives and experiences, but also presents both challenges and opportunities for fostering a cohesive environment.

Addressing different needs
 

One of the key challenges lies in addressing the different needs of employees from different generations. Sonal observes that different generations have different expectations regarding benefits, financial rewards, caretaking support and career and personal development opportunities. This is where enhancing the employee value proposition (EVP) is critical to help retain different generations. 

Incorporating diversity and inclusion into employer branding and talent attraction strategies is a good way to enhance the employee value proposition. Typically, employees look to work for companies that are socially responsible and treat their employees equitably and respectfully. 

Cathay acknowledges the ageing population’s needs in the Hong Kong context and the global talent markets that they operate in. The group conducts retirement preparation workshops for its retiring employees, focusing on financial, physical, and psychological readiness for retirement. Recognising the psychological impact of retirement, the group ensures that retirees feel valued and capable of contributing to society. For employees interested in pursuing second careers, Cathay also provides support, shared by Sonal.

In addition, it is important to cultivate an inclusive culture to enhance the EVP for every generation. Cathay aims to do this by developing an inclusive leadership programme to equip leaders with the skills needed to manage diverse teams effectively. These initiatives emphasise understanding the unique needs and goals of employees from different generations, ensuring that everyone feels valued and included.

Measuring success
 

Evaluating the success of D&I initiatives is complex due to the qualitative nature of the data. However, Sonal shares that Cathay uses a combination of metrics to gauge its progress. These include metrics such as gender and age representation, equity metrics like promotion rates and performance scores, and inclusion metrics based on employee feedback. By continuously tracking these metrics, the company can identify areas for improvement and adjust its strategies accordingly.
 

Looking ahead, Cathay will review and refresh its D&I strategy to ensure it remains relevant and effective. This will involve closely tracking the impact of D&I initiatives and linking them more closely to business strategy. Sonal shares that the team will also continue to monitor employee demographics and adjust its D&I approach accordingly to meet the evolving needs of its workforce.