Breaking the age barrier: how SBE turns experience into a competitive advantage

At 70 years old, Lubov Izbash comes to the office every morning full of enthusiasm. The architect, trained in both Russia and Belgium and having worked at engineering firm SBE for nearly two decades, embodies a ready-made solution to Belgium’s staff shortage. “Architecture is my work and my passion,” Lubov explains, her eyes lighting up as she talks about her latest projects. “I still feel young here every day, even at 70. Some even consider me a real workaholic!” she laughs. Her story and energy challenge every assumption about older employees in today’s fast-paced economy.

Interview with thanks to Luk Kelles, Luc Rademakers, and ZigZagHR

When experience meets opportunity

SBE, the independent engineering and design firm led by brothers Jan and Koen Thomas, has quietly built something remarkable, building on the foundations their father laid nearly 40 years ago. Today, with 280 employees, 150 of whom hold a civil engineering degree, the company faces the same talent shortage affecting technical sectors across Europe. But their response is refreshingly different. “We want to attract and retain everyone who has the right skills,” explains Jan Thomas, responsible for all support services including HR. “For us, it’s not about age or any other distinctions. Competence is what matters.”

This philosophy is not empty talk for him. Although SBE is a company with a relatively young workforce, there are already employees like Lubov who continue working well beyond retirement age. Even more, management hopes they will stay for many more years. For Lubov, who joined SBE in 2006 after an intensive language training, the company offered something priceless: a second career with a great deal of flexibility and autonomy.

“I actually got a second career at SBE. Yes, I first spent twenty years doing something else,” she reflects. “A permanent contract at SBE was what I needed, rather than working as a freelancer, because that’s not always easy.”

The hidden costs of age discrimination

While many companies struggle with an aging workforce, SBE has turned (demographic) diversity into a strategic advantage. The average age hovers around 35, creating natural mentorship opportunities that the company actively fosters through its SBE Academy, systematically capturing lessons learned across generations.

“We do everything we can to retain and share knowledge between generations,” notes Jan. This is not just good practice—it is even essential for the business. In a sector where project mistakes can be very costly, institutional memory becomes a competitive weapon.

The ‘war for talent’ shows no sign of easing, with more people leaving the workforce than entering it. While everyone focuses on the same pool of young graduates, SBE also deliberately recruits experienced professionals who are not yet ready to retire.

Flexibility as the new currency

What allows older employees like Lubov to thrive at SBE? The answer lies in understanding what this group truly wants. It’s not about slowing down—it’s about working differently. “SBE gives people the opportunity to work flexibly,” emphasizes Lubov. “It’s also an international company where different nationalities collaborate, which is naturally interesting for me as a Russian. Remote work is possible, and I enjoy working digitally. People also get a lot of autonomy, which is typical in this sector.”

Of course, work used to be different. “Our generation drew differently and communicated differently too, often with the drawing still in hand. Everything was actually done by hand.” But that doesn’t stop flexible employees who want to keep learning throughout their lives (the so-called Perennials) from staying in the workforce.

Retirement is just a word

While the retirement age is starting to rise in many countries, in Belgium people still leave the workforce around age 60, leaving companies with a choice. They can accept the status quo and compete for an ever-shrinking pool of young talent, or they can follow SBE’s example and leverage the experience, loyalty, and expertise of employees who are not yet ready to stop working.

For Lubov, continuing to work beyond retirement age was not a financial necessity. It was about purpose and continuing to do what she loves. “I still enjoy working,” she says matter-of-factly. These five words hold the key to solving Europe’s talent crisis: create environments where experience is valued, flexibility is offered, and passion can flourish regardless of age.

“I want to keep working for at least another five years if possible. I’m very active and enjoy being around younger people,” says Lubov, embodying how an age-inclusive policy can help people grow and thrive, even as they get older.

The question, then, is not whether older employees can adapt to modern workplaces. The question is whether modern workplaces are smart enough to adapt to them.

Terbium

This success story highlights exactly what organizations like Terbium advocate: initiatives that enable people to remain economically and socially relevant for as long as possible. An aging population is not a burden. Forward-thinking companies can leverage decades of experience to solve their talent challenges.

How age-inclusive is your organization?
If you want to learn more, contact us at info@terbium.be

This is what has been featured in the media about it

• ZigZagHR, 2025: read the article here

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