Does age diversity on boards make companies more financially resilient? According to a new study from PwC Netherlands, the answer is yes — and the evidence is compelling.

The research uncovered a strong correlation between board age diversity and a company’s solvency ratio – a key measure of its ability to meet long-term obligations. The broader the range of board member ages, the higher the solvency ratio climbed…up to an optimal point.

That sweet spot? A diversity index of 43 – where the balance of experience, perspective, and decision-making capability is just right. Boards that hit this range tend to approach financing more cautiously, reduce exposure to risk, and create more value over time.

But here’s the issue, most boards still don’t come close to that level of age diversity. Despite growing focus on gender and ethnic diversity, age is too often left out of the conversation. Many boards remain age-homogeneous, limiting their access to wider thinking and broader lived experience.

This is where age diversity should become a core component of board-level D&I strategies.

A multigenerational board means:

  • More strategic perspectives

  • Greater intergenerational understanding

  • Stronger governance

  • Resilience built on real-world insight

At The Age Diversity Forum, we help organisations embed age inclusion into their leadership agenda – not as a tick-box exercise, but as a long-term strategic advantage.

Boards have a chance to lead by example. The question is: Will they recognise age as a catalyst for better business outcomes?

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