This chapter introduces a novel non-technological innovation tool aimed at presenting a socially responsible age management model. The model, rooted in the social pillar of corporate social responsibility, underscores the company’s obligation to consider its impacts on society, encompassing both humans and nature, particularly in relation to older employees. This study employs an inductive qualitative methodology, comprising desk and informal field research, in order to gain insights into the necessity of fostering socially responsible, safe, and healthy work environments for employees, including older individuals. By creating such environments, employers can empower their employees, including older ones, to retain, activate, and sustain much of their working abilities. This, in turn, enables them to effectively engage with the work process, adapt to new technologies, and respond to market demands, all while deriving satisfaction from their work. Ultimately, this approach contributes to preserving and enhancing the working ability of employees. The hypothesis is thoroughly explored through qualitative analysis conducted via desk and field research. A quantitative methodological approach is planned for subsequent investigation. With age management (AM) model organizations could better manage workforce age diversity, prepare them for the period before retirement, to postpone retirement by innovating mentality, swept myths about aging; AM provides flexible forms of work, arranges internal staff mobility, analyzes jobs, etc.—better, if it is socially responsible (SRAM).