Historically, the Swiss banking sector is renowned for “externalising” issues associated with an ageing workforce, primarily through early retirement schemes, reduced working hours or redundancy plans targeted directly at older workers. After the voluntary or forced departure of a disproportionate share of the 50+ workforce throughout the 2000s, there are currently signs of a policy shift. Certain Swiss banks now claim to be committed to retai-ning their older workers at least until full retirement age. Drawing on fieldwork carried out in two large banks in 2019, we use semi-structured interviews with older (50+) employees, line managers and HR personnel, along with an analysis of their official reports, to examine what measures these banks have adopted to support their older workers. We discuss the visions of “ageing at work” that underpin these measures and capture their perception by the older workforce. The study reveals that the “age management” discourse recently adop-ted by the banks is largely predicated on a negative vision of older workers, who are pre-sumed to be at risk of skill obsolescence and difficulties in adapting to organisational and technological change. Logically, older workers tend to doubt the sincerity of this policy shift. We argue that the historical exclusion of older workers has left a strong legacy in the Swiss banking sector. In this particular context, “age management” policies are perceived as a renewed form of age discrimination.