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This week, Phil Tin Line finds out what happens when organisations lose their memory.

Over here, I've got a spread shoes with all the names of our staff, which section they work in,

when they started, and also a column here with their age.

Christopher Neepa runs a clothing company in Derbyshire and he has a problem.

If we order the chart like this, now you can see that we have just over a fifth of our staff are over

the age of 60. Now that means they're likely to retire in the next few years. That's something we cannot ignore. They will retire at some

point and we must find a way of handing those skills from them to the next generation

before they're gone.

This is a problem facing organizations up and down the country,

large and small.

The job for life is gone, and with it

so are the uncosted benefits of knowledge and experience.

Britain's today stay in the same job for less time than workers in much of Europe

and as the economy improves that churn rate increases.

Young workers move jobs much more frequently than equivalent older workers

ever did. Short-term contracts and outsourcing reduce the appetite for learning company or product history and when job losses

land even more knowledge is lost.

There's so many styles here and different ways of making things.

In my brain there's an awful lot of information. It's on

paper, it's on the computer, and it's in our heads. And yet each time someone

leaves their employer or even a department they take with them a chunk of the institutional memory.

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