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United Kingdom and China face both similar and dissimilar challenges in managing eldercare. These challenges are centred around demographic change, caregiving roles and care facilities, work–family conflict and work flexibilities, employment rights, culture norms in caring for the elders and the welfare state. This chapter demonstrates the status quo of each of these challenges in managing eldercare, from both the East and West perspectives. Aside from the challenges, opportunities also emerge. More support services are needed for elders with activities of daily living (ADL) or instrumental activities of daily living. Institutional care is in great demand in China, despite the traditional value of caring for elders at home. Caring for elders with cognitive disabilities has also won attention. In the United Kingdom, elder caregiving issues are focused on older workforce, grandparent caregivers and long-term consequences of combining employment and care in the workplace. Compared to Hong Kong and United Kingdom, mainland China has more space to improve on adapting flexible work hours and promoting employment rights of workers. ‘Sandwich’ carers and women caregivers were given special attention in our discussion. At the end of the chapter, results from a survey studying older employees who are also caregivers were also presented.

There are substantive gaps in the literature in relation to older women in prison This chapter will utilise the risk, need and responsivity framework to develop a more comprehensive understanding of the characteristics attributable to this small but significant group. To date most research into the experiences of older women in prison consist of relatively small-scale qualitative research. Wahidin (2004) argues that this group may have been overlooked and broadly neglected because of a latent form of ageism which has served to permit organisational oversight (p. 10). While others reflect on the difficulties posed by such small numbers and subsequent lack of statistical power resulting in a dearth of research (Omolade, 2014).

Britton and Jensen (2003, p. 2) emphasised a well-documented dichotomy when they stated that a ‘women’s violence stands in stark contradiction to prevailing norms around (white) femininity’. For older women, a crude lack of intersectionality and denial of reality is combined with the systemic male bias of the criminal justice system (Kerr & Shackel, 2018), limited acknowledgement of variability (Chrisler & Palatino, 2016) and how these factors are considered in terms of risk, need and responsivity (Wilson-Smith & Carr, 2017).

This chapter will utilise these considerations as a foundation together with theoretical underpinnings of development, socialisation and incarceration, in order to further develop knowledge while emphasising the hidden challenges of older women in prison and identifying areas requiring urgent development.

Ageing demographics are impacting employers around the world and, for many organisations, there are strong business reasons to develop strategies for managing the age profiles of their workplaces. Societal ageing is not necessarily bad news for business: older workers can be a valuable resource for employers in terms of skills, in-house knowledge and flexibility. Further, as populations age, businesses are delivering goods and services to an ageing market, and older workers can be a valuable resource. While ageing demographics can provide opportunities for the business community, there are significant challenges facing employers. For example, balancing the career interests and expectations of older and younger workers will necessitate new approaches to workforce planning, performance management and team building. As skilled workers become more scarce, employers need to also find ways to make better use of the talents and capabilities of older unemployed people. This chapter is written by representatives of employer networks in Europe and Asia. We discuss innovative approaches to age diversity of organisations on both continents. These include approaches to phased retirement, lifelong learning, flexible retirement and mentoring. In the final section, we suggest a research agenda which will generate practical knowledge for businesses which want to better manage workplace ageing. A business-focused research agenda includes improving the understanding of generations in the East and West, the intersection of age and other forms of diversity, lifelong learning, joblessness and providing the business case for businesses of different forms.

We discuss workforce management, related to those aged 50+ , in the United Kingdom and the Republic of Korea. With international competitiveness becoming increasingly crucial, retaining the ‘right’ mix of employees to achieve strategic organisational goals is likely to determine organisational success. However, we argue that workforce management is not only influenced by organisational-level strategy but also by national institutional and sectoral policies. Decisions on whether and how to retain older workers are therefore (co-)determined by institutional incentives and barriers to doing so.

We find that British and Korean governments have legislated in favour of extended working lives and, hence, the retention of ageing workforces. In the United Kingdom, pension eligibility ages are being increased and in Korea mandatory retirement age has been raised to age 60. While changes to the UK pension systems leave individuals with the (financial) risks associated with extended working lives, the Korean government tries to protect individuals from financial hardship by enabling them to remain longer in their primary career. However, whether and how government regulation plays out depends on how organisations react to it. The Korean discussion, in fact, shows that there might be leeway: organisations might continue to externalise their employees early framed as honourable, or voluntary, early retirement, which might not be in the interest of the individual but very much in the interest of the organisation. It therefore appears as if the retention of ageing staff is not (yet) considered to be of strategic importance by many organisations in these countries.

Countries across the globe are seeing both an ageing population and an increase in mobility. This chapter looks at how society deals with an ageing population that also wants or needs to be mobile. Lack of mobility is synonymous with poorer health and wellbeing, with research suggesting it can lead to loneliness, isolation and even death. Hence, it seems appropriate to keep older people as mobile as later on in life as possible. The car is often seen as the panacea to this, but older people are the group most likely to have to give-up driving. How society provides alternatives to the car depends on how mobility is viewed. This chapter argues that we need to see older people’s mobility as a human issue, understanding their needs and realising there are affective and emotive relationships between people and mobility. We still provide mobility for older people based purely on functional journeys to hospitals, services and shops. Yet research suggests mobility to connect people, for a day out, for leisure purposes and for its own sake are vital to the wellbeing of older people. Services for older people need to recognise this and provide for it and there are some good examples in the community but these are too few and far between. Additionally, because transport is seen as functional for older people, there is a lack of emphasis on the aesthetic or on providing attractive services for older people, as if this isn’t important to older people. Finally, mobility doesn’t always have to be literal for older people and there is an argument that needs can be met through potential, virtual and imaginative mobility.

An overview of the impact of dementia that focuses on underdeveloped countries across the globe, and migrant and minority ethnic communities within the developed world. Increased longevity increases the risk of dementia and brings new challenges in terms of cultural perspectives and cultural obligations in the care of elders. The chapter examines these challenges in detail and their consequences in planning for support and care.