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902 European Entrepreneurshipactivities to realise the set goals. They are willing to reflect the needs of thecompany if, on the other hand, the company creates space for them to managetheir own work activities and to develop their personal individuality.The transformation of the social environment is also reflected in the legitimatedemands of working women to eliminate differences compared to men inwages, career development, and access to managerial positions. According toofficial European statistics, from 2010 to today, the unadjusted gender pay gapcalculated as a percentage of the difference between the average gross hourlyearnings of male paid employees and female paid employees ranges from 16%u201317% (Eurostat, 2017). A bigger obstacle in the eyes of women than differencesin wages is the fact that, although many professions have become significantlyfeminised in recent decades (doctors, judges, architects, police), as to thepresence of women in the top management of organisations, the glass ceilingremains low. Based on Eurostat data, Alioua (2018) notes that inequality inmanagerial positions persists: in 2017, two in three managers were men, andno EU country had a proportion of women in company management thatexceeded 50%. Several reasons for this fact are known, because they resultfrom the natural mission of women, in which they cannot be replaced. However,women point to many business practices that are discriminatory and theirexistence cannot generally be denied.An important feature of the social context from the point of view of HRM isthe management of employees of retirement age. In the past, workingseniors were wronged in many ways, for example, they were forced to retiredue to the rejuvenation of the employees, or even made to take early retirementin economically difficult situations. It was most pronounced in the 1970s, butalso occurred in the 1990s, as well as in the period of the latest financial andeconomic crisis in 2008%u20132010, when redundancies proved necessary. However,it was also advantageous for many companies to use these strategies to getrid of %u201cexpensive%u201d employees, who were already considered less efficient andless open to change. The seniors who remained working had to acceptdiscriminatory company policies, such as no wage increases or additionalremuneration, exclusion from education plans, the obligation to accept reducedworking hours if necessary, etc. They were forgotten, put aside with everythingthey had acquired and could be useful for the company, such as preciousexperience, technical skills, sound judgment, and prudence in crisis situations.Motivating and valorising seniors so that the resources they represent are notwasted is becoming necessary, especially given the constant extension of theretirement age in several European countries.