Dismantling gerontocracies  A mandatory retirement age creates increased opportunities for younger workers, especially in higher ranking jobs.  There is no need to apply a universal retirement age will across every sector of the economy. Different retirement ages can reflect the differing demands of particular jobs. The job performance of fighter pilots or surgeons may suffer as a result of the creeping debility uniformly associated with aging – a process known as senescence. Individuals in these occupations are usually compelled to retire earlier than the general population.  However, there is one factor that justifies both collective adjustment of existing mandatory retirement ages, and the imposition of mandatory retirement ages on jobs that do not become significantly harder or riskier as workers age. The absence of mandatory retirement may create gerontocracies – businesses that promote employees according to their seniority. The leadership of gerontocratic businesses and organisations are usually dominated by older individuals [i] .  Where retirement ages are high, or a culture of absolute deference to seniority is entrenched- as in Japan- a gerontocracy can emerge. An aging class of executives and directors can engage in patrimonial practices that ensure only other, older workers are able to access senior management positions. This has the effect of suppressing pay rates among younger employees and discouraging innovation and independent thought [ii] . After all, why would a young employee engage in the extra labour and learning necessary to solve intractable problems or develop new products if they will gain no recognition for their efforts?  Requiring skilled or semi-skilled workers to retire at a particular age will also assist in reducing unemployment figures among the young. Retirees will vacate jobs for individuals who are approaching an age where financial independence and building a family become significant life-objectives. This approach is also economically efficient – it makes more sense for the state to pay out on a larger number of pensions- supported by private pension schemes- than to support the young unemployed. If young adults miss opportunities to build careers for themselves, or to become established in a particular trade, the costs associated with joining the labour force begin to rise. Skill sets decay or become outmoded; lack of personal funds reduces workers’ mobility. Thus, it can prove costly for the state to facilitate entry into the labour market for the chronically unemployed. The resolution is necessary for the long-term health of the workforce as a whole.  [i] “Poorer, yes. But by how much?” The Economist, 09 January 2003.   [ii] “Corporate governance in Japan: Bring it on.” The Economist, 29 May 2008.