**2. Aim and research questions**

In this chapter, I will discuss progressions around eldercare that is based on the significant challenge that parallels with an increasing number of the older adults with nursing needs, and the shortage of labour is rising. Since there is a demand for work, and many new employees are migrants, I will make leaders aware of how racism and discrimination become issues within eldercare.

It has been known for a long time that eldercare work is considered a low-paid 'women's job for migrants' [6, 7]. Beyond this, are the risks of long-term illness high among all women in the care and nursing professions [8]. However, there is limited research on the organisation's role in environment work management and the research has mostly focused on the individual's ability to handle demands and resources at work [9]. Work environment issues are often handled as a separate task assignment and as an additional burden among many competing goals. This means that there are often deficiencies in the systematic environment work and the work against discrimination. There is, therefore, a need to integrate antiracist social work within the eldercare organisation. But to succeed in the work environment work, it should be handled with equal importance also in the highest management group in the organisation and not only at the lower levels of leadership [10, 11]. Due to these weaknesses in eldercare management, it becomes extra noteworthy to discuss how exclusion and racism are articulated in eldercare. And not least the importance of leadership to create an antiracist social work. The questions are:

