Active ageing policies have traditionally centred on state interventions and individual adaptation, leaving employers largely absent from policy discourse and scholarly analysis. In this chapter, we argue that employers have emerged as essential actors in the transition toward actively ageing societies. We conceptualise their expanding role through the lens of a new welfare mix, a reconfiguration in which responsibility for later-life employment outcomes is shared across governments, employers, and older workers. Drawing on political economy, human capital theory, and organisational research, we examine how the closure of early exit pathways, re-commodification of social policy, and tightening labour markets have repositioned employers from passive beneficiaries of state-sponsored early retirement to active co-producers of welfare outcomes. The chapter traces the empirical shift from the early-exit paradigm toward proactive age management and identifies structural (e.g., firm size and sector) and attitudinal (e.g., persistent age stereotypes) factors that shape the adoption of accommodative and developmental HR strategies. We also address the problem of uneven access to age management and the fairness risks of a system that depends heavily on employer initiative. We conclude that the proactive turn, while significant, is driven in large part by labour-market tightness and demographic pressures rather than by durable normative commitment. Employer strategies are necessary but not sufficient, and sustainable active ageing policies require public frameworks that support equitable and inclusive extended working lives.