The Future of Jobs Report 2023

Future of Jobs Report 2023 INSIGHT REPORT MAY 2023

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May 2023 Future of Jobs Report 2023 Contents Preface 4 Key findings 5 1 Introduction: the global labour market landscape in 2023 8 2 Drivers of labour market transformation 20 2.1 Expected impact of macrotrends on industry transformation 20 and employment 2.2 Expected impact of technology adoption on industry 24 transformation and employment 3 Jobs outlook 28 4 Skills outlook 37 4.1 Expected disruptions to skills 37 4.2 Reskilling and upskilling priorities in the next 5 years 42 5 Workforce strategies 49 5.1 Barriers to transformation and workforce strategies 49 5.2 Talent availability and retention 53 5.3 Talent development 57 Conclusion 61 Appendix A: Analysis methodology 62 Appendix B: Sectoral lens on macrotrends and technology 75 Appendix C: Sectoral lens on skills 79 User guide 82 Economy Profiles 93 Industry Profiles 183 Region Profiles 237 Skill Profiles 256 Contributors 287 Endnotes 294 Disclaimer This document is published by the World Economic Forum as a contribution to a project, insight area or interaction. The findings, interpretations and conclusions expressed herein are a result of a collaborative process facilitated and endorsed by the World Economic Forum but whose results do not necessarily represent the views of the World Economic Forum, nor the entirety of its Members, Partners or other stakeholders. © 2023 World Economic Forum. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieval system. Future of Jobs Report 2023 3

May 2023 Future of Jobs Report 2023 Preface Saadia Zahidi Managing Director, World Economic Forum Since its first edition in 2016, the World Economic 27 industry clusters and 45 economies from all Forum’s bi-annual Future of Jobs Report has world regions. This report would not be possible tracked the labour-market impact of the Fourth without their openness to contributing their views Industrial Revolution, identifying the potential scale and insights, and we sincerely thank them all. We of occupational disruption and growth alongside greatly appreciate, too, the support of our network strategies for empowering job transitions from of Partner Institutes, which have enhanced the declining to emerging roles. report’s geographical coverage, and our ongoing data collaborations with Coursera, Indeed and In 2023, labour-market transformations driven LinkedIn, which complemented the survey findings by technological breakthroughs, such as the with a range of unique and innovative data-driven coming of age of generative artificial intelligence insights. Our thanks also to the project team: Till (AI), are being compounded by economic and Leopold, Elselot Hasselaar, Mark Rayner, Sam geopolitical disruptions and growing social and Grayling, Ricky Li and Attilio Di Battista, as well as environmental pressures. This fourth edition of the the wider team at the Centre for the New Economy Future of Jobs Report therefore broadens its scope and Society for their input. beyond technological change to also consider and address the labour-market impact of a multitude of After widespread instability in the last three concurrent trends, including the green and energy years across the world of work, we hope the transitions, macroeconomic factors, and geo- outlook provided in this report will contribute to economic and supply-chain shifts. an ambitious multistakeholder agenda to better prepare workers, businesses, governments, Similar to previous editions, the core of the 2023 educators and civil society for the disruptions Future of Jobs Report is based on a unique survey- and opportunities to come, and empower them based data set covering the expectations of a wide to navigate these social, environmental and cross-section of the world’s largest employers technological transitions. The time is ripe for related to job trends and directions for the 2023— business leaders and policy-makers to decisively 2027 period. This year’s report brings together shape these transformations and ensure that the perspectives of 803 companies – collectively future investments translate into better jobs and employing more than 11.3 million workers – across opportunities for all. Future of Jobs Report 2023 4

May 2023 Future of Jobs Report 2023 Key findings Economic, health and geopolitical trends have The largest job creation and destruction effects created divergent outcomes for labour markets come from environmental, technology and globally in 2023. While tight labour markets are economic trends. Among the macrotrends listed, prevalent in high-income countries, low- and businesses predict the strongest net job-creation lower-middle-income countries continue to see effect to be driven by investments that facilitate higher unemployment than before the COVID-19 the green transition of businesses, the broader pandemic. On an individual level, labour-market application of ESG standards and supply chains outcomes are also diverging, as workers with becoming more localized, albeit with job growth only basic education and women face lower offset by partial job displacement in each case. employment levels. At the same time, real wages Climate change adaptation and the demographic are declining as a result of an ongoing cost-of- dividend in developing and emerging economies living crisis, and changing worker expectations and also rate high as net job creators. Technological concerns about the quality of work are becoming advancement through increased adoption of more prominent issues globally. new and frontier technologies and increased digital access are expected to drive job growth The fourth edition of the Survey has the widest in more than half of surveyed companies, offset coverage thus far by topic, geography and by expected job displacement in one-fifth of sector. The Future of Jobs Survey brings together companies. The net job creation effect places these th th the perspective of 803 companies – collectively two trends in 6 and 8 place respectively. The employing more than 11.3 million workers – across three key drivers of expected net job destruction 27 industry clusters and 45 economies from all are slower economic growth, supply shortages world regions. The Survey covers questions of and the rising cost of inputs, and the rising cost of macrotrends and technology trends, their impact living for consumers. Employers also recognize that on jobs, their impact on skills, and the workforce increased geopolitical divisions and the ongoing transformation strategies businesses plan to use, impact of the COVID-19 pandemic will drive labour- across the 2023-2027 timeframe. market disruption – with an even split between employers who expect these trends to have a Technology adoption will remain a key driver positive impact and employers who expect them to of business transformation in the next five have a negative impact on jobs. years. Over 85% of organizations surveyed identify increased adoption of new and frontier Within technology adoption, big data, cloud technologies and broadening digital access as the computing and AI feature highly on likelihood of trends most likely to drive transformation in their adoption. More than 75% of companies are looking organization. Broader application of Environmental, to adopt these technologies in the next five years. Social and Governance (ESG) standards within The data also shows the impact of the digitalization their organizations will also have a significant of commerce and trade. Digital platforms and apps impact. The next most-impactful trends are are the technologies most likely to be adopted by macroeconomic: the rising cost of living and slow the organizations surveyed, with 86% of companies economic growth. The impact of investments to expecting to incorporate them into their operations drive the green transition was judged to be the in the next five years. E-commerce and digital trade sixth-most impactful macrotrend, followed by are expected to be adopted by 75% of businesses. supply shortages and consumer expectations The second-ranked technology encompasses around social and environmental issues. Though education and workforce technologies, with 81% still expected to drive the transformation of of companies looking to adopt these technologies almost half of companies in the next five years, by 2027. The adoption of robots, power storage the ongoing impact of the COVID-19 pandemic, technology and distributed ledger technologies rank increased geopolitical divisions and demographic lower on the list. dividends in developing and emerging economies were ranked lower as drivers of business evolution The impact of most technologies on jobs is by respondents. expected to be a net positive over the next five years. Big data analytics, climate change Future of Jobs Report 2023 5

and environmental management technologies, – The fastest-growing roles relative to and encryption and cybersecurity are expected their size today are driven by technology, to be the biggest drivers of job growth. digitalization and sustainability. The majority Agriculture technologies, digital platforms and of the fastest growing roles are technology- apps, e-commerce and digital trade, and AI related roles. AI and Machine Learning are all expected to result in significant labour- Specialists top the list of fast-growing jobs, market disruption, with substantial proportions of followed by Sustainability Specialists, Business companies forecasting job displacement in their Intelligence Analysts and Information Security organizations, offset by job growth elsewhere to Analysts. Renewable Energy Engineers, and result in a net positive. All but two technologies Solar Energy Installation and System Engineers are expected to be net job creators in the next five are relatively fast-growing roles, as economies years: humanoid robots and non-humanoid robots. shift towards renewable energy. Employers anticipate a structural labour market – The fastest-declining roles relative to their churn of 23% of jobs in the next five years. This size today are driven by technology and can be interpreted as an aggregate measure of digitalization. The majority of fastest declining disruption, constituting a mixture of emerging jobs roles are clerical or secretarial roles, with Bank added and declining jobs eliminated. Respondents Tellers and Related Clerks, Postal Service to this year’s Future of Jobs Survey expect a Clerks, Cashiers and Ticket Clerks, and Data higher-than-average churn in the Supply Chain Entry Clerks expected to decline fastest. and Transportation and Media, Entertainment and Sports industries, and lower-than-average churn – Large-scale job growth is expected in in Manufacturing as well as Retail and Wholesale education, agriculture and digital commerce of Consumer Goods. Of the 673 million jobs and trade. Jobs in the Education industry are reflected in the dataset in this report, respondents expected to grow by about 10%, leading to 3 expect structural job growth of 69 million jobs and million additional jobs for Vocational Education a decline of 83 million jobs. This corresponds to a Teachers and University and Higher education net decrease of 14 million jobs, or 2% of current Teachers. Jobs for agricultural professionals, employment. especially Agricultural Equipment Operators, are expected to see an increase of around 30%, The human-machine frontier has shifted, with leading to an additional 3 million jobs. Growth businesses introducing automation into their is forecast in approximately 4 million digitally- operations at a slower pace than previously enabled roles, such as E-Commerce Specialists, anticipated. Organizations today estimate that Digital Transformation Specialists, and Digital 34% of all business-related tasks are performed by Marketing and Strategy Specialists. machines, with the remaining 66% performed by humans. This represents a negligible 1% increase – The largest losses are expected in in the level of automation that was estimated by administrative roles and in traditional respondents to the 2020 edition of the Future of security, factory and commerce roles. Jobs Survey. This pace of automation contradicts Surveyed organizations predict 26 million expectations from 2020 survey respondents fewer jobs by 2027 in Record-Keeping and that almost half (47%) of business tasks would Administrative roles, including Cashiers be automated in the following five years. Today, and Ticket Clerks; Data Entry, Accounting, respondents have revised down their expectations Bookkeeping and Payroll Clerks; and for future automation to predict that 42% of Administrative and Executive Secretaries, driven business tasks will be automated by 2027. Task mainly by digitalization and automation. automation in 2027 is expected to vary from 35% of reasoning and decision-making to 65% of – Analytical thinking and creative thinking information and data processing. remain the most important skills for workers in 2023. Analytical thinking is considered a core But while expectations of the displacement of skill by more companies than any other skill physical and manual work by machines has and constitutes, on average, 9% of the core decreased, reasoning, communicating and skills reported by companies. Creative thinking, coordinating – all traits with a comparative another cognitive skill, ranks second, ahead of advantage for humans – are expected to be more three self-efficacy skills – resilience, flexibility automatable in the future. Artificial intelligence, a and agility; motivation and self-awareness; and key driver of potential algorithmic displacement, is curiosity and lifelong learning – in recognition expected to be adopted by nearly 75% of surveyed of the importance of workers ability to adapt companies and is expected to lead to high churn – to disrupted workplaces. Dependability with 50% of organizations expecting it to create job and attention to detail, ranks sixth, behind growth and 25% expecting it to create job losses. technological literacy. The core skills top 10 is completed by two attitudes relating to working The combination of macrotrends and with others – empathy and active listening and technology adoption will drive specific areas of leadership and social influence – as well as job growth and decline: quality control. Future of Jobs Report 2023 6

Employers estimate that 44% of workers’ skills though AI and big data is part of fewer strategies, will be disrupted in the next five years. Cognitive it tends to be a more important element when it skills are reported to be growing in importance is included. Leadership and social influence ranks most quickly, reflecting the increasing importance five places higher than suggested by its current of complex problem-solving in the workplace. importance and is the highest ranked attitude. Surveyed businesses report creative thinking to Other skills which are strategically emphasized be growing in importance slightly more rapidly by business are design and user experience (nine than analytical thinking. Technology literacy is places higher), environmental stewardship (10 the third-fastest growing core skill. Self-efficacy places higher), marketing and media (six places skills rank above working with others, in the rate higher) and networks and cybersecurity (five places of increase in importance of skills reported by higher). businesses. The socio-emotional attitudes which businesses consider to be growing in importance Respondents express confidence in developing most quickly are curiosity and lifelong learning; their existing workforce, however, they are resilience, flexibility and agility; and motivation and less optimistic regarding the outlook for talent self-awareness. Systems thinking, AI and big data, availability in the next five years. Accordingly, talent management, and service orientation and organizations identify skills gaps and an inability customer service complete the top 10 growing to attract talent as the key barriers preventing skills. While respondents judged no skills to be industry transformation. In response 48% of in net decline, sizable minorities of companies companies identify improving talent progression and judge reading, writing and mathematics; global promotion processes as a key business practice citizenship; sensory-processing abilities; and that can increase the availability of talent to their manual dexterity, endurance and precision to be of organization, ahead of offering higher wages (36%) declining importance for their workers. and offering effective reskilling and upskilling (34%). Six in 10 workers will require training before Surveyed companies report that investing in 2027, but only half of workers are seen to have learning and on-the-job training and automating access to adequate training opportunities processes are the most common workforce today. The highest priority for skills training from strategies which will be adopted to deliver 2023-2027 is analytical thinking, which is set to their organizations’ business goals. Four in five account for 10% of training initiatives, on average. respondents expect to implement these strategies The second priority for workforce development is to in the next five years. Workforce development is promote creative thinking, which will be the subject most commonly considered to be the responsibility of 8% of upskilling initiatives. Training workers to of workers and managers, with 27% of training utilize AI and big data ranks third among company expected to be furnished by on-the-job training and skills-training priorities in the next five years and coaching, ahead of the 23% by internal training will be prioritized by 42% of surveyed companies. departments and the 16% by employer-sponsored Employers also plan to focus on developing apprenticeships. To close skills gaps, respondents worker’s skills in leadership and social influence expect to reject external training solutions in favour (40% of companies); resilience, flexibility and agility of company-led initiatives. (32%); and curiosity and lifelong learning (30%). Two-thirds of companies expect to see a return A majority of companies will prioritize women on investment on skills training within a year of (79%), youth under 25 (68%) and those the investment, whether in the form of enhanced with disabilities (51%) as part of their DEI cross-role mobility, increased worker satisfaction or programmes. A minority will prioritize those from a enhanced worker productivity. disadvantaged religious, ethnic or racial background (39%), workers over age 55 (36%), those who The skills that companies report to be identify as LGBTQI+ (35%) and those from a low- increasing in importance the fastest are income background (33%). not always reflected in corporate upskilling strategies. Beyond the top-ranked cognitive skills Forty-five percent of businesses see funding are two skills which companies prioritize much more for skills training as an effective intervention highly than would appear according to their current available to governments seeking to connect importance to their workforce: AI and big data as talent to employment. Funding for skills training well as leadership and social influence. Companies ranks ahead of flexibility on hiring and firing rank AI and big data 12 places higher in their skills practices (33%), tax and other incentives for strategies than in their evaluation of core skills, and companies to improve wages (33%), improvements report that they will invest an estimated 9% of their to school systems (31%) and changes to reskilling efforts in it – a greater proportion than the immigration laws on foreign talent (28%). more highly-ranked creative thinking, indicating that Future of Jobs Report 2023 7

May 2023 Future of Jobs Report 2023 1 Introduction: the global labour market landscape in 2023 The past three years have been shaped by a As a foundation for analysing respondents’ challenging combination of health, economic and expectations of the future of jobs and skills in the geopolitical volatility combined with growing social next five years, this chapter now assesses the and environmental pressures. These accelerating current state of the global labour-market at the transformations have and continue to reconfigure beginning of 2023. the world’s labour markets and shape the demand for jobs and skills of tomorrow, driving divergent economic trajectories within and across countries, Diverging labour-market in developing and developed economies alike. The outcomes between low-, middle- Fourth Industrial Revolution, changing worker and and high-income countries consumer expectations, and the urgent need for a green and energy transition are also reconfiguring the sectoral composition of the workforce and The intertwined economic and geopolitical crises stimulating demand for new occupations and skills. of the past three years created an uncertain and Global supply chains must also quickly adapt to divergent outlook for labour markets, widening the challenges of increasing geopolitical volatility, disparities between developed and emerging economic uncertainty, rising inflation and increasing economies and among workers. Even as a growing commodity prices. number of economies have begun to recover from the COVID-19 pandemic and its associated Like previous editions, The Future of Jobs Report lockdowns, low- and lower-middle-income 2023 offers insights into these transformations and countries continue to face elevated unemployment, unpacks how businesses are expecting to navigate while high-income countries are generally these labour-market changes from 2023 to 2027, experiencing tight labour markets. leveraging a unique cross-sectoral and global survey of Chief Human Resources, Chief Learning At the time of publication, the latest unemployment Officers and Chief Executive Officers of leading rates stand below pre-pandemic rates in three 1 global employers and their peers. quarters of OECD countries, and across a majority of G20 economies (Figure 1.1). At 4.9%, the 2022 This report is structured as follows: Chapter 1 unemployment rate across the OECD area is at its reviews the global labour-market landscape at lowest level since 2001.2 the beginning of 2023. Chapter 2 explores how key macrotrends are expected to transform this By contrast, many developing economies have landscape over the 2023–2027 period. Chapters experienced a comparatively slow labour-market 3 and 4 then discuss the resulting global outlooks recovery from the disruptions induced by the for jobs and skills over the 2023–2027 period. COVID-19 pandemic. In South Africa, for example, Chapter 5 reviews emerging workforce and the formal unemployment rate has climbed to talent strategies in response to these trends. 30%, five percentage points higher than it was The report’s appendices provide an overview of pre-pandemic (Figure 1.1). Developing economies, the report’s survey methodology and detailed especially those reliant on the sectors hardest hit sectoral breakdowns of the five-year outlook for by recurring lockdowns, such as hospitality and macrotrends, technology adoption and skills. tourism, still exhibit slow labour-market recoveries. In addition, The Future of Jobs Report 2023 features The asymmetry of the recovery is exacerbated by a comprehensive set of Economy, Industry, and countries’ varying capacities to maintain policy – for the first time – Skill Profiles. User Guides are measures to protect the most vulnerable and provided for each of these profiles, to support their maintain employment levels. While advanced use as practical, standalone tools. economies were able to adopt far-reaching Future of Jobs Report 2023 8

FIGURE 1.1 Unemployment rate across G20 countries Quarterly unemployment rate, 2018Q1–2022Q4 30 South Africa Italy Brazil 20 10 Unemployment rate (%) 0 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 2018 2019 2020 2021 2022 2018 2019 2020 2021 2022 2018 2019 2020 2021 2022 30 France Argentina Türkiye 20 10 0 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 2018 2019 2020 2021 2022 2018 2019 2020 2021 2022 2018 2019 2020 2021 2022 30 Canada Saudi Arabia United States of America 20 10 0 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 2018 2019 2020 2021 2022 2018 2019 2020 2021 2022 2018 2019 2020 2021 2022 30 India Australia Republic of Korea 20 10 0 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 2018 2019 2020 2021 2022 2018 2019 2020 2021 2022 2018 2019 2020 2021 2022 Central Asia East Asia and the Pacific Europe Latin America and the Caribbean Middle East and North Africa North America South Asia Sub-Saharan Africa Future of Jobs Report 2023 9

FIGURE 1.1 Unemployment rate across G20 countries Quarterly unemployment rate, 2018Q1–2022Q4 30 Mexico Japan Germany 20 10 Unemployment rate (%) 0 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 2018 2019 2020 2021 2022 2018 2019 2020 2021 2022 2018 2019 2020 2021 2022 30 United Kingdom Indonesia 20 10 0 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 Q1 2018 2019 2020 2021 2022 2018 2019 2020 2021 2022 Central Asia East Asia and the Pacific Europe Latin America and the Caribbean Middle East and North Africa North America South Asia Sub-Saharan Africa Source International Labour Organisation, ILOSTAT. measures, emerging economies have provided less heavy truck and lorry drivers were among the most support to the most vulnerable firms and workers needed professions (Figure 1.2). due to their limited fiscal space.3,4 In the United States, businesses in Retail and In 2022, various employment indicators pointed Wholesale of Consumer Goods reported close towards a strong labour-market recovery for high- to 70% of job openings remaining unfilled, with income countries, with many sectors experiencing close to 55% of roles unfilled in manufacturing and 6 labour shortages. In Europe, for example, almost 45% in leisure and hospitality. Businesses also three in 10 manufacturing and service firms reported difficulties in retaining workers. According reported production constraints in the second to a global survey conducted in late 2022 across quarter of 2022 due to a lack of workers.5 Nursing 44 countries, one in five employees reported they professionals, plumbers and pipefitters, software intend to switch employers in the coming year.7 developers, systems analysts, welders and flame cutters, bricklayers and related workers, and Future of Jobs Report 2023 10

FIGURE 1.2 Most common labour shortages by occupations in 2022 in Europe Number of economies in Europe reporting labour shortages for top occupations, grouped by job families Bricklayers and Carpenters Plumbers and Concrete Placers, Concrete Finishers Related Workers and Joiners Pipe Fitters and Related Workers Building and Related Trades Workers (excluding Electricians) Metal Working Machine Sheet Metal Motor Vehicle Tool Setters and Operators Workers Mechanics and Repairers Metal, Machinery and Related Trades Workers Nursing Specialist Professionals Medical Practitioners Physiotherapists Health Professionals Software Applications Systems Developers Programmers Analysts Information and Communications Technology Professionals Heavy Truck and Earthmoving and Lorry Drivers Related Plant Operators Drivers and Mobile Plant Operators Butchers, Fishmongers and Food Processing, Woodworking, Related Food Preparers Garment and Other Craft and Related Trades Workers Early Childhood Primary School Educators Teachers Teaching Professionals Building and Related Electricians Electrical and Electronics Trades Workers Electrical Engineering Technicians Science and Engineering Associate Professionals Cooks Waiters Personal Services Workers Building Construction Labourers Labourers in Mining, Construction, Manufacturing and Transport Civil Mechanical Engineers Engineers Science and Engineering Professionals Health Care Assistants Personal Care Workers Cleaners and Helpers in Offices, Hotels and Other Establishments Cleaners and Helpers Psychologists Legal, Social and Cultural Professionals Food and Related Products Machine Operators Stationary Plant and Machine Operators Contact Centre Salespersons Sales Workers Chefs Legal, Social, Cultural and Related Associate Professionals Kitchen Helpers Food Preparation Assistants 0 25 50 75 100 125 150 175 Number of economies Source Note Labour shortages report 2022, European Labour Authority. Job grouping is based on the Level-2, Sub-Major job category in the International Standard Classification of Occupations (ISCO) Taxonomy. Future of Jobs Report 2023 11

with less than half of the global youth employment Diverging employment levels by gender, age and education level deficit projected to have recovered by the end of 2022.10 As highlighted in Figure 1.3, the youth employment deficit relative to 2019 is largest in Women experienced greater employment loss Southern Asia, Latin America, Northern Africa 8 than men during the pandemic , and according to and Eastern Europe, with only Europe and North the World Economic Forum’s Global Gender Gap America likely to have fully recovered at the time of Report 20229, gender parity in the labour force publication. stands at 62.9% – the lowest level registered since the index was first compiled. The global pandemic Workers with a basic education were also hardest also disproportionately impacted young workers, hit in 2020, and slower to recover their prior FIGURE 1.3 Youth employment deficit relative to 2019, by sub-region 5 Eastern Asia South-Eastern Asia and the Pacific Southern Asia 0 -5 -10 Change (%)-15 -20 2020 2021 2022 2020 2021 2022 2020 2021 2022 5 Central and Western Asia Arab States Eastern Europe 0 -5 -10 -15 -20 2020 2021 2022 2020 2021 2022 2020 2021 2022 Northern, Southern and Western Europe Northern Africa Sub-Saharan Africa 5 0 -5 -10 -15 -20 2020 2021 2022 2020 2021 2022 2020 2021 2022 5 Northern America Latin America and the Caribbean 0 -5 -10 Change -15 Positive -20 Negative 2020 2021 2022 2020 2021 2022 Source Note Global Employment Trends for Youth 2022: Investing in The employment deficit shows the difference in employment in each year due to the EPR being transforming futures for young people, ILO calculations based below the 2019 level. Data are estimates up to 2021, and projections for 2022. "Youth" refers to on ILOSTAT, ILO modelled estimates, November 2021. ages 15-24. Future of Jobs Report 2023 12

FIGURE 1.4 Change in unemployment, by economy and education level, 2019-2021 Romania Sweden Austria United States of America Canada South Africa Hong Kong SAR, China Colombia Finland Belgium Saudi Arabia Switzerland Brazil Israel Czech Republic Pakistan Spain Viet Nam Mexico India Thailand Republic of Korea Netherlands Indonesia Latvia Serbia Italy Australia Germany Poland Argentina France Türkiye Lithuania -4 -2 0 +2 +4 +6 +8 Change in unemployment (%) Change in unemployment rate among workers with basic education Change in unemployment rate among workers with advanced education Change of unemployment rate is higher among workers with basic education Change of unemployment rate is higher among workers with advanced education Source International Labour Organization, ILOSTAT. participation in the labour market. In many countries are estimated to have reached close to 1.2 billion the increase in unemployment from 2019 to 2021 people globally. Wage subsidies, cash transfers, of workers with a basic education level was more training measures and extending unemployment- than twice as large as the impact on workers with benefit coverage have all been crucial tools to advanced education (Figure 1.4). protect the most vulnerable during the pandemic. Most such short-term support measures are now 12 being phased out, and targeted medium to long- Access to social protection term investments will be needed to alleviate the long-term effects of recurring economic shocks on firms and workers. From January 2020 to January 2022, almost 3,900 social-protection measures were implemented Yet, there remains an urgent need to provide across 223 economies to support the labour adequate social protection to those not covered 11 force impacted by COVID-19. These measures by full-time employment contracts (Figure 1.5). Future of Jobs Report 2023 13

FIGURE 1.5 Informal employment and social protection coverage in developing countries 100 Mongolia Guyana Georgia Bulgaria 80 Türkiye Albania otection Brazil Mexico 60 Costa Rica Argentina Bolivia Vanuatu (Plurinational State of) ed by social pr Armenia Dominican Republic Serbia South Africa Colombia Ecuador Kyrgyzstan Republic of Moldova Iraq 40 Bosnia and Viet Nam Herzegovina Saint Lucia Sri Lanka (2018 or latest data available) North Macedonia Egypt Paraguay Timor-Leste Jamaica Peru Zambia e of population cover Marshall Islands Jordan Indonesia India 20 Maldives Kiribati El Salvador Pakistan % shar Palestinian Territories Senegal Lebanon Botswana Angola Guatemala Mali Myanmar 0 Uganda 0 20 40 60 80 100 Share of informal employment as a % of total employment (2019-2021 average) Central Asia East Asia and the Pacific Europe Latin America and the Caribbean Middle East and North Africa North America South Asia Sub-Saharan Africa Source Note International Labour Organization, ILOSTAT. Developing countries are countries classified as Upper Middle Income, Lower Middle Income or Low Income Countries by World Bank. For more information about the country classification, please refer to https://datahelpdesk.worldbank.org/knowledgebase/articles/906519-world- bank-country-and-lending-groups. Nearly 2 billion workers globally are in informal Across regions, real wage growth was most affected employment, representing close to 70% of in Northern, Southern and Western Europe; Latin 18 workers in developing and low-income countries, America; Asia Pacific; and North America. In 13 as well as 18% in high income ones. Given their Africa, real wages saw a 10.5% drop in 2020 due 19 susceptibility to economic shocks and working to the global pandemic. However, real wages have poverty, informal workers represent a crucial labour- continued to increase in 2022 across Asia Pacific, 20 market cohort and need better representation in Central and Western Asia and Arab states. data, broad-based income support in the short term and a longer term shift towards formalization. In line with rising inflation, purchasing power has declined for the most vulnerable, given the higher weight of energy and food in expenditures of the 21 Real wages and cost of living lowest-income households. According to recent research by the United Nations Development Programme (UNDP), rising food and energy prices According to the International Labour Organization could push up to 71 million people into poverty, (ILO), labour income in many developing countries with hot spots in Sub-Saharan Africa, the Balkans 14 22 remains below pre-pandemic levels. In 2020, the and the Caspian Basin. This cost-of-living crisis global economy started experiencing inflation levels highlights the importance of designing permanent 15 not seen in almost 40 years. With high inflation, models of social protection for non-standard the global cost-of-living crisis has hit the most employment and the informal economy that provide vulnerable hardest.16 According to the ILO, for the security and support resilience.23 first time over the last 15 years, workers’ real wages 17 have declined – by 0.9% in the first half of 2022. Future of Jobs Report 2023 14

Worker preferences efforts too much on managers’ development, skills and rewards. Only 36% of non-managers who responded to Adecco’s survey said that their In this context of diverging labour-market company is investing effectively in developing their outcomes, issues around the quality of work have skills, compared to 64% of managers. come to the fore. This section reviews some of the latest worker preference research to analyse which job attributes are of most importance to workers Employment shifts across currently. As a starting point, data shows workers, sectors openness to changing employer. Data on worker 24 25 preferences from CultureAmp and Adecco find that more than a quarter (33% and 27% of workers, The past two years have witnessed a volatility in respectively) do not see themselves at their current the demand and supply of goods and services company of employment in two years’ time. In resulting from lockdowns and supply-chain line with this, a little under half of workers (42% disruptions. The global economic rebound has and 45%, according to CultureAmp and Adecco, reconfigured the sectoral distribution of employment respectively) actively explore opportunities at across industries. Figure 6 presents OECD data different companies. demonstrating that, while Information Technology and Digital Communications experienced a strong 26 Worker surveys at both CultureAmp and rebound in most countries, the Accommodation, 27 Randstad suggest that salary levels are the Food and Leisure; Manufacturing and Consumer; main reason workers decide to change their job. and Wholesale and Consumer Goods sectors are 52% of Randstad respondents say they worry experiencing a slower rate of recovery. Since the about the impact of economic uncertainty on their first quarter of 2019, a majority of countries have employment and 61% of respondents to Adecco’s experienced employment growth in Professional worker-preference survey worry that their salary is Services, Education and Training, Health and not high enough to keep pace with the cost of living Healthcare, and Government and Public Sector, but 28 given rising rates of inflation. employment in the Supply Chain and Transportation and Media, Entertainment and Sports sectors lags Additional data explores the protection and flexibility behind 2019 levels. of employment: 92% of respondents to Randstad’s 29 employee survey say job security is important In addition to the pandemic-induced employment and more than half of these respondents wouldn’t shifts we have seen across sectors during the accept a job that didn’t give assurances regarding last few years, generative AI models are likely to job security. 83% prioritize flexible hours and 71% continue shaping sectoral shifts in employment. prioritize flexible locations. While AI applications are shown to be effective 33 general-purpose technologies, the development of A fourth theme identified by workers is work- general-purpose technologies have previously been life balance and burnout: 35% of CultureAmp hard to predict, which is why regulation needs to respondents indicate that work-life balance and be both prompt and adaptable as institutions learn burnout would be the primary reason to leave how these technologies can be used. their employer. Workers responding to Randstad’s 30 employee survey value salary and work-life Through research conducted for the Future of Jobs balance equally, with a 94% share identifying both Report, LinkedIn has identified the fastest growing aspects of employment as important to choosing to roles globally over the past four years, shedding work in a particular role. further light on the types of jobs employers have been seeking (Box 1.1). Data also suggests that diversity, equity and inclusion (DEI) at work is particularly important The transformations that labour markets are 31 to young workers. According to Manpower, experiencing have also increased the need 68% of Gen Z workers are not satisfied with their for swifter and more efficient job reallocation organization’s progress in creating a diverse and mechanisms within and across different firms and inclusive work environment, and 56% of Gen Z sectors. The coming years represent a generational workers would not accept a role without diverse opportunity for businesses and policy-makers to leadership. Meanwhile, data suggests that fewer embrace a future of work which fosters economic women than men are trained. inclusion and opportunity, sets in place policies which will influence not only the rate of growth Lastly, workers across age ranges indicate but its direction, and contribute to shaping more dissatisfaction about training opportunities. inclusive, sustainable and resilient economies and 32 Manpower data show that 57% of surveyed societies. employees are pursuing training outside of work, because company training programmes do not teach them relevant skills, advance their career development or help them stay competitive in the labour market. Respondents to Adecco’s survey criticize companies for focusing their Future of Jobs Report 2023 15

FIGURE 1.6 Change in employment by sector in selected countries (2019-2021) +30 Austria +60 Belgium +500 Brazil 0 +20 0 0 -53 (Thousands of jobs) Change in employment -5,407 -110 -160 -6,000 a b c d e f g h i j k l m n o p q a b c d e f g h i j k l m n o p q a b c d e f g h i j k l m n o p q +100 Colombia +60 Czech Republic +350 France 0 0 +209 -90 0 -1,201 -1,300 -240 -250 a b c d e f g h i j k l m n o p q a b c d e f g h i j k l m n o p q a b c d e f g h i j k l m n o p q +600 Germany +50 Greece +60 Ireland +51 0 +13 0 0 -1,020 -1,800 -80 -60 a b c d e f g h i j k l m n o p q a b c d e f g h i j k l m n o p q a b c d e f g h i j k l m n o p q Positive Negative a. Accommodation, Food and Leisure j. Energy and Materials b. Manufacturing k. Real Estate c. Retail and Wholesale of Consumer Goods l. Financial Services d. Media, Entertainment and Sports m. Professional Services e. Care, Personal Services and Wellbeing n. Education and training f. Agriculture and Natural Resources o. Health and Healthcare g. Supply Chain and Transportation p. Government and Public Sector h. Infrastructure q. Information Technology and Digital Communications i. Non-governmental and Membership Organisations Future of Jobs Report 2023 16

FIGURE 1.6 Change in employment by sector in selected countries (2019-2021) +30 Israel +100 Italy +600 Japan 0 0 -10 0 -90 Change in employment(Thousands of jobs) -805 -100 -900 -1,400 a b c d e f g h i j k l m n o p q a b c d e f g h i j k l m n o p q a b c d e f g h i j k l m n o p q +400 Republic of Korea +300 Mexico +200 Poland +142 +187 +150 0 0 0 -700 -700 -250 a b c d e f g h i j k l m n o p q a b c d e f g h i j k l m n o p q a b c d e f g h i j k l m n o p q +50 Portugal +200 Spain +60 Sweden 0 0 0 -6 -99 -55 -300 -600 -160 a b c d e f g h i j k l m n o p q a b c d e f g h i j k l m n o p q a b c d e f g h i j k l m n o p q Positive Negative a. Accommodation, Food and Leisure j. Energy and Materials b. Manufacturing k. Real Estate c. Retail and Wholesale of Consumer Goods l. Financial Services d. Media, Entertainment and Sports m. Professional Services e. Care, Personal Services and Wellbeing n. Education and training f. Agriculture and Natural Resources o. Health and Healthcare g. Supply Chain and Transportation p. Government and Public Sector h. Infrastructure q. Information Technology and Digital Communications i. Non-governmental and Membership Organisations Future of Jobs Report 2023 17

BOX 1.1 The fastest-growing jobs support sales growth and customer engagement, the search for talent, and technology/IT In collaboration with LinkedIn Research conducted by LinkedIn for the Future in a world with increasing digital access and of Jobs Report 2023 describes the 100 roles that rapid technological advancement (more detail have grown fastest, consistently and globally, on how increasing digital access and adoption over the last four years – known as the “Jobs on of frontier technologies could transform demand the Rise”. While ILO and OECD data show which for specific job types is available in Chapter 3). sectors are employing more people, Jobs on the Human Resources and Talent Acquisition roles Rise data identifies the specific job types that are the second-most popular roles, and most of have experienced significant growth. Figure B.1 these relate to Talent Acquisition and Recruitment, organizes the 100 Jobs on the Rise into broad including a specific role for Information Technology types. Recruitment – perhaps illustrating the increasing difficulty and importance of accessing talent in a In line with ILO and OECD data on the growth of generally strong labour market. roles in the Information Technology and Digital Communication sector, Technology and IT Of the groups further down the list, Sustainability related roles make up 16 of the top 100 Jobs on and Environment related roles are notable for all the Rise, the third-highest of all job groupings. being in the top 40, including three of the top 10 Jobs related to Sales Growth and Customer roles (Figure B.2). This might suggest the green Engagement top the list, with 22 of the 100 transition is both a significant and developing roles. With roles such as Sales Development labour-market trend, where roles have titles such Representatives, Director of Growth, and as “Sustainability Analyst”. Chapter 3 further Customer Success Engineer featuring in this examines the outlook for roles related to a green group, this may suggest an increasing focus on transition. broadening customer groups and growth models FIGURE B1.1 LinkedIn jobs on the rise, 2018-2022 Growing roles by job type Sales Growth and Customer Engagement Human Resources and Talent Acquisitions Technology and IT Marketing and Communications Partnerships and Alliances Cyber Security Sustainability and Environment Security Insights and Analytics Other Legal and Finance 0 5 10 15 20 25 Number of jobs in the top 100 fastest growing Top 20 20 - 40 40 - 60 60 - 80 80 - 100 Source LinkedIn. Future of Jobs Report 2023 18

FIGURE B1.2 Fastest growing job postings on LinkedIn 2018-2022 1. Talent Acquisition Associate +53% 2. Sustainability Analyst +45% 3. Sales Development Representative +45% 4. Customer Success Analyst +43% 5. Sustainability Specialist +42% 6. Customer Success Associate +42% 7. Growth Marketing Manager +42% 8. Talent Acquisition Partner +41% 9. Sustainability Manager +40% 10. Workplace Coordinator +39% 0 +10 +20 +30 +40 +50 +60 Annual average % growth Source LinkedIn. Future of Jobs Report 2023 19

May 2023 Future of Jobs Report 2023 2 Drivers of labour market transformation The green transition, technological change, supply- 27 industry clusters and 45 economies from all chain transformations and changing consumer world regions. The Survey covers questions of expectations are all generating demand for new macrotrends and technology trends, their impact jobs across industries and regions. However, these on jobs, their impact on skills, and the workforce positive drivers are offset by growing geoeconomic transformation strategies businesses plan to use. 34 tensions and a cost-of-living crisis. This chapter analyses findings from the World The Future of Jobs Survey was conducted in Economic Forum’s Future of Jobs Survey to late 2022 and early 2023 bringing together the explore how businesses expect macrotrends and perspective of 803 companies – collectively technology adoption to drive industry transformation employing more than 11.3 million workers – across and employment. 2.1 Expected impact of macrotrends on business transformation and employment Results from the survey provide a picture of how Employers also forecast the expected impact businesses expect several macrotrends to impact of these macrotrends on employment within their operations. Trends ranging from technology their organizations. Figure 2.2 suggests that adoption to macroeconomic and geopolitical employers expect most of the disruptions to have outlook, the green transition, demographics and a net positive effect on employment, with most consumer preferences are expected to drive macrotrends expected to drive net job growth. industry transformation in the next five years. Among the macrotrends listed, businesses predict As illustrated in Figure 2.1, businesses identify the strongest net job-creation effect to be driven increased adoption of new and frontier technologies by investments that facilitate the green transition and broadening digital access as the trends which of businesses, the broader application of ESG are most likely to drive transformation in their standards and supply chains becoming more organization, these are expected to drive trends in localized, albeit with job growth offset by partial over 85% of the organizations surveyed. Broader job displacement in each case. Climate change application of Environmental, Social and Governance adaptation and the demographic dividend in (ESG) standards within their organizations will also developing and emerging economies also rate high have a significant impact. The next most-impactful as net job creators. trends are macroeconomic: the rising cost of living and slow economic growth. The impact of Technological advancement through increased investments to drive the green transition was judged adoption of new and frontier technologies and to be the sixth-most impactful macrotrend. Supply increased digital access – the two macrotrends shortages and consumer expectations around social judged by businesses to be most impactful on and environmental issues follow next. Though still their organization in the next five years – are expected to drive the transformation of almost half of also expected to drive job growth in more than companies in the next five years, the ongoing impact half of surveyed companies. However, this is of the COVID-19 pandemic, increased geopolitical offset by expected job displacement in one-fifth divisions and demographic dividends in developing of companies, with the remaining respondents and emerging economies were placed lower as expecting the impact on employment to be roughly drivers of business evolution by respondents. neutral. The net job creation effect places these Future of Jobs Report 2023 20

FIGURE 2.1 Macrotrends driving business transformation Trends ranked by share of organizations surveyed that identified this trend as likely or increasingly likely to drive transformation in their organization. Increased adoption of new and frontier technologies 86.2% Broadening digital access 86.1% Broader application of Environmental, 80.6% Social and Governance (ESG) standards Rising cost of living for consumers 74.9% Slower global economic growth 73.0% Investments to facilitate the green transition of your business 69.1% Supply shortages and/or rising cost of inputs for your business 68.8% Consumers becoming more vocal on social issues 67.6% Consumers becoming more vocal on environmental issues 67.5% Climate-change induced investments into adapting operations 65.1% Supply chains becoming more localized 60.0% Stricter government regulation of data use and technology 59.2% Ageing populations in advanced and emerging economies 51.6% Demographic dividend in developing and emerging economies 49.6% Increased geopolitical divisions 48.1% Ongoing impact of the COVID pandemic 43.1% 0 20 40 60 80 100 Share of organizations surveyed (%) Source World Economic Forum, Future of Jobs Survey 2023. FIGURE 2.2 Expected impact of macrotrends on jobs, 2023–2027 Share of organizations surveyed that expect each trend to create or displace jobs, ordered by job creation net effect. The shares of organizations which expect the impact of these macrotrends to be neutral are not plotted. Investments to facilitate the green transition of your business 52.2% Broader application of Environmental, 51.4% Social and Governance (ESG) standards Supply chains becoming more localized 46.5% Climate-change induced investments into adapting operations 43.9% Demographic dividend in developing and emerging economies 37.8% Increased adoption of new and frontier technologies 36.4% Consumers becoming more vocal on environmental issues 35.2% Broadening digital access 33.7% Consumers becoming more vocal on social issues 28.8% Stricter government regulation of data use and technology 16.9% Ageing populations in advanced and emerging economies 16.9% Increased geopolitical divisions 1.6% Ongoing impact of the COVID pandemic -0.9% Rising cost of living for consumers -19.3% Supply shortages and/or rising cost of inputs for your business -23.7% Slower global economic growth -44.4% -100 -75 -50 -25 0 +25 +50 +75 +100 Share of organizations surveyed (%) Job creator Job displacer Net effect Source World Economic Forum, Future of Jobs Survey 2023. Future of Jobs Report 2023 21

two trends in 6th and 8th place respectively. The expecting job decline minus those expecting last section of this chapter will probe which specific growth) is almost 40%. Conversely, the Care, technologies businesses expect to drive the Personal Services and Wellbeing and Government reconfiguration of labour markets. and Public Sector industries expect little impact on jobs from these trends. Organizations operating The three key drivers of expected net job in Latin America expect to be hit hardest by these destruction are forecast to be slower economic trends, with net job decline expectations of around growth, supply shortages and the rising cost of 40%, compared to a lower impact of around 25% in inputs, and the rising cost of living for consumers. Europe and South Asia. Employers also recognize that increased geopolitical divisions and the ongoing impact of the COVID-19 pandemic will drive labour-market Changing economic geographies disruption, with an even split between employers expecting these to have a positive and negative impact on jobs. Driven by economic, environmental and geopolitical trends, the world economy is undergoing a The following sections now briefly explore three structural transformation which challenges the facets of this picture more closely: growth and traditional drivers of globalization, with diverging inflation, changing economic geographies and the outcomes.36 Though factors such as climate green transition. change call for integrated global policy-making and international cooperation, disruptions such as threats to the resilience of value chains due to Growth and inflation COVID-19 and geopolitical conflict may make doing business locally more attractive than relying on the stability of international partners. At the beginning of 2023, the global economic situation was shaped by a combination of By comparing how Future of Jobs survey vulnerabilities that caused high global inflation at respondents who operate globally (in five or more 8.8% in 2022 – above the pre-pandemic level of countries) expect global trends to impact their 3.5% – and slowed economic growth which the IMF business to expectations of those who have a forecasts to be 2.9% in 2023, below the long-term single base of operations, this report finds that there average of 3.8%.35 These vulnerabilities include are no significant differences between these groups. the monetary and fiscal expansion that eased pressure during pandemic lockdowns but enabled These global trends have led to businesses higher inflation, exacerbated by higher food and considering ways to enhance resilience in gas prices resulting from geopolitical tensions and their supply chains, through “nearshoring”, 37 Russia’s invasion of Ukraine. Several central banks “friendshoring” and other ways to distribute risk have taken measures to counteract these trends by (e.g. China+1 strategy among multinational firms – increasing interest rates. whereby they maintain production bases in China while diversifying suppliers to other countries). This Over the 2023–2027 period, employers expect possible supply-chain restructuring is particularly these precarious economic conditions to continue relevant in East Asia, which could see benefits from to impact their business: as previously noted, diversification away from China, but equally could three quarters of respondents expect the rising see potential reduced demand from European and cost of living and slower economic growth to drive North American businesses moving supply chains transformation in their organizations in the next closer to the operation bases. five years. Of the 10 economies with the highest proportion of businesses expecting the rising cost- This report analyses these developments by of-living to drive transformation, five are from the assessing three macrotrends related to inter- MENA region. The countries most concerned by country dynamics and supply chains: increased slower economic growth are more distributed, with geopolitical tensions, localization of supply three of the top 10 (including three of the top four) chains, and supply-chain shortages’ impact on countries from East Asia and the Pacific, with the organizations’ transformation. Figure 2.3 shows remaining seven countries split between MENA and that East Asian countries dominate the top 10 Europe. countries for expectations that these trends will drive transformation. Against this backdrop, survey respondents expect economic challenges to be the greatest threat Respondents have differing expectations of the to the job market in the next five years, with impact these three trends will have on jobs, with slower global economic growth, supply shortages mixed opinions (net neutral) on the impact of and rising costs, and the rising cost-of-living all increased geopolitical divisions, strongly positive expected to significantly displace jobs (Figure expectations for supply chains becoming more 2.2). This prediction is more pronounced in the localized and strongly negative expectations for Agricultural and Natural Resources, Manufacturing, supply shortages and rising input costs. With East and Supply Chain and Transportation industries, Asian countries expecting the greatest impact on where the net decline (the fraction of respondents business transformation from these trends, this Future of Jobs Report 2023 22

FIGURE 2.3 Top-ranked economies of operation for expected business transformation of selected macrotrends Ordered by share of organizations surveyed expecting the trend to drive business transformation Supply shortages and/or rising Increased geopolitical divisions Supply chains becoming more localized cost of inputs for your business 1. Philippines 1. United Arab Emirates 1. Viet Nam 2. Taiwan, China 2. Hong Kong SAR, China 2. Taiwan, China 3. Singapore 3. Malaysia 3. Saudi Arabia 4. Thailand 4. Singapore 4. Indonesia 5. Malaysia 5. Republic of Korea 5. Thailand 6. Indonesia 6. Viet Nam 6. Republic of Korea 7. Hong Kong SAR, China 7. Thailand 7. Singapore 8. China 8. Taiwan, China 8. Finland 9. Germany 9. Philippines 9. United Arab Emirates 10. Republic of Korea 10. Saudi Arabia 10. Switzerland East Asia and the Pacific Elsewhere Source World Economic Forum, Future of Jobs Survey 2023. region can also expect significant job disruption In the next five years, these trends are likely to from changing supply chains and geopolitical drive job growth through both public and private tensions in the coming years. investments. Since the beginning of the pandemic $1.8 trillion has been spent globally on green stimulus, compared to $650 billion (inflation- 38 The green transition adjusted) in response to the 2008 financial crisis. Examples of some of these public investment programmes include China’s Carbon Neutrality To meet the goals of the Paris Agreement – a pledge, the European Green Deal Investment Plan pledge to keep global temperature rises below 2ºC and the United States’ recent Inflation Reduction and pursue efforts to limit them to 1.5ºC – large- Act. Similarly, businesses are driving the green scale global action towards a green transition transition forward, through their own and joint is ongoing and expected to accelerate. While initiatives. Studies show that investments in transitioning to a green economy will disrupt labour renewable energy and energy efficiency often markets over the next decade it will also create generate more employment in the near term than significant new job opportunities. investments in fossil fuels, but work remains to improve job quality and wages as well as to support 39 The data in this report shows that investments in workers in carbon-intensive industries. the green transition, broader application of ESG standards and climate-change adaptation are Demand for green jobs is growing quickly across expected to have strong positive impacts on job sectors and industries. According to a recent creation (Figure 2.3). A deeper examination of the estimate by the International Energy Agency data reveals that job creation will be pronounced in (IEA), a green-recovery scenario could lead to the Energy and Materials and Infrastructure sectors, close to 3.5% of additional GDP growth globally, where roughly 10% more companies expect job as well as a net employment impact of 9 million creation as a result of these effects. Regarding new jobs created each year.40 Globally, the green the application of ESG standards, organizations transition could create 30 million jobs in clean operating in Sub-Saharan Africa have the highest energy, efficiency and low-emissions technologies 41 net expectations for job growth (an excess of by 2030. By 2030 the transition to a nature- 64% of companies expecting job growth less positive economy in China alone is expected to add those expecting job decline), well ahead of the $1.9 trillion to the country’s economic worth and 42 lowest-ranking region (Europe at 50%). Regarding generate 88 million new jobs. investments in the green transition, regional expectations are more aligned, with organizations operating in Sub-Saharan Africa most optimistic (60%), and Central Asia in last place (53%). Future of Jobs Report 2023 23

2.2 Expected impact of technology adoption on business transformation and employment The Fourth Industrial Revolution has accelerated Relative adoption of technologies the pace of adoption of technologies and shifted the frontier between humans and machines across sectors and geographies. Technology is altering Future of Jobs Survey results highlight expected the way we work, but also changing job content, future trends in technology adoption across skills in need, and which jobs are being displaced.43 industries. Figure 2.4 presents the technologies Understanding how technologies will impact labour according to companies’ likelihood to adopt them markets is crucial for determining whether people by 2027. As in previous years, big data, cloud will be able to transition from declining occupations computing and AI feature near the top of this list, 44 to the jobs of tomorrow. with approximately 75% of companies looking to FIGURE 2.4 Technology adoption, 2023-2027 Technologies ranked by the share of organizations surveyed who are likely or highly likely to adopt this technology over the next 5 years Digital platforms and apps 86.4% Education and workforce development technologies 80.9% Big-data analytics 80.0% Internet of things and connected devices 76.8% Cloud computing 76.6% Encryption and cybersecurity 75.6% E-commerce and digital trade 75.3% Artificial intelligence 74.9% Environmental management technologies 64.5% Climate-change mitigation technology 62.8% Text, image, and voice processing 61.8% Augmented and virtual reality 59.1% Power storage and generation 52.1% Electric and autonomous vehicles 51.5% Robots, non-humanoid 51.3% 0 20 40 60 80 100 Share of respondents (%) Source World Economic Forum, Future of Jobs Survey 2023. adopt these technologies in the next five years. employment. Figure 2.5 shows that all but The data also shows the impact of the digitalization two technologies are expected to be net job of commerce and trade, with platforms and creators in the next five years. Big data analytics, apps likely to be adopted by 86% of companies climate change and environmental management and e-commerce and digital trade likely to be technologies, and encryption and cybersecurity adopted by 75% of businesses. The second- are expected to be the biggest drivers of job ranked technology is education and workforce growth. Agriculture technologies, digital platforms technologies, with 81% of companies looking to and apps, e-commerce and digital trade, and adopt this technology by 2027. AI are all expected to result in significant labour- market disruption, with substantial proportions of companies forecasting job displacement in their Expected impact of technology organizations, offset by job growth elsewhere to adoption on jobs result in a net positive. Generative AI has received particular attention recently, with claims that 19% of the workforce could have over 50% of their 45 The Future of Jobs Survey also probes the tasks automated by AI and job losses making expected impact of technology adoption on headlines, while others expect the technology to Future of Jobs Report 2023 24

FIGURE 2.5 Expected impact of technology adoption on jobs, 2023–2027 Share of organizations surveyed that expect each technology to create or displace jobs, ordered by the job creation net effect. The shares of organizations which expect the impact of adopting these technologies to be neutral are not plotted. Big-data analytics 58.0% Climate-change mitigation technology 49.5% Environmental management technologies 45.8% Encryption and cybersecurity 43.3% Biotechnology 42.9% Agriculture technologies 41.3% Digital platforms and apps 41.0% Health and care technologies 40.3% Education and workforce development technologies 39.8% Augmented and virtual reality 39.6% Power storage and generation 37.6% E-commerce and digital trade 36.6% Biodiversity protection technologies 35.0% Cryptocurrencies 35.1% Cloud computing 34.8% Water-related adaptation technologies 33.7% New materials 32.9% Distributed ledger technology 30.5% 3D and 4D printing and modelling 28.8% Satellite services and space flight 28.5% Internet of things and connected devices 28.1% Nanotechnology 28.0% Artificial intelligence 25.6% Quantum computing 23.5% Text, image, and voice processing 17.6% Electric and autonomous vehicles 16.5% Robots, humanoid -2.6% Robots, non-humanoid (e.g. industrial automation, drones) -8.8% -100 -75 -50 -25 0 25 50 75 100 Share of organizations surveyed (%) Job creator Job displacer Net effect Source World Economic Forum, Future of Jobs Survey 2023. Future of Jobs Report 2023 25

enhance jobs.46 Only robots, whether humanoid or The human-machine frontier non-humanoid, are forecast to have a net negative overall impact on employment in our data, with roughly equal cohorts of companies expecting As businesses adopt frontier technologies, tasks growth, displacement and neutral impact. The such as information and data processing are shares of oragnizations surveyed which forecast a increasingly automated, reconfiguring labour neutral impact are not plotted. markets and changing the skills needed for work. Previous editions of the Future of Jobs Report have While respondents operating in different industries documented the shifting frontier between the work show differing preferences for technologies, there tasks performed by humans and those performed are a few industries that show much higher overall by machines and algorithms. We do so again this expectations to adopt new technologies while some year. are more cautious. The Electronics and Chemical and Advanced Materials industries are planning The human-machine frontier has shifted since the to adopt more technologies than average, while 2020 edition, which was released in the midst of the Employment Services, Insurance and Pension COVID-19 lockdowns and remote working, when Management, and Real Estate industries are the expectations for increasing automation were high. least inclined to adopt new technologies. The fraction of automated tasks has increased less than previously expected, and the horizon for future Environmental management technology is one automation is stretching further into the future than of the technologies with the most differentiated surveyed businesses previously anticipated. uptake across industries, with 93% of Oil and Gas employers expected to adopt the technology, Organizations today estimate that 34% of all followed by Chemical and Advanced Materials business-related tasks are performed by machines, (88%) and Production of Consumer Goods with the remaining 66% performed by humans. This (86%). In contrast, just 26% of Employment represents a 1% increase on the level of automation Services employers expect to adopt this estimated by respondents to the 2020 edition of technology, followed by Education and Training the Future of Jobs Survey. This pace of automation (36%) and Insurance and Pension Management contradicts expectations from respondents to the (42%). Similarly, augmented and virtual reality 2020 survey that almost half of business tasks is likely to be heavily adopted by organizations would be automated in the following five years, in Electronics (80%); Research, Design and possibly reflecting a view that machines and Business Management services (77%); and Energy algorithms have augmented human performance Technology and Utilities (75%) industries, compared rather than automating tasks in this period. Overall, to Mining and Metals (46%); Accommodation, relative to 2020, employers have revised their Food and Leisure services (42%); and Agriculture, predictions for future automation down by 5% Forestry and Fishing (30%) industries. Sectoral (from 47% automation by 2025 in 2020 to 42% data on technology adoption is also included in automation by 2027 now). Task automation in 2027 Appendix B. is expected to vary from 35% of reasoning and decision-making to 65% of information and data Looking specifically at robots, Future of Jobs processing (see Figure 2.6). Survey data highlights the Electronics (83%), Energy Technology and Utilities (72%), and Consumer The potential scope of automation and Goods (71%) industries as likely top adopters. augmentation will further expand over the next Data from the International Federation of Robotics few years, with AI techniques maturing and finding shows that the number of industrial robots per mainstream application across sectors. It remains to 10,000 workers has continued to rapidly increase be seen how technologies going through the most 47 over the last five years across countries. Industrial rapid changes, such as generative AI technology, robot density has nearly doubled over the last five may further change the make-up of automatable years, reaching 126 robots per 10,000 workers on tasks over the 2023–2027 period, with some recent average. Regarding robots’ impact on employment, studies finding that Large Language Models can the strongest sectoral picture emerges for the already automate 15% of tasks. When combined adoption of non-humanoid robots, wherein 60% with applications which can correct known issues of companies operating in the Production of with existing Large Language Models (such as Consumer Goods and the Oil and Gas industry factual inaccuracies), this share may increase to foresee job displacement, and 60% of companies 50%.48 operating in Information and Technology services foresee job creation in the next five years. Future of Jobs Report 2023 26

FIGURE 2.6 The human-machine frontier % of tasks expected to be automated Coordinating, developing, Reasoning and decision-making managing and advising Communicating and interacting Survey 2020 Survey 2023 0 25 50 75 100 0 25 50 75 100 0 25 50 75 100 Share of tasks (%) Performing physical and Identifying and evaluating manual work activities job-relevant information All tasks Survey 2020 Survey 2023 0 25 50 75 100 0 25 50 75 100 0 25 50 75 100 Performing complex and Looking for and receiving Administering technical activities job-related information Survey 2020 Survey 2023 0 25 50 75 100 0 25 50 75 100 0 25 50 75 100 Information and data processing Survey 2020 Survey 2023 Now Five years in the future 0 25 50 75 100 Source World Economic Forum, Future of Jobs Surveys 2020, 2023. Future of Jobs Report 2023 27

May 2023 Future of Jobs Report 2023 3 Jobs outlook Macrotrends and technology are set to drive a namely, the number of expected new jobs, plus the mixed outlook for job creation and destruction number of roles expected to be displaced during in the next five years, across job categories and the period, divided by the size of the labour force industries. in question. Structural churn does not include the natural churn of workers moving between This chapter uses the concept of labour-market jobs for personal reasons. Five-year structural churn to help quantify the expected change in churn is estimated for each job by summing the labour markets. In particular, the Survey results absolute magnitudes of its reported workforce help quantify structural labour-market churn, fraction changes from now to 2027, reported by which results from changes to the employment the respondents in the Future of Jobs Survey, and structure of companies when new roles are created dividing by the summed workforce fractions today, or existing roles are eliminated (this excludes job reported by the respondents in the Future of Jobs changes where a new employee replaces an Survey. It can be interpreted as an overall measure existing one in the same role). Accordingly, this of disruption, both growth and decline. chapter’s analysis estimates churn using anticipated structural changes reported by surveyed companies Overall, this report estimates a mean structural in the composition of their workforces between labour-market churn of 23% for surveyed 2023 and 2027. companies across sectors and countries over the next five years (see Figure 3.1). This indicates that total expected job movement, including both Labour-market churn and the new roles being created and existing ones being pace of transformation destroyed, represents 23% of the current workforce. This finding helps to illustrate situations whereby relatively modest changes in net job numbers Labour-market churn refers to the pace of across a country or industry can partly mask major reallocation of workers and jobs. The survey underlying reconfigurations within a churning labour provides insight into structural labour-market churn; market. FIGURE 3.1 Projected job creation and displacement, 2023-2027 In the next five years, 83 million jobs are projected to be lost and 69 million are projected to be created, constituting a structural labour-market churn of 152 million jobs, or 23% of the 673 million employees in the data set being studied. This constitutes a reduction in employment of 14 million jobs, or 2%. One million jobs Jobs lost Stable jobs Jobs created Source Note World Economic Forum, Future of Jobs Survey 2023; World Economic Forum analysis of the labour-market prospects for 673 million employees out International Labour Organization, ILOSTAT. of a global ILO dataset comprising 820 million employees using the Future of Jobs Survey 2023. Future of Jobs Report 2023 28

Future churn expectations for the next 5 years Clerks, and Cashiers and Ticket Clerks expected to are likely to continue the ongoing structural decline fastest. reconfiguration of labour markets. In Chapter 1, this report identified employment lagging behind Many of the roles which are forecast to be growing 2019 levels in Accommodation, Food and Leisure; and declining fastest, relative to their current Manufacturing; Retail and wholesale of consumer proportion in the labour force, are consistent with goods; Supply chain and transportation; and the findings published in previous Future of Jobs Media, Entertainment and Sports. This report’s reports in 2016, 2018 and 2020, signalling a churn analysis suggests a higher than average structural reconfiguration of labour-markets with its churn from 2023 to 2027 in the Supply Chain and roots in technological adoption and automation (see Transportation and Media, Entertainment and Sports Chapter 2). These emerging roles that have been industries, where respondents estimate structural highlighted in all four reports include Data Analysts/ five-year churn to be 29% and 32% respectively, Scientists, AI and Machine Learning Specialists, but lower than average churn in Accommodation, and Digital Transformation Specialists, while Food and Leisure; Manufacturing and Retail; declining roles include Data Entry Clerks; Executive and Wholesale of Consumer Goods (see Figure and Administrative Secretaries; and Accounting, 3.2). Relatively high churn is also forecast in the Bookkeeping, and Payroll Clerks. Telecommunications and Media, Entertainment and Sports, Financial Services and Capital Markets, and To approximate the total impact of job growth Information and Technology Services industries, in and decline, this report compares proportionate part reflecting technology-driven job changes. growth forecasts with estimates of the total number of workers in these roles based on ILO data for those countries in which data is available. Using Growing and declining jobs this method as a means to obtain an indicative extrapolation of the size of global workforces, the Future of Jobs data set corresponds to 673 The net growth or decline of jobs can be estimated million workers in the full ILO data set of 820 million in a similar way to churn. Figure 3.3 displays how workers (see Figure 3.1). The Future of Jobs Survey surveyed businesses expect jobs to grow or decline is not structured in a way to derive estimates for fastest, as a proportion of their existing labour the remaining 147 million workers, as sectors which force. AI and Machine Learning Specialists top the employ these workers in large numbers could not list of fast-growing jobs, followed by Sustainability be not surveyed in sufficiently large numbers to be Specialists and Business Intelligence Analysts. The able to report reliable predictions. The ILO data set majority of the fastest growing roles on the list are is smaller than modelled ILO estimates of a total of technology-related roles. The majority of fastest roughly 1.7 billion workers worldwide when country- declining roles are clerical or secretarial roles, with level data gaps are extrapolated, and smaller than Bank Tellers and Related Clerks, Postal Service the estimated 3.3 billion workers in either formal FIGURE 3.2 Labour market churn, by industry Media, entertainment and sports 32% Government and public sector 29% Information technology and digital communications 29% Real estate 27% Financial services 26% Supply chain and transportation 25% Non-governmental and membership organisations 24% Education and training 23% Care, personal services and wellbeing 23% Agriculture and natural resources 23% Professional services 23% Infrastructure 22% Health and healthcare 22% Retail and wholesale of consumer goods 21% Energy and materials 19% Manufacturing 19% Automotive and aerospace 19% Accommodation, Food and Leisure 16% 0 10 20 30 40 Five-year churn (%) Source Source World Economic Forum, Future of Jobs Survey 2023. Labour-market churn refers to the total expected job movement - including both new roles being created and existing roles destroyed - as a proportion of current employment. This excludes situations where a new employee replaces someone in the same role. Future of Jobs Report 2023 29

FIGURE 3.3 New jobs and lost jobs, 2023-2027 Projected job creation (blue) and displacement (purple) betwen 2023 and 2027, as a fraction of current employment, for the global employee data set studied in this report. The projected net growth or decline for each occupation in the next five years (diamonds) calculated by subtracting the two fractions. The projected structural labour-market churn for each occupation in the next five years is the sum of the two fractions, and is indicated by the full width of the bars. Averaged across occupations, structural labour-market churn represents 23% of current employment. AI and Machine Learning Specialists Investment Fund Managers Sustainability Specialists Organisational Development Specialists Business Intelligence Analysts Chemical Processing Plant Operators Information Security Analysts Electronics and Telecommunications Installers... FinTech Engineers Training and Development Specialists Data Analysts and Scientists Sales and Marketing Professionals Robotics Engineers Management and Organisation Analysts Big Data Specialists General and Operations Managers Agricultural Equipment Operators Product Managers Digital Transformation Specialists Sales Representatives, Wholesale and... Blockchain Developers ICT Operations and User Support Technicians E-commerce Specialists Manufacturing, Mining, Construction, and... Digital Marketing and Strategy Specialists Strategic Advisors Data Engineers Recruiters and technical recruiters Commercial and Industrial Designers Food Processing and Related Trades Workers Business Development Professionals Regulatory and Government Associate... Devops Engineers Materials Engineers Database Architects Managing Directors and Chief Executives Process Automation Specialists Farmworkers and Laborers Software and Applications Developers Lawyers Risk Management Specialists Data Warehousing Specialists Building Frame and Related Trades Workers Human Resources Specialists Technical Specialists Car, Van and Motorcycle Drivers Database and Network Professionals Business Services and Administration Managers Application Developers Assembly and Factory Workers Project Managers Sales and Purchasing Agents and Brokers Full Stack Engineers Primary School and Early Childhood Teachers Architects and Surveyors Paralegals and Legal Assistants Advertising and Public Relations Professionals Social Work and Counselling Professionals Industrial and Production Engineers Compliance Officers Heavy Truck and Bus Drivers Accountants and Auditors Electrotechnology Engineers Telemarketers Solar Energy Installation and System Engineers Client Information and Customer Service Workers Vocational Education Teachers Social Media Strategist Financial Analysts Insurance Underwriters Internet of Things Specialists Building Caretakers and Housekeepers University and Higher Education Teachers Shop Salespersons Renewable Energy Engineers Relationship Managers Civil Engineers Software testers Supply Chain and Logistics Specialists Claims Adjusters, Examiners, and Investigators Graphic Designers Credit and Loans Officers Sheet and Structural Metal Workers, Moulders... Security Guards Light Truck or Delivery Services Drivers Door-To-Door Sales Workers, News and Street... Electrical Equipment Installers and Repairers Statistical, Finance and Insurance Clerks Special Education Teachers Legislators and Officials Chemical Engineers Home Appliance Installers and Repairers Chefs and Cooks Accounting, Bookkeeping and Payroll Clerks Financial and Investment Advisers Material-Recording and Stock-Keeping Clerks Mechanical Engineers Administrative and Executive Secretaries Mechanics and Machinery Repairers Data Entry Clerks Power Production Plant Operators Cashiers and Ticket Clerks Building Finishers and Related Trades Workers Postal Service Clerks Construction Laborers Bank Tellers and Related Clerks -50 -25 0 +25 +50 -50 -25 0 +25 +50 Fraction of current workforce (%) Fraction of current workforce (%) Source World Economic Forum, Future of Jobs Survey 2023 Jobs created Jobs displaced Net growth or decline Future of Jobs Report 2023 30

FIGURE 3.4 Largest job growth, millions Top roles ordered by largest net job growth, calculated based on ILO Occupation Employment statistics and growth reported by organizations surveyed Agricultural equipment operators Heavy truck and bus drivers Vocational education teachers Mechanics and machinery repairers Business development professionals Building frame and related trades workers University and higher education teachers Electrotechnology engineers Sheet and structural metal workers, moulders and welders Special education teachers Light truck or delivery services drivers Digital transformation specialists Construction laborers Sustainability specialists Digital marketing and strategy specialists 0 1.0 1.5 2.0 2.5 3.0 Total growth in 5 years (millions of jobs) Source World Economic Forum, Future of Jobs Survey 2023. FIGURE 3.5 Largest job decline, millions Top roles ordered by the largest net jobs reduction, calculated based on ILO Occupation Employment statistics and growth reported by organizations surveyed Data entry clerks Administrative and executive secretaries Accounting, bookkeeping and payroll clerks Security guards Building caretakers and housekeepers Cashiers and ticket clerks Material-recording and stock-keeping clerks Assembly and factory workers Postal service clerks Bank tellers and related clerks Shop salespersons Telemarketers Client information and customer service workers Business services and administration managers Door-to-door sales workers, news and street vendors, and related workers -10.0 -7.5 -5.0 -2.5 0 Total decline in 5 years (millions of jobs) Source World Economic Forum, Future of Jobs Survey 2023. Future of Jobs Report 2023 31

or informal employment. The conclusions derived structural labour-market churn of 23% of the current for this subset of data should thus not be treated global workforce the data is able to cover. as comprehensive, but provide useful insights on selected segments of the workforce. Figure 3.6 plots these absolute net growth estimates versus churn for each role for which the Figures 3.4 and 3.5 present data on jobs that survey has sufficient data. The jobs that appear are expected to see the most absolute growth towards the top of the graph are expected to and decline, and survey results suggest that be growing, in largest absolute numbers, while the highest growth from 2023–2027 will be for those at the bottom of the graph are expected to Agricultural Equipment Operators, Heavy Truck and be declining, in largest absolute numbers. Jobs Bus Drivers, and Vocational Education Teachers. clustered around zero net growth are expected to Data Entry Clerks; Administrative and Executive churn in the next five years, with displaced jobs Secretaries; and Accounting, Bookkeeping, and replaced by newly created jobs in roughly equal Payroll Clerks are expected to suffer the greatest numbers. The fraction of the total number of jobs reduction in employment. Combined, these three which is expected to churn between displacement roles make up over half of the total expected job and creation increases along the horizontal axis. destruction. As the concept of labour-market churn does not distinguish between job creation and job Overall, our analysis suggests that 69 million jobs displacement, jobs can also diverge to substantial will be created and 83 million jobs destroyed, expected job creation in the top right of the figure leading to a contraction of global labour markets of or substantial expected job displacement in the 14 million jobs in the next five years at the present bottom right of the figure. The absence of data rate of change, though this figure is subject to a points at zero net growth and zero churn shows high degree of uncertainty as it is not holistic. The that respondents expect no job to experience sum of these changes yields the estimated overall labour-market stability in the next five years. Most FIGURE 3.6 Projected churn and net growth/decline of employment 2023-2027, by occupation Projected structural labour-market churn from 2023 to 2027, as a proportion of the current workforce. Projected net growth or decline in employment from 2023 to 2027, in millions of employees. +3 Vocational education teachers Agricultural equipment Electrotechnology engineers operators Heavy truck and bus drivers Solar energy installation and Digital transformation specialists Sustainability specialists system engineers AI and machine 0 learning specialists Database architects Assembly and factory workers Cashiers and ticket clerks ce (millions of employees)-3 Accounting, bookkeeping and payroll clerks owth of labour for-6 Administrative and executive secretaries Net gr Data entry clerks -9 0 10 20 30 40 50 Five-year structural churn (%) Advanced Technology Agriculture Digital Access Education Environmental Interactions and Record Keeping Repair, Labour, and Factory Supply Chain and Logistics Other Source World Economic Forum, Future of Jobs Survey 2023; International Labour Organization, ILOSTAT. Future of Jobs Report 2023 32

occupations in sectors covered by the survey data these expectations could result in a decline of 26 set should at present expect to experience relative million jobs globally. stability in overall employment numbers, but a structural churn between 10% and 40% over the next five years. Energy transition and climate- In analyzing the patterns in job growth, decline change mitigation jobs and churn, seven groups of related jobs emerge, being collectively impacted by similar trends, either Another area survey respondents expect to grow positively or negatively. The following sections quickly, which currently employs a relatively small explore the developments in these seven job number of people, are jobs in renewable energy groups. and those related to climate change mitigation. This is reflected in almost universal expectations of growth for Renewable Energy Engineers and Solar Digital access and digital trade Energy Installation and System Engineers among enabled jobs respondents who identified these as common roles in their organisation. The same holds true for Sustainability Specialists and Environmental As noted in Chapter 2, 86% of respondents Protection Professionals that are expected to expect broadening digital access to transform their grow by 33% and 34% respectively, translating organization, with 52% expecting it to create job to growth of approximately 1 million jobs. This is growth and 19% expecting decline as a result. in line with business leaders’ expectations for the When combined with data on jobs trends, this green transition and climate-mitigation investments appears to drive expectations of job growth in to drive job growth as outlined in Chapter 2. This digital-trade related jobs and a reduction in roles expectation continues the growth in green jobs that where more digitalized global interactions cause labour markets around the world have witnessed aspects of face-to-face services and record- in the past four years, as indicated by additional keeping to become less necessary. research conducted by LinkedIn for this year’s Future of Jobs Report (see Box 3.1). For example, E-commerce Specialists, Digital Transformation Specialists, and Digital Marketing and Strategy Specialists are expected to increase Advanced technology jobs by 25-35%, leading to an increase of 2 million jobs. This growth expectation is not consistent across regions however, with South Asia expecting these Adoption of frontier technologies is also driving job roles to grow fastest at over 30%, and Sub-Saharan growth across three job families that currently do Africa the slowest at 15%. Respondents expect not employ large numbers of people: this growth on average to be faster for Digital Transformation Specialists in China (32%) and A 30-35% increase (1.4 million) in demand for slower in Japan (23%). roles such as Data Analysts and Scientists, Big Data Specialists, Business Intelligence Analysts, The decline of face-to-face and record-keeping Database and Network Professionals, and Data roles is consistent across industries, but most Engineers that is driven by advances and growth in pronounced in Information Technology and Digital adoption of frontier technologies which rely on big Communications, at around 50%, Financial data. This expectation of growth in these roles is Services (around 40%), and Supply Chain and common across countries, but particularly prevalent Transportation (around 40%). Other industries that in China, where growth is expected to be closer show relatively consistent decline include Education to 45%. Industries expecting high growth in these and Training (~30%), Energy and Materials (~35%), roles include Financial Services (31%), Retail and Infrastructure (~20%), Manufacturing (~30%), Wholesale of Consumer Goods (37%), and Supply Professional Services (~30%), and Retail and Chain and Transportation (42%), while expectations Wholesale of Consumer Goods (~20%). are more measured for Information Technology and Digital Communications, at just 8%. More specifically, respondents expect to see 25- 35% less demand for Cashiers and Ticket Clerks; Demand for AI and Machine Learning Specialists Data-entry Clerks; Accounting, Bookkeeping and is expected to grow by 40%, or 1 million jobs, Payroll Clerks; and Secretaries. The trend for Data as the usage of AI and machine learning drives Entry Clerks is consistent throughout the world, continued industry transformation. Recent research however it is particularly pronounced in Brazil (46%), on Generative AI indicates it may affect a significant 49 and slightly less prevalent in some high-income proportion of total worker tasks. However, countries such as Germany, the United States, this does not distinguish between tasks being Singapore and the United Kingdom, at around augmented vs automated. This research also finds 25%. Similar to Accounting, Bookkeeping and that this is most likely to affect higher wage roles Payroll Clerks, this trend is global, but particularly and jobs with greater barriers to entry. pronounced in Japan, Italy and the United States. Since these are currently popular occupations, A 31% increase in demand for Information-Security Future of Jobs Report 2023 33

BOX 3.1 Trends in green jobs In collaboration with LinkedIn Green jobs, and a workforce with the skills to fill have the highest levels of green skill intensity. them, are essential for meeting climate targets. This is an encouraging sign as it could enable a Drawing on data provided by LinkedIn, this year’s green-skills-led approach to decarbonizing these Future of Jobs Report assesses how employers emissions-intensive industries. This is consistent and employees are responding to the green across the 50 countries included in the analysis, transition. Employers have increased green job with Austria, Germany, Italy, the United States hiring rates, with year-on-year green job growth and Spain leading the way in Manufacturing, while exceeding the overall hiring rate growth every year India, the United States and Finland feature at the since 2019, as shown in Figure B3.1. This has top of the list for Oil and Gas. resulted in sustainability jobs making up three of the top ten fastest growing roles on the LinkedIn With governments playing a key role driving and platform over the last four years, including facilitating the green transition, countries including Sustainability Analysts, Sustainability Specialists, Australia, Argentina, Sweden, the Netherlands and Sustainability Managers. Meanwhile the and the United States are leading green skills proportion of the labour force reporting green skills intensity in Government and the Public Sector. is rising to meet the increased demand, growing This relatively high green skills intensity may enable by almost 40% since 2015, from 9% to 13%. these countries to accelerate their green transition. Industries with lower green skills intensity include Drawing further on LinkedIn’s data, we discover Finance, Technology and Information and Media. that the Manufacturing and Oil and Gas sectors FIGURE B3.1 Growth in annual hiring rates for green jobs Hiring rates for green jobs and the global sample as a fraction of the previous year's hiring rate for that sample. 1 indicates no change. 2.0 1.5 -on-year 1.0 hiring rate 0.5 Indexed year 0 2017 2018 2019 2020 2021 2022 Green Job Hiring Rate Overall Hiring Rate Source LinkedIn. Analysts, leading to 0.2 million additional jobs. This With many people employed in these roles, this is driven by increased adoption of encryption and growth could lead to 3 million additional jobs for cybersecurity which aligns with findings of the World Vocational Education Teachers and University and 50 Economic Forum’s 2023 Global Risks Report that Higher Education Teachers over the 2023-2027 widespread cybercrime and cyber insecurity are a period. This growth is particularly prevalent in top 10 global risk in both the short and long term non-G20 countries where it is expected to be about – and yet there is a current global shortage of 3 50% higher than in G20 countries. Limitations in the million cybersecurity professionals. Future of Jobs sample for organizations operating in the Education and Training sector indicate caution should be applied when interpreting these figures. Education jobs Two potential drivers for growth in these roles are: the high rate of adoption of education and workforce development technologies identified in Jobs in the Education industry are expected to Chapter 2 and organizations’ efforts to close skills grow at around 10% during the 2023–2027 period. gaps in their workforces (see Chapter 5). Future of Jobs Report 2023 34

Should survey respondents’ forecast growth in This growth is concentrated in non-G20 countries, education jobs materialize in the next five years, this where it is expected to be around 17%, whereas would continue the trend in social jobs that labour G20 countries expect to see a 1% net decline. The markets around the world witnessed in the past regional picture is mixed, with employers in Europe three years, as highlighted by research conducted expecting 8% net growth while those in South Asia by Indeed for this year’s Future of Jobs Report (see expect to see a 9% net decline. Box 3.2). For Construction Workers, more respondents expect the role to decline than grow, however the Agriculture jobs relative size of these changes mean we expect to see demand for an additional 1 million workers. There is also expected to be significant churn Jobs for Agricultural professionals, especially between jobs and employers. Agricultural Equipment Operators, are expected to see an increase of 30%. Given the current For Assembly and Factory Workers, respondents employment levels for these roles, this could lead expect a reduction in demand of 5%, which could to an additional 3 million jobs. This increased reduce this workforce by about 2 million jobs. demand may be driven by the combined effect of This reduction is driven by declining demand from several trends such as supply chains shortening Advanced Manufacturing and Electronics industries and input costs rising, as well as the increasing – especially in China, Japan, Singapore and the use of agricultural technologies, and increasing United Kingdom. These workers may, however, be investments in climate change adaptation. shielded from some of the impacts of Generative Many Agricultural workers are employed in AI, as manufacturing roles are expected to be less 52 organizations that are underrepresented in the prone to automation from this technology. Future of Jobs Survey, so these numbers should also be interpreted with care. These workers can also expect to be less impacted by generative Supply-chain and logistics jobs AI according to research on the impact of Large 51 Language Models on the Labour Market. Another job group that is facing both expectations of growth and decline in jobs are roles connected Repairers, factory-workers and to Logistics. Localization of supply chains is labourers expected to be one of the largest gross contributors to job growth but also a significant job displacer. Meanwhile, supply shortages and rising input costs With uncertain impacts from increased uptake of are expected to be a major job displacer – second frontier technologies and non-humanoid robots, only to a global economic slowdown. As a result, such as drones and industrial automation (see the report finds some employers expect to hire Chapter 2), there is a mixed outlook for Mechanics more Heavy Truck and Bus Drivers, while others and Machinery Repairers, Construction Labourers, expect to reduce this workforce. On aggregate, and Assembly and Factory Workers. respondents expect a net increase of 2 million, or 12.5% of this workforce. This expected growth may For Mechanics and Machinery Repairers, almost compound the current Driver shortages outlined in as many respondents expect a declining outlook Chapter 1 of this report. In contrast, expectations as a growing one. However, the relative size of regarding Car, Van and Motorcycle Drivers differ growth and decline that respondents expect, and among respondents, but, overall see a net decline the large total employment in the role, means this is of 0.6 million (4%). Logistics Specialists, as well as one of the largest-growing roles in absolute terms Light Truck Drivers, should see small net increases. at around 1.9 million additional jobs expected. Future of Jobs Report 2023 35

BOX 3.2 The pandemic has driven faster growth for social jobs In collaboration with Indeed Social jobs – those in Care, Education and Healthcare) compared to all other jobs. For 15 of Healthcare – play a vital role in societal well-being, the 22 countries analysed, social jobs have grown enabling social mobility, securing human capital faster than other jobs. This is predominantly driven and strengthening societal resilience. As the world by Healthcare and Care jobs, which have grown faces a growing and ageing global population, the faster than other jobs in 16 of the 22 countries importance of social jobs will no doubt increase. – reflecting the critical importance of these jobs during the COVID-19 pandemic. Education jobs, Research conducted by Indeed for this report meanwhile, have grown faster than other jobs in finds that job postings have grown significantly for 12 of 20 countries. both social and other jobs since the pandemic. By comparing the relative growth of social and other Additional data reveals that France, Ireland and jobs we can understand changes in the make-up Belgium show particularly strong social-job growth of jobs. relative to other countries, while Brazil, United Arab Emirates and India are among the seven Figure B3.2 shows the relative growth of the three countries where job growth was slower for social segments of social jobs (Care, Education and jobs than non-social jobs. FIGURE B3.2 Posting rates for social jobs relative to before the pandemic Growth in the rate of social-job postings on Indeed minus growth in other job postings on the platform, relative to before the pandemic Care Education Health France Ireland Belgium Australia Italy Germany Switzerland Spain Austria New Zealand Poland United States of America United Kingdom Netherlands Singapore Canada Japan Mexico Sweden India United Arab Emirates Brazil -100 -50 0 +50 +100 -100 -50 0 +50 +100 -100 -50 0 +50 +100 Difference (%) Difference (%) Difference (%) Positive Negative Source Note Indeed. The two time periods are 1 January 2020 to 28 February 2020 – the World Health Organization categorized COVID-19 as a pandemic on 11 March 2020 – and 1 January 2022 to 10 February 2023. Future of Jobs Report 2023 36

May 2023 Future of Jobs Report 2023 4 Skills outlook This chapter reports Future of Jobs Survey results companies on the prioritized composition of their regarding skills, as classified by the World Economic reskilling and upskilling strategies for the period 53 Forum’s Global Skills Taxonomy. The chapter 2023–2027. Sectoral decompositions of skill trends begins by analysing the skills currently needed for are available in Appendix C (p79), and detailed work, and whether businesses expect them to profiles for the range of cross-functional skills are increase or decrease in importance in the next five included as 26 Skill Profiles at the end of the report years. It then presents data provided by surveyed (see p255). 4.1 Expected disruptions to skills When the Future of Jobs Report was first published the previous edition of the Future of Jobs Survey in 2016, surveyed companies predicted that 35% of in 2020, when COVID-19-induced disruptions to workers’ skills would be disrupted in the following working life caused respondents to forecast a skills five years. In 2023, that share has risen to 44% instability of 57% in the following five years. (Figure 4.1). This expected rate of disruption to skills nevertheless represents a stabilization since With only 43% of respondents now reporting that FIGURE 4.1 Disruptions to skills Evolution in the shares of workers' core skills which will change and which will remain the same in the next five years 100 75 35% 65% 42% 44% 50 58% 56% 57% 43% e of worker skill sets (%) Shar 25 0 2016 2018 2020 2023 Survey year Core skills which will change in the next five years Core skills which will remain the same in the next five years Source Note World Economic Forum, Future of Jobs Surveys Values reported are the mean skill stability percentages estimated by organizations surveyed 2016, 2018, 2020 and 2023. in each edition of the survey. Future of Jobs Report 2023 37

COVID-19 is driving industry transformation (see of workers ability to adapt to disrupted workplaces. Chapter 2), the adoption of frontier technologies The fourth self-efficacy skill in the Global Skills (driving transformation in 86% of companies) may Taxonomy, dependability and attention to detail, be expected to drive the evolution of workplace ranks seventh, behind technological literacy. skills across the full spectrum of skills, knowledge, abilities and attitudes, as workers adapt to The core skills top 10 is completed by two attitudes automation and AI. relating to working with others – empathy and active listening and leadership and social influence – and quality control. Constituting 5% of worker skill sets Core skills in 2023 despite ranking tenth, quality control is an example of a skill particularly important to a limited cohort of businesses. Management skills, engagement Figure 4.2 shows the core skills required by workers skills, technology skills, ethics and physical abilities today. As in 2020, Analytical Thinking is considered are generally considered to be less important than to be a core skill by more companies than any other cognition, self-efficacy, and working with others. skill, and constitutes on average 9% of the core skills reported by companies. Another cognitive While core skill sets are relatively uniform across skill, creative thinking, ranks second, ahead of three sectors, several distinguishing features can be self-efficacy skills – resilience, flexibility and agility; identified. The Media Entertainment and Sports motivation and self-awareness; and curiosity and industry values empathy and active listening and lifelong learning – in recognition of the importance dependability and attention to detail at half the FIGURE 4.2 Core skills in 2023 Share of organizations surveyed which consider skills to be core skills for their workforce. Estimated average composition of the skill sets of workers in organizations surveyed. Skills are ranked and ordered by the share of organizations surveyed which consider the skill as core to their workforce. Core skill for workers in 2023 Estimated average skill set 1. Analytical thinking 2. Creative thinking 3. Resilience, flexibility and agility 4. Motivation and self-awareness 5. Curiosity and lifelong learning 6. Technological literacy 7. Dependability and attention to detail 8. Empathy and active listening 9. Leadership and social influence 10. Quality control 11. Systems thinking 12. Talent management 13. Service orientation and customer service 14. Resource management and operations 15. AI and big data 16. Reading, writing and mathematics 17. Design and user experience 18. Multi-lingualism 19. Teaching and mentoring 20. Programming 21. Marketing and media 22. Networks and cybersecurity 23. Environmental stewardship 24. Manual dexterity, endurance and precision 25. Global citizenship 26. Sensory-processing abilities Cognitive skills Physical abilities 0 20 40 60 80 100 0 2 4 6 8 10 12 Engagement skills Self-efficacy Ethics Technology skills Share of companies (%) Estimated share of skill sets (%) Management skills Working with others Source Note World Economic Forum, Future of Jobs Survey 2023. The Future of Jobs Survey uses the World Economic Forum's Global Skills Taxonomy. Future of Jobs Report 2023 38

global rate – trends which are reversed in non- number of surveyed companies that considered governmental and membership organizations. analytical thinking to be a core skill outnumbered Agriculture, Forestry and Fishing ranks as an those considering creative thinking to be a core skill outlier due to the sector’s focus on environmental by a margin of 35% and 38%, respectively. That stewardship and its growing outlook for the gap has now decreased to 21% and may continue importance of manual dexterity, endurance to close. As reported in Chapter 2, companies and precision and resource management skills. expect the automation of reasoning and decision- Environmental stewardship skills are also notably making to increase by 9% by 2027. important in the Chemical and Advanced Materials industry, alongside leadership and social influence. The Electronics and Education and Training Skill evolution 2023–2027 industries are united by an emphasis on the importance of systems thinking to their workers. These trends may be viewed in detail in Appendix C. Figure 4.3 reports business expectations for the evolution of the importance of skills to their workers Comparisons to previous surveys suggest that in the next five years. Cognitive skills are reported to creative thinking is increasing in importance relative be growing in importance most quickly, reflecting the to analytical thinking as workplace tasks become increasing importance of complex problem-solving in increasingly automated. In 2018 and 2020, the the workplace. Surveyed businesses report creative FIGURE 4.3 Skills on the rise Share of organizations surveyed which consider skills to be increasing or decreasing in importance, ordered by the net difference. Creative thinking 73.2% Analytical thinking 71.6% Technological literacy 67.7% Curiosity and lifelong learning 66.8% Resilience, flexibility and agility 65.8% Systems thinking 59.9% AI and big data 59.5% Motivation and self-awareness 58.9% Talent management 56.4% Service orientation and customer service 54.8% Leadership and social influence 53.1% Empathy and active listening 52.3% Dependability and attention to detail 52.0% Resource management and operations 51.4% Networks and cybersecurity 50.3% Quality control 49.5% Design and user experience 48.4% Teaching and mentoring 47.8% Environmental stewardship 43.2% Programming 38.8% Marketing and media 38.4% Multi-lingualism 38.0% Reading, writing and mathematics 26.4% Global citizenship 23.8% Sensory-processing abilities 22.6% Manual dexterity, endurance and precision 14.9% -25 0 +25 +50 +75 +100 Share of companies surveyed (%) Increasing importance Declining importance Net difference: Skills, knowledge and abilities Attitudes Source Note World Economic Forum, Future of Jobs Survey 2023. The Future of Jobs Survey uses the World Economic Forum's Global Skills Taxonomy. The share of companies which consider skills to be of stable importance to their workers is not plotted. Future of Jobs Report 2023 39

thinking to be growing in importance slightly more minority of industries. rapidly than analytical thinking. Technology literacy is the third-fastest growing core skill. Figure 4.4 illustrates industry-specific variations in the evolving importance of skills. Physical Among the 2023 core skills identified in Figure 4.2, abilities, which comprise manual dexterity and self-efficacy skills rank above working with others in precision and sensory processing abilities, are the rate of increase in importance of skills reported growing in demand most quickly in the Care, by businesses. The socio-emotional attitudes which Personal Service and Wellbeing; Agriculture, businesses consider to be growing in importance Forestry and Fishing; Mining and Metals; and most quickly are curiosity and lifelong learning; Advanced Manufacturing industries. The Care and resilience, flexibility and agility; and motivation Agriculture sectors also forecast the fastest growth and self-awareness – evidence that businesses in importance for management skills, which include emphasize the importance of resilient and reflective talent management, resource management and workers embracing a culture of lifelong learning operations, and quality control. as the lifecycle of their skills decreases. Systems thinking, AI and big data, talent management, and Engagement skills – which comprise marketing service orientation and customer service complete and media and service orientation and customer the top 10. service – are growing in importance most quickly in the Care, Personal Services and Well-being; While respondents judged no skills to be in Accommodation, Food and Leisure; and Media, net decline, sizable minorities of companies Entertainment and Sports sectors. Technology judge reading, writing and mathematics; global skills are increasing in importance in Care, Personal citizenship; sensory-processing abilities; and Services and Wellbeing and in two sub-industries manual dexterity, endurance and precision to be of within Financial Services: Insurance and Pensions declining importance for their workers. These four Management and Financial Services and Capital skills are judged to be increasing in importance least Markets. Increased demand for cognitive skills quickly by survey respondents. such as analytical thinking and creative thinking is most evident in the Electronics and Chemical The declining importance of physical abilities has and Advanced Materials industries and in been a feature of previous Future of Jobs Reports. Nongovernmental and Membership Organizations. Ethical skills have been introduced to the report’s Socio-emotional attitudes related to self-efficacy, skills taxonomy for the first time in this edition, working with others and ethics are increasing in with 68% of companies believing that consumers importance most quickly in the Oil and Gas; Care, becoming more vocal on social and environmental Personal Services and Wellbeing; and Electronics issues is likely or highly likely to drive transformation industries. within their organization in the next five years (see Chapter 2). Workers will require skills training if Taking into account all industries in the survey, companies are to meet the increasing ethical increasing skill demands are particularly evident in demands placed on them as a result of adopting Care, Personal Services and Wellbeing, which ranks frontier technologies and adapting to the green in the top five of 27 industries across all skill clusters transition. Yet, such an emphasis is currently not of the Global Skills Taxonomy. evident in Future of Jobs Survey data except in a Future of Jobs Report 2023 40

FIGURE 4.4 Top industries for increasing skill requirements, 2023–2027 Shares of organizations which consider skills within the corresponding skill category to be growing in importance for their workers from 2023 to 2027, as opposed to having stable or declining importance. The top seven industries out of the 27 studied in this report are selected in each case, and ranked. Cognitive skills Engagement skills 1. Electronics 71.2% 1. Care, Personal Services and Wellbeing 71.8% 2. Non-governmental and Membership Organisations 70.0% 2. Accommodation, Food and Leisure 68.7% 3. Chemical and Advanced Materials 67.7% 3. Media, Entertainment and Sports 68.6% 4. Care, Personal Services and Wellbeing 67.4% 4. Non-governmental and Membership Organisations 66.7% 5. Government and Public Sector 67.0% 5. Oil and Gas 64.9% 6. Media, Entertainment and Sports 66.0% 6. Education and Training 60.0% 7. Oil and Gas 64.4% 7. Electronics 60.0% Technology skills Physical abilities 1. Care, Personal Services and Wellbeing 71.9% 1. Care, Personal Services and Wellbeing 52.6% 2. Insurance and Pensions Management 70.7% 2. Agriculture, Forestry and Fishing 47.8% 3. Financial Services and Capital Markets 70.1% 3. Mining and Metals 43.1% 4. Energy Technology and Utilities 69.7% 4. Advanced Manufacturing 40.8% 5. Employment Services 67.9% 5. Research, Design and Business Management Services 40.4% 6. Information and Technology Services 67.4% 6. Chemical and Advanced Materials 39.2% 7. Chemical and Advanced Materials 67.2% 7. Retail and Wholesale of Consumer Goods 38.8% Management skills Self-efficacy, working with others and ethics 1. Care, Personal Services and Wellbeing 77.2% 1. Oil and Gas 72.0% 2. Agriculture, Forestry and Fishing 74.0% 2. Care, Personal Services and Wellbeing 70.8% 3. Non-governmental and Membership Organisations 71.4% 3. Electronics 66.0% 4. Chemical and Advanced Materials 70.7% 4. Automotive and Aerospace 64.9% 5. Education and Training 65.0% 5. Chemical and Advanced Materials 63.9% 6. Automotive and Aerospace 64.5% 6. Education and Training 62.0% 7. Electronics 64.2% 7. Non-governmental and Membership Organisations 61.7% Source Note World Economic Forum, Future of Jobs Survey 2023. The Future of Jobs Survey uses the World Economic Forum's Global Skills Taxonomy. Industries are categorised according to an optimised 27 sectors based on respondent statistics. Future of Jobs Report 2023 41

4.2 Reskilling and upskilling priorities in the next 5 years As skills are being disrupted, businesses are Upskilling priorities and designing and scaling up their training programmes. strategies In the 2020 Future of Jobs Report, companies estimated that 42% of workers had completed training that bridged skills gaps. That share Figure 4.5 summarizes the training strategies receded slightly to 41% in 2023. Given that of companies responding to the Future of Jobs businesses see skills gaps in the local labour survey. The highest priority for skills training from market as the foremost barrier towards achieving 2023 to 2027 is analytical thinking, which is set to industry transformation and investing in learning account for 10% of training initiatives, on average. and training on the job as the most promising The second priority for workforce development workforce strategy for achieving their business is to promote creative thinking, which will be the goals (see Chapter 5), formulating effective reskilling subject of 8% of upskilling initiatives. and upskilling strategies for the next five years is essential for maximizing business performance. FIGURE 4.5 Reskilling and upskilling, 2023-2027 Aggregated rankings of reskilling and upskilling priorities reported by surveyed organizations. Ranking differences relative to the ranking of skill importance in 2023, as denoted in Figure 4.2. (Positive ranking differences indicate strategic priorities.) Share of companies which include each skill in their reskilling and upskilling strategies for 2023 to 2027. Average composition of reskilling and upskilling initiatives of surveyed organizations. Ranking Reskilling focus, Average composition difference 2023-2027 of reskilling strategies 1. Analytical thinking – 2. Creative thinking – 3. AI and big data +12 4. Leadership and social influence +5 5. Resilience, flexibility and agility -2 6. Curiosity and lifelong learning -1 7. Technological literacy -1 8. Design and user experience +9 9. Motivation and self-awareness -5 10. Empathy and active listening -2 11. Talent management +1 12. Service orientation and customer service +1 13. Environmental stewardship +10 14. Resource management and operations – 15. Marketing and media +6 16. Quality control -6 17. Networks and cybersecurity +5 18. Dependability and attention to detail -11 19. Systems thinking -8 20. Programming – 21. Teaching and mentoring -2 22. Multi-lingualism -4 23. Manual dexterity, endurance and precision +1 24. Global citizenship +1 25. Reading, writing and mathematics -9 26. Sensory-processing abilities – Cognitive skills Physical abilities 0 20 40 60 80 100 0 2 4 6 8 10 12 Engagement skills Self-efficacy Ethics Technology skills Share of companies (%) Average share of reskilling priorities (%) Management skills Working with others Source Note World Economic Forum, Future of Jobs Survey 2023. The Future of Jobs Survey uses the World Economic Forum's Global Skills Taxonomy. Future of Jobs Report 2023 42

Figure 4.5 presents cross-functional skills ranked appears. Leadership and social influence ranks by the priority assigned by companies to them five places higher than suggested by its current within their reskilling and upskilling strategies importance and is the highest ranked attitude. scheduled for 2023 to 2027, and an estimate of Other skills which are strategically emphasized the composition of the average corporate skills by business are design and user experience (nine strategy. The difference between this reskilling rank places higher), environmental stewardship (10 and the ranking of skills according to their current places higher), marketing and media (six places importance in Figure 4.4 is also noted. Source: higher) and networks and cybersecurity (five places Future of Jobs Survey. higher). The skills that companies report to be increasing Figure 4.6 illustrates broader trends which will in importance the fastest are not always reflected reshape the future of cross-functional workplace in corporate upskilling strategies. Beyond these skills in the coming five years. Though companies top-ranked cognitive skills are two skills which assess self-efficacy skills to have a high importance companies prioritize much more highly than would at present, following recent disruptions, they will appear according to their current importance be relatively deemphasized in skills strategies from to their workforce: AI and big data as well as 2023 to 2027. Technology skills will receive greater leadership and social influence. emphasis in skills strategies relative to their current importance, with particular emphasis on AI and big Companies rank AI and big data 12 places higher in data. their skills strategies than in their evaluation of core skills, and report that they will invest an estimated Box 4.1 presents an analysis, in collaboration with 9% of their reskilling efforts in it – a greater fraction Coursera, of how companies’ skills strategies than the more highly-ranked creative thinking, compare to the skills-training choices made by indicating that though it appears in fewer strategies, individual workers. it tends to be a more important element when it FIGURE 4.6 The evolving skills landscape, 2023-2027 The probability of an organization surveyed evaluating a skill to be a core skill for its workers in 2023 versus the probability of the skill appearing in its reskilling and upskilling initiative in the next five years 70 Analytical thinking 60 Creative thinking 50 Motivation and self-awareness Resilience, flexibility and agility Curiosity and lifelong learning 40 Dependability and Technological literacy attention to detail Empathy and active listening Quality control Leadership and social influence Systems thinking Talent management 30 Service orientation and customer service Reading, writing Resource management and mathematics and operations AI and big data e skill for workers in 2023 (%) Cor 20 Multi-lingualism Teaching Design and user experience and mentoring Programming Marketing and media 10 Environmental stewardship Global Manual dexterity, citizenship endurance and precision Sensory-processing abilities 0 0 10 20 30 40 50 60 70 Reskilling focus, 2023-2027 (%) Cognitive skills Engagement skills Ethics Management skills Physical abilities Self-efficacy Technology skills Working with others Source Note World Economic Forum, Future of Jobs Survey 2023. The Future of Jobs Survey uses the World Economic Forum's Global Skills Taxonomy. Future of Jobs Report 2023 43

BOX 4.1 Training supply-demand mismatch In collaboration with Coursera The third dimension of the reskilling and upskilling for any career. Even so, discrepancies persist, landscape – besides the skills needed for work and job-seekers can more effectively use online and the training strategies identified by employers learning platforms to close skill gaps and meet – is the range of upskilling and reskilling choices employer requirements, especially as traditional made by individual learners. Research conducted qualifications become less important. by Coursera for this report suggests that these choices often differ from business priorities. Historically, individuals on the Coursera platform have prioritised developing technical or “hard” Individual learners on Coursera have mainly skills associated with lucrative careers in focused on building technical skills such as programming and data analytics. Increasingly, programming, resource management and however, emerging technologies such as operations, networks and cybersecurity, and generative AI are reshaping workforce demands, design and user experience (see Figure B4.1). and employers are placing greater emphasis on These choices sometimes align with the skills “soft” skills (see Figure 4.8). These skills allow businesses seek, as reported in responses to the companies to respond to change and are resistant Future of Jobs survey – and many of these skills to automation. Early evidence suggests that are foundational to achieving higher proficiencies the supply side of the market is equalising itself: in sought-after skills such as AI and big data socio-emotional skills have steadily increased their and leadership and social influence. Similarly, share of learning hours from 2017 to 2023, except individual learners are prioritising reading, writing, during a brief uptick toward technical skills during and mathematics, which, while rarely an explicit global lockdowns in 2020 (see skills profiles corporate focus, are critical foundational skills p255-284). FIGURE B4.1 Supply and demand for skills The share of learning hours spent by users on a skill on Coursera's learning platform in 2022 versus the probability of it appearing in its skills strategy for 2023-2027 20 Programming 15 Resource management and operations Networks and cybersecurity Design and user experience 10 ning hours on Coursera (%) AI and big data e of lear Reading, writing and mathematics Technological literacy Analytical thinking 5 Marketing and media Empathy and active listening Shar Talent management Motivation and Curiosity and Systems thinking self-awareness lifelong learning Creative thinking Teaching and mentoring Environmental Resilience, flexibility stewardship and agility Leadership and 0 Global citizenship social influence 0 10 20 30 40 50 Reskilling focus 2023-2027 (%) Cognitive skills Engagement skills Ethics Management skills Physical abilities Self-efficacy Technology skills Working with others Source Note Coursera, Inc.; World Economic Forum, Coursera data were mapped to the same subset of the World Economic Forum's Global Skills Future of Jobs Survey 2023. Taxonomy as was used by the Future of Jobs Survey. Future of Jobs Report 2023 44

FIGURE B4.2 Formal education does not affect the time taken to acquire online skill credentials Median number of learning hours taken by users to successfully complete credentials on the Coursera online learning platform, as a function of the skill proficiency taught by the course and the learner's level of formal education Attitudes Ethics Self-efficacy Working with others Beginner oficiencyIntermediate Skill pr Advanced 00 55 1010 1515 2020 2525 3030 0 5 10 15 20 25 30 0 5 10 15 20 25 30 Median number of learning hours Skills, knowledge and abilities Cognitive skills Engagement skills Management skills Beginner Intermediate Advanced 00 55 1010 1515 2020 2525 3030 0 5 10 15 20 25 30 0 5 10 15 20 25 30 Technology skills Beginner Intermediate Level of formal education No Bachelor’s Degree Advanced Bachelor’s Degree Graduate Degree 00 55 1010 1515 2020 2525 3030 Source Note Coursera, Inc. Coursera data were mapped to the World Economic Forum's Global Skills Taxonomy. The public and private sectors must join forces proficiency in any skill in the Global Skills to create the flexible and affordable reskilling Taxonomy (see Figure B4.2). These findings pathways displaced workers need to successfully demonstrate the potential for a skills-based transition at scale into the jobs of the future (see approach to workforce development and talent Chapter 3). With a skills-based talent approach, management to close skills gaps and address employers can diversify and expand their hiring labour shortages, especially in light of the pipelines for incoming talent while also creating disproportionate impact of recent disruptions on pathways for employee reskilling necessary to the labour-market participation of workers with adapt to fast-changing workforce requirements basic education (see Chapter 1). and encourage lifelong learning at work. Encouragingly, Coursera data show no evidence that learners without a degree take longer to achieve beginner, intermediate or advanced Future of Jobs Report 2023 45

This edition of the Future of Jobs Report aims to technological literacy skills, and design and user offer granularity on technology skills, particularly experience by some margin. In the next five years, the priorities companies assign to training workers AI and big data will comprise more than 40% of to work with AI and big data, as well as attitudes the technology training programmes undertaken and other socio-emotional factors. The next section in surveyed companies operating in the United addresses AI and big data skills and the final States, China, Brazil and Indonesia. The next most section of this chapter addresses attitudes, such as emphasized technology skill is design and user self-efficacy, working with others and ethics. experience, though this receives less than half the strategic prioritization of AI and big data in most countries and industries, and only exceeds it in AI and big data Spain and Latvia, among the countries covered by this year’s survey. While AI and big data ranks only 15th as a core Although a minority of companies believe that AI skill for mass employment today, it is the number and big data has been overemphasized as a core three priority in company training strategies from skill and will decline in importance to workers, now until 2027, and number one priority for a net 59% of companies predict it will grow in companies with more than 50,000 employees. AI importance, and many companies see it as a and big data is also the most strongly prioritized strategic priority. Though generative AI has the skill in the Insurance and Pensions; Management, potential to displace jobs, the focus placed on Media, Entertainment and Sports; Information training workforces to exploit AI and big data and Technology Services; Telecommunications; indicates the opportunities for new roles which Business Support and Premises Maintenance harness its potential to help achieve business goals. Services; and Electronics industries. These findings are also reflected elsewhere in the Among technology skills, the ability to efficiently use Future of Jobs Survey. Big-data analytics also ranks AI tools now exceeds computer programming by top by some margin among technologies which humans, networks and cybersecurity skills, general are seen as likely to create jobs if they are adopted, FIGURE 4.7 Artificial intelligence strategies, 2023 to 2027 The probability that organizations surveyed will prioritise skills training in AI and big data versus the probability that they will adopt artificial-intelligence technologies and the likelihood of them pursuing automation as a business strategy 100 Electronics Information and technology services 90 Energy technology and utilities Employment services Insurance and pensions management Automotive and aerospace Media, entertainment and sports Research, design and business Financial services and capital markets management services Business support and premises maintenance services 80 Telecommunications Oil and gas Chemical and advanced materials Medical and Education and training healthcare services Advanced manufactoring 70 Infrastructure Care, personal services and wellbeing Production of consumer goods Non-governmental and membership organisations Government and public sector Retail and wholesale of consumer goods Agriculture, Forestry Supply chain and transportation 60 and Fishing Real estate e of businesses which plan to adopt AI technologies (%)Mining and metals Shar Accommodation, Food and Leisure 50 0 20 40 60 80 100 Share of businesses which plan to prioritise skills training in AI and big data (%) Share of businesses which plan to accelerate automation 60 to 70% 70 to 80% 80 to 90% 90 to 100% Source World Economic Forum, Future of Jobs Survey 2023. Future of Jobs Report 2023 46

with 65% in agreement that they will stimulate and Transportation and Advanced Manufacturing labour-market growth and just 7% predicting industries. contraction (see Chapter 2). Specialized roles in AI and big data are estimated to grow by 30-35% Figure 4.8 shows broader trends in skills strategies (see Chapter 3). Big-data analytics is the third- across the full spectrum of Attitudes covered by most likely technology for companies to adopt by the Global Skills Taxonomy. Across industries, only 2027, with 80% of companies planning to integrate Care, Personal Service and Wellbeing; Education it more deeply into their operations, and 75% of and Training; and Medical and Healthcare Services companies planning to integrate AI techniques such prioritize working with others over the Self-Efficacy as machine learning and neural networks. skills emphasized elsewhere. These industries are among many to report placing a pronounced As Figure 4.7 demonstrates, there is widespread emphasis on empathy and active listening as well increase in prioritizing AI strategies across sectors. as leadership and social influence. Respondents However, the need for employees to be trained to report that the remaining skill in the working with exploit and interpret AI and big data is correlated others sector of the taxonomy – teaching and neither with the amount of direct investment in mentoring – will receive little focus in training AI foreseen in the next five years, nor with the programmes, except in the Education and Training likelihood that a company will pursue automation as and Production of Consumer Goods industries. a business strategy. The picture regarding Self-Efficacy skills is more complex. A subset of industries – including Attitudes Insurance and Pensions Management; Business Support and Premises Maintenance Services; Research, Design and Business Management Across industries, roughly two-thirds of the Services; Employment Services; and Chemical and skills that companies identify as priorities for Advanced Materials will place a marked emphasis workforce development fall within the Skills, on developing their employees’ resilience, flexibility Knowledge and Abilities cluster of the Forum’s and agility. The Medical and Health Services Global Skills Taxonomy, with the remaining third and Electronics industry will emphasize skills being Attitudes. Socio-emotional skills within the development in curiosity and lifelong learning. The Attitudes cluster are most strongly emphasized Infrastructure industry will focus its self-efficacy skills by training programmes in the Medical and strategy on motivation and self-awareness. Most Healthcare Services; Infrastructure; Production industries will place less emphasis on dependability of Consumer Goods; Mining and Metals; and and attention to detail; although Mining and Metals Advanced Manufacturing industries, where they are and Media and Entertainment and Sports lead all approaching parity with technical skills and abilities. industries on emphasizing this skill. Skills, knowledge and abilities – so called “hard” skills – are most strongly prioritized in Insurance and Industries vary widely in their commitment to Pensions Management as well as digital industries upskilling and reskilling their employees in the such as Information and Technology Services and cross-functional Ethics skills included in the Telecommunications, where they are expected to Global Skills Taxonomy. Upskilling in Attitudes feature in almost three-quarters of training initiatives. relating to global citizenship is not emphasized, with the strongest commitments in the Advanced As noted earlier in the chapter, a key strategic Manufacturing and Employment Services industries. priority for businesses from 2023 to 2027 will be Companies operating in Agriculture, Forestry and leadership and social influence, which ranks far Fishing; Chemical and Advanced Materials; and higher in company skills strategies than as a core Energy Technology and Utilities demonstrate the skill for workers in 2023. Forty percent of surveyed greatest commitment to upskilling their workers companies report that their strategies will focus in environmental stewardship. Across industries, on leadership, corresponding to an 8% share of environmental stewardship features more strongly skills strategies on average. Upskilling workers in in skills strategies than in companies’ estimation leadership is reported to be a particular priority of its current importance as a core skill, in line with in the Automotive and Aerospace as well as the increasing intensity of green skills of workers Infrastructure industries, where it appears in more and the above-average hiring rate for green jobs, as than 60% of five-year strategies, and is also the reported in Chapter 3. top priority across all skills in both the Supply Chain Future of Jobs Report 2023 47

FIGURE 4.8 Sectoral priorities for "soft" skills Stacked percentages showing the mean shares of organizations, reskilling and upskilling skill priorities for 2023 to 2027 which pertain to attitudes. Organizations surveyed assigned the remaining fractions of 100% to skills in the skills, knowledge and abilities branch of the Global Skills Taxonomy. Self-efficacy Working with others Ethics Employment services Infrastructure Production of consumer goods Government and public sector Medical and healthcare services Research, design and business management services Agriculture, Forestry and Fishing Mining and metals Electronics Retail and wholesale of consumer goods Business support and premises maintenance services Non-governmental and membership organisations Financial services and capital markets Supply chain and transportation Real estate Automotive and aerospace Insurance and pensions management Accommodation, Food and Leisure Advanced manufacturing Media, Entertainment and Sports Oil and gas Telecommunications Education and training Chemical and advanced materials Energy technology and utilities Care, personal services and wellbeing Information and technology services 0 20 40 0 20 40 0 20 40 Share of reskilling strategies (%) Share of reskilling strategies (%) Share of reskilling strategies (%) Curiosity and lifelong learning Empathy and active listening Environmental stewardship Dependability and attention to detail Leadership and social influence Global citizenship Motivation and self-awareness Teaching and mentoring Resilience, flexibility and agility Source Note World Economic Forum, Future of Jobs Survey 2023. The Future of Jobs Survey uses the World Economic Forum's Global Skills Taxonomy. Future of Jobs Report 2023 48

May 2023 Future of Jobs Report 2023 5 Workforce strategies Faced with a labour market in transition, industries face, exploring the workforce strategies and must transform to keep pace. This chapter reviews practices that organizations expect to implement to the key barriers to transformation that organizations achieve their business goals. 5.1 Barriers to transformation and workforce strategies Organizations identify skills gaps and an inability to the most significant barrier. In addition to these attract talent as the key barriers preventing industry barriers, over half (52.2%) of companies in the transformation, with 60% of surveyed companies Media, Entertainment and Sports industry highlight highlighting the difficulty in bridging skills gaps insufficient understanding of opportunities by locally and 53% identifying their inability to attract leadership as an obstacle. Company size also talent as the main barriers to transforming their emerges as a factor, with SMEs 20% less likely to business (Figure 5.1). identify lack of skilled talent as a barrier than large corporations. These two aspects of talent availability were identified as top barriers to business transformation Businesses see talent as more strategically limiting by every industry except Research, Design to their performance than availability of capital: and Business Management Services, where skills gaps in the local labour market were seen as respondents ranked outdated or inflexible a greater barrier to transformation than a shortage regulatory frameworks as the second most limiting of investment capital by companies in virtually every barrier. The inability to attract talent is particularly industry. The picture is more polarized at regional prevalent in the Electronics as well as Automotive and country levels. Skills gaps are reported to be and Aerospace sectors, where it is ranked as most problematic in Sub-Saharan Africa, where FIGURE 5.1 Barriers to business transformation, 2023-2027 Share of organizations surveyed expecting these factors will limit the transformation of their business 1. Skills gaps in the local labour market 59.7% 2. Inability to attract talent 53.4% 3. Outdated or inflexible regulatory framework 41.9% 4. Skills gaps among the organization’s leadership 37.3% 5. Shortage of investment capital 37.2% 6. Insufficient understanding of opportunities 32.6% Source World Economic Forum, Future of Jobs Survey 2023. Future of Jobs Report 2023 49

they are seen to limit the transformation of 70% of Four in five respondents expect to implement these companies – 11 percentage points above the global strategies in the next five years, which rank first average. Looking at country differences, only 40% and second (81% and 80%, respectively) among of Japanese companies report being limited by workforce strategies across all industries. While skills gaps in the workforce, while more than 80% trends in automation was discussed in a technical of companies operating in the Philippines, Colombia context in Chapter 1, and with regards to jobs and and Sweden expect an insufficiently skilled talent skills in Chapters 2 and 3, workforce development pipeline by 2027. through training is a key theme of this chapter. Examining the data across industries, both Workforce strategies the Automotive and Aerospace and Advanced Manufacturing industries are looking to accelerating automation, whereas Electronics as well as By a wide margin, surveyed companies report Consumer-Goods industries will focus more that investing in learning and training on the job on workforce development. From a regional and automating processes are the most common perspective, surveyed companies in East Asia and workforce strategies which will be adopted to the Pacific are particularly likely to invest in learning deliver their organization’s business goals in the and training on the job, with all respondents in next five years (Figure 5.2). Republic of Korea, Viet Nam, and Hong Kong SAR, FIGURE 5.2 Workforce strategies, 2023-2027 Share of organizations surveyed planning to adopt these workforce strategies Invest in learning and training on the job 81.2% Accelerate the automation of processes 80.0% Transition existing staff from declining to growing roles 45.5% Outsource significant areas of work 25.5% Expand the use of contract work 24.3% Hire significantly more permanent staff 22.4% Reduce the current workforce significantly 12.8% 0 20 40 60 80 100 Share of organizations surveyed (%) Source World Economic Forum, Future of Jobs Survey 2023. China foreseeing such investments in the coming However, the data does surface geographical five years. European organizations are divided. disparities: in Georgia, half of surveyed companies Switzerland, Sweden and Poland have a strong plan to significantly reduce their workforce in the preference for automation process acceleration, coming five years, compared to less than one-tenth whereas companies in the Czech Republic and of organizations in the United Kingdom. France will prioritize investment in on-the-job learning and training. Talent outlook Within a churning labour market, just under half (46%) of the respondents expect to transition staff from declining to growing roles. Twenty-two percent Given that companies express skills gaps and of surveyed companies expect to hire significantly talent availability as their greatest barriers to more staff and just 13% expect to reduce the transformation and investing in training as the most current workforce significantly. This finding is in promising workforce strategy alongside automation, line with the earlier discussion in this report that it is unsurprising that surveyed companies express a majority of macrotrends and technological confidence in their ability to develop their existing developments over the next five years are expected workforce and moderate positivity in retaining it to lead to job creation rather than job destruction. but are less unified regarding the outlook for talent Future of Jobs Report 2023 50

FIGURE 5.3 Talent outlook, 2023-2027 Share of organizations surveyed reporting a positive and negative outlook for talent availability, development and retention from 2023 to 2027, and the net difference. Talent availability when hiring +0.6% Talent development of existing workforce +72.2% Talent retention of existing workforce +33.9% -100 -50 0 +50 +100 Share of organizations (%) Positive outlook Negative outlook Net difference Source Note World Economic Forum, Future of Jobs Survey 2023. The share of companies reporting a neutral outlook is not shown. availability in the next five years. Roughly equal collaboration with Indeed which reveals that social proportions of companies express positivity and jobs in the Care, Medical and Education sectors negativity, and few remain neutral (Figure 5.3). In take longer, on average, to fill than jobs in other general, respondents are more positive about the sectors (see Box 5.1). talent development of the existing workforce than talent retention and talent availability: 39% are In terms of retaining talent, organizations in the optimistic about talent availability compared to 38% Energy, Technology and Utilities and the Electronics pessimistic, indicating a negligible net 1% positive sectors are less positive than the global average, outlook; 53% are positive about talent retention with more than 30% of respondents having a and 19% negative, indicating a net 34% positive negative outlook. By contrast, more than 70% of outlook; and 77% of survey respondents are Agriculture, Forestry and Fishing organizations optimistic about talent development of their existing maintain a positive outlook on retaining their talent. workforce, and 5% negative, indicating a net 72% positive outlook. Contrary to the generally positive perception of talent development at the global level, only three of When comparing countries’ viewpoints on talent five Accommodation, Food and Leisure Services availability when hiring, this report finds that more businesses are optimistic, compared with the than 60% of respondents in Latvia, Sweden and the global average of almost 80%. The Energy sector Netherlands have a negative outlook, while around is more positive than the global average on talent 60% of respondents in Austria and Saudi Arabia development– as all organizations in the Oil and Gas are more positive. Interestingly, more populous and Mining and Metal sector have either a neutral economies such as China and India are more or positive outlook. At the country level, Indonesia, positive than the global average. Looking at sectoral China and France sit on the more negative side of differences, Research, Design and Business the scale, with Pakistan having the most negative Management Practices are the most optimistic outlook globally, where only 45% of respondents in hiring talent, while the Energy Technologies have a positive outlook for talent development in the and Utilities and the Medical and Healthcare next five years. This is in line with the finding that Services industries are the most pessimistic on Pakistan has a lower skills stability, 44%, compared talent availability. This finding is supported by a with the global average of 56%. Future of Jobs Report 2023 51

BOX 5.1 Labour shortages in social jobs In collaboration with Indeed Future of Jobs Survey concerns regarding talent revealing that employers operating in Medical availability in social jobs are reinforced by a new and Healthcare Services; Care, Personal Services study, partnership with Indeed, of external data on and Wellbeing; and Education and Training have job-board postings. A new labour-market indicator greater difficulty than average in securing staff for measures the median time required to fill jobs open roles (Figure B5.1). in a cross-sectoral range of occupation groups, FIGURE B5.1 Time to fill vacancies in social jobs Median time taken to fill vacancies in social jobs on Indeed from July to December 2022 as a proportion of the median time for all jobs in a country Ireland India Canada Japan Germany Australia Physicians & Surgeons India Japan Community & Social Service Canada Australia Education & Instruction Brazil France Italy Childcare United Arab Emirates Germany Italy Medical Technician United Arab Emirates Australia Nursing Ireland Australia United Arab Emirates Mexico Germany Medical Information Germany India France Pharmacy India Italy Brazil Japan Personal Care & Home Health 0 50 100 150 200 250 300 350 400 Time to fill vacancies, relative to country averages (%) Health and Healthcare Care, Personal Services and Wellbeing Education and Training Source Indeed. Future of Jobs Report 2023 52

5.2 Talent availability and retention As presented in Figure 5.4, businesses consider While 81% of companies consider investing in improving talent progression and promotion learning and on-the-job training to be a key strategy processes to be the most promising way to for delivering their business goals (see Figure 5.2), increase the availability of talent in their organization. only 34% consider providing reskilling and upskilling In fact, 48% of respondents identified this business to be a way to increase talent availability specifically. practice, with particularly high response rates in the Automotive and Aerospace and Production of Ranked the fourth highest business practice, Consumer Goods sectors. executives see the link between articulating business purpose and impact with higher talent Thirty-five percent of respondents identified offering availability. This is particularly prevalent in Indonesia higher wages as an effective route to increasing (38%) and Japan (38%), as well as the Finance talent availability, particularly in the Government and Services and Capital Markets industry globally the Public Sector Yet, this response was selected (35%). by less than half the global rate in the Chemical and Advanced Materials sector. FIGURE 5.4 Business practices to increase talent availability, 2023-2027 Share of organizations surveyed that identify these business practices as promising ways to increase talent availability in the next five years Employability and learning culture Health and wellbeing Improve talent progression and promotion processes 48.1% Support employee health and well-being 18.0% Fairness on wages and technology Health and wellbeing Offer higher wages 35.3% Improve working hours and overtime 14.7% Employability and learning culture Diversity, equity and inclusion Provide effective reskilling and upskilling 33.7% Tapping into diverse talent pools 10.1% Health and wellbeing Flexibility and protection Better articulate business purpose and impact 24.4% Improve safety in the workplace 8.1% Flexibility and protection Flexibility and protection Offer more remote and hybrid work opportunities within countries 20.5% Offer more remote work across national borders 8.1% Cross-cutting Enablers Employability and learning culture Improve internal-communication strategy 18.9% Remove degree requirements and conduct skills-based hiring 6.3% Cross-cutting Enablers Flexibility and protection Improve people-and-culture metrics and reporting 18.3% Supplement childcare for working parents 2.9% Diversity, equity and inclusion Fairness on wages and technology More diversity, equity and inclusion policies and programmes 18.3% Support worker representation 1.2% Source World Economic Forum, Future of Jobs Survey 2023. In fact, possessing an effective employee training are seen as more attractive to prospective talent programme is seen as the top talent-attracting than well-communicated impact; remote and hybrid policy available to businesses in the Business work; DEI policies; supporting employee health and Support and Premises Maintenance Services; well-being; improving working hours; tapping into Employment Services; Insurance and Pensions diverse talent pools; skills-based hiring; childcare Management; and Research, Design and Business support; or support for worker representation. Management Services industries, though only Although, globally, only one-third of companies 17% of the Mining and Metals sector see this identify a robust training dispensation as attractive as an effective way to increase talent availability. to prospective employees, this figure rises to 40% Across the board, effective training opportunities among SMEs. Future of Jobs Report 2023 53

The practices that are rarely selected by supplement childcare. respondents warrant further consideration: respondents may be sceptical of such measures’ Despite the emphasis on skills in organizations’ feasibility, or they may not recognize the potential workforce strategy and practices, only 7% links between the following measures and talent of respondents agree that removing degree availability. Increasing worker representation requirements and conducting skill-based hiring is is only selected by 1.4% of the companies linked to increasing talent availability. The following surveyed. Childcare for working parents is ranked section explores in detail how companies assess the second-lowest, except in countries such as skills when hiring. Serbia and Finland, which see a greater need to FIGURE 5.5 Skills assessment mechanisms Share of organizations surveyed which will prioritize the following ways to assess skills when hiring Evaluation of work experience 71.3% Proprietary skill assessments 46.9% Completion of a university degree 44.9% Psychometric profiling 27.0% Completion of short courses and online certificates 19.9% Completion of apprenticeships 19.5% Outsourcing to staffing firms 8.3% We do not assess skills 5.0% Source World Economic Forum, Future of Jobs Survey 2023. Assessing skills when hiring Chapter 4 suggest that encouraging the completion of such credentials by increasing their consideration when hiring has the potential to open up new Figure 5.5 shows that the evaluation of work talent pipelines, as the time required to complete experience remains by far the top skills-assessment these courses does not depend on a learner’s mechanism used when business hire workers. This level of formal education (see Figure Box 4.1). The factor is used by 71% of businesses. Only 5% of Republic of Korea and Switzerland consider the surveyed companies do not assess the skills of completion of short courses and online certificates prospective employees – and more companies at a rate of less than 5%, compared to more than now report using skill assessments (47%) than the twice the global average of 19% in Pakistan (41%) completion of a university degree (45%) to select and Finland (40%). The fraction of employers who candidates. Twenty-seven percent of companies consider microcredentials may indeed be expected report employing psychometric testing. to increase, given that 82% of companies plan to adopt education and workforce development Although, currently, only 20% of companies technologies in the next five years (see Chapter 2). consider the completion of short courses and online certificates as one of their top-three skills Nineteen percent of companies consider assessment criteria, such “microcredentials” completion of apprenticeships as a top-three (such as short courses and online certificates) criteria, ahead of outsourcing to staffing firms, have the potential to accelerate skills-based talent at 9%. The prevalence of apprenticeships management and open new pipelines of talent. as a mainstream route to employment varies The flexibility they offer learners opens possibilities, geographically, ranging from consideration by less for example, for learners with lower incomes, than 5% of companies in the Republic of Korea learners who are seeking to return to the labour and the Netherlands to more than half of surveyed market while undertaking family responsibilities, companies in Austria. Egypt and Colombia also and older learners who do not wish to enter full- consider apprenticeships at more than twice the time education. Furthermore, results presented in global average rate (19%). Future of Jobs Report 2023 54

Survey responses suggest that university degrees Diversity, equity and inclusion as a hiring criteria remain most recognized among (DEI) companies operating in Bahrain, Saudi Arabia, United Arab Emirates, Egypt, Austria and the Republic of Korea, wherein more than 60% of Under organization transformation and labour- surveyed companies use this as a top criteria market transitions, companies are to play a for skills assessment. By contrast, fewer than more prominent role in supporting fragile and 30% of companies in Romania, Colombia, Latvia disrupted talent groups and advancing social and Sweden use degrees as a top employment justice and DEI. Even though less than one-fifth consideration. of organizations intend to run DEI programmes to boost talent availability, more than two-thirds of the Additionally, and as the following section organizations surveyed have a DEI programme. This demonstrates, comparatively few companies number is significantly higher in larger organizations: consider relaxing degree requirements as a means 92% of companies with more than 50,000 to promote DEI in their organization. Globally, only employees report the presence of such an initiative 24% of companies consider flexibility on education in their organization. requirements as a means to promote diversity, less than the 33% of companies which do not have a The most popular component of DEI programmes DEI programme at all. is running comprehensive DEI training for managers FIGURE 5.6 Diversity, equity and inclusion (DEI) programmes, 2023-2027 Share of organizations surveyed which will run these programmes Run comprehensive DEI training for managers 41.7% Run comprehensive DEI training for staff 36.4% Enable inclusion and accessibility across physical and virtual spaces 32.7% Set DEI goals, targets or quotas that exceed public requirements 25.5% Offer greater flexibility on education requirements to recruit from various backgrounds 24.0% Embed DEI goals and solutions across the supply chain 22.9% Provide greater flexibility on degree requirements for roles 21.6% Set up Employee Representation Groups 18.4% Recruit a DEI Officer 12.1% Source World Economic Forum, Future of Jobs Survey 2023. (42%) and for staff (37%) (Figure 5.6). A significant Manufacturing businesses prefer this approach. outlier is the real estate industry, where only around 20% of executives agree with such an approach. Globally, women are the most common priority A considerable number of global respondents, at group for surveyed organizations’ DEI programmes 33%, prioritize inclusion and accessibility across across all regions and industries, with four of five physical and virtual spaces. Most notably, more respondents identifying them as a priority for DEI than half of respondents in the Insurance and programmes (Figure 5.7). Youth from Gen Z (under Pension Management industry, as well as across 25 years old) are the second-most common priority industries in Australia and Hong Kong SAR, China, group in every region, with an average of two of expect these to be significant components of their three respondents identifying young workers as a DEI programmes. There are, however, divergent priority – these DEI strategies are a constructive opinions on the least adopted DEI measure: way to address the effect on young people’s labour- recruiting a DEI officer. Globally, only 12% of market participation of recent disruptions (see respondents regard this as a priority, while half Chapter 1). Those from a low-income background of the respondents in Egypt are in favour of such are the lowest priorities for all organizations. Less a measure, and more than 30% of Advanced than one-third of the companies surveyed dedicate Future of Jobs Report 2023 55

FIGURE 5.7 Diversity, equity and inclusion (DEI) priority groups, 2023-2027 Share of organizations surveyed which will prioritize these groups in DEI programmes in the next five years. Top three economies with the highest share of organizations that identify the group as the focus of the DEI programme Top 3 economies Women 79.0% Netherlands Colombia Italy Youth from Gen Z (under 25) 67.7% Saudi Arabia Egypt Türkiye Those with disabilities 50.7% Republic of Korea Canada Malaysia Those from a disadvantaged religious, 39.3% South Africa Israel Republic of Korea ethnic or racial background Older workers (over 55) 36.1% Latvia Viet Nam Indonesia Those who identify as LGBTQI+ 35.0% Republic of Korea Malaysia Taiwan, China Those from a low-income background 32.8% Pakistan Georgia Malaysia 0 20 40 60 80 100 Share of organizations surveyed (%) Source World Economic Forum, Future of Jobs Survey 2023. DEI programmes to this particular group. focus is strongly present in organizations in the Republic of Korea, Malaysia and Taiwan, China. Responses return differences when it comes to DEI-programme priorities across regions. Three of the five economies where women are reported to Public policies to enhance be the highest priority group for DEI programmes access to talent are in Europe, including the Netherlands where all respondents identify them as a priority. Middle Eastern and North African countries focus Businesses see funding for skills training as the predominantly more on young workers. More than most effective governmental intervention for 80% of organizations in Saudia Arabia, Egypt, connecting talent to employment (Figure 5.8). Bahrain and the United Arab Emirates prioritize the Funding for reskilling and upskilling ranks first young labour force. East Asia and Pacific countries among public policies with the potential to improve are strongly represented in LGBTQI+ inclusion; this talent availability for all company sizes, regions FIGURE 5.8 Public policies to increase talent availability Share of organizations surveyed that identify these public policies as promising ways to increase talent availability in the next five years Funding for reskilling and upskilling 45.0% Flexibility on hiring and firing practices 33.3% Tax and other incentives for companies to improve wages 32.9% Improvements to school systems 30.5% Changes to immigration laws on foreign talent 27.6% Flexibility on setting wages 24.2% Changes to labour laws relating to remote work across borders 19.1% Changes to labour laws relating to remote work in the same country 17.6% Changes to labour laws relating to occupational licensing 15.2% Childcare availability for working parents 13.6% Quality or access of transport services 10.2% 0 20 40 60 80 100 Share of organizations surveyed (%) Source World Economic Forum, Future of Jobs Survey 2023. Future of Jobs Report 2023 56

and industries except Health and Healthcare and Meanwhile less than one in five respondents expect Accommodation, Food and Leisure (which seek changes to labour laws to accommodate remote greater flexibility on hiring and firing practices) work as a key policy for talent availability. Here, the and Agriculture and Natural Resources (which outliers are organizations in Telecommunications and seeks greater flexibility on setting wages). Notable Non-Profit sectors, and those in Switzerland that exceptions include China, Indonesia, Germany seek a better policy and regulatory environment for and the Philippines, which favour changes to remote work domestically and across borders. immigration laws on foreign talent as more likely to promote talent availability, and Argentina, Brazil and While companies tend to focus primarily on Colombia, which seek flexibility on hiring and firing government help with adult skills training, they do practices. Government funding for reskilling and not neglect the importance of better connecting upskilling is considered a relatively low priority only childhood education to evolving workplace skill in Colombia and Argentina, where only about 10% sets. Improvements to school systems was ranked of companies indicate its potential to increase talent the most promising public policy to improve talent availability. availability in the Telecommunications industry, and the second-most promising in the Chemical The second-most welcomed public policy is and Advanced Materials; Education and Training; increased flexibility on hiring and firing practices, Financial Services and Capital Markets; Government with one-third of organizations surveyed recognizing and Public Sector, Insurance and Pensions its impact. Such flexibility is most desired in the Management; Non-Governmental and Membership Electronics (50%) and Oil and Gas (48%) sectors. Organisations; and Research, design and Business Childcare availability and better access to transport Management Services industries. Notably, are seen as less effective, with several exceptions, improvements to school systems were valued as a such as in Israel, where 40% of the respondents means to attract skilled talent by a greater fraction of identified an increase in the quality or access to SMEs than large corporations. transport as key to improve talent availability. 5.3 Talent development A majority of companies in every country and As shown in Figure 5.10, companies industry express a net positive outlook for talent overwhelmingly expect to fund their own reskilling development of their existing workforce in the next and upskilling programmes, with a few notable five years. geographic exceptions, such as Georgia, where this funding mechanism ranks third, behind co-funding As shown in Figure 5.9, workforce development across the industry and public-private hybrid is most commonly considered the responsibility funding. At 16% engagement among surveyed of workers and managers, with 27% of training companies globally, co-funding across the industry provision to be furnished by on-the-job training and is forecast to be the least utilized funding model coaching. This share may be compared to the 81% for skills training, with particularly low uptake in the of companies noted at the beginning of this chapter Netherlands (2%), Switzerland (4%) and Romania that will employ learning and on-the-job training as (5%). On average, Europe exhibits the highest a key strategy to deliver their business goals – with uptake for intra-industry co-funding, with this a particularly strong prevalence in the Electronics mechanism least common in Sub-Saharan Africa, and Consumer-Goods Production industries, where East Asia and the Pacific, and Latin America and companies almost unanimously express that this is the Caribbean. a key part of their business strategy. Other common funding mechanisms including free- At 24%, companies assert that almost as a large of-cost training, which is a key funding mechanism a fraction of training will be provided by internal for more than half of Employment Services and training departments. Fifteen percent will be Mining and Metals firms; government funding, provided by employer-sponsored apprenticeships. which is expected to be utilized by more than half of External training solutions complete the list, with Electronics firms; and public-private hybrid funding, licensed training from professional associations which is emphasized by almost half of surveyed (13%), private-sector online-learning platforms Non-Governmental and Membership organizations (12%) and universities and other educational as well as companies operating in Agriculture, institutions (10%) comparatively disfavoured Forestry and Fishing. compared to company-led initiatives for closing skills gaps. This trend is most apparent in the Learning habits are evolving to make training Employment Services sector, which will look to faster and more flexible. Figure 5.11 shows on-the-job training and coaching for 38% of skills that companies expect 25% of their training training, and external solutions at a rate 15% below programmes to last less than one month during the global average. 2023–2027. Only 17% will last longer than a Future of Jobs Report 2023 57

FIGURE 5.9 Training provision, 2023-2027 The expected mean composition of training programmes Employer-sponsored apprenticeships Licensed training from professional associations Private-sector 15.4% 12.5% online-learning platforms 11.5% On-the-job training and coaching Internal training departments 26.7% 23.5% Universities and other educational institutions 9.5% Source World Economic Forum, Future of Jobs Survey 2023. FIGURE 5.10 Funding for training, 2023-2027 The share of companies which will use these funding sources for their training programmes from 2023 to 2027 Funded by my organization 87.0% Free-of-cost training 28.0% Public-private hybrid funding 23.9% Funded by government 21.5% Co-funding across the industry 16.1% 0 20 40 60 80 100 Share of organizations surveyed (%) Source World Economic Forum, Future of Jobs Survey 2023. FIGURE 5.11 Duration of training and expected return on investment Probability distributions for the expected duration of training programmes from 2023 to 2027, and how long organizations surveyed expect to subsequently wait for a return on this investment 40 30 esponses (%)20 e of r 10 Shar 0 Within Within Within Within More than Difficult 1 month 1 to 3 months 3 to 6 months 6 to 12 months 1 year to assess Expected duration Expected ROI Source World Economic Forum, Future of Jobs Survey 2023. Future of Jobs Report 2023 58

year. Following training, just under two-thirds of the fraction of employees judged to have access employers expect an ROI within a year. Another to adequate training varies slightly, from two- one-third expect a ROI within six months of thirds of workers in Employment Services to two training. Notably, large companies tend to be more in five in Accommodation, Food and Leisure. The optimistic on this measure than SMEs. On balance, largest variation is in companies’ expected ability companies are slightly less certain and slightly more to redeploy upskilled and reskilled workers to new pessimistic about when to expect a ROI compared jobs within their organization. Just one-quarter of to results from the 2020 Future of Jobs Survey. respondents in Egypt believe this while more than half do in Georgia and Mexico. Availability and effectiveness of These workforce development strategies will be skills training supported by technology adoption. As outlined in Chapter 2, more than four in five companies plan to adopt education and workforce development Reported skills gaps remain wide despite technologies in the next five years – the second accelerating investments in skills training. Surveyed highest ranked technology after digital platforms organizations report that only 41% of current and apps among the 28 emerging technology workers have completed training that has effectively solutions put to survey respondents in 2023. bridged skills gaps – a 1% decrease on the share While uptake is expected to be near ubiquitous reported by respondents to the 2020 edition of the in Employment Services and the Public Sector, Future of Jobs Survey. it dips nearer to three in five companies for the Real Estate, Agriculture, and Oil and Gas Figure 5.12 summarizes the upskilling and reskilling industries. Almost half of companies believe that strategies of companies responding to the Future of deploying education and workforce development Jobs Survey for 2023 to 2027. For a representative technologies will have a knock-on effect to create sample of 100 employees, businesses estimate that jobs – optimism which rises to 70% in geographies 39 will not require training before 2027; 12 will need such as Egypt and Pakistan. The greatest variance training that will not become accessible to them in opinion is found between industries. For until 2027; 15 will require training which will not be example, 85% of companies in Education and accessible for the forseeable future, likely leaving Training believe in the technology’s job creation their skills gaps unclosed beyond 2027; and 18 potential, but just one in three Telecommunications will be upskilled in their post by 2027. Companies companies and two in five Oil and Gas companies expect that 16 of the representative 100 employees foresee it will lead to layoffs. will be reskilled and successfully redeployed to growing roles within their organization by 2027. Outlook for motivation and Assessments of training requirements are uniform productivity across industries and countries, with a few geographic exceptions, such as Egypt, where companies judge just 38% of employees to This section presents companies’ readiness to require training. More broadly across industries, develop their workforce to meet business goals FIGURE 5.12 Upskilling and reskilling outlook, 2023-2027, by workforce fraction A breakdown of the average training strategy for a representative group of 100 employees, calculated based on the training strategies reported by organizations surveyed Do not require training before 2027 39% Will be reskilled and Will be upskilled redeployed by 2027 in post by 2027 16% 18% Training needed but not Training needed but accessible for the forseeable not accessible until 2027 future 12% 15% Source World Economic Forum, Future of Jobs Survey 2023. Future of Jobs Report 2023 59

over the 2023–2027 period. In general, most 5.13 ranks industries’ expected performance on workers will need to be trained during this period. motivation and productivity, based on the net Roughly half of those can currently be trained, difference between the share of companies in each but Human Resources functions will have to sector that foresee a positive outlook minus those accelerate their current plans if the remaining that foresee a negative outlook. workers’ skills gaps are to be closed. Companies seldom expect external funding for training and will Survey results suggest that the strongest avail themselves of external training solutions far performance may be expected in Advanced less frequently than looking to internal solutions, Manufacturing; Insurance and Pensions especially via on-the-job training and coaching. Management; and Agriculture, Forestry and Most training programmes will be short, and a Fishing. Surveyed companies operating return on investment is expected within a year. in Telecommunications as well as Media, Entertainment and Sports reported the least Beyond these considerations, companies’ positivity across these two measures. Executives in readiness for the 2023–2027 period can be Mining and Metals and Electronics expect workers evaluated through a simple cross-sectoral survey to be highly productive but not strongly motivated. of CHROs, CLOs and other C-suite executives Respondents expect workers in Government and on their workforce’s expected level of motivation the Public Sector to be well motivated but show and productivity in the 2023-2027 period. Figure less optimism regarding productivity. FIGURE 5.13 Outlook for motivation and productivity, 2023-2027 Rankings of the relative outlook for worker motivation and productivity reported by organizations surveyed for 2023 to 2027 High rank Mining and Metals Electronics Advanced manufacturing Insurance and pensions management Agriculture, forestry, and fishing Energy technology and utilities Automotive and Aerospace Research, design and Financial services and capital markets business management services k Infrastructure n Chemical and a r advanced materials Education and training y t i v Non-governmental and i t Membership Organisations c Production of consumer goods u d Oil and gas o r p Information and technology services r e Employment services k r Medical and healthcare services Wo Retail and wholesale of consumer goods Supply chain and transportation Real estate Accommodation, Food and Leisure Care, Personal Services and Wellbeing Business support and Telecommunications premises maintenance services Media, entertainment and sports Low Government and public sector rank Low Worker motivation rank High rank rank Source World Economic Forum, Future of Jobs Survey 2023. Future of Jobs Report 2023 60

May 2023 Future of Jobs Report 2023 Conclusion The transformation of jobs and skills have significant categories, enabling targeted support and proactive impacts on businesses, governments and workers redeployment strategies (Chapter 3). While skills worldwide. It is crucial to develop insight forecasts, disruption remains high, it has somewhat stabilized identify the appropriate talent to promote growth, from the height of the COVID-19 pandemic and make informed decisions on managing (Chapter 4). And while companies continue to the significant disruptions to jobs and skills for identify access to skilled talent as the single biggest employers and workers alike. barrier to business transformation, expectations regarding workforce strategies show an increasing This year’s edition of the Future of Jobs Report level of nuance, pragmatism and proactive presents a mixed picture with regard to the engagement (Chapter 5). 2023-2027 outlook for the global labour-market landscape. Global macrotrends and disruptions This last point reflects a core tenet of the Future create an ever-more complex environment of Jobs Report since its inception: that the future for policy-makers, employers and workers to of work can be shaped for better outcomes and navigate, and uncertainty and volatility remain high that it is the policy, business and investment (Chapter 1). Thus, while, in early 2023, pessimistic decisions made by leaders today that will determine predictions regarding the jobs impact of the green outcomes and the future space for action. transition and generative AI dominate the media headlines, these areas have also been identified as Accordingly, we hope that this report will contribute some of the largest drivers of future job creation to an ambitious multistakeholder agenda to better by Future of Jobs Survey respondents (Chapter 2). prepare workers, businesses, governments, While the report finds – for the second time since educators and civil society for the disruptions to its inception – a net negative global employment come, and empower them to navigate these social, outlook, these displacements are likely to be environmental and technological transitions. highly concentrated in an identifiable set of job Future of Jobs Report 2023 61

May 2023 Future of Jobs Report 2023 Appendix A Analysis methodology This report is based on an analysis of the results of Representativeness the fourth edition of an extensive survey of senior executives leading people and culture, strategy and innovation functions within leading global The survey set out to represent the current employers. Established in 2015, the Future of Jobs strategies, projections and estimates of global Survey has been instrumental in providing insights businesses, with a focus on large multinational into the evolution of jobs and skills under the Fourth companies and more localized companies which Industrial Revolution. It is a pioneering measurement are of significance due to their employee or revenue tool that enables companies and governments to size. As such, there are three areas of the future map their workforce planning for the next five years. of jobs that remain out of scope for this report; The survey data is collected across countries and namely, the future of jobs as it relates to the industries, providing a much-needed compass for activities of small enterprises, the public sector and private- and public-sector leaders who strive to the informal sector. ensure a better future of work for all. The Future of Jobs Survey was distributed through collaboration between the World Economic Forum Survey design and its regional survey partners, amplified by the World Economic Forum’s extensive network and its constituents. The survey is also the result The survey builds on the methodology from the of cross-departmental coordination within the previous survey editions. Following survey best World Economic Forum. The Forum’s Centre for practices and informed by literature review, several Advanced Manufacturing and Supply Chains; questions were refined and new questions were Centre for Energy and Materials; Centre for added. Financial and Monetary Systems; Centre for Health and Healthcare; Platform for Shaping the Future of The survey consists of four interrelated parts. Digital Economy and New Value Creation; Centre Business Trends 2022-2027 focuses on the trends for the Fourth Industrial Revolution and Global that are likely to transform industries in the next Industries Team supported the report team’s efforts five years and their job-creation outlook. It also to collect relevant samples. For key partners in examines technology adoption at the organization the survey distribution process, please refer to the level, and its impact on jobs. Occupation Trends Survey Partners and Acknowledgements sections. 2022-2027 maps the mass-employment and specialized and strategic roles that are relevant to Detailed sample design specifications were shared businesses and how these are expected to evolve with survey partners, requesting that the sample of until 2027. Skill Trends 2022-2027 analyses the companies targeted for participation in the survey priorities of businesses in terms of skills and collects should be drawn from a cross-section of leading information on training programmes and employee companies that make up an economy or region’s reskilling needs and efforts. Workforce Practices business. The target companies were specified as 2022-2027 explores the talent strategies and talent- the largest multinational and national companies, management practices in organizations. significant in terms of revenue or employee size. The threshold was set at companies with 100 The survey is comprised of 44 questions and was employees or more as questions concerning made available in 12 languages: Arabic, Chinese technology absorption and its consequential impact (simplified), Czech, Georgian, Hebrew, Japanese, on employee planning are most relevant for larger Portuguese, Russian, Serbian, Spanish, Thai companies with a significant share of employment. and Turkish. The survey collection process was conducted via Qualtrics, with data collection The final sub-selection of countries with data of spanning a four-month period from November 2022 sufficient quality to be featured in the report was to February 2023. based on the overall number of responses from Future of Jobs Report 2023 62

companies with a presence in each economy. its kind. ISCO is a classification system developed Companies were allowed to select up to 10 by the ILO to organize information on jobs and economies in which they have significant presence labour. It is a part of the UN’s classification system (i.e. a minimum of 100 employees). Half of the for social and economic purposes. The list of roles companies surveyed operate in more than one used in the report is enhanced with roles which economy, making the sample representative of were consistently added to previous editions of the both global and more local workforce and business report and referred to the emerging roles from data practices. The final sub-selection of industries was partner collaborations. included based on the overall number of responses by industry, in addition to a qualitative review of the The Future of Jobs survey and report use the pool of named companies represented in the survey World Economic Forum’s Global Skills Taxonomy data. to categorise skills. Built on a foundation of data insights and ongoing inputs from our network of After relevant criteria were applied, the sample partners, the taxonomy focuses on the skills that was found to be composed of 27 industry clusters are needed by workers across sectors and regions and 46 economies. Industry clusters include: in a fast-changing labour market. It is designed Accommodation, Food and Leisure; Advanced to serve as a “universal adapter” between data Manufacturing; Agriculture, Forestry and Fishing; presented in the language of the many region and Automotive and Aerospace; Business Support and industry specific skills taxonomies in use. You may Premises Maintenance Services; Care, Personal view the Global Skills Taxonomy on the Reskilling Services and Wellbeing; Chemical and Advanced Revolution webpage. New data from the Future of Materials; Education and Training; Electronics; Jobs Survey are presented in Chapter 3 and in the Employment Services; Energy Technology and skill profiles on the following pages. The selection Utilities; Financial Services and Capital Markets; of skills chosen from the Global Skills Taxonomy for Government and Public Sector; Information and use in this survey is shown in Table A2. Technology Services; Infrastructure; Insurance and Pensions Management; Media, Entertainment and Metrics Sports; Medical and Healthcare Services; Mining and Metals; Non-Governmental and Membership Organizations; Oil and Gas; Production of Statistical samples presented in this report Consumer Goods; Real Estate; Research, Design correspond to organizations’ self-reported and Business Management Services; Retail and economies and industries of operation. Each Wholesale of Consumer goods; Supply Chain and organization which responded to the Future of Transportation; and Telecommunications. You can Jobs Survey was permitted to associate itself with refer to Table A1 for the list of industry clusters. up to 10 economies and up to three industries of Economies include Argentina; Australia; Austria; operation. Bahrain; Belgium; Brazil; Canada; China; Colombia; Czech Republic; Egypt; Finland; France; Georgia; Most metrics presented in this report are shares Germany; Hong Kong SAR, China; India; Indonesia; of respondents identifying their organization with Israel; Italy; Japan; Kazakhstan; Korea, Republic of; a business strategy/impact or the mean value of a Latvia; Lithuania; Malaysia; Mexico; Netherlands; metric relating to business operations which was Pakistan; Philippines; Poland; Romania; Saudi directly estimated by respondents. A small number Arabia; Serbia; Singapore; South Africa; Spain; of metrics relating to labour markets and skills Sweden; Switzerland; Taiwan, China; Thailand; are derived from information provided in different Türkiye; United Arab Emirates; United Kingdom; formats. These are described below. United States; and Viet Nam. Collectively, these economies represent 88% of global GDP. Net growth in employment and In total, the report’s data set contains 803 unique labour-market churn responses by global companies, collectively representing more than 11.3 million employees worldwide. Written at a time of labour-market turmoil and realignment, this edition of the Future of Jobs Report is the first to estimate labour-market Classification frameworks for churn as well as growth. Net growth represents jobs and skills the forecast increase or decrease in the size of a workforce, either as a fraction of its current size, or in millions of employees. Labour-market churn This year’s report employed the Occupational represents the sum of job losses and created Information Network (O*NET) framework, cross- jobs in a workforce as a fraction of its initial walked with the International Standard Classification size. In this report both concepts are applied to of Occupations (ISCO). O*NET was developed roles in the jobs taxonomy (see Table A3) and by the US Department of Labour in collaboration industries in the industry taxonomy (see Table with its Bureau of Labour Statistics’ Standard A1). The figures correspond to changes forecast Classification of Occupations (SOC) and remains by survey respondents for a five year period from the most extensive and respected classification of 2023 to 2027, with the survey being administered Future of Jobs Report 2023 63

TABLE A1 Taxonomy of industry categories Industry cluster Industry Accommodation, Food and Leisure Accommodation, Food and Leisure Services Rental, Reservation and Leasing Services Agriculture and Natural Resources Agriculture, Forestry and Fishing Automotive and Aerospace Automotive and Aerospace Care, Personal Services and Wellbeing Care and Social Work Services Personal Care, Wellbeing and Repair Services Education and Training Education and Training Energy and Materials Chemical and Advanced Materials Energy Technology and Utilities Mining and Metals Oil and Gas Financial Services Financial Services and Capital Markets Insurance and Pensions Management Government and Public Sector Government and Public Sector Health and Healthcare Medical and Healthcare Services Information Technology and Digital Communications Information and Technology Services Telecommunications Infrastructure Engineering and Construction Water and Waste Management Manufacturing Advanced Manufacturing Electronics Production of Consumer Goods Media, Entertainment and Sports Arts, Entertainment and recreation Media and Publishing Non-Governmental and Membership Organisations Extraterritorial Organizations and Bodies Non-Profit Organizations, Professional Bodies and Unions Professional Services Business Support and Premises Maintenance Services Employment Services Research, Design and Business Management Services Real Estate Real Estate Retail and Wholesale of Consumer Goods Retail and Wholesale of Consumer Goods Supply Chain and Transportation Supply Chain and Transportation Future of Jobs Report 2023 64

over several months centred around the turn of denominator, across all responses pertaining to 2023. Metrics relating to both concepts reflect a particular role or industry. In the case of churn, forecast structural changes in employment across the calculation is identical, except for taking the companies, economies, industries and roles. absolute value of decreases, so that all terms in the Turnover induced by employees moving between numerator are positive. In both cases, changes in jobs for personal reasons is not included. the stable workforce fraction are neglected in the numerator, to respect the respondent’s indication Fractional metrics that this workforce is stable. Stable workforce fractions from 2023 are nevertheless included in the Respondents aggregated roles included in the jobs denominator, to ensure that responses indicating a taxonomy to six groups: stable workforce fraction appropriately suppress the magnitude of net growth and churn. – roles representing a large proportion of the organization’s workforce with a stable Reweighted metrics employment outlook for the next five years; ILO data were then used to translate the forecast – roles representing a large proportion of the fractional net growth for each role into estimates organization’s workforce which are expected to of the number of jobs that will be created or grow in the next five years; displaced between 2023 and 2027. ILO estimates (excluding their modelled estimates) of the number – roles representing a large proportion of the of employees in each occupational category of organization’s workforce which are expected to ISCO08 level 2 were used as a basis for the number be increasingly redundant in the next five years; of employees working at the time of publication. To approximate the number of employees in – specialised and strategic roles which are crucial each occupation of the jobs taxonomy used in to the organization, represent a small proportion the Future of Jobs Survey, the jobs taxonomy of the organization’s workforce today and are (a modified and extended version of the O*NET expected to have a stable employment outlook SOC occupational classification) was mapped to in the next five years; the ISCO08 occupational taxonomy used in the ILO data by modifying and extending the map – specialised and strategic roles which are crucial developed by the U.S. Bureau of Labor Statistics, to the organization, represent a small proportion which connects O*NET SOC level 4 and ISCO08 of the organization’s workforce today and which level 2. Ambiguities arising due to differences in the are expected to be increasingly important in the granularity of job titles were resolved using Future of next five years; and Jobs Survey data to estimate the relative numbers of employees based on the number of times jobs – specialised and strategic roles which are crucial were selected by respondents. Estimates of present to the organization, represent a small proportion employment were then multiplied by the fractional of the organization’s workforce today and which net growth estimates obtained from the survey, to are expected to be increasingly redundant in the estimate net growth worldwide in units of millions of next five years. employees. Respondents allocated up to three roles from the Using this method, the Future of Jobs dataset jobs taxonomy to each of the six groups. One of described in Chapter 3 corresponds to 673 million the three roles in the three specialised and strategic employees. By comparison, the ILO dataset used categories could be specified by a free-text field. in the analysis accounts for 820 million employees. Free-text fields were subsequently allocated to jobs The remaining 147 million employees correspond in the jobs taxonomy where possible. Metrics on to roles for which the Future of Jobs Survey did roles are only published in the report when they not collect sufficient data to reliably estimate net meet statistical criteria in a given sample. growth. Data on employees rather than general employment was used as organisations responding Respondents subsequently allocated workforce to the Future of Jobs Survey maintain workers in fractions to each of the above groups of jobs, formal rather than informal employment. both at present and as predicted for 2027. These workforce fractions were used to calculate two The available ILO dataset which boasts an metrics: estimated net growth between 2023 and occupational employment breakdown with level 2027 and estimated structural labour-market churn 2 granularity in ISCO08 is smaller than modelled from 2023 to 2027, for the labour forces pertaining ILO estimates of a total of 1.739 billion employees to roles in the jobs taxonomy and industries in the worldwide when country-level data gaps are industry taxonomy. In both cases, the fractional extrapolated, and smaller still than the estimated increase or decrease between 2023 and 2027 3.283 billion workers in either formal or informal pertaining to a job or industry is compared to its employment. Extrapolating beyond this sample of workforce fraction in 2023. In the calculation of 673 million employees would require unfounded net growth, increases and decreases are added assumptions regarding the structure of labour and subtracted in the numerator, and divided markets, but readers may use these normalizations by the sum of workforce fractions in 2023 in the to perform rough estimations of the expected full Future of Jobs Report 2023 65

magnitude. Large economies whose workers could Skill evolution not be included include China, India and Indonesia, however data from these economies is reflected The evolving importance of skills was estimated in fractional estimates reported as percentages, using the question: “For the key roles with a stable according to the data coverage of the Future of outlook, would you expect an increase or decrease Jobs Survey. in the use of the following skills?”. Respondents specified all 26 skills as increasing, decreasing The estimates of the number of employees per or stable in importance over the next five years. sector which can be found in the Industry Profiles Across the report these figures are often presented (p183-236) are based on the full dataset of 1.739 alongside the net difference between the share billion employees worldwide. This calculation is of respondents classifying the skill as increasing described in the user guide to the profiles (p82). in importance and the share classifying it as decreasing in importance, to obtain a single metric per skill. Metrics relating to the Global Skills Taxonomy Reskilling focus The reskilling focus ofstrategic importance surveyed Three survey questions probed the present organizations apply to skills was gauged using the importance of skills, their expected evolution in question: “Keeping in mind your current strategic importance from 2023 to 2027, and the strategic direction, please select the skill clusters on which focus organizations will assign to upskilling and you are focusing your organisation’s reskilling and reskilling their workers in skills from 2023 to 2027. upskilling efforts in the next five years.” For this In each case, respondents selected skills from a question, respondents ranked an unlimited number list of 26 “cross-functional” skills from the Global of the 26 skills according to their importance. These Skills Taxonomy (see Table A2). No attempt was ranks were aggregated using the Borda method to made to represent skills and knowledge which is calculate the “Reskilling ranking” which is used to specialised within industries or occupations. In the order the Skill Profiles. The calculation is outlined case of the first and third questions, skills data are in the user guide to the Skill Profiles (p255). This reported as both raw shares of companies and aggregated ranking is also used to order the skills derived estimates of the mean normalised share of in Figure 4.5, which also represents the difference each skill per respondent. While the former metrics in this ranking with respect to the ranking of skills have the benefit of simplicity, the latter metrics give by their importance, as represented above, and in equal statistical weight to all respondents and sum Figure 4.2. to 100% across the full Global Skills Taxonomy. An equivalent analysis to that for skill importance is Skill importance also performed. At this stage, the rankings assigned by respondents are neglected, and the selected The relative current importance of skills was skills are treated equally. The data are now reported estimated using the question: “What are the as both a raw share of companies selecting each core skills workers currently need to perform skill and a derived metric. The derived metric well in the key roles with a stable outlook?”. The accounts for the fact that respondents were resulting data are reported as both a raw share permitted to select as many or as few skills as they of companies selecting each skill and a derived wished. Each skill receives an equal share of a metric. The derived metric accounts for the fact that respondent’s statistical weight, and all respondents respondents were permitted to select as many or are assigned the same overall weight. The share per as few skills as they wished. In this derived analysis, skill is then the mean taken across the respondents each skill receives an equal share of a respondent’s in a sample. This “normalized strategy share” may statistical weight, and all respondents are assigned be treated as a rough approximation of the mean the same overall weight. The share per skill is composition of organizations’ strategic priorities then the mean taken across the respondents in a and reskilling needs from 2023 to 2027. sample. This “normalized skill share” may be treated as a rough approximation of the cross-functional skill set of workers today. Future of Jobs Report 2023 66

TABLE A2 Skill taxonomy Skills were selected from levels 3 and 4 of the Global Skills Taxonomy to represent skills of interest to organizations across sectors and economies Skill family Skill cluster Skill (level 1) (level 2) Attitudes Ethics Environmental stewardship Global citizenship Curiosity and lifelong learning Self-efficacy Dependability and attention to detail Motivation and self-awareness Resilience, flexibility and agility Working with others Empathy and active listening Leadership and social influence Teaching and mentoring Skills, knowledge and abilities Cognitive skills Analytical thinking Creative thinking Multi-lingualism Reading, writing and mathematics Systems thinking Engagement skills Marketing and media Service orientation and customer service Management skills Quality control Resource management and operations Talent management Physical abilities Manual dexterity, endurance and precision Sensory-processing abilities Technology skills AI and big data Design and user experience Networks and cybersecurity Programming Technological literacy Future of Jobs Report 2023 67

TABLE A3 Job taxonomy The occupational taxonomy was modified and extended from O*NET SOC. Job family Occupation Achitecture and Engineering Architects and Surveyors Biochemical Engineers Biomedical Engineers Chemical Engineers Civil Engineers Electrotechnology Engineers Energy and Petroleum Engineers Environmental Engineers Industrial and Production Engineers Materials Engineers Mechanical Engineers Mining Engineers, Metallurgists and Related Professionals Nanosystems Engineers Nuclear Engineers Photonics Engineers Renewable Energy Engineers Robotics Engineers Technical Specialists Arts, Design, Entertainment, Sports and Media Advertising and Public Relations Professionals Athletes and Sports Competitors Authors and Journalists Commercial and Industrial Designers Creative and Performing Artists Fashion Designers Graphic Designers Handicraft Workers Interior Designers Photographers Telecommunications and Broadcasting Technicians Business and Financial Operations Accountants and Auditors Business Intelligence Analysts Claims Adjusters, Examiners, and Investigators Compliance Officers Credit and Loans Officers Future of Jobs Report 2023 68

TABLE A3 Job taxonomy The occupational taxonomy was modified and extended from O*NET SOC. Job family Occupation Business and Financial Operations Digital Marketing and Strategy Specialists Digital Transformation Specialists E-commerce Specialists Financial Analysts Financial and Investment Advisers Human Resources Specialists Insurance Underwriters Investment Fund Managers Management and Organisation Analysts Product Managers Project Managers Recruiters and technical recruiters Regulatory and Government Associate Professionals Relationship Managers Risk Management Specialists Sales and Marketing Professionals Social Media Strategist Training and Development Specialists Valuers and Loss Assessors Community, Social Service and Protective Services Firefighters Immigration and Customs Inspectors Police Officers Prison Guards Religious Professionals Security Guards Social Work and Counselling Professionals Computer and Mathematical AI and Machine Learning Specialists Application Developers Big Data Specialists Blockchain Developers Data Analysts and Scientists Data Engineers Data Warehousing Specialists Database and Network Professionals Future of Jobs Report 2023 69

TABLE A3 Job taxonomy The occupational taxonomy was modified and extended from O*NET SOC. Job family Occupation Computer and Mathematical Database Architects Devops Engineers FinTech Engineers Full Stack Engineers Geospatial Information Scientists and Technologists ICT Operations and User Support Technicians Information Security Analysts Internet of Things Specialists Mathematicians, Actuaries and Statisticians Online Learning Managers Software and Applications Developers Software testers Web Developers Construction and Extraction Building Finishers and Related Trades Workers Building Frame and Related Trades Workers Construction Laborers Electrical Equipment Installers and Repairers Explosives Workers and Ordnance Handling Experts Mining and Petroleum Extraction Workers Mining and Petroleum Plant Operators Education and Training Librarians, Curators, and Archivists Primary School and Early Childhood Teachers Secondary Education Teachers Special Education Teachers University and Higher Education Teachers Vocational Education Teachers Farming, Fishing, and Forestry Agricultural Equipment Operators Agricultural Inspectors Animal Breeders Farmworkers and Laborers Fishers and Related Fishing Workers Forest and Conservation Workers Graders and Sorters, Agricultural Products Hunters and Trappers Future of Jobs Report 2023 70

TABLE A3 Job taxonomy The occupational taxonomy was modified and extended from O*NET SOC. Job family Occupation Farming, Fishing, and Forestry Logging Equipment Operators Nursery and Greenhouse Workers Healthcare Practitioners and Technicians Audiologists and Speech Therapists Clinical and Counselling Psychologists Dentists and Associated Professions Dietitians and Nutritionists Environmental and Occupational Health and Hygiene Professionals Epidemiologists and Public Health Specialists Generalist Medical Practitioners Medical and Dental Prosthetic Technicians Medical, Pharmaceutical and Laboratory Technicians Midwifery Professionals Nursing Professionals Occupational Health and Safety Specialists and Technicians Optometrists and Opticians Paramedical and Emergency Medical Technicians Personal Care Workers in Health Services Pharmacists and Associated Professions Physical Therapists Psychiatrists Specialist Medical Practitioners Traditional and Complementary Medicine Professionals Veterinarians Hospitality and Food Related Event Managers Hospitality, Food and Travel Related Baristas Chefs and Cooks Concierges and Hotel Desk Clerks Food Preparation Assistants Food Service Counter Attendants Hotel and Restaurant Managers Tour and Travel Guides Waiters and Bartenders Installation and Maintenance Electronics and Telecommunications Installers and Repairers Home Appliance Installers and Repairers Future of Jobs Report 2023 71

TABLE A3 Job taxonomy The occupational taxonomy was modified and extended from O*NET SOC. Job family Occupation Installation and Maintenance Mechanics and Machinery Repairers Legal Administrative Law Judges, Adjudicators, and Hearing Officers Arbitrators, Mediators, and Conciliators Court Reporters Judges, Magistrate Judges, and Magistrates Judicial Law Clerks Lawyers Legal Secretaries Paralegals and Legal Assistants Title Examiners, Abstractors, and Searchers Management Business Services and Administration Managers General and Operations Managers Health and Education Services Managers Legislators and Officials Managing Directors and Chief Executives Manufacturing, Mining, Construction, and Distribution Managers Organisational Development Specialists Production Managers in Agriculture, Forestry and Fisheries Strategic Advisors Manufacturing and Production Assembly and Factory Workers Biofuels and Biomass Technicians Chemical Processing Plant Operators Electricians, Insulation Workers, Plumbers Food Processing and Related Trades Workers Garment and Related Trades Workers Geothermal Technicians Hydroelectric Plant Technicians Metal and Steel Workers Petroleum and Natural Gas Refining Plant Operators Power Production Plant Operators Printing and Related Trades Workers Sheet and Structural Metal Workers, Moulders and Welders Solar Energy Installation and System Engineers Wind Energy Engineers Future of Jobs Report 2023 72

TABLE A3 Job taxonomy The occupational taxonomy was modified and extended from O*NET SOC. Job family Occupation Military Specific Occupations Military Enlisted Tactical Operations and Air/Weapons Specialists and Crew Members Military Officer Special and Tactical Operations Leaders Natural Science and Sustainability Biologists and Geneticists Botanists, Zoologists and Related Professionals Chemists and Chemical Laboratory Scientists Environmental Protection Professionals Food Scientists and Technologists Geologists and Geophysicists Materials Scientists Physicists and Astronomers Remote Sensing Scientists and Technologists Sustainability Specialists Office and Administrative Accounting, Bookkeeping and Payroll Clerks Administrative and Executive Secretaries Bank Tellers and Related Clerks Client Information and Customer Service Workers Data Entry Clerks Material-Recording and Stock-Keeping Clerks Postal Service Clerks Statistical, Finance and Insurance Clerks Personal Care and Building Maintenance Animal Care and Service Workers Building Caretakers and Housekeepers Childcare Workers Entertainment Attendants and Related Workers Funeral Service Workers Hairdressers, Beauticians and Related Workers Occupational Therapy and Physical Therapist Assistants and Aides Personal Care Aides Sports and Fitness Workers Vehicle, Window, Laundry and Other Hand Cleaning Workers Sales Business Development Professionals Call Center Operators Cashiers and Ticket Clerks Future of Jobs Report 2023 73

TABLE A3 Job taxonomy The occupational taxonomy was modified and extended from O*NET SOC. Job family Occupation Sales Door-To-Door Sales Workers, News and Street Vendors, and Related Workers Real Estate Sales Agents Sales and Purchasing Agents and Brokers Sales Representatives, Wholesale and Manufacturing, Technical and Scientific Products Securities and Finance Dealers and Brokers Shop Salespersons Telemarketers Social Science Economists Philosophers, Historians and Political Scientists Social Psychologists Social Science Research Assistants Sociologists, Anthropologists and Related Professionals Survey Researchers Town and Traffic Planners Transportation and Logistics Autonomous and Electric Vehicle Specialists Car, Van and Motorcycle Drivers Commercial Pilots Customs Brokers Flight Attendants Heavy Truck and Bus Drivers Light Truck or Delivery Services Drivers Locomotive Engine Drivers and Related Workers Material Moving Workers Postal Service Mail Carriers Refuse Workers Sailors and Marine Cargo Workers Ship and Aircraft Controllers and Technicians Ship and Boat Captains Supply Chain and Logistics Specialists Transportation Attendants and Conductors Transportation Inspectors Vehicle and Mobile Equipment Mechanics, Installers, and Repairers Weighers, Measurers, Checkers, and Samplers, Recordkeeping Future of Jobs Report 2023 74

May 2023 Future of Jobs Report 2023 Appendix B Sectoral lens on macrotrends and technology FIGURE B1 Impact of macrotrends, 2023-2027 Share of organizations which expect macrotrends to drive transformation in their organization (%) a b c d e f g h i j k l m n o p q r Increased adoption of new 72 81 92 86 93 85 93 91 76 90 90 87 96 67 91 62 85 86 and frontier technologies Broadening digital access 80 77 92 86 91 82 92 91 85 88 87 83 96 95 97 77 86 88 Broader application of Environmental, 69 81 89 67 70 94 85 87 71 72 90 87 70 85 78 77 78 83 Social and Governance (ESG) standards Rising cost of living for consumers 92 74 81 95 83 62 82 83 73 65 65 76 74 70 74 74 86 81 Slower global economic growth 69 61 69 76 76 63 81 61 61 78 66 78 78 76 74 69 83 84 Investments to facilitate the green 71 81 65 67 54 86 71 70 54 52 75 79 44 63 52 62 67 75 transition of your business Supply shortages and/or rising 67 73 92 57 51 73 51 65 68 64 69 86 39 53 59 64 84 87 cost of inputs for your business Consumers becoming more vocal 59 58 77 71 79 60 72 70 60 72 63 70 78 95 72 60 68 53 on social issues Consumers becoming more vocal 64 74 73 43 53 82 66 61 53 59 77 81 61 58 53 72 69 67 on environmental issues Climate-change induced investments 53 71 73 43 49 76 70 65 59 55 71 73 48 63 60 62 66 73 into adapting operations Supply chains becoming more localized 55 77 62 62 48 64 46 61 66 55 63 73 52 55 50 54 72 79 Stricter government regulation 54 48 68 76 60 47 78 61 54 80 52 53 68 57 63 48 43 56 of data use and technology Ageing populations in advanced 45 59 54 57 62 48 53 61 54 51 40 56 57 47 59 46 69 48 and emerging economies Demographic dividend in developing 39 39 54 52 60 56 44 65 40 58 47 56 55 53 52 58 42 52 and emerging economies Increased geopolitical divisions 36 47 62 48 49 60 48 52 49 46 47 46 64 32 55 44 48 55 Ongoing impact of the COVID pandemic 55 45 46 76 60 39 37 35 49 43 34 43 57 55 42 42 48 52 Share of organization 0 50 100 a. Accommodation, Food and Leisure g. Financial Services m. Media, Entertainment and Sports b. Agriculture and Natural Resources h. Government and public sector n. Non-governmental and Membership Organisations c. Automotive and Aerospace i. Health and healthcare o. Professional Services d. Care, Personal Services and Wellbeing j. Information Technology and Digital Communications p. Real estate e. Education and training k. Infrastructure q. Retail and wholesale of consumer goods f. Energy and Materials l. Manufacturing r. Supply chain and transportation Source World Economic Forum, Future of Jobs Survey 2023. Future of Jobs Report 2023 75

FIGURE B2 Impact of macrotrends on jobs, 2023-2027 Net difference between the shares of organizations which expect macrotrends to create and displace jobs between 2023 and 2027 (%). The share of organizations predicting a neutral impact on employment is not used in the calculation. a b c d e f g h i j k l m n o p q r Increased adoption of new 21 40 67 33 44 34 28 10 48 53 38 25 57 43 47 25 27 21 and frontier technologies Broadening digital access 33 29 63 33 52 16 22 14 34 59 27 22 64 47 51 5 31 0 Broader application of Environmental, 30 40 57 71 64 60 49 50 33 53 67 50 19 59 42 45 44 43 Social and Governance (ESG) standards Rising cost of living for consumers -3 -26 -5 10 -26 -5 -26 11 -21 -15 -14 -25 -29 -29 -17 -15 -22 -33 Slower global economic growth -19 -58 -39 -6 -30 -42 -47 -14 -44 -42 -29 -56 -22 -44 -35 -35 -39 -54 Investments to facilitate the green 56 56 71 36 44 66 41 50 43 47 63 57 70 83 35 73 40 41 transition of your business Supply shortages and/or rising -12 -32 -21 0 -40 -13 -23 -13 -4 -22 -23 -24 -45 -40 -18 -38 -39 -33 cost of inputs for your business Consumers becoming more vocal 22 39 45 57 43 38 17 25 30 21 30 25 22 58 35 13 41 15 on social issues Consumers becoming more vocal 32 57 63 67 50 45 27 71 37 30 37 34 29 55 41 33 25 19 on environmental issues Climate-change induced investments 15 41 42 44 50 58 40 40 18 51 58 47 45 50 46 44 23 32 into adapting operations Supply chains becoming more localized 0 40 60 50 71 70 80 25 60 50 62 41 50 100 45 50 38 33 Stricter government regulation -5 0 12 31 14 12 32 7 10 22 17 14 -13 17 25 -17 11 3 of data use and technology Ageing populations in advanced 41 18 22 50 23 16 15 0 52 20 -11 21 15 11 18 8 5 0 and emerging economies Demographic dividend in developing 40 50 43 46 42 37 46 20 40 34 38 37 17 40 44 -13 22 35 and emerging economies Increased geopolitical divisions -7 0 -13 30 0 -2 -12 0 -5 4 19 12 -14 17 -6 -10 -3 -17 Ongoing impact of the COVID pandemic -19 22 -25 38 -3 0 -5 50 50 2 13 -6 -23 -18 -7 -46 3 3 Fewer jobs More jobs -100 -50 0 50 100 a. Accommodation, Food and Leisure j. Information Technology and Digital Communications b. Agriculture and Natural Resources k. Infrastructure c. Automotive and Aerospace l. Manufacturing d. Care, Personal Services and Wellbeing m. Media, Entertainment and Sports e. Education and training n. Non-governmental and Membership Organisations f. Energy and Materials o. Professional Services g. Financial Services p. Real estate h. Government and public sector q. Retail and wholesale of consumer goods i. Health and healthcare r. Supply chain and transportation Source World Economic Forum, Future of Jobs Survey 2023. Future of Jobs Report 2023 76

FIGURE B3 Technology adoption Share of organizations which are likely to adopt technologies in the next five years (%) a b c d e f g h i j k l m n o p q r Digital platforms and apps 80 74 92 95 90 83 93 96 72 90 82 84 100 95 98 81 92 81 Education and workforce 72 63 80 95 87 78 82 91 84 80 77 84 81 91 90 63 79 72 development technologies Big-data analytics 69 63 89 81 81 75 91 70 76 89 72 80 95 76 88 58 77 71 Internet of things and connected devices 65 65 77 86 67 81 74 73 77 81 82 80 91 76 88 89 75 73 Cloud computing 65 60 77 71 79 74 90 83 64 87 77 73 74 76 82 62 63 69 Encryption and cybersecurity 70 68 73 76 64 80 91 78 58 82 70 73 74 86 77 63 62 79 E-commerce and digital trade 73 73 73 52 59 65 81 70 78 81 59 80 73 52 75 74 91 75 Artificial intelligence 55 61 85 71 76 72 83 65 71 88 72 74 87 71 83 59 65 61 Environmental management technologies 64 77 69 71 36 85 47 68 71 51 79 83 48 62 47 59 74 68 Climate-change mitigation technology 56 87 62 52 40 84 58 65 46 54 71 74 39 52 47 58 66 71 Text, image, and voice processing 59 45 75 76 67 44 71 65 50 77 56 54 87 67 81 42 60 54 Augmented and virtual reality 44 30 73 57 72 56 56 61 67 70 62 62 74 48 68 54 54 52 Power storage and generation 49 48 54 48 35 75 38 44 51 45 65 70 48 48 38 62 51 47 Electric and autonomous vehicles 51 45 69 52 25 62 48 48 45 44 65 65 22 29 28 54 51 79 Robots, non-humanoid 51 50 69 57 39 61 41 44 53 50 63 70 44 29 32 42 47 53 Health and care technologies 48 50 31 76 37 51 42 39 78 51 46 56 22 50 45 50 45 33 Distributed ledger technology 44 53 39 33 40 34 60 39 47 64 34 44 48 48 48 42 40 36 Water-related adaptation technologies 55 72 63 62 29 60 23 35 50 31 52 61 27 48 32 50 39 28 3D and 4D printing and modelling 26 19 62 48 47 39 21 35 49 44 52 55 52 33 34 27 39 16 Robots, humanoid 51 27 31 55 33 30 41 23 32 43 32 41 41 20 30 19 28 30 Quantum computing 28 20 27 35 18 27 38 18 31 44 26 30 39 24 34 8 22 26 Nanotechnology 36 47 39 33 17 40 21 17 46 33 32 41 18 19 27 8 19 25 Biodiversity protection technologies 26 67 31 24 25 39 19 30 41 25 38 39 13 19 19 31 32 29 New materials 28 43 36 38 10 50 15 23 22 25 45 39 17 24 20 35 19 24 Biotechnology 28 57 8 33 22 25 16 26 70 21 21 34 9 19 14 15 26 15 Cryptocurrencies 32 17 12 25 29 14 40 17 13 40 14 17 39 14 16 19 26 9 Agriculture technologies 34 71 12 14 17 15 11 17 16 21 16 32 13 19 19 15 29 9 Satellite services and space flight 34 37 24 10 10 16 10 13 5 28 28 20 18 14 8 12 11 16 Share of organization 0 50 100 a. Accommodation, Food and Leisure g. Financial Services m. Media, Entertainment and Sports b. Agriculture and Natural Resources h. Government and public sector n. Non-governmental and Membership Organisations c. Automotive and Aerospace i. Health and healthcare o. Professional Services d. Care, Personal Services and Wellbeing j. Information Technology and Digital Communications p. Real estate e. Education and training k. Infrastructure q. Retail and wholesale of consumer goods f. Energy and Materials l. Manufacturing r. Supply chain and transportation Source World Economic Forum, Future of Jobs Survey 2023. Future of Jobs Report 2023 77

FIGURE B4 Impact of technology adoption on jobs, 2023-2027 Net difference between the shares of organizations which expect technology adoption to create and displace jobs in the next five years (%). The share of organizations predicting a neutral impact on employment is not used in the calculation. a b c d e f g h i j k l m n o p q r Digital platforms and apps 25 35 63 30 74 27 31 50 39 59 22 28 45 45 61 43 47 35 Education and workforce 41 44 65 50 75 32 30 38 34 51 44 31 65 58 47 18 29 31 development technologies Big-data analytics 42 68 78 71 64 47 66 69 36 64 38 56 55 44 71 36 60 57 Internet of things and connected devices 25 5 50 28 38 18 25 13 35 53 27 22 50 25 48 23 17 9 Cloud computing 27 33 50 53 46 15 36 47 20 60 16 25 35 25 51 20 46 33 Encryption and cybersecurity 33 29 63 25 53 43 62 39 55 63 24 42 50 11 38 38 28 44 E-commerce and digital trade 24 23 47 36 73 30 35 44 35 48 18 27 38 73 51 25 58 41 Artificial intelligence 0 28 59 47 36 12 18 33 31 45 30 19 -5 20 42 -7 31 15 Environmental management technologies 31 50 61 13 53 63 39 27 33 40 60 55 18 62 38 53 31 42 Climate-change mitigation technology 43 42 56 64 52 63 42 47 33 52 58 49 11 55 52 57 44 57 Text, image, and voice processing 23 8 28 13 41 -4 8 20 0 33 16 12 35 36 35 -30 15 -9 Augmented and virtual reality 19 33 53 75 50 16 43 50 27 60 32 39 65 45 35 31 46 55 Power storage and generation 11 47 29 22 47 61 38 40 11 52 48 42 30 20 26 25 29 24 Electric and autonomous vehicles 0 14 56 18 42 28 18 36 28 39 16 20 20 0 6 -8 18 -18 Robots, non-humanoid 10 -13 22 17 32 -26 14 10 -20 27 -14 -27 20 -50 5 -46 -13 -38 Health and care technologies 37 53 63 63 61 50 33 33 65 55 40 41 40 10 46 23 38 41 Distributed ledger technology -6 19 50 29 55 12 32 56 39 40 0 16 27 10 38 45 62 40 Water-related adaptation technologies 35 29 47 31 27 42 30 38 26 17 44 42 0 40 28 8 44 47 3D and 4D printing and modelling 0 -17 44 40 46 18 29 50 22 31 15 24 25 29 29 57 44 22 Robots, humanoid 10 0 13 50 31 -3 -2 20 8 10 -5 -9 -11 -25 -28 -20 -22 -35 Quantum computing 30 -17 -14 29 38 22 26 25 0 44 19 21 38 20 25 100 21 25 Nanotechnology 8 21 40 14 71 46 14 0 35 39 10 37 75 -25 13 50 8 43 Biodiversity protection technologies 45 50 13 100 39 43 25 29 31 52 44 32 0 100 33 38 33 21 New materials 36 31 22 0 75 28 50 20 38 28 39 34 0 0 33 44 50 50 Biotechnology 22 65 100 57 55 36 35 33 63 50 8 43 0 75 63 33 41 22 Cryptocurrencies 17 0 100 40 47 14 43 50 0 44 0 27 25 0 40 0 31 17 Agriculture technologies 39 73 0 67 50 60 9 100 50 50 30 33 0 75 55 25 61 17 Satellite services and space flight 54 18 33 50 25 25 40 67 50 32 17 47 25 -33 50 -33 29 40 Fewer jobs More jobs -100 -50 0 50 100 a. Accommodation, Food and Leisure g. Financial Services m. Media, Entertainment and Sports b. Agriculture and Natural Resources h. Government and public sector n. Non-governmental and Membership Organisations c. Automotive and Aerospace i. Health and healthcare o. Professional Services d. Care, Personal Services and Wellbeing j. Information Technology and Digital Communications p. Real estate e. Education and training k. Infrastructure q. Retail and wholesale of consumer goods f. Energy and Materials l. Manufacturing r. Supply chain and transportation Source World Economic Forum, Future of Jobs Survey 2023. Future of Jobs Report 2023 78

May 2023 Future of Jobs Report 2023 Appendix C Sectoral lens on skills FIGURE C1 Skill importance in 2023 Share of organizations which consider skills to be core skills for their workers (%) a b c d e f g h i j k l m n o p q r Environmental stewardship 11 44 10 10 4 26 14 18 12 12 18 23 20 18 8 8 19 18 Global citizenship 14 8 10 15 18 14 15 23 12 7 21 9 15 12 17 16 15 11 Ethics Curiosity and lifelong learning 26 52 48 55 54 44 53 55 53 46 36 50 60 59 50 52 41 36 Dependability and attention to detail 54 44 62 55 36 49 43 36 44 36 41 46 25 47 39 24 48 48 ficacy Motivation and self-awareness 49 44 71 65 52 52 42 55 56 35 57 53 30 53 44 28 63 66 Self-ef Attitudes Resilience, flexibility and agility 37 44 43 45 48 54 55 55 50 39 54 54 35 53 54 36 54 57 Empathy and active listening 31 32 38 50 50 44 41 50 53 38 43 45 25 65 46 36 53 43 Leadership and social influence 40 44 33 50 40 49 42 41 44 36 54 37 45 41 35 44 41 30 orking W with others Teaching and mentoring 23 12 19 45 36 24 17 27 24 15 36 21 35 29 29 20 19 21 Analytical thinking 49 40 71 60 70 71 82 77 68 73 75 62 55 82 75 52 68 61 Creative thinking 46 52 38 45 66 52 64 68 62 53 59 55 40 59 65 60 58 43 Multi-lingualism 37 28 33 35 28 22 21 14 32 24 25 23 20 12 29 28 27 27 Reading, writing and mathematics 26 20 33 20 22 27 25 18 15 19 25 26 25 59 31 16 25 34 Cognitive skills Systems thinking 29 32 48 40 58 33 34 32 32 42 30 44 50 41 33 24 19 29 Marketing and media 37 12 14 15 26 11 19 0 24 18 20 14 30 24 15 28 24 18 Service orientation and customer service 46 44 33 50 30 34 32 32 27 32 32 29 35 53 37 28 39 52 Quality control 46 52 52 25 32 40 31 27 47 26 52 45 25 53 35 36 31 41 Resource management and operations 34 40 43 45 22 39 26 23 29 24 36 42 20 35 27 12 24 27 Management andengagement skills Talent management 34 40 33 40 32 35 42 41 44 31 39 36 30 35 35 36 27 25 Manual dexterity, endurance Skills, knowledge and abilities 29 32 24 5 4 22 8 9 12 13 16 22 10 12 10 8 29 13 and precision Sensory-processing abilities 6 4 10 0 8 13 6 0 12 7 4 9 10 6 14 12 9 9 Physicalabilities AI and big data 17 16 43 35 38 27 45 14 18 42 25 23 35 18 35 28 24 18 Design and user experience 11 12 33 20 32 18 28 23 24 35 18 24 30 18 27 16 31 11 Networks and cybersecurity 11 16 14 25 10 20 22 14 15 29 14 16 10 24 17 12 10 4 Programming 9 12 29 10 18 12 23 14 6 38 18 18 35 12 27 4 10 11 echnology skills T Technological literacy 37 52 57 40 52 48 52 32 29 49 38 40 35 29 54 16 48 52 Share of organization 0 50 100 a. Accommodation, Food and Leisure g. Financial Services m. Media, Entertainment and Sports b. Agriculture and Natural Resources h. Government and public sector n. Non-governmental and Membership Organisations c. Automotive and Aerospace i. Health and healthcare o. Professional Services d. Care, Personal Services and Wellbeing j. Information Technology and Digital Communications p. Real estate e. Education and training k. Infrastructure q. Retail and wholesale of consumer goods f. Energy and Materials l. Manufacturing r. Supply chain and transportation Source World Economic Forum, Future of Jobs Survey 2023. Future of Jobs Report 2023 79

FIGURE C2 Skill evolution, 2023-2027 Net difference between the shares of organizations which consider skills to be increasing and decreasing in importance to their workers from 2023 to 2027 (%). The share of organizations predicting skill stability is not used in the calculation. a b c d e f g h i j k l m n o p q r Environmental stewardship 28 67 43 53 28 67 34 40 39 37 57 57 28 47 25 35 52 45 Global citizenship 25 35 30 26 28 35 9 38 21 25 34 27 22 29 25 22 10 21 Ethics Curiosity and lifelong learning 49 67 81 90 76 61 71 73 65 64 63 70 67 77 73 67 74 57 Dependability and attention to detail 47 54 76 74 61 55 51 64 47 53 53 50 53 63 42 42 54 47 ficacy Motivation and self-awareness 49 58 67 74 65 63 47 67 50 61 65 61 58 63 50 63 66 59 Self-ef Attitudes Resilience, flexibility and agility 46 75 76 90 73 70 69 71 66 68 61 68 56 63 69 61 68 65 Empathy and active listening 55 46 62 79 72 46 59 59 59 53 46 53 38 77 59 48 60 32 Leadership and social influence 44 60 57 74 61 62 48 62 52 51 61 50 67 59 41 67 58 41 orking W with others Teaching and mentoring 32 58 67 53 72 52 47 55 42 49 43 52 47 69 49 44 39 29 Analytical thinking 50 68 71 80 75 75 84 73 62 70 75 71 75 93 76 64 83 65 Creative thinking 56 63 62 84 76 63 82 77 77 77 76 73 75 88 72 76 78 75 Multi-lingualism 28 52 35 61 45 43 34 43 41 40 41 41 33 31 33 35 43 40 Reading, writing and mathematics 36 32 35 37 28 34 30 46 16 17 23 22 41 50 35 32 8 31 Cognitive skills Systems thinking 53 65 80 58 77 62 58 77 27 63 66 66 73 75 61 39 62 44 Marketing and media 64 52 29 53 54 37 42 38 45 30 34 41 47 44 31 42 39 31 Service orientation and customer service 62 54 60 80 62 55 52 43 48 56 57 60 83 88 55 30 63 51 Quality control 71 63 57 74 58 51 46 52 49 46 64 51 41 75 51 55 50 46 Resource management and operations 45 83 70 79 61 54 45 62 42 50 50 60 77 65 37 41 59 47 Management andengagement skills Talent management 52 76 62 63 72 56 60 71 58 52 57 56 47 69 47 58 50 33 Manual dexterity, endurance Skills, knowledge and abilities 26 39 14 32 11 25 -3 29 6 14 26 19 17 -12 29 4 36 17 and precision Sensory-processing abilities 12 22 38 58 20 25 18 29 30 30 28 32 19 19 26 13 26 18 Physicalabilities AI and big data 29 35 62 85 68 62 86 57 50 68 56 56 60 81 64 42 49 53 Design and user experience 47 27 48 74 58 52 56 36 42 54 54 57 61 47 52 35 33 31 Networks and cybersecurity 44 52 55 53 61 59 61 68 42 61 43 48 47 50 50 36 34 37 Programming 36 35 47 42 54 48 48 55 15 49 43 33 38 44 42 35 16 18 echnology skills T Technological literacy 65 56 85 79 72 82 80 73 56 69 69 64 53 65 58 29 70 67 Decreasing Increasing importance -100 -50 0 50 100 importance a. Accommodation, Food and Leisure g. Financial Services m. Media, Entertainment and Sports b. Agriculture and Natural Resources h. Government and public sector n. Non-governmental and Membership Organisations c. Automotive and Aerospace i. Health and healthcare o. Professional Services d. Care, Personal Services and Wellbeing j. Information Technology and Digital Communications p. Real estate e. Education and training k. Infrastructure q. Retail and wholesale of consumer goods f. Energy and Materials l. Manufacturing r. Supply chain and transportation Source World Economic Forum, Future of Jobs Survey 2023. Future of Jobs Report 2023 80

FIGURE C3 Reskilling focus, 2023-2027 Share of organizations which include these skills in their reskilling and upskilling priorities for 2023 to 2027 (%) a b c d e f g h i j k l m n o p q r Environmental stewardship 24 55 19 17 14 32 13 14 15 16 21 26 26 18 10 20 27 22 Global citizenship 6 9 5 0 8 5 4 10 6 8 4 10 21 0 14 12 6 11 Ethics Curiosity and lifelong learning 15 18 43 44 39 20 31 29 49 24 25 33 42 35 27 32 29 28 Dependability and attention to detail 21 27 10 17 18 17 15 19 6 12 19 18 32 18 14 16 20 15 ficacy Motivation and self-awareness 21 23 38 11 27 25 15 29 12 16 42 30 21 24 23 16 33 30 Self-ef Attitudes Resilience, flexibility and agility 21 36 24 28 31 37 37 33 30 25 36 35 37 18 44 24 31 32 Empathy and active listening 24 14 24 67 33 27 17 33 36 17 23 25 37 24 21 28 26 24 Leadership and social influence 36 41 67 56 45 41 37 38 46 32 62 37 47 47 37 32 44 46 orking W with others Teaching and mentoring 9 14 5 22 33 12 12 10 18 11 9 21 26 18 10 8 11 11 Analytical thinking 39 46 57 39 59 51 63 38 36 49 42 44 58 59 42 36 49 43 Creative thinking 52 46 33 61 47 41 42 43 64 41 47 39 53 59 50 60 31 32 Multi-lingualism 24 9 10 11 16 7 11 5 6 9 8 14 16 0 12 16 13 11 Reading, writing and mathematics 6 9 5 0 6 4 4 10 0 4 6 11 16 12 8 0 4 9 Cognitive skills Systems thinking 6 14 24 22 27 20 14 10 12 11 17 20 21 12 15 4 11 13 Marketing and media 30 18 14 17 45 6 16 14 12 18 11 21 32 12 23 16 20 13 Service orientation and customer service 27 27 33 28 27 17 30 24 15 20 15 19 26 12 21 8 42 37 Quality control 24 27 10 11 20 21 8 19 15 8 30 22 16 12 12 16 22 19 Resource management and operations 30 55 33 22 16 25 13 33 9 12 30 25 32 24 12 12 20 9 Management andengagement skills Talent management 21 27 10 22 22 31 27 14 30 18 30 31 26 29 25 12 16 24 Manual dexterity, endurance Skills, knowledge and abilities 9 23 10 11 8 14 3 5 9 2 6 13 11 0 12 4 7 11 and precision Sensory-processing abilities 3 5 0 0 6 3 3 0 0 3 2 5 5 0 8 4 2 4 Physicalabilities AI and big data 18 23 38 56 57 40 54 24 33 57 30 37 63 41 46 44 38 37 Design and user experience 15 18 14 17 33 19 31 33 24 33 21 25 37 24 27 16 31 19 Networks and cybersecurity 9 9 10 17 18 17 26 14 6 23 11 15 21 18 17 12 7 9 Programming 12 5 10 0 22 3 17 10 6 26 6 10 26 6 17 4 9 9 echnology skills T Technological literacy 21 36 52 28 39 27 35 24 15 22 23 25 26 35 21 12 33 48 Share of organization 0 50 100 a. Accommodation, Food and Leisure g. Financial Services m. Media, Entertainment and Sports b. Agriculture and Natural Resources h. Government and public sector n. Non-governmental and Membership Organisations c. Automotive and Aerospace i. Health and healthcare o. Professional Services d. Care, Personal Services and Wellbeing j. Information Technology and Digital Communications p. Real estate e. Education and training k. Infrastructure q. Retail and wholesale of consumer goods f. Energy and Materials l. Manufacturing r. Supply chain and transportation Source World Economic Forum, Future of Jobs Survey 2023. Future of Jobs Report 2023 81

May 2023 Future of Jobs Report 2023 User Guide Economy, Industry, Region and Skill Profiles Economy, Industry, Region and Skill Profiles makers with the opportunity to benchmark their present data findings through these respective organization against the range of expectations lenses, with the aim of providing specific practical prevalent in their industry, economy and/or region, information to decision-makers and experts whereas the Skill Profiles provide deeper insights in academia, business, government and civil for organizations’ reskilling, upskilling and training society. Complementing the cross-industry and initiatives, and inspiration for workers seeking to cross-economy analysis of results in the report, develop or describe their skill sets. The User Guide this section provides deeper granularity for given provides an overview of the information contained industries and economies through dedicated in the various Profiles and their appropriate Profiles. Economy, Region and Industry Profiles interpretation. provide interested companies and policy- Future of Jobs Report 2023 82

Economy Profiles Economy Profile Working Age Population (Millions) 1 / 2 5 Argentina 17.7 Trend outlook 1 Global trends and their impact on job creation Technologies and their impact on job creation 2 Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Encryption and cybersecurity -100% +100% -100% +100% 71% 45% Climate-change induced investments into adapting operations Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 63% 45% Broader application of Environmental, Social and Governance (ESG) standards Digital platforms and apps -100% +100% -100% +100% 48% 36% Consumers becoming more vocal on environmental issues Big-data analytics -100% +100% -100% +100% 43% 35% Consumers becoming more vocal on social issues Education and workforce development technologies -100% +100% -100% +100% 22% 21% Broadening digital access E-commerce and digital trade -100% +100% -100% +100% 12% 14% Increased adoption of new and frontier technologies Internet of things and connected devices -100% +100% -100% +100% -13% 10% Supply shortages and/or rising cost of inputs for your business Cloud computing -100% +100% -100% +100% -41% 5% 5 Role outlook Contextual indicators 3 Churn in five years 0% 100% INDICATORS 22% Five-year structural labour-force churn (percent) Global 23% Labour force participation 4 66% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 23% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 16% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 7% 40% 32% Digital Transformation Specialists Unemployment rate among workers with basic 8% edu. 22% 24% Business Development Professionals Unemployment rate among workers with 3% advanced edu. 16% 17% Assembly and Factory Workers Secondary Education Attainment NA Sales Representatives, Wholesale and 8% 14% Tertiary Education Attainment NA … Manufacturing, Technical and Scientific 8% 19% Mechanics and Machinery Repairers Ease of finding skilled employees in local labour market 4.05 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 23% 19% Accountants and Auditors Fill vacancies by hiring foreign labour 3.41 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign Accounting, Bookkeeping and Payroll labour 16% 29% Clerks Country investment in mid-career training 2.39 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 41% 35% Administrative and Executive Secretaries Workers' Rights Index 3 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights 3 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance Future of Jobs Report 2023 83

Economy Profiles Economy Profile Working Age Population (Millions)  / 2 Argentina 17.7 6kill outlook :orkIorce strateJ\ outlook 7 Core sRills Talent outlooR in  12 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2  2  Talent availability when hiring ECONOMY G/2%$/ -100% +100% 52% 33% 27%  Cognitive skills Talent development of existing workforce -100% +100% 10% 91% 8%  Engagement skills Talent retention of existing workforce 8%  Management skills -100% +100% 14% 71% 2%  Physical abilities 13 )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 16%  Technology skills ECONOMY G/2%$/ 3%  Ethics 57%  . Improve talent progression and promotion processes 24%  2ijer more remote and hybrid work opportunities within Self-eĴcacy 52 %  . ountries c 11%  Working with others 43%  . Support employee health and well-being 9esRilling sRill focus 38%  . 8 Better articulate business purpose and impact 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 29%  . 2ijer higher wages 50% Service orientation and customer service 14%  . Improve internal-communication strategy 46% Creative thinking 14%  . Improve people-and-culture metrics and reporting 41% AI and big data More diversity, eTuity and inclusion policies and 41% 14%  Resilience, IJexibility and agility . programmes 36% Empathy and active listening 10%  . Improve working hours and overtime 36% Leadership and social inIJuence 10%  32% . 2ijer more remote work across national borders Analytical thinking 32% 14 Curiosity and lifelong learning Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 32% Design and user experience ECONOMY G/2%$/ 32% Talent management Enable inclusion and accessibility across physical and 43%  . virtual spaces :Rill stability 9 % Embed DEI goals and solutions across the supply 33%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Global % chain reTuired) 33%  . 10 Run comprehensive DEI training for managers Training funding 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Set DEI goals, targets or Tuotas that exceed public 33%  . reTuirements ECONOMY GLOBAL 24%  . Run comprehensive DEI training for staij 5% 16% Co-funding across the industry 25% 28% Free-of-cost training 15 :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 5% 22% Funded by government Global % 90% 87% Funded by my organi]ation 35% 24% Public-private hybrid funding Future of Jobs Report 2023 84

Industry Profiles Industry Profile Global Employee (millions, ILO estimates) 1 / 2 5 Accommodation, Food, and Leisure 18.6 Trend outlook 1 Global trends and their impact on job creation Technologies and their impact on job creation 2 Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 56% 42% Broadening digital access Education and workforce development technologies -100% +100% -100% +100% 33% 41% Consumers becoming more vocal on environmental issues Encryption and cybersecurity -100% +100% -100% +100% 32% 33% Broader application of Environmental, Social and Governance (ESG) standards Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 30% 31% Increased adoption of new and frontier technologies Cloud computing -100% +100% -100% +100% 21% 27% Rising cost of living for consumers Digital platforms and apps -100% +100% -100% +100% -3% 25% Supply shortages and/or rising cost of inputs for your business Internet of things and connected devices -100% +100% -100% +100% -12% 25% Slower global economic growth E-commerce and digital trade -100% +100% -100% +100% -18% 24% Role outlook Human-machine frontier Human-machine frontier Churn in five years 3 16% 6 Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier 4 Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 70% 30% 2027 Forecast 21% 24% Business Development Professionals 62% 38% 19% 14% General and Operations Managers Workforce strategy outlook Client Information and Customer Service 26% 20% Talent outlook in 2027 12 Workers Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 13% 9% Hotel and Restaurant Managers Improving Worsening Global average Global average 8% 9% Chefs and Cooks Talent availability when hiring -100% +100% 27% 50% 8% 9% Waiters and Bartenders Talent development of existing workforce Business Services and Administration -100% +100% 9% 62% 18% 22% Managers Talent retention of existing workforce 20% 18% Event Managers -100% +100% 12% 53% 13% 16% Food Preparation Assistants 9% 28% Concierges and Hotel Desk Clerks Accounting, Bookkeeping and Payroll 25% 29% Clerks 23% 35% Administrative and Executive Secretaries Future of Jobs Report 2023 85

Industry Profiles Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Accommodation, Food, and Leisure 18.6 6kill outlook Workforce strategy outlook 7 Core skills )usiness practices to improve talent availability 13 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 35%  2     2 . Oijer higher wages INDUSTRY G/2%$/ 32% 2 2. Better articulate business purpose and impact 25% 2 Cognitive skills 32%  2. Improve talent progression and promotion processes 11%  Engagement skills 29%  . Improve internal-communication strategy 16% 2 Management skills 27%  . Improve people-and-culture metrics and reporting 4%  Physical abilities 27%  . Provide eijective reskilling and upskilling 11%  Technology skills 18%  7. Improve safety in the workplace 2%  Ethics 18% 0 7. Tapping into diverse talent pools 19% 2 Self-eĴcacy 12%  . Improve working hours and overtime 12%  Working with others Oijer more remote and hybrid work opportunities within 12% 2 . ountries c 9eskilling skill focus 8 Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 14 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 52% Creative thinking 36% 2 . Run comprehensive DEI training for managers 39% Analytical thinking 36%  2. Run comprehensive DEI training for staij 36% /eadership and social inIJuence Provide greater IJexibility on degree reTuirements for 30% 33% 22 Marketing and media . roles 30% Resource management and operations Embed DEI goals and solutions across the supply 27% 2 . chain 27% Service orientation and customer service Oijer greater IJexibility on education reTuirements to 27% 2 . 24% Empathy and active listening recruit from various backgrounds 24% Environmental stewardship 27% 2 . Recruit a DEI OĴcer 24% Multi-lingualism Set DEI goals, targets or Tuotas that exceed public 27% 2 7. 24% reTuirements 4uality control :hare of companies ^ith +,0 7rograms 6% :kill stability 6% 15 9 (share of organizations surveyed) 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % Global % reTuired) 11 Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed)  2  2 ROLES INDUSTRY G/2%$/ 17%  Employer-sponsored apprenticeships 27% 2 Internal training departments 13%  /icensed training from professional associations 28% 27 On-the-Mob training and coaching 8% 2 Private-sector online-learning platforms 5% 0 8niversities and other educational institutions Future of Jobs Report 2023 86

Region Profiles Region Profile 1 / 2 Central Asia Trend outlook 1 Global trends and their impact on job creation Technologies and their impact on job creation 2 Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 52% 62% Broader application of Environmental, Social and Governance (ESG) standards Cloud computing -100% +100% -100% +100% 48% 40% Broadening digital access Digital platforms and apps -100% +100% -100% +100% 42% 39% Increased adoption of new and frontier technologies Encryption and cybersecurity -100% +100% -100% +100% 42% 38% Consumers becoming more vocal on social issues E-commerce and digital trade -100% +100% -100% +100% 40% 37% Rising cost of living for consumers Education and workforce development technologies -100% +100% -100% +100% -4% 34% Slower global economic growth Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -27% 33% Supply shortages and/or rising cost of inputs for your business Internet of things and connected devices -100% +100% -100% +100% -28% 25% Role outlook Skill outlook Core sRills Churn in five years 3 25% 7 Five-year structural labour-force churn (percent) 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Global 23% Skills, knowledge and abilities Attitudes 4 Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role 26% 12% 18% 21% 11% growth, and their net growth and structural churn (percent) REGION GLOBAL NET GROWTH REGION GLOBAL ROLES -50% 0 50% CHURN CHURN 26% 26% Cognitive skills 47% 35% Business Intelligence Analysts 6% 6% Engagement skills 24% 34% Data Analysts and Scientists 12% 12% Management skills 28% 25% Project Managers 3% 3% Physical abilities 8% 14% General and Operations Managers 18% 16% Technology skills 3% 3% 14% 17% Assembly and Factory Workers Ethics Business Services and Administration 21% 23% 26% 22% Self-efficacy Managers 11% 11% Working with others 31% 19% Accountants and Auditors 23% 35% Administrative and Executive Secretaries 51% 42% Data Entry Clerks Accounting, Bookkeeping and Payroll 46% 29% Clerks Future of Jobs Report 2023 87

Region Profiles Region Profile  / 2 Central Asia Skill outlook :orkIorFe VtrDteJ\ outlook 8 9esRilling sRill focus Talent outlooR in  12 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities Attitudes Global aYerage ,PproYing :orsening Global aYerage Global aYerage 59% Analytical thinking Talent availability when hiring 47% AI and big data -100% +100% 20% 49% 36% Creative thinking Talent development of existing workforce 32% /eadership and social inIJuence -100% +100% 4% 76% 30% Curiosity and lifelong learning Talent retention of existing workforce 29% Technological literacy -100% +100% 16% 56% 23% Environmental stewardship )usiness practices to improve talent availability 22% Motivation and self-awareness 13 Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 22% 1etworks and cybersecurity IN'USTR< GLOBAL 21% Dependability and attention to detail 48% 3% 1. Oijer higher wages :Rill stability 46% % 5% 2. 9 Improve talent progression and promotion processes 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) 29% 3% 3. Provide eijective reskilling and upskilling 10 Training type 22% 1% Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations . Improve working hours and overtime surveyed) 19% 1% 1% 2% 1% 22% 16% 11% . Improve internal-communication strategy ROLES REGION GLOBAL 18% 1% 6. Improve people-and-culture metrics and reporting 14% 1% Employer-sponsored apprenticeships 18% 1% 6. Support employee health and well-being 23% 2% Internal training departments Oijer more remote and hybrid work opportunities within 17% 21% . countries 15% 13% /icensed training from professional associations More diversity, eTuity and inclusion policies and 17 % 1% . programmes 22% 2% On-the-job training and coaching 16% % 1 Improve safety in the workplace 16% 12% Private-sector online-learning platforms Key components of +,0 programmes 14 0ost common components of '(, programmes (share of organizations surveyed) 11% 1% 8niversities and other educational institutions REGION GLOBAL Training funding 35% 2% 1. 11 Run comprehensive DEI training for managers 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 32% 36% REGION GLOBAL 2. Run comprehensive DEI training for staij Enable inclusion and accessibility across physical and 25% 16% Co-funding across the industry 31% 33% 3. virtual spaces 31% 28% Free-of-cost training Embed DEI goals and solutions across the supply 23% 23% . chain 22% 22% Funded by government :hare of companies ^ith +,0 7rograms 74% 87% 15 Funded by my organi]ation 5% (share of organizations surveyed) Global % 37% 24% Public-private hybrid funding Future of Jobs Report 2023 88

1. Global trends and their impact on job 4. Top roles for industry transformation creation This table provides an overview of the top roles for This bar chart shows the effect on job creation industry transformation from now until 2027. The of the global trends that have been identified by list reports the roles that have been selected most most respondents as driving the transformation often as growing, stable or declining in the next of their organization. It is based on the responses five years by surveyed companies that operate in to the question, “Regarding the macrotrends the respective economy or region, compared with likely or highly likely to drive transformation in your the global average. Net growth is calculated based organization, what is their expected impact on on the respondent-reported role proportion in the job creation in your organization?” of surveyed organization now and in 2027. companies that operate in the respective economy or region, compared with the global average. Net Period: 2022-2023 effect is calculated by the share of respondents Source: World Economic Forum, Future of Jobs who view a trend as a net job creator minus the Survey share of respondents who view a trend as a net job displacer. Period: 2022-2023 5. Contextual indicators: Source: World Economic Forum, Future of Jobs Survey This section provides the reader with the latest available data from contextual indicators on an economy’s labour market. 2. Technologies and their impact on job Working-age population creation The total working age population is displayed in the top right corner of the page. The working-age This bar chart shows the effect on job creation population is the number of people aged 25 and of the technologies that have been identified by over. In addition to using a minimum age threshold, most respondents as likely to be adopted by their certain countries also apply a maximum age limit. organization. It is based on the responses to the question, “Regarding the technologies likely or Period: 2018 or latest available data (accessed highly likely to be adopted in your organization, March 2023) what is their expected impact on job creation in Source: International Labour Organization, ILOSTAT your organization?” of surveyed companies that operate in the respective economy or region, compared with the global average. Net effect is calculated by the share of respondents who view Wage and salaried workers in sectors (millions) a technology as a net job creator, minus the share World Economic Forum’s calculation based on of respondents who view a technology as a net job ILO’s estimates of sectoral employment for 41 displacer. ISIC sectors and on the World Economic Forum’s Industry Taxonomy (see Appendix Table A1). Period: 2022-2023 Wage and salaried workers (employees) are those Source: World Economic Forum, Future of Jobs workers who hold the type of jobs defined as “paid Survey employment jobs,” where the incumbents hold explicit (written or oral) or implicit employment contracts that give them a basic remuneration that is not directly dependent upon the revenue of the 3. Churn in five years unit for which they work. This is the five-year structural labour-market Period: 2021 churn of surveyed companies that operate in the Source: World Economic Forum’s calculation respective economy or region. Labour-market churn based on ILO modelled estimates refers to the pace of reallocation of workers and jobs. Structural churn does not take into account the natural churn of workers moving between jobs for personal reasons. For additional details on the Labour-force participation calculation of this indicator, please refer to the The labour-force participation rate is the labour Methodology section. force as a percentage of the working-age population. The labour force is the sum of all Period: 2022-2023 persons of working age who are employed and Source: World Economic Forum, Future of Jobs those who are unemployed. . Survey Period: 2018 or latest available data (accessed March 2023) Source: International Labour Organization, ILOSTAT Future of Jobs Report 2023 89

Youth not in employment, education, or training March 2023) (NEET) Source: World Bank, World Development Indicators This indicator refers to the proportion of youth database. Estimates are based on data obtained who are not in employment and not in education from International Labour Organization, ILOSTAT. or training (ILO modelled estimates). Youth not in education are those who were neither enrolled in school nor in a formal training program (e.g. vocational training). Workers’ Rights The ITUC Global Rights Index seeks to measure Period: 2018 or latest available data (accessed the level of protection of workers’ rights across 139 March 2023) countries on a scale from 1-5. Workers’ rights are Source: International Labour Organization, ILOSTAT absent in countries with a rating of 5+ and violations occur on an irregular basis in countries with a rating of 1. Unemployment Period: 2022. The unemployment rate is the number of persons Source: International Trade Union Confederation, who are unemployed as a percentage of the labour Workers’ Rights Index. force (i.e. the employed plus the unemployed). Period: 2018 or latest available data (accessed March 2023) Country investment in mid-career training Source: International Labour Organization, ILOSTAT Score computed based on the average response of companies operating in this country to the question “In your country, to what extent does government invest in mid-career reskilling and upskilling Unemployment among workers with basic and opportunities?” 1=Government does not invest in advanced education mid-career training, 7=Government invests in mid- The unemployment rate is the number of persons career training. who are unemployed as a percent of the labour force (i.e. the employed plus the unemployed). Data Period: 2021–2022 weighted average disaggregated by level of education is provided Source: World Economic Forum, Executive Opinion on the highest level of education completed, Survey classified according to the International Standard Classification of Education (ISCED). Period: 2018 or latest available data (accessed Ease of finding skilled employees in local labour March 2023) market Source: International Labour Organization, ILOSTAT Score computed based on the average response of companies operating in this country to the question “In your country, to what extent can companies find people with the skills required to fill their vacancies National compliance with labour rights in the local labour market?” 1=Companies cannot This indicator seeks to measure the level of easily find skilled employees, 7=Companies can national compliance with fundamental labour rights easily find skilled employees. (freedom of association and collective bargaining or FACB). It has a range from 0 to 10, with 0 being Period: 2021–2022 weighted average the best possible score (indicating higher levels of Source: World Economic Forum, Executive Opinion compliance with FACB rights) and 10 the worst Survey (indicating lower levels of compliance with FACB rights). Period: 2018 or latest available data (accessed Fill vacancies by hiring foreign labour March 2023) Score computed based on the average response of Source: International Labour Organization, ILOSTAT companies operating in this country to the question, “In your country, to what extent can companies find people with the skills required to fill their vacancies by hiring foreign labour?” 1=Companies cannot fill Vulnerable employment vacancies by hiring foreign labour, 7=Companies Vulnerable employment (male and female) can fill vacancies by hiring foreign labour. as a share of total employment). Vulnerable employment includes contributing family workers Period: 2021–2022 weighted average and own-account workers as a percentage of total Source: World Economic Forum, Executive Opinion employment. Survey Period: 2018 or latest available data (accessed Future of Jobs Report 2023 90

6. Human-machine frontier Period: 2022-2023 Source: World Economic Forum, Future of Jobs This bar chart shows the share of tasks performed Survey by humans and machines today and in 2027, based on responses to “Currently/In five years, what proportion of time spent doing the following tasks in your organization cannot be automated 10. Training funding (that is, performed by machines and algorithms) and is thus spent by your human workforce performing This table shows average proportion of training the task?”. funding among surveyed companies that operate in the respective economy or region, based on Period: 2022-2023 responses to the question, “How will you fund the Source: World Economic Forum, Future of Jobs majority of your training, upskilling and reskilling Survey efforts in your organization?”, compared with the global average. Period: 2022-2023 7. Core skills Source: World Economic Forum, Future of Jobs Survey This bar and table estimate the relative importance of eight groups of skills for companies. It is based on responses by the companies that operate in the respective economy or region to the the question, 11. Training type “What are the core skills workers currently need to perform well in the key roles with a stable outlook?”, This bar and table show the average proportion where respondents are able to select all the level-3 of training type among surveyed companies that skills in the Global Skills Taxonomy that apply. The operate in the respective economy or region, relative importance of each skill is calculated as a based on response to the question, “In your share of the total number of skills selected by each future reskilling and upskilling programmes, what respondent, and averaged across all respondents. proportion of training provision will come from?”, For example, a skill is assigned a share of 100% if it compared with the global average. is the only one selected by a respondent, or 25% if it one of the four skills selected by the respondent. Period: 2022-2023 Source: World Economic Forum, Future of Jobs Period: 2022-2023 Survey Source: World Economic Forum, Future of Jobs Survey 12. Talent outlook in 2027 8. Reskilling skill focus This bar chart shows the share of respondents that operate in the respective economy or region This bar chart shows the share of surveyed who expect their talent availability when hiring, companies that operate in the respective economy talent development of existing workforce, and or region that selects a particular level-3 skill in the talent retention of existing workforce to improve or Global Skills Taxonomy, based on responses to the worsen in five years, and their net effect of surveyed question, “Keeping in mind your current strategic companies that operate in the respective economy direction, please select the skill clusters on which or region, compared with the global average. It is you are focusing your organization’s reskilling and based on the responses to the question, “How upskilling efforts in the next five years”. would you rate talent availability, development and retention in your organization in the next five Period: 2022-2023 years?”. Net effect is calculated by the share of Source: World Economic Forum, Future of Jobs respondents who expect their talent availability to Survey improve or improve significantly, minus the share of respondents who expect their talent availability to worsen or worsen significantly. 9. Skill stability Period: 2022-2023 Source: World Economic Forum, Future of Jobs This is the average of estimates of surveyed Survey companies that operate in the respective economy or region, based on responses to the question, “What proportion of the core skills required by your workforce will remain the same?”, compared with the global average. Future of Jobs Report 2023 91

13. Business practices to improve talent 15. Share of companies with DEI programs availability This is the share of surveyed companies with This table shows the share of respondents who Diversity, Equity and Inclusion (DEI) programmes agree that the particular business practice has the that operate in the respective economy or region, greatest potential to increase the talent availability. compared with the global average. It is based on This is based on responses to the question, “Which the share of the respondents who do not select business practices have the greatest potential to “My organization does not have a DEI programme” increase the availability of talent to your organization for the question, “What are likely to be the key in the next five years?”. Global averages are components your workforce diversity, equity and provided for comparison. inclusion (DEI) programme priorities in the next five years?”. Period: 2022-2023 Source: World Economic Forum, Future of Jobs Period: 2022-2023 Survey Source: World Economic Forum, Future of Jobs Survey 14. Key components of DEI programs to improve talent availability This table shows the share of companies that operate in the respective economy, region or industry that have selected each component of DEI programmes among the those most likely to be key components. This is the result of the question, “What are likely to be the key components your workforce diversity, equity and inclusion (DEI) programme prioritizes in the next five years?”. Period: 2022-2023 Source: World Economic Forum, Future of Jobs Survey Future of Jobs Report 2023 92

May 2023 Future of Jobs Report 2023 I Economy Profiles Future of Jobs Report 2023 93

Economy Profile Working Age Population (Millions) 1 / 2 Argentina 17.7 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Encryption and cybersecurity -100% +100% -100% +100% 71% 45% Climate-change induced investments into adapting operations Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 63% 45% Broader application of Environmental, Social and Governance (ESG) standards Digital platforms and apps -100% +100% -100% +100% 48% 36% Consumers becoming more vocal on environmental issues Big-data analytics -100% +100% -100% +100% 43% 35% Consumers becoming more vocal on social issues Education and workforce development technologies -100% +100% -100% +100% 22% 21% Broadening digital access E-commerce and digital trade -100% +100% -100% +100% 12% 14% Increased adoption of new and frontier technologies Internet of things and connected devices -100% +100% -100% +100% -13% 10% Supply shortages and/or rising cost of inputs for your business Cloud computing -100% +100% -100% +100% -41% 5% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 22% Five-year structural labour-force churn (percent) Global 23% Labour force participation 66% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 23% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 16% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 7% 40% 32% Digital Transformation Specialists Unemployment rate among workers with basic 8% edu. 22% 24% Business Development Professionals Unemployment rate among workers with 3% advanced edu. 16% 17% Assembly and Factory Workers Secondary Education Attainment NA Sales Representatives, Wholesale and 8% 14% Tertiary Education Attainment NA … Manufacturing, Technical and Scientific 8% 19% Mechanics and Machinery Repairers Ease of finding skilled employees in local labour market 4.05 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 23% 19% Accountants and Auditors Fill vacancies by hiring foreign labour 3.41 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign Accounting, Bookkeeping and Payroll labour 16% 29% Clerks Country investment in mid-career training 2.39 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 41% 35% Administrative and Executive Secretaries Workers' Rights Index 3 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights 3 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance Future of Jobs Report 2023 94

Economy Profile Working Age Population (Millions)  / 2 Argentina 17.7 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2  2  Talent availability when hiring ECONOMY G/2%$/ -100% +100% 52% 33% 27%  Cognitive skills Talent development of existing workforce -100% +100% 10% 91% 8%  Engagement skills Talent retention of existing workforce 8%  Management skills -100% +100% 14% 71% 2%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 16%  Technology skills ECONOMY G/2%$/ 3%  Ethics 57%  . Improve talent progression and promotion processes 24%  2ijer more remote and hybrid work opportunities within Self-eĴcacy 52%  . countries 11 %  Working with others 43%  . Support employee health and well-being 9esRilling sRill focus 38%  . Better articulate business purpose and impact 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 29%  . 2ijer higher wages 50% Service orientation and customer service 14%  . Improve internal-communication strategy 46% Creative thinking 14%  . Improve people-and-culture metrics and reporting 41% AI and big data More diversity, eTuity and inclusion policies and 41% 14%  Resilience, IJexibility and agility . programmes 36% Empathy and active listening 10%  . Improve working hours and overtime 36% Leadership and social inIJuence 10%  32% . 2ijer more remote work across national borders Analytical thinking 32% Curiosity and lifelong learning Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 32% Design and user experience ECONOMY G/2%$/ 32% Talent management Enable inclusion and accessibility across physical and 43%  . virtual spaces :Rill stability % Embed DEI goals and solutions across the supply 33%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Global % chain reTuired) 33%  . Run comprehensive DEI training for managers Training funding 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Set DEI goals, targets or Tuotas that exceed public 33%  . reTuirements ECONOMY GLOBAL 24%  . Run comprehensive DEI training for staij 5% 16% Co-funding across the industry 25% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 5% 22% Funded by government Global % 90% 87% Funded by my organi]ation 35% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Australia 17.8 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 61% 61% Climate-change induced investments into adapting operations Encryption and cybersecurity -100% +100% -100% +100% 60% 49% Broader application of Environmental, Social and Governance (ESG) standards Education and workforce development technologies -100% +100% -100% +100% 57% 46% Increased adoption of new and frontier technologies E-commerce and digital trade -100% +100% -100% +100% 46% 45% Broadening digital access Digital platforms and apps -100% +100% -100% +100% 40% 36% Consumers becoming more vocal on environmental issues Internet of things and connected devices -100% +100% -100% +100% 35% 33% Supply shortages and/or rising cost of inputs for your business Cloud computing -100% +100% -100% +100% -6% 29% Rising cost of living for consumers Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -16% 19% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 21% Five-year structural labour-force churn (percent) Global 23% Labour force participation 65% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 11% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL NA ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 4% 34% 34% Data Analysts and Scientists Unemployment rate among workers with basic 5% edu. 16% 24% Business Development Professionals Unemployment rate among workers with 4% advanced edu. 13% 14% General and Operations Managers Secondary Education Attainment 80% 7% 17% Financial Analysts Tertiary Education Attainment 46% 12% 17% Assembly and Factory Workers Ease of finding skilled employees in local labour market 4.17 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 25% 21% Sales and Marketing Professionals Fill vacancies by hiring foreign labour 4.30 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 7% 19% Accountants and Auditors Country investment in mid-career training 4.49 Business Services and Administration 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 38% 22% Managers Workers' Rights Index 4 15% 12% Human Resources Specialists 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights Accounting, Bookkeeping and Payroll 24% 29% 1 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of Clerks compliance 20% 35% Administrative and Executive Secretaries 44% 42% Data Entry Clerks

Economy Profile Working Age Population (Millions)  / 2 Australia 17.8 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2 2  2  Talent availability when hiring ECONOMY G/2%$/ -100% +100% 39% 38% 27%  Cognitive skills Talent development of existing workforce -100% +100% 6% 74% 7%  Engagement skills Talent retention of existing workforce 12%  Management skills -100% +100% 14% 53% 3%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 15%  Technology skills ECONOMY G/2%$/ 2%  Ethics 50%  . Improve talent progression and promotion processes 23%  Self-eĴcacy 38%  . Provide eijective reskilling and upskilling 11 %  Working with others 32%  . Better articulate business purpose and impact 9esRilling sRill focus More diversity, eTuity and inclusion policies and 26%  . 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) programmes Skills, knowledge and abilities $ttitudes Global average 24%  . Oijer higher wages 47% Analytical thinking 21%  . Improve people-and-culture metrics and reporting 44% Resilience, IJexibility and agility 19%  . Support employee health and well-being 38% Creative thinking Oijer more remote and hybrid work opportunities within 36% 17%  AI and big data . countries 35% Leadership and social inIJuence 15%  . Improve internal-communication strategy 32% Talent management 13%  29%  Tapping into diverse talent pools Empathy and active listening 29% Service orientation and customer service Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 29% Technological literacy ECONOMY G/2%$/ 28% Networks and cybersecurity 54%  . Run comprehensive DEI training for managers :Rill stability % Enable inclusion and accessibility across physical and 51%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Global % virtual spaces reTuired) 43%  . Run comprehensive DEI training for staij Training funding 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Set DEI goals, targets or Tuotas that exceed public 36%  . reTuirements ECONOMY GLOBAL Oijer greater IJexibility on education reTuirements to 34%  . 14% 16% Co-funding across the industry recruit from various backgrounds 26% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 33% 22% Funded by government Global % 93% 87% Funded by my organi]ation 24% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Austria 6.6 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Big-data analytics -100% +100% -100% +100% 47% 56% Climate-change induced investments into adapting operations Digital platforms and apps -100% +100% -100% +100% 43% 50% Broadening digital access Education and workforce development technologies -100% +100% -100% +100% 37% 50% Investments to facilitate the green transition of your business Encryption and cybersecurity -100% +100% -100% +100% 36% 38% Increased adoption of new and frontier technologies Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 24% 38% Consumers becoming more vocal on social issues Cloud computing -100% +100% -100% +100% 0% 33% Rising cost of living for consumers Internet of things and connected devices -100% +100% -100% +100% 0% 13% Supply shortages and/or rising cost of inputs for your business Electric and autonomous vehicles -100% +100% -100% +100% -13% 0% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 19% Five-year structural labour-force churn (percent) Global 23% Labour force participation 62% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 7% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 12% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 6% 29% 19% Mechanics and Machinery Repairers Unemployment rate among workers with basic 13% edu. 29% 20% Supply Chain and Logistics Specialists Unemployment rate among workers with 4% advanced edu. 16% 34% Sustainability Specialists Secondary Education Attainment 81% 8% 14% General and Operations Managers Tertiary Education Attainment 30% 14% 24% Business Development Professionals Ease of finding skilled employees in local labour market 3.86 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 48% 42% Data Entry Clerks Fill vacancies by hiring foreign labour 3.87 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign Accounting, Bookkeeping and Payroll labour 52% 29% Clerks Country investment in mid-career training 4.56 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 131% 31% Relationship Managers Workers' Rights Index 1 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights 0 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance

Economy Profile Working Age Population (Millions)  / 2 Austria 6.6 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 22   22  Talent availability when hiring ECONOMY G/2%$/ -100% +100% 33% 61% 22%  Cognitive skills Talent development of existing workforce -100% +100% 11% 89% 8%  Engagement skills Talent retention of existing workforce 17%  Management skills -100% +100% 28% 61% 4%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 13%  Technology skills ECONOMY G/2%$/ 2%  Ethics 61%  . Improve talent progression and promotion processes 22%  Self-eĴcacy 61%  . Oijer higher wages 11 %  Working with others 28%  . Provide eijective reskilling and upskilling 9esRilling sRill focus 28%  . Support employee health and well-being 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 17%  . Improve people-and-culture metrics and reporting 63% Analytical thinking 17%  . Improve working hours and overtime 56% Leadership and social inIJuence More diversity, eTuity and inclusion policies and 17%  . 50% Resilience, IJexibility and agility programmes Remove degree reTuirements and conduct skills-based 50% 17%  Resource management and operations . hiring 44% Motivation and self-awareness 11%  . Better articulate business purpose and impact 44% Service orientation and customer service 11%  38% . Improve internal-communication strategy AI and big data 38% Creative thinking Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 38% Curiosity and lifelong learning ECONOMY G/2%$/ 38% Systems thinking Oijer greater IJexibility on education reTuirements to 28%  . 38% Talent management recruit from various backgrounds 28%  . Run comprehensive DEI training for managers :Rill stability 9% 6kills reTuired by the workforce that are expected to remain the same (share of all skills 28%  Global % . Run comprehensive DEI training for staij reTuired) Enable inclusion and accessibility across physical and Training funding 22%  . virtual spaces 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Provide greater IJexibility on degree reTuirements for 22%  . ECONOMY GLOBAL roles 17% 16% 22%  Co-funding across the industry . Recruit a DEI OĴcer 33% 28% Free-of-cost training Set DEI goals, targets or Tuotas that exceed public 22%  . reTuirements 11% 22% Funded by government :hare of companies ^ith +,0 7rograms 83% 87% % Funded by my organi]ation (share of organizations surveyed) Global % 33% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Bahrain NA Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Encryption and cybersecurity -100% +100% -100% +100% 60% 78% Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 51% 75% Increased adoption of new and frontier technologies Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 40% 50% Broadening digital access Digital platforms and apps -100% +100% -100% +100% 33% 47% Consumers becoming more vocal on social issues Cloud computing -100% +100% -100% +100% 28% 44% Stricter government regulation of data use and technology E-commerce and digital trade -100% +100% -100% +100% 27% 44% Rising cost of living for consumers Internet of things and connected devices -100% +100% -100% +100% -29% 42% Slower global economic growth Education and workforce development technologies -100% +100% -100% +100% -56% 32% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 26% Five-year structural labour-force churn (percent) Global 23% Labour force participation NA Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 1% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL NA ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate NA 48% 40% AI and Machine Learning Specialists Unemployment rate among workers with basic NA edu. 45% 35% Business Intelligence Analysts Unemployment rate among workers with NA advanced edu. 45% 34% Data Analysts and Scientists Secondary Education Attainment 69% 28% 24% Business Development Professionals Tertiary Education Attainment NA 23% 32% Digital Transformation Specialists Ease of finding skilled employees in local labour market 4.57 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees Business Services and Administration 24% 22% Fill vacancies by hiring foreign labour Managers 5.45 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 9% 12% Human Resources Specialists Country investment in mid-career training 4.84 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 18% 14% General and Operations Managers Workers' Rights Index 5 20% 19% Accountants and Auditors 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights Accounting, Bookkeeping and Payroll 38% 29% NA 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of Clerks compliance 38% 35% Administrative and Executive Secretaries 39% 42% Data Entry Clerks

Economy Profile Working Age Population (Millions)  / 2 Bahrain NA 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2   2 2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 27% 48% 26%  Cognitive skills Talent development of existing workforce -100% +100% 2% 83% 6%  Engagement skills Talent retention of existing workforce 13%  Management skills -100% +100% 19% 50% 1%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 18%  Technology skills ECONOMY G/2%$/ 3%  Ethics 56%  . Improve talent progression and promotion processes 21%  Self-eĴcacy 42%  . Provide eijective reskilling and upskilling 12 %  Working with others 29%  . Improve people-and-culture metrics and reporting 9esRilling sRill focus 25%  . Better articulate business purpose and impact 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 25%  . Oijer higher wages 53% Analytical thinking Oijer more remote and hybrid work opportunities within 25%  . countries 45% AI and big data More diversity, eTuity and inclusion policies and 19%  . 45% Creative thinking programmes 34% 17%  Leadership and social inIJuence . Improve internal-communication strategy 32% Resilience, IJexibility and agility 17%  . Support employee health and well-being 32% Technological literacy 13%  30%  Tapping into diverse talent pools Design and user experience 28% Dependability and attention to detail Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 28% Empathy and active listening ECONOMY G/2%$/ 26% Service orientation and customer service 38%  . Run comprehensive DEI training for managers :Rill stability 6% Enable inclusion and accessibility across physical and 36%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Global % virtual spaces reTuired) Provide greater IJexibility on degree reTuirements for 32%  . Training funding roles 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 32%  . Run comprehensive DEI training for staij ECONOMY GLOBAL Embed DEI goals and solutions across the supply 30%  . 17% 16% Co-funding across the industry chain 33% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 50% 22% Funded by government Global % 94% 87% Funded by my organi]ation 29% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Belgium 8.2 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Big-data analytics -100% +100% -100% +100% 52% 65% Climate-change induced investments into adapting operations Encryption and cybersecurity -100% +100% -100% +100% 48% 42% Increased adoption of new and frontier technologies Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 42% 41% Investments to facilitate the green transition of your business Internet of things and connected devices -100% +100% -100% +100% 38% 32% Consumers becoming more vocal on social issues Cloud computing -100% +100% -100% +100% 22% 26% Consumers becoming more vocal on environmental issues Education and workforce development technologies -100% +100% -100% +100% 18% 24% Broadening digital access Digital platforms and apps -100% +100% -100% +100% 15% 19% Rising cost of living for consumers Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 0% 9% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 19% Five-year structural labour-force churn (percent) Global 23% Labour force participation 58% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 11% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 7% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 5% 55% 32% Digital Transformation Specialists Unemployment rate among workers with basic 12% edu. 53% 34% Data Analysts and Scientists Unemployment rate among workers with 3% advanced edu. 13% 24% Business Development Professionals Secondary Education Attainment 71% 23% 22% Sales and Purchasing Agents and Brokers Tertiary Education Attainment 36% 15% 19% Mechanics and Machinery Repairers Ease of finding skilled employees in local labour market 4.36 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 9% 28% Digital Marketing and Strategy Specialists Fill vacancies by hiring foreign labour 4.92 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 18% 19% Accountants and Auditors Country investment in mid-career training 4.60 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 5% 17% Managing Directors and Chief Executives Workers' Rights Index 3 8% 14% General and Operations Managers 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights 59% 42% Data Entry Clerks 1 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance Business Services and Administration 10% 22% Managers Client Information and Customer Service 26% 20% Workers

Economy Profile Working Age Population (Millions)  / 2 Belgium 8.2 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 22   22  Talent availability when hiring ECONOMY G/2%$/ -100% +100% 52% 17% 22%  Cognitive skills Talent development of existing workforce -100% +100% 17% 61% 5%  Engagement skills Talent retention of existing workforce 15%  Management skills -100% +100% 35% 30% 5%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 17%  Technology skills ECONOMY G/2%$/ 3%  Ethics 59%  . Improve talent progression and promotion processes 22%  More diversity, eTuity and inclusion policies and Self-eĴcacy 41%  . programmes 11 %  Working with others 41%  . Provide eijective reskilling and upskilling 9esRilling sRill focus 36%  . Oijer higher wages 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 32%  . Improve internal-communication strategy 50% Analytical thinking 27%  . Improve people-and-culture metrics and reporting 45% AI and big data 23%  . Better articulate business purpose and impact 45% Leadership and social inIJuence Oijer more remote and hybrid work opportunities within 45% 9%  Resource management and operations . countries 35% Talent management 9%  . Oijer more remote work across national borders 30% Design and user experience 5%  30%  Improve working hours and overtime Resilience, IJexibility and agility 25% Creative thinking Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 25% Curiosity and lifelong learning ECONOMY G/2%$/ 25% Technological literacy Oijer greater IJexibility on education reTuirements to 61%  . recruit from various backgrounds :Rill stability % 52%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Run comprehensive DEI training for managers Global % reTuired) Enable inclusion and accessibility across physical and 39%  . Training funding virtual spaces 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 30%  . Run comprehensive DEI training for staij ECONOMY GLOBAL Embed DEI goals and solutions across the supply 26%  . 22% 16% Co-funding across the industry chain Provide greater IJexibility on degree reTuirements for 26%  44% 28% Free-of-cost training . roles 17% 22% Funded by government Set DEI goals, targets or Tuotas that exceed public 26%  . reTuirements 100% 87% Funded by my organi]ation 26%  . Set up Employee Representation Groups 35% 24% Public-private hybrid funding :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) Global %

Economy Profile Working Age Population (Millions) 1 / 2 Brazil 136.2 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Big-data analytics -100% +100% -100% +100% 70% 51% Climate-change induced investments into adapting operations Digital platforms and apps -100% +100% -100% +100% 62% 44% Investments to facilitate the green transition of your business Education and workforce development technologies -100% +100% -100% +100% 62% 40% Consumers becoming more vocal on environmental issues Encryption and cybersecurity -100% +100% -100% +100% 40% 40% Increased adoption of new and frontier technologies E-commerce and digital trade -100% +100% -100% +100% 39% 37% Consumers becoming more vocal on social issues Internet of things and connected devices -100% +100% -100% +100% 37% 34% Broadening digital access Cloud computing -100% +100% -100% +100% 37% 28% Slower global economic growth Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -62% 19% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 21% Five-year structural labour-force churn (percent) Global 23% Labour force participation 64% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 28% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 23% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 10% 31% 34% Data Analysts and Scientists Unemployment rate among workers with basic 11% edu. 25% 24% Business Development Professionals Unemployment rate among workers with 7% advanced edu. 13% 14% General and Operations Managers Secondary Education Attainment 47% 13% 18% Lawyers Tertiary Education Attainment 17% 16% 17% Assembly and Factory Workers Ease of finding skilled employees in local labour market 4.08 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees Business Services and Administration 19% 22% Fill vacancies by hiring foreign labour Managers 3.02 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 14% 19% Accountants and Auditors Country investment in mid-career training 3.04 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 22% 17% Managing Directors and Chief Executives Workers' Rights Index Accounting, Bookkeeping and Payroll 5 21% 29% 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Clerks Level of National Compliance with Labour Rights 27% 35% Administrative and Executive Secretaries NA 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance

Economy Profile Working Age Population (Millions)  / 2 Brazil 136.2 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2   2 2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 46% 34% 25%  Cognitive skills Talent development of existing workforce -100% +100% 5% 80% 5%  Engagement skills Talent retention of existing workforce 10%  Management skills -100% +100% 23% 52% 2%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 15%  Technology skills ECONOMY G/2%$/ 4%  Ethics 55%  . Improve talent progression and promotion processes 27%  Self-eĴcacy 32%  . Provide eijective reskilling and upskilling 12 %  Working with others 31%  . Better articulate business purpose and impact 9esRilling sRill focus 27%  . Oijer higher wages 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Oijer more remote and hybrid work opportunities within Skills, knowledge and abilities $ttitudes Global average 24%  . countries 47% AI and big data 21%  . Improve people-and-culture metrics and reporting 45% Creative thinking 20%  . Support employee health and well-being 45% Resilience, IJexibility and agility More diversity, eTuity and inclusion policies and 44% 19%  Analytical thinking . programmes 38% Leadership and social inIJuence 18%  . Improve internal-communication strategy 30% Environmental stewardship 13%  30%  Tapping into diverse talent pools Talent management 26% Design and user experience Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 24% Empathy and active listening ECONOMY G/2%$/ 23% Curiosity and lifelong learning 51%  . Run comprehensive DEI training for managers :Rill stability % Enable inclusion and accessibility across physical and 47%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Global % virtual spaces reTuired) 46%  . Run comprehensive DEI training for staij Training funding 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Set DEI goals, targets or Tuotas that exceed public 37%  . reTuirements ECONOMY GLOBAL Embed DEI goals and solutions across the supply 35%  . 9% 16% Co-funding across the industry chain 29% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms 1% (share of organizations surveyed) 12% 22% Funded by government Global % 92% 87% Funded by my organi]ation 28% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Canada 27.3 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Climate-change induced investments into adapting operations Big-data analytics -100% +100% -100% +100% 55% 64% Investments to facilitate the green transition of your business Encryption and cybersecurity -100% +100% -100% +100% 55% 50% Broader application of Environmental, Social and Governance (ESG) standards Digital platforms and apps -100% +100% -100% +100% 46% 39% Increased adoption of new and frontier technologies E-commerce and digital trade -100% +100% -100% +100% 35% 39% Broadening digital access Internet of things and connected devices -100% +100% -100% +100% 31% 34% Consumers becoming more vocal on environmental issues Cloud computing -100% +100% -100% +100% 30% 23% Consumers becoming more vocal on social issues Education and workforce development technologies -100% +100% -100% +100% 29% 16% Slower global economic growth Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -74% 0% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 17% Five-year structural labour-force churn (percent) Global 23% Labour force participation 65% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 11% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 12% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 4% 19% 35% Business Intelligence Analysts Unemployment rate among workers with basic 9% edu. 18% 24% Business Development Professionals Unemployment rate among workers with 4% advanced edu. 28% 25% Project Managers Secondary Education Attainment NA Sales Representatives, Wholesale and 8% 14% Tertiary Education Attainment NA … Manufacturing, Technical and Scientific Business Services and Administration 18% 22% Ease of finding skilled employees in local labour market Managers 4.63 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 13% 17% Assembly and Factory Workers Fill vacancies by hiring foreign labour 4.76 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 9% 19% Accountants and Auditors Country investment in mid-career training 4.74 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 12% 14% General and Operations Managers Workers' Rights Index 3 25% 42% Data Entry Clerks 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights Accounting, Bookkeeping and Payroll 38% 29% 1 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of Clerks compliance

Economy Profile Working Age Population (Millions)  / 2 Canada 27.3 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2 2  2 2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 52% 27% 24%  Cognitive skills Talent development of existing workforce -100% +100% 5% 80% 7%  Engagement skills Talent retention of existing workforce 12%  Management skills -100% +100% 27% 43% 1%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 16%  Technology skills ECONOMY G/2%$/ 2%  Ethics 49%  . Improve talent progression and promotion processes 26%  More diversity, eTuity and inclusion policies and Self-eĴcacy 37%  . programmes 12 %  Working with others 30%  . Better articulate business purpose and impact 9esRilling sRill focus Oijer more remote and hybrid work opportunities within 26%  . 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) countries Skills, knowledge and abilities $ttitudes Global average 26%  . Provide eijective reskilling and upskilling 48% AI and big data 23%  . Oijer higher wages 46% Analytical thinking 21%  . Improve people-and-culture metrics and reporting 36% Creative thinking 36% 19%  Design and user experience . Support employee health and well-being 34% Leadership and social inIJuence 19%  . Tapping into diverse talent pools 32% Resilience, IJexibility and agility 14%  27%  Improve working hours and overtime Environmental stewardship 25% Curiosity and lifelong learning Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 23% Empathy and active listening ECONOMY G/2%$/ 23% Technological literacy 73%  . Run comprehensive DEI training for managers :Rill stability % 64%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Run comprehensive DEI training for staij Global % reTuired) Set DEI goals, targets or Tuotas that exceed public 57%  . Training funding reTuirements 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Enable inclusion and accessibility across physical and 50%  . virtual spaces ECONOMY GLOBAL 39%  . Set up Employee Representation Groups 7% 16% Co-funding across the industry 32% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 16% 22% Funded by government Global % 98% 87% Funded by my organi]ation 23% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 China 1008.8 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 57% 59% Climate-change induced investments into adapting operations Climate-change mitigation technology (Alternative Energy, Greenhouse gases … -100% +100% -100% +100% 51% 53% Broader application of Environmental, Social and Governance (ESG) standards Encryption and cybersecurity -100% +100% -100% +100% 51% 53% Increased adoption of new and frontier technologies Internet of things and connected devices -100% +100% -100% +100% 50% 42% Broadening digital access Digital platforms and apps -100% +100% -100% +100% 40% 38% Consumers becoming more vocal on environmental issues Cloud computing -100% +100% -100% +100% 28% 36% Consumers becoming more vocal on social issues Education and workforce development technologies -100% +100% -100% +100% 20% 28% Slower global economic growth Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -58% 26% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 23% Five-year structural labour-force churn (percent) Global 23% Labour force participation NA Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 43% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL NA ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate NA 48% 34% Data Analysts and Scientists Unemployment rate among workers with basic NA edu. 45% 40% AI and Machine Learning Specialists Unemployment rate among workers with NA advanced edu. 25% 25% Project Managers Secondary Education Attainment NA 23% 24% Business Development Professionals Tertiary Education Attainment NA 9% 19% Accountants and Auditors Ease of finding skilled employees in local labour market 4.78 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 16% 14% General and Operations Managers Fill vacancies by hiring foreign labour 4.32 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 22% 17% Assembly and Factory Workers Country investment in mid-career training 5.00 Accounting, Bookkeeping and Payroll 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 26% 29% Clerks Workers' Rights Index 5 28% 35% Administrative and Executive Secretaries 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights 36% 42% Data Entry Clerks NA 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance

Economy Profile Working Age Population (Millions)  / 2 China 1008.8 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2 2  2  Talent availability when hiring ECONOMY G/2%$/ -100% +100% 38% 32% 26%  Cognitive skills Talent development of existing workforce -100% +100% 5% 70% 7%  Engagement skills Talent retention of existing workforce 12%  Management skills -100% +100% 34% 33% 2%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 16%  Technology skills ECONOMY G/2%$/ 4%  Ethics 53%  . Improve talent progression and promotion processes 23%  Self-eĴcacy 35%  . Oijer higher wages 11 %  Working with others 30%  . Better articulate business purpose and impact 9esRilling sRill focus 30%  . Provide eijective reskilling and upskilling 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) More diversity, eTuity and inclusion policies and Skills, knowledge and abilities $ttitudes Global average 27%  . programmes 50% Analytical thinking 22%  . Tapping into diverse talent pools 47% AI and big data Oijer more remote and hybrid work opportunities within 20%  . 44% Creative thinking countries 39% 19%  Leadership and social inIJuence . Support employee health and well-being 35% Resilience, IJexibility and agility 17%  . Improve internal-communication strategy 31% Curiosity and lifelong learning 16%  26%  Improve people-and-culture metrics and reporting Technological literacy 25% Talent management Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 24% Design and user experience ECONOMY G/2%$/ 24% Empathy and active listening 68%  . Run comprehensive DEI training for managers :Rill stability % 58%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Run comprehensive DEI training for staij Global % reTuired) Set DEI goals, targets or Tuotas that exceed public 51%  . Training funding reTuirements 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Enable inclusion and accessibility across physical and 43%  . virtual spaces ECONOMY GLOBAL Embed DEI goals and solutions across the supply 35%  . 9% 16% Co-funding across the industry chain 23% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms 3% (share of organizations surveyed) 20% 22% Funded by government Global % 99% 87% Funded by my organi]ation 20% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Colombia 29.1 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Encryption and cybersecurity -100% +100% -100% +100% 65% 50% Broader application of Environmental, Social and Governance (ESG) standards Education and workforce development technologies -100% +100% -100% +100% 48% 41% Climate-change induced investments into adapting operations Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 40% 36% Broadening digital access Big-data analytics -100% +100% -100% +100% 31% 35% Increased adoption of new and frontier technologies Digital platforms and apps -100% +100% -100% +100% 24% 29% Consumers becoming more vocal on environmental issues Internet of things and connected devices -100% +100% -100% +100% 21% 27% Stricter government regulation of data use and technology E-commerce and digital trade -100% +100% -100% +100% 0% 24% Slower global economic growth Cloud computing -100% +100% -100% +100% -63% 13% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 22% Five-year structural labour-force churn (percent) Global 23% Labour force participation 69% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 46% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 27% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 12% 43% 34% Data Analysts and Scientists Unemployment rate among workers with basic 10% Sales Representatives, Wholesale and edu. 28% 14% … Manufacturing, Technical and Scientific Unemployment rate among workers with 13% advanced edu. 27% 14% General and Operations Managers Secondary Education Attainment 53% 10% 18% Product Managers Tertiary Education Attainment 23% Electronics and Telecommunications 14% 19% Ease of finding skilled employees in local labour market Installers and Repairers 4.85 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 7% 17% Assembly and Factory Workers Fill vacancies by hiring foreign labour 3.35 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 18% 19% Mechanics and Machinery Repairers Country investment in mid-career training 3.23 Accounting, Bookkeeping and Payroll 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 38% 29% Clerks Workers' Rights Index 5 43% 42% Data Entry Clerks 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights 59% 35% Administrative and Executive Secretaries 5 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance

Economy Profile Working Age Population (Millions)  / 2 Colombia 29.1 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 22 2  2  Talent availability when hiring ECONOMY G/2%$/ -100% +100% 40% 27% 22%  Cognitive skills Talent development of existing workforce -100% +100% 0% 93% 9%  Engagement skills Talent retention of existing workforce 12%  Management skills -100% +100% 0% 60% 1%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 14%  Technology skills ECONOMY G/2%$/ 3%  Ethics 67%  . Improve talent progression and promotion processes 27%  Oijer more remote and hybrid work opportunities within Self-eĴcacy 67%  . countries 11 %  Working with others 33%  . Oijer higher wages 9esRilling sRill focus 33%  . Support employee health and well-being 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 20%  . Oijer more remote work across national borders 60% AI and big data 20%  . Provide eijective reskilling and upskilling 53% Creative thinking 13%  . Better articulate business purpose and impact 47% Service orientation and customer service 33% 13%  Analytical thinking . Improve internal-communication strategy 33% Design and user experience 13%  . Improve working hours and overtime 33% Environmental stewardship 13%  33% . Tapping into diverse talent pools Resilience, IJexibility and agility 27% Curiosity and lifelong learning Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 27% Talent management ECONOMY G/2%$/ 20% Networks and cybersecurity Enable inclusion and accessibility across physical and 47%  . virtual spaces :Rill stability % 47%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Run comprehensive DEI training for managers Global % reTuired) 47%  . Run comprehensive DEI training for staij Training funding 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Embed DEI goals and solutions across the supply 40%  . chain ECONOMY GLOBAL Set DEI goals, targets or Tuotas that exceed public 40%  . 0% 16% Co-funding across the industry reTuirements 40% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 13% 22% Funded by government Global % 93% 87% Funded by my organi]ation 33% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Czech Republic 8.0 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Climate-change induced investments into adapting operations Big-data analytics -100% +100% -100% +100% 47% 52% Broader application of Environmental, Social and Governance (ESG) standards Encryption and cybersecurity -100% +100% -100% +100% 44% 36% Investments to facilitate the green transition of your business Cloud computing -100% +100% -100% +100% 38% 28% Broadening digital access Digital platforms and apps -100% +100% -100% +100% 29% 28% Consumers becoming more vocal on environmental issues Education and workforce development technologies -100% +100% -100% +100% 7% 21% Increased adoption of new and frontier technologies E-commerce and digital trade -100% +100% -100% +100% 5% 12% Ageing populations in advanced and emerging economies Electric and autonomous vehicles -100% +100% -100% +100% -20% 6% Rising cost of living for consumers Internet of things and connected devices -100% +100% -100% +100% -26% 6% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 24% Five-year structural labour-force churn (percent) Global 23% Labour force participation 64% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 14% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 7% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 3% 49% 32% Digital Transformation Specialists Unemployment rate among workers with basic 11% Business Services and Administration edu. 23% 22% Managers Unemployment rate among workers with 1% advanced edu. 56% 19% Mechanics and Machinery Repairers Secondary Education Attainment 91% 24% 25% Project Managers Tertiary Education Attainment 21% 14% 24% Business Development Professionals Ease of finding skilled employees in local labour market 3.18 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 40% 26% Devops Engineers Fill vacancies by hiring foreign labour 3.46 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 2% 18% Product Managers Country investment in mid-career training 4.35 Client Information and Customer Service 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 32% 20% Workers Workers' Rights Index 2 6% 14% General and Operations Managers 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights 29% 17% Assembly and Factory Workers 0 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance 32% 35% Administrative and Executive Secretaries Accounting, Bookkeeping and Payroll 52% 29% Clerks

Economy Profile Working Age Population (Millions)  / 2 Czech Republic 8.0 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2   2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 50% 18% 26%  Cognitive skills Talent development of existing workforce -100% +100% 14% 86% 9%  Engagement skills Talent retention of existing workforce 14%  Management skills -100% +100% 23% 50% 4%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 15%  Technology skills ECONOMY G/2%$/ 1%  Ethics 59%  . Improve talent progression and promotion processes 24%  Self-eĴcacy 46%  . Oijer higher wages 7 %  Working with others 32%  . Provide eijective reskilling and upskilling 9esRilling sRill focus 32%  . Support employee health and well-being 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 23%  . Better articulate business purpose and impact 62% Analytical thinking 18%  . Improve internal-communication strategy 38% AI and big data 18%  . Improve working hours and overtime 33% Service orientation and customer service More diversity, eTuity and inclusion policies and 29% 18%  Curiosity and lifelong learning . programmes 29% Resource management and operations Oijer more remote and hybrid work opportunities within 14%  . 24% countries Leadership and social inIJuence 9%  24%  Improve people-and-culture metrics and reporting Resilience, IJexibility and agility 24% Systems thinking Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 24% Technological literacy ECONOMY G/2%$/ 19% Design and user experience 48%  . Run comprehensive DEI training for managers :Rill stability % Oijer greater IJexibility on education reTuirements to 38%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Global % recruit from various backgrounds reTuired) Set DEI goals, targets or Tuotas that exceed public 33%  . Training funding reTuirements 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Embed DEI goals and solutions across the supply 29%  . chain ECONOMY GLOBAL Enable inclusion and accessibility across physical and 29%  . 9% 16% Co-funding across the industry virtual spaces 29%  36% 28% Free-of-cost training . Run comprehensive DEI training for staij 18% 22% Funded by government :hare of companies ^ith +,0 7rograms % 91% 87% Funded by my organi]ation (share of organizations surveyed) Global % 9% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Egypt 48.2 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Education and workforce development technologies -100% +100% -100% +100% 48% 61% Supply chains becoming more localized Encryption and cybersecurity -100% +100% -100% +100% 40% 50% Stricter government regulation of data use and technology Big-data analytics -100% +100% -100% +100% 0% 41% Broadening digital access Digital platforms and apps -100% +100% -100% +100% -4% 36% Increased adoption of new and frontier technologies Health and care technologies -100% +100% -100% +100% -5% 33% Rising cost of living for consumers E-commerce and digital trade -100% +100% -100% +100% -19% 30% Supply shortages and/or rising cost of inputs for your business Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -44% 24% Slower global economic growth Cloud computing -100% +100% -100% +100% -57% 24% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 20% Five-year structural labour-force churn (percent) Global 23% Labour force participation 51% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 18% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 29% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 5% 23% 24% Business Development Professionals Unemployment rate among workers with basic 4% edu. 13% 19% Mechanics and Machinery Repairers Unemployment rate among workers with 11% advanced edu. 11% 14% General and Operations Managers Secondary Education Attainment NA Business Services and Administration 17% 22% Tertiary Education Attainment NA Managers 22% 19% Accountants and Auditors Ease of finding skilled employees in local labour market 4.49 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 29% 18% Lawyers Fill vacancies by hiring foreign labour 4.02 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 47% 31% Relationship Managers Country investment in mid-career training 4.28 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 34% 30% Strategic Advisors Workers' Rights Index Accounting, Bookkeeping and Payroll 5 48% 29% 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Clerks Level of National Compliance with Labour Rights NA 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance

Economy Profile Working Age Population (Millions)  / 2 Egypt 48.2 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2    Talent availability when hiring ECONOMY G/2%$/ -100% +100% 25% 39% 25%  Cognitive skills Talent development of existing workforce -100% +100% 2% 84% 8%  Engagement skills Talent retention of existing workforce 17%  Management skills -100% +100% 14% 75% 4%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 19%  Technology skills ECONOMY G/2%$/ 2%  Ethics 64%  . Oijer higher wages 18%  Self-eĴcacy 26%  . Improve talent progression and promotion processes 8 %  Working with others 24%  . Provide eijective reskilling and upskilling 9esRilling sRill focus 21%  . Improve people-and-culture metrics and reporting 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Remove degree reTuirements and conduct skills-based Skills, knowledge and abilities $ttitudes Global average 19%  . hiring 56% Analytical thinking 19%  . Support employee health and well-being 51% Creative thinking 17%  . Improve safety in the workplace 51% Marketing and media 49% 14%  AI and big data . Improve working hours and overtime 49% Service orientation and customer service Oijer more remote and hybrid work opportunities within 14%  . 49% countries Technological literacy 12%  47%  Improve internal-communication strategy Leadership and social inIJuence 44% 4uality control Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 42% Multi-lingualism ECONOMY G/2%$/ 36% Curiosity and lifelong learning 50%  . Recruit a DEI OĴcer :Rill stability % 39%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Run comprehensive DEI training for managers Global % reTuired) 36%  . Run comprehensive DEI training for staij Training funding 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 34%  . Set up Employee Representation Groups ECONOMY GLOBAL :hare of companies ^ith +,0 7rograms 14% 16% Co-funding across the industry % (share of organizations surveyed) Global % 12% 28% Free-of-cost training 14% 22% Funded by government 74% 87% Funded by my organization 19% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Finland 4.0 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Climate-change induced investments into adapting operations Big-data analytics -100% +100% -100% +100% 60% 58% Investments to facilitate the green transition of your business Encryption and cybersecurity -100% +100% -100% +100% 39% 47% Consumers becoming more vocal on environmental issues Education and workforce development technologies -100% +100% -100% +100% 35% 42% Increased adoption of new and frontier technologies Cloud computing -100% +100% -100% +100% 28% 39% Broadening digital access Digital platforms and apps -100% +100% -100% +100% 12% 32% Consumers becoming more vocal on social issues Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 7% 25% Supply shortages and/or rising cost of inputs for your business Internet of things and connected devices -100% +100% -100% +100% 0% 17% Rising cost of living for consumers E-commerce and digital trade -100% +100% -100% +100% -29% 12% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 24% Five-year structural labour-force churn (percent) Global 23% Labour force participation 62% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 10% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 8% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 6% 36% 34% Data Analysts and Scientists Unemployment rate among workers with basic 12% edu. 17% 24% Business Development Professionals Unemployment rate among workers with 5% advanced edu. 9% 18% Product Managers Secondary Education Attainment 77% 8% 14% General and Operations Managers Tertiary Education Attainment 36% 21% 19% Mechanics and Machinery Repairers Ease of finding skilled employees in local labour market 4.35 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 20% 17% Assembly and Factory Workers Fill vacancies by hiring foreign labour 3.70 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign Accounting, Bookkeeping and Payroll labour 42% 29% Clerks Country investment in mid-career training 4.65 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 66% 42% Data Entry Clerks Workers' Rights Index 1 125% 19% Accountants and Auditors 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights 0 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance

Economy Profile Working Age Population (Millions)  / 2 Finland 4.0 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2   2 2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 43% 24% 25%  Cognitive skills Talent development of existing workforce -100% +100% 5% 67% 7%  Engagement skills Talent retention of existing workforce 14%  Management skills -100% +100% 24% 43% 3%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 16%  Technology skills ECONOMY G/2%$/ 2%  Ethics 52%  . Improve talent progression and promotion processes 21%  Self-eĴcacy 38%  . Oijer higher wages 12 %  Working with others 33%  . Provide eijective reskilling and upskilling 9esRilling sRill focus 29%  . Improve people-and-culture metrics and reporting 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 24%  . Better articulate business purpose and impact 59% Analytical thinking 24%  . Improve internal-communication strategy 53% AI and big data More diversity, eTuity and inclusion policies and 24%  . 53% Leadership and social inIJuence programmes 29% 19%  Curiosity and lifelong learning . Support employee health and well-being 29% Resilience, IJexibility and agility 14%  . Improve working hours and overtime 24% Programming 14%  24% . Oijer more remote work across national borders 4uality control 24% Technological literacy Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 18% Creative thinking ECONOMY G/2%$/ 18% Design and user experience 55%  . Run comprehensive DEI training for managers 18% Empathy and active listening Enable inclusion and accessibility across physical and 40%  . :Rill stability virtual spaces % 6kills reTuired by the workforce that are expected to remain the same (share of all skills 40%  Global % . Run comprehensive DEI training for staij reTuired) Set DEI goals, targets or Tuotas that exceed public Training funding 40%  . reTuirements 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Embed DEI goals and solutions across the supply 35%  . ECONOMY GLOBAL chain 40% 16% Co-funding across the industry :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 40% 28% Free-of-cost training Global % 25% 22% Funded by government 100% 87% Funded by my organi]ation 25% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 France 46.6 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 60% 57% Climate-change induced investments into adapting operations Encryption and cybersecurity -100% +100% -100% +100% 57% 53% Increased adoption of new and frontier technologies Digital platforms and apps -100% +100% -100% +100% 56% 44% Broader application of Environmental, Social and Governance (ESG) standards Education and workforce development technologies -100% +100% -100% +100% 54% 38% Consumers becoming more vocal on environmental issues Internet of things and connected devices -100% +100% -100% +100% 37% 34% Broadening digital access Cloud computing -100% +100% -100% +100% 29% 28% Consumers becoming more vocal on social issues E-commerce and digital trade -100% +100% -100% +100% 27% 26% Supply shortages and/or rising cost of inputs for your business Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -12% 24% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 19% Five-year structural labour-force churn (percent) Global 23% Labour force participation 59% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 8% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 11% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 7% 49% 40% AI and Machine Learning Specialists Unemployment rate among workers with basic 12% edu. 44% 34% Data Analysts and Scientists Unemployment rate among workers with 5% advanced edu. 18% 24% Business Development Professionals Secondary Education Attainment 72% 12% 25% Project Managers Tertiary Education Attainment 32% Accounting, Bookkeeping and Payroll 14% 29% Ease of finding skilled employees in local labour market Clerks 4.08 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 6% 17% Financial Analysts Fill vacancies by hiring foreign labour 3.81 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 19% 17% Assembly and Factory Workers Country investment in mid-career training 4.31 Business Services and Administration 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 19% 22% Managers Workers' Rights Index 2 22% 14% General and Operations Managers 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights 21% 35% Administrative and Executive Secretaries 1 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance 34% 42% Data Entry Clerks

Economy Profile Working Age Population (Millions)  / 2 France 46.6 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2   2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 42% 35% 24%  Cognitive skills Talent development of existing workforce -100% +100% 4% 75% 7%  Engagement skills Talent retention of existing workforce 13%  Management skills -100% +100% 24% 38% 3%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 16%  Technology skills ECONOMY G/2%$/ 3%  Ethics 46%  . Improve talent progression and promotion processes 26%  Self-eĴcacy 44%  . Better articulate business purpose and impact 10 %  More diversity, eTuity and inclusion policies and Working with others 33%  . programmes 9esRilling sRill focus 24%  . Oijer higher wages 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 24%  . Support employee health and well-being 52% Resilience, IJexibility and agility 22%  . Improve internal-communication strategy 48% AI and big data 22%  . Improve people-and-culture metrics and reporting 48% Analytical thinking 42% 22%  Curiosity and lifelong learning . Provide eijective reskilling and upskilling 42% Leadership and social inIJuence Oijer more remote and hybrid work opportunities within 20%  . 40% countries Creative thinking 9%  35%  Tapping into diverse talent pools Design and user experience 27% Talent management Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 25% Empathy and active listening ECONOMY G/2%$/ 23% Service orientation and customer service 68%  . Run comprehensive DEI training for managers :Rill stability % Set DEI goals, targets or Tuotas that exceed public 55%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Global % reTuirements reTuired) 51%  . Run comprehensive DEI training for staij Training funding 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Enable inclusion and accessibility across physical and 49%  . virtual spaces ECONOMY GLOBAL Embed DEI goals and solutions across the supply 42%  . 13% 16% Co-funding across the industry chain 24% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 11% 22% Funded by government Global % 94% 87% Funded by my organi]ation 33% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Georgia 2.6 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broadening digital access Big-data analytics -100% +100% -100% +100% 60% 67% Ongoing impact of the COVID pandemic Distributed ledger technology (e.g. blockchain) -100% +100% -100% +100% 57% 45% Investments to facilitate the green transition of your business E-commerce and digital trade -100% +100% -100% +100% 55% 44% Rising cost of living for consumers Cryptocurrencies -100% +100% -100% +100% 40% 42% Stricter government regulation of data use and technology Encryption and cybersecurity -100% +100% -100% +100% 40% 36% Increased adoption of new and frontier technologies Digital platforms and apps -100% +100% -100% +100% 36% 31% Slower global economic growth Internet of things and connected devices -100% +100% -100% +100% 33% 31% Supply chains becoming more localized Electric and autonomous vehicles -100% +100% -100% +100% 33% 21% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 27% Five-year structural labour-force churn (percent) Global 23% Labour force participation 67% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 48% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 25% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 10% 24% 24% Business Development Professionals Unemployment rate among workers with basic 10% edu. 20% 22% Sales and Purchasing Agents and Brokers Unemployment rate among workers with 12% advanced edu. 26% 19% Accountants and Auditors Secondary Education Attainment 92% 20% 26% Devops Engineers Tertiary Education Attainment 34% 18% 32% Blockchain Developers Ease of finding skilled employees in local labour market 4.79 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 18% 18% University and Higher Education Teachers Fill vacancies by hiring foreign labour 4.46 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 31% 40% AI and Machine Learning Specialists Country investment in mid-career training 4.44 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 24% 26% Data Engineers Workers' Rights Index 3 25% 22% Special Education Teachers 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights Primary School and Early Childhood 24% 21% 1 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of Teachers compliance 30% 21% Compliance Officers 32% 25% Secondary Education Teachers

Economy Profile Working Age Population (Millions)  / 2 Georgia 2.6 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 22  2  2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 6% 56% 22%  Cognitive skills Talent development of existing workforce -100% +100% 0% 72% 8%  Engagement skills Talent retention of existing workforce 14%  Management skills -100% +100% 3% 53% 3%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 26%  Technology skills ECONOMY G/2%$/ 1%  Ethics 43%  . Improve working hours and overtime 13%  Self-efficacy 43%  . Oijer higher wages 12 %  Working with others 33%  . Improve safety in the workplace 9esRilling sRill focus 20%  . Provide eijective reskilling and upskilling 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 17%  . Improve internal-communication strategy 57% AI and big data 17%  . Improve people-and-culture metrics and reporting 57% Analytical thinking 17%  . Improve talent progression and promotion processes 39% Networks and cybersecurity More diversity, eTuity and inclusion policies and 35% 17%  Leadership and social inIJuence . programmes 30% Manual dexterity, endurance andő 17%  . Support employee health and well-being 26% Dependability and attention to detail 13%  22%  Oijer more remote work across national borders Creative thinking 22% Environmental stewardship Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 22% Motivation and self-awareness ECONOMY G/2%$/ 22% Resource management and operations 42%  . Run comprehensive DEI training for managers 22% Technological literacy Enable inclusion and accessibility across physical and 33%  . :Rill stability virtual spaces % 6kills reTuired by the workforce that are expected to remain the same (share of all skills 33%  Global % . Run comprehensive DEI training for staij reTuired) Embed DEI goals and solutions across the supply Training funding 25%  . chain 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) :hare of companies ^ith +,0 7rograms ECONOMY GLOBAL % (share of organizations surveyed) Global % 53% 16% Co-funding across the industry 31% 28% Free-of-cost training 25% 22% Funded by government 41% 87% Funded by my organization 47% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Germany 62.8 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 59% 62% Increased adoption of new and frontier technologies Encryption and cybersecurity -100% +100% -100% +100% 57% 51% Broader application of Environmental, Social and Governance (ESG) standards Internet of things and connected devices -100% +100% -100% +100% 56% 47% Climate-change induced investments into adapting operations Digital platforms and apps -100% +100% -100% +100% 56% 41% Broadening digital access Cloud computing -100% +100% -100% +100% 37% 35% Consumers becoming more vocal on environmental issues Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 34% 34% Supply shortages and/or rising cost of inputs for your business Education and workforce development technologies -100% +100% -100% +100% -10% 34% Slower global economic growth E-commerce and digital trade -100% +100% -100% +100% -54% 29% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 19% Five-year structural labour-force churn (percent) Global 23% Labour force participation 62% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 5% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 8% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 3% 35% 40% AI and Machine Learning Specialists Unemployment rate among workers with basic 7% edu. 17% 24% Business Development Professionals Unemployment rate among workers with 2% advanced edu. 16% 25% Project Managers Secondary Education Attainment 84% 18% 17% Assembly and Factory Workers Tertiary Education Attainment 29% Business Services and Administration 18% 22% Ease of finding skilled employees in local labour market Managers 3.83 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 18% 14% General and Operations Managers Fill vacancies by hiring foreign labour 3.92 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 12% 19% Accountants and Auditors Country investment in mid-career training 4.33 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 35% 42% Data Entry Clerks Workers' Rights Index Accounting, Bookkeeping and Payroll 1 26% 29% 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Clerks Level of National Compliance with Labour Rights 26% 35% Administrative and Executive Secretaries 0 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance

Economy Profile Working Age Population (Millions)  / 2 Germany 62.8 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2   2  Talent availability when hiring ECONOMY G/2%$/ -100% +100% 41% 32% 27%  Cognitive skills Talent development of existing workforce -100% +100% 4% 77% 6%  Engagement skills Talent retention of existing workforce 13%  Management skills -100% +100% 26% 46% 2%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 15%  Technology skills ECONOMY G/2%$/ 3%  Ethics 51%  . Improve talent progression and promotion processes 23%  Self-eĴcacy 34%  . Better articulate business purpose and impact 10 %  More diversity, eTuity and inclusion policies and Working with others 33%  . programmes 9esRilling sRill focus 31%  . Provide eijective reskilling and upskilling 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Oijer more remote and hybrid work opportunities within Skills, knowledge and abilities $ttitudes Global average 25%  . countries 53% Analytical thinking 24%  . Oijer higher wages 47% AI and big data 21%  . Support employee health and well-being 41% Creative thinking 36% 16%  Leadership and social inIJuence . Improve internal-communication strategy 36% Resilience, IJexibility and agility 16%  . Improve people-and-culture metrics and reporting 29% Technological literacy 11%  27%  Oijer more remote work across national borders Design and user experience 26% Curiosity and lifelong learning Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 24% Empathy and active listening ECONOMY G/2%$/ 22% Environmental stewardship 63%  . Run comprehensive DEI training for managers :Rill stability % Enable inclusion and accessibility across physical and 48%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Global % virtual spaces reTuired) Set DEI goals, targets or Tuotas that exceed public 47%  . Training funding reTuirements 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 44%  . Run comprehensive DEI training for staij ECONOMY GLOBAL Embed DEI goals and solutions across the supply 33%  . 13% 16% Co-funding across the industry chain 25% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 16% 22% Funded by government Global % 97% 87% Funded by my organi]ation 27% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Hong Kong SAR, China 5.9 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Climate-change induced investments into adapting operations Encryption and cybersecurity -100% +100% -100% +100% 77% 63% Broader application of Environmental, Social and Governance (ESG) standards E-commerce and digital trade -100% +100% -100% +100% 71% 56% Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 50% 55% Increased adoption of new and frontier technologies Digital platforms and apps -100% +100% -100% +100% 45% 43% Broadening digital access Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 40% 41% Consumers becoming more vocal on environmental issues Internet of things and connected devices -100% +100% -100% +100% 29% 35% Consumers becoming more vocal on social issues Education and workforce development technologies -100% +100% -100% +100% 17% 19% Rising cost of living for consumers Cloud computing -100% +100% -100% +100% -35% 6% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 18% Five-year structural labour-force churn (percent) Global 23% Labour force participation 62% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 6% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 7% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 5% 26% 34% Data Analysts and Scientists Unemployment rate among workers with basic 6% edu. 12% 20% Supply Chain and Logistics Specialists Unemployment rate among workers with 3% advanced edu. 2% 17% Financial Analysts Secondary Education Attainment 64% Accounting, Bookkeeping and Payroll 8% 29% Tertiary Education Attainment 23% Clerks 19% 14% General and Operations Managers Ease of finding skilled employees in local labour market 4.93 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 16% 42% Data Entry Clerks Fill vacancies by hiring foreign labour 4.40 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour Country investment in mid-career training 4.39 1=Government does not invest in mid-career training, 7=Government invests in mid-career training Workers' Rights Index 5 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights NA 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance

Economy Profile Working Age Population (Millions)  / 2 Hong Kong SAR, China 5.9 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2 2  2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 41% 35% 26%  Cognitive skills Talent development of existing workforce -100% +100% 6% 82% 8%  Engagement skills Talent retention of existing workforce 12%  Management skills -100% +100% 29% 35% 3%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 16%  Technology skills ECONOMY G/2%$/ 6%  Ethics 47%  . Improve talent progression and promotion processes 20%  Self-eĴcacy 47%  . Provide eijective reskilling and upskilling 9 %  Working with others 35%  . Better articulate business purpose and impact 9esRilling sRill focus More diversity, eTuity and inclusion policies and 35%  . 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) programmes Skills, knowledge and abilities $ttitudes Global average 29%  . Oijer higher wages 77% Analytical thinking 29%  . Support employee health and well-being 53% Leadership and social inIJuence 18%  . Tapping into diverse talent pools 35% Empathy and active listening 35% 12%  Resilience, IJexibility and agility . Improve internal-communication strategy 35% Technological literacy 12%  . Improve working hours and overtime 29% AI and big data Remove degree reTuirements and conduct skills-based 12%  29% . Environmental stewardship hiring 29% Resource management and operations Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 29% Talent management ECONOMY G/2%$/ 24% Curiosity and lifelong learning 65%  . Run comprehensive DEI training for managers :Rill stability % Enable inclusion and accessibility across physical and 59%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Global % virtual spaces reTuired) Set DEI goals, targets or Tuotas that exceed public 59%  . Training funding reTuirements 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Embed DEI goals and solutions across the supply 47%  . chain ECONOMY GLOBAL 47%  . Run comprehensive DEI training for staij 12% 16% Co-funding across the industry 18% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms 88% (share of organizations surveyed) 6% 22% Funded by government Global % 100% 87% Funded by my organi]ation 29% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 India 679.4 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Big-data analytics -100% +100% -100% +100% 61% 62% Increased adoption of new and frontier technologies Encryption and cybersecurity -100% +100% -100% +100% 59% 53% Broadening digital access Digital platforms and apps -100% +100% -100% +100% 55% 51% Climate-change induced investments into adapting operations E-commerce and digital trade -100% +100% -100% +100% 53% 46% Investments to facilitate the green transition of your business Internet of things and connected devices -100% +100% -100% +100% 53% 45% Consumers becoming more vocal on environmental issues Cloud computing -100% +100% -100% +100% 38% 43% Consumers becoming more vocal on social issues Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 25% 40% Slower global economic growth Education and workforce development technologies -100% +100% -100% +100% -51% 38% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 22% Five-year structural labour-force churn (percent) Global 23% Labour force participation 60% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 74% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 28% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 3% 38% 40% AI and Machine Learning Specialists Unemployment rate among workers with basic 2% edu. 33% 34% Data Analysts and Scientists Unemployment rate among workers with 9% advanced edu. 24% 24% Business Development Professionals Secondary Education Attainment 32% 22% 25% Project Managers Tertiary Education Attainment NA 5% 19% Accountants and Auditors Ease of finding skilled employees in local labour market 2.89 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 15% 12% Human Resources Specialists Fill vacancies by hiring foreign labour 3.40 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 14% 14% General and Operations Managers Country investment in mid-career training 3.60 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 18% 17% Assembly and Factory Workers Workers' Rights Index Accounting, Bookkeeping and Payroll 5 20% 29% 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Clerks Level of National Compliance with Labour Rights 25% 35% Administrative and Executive Secretaries NA 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance 32% 42% Data Entry Clerks

Economy Profile Working Age Population (Millions)  / 2 India 679.4 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2 2  2 2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 39% 34% 24%  Cognitive skills Talent development of existing workforce -100% +100% 4% 80% 6%  Engagement skills Talent retention of existing workforce 12%  Management skills -100% +100% 23% 45% 2%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 18%  Technology skills ECONOMY G/2%$/ 3%  Ethics 51%  . Improve talent progression and promotion processes 24%  Self-eĴcacy 36%  . Provide eijective reskilling and upskilling 12 %  Working with others 28%  . Better articulate business purpose and impact 9esRilling sRill focus More diversity, eTuity and inclusion policies and 28%  . 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) programmes Skills, knowledge and abilities $ttitudes Global average 25%  . Support employee health and well-being 54% Analytical thinking Oijer more remote and hybrid work opportunities within 24%  . countries 46% AI and big data 23%  . Oijer higher wages 42% Resilience, IJexibility and agility 38% 20%  Creative thinking . Improve people-and-culture metrics and reporting 36% Leadership and social inIJuence 18%  . Tapping into diverse talent pools 33% Curiosity and lifelong learning 13%  28%  Improve internal-communication strategy Technological literacy 27% Design and user experience Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 24% Service orientation and customer service ECONOMY G/2%$/ 22% Empathy and active listening 60%  . Run comprehensive DEI training for managers :Rill stability % Enable inclusion and accessibility across physical and 49%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Global % virtual spaces reTuired) 49%  . Run comprehensive DEI training for staij Training funding 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Set DEI goals, targets or Tuotas that exceed public 47%  . reTuirements ECONOMY GLOBAL Embed DEI goals and solutions across the supply 33%  . 14% 16% Co-funding across the industry chain 25% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 18% 22% Funded by government Global % 97% 87% Funded by my organi]ation 19% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Indonesia 164.6 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Internet of things and connected devices -100% +100% -100% +100% 78% 59% Increased adoption of new and frontier technologies Big-data analytics -100% +100% -100% +100% 60% 59% Demographic dividend in developing and emerging economies Encryption and cybersecurity -100% +100% -100% +100% 53% 58% Broader application of Environmental, Social and Governance (ESG) standards Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 51% 54% Broadening digital access Digital platforms and apps -100% +100% -100% +100% 40% 51% Consumers becoming more vocal on environmental issues Augmented and virtual reality -100% +100% -100% +100% 39% 48% Consumers becoming more vocal on social issues E-commerce and digital trade -100% +100% -100% +100% 12% 43% Increased geopolitical divisions Cloud computing -100% +100% -100% +100% 4% 42% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 28% Five-year structural labour-force churn (percent) Global 23% Labour force participation 73% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 48% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 22% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 2% 39% 40% AI and Machine Learning Specialists Unemployment rate among workers with basic 1% edu. 39% 24% Business Development Professionals Unemployment rate among workers with 2% advanced edu. 38% 34% Data Analysts and Scientists Secondary Education Attainment 38% 18% 15% Industrial and Production Engineers Tertiary Education Attainment 11% 33% 25% Project Managers Ease of finding skilled employees in local labour market 5.06 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 19% 14% General and Operations Managers Fill vacancies by hiring foreign labour 4.87 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 12% 19% Accountants and Auditors Country investment in mid-career training 5.22 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 18% 17% Managing Directors and Chief Executives Workers' Rights Index 5 30% 17% Assembly and Factory Workers 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights 31% 35% Administrative and Executive Secretaries 2 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance 38% 42% Data Entry Clerks Accounting, Bookkeeping and Payroll 38% 29% Clerks

Economy Profile Working Age Population (Millions)  / 2 Indonesia 164.6 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2   22 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 53% 38% 24%  Cognitive skills Talent development of existing workforce -100% +100% 9% 68% 5%  Engagement skills Talent retention of existing workforce 14%  Management skills -100% +100% 29% 35% 3%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 19%  Technology skills ECONOMY G/2%$/ 3%  Ethics 62%  . Improve talent progression and promotion processes 22%  Self-eĴcacy 38%  . Better articulate business purpose and impact 9 %  Working with others 35%  . Oijer higher wages 9esRilling sRill focus 29%  . Provide eijective reskilling and upskilling 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 29%  . Tapping into diverse talent pools 56% Creative thinking More diversity, eTuity and inclusion policies and 18%  . programmes 53% AI and big data Oijer more remote and hybrid work opportunities within 15%  . 47% Analytical thinking countries 36% 15%  Leadership and social inIJuence . Support employee health and well-being 33% Resilience, IJexibility and agility 12%  . Improve people-and-culture metrics and reporting 33% Talent management 12%  31% . Improve working hours and overtime Technological literacy 28% Curiosity and lifelong learning Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 28% Design and user experience ECONOMY G/2%$/ 25% Environmental stewardship 50%  . Run comprehensive DEI training for managers :Rill stability % 41%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Run comprehensive DEI training for staij Global % reTuired) Embed DEI goals and solutions across the supply 31%  . Training funding chain 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Oijer greater IJexibility on education reTuirements to 31%  . recruit from various backgrounds ECONOMY GLOBAL Set DEI goals, targets or Tuotas that exceed public 31%  . 9% 16% Co-funding across the industry reTuirements 30% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 42% 22% Funded by government Global % 100% 87% Funded by my organi]ation 18% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Israel 5.2 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Big-data analytics -100% +100% -100% +100% 67% 65% Investments to facilitate the green transition of your business Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 56% 52% Consumers becoming more vocal on environmental issues Cloud computing -100% +100% -100% +100% 52% 47% Increased adoption of new and frontier technologies Encryption and cybersecurity -100% +100% -100% +100% 46% 47% Consumers becoming more vocal on social issues Internet of things and connected devices -100% +100% -100% +100% 33% 45% Broadening digital access Digital platforms and apps -100% +100% -100% +100% 18% 38% Rising cost of living for consumers Education and workforce development technologies -100% +100% -100% +100% 0% 31% Slower global economic growth Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -43% 11% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 19% Five-year structural labour-force churn (percent) Global 23% Labour force participation 68% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 8% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 17% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 4% 11% 26% Devops Engineers Unemployment rate among workers with basic 6% edu. 8% 25% Project Managers Unemployment rate among workers with 3% advanced edu. 22% 17% Assembly and Factory Workers Secondary Education Attainment NA 42% 34% Data Analysts and Scientists Tertiary Education Attainment NA 47% 35% Administrative and Executive Secretaries Ease of finding skilled employees in local labour market 4.43 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees Accounting, Bookkeeping and Payroll 43% 29% Fill vacancies by hiring foreign labour Clerks 3.30 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour Country investment in mid-career training 4.02 1=Government does not invest in mid-career training, 7=Government invests in mid-career training Workers' Rights Index 2 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights 0 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance

Economy Profile Working Age Population (Millions)  / 2 Israel 5.2 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2   2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 42% 26% 27%  Cognitive skills Talent development of existing workforce -100% +100% 21% 79% 5%  Engagement skills Talent retention of existing workforce 11%  Management skills -100% +100% 42% 53% 4%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 13%  Technology skills ECONOMY G/2%$/ 5%  Ethics 58%  . Improve talent progression and promotion processes 28%  Self-eĴcacy 58%  . 2ijer higher wages 7 %  Working with others 26%  . Tapping into diverse talent pools 9esRilling sRill focus 21%  . Improve internal-communication strategy 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 21%  . Improve working hours and overtime 55% Creative thinking 2ijer more remote and hybrid work opportunities within 21%  . countries 35% Analytical thinking 21%  . Provide eijective reskilling and upskilling 30% AI and big data 30% 16%  Curiosity and lifelong learning . Better articulate business purpose and impact 30% Design and user experience 16%  . Support employee health and well-being 30% Environmental stewardship 11%  25%  Improve people-and-culture metrics and reporting Leadership and social inIJuence 25% 4uality control Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 25% Resource management and operations ECONOMY G/2%$/ 25% Talent management 56%  . Run comprehensive DEI training for managers :Rill stability % 44%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Run comprehensive DEI training for staij Global % reTuired) Set DEI goals, targets or Tuotas that exceed public 44%  . Training funding reTuirements 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 2ijer greater IJexibility on education reTuirements to 39%  . recruit from various backgrounds ECONOMY GLOBAL Embed DEI goals and solutions across the supply 33%  . 11% 16% Co-funding across the industry chain 22% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 39% 22% Funded by government Global % 89% 87% Funded by my organi]ation 22% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Italy 45.5 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 72% 68% Climate-change induced investments into adapting operations Encryption and cybersecurity -100% +100% -100% +100% 58% 59% Broader application of Environmental, Social and Governance (ESG) standards Digital platforms and apps -100% +100% -100% +100% 54% 48% Increased adoption of new and frontier technologies Internet of things and connected devices -100% +100% -100% +100% 52% 41% Broadening digital access E-commerce and digital trade -100% +100% -100% +100% 41% 39% Consumers becoming more vocal on environmental issues Education and workforce development technologies -100% +100% -100% +100% 27% 38% Rising cost of living for consumers Cloud computing -100% +100% -100% +100% -12% 35% Slower global economic growth Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -48% 9% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 20% Five-year structural labour-force churn (percent) Global 23% Labour force participation 52% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 17% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 20% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 8% 23% 24% Business Development Professionals Unemployment rate among workers with basic 12% edu. 15% 19% Mechanics and Machinery Repairers Unemployment rate among workers with 5% Client Information and Customer Service advanced edu. 16% 20% Workers Secondary Education Attainment 52% 11% 14% General and Operations Managers Tertiary Education Attainment 17% 15% 17% Assembly and Factory Workers Ease of finding skilled employees in local labour market 4.39 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees Business Services and Administration 19% 22% Fill vacancies by hiring foreign labour Managers 4.31 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 21% 19% Accountants and Auditors Country investment in mid-career training 4.29 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 29% 42% Data Entry Clerks Workers' Rights Index Accounting, Bookkeeping and Payroll 1 36% 29% 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Clerks Level of National Compliance with Labour Rights 0 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance

Economy Profile Working Age Population (Millions)  / 2 Italy 45.5 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2  2 2  Talent availability when hiring ECONOMY G/2%$/ -100% +100% 44% 42% 24%  Cognitive skills Talent development of existing workforce -100% +100% 4% 84% 6%  Engagement skills Talent retention of existing workforce 15%  Management skills -100% +100% 28% 50% 3%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 12%  Technology skills ECONOMY G/2%$/ 3%  Ethics 54%  . Improve talent progression and promotion processes 24%  Self-eĴcacy 34%  . Oijer higher wages 11 %  Working with others 30%  . Better articulate business purpose and impact 9esRilling sRill focus More diversity, eTuity and inclusion policies and 26%  . 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) programmes Skills, knowledge and abilities $ttitudes Global average 24%  . Improve people-and-culture metrics and reporting 53% Resilience, IJexibility and agility Oijer more remote and hybrid work opportunities within 24%  . countries 47% AI and big data 20%  . Support employee health and well-being 47% Analytical thinking 43% 18%  Leadership and social inIJuence . Improve internal-communication strategy 41% Creative thinking 18%  . Provide eijective reskilling and upskilling 37% Empathy and active listening 14%  33%  Improve working hours and overtime Curiosity and lifelong learning 33% Technological literacy Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 31% Design and user experience ECONOMY G/2%$/ 29% Service orientation and customer service 60%  . Run comprehensive DEI training for managers :Rill stability 2% Enable inclusion and accessibility across physical and 48%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Global % virtual spaces reTuired) 48%  . Run comprehensive DEI training for staij Training funding 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Set DEI goals, targets or Tuotas that exceed public 44%  . reTuirements ECONOMY GLOBAL 30%  . Set up Employee Representation Groups 10% 16% Co-funding across the industry 25% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 20% 22% Funded by government Global % 88% 87% Funded by my organi]ation 31% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Japan 98.6 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Increased adoption of new and frontier technologies Big-data analytics -100% +100% -100% +100% 53% 56% Climate-change induced investments into adapting operations Climate-change mitigation technology (Alternative Energy, Greenhouse gases … -100% +100% -100% +100% 49% 50% Broader application of Environmental, Social and Governance (ESG) standards Internet of things and connected devices -100% +100% -100% +100% 41% 41% Broadening digital access Encryption and cybersecurity -100% +100% -100% +100% 37% 39% Consumers becoming more vocal on environmental issues Digital platforms and apps -100% +100% -100% +100% 31% 38% Consumers becoming more vocal on social issues Education and workforce development technologies -100% +100% -100% +100% 23% 35% Ageing populations in advanced and emerging economies Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 12% 32% Supply shortages and/or rising cost of inputs for your business Cloud computing -100% +100% -100% +100% -16% 29% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 24% Five-year structural labour-force churn (percent) Global 23% Labour force participation 64% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 8% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 3% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 2% 53% 34% Data Analysts and Scientists Unemployment rate among workers with basic NA edu. 30% 40% AI and Machine Learning Specialists Unemployment rate among workers with 2% advanced edu. 28% 24% Business Development Professionals Secondary Education Attainment NA 26% 32% Digital Transformation Specialists Tertiary Education Attainment NA 17% 25% Project Managers Ease of finding skilled employees in local labour market 3.89 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 24% 21% Sales and Marketing Professionals Fill vacancies by hiring foreign labour 3.31 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign Business Services and Administration labour 28% 22% Managers Country investment in mid-career training 3.99 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 17% 14% General and Operations Managers Workers' Rights Index 2 24% 17% Assembly and Factory Workers 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights 27% 35% Administrative and Executive Secretaries 1 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance Accounting, Bookkeeping and Payroll 36% 29% Clerks

Economy Profile Working Age Population (Millions)  / 2 Japan 98.6 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2 2  22 2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 39% 37% 29%  Cognitive skills Talent development of existing workforce -100% +100% 4% 77% 6%  Engagement skills Talent retention of existing workforce 12%  Management skills -100% +100% 27% 37% 2%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 14%  Technology skills ECONOMY G/2%$/ 3%  Ethics 42%  . Improve talent progression and promotion processes 22%  Self-eĴcacy 38%  . Better articulate business purpose and impact 12 %  Working with others 38%  . Oijer higher wages 9esRilling sRill focus 32%  . Provide eijective reskilling and upskilling 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) More diversity, eTuity and inclusion policies and Skills, knowledge and abilities $ttitudes Global average 29%  . programmes 48% AI and big data 24%  . Tapping into diverse talent pools 48% Analytical thinking 18%  . Support employee health and well-being 46% Creative thinking Oijer more remote and hybrid work opportunities within 42% 13%  Leadership and social inIJuence . countries 30% Resilience, IJexibility and agility 12%  . Improve internal-communication strategy 29% Curiosity and lifelong learning 11%  29%  Improve people-and-culture metrics and reporting Design and user experience 24% Talent management Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 23% Technological literacy ECONOMY G/2%$/ 20% Service orientation and customer service 71%  . Run comprehensive DEI training for managers :Rill stability % 54%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Run comprehensive DEI training for staij Global % reTuired) Set DEI goals, targets or Tuotas that exceed public 35%  . Training funding reTuirements 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Enable inclusion and accessibility across physical and 33%  . virtual spaces ECONOMY GLOBAL Oijer greater IJexibility on education reTuirements to 27%  . 6% 16% Co-funding across the industry recruit from various backgrounds 19% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 21% 22% Funded by government Global % 98% 87% Funded by my organi]ation 11% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Korea, Republic of 40.6 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 72% 70% Increased adoption of new and frontier technologies Big-data analytics -100% +100% -100% +100% 68% 67% Broadening digital access Internet of things and connected devices -100% +100% -100% +100% 55% 50% Broader application of Environmental, Social and Governance (ESG) standards Encryption and cybersecurity -100% +100% -100% +100% 50% 48% Climate-change induced investments into adapting operations Digital platforms and apps -100% +100% -100% +100% 43% 45% Ageing populations in advanced and emerging economies Education and workforce development technologies -100% +100% -100% +100% 28% 35% Consumers becoming more vocal on environmental issues Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 25% 29% Supply shortages and/or rising cost of inputs for your business Cloud computing -100% +100% -100% +100% 16% 27% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 23% Five-year structural labour-force churn (percent) Global 23% Labour force participation 68% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 19% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL NA ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 3% 26% 25% Project Managers Unemployment rate among workers with basic 3% edu. 17% 24% Business Development Professionals Unemployment rate among workers with 3% advanced edu. 14% 21% Sales and Marketing Professionals Secondary Education Attainment NA 12% 32% Digital Transformation Specialists Tertiary Education Attainment NA Business Services and Administration 30% 22% Ease of finding skilled employees in local labour market Managers 4.98 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 20% 9% Chemical Processing Plant Operators Fill vacancies by hiring foreign labour 3.98 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 22% 14% General and Operations Managers Country investment in mid-career training 4.23 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 12% 18% Product Managers Workers' Rights Index 5 4% 19% Accountants and Auditors 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights 19% 35% Administrative and Executive Secretaries NA 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance 44% 17% Assembly and Factory Workers 60% 42% Data Entry Clerks

Economy Profile Working Age Population (Millions)  / 2 Korea, Republic of 40.6 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2  2  Talent availability when hiring ECONOMY G/2%$/ -100% +100% 30% 50% 26%  Cognitive skills Talent development of existing workforce -100% +100% 5% 85% 7%  Engagement skills Talent retention of existing workforce 10%  Management skills -100% +100% 35% 35% 3%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 18%  Technology skills ECONOMY G/2%$/ 4%  Ethics 50%  . Oijer higher wages 20%  Self-eĴcacy 45%  . Improve talent progression and promotion processes 13 %  Working with others 35%  . Better articulate business purpose and impact 9esRilling sRill focus 35%  . Provide eijective reskilling and upskilling 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) More diversity, eTuity and inclusion policies and Skills, knowledge and abilities $ttitudes Global average 25%  . programmes 50% Analytical thinking 25%  . Tapping into diverse talent pools 50% Creative thinking 20%  . Improve internal-communication strategy 40% AI and big data 40% 15%  Curiosity and lifelong learning . Improve people-and-culture metrics and reporting 40% Technological literacy 15%  . Improve working hours and overtime 35% Leadership and social inIJuence 10%  25%  Support employee health and well-being Resilience, IJexibility and agility 25% Talent management Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 25% Teaching and mentoring ECONOMY G/2%$/ 20% Global citi]enship 63%  . Run comprehensive DEI training for managers :Rill stability % 63%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Run comprehensive DEI training for staij Global % reTuired) Enable inclusion and accessibility across physical and 47%  . Training funding virtual spaces 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Embed DEI goals and solutions across the supply 42%  . chain ECONOMY GLOBAL Set DEI goals, targets or Tuotas that exceed public 42%  . 10% 16% Co-funding across the industry reTuirements 50% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 25% 22% Funded by government Global % 100% 87% Funded by my organi]ation 20% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Latvia 1.4 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 47% 67% Broader application of Environmental, Social and Governance (ESG) standards E-commerce and digital trade -100% +100% -100% +100% 33% 32% Climate-change induced investments into adapting operations Cloud computing -100% +100% -100% +100% 21% 27% Broadening digital access Encryption and cybersecurity -100% +100% -100% +100% 5% 26% Increased adoption of new and frontier technologies Digital platforms and apps -100% +100% -100% +100% 5% 25% Ageing populations in advanced and emerging economies Climate-change mitigation technology (Alternative Energy, Greenhouse gases … -100% +100% -100% +100% 3% 24% Consumers becoming more vocal on social issues Education and workforce development technologies -100% +100% -100% +100% -6% 23% Rising cost of living for consumers Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -32% -8% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 22% Five-year structural labour-force churn (percent) Global 23% Labour force participation 64% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 7% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 9% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 7% 36% 34% Data Analysts and Scientists Unemployment rate among workers with basic 13% edu. 23% 19% Software and Applications Developers Unemployment rate among workers with 5% advanced edu. 18% 35% Business Intelligence Analysts Secondary Education Attainment 91% 17% 25% Project Managers Tertiary Education Attainment 34% 2% 12% Human Resources Specialists Ease of finding skilled employees in local labour market 3.74 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees Business Services and Administration 9% 22% Fill vacancies by hiring foreign labour Managers 3.55 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign Client Information and Customer Service labour 10% 20% Workers Country investment in mid-career training 3.78 Accounting, Bookkeeping and Payroll 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 18% 29% Clerks Workers' Rights Index 2 18% 19% Accountants and Auditors 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights 47% 42% Data Entry Clerks 0 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance

Economy Profile Working Age Population (Millions)  / 2 Latvia 1.4 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2 2  2 2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 75% 13% 24%  Cognitive skills Talent development of existing workforce -100% +100% 2% 79% 8%  Engagement skills Talent retention of existing workforce 12%  Management skills -100% +100% 21% 60% 2%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 16%  Technology skills ECONOMY G/2%$/ 1%  Ethics 57%  . Provide eijective reskilling and upskilling 26%  Self-eĴcacy 52%  . Improve talent progression and promotion processes 12 %  Working with others 37%  . 2ijer higher wages 9esRilling sRill focus 2ijer more remote and hybrid work opportunities within 26%  . 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) countries Skills, knowledge and abilities $ttitudes Global average 24%  . Support employee health and well-being 36% Analytical thinking 22%  . 2ijer more remote work across national borders 36% Curiosity and lifelong learning 20%  . Improve internal-communication strategy 36% Design and user experience 36% 13%  Leadership and social inIJuence . Better articulate business purpose and impact 34% Service orientation and customer service 13%  . Improve working hours and overtime 30% Resilience, IJexibility and agility More diversity, eTuity and inclusion policies and 13%  30% . Technological literacy programmes 28% Motivation and self-awareness Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 23% AI and big data ECONOMY G/2%$/ 23% Creative thinking 40%  . Run comprehensive DEI training for managers :Rill stability % 33%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Run comprehensive DEI training for staij Global % reTuired) Enable inclusion and accessibility across physical and 22%  . Training funding virtual spaces 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Set DEI goals, targets or Tuotas that exceed public 20%  . reTuirements ECONOMY GLOBAL :hare of companies ^ith +,0 7rograms 9% 16% Co-funding across the industry % (share of organizations surveyed) Global % 30% 28% Free-of-cost training 22% 22% Funded by government 100% 87% Funded by my organi]ation 17% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Lithuania 2.1 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Big-data analytics -100% +100% -100% +100% 49% 47% Investments to facilitate the green transition of your business Digital platforms and apps -100% +100% -100% +100% 43% 34% Consumers becoming more vocal on environmental issues Education and workforce development technologies -100% +100% -100% +100% 37% 29% Broadening digital access E-commerce and digital trade -100% +100% -100% +100% 25% 26% Climate-change induced investments into adapting operations Cloud computing -100% +100% -100% +100% 22% 23% Increased adoption of new and frontier technologies Encryption and cybersecurity -100% +100% -100% +100% 12% 23% Supply shortages and/or rising cost of inputs for your business Internet of things and connected devices -100% +100% -100% +100% 9% 14% Rising cost of living for consumers Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -22% -5% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 22% Five-year structural labour-force churn (percent) Global 23% Labour force participation 66% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 9% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 11% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 7% 42% 34% Data Analysts and Scientists Unemployment rate among workers with basic 15% edu. 19% 25% Project Managers Unemployment rate among workers with 4% advanced edu. 18% 19% Software and Applications Developers Secondary Education Attainment 90% 5% 12% Human Resources Specialists Tertiary Education Attainment NA 12% 14% General and Operations Managers Ease of finding skilled employees in local labour market 2.95 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees Client Information and Customer Service 13% 20% Fill vacancies by hiring foreign labour Workers 3.29 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign Business Services and Administration labour 21% 22% Managers Country investment in mid-career training 4.60 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 35% 19% Accountants and Auditors Workers' Rights Index 2 39% 42% Data Entry Clerks 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights Accounting, Bookkeeping and Payroll 37% 29% 0 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of Clerks compliance

Economy Profile Working Age Population (Millions)  / 2 Lithuania 2.1 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2   2 2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 59% 22% 24%  Cognitive skills Talent development of existing workforce -100% +100% 4% 85% 7%  Engagement skills Talent retention of existing workforce 13%  Management skills -100% +100% 24% 54% 4%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 14%  Technology skills ECONOMY G/2%$/ 2%  Ethics 46%  . Improve talent progression and promotion processes 25%  Self-eĴcacy 46%  . Provide eijective reskilling and upskilling 12 %  Working with others 41%  . Oijer higher wages 9esRilling sRill focus 22%  . Improve internal-communication strategy 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) More diversity, eTuity and inclusion policies and Skills, knowledge and abilities $ttitudes Global average 22%  . programmes 50% Analytical thinking 20%  . Improve working hours and overtime 46% Leadership and social inIJuence 17%  . Better articulate business purpose and impact 39% Curiosity and lifelong learning Oijer more remote and hybrid work opportunities within 37% 17%  Resilience, IJexibility and agility . countries 35% AI and big data 17%  . Support employee health and well-being 30% Talent management 15%  28%  Improve people-and-culture metrics and reporting Creative thinking 28% Service orientation and customer service Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 26% Technological literacy ECONOMY G/2%$/ 24% Motivation and self-awareness 44%  . Run comprehensive DEI training for managers :Rill stability % Enable inclusion and accessibility across physical and 33%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Global % virtual spaces reTuired) 29%  . Run comprehensive DEI training for staij Training funding 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Set DEI goals, targets or Tuotas that exceed public 29%  . reTuirements ECONOMY GLOBAL :hare of companies ^ith +,0 7rograms 11% 16% Co-funding across the industry 2% (share of organizations surveyed) Global % 36% 28% Free-of-cost training 11% 22% Funded by government 93% 87% Funded by my organi]ation 16% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Malaysia 16.8 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Increased adoption of new and frontier technologies Big-data analytics -100% +100% -100% +100% 71% 70% Investments to facilitate the green transition of your business Internet of things and connected devices -100% +100% -100% +100% 59% 65% Broadening digital access Digital platforms and apps -100% +100% -100% +100% 54% 62% Broader application of Environmental, Social and Governance (ESG) standards Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 53% 61% Climate-change induced investments into adapting operations Encryption and cybersecurity -100% +100% -100% +100% 41% 60% Supply chains becoming more locali]ed Cloud computing -100% +100% -100% +100% 40% 59% Consumers becoming more vocal on environmental issues E-commerce and digital trade -100% +100% -100% +100% 35% 50% Increased geopolitical divisions Education and workforce development technologies -100% +100% -100% +100% 10% 44% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 25% Five-year structural labour-force churn (percent) Global 23% Labour force participation 78% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 24% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 14% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 3% 56% 25% Project Managers Unemployment rate among workers with basic 3% edu. 45% 24% Business Development Professionals Unemployment rate among workers with 3% advanced edu. 20% 20% Supply Chain and Logistics Specialists Secondary Education Attainment 63% 37% 34% Data Analysts and Scientists Tertiary Education Attainment 20% 12% 14% General and Operations Managers Ease of finding skilled employees in local labour market 4.56 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 18% 12% Human Resources Specialists Fill vacancies by hiring foreign labour 4.66 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 15% 17% Assembly and Factory Workers Country investment in mid-career training 4.68 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 7% 18% Product Managers Workers' Rights Index 5 7% 19% Accountants and Auditors 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights Business Services and Administration 48% 22% NA 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of Managers compliance Accounting, Bookkeeping and Payroll 23% 29% Clerks 37% 42% Data Entry Clerks

Economy Profile Working Age Population (Millions)  / 2 Malaysia 16.8 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2  2 22  Talent availability when hiring ECONOMY G/2%$/ -100% +100% 35% 38% 26%  Cognitive skills Talent development of existing workforce -100% +100% 5% 73% 5%  Engagement skills Talent retention of existing workforce 13%  Management skills -100% +100% 35% 54% 2%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 20%  Technology skills ECONOMY G/2%$/ 3%  Ethics 43%  . Improve talent progression and promotion processes 22%  Self-eĴcacy 38%  . Provide eijective reskilling and upskilling 10 %  Working with others 30%  . Oijer higher wages 9esRilling sRill focus 27%  . Better articulate business purpose and impact 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) More diversity, eTuity and inclusion policies and Skills, knowledge and abilities $ttitudes Global average 27%  . programmes 51% AI and big data Oijer more remote and hybrid work opportunities within 24%  . countries 51% Analytical thinking 19%  . Support employee health and well-being 51% Creative thinking 46% 19%  Leadership and social inIJuence . Tapping into diverse talent pools 43% Curiosity and lifelong learning 16%  . Improve internal-communication strategy 30% Resilience, IJexibility and agility 14%  30%  Improve people-and-culture metrics and reporting Technological literacy 27% Systems thinking Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 24% Design and user experience ECONOMY G/2%$/ 24% Empathy and active listening 50%  . Run comprehensive DEI training for managers :Rill stability 55% Embed DEI goals and solutions across the supply 44%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Global % chain reTuired) Set DEI goals, targets or Tuotas that exceed public 44%  . Training funding reTuirements 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Enable inclusion and accessibility across physical and 42%  . virtual spaces ECONOMY GLOBAL 42%  . Run comprehensive DEI training for staij 8% 16% Co-funding across the industry 22% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 35% 22% Funded by government Global % 97% 87% Funded by my organi]ation 16% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Mexico 76.3 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 66% 55% Broader application of Environmental, Social and Governance (ESG) standards Digital platforms and apps -100% +100% -100% +100% 56% 51% Climate-change induced investments into adapting operations Encryption and cybersecurity -100% +100% -100% +100% 56% 47% Increased adoption of new and frontier technologies Education and workforce development technologies -100% +100% -100% +100% 47% 37% Broadening digital access E-commerce and digital trade -100% +100% -100% +100% 47% 33% Consumers becoming more vocal on environmental issues Internet of things and connected devices -100% +100% -100% +100% 32% 32% Consumers becoming more vocal on social issues Cloud computing -100% +100% -100% +100% 24% 23% Slower global economic growth Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -44% 18% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 21% Five-year structural labour-force churn (percent) Global 23% Labour force participation 63% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 27% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 18% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 3% 35% 40% AI and Machine Learning Specialists Unemployment rate among workers with basic 3% edu. 38% 31% Big Data Specialists Unemployment rate among workers with 4% advanced edu. 35% 23% Application Developers Secondary Education Attainment 39% 22% 35% Business Intelligence Analysts Tertiary Education Attainment 19% 18% 25% Project Managers Ease of finding skilled employees in local labour market 4.47 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 18% 14% General and Operations Managers Fill vacancies by hiring foreign labour 3.64 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 11% 18% Lawyers Country investment in mid-career training 2.39 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 15% 17% Assembly and Factory Workers Workers' Rights Index Business Services and Administration 3 21% 22% 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Managers Level of National Compliance with Labour Rights 27% 42% Data Entry Clerks 2 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance Accounting, Bookkeeping and Payroll 34% 29% Clerks 43% 19% Accountants and Auditors

Economy Profile Working Age Population (Millions)  / 2 Mexico 76.3 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2   2 2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 41% 32% 27%  Cognitive skills Talent development of existing workforce -100% +100% 2% 75% 5%  Engagement skills Talent retention of existing workforce 10%  Management skills -100% +100% 18% 45% 2%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 13%  Technology skills ECONOMY G/2%$/ 3%  Ethics 62%  . Improve talent progression and promotion processes 28%  Self-eĴcacy 33%  . Oijer higher wages 12 %  Oijer more remote and hybrid work opportunities within Working with others 31%  . countries 9esRilling sRill focus 27%  . Support employee health and well-being 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 26%  . Better articulate business purpose and impact 54% Analytical thinking 26%  . Provide eijective reskilling and upskilling 49% Creative thinking More diversity, eTuity and inclusion policies and 20%  . 48% AI and big data programmes 42% 16%  Resilience, IJexibility and agility . Improve working hours and overtime 32% Leadership and social inIJuence 11%  . Improve people-and-culture metrics and reporting 31% Empathy and active listening 11%  29% . Tapping into diverse talent pools Curiosity and lifelong learning 27% Environmental stewardship Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 24% Design and user experience ECONOMY G/2%$/ 24% Service orientation and customer service 52%  . Run comprehensive DEI training for managers :Rill stability % Enable inclusion and accessibility across physical and 50%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Global % virtual spaces reTuired) 44%  . Run comprehensive DEI training for staij Training funding 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Set DEI goals, targets or Tuotas that exceed public 41%  . reTuirements ECONOMY GLOBAL Embed DEI goals and solutions across the supply 35%  . 15% 16% Co-funding across the industry chain 26% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 16% 22% Funded by government Global % 95% 87% Funded by my organi]ation 29% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Netherlands 12.4 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Big-data analytics -100% +100% -100% +100% 52% 51% Investments to facilitate the green transition of your business Climate-change mitigation technology (Alternative Energy, Greenhouse gases … -100% +100% -100% +100% 46% 50% Increased adoption of new and frontier technologies Encryption and cybersecurity -100% +100% -100% +100% 38% 39% Climate-change induced investments into adapting operations Digital platforms and apps -100% +100% -100% +100% 35% 26% Consumers becoming more vocal on environmental issues Education and workforce development technologies -100% +100% -100% +100% 31% 23% Broadening digital access Cloud computing -100% +100% -100% +100% 17% 19% Rising cost of living for consumers Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -29% 10% Slower global economic growth E-commerce and digital trade -100% +100% -100% +100% -60% 6% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 21% Five-year structural labour-force churn (percent) Global 23% Labour force participation 65% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 13% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 5% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 3% 34% 34% Data Analysts and Scientists Unemployment rate among workers with basic 4% edu. 21% 25% Project Managers Unemployment rate among workers with 3% advanced edu. 22% 24% Business Development Professionals Secondary Education Attainment 73% 13% 17% Financial Analysts Tertiary Education Attainment 37% 18% 17% Assembly and Factory Workers Ease of finding skilled employees in local labour market 4.08 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 13% 12% Human Resources Specialists Fill vacancies by hiring foreign labour 4.50 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 14% 14% General and Operations Managers Country investment in mid-career training 4.37 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 42% 42% Data Entry Clerks Workers' Rights Index 2 31% 19% Accountants and Auditors 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights Accounting, Bookkeeping and Payroll 49% 29% 0 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of Clerks compliance

Economy Profile Working Age Population (Millions)  / 2 Netherlands 12.4 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2 2  2  Talent availability when hiring ECONOMY G/2%$/ -100% +100% 66% 15% 26%  Cognitive skills Talent development of existing workforce -100% +100% 6% 70% 3%  Engagement skills Talent retention of existing workforce 12%  Management skills -100% +100% 36% 32% 2%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 13%  Technology skills ECONOMY G/2%$/ 3%  Ethics 48%  . Improve talent progression and promotion processes 29%  Self-eĴcacy 46%  . Provide eijective reskilling and upskilling 11 %  Working with others 30%  . Oijer higher wages 9esRilling sRill focus 28%  . Better articulate business purpose and impact 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) More diversity, eTuity and inclusion policies and Skills, knowledge and abilities $ttitudes Global average 24%  . programmes 49% AI and big data 20%  . Support employee health and well-being 47% Analytical thinking 17%  . Oijer more remote work across national borders 37% Leadership and social inIJuence 35% 15%  Resilience, IJexibility and agility . Improve people-and-culture metrics and reporting 33% Curiosity and lifelong learning Oijer more remote and hybrid work opportunities within 13%  . 31% countries Environmental stewardship 13%  29% . Tapping into diverse talent pools Design and user experience 27% Technological literacy Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 25% Networks and cybersecurity ECONOMY G/2%$/ 25% Talent management 64%  . Run comprehensive DEI training for managers :Rill stability % Set DEI goals, targets or Tuotas that exceed public 49%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Global % reTuirements reTuired) Enable inclusion and accessibility across physical and 47%  . Training funding virtual spaces 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 47%  . Run comprehensive DEI training for staij ECONOMY GLOBAL 38%  . Set up Employee Representation Groups 4% 16% Co-funding across the industry 30% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 15% 22% Funded by government Global % 100% 87% Funded by my organi]ation 28% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Pakistan 85.8 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Supply chains becoming more localized Digital platforms and apps -100% +100% -100% +100% 100% 60% Increased adoption of new and frontier technologies Big-data analytics -100% +100% -100% +100% 46% 57% Consumers becoming more vocal on social issues Education and workforce development technologies -100% +100% -100% +100% 41% 52% Climate-change induced investments into adapting operations Text, image, and voice processing -100% +100% -100% +100% 29% 45% Consumers becoming more vocal on environmental issues Power storage and generation -100% +100% -100% +100% 28% 43% Stricter government regulation of data use and technology E-commerce and digital trade -100% +100% -100% +100% 15% 35% Rising cost of living for consumers Internet of things and connected devices -100% +100% -100% +100% -3% 29% Slower global economic growth Augmented and virtual reality -100% +100% -100% +100% -4% 21% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 30% Five-year structural labour-force churn (percent) Global 23% Labour force participation 57% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 55% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 35% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 5% 23% 17% Managing Directors and Chief Executives Unemployment rate among workers with basic 4% edu. 26% 24% Business Development Professionals Unemployment rate among workers with 12% advanced edu. 23% 33% Organisational Development Specialists Secondary Education Attainment 12% 7% 22% Special Education Teachers Tertiary Education Attainment 4% 16% 14% General and Operations Managers Ease of finding skilled employees in local labour market 3.94 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 20% 25% Project Managers Fill vacancies by hiring foreign labour 4.02 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign Sales Representatives, Wholesale and labour 30% 14% … Manufacturing, Technical and Scientific Country investment in mid-career training 4.27 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 30% 31% Relationship Managers Workers' Rights Index 5 32% 18% Product Managers 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights 45% 42% Data Entry Clerks 5 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance

Economy Profile Working Age Population (Millions)  / 2 Pakistan 85.8 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2    Talent availability when hiring ECONOMY G/2%$/ -100% +100% 41% 43% 25%  Cognitive skills Talent development of existing workforce -100% +100% 17% 45% 8%  Engagement skills Talent retention of existing workforce 19%  Management skills -100% +100% 24% 33% 3%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 18%  Technology skills ECONOMY G/2%$/ 4%  Ethics 38%  . Improve people-and-culture metrics and reporting 15%  More diversity, eTuity and inclusion policies and Self-eĴcacy 31%  . programmes 9 %  Oijer more remote and hybrid work opportunities within Working with others 31%  . countries 9esRilling sRill focus 29%  . Improve internal-communication strategy 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 29%  . Improve talent progression and promotion processes 45% Creative thinking 29%  . Provide eijective reskilling and upskilling 39% AI and big data 26%  . Better articulate business purpose and impact 39% Leadership and social inIJuence 32% 26%  Design and user experience . Improve working hours and overtime 29% Analytical thinking 17%  . Improve safety in the workplace 29% Empathy and active listening 17%  26% . Oijer higher wages Curiosity and lifelong learning 26% Marketing and media Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 26% Motivation and self-awareness ECONOMY G/2%$/ 19% Environmental stewardship Oijer greater IJexibility on education reTuirements to 45%  . 19% Networks and cybersecurity recruit from various backgrounds Provide greater IJexibility on degree reTuirements for 43%  . :Rill stability roles % 6kills reTuired by the workforce that are expected to remain the same (share of all skills 38%  Global % . Set up Employee Representation Groups reTuired) Enable inclusion and accessibility across physical and Training funding 29%  . virtual spaces 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 29%  . Recruit a DEI OĴcer ECONOMY GLOBAL 48% 16% Co-funding across the industry :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 38% 28% Free-of-cost training Global % 33% 22% Funded by government 81% 87% Funded by my organization 43% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Philippines 55.2 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broadening digital access Big-data analytics -100% +100% -100% +100% 71% 78% Increased adoption of new and frontier technologies Digital platforms and apps -100% +100% -100% +100% 52% 71% Broader application of Environmental, Social and Governance (ESG) standards E-commerce and digital trade -100% +100% -100% +100% 36% 67% Consumers becoming more vocal on environmental issues Cloud computing -100% +100% -100% +100% 21% 65% Increased geopolitical divisions Encryption and cybersecurity -100% +100% -100% +100% 11% 61% Rising cost of living for consumers Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 6% 53% Slower global economic growth Education and workforce development technologies -100% +100% -100% +100% -5% 50% Consumers becoming more vocal on social issues Internet of things and connected devices -100% +100% -100% +100% -15% 42% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 26% Five-year structural labour-force churn (percent) Global 23% Labour force participation 66% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 33% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 17% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 3% 34% 40% AI and Machine Learning Specialists Unemployment rate among workers with basic 1% edu. 27% 35% Business Intelligence Analysts Unemployment rate among workers with 2% advanced edu. 20% 21% Sales and Marketing Professionals Secondary Education Attainment 30% 25% 34% Data Analysts and Scientists Tertiary Education Attainment 28% 33% 26% Devops Engineers Ease of finding skilled employees in local labour market 5.07 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 19% 14% General and Operations Managers Fill vacancies by hiring foreign labour 3.60 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign Business Services and Administration labour 20% 22% Managers Country investment in mid-career training 3.59 Accounting, Bookkeeping and Payroll 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 19% 29% Clerks Workers' Rights Index 5 36% 35% Administrative and Executive Secretaries 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights 39% 17% Assembly and Factory Workers 4 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance

Economy Profile Working Age Population (Millions)  / 2 Philippines 55.2 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2 2 2 2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 41% 36% 24%  Cognitive skills Talent development of existing workforce -100% +100% 9% 82% 6%  Engagement skills Talent retention of existing workforce 12%  Management skills -100% +100% 14% 55% 1%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 23%  Technology skills ECONOMY G/2%$/ 3%  Ethics 55%  . Improve talent progression and promotion processes 21%  Self-eĴcacy 50%  . Provide eijective reskilling and upskilling 10 %  Working with others 36%  . Better articulate business purpose and impact 9esRilling sRill focus 36%  . Oijer higher wages 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) More diversity, eTuity and inclusion policies and Skills, knowledge and abilities $ttitudes Global average 32%  . programmes 59% AI and big data Oijer more remote and hybrid work opportunities within 27%  . countries 46% Analytical thinking 18%  . Improve people-and-culture metrics and reporting 46% Resilience, IJexibility and agility 36% 14%  Creative thinking . Support employee health and well-being 36% Technological literacy 14%  . Tapping into diverse talent pools 32% Curiosity and lifelong learning 9%  32%  Improve internal-communication strategy Leadership and social inIJuence 27% Service orientation and customer service Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 27% Talent management ECONOMY G/2%$/ 23% Design and user experience Set DEI goals, targets or Tuotas that exceed public 50%  . reTuirements :Rill stability % Oijer greater IJexibility on education reTuirements to 46%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Global % recruit from various backgrounds reTuired) Enable inclusion and accessibility across physical and 41%  . Training funding virtual spaces 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 36%  . Run comprehensive DEI training for managers ECONOMY GLOBAL :hare of companies ^ith +,0 7rograms 24% 16% Co-funding across the industry 6% (share of organizations surveyed) Global % 24% 28% Free-of-cost training 38% 22% Funded by government 91% 87% Funded by my organi]ation 19% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Poland 26.7 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Encryption and cybersecurity -100% +100% -100% +100% 67% 46% Investments to facilitate the green transition of your business Digital platforms and apps -100% +100% -100% +100% 59% 45% Increased adoption of new and frontier technologies Big-data analytics -100% +100% -100% +100% 53% 44% Broadening digital access Internet of things and connected devices -100% +100% -100% +100% 35% 38% Consumers becoming more vocal on environmental issues Education and workforce development technologies -100% +100% -100% +100% 34% 30% Rising cost of living for consumers Cloud computing -100% +100% -100% +100% -18% 29% Supply shortages and/or rising cost of inputs for your business E-commerce and digital trade -100% +100% -100% +100% -20% 21% Slower global economic growth Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -63% 18% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 21% Five-year structural labour-force churn (percent) Global 23% Labour force participation 61% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 16% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 11% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 3% 90% 40% AI and Machine Learning Specialists Unemployment rate among workers with basic 7% edu. 48% 35% Business Intelligence Analysts Unemployment rate among workers with 2% advanced edu. 21% 26% Devops Engineers Secondary Education Attainment 88% 11% 12% Human Resources Specialists Tertiary Education Attainment 28% 14% 19% Accountants and Auditors Ease of finding skilled employees in local labour market 3.97 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 13% 24% Business Development Professionals Fill vacancies by hiring foreign labour 3.82 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign Sales Representatives, Wholesale and labour 6% 14% … Manufacturing, Technical and Scientific Country investment in mid-career training 3.04 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 7% 14% General and Operations Managers Workers' Rights Index Accounting, Bookkeeping and Payroll 3 8% 29% 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Clerks Level of National Compliance with Labour Rights 17% 17% Assembly and Factory Workers 1 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance 41% 42% Data Entry Clerks 49% 35% Administrative and Executive Secretaries

Economy Profile Working Age Population (Millions)  / 2 Poland 26.7 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 22 2  2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 40% 37% 22%  Cognitive skills Talent development of existing workforce -100% +100% 3% 83% 9%  Engagement skills Talent retention of existing workforce 12%  Management skills -100% +100% 31% 43% 3%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 19%  Technology skills ECONOMY G/2%$/ 2%  Ethics 63%  . Improve talent progression and promotion processes 24%  Self-eĴcacy 37%  . Provide eijective reskilling and upskilling 9 %  Working with others 29%  . Support employee health and well-being 9esRilling sRill focus 26%  . Oijer higher wages 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 23%  . Better articulate business purpose and impact 50% AI and big data 23%  . Improve working hours and overtime 38% Analytical thinking Oijer more remote and hybrid work opportunities within 20%  . 32% Design and user experience countries 32% 14%  Leadership and social inIJuence . Improve internal-communication strategy 32% Service orientation and customer service 14%  . Improve people-and-culture metrics and reporting 29% Creative thinking More diversity, eTuity and inclusion policies and 14%  24% . Environmental stewardship programmes 24% 4uality control Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 24% Resource management and operations ECONOMY G/2%$/ 24% Technological literacy 68%  . Run comprehensive DEI training for managers :Rill stability % 53%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Run comprehensive DEI training for staij Global % reTuired) Enable inclusion and accessibility across physical and 44%  . Training funding virtual spaces 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 38%  . Set up Employee Representation Groups ECONOMY GLOBAL Set DEI goals, targets or Tuotas that exceed public 35%  . 12% 16% Co-funding across the industry reTuirements 38% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 21% 22% Funded by government Global % 97% 87% Funded by my organi]ation 15% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Romania 14.1 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Big-data analytics -100% +100% -100% +100% 55% 64% Climate-change induced investments into adapting operations Digital platforms and apps -100% +100% -100% +100% 53% 50% Consumers becoming more vocal on environmental issues Encryption and cybersecurity -100% +100% -100% +100% 44% 48% Increased adoption of new and frontier technologies Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 44% 47% Investments to facilitate the green transition of your business E-commerce and digital trade -100% +100% -100% +100% 40% 33% Broadening digital access Internet of things and connected devices -100% +100% -100% +100% 29% 32% Supply shortages and/or rising cost of inputs for your business Education and workforce development technologies -100% +100% -100% +100% -29% 22% Rising cost of living for consumers Cloud computing -100% +100% -100% +100% -30% 18% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 18% Five-year structural labour-force churn (percent) Global 23% Labour force participation 55% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 23% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 18% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 5% 71% 34% Data Analysts and Scientists Unemployment rate among workers with basic 12% edu. 33% 40% AI and Machine Learning Specialists Unemployment rate among workers with 2% advanced edu. 18% 24% Business Development Professionals Secondary Education Attainment 69% 12% 26% Devops Engineers Tertiary Education Attainment 15% 12% 17% Assembly and Factory Workers Ease of finding skilled employees in local labour market 3.73 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees Sales Representatives, Wholesale and 2% 14% Fill vacancies by hiring foreign labour … Manufacturing, Technical and Scientific 3.80 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 7% 14% General and Operations Managers Country investment in mid-career training 3.33 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 7% 19% Accountants and Auditors Workers' Rights Index 4 27% 35% Administrative and Executive Secretaries 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights Accounting, Bookkeeping and Payroll 31% 29% 2 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of Clerks compliance

Economy Profile Working Age Population (Millions)  / 2 Romania 14.1 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2  2 2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 46% 27% 26%  Cognitive skills Talent development of existing workforce -100% +100% 5% 82% 5%  Engagement skills Talent retention of existing workforce 14%  Management skills -100% +100% 23% 55% 3%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 20%  Technology skills ECONOMY G/2%$/ 0%  Ethics 50%  . Improve talent progression and promotion processes 24%  Self-eĴcacy 41%  . Oijer higher wages 8 %  Working with others 27%  . Better articulate business purpose and impact 9esRilling sRill focus 27%  . Improve internal-communication strategy 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 23%  . Improve working hours and overtime 52% AI and big data More diversity, eTuity and inclusion policies and 23%  . programmes 48% Design and user experience 23%  . Provide eijective reskilling and upskilling 38% Curiosity and lifelong learning Oijer more remote and hybrid work opportunities within 33% 18%  Resilience, IJexibility and agility . countries 33% Technological literacy 18%  . Oijer more remote work across national borders 29% Analytical thinking 14%  29%  Improve people-and-culture metrics and reporting Leadership and social inIJuence 24% Creative thinking Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 19% 4uality control ECONOMY G/2%$/ 19% Service orientation and customer service 71%  . Run comprehensive DEI training for managers :Rill stability % 67%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Run comprehensive DEI training for staij Global % reTuired) Enable inclusion and accessibility across physical and 52%  . Training funding virtual spaces 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 48%  . Set up Employee Representation Groups ECONOMY GLOBAL Oijer greater IJexibility on education reTuirements to 33%  . 5% 16% Co-funding across the industry recruit from various backgrounds 29% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 10% 22% Funded by government Global % 100% 87% Funded by my organi]ation 10% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Saudi Arabia NA Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 65% 48% Supply chains becoming more localized Digital platforms and apps -100% +100% -100% +100% 56% 45% Broader application of Environmental, Social and Governance (ESG) standards Encryption and cybersecurity -100% +100% -100% +100% 43% 43% Broadening digital access Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 22% 41% Increased adoption of new and frontier technologies Education and workforce development technologies -100% +100% -100% +100% 14% 34% Rising cost of living for consumers E-commerce and digital trade -100% +100% -100% +100% -4% 32% Supply shortages and/or rising cost of inputs for your business Cloud computing -100% +100% -100% +100% -10% 27% Slower global economic growth Text, image, and voice processing -100% +100% -100% +100% -45% 0% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 23% Five-year structural labour-force churn (percent) Global 23% Labour force participation 70% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 3% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 19% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 5% 29% 40% AI and Machine Learning Specialists Unemployment rate among workers with basic 5% edu. 23% 25% Project Managers Unemployment rate among workers with 8% Client Information and Customer Service advanced edu. 24% 20% Workers Secondary Education Attainment 62% 27% 24% Business Development Professionals Tertiary Education Attainment 38% 6% 23% Application Developers Ease of finding skilled employees in local labour market 5.06 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 12% 14% General and Operations Managers Fill vacancies by hiring foreign labour 5.00 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 15% 19% Accountants and Auditors Country investment in mid-career training 5.33 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 48% 42% Data Entry Clerks Workers' Rights Index 4 50% 35% Administrative and Executive Secretaries 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights Accounting, Bookkeeping and Payroll 70% 29% NA 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of Clerks compliance

Economy Profile Working Age Population (Millions)  / 2 Saudi Arabia NA 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2  2   Talent availability when hiring ECONOMY G/2%$/ -100% +100% 21% 59% 26%  Cognitive skills Talent development of existing workforce -100% +100% 0% 90% 6%  Engagement skills Talent retention of existing workforce 13%  Management skills -100% +100% 7% 59% 2%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 20%  Technology skills ECONOMY G/2%$/ 2%  Ethics 55%  . Improve talent progression and promotion processes 19%  Self-eĴcacy 45%  . Oijer higher wages 13 %  Working with others 38%  . Provide eijective reskilling and upskilling 9esRilling sRill focus 21%  . Improve working hours and overtime 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 21%  . Support employee health and well-being 55% Analytical thinking 17%  . Improve people-and-culture metrics and reporting 52% AI and big data More diversity, eTuity and inclusion policies and 17%  . 52% Leadership and social inIJuence programmes Remove degree reTuirements and conduct skills-based 52% 17%  Service orientation and customer service . hiring 41% Empathy and active listening 14%  . Better articulate business purpose and impact 41% 4uality control 14%  38% . Improve internal-communication strategy Creative thinking 38% Design and user experience Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 38% Programming ECONOMY G/2%$/ 38% Technological literacy Enable inclusion and accessibility across physical and 38%  . virtual spaces :Rill stability % Embed DEI goals and solutions across the supply 35%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Global % chain reTuired) 31%  . Run comprehensive DEI training for managers Training funding 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 28%  . Run comprehensive DEI training for staij ECONOMY GLOBAL :hare of companies ^ith +,0 7rograms 14% 16% Co-funding across the industry 2% (share of organizations surveyed) Global % 31% 28% Free-of-cost training 45% 22% Funded by government 79% 87% Funded by my organization 31% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Serbia 5.2 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Supply chains becoming more localized Education and workforce development technologies -100% +100% -100% +100% 75% 56% Broadening digital access Cloud computing -100% +100% -100% +100% 27% 44% Investments to facilitate the green transition of your business E-commerce and digital trade -100% +100% -100% +100% 24% 33% Stricter government regulation of data use and technology Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 22% 32% Increased adoption of new and frontier technologies Climate-change mitigation technology (Alternative Energy, Greenhouse gases … -100% +100% -100% +100% 21% 29% Broader application of Environmental, Social and Governance (ESG) standards Encryption and cybersecurity -100% +100% -100% +100% 16% 28% Rising cost of living for consumers Digital platforms and apps -100% +100% -100% +100% 4% 25% Consumers becoming more vocal on environmental issues Internet of things and connected devices -100% +100% -100% +100% -7% 19% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 17% Five-year structural labour-force churn (percent) Global 23% Labour force participation 60% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 24% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 16% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 9% 85% 34% Data Analysts and Scientists Unemployment rate among workers with basic 9% edu. 49% 25% Project Managers Unemployment rate among workers with 8% advanced edu. 14% 14% General and Operations Managers Secondary Education Attainment 74% 12% 18% University and Higher Education Teachers Tertiary Education Attainment 22% Sales Representatives, Wholesale and 5% 14% Ease of finding skilled employees in local labour market … Manufacturing, Technical and Scientific 4.21 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 17% 17% Assembly and Factory Workers Fill vacancies by hiring foreign labour 3.61 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 4% 24% Business Development Professionals Country investment in mid-career training 3.61 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 10% 9% Chefs and Cooks Workers' Rights Index 4 17% 18% Product Managers 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights Accounting, Bookkeeping and Payroll 11% 29% 1 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of Clerks compliance 17% 23% Shop Salespersons 27% 35% Administrative and Executive Secretaries

Economy Profile Working Age Population (Millions)  / 2 Serbia 5.2 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2  2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 41% 22% 24%  Cognitive skills Talent development of existing workforce -100% +100% 11% 82% 6%  Engagement skills Talent retention of existing workforce 10%  Management skills -100% +100% 11% 57% 8%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 14%  Technology skills ECONOMY G/2%$/ 1%  Ethics 61%  . Improve talent progression and promotion processes 27%  Self-eĴcacy 43%  . Oijer higher wages 9 %  Working with others 29%  . Improve internal-communication strategy 9esRilling sRill focus 29%  . Improve working hours and overtime 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 25%  . Provide eijective reskilling and upskilling 52% Creative thinking 18%  . Support employee health and well-being 44% Leadership and social inIJuence Oijer more remote and hybrid work opportunities within 14%  . 41% Analytical thinking countries 37% 11%  Curiosity and lifelong learning . Better articulate business purpose and impact 33% AI and big data 11%  . Improve people-and-culture metrics and reporting 33% Service orientation and customer service 11%  33% . Improve safety in the workplace Talent management 33% Technological literacy Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 30% 4uality control ECONOMY G/2%$/ 26% Environmental stewardship Oijer greater IJexibility on education reTuirements to 33%  . recruit from various backgrounds :Rill stability % 33%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Run comprehensive DEI training for managers Global % reTuired) 30%  . Run comprehensive DEI training for staij Training funding 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Enable inclusion and accessibility across physical and 26%  . virtual spaces ECONOMY GLOBAL :hare of companies ^ith +,0 7rograms 11% 16% Co-funding across the industry % (share of organizations surveyed) Global % 39% 28% Free-of-cost training 7% 22% Funded by government 89% 87% Funded by my organization 4% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Singapore 3.0 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Increased adoption of new and frontier technologies Big-data analytics -100% +100% -100% +100% 63% 65% Investments to facilitate the green transition of your business Digital platforms and apps -100% +100% -100% +100% 60% 51% Broader application of Environmental, Social and Governance (ESG) standards E-commerce and digital trade -100% +100% -100% +100% 56% 50% Broadening digital access Encryption and cybersecurity -100% +100% -100% +100% 55% 49% Climate-change induced investments into adapting operations Cloud computing -100% +100% -100% +100% 49% 45% Consumers becoming more vocal on environmental issues Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 30% 45% Supply shortages and/or rising cost of inputs for your business Education and workforce development technologies -100% +100% -100% +100% -14% 43% Slower global economic growth Internet of things and connected devices -100% +100% -100% +100% -49% 42% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 21% Five-year structural labour-force churn (percent) Global 23% Labour force participation 74% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 9% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 6% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 3% 26% 40% AI and Machine Learning Specialists Unemployment rate among workers with basic 4% edu. 22% 24% Business Development Professionals Unemployment rate among workers with 3% advanced edu. 24% 25% Project Managers Secondary Education Attainment 75% 12% 21% Sales and Marketing Professionals Tertiary Education Attainment 48% 10% 17% Financial Analysts Ease of finding skilled employees in local labour market 4.07 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 4% 19% Accountants and Auditors Fill vacancies by hiring foreign labour 4.97 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 14% 14% General and Operations Managers Country investment in mid-career training 5.62 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 22% 17% Assembly and Factory Workers Workers' Rights Index 2 34% 42% Data Entry Clerks 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights Accounting, Bookkeeping and Payroll 27% 29% NA 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of Clerks compliance 35% 17% Managing Directors and Chief Executives

Economy Profile Working Age Population (Millions)  / 2 Singapore 3.0 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2   22  Talent availability when hiring ECONOMY G/2%$/ -100% +100% 34% 38% 27%  Cognitive skills Talent development of existing workforce -100% +100% 2% 77% 4%  Engagement skills Talent retention of existing workforce 13%  Management skills -100% +100% 25% 47% 2%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 17%  Technology skills ECONOMY G/2%$/ 4%  Ethics 53%  . Improve talent progression and promotion processes 22%  Self-eĴcacy 39%  . Better articulate business purpose and impact 10 %  Working with others 34%  . Oijer higher wages 9esRilling sRill focus 33%  . Provide eijective reskilling and upskilling 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) More diversity, eTuity and inclusion policies and Skills, knowledge and abilities $ttitudes Global average 22%  . programmes 51% AI and big data Oijer more remote and hybrid work opportunities within 22%  . countries 42% Creative thinking 19%  . Support employee health and well-being 40% Resilience, IJexibility and agility 35% 17%  Analytical thinking . Improve people-and-culture metrics and reporting 34% Leadership and social inIJuence 16%  . Tapping into diverse talent pools 31% Curiosity and lifelong learning 13%  28%  Improve internal-communication strategy Technological literacy 25% Motivation and self-awareness Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 23% Networks and cybersecurity ECONOMY G/2%$/ 23% Talent management 55%  . Run comprehensive DEI training for managers :Rill stability % 48%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Run comprehensive DEI training for staij Global % reTuired) Enable inclusion and accessibility across physical and 42%  . Training funding virtual spaces 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Set DEI goals, targets or Tuotas that exceed public 42%  . reTuirements ECONOMY GLOBAL Embed DEI goals and solutions across the supply 34%  . 11% 16% Co-funding across the industry chain 24% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 37% 22% Funded by government Global % 100% 87% Funded by my organi]ation 18% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 South Africa 33.1 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Power storage and generation -100% +100% -100% +100% 70% 68% Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 41% 63% Broadening digital access Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 39% 60% Consumers becoming more vocal on social issues Encryption and cybersecurity -100% +100% -100% +100% 10% 50% Increased adoption of new and frontier technologies Digital platforms and apps -100% +100% -100% +100% 10% 48% Supply shortages and/or rising cost of inputs for your business Education and workforce development technologies -100% +100% -100% +100% -12% 43% Rising cost of living for consumers Internet of things and connected devices -100% +100% -100% +100% -24% 32% Slower global economic growth Cloud computing -100% +100% -100% +100% -68% 29% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 20% Five-year structural labour-force churn (percent) Global 23% Labour force participation 65% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 11% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 31% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 26% 19% 24% Business Development Professionals Unemployment rate among workers with basic 31% edu. 16% 34% Data Analysts and Scientists Unemployment rate among workers with 14% advanced edu. 9% 32% Digital Transformation Specialists Secondary Education Attainment 70% 27% 21% Sales and Marketing Professionals Tertiary Education Attainment 16% 3% 14% General and Operations Managers Ease of finding skilled employees in local labour market 3.89 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 3% 18% Lawyers Fill vacancies by hiring foreign labour 4.28 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 12% 19% Accountants and Auditors Country investment in mid-career training 3.30 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 38% 26% Telemarketers Workers' Rights Index 3 23% 35% Administrative and Executive Secretaries 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights 1 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance

Economy Profile Working Age Population (Millions)  / 2 South Africa 33.1 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2 2  2  Talent availability when hiring ECONOMY G/2%$/ -100% +100% 44% 33% 27%  Cognitive skills Talent development of existing workforce -100% +100% 6% 78% 6%  Engagement skills Talent retention of existing workforce 12%  Management skills -100% +100% 11% 50% 2%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 11%  Technology skills ECONOMY G/2%$/ 4%  Ethics 50%  . Improve talent progression and promotion processes 24%  Self-eĴcacy 44%  . Provide eijective reskilling and upskilling 15 %  Oijer more remote and hybrid work opportunities within Working with others 28%  . countries 9esRilling sRill focus 22%  . Improve internal-communication strategy 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) More diversity, eTuity and inclusion policies and Skills, knowledge and abilities $ttitudes Global average 22%  . programmes 56% Analytical thinking 22%  . Oijer higher wages 50% Leadership and social inIJuence Remove degree reTuirements and conduct skills-based 22%  . 44% Resilience, IJexibility and agility hiring 33% 22%  Creative thinking . Support employee health and well-being 33% Empathy and active listening 17%  . Tapping into diverse talent pools 33% Technological literacy 11%  28%  Better articulate business purpose and impact Environmental stewardship 28% Networks and cybersecurity Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 28% Resource management and operations ECONOMY G/2%$/ 28% Service orientation and customer service Enable inclusion and accessibility across physical and 50%  . virtual spaces :Rill stability % Oijer greater IJexibility on education reTuirements to 39%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Global % recruit from various backgrounds reTuired) 39%  . Run comprehensive DEI training for managers Training funding 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Set DEI goals, targets or Tuotas that exceed public 39%  . reTuirements ECONOMY GLOBAL Embed DEI goals and solutions across the supply 28%  . 17% 16% Co-funding across the industry chain 17% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 22% 22% Funded by government Global % 89% 87% Funded by my organi]ation 28% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Spain 35.3 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 57% 68% Climate-change induced investments into adapting operations Digital platforms and apps -100% +100% -100% +100% 53% 44% Broader application of Environmental, Social and Governance (ESG) standards Encryption and cybersecurity -100% +100% -100% +100% 53% 43% Increased adoption of new and frontier technologies Internet of things and connected devices -100% +100% -100% +100% 49% 37% Broadening digital access Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 45% 29% Consumers becoming more vocal on social issues Cloud computing -100% +100% -100% +100% 21% 26% Consumers becoming more vocal on environmental issues Education and workforce development technologies -100% +100% -100% +100% 18% 24% Slower global economic growth E-commerce and digital trade -100% +100% -100% +100% -57% 15% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 17% Five-year structural labour-force churn (percent) Global 23% Labour force participation 61% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 11% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 11% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 13% 41% 34% Data Analysts and Scientists Unemployment rate among workers with basic 19% edu. 18% 24% Business Development Professionals Unemployment rate among workers with 9% advanced edu. 14% 25% Project Managers Secondary Education Attainment 53% 17% 22% Sales and Purchasing Agents and Brokers Tertiary Education Attainment 33% 9% 28% Digital Marketing and Strategy Specialists Ease of finding skilled employees in local labour market 4.41 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 10% 18% Product Managers Fill vacancies by hiring foreign labour 4.02 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 26% 21% Sales and Marketing Professionals Country investment in mid-career training 2.76 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 13% 17% Assembly and Factory Workers Workers' Rights Index 2 15% 14% General and Operations Managers 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights 14% 12% Human Resources Specialists 1 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance Accounting, Bookkeeping and Payroll 17% 29% Clerks 46% 42% Data Entry Clerks

Economy Profile Working Age Population (Millions)  / 2 Spain 35.3 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2   2  Talent availability when hiring ECONOMY G/2%$/ -100% +100% 39% 36% 25%  Cognitive skills Talent development of existing workforce -100% +100% 3% 73% 6%  Engagement skills Talent retention of existing workforce 11%  Management skills -100% +100% 33% 46% 2%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 16%  Technology skills ECONOMY G/2%$/ 4%  Ethics 42%  . Improve talent progression and promotion processes 27%  Self-eĴcacy 36%  . Oijer higher wages 10 %  Working with others 33%  . Provide eijective reskilling and upskilling 9esRilling sRill focus 27%  . Better articulate business purpose and impact 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 27%  . Support employee health and well-being 47% Analytical thinking 24%  . Improve people-and-culture metrics and reporting 43% AI and big data More diversity, eTuity and inclusion policies and 24%  . 43% Creative thinking programmes 43% 21%  Design and user experience . Improve working hours and overtime 33% Service orientation and customer service Oijer more remote and hybrid work opportunities within 21%  . 27% countries Curiosity and lifelong learning 12%  27%  Improve internal-communication strategy Leadership and social inIJuence 27% Resilience, IJexibility and agility Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 23% Resource management and operations ECONOMY G/2%$/ 23% Technological literacy 52%  . Run comprehensive DEI training for managers :Rill stability % Enable inclusion and accessibility across physical and 49%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Global % virtual spaces reTuired) 46%  . Run comprehensive DEI training for staij Training funding 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Oijer greater IJexibility on education reTuirements to 42%  . recruit from various backgrounds ECONOMY GLOBAL Set DEI goals, targets or Tuotas that exceed public 36%  . 12% 16% Co-funding across the industry reTuirements 39% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms 7% (share of organizations surveyed) 18% 22% Funded by government Global % 97% 87% Funded by my organi]ation 24% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Sweden 7.3 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 62% 50% Broader application of Environmental, Social and Governance (ESG) standards Digital platforms and apps -100% +100% -100% +100% 59% 50% Climate-change induced investments into adapting operations E-commerce and digital trade -100% +100% -100% +100% 45% 43% Increased adoption of new and frontier technologies Education and workforce development technologies -100% +100% -100% +100% 35% 43% Broadening digital access Encryption and cybersecurity -100% +100% -100% +100% 25% 43% Consumers becoming more vocal on environmental issues Climate-change mitigation technology (Alternative Energy, Greenhouse gases … -100% +100% -100% +100% 15% 41% Supply shortages and/or rising cost of inputs for your business Cloud computing -100% +100% -100% +100% -33% 35% Slower global economic growth Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -42% 21% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 24% Five-year structural labour-force churn (percent) Global 23% Labour force participation 69% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 6% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 5% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 7% 38% 34% Data Analysts and Scientists Unemployment rate among workers with basic 22% edu. 37% 19% Software and Applications Developers Unemployment rate among workers with 4% advanced edu. 15% 23% Application Developers Secondary Education Attainment 77% 20% 25% Project Managers Tertiary Education Attainment 34% 9% 24% Business Development Professionals Ease of finding skilled employees in local labour market 4.62 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 21% 14% General and Operations Managers Fill vacancies by hiring foreign labour 4.63 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 3% 17% Financial Analysts Country investment in mid-career training 4.71 Client Information and Customer Service 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 13% 20% Workers Workers' Rights Index 1 18% 17% Assembly and Factory Workers 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights Accounting, Bookkeeping and Payroll 28% 29% 0 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of Clerks compliance 50% 42% Data Entry Clerks 80% 19% Accountants and Auditors

Economy Profile Working Age Population (Millions)  / 2 Sweden 7.3 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2 2  2  Talent availability when hiring ECONOMY G/2%$/ -100% +100% 71% 17% 24%  Cognitive skills Talent development of existing workforce -100% +100% 8% 67% 6%  Engagement skills Talent retention of existing workforce 12%  Management skills -100% +100% 33% 54% 2%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 15%  Technology skills ECONOMY G/2%$/ 2%  Ethics 63%  . Improve talent progression and promotion processes 26%  Self-eĴcacy 50%  . Provide eijective reskilling and upskilling 14 %  Working with others 25%  . Improve working hours and overtime 9esRilling sRill focus 25%  . Oijer higher wages 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Oijer more remote and hybrid work opportunities within Skills, knowledge and abilities $ttitudes Global average 25%  . countries 58% Analytical thinking 21%  . Improve people-and-culture metrics and reporting 54% Leadership and social inIJuence More diversity, eTuity and inclusion policies and 21%  . 46% Curiosity and lifelong learning programmes 46% 21%  Resilience, IJexibility and agility . Support employee health and well-being 38% AI and big data 13%  . Better articulate business purpose and impact 38% Technological literacy 13%  29% . Oijer more remote work across national borders Motivation and self-awareness 21% Creative thinking Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 21% Design and user experience ECONOMY G/2%$/ 21% Empathy and active listening 59%  . Run comprehensive DEI training for managers :Rill stability % Enable inclusion and accessibility across physical and 41%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Global % virtual spaces reTuired) 41%  . Run comprehensive DEI training for staij Training funding 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Set DEI goals, targets or Tuotas that exceed public 41%  . reTuirements ECONOMY GLOBAL Embed DEI goals and solutions across the supply 32%  . 13% 16% Co-funding across the industry chain 32%  42% 28% Free-of-cost training . Set up Employee Representation Groups 17% 22% Funded by government :hare of companies ^ith +,0 7rograms % 96% 87% Funded by my organi]ation (share of organizations surveyed) Global % 21% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Switzerland 6.4 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Climate-change induced investments into adapting operations Big-data analytics -100% +100% -100% +100% 62% 59% Investments to facilitate the green transition of your business Encryption and cybersecurity -100% +100% -100% +100% 55% 55% Consumers becoming more vocal on social issues Education and workforce development technologies -100% +100% -100% +100% 47% 43% Broader application of Environmental, Social and Governance (ESG) standards Internet of things and connected devices -100% +100% -100% +100% 46% 40% Increased adoption of new and frontier technologies Climate-change mitigation technology (Alternative Energy, Greenhouse gases … -100% +100% -100% +100% 38% 38% Broadening digital access Cloud computing -100% +100% -100% +100% 31% 37% Rising cost of living for consumers Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% -25% 35% Supply shortages and/or rising cost of inputs for your business E-commerce and digital trade -100% +100% -100% +100% -32% 18% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 24% Five-year structural labour-force churn (percent) Global 23% Labour force participation 68% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 9% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 10% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 5% 50% 19% Accountants and Auditors Unemployment rate among workers with basic 9% edu. 30% 18% Lawyers Unemployment rate among workers with 3% advanced edu. 19% 24% Business Development Professionals Secondary Education Attainment 87% 18% 34% Data Analysts and Scientists Tertiary Education Attainment 40% 14% 25% Project Managers Ease of finding skilled employees in local labour market 4.40 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 14% 14% General and Operations Managers Fill vacancies by hiring foreign labour 4.86 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign Business Services and Administration labour 22% 22% Managers Country investment in mid-career training 5.00 Accounting, Bookkeeping and Payroll 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 17% 29% Clerks Workers' Rights Index Sales Representatives, Wholesale and 2 19% 14% 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights … Manufacturing, Technical and Scientific Level of National Compliance with Labour Rights 25% 17% Assembly and Factory Workers 0 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance

Economy Profile Working Age Population (Millions)  / 2 Switzerland 6.4 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2   2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 36% 32% 21%  Cognitive skills Talent development of existing workforce -100% +100% 9% 77% 9%  Engagement skills Talent retention of existing workforce 13%  Management skills -100% +100% 36% 32% 3%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 15%  Technology skills ECONOMY G/2%$/ 5%  Ethics 46%  . Improve talent progression and promotion processes 25%  Oijer more remote and hybrid work opportunities within Self-eĴcacy 41%  . countries 9 %  Working with others 27%  . Better articulate business purpose and impact 9esRilling sRill focus 27%  . Improve internal-communication strategy 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) More diversity, eTuity and inclusion policies and Skills, knowledge and abilities $ttitudes Global average 27%  . programmes 46% AI and big data 27%  . Provide eijective reskilling and upskilling 41% Leadership and social inIJuence 23%  . Support employee health and well-being 36% Analytical thinking 36% 18%  Creative thinking . Oijer higher wages 36% Resilience, IJexibility and agility 14%  . Improve people-and-culture metrics and reporting 32% Technological literacy 9%  27%  Improve safety in the workplace Design and user experience 23% Empathy and active listening Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 18% Environmental stewardship ECONOMY G/2%$/ 18% 4uality control 70%  . Run comprehensive DEI training for managers :Rill stability % 61%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Run comprehensive DEI training for staij Global % reTuired) Set DEI goals, targets or Tuotas that exceed public 48%  . Training funding reTuirements 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Embed DEI goals and solutions across the supply 39%  . chain ECONOMY GLOBAL 30%  . Set up Employee Representation Groups 4% 16% Co-funding across the industry 35% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 9% 22% Funded by government Global % 91% 87% Funded by my organi]ation 26% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Taiwan, China 17.6 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broadening digital access Big-data analytics -100% +100% -100% +100% 68% 79% Climate-change induced investments into adapting operations Digital platforms and apps -100% +100% -100% +100% 67% 63% Investments to facilitate the green transition of your business Climate-change mitigation technology (Alternative Energy, Greenhouse gases … -100% +100% -100% +100% 59% 53% Broader application of Environmental, Social and Governance (ESG) standards Cloud computing -100% +100% -100% +100% 55% 50% Increased adoption of new and frontier technologies Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 55% 50% Consumers becoming more vocal on environmental issues Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 22% 47% Supply shortages and/or rising cost of inputs for your business Internet of things and connected devices -100% +100% -100% +100% -23% 47% Slower global economic growth Augmented and virtual reality -100% +100% -100% +100% -44% 44% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 15% Five-year structural labour-force churn (percent) Global 23% Labour force participation 63% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment NA growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL NA ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 3% 18% 40% AI and Machine Learning Specialists Unemployment rate among workers with basic NA edu. 8% 13% Electrotechnology Engineers Unemployment rate among workers with NA advanced edu. 28% 20% Supply Chain and Logistics Specialists Secondary Education Attainment NA 21% 14% General and Operations Managers Tertiary Education Attainment NA 12% 17% Assembly and Factory Workers Ease of finding skilled employees in local labour market 5.19 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 16% 35% Administrative and Executive Secretaries Fill vacancies by hiring foreign labour 4.56 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 28% 42% Data Entry Clerks Country investment in mid-career training 4.88 1=Government does not invest in mid-career training, 7=Government invests in mid-career training Workers' Rights Index 2 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights NA 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance

Economy Profile Working Age Population (Millions)  / 2 Taiwan, China 17.6 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2  2 2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 24% 47% 29%  Cognitive skills Talent development of existing workforce -100% +100% 6% 77% 7%  Engagement skills Talent retention of existing workforce 8%  Management skills -100% +100% 29% 41% 2%  3hysical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 13%  Technology skills ECONOMY G/2%$/ 3%  Ethics 41%  . Better articulate business purpose and impact 25%  More diversity, eTuity and inclusion policies and Self-eĴcacy 41%  . programmes 12 %  Working with others 35%  . Improve talent progression and promotion processes 9esRilling sRill focus 35%  . Oijer higher wages 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 29%  . 3rovide eijective reskilling and upskilling 65% Analytical thinking 24%  . Improve internal-communication strategy 59% Leadership and social inIJuence 24%  . Support employee health and well-being 47% Creative thinking 41% 18%  AI and big data . Tapping into diverse talent pools 41% Systems thinking 12%  . Improve people-and-culture metrics and reporting 29% Curiosity and lifelong learning Oijer more remote and hybrid work opportunities within 12%  24% . Empathy and active listening countries 24% Talent management Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 24% Technological literacy ECONOMY G/2%$/ 12% Global citi]enship 65%  . Run comprehensive DEI training for managers 12% Motivation and self-awareness 12% 47%  Multi-lingualism . Run comprehensive DEI training for staij Enable inclusion and accessibility across physical and :Rill stability 41%  . 5% virtual spaces 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % Set DEI goals, targets or Tuotas that exceed public reTuired) 41%  . reTuirements Training funding Embed DEI goals and solutions across the supply 35%  . 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) chain Oijer greater IJexibility on education reTuirements to ECONOMY GLOBAL 35%  . recruit from various backgrounds 6% 16% Co-funding across the industry :hare of companies ^ith +,0 7rograms 1% 24% 28% Free-of-cost training (share of organizations surveyed) Global % 29% 22% Funded by government 100% 87% Funded by my organi]ation 0% 24% 3ublic-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Thailand 48.0 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 58% 67% Broader application of Environmental, Social and Governance (ESG) standards Climate-change mitigation technology (Alternative Energy, Greenhouse gases … -100% +100% -100% +100% 50% 64% Climate-change induced investments into adapting operations Encryption and cybersecurity -100% +100% -100% +100% 50% 55% Broadening digital access Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 47% 54% Consumers becoming more vocal on environmental issues Digital platforms and apps -100% +100% -100% +100% 40% 48% Increased adoption of new and frontier technologies Internet of things and connected devices -100% +100% -100% +100% 38% 41% Rising cost of living for consumers Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -15% 40% Supply shortages and/or rising cost of inputs for your business Cloud computing -100% +100% -100% +100% -17% 38% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 24% Five-year structural labour-force churn (percent) Global 23% Labour force participation 72% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 48% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 15% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 1% 43% 34% Data Analysts and Scientists Unemployment rate among workers with basic 1% edu. 42% 32% Digital Transformation Specialists Unemployment rate among workers with 1% advanced edu. 27% 24% Business Development Professionals Secondary Education Attainment 35% 32% 25% Project Managers Tertiary Education Attainment 20% 14% 21% Sales and Marketing Professionals Ease of finding skilled employees in local labour market 4.59 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees Business Services and Administration 22% 22% Fill vacancies by hiring foreign labour Managers 4.18 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 26% 14% General and Operations Managers Country investment in mid-career training 3.29 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 10% 19% Accountants and Auditors Workers' Rights Index 5 17% 17% Assembly and Factory Workers 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights Accounting, Bookkeeping and Payroll 22% 29% NA 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of Clerks compliance 38% 35% Administrative and Executive Secretaries

Economy Profile Working Age Population (Millions)  / 2 Thailand 48.0 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2    2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 27% 41% 26%  Cognitive skills Talent development of existing workforce -100% +100% 5% 73% 8%  Engagement skills Talent retention of existing workforce 13%  Management skills -100% +100% 30% 43% 3%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 16%  Technology skills ECONOMY G/2%$/ 4%  Ethics 48%  . Improve talent progression and promotion processes 18%  Self-eĴcacy 41%  . Better articulate business purpose and impact 12 %  Working with others 34%  . Provide eijective reskilling and upskilling 9esRilling sRill focus 32%  . Oijer higher wages 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 23%  . Tapping into diverse talent pools 49% AI and big data 21%  . Improve people-and-culture metrics and reporting 47% Analytical thinking More diversity, eTuity and inclusion policies and 21%  . 47% Creative thinking programmes 42% 18%  Leadership and social inIJuence . Improve internal-communication strategy 29% Talent management Oijer more remote and hybrid work opportunities within 16%  . 27% countries Resilience, IJexibility and agility 16%  24% . Support employee health and well-being Curiosity and lifelong learning 24% Technological literacy Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 20% Environmental stewardship ECONOMY G/2%$/ 20% Service orientation and customer service 61%  . Run comprehensive DEI training for managers :Rill stability % 51%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Run comprehensive DEI training for staij Global % reTuired) Embed DEI goals and solutions across the supply 40%  . Training funding chain 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Set DEI goals, targets or Tuotas that exceed public 37%  . reTuirements ECONOMY GLOBAL :hare of companies ^ith +,0 7rograms 12% 16% Co-funding across the industry % (share of organizations surveyed) Global % 26% 28% Free-of-cost training 36% 22% Funded by government 95% 87% Funded by my organi]ation 14% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Türkiye 51.8 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Climate-change induced investments into adapting operations Big-data analytics -100% +100% -100% +100% 56% 82% Increased adoption of new and frontier technologies Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 55% 56% Broader application of Environmental, Social and Governance (ESG) standards Digital platforms and apps -100% +100% -100% +100% 54% 55% Consumers becoming more vocal on social issues Cloud computing -100% +100% -100% +100% 50% 48% Broadening digital access E-commerce and digital trade -100% +100% -100% +100% 48% 48% Consumers becoming more vocal on environmental issues Encryption and cybersecurity -100% +100% -100% +100% 44% 44% Supply shortages and/or rising cost of inputs for your business Education and workforce development technologies -100% +100% -100% +100% -40% 43% Slower global economic growth Internet of things and connected devices -100% +100% -100% +100% -43% 38% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 26% Five-year structural labour-force churn (percent) Global 23% Labour force participation 54% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 27% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 25% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 10% 39% 40% AI and Machine Learning Specialists Unemployment rate among workers with basic 10% edu. 19% 25% Project Managers Unemployment rate among workers with 10% advanced edu. 40% 30% Strategic Advisors Secondary Education Attainment 42% 7% 17% Managing Directors and Chief Executives Tertiary Education Attainment 21% 12% 14% General and Operations Managers Ease of finding skilled employees in local labour market 4.65 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 17% 17% Assembly and Factory Workers Fill vacancies by hiring foreign labour 3.00 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 31% 35% Administrative and Executive Secretaries Country investment in mid-career training 2.96 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 32% 19% Accountants and Auditors Workers' Rights Index 5 60% 42% Data Entry Clerks 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights Accounting, Bookkeeping and Payroll 52% 29% 4 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of Clerks compliance

Economy Profile Working Age Population (Millions)  / 2 Türkiye 51.8 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2   2 2 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 25% 50% 25%  Cognitive skills Talent development of existing workforce -100% +100% 7% 82% 3%  Engagement skills Talent retention of existing workforce 14%  Management skills -100% +100% 22% 58% 4%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 15%  Technology skills ECONOMY G/2%$/ 4%  Ethics 55%  . Improve talent progression and promotion processes 23%  Self-eĴcacy 52%  . Oijer higher wages 12 %  Working with others 27%  . Provide eijective reskilling and upskilling 9esRilling sRill focus 22%  . Better articulate business purpose and impact 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes Global average 22%  . Improve internal-communication strategy 53% Analytical thinking 20%  . Improve working hours and overtime 49% AI and big data 20%  . Support employee health and well-being 46% Creative thinking 44% 18%  Curiosity and lifelong learning . Improve people-and-culture metrics and reporting 37% Technological literacy More diversity, eTuity and inclusion policies and 18%  . 31% programmes Resource management and operations Oijer more remote and hybrid work opportunities within 17%  29%  Environmental stewardship countries 29% Talent management Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 27% Leadership and social inIJuence ECONOMY G/2%$/ 25% Dependability and attention to detail 53%  . Run comprehensive DEI training for managers :Rill stability % 47%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Run comprehensive DEI training for staij Global % reTuired) Enable inclusion and accessibility across physical and 35%  . Training funding virtual spaces 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Embed DEI goals and solutions across the supply 30%  . chain ECONOMY GLOBAL :hare of companies ^ith +,0 7rograms 17% 16% Co-funding across the industry 6% (share of organizations surveyed) Global % 30% 28% Free-of-cost training 23% 22% Funded by government 92% 87% Funded by my organi]ation 25% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 United Arab Emirates 8.2 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Encryption and cybersecurity -100% +100% -100% +100% 52% 60% Broadening digital access Big-data analytics -100% +100% -100% +100% 50% 58% Supply chains becoming more locali]ed Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 50% 54% Increased adoption of new and frontier technologies Education and workforce development technologies -100% +100% -100% +100% 38% 52% Consumers becoming more vocal on environmental issues Digital platforms and apps -100% +100% -100% +100% 17% 50% Rising cost of living for consumers E-commerce and digital trade -100% +100% -100% +100% -3% 50% Supply shortages and/or rising cost of inputs for your business Internet of things and connected devices -100% +100% -100% +100% -25% 33% Slower global economic growth Cloud computing -100% +100% -100% +100% -32% 31% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 22% Five-year structural labour-force churn (percent) Global 23% Labour force participation 82% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 1% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 11% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 2% 45% 35% Business Intelligence Analysts Unemployment rate among workers with basic 0% edu. 34% 32% Digital Transformation Specialists Unemployment rate among workers with 4% advanced edu. 27% 25% Vocational Education Teachers Secondary Education Attainment 73% 23% 34% Data Analysts and Scientists Tertiary Education Attainment 52% 39% 25% Project Managers Ease of finding skilled employees in local labour market 5.02 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 13% 28% Digital Marketing and Strategy Specialists Fill vacancies by hiring foreign labour 5.49 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 12% 17% Managing Directors and Chief Executives Country investment in mid-career training 5.08 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 21% 24% Business Development Professionals Workers' Rights Index 5 19% 14% General and Operations Managers 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights Business Services and Administration 31% 22% NA 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of Managers compliance Accounting, Bookkeeping and Payroll 25% 29% Clerks 26% 19% Accountants and Auditors

Economy Profile Working Age Population (Millions)  / 2 United Arab Emirates 8.2 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2   2  Talent availability when hiring ECONOMY G/2%$/ -100% +100% 19% 55% 26%  Cognitive skills Talent development of existing workforce -100% +100% 0% 74% 8%  Engagement skills Talent retention of existing workforce 13%  Management skills -100% +100% 13% 61% 1%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 15%  Technology skills ECONOMY G/2%$/ 2%  Ethics 42%  . Provide eijective reskilling and upskilling 21%  Self-eĴcacy 39%  . Improve talent progression and promotion processes 14 %  Working with others 36%  . Oijer higher wages 9esRilling sRill focus 23%  . Improve internal-communication strategy 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) More diversity, eTuity and inclusion policies and Skills, knowledge and abilities $ttitudes Global average 23%  . programmes 43% AI and big data 19%  . Improve people-and-culture metrics and reporting 43% Analytical thinking 16%  . Better articulate business purpose and impact 40% Creative thinking 37% 16%  Leadership and social inIJuence . Support employee health and well-being 37% Resilience, IJexibility and agility Oijer more remote and hybrid work opportunities within 13%  . 33% countries Design and user experience 13%  33% . Tapping into diverse talent pools Empathy and active listening 33% Marketing and media Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 30% Service orientation and customer service ECONOMY G/2%$/ 27% Curiosity and lifelong learning Enable inclusion and accessibility across physical and 45%  . virtual spaces :Rill stability % Provide greater IJexibility on degree reTuirements for 32%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Global % roles reTuired) Oijer greater IJexibility on education reTuirements to 29%  . Training funding recruit from various backgrounds 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 29%  . Set up Employee Representation Groups ECONOMY GLOBAL 26%  . Run comprehensive DEI training for managers 30% 16% Co-funding across the industry 26%  37% 28% Free-of-cost training . Run comprehensive DEI training for staij 30% 22% Funded by government :hare of companies ^ith +,0 7rograms % 83% 87% Funded by my organi]ation (share of organizations surveyed) Global % 37% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 United Kingdom 46.4 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Big-data analytics -100% +100% -100% +100% 60% 53% Investments to facilitate the green transition of your business Encryption and cybersecurity -100% +100% -100% +100% 59% 52% Climate-change induced investments into adapting operations Internet of things and connected devices -100% +100% -100% +100% 56% 43% Broadening digital access Digital platforms and apps -100% +100% -100% +100% 44% 41% Increased adoption of new and frontier technologies E-commerce and digital trade -100% +100% -100% +100% 43% 41% Consumers becoming more vocal on environmental issues Education and workforce development technologies -100% +100% -100% +100% 35% 39% Consumers becoming more vocal on social issues Cloud computing -100% +100% -100% +100% 23% 33% Slower global economic growth Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -56% 24% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 21% Five-year structural labour-force churn (percent) Global 23% Labour force participation 64% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 13% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 11% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 3% 38% 40% AI and Machine Learning Specialists Unemployment rate among workers with basic 5% edu. 41% 34% Data Analysts and Scientists Unemployment rate among workers with 2% advanced edu. 26% 24% Business Development Professionals Secondary Education Attainment 80% 18% 25% Project Managers Tertiary Education Attainment 47% 15% 12% Human Resources Specialists Ease of finding skilled employees in local labour market 4.26 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 16% 14% General and Operations Managers Fill vacancies by hiring foreign labour 3.99 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 19% 19% Accountants and Auditors Country investment in mid-career training 4.27 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 20% 17% Assembly and Factory Workers Workers' Rights Index 3 36% 42% Data Entry Clerks 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights Accounting, Bookkeeping and Payroll 29% 29% 1 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of Clerks compliance

Economy Profile Working Age Population (Millions)  / 2 United Kingdom 46.4 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2 2  2  Talent availability when hiring ECONOMY G/2%$/ -100% +100% 40% 37% 27%  Cognitive skills Talent development of existing workforce -100% +100% 5% 81% 6%  Engagement skills Talent retention of existing workforce 12%  Management skills -100% +100% 25% 51% 2%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 15%  Technology skills ECONOMY G/2%$/ 3%  Ethics 50%  . Improve talent progression and promotion processes 24%  Oijer more remote and hybrid work opportunities within Self-eĴcacy 31%  . countries 11 %  Working with others 30%  . Better articulate business purpose and impact 9esRilling sRill focus 30%  . Provide eijective reskilling and upskilling 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) More diversity, eTuity and inclusion policies and Skills, knowledge and abilities $ttitudes Global average 27%  . programmes 55% Analytical thinking 24%  . Support employee health and well-being 45% Creative thinking 23%  . Oijer higher wages 43% Resilience, IJexibility and agility 41% 20%  AI and big data . Improve people-and-culture metrics and reporting 37% Leadership and social inIJuence 15%  . Tapping into diverse talent pools 31% Design and user experience 11%  29%  Improve internal-communication strategy Curiosity and lifelong learning 28% Empathy and active listening Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 26% Technological literacy ECONOMY G/2%$/ 22% Talent management 62%  . Run comprehensive DEI training for managers :Rill stability % 52%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Run comprehensive DEI training for staij Global % reTuired) Enable inclusion and accessibility across physical and 51%  . Training funding virtual spaces 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Set DEI goals, targets or Tuotas that exceed public 44%  . reTuirements ECONOMY GLOBAL Embed DEI goals and solutions across the supply 33%  . 9% 16% Co-funding across the industry chain 31% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 17% 22% Funded by government Global % 96% 87% Funded by my organi]ation 19% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 United States of America 226.0 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 59% 59% Broader application of Environmental, Social and Governance (ESG) standards Encryption and cybersecurity -100% +100% -100% +100% 55% 48% Climate-change induced investments into adapting operations Digital platforms and apps -100% +100% -100% +100% 52% 40% Increased adoption of new and frontier technologies Internet of things and connected devices -100% +100% -100% +100% 45% 39% Broadening digital access Education and workforce development technologies -100% +100% -100% +100% 42% 37% Consumers becoming more vocal on environmental issues Cloud computing -100% +100% -100% +100% 36% 31% Supply shortages and/or rising cost of inputs for your business E-commerce and digital trade -100% +100% -100% +100% -19% 30% Slower global economic growth Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -59% 21% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 21% Five-year structural labour-force churn (percent) Global 23% Labour force participation 63% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 4% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 11% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 3% 37% 34% Data Analysts and Scientists Unemployment rate among workers with basic 5% edu. 30% 40% AI and Machine Learning Specialists Unemployment rate among workers with 2% advanced edu. 23% 24% Business Development Professionals Secondary Education Attainment 91% 26% 25% Project Managers Tertiary Education Attainment 48% 24% 19% Accountants and Auditors Ease of finding skilled employees in local labour market 5.19 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 17% 14% General and Operations Managers Fill vacancies by hiring foreign labour 5.32 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 17% 17% Assembly and Factory Workers Country investment in mid-career training 5.35 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 34% 42% Data Entry Clerks Workers' Rights Index 4 31% 35% Administrative and Executive Secretaries 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Level of National Compliance with Labour Rights Accounting, Bookkeeping and Payroll 34% 29% NA 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of Clerks compliance

Economy Profile Working Age Population (Millions)  / 2 United States of America 226.0 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2   2  Talent availability when hiring ECONOMY G/2%$/ -100% +100% 41% 37% 25%  Cognitive skills Talent development of existing workforce -100% +100% 3% 77% 6%  Engagement skills Talent retention of existing workforce 13%  Management skills -100% +100% 28% 46% 2%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 15%  Technology skills ECONOMY G/2%$/ 3%  Ethics 54%  . Improve talent progression and promotion processes 24%  Self-eĴcacy 32%  . Oijer higher wages 11 %  Working with others 31%  . Provide eijective reskilling and upskilling 9esRilling sRill focus 29%  . Better articulate business purpose and impact 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) More diversity, eTuity and inclusion policies and Skills, knowledge and abilities $ttitudes Global average 27%  . programmes 47% AI and big data Oijer more remote and hybrid work opportunities within 23%  . countries 47% Analytical thinking 19%  . Support employee health and well-being 46% Creative thinking 41% 17%  Resilience, IJexibility and agility . Improve people-and-culture metrics and reporting 37% Leadership and social inIJuence 15%  . Tapping into diverse talent pools 35% Curiosity and lifelong learning 13%  27%  Improve internal-communication strategy Empathy and active listening 27% Talent management Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 26% Technological literacy ECONOMY G/2%$/ 26% Design and user experience 64%  . Run comprehensive DEI training for managers :Rill stability % 51%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Run comprehensive DEI training for staij Global % reTuired) Enable inclusion and accessibility across physical and 47%  . Training funding virtual spaces 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Set DEI goals, targets or Tuotas that exceed public 45%  . reTuirements ECONOMY GLOBAL Embed DEI goals and solutions across the supply 34%  . 8% 16% Co-funding across the industry chain 25% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 21% 22% Funded by government Global % 95% 87% Funded by my organi]ation 24% 24% Public-private hybrid funding

Economy Profile Working Age Population (Millions) 1 / 2 Viet Nam 63.1 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Supply chains becoming more localized Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 75% 65% Increased adoption of new and frontier technologies Big-data analytics -100% +100% -100% +100% 68% 59% Broadening digital access Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 41% 30% Broader application of Environmental, Social and Governance (ESG) standards Cloud computing -100% +100% -100% +100% 41% 29% Ageing populations in advanced and emerging economies Digital platforms and apps -100% +100% -100% +100% 5% 18% Supply shortages and/or rising cost of inputs for your business Education and workforce development technologies -100% +100% -100% +100% 0% 17% Rising cost of living for consumers Internet of things and connected devices -100% +100% -100% +100% -28% 15% Slower global economic growth E-commerce and digital trade -100% +100% -100% +100% -71% 0% Role outlook Contextual indicators Churn in five years INDICATORS 0% 100% 21% Five-year structural labour-force churn (percent) Global 23% Labour force participation 79% Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role Vulnerable employment 52% growth, and their net growth and structural churn (percent) Share of youth not in employment, education, or NET GROWTH ECONOMY GLOBAL 11% ROLES -50% 0 50% CHURN CHURN training (NEET) Unemployment rate 1% 22% 32% Digital Transformation Specialists Unemployment rate among workers with basic 1% edu. 22% 21% Sales and Marketing Professionals Unemployment rate among workers with 2% advanced edu. 19% 20% Supply Chain and Logistics Specialists Secondary Education Attainment 32% 16% 24% Business Development Professionals Tertiary Education Attainment 14% 1% 13% Electrotechnology Engineers Ease of finding skilled employees in local labour market 4.85 1=Companies cannot easily find skilled employees, 7=Companies can easily find skilled employees 4% 12% Human Resources Specialists Fill vacancies by hiring foreign labour 4.18 1=Companies cannot fill vacancies by hiring foreign labour, 7=Companies can fill vacancies by hiring foreign labour 21% 17% Assembly and Factory Workers Country investment in mid-career training 4.38 1=Government does not invest in mid-career training, 7=Government invests in mid-career training 17% 14% General and Operations Managers Workers' Rights Index Accounting, Bookkeeping and Payroll 4 43% 29% 5+=No guarantee of rights due to the breakdown of the rule of law, 1=Sporadic violations of rights Clerks Level of National Compliance with Labour Rights 48% 35% Administrative and Executive Secretaries NA 10=The worst possible score, lower levels of compliance, 0=The best possible score, higher levels of compliance 131% 42% Data Entry Clerks

Economy Profile Working Age Population (Millions)  / 2 Viet Nam 63.1 6kill outlook :orkIorce strateJ\ outlook Core sRills Talent outlooR in  6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities $ttitudes ,mproving :orsening Global average Global average 2   22 Talent availability when hiring ECONOMY G/2%$/ -100% +100% 46% 27% 25%  Cognitive skills Talent development of existing workforce -100% +100% 5% 82% 4%  Engagement skills Talent retention of existing workforce 16%  Management skills -100% +100% 23% 46% 2%  Physical abilities )usiness practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 18%  Technology skills ECONOMY G/2%$/ 3%  Ethics 73%  . Improve talent progression and promotion processes 22%  Self-eĴcacy 55%  . Better articulate business purpose and impact 9 %  Working with others 36%  . Provide eijective reskilling and upskilling 9esRilling sRill focus 32%  . Oijer higher wages 6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) More diversity, eTuity and inclusion policies and Skills, knowledge and abilities $ttitudes Global average 27%  . programmes 46% Analytical thinking 18%  . Improve internal-communication strategy 41% Creative thinking 18%  . Tapping into diverse talent pools 41% Curiosity and lifelong learning 32% 14%  Empathy and active listening . Support employee health and well-being 32% Leadership and social inIJuence Oijer more remote and hybrid work opportunities within 9%  . 32% countries Resilience, IJexibility and agility 5%  32%  Improve safety in the workplace Technological literacy 27% AI and big data Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 27% Systems thinking ECONOMY G/2%$/ 27% Talent management 64%  . Run comprehensive DEI training for managers :Rill stability 1% 59%  6kills reTuired by the workforce that are expected to remain the same (share of all skills . Run comprehensive DEI training for staij Global % reTuired) Enable inclusion and accessibility across physical and 41%  . Training funding virtual spaces 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Set DEI goals, targets or Tuotas that exceed public 41%  . reTuirements ECONOMY GLOBAL Embed DEI goals and solutions across the supply 36%  . 10% 16% Co-funding across the industry chain 29% 28% Free-of-cost training :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) 43% 22% Funded by government Global % 100% 87% Funded by my organization 19% 24% Public-private hybrid funding

May 2023 Future of Jobs Report 2023 II Industry Profile Future of Jobs Report 2023 184

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Accommodation, Food, and Leisure 18.6 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 56% 42% Broadening digital access Education and workforce development technologies -100% +100% -100% +100% 33% 41% Consumers becoming more vocal on environmental issues Encryption and cybersecurity -100% +100% -100% +100% 32% 33% Broader application of Environmental, Social and Governance (ESG) standards Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 30% 31% Increased adoption of new and frontier technologies Cloud computing -100% +100% -100% +100% 21% 27% Rising cost of living for consumers Digital platforms and apps -100% +100% -100% +100% -3% 25% Supply shortages and/or rising cost of inputs for your business Internet of things and connected devices -100% +100% -100% +100% -12% 25% Slower global economic growth E-commerce and digital trade -100% +100% -100% +100% -18% 24% Role outlook Human-machine frontier Churn in five years Human-machine frontier 16% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 70% 30% 2027 Forecast 21% 24% Business Development Professionals 62% 38% 19% 14% General and Operations Managers Workforce strategy outlook Client Information and Customer Service 26% 20% Talent outlook in 2027 Workers Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 13% 9% Hotel and Restaurant Managers Improving Worsening Global average Global average 8% 9% Chefs and Cooks Talent availability when hiring -100% +100% 27% 50% 8% 9% Waiters and Bartenders Talent development of existing workforce Business Services and Administration -100% +100% 9% 62% 18% 22% Managers Talent retention of existing workforce 20% 18% Event Managers -100% +100% 12% 53% 13% 16% Food Preparation Assistants 9% 28% Concierges and Hotel Desk Clerks Accounting, Bookkeeping and Payroll 25% 29% Clerks 23% 35% Administrative and Executive Secretaries

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Accommodation, Food, and Leisure 18.6 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 35%  2     2 . Oijer higher wages INDUSTRY G/2%$/ 32% 2 2. Better articulate business purpose and impact 25% 2 Cognitive skills 32%  2. Improve talent progression and promotion processes 11%  Engagement skills 29%  . Improve internal-communication strategy 16% 2 Management skills 27%  . Improve people-and-culture metrics and reporting 4%  Physical abilities 27%  . Provide eijective reskilling and upskilling 11%  Technology skills 18%  7. Improve safety in the workplace 2%  Ethics 18% 0 7. Tapping into diverse talent pools 19% 2 Self-eĴcacy 12%  . Improve working hours and overtime 12 %  Working with others Oijer more remote and hybrid work opportunities within 12% 2 . countries 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 52% Creative thinking 36% 2 . Run comprehensive DEI training for managers 39% Analytical thinking 36%  2. Run comprehensive DEI training for staij 36% /eadership and social inIJuence Provide greater IJexibility on degree reTuirements for 30% 33% 22 Marketing and media . roles 30% Resource management and operations Embed DEI goals and solutions across the supply 27% 2 . chain 27% Service orientation and customer service Oijer greater IJexibility on education reTuirements to 27% 2 . 24% Empathy and active listening recruit from various backgrounds 24% Environmental stewardship 27% 2 . Recruit a DEI OĴcer 24% Multi-lingualism Set DEI goals, targets or Tuotas that exceed public 27% 2 7. 24% reTuirements 4uality control :hare of companies ^ith +,0 7rograms 6% :kill stability 6% (share of organizations surveyed) 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed)  2  2 ROLES INDUSTRY G/2%$/ 17%  Employer-sponsored apprenticeships 27% 2 Internal training departments 13%  /icensed training from professional associations 28% 27 On-the-Mob training and coaching 8% 2 Private-sector online-learning platforms 5% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Advanced manufacturing 29.9 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 62% 70% Broader application of Environmental, Social and Governance (ESG) standards Big-data analytics -100% +100% -100% +100% 57% 57% Consumers becoming more vocal on environmental issues Climate-change mitigation technology (Alternative Energy, Greenhouse gases … -100% +100% -100% +100% 35% 54% Broadening digital access Power storage and generation -100% +100% -100% +100% 30% 50% Consumers becoming more vocal on social issues Education and workforce development technologies -100% +100% -100% +100% 29% 45% Increased adoption of new and frontier technologies E-commerce and digital trade -100% +100% -100% +100% 27% 32% Supply shortages and/or rising cost of inputs for your business Internet of things and connected devices -100% +100% -100% +100% -6% 31% Slower global economic growth Digital platforms and apps -100% +100% -100% +100% -53% 28% Role outlook Human-machine frontier Churn in five years Human-machine frontier 16% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 69% 31% 2027 Forecast 30% 40% AI and Machine Learning Specialists 55% 45% 10% 25% Project Managers Workforce strategy outlook 15% 24% Business Development Professionals Talent outlook in 2027 Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 8% 17% Managing Directors and Chief Executives Improving Worsening Global average Global average 8% 24% Technical Specialists Talent availability when hiring -100% +100% 31% 40% 7% 15% Industrial and Production Engineers Talent development of existing workforce -100% +100% 6% 83% 10% 14% General and Operations Managers Talent retention of existing workforce 8% 19% Mechanics and Machinery Repairers -100% +100% 27% 48% Sales Representatives, Wholesale and 19% 14% … Manufacturing, Technical and Scientific 15% 17% Assembly and Factory Workers 18% 35% Administrative and Executive Secretaries 39% 42% Data Entry Clerks

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Advanced manufacturing 29.9 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 47%     2 . Improve talent progression and promotion processes INDUSTRY G/2%$/ 37%  2. Provide eijective reskilling and upskilling 19% 2 Cognitive skills 35%  . Oijer higher wages 6%  Engagement skills 28% 2 . Better articulate business purpose and impact 16% 2 Management skills 20%  . Improve people-and-culture metrics and reporting 5%  Physical abilities Oijer more remote and hybrid work opportunities within 20% 2 . countries 15%  Technology skills 18%  7. Improve internal-communication strategy 4%  Ethics More diversity, eTuity and inclusion policies and 18%  7. programmes 25% 2 Self-eĴcacy 16%  . Improve working hours and overtime 10 %  Working with others 16%  . Support employee health and well-being 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 44% Leadership and social inIJuence 42% 2 . Run comprehensive DEI training for managers 35% AI and big data 40%  2. Run comprehensive DEI training for staij 35% Analytical thinking Embed DEI goals and solutions across the supply 31% 36% 2 Creative thinking . chain 31% Environmental stewardship 32% 2 . Recruit a DEI OĴcer 31% Resilience, IJexibility and agility Enable inclusion and accessibility across physical and 30%  . 31% Resource management and operations virtual spaces 31% Talent management :hare of companies ^ith +,0 7rograms % 29% (share of organizations surveyed) Technological literacy Global % 27% Design and user experience :kill stability 6% 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed) 2 2 2 2 ROLES INDUSTRY G/2%$/ 20%  Employer-sponsored apprenticeships 20% 2 Internal training departments 12%  Licensed training from professional associations 29% 27 On-the-job training and coaching 9% 2 Private-sector online-learning platforms 9% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Agriculture, forestry, and fishing 96.3 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Consumers becoming more vocal on environmental issues Agriculture technologies -100% +100% -100% +100% 57% 73% Investments to facilitate the green transition of your business Biodiversity protection technologies -100% +100% -100% +100% 56% 50% Broader application of Environmental, Social and Governance (ESG) standards Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 40% 50% Increased adoption of new and frontier technologies Climate-change mitigation technology (Alternative Energy, Greenhouse gases … -100% +100% -100% +100% 40% 42% Supply chains becoming more localized Digital platforms and apps -100% +100% -100% +100% 40% 35% Broadening digital access Water-related adaptation technologies (e.g. conservation, availability) -100% +100% -100% +100% 29% 29% Rising cost of living for consumers Encryption and cybersecurity -100% +100% -100% +100% -26% 29% Supply shortages and/or rising cost of inputs for your business E-commerce and digital trade -100% +100% -100% +100% -32% 23% Role outlook Human-machine frontier Churn in five years Human-machine frontier 23% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 61% 39% 2027 Forecast 45% 41% Agricultural Equipment Operators 53% 47% 15% 18% Graders and Sorters, Agricultural Products Workforce strategy outlook 24% 24% Business Development Professionals Talent outlook in 2027 Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 12% 16% Farmworkers and Laborers Improving Worsening Global average Global average 13% 12% Nursery and Greenhouse Workers Talent availability when hiring -100% +100% 20% 52% 15% 14% General and Operations Managers Talent development of existing workforce -100% +100% 4% 76% 16% 17% Assembly and Factory Workers Talent retention of existing workforce 14% 15% Agricultural Inspectors -100% +100% 8% 76% 16% 19% Accountants and Auditors Accounting, Bookkeeping and Payroll 23% 29% Clerks Business Services and Administration 35% 22% Managers

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Agriculture, forestry, and fishing 96.3 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 44%  2   22 . Oijer higher wages INDUSTRY G/2%$/ 40%  2. Improve talent progression and promotion processes 20% 2 Cognitive skills 36%  . Provide eijective reskilling and upskilling 6%  Engagement skills 24% 2 . Better articulate business purpose and impact 15% 2 Management skills 24%  . Improve working hours and overtime 5%  Physical abilities 20%  . Improve people-and-culture metrics and reporting 16%  Technology skills 20%  . Support employee health and well-being 6%  Ethics 16%  . Improve safety in the workplace 22% 2 Self-eĴcacy More diversity, equity and inclusion policies and 16%  . programmes 10 %  Working with others Oijer more remote and hybrid work opportunities within 16% 2 . countries 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 55% Environmental stewardship 41%  . Run comprehensive DEI training for staij 55% Resource management and operations Provide greater IJexibility on degree requirements for 36% 22 2. 46% Analytical thinking roles 46% 36% 2 Creative thinking . Run comprehensive DEI training for managers 41% Leadership and social inIJuence Set DEI goals, targets or quotas that exceed public 32% 2 . requirements 36% Resilience, IJexibility and agility 36% :hare of companies ^ith +,0 7rograms Technological literacy % (share of organizations surveyed) 27% Global % Dependability and attention to detail 27% 4uality control 27% Service orientation and customer service 23% Manual dexterity, endurance and … :kill stability 2% 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed)  2  2  2 ROLES INDUSTRY G/2%$/ 19%  Employer-sponsored apprenticeships 20% 2 Internal training departments 10%  Licensed training from professional associations 26% 27 On-the-Mob training and coaching 13% 2 Private-sector online-learning platforms 12% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Automotive and Aerospace 22.9 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Increased adoption of new and frontier technologies Big-data analytics -100% +100% -100% +100% 67% 78% Consumers becoming more vocal on environmental issues Education and workforce development technologies -100% +100% -100% +100% 63% 65% Broadening digital access Encryption and cybersecurity -100% +100% -100% +100% 63% 63% Broader application of Environmental, Social and Governance (ESG) standards Digital platforms and apps -100% +100% -100% +100% 57% 63% Consumers becoming more vocal on social issues Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 45% 59% Climate-change induced investments into adapting operations Augmented and virtual reality -100% +100% -100% +100% 42% 53% Rising cost of living for consumers Cloud computing -100% +100% -100% +100% -5% 50% Supply shortages and/or rising cost of inputs for your business Internet of things and connected devices -100% +100% -100% +100% -21% 50% Role outlook Human-machine frontier Churn in five years Human-machine frontier 19% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 62% 38% 2027 Forecast 24% 40% AI and Machine Learning Specialists 53% 47% 18% 20% Mechanical Engineers Workforce strategy outlook Ship and Aircraft Controllers and 18% 14% Talent outlook in 2027 Technicians Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 19% 15% Industrial and Production Engineers Improving Worsening Global average Global average 30% 14% General and Operations Managers Talent availability when hiring -100% +100% 32% 53% 11% 17% Assembly and Factory Workers Talent development of existing workforce Accounting, Bookkeeping and Payroll -100% +100% 0% 90% 24% 29% Clerks Talent retention of existing workforce Business Services and Administration 28% 22% -100% +100% Managers 15% 55% 15% 35% Administrative and Executive Secretaries 41% 42% Data Entry Clerks Material-Recording and Stock-Keeping 51% 32% Clerks

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Automotive and Aerospace 22.9 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 65%  2   2 . Improve talent progression and promotion processes INDUSTRY G/2%$/ 40%  2. Provide eijective reskilling and upskilling 24% 2 Cognitive skills 35%  . Oijer higher wages 6%  Engagement skills 25% 2 . Better articulate business purpose and impact 13% 2 Management skills Oijer more remote and hybrid work opportunities within 25% 2 . countries 3%  Physical abilities 15%  . Improve people-and-culture metrics and reporting 17%  Technology skills More diversity, eTuity and inclusion policies and 15%  . programmes 2%  Ethics 15% 0 . Tapping into diverse talent pools 26% 2 Self-eĴcacy 10%  . Improve internal-communication strategy 9 %  Working with others 10%  . Support employee health and well-being 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 67% Leadership and social inIJuence 70% 2 . Run comprehensive DEI training for managers 57% Analytical thinking 50%  2. Run comprehensive DEI training for staij 52% Technological literacy Enable inclusion and accessibility across physical and 43% 40%  Curiosity and lifelong learning . virtual spaces 38% AI and big data 35%  . Set up Employee Representation Groups 38% Motivation and self-awareness Provide greater IJexibility on degree reTuirements for 30% 22 . 33% Creative thinking roles 33% Resource management and operations :hare of companies ^ith +,0 7rograms % 33% (share of organizations surveyed) Service orientation and customer service Global % 24% Empathy and active listening :kill stability 1% 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed) 2 2 2 ROLES INDUSTRY G/2%$/ 23%  Employer-sponsored apprenticeships 29% 2 Internal training departments 9%  Licensed training from professional associations 26% 27 On-the-Mob training and coaching 6% 2 Private-sector online-learning platforms 7% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Business support and premises maintenance services 23.8 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Consumers becoming more vocal on social issues Internet of things and connected devices -100% +100% -100% +100% 56% 63% Increased adoption of new and frontier technologies Big-data analytics -100% +100% -100% +100% 40% 56% Broader application of Environmental, Social and Governance (ESG) standards Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 39% 50% Broadening digital access Digital platforms and apps -100% +100% -100% +100% 31% 50% Ageing populations in advanced and emerging economies Cloud computing -100% +100% -100% +100% 20% 44% Rising cost of living for consumers E-commerce and digital trade -100% +100% -100% +100% -23% 41% Supply shortages and/or rising cost of inputs for your business Encryption and cybersecurity -100% +100% -100% +100% -29% 39% Slower global economic growth Text, image, and voice processing -100% +100% -100% +100% -37% 37% Role outlook Human-machine frontier Churn in five years Human-machine frontier 21% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 65% 35% 2027 Forecast 36% 35% Business Intelligence Analysts 64% 36% 30% 40% AI and Machine Learning Specialists Workforce strategy outlook 13% 19% Accountants and Auditors Talent outlook in 2027 Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 2% 17% Financial Analysts Improving Worsening Global average Global average 3% 21% Compliance Officers Talent availability when hiring -100% +100% 39% 44% 4% 12% Human Resources Specialists Talent development of existing workforce Accounting, Bookkeeping and Payroll -100% +100% 6% 72% 26% 29% Clerks Talent retention of existing workforce -100% +100% 17% 56%

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Business support and premises maintenance services 23.8 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 53%  2  2 2  . Provide eijective reskilling and upskilling INDUSTRY G/2%$/ 41%  2. Improve talent progression and promotion processes 24% 2 Cognitive skills 29% 2 . Better articulate business purpose and impact 6%  Engagement skills More diversity, eTuity and inclusion policies and 29%  . programmes 10% 2 Management skills 24%  . Oijer higher wages 1%  Physical abilities 18%  . Improve internal-communication strategy 21%  Technology skills Oijer more remote and hybrid work opportunities within 18% 2 . countries 1%  Ethics 18%  . Oijer more remote work across national borders 24% 2 Self-efficacy 18%  . Support employee health and well-being 13 %  :orking with others 12%  0 Improve safety in the workplace 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 50% AI and big data 63% 2 . Run comprehensive DEI training for managers 44% Resilience, IJexibility and agility 56%  2. Run comprehensive DEI training for staij 39% Creative thinking Enable inclusion and accessibility across physical and 28% 44%  Design and user experience . virtual spaces 28% Leadership and social inIJuence Embed DEI goals and solutions across the supply 38% 2 . chain 28% Technological literacy Oijer greater IJexibility on education reTuirements to 31% 2 . 22% Analytical thinking recruit from various backgrounds Set DEI goals, targets or Tuotas that exceed public 22% Curiosity and lifelong learning 31% 2 . reTuirements 22% Networks and cybersecurity :hare of companies ^ith +,0 7rograms 22% % Service orientation and customer service (share of organizations surveyed) Global % :kill stability % 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed)  2 2  ROLES INDUSTRY G/2%$/ 15%  Employer-sponsored apprenticeships 25% 2 Internal training departments 10%  Licensed training from professional associations 32% 27 On-the-Mob training and coaching 11% 2 Private-sector online-learning platforms 6% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Care, Personal Services and Wellbeing 114.4 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Big-data analytics -100% +100% -100% +100% 71% 71% Consumers becoming more vocal on social issues Health and care technologies -100% +100% -100% +100% 57% 63% Ongoing impact of the COVID pandemic Cloud computing -100% +100% -100% +100% 38% 53% Investments to facilitate the green transition of your business Education and workforce development technologies -100% +100% -100% +100% 36% 50% Broadening digital access Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 33% 47% Increased adoption of new and frontier technologies Digital platforms and apps -100% +100% -100% +100% 33% 30% Stricter government regulation of data use and technology Internet of things and connected devices -100% +100% -100% +100% 31% 28% Rising cost of living for consumers Encryption and cybersecurity -100% +100% -100% +100% 10% 25% Role outlook Human-machine frontier Churn in five years Human-machine frontier 23% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 56% 44% 2027 Forecast 15% 12% Nursing Professionals 41% 59% 9% 18% Generalist Medical Practitioners Workforce strategy outlook Business Services and Administration 19% 22% Talent outlook in 2027 Managers Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 17% 23% Social Work and Counselling Professionals Improving Worsening Global average Global average 14% 14% General and Operations Managers Talent availability when hiring -100% +100% 40% 45% Traditional and Complementary Medicine 30% 21% Professionals Talent development of existing workforce Accounting, Bookkeeping and Payroll -100% +100% 0% 85% 46% 29% Clerks Talent retention of existing workforce 53% 35% Administrative and Executive Secretaries -100% +100% 15% 65%

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Care, Personal Services and Wellbeing 114.4 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 45%  22   2  . Oijer higher wages INDUSTRY G/2%$/ 35%  2. Improve talent progression and promotion processes 22% 2 Cognitive skills 30% 2 . Better articulate business purpose and impact 7%  Engagement skills 25%  . Provide eijective reskilling and upskilling 10% 2 Management skills 20%  . Improve working hours and overtime 0%  Physical abilities 20%  . Support employee health and well-being 18%  Technology skills 15%  7. Improve people-and-culture metrics and reporting 2%  Ethics 15%  7. Improve safety in the workplace 25% 2 Self-eĴcacy More diversity, eTuity and inclusion policies and 15%  7. programmes 16 %  Working with others Oijer more remote and hybrid work opportunities within 15% 2 7. countries 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 67% Empathy and active listening 47%  . Run comprehensive DEI training for staij 61% Creative thinking 41% 2 2. Run comprehensive DEI training for managers 56% AI and big data Enable inclusion and accessibility across physical and 56% 29%  /eadership and social inIJuence . virtual spaces 44% Curiosity and lifelong learning Oijer greater IJexibility on education reTuirements to 24% 2 . recruit from various backgrounds 39% Analytical thinking Set DEI goals, targets or Tuotas that exceed public 24% 2 . 28% Resilience, IJexibility and agility reTuirements 28% Service orientation and customer service 24%  . Set up Employee Representation Groups 28% Technological literacy :hare of companies ^ith +,0 7rograms 22% % Resource management and operations (share of organizations surveyed) Global % :kill stability 3% 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed)  2 2   ROLES INDUSTRY G/2%$/ 14%  Employer-sponsored apprenticeships 25% 2 Internal training departments 10%  /icensed training from professional associations 20% 27 On-the-Mob training and coaching 14% 2 Private-sector online-learning platforms 17% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Chemical and advanced materials 86.3 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Supply chains becoming more localized Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 82% 62% Increased adoption of new and frontier technologies Big-data analytics -100% +100% -100% +100% 75% 56% Investments to facilitate the green transition of your business Climate-change mitigation technology (Alternative Energy, Greenhouse gases … -100% +100% -100% +100% 62% 55% Climate-change induced investments into adapting operations Encryption and cybersecurity -100% +100% -100% +100% 44% 48% Broader application of Environmental, Social and Governance (ESG) standards Education and workforce development technologies -100% +100% -100% +100% 41% 41% Consumers becoming more vocal on environmental issues Digital platforms and apps -100% +100% -100% +100% 29% 27% Broadening digital access Internet of things and connected devices -100% +100% -100% +100% 11% 25% Slower global economic growth E-commerce and digital trade -100% +100% -100% +100% -46% 12% Role outlook Human-machine frontier Churn in five years Human-machine frontier 18% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 60% 40% Chemists and Chemical Laboratory 2027 Forecast 19% 17% Scientists 54% 46% Business Services and Administration 17% 22% Managers Workforce strategy outlook 4% 7% Chemical Engineers Talent outlook in 2027 Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 7% 9% Chemical Processing Plant Operators Improving Worsening Global average Global average 21% 14% General and Operations Managers Talent availability when hiring -100% +100% 35% 39% 23% 17% Assembly and Factory Workers Talent development of existing workforce -100% +100% 4% 69% 19% 19% Mechanics and Machinery Repairers Talent retention of existing workforce 13% 35% Administrative and Executive Secretaries -100% +100% 27% 42% Accounting, Bookkeeping and Payroll 34% 29% Clerks 44% 42% Data Entry Clerks

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Chemical and advanced materials 86.3 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 48%  22   2  . Improve talent progression and promotion processes INDUSTRY G/2%$/ 44%  2. Provide eijective reskilling and upskilling 22% 2 Cognitive skills 28% 2 . Better articulate business purpose and impact 5%  Engagement skills 24%  . Improve internal-communication strategy 14% 2 Management skills 24%  . Support employee health and well-being 4%  Physical abilities More diversity, eTuity and inclusion policies and 20%  . programmes 13%  Technology skills 16%  7. Improve people-and-culture metrics and reporting 6%  Ethics 16%  7. Oijer higher wages 23% 2 Self-eĴcacy Oijer more remote and hybrid work opportunities within 16% 2 7. countries 13 %  Working with others 12%  0 Improve safety in the workplace 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 54% AI and big data 60% 2 . Run comprehensive DEI training for managers 54% Creative thinking 56%  2. Run comprehensive DEI training for staij 54% Resilience, IJexibility and agility Embed DEI goals and solutions across the supply 42% 40% 2 Analytical thinking . chain 42% Leadership and social inIJuence Set DEI goals, targets or Tuotas that exceed public 36% 2 . reTuirements 39% Empathy and active listening Enable inclusion and accessibility across physical and 32%  . 39% Talent management virtual spaces Provide greater IJexibility on degree reTuirements for 39% Technological literacy 32% 22 . roles 35% Environmental stewardship :hare of companies ^ith +,0 7rograms 35% 88% Resource management and operations (share of organizations surveyed) Global % :kill stability % 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed)  2  2 2 ROLES INDUSTRY G/2%$/ 15%  Employer-sponsored apprenticeships 23% 2 Internal training departments 11%  Licensed training from professional associations 29% 27 On-the-Mob training and coaching 9% 2 Private-sector online-learning platforms 12% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Education and training 158.1 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Education and workforce development technologies -100% +100% -100% +100% 64% 75% Broadening digital access Digital platforms and apps -100% +100% -100% +100% 52% 74% Increased adoption of new and frontier technologies Big-data analytics -100% +100% -100% +100% 44% 64% Consumers becoming more vocal on social issues Augmented and virtual reality -100% +100% -100% +100% 43% 50% Ageing populations in advanced and emerging economies Cloud computing -100% +100% -100% +100% 23% 46% Stricter government regulation of data use and technology Text, image, and voice processing -100% +100% -100% +100% 14% 41% Ongoing impact of the COVID pandemic Internet of things and connected devices -100% +100% -100% +100% -3% 38% Rising cost of living for consumers Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -26% 36% Role outlook Human-machine frontier Churn in five years Human-machine frontier 2% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 69% 32% 2027 Forecast 16% 24% Business Development Professionals 58% 42% 29% 25% Project Managers Workforce strategy outlook 14% 34% Data Analysts and Scientists Talent outlook in 2027 Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 14% 18% University and Higher Education Teachers Improving Worsening Global average Global average 12% 19% Software and Applications Developers Talent availability when hiring -100% +100% 29% 44% 16% 22% Special Education Teachers Talent development of existing workforce -100% +100% 4% 79% 27% 25% Vocational Education Teachers Talent retention of existing workforce 18% 31% Relationship Managers -100% +100% 15% 54% 20% 19% Accountants and Auditors Accounting, Bookkeeping and Payroll 26% 29% Clerks 47% 42% Data Entry Clerks 52% 35% Administrative and Executive Secretaries

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Education and training 158.1 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 47%     2 2 . Improve talent progression and promotion processes INDUSTRY G/2%$/ 40%  2. Oijer higher wages 30% 2 Cognitive skills 36%  . Provide eijective reskilling and upskilling 8%  Engagement skills 21%  . Improve people-and-culture metrics and reporting 11% 2 Management skills More diversity, eTuity and inclusion policies and 21%  . programmes 1%  Physical abilities 19%  . Improve internal-communication strategy 16%  Technology skills Oijer more remote and hybrid work opportunities within 19% 2 . countries 2%  Ethics 15% 2 . Better articulate business purpose and impact 20% 2 Self-eĴcacy 13%  . Improve working hours and overtime 12 %  :orking with others 13% 0 . Tapping into diverse talent pools 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 59% Analytical thinking Enable inclusion and accessibility across physical and 33%  . virtual spaces 57% AI and big data 30% 2 2. Run comprehensive DEI training for managers 47% Creative thinking 45% 30%  /eadership and social inIJuence . Run comprehensive DEI training for staij 45% Marketing and media Oijer greater IJexibility on education reTuirements to 26% 2 . recruit from various backgrounds 39% Curiosity and lifelong learning 39% :hare of companies ^ith +,0 7rograms Technological literacy 4% (share of organizations surveyed) 33% Global % Design and user experience 33% Empathy and active listening 31% Resilience, IJexibility and agility :kill stability 2% 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed)  2     ROLES INDUSTRY G/2%$/ 11%  Employer-sponsored apprenticeships 26% 2 Internal training departments 13%  /icensed training from professional associations 19% 27 On-the-job training and coaching 14% 2 Private-sector online-learning platforms 17% 0 Universities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Electronics 29.6 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Increased adoption of new and frontier technologies Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 68% 62% Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 60% 61% Broader application of Environmental, Social and Governance (ESG) standards Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 56% 57% Broadening digital access Internet of things and connected devices -100% +100% -100% +100% 41% 55% Consumers becoming more vocal on environmental issues Cloud computing -100% +100% -100% +100% 28% 50% Rising cost of living for consumers Digital platforms and apps -100% +100% -100% +100% -11% 38% Supply shortages and/or rising cost of inputs for your business Education and workforce development technologies -100% +100% -100% +100% -19% 35% Slower global economic growth Robots, non-humanoid (e.g. industrial automation, drones) -100% +100% -100% +100% -62% 3% Role outlook Human-machine frontier Churn in five years Human-machine frontier 18% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 67% 33% 2027 Forecast 47% 25% Project Managers 56% 44% 35% 40% AI and Machine Learning Specialists Workforce strategy outlook 24% 24% Business Development Professionals Talent outlook in 2027 Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 6% 13% Electrotechnology Engineers Improving Worsening Global average Global average 23% 19% Mechanics and Machinery Repairers Talent availability when hiring -100% +100% 50% 30% 1% 20% Mechanical Engineers Talent development of existing workforce -100% +100% 3% 83% 12% 14% General and Operations Managers Talent retention of existing workforce 20% 17% Assembly and Factory Workers -100% +100% 33% 47% Accounting, Bookkeeping and Payroll 26% 29% Clerks 34% 35% Administrative and Executive Secretaries

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Electronics 29.6 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 57%     2 . Improve talent progression and promotion processes INDUSTRY G/2%$/ 37%  2. Oijer higher wages 30% 2 Cognitive skills 30% 2 . Better articulate business purpose and impact 2%  Engagement skills More diversity, eTuity and inclusion policies and 23%  . programmes 13% 2 Management skills Oijer more remote and hybrid work opportunities within 23% 2 . countries 3%  Physical abilities 23%  . Provide eijective reskilling and upskilling 16%  Technology skills 23% 0 . Tapping into diverse talent pools 4%  Ethics 17%  . Improve internal-communication strategy 24% 2 Self-eĴcacy 17%  . Support employee health and well-being 9 %  Working with others 13%  0 Oijer more remote work across national borders 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 43% AI and big data 60% 2 . Run comprehensive DEI training for managers 43% Analytical thinking 50%  2. Run comprehensive DEI training for staij 43% Creative thinking Embed DEI goals and solutions across the supply 43% 40% 2 Curiosity and lifelong learning . chain 33% Leadership and social inIJuence Oijer greater IJexibility on education reTuirements to 40% 2 . recruit from various backgrounds 30% Systems thinking Set DEI goals, targets or Tuotas that exceed public 40% 2 . 30% Talent management reTuirements 27% Resilience, IJexibility and agility :hare of companies ^ith +,0 7rograms 8% 23% (share of organizations surveyed) Empathy and active listening Global % 23% Motivation and self-awareness :kill stability % 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed)  2  2  ROLES INDUSTRY G/2%$/ 16%  Employer-sponsored apprenticeships 23% 2 Internal training departments 14%  Licensed training from professional associations 29% 27 On-the-job training and coaching 11% 2 Private-sector online-learning platforms 8% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Employment services 7.9 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broadening digital access Big-data analytics -100% +100% -100% +100% 71% 81% Increased adoption of new and frontier technologies Digital platforms and apps -100% +100% -100% +100% 65% 68% Broader application of Environmental, Social and Governance (ESG) standards Cloud computing -100% +100% -100% +100% 44% 67% Consumers becoming more vocal on social issues Education and workforce development technologies -100% +100% -100% +100% 29% 63% Stricter government regulation of data use and technology E-commerce and digital trade -100% +100% -100% +100% -9% 50% Rising cost of living for consumers Internet of things and connected devices -100% +100% -100% +100% -20% 47% Increased geopolitical divisions Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -38% 29% Slower global economic growth Text, image, and voice processing -100% +100% -100% +100% -64% 29% Role outlook Human-machine frontier Churn in five years Human-machine frontier 24% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 74% 26% 2027 Forecast 55% 31% Relationship Managers 64% 36% 37% 19% Accountants and Auditors Workforce strategy outlook 31% 24% Business Development Professionals Talent outlook in 2027 Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 25% 32% Digital Transformation Specialists Improving Worsening Global average Global average Business Services and Administration 9% 22% Talent availability when hiring Managers -100% +100% 53% 35% 1% 19% Recruiters and technical recruiters Talent development of existing workforce -100% +100% 12% 82% 29% 21% Sales and Marketing Professionals Talent retention of existing workforce 10% 19% Software and Applications Developers -100% +100% 18% 59% Client Information and Customer Service 27% 20% Workers 24% 35% Administrative and Executive Secretaries 52% 42% Data Entry Clerks Accounting, Bookkeeping and Payroll 46% 29% Clerks

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Employment services 7.9 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 47%     2  . Provide eijective reskilling and upskilling INDUSTRY G/2%$/ 41% 2 2. Better articulate business purpose and impact 31% 2 Cognitive skills 41%  2. Improve talent progression and promotion processes 5%  Engagement skills 41%  2. 2ijer higher wages 14% 2 Management skills More diversity, eTuity and inclusion policies and 35%  . programmes 1%  Physical abilities 18%  . Improve internal-communication strategy 16%  Technology skills 18%  . Improve working hours and overtime 2%  Ethics 12%  . Improve people-and-culture metrics and reporting 20% 2 Self-eĴcacy 12%  . 2ijer more remote work across national borders 11 %  Working with others 2ijer more remote and hybrid work opportunities within 6% 2 0 countries 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 53% Analytical thinking 56% 2 . Run comprehensive DEI training for managers 47% Resilience, IJexibility and agility 44%  2. Run comprehensive DEI training for staij 41% AI and big data 2ijer greater IJexibility on education reTuirements to 41% 39% 2 Creative thinking . recruit from various backgrounds 41% Talent management Set DEI goals, targets or Tuotas that exceed public 33% 2 . reTuirements 35% /eadership and social inIJuence Enable inclusion and accessibility across physical and 28%  . 35% Motivation and self-awareness virtual spaces 29% Curiosity and lifelong learning :hare of companies ^ith +,0 7rograms % 29% (share of organizations surveyed) Empathy and active listening Global % 29% Multi-lingualism :kill stability % 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed)  2  ROLES INDUSTRY G/2%$/ 11%  Employer-sponsored apprenticeships 28% 2 Internal training departments 9%  /icensed training from professional associations 38% 27 2n-the-Mob training and coaching 9% 2 Private-sector online-learning platforms 6% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Energy technology and utilities 5.3 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Climate-change induced investments into adapting operations Power storage and generation -100% +100% -100% +100% 82% 79% Broader application of Environmental, Social and Governance (ESG) standards Climate-change mitigation technology (Alternative Energy, Greenhouse gases … -100% +100% -100% +100% 70% 77% Investments to facilitate the green transition of your business Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 70% 70% Consumers becoming more vocal on environmental issues Big-data analytics -100% +100% -100% +100% 55% 52% Increased adoption of new and frontier technologies Digital platforms and apps -100% +100% -100% +100% 39% 39% Broadening digital access Internet of things and connected devices -100% +100% -100% +100% 18% 21% Stricter government regulation of data use and technology Cloud computing -100% +100% -100% +100% 0% 10% Supply shortages and/or rising cost of inputs for your business Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -11% 0% Role outlook Human-machine frontier Churn in five years Human-machine frontier 19% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 74% 26% 2027 Forecast 22% 31% Renewable Energy Engineers 67% 33% 17% 12% Human Resources Specialists Workforce strategy outlook 15% 13% Electrotechnology Engineers Talent outlook in 2027 Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 15% 25% Project Managers Improving Worsening Global average Global average 13% 24% Technical Specialists Talent availability when hiring -100% +100% 64% 23% 7% 20% Mechanical Engineers Talent development of existing workforce -100% +100% 0% 86% 3% 14% General and Operations Managers Talent retention of existing workforce 15% 19% Accountants and Auditors -100% +100% 36% 32% Accounting, Bookkeeping and Payroll 17% 29% Clerks 42% 35% Administrative and Executive Secretaries 50% 42% Data Entry Clerks

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Energy technology and utilities 5.3 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 41% 2 2 2  2 . Better articulate business purpose and impact INDUSTRY G/2%$/ 41%  . Improve talent progression and promotion processes 24% 2 Cognitive skills 36%  . Improve internal-communication strategy 5%  Engagement skills 36%  . Provide eijective reskilling and upskilling 12% 2 Management skills More diversity, eTuity and inclusion policies and 23%  . programmes 4%  Physical abilities 18%  . Improve people-and-culture metrics and reporting 17%  Technology skills 18%  . Oijer higher wages 3%  Ethics 18%  . Support employee health and well-being 26% 2 Self-eĴcacy 14%  . Improve working hours and overtime 10 %  :orking with others Oijer more remote and hybrid work opportunities within 14% 2 . countries 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 46% Analytical thinking 41% 2 . Run comprehensive DEI training for managers 41% Creative thinking 36%  2. Run comprehensive DEI training for staij 36% /eadership and social inIJuence Set DEI goals, targets or Tuotas that exceed public 36% 32% 2 Resilience, IJexibility and agility . reTuirements 36% Technological literacy Enable inclusion and accessibility across physical and 27%  . virtual spaces 32% AI and big data 32% :hare of companies ^ith +,0 7rograms Environmental stewardship % (share of organizations surveyed) 27% Global % Networks and cybersecurity 27% 4uality control 23% Design and user experience :kill stability % 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed)  2  2  ROLES INDUSTRY G/2%$/ 14%  Employer-sponsored apprenticeships 26% 2 Internal training departments 13%  /icensed training from professional associations 27% 27 On-the-job training and coaching 10% 2 Private-sector online-learning platforms 9% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Financial services and capital markets 31.9 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Big-data analytics -100% +100% -100% +100% 50% 69% Investments to facilitate the green transition of your business Encryption and cybersecurity -100% +100% -100% +100% 45% 63% Climate-change induced investments into adapting operations E-commerce and digital trade -100% +100% -100% +100% 40% 43% Increased adoption of new and frontier technologies Cloud computing -100% +100% -100% +100% 30% 41% Stricter government regulation of data use and technology Digital platforms and apps -100% +100% -100% +100% 27% 34% Broadening digital access Education and workforce development technologies -100% +100% -100% +100% 18% 30% Rising cost of living for consumers Internet of things and connected devices -100% +100% -100% +100% -27% 27% Slower global economic growth Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -45% 20% Role outlook Human-machine frontier Churn in five years Human-machine frontier 2% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 66% 35% 2027 Forecast 37% 35% Business Intelligence Analysts 56% 44% 39% 34% Data Analysts and Scientists Workforce strategy outlook 27% 32% Digital Transformation Specialists Talent outlook in 2027 Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 21% 17% Financial Analysts Improving Worsening Global average Global average 18% 21% Financial and Investment Advisers Talent availability when hiring -100% +100% 35% 37% 25% 21% Compliance 2Ĵcers Talent development of existing workforce -100% +100% 7% 77% 18% 29% Risk Management Specialists Talent retention of existing workforce 23% 31% Relationship Managers -100% +100% 16% 58% 20% 19% Accountants and Auditors 26% 21% Sales and Marketing Professionals 17% 14% General and 2perations Managers

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Financial services and capital markets 31.9 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 57%  2  2 2  . Improve talent progression and promotion processes INDUSTRY G/2%$/ 35% 2 2. Better articulate business purpose and impact 26% 2 Cognitive skills 34%  . Provide eijective reskilling and upskilling 5%  Engagement skills 31%  . 2ijer higher wages 10% 2 Management skills 2ijer more remote and hybrid work opportunities within 31% 2 . countries 2%  Physical abilities 18%  . Improve internal-communication strategy 21%  Technology skills 18%  . Support employee health and well-being 3%  Ethics 14%  . Improve people-and-culture metrics and reporting 23% 2 Self-eĴcacy More diversity, eTuity and inclusion policies and 14%  . programmes 11 %  Working with others 11%  0 2ijer more remote work across national borders 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 65% Analytical thinking Enable inclusion and accessibility across physical and 42%  . virtual spaces 50% AI and big data 41% 2 2. Run comprehensive DEI training for managers 46% Creative thinking 40% 36%  /eadership and social inIJuence . Run comprehensive DEI training for staij 36% Curiosity and lifelong learning Set DEI goals, targets or Tuotas that exceed public 29% 2 . reTuirements 36% Resilience, IJexibility and agility 34% :hare of companies ^ith +,0 7rograms Technological literacy 4% (share of organizations surveyed) 29% Global % Networks and cybersecurity 28% Design and user experience 25% Service orientation and customer service :kill stability % 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed)  2  2 2 ROLES INDUSTRY G/2%$/ 14%  Employer-sponsored apprenticeships 23% 2 Internal training departments 18%  /icensed training from professional associations 26% 27 2n-the-Mob training and coaching 12% 2 Private-sector online-learning platforms 8% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Government and public sector 136.4 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Big-data analytics -100% +100% -100% +100% 50% 69% Investments to facilitate the green transition of your business Digital platforms and apps -100% +100% -100% +100% 50% 50% Climate-change induced investments into adapting operations Cloud computing -100% +100% -100% +100% 40% 47% Consumers becoming more vocal on social issues E-commerce and digital trade -100% +100% -100% +100% 25% 44% Demographic dividend in developing and emerging economies Encryption and cybersecurity -100% +100% -100% +100% 20% 39% Broadening digital access Education and workforce development technologies -100% +100% -100% +100% 14% 38% Rising cost of living for consumers Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 11% 27% Increased adoption of new and frontier technologies Internet of things and connected devices -100% +100% -100% +100% 10% 13% Role outlook Human-machine frontier Churn in five years Human-machine frontier 29% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 67% 33% 2027 Forecast 5% 25% Project Managers 59% 41% 13% 30% Strategic Advisors Workforce strategy outlook 14% 18% Lawyers Talent outlook in 2027 Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 22% 14% General and Operations Managers Improving Worsening Global average Global average Business Services and Administration 14% 22% Talent availability when hiring Managers -100% +100% 24% 52% 6% 19% Accountants and Auditors Talent development of existing workforce Accounting, Bookkeeping and Payroll -100% +100% 0% 81% 24% 29% Clerks Talent retention of existing workforce Client Information and Customer Service 36% 20% -100% +100% Workers 19% 43% 45% 17% Managing Directors and Chief Executives 103% 35% Administrative and Executive Secretaries

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Government and public sector 136.4 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 52%  2  2 2  . Oijer higher wages INDUSTRY G/2%$/ 48%  2. Improve talent progression and promotion processes 28% 2 Cognitive skills 48%  2. Provide eijective reskilling and upskilling 5%  Engagement skills Oijer more remote and hybrid work opportunities within 33% 2 . countries 11% 2 Management skills 24%  . Improve internal-communication strategy 1%  Physical abilities 19%  . Support employee health and well-being 12%  Technology skills 10% 2 7. Better articulate business purpose and impact 4%  Ethics 10%  7. Improve safety in the workplace 25% 2 Self-eĴcacy 10%  7. Improve working hours and overtime 14 %  Working with others 10%  7. Oijer more remote work across national borders 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 43% Creative thinking Enable inclusion and accessibility across physical and 30%  . virtual spaces 38% Analytical thinking 30% 2 2. Run comprehensive DEI training for managers 38% Leadership and social inIJuence 33% 30%  Design and user experience . Run comprehensive DEI training for staij 33% Empathy and active listening Provide greater IJexibility on degree reTuirements for 25% 22 . roles 33% Resilience, IJexibility and agility 33% :hare of companies ^ith +,0 7rograms Resource management and operations % (share of organizations surveyed) 29% Global % Curiosity and lifelong learning 29% Motivation and self-awareness 24% AI and big data :kill stability % 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed)  2  2   ROLES INDUSTRY G/2%$/ 11%  Employer-sponsored apprenticeships 21% 2 Internal training departments 19%  Licensed training from professional associations 27% 27 On-the-job training and coaching 11% 2 Private-sector online-learning platforms 11% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Information and technology services 21.0 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broadening digital access Big-data analytics -100% +100% -100% +100% 67% 72% Increased adoption of new and frontier technologies Digital platforms and apps -100% +100% -100% +100% 65% 66% Broader application of Environmental, Social and Governance (ESG) standards Encryption and cybersecurity -100% +100% -100% +100% 57% 65% Stricter government regulation of data use and technology Cloud computing -100% +100% -100% +100% 31% 65% Consumers becoming more vocal on social issues Education and workforce development technologies -100% +100% -100% +100% 20% 58% Rising cost of living for consumers Internet of things and connected devices -100% +100% -100% +100% -11% 57% Supply shortages and/or rising cost of inputs for your business E-commerce and digital trade -100% +100% -100% +100% -17% 57% Slower global economic growth Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -43% 51% Role outlook Human-machine frontier Churn in five years Human-machine frontier 2% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 62% 38% 2027 Forecast 32% 40% AI and Machine Learning Specialists 55% 45% 22% 34% Data Analysts and Scientists Workforce strategy outlook 25% 24% Business Development Professionals Talent outlook in 2027 Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 18% 19% Software and Applications Developers Improving Worsening Global average Global average 16% 18% Full Stack Engineers Talent availability when hiring -100% +100% 38% 41% 19% 23% Application Developers Talent development of existing workforce ICT Operations and 8ser Support -100% +100% 4% 81% 23% 26% Technicians Talent retention of existing workforce 23% 17% Managing Directors and Chief Executives -100% +100% 24% 54% 14% 14% General and Operations Managers Accounting, Bookkeeping and Payroll 23% 29% Clerks 24% 19% Accountants and Auditors 55% 42% Data Entry Clerks

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Information and technology services 21.0 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 45%  2 2  . Improve talent progression and promotion processes INDUSTRY G/2%$/ 39%  2. Provide eijective reskilling and upskilling 29% 2 Cognitive skills 38%  . Oijer higher wages 5%  Engagement skills Oijer more remote and hybrid work opportunities within 31% 2 . countries 9% 2 Management skills 23% 2 . Better articulate business purpose and impact 2%  Physical abilities 18%  . Improve people-and-culture metrics and reporting 25%  Technology skills 16%  7. Improve internal-communication strategy 2%  Ethics 15%  . Oijer more remote work across national borders 18% 2 Self-eĴcacy 14%  . Support employee health and well-being 10 %  Working with others More diversity, eTuity and inclusion policies and 12%  0 programmes 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 58% AI and big data 40% 2 . Run comprehensive DEI training for managers 48% Analytical thinking Oijer greater IJexibility on education reTuirements to 39% 2 2. 43% Creative thinking recruit from various backgrounds 30% 38%  Leadership and social inIJuence . Run comprehensive DEI training for staij 29% Design and user experience Enable inclusion and accessibility across physical and 33%  . virtual spaces 29% Programming 26% :hare of companies ^ith +,0 7rograms Resilience, IJexibility and agility % (share of organizations surveyed) 23% Global % Technological literacy 22% Curiosity and lifelong learning 21% Networks and cybersecurity :kill stability % 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed) 2 2 2 2  ROLES INDUSTRY G/2%$/ 12%  Employer-sponsored apprenticeships 25% 2 Internal training departments 12%  Licensed training from professional associations 27% 27 On-the-job training and coaching 17% 2 Private-sector online-learning platforms 7% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Infrastructure 183.9 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 67% 60% Investments to facilitate the green transition of your business Climate-change mitigation technology (Alternative Energy, Greenhouse gases … -100% +100% -100% +100% 63% 58% Climate-change induced investments into adapting operations Education and workforce development technologies -100% +100% -100% +100% 58% 44% Increased adoption of new and frontier technologies Big-data analytics -100% +100% -100% +100% 38% 38% Consumers becoming more vocal on environmental issues Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 37% 30% Broadening digital access Internet of things and connected devices -100% +100% -100% +100% 27% 27% Supply shortages and/or rising cost of inputs for your business Digital platforms and apps -100% +100% -100% +100% -23% 22% Slower global economic growth Cloud computing -100% +100% -100% +100% -29% 16% Role outlook Human-machine frontier Churn in five years Human-machine frontier 22% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 66% 34% 2027 Forecast 35% 24% Business Development Professionals 60% 40% 19% 19% Architects and Surveyors Workforce strategy outlook 17% 17% Civil Engineers Talent outlook in 2027 Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 25% 17% Assembly and Factory Workers Improving Worsening Global average Global average 24% 26% Construction Laborers Talent availability when hiring -100% +100% 31% 53% 32% 24% Technical Specialists Talent development of existing workforce -100% +100% 2% 86% 16% 17% Managing Directors and Chief Executives Talent retention of existing workforce 18% 14% General and Operations Managers -100% +100% 13% 56% 13% 19% Accountants and Auditors Accounting, Bookkeeping and Payroll 14% 29% Clerks 43% 42% Data Entry Clerks 36% 35% Administrative and Executive Secretaries

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Infrastructure 183.9 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 40%  2   2  . Oijer higher wages INDUSTRY G/2%$/ 38%  2. Improve talent progression and promotion processes 26% 2 Cognitive skills 33%  . Provide eijective reskilling and upskilling 6%  Engagement skills 29%  . Support employee health and well-being 15% 2 Management skills 24%  . Improve internal-communication strategy 2%  Physical abilities More diversity, eTuity and inclusion policies and 22%  . programmes 13%  Technology skills 20%  7. Improve people-and-culture metrics and reporting 3%  Ethics 20%  7. Improve working hours and overtime 21% 2 Self-eĴcacy 15% 2 . Better articulate business purpose and impact 15 %  Working with others 13%  0 Improve safety in the workplace 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 62% Leadership and social inIJuence 40% 2 . 5un comprehensive DEI training for managers 47% Creative thinking 36%  2. 5un comprehensive DEI training for staij 42% Analytical thinking Enable inclusion and accessibility across physical and 42% 34%  Motivation and self-awareness . virtual spaces 36% 5esilience, IJexibility and agility Oijer greater IJexibility on education reTuirements to 26% 2 . recruit from various backgrounds 30% AI and big data 30% :hare of companies ^ith +,0 7rograms 4uality control % (share of organizations surveyed) 30% Global % 5esource management and operations 30% Talent management 25% Curiosity and lifelong learning :kill stability 6% 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed) 2 2  2  2 ROLES INDUSTRY G/2%$/ 12%  Employer-sponsored apprenticeships 24% 2 Internal training departments 16%  Licensed training from professional associations 26% 27 On-the-Mob training and coaching 11% 2 Private-sector online-learning platforms 12% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Insurance and pensions management 16.0 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Big-data analytics -100% +100% -100% +100% 44% 60% Stricter government regulation of data use and technology Encryption and cybersecurity -100% +100% -100% +100% 42% 57% Broadening digital access Education and workforce development technologies -100% +100% -100% +100% 31% 29% Ageing populations in advanced and emerging economies Digital platforms and apps -100% +100% -100% +100% 14% 27% Consumers becoming more vocal on social issues Internet of things and connected devices -100% +100% -100% +100% 9% 26% Increased adoption of new and frontier technologies Cloud computing -100% +100% -100% +100% 7% 23% Consumers becoming more vocal on environmental issues E-commerce and digital trade -100% +100% -100% +100% 5% 21% Rising cost of living for consumers Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -21% 7% Role outlook Human-machine frontier Churn in five years Human-machine frontier 22% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 63% 37% 2027 Forecast 46% 34% Data Analysts and Scientists 54% 47% 26% 35% Business Intelligence Analysts Workforce strategy outlook 19% 21% Financial and Investment Advisers Talent outlook in 2027 Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 14% 22% Sales and Purchasing Agents and Brokers Improving Worsening Global average Global average 6% 18% Insurance 8nderwriters Talent availability when hiring -100% +100% 48% 28% 6% 29% Risk Management Specialists Talent development of existing workforce Claims AdMusters, Examiners, and -100% +100% 3% 90% 15% 20% Investigators Talent retention of existing workforce 16% 19% Accountants and Auditors -100% +100% 14% 52% Client Information and Customer Service 23% 20% Workers

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Insurance and pensions management 16.0 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 52%  2   2 . Improve talent progression and promotion processes INDUSTRY G/2%$/ 52%  . Provide eijective reskilling and upskilling 29% 2 Cognitive skills 38%  . 2ijer higher wages 3%  Engagement skills 24% 2 . Better articulate business purpose and impact 14% 2 Management skills More diversity, eTuity and inclusion policies and 24%  . programmes 0%  Physical abilities 2ijer more remote and hybrid work opportunities within 24% 2 . countries 18%  Technology skills 24%  . Support employee health and well-being 2%  Ethics 17%  . Improve people-and-culture metrics and reporting 24% 2 Self-eĴcacy 14%  . Improve internal-communication strategy 9 %  Working with others 10%  0 2ijer more remote work across national borders 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 64% AI and big data 68% 2 . Run comprehensive DEI training for managers 61% Analytical thinking Enable inclusion and accessibility across physical and 57%  2. 50% Resilience, IJexibility and agility virtual spaces 43% 43%  Design and user experience . Run comprehensive DEI training for staij 43% Service orientation and customer service 39%  . Set up Employee Representation Groups 36% Technological literacy 2ijer greater IJexibility on education reTuirements to 36% 2 . 32% Talent management recruit from various backgrounds 29% Creative thinking :hare of companies ^ith +,0 7rograms % 25% (share of organizations surveyed) /eadership and social inIJuence Global % 21% Curiosity and lifelong learning :kill stability % 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed) 2  2   ROLES INDUSTRY G/2%$/ 9%  Employer-sponsored apprenticeships 27% 2 Internal training departments 17%  /icensed training from professional associations 25% 27 2n-the-Mob training and coaching 11% 2 Private-sector online-learning platforms 10% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Media, Entertainment and Sports 44.8 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broadening digital access Augmented and virtual reality -100% +100% -100% +100% 64% 65% Increased adoption of new and frontier technologies Education and workforce development technologies -100% +100% -100% +100% 57% 65% Consumers becoming more vocal on social issues Big-data analytics -100% +100% -100% +100% 22% 55% Broader application of Environmental, Social and Governance (ESG) standards Encryption and cybersecurity -100% +100% -100% +100% 19% 50% Stricter government regulation of data use and technology Internet of things and connected devices -100% +100% -100% +100% -13% 50% Increased geopolitical divisions Digital platforms and apps -100% +100% -100% +100% -14% 45% Slower global economic growth Cloud computing -100% +100% -100% +100% -22% 35% Rising cost of living for consumers Text, image, and voice processing -100% +100% -100% +100% -29% 35% Role outlook Human-machine frontier Churn in five years Human-machine frontier 32% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 67% 33% 2027 Forecast 45% 34% Data Analysts and Scientists 58% 43% 40% 24% Business Development Professionals Workforce strategy outlook 34% 26% Commercial and Industrial Designers Talent outlook in 2027 Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 54% 32% Graphic Designers Improving Worsening Global average Global average 37% 32% Digital Transformation Specialists Talent availability when hiring -100% +100% 20% 55% Advertising and Public Relations 37% 28% Professionals Talent development of existing workforce -100% +100% 0% 75% 17% 23% Application Developers Talent retention of existing workforce Business Services and Administration 48% 22% -100% +100% Managers 10% 70% 24% 25% Project Managers 9% 17% Authors and Journalists 38% 18% Lawyers 25% 19% Accountants and Auditors

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Media, Entertainment and Sports 44.8 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 40%  2       Improve internal-communication strategy INDUSTRY G/2%$/ 40%   Improve talent progression and promotion processes 24% 2 Cognitive skills 40%   2ijer higher wages 11%  Engagement skills 25% 2  Better articulate business purpose and impact 10% 2 Management skills 25%   Improve working hours and overtime 1%  Physical abilities 2ijer more remote and hybrid work opportunities within 25% 2  countries 17%  Technology skills 15%  7 Improve safety in the workplace 3%  Ethics More diversity, eTuity and inclusion policies and 15%  7 programmes 18% 2 Self-eĴcacy 15%  7 Provide eijective reskilling and upskilling 16 %  :orking with others 10%  0 2ijer more remote work across national borders 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 63% AI and big data 29%   Run comprehensive DEI training for staij 58% Analytical thinking 24% 2 2 Run comprehensive DEI training for managers 53% Creative thinking 2ijer greater IJexibility on education reTuirements to 47% 18% 2 Leadership and social inIJuence  recruit from various backgrounds 42% Curiosity and lifelong learning Provide greater IJexibility on degree reTuirements for 18% 22  roles 37% Design and user experience Set DEI goals, targets or Tuotas that exceed public 18% 2  37% Empathy and active listening reTuirements 37% Resilience, IJexibility and agility :hare of companies ^ith +,0 7rograms % 32% (share of organizations surveyed) Dependability and attention to detail Global % 32% Marketing and media :kill stability % 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed)  2    ROLES INDUSTRY G/2%$/ 18%  Employer-sponsored apprenticeships 23% 2 Internal training departments 13%  Licensed training from professional associations 19% 27 2n-the-job training and coaching 8% 2 Private-sector online-learning platforms 18% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Medical and healthcare services 40.8 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Supply chains becoming more localized Health and care technologies -100% +100% -100% +100% 60% 65% Increased adoption of new and frontier technologies Digital platforms and apps -100% +100% -100% +100% 48% 39% Broadening digital access Big-data analytics -100% +100% -100% +100% 34% 36% Broader application of Environmental, Social and Governance (ESG) standards E-commerce and digital trade -100% +100% -100% +100% 33% 35% Consumers becoming more vocal on social issues Internet of things and connected devices -100% +100% -100% +100% 30% 35% Supply shortages and/or rising cost of inputs for your business Education and workforce development technologies -100% +100% -100% +100% -4% 34% Rising cost of living for consumers Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% -21% 33% Slower global economic growth Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -43% 31% Role outlook Human-machine frontier Churn in five years Human-machine frontier 22% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 69% 32% 2027 Forecast 42% 24% Business Development Professionals 57% 43% 48% 44% Pharmacists and Associated Professions Workforce strategy outlook 11% 12% Nursing Professionals Talent outlook in 2027 Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 9% 25% Project Managers Improving Worsening Global average Global average 16% 17% Physical Therapists Talent availability when hiring -100% +100% 56% 32% 9% 17% Assembly and Factory Workers Talent development of existing workforce Medical, Pharmaceutical and Laboratory -100% +100% 15% 68% 12% 12% Technicians Talent retention of existing workforce 24% 42% Data Entry Clerks -100% +100% 24% 47% 6% 14% General and Operations Managers Sales Representatives, Wholesale and 14% 14% … Manufacturing, Technical and Scientific Accounting, Bookkeeping and Payroll 12% 29% Clerks Business Services and Administration 15% 22% Managers

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Medical and healthcare services 40.8 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 36%  2   2  . Improve talent progression and promotion processes INDUSTRY G/2%$/ 33% 2 2. Better articulate business purpose and impact 24% 2 Cognitive skills 33%  2. Oijer higher wages 6%  Engagement skills 33%  2. Provide eijective reskilling and upskilling 16% 2 Management skills 27%  . Improve internal-communication strategy 3%  Physical abilities More diversity, eTuity and inclusion policies and 27%  . programmes 10%  Technology skills 18%  7. Improve people-and-culture metrics and reporting 2%  Ethics Oijer more remote and hybrid work opportunities within 18% 2 7. countries 25% 2 Self-eĴcacy 18%  7. Support employee health and well-being 14 %  Working with others 15% 0 0 Tapping into diverse talent pools 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 64% Creative thinking 50% 2 . Run comprehensive DEI training for managers 49% Curiosity and lifelong learning 50%  2. Run comprehensive DEI training for staij 46% Leadership and social inIJuence Enable inclusion and accessibility across physical and 36% 35%  Analytical thinking . virtual spaces 36% Empathy and active listening Embed DEI goals and solutions across the supply 29% 2 . chain 33% AI and big data Oijer greater IJexibility on education reTuirements to 29% 2 . 30% Resilience, IJexibility and agility recruit from various backgrounds Provide greater IJexibility on degree reTuirements for 30% Talent management 29% 22 . roles 24% Design and user experience :hare of companies ^ith +,0 7rograms 18% % Teaching and mentoring (share of organizations surveyed) Global % 15% Environmental stewardship :kill stability % 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed)  2 2   ROLES INDUSTRY G/2%$/ 16%  Employer-sponsored apprenticeships 24% 2 Internal training departments 10%  Licensed training from professional associations 29% 27 On-the-job training and coaching 10% 2 Private-sector online-learning platforms 10% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Mining and Metals 9.1 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Climate-change mitigation technology (Alternative Energy, Greenhouse gases … -100% +100% -100% +100% 69% 61% Supply chains becoming more localized Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 63% 59% Climate-change induced investments into adapting operations Big-data analytics -100% +100% -100% +100% 55% 52% Investments to facilitate the green transition of your business Power storage and generation -100% +100% -100% +100% 53% 46% Consumers becoming more vocal on environmental issues Encryption and cybersecurity -100% +100% -100% +100% 39% 40% Broadening digital access Digital platforms and apps -100% +100% -100% +100% 27% 23% Increased adoption of new and frontier technologies Education and workforce development technologies -100% +100% -100% +100% 11% 23% Supply shortages and/or rising cost of inputs for your business Internet of things and connected devices -100% +100% -100% +100% -21% 23% Role outlook Human-machine frontier Churn in five years Human-machine frontier 19% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 66% 34% 2027 Forecast 19% 17% Civil Engineers 58% 42% 14% 15% Industrial and Production Engineers Workforce strategy outlook 8% 24% Business Development Professionals Talent outlook in 2027 Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 8% 14% General and Operations Managers Improving Worsening Global average Global average 26% 20% Mechanical Engineers Talent availability when hiring -100% +100% 43% 36% 13% 17% Assembly and Factory Workers Talent development of existing workforce -100% +100% 0% 79% 10% 24% Technical Specialists Talent retention of existing workforce 26% 19% Mechanics and Machinery Repairers -100% +100% 10% 55% 22% 19% Accountants and Auditors 24% 35% Administrative and Executive Secretaries Accounting, Bookkeeping and Payroll 54% 29% Clerks

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Mining and Metals 9.1 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 48%  22  2 22  . Oijer higher wages INDUSTRY G/2%$/ 45%  2. Improve talent progression and promotion processes 22% 2 Cognitive skills More diversity, eTuity and inclusion policies and 28%  . programmes 6%  Engagement skills 24%  . Improve people-and-culture metrics and reporting 17% 2 Management skills 21%  . Improve working hours and overtime 4%  Physical abilities 21%  . Support employee health and well-being 12%  Technology skills 17% 2 7. Better articulate business purpose and impact 3%  Ethics 17%  7. Improve safety in the workplace 22% 2 Self-eĴcacy 17%  7. Provide eijective reskilling and upskilling 15 %  Working with others 14%  0 Improve internal-communication strategy 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 54% Analytical thinking 48% 2 . Run comprehensive DEI training for managers 46% /eadership and social inIJuence 48%  2. Run comprehensive DEI training for staij 31% AI and big data Set DEI goals, targets or Tuotas that exceed public 31% 32% 2 Creative thinking . reTuirements 31% Environmental stewardship Enable inclusion and accessibility across physical and 28%  . virtual spaces 31% Motivation and self-awareness Oijer greater IJexibility on education reTuirements to 28% 2 . 31% Resilience, IJexibility and agility recruit from various backgrounds 31% Resource management and operations 28%  . Set up Employee Representation Groups 31% Talent management :hare of companies ^ith +,0 7rograms 31% % Technological literacy (share of organizations surveyed) Global % :kill stability % 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed)    2  ROLES INDUSTRY G/2%$/ 17%  Employer-sponsored apprenticeships 30% 2 Internal training departments 10%  /icensed training from professional associations 23% 27 On-the-Mob training and coaching 11% 2 Private-sector online-learning platforms 9% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Non-governmental and Membership Organisations 24.1 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Education and workforce development technologies -100% +100% -100% +100% 83% 58% Broader application of Environmental, Social and Governance (ESG) standards Digital platforms and apps -100% +100% -100% +100% 59% 45% Consumers becoming more vocal on social issues Big-data analytics -100% +100% -100% +100% 58% 44% Climate-change induced investments into adapting operations Text, image, and voice processing -100% +100% -100% +100% 50% 36% Broadening digital access Cloud computing -100% +100% -100% +100% 47% 25% Increased adoption of new and frontier technologies Internet of things and connected devices -100% +100% -100% +100% 43% 25% Rising cost of living for consumers Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -29% 20% Slower global economic growth Encryption and cybersecurity -100% +100% -100% +100% -44% 11% Role outlook Human-machine frontier Churn in five years Human-machine frontier 24% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 75% 25% 2027 Forecast 11% 14% General and 2perations Managers 61% 39% 9% 25% ProMect Managers Workforce strategy outlook Client Information and Customer Service 17% 20% Talent outlook in 2027 Workers Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 7% 23% Social Work and Counselling Professionals Improving Worsening Global average Global average 6% 17% Managing Directors and Chief Executives Talent availability when hiring -100% +100% 41% 53% 11% 31% Relationship Managers Talent development of existing workforce Business Services and Administration -100% +100% 6% 88% 21% 22% Managers Talent retention of existing workforce 32% 18% /awyers -100% +100% 12% 59% 42% 34% Data Analysts and Scientists 32% 19% Accountants and Auditors 35% 35% Administrative and Executive Secretaries Accounting, Bookkeeping and Payroll 62% 29% Clerks

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Non-governmental and Membership Organisations 24.1 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes Remove degree reTuirements and conduct skills-based 47%  2  2  . hiring INDUSTRY G/2%$/ 35%  2. Improve talent progression and promotion processes 29% 2 Cognitive skills 35%  2. 2ijer higher wages 8%  Engagement skills 29%  . Improve people-and-culture metrics and reporting 13% 2 Management skills 29%  . Provide eijective reskilling and upskilling 2%  Physical abilities 24%  . Support employee health and well-being 8%  Technology skills More diversity, eTuity and inclusion policies and 18%  7. programmes 2%  Ethics 2ijer more remote and hybrid work opportunities within 18% 2 7. countries 24% 2 Self-eĴcacy 12% 2 . Better articulate business purpose and impact 14 %  Working with others 12%  . Improve working hours and overtime 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 59% Analytical thinking 47%  . Run comprehensive DEI training for staij 59% Creative thinking Set DEI goals, targets or Tuotas that exceed public 41% 2 2. 47% /eadership and social inIJuence reTuirements 41% 35% 2 AI and big data . Run comprehensive DEI training for managers 35% Curiosity and lifelong learning Enable inclusion and accessibility across physical and 29%  . virtual spaces 35% Technological literacy 29% :hare of companies ^ith +,0 7rograms Talent management % (share of organizations surveyed) 24% Global % Design and user experience 24% Empathy and active listening 24% Resource management and operations :kill stability 4% 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed)  2  2 2 2 ROLES INDUSTRY G/2%$/ 18%  Employer-sponsored apprenticeships 21% 2 Internal training departments 14%  /icensed training from professional associations 23% 27 2n-the-Mob training and coaching 12% 2 Private-sector online-learning platforms 12% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Oil and gas 6.1 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Climate-change mitigation technology (Alternative Energy, Greenhouse gases … -100% +100% -100% +100% 74% 61% Broader application of Environmental, Social and Governance (ESG) standards Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 58% 52% Consumers becoming more vocal on environmental issues Encryption and cybersecurity -100% +100% -100% +100% 47% 50% Climate-change induced investments into adapting operations Power storage and generation -100% +100% -100% +100% 42% 47% Demographic dividend in developing and emerging economies Digital platforms and apps -100% +100% -100% +100% 38% 27% Broadening digital access Cloud computing -100% +100% -100% +100% 17% -5% Increased adoption of new and frontier technologies Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 4% -10% Increased geopolitical divisions Internet of things and connected devices -100% +100% -100% +100% -12% -15% Role outlook Human-machine frontier Churn in five years Human-machine frontier 20% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 75% 26% Petroleum and Natural Gas Refining Plant 2027 Forecast 45% 34% Operators 75% 25% 39% 23% Application Developers Workforce strategy outlook 19% 25% Project Managers Talent outlook in 2027 Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 18% 19% Mechanics and Machinery Repairers Improving Worsening Global average Global average Manufacturing, Mining, Construction, and 19% 11% Talent availability when hiring Distribution Managers -100% +100% 35% 52% 11% 31% Big Data Specialists Talent development of existing workforce -100% +100% 0% 78% 14% 19% Accountants and Auditors Talent retention of existing workforce 3% 14% General and Operations Managers -100% +100% 22% 39% Sales Representatives, Wholesale and 4% 14% … Manufacturing, Technical and Scientific Accounting, Bookkeeping and Payroll 6% 29% Clerks 31% 42% Data Entry Clerks 38% 35% Administrative and Executive Secretaries

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Oil and gas 6.1 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 48%  2   2  . Improve talent progression and promotion processes INDUSTRY G/2%$/ 39%  2. Improve people-and-culture metrics and reporting 26% 2 Cognitive skills 35%  . Provide eijective reskilling and upskilling 7%  Engagement skills 30%  . Oijer higher wages 10% 2 Management skills 26%  . Improve internal-communication strategy 4%  Physical abilities 22%  . Improve safety in the workplace 17%  Technology skills More diversity, eTuity and inclusion policies and 22%  . programmes 3%  Ethics 17% 2 . Better articulate business purpose and impact 20% 2 Self-eĴcacy 17%  . Support employee health and well-being 13 %  Working with others 13%  0 Improve working hours and overtime 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 64% Analytical thinking 26% 2 . Run comprehensive DEI training for managers 41% Creative thinking 26%  2. Run comprehensive DEI training for staij 36% /eadership and social inIJuence Enable inclusion and accessibility across physical and 32% 22%  AI and big data . virtual spaces 32% Empathy and active listening Embed DEI goals and solutions across the supply 17% 2 . chain 32% Motivation and self-awareness Oijer greater IJexibility on education reTuirements to 17% 2 . 27% Talent management recruit from various backgrounds Set DEI goals, targets or Tuotas that exceed public 23% Environmental stewardship 17% 2 . reTuirements 18% Dependability and attention to detail :hare of companies ^ith +,0 7rograms 18% % Networks and cybersecurity (share of organizations surveyed) Global % :kill stability % 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed)  2 2 22 ROLES INDUSTRY G/2%$/ 19%  Employer-sponsored apprenticeships 29% 2 Internal training departments 12%  /icensed training from professional associations 22% 27 On-the-job training and coaching 9% 2 Private-sector online-learning platforms 9% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Production of consumer goods 167.8 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 55% 47% Broader application of Environmental, Social and Governance (ESG) standards Big-data analytics -100% +100% -100% +100% 47% 46% Consumers becoming more vocal on environmental issues Climate-change mitigation technology (Alternative Energy, Greenhouse gases … -100% +100% -100% +100% 32% 41% Broadening digital access E-commerce and digital trade -100% +100% -100% +100% 16% 30% Increased adoption of new and frontier technologies Encryption and cybersecurity -100% +100% -100% +100% 6% 30% Rising cost of living for consumers Education and workforce development technologies -100% +100% -100% +100% -31% 26% Supply shortages and/or rising cost of inputs for your business Digital platforms and apps -100% +100% -100% +100% -37% 23% Slower global economic growth Internet of things and connected devices -100% +100% -100% +100% -51% 0% Role outlook Human-machine frontier Churn in five years Human-machine frontier 21% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 65% 35% 2027 Forecast 21% 24% Business Development Professionals 53% 47% Sales Representatives, Wholesale and 13% 14% … Manufacturing, Technical and Scientific Workforce strategy outlook 5% 17% Managing Directors and Chief Executives Talent outlook in 2027 Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 17% 14% General and Operations Managers Improving Worsening Global average Global average 13% 17% Assembly and Factory Workers Talent availability when hiring -100% +100% 48% 28% Food Processing and Related Trades 17% 16% Workers Talent development of existing workforce -100% +100% 4% 80% 12% 19% Accountants and Auditors Talent retention of existing workforce Accounting, Bookkeeping and Payroll 25% 29% -100% +100% Clerks 23% 46% 37% 42% Data Entry Clerks 27% 35% Administrative and Executive Secretaries

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Production of consumer goods 167.8 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 62%  2   2  . Improve talent progression and promotion processes INDUSTRY G/2%$/ 43%  2. Oijer higher wages 26% 2 Cognitive skills 32%  . Provide eijective reskilling and upskilling 6%  Engagement skills More diversity, eTuity and inclusion policies and 24%  . programmes 14% 2 Management skills 21%  . Improve working hours and overtime 4%  Physical abilities 21%  . Support employee health and well-being 10%  Technology skills 18% 2 7. Better articulate business purpose and impact 2%  Ethics 18%  7. Improve internal-communication strategy 26% 2 Self-eĴcacy Oijer more remote and hybrid work opportunities within 15% 2 . countries 11 %  Working with others 9%  0 Improve people-and-culture metrics and reporting 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 52% Analytical thinking 55% 2 . Run comprehensive DEI training for managers 42% Creative thinking 39%  2. Run comprehensive DEI training for staij 41% Resilience, IJexibility and agility Enable inclusion and accessibility across physical and 38% 32%  AI and big data . virtual spaces 35% Curiosity and lifelong learning Embed DEI goals and solutions across the supply 28% 2 . chain 35% Leadership and social inIJuence 33% :hare of companies ^ith +,0 7rograms Motivation and self-awareness % (share of organizations surveyed) 33% Global % Talent management 32% Empathy and active listening 30% Design and user experience :kill stability % 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed)  2  2  ROLES INDUSTRY G/2%$/ 19%  Employer-sponsored apprenticeships 24% 2 Internal training departments 11%  Licensed training from professional associations 28% 27 On-the-job training and coaching 11% 2 Private-sector online-learning platforms 8% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Real estate 14.2 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 73% 53% Broader application of Environmental, Social and Governance (ESG) standards Digital platforms and apps -100% +100% -100% +100% 45% 43% Climate-change induced investments into adapting operations Encryption and cybersecurity -100% +100% -100% +100% 44% 38% Consumers becoming more vocal on environmental issues E-commerce and digital trade -100% +100% -100% +100% 33% 25% Increased adoption of new and frontier technologies Power storage and generation -100% +100% -100% +100% 25% 25% Broadening digital access Internet of things and connected devices -100% +100% -100% +100% 5% 23% Rising cost of living for consumers Cloud computing -100% +100% -100% +100% -15% 20% Slower global economic growth Education and workforce development technologies -100% +100% -100% +100% -35% 18% Role outlook Human-machine frontier Churn in five years Human-machine frontier 27% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 66% 34% 2027 Forecast 40% 24% Technical Specialists 58% 42% 24% 24% Business Development Professionals Workforce strategy outlook 18% 18% Lawyers Talent outlook in 2027 Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 17% 19% Accountants and Auditors Improving Worsening Global average Global average 15% 26% Construction Laborers Talent availability when hiring -100% +100% 36% 40% 11% 19% Architects and Surveyors Talent development of existing workforce -100% +100% 4% 68% 19% 25% Project Managers Talent retention of existing workforce 17% 14% General and Operations Managers -100% +100% 24% 40% Building Finishers and Related Trades 5% 17% Workers 7% 14% Real Estate Sales Agents Accounting, Bookkeeping and Payroll 6% 29% Clerks 33% 30% Strategic Advisors

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Real estate 14.2 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 58%    2  2 . Improve talent progression and promotion processes INDUSTRY G/2%$/ 33%  2. Oijer higher wages 30% 2 Cognitive skills 29%  . Improve people-and-culture metrics and reporting 9%  Engagement skills 25% 2 . Better articulate business purpose and impact 15% 2 Management skills 21%  . Improve internal-communication strategy 3%  Physical abilities 21%  . Provide eijective reskilling and upskilling 12%  Technology skills More diversity, eTuity and inclusion policies and 17%  7. programmes 3%  Ethics 17%  7. Support employee health and well-being 18% 2 Self-eĴcacy 17% 0 7. Tapping into diverse talent pools 12 %  Working with others 13%  0 Improve working hours and overtime 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 60% Creative thinking Enable inclusion and accessibility across physical and 29%  . virtual spaces 44% AI and big data 21%  2. Run comprehensive DEI training for staij 36% Analytical thinking Oijer greater IJexibility on education reTuirements to 32% 17% 2 Curiosity and lifelong learning . recruit from various backgrounds 32% Leadership and social inIJuence 17% 2 . Run comprehensive DEI training for managers 28% Empathy and active listening 24% :hare of companies ^ith +,0 7rograms Resilience, IJexibility and agility % (share of organizations surveyed) 20% Global % Environmental stewardship 16% Design and user experience 16% Marketing and media 16% Multi-lingualism :kill stability % 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed) 2 22   2  ROLES INDUSTRY G/2%$/ 20%  Employer-sponsored apprenticeships 22% 2 Internal training departments 16%  Licensed training from professional associations 18% 27 On-the-job training and coaching 12% 2 Private-sector online-learning platforms 10% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Research, design and business management services 39.6 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broadening digital access Big-data analytics -100% +100% -100% +100% 60% 79% Broader application of Environmental, Social and Governance (ESG) standards Digital platforms and apps -100% +100% -100% +100% 52% 75% Increased adoption of new and frontier technologies Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 52% 56% Climate-change induced investments into adapting operations Cloud computing -100% +100% -100% +100% 48% 56% Consumers becoming more vocal on environmental issues Education and workforce development technologies -100% +100% -100% +100% 43% 48% Consumers becoming more vocal on social issues Encryption and cybersecurity -100% +100% -100% +100% 35% 48% Rising cost of living for consumers Text, image, and voice processing -100% +100% -100% +100% -9% 46% Slower global economic growth Internet of things and connected devices -100% +100% -100% +100% -24% 42% Role outlook Human-machine frontier Churn in five years Human-machine frontier 22% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 70% 30% 2027 Forecast 53% 40% AI and Machine Learning Specialists 52% 48% 37% 24% Business Development Professionals Workforce strategy outlook 33% 34% Data Analysts and Scientists Talent outlook in 2027 Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 13% 19% Software and Applications Developers Improving Worsening Global average Global average 11% 32% Digital Transformation Specialists Talent availability when hiring -100% +100% 23% 65% 28% 32% Graphic Designers Talent development of existing workforce -100% +100% 4% 85% 2% 19% Accountants and Auditors Talent retention of existing workforce 3% 18% Lawyers -100% +100% 8% 65% Accounting, Bookkeeping and Payroll 25% 29% Clerks 24% 21% Sales and Marketing Professionals 13% 12% Human Resources Specialists 32% 35% Administrative and Executive Secretaries

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Research, design and business management services 39.6 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 42%   2   . Provide eijective reskilling and upskilling INDUSTRY G/2%$/ 39% 2 2. Better articulate business purpose and impact 30% 2 Cognitive skills 39%  2. Improve talent progression and promotion processes 6%  Engagement skills 35%  . 2ijer higher wages 9% 2 Management skills 2ijer more remote and hybrid work opportunities within 27% 2 . countries 2%  Physical abilities More diversity, eTuity and inclusion policies and 23%  . programmes 20%  Technology skills 19%  7. Improve internal-communication strategy 3%  Ethics 19%  7. Improve people-and-culture metrics and reporting 19% 2 Self-eĴcacy Remove degree reTuirements and conduct skills-based 15%  . hiring 10 %  :orking with others 12%  0 Support employee health and well-being 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 58% Creative thinking Enable inclusion and accessibility across physical and 31%  . virtual spaces 54% Analytical thinking 27% 2 2. Run comprehensive DEI training for managers 46% AI and big data Set DEI goals, targets or Tuotas that exceed public 42% 27% 2 Resilience, IJexibility and agility . reTuirements 35% Leadership and social inIJuence 23%  . Run comprehensive DEI training for staij 35% Marketing and media 31% :hare of companies ^ith +,0 7rograms Design and user experience % (share of organizations surveyed) 27% Global % Curiosity and lifelong learning 27% Talent management 23% Technological literacy :kill stability % 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed)     ROLES INDUSTRY G/2%$/ 10%  Employer-sponsored apprenticeships 17% 2 Internal training departments 9%  Licensed training from professional associations 38% 27 2n-the-Mob training and coaching 14% 2 Private-sector online-learning platforms 13% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Retail and wholesale of consumer goods 145.2 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Big-data analytics -100% +100% -100% +100% 44% 60% Supply chains becoming more localized E-commerce and digital trade -100% +100% -100% +100% 38% 58% Broadening digital access Digital platforms and apps -100% +100% -100% +100% 31% 47% Increased adoption of new and frontier technologies Climate-change mitigation technology (Alternative Energy, Greenhouse gases … -100% +100% -100% +100% 27% 44% Consumers becoming more vocal on environmental issues Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 25% 31% Ageing populations in advanced and emerging economies Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% 5% 31% Rising cost of living for consumers Education and workforce development technologies -100% +100% -100% +100% -22% 29% Supply shortages and/or rising cost of inputs for your business Internet of things and connected devices -100% +100% -100% +100% -39% 17% Role outlook Human-machine frontier Churn in five years Human-machine frontier 21% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 72% 28% 2027 Forecast 53% 35% Business Intelligence Analysts 57% 44% 17% 24% Business Development Professionals Workforce strategy outlook 22% 17% Managing Directors and Chief Executives Talent outlook in 2027 Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 8% 14% General and Operations Managers Improving Worsening Global average Global average Business Services and Administration 21% 22% Talent availability when hiring Managers -100% +100% 40% 33% 19% 20% Supply Chain and Logistics Specialists Talent development of existing workforce Sales Representatives, Wholesale and -100% +100% 5% 78% 6% 14% … Manufacturing, Technical and Scientific Talent retention of existing workforce 14% 23% Shop Salespersons -100% +100% 21% 55% Accounting, Bookkeeping and Payroll 19% 29% Clerks 32% 42% Data Entry Clerks 41% 35% Administrative and Executive Secretaries

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Retail and wholesale of consumer goods 145.2 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 51%  2  2 2 . Improve talent progression and promotion processes INDUSTRY G/2%$/ 35%  2. Oijer higher wages 23% 2 Cognitive skills 30%  . Improve working hours and overtime 9%  Engagement skills 28% 2 . Better articulate business purpose and impact 8% 2 Management skills 28%  . Improve internal-communication strategy 4%  Physical abilities 26%  . Provide eijective reskilling and upskilling 13%  Technology skills More diversity, eTuity and inclusion policies and 21%  7. programmes 3%  Ethics 16%  . Improve people-and-culture metrics and reporting 27% 2 Self-eĴcacy 16%  . Support employee health and well-being 12 %  Working with others 14% 0 0 Tapping into diverse talent pools 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 49% Analytical thinking 45% 2 . Run comprehensive DEI training for managers 44% Leadership and social inIJuence 39%  2. Run comprehensive DEI training for staij 42% Service orientation and customer service Enable inclusion and accessibility across physical and 38% 30%  AI and big data . virtual spaces 33% Motivation and self-awareness Embed DEI goals and solutions across the supply 21% 2 . chain 33% Technological literacy Provide greater IJexibility on degree reTuirements for 21% 22 . 31% Creative thinking roles Set DEI goals, targets or Tuotas that exceed public 31% Design and user experience 21% 2 . reTuirements 31% Resilience, IJexibility and agility :hare of companies ^ith +,0 7rograms 29% % Curiosity and lifelong learning (share of organizations surveyed) Global % :kill stability % 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed)  2  2  ROLES INDUSTRY G/2%$/ 17%  Employer-sponsored apprenticeships 23% 2 Internal training departments 14%  Licensed training from professional associations 28% 27 On-the-Mob training and coaching 11% 2 Private-sector online-learning platforms 7% 0 8niversities and other educational institutions

Industry Profile Global Employee (millions, ILO estimates) 1 / 2 Supply chain and transportation 245.6 Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Big-data analytics -100% +100% -100% +100% 43% 57% Investments to facilitate the green transition of your business Climate-change mitigation technology (Alternative Energy, Greenhouse gases … -100% +100% -100% +100% 41% 57% Supply chains becoming more localized Encryption and cybersecurity -100% +100% -100% +100% 33% 44% Increased adoption of new and frontier technologies E-commerce and digital trade -100% +100% -100% +100% 21% 41% Broadening digital access Digital platforms and apps -100% +100% -100% +100% 0% 35% Rising cost of living for consumers Education and workforce development technologies -100% +100% -100% +100% -33% 31% Supply shortages and/or rising cost of inputs for your business Internet of things and connected devices -100% +100% -100% +100% -33% 9% Slower global economic growth Electric and autonomous vehicles -100% +100% -100% +100% -54% -18% Role outlook Human-machine frontier Churn in five years Human-machine frontier 25% Five-year structural labour-force churn (percent) Tasks performed by humans and machines today and in 2027 (share of total) Global 23% Human Machine Industry Frontier Global Frontier Key roles for business transformation ALL TASKS Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role growth, and their net growth and structural churn (percent) Now NET GROWTH INDUSTRY GLOBAL ROLES -50% 0 50% CHURN CHURN 67% 33% 2027 Forecast 24% 24% Business Development Professionals 58% 42% 26% 27% Heavy Truck and Bus Drivers Workforce strategy outlook 15% 18% Light Truck or Delivery Services Drivers Talent outlook in 2027 Expected change in talent availability, development and retention in the next five years (share of organizations surveyed) 8% 17% Managing Directors and Chief Executives Improving Worsening Global average Global average 22% 20% Supply Chain and Logistics Specialists Talent availability when hiring -100% +100% 36% 32% 18% 14% General and Operations Managers Talent development of existing workforce -100% +100% 6% 77% 13% 19% Accountants and Auditors Talent retention of existing workforce Business Services and Administration 23% 22% -100% +100% Managers 15% 55% Accounting, Bookkeeping and Payroll 41% 29% Clerks 54% 35% Administrative and Executive Secretaries

Industry Profile Global Employee (millions, ILO estimates) 2 / 2 Supply chain and transportation 245.6 6kill outlook Workforce strategy outlook Core skills )usiness practices to improve talent availability 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Top practices with the greatest potential to improve talent availability (share of organizations surveyed) INDUSTRY G/2%$/ 6Nills NnoZledge and abilities $ttitudes 49%  2  2 2   Improve talent progression and promotion processes INDUSTRY G/2%$/ 37%  2 Oijer higher wages 24% 2 Cognitive skills 35%   Provide eijective reskilling and upskilling 9%  Engagement skills More diversity, eTuity and inclusion policies and 26%   programmes 11% 2 Management skills 22% 2  Better articulate business purpose and impact 3%  Physical abilities 22%   Improve people-and-culture metrics and reporting 12%  Technology skills 22%   Support employee health and well-being 4%  Ethics Oijer more remote and hybrid work opportunities within 20% 2  countries 28% 2 Self-eĴcacy 14%   Improve internal-communication strategy 10 %  :orking with others 12%  0 Improve safety in the workplace 9eskilling skill focus Key components of +,0 programmes 6kills most prioritized for reskilling and upskilling in the next five years (share of organizations surveyed) 0ost common components of 'E, programmes (share of organizations surveyed) 6Nills NnoZledge and abilities $ttitudes Global average INDUSTRY G/2%$/ 48% Technological literacy 47% 2  Run comprehensive DEI training for managers 46% Leadership and social inIJuence Embed DEI goals and solutions across the supply 43% 2 2 43% Analytical thinking chain 37% 39%  AI and big data  Run comprehensive DEI training for staij 37% Service orientation and customer service Set DEI goals, targets or Tuotas that exceed public 37% 2  reTuirements 32% Creative thinking Enable inclusion and accessibility across physical and 33%   32% Resilience, IJexibility and agility virtual spaces 30% Motivation and self-awareness :hare of companies ^ith +,0 7rograms % 28% (share of organizations surveyed) Curiosity and lifelong learning Global % 24% Empathy and active listening :kill stability % 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations surveyed) 2  2  ROLES INDUSTRY G/2%$/ 9%  Employer-sponsored apprenticeships 26% 2 Internal training departments 17%  Licensed training from professional associations 29% 27 On-the-Mob training and coaching 11% 2 Private-sector online-learning platforms 7% 0 8niversities and other educational institutions

May 2023 Future of Jobs Report 2023 III Region Profiles Future of Jobs Report 2023 237

Region Profile 1 / 2 Central Asia Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 52% 62% Broader application of Environmental, Social and Governance (ESG) standards Cloud computing -100% +100% -100% +100% 48% 40% Broadening digital access Digital platforms and apps -100% +100% -100% +100% 42% 39% Increased adoption of new and frontier technologies Encryption and cybersecurity -100% +100% -100% +100% 42% 38% Consumers becoming more vocal on social issues E-commerce and digital trade -100% +100% -100% +100% 40% 37% Rising cost of living for consumers Education and workforce development technologies -100% +100% -100% +100% -4% 34% Slower global economic growth Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -27% 33% Supply shortages and/or rising cost of inputs for your business Internet of things and connected devices -100% +100% -100% +100% -28% 25% Role outlook Skill outlook Churn in five years Core sRills 25% Five-year structural labour-force churn (percent) 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Global 23% Skills, knowledge and abilities Attitudes Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role 26% 12% 18% 21% 11% growth, and their net growth and structural churn (percent) REGION GLOBAL NET GROWTH REGION GLOBAL ROLES -50% 0 50% CHURN CHURN 26% 26% Cognitive skills 47% 35% Business Intelligence Analysts 6% 6% Engagement skills 24% 34% Data Analysts and Scientists 12% 12% Management skills 28% 25% Project Managers 3% 3% Physical abilities 8% 14% General and Operations Managers 18% 16% Technology skills 3% 3% 14% 17% Assembly and Factory Workers Ethics Business Services and Administration 21% 23% 26% 22% Self-efficacy Managers 11 % 11% Working with others 31% 19% Accountants and Auditors 23% 35% Administrative and Executive Secretaries 51% 42% Data Entry Clerks Accounting, Bookkeeping and Payroll 46% 29% Clerks

Region Profile  / 2 Central Asia Skill outlook :orkIorFe VtrDteJ\ outlook 9esRilling sRill focus Talent outlooR in  6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities Attitudes Global aYerage ,PproYing :orsening Global aYerage Global aYerage 59% Analytical thinking Talent availability when hiring 47% AI and big data -100% +100% 20% 49% 36% Creative thinking Talent development of existing workforce 32% /eadership and social inIJuence -100% +100% 4% 76% 30% Curiosity and lifelong learning Talent retention of existing workforce 29% Technological literacy -100% +100% 16% 56% 23% Environmental stewardship )usiness practices to improve talent availability 22% Motivation and self-awareness Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 22% 1etworks and cybersecurity IN'USTR< GLOBAL 21% Dependability and attention to detail 48% 3% 1. Oijer higher wages :Rill stability 46% % 5% 2. Improve talent progression and promotion processes 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) 29% 3% 3. Provide eijective reskilling and upskilling Training type 22% 1% Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations . Improve working hours and overtime surveyed) 19% 1% 1% 2% 1% 22% 16% 11% . Improve internal-communication strategy ROLES REGION GLOBAL 18% 1% 6. Improve people-and-culture metrics and reporting 14% 1% Employer-sponsored apprenticeships 18% 1% 6. Support employee health and well-being 23% 2% Internal training departments Oijer more remote and hybrid work opportunities within 17% 21% . countries 15% 13% /icensed training from professional associations More diversity, eTuity and inclusion policies and 17% 1% . programmes 22% 2% On-the-job training and coaching 16% % 1 Improve safety in the workplace 16% 12% Private-sector online-learning platforms Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 11% 1% 8niversities and other educational institutions REGION GLOBAL Training funding 35% 2% 1. Run comprehensive DEI training for managers 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 32% 36% REGION GLOBAL 2. Run comprehensive DEI training for staij Enable inclusion and accessibility across physical and 25% 16% Co-funding across the industry 31% 33% 3. virtual spaces 31% 28% Free-of-cost training Embed DEI goals and solutions across the supply 23% 23% . chain 22% 22% Funded by government :hare of companies ^ith +,0 7rograms 74% 87% Funded by my organi]ation 5% (share of organizations surveyed) Global % 37% 24% Public-private hybrid funding

Region Profile 1 / 2 East Asia and the Pacific Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 55% 62% Broader application of Environmental, Social and Governance (ESG) standards Encryption and cybersecurity -100% +100% -100% +100% 53% 49% Increased adoption of new and frontier technologies Digital platforms and apps -100% +100% -100% +100% 51% 42% Broadening digital access Education and workforce development technologies -100% +100% -100% +100% 41% 39% Consumers becoming more vocal on environmental issues Cloud computing -100% +100% -100% +100% 31% 36% Supply shortages and/or rising cost of inputs for your business Internet of things and connected devices -100% +100% -100% +100% -11% 36% Rising cost of living for consumers E-commerce and digital trade -100% +100% -100% +100% -17% 34% Slower global economic growth Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -48% 30% Role outlook Skill outlook Churn in five years Core sRills 22% Five-year structural labour-force churn (percent) 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Global 23% Skills, knowledge and abilities Attitudes Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role 27% 12% 16% 23% 11% growth, and their net growth and structural churn (percent) REGION GLOBAL NET GROWTH REGION GLOBAL ROLES -50% 0 50% CHURN CHURN 27% 26% Cognitive skills 41% 34% Data Analysts and Scientists 6% 6% Engagement skills 20% 24% Business Development Professionals 12% 12% Management skills 23% 25% Project Managers 3% 3% Physical abilities 15% 14% General and Operations Managers 16% 16% Technology skills Business Services and Administration 3% 3% 30% 22% Ethics Managers 23% 23% 14% 19% Self-efficacy Accountants and Auditors 11 % 11% Working with others 18% 17% Assembly and Factory Workers Accounting, Bookkeeping and Payroll 29% 29% Clerks 31% 35% Administrative and Executive Secretaries 41% 42% Data Entry Clerks

Region Profile  / 2 East Asia and the Pacific Skill outlook :orkIorFe VtrDteJ\ outlook 9esRilling sRill focus Talent outlooR in  6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities Attitudes Global aYerage ,PproYing :orsening Global aYerage Global aYerage 47% Analytical thinking Talent availability when hiring 44% AI and big data -100% +100% 39% 36% 40% Creative thinking Talent development of existing workforce 38% /eadership and social inIJuence -100% +100% 5% 75% 37% Resilience, IJexibility and agility Talent retention of existing workforce 31% Curiosity and lifelong learning -100% +100% 27% 43% 28% Design and user experience )usiness practices to improve talent availability 27% Talent management Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 27% Technological literacy IN'USTR< GLOBAL 25% Empathy and active listening 49% % 1. Improve talent progression and promotion processes :Rill stability 34% 3% % 2. Oijer higher wages 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) 33% 3% 3. Provide eijective reskilling and upskilling Training type 31% 2% Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations . Better articulate business purpose and impact surveyed) More diversity, eTuity and inclusion policies and 23% 1% 13% 2% 12% 32% 1% . programmes ROLES REGION GLOBAL Oijer more remote and hybrid work opportunities within 20% 21% 6. countries 13% 1% Employer-sponsored apprenticeships 18% 1% . Support employee health and well-being 25% 2% Internal training departments 17% 1% . Improve people-and-culture metrics and reporting 12% 13% /icensed training from professional associations 17% 1% . Tapping into diverse talent pools 32% 2% On-the-job training and coaching 16% 1% 1 Improve internal-communication strategy 10% 12% Private-sector online-learning platforms Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 9% 1% 8niversities and other educational institutions REGION GLOBAL Training funding 56% 2% 1. Run comprehensive DEI training for managers 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 45% 36% REGION GLOBAL 2. Run comprehensive DEI training for staij Enable inclusion and accessibility across physical and 11% 16% Co-funding across the industry 40% 33% 3. virtual spaces 26% 28% Free-of-cost training Set DEI goals, targets or Tuotas that exceed public 39% 26% . reTuirements 27% 22% Funded by government Embed DEI goals and solutions across the supply 32% 23% . 96% 87% Funded by my organi]ation chain 20% 24% Public-private hybrid funding :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) Global %

Region Profile 1 / 2 Europe Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 55% 57% Broader application of Environmental, Social and Governance (ESG) standards Encryption and cybersecurity -100% +100% -100% +100% 51% 43% Climate-change induced investments into adapting operations Digital platforms and apps -100% +100% -100% +100% 43% 39% Increased adoption of new and frontier technologies Education and workforce development technologies -100% +100% -100% +100% 35% 36% Consumers becoming more vocal on environmental issues E-commerce and digital trade -100% +100% -100% +100% 31% 32% Broadening digital access Cloud computing -100% +100% -100% +100% 30% 32% Rising cost of living for consumers Internet of things and connected devices -100% +100% -100% +100% -17% 30% Slower global economic growth Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -50% 18% Role outlook Skill outlook Churn in five years Core sRills 21% Five-year structural labour-force churn (percent) 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Global 23% Skills, knowledge and abilities Attitudes Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role 2 2  2  growth, and their net growth and structural churn (percent) REGION GLOBAL NET GROWTH REGION GLOBAL ROLES -50% 0 50% CHURN CHURN 25% 26% Cognitive skills 38% 34% Data Analysts and Scientists 6% 6% Engagement skills 22% 24% Business Development Professionals 12% 12% Management skills 19% 25% Project Managers 3% 3% Physical abilities 11% 12% Human Resources Specialists 15% 16% Technology skills 3% 3% 14% 14% General and Operations Managers Ethics 25% 23% 20% 19% Self-efficacy Accountants and Auditors 11 % 11% Working with others 16% 17% Assembly and Factory Workers Accounting, Bookkeeping and Payroll 27% 29% Clerks 40% 42% Data Entry Clerks 36% 35% Administrative and Executive Secretaries

Region Profile  / 2 Europe Skill outlook :orkIorFe VtrDteJ\ outlook 9esRilling sRill focus Talent outlooR in  6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities Attitudes Global aYerage ,PproYing :orsening Global aYerage Global aYerage 49% Analytical thinking Talent availability when hiring 39% /eadership and social inIJuence -100% +100% 46% 30% 38% AI and big data Talent development of existing workforce 36% Creative thinking -100% +100% 6% 79% 35% Resilience, IJexibility and agility Talent retention of existing workforce 31% Curiosity and lifelong learning -100% +100% 23% 51% 28% Technological literacy )usiness practices to improve talent availability 27% Design and user experience Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 25% Talent management IN'USTR< GLOBAL 24% Motivation and self-awareness 52% % 1. Improve talent progression and promotion processes :Rill stability 34% 3% % 2. Provide eijective reskilling and upskilling 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) 33% 3% 3. Oijer higher wages Training type 24% 2% Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations . Better articulate business purpose and impact surveyed) Oijer more remote and hybrid work opportunities within 22% 21%  2 2   . countries ROLES REGION GLOBAL More diversity, eTuity and inclusion policies and 22% 1% 6. programmes 13% 1% Employer-sponsored apprenticeships 22% 1% 6. Support employee health and well-being 25% 2% Internal training departments 18% 1% . Improve internal-communication strategy 12% 13% /icensed training from professional associations 15% 1% . Improve people-and-culture metrics and reporting 31% 2% On-the-job training and coaching 15% 1% . Improve working hours and overtime 11% 12% Private-sector online-learning platforms Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 8% 1% 8niversities and other educational institutions REGION GLOBAL Training funding 53% 2% 1. Run comprehensive DEI training for managers 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 45% 36% REGION GLOBAL 2. Run comprehensive DEI training for staij Enable inclusion and accessibility across physical and 10% 16% Co-funding across the industry 37% 33% 3. virtual spaces 32% 28% Free-of-cost training Set DEI goals, targets or Tuotas that exceed public 34% 26% . reTuirements 19% 22% Funded by government Embed DEI goals and solutions across the supply 28% 23% . 94% 87% Funded by my organi]ation chain 19% 24% Public-private hybrid funding :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) Global %

Region Profile 1 / 2 Latin America and the Caribbean Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 62% 51% Broader application of Environmental, Social and Governance (ESG) standards Education and workforce development technologies -100% +100% -100% +100% 61% 45% Consumers becoming more vocal on environmental issues Digital platforms and apps -100% +100% -100% +100% 39% 41% Increased adoption of new and frontier technologies Encryption and cybersecurity -100% +100% -100% +100% 33% 40% Broadening digital access E-commerce and digital trade -100% +100% -100% +100% 33% 38% Consumers becoming more vocal on social issues Internet of things and connected devices -100% +100% -100% +100% 33% 33% Rising cost of living for consumers Cloud computing -100% +100% -100% +100% -31% 29% Slower global economic growth Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -53% 17% Role outlook Skill outlook Churn in five years Core sRills 22% Five-year structural labour-force churn (percent) 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Global 23% Skills, knowledge and abilities Attitudes Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role 25% 11% 14% 27% 12% growth, and their net growth and structural churn (percent) REGION GLOBAL NET GROWTH REGION GLOBAL ROLES -50% 0 50% CHURN CHURN 25% 26% Cognitive skills 28% 24% Business Development Professionals 6% 6% Engagement skills 17% 14% General and Operations Managers 11% 12% Management skills 18% 17% Assembly and Factory Workers 2% 3% Physical abilities 14% 18% Lawyers 14% 16% Technology skills Business Services and Administration 3% 3% 19% 22% Ethics Managers 27% 23% 20% 17% Self-efficacy Managing Directors and Chief Executives 12 % 11% Working with others 19% 19% Accountants and Auditors Accounting, Bookkeeping and Payroll 32% 29% Clerks 35% 35% Administrative and Executive Secretaries 39% 42% Data Entry Clerks

Region Profile  / 2 Latin America and the Caribbean Skill outlook :orkIorFe VtrDteJ\ outlook 9esRilling sRill focus Talent outlooR in  6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities Attitudes Global aYerage ,PproYing :orsening Global aYerage Global aYerage 47% Creative thinking Talent availability when hiring 46% AI and big data -100% +100% 42% 37% 44% Analytical thinking Talent development of existing workforce 43% Resilience, IJexibility and agility -100% +100% 5% 81% 37% Leadership and social inIJuence Talent retention of existing workforce 29% Empathy and active listening -100% +100% 20% 56% 27% Design and user experience )usiness practices to improve talent availability 27% Talent management Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 27% Environmental stewardship IN'USTR< GLOBAL 25% Curiosity and lifelong learning 53% % 1. Improve talent progression and promotion processes :Rill stability 31% 3% % 2. Oijer higher wages 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) 31% 2% 3. Better articulate business purpose and impact Training type Oijer more remote and hybrid work opportunities within 27% 21% Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations . countries surveyed) 26% 3% 17% 2% 2% 12% 12% . Provide eijective reskilling and upskilling ROLES REGION GLOBAL 23% 1% 6. Support employee health and well-being 17% 1% Employer-sponsored apprenticeships 20% 1% . Improve people-and-culture metrics and reporting 26% 2% Internal training departments 18% 1% . Improve internal-communication strategy 9% 13% Licensed training from professional associations More diversity, eTuity and inclusion policies and 17% 1% . programmes 23% 2% On-the-Mob training and coaching 10% 1% 1 Tapping into diverse talent pools 12% 12% Private-sector online-learning platforms Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 12% 1% 8niversities and other educational institutions REGION GLOBAL Training funding 46% 2% 1. Run comprehensive DEI training for managers 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Enable inclusion and accessibility across physical and 44% 33% REGION GLOBAL 2. virtual spaces 11% 16% Co-funding across the industry 42% 36% 3. Run comprehensive DEI training for staij 27% 28% Free-of-cost training Set DEI goals, targets or Tuotas that exceed public 33% 26% . reTuirements 13% 22% Funded by government Embed DEI goals and solutions across the supply 30% 23% . 88% 87% Funded by my organi]ation chain 29% 24% Public-private hybrid funding :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) Global %

Region Profile 1 / 2 Middle East and North Africa Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 58% 61% Broader application of Environmental, Social and Governance (ESG) standards Encryption and cybersecurity -100% +100% -100% +100% 57% 60% Increased adoption of new and frontier technologies Digital platforms and apps -100% +100% -100% +100% 38% 45% Broadening digital access E-commerce and digital trade -100% +100% -100% +100% 33% 43% Stricter government regulation of data use and technology Education and workforce development technologies -100% +100% -100% +100% 19% 42% Rising cost of living for consumers Internet of things and connected devices -100% +100% -100% +100% -15% 39% Supply shortages and/or rising cost of inputs for your business Cloud computing -100% +100% -100% +100% -27% 38% Slower global economic growth Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -44% 33% Role outlook Skill outlook Churn in five years Core sRills 21% Five-year structural labour-force churn (percent) 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Global 23% Skills, knowledge and abilities Attitudes Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role 26% 14% 17% 21% growth, and their net growth and structural churn (percent) REGION GLOBAL NET GROWTH REGION GLOBAL ROLES -50% 0 50% CHURN CHURN 26% 26% Cognitive skills 43% 40% AI and Machine Learning Specialists 6% 6% Engagement skills 37% 34% Data Analysts and Scientists 14% 12% Management skills 27% 24% Business Development Professionals 3% 3% Physical abilities 20% 25% Project Managers 17% 16% Technology skills Business Services and Administration 3% 3% 20% 22% Ethics Managers 21% 23% 12% 14% Self-efficacy General and Operations Managers 10 % 11% Working with others 30% 31% Relationship Managers 19% 19% Accountants and Auditors 31% 42% Data Entry Clerks 36% 35% Administrative and Executive Secretaries Accounting, Bookkeeping and Payroll 37% 29% Clerks

Region Profile  / 2 Middle East and North Africa Skill outlook :orkIorFe VtrDteJ\ outlook 9esRilling sRill focus Talent outlooR in  6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities Attitudes Global aYerage ,PproYing :orsening Global aYerage Global aYerage 53% Analytical thinking Talent availability when hiring 49% Creative thinking -100% +100% 28% 45% 46% AI and big data Talent development of existing workforce 41% Leadership and social inIJuence -100% +100% 4% 81% 36% Resilience, IJexibility and agility Talent retention of existing workforce 33% Service orientation and customer service -100% +100% 17% 60% 31% Design and user experience )usiness practices to improve talent availability 31% Technological literacy Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 29% Curiosity and lifelong learning IN'USTR< GLOBAL 26% 4uality control 47% 3% 1. Oijer higher wages :Rill stability 46% % % 2. Improve talent progression and promotion processes 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) 32% 3% 3. Provide eijective reskilling and upskilling Training type 22% 1% Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations . Improve people-and-culture metrics and reporting surveyed) 18% 1% 17% 2% 12% 27% . Support employee health and well-being ROLES REGION GLOBAL 17% 2% 6. Better articulate business purpose and impact 17% 1% Employer-sponsored apprenticeships Oijer more remote and hybrid work opportunities within 16% 21% . countries 25% 2% Internal training departments 16% 1% . Improve internal-communication strategy 12% 13% Licensed training from professional associations More diversity, eTuity and inclusion policies and 15% 1% . programmes 27% 2% On-the-job training and coaching 14% 1% 1 Improve working hours and overtime 10% 12% Private-sector online-learning platforms Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 9% 1% 8niversities and other educational institutions REGION GLOBAL Training funding 40% 2% 1. Run comprehensive DEI training for managers 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 35% 36% REGION GLOBAL 2. Run comprehensive DEI training for staij Enable inclusion and accessibility across physical and 14% 16% Co-funding across the industry 28% 33% 3. virtual spaces 26% 28% )ree-of-cost training Embed DEI goals and solutions across the supply 25% 23% . chain 31% 22% )unded by government Provide greater IJexibility on degree reTuirements for 25% 22% . 87% 87% )unded by my organi]ation roles 26% 24% Public-private hybrid funding :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) Global %

Region Profile 1 / 2 North America Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Investments to facilitate the green transition of your business Big-data analytics -100% +100% -100% +100% 60% 59% Broader application of Environmental, Social and Governance (ESG) standards Encryption and cybersecurity -100% +100% -100% +100% 55% 48% Climate-change induced investments into adapting operations Digital platforms and apps -100% +100% -100% +100% 53% 40% Increased adoption of new and frontier technologies Internet of things and connected devices -100% +100% -100% +100% 44% 38% Broadening digital access Education and workforce development technologies -100% +100% -100% +100% 41% 36% Consumers becoming more vocal on environmental issues Cloud computing -100% +100% -100% +100% 36% 31% Consumers becoming more vocal on social issues E-commerce and digital trade -100% +100% -100% +100% 26% 30% Slower global economic growth Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -59% 20% Role outlook Skill outlook Churn in five years Core sRills 21% Five-year structural labour-force churn (percent) 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Global 23% Skills, knowledge and abilities Attitudes Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role 25% 13% 15% 25% 11% growth, and their net growth and structural churn (percent) REGION GLOBAL NET GROWTH REGION GLOBAL ROLES -50% 0 50% CHURN CHURN 25% 26% Cognitive skills 38% 34% Data Analysts and Scientists 6% 6% Engagement skills 32% 40% AI and Machine Learning Specialists 13% 12% Management skills 22% 24% Business Development Professionals 2% 3% Physical abilities 26% 25% ProMect Managers 15% 16% Technology skills 3% 3% 24% 19% Accountants and Auditors Ethics 25% 23% 16% 14% Self-efficacy General and Operations Managers 11 % 11% Working with others 17% 17% Assembly and Factory Workers 34% 42% Data Entry Clerks 31% 35% Administrative and Executive Secretaries Accounting, Bookkeeping and Payroll 33% 29% Clerks

Region Profile  / 2 North America Skill outlook :orkIorFe VtrDteJ\ outlook 9esRilling sRill focus Talent outlooR in  6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities Attitudes Global aYerage ,PproYing :orsening Global aYerage Global aYerage 48% Analytical thinking Talent availability when hiring 47% AI and big data -100% +100% 41% 37% 46% Creative thinking Talent development of existing workforce 41% Resilience, IJexibility and agility -100% +100% 3% 77% 36% Leadership and social inIJuence Talent retention of existing workforce 34% Curiosity and lifelong learning -100% +100% 29% 46% 26% Design and user experience )usiness practices to improve talent availability 26% Empathy and active listening Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 26% Talent management IN'USTR< GLOBAL 25% Technological literacy 54% % 1. Improve talent progression and promotion processes :Rill stability 31% 3% % 2. Oijer higher wages 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) 30% 3% 3. Provide eijective reskilling and upskilling Training type 29% 2% Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations . Better articulate business purpose and impact surveyed) More diversity, eTuity and inclusion policies and 28% 1% 13% 25% 1% 31% 11% . programmes ROLES REGION GLOBAL Oijer more remote and hybrid work opportunities within 23% 21% 6. countries 13% 1% Employer-sponsored apprenticeships 19% 1% . Support employee health and well-being 25% 2% Internal training departments 18% 1% . Improve people-and-culture metrics and reporting 10% 13% Licensed training from professional associations 15% 1% . Tapping into diverse talent pools 31% 2% On-the-Mob training and coaching 14% 1% 1 Improve internal-communication strategy 11% 12% Private-sector online-learning platforms Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 8% 1% 8niversities and other educational institutions REGION GLOBAL Training funding 64% 2% 1. Run comprehensive DEI training for managers 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 52% 36% REGION GLOBAL 2. Run comprehensive DEI training for staij Enable inclusion and accessibility across physical and 8% 16% Co-funding across the industry 47% 33% 3. virtual spaces 25% 28% Free-of-cost training Set DEI goals, targets or Tuotas that exceed public 45% 26% . reTuirements 20% 22% Funded by government Embed DEI goals and solutions across the supply 34% 23% . 95% 87% Funded by my organi]ation chain 23% 24% Public-private hybrid funding :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) Global %

Region Profile 1 / 2 South Asia Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Big-data analytics -100% +100% -100% +100% 58% 62% Increased adoption of new and frontier technologies Digital platforms and apps -100% +100% -100% +100% 58% 54% Broadening digital access Encryption and cybersecurity -100% +100% -100% +100% 54% 53% Investments to facilitate the green transition of your business Cloud computing -100% +100% -100% +100% 52% 45% Climate-change induced investments into adapting operations E-commerce and digital trade -100% +100% -100% +100% 47% 44% Consumers becoming more vocal on environmental issues Education and workforce development technologies -100% +100% -100% +100% 35% 42% Consumers becoming more vocal on social issues Internet of things and connected devices -100% +100% -100% +100% 30% 41% Slower global economic growth Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -42% 41% Role outlook Skill outlook Churn in five years Core sRills 24% Five-year structural labour-force churn (percent) 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Global 23% Skills, knowledge and abilities Attitudes Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role 24% 14% 18% 21% 11% growth, and their net growth and structural churn (percent) REGION GLOBAL NET GROWTH REGION GLOBAL ROLES -50% 0 50% CHURN CHURN 24% 26% Cognitive skills 41% 40% AI and Machine Learning Specialists 7% 6% Engagement skills 24% 24% Business Development Professionals 14% 12% Management skills 21% 25% ProMect Managers 2% 3% Physical abilities 15% 14% General and Operations Managers 18% 16% Technology skills 3% 3% 16% 18% Product Managers Ethics 21% 23% 23% 17% Self-efficacy Managing Directors and Chief Executives 11 % 11% Working with others 10% 19% Accountants and Auditors 17% 17% Assembly and Factory Workers Accounting, Bookkeeping and Payroll 20% 29% Clerks 28% 35% Administrative and Executive Secretaries 36% 42% Data Entry Clerks

Region Profile  / 2 South Asia Skill outlook :orkIorFe VtrDteJ\ outlook 9esRilling sRill focus Talent outlooR in  6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities Attitudes Global aYerage ,PproYing :orsening Global aYerage Global aYerage 48% Analytical thinking Talent availability when hiring 44% AI and big data -100% +100% 40% 37% 40% Creative thinking Talent development of existing workforce 37% Leadership and social inIJuence -100% +100% 7% 71% 36% Resilience, IJexibility and agility Talent retention of existing workforce 31% Curiosity and lifelong learning -100% +100% 23% 42% 28% Design and user experience )usiness practices to improve talent availability 26% Technological literacy Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 23% Empathy and active listening IN'USTR< GLOBAL 21% Service orientation and customer service 46% % 1. Improve talent progression and promotion processes :Rill stability 35% 3% 2% 2. Provide eijective reskilling and upskilling 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) 28% 2% 3. Better articulate business purpose and impact Training type More diversity, eTuity and inclusion policies and 28% 1% Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations 3. programmes surveyed) Oijer more remote and hybrid work opportunities within 25% 21% 1% 2% 12% 2% 12% . countries ROLES REGION GLOBAL 25% 1% 6. Improve people-and-culture metrics and reporting 15% 1% Employer-sponsored apprenticeships 22% 3% . Oijer higher wages 25% 2% Internal training departments 19% 1% . Support employee health and well-being 12% 13% Licensed training from professional associations 18% 1% . Improve internal-communication strategy 26% 2% On-the-Mob training and coaching 12% 1% 1 Improve working hours and overtime 12% 12% Private-sector online-learning platforms Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 9% 1% 8niversities and other educational institutions REGION GLOBAL Training funding 47% 2% 1. Run comprehensive DEI training for managers 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) Enable inclusion and accessibility across physical and 43% 33% REGION GLOBAL 2. virtual spaces 23% 16% Co-funding across the industry 40% 36% 3. Run comprehensive DEI training for staij 28% 28% Free-of-cost training Set DEI goals, targets or Tuotas that exceed public 38% 26% . reTuirements 22% 22% Funded by government Oijer greater IJexibility on education reTuirements to 34% 2% . 93% 87% Funded by my organi]ation recruit from various backgrounds 25% 24% Public-private hybrid funding :hare of companies ^ith +,0 7rograms % (share of organizations surveyed) Global %

Region Profile 1 / 2 Sub-Saharan Africa Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Broader application of Environmental, Social and Governance (ESG) standards Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 70% 68% Investments to facilitate the green transition of your business Digital platforms and apps -100% +100% -100% +100% 59% 48% Demographic dividend in developing and emerging economies Encryption and cybersecurity -100% +100% -100% +100% 48% 46% Broadening digital access Education and workforce development technologies -100% +100% -100% +100% 41% 46% Consumers becoming more vocal on social issues Internet of things and connected devices -100% +100% -100% +100% 23% 39% Increased adoption of new and frontier technologies E-commerce and digital trade -100% +100% -100% +100% 19% 37% Rising cost of living for consumers Cloud computing -100% +100% -100% +100% -22% 31% Slower global economic growth Artificial intelligence (e.g. machine learning, neural networks) -100% +100% -100% +100% -50% 18% Role outlook Skill outlook Churn in five years Core sRills 2% Five-year structural labour-force churn (percent) 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Global 23% Skills, knowledge and abilities Attitudes Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role 2     growth, and their net growth and structural churn (percent) REGION GLOBAL NET GROWTH REGION GLOBAL ROLES -50% 0 50% CHURN CHURN 27% 26% Cognitive skills 24% 24% Business Development Professionals 6% 6% Engagement skills 14% 25% Project Managers 14% 12% Management skills Business Services and Administration 18% 22% 1% 3% Managers Physical abilities 20% 34% Data Analysts and Scientists 15% 16% Technology skills 4% 3% 32% 26% Telemarketers Ethics 19% 23% 3% 17% Self-efficacy Managing Directors and Chief Executives 14 % 11% Working with others 9% 14% General and Operations Managers 15% 12% Human Resources Specialists Accounting, Bookkeeping and Payroll 20% 29% Clerks 14% 19% Accountants and Auditors 33% 35% Administrative and Executive Secretaries

Region Profile  / 2 Sub-Saharan Africa Skill outlook :orkIorFe VtrDteJ\ outlook 9esRilling sRill focus Talent outlooR in  6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities Attitudes Global aYerage ,PproYing :orsening Global aYerage Global aYerage 58% Analytical thinking Talent availability when hiring 56% /eadership and social inIJuence -100% +100% 36% 45% 47% Creative thinking Talent development of existing workforce 44% Resilience, IJexibility and agility -100% +100% 2% 81% 40% Technological literacy Talent retention of existing workforce 33% Empathy and active listening -100% +100% 15% 49% 33% Environmental stewardship )usiness practices to improve talent availability 33% Resource management and operations Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 30% AI and big data IN'USTR< GLOBAL 30% Service orientation and customer service 50% % 1. Improve talent progression and promotion processes 30% Talent management 38% 3% 2. Oijer higher wages :Rill stability % 33% 3% 6kills reTuired by the workforce that are expected to remain the same (share of all skills 3. Provide eijective reskilling and upskilling Global % reTuired) 21% 2% . Better articulate business purpose and impact Training type Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations 21% 1% . Support employee health and well-being surveyed)  2 2 2 More diversity, eTuity and inclusion policies and 19% 1% 6. programmes ROLES REGION GLOBAL 17% 1% . Improve internal-communication strategy 18% 1% Employer-sponsored apprenticeships Remove degree reTuirements and conduct skills-based 17% 6% . 29% 2% hiring Internal training departments Oijer more remote and hybrid work opportunities within 14% 21% . 12% 13% countries /icensed training from professional associations 14% 1% . Tapping into diverse talent pools 24% 2% On-the-job training and coaching Key components of +,0 programmes 7% 12% Private-sector online-learning platforms 0ost common components of '(, programmes (share of organizations surveyed) REGION GLOBAL 10% 1% 8niversities and other educational institutions Enable inclusion and accessibility across physical and 43% 33% 1. virtual spaces Training funding 36% 2% 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 2. Run comprehensive DEI training for managers REGION GLOBAL Oijer greater IJexibility on education reTuirements to 29% 2% 3. recruit from various backgrounds 10% 16% Co-funding across the industry 29% 36% . Run comprehensive DEI training for staij 20% 28% Free-of-cost training Set DEI goals, targets or Tuotas that exceed public 29% 26% . 29% 22% Funded by government reTuirements 85% 87% Funded by my organi]ation :hare of companies ^ith +,0 7rograms 1% (share of organizations surveyed) 24% 24% Public-private hybrid funding Global %

Region Profile 1 / 2 Western Balkans Trend outlook Global trends and their impact on job creation Technologies and their impact on job creation Trends most most likely to drive industry transformation and their expected impact job creation, ordered by net Technologies most most likely to drive industry transformation and their expected impact job creation, ordered effect (share of organizations surveyed) by net effect (share of organizations surveyed) Job creator Job displacer Net effect Global net effect Job creator Job displacer Net effect Global net effect Supply chains becoming more localized Education and workforce development technologies -100% +100% -100% +100% 80% 59% Investments to facilitate the green transition of your business Cloud computing -100% +100% -100% +100% 35% 45% Increased adoption of new and frontier technologies Encryption and cybersecurity -100% +100% -100% +100% 29% 41% Broadening digital access Climate-change mitigation technology (Alternative Energy, Greenhouse gases … -100% +100% -100% +100% 27% 40% Broader application of Environmental, Social and Governance (ESG) standards E-commerce and digital trade -100% +100% -100% +100% 23% 40% Rising cost of living for consumers Digital platforms and apps -100% +100% -100% +100% 4% 38% Consumers becoming more vocal on environmental issues Environmental management technologies (e.g. pollution abatement, recycling) -100% +100% -100% +100% 0% 35% Slower global economic growth Internet of things and connected devices -100% +100% -100% +100% -14% 21% Role outlook Skill outlook Churn in five years Core sRills 17% Five-year structural labour-force churn (percent) 6kills needed to perform well in key, stable roles within the company (share of organizations surveyed) Global 23% Skills, knowledge and abilities Attitudes Key roles for business transformation Roles most selected by organizations surveyed (as either growing, stable or declining), ordered by net role 24% 11% 13% 27% 11% growth, and their net growth and structural churn (percent) REGION GLOBAL NET GROWTH REGION GLOBAL ROLES -50% 0 50% CHURN CHURN 24% 26% Cognitive skills 85% 34% Data Analysts and Scientists 5% 6% Engagement skills 39% 25% Project Managers 11% 12% Management skills 12% 18% University and Higher Education Teachers 7% 3% Physical abilities 9% 14% General and Operations Managers 13% 16% Technology skills 2% 3% 7% 17% Financial Analysts Ethics 27% 23% 15% 9% Self-efficacy Chefs and Cooks 11 % 11% Sales Representatives, Wholesale and Working with others 4% 14% … Manufacturing, Technical and Scientific 13% 17% Assembly and Factory Workers 3% 24% Business Development Professionals Accounting, Bookkeeping and Payroll 11% 29% Clerks 17% 23% Shop Salespersons 27% 35% Administrative and Executive Secretaries

Region Profile  / 2 Western Balkans Skill outlook :orkIorFe VtrDteJ\ outlook 9esRilling sRill focus Talent outlooR in  6kills most prioritized for reskilling and upskilling in the next ıve years (share of organizations surveyed) (xpected change in talent availability, development and retention in the next ıve years (share of organizations surveyed) Skills, knowledge and abilities Attitudes Global aYerage ,PproYing :orsening Global aYerage Global aYerage 52% Creative thinking Talent availability when hiring 52% /eadership and social inIJuence -100% +100% 38% 28% 45% Analytical thinking Talent development of existing workforce 36% Curiosity and lifelong learning -100% +100% 9% 82% 36% Talent management Talent retention of existing workforce 32% AI and big data -100% +100% 9% 61% 32% 4uality control )usiness practices to improve talent availability 32% Technological literacy Top practices with the greatest potential to improve talent availability (share of organizations surveyed) 29% Marketing and media IN'USTR< GLOBAL 29% Motivation and self-awareness 58% % 1. Improve talent progression and promotion processes :Rill stability 46% 3% % 2. Oijer higher wages 6kills reTuired by the workforce that are expected to remain the same (share of all skills Global % reTuired) 33% 1% 3. Improve internal-communication strategy Training type 27% 1% Types of training prioritized by organizations surveyed for future reskilling and upskilling (share of organizations . Improve working hours and overtime surveyed) 27% 3% 23% 1 % 11% 27% 1% . Provide eijective reskilling and upskilling ROLES REGION GLOBAL 18% 1% 6. Support employee health and well-being 23% 1% Employer-sponsored apprenticeships 15% 2% . Better articulate business purpose and impact 19% 2% Internal training departments Oijer more remote and hybrid work opportunities within 12% 21% . countries 11% 13% /icensed training from professional associations 12% 3% . Supplement childcare for working parents 27% 2% On-the-job training and coaching 9% 1% 1 Improve people-and-culture metrics and reporting 9% 12% Private-sector online-learning platforms Key components of +,0 programmes 0ost common components of '(, programmes (share of organizations surveyed) 10% 1% Universities and other educational institutions REGION GLOBAL Training funding 38% 2% 1. Run comprehensive DEI training for managers 3referred sources of funding for training, upskilling and reskilling efforts (share of organizations surveyed) 34% 36% REGION GLOBAL 2. Run comprehensive DEI training for staij Oijer greater IJexibility on education reTuirements to 15% 16% Co-funding across the industry 28% 2% 3. recruit from various backgrounds 42% 28% Free-of-cost training Enable inclusion and accessibility across physical and 25% 33% . virtual spaces 9% 22% Funded by government :hare of companies ^ith +,0 7rograms 88% 87% Funded by my organization % (share of organizations surveyed) Global % 9% 24% Public-private hybrid funding

May 2023 Future of Jobs Report 2023 IV Skill Profiles Future of Jobs Report 2023 256

Skill Profiles Skill Profile Reskilling Ranking 1 Analytical thinking 1st Skills, knowledge and abilities Cognitive skills Analytical thinking Global Skills Taxonomy / / 2 Five year trend 3 Reskilling focus 4 Skill importance Skill evolution 5 Learning hours spent pursuing assessements and Companies for which Analytical thinking is a Companies for which Analytical thinking is a core Share of companies for which Analytical thinking credentials in Analytical thinking from 2017 to priority in their upskilling and reskilling programmes skill for workers (share of companies surveyed) is increasing or decreasing in importance at work. 2022 (share of total learning hours). Source: for 2023-2027 (share of companies surveyed) White diamond and label represent net share. Coursera 7% 48% 68% +72% 0% 2017 2022 6 Jobs in focus Time to skill 7 Roles where organizations surveyed report Analytical thinking to be increasing in importance fastest, Learning hours required to achieve a credential in Analytical thinking at beginner, intermediate or advanced alongside estimates of the net job growth (percent) from 2023 to 2027. proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH FORMAL EDUCATION BACKGROUND BEGINNER INTERMEDIATE ADVANCED -2% 1. Managing Directors and Chief Executives 3.2 10.7 17.5 All -27% 2. Accounting, Bookkeeping and Payroll Clerks 3.2 10.7 16.7 No Bachelor's Degree 21% 3. Business Development Professionals 3.3 10.9 18.2 Bachelor's Degree -5% 4. Business Services and Administration Managers 3.2 11.1 17.8 Graduate Degree 0% 5. Sales Representatives, Wholesale and Manufacturing, Technical … 0% 6. General and Operations Managers -6% 7. Assembly and Factory Workers 9 Strategically adjacent skills Simultaneous skill development 10 Probability that a company which will prioritise skills training in Analytical thinking from 2023 to 2027 will also Probability that courses in Analytical thinking also teach other skills. Source: Coursera. prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 60% Resource management and operations 49% Creative thinking 49% Design and user experience 44% AI and big data 38% Programming 43% Leadership and social influence 36% Creative thinking 33% Resilience, flexibility and agility 32% AI and big data 31% Curiosity and lifelong learning 32% Reading, writing and mathematics 31% Technological literacy 31% Marketing and media 28% Motivation and self-awareness 29% Technological literacy 28% Talent management 27% Empathy and active listening 27% Empathy and active listening 25% Networks and cybersecurity 25% Service orientation and customer service 11 Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Analytical thinking from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Financial services and capital markets Oil and gas Insurance and pensions management Real estate Advanced manufacturing Business support and premises maintenance services Future of Jobs Report 2023 257

Skill Profiles Skill Profile Reskilling Ranking 1 Environmental stewardship 13th Attitudes Ethics Environmental stewardship Global Skills Taxonomy / / 2 Five year trend 3 Reskilling focus 4 Skill importance Skill evolution 5 Learning hours spent pursuing assessements and Companies for which Environmental stewardship Companies for which Environmental stewardship Share of companies for which Environmental credentials in Environmental stewardship from is a priority in their upskilling and reskilling is a core skill for workers (share of companies stewardship is increasing or decreasing in 2017 to 2022 (share of total learning hours). programmes for 2023-2027 (share of companies surveyed) importance at work. White diamond and label Source: Coursera surveyed) represent net share. 1% 21% 16% +43% 0% 2017 2022 6 Jobs in focus Time to skill 8 Roles where organizations surveyed report Environmental stewardship to be increasing in importance Learning hours required to achieve a credential in Environmental stewardship at beginner, intermediate or fastest, alongside estimates of the net job growth (percent) from 2023 to 2027. advanced proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH 2% 1. Chemical Processing Plant Operators -2% 2. Managing Directors and Chief Executives Data unavailable -6% 3. Assembly and Factory Workers -27% 4. Accounting, Bookkeeping and Payroll Clerks 21% 5. Business Development Professionals 0% 6. Sales Representatives, Wholesale and Manufacturing, Technical … -5% 7. Business Services and Administration Managers Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Environmental stewardship from 2023 to Probability that courses in Environmental stewardship also teach other skills. Source: Coursera. 2027 will also prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 51% 9 Resource management and operations 10 49% AI and big data 45% Design and user experience 47% Resilience, flexibility and agility 37% Analytical thinking 45% Creative thinking 35% Creative thinking 44% Analytical thinking 26% Marketing and media 42% Leadership and social influence 25% Reading, writing and mathematics 38% Talent management 20% Programming 37% Design and user experience 18% AI and big data 37% Technological literacy 16% Resilience, flexibility and agility 36% Motivation and self-awareness 16% Empathy and active listening 34% Service orientation and customer service Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Environmental stewardship from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) 11 Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Agriculture, forestry, and fishing Chemical and advanced materials Energy technology and utilities Financial services and capital markets Insurance and pensions management Business support and premises maintenance services Future of Jobs Report 2023 258

1. Reskilling skill focus ranking experiencing decreasing or slightly decreasing use. This is the aggregated ranking using the Borda Period: 2022-2023 method of rankings supplied by surveyed Source: World Economic Forum, Future of Jobs companies regarding their reskilling and upskilling Survey priorities for 2023-2027, based on responses to the question, “Keeping in mind your current strategic direction, please select and rank the skill clusters on which you are focusing your organisation’s reskilling 5. Reskilling focus and upskilling efforts in the next five years”. As respondents selected and ranked different numbers This shows the share of companies for which of skill clusters, the Borda method aggregates the particular skill is a priority in their upskilling results assigning to each skills cluster ranked by the and reskilling programmes in the next five years, respondent a score equal to the total number of skill based on responses to the question, “Keeping in clusters in the list (26) minus the rank assigned by mind your current strategic direction, please select the respondent. For example, a skill cluster ranked the skill clusters on which you are focusing your 7th by a respondent would receive a score equal to organization’s reskilling and upskilling efforts in the 19. Scores are then added together and final results next five years”. used to rank all skills clusters. Period: 2022-2023 Period: 2022-2023 Source: World Economic Forum, Future of Jobs Source: World Economic Forum, Future of Jobs Survey Survey 6. Jobs in focus 2. Five-year trend This table shows the top roles where survey This line chart shows the evolution of the share respondents report the particular skill to be of learning hours spent pursuing credentials in increasing in importance fastest, alongside the each level-3 skill in the Global Skills Taxonomy on net growth at the role level in the next five years. Coursera’s online learning platform from 2017 to The top roles are based on the roles selected in 2022. response to the question, “Please provide examples of mass employment roles in your organization that Period: 2017-2022 are expected to have a stable employment outlook Source: Coursera in the next five years”, joined by the share of skill evolution, based on responses to the question, “For the key roles with a stable outlook, would you expect an increase or decrease in the use of the 3. Skill importance following skills?”. Net growth is calculated based on the respondent-reported role proportion in the This shows the share of surveyed companies for organization now and in 2027. which the particular skill is a core skill for key roles with a stable outlook, based on responses to the Period: 2022-2023 question, “What are the core skills workers currently Source: World Economic Forum, Future of Jobs need to perform well in the key roles with a stable Survey outlook?”. Period: 2022-2023 Source: World Economic Forum, Future of Jobs 7. Time to skill Survey The median number of learning hours taken by learners to successfully complete credentials teaching this skill on the Coursera learning platform, 4. Skill evolution as a function of the relative skill proficiency of the credential and the learner’s self-reported level of This shows the expected increase or decrease in formal education, when it is known. use of a particular skill for the key roles that have a stable outlook in the organization. It is based on Period: 2022-2023 responses to the question, “For the key roles with Source: Coursera a stable outlook, would you expect an increase or decrease in the use of the following skills?”. The net effect is calculated by the share of respondents who select a particular skill as exhibiting increasing 8. Strategically adjacent skills or slightly increasing use, minus the share of respondents who select a particular skill as Conditional probability that a company will prioritize Future of Jobs Report 2023 259

workforce development in this skill, given that it 10. Industry trends: will prioritize workforce development in the skill named in the profile. The probability is calculated This table shows variations between sectors in the based on responses to the question, “Keeping in reskilling focus, current importance and evolving mind your current strategic direction, please select importance of the named skill. Among the 27 the skill clusters on which you are focusing your industries accessible within the data, the top organization’s reskilling and upskilling efforts in the three and bottom three industries are visualised, next five years” according to the reskilling focus from 2023 to 2027. Period: 2022-2023 Period: 2022-2023 Source: World Economic Forum, Future of Jobs Source: World Economic Forum, Future of Jobs Survey Survey 9. Simultaneous skill acquisition Conditional probability that a course on the Coursera learning platform teaches this skill given that it teaches the skill named in the profile. Period: 2022-2023 Source: Coursera Future of Jobs Report 2023 260

Skill Profile Reskilling Ranking Analytical thinking 1st Skills, knowledge and abilities Cognitive skills Analytical thinking Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Analytical thinking is a Companies for which Analytical thinking is a core Share of companies for which Analytical thinking credentials in Analytical thinking from 2017 to priority in their upskilling and reskilling programmes skill for workers (share of companies surveyed) is increasing or decreasing in importance at work. 2022 (share of total learning hours). Source: for 2023-2027 (share of companies surveyed) White diamond and label represent net share. Coursera 7% 48% 68% +72% 0% 2017 2022 Jobs in focus Time to skill Roles where organizations surveyed report Analytical thinking to be increasing in importance fastest, Learning hours required to achieve a credential in Analytical thinking at beginner, intermediate or advanced alongside estimates of the net job growth (percent) from 2023 to 2027. proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH FORMAL EDUCATION BACKGROUND BEGINNER INTERMEDIATE ADVANCED -2% 1. Managing Directors and Chief Executives 3.2 10.7 17.5 All -27% 2. Accounting, Bookkeeping and Payroll Clerks 3.2 10.7 16.7 No Bachelor's Degree 21% 3. Business Development Professionals 3.3 10.9 18.2 Bachelor's Degree -5% 4. Business Services and Administration Managers 3.2 11.1 17.8 Graduate Degree 0% 5. Sales Representatives, Wholesale and Manufacturing, Technical … 0% 6. General and Operations Managers -6% 7. Assembly and Factory Workers Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Analytical thinking from 2023 to 2027 will also Probability that courses in Analytical thinking also teach other skills. Source: Coursera. prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 60% Resource management and operations 49% Creative thinking 49% Design and user experience 44% AI and big data 38% Programming 43% Leadership and social influence 36% Creative thinking 33% Resilience, flexibility and agility 32% AI and big data 31% Curiosity and lifelong learning 32% Reading, writing and mathematics 31% Technological literacy 31% Marketing and media 28% Motivation and self-awareness 29% Technological literacy 28% Talent management 27% Empathy and active listening 27% Empathy and active listening 25% Networks and cybersecurity 25% Service orientation and customer service Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Analytical thinking from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Financial services and capital markets Oil and gas Insurance and pensions management Real estate Advanced manufacturing Business support and premises maintenance services

Skill Profile Reskilling Ranking Creative thinking 2nd Skills, knowledge and abilities Cognitive skills Creative thinking Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Creative thinking is a priority Companies for which Creative thinking is a core Share of companies for which Creative thinking is credentials in Creative thinking from 2017 to 2022 in their upskilling and reskilling programmes for skill for workers (share of companies surveyed) increasing or decreasing in importance at work. (share of total learning hours). Source: Coursera 2023-2027 (share of companies surveyed) White diamond and label represent net share. 4% 42% 56% +73% 0% 2017 2022 Jobs in focus Time to skill Roles where organizations surveyed report Creative thinking to be increasing in importance fastest, Learning hours required to achieve a credential in Creative thinking at beginner, intermediate or advanced alongside estimates of the net job growth (percent) from 2023 to 2027. proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH FORMAL EDUCATION BACKGROUND BEGINNER INTERMEDIATE ADVANCED -2% 1. Managing Directors and Chief Executives 2.7 10.2 20.2 All 0% 2. Sales Representatives, Wholesale and Manufacturing, Technical … 2.9 8.3 20.5 No Bachelor's Degree 0% 3. General and Operations Managers 2.7 10.6 18.6 Bachelor's Degree -5% 4. Business Services and Administration Managers 2.7 10.7 23.6 Graduate Degree 21% 5. Business Development Professionals -27% 6. Accounting, Bookkeeping and Payroll Clerks -6% 7. Assembly and Factory Workers Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Creative thinking from 2023 to 2027 will also Probability that courses in Creative thinking also teach other skills. Source: Coursera. prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 84% Resource management and operations 55% Analytical thinking 56% Marketing and media 44% AI and big data 54% Empathy and active listening 43% Leadership and social influence 54% Design and user experience 35% Curiosity and lifelong learning 44% Analytical thinking 35% Resilience, flexibility and agility 40% Leadership and social influence 31% Empathy and active listening 32% Systems thinking 31% Talent management 23% Reading, writing and mathematics 29% Design and user experience 21% Programming 29% Technological literacy 21% Technological literacy 27% Motivation and self-awareness Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Creative thinking from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Medical and healthcare services Care, Personal Services and Wellbeing Real estate Retail and wholesale of consumer goods Mining and Metals Insurance and pensions management

Skill Profile Reskilling Ranking AI and big data 3rd Skills, knowledge and abilities Technology skills AI and big data Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which AI and big data is a priority Companies for which AI and big data is a core skill Share of companies for which AI and big data is credentials in AI and big data from 2017 to 2022 in their upskilling and reskilling programmes for for workers (share of companies surveyed) increasing or decreasing in importance at work. (share of total learning hours). Source: Coursera 2023-2027 (share of companies surveyed) White diamond and label represent net share. 18% 42% 28% +60% 0% 2017 2022 Jobs in focus Time to skill Roles where organizations surveyed report AI and big data to be increasing in importance fastest, alongside Learning hours required to achieve a credential in AI and big data at beginner, intermediate or advanced estimates of the net job growth (percent) from 2023 to 2027. proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH FORMAL EDUCATION BACKGROUND BEGINNER INTERMEDIATE ADVANCED 21% 1. Business Development Professionals 4.9 17.9 30.0 All -27% 2. Accounting, Bookkeeping and Payroll Clerks 4.4 16.9 26.2 No Bachelor's Degree -5% 3. Business Services and Administration Managers 5.0 18.7 32.1 Bachelor's Degree -2% 4. Managing Directors and Chief Executives 5.2 21.0 34.0 Graduate Degree 0% 5. Sales Representatives, Wholesale and Manufacturing, Technical … 0% 6. General and Operations Managers -6% 7. Assembly and Factory Workers Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in AI and big data from 2023 to 2027 will also Probability that courses in AI and big data also teach other skills. Source: Coursera. prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 55% Programming 50% Analytical thinking 42% Analytical thinking 45% Creative thinking 38% Reading, writing and mathematics 35% Leadership and social influence 37% Networks and cybersecurity 35% Design and user experience 34% Design and user experience 32% Technological literacy 31% Resource management and operations 32% Resilience, flexibility and agility 26% Technological literacy 30% Curiosity and lifelong learning 17% Marketing and media 30% Networks and cybersecurity 16% Empathy and active listening 28% Talent management 16% Creative thinking 25% Service orientation and customer service Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on AI and big data from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Insurance and pensions management Media, Entertainment and Sports Information and technology services Government and public sector Agriculture, forestry, and fishing Accommodation, Food, and Leisure

Skill Profile Reskilling Ranking Leadership and social influence 4th Attitudes Working with others Leadership and social influence Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Leadership and social Companies for which Leadership and social Share of companies for which Leadership and credentials in Leadership and social influence influence is a priority in their upskilling and reskilling influence is a core skill for workers (share of social influence is increasing or decreasing in from 2017 to 2022 (share of total learning hours). programmes for 2023-2027 (share of companies companies surveyed) importance at work. White diamond and label Source: Coursera surveyed) represent net share. 2% 40% 39% +53% 0% 2017 2022 Jobs in focus Time to skill Roles where organizations surveyed report Leadership and social influence to be increasing in importance Learning hours required to achieve a credential in Leadership and social influence at beginner, intermediate fastest, alongside estimates of the net job growth (percent) from 2023 to 2027. or advanced proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH FORMAL EDUCATION BACKGROUND BEGINNER INTERMEDIATE ADVANCED 0% 1. General and Operations Managers 2.5 8.9 15.9 All 21% 2. Business Development Professionals 2.9 7.8 9.0 No Bachelor's Degree -2% 3. Managing Directors and Chief Executives 2.6 9.1 18.4 Bachelor's Degree -27% 4. Accounting, Bookkeeping and Payroll Clerks 2.4 9.1 14.7 Graduate Degree -5% 5. Business Services and Administration Managers 0% 6. Sales Representatives, Wholesale and Manufacturing, Technical … -6% 7. Assembly and Factory Workers Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Leadership and social influence from 2023 to Probability that courses in Leadership and social influence also teach other skills. Source: Coursera. 2027 will also prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 97% Empathy and active listening 51% Analytical thinking 81% Resource management and operations 45% Creative thinking 68% Creative thinking 38% Resilience, flexibility and agility 47% Marketing and media 38% Talent management 43% Design and user experience 37% AI and big data 36% Analytical thinking 36% Curiosity and lifelong learning 29% Systems thinking 32% Technological literacy 27% Global citizenship 32% Motivation and self-awareness 24% Curiosity and lifelong learning 30% Empathy and active listening 22% Talent management 26% Design and user experience Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Leadership and social influence from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Automotive and Aerospace Infrastructure Care, Personal Services and Wellbeing Information and technology services Business support and premises maintenance services Insurance and pensions management

Skill Profile Reskilling Ranking Resilience, flexibility and agility 5th Attitudes Self-efficacy Resilience, flexibility and agility Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Resilience, flexibility and Companies for which Resilience, flexibility and Share of companies for which Resilience, credentials in Resilience, flexibility and agility agility is a priority in their upskilling and reskilling agility is a core skill for workers (share of flexibility and agility is increasing or decreasing from 2017 to 2022 (share of total learning hours). programmes for 2023-2027 (share of companies companies surveyed) in importance at work. White diamond and label Source: Coursera surveyed) represent net share. 1% 32% 50% +66% 0% 2017 2022 Jobs in focus Time to skill Roles where organizations surveyed report Resilience, flexibility and agility to be increasing in importance Learning hours required to achieve a credential in Resilience, flexibility and agility at beginner, intermediate fastest, alongside estimates of the net job growth (percent) from 2023 to 2027. or advanced proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH FORMAL EDUCATION BACKGROUND BEGINNER INTERMEDIATE ADVANCED 0% 1. Sales Representatives, Wholesale and Manufacturing, Technical … 3.6 8.8 9.9 All 2% 2. Chemical Processing Plant Operators 3.9 8.8 9.6 No Bachelor's Degree -27% 3. Accounting, Bookkeeping and Payroll Clerks 3.7 9.2 10.5 Bachelor's Degree 0% 4. General and Operations Managers 3.1 9.0 10.1 Graduate Degree -2% 5. Managing Directors and Chief Executives -6% 6. Assembly and Factory Workers 21% 7. Business Development Professionals Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Resilience, flexibility and agility from 2023 to Probability that courses in Resilience, flexibility and agility also teach other skills. Source: Coursera. 2027 will also prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 92% Resource management and operations 49% Analytical thinking 92% Creative thinking 48% Leadership and social influence 67% Empathy and active listening 46% Creative thinking 58% Marketing and media 43% Curiosity and lifelong learning 53% Leadership and social influence 41% AI and big data 44% Design and user experience 40% Technological literacy 41% Analytical thinking 37% Talent management 28% Systems thinking 36% Empathy and active listening 25% Reading, writing and mathematics 35% Motivation and self-awareness 19% Programming 33% Service orientation and customer service Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Resilience, flexibility and agility from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Chemical and advanced materials Insurance and pensions management Employment services Accommodation, Food, and Leisure Oil and gas Non-governmental and Membership Organisations

Skill Profile Reskilling Ranking Curiosity and lifelong learning 6th Attitudes Self-efficacy Curiosity and lifelong learning Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Curiosity and lifelong Companies for which Curiosity and lifelong Share of companies for which Curiosity and credentials in Curiosity and lifelong learning from learning is a priority in their upskilling and reskilling learning is a core skill for workers (share of lifelong learning is increasing or decreasing in 2017 to 2022 (share of total learning hours). programmes for 2023-2027 (share of companies companies surveyed) importance at work. White diamond and label Source: Coursera surveyed) represent net share. 2% 29% 46% +67% 0% 2017 2022 Jobs in focus Time to skill Roles where organizations surveyed report Curiosity and lifelong learning to be increasing in importance Learning hours required to achieve a credential in Curiosity and lifelong learning at beginner, intermediate or fastest, alongside estimates of the net job growth (percent) from 2023 to 2027. advanced proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH FORMAL EDUCATION BACKGROUND BEGINNER INTERMEDIATE ADVANCED -11% 1. Shop Salespersons 2.9 9.9 15.1 All 0% 2. Sales Representatives, Wholesale and Manufacturing, Technical … 3.1 9.2 12.5 No Bachelor's Degree -27% 3. Accounting, Bookkeeping and Payroll Clerks 3.1 9.8 12.6 Bachelor's Degree -6% 4. Assembly and Factory Workers 2.8 10.8 17.1 Graduate Degree 0% 5. General and Operations Managers 21% 6. Business Development Professionals -5% 7. Business Services and Administration Managers Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Curiosity and lifelong learning from 2023 to Probability that courses in Curiosity and lifelong learning also teach other skills. Source: Coursera. 2027 will also prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 83% Empathy and active listening 51% Creative thinking 80% Creative thinking 50% Analytical thinking 76% Leadership and social influence 50% Leadership and social influence 75% Resource management and operations 47% Resilience, flexibility and agility 39% Talent management 43% AI and big data 37% Design and user experience 39% Empathy and active listening 35% Marketing and media 37% Technological literacy 28% Analytical thinking 34% Talent management 26% Teaching and mentoring 33% Motivation and self-awareness 19% Resilience, flexibility and agility 31% Service orientation and customer service Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Curiosity and lifelong learning from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Medical and healthcare services Care, Personal Services and Wellbeing Electronics Accommodation, Food, and Leisure Oil and gas Mining and Metals

Skill Profile Reskilling Ranking Technological literacy 7th Skills, knowledge and abilities Technology skills Technological literacy Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Technological literacy is a Companies for which Technological literacy is a Share of companies for which Technological credentials in Technological literacy from 2017 to priority in their upskilling and reskilling programmes core skill for workers (share of companies surveyed) literacy is increasing or decreasing in importance 2022 (share of total learning hours). Source: for 2023-2027 (share of companies surveyed) at work. White diamond and label represent net Coursera share. 6% 28% 44% +68% 0% 2017 2022 Jobs in focus Time to skill Roles where organizations surveyed report Technological literacy to be increasing in importance fastest, Learning hours required to achieve a credential in Technological literacy at beginner, intermediate or alongside estimates of the net job growth (percent) from 2023 to 2027. advanced proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH FORMAL EDUCATION BACKGROUND BEGINNER INTERMEDIATE ADVANCED 0% 1. Sales Representatives, Wholesale and Manufacturing, Technical … 2.8 8.9 17.0 All 0% 2. General and Operations Managers 2.7 9.1 15.9 No Bachelor's Degree 21% 3. Business Development Professionals 3.0 8.9 16.7 Bachelor's Degree -5% 4. Business Services and Administration Managers 2.8 9.5 18.5 Graduate Degree -6% 5. Assembly and Factory Workers -2% 6. Managing Directors and Chief Executives -27% 7. Accounting, Bookkeeping and Payroll Clerks Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Technological literacy from 2023 to 2027 will Probability that courses in Technological literacy also teach other skills. Source: Coursera. also prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 59% Design and user experience 53% Analytical thinking 51% Programming 48% AI and big data 46% Networks and cybersecurity 47% Leadership and social influence 41% Resource management and operations 47% Resilience, flexibility and agility 34% Analytical thinking 44% Creative thinking 31% Marketing and media 39% Curiosity and lifelong learning 23% AI and big data 38% Service orientation and customer service 21% Empathy and active listening 36% Talent management 19% Creative thinking 32% Design and user experience 19% Reading, writing and mathematics 32% Motivation and self-awareness Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Technological literacy from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Automotive and Aerospace Supply chain and transportation Education and training Oil and gas Real estate Electronics

Skill Profile Reskilling Ranking Design and user experience 8th Skills, knowledge and abilities Technology skills Design and user experience Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Design and user Companies for which Design and user Share of companies for which Design and user credentials in Design and user experience from experience is a priority in their upskilling and experience is a core skill for workers (share of experience is increasing or decreasing in 2017 to 2022 (share of total learning hours). reskilling programmes for 2023-2027 (share of companies surveyed) importance at work. White diamond and label Source: Coursera companies surveyed) represent net share. 11% 26% 24% +48% 0% 2017 2022 Jobs in focus Time to skill Roles where organizations surveyed report Design and user experience to be increasing in importance Learning hours required to achieve a credential in Design and user experience at beginner, intermediate or fastest, alongside estimates of the net job growth (percent) from 2023 to 2027. advanced proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH FORMAL EDUCATION BACKGROUND BEGINNER INTERMEDIATE ADVANCED 21% 1. Business Development Professionals 3.2 10.4 16.2 All -27% 2. Accounting, Bookkeeping and Payroll Clerks 3.3 10.5 14.2 No Bachelor's Degree -5% 3. Business Services and Administration Managers 3.2 10.2 15.0 Bachelor's Degree 0% 4. Sales Representatives, Wholesale and Manufacturing, Technical … 3.1 11.6 18.2 Graduate Degree -2% 5. Managing Directors and Chief Executives -6% 6. Assembly and Factory Workers 0% 7. General and Operations Managers Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Design and user experience from 2023 to Probability that courses in Design and user experience also teach other skills. Source: Coursera. 2027 will also prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 44% Programming 57% AI and big data 44% Resource management and operations 49% Creative thinking 36% Technological literacy 44% Analytical thinking 34% Analytical thinking 41% Leadership and social influence 33% Marketing and media 37% Service orientation and customer service 31% Creative thinking 36% Resilience, flexibility and agility 27% Networks and cybersecurity 35% Technological literacy 26% Empathy and active listening 33% Curiosity and lifelong learning 19% Reading, writing and mathematics 30% Environmental stewardship 18% AI and big data 27% Talent management Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Design and user experience from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Insurance and pensions management Telecommunications Media, Entertainment and Sports Accommodation, Food, and Leisure Automotive and Aerospace Oil and gas

Skill Profile Reskilling Ranking Motivation and self-awareness 9th Attitudes Self-efficacy Motivation and self-awareness Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Motivation and self- Companies for which Motivation and self- Share of companies for which Motivation and credentials in Motivation and self-awareness from awareness is a priority in their upskilling and awareness is a core skill for workers (share of self-awareness is increasing or decreasing in 2017 to 2022 (share of total learning hours). reskilling programmes for 2023-2027 (share of companies surveyed) importance at work. White diamond and label Source: Coursera companies surveyed) represent net share. 0% 24% 49% +59% 0% 2017 2022 Jobs in focus Time to skill Roles where organizations surveyed report Motivation and self-awareness to be increasing in importance Learning hours required to achieve a credential in Motivation and self-awareness at beginner, intermediate fastest, alongside estimates of the net job growth (percent) from 2023 to 2027. or advanced proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH -6% 1. Assembly and Factory Workers 21% 2. Business Development Professionals Data unavailable 0% 3. General and Operations Managers -2% 4. Managing Directors and Chief Executives -27% 5. Accounting, Bookkeeping and Payroll Clerks 0% 6. Sales Representatives, Wholesale and Manufacturing, Technical … -5% 7. Business Services and Administration Managers Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Motivation and self-awareness from 2023 to Probability that courses in Motivation and self-awareness also teach other skills. Source: Coursera. 2027 will also prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 100% Curiosity and lifelong learning 56% Analytical thinking 63% Creative thinking 53% Leadership and social influence 63% Empathy and active listening 48% Creative thinking 56% Leadership and social influence 47% Resilience, flexibility and agility 56% Resource management and operations 41% Curiosity and lifelong learning 38% Marketing and media 37% Empathy and active listening 31% Talent management 37% Technological literacy 25% Design and user experience 36% Talent management 19% Resilience, flexibility and agility 34% AI and big data 19% Analytical thinking 33% Service orientation and customer service Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Motivation and self-awareness from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Infrastructure Automotive and Aerospace Employment services Medical and healthcare services Care, Personal Services and Wellbeing Insurance and pensions management

Skill Profile Reskilling Ranking Empathy and active listening 10th Attitudes Working with others Empathy and active listening Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Empathy and active Companies for which Empathy and active Share of companies for which Empathy and credentials in Empathy and active listening from listening is a priority in their upskilling and reskilling listening is a core skill for workers (share of active listening is increasing or decreasing in 2017 to 2022 (share of total learning hours). programmes for 2023-2027 (share of companies companies surveyed) importance at work. White diamond and label Source: Coursera surveyed) represent net share. 7% 24% 42% +52% 0% 2017 2022 Jobs in focus Time to skill Roles where organizations surveyed report Empathy and active listening to be increasing in importance Learning hours required to achieve a credential in Empathy and active listening at beginner, intermediate or fastest, alongside estimates of the net job growth (percent) from 2023 to 2027. advanced proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH FORMAL EDUCATION BACKGROUND BEGINNER INTERMEDIATE ADVANCED -11% 1. Shop Salespersons 2.6 7.3 11.1 All -2% 2. Managing Directors and Chief Executives 2.7 7.0 9.8 No Bachelor's Degree 0% 3. General and Operations Managers 2.8 8.2 12.3 Bachelor's Degree -27% 4. Accounting, Bookkeeping and Payroll Clerks 2.7 8.0 12.3 Graduate Degree 0% 5. Sales Representatives, Wholesale and Manufacturing, Technical … 21% 6. Business Development Professionals -6% 7. Assembly and Factory Workers Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Empathy and active listening from 2023 to Probability that courses in Empathy and active listening also teach other skills. Source: Coursera. 2027 will also prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 65% Resource management and operations 55% Creative thinking 54% Marketing and media 54% Analytical thinking 52% Leadership and social influence 51% Leadership and social influence 50% Creative thinking 49% Resilience, flexibility and agility 42% Design and user experience 48% Curiosity and lifelong learning 30% Analytical thinking 39% AI and big data 24% Reading, writing and mathematics 38% Motivation and self-awareness 21% Technological literacy 37% Talent management 20% Systems thinking 34% Service orientation and customer service 19% Programming 33% Technological literacy Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Empathy and active listening from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Care, Personal Services and Wellbeing Chemical and advanced materials Media, Entertainment and Sports Agriculture, forestry, and fishing Business support and premises maintenance services Energy technology and utilities Future of Jobs Report 2023 270

Skill Profile Reskilling Ranking Talent management 11th Skills, knowledge and abilities Management skills Talent management Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Talent management is a Companies for which Talent management is a Share of companies for which Talent management credentials in Talent management from 2017 to priority in their upskilling and reskilling programmes core skill for workers (share of companies surveyed) is increasing or decreasing in importance at work. 2022 (share of total learning hours). Source: for 2023-2027 (share of companies surveyed) White diamond and label represent net share. Coursera 1% 25% 35% +56% 0% 2017 2022 Jobs in focus Time to skill Roles where organizations surveyed report Talent management to be increasing in importance fastest, Learning hours required to achieve a credential in Talent management at beginner, intermediate or advanced alongside estimates of the net job growth (percent) from 2023 to 2027. proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH FORMAL EDUCATION BACKGROUND BEGINNER INTERMEDIATE ADVANCED -2% 1. Managing Directors and Chief Executives 2.7 7.3 10.9 All 0% 2. General and Operations Managers 2.9 7.4 14.3 No Bachelor's Degree -6% 3. Assembly and Factory Workers 2.7 7.6 12.7 Bachelor's Degree 0% 4. Sales Representatives, Wholesale and Manufacturing, Technical … 2.6 7.1 9.7 Graduate Degree 21% 5. Business Development Professionals -5% 6. Business Services and Administration Managers -27% 7. Accounting, Bookkeeping and Payroll Clerks Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Talent management from 2023 to 2027 will Probability that courses in Talent management also teach other skills. Source: Coursera. also prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 54% Resource management and operations 62% Leadership and social influence 45% Creative thinking 55% Analytical thinking 45% Empathy and active listening 53% Creative thinking 41% Leadership and social influence 49% Resilience, flexibility and agility 26% Marketing and media 47% AI and big data 23% Design and user experience 40% Curiosity and lifelong learning 22% Curiosity and lifelong learning 40% Technological literacy 22% Analytical thinking 36% Empathy and active listening 16% Systems thinking 35% Motivation and self-awareness 11% Resilience, flexibility and agility 34% Resource management and operations Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Talent management from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Employment services Chemical and advanced materials Production of consumer goods Government and public sector Real estate Automotive and Aerospace

Skill Profile Reskilling Ranking Service orientation and customer service 12th Skills, knowledge and abilities Engagement skills Service orientation and customer service Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Service orientation and Companies for which Service orientation and Share of companies for which Service orientation credentials in Service orientation and customer customer service is a priority in their upskilling and customer service is a core skill for workers (share and customer service is increasing or service from 2017 to 2022 (share of total learning reskilling programmes for 2023-2027 (share of of companies surveyed) decreasing in importance at work. White diamond hours). Source: Coursera companies surveyed) and label represent net share. 24% 33% +55% Data unavailable Jobs in focus Time to skill Roles where organizations surveyed report Service orientation and customer service to be increasing in Learning hours required to achieve a credential in Service orientation and customer service at beginner, importance fastest, alongside estimates of the net job growth (percent) from 2023 to 2027. intermediate or advanced proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH -11% 1. Shop Salespersons 21% 2. Business Development Professionals Data unavailable -27% 3. Accounting, Bookkeeping and Payroll Clerks 0% 4. Sales Representatives, Wholesale and Manufacturing, Technical … -2% 5. Managing Directors and Chief Executives -6% 6. Assembly and Factory Workers 0% 7. General and Operations Managers Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Service orientation and customer service Probability that courses in Service orientation and customer service also teach other skills. Source: from 2023 to 2027 will also prioritise other skills. Coursera. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 50% Analytical thinking 48% Creative thinking 44% Resilience, flexibility and agility Data unavailable 44% AI and big data 44% Leadership and social influence 44% Technological literacy 40% Design and user experience 38% Curiosity and lifelong learning 34% Empathy and active listening 34% Talent management Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Service orientation and customer service from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Insurance and pensions management Retail and wholesale of consumer goods Supply chain and transportation Electronics Real estate Oil and gas

Skill Profile Reskilling Ranking Environmental stewardship 13th Attitudes Ethics Environmental stewardship Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Environmental stewardship Companies for which Environmental stewardship Share of companies for which Environmental credentials in Environmental stewardship from is a priority in their upskilling and reskilling is a core skill for workers (share of companies stewardship is increasing or decreasing in 2017 to 2022 (share of total learning hours). programmes for 2023-2027 (share of companies surveyed) importance at work. White diamond and label Source: Coursera surveyed) represent net share. 1% 21% 16% +43% 0% 2017 2022 Jobs in focus Time to skill Roles where organizations surveyed report Environmental stewardship to be increasing in importance Learning hours required to achieve a credential in Environmental stewardship at beginner, intermediate or fastest, alongside estimates of the net job growth (percent) from 2023 to 2027. advanced proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH 2% 1. Chemical Processing Plant Operators -2% 2. Managing Directors and Chief Executives Data unavailable -6% 3. Assembly and Factory Workers -27% 4. Accounting, Bookkeeping and Payroll Clerks 21% 5. Business Development Professionals 0% 6. Sales Representatives, Wholesale and Manufacturing, Technical … -5% 7. Business Services and Administration Managers Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Environmental stewardship from 2023 to Probability that courses in Environmental stewardship also teach other skills. Source: Coursera. 2027 will also prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 51% Resource management and operations 49% AI and big data 45% Design and user experience 47% Resilience, flexibility and agility 37% Analytical thinking 45% Creative thinking 35% Creative thinking 44% Analytical thinking 26% Marketing and media 42% Leadership and social influence 25% Reading, writing and mathematics 38% Talent management 20% Programming 37% Design and user experience 18% AI and big data 37% Technological literacy 16% Resilience, flexibility and agility 36% Motivation and self-awareness 16% Empathy and active listening 34% Service orientation and customer service Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Environmental stewardship from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Agriculture, forestry, and fishing Chemical and advanced materials Energy technology and utilities Financial services and capital markets Insurance and pensions management Business support and premises maintenance services

Skill Profile Reskilling Ranking Resource management and operations 14th Skills, knowledge and abilities Management skills Resource management and operations Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Resource management and Companies for which Resource management and Share of companies for which Resource credentials in Resource management and operations is a priority in their upskilling and operations is a core skill for workers (share of management and operations is increasing or operations from 2017 to 2022 (share of total reskilling programmes for 2023-2027 (share of companies surveyed) decreasing in importance at work. White diamond learning hours). Source: Coursera companies surveyed) and label represent net share. 14% 19% 31% +51% 0% 2017 2022 Jobs in focus Time to skill Roles where organizations surveyed report Resource management and operations to be increasing in Learning hours required to achieve a credential in Resource management and operations at beginner, importance fastest, alongside estimates of the net job growth (percent) from 2023 to 2027. intermediate or advanced proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH FORMAL EDUCATION BACKGROUND BEGINNER INTERMEDIATE ADVANCED -5% 1. Business Services and Administration Managers 3.1 11.4 22.3 All -6% 2. Assembly and Factory Workers 3.4 12.1 19.0 No Bachelor's Degree -2% 3. Managing Directors and Chief Executives 3.2 12.3 21.2 Bachelor's Degree -27% 4. Accounting, Bookkeeping and Payroll Clerks 3.1 11.4 19.9 Graduate Degree 0% 5. Sales Representatives, Wholesale and Manufacturing, Technical … 0% 6. General and Operations Managers 21% 7. Business Development Professionals Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Resource management and operations from Probability that courses in Resource management and operations also teach other skills. Source: 2023 to 2027 will also prioritise other skills. Coursera. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 54% 46% Leadership and social influence Creative thinking 52% 43% Analytical thinking Design and user experience 51% 40% Creative thinking Analytical thinking 44% 39% Talent management Marketing and media 43% 39% Technological literacy Empathy and active listening 41% 26% Curiosity and lifelong learning Leadership and social influence 41% 24% Resilience, flexibility and agility Programming 41% 24% Service orientation and customer service Technological literacy 38% 24% Motivation and self-awareness Networks and cybersecurity 36% 22% Quality control Reading, writing and mathematics Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Resource management and operations from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Agriculture, forestry, and fishing Chemical and advanced materials Automotive and Aerospace Supply chain and transportation Information and technology services Medical and healthcare services

Skill Profile Reskilling Ranking Marketing and media 15th Skills, knowledge and abilities Engagement skills Marketing and media Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Marketing and media is a Companies for which Marketing and media is a Share of companies for which Marketing and credentials in Marketing and media from 2017 to priority in their upskilling and reskilling programmes core skill for workers (share of companies surveyed) media is increasing or decreasing in importance 2022 (share of total learning hours). Source: for 2023-2027 (share of companies surveyed) at work. White diamond and label represent net Coursera share. 5% 18% 18% +38% 0% 2017 2022 Jobs in focus Time to skill Roles where organizations surveyed report Marketing and media to be increasing in importance fastest, Learning hours required to achieve a credential in Marketing and media at beginner, intermediate or alongside estimates of the net job growth (percent) from 2023 to 2027. advanced proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH FORMAL EDUCATION BACKGROUND BEGINNER INTERMEDIATE ADVANCED 0% 1. Sales Representatives, Wholesale and Manufacturing, Technical … 3.8 12.8 18.2 All -2% 2. Managing Directors and Chief Executives 4.0 12.3 15.0 No Bachelor's Degree 21% 3. Business Development Professionals 3.8 11.4 16.8 Bachelor's Degree -27% 4. Accounting, Bookkeeping and Payroll Clerks 3.8 14.1 21.8 Graduate Degree -5% 5. Business Services and Administration Managers -6% 6. Assembly and Factory Workers 0% 7. General and Operations Managers Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Marketing and media from 2023 to 2027 will Probability that courses in Marketing and media also teach other skills. Source: Coursera. also prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 60% Resource management and operations 54% Creative thinking 49% Empathy and active listening 52% AI and big data 48% Design and user experience 48% Analytical thinking 46% Creative thinking 47% Leadership and social influence 31% Analytical thinking 41% Service orientation and customer service 27% Technological literacy 38% Empathy and active listening 23% Leadership and social influence 36% Talent management 22% Systems thinking 35% Technological literacy 19% Programming 34% Design and user experience 17% Reading, writing and mathematics 34% Quality control Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Marketing and media from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Education and training Research, design and business management services Media, Entertainment and Sports Oil and gas Business support and premises maintenance services Energy technology and utilities

Skill Profile Reskilling Ranking Quality control 16th Skills, knowledge and abilities Management skills Quality control Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Quality control is a priority in Companies for which Quality control is a core skill Share of companies for which Quality control is credentials in Quality control from 2017 to 2022 their upskilling and reskilling programmes for 2023- for workers (share of companies surveyed) increasing or decreasing in importance at work. (share of total learning hours). Source: Coursera 2027 (share of companies surveyed) White diamond and label represent net share. 17% 38% +50% Data unavailable Jobs in focus Time to skill Roles where organizations surveyed report Quality control to be increasing in importance fastest, alongside Learning hours required to achieve a credential in Quality control at beginner, intermediate or advanced estimates of the net job growth (percent) from 2023 to 2027. proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH 2% 1. Chemical Processing Plant Operators -6% 2. Assembly and Factory Workers Data unavailable -5% 3. Business Services and Administration Managers -27% 4. Accounting, Bookkeeping and Payroll Clerks 0% 5. Sales Representatives, Wholesale and Manufacturing, Technical … -2% 6. Managing Directors and Chief Executives 21% 7. Business Development Professionals Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Quality control from 2023 to 2027 will also Probability that courses in Quality control also teach other skills. Source: Coursera. prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 49% Leadership and social influence 48% Analytical thinking Data unavailable 48% Creative thinking 46% Technological literacy 43% Motivation and self-awareness 41% Resource management and operations 38% Talent management 38% AI and big data 38% Service orientation and customer service 37% Marketing and media Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Quality control from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Infrastructure Agriculture, forestry, and fishing Energy technology and utilities Telecommunications Business support and premises maintenance services Insurance and pensions management

Skill Profile Reskilling Ranking Networks and cybersecurity 17th Skills, knowledge and abilities Technology skills Networks and cybersecurity Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Networks and Companies for which Networks and Share of companies for which Networks and credentials in Networks and cybersecurity from cybersecurity is a priority in their upskilling and cybersecurity is a core skill for workers (share of cybersecurity is increasing or decreasing in 2017 to 2022 (share of total learning hours). reskilling programmes for 2023-2027 (share of companies surveyed) importance at work. White diamond and label Source: Coursera companies surveyed) represent net share. 13% 17% 18% +50% 0% 2017 2022 Jobs in focus Time to skill Roles where organizations surveyed report Networks and cybersecurity to be increasing in importance Learning hours required to achieve a credential in Networks and cybersecurity at beginner, intermediate or fastest, alongside estimates of the net job growth (percent) from 2023 to 2027. advanced proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH FORMAL EDUCATION BACKGROUND BEGINNER INTERMEDIATE ADVANCED 21% 1. Business Development Professionals 3.6 10.9 19.2 All 0% 2. Sales Representatives, Wholesale and Manufacturing, Technical … 3.8 11.0 18.2 No Bachelor's Degree -2% 3. Managing Directors and Chief Executives 3.7 11.1 16.5 Bachelor's Degree -5% 4. Business Services and Administration Managers 3.6 11.5 18.9 Graduate Degree -6% 5. Assembly and Factory Workers 0% 6. General and Operations Managers -27% 7. Accounting, Bookkeeping and Payroll Clerks Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Networks and cybersecurity from 2023 to Probability that courses in Networks and cybersecurity also teach other skills. Source: Coursera. 2027 will also prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 53% Programming 73% AI and big data 40% Technological literacy 52% Analytical thinking 38% Design and user experience 46% Leadership and social influence 35% Resource management and operations 41% Technological literacy 28% AI and big data 40% Creative thinking 24% Analytical thinking 38% Service orientation and customer service 17% Reading, writing and mathematics 37% Resilience, flexibility and agility 15% Marketing and media 36% Design and user experience 13% Empathy and active listening 36% Talent management 13% Creative thinking 35% Environmental stewardship Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Networks and cybersecurity from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Telecommunications Financial services and capital markets Energy technology and utilities Agriculture, forestry, and fishing Retail and wholesale of consumer goods Medical and healthcare services

Skill Profile Reskilling Ranking Dependability and attention to detail 18th Attitudes Self-efficacy Dependability and attention to detail Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Dependability and attention Companies for which Dependability and attention Share of companies for which Dependability and credentials in Dependability and attention to to detail is a priority in their upskilling and reskilling to detail is a core skill for workers (share of attention to detail is increasing or decreasing in detail from 2017 to 2022 (share of total learning programmes for 2023-2027 (share of companies companies surveyed) importance at work. White diamond and label hours). Source: Coursera surveyed) represent net share. 17% 43% +52% Data unavailable Jobs in focus Time to skill Roles where organizations surveyed report Dependability and attention to detail to be increasing in Learning hours required to achieve a credential in Dependability and attention to detail at beginner, importance fastest, alongside estimates of the net job growth (percent) from 2023 to 2027. intermediate or advanced proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH -6% 1. Assembly and Factory Workers 21% 2. Business Development Professionals Data unavailable -5% 3. Business Services and Administration Managers -27% 4. Accounting, Bookkeeping and Payroll Clerks 0% 5. Sales Representatives, Wholesale and Manufacturing, Technical … 0% 6. General and Operations Managers -2% 7. Managing Directors and Chief Executives Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Dependability and attention to detail from Probability that courses in Dependability and attention to detail also teach other skills. Source: Coursera. 2023 to 2027 will also prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 58% Analytical thinking 54% Creative thinking Data unavailable 48% Leadership and social influence 46% Motivation and self-awareness 44% Resilience, flexibility and agility 43% Technological literacy 39% Environmental stewardship 39% Service orientation and customer service 37% Quality control 36% Empathy and active listening Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Dependability and attention to detail from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Media, Entertainment and Sports Agriculture, forestry, and fishing Mining and Metals Medical and healthcare services Business support and premises maintenance services Electronics

Skill Profile Reskilling Ranking Systems thinking 19th Skills, knowledge and abilities Cognitive skills Systems thinking Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Systems thinking is a priority Companies for which Systems thinking is a core Share of companies for which Systems thinking is credentials in Systems thinking from 2017 to in their upskilling and reskilling programmes for skill for workers (share of companies surveyed) increasing or decreasing in importance at work. 2022 (share of total learning hours). Source: 2023-2027 (share of companies surveyed) White diamond and label represent net share. Coursera 1% 15% 36% +60% 0% 2017 2022 Jobs in focus Time to skill Roles where organizations surveyed report Systems thinking to be increasing in importance fastest, Learning hours required to achieve a credential in Systems thinking at beginner, intermediate or advanced alongside estimates of the net job growth (percent) from 2023 to 2027. proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH FORMAL EDUCATION BACKGROUND BEGINNER INTERMEDIATE ADVANCED 0% 1. Sales Representatives, Wholesale and Manufacturing, Technical … 2.0 6.4 9.2 All -2% 2. Managing Directors and Chief Executives 2.3 5.8 8.2 No Bachelor's Degree 21% 3. Business Development Professionals 2.1 6.0 10.8 Bachelor's Degree 0% 4. General and Operations Managers 2.0 6.8 9.3 Graduate Degree -5% 5. Business Services and Administration Managers -27% 6. Accounting, Bookkeeping and Payroll Clerks -6% 7. Assembly and Factory Workers Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Systems thinking from 2023 to 2027 will also Probability that courses in Systems thinking also teach other skills. Source: Coursera. prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 81% Resource management and operations 66% Analytical thinking 77% Creative thinking 57% Leadership and social influence 68% Analytical thinking 56% AI and big data 66% Marketing and media 56% Creative thinking 63% Design and user experience 54% Technological literacy 54% Empathy and active listening 52% Resilience, flexibility and agility 41% Leadership and social influence 47% Curiosity and lifelong learning 31% Reading, writing and mathematics 45% Motivation and self-awareness 30% Programming 44% Talent management 29% Technological literacy 43% Service orientation and customer service Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Systems thinking from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Electronics Mining and Metals Education and training Telecommunications Accommodation, Food, and Leisure Real estate

Skill Profile Reskilling Ranking Programming 20th Skills, knowledge and abilities Technology skills Programming Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Programming is a priority in Companies for which Programming is a core skill Share of companies for which Programming is credentials in Programming from 2017 to 2022 their upskilling and reskilling programmes for 2023- for workers (share of companies surveyed) increasing or decreasing in importance at work. (share of total learning hours). Source: Coursera 2027 (share of companies surveyed) White diamond and label represent net share. 20% 13% 19% +39% 0% 2017 2022 Jobs in focus Time to skill Roles where organizations surveyed report Programming to be increasing in importance fastest, alongside Learning hours required to achieve a credential in Programming at beginner, intermediate or advanced estimates of the net job growth (percent) from 2023 to 2027. proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH FORMAL EDUCATION BACKGROUND BEGINNER INTERMEDIATE ADVANCED 21% 1. Business Development Professionals 3.9 13.4 19.1 All -6% 2. Assembly and Factory Workers 3.7 13.0 16.7 No Bachelor's Degree -5% 3. Business Services and Administration Managers 4.1 12.4 18.1 Bachelor's Degree -2% 4. Managing Directors and Chief Executives 4.1 12.9 19.2 Graduate Degree -27% 5. Accounting, Bookkeeping and Payroll Clerks 0% 6. General and Operations Managers 0% 7. Sales Representatives, Wholesale and Manufacturing, Technical … Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Programming from 2023 to 2027 will also Probability that courses in Programming also teach other skills. Source: Coursera. prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 45% Design and user experience 65% AI and big data 37% Networks and cybersecurity 58% Analytical thinking 32% Technological literacy 48% Creative thinking 30% AI and big data 44% Design and user experience 27% Analytical thinking 43% Marketing and media 26% Resource management and operations 42% Leadership and social influence 23% Reading, writing and mathematics 41% Curiosity and lifelong learning 13% Marketing and media 41% Talent management 12% Empathy and active listening 41% Technological literacy 12% Creative thinking 38% Networks and cybersecurity Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Programming from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Information and technology services Media, Entertainment and Sports Telecommunications Business support and premises maintenance services Agriculture, forestry, and fishing Real estate

Skill Profile Reskilling Ranking Teaching and mentoring 21st Attitudes Working with others Teaching and mentoring Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Teaching and mentoring is Companies for which Teaching and mentoring is Share of companies for which Teaching and credentials in Teaching and mentoring from 2017 a priority in their upskilling and reskilling a core skill for workers (share of companies mentoring is increasing or decreasing in to 2022 (share of total learning hours). Source: programmes for 2023-2027 (share of companies surveyed) importance at work. White diamond and label Coursera surveyed) represent net share. 1% 14% 22% +48% 0% 2017 2022 Jobs in focus Time to skill Roles where organizations surveyed report Teaching and mentoring to be increasing in importance fastest, Learning hours required to achieve a credential in Teaching and mentoring at beginner, intermediate or alongside estimates of the net job growth (percent) from 2023 to 2027. advanced proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH -6% 1. Assembly and Factory Workers 0% 2. General and Operations Managers Data unavailable -2% 3. Managing Directors and Chief Executives 0% 4. Sales Representatives, Wholesale and Manufacturing, Technical … 21% 5. Business Development Professionals -27% 6. Accounting, Bookkeeping and Payroll Clerks -5% 7. Business Services and Administration Managers Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Teaching and mentoring from 2023 to 2027 Probability that courses in Teaching and mentoring also teach other skills. Source: Coursera. will also prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 51% Empathy and active listening 60% Talent management 45% Resource management and operations 59% Leadership and social influence 45% Creative thinking 58% Analytical thinking 39% Leadership and social influence 58% Creative thinking 38% Curiosity and lifelong learning 54% AI and big data 30% Design and user experience 54% Technological literacy 26% Talent management 53% Curiosity and lifelong learning 17% Analytical thinking 53% Resilience, flexibility and agility 14% Marketing and media 48% Motivation and self-awareness 11% Reading, writing and mathematics 45% Design and user experience Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Teaching and mentoring from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Education and training Media, Entertainment and Sports Production of consumer goods Business support and premises maintenance services Automotive and Aerospace Oil and gas

Skill Profile Reskilling Ranking Multi-lingualism 22nd Skills, knowledge and abilities Cognitive skills Multi-lingualism Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Multi-lingualism is a priority Companies for which Multi-lingualism is a core Share of companies for which Multi-lingualism is credentials in Multi-lingualism from 2017 to 2022 in their upskilling and reskilling programmes for skill for workers (share of companies surveyed) increasing or decreasing in importance at work. (share of total learning hours). Source: Coursera 2023-2027 (share of companies surveyed) White diamond and label represent net share. 11% 23% +38% Data unavailable Jobs in focus Time to skill Roles where organizations surveyed report Multi-lingualism to be increasing in importance fastest, alongside Learning hours required to achieve a credential in Multi-lingualism at beginner, intermediate or advanced estimates of the net job growth (percent) from 2023 to 2027. proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH -5% 1. Business Services and Administration Managers 0% 2. Sales Representatives, Wholesale and Manufacturing, Technical … Data unavailable -27% 3. Accounting, Bookkeeping and Payroll Clerks -2% 4. Managing Directors and Chief Executives 21% 5. Business Development Professionals -6% 6. Assembly and Factory Workers 0% 7. General and Operations Managers Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Multi-lingualism from 2023 to 2027 will also Probability that courses in Multi-lingualism also teach other skills. Source: Coursera. prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 60% Analytical thinking 59% Creative thinking Data unavailable 57% Leadership and social influence 54% Technological literacy 50% Talent management 47% AI and big data 44% Design and user experience 43% Curiosity and lifelong learning 43% Marketing and media 43% Resilience, flexibility and agility Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Multi-lingualism from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Employment services Accommodation, Food, and Leisure Production of consumer goods Government and public sector Oil and gas Insurance and pensions management

Skill Profile Reskilling Ranking Manual dexterity, endurance and precision 23rd Skills, knowledge and abilities Physical abilities Manual dexterity, endurance and precision Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Manual dexterity, Companies for which Manual dexterity, Share of companies for which Manual dexterity, credentials in Manual dexterity, endurance and endurance and precision is a priority in their endurance and precision is a core skill for workers endurance and precision is increasing or precision from 2017 to 2022 (share of total upskilling and reskilling programmes for 2023-2027 (share of companies surveyed) decreasing in importance at work. White diamond learning hours). Source: Coursera (share of companies surveyed) and label represent net share. 8% 16% +15% Data unavailable Jobs in focus Time to skill Roles where organizations surveyed report Manual dexterity, endurance and precision to be increasing in Learning hours required to achieve a credential in Manual dexterity, endurance and precision at beginner, importance fastest, alongside estimates of the net job growth (percent) from 2023 to 2027. intermediate or advanced proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH -6% 1. Assembly and Factory Workers -2% 2. Managing Directors and Chief Executives Data unavailable 21% 3. Business Development Professionals -27% 4. Accounting, Bookkeeping and Payroll Clerks -5% 5. Business Services and Administration Managers 0% 6. Sales Representatives, Wholesale and Manufacturing, Technical … 0% 7. General and Operations Managers Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Manual dexterity, endurance and precision Probability that courses in Manual dexterity, endurance and precision also teach other skills. Source: from 2023 to 2027 will also prioritise other skills. Coursera. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 57% Creative thinking 53% Quality control 53% Resilience, flexibility and agility Data unavailable 53% Technological literacy 51% Resource management and operations 51% Service orientation and customer service 49% Motivation and self-awareness 47% Analytical thinking 47% Leadership and social influence 45% Dependability and attention to detail Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Manual dexterity, endurance and precision from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Mining and Metals Agriculture, forestry, and fishing Advanced manufacturing Electronics Telecommunications Information and technology services

Skill Profile Reskilling Ranking Global citizenship 24th Attitudes Ethics Global citizenship Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Global citizenship is a Companies for which Global citizenship is a core Share of companies for which Global citizenship credentials in Global citizenship from 2017 to priority in their upskilling and reskilling programmes skill for workers (share of companies surveyed) is increasing or decreasing in importance at work. 2022 (share of total learning hours). Source: for 2023-2027 (share of companies surveyed) White diamond and label represent net share. Coursera 1% 8% 13% +24% 0% 2017 2022 Jobs in focus Time to skill Roles where organizations surveyed report Global citizenship to be increasing in importance fastest, Learning hours required to achieve a credential in Global citizenship at beginner, intermediate or advanced alongside estimates of the net job growth (percent) from 2023 to 2027. proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH FORMAL EDUCATION BACKGROUND BEGINNER INTERMEDIATE ADVANCED -2% 1. Managing Directors and Chief Executives 3.4 10.0 16.6 All -27% 2. Accounting, Bookkeeping and Payroll Clerks 3.7 10.1 15.6 No Bachelor's Degree 21% 3. Business Development Professionals 3.7 12.1 19.6 Bachelor's Degree 0% 4. General and Operations Managers 3.4 9.4 16.0 Graduate Degree -6% 5. Assembly and Factory Workers -5% 6. Business Services and Administration Managers 0% 7. Sales Representatives, Wholesale and Manufacturing, Technical … Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Global citizenship from 2023 to 2027 will also Probability that courses in Global citizenship also teach other skills. Source: Coursera. prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 98% Resource management and operations 62% Leadership and social influence 79% Empathy and active listening 59% AI and big data 76% Leadership and social influence 53% Analytical thinking 51% Creative thinking 53% Environmental stewardship 41% Marketing and media 53% Resilience, flexibility and agility 39% Design and user experience 51% Empathy and active listening 35% Analytical thinking 49% Creative thinking 27% Systems thinking 49% Curiosity and lifelong learning 19% Technological literacy 49% Design and user experience 18% Networks and cybersecurity 47% Talent management Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Global citizenship from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Employment services Media, Entertainment and Sports Advanced manufacturing Infrastructure Mining and Metals Electronics

Skill Profile Reskilling Ranking Reading, writing and mathematics 25th Skills, knowledge and abilities Cognitive skills Reading, writing and mathematics Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Reading, writing and Companies for which Reading, writing and Share of companies for which Reading, writing credentials in Reading, writing and mathematics mathematics is a priority in their upskilling and mathematics is a core skill for workers (share of and mathematics is increasing or decreasing in from 2017 to 2022 (share of total learning hours). reskilling programmes for 2023-2027 (share of companies surveyed) importance at work. White diamond and label Source: Coursera companies surveyed) represent net share. 15% 6% 25% +26% 0% 2017 2022 Jobs in focus Time to skill Roles where organizations surveyed report Reading, writing and mathematics to be increasing in Learning hours required to achieve a credential in Reading, writing and mathematics at beginner, importance fastest, alongside estimates of the net job growth (percent) from 2023 to 2027. intermediate or advanced proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH FORMAL EDUCATION BACKGROUND BEGINNER INTERMEDIATE ADVANCED -27% 1. Accounting, Bookkeeping and Payroll Clerks 4.0 13.8 24.3 All 2% 2. Chemical Processing Plant Operators 3.9 12.8 21.4 No Bachelor's Degree 21% 3. Business Development Professionals 4.1 14.6 25.6 Bachelor's Degree -5% 4. Business Services and Administration Managers 4.3 14.9 25.8 Graduate Degree -6% 5. Assembly and Factory Workers -2% 6. Managing Directors and Chief Executives 0% 7. General and Operations Managers Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Reading, writing and mathematics from 2023 Probability that courses in Reading, writing and mathematics also teach other skills. Source: Coursera. to 2027 will also prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 45% Resource management and operations 73% Talent management 45% Programming 70% Leadership and social influence 44% Analytical thinking 70% Technological literacy 40% AI and big data 68% Analytical thinking 38% Design and user experience 65% Creative thinking 29% Empathy and active listening 65% Resilience, flexibility and agility 26% Creative thinking 65% Resource management and operations 24% Marketing and media 63% AI and big data 24% Networks and cybersecurity 63% Empathy and active listening 23% Technological literacy 63% Motivation and self-awareness Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Reading, writing and mathematics from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Advanced manufacturing Media, Entertainment and Sports Employment services Chemical and advanced materials Retail and wholesale of consumer goods Financial services and capital markets

Skill Profile Reskilling Ranking Sensory-processing abilities 26th Skills, knowledge and abilities Physical abilities Sensory-processing abilities Global Skills Taxonomy / / Five year trend Reskilling focus Skill importance Skill evolution Learning hours spent pursuing assessements and Companies for which Sensory-processing Companies for which Sensory-processing Share of companies for which Sensory- credentials in Sensory-processing abilities from abilities is a priority in their upskilling and reskilling abilities is a core skill for workers (share of processing abilities is increasing or decreasing 2017 to 2022 (share of total learning hours). programmes for 2023-2027 (share of companies companies surveyed) in importance at work. White diamond and label Source: Coursera surveyed) represent net share. 4% 8% +23% Data unavailable Jobs in focus Time to skill Roles where organizations surveyed report Sensory-processing abilities to be increasing in importance Learning hours required to achieve a credential in Sensory-processing abilities at beginner, intermediate or fastest, alongside estimates of the net job growth (percent) from 2023 to 2027. advanced proficiency as a function of the learner’s level of formal education. Hours 0 34 NET ROLES GROWTH -6% 1. Assembly and Factory Workers -2% 2. Managing Directors and Chief Executives Data unavailable -27% 3. Accounting, Bookkeeping and Payroll Clerks 21% 4. Business Development Professionals -5% 5. Business Services and Administration Managers 0% 6. General and Operations Managers 0% 7. Sales Representatives, Wholesale and Manufacturing, Technical … Strategically adjacent skills Simultaneous skill development Probability that a company which will prioritise skills training in Sensory-processing abilities from 2023 to Probability that courses in Sensory-processing abilities also teach other skills. Source: Coursera. 2027 will also prioritise other skills. Skill taxonomy Skills, knowledge and abilities Attitudes Skill taxonomy Skills, knowledge and abilities Attitudes 85% Leadership and social influence 85% Resilience, flexibility and agility Data unavailable 85% Service orientation and customer service 85% Talent management 81% Resource management and operations 81% Systems thinking 77% AI and big data 77% Creative thinking 77% Motivation and self-awareness 77% Networks and cybersecurity Industry trends Industry-by-industry variations in reskilling focus, current and future importance, forecast evolution in importance, and strategic focus companies will place on Sensory-processing abilities from 2023 to 2027 for the industries which assign the highest and lowest reskilling focus to this skill (share of companies surveyed) Above global mean Below global mean RESKILLING FOCUS SKILL IMPORTANCE SKILL EVOLUTION INDUSTRY 0% 100% 0% 100% 0% 100% Advanced manufacturing Research, design and business management services Production of consumer goods Infrastructure Retail and wholesale of consumer goods Information and technology services

May 2023 Future of Jobs Report 2023 Contributors At the World Economic Forum Centre for the New Economy and Society Project Team Attilio Di Battista Head of Impact Design and Coordination Sam Grayling Insights Lead, Work, Wages and Job Creation Elselot Hasselaar Head of Mission, Work Wages and Job Creation Till Leopold Head of Mission, Education, Skills and Learning Ricky Li Insight Product Specialist Mark Rayner Insight Lead, Education, Skills and Learning Saadia Zahidi Managing Director We are extremely grateful to our colleagues in the Centre for the New Economy and Society for their support, especially to: Eoin Ó Cathasaigh, Genesis Elhussein, Tarini Fernando, Gulipairi Maimaiti, Tanya Milberg, Vesselina Ratcheva, Aarushi Singhania and Steffica Warwick. A special thank you to Guillaume Hingel for his initial work on the report. We are also grateful to Michael Fisher for his excellent copyediting work, to our colleague Floris Landi and MIKO Studio’s Alistair Millen and Laurence Denmark for their exceptional cover and shareable design, and to Accurat for their outstanding graphic designing and layout of the report, as well as for their outstanding work to create the report’s profiles and online Data Explorer. For more information, or to get involved, please contact cnes@weforum.org. Future of Jobs Report 2023 287

Collaborations The Centre for the New Economy and Society aims to empower decision- making among leaders in business and policy by providing fresh, actionable insight through collaboration with leading experts and data-holding companies. We greatly appreciate the collaboration with Coursera, Indeed and LinkedIn for this year’s report and would specifically like to thank the following contributors: Coursera Anna Zhao, Data Scientist Eric Karsten, Data Science Manager Maria-Nicole Ikonomou, Director, Global Enterprise Communications Indeed Svenja Gudell, Chief Economist, Indeed Hiring Lab AnnElizabeth Konkel, Senior Economist, Indeed Hiring Lab Ewen Henderson, Data Scientist, Indeed Hiring Lab Chris Glynn, Senior Data Science Manager, Indeed Hiring Lab LinkedIn Séin Ó Muineacháin, Manager, Economic Graph Research & Insights Kristin Lena Keveloh, Senior Lead Manager, Public Policy & Economic Graph Lucy Jenkins, Director, Corporate Communication Future of Jobs Report 2023 288

Acknowledgments The Centre for the New Economy and Society would like to thank the Reskilling Revolution Champions and the members of the Jobs Consortium for their leadership and guidance on the focus of this Report. Thank you also to Randstad for contributing to the dissemination of the Future of Jobs Survey. The World Economic Forum’s Centre for the New Economy and Society would also like to acknowledge and thank the following organizations for disseminating the survey globally. Without them, the realization of the Future of Jobs Report 2023 would not have been feasible: Argentina Shota Gulbani, Expert IAE Business School, Universidad Austral Grigol Robakidze University Eduardo Fracchia, Director of Academic Vakhtang Charaia, Deputy Rector Department of Economics Tengiz Taktakishvili, Expert Martin Calveira, Research Economist India Australia The Confederation of Indian Industry (CII) Australian Industry Group (Ai Group) Bhavna Chopra Srikrishna, General Manager & Megan Lilly, Executive Director, Ai Group Centre for Head Skill Development & Livelihood Education and Training Pankaj Patiram, Executive Officer, Skill Development Sarah Pilcher, Research and Policy Manager, Ai & Livelihood Group Centre for Education and Training Ravinder Reddy D, Counsellor Brett Crossley, Research and Policy Officer, Ai Group Centre for Education and Training Israel JDC (The Joint) Bahrain Ilan Levene, Head of Strategic Partnerships Bahrain Economic Development Board Evyatar Korlanski, Data Product Manager Nada Al Saeed, Chief Strategy Fleishon Avraham, Director of Employment Bahrain Labour Fund (Tamkeen) Programs for People with Disabilities, Young Adult Amer Marhoon, Managing Director at Skills Bahrain at Risk and Immigrants Nada Deen, Executive Director, Sector Skills Development at Skills Bahrain Japan Waseda University Brazil Jusuke Ikegami, Professor Fundação Dom Cabral, Innovation and Mitsuyo Tsubayama, Coordinator Entrepreneurship Center Shoko Miya, Coordinator Carlos Arruda, Professor and Member of FDC Innovation and Entrepreneurship Center Kazakhstan Hugo Tadeu, Professor and Director of FDC Center for Strategic Initiatives LPP Innovation and Entrepreneurship Center Olzhas Khudaibergenov, Senior Partner Miguel F. Costa, Researcher Yerbol Tulegenov, Associate Partner Symbat Aliaskarova, Consultant Czech Republic For Business Excellence (FBE) Latvia and Lithuania Jana Klekar ERDA Group Zane Čulkstēna, Founder and Business Partner Egypt, Arab Rep. Pārsla Baško, Business Partner and CEO Egyptian Center for Economic Studies - ECES Annija Vītoliņa, Project Manager Abla Abdel Latif, Executive Director, and Director of Aušra Bytautienė, Director, Personalo valdymo Research profesionalų asociacija Salma Bahaa El Din, Senior Economist Jurgita Lemešiūtė, Managing Partner, PeopleLink Ahmed Maged, Field Researcher Hossam Khater, Field Researcher Mexico Mohamed Khater, Field Researcher Instituto Mexicano para la Competitividad - IMCO Georgia Valeria Moy, General Director TSU Center for Analysis and Forecasting Ivania Mazari, Program Manager Otar Anguridze, Head of the Board Mariam Lashkhi, Project Manager Future of Jobs Report 2023 289

Netherlands Thailand Amsterdam Centre for Business Innovation, Chulalongkorn Business School University of Amsterdam Kanyarat (Lek) Sanoran, Assistant Professor and Henk W. Volberda, Director and Professor of Assistant Dean at Dean’s Office Strategy & Innovation Wilert Puriwat, Professor and Dean Kevin Heij, Project Manager Nat Kulvanich, Assistant Professor Pieter van den Brink, Research Assistant Türkiye Pakistan TÜSIAD, Sabanci University Competitivness Mishal Pakistan Forum - REF Amir Jahangir, Chief Executive Officer Esra Durceylan Kaygusuz, Competitiveness Forum Puruesh Chaudhary, Director Director Amna Sabahat Bhutta, Director Sezen Uğurlu Sum, Competitiveness Forum Project Specialist Serbia Foundation for the Advancement of Economics Western Balkans - FREN Regional Cooperation Council Aleksandar Radivojević, Coordinator Sinisa Marcic, Senior Expert on Human Capital Dejan Molnar, Director Development Bojana Zorić, Senior Policy Analyst Singapore Singapore Economic Development Board Zimbabwe Cheng Wai San, Director and Head, Research and National Competitiveness Commission Statistics Unit Phillip Phiri, Executive Director Teo Xinyu, Executive Officer, Senior, Research and Brighton Shayanewako, Director, Competitiveness Statistics Unit Douglas Muzimba, Chief Economist, International Competitiveness South Africa Elizabeth Magwaza, Economist Harambee Youth Employment Accelerator Victoria Duncan, Head, Research and Evidence Rob Urquhart, Strategy, Research and Evidence Lead Future of Jobs Report 2023 290

Centre for the New Economy and Society Business Partners The World Economic Forum would like to thank the Business Partners of the Centre for their guidance and support. AARP Bristol Myers Squibb Company Accenture Carlsberg A/S Adecco Group AG Check Point Software Technologies Ltd AIG Checkr Al Dabbagh Group Holding Co. Ltd Chegg, Inc. AlixPartners Cisco Systems, Inc. AllHere Civic Ledger Alphabet Clayton, Dubilier & Rice LLC Amazon Comcast Corporation AMTD Group Coursera Inc. APCO Worldwide Inc. Crescent Enterprises Apna Time Inc. Crescent Group Automatic Data Processing Inc. (ADP) Culture Amp Automation Anywhere, Inc. Dassault Systèmes SE Bahrain Economic Development Board Dell Technologies Bain & Company Inc. Deloitte Bank of America Dentsu Inc. Bank of Montreal Deutsche Bank AG Barclays Deutsche Post AG Beamery Inc. DoBrain Benepass Dogan ?irketler Grubu Holding A.S BetterUp Inc DP World Limited BHP Group Limited Egon Zehnder International Schweiz AG BigSpring Emirates Telecommunications Group Company P.J.S.C (e&) Bill & Melinda Gates Foundation Eurasian Resources Group Sàrl Bloomberg LP European Investment Bank (EIB) BNY Mellon Evermos PTE. LTD. BorgWarner Inc. EY Bridas Energy Investments Corp. Future of Jobs Report 2023 291

Fortescue Metals Group Limited LinkedIn Corporation Fortinet Inc. Lord, Abbett & Co. LLC Frontiers Media S.A. Maharashtra Institution for Transformation Globalization Partners ManpowerGroup Inc. Grupo Salinas Marsh McLennan Guild Education Mayo Clinic HCL Technologies Ltd McKinsey & Company, Inc. Heidrick & Struggles Medtronic Plc Henry Schein Inc. Merck KGaA Hewlett Packard Enterprise Microsoft Corp. Hitachi Ltd Mohammed Bin Salman Foundation (MiSK) Hologic Inc. Morgan, Lewis & Bockius LLP Holtzbrinck Publishing Group Moringa School Hong Kong Exchanges and Clearing Limited (HKEX) Natixis SA HP Inc. Nestlé HSBC Holdings Plc Network for Teaching Entrepreneurship (NFTE) Hubert Burda Media Nexthink SA IBM Corporation Novartis AG IDEO NYSE Group Inc. Indiavidual Learning Ltd Old Mutual Limited Indus Group Omnicom Group Infosys Ltd OnLoop Ingka Group (IKEA) Open Society Institute Intel Corporation Oyster HR, Inc. Invesco Ltd PAG Holdings Limited JBS S/A Papaya Global Jerónimo Martins SGPS SA PayPal JLL PepsiCo Inc. Johnson & Johnson Procter & Gamble Jopwell PT Bank Rakyat Indonesia (BRI) Kearney Publicis Groupe SA KIRKBI A/S PwC LGT Group Foundation Pymetrics Inc. Future of Jobs Report 2023 292

QI Group Standard Chartered Bank Randstad State Street Corporation RBC Financial Group Takeda Pharmaceutical Company Limited Recruit Holdings Co. Ltd TechWolf Reliance Industries Limited Teck Resources Limited RMZ Corp. The Estée Lauder Companies, Inc. Royal DSM NV The Samuel Group Russell Reynolds Associates Inc. The Standard Bank Group Limited Salesforce Uber Technologies Inc. Sanofi Unilever SAP SE upGrad Education Private Limited Saudi Arabian Mining Company (Ma’aden) Velocity Global, LLC Saudi Aramco Verizon Communications Sempra Visa Inc. Sequoia Capital Operations LLC Volkswagen AG Shell Plc Wipro Limited Siemens AG Workday Inc. Skillsoft WorldQuant LLC SkyHive Yildiz Holding SONAE SGPS SA Zoom Video Communications, Inc. Staffbase GmbH Zurich Insurance Group Future of Jobs Report 2023 293

Endnotes 1. OECD, Unemployment Rates Update: June 2022. 2. OECD, Jobs Outlook 2022, 2022. 3. Gourinchas, Fiscal Policy in the age of COVID: Does it “Get in all the cracks”, 2021. 4. Ibid. 5. OECD, Jobs Outlook 2022, 2022. 6. US Chamber of Commerce, Understanding America’s Labor Shortage: The Most Impacted Industries, September 2022 7. PWC,Gloal Workforce Survey, Hopes and fears 2022, (https://www.pwc.com/gx/en/hopes-and-fears/downloads/global- workforce-hopes-and-fears-survey-2022-v2.pdf) 8. ILO Policy Brief, An uneven and gender-unequal COVID-19 recovery: Update on gender and employment trends 2021, International Labour Organization, October 2021. 9. Global Gender Gap Report 2022, World Economic Forum, July 2022. 10. ILO, Global Employment Trends for Youth 2022, 2022. 11. World Bank, Social Protection and Jobs Responses to COVID-19 : A Real-Time Review of Country Measures, February 2022. 12. Ibid. 13. https://read.oecd-ilibrary.org/development/tackling-vulnerability-in-the-informal-economy_939b7bcd-en#page18. 14. ILO, ILO Monitor on the World from Work 10th Edition, October 2022 (https://www.ilo.org/wcmsp5/groups/public/--- dgreports/---dcomm/---publ/documents/briefingnote/wcms_859255.pdf) https://www.ilo.org/global/publications/books/ WCMS_859255/lang--en/index.htm. 15. Elizabeth Schnabel, Monetary policy in a cost-of-living crisis, September 2022 (https://www.ecb.europa.eu/press/key/ date/2022/html/ecb.sp220930_annex~b1ca1312f6.en.pdf?12576bc04ca2ef94c2d044e731f5a9ad). 16. World Economic Forum, Chief Economist Outlook 2022, (https://www3.weforum.org/docs/WEF_Chief_Economists_ Outlook_2022.pdf). 17. ILO, Global Wage Report 2022-2023 (https://www.ilo.org/wcmsp5/groups/public/---dgreports/---dcomm/---publ/ documents/publication/wcms_862569.pdf). 18. Ibid. 19. Ibid. 20. Ibid. 21. Elizabeth Schnabel, Monetary policy in a cost-of-living crisis, September 2022 (https://www.ecb.europa.eu/press/key/ date/2022/html/ecb.sp220930_annex~b1ca1312f6.en.pdf?12576bc04ca2ef94c2d044e731f5a9ad). 22. UNDP, Addressing the cost-of-living crisis in developing countries, Poverty and vulnerability projections and policy responses, 2022 (https://www.undp.org/publications/addressing-cost-living-crisis-developing-countries-poverty-and- vulnerability-projections-and-policy-responses). 23. World Economic Forum, Building Back Broader: Policy Pathways for Economic Transformations, 2022 (https://www3. weforum.org/docs/WEF_GFC_NES_Policy_Pathways_for_an_Economic_Transformation_2021.pdf). 24. CultureAmp website, accessed 17 March 2023, https://www.cultureamp.com/science/insights/all-industries-global. 25. Global Workforce of the Future Research, Adecco website, accessed 17 March 2023 https://www.adeccogroup.com/ global-workforce-of-the-future-research/. 26. CultureAmp website, accessed 17 March 2023, https://www.cultureamp.com/science/insights/all-industries-global. 27. Randstad work monitor 2023, https://workforceinsights.randstad.com/workmonitor-2023. 28. Global Workforce of the Future Research, Adecco website, accessed 17 March 2023 https://www.adeccogroup.com/ global-workforce-of-the-future-research/. 29. Randstad work monitor 2023, https://workforceinsights.randstad.com/workmonitor-2023. 30. Randstad work monitor 2023, https://workforceinsights.randstad.com/workmonitor-2023. 31. ManpowerGroup, The New Human Age: 2023 Workforce Trends https://workforce-resources.manpowergroup.com/ home/the-new-human-age. 32. ManpowerGroup, The New Human Age: 2023 Workforce Trends https://workforce-resources.manpowergroup.com/ home/the-new-human-age. 33. https://arxiv.org/pdf/2303.10130.pdf. 34. IMF, World Economic Outlook: Countering the Cost of Living Crisis, 2022. 35. IMF, “World Economic Outlook”, 2023. Future of Jobs Report 2023 294

36. Four Futures for Economic Globalization: Scenarios and Their Implications. 37. https://www.sdcexec.com/transportation/ocean-ports-carriers/article/22697770/friendshoring-vs-nearshoring. 38. Vivid Economics (https://www.vivideconomics.com/casestudy/greenness-for-stimulus-index/). 39. WRI, The Green jobs advanges: How climate friendly investments are better job creators, 2022. 40. IEA, Sustainable Recovery Report, 2020. 41. ILO, ”The importance of focusing on jobs and fairness in clean energy transitions,” 2021. 42. WEF, Seizing Business Opportunities in China’s Transition Towards a Nature-positive Economy, 2022. 43. WEF, Future of Jobs Report 2020, 2020. 44. WEF, Jobs of Tomorrow:Mapping Opportunity in the New Economy, 2021. 45. https://arxiv.org/abs/2303.10130. 46. https://hbr.org/2023/03/generative-ai-will-enhance-not-erase-customer-service-jobs. 47. IFR, International Federation of Robotics, World Bank. 48. https://arxiv.org/abs/2303.10130. 49. https://arxiv.org/abs/2303.10130. 50. Hyperlink to here: https://www.weforum.org/reports/global-risks-report-2023/. 51. https://arxiv.org/abs/2303.10130. 52. https://arxiv.org/abs/2303.10130. 53. https://initiatives.weforum.org/reskilling-revolution/insights-tools. Future of Jobs Report 2023 295

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