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