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