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