WEF - The Future of Jobs Report 2020

27. Cook, et al, 2019. 28. ADP provides human capital management services to significant numbers of US companies. Its data can therefore act as a reliable proxy for changes to the American labour market. 29. Workers are considered to have dropped out of employment if they disappear from the ADP database. While some of those variations can reflect worker movements to companies which do not use ADP’s services, the scale of that effect is not typically as large; therefore, on the basis of past trends we can deduce that what we are reporting are reach changes to employment. 30. Data from FutureFit AI combines over 50 data sources on workforce demand and supply, translating a range of taxonomies of jobs and skills. Supply-side sources include over 350 million talent profiles listing 30,000 skills clusters, 80,000 job titles, hundreds of industries, thousands of learning opportunities and millions of companies worldwide. The data set used comes from worker profile information sourced from resumes and online professional profiles. It also includes key data points for the analysis—such as employers, start and end dates, job role, industries and employment sequence, among others. 31. This metric covers approximately 300,000 young professionals in the United States, defined here as those who have graduated with an upper secondary or tertiary (undergraduate) degree no earlier than 2008, and have held 15 or less positions and have not been in the labour market for longer than 20 years. These professionals have, on average, eight years of work experience after or during a student’s first degree. The average work experience tenure following graduation is 6.7 years. The overwhelming majority of this sample are in their first working decade. 32. Agopsowicz, 2019. 33. See, for example: Arntz, Melanie, Terry Gregory and Ulrich Zierahn, The risk of automation for jobs in OECD countries: a comparative analysis, OECD Social, Employment and Migration Working Papers No 189, Organization for Economic Cooperation and Development (OECD), 2016; McKinsey Global Institute, A Future That Works: Automation, Employment, and Productivity, McKinsey Global Institute (MGI), 2017; PwC, Will robots really steal our jobs? An international analysis of the potential long term impact of automation, 2018. For a range of relevant additional considerations, see: van der Zande, Jochem, et al., The Substitution of Labor: From technological feasibility to other factors influencing job automation, Innovative Internet: Report 5, Stockholm School of Economics Institute for Research, 2018. 34. Ding and Saenz Molina, 2020. 35. World Economic Forum, 2020a. 36. For more details on how the clusters are computed please refer to World Economic Forum, 2020a. 37. For an in-depth analysis of emerging jobs please see World Economic Forum, 2020a. 38. According to Coursera data from individuals completing reskilling and upskilling on its platform, working towards a new skill in Cloud Computing could take on average 106 full calendrical days; in Content, 24 days; in Data and AI professions, 60; in Engineering, 77 days; in Marketing, 39; People and Culture, 36; Sales. 37; and in Product Development professions, 44. We take the average month to have 21 working days. 39. Sweetland, 1996. 40. Hsieh, et al., 2019. 41. IMF, 2020. The Future of Jobs 51

42. Atlantic Council, 2020. 43. Gentilini, et al, 2020. 44. Economic Security Project, 2020. 45. OECD, 2020b. 46. Cahuc, et al, 2006, and Carroll, et al, 2016. 47. Deelen, 2018. 48. “Skills Future Enhanced Training Support Package”, https://www. enterprisejobskills.sg/content/upgrade-skills/enhanced-training-support- for-SME.html. 49. Ton, 2014, and https://goodjobsinstitute.org/good-jobs-scorecard/. 50. For more details on the overall framework please see Word Economic Forum, 2020b. 51. For the complete report, see https://www.weforum.org/reports/measuring- stakeholder-capitalism-towards-common-metrics-and-consistent-reporting-of- sustainable-value-creation. 52. For the complete report, see https://www.weforum.org/reports/human-capital- as-an-asset-an-accounting-framework-to-reset-the-value-of-talent-in-the-new- world-of-work. 53. World Economic Forum, 2020c. 54. World Economic Forum, 2019. 55. For details, see https://blog.udacity.com/2018/09/udacity-and-att-join-forces-to- train-workers-for-the-jobs-of-tomorrow.html. 56. For details, see https://www.shell.com/energy-and-innovation/digitalisation/ digital-technologies/shell-ai/shell-ai-residency-programme.html. 57. For details, see https://www.coursera.org/government. The Future of Jobs 52

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Hsieh, Chang-Tai, et al, “The Allocation of Talent Reproduction of Sex Segregation”, and Us Economic Growth”, Econometrica, Work and Occupations, vol. 43, vol. 87, no. 5, 2019, pp. 1439–1474. no. 2, 2016, pp. 178–214. International Labour Organization (ILO), ILO Sweetland, S.R., “Human Capital Theory: Monitor: COVID-19 and the World of Foundations of a Field of Inquiry”, Work, Second Edition, Updated estimates Review of Educational Research, and analysis, 7 April 2020, https:// vol. 66, no. 3, 1996, pp. 341–59. www.ilo.org/wcmsp5/groups/public/- --dgreports/---dcomm/documents/ Ton, Z., The Good Jobs Strategy: How the briefingnote/wcms_740877.pdf. Smartest Companies Invest in Employees to Lower Costs and Boost Profits, International Monetary Fund (IMF), Fiscal Houghton Mifflin Harcourt, 2014. Monitor Database of Country Fiscal Measures in Response to the COVID-19 World Bank, Poverty and Shared Prosperity Pandemic, June 2020 Update, 2020. 2020: Reversals of Fortune, 2020, http:// documents1.worldbank.org/curated/ Kimbrough, K., “Global hiring update: hiring en/225881596202941026/pdf/Who- beginning to stabilize, worker confidence on-Earth-Can-Work-from-Home.pdf. is mixed”, LinkedIn, 18 May 2020, https://www.linkedin.com/pulse/global- Word Economic Forum, The Future of hiring-update-beginning-stabilize- Jobs Report 2018, 2018. worker-mixed-karin-kimbrough/. ————, Towards a Reskilling Revolution: Migliaccio, A., A. Brambilla and M. Industry-Led Action for the Future Ermakova, “Italy Extends Worker, of Work, 2019, https://www. Business Protection to Avoid Cliff weforum.org/whitepapers/towards- Edge”, Bloomberg, 7 August 2020, a-reskilling-revolution-industry-led- https://www.bloomberg.com/news/ action-for-the-future-of-work. articles/2020-08-07/italy-extends-worker- business-protection-to-avoid-cliff-edge. ————, Jobs of Tomorrow: Mapping Opportunity in the New Economy, Mongey, S., L. Pilossoph and A. Weinberg, 2020a, https://www.weforum.org/ Which Workers Bear the Burden of reports/jobs-of-tomorrow-mapping- Social Distancing Policies?, NBER opportunity-in-the-new-economy. Working Paper No. 27085, National Bureau of Economic Research, 2020. ————, Measuring Stakeholder Capitalism: Towards Common Metrics and Organization for Economic Co-operation and Consistent Reporting of Sustainable Development (OECD), OECD Data: Value Creation, 2020b, https://www. Harmonised unemployment rate (HUR), weforum.org/reports/measuring- January-June 2020, 2020a, https:// stakeholder-capitalism-towards- data.oecd.org/unemp/harmonised- common-metrics-and-consistent- unemployment-rate-hur.htm. reporting-of-sustainable-value-creation. ————, OECD Employment Outlook 2020: ————, Markets of Tomorrow: Pathways Worker Security and the COVID-19 to a new economy, 2020c. Crisis, 2020b, https://www.oecd-ilibrary. org/employment/oecd-employment- ————, Global Social Mobility Index 2020: why outlook-2020_1686c758-en. economies benefit from fixing inequality, 2020d, https://www.weforum.org/reports/ “Open Letter from Economists on Automatic global-social-mobility-index-2020-why- Triggers for Cash Stimulus Payments”, economies-benefit-from-fixing-inequality. Economic Security Project, 2020, https://www.economicsecurityproject. Zhao, D., Work from Home: Has the org/wp-content/uploads/2020/07/ Future of Work Arrived?, Glassdoor emp_economists_letter.pdf. Economic Research, 18 March 2020, https://www.glassdoor.com/ Parolin, Z. and C. Wimer, Forecasting Estimates research/working-from-home/. of Poverty during the COVID-19 Crisis: Poverty Rates in the United States Could Reach Highest Levels in Over 50 Years, Center on Poverty & Social Policy at Columbia University, Poverty & Social Policy Brief Vol. 4, No. 6, 16 April 2020, https://www.povertycenter. columbia.edu/news-internal/coronavirus- forecasting-poverty-estimates. Ravn, M. and V. Sterk, “Job uncertainty and deep recessions”, Journal of Monetary Economics, vol. 90, 2017, pp. 125-141. Seron, C., et al, “Persistence Is Cultural: Professional Socialization and the The Future of Jobs 54

October 2020 The Future of Jobs Part 2 Country and Industry Profiles Part 2 of the report presents data findings through both an industry and country lens, with the aim of providing specific practical information to decision-makers and experts from academia, business, government and civil society. Complementing the cross- industry and cross-country analysis of results in Part 1, this section provides deeper granularity for a given industry and country through dedicated Industry Profiles and Country Profiles. Profiles are intended to provide interested companies and policy- makers with the opportunity to benchmark their organization against the range of expectations prevalent in their industry and/or country. This User’s Guide provides an overview of the information contained in the various Industry Profiles and Country Profiles and its appropriate interpretation. The Future of Jobs 55

October 2020 The Future of Jobs User’s Guide How to Read the Country and Industry Profiles Country Profiles Country Profile 1/2 Working Age Population United Arab Emirates 8,112,786 1 Education & skills worst best Jobs & work worst best Digital skills among active population* 71.7% Labour force participation 0.9% 85.2% 1.8% WEIGHTED AVERAGE 2019-2020 2019 32.5% Attainment of basic education 82.9% Vulnerable employment 2018 2020 Business relevance of basic education* 65.3% Working cond. impact of gig economy* WEIGHTED AVERAGE 2019-2020 2020 Attainment of advanced education 51.8% Unemployment rate 2018 2019 Business relevance of tertiary education* 71% Unemployment rate WEIGHTED AVERAGE 2019-2020 — Supply of business-relevant skills* 70.5% Unemployment, monthly WEIGHTED AVERAGE 2019-2020 — Unempl. rate among workers with adv. educ. 3.3% Unemployment rate change 2017 — Unempl. rate among workers with basic educ. 0.8% Unemployment rate change, women 2017 — Share of youth not in empl., educ. or training 11.4% Unemployment rate change, men 2020 — * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of COVID- Share of companies surveyed 19 Big data analytics 2 Provide more opportunities to work remotely 89.6% Internet of things and connected devices 89% 3 Encryption and cyber security 84% 5 Accelerate the digitalization of work processes (e.g. use of digital tools, video Cloud computing 84% E-commerce and digital trade 84% conferencing) Text, image and voice processing 81% Artificial intelligence (e.g. machine learning, 77% 77.1% neural networks, NLP) 76% Power storage and generation 65% Accelerate automation of tasks 47.9% Augmented and virtual reality 57% Temporarily reassign workers to different tasks 45.8% Distributed ledger technology (e.g. blockchain) 56% Accelerate the implementation of upskilling/ reskilling programmes 39.6% Emerging and redundant jobs roles Emerging skills Role identified as being in high demand or increasingly redundant within their Skills identified as being in high demand within their organization, ordered by organization, ordered by frequency frequency 4 EMERGING 1. Analytical thinking and innovation 1. Data Analysts and Scientists 2. Complex problem-solving 2. Digital Marketing and Strategy Specialists 3. Critical thinking and analysis 3. Business Development Professionals 4. Active learning and learning strategies 4. AI and Machine Learning Specialists 5. Leadership and social influence 5. Digital Transformation Specialists 6. Technology use, monitoring and control 6. Process Automation Specialists 7. Creativity, originality and initiative 7. Organisational Development Specialists 8. Service orientation 8. General and Operations Managers 9. Resilience, stress tolerance and flexibility 9. Database and Network Professionals 10. Emotional intelligence 10. Big Data Specialists 11. Technology design and programming 12. Troubleshooting and user experience REDUNDANT 13. Quality control and safety awareness 14. Systems analysis and evaluation 1. Administrative and Executive Secretaries 15. Persuasion and negotiation 2. Data Entry Clerks 3. Accounting, Bookkeeping and Payroll Clerks 4. Postal Service Clerks 5. Business Services and Administration Managers 6. Mechanics and Machinery Repairers 7. Accountants and Auditors 8. Material-Recording and Stock-Keeping Clerks 9. Client Information and Customer Service Workers 10. Cashiers and Ticket Clerks The Future of Jobs 56

Country Profiles 2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs 7 9 6 programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programs DURATION OF RESKILLING 3 to 6 months 18.6% 1. Active learning and learning strategies Less than 1 month 2. Leadership and social influence 30.6% 3. Analytical thinking and innovation 4. Quality control and safety awareness 6 to 12 months 5. Complex problem-solving 13.1% 6. Critical thinking and analysis Over 1 year 7. Management of personnel 16.4% 8. Creativity, originality and initiative 9. Technology use, monitoring and control 10. Service orientation Responses to shifting skill needs 1 to 3 months 21.4% Share of companies surveyed 98% Projected use of training providers Expect existing employees to pick up skills on 86% the job 84% Share of companies surveyed 78% Retrain existing employees 50% 44.3% Internal learning and development 49% Hire new permanent staff with skills relevant to 48% 8 new technologies Look to automate the work Outsource some business functions to external contractors Hire new temporary staff with skills relevant to new technologies Strategic redundancies of staff who lack the skills to use new technologies 20.4% External online training 15.5% Private training providers 8.2% Public training providers 6.5% Private educational institutions 5.1% Public educational institutions The Future of Jobs 57

1. Hard data contextual a 0-100 score called ‘progress score’, where 100 indicators: Education & skills/ corresponds to the best possible frontier and 0 to Jobs & work the worst possible frontier. This section aims to provide the reader with the Period: 2019–2020 weighted average or most latest available data from contextual indicators on recent period available. education, skills, jobs and work. To allow for an Source: World Economic Forum, Executive Opinion understanding of the indicators of different nature Survey 2020. and magnitude, the contextual indicators not expressed as a percentage have been normalized Attainment of advanced education: on a 0 to 100 scale, providing a ‘progress score’ for Percentage of the population aged 25 and over with each indicator. a tertiary education (includes ISCED 5-8). The total working age population is displayed in Period: 2018 or latest available data (accessed the top right corner of the page. The working-age September 2020). population is the number of people aged 25 and Source: UNESCO Institute for Statistics, Education over. In addition to using a minimum age threshold, Indicators. certain countries also apply a maximum age limit. Business relevance of tertiary education: Period: 2019 or latest available data (accessed Score computed based on the average response of September 2020). companies operating in this country to the Executive Source:ILOstat, International Labour Organization. Opinion Survey question “In your country, to what extent do university graduates possess the skills Education & skills needed by businesses?” [1 = not all; 7 = to a great extent]. Results converted to a 0-100 score called Digital skills among active population: ‘progress score, where 100 corresponds to the best Score computed based on the average response of possible frontier and 0 to the worst possible frontier. companies operating in this country to the Executive Opinion Survey question “In your country, to what Period: 2019–2020 weighted average or most extent does the active population possess sufficient recent period available. digital skills (e.g. computer skills, basic coding, digital Source: World Economic Forum, Executive Opinion reading)?” [1 = not all; 7 = to a great extent]. Results Survey 2020. converted to a 0-100 score called ‘progress score’, where 100 corresponds to the best possible frontier Supply of business relevant skills: and 0 to the worst possible frontier. Score computed based on the average response of companies operating in this country to the Period: 2019–2020 weighted average or most Executive Opinion Survey question “In your country, recent period available. to what extent can companies find people with Source: World Economic Forum, Executive Opinion the skills required to fill their vacancies?” [1 = not Survey 2020. at all; 7 = to a great extent]. Results converted to a 0-100 score called ‘progress score’, where 100 Attainment of basic education: corresponds to the best possible frontier and 0 to Percentage of the population aged 25 and over with the worst possible frontier. at least a secondary education (includes ISCED 2-4). This data is cumulative, which means that those with Period: 2019–2020 weighted average or most tertiary education are counted in the figures. recent period available. Source: World Economic Forum, Executive Opinion Period: 2018 or latest available data (accessed Survey 2020. September 2020). Source: UNESCO, Institute for Statistics, Education Unemployment rate among workers with basic Indicators. education: The unemployment rate among workers with Business relevance of basic education: basic education is the number of persons who Score computed based on the average response are unemployed as a percentage of the total of companies operating in this country to the number of employed and unemployed persons Executive Opinion Survey question “In your country, (i.e. the labour force). Data by level of education to what extent do secondary-education graduates is provided on the highest level of education possess the skills needed by businesses?\" [1 = completed (includes ISCED 2-4). not all; 7 = to a great extent]. Results converted to The Future of Jobs 58

Period: 2019 or latest available data (accessed September 2020). September 2020). Source: ILOstat, International Labour Organization. Source: ILOstat, International Labour Organization. Unemployment rate among workers with Erosion of working conditions impacted by gig advanced education: economy: The unemployment rate among workers with Score computed based on the average response advanced education is the number of persons who of companies operating in this country to the are unemployed as a percentage of the total number Executive Opinion Survey question “In your of employed and unemployed persons (i.e. the country, what is the impact of the online gig labour force). Data by level of education is provided economy on working conditions (e.g., working on the highest level of education completed. time, remuneration, stability)?” [1= Significantly (includes ISCED 5-8). worsen working conditions; 7= Significantly improves working conditions]. Results converted to Period: 2019 or latest available data (accessed a 0-100 score called ‘progress score’, where 100 September 2020). corresponds to the best possible frontier and 0 to Source: ILOstat, International Labour Organization. the worst possible frontier. Share of youth not in employment, education or Period: 2019–2020 weighted average or most training: recent period available. This is the share of youth not in employment, Source: World Economic Forum, Executive Opinion education or training (NEET). Values represented are Survey 2020. ILO modelled estimates. Unemployment rate (latest annual), latest Please note that imputed observations are not based available quarterly), (latest monthly) : on national data, are subject to high uncertainty The latest annual unemployment rate is calculated and should not be used for country comparisons by expressing the number of unemployed persons or rankings. This indicator refers to the proportion as a percentage of the total number of persons in of youth who are not in employment and not in the labour force. The labour force (formerly known education or training. For statistical purposes, youth as the economically active population) is the sum of are defined as persons between the ages of 15 and the number of persons employed and the number 24 years. For more information, refer to the indicator of persons unemployed. Thus, the measurement of description and the ILO estimates and projections the unemployment rate requires the measurement methodological note. of both employment and unemployment. The unemployed comprise all persons of working age Period: November 2019. who were: a) without work during the reference Source: ILOstat, International Labour Organization. period, i.e. were not in paid employment or self- employment; b) currently available for work, i.e. were Jobs & work available for paid employment or self-employment during the reference period; and c) seeking work, Labour force participation: i.e. had taken specific steps in a specified recent The labour force participation rate is the proportion period to seek paid employment or self-employment. of the working-age population actively engaged Future starters, that is, persons who did not look for in the labour market. The share of the population work but have a future labour market stake (made either in employment or looking for employment as a arrangements for a future job start) are also counted percentage of the total working age population. as unemployed, as well as participants in skills training or retraining schemes within employment Period: 2019 or latest available data (accessed promotion programmes, who on that basis, were September 2020). “not in employment”, not “currently available” and did Source: ILOstat, International Labour Organization. not “seek employment” because they had a job offer to start within a short subsequent period generally Vulnerable employment: not greater than three months and persons “not in Vulnerable employment is defined as contributing employment” who carried out activities to migrate family workers and own-account workers as a abroad in order to work for pay or profit but who percentage of total employment. were still waiting for the opportunity to leave. Period: 2020 or latest available data (accessed Period: Latest available data for each period (accessed September 2020). Source: ILOstat, International Labour Organization. The Future of Jobs 59

Unemployment rate (2019-2020 Q2 change, the O*NET labour market information system (see (2019-2020 Q2 change by gender) Appendix A: Report Methodology for details). These values represent the change in unemployment rate from 2019 year-end to Q2 2020, using the Period: 2020. figures sourced above. We also featured these Source: World Economic Forum, Future of Jobs figures above broken down by gender. Survey 2020. Period: Latest available data for each period 5. Emerging skills: (accessed September 2020). Source: ILOstat, International Labour Organization.   2. Impact of COVID-19 on The table provides the list of skills the country companies strategies: respondents have selected as being increasingly important within their organization. It is based on the This bar chart shows the top five measures responses to the following question “Keeping in mind organizations are planning on implementing in the tasks that will be performed by the key roles in response to the current COVID-19 outbreak as your organization, in the next four years would you a share of survey respondents from companies expect an increase or decrease in the use of the operating in the country. It is based on the following skills by individuals?” from the Future of responses to the following question “In response Jobs Survey. The skills are ranked by frequency and to the current outbreak, which of the following ranked from 1 to 15. The full list of skills is based measures has your company implemented or is on the O*NET classification and available in the planning to implement across the Organization?” appendix section of this report. from the Future of Jobs Survey. Period: 2020. Period: 2020. Source: World Economic Forum, Future of Jobs Source: World Economic Forum, Future of Jobs Survey 2020. Survey 2020. 3. Technology adoption: 6. Current skills in focus of existing reskilling/upskilling programmes: This bar chart represents the share of survey The table provides the list of skills that are the focus respondents from companies operating in the of existing company reskilling/upskilling programmes country who indicated that, by 2025, their company for companies based in the country. It is based on the was “likely” or “very likely” (on a 5-point scale) to responses to the following question “Keeping in mind have adopted the stated technology as part of its your current strategic direction, select the top 10 skill growth strategy. For a more detailed discussion of clusters that you are currently focusing your reskilling/ each technology, please refer to the “Technological upskilling efforts on?” from the Future of Jobs Survey. adoption” section in chapter 2 of the report. The skills are ranked from 1 to 15, with 1 being the skill for which most organizations offer training. The full Period: 2020. list of skills is based on the O*NET classification and Source: World Economic Forum, Future of Jobs available in the appendix section of this report. Survey 2020. Period: 2020. Source: World Economic Forum, Future of Jobs Survey 2020. 4. Emerging and redundant job 7. Average reskilling needs: roles: The treemap shows the estimated time needed This table provides an overview of job roles expected to reskill each share of the workforce that needs to see an increase and decrease in demand across reskilling within the country. It is based on the the country over the 2020–2025 period. The responses to the following question “Bearing in mind individual job roles listed are for illustrative purposes the evolving skill demand, how long do you expect and report the job roles most frequently cited by the reskilling/upskilling of your employees to take?” survey respondents from companies operating in the country. Categorization of job roles is adapted from The Future of Jobs 60

October 2020 The Future of Jobs from the Future of Jobs Survey. Respondents were 9. Projected use of training asked to provide as share of their workforce for each providers: duration of reskilling/upskilling. The chart shows the projected proportion of the use Period: 2020. of different training providers for the future training Source: World Economic Forum, Future of Jobs programmes of companies based in the country. It is Survey 2020. based on the responses to the following question “In your future retraining programme, what proportion 8. Response to shifting skill needs: of training provision will come from the options mentioned below?” from the Future of Jobs Survey. The bar chart shows the top strategies organizations will undertake to address the shifting skills demand Period: 2020. as a share of survey responses from companies Source: World Economic Forum, Future of Jobs operating in the country. It is based on the Survey 2020. responses to the following multiple-choice question “How likely is your organization to undertake the following strategies to address the shifting skills demand?” from the Future of Jobs Survey. Period: 2020. Source: World Economic Forum, Future of Jobs Survey 2020. The Future of Jobs 61

Industry Profiles Industry Profile 1/2 Advanced Manufacturing 1 Expected redeployment Average skills instability success rate of displaced among workforce workers 14% Average share of workers at risk of 41.3% 43.6% displacement 2 Technology adoption in industry 89% Emerging skills 3 Share of companies surveyed 87% 5 85% Skills identified as being in high demand within their organization, ordered by Cloud computing 83% frequency 76% Internet of things and connected devices 74% 1. Technology use, monitoring and control Robots, non-humanoid (industrial automation, 74% 2. Critical thinking and analysis drones, etc.) 68% 3. Active learning and learning strategies E-commerce and digital trade 62% 4. Leadership and social influence 58% 5. Analytical thinking and innovation Big data analytics 6. Reasoning, problem-solving and ideation 7. Complex problem-solving Encryption and cyber security 8. Service orientation 9. Resilience, stress tolerance and flexibility 3D and 4D printing and modelling 10. Technology design and programming Artificial intelligence (e.g. machine learning, neural 11. Troubleshooting and user experience networks, NLP) 12. Systems analysis and evaluation Text, image and voice processing 13. Coordination and time management 14. Quality control and safety awareness Power storage and generation 15. Attention to detail, trustworthiness 4 Impact of COVID-19 on companies’ strategy Emerging and redundant jobs roles Share of companies surveyed looking to adopt this strategy as a result of COVID- 19 Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency Provide more opportunities to work remotely EMERGING Business Development Professionals Software and Applications Developers 76.9% 1. Sales Representatives, Wholesale and Manufacturing, Technic… 2. Robotics Engineers Accelerate the digitalization of work processes (e.g. use of digital tools, video 3. Internet of Things Specialists 4. Data Analysts and Scientists conferencing) 5. Project Managers 73.1% 6. Power Production Plant Operators 7. Assembly and Factory Workers Accelerate automation of tasks 8. AI and Machine Learning Specialists 9. 57.7% 10. Temporarily reduce workforce 38.5% Accelerate ongoing organisational transformations (e.g. restructuring) 38.5% REDUNDANT 1. Assembly and Factory Workers 2. Relationship Managers 3. Business Services and Administration Managers 4. Sales Representatives, Wholesale and Manufacturing, Technic… 5. Administrative and Executive Secretaries 6. General and Operations Managers 7. Door-To-Door Sales Workers, News and Street Vendors, and R… 8. Data Entry Clerks 9. Accounting, Bookkeeping and Payroll Clerks 10. Accountants and Auditors The Future of Jobs 62

Industry Profiles 2/2 6 Barriers to adoption of new technologies Expected impact on workforce 7 Share of companies surveyed Share of companies surveyed Skills gaps in the local labour market 67.7% Modify the composition of the value chain Skills gaps among organization’s leadership 54.8% Inability to attract specialized talent 67.7% Shortage of investment capital 45.2% Insufficient understanding of opportunities 41.9% Expand its use of contractors doing task-specialized work Lack of flexibility of the regulatory framework 38.7% Lack of flexibility in hiring and firing 25.8% 48.4% Lack of interest among leadership 19.4% Other 9.7% Reduce its current workforce due to technological integration or automation 6.5% 45.2% Modify the locations where the organization operates 41.9% Expand its current workforce due to technological integration or automation 41.9% Augmentation of key job tasks by 2024 Current skills in focus of existing reskilling/upskilling 9 programmes 8 Machine share Human share Share of companies surveyed identifying this skill as being in focus across their Information and data processing reskilling or upskilling programs 38.3% 1. Technology use, monitoring and control 2. Analytical thinking and innovation Performing physical and manual work activities 3. Complex problem-solving 44.1% 4. Technology installation and maintenance 5. Critical thinking and analysis 6. Technology design and programming 7. Quality control and safety awareness 8. Service orientation 9. Management of financial, material resources 10. Leadership and social influence Looking for and receiving job-related information Average reskilling needs 46% Share of workforce within this industry All tasks DURATION OF RESKILLING 48.5% Less than 1 month 3 to 6 months 26.8% 16.6% Identifying and evaluating job-relevant information 49.9% Administering 10 52.2% Performing complex and technical activities 52.6% 6 to 12 months Communicating and interacting 59% 20.6% Coordinating, developing, managing and advising 1 to 3 months Reasoning and decision-making 22.4% 62.5% Over 1 year 67.4% 13.6% The Future of Jobs 63

1. Average share of displaced important within their organization. It is based on the workers / Expected redeployment responses to the following question “Keeping in mind success rate of displaced workers the tasks that will be performed by the key roles in / Average skills instability among your organization, in the next four years would you workforce expect an increase or decrease in the use of the following skills by individuals?” from the Future of The share of workers at risk of displacement was Jobs Survey. The skills are ranked by frequency and calculated by computing the mean response of ranked from 1 to 15. The full list of skills is based surveyed employers operating in this industry to the on the O*NET classification and available in the Future of Jobs Survey question: “What proportion appendix section of this report. of your global workforce do these employees which are likely to become increasingly redundant in your Period: 2020. organization represent in the next four years?” Source: World Economic Forum, Future of Jobs Survey 2020. The expected redeployment success rate was calculated by computing the mean response 4. Impact of Covid-19 on from surveyed employers from this industry to the companies’ strategy: Future of Jobs Survey question “What percentage of employees with increasingly redundant skillsets This bar chart shows the top 5 measures do you expect to successfully redeploy within your organizations are planning on implementing in organization after they have completed their reskilling response to the current COVID-19 outbreak as programme?” a share of survey respondents from the industry. It is based on the responses to the following The average skills instability among the workforce question “In response to the current outbreak, was calculated by computing the mean response which of the following measures has your company from surveyed employers from this industry to the implemented or is planning to implement across the Future of Jobs Survey question “Keeping in mind the Organization?” from the Future of Jobs Survey. tasks that will be performed by your employees, in the next four years what proportion of the core skills Period: 2020. required to perform their roles well will be different”. Source: World Economic Forum, Future of Jobs Survey 2020. Period: 2020. Source: World Economic Forum, Future of Jobs Survey 2020. 2. Technology adoption in 5. Emerging and redundant job industry: roles: This bar chart represents the share of survey This table provides an overview of job roles expected respondents from companies operating in the to experience an increase and decrease in demand industry who indicated that, by 2025, their within this industry over the 2020–2025 period. The company was “likely” or “very likely” (on a 5-point individual job roles listed are for illustrative purposes scale) to have adopted the stated technology as and report the job roles most frequently cited by part of its growth strategy by 2025. For a more survey respondents from companies operating in the detailed discussion of each technology, please industry. Categorization of job roles is adapted from refer to the “Technology adoption” section in the O*NET labour market information system (please chapter 2 of the report. see Appendix A: Report Methodology for details). Period: 2020. Period: 2020. Source: World Economic Forum, Future of Jobs Source: World Economic Forum, Future of Jobs Survey 2020. Survey 2020. 3. Emerging skills: 6. Barriers to adoption of new technologies: The table provides the list of skills the industry respondents have selected as being increasingly This bar chart shows the most common barriers companies face when adopting new technologies. The Future of Jobs 64

It is based on the responses to the following upskilling efforts on?” from the Future of Jobs multiple-choice question “What are the top Survey. The skills are ranked from 1 to 10 by economic and social barriers your organization frequency of responses by companies surveyed experiences when introducing new technologies?” from this industry, with 1 being the skill for which from the Future of Jobs Survey. This bar is ranked most organzations offer training. The full list of skills by frequency of responses by companies surveyed is based on the O*NET classification and available in from this industry. the appendix section of this report. Period: 2020. Period: 2020. Source: World Economic Forum, Future of Jobs Source: World Economic Forum, Future of Jobs Survey 2020. Survey 2020. 7. Expected impact on workforce: 10. Average reskilling needs: This bar chart shows the expected impact of the The treemap shows the estimated time needed current growth strategy of companies operating to reskill each share of the workforce that needs in this industry on their workforce in the next four reskilling within the industry. It is based on the years. It is based on the responses to the following responses to the following question “Bearing in mind multiple-choice question “To deliver on your the evolving skill demand, how long do you expect organization’s current growth strategy in the next the reskilling/upskilling of your employees to take?” four years, your organization would need to?” from from the Future of Jobs Survey. Respondents were the Future of Jobs Survey. asked to provide as share of their workforce for each duration of reskilling/upskilling. Period: 2020. Source: World Economic Forum, Future of Jobs Period: 2020. Survey 2020. Source: World Economic Forum, Future of Jobs Survey 2020. 8. Augmentation of key job tasks by 2024: The bar chart depicts the share of time that will be performed by humans compared to machines by 2024 for each task. It is based on the responses to the following question “Currently, what proportion of time spent doing tasks in your organization is spent by your employees performing the work?” from the Future of Jobs Survey. This stacked bar chart is ranked by share of time spent doing tasks by machines. Period: 2020. Source: World Economic Forum, Future of Jobs Survey 2020. 9. Current skills in focus of existing reskilling/upskilling programmes: The table provides the list of skills that are the focus of existing industry company reskilling/upskilling programmes. It is based on the responses to the following question “Keeping in mind your current strategic direction, select the top 10 skill clusters that you are currently focusing your reskilling/ The Future of Jobs 65

October 2020 The Future of Jobs Country Profiles The Future of Jobs 66

Country Profile 1/2 Working Age Population Argentina 17,640,048 Education & skills worst best Jobs & work worst best Digital skills among active population* 50.1% Labour force participation 65.7% 57.2% 21.9% WEIGHTED AVERAGE 2019-2020 45.9% 2019 48.7% Attainment of basic education 20% Vulnerable employment 66.2% 7.4% 2018 2020 54% Business relevance of basic education* 3.4% Working cond. impact of gig economy* WEIGHTED AVERAGE 2019-2020 9.6% 2020 19.9% Attainment of advanced education Unemployment rate 2018 2019 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 — Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 — Unempl. rate among workers with adv. educ. Unemployment rate change 2019 — Unempl. rate among workers with basic educ. Unemployment rate change, women 2019 — Share of youth not in empl., educ. or training Unemployment rate change, men 2020 — * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Text, image and voice processing Provide more opportunities to work remotely 95% Cloud computing 90% 87.5% Artificial intelligence (e.g. machine learning, 89% neural networks, NLP) 80% Accelerate the digitalization of work processes (e.g. use of digital tools, video Big data analytics 75% 72% conferencing) Internet of things and connected devices 70% 87.5% 68% E-commerce and digital trade 67% Accelerate automation of tasks 65% Encryption and cyber security 56.2% Robots, non-humanoid (industrial automation, drones, etc.) Accelerate the digitalization of upskilling/ reskilling (e.g. education technology Augmented and virtual reality providers) 3D and 4D printing and modelling 50% Accelerate the implementation of upskilling/ reskilling programmes 37.5% Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING AI and Machine Learning Specialists Emerging skills Robotics Engineers 1. Digital Transformation Specialists Skills identified as being in high demand within their organization, ordered 2. Software and Applications Developers by frequency 3. Internet of Things Specialists 4. FinTech Engineers 1. Creativity, originality and initiative 5. Data Analysts and Scientists 2. Complex problem-solving 6. Business Services and Administration Managers 3. Analytical thinking and innovation 7. Renewable Energy Engineers 4. Reasoning, problem-solving and ideation 8. Digital Marketing and Strategy Specialists 5. Active learning and learning strategies 9. 6. Technology use, monitoring and control 10. 7. Quality control and safety awareness 8. Emotional intelligence REDUNDANT 9. Resilience, stress tolerance and flexibility 10. Persuasion and negotiation 1. Data Entry Clerks 11. Critical thinking and analysis 2. Accounting, Bookkeeping and Payroll Clerks 12. Coordination and time management 3. Electronics and Telecommunications Installers and Repairers 13. Technology installation and maintenance 4. Assembly and Factory Workers 14. Technology design and programming 5. Administrative and Executive Secretaries 15. Troubleshooting and user experience 6. Shop Salespersons 7. Sales and Marketing Professionals 8. Relationship Managers 9. Material-Recording and Stock-Keeping Clerks 10. Bank Tellers and Related Clerks The Future of Jobs 67

2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 3 to 6 months 18.4% 1. Active learning and learning strategies Less than 1 month 2. Creativity, originality and initiative 33.3% 3. Critical thinking and analysis 4. Troubleshooting and user experience 6 to 12 months 5. Analytical thinking and innovation 14% 6. Reasoning, problem-solving and ideation Over 1 year 7. Quality control and safety awareness 18.4% 8. Persuasion and negotiation 9. Management of personnel 10. Leadership and social influence Responses to shifting skill needs 1 to 3 months 15.9% Share of companies surveyed 88% Projected use of training providers Retrain existing employees 88% 75% Share of companies surveyed Expect existing employees to pick up skills on 69% the job 69% 26.1% Internal learning and development 69% Hire new permanent staff with skills relevant to 38% 23.1% Private training providers new technologies Look to automate the work Hire new temporary staff with skills relevant to new technologies Hire freelancers with skills relevant to new technologies Outsource some business functions to external contractors 17.5% Public educational institutions 15.9% Private educational institutions 14% External online training 3.4% Public training providers The Future of Jobs 68

Country Profile 1/2 Working Age Population Australia 17,332,023 Education & skills worst best Jobs & work worst best Digital skills among active population* 65.5% Labour force participation 65.6% 93.4% 10.6% WEIGHTED AVERAGE 2019-2020 2019 59.7% 46.8% Attainment of basic education 43.3% Vulnerable employment 3.9% 5.4% 2018 68.4% 2020 5.6% 59.7% 1.5% Business relevance of basic education* Working cond. impact of gig economy* 1.3% 8.6% 1.7% WEIGHTED AVERAGE 2019-2020 2020 Attainment of advanced education Unemployment rate 2018 2019 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 Q2 2020 Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 AUGUST 2020 Unempl. rate among workers with adv. educ. Unemployment rate change — 2019- Q2 2020 YOY CH. Unempl. rate among workers with basic educ. Unemployment rate change, women — 2019- Q2 2020 YOY CH. Share of youth not in empl., educ. or training Unemployment rate change, men 2020 2019- Q2 2020 YOY CH. * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Artificial intelligence (e.g. machine learning, Accelerate the digitalization of work processes (e.g. use of digital tools, video neural networks, NLP) 97% Internet of things and connected devices 94% conferencing) 91% 92.3% Cloud computing 91% 81% Provide more opportunities to work remotely Big data analytics 79% Robots, non-humanoid (industrial automation, 79% 80.8% drones, etc.) 69% Text, image and voice processing 68% Accelerate the digitalization of upskilling/ reskilling (e.g. education technology 58% Encryption and cyber security providers) 65.4% Augmented and virtual reality Accelerate automation of tasks E-commerce and digital trade 61.5% 3D and 4D printing and modelling Accelerate ongoing organizational transformations (e.g. restructuring) 53.8% Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING AI and Machine Learning Specialists Emerging skills Data Analysts and Scientists 1. Information Security Analysts Skills identified as being in high demand within their organization, ordered 2. Big Data Specialists by frequency 3. Process Automation Specialists 4. Digital Transformation Specialists 1. Analytical thinking and innovation 5. Remote Sensing Scientists and Technologists 2. Active learning and learning strategies 6. Organizational Development Specialists 3. Critical thinking and analysis 7. Mechanical Engineers 4. Leadership and social influence 8. Internet of Things Specialists 5. Technology use, monitoring and control 9. 6. Emotional intelligence 10. 7. Complex problem-solving 8. Resilience, stress tolerance and flexibility REDUNDANT 9. Creativity, originality and initiative 10. Technology design and programming 1. Data Entry Clerks 11. Systems analysis and evaluation 2. Administrative and Executive Secretaries 12. Service orientation 3. Accounting, Bookkeeping and Payroll Clerks 13. Reasoning, problem-solving and ideation 4. Business Services and Administration Managers 14. Quality control and safety awareness 5. General and Operations Managers 15. Troubleshooting and user experience 6. Assembly and Factory Workers 7. Credit and Loans Officers 8. Client Information and Customer Service Workers 9. Accountants and Auditors 10. Cashiers and Ticket Clerks The Future of Jobs 69

2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 3 to 6 months 15.6% 1. Analytical thinking and innovation Less than 1 month 2. Critical thinking and analysis 27.7% 3. Technology use, monitoring and control 4. Leadership and social influence 1 to 3 months 6 to 12 months 5. Active learning and learning strategies 25.8% 12.4% 6. Technology design and programming Over 1 year 7. Reasoning, problem-solving and ideation 18.5% 8. Complex problem-solving 9. Quality control and safety awareness 10. Emotional intelligence Responses to shifting skill needs 97% Projected use of training providers 93% Share of companies surveyed 86% Share of companies surveyed 86% Retrain existing employees 66% 44.6% Internal learning and development 55% Expect existing employees to pick up skills on 48% the job Look to automate the work Hire new permanent staff with skills relevant to new technologies Hire new temporary staff with skills relevant to new technologies Hire freelancers with skills relevant to new technologies Outsource some business functions to external contractors 15.3% Private training providers 15% Public educational institutions 14% External online training 7.8% Public training providers 3.4% Private educational institutions The Future of Jobs 70

Country Profile 1/2 Working Age Population Brazil 136,154,622 Education & skills worst best Jobs & work worst best Digital skills among active population* 36.9% Labour force participation 64.2% 60% 27.9% WEIGHTED AVERAGE 2019-2020 32.1% 2019 16.5% 44.7% Attainment of basic education Vulnerable employment 45.1% 8.7% 2018 42.2% 2020 6% 11.9% Business relevance of basic education* 9.3% Working cond. impact of gig economy* 23.6% 1.6% WEIGHTED AVERAGE 2019-2020 2020 1.4% 1.8% Attainment of advanced education Unemployment rate 2018 2019 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 Q2 2020 Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 — Unempl. rate among workers with adv. educ. Unemployment rate change 2019 2019- Q2 2020 YOY CH. Unempl. rate among workers with basic educ. Unemployment rate change, women 2019 2019- Q2 2020 YOY CH. Share of youth not in empl., educ. or training Unemployment rate change, men 2020 2019- Q2 2020 YOY CH. * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Cloud computing Accelerate the digitalization of work processes (e.g. use of digital tools, video 97% Big data analytics 97% conferencing) 94% 92% Encryption and cyber security 94% Artificial intelligence (e.g. machine learning, 91% Provide more opportunities to work remotely neural networks, NLP) 84% Internet of things and connected devices 84% 88% 78% Text, image and voice processing 74% Accelerate automation of tasks 71% E-commerce and digital trade 68% Augmented and virtual reality Accelerate the digitalization of upskilling/ reskilling (e.g. education technology Robots, non-humanoid (industrial automation, drones, etc.) providers) Distributed ledger technology (e.g. blockchain) 52% Temporarily reassign workers to different tasks 40% Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING AI and Machine Learning Specialists Emerging skills Data Analysts and Scientists 1. Internet of Things Specialists Skills identified as being in high demand within their organization, ordered 2. Digital Transformation Specialists by frequency 3. Big Data Specialists 4. Management and Organisation Analysts 1. Active learning and learning strategies 5. Digital Marketing and Strategy Specialists 2. Analytical thinking and innovation 6. Project Managers 3. Creativity, originality and initiative 7. Process Automation Specialists 4. Leadership and social influence 8. Business Services and Administration Managers 5. Emotional intelligence 9. 6. Critical thinking and analysis 10. 7. Complex problem-solving 8. Resilience, stress tolerance and flexibility REDUNDANT 9. Technology design and programming 10. Service orientation 1. Accounting, Bookkeeping and Payroll Clerks 11. Reasoning, problem-solving and ideation 2. Data Entry Clerks 12. Troubleshooting and user experience 3. Assembly and Factory Workers 13. Technology use, monitoring and control 4. Administrative and Executive Secretaries 14. Systems analysis and evaluation 5. Mechanics and Machinery Repairers 15. Persuasion and negotiation 6. Material-Recording and Stock-Keeping Clerks 7. Client Information and Customer Service Workers 8. Bank Tellers and Related Clerks 9. Accountants and Auditors 10. Business Services and Administration Managers The Future of Jobs 71

2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 3 to 6 months 20.9% 1. Leadership and social influence Less than 1 month 2. Analytical thinking and innovation 21.4% 3. Active learning and learning strategies 4. Critical thinking and analysis 1 to 3 months 6 to 12 months 5. Technology design and programming 19.6% 17.1% 6. Service orientation Over 1 year 7. Reasoning, problem-solving and ideation 21% 8. Management of personnel 9. Creativity, originality and initiative 10. Resilience, stress tolerance and flexibility Responses to shifting skill needs 97% Projected use of training providers 93% Share of companies surveyed 87% Share of companies surveyed 84% Look to automate the work 68% 36.9% Internal learning and development 61% Retrain existing employees 55% Hire new permanent staff with skills relevant to new technologies Expect existing employees to pick up skills on the job Outsource some business functions to external contractors Hire new temporary staff with skills relevant to new technologies Hire freelancers with skills relevant to new technologies 22.6% External online training 19.9% Private training providers 8.6% Private educational institutions 6.7% Public educational institutions 5.3% Public training providers The Future of Jobs 72

Country Profile 1/2 Working Age Population Canada 26,359,853 Education & skills worst best Jobs & work worst best Digital skills among active population* 67.9% Labour force participation 65.9% 10.7% WEIGHTED AVERAGE 2019-2020 61.2% 2019 49.7% 36.1% Attainment of basic education Vulnerable employment 4.8% 71.1% — 68.4% 2020 10.5% 4.2% 8.9% Business relevance of basic education* 8% Working cond. impact of gig economy* 6% 12.8% 6.4% WEIGHTED AVERAGE 2019-2020 2020 5.5% Attainment of advanced education Unemployment rate 2016 2019 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 Q2 2020 Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 AUGUST 2020 Unempl. rate among workers with adv. educ. Unemployment rate change 2019 2019- Q2 2020 YOY CH. Unempl. rate among workers with basic educ. Unemployment rate change, women 2019 2019- Q2 2020 YOY CH. Share of youth not in empl., educ. or training Unemployment rate change, men 2020 2019- Q2 2020 YOY CH. * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Encryption and cyber security Accelerate the digitalization of work processes (e.g. use of digital tools, video Cloud computing 91% Internet of things and connected devices 91% conferencing) Big data analytics 88% 89.5% Text, image and voice processing 84% E-commerce and digital trade 81% Provide more opportunities to work remotely Distributed ledger technology (e.g. blockchain) 79% Augmented and virtual reality 72% 78.9% Robots, non-humanoid (industrial automation, 72% drones, etc.) 68% Accelerate automation of tasks 3D and 4D printing and modelling 60% 63.2% Accelerate the digitalization of upskilling/ reskilling (e.g. education technology providers) 63.2% Accelerate ongoing organizational transformations (e.g. restructuring) 52.6% Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING AI and Machine Learning Specialists Emerging skills Data Analysts and Scientists 1. Process Automation Specialists Skills identified as being in high demand within their organization, ordered 2. Information Security Analysts by frequency 3. Software and Applications Developers 4. Internet of Things Specialists 1. Analytical thinking and innovation 5. Big Data Specialists 2. Active learning and learning strategies 6. Mathematicians, Actuaries and Statisticians 3. Technology design and programming 7. FinTech Engineers 4. Critical thinking and analysis 8. Digital Transformation Specialists 5. Complex problem-solving 9. 6. Leadership and social influence 10. 7. Emotional intelligence 8. Technology use, monitoring and control REDUNDANT 9. Resilience, stress tolerance and flexibility 10. Reasoning, problem-solving and ideation 1. Data Entry Clerks 11. Creativity, originality and initiative 2. Accounting, Bookkeeping and Payroll Clerks 12. Systems analysis and evaluation 3. Business Services and Administration Managers 13. Troubleshooting and user experience 4. Accountants and Auditors 14. Service orientation 5. Administrative and Executive Secretaries 15. Quality control and safety awareness 6. Mining and Petroleum Extraction Workers 7. Assembly and Factory Workers 8. Mechanics and Machinery Repairers 9. Human Resources Specialists 10. Financial Analysts The Future of Jobs 73

2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 3 to 6 months 6 to 12 months 18.8% 13.9% 1. Leadership and social influence Less than 1 month 2. Analytical thinking and innovation 22.3% 3. Critical thinking and analysis 4. Technology design and programming 5. Active learning and learning strategies 6. Technology use, monitoring and control 7. Reasoning, problem-solving and ideation 8. Resilience, stress tolerance and flexibility 9. Quality control and safety awareness 10. Management of personnel 1 to 3 months Over 1 year 19.4% 25.6% Responses to shifting skill needs 93% Projected use of training providers 93% Share of companies surveyed 79% Share of companies surveyed 63% Hire new permanent staff with skills relevant to 59% 42% Internal learning and development new technologies 48% 44% Retrain existing employees Look to automate the work Hire new temporary staff with skills relevant to new technologies Hire freelancers with skills relevant to new technologies Outsource some business functions to external contractors Strategic redundancies of staff who lack the skills to use new technologies 20% Private training providers 17.6% External online training 8.2% Public educational institutions 6.2% Public training providers 6% Private educational institutions The Future of Jobs 74

Country Profile 1/2 Working Age Population China - Education & skills worst best Jobs & work worst best Digital skills among active population* 71.7% Labour force participation 74% 66.9% 45.1% 2020 2010 73.6% 28.2% Attainment of basic education 71.1% Vulnerable employment — 18% 2020 Business relevance of basic education* Working cond. impact of gig economy* 2020 2020 Attainment of advanced education Unemployment rate — — Business relevance of tertiary education* Unemployment rate 2020 — Supply of business-relevant skills* Unemployment, monthly 2020 — Unempl. rate among workers with adv. educ. Unemployment rate change — — Unempl. rate among workers with basic educ. Unemployment rate change, women — — Share of youth not in empl., educ. or training Unemployment rate change, men 2020 — * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Artificial intelligence (e.g. machine learning, Accelerate the digitalization of work processes (e.g. use of digital tools, video neural networks, NLP) 96% Encryption and cyber security 94% conferencing) 90% 92.3% Internet of things and connected devices 88% 86% Provide more opportunities to work remotely Big data analytics 84% 78% 82.1% E-commerce and digital trade 73% Robots, non-humanoid (industrial automation, 69% Accelerate automation of tasks drones, etc.) 66% Text, image and voice processing 53.8% Augmented and virtual reality Accelerate the digitalization of upskilling/ reskilling (e.g. education technology Distributed ledger technology (e.g. blockchain) providers) 53.8% 3D and 4D printing and modelling Accelerate the implementation of upskilling/ reskilling programmes 41% Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING Data Analysts and Scientists Emerging skills AI and Machine Learning Specialists 1. Big Data Specialists Skills identified as being in high demand within their organization, ordered 2. Information Security Analysts by frequency 3. Digital Transformation Specialists 4. Internet of Things Specialists 1. Analytical thinking and innovation 5. Digital Marketing and Strategy Specialists 2. Active learning and learning strategies 6. Supply Chain and Logistics Specialists 3. Complex problem-solving 7. FinTech Engineers 4. Technology design and programming 8. Assembly and Factory Workers 5. Creativity, originality and initiative 9. 6. Resilience, stress tolerance and flexibility 10. 7. Critical thinking and analysis 8. Emotional intelligence REDUNDANT 9. Technology use, monitoring and control 10. Reasoning, problem-solving and ideation 1. Data Entry Clerks 11. Leadership and social influence 2. Accounting, Bookkeeping and Payroll Clerks 12. Troubleshooting and user experience 3. Administrative and Executive Secretaries 13. Service orientation 4. Business Services and Administration Managers 14. Systems analysis and evaluation 5. Assembly and Factory Workers 15. Quality control and safety awareness 6. Accountants and Auditors 7. General and Operations Managers 8. Client Information and Customer Service Workers 9. Human Resources Specialists 10. Financial and Investment Advisers The Future of Jobs 75

2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 6 to 12 months 19.9% 1. Analytical thinking and innovation Less than 1 month 2. Leadership and social influence 18.7% 3. Active learning and learning strategies 4. Technology design and programming 1 to 3 months Over 1 year 5. Critical thinking and analysis 18.8% 21.7% 6. Complex problem-solving 3 to 6 months 7. Reasoning, problem-solving and ideation 20.9% 8. Creativity, originality and initiative 9. Service orientation 10. Technology use, monitoring and control Responses to shifting skill needs 90% Projected use of training providers 89% Share of companies surveyed 85% Share of companies surveyed 83% Expect existing employees to pick up skills on 70% 40.7% Internal learning and development the job 68% 55% Retrain existing employees Look to automate the work Hire new permanent staff with skills relevant to new technologies Outsource some business functions to external contractors Hire new temporary staff with skills relevant to new technologies Hire freelancers with skills relevant to new technologies 20.4% External online training 17.5% Private training providers 7.2% Private educational institutions 7.2% Public training providers 6.9% Public educational institutions The Future of Jobs 76

Country Profile 1/2 Working Age Population France 45,968,569 Education & skills worst best Jobs & work worst best Digital skills among active population* 57.1% Labour force participation 58.4% 84.2% 7.4% WEIGHTED AVERAGE 2019-2020 2019 55.7% 49.7% Attainment of basic education 30.1% Vulnerable employment 7.3% 67.2% 5.2% 2017 2020 5.4% 55.9% -1.6% Business relevance of basic education* 4.6% Working cond. impact of gig economy* -2% -1.2% WEIGHTED AVERAGE 2019-2020 13.2% 2020 10.3% Attainment of advanced education Unemployment rate 2017 2019 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 Q2 2020 Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 J U LY 2 0 2 0 Unempl. rate among workers with adv. educ. Unemployment rate change 2019 2019- Q2 2020 YOY CH. Unempl. rate among workers with basic educ. Unemployment rate change, women 2019 2019- Q2 2020 YOY CH. Share of youth not in empl., educ. or training Unemployment rate change, men 2020 2019- Q2 2020 YOY CH. * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Internet of things and connected devices Accelerate the digitalization of work processes (e.g. use of digital tools, video Artificial intelligence (e.g. machine learning, 94% neural networks, NLP) 91% conferencing) Encryption and cyber security 89% 91.7% 89% Cloud computing 89% Provide more opportunities to work remotely 78% Big data analytics 77% 75% 74% Augmented and virtual reality 74% Accelerate automation of tasks Robots, non-humanoid (industrial automation, 72% drones, etc.) 54.2% E-commerce and digital trade Accelerate the digitalization of upskilling/ reskilling (e.g. education technology Distributed ledger technology (e.g. blockchain) providers) Text, image and voice processing 45.8% Accelerate the implementation of upskilling/ reskilling programmes 37.5% Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING Data Analysts and Scientists Emerging skills AI and Machine Learning Specialists 1. Big Data Specialists Skills identified as being in high demand within their organization, ordered 2. Internet of Things Specialists by frequency 3. Software and Applications Developers 4. Assembly and Factory Workers 1. Active learning and learning strategies 5. General and Operations Managers 2. Critical thinking and analysis 6. FinTech Engineers 3. Analytical thinking and innovation 7. Digital Transformation Specialists 4. Technology design and programming 8. Business Services and Administration Managers 5. Complex problem-solving 9. 6. Creativity, originality and initiative 10. 7. Resilience, stress tolerance and flexibility 8. Emotional intelligence REDUNDANT 9. Service orientation 10. Leadership and social influence 1. Data Entry Clerks 11. Reasoning, problem-solving and ideation 2. Administrative and Executive Secretaries 12. Systems analysis and evaluation 3. Accountants and Auditors 13. Technology use, monitoring and control 4. Accounting, Bookkeeping and Payroll Clerks 14. Persuasion and negotiation 5. Assembly and Factory Workers 15. Troubleshooting and user experience 6. Financial Analysts 7. Human Resources Specialists 8. General and Operations Managers 9. Client Information and Customer Service Workers 10. Claims Adjusters, Examiners, and Investigators The Future of Jobs 77

2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 6 to 12 months 19.8% 1. Analytical thinking and innovation Less than 1 month 2. Active learning and learning strategies 16.2% 3. Leadership and social influence 4. Emotional intelligence 1 to 3 months Over 1 year 5. Critical thinking and analysis 13.5% 32.5% 6. Resilience, stress tolerance and flexibility 3 to 6 months 7. Management of personnel 18% 8. Complex problem-solving 9. Technology use, monitoring and control 10. Technology design and programming Responses to shifting skill needs 93% Projected use of training providers 88% Share of companies surveyed 81% Share of companies surveyed 70% Retrain existing employees 52% 37.8% Internal learning and development 47% Hire new permanent staff with skills relevant to 43% new technologies Look to automate the work Hire new temporary staff with skills relevant to new technologies Outsource some business functions to external contractors Hire freelancers with skills relevant to new technologies Strategic redundancies of staff who lack the skills to use new technologies 25.8% External online training 16% Private training providers 7.9% Public training providers 7.6% Public educational institutions 4.9% Private educational institutions The Future of Jobs 78

Country Profile 1/2 Working Age Population Germany 62,281,725 Education & skills worst best Jobs & work worst best Digital skills among active population* 62.5% Labour force participation 63.3% 96.3% 5.6% WEIGHTED AVERAGE 2019-2020 2019 64.7% 41.6% Attainment of basic education 25.7% Vulnerable employment 2.9% 2018 69.6% 2020 60.8% 4.2% Business relevance of basic education* 1.8% Working cond. impact of gig economy* 7.5% WEIGHTED AVERAGE 2019-2020 5.4% 2020 Attainment of advanced education Unemployment rate 2018 2019 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 — Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 J U LY 2 0 2 0 Unempl. rate among workers with adv. educ. Unemployment rate change 2019 — Unempl. rate among workers with basic educ. Unemployment rate change, women 2019 — Share of youth not in empl., educ. or training Unemployment rate change, men 2020 — * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Cloud computing Accelerate the digitalization of work processes (e.g. use of digital tools, video 92% Big data analytics 90% conferencing) 90% 85.7% Internet of things and connected devices 90% Artificial intelligence (e.g. machine learning, 83% Provide more opportunities to work remotely neural networks, NLP) 81% E-commerce and digital trade 76% 77.1% 73% Encryption and cyber security 71% Accelerate automation of tasks Robots, non-humanoid (industrial automation, 60% drones, etc.) 51.4% Augmented and virtual reality Accelerate the digitalization of upskilling/ reskilling (e.g. education technology Text, image and voice processing providers) Distributed ledger technology (e.g. blockchain) 42.9% Accelerate the implementation of upskilling/ reskilling programmes 37.1% Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING Data Analysts and Scientists Emerging skills AI and Machine Learning Specialists 1. Digital Transformation Specialists Skills identified as being in high demand within their organization, ordered 2. Big Data Specialists by frequency 3. Internet of Things Specialists 4. Information Security Analysts 1. Active learning and learning strategies 5. Project Managers 2. Analytical thinking and innovation 6. Software and Applications Developers 3. Complex problem-solving 7. Database and Network Professionals 4. Resilience, stress tolerance and flexibility 8. Process Automation Specialists 5. Leadership and social influence 9. 6. Critical thinking and analysis 10. 7. Creativity, originality and initiative 8. Technology design and programming REDUNDANT 9. Emotional intelligence 10. Service orientation 1. Data Entry Clerks 11. Systems analysis and evaluation 2. Administrative and Executive Secretaries 12. Reasoning, problem-solving and ideation 3. Accounting, Bookkeeping and Payroll Clerks 13. Technology use, monitoring and control 4. Accountants and Auditors 14. Instruction, mentoring and teaching 5. Business Services and Administration Managers 15. Troubleshooting and user experience 6. General and Operations Managers 7. Client Information and Customer Service Workers 8. Financial and Investment Advisers 9. Assembly and Factory Workers 10. Human Resources Specialists The Future of Jobs 79

2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 6 to 12 months 19.7% 1. Analytical thinking and innovation Less than 1 month 2. Leadership and social influence 23.7% 3. Active learning and learning strategies 4. Critical thinking and analysis 1 to 3 months Over 1 year 5. Technology design and programming 18% 22.1% 6. Creativity, originality and initiative 3 to 6 months 7. Emotional intelligence 16.5% 8. Complex problem-solving 9. Service orientation 10. Resilience, stress tolerance and flexibility Responses to shifting skill needs 95% Projected use of training providers 86% Share of companies surveyed 85% Share of companies surveyed 81% Expect existing employees to pick up skills on 66% 42.5% Internal learning and development the job 54% 49% Hire new permanent staff with skills relevant to new technologies Retrain existing employees Look to automate the work Hire new temporary staff with skills relevant to new technologies Hire freelancers with skills relevant to new technologies Outsource some business functions to external contractors 19.4% External online training 19.1% Private training providers 7.2% Private educational institutions 6.7% Public training providers 5% Public educational institutions The Future of Jobs 80

Country Profile 1/2 Working Age Population India 588,373,756 Education & skills worst best Jobs & work worst best Digital skills among active population* 49.2% Labour force participation 55.5% 74% WEIGHTED AVERAGE 2019-2020 37.2% 2018 38.5% Attainment of basic education 38.9% Vulnerable employment 42.3% 2.5% — 9.2% 2020 1.6% Business relevance of basic education* 31.1% Working cond. impact of gig economy* WEIGHTED AVERAGE 2019-2020 2020 Attainment of advanced education Unemployment rate — 2018 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 — Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 — Unempl. rate among workers with adv. educ. Unemployment rate change 2018 — Unempl. rate among workers with basic educ. Unemployment rate change, women 2018 — Share of youth not in empl., educ. or training Unemployment rate change, men 2020 — * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Cloud computing Provide more opportunities to work remotely 98% Encryption and cyber security 95% 90.3% 90% Internet of things and connected devices 88% Accelerate the digitalization of work processes (e.g. use of digital tools, video 86% Big data analytics 81% conferencing) 87.1% Text, image and voice processing 77% Artificial intelligence (e.g. machine learning, 75% Accelerate automation of tasks neural networks, NLP) 73% Robots, non-humanoid (industrial automation, 64% 58.1% drones, etc.) Distributed ledger technology (e.g. blockchain) Accelerate the digitalization of upskilling/ reskilling (e.g. education technology E-commerce and digital trade providers) 51.6% Power storage and generation Accelerate the implementation of upskilling/ reskilling programmes 48.4% Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING AI and Machine Learning Specialists Emerging skills Data Analysts and Scientists 1. Information Security Analysts Skills identified as being in high demand within their organization, ordered 2. Internet of Things Specialists by frequency 3. Big Data Specialists 4. Project Managers 1. Analytical thinking and innovation 5. FinTech Engineers 2. Complex problem-solving 6. Digital Marketing and Strategy Specialists 3. Active learning and learning strategies 7. Software and Applications Developers 4. Critical thinking and analysis 8. Business Development Professionals 5. Resilience, stress tolerance and flexibility 9. 6. Technology design and programming 10. 7. Emotional intelligence 8. Creativity, originality and initiative REDUNDANT 9. Leadership and social influence 10. Reasoning, problem-solving and ideation 1. Administrative and Executive Secretaries 11. Technology use, monitoring and control 2. General and Operations Managers 12. Service orientation 3. Assembly and Factory Workers 13. Troubleshooting and user experience 4. Accounting, Bookkeeping and Payroll Clerks 14. Systems analysis and evaluation 5. Data Entry Clerks 15. Persuasion and negotiation 6. Accountants and Auditors 7. Architects and Surveyors 8. Human Resources Specialists 9. Client Information and Customer Service Workers 10. Business Services and Administration Managers The Future of Jobs 81

2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 3 to 6 months 18.9% 1. Analytical thinking and innovation Less than 1 month 2. Active learning and learning strategies 24.2% 3. Leadership and social influence 4. Critical thinking and analysis 6 to 12 months 5. Technology design and programming 14.3% 6. Creativity, originality and initiative Over 1 year 7. Complex problem-solving 22.3% 8. Technology use, monitoring and control 9. Resilience, stress tolerance and flexibility 10. Quality control and safety awareness 1 to 3 months 20.4% Responses to shifting skill needs 95% Projected use of training providers 92% Share of companies surveyed 84% Share of companies surveyed 82% Expect existing employees to pick up skills on 67% 41.5% Internal learning and development the job 65% 56% Retrain existing employees Hire new permanent staff with skills relevant to new technologies Look to automate the work Hire new temporary staff with skills relevant to new technologies Outsource some business functions to external contractors Hire freelancers with skills relevant to new technologies 21.1% External online training 17.7% Private training providers 8.4% Public educational institutions 5.9% Public training providers 5.4% Private educational institutions The Future of Jobs 82

Country Profile 1/2 Working Age Population Indonesia 153,009,507 Education & skills worst best Jobs & work worst best Digital skills among active population* 60.6% Labour force participation 74% 50.9% 47.5% WEIGHTED AVERAGE 2019-2020 2019 30.5% 55.3% 1.8% Attainment of basic education 10% Vulnerable employment 2018 64% 2020 61% Business relevance of basic education* 2.5% Working cond. impact of gig economy* 1.4% WEIGHTED AVERAGE 2019-2020 22.2% 2020 Attainment of advanced education Unemployment rate 2018 2019 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 — Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 — Unempl. rate among workers with adv. educ. Unemployment rate change 2019 — Unempl. rate among workers with basic educ. Unemployment rate change, women 2019 — Share of youth not in empl., educ. or training Unemployment rate change, men 2020 — * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Internet of things and connected devices Provide more opportunities to work remotely 95% Encryption and cyber security 95% 91.7% 95% Cloud computing 89% Accelerate the digitalization of work processes (e.g. use of digital tools, video 89% Big data analytics conferencing) Artificial intelligence (e.g. machine learning, 84% 75% neural networks, NLP) 78% Robots, non-humanoid (industrial automation, 72% Accelerate automation of tasks 58.3% drones, etc.) 68% Temporarily reduce workforce 41.7% E-commerce and digital trade 68% Accelerate the implementation of upskilling/ reskilling programmes 41.7% Distributed ledger technology (e.g. blockchain) Emerging and redundant job roles Text, image and voice processing Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency 3D and 4D printing and modelling EMERGING Data Analysts and Scientists Emerging skills Big Data Specialists 1. AI and Machine Learning Specialists Skills identified as being in high demand within their organization, ordered 2. Digital Marketing and Strategy Specialists by frequency 3. Renewable Energy Engineers 4. Process Automation Specialists 1. Creativity, originality and initiative 5. Internet of Things Specialists 2. Complex problem-solving 6. Digital Transformation Specialists 3. Active learning and learning strategies 7. Business Services and Administration Managers 4. Emotional intelligence 8. Business Development Professionals 5. Analytical thinking and innovation 9. 6. Troubleshooting and user experience 10. 7. Leadership and social influence 8. Critical thinking and analysis REDUNDANT 9. Resilience, stress tolerance and flexibility 10. Reasoning, problem-solving and ideation 1. Accounting, Bookkeeping and Payroll Clerks 11. Service orientation 2. Data Entry Clerks 12. Technology design and programming 3. Material-Recording and Stock-Keeping Clerks 13. Technology use, monitoring and control 4. Assembly and Factory Workers 14. Systems analysis and evaluation 5. Administrative and Executive Secretaries 15. Instruction, mentoring and teaching 6. Mining and Petroleum Extraction Workers 7. Mechanics and Machinery Repairers 8. Human Resources Specialists 9. Business Services and Administration Managers 10. Accountants and Auditors The Future of Jobs 83

2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 6 to 12 months 16.5% 1. Analytical thinking and innovation Less than 1 month 2. Technology design and programming 17.1% 3. Leadership and social influence 4. Active learning and learning strategies 1 to 3 months Over 1 year 5. Creativity, originality and initiative 18.7% 28.5% 6. Critical thinking and analysis 3 to 6 months 7. Service orientation 19.2% 8. Emotional intelligence 9. Quality control and safety awareness 10. Management of personnel Responses to shifting skill needs 94% Projected use of training providers 82% Share of companies surveyed 82% Share of companies surveyed 76% Look to automate the work 71% 41.3% Internal learning and development 59% Retrain existing employees 53% Expect existing employees to pick up skills on the job Hire new temporary staff with skills relevant to new technologies Outsource some business functions to external contractors Hire freelancers with skills relevant to new technologies Strategic redundancies of staff who lack the skills to use new technologies 22.1% External online training 19.6% Private training providers 6.7% Private educational institutions 5.4% Public training providers 4.9% Public educational institutions The Future of Jobs 84

Country Profile 1/2 Working Age Population Italy 46,122,130 Education & skills worst best Jobs & work worst best Digital skills among active population* 50.7% Labour force participation 52.9% 78.5% 16.9% WEIGHTED AVERAGE 2019-2020 2019 51.8% 43.3% Attainment of basic education 14.4% Vulnerable employment 8.7% 2015 61.6% 2020 52.3% 7.5% Business relevance of basic education* 5.5% Working cond. impact of gig economy* 12.3% -1.8% WEIGHTED AVERAGE 2019-2020 19.1% 2020 -2% -1.7% Attainment of advanced education Unemployment rate 2015 2019 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 Q2 2020 Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 — Unempl. rate among workers with adv. educ. Unemployment rate change 2019 2019- Q2 2020 YOY CH. Unempl. rate among workers with basic educ. Unemployment rate change, women 2019 2019- Q2 2020 YOY CH. Share of youth not in empl., educ. or training Unemployment rate change, men 2020 2019- Q2 2020 YOY CH. * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 E-commerce and digital trade Accelerate the digitalization of work processes (e.g. use of digital tools, video Cloud computing 94% Big data analytics 88% conferencing) Encryption and cyber security 88% 100% Robots, non-humanoid (industrial automation, 82% drones, etc.) 80% Provide more opportunities to work remotely Augmented and virtual reality 80% Text, image and voice processing 76% 80% Power storage and generation 71% 3D and 4D printing and modelling 71% Accelerate automation of tasks New materials (e.g. nanotubes, graphene) 69% 80% Accelerate the digitalization of upskilling/ reskilling (e.g. education technology providers) 70% Accelerate the implementation of upskilling/ reskilling programmes 40% Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING AI and Machine Learning Specialists Emerging skills Internet of Things Specialists 1. Data Analysts and Scientists Skills identified as being in high demand within their organization, ordered 2. Digital Transformation Specialists by frequency 3. Assembly and Factory Workers 4. Project Managers 1. Creativity, originality and initiative 5. Process Automation Specialists 2. Analytical thinking and innovation 6. General and Operations Managers 3. Critical thinking and analysis 7. Big Data Specialists 4. Active learning and learning strategies 8. Application engineers 5. Resilience, stress tolerance and flexibility 9. 6. Emotional intelligence 10. 7. Leadership and social influence 8. Complex problem-solving REDUNDANT 9. Technology use, monitoring and control 10. Service orientation 1. Data Entry Clerks 11. Technology design and programming 2. Administrative and Executive Secretaries 12. Reasoning, problem-solving and ideation 3. Accounting, Bookkeeping and Payroll Clerks 13. Persuasion and negotiation 4. Business Services and Administration Managers 14. Quality control and safety awareness 5. Assembly and Factory Workers 15. Coordination and time management 6. Accountants and Auditors 7. Human Resources Specialists 8. Financial and Investment Advisers 9. Electronics and Telecommunications Installers and Repairers 10. Credit and Loans Officers The Future of Jobs 85

2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 3 to 6 months 20.6% 1. Analytical thinking and innovation Less than 1 month 2. Emotional intelligence 24.1% 3. Technology design and programming 4. Management of personnel 6 to 12 months 5. Active learning and learning strategies 20.7% 6. Leadership and social influence Over 1 year 7. Critical thinking and analysis 18.6% 8. Resilience, stress tolerance and flexibility 9. Service orientation 10. Quality control and safety awareness Responses to shifting skill needs 1 to 3 months 15.9% Share of companies surveyed 86% Projected use of training providers Look to automate the work 86% 57% Share of companies surveyed Hire new permanent staff with skills relevant to 43% new technologies 36% 41.5% Internal learning and development 33% Hire new temporary staff with skills relevant to 31% new technologies Outsource some business functions to external contractors Hire freelancers with skills relevant to new technologies Other, please specify Strategic redundancies of staff who lack the skills to use new technologies 20.9% External online training 16.9% Private training providers 7.4% Public educational institutions 6.6% Private educational institutions 6.6% Public training providers The Future of Jobs 86

Country Profile 1/2 Working Age Population Japan 98,710,000 Education & skills worst best Jobs & work worst best Digital skills among active population* 50.8% Labour force participation 63.7% 8.3% WEIGHTED AVERAGE 2019-2020 56.3% 2019 45.6% Attainment of basic education 58.6% Vulnerable employment 2.2% 52.9% 2.3% — 1.9% 2020 2.7% 0.3% Business relevance of basic education* 3.1% Working cond. impact of gig economy* 0.2% 0.4% WEIGHTED AVERAGE 2019-2020 2020 Attainment of advanced education Unemployment rate — 2019 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 Q2 2020 Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 J U LY 2 0 2 0 Unempl. rate among workers with adv. educ. Unemployment rate change 2019 2019- Q2 2020 YOY CH. Unempl. rate among workers with basic educ. Unemployment rate change, women — 2019- Q2 2020 YOY CH. Share of youth not in empl., educ. or training Unemployment rate change, men 2020 2019- Q2 2020 YOY CH. * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Artificial intelligence (e.g. machine learning, Accelerate the digitalization of work processes (e.g. use of digital tools, video neural networks, NLP) 97% Internet of things and connected devices 97% conferencing) 95% 93.5% Big data analytics 92% 83% Provide more opportunities to work remotely Encryption and cyber security 81% 78% 83.9% Augmented and virtual reality 68% 60% Accelerate the digitalization of upskilling/ reskilling (e.g. education technology E-commerce and digital trade 59% providers) Text, image and voice processing 61.3% Robots, non-humanoid (industrial automation, drones, etc.) Accelerate automation of tasks Distributed ledger technology (e.g. blockchain) 48.4% Robots, humanoid Accelerate the implementation of upskilling/ reskilling programmes 38.7% Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING Data Analysts and Scientists Emerging skills AI and Machine Learning Specialists 1. Internet of Things Specialists Skills identified as being in high demand within their organization, ordered 2. Digital Marketing and Strategy Specialists by frequency 3. Big Data Specialists 4. Information Security Analysts 1. Analytical thinking and innovation 5. FinTech Engineers 2. Active learning and learning strategies 6. Digital Transformation Specialists 3. Creativity, originality and initiative 7. Project Managers 4. Complex problem-solving 8. Management and Organisation Analysts 5. Technology use, monitoring and control 9. 6. Technology design and programming 10. 7. Resilience, stress tolerance and flexibility 8. Reasoning, problem-solving and ideation REDUNDANT 9. Technology installation and maintenance 10. Critical thinking and analysis 1. Data Entry Clerks 11. Emotional intelligence 2. Accounting, Bookkeeping and Payroll Clerks 12. Troubleshooting and user experience 3. Administrative and Executive Secretaries 13. Systems analysis and evaluation 4. Sales Representatives, Wholesale and Manufacturing, Technic… 14. Leadership and social influence 5. General and Operations Managers 15. Service orientation 6. Business Services and Administration Managers 7. Assembly and Factory Workers 8. Mechanics and Machinery Repairers 9. Legal Secretaries 10. Statistical, Finance and Insurance Clerks The Future of Jobs 87

2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 3 to 6 months 6 to 12 months 19.5% 12.6% 1. Analytical thinking and innovation Less than 1 month 2. Leadership and social influence 22.2% 3. Active learning and learning strategies 4. Critical thinking and analysis 5. Creativity, originality and initiative 6. Complex problem-solving 7. Technology design and programming 8. Systems analysis and evaluation 9. Technology use, monitoring and control 10. Reasoning, problem-solving and ideation 1 to 3 months Over 1 year 19% 26.8% Responses to shifting skill needs 94% Projected use of training providers 91% Share of companies surveyed 88% Share of companies surveyed 81% Expect existing employees to pick up skills on 74% 40.4% Internal learning and development the job 71% 45% Retrain existing employees Look to automate the work Hire new permanent staff with skills relevant to new technologies Outsource some business functions to external contractors Hire new temporary staff with skills relevant to new technologies Hire freelancers with skills relevant to new technologies 20.3% External online training 18.5% Private training providers 7.1% Private educational institutions 7.1% Public training providers 6.6% Public educational institutions The Future of Jobs 88

Country Profile 1/2 Working Age Population Malaysia 16,231,000 Education & skills worst best Jobs & work worst best Digital skills among active population* 66.3% Labour force participation 77.6% 74.2% 21.7% WEIGHTED AVERAGE 2019-2020 2018 58.4% 32.7% Attainment of basic education 18.8% Vulnerable employment 1.7% 2016 65.2% 2020 64.4% Business relevance of basic education* Working cond. impact of gig economy* 12.2% WEIGHTED AVERAGE 2019-2020 2020 Attainment of advanced education Unemployment rate 2016 2018 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 — Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 — Unempl. rate among workers with adv. educ. Unemployment rate change — — Unempl. rate among workers with basic educ. Unemployment rate change, women — — Share of youth not in empl., educ. or training Unemployment rate change, men 2020 — * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Internet of things and connected devices Accelerate the digitalization of work processes (e.g. use of digital tools, video 94% Big data analytics 94% conferencing) 88% 100% Encryption and cyber security 88% Artificial intelligence (e.g. machine learning, 75% Provide more opportunities to work remotely neural networks, NLP) 73% Text, image and voice processing 73% 75% Robots, non-humanoid (industrial automation, 69% drones, etc.) 56% Accelerate the digitalization of upskilling/ reskilling (e.g. education technology Augmented and virtual reality 56% providers) E-commerce and digital trade 58.3% Distributed ledger technology (e.g. blockchain) Temporarily reassign workers to different tasks 3D and 4D printing and modelling 33.3% Accelerate the implementation of upskilling/ reskilling programmes 33.3% Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING Data Analysts and Scientists Emerging skills Strategic Advisors 1. Internet of Things Specialists Skills identified as being in high demand within their organization, ordered 2. Digital Transformation Specialists by frequency 3. Digital Marketing and Strategy Specialists 4. Big Data Specialists 1. Emotional intelligence 5. AI and Machine Learning Specialists 2. Creativity, originality and initiative 6. Cyber Security Specialists 3. Analytical thinking and innovation 7. Software and Applications Developers 4. Technology design and programming 8. Renewable Energy Engineers 5. Complex problem-solving 9. 6. Active learning and learning strategies 10. 7. Troubleshooting and user experience 8. Systems analysis and evaluation REDUNDANT 9. Leadership and social influence 10. Critical thinking and analysis 1. Data Entry Clerks 11. Technology use, monitoring and control 2. Administrative and Executive Secretaries 12. Resilience, stress tolerance and flexibility 3. Accounting, Bookkeeping and Payroll Clerks 13. Reasoning, problem-solving and ideation 4. Human Resources Specialists 14. Service orientation 5. Mining and Petroleum Extraction Workers 15. Instruction, mentoring and teaching 6. Mechanics and Machinery Repairers 7. Environmental and Occupational Health and Hygiene Professio… 8. Assembly and Factory Workers 9. Accountants and Auditors 10. Business Services and Administration Managers The Future of Jobs 89

2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 3 to 6 months 16.2% 1. Analytical thinking and innovation Less than 1 month 2. Active learning and learning strategies 33.4% 3. Critical thinking and analysis 4. Technology use, monitoring and control 6 to 12 months 5. Leadership and social influence 11.6% 6. Emotional intelligence Over 1 year 7. Quality control and safety awareness 17% 8. Service orientation 9. Resilience, stress tolerance and flexibility 10. Management of personnel Responses to shifting skill needs 1 to 3 months 21.7% Share of companies surveyed 86% Projected use of training providers Look to automate the work 86% 86% Share of companies surveyed Hire new permanent staff with skills relevant to 71% new technologies 64% 36.1% Internal learning and development 62% Expect existing employees to pick up skills on 50% 22.9% External online training the job Hire new temporary staff with skills relevant to new technologies Outsource some business functions to external contractors Strategic redundancies of staff who lack the skills to use new technologies Hire freelancers with skills relevant to new technologies 22.1% Private training providers 8.2% Public educational institutions 5.9% Public training providers 4.8% Private educational institutions The Future of Jobs 90

Country Profile 1/2 Working Age Population Mexico 73,069,000 Education & skills worst best Jobs & work worst best Digital skills among active population* 42.9% Labour force participation 64.6% 63.2% 26.9% WEIGHTED AVERAGE 2019-2020 2019 42.5% 45.6% Attainment of basic education 16.4% Vulnerable employment 2.7% 2018 57.6% 2020 50.5% 3.3% Business relevance of basic education* 3.9% Working cond. impact of gig economy* 2.4% 1.4% WEIGHTED AVERAGE 2019-2020 18.9% 2020 0.7% 1.9% Attainment of advanced education Unemployment rate 2018 2019 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 Q2 2020 Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 — Unempl. rate among workers with adv. educ. Unemployment rate change 2019 2019- Q2 2020 YOY CH. Unempl. rate among workers with basic educ. Unemployment rate change, women 2019 2019- Q2 2020 YOY CH. Share of youth not in empl., educ. or training Unemployment rate change, men 2020 2019- Q2 2020 YOY CH. * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Text, image and voice processing Provide more opportunities to work remotely 91% Internet of things and connected devices 91% 94.4% 91% Cloud computing 91% Accelerate the digitalization of work processes (e.g. use of digital tools, video 86% Big data analytics 82% conferencing) 78% 88.9% E-commerce and digital trade 64% Artificial intelligence (e.g. machine learning, 62% Accelerate automation of tasks neural networks, NLP) 60% Encryption and cyber security 83.3% Augmented and virtual reality Accelerate the implementation of upskilling/ reskilling programmes 3D and 4D printing and modelling 55.6% Robots, non-humanoid (industrial automation, drones, etc.) Accelerate the digitalization of upskilling/ reskilling (e.g. education technology providers) 44.4% Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING AI and Machine Learning Specialists Emerging skills Data Analysts and Scientists 1. Big Data Specialists Skills identified as being in high demand within their organization, ordered 2. Information Security Analysts by frequency 3. Project Managers 4. Process Automation Specialists 1. Complex problem-solving 5. Digital Marketing and Strategy Specialists 2. Active learning and learning strategies 6. Architects and Surveyors 3. Analytical thinking and innovation 7. FinTech engineers 4. Critical thinking and analysis 8. University and Higher Education Teachers 5. Technology design and programming 9. 6. Reasoning, problem-solving and ideation 10. 7. Creativity, originality and initiative 8. Emotional intelligence REDUNDANT 9. Troubleshooting and user experience 10. Service orientation 1. Accounting, Bookkeeping and Payroll Clerks 11. Resilience, stress tolerance and flexibility 2. Data Entry Clerks 12. Technology use, monitoring and control 3. Administrative and Executive Secretaries 13. Leadership and social influence 4. General and Operations Managers 14. Persuasion and negotiation 5. Architects and Surveyors 15. Coordination and time management 6. Bank Tellers and Related Clerks 7. Assembly and Factory Workers 8. Statistical, Finance and Insurance Clerks 9. Material-Recording and Stock-Keeping Clerks 10. Accountants and Auditors The Future of Jobs 91

2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 6 to 12 months 18.2% 1. Analytical thinking and innovation Less than 1 month 2. Leadership and social influence 16.4% 3. Critical thinking and analysis 4. Technology design and programming 1 to 3 months 5. Reasoning, problem-solving and ideation 23.6% 6. Active learning and learning strategies 7. Creativity, originality and initiative Over 1 year 8. Troubleshooting and user experience 23.2% 9. Technology use, monitoring and control 10. Persuasion and negotiation Responses to shifting skill needs 95% 3 to 6 months 90% 18.6% Share of companies surveyed 85% 75% Projected use of training providers Retrain existing employees 65% 60% Share of companies surveyed Hire new permanent staff with skills relevant to 60% 43.2% Internal learning and development new technologies Look to automate the work Expect existing employees to pick up skills on the job Strategic redundancies of staff who lack the skills to use new technologies Hire new temporary staff with skills relevant to new technologies Hire freelancers with skills relevant to new technologies 19.4% External online training 16.6% Private training providers 9.7% Private educational institutions 6.5% Public educational institutions 4.7% Public training providers The Future of Jobs 92

Country Profile 1/2 Working Age Population Netherlands 12,236,238 Education & skills worst best Jobs & work worst best Digital skills among active population* 77.4% Labour force participation 63.9% 90.4% 12.6% WEIGHTED AVERAGE 2019-2020 2019 71.6% 38.7% Attainment of basic education 33% Vulnerable employment 2.7% 2.8% 2018 77.9% 2020 3% 63.7% 0% Business relevance of basic education* Working cond. impact of gig economy* 0% 2.2% 0% WEIGHTED AVERAGE 2019-2020 4% 2020 2.8% Attainment of advanced education Unemployment rate 2018 2019 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 Q2 2020 Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 AUGUST 2020 Unempl. rate among workers with adv. educ. Unemployment rate change 2019 2019- Q2 2020 YOY CH. Unempl. rate among workers with basic educ. Unemployment rate change, women 2019 2019- Q2 2020 YOY CH. Share of youth not in empl., educ. or training Unemployment rate change, men 2020 2019- Q2 2020 YOY CH. * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Big data analytics Accelerate the digitalization of work processes (e.g. use of digital tools, video 91% Internet of things and connected devices 91% conferencing) Artificial intelligence (e.g. machine learning, 88% 96% neural networks, NLP) 86% E-commerce and digital trade 86% Provide more opportunities to work remotely 83% Cloud computing 72% 88% 68% Encryption and cyber security 65% Accelerate the digitalization of upskilling/ reskilling (e.g. education technology Robots, non-humanoid (industrial automation, 58% drones, etc.) providers) Text, image and voice processing 64% Augmented and virtual reality Accelerate automation of tasks 3D and 4D printing and modelling 44% Accelerate ongoing organizational transformations (e.g. restructuring) 40% Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING Data Analysts and Scientists Emerging skills AI and Machine Learning Specialists 1. Big Data Specialists Skills identified as being in high demand within their organization, ordered 2. Information Security Analysts by frequency 3. Food Scientists and Technologists 4. Organizational Development Specialists 1. Analytical thinking and innovation 5. Internet of Things Specialists 2. Active learning and learning strategies 6. FinTech Engineers 3. Leadership and social influence 7. Digital Marketing and Strategy Specialists 4. Critical thinking and analysis 8. Business Development Professionals 5. Creativity, originality and initiative 9. 6. Complex problem-solving 10. 7. Resilience, stress tolerance and flexibility 8. Technology use, monitoring and control REDUNDANT 9. Service orientation 10. Technology design and programming 1. Data Entry Clerks 11. Emotional intelligence 2. Administrative and Executive Secretaries 12. Reasoning, problem-solving and ideation 3. Accounting, Bookkeeping and Payroll Clerks 13. Systems analysis and evaluation 4. Assembly and Factory Workers 14. Troubleshooting and user experience 5. Client Information and Customer Service Workers 15. Instruction, mentoring and teaching 6. Business Services and Administration Managers 7. Credit and Loans Officers 8. Bank Tellers and Related Clerks 9. Cashiers and Ticket Clerks 10. Insurance Underwriters The Future of Jobs 93

2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 3 to 6 months 16.2% 1. Analytical thinking and innovation Less than 1 month 2. Active learning and learning strategies 22.5% 3. Leadership and social influence 4. Critical thinking and analysis 6 to 12 months 5. Creativity, originality and initiative 17.7% 6. Resilience, stress tolerance and flexibility Over 1 year 7. Reasoning, problem-solving and ideation 23.8% 8. Complex problem-solving 9. Service orientation 10. Technology design and programming 1 to 3 months 19.7% Responses to shifting skill needs 97% Projected use of training providers 87% Share of companies surveyed 83% Share of companies surveyed 77% Expect existing employees to pick up skills on 70% 38.7% Internal learning and development the job 58% 57% Look to automate the work Retrain existing employees Hire new permanent staff with skills relevant to new technologies Hire freelancers with skills relevant to new technologies Outsource some business functions to external contractors Hire new temporary staff with skills relevant to new technologies 20.8% External online training 16.6% Private training providers 8.9% Public educational institutions 8.6% Public training providers 6.3% Private educational institutions The Future of Jobs 94

Country Profile 1/2 Working Age Population Pakistan 82,345,263 Education & skills worst best Jobs & work worst best Digital skills among active population* 50.7% Labour force participation 56.3% 36.4% 55.3% WEIGHTED AVERAGE 2019-2020 45.8% 2018 47.3% Attainment of basic education 8.7% Vulnerable employment 54.9% 2.8% 2017 2020 51.1% Business relevance of basic education* 4.5% Working cond. impact of gig economy* 2.3% WEIGHTED AVERAGE 2019-2020 2020 31.1% Attainment of advanced education Unemployment rate 2017 2018 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 — Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 — Unempl. rate among workers with adv. educ. Unemployment rate change 2018 — Unempl. rate among workers with basic educ. Unemployment rate change, women 2018 — Share of youth not in empl., educ. or training Unemployment rate change, men 2020 — * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 E-commerce and digital trade Provide more opportunities to work remotely Big data analytics 91% Cloud computing 91% 71.4% Encryption and cyber security 91% Text, image and voice processing 86% Accelerate the digitalization of work processes (e.g. use of digital tools, video Artificial intelligence (e.g. machine learning, 83% neural networks, NLP) 70% conferencing) Power storage and generation 65% 71.4% Distributed ledger technology (e.g. blockchain) 56% Augmented and virtual reality 55% Accelerate automation of tasks 57.1% 3D and 4D printing and modelling 47% Temporarily reassign workers to different tasks 42.9% Accelerate the implementation of upskilling/ reskilling programmes 38.1% Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING Business Development Professionals Emerging skills Digital Marketing and Strategy Specialists 1. Mechanics and Machinery Repairers Skills identified as being in high demand within their organization, ordered 2. Digital Transformation Specialists by frequency 3. Software and Applications Developers 4. Sales and Marketing Professionals 1. Active learning and learning strategies 5. Data Analysts and Scientists 2. Leadership and social influence 6. Business Services and Administration Managers 3. Critical thinking and analysis 7. Big Data Specialists 4. Creativity, originality and initiative 8. Advertising and Public Relations Professionals 5. Analytical thinking and innovation 9. 6. Reasoning, problem-solving and ideation 10. 7. Complex problem-solving 8. Technology use, monitoring and control REDUNDANT 9. Troubleshooting and user experience 10. Systems analysis and evaluation 1. Data Entry Clerks 11. Attention to detail, trustworthiness 2. Administrative and Executive Secretaries 12. Resilience, stress tolerance and flexibility 3. Management and Organisation Analysts 13. Coordination and time management 4. General and Operations Managers 14. Technology design and programming 5. Door-To-Door Sales Workers, News and Street Vendors, and R… 15. Quality control and safety awareness 6. Assembly and Factory Workers 7. Accountants and Auditors 8. Legal Secretaries 9. Business Services and Administration Managers 10. Postal Service Clerks The Future of Jobs 95

2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 3 to 6 months 20.1% 1. Analytical thinking and innovation Less than 1 month 2. Critical thinking and analysis 27.3% 3. Leadership and social influence 4. Active learning and learning strategies 6 to 12 months 5. Coordination and time management 14.7% 6. Management of personnel Over 1 year 7. Creativity, originality and initiative 14.6% 8. Technology use, monitoring and control 9. Technology design and programming 10. Quality control and safety awareness 1 to 3 months 23.3% Responses to shifting skill needs 96% Projected use of training providers 87% Share of companies surveyed 86% Share of companies surveyed 68% Retrain existing employees 64% 51% Internal learning and development 48% Look to automate the work 36% Hire new permanent staff with skills relevant to new technologies Strategic redundancies of staff who lack the skills to use new technologies Outsource some business functions to external contractors Hire new temporary staff with skills relevant to new technologies Other, please specify 18.3% Private training providers 16.5% External online training 6.9% Public training providers 4.2% Private educational institutions 3.1% Public educational institutions The Future of Jobs 96

Country Profile 1/2 Working Age Population Poland 26,745,715 Education & skills worst best Jobs & work worst best Digital skills among active population* 55.6% Labour force participation 59% 85.3% 15.9% WEIGHTED AVERAGE 2019-2020 2019 40.7% 42.1% Attainment of basic education 25% Vulnerable employment 50.6% 2.8% 2016 52.7% 2020 1.8% 2.7% Business relevance of basic education* 7.9% Working cond. impact of gig economy* 8.6% WEIGHTED AVERAGE 2019-2020 2020 Attainment of advanced education Unemployment rate 2016 2019 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 — Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 J U LY 2 0 2 0 Unempl. rate among workers with adv. educ. Unemployment rate change 2019 — Unempl. rate among workers with basic educ. Unemployment rate change, women 2019 — Share of youth not in empl., educ. or training Unemployment rate change, men 2020 — * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Encryption and cyber security Accelerate the digitalization of work processes (e.g. use of digital tools, video Artificial intelligence (e.g. machine learning, 87% neural networks, NLP) 86% conferencing) Cloud computing 80% 85.7% 73% Big data analytics 71% Provide more opportunities to work remotely 69% E-commerce and digital trade 69% 71.4% Robots, non-humanoid (industrial automation, 67% drones, etc.) 60% Accelerate the digitalization of upskilling/ reskilling (e.g. education technology Power storage and generation 46% providers) Text, image and voice processing 57.1% New materials (e.g. nanotubes, graphene) Accelerate automation of tasks Augmented and virtual reality 42.9% Accelerate the implementation of upskilling/ reskilling programmes 28.6% Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING AI and Machine Learning Specialists Emerging skills Big Data Specialists 1. Internet of Things Specialists Skills identified as being in high demand within their organization, ordered 2. Database and Network Professionals by frequency 3. Software and Applications Developers 4. Social Media Strategist 1. Creativity, originality and initiative 5. Materials Engineers 2. Active learning and learning strategies 6. Business Development Professionals 3. Resilience, stress tolerance and flexibility 7. Process Automation Specialists 4. Complex problem-solving 8. Robotics Engineers 5. Analytical thinking and innovation 9. 6. Technology use, monitoring and control 10. 7. Service orientation 8. Critical thinking and analysis REDUNDANT 9. Technology design and programming 10. Reasoning, problem-solving and ideation 1. Data Entry Clerks 11. Management of personnel 2. Administrative and Executive Secretaries 12. Emotional intelligence 3. Accounting, Bookkeeping and Payroll Clerks 13. Management of financial, material resources 4. Material-Recording and Stock-Keeping Clerks 14. Leadership and social influence 5. Financial Analysts 15. Instruction, mentoring and teaching 6. Assembly and Factory Workers 7. Accountants and Auditors 8. Car, Van and Motorcycle Drivers 9. Business Services and Administration Managers 10. Architects and Surveyors The Future of Jobs 97

2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 6 to 12 months 20.6% 1. Active learning and learning strategies Less than 1 month 2. Resilience, stress tolerance and flexibility 27.2% 3. Management of personnel 4. Analytical thinking and innovation 1 to 3 months 3 to 6 months Over 1 year 5. Leadership and social influence 13.2% 14% 25% 6. Technology use, monitoring and control 7. Quality control and safety awareness 8. Complex problem-solving 9. Technology design and programming 10. Service orientation Responses to shifting skill needs 89% Projected use of training providers 89% Share of companies surveyed 78% Share of companies surveyed 67% Retrain existing employees 67% 39.8% Internal learning and development 67% Expect existing employees to pick up skills on 56% the job Hire new temporary staff with skills relevant to new technologies Outsource some business functions to external contractors Look to automate the work Hire new permanent staff with skills relevant to new technologies Hire freelancers with skills relevant to new technologies 22.1% External online training 14.3% Private training providers 11.4% Public educational institutions 8.2% Public training providers 4.1% Private educational institutions The Future of Jobs 98

Country Profile 1/2 Working Age Population Russian Federation 106,913,416 Education & skills worst best Jobs & work worst best Digital skills among active population* 66% Labour force participation 66.1% 5.3% WEIGHTED AVERAGE 2019-2020 48% 2019 42.4% Attainment of basic education 53.1% Vulnerable employment 59.2% 3.8% — 2020 3.6% Business relevance of basic education* 9.2% Working cond. impact of gig economy* 15.9% WEIGHTED AVERAGE 2019-2020 2020 Attainment of advanced education Unemployment rate — 2019 Business relevance of tertiary education* Unemployment rate WEIGHTED AVERAGE 2019-2020 — Supply of business-relevant skills* Unemployment, monthly WEIGHTED AVERAGE 2019-2020 — Unempl. rate among workers with adv. educ. Unemployment rate change 2019 — Unempl. rate among workers with basic educ. Unemployment rate change, women 2019 — Share of youth not in empl., educ. or training Unemployment rate change, men 2020 — * The figures presented for these indicators are rebased 0-100% progress scores, with 0 being the worst performance, and 100 being the best performance. Impact of COVID-19 on companies’ strategy Technology adoption Share of companies surveyed looking to adopt this strategy as a result of Share of companies surveyed COVID-19 Cloud computing Provide more opportunities to work remotely 80% Big data analytics 76% 80.6% 73% Encryption and cyber security 72% Accelerate the digitalization of work processes (e.g. use of digital tools, video 71% Text, image and voice processing 67% conferencing) Artificial intelligence (e.g. machine learning, 66% 80.6% neural networks, NLP) 65% E-commerce and digital trade 50% Accelerate automation of tasks Robots, non-humanoid (industrial automation, 48% drones, etc.) 47.2% Internet of things and connected devices Accelerate the digitalization of upskilling/ reskilling (e.g. education technology Augmented and virtual reality providers) Power storage and generation 33.3% Accelerate ongoing organizational transformations (e.g. restructuring) 30.6% Emerging and redundant job roles Role identified as being in high demand or increasingly redundant within their organization, ordered by frequency EMERGING AI and Machine Learning Specialists Emerging skills Data Analysts and Scientists 1. Big Data Specialists Skills identified as being in high demand within their organization, ordered 2. Software and Applications Developers by frequency 3. Sales Representatives, Wholesale and Manufacturing, Technic… 4. Process Automation Specialists 1. Complex problem-solving 5. Management and Organisation Analysts 2. Analytical thinking and innovation 6. Digital Marketing and Strategy Specialists 3. Active learning and learning strategies 7. Database and Network Professionals 4. Emotional intelligence 8. Business Services and Administration Managers 5. Resilience, stress tolerance and flexibility 9. 6. Critical thinking and analysis 10. 7. Technology use, monitoring and control 8. Creativity, originality and initiative REDUNDANT 9. Troubleshooting and user experience 10. Technology design and programming 1. Accounting, Bookkeeping and Payroll Clerks 11. Service orientation 2. Administrative and Executive Secretaries 12. Reasoning, problem-solving and ideation 3. Data Entry Clerks 13. Leadership and social influence 4. Sales Representatives, Wholesale and Manufacturing, Technic… 14. Persuasion and negotiation 5. Accountants and Auditors 15. Attention to detail, trustworthiness 6. Lawyers 7. Mechanics and Machinery Repairers 8. Legal Secretaries 9. Door-To-Door Sales Workers, News and Street Vendors, and R… 10. Assembly and Factory Workers The Future of Jobs 99

2/2 Current skills in focus of existing reskilling/upskilling Average reskilling needs programmes Share of workforce of companies surveyed within this data Share of companies surveyed identifying this skill as being in focus across their reskilling or upskilling programmes DURATION OF RESKILLING 3 to 6 months 16.1% 1. Creativity, originality and initiative Less than 1 month 2. Complex problem-solving 22.6% 3. Analytical thinking and innovation 4. Management of personnel 1 to 3 months 6 to 12 months 5. Active learning and learning strategies 21.2% 16.8% 6. Emotional intelligence Over 1 year 7. Leadership and social influence 23.3% 8. Critical thinking and analysis 9. Resilience, stress tolerance and flexibility 10. Reasoning, problem-solving and ideation Responses to shifting skill needs 83% Projected use of training providers 77% Share of companies surveyed 72% Share of companies surveyed 69% Expect existing employees to pick up skills on 57% 38.6% Internal learning and development the job 57% 43% 18.3% External online training Retrain existing employees 15.9% Private training providers Hire new permanent staff with skills relevant to 9.9% Public educational institutions new technologies 9.6% Public training providers 7.8% Private educational institutions Look to automate the work Outsource some business functions to external contractors Hire new temporary staff with skills relevant to new technologies Strategic redundancies of staff who lack the skills to use new technologies The Future of Jobs 100