The Future of Jobs Report - World Economic Forum

82 | The Future of Jobs ReportIndustry ProfileInformation and CommunicaDrivers of ChangeTop Trends Impacting Business ModelsMobile internet, cloud technology 69%Processing power, Big Data 44%Changing nature of work, flexible work 36%Internet of Things 33%Consumer ethics, privacy issues 31%New energy supplies and technologies 17%Longevity, ageing societies 14%Sharing economy, crowdsourcing 11%Expected Time to Impact on Employee Skills1 Mobile internet, cloud 2 Processing power, Big 3 Changing nature of technology Data work, flexible work 76% 20% 4% 220211–– 56% 31% 13% 2202211–– 23% 54% 23% 2202211–– IImmpacctt 220155–– 220188–– 220255 IImpaacctt 2201155–– 2201188–– 2202255 IImpaacctt 2201155–– 2201188–– 2202255fefelltt alreeaaddyy 220177 220200 ffeelltt alreeaaddyy 2201177 2202200 ffeelltt alreeaaddyy 2201177 2202200

ation TechnologyWorkforce DisruptionIndustry AverageSTABLE 65% 21% HARD HARDEREmployment Skills stability Current share of Ease of Ease of outlook female workforce recruitment, current recruitment, 2020Main Job FamiliesJob families Expected change, Skills Current share of Ease of Ease of 2015–2020 stability female workforce recruitment, recruitment,Computer and Mathematical growth 63% 20% current 2020 hard harderDatabase and Network Professionals 1.74% neutralSoftware and Applications Developers and Analysts neutralSales and Related growth 64% 44% neutral harder Telemarketers 2.14% Sales Representatives, Wholesale and TechnicalInstallation and Maintenance decline 54% 9% hardMechanics and Machinery Repairers –1.19%Electronics and Telecommunications Installers and RepairersArchitecture and Engineering growth 77% 7% hard Electrotechnology Engineers 4.12 Architects and Surveyors⬆Expected Impact on Job Quality ⬆ ⬆ Compensation Job security Work-life balance

Industry ProfileInformation and CommunicaSkills ForecastSkills Change, Overall Industry 2020 CurrentTechnical skillsSocial skillsCognitive abilitiesProcess skillsResource management skillsContent skillsComplex problem solving skillsSystems skillsPhysical abilities 0.000 0.505 01.100 01.155 02.200 02.255 03.300 n  growing skills demand n  stable skills demand n  declining skills demandEmerging Job Family in Focus: Computer and MathematicalOccupations Key skills for 2020 Skills familySoftware and Applications Developers and Analysts Complex Problem Solving Complex Problem Solving SkillsInformation Security AnalystsData Analysts Critical Thinking Process Skills Cognitive Flexibility Cognitive Abilities Mathematical Reasoning Cognitive Abilities Active Learning Content Skills83 | The Future of Jobs Report

ation Technology Change Management and Future Workforce PlanningBarriers 73%Resource constraints.................................................................................... 74% believe futureInsufficient understanding of disruptive changes............................................ 48% workforce planningPressure from shareholders, short-term profitability....................................... 42%Workforce strategy not aligned to innovation strategy.................................... 39% is a leadershipInsufficient priority by top management......................................................... 23% priorityInsufficient priority by line management........................................................ 16% 60%Strategies 81% 35% are confidentInvest in reskilling current employees 35% strategies areSupport mobility and job rotation 26%Collaborate, educational institutions 23% suitableHire more short-term workers 19%Offer apprenticeships 16%Attract foreign talent 16%Target minorities’ talentTarget female talent

84 | The Future of Jobs ReportIndustry ProfileMedia, Entertainment and InDrivers of ChangeTop Trends Impacting Business ModelsMobile internet, cloud technology 57%Processing power, Big Data 36%Changing nature of work, flexible work 36%Expected Time to Impact on Employee Skills1 Mobile internet, cloud 2 Processing power, Big 3 Changing nature of technology Data work, flexible work 75% 25% 220188–– 220211–– 40% 60% 2201188–– 2202211–– 60% 40% 2201188–– 2202211–– IImmpacctt 220155–– 220200 220255 IImpaacctt 2201155–– 2202200 2202255 IImpaacctt 2201155–– 2202200 2202255fefelltt alreeaaddyy 220177 ffeelltt alreeaaddyy 2201177 ffeelltt alreeaaddyy 2201177

nformationWorkforce DisruptionIndustry AverageGROWTH 73% 30% HARD HARDEREmployment Skills stability Current share of Ease of Ease of outlook female workforce recruitment, current recruitment, 2020Main Job FamiliesJob families Expected change, Skills Current share of Ease of Ease of 2015–2020 stability female workforce recruitment, recruitment,Arts, Design, Entertainment, Sports, and Media stable 66% 49% current 2020 Advertising and Public Relations Professionals –0.59% 88% very hard harder Telecommunications and Broadcasting Technicians 86% harderComputer and Mathematical strong growth 23% hard 67% neutralData Analysts 6.94% neutralSoftware and Applications Developers and AnalystsSales and Related growth 39% neutralCashiers and Ticket Clerks 2.69%Door-To-Door Sales Workers, News and Street VendorsManagement growth 12% hard General and Operations Managers 1.67% Business Services and Administration Managers⬆Expected Impact on Job Quality ⬇ ⬆ Compensation Job security Work-life balance

Industry ProfileMedia, Entertainment and InSkills ForecastSkills Change, Overall Industry 2020 CurrentSocial skillsProcess skillsResource management skillsTechnical skillsCognitive abilitiesContent skillsComplex problem solving skillsSystems skills 0.000 0.505 01.100 01.155 02.200 02.255 03.300 n  growing skills demand n  stable skills demand n  declining skills demandEmerging Job Family in Focus: ManagementOccupations Key skills for 2020 Skills familyManaging Directors and Chief Executives Critical Thinking Process SkillsOrganisational Development SpecialistsGeneral and Operations Managers People Management Resource Management Skills Complex Problem Solving Complex Problem Solving Skills Monitoring Self and Others Process Skills Management of Financial Resources Resource Management Skills85 | The Future of Jobs Report

nformation Change Management and Future Workforce PlanningBarriers 69%Pressure from shareholders, short-term profitability....................................... 64% believe futureWorkforce strategy not aligned to innovation strategy.................................... 50% workforce planningResource constraints.................................................................................... 36%Insufficient understanding of disruptive changes............................................ 36% is a leadershipInsufficient priority by line management........................................................ 21% priorityDon’t know.................................................................................................. 14% 46%Strategies 77% 46% are confidentInvest in reskilling current employees 38% strategies areTarget female talent 31%Collaborate, educational institutions 23% suitableOffer apprenticeships 23%Hire more short-term workers 15%Collaborate, other companies across industries 15%Support mobility and job rotationAttract foreign talent

86 | The Future of Jobs ReportIndustry ProfileMobilityDrivers of ChangeTop Trends Impacting Business ModelsMiddle class in emerging markets 39%Changing nature of work, flexible work 35%Climate change, natural resources 32%Robotics, autonomous transport 29%New energy supplies and technologies 26%Mobile internet, cloud technology 16%Geopolitical volatility 16%Artificial Intelligence 16%Expected Time to Impact on Employee Skills1 Middle class in 2 Changing nature of 3 Climate change, natural emerging markets work, flexible work resources 58% 34% 8% 45% 37% 18% 2202211–– 70% 20% 10% 2202211–– Impact 2015– 2018– 2021– IImpaacctt 2201155–– 2201188–– 2202255 IImpaacctt 2201155–– 2201188–– 2202255felt already 2017 2020 2025 ffeelltt alreeaaddyy 2201177 2202200 ffeelltt alreeaaddyy 2201177 2202200

Workforce DisruptionIndustry AverageSTABLE 61% 16% HARD HARDEREmployment Skills stability Current share of Ease of Ease of outlook female workforce recruitment, current recruitment, 2020Main Job FamiliesJob families Expected Skills Current share of Ease of Ease of change, stability female workforce recruitment, recruitment, 2015–2020 66% 18% current 2020Manufacturing and Production decline Assembly and Factory Workers –1.43% neutral harder Sheet and Structural Metal WorkersArchitecture and Engineering growth 62% 13% hard harder Electrotechnology Engineers 4.83% Industrial and Production EngineersTransportation and Logistics growth 63% 13% hard harder Supply Chain and Logistics Specialists 3.13% Transportation Attendants and ConductorsSales and Related decline 4% 16% hard neutralSales and Marketing Professionals –1.88%Sales Representatives, Wholesale and Technical⬆Expected Impact on Job Quality ⬇ ⬆ Compensation Job security Work-life balance

Industry ProfileMobilitySkills ForecastSkills Change, Overall Industry 2020 CurrentSocial skillsTechnical skillsCognitive abilitiesResource management skillsProcess skillsContent skillsComplex problem solving skillsSystems skillsPhysical abilities 0.000 0.505 01.100 01.155 02.200 02.255 03.300 n  growing skills demand n  stable skills demand n  declining skills demandEmerging Job Families in Focus: Computer and Mathematical & Arts and DesignOccupations Key skills for 2020 Skills familyData Analysts Creativity Cognitive AbilitiesSoftware and Applications Developers and Analysts Active Learning Content SkillsCommercial and Industrial Designers Time Management Resource Management Skills Negotiation Social Skills Programming Technical Skills87 | The Future of Jobs Report

Change Management and Future Workforce PlanningBarriers 71%Insufficient understanding of disruptive changes............................................ 58% believe futureResource constraints.................................................................................... 50% workforce planningPressure from shareholders, short-term profitability....................................... 38%Insufficient priority by line management........................................................ 33% is a leadershipInsufficient priority by top management......................................................... 21% priorityWorkforce strategy not aligned to innovation strategy.................................... 17% 67%Strategies 83% 54% are confidentInvest in reskilling current employees 29% strategies areSupport mobility and job rotation 29%Collaborate, educational institutions 25% suitableOffer apprenticeships 21%Attract foreign talent 17%Target female talent 13%Hire more short-term workersTarget minorities’ talent

88 | The Future of Jobs ReportIndustry ProfileProfessional ServicesDrivers of ChangeTop Trends Impacting Business ModelsChanging nature of work, flexible work 65%Processing power, Big Data 43%Mobile internet, cloud technology 38%Sharing economy, crowdsourcing 25%Consumer ethics, privacy issues 20%Internet of Things 15%Women’s economic power, aspirations 15%Middle class in emerging markets 13%Expected Time to Impact on Employee Skills1 Changing nature of 2 Processing power, Big 3 Mobile internet, cloud work, flexible work Data technology 56% 32% 8% 4% 62% 38% 2201188–– 2202211–– 60% 40% 2201188–– 2202211–– IImmpacctt 220155–– 220188–– 220211–– IImpaacctt 2201155–– 2202200 2202255 IImpaacctt 2201155–– 2202200 2202255fefelltt alreeaaddyy 220177 220200 220255 ffeelltt alreeaaddyy 2201177 ffeelltt alreeaaddyy 2201177

Workforce DisruptionIndustry AverageSTABLE 67% 30% HARD HARDEREmployment Skills stability Current share of Ease of Ease of outlook female workforce recruitment, current recruitment, 2020Main Job FamiliesJob families Expected change, Skills Current share of Ease of Ease of 2015–2020 stability female workforce recruitment, recruitment,Business and Financial Operations stable 77% 48% current 2020 Management and Organisation Analysts 0.33% 54% neutral harder Human Resources Specialists 65% harderComputer and Mathematical strong growth 17% hard 54% neutralData Analysts 5.31% harderSoftware and Applications Developers and AnalystsManagement growth 29% hardGeneral and Operations Managers 1.00%Business Services and Administration ManagersSales and Related decline 56% hard Sales and Marketing Professionals –3.21% Real Estate Sales Agents⬆Expected Impact on Job Quality ⬇ ⬆ Compensation Job security Work-life balance

Industry ProfileProfessional ServicesSkills ForecastSkills Change, Overall Industry 2020 CurrentSocial skillsCognitive abilitiesProcess skillsContent skillsResource management skillsTechnical skillsComplex problem solving skillsSystems skillsPhysical abilities 0.000 0.505 01.100 01.155 02.200 02.255 03.300 n  growing skills demand n  stable skills demand n  declining skills demandEmerging Job Family in Focus: Computer and MathematicalOccupations Key skills for 2020 Skills familyMathematicians, Actuaries and Statisticians Complex Problem Solving Complex Problem Solving SkillsGeospatial Information Scientists and Technologists Problem Sensitivity Cognitive AbilitiesData Analysts Logical Reasoning Cognitive Abilities Mathematical Reasoning Cognitive Abilities ICT Literacy Content Skills89 | The Future of Jobs Report

Change Management and Future Workforce PlanningBarriers 61%Insufficient understanding of disruptive changes............................................ 51% believe futureResource constraints.................................................................................... 49% workforce planningWorkforce strategy not aligned to innovation strategy.................................... 37%Pressure from shareholders, short-term profitability....................................... 35% is a leadershipInsufficient priority by top management......................................................... 23% priorityDon’t know.................................................................................................. 19% 58%Strategies 56% 40% are confidentInvest in reskilling current employees 33% strategies areSupport mobility and job rotation 28%Offer apprenticeships 21% suitableCollaborate, other companies across industries 14%Target female talent 14%Collaborate, educational institutions 12%Collaborate, other companies in industryHire more virtual workers





Country and Re

egional Profiles

92 | The Future of Jobs ReportRegional ProfileAssociation of Southeast AsSample Overview Workforce Disruption Employment L outlook, Industries Main Industries 2015–2020 n Professional Services..........................................15% Industry n Energy...............................................................15% — n Financial Services & Investors.............................15% Consumer n Consumer..........................................................14% Energy — n Others................................................................41% Financial Services — & Investors Professional Services —Number of Employees Ease of Recruitment Occupation types CUR Country/region Mass Employment Assembly and Factory Workers neutral Strategic/Specialist easy Financial Analysts — New and Emerging18% 18% 41% 24% Business Services and Administration ManagersUp to 500– 5,000– More than500 5,000 50,000 50,000

sian Nations CURRENT 2020 Employment Outlook by Main Job Family Current workforce (thousands)Local share of Ease of Local share of Ease of 20,120 Farming, Fishing and Forestry recruitment, recruitment, recruitment, recruitment, specialists specialists overall overall— easy — harder 12,525 Transportation and Logistics— hard — easier 11,579 Sales and Related— easy 51–75% easier 10,317 Office and Administrative— very hard — harder 9,342 Manufacturing and Production 9,113 Management 6,907 Construction and Extraction 5,372 Installation and Maintenance 4,945 Business, Legal and FinancialRRENT 2020 3,604 Computer, Mathematical and Science Sample average Country/region Sample average hard harder neutral 2,712 Arts, Design, Entertainment, Sports, and Media hard neutral harder 2,700 Education and Training — hard hard 2,195 Architecture and Engineering  N/A   l Growing   l Declining   l Stable Not shown: Social and Protective Services (7,226), Healthcare Practitioners (2,419), Hospitality and Food Related (7,046), Personal Care and Service (10,862)

Regional ProfileAssociation of Southeast AsDrivers of Change 46% 38%Top Trends Impacting Industries 38% 38%Mobile internet, cloud technology 31%Changing nature of work, flexible work 31%Processing power, Big Data 23%New energy supplies and technologies 15%Middle class in emerging marketsClimate change, natural resourcesGeopolitical volatilityConsumer ethics, privacy issuesDisruption in Focus: Mobile internet, Cloud TechnologyExpected Time to Impact on Employee Skills Expected Impact on Employment Outlook: Negative 67% 17% 17% 2021– 2025 Impact 2015– 2018–already felt 2017 202093 | The Future of Jobs Report

sian Nations 64% Change Management and Future Workforce Planning believe future workforce planning Barriers is a leadership Pressure from shareholders, short-term profitability.............................. 40% priority Resource constraints........................................................................... 40% Workforce strategy not aligned to innovation strategy........................... 35% Insufficient understanding of disruptive changes................................... 25% Don’t know......................................................................................... 20%Strategies 54% 50% 46%Support mobility and job rotation 31% are confidentAttract foreign talent 31% strategies areInvest in reskilling current employees 23%Hire more short-term workers 15% suitableCollaborate, educational institutions 8%Target female talent 8%Target minorities’ talentCollaborate, other companies in industry

94 | The Future of Jobs Report Workforce Disruption Employment L outlook,Country Profile Main Industries 2015–2020Australia Industry stableSample Overview Professional Services 0.91% Basic and Infrastructure Industries Energy decline Information and –1.67% n Professional Services..........................................27% n Basic and Infrastructure......................................26% Communication Technology growth n Energy...............................................................22% n Information and Communication Technology.........16% 3.57% n Others..................................................................9% growth 3.57%Number of Employees Ease of Recruitment9% 13% 43% 35% Occupation types CUR Country/region Mass Employment Petroleum and Natural Gas neutral Refining Plant Operators hard Strategic/Specialist Sales Representatives, Wholesale — and Technical ProductsUp to 500– 5,000– More than New and Emerging Robotics Engineers500 5,000 50,000 50,000

CURRENT 2020 Employment Outlook by Main Job Family Current workforce (thousands)Local share of Ease of Local share of Ease of 1,452 Management recruitment, recruitment, recruitment, recruitment, specialists specialists overall overall76–100% hard 51–75% harder 1,052 Sales and Related— easy — neutral 962 Office and Administrative76–100% hard 76–100% harder 897 Transportation and Logistics76–100% hard 76–100% harder 685 Business, Legal and Financial 683 Manufacturing and Production 593 Computer, Mathematical and Science 550 Construction and Extraction 458 Installation and MaintenanceRRENT 2020 457 Farming, Fishing and Forestry Sample average Country/region Sample average hard harder neutral 455 Education and Training 416 Arts, Design, Entertainment, Sports, and Mediahard harder harder 386 Architecture and Engineering— hard hard  N/A   l Growing   l Declining   l Stable Not shown: Social and Protective Services (782), Healthcare Practitioners (343), Hospitality and Food Related (634), Personal Care and Service (761)

Country ProfileAustraliaDrivers of Change 52% 38%Top Trends Impacting Industries 38% 29%Changing nature of work, flexible work 24%Climate change, natural resources 24%New energy supplies and technologies 19%Mobile internet, cloud technology 14%Processing power, Big DataGeopolitical volatilitySharing economy, crowdsourcingWomen’s economic power, aspirationsDisruption in Focus: Changing Nature of Work, Flexible WorkExpected Time to Impact on Employee Skills Expected Impact on Employment Outlook: Neutral 60% 40% 2018– 2021– 2020 2025 Impact 2015–already felt 201795 | The Future of Jobs Report

Change Management and Future Workforce Planning 45%Barriers believe future workforce planningResource constraints........................................................................... 93%Pressure from shareholders, short-term profitability.............................. 71% is a leadershipWorkforce strategy not aligned to innovation strategy........................... 57% priorityInsufficient understanding of disruptive changes................................... 57%Insufficient priority by top management................................................ 57%Strategies 61% 55% 33%Invest in reskilling current employees 33% are confidentSupport mobility and job rotation 28% strategies areTarget female talent 22%Collaborate, other companies across industries 22% suitableTarget minorities’ talent 17%Collaborate, other companies in industry 6%Collaborate, educational institutionsAttract foreign talent

96 | The Future of Jobs Report Workforce Disruption Employment L outlook,Country Profile Main Industries 2015–2020Brazil Industry stableSample Overview Professional Services –0.71% Mobility Industries Consumer growth Basic and Infrastructure 3.08% n Professional Services..........................................24% Information and n Mobility..............................................................23% decline n Consumer..........................................................14% Communication Technology –1.11% n Basic and Infrastructure......................................11% Energy n Energy.................................................................8% decline n Information and Communication Technology...........8% –2.00% n Others................................................................14% strong declineNumber of Employees –5.00% strong decline –6.00%3% 16% 34% 47% Ease of Recruitment CUR Country/region Occupation types neutral Mass Employment Assembly and Factory Workers hard Strategic/Specialist — Software and Applications Developers and Analysts New and Emerging Biochemical EngineersUp to 500– 5,000– More than500 5,000 50,000 50,000

CURRENT 2020 Employment Outlook by Main Job Family Current workforce (thousands)Local share of Ease of Local share of Ease of 18,329 Farming, Fishing and Forestry recruitment, recruitment, recruitment, recruitment, specialists specialists overall overall76–100% hard — harder 9,175 Transportation and Logistics76–100% hard 76–100% harder 8,062 Sales and Related76–100% hard 76–100% neutral 7,146 Office and Administrative— easy — neutral 7,042 Manufacturing and Production— neutral — harder 5,510 Management— neutral — neutral 5,237 Construction and Extraction 4,075 Installation and Maintenance 2,507 Business, Legal and FinancialRRENT 2020 1,830 Computer, Mathematical and Science Sample average Country/region Sample average hard neutral neutral 1,376 Arts, Design, Entertainment, Sports, and Mediahard harder harder 1,371 Education and Training 1,115 Architecture and Engineering— hard hard  N/A   l Growing   l Declining   l Stable Not shown: Social and Protective Services (4,699), Healthcare Practitioners (1,227), Hospitality and Food Related (4,992), Personal Care and Service (8,257)

Country ProfileBrazilDrivers of Change 45% 42%Top Trends Impacting Industries 27% 27%Middle class in emerging markets 24%Changing nature of work, flexible work 21%Processing power, Big Data 18%New energy supplies and technologies 12%Mobile internet, cloud technologyClimate change, natural resourcesSharing economy, crowdsourcingConsumer ethics, privacy issuesDisruption in Focus: Middle class in emerging marketsExpected Time to Impact on Employee Skills Expected Impact on Employment Outlook: Negative 73% 20% 7% 2021– 2025 Impact 2015– 2018–already felt 2017 202097 | The Future of Jobs Report

Change Management and Future Workforce Planning 69%Barriers believe future workforce planningInsufficient understanding of disruptive changes................................... 55%Workforce strategy not aligned to innovation strategy........................... 48% is a leadershipPressure from shareholders, short-term profitability.............................. 48% priorityResource constraints........................................................................... 34%Insufficient priority by top management................................................ 28%Strategies 59% 52% 52%Invest in reskilling current employees 28% are confidentSupport mobility and job rotation 28% strategies areTarget female talent 28%Collaborate, educational institutions 17% suitableAttract foreign talent 14%Target minorities’ talent 14%Collaborate, other companies across industriesOffer apprenticeships

98 | The Future of Jobs Report Workforce Disruption Employment L outlook,Country Profile Main Industries 2015–2020China Industry declineSample Overview Professional Services –1.48% Mobility Industries Basic and Infrastructure growth Energy 3.06% n Professional Services..........................................20% Financial Services n Mobility..............................................................15% stable n Basic and Infrastructure......................................15% & Investors 0.50% n Energy...............................................................14% Consumer n Financial Services & Investors.............................13% growth n Consumer............................................................9% 2.06% n Others................................................................14% growthNumber of Employees 2.06% stable –0.56% Ease of Recruitment CUR Country/region Occupation types hard Mass Employment Assembly and Factory Workers hard Strategic/Specialist — Sales Representatives, Wholesale12% 16% 41% 31% and Technical Products New and Emerging Financial and Investment AdvisersUp to 500– 5,000– More than500 5,000 50,000 50,000

CURRENT 2020 Employment Outlook by Main Job FamilyLocal share of Ease of Local share of Ease of Current workforce (thousands) recruitment, recruitment, recruitment, recruitment, — Architecture and Engineering specialists specialists — Arts, Design, Entertainment, Sports, and Media overall overall — Business and Financial Operations — Social and Protective Services51–75% hard 51–75% harder — Computer and Mathematical — Construction and Extraction51–75% hard 76–100% harder — Education and Training — Farming, Fishing and Forestry76–100% hard 26–50% harder — Healthcare Practitioners — Hospitality and Food Related26–50% hard 76–100% neutral — Installation and Maintenance — Life, physical, and social sciences76–100% hard 26–50% harder — Legal — Management51–75% hard 51–75% harder — Manufacturing and Production — Office and AdministrativeRRENT 2020 — Personal Care and Service Sample average — Sales and Related Country/region Sample average — Transportation and Logistics hard harder neutral  N/A   l Growing   l Declining   l Stablehard harder harder— hard hard

Country ProfileChinaDrivers of Change 38% 33%Top Trends Impacting Industries 31% 29%Middle class in emerging markets 21%Changing nature of work, flexible work 21%Processing power, Big Data 19%Mobile internet, cloud technology 17%Internet of ThingsSharing economy, crowdsourcingClimate change, natural resourcesConsumer ethics, privacy issuesDisruption in Focus: Middle class in emerging marketsExpected Time to Impact on Employee Skills Expected Impact on Employment Outlook: Neutral 55% 25% 20% 2021– 2025 Impact 2015– 2018–already felt 2017 202099 | The Future of Jobs Report

Change Management and Future Workforce Planning 61%Barriers believe future workforce planningInsufficient understanding of disruptive changes................................... 64%Resource constraints........................................................................... 55% is a leadershipWorkforce strategy not aligned to innovation strategy........................... 50% priorityPressure from shareholders, short-term profitability.............................. 39%Insufficient priority by top management................................................ 34%Strategies 48% 50% 36%Invest in reskilling current employees 20% are confidentSupport mobility and job rotation 18% strategies areTarget female talent 18%Collaborate, educational institutions 18% suitableTarget minorities’ talent 11%Offer apprenticeships 11%Attract foreign talentCollaborate, other companies across industries

100 | The Future of Jobs Report Workforce Disruption Employment L outlook,Country Profile Main Industries 2015–2020France Industry declineSample Overview Professional Services –3.53% Mobility Industries Financial Services growth n Professional Services..........................................62% & Investors 1.25% n Mobility..............................................................12% n Financial Services & Investors.............................12% growth n Others................................................................14% 0.00%Number of Employees Ease of Recruitment Occupation types CUR Country/region Mass Employment Sales and Marketing Professionals neutral Strategic/Specialist hard Sales and Marketing Professionals — New and Emerging5% 5% 58% 32% Sales Representatives, Wholesale and Technical ProductsUp to 500– 5,000– More than500 5,000 50,000 50,000

CURRENT 2020 Employment Outlook by Main Job Family Current workforce (thousands)Local share of Ease of Local share of Ease of 2,464 Sales and Related recruitment, recruitment, recruitment, recruitment, specialists specialists overall overall76–100% hard — harder 2,453 Transportation and Logistics— hard — harder 2,209 Office and Administrative76–100% neutral — neutral 2,151 Management 1,753 Business, Legal and Financial 1,618 Manufacturing and Production 1,334 Farming, Fishing and Forestry 1,181 Computer, Mathematical and Science 1,120 Construction and ExtractionRRENT 2020 920 Arts, Design, Entertainment, Sports, and Media Sample average Country/region Sample average hard neutral neutral 874 Education and Traininghard harder harder 840 Installation and Maintenance— neutral hard 693 Architecture and Engineering  N/A   l Growing   l Declining   l Stable Not shown: Social and Protective Services (1,745), Healthcare Practitioners (849), Hospitality and Food Related (1,420), Personal Care and Service (1,843)

Country ProfileFranceDrivers of Change 60% 33%Top Trends Impacting Industries 33% 27%Changing nature of work, flexible work 27%Mobile internet, cloud technology 27%Sharing economy, crowdsourcing 20%Middle class in emerging markets 20%Processing power, Big DataNew energy supplies and technologiesYoung demographics in emerging marketsConsumer ethics, privacy issuesDisruption in Focus: Changing Nature of Work, Flexible WorkExpected Time to Impact on Employee Skills Expected Impact on Employment Outlook: Negative 62% 13% 25% 2021– 2025 Impact 2015– 2018–already felt 2017 2020101 | The Future of Jobs Report

Change Management and Future Workforce Planning 75%Barriers believe future workforce planningWorkforce strategy not aligned to innovation strategy........................... 67%Don’t know......................................................................................... 67% is a leadershipResource constraints........................................................................... 50% priorityInsufficient understanding of disruptive changes................................... 42%Pressure from shareholders, short-term profitability.............................. 42%Strategies 33% 58% 33%Invest in reskilling current employees 25% are confidentCollaborate, other companies across industries 25% strategies areTarget female talent 25%Support mobility and job rotation 25% suitableOffer apprenticeships 25%Collaborate, educational institutions 8%Attract foreign talentCollaborate, other companies in industry

102 | The Future of Jobs Report Workforce Disruption Employment L outlook,Country Profile Main Industries 2015–2020Germany Industry growthSample Overview Basic and Infrastructure 1.88% Mobility Industries Professional Services decline Energy –3.67% n Basic and Infrastructure......................................21% Financial Services n Mobility..............................................................21% stable n Professional Services..........................................17% & Investors 0.56% n Energy...............................................................13% Information and n Financial Services & Investors.............................10% decline n Information and Communication Technology...........8% Communication Technology –1.00% n Others................................................................12% stableNumber of Employees –0.63% growth 3.33% Ease of Recruitment CUR Country/region Occupation types neutral Mass Employment Assembly and Factory Workers hard Strategic/Specialist — Sales Representatives, Wholesale24% 8% 22% 46% and Technical ProductsUp to 500– 5,000– More than New and Emerging Sales Representatives, Wholesale and Technical Products500 5,000 50,000 50,000

CURRENT 2020 Employment Outlook by Main Job Family Current workforce (thousands)Local share of Ease of Local share of Ease of 4,480 Office and Administrative recruitment, recruitment, recruitment, recruitment, specialists specialists overall overall26–50% hard 51–75% harder 4,460 Sales and Related51–75% hard 51–75% harder 3,447 Transportation and Logistics76–100% very hard 26–50% harder 2,883 Business, Legal and Financial26–50% easy 51–75% neutral 2,622 Manufacturing and Production51–75% neutral 26–50% harder 2,282 Management— hard — neutral 2,244 Construction and Extraction 1,867 Computer, Mathematical and Science 1,841 Installation and MaintenanceRRENT 2020 1,482 Arts, Design, Entertainment, Sports, and Media Sample average Country/region Sample average hard harder neutral 1,373 Education and Traininghard harder harder 1,184 Farming, Fishing and Forestry 1,075 Architecture and Engineering— hard hard  N/A   l Growing   l Declining   l Stable Not shown: Social and Protective Services (2,569), Healthcare Practitioners (1,390), Hospitality and Food Related (1,978), Personal Care and Service (2,471)

Country ProfileGermanyDrivers of Change 32% 32%Top Trends Impacting Industries 29% 23%Mobile internet, cloud technology 23%Middle class in emerging markets 23%Climate change, natural resources 16%Changing nature of work, flexible work 16%New energy supplies and technologiesConsumer ethics, privacy issuesLongevity, ageing societiesProcessing power, Big DataDisruption in Focus: Mobile internet, cloud technologyExpected Time to Impact on Employee Skills Expected Impact on Employment Outlook: Neutral 60% 40% 2018– 2021– 2020 2025 Impact 2015–already felt 2017103 | The Future of Jobs Report

Change Management and Future Workforce Planning 74%Barriers believe future workforce planningInsufficient understanding of disruptive changes................................... 70%Resource constraints........................................................................... 63% is a leadershipPressure from shareholders, short-term profitability.............................. 52% priorityWorkforce strategy not aligned to innovation strategy........................... 33%Insufficient priority by line management............................................... 26%Strategies 56%Invest in reskilling current employeesSupport mobility and job rotation 30%Attract foreign talent 30% 52%Collaborate, educational institutions 22% are confident strategies areTarget female talent 19% suitableTarget minorities’ talent 19%Collaborate, other companies in industry 15%Collaborate, vocational training and cert. providers 15%

104 | The Future of Jobs ReportRegional ProfileGulf Cooperation CouncilSample Overview Workforce Disruption Employment L outlook, Industries Main Industries 2015–2020 n Consumer..........................................................19% Industry n Information and Communication Technology.........17% stable n Professional Services..........................................15% Consumer 0.00% n Financial Services & Investors.............................14% Information and n Energy...............................................................14% stable n Basic and Infrastructure......................................11% Communication Technology 0.56% n Others................................................................10% Professional Services Financial Services declineNumber of Employees –2.73% & Investors Energy growth 3.75% Basic and Infrastructure growth 2.14% decline –1.43% Ease of Recruitment CUR Country/region Occupation types hard Mass Employment Assembly and Factory Workers hard Strategic/Specialist — General and Operations Managers 10% 60% 30% New and Emerging Managing Directors and Chief ExecutivesUp to 500– 5,000– More than500 5,000 50,000 50,000

CURRENT 2020 Employment Outlook by Main Job Family Current workforce (thousands)Local share of Ease of Local share of Ease of 1,165 Sales and Related recruitment, recruitment, recruitment, recruitment, specialists specialists overall overall51–75% hard 26–50% neutral 957 Transportation and Logistics51–75% hard 26–50% hard 771 Office and Administrative— hard — hard 700 Management26–50% hard 26–50% hard 603 Farming, Fishing and Forestry51–75% neutral 76–100% easier 528 Manufacturing and Production26–50% hard 0–25% easier 484 Business, Legal and Financial 365 Computer, Mathematical and Science 332 Construction and ExtractionRRENT 2020 275 Education and Training Sample average Country/region Sample average hard neutral neutral 271 Arts, Design, Entertainment, Sports, and Mediahard neutral harder 258 Installation and Maintenance— very hard hard 225 Architecture and Engineering  N/A   l Growing   l Declining   l Stable Not shown: Social and Protective Services (1,383), Healthcare Practitioners (238), Hospitality and Food Related (1,288), Personal Care and Service (1,226)

Regional ProfileGulf Cooperation CouncilDrivers of Change 56% 44%Top Trends Impacting Industries 33% 33%New energy supplies and technologies 22%Mobile internet, cloud technology 22%Changing nature of work, flexible work 22%Young demographics in emerging markets 22%Climate change, natural resourcesConsumer ethics, privacy issuesWomen’s economic power, aspirationsGeopolitical volatilityDisruption in Focus: New Energy Supplies and TechnologiesExpected Time to Impact on Employee Skills Expected Impact on Employment Outlook: Positive 60% 2015– 2018– 40% 2017 2020 Impact 2021–already felt 2025105 | The Future of Jobs Report

Change Management and Future Workforce Planning 67%Barriers believe future workforce planningResource constraints........................................................................... 56%Workforce strategy not aligned to innovation strategy........................... 56% is a leadershipInsufficient understanding of disruptive changes................................... 33% priorityNo barriers......................................................................................... 33%Insufficient priority by top management................................................ 22%Strategies 44%Invest in reskilling current employeesCollaborate, educational institutions 44%Attract foreign talent 33% 89%Support mobility and job rotation 22% are confident strategies areTarget female talent 22% suitableOffer apprenticeships 22%Collaborate, other companies in industry 11%Collaborate, vocational training and cert. providers 11%

106 | The Future of Jobs Report Workforce Disruption Employment L outlook,Country Profile Main Industries 2015–2020India Industry stableSample Overview Information and –0.38% Communication Technology Industries growth Mobility 1.15% n Information and Communication Technology.........27% Energy n Mobility..............................................................18% Basic and Infrastructure growth n Energy...............................................................15% Professional Services 1.36% n Basic and Infrastructure......................................14% n Professional Services..........................................11% Consumer growth n Consumer............................................................6% 3.13% n Others................................................................10% strong growthNumber of Employees 5.00% strong growth 5.00%2% 20% 41% 37% Ease of Recruitment CUR Country/region Occupation types neutral Mass Employment Database and Network hard Professionals — Strategic/SpecialistUp to 500– 5,000– More than Software and Applications Developers and Analysts New and Emerging Data Analysts500 5,000 50,000 50,000

CURRENT 2020 Employment Outlook by Main Job FamilyLocal share of Ease of Local share of Ease of Current workforce (thousands) recruitment, recruitment, recruitment, recruitment, — Architecture and Engineering specialists specialists — Arts, Design, Entertainment, Sports, and Media overall overall — Business and Financial Operations — Community, Social and Protective Services51–75% neutral 51–75% neutral — Computer and Mathematical — Construction and Extraction76–100% neutral 76–100% neutral — Education and Training — Farming, Fishing and Forestry76–100% hard 76–100% harder — Healthcare Practitioners — Hospitality and Food Related76–100% hard 51–75% harder — Installation and Maintenance — Life, physical, and social sciences51–75% easy 26–50% harder — Legal — Management76–100% hard 51–75% neutral — Manufacturing and Production — Office and AdministrativeRRENT 2020 — Personal Care and Service Sample average — Sales and Related Country/region Sample average — Transportation and Logistics hard neutral neutral  N/A   l Growing   l Declining   l Stablehard harder harder— hard hard