The Future of Jobs Report - World Economic Forum

Country ProfileIndiaDrivers of Change 43% 40%Top Trends Impacting Industries 33% 27%Changing nature of work, flexible work 27%Climate change, natural resources 23%Processing power, Big Data 17%Mobile internet, cloud technology 17%Middle class in emerging marketsNew energy supplies and technologiesYoung demographics in emerging marketsWomen’s economic power, aspirationsDisruption in Focus: Changing Nature of Work, Flexible WorkExpected Time to Impact on Employee Skills Expected Impact on Employment Outlook: Positive 8% 69% 23% 2021– 2025 Impact 2015– 2018–already felt 2017 2020107 | The Future of Jobs Report

Change Management and Future Workforce Planning 76%Barriers believe future workforce planningInsufficient understanding of disruptive changes................................... 68%Resource constraints........................................................................... 48% is a leadershipPressure from shareholders, short-term profitability.............................. 40% priorityWorkforce strategy not aligned to innovation strategy........................... 28%Insufficient priority by line management............................................... 24%Strategies 48% 60% 48%Invest in reskilling current employees 28% are confidentSupport mobility and job rotation 24% strategies areCollaborate, educational institutions 12%Target female talent 12% suitableAttract foreign talent 8%Target minorities’ talent 8%Offer apprenticeshipsCollaborate, other companies across industries

108 | The Future of Jobs Report Workforce Disruption Employment L outlook,Country Profile Main Industries 2015–2020Italy Industry stableSample Overview Mobility 0.18% Basic and Infrastructure Industries Consumer stable Information and –0.58% n Mobility..............................................................29% n Basic and Infrastructure......................................26% Communication Technology decline n Consumer..........................................................24% Energy –1.82% n Information and Communication Technology.........10% n Energy.................................................................6% stable n Others..................................................................5% 0.56%Number of Employees growth 1.67% Ease of Recruitment CUR Country/region Occupation types neutral Mass Employment Assembly and Factory Workers hard Strategic/Specialist — Electrotechnology Engineers27% 52% 9% 12% New and Emerging Materials 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 2,411 Sales and Related recruitment, recruitment, recruitment, recruitment, specialists specialists overall overall76–100% hard 51–75% easier 2,304 Office and Administrative51–75% hard 51–75% neutral 2,025 Transportation and Logistics76–100% hard 51–75% harder 1,574 Manufacturing and Production76–100% hard — harder 1,339 Construction and Extraction51–75% hard 26–50% easier 1,306 Business, Legal and Financial 1,143 Management 1,097 Installation and Maintenance 980 Farming, Fishing and ForestryRRENT 2020 873 Computer, Mathematical and Science Sample average Country/region Sample average hard neutral neutral 683 Arts, Design, Entertainment, Sports, and Mediahard neutral harder 645 Education and Training— very hard hard 510 Architecture and Engineering  N/A   l Growing   l Declining   l Stable Not shown: Social and Protective Services (1,511), Healthcare Practitioners (632), Hospitality and Food Related (1,303), Personal Care and Service (1,706)

Country ProfileItalyDrivers of Change 46% 46%Top Trends Impacting Industries 42% 23%Changing nature of work, flexible work 23%New energy supplies and technologies 23%Climate change, natural resources 15%Middle class in emerging markets 15%Geopolitical volatilityRobotics, autonomous transportMobile internet, cloud technologyConsumer ethics, privacy issuesDisruption in Focus: Changing Nature of Work, Flexible WorkExpected Time to Impact on Employee Skills Expected Impact on Employment Outlook: Negative 25% 58% 17% 2021– 2025 Impact 2015– 2018–already felt 2017 2020109 | The Future of Jobs Report

Change Management and Future Workforce Planning 63%Barriers believe future workforce planningPressure from shareholders, short-term profitability.............................. 46%Resource constraints........................................................................... 38% is a leadershipInsufficient understanding of disruptive changes................................... 33% priorityWorkforce strategy not aligned to innovation strategy........................... 29%Insufficient priority by top management................................................ 29%Strategies 50% 46% 42%Invest in reskilling current employees 38% are confidentAttract foreign talent 29% strategies areCollaborate, educational institutions 17%Support mobility and job rotation 17% suitableOffer apprenticeships 17%Collaborate, other companies in industry 13%Hire more short-term workersTarget female talent

110 | The Future of Jobs Report Workforce Disruption Employment L outlook,Country Profile Main Industries 2015–2020Japan Industry growthSample Overview Information and 2.78% Communication Technology Industries stable Professional Services 0.00% n Information and Communication Technology.........22% n Professional Services..........................................19% Basic and Infrastructure stable n Basic and Infrastructure......................................19% 0.20% n Media, Entertainment and Information...................9% Media, Entertainment n Consumer............................................................8% and Information stable n Financial Services & Investors...............................8% 0.00% n Others................................................................15% Financial Services & Investors declineNumber of Employees Consumer –3.00% decline –4.44% Ease of Recruitment CUR Country/region Occupation types hard Mass Employment Sales Representatives, Wholesale hard and Technical Products — Strategic/Specialist24% 14% 48% 14% Electrotechnology EngineersUp to 500– 5,000– More than New and Emerging Personal Care Workers in Health Services500 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 8,246 Sales and Related recruitment, recruitment, recruitment, recruitment, specialists specialists overall overall51–75% hard 76–100% harder 8,201 Office and Administrative76–100% hard 51–75% harder 6,431 Transportation and Logistics51–75% hard 51–75% harder 4,694 Manufacturing and Production51–75% very hard 76–100% harder 3,091 Farming, Fishing and Forestry76–100% hard 76–100% harder 2,926 Construction and Extraction76–100% hard 76–100% harder 2,546 Installation and Maintenance 2,443 Business, Legal and Financial 2,308 ManagementRRENT 2020 2,173 Computer, Mathematical and Science Sample average Country/region Sample average hard harder neutral 1,671 Education and Training 1,507 Arts, Design, Entertainment, Sports, and Mediahard harder harder 1,428 Architecture and Engineering— hard hard  N/A   l Growing   l Declining   l Stable Not shown: Social and Protective Services (4,683), Healthcare Practitioners (1,230), Hospitality and Food Related (4,205), Personal Care and Service (4,507)

Country ProfileJapanDrivers of Change 50% 47%Top Trends Impacting Industries 26% 21%Changing nature of work, flexible work 18%Mobile internet, cloud technology 16%Internet of Things 16%Longevity, ageing societies 16%Middle class in emerging marketsClimate change, natural resourcesProcessing power, Big DataNew energy supplies and technologiesDisruption in Focus: Changing Nature of Work, Flexible WorkExpected Time to Impact on Employee Skills Expected Impact on Employment Outlook: Neutral 24% 41% 29% 6% Impact 2015– 2018– 2021–already felt 2017 2020 2025111 | The Future of Jobs Report

Change Management and Future Workforce Planning 86%Barriers believe future workforce planningResource constraints........................................................................... 69%Workforce strategy not aligned to innovation strategy........................... 49% is a leadershipInsufficient understanding of disruptive changes................................... 43% priorityPressure from shareholders, short-term profitability.............................. 43%Don’t know......................................................................................... 29%Strategies 54% 43% 34%Invest in reskilling current employees 23% are confidentSupport mobility and job rotation 23% strategies areAttract foreign talent 14%Target female talent 14% suitableOffer apprenticeships 11%Collaborate, other companies across industries 9%Collaborate, other companies in industryHire more short-term workers

112 | The Future of Jobs Report Workforce Disruption Employment L outlook,Country Profile Main Industries 2015–2020Mexico Industry stableSample Overview Consumer 0.00% Mobility Industries Financial Services growth 1.54% n Consumer..........................................................27% & Investors n Mobility..............................................................18% Basic and Infrastructure growth n Basic and Infrastructure......................................12% Information and 4.00% n Financial Services & Investors.............................12% n Information and Communication Technology...........8% Communication Technology growth n Energy.................................................................7% Energy 2.92% n Others................................................................16% growthNumber of Employees 2.50% growth 1.88% Ease of Recruitment CUR Country/region Occupation types neutral Mass Employment Assembly and Factory Workers hard Strategic/Specialist — Business Services and12% 18% 39% 31% Administration ManagersUp to 500– 5,000– More than New and Emerging Food Processing and Related Trades Workers500 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 5,536 Transportation and Logistics recruitment, recruitment, recruitment, recruitment, specialists specialists overall overall76–100% hard 76–100% harder 5,038 Farming, Fishing and Forestry51–75% hard 26–50% harder 4,489 Sales and Related76–100% hard 51–75% harder 3,773 Manufacturing and Production76–100% neutral — harder 3,255 Office and Administrative76–100% hard — easier 2,566 Construction and Extraction76–100% hard 76–100% easier 2,257 Management 1,815 Installation and Maintenance 1,388 Business, Legal and FinancialRRENT 2020 1,031 Computer, Mathematical and Science Sample average Country/region Sample average hard neutral neutral 775 Education and Traininghard harder harder 770 Arts, Design, Entertainment, Sports, and Media 633 Architecture and Engineering— hard hard  N/A   l Growing   l Declining   l Stable Not shown: Social and Protective Services (3,565), Healthcare Practitioners (681), Hospitality and Food Related (3,834), Personal Care and Service (5,886)

Country ProfileMexicoDrivers of Change 42% 33%Top Trends Impacting Industries 31% 25%Changing nature of work, flexible work 25%Mobile internet, cloud technology 19%Middle class in emerging markets 17%Climate change, natural resources 14%Processing power, Big DataNew energy supplies and technologiesGeopolitical volatilityInternet of ThingsDisruption in Focus: Changing Nature of Work, Flexible WorkExpected Time to Impact on Employee Skills Expected Impact on Employment Outlook: Positive 38% 46% 8% 8% Impact 2015– 2018– 2021–already felt 2017 2020 2025113 | The Future of Jobs Report

Change Management and Future Workforce Planning 80%Barriers believe future workforce planningInsufficient understanding of disruptive changes................................... 63%Pressure from shareholders, short-term profitability.............................. 57% is a leadershipResource constraints........................................................................... 53% priorityWorkforce strategy not aligned to innovation strategy........................... 30%Don’t know......................................................................................... 27%Strategies 40% 63% 30%Invest in reskilling current employees 27% are confidentTarget female talent 23% strategies areSupport mobility and job rotation 23%Offer apprenticeships 20% suitableCollaborate, educational institutions 17%Target minorities’ talent 13%Attract foreign talentCollaborate, other companies across industries

114 | The Future of Jobs Report Workforce Disruption Employment L outlook,Country Profile Main Industries 2015–2020South Africa Industry growthSample Overview Financial Services 1.25% & Investors Industries decline Basic and Infrastructure –3.79% n Financial Services & Investors.............................35% Information and n Basic and Infrastructure......................................28% decline n Information and Communication Technology.........11% Communication Technology –3.75% n Mobility..............................................................10% Mobility n Professional Services............................................7% Professional Services growth n Consumer............................................................5% 2.78% n Others..................................................................5% Consumer declineNumber of Employees –1.25% decline –2.00% Ease of Recruitment CUR Country/region Occupation types hard Mass Employment Assembly and Factory Workers hard Strategic/Specialist — Sales and Marketing Professionals0% 11% 49% 40% New and Emerging Data AnalystsUp 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 1,609 Sales and Related recruitment, recruitment, recruitment, recruitment, specialists specialists overall overall76–100% hard 51–75% neutral 1,562 Transportation and Logistics51–75% hard 51–75% harder 1,530 Management76–100% hard 76–100% neutral 1,444 Office and Administrative76–100% hard — harder 1,152 Manufacturing and Production— easy — harder 896 Construction and Extraction— neutral — neutral 705 Farming, Fishing and Forestry 652 Installation and Maintenance 458 Business, Legal and FinancialRRENT 2020 259 Computer, Mathematical and Science Sample average Country/region Sample average hard neutral neutral 219 Arts, Design, Entertainment, Sports, and Mediahard neutral harder 186 Education and Training— very hard hard 137 Architecture and Engineering  N/A   l Growing   l Declining   l Stable Not shown: Social and Protective Services (808), Healthcare Practitioners (218), Hospitality and Food Related (894), Personal Care and Service (1,596)

Country ProfileSouth AfricaDrivers of Change 38% 34%Top Trends Impacting Industries 31% 25%Processing power, Big Data 25%Changing nature of work, flexible work 22%Middle class in emerging markets 22%Mobile internet, cloud technology 19%Geopolitical volatilityClimate change, natural resourcesSharing economy, crowdsourcingNew energy supplies and technologiesDisruption in Focus: Processing power, Big DataExpected Time to Impact on Employee Skills Expected Impact on Employment Outlook: Negative 50% 50% 2018– 2021– 2020 2025 Impact 2015–already felt 2017115 | The Future of Jobs Report

Change Management and Future Workforce Planning 60%Barriers believe future workforce planningInsufficient understanding of disruptive changes................................... 68%Resource constraints........................................................................... 52% is a leadershipWorkforce strategy not aligned to innovation strategy........................... 44% priorityPressure from shareholders, short-term profitability.............................. 36%Insufficient priority by line management............................................... 28%Strategies 56% 44% 32%Invest in reskilling current employees 32% are confidentTarget female talent 16% strategies areSupport mobility and job rotation 12%Attract foreign talent 12% suitableOffer apprenticeships 12%Collaborate, educational institutionsTarget minorities’ talent 4%Collaborate, other companies across industries

116 | The Future of Jobs Report Workforce Disruption Employment L outlook,Country Profile Main Industries 2015–2020Turkey Industry stableSample Overview Media, Entertainment 0.00% and Information Industries growth Financial Services 4.62% n Media, Entertainment and Information.................31% & Investors n Financial Services & Investors.............................29% growth n Mobility..............................................................10% Consumer 4.00% n Consumer..........................................................10% n Others................................................................20% Mobility growth 1.00%Number of Employees Ease of Recruitment Occupation types CUR Country/region Mass Employment Assembly and Factory Workers hard Strategic/Specialist very hard Assembly and Factory Workers — New and Emerging 6% Nanosystems Engineers24% 35% 35%Up 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 5,053 Farming, Fishing and Forestry recruitment, recruitment, recruitment, recruitment, specialists specialists overall overall51–75% very hard 51–75% harder 2,450 Transportation and Logistics51–75% hard 26–50% neutral 2,003 Manufacturing and Production76–100% hard 76–100% harder 1,979 Sales and Related76–100% hard 76–100% harder 1,636 Management 1,628 Office and Administrative 1,594 Construction and Extraction 1,318 Installation and Maintenance 665 Business, Legal and FinancialRRENT 2020 582 Computer, Mathematical and Science Sample average Country/region Sample average hard neutral neutral 446 Education and Traininghard harder harder 406 Arts, Design, Entertainment, Sports, and Media— hard hard 380 Architecture and Engineering  N/A   l Growing   l Declining   l Stable Not shown: Social and Protective Services (1,554), Healthcare Practitioners (334), Hospitality and Food Related (1,596), Personal Care and Service (2,309)

Country ProfileTurkeyDrivers of Change 47% 33%Top Trends Impacting Industries 33% 33%Changing nature of work, flexible work 27%Mobile internet, cloud technology 20%Middle class in emerging markets 20%Geopolitical volatility 20%Young demographics in emerging marketsClimate change, natural resourcesProcessing power, Big DataSharing economy, crowdsourcingDisruption in Focus: Changing Nature of Work, Flexible WorkExpected Time to Impact on Employee Skills Expected Impact on Employment Outlook: Positive 14% 57% 29% 2021– 2025 Impact 2015– 2018–already felt 2017 2020117 | The Future of Jobs Report

Change Management and Future Workforce Planning 64%Barriers believe future workforce planningInsufficient understanding of disruptive changes................................... 50%Resource constraints........................................................................... 50% is a leadershipPressure from shareholders, short-term profitability.............................. 50% priorityWorkforce strategy not aligned to innovation strategy........................... 50%Don’t know......................................................................................... 36%Strategies 71% 50% 36%Invest in reskilling current employees 29% are confidentSupport mobility and job rotation 29% strategies areTarget female talent 21%Offer apprenticeships 14% suitableCollaborate, educational institutions 14%Attract foreign talentHire more short-term workers 7%Collaborate, other companies across industries

118 | The Future of Jobs ReportCountry ProfileUnited KingdomSample Overview Workforce Disruption Employment L outlook, Industries Main Industries 2015–2020 n Professional Services..........................................32% Industry n Financial Services & Investors.............................16% stable n Media, Entertainment and Information.................15% Professional Services 0.16% n Information and Communication Technology.........14% n Energy...............................................................12% Financial Services stable n Basic and Infrastructure........................................4% & Investors 0.00% n Others..................................................................6% Media, Entertainment growthNumber of Employees and Information 2.50% Information and growth Communication Technology 1.36% Energy growth Basic and Infrastructure 2.69% decline –1.00% Ease of Recruitment CUR Country/region Occupation types neutral Mass Employment Client Information and hard Customer Service Workers — Strategic/Specialist10% 13% 32% 45% LawyersUp to 500– 5,000– More than New and Emerging Software and Applications Developers and Analysts500 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 3,599 Management recruitment, recruitment, recruitment, recruitment, specialists specialists overall overall51–75% neutral 26–50% neutral 2,846 Sales and Related76–100% neutral 51–75% harder 2,445 Office and Administrative76–100% hard 51–75% harder 2,111 Transportation and Logistics51–75% hard 51–75% harder 1,981 Business, Legal and Financial26–50% hard 0–25% harder 1,808 Computer, Mathematical and Science— neutral — neutral 1,463 Manufacturing and Production 1,394 Education and Training 1,241 Arts, Design, Entertainment, Sports, and MediaRRENT 2020 1,198 Architecture and Engineering Sample average Country/region Sample average hard neutral neutral 1,192 Construction and Extraction 935 Installation and Maintenancehard harder harder 900 Farming, Fishing and Forestry— neutral hard  N/A   l Growing   l Declining   l Stable Not shown: Social and Protective Services (2,294), Healthcare Practitioners (1,002), Hospitality and Food Related (1,855), Personal Care and Service (2,218)

Country ProfileUnited KingdomDrivers of Change 49% 45%Top Trends Impacting Industries 40% 30%Mobile internet, cloud technology 23%Changing nature of work, flexible work 17%Processing power, Big Data 15%Middle class in emerging markets 13%Geopolitical volatilityNew energy supplies and technologiesClimate change, natural resourcesInternet of ThingsDisruption in Focus: Mobile internet, cloud technologyExpected Time to Impact on Employee Skills Expected Impact on Employment Outlook: Neutral 78% 17% 4% 2021– 2025 Impact 2015– 2018–already felt 2017 2020119 | The Future of Jobs Report

Change Management and Future Workforce Planning 76%Barriers believe future workforce planningInsufficient understanding of disruptive changes................................... 62%Resource constraints........................................................................... 55% is a leadershipPressure from shareholders, short-term profitability.............................. 45% priorityWorkforce strategy not aligned to innovation strategy........................... 36%Insufficient priority by top management................................................ 24%Strategies 48% 57% 38%Invest in reskilling current employees 36% are confidentSupport mobility and job rotation 19% strategies areTarget female talent 17%Offer apprenticeships 17% suitableCollaborate, educational institutions 12%Attract foreign talent 5%Target minorities’ talentHire more short-term workers

120 | The Future of Jobs Report Workforce Disruption Employment L outlook,Country Profile Main Industries 2015–2020United States Industry growthSample Overview Professional Services 1.77% Financial Services Industries growth & Investors 2.76% n Professional Services..........................................21% Information and n Financial Services & Investors.............................17% stable n Information and Communication Technology.........13% Communication Technology 0.43% n Basic and Infrastructure......................................13% Basic and Infrastructure n Healthcare.........................................................11% Healthcare stable n Energy.................................................................9% 0.21% n Others................................................................15% Energy declineNumber of Employees –2.14% decline –2.35% Ease of Recruitment CUR Country/region Occupation types neutral Mass Employment Assembly and Factory Workers hard Strategic/Specialist — Data Analysts12% 12% 36% 40% New and Emerging Data AnalystsUp 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 22,766 Office and Administrative recruitment, recruitment, recruitment, recruitment, specialists specialists overall overall51–75% neutral 26–50% harder 15,423 Sales and Related51–75% hard 26–50% neutral 9,749 Transportation and Logistics26–50% neutral 26–50% neutral 9,230 Manufacturing and Production51–75% hard 26–50% harder 9,216 Education and Training51–75% hard 26–50% harder 9,158 Management26–50% hard 26–50% neutral 8,834 Business, Legal and Financial 6,502 Construction and Extraction 5,681 Installation and MaintenanceRRENT 2020 5,379 Computer, Mathematical and Science Sample average Country/region Sample average hard neutral neutral 2,624 Arts, Design, Entertainment, Sports, and Mediahard harder harder 2,533 Architecture and Engineering— hard hard 972 Farming, Fishing and Forestry  N/A   l Growing   l Declining   l Stable Not shown: Social and Protective Services (5,909), Healthcare Practitioners (8,236), Hospitality and Food Related (12468), Personal Care and Service (11,623)

Country ProfileUnited StatesDrivers of Change 38% 34%Top Trends Impacting Industries 33% 29%Changing nature of work, flexible work 23%Mobile internet, cloud technology 21%Middle class in emerging markets 20%Processing power, Big Data 16%Climate change, natural resourcesNew energy supplies and technologiesGeopolitical volatilitySharing economy, crowdsourcingDisruption in Focus: Changing Nature of Work, Flexible WorkExpected Time to Impact on Employee Skills Expected Impact on Employment Outlook: Neutral 45% 45% 6% 2021– 2025 Impact 2015– 2018–already felt 2017 2020121 | The Future of Jobs Report

Change Management and Future Workforce Planning 74%Barriers believe future workforce planningInsufficient understanding of disruptive changes................................... 60%Resource constraints........................................................................... 55% is a leadershipPressure from shareholders, short-term profitability.............................. 48% priorityWorkforce strategy not aligned to innovation strategy........................... 40%Insufficient priority by line management............................................... 22%Strategies 51% 56% 38%Invest in reskilling current employees 26% are confidentSupport mobility and job rotation 21% strategies areTarget female talent 21%Attract foreign talent 16% suitableCollaborate, educational institutions 14%Target minorities’ talent 12%Collaborate, other companies across industriesOffer apprenticeships





Industry Gende

er Gap Profiles

124 | The Future of Jobs ReportIndustry Gender Gap ProfileBasic and InfrastructureWorkforce Disruption, 2015–2020Industry AverageSTABLE 58% 13% 35% HARDER NEU Employment Skills stability Current share Gender wage gap Relative ease of Relati outlook of women recruitment, current recruitmMain Job FamiliesJob families Employment Skills Current share Gender Relative ease of Re outlook stability of women wage gap recruiting women, recr 62% 9%Manufacturing and Production decline 42% current Assembly and Factory Workers –1.84% 59% much harder Chemical Processing Plant Operators 72%Architecture and Engineering stable 44% 11% 19% harder Chemical Engineers 0.73% Civil EngineersConstruction and Extraction decline 9% 38% much harder Mining and Petroleum Extraction Workers –2.18% Construction LaborersManagement stable 11% 64% harder Business Services and Administration Managers 0.41% Manufacturing, Mining and Construction ManagersJob Family in Focus: Management ⬇ ⬆⬆Job family with largest share of women Job security Work-life balance Compensation

UTRAL Composition by Role and Level ive ease of Percentage of Women ment, 2020 2% 35%elative ease of ruiting women, CEOs Board Members 2020 Current Expected in 2020 harder neutral harder neutral 22% 13% 9% 29% 21% 17% Junior level Middle level Senior level Junior level Middle level Senior level 14% 20% 23% 27% Line roles Staff roles Line roles Staff roles

Industry Gender Gap ProfileBasic and InfrastructureCompanies’ Rationales for Gender ParityFairness and equality 39%Enhance innovation 33%External pressuresreputation 28%Government regulation 22%Enhance decision-making 19%No rationale 17%Reflect gender composition of customer base 14% 10% 35% 35%Perceive women’s economic Perceive attracting female Perceive a gender wage gap forpower, aspirations as a driver talent as a key future equally qualified employees in the workforce strategy of change same roleFemale Share of Customer Base16% 28% 26% 30% 18% 24%Current 2020 Current 2020 Current 2020Business-to-business Business-to-consumer Business-to-government58% of total customers 21% of total customers 20% of total customers125 | The Future of Jobs Report

Companies’ Approaches to Leveraging Female Talent 50%Barriers believe that gender parity is aUnconscious bias among managers.............................................................. 50% leadership priorityLack of role models..................................................................................... 44%Lack of work-life balance............................................................................. 42%Lack of qualified incoming talent.................................................................. 33%Unclear career paths.................................................................................... 31%Women’s confidence, aspirations.................................................................. 28%StrategiesSet targets and measure progress 46%Build awareness of the benefits among managers 41%Development and leadership training of women 35% 58%Promote work-life balance 32% are confident strategies areDemonstrate leadership commitment 27% suitableOffer, support flexible work 24%No strategy 22%Don’t know 19%

126 | The Future of Jobs ReportIndustry Gender Gap ProfileConsumerWorkforce Disruption, 2015–2020Industry AverageSTABLE 70% 27% 49% HARDER HA Employment Skills stability Current share Gender wage gap Relative ease of Relati outlook of women recruitment, current recruitmMain Job FamiliesJob families Employment Skills Current share Gender Relative ease of Re outlook stability of women wage gap recruiting women, recrManufacturing and Production decline 62% 22% Assembly and Factory Workers –3.57% 43% current Food Processing and Related Trades Workers 78% harder stableSales and Related 0.83% 67% 52% 47% harder Shop Salespersons Sales Representatives, Wholesale and Technical stable 70% 44% 83% harder –0.88%Business and Financial Operations 22% 50% harder Sales and Marketing Professionals decline Management and Organisation Analysts –1.00%Management General and Operations Managers Business Services and Administration ManagersJob Family in Focus: Sales and Related ⬇ ⬌ Job security⬆Job family with largest share of women Work-life balanceCompensation

Composition by Role and Level Percentage of WomenARDER 10% 21% ive ease of CEOs Board Members ment, 2020 Current Expected in 2020 elative ease of ruiting women, 2020 harder harder neutral harder 33% 26% 16% 37% 33% 24% Junior level Middle level Senior level Junior level Middle level Senior level 31% 37% 34% 41% Line roles Staff roles Line roles Staff roles

Industry Gender Gap ProfileConsumerCompanies’ Rationales for Gender ParityFairness and equality 75%Reflect gender composition of customer base 35%Expand talent pool 30%Enhance innovation 20%External pressuresreputation 20%Enhance decision-making 15%Financial returns 10% 21% 25% 49%Perceive women’s economic Perceive attracting female Perceive a gender wage gap forpower, aspirations as a driver talent as a key future equally qualified employees in the workforce strategy of change same roleFemale Share of Customer Base14% 18% 47% 49% 11% 15%Current 2020 Current 2020 Current 2020Business-to-business Business-to-consumer Business-to-government24% of total customers 65% of total customers 11% of total customers127 | The Future of Jobs Report

Companies’ Approaches to Leveraging Female Talent 60%Barriers believe that gender parity is aLack of work-life balance............................................................................. 70% leadership priorityUnconscious bias among managers.............................................................. 55%Lack of role models..................................................................................... 40%Unclear career paths.................................................................................... 30%Women’s confidence, aspirations.................................................................. 30%Societal pressures....................................................................................... 25%StrategiesPromote work-life balance 50%Development and leadership training of women 45%Build awareness of the benefits among managers 40% 55%Set targets and measure progress 30% are confident strategies areTransparent career paths, salary structures 30% suitableDemonstrate leadership commitment 25%Offer, support flexible work 25%Support women’s integration into the value chain 25%

128 | The Future of Jobs ReportIndustry Gender Gap ProfileEnergyWorkforce Disruption, 2015–2020Industry AverageSTABLE 70% 15% 31% HARDER NEU Employment Skills stability Current share Gender wage gap Relative ease of Relati outlook of women recruitment, current recruitmMain Job FamiliesJob families Employment Skills Current share Gender Relative ease of Re outlook stability of women wage gap recruiting women, recr 65% 11%Architecture and Engineering growth 33% current Energy and Petroleum Engineers 1.70% 62% harder Electrotechnology Engineers 92%Manufacturing and Production decline 100% 22% 23% harderAssembly and Factory Workers –3.11%Petroleum and Natural Gas Refining Plant OperatorsManagement growth 16% 50% harder General and Operations Managers 2.06% Business Services and Administration ManagersConstruction and Extraction decline 15% 20% harder Mining and Petroleum Extraction Workers –1.15% Mining and Petroleum Plant OperatorsJob Family in Focus: Manufacturing and Production⬆Job family with largest share of women ⬇ ⬆Compensation Job security Work-life balance

UTRAL Composition by Role and Level ive ease of Percentage of Women ment, 2020 0% 32%elative ease of ruiting women, CEOs Board Members 2020 Current Expected in 2020 neutral neutral easier harder 24% 19% 11% 27% 27% 20% Junior level Middle level Senior level Junior level Middle level Senior level 19% 22% 25% 30% Line roles Staff roles Line roles Staff roles

Industry Gender Gap ProfileEnergyCompanies’ Rationales for Gender ParityFairness and equality 50%Enhance decision-making 45%Reflect gender composition of customer base 40%Expand talent pool 25%Enhance innovation 20%Government regulation 15%Demand by employees 10% 13% 36% 31%Perceive women’s economic Perceive attracting female Perceive a gender wage gap forpower, aspirations as a driver talent as a key future equally qualified employees in the workforce strategy of change same roleFemale Share of Customer Base18% 23% 26% 26% 18% 19%Current 2020 Current 2020 Current 2020Business-to-business Business-to-consumer Business-to-government51% of total customers 19% of total customers 21% of total customers129 | The Future of Jobs Report

Companies’ Approaches to Leveraging Female Talent 75%Barriers believe that gender parity is aUnconscious bias among managers.............................................................. 70% leadership priorityLack of qualified incoming talent.................................................................. 60%Lack of role models..................................................................................... 55%Lack of work-life balance............................................................................. 30%Societal pressures....................................................................................... 25%Don’t know.................................................................................................. 15%StrategiesDemonstrate leadership commitment 45%Set targets and measure progress 40%Development and leadership training of women 35% 65%Build awareness of the benefits among managers 30% are confident strategies areTransparent career paths, salary structures 25% suitableOffer, support flexible work 25%Support women’s integration into the value chain 25%Promote work-life balance 15%

130 | The Future of Jobs ReportIndustry Gender Gap ProfileFinancial Services & InvestoWorkforce Disruption, 2015–2020Industry AverageGROWTH 57% 29% 38% HARDER NEU Employment Skills stability Current share Gender wage gap Relative ease of Relati outlook of women recruitment, current recruitmMain Job FamiliesJob families Employment Skills Current share Gender Relative ease of Re outlook stability of women wage gap recruiting women, recrBusiness and Financial Operations stable 63% 36% Financial and Investment Advisers 0.79% 36% current Investment Fund Managers 60% harder growthComputer and Mathematical 4.50% 70% 35% 27% harder Data Analysts Information Security Analysts stable 48% 38% 63% harder –0.68%Sales and Related 26% 7% harder Securities and Finance Dealers and Brokers growth Sales and Purchasing Agents and Brokers 2.20%Management General and Operations Managers Business Services and Administration ManagersJob Family in Focus: Sales and Related ⬇ ⬌ Job security⬇Job family with largest share of women Work-life balanceCompensation

ors Composition by Role and LevelUTRAL Percentage of Women ive ease of 9% 35% ment, 2020 CEOs Board Members elative ease of ruiting women, Current Expected in 2020 2020 neutral harder easier neutral 43% 33% 20% 43% 40% 30% Junior level Middle level Senior level Junior level Middle level Senior level 35% 42% 39% 43% Line roles Staff roles Line roles Staff roles

Industry Gender Gap ProfileFinancial Services & InvestoCompanies’ Rationales for Gender ParityFairness and equality 60%Reflect gender composition of customer base 43%Enhance innovation 43%Enhance decision-making 30%Expand talent pool 23%Financial returns 17%Government regulation 13% 9% 30% 38%Perceive women’s economic Perceive attracting female Perceive a gender wage gap forpower, aspirations as a driver talent as a key future equally qualified employees in the workforce strategy of change same roleFemale Share of Customer Base20% 32% 40% 41% 16% 27%Current 2020 Current 2020 Current 2020Business-to-business Business-to-consumer Business-to-government37% of total customers 39% of total customers 16% of total customers131 | The Future of Jobs Report

ors 63% Companies’ Approaches to Leveraging Female Talent believe that gender parity is a Barriers leadership priority Lack of work-life balance............................................................................. 53% Lack of role models..................................................................................... 47% Women’s confidence, aspirations.................................................................. 43% Unconscious bias among managers.............................................................. 37% Lack of talent, leadership development for women........................................ 23% Unclear career paths.................................................................................... 20%StrategiesOffer, support flexible work 43%Promote work-life balance 43%Demonstrate leadership commitment 37% 70%Set targets and measure progress 33% are confident strategies areDevelopment and leadership training of women 30% suitableTransparent career paths, salary structures 23%Build awareness of the benefits among managers 20%No strategy 20%