# embedding_metadata

key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 202
# Switzerland

## Contextual indicators

| Regional average | Income Group average |
|---|---|
| **INDICATORS** | min | max |
| Labour force participation (2023) |  |  |
| Vulnerable employment (2022) |  |  |
| Share of youth not in employment, education, or training (NEET) (2023) |  |  |
| Unemployment rate (2023) |  |  |
| Unemployment rate among workers with basic edu. (2023) |  |  |
| Unemployment rate among workers with advanced edu. (2023) |  |  |
| **INDICATORS** | min | max |
| Secondary Education Attainment (2023) | 68% | 84% |
| Tertiary Education Attainment (2022) | 10% | 40% |
| Ease of finding skilled employees in local labour market (2024) | 7% | 4 |
| Fill vacancies by hiring foreign labour (2024) | 7% | 5 |
| Country investment in mid-career training (2022) | 3% | 5 |

Working Age Population (Millions): **6.6**

## Jobs and Skills outlook

* **14%** (Global 22%): Labour-market churn (Five-year structural labour-force churn)
* **41%** (Global 39%): Skill disruption (Shares of core skills which will change)
* **97%** (Global 83%): Organizations with DEI priorities (Share of organizations with DEI priorities)
* **95%** (Global 88%): AI exposure (Share of organizations running AI programmes)


## Trend outlook

### Macrotrends driving business transformation

Share of organizations surveyed that identified this trend as likely to drive transformation in their organization:

| Trend | Economy | Global |
|---|---|---|
| Broadening digital access |  |  |
| Increased efforts and investments to reduce carbon emissions |  |  |
| Increased efforts and investments to adapt to climate change |  |  |
| Increased focus on labour and social issues |  |  |
| Ageing and declining working-age populations |  |  |
| Rising cost of living, higher prices or inflation |  |  |
| Increased geopolitical division and conflicts |  | 66% |
| Slower economic growth |  | 59% |
| Growing working-age populations |  | 57% |
| Stricter anti-trust and competition regulations |  | 45% |
| Increased restrictions to global trade and investment |  | 45% |
| Increased government subsidies and industrial policy |  | 40% |

### Technology trends driving business transformation

Share of organizations surveyed that identify the technology trend as likely to drive business transformation:

| Trend | Economy | Global |
|---|---|---|
| AI and information processing technologies (big data, VR, AR…) |  |  |
| Robots and autonomous systems |  |  |
| Energy generation, storage and distribution |  |  |
| New materials and composites |  |  |
| Semiconductors and computing technologies |  |  |
| Biotechnology and gene technologies |  | 96% |
| Satellites and space technologies |  | 60% |
| Sensing, laser and optical technologies |  | 36% |
| Quantum and encryption |  | 32% |

## Jobs outlook

### Key roles for business transformation

Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)

| Role | Net growth | Global net growth | Churn |
|---|---|---|---|
| Data Analysts and Scientists | 36 | 41 | 36 |
| AI and Machine Learning Specialists | 31 | 82 | 31 |
| Business Intelligence Analysts | 13 | 18 | 30 |
| Managing Directors and Chief Executives | 6 | 5 | 6 |
| General and Operations Managers | 0 | 4 | 1 |
| Administrative Assistants and Executive Secretaries | -16 | -20 | 25 |


## Skill outlook

### Skills of increasing use by 2030

Skills of the most increase in use by 2030

| Core Skills of 2025 | Economy | Global |
|---|---|---|
| Resilience, flexibility and agility |  | 84% |
| Leadership and social influence |  | 67% |
| Motivation and self-awareness |  | 63% |
| Curiosity and lifelong learning |  | 63% |
| Empathy and active listening |  | 56% |
| Skills of Increasing Use by 2030 | | |
| AI and big data |  | 92% |
| Technological literacy |  | 82% |
| Networks and cybersecurity |  | 73% |
| Curiosity and lifelong learning |  | 64% |
| Resilience, flexibility and agility |  | 60% |

Future of Jobs Report 2025 202

## Visual Description

The image presents data related to Switzerland's economy and future job market trends. It includes bar charts, horizontal bar charts with min/max values, and a combination chart visualizing net growth and churn.

Several key insights emerge:

* **Education and Skills:** Switzerland has high secondary education attainment (68%) but lower tertiary education attainment (10%). Finding skilled employees is relatively easy.
* **Labour Market:**  There's a relatively low labour market churn (14%) and significant skill disruption expected (41%). 
* **DEI and AI:** A vast majority of organizations prioritize DEI (97%) and utilize AI (95%).
* **Business Transformation Drivers:**  Broadening digital access, carbon reduction efforts, and adapting to climate change are key drivers of business transformation. Geopolitical division and conflicts are also prominent global concerns.
* **Technology Trends:** AI, robotics, and biotechnology are key technology trends driving business transformation.
* **Job Roles:**  Data Analysts and Scientists, AI/ML specialists, and Business Intelligence Analysts are experiencing significant net growth. Administrative roles are declining.
* **Skills:**  Resilience, flexibility, agility, leadership, and social influence are important core skills.  AI/big data, technological literacy, and networks/cybersecurity are skills with increasing demand.

The visualizations suggest Switzerland is focused on digital transformation, AI adoption, and DEI initiatives. While facing potential challenges in tertiary education attainment and skill gaps, the country seems well-positioned for future technological advancements. The data also reveals the growing importance of adaptability and digital literacy in the evolving job market.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 200
# Sweden

## Contextual Indicators

| INDICATORS | Year | Min | Max |
|---|---|---|---|
| Labour force participation | (2023) |  |  |
| Vulnerable employment | (2022) |  |  |
| Share of youth not in employment, education, or training (NEET) | (2023) |  |  |
| Unemployment rate | (2023) |  |  |
| Unemployment rate among workers with basic edu. | (2023) |  |  |
| Unemployment rate among workers with advanced edu. | (2023) |  |  |

## Jobs and Skills outlook

* **Labour-market churn:** 10% (Global 22%)
  * Five-year structural labour-force churn
* **Skill disruption:** 34% (Global 39%)
  * Shares of core skills which will change

## Trend outlook

### Macrotrends driving business transformation

* **Share of organizations surveyed that identified this trend as likely to drive transformation in their organization**

| Trend | Economy | Global |
|---|---|---|
| Broadening digital access |  |  |
| Increased efforts and investments to reduce carbon emissions |  |  |
| Rising cost of living, higher prices or inflation |  |  |
| Ageing and declining working-age populations |  |  |
| Increased efforts and investments to adapt to climate change |  |  |
| Growing working-age populations |  |  |
| Slower economic growth |  | 41% |
| Increased geopolitical division and conflicts |  | 38% |
| Increased restrictions to global trade and investment |  | 21% |
| Stricter anti-trust and competition regulations |  | 21% |
| Increased focus on labour and social issues |  | 17% |
| Increased government subsidies and industrial policy |  | 14% |


### Technology trends driving business transformation

* **Share of organizations surveyed that identify the technology trend as likely to drive business transformation**

| Trend | Economy | Global |
|---|---|---|
| AI and information processing technologies (big data, VR, AR...) |  |  |
| Robots and autonomous systems |  |  |
| Energy generation, storage and distribution |  |  |
| Semiconductors and computing technologies |  |  |
| Sensing, laser and optical technologies |  | 21% |
| New materials and composites |  | 17% |
| Quantum and encryption |  | 7% |
| Satellites and space technologies |  | 3% |


## Jobs outlook

### Key roles for business transformation

* **Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)**

| Role | Net growth | Global net growth | Churn |
|---|---|---|---|
| AI and Machine Learning Specialists | 67 | 82 | 67 |
| Business Intelligence Analysts | 6 | 18 | 6 |
| Assembly and Factory Workers | -6 | 0 | 14 |
| Accountants and Auditors | -12 | -8 | 15 |
| Accounting, Bookkeeping and Payroll Clerks | -24 | -18 | 24 |
| Data Entry Clerks | -27 | -26 | 27 |



## Skill outlook

### Skills of increasing use by 2030

* **Skills of the most increase in use by 2030**

| Skill | Economy | Global |
|---|---|---|
| **CORE SKILLS OF 2025** | | |
| Resilience, flexibility and agility |  | 83% |
| Analytical thinking |  | 78% |
| Leadership and social influence |  | 70% |
| Service orientation and customer service |  | 61% |
| Technological literacy |  | 57% |
| **SKILLS OF INCREASING USE BY 2030** | | |
| AI and big data |  | 87% |
| Resilience, flexibility and agility |  | 77% |
| Curiosity and lifelong learning |  | 77% |
| Networks and cybersecurity |  | 68% |
| Creative thinking |  | 61% |


## Visual Description

Several bar charts and one horizontal bar chart visualize data related to the future of work in Sweden.  The charts cover topics such as macroeconomic trends, technological trends, job growth/decline, and skills of increasing importance.

Key insights include:

* **Transformative Trends:** Broadening digital access and efforts to reduce carbon emissions are key drivers of business transformation. Geopolitical instability, trade restrictions, and cost of living increases are also major factors.
* **Tech Transformation:** AI, robotics, and sensing technologies are driving technological transformation.
* **Job Market Shifts:**  AI and Machine Learning specialists are experiencing significant growth, while roles like Data Entry Clerks are declining.
* **Skills for the Future:**  Resilience, flexibility, analytical thinking, and technological literacy are crucial skills for 2025 and beyond, with AI and big data skills becoming increasingly important by 2030.


The horizontal bar chart visually represents the projected growth or decline of specific job roles. AI/ML specialists show strong positive growth, while clerical roles show negative growth.  This chart effectively communicates which roles are expected to be in demand and which are at risk of displacement in the future job market.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 201
# Sweden

## Upskilling and reskilling outlook

* **42** | Global 41: Would not need training by 2030
* **32** | Global 29: Would be upskilled in their current role
* **17** | Global 19: Would be upskilled and redeployed
* **10** | Global 11: Would be unlikely to upskill


## Human-machine frontier

**% of tasks completed by predominantly people, predominantly technology, or a combination of both**

| ALL TASKS | Human | Global | Combination | Global | Technology | Global |
|---|---|---|---|---|---|---|
| Now |  |  |  |  |  |  |
| 2030 |  |  |  |  |  |  |


## Visual Description

Two stacked horizontal bar charts show the breakdown of tasks completed by humans, technology, or a combination of both, for "now" and "2030". Each segment of the stacked bar is color-coded: light blue for human, medium blue for combination, and dark blue for technology.  Percentages are displayed at the end of each bar segment.  For "now", the breakdown is roughly human (less than half), combination (less than half), and technology (a smaller portion). For "2030", the human portion has grown considerably, the combination portion has slightly increased, and the technology portion remains similar.

Key Insight: The visualization suggests a shift towards more human involvement in tasks by 2030, even with increased technological advancements.  While technology and human-technology collaboration will still play a role, the human element remains significant.


## Public policy

### Public policies to improve talent availability

**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**

* Funding for reskilling and upskilling: **ECONOMY** | **GLOBAL** - 62% | 55%
* Provision of reskilling and upskilling: 48% | 52%
* Changes to labour laws related to remote work: 33% | 36%
* Improvements to public education systems: 33% | 47%
* Flexibility on hiring and firing practices: 29% | 44%


## Key barriers for business transformation

### Transformation barriers

**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**

| Barrier | ECONOMY | GLOBAL |
|---|---|---|
| Skills gaps in the labour market | 66% | 63% |
| Inability to attract talent to the industry | 38% | 37% |
| Outdated or inflexible regulatory framework | 35% | 39% |
| Lack of adequate data and technical infrastructure | 35% | 32% |
| Organization culture and resistance to change | 31% | 46% |


## Wage outlook

### Wage trends

**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**


## Visual Description

A stacked horizontal bar chart displays wage trends. The categories are Growing, Similar, and Declining, represented by light green, teal, and light purple respectively.  Percentages are shown at the right end of each segment.  The chart shows two sets of stacked bars, one presumably for the economy surveyed and one for the global average.


## Talent availability outlook

### Talent trend

**Share of respondents who expect their talent availability to improve or worsen in five years**

* Talent availability when hiring: **57%** (-100%) | +100% | 5%
* Talent development of existing workforce: **5%** (-100%) | +100% | 62%
* Talent retention of existing workforce: **14%** (-100%) | +100% | 33%


## Visual Description

Three horizontal bar charts visualize expected changes in talent availability.  Each chart has a left section representing worsening availability (light purple) and a right section representing improving availability (light blue). A central vertical line marks the -100% and +100% boundaries.  Percentages are displayed at the far left and far right.


## DEI Actions

**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**

* **62** | Global 51: Run comprehensive DEI training for managers and staff
* **57** | Global 42: Set DEI goals, targets or quotas
* **57** | Global 48: Targeted recruitment, retention and progression initiatives


## AI Strategy

**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**


* **76** | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI
* **62** | Global 47: Transitioning people from jobs that AI will cause to decline, to other roles within your organization
* **57** | Global 62: Hiring new people with skills to better work alongside AI


Future of Jobs Report 2025


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 20
While technology trends partly contribute to the growth of security-related roles such as Security Management Specialists, which ranks among the top five fastest-growing roles, increased geopolitical fragmentation contributes in large part to the growth of this role. Driven by the same combination of technology and geoeconomic trends, another security-related role, Information Security Analysts, also appears among the top 15.

Green and energy-transition roles, including Autonomous and Electric Vehicle Specialists, Environmental Engineers, and Renewable Energy Engineers, also feature within the top 15 fastest-growing roles. The growth of these roles is driven by increased efforts and investments to reduce carbon emissions and adapt to climate change. The growing adoption of energy generation, storage and distribution technologies, alongside other technology trends, are additional contributing factors.

By contrast, respondents expect the fastest-declining roles to include various clerical roles, such as Cashiers and Ticket Clerks, alongside Administrative Assistants and Executive Secretaries, Printing Workers, and Accountants and Auditors. Broadening digital access, AI and information processing technologies, and robots and autonomous systems are the primary drivers for this decline. Aging and declining working-age populations and slower economic growth also contribute to the decline in clerical roles.

Figure 2.3 provides the percentage growth and decline, alongside net growth outlook, for all roles featured in the Future of Jobs Survey that meet response thresholds.

## Visual Description

The image shows two individuals in white lab coats, likely scientists or technicians, working with plants in a brightly lit indoor environment that appears to be a laboratory or greenhouse setting.  They are examining and trimming small, leafy green plants growing in a black tray. One person is using scissors to harvest some of the plants, while the other observes.  Additional trays and equipment can be seen in the background. The lab coats have a logo featuring a globe and the words “LetUs Grow”.

**Key Insights:**

The image visually represents the growth of green jobs and industries related to agriculture, environmental science, and potentially sustainable food production. The individuals' focused work suggests research, development, or production related to plant cultivation.

**Visual Information in Text:**

Two people in a lab are working with leafy green plants, possibly conducting research or involved in cultivation. Their lab coats indicate they work for an organization called "LetUs Grow," which likely focuses on agriculture or plant science.  This image symbolizes the increasing importance of jobs related to environmental sustainability and potentially food security.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 204
# Thailand

## Contextual indicators

| Indicators |  |
|---|---|
| Labour force participation (2023) |  |
| Vulnerable employment (2022) |  |
| Share of youth not in employment, education, or training (NEET) (2023) |  |
| Unemployment rate (2023) |  |
| Unemployment rate among workers with basic edu. (2023) |  |
| Unemployment rate among workers with advanced edu. (2023) |  |

| Indicators | min | max |
|---|---|---|
| Secondary Education Attainment (2023) |  | 39% |
| Tertiary Education Attainment (2023) |  | 17% |
| Ease of finding skilled employees in local labour market (2024) |  | 5 |
| Fill vacancies by hiring foreign labour (2024) |  | 4 |
| Country investment in mid-career training (2022) |  | 3 |


## Jobs and Skills outlook

**12%** | Global 22%

*Labour-market churn*

Five-year structural labour-force churn


**35%** | Global 39%

*Skill disruption*

Shares of core skills which will change


**97%** | Global 83%

*Organizations with DEI priorities*

Share of organizations with DEI priorities


**89%** | Global 88%

*AI exposure*

Share of organizations running AI programmes



## Trend outlook

### Macrotrends driving business transformation

*Share of organizations surveyed that identified this trend as likely to drive transformation in their organization*

| Macrotrend | Economy | Global |
|---|---|---|
| Increased efforts and investments to reduce carbon... |  |  |
| Slower economic growth |  |  |
| Broadening digital access |  |  |
| Rising cost of living, higher prices or inflation |  |  |
| Increased geopolitical division and conflicts |  |  |
| Increased efforts and investments to adapt to climate... |  |  |

| Macrotrend |  |  |
|---|---|---|
| Ageing and declining working-age populations |  | 54% |
| Increased focus on labour and social issues |  | 38% |
| Increased restrictions to global trade and investment |  | 35% |
| Increased government subsidies and industrial policy |  | 32% |
| Growing working-age populations |  | 32% |
| Stricter anti-trust and competition regulations |  | 16% |


### Technology trends driving business transformation

*Share of organizations surveyed that identify the technology trend as likely to drive business transformation*

| Technology Trend | Economy | Global |
|---|---|---|
| AI and information processing technologies (big data, VR, AR... |  |  |
| Robots and autonomous systems |  |  |
| New materials and composites |  |  |
| Energy generation, storage and distribution |  |  |
| Sensing, laser and optical technologies |  |  |

| Technology Trend |  |  |
|---|---|---|
| Semiconductors and computing technologies |  | 27% |
| Quantum and encryption |  | 16% |
| Biotechnology and gene technologies |  | 14% |
| Satellites and space technologies |  | 11% |



## Jobs outlook

### Key roles for business transformation

*Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)*

|  | Net growth<br>1. Net growth | Job Growth<br>2. Global net growth | Job displacement<br>3. Churn | Net Growth | Global net growth |
|---|---|---|---|---|---|
| AI and Machine Learning Specialists |  |  |  |  | 41 | 82 | 41 |
| Digital Transformation Specialists |  |  |  |  | 20 | 35 | 20 |
| Managing Directors and Chief Executives |  |  |  |  | 5 | 5 | 5 |
| Assembly and Factory Workers |  |  |  |  | -3 | 0 | 23 |
| Administrative Assistants and Executive Secretaries |  |  |  |  | -17 | -20 | 17 |
| Data Entry Clerks |  |  |  |  | -23 | -26 | 23 |


## Skill outlook

### Skills of increasing use by 2030

*Skills of the most increase in use by 2030*

| CORE SKILLS OF 2025 | Economy | Global |
|---|---|---|
| Creative thinking |  |  |
| Analytical thinking |  |  |
| Resilience, flexibility and agility |  |  |
| Leadership and social influence |  |  |
| AI and big data |  |  |

| SKILLS OF INCREASING USE BY 2030 |  |  |
|---|---|---|
| AI and big data |  | 93% |
| Analytical thinking |  | 72% |
| Creative thinking |  | 71% |
| Networks and cybersecurity |  | 67% |
| Leadership and social influence |  | 65% |

Future of Jobs Report 2025

## Visual Description

The image presents data visualizations from the Future of Jobs Report 2025, specifically focusing on Thailand. Several bar charts and a table are used to convey information on various aspects of the job market and economy.

**Contextual Indicators:** Bar charts show Thailand's performance relative to regional and income group averages across several labor market metrics like labor force participation, vulnerable employment, youth not in employment, education, or training (NEET), and unemployment rates. Other charts compare Thailand's educational attainment, ease of finding skilled employees, reliance on foreign labor, and investment in mid-career training to minimum and maximum values.

**Jobs and Skills Outlook:**  This section highlights the predicted labour-market churn (12%) and skill disruption (35%), comparing them to global averages.  It also displays the share of organizations with DEI priorities (97%) and AI exposure (89%).

**Macrotrends Driving Business Transformation:** Two bar charts present the share of organizations that identify specific macrotrends and technology trends as likely drivers of business transformation. These trends include economic factors, social issues, global trade and investment, government policies, technological advancements, and more.

**Key Roles for Business Transformation:** A table displays projected net role growth for select roles by 2030. It also breaks down the growth into job growth, job displacement, and overall churn, comparing Thailand's data to global trends.

**Skills of Increasing Use by 2030:** Two bar charts depict the expected increase in the use of core skills by 2030 and beyond, again comparing Thailand's outlook to global projections.

**Key Insights:**

* Thailand faces significant skill disruption, emphasizing the need for reskilling and upskilling initiatives.
*  The country shows high adoption of DEI priorities and AI, suggesting a focus on inclusive growth and technological advancement.
* The data reveals the expected impact of various macrotrends and technology trends on business transformation in Thailand.
*  Specific roles, such as AI and Machine Learning Specialists and Digital Transformation Specialists, are projected to experience significant growth.
*  Demand for skills like creative thinking, analytical thinking, and AI and big data is expected to rise substantially.



The visualizations collectively paint a picture of a dynamic job market in Thailand, influenced by global trends and technological advancements. They highlight opportunities and challenges, providing insights for policymakers, businesses, and individuals to navigate the changing landscape of work.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 203
# Switzerland

## Upskilling and reskilling outlook

* **40** | Global 41: Would not need training by 2030
* **29** | Global 29: Would be upskilled in their current role
* **20** | Global 19: Would be upskilled and redeployed
* **11** | Global 11: Would be unlikely to upskill


## Human-machine frontier

**% of tasks completed by predominantly people, predominantly technology, or a combination of both**

| Task | Human | Combination | Technology |
|---|---|---|---|
| ALL TASKS (Now) | 47% | 35% | 18% |
| ALL TASKS (2030) | 33% | 36% | 31% |

*Global averages are shown alongside each category.*


## Public policy

### Public policies to improve talent availability

**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**

* **Provision of reskilling and upskilling:** 65% (Economy), 52% (Global)
* **Funding for reskilling and upskilling:** 57% (Economy), 55% (Global)
* **Flexibility on hiring and firing practices:** 54% (Economy), 44% (Global)
* **Improvements to public education systems:** 49% (Economy), 47% (Global)
* **Changes to immigration laws:** 46% (Economy), 26% (Global)


## Key barriers for business transformation

### Transformation barriers

**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**

* **Skills gaps in the labour market:** 66% (Economy), 63% (Global)
* **Organization culture and resistance to change:** 51% (Economy), 46% (Global)
* **Inability to attract talent to the industry:** 45% (Economy), 37% (Global)
* **Outdated or inflexible regulatory framework:** 34% (Economy), 39% (Global)
* **Lack of adequate data and technical infrastructure:** 32% (Economy), 32% (Global)


## Wage outlook

### Wage trends

**Share of organizations projecting the share of wages and other forms of workers' compensation as a percentage of the company's total revenues**

* **Growing:** 60% (Economy), 52% (Global)
* **Similar:** 35% (Economy), 41% (Global)
* **Declining:** 5% (Economy), 8% (Global)



## Talent availability outlook

### Talent trend

**Share of respondents who expect their talent availability to improve or worsen in five years**

* **Talent availability when hiring:** Improving 58% to +100%, Worsening 14% to -100% (from global average)
* **Talent development of existing workforce:** Improving 3% to +100%, Worsening 58% to -100% (from global average)
* **Talent retention of existing workforce:** Improving 36% to +100%, Worsening 31% to -100% (from global average)


## DEI Actions

**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**

* **65** | Global 48: Targeted recruitment, retention and progression initiatives
* **62** | Global 51: Run comprehensive DEI training for managers and staff
* **51** | Global 42: Set DEI goals, targets or quotas


## AI Strategy

**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**

* **84** | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI
* **76** | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills
* **65** | Global 62: Hiring new people with skills to better work alongside AI


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 206
# Tunisia

## Contextual indicators

| Indicators | | |
|---|---|---|
| Labour force participation (2023) |  |  |
| Vulnerable employment (2022) |  |  |
| Share of youth not in employment, education, or training (NEET) (2023) |  |  |
| Unemployment rate (2023) |  |  |
| Unemployment rate among workers with basic edu. (2023) |  |  |
| Unemployment rate among workers with advanced edu. (2023) |  |  |

## Jobs and Skills outlook

* **20%** (Global 22%): Labour-market churn (Five-year structural labour-force churn)
* **35%** (Global 39%): Skill disruption (Shares of core skills which will change)
* **86%** (Global 83%): Organizations with DEI priorities (Share of organizations with DEI priorities)
* **91%** (Global 88%): AI exposure (Share of organizations running AI programmes)


## Trend outlook

### Macrotrends driving business transformation

| Trend | Economy | Global |
|---|---|---|
| Rising cost of living, higher prices or inflation |  |  |
| Broadening digital access |  |  |
| Increased efforts and investments to adapt to climate... |  |  |
| Slower economic growth |  |  |
| Increased government subsidies and industrial policy |  |  |
| Increased restrictions to global trade and investment |  |  |

| Trend |  |  |
|---|---|---|
| Increased efforts and investments to reduce carbon... | 60% | 32% |
| Increased focus on labour and social issues | 56% | 47% |
| Growing working-age populations | 52% | 24% |
| Increased geopolitical division and conflicts | 52% | 24% |
| Stricter anti-trust and competition regulations | 32% | 16% |
| Ageing and declining working-age populations | 32% | 8% |

### Technology trends driving business transformation

| Trend | Economy | Global |
|---|---|---|
| AI and information processing technologies (big data, VR, AR... |  |  |
| Robots and autonomous systems |  |  |
| Energy generation, storage and distribution |  |  |
| New materials and composites |  |  |

| Trend |  |  |
|---|---|---|
| Semiconductors and computing technologies | 78% | 22% |
| Quantum and encryption | 61% | 13% |
| Sensing, laser and optical technologies | 35% | 13% |
| Biotechnology and gene technologies | 30% | 4% |


## Jobs outlook

### Key roles for business transformation

*Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)*

| Role | Net Growth | Job Growth | Job Displacement | Net Growth | Global net growth |
|---|---|---|---|---|---|
| Big Data Specialists | 27 | 113 | 27 |  |  |
| AI and Machine Learning Specialists | 27 | 82 | 27 |  |  |
| Robotics Engineers | 23 | 37 | 23 |  |  |
| Accountants and Auditors | 0 | -8 | 5 |  |  |
| Assembly and Factory Workers | -4 | 0 | 36 |  |  |
| Accounting, Bookkeeping and Payroll Clerks | -21 | -18 | 21 |  |  |


## Skill outlook

### Skills of increasing use by 2030

*Skills of the most increase in use by 2030*

| CORE SKILLS OF 2025 |  |  |
|---|---|---|
| Leadership and social influence | 73% |  |
| Analytical thinking | 68% |  |
| Creative thinking | 68% |  |
| Resilience, flexibility and agility | 59% |  |
| Empathy and active listening | 50% |  |

| SKILLS OF INCREASING USE BY 2030 |  |  |
|---|---|---|
| AI and big data | 86% |  |
| Leadership and social influence | 86% |  |
| Creative thinking | 85% |  |
| Networks and cybersecurity | 79% |  |
| Resilience, flexibility and agility | 76% |  |



## Visual Description

Several bar charts and a horizontal bar chart are presented on the page. The bar charts show comparisons between "Economy" (light blue) and "Global" (dark blue) values for various trends and technologies. The horizontal bar chart shows net growth, job growth, and job displacement for several key roles. There are also bar charts comparing "Economy" and "Global" values for core skills in 2025 and skills of increasing use by 2030.

**Key insights:**

* Tunisia's economy shows specific trends in comparison to global averages across various indicators like labor force participation, education attainment, and adoption of DEI initiatives.
*  Certain macro trends, including the rising cost of living and broadening digital access, are identified as drivers of business transformation in Tunisia.
* AI and information processing technologies are recognized as key drivers of transformation, followed by robots and autonomous systems.
* Big Data Specialists show the highest net growth among key roles for business transformation, while Accounting, Bookkeeping, and Payroll Clerks are expected to decline.
* Leadership and social influence, analytical thinking, and creative thinking are identified as core skills for 2025, with increasing importance placed on AI and big data, networks and cybersecurity, and resilience and agility by 2030.

The visual elements present data comparing Tunisia's economic and skills landscape with global trends, offering valuable insights into the country's current and future job market dynamics.  The data suggests specific areas of growth and decline, emphasizing the need for adaptation and development in specific skills and roles for future success in Tunisia's evolving economic environment.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 205
# Thailand

## Upskilling and reskilling outlook

| Category                       | Thailand | Global |
|---------------------------------|---------|--------|
| Would not need training by 2030 | 44      | 41     |
| Would be upskilled in their current role | 26      | 29     |
| Would be upskilled and redeployed | 21      | 19     |
| Would be unlikely to upskill    | 9       | 11     |


## Human-machine frontier

**% of tasks completed by predominantly people, predominantly technology, or a combination of both**

| Task Type | Now (Thailand) | Now (Global) | 2030 (Thailand) | 2030 (Global) |
|---|---|---|---|---|
| Human |  |  |  |  |
| Combination |  |  |  |  |
| Technology |  |  |  |  |


## Visual Description

Two stacked horizontal bar charts visualize the breakdown of tasks completed by humans, technology, or a combination of both, for the current time (Now) and projected for 2030.  One bar represents Thailand's data, the other represents Global data.  The chart segments are colored light blue for "Human," medium blue for "Combination," and dark blue for "Technology."  Percentages are displayed at the end of each bar segment.

**Key Insights:**

* Globally, a shift is projected towards increased technology involvement in tasks by 2030, with a decrease in purely human-led tasks.
* The specific distribution of tasks between human, combination, and technology for Thailand and globally in both "Now" and "2030" cannot be fully determined from the image due to cropped percentages.


## Public policy

**Public policies to improve talent availability**

**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**

| Policy                                      | Economy | Global |
|-------------------------------------------|---------|--------|
| Funding for reskilling and upskilling      | 63%     | 55%    |
| Flexibility on hiring and firing practices | 57%     | 44%    |
| Provision of reskilling and upskilling   | 57%     | 52%    |
| Flexibility on setting wages             | 40%     | 38%    |
| Improvements to public education systems  | 30%     | 47%    |


## Key barriers for business transformation

**Transformation barriers**

**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**

| Barrier                                         | Economy | Global |
|-------------------------------------------------|---------|--------|
| Inability to attract talent to the industry   | 62%     | 37%    |
| Skills gaps in the labour market               | 62%     | 63%    |
| Inability to attract talent to my firm         | 46%     | 27%    |
| Insufficient understanding of opportunities    | 41%     | 25%    |
| Organization culture and resistance to change | 35%     | 46%    |


## Talent availability outlook

**Talent trend**

**Share of respondents who expect their talent availability to improve or worsen in five years**

| Talent Area                    | Improving (Thailand) | Improving (Global) | Worsening (Thailand) | Worsening (Global) |
|---------------------------------|----------------------|--------------------|----------------------|--------------------|
| Talent availability when hiring    | 42%                 | 29%                |                     |                    |
| Talent development of existing workforce | 81%                 |                    |                     | 0%                |
| Talent retention of existing workforce | 52%                 |                    |                     | 16%                |

## Visual Description

Three horizontal bar charts display talent trends related to hiring, development, and retention of existing workforce. Each chart shows the percentage of respondents expecting improvement (light blue) or worsening (purple) in talent availability over five years.  A triangle marker indicates the global average for each category.  The scale ranges from -100% to +100%.

**Key Insights:**

Specific values for worsening talent availability when hiring are not fully visible. Improvement is expected across all areas both in Thailand and globally, with talent development showing the most significant positive outlook.


## DEI Actions

**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**

| Measure                                                                  | Thailand | Global |
|---------------------------------------------------------------------------|---------|--------|
| Set DEI goals, targets or quotas                                          | 55      | 42     |
| Run comprehensive DEI training for managers and staff                    | 52      | 51     |
| Targeted recruitment, retention and progression initiatives | 48      | 48     |


## AI Strategy

**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**


| Strategy                                                                                             | Thailand | Global |
|-----------------------------------------------------------------------------------------------------|---------|--------|
| Reskilling and upskilling your existing workforce to better work alongside AI                       | 89      | 77     |
| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 75      | 69     |
| Hiring new people with skills to better work alongside AI                                         | 64      | 62     |


## Wage outlook

**Wage trends**

**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**

| Trend      | Thailand | Global |
|------------|---------|--------|
| Growing   |         |        |
| Similar   |         |        |
| Declining |         |        |

## Visual Description

A stacked horizontal bar chart shows projected wage trends as a percentage of company revenue. Segments represent "Growing," "Similar," and "Declining" wage shares, colored light blue, teal, and light purple respectively. One bar represents Thailand, the other represents global data. Percentages are provided at the end of each bar segment.

**Key Insights:** Due to the image cropping, it is difficult to ascertain specific percentages for growing, similar, and declining wage trends for both Thailand and globally.


## Working Age Population (Millions)

49.6


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 209
# Türkiye

## Upskilling and reskilling outlook

* 42 | Global 41: Would not need training by 2030
* 28 | Global 29: Would be upskilled in their current role
* 19 | Global 19: Would be upskilled and redeployed
* 11 | Global 11: Would be unlikely to upskill

## Human-machine frontier

**% of tasks completed by predominantly people, predominantly technology, or a combination of both**

| ALL TASKS | Human | Global | Combination | Global | Technology | Global |
|---|---|---|---|---|---|---|
| Now |  |  |  |  |  |  |
| 2030 |  |  |  |  |  |  |


## Visual Description

Two stacked bar charts visualize the breakdown of tasks completed by humans, technology, or a combination of both, for the present (Now) and projected future (2030).  The first bar represents the current state, and the second represents the projection for 2030. Each segment within the bar represents the proportion of tasks completed by each category.  Light blue represents human completed tasks, medium blue represents combined human-technology tasks, and dark blue represents technology completed tasks.  Numerical percentages are provided at the end of each bar. The "Now" bar shows: Human-49%, Combined-29%, Tech-22%. The "2030" bar shows: Human-36%, Combined-29%, Tech-35%.

**Key Insights:**

* Technology's share of task completion is projected to increase significantly by 2030.
* Human-only task completion is projected to decrease.
* The combined human-technology approach remains relatively stable.

## Public policy

### Public policies to improve talent availability

**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**

| Policy | Economy | Global |
|---|---|---|
| Wage subsidies | 49% | 26% |
| Changes to labour laws related to remote work | 48% | 36% |
| Funding for reskilling and upskilling | 48% | 55% |
| Provision of reskilling and upskilling | 43% | 52% |
| Improvements to public education systems | 39% | 47% |

## Transformation barriers

**Share of organizations surveyed expecting the barriers will hinder their organization transformation**

| Barrier | Economy | Global |
|---|---|---|
| Skills gaps in the labour market | 66% | 63% |
| Inability to attract talent to the industry | 42% | 37% |
| Shortage of investment capital | 40% | 26% |
| Inability to attract talent to my firm | 38% | 27% |
| Lack of adequate data and technical infrastructure | 36% | 32% |


## Wage outlook

### Wage trends

**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**

| | Growing | Global | Similar | Global | Declining | Global |
|---|---|---|---|---|---|---|
| | | | | | | |
| | | | | | | |


## Visual Description

A horizontal stacked bar chart displays wage trends, showing the proportion of organizations projecting growing, similar, or declining shares of wages and compensation as a percentage of total revenue. Light teal, medium teal, and light purple segments represent growing, similar, and declining trends, respectively. Numerical values are placed at the right end of the bars.

**Key Insights:**
* A large percentage of organizations anticipate growing or similar wage/compensation shares. A small percentage anticipate declining shares.


## Talent availability outlook

### Talent trend

**Share of respondents who expect their talent availability to improve or worsen in five years**

|  | Improving | Global average | Worsening | Global average | +100% |
|---|---|---|---|---|---|
| Talent availability when hiring | 56% | -100% | | | 19% |
| Talent development of existing workforce | 5% | -100% |  | | 56% |
| Talent retention of existing workforce | 26% | -100% |  | | 33% |

## Visual Description

Three horizontal stacked bar charts represent the expected trend in talent availability over five years, specifically when hiring, developing existing workforce, and retaining existing workforce. Each chart includes a light blue segment representing "Improving," a purplish segment representing "Worsening," and the percentage points at the left and right edge. Triangles indicate the Global average for each category.

**Key Insights:**

* Hiring: Positive outlook, with a significant portion expecting improvement in talent availability.
* Development: Largely positive outlook, with strong expectations for improvement in talent development capabilities.
* Retention:  Relatively neutral outlook, with a smaller portion expecting improvement compared to hiring and development.



## DEI Actions

**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**


* 59 | Global 48: Targeted recruitment, retention and progression initiatives
* 54 | Global 51: Run comprehensive DEI training for managers and staff
* 46 | Global 39: Pay equity reviews and salary audits


## AI Strategy

**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**

* 78 | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills
* 70 | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI
* 62 | Global 62: Hiring new people with skills to better work alongside AI


## Future of Jobs Report 2025
209


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 207
# Tunisia

## Upskilling and reskilling outlook

* 47 | Global 41: Would not need training by 2030
* 27 | Global 29: Would be upskilled in their current role
* 17 | Global 19: Would be upskilled and redeployed
* 10 | Global 11: Would be unlikely to upskill

## Human-machine frontier

**% of tasks completed by predominantly people, predominantly technology, or a combination of both**

## Visual Description

A stacked bar chart displays the percentage of tasks completed by predominantly people, technology, or a combination of both for the present (Now) and the future (2030).  The chart segments are labeled "Human" (light blue), "Combination" (medium blue), and "Technology" (dark blue). Percentages for the economy and global averages are displayed at the right edge of the corresponding segments.


**Key insights:**

* Currently (Now), human effort makes up the largest portion of tasks, followed by technology, then a combination of both.
* By 2030, a shift is projected:  Technology will take over a larger portion of the tasks, combination tasks will increase significantly, while human-only tasks will decrease.


**Data Extraction:**

**Now:**
* Human: 42% (Economy), 24% (Global)
* Combination: 35% (Economy), 22% (Global)
* Technology: 48% (Economy), 30% (Global)

**2030:**
* Human: 36% (Economy), 23% (Global)
* Combination: 41% (Economy), 34% (Global)
* Technology: 33% (Economy), 33% (Global)


## Public policy

### Public policies to improve talent availability

**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**

## Visual Description

A horizontal bar chart shows the perceived effectiveness of various public policies to improve talent availability, comparing the surveyed economy (Tunisia) to the global average.  Policies listed include funding for reskilling and upskilling, flexibility in hiring/firing, changes to remote work labor laws, improvements to public education, and wage subsidies.

**Data Extraction:**

| Policy                                       | Economy | Global |
|--------------------------------------------|---------|--------|
| Funding for reskilling and upskilling      | 55%     | 55%    |
| Flexibility on hiring and firing practices | 50%     | 44%    |
| Changes to remote work labor laws          | 41%     | 36%    |
| Improvements to public education systems  | 41%     | 47%    |
| Wage subsidies                           | 41%     | 26%    |


## Transformation barriers

**Share of organizations surveyed expecting the barriers will hinder their organization transformation**

| Barrier                                             | Economy | Global |
|---------------------------------------------------|---------|--------|
| Skills gaps in the labour market                   | 80%     | 63%    |
| Outdated or inflexible regulatory framework        | 44%     | 39%    |
| Organization culture and resistance to change     | 40%     | 46%    |
| Lack of adequate data and technical infrastructure | 36%     | 32%    |
| Inability to attract talent to the industry      | 28%     | 37%    |


## Talent availability outlook

### Talent trend

**Share of respondents who expect their talent availability to improve or worsen in five years**

## Visual Description

A horizontal bar chart with diverging bars shows the expected change in talent availability.  Each bar is split, with the left side representing a worsening outlook (purple) and the right side representing an improving outlook (light blue).  Data is shown for three aspects: availability when hiring, development of existing workforce, and retention of existing workforce.  Each has a corresponding global average marked with a triangle.

**Data Extraction:**

| Talent Aspect                        | Worsening | Improving | Global Average Change |
|-------------------------------------|-----------|----------|-----------------------|
| Talent availability when hiring      | -100% (32%)  | +100%   | +45%                 |
| Talent development of existing workforce | -100% (9%)   | +100%   | +73%                 |
| Talent retention of existing workforce| -100% (27%)  | +100%   | +50%                 |



## DEI Actions

**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**

* 57 | Global 48: Targeted recruitment, retention and progression initiatives
* 48 | Global 51: Run comprehensive DEI training for managers and staff
* 48 | Global 42: Set DEI goals, targets or quotas


## AI Strategy

**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**

* 71 | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills
* 62 | Global 62: Hiring new people with skills to better work alongside AI
* 52 | Global 49: Re-orienting your organization to target new business opportunities created by AI


## Wage outlook

### Wage trends

**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**

## Visual Description

A stacked bar chart shows the projected share of wages and worker compensation as a percentage of total company revenue.  Segments include "Growing" (light blue), "Similar" (light teal), "Declining" (light purple), and a fourth unlabeled segment presumably representing "Don't Know/No Answer" (light gray).  The current share and projected share are shown as two separate bars.


**Data Extraction:**

**Current Share:**
* Growing: 68% (Economy), 52% (Global)
* Similar: 23% (Economy), 41% (Global)
* Declining: 9% (Economy), 8% (Global)

(Note: Global percentages do not add up to 100% - this is as shown in the original visualization.)


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 208
# Türkiye

## Contextual indicators

| INDICATORS | (Year) | min | max |
|---|---|---|---|
| Labour force participation | (2023) |  |  |
| Vulnerable employment | (2022) |  |  |
| Share of youth not in employment, education, or training (NEET) | (2023) |  |  |
| Unemployment rate | (2023) |  |  |
| Unemployment rate among workers with basic edu. | (2023) |  |  |
| Unemployment rate among workers with advanced edu. | (2023) |  |  |


## Jobs and Skills outlook

**29%** | *Global 22%*

Labour-market churn

Five-year structural labour-force churn

**44%** | *Global 39%*

Skill disruption

Shares of core skills which will change


## Trend outlook

### Macrotrends driving business transformation

Share of organizations surveyed that identified this trend as likely to drive transformation in their organization

| Trend | Economy | Global |
|---|---|---|
| Broadening digital access |  |  |
| Rising cost of living, higher prices or inflation |  |  |
| Increased efforts and investments to reduce carbon... |  |  |
| Increased efforts and investments to adapt to climate... |  |  |
| Increased focus on labour and social issues |  |  |
| Slower economic growth |  |  |

| Trend |  |
|---|---|
| Increased geopolitical division and conflicts | 33% |
| Increased restrictions to global trade and investment | 30% |
| Ageing and declining working-age populations | 29% |
| Increased government subsidies and industrial policy | 23% |
| Stricter anti-trust and competition regulations | 22% |
| Growing working-age populations | 20% |


### Technology trends driving business transformation

Share of organizations surveyed that identify the technology trend as likely to drive business transformation

| Technology Trend | Economy | Global |
|---|---|---|
| AI and information processing technologies (big data, VR, AR... |  |  |
| Robots and autonomous systems |  |  |
| Energy generation, storage and distribution |  |  |
| New materials and composites |  |  |
| Semiconductors and computing technologies |  |  |

| Technology Trend |  |
|---|---|
| Sensing, laser and optical technologies | 20% |
| Quantum and encryption | 13% |
| Biotechnology and gene technologies | 8% |
| Satellites and space technologies | 6% |



## Jobs outlook

### Key roles for business transformation

Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)

| Role | Net growth | Job Growth | Job displacement | Net Growth | Global net growth |
|---|---|---|---|---|---|
| Sustainability Specialists |  |  |  |  | 41 |
| AI and Machine Learning Specialists |  |  |  |  | 40 |
| Business Development Professionals |  |  |  |  | 28 |
| Business Intelligence Analysts |  |  |  |  | 20 |
| Managing Directors and Chief Executives |  |  |  |  | 0 |
| Accountants and Auditors |  |  |  |  | -4 |

## Skill outlook

### Skills of increasing use by 2030

Skills of the most increase in use by 2030

| CORE SKILLS OF 2025 | Economy | Global |
|---|---|---|
| Analytical thinking |  |  |
| Resilience, flexibility and agility |  |  |
| Leadership and social influence |  |  |
| Motivation and self-awareness |  |  |
| Creative thinking |  |  |

| SKILLS OF INCREASING USE BY 2030 |  |
|---|---|
| AI and big data | 92% |
| Technological literacy | 76% |
| Networks and cybersecurity | 74% |
| Resilience, flexibility and agility | 71% |
| Creative thinking | 68% |


## Future of Jobs Report 2025208

## Visual Description

The document presents data visualizations comparing Türkiye's economic and labor market indicators with global and income group averages. It also shows projected trends in business transformation, technology adoption, key roles, and skills for the future.  The visualizations are primarily horizontal bar charts and a combination chart.

**Key Insights:**

* **Contextual Indicators:** Türkiye's labor force participation, education attainment, and ease of finding skilled employees appear relatively low compared to maximum values.
* **Jobs and Skills:**  Significant labor market churn (29%) and skill disruption (44%) are anticipated.
* **Macrotrends:** Broadening digital access and rising cost of living are key drivers of business transformation, along with geopolitical and trade factors.
* **Technology Trends:** AI, robotics, and related technologies are expected to drive business transformation.
* **Key Roles:**  Sustainability Specialists and AI/Machine Learning Specialists are projected to experience high growth.
* **Skills:**  Analytical thinking, resilience/flexibility, and technological literacy are increasingly important skills.


The horizontal bar charts consistently show Türkiye's position (Economy) in light blue and a Global comparator in dark blue.  The combined chart for Key Roles illustrates projected net growth, job growth, job displacement, and churn for various roles.  A horizontal axis represents percentage change.  A similar chart shows skill growth projections for 2025 and 2030.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 210
# United Arab Emirates

## Contextual Indicators

| Indicators |  |  |
|---|---|---|
| Labour force participation (2023) |  |  |
| Vulnerable employment (2022) |  |  |
| Share of youth not in employment, education, or training (NEET) (2023) |  |  |
| Unemployment rate (2023) |  |  |
| Unemployment rate among workers with basic edu. (2023) |  |  |
| Unemployment rate among workers with advanced edu. (2023) |  |  |
| Secondary Education Attainment (2022) | 84% | 74% |
| Tertiary Education Attainment (2022) | 1% | 54% |
| Ease of finding skilled employees in local labour market (2024) | 9% | 5 |
| Fill vacancies by hiring foreign labour (2024) | 2% | 6 |
| Country investment in mid-career training (2022) | 1% | 5 |



## Jobs and Skills outlook

**21%** | Global 22%

*Labour-market churn*

*Five-year structural labour-force churn*


**41%** | Global 39%

*Skill disruption*

*Shares of core skills which will change*


**85%** | Global 83%

*Organizations with DEI priorities*

*Share of organizations with DEI priorities*


**87%** | Global 88%

*AI exposure*

*Share of organizations running AI programmes*



## Working Age Population (Millions)

9.4




## Trend outlook

### Macrotrends driving business transformation

*Share of organizations surveyed that identified this trend as likely to drive transformation in their organization*


| Trend | Economy | Global |
|---|---|---|
| Broadening digital access |  |  |
| Increased efforts and investments to adapt to climate change |  |  |
| Increased efforts and investments to reduce carbon emissions |  |  |
| Rising cost of living, higher prices or inflation |  |  |
| Increased geopolitical division and conflicts |  |  |
| Increased focus on labour and social issues |  |  |
| Slower economic growth | 76% | 38% |
| Increased restrictions to global trade and investment | 59% | 30% |
| Increased government subsidies and industrial policy | 56% | 27% |
| Ageing and declining working-age populations | 42% | 26% |
| Growing working-age populations | 41% | 17% |
| Stricter anti-trust and competition regulations | 38% | 12% |




### Technology trends driving business transformation

*Share of organizations surveyed that identify the technology trend as likely to drive business transformation*


| Trend | Economy | Global |
|---|---|---|
| AI and information processing technologies (big data, VR, AR...) |  |  |
| Robots and autonomous systems |  |  |
| Energy generation, storage and distribution |  |  |
| New materials and composites |  |  |
| Sensing, laser and optical technologies |  |  |
| Semiconductors and computing technologies | 91% | 20% |
| Satellites and space technologies | 66% | 14% |
| Quantum and encryption | 48% | 14% |
| Biotechnology and gene technologies | 25% | 8% |




## Jobs outlook

### Key roles for business transformation

*Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)*

|  | 1. Net growth | 2. Global net growth | 3. Churn |
|---|---|---|---|
|  | Net growth | Job Growth | Job displacement | Net Growth | Global net growth |
|---|---|---|---|---|---|


## Visual Description

Two horizontal bar charts visualizing the projected changes in roles and skills.

**Chart 1: Key Roles for Business Transformation**

This chart shows the net growth, global net growth, and churn for several key roles.  AI and Machine Learning Specialists show the highest positive net growth (47), followed by Business Intelligence Analysts (22).  Data Entry Clerks show the most significant negative net growth (-27).  The chart uses bars extending to the right for growth and to the left for decline.  A darker shade within the bar represents job growth, while a lighter shade represents job displacement.

**Key Insights:** Roles related to AI and data analysis are expected to grow significantly, while more traditional roles like Data Entry Clerk are expected to decline.  Job displacement (lighter shade) is a factor across all roles.


**Chart 2: Skills of Increasing Use by 2030**

This chart compares the projected increase in use of certain skills by 2030 within the specific economy and globally.  Analytical thinking, AI and big data, and Technological literacy all show strong growth both within the economy and globally.  The chart visually represents the percentages with horizontal bars.


**Key Insights:** The skills most in demand for the future heavily emphasize analytical thinking, technological proficiency, and expertise in areas like AI and big data.


## Skill outlook

### Skills of increasing use by 2030

*Skills of the most increase in use by 2030*

| CORE SKILLS OF 2025 | Economy | Global |
|---|---|---|
| Analytical thinking |  |  |
|  | AI and big data | 61% | 87% |
|  | Technological literacy | 56% | 87% |
|  | Networks and cybersecurity | 56% | 77% |
|  | Creative thinking | 54% | 67% |
|  | Leadership and social influence | 53% | 66% |


## Future of Jobs Report 2025 210


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 21
# FIGURE 2.3 Job growth and decline (%), 2025-2030

Projected job creation (blue) and displacement (purple) between 2025 and 2030, as a percentage of total current employment in the corresponding job role. The projected net growth or decline for each occupation over the next five years (diamonds) is calculated by subtracting total job displacement from total job creation.

## Visual Description

This figure presents a horizontal bar chart showing projected job growth and decline between 2025 and 2030. The chart lists various occupations on the y-axis and percentage change in workforce on the x-axis, ranging from -50% to +100%.  Each occupation has three bars associated with it:

* **Light Blue Bar (left-aligned):** Represents the percentage of *jobs created*.
* **Purple Bar (left-aligned, overlapping blue bar):**  Represents the percentage of *jobs displaced*.
* **Diamond Marker:** Represents the *net growth or decline*, calculated by subtracting job displacement from job creation. This marker sits on the horizontal axis, indicating the overall percentage change.

The occupations are broadly categorized and listed seemingly in descending order of net growth. At the top of the chart, roles like Big Data Specialists, FinTech Engineers, and AI and Machine Learning Specialists show substantial positive net growth. Towards the middle, roles like Chefs and Cooks, Nursing Professionals, and Media and Communication workers show moderate to small growth or decline. Towards the bottom, roles such as Data Entry Clerks, Bank Tellers, and Postal Service Clerks exhibit significant negative net growth (decline).

**Key Insights:**

* Technology-related roles are projected to experience significant growth.
* Many traditional roles in areas like administration, clerical work, and some manufacturing are expected to decline.
*  Some sectors, like education and healthcare, are expected to see relatively stable employment levels.

**Data Table Representation (Approximated):**

It is difficult to give precise numerical values from this image, but the chart can be generally represented as follows. Note: "+" indicates growth, "-" indicates decline.

| Occupation                                 | Jobs Created (%) (Approx.) | Jobs Displaced (%) (Approx.) | Net Growth/Decline (%) (Approx.) |
|---------------------------------------------|-----------------------------|------------------------------|-----------------------------------|
| Big Data Specialists                       | 80                         | 15                          | +65                             |
| Postal Service Clerks                      | 10                         | 70                          | -60                             |
| ...                                          | ...                         | ...                          | ...                             |


**Legend:**

* Jobs created
* Jobs displaced
* Net growth or decline

**Note:**

`1Drafters, Engineering Technicians, and Mapping Technicians; 2Farmworkers, Labourers, and Other Agricultural Workers; 3Water Transportation Workers, including Ship and Marine Cargo Workers, Controllers, and Technicians; 4Sheet and Structural Metal Workers, Moulders and Welders; 5Sales Representatives, Wholesale and Manufacturing, Technical and Scientific Products; Manufacturing, Mining, Construction, and Distribution Managers; 7Door-To-Door Sales Workers, News and Street Vendors, and Related Workers`


**Source:**

World Economic Forum, Future of Jobs Survey 2024.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 211
# United Arab Emirates

## Upskilling and reskilling outlook

* **44** | Global 41: Would not need training by 2030
* **28** | Global 29: Would be upskilled in their current role
* **18** | Global 19: Would be upskilled and redeployed
* **10** | Global 11: Would be unlikely to upskill

## Human-machine frontier

**% of tasks completed by predominantly people, predominantly technology, or a combination of both**

| Task       | Human | Global | Combination | Global | Technology | Global |
| ---------- | ----- | ----- | ----------- | ----- | --------- | ----- |
| ALL TASKS |       |       |            |       |          |       |
| Now       |       |       |            |       |          |       |
|           |       |       |            | 43%  | 27%      | 31%  |
| 2030      |       |       |            |       |          |       |
|           |       |       |            | 48%  | 30%      | 22%  |
|           |       |       |            | 26%  | 31%      | 43%  |
|           |       |       |            | 33%  | 33%      | 34%  |


## Visual Description

The bar chart shows the projected shift in task completion from "Now" to "2030," broken down by human, combined human-technology, and technology-driven tasks. Currently, a significant portion of tasks are performed by humans, followed by a mix of humans and technology, and finally a smaller portion by technology alone.  By 2030, the projection shows an increase in tasks performed by a combination of humans and technology, while tasks performed solely by humans decrease. The share of tasks performed purely by technology also increases, albeit less dramatically than the combined approach.

**Key Insights:**

* A substantial shift towards human-technology collaboration is expected by 2030.
* While automation will increase, the human element remains important, particularly in conjunction with technology.

## Key barriers for business transformation

### Transformation barriers

**Share of organizations surveyed expecting the barriers will hinder their organization transformation**

| Barrier                                     | Economy | Global |
| ------------------------------------------- | ------- | ----- |
| Skills gaps in the labour market            |         | 72%   |
|                                          |         | 63%   |
| Organization culture and resistance to change |         | 47%   |
|                                          |         | 46%   |
| Inability to attract talent to the industry |         | 42%   |
|                                          |         | 37%   |
| Outdated or inflexible regulatory framework  |         | 34%   |
|                                          |         | 39%   |
| Insufficient understanding of opportunities   |         | 28%   |
|                                          |         | 25%   |


## Talent availability outlook

### Talent trend

**Share of respondents who expect their talent availability to improve or worsen in five years**

* **Talent availability when hiring:** 26% (-100%) to +100% (40%)
* **Talent development of existing workforce:** 2% (-100%) to +100% (58%)
* **Talent retention of existing workforce:** 6% (-100%) to +100% (44%)


## Visual Description (Talent Availability)

Three horizontal bar charts depict expected talent availability changes over five years for hiring, development, and retention.  Each chart has a scale from -100% to +100%.  For hiring, the expectation is slightly positive overall. Development shows a significant positive expectation. Retention shows a moderate positive expectation.


## Public policy

### Public policies to improve talent availability

**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**

| Policy                                                    | Economy | Global |
| --------------------------------------------------------- | ------- | ----- |
| Funding for reskilling and upskilling                    |         | 63%   |
|                                                        |         | 55%   |
| Provision of reskilling and upskilling                    |         | 55%   |
|                                                        |         | 52%   |
| Flexibility on hiring and firing practices                 |         | 45%   |
|                                                        |         | 44%   |
| Changes to labour laws related to remote work             |         | 37%   |
|                                                        |         | 36%   |
| Improvements to public education systems                 |         | 37%   |
|                                                        |         | 47%   |


## Wage outlook

### Wage trends

**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**

* **Growing:** 33% Global, 52% 
* **Similar:** 8% Global, 41%
* **Declining:** 59% Global, 8%


## DEI Actions

**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**

* **49** | Global 48: Targeted recruitment, retention and progression initiatives
* **45** | Global 42: Set DEI goals, targets or quotas
* **40** | Global 51: Run comprehensive DEI training for managers and staff

## AI Strategy

**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**

* **79** | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI
* **68** | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills
* **55** | Global 47: Transitioning people from jobs that AI will cause to decline, to other roles within your organization


## Working Age Population (Millions)

9.4


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 214
# United States of America

## Contextual indicators

| INDICATORS | min | max |
|---|---|---|
| Labour force participation (2023) |  |  |
| Vulnerable employment (2022) |  |  |
| Share of youth not in employment, education, or training (NEET) (2023) |  |  |
| Unemployment rate (2023) |  |  |
| Unemployment rate among workers with basic edu. (2023) |  |  |
| Unemployment rate among workers with advanced edu. (2023) |  |  |
| Secondary Education Attainment (2023) | 64% | 95% |
| Tertiary Education Attainment (2023) | 4% | 49% |
| Ease of finding skilled employees in local labour market (2024) | 11% | 5 |
| Fill vacancies by hiring foreign labour (2024) | 3% | 5 |
| Country investment in mid-career training (2022) | 2% | 5 |

Working Age Population (Millions): **227.6**


## Jobs and Skills outlook

* **23%** (Global 22%): Labour-market churn (Five-year structural labour-force churn)
* **35%** (Global 39%): Skill disruption (Shares of core skills which will change)
* **97%** (Global 83%): Organizations with DEI priorities (Share of organizations with DEI priorities)
* **94%** (Global 88%): AI exposure (Share of organizations running AI programmes)


## Trend outlook

### Macrotrends driving business transformation

Share of organizations surveyed that identified this trend as likely to drive transformation in their organization:

| Trend | Economy | Global |
|---|---|---|
| Broadening digital access |  |  |
| Increased efforts and investments to reduce carbon emissions |  |  |
| Increased efforts and investments to adapt to climate change |  |  |
| Increased geopolitical division and conflicts |  |  |
| Slower economic growth |  |  |
| Rising cost of living, higher prices or inflation |  |  |
| Ageing and declining working-age populations | 68% | 47% |
| Increased focus on labour and social issues | 60% | 42% |
| Increased restrictions to global trade and investment | 55% | 29% |
| Growing working-age populations | 52% | 26% |
| Increased government subsidies and industrial policy | 51% | 23% |
| Stricter anti-trust and competition regulations | 49% | 20% |


### Technology trends driving business transformation

Share of organizations surveyed that identify the technology trend as likely to drive business transformation:

| Trend | Economy | Global |
|---|---|---|
| AI and information processing technologies (big data, VR, AR...) |  |  |
| Robots and autonomous systems |  |  |
| Energy generation, storage and distribution |  |  |
| New materials and composites |  |  |
| Semiconductors and computing technologies |  |  |
| Sensing, laser and optical technologies | 94% | 23% |
| Quantum and encryption | 64% | 19% |
| Biotechnology and gene technologies | 41% | 15% |
| Satellites and space technologies | 33% | 10% |


### Key roles for business transformation

Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent):

| Role | Net growth | Global net growth | Churn |
|---|---|---|---|
| AI and Machine Learning Specialists | 142 | 82 | 142 |
| Data Analysts and Scientists | 40 | 41 | 41 |
| Sustainability Specialists | 34 | 33 | 34 |
| Business Development Professionals | 14 | 19 | 15 |
| General and Operations Managers | -2 | 4 | 11 |
| Administrative Assistants and Executive Secretaries | -19 | -20 | 21 |

## Skill outlook

### Skills of increasing use by 2030

Skills of the most increase in use by 2030:

| Skill | Economy | Global |
|---|---|---|
| Analytical thinking |  | 75% | 90% |
| Resilience, flexibility and agility |  | 73% | 71% |
| Leadership and social influence |  | 66% | 69% |
| Creative thinking |  | 63% | 68% |
| Empathy and active listening |  | 56% | 68% |


## Visual Description

Several bar charts and a combination chart are present, visualizing data related to the future of work in the United States.  The charts compare US data to global averages in some cases.  Key insights include specific technology trends, skills gaps, and anticipated job growth and decline.  The data suggests significant disruption and transformation are expected by 2030.


**Future of Jobs Report 2025 214**


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 213
# United Kingdom

## Upskilling and reskilling outlook

* **35** | Global 41: Would not need training by 2030
* **32** | Global 29: Would be upskilled in their current role
* **22** | Global 19: Would be upskilled and redeployed
* **12** | Global 11: Would be unlikely to upskill


## Human-machine frontier

**% of tasks completed by predominantly people, predominantly technology, or a combination of both**

| Task        | Human | Global | Combination | Global | Technology | Global |
|-------------|-------|--------|-------------|--------|-----------|--------|
| ALL TASKS  |       |        |             |        |           |        |
| Now        |       |        |             |        |           |        |
|            |       | 45%   |             | 33%   |           | 22%   |
|            |       | 48%   |             | 30%   |           | 22%   |
| 2030      |       |        |             |        |           |        |
|            |       | 29%   |             | 36%   |           | 34%   |
|            |       | 33%   |             | 33%   |           | 34%   |


## Public policy

### Public policies to improve talent availability

**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**

| Policy                                    | Economy | Global |
|------------------------------------------|---------|--------|
| Provision of reskilling and upskilling    | 55%     | 52%    |
| Flexibility on hiring and firing practices | 52%     | 44%    |
| Funding for reskilling and upskilling      | 51%     | 55%    |
| Improvements to public education systems  | 46%     | 47%    |
| Changes to immigration laws               | 42%     | 26%    |


## Key barriers for business transformation

### Transformation barriers

**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**

| Barrier                                        | Economy | Global |
|-------------------------------------------------|---------|--------|
| Skills gaps in the labour market                | 62%     | 63%    |
| Organization culture and resistance to change    | 46%     | 46%    |
| Lack of adequate data and technical infrastructure | 40%     | 32%    |
| Inability to attract talent to the industry      | 38%     | 37%    |
| Outdated or inflexible regulatory framework      | 30%     | 39%    |


## Wage outlook

### Wage trends

**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**

| Trend     | Global | Global | Global | Global |
|-----------|--------|--------|--------|--------|
| Growing   |        | 42%    | 48%    | 10%    |
| Similar   |        |        |        |        |
|           |        | 52%    | 41%    | 8%     |
| Declining |        |        |        |        |


## Talent availability outlook

### Talent trend

**Share of respondents who expect their talent availability to improve or worsen in five years**


* Talent availability when hiring: 46% (-100% to +100%)
* Talent development of existing workforce: 5% (-100% to +100%)
* Talent retention of existing workforce: 21% (-100% to +100%)

## Visual Description

Several horizontal bar charts are displayed, using shades of light blue and purple to represent different data segments.  The charts generally show a comparison between the United Kingdom's data and a global average.

**Key Insights:**

* **Human-machine frontier:** The chart shows a shift towards more technology involvement in tasks by 2030.
* **Public Policies:** Reskilling/upskilling and flexible hiring/firing practices are seen as the most impactful policies for talent availability.
* **Transformation Barriers:** Skills gaps and organizational culture are perceived as the most significant barriers to transformation.
* **Wage trends:** More organizations expect wage shares to grow or remain similar rather than decline.
* **Talent Availability:** There's a negative outlook for hiring but a positive outlook for developing and retaining existing talent in the next five years.
* **DEI Actions:** The most planned DEI actions are DEI training and targeted recruitment/retention.
* **AI Strategy:** Reskilling existing employees for AI is the most popular strategy.


## DEI Actions

**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**

* **58** | Global 51: Run comprehensive DEI training for managers and staff
* **58** | Global 48: Targeted recruitment, retention and progression initiatives
* **52** | Global 42: Set DEI goals, targets or quotas


## AI Strategy

**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**

* **90** | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI
* **74** | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills
* **66** | Global 62: Hiring new people with skills to better work alongside AI


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 212
# United Kingdom

## Contextual indicators

| INDICATORS | min | max |
|---|---|---|
| Labour force participation (2023) |  |  |
| Vulnerable employment (2022) |  |  |
| Share of youth not in employment, education, or training (NEET) (2023) |  |  |
| Unemployment rate (2023) |  |  |
| Unemployment rate among workers with basic edu. (2023) |  |  |
| Unemployment rate among workers with advanced edu. (2023) |  |  |
| Secondary Education Attainment (2023) | 64% | 79% |
| Tertiary Education Attainment (2023) | 14% | 42% |
| Ease of finding skilled employees in local labour market (2024) | 13% | 5 |
| Fill vacancies by hiring foreign labour (2024) | 3% | 5 |
| Country investment in mid-career training (2022) | 2% | 4 |


## Jobs and Skills outlook

* **23%** (Global 22%) Labour-market churn (Five-year structural labour-force churn)
* **33%** (Global 39%) Skill disruption (Shares of core skills which will change)
* **95%** (Global 83%) Organizations with DEI priorities (Share of organizations with DEI priorities)
* **93%** (Global 88%) AI exposure (Share of organizations running AI programmes)

## Trend outlook

### Macrotrends driving business transformation

*Share of organizations surveyed that identified this trend as likely to drive transformation in their organization*

| Trend | Economy | Global |
|---|---|---|
| Broadening digital access |  |  |
| Increased efforts and investments to reduce carbon... |  |  |
| Increased geopolitical division and conflicts |  |  |
| Increased efforts and investments to adapt to climate... |  |  |
| Slower economic growth |  |  |
| Ageing and declining working-age populations |  |  |
| Rising cost of living, higher prices or inflation | 64% | 47% |
| Increased focus on labour and social issues | 57% | 43% |
| Growing working-age populations | 56% | 28% |
| Increased restrictions to global trade and investment | 56% | 26% |
| Increased government subsidies and industrial policy | 51% | 23% |
| Stricter anti-trust and competition regulations | 48% | 20% |

### Technology trends driving business transformation

*Share of organizations surveyed that identify the technology trend as likely to drive business transformation*

| Technology Trend | Economy | Global |
|---|---|---|
| AI and information processing technologies (big data, VR, AR... |  |  |
| Robots and autonomous systems |  |  |
| Energy generation, storage and distribution |  |  |
| Semiconductors and computing technologies |  |  |
| New materials and composites |  |  |
| Sensing, laser and optical technologies | 92% | 24% |
| Quantum and encryption | 62% | 23% |
| Biotechnology and gene technologies | 40% | 15% |
| Satellites and space technologies | 33% | 10% |


## Jobs outlook

### Key roles for business transformation

*Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)*


| Role | Net growth | Job Growth | Job displacement | Net Growth | Global net growth |
|---|---|---|---|---|---|
| Big Data Specialists | 319 | 113 | 320 |  |  |
| AI and Machine Learning Specialists | 151 | 82 | 151 |  |  |
| Data Analysts and Scientists | 29 | 41 | 29 |  |  |
| Business Development Professionals | 14 | 19 | 15 |  |  |
| General and Operations Managers | -4 | 4 | 9 |  |  |
| Data Entry Clerks | -26 | -26 | 26 |  |  |


## Skill outlook

### Skills of increasing use by 2030

*Skills of the most increase in use by 2030*

| Skill | Economy | Global |
|---|---|---|
| Analytical thinking |  |  |
| Resilience, flexibility and agility |  |  |
| Leadership and social influence |  |  |
| Creative thinking |  |  |
| Motivation and self-awareness |  |  |
| AI and big data | 80% | 92% |
| Networks and cybersecurity | 73% | 71% |
| Technological literacy | 65% | 71% |
| Resilience, flexibility and agility | 62% | 69% |
| Curiosity and lifelong learning | 56% | 68% |

## Visual Description

Several bar charts and a combination bar/scatterplot chart are presented, comparing "Economy" (UK specific) vs. "Global" data across various metrics. The charts display data related to labor market churn, skills disruption, DEI priorities, AI exposure, macrotrends, technology trends impacting business transformation, key roles for business transformation, and skills increasing in use by 2030.  Most charts are horizontal bar charts with two bars per category (one for Economy/UK and one for Global).  One chart utilizes a combination of horizontal bars and scatterplot points to show net growth and churn for specific job roles.

Key insights include the UK generally lagging behind the global average in labor market churn and AI adoption, but exceeding the global average in the share of organizations with DEI priorities. The charts highlight growth areas such as AI/ML specialists and data analysts, as well as increasing demand for skills like analytical thinking, resilience, flexibility, and agility.  There are also apparent challenges like the rising cost of living and a potential decline in data entry clerk roles.  Specific numerical values are provided for each data point.  More detailed interpretation is difficult without access to the full report.


## Future of Jobs Report 2025 212


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 215
# United States of America

## Upskilling and reskilling outlook

* **39** | Global 41: Would not need training by 2030
* **29** | Global 29: Would be upskilled in their current role
* **21** | Global 19: Would be upskilled and redeployed
* **11** | Global 11: Would be unlikely to upskill

## Human-machine frontier

**% of tasks completed by predominantly people, predominantly technology, or a combination of both**

## Visual Description

Two horizontal stacked bar charts illustrate the percentage of tasks allocated to humans, technology, and a combination of both for the present (Now) and projected future (2030).

**Now:**
* Human:  Light blue bar segment
* Combination: Medium blue bar segment
* Technology: Dark blue bar segment
* Percentages labeled on the right side of each bar segment

**2030:**
* Human: Light blue bar segment
* Combination: Medium blue bar segment
* Technology: Dark blue bar segment
* Percentages labeled on the right side of each bar segment


**Key Insights:** The visualizations suggest a shift towards increased involvement of technology in task completion from the present to 2030, with a corresponding decrease in purely human-executed tasks.  The combination category appears relatively stable.


## Public policy

### Public policies to improve talent availability

**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**

* Provision of reskilling and upskilling: **55%** | Global 52%
* Funding for reskilling and upskilling: **55%** | Global 55%
* Flexibility on hiring and firing practices: **48%** | Global 44%
* Improvements to public education systems: **41%** | Global 47%
* Changes to labour laws related to remote work: **35%** | Global 36%

## Key barriers for business transformation

### Transformation barriers

**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**

* Skills gaps in the labour market: **58%** | Global 63%
* Organization culture and resistance to change: **43%** | Global 46%
* Inability to attract talent to the industry: **41%** | Global 37%
* Lack of adequate data and technical infrastructure: **37%** | Global 32%
* Outdated or inflexible regulatory framework: **31%** | Global 39%



## Wage outlook

### Wage trends

**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**

## Visual Description

A horizontal stacked bar chart shows projected wage trends.  Segments are colored and labeled with categories like "Growing," "Similar," and "Declining."  Percentages for each segment are presented on the right side.  The chart differentiates between the surveyed economy and global averages.

## Talent availability outlook

### Talent trend

**Share of respondents who expect their talent availability to improve or worsen in five years**

* Talent availability when hiring: 41%  | -100% | +100% | 27%
* Talent development of existing workforce: 3% | -100% | +100% | 68%
* Talent retention of existing workforce: 21% | -100% | +100% | 35%

## Visual Description
Three horizontal bar charts depict the expected change in talent availability, development, and retention over five years. Each chart has a central point representing -100% and +100% change, with bars extending to the left (worsening) or right (improving).  Percentages and global averages are marked on the chart.


## DEI Actions

**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**


* **62** | Global 48: Targeted recruitment, retention and progression initiatives
* **61** | Global 51: Run comprehensive DEI training for managers and staff
* **55** | Global 42: Set DEI goals, targets or quotas



## AI Strategy

**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**

* **87** | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI
* **73** | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills
* **68** | Global 62: Hiring new people with skills to better work alongside AI


Future of Jobs Report 2025 215


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 217
# Uzbekistan

## Upskilling and reskilling outlook

| Metric                       | Uzbekistan | Global |
|----------------------------|------------|--------|
| Would not need training by 2030 | 52        | 41     |
| Would be upskilled in their current role | 22        | 29     |
| Would be upskilled and redeployed | 14        | 19     |
| Would be unlikely to upskill      | 12        | 11     |


## Human-machine frontier

**% of tasks completed by predominantly people, predominantly technology, or a combination of both**

| Task Type | Human | Combination | Technology |
| --------- | ----- | ----------- | --------- |
| ALL TASKS (Now)  |       |            |          |
| ALL TASKS (2030) |       |            |          |

## Visual Description

A stacked bar chart shows the projected shift in task completion from 2020 (Now) to 2030, categorized by human, combination (human and technology), and technology.  Specific percentage values are provided on the right side of the chart, aligned with each segment of the bars. Uzbekistan's data is embedded within the Global averages.  It appears that a significant portion of tasks currently done by humans will be done by a combination of humans and technology or by technology alone by 2030.  The chart uses light blue for "Human", medium blue for "Combination", and dark blue for "Technology."

**Key Insights:**

* A shift towards increased technology involvement in task completion is anticipated.
* The "Combination" category experiences the most significant growth, suggesting a collaborative approach between humans and technology.
* The proportion of tasks completed solely by humans decreases.



## Public policy

**Public policies to improve talent availability**

**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**

| Policy                                          | Economy | Global |
|-------------------------------------------------|---------|--------|
| Flexibility on hiring and firing practices     | 57%     | 44%    |
| Improvements to public education systems         | 57%     | 47%    |
| Provision of reskilling and upskilling         | 50%     | 52%    |
| Flexibility on setting wages                   | 37%     | 38%    |
| Changes to labour laws related to remote work | 33%     | 36%    |



## Key barriers for business transformation

**Transformation barriers**

**Share of organizations surveyed expecting the barriers will hinder their organization transformation**

| Barrier                                      | Economy | Global |
|---------------------------------------------|---------|--------|
| Skills gaps in the labour market            | 78%     | 63%    |
| Organization culture and resistance to change | 30%     | 46%    |
| Outdated or inflexible regulatory framework    | 30%     | 39%    |
| Shortage of investment capital               | 30%     | 26%    |
| Inability to attract talent to the industry   | 27%     | 37%    |


## Talent availability outlook

**Talent trend**

**Share of respondents who expect their talent availability to improve or worsen in five years**


| Talent Focus                     | -100% | +100% |
|-----------------------------------|-------|-------|
| Talent availability when hiring    | 37%   | 43%   |
| Talent development of existing workforce | 0%    | 84%   |
| Talent retention of existing workforce | 3%    | 71%   |

## Visual Description

A diverging bar chart illustrates the expected change in talent availability over five years, broken down into three categories: talent availability when hiring, talent development of existing workforce, and talent retention of existing workforce.  Purple represents a worsening trend, and light blue signifies improvement.  The scale goes from -100% to +100%. Triangular markers indicate global averages.

**Key Insights:**

* Positive outlook for all three categories.
* Strongest anticipated improvement is in talent development of existing workforce.
* Talent retention is expected to improve, though less dramatically than development.


## DEI Actions

**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**


| Measure                                                                  | Uzbekistan | Global |
|---------------------------------------------------------------------------|------------|--------|
| Targeted recruitment, retention and progression initiatives                  | 47        | 48     |
| Pay equity reviews and salary audits                                      | 33        | 39     |
| Run comprehensive DEI training for managers and staff                    | 27        | 51     |



## AI Strategy


**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**

| Strategy                                                                     | Uzbekistan | Global |
|------------------------------------------------------------------------------|------------|--------|
| Hiring new people with skills to design AI tools and enhancements ...       | 65        | 69     |
| Downsizing workforce where AI can replicate people's work                   | 58        | 41     |
| Reskilling and upskilling your existing workforce to better work alongside AI | 52        | 77     |


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 218
# Viet Nam

## Contextual indicators

| Indicators | min | max |
|---|---|---|
| Labour force participation (2023) |  |  |
| Vulnerable employment (2022) |  |  |
| Share of youth not in employment, education, or training (NEET) (2023) |  |  |
| Unemployment rate (2023) |  |  |
| Unemployment rate among workers with basic edu. (2023) |  |  |
| Unemployment rate among workers with advanced edu. (2023) |  |  |
| Secondary Education Attainment (2023) |  | 39% |
| Tertiary Education Attainment (2023) |  | 15% |
| Ease of finding skilled employees in local labour market (2024) |  | 5 |
| Fill vacancies by hiring foreign labour (2024) |  | 4 |
| Country investment in mid-career training (2022) |  | 4 |


## Jobs and Skills outlook

* **16%** (Global 22%): Labour-market churn (Five-year structural labour-force churn)
* **37%** (Global 39%): Skill disruption (Shares of core skills which will change)
* **87%** (Global 83%): Organizations with DEI priorities (Share of organizations with DEI priorities)
* **96%** (Global 88%): AI exposure (Share of organizations running AI programmes)

## Trend outlook

### Macrotrends driving business transformation

| Trend | Economy | Global |
|---|---|---|
| Broadening digital access |  |  |
| Increased efforts and investments to reduce carbon... |  |  |
| Rising cost of living, higher prices or inflation |  |  |
| Slower economic growth |  |  |
| Ageing and declining working-age populations |  |  |
| Increased restrictions to global trade and investment |  |  |
| Increased efforts and investments to adapt to climate... | 69% | 41% |
| Increased focus on labour and social issues | 66% | 41% |
| Increased geopolitical division and conflicts | 59% | 28% |
| Growing working-age populations | 48% | 21% |
| Increased government subsidies and industrial policy | 48% | 17% |
| Stricter anti-trust and competition regulations | 45% | 10% |



### Technology trends driving business transformation

| Trend | Economy | Global |
|---|---|---|
| AI and information processing technologies (big data, VR, AR... |  |  |
| Robots and autonomous systems |  |  |
| Energy generation, storage and distribution |  |  |
| New materials and composites |  |  |
| Semiconductors and computing technologies |  |  |
| Quantum and encryption | 76% | 10% |
| Sensing, laser and optical technologies | 72% | 7% |
| Biotechnology and gene technologies | 59% | 7% |
| Satellites and space technologies | 52% | 3% |



## Jobs outlook

### Key roles for business transformation

* Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)

| Role | Net growth | Global net growth | Churn |
|---|---|---|---|
| AI and Machine Learning Specialists | 36 | 82 | 36 |
| E-commerce Specialists | 26 | 20 | 26 |
| Business Development Professionals | 24 | 19 | 24 |
| Managing Directors and Chief Executives | 8 | 5 | 8 |
| General and Operations Managers | 5 | 4 | 5 |
| Assembly and Factory Workers | -7 | 0 | 20 |


## Skill outlook

### Skills of increasing use by 2030

| Skill | Economy | Global |
|---|---|---|
| Analytical thinking | 79% | 96% |
| Leadership and social influence | 75% | 70% |
| Creative thinking | 71% | 68% |
| Resource management and operations | 63% | 68% |
| AI and big data | 63% | 68% |
| Networks and cybersecurity |  | 70% |
| Talent management |  | 68% |
| Resilience, flexibility and agility |  | 68% |


## Visual Description

Several bar charts and one combination chart visualize data about the economy, skills, and business transformation in Vietnam.  The charts compare Vietnam's data with global averages and often show data for both the Vietnamese economy and global trends side-by-side.

Key insights from the charts include:

* **Significant Skill Disruption:** Vietnam faces a high level of skill disruption (37%), slightly above the global average (39%).  This suggests a need for reskilling and upskilling initiatives.
* **Focus on DEI:** A large proportion of organizations in Vietnam (87%) prioritize Diversity, Equity, and Inclusion (DEI), on par with the global average.
* **AI Adoption:**  Vietnam shows a high rate of AI adoption (96%) compared to the global average (88%).
* **Macroeconomic Trends:**  Several macroeconomic trends are identified as drivers of business transformation, with "Increased efforts and investments to adapt to climate..." being a key factor both globally and in Vietnam.
* **Technological Transformation:** AI and information processing technologies are seen as the biggest drivers of technological transformation, followed by robots and autonomous systems.
* **Job Growth:**  AI and Machine Learning Specialists, E-commerce Specialists, and Business Development Professionals are expected to see significant net job growth. Assembly and Factory Workers are projected to have negative net growth.
* **Skills of the Future:**  Analytical thinking, AI and big data, leadership and social influence are predicted to be the most important skills by 2030, with high demand both in Vietnam and globally.

The combination chart shows the net growth and structural churn (job growth, job displacement) for key roles.  This helps visualize which roles are growing and shrinking in the Vietnamese economy.


_Note: Due to the limitations of the image provided, the exact numerical values for several data points could not be transcribed.  This may impact the precision of some insights._


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 216
# Uzbekistan

## Contextual Indicators

| Indicators | min | max |
|---|---|---|
| Labour force participation (2020) |  |  |
| Vulnerable employment (2022) |  |  |
| Share of youth not in employment, education, or training (NEET) | - |  |
| Unemployment rate (2020) |  |  |
| Unemployment rate among workers with basic edu. |  |  |
| Unemployment rate among workers with advanced edu. (2020) |  |  |

| | | |
|---|---|---|
| **30%** | *Global 22%* | **36%** | *Global 39%* |
| Labour-market churn | Skill disruption |
| Five-year structural labour-force churn | Shares of core skills which will change |


| Indicators | min | max |
|---|---|---|
| Secondary Education Attainment (2022) | 62% | 97% |
| Tertiary Education Attainment (2022) | 34% | 62% |
| Ease of finding skilled employees in local labour market (2024) | NA | 4 |
| Fill vacancies by hiring foreign labour (2024) | 4% | 4 |
| Country investment in mid-career training (2021) | 1% | 5 |

|  |  |
|---|---|
| **60%** | *Global 83%* | **84%** | *Global 88%* |
| Organizations with DEI priorities | AI exposure |
| Share of organizations with DEI priorities | Share of organizations running AI programmes |


## Trend outlook

### Macrotrends driving business transformation

*Share of organizations surveyed that identified this trend as likely to drive transformation in their organization*

| Trend | Economy | Global |
|---|---|---|
| Broadening digital access |  |  |
| Rising cost of living, higher prices or inflation |  |  |
| Increased focus on labour and social issues |  |  |
| Growing working-age populations |  |  |
| Increased government subsidies and industrial policy |  |  |
| Slower economic growth |  |  |

| Trend | Economy | Global |
|---|---|---|
| Increased geopolitical division and conflicts | 51% | 27% |
| Increased restrictions to global trade and investment | 51% | 19% |
| Increased efforts and investments to adapt to climate... | 41% | 16% |
| Increased efforts and investments to reduce carbon... | 35% | 14% |
| Ageing and declining working-age populations | 32% | 14% |
| Stricter anti-trust and competition regulations | 30% | 5% |

### Technology trends driving business transformation

*Share of organizations surveyed that identify the technology trend as likely to drive business transformation*


| Trend | Economy | Global |
|---|---|---|
| AI and information processing technologies (big data, VR, AR... |  |  |
| Robots and autonomous systems |  |  |
| New materials and composites |  |  |
| Energy generation, storage and distribution |  |  |
| Quantum and encryption |  |  |

| Trend | Economy | Global |
|---|---|---|
| Biotechnology and gene technologies | 69% | 17% |
| Sensing, laser and optical technologies | 47% | 11% |
| Semiconductors and computing technologies | 36% | 11% |
| Satellites and space technologies | 33% | 3% |



## Jobs outlook

### Key roles for business transformation

*Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)*


| Role | Net growth | Job Growth | Job displacement | Net Growth | Global net growth |
|---|---|---|---|---|---|
| Business Intelligence Analysts | 21 | 18 | 21 |  |  |
| University and Higher Education Teachers | 21 | 16 | 23 |  |  |
| Lawyers | 11 | 2 | 13 |  |  |
| Accountants and Auditors | 6 | -8 | 27 |  |  |
| Accounting, Bookkeeping and Payroll Clerks | -13 | -18 | 21 |  |  |
| Administrative Assistants and Executive Secretaries | -27 | -20 | 27 |  |  |


## Skill outlook

### Skills of increasing use by 2030

*Skills of the most increase in use by 2030*

| CORE SKILLS OF 2025 | Economy | Global |
|---|---|---|
| Analytical thinking |  | 65% |
| Resilience, flexibility and agility |  | 65% |
| Systems thinking |  | 62% |
| Motivation and self-awareness |  | 59% |
| Talent management |  | 59% |


| SKILLS OF INCREASING USE BY 2030 | Economy | Global |
|---|---|---|
| Networks and cybersecurity |  | 76% |
| AI and big data |  | 75% |
| Programming |  | 64% |
| Multi-lingualism |  | 63% |
| Technological literacy |  | 63% |


## Visual Description

Several bar charts and one combination chart visualize data about Uzbekistan's economy, skills, and job market.  The charts compare Uzbekistan's data with global and/or regional averages and income group averages. Data is shown for various years, typically around 2020-2024.

The combination chart shows net growth, job growth, job displacement, and churn for key roles expected to be impacted by business transformation.  Positive values indicate growth, while negative values indicate decline. For example, Business Intelligence Analysts are projected to have strong net growth (21%), driven primarily by job growth (18%) and some churn (21%). Administrative Assistants and Executive Secretaries, on the other hand, are expected to decline significantly (-27%).

The bar charts cover various topics including: contextual indicators (labor force, education, etc.), macrotrends driving business transformation, technology trends driving transformation, and skills of increasing use by 2030.  They consistently show Uzbekistan's data alongside global benchmarks, allowing for comparison.  For example, while Uzbekistan has lower tertiary education attainment (34%) than the global average, it shows a high rate of organizations with DEI priorities (60%) compared to the global average (83%).

Key insights include the anticipated growth in roles related to technology and data analysis, the importance of skills like analytical thinking and technological literacy, and the impact of broader trends like geopolitical division and automation on the Uzbek economy.  The visualization highlights areas of strength and weakness for Uzbekistan, informing potential areas for investment and policy focus.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 219
# Viet Nam

## Upskilling and reskilling outlook

* **41** | Global 41: Would not need training by 2030
* **26** | Global 29: Would be upskilled in their current role
* **19** | Global 19: Would be upskilled and redeployed
* **14** | Global 11: Would be unlikely to upskill


## Human-machine frontier

**% of tasks completed by predominantly people, predominantly technology, or a combination of both**

| Task       | Human | Combination | Technology |
| ---------- | ----- | ----------- | --------- |
| ALL TASKS Now |       |            |           |
| 2030      |       |            |           |


## Visual Description

A stacked bar chart displays the percentage of tasks completed by predominantly people, technology, or a combination of both for the current time ("Now") and projected for 2030.  The chart segments represent Human (light blue), Combination (medium blue), and Technology (dark blue).  Global averages are shown for each category, but specific values for Vietnam are not visible in the image.

**Key Insights:**

* It appears that human involvement in tasks is projected to decrease by 2030, while the share of tasks performed by technology or a combination of human and technology will increase.


## Public policy

**Public policies to improve talent availability**

Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability.

| Policy                                          | Economy | Global |
| ------------------------------------------------ | ------- | ------ |
| Flexibility on hiring and firing practices       | 59%     | 44%    |
| Funding for reskilling and upskilling          | 59%     | 55%    |
| Changes to immigration laws                     | 50%     | 26%    |
| Changes to pension schemes and retirement ages | 46%     | 25%    |
| Wage subsidies                                 | 41%     | 26%    |


## Key barriers for business transformation

**Transformation barriers**

Share of organizations surveyed expecting the barriers will hinder their organization transformation.

| Barrier                                         | Economy | Global |
| ----------------------------------------------- | ------- | ------ |
| Skills gaps in the labour market               | 62%     | 63%    |
| Lack of adequate data and technical infrastructure | 55%     | 32%    |
| Organization culture and resistance to change  | 41%     | 46%    |
| Insufficient understanding of opportunities      | 41%     | 25%    |
| Outdated or inflexible regulatory framework     | 41%     | 39%    |


## Wage outlook

**Wage trends**

Share of organizations projecting the share of wages and other forms of workers' compensation as a percentage of the company's total revenues.

| Trend      | Percentage |
| ---------- | ---------- |
| Growing    |           |
| Similar    |           |
| Declining  |           |



## Visual Description

A stacked horizontal bar chart displays the wage trends. The segments represent Growing (light teal), Similar (mid teal), and Declining (purple/grey). Global averages are shown. Specific Vietnamese values are not visible.

**Key Insights:**

While there is a significant portion expecting similar wage shares, a noticeable portion of respondents expect wages to grow. A smaller percentage anticipates a decline.


## Talent availability outlook

**Talent trend**

Share of respondents who expect their talent availability to improve or worsen in five years.

| Metric                                 | Improving | Worsening |
| --------------------------------------- | -------- | -------- |
| Talent availability when hiring        | 39%      |         |
| Talent development of existing workforce | 5%       |         |
| Talent retention of existing workforce  | 18%      |         |



## Visual Description

Three horizontal bar charts, each representing a talent metric (availability when hiring, development of existing workforce, and retention of existing workforce), show projected changes. The bars extend from -100% to +100%.  Segments are colored light blue (improving) and purple (worsening). Global average markers are also shown. Specific values for Vietnam are mostly obscured.

**Key Insights:**

Most metrics appear to show improvement, particularly talent development, with a smaller positive change expected in talent retention. Talent availability when hiring shows both positive and negative expectations.



## DEI Actions

Share of employers surveyed planning to implement the diversity, equity and inclusion measure.

* **61** | Global 42: Set DEI goals, targets or quotas
* **61** | Global 48: Targeted recruitment, retention and progression initiatives
* **57** | Global 51: Run comprehensive DEI training for managers and staff


## AI Strategy

Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence.

* **82** | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI
* **68** | Global 62: Hiring new people with skills to better work alongside AI
* **68** | Global 47: Transitioning people from jobs that AI will cause to decline, to other roles within your organization


## Working Age Population

**63.9** (Millions)


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 220
# Zimbabwe

## Contextual Indicators

| Indicators | Year | Min | Max |
|---|---|---|---|
| Labour force participation | 2023 |  |  |
| Vulnerable employment | 2022 |  |  |
| Share of youth not in employment, education, or training (NEET) | 2023 |  |  |
| Unemployment rate | 2023 |  |  |
| Unemployment rate among workers with basic edu. | 2023 |  |  |
| Unemployment rate among workers with advanced edu. | 2023 |  |  |
| Secondary Education Attainment | 2022 |  | 66% |
| Tertiary Education Attainment | 2022 |  | 17% |
| Ease of finding skilled employees in local labour market | 2024 |  | 5 |
| Fill vacancies by hiring foreign labour | 2024 |  | 4 |
| Country investment in mid-career training | 2022 |  | 4 |


## Jobs and Skills outlook

* **16%** (Global 22%): Labour-market churn (Five-year structural labour-force churn)
* **47%** (Global 39%): Skill disruption (Shares of core skills which will change)
* **100%** (Global 83%): Organizations with DEI priorities (Share of organizations with DEI priorities)
* **91%** (Global 88%): AI exposure (Share of organizations running AI programmes)

## Trend outlook

### Macrotrends driving business transformation

| Trend | Economy | Global |
|---|---|---|
| Rising cost of living, higher prices or inflation |  |  |
| Broadening digital access |  |  |
| Increased focus on labour and social issues |  |  |
| Slower economic growth |  |  |
| Increased efforts and investments to adapt to climate change |  |  |
| Increased efforts and investments to reduce carbon emissions |  |  |
| Increased government subsidies and industrial policy |  | 28% |
| Increased restrictions to global trade and investment |  | 22% |
| Growing working-age populations |  | 22% |
| Ageing and declining working-age populations |  | 17% |
| Increased geopolitical division and conflicts |  | 11% |

### Technology trends driving business transformation

| Trend | Economy | Global |
|---|---|---|
| AI and information processing technologies (big data, VR, AR...) |  |  |
| Energy generation, storage and distribution |  |  |
| Robots and autonomous systems |  |  |
| Satellites and space technologies |  |  |
| New materials and composites |  |  |
| Semiconductors and computing technologies |  | 17% |
| Sensing, laser and optical technologies |  | 11% |
| Biotechnology and gene technologies |  | 11% |
| Quantum and encryption |  | 6% |

## Jobs outlook

### Key roles for business transformation

*Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)*

|  | Net growth | Global net growth | Churn |
|---|---|---|---|
| Sustainability Specialists | 22 | 33 | 22 |
| Environmental Protection Professionals | 18 | 28 | 18 |
| Business Services and Administration Managers | 9 | -7 | 29 |
| Assembly and Factory Workers | 2 | 0 | 10 |
| Accountants and Auditors | -8 | -8 | 12 |
| General and Operations Managers | -9 | 4 | 9 |



## Visual Description

Several horizontal bar charts visualize data related to Zimbabwe's economy, jobs, and skills outlook.  The charts compare Zimbabwe's data with global averages and in some cases, income group averages. They represent trends in areas like labour force participation, education attainment, skill disruption, macrotrends driving business transformation, and key roles expected to experience growth.

Key insights include the relatively high labour market churn and skill disruption expected in Zimbabwe, the identification of key macrotrends like rising cost of living and broadening digital access, and the expected growth of roles such as sustainability specialists and environmental protection professionals. The charts also highlight key skills expected to be in increasing demand, such as resilience, flexibility, and agility, as well as analytical and creative thinking.  There's also information about the adoption of specific technologies, like AI and semiconductor technologies.

The final chart visualizes the net growth, global net growth, and churn for several roles. Sustainability specialists show the most significant positive net growth, while General and Operations Managers face the most significant decline.


## Skill outlook

### Skills of increasing use by 2030

*Skills of the most increase in use by 2030*

| Core Skills of 2025 | Economy | Global |
|---|---|---|
| Motivation and self-awareness |  |  |
| Resilience, flexibility and agility |  |  |
| Service orientation and customer service |  |  |
| Analytical thinking |  |  |
| Creative thinking |  |  |

| Skills of Increasing Use by 2030 | Economy | Global |
|---|---|---|
| Resilience, flexibility and agility | 75% | 82% |
| Systems thinking | 67% | 82% |
| Creative thinking | 58% | 80% |
| AI and big data | 58% | 80% |
| Technological literacy | 58% | 78% |

_Future of Jobs Report 2025 220_


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 22
# Job Growth and Decline

To approximate the total impact of job growth and decline, this report combines the job outlook expectations of surveyed employers with estimates of the total number of workers in the corresponding roles, based on ILO employment data. However, the Future of Jobs data set only provides information on roles for which survey data availability meets a minimum coverage threshold, and corresponds to 1.18 billion workers in total, which is a subset of the ILO's total employment data. The conclusions derived for this subset should not be treated as comprehensive, but rather as providing insights on selected segments of the global workforce.

Figure 2.4 shows the 15 largest net growth and decline job roles in absolute numbers. The highest growth in absolute numbers of jobs is driven by roles that make up the core of many economies.

Farmworkers top the list of the largest growing job roles in the next five years and are expected to see 35 million more jobs by 2030. Green transition trends, including increased efforts and investments to reduce carbon emissions and adapt to climate change, are the driving forces behind this job growth. Broadening digital access and rising cost of living also contribute to the growth of this job role, which currently employs more than 200 million workers worldwide.


Delivery Drivers, Building Construction Workers, Salespersons and Food Processing Workers are also among the largest-growing job types in the next five years. While technology is impacting growth in almost all occupations, demographic trends and economic trends also contribute to the projected net increase in these job roles.

Care jobs, including Nursing Professionals, Social Work and Counselling Professionals, and Personal Care Aides are expected to see significant growth over the next five years, driven by demographic trends, especially aging populations. Increased focus on labor and social issues is also identified as a contributing factor.


Education-related roles such as University and Higher Education Teachers and Secondary Education Teachers are also predicted to be among the biggest job creators in absolute terms over the next five years globally. Broadening digital access and growing working-age populations are the top two contributing drivers of this job growth, while increased focus on labour and social issues is seen as an additional factor.

Additionally, Software and Applications Developers, General and Operations Managers, and Project Managers, are among the job categories driving the most net job growth.

Conversely, in parallel to the fastest-declining job roles, Clerical and Secretarial Workers are among the job categories predicted to see the largest net job decline in absolute terms (Figure 2.5).


Section 2.2 further analyses the impact of each of the five identified labour-market macrotrends on growing and declining jobs. However, there is also a group of large and growing jobs that are driven by many trends in combination. This includes Building Framers, Finishers, and Related Trades Workers; Light Truck or Delivery Services Drivers; Car, Van and Motorcycle Drivers; General and Operations Managers; and Social Work and Counselling Professionals. For these jobs, it is the broad sweep of transformative forces, rather than one or two specific labour-market drivers, which is generating growth expectations.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 221
# Zimbabwe

## Upskilling and reskilling outlook

| Metric                       | Zimbabwe | Global |
| ---------------------------- | -------- | ------ |
| Would not need training by 2030 | 51      | 41     |
| Would be upskilled in their current role | 23      | 29     |
| Would be upskilled and redeployed      | 16      | 19     |
| Would be unlikely to upskill            | 10      | 11     |


## Human-machine frontier

**% of tasks completed by predominantly people, predominantly technology, or a combination of both**

| ALL TASKS | Human | Global | Combination | Global | Technology | Global |
| --------- | ----- | ------ | ----------- | ------ | --------- | ------ |
| Now       |       |       |            |       |           |        |
| 2030     |       |       |            |       |           |        |


## Visual Description

The chart shows the projected shift in task completion from 2023 to 2030, broken down by human, technology, and combined human-technology effort. 

* **Now:**  Human effort accounts for the largest portion, followed by technology, then combined effort. The specific percentages are: Human - approximately 40%; Technology - approximately 35%, Combined approximately 25% according to visual estimates. 
* **2030:**  A significant shift is projected, with human effort decreasing, technology effort increasing substantially, and combined effort remaining relatively stable. The specific percentages are approximately: Human-25%, Technology-40%, Combined-35%.

**Key Insight:**  The visualization indicates a substantial rise in the use of technology for task completion by 2030, taking over as the primary mode of execution from human effort.


## Public policy

### Public policies to improve talent availability

**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**

| Policy                                   | Economy | Global |
| ----------------------------------------- | ------- | ------ |
| Improvements to public education systems | 70%     | 47%    |
| Changes to labour laws related to remote work | 60%     | 36%    |
| Flexibility on setting wages             | 50%     | 38%    |
| Funding for reskilling and upskilling    | 50%     | 55%    |
| Provision of reskilling and upskilling   | 50%     | 52%    |


## Key barriers for business transformation

### Transformation barriers

**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**

| Barrier                                        | Economy | Global |
| ---------------------------------------------- | ------- | ------ |
| Organisation culture and resistance to change | 50%     | 46%    |
| Shortage of investment capital                  | 50%     | 26%    |
| Skills gaps in the labour market                | 44%     | 63%    |
| Outdated or inflexible regulatory framework     | 44%     | 39%    |
| Lack of adequate data and technical infrastructure | 39%     | 32%    |


## Wage outlook

### Wage trends

**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**

| Trend    | Value |
| -------- | ----- |
| Growing  | 40%   |
| Similar | 50%    |
| Declining | 10%   |


## Visual Description

A stacked bar chart represents the projected wage trends. The Zimbabwe data shows segments for "Growing", "Similar", and "Declining". The Global data is also represented with the same segments. Visual estimates place the split as follows:
* **Zimbabwe:** Growing - 40%, Similar - 50%, Declining - 10%
* **Global:** Growing - 52%, Similar - 41%, Declining - 8%.

**Key Insight:** While both Zimbabwe and globally expect a sizable portion of companies to maintain similar wage shares, Zimbabwe projects a higher proportion of declining wage shares (10%) compared to the global average (8%).


## Talent availability outlook

### Talent trend

**Share of respondents who expect their talent availability to improve or worsen in five years**

| Talent Focus                     | Improving | Worsening |
| --------------------------------- | -------- | --------- |
| Talent availability when hiring   |          |           |
| Talent development of existing workforce |          |           |
| Talent retention of existing workforce |          |           |


## Visual Description

Three horizontal bar charts display talent trends: talent availability when hiring, talent development, and talent retention. Each bar visually represents the percentage expecting improvement (light blue) and worsening (purple).  The triangle markers indicate global averages.

* **Talent availability when hiring**: A small portion expects improvement, a larger portion anticipates worsening, the split seems roughly 50/50 between improvement and worsening based on the visual.
* **Talent development of existing workforce**:  A larger portion expects improvement compared to worsening, the split seems around 10/90 improvement to worsening based on the visual.
* **Talent retention of existing workforce**: A larger portion expects improvement compared to worsening, the split seems around 20/80 improvement to worsening based on the visual.

**Key Insight:** Across all three areas, improvement is expected but concerns remain about worsening talent availability, particularly in hiring. The development and retention of existing workforces appear more optimistic.


## DEI Actions

**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**

| Measure                                                       | Value   | Global |
| -------------------------------------------------------------- | ------ | ------ |
| Targeted recruitment, retention and progression initiatives | 70     | 48     |
| Run comprehensive DEI training for managers and staff        | 60     | 51     |
| Set DEI goals, targets or quotas                               | 40     | 42     |


## AI Strategy

**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**

| Strategy                                                                  | Value   | Global |
| ------------------------------------------------------------------------- | ------ | ------ |
| Reskilling and upskilling your existing workforce to better work alongside AI | 82     | 77     |
| Transitioning people from jobs that AI will cause to decline, to other roles within your organization | 55     | 47     |
| Re-orienting your organization to target new business opportunities created by AI | 55     | 49     |


## Working Age Population (Millions)

6.3


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 222
# Central Asia

**23%** | Global 22%
Labour-market churn
Five-year structural labour-force churn

**38%** | Global 39%
Skill disruption
Shares of core skills which will change

**64%** | Global 83%
Organizations with DEI priorities
Share of organizations with DEI priorities

**63%** | Global 88%
AI exposure
Share of organizations running AI programmes

Working Age Population (Millions)
**33.1**

## Trend outlook

### Macrotrends driving business transformation

Share of organizations surveyed that identified this trend as likely to drive transformation in their organization

| Trend                                     | Region | Global |
|------------------------------------------|--------|--------|
| Broadening digital access                 | 61%    | 27%    |
| Rising cost of living, higher prices or inflation | 52%    | 23%    |
| Increased focus on labour and social issues | 37%    | 19%    |
| Slower economic growth                    | 32%    | 19%    |
| Increased government subsidies and industrial policy | 30%    | 15%    |
| Growing working-age populations          | 27%    | 14%    |
| Increased geopolitical division and conflicts |        | 34%    |
| Increased efforts and investments to reduce carbon... |        | 47%    |
| Increased restrictions to global trade and investment |        | 23%    |
| Increased efforts and investments to adapt to climate... |        | 41%    |
| Ageing and declining working-age populations |        | 40%    |
| Stricter anti-trust and competition regulations |        | 17%    |


### Technology trends driving business transformation

Share of organizations surveyed that identify the technology trend as likely to drive business transformation


| Technology Trend                                 | Region | Global |
|-------------------------------------------------|--------|--------|
| AI and information processing technologies (big data, VR, AR…) | 69%    | 10%    |
| Energy generation, storage and distribution      | 50%    | 10%    |
| Robots and autonomous systems                    | 45%    | 9%     |
| New materials and composites                      | 36%    | 8%     |
| Semiconductors and computing technologies        | 14%    | 9%     |
| Quantum and encryption                          |        | 12%    |
| Sensing, laser and optical technologies           |        | 18%    |
| Biotechnology and gene technologies               |        | 11%    |
| Satellites and space technologies                 |        | 9%     |

## Jobs outlook

### Key roles for business transformation

Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)

| Role                                       | Net growth | Global net growth | Churn |
|--------------------------------------------|------------|-------------------|-------|
| AI and Machine Learning Specialists        | 49         | 82               | 49    |
| University and Higher Education Teachers    | 24         | 16               | 26    |
| Accountants and Auditors                   | 3          | -8               | 15    |
| Lawyers                                     | -4         | 2                | 12    |
| Accounting, Bookkeeping and Payroll Clerks | -12        | -18              | 13    |
| Administrative Assistants and Executive Secretaries | -18        | -20              | 18    |



## Visual Description

Several horizontal bar charts and diverging bar charts are presented, comparing regional data to global data. Key insights and data include:

**Macrotrends:** Broadening digital access is the top macrotrend driving business transformation in the region (61% vs 27% globally). Increased geopolitical division and conflict is a global driver (34%).

**Technology Trends:** AI and Information processing technologies are the top tech trend driving business transformation in the region (69% vs 10% globally).

**Jobs Outlook:** AI and Machine Learning specialists are experiencing the highest net growth both regionally (49%) and globally (82%), while Administrative and Executive Secretary roles are declining (-18% regionally, -20% globally).

**Skill Outlook (2025):** Analytical thinking is identified as a core skill both regionally and globally (75% regionally, 81% globally).

**Skill Outlook (2030):** AI and Big Data is expected to be the most increasing skill in use by 2030 (75% regionally and 81% globally). Talent management (62% regionally and 59% globally) and creative thinking (62% regionally and 59% globally) are also anticipated to see significant increases.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 224
# Eastern Asia

**28%** | Global 22%
Labour-market churn
Five-year structural labour-force churn

**32%** | Global 39%
Skill disruption
Shares of core skills which will change

**93%** | Global 83%
Organizations with DEI priorities
Share of organizations with DEI priorities

**86%** | Global 88%
AI exposure
Share of organizations running AI programmes

Working Age Population (Millions)
**1167.5**

## Trend outlook

### Macrotrends driving business transformation

Share of organizations surveyed that identified this trend as likely to drive transformation in their organization

| Trend                                    | Region | Global |
|-----------------------------------------|--------|--------|
| Ageing and declining working-age populations |        |        |
| Broadening digital access                |        |        |
| Slower economic growth                   |        |        |
| Increased efforts and investments to reduce carbon... |        |        |
| Rising cost of living, higher prices or inflation |        |        |
| Increased focus on labour and social issues   |        |        |

| Trend                                                | Region | Global |
|-----------------------------------------------------|--------|--------|
| Increased geopolitical division and conflicts         | 84%    | 48%    |
| Increased efforts and investments to adapt to climate... | 66%    | 47%    |
| Increased restrictions to global trade and investment    | 66%    | 28%    |
| Increased government subsidies and industrial policy     | 61%    | 22%    |
| Growing working-age populations                      | 58%    | 20%    |
| Stricter anti-trust and competition regulations         | 52%    | 9%     |



### Technology trends driving business transformation

Share of organizations surveyed that identify the technology trend as likely to drive business transformation

| Trend                                                      | Region | Global |
|-----------------------------------------------------------|--------|--------|
| AI and information processing technologies (big data, VR, AR... |        |        |
| Robots and autonomous systems                             |        |        |
| Energy generation, storage and distribution                 |        |        |
| Semiconductors and computing technologies                  |        |        |
| New materials and composites                              |        |        |

| Trend                                        | Region | Global |
|---------------------------------------------|--------|--------|
| Sensing, laser and optical technologies     | 92%    | 31%    |
| Quantum and encryption                       | 61%    | 27%    |
| Biotechnology and gene technologies          | 39%    | 27%    |
| Satellites and space technologies            | 39%    | 19%    |




## Jobs outlook

### Key roles for business transformation

Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)

| Role                                                    | Net growth | Job Growth | Job displacement | Net Growth | Global net growth |
|---------------------------------------------------------|------------|------------|-----------------|------------|-------------------|
| AI and Machine Learning Specialists                 | 49         |            |                 |            |                   |
| General and Operations Managers                         | 31         |            |                 |            |                   |
| Managing Directors and Chief Executives                  | 19         |            |                 |            |                   |
| Assembly and Factory Workers                          | -4         |            |                 |            |                   |
| Administrative Assistants and Executive Secretaries       | -18        |            |                 |            |                   |
| Accounting, Bookkeeping and Payroll Clerks               | -19        |            |                 |            |                   |


## Skill outlook

### Skills of increasing use by 2030

Skills of the most increase in use by 2030

| Core Skills of 2025       | Region | Global |
|---------------------------|--------|--------|
| Analytical thinking        |        | 71%    |
| Leadership and social influence |        | 66%    |
| Curiosity and lifelong learning |        | 64%    |
| Creative thinking          |        | 64%    |
| Motivation and self-awareness |        | 59%    |



| Skills of Increasing Use By 2030 | Region | Global |
|---------------------------------|--------|--------|
| AI and big data                 |        | 87%    |
| Creative thinking                |        | 73%    |
| Curiosity and lifelong learning   |        | 66%    |
| Networks and cybersecurity      |        | 64%    |
| Leadership and social influence   |        | 61%    |


## Visual Description

Several charts and tables present data on labor market trends, business transformation drivers, technology trends, key roles, and skills outlook for Eastern Asia.  Horizontal bar charts compare regional data with global averages.  A horizontal bar chart with divergent bars visualizes net growth and churn for specific job roles.  

Key insights include:

* **High labor market churn and skill disruption:** Eastern Asia shows higher churn (28%) than the global average (22%), and a significant proportion of core skills (32%) are expected to change.
* **Focus on DEI and AI:** A large share of organizations prioritize DEI (93%) and are running AI programs (86%).
* **Key Macrotrends:** Geopolitical division, climate change adaptation, and trade restrictions are identified as key drivers of business transformation.
* **Technology Trends:**  AI and related technologies are seen as major drivers of transformation, followed by robotics and automation.
* **Job Roles:** AI/Machine Learning Specialists show high net growth, while administrative and clerical roles show decline.
* **Skills:** Analytical thinking, leadership & social influence, and curiosity & lifelong learning are expected to be crucial skills.

The provided charts offer a valuable snapshot of current and future trends in the Eastern Asian job market, emphasizing the importance of adapting to technological advancements and focusing on key skills for future success.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 223
# Central Asia

## Upskilling and reskilling outlook

* **53 | Global 41:** Would *not* need training by 2030
* **23 | Global 29:** Would be upskilled in their current role
* **13 | Global 19:** Would be upskilled and redeployed
* **10 | Global 11:** Would be unlikely to upskill


## Human-machine frontier

**% of tasks completed by predominantly people, predominantly technology, or a combination of both**

| Task        | Human | Global | Combination | Global | Technology | Global |
| ----------- | ----- | ----- | ----------- | ----- | --------- | ----- |
| ALL TASKS - Now  |       |       |            |       |          |       |
| ALL TASKS - 2030 |       |       |            |       |          |       |


## Visual Description

A stacked bar chart depicts the projected shift in human, combined human-technology, and technology task completion for "All Tasks" from "Now" to 2030.

* **Now:**  Human tasks comprise the largest portion, followed by technology tasks, then combined tasks. Specific percentage values are present next to each bar section: 44% Human, 31% Combined, and 25% Technology globally.  Another set of data points exists but is cut off in the image and impossible to determine relevance. 
* **2030:**  Technology tasks increase significantly and make up the largest portion, followed by human tasks, then combined tasks. Specific percentage values: 29% Human, 32% Combined, 39% Technology globally. Again, an additional set of data points is cut off in the image.

**Key Insight:**  The chart indicates a projected shift towards technology-dominated task completion by 2030, with a corresponding decrease in purely human-completed tasks.


## Transformation barriers

**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**

| Barrier                                       | Region | GLOBAL |
| --------------------------------------------- | ------ | ------ |
| Skills gaps in the labour market                |       | 75%    |
| Organisation culture and resistance to change   |       | 63%    |
| Shortage of investment capital                 |       | 46%    |
| Lack of adequate data and technical infrastructure |       | 32%    |
| Outdated or inflexible regulatory framework    |       | 39%    |


## Public policy

**Public policies to improve talent availability**

**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**

| Policy                                            | REGION | GLOBAL |
| ------------------------------------------------- | ------ | ------ |
| Improvements to public education systems         | 61%    | 47%    |
| Funding for reskilling and upskilling               | 55%    | 55%    |
| Provision of reskilling and upskilling             | 52%    | 52%    |
| Flexibility on setting wages                       | 38%    | 38%    |
| Flexibility on hiring and firing practices         | 36%    | 44%    |


## Wage outlook

**Wage trends**

**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**

| Growing | Global | Similar | Global | Declining | Global |
| ------- | ----- | ------- | ----- | -------- | ----- |
|         |       |         |       |          |       |


## Visual Description

A stacked horizontal bar chart represents wage trend projections. The categories are "Growing", "Similar," and "Declining," each with regional and global data. 

The specific data points for Global are 66% Growing, 31% Similar and 3% Declining.  Another set of data is present but cut off and uninterpretable.

## Talent availability outlook

**Talent trend**

**Share of respondents who expect their talent availability to improve or worsen in five years**

| Talent Area                      | Value  | Change from -100% |
| -------------------------------- | ------ | ---------------- |
| Talent availability when hiring    | 27%    | +100%            |
| Talent development of existing workforce | 2%     | +100%            |
| Talent retention of existing workforce | 6%     | +100%            |


## Visual Description

Three horizontal bar charts show the expected change in talent availability, development, and retention.  Each bar represents a percentage change from a baseline of -100%.  A small purple portion represents the global average.


## DEI Actions

**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**

* **42 | Global 48:** Targeted recruitment, retention and progression initiatives
* **38 | Global 39:** Pay equity reviews and salary audits
* **31 | Global 51:** Run comprehensive DEI training for managers and staff


## AI Strategy

**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**

* **62 | Global 69:** Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills
* **54 | Global 77:** Reskilling and upskilling your existing workforce to better work alongside AI
* **48 | Global 62:** Hiring new people with skills to better work alongside AI


## Future of Jobs Report 2025

223


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 225
# Eastern Asia

## Upskilling and reskilling outlook

* **41** | Global 41: Would not need training by 2030
* **25** | Global 29: Would be upskilled in their current role
* **18** | Global 19: Would be upskilled and redeployed
* **15** | Global 11: Would be unlikely to upskill


## Human-machine frontier

**% of tasks completed by predominantly people, predominantly technology, or a combination of both**

| ALL TASKS | Human | Global | Combination | Global | Technology | Global |
|---|---|---|---|---|---|---|
| Now |  |  |  |  |  |  |
| 2030 |  |  |  |  |  |  |



## Visual Description

There are several bar charts and a stacked bar chart in this section.

**Stacked Bar Chart: Human-Machine Frontier**

This chart shows the percentage of tasks completed by predominantly people, technology, or a combination of both, for the present (Now) and projected for 2030.  The segments for "Now" show Human tasks slightly smaller than combined tasks, and technology tasks taking up the remaining, largest portion.  For 2030, the human segment is noticeably smaller, the combined segment larger than "Now", and the technology segment the largest, similar to "Now" but potentially an even greater share.  Specific percentage values are provided on the chart to the right of each bar.


**Bar Charts:**

* **Public policies to improve talent availability:** This chart displays the share of respondents who agree that particular public policies can improve talent availability. The policies listed are: Provision of reskilling and upskilling, Flexibility on hiring and firing practices, Flexibility on setting wages, Funding for reskilling and upskilling, and Changes to pension schemes and retirement ages. Data is shown for the region and globally, with regional values generally higher than global values except for "Changes to pension schemes."

* **Transformation barriers:** This chart presents the share of organizations that expect certain barriers will hinder their transformation.  Barriers include: Organization culture and resistance to change, Inability to attract talent to the industry, Insufficient understanding of opportunities, Inability to attract talent to my firm, and Outdated or inflexible regulatory framework.  Again, regional values are shown alongside global values.

* **Talent trend:** This chart illustrates the expected change in talent availability over five years.  It breaks down the responses for talent availability when hiring, talent development of existing workforce, and talent retention of existing workforce.  A horizontal bar is used for each, with negative values (worsening) to the left of the center point and positive values (improving) to the right. Global averages are marked on each bar.

* **Wage trends:** This chart shows the projected share of wages as a percentage of total company revenue. Categories are Growing, Similar, and Declining, with regional and global values displayed for each.


**Key Insights from Visualizations:**

* Technology is expected to play a significantly larger role in completing tasks by 2030.
* Reskilling and upskilling are viewed as the most effective public policies for improving talent availability.
* Organizational culture and resistance to change are considered the biggest barriers to business transformation.
* Talent availability is expected to worsen when hiring but improve in development and retention.
* Wages as a share of company revenue are expected to either grow or remain similar for most organizations.



## Public policy

**Public policies to improve talent availability**

Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability

| Policy | Region | Global |
|---|---|---|
| Provision of reskilling and upskilling | 60% | 52% |
| Flexibility on hiring and firing practices | 55% | 44% |
| Flexibility on setting wages |  |  |
| Funding for reskilling and upskilling | 49% | 38% |
| Changes to pension schemes and retirement ages | 43% | 55% |


## Wage outlook

**Wage trends**

Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues

| Trend | Global | Similar | Global | Declining | Global |
|---|---|---|---|---|---|
| Growing | 55% | 43% | 2% | | |
|  | 52% | 41% | 7% |  |  |



## Transformation barriers

Share of organisations surveyed expecting the barriers will hinder their organisation transformation

| Barrier | Region | Global |
|---|---|---|
| Organization culture and resistance to change | 64% | 46% |
| Inability to attract talent to the industry | 53% | 37% |
| Insufficient understanding of opportunities | 44% | 25% |
| Inability to attract talent to my firm | 41% | 27% |
| Outdated or inflexible regulatory framework | 39% | 39% |


## Talent availability outlook


**Talent trend**

Share of respondents who expect their talent availability to improve or worsen in five years

* _Improving_ ▲ Global average
* _Worsening_ ▲ Global average

| Talent Area | Percentage Change |
|---|---|
| Talent availability when hiring | 51% (-100% to +28%) |
| Talent development of existing workforce | 0% (-100% to +83%) |
| Talent retention of existing workforce | 23% (-100% to +30%) |



## DEI Actions

Share of employers surveyed planning to implement the diversity, equity and inclusion measure

* **60** | Global 51: Run comprehensive DEI training for managers and staff
* **38** | Global 33: Anti-harrassment protocols
* **36** | Global 42: Set DEI goals, targets or quotas


## AI Strategy

Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence

* **82** | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI
* **70** | Global 62: Hiring new people with skills to better work alongside AI
* **68** | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 226
# Europe

**21%** | *Global 22%*
Labour-market churn
Five-year structural labour-force churn

**36%** | *Global 39%*
Skill disruption
Shares of core skills which will change

**84%** | *Global 83%*
Organizations with DEI priorities
Share of organizations with DEI priorities

**90%** | *Global 88%*
AI exposure
Share of organizations running AI programmes

Working Age Population (Millions)
**597.0**


## Trend outlook

### Macrotrends driving business transformation

Share of organizations surveyed that identified this trend as likely to drive transformation in their organization

| Trend                                      | Region | Global |
|-------------------------------------------|--------|--------|
| Broadening digital access                 |        |        |
| Rising cost of living, higher prices or inflation |        |        |
| Increased efforts and investments to reduce carbon... |        |        |
| Ageing and declining working-age populations       |        |        |
| Increased focus on labour and social issues          |        |        |
| Increased efforts and investments to adapt to climate... |        |        |


| Trend                                       | Region | Global |
|--------------------------------------------|--------|--------|
| Slower economic growth                    |        |        |
| Increased geopolitical division and conflicts |        |        |
| Growing working-age populations             |        |        |
| Increased restrictions to global trade and investment |        |        |
| Stricter anti-trust and competition regulations |        |        |
| Increased government subsidies and industrial policy |        |        |


### Technology trends

#### Technology trends driving business transformation

Share of organizations surveyed that identify the technology trend as likely to drive business transformation

| Technology Trend                                         | Region | Global |
|--------------------------------------------------------|--------|--------|
| AI and information processing technologies (big data, VR, AR…) |        |        |
| Robots and autonomous systems                              |        |        |
| Energy generation, storage and distribution               |        |        |
| New materials and composites                             |        |        |
| Semiconductors and computing technologies              |        |        |

| Technology Trend                 | Region | Global |
|---------------------------------|--------|--------|
| Sensing, laser and optical technologies |        |        |
| Quantum and encryption         |        |        |
| Biotechnology and gene technologies     |        |        |
| Satellites and space technologies       |        |        |



### Jobs outlook

#### Key roles for business transformation

Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)

*Net growth*  *Job Growth*  *Job displacement*  *Net Growth* *Global net growth*
1. Net growth
2. Global net growth
3. Churn

## Visual Description

Several horizontal bar charts and one combination chart visualize data related to business transformation trends, technology trends, and skill outlooks.  The charts compare regional data with global data.  Specific percentage values are provided for each category in the charts.

The combination chart displays projected net growth and churn for several job roles.  The chart shows both regional and global net growth percentages, as well as job growth, displacement, and churn for the region.


### Key Insights

* AI and related technologies are key drivers of business transformation, both regionally and globally.
* Certain job roles, like AI and Machine Learning Specialists and Data Analysts and Scientists, are expected to experience significant growth.
* Analytical thinking, resilience, flexibility, and agility are identified as core skills for 2025 and beyond.


### Skill outlook

#### Skills of increasing use by 2030

| Skill                           | Region | Global |
|--------------------------------|--------|--------|
| Analytical thinking             |        |        |
| Resilience, flexibility and agility |        |        |
| Leadership and social influence  |        |        |
| Motivation and self-awareness    |        |        |
| Curiosity and lifelong learning    |        |        |

| Skill                           | Region | Global |
|--------------------------------|--------|--------|
| AI and big data                |        |        |
| Networks and cybersecurity     |        |        |
| Technological literacy          |        |        |
| Curiosity and lifelong learning |        |        |
| Resilience, flexibility and agility |        |        |



Future of Jobs Report 2025 226


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 227
# Europe

## Upskilling and reskilling outlook

| Metric                           | Region | Global |
| -------------------------------- | ------ | ------ |
| Would not need training by 2030 | 38     | 41     |
| Would be upskilled in their current role | 32     | 29     |
| Would be upskilled and redeployed | 19     | 19     |
| Would be unlikely to upskill    | 11     | 11     |


## Human-machine frontier

**% of tasks completed by predominantly people, predominantly technology, or a combination of both**

| Task    | Human | Global | Combination | Global | Technology | Global |
| ------- | ----- | ----- | ----------- | ----- | --------- | ----- |
| ALL TASKS|       |       |            |       |          |       |
| Now     |       |       |            |       |          |       |
| 2030   |       |       |            |       |          |       |



## Visual Description

Two stacked bar charts visualize the human-machine frontier and how it is expected to change. The first chart shows the current breakdown of tasks, while the second chart projects the breakdown for 2030.  Each bar segment represents the percentage of tasks completed by primarily humans, technology, or a combination of both.

**Key Insights:**

* **Shift towards Technology/Combination:** The visualization clearly indicates a shift away from human-dominated tasks towards those performed by technology or a combination of humans and technology.  
* **Decreased Reliance on Solely Human Labor:**  The proportion of tasks completed solely by humans is projected to decrease significantly by 2030.

**Data Extraction:**

* **Now:** Human: 48%, Combination: 32%, Technology: 20% (Global values are the same)
* **2030:** Human: 34%, Combination: 34%, Technology: 32% (Global values are close: 33%, 33%, 34% respectively)


## Public policy

**Public policies to improve talent availability**

**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**


| Policy                                       | Region | Global |
| --------------------------------------------- | ------ | ------ |
| Funding for reskilling and upskilling          | 57%    | 55%    |
| Provision of reskilling and upskilling       | 47%    | 52%    |
| Flexibility on hiring and firing practices     | 47%    | 52%   |
| Improvements to public education systems      | 46%    | 44%    |
| Changes to labour laws related to remote work | 44%    | 47% |
| Changes to labor laws related to remote work | 39%    | 36% |




## Transformation barriers

**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**

| Barrier                                           | Region | Global |
| ------------------------------------------------- | ------ | ------ |
| Skills gaps in the labour market                  | 66%    | 63%    |
| Organization culture and resistance to change      | 46%    | 46%    |
| Inability to attract talent to the industry       | 41%    | 37%    |
| Outdated or inflexible regulatory framework        | 39%    | 39%    |
| Lack of adequate data and technical infrastructure | 32%    | 32%    |



## Talent availability outlook

**Talent trend**

**Share of respondents who expect their talent availability to improve or worsen in five years**


## Visual Description

Three horizontal bar charts illustrate talent trends. Each chart represents a different aspect: talent availability when hiring, talent development of existing workforce, and talent retention of existing workforce. The bars are split into two sections: "Improving" (light blue) and "Worsening" (purple).  A triangle marker indicates the global average.

**Key Insights:**

* **Positive Outlook for Talent Development and Retention:**  The majority of respondents expect improvement in talent development and retention of their existing workforce.
* **Mixed Outlook for Hiring:**  While a significant portion anticipates improved talent availability when hiring, a substantial number also expect it to worsen.


**Data Extraction:**

* **Talent availability when hiring:** Improving: 21%, Worsening: 54% (Global average marked)
* **Talent development of existing workforce:** Improving: 63%, Worsening: 5% (Global average marked)
* **Talent retention of existing workforce:** Improving: 36%, Worsening: 22% (Global average marked)

## DEI Actions

**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**


| Measure                                                        | Region | Global |
| -------------------------------------------------------------- | ------ | ------ |
| Run comprehensive DEI training for managers and staff        | 52     | 51     |
| Pay equity reviews and salary audits                         | 46     | 39     |
| Targeted recruitment, retention and progression initiatives | 44     | 48     |


## AI Strategy

**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**

| Strategy                                                                        | Region | Global |
| ------------------------------------------------------------------------------- | ------ | ------ |
| Reskilling and upskilling your existing workforce to better work alongside AI | 79     | 77     |
| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 70     | 69     |
| Hiring new people with skills to better work alongside AI                        | 65     | 62     |


## Wage outlook

**Wage trends**

**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**


## Visual Description

A stacked horizontal bar chart displays projected wage trends. The bar segments are categorized as "Growing" (light blue), "Similar" (teal), and "Declining" (light purple). Triangle markers indicate the global average.


**Key Insights:**

* **Expected Wage Growth is Predominant:** A large majority of organizations project that wages will grow as a percentage of total revenue.
* **Few Predict Declining Wage Proportion:**  Only a small fraction expect wages to decline relative to total revenue.


**Data Extraction:**

* **Growing:** 49%, **Similar:** 45%, **Declining:** 6% (Global: 52%, 41%, 7% respectively)



Future of Jobs Report 2025 227


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 228
# Latin America and the Caribbean

**23%** | Global 22%
Labour-market churn
Five-year structural labour-force churn

**42%** | Global 39%
Skill disruption
Shares of core skills which will change

**89%** | Global 83%
Organizations with DEI priorities
Share of organizations with DEI priorities

**94%** | Global 88%
AI exposure
Share of organizations running AI programmes

Working Age Population (Millions)
**377.5**

## Trend outlook

### Macrotrends driving business transformation

Share of organizations surveyed that identified this trend as likely to drive transformation in their organization

| Trend                               | Region | Global |
|------------------------------------|--------|--------|
| Broadening digital access           |        |        |
| Increased focus on labour and social issues |        |        |
| Increased efforts and investments to reduce carbon... |        |        |
| Increased efforts and investments to adapt to climate... |        |        |
| Rising cost of living, higher prices or inflation |        |        |
| Slower economic growth              |        |        |

| Trend                                                       | Region | Global |
|------------------------------------------------------------|--------|--------|
| Ageing and declining working-age populations                |        | 33%    |
| Growing working-age populations                            |        | 23%    |
| Increased restrictions to global trade and investment       |        | 19%    |
| Increased geopolitical division and conflicts               |        | 16%    |
| Increased government subsidies and industrial policy        |        | 14%    |
| Stricter anti-trust and competition regulations           |        | 14%    |



### Technology trends

#### Technology trends driving business transformation

Share of organizations surveyed that identify the technology trend as likely to drive business transformation

| Trend                                                       | Region | Global |
|------------------------------------------------------------|--------|--------|
| AI and information processing technologies (big data, VR, AR…) |        |        |
| Robots and autonomous systems                              |        |        |
| Energy generation, storage and distribution                |        |        |
| New materials and composites                              |        |        |
| Sensing, laser and optical technologies                   |        |        |


| Trend                                            | Region | Global |
|-------------------------------------------------|--------|--------|
| Semiconductors and computing technologies       |        | 20%    |
| Biotechnology and gene technologies            |        | 15%    |
| Satellites and space technologies              |        | 13%    |
| Quantum and encryption                         |        | 13%    |




### Jobs outlook

#### Key roles for business transformation

Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)


| Role                                    | Net growth | Job Growth | Job displacement | Net Growth | Global net growth |
|-----------------------------------------|------------|------------|-----------------|------------|-------------------|
| Data Analysts and Scientists           | 51         | 41         | 51              |            |                   |
| AI and Machine Learning Specialists   | 50         | 82         | 50              |            |                   |
| Business Intelligence Analysts          | 31         | 18         | 34              |            |                   |
| Sustainability Specialists              | 29         | 33         | 29              |            |                   |
| Lawyers                                 | -10        | 2          | 15              |            |                   |
| Administrative Assistants and Executive Secretaries | -26        | -20        | 26              |            |                   |


## Skill outlook

### Skills of increasing use by 2030

Skills of the most increase in use by 2030

| Skill                               | Region | Global |
|------------------------------------|--------|--------|
| Resilience, flexibility and agility |        | 81%    |
| Analytical thinking                 |        | 74%    |
| Leadership and social influence    |        | 69%    |
| Systems thinking                    |        | 67%    |
| Empathy and active listening       |        | 67%    |


| Skill                       | Region | Global |
|----------------------------|--------|--------|
| AI and big data            |        | 92%    |
| Creative thinking           |        | 84%    |
| Technological literacy      |        | 81%    |
| Empathy and active listening |        | 70%    |
| Design and user experience  |        | 70%    |


## Visual Description

Several bar charts and a horizontal bar chart are present on this page.

The first set of bar charts shows regional and global data for various macrotrends and technology trends driving business transformation.  Generally, the regional responses are lower than the global averages for these trends.

Another set of horizontal bar charts displays data on key roles for business transformation, showing net growth, job growth, and job displacement for roles like Data Analysts, AI Specialists, etc. Some roles, like Administrative Assistants, show negative net growth.

A final set of horizontal bar charts presents the core skills and skills of increasing use by 2030, comparing regional and global data. Again, regional data tends to be slightly lower than global data for these skills.  Resilience, flexibility, and agility are highly ranked, along with AI and Big Data.  Empathy and active listening appear in both core skills and skills of increasing use.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 23
# Largest growing and declining jobs, 2025-2030

Top jobs, ordered by largest net job growth and decline, in absolute terms, calculated based on ILO occupation employment statistics and expected net growth reported by employers surveyed.

## Top largest growing jobs

* Farmworkers, Labourers, and Other Agricultural Workers
* Light Truck or Delivery Services Drivers
* Software and Applications Developers
* Building Framers, Finishers, and Related Trades Workers
* Shop Salespersons
* Food Processing and Related Trades Workers
* Car, Van and Motorcycle Drivers
* Nursing Professionals
* Food and Beverage Serving Workers
* General and Operations Managers
* Social Work and Counselling Professionals
* Project Managers
* University and Higher Education Teachers
* Secondary Education Teachers
* Personal Care Aides


## Top largest declining jobs

* Cashiers and Ticket Clerks
* Administrative Assistants and Executive Secretaries
* Building Caretakers, Cleaners and Housekeepers
* Material-Recording and Stock-Keeping Clerks
* Printing and Related Trades Workers
* Accounting, Bookkeeping and Payroll Clerks
* Accountants and Auditors
* Transportation Attendants and Conductors
* Security Guards
* Bank Tellers and Related Clerks
* Data Entry Clerks
* Client Information and Customer Service Workers
* Graphic Designers
* Business Services and Administration Managers
* Claims Adjusters, Examiners, and Investigators


## Visual Description

The image presents two horizontal bar charts visualizing projected job growth and decline between 2025 and 2030.

**Chart 1: Top Largest Growing Jobs**

This chart shows the top 15 jobs expected to experience the largest growth, measured in millions of jobs.  The bars are light blue and extend to the right of the zero mark. Farmworkers, Labourers, and other Agricultural Workers show the largest projected growth, around 30 million jobs. Other high-growth jobs include Light Truck or Delivery Services Drivers and Software and Applications Developers.  Jobs further down the list show progressively smaller growth, with Personal Care Aides experiencing the least growth among the top 15.

**Chart 2: Top Largest Declining Jobs**

This chart shows the top 15 jobs expected to experience the largest decline, measured in millions of jobs. The bars are light purple and extend to the left of the zero mark. Cashiers and Ticket Clerks are projected to decline the most, by about -15 million jobs. Administrative Assistants and Executive Secretaries, and Building Caretakers, Cleaners, and Housekeepers follow with significant declines as well.  Jobs lower on the list show progressively smaller declines, with Claims Adjusters, Examiners, and Investigators projected to experience a minimal decline.


**Key Insights:**

* The agricultural and logistics sectors are projected to see substantial growth in employment.
* The demand for tech-related roles like Software and Application Developers is also expected to increase considerably.
* Several clerical and administrative roles are anticipated to decline sharply, likely due to automation and technological advancements.


Source: World Economic Forum, Future of Jobs Survey 2024; International Labour Organization, ILOSTAT.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 229
# Latin America and the Caribbean

## Upskilling and reskilling outlook

|                        | Region | Global |
|------------------------|-------|-------|
| Would not need training by 2030 | 41    | 41    |
| Would be upskilled in their current role | 27    | 29    |
| Would be upskilled and redeployed | 22    | 19    |
| Would be unlikely to upskill | 10    | 11    |


## Human-machine frontier

**% of tasks completed by predominantly people, predominantly technology, or a combination of both**

| ALL TASKS | Human | Global | Combination | Global | Technology | Global |
| --------- | ----- | ----- | ----------- | ----- | --------- | ----- |
| Now       |       |       |            |       |          |       |
| 2030     |       |       |            |       |          |       |


## Visual Description

The first chart under "Human-machine frontier" shows the percentage of tasks allocated to humans, technology, or a combination of both, for the present time (Now) and projected for 2030.  The regional data is overlaid on the global average.  For "Now" data, it appears humans complete the largest share of tasks, followed by technology, and then combined efforts.  The 2030 projection shows a decrease in human-led tasks and an increase in both technology and combined efforts. Specific percentage values are visible for the global data, but the regional values are obscured.  Globally, for "Now" data, the approximate breakdown is: Human - <50%, Combination ~20%, Technology >25%. For the 2030 projection, the breakdown is roughly: Human <40%, Combination ~30%, Technology >30%.


## Public policy

**Public policies to improve talent availability**

**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**

|                                         | Region | Global |
| --------------------------------------- | ----- | ----- |
| Flexibility on hiring and firing practices | 57%   | 44%   |
| Provision of reskilling and upskilling  | 51%   | 52%   |
| Improvements to public education systems   | 51%   | 52%   |
| Funding for reskilling and upskilling     | 50%   | 47%   |
| Flexibility on setting wages            | 47%   | 55%   |
| Flexibility on setting wages            | 44%   | 38%   |


## Key barriers for business transformation

**Transformation barriers**

**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**

|                                                        | Region | Global |
| ------------------------------------------------------ | ----- | ----- |
| Skills gaps in the labour market                       | 53%   | 63%   |
| Organisation culture and resistance to change          | 49%   | 46%   |
| Outdated or inflexible regulatory framework           | 48%   | 39%   |
| Shortage of investment capital                        | 28%   | 26%   |
| Lack of adequate data and technical infrastructure     | 28%   | 32%   |


## Wage outlook

**Wage trends**

**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**

| Growing | Global | Similar | Global | Declining | Global |
| ------- | ----- | ------- | ----- | -------- | ----- |
|         |       |         |       |          |       |



## Visual Description
This stacked bar chart shows regional and global perspectives on wage trends.  "Growing," "Similar," and "Declining" wages are shown as proportions of a whole.  The regional data is overlaid on the global average.  Globally, about half of the organizations project that wages will remain "Similar,"  while "Growing" accounts for slightly less and "Declining" is a small portion. Exact regional percentages are obscured. Global percentages are approximately: Growing - 44%, Similar - 48%, Declining - 9%.


## Talent availability outlook

**Talent trend**

**Share of respondents who expect their talent availability to improve or worsen in five years**

|                            | -100% | +100% |
| -------------------------- | ----- | ----- |
| Talent availability when hiring | 37%   | 37%   |
| Talent development of existing workforce | 4%     | 80%   |
| Talent retention of existing workforce | 20%   | 57%   |


## Visual Description

This chart presents regional data overlaid on global averages regarding perceived changes in talent availability.  Three categories are displayed: hiring, development of existing workforce, and retention of existing workforce.  A horizontal bar displays worsening (left of center) and improving (right of center) talent availability predictions. The global average is marked by a triangle. For all three categories, the majority of respondents expect improvement, especially for talent development. The global averages for each are as follows: Talent availability when hiring (+37%), Talent development of existing workforce (+80%), Talent retention of existing workforce (+57%). Specific regional values are not fully visible.



## DEI Actions

**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**

|                                                              | Region | Global |
| ------------------------------------------------------------- | ----- | ----- |
| Run comprehensive DEI training for managers and staff           | 66    | 51    |
| Targeted recruitment, retention and progression initiatives     | 59    | 48    |
| Anti-harassment protocols                                       | 54    | 33    |


## AI Strategy

**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**


|                                                                                            | Region | Global |
| ------------------------------------------------------------------------------------------- | ----- | ----- |
| Reskilling and upskilling your existing workforce to better work alongside AI                 | 79    | 77    |
| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 74    | 69    |
| Hiring new people with skills to better work alongside AI                                 | 72    | 62    |


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 230
# Middle East and Northern Africa

## Region Profile

* **Labour-market churn:** 19% (Global 22%)
    * Five-year structural labour-force churn
* **Skill disruption:** 46% (Global 39%)
    * Shares of core skills which will change
* **Organizations with DEI priorities:** 72% (Global 83%)
    * Share of organizations with DEI priorities
* **AI exposure:** 85% (Global 88%)
    * Share of organizations running AI programmes
* **Working Age Population (Millions):** 197.7

## Trend outlook

### Macrotrends driving business transformation

*Share of organizations surveyed that identified this trend as likely to drive transformation in their organization*

| Macrotrend                                      | Region | Global |
|---------------------------------------------------|--------|--------|
| Rising cost of living, higher prices or inflation |        |        |
| Broadening digital access                       |        |        |
| Slower economic growth                          |        |        |
| Increased efforts and investments to reduce carbon |        |        |
| Increased geopolitical division and conflicts     |        |        |
| Increased efforts and investments to adapt to climate change |        |        |
| Increased government subsidies and industrial policy |        | 50%    | 31% |
| Increased restrictions to global trade and investment |        | 60%    | 29% |
| Increased focus on labour and social issues       |        | 42%    | 28% |
| Stricter anti-trust and competition regulations   |        | 47%    | 24% |
| Ageing and declining working-age populations      |        | 34%    | 18% |
| Growing working-age populations                 |        | 41%    | 24% |


### Technology trends driving business transformation

*Share of organizations surveyed that identify the technology trend as likely to drive business transformation*

| Technology Trend                                                 | Region | Global |
|-----------------------------------------------------------------|--------|--------|
| AI and information processing technologies (big data, VR, AR…) |        |        |
| Robots and autonomous systems                                  |        |        |
| Energy generation, storage and distribution                     |        |        |
| New materials and composites                                     |        |        |
| Semiconductors and computing technologies                       |        |        |
| Sensing, laser and optical technologies                          |        | 86%    | 14% |
| Biotechnology and gene technologies                             |        | 58%    | 8%  |
| Satellites and space technologies                               |        | 41%    | 7%  |
| Quantum and encryption                                          |        | 30%    | 6%  |


## Jobs outlook

### Key roles for business transformation

*Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)*

| Role                                           | Net growth | Job Growth | Job displacement | Net Growth | Global net growth |
|------------------------------------------------|------------|------------|-----------------|------------|-------------------|
|  1. Net growth |              |            |                 |            |                   |
|  2. Global net growth |             |           |                |           |                  |
|  3. Churn |             |           |                |           |                  |
| AI and Machine Learning Specialists              |            |            |                 | 65         | 82, 65           |
| Business Development Professionals             |            |            |                 | 26         | 19, 26           |
| Business Intelligence Analysts                  |            |            |                 | 19         | 18, 23           |
| Assembly and Factory Workers                    |            |            |                 | 8          | 0, 26            |
| Accountants and Auditors                       |            |            |                 | -3         | -8, 9            |
| Administrative Assistants and Executive Secretaries |            |            |                 | -33        | -20, 42          |

## Skill outlook

### Skills of increasing use by 2030

*Skills of the most increase in use by 2030*

| Skill                                      | Region | Global | SKILLS OF INCREASING USE BY 2030                       | Region | Global |
|--------------------------------------------|--------|--------|-------------------------------------------------------|--------|--------|
| **CORE SKILLS OF 2025**                    |        |        |                                                       |        |        |
| Creative thinking                         |        |        | Creative thinking                                     |        | 64%    |
| Resilience, flexibility and agility         |        |        | Resilience, flexibility and agility                    | 46%    | 68%    |
| Analytical thinking                        |        |        | Technological literacy                               | 47%    | 67%    |
| Leadership and social influence            |        |        | Networks and cybersecurity                           | 50%    | 72%    |
| AI and big data                           |        |        | AI and big data                                       | 57%    | 74%    |


## Visual Description

Several horizontal bar charts and one combination chart visualize data related to business transformation trends in the Middle East and Northern Africa.

**Macrotrends & Technology Trends:** These charts compare regional and global responses regarding factors driving business transformation.  Longer bars indicate a higher percentage of organizations identifying that factor as influential.  For example, globally, a larger percentage of organizations believe "Increased restrictions to global trade and investment" will drive transformation compared to "Increased government subsidies and industrial policy." Regionally, however, the proportions might be different. Similarly, for technology trends, AI and information processing technologies are expected to drive more transformation globally than Quantum and Encryption.

**Key Roles for Business Transformation:** This combination chart shows projected net growth, job growth, job displacement, and churn for various roles. AI and Machine Learning Specialists show high projected growth, indicated by a long light blue bar extending to the right of the zero line. Administrative and Executive roles show negative growth, with bars extending to the left of the zero line, suggesting a decline in these positions. The purple bars represent job displacement and the light blue bars job growth. The overall net growth is the combination of these two, represented by a darker blue line and marker.

**Skills of Increasing Use by 2030:**  These charts display projected increases in the demand for specific skills, both regionally and globally. Longer bars represent a higher expected increase in usage by 2030.  Both regionally and globally, "AI and Big Data" is expected to see the highest growth, followed by Networking and Cybersecurity.


**Key Insights:**

* **Technological Transformation:** AI, information processing, and related fields are major drivers of transformation, impacting both required job roles and skills.
* **Decline of Traditional Roles:** Administrative and Executive Secretary roles are projected to decline.
* **Skill Gaps:**  The increasing need for skills related to AI, Big Data, and cybersecurity highlights the importance of developing these competencies in the workforce.
* **Regional Variations:** While global trends are important, regional responses show unique priorities and potential deviations from global averages. This suggests the need for tailored strategies.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 231
# Middle East and Northern Africa

## Upskilling and reskilling outlook

* **51 | Global 41:** Would not need training by 2030
* **26 | Global 29:** Would be upskilled in their current role
* **15 | Global 19:** Would be upskilled and redeployed
* **9 | Global 11:** Would be unlikely to upskill

## Human-machine frontier

**% of tasks completed by predominantly people, predominantly technology, or a combination of both**


ALL TASKS

| Timeframe | Human | Combination | Technology |
|---|---|---|---|
| Now |  |  |  |
| 2030 |  |  |  |



## Visual Description

A stacked bar chart shows the percentage of tasks completed by predominantly people (light blue), predominantly technology (dark blue), or a combination of both (medium blue) for the Middle East and Northern Africa region, compared to the global average. Two timeframes are presented: "Now" and "2030."  Each segment of the stacked bars shows the percentage breakdown for each category. Corresponding percentage labels appear to the right of each bar.

**Key Insights:**

* The chart indicates a shift towards increased technology involvement in tasks by 2030, both regionally and globally.
* The proportion of tasks completed by predominantly humans appears to decrease from "Now" to "2030".
*  The proportion of tasks completed through a combination of humans and technology seems to remain relatively stable or possibly decrease slightly from "Now" to "2030".

## Public policy

**Public policies to improve talent availability**

**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**


| Policy | Region | Global |
|---|---|---|
| Funding for reskilling and upskilling | 58% | 55% |
| Provision of reskilling and upskilling | 53% | 52% |
| Improvements to public education systems | 53% | 52% |
| Flexibility on setting wages | 41% | 38% |
| Wage subsidies | 41% | 26% |


## Wage outlook

### Wage trends

**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**

| Trend | Region | Global |
|---|---|---|
| Growing |  | 63% |
| Similar |  | 27% |
| Declining |  | 10% |



## Visual Description

A horizontal stacked bar chart shows the projected changes in wages as a percentage of total company revenue.  The categories are "Growing", "Similar", and "Declining," represented by light blue, teal, and light purple respectively.  The chart compares regional data for the Middle East and Northern Africa with the global average.  Percentage labels are shown for each segment.

**Key Insights:**

*  Globally, a significant majority of organizations project wage growth as a percentage of revenue.
* A smaller percentage of organizations anticipate wages remaining similar to current levels.
* A relatively small minority project a decline in wages as a percentage of revenue.

## Transformation barriers

**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**

| Barrier | Region | Global |
|---|---|---|
| Skills gaps in the labour market | 63% | 63% |
| Organization culture and resistance to change | 42% | 46% |
| Outdated or inflexible regulatory framework | 39% | 39% |
| Lack of adequate data and technical infrastructure | 34% | 32% |
| Inability to attract talent to the industry | 28% | 37% |

## Talent availability outlook

### Talent trend

**Share of respondents who expect their talent availability to improve or worsen in five years**


| Area | Improving | Worsening |
|---|---|---|
| Talent availability when hiring | 23% (+100%) | |
| Talent development of existing workforce | 5% (+100%) | |
| Talent retention of existing workforce | 14% (+100%) | |



## Visual Description


Three horizontal bar charts show the expected talent trend in the Middle East and Northern Africa region compared to the global average. The categories are "Talent availability when hiring," "Talent development of existing workforce," and "Talent retention of existing workforce." Each bar is divided into "Improving" (light blue) and "Worsening" (light purple) segments, with the regional data presented as a solid bar and the global average marked by a triangle. The percentage change from -100% to +100% is indicated along the x-axis, with percentage labels shown for each bar.

**Key Insights:**

* Across all three areas, respondents expect talent availability to improve, both regionally and globally.
* The percentage improvement is highest for talent availability when hiring.

## DEI Actions

**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**

* **36 | Global 42:** Set DEI goals, targets or quotas
* **35 | Global 48:** Targeted recruitment, retention and progression initiatives
* **34 | Global 51:** Run comprehensive DEI training for managers and staff

## AI Strategy

**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**

* **73 | Global 77:** Reskilling and upskilling your existing workforce to better work alongside AI
* **62 | Global 69:** Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills
* **51 | Global 62:** Hiring new people with skills to better work alongside AI


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 232
# Northern America

**21%** | Global 22%
Labour-market churn
Five-year structural labour-force churn

**37%** | Global 39%
Skill disruption
Shares of core skills which will change

**96%** | Global 83%
Organizations with DEI priorities
Share of organizations with DEI priorities

**94%** | Global 88%
AI exposure
Share of organizations running AI programmes

Working Age Population (Millions)
**255.5**

## Trend outlook

### Macrotrends driving business transformation

Share of organizations surveyed that identified this trend as likely to drive transformation in their organization

| Trend                                     | Region | Global |
|------------------------------------------|--------|--------|
| Broadening digital access                 | 67%    | 45%    |
| Slower economic growth                    | 60%    | 34%    |
| Increased focus on labour and social issues | 52%    | 44%    |
| Ageing and declining working-age populations | 48%    | 35%    |
| Increased efforts and investments to adapt to climate... | 42%    | 47%    |
| Rising cost of living, higher prices or inflation | 48%    | 28% |
| Increased restrictions to global trade and investment | 40%    | 23%    |
| Stricter anti-trust and competition regulations | 45%    | 25%    |
| Increased government subsidies and industrial policy | 41%    | 17% |



### Technology trends driving business transformation

Share of organizations surveyed that identify the technology trend as likely to drive business transformation

| Technology Trend                                | Region | Global |
|------------------------------------------------|--------|--------|
| AI and information processing technologies (big data, VR, AR…) | 96%    | 22%    |
| Robots and autonomous systems                 | 86%    | 30%    |
| Semiconductors and computing technologies    | 61%    | 16%    |
| Energy generation, storage and distribution   | 58%    | 18%    |
| Quantum and encryption                        | 36%    | 9%     |
| New materials and composites           | 20%    | 9% |
| Sensing, laser and optical technologies | 33%    | 9%     |
| Satellites and space technologies        | 41%    | 9%     |
| Biotechnology and gene technologies         | 28%    | 11%    |



## Jobs outlook

### Key roles for business transformation

Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)

* Net growth:  Light Blue
* Job Growth: Dark Blue
* Job displacement: Purple

| Role                               | Net Growth | Global Net Growth | Churn |
|------------------------------------|------------|-------------------|-------|
| AI and Machine Learning Specialists | 91         | 82                | 91    |
| Big Data Specialists              | 33         | 113               | 35    |
| Data Analysts and Scientists        | 22         | 41                | 23    |
| Business Development Professionals   | 12         | 19                | 15    |
| General and Operations Managers     | -4         | 4                 | 14    |
| Accountants and Auditors           | -7         | -8                | 11    |


## Skill outlook

### Skills of increasing use by 2030

Skills of the most increase in use by 2030

* Region: Light Blue
* Global: Dark Blue


**CORE SKILLS OF 2025**

| Skill                       | Region | Global |
|----------------------------|--------|--------|
| Analytical thinking         | 79%    | 90%    |
| Resilience, flexibility and agility | 79%    | 80%    |
| Leadership and social influence | 68%    | 67%    |
| Empathy and active listening   | 66%    | 65%    |
| Technological literacy        | 64%    | 65%    |



**SKILLS OF INCREASING USE BY 2030**

| Skill                         | Region | Global |
|------------------------------|--------|--------|
| AI and big data               | 79% | 90%    |
| Technological literacy      | 79% | 80%    |
| Resilience, flexibility and agility | 68% | 67%    |
| Creative thinking             | 66% | 65%    |
| Networks and cybersecurity     | 64%    | 65%    |



## Visual Description

Several horizontal bar charts are presented, comparing regional data with global averages across various categories related to business transformation and skills.  Light blue represents regional data and dark blue global data.

**Key Insights:**

* **Macrotrends:** Broadening digital access is a significant driver of business transformation both regionally and globally.  Increased geopolitical division and conflicts are also major drivers.  Interestingly, while the region shows higher concern for broadening digital access and slower economic growth as drivers of transformation, the global average shows a greater emphasis on environmental concerns.
* **Technology Trends:** AI and information processing technologies are seen as the most important technological drivers of transformation, followed by robots and autonomous systems.  Globally, these trends are similarly important, though perceived to a lesser degree. Quantum and encryption is seen as a much less significant driver in the region compared to globally.
* **Jobs Outlook:**  AI and Machine Learning Specialists and Big Data Specialists are the roles experiencing the most significant net growth.  General and Operations Managers and Accountants and Auditors are seeing negative net growth both regionally and globally.
* **Skill Outlook:**  Analytical thinking, resilience/flexibility/agility, and technological literacy are the top core skills for 2025, with the regional percentages slightly lower than the global averages in each case.  The skills predicted to increase most in use by 2030 mirror these trends, though with even greater emphasis on technological literacy.

The charts also provide insights into regional differences compared to global trends, suggesting that some trends are more pronounced in North America compared to the rest of the world.  The jobs and skills outlook sections highlight potential areas of growth and decline in the labor market.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 233
# Northern America

## Upskilling and reskilling outlook

* **33** | Global 41
  Would not need training by 2030
* **32** | Global 29
  Would be upskilled in their current role
* **24** | Global 19
  Would be upskilled and redeployed
* **10** | Global 11
  Would be unlikely to upskill


## Human-machine frontier

% of tasks completed by predominantly people, predominantly technology, or a combination of both

| ALL TASKS | Human | Global | Combination | Global | Technology | Global |
|---|---|---|---|---|---|---|
| Now |  |  |  |  |  |  | 44% | 34% | 22% |
| 2030 |  |  |  |  |  |  | 31% | 38% | 31% |
|  |  |  |  |  |  |  | 33% | 33% | 34% |



## Public policy

### Public policies to improve talent availability

Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability


| Policy | Region | Global |
|---|---|---|
| Funding for reskilling and upskilling |  | 56% | 55% |
| Provision of reskilling and upskilling |  | 56% | 52% |
| Flexibility on hiring and firing practices |  | 46% | 44% |
| Changes to labour laws related to remote work |  | 40% | 36% |
| Improvements to public education systems |  | 40% | 47% |


## Wage outlook

### Wage trends

Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues

| Growing | Global | Similar | Global | Declining | Global |
|---|---|---|---|---|---|
|  |  |  |  |  |  | 35% | 52% | 14% |
|  |  |  |  |  |  | 52% | 41% | 7% |



## Key barriers for business transformation

### Transformation barriers

Share of organisations surveyed expecting the barriers will hinder their organisation transformation

| Barrier | Region | Global |
|---|---|---|
| Skills gaps in the labour market |  | 67% | 63% |
| Inability to attract talent to the industry |  | 48% | 37% |
| Organization culture and resistance to change |  | 42% | 46% |
| Lack of adequate data and technical infrastructure |  | 35% | 32% |
| Outdated or inflexible regulatory framework |  | 33% | 39% |


## Talent availability outlook

### Talent trend

Share of respondents who expect their talent availability to improve or worsen in five years

* Improving: Light Blue Bars
* Global Average: Triangles on Light Blue Bars
* Worsening: Purple Bars
* Global Average: Triangles on Purple Bars


**Talent availability when hiring:**

* 43%
* -100% to +100% Scale

**Talent development of existing workforce:**

* 4%
* -100% to +100% Scale

**Talent retention of existing workforce:**

* 22%
* -100% to +100% Scale



## DEI Actions

Share of employers surveyed planning to implement the diversity, equity and inclusion measure

* **79** | Global 48
  Targeted recruitment, retention and progression initiatives

* **67** | Global 51
  Run comprehensive DEI training for managers and staff

* **64** | Global 39
  Pay equity reviews and salary audits



## AI Strategy

Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence


* **84** | Global 77
  Reskilling and upskilling your existing workforce to better work alongside AI
* **82** | Global 69
  Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills
* **66** | Global 62
  Hiring new people with skills to better work alongside AI


## Visual Description

Several bar charts and stacked bar charts visualize data related to workforce trends and business transformation.

**Human-Machine Frontier:** This stacked bar chart shows the percentage of tasks completed by predominantly people, technology, or a combination of both, for "now" and "2030".  Key insight:  There is a projected shift towards more tasks being completed by a combination of humans and technology in 2030 compared to now.

**Public Policies to Improve Talent Availability:**  This horizontal bar chart shows the percentage of respondents who agree that particular public policies have the greatest potential to increase talent availability, comparing regional responses to global averages. Key Insight: Funding for reskilling and upskilling, along with the provision of reskilling and upskilling, are seen as the most impactful policies, both regionally and globally.

**Wage Trends:**  This stacked horizontal bar chart presents the share of organizations projecting growing, similar, or declining wages as a percentage of total company revenue. Key insight:  A larger share of organizations project wages to remain similar rather than grow or decline.

**Transformation Barriers:** This horizontal bar chart displays the share of organizations expecting certain barriers to hinder their transformation. Skills gaps in the labour market are identified as the most significant barrier.

**Talent Trend:** This chart visualizes talent availability outlooks (improving vs. worsening) for hiring, development, and retention, comparing regional views to global averages.

**DEI Actions and AI Strategy:** These charts show the percentage of employers planning to implement specific DEI measures and AI strategies. Reskilling existing workforce for AI is the most popular AI strategy.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 235
# South-eastern Asia

## Upskilling and reskilling outlook

* **38** | Global 41: Would not need training by 2030
* **26** | Global 29: Would be upskilled in their current role
* **25** | Global 19: Would be upskilled and redeployed
* **11** | Global 11: Would be unlikely to upskill


## Human-machine frontier

**% of tasks completed by predominantly people, predominantly technology, or a combination of both**

| ALL TASKS | Human | Global | Combination | Global | Technology | Global |
|---|---|---|---|---|---|---|
| Now |  |  |  |  |  |  |
| 2030 |  |  |  |  |  |  |

## Visual Description

Two stacked bar charts compare the regional and global distribution of tasks completed by predominantly people, technology, or a combination of both for the present (Now) and projected to 2030.  The charts show percentages for each category, but some labels are obscured in the provided image.

**Key Insights:**

* A shift is projected towards more technology-driven task completion by 2030.
* There appears to be a significant increase in tasks completed by a combination of humans and technology.


## Public policy

### Public policies to improve talent availability

**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**

| Policy | Region | Global |
|---|---|---|
| Flexibility on hiring and firing practices | 59% | 44% |
| Provision of reskilling and upskilling | 59% | 52% |
| Flexibility on setting wages | 50% | 38% |
| Funding for reskilling and upskilling | 50% | 55% |
| Improvements to public education systems | 50% | 47% |


## Wage outlook

### Wage trends

**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**

## Visual Description

A stacked bar chart displays the percentage of organizations predicting changes in wage allocation as a percentage of total company revenue.  The chart is divided into "Growing," "Similar," and "Declining" wage trends, comparing regional data to global averages. Specific percentage labels are somewhat obscured in the image.

**Key Insights:**

* Regionally, more organizations project a growing share of wages.



## Transformation barriers

**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**

| Barrier | Region | Global |
|---|---|---|
| Skills gaps in the labour market | 69% | 63% |
| Lack of adequate data and technical infrastructure | 59% | 32% |
| Outdated or inflexible regulatory framework | 52% | 39% |
| Inability to attract talent to the industry | 41% | 37% |
| Organization culture and resistance to change | 41% | 46% |


## Talent availability outlook

### Talent trend

**Share of respondents who expect their talent availability to improve or worsen in five years**

## Visual Description

Three horizontal bar charts represent expected changes in talent availability when hiring, talent development of existing workforce, and talent retention of existing workforce. Each chart spans from -100% to +100%, showing regional results compared to a global average.  Specific percentage values are partially obscured.

**Key Insights:**

* Positive growth is expected in all three areas of talent availability, both regionally and globally.


## DEI Actions

**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**

* **59** | Global 42: Set DEI goals, targets or quotas
* **46** | Global 51: Run comprehensive DEI training for managers and staff
* **46** | Global 48: Targeted recruitment, retention and progression initiatives


## AI Strategy

**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**

* **91** | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI
* **77** | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills
* **59** | Global 62: Hiring new people with skills to better work alongside AI


Future of Jobs Report 2025 235


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 234
# South-eastern Asia

**20%** | Global 22%
Labour-market churn
Five-year structural labour-force churn

**43%** | Global 39%
Skill disruption
Shares of core skills which will change

**86%** | Global 83%
Organizations with DEI priorities
Share of organizations with DEI priorities

**96%** | Global 88%
AI exposure
Share of organizations running AI programmes

Working Age Population (Millions)
**400.5**


## Trend outlook

### Macrotrends driving business transformation

Share of organizations surveyed that identified this trend as likely to drive transformation in their organization

| Trend                                                     | Region | Global |
|----------------------------------------------------------|--------|--------|
| Increased efforts and investments to reduce carbon...        |        |        |
| Broadening digital access                                  |        |        |
| Slower economic growth                                    |        |        |
| Increased efforts and investments to adapt to climate...        |        |        |
| Rising cost of living, higher prices or inflation           |        |        |
| Ageing and declining working-age populations                |        |        |
| Growing working-age populations                           |        | 72%    | 35% |
| Increased geopolitical division and conflicts             |        | 72%    | 31% |
| Increased focus on labour and social issues                |        | 69%    | 28% |
| Increased government subsidies and industrial policy      |        | 55%    | 24% |
| Increased restrictions to global trade and investment     |        | 52%    | 21% |
| Stricter anti-trust and competition regulations            |        | 38%    | 14% |





### Technology trends driving business transformation

Share of organizations surveyed that identify the technology trend as likely to drive business transformation


| Technology Trend                                            | Region | Global |
|-------------------------------------------------------------|--------|--------|
| AI and information processing technologies (big data, VR, AR…) |        |        |
| Robots and autonomous systems                              |        |        |
| Energy generation, storage and distribution                 |        |        |
| New materials and composites                               |        |        |
| Semiconductors and computing technologies                   |        |        |
| Sensing, laser and optical technologies                      |        | 90%    | 14% |
| Satellites and space technologies                          |        | 72%    | 10% |
| Quantum and encryption                                    |        | 45%    | 10% |
| Biotechnology and gene technologies                          |        | 38%    | 3%  |




## Jobs outlook

### Key roles for business transformation

Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)

* Net growth
* Job Growth
* Job displacement
* Net Growth
* Global net growth

1. Net growth
2. Global net growth
3. Churn


| Role                                                       | -100% | NET GROWTH | 0    | 100% | 1. | 2. | 3. |
|------------------------------------------------------------|--------|------------|------|--------|----|----|----|
| AI and Machine Learning Specialists                        |        |            |      | 38     | 38 | 82 | 38 |
| Data Analysts and Scientists                              |        |            |      |        | 27 | 41 | 27 |
| Business Development Professionals                         |        |            |      |        | 19 | 19 | 19 |
| Lawyers                                                    |        |            |      |        | 6  | 2  | 12 |
| Managing Directors and Chief Executives                    |        |            |      |        | 3  | 5  | 3  |
| Accounting, Bookkeeping and Payroll Clerks                  |        |            |      |        | -23 | -18| 23 |

## Skill outlook

### Skills of increasing use by 2030

Skills of the most increase in use by 2030

| CORE SKILLS OF 2025                  | Region | Global |
|---------------------------------------|--------|--------|
| Resilience, flexibility and agility   |        | 71%    |
| Leadership and social influence        |        | 67%    |
| Technological literacy                 |        | 67%    |
| Analytical thinking                    |        | 67%    |
| Creative thinking                     |        | 63%    |


| SKILLS OF INCREASING USE BY 2030 |      |      |
|-----------------------------------|------|------|
| AI and big data                  |      | 96%  |
| Networks and cybersecurity         |      | 92%  |
| Resilience, flexibility and agility   |      | 83%  |
| Technological literacy                 |      | 78%  |
| Analytical thinking                    |      | 78%  |



## Visual Description

Several bar charts and a horizontal bar chart are presented, visualizing data related to business transformation, technology trends, key roles, and skills in Southeast Asia.  

The charts compare regional data with global averages, using different shades of blue. The horizontal bar chart depicts net growth, job growth, job displacement, and churn for various roles.  Triangles indicate the specific data points on this chart.

Key insights include specific macrotrends and technologies driving business transformation, predicted growth in AI and data-related roles, and increasing demand for skills like resilience, flexibility, and agility. The visualization highlights significant differences between regional and global trends in some areas. For example, while the regional focus on AI and information processing technologies may be high, the global share is even higher.  Similarly, some roles are expected to experience significant churn while others show strong growth.  Finally, the skills gap analysis points towards skills that will be in high demand in the future.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 236
# Southern Asia

**28%** | Global 22%
Labour-market churn
*Five-year structural labour-force churn*

**52%** | Global 39%
Skill disruption
*Shares of core skills which will change*

**86%** | Global 83%
Organizations with DEI priorities
*Share of organizations with DEI priorities*

**92%** | Global 88%
AI exposure
*Share of organizations running AI programmes*

Working Age Population (Millions): **873.8**


## Trend outlook

# Macrotrends driving business transformation

*Share of organizations surveyed that identified this trend as likely to drive transformation in their organization*

| Trend                                    | Region | Global |
|-----------------------------------------|--------|--------|
| Broadening digital access                |        |        |
| Increased efforts and investments to reduce carbon... |        |        |
| Increased focus on labour and social issues |        |        |
| Increased geopolitical division and conflicts |        |        |
| Increased efforts and investments to adapt to climate... |        |        |
| Rising cost of living, higher prices or inflation |        |        |


| Trend                                                | Region | Global |
|-----------------------------------------------------|--------|--------|
| Increased government subsidies and industrial policy    |        | 24%    |
| Growing working-age populations                      |        | 18%    |
| Stricter anti-trust and competition regulations        |        | 18%    |
| Increased restrictions to global trade and investment |        | 16%    |
| Ageing and declining working-age populations        |        | 11%    |
| Slower economic growth                               |        | 8%     |

## Technology trends

# Technology trends driving business transformation

*Share of organizations surveyed that identify the technology trend as likely to drive business transformation*

| Trend                                                                 | Region | Global |
|----------------------------------------------------------------------|--------|--------|
| AI and information processing technologies (big data, VR, AR…)         |        |        |
| Robots and autonomous systems                                          |        |        |
| New materials and composites                                           |        |        |
| Sensing, laser and optical technologies                               |        |        |
| Energy generation, storage and distribution                             |        |        |

| Trend                                           | Region | Global |
|------------------------------------------------|--------|--------|
| Semiconductors and computing technologies        |        | 24%    |
| Satellites and space technologies               |        | 18%    |
| Biotechnology and gene technologies             |        | 18%    |
| Quantum and encryption                         |        | 11%    |



## Jobs outlook

# Key roles for business transformation

*Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)*


|                                           | Net growth | Job Growth | Job displacement | Net Growth | Global net growth |
|-------------------------------------------|------------|------------|-----------------|------------|-------------------|
| **1. Net growth**                        |            |            |                 |            |                   |
| **2. Global net growth**                 |            |            |                 |            |                   |
| **3. Churn**                            |            |            |                 |            |                   |

| Role                                                    | -100%  | NET GROWTH     | 0    | 100% | 1. | 2. | 3. |
|---------------------------------------------------------|--------|---------------|------|-------|---|---|---|
| Supply Chain and Logistics Specialists                 |        |               |      | 30    | 30 | 17 | 30 |
| Assembly and Factory Workers                           |        |               |      | 23    | 23 | 0  | 39 |
| Business Development Professionals                     |        |               |      | 15    | 15 | 19 | 15 |
| Vocational Education Teachers                          |        |               |      | 14    | 14 | 9  | 14 |
| Project Managers                                       |        |               |      | 8     | 8  | 17 | 8  |
| Accounting, Bookkeeping and Payroll Clerks                |        |               |      | -25   | -25 | -18| 27 |


## Skill outlook

# Skills of increasing use by 2030

*Skills of the most increase in use by 2030*

| CORE SKILLS OF 2025     | Region | Global |
|--------------------------|--------|--------|
| Analytical thinking        |        |        |
| Creative thinking         |        |        |
| AI and big data           |        |        |
| Talent management          |        |        |
| Technological literacy     |        |        |


| SKILLS OF INCREASING USE BY 2030 | Region | Global |
|-----------------------------------|--------|--------|
| AI and big data                    |        | 93%    |
| Technological literacy            |        | 70%    |
| Creative thinking                  |        | 70%    |
| Quality control                   |        | 69%    |
| Analytical thinking               |        | 65%    |


## Visual Description

Several charts and graphs are presented, visualizing data related to business transformation trends, technology trends, key roles, and skills in Southern Asia.

**Macrotrends & Technology Trends:** These are horizontal bar charts comparing regional and global data.  Generally, the regional responses are slightly lower than the global responses for each trend.  For Macrotrends, "Broadening digital access" shows the highest percentages. For technology trends, "AI and information processing technologies" are highest, followed by "Semiconductors and computing technologies."

**Key Roles for Business Transformation:** This is a combination bar chart and table.  It displays the projected net growth, job growth, job displacement, net growth, and global net growth for several roles.  "Supply Chain and Logistics Specialists" show the greatest net growth, while "Accounting, Bookkeeping and Payroll Clerks" show a negative net growth.  The chart provides specific percentage values for each category.

**Skills of Increasing Use by 2030:** These charts compare regional and global anticipated skill usage. They show projected increases in demand for several skills, with AI and big data having the largest projected global increase, followed by Creative thinking and Technological literacy.  The 2025 core skills are also shown.

Key insights from these visualizations include the significant impact of digital transformation, the growing importance of AI and related technologies, and the changing demands for skills in the future job market.  The data suggests a need for upskilling and reskilling initiatives to address the projected skill gaps.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 237
# Southern Asia

## Upskilling and reskilling outlook

|                       | Region | Global |
|-----------------------|-------|-------|
| Would not need training by 2030 | 44    | 41    |
| Would be upskilled in their current role | 24    | 29    |
| Would be upskilled and redeployed | 20    | 19    |
| Would be unlikely to upskill    | 12    | 11    |


## Human-machine frontier

**Human-machine frontier**

% of tasks completed by predominantly people, predominantly technology, or a combination of both

| ALL TASKS | Human | Global | Combination | Global | Technology | Global |
| --------- | ----- | ----- | ----------- | ----- | --------- | ----- |
| Now       |       |       |            |       |          |       |
| 2030     |       |       |            |       |          |       |


## Visual Description

Two stacked bar charts visualize the projected shift in human vs. machine task completion from "Now" to "2030".  The first bar represents the current state ("Now") and is segmented as follows (from left to right): Light Blue (Human), Medium Blue (Combination), and Dark Blue/Grey (Technology).  The percentages for each segment are labeled to the right of the bar: Human - 55%, Combination - 19%, Technology - 26%.  The second bar represents the projected state for 2030 and follows the same color scheme.  The percentages for 2030 are: Human - 34%, Combination - 23%, Technology - 43%.

**Key Insights:** The visualization shows a clear trend of increasing reliance on technology for task completion.  While human-led tasks currently make up the majority, this is projected to decrease significantly by 2030.  The proportion of tasks involving a combination of humans and technology is expected to increase slightly, while technology-dominated tasks will see the largest growth.


## Public policy

**Public policies to improve talent availability**

Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability

|                         | Region | Global |
|-------------------------|-------|-------|
| Provision of reskilling and upskilling | 57%   | 52%   |
| Funding for reskilling and upskilling   | 54%   | 55%   |
| Improvements to public education systems | 54%   | 47%   |
| Flexibility on hiring and firing practices | 32%   | 44%   |
| Changes to labour laws related to remote work | 29%   | 36%   |


## Transformation barriers

**Transformation barriers**

Share of organisations surveyed expecting the barriers will hinder their organisation transformation

|                                    | Region | Global |
|------------------------------------|-------|-------|
| Skills gaps in the labour market    | 71%   | 63%   |
| Organization culture and resistance to change | 45%   | 46%   |
| Outdated or inflexible regulatory framework | 34%   | 39%   |
| Insufficient understanding of opportunities | 32%   | 25%   |
| Inability to attract talent to the industry | 29%   | 37%   |


## Wage outlook

**Wage trends**

Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues

| Growing | Global | Similar | Global | Declining | Global |
| ------- | ----- | ------- | ----- | -------- | ----- |
|         |       |         |       |          |       |

## Visual Description

A stacked horizontal bar chart shows the projected wage trends. The segments are, from left to right: Light Blue (Growing), Teal (Similar), and Lavender (Declining).  The top bar represents regional data, and the bottom bar global data. The percentages are displayed next to each segment. Regional percentages: Growing- 64%, Similar- 29%, Declining- 7%. Global percentages: Growing - 52%, Similar - 41%, Declining - 7%.

**Key Insight:** Both regionally and globally, most organizations project an increase in the share of wages relative to total revenue. While a substantial portion expects the share to remain similar, only a small percentage anticipates a decline.


## Talent availability outlook

**Talent trend**

Share of respondents who expect their talent availability to improve or worsen in five years

|                       | -100% | +100% |
|-----------------------|-------|-------|
| Talent availability when hiring | 29%   | 39%   |
| Talent development of existing workforce | 7%     | 74%   |
| Talent retention of existing workforce | 22%   | 48%   |

## Visual Description

A series of horizontal bar charts tracks the expected change in talent availability, development, and retention over five years. Each bar has two segments: purple (Worsening) on the left and light blue (Improving) on the right.  The percentages shown at the beginning and end of each bar indicate the starting point (-100%) and the maximum extent of change (+100%).

**Key Insights:** There's a significant expected improvement in talent availability, development, and retention over the next five years. While retention shows a moderate increase, the most substantial positive shifts are projected for talent development and availability when hiring.

## DEI Actions

Share of employers surveyed planning to implement the diversity, equity and inclusion measure

|                                                | Region | Global |
|------------------------------------------------|-------|-------|
| Run comprehensive DEI training for managers and staff | 61    | 51    |
| Set DEI goals, targets or quotas                | 57    | 42    |
| Targeted recruitment, retention and progression initiatives | 54    | 48    |


## AI Strategy

Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence

|                                                                                                    | Region | Global |
|----------------------------------------------------------------------------------------------------|-------|-------|
| Reskilling and upskilling your existing workforce to better work alongside AI                         | 73    | 77    |
| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 62    | 69    |
| Hiring new people with skills to better work alongside AI                                        | 58    | 62    |


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 238
# Sub-Saharan Africa

**31%** | Global 22%
Labour-market churn
Five-year structural labour-force churn

**40%** | Global 39%
Skill disruption
Shares of core skills which will change

**96%** | Global 83%
Organizations with DEI priorities
Share of organizations with DEI priorities

**89%** | Global 88%
AI exposure
Share of organizations running AI programmes

Working Age Population (Millions)
**341.2**


## Trend outlook

# Macrotrends driving business transformation

Share of organizations surveyed that identified this trend as likely to drive transformation in their organization

| Trend                               | Region | Global |
|------------------------------------|--------|--------|
| Increased focus on labour and social issues |        |        |
| Broadening digital access          |        |        |
| Rising cost of living, higher prices or inflation |        |        |
| Slower economic growth             |        |        |
| Increased efforts and investments to reduce carbon... |        |        |
| Increased efforts and investments to adapt to climate... |        |        |


| Trend                                            | Region | Global |
|-------------------------------------------------|--------|--------|
| Increased government subsidies and industrial policy | 64%    | 26%    |
| Increased restrictions to global trade and investment | 59%    | 23%    |
| Increased geopolitical division and conflicts    | 59%    | 21%    |
| Growing working-age populations                  | 49%    | 15%    |
| Ageing and declining working-age populations      | 33%    | 13%    |
| Stricter anti-trust and competition regulations   | 33%    | 3%     |


# Technology trends driving business transformation

Share of organizations surveyed that identify the technology trend as likely to drive business transformation

| Technology Trend                                   | Region | Global |
|---------------------------------------------------|--------|--------|
| AI and information processing technologies (big data, VR, AR…) |        |        |
| Energy generation, storage and distribution          |        |        |
| Robots and autonomous systems                      |        |        |
| New materials and composites                       |        |        |
| Satellites and space technologies                  |        |        |

| Technology Trend                             | Region | Global |
|----------------------------------------------|--------|--------|
| Quantum and encryption                       | 85%    | 13%    |
| Sensing, laser and optical technologies        | 49%    | 8%     |
| Semiconductors and computing technologies    | 39%    | 8%     |
| Biotechnology and gene technologies           | 18%    | 8%     |


## Jobs outlook

# Key roles for business transformation

Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)

* Net growth
* Job Growth
* Job displacement
* Net Growth
* Global net growth

1. Net growth
2. Global net growth
3. Churn

## Visual Description

A horizontal bar chart displays net growth of several job roles.  The x-axis represents percentage change from -100% to +100%. The y-axis lists job roles. Each role has a light blue bar representing net growth, some also have a purple bar segment overlapping the blue one indicating job displacement, and a triangle marker indicating the global net growth for comparison.


| Role                                           | Net Growth | Global Net Growth | Churn |
|------------------------------------------------|------------|-------------------|-------|
| AI and Machine Learning Specialists          | 33         | 82                | 33    |
| Assembly and Factory Workers                 | 2          | 0                 | 10    |
| Accountants and Auditors                      | -3         | -8                | 9     |
| General and Operations Managers              | -9         | 4                 | 13    |
| Business Services and Administration Managers | -11        | -7                | 27    |
| Administrative Assistants and Executive Secretaries | -20        | -20               | 28    |



# Skill outlook

# Skills of increasing use by 2030

Skills of the most increase in use by 2030

* Region
* Global

## Visual Description

Two sets of horizontal bar charts show projected skill demand changes.  The first set, "CORE SKILLS OF 2025," shows regional and global demand for four core skills.  The second set, "SKILLS OF INCREASING USE BY 2030," compares regional and global demand for four tech-related skills.


**CORE SKILLS OF 2025**

| Skill                        | Region | Global |
|-----------------------------|--------|--------|
| Resilience, flexibility and agility |        | 64%    |
| Technological literacy         |        | 64%    |
| Leadership and social influence |        | 61%    |
| Analytical thinking            |        | 61%    |
| Motivation and self-awareness |        | 58%    |



**SKILLS OF INCREASING USE BY 2030**


| Skill                        | Region | Global |
|-----------------------------|--------|--------|
| AI and big data               |        | 89%    |
| Technological literacy         |        | 88%    |
| Resilience, flexibility and agility |        | 83%    |
| Networks and cybersecurity     |        | 79%    |
| Creative thinking             |        | 76%    |


Key insights from the visualization:

* Demand for AI and Machine Learning Specialists is projected to grow significantly, both regionally and globally.
* Assembly and Factory Worker roles show modest regional growth but no global growth.
* Several roles, including Accountants and Auditors, General and Operations Managers, Business Services and Administration Managers, and Administrative Assistants and Executive Secretaries, are projected to decline.
* Resilience, flexibility, and agility, along with technological literacy, are identified as crucial core skills, with high demand expected both regionally and globally.  
* In the longer term (by 2030), AI and big data skills are expected to be in very high demand globally.  
* Demand for technological literacy, resilience, flexibility and agility, and networking and cybersecurity skills are all projected to increase significantly.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 239
# Sub-Saharan Africa

## Upskilling and reskilling outlook

* **46** | Global 41: Would not need training by 2030
* **25** | Global 29: Would be upskilled in their current role
* **20** | Global 19: Would be upskilled and redeployed
* **9** | Global 11: Would be unlikely to upskill


## Human-machine frontier

**% of tasks completed by predominantly people, predominantly technology, or a combination of both**

| ALL TASKS | Human | Global | Combination | Global | Technology | Global |
| --------- | ----- | ----- | ----------- | ----- | ---------- | ----- |
| Now      |       |       |            |       |          |       |
| 2030     |       |       |            |       |          |       |


## Visual Description

Two stacked horizontal bar charts visualize the allocation of tasks between humans and technology, now and projected for 2030.

* **Now:** The first bar shows the current task allocation. Human tasks are represented by a light blue segment, combination tasks by a medium blue, and technology tasks by a dark blue. The respective percentages are Human: 51%, Combination: 34%, Technology: 15%.
* **2030:**  The second bar chart projects a shift in task allocation. The light blue (Human) segment is smaller, the medium blue (Combination) segment has increased, and the dark blue (Technology) segment has grown significantly.  The percentages are: Human: 48%, Combination: 30%, and Technology: 22%.

**Key Insight:** The visualization suggests a significant increase in the use of technology for completing tasks by 2030, with a corresponding decrease in solely human-executed tasks. The portion of tasks requiring a combination of human and technology interaction also decreases. This indicates a growing reliance on technology in the future.


## Transformation barriers

**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**

| Barrier                                        | Region | GLOBAL |
| ---------------------------------------------- | ----- | ----- |
| Skills gaps in the labour market                 | 51%   | 63%   |
| Shortage of investment capital                 | 51%   | 26%   |
| Organization culture and resistance to change    | 46%   | 46%   |
| Outdated or inflexible regulatory framework      | 39%   | 39%   |
| Lack of adequate data and technical infrastructure | 33%   | 32%   |


## Public policy

**Public policies to improve talent availability**

**Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability**

| Policy                                                      | REGION | GLOBAL |
| ----------------------------------------------------------- | ----- | ----- |
| Funding for reskilling and upskilling                      | 68%   | 55%   |
| Provision of reskilling and upskilling                      | 64%   | 52%   |
| Changes to labour laws related to remote work                 | 54%   | 36%   |
| Improvements to public education systems                    | 50%   | 47%   |
| Flexibility on setting wages                              | 36%   | 38%   |

## Visual Description: Public Policy to Improve Talent Availability Grid

A horizontal stacked bar chart illustrates survey responses regarding public policies to improve talent availability. The chart uses light blue, purple, and light green to represent regional and global responses. The exact breakdown of responses is difficult to determine from the image.


## Wage outlook

**Wage trends**

**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**


## Visual Description: Wage Trends

A horizontal stacked bar chart visualizes the projected share of wages and workers' compensation as a percentage of company revenue. The chart is divided into four sections: Growing (light blue), Similar (light green), Declining (purple), and a final Global (light grey), each representing a different projection. The regional projection is represented by the inner portion of the bars, while the global projection is shown by the outer portion.  The specific numerical values are difficult to accurately discern from the image but approximately Growing: 55% Region/52% Global, Similar: 35% Region/41% Global, Declining: 10% Region/7% Global.

**Key Insight:** Most organizations project growing wage shares, suggesting a potential increase in labor costs relative to revenue.


## Talent availability outlook


**Talent trend**

**Share of respondents who expect their talent availability to improve or worsen in five years**

| Category                                    | Value  |
| ------------------------------------------ | ----- |
| Talent availability when hiring            | 33%  |
| Talent development of existing workforce | 0%   |
| Talent retention of existing workforce      | 0%   |

## Visual Description: Talent Trend

Three horizontal bar charts, for "Talent availability when hiring," "Talent development of existing workforce," and "Talent retention of existing workforce," show the projected trend. Light blue sections extend to the right of the 0% mark, indicating a positive outlook (improving), while purple sections extend to the left, indicating a negative outlook (worsening).  Each has a triangle marker indicating the Global Average.  The specific values for improving/worsening are included to the right of the chart (+100%, +100%, +100% for improving and -100%, -100%, and -100% before each respective bar).



## DEI Actions


**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**

* **71** | Global 48: Targeted recruitment, retention and progression initiatives
* **57** | Global 51: Run comprehensive DEI training for managers and staff
* **39** | Global 42: Set DEI goals, targets or quotas


## AI Strategy

**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**


* **89** | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI
* **61** | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills
* **61** | Global 49: Re-orienting your organization to target new business opportunities created by AI


## Working Age Population (Millions)

341.2


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 24
# FIGURE 2.5 Job growth and decline (number of employees), 2025-2030

Projected job creation (blue) and displacement (purple) between 2025 and 2030, in absolute number of jobs, estimated by surveyed employers and calculated based on ILO occupational employment statistics. Projected net number of jobs created or displaced for each occupation over the next five years (diamonds) is calculated by subtracting total job displacement from total job creation.

## 15 largest growing jobs

* Farmworkers, Labourers, and Other Agricultural Workers
* Light Truck or Delivery Services Drivers
* Software and Applications Developers
* Building Framers, Finishers, and Related Trades Workers
* Shop Salespersons
* Food Processing and Related Trades Workers
* Car, Van and Motorcycle Drivers
* Nursing Professionals
* Food and Beverage Serving Workers
* General and Operations Managers
* Social Work and Counselling Professionals
* Project Managers
* University and Higher Education Teachers
* Secondary Education Teachers
* Personal Care Aides

## 15 largest declining jobs

* Claims Adjusters, Examiners, and Investigators
* Business Services and Administration Managers
* Graphic Designers
* Client Information and Customer Service Workers
* Data Entry Clerks
* Bank Tellers and Related Clerks
* Security Guards
* Transportation Attendants and Conductors
* Accountants and Auditors
* Accounting, Bookkeeping and Payroll Clerks
* Printing and Related Trades Workers
* Material-Recording and Stock-Keeping Clerks
* Building Caretakers, Cleaners and Housekeepers
* Administrative Assistants and Executive Secretaries
* Cashiers and Ticket Clerks

## Visual Description

Two horizontal bar charts are presented, showing projected job growth and decline between 2025 and 2030.  The x-axis represents millions of jobs, ranging from -50 to 50.  A vertical line at 0 separates job growth (positive values) from job decline (negative values).  

The top chart displays the 15 largest growing jobs.  Each job title is listed on the left, with a corresponding horizontal bar extending to the right. The bars are segmented in purple and blue, likely representing job displacement and creation, respectively. A diamond marker indicates the net change in jobs (creation minus displacement). Most of these jobs show significant positive net growth.

The bottom chart shows the 15 largest declining jobs, using the same visual format. The bars for these jobs extend to the left of the zero line, indicating a negative net change.  Purple and blue segments again represent displacement and creation, with the diamond marker showing the net difference.

Key Insights:

* The top chart shows a significant positive net growth in several job categories, particularly in farmworkers, laborers and other agricultural workers, and light truck or delivery services drivers.
* Software and Application Developers also shows substantial projected growth.
* The bottom chart highlights substantial decline expected in several clerical roles, such as Cashiers and Ticket Clerks, and Administrative Assistants and Executive Secretaries.



**Image:**

A photo depicts two individuals dressed in traditional Amish attire standing in a field next to a wrapped bale of hay. A horse-drawn hay baler, identified as a New Holland 648, is visible in the background.  The field appears recently mown.  The overall impression is of a rural agricultural scene.

**Source:**

World Economic Forum, Future of Jobs Survey 2024;
International Labour Organization, ILOSTAT.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 240
# Accommodation, Food, and Leisure

## Key Statistics

* **24%** (Global 22%): Labour-market churn (Five-year structural labour-force churn)
* **42%** (Global 39%): Skill disruption (Shares of core skills which will change)
* **80%** (Global 83%): Organizations with DEI priorities (Share of organizations with DEI priorities)
* **77%** (Global 88%): AI exposure (Share of organizations running AI programmes)


## Trend outlook

### Macrotrends driving business transformation

Share of organizations surveyed that identified this trend as likely to drive transformation in their organization:

| Trend                                    | Industry | Global |
|-----------------------------------------|---------|--------|
| Rising cost of living, higher prices or inflation |         | 64%    |
| Increased focus on labour and social issues |         | 54%    |
| Broadening digital access                  |         | 51%    |
| Increased efforts and investments to reduce carbon... |         | 46%    |
| Slower economic growth                   |         | 43%    |
| Ageing and declining working-age populations |         | 43%    |

| Trend                                                    | Industry | Global |
|---------------------------------------------------------|---------|--------|
| Increased geopolitical division and conflicts             | 50%    | 30%    |
| Increased efforts and investments to adapt to climate... | 54%    | 22%    |
| Growing working-age populations                         | 60%    | 21%    |
| Increased government subsidies and industrial policy       | 47%    | 13%    |
| Increased restrictions to global trade and investment     | 42%    | 11%    |
| Stricter anti-trust and competition regulations          | 40%    | 8%     |


### Technology trends driving business transformation

Share of organizations surveyed that identify the technology trend as likely to drive business transformation:

| Trend                                                             | Industry | Global |
|------------------------------------------------------------------|---------|--------|
| AI and information processing technologies (big data, VR, AR...) |         | 80%    |
| Robots and autonomous systems                                    |         | 53%    |
| Energy generation, storage and distribution                     |         | 38%    |
| New materials and composites                                     |         | 20%    |
| Sensing, laser and optical technologies                          |         | 17%    |

| Trend                                                | Industry | Global |
|-----------------------------------------------------|---------|--------|
| Biotechnology and gene technologies                   | 86%    | 13%    |
| Satellites and space technologies                    | 58%    | 7%     |
| Quantum and encryption                              | 41%    | 7%     |
| Semiconductors and computing technologies              | 30%    | 7%     |


### Key roles for business transformation

Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent):

| Role                                           | Net growth | Job Growth | Job displacement | Net Growth | Global net growth |
|------------------------------------------------|------------|------------|-----------------|------------|-------------------|
| AI and Machine Learning Specialists            | 64         |            |                 |            | 82               |
| General and Operations Managers                | 41         |            |                 |            | 4                 |
| Hotel and Restaurant Managers                   | 18         |            |                 |            | 19               |
| Food and Beverage Serving Workers              | 12         |            |                 |            | 6                 |
| Chefs and Cooks                                | 11         |            |                 |            | 15               |
| Accountants and Auditors                       | 2          |            |                 |            | -8               |


## Workforce Strategy outlook

### Key components of your workforce strategy by 2030

% surveyed organizations selecting the macrotrend to drive workforce transformation:

| Strategy                                                              | Industry | Global |
|-----------------------------------------------------------------------|---------|--------|
| Upskill your workforce                                                 | 81%    | 85%    |
| Hire staff with new skills to meet emerging business needs           | 69%    | 70%    |
| Complement and augment your workforce with new technologies            | 64%    | 63%    |


## Upskilling and reskilling outlook

* **38** (Global 41): Would *not* need training by 2030
* **31** (Global 29): Would be upskilled in their current role
* **19** (Global 19): Would be upskilled and redeployed
* **12** (Global 11): Would be unlikely to upskill


## Visual Description

Several bar charts and a grid visualization are present.

The bar charts consistently compare "Industry" (light blue) and "Global" (dark blue) data across various categories.  Generally, the "Global" percentages are slightly higher than the "Industry" percentages.

The grid visualization represents the upskilling and reskilling outlook. It appears to show the proportion of respondents falling into the four categories mentioned above (no training needed, upskilled in current role, upskilled and redeployed, unlikely to upskill).  Light purple likely corresponds to one set of respondents, while light teal corresponds to another, but the exact mapping is not discernible from the image alone. The size of the blocks suggests relative proportions within each category.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 242
# Advanced Manufacturing

50% | Global 22%
Labour-market churn
Five-year structural labour-force churn

37% | Global 39%
Skill disruption
Shares of core skills which will change

78% | Global 83%
Organizations with DEI priorities
Share of organizations with DEI priorities

86% | Global 88%
AI exposure
Share of organizations running AI programmes


# Trend outlook

## Macrotrends driving business transformation

Share of organizations surveyed that identified this trend as likely to drive transformation in their organization

| Trend                                                    | Industry | Global |
|---------------------------------------------------------|---------|--------|
| Increased efforts and investments to reduce carbon...    |         |        |
| Rising cost of living, higher prices or inflation          |         |        |
| Increased efforts and investments to adapt to climate... |         |        |
| Broadening digital access                              |         |        |
| Ageing and declining working-age populations              |         |        |
| Increased geopolitical division and conflicts            |         |        |
| Increased focus on labour and social issues              |         | 60%    |
| Slower economic growth                                  |         | 53%    |
| Increased government subsidies and industrial policy    |         | 49%    |
| Increased restrictions to global trade and investment   |         | 48%    |
| Growing working-age populations                         |         | 47%    |
| Stricter anti-trust and competition regulations          |         | 45%    |


## Technology trends

### Technology trends driving business transformation

Share of organizations surveyed that identify the technology trend as likely to drive business transformation

| Trend                                                             | Industry | Global |
|-------------------------------------------------------------------|---------|--------|
| AI and information processing technologies (big data, VR, AR…)     |         |        |
| Robots and autonomous systems                                     |         |        |
| New materials and composites                                      |         |        |
| Energy generation, storage and distribution                        |         |        |
| Sensing, laser and optical technologies                            |         |        |
| Semiconductors and computing technologies                           |         | 81%    |
| Biotechnology and gene technologies                              |         | 69%    |
| Quantum and encryption                                             |         | 63%    |
| Satellites and space technologies                               |         | 49%    |


# Jobs outlook

## Key roles for business transformation

Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)

* Net growth
* Job Growth
* Job displacement
* Net Growth
* Global net growth

1. Net growth
2. Global net growth
3. Churn


| Role                                               | Net Growth | 1 | 2 | 3 |
|----------------------------------------------------|------------|---|---|---|
| AI and Machine Learning Specialists                  |            | 82 | 82 | 82 |
| Sustainability Specialists                          |            | 30 | 33 | 30 |
| Industrial and Production Engineers                |            | 19 | 15 | 28 |
| Assembly and Factory Workers                      |            | 11 | 0 | 25 |
| General and Operations Managers                    |            | 1 | 4 | 9 |
| Administrative Assistants and Executive Secretaries |            | -24 | -20 | 24 |


# Workforce Strategy outlook

## Key components of your workforce strategy by 2030

% surveyed organizations selecting the macrotrend to drive workforce transformation


| Strategy                                                             | Industry | Global |
|----------------------------------------------------------------------|---------|--------|
| Upskill your workforce                                                | 83%     | 85%    |
| Complement and augment your workforce with new technologies          | 71%     | 63%    |
| Accelerate the automation of processes and tasks                     | 67%     | 73%    |


## Upskilling and reskilling outlook


| Outcome                                        | Value | Global |
|-------------------------------------------------|-------|--------|
| Would not need training by 2030                 | 46    | 41     |
| Would be upskilled in their current role       | 29    | 29     |
| Would be upskilled and redeployed              | 15    | 19     |
| Would be unlikely to upskill                   | 9     | 11     |


## Visual Description

Several charts and graphs are presented, visualizing data related to workforce transformation, skills, and technology trends in advanced manufacturing.

One chart shows the net growth of various roles, with AI and Machine Learning Specialists showing the highest positive growth. Another chart displays core skills of 2025 and skills of increasing use by 2030, highlighting resilience, flexibility, and agility as a key skill.

A bar chart presents macrotrends driving business transformation, indicating increased focus on areas like carbon reduction, adapting to climate change, and DEI priorities. Another bar chart shows technology trends, with AI and information processing, along with semiconductors and computing, leading the way.

Finally, a grid visualizes upskilling and reskilling outlook, categorizing the workforce into those needing training, those who will be upskilled in their current roles, those who will be upskilled and redeployed, and those unlikely to upskill.  The relative sizes of the groups in the visualization indicate the proportions of the workforce in each category.

Key Insights:

* Significant workforce transformation is expected, with high growth in roles related to AI and sustainability.
* Resilience, flexibility, and agility are crucial skills for the future.
* Companies are prioritizing DEI initiatives and focusing on new technologies like AI and semiconductors.
* Upskilling and reskilling are key strategies for workforce transformation, with a significant portion of the workforce expected to be upskilled in some capacity.


# Future of Jobs Report 2025 242


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 241
# Accommodation, Food, and Leisure

## Human-machine frontier

**Human-machine frontier**

% of tasks completed by predominantly people, predominantly technology, or a combination of both

| Task Type | Now (Industry/Global) | 2030 (Industry/Global) |
|---|---|---|
| Human | 55%/21% | 43%/23% |
| Combination | 24%/30% | 34%/33% |
| Technology | 22%/48% | 34%/43% |


## Key barriers for business transformation

**Transformation barriers**

Share of organisations surveyed expecting the barriers will hinder their organisation transformation

| Barrier | Industry | Global |
|---|---|---|
| Skills gaps in the labour market | 66% | 63% |
| Inability to attract talent to the industry | 55% | 37% |
| Organization culture and resistance to change | 47% | 46% |
| Outdated or inflexible regulatory framework | 33% | 39% |
| Lack of adequate data and technical infrastructure | 28% | 32% |


## Talent availability outlook

**Talent trend**

Share of respondents who expect their talent availability to improve or worsen in five years

| Talent Area | Improving (Industry/-100%) | Worsening (Industry/-100%) | Global average (+100%) |
|---|---|---|---|
| Talent availability when hiring | 59% |  |  | 20% |
| Talent development of existing workforce | 5% |  |  | 68% |
| Talent retention of existing workforce | 23% |  |  | 50% |


## Wage outlook

**Wage trends**

Share of organizations projecting the share of wages and other forms of workers' compensation as a percentage of the company's total revenues

| Trend | Industry | Global |
|---|---|---|
| Growing | 56% | 52% |
| Similar | 38% | 41% |
| Declining | 7% | 7% |


## DEI Actions

Share of employers surveyed planning to implement the diversity, equity and inclusion measure

* Run comprehensive DEI training for managers and staff: 52% (Industry) / 51% (Global)
* Set DEI goals, targets or quotas: 48% (Industry) / 42% (Global)
* Targeted recruitment, retention and progression initiatives: 46% (Industry) / 48% (Global)



## AI Strategy

Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence

* Reskilling and upskilling your existing workforce to better work alongside AI: 67% (Industry) / 77% (Global)
* Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills: 56% (Industry) / 69% (Global)
* Hiring new people with skills to better work alongside AI: 51% (Industry) / 62% (Global)


## Visual Description

Several horizontal bar charts and stacked bar charts are presented on this page, visualizing data related to business transformation, talent, wages, and DEI and AI strategies within the Accommodation, Food, and Leisure industry.

**Key Insights:**

* **Shift towards Technology:** The human-machine frontier chart shows a projected increase in tasks completed by technology by 2030.
* **Skills Gap a Major Barrier:** The transformation barriers chart highlights "skills gaps in the labour market" as the most significant obstacle to business transformation.
* **Talent Availability Concerns:**  The talent trend charts indicate a pessimistic outlook for talent availability, particularly in hiring.
* **Wage Growth Expected:**  Most organizations project an increase in wages and compensation.
* **DEI and AI Strategy Focus:**  A significant proportion of employers plan to implement DEI measures and AI strategies, focusing on reskilling/upskilling existing workforce and hiring new talent with relevant AI skills.


The specific data points for each chart are provided in the text above.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 244
# Agriculture Forestry and Fishing

## Labour-market churn
24% | Global 22%

Five-year structural labour-force churn

## Skill disruption
41% | Global 39%

Shares of core skills which will change

## Organizations with DEI priorities
67% | Global 83%

Share of organizations with DEI priorities

## AI exposure
83% | Global 88%

Share of organizations running AI programmes

## Trend outlook

### Macrotrends driving business transformation

Share of organizations surveyed that identified this trend as likely to drive transformation in their organization

| Trend                                      | Industry | Global |
|-------------------------------------------|---------|--------|
| Increased efforts and investments to reduce carbon... |         |        |
| Increased efforts and investments to adapt to climate... |         |        |
| Rising cost of living, higher prices or inflation |         |        |
| Broadening digital access                   |         |        |
| Increased geopolitical division and conflicts |         |        |
| Ageing and declining working-age populations    |         |        |
| Increased focus on labour and social issues   |         | 57%   |
| Increased government subsidies and industrial policy |         | 57%   |
| Slower economic growth                       |         | 57%   |
| Growing working-age populations               |         | 46%   |
| Increased restrictions to global trade and investment |         | 43%   |
| Stricter anti-trust and competition regulations  |         | 43%   |



### Technology trends driving business transformation

Share of organizations surveyed that identify the technology trend as likely to drive business transformation

| Trend                                              | Industry | Global |
|---------------------------------------------------|---------|--------|
| AI and information processing technologies (big data, VR, AR…) |         |        |
| Robots and autonomous systems                      |         |        |
| Energy generation, storage and distribution          |         |        |
| Biotechnology and gene technologies                |         |        |
| Sensing, laser and optical technologies            |         |        |
| New materials and composites                       |         | 84%   |
| Semiconductors and computing technologies           |         | 60%   |
| Satellites and space technologies                   |         | 57%   |
| Quantum and encryption                             |         | 41%   |


## Jobs outlook

### Key roles for business transformation

Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)

* Net growth: Net Growth
* Job Growth: Job Growth
* Job displacement: Churn
* Global net growth: Global net growth


| Role                                             | Net growth | Job Growth | Churn | Global net growth |
|--------------------------------------------------|------------|------------|-------|------------------|
| AI and Machine Learning Specialists             |            |            |       | 42               |
| Farmworkers, Labourers, and Other Agricultural Workers |            |            |       | 20               |
| General and Operations Managers                  |            |            |       | 13               |
| Assembly and Factory Workers                     |            |            |       | 10               |
| Accounting, Bookkeeping and Payroll Clerks      |            |            |       | -14              |
| Administrative Assistants and Executive Secretaries |            |            |       | -19              |



## Skill outlook

### Skills of increasing use by 2030

Skills of the most increase in use by 2030

| Skill                            | Industry | Global |
|---------------------------------|---------|--------|
| Systems thinking                 |         |        |
| Analytical thinking               |         |        |
| Leadership and social influence  |         |        |
| Creative thinking                 |         |        |
| Resilience, flexibility and agility |         | 63%   |
| Environmental stewardship          |         | 59%   |
| Technological literacy            |         | 56%   |
| AI and big data                   |         | 56%   |
| Creative thinking                 |         | 56%   |


## Workforce Strategy outlook

### Key components of your workforce strategy by 2030

% surveyed organizations selecting the macrotrend to drive workforce transformation


| Strategy                                                       | Industry | Global |
|----------------------------------------------------------------|---------|--------|
| Upskill your workforce                                         |         | 88%   |
| Hire staff with new skills to meet emerging business needs     |         | 71%   |
| Complement and augment your workforce with new technologies      |         | 67%   |

## Upskilling and reskilling outlook

| Outcome                                           | % | Global |
|----------------------------------------------------|---|--------|
| Would *not* need training by 2030                   | 54 | 41     |
| Would be upskilled in their current role          | 21 | 29     |
| Would be upskilled and redeployed                 | 16 | 19     |
| Would be unlikely to upskill                      | 10 | 11     |


## Visual Description

Several bar charts and a grid visualization are present, depicting various trends and predictions for the Agriculture, Forestry, and Fishing industry.

**Bar Charts:**

* **Macrotrends:**  Shows the percentage of organizations identifying specific macrotrends as drivers of business transformation.  Both industry-specific and global data are shown. Trends include efforts to reduce carbon emissions, adapting to climate change, rising cost of living, broadening digital access, geopolitical divisions, and aging workforce.  Increased focus on labor/social issues, government subsidies, slower economic growth, working-age population growth, trade restrictions, and stricter competition regulations are also shown.
* **Technology Trends:** This chart highlights the technology trends expected to drive business transformation, again showing both industry and global perspectives. Trends include AI/information processing, robotics, energy generation, biotechnology, sensing/laser/optical technologies, new materials, semiconductors, satellites/space, and quantum encryption.
* **Key Roles for Transformation:** Displays the projected net growth of several roles, indicating expected job growth, displacement, and churn. Roles include AI/ML specialists, farmworkers, general managers, assembly workers, accounting clerks, and administrative assistants.
* **Skills of Increasing Use:**  Presents the core skills expected to be in increasing demand by 2030, showing industry and global trends for skills like systems thinking, analytical thinking, leadership, creative thinking, resilience/flexibility, environmental stewardship, technological literacy, and AI/big data.
* **Workforce Strategy:** This bar chart displays the percentage of organizations planning to upskill their workforce, hire for new skills, and augment their workforce with technologies. Both industry-specific and global data points are provided.

**Grid Visualization:**

* **Upskilling/Reskilling Outlook:** This grid visualizes the percentage of workers predicted to fall into four categories by 2030:  no training needed, upskilled in current role, upskilled and redeployed, or unlikely to upskill.  The grid is color-coded for each category.

**Key Insights:**

* **Sustainability and Technology:** A clear focus on environmental concerns and technological advancements is evident.
* **Skills Gap:**  Significant skill disruption is anticipated, requiring upskilling and reskilling initiatives. Systems thinking, analytical thinking, and resilience are key.
* **AI and Automation:** AI, robotics, and automation are expected to significantly impact job roles.
* **Workforce Transformation:**  Organizations are actively planning to adapt their workforces through upskilling, new hires, and technology integration.


The report predicts significant changes driven by technology and sustainability concerns. Organizations recognize the need to adapt their workforce by acquiring new skills and embracing technological advancements.  AI, automation, and digitalization are expected to play significant roles in transforming the industry.  The report emphasizes the importance of upskilling and reskilling to prepare the workforce for the future of work in this sector.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 243
# Advanced Manufacturing

## Human-machine frontier

**Human-machine frontier**

% of tasks completed by predominantly people, predominantly technology, or a combination of both

| ALL TASKS | Human | Combination | Technology |
|---|---|---|---|
| Now |  |  |  |
|  | Global | Global | Global |
| 2030 |  |  |  |
|  | Global | Global | Global |


## Business Practice

**Business practices to improve talent availability**

Top practices with the greatest potential to improve talent availability (share of organizations surveyed)

| Business Practice | Industry | Global |
|---|---|---|
| Providing effective reskilling and upskilling | 67% | 63% |
| Supporting employee health and well-being | 62% | 64% |
| Improving talent progression and promotion processes | 60% | 62% |
| Offering higher wages | 56% | 50% |
| Tapping into diverse talent pools | 50% | 47% |


## Wage outlook

**Wage trends**

Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues

| Growing | Similar | Declining |
|---|---|---|
| Global | Global | Global |



## Transformation barriers

**Transformation barriers**

Share of organisations surveyed expecting the barriers will hinder their organisation transformation

| Barrier | Industry | Global |
|---|---|---|
| Skills gaps in the labour market | 69% | 63% |
| Inability to attract talent to the industry | 40% | 37% |
| Organization culture and resistance to change | 34% | 46% |
| Inability to attract talent to my firm | 32% | 27% |
| Outdated or inflexible regulatory framework | 30% | 39% |


## Talent availability outlook

**Talent trend**

Share of respondents who expect their talent availability to improve or worsen in five years



**Talent availability when hiring**

* 42%
* -100%
* +100% | 37%

**Talent development of existing workforce**

* 2%
* -100%
* +100% | 77%


**Talent retention of existing workforce**

* 21%
* -100%
* +100% | 54%


## DEI Actions

Share of employers surveyed planning to implement the diversity, equity and inclusion measure

* **57** | Global 51 
* Run comprehensive DEI training for managers and staff

* **49** | Global 39
* Pay equity reviews and salary audits

* **47** | Global 48
* Targeted recruitment, retention and progression initiatives



## AI Strategy

Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence

* **80** | Global 77
* Reskilling and upskilling your existing workforce to better work alongside AI

* **72** | Global 69
* Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills

* **58** | Global 62
* Hiring new people with skills to better work alongside AI


## Visual Description

Several bar charts and stacked bar charts are present, visualizing data related to advanced manufacturing.

**Human-machine frontier:** This stacked bar chart shows the percentage of tasks completed predominantly by humans, technology, or a combination of both, now and projected for 2030.  It indicates a shift towards more technology-driven tasks.

**Business practices to improve talent availability:** This bar chart presents the top practices organizations believe will improve talent availability, comparing industry-specific responses to global averages. Reskilling and upskilling is identified as the most impactful practice.

**Wage trends:** This stacked bar chart displays the projected share of wages and other compensation as a percentage of total company revenue.  It shows proportions for growing, similar, and declining wage trends, comparing industry perspectives to global averages.

**Transformation barriers:** This bar chart shows the perceived barriers to organizational transformation, again comparing industry and global data. Skills gaps in the labor market is identified as the biggest barrier.

**Talent trend:**  These horizontal bar charts illustrate anticipated changes in talent availability over the next five years for hiring, development, and retention of existing workforce. They compare industry projections to global averages.

**DEI Actions:** Three separate sections each display the percentage of employers planning to implement specific diversity, equity and inclusion (DEI) measures. These include DEI training, pay equity reviews and audits, and targeted recruitment/retention initiatives.

**AI Strategy:** This visualization shows the percentage of employers planning to implement specific strategies in response to increasing AI capability. These strategies include reskilling existing workforces, hiring new people with AI design skills and hiring people to work alongside AI.  Each strategy is shown with industry and global benchmarks.

Key insights across the visualizations indicate a focus on talent, specifically reskilling and upskilling in response to both technological advancements (AI and automation) and talent availability challenges. DEI initiatives are also highlighted as an important area of focus.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 246
# Automotive and Aerospace

**17%** | Global 22%
Labour-market churn
Five-year structural labour-force churn

**38%** | Global 39%
Skill disruption
Shares of core skills which will change

**87%** | Global 83%
Organizations with DEI priorities
Share of organizations with DEI priorities

**83%** | Global 88%
AI exposure
Share of organizations running AI programmes


## Trend outlook

### Macrotrends driving business transformation

Share of organizations surveyed that identified this trend as likely to drive transformation in their organization

| Trend                                      | Industry | Global |
|-------------------------------------------|---------|--------|
| Increased efforts and investments to reduce carbon... |         | 71%   |
| Broadening digital access                  |         | 63%   |
| Rising cost of living, higher prices or inflation |         | 56%   |
| Increased geopolitical division and conflicts |         | 54%   |
| Increased efforts and investments to adapt to climate... |         | 50%   |
| Increased focus on labour and social issues |         | 48%   |



| Trend                     | Industry | Global |
|--------------------------|---------|--------|
| Slower economic growth                | 47% | 48%   |
| Increased restrictions to global trade and investment | 60% | 46%   |
| Ageing and declining working-age populations | 50% | 31%   |
| Increased government subsidies and industrial policy | 34% | 29%   |
| Stricter anti-trust and competition regulations | 41% | 27%   |
| Growing working-age populations                | 46% | 21%   |



### Technology trends

#### Technology trends driving business transformation

Share of organizations surveyed that identify the technology trend as likely to drive business transformation

| Trend                                                       | Industry | Global |
|------------------------------------------------------------|---------|--------|
| AI and information processing technologies (big data, VR, AR... |         | 92%   |
| Robots and autonomous systems                              |         | 73%   |
| Energy generation, storage and distribution                  |         | 60%   |
| New materials and composites                               |         | 52%   |
| Sensing, laser and optical technologies                      |         | 40%   |


| Trend                               | Industry | Global |
|------------------------------------|---------|--------|
| Semiconductors and computing technologies | 86% | 38%   |
| Satellites and space technologies        | 58% | 25%   |
| Quantum and encryption                    | 41% | 17%   |
| Biotechnology and gene technologies        | 30% | 6%    |





### Jobs outlook

#### Key roles for business transformation

Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)

* Net growth
* Job Growth
* Job displacement
* Net Growth
* Global net growth
* 1. Net growth
* 2. Global net growth
* 3. Churn

| Role                               | Net Growth | 1. | 2. | 3. |
|------------------------------------|------------|----|----|----|
| Robotics Engineers                  |            | 65 | 37 | 65 |
| AI and Machine Learning Specialists |            | 35 | 82 | 35 |
| Business Intelligence Analysts      |            | 20 | 18 | 25 |
| Human Resources Specialists         |            | 3  | 5  | 7  |
| Assembly and Factory Workers        |            | 2  | 0  | 24 |
| Accounting, Bookkeeping and Payroll Clerks |            | -23 | -18 | 23 |


### Skill outlook

#### Skills of increasing use by 2030

Skills of the most increase in use by 2030

* Industry
* Global

**CORE SKILLS OF 2025**

| Skill                          | Industry | Global |
|-------------------------------|---------|--------|
| Analytical thinking            | 72% | 100%   |
| Creative thinking               | 69% | 84%    |
| Resilience, flexibility and agility | 67% | 78%    |
| Motivation and self-awareness   | 62% | 71%    |
| Leadership and social influence  | 59% | 71%    |


### Workforce Strategy outlook

#### Key components of your workforce strategy by 2030

% surveyed organizations selecting the macrotrend to drive workforce transformation

* Industry
* Global

| Strategy                                         | Industry | Global |
|-------------------------------------------------|---------|--------|
| Upskill your workforce                           | 95% | 85%   |
| Transition existing staff from declining to growing roles | 74% | 51%   |
| Hire staff with new skills to meet emerging business needs | 74% | 70%   |


## Upskilling and reskilling outlook

**43** | Global 41
Would *not* need training by 2030

**27** | Global 29
Would be upskilled in their current role

**20** | Global 19
Would be upskilled and redeployed

**11** | Global 11
Would be unlikely to upskill


## Visual Description

A grid visualization displays the projected distribution of workforce upskilling and reskilling needs by 2030.  The grid is divided into four color-coded sections representing four categories: no training needed (light purple), upskilled in current role (light teal), upskilled and redeployed (slightly darker teal), and unlikely to upskill (light pink). Each square within a section represents a percentage point. The number of squares in each section visually represents the percentage of the workforce expected to fall into that category, both for the specific industry (Automotive and Aerospace) and globally.


The largest section of the grid is light purple, representing employees who would *not* need training, followed by the teal sections representing upskilling. The smallest section is light pink, representing those unlikely to upskill.

**Key Insights:**

* A substantial portion of the workforce in this industry and globally is expected to require some form of upskilling or reskilling by 2030.
* A significant number of employees may not require additional training, suggesting existing skills are sufficient for their current roles.
* Redeployment after upskilling is anticipated for a notable portion of the workforce.
* A relatively small percentage is expected to remain unlikely to upskill.


Future of Jobs Report 2025 246


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 245
# Agriculture Forestry and Fishing

## Human-machine frontier

**Human-machine frontier**

% of tasks completed by predominantly people, predominantly technology, or a combination of both

| Task | Human | Combination | Technology |
|---|---|---|---|
| ALL TASKS Now | 51% | 27% | 22% |
| 2030 | 35% | 28% | 38% |



## Business Practice

**Business practices to improve talent availability**

Top practices with the greatest potential to improve talent availability (share of organizations surveyed)

| Practice | Industry | Global |
|---|---|---|
| Improving talent progression and promotion processes | 67% | 62% |
| Supporting employee health and well-being | 63% | 64% |
| Offering higher wages | 58% | 50% |
| Providing effective reskilling and upskilling | 58% | 63% |
| Articulate business purpose and impact | 42% | 37% |


## Wage outlook

**Wage trends**

Share of organizations projecting the share of wages and other forms of workers' compensation as a percentage of the company's total revenues


| Trend | Industry | Global |
|---|---|---|
| Growing | 63% | 52% |
| Similar | 29% | 41% |
| Declining | 8% | 7% |


## Key barriers for business transformation

**Transformation barriers**

Share of organisations surveyed expecting the barriers will hinder their organisation transformation

| Barrier | Industry | Global |
|---|---|---|
| Skills gaps in the labour market | 68% | 63% |
| Outdated or inflexible regulatory framework | 51% | 39% |
| Lack of adequate data and technical infrastructure | 46% | 32% |
| Inability to attract talent to the industry | 43% | 37% |
| Organization culture and resistance to change | 38% | 46% |


## Talent availability outlook

**Talent trend**

Share of respondents who expect their talent availability to improve or worsen in five years

| Talent Area | Improving | Worsening | Net Change | Global Average |
|---|---|---|---|---|
| Talent availability when hiring | 38% |  | +100% | 33% |
| Talent development of existing workforce | 0% |  | +100% | 63% |
| Talent retention of existing workforce | 13% |  | +100% | 54% |

## Visual Description

Several horizontal bar charts are presented on this page, visualized with light blue and light purple bars. The first visualizes the shift in task completion from "now" to 2030, categorized by human, combination (human-machine), and technology dominance. The second shows top business practices for improving talent availability, ranked by the percentage of surveyed organizations. The third displays wage trends. The fourth identifies key barriers for business transformation. The fifth represents the talent trend outlook in hiring, development, and retention.  The last two show planned DEI actions and AI strategies.

Key Insights:

* **Shift towards technology:** A notable shift is predicted from human-led tasks to more technology-driven and combination tasks by 2030.
* **Talent-focused practices:**  Improving talent progression, supporting employee wellbeing, and reskilling/upskilling are identified as important practices for talent availability.
* **Skills gap:** The largest barrier to business transformation is identified as the skills gap in the labor market.
* **Positive talent outlook:** Organizations generally expect improvements in talent availability, especially in development and retention of the existing workforce.

## DEI Actions

Share of employers surveyed planning to implement the diversity, equity, and inclusion measure

| Measure | % | Global Average |
|---|---|---|
| Set DEI goals, targets or quotas | 42 | 42 |
| Run comprehensive DEI training for managers and staff | 38 | 51 |
| Targeted recruitment, retention, and progression initiatives | 33 | 48 |



## AI Strategy

Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence

| Strategy | % | Global Average |
|---|---|---|
| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 61 | 69 |
| Hiring new people with skills to better work alongside AI | 61 | 62 |
| Reskilling and upskilling your existing workforce to better work alongside AI | 57 | 77 |


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 247
# Automotive and Aerospace

## Human-machine frontier

**% of tasks completed by predominantly people, predominantly technology, or a combination of both**

| Task Type | Now (Industry) | Now (Global) | 2030 (Industry) | 2030 (Global) |
|---|---|---|---|---|
| Human | 46% | 48% | 31% | 33% |
| Combination | 32% | 30% | 33% | 33% |
| Technology | 22% | 22% | 36% | 34% |


## Business Practice

### Business practices to improve talent availability

**Top practices with the greatest potential to improve talent availability (share of organizations surveyed)**

| Business Practice | Industry | Global |
|---|---|---|
| Providing effective reskilling and upskilling | 73% | 63% |
| Improving talent progression and promotion processes | 70% | 62% |
| Supporting employee health and well-being | 65% | 64% |
| Improving working hours and overtime policies | 60% | 38% |
| Articulate business purpose and impact | 51% | 37% |


## Key barriers for business transformation

### Transformation barriers

**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**

| Barrier | Industry | Global |
|---|---|---|
| Skills gaps in the labour market | 69% | 63% |
| Organization culture and resistance to change | 52% | 46% |
| Inability to attract talent to my firm | 42% | 27% |
| Shortage of investment capital | 40% | 26% |
| Lack of adequate data and technical infrastructure | 38% | 32% |


## Talent availability outlook

### Talent trend

**Share of respondents who expect their talent availability to improve or worsen in five years**

* **Talent availability when hiring:**  27% improving vs. -100% (Global average is +5%)
* **Talent development of existing workforce:** 0% improving vs. -100% (Global average is 0%)
* **Talent retention of existing workforce:** 16% improving vs. -100% (Global average is +46%)

## Visual Description
Three horizontal bar charts visualize talent trend outlook.  The first bar shows that 27% of respondents expect improved talent availability when hiring, compared to a global average decline of -100%, resulting in a difference of +105%. The second bar represents talent development of the existing workforce, with 0% expecting improvement compared to the global average of -100%, indicating a +100% difference. The third bar displays talent retention of the existing workforce, with 16% foreseeing improvement against a global average of -100%, showing a difference of +116%. These bars indicate a more optimistic outlook within the industry compared to global averages.



## Wage outlook

### Wage trends

**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**

* **Growing:** 47% (Industry), 52% (Global)
* **Similar:** 42% (Industry), 41% (Global)
* **Declining:** 11% (Industry), 7% (Global)


## DEI Actions

**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**

* **Targeted recruitment, retention and progression initiatives:** 65% (Industry), 48% (Global)
* **Run comprehensive DEI training for managers and staff:** 54% (Industry), 51% (Global)
* **Pay equity reviews and salary audits:** 46% (Industry), 39% (Global)


## AI Strategy

**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**

* **Reskilling and upskilling your existing workforce to better work alongside AI:** 86% (Industry), 77% (Global)
* **Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills:** 74% (Industry), 69% (Global)
* **Hiring new people with skills to better work alongside AI:** 71% (Industry), 62% (Global)


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 248
# Chemical and Advanced materials

**19%** | Global 22%
Labour-market churn
Five-year structural labour-force churn

**42%** | Global 39%
Skill disruption
Shares of core skills which will change

**91%** | Global 83%
Organizations with DEI priorities
Share of organizations with DEI priorities

**83%** | Global 88%
AI exposure
Share of organizations running AI programmes

## Trend outlook

# Macrotrends driving business transformation

Share of organizations surveyed that identified this trend as likely to drive transformation in their organization

| Trend                                                       | Industry | Global |
| :---------------------------------------------------------- | :------- | :------ |
| Increased efforts and investments to reduce carbon...        |         |         |
| Increased efforts and investments to adapt to climate...    |         |         |
| Broadening digital access                                   |         |         |
| Slower economic growth                                       |         |         |
| Increased geopolitical division and conflicts                 |         |         |
| Increased restrictions to global trade and investment        |         |         |
| Rising cost of living, higher prices or inflation            |         | 38%    |
| Increased focus on labour and social issues                  |         | 35%    |
| Increased government subsidies and industrial policy        |         | 29%    |
| Ageing and declining working-age populations                 |         | 29%    |
| Growing working-age populations                             |         | 18%    |
| Stricter anti-trust and competition regulations               |         | 15%    |



# Technology trends

## Technology trends driving business transformation

Share of organizations surveyed that identify the technology trend as likely to drive business transformation

| Technology Trend                                               | Industry | Global |
| :------------------------------------------------------------ | :------- | :------ |
| New materials and composites                                 |         |         |
| AI and information processing technologies (big data, VR, AR...) |         |         |
| Energy generation, storage and distribution                  |         |         |
| Robots and autonomous systems                                |         |         |
| Semiconductors and computing technologies                      |         |         |
| Biotechnology and gene technologies                           |         | 18%    |
| Quantum and encryption                                       |         | 12%    |
| Sensing, laser and optical technologies                     |         | 12%    |
| Satellites and space technologies                            |         | 3%     |

## Jobs outlook

# Key roles for business transformation

Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)

* Net growth
* Job Growth
* Job displacement
* Net Growth
* Global net growth

1. Net growth
2. Global net growth
3. Churn

| Role                                        | -100% | NET GROWTH | 0    | 100% | 1.  | 2.  | 3.  |
| :------------------------------------------ | :----- | :--------- | :---- | :---- | :--- | :--- | :--- |
| AI and Machine Learning Specialists          |       |           |      |      | 52  | 82  | 52  |
| Business Development Professionals        |       |           |      |      | 23  | 19  | 23  |
| Strategic Advisors                         |       |           |      |      | 20  | 20  | 27  |
| Chemical Processing Plant Operators        |       |           |      |      | 11  | 9   | 15  |
| Lawyers                                     |       |           |      |      | -1  | 2   | 10  |
| Administrative Assistants and Executive Secretaries |       |           |      |      | -22 | -20 | 22  |


## Skill outlook

# Skills of increasing use by 2030

Skills of the most increase in use by 2030

| CORE SKILLS OF 2025                | Industry | Global |       | SKILLS OF INCREASING USE BY 2030 | Industry | Global |
| :---------------------------------- | :------- | :------ | :---- | :-------------------------------- | :------- | :------ |
| Resilience, flexibility and agility |         |        |       | AI and big data                    | 66%    | 86%    |
| Creative thinking                   |         |        |       | Environmental stewardship          | 62%    | 75%    |
| Leadership and social influence    |         |        |       | Talent management                 | 59%    | 67%    |
| Motivation and self-awareness       |         |        |       | Networks and cybersecurity         | 52%    | 65%    |
| Curiosity and lifelong learning      |         |        |       | Leadership and social influence    | 48%    | 63%    |

## Workforce Strategy outlook

# Key components of your workforce strategy by 2030

% surveyed organizations selecting the macrotrend to drive workforce transformation


| Strategy                                                        | INDUSTRY | GLOBAL |
| :-------------------------------------------------------------- | :------- | :------ |
| Upskill your workforce                                            | 73%    | 85%    |
| Hire staff with new skills to meet emerging business needs        | 68%    | 70%    |
| Complement and augment your workforce with new technologies       | 68%    | 63%    |


## Upskilling and reskilling outlook

|                                         |     | Global |
| :-------------------------------------- | :-- | :------ |
| Would not need training by 2030         | 48  | 41     |
| Would be upskilled in their current role | 26  | 29     |
| Would be upskilled and redeployed      | 18  | 19     |
| Would be unlikely to upskill            | 8   | 11     |


## Visual Description

There is a grid visualization representing upskilling and reskilling outlook, showing the percentage distribution of employees across four categories:  "Would not need training by 2030", "Would be upskilled in their current role", "Would be upskilled and redeployed", and "Would be unlikely to upskill".  The visualization uses color-coded blocks to represent percentages, seemingly comparing industry-specific data with global averages.  The exact percentages are difficult to discern without a clearer view of the grid.



**Key Insights:**

* The visualization provides insights into the anticipated workforce transformation by 2030 regarding upskilling and reskilling needs.
* It allows for comparison between industry-specific trends and global trends.
* It highlights the proportions of employees who will require various levels of training or redeployment to adapt to future job requirements.


*Future of Jobs Report 2025 248*


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 249
# Chemical and Advanced materials

## Human-machine frontier

**% of tasks completed by predominantly people, predominantly technology, or a combination of both**

| Task | Human | Combination | Technology |
|---|---|---|---|
| Now |  |  |  |
| 2030 |  |  |  |

## Visual Description

A horizontal stacked bar chart shows the percentage of tasks completed by predominantly people (light blue), predominantly technology (dark blue), or a combination (medium blue). Data is shown for the current time ("Now") and projected for 2030.  Global percentages are displayed to the right of each bar.

* **Now:** Human 38%, Combination 37%, Technology 26%
* **2030:** Human 28%, Combination 35%, Technology 37%

**Key Insight:** The chart indicates a shift towards greater use of technology in task completion by 2030, with a corresponding decrease in tasks completed predominantly by humans. The proportion of tasks involving a combination of humans and technology remains relatively stable.


## Business practices to improve talent availability

**Top practices with the greatest potential to improve talent availability (share of organizations surveyed)**

| Practice | Industry | Global |
|---|---|---|
| Improving talent progression and promotion processes | 75% | 62% |
| Supporting employee health and well-being | 63% | 64% |
| Offering higher wages | 50% | 50% |
| Articulate business purpose and impact | 46% | 37% |
| Tapping into diverse talent pools | 46% | 47% |


## Transformation barriers

**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**

| Barrier | Industry | Global |
|---|---|---|
| Skills gaps in the labour market | 56% | 63% |
| Inability to attract talent to the industry | 50% | 37% |
| Organization culture and resistance to change | 44% | 46% |
| Outdated or inflexible regulatory framework | 44% | 39% |
| Inability to attract talent to my firm | 41% | 27% |


## Wage outlook

**Wage trends**

**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**

## Visual Description

A stacked bar chart presents the projected share of wages and other forms of worker's compensation as a percentage of total company revenue. The chart segments the responses into "Growing," "Similar," and "Declining," providing both industry-specific and global averages.

* **Growing:** Industry 46%, Global 52%
* **Similar:** Industry 50%, Global 41%
* **Declining:** Industry 4%, Global 7%

**Key Insight:**  A greater share of organizations within the industry project growing wage shares compared to the global average, while a smaller percentage anticipate declining shares. This suggests a potentially more positive outlook for worker compensation within the industry compared to the global trend.


## Talent availability outlook

**Talent trend**

**Share of respondents who expect their talent availability to improve or worsen in five years**

## Visual Description

Horizontal bar charts display the talent availability outlook, comparing industry responses to the global average across three categories: hiring, development of existing workforce, and retention of existing workforce. Light blue represents improvement (+100%), while purple represents worsening (-100%). The axis starts at -100% and extends to a positive percentage (+X%).

* **Talent availability when hiring:** Industry 33% improving, Global average -1% worsening (+25% on the axis)
* **Talent development of existing workforce:** Industry 4% improving, Global average -2% worsening (+75% on the axis)
* **Talent retention of existing workforce:** Industry 17% improving, Global average -5% worsening (+54% on the axis)

**Key Insight:** The industry shows a positive outlook in all three categories, with expected improvement in talent availability.  This contrasts with the global average, which shows a slight decline in talent availability across all three aspects.


## DEI Actions

**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**

| Measure | Industry | Global |
|---|---|---|
| Run comprehensive DEI training for managers and staff | 48 | 51 |
| Set DEI goals, targets or quotas | 48 | 42 |
| Pay equity reviews and salary audits | 44 | 39 |


## AI Strategy

**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**

| Strategy | Industry | Global |
|---|---|---|
| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 65 | 69 |
| Reskilling and upskilling your existing workforce to better work alongside AI | 65 | 77 |
| Hiring new people with skills to better work alongside AI | 48 | 62 |


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 25
# 2.2 Expected impact of macrotrends on employment

The remainder of this chapter discusses how Future of Jobs Survey respondents expect each of the five macrotrends driving labour market transformation – technological change, geoeconomic fragmentation, green transition, demographic shifts and economic uncertainty – to influence job growth and decline by 2030.

# FIGURE 2.6 Expected impact of macrotrends and technology trends on jobs, 2025-2030

*Projected job creation attributed to each trend (blue) and projected job displacement attributed to each trend (purple) between 2025 and 2030, based on the job growth and decline attribution expectations of surveyed employers and ILO employment figures by occupation. The projected net number of jobs created or destroyed attributed to each trend in the next five years (diamonds) is calculated by subtracting the total number of declining jobs from the total number of growing jobs. The Appendix provides additional details and the data behind this figure.*


## Visual Description

The figure is a horizontal bar chart showing projected job creation (blue), displacement (purple), and net effect (diamond) for various macrotrends and technology trends between 2025 and 2030.  The x-axis represents the number of jobs in millions, ranging from -10 to 20.  The y-axis lists the trends.  Blue bars extend to the right of the zero line, purple bars to the left, and diamond markers indicate the net effect.

**Key Insights:**

* **Broadening digital access** leads in both job creation and displacement, with a large positive net effect.
* **AI and information processing technologies** also show a significant positive net effect.
* **Robotics and autonomous systems** have a substantial negative net effect, displacing more jobs than they create.
* **Slower economic growth** also displays a negative net effect.

**Data Table Representation:**

| Trend                                                     | Jobs Created (M) | Jobs Displaced (M) | Net Effect (M) |
|----------------------------------------------------------|-------------------|--------------------|-----------------|
| Broadening digital access                                | 9.9              | 9.1              | 9.9            |
| Growing working-age populations                          | 9.1              |                   | 9.1            |
| Increased efforts to adapt to climate change           | 5.5              |                   | 5.5            |
| Increased focus on labour and social issues               | 5.2              |                   | 5.2            |
| Ageing and declining working-age populations             | 3.8              |                   | 3.8            |
| Increased efforts to reduce carbon emissions            | 3.1              |                   | 3.1            |
| Increased government subsidies and industrial policy       | 2.8              |                   | 2.8            |
| AI and information processing technologies              | 1.8              |                   | 1.8            |
| Increased restrictions to global trade and investment   | 1.3              |                   | 1.3            |
| Energy generation, storage and distribution              | 1.0              |                   | 1.0            |
| Increased geopolitical division and conflicts            | 0.9              |                   | 0.9            |
| New materials and composites                           | 0.9              |                   | 0.9            |
| Rising cost of living, higher prices or inflation         | 0.8              |                   | 0.8            |
| Stricter anti-trust and competition regulations        | 0.7              |                   | 0.7            |
| Semiconductors and computing technologies               | 0.6              |                   | 0.6            |
| Quantum and encryption                                 | 0.3              |                   | 0.3            |
| Biotechnology and gene technologies                    | 0.2              |                   | 0.2            |
| Sensing, laser and optical technologies                 | 0.1              |                   | 0.1            |
| Satellites and space technologies                        | 0.1              |                   | 0.1            |
| Slower economic growth                                  |                  | -1.6             | -1.6           |
| Robots and autonomous systems                           |                  | -4.8             | -4.8           |

# Technological change

Technology is predicted to be the most divergent driver of labour-market change, with broadening digital access expected to both create and displace more jobs than any other macrotrend (19 million and 9 million, respectively). Meanwhile, trends in AI and information processing technology are expected to create 11 million jobs, while simultaneously displacing 9 million others, more than any other technology trend. Robotics and autonomous systems are expected to be the largest net job displacer, with a net decline of 5 million jobs.

These three trends – broadening digital access, advancements in AI and information processing, and robotics and autonomous systems technologies – also feature prominently as drivers of the fastest growing and declining jobs. In fact,

Source: World Economic Forum, Future of Jobs Survey 2024; International Labour Organization, ILOSTAT.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 250
# Education and Training

22% | Global 22%
Labour-market churn
Five-year structural labour-force churn

44% | Global 39%
Skill disruption
Shares of core skills which will change

91% | Global 83%
Organizations with DEI priorities
Share of organizations with DEI priorities

93% | Global 88%
AI exposure
Share of organizations running AI programmes


## Trend outlook

### Macrotrends driving business transformation

Share of organizations surveyed that identified this trend as likely to drive transformation in their organization

| Trend                               | Industry | Global |
|-----------------------------------|---------|--------|
| Broadening digital access          |         |        |
| Increased focus on labour and social issues |         |        |
| Slower economic growth            |         |        |
| Rising cost of living, higher prices or inflation |         |        |
| Increased geopolitical division and conflicts |         |        |
| Increased efforts and investments to adapt to climate... |         |        |


| Trend                                   | Industry | Global |
|----------------------------------------|---------|--------|
| Ageing and declining working-age populations |       | 29%   |
|                                        |       | 40%   |
| Growing working-age populations        |       | 27%   |
|                                        |       | 24%   |
| Increased government subsidies and industrial policy |       | 20%   |
|                                        |       | 21%   |
| Stricter anti-trust and competition regulations |       | 18%   |
|                                        |       | 17%   |
| Increased efforts and investments to reduce carbon... |       | 16%   |
|                                        |       | 47%   |
| Increased restrictions to global trade and investment |       | 11%   |
|                                        |       | 23%   |




### Technology trends driving business transformation

Share of organizations surveyed that identify the technology trend as likely to drive business transformation


| Trend                                                            | Industry | Global |
| --------------------------------------------------------------- | -------- | ------- |
| AI and information processing technologies (big data, VR, AR…) |         |        |
| Robots and autonomous systems                                 |         |        |
| Semiconductors and computing technologies                      |         |        |
| Energy generation, storage and distribution                        |         |        |
| Sensing, laser and optical technologies                         |         |        |



| Trend                                    | Industry | Global |
|-----------------------------------------|---------|--------|
| Satellites and space technologies        |         | 11%    |
|                                         |         | 9%     |
| New materials and composites             |         | 11%    |
|                                         |         | 30%    |
| Quantum and encryption                   |         | 9%     |
|                                         |         | 12%    |
| Biotechnology and gene technologies       |         | 7%     |
|                                         |         | 11%    |



## Jobs outlook

### Key roles for business transformation

Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)

* Net growth:
* Job Growth:
* Job displacement:
* Net Growth: Global net growth
1. Net growth
2. Global net growth
3. Churn

| Role                                     | -100% | NET GROWTH | 0 | 100% | 1. | 2. | 3. |
|------------------------------------------|-------|------------|---|-------|----|----|----|
| AI and Machine Learning Specialists      |       |            |   |       | 42 | 82 | 42 |
| Sustainability Specialists               |       |            |   |       | 34 | 33 | 34 |
| University and Higher Education Teachers |       |            |   |       | 19 | 16 | 24 |
| Vocational Education Teachers            |       |            |   |       | 13 | 9  | 21 |
| Administrative Assistants and Executive Secretaries |       |            |   |       | -8 | -20 | 21 |
| Data Entry Clerks                       |       |            |   |       | -30 | -26 | 33 |


## Skill outlook


### Skills of increasing use by 2030

Skills of the most increase in use by 2030

| Skill                       | Industry | Global | SKILLS OF INCREASING USE BY 2030                  | Industry | Global |
| --------------------------- | -------- | ------- | ------------------------------------------------ | -------- | ------- |
| Analytical thinking        |         |        | AI and big data                                  | 70%     | 85%    |
| Resilience, flexibility and agility |         |        | Curiosity and lifelong learning                    | 66%     | 79%    |
| Creative thinking           |         |        | Creative thinking                                 | 64%     | 79%    |
|                            |         |        | Technological literacy                            | 56%     | 76%    |
|                            |         |        | Analytical thinking                              | 54%     | 70%    |



## Workforce Strategy outlook

### Key components of your workforce strategy by 2030

% surveyed organizations selecting the macrotrend to drive workforce transformation

| Strategy                                        | Industry | Global |
|-------------------------------------------------|---------|--------|
| Upskill your workforce                         |         |        |
| Accelerate the automation of processes and tasks |         |        |
| Hire staff with new skills to meet emerging business needs |         |        |

## Upskilling and reskilling outlook

|                                     | Industry | Global |
| ----------------------------------- | -------- | ------- |
| Would not need training by 2030     | 42       | 41      |
| Would be upskilled in their current role | 26       | 29      |
| Would be upskilled and redeployed   | 18       | 19      |
| Would be unlikely to upskill        | 13       | 11      |


## Visual Description

There is a grid visualization displaying upskilling and reskilling data.  It appears to represent the percentage breakdown of employees across different upskilling/reskilling categories. The categories are: Would not need training by 2030, Would be upskilled in their current role, Would be upskilled and redeployed, and Would be unlikely to upskill. The grid is divided into rows representing these categories and columns likely representing different industries or regions, though these are not labeled in the visible portion. Each cell in the grid is colored, with varying shades of purple and teal likely indicating different percentages within each category. The exact percentages are not discernible from the grid itself, but the relative sizes of the colored areas within each cell suggest the proportion of employees falling into each category.  More specific interpretation requires the full labels and a key for the colors.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 251
# Education and Training

## Human-machine frontier

**% of tasks completed by predominantly people, predominantly technology, or a combination of both**

| Task Type | Now (Industry/Global) | 2030 (Industry/Global)|
|---|---|---|
| Human | 57%/25% | 39%/29% |
| Combination | 19%/30% | 31%/33% |
| Technology | 48%/22% | 33%/34% |


## Transformation barriers

**Share of organisations surveyed expecting the barriers will hinder their organisation transformation**

| Barrier | Industry | Global |
|---|---|---|
| Skills gaps in the labour market | 57% | 63% |
| Organization culture and resistance to change | 48% | 46% |
| Inability to attract talent to my firm | 32% | 27% |
| Outdated or inflexible regulatory framework | 32% | 39% |
| Lack of adequate data and technical infrastructure | 30% | 32% |



## Business Practice

### Business practices to improve talent availability

**Top practices with the greatest potential to improve talent availability (share of organizations surveyed)**

| Practice | Industry | Global |
|---|---|---|
| Improving talent progression and promotion processes | 61% | 62% |
| Offering higher wages | 61% | 50% |
| Supporting employee health and well-being | 55% | 64% |
| Tapping into diverse talent pools | 50% | 47% |
| Providing effective reskilling and upskilling | 43% | 63% |


### Wage outlook

#### Wage trends

**Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues**

| Trend | Industry/Global |
|---|---|
| Growing | 57%/41% |
| Similar | 2%/7% |
| Declining | 52%/41% |




## DEI Actions

**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**

* Run comprehensive DEI training for managers and staff: 55% (Global: 51%)
* Targeted recruitment, retention and progression initiatives: 41% (Global: 48%)
* Anti-harassment protocols: 41% (Global: 33%)


## AI Strategy

**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**

* Reskilling and upskilling your existing workforce to better work alongside AI: 81% (Global: 77%)
* Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills: 71% (Global: 69%)
* Re-orienting your organization to target new business opportunities created by AI: 60% (Global: 49%)


## Talent availability outlook

### Talent trend

**Share of respondents who expect their talent availability to improve or worsen in five years**

| Area | Change | Improving/Global Average | Worsening/Global Average |
|---|---|---|---|
| Talent availability when hiring | +100% | 42% |  |
| Talent development of existing workforce | +100% | 74% |  |
| Talent retention of existing workforce | +100% | 49% |  |

## Visual Description

Several horizontal bar charts and stacked bar charts visualize survey data related to talent, business transformation, wages, DEI, and AI strategy.

**Human-machine frontier:** This stacked bar chart shows the percentage of tasks completed by predominantly people, technology, or a combination of both, for now and projected for 2030.  It shows a shift towards more technology-driven tasks in the future.

**Transformation barriers:** This horizontal bar chart displays the perceived barriers to business transformation, with "Skills gaps in the labour market" being the most significant concern.

**Business practices to improve talent availability:** This horizontal bar chart highlights preferred practices, with "Improving talent progression and promotion processes" and "Offering higher wages" topping the list.

**Wage trends:** A stacked horizontal bar chart illustrates projected wage trends, with a majority expecting growth.

**DEI Actions:** This displays the percentage of employers planning to implement specific DEI measures, with training being the most common.

**AI Strategy:**  This shows the planned strategies related to AI adoption, with "Reskilling and upskilling existing workforce" being the most prominent.

**Talent Trend:** This horizontal bar chart displays the expected changes in talent availability regarding hiring, development, and retention, all showing positive growth projections.  All three metrics show a +100% change.

Key insights include the increasing role of technology in tasks, the importance of skills development, the focus on talent progression and competitive wages, the prioritization of DEI training, and the emphasis on upskilling/reskilling in response to AI.  The data also suggests a positive outlook for talent availability in the future.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 252
# Electronics

## Labour-market churn
17% | Global 22%
Five-year structural labour-force churn

## Skill disruption
33% | Global 39%
Shares of core skills which will change

## Organizations with DEI priorities
87% | Global 83%
Share of organizations with DEI priorities

## AI exposure
95% | Global 88%
Share of organizations running AI programmes

## Trend outlook

### Macrotrends driving business transformation

Share of organizations surveyed that identified this trend as likely to drive transformation in their organization

| Trend                                       | Industry | Global |
|--------------------------------------------|---------|--------|
| Increased efforts and investments to reduce carbon… |         |        |
| Broadening digital access                   |         |        |
| Ageing and declining working-age populations |         |        |
| Rising cost of living, higher prices or inflation |         |        |
| Increased geopolitical division and conflicts   |         |        |
| Increased focus on labour and social issues    |         |        |

Increased restrictions to global trade and investment: 32% (Global 23%)
Increased efforts and investments to adapt to climate…: 29% (Global 41%)
Slower economic growth: 25% (Global 42%)
Growing working-age populations: 21% (Global 24%)
Increased government subsidies and industrial policy: 18% (Global 21%)
Stricter anti-trust and competition regulations: 18% (Global 17%)


### Technology trends driving business transformation

Share of organizations surveyed that identify the technology trend as likely to drive business transformation

| Trend                                                             | Industry | Global |
|------------------------------------------------------------------|---------|--------|
| AI and information processing technologies (big data, VR, AR…)     |         |        |
| Robots and autonomous systems                                       |         |        |
| Energy generation, storage and distribution                       |         |        |
| Semiconductors and computing technologies                            |         |        |
| Sensing, laser and optical technologies                            |         |        |

New materials and composites: 28% (Global 30%)
Quantum and encryption: 21% (Global 12%)
Satellites and space technologies: 10% (Global 9%)
Biotechnology and gene technologies: 7% (Global 11%)



## Jobs outlook

### Key roles for business transformation

Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)

* Net growth
* Job Growth
* Job displacement
* Net Growth
* Global net growth

1. Net growth
2. Global net growth
3. Churn


| Role                                | Net Growth | 1 | 2 | 3 |
|-------------------------------------|------------|---|---|---|
| AI and Machine Learning Specialists  |            | 81 | 82 | 81 |
| Robotics Engineers                   |            | 27 | 37 | 27 |
| Electrotechnology Engineers          |            | 21 | 15 | 21 |
| Business Development Professionals   |            | 18 | 19 | 18 |
| Industrial and Production Engineers |            | 1  | 15 | 16 |
| Assembly and Factory Workers        |            | 0  | 0  | 19 |


## Visual Description

Several horizontal bar charts and one combination chart visualize data related to business transformation, technology trends, job outlook, and workforce strategy within the electronics industry.  The charts compare industry-specific data with global averages.

The combination chart displays "Net Growth" for several roles, using a horizontal bar ranging from -100% to 100%. Three data points are shown for each role, representing Net Growth, Global Net Growth, and Churn.

A heatmap-style visualization shows the breakdown of workforce upskilling/reskilling plans, indicating percentages for "Would not need training," "Would be upskilled in their current role," "Would be upskilled and redeployed," and "Would be unlikely to upskill."


## Key Insights

* AI and related roles are expected to experience significant growth.
* Core skills are shifting towards analytical and creative thinking, as well as resilience and adaptability.
* Organizations are prioritizing automation and upskilling/reskilling initiatives for their workforce.

## Workforce Strategy outlook

### Key components of your workforce strategy by 2030

% surveyed organizations selecting the macrotrend to drive workforce transformation

| Macrotrend                                   | Industry | Global |
|---------------------------------------------|---------|--------|
| Accelerate the automation of processes and tasks | 87%     | 73%    |
| Upskill your workforce                       | 78%     | 85%    |
| Hire staff with new skills to meet emerging business needs | 70%     | 70%    |

## Upskilling and reskilling outlook

* Would not need training by 2030: 38% (Global 41%)
* Would be upskilled in their current role: 33% (Global 29%)
* Would be upskilled and redeployed: 17% (Global 19%)
* Would be unlikely to upskill: 12% (Global 11%)


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 253
# Electronics

## Human-machine frontier

**Human-machine frontier**

% of tasks completed by predominantly people, predominantly technology, or a combination of both

| ALL TASKS | Human | Global | Combination | Global | Technology | Global |
|---|---|---|---|---|---|---|
| Now |  | 40% |  | 30% |  | 21% |
| 2030 |  | 25% |  | 39% |  | 35% |


## Transformation barriers

**Transformation barriers**

Share of organisations surveyed expecting the barriers will hinder their organisation transformation


| Barrier | Industry | Global |
|---|---|---|
| Skills gaps in the labour market | 64% | 63% |
| Inability to attract talent to the industry | 43% | 37% |
| Outdated or inflexible regulatory framework | 43% | 39% |
| Inability to attract talent to my firm | 36% | 27% |
| Shortage of investment capital | 32% | 26% |


## Talent availability outlook

**Talent trend**

Share of respondents who expect their talent availability to improve or worsen in five years


* Improving: Global average
* Worsening: Global average


| Talent availability |  |  |
|---|---|---|
| Talent availability when hiring | 61% | +13% |
| Talent development of existing workforce | 0% | +74% |
| Talent retention of existing workforce | 9% | +44% |



## Business Practice

**Business practices to improve talent availability**

Top practices with the greatest potential to improve talent availability (share of organizations surveyed)


* Industry
* Global

| Business Practice | Industry | Global |
|---|---|---|
| Supporting employee health and well-being | 61% | 64% |
| Articulate business purpose and impact | 57% | 37% |
| Providing effective reskilling and upskilling | 57% | 63% |
| Improving talent progression and promotion processes | 52% | 62% |
| Tapping into diverse talent pools | 52% | 47% |


## Wage outlook

**Wage trends**

Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues

* Growing: Global
* Similar: Global
* Declining: Global


## Visual Description

Several bar charts and some numerical data blocks are shown.

**Human-machine frontier chart:** This stacked bar chart shows the percentage of tasks completed by predominantly people, technology, or a combination of both for now and projected for 2030.  It shows a shift towards more tasks involving a combination of humans and technology in the future.

**Transformation Barriers chart:** This chart displays the perceived barriers to organizational transformation, both for the industry and globally. Skills gaps are the most prominent barrier.

**Talent Availability chart:** This chart visualizes the expected change in talent availability over five years, broken down by hiring, development, and retention. Positive growth is expected in all three areas.

**Business Practices chart:** This chart depicts the top practices for improving talent availability, comparing industry-specific data to the global average.  Supporting employee health and well-being is considered most important.

**Wage Trends chart:** This chart shows the projected changes in wages as a percentage of total revenue, segmented into growing, similar, and declining categories.

**DEI Actions:** Three numerical blocks show the percentage of employers planning to implement specific diversity, equity, and inclusion (DEI) measures: comprehensive DEI training, pay equity reviews, and targeted recruitment/retention initiatives.

**AI Strategy:**  Three numerical blocks indicate the percentage of employers planning to implement various strategies to adapt to the increasing capabilities and prevalence of AI, including reskilling, hiring new AI talent, and transitioning employees from jobs that AI might displace.

**Key Insights:**
* The electronics industry anticipates a shift towards a human-technology collaborative work environment.
* Skills gaps pose the biggest obstacle to transformation.
* Organizations prioritize employee well-being as a key to talent availability.
* DEI and AI strategy are important focus areas for employers.


## DEI Actions

Share of employers surveyed planning to implement the diversity, equity and inclusion measure

* **48** | Global: 51
Run comprehensive DEI training for managers and staff

* **44** | Global: 39
Pay equity reviews and salary audits

* **39** | Global: 48
Targeted recruitment, retention and progression initiatives


## AI Strategy

Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence

* **81** | Global: 77
Reskilling and upskilling your existing workforce to better work alongside AI

* **67** | Global: 69
Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills

* **52** | Global: 47
Transitioning people from jobs that AI will cause to decline, to other roles within your organization


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 254
# Energy Technology and Utilities

**19%** | Global 22%
Labour-market churn
Five-year structural labour-force churn

**40%** | Global 39%
Skill disruption
Shares of core skills which will change

**81%** | Global 83%
Organizations with DEI priorities
Share of organizations with DEI priorities

**72%** | Global 88%
AI exposure
Share of organizations running AI programmes


## Trend outlook

### Macrotrends driving business transformation

Share of organizations surveyed that identified this trend as likely to drive transformation in their organization

| Trend                                      | Industry | Global |
|-------------------------------------------|---------|--------|
| Increased efforts and investments to reduce carbon... |         |        |
| Broadening digital access                  |         |        |
| Increased efforts and investments to adapt to climate... |         |        |
| Increased geopolitical division and conflicts |         |        |
| Rising cost of living, higher prices or inflation |         |        |
| Increased focus on labour and social issues      |         |        |


| Trend                                      | Global |
|-------------------------------------------|--------|
| Slower economic growth                   | 29%    |
| Increased government subsidies and industrial policy | 28%    |
| Increased restrictions to global trade and investment | 28%    |
| Growing working-age populations                | 26%    |
| Ageing and declining working-age populations       | 26%    |
| Stricter anti-trust and competition regulations  | 16%    |


### Technology trends

#### Technology trends driving business transformation

Share of organizations surveyed that identify the technology trend as likely to drive business transformation


| Technology Trend                             | Industry | Global |
|----------------------------------------------|---------|--------|
| Energy generation, storage and distribution    |         |        |
| AI and information processing technologies (big data, VR, AR... |         |        |
| Robots and autonomous systems               |         |        |
| New materials and composites                 |         |        |
| Semiconductors and computing technologies    |         |        |


| Technology Trend                             | Global |
|----------------------------------------------|--------|
| Sensing, laser and optical technologies       | 14%    |
| Quantum and encryption                       | 7%     |
| Biotechnology and gene technologies            | 3%     |
| Satellites and space technologies            | 2%     |



## Jobs outlook

### Key roles for business transformation

Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent)

* Net growth
* Job Growth
* Job displacement
* Net Growth
* Global net growth

1. Net growth
2. Global net growth
3. Churn

| Role                                       | Net Growth | 1. | 2. | 3. |
|--------------------------------------------|------------|----|----|----|
| AI and Machine Learning Specialists      |            | 46 | 82 | 46 |
| Renewable Energy Engineers               |            | 46 | 38 | 46 |
| Sustainability Specialists                |            | 32 | 33 | 32 |
| Energy Engineers                          |            | 20 | 18 | 21 |
| Project Managers                          |            | 12 | 17 | 14 |
| Accounting, Bookkeeping and Payroll Clerks |            | -15| -18| 15 |



## Skill outlook

### Skills of increasing use by 2030

Skills of the most increase in use by 2030

| Skill                            | Industry | Global |
|---------------------------------|---------|--------|
| Analytical thinking               |         |        |
| Creative thinking                |         |        |
| Resilience, flexibility and agility |         |        |
| Technological literacy           |         |        |
| Leadership and social influence    |         |        |

| Skill                            | Global |
|---------------------------------|--------|
| AI and big data                 | 91%    |
| Networks and cybersecurity       | 79%    |
| Technological literacy           | 67%    |
| Curiosity and lifelong learning  | 67%    |
| Leadership and social influence    | 62%    |


## Workforce Strategy outlook

### Key components of your workforce strategy by 2030

% surveyed organizations selecting the macrotrend to drive workforce transformation


| Strategy                                                     | Industry | Global |
|-------------------------------------------------------------|---------|--------|
| Upskill your workforce                                       | 90%    | 85%    |
| Hire staff with new skills to meet emerging business needs      | 77%    | 70%    |
| Complement and augment your workforce with new technologies | 69%    | 63%    |


## Upskilling and reskilling outlook

| Category                                     | Global |
|----------------------------------------------|--------|
| Would not need training by 2030              | 39     |
| Would be upskilled in their current role      | 32     |
| Would be upskilled and redeployed           | 18     |
| Would be unlikely to upskill                 | 11     |


## Visual Description

Several bar charts and a grid visualization represent data related to business transformation, technology trends, job outlook, skills outlook, and workforce strategy.

**Macrotrends & Technology Trends:** Horizontal bar charts compare industry-specific and global responses on various macro trends (e.g., carbon reduction efforts, digital access) and technology trends (e.g., AI, biotechnology) driving business transformation.  Generally, global responses show slightly higher percentages than industry-specific ones across most trends.

**Key Roles for Business Transformation:** A horizontal bar chart with a central zero-point displays net growth, job growth, and job displacement for various roles. AI and Machine Learning specialists, along with Renewable Energy Engineers show high positive net growth. Accounting, Bookkeeping, and Payroll Clerks show negative net growth.  Three data points are plotted for each role, representing net growth, global net growth, and churn.

**Skills of Increasing Use by 2030:** Two horizontal bar charts compare industry and global data on core skills and skills of increasing use by 2030. Analytical thinking, AI and big data, and networks and cybersecurity show high demand both globally and within the industry.

**Workforce Strategy:** A horizontal bar chart depicts the percentage of organizations focusing on upskilling, hiring for new skills, and complementing/augmenting the workforce with new technologies.  Upskilling is the most prevalent strategy.

**Upskilling and Reskilling Outlook:** A grid visualizes the percentage breakdown of workforce requiring no training, upskilling in current role, upskilling and redeployment, and unlikely to upskill by 2030.  The largest segment is "would not need training," followed by "would be upskilled in their current role."

**Key Insights:**

* Digital transformation, AI, and sustainability are key drivers of change in the energy, technology, and utilities sector.
* Roles related to AI, renewable energy, and sustainability will see significant growth.
* Analytical thinking, technological literacy, and adaptability are crucial skills for the future.
* Upskilling and reskilling are critical components of workforce strategies for organizations.


Future of Jobs Report 2025 254


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 255
# Energy Technology and Utilities

## Human-machine frontier

**Human-machine frontier**

% of tasks completed by predominantly people, predominantly technology, or a combination of both

| ALL TASKS | Human | Global | Combination | Global | Technology | Global |
|---|---|---|---|---|---|---|
| Now |  | 43% | 34% | 23% |  | |
| 2030 |  | 31% | 38% | 31% |  | |


## Key barriers for business transformation

**Transformation barriers**

Share of organisations surveyed expecting the barriers will hinder their organisation transformation

| Barrier | Industry | Global |
|---|---|---|
| Skills gaps in the labour market | 81% | 63% |
| Outdated or inflexible regulatory framework | 44% | 39% |
| Inability to attract talent to the industry | 37% | 37% |
| Organization culture and resistance to change | 37% | 46% |
| Lack of adequate data and technical infrastructure | 30% | 32% |


## Talent availability outlook

**Talent trend**

Share of respondents who expect their talent availability to improve or worsen in five years

* Improving: Global average
* Worsening: Global average


| Talent Area | Value | Change |
|---|---|---|
| Talent availability when hiring | 37% | -100% +2% |
| Talent development of existing workforce | 26% | -100% +21% |
| Talent retention of existing workforce | 43% | -100% +39% |

## Business Practice

**Business practices to improve talent availability**

Top practices with the greatest potential to improve talent availability (share of organizations surveyed)

* Industry
* Global

| Business Practice | Industry | Global |
|---|---|---|
| Improving talent progression and promotion processes | 79% | 62% |
| Providing effective reskilling and upskilling | 77% | 63% |
| Supporting employee health and well-being | 62% | 64% |
| Articulate business purpose and impact | 51% | 37% |
| Offering remote and hybrid work opportunities within countries | 51% | 43% |


## Wage outlook

**Wage trends**

Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues

* Growing: Global
* Similar: Global
* Declining: Global

| Trend | Percentage |
|---|---|
| Growing | 50% |
| Similar | 38% |
| Declining | 12% |
| Growing | 52% |
| Similar | 41% |
| Declining | 7% |



## DEI Actions

Share of employers surveyed planning to implement the diversity, equity and inclusion measure


| Measure | Percentage | Global |
|---|---|---|
| Run comprehensive DEI training for managers and staff | 62 | 51 |
| Set DEI goals, targets or quotas | 60 | 42 |
| Targeted recruitment, retention and progression initiatives | 55 | 48 |



## AI Strategy

Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence

| Strategy | Percentage | Global |
|---|---|---|
| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 74 | 69 |
| Reskilling and upskilling your existing workforce to better work alongside AI | 74 | 77 |
| Hiring new people with skills to better work alongside AI | 61 | 62 |


## Visual Description

Several stacked bar charts, horizontal bar charts, and tables are presented, visualizing data related to the future of work in the energy technology and utilities sector.

**Key Insights:**

* **Shift towards Technology:** The human-machine frontier chart indicates a shift towards greater technology involvement in tasks by 2030, albeit with a slight increase in combination roles.
* **Skills Gaps and Regulations:** The transformation barriers chart highlights skills gaps and outdated regulations as major obstacles.
* **Talent Availability Concerns:** The talent trend chart reveals concerns about talent availability across hiring, development, and retention.
* **Focus on Upskilling and Well-being:** Business practices focused on talent progression, reskilling/upskilling, and employee well-being are prioritized.
* **DEI and AI Strategy:** DEI initiatives and AI-related strategies are planned, with emphasis on training, goal setting, and targeted recruitment for DEI, and reskilling/upskilling for AI integration.
* **Wage Outlook:**  Wage trends show a slight majority projecting growth in wage share relative to company revenue.


The visuals collectively paint a picture of a sector undergoing significant transformation, grappling with talent challenges, and actively implementing strategies to adapt to technological advancements and promote diversity and inclusion.


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 256
# Financial services and Capital markets

## Key Statistics

* **30% (Global 22%):** Labour-market churn (Five-year structural labour-force churn)
* **41% (Global 39%):** Skill disruption (Shares of core skills which will change)
* **88% (Global 83%):** Organizations with DEI priorities (Share of organizations with DEI priorities)
* **97% (Global 88%):** AI exposure (Share of organizations running AI programmes)

## Trend outlook

### Macrotrends driving business transformation

Share of organizations surveyed that identified this trend as likely to drive transformation in their organization:

| Trend                                     | Industry | Global |
|------------------------------------------|---------|--------|
| Broadening digital access               |         |        |
| Increased efforts and investments to adapt to climate... |         |        |
| Slower economic growth                   |         |        |
| Rising cost of living, higher prices or inflation |         |        |
| Ageing and declining working-age populations |         |        |
| Increased geopolitical division and conflicts |         |        |
| Increased efforts and investments to reduce carbon... |         | 35%  |
| Increased focus on labour and social issues |         | 33%  |
| Increased restrictions to global trade and investment |         | 28%  |
| Growing working-age populations |         | 23%  |
| Stricter anti-trust and competition regulations |         | 23%  |
| Increased government subsidies and industrial policy |         | 19%  |


### Technology trends driving business transformation

Share of organizations surveyed that identify the technology trend as likely to drive business transformation:


| Trend                                               | Industry | Global |
|----------------------------------------------------|---------|--------|
| AI and information processing technologies (big data, VR, AR…) |         |        |
| Robots and autonomous systems                         |         |        |
| Quantum and encryption                                |         |        |
| Semiconductors and computing technologies              |         |        |
| Energy generation, storage and distribution           |         |        |
| New materials and composites                           |         |  9%   |
| Sensing, laser and optical technologies            |         |  6%   |
| Satellites and space technologies                      |         |  5%   |
| Biotechnology and gene technologies                 |         |  3%   |


## Jobs outlook

### Key roles for business transformation

Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent):

| Role                                 | Net growth | Global net growth | Churn |
|--------------------------------------|------------|-------------------|-------|
| AI and Machine Learning Specialists    | 228        | 82               | 228   |
| Data Analysts and Scientists          | 40         | 41               | 40    |
| Business Intelligence Analysts       | 18         | 18               | 20    |
| Financial and Investment Advisers     | 12         | 11               | 15    |
| Human Resources Specialists          | 3          | 5                | 13    |
| Accountants and Auditors            | -11        | -8               | 14    |



## Workforce Strategy outlook

### Key components of your workforce strategy by 2030

% surveyed organizations selecting the macrotrend to drive workforce transformation:

| Macrotrend                                      | Industry | Global |
|-----------------------------------------------|---------|--------|
| Upskill your workforce                          | 87%     | 85%    |
| Accelerate the automation of processes and tasks | 82%     | 73%    |
| Hire staff with new skills to meet emerging business needs | 73%     | 70%    |

## Upskilling and reskilling outlook

* **42% (Global 41%):** Would *not* need training by 2030
* **25% (Global 29%):** Would be upskilled in their current role
* **21% (Global 19%):** Would be upskilled and redeployed
* **12% (Global 11%):** Would be unlikely to upskill

## Visual Description

A grid visualization shows the distribution of reskilling needs. The grid is divided into four sections representing the four categories listed above (no training needed, upskilled in current role, upskilled and redeployed, unlikely to upskill).  Each section contains a number of smaller squares.  Two lighter shades of teal/green and purple are used to fill these smaller squares. The exact number of squares filled in each section cannot be determined due to the cutoff nature of the image.  The visualization indicates a significant proportion of respondents fall into the "no need for training" and "upskilling in current role" categories.


## Skills of increasing use by 2030

| Skill                        | Industry | Global |
|-----------------------------|---------|--------|
| Analytical thinking          | 80%     | 95%    |
| Resilience, flexibility and agility | 73%     | 84%    |
| Leadership and social influence | 66%     | 82%    |
| Creative thinking            | 65%     | 67%    |
| Technological literacy      | 65%     | 68%    |


key: chroma:document
string_value:
---
author: World Economic Forum
date: January 2025
description: "Technological change, geoeconomic fragmentation, economic uncertainty,\
  \ demographic shifts and the green transition \u2013 individually and in combination\
  \ are among the major drivers expected to shape and transform the global labour\
  \ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\
  \ of over 1,000 leading global employers\u2014collectively representing more than\
  \ 14 million workers across 22 industry clusters and 55 economies from around the\
  \ world\u2014to examine how these macrotrends impact jobs and skills, and the workforce\
  \ transformation strategies employers plan to embark on in response, across the\
  \ 2025 to 2030 timeframe."
source: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025
title: Future of Jobs Report 2025
---

# Page 257
# Financial services and Capital markets

## Human-machine frontier

**Human-machine frontier**

% of tasks completed by predominantly people, predominantly technology, or a combination of both

| ALL TASKS | Human | Global | Combination | Global | Technology | Global |
|---|---|---|---|---|---|---|
| Now |  |  |  |  |  |  |
| 2030 |  |  |  |  |  |  |


## Visual Description

The first chart labeled "Human-machine Frontier" is a 100% stacked bar chart showing the percentage of tasks completed by predominantly people (Human), predominantly technology (Technology), or a combination of both (Combination).  Data is presented for the current time ("Now") and projected for 2030, with separate global percentages shown for each category.

* **Now:** Human ~44%, Combination ~35%, Technology ~21% (Global percentages: Human ~48%, Combination ~30%, Technology ~22%)
* **2030:** Human ~28%, Combination ~35%, Technology ~38% (Global percentages: Human ~33%, Combination ~33%, Technology ~34%)

The chart suggests a shift towards a higher percentage of tasks being completed by technology or a combination of human and technology by 2030, and a corresponding decrease in solely human-completed tasks.


## Transformation barriers

**Transformation barriers**

Share of organisations surveyed expecting the barriers will hinder their organisation transformation


| Barrier | Industry | Global |
|---|---|---|
| Skills gaps in the labour market | 66% | 63% |
| Organization culture and resistance to change | 52% | 46% |
| Outdated or inflexible regulatory framework | 44% | 39% |
| Lack of adequate data and technical infrastructure | 38% | 32% |
| Inability to attract talent to the industry | 34% | 37% |

## Talent availability outlook

**Talent trend**

Share of respondents who expect their talent availability to improve or worsen in five years

* Improving: ▲ Global average
* Worsening: ▲ Global average

|  | % | -100% | +100% |
|---|---|---|---|
| Talent availability when hiring | 28% |  | | 1% |
| Talent development of existing workforce | 23% |  |  | 15% |
| Talent retention of existing workforce | 37% |  |  | 37% |


## Visual Description

The "Talent Trend" section displays a horizontal bar chart for three categories: Talent availability when hiring, Talent development of existing workforce, and Talent retention of existing workforce.  Each bar represents the percentage of respondents who expect improvement or worsening in their talent situation over the next five years, compared to a global average.  The percentage represents the expected change from -100% (significant worsening) to +100% (significant improvement).


## Wage outlook

**Wage trends**

Share of organizations projecting the share of wages and other forms of workers' compensation as percentage of the company's total revenues

* Growing: Global
* Similar: Global
* Declining: Global


## Visual Description

The "Wage Trends" chart is a stacked bar chart showing the projected share of wages and other worker compensation as a percentage of company revenue.  It's split into Growing, Similar, and Declining categories, each with industry and global averages.  The data shows:

* **Industry:** Growing: ~46%, Similar: ~45%, Declining: ~8%
* **Global:** Growing: ~41%, Similar: ~8%, Declining: ~0%

This suggests a general expectation of wage growth as a percentage of revenue, with a larger proportion expecting growth in the industry-specific data compared to the global average.



## DEI Actions

**Share of employers surveyed planning to implement the diversity, equity and inclusion measure**

* **58** | Global: 51
  * Run comprehensive DEI training for managers and staff
* **57** | Global: 48
  * Targeted recruitment, retention and progression initiatives
* **47** | Global: 39
  * Pay equity reviews and salary audits


## AI Strategy

**Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence**

* **80** | Global: 77
  * Reskilling and upskilling your existing workforce to better work alongside AI
* **74** | Global: 69
  * Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills
* **69** | Global: 62
  * Hiring new people with skills to better work alongside AI


