# 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 14
# Geoeconomic trends, by economy

Share of employers surveyed that expect the stated geoeconomic trend to transform their business.

## Visual Description

This figure presents a bar chart illustrating the share of surveyed employers who anticipate various geoeconomic trends will transform their business.  The chart is segmented by economy and exposure type.

The horizontal axis represents the share of employers surveyed (%). It ranges from 0 to 80%. The vertical axis lists three geoeconomic trends:

* Increased restrictions to global trade and investment
* Increased government subsidies and industrial policy
* Increased geopolitical division and conflicts

Four different colored bars cluster around each trend for several countries. The legend below the chart identifies the colors as representing exposure to:

* China (Beige)
* China and US (Green)
* US (Blue)
* Neither China nor US (Purple)

Key insights from the chart include varying degrees of concern across the listed geoeconomic trends.  For instance, "Increased geopolitical division and conflicts" shows lower anticipated impact across most countries compared to "Increased restrictions to global trade and investment".  Furthermore, exposure type clearly influences perception, with different colored bars exhibiting varying lengths within each trend and country.  For example,  employers in Singapore with exposure to China anticipate greater transformation from "Increased restrictions to global trade and investment" than those exposed to the US or both.  Conversely, Malaysian employers exposed to neither China nor the US seem more concerned about this trend than those with China exposure.

Data from the chart includes (approximate values):

* **Increased restrictions to global trade and investment:**  Singapore (China Exposure: ~30%, China/US Exposure: ~18%, US Exposure: ~18%, No Exposure: ~20%), Indonesia (China: ~5%), Malaysia (China: ~5%, No Exposure: ~15%),  Viet Nam (China: ~5%), Republic of Korea (No Exposure: ~15%).
* **Increased government subsidies and industrial policy:** Uzbekistan (~28% total across all exposures), Malaysia (China: ~5%, combined with other exposures: ~18% total), Egypt (~5%), Nigeria (~5%), Thailand (~5%), Singapore (combined with other exposures: ~15% total).
* **Increased geopolitical division and conflicts:**  Canada (~45% total across all exposures), Saudi Arabia (~48% total across all exposures), Malaysia (China: ~60%, combined with other exposures: ~70%), Singapore (combined with other exposures: ~68%), Republic of Korea (~68%).


**Source:** World Economic Forum, Future of Jobs Survey 2024.


On an industry level, as shown in Figure 1.4, sectors with a high degree of dependence on global supply chains, such as Automotive and Aerospace (46%), and Mining and Metals (55%), expect industry transformation driven by trade restrictions. By contrast, industries with less exposure to global markets, such as Education, are less focused on this trend, with fewer than 14% of surveyed employers seeing trade restrictions as disruptive. Mining and Metals, Advanced Manufacturing, and Oil and Gas anticipate industry transformation stemming from increased government subsidies and industrial policies, with, respectively, 31%, 33%, and 40% of employers across these industries citing these factors; whereas more domestic-focused sectors such as Accommodation, Food, and Leisure expect minimal impact from such policies.

The broader implications of geoeconomic fragmentation extend beyond individual business strategies to long-term economic stability and growth, and limit multilateral cooperation on critical issues such as climate change and pandemic preparedness.


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 139
# France

## Upskilling and reskilling outlook

* 38 | Global 41: Would not need training by 2030
* 31 | 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

**Human-machine frontier**

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

* Human | Global
* Combination | Global
* Technology | Global

**ALL TASKS**

**Now:**

* Human: Incomplete bar
* Combination: Incomplete bar
* Technology: Incomplete bar

**2030:**

* Human: Incomplete bar
* Combination: Incomplete bar
* Technology: Incomplete bar


## Visual Description

Two stacked bar charts show the breakdown of tasks completed by predominantly people, technology, or a combination of both for the present (Now) and projected for 2030.  Specific percentage values are shown at the end of the bars, but are partially obscured. They show an increase in technology and a decrease in human-led tasks 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

*Economy | Global*

* Provision of reskilling and upskilling: 54% | 52% ▲
* Funding for reskilling and upskilling: 52% | 55% ▲
* Improvements to public education systems: 52% | 47% ▲
* Changes to labour laws related to remote work: 41% | 36% ▲
* Flexibility on hiring and firing practices: 38% | 44% ▲

## Key barriers for business transformation

**Transformation barriers**

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

*Economy | Global*

* Skills gaps in the labour market: 55% | 63% ▲
* Organization culture and resistance to change: 43% | 46% ▲
* Inability to attract talent to the industry: 41% | 37% ▲
* Outdated or inflexible regulatory framework: 36% | 39% ▲
* 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

France: 49% | 44% | 7%
Global: 52% | 41% | 8%

## Visual Description

A stacked bar chart shows the projected wage trends.  France projects a slightly lower percentage of growing wages compared to the global average, and a slightly higher percentage for similar and declining wages.


## 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 when hiring: 50% | -100% | +100% | 31%
* Talent development of existing workforce: 5% | -100% | +100% | 63%
* Talent retention of existing workforce: 23% | -100% | +100% | 27%

## Visual Description

Three divergent stacked bar charts display talent availability expectations.  For France, all three measures (hiring, development, and retention) show a positive outlook, with the bar extending to the right, indicating improvement is expected. Percentages are shown at each end of the bars.


## DEI Actions

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

* 57 | Global 48: Targeted recruitment, retention and progression initiatives
* 55 | Global 51: Run comprehensive DEI training for managers and staff
* 49 | 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

* 82 | 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
* 70 | Global 62: Hiring new people with skills to *better work alongside* AI


Future of Jobs Report 2025 139


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 140
# Germany

## 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

**21%** | Global 22%

*Labour-market churn*

*Five-year structural labour-force churn*


**34%** | Global 39%

*Skill disruption*

*Shares of core skills which will change*


**93%** | Global 83%

*Organizations with DEI priorities*

*Share of organizations with DEI priorities*


**92%** | 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*


| Economy | Global | Trend | % |
|---|---|---|---|
|  |  | Broadening digital access | 63% |
|  |  | Increased efforts and investments to reduce carbon... | 60% |
|  |  | Increased geopolitical division and conflicts | 52% |
|  |  | Increased efforts and investments to adapt to climate... | 51% |
|  |  | Ageing and declining working-age populations | 48% |
|  |  | Rising cost of living, higher prices or inflation | 48% |
|  |  | Slower economic growth | 47% |
|  |  | Increased focus on labour and social issues | 39% |
|  |  | Increased restrictions to global trade and investment | 28% |
|  |  | Increased government subsidies and industrial policy | 25% |
|  |  | Stricter anti-trust and competition regulations | 23% |
|  |  | Growing working-age populations | 21% |


### Technology trends driving business transformation

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

| Economy | Global | Trend | % |
|---|---|---|---|
|  |  | AI and information processing technologies (big data, VR, AR... | 93% |
|  |  | Robots and autonomous systems | 67% |
|  |  | Energy generation, storage and distribution | 58% |
|  |  | New materials and composites | 42% |
|  |  | Semiconductors and computing technologies | 31% |
|  |  | Sensing, laser and optical technologies | 24% |
|  |  | Quantum and encryption | 18% |
|  |  | Biotechnology and gene technologies | 15% |
|  |  | Satellites and space technologies | 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)*

|  | Net growth | Global net growth | Churn |
|---|---|---|---|
| AI and Machine Learning Specialists | 71 | 82 | 71 |
| Data Analysts and Scientists | 34 | 41 | 35 |
| Managing Directors and Chief Executives | 0 | 5 | 3 |
| General and Operations Managers | 0 | 4 | 7 |
| Assembly and Factory Workers | -5 | 0 | 18 |
| Administrative Assistants and Executive Secretaries | -18 | -20 | 19 |


## Skill outlook

### Skills of increasing use by 2030

*Skills of the most increase in use by 2030*

| Economy | Global | Core Skills of 2025 | % |  | Skills of Increasing Use by 2030 | % |
|---|---|---|---|---|---|---|
|  |  | Analytical thinking | 74% |  | AI and big data | 90% |
|  |  | Resilience, flexibility and agility | 70% |  | Resilience, flexibility and agility | 68% |
|  |  | Creative thinking | 59% |  | Curiosity and lifelong learning | 67% |
|  |  | Motivation and self-awareness | 58% |  | Networks and cybersecurity | 67% |
|  |  | Curiosity and lifelong learning | 58% |  | Technological literacy | 65% |



Future of Jobs Report 2025 140


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 141
# Germany

## 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**

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


## Visual Description

A stacked bar chart shows the percentage of tasks completed by predominantly people, technology, or a combination of both for the present (Now) and projected for 2030.  Light blue represents Human, medium blue represents Combination, and dark blue represents Technology.  Percentage labels for Global figures are placed to the right of each bar.  Now: Human 44%, Combination 33%, Technology 23%.  2030: Human 31%, Combination 35%, Technology 34%. Global figures for these segments appear below the primary data, mirroring these proportions, but with slightly different percentages.

**Key Insights:**

* There is a projected shift in task completion from predominantly human to a more even distribution across human, combination, and technology-driven tasks by 2030.
*  Technology's role in task completion is expected to grow significantly.
*  The proportion of tasks involving a combination of humans and technology will also 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 |
|---|---|---|
| Funding for reskilling and upskilling | 54% | 55% |
| Flexibility on hiring and firing practices | 50% | 44% |
| Improvements to public education systems | 45% | 47% |
| Provision of reskilling and upskilling | 44% | 52% |
| Flexibility on setting wages | 36% | 38% |


## Transformation barriers

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

| Barrier | ECONOMY | GLOBAL |
|---|---|---|
| Skills gaps in the labour market | 57% | 63% |
| Organization culture and resistance to change | 50% | 46% |
| Inability to attract talent to the industry | 37% | 37% |
| Lack of adequate data and technical infrastructure | 36% | 32% |
| Outdated or inflexible regulatory framework | 35% | 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*


## Visual Description

A stacked horizontal bar graph presents wage trend projections. The categories are Growing (light blue), Similar (medium blue), Declining (purple). Global average figures are placed below the current data.  Current projections: Growing 49%, Similar 45%, Declining 7%. Global averages: Growing 52%, Similar 41%, Declining 8%.

**Key Insights:**

* A large percentage of organizations expect wages to either grow or stay similar.
* A smaller, but notable, percentage project a decline in wages.



## Talent availability outlook

**Talent trend**

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

| Category | -100% | +100% |
|---|---|---|
| Talent availability when hiring | 50% | 25% |
| Talent development of existing workforce | 4% | 67% |
| Talent retention of existing workforce | 21% | 37% |


## Visual Description

Three horizontal bar charts display talent trends related to hiring, development, and retention of the existing workforce. Each bar is split into two colors: light blue representing improvement (+100%) and purple representing worsening (-100%).  The percentages indicate the proportion of respondents expecting improvement or worsening in each category.

**Key Insights:**

* While there's a positive outlook for talent development, significant concern exists around talent availability when hiring and talent retention.


## DEI Actions

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

* 56 | Global 48: Targeted recruitment, retention and progression initiatives
* 53 | Global 51: Run comprehensive DEI training for managers and staff
* 50 | 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
* 73 | 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


---
Future of Jobs Report 2025 141


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 142
# Greece

## 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 |  |
|---|---|
| Secondary Education Attainment (2022) | 56% |
| Tertiary Education Attainment (2022) | 30% |
| Ease of finding skilled employees in local labour market (2024) | 13% |
| Fill vacancies by hiring foreign labour (2024) | 10% |
| Country investment in mid-career training (2022) | 12% / 8% |

Working Age Population (Millions): 8.0


## Jobs and Skills outlook

* **Labour-market churn:** 7% (Global 22%) - Five-year structural labour-force churn
* **Skill disruption:** 39% (Global 39%) - Shares of core skills which will change

* **Organizations with DEI priorities:** 83% (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*

| Macrotrend | Economy | Global |
|---|---|---|
| Broadening digital access |  |  |
| Increased focus on labour and social issues |  |  |
| Rising cost of living, higher prices or inflation |  |  |
| Increased efforts and investments to reduce carbon emissions |  |  |
| Slower economic growth |  |  |
| Increased efforts and investments to adapt to climate change |  |  |
| Ageing and declining working-age populations | | 74%/60% (32%/40%) |
| Increased restrictions to global trade and investment | | 63%/46% (21%/23%)|
| Growing working-age populations | | 58%/50% (21%/24%)|
| Stricter anti-trust and competition regulations | | 53%/47% (21%/24%)|
| Increased geopolitical division and conflicts | | 53%/42% (21%/34%) |
| Increased government subsidies and industrial policy | | 37%/41% (16%/21%) |



### 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 |  |  |
| Quantum and encryption |  |  |
| Semiconductors and computing technologies |  |  |
| New materials and composites | | 90%/86% (16%/30%) |
| Sensing, laser and optical technologies | | 68%/58% (16%/18%) |
| Biotechnology and gene technologies | | 37%/41% (11%/11%) |
| Satellites and space technologies | | 21%/12% (5%/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 | 19 | 19 | 82 |
| Project Managers | 18 | 18 | 17 |
| Human Resources Specialists | 15 | 20 | 5 |
| Business Intelligence Analysts | 14 | 14 | 18 |
| General and Operations Managers | 2 | 2 | 4 |
| Financial Analysts | 0 | 7 | 3 |

## 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 |  | 73% / 83% |
| Empathy and active listening |  | 67% / 83% |
| Analytical thinking |  | 67% / 79% |
| Leadership and social influence |  | 60% / 77% |
| Creative thinking |  | 53% / 67% |

**Skills of Increasing Use by 2030:**

* Technological literacy
* Curiosity and lifelong learning
* AI and big data
* Creative thinking
* Design and user experience


Future of Jobs Report 2025 142



## Visual Description

The image presents various bar charts and a table visualizing data related to Greece's economy, jobs, and skills outlook.

**Contextual indicators:**  Bar charts show metrics like labor force participation, vulnerable employment, unemployment rates (overall and by education level), and education attainment.  Each bar represents a range between a minimum and maximum value, with the current Greece value marked within that range.  Another set of bar charts visualizes the ease of finding skilled employees, filling vacancies with foreign labor, and investment in mid-career training.

**Jobs and Skills outlook:** Displays key percentages for labor market churn and skill disruption, comparing Greece's values to global averages. Two more metrics regarding DEI and AI exposure in organizations are displayed similarly.

**Macrotrends driving business transformation:** Two grouped bar charts show the percentage of organizations that see listed macrotrends (e.g., broadening digital access, rising cost of living) and technology trends (e.g., AI, robots) as driving business transformation.  Each group compares "Economy" (Greece) with "Global" responses.

**Key roles for business transformation:** A table ranks roles by net growth and displays job growth, displacement, and churn percentages for each role, comparing them to global net growth.


**Skills of increasing use by 2030:**  Two grouped bar charts display projected skill increases for both core skills (e.g., resilience, empathy) and specific skills (e.g., technological literacy, AI and big data) in Greece compared to global projections.


**Key insights:**

* The visualizations suggest that Greece faces various economic and labor market challenges, including relatively high unemployment, especially among less educated workers.  
* The data highlights the importance of digital access, technological adoption, and specific skills (like AI and big data) for business transformation.
* Certain roles, such as AI specialists and project managers, are expected to experience high growth.
* The emphasis on skills like resilience, empathy, and technological literacy underscores the changing nature of work and the need for adaptation in the Greek workforce.


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 144
# Hong Kong SAR, China

## 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. |  |  |
| Unemployment rate among workers with advanced edu. (2023) |  |  |
| Secondary Education Attainment (2023) |  | 66% |
| Tertiary Education Attainment (2023) |  | 25% |
| Ease of finding skilled employees in local labour market (2023) |  | 5 |
| Fill vacancies by hiring foreign labour (2023) |  | 4 |
| Country investment in mid-career training (2022) |  | 4 |


## Jobs and Skills outlook

* **15%** (Global 22%) Labour-market churn (Five-year structural labour-force churn)
* **35%** (Global 39%) Skill disruption (Shares of core skills which will change)
* **94%** (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 focus on labour and social issues |  |  |
| Increased efforts and investments to reduce carbon... |  |  |
| Slower economic growth |  |  |
| Increased efforts and investments to adapt to climate... |  |  |
| Increased geopolitical division and conflicts |  |  |
| Ageing and declining working-age populations |  | 44% |
| Growing working-age populations |  | 40% |
| Increased restrictions to global trade and investment |  | 36% |
| Rising cost of living, higher prices or inflation |  | 32% |
| Stricter anti-trust and competition regulations |  | 16% |
| Increased government subsidies and industrial policy |  | 8% |


### 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 |  |  |
| Quantum and encryption |  |  |
| Sensing, laser and optical technologies |  | 16% |
| Semiconductors and computing technologies |  | 12% |
| Biotechnology and gene technologies |  | 12% |
| Satellites and space technologies |  | 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)*


| Role | Net growth | Global net growth | Churn |
|---|---|---|---|
| Data Analysts and Scientists | 26 | 41 | 26 |
| AI and Machine Learning Specialists | 26 | 82 | 26 |
| Digital Transformation Specialists | 21 | 35 | 21 |
| Lawyers | 8 | 2 | 15 |
| Compliance Officers | 7 | 11 | 9 |
| Accountants and Auditors | -3 | -8 | 7 |



## Skill outlook

### Skills of increasing use by 2030

*Skills of the most increase in use by 2030*

| Skill (2025) | Economy | Global |
|---|---|---|
| Leadership and social influence |  | 90% |
| Service orientation and customer service |  | 84% |
| Analytical thinking |  | 84% |
| Resilience, flexibility and agility |  | 74% |
| Creative thinking |  | 68% |


| Skill (2030) | Economy | Global |
|---|---|---|
| AI and big data |  | 94% |
| Networks and cybersecurity |  | 88% |
| Technological literacy |  | 79% |
| Resilience, flexibility and agility |  | 79% |
| Environmental stewardship |  | 71% |

Future of Jobs Report 2025 144



## Visual Description

The image presents various bar charts and a combination chart visualizing data related to the economy and job market of Hong Kong SAR, China.

**Contextual Indicators and Job/Skill Outlook Sections:** These sections utilize horizontal bar charts to depict metrics like labor force participation, education attainment, ease of finding skilled employees, and more.  Each bar represents a specific metric, with the length indicating its value relative to the minimum and maximum possible values. Different colors distinguish between the Hong Kong SAR value and the global or regional average.

**Trend Outlook Section:**  This section features horizontal bar charts displaying macro trends and technology trends driving business transformation. The bars indicate the percentage of organizations surveyed that identify each trend as likely to drive transformation. Again, different colors differentiate between the Hong Kong SAR response and the global response.

**Key Roles and Skills Sections:** These sections utilize a combination of bar charts and numerical data to show projected changes in job roles and skills. The chart for key roles depicts net growth, global net growth, and churn for each role.  The skills charts display the projected increase in the use of specific core skills by 2025 and by 2030, comparing the local economy's perspective with the global perspective.

**Key Insights:**

* Hong Kong SAR appears to have a relatively high level of education attainment compared to global averages.
* The data highlights specific macro trends influencing business transformation, such as ageing demographics, increased global trade restrictions, and rising living costs.
* AI and information processing technologies are identified as key drivers of business transformation, alongside robotics and autonomous systems.
* The job market outlook suggests growth in roles like data analysts, AI specialists, and digital transformation specialists, while roles like accountants and auditors might see a decline.
* The demand for skills like AI and big data, networks and cybersecurity, and technological literacy is projected to increase significantly by 2030.


The charts collectively provide a snapshot of the current economic and job market situation in Hong Kong SAR, China, and offer insights into future trends and challenges. They highlight the importance of adapting to technological advancements and developing relevant skills for 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 143
# Greece

## Upskilling and reskilling outlook

* 35 | Global 41: Would not need training by 2030
* 35 | Global 29: Would be upskilled in their current role
* 23 | Global 19: Would be upskilled and redeployed
* 8 | 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

The first chart displays the percentage of tasks allocated to humans, technology, or a combination of both, for the present (Now) and projected to 2030.  Light blue represents human-led tasks, medium blue combination tasks, and dark blue technology-led tasks. Currently, a greater proportion of tasks are completed by humans than by technology, with a smaller portion completed by a combination. By 2030, the projection shows a significant shift, with technology taking the lead, followed by humans, and a smaller share for combined effort. The exact percentages are overlaid on each bar segment.


## 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 82% | Global 55%
* Provision of reskilling and upskilling: 64% | 52%
* Wage subsidies: 64% | 26%
* Changes to labour laws related to remote work: 55% | 36%
* Improvements to public education systems: 46% | 47%


## 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 | 58% | 63% |
| Inability to attract talent to the industry | 53% | 37% |
| Insufficient understanding of opportunities | 32% | 25% |
| Organization culture and resistance to change | 26% | 46% |
| Inability to attract talent to my firm | 21% | 27% |


## 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 | Global | Similar | Global | Declining | Global |
|---|---|---|---|---|---|---|
|  |  | 42% | 58% | 0% |  |  |
|  |  | 52% | 41% | 8% |  |  |



## Visual Description

This chart shows the expected trend in wages as a percentage of company revenue.  It's divided into growing, similar, and declining categories. The first row seems to represent the Greece data and the second row the Global average.  Globally, more companies expect wage percentages to stay similar compared to those who expect growth, while a small percentage project a decline. The values for Greece indicate more organizations anticipate growth in wage percentages relative to revenue.


## Talent availability outlook

### Talent trend

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

* Talent availability when hiring: 25% | -100% | +100% | 33% *(Light Blue: Improving | Purple: Worsening)*
* Talent development of existing workforce: 8% | -100% | +100% | 58% *(Light Blue: Improving | Purple: Worsening)*
* Talent retention of existing workforce: 17% | -100% | +100% | 25% *(Light Blue: Improving | Purple: Worsening)*


## Visual Description

These charts show the perceived future talent availability, specifically around hiring, development, and retention. The light blue sections represent those expecting improvement, purple represents those expecting worsening, and a global average is marked with a triangle. The overall expectation appears positive, with the largest percentage expecting improvements, followed by those anticipating no change, and then a smaller percentage expecting worsening.


## DEI Actions

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

* 67 | Global 48: Targeted recruitment, retention and progression initiatives
* 58 | Global 27: Embed DEI goals and solutions across the supply chain
* 58 | Global 33: Anti-harassment protocols


## AI Strategy

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

* 75 | 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
* 67 | 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 145
# Hong Kong SAR, China

## Upskilling and reskilling outlook

* **34** | Global 41
Would not need training by 2030

* **35** | 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 | Global | Combination | Global | Technology | Global |
|---------------|-------|--------|-------------|--------|-----------|--------|
| ALL TASKS Now |       |        |             |        |           |        |
| 2030         |       |        |             |        |           |        |


## Visual Description

There are several charts and graphs on this page. 

**1. Human-Machine Frontier:** This stacked bar chart shows 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 shows a shift towards more technology-driven tasks in 2030 compared to now. The data labels indicate the percentages for each category:

* **Now:** Human (44%), Combination (31%), Technology (25%) - Global: Human (48%), Combination (30%), Technology (22%)
* **2030:** Human (28%), Combination (28%), Technology (43%) - Global: Human (33%), Combination (33%), Technology (34%)

**Key Insight:**  There is a clear trend of increased reliance on technology for completing tasks by 2030, both in the specific economy and globally.

**2. Public policies to improve talent availability:** This horizontal bar chart represents the share of respondents who agree that particular public policies have the greatest potential to increase talent availability. Both the responses for the specific economy and the global average are presented. The policies and corresponding percentage agreements are:

* **Funding for reskilling and upskilling:** 53% (Economy), 55% (Global)
* **Provision of reskilling and upskilling:** 53% (Economy), 52% (Global)
* **Flexibility on hiring and firing practices:** 41% (Economy), 44% (Global)
* **Flexibility on setting wages:** 29% (Economy), 38% (Global)
* **Improvements to public education systems:** 29% (Economy), 47% (Global)


**Key Insight:** Funding and provision of reskilling and upskilling are seen as the most effective public policies to improve talent availability, both locally and globally.


**3. Transformation barriers:** This horizontal bar chart displays the share of organizations surveyed that expect certain barriers to hinder their transformation. The data is presented for both the local economy and globally. The barriers and corresponding percentages are:

* **Skills gaps in the labour market:** 52% (Economy), 63% (Global)
* **Inability to attract talent to the industry:** 44% (Economy), 37% (Global)
* **Organization culture and resistance to change:** 40% (Economy), 46% (Global)
* **Lack of adequate data and technical infrastructure:** 36% (Economy), 32% (Global)
* **Inability to attract talent to my firm:** 32% (Economy), 27% (Global)

**Key Insight:** Skills gaps in the labor market are considered the most significant barrier to transformation, followed by the inability to attract talent.


**4. Wage trends:** This horizontal stacked bar chart shows the share of organizations projecting the share of wages and other forms of worker compensation as a percentage of the company's total revenue. The categories are growing, similar, and declining wages, with both local and global data:

* **Growing:** 18% (Economy), 65% (Global)
* **Similar:** 52% (Economy), 41% (Global)
* **Declining:** 17% (Economy), 8% (Global)

**Key Insight:** Globally, a majority of organizations project growing wages, whereas locally a larger proportion anticipate similar wage levels.


**5. Talent trend:** This chart illustrates the share of respondents who expect their talent availability to improve or worsen in five years. It shows the local and global averages for improving and worsening talent availability across three categories:

* **Talent availability when hiring:** Improving (41%) - Worsening (near 0%) - Global average (close to -100% to +100%)
* **Talent development of existing workforce:** Improving (71%) - Worsening (close to 0%) - Global average (close to -100% to +100%)
* **Talent retention of existing workforce:** Improving (47%) - Worsening (close to 0%) - Global average (close to -100% to +100%)

**Key Insight:**  There is a positive outlook for talent availability, development, and retention in the coming years, both locally and globally.


**6. DEI Actions:** Three cards present the share of employers surveyed planning to implement diversity, equity, and inclusion measures.

* **Targeted recruitment, retention and progression initiatives:** 82% (Economy), 48% (Global)
* **Run comprehensive DEI training for managers and staff:** 59% (Economy), 51% (Global)
* **Set DEI goals, targets or quotas:** 53% (Economy), 42% (Global)


**7. AI Strategy:** Three cards display the share of employers planning to implement specific strategies in response to AI's increasing capabilities:

* **Reskilling and upskilling your existing workforce to better work alongside AI:** 94% (Economy), 77% (Global)
* **Hiring new people with skills to design AI tools and enhancements:** 65% (Economy), 69% (Global)
* **Transitioning people from jobs that AI will cause to decline to other roles:** 59% (Economy), 47% (Global)


## Working Age Population (Millions)

6.1


## Future of Jobs Report 2025
145


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 146
# Hungary

## 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

* **17%** (Global 22%)
    * Labour-market churn
    * Five-year structural labour-force churn

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

* **100%** (Global 83%)
    * Organizations with DEI priorities
    * Share of organizations with DEI priorities

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

## Trend outlook

### Macrotrends driving business transformation

| | Economy | 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 |  |  |
| Slower economic growth |  |  |
| Increased geopolitical division and conflicts | 70% | 50% |
| Growing working-age populations | 70% | 40% |
| Increased efforts and investments to adapt to climate... | 65% | 35% |
| Increased government subsidies and industrial policy | 65% | 15% |
| Stricter anti-trust and competition regulations | 55% | 15% |
| Increased restrictions to global trade and investment | 50% | 5% |


### Technology trends driving business transformation

|  | 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 | 85% | 15% |
| Satellites and space technologies | 75% | 5% |
| Quantum and encryption | 40% | 5% |
| Sensing, laser and optical technologies | 20% | 5% |


## 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 visualize data related to business transformation, skills, and job roles in Hungary.

**Chart 1: Net Growth of Key Roles**

This chart displays the net growth of various job roles. AI and Machine Learning Specialists show the highest positive net growth (94%), followed by Business Intelligence Analysts (11%).  Several roles exhibit negative net growth, with Accounting, Bookkeeping, and Payroll Clerks experiencing the largest decline (-31%).

**Chart 2: Core Skills of 2025 and Skills of Increasing Use by 2030**

This chart compares projected skill usage in Hungary's economy with global trends.  Analytical thinking (86% vs. 93%), Networks and cybersecurity (79% vs. 86%), Technological literacy (79% vs. 79%), Creative thinking (64% vs. 79%), and Talent management (57% vs. 64%) are all expected to see increased usage by 2030.  In all cases, global projected increases are slightly higher than those within Hungary.


**Key Insights:**

* **AI and related fields are poised for significant growth:** The substantial net growth projected for AI and Machine Learning specialists highlights the increasing importance of these areas in Hungary's economy.
* **Demand for analytical and technical skills is rising:**  The growth in skills like analytical thinking, networks and cybersecurity, and technological literacy reflects the growing digitization of the economy and the need for a workforce equipped to navigate these changes.
* **Some traditional roles are declining:** Negative net growth in roles like Accounting, Bookkeeping, and Payroll Clerks suggests that automation and other technological advancements may be impacting these areas.
* **Hungary generally follows global trends:** While there are some variations, the overall trends in skill demand and job role growth in Hungary are largely in line with global projections.


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 147
# Hungary

## Upskilling and reskilling outlook

|                         | Hungary | Global |
|-------------------------|---------|--------|
| Would not need training by 2030 | 40      | 41     |
| Would be upskilled in their current role | 29      | 29     |
| Would be upskilled and redeployed      | 21      | 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

Two stacked horizontal bar charts illustrate the projected shift in human, combination (human/technology), and technology task completion from "now" to 2030.  The first segment of each bar represents tasks completed by predominantly human effort, the second segment represents tasks completed by a combination of humans and technology, and the third segment represents tasks completed by predominantly technology.  Percentages for each segment, both for the Hungarian economy and globally, are displayed at the end of each bar.  Light blue represents human, teal represents combination, and dark blue represents technology.  A lighter shade of each color represents the global average, while a slightly darker shade represents the Hungarian economy.

**Key Insights:**

* A significant shift towards increased technology involvement in task completion is projected by 2030, both in Hungary and globally.
* While human-led tasks are expected to decrease, a notable portion of tasks will still rely on human input through combined efforts with 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                                    | Economy | Global |
|-----------------------------------------|---------|--------|
| Changes to labour laws related to remote work | 69%     | 36%    |
| Funding for reskilling and upskilling    | 62%     | 55%    |
| Flexibility on setting wages             | 46%     | 38%    |
| Improvements to public education systems   | 46%     | 47%    |
| Wage subsidies                           | 39%     | 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             | 65%     | 63%    |
| Organization culture and resistance to change | 55%     | 46%    |
| Inability to attract talent to the industry   | 45%     | 37%    |
| Insufficient understanding of opportunities    | 40%     | 25%    |
| 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**

|                      | %     | -100% | +100% |
|----------------------|-------|-------|--------|
| Talent availability when hiring | 77%   |       |        |
| Talent development of existing workforce | 15%   |       |        |
| Talent retention of existing workforce | 31%   |       |        |

## Visual Description

Three horizontal bar charts depict talent trends for hiring, development, and retention.  Each bar ranges from -100% to +100%, with a central dividing line at 0%.  A purple segment extends left from the center representing worsening talent availability, and a light blue segment extends right representing improving talent availability. Triangular markers indicate the global average.  

**Key Insights:**
A worsening trend is expected for all three areas. Existing workforce development and retention are projected to be significantly worse than talent availability during hiring.

## DEI Actions

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

| Measure                                                            | Hungary | Global |
|-----------------------------------------------------------------|---------|--------|
| Embed DEI goals and solutions across the supply chain                | 46      | 27     |
| Run comprehensive DEI training for managers and staff             | 39      | 51     |
| Pay equity reviews and salary audits                              | 39      | 39     |


## AI Strategy

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

| Strategy                                                                            | Hungary | Global |
|------------------------------------------------------------------------------------|---------|--------|
| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 83      | 69     |
| Hiring new people with skills to better work alongside AI                            | 58      | 62     |
| Re-orienting your organization to target new business opportunities created by AI      | 58      | 49     |


---

Future of Jobs Report 2025 147


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 148
# India

## 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 | (2023) |  | 34% |
| Tertiary Education Attainment | (2021) |  | 12% |
| Ease of finding skilled employees in local labour market | (2024) |  | 3 |
| Fill vacancies by hiring foreign labour | (2024) |  | 3 |
| Country investment in mid-career training | (2022) |  | 4 |


## Jobs and Skills outlook

**20%** (Global 22%): Labour-market churn (Five-year structural labour-force churn)

**38%** (Global 39%): Skill disruption (Shares of core skills which will change)

**95%** (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

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

| Trend | Economy | Global |
|---|---|---|
| Broadening digital access |  |  |
| Increased geopolitical division and conflicts |  |  |
| Increased efforts and investments to reduce carbon emissions |  |  |
| Increased efforts and investments to adapt to climate change |  |  |
| Rising cost of living, higher prices or inflation |  |  |
| Slower economic growth |  |  |
| Ageing and declining working-age populations |  | 42% |
| Increased focus on labour and social issues |  | 41% |
| Increased government subsidies and industrial policy |  | 29% |
| Increased restrictions to global trade and investment |  | 29% |
| Growing working-age populations |  | 29% |
| Stricter anti-trust and competition regulations |  | 23% |


### 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 |  |  |
| New materials and composites |  |  |
| Sensing, laser and optical technologies |  | 24% |
| Quantum and encryption |  | 21% |
| Biotechnology and gene technologies |  | 16% |
| Satellites and space technologies |  | 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 | Global Net Growth |
|---|---|---|---|---|
| AI and Machine Learning Specialists | 176 |  |  | 176 |
| Data Analysts and Scientists | 54 |  |  | 55 |
| Business Intelligence Analysts | 17 |  |  | 19 |
| Business Development Professionals | 14 |  |  | 16 |
| Assembly and Factory Workers | 2 |  |  | 28 |
| Administrative Assistants and Executive Secretaries | -20 |  |  | 24 |

## Skill outlook

### Skills of increasing use by 2030

Skills of the most increase in use by 2030:

| Skill | Economy | Global |
|---|---|---|
| Analytical thinking |  | 79% |
| Resilience, flexibility and agility |  | 63% |
| AI and big data |  | 62% |
| Creative thinking |  | 59% |
| Leadership and social influence |  | 55% |
| AI and big data |  | 94% |
| Technological literacy |  | 74% |
| Creative thinking |  | 71% |
| Resilience, flexibility and agility |  | 69% |
| Networks and cybersecurity |  | 68% |


## Visual Description

The page contains several bar charts visualizing data related to various aspects of the Indian economy, focusing on jobs and skills.  Horizontal bars represent percentages or numerical values, comparing India's performance to global averages or income group averages.  The charts cover topics such as labor market churn, skill disruption, DEI priorities, AI exposure, macrotrends driving business transformation, technological trends, key roles for business transformation, and skills of increasing use by 2030.  Key insights include specific percentages for each indicator, allowing for comparison between India and global trends.  The charts also highlight projected growth or decline in certain job roles and the anticipated increase in demand for 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 149
# India

## Upskilling and reskilling outlook

* 37 | Global 41: Would not need training by 2030
* 29 | 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**

## Visual Description

A stacked bar chart displays the percentage of tasks completed by predominantly people, technology, or a combination of both, comparing current (Now) and projected future (2030) distributions.

**Key Insights:**

* A shift is projected towards greater use of technology in completing tasks.
* Human involvement in tasks is expected to decrease.
* The proportion of tasks completed by a combination of humans and technology will increase.

**Data from Visualization:**

* **Now:**
    * Human: 48%
    * Combination: 29%
    * Technology: 22%
* **2030:**
    * Human: 31%
    * Combination: 34%
    * Technology: 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 |
|------------------------------------------|---------|--------|
| Funding for reskilling and upskilling      | 53%     | 55%    |
| Provision of reskilling and upskilling     | 53%     | 52%    |
| Improvements to public education systems  | 47%     | 47%    |
| Flexibility on hiring and firing practices | 41%     | 44%    |
| Changes to immigration laws               | 34%     | 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            | 65%     | 63%    |
| Organization culture and resistance to change | 47%     | 46%    |
| Inability to attract talent to the industry  | 40%     | 37%    |
| Lack of adequate data and technical infrastructure | 36% | 32% |
| Insufficient understanding of opportunities | 32% | 25% |



## 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 changes in wages as a percentage of company revenue.  It compares the current situation with global averages.

**Key Insights:**

The chart suggests a potential increase in wages as a proportion of revenue globally, while the specific economy shown anticipates a slight decrease in this proportion.

**Data from Visualization:**

* **Economy:**
    * Growing: 43%
    * Similar: 46%
    * Declining: 11%
* **Global:**
    * Growing: 52%
    * Similar: 41%
    * Declining: 8%


## 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 presents data on talent availability expectations.  Three aspects are examined: talent availability when hiring, talent development of existing workforce, and talent retention of existing workforce. For each aspect, the percentage expecting improvement, worsening, and the global average are shown.

**Key Insights:**
The data indicates a predominantly positive outlook on talent development and retention, while expectations regarding talent availability when hiring appear more balanced between improvement and worsening.

**Data from Visualization:**

* **Talent availability when hiring:**
    * Improving: 27% (from -100%)
    * Worsening: Data not fully visible in image
    * Global average: Data not fully visible in image

* **Talent development of existing workforce:**
    * Improving: 75% (from -100%)
    * Worsening: Data not fully visible in image
    * Global average: Data not fully visible in image

* **Talent retention of existing workforce:**
    * Improving: 36% (from -100%)
    * Worsening: Data not fully visible in image
    * Global average: Data not fully visible in image



## DEI Actions

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

* 67 | Global 51: Run comprehensive DEI training for managers and staff
* 60 | Global 42: Set DEI goals, targets or quotas
* 56 | 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**

* 86 | 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
* 66 | Global 49: Re-orienting your organization to target new business opportunities created by AI


---

Future of Jobs Report 2025 149


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 15
# Geoeconomic trends, by industry cluster

Share of employers surveyed that expect the stated geoeconomic trend to transform their business.


## Visual Description

The figure presents a bubble chart visualizing the impact of three geoeconomic trends on various industry clusters. The x-axis represents the share of employers surveyed (%), ranging from 10% to 60%. The y-axis lists the three geoeconomic trends:

* Increased geopolitical division and conflicts
* Increased government subsidies and industrial policy
* Increased restrictions to global trade and investment

Each bubble represents an industry cluster and is positioned on the chart according to the percentage of employers within that cluster who expect the given geoeconomic trend to transform their business. The size of the bubble doesn't appear to correlate with any specific data point.  Different colors represent different industry clusters, and a legend provides the color key.

**Key Insights:**

* **Increased restrictions to global trade and investment** seems to be the most impactful trend across most sectors, with several clusters showing a higher percentage of employers anticipating transformation compared to the other two trends.
* **Chemical and advanced materials**, **Mining and Metals**, **Automotive and Aerospace** industries show high impact across all three geoeconomic trends.
*  **Oil and gas** also shows notable impact, especially in the context of increased geopolitical division and conflicts.

**Data Table Representation:**

It's difficult to extract precise values from the bubble chart, but the following table represents the approximate ranges:

| Industry Cluster | Increased Geopolitical Division & Conflicts | Increased Government Subsidies & Industrial Policy | Increased Restrictions to Global Trade & Investment |
|---|---|---|---|
| Accommodation, Food, and Leisure | ~12% | ~12% | ~12% |
| Chemical and advanced materials | ~28% | ~20% | ~14% |
| Government and public sector | ~12% | ~18% | ~12% |
| Medical and healthcare services | ~14% | ~16% | ~14% |
| Real estate | ~10% | ~12% | ~10% |
| Advanced manufacturing | ~20% | ~18% | ~18% |
| Education and training | ~12% | ~18% | ~14% |
| Information and technology services | ~18% | ~18% | ~18% |
| Mining and Metals | ~28% | ~28% | ~20% |
| Oil and gas | ~28% | ~20% | ~14% |
| Agriculture, forestry, and fishing | ~18% | ~18% | ~16% |
| Electronics | ~20% | ~18% | ~18% |
| Energy technology and utilities | ~26% | ~22% | ~18% |
| Financial services and capital markets | ~18% | ~16% | ~14% |
| Infrastructure | ~22% | ~20% | ~18% |
| Insurance and pensions management | ~18% | ~16% | ~16% |
| Production of consumer goods | ~18% | ~16% | ~16% |
| Professional Services | ~18% | ~18% | ~16% |
| Supply chain and transportation | ~20% | ~18% | ~16% |
| Telecommunications | ~22% | ~18% | ~16% |
| Automotive and Aerospace | ~48% | ~40% | ~22% |


# Green transition

Despite an increasingly complex outlook for global climate negotiations, the green transition remains a priority for many organizations globally. Nearly half of surveyed employers (47%) anticipate the ramping up of efforts and investments to reduce carbon emissions as a key driver for organizational transformation. Similarly, 41% expect that increased efforts and investments to adapt to climate change will drive significant organizational changes. These two trends rank 3rd and 6th, respectively, among the drivers of business transformation identified by the Future of Jobs Survey. These priorities have enabled green jobs to demonstrate resilience in recent years, with hiring rates in green sectors remaining relatively stable even throughout the pandemic-related disruptions of 2020.<sup>25</sup>

The Future of Jobs Survey finds that the industrial sector – encompassing industries such as Automotive and Aerospace, and Mining and Metals – anticipates significant organizational transformation as companies ramp up efforts to decarbonize: 71% of employers in the Automotive and Aerospace industry and 69% of those in the Mining and Metals industry expect carbon emissions reductions to transform their organizations. Given the carbon-intensive nature of these industries,<sup>26</sup> decarbonization will significantly transform these industries and their workforces, with workers requiring upskilling and reskilling to transition to alternative jobs.

A similar picture emerges across regions. For example, in South-Eastern Asia, 72% of employers expect climate mitigation efforts to transform their

_Future of Jobs Report 2025_ 15


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 150
# Indonesia

## 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 | (2023) |  | 39% |
| Tertiary Education Attainment | (2023) |  | 12% |
| Ease of finding skilled employees in local labour market | (2024) |  | 5 |
| Fill vacancies by hiring foreign labour | (2024) |  | 5 |
| Country investment in mid-career training | (2022) |  | 5 |


## Jobs and Skills outlook

* **Labour-market churn:** 14% (Global: 22%)
  * Five-year structural labour-force churn
* **Skill disruption:** 36% (Global: 39%)
  * Shares of core skills which will change
* **Organizations with DEI priorities:** 94% (Global: 83%)
  * Share of organizations with DEI priorities
* **AI exposure:** 90% (Global: 88%)
  * 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 emissions |  |  |
| Rising cost of living, higher prices or inflation |  |  |
| Increased efforts and investments to adapt to climate change |  |  |
| Increased geopolitical division and conflicts |  |  |
| Ageing and declining working-age populations |  |  |
| Slower economic growth |  | 50% |
| Increased focus on labour and social issues |  | 44% |
| Increased restrictions to global trade and investment |  | 41% |
| Growing working-age populations |  | 39% |
| Increased government subsidies and industrial policy |  | 28% |
| Stricter anti-trust and competition regulations |  | 17% |


### 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 |  |  |
| Sensing, laser and optical technologies |  |  |
| Semiconductors and computing technologies |  | 33% |
| Biotechnology and gene technologies |  | 24% |
| 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 | Global net growth | Churn |
|---|---|---|---|
| AI and Machine Learning Specialists | 52 | 82 | 52 |
| Big Data Specialists | 26 | 113 | 28 |
| Business Development Professionals | 15 | 19 | 19 |
| Managing Directors and Chief Executives | 7 | 5 | 7 |
| Assembly and Factory Workers | -9 | 0 | 15 |
| Data Entry Clerks | -29 | -26 | 29 |




## 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 |  |  |
| Analytical thinking |  |  |
| Creative thinking |  |  |
| Talent management |  |  |
| AI and big data |  |  |

| Skills of Increasing Use by 2030 |  |  |
|---|---|---|
| AI and big data |  | 100% |
| Creative thinking |  | 77% |
| Technological literacy |  | 71% |
| Networks and cybersecurity |  | 71% |
| Analytical thinking |  | 64% |


## Visual Description

The image contains several bar charts and a table visualizing data related to Indonesia's economy, job market, and skills outlook.

The bar charts compare Indonesia's data with global averages and income group averages for various indicators like labor force participation, unemployment rate, skill disruption, and adoption of DEI priorities. They also showcase macro trends driving business transformation, including factors like broadening digital access, climate change efforts, and geopolitical instability.  Other charts focus on technology trends like AI adoption, robotics, and biotechnology.

A table displays the net growth and churn for key roles expected to be impacted by business transformation, such as AI specialists and data entry clerks.  Further charts show the expected increase in demand for skills by 2030, both in Indonesia and globally. These include skills like resilience, analytical thinking, and technological literacy. Horizontal bars illustrate the projected percentage change in the use of these skills.

Key insights include the projected growth of AI and Big Data related roles, the importance of skills like resilience and analytical thinking, and the significant influence of global trends like climate change and digital access on business transformation in Indonesia. The visuals also highlight areas of concern, such as a high level of vulnerable employment and the potential displacement of certain job roles due to automation.


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 151
# Indonesia

## Upskilling and reskilling outlook

|                            |                 |
|----------------------------|-----------------|
| Would not need training by 2030 | 36 | Global 41 |
| Would be upskilled in their current role | 30 | Global 29 |
| Would be upskilled and redeployed | 22 | Global 19 |
| Would be unlikely to upskill | 13 | Global 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

Two stacked horizontal bar charts show the projected shift in task completion between humans, technology, and a combination of both from "now" to 2030.  Each bar segment is color-coded: light blue for human, medium blue for combination, and dark blue for technology. Corresponding percentages are placed to the right of each bar. The "now" data shows approximately equal shares between human, combined, and technological work. The 2030 projection indicates a shift, with the human-executed work decreasing and combined/technology-executed work increasing.

**Key Insights:**  Automation and human-technology collaboration are expected to increase by 2030, taking over tasks previously done primarily by humans.

## 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**

|                                        | ECONOMY | GLOBAL |
|----------------------------------------|---------|--------|
| Provision of reskilling and upskilling  | 62%     | 52%    |
| Funding for reskilling and upskilling  | 56%     | 55%    |
| Flexibility on hiring and firing practices | 47%     | 44%    |
| Improvements to public education systems | 44%     | 47%    |
| Flexibility on setting wages            | 41%     | 38%    |

## Key barriers for business transformation

### Transformation barriers

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

|                                                | ECONOMY | GLOBAL |
|------------------------------------------------|---------|--------|
| Skills gaps in the labour market               | 54%     | 63%    |
| Inability to attract talent to the industry   | 48%     | 37%    |
| Outdated or inflexible regulatory framework      | 48%     | 39%    |
| Lack of adequate data and technical infrastructure | 44%     | 32%    |
| Organization culture and resistance to change    | 37%     | 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**

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

## Visual Description

A stacked horizontal bar chart illustrates the projected wage trends.  Segments are colored light green (Growing), light teal (Similar), and light purple (Declining). Percentages are displayed to the right of the bar.

**Key Insight:** The data indicates a significant portion of organizations expect wages to remain similar, with a smaller but notable percentage expecting an increase. A minimal percentage anticipate 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      | 41%   | 26%   |
| Talent development of existing workforce | 3%    | 74%   |
| Talent retention of existing workforce  | 24%   | 44%   |

## Visual Description

Three horizontal diverging bar charts depict the perceived change in talent availability, development, and retention over the next five years.  Each chart uses light blue for improvement and light purple for worsening, with percentage labels at each end.

**Key Insight:**  Significant improvement is expected in talent development, while retention and availability when hiring show smaller anticipated improvements.


## DEI Actions

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


|                                                             |                      |
|----------------------------------------------------------|----------------------|
| Targeted recruitment, retention and progression initiatives | 62 | Global 48        |
| Set DEI goals, targets or quotas                             | 56 | Global 42        |
| Run comprehensive DEI training for managers and staff        | 53 | Global 51        |


## 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      | 94 | Global 77        |
| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 74 | Global 69        |
| Hiring new people with skills to better work alongside AI                           | 65 | Global 62        |

## Working Age Population (Millions)
167.6


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 152
# Ireland

## 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 |  |  |
|---|---|---|
| Secondary Education Attainment (2022) | 68% | 80% |
| Tertiary Education Attainment (2022) | 10% | 47% |
| Ease of finding skilled employees in local labour market (2024) | 6% | 4 |
| Fill vacancies by hiring foreign labour (2024) | 3% | 5 |
| Country investment in mid-career training (2022) | 6% | 4 |

**Working Age Population (Millions): 3.6**

## Jobs and Skills outlook

* **10%** (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)
* **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*

| Economy | Global |
|---|---|
| Increased efforts and investments to adapt to climate... |  |  |
| Increased focus on labour and social issues |  |  |
| Broadening digital access |  |  |
| Increased efforts and investments to reduce carbon... |  |  |
| Ageing and declining working-age populations |  |  |
| Slower economic growth |  |  |


|  | Economy | Global |
|---|---|---|
| Increased geopolitical division and conflicts | 57% | 33% |
| Increased restrictions to global trade and investment | 57% | 29% |
| Growing working-age populations | 48% | 29% |
| Rising cost of living, higher prices or inflation | 43% | 29% |
| Stricter anti-trust and competition regulations | 38% | 24% |
| Increased government subsidies and industrial policy | 33% | 19% |

### Technology trends driving business transformation

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


|  | Economy | Global |
|---|---|---|
| AI and information processing technologies (big data, VR, AR...) |  | 81% |
| Robots and autonomous systems |  | 52% |
| Energy generation, storage and distribution |  | 43% |
| Sensing, laser and optical technologies |  | 43% |
| Semiconductors and computing technologies |  | 43% |


|  |  |
|---|---|
| Quantum and encryption | 29% |
| New materials and composites | 29% |
| Satellites and space technologies | 14% |
| Biotechnology and gene technologies | 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)*

|  | Net growth | Global net growth | Churn |
|---|---|---|---|
| Sustainability Specialists | 24 | 33 | 24 |
| AI and Machine Learning Specialists | 23 | 82 | 23 |
| Business Development Professionals | 20 | 19 | 20 |
| Vocational Education Teachers | 15 | 9 | 15 |
| Data Analysts and Scientists | 11 | 41 | 15 |
| Supply Chain and Logistics Specialists | 7 | 17 | 13 |


## 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 |  |  |
| Service orientation and customer service |  |  |
| Empathy and active listening |  |  |
| Leadership and social influence |  |  |



| SKILLS OF INCREASING USE BY 2030 |  |  |
|---|---|---|
| Resilience, flexibility and agility | 82% | 88% |
| Curiosity and lifelong learning | 82% | 88% |
| Technological literacy | 77% | 86% |
| AI and big data | 71% | 80% |
| Talent management | 71% | 69% |


**Future of Jobs Report 2025**


## Visual Description

Several bar charts and a line chart visualize data related to Ireland's economy, skills, and job market.

**Macrotrends & Technology Trends:** These charts show the percentage of organizations surveyed that identified specific macrotrends (e.g., climate change adaptation, geopolitical division) and technology trends (e.g., AI, robotics) as likely drivers of business transformation.  Ireland's responses are compared to global averages.  Generally, Ireland's responses align with global trends, but with some variations in degree. For example, while both Ireland and globally see AI as a key driver, a higher percentage of organizations in Ireland identified it as such.

**Key Roles & Skills:**  A line chart and bar chart respectively depict key roles for business transformation and skills of increasing use by 2030. The line chart shows projected net growth, global net growth, and churn for roles like Sustainability Specialists and AI/Machine Learning Specialists. The bar chart compares the projected increase in use of skills like analytical thinking and resilience between Ireland and the global average.  These charts highlight growth areas in the Irish job market and the skills needed for those roles.

**Contextual Indicators:**  Horizontal bar charts depict various economic indicators for Ireland, compared against regional and income group averages, including labor force participation, unemployment rates, and educational attainment.  These offer a snapshot of Ireland's current economic and labor market conditions.  For instance, the charts illustrate Ireland's position relative to averages on metrics like secondary education attainment.

**Key Insights:**

* **AI and related technologies are key drivers of transformation:** This is evident in both macrotrends and technology trends.
* **Sustainability is a growing area of focus:** This is reflected in the key roles for business transformation chart.
* **Certain skills are becoming increasingly important:**  Analytical thinking, resilience, and technological literacy are prominent examples.
* **Ireland generally aligns with global trends:** But variations exist in the degree of focus on specific trends and the prevalence of certain skills.


The charts provide valuable information for businesses and individuals in Ireland to understand the evolving economic landscape and make informed decisions about future investments and skill development.


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 153
# Ireland

## Upskilling and reskilling outlook

|                                    | Ireland | Global |
|------------------------------------|---------|--------|
| Would not need training by 2030    | 33      | 41     |
| Would be upskilled in their role   | 31      | 29     |
| Would be upskilled and redeployed  | 25      | 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 

There are multiple bar graphs and charts, one of which appears to be a grid visualization.

**Human-machine frontier:** This is a stacked bar chart showing the percentage of tasks completed by predominantly people, technology, or a combination of both for "now" and the year "2030".  The Ireland-specific data is missing. Global data suggests a shift towards more tasks being done by a combination of humans and technology by 2030.

**Public policies to improve talent availability:** This is a horizontal bar chart. It displays the percentage of respondents (both in Ireland and globally) who agree that certain public policies have the greatest potential to increase talent availability.  Policies surveyed include improvements to public education systems, flexibility on hiring and firing practices, funding for reskilling and upskilling, provision of reskilling and upskilling, and changes to labour laws related to remote work. In most cases, Ireland's responses show a greater percentage of agreement compared to global averages, except for "changes to labour laws related to remote work".

**Key barriers for business transformation:** This shows the percentage of organizations expecting certain barriers to hinder their transformation. Barriers include: skills gaps in the labor market, inability to attract talent to the firm, inability to attract talent to the industry, organization culture and resistance to change, and shortage of investment capital. For each barrier, both the Irish and global responses are provided. Generally, Irish organizations report a higher percentage for each barrier, particularly with "skills gaps in the labor market".

**Wage trends:** This shows the share of organizations projecting the share of wages and other forms of worker's compensation. Categories include growing, similar, and declining, with both Irish and global percentages given. The visualization lacks numerical data for the Irish responses.

**Talent availability outlook:** This shows the share of respondents who expect their talent availability to improve or worsen in five years for talent availability when hiring, talent development of existing workforce, and talent retention of existing workforce.  Each category has a horizontal bar with negative values (-100% to 0%) representing worsening and positive values (0% to +100%) representing improvement. Both the Irish and global averages are displayed.

**DEI Actions:** Three separate boxes present the share of employers planning to implement diversity, equity, and inclusion measures, including: pay equity reviews and salary audits, comprehensive DEI training, and anti-harassment protocols. Each measure shows both Ireland's percentage and the global percentage.

**AI Strategy:** Three boxes represent the share of employers planning to implement certain AI strategies, including: reskilling and upskilling the existing workforce, hiring new people with AI skills, and re-orienting the organization to target new AI-driven business opportunities.  Each measure shows Ireland's percentage and the global percentage.


## Key Barriers for Business Transformation

**Transformation barriers**

*   **Skills gaps in the labour market:** 76% (Economy) | 63% (Global)
*   **Inability to attract talent to my firm:** 43% (Economy) | 27% (Global)
*   **Inability to attract talent to the industry:** 38% (Economy) | 37% (Global)
*   **Organization culture and resistance to change:** 33% (Economy) | 46% (Global)
*   **Shortage of investment capital:** 29% (Economy) | 26% (Global)


## Talent availability outlook

**Talent trend**

*   _Improving_ ▲ Global average
*   _Worsening_ ▲ Global average

**Talent availability when hiring**

*   43% - -100% | +100% | 21%

**Talent development of existing workforce**

*   0% - -100% | +100% | 62%

**Talent retention of existing workforce**

*   38% - -100% | +100% | 23%

## DEI Actions

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

*   **Pay equity reviews and salary audits:** 73 | Global 39
*   **Run comprehensive DEI training for managers and staff:** 60 | Global 51
*   **Anti-harassment protocols:** 53 | 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:** 86 | 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:** 71 | Global 49


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 154
# Israel

## 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)
* **43%** (Global 39%): Skill disruption (Shares of core skills which will change)

## Indicators

| Indicators | min | max |
|---|---|---|
| Secondary Education Attainment (2022) |  | 85% |
| Tertiary Education Attainment (2022) |  | 38% |
| Ease of finding skilled employees in local labour market (2024) |  | 6 |
| Fill vacancies by hiring foreign labour (2024) |  | 4 |
| Country investment in mid-career training (2022) |  | 4 |

* **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)

5.5


## Trend outlook

### Macrotrends driving business transformation

| Macrotrend | Economy | Global |
|---|---|---|
| Broadening digital access |  |  |
| Rising cost of living, higher prices or inflation |  |  |
| Stricter anti-trust and competition regulations |  |  |
| Increased focus on labour and social issues |  |  |
| Slower economic growth |  |  |
| Increased geopolitical division and conflicts |  |  |

| Macrotrend | Economy | Global |
|---|---|---|
| Increased efforts and investments to reduce carbon... | 68% | 32% |
| Ageing and declining working-age populations | 51% | 29% |
| Increased efforts and investments to adapt to climate... | 46% | 24% |
| Growing working-age populations | 46% | 24% |
| Increased restrictions to global trade and investment | 42% | 22% |
| Increased government subsidies and industrial policy | 37% | 20% |


### Technology trends driving 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 | Economy | Global |
|---|---|---|
| Semiconductors and computing technologies | 91% | 17% |
| Quantum and encryption | 57% | 12% |
| Biotechnology and gene technologies | 29% | 12% |
| Satellites and space technologies | 29% | 5% |


## 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 | 65 | 82 | 65 |
| Data Analysts and Scientists | 60 | 41 | 68 |
| Business Intelligence Analysts | 25 | 18 | 30 |
| Business Development Professionals | 22 | 19 | 22 |
| Assembly and Factory Workers | -11 | 0 | 22 |
| Administrative Assistants and Executive Secretaries | -20 | -20 | 20 |



## Visual Description

Several horizontal bar charts and a combination chart are present, visualizing data related to Israel's economy and skills outlook. 

**Charts 1-4 (Contextual Indicators, Jobs and Skills Outlook, Indicators, AI exposure/DEI priorities):** These charts present percentage or numerical data points with corresponding bars, but the bars' lengths aren't directly visible due to cropping. The provided values should be considered the key takeaway from these visuals.

**Charts 5 & 6 (Macrotrends & Technology Trends driving business transformation):** These charts show the share of organizations identifying various trends (e.g., "Broadening digital access," "AI and information processing technologies") as likely to drive business transformation.  Light blue bars represent responses within Israel's economy, while dark blue bars show the global average.  Key insights would involve comparing the relative lengths of these paired bars to determine if Israel is ahead or behind global trends.

**Chart 7 (Key roles for business transformation):** This chart combines a horizontal bar chart and a dot plot to display the net growth and structural churn of various job roles. Each role has a light blue bar representing net growth, purple representing job displacement, and a triangle representing global net growth.  The x-axis ranges from -100% to 100%, indicating net change in roles.  Numbers on the right end indicate the net growth, global net growth, and churn for each role.  This visual allows for comparison of net growth between roles, comparing local vs. global trends, and understanding the level of churn associated with each role.

**Charts 8 & 9 (Skills of increasing use by 2030):**  These charts show the projected increase in use of various core skills between 2025 and 2030.  The left chart shows core skills for 2025 with local (blue bar) and global (triangle) percentages. The right chart shows projected increases by 2030 using the same visualization format. Key insights would involve comparing the growth of skills and comparing local vs. global projections.  For example, Resilience, flexibility, and agility is projected to increase from 80% (local) to 93%.



## Skill outlook

### Skills of increasing use by 2030

| Core Skills of 2025 | Economy | Global |
|---|---|---|
| Resilience, flexibility and agility |  |  |
| Analytical thinking |  |  |
| Systems thinking |  |  |
| AI and big data |  |  |
| Creative thinking |  |  |

| Skills of Increasing Use by 2030 | | |
|---|---|---|
| AI and big data | 80% | 93% |
| Resilience, flexibility and agility | 63% | 89% |
| Curiosity and lifelong learning | 63% | 79% |
| Systems thinking | 60% | 74% |
| Networks and cybersecurity | 57% | 72% |


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 158
# Japan

## Contextual indicators

| INDICATORS | min | max |
|---|---|---|
| Labour force participation (2023) |  |  |
| Vulnerable employment (2022) |  |  |
| Share of youth not in employment, education, or training (NEET) (2019) |  |  |
| Unemployment rate (2023) |  |  |
| Unemployment rate among workers with basic edu. |  |  |
| Unemployment rate among workers with advanced edu. (2020) |  |  |

## Jobs and Skills outlook

**22%** | Global 22%

*Labour-market churn*

*Five-year structural labour-force churn*


**34%** | Global 39%

*Skill disruption*

*Shares of core skills which will change*


**96%** | Global 83%

*Organizations with DEI priorities*

*Share of organizations with DEI priorities*


**90%** | 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*

| Economy | Global | Increased focus on labour and social issues |
|---|---|---|
|  |  | *69%*<br>*40%* |
|  |  | Increased geopolitical division and conflicts<br>*68%*<br>*60%* |
|  |  | Increased restrictions to global trade and investment<br>*64%*<br>*42%* |
|  |  | Increased government subsidies and industrial policy<br>*60%*<br>*47%* |
|  |  | Growing working-age populations<br>*57%*<br>*50%* |
|  |  | Stricter anti-trust and competition regulations<br>*49%*<br>*41%* |
| Ageing and declining working-age populations |  | 48%<br>46% |
| Broadening digital access |  | 46%<br>34% |
| Slower economic growth |  | 25%<br>23% |
| Increased efforts and investments to reduce carbon... |  | 22%<br>21% |
| Rising cost of living, higher prices or inflation |  | 20%<br>24% |
| Increased efforts and investments to adapt to climate... |  | 14%<br>17% |


### Technology trends driving business transformation

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

| Economy | Global | Quantum and encryption |
|---|---|---|
|  |  | *94%*<br>*86%* |
|  |  | Sensing, laser and optical technologies<br>*64%*<br>*58%* |
|  |  | Biotechnology and gene technologies<br>*39%*<br>*20%* |
|  |  | Satellites and space technologies<br>*35%*<br>*41%*<br>*31%*<br>*30%* |
| AI and information processing technologies (big data, VR, AR... |  | 27%<br>12% |
| Robots and autonomous systems |  | 26%<br>18% |
| Semiconductors and computing technologies |  | 21%<br>11% |
| Energy generation, storage and distribution |  | 15%<br>9% |
| New materials and composites |  |  |

## 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* |
|---|---|---|---|---|---|
| AI and Machine Learning Specialists | 51 | 82 | 51 |  |  |
| Business Development Professionals | 20 | 19 | 20 |  |  |
| General and Operations Managers | 17 | 4 | 29 |  |  |
| Managing Directors and Chief Executives | 13 | 5 | 13 |  |  |
| Administrative Assistants and Executive Secretaries | -16 | -20 | 17 |  |  |
| Accounting, Bookkeeping and Payroll Clerks | -19 | -18 | 19 |  |  |

## Skill outlook

### Skills of increasing use by 2030

*Skills of the most increase in use by 2030*

| Economy | Global | CORE SKILLS OF 2025 | SKILLS OF INCREASING USE BY 2030 |
|---|---|---|---|
|  |  | Analytical thinking | AI and big data<br> *68%* |
|  |  | Leadership and social influence | Creative thinking<br> *66%* |
|  |  | Motivation and self-awareness | Networks and cybersecurity <br> *60%* |
|  |  | Creative thinking | Curiosity and lifelong learning <br> *60%* |
|  |  | Resilience, flexibility and agility | Resilience, flexibility and agility <br> *59%* |
|  |  |  | 90% |
|  |  |  | 72% |
|  |  |  | 71% |
|  |  |  | 71% |
|  |  |  | 65% |



**Future of Jobs Report 2025 158**


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 156
# Italy

## 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 |  |
|---|---|
| Secondary Education Attainment (2022) | 53% |
| Tertiary Education Attainment (2022) | 15% |
| Ease of finding skilled employees in local labour market (2024) | 13% |
| Fill vacancies by hiring foreign labour (2024) | 7% |
| Country investment in mid-career training (2022) | 4% |

## Jobs and Skills outlook

**18%** (Global 22%): Labour-market churn (Five-year structural labour-force churn)

**38%** (Global 39%): Skill disruption (Shares of core skills which will change)

**88%** (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): 45.4**


## Trend outlook

### Macrotrends driving business transformation

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


| Trend |  |
|---|---|
| Increased efforts and investments to adapt to climate... | 42% |
| Increased geopolitical division and conflicts | 42% |
| Increased restrictions to global trade and investment | 26% |
| Growing working-age populations | 26% |
| Stricter anti-trust and competition regulations | 22% |
| Increased government subsidies and industrial policy | 19% |


### 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 |  |  |

| Trend |  |
|---|---|
| Sensing, laser and optical technologies | 22% |
| Quantum and encryption | 18% |
| Satellites and space technologies | 11% |
| Biotechnology and gene technologies | 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 | 37 | 82 | 37 |
| Business Development Professionals | 19 | 19 | 19 |
| General and Operations Managers | 7 | 4 | 9 |
| Business Intelligence Analysts | 3 | 18 | 16 |
| Assembly and Factory Workers | -5 | 0 | 20 |
| Accountants and Auditors | -14 | -8 | 14 |


### 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 |  | ▲ |
| Empathy and active listening |  | ▲ |
| Motivation and self-awareness |  | ▲ |
| Curiosity and lifelong learning |  | ▲ |


| Skills of Increasing Use by 2030 |  |
|---|---|
| AI and big data | 94% |
| Networks and cybersecurity | 85% |
| Curiosity and lifelong learning | 75% |
| Resilience, flexibility and agility | 71% |
| Environmental stewardship | 68% |


## Visual Description

Several bar charts and a combination chart visualize data related to the Italian economy, focusing on trends, skills, and roles for business transformation.

The charts consistently compare Italian data with global averages, providing context for the national figures. Horizontal bars are used throughout, with lengths proportional to the percentages they represent.  Economy-specific data is generally represented in dark blue, while global data is in light blue.

Key insights include:

* **Significant Labour-Market Churn & Skill Disruption:** Italy faces a substantial 38% projected change in core skills, suggesting a need for workforce adaptation and reskilling initiatives.

* **Focus on DEI and AI:**  A high percentage (88%) of organizations prioritize Diversity, Equity, and Inclusion (DEI), and a significant portion (96%) are involved in AI programs, indicating a progressive business environment.

* **Economic and Geopolitical Concerns:** Macrotrends impacting businesses include efforts to reduce carbon emissions, broadening digital access, and addressing geopolitical divisions.

* **Technology Transformation Drivers:**  AI, robotics, and energy technologies are identified as key drivers of business transformation.

* **Shifting Job Roles and Skills:** The chart highlighting key roles shows significant projected growth for AI/ML Specialists and Business Development Professionals.  The skills chart emphasizes the increasing importance of analytical thinking, resilience/flexibility, and lifelong learning.



**Future of Jobs Report 2025 156**


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 159
# Japan

## Upskilling and reskilling outlook

* **39** | Global 41: Would not need training by 2030
* **27** | Global 29: Would be upskilled in their current role
* **21** | Global 19: Would be upskilled and redeployed
* **13** | 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 projected shift in task completion between humans, technology, and a combination of both from "Now" to "2030".  Each segment of the stacked bar represents the percentage of tasks handled by each category.  The "Now" bar shows a larger portion of tasks completed by humans, followed by technology, then combined efforts. The "2030" bar shows a shift with the technology portion increasing and the human portion decreasing. Specific percentage values are provided at the end of each bar segment. For "Now" these are 48%, 33%, and 20%, and for "2030" they are 48%, 30% and 22% for the human-led, combined, and technology-led segments, respectively.  A second chart also uses stacked bars showing 33%, 38%, 29% for "Now" and 33%, 33%, 34% for "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 | Economy | Global |
|---|---|---|
| Provision of reskilling and upskilling | 58% | 52% |
| Funding for reskilling and upskilling | 53% | 55% |
| Flexibility on hiring and firing practices | 51% | 44% |
| Flexibility on setting wages | 43% | 38% |
| Improvements to public education systems | 36% | 47% |


## Key barriers for business transformation

### Transformation barriers

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

| Barrier | Economy | Global |
|---|---|---|
| Organization culture and resistance to change | 55% | 46% |
| Inability to attract talent to the industry | 49% | 37% |
| Skills gaps in the labour market | 41% | 63% |
| Insufficient understanding of opportunities | 38% | 25% |
| 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 a percentage of the company's total revenues**


## Visual Description

A stacked horizontal bar chart shows the projected wage trends. Two bars are present, one above the other. The categories within each bar are: Growing, Global, Similar, Global, Declining, and Global.  The top bar shows percentages of 46%, 50%, and 4%, while the bottom bar shows 52%, 41%, and 8% for these same categories in order.

## 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 depict talent trends.  Each chart has a scale from -100% to +100%. The charts represent: Talent availability when hiring (starting at 47%), Talent development of existing workforce (starting at 0%), and Talent retention of existing workforce (starting at 18%). Each bar has a segment shaded purple representing "Worsening" and a segment shaded light blue representing "Improving". Triangles mark the Global Average on each bar.

## DEI Actions

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

* **65** | Global 51: Run comprehensive DEI training for managers and staff
* **45** | Global 42: Set DEI goals, targets or quotas
* **45** | 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**

* **88** | 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
* **68** | Global 62: Hiring new people with skills to better work alongside AI


Future of Jobs Report 2025 159


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 155
# Israel

## Upskilling and reskilling outlook

* **44** | Global 41: Would not need training by 2030
* **26** | Global 29: Would be upskilled in their current role
* **17** | 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 Type | Now (Economy) | Now (Global) | 2030 (Economy) | 2030 (Global) |
|---|---|---|---|---|
| Human |  |  |  |  |
| Global |  |  |  |  |
| Combination |  |  |  |  |
| Global |  |  |  |  |
| Technology |  |  |  |  |
| Global |  |  |  |  |
| **ALL TASKS** |  |  |  |  |


## Visual Description

A stacked bar chart shows the projected shift in task completion from "Now" to "2030."  It's broken down by Human, Combination (human and technology), and Technology. Each segment also has a corresponding Global average for comparison.

**Key Insights:** The visualization suggests a significant shift towards more tasks being completed by a combination of humans and technology by 2030, with a decrease in solely human-completed tasks.  The percentage of technology-only tasks seems to remain relatively stable. Comparing the Economy (Israel) to the Global average, the Economy appears to be slightly ahead in adopting combination task completion both now and in the projected future.


## 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:** 71% (Economy) | 55% (Global)
* **Provision of reskilling and upskilling:** 54% (Economy) | 52% (Global)
* **Improvements to public education systems:** 50% (Economy) | 47% (Global)
* **Changes to labour laws related to remote work:** 32% (Economy) | 36% (Global)
* **Improved transport infrastructure and services:** 32% (Economy) | 22% (Global)


## Key barriers for business transformation

### Transformation barriers

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


* **Skills gaps in the labour market:** 48% (Economy) | 63% (Global)
* **Organization culture and resistance to change:** 41% (Economy) | 46% (Global)
* **Outdated or inflexible regulatory framework:** 41% (Economy) | 39% (Global)
* **Lack of adequate data and technical infrastructure:** 36% (Economy) | 32% (Global)
* **Shortage of investment capital:** 29% (Economy) | 26% (Global)



## 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 represents the projected wage trends. It's divided into Growing, Similar, and Declining wage share percentages, each with Economy and Global comparisons. Exact percentage values are provided on the right side of the chart.

**Key Insights:** The Economy (Israel) appears to project a larger share of Growing wages compared to the Global average, while the Global average shows a larger share of Similar wages.


## Talent availability outlook

### Talent trend

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

* **Talent availability when hiring:** 40% improving to +100% | 17% worsening to -100% (global average markers present but values not fully legible)
* **Talent development of existing workforce:** 3% improving to +100% | 52% worsening to -100% (global average markers present but values not fully legible)
* **Talent retention of existing workforce:** 17% improving to +100% | 38% worsening to -100% (global average markers present but values not fully legible)

## Visual Description:

Three horizontal bar charts visualize the expected talent availability trends. Each chart represents Hiring, Development, and Retention of existing workforce.  Bars extend in both directions from a central point (-100% to +100%), representing worsening and improving trends, respectively. Global averages are marked with triangles.


## DEI Actions

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

* **66** | Global 48: Targeted recruitment, retention and progression initiatives
* **59** | 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


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


## Working Age Population (Millions)

5.5


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 160
# Kazakhstan

## Contextual Indicators

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


## Jobs and Skills outlook

* **19%** (Global 22%) Labour-market churn<br>
Five-year structural labour-force churn

* **40%** (Global 39%) Skill disruption<br>
Shares of core skills which will change


* **69%** (Global 83%) Organizations with DEI priorities<br>
Share of organizations with DEI priorities

* **63%** (Global 88%) AI exposure<br>
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 |  |  |
| Slower economic growth |  |  |
| Increased focus on labour and social issues |  |  |
| Increased government subsidies and industrial policy |  |  |
| Increased efforts and investments to reduce carbon... |  |  |
| Increased geopolitical division and conflicts |  | 58%/60% |
| Increased restrictions to global trade and investment |  | 49%/50% |
| Growing working-age populations |  | 35%/42% |
| Increased efforts and investments to adapt to climate... |  | 31%/46% |
| Stricter anti-trust and competition regulations |  | 30%/21% |
| Ageing and declining working-age populations |  | 29%/47% |


### 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... |  |  |
| Energy generation, storage and distribution |  |  |
| Robots and autonomous systems |  |  |
| New materials and composites |  |  |
| Semiconductors and computing technologies |  |  |
| Sensing, laser and optical technologies |  | 65%/86% |
| Satellites and space technologies |  | 54%/41% |
| Quantum and encryption |  | 44%/58% |
| Biotechnology and gene technologies |  | 37%/30% |



## 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. | 2. | 3. |
|---|---|---|---|---|---|---|---|---|
| AI and Machine Learning Specialists |  |  |  |  |  | 39 | 82 | 39 |
| Energy Engineers |  |  |  |  |  | 9 | 18 | 10 |
| Accountants and Auditors |  |  |  |  |  | 6 | -8 | 21 |
| Lawyers |  |  |  |  |  | -5 | 2 | 11 |
| Accounting, Bookkeeping and Payroll Clerks |  |  |  |  |  | -14 | -18 | 15 |
| Administrative Assistants and Executive Secretaries |  |  |  |  |  | -14 | -20 | 15 |



## Skill outlook

### Skills of increasing use by 2030

Skills of the most increase in use by 2030

| Skills | Economy | Global |  | |
|---|---|---|---|---|
| CORE SKILLS OF 2025 | | | SKILLS OF INCREASING USE BY 2030 | |
| Analytical thinking |  |  | Al and big data | 71% | 83% |
| Resilience, flexibility and agility |  |  | Networks and cybersecurity | 70% | 74% |
| Leadership and social influence |  |  | Multi-lingualism | 64% | 64% |
| Creative thinking |  |  | Environmental stewardship | 64% | 59% |
| Motivation and self-awareness |  |  | Technological literacy | 59% | 58% |


Future of Jobs Report 2025 160


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 157
# Italy

## Upskilling and reskilling outlook

* **39** | Global 41: Would not need training by 2030
* **27** | Global 29: Would be upskilled in their current role
* **22** | 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 |  |  |  | 46% |  | 46% |
|     |  |  |  | 35% |  | 35% |
|     |  |  |  | 18% |  | 18% |
| 2030 |  |  |  | 48% |  | 48% |
|      |  |  |  | 30% |  | 30% |
|      |  |  |  | 22% |  | 22% |

## 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 65% | GLOBAL 55%
* **Provision of reskilling and upskilling:** ECONOMY 61% | GLOBAL 52%
* **Improvements to public education systems:** ECONOMY 49% | GLOBAL 47%
* **Changes to labour laws related to remote work:** ECONOMY 47% | GLOBAL 36%
* **Flexibility on setting wages:** ECONOMY 37% | GLOBAL 38%


## 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:** ECONOMY 59% | GLOBAL 63%
* **Inability to attract talent to the industry:** ECONOMY 44% | GLOBAL 37%
* **Lack of adequate data and technical infrastructure:** ECONOMY 39% | GLOBAL 32%
* **Organization culture and resistance to change:** ECONOMY 35% | GLOBAL 46%
* **Inability to attract talent to my firm:** ECONOMY 34% | GLOBAL 27%


## Talent availability outlook

### Talent trend

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


* **Talent availability when hiring:** 52% to +100% (29% global average improvement)
* **Talent development of existing workforce:** 2% to +100% (77% global average improvement)
* **Talent retention of existing workforce:** 11% to +100% (43% global average improvement)


## Visual Description

Several horizontal bar charts and a stacked bar chart are presented.

**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.  Visually, it appears the portion of tasks completed by humans will decrease, while the portion completed by a combination of humans and technology and purely by technology will increase.

**Horizontal Bar Charts:** These charts generally show comparisons between the economy of Italy and the global average for various metrics.  They use blue triangles to indicate Italy's data points and light blue bars to visually depict how Italy compares to the global average.


**Key Insights from Visualizations:**

* **Shifting Task Completion:** A significant shift towards increased technology involvement in task completion is projected by 2030.
* **Skills Gaps and Talent Attraction:** Skills gaps and the inability to attract talent are identified as key barriers to business transformation in Italy.
* **Reskilling and Upskilling Focus:** Public policy and company strategies are expected to focus on reskilling and upskilling to address talent availability challenges and adapt to increasing AI capabilities.
* **DEI Initiatives:** Companies are planning DEI initiatives like training, targeted recruitment, and anti-harassment protocols.


## 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
* **53** | Global 48: Targeted recruitment, retention and progression initiatives
* **47** | Global 33: Anti-harassment protocols


## AI Strategy

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

* **83** | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI
* **75** | 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


## Working Age Population (Millions)

45.4


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 16
# Demographic shifts

The world is currently experiencing two fundamental demographic shifts:

*   An aging and declining working-age population predominantly in higher-income economies, due to declining birth rates and longer life expectancy.
*   A growing working-age population in many lower-income economies, where younger populations are progressively entering the labour market.

In higher-income nations, aging populations are increasing dependency ratios, potentially putting greater pressure on a smaller pool of working-age individuals and raising concerns about long-term labour availability. In contrast, lower-income economies may benefit from a demographic dividend.


These demographic shifts have a direct impact on global labour supply: currently balanced between lower-income (49%) and higher-income (51%) working-age populations, this distribution is expected to shift by 2050, with lower-income countries projected to hold 59% of the global working-age population.<sup>29</sup> Geographies with a demographic dividend, such as India and Sub-Saharan African nations, will supply nearly two-thirds of new workforce entrants in the coming years.<sup>30</sup>

Findings from the Future of Jobs Survey indicate that for 40% of employers worldwide, aging and declining working-age populations are driving transformation, while 25% are being transformed by growing working-age populations. Many high-income economies experience the combined effects of both trends. Certain countries, including Australia, Germany and Japan, experience more significant effects from declining working-age populations. While few companies operating in Sub-Saharan African countries expect to see transformation due to aging and declining working age populations, their expectations regarding the impact of growing working-age populations are also relatively tempered, illustrating relatively greater concern with other macrotrends (Figure 1.5).

Compared to global averages, employers facing the effects of aging population are more pessimistic about talent availability and expect facing bigger challenges in attracting industry talent. More encouragingly, with a shrinking labour pool, many of these companies (60%) increasingly prioritize transitioning current employees into growing roles as a key workforce strategy. Some observers have also predicted that aging high-income economies with shrinking labour forces might increasingly look to deeper automation to counterbalance some of these demographic trends.<sup>31</sup> For example, the Future of Jobs Survey finds that employers expecting to be impacted by aging populations are more likely to accelerate process automation (79% versus 73% globally) and advance workforce augmentation (67% versus 63% globally) in the next five years.

Conversely, many economies' actual ability to leverage demographic dividends will depend on their accompanying success, or otherwise, in inclusive job creation. According to the World Bank, over the next 10 years, an unprecedented 1.2 billion young people in emerging economies will become working-age adults, while the job market in these economies is only expected to create 420 million additional jobs – risking leaving nearly 800 million young people in economic uncertainty.<sup>32</sup> Encouragingly, employers responding to the Future of Jobs Survey that identify growing working-age populations as a driver of transformation plan to prioritize reskilling and upskilling, with 92% indicating they will be focusing on these strategies by 2030.


## Visual Description

The document includes Figure 1.5, which is not fully visible. The text mentions that this figure illustrates the relatively greater concern with macrotrends other than aging populations.  It is implied that the visual likely compares the concern levels across various macrotrends.


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 163
# Korea, Republic of

## Upskilling and reskilling outlook

* **52** | Global 41: Would not need training by 2030
* **23** | Global 29: Would be upskilled in their current role
* **14** | 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 | Global | Combination | Global | Technology | Global |
|------------|-------|--------|-------------|--------|-----------|--------|
| ALL TASKS |       |        |             |        |           |        |
| Now        |       |        |             |        |           |        |
| 2030      |       |        |             |        |           |        |


## Visual Description

There are several charts and graphs visualized on this page.

**Human-machine frontier chart:** This stacked bar chart shows the percentage of tasks completed by predominantly people, technology, or a combination of both for the present (Now) and projected future (2030).  Korea has higher percentages in the "Human" and "Combination" categories compared to the global average in both the present and future scenarios. While technology is projected to take on a larger share of tasks globally by 2030,  the proportion handled by people in Korea remains higher compared to the global average.

**Now:**
* Human: Korea (48%), Global (33%)
* Combination: Korea (19%), Global (22%)
* Technology: Korea (33%), Global (48%)

**2030:**
* Human: Korea (37%), Global (22%)
* Combination: Korea (29%), Global (34%)
* Technology: Korea (34%), Global (41%)

**Public policies to improve talent availability chart:** This horizontal bar chart shows the share of respondents in Korea and globally who agree that certain public policies have the greatest potential to increase talent availability.  "Flexibility on hiring and firing practices" is rated highest both in Korea and globally, followed by "Funding for reskilling and upskilling".  Across all policies, the agreement is consistently higher in Korea than the global average.

* Flexibility on hiring and firing practices: Economy (67%), Global (44%)
* Funding for reskilling and upskilling: Economy (58%), Global (55%)
* Provision of reskilling and upskilling: Economy (58%), Global (52%)
* Changes to immigration laws: Economy (42%), Global (26%)
* Flexibility on setting wages: Economy (33%), Global (38%)

**Transformation Barriers chart:** This chart shows the percentage of organizations surveyed expecting certain barriers to hinder their transformation. Inability to attract talent and lack of adequate data/infrastructure are rated highest both in Korea and Globally. Korea has higher percentages for "Inability to attract talent to the industry" and "Lack of adequate data and technical infrastructure" compared to the global averages. Conversely, Korea has a lower percentage for "Organization culture and resistance to change" than the global average.


* Inability to attract talent to the industry: Economy (47%), Global (37%)
* Lack of adequate data and technical infrastructure: Economy (47%), Global (32%)
* Organization culture and resistance to change: Economy (41%), Global (46%)
* Inability to attract talent to my firm: Economy (35%), Global (27%)
* Skills gaps in the labour market: Economy (35%), Global (63%)


**Wage trends chart:** This chart shows the share of organizations projecting the share of wages and other forms of worker's compensation as a percentage of company revenue. Korea is projected to have a higher percentage of "Growing" wages, while globally, the expectation is more evenly split between "Growing" and "Similar".

* Growing: Economy (58%), Global (42%)
* Similar: Economy (42%), Global (41%)
* Declining: Economy (0%), Global (8%), Global (8%)

**Talent Trend chart:** This horizontal bar chart shows the share of respondents who expect their talent availability to improve or worsen in five years, concerning hiring, development, and retention of existing workforce. For all three, the "Improving" percentage is significantly higher than the "Worsening" percentage in Korea.


* Talent availability when hiring: Improving (+100% - 50%), Worsening (-100% - 17% to 0%), Global average indicated
* Talent development of existing workforce: Improving (+100% - 0%), Worsening (-100% - 73% to 0%), Global average indicated
* Talent retention of existing workforce: Improving (+100% - 27%), Worsening (-100% - 27%), Global average indicated

**DEI Actions:** Shows percentage of employers planning to implement DEI measures:
* Run comprehensive DEI training for managers and staff: 75% (Global 51%)
* Set DEI goals, targets or quotas: 50% (Global 42%)
* Targeted recruitment, retention and progression initiatives: 50% (Global 48%)

**AI Strategy:** Shows percentage of employers planning to implement stated strategies in response to AI:

* Hiring new people with skills to design AI tools: 100% (Global 69%)
* Reskilling and upskilling your existing workforce to better work alongside AI: 89% (Global 77%)
* Re-orienting your organization to target new business opportunities created by AI: 78% (Global 49%)



## Working Age Population (Millions)

40.9


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 162
# Korea, Republic of

## Contextual indicators

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

|  |  |
|---|---|
| **Secondary Education Attainment (2023)** | 69% | 81% |
| **Tertiary Education Attainment (2023)** | 19% | 49% |
| **Ease of finding skilled employees in local labour market (2024)** | NA | 5 |
| **Fill vacancies by hiring foreign labour (2024)** | 3% | 4 |
| **Country investment in mid-career training (2022)** | 3% | 4 |


## Jobs and Skills outlook

* **17%** (Global 22%) Labour-market churn (Five-year structural labour-force churn)
* **38%** (Global 39%) Skill disruption (Shares of core skills which will change)
* **100%** (Global 83%) Organizations with DEI priorities (Share of organizations with DEI priorities)
* **100%** (Global 88%) AI exposure (Share of organizations running AI programmes)

## Trend outlook

### Macrotrends driving business transformation

| Trend | Economy | Global |
|---|---|---|
| Broadening digital access |  |  |
| Increased geopolitical division and conflicts |  |  |
| Increased efforts and investments to reduce carbon... |  |  |
| Slower economic growth |  |  |
| Ageing and declining working-age populations |  |  |
| Increased restrictions to global trade and investment |  |  |


| Trend |  |  |
|---|---|---|
| Rising cost of living, higher prices or inflation | 71% | 47% |
| Increased efforts and investments to adapt to climate... | 71% | 41% |
| Increased focus on labour and social issues | 65% | 35% |
| Growing working-age populations | 59% | 24% |
| Increased government subsidies and industrial policy | 59% | 18% |
| Stricter anti-trust and competition regulations | 53% | 6% |

### Technology trends driving business transformation

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

| Technology Trend |  |  |
|---|---|---|
| Energy generation, storage and distribution | 88% | 35% |
| Quantum and encryption | 65% | 29% |
| Biotechnology and gene technologies | 53% | 24% |
| Satellites and space technologies | 53% | 18% |


### 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 |
|---|---|---|---|
| System Engineers | 41 | 41 | 33 |
| AI and Machine Learning Specialists | 22 | 22 | 82 |
| Managing Directors and Chief Executives | 10 | 10 | 5 |
| Data Engineers | 10 | 16 | 36 |
| General and Operations Managers | -12 | 14 | 4 |
| Accounting, Bookkeeping and Payroll Clerks | -14 | 14 | -18 |



### Skills of increasing use by 2030

_Skills of the most increase in use by 2030_

| CORE SKILLS OF 2025 | Economy | Global |
|---|---|---|
| Analytical thinking |  | 75% |
| Creative thinking |  | 75% |
| Motivation and self-awareness |  | 69% |
| Curiosity and lifelong learning |  | 63% |
| Leadership and social influence |  | 63% |



| SKILLS OF INCREASING USE BY 2030 |  |  |
|---|---|---|
| Creative thinking | 75% | 87% |
| AI and big data | 75% | 87% |
| Leadership and social influence | 69% | 63% |
| Systems thinking | 63% | 63% |
| Networks and cybersecurity | 63% | 63% |


Future of Jobs Report 2025 162


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 161
# Kazakhstan

## Upskilling and reskilling outlook

|                               | Economy | Global |
|----------------------------|---------|--------|
| Would not need training by 2030 | 54      | 41     |
| Would be upskilled in their current role | 24      | 29     |
| Would be upskilled and redeployed     | 13      | 19     |
| Would be unlikely to upskill      | 9       | 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

Two stacked bar charts visualize the projected shift in task completion from "Now" to "2030."  The first bar represents the current state ("Now") and is divided into segments representing Human (light blue), Combination (medium blue), and Technology (dark blue) driven tasks. The second bar reflects the projected state in 2030 with the same color coding. Percentages for each segment are displayed at the right end of the bars.

**Key Insights:**

The visualization suggests a significant shift towards greater technology involvement in task completion by 2030.  While human-driven tasks currently make up a substantial portion, this is projected to decrease. Concurrently, the share of tasks completed by technology, either solely or in combination with humans, is expected to 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 |
|-------------------------------------------|---------|--------|
| Funding for reskilling and upskilling      | 54%     | 55%    |
| Improvements to public education systems | 51%     | 47%    |
| Provision of reskilling and upskilling      | 48%     | 52%    |
| Flexibility on setting wages               | 46%     | 38%    |
| Changes to labour laws related to remote work | 39%     | 36%    |


## 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                 | 70%     | 63%    |
| Shortage of investment capital                  | 40%     | 26%    |
| Lack of adequate data and technical infrastructure | 34%     | 32%    |
| Organization culture and resistance to change    | 31%     | 46%    |
| Inability to attract talent to my firm          | 26%     | 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 displays the projected wage trends.  The bar is segmented into: Growing (light blue), Similar (light teal), Declining (light purple). Percentages for each segment are provided on the right.

**Key Insights:**

A notable percentage of organizations anticipate a similar share of wages and compensation as a percentage of total revenue.  


## 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 |     |     |
| Talent development of existing workforce   |     |     |
| Talent retention of existing workforce   |     |     |


## Visual Description

Horizontal bar charts depict the expected change in talent availability, development, and retention. Each chart has a light purple section on the left indicating worsening and a light blue section on the right indicating improvement. The scale ranges from -100% to +100% with percentages displayed on the right end. Triangular markers indicate global averages.

**Key Insights:**

A significant portion of respondents expect improvement in all three areas – availability, development, and retention – with talent development showing the highest anticipated positive shift.


## DEI Actions

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

| Measure                                                                 | Economy | Global |
|--------------------------------------------------------------------------|---------|--------|
| Targeted recruitment, retention and progression initiatives                | 43      | 48     |
| Pay equity reviews and salary audits                                     | 40      | 39     |
| Run comprehensive DEI training for managers and staff                 | 39      | 51     |


## AI Strategy

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

| Strategy                                                                                                     | Economy | Global |
|--------------------------------------------------------------------------------------------------------------|---------|--------|
| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 57      | 69     |
| Reskilling and upskilling your existing workforce to better work alongside AI                             | 55      | 77     |
| Downsizing workforce where AI can replicate people's work                                                 | 49      | 41     |


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 166
# Lithuania

## 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 |  |
|---|---|
| Secondary Education Attainment (2022) | 67% |
| Tertiary Education Attainment (2022) | 11% |
| Ease of finding skilled employees in local labour market (2023) | 14% |
| Fill vacancies by hiring foreign labour (2023) | 6% |
| Country investment in mid-career training (2022) | 17% |


## Jobs and Skills outlook

* **14%** (Global 22%) Labour-market churn (Five-year structural labour-force churn)
* **35%** (Global 39%) Skill disruption (Shares of core skills which will change)
* **79%** (Global 83%) Organizations with DEI priorities (Share of organizations with DEI priorities)
* **95%** (Global 88%) AI exposure (Share of organizations running AI programmes)

Working Age Population (Millions): **2.2**


## Trend outlook

### Macrotrends driving business transformation

| Macrotrend | Economy | Global |
|---|---|---|
| Rising cost of living, higher prices or inflation |  |  |
| Ageing and declining working-age populations |  |  |
| Broadening digital access |  |  |
| Increased efforts and investments to reduce carbon emissions |  |  |
| Increased geopolitical division and conflicts |  |  |
| Increased focus on labour and social issues |  |  |


| Macrotrend |  |
|---|---|
| Growing working-age populations | 55% (40%) |
| Slower economic growth | 51% (36%) |
| Increased efforts and investments to adapt to climate change | 49% (28%) |
| Stricter anti-trust and competition regulations | 47% (17%) |
| Increased restrictions to global trade and investment | 45% (13%) |
| Increased government subsidies and industrial policy | 43% (9%) |


### Technology trends driving 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 | 89% (11%) |
| Satellites and space technologies | 66% (4%) |
| Biotechnology and gene technologies | 34% (4%) |
| Quantum and encryption | 19% (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)*


## Visual Description

Several horizontal bar charts visualize data related to Lithuania's economy, skills, and technological trends.  The charts compare Lithuania's data with global averages and income group averages in some cases. There's also a visualization for key roles for business transformation, showing net growth and churn. Finally, there are charts showing core skills and skills of increasing use by 2030.

**Key Insights:**

* **Labour market churn and skills disruption are significant:** Lithuania shows higher labor market churn than the global average (14% vs. 22%) and a large share of core skills expected to change (35%).
* **Focus on DEI and AI adoption:**  A large percentage of organizations have DEI priorities (79%) and are running AI programs (95%).
* **Economic and social trends driving transformation:** Several factors like rising cost of living, aging population, digital access, and geopolitical issues are identified as key drivers.
* **AI and related technologies are key technological drivers:**  AI, robotics, and other digital technologies are seen as major drivers of business transformation.
* **AI and data related roles are growing:**  AI/ML specialists and Data Analysts are predicted to experience strong net growth.
* **Analytical thinking, resilience, and digital literacy are key skills:** These skills are projected to see increasing demand by 2030.



| Role | Net Growth | Global Net Growth | Churn |
|---|---|---|---|
| AI and Machine Learning Specialists | 57 | 82 | 57 |
| Data Analysts and Scientists | 35 | 41 | 35 |
| Business Development Professionals | 8 | 19 | 8 |
| Lawyers | -3 | 2 | 4 |
| Client Information and Customer Service Workers | -11 | -2 | 15 |
| Accountants and Auditors | -15 | -8 | 18 |


## Skill outlook

### Skills of increasing use by 2030

| Core Skills of 2025 | Economy | Global |
|---|---|---|
| Analytical thinking | 89% | 95% |
| Resilience, flexibility and agility | 80% | 83% |
| Leadership and social influence | 64% | 79% |
| Curiosity and lifelong learning | 64% | 77% |
| Technological literacy | 59% | 76% |


*Future of Jobs Report 2025 166*


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 167
# Lithuania

## Upskilling and reskilling outlook

* **36** | Global 41: Would not need training by 2030
* **36** | 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 Type    | Human | Global | Combination | Global | Technology | Global |
|-------------|-------|--------|-------------|--------|-----------|--------|
| ALL TASKS Now |       |        |             |        |           |        |
| 2030        |       |        |             |        |           |        |

## Visual Description

A stacked bar chart shows the projected shift in task completion between humans, technology, and a combination of both for the years "Now" and "2030."  

* **Now:** Human tasks comprise roughly 30% of all tasks, combination tasks are about 35%, and technology-driven tasks are around 35%.
* **2030:** Human tasks decrease to about 25%, combination tasks are just under 40%, and technology-driven tasks increase to about 35%.

**Key Insight:** The visualization suggests a trend towards greater reliance on technology and human-technology collaboration for task completion by 2030, with a slight decrease in purely human-executed tasks.



## 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        | 61%     | 55%    |
| Provision of reskilling and upskilling      | 54%     | 52%    |
| Improvements to public education systems   | 54%     | 47%    |
| Flexibility on hiring and firing practices | 40%     | 44%    |
| Changes to immigration laws               | 33%     | 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                 | 83%     | 63%    |
| Organization culture and resistance to change    | 40%     | 46%    |
| Inability to attract talent to the industry      | 36%     | 37%    |
| Outdated or inflexible regulatory framework      | 36%     | 39%    |
| Lack of adequate data and technical infrastructure | 36%     | 32%    |



## Talent availability outlook

### Talent trend

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

| Talent Area                       | -100% | +100% |
|------------------------------------|-------|--------|
| Talent availability when hiring     | 60%   | 21%    |
| Talent development of existing workforce | 5%    | 72%    |
| Talent retention of existing workforce  | 23%   | 35%    |

## Visual Description

Three horizontal bar charts visualize the expected change in talent availability, development, and retention over five years. Each bar represents a range from -100% to +100%, with negative values indicating worsening and positive values indicating improvement.  A light purple segment indicates the negative portion and light blue segment represents the positive portion.

* **Talent Availability when hiring:** A large purple segment represents a significant negative outlook (-60%) with a much smaller blue segment representing a small positive change (+21%).
* **Talent Development:** shows a very small purple segment at -5% and a large blue section extending to +72%, indicating a very positive outlook.
* **Talent Retention:** shows a moderate negative outlook (-23%), and moderate positive outlook (+35%).

**Key Insight:**  Hiring faces a significant challenge, while development of existing talent is expected to improve substantially. Retention shows a mixed outlook, with more expecting improvement than worsening, but with a notable portion still anticipating challenges.


## DEI Actions

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

* **54** | Global 39: Pay equity reviews and salary audits
* **47** | Global 48: Targeted recruitment, retention and progression initiatives
* **44** | 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**

* **86** | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI
* **63** | 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


## Working Age Population (Millions)

2.2


## Future of Jobs Report 2025
167


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 165
# Latvia

## Upskilling and reskilling outlook

|                            | Latvia | Global |
| -------------------------- | ----- | ----- |
| Would not need training by 2030 | 30    | 41    |
| Would be upskilled in their current role | 37    | 29    |
| Would be upskilled and redeployed | 21    | 19    |
| Would be unlikely to upskill    | 12    | 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 displays the projected shift in task completion from "Now" to "2030" across three categories: Human, Combination (of human and technology), and Technology. 

* **Now:**  Human tasks comprise approximately a quarter of all tasks. Combined human-technology tasks represent a little under half. Technology-dominated tasks make up roughly another quarter of the total.
* **2030:** A noticeable shift is projected. Human tasks will decrease to less than a quarter of all tasks. Combined tasks will represent about 40%. Technology will make up over a third of all tasks, showing the largest increase of the three.

**Key Insight:**  The visualization highlights the growing role of technology in task completion, with a significant increase projected between now and 2030.  Combined human-technology tasks also increase, indicating a trend towards human-technology collaboration.  Purely human tasks are expected to decrease.



## 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     | 61%     | 55%     |
| Flexibility on hiring and firing practices | 42%     | 44%     |
| Provision of reskilling and upskilling  | 42%     | 52%     |
| Improvements to public education systems   | 42%     | 47%     |
| Changes to immigration laws            | 40%     | 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            | 76%     | 63%     |
| Organization culture and resistance to change | 52%     | 46%     |
| Inability to attract talent to the industry   | 44%     | 37%     |
| Outdated or inflexible regulatory framework    | 41%     | 39%     |
| Lack of adequate data and technical infrastructure | 30%     | 32%     |


## 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 | Global | Similar | Global | Declining | Global |
|--------------|---------|--------|---------|--------|----------|--------|
| Economy |        |        |         |         |          |       |
| Global |        |       |        |       |         |        |


## Visual Description

Two stacked horizontal bar charts display wage trend projections.  One bar represents the surveyed economy (Latvia), and the other represents global projections.  Each bar is divided into segments: Growing, Similar, and Declining, representing the expected change in wages as a percentage of company revenue.  A small fourth segment, also labeled "Declining," appears at the end.


**Key Insights:** Both Latvia and the global average show a large portion in the "Similar" category, suggesting wages will remain relatively stable compared to company revenue.  Latvia has a larger proportion of companies expecting *growing* wage percentages compared to the global average.  Both show very few companies projecting *declining* wage shares.

## 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    | 71%   | 8%    |
| Talent development of existing workforce | 11%   | 53%   |
| Talent retention of existing workforce | 32%   | 34%   |



## Visual Description

Three horizontal bar charts visualize talent trends. Each chart represents a different aspect: availability when hiring, development of existing workforce, and retention of existing workforce.  The bars extend from -100% to +100%, with a portion shaded purple representing "Worsening" and light blue representing "Improving."

**Key Insights:**

* **Talent availability when hiring:** Most respondents expect hiring to become *more difficult* (71% worsening).
* **Talent development of existing workforce:** More respondents expect *improvement* in talent development (53% improving) than worsening (11%).
* **Talent retention of existing workforce:** More respondents expect *improvement* (34%) than worsening (32%) for talent retention.


## DEI Actions

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

| Measure                                                     | Latvia | Global |
| ------------------------------------------------------------ | ----- | ----- |
| Run comprehensive DEI training for managers and staff        | 53    | 51    |
| Pay equity reviews and salary audits                       | 53    | 39    |
| Set DEI goals, targets or quotas                             | 37    | 42    |


## AI Strategy

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

| Strategy                                                                         | Latvia | Global |
| -------------------------------------------------------------------------------- | ----- | ----- |
| Reskilling and upskilling your existing workforce to better work alongside AI       | 74    | 77    |
| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 53    | 69    |
| Transitioning people from jobs that AI will cause to decline, to other roles within your organization | 53    | 47    |

---

Future of Jobs Report 2025 165


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 164
# Latvia

## 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) |  |

|  |  |
|---|---|
| **13%** | *Global 22%* |
| Labour-market churn<br>Five-year structural labour-force churn |  |
| **37%** | *Global 39%* |
| Skill disruption<br>Shares of core skills which will change |  |
| **87%** | *Global 83%* |
| Organizations with DEI priorities<br>Share of organizations with DEI priorities |  |
| **92%** | *Global 88%* |
| AI exposure<br>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*

| Economy | Global |  |
|---|---|---|
| Ageing and declining working-age populations |  |  |
| Rising cost of living, higher prices or inflation |  |  |
| Increased focus on labour and social issues |  |  |
| Broadening digital access |  |  |
| Slower economic growth |  |  |
| Increased geopolitical division and conflicts |  |  |

|  |  |  |
|---|---|---|
| Growing working-age populations |  | 39%<br>24% |
| Increased efforts and investments to reduce carbon... |  | 30%<br>47% |
| Increased efforts and investments to adapt to climate... |  | 24%<br>41% |
| Stricter anti-trust and competition regulations |  | 24%<br>17% |
| Increased government subsidies and industrial policy |  | 9%<br>21% |
| Increased restrictions to global trade and investment |  | 7%<br>23% |


### Technology trends driving business transformation

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

| 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 |  |  |

|  |  |
|---|---|
| Biotechnology and gene technologies | 11%<br>18% |
| Semiconductors and computing technologies | 7%<br>11% |
| Satellites and space technologies | 4%<br>9% |
| Quantum and encryption | 2%<br>12% |


## 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. | 2. | 3. |
|---|---|---|---|---|---|---|---|---|
| AI and Machine Learning Specialists |  |  |  |  |  | 30 | 82 | 30 |
| Business Intelligence Analysts |  |  |  |  |  | 23 | 18 | 23 |
| Data Analysts and Scientists |  |  |  |  |  | 20 | 41 | 20 |
| Assembly and Factory Workers |  |  |  |  |  | 13 | 0 | 17 |
| General and Operations Managers |  |  |  |  |  | 4 | 4 | 6 |
| Accountants and Auditors |  |  |  |  |  | -21 | -8 | 23 |



## 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 |  |  |
| Curiosity and lifelong learning |  |  |
| Service orientation and customer service |  |  |
| Leadership and social influence |  |  |

| SKILLS OF INCREASING USE BY 2030 |  |  |
|---|---|---|
| AI and big data | 81% | 93% |
| Curiosity and lifelong learning | 71% | 73% |
| Networks and cybersecurity | 61% | 71% |
| Technological literacy | 59% | 70% |
| Resilience, flexibility and agility | 59% | 69% |


**Future of Jobs Report 2025 164**


## Visual Description

The image presents data visualizations related to Latvia's economy, skills, and job market outlook. It utilizes horizontal bar charts and a combination chart showing net growth and churn.

**Key Insights:**

* **Contextual Indicators:** Latvia seems to be performing relatively well in secondary education attainment compared to the global and income group average.  The charts show minimum, maximum, and Latvian values within the bar.
* **Jobs and Skills Outlook:**  Significant skill disruption (37%) is expected, indicating a need for reskilling and upskilling.  Latvia shows lower labor market churn (13%) than globally (22%).  DEI and AI adoption are also highlighted.
* **Macrotrends:**  The charts indicate which macrotrends are driving business transformation in Latvia, both from an economic and global perspective,  including aging population, cost of living, social issues, and geopolitical events.  Increased efforts to reduce carbon emissions are significant.
* **Technology Trends:** AI and information processing technologies are the key technological drivers for business transformation, followed by robotics and autonomous systems. Biotechnology, semiconductors, and quantum computing are also shown.
* **Key Roles and Skills:** AI and Machine Learning specialists are experiencing the highest net growth. Accountants and Auditors show negative growth. Analytical thinking, resilience & flexibility, and curiosity & lifelong learning are the top in-demand skills, both now and projected for 2030, with AI and Big Data rapidly growing in importance.



The visualizations provide valuable insight into the current and future state of the Latvian labor market. They emphasize the importance of adapting to technological advancements, reskilling the workforce, and focusing on key growth areas like AI and data science.  The charts offer a clear comparison of Latvia's performance against global averages, highlighting both strengths and areas for improvement.


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 168
# Malaysia

## Contextual indicators

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


| Secondary Education Attainment (2022) | 77% |
| Tertiary Education Attainment (2022) | 22% |
| Ease of finding skilled employees in local labour market (2024) | 10% |
| Fill vacancies by hiring foreign labour (2024) | 2% |
| Country investment in mid-career training (2022) | 3% |

**Working Age Population (Millions): 17.2**


## Jobs and Skills outlook

* **11%** (Global 22%) Labour-market churn (Five-year structural labour-force churn)
* **41%** (Global 39%) Skill disruption (Shares of core skills which will change)
* **95%** (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

| Trend | Economy | Global |
|---|---|---|
| Broadening digital access |  |  |
| Increased geopolitical division and conflicts |  |  |
| Increased efforts and investments to reduce carbon... |  |  |
| Rising cost of living, higher prices or inflation |  |  |
| Ageing and declining working-age populations |  |  |
| Increased restrictions to global trade and investment |  |  |
| Increased efforts and investments to adapt to climate... | 79% | 41% |
| Slower economic growth | 59% | 38% |
| Increased government subsidies and industrial policy | 48% | 35% |
| Increased focus on labour and social issues | 48% | 35% |
| Stricter anti-trust and competition regulations | 48% | 31% |
| Growing working-age populations | 45% | 28% |

### 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 |  |  |
| Semiconductors and computing technologies |  |  |
| New materials and composites |  |  |
| Sensing, laser and optical technologies | 82% | 25% |
| Quantum and encryption | 71% | 21% |
| Biotechnology and gene technologies | 54% | 21% |
| Satellites and space technologies | 43% | 18% |


## Jobs outlook

### Key roles for business transformation

| Roles | Net growth | Job Growth | Job displacement | Net Growth | Global net growth |
|---|---|---|---|---|---|
| AI and Machine Learning Specialists | 29 | 82 | 29 |
| Supply Chain and Logistics Specialists | 12 | 17 | 15 |
| Assembly and Factory Workers | 11 | 0 | 20 |
| Managing Directors and Chief Executives | 10 | 5 | 10 |
| Administrative Assistants and Executive Secretaries | -17 | -20 | 17 |
| Data Entry Clerks | -28 | -26 | 28 |


## Skill outlook

### Skills of increasing use by 2030

| CORE SKILLS OF 2025 | Economy | Global |
|---|---|---|
| Analytical thinking | 71% |
| AI and big data | 71% |
| Resilience, flexibility and agility | 63% |
| Motivation and self-awareness | 50% |
| Technological literacy | 50% |


| SKILLS OF INCREASING USE BY 2030 |  |  |
|---|---|---|
| AI and big data | 96% |
| Technological literacy | 64% |
| Networks and cybersecurity | 64% |
| Resilience, flexibility and agility | 59% |
| Talent management | 57% |


**Future of Jobs Report 2025 168**


## Visual Description

The image presents data from the Future of Jobs Report 2025, specifically focusing on Malaysia. The data is visualized through bar charts and tables, showcasing various aspects of the Malaysian economy related to jobs and skills. 

Key insights and data extracted from the visuals:

* **Contextual Indicators:** Several indicators compare Malaysia to regional and income group averages.  These include labor force participation, vulnerable employment, youth not in employment, education, or training (NEET), and unemployment rates for workers with basic and advanced education.  The visualization also shows Secondary and Tertiary Education Attainment, ease of finding skilled employees, filling vacancies with foreign labor, and mid-career training investment. Specific values are visible for the maximum and minimum of these indicators.

* **Jobs and Skills Outlook:** This section presents percentages for labor market churn, skill disruption, organizations with DEI priorities, and AI exposure, comparing Malaysia's data with global figures.

* **Macrotrends Driving Business Transformation:** This section uses horizontal bar charts to compare how Malaysian and Global organizations view certain macrotrends' likelihood to drive business transformation. These trends include broadening digital access, geopolitical division, efforts to reduce carbon emissions, cost of living increases, aging populations, and trade restrictions.

* **Technology Trends Driving Business Transformation:** Similar to the macrotrends section, this visual uses bar charts to show how Malaysian and Global organizations perceive the impact of various technology trends on business transformation.  These trends include AI, robotics, energy, semiconductors, and new materials.

* **Key Roles for Business Transformation:** This table orders roles based on net role growth, displaying job growth, job displacement, net growth, and global net growth percentages for roles such as AI/ML specialists, supply chain specialists, assembly workers, managing directors, administrative assistants, and data entry clerks.

* **Skills of Increasing Use by 2030:**  Two charts depict the projected increase in the use of specific skills by 2030. The first chart focuses on core skills of 2025 (analytical thinking, AI/big data, resilience/flexibility/agility, motivation/self-awareness, and technological literacy), while the second chart details other skills like AI/big data, technological literacy, cybersecurity, resilience, and talent management. Both charts compare Malaysian expectations with global ones.


The visualizations suggest that Malaysia is experiencing a significant shift in its labor market, driven by technological advancements and macroeconomic trends.  Certain roles are expected to grow while others decline, highlighting the need for reskilling and upskilling of the workforce to adapt to future demands.  The emphasis on skills like analytical thinking, AI/big data, and technological literacy further reinforces the importance of adapting to a technologically driven economy.


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 169
# Malaysia

## Upskilling and reskilling outlook

| Metric                       | Economy | Global |
| ---------------------------- | ------- | ------- |
| Would not need training by 2030 | 44      | 41      |
| Would be upskilled in their current role | 25      | 29      |
| Would be upskilled and redeployed | 20      | 19      |
| Would be unlikely to upskill      | 11      | 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 displays the projected shift in task completion from 2030 relative to now, categorized by human, combination (human and technology), and technology dominance.  Specific percentages are provided for the "now" and "2030" scenarios, broken down by the Malaysian economy and global averages.  Light blue represents human, medium blue combination, and dark blue represents technology.

**Key Insights:**

* A significant shift towards increased involvement of technology in task completion is projected.
* The proportion of tasks completed solely by humans is expected to decrease.
* The combination of humans and technology will likely play a larger role in the future.

## 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 | 70%     | 55%     |
| Provision of reskilling and upskilling | 55%     | 52%     |
| Flexibility on setting wages         | 35%     | 38%     |
| Flexibility on hiring and firing practices | 35%     | 44%     |
| Improvements to public education systems | 30%     | 47%     |



## 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           | 59%     | 63%     |
| Organization culture and resistance to change | 45%     | 46%     |
| Outdated or inflexible regulatory framework | 41%     | 39%     |
| Inability to attract talent to the industry | 35%     | 37%     |
| Lack of adequate data and technical infrastructure | 35%     | 32%     |


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



## Talent availability outlook

### Talent trend

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

| Metric                               | Value | Range      |
| ----------------------------------- | ----- | ---------- |
| Talent availability when hiring      | 45%   | -100% to +100% |
| Talent development of existing workforce | 0%    | -100% to +100% |
| Talent retention of existing workforce | 10%   | -100% to +100% |

## Visual Description

Three horizontal bar charts show the expected change in talent availability, development, and retention over five years. A light blue bar extends to the right for positive expected change and a purplish bar to the left for negative change.  A triangle marker indicates the global average.

**Key Insights:**

*  While some worsening is expected in hiring talent availability, improvement is anticipated in talent development and retention.  
* Global averages appear to be slightly more optimistic for hiring and development but similar to the local Malaysian expectations for retention.


## DEI Actions

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

| Measure                                                           | Economy | Global |
| ----------------------------------------------------------------- | ------- | ------- |
| Targeted recruitment, retention and progression initiatives       | 75      | 48      |
| Pay equity reviews and salary audits                             | 55      | 39      |
| Support workers with caregiving responsibilities                    | 55      | 26      |


## AI Strategy

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

| Strategy                                                                         | Economy | Global |
| -------------------------------------------------------------------------------- | ------- | ------- |
| Reskilling and upskilling your existing workforce to better work alongside AI      | 72      | 77      |
| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 67      | 69      |
| Re-orienting your organization to target new business opportunities created by AI | 67      | 49      |

Working Age Population (Millions): 17.2
Future of Jobs Report 2025 169


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 17
# FIGURE 1.5 Dual impact of declining and growing labour forces, by economy and income group, 2025-2030

Share of surveyed employers impacted by growing working-age populations and share of surveyed employers impacted by ageing and declining working-age populations.

## Visual Description

The figure presents a scatter plot visualizing the dual impact of changing working-age populations on employers across different economies. The x-axis represents the percentage of surveyed employers impacted by *growing* working-age populations, while the y-axis represents the percentage impacted by *ageing and declining* working-age populations.  Each point on the graph represents a country, color-coded by income group:

* Light Blue: High income
* Light Purple: Lower-middle income
* Teal: Upper-middle income

A vertical line at approximately 25% on the x-axis and a horizontal line at approximately 40% on the y-axis represent the global averages for impacted employers.  The label "Global: 25%" is placed below the vertical line, and "Global: 40%" is placed to the left of the horizontal line.

The plot shows considerable variation between countries.  Morocco, for example, is impacted by declining working-age populations significantly more than the global average, while being impacted by growing populations far less than the global average. Conversely, Japan experiences a high impact from both declining and growing populations, exceeding the global average in both aspects.  Many high-income countries cluster in the upper-right quadrant, indicating they are experiencing both declining and growing workforce impacts above the global averages.


## Key Insights

* Globally, a larger percentage of employers are impacted by ageing and declining populations (40%) compared to growing populations (25%).
* There's significant variation across countries in terms of the impact of both growing and declining working-age populations.
* Many high-income nations face the dual challenge of both declining and growing workforces. This could reflect changing demographics within these economies.
* Some countries are heavily impacted by one factor more than the other, suggesting specific demographic trends and potential policy implications.

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 170
# Mexico

## 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) | 65% | 41% |
| Tertiary Education Attainment (2023) | 27% | 19% |
| Ease of finding skilled employees in local labour market (2024) | 16% | 5 |
| Fill vacancies by hiring foreign labour (2024) | 2% | 4 |
| Country investment in mid-career training (2022) | 3% | 2 |

## Jobs and Skills outlook

**16%** | Global 22%

*Labour-market churn*

*Five-year structural labour-force churn*


**40%** | Global 39%

*Skill disruption*

*Shares of core skills which will change*


**94%** | 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 | 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 |  |  |
| Slower economic growth |  |  |
| Rising cost of living, higher prices or inflation |  |  |


| Trend |  |  |
|---|---|---|
| Ageing and declining working-age populations | 77% | 41% |
| Increased geopolitical division and conflicts | 59% | 30% |
| Increased restrictions to global trade and investment | 49% | 26% |
| Growing working-age populations | 49% | 23% |
| Stricter anti-trust and competition regulations | 44% | 15% |
| Increased government subsidies and industrial policy | 42% | 13% |


### 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 | 95% | 20% |
| Quantum and encryption | 63% | 19% |
| Biotechnology and gene technologies | 45% | 19% |
| Satellites and space technologies | 35% | 12% |


## 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 chart displays net growth projections for various roles, ordered by net role growth. Data Analysts and Scientists show the highest positive net growth (47%), followed by AI and Machine Learning Specialists (46%). General and Operations Managers show a slight positive net growth (2%), while Assembly and Factory Workers show a slight negative net growth (-5%). Accounting, Bookkeeping and Payroll Clerks, along with Administrative Assistants and Executive Secretaries, show significant negative net growth (-20% and -25% respectively).  Additional numbered columns (1, 2, 3) are present to the right of the net growth percentage data but their meaning is not visible in the image. The chart also visually represents job growth, displacement, and churn through different colored bars.

## 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 |  |  |
| Analytical thinking |  |  |
| Leadership and social influence |  |  |
| Service orientation and customer service |  |  |
| Empathy and active listening |  |  |

| SKILLS OF INCREASING USE BY 2030 |  |  |
|---|---|---|
| AI and big data |  | 93% |
| Creative thinking |  | 77% |
| Networks and cybersecurity |  | 73% |
| Resilience, flexibility and agility |  | 73% |
| Leadership and social influence |  | 70% |


*Future of Jobs Report 2025 170*


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 172
# Economy Profile
## Morocco

## Contextual indicators

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

## Jobs and Skills outlook

**27%** | Global 22%
*Labour-market churn*
*Five-year structural labour-force churn*

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

**81%** | 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*

|  | Economy | Global |  |  | Global |
|---|---|---|---|---|---|
| Increased efforts and investments to reduce carbon... |  |  | Increased government subsidies and industrial policy |  | 25% |
| Increased efforts and investments to adapt to climate... |  |  | Increased restrictions to global trade and investment |  | 25% |
| Slower economic growth |  |  | Increased focus on labour and social issues |  | 20% |
| Broadening digital access |  |  | Ageing and declining working-age populations |  | 20% |
| Rising cost of living, higher prices or inflation |  |  | Growing working-age populations |  | 5% |
| Increased geopolitical division and conflicts |  |  |  |  |  |


### Technology trends

#### Technology trends driving business transformation

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


|  | Economy | Global |  |  | Global |
|---|---|---|---|---|---|
| AI and information processing technologies (big data, VR, AR... |  |  | Sensing, laser and optical technologies |  | 20% |
| Energy generation, storage and distribution |  |  | Biotechnology and gene technologies |  | 10% |
| Robots and autonomous systems |  |  | Satellites and space technologies |  | 5% |
| New materials and composites |  |  | Quantum and encryption |  | 5% |
| Semiconductors and computing 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


## Skill outlook


### Skills of increasing use by 2030

*Skills of the most increase in use by 2030*

* Economy
* Global


## Visual Description

Several horizontal bar charts visualize data related to the economy and job market of Morocco.

**Contextual Indicators:** This chart shows various economic indicators for Morocco compared to regional and income group averages.  It includes indicators such as labor force participation, vulnerable employment, NEET rate, and unemployment rates for workers with different education levels.  The chart uses a horizontal bar format with minimum and maximum values indicated.  Many values for Morocco are not available (NA).

**Jobs and Skills Outlook:**  This section displays four key metrics as large percentages: Labour-market churn (27%), Skill disruption (37%), Organizations with DEI priorities (81%), and AI exposure (94%). Global averages are provided for comparison.

**Macrotrends Driving Business Transformation:** Two charts are presented, each comparing Morocco's data with global data. The first chart focuses on macrotrends like economic efforts related to climate change, economic growth, digital access, cost of living, and geopolitical issues. The second chart focuses on technology trends like AI, energy, robotics, and new materials.

**Key Roles for Business Transformation:** This chart displays the net growth and churn for various job roles, comparing Morocco's situation to the global average. The chart uses horizontal bars and triangles to indicate the positions of Morocco and the global average on a scale from -100% to 100%.

**Skills of Increasing Use by 2030:** Two charts illustrate the expected increase in use of certain skills by 2030. The first chart shows the current core skills of 2025 (Leadership and social influence, Resource management and operations, Creative thinking, AI and big data, Resilience, flexibility, and agility) and their expected increase in use, comparing Morocco to the global average. The second chart focuses on skills of increasing use by 2030 (AI and big data, Creative thinking, Leadership and social influence, Networks and cybersecurity, Analytical thinking), again comparing Morocco to the global average.


**Key Insights:**

* **Skills gap:**  Morocco appears to lag behind the global average in adopting certain technologies and developing key skills, particularly in areas like AI.
* **Job market transformation:** Certain job roles are expected to grow significantly while others decline, highlighting the need for workforce adaptation.
* **Focus on core skills:** Leadership, social influence, creative thinking, and digital skills are becoming increasingly crucial for the future workforce.
* **Economic challenges:** Morocco faces challenges related to vulnerable employment, unemployment, and economic growth, requiring strategic interventions.


**Future of Jobs Report 2025 172** indicates this information is from a larger report.


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 171
# Mexico

## Upskilling and reskilling outlook

* 35 | Global 41: Would not need training by 2030
* 31 | Global 29: Would be upskilled in their current role
* 23 | 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 | Global | Combination | Global | Technology | Global |
| ----------- | ----- | ------ | ----------- | ------ | --------- | ------ |
| ALL TASKS - Now |       |        |            |       |           |       |
| ALL TASKS - 2030 |       |        |            |       |           |       |

## Visual Description

Two stacked horizontal bar charts visualize the percentage of tasks completed by humans, technology, or a combination of both for "Now" and "2030." Each segment of the stacked bars represents the percentage of tasks completed by each category.  The charts also include global averages for comparison.  The specific numerical percentages are not fully visible in the image.

**Key Insights:**

* The visualization suggests a shift in task completion from predominantly human to a greater reliance on technology or human-technology combination by 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**

* Funding for reskilling and upskilling: 51% (Economy) | 55% (Global)
* Flexibility on hiring and firing practices: 49% | 44%
* Improvements to public education systems: 48% | 47%
* Provision of reskilling and upskilling: 40% | 52%
* Flexibility on setting wages: 39% | 38%

## Key barriers for business transformation

### Transformation barriers

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

* Skills gaps in the labour market: 63% | 63%
* Organization culture and resistance to change: 50% | 46%
* Outdated or inflexible regulatory framework: 40% | 39%
* Lack of adequate data and technical infrastructure: 34% | 32%
* Inability to attract talent to the industry: 31% | 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**

* Growing: 45% (Economy) | 45% (Global)
* Similar: 9% | 8%
* Declining: 52% | 41%


## 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%) | 38% (+100%)
* Talent development of existing workforce: 6% (-100%) | 68% (+100%)
* Talent retention of existing workforce: 18% (-100%) | 53% (+100%)

## Visual Description

Three horizontal bar charts display expected changes in talent availability (when hiring, development of existing workforce, and retention).  Each chart shows the percentage expecting improvement (light blue) and worsening (purple).  A triangle marker indicates the global average for comparison.

**Key Insights:**

* Hiring: Expected decline in talent availability.
* Development: Expected improvement in talent development.
* Retention: Expected improvement in talent retention.

## DEI Actions

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

* 61 | Global 51: Run comprehensive DEI training for managers and staff
* 56 | Global 48: Targeted recruitment, retention, and progression initiatives
* 52 | 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**

* 83 | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI
* 79 | Global 69: Hiring new people with skills to *design* AI tools and enhancements appropriate for the organization-specific skills
* 75 | 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 174
# Netherlands

## Contextual indicators

| INDICATORS |  |  |
|---|---|---|
| **Regional average** | **Income Group average** |  |
| 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

* **19%** (Global 22%)
    * Labour-market churn
    * Five-year structural labour-force churn

* **30%** (Global 39%)
    * Skill disruption
    * Shares of core skills which will change

* **93%** (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*

|  | Economy | Global |
|---|---|---|
| Broadening digital access |  |  |
| Ageing and declining working-age populations |  |  |
| Increased efforts and investments to reduce carbon... |  |  |
| Increased geopolitical division and conflicts |  |  |
| Rising cost of living, higher prices or inflation |  |  |
| Increased efforts and investments to adapt to climate... |  |  |


|  |  |
|---|---|
| Increased focus on labour and social issues | 42% (46%) |
| Slower economic growth | 42% (42%) |
| Growing working-age populations | 28% (24%) |
| Increased government subsidies and industrial policy | 22% (21%) |
| Increased restrictions to global trade and investment | 22% (23%) |
| Stricter anti-trust and competition regulations | 16% (17%) |


### Technology trends driving business transformation

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

|  | 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 | 19% (18%) |
| Quantum and encryption | 14% (12%) |
| Biotechnology and gene technologies | 13% (11%) |
| Satellites and space technologies | 6% (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)*


|  | 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 | 288 | 82 | 288 |  |  |
| Data Analysts and Scientists | 59 | 41 | 59 |  |  |
| Business Intelligence Analysts | 15 | 18 | 16 |  |  |
| General and Operations Managers | -2 | 4 | 8 |  |  |
| Administrative Assistants and Executive Secretaries | -23 | -20 | 23 |  |  |
| Accounting, Bookkeeping and Payroll Clerks | -26 | -18 | 26 |  |  |


## 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 |  |  |
| Empathy and active listening |  |  |
| Leadership and social influence |  |  |
| Motivation and self-awareness |  |  |

| SKILLS OF INCREASING USE BY 2030 |  |
|---|---|
| AI and big data | 92% (75%) |
| Resilience, flexibility and agility | 73% (75%) |
| Technological literacy | 70% (59%) |
| Curiosity and lifelong learning | 69% (59%) |
| Networks and cybersecurity | 68% (58%) |


## Visual Description

Several bar charts and a table are presented, showcasing data related to the Netherlands' economy, skills, and projected job market trends.

**Contextual Indicators & Jobs and Skills Outlook:** These sections use horizontal bar charts to represent metrics like labor force participation, skill disruption, and DEI priorities, comparing Netherlands' data with global averages.

**Macrotrends and Technology Trends:** These sections use horizontal bar charts to illustrate the percentage of organizations that identify specific macrotrends (e.g., broadening digital access, economic growth) and technology trends (e.g., AI, robotics) as likely drivers of business transformation. The charts compare the Netherlands' data with global data.

**Key Roles for Business Transformation:** This section uses a combination of a table and a horizontal bar chart. The table lists key roles and their net growth, job growth, job displacement, and churn percentages. The bar chart visualizes the net growth of these roles, comparing Netherlands' data with global data. It appears to rank roles by their net growth in the Netherlands.

**Skills of Increasing Use by 2030:** This section uses horizontal bar charts to show the projected increase in the use of specific skills by 2030, comparing Netherlands' data with global data for both core skills of 2025 and skills of increasing use by 2030.


**Key Insights:**

* The Netherlands shows lower labor market churn and skill disruption compared to the global average.
*  There's a high adoption of DEI priorities and AI programs in the Netherlands compared to the global average.
*  Broadening digital access, ageing populations, and efforts to reduce carbon emissions are identified as key drivers of business transformation in the Netherlands, largely aligning with global trends.
*  AI and information processing technologies are recognized as significant technological drivers of business transformation in the Netherlands.
*  Roles related to AI and data analysis are expected to see significant growth in the Netherlands, while administrative and clerical roles may decline.
* Analytical thinking, resilience/flexibility, and technological literacy are projected to be highly sought-after skills in the Netherlands by 2030.


The "Future of Jobs Report 2025 174" suggests this data is sourced from a report with that title and page number.


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 175
# Netherlands

## Upskilling and reskilling outlook

* 35 | Global 41: Would not need training by 2030
* 33 | Global 29: Would be upskilled in their current role
* 20 | 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**

## Visual Description

Two stacked horizontal bar charts represent the proportion of tasks completed by humans, technology, or a combination of both, for "Now" and "2030." Each segment within the bars is labeled with a percentage.

**Key Insights:**

* A shift is projected towards increased involvement of technology in task completion by 2030.
* Human-only tasks are expected to decrease.
* The proportion of tasks involving a combination of humans and technology is expected to increase.

**Data Extraction:**

**Now:**
* Human: 45%
* Combination: 32%
* Technology: 23%

**2030:**
* Human: 30%
* Combination: 35%
* Technology: 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**

* Funding for reskilling and upskilling: 53% | Global: 55%
* Provision of reskilling and upskilling: 48% | Global: 52%
* Improvements to public education systems: 43% | Global: 47%
* Flexibility on hiring and firing practices: 40% | Global: 44%
* Changes to immigration laws: 38% | Global: 26%


## Key barriers for business transformation

### Transformation barriers

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

* Skills gaps in the labour market: 69% | Global: 63%
* Organization culture and resistance to change: 41% | Global: 46%
* Outdated or inflexible regulatory framework: 39% | Global: 39%
* Inability to attract talent to the industry: 38% | Global: 37%
* Lack of adequate data and technical infrastructure: 38% | Global: 32%


## 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**

## Visual Description

A stacked horizontal bar chart shows the projected change in wages as a percentage of total company revenue.  The categories are "Growing," "Similar," and "Declining." Percentages are labeled on the right side of each segment.

**Data Extraction:**

* Growing: 45% | Global 53%
* Similar: 53% | Global 41%
* Declining: 2% | Global 8%


## 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 visualize the expected change in talent availability (when hiring, development of existing workforce, and retention of existing workforce).  Each chart has a negative side representing worsening availability and a positive side showing improving availability. The global average is marked with a triangle on each bar.

**Data Extraction:**

* **Talent availability when hiring:** Improving: 56% to +100% | Worsening: -100% to 15%
* **Talent development of existing workforce:** Improving: 8% to +100% | Worsening: -100% to 56%
* **Talent retention of existing workforce:** Improving: 24% to +100% | Worsening: -100% to 27%

## DEI Actions

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

* 64 | Global 42: Set DEI goals, targets or quotas
* 63 | Global 48: Targeted recruitment, retention and progression initiatives
* 54 | 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**

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

Future of Jobs Report 2025 175


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 176
# Nigeria

## 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) |  | 8% |
| Ease of finding skilled employees in local labour market | (2024) |  | 4 |
| 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)
* **41%** (Global 39%): Skill disruption (Shares of core skills which will change)
* **100%** (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

| Trend | Economy | Global |
|---|---|---|
| Broadening digital access |  |  |
| Increased efforts and investments to adapt to climate change... |  |  |
| Rising cost of living, higher prices or inflation |  |  |
| Increased geopolitical division and conflicts |  |  |
| Increased efforts and investments to reduce carbon emissions... |  |  |
| Increased government subsidies and industrial policy |  |  |
| Increased focus on labour and social issues |  | 35% |
| Growing working-age populations |  | 25% |
| Slower economic growth |  | 25% |
| Ageing and declining working-age populations |  | 20% |
| Increased restrictions to global trade and investment |  | 15% |
| Stricter anti-trust and competition regulations |  | 5% |


### 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 |  |  |
| Satellites and space technologies |  | 16% |
| Quantum and encryption |  | 5% |
| Sensing, laser and optical technologies |  | 5% |
| Biotechnology and gene technologies |  | 5% |


## 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 |  |  |  |  | 34 |
| Data Analysts and Scientists |  |  |  |  | 23 |
| Sustainability Specialists |  |  |  |  | 23 |
| Financial Analysts |  |  |  |  | 9 |
| Lawyers |  |  |  |  | 5 |
| Accountants and Auditors |  |  |  |  | 1 |


## Skill outlook

### Skills of increasing use by 2030

*Skills of the most increase in use by 2030*

| Core Skills of 2025 | Economy | Global | Skills of increasing use by 2030 | Economy | Global |
|---|---|---|---|---|---|
| Analytical thinking |  |  | Networks and cybersecurity |  | 87% |
| Creative thinking |  |  | AI and big data |  | 80% |
| Leadership and social influence |  |  | Systems thinking |  | 67% |
| AI and big data |  |  | Resilience, flexibility and agility |  | 64% |
| Resilience, flexibility and agility |  |  | Creative thinking |  | 64% |



## Visual Description

Several bar charts and one combination chart are present, showing data related to business transformation, technology trends, skills, and job roles.  The bar charts compare "Economy" (light blue) and "Global" (dark blue) data. The combination chart depicts net growth, job growth, job displacement, and global net growth for specific roles.  Key insights and data are transcribed within the tables above. The visual elements are converted into text within the tables and lists above.

---

Future of Jobs Report 2025 176


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 177
# Nigeria

## Upskilling and reskilling outlook

* 40 | Global 41: Would not need training by 2030
* 29 | Global 29: Would be upskilled in their current role
* 22 | 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

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 "now" and "2030."  "Now," human-led tasks are slightly less than technology-driven ones. By 2030, the combination category grows significantly, overtaking both human and technology.  Specific percentages are visible for each category and timeframe (e.g., 44%, 29%, 28% for the "Now" row), but the exact correspondence between colors and categories is difficult to determine from the image alone.

**Bar Charts: Key barriers for business transformation, Talent Availability, etc.**

These charts show the percentage of respondents from the local economy and globally who hold certain opinions or expect certain trends. For example, one chart displays barriers to business transformation, including skills gaps, inability to attract talent, and organizational culture resistance.  Another chart focuses on talent availability trends (improving, worsening), separated by hiring, development, and retention of existing workforce.  There are also bar charts on public policy impact on talent availability, wage trends, planned DEI actions, and AI strategy implementation.  Each chart provides both local economy and global data points for comparison. Specific percentages are called out for each item.


## 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 73% | GLOBAL 55%
* Provision of reskilling and upskilling: ECONOMY 73% | GLOBAL 52%
* Changes to labour laws related to remote work: ECONOMY 60% | GLOBAL 36%
* Improvements to public education systems: ECONOMY 53% | GLOBAL 47%
* Flexibility on hiring and firing practices: ECONOMY 47% | GLOBAL 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**


## Visual Description

A stacked bar chart shows projected wage trends.  The segments represent "Growing," "Similar," and "Declining." Percentages are provided for each segment.

## Transformation barriers

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

* Skills gaps in the labour market: ECONOMY 65% | GLOBAL 63%
* Inability to attract talent to the industry: ECONOMY 50% | GLOBAL 37%
* Organization culture and resistance to change: ECONOMY 50% | GLOBAL 46%
* Outdated or inflexible regulatory framework: ECONOMY 35% | GLOBAL 39%
* Shortage of investment capital: ECONOMY 35% | GLOBAL 26%


## Talent availability outlook

### Talent trend

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

* Talent availability when hiring: +100% | 33%
* Talent development of existing workforce: +100% | 73%
* Talent retention of existing workforce: +100% | 47%



## DEI Actions

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

* 53 | Global 42: Set DEI goals, targets or quotas
* 47 | Global 48: Targeted recruitment, retention and progression initiatives
* 47 | Global 26: Support workers with caregiving responsibilities


## AI Strategy

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

* 93 | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI
* 64 | Global 62: Hiring new people with skills to better work alongside AI
* 57 | Global 49: Re-orienting your organization to target new business opportunities created by 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 173
# Morocco

## Upskilling and reskilling outlook

|                                       | Economy | Global |
|---------------------------------------|---------|--------|
| Would not need training by 2030      | 53      | 41     |
| Would be upskilled in their current role | 23      | 29     |
| Would be upskilled and redeployed      | 17      | 19     |
| Would be unlikely to upskill           | 8       | 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

A stacked bar chart displays the projected shift in task completion from "Now" to "2030," categorized by Human, Combination (of human and technology), and Technology.  The "Now" data shows a larger portion of tasks completed by humans, followed by technology, then a smaller combination segment. The "2030" projection indicates a decrease in purely human-led tasks, a substantial increase in combination tasks, and a slight increase in technology-led tasks. Specific percentage values are provided at the end of each bar segment. (See table above for percentages).

**Key insight:**  A shift is expected towards more human-technology collaboration in task completion by 2030.  While technology's role is growing, the combined approach suggests that human input will remain relevant.


## 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**

|                                               | ECONOMY | GLOBAL |
|-----------------------------------------------|---------|--------|
| Funding for reskilling and upskilling         | 53%     | 55%    |
| Wage subsidies                               | 53%     | 26%    |
| Flexibility on setting wages                 | 41%     | 38%    |
| Provision of reskilling and upskilling       | 41%     | 52%    |
| Improved transport infrastructure and services | 35%     | 22%    |


## Transformation barriers

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

|                                                      | ECONOMY | GLOBAL |
|---------------------------------------------------|---------|--------|
| Skills gaps in the labour market                   | 62%     | 63%    |
| Organization culture and resistance to change        | 43%     | 46%    |
| Shortage of investment capital                    | 33%     | 26%    |
| Insufficient understanding of opportunities          | 24%     | 25%    |
| Lack of adequate data and technical infrastructure | 24%     | 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**


## Visual Description

A stacked bar chart illustrates the projected share of wages and other worker compensation as a percentage of total company revenue.  The categories are Growing, Similar, Declining, with each segment further broken down by Economy and Global perspectives.  The Economy projection shows a larger Growing segment, a moderate Similar segment, and a smaller Declining segment.  The Global projection follows a similar pattern but with different proportions. Percentage labels are provided at the right end of each bar segment (59% 29% 12% and 52% 41% 8%).


## 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                |       |       |
| Talent development of existing workforce        |       |       |
| Talent retention of existing workforce          |       |       |


## Visual Description

Three horizontal bar charts depict the perceived change in talent availability, development, and retention over five years.  Each chart has a scale from -100% to +100%, with segments representing "Improving" (light blue) and "Worsening" (light purple). Triangles indicate global averages.  For hiring, there is a positive outlook with improvement outweighing worsening. Development shows strong positive expectations. Retention presents a slight decline, with worsening slightly greater than improvement.


## DEI Actions

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

|                                                                   | Economy | Global |
|----------------------------------------------------------------|---------|--------|
| Run comprehensive DEI training for managers and staff              | 56      | 51     |
| Targeted recruitment, retention and progression initiatives           | 50      | 48     |
| 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**


|                                                                                                    | Economy | Global |
|-------------------------------------------------------------------------------------------------|---------|--------|
| Re-orienting your organization to target new business opportunities created by AI                     | 69      | 49     |
| Reskilling and upskilling your existing workforce to better work alongside AI                           | 63      | 77     |
| Transitioning people from jobs that AI will cause to decline, to other roles within your organization | 56      | 47     |

---
Future of Jobs Report 2025 173


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 178
# Norway

## 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

**14%** | 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*

**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*

| Economy | Global | Increased focus on labour and social issues | 39% |
|---|---|---|---|
|  |  | Growing working-age populations | 32% |
|  |  | Stricter anti-trust and competition regulations | 26% |
|  |  | Increased geopolitical division and conflicts | 26% |
|  |  | Increased government subsidies and industrial policy | 10% |
|  |  | Increased restrictions to global trade and investment | 10% |


*Increased efforts and investments to reduce carbon...*

*Increased efforts and investments to adapt to climate...*

*Broadening digital access*

*Rising cost of living, higher prices or inflation*

*Slower economic growth*

*Ageing and declining working-age populations*



### Technology trends driving business transformation

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

| Economy | Global | Semiconductors and computing technologies | 13% |
|---|---|---|---|
|  |  | Sensing, laser and optical technologies | 10% |
|  |  | Quantum and encryption | 7% |



*AI and information processing technologies (big data, VR, AR...*

*Robots and autonomous systems*

*Energy generation, storage and distribution*

*New materials and composites*

## 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 chart titled "NET GROWTH" displays the net growth and churn for various job roles.  The chart uses a horizontal bar format with a zero point in the middle. Bars extending to the right indicate net growth, while bars extending to the left indicate net loss. Triangular markers indicate global net growth figures.

**Key insights:**

* **Business Development Professionals:** Show positive net growth.
* **AI and Machine Learning Specialists:**  Show positive net growth.
* **Financial Analysts:** Show positive net growth.
* **Business Intelligence Analysts:** Show positive net growth.
* **Assembly and Factory Workers:** Show minimal net growth.
* **Accounting, Bookkeeping, and Payroll Clerks:** Show negative net growth.


| Job Role | Net Growth (%) | Global Net Growth (%) | Churn (%) |
|---|---|---|---|
| Business Development Professionals | 20 | 19 | 20 |
| AI and Machine Learning Specialists | 18 | 82 | 18 |
| Financial Analysts | 17 | 3 | 17 |
| Business Intelligence Analysts | 11 | 18 | 11 |
| Assembly and Factory Workers | 0 | 0 | 14 |
| Accounting, Bookkeeping and Payroll Clerks | -20 | -18 | 20 |


## Skill outlook

### Skills of increasing use by 2030

*Skills of the most increase in use by 2030*

| Economy | Global | CORE SKILLS OF 2025 | SKILLS OF INCREASING USE BY 2030 |
|---|---|---|---|
|  |  | Leadership and social influence | 84% | AI and big data | 88% |
|  |  | Resilience, flexibility and agility | 84% | Resilience, flexibility and agility | 84% |
|  |  | Analytical thinking | 80% | Curiosity and lifelong learning | 80% |
|  |  | Motivation and self-awareness | 64% | Networks and cybersecurity | 68% |
|  |  | Curiosity and lifelong learning | 64% | Creative thinking | 68% |

## Future of Jobs Report 2025 178


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 179
# Norway

## Upskilling and reskilling outlook

* **41** | 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
* **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 | Combination | Technology |
|-------------|-------|-------------|-----------|
| ALL TASKS Now |       |             |           |
| 2030       |       |             |           |


## Visual Description

Two stacked bar charts visualize the changing nature of work between now and 2030. Each bar represents 100% of all tasks.  Segments within the bar are colored and correspond to whether the task is performed predominantly by humans (light blue), a combination of humans and technology (medium blue), or predominantly by technology (dark blue). Global averages are provided as labels at the end of each segment for comparison.

* **Now:** 50% Human (Global 34%), 34% Combination (Global 30%), 16% Technology (Global 22%)
* **2030:** 35% Human (Global 37%), 37% Combination (Global 33%), 28% Technology (Global 34%)

**Key Insights:**  The visualization shows a shift towards greater involvement of technology in tasks.  While human involvement is projected to decrease, the combined human-technology segment is expected to increase, suggesting a growing trend of collaboration between humans and machines rather than complete automation. The proportion of tasks performed solely by technology also sees a noticeable 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**

* Funding for reskilling and upskilling: **74%** (Economy) | **55%** (Global)
* Provision of reskilling and upskilling: **52%** (Economy) | **52%** (Global)
* Changes to labour laws related to remote work: **48%** (Economy) | **36%** (Global)
* Flexibility on hiring and firing practices: **48%** (Economy) | **44%** (Global)
* Changes to pension schemes and retirement ages: **30%** (Economy) | **25%** (Global)


## Transformation barriers

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

* Skills gaps in the labour market: **48%** (Economy) | **63%** (Global)
* Organization culture and resistance to change: **42%** (Economy) | **46%** (Global)
* Shortage of investment capital: **36%** (Economy) | **26%** (Global)
* Inability to attract talent to the industry: **32%** (Economy) | **37%** (Global)
* Outdated or inflexible regulatory framework: **32%** (Economy) | **39%** (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: **26%** (Economy) | **52%** (Global)
* Similar: **52%** (Economy) | **41%** (Global)
* Declining: **22%** (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: **52%** (Improving), **9%** (Worsening)
* Talent development of existing workforce: **0%** (Improving), **70%** (Worsening)
* Talent retention of existing workforce: **26%** (Improving), **35%** (Worsening)


## DEI Actions

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

* **65** | Global 51: Run comprehensive DEI training for managers and staff
* **65** | Global 48: Targeted recruitment, retention and progression initiatives
* **48** | Global 33: Anti-harassment protocols

## 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
* **70** | Global 69: Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills
* **61** | Global 47: Transitioning people from jobs that AI will cause to decline, to other roles within your organization


Future of Jobs Report 2025 179


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 181
# Philippines

## Upskilling and reskilling outlook

|                             |                          |                           |                           |
| --------------------------- | ------------------------ | ------------------------- | ------------------------- |
| 32 | Global 41                | 28 | Global 29             | 27 | Global 19             | 13 | Global 11             |
| Would not need training by 2030 | Would be upskilled in their current role | Would be upskilled and redeployed | Would be unlikely to upskill |



## 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

There are several bar charts and stacked bar charts present in the image.

**Human-machine frontier:** This stacked bar chart shows the percentage of tasks completed by predominantly people, technology, or a combination of both, now and projected for 2030.  It distinguishes between the Philippines economy and global averages. It appears that the proportion of tasks completed by humans decreases from now to 2030, while the proportion completed by technology increases. The proportion completed by a combination seems relatively stable. Specific percentages are visible for the global data in 2030 and both global and Philippine economy for "Now".

**Public policies to improve talent availability:** This horizontal bar chart displays the share of respondents who agree that a particular public policy has the greatest potential to increase talent availability.  It compares responses from the Philippine economy to the global average.  "Flexibility on hiring and firing practices" seems to be the most agreed-upon policy in the Philippines, while globally "Provision of reskilling and upskilling" and "Funding for reskilling and upskilling" have higher agreement.

**Transformation barriers:** This horizontal bar chart shows the share of organizations surveyed expecting specific barriers will hinder their organization's transformation.  It compares the Philippines economy to the global average. "Skills gaps in the labor market" appears to be the most significant barrier in both the Philippines and globally.

**Wage trends:** This stacked horizontal bar chart presents the share of organizations projecting the share of wages and other forms of workers' compensation as a percentage of the company's total revenues. Data is shown for "Growing," "Similar," and "Declining" wages, comparing the Philippine economy to the global average.  Globally, there's a larger percentage in the "Similar" category, while the Philippines has a higher percentage in "Growing".

**Talent trend:** This horizontal bar chart with diverging bars displays the share of respondents who expect their talent availability to improve or worsen in five years for "Talent availability when hiring," "Talent development of existing workforce," and "Talent retention of existing workforce." The chart compares the Philippines situation with the global average.  For all three categories, the Philippines leans slightly more towards worsening than the global average.


**DEI Actions & AI Strategy:** These sections contain data presented as numerical values within colored boxes.

* **DEI Actions:**  This shows the share of employers surveyed planning to implement specific diversity, equity, and inclusion measures. These measures include DEI training, setting DEI goals, and targeted recruitment.

* **AI Strategy:** This shows the share of employers surveyed planning to implement specific strategies in response to AI's increasing capability and prevalence. These strategies include reskilling the existing workforce, hiring new people with AI skills, and re-orienting the organization for new AI-driven business opportunities.


## 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


* Flexibility on hiring and firing practices: Economy 57%, Global 44%
* Provision of reskilling and upskilling: 52%, Global 52%
* Funding for reskilling and upskilling: 48%, Global 55%
* Improvements to public education systems: 48%, Global 47%
* Changes to immigration laws: 44%, Global 26%


## Key barriers for business transformation

**Transformation barriers**

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


* Skills gaps in the labour market: Economy 67%, Global 63%
* Lack of adequate data and technical infrastructure: 49%, Global 32%
* Inability to attract talent to the industry: 39%, Global 37%
* Organization culture and resistance to change: 39%, Global 46%
* Insufficient understanding of opportunities: 36%, Global 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: 50% to -100% | +100% | 33%
* Talent development of existing workforce: 4% to -100% | +100% | 65%
* Talent retention of existing workforce: 22% to -100% | +100% | 22%

## DEI Actions

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


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

## 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: 96 | Global 77
* Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills: 73 | Global 69
* Re-orienting your organization to target new business opportunities created by AI: 68 | Global 49


## 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. Economy: 48%, 39%, 13%. Global: 52%, 41%, 8%


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 18
# Jobs outlook

Technological change, the green transition, economic uncertainty, geoeconomic fragmentation and demographic shifts are reshaping the labour market. This chapter analyses how employers expect various kinds of jobs to grow and decline in response to these macrotrends and assesses the role of each of these trends in contributing to labour-market transformation.

## 2.1 Total job growth and loss

By combining respondents' job growth and decline expectations with hard data on global employment collected by the ILO, the Future of Jobs Report 2025 estimates that, by 2030, on current predictions, new job creation and job displacement due to macrotrends will represent a combined total of 22% of today's total (formal) jobs. Specifically, macrotrend-driven creation of new jobs is estimated to amount to 170 million jobs, equivalent to 14% of today's total employment. This growth is expected to be offset by the displacement of 92 million current jobs, or 8% of total employment, resulting in a net growth of 78 million jobs (7% of today's total employment) by 2030. Figure 2.1 illustrates the total number of jobs expected to be created and displaced due to labour-market transformation relative to total employment today.


## FIGURE 2.1 Global employment change by 2030

In the next five years, 170 million jobs are projected to be created and 92 million jobs to be displaced, constituting a structural labour market churn of 22% of the 1.2 billion formal jobs in the dataset being studied. This amounts to a net employment increase of 7%, or 78 million jobs.

## Visual Description

The figure is a stacked bar chart representing job creation, destruction, and stability.  It uses a grid of squares where each square represents one million jobs.

* **Jobs destroyed:** Shown in a light purple, and takes up a smaller portion of the total.
* **Jobs stable:** Shown in light blue, and takes up the largest portion of the total.
* **Jobs created:** Shown in teal, and takes up a moderate portion of the total, larger than jobs destroyed but smaller than jobs stable.

**Key Insights:**

* More jobs are expected to be created than destroyed, leading to overall job growth.
* The majority of jobs are expected to remain stable.
* The visual emphasizes a significant churn in the labour market, with a substantial number of jobs being both created and destroyed.

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

**Note:** Please refer to the Appendix for the methodology.

## Growing and declining jobs

The Future of Jobs Survey gathered insights from employers on job roles expected to grow, decline or remain stable within their organizations over the next five years. Respondents were then asked to identify the macrotrends and technological advancements driving job growth and decline in their organizations.


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 180
# Philippines

## Contextual Indicators

| Indicators | Year | Min | Max |
|---|---|---|---|
| Labour force participation | 2022 |  |  |
| Vulnerable employment | 2022 |  |  |
| Share of youth not in employment, education, or training (NEET) | 2022 |  |  |
| Unemployment rate | 2022 |  |  |
| Unemployment rate among workers with basic edu. | 2022 |  |  |
| Unemployment rate among workers with advanced edu. | 2022 |  |  |
| Secondary Education Attainment | 2022 |  | 34% |
| Tertiary Education Attainment | 2022 |  | 25% |
| 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)

**38%** (Global: 39%) Skill disruption (Shares of core skills which will change)

**96%** (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

*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 |  |  |
| Slower economic growth |  |  |
| Increased geopolitical division and conflicts |  |  |
| Ageing and declining working-age populations |  | 46% |
| Rising cost of living, higher prices or inflation |  | 42% |
| Growing working-age populations |  | 33% |
| Stricter anti-trust and competition regulations |  | 27% |
| Increased government subsidies and industrial policy |  | 24% |
| Increased restrictions to global trade and investment |  | 24% |


### 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 |  |  |
| Quantum and encryption |  | 21% |
| Biotechnology and gene technologies |  | 21% |
| Sensing, laser and optical technologies |  | 18% |
| Satellites and space technologies |  | 15% |



## 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 | Global net growth |
|---|---|---|---|---|
| Data Analysts and Scientists | 95 |  |  | 95 |
| AI and Machine Learning Specialists | 60 |  |  | 60 |
| Big Data Specialists | 25 |  |  | 35 |
| Business Development Professionals | 12 |  |  | 16 |
| Assembly and Factory Workers | 2 |  |  | 20 |
| Accounting, Bookkeeping and Payroll Clerks | -26 |  |  | 26 |


## Skill outlook

### Skills of increasing use by 2030

*Skills of the most increase in use by 2030*

| Skill | Economy | Global |
|---|---|---|
| Service orientation and customer service |  |  |
| Analytical thinking |  |  |
| Resilience, flexibility and agility |  |  |
| Leadership and social influence |  |  |
| Motivation and self-awareness |  |  |
| AI and big data | 79% | 85% |
| Resilience, flexibility and agility | 79% | 77% |
| Creative thinking | 79% | 76% |
| Networks and cybersecurity | 64% | 73% |
| Technological literacy | 54% | 65% |


## Visual Description

Several horizontal bar charts visualize data related to the Philippines economy, skills, and job market.  Key insights include expected growth in data and AI-related roles,  high rates of skill disruption, and the importance of DEI priorities for organizations. The charts compare Philippines data with global averages, showing areas where the Philippines leads or lags.  Additional charts show macro trends driving business transformation, technology trends, and skills expected to increase in use by 2030.  A final chart shows projected net growth and churn for specific job roles.  The visualizations generally show the magnitude of change or share of responses as a percentage, using bar length to represent the value.


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 185
# Portugal

## Upskilling and reskilling outlook

| Category                       | Portugal | Global |
| ----------------------------- | -------- | ------- |
| Would not need training by 2030 | 29       | 41      |
| Would be upskilled in their current role | 38       | 29      |
| Would be upskilled and redeployed      | 23       | 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

There are two stacked bar charts illustrating the breakdown of tasks completed by humans, technology, or a combination of both for "Now" and "2030."  The segments in the bars are color-coded: light blue for Human, medium blue for Combination, and dark blue for Technology.  Each segment also has corresponding percentage labels. "Now" data shows approximately 46% Human, 36% Combination, and 18% Technology globally. The Portugal figures are not visible.  "2030" data shows globally approximately 33% Human, 38% Combination, and 29% Technology. Portugal numbers are not visible.

**Key Insights:** The visualization suggests a global shift towards increased involvement of technology and human-technology collaboration in task completion by 2030, with a slight decrease in purely human-led tasks.

## 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          |         |        |
| Provision of reskilling and upskilling          |         |        |
| Changes to labour laws related to remote work    |         |        |
| Flexibility on hiring and firing practices    |         |        |
| Improvements to public education systems       |         |        |

## Visual Description

A horizontal bar chart displays responses regarding the effectiveness of public policies for improving talent availability. Each bar represents a policy, and its length corresponds to the percentage of respondents who agree that it has the greatest potential.  The chart includes data for both the specific economy (Portugal, presumably, given the document title) and global averages. The bars are color-coded: light blue for the Economy and slightly darker blue for Global. Numerical percentage labels appear to the right of the bars. Funding for reskilling and upskilling shows around 60% for the Economy and 55% Globally. Other exact percentages are not fully visible in the image.

**Key Insights:**  Funding and provision of reskilling/upskilling are highly regarded as potential solutions for improving talent availability, both in the specific economy and globally.


## 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                 |         |        |
| Inability to attract talent to the industry     |         |        |
| Outdated or inflexible regulatory framework       |         |        |
| Organization culture and resistance to change  |         |        |
| Lack of adequate data and technical infrastructure |         |        |


## Visual Description

This is a horizontal bar chart showing the perceived barriers to business transformation. Each bar represents a barrier and its length corresponds to the percentage of organizations expecting it to hinder their transformation. The chart includes data for both the Economy and the Global average. The bars are light blue for the Economy and slightly darker blue for Global, with numerical percentage labels to the right.  Skills gaps show about 69% for the Economy and 63% Globally. Exact percentages for the other barriers are not fully visible.

**Key Insights:**  Skills gaps in the labor market and inability to attract talent are identified as major barriers to business transformation, both within the specific economy and globally.


## Talent availability outlook

### Talent trend

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

| Category                              | Value | -100% | +100% |
| ------------------------------------- | ----- | ----- | ----- |
| Talent availability when hiring       | 53%   |       |       |
| Talent development of existing workforce | 13%   |       |       |
| Talent retention of existing workforce | 40%   |       |       |


## Visual Description

This is a series of horizontal, diverging bar charts visualizing the anticipated changes in talent availability over five years. Each chart represents a specific aspect: hiring, development, and retention. The left side represents worsening availability (purple), and the right side improving availability (light blue). A central point represents the current situation (-100%).  Percentages and global average markers (triangles) are also present. For talent availability when hiring, approximately 53% expect improvement with the global average slightly lower.  For talent development, roughly 13% predict improvement, again with the global average slightly lower. Talent retention shows around 40% expecting improvement and the global average slightly lower.

**Key Insights:**  While some improvement is anticipated across all areas, the outlook is most optimistic for talent availability when hiring, followed by retention, with the least positive outlook for talent development.


## DEI Actions

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

| Measure                                              | Value | Global |
| --------------------------------------------------- | ----- | ------- |
| Run comprehensive DEI training for managers and staff | 53    | 51      |
| Targeted recruitment, retention and progression initiatives | 53    | 48      |
| Anti-harassment protocols                           | 53    | 33      |


## AI Strategy

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

| Strategy                                                                     | Value | Global |
| ---------------------------------------------------------------------------- | ----- | ------- |
| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 93    | 69      |
| Hiring new people with skills to better work alongside AI                    | 79    | 62      |
| Reskilling and upskilling your existing workforce to better work alongside AI | 79    | 77      |


## 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 is a stacked horizontal bar chart showing projected wage trends. The bars are segmented into "Growing," "Similar," and "Declining," colored light green, teal, and light purple, respectively. Each segment has corresponding global percentage labels. Roughly 0% project Growing, 53% Similar, and 47% Declining based on global data. Exact percentages for the specific economy are not visible.

**Key Insights:**  Globally, a significant portion of organizations anticipate a decline in the share of wages and worker compensation relative to total revenue, with a larger portion expecting it to remain similar. Very few project an increase.



## Working Age Population (Millions)

7.9


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 184
# Portugal

## Contextual indicators

| Indicators |  |  |
|---|---|---|
|  | Regional average | Income Group average |
| 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

* **9%** (Global 22%): Labour-market churn (Five-year structural labour-force churn)
* **44%** (Global 39%): Skill disruption (Shares of core skills which will change)
* **87%** (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 |
|---|---|---|
| Rising cost of living, higher prices or inflation |  |  |
| Increased efforts and investments to reduce carbon... |  |  |
| Broadening digital access |  |  |
| Increased geopolitical division and conflicts |  |  |
| Slower economic growth |  |  |
| Increased efforts and investments to adapt to climate... |  |  |

### 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 |  |  |


## 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 |  |  |  | 25 | 82 | 25 |
| Business Development Professionals |  |  |  | 13 | 19 | 13 |
| General and Operations Managers |  |  |  | 7 | 4 | 7 |
| Financial Analysts |  |  |  | -8 | 3 | 22 |
| Administrative Assistants and Executive Secretaries |  |  |  | -10 | -20 | 10 |
| Assembly and Factory Workers |  |  |  | -11 | 0 | 31 |

## 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 |  | 83% |
| Empathy and active listening |  | 72% |
| Analytical thinking |  | 72% |
| Leadership and social influence |  | 72% |
| Resource management and operations |  | 67% |

| SKILLS OF INCREASING USE BY 2030 | Economy | Global |
|---|---|---|
| Curiosity and lifelong learning |  | 88% |
| AI and big data |  | 83% |
| Talent management |  | 82% |
| Technological literacy |  | 81% |
| Creative thinking |  | 77% |


## Visual Description

Several bar charts are presented, showing data related to labor market trends, macro trends driving business transformation, technology trends driving business transformation, key roles for business transformation, and skills of increasing use by 2030.  The charts compare data for Portugal against global averages and/or income group averages. Horizontal bars represent percentages or numerical values. Some charts use a combination of light blue and dark blue bars to distinguish between "Economy" (Portugal) and "Global" data. Other charts use bars with different shading to indicate different aspects like "Job Growth," "Job Displacement," "Net Growth," and "Global Net Growth." There's also a horizontal axis with negative and positive percentages in one of the charts. Key insights include the expected growth in AI and Machine learning specialist roles, the importance of skills like resilience, flexibility, and curiosity, and the impact of macro trends like rising cost of living and increasing geopolitical division.


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 182
# Poland

## 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 |  |  |
|---|---|---|
| Secondary Education Attainment (2023) | 62% | 67% |
| Tertiary Education Attainment (2023) | 16% | 32% |
| Ease of finding skilled employees in local labour market (2024) | 10% | 4 |
| Fill vacancies by hiring foreign labour (2024) | 2% | 4 |
| Country investment in mid-career training (2022) | 1% | 3 |

## Jobs and Skills outlook

* **16%** (Global 22%) Labour-market churn (Five-year structural labour-force churn)
* **31%** (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

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

| Trend |  |  |
|---|---|---|
| Increased geopolitical division and conflicts | 55% | 44% |
| Increased efforts and investments to adapt to climate... | 53% | 40% |
| Growing working-age populations | 52% | 31% |
| Increased restrictions to global trade and investment | 52% | 21% |
| Stricter anti-trust and competition regulations | 50% | 15% |
| Increased government subsidies and industrial policy | 45% | 11% |


## Technology trends

### 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 |  |  |


| Trend |  |  |
|---|---|---|
| Sensing, laser and optical technologies | 87% | 16% |
| Quantum and encryption | 64% | 8% |
| Biotechnology and gene technologies | 34% | 7% |
| Satellites and space technologies | 31% | 5% |

## Jobs outlook

### Key roles for business transformation

| Role | Net growth | Job Growth | Job displacement | Net Growth | Global net growth |
|---|---|---|---|---|---|
| AI and Machine Learning Specialists |  |  |  | 39 | 82 |
| Big Data Specialists |  |  |  | 29 | 113 |
| Data Analysts and Scientists |  |  |  | 24 | 41 |
| General and Operations Managers |  |  |  | 0 | 4 |
| Assembly and Factory Workers |  |  |  | -5 | 0 |
| Administrative Assistants and Executive Secretaries |  |  |  | -14 | -20 |

## Skill outlook

### Skills of increasing use by 2030

| Skill | Economy | Global |
|---|---|---|
| Analytical thinking |  | 77% |
| Resilience, flexibility and agility |  | 75% |
| Leadership and social influence |  | 57% |
| Creative thinking |  | 57% |
| Motivation and self-awareness |  | 52% |


| Skill |  |  |
|---|---|---|
| AI and big data | 77% | 100% |
| Networks and cybersecurity | 75% | 71% |
| Curiosity and lifelong learning | 57% | 70% |
| Technological literacy | 57% | 64% |
| Resilience, flexibility and agility | 52% | 61% |


## Visual Description

Several bar charts are presented showcasing various economic and labor market trends for Poland.  Key insights and descriptions are as follows:

**Macrotrends Driving Business Transformation:**  Both Poland and the global average show similar responses, with the highest percentage for "Broadening digital access," followed by "Rising cost of living, higher prices or inflation."  "Increased focus on labour and social issues" has a slightly lower percentage.  "Ageing and declining working-age populations" and "Increased efforts and investments to reduce carbon emissions" have similar, mid-range percentages. The lowest ranked macrotrend is "Slower economic growth."

**Technology Trends Driving Business Transformation:**  "AI and Information Processing Technologies" is the highest ranked for both Poland and globally. "Robots and autonomous systems" are also significant.  "Energy Generation, storage, and distribution" and "New materials and composites" show mid-range responses. "Semiconductors and computing technologies" show the lowest adoption.  Generally, Poland's adoption of these technologies appears slightly lower than the global average.

**Key Roles for Business Transformation:** The chart depicts the net growth and structural churn of specific job roles. AI and Machine Learning Specialists, and Big Data Specialists are showing high positive net growth. Data Analysts and Scientists show some positive growth. General and Operations Managers have minimal net growth close to zero.  Assembly and Factory Workers, and Administrative Assistants and Executive Secretaries are showing negative net growth, indicating job displacement.

**Skills of Increasing Use by 2030:** Analytical thinking, Resilience, flexibility, and agility, Leadership and social influence, Creative thinking, and Motivation and self-awareness are identified as core skills of 2025, with analytical thinking being most important.  AI and Big Data, Networks and cybersecurity, Curiosity and lifelong learning, Technological literacy, and Resilience, flexibility and agility are skills of increasing use by 2030, with AI and Big Data being the most important.

The other charts show contextual information such as labour force participation, vulnerable employment, unemployment rate, education attainment, ease of finding skilled employees, foreign labour recruitment, and investment in mid-career training.  The specific percentage values are difficult to fully extract from the image, but the bar graphs give a general sense of Poland's position relative to the global and/or income group average.  It also shows that Poland has a working age population of 26.5 million.


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 188
# Saudi Arabia

## 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) |  |  |


|  |  |
|---|---|
| **16%** | Global 22% |
| *Labour-market churn* |
| Five-year structural labour-force churn |
| **40%** | Global 39% |
| *Skill disruption* |
| Shares of core skills which will change |
| **85%** | Global 83% |
| *Organizations with DEI priorities* |
| Share of organizations with DEI priorities |
| **73%** | 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*

| Economy | Global | Increased focus on labour and social issues |
|---|---|---|
|  |  | 65% / 50% | 44% / 46% |
|  |  | Increased restrictions to global trade and investment |
|  |  | 59% / 34% | 29% / 23% |
|  |  | Ageing and declining working-age populations |
|  |  | 56% / 47% | 29% / 40% |
|  |  | Increased government subsidies and industrial policy |
|  |  | 56% / 60% | 27% / 21% |
|  |  | Growing working-age populations |
|  |  | 47% / 41% | 18% / 24% |
|  |  | Stricter anti-trust and competition regulations |
|  |  | 47% / 42% | 18% / 17% |

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


### Technology trends driving business transformation

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

| Economy | Global | Quantum and encryption |
|---|---|---|
|  |  | 84% / 86% | 13% / 12% |
|  |  | Semiconductors and computing technologies |
|  |  | 61% / 58% | 13% / 20% |
|  |  | Satellites and space technologies |
|  |  | 58% / 41% | 7% / 9% |
|  |  | Biotechnology and gene technologies |
|  |  | 23% / 30% | 3% / 11% |
| *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* |



## 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 |
|---|---|---|---|
| AI and Machine Learning Specialists | 35 | 82 | 35 |
| Human Resources Specialists | 6 | 5 | 6 |
| Industrial and Production Engineers | 6 | 15 | 6 |
| Electrotechnology Engineers | 4 | 15 | 4 |
| Accountants and Auditors | -4 | -8 | 11 |
| Data Entry Clerks | -21 | -26 | 26 |

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


## Skill outlook

### Skills of increasing use by 2030

*Skills of the most increase in use by 2030*

| CORE SKILLS OF 2025 |  | SKILLS OF INCREASING USE BY 2030 |  |
|---|---|---|---|
| Technological literacy | 63% | Technological literacy | 75% |
| Leadership and social influence | 60% | AI and big data | 70% |
| Quality control | 50% | Networks and cybersecurity | 68% |
| Analytical thinking | 50% | Talent management | 56% |
| Resilience, flexibility and agility | 50% | Leadership and social influence | 54% |


**Future of Jobs Report 2025 188**

## Visual Description

The image presents data visualizations in the form of horizontal bar charts and a combination of bar chart and scatter plot.

The bar charts compare Saudi Arabia's performance against global and income group averages for various indicators related to labor force, education, skill disruption, DEI priorities, AI adoption, macrotrends, technology trends, and skills.  Generally, light blue bars represent the Saudi Arabian economy, and dark blue bars represent global figures. Percentages accompany each bar, indicating the magnitude of the specific measure.

One visualization combines a bar chart with superimposed triangular markers. This chart presents net role growth projections for selected job roles, along with global net growth and churn. The horizontal axis ranges from -100% to 100%, representing net growth. Bars extend to the right of zero for positive growth and to the left for decline.  Triangular markers indicate the global net growth figures for respective job roles.


**Key Insights:**

* **Mixed Labor Market:** Saudi Arabia appears to have some challenges in areas like youth not in employment, education, or training (NEET) but shows positive signs in secondary education attainment. Further context regarding the scales of these indicators is necessary for a complete assessment.

* **Focus on DEI and AI:**  A high percentage of organizations in Saudi Arabia prioritize DEI and have adopted AI programs, suggesting a focus on inclusive and technology-driven growth.

* **Shifting Economic Landscape:**  The macrotrends section indicates the perceived influence of factors like rising living costs, geopolitical issues, and climate change on business transformation.

* **Technological Adoption:**  AI, robotics, and semiconductor technologies are identified as key drivers of business transformation.

* **Skills Gap:** The data suggests an increasing need for technological literacy, AI and big data skills, cybersecurity expertise, and talent management by 2030, indicating a potential future skills gap.

* **Job Transformation:** While certain roles like AI/ML specialists and HR specialists are projected for growth, others like data entry clerks face a significant decline, highlighting the evolving job market due to automation and technological advancements.


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 187
# Romania

## Upskilling and reskilling outlook

* **40** | Global 41: Would not need training by 2030
* **29** | Global 29: Would be upskilled in their current role
* **18** | 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

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


## Visual Description

Two stacked bar charts show the percentage of tasks completed by humans, technology, or a combination of both for "now" and "2030".  The global average percentages are overlaid on each bar.

**Now**:
* Human: Light blue bar
* Global: Dark blue bar segment overlaying the light blue bar.
* Combination: Dark blue bar segment.
* Global: Grey bar segment overlaying the dark blue bar.
* Technology: Grey bar segment.
* Global: Dark grey bar segment overlaying the grey bar.

**2030**: Similar color scheme to the "now" chart, but with different bar lengths.

**Key insights:**
The visualization suggests a shift toward increased technology involvement in tasks between "now" and "2030".  The proportion done by solely humans appears to decrease, while the combined and technology-driven proportions appear to 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 |
|---|---|---|
| Funding for reskilling and upskilling | 62% | 55% |
| Improvements to public education systems | 53% | 47% |
| Provision of reskilling and upskilling | 44% | 52% |
| Changes to labour laws related to remote work | 41% | 36% |
| 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 | 76% | 63% |
| Organization culture and resistance to change | 52% | 46% |
| Inability to attract talent to the industry | 44% | 37% |
| Inability to attract talent to my firm | 28% | 27% |
| Lack of adequate data and technical infrastructure | 26% | 32% |


## 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 | Global | Similar | Global | Declining | Global |
|---|---|---|---|---|---|---|
|  |  | 29% |  | 62% |  | 9% |
|  |  | 52% |  | 41% |  | 8% |


## Visual Description

A stacked horizontal bar chart depicts the wage trends.  Two bars are shown, one above the other.  Each bar is segmented into "Growing", "Similar" and "Declining" sections, with global average percentages displayed within each segment. Light teal, medium teal, and light purple represent Growing, Similar, and Declining, respectively.


## Talent availability outlook

### Talent trend

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

| Measure |  |  |
|---|---|---|
| Talent availability when hiring | 59% | -100% to +100% | 15% |
| Talent development of existing workforce | 6% | -100% to +100% | 59% |
| Talent retention of existing workforce | 18% | -100% to +100% | 38% |

## Visual Description

Three horizontal, diverging stacked bar charts visualize talent trends. Each bar represents a talent measure (availability when hiring, development of existing workforce, and retention of existing workforce).  A purple segment indicates worsening, while a light blue segment shows improving.  A global average triangle marker is overlaid on each bar. Numerical percentages appear to the left and right ends of the bar, representing the end points of the -100% to +100% scale.


## DEI Actions

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

* **47** | Global 51: Run comprehensive DEI training for managers and staff
* **38** | Global 27: Embed DEI goals and solutions across the supply chain
* **35** | 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
* **67** | 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


## 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 183
# Poland

## Upskilling and reskilling outlook

* 42 | Global 41: Would not need training by 2030
* 31 | 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

There are several bar graphs and other visual elements in this image.  The first visualizes the breakdown of task completion between humans, technology, or a combination of both for "now" and "2030". Visually, it appears that human-led tasks decrease significantly by 2030, while technology and combination tasks increase. Specific percentages are provided at the end of each bar.  "Now": Human (light blue) 45%, Combination (medium blue) 39%, Technology (dark blue) 16%.  "2030": Human (light blue) 48%, Combination (medium blue) 30%, Technology (dark blue) 22%.

Another section shows public policy proposals to improve talent availability. These are presented as horizontal bars representing agreement (Economy vs. Global). Policies include "Flexibility on hiring and firing practices" (60% Economy, 44% Global), "Improvements to public education systems" (55% Economy, 47% Global), "Funding for reskilling and upskilling" (52% Economy, 55% Global), "Changes to labour laws related to remote work" (38% Economy, 36% Global), and "Provision of reskilling and upskilling" (38% Economy, 52% Global).

A section on "Transformation barriers" presents horizontal bars for "Economy" vs. "Global" perspectives on barriers hindering organizational transformation. Barriers include "Skills gaps in the labour market" (65% Economy, 63% Global), "Outdated or inflexible regulatory framework" (42% Economy, 39% Global), "Inability to attract talent to the industry" (40% Economy, 37% Global), "Organization culture and resistance to change" (40% Economy, 46% Global), and "Shortage of investment capital" (27% Economy, 26% Global).

"Wage trends" are displayed with horizontal bars divided into "Growing", "Similar," and "Declining" segments, again compared between Economy (38% Growing, 52% Similar, 10% Declining) and Global (52% Growing, 41% Similar, 8% Declining).

"Talent trend" visualizes expectations for talent availability over five years. This is shown using diverging bars from a central point of -100% to +100%  with purple representing "worsening" and light blue representing "improving". The areas for "Talent availability when hiring" (65% improving, 16% worsening),  "Talent development of existing workforce" (9% improving, 51% worsening), and "Talent retention of existing workforce" (30% improving, 30% worsening) are shown.

Finally, there are boxes showing planned DEI actions and AI strategy.  DEI actions include "Targeted recruitment, retention and progression initiatives" (51% Global 48%), "Run comprehensive DEI training for managers and staff" (42% Global 51%), and "Pay equity reviews and salary audits" (37% Global 39%). AI strategies include "Reskilling and upskilling your existing workforce to better work alongside AI" (73% Global 77%), "Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills" (66% Global 69%), and "Re-orienting your organization to target new business opportunities created by AI" (56% Global 49%).

## 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 | 60% | 44% |
| Improvements to public education systems | 55% | 47% |
| Funding for reskilling and upskilling | 52% | 55% |
| Changes to labour laws related to remote work | 38% | 36% |
| Provision of reskilling and upskilling | 38% | 52% |

## 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 | 65% | 63% |
| Outdated or inflexible regulatory framework | 42% | 39% |
| Inability to attract talent to the industry | 40% | 37% |
| Organization culture and resistance to change | 40% | 46% |
| Shortage of investment capital | 27% | 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**

|  | Growing | Global | Similar | Global | Declining | Global |
|---|---|---|---|---|---|---|
|  |  | 38% |  | 52% |  | 10% |
|  |  | 52% |  | 41% |  | 8% |

## Talent availability outlook

**Talent trend**

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

* Talent availability when hiring: 65% Improving, 16% Worsening
* Talent development of existing workforce: 9% Improving, 51% Worsening
* Talent retention of existing workforce: 30% Improving, 30% Worsening

## DEI Actions

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

* 51 | Global 48: Targeted recruitment, retention and progression initiatives
* 42 | Global 51: Run comprehensive DEI training for managers and staff
* 37 | 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**

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


Future of Jobs Report 2025 183


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 186
# Romania

## 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) |  |  |

| Indicators | Year | Min | Max |
|---|---|---|---|
| Secondary Education Attainment | (2022) | 55% | 73% |
| Tertiary Education Attainment | (2022) | 22% | 16% |
| Ease of finding skilled employees in local labour market | (2024) | 17% | 4 |
| Fill vacancies by hiring foreign labour | (2024) | 5% | 4 |
| Country investment in mid-career training | (2022) | 1% | 3 |


## Jobs and Skills outlook

* **Labour-market churn:** 19% (Global 22%)
* **Five-year structural labour-force churn**

* **Skill disruption:** 37% (Global 39%)
* **Shares of core skills which will change**

* **Organizations with DEI priorities:** 82% (Global 83%)
* **Share of organizations with DEI priorities**

* **AI exposure:** 91% (Global 88%)
* **Share of organizations running AI programmes**

## Trend outlook

### Macrotrends driving business transformation

| Trend | Economy | Global |
|---|---|---|
| Broadening digital access |  |  |
| Rising cost of living, higher prices or inflation |  |  |
| Increased efforts and investments to reduce carbon emissions |  |  |
| Increased geopolitical division and conflicts |  |  |
| Ageing and declining working-age populations |  |  |
| Increased restrictions to global trade and investment |  |  |


| Trend | Economy | Global |
|---|---|---|
| Slower economic growth |  |  |
| Increased focus on labour and social issues |  |  |
| Increased efforts and investments to adapt to climate change |  |  |
| Stricter anti-trust and competition regulations |  |  |
| Growing working-age populations |  |  |
| Increased government subsidies and industrial policy |  |  |


### Technology trends driving 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 |  |  |



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


| Role | Net Growth | Global Net Growth | Churn |
|---|---|---|---|
| AI and Machine Learning Specialists | 47 | 82 | 47 |
| Project Managers | 18 | 17 | 19 |
| General and Operations Managers | -7 | 4 | 19 |
| Accountants and Auditors | -9 | -8 | 12 |
| Assembly and Factory Workers | -17 | 0 | 21 |
| Accounting, Bookkeeping and Payroll Clerks | -18 | -18 | 18 |


## 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 |  |  |
| AI and big data |  |  |
| Motivation and self-awareness |  |  |

| Skills of Increasing Use by 2030 | Economy | Global |
|---|---|---|
| AI and big data |  |  |
| Resilience, flexibility and agility |  |  |
| Creative thinking |  |  |
| Technological literacy |  |  |
| Networks and cybersecurity |  |  |



## Visual Description

The image presents data from the Future of Jobs Report 2025.  Several bar charts and a horizontal bar graph are used to visualize the data.

The charts compare Romania's data to global averages and income group averages for contextual indicators, macrotrends, technology trends, key job roles, and skills outlook.  Horizontal bars show the percentage difference between economy and global figures.  For example, the first chart on macrotrends clearly shows that while Broadening Digital Access is seen as a key driver for transformation in Romania, it’s even more so globally.

The horizontal bar graph visualizes the projected net growth and churn of specific job roles.  AI and Machine Learning Specialists, for example, show strong positive net growth, while roles like Accounting, Bookkeeping, and Payroll Clerks show significant negative growth.  The chart also breaks down net growth into job growth, job displacement, and churn.

Key insights that can be gleaned from these visualizations include:

* **Romania has lower than average labor force participation and higher rates of vulnerable employment.**
* **There’s a significant skills gap in Romania related to secondary and tertiary education attainment.**
* **Digital access, the cost of living, and climate change are driving business transformation in Romania, mirroring global trends.**
* **AI and related technologies are key drivers of transformation, along with robotics and automation.**
* **Demand for AI/ML specialists and project managers is expected to grow, while demand for clerical roles is likely to decline.**
* **Analytical thinking, resilience, and flexibility are key skills for the future workforce in Romania.**


The visualization conveys Romania’s current economic and labor market context, along with predicted trends. The data suggests Romania needs to focus on improving education attainment, embracing digital transformation, and developing skills related to analytical thinking and adaptability to succeed in the changing 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 189
# Saudi Arabia

## Upskilling and reskilling outlook

* **50 | Global 41:** Would not need training by 2030
* **27 | Global 29:** Would be upskilled in their current role
* **18 | Global 19:** Would be upskilled and redeployed
* **5 | 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%   | 21%       | 35%   |
|           |       |        |             | 48%   | 30%       | 22%   |
| 2030      |       |        |             |        |            |        |
|           |       |        |             | 31%   | 25%       | 45%   |
|           |       |        |             | 33%   | 33%       | 34%   |


## Visual Description

The bar chart shows the percentage of tasks completed by predominantly people, predominantly technology, or a combination of both for the current time ("Now") and projected for 2030. For "Now" data, approximately 45-48% is attributed to technology, 21-30% to people, and 22-35% to a combination. The 2030 projection shows a slight shift, with technology accounting for a larger portion (45-34%) compared to people (25-33%) and combination (31-33%).



## 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           |         | 79%    |
|                                            |         | 63%    |
| Inability to attract talent to the industry |         | 42%    |
|                                            |         | 37%    |
| Outdated or inflexible regulatory framework |         | 42%    |
|                                            |         | 39%    |
| Organization culture and resistance to change|         | 36%    |
|                                            |         | 46%    |
| Lack of adequate data and technical infrastructure |         | 30%    |
|                                            |         | 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                               | ECONOMY | GLOBAL |
|--------------------------------------|---------|--------|
| Funding for reskilling and upskilling  | 72%     | 55%    |
| Provision of reskilling and upskilling | 52%     | 52%    |
| Wage subsidies                        | 52%     | 26%    |
| Flexibility on setting wages          | 41%     | 38%    |
| Flexibility on hiring and firing practices | 31%     | 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 |
|---------|--------|---------|--------|----------|--------|
|         | 50%    | 39%     | 11%    |          |        |
|         | 52%    | 41%     | 8%     |          |        |

## 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      | 21%   | 45%    |
| Talent development of existing workforce | 3%    | 69%    |
| Talent retention of existing workforce    | 3%    | 55%    |



## DEI Actions

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

* **52 | Global 42:** Set DEI goals, targets or quotas
* **44 | Global 51:** Run comprehensive DEI training for managers and staff
* **41 | 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**

* **73 | Global 77:** Reskilling and upskilling your existing workforce to better work alongside AI
* **58 | Global 69:** Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills
* **50 | 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 19
# Fastest-growing and fastest-declining jobs, 2025-2030

Top jobs by fastest net growth and net decline, projected by surveyed employers

## Top fastest growing jobs

* Big Data Specialists
* FinTech Engineers
* AI and Machine Learning Specialists
* Software and Applications Developers
* Security Management Specialists
* Data Warehousing Specialists
* Autonomous and Electric Vehicle Specialists
* UI and UX Designers
* Light Truck or Delivery Services Drivers
* Internet of Things Specialists
* Data Analysts and Scientists
* Environmental Engineers
* Information Security Analysts
* Devops Engineer
* Renewable Energy Engineers


## Top fastest declining jobs

* Postal Service Clerks
* Bank Tellers and Related Clerks
* Data Entry Clerks
* Cashiers and Ticket Clerks
* Administrative Assistants and Executive Secretaries
* Printing and Related Trades Workers
* Accounting, Bookkeeping and Payroll Clerks
* Material-Recording and Stock-Keeping Clerks
* Transportation Attendants and Conductors
* Door-To-Door Sales Workers, News and Street Vendors, and Related Workers
* Graphic Designers
* Claims Adjusters, Examiners, and Investigators
* Legal Officials
* Legal Secretaries
* Telemarketers


## Visual Description

The figure presents two horizontal bar charts visualizing the projected net growth and decline of various job roles between 2025 and 2030.  The first chart shows the fastest-growing jobs, with the bar extending to the right indicating positive growth. The second chart displays the fastest-declining jobs, with bars extending to the left, representing negative growth.

**Fastest Growing Jobs Chart:**  This chart shows positive net growth percentages ranging from approximately 35% to over 110%. Big Data Specialists demonstrate the highest projected growth, followed by FinTech Engineers.  Other high-growth roles include AI and Machine Learning Specialists, and Software and Application Developers.  Roles related to technology and digitalization appear prominently in this category.

**Fastest Declining Jobs Chart:** This chart shows negative net growth percentages, mostly clustered between -10% and -40%. Postal Service Clerks show the largest decline. Other jobs with significant projected decline include Bank Tellers, Data Entry Clerks, and Cashiers. These roles largely involve clerical work and repetitive tasks, suggesting potential automation or obsolescence.


**Key Insights:** The visualizations highlight a clear shift towards technology-driven roles, with substantial growth expected in areas like Big Data, AI, and Software Development. Conversely, roles involving routine or manual tasks, especially in clerical and administrative fields, are projected to decline. This suggests a need for workforce adaptation and reskilling to meet the changing demands of the labor market.


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 190
# Serbia

## Contextual indicators

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


| INDICATORS |  |  |
|---|---|---|
| Secondary Education Attainment (2023) | *Horizontal bar chart* | 76% |
| Tertiary Education Attainment (2023) | *Horizontal bar chart* | 24% |
| Ease of finding skilled employees in local labour market (2024) | *Horizontal bar chart* | 4 |
| Fill vacancies by hiring foreign labour (2024) | *Horizontal bar chart* | 4 |
| Country investment in mid-career training (2022) | *Horizontal bar chart* | 4 |

## Jobs and Skills outlook

* **18%** (Global 22%): Labour-market churn (Five-year structural labour-force churn)
* **39%** (Global 39%): Skill disruption (Shares of core skills which will change)
* **74%** (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

| Macrotrend | Economy | Global |
|---|---|---|
| Broadening digital access | *Horizontal bar chart* | *Horizontal bar chart* |
| Rising cost of living, higher prices or inflation | *Horizontal bar chart* | *Horizontal bar chart* |
| Ageing and declining working-age populations | *Horizontal bar chart* | *Horizontal bar chart* |
| Increased focus on labour and social issues | *Horizontal bar chart* | *Horizontal bar chart* |
| Increased efforts and investments to adapt to climate change... | *Horizontal bar chart* | *Horizontal bar chart* |
| Growing working-age populations | *Horizontal bar chart* | *Horizontal bar chart* |

| Macrotrend | Economy | Global |
|---|---|---|
| Increased efforts and investments to reduce carbon emissions | 55% | 33% |
| Slower economic growth | 55% | 33% |
| Increased geopolitical division and conflicts | 52% | 33% |
| Increased restrictions to global trade and investment | 46% | 27% |
| Increased government subsidies and industrial policy | 42% | 18% |
| Stricter anti-trust and competition regulations | 39% | 12% |

### Technology trends driving business transformation

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

| Technology Trend | Economy | Global |
|---|---|---|
| Semiconductors and computing technologies | 79% | 15% |
| Quantum and encryption | 52% | 6% |
| Satellites and space technologies | 33% | 3% |
| Biotechnology and gene technologies | 27% | 3% |



## Jobs outlook

### Key roles for business transformation


| Roles | Net growth | Global net growth | Churn |
|---|---|---|---|
| AI and Machine Learning Specialists | 33 | 82 | 33 |
| General and Operations Managers | 18 | 4 | 23 |
| Supply Chain and Logistics Specialists | 15 | 17 | 15 |
| Business Intelligence Analysts | 14 | 18 | 14 |
| Assembly and Factory Workers | 0 | 0 | 13 |
| Administrative Assistants and Executive Secretaries | -22 | -20 | 22 |


## Skill outlook

### Skills of increasing use by 2030

| CORE SKILLS OF 2025 | Economy | Global |
|---|---|---|
| Analytical thinking | *Horizontal bar chart* | *Triangle marker* |
| Technological literacy | *Horizontal bar chart* | *Triangle marker* |
| Motivation and self-awareness | *Horizontal bar chart* | *Triangle marker* |
| Resilience, flexibility and agility | *Horizontal bar chart* | *Triangle marker* |
| Talent management | *Horizontal bar chart* | *Triangle marker* |


| SKILLS OF INCREASING USE BY 2030 | Economy | Global |
|---|---|---|
| AI and big data | 65% | 84% |
| Technological literacy | 58% | 80% |
| Talent management | 54% | 75% |
| Curiosity and lifelong learning | 54% | 75% |
| Resilience, flexibility and agility | 54% | 72% |

## Visual Description

Several horizontal bar charts and a table are present in the image. The charts generally compare "Economy" (Serbia) values with "Global" values.  Key insights and data extracted from the visuals are incorporated in the text above. The table shows projected changes in employment for various roles, indicating net growth, global net growth, and churn.


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 191
# Serbia

## Upskilling and reskilling outlook

* **43** | Global 41: Would not need training by 2030
* **30** | Global 29: Would be upskilled in their current role
* **16** | 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 show the percentage of tasks completed by people, technology, or a combination of both for "Now" and "2030".

**Now:**
* Human: Light blue bar segment
* Combination: Teal bar segment
* Technology: Dark blue bar segment
Percentages are labeled above each bar segment as follows: 54%, 30%, and 16%.

**2030:**
* Human: Light blue bar segment
* Combination: Teal bar segment
* Technology: Dark blue bar segment
Percentages are labeled above each bar segment as follows: 48%, 30%, and 22%.

**Key Insights:** The visualization suggests a shift towards greater use of technology in completing tasks by 2030.  While the percentage of combined human and technology tasks remains relatively stable, there is a noticeable decrease in purely human-led tasks and a corresponding increase in technology-driven tasks.

## 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 | 67% | 44% |
| Funding for reskilling and upskilling | 58% | 55% |
| Improvements to public education systems | 54% | 47% |
| Changes to labour laws related to remote work | 50% | 36% |
| Wage subsidies | 50% | 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 | 67% | 63% |
| Organization culture and resistance to change | 49% | 46% |
| Inability to attract talent to my firm | 36% | 27% |
| Inability to attract talent to the industry | 36% | 37% |
| Outdated or inflexible regulatory framework | 33% | 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

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


## Visual Description
A stacked bar chart shows the projected wage trends. There are two stacked bars present. 
The first bar is divided into segments of light blue, teal, and light purple with corresponding percentages listed above of 54%, 42%, and 4%.
The second bar below is similarly divided with percentages of 52%, 41%, and 8%.

**Key Insights:** This chart displays the anticipated change in wages as a share of company revenue. The majority expect growth or similar levels, with a small percentage anticipating a decline.


## Talent availability outlook

### Talent trend

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

* Improving: Light blue bar segment. ▲ Global average: Light blue triangle marker.
* Worsening: Purple bar segment. ▲ Global average: Purple triangle marker.

|  | -100% | +100% |
|---|---|---|
| Talent availability when hiring | 42% | 33% |
| Talent development of existing workforce | 4% | 67% |
| Talent retention of existing workforce | 25% | 50% |


## Visual Description

Three horizontal bar charts depict the expected change in talent availability, development, and retention over five years. Each chart has a left side representing worsening (-100%) and a right side representing improvement (+100%). The bars are segmented into improving (light blue) and worsening (purple) sections, with triangle markers indicating the global average.

**Key Insights:** Talent development is expected to see significant improvement, while retention shows moderate improvement. Talent availability when hiring is expected to worsen slightly.

## DEI Actions

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

* **44** | Global 51: Run comprehensive DEI training for managers and staff
* **39** | Global 39: Pay equity reviews and salary audits
* **35** | Global 27: Embed DEI goals and solutions across the supply chain

## AI Strategy

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

* **58** | 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
* **58** | Global 77: Reskilling and upskilling your existing workforce 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 192
# Singapore

## 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 |  |
|---|---|
| Secondary Education Attainment (2023) | 73% |
| Tertiary Education Attainment (2023) | 10% |
| Ease of finding skilled employees in local labour market (2024) | 7% |
| Fill vacancies by hiring foreign labour (2024) | 3% |
| Country investment in mid-career training (2022) | 3% |

## Jobs and Skills outlook

* **Labour-market churn:** 28% (Global 22%)
  * Five-year structural labour-force churn
* **Skill disruption:** 36% (Global 39%)
  * Shares of core skills which will change
* **Organizations with DEI priorities:** 94% (Global 83%)
  * Share of organizations with DEI priorities
* **AI exposure:** 97% (Global 88%)
  * Share of organizations running AI programmes


Working Age Population (Millions): **3.1**

## Trend outlook

### Macrotrends driving business transformation

| Trend | Economy | Global |
|---|---|---|
| Broadening digital access |  |  |
| Increased geopolitical division and conflicts |  |  |
| Increased efforts and investments to reduce carbon... |  |  |
| Increased efforts and investments to adapt to climate... |  |  |
| Slower economic growth |  |  |
| Ageing and declining working-age populations |  |  |
| Increased restrictions to global trade and investment | 71% | 38% |
| Rising cost of living, higher prices or inflation | 64% | 38% |
| Increased government subsidies and industrial policy | 58% | 33% |
| Growing working-age populations | 53% | 29% |
| Increased focus on labour and social issues | 47% | 29% |
| Stricter anti-trust and competition regulations | 44% | 16% |



### Technology trends driving 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 | 94% | 22% |
| Quantum and encryption | 57% | 17% |
| Satellites and space technologies | 50% | 11% |
| Biotechnology and gene technologies | 35% | 7% |


## 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 | 128 | 82 | 128 |
| Data Analysts and Scientists | 27 | 41 | 30 |
| Business Intelligence Analysts | 8 | 18 | 16 |
| Managing Directors and Chief Executives | 5 | 5 | 8 |
| Administrative Assistants and Executive Secretaries | -17 | -20 | 18 |
| Data Entry Clerks | -27 | -26 | 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 | 84% | 97% |
| Creative thinking | 78% | 77% |
| Leadership and social influence | 70% | 76% |
| Resilience, flexibility and agility | 65% | 70% |


| Skills of Increasing Use by 2030 |  |
|---|---|
| AI and big data | 97% |
| Networks and cybersecurity | 77% |
| Technological literacy | 76% |
| Resilience, flexibility and agility | 70% |
| Creative thinking | 69% |

## Visual Description

Several horizontal bar charts visualize data related to Singapore's economy, skills, and job market.  Key insights and data extracted from the charts include:

**Contextual Indicators:**  Horizontal bars compare Singapore's performance to regional and income group averages. For instance, Singapore's labour force participation is higher than both averages, while its vulnerable employment rate is lower. Singapore appears to have higher secondary and tertiary education attainment compared to the averages.

**Jobs & Skills Outlook:** Key metrics like labour market churn, skill disruption, organizations with DEI priorities, and AI exposure are presented with global comparisons. Singapore shows higher percentages in skill disruption and AI exposure.

**Macrotrends Driving Business Transformation:**  This chart compares the percentage of organizations in Singapore and globally that identify specific macrotrends as likely to drive business transformation. For example, "Broadening digital access" is considered a key driver by a higher percentage of organizations in both locations.  Costs of living, growing working age populations, and increased government subsidies and policy also register significantly.

**Technology Trends Driving Business Transformation:** Similar to the macrotrends chart, this one focuses on technology trends. AI and information processing technologies are highlighted as significant drivers, along with robots and autonomous systems.

**Key Roles for Business Transformation:** This chart uses horizontal bars and triangles to represent net growth, global net growth, and churn for various roles.  AI and Machine Learning Specialists show substantial positive net growth, while roles like Data Entry Clerks show negative growth.

**Skills of Increasing Use by 2030:** This chart displays projected skill demand, with analytical thinking, creative thinking, leadership and social influence, and resilience and flexibility identified as important.


**Future of Jobs Report 2025192** is cited as the source.


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 195
# Slovenia

## Upskilling and reskilling outlook

* **48** | Global 41: Would not need training by 2030
* **27** | Global 29: Would be upskilled in their current role
* **16** | 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 bar charts show the breakdown of tasks completed by people, technology, or a combination of both, for the present (Now) and projected for 2030.  The first bar represents "Now" and shows a larger portion dedicated to human-completed tasks, followed by technology, then combination. The second bar represents the projection for "2030" and shows a smaller portion for human tasks, a larger portion for technology tasks, and roughly the same portion for combined tasks compared to "Now".  Percentages are labeled at the right end of each segment within the stacked bars. The "Now" segments show 52%, 31%, 17% and the 2030 segments show 37%, 33%, 30%.  Another row under the 2030 segments shows the numbers 33%, 33%, 34%. The meaning of this additional row is not immediately clear from the visual.



## 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 | 71% | 44% |
| Changes to immigration laws | 50% | 26% |
| Funding for reskilling and upskilling | 50% | 55% |
| Improvements to public education systems | 50% | 47% |
| Provision of reskilling and upskilling | 42% | 52% |


## 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 | 68% | 63% |
| Organization culture and resistance to change | 58% | 46% |
| Inability to attract talent to the industry | 52% | 37% |
| Outdated or inflexible regulatory framework | 45% | 39% |
| Inability to attract talent to my firm | 32% | 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

* Growing: 29% (Global), 52% (Global)
* Similar: 63% (Global), 41% (Global)
* Declining: 8% (Global), 8% (Global)


## Visual Description

A horizontal stacked bar chart displaying wage trends.  Two bars are shown, one for responses from Slovenia (Economy) and one for the Global average.  Each bar is segmented into Growing, Similar, and Declining. The Slovenia bar appears to have a larger "Similar" segment and a smaller "Growing" segment compared to the Global bar. The percentages are displayed to the right of each bar.

## Talent availability outlook

### Talent trend

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

* **Talent availability when hiring:** 54% (-100% to +100%, improving)
* **Talent development of existing workforce:** 8% (-100% to +100%, improving)
* **Talent retention of existing workforce:** 29% (-100% to +100%, improving)



## Visual Description

Three horizontal bar charts showing the expected change in talent availability, development, and retention over five years.  Each bar starts at -100% and goes to +100%. A purple segment represents the worsening trend (toward -100%), while a light blue segment represents the improving trend (toward +100%). Small triangles mark the global averages. All three charts show a net positive outlook (light blue segment larger than the purple).

## DEI Actions

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


* **38** | Global 51: Run comprehensive DEI training for managers and staff
* **38** | Global 39: Pay equity reviews and salary audits
* **38** | Global 26: Support workers with caregiving responsibilities


## AI Strategy

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

* **63** | Global 62: Hiring new people with skills to better work alongside AI
* **63** | Global 77: Reskilling and upskilling your existing workforce to better work alongside AI
* **58** | 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 193
# Singapore

## Upskilling and reskilling outlook

* **30** | 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
* **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 | Global | Combination | Global | Technology | Global |
| ---------- | ----- | ----- | ----------- | ----- | --------- | ----- |
| 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 Singapore percentages are shown next to the global average percentages.

* **Now:** 
    * Human (Singapore): Light Blue
    * Combination (Singapore): Darker Blue
    * Technology (Singapore): Navy Blue
    * Global averages are shown to the right of the Singapore values, in corresponding colors.
* **2030:** 
    * Human (Singapore): Light Blue
    * Combination (Singapore): Darker Blue
    * Technology (Singapore): Navy Blue
    * Global averages are shown to the right of the Singapore values, in corresponding colors.


The chart shows a shift towards more tasks being completed by technology by 2030 for both Singapore and globally.


## 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**

* **Flexibility on hiring and firing practices:**
    * Economy: 50%
    * Global: 44%
* **Funding for reskilling and upskilling:**
    * Economy: 47%
    * Global: 55%
* **Provision of reskilling and upskilling:**
    * Economy: 44%
    * Global: 52%
* **Flexibility on setting wages:**
    * Economy: 38%
    * Global: 38%
* **Changes to labour laws related to remote work:**
    * Economy: 32%
    * Global: 36%


## Key barriers for business transformation

### Transformation barriers

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

* **Skills gaps in the labour market:**
    * Economy: 60%
    * Global: 63%
* **Organization culture and resistance to change:**
    * Economy: 44%
    * Global: 46%
* **Outdated or inflexible regulatory framework:**
    * Economy: 38%
    * Global: 39%
* **Inability to attract talent to the industry:**
    * Economy: 33%
    * Global: 37%
* **Lack of adequate data and technical infrastructure:**
    * Economy: 31%
    * Global: 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:** Light Blue (Singapore: 54% | Global 52%)
* **Similar:** Light Teal (Singapore: 34% | Global: 41%)
* **Declining:** Lavender (Singapore: 11% | Global: 8%)



## 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: Light Blue (29%)
    * Worsening: Lavender 
    * Global averages are indicated by triangles on the right side of each bar.
* **Talent development of existing workforce:**
    * Improving: Light Blue (77%)
    * Worsening: Lavender
    * Global averages are indicated by triangles.
* **Talent retention of existing workforce:**
    * Improving: Light Blue (40%)
    * Worsening: Lavender
    * Global averages are indicated by triangles.


## DEI Actions

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

* **71** | Global 48
    Targeted recruitment, retention and progression initiatives
* **56** | Global 42
    Set DEI goals, targets or quotas
* **53** | 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
* **79** | Global 69
    Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills
* **62** | Global 49
    Re-orienting your organization to target new business opportunities created by 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 194
# Slovenia

## Contextual indicators

| Indicators |  |  |
|---|---|---|
|  | Regional average | Income Group average |
| 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 (2022) | 61% | 86% |
| Tertiary Education Attainment (2022) | 11% | 35% |
| Ease of finding skilled employees in local labour market (2024) | 7% | 3 |
| Fill vacancies by hiring foreign labour (2024) | 3% | 4 |
| Country investment in mid-career training (2022) | 2% | 4 |

**Working Age Population (Millions): 1.6**


## Jobs and Skills outlook

* **12%** (Global 22%): Labour-market churn (Five-year structural labour-force churn)
* **37%** (Global 39%): Skill disruption (Shares of core skills which will change)
* **79%** (Global 83%): Organizations with DEI priorities (Share of organizations with DEI priorities)
* **75%** (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 |
|---|---|---|
| Ageing and declining working-age populations |  |  |
| Increased focus on labour and social issues |  |  |
| Broadening digital access |  |  |
| Increased efforts and investments to reduce carbon emissions |  |  |
| Growing working-age populations |  |  |
| Rising cost of living, higher prices or inflation |  |  |

| Trend |  |  |
|---|---|---|
| Increased efforts and investments to adapt to climate change | 68% | 36% |
| Slower economic growth | 55% | 29% |
| Increased geopolitical division and conflicts | 48% | 26% |
| Increased government subsidies and industrial policy | 45% | 10% |
| Increased restrictions to global trade and investment | 45% | 10% |
| Stricter anti-trust and competition regulations | 45% | 10% |


### 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 |  |  |


| Trend |  |  |
|---|---|---|
| Semiconductors and computing technologies | 84% | 13% |
| Biotechnology and gene technologies | 61% | 10% |
| Satellites and space technologies | 48% | 7% |
| Quantum and encryption | 45% | 7% |


## 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 | 59 | 82 | 59 |
| Business Development Professionals | 21 | 19 | 21 |
| Accountants and Auditors | 5 | -8 | 15 |
| Assembly and Factory Workers | -10 | 0 | 15 |
| Accounting, Bookkeeping and Payroll Clerks | -16 | -18 | 16 |
| Administrative Assistants and Executive Secretaries | -18 | -20 | 18 |


## Skill outlook

### Skills of increasing use by 2030

Skills of the most increase in use by 2030

| Skill | Economy | Global |
|---|---|---|
| **CORE SKILLS OF 2025** | | |
| Analytical thinking |  | 58% |
| Motivation and self-awareness |  | 54% |
| Technological literacy |  | 54% |
| Resilience, flexibility and agility |  | 54% |
| Quality control |  | 50% |

| Skill |  |  |
|---|---|---|
| **SKILLS OF INCREASING USE BY 2030** |  |  |
| AI and big data |  | 88% |
| Resilience, flexibility and agility |  | 75% |
| Networks and cybersecurity |  | 68% |
| Talent management |  | 65% |
| Design and user experience |  | 64% |

**Future of Jobs Report 2025194**

## Visual Description

The image presents data visualizations from the Future of Jobs Report, focusing on Slovenia's economic and skills outlook. It includes horizontal bar charts comparing Slovenia's data with global and income group averages, as well as charts showcasing projected job growth and skill demand.

Key insights and textual representation of the visual data are embedded within the markdown tables and lists above.  For example, the bar charts related to Macrotrends and Technology Trends are represented in table form. Similarly, the charts visualizing job growth and skill demand are represented in the tables within the Jobs outlook and Skill outlook sections.  The visualized data is thus available in a text-based format that captures the information presented in the image.


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 196
# South Africa

## 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) |  |  |

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



| Indicators | Year | Min | Max |
|---|---|---|---|
| Secondary Education Attainment | (2023) | 63% | 44% |
| Tertiary Education Attainment | (2023) | 24% | 14% |
| Ease of finding skilled employees in local labour market | (2024) | 34% | 4 |
| Fill vacancies by hiring foreign labour | (2024) | 29%<br>35% | 4 |
| Country investment in mid-career training | (2022) | 14% | 3 |

|  |  |
|---|---|
| **88%** | Global 83% | **93%** | Global 88% |
| Organizations with DEI priorities | Share of organizations with DEI priorities | Al 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 |  |  |
| Rising cost of living, higher prices or inflation |  |  |
| Increased focus on labour and social issues |  |  |
| Increased efforts and investments to reduce carbon... |  |  |
| Increased efforts and investments to adapt to climate... |  |  |
| Slower economic growth |  |  |

| Trend |  |
|---|---|
| Increased geopolitical division and conflicts | 63%<br>60% | 45%<br>34% |
| Increased government subsidies and industrial policy | 57%<br>50% | 26%<br>21% |
| Increased restrictions to global trade and investment | 51%<br>46% | 26%<br>23% |
| Ageing and declining working-age populations | 47%<br>47% | 26%<br>40% |
| Growing working-age populations | 45%<br>41% | 18%<br>24% |
| Stricter anti-trust and competition regulations | 45%<br>42% | 10%<br>17% |




### 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 |  |  |
| Quantum and encryption |  |  |

| Trend |  |
|---|---|
| Sensing, laser and optical technologies | 83%<br>86% | 19%<br>18% |
| Semiconductors and computing technologies | 60%<br>58% | 17%<br>20% |
| Satellites and space technologies | 54%<br>41% | 4%<br>9% |
| Biotechnology and gene technologies | 29%<br>30%<br>23%<br>12% | 4%<br>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)

| Role | Net growth<br>1. | Global net growth<br>2. | Churn<br>3. |
|---|---|---|
| AI and Machine Learning Specialists | 49 | 82 | 49 |
| Data Analysts and Scientists | 37 | 41 | 37 |
| Sustainability Specialists | 33 | 33 | 33 |
| Business Intelligence Analysts | 18 | 18 | 18 |
| Accountants and Auditors | -3 | -8 | 10 |
| Administrative Assistants and Executive Secretaries | -15 | -20 | 15 |

## Skill outlook

### Skills of increasing use by 2030

Skills of the most increase in use by 2030

| CORE SKILLS OF 2025 | Economy | Global | SKILLS OF INCREASING USE BY 2030 |  |
|---|---|---|---|---|
| Analytical thinking |  |  | 66% | AI and big data | 82% |
| Leadership and social influence |  |  | 61% | Technological literacy | 82% |
| Resilience, flexibility and agility |  |  | 61% | Resilience, flexibility and agility | 75% |
| Al and big data |  |  | 55% | Networks and cybersecurity | 74% |
| Talent management |  |  | 53% | Creative thinking | 71% |

Future of Jobs Report 2025 196


## Visual Description

Several bar charts and a combination bar/dot chart visualize data related to the South African economy and job market.

**Contextual Indicators:**  Horizontal bar charts show South Africa's performance relative to regional and income group averages across several labor market indicators (e.g., labor force participation, unemployment rate). The bars represent the range between the minimum and maximum values, with a marker indicating South Africa's position within that range. Another set of horizontal bar charts displays South Africa's attainment in secondary and tertiary education, ease of finding skilled employees, and related metrics, again positioned on a scale from minimum to maximum.

**Jobs and Skills Outlook:**  Boxes present the percentage of labour-market churn and skill disruption, comparing South Africa's data to global figures.

**Macrotrends:**  Horizontal bar charts compare the share of organizations in South Africa and globally that identify certain macrotrends (e.g., broadening digital access, rising cost of living) as likely drivers of business transformation. A similar chart presents data for technology trends (e.g., AI, robotics).

**Key Roles for Business Transformation:** A combination bar/dot chart shows the net growth and churn for selected job roles. The bars represent net growth, while dots represent global net growth and churn.

**Skills of Increasing Use by 2030:** Horizontal bar charts display the projected increase in use of specific skills by 2030, comparing South African data with global figures.


**Key Insights:**

* South Africa faces several labour market challenges, including unemployment and a potential mismatch between skills and available jobs.
*  Digital access, cost of living, and social issues are key drivers of business transformation in South Africa.
* Certain job roles, such as AI and Machine Learning Specialists and Data Analysts, are projected to experience significant growth, while others, like Administrative Assistants, may decline.
*  Analytical thinking, technological literacy, and resilience are among the skills expected to be in increasing demand by 2030.

The visualizations suggest that South Africa is undergoing a period of economic and technological change, requiring adaptation in both the labor market and skills development.  The data emphasizes the need for policies and initiatives that address unemployment, promote education and training in high-growth areas like AI and data analysis, and foster the development of essential skills for the future workforce.


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 197
# South Africa

## Upskilling and reskilling outlook

* **40** | Global 41: Would not need training by 2030
* **29** | Global 29: Would be upskilled in their current role
* **22** | 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 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 shown at the right end of each bar segment. For "Now" the breakdown is approximately Human (light blue) < Combination (medium blue) < Technology (dark blue), with values of 39%, 30%, and 31% for global averages. For "2030" the breakdown is approximately Human (light blue) < Combination (medium blue) < Technology (dark blue), with values of 26%, 35%, and 39% for global averages.  South African values are not explicitly visible in this image crop.


## 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% |
| Improvements to public education systems | 63% | 47% |
| Provision of reskilling and upskilling | 59% | 52% |
| Changes to labour laws related to remote work | 50% | 36% |
| Flexibility on hiring and firing practices | 41% | 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 | 63% | 63% |
| Organization culture and resistance to change | 43% | 46% |
| Inability to attract talent to the industry | 31% | 37% |
| Lack of adequate data and technical infrastructure | 29% | 32% |
| Shortage of investment capital | 27% | 26% |



## 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.

A stacked horizontal bar graph is presented. The first bar represents South Africa, the second represents Global averages. Each bar is segmented into Growing (light teal), Similar (medium teal), Declining (purple), with percentage labels on the right side of each segment.
South Africa: Growing 55%, Similar 36%, Declining 9%
Global: Growing 52%, Similar 41%, Declining 8%


## Talent availability outlook

### Talent trend

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

* Improving (Light Blue): Global average (Triangle marker)
* Worsening (Purple): Global average (Triangle marker)


| Category | % | Scale |
|---|---|---|
| Talent availability when hiring | 33% | -100% to +100% |
| Talent development of existing workforce | 3% | -100% to +100% |
| Talent retention of existing workforce | 13% | -100% to +100% |

## Visual Description
Three horizontal bar charts depict the expected change in talent availability, development, and retention over five years.  Each bar represents a category, with a central point at -100% on the left and +100% on the right.  A light blue bar extends to the right of the midpoint, indicating expected improvement. A purple bar may extend to the left of the midpoint indicating worsening.  A triangle marker denotes the global average.


## DEI Actions

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

* **63** | Global 48: Targeted recruitment, retention and progression initiatives
* **56** | Global 42: Set DEI goals, targets or quotas
* **47** | 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

* **83** | 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
* **62** | Global 62: Hiring new people with skills to better work alongside AI


---

Future of Jobs Report 2025 197


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 199
# Spain

## Upskilling and reskilling outlook

|                               |     |         |
|--------------------------------|-----|---------|
| Would not need training by 2030 | 37  | Global 41|
| Would be upskilled in their current role | 31  | Global 29|
| Would be upskilled and redeployed     | 21  | Global 19|
| Would be unlikely to upskill           | 11  | Global 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 horizontal bar charts visualize the share of tasks completed by humans, technology, or a combination of both, for now and projected for 2030.  Each bar segment is color-coded (light blue for human, medium blue for combination, and dark blue for technology). Percentages are provided at the right end of each bar segment.  It appears the proportion of tasks performed by humans alone will decrease by 2030, with a corresponding increase in tasks performed by technology or a combination of human and technology. Specific values are obscured in the image.

## 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

|                                                       | Economy | Global |
|----------------------------------------------------|--------|--------|
| Funding for reskilling and upskilling                 | 64%    | 55%    |
| Flexibility on hiring and firing practices           | 60%    | 44%    |
| Provision of reskilling and upskilling               | 56%    | 52%    |
| Changes to labour laws related to remote work        | 49%    | 36%    |
| Flexibility on setting wages                        | 49%    | 38%    |

## Key barriers for business transformation

**Transformation barriers**

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

|                                                      | Economy | Global |
|---------------------------------------------------|--------|--------|
| Skills gaps in the labour market                    | 66%    | 63%    |
| Outdated or inflexible regulatory framework         | 51%    | 39%    |
| Organization culture and resistance to change       | 44%    | 46%    |
| Inability to attract talent to the industry        | 42%    | 37%    |
| 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


|                                         | -100% | +100% |     |
|-----------------------------------------|-------|--------|-----|
| Talent availability when hiring          |       |        | 31% |
| Talent development of existing workforce |       |        | 72% |
| Talent retention of existing workforce    |       |        | 36% |

## Visual Description

Three horizontal bar charts illustrate the perceived talent trend. Each chart represents talent availability when hiring, talent development of existing workforce, and talent retention of existing workforce. The bars range from -100% to +100%, with color coding for improving (light blue), global average (triangle marker), and worsening (light purple). Numerical percentages are provided at the ends of the bars. Due to image cropping, some values and bar segment lengths are unclear.


## 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|
| Set DEI goals, targets or quotas                                    | 55  | Global 42|
| Targeted recruitment, retention and progression initiatives          | 50  | Global 48|

## 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                        | 79  | Global 77|
| Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills | 68  | Global 69|
| Hiring new people with skills to better work alongside AI                                           | 68  | Global 62|


## Working Age Population

36.4 (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 2
# Terms of use and disclaimer

The findings, interpretations and conclusions expressed in this work do not necessarily reflect the views of the World Economic Forum. The report presents information and data that were compiled and/or collected by the World Economic Forum (all information and data referred herein as "Data"). Data in this report is subject to change without notice. The terms *country* and *nation* as used in this report do not in all cases refer to a territorial entity that is a state as understood by international law and practice. The terms cover well-defined, geographically self-contained economic areas that may not be states but for which statistical data are maintained on a separate and independent basis.


Although the World Economic Forum takes every reasonable step to ensure that the data thus compiled and/or collected is accurately reflected in this report, the World Economic Forum, its agents, officers and employees:

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Other parties may have ownership interests in some of the data contained in this report. The World Economic Forum in no way represents or warrants that it owns or controls all rights in all data, and the World Economic Forum will not be liable to users for any claims brought against users by third parties in connection with their use of any data. The World Economic Forum, its agents, officers and employees do not endorse or in any respect warrant any third-party products or services by virtue of any data, material or content referred to or included in this report. Users shall not infringe upon the integrity of the data and in particular shall refrain from any act of alteration of the data that intentionally affects its nature or accuracy. If the data is materially transformed by the user, this must be stated explicitly along with the required source citation. For data compiled by parties other than the World Economic Forum, users must refer to these parties' terms of use, in particular concerning the attribution, distribution, and reproduction of the data. When data for which the World Economic Forum is the source (herein "World Economic Forum"), is distributed or reproduced, it must appear accurately and be attributed to the World Economic Forum. This source attribution requirement is attached to any use of data, whether obtained directly from the World Economic Forum or from a user. Users who make World Economic Forum data available to other users through any type of distribution or download environment agree to make reasonable efforts to communicate and promote compliance by their end users with these terms. Users who intend to sell World Economic Forum data as part of a database or as a stand-alone product must first obtain the permission from the World Economic Forum ([CNES@weforum.org](mailto:CNES@weforum.org)).


# World Economic Forum

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https://www.weforum.org/reports/the-future-of-jobs-report-2025/


Future of Jobs Report 2025  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 198
# Spain

## 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

* **19%** (Global 22%) Labour-market churn (Five-year structural labour-force churn)
* **37%** (Global 39%) Skill disruption (Shares of core skills which will change)

| INDICATORS | min | max |
|---|---|---|
| Secondary Education Attainment (2023) | 62% | 55% |
| Tertiary Education Attainment (2023) | 11% | 35% |
| Ease of finding skilled employees in local labour market (2024) | 10% | 4 |
| Fill vacancies by hiring foreign labour (2024) | 11% | 4 |
| Country investment in mid-career training (2022) | 7% | 3 |

* **86%** (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*

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

|  |  |
|---|---|
| Increased efforts and investments to adapt to climate... | 64% (Economy) 47% (Global) |
| Increased geopolitical division and conflicts | 62% (Economy) 60% (Global) |
| Increased restrictions to global trade and investment | 53% (Economy) 50% (Global) |
| Growing working-age populations | 49% (Economy) 46% (Global) |
| Increased government subsidies and industrial policy | 46% (Economy) 40% (Global) |
| Stricter anti-trust and competition regulations | 44% (Economy) 42% (Global) |



### Technology trends driving business transformation

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

|  | 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 | 88% (Economy) 86% (Global) |
| Quantum and encryption | 63% (Economy) 58% (Global) |
| Biotechnology and gene technologies | 50% (Economy) 41% (Global) |
| Satellites and space technologies | 30% (Economy) 22% (Global) |


## 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 |
|---|---|---|---|
| AI and Machine Learning Specialists | 57 | 82 | 57 |
| Data Analysts and Scientists | 47 | 41 | 47 |
| Business Development Professionals | 18 | 19 | 18 |
| General and Operations Managers | 0 | 4 | 13 |
| Data Entry Clerks | -16 | -26 | 19 |
| Administrative Assistants and Executive Secretaries | -24 | -20 | 24 |


## 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 | 77% | 91% |
| Empathy and active listening | 69% | 77% |
| Leadership and social influence | 66% | 73% |
| Analytical thinking | 63% | 72% |
| Motivation and self-awareness | 63% | 70% |

| SKILLS OF INCREASING USE BY 2030 |  |
|---|---|
| AI and big data |  |
| Networks and cybersecurity |  |
| Leadership and social influence |  |
| Technological literacy |  |
| Curiosity and lifelong learning |  |


## Visual Description

Several bar charts and a horizontal bar chart are presented, visualizing data related to Spain's economy, skills, and job market.  The bar charts show comparisons between Spain (Economy) and global averages (Global) for various metrics. The horizontal bar chart displays net growth, global net growth, and churn for specific job roles.  There are also some tables with numerical data.

Key insights from the visualizations include:

* **Spain's labor market churn is lower than the global average:** This suggests a relatively stable labor market in Spain.
* **Skill disruption is similar in Spain and globally:**  Indicating a comparable pace of skills change in Spain relative to the rest of the world.
* **High emphasis on DEI and AI:**  A large percentage of organizations in Spain prioritize DEI and utilize AI programs, exceeding global averages.
* **Focus on sustainability and geopolitical concerns:**  Spanish organizations show strong concern for environmental sustainability and geopolitical issues, reflecting global trends.
* **Growth in AI and Machine Learning roles:** These roles are projected to experience significant growth, highlighting the importance of these skills in the future job market.
* **Decline in administrative roles:**  Data entry and administrative assistant roles are projected to decline, indicating a shift away from these traditional roles.
* **Importance of resilience, flexibility, and empathy:** These soft skills are expected to be increasingly important in the future.


**Working Age Population:** 36.4 million

**Future of Jobs Report 2025** is mentioned at the bottom of the page.


