# embeddings_queue

created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_67.md", "filename": "Future_of_Jobs_Report_2025_Page_67.md", "title": "Future_of_Jobs_Report_2025_Page_67", "hash": "75e45a8ff4e3b82df8dea4a5d9622440", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 67\n# Workforce Strategies and Trends Across Southeast Asia\n\nWorkforce strategies are expected to focus on transitioning employees from declining to growing roles. AI Specialists and Sustainability Specialists are leading job growth, while administrative and data entry roles are declining.  A higher share than global peers aim to leverage new materials and composites (52%) as well as sensing, laser, and optical technologies (39%).\n\n## Malaysia\n\nCompanies operating in Malaysia expect increased restrictions on global trade and investment (45%), alongside a heightened focus on government subsidies and industrial policy (34%) and stricter anti-trust regulations (31%) to drive transformation of their businesses by 2030. These responses are all above the respective global averages. Broadening digital access is also regarded as a key driver of transformation (79% of respondents).\n\nIn response to these disruptions, businesses in Malaysia are exploring distinct approaches to reskilling:\n\n* Most organizations anticipate self-funding their training programs.\n* 32% of reskilling efforts are expected to be co-funded across the industry (twice the global level).\n* 35% of employers plan to consider completion of short courses and online certifications when assessing skills of job candidates (more than twice the global average of 14%).\n\n## Philippines\n\nBroadening digital access and climate mitigation and adaptation efforts are expected to jointly shape labor-market dynamics in the Philippines by 2030.  With two-thirds of employers identifying skills gaps as a barrier over the next half decade, businesses are planning to scale up their reskilling efforts:\n\n* 68% of Filipino workers are expected to require training to meet evolving skill demands (compared to 59% globally).\n* Only 38% of workers are reported to have completed training today (compared to 50% globally).\n\nEmployers operating in the Philippines anticipate that almost three in 10 workers will be upskilled and then re-deployed to new roles.\n\n## Singapore\n\n64% of employers in Singapore expect their business to be impacted by geoeconomic fragmentation (twice the global average). Similar to global and regional peers, firms expect skills gaps, regulatory barriers, and organizational resistance to hinder business transformation. Notably, 97% of companies plan to prioritize upskilling as their key workforce strategy (significantly above global levels). Hiring staff with emerging skills and process automation are also among anticipated key workforce strategies. While a skills-first approach is perceived as having the potential to expand Singapore's talent pool, 58% of employers expect to continue prioritizing university degrees in hiring decisions (higher than the 43% global average).\n\n## Thailand\n\nEconomic uncertainty is top of mind for employers operating in Thailand, with 73% of respondents expecting slower growth to impact their business by 2030 (above the global average of 42%). Rising inflation and climate-mitigation efforts are also among other anticipated key trends. Talent acquisition is seen as challenging:\n\n* 62% of respondents are facing difficulty attracting talent to their industry.\n* 46% are facing difficulty attracting talent to their firms.\n\nEmployers in Thailand are increasingly planning on leveraging diversity.\n\n## Visual Description\n\nThe image depicts a factory setting, likely an electronics assembly line. Workers, primarily women, are seated at workstations along a conveyor belt.  They appear to be assembling small components, potentially for electronic devices. The workstations are equipped with specialized tools and machinery.  Small, colorful containers and coiled orange tubing are visible at the workstations, likely supplying materials or air pressure for the assembly process.  The overall lighting is cool and industrial.  The image suggests a focus on manual assembly with some level of automation.\n\n**Key Insights:** The visual emphasizes the role of human labor in manufacturing, even in a technologically advanced setting.  The presence of multiple workers performing similar tasks along an assembly line suggests a repetitive production process.  The image highlights the importance of skilled workers in this type of manufacturing environment."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_68.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_68.md", "filename": "Future_of_Jobs_Report_2025_Page_68.md", "title": "Future_of_Jobs_Report_2025_Page_68", "hash": "d91d7f189084e526c4396a20765b4896", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 68\n# Viet Nam\n\nA majority of companies operating in Viet Nam expect increased digitalization, climate mitigation action, and higher cost of living to shape the transformation of their business models over the 2025-2030 period.  About one in two employers also highlight restrictions on global trade and investment among the most impactful trends for their business, *twice* the global average of 23%. For more than 60% of firms in the country, adapting to these trends is perceived to be made more difficult by existing skills gaps in the labor market. 55% of respondents mention inadequate data and technical infrastructure, and 41% point to limited understanding of emerging opportunities.\n\nTo close skills gaps, a majority of employers in the country expect the most impactful public-policy measures to be increased public funding for reskilling and upskilling, as well as more flexible hiring and firing practices. Half of respondents also point to adjustments to immigration laws (50%, compared to 26% globally) and retirement ages (46%, compared to 25% globally).\n\n# Central Asia and Southern Asia\n\nIncreased digital access, geopolitical tensions, and climate-mitigation efforts are the primary trends expected to shape the future of jobs in *India* by 2030. Similar to their global peers, companies operating in the country are heavily investing in AI, robotics and autonomous systems, and energy technologies. Employers in India are also planning to outpace global adoption in certain technologies, with 35% expecting semiconductors and computing technologies and 21% expecting quantum and encryption to transform their operations. The country's projected fastest-growing job roles \u2013 including Big Data Specialists, AI and Machine Learning Specialists, and Security Management Specialists \u2013 align closely with these trends. To address talent needs, companies operating in India expect tapping into diverse talent pools (67%, compared to 47% globally) and adopting skills-based hiring by removing degree requirements (30%, compared to 19% globally) to be effective.\n\nCompanies operating in *Kazakhstan* expect broadening digital access, rising cost of living, and slower economic growth to significantly impact their business models in the next five years. Technological trends related to AI, robotics and autonomous systems are also expected to have a significant \u2013 although lower than global average \u2013 impact, with energy generation, storage and distribution identified as the second-most impactful technological trend (highlighted by 54% of respondents). Skills gaps in the labor market are top-of-mind for seven in 10 firms in the country.\n\n\nAddressing skills gaps in the labor market is identified as a primary challenge to business transformation over the 2025 to 2030 period in *Uzbekistan*. While 71% of employers in the country expect improvements in talent retention, significantly above the global average, there remains strong need for reskilling and upskilling the current workforce. Overall, only 22% of Uzbekistan's workforce today is expected to be able to upskill in their current role, with an additional 14% projected to be upskilled and then re-deployed, both of which are lower figures than global averages at 29% and 19%, respectively. Fifty-two percent of employers anticipate implementing strategies for reskilling their workforce to work alongside AI. Skills such as programming, teaching and mentoring, and multilingualism have higher-than-global projected demand increases.\n\n\n\n# Middle East and Northern Africa\n\nCompanies headquartered in the Middle East and North Africa region are more positive about talent availability by 2030 than their global peers, with 46% of employers expecting the hiring outlook to improve. Employers in the region, notably in Saudi Arabia and the United Arab Emirates, are also planning on accelerating automation. With 46% of on-the-job skills projected to change, compared to 39% worldwide, the region\u2019s rate of skill disruption is most pronounced in countries such as Egypt and Bahrain, highlighting the need for reskilling and upskilling at a time of multi-dimensional change.\n\n\nOnly 5% of firms operating in *Bahrain* identify aging and declining working-age populations as a transformative trend by 2030, compared to 40% of respondents globally. Talent availability is expected to remain stable, with only 8% of employers anticipating a deterioration, which is far below the global average. However, two-thirds of employers expect skills gaps in the labor market to remain the top barrier to business transformation. Twenty-four percent of Bahrain\u2019s employees are expected to be able to upskill in their current roles, and an additional 14% to be redeployed after upskilling; both figures are below global averages. To attract skilled talent, employers in the country are focused on improving working hours and overtime policies and expecting to leverage government wage subsidies.\n\n\nIn *Egypt*, rising cost of living, slower economic growth, and broadening digital access are the key trends expected to influence the labor market by 2030. Fifty-five percent of employers operating in the country expect talent availability to improve, significantly above global average, in spite of a heightened rate of skill disruption, as 48% of on-the-job skills of the Egyptian workforce are projected to change over the next half-decade."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_69.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_69.md", "filename": "Future_of_Jobs_Report_2025_Page_69.md", "title": "Future_of_Jobs_Report_2025_Page_69", "hash": "50160b2f4b7038eb30d7203ee2eb75b5", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 69\n# Workforce Strategies and Business Transformation by 2030: Regional Insights\n\nUpskilling is the most anticipated workforce strategy globally. Compared to global averages, companies foresee an increasing need for skills in:\n\n* Resource management and operations (43% compared to 24% globally)\n* Reading, writing, and mathematics\n\n## Israel\n\nAmidst geopolitical tensions, key drivers of business transformation in Israel by 2030 include:\n\n* Broadening digital access\n* Rising cost of living\n* Increased focus on labor and social issues (46% of firms)\n* Stricter antitrust and competition regulations (46% of firms)\n\nKey workforce strategies for firms in Israel by 2030:\n\n* Hiring talent with emerging skills\n* Accelerating automation\n* Upskilling employees (80% of employers)\n* Re-orienting operations to capitalize on new AI-driven business opportunities\n\nSkills in increasing demand:\n\n* Resilience\n* Flexibility\n* Agility\n* Systems thinking\n\n## Morocco\n\nKey forces shaping labor-market transformation in Morocco by 2030:\n\n* Green transition\n* Uncertain economic conditions\n\nTop barriers to business transformation:\n\n* Skills gaps\n* Internal resistance to change\n\nExpected increasing demand for skills over the next five years:\n\n* AI and big data\n* Creative thinking\n* Leadership and social influence\n\nTalent availability might benefit from:\n\n* Stronger focus on tapping into diverse talent pools (24% of firms compared to 47% globally)\n\nEfforts to address youth unemployment:\n\n* 86% of businesses plan to prioritize youth as part of their diversity, equity, and inclusion measures (significantly above the global average).\n\n## Saudi Arabia\n\nKey factors shaping the labor market in Saudi Arabia from 2025 to 2030:\n\n* Increased digitalization\n* Geoeconomic fragmentation\n* Rising cost of living\n\nCompanies anticipate a focus on technology adoption, particularly to automate existing tasks.\n\n* Proportion of total work tasks delivered autonomously by technology projected to reach 45% by 2030 (above global averages).\n\nSkills on the rise:\n\n* Technological literacy (over 70% of employers)\n* Networks and cybersecurity\n* AI and big data\n\nDynamic workforce strategies expected:\n\n* 38% of companies expecting to remove degree requirements to improve talent availability (compared to 19% globally)\n\n## Tunisia\n\nAddressing skills gaps is a critical priority:\n\n* 80% of companies identify skills gaps as the top barrier to business transformation by 2030.\n* 86% aim to upskill their workforce to respond to key business trends.\n\nParticularly strong increase in demand for skills in:\n\n* Leadership and social influence\n* Creative thinking\n* AI and big data\n* Programming (72% of firms identify it as a growth area)\n\nTraining approaches:\n\n* 70% of employers plan to fund training internally.\n* 41% aim to leverage hybrid, public-private, co-funding models.\n\n\n## United Arab Emirates\n\nExpected impacts on business models by 2030:\n\n* Increased digitalization\n* Efforts to adapt to and mitigate climate change\n\nFocus on technological shifts reflected in:\n\n* Increasing adoption of technology in day-to-day operations.\n* Proportion of total work tasks delivered by autonomous technologies projected to reach 43% over the next five years (above the expected rate of 34% globally).\n\nRising demand for technological literacy (87% of companies).\n\n## Visual Description\n\nThe image shows a person's hands interacting with a laptop and a smartphone on a round table.  The laptop screen displays lines of code, suggesting software development or programming work.  A pair of glasses rests on the table beside the laptop. A partially visible disposable coffee cup is also present. The background is blurred, showing a window view.  The image is cropped, partially obscuring the person and their surroundings.\n\nKey insights from the visual:\n\nThe focus on technology, indicated by the code on the laptop screen, aligns with the textual content discussing the increasing importance of digitalization and technological skills across various regions. The image reinforces the report's theme of technological transformation in the workplace."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_7.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_7.md", "filename": "Future_of_Jobs_Report_2025_Page_7.md", "title": "Future_of_Jobs_Report_2025_Page_7", "hash": "e4f8cd36a282e78483938e905c511154", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 7\n# Part I: The Future of Jobs 2025"}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_70.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_70.md", "filename": "Future_of_Jobs_Report_2025_Page_70.md", "title": "Future_of_Jobs_Report_2025_Page_70", "hash": "df1299f44b165d5a2f5e22e9bf754f2a", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 70\n# Sub-Saharan Africa\n\nIn Sub-Saharan Africa, 64% of businesses expect increasing focus on labour and social issues to be a key trend impacting their business strategy over the 2025-2030 period, followed by rising cost of living and broadening digital access (both highlighted by 59% of respondents). Companies headquartered in the region are navigating significant transformation barriers, including perceived widespread skills gaps and shortage of investment capital. Employers in Nigeria and Zimbabwe are anticipating stepping up efforts on workforce development over the next five years, while their South African peers are planning to invest in diversity, equity and inclusion programmes to improve access to skilled talent.\n\nSkills gaps and challenges in attracting talent are expected to be key barriers to business transformation in **Nigeria** over the next five years. As the country develops its Business Process Outsourcing (BPO) industry and creates more digital jobs, network and cybersecurity skills are projected to be the fastest-growing skills in demand in the country, with 87% of employers reporting an increasing need by 2030 (compared to a global average of 70% of respondents). This is followed by anticipated employer demand for skills in AI and big data as well as systems thinking. Additionally, service orientation and customer service as well as global citizenship skills are expected to exhibit higher-than-global demand. To help address these talent and skills gaps, 73% of firms operating in Nigeria see benefit in increased public-sector funding for reskilling and upskilling programmes, while 40% state that improving transport services and infrastructure would be equally important to support talent availability.\n\nMore than 60% of businesses operating in **South Africa** identify skills gaps as a key barrier to business transformation by 2030, followed by organizational culture and resistance to change (43%). With jobs such as AI and Machine Learning Specialists and Robotics Engineers on the rise, companies are planning to upskill employees and hire talent with new skills to meet evolving business needs. To expand their talent pool and improve skills matching, 34% of companies plan to remove degree requirements, creating more accessible pathways to emerging jobs. In addition, many employers in South Africa expect to focus on diversity, equity and inclusion, with 55% anticipating targeting individuals from disadvantaged religious or ethnic and racial backgrounds, and 41% those from low-income backgrounds, compared to 27% and 24%, respectively, globally.\n\nIn **Zimbabwe**, nearly half of on-the-job skills are expected to change over the next five years, higher than the global average of 39%. Accordingly, 90% of employers have plans to upskill their existing workforce. Skills like systems thinking, marketing and media, customer service, dependability and attention to detail, quality control, and global citizenship are all increasing in demand more rapidly than global averages. Finally, 70% of respondents see benefit in public-policy interventions to improve the education system to better equip the workforce for future demands, above a global average of 47%.\n\n\n# Europe\n\nDigitalization, climate mitigation and rising cost of living are the key trends expected to impact labour-market transformation in *Europe* over the 2025-2030 period. As companies headquartered in the region aim to adjust to these trends, skills gaps and talent shortages in the labour market remain a key barrier: 54% of employers expect talent availability to worsen, significantly above the global average.\n\n\n**Austria's** labour market is anticipated to change over the next five years, as businesses plan to adapt their strategies in response to growth of the digital economy, rising cost of living, and increased investments in climate adaptation. With a majority of businesses planning to prioritize automating processes and tasks as a key workforce strategy, employers operating in Austria are ahead of many global peers in human-technology collaboration: 42% of all human work tasks are projected to be augmented by technology by 2030 (compared to a global average of 33%). Demand for skills such as motivation and self-awareness is on the rise, with 60% of employers predicting a net increase in their importance.\n\nBy 2030, companies operating in **Belgium** expect to see their business models transformed by climate-mitigation efforts, an aging population and rising cost of living. Reflecting these trends, Belgian employers report growing demand for skills such as environmental stewardship (75%, compared to 53% globally) and talent management (69%, compared to 58%). Companies also plan to adopt business practices to boost talent availability, with 85% anticipating investing in reskilling and upskilling programmes, 78% supporting employee health and well-being, and nearly half (48%) facilitating remote work across national borders \u2013 all figures are above global averages.\n\nIn **Czechia**, businesses anticipate navigating the green transition, demographic shifts, and the digital transformation of industries. Over the next five years, over 80% of employers operating in the country plan to focus their workforce strategies on automation and upskilling, while 76% aim to prioritize transitioning staff from declining to growing roles, a higher share than global average. The labour market is expected to remain tight: only 6% of companies anticipate improvements in talent"}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_71.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_71.md", "filename": "Future_of_Jobs_Report_2025_Page_71.md", "title": "Future_of_Jobs_Report_2025_Page_71", "hash": "68254d807a63cd0eba00d6fad78c916e", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 71\n# Business Transformation and Skills Trends by 2030: Country Insights\n\n**Denmark:**\n\nBy 2030, Danish employers anticipate business transformation driven by climate adaptation, social issues, and geoeconomic fragmentation. They are less focused on digitalization and inflation.  The Danish labor market is expected to be relatively stable, with 71% of current skills remaining relevant.  Skills in AI, big data, networks, cybersecurity, curiosity, and lifelong learning are projected to increase in demand, along with global citizenship skills (47% of employers project increased demand compared to 19% globally).\n\n**Estonia:**\n\nKey trends impacting Estonian businesses by 2030 include an aging and shrinking workforce, slower economic growth, and a growing focus on labor and social issues. Compared to global averages, Estonian businesses are less concerned about the green transition (29% impacted by carbon reduction investments and 21% by climate adaptation). Skills gaps are a major barrier to transformation (79% of employers).  Reskilling, upskilling, and employee well-being are key strategies for addressing talent challenges.\n\n**France:**\n\nDigital transformation, climate mitigation efforts, and the rising cost of living are expected to shape French business models by 2030.  Companies prioritize upskilling, hiring for emerging skill sets, and automation. 71% of employers focus on complementing their workforce with new technologies (above the 63% global average).  Demand for Security Management Specialists, Digital Transformation Specialists, and Software Developers is expected to grow, while roles like Material-Recording and Stock-Keeping Clerks and Data Entry Clerks are projected to decline.\n\n**Germany:**\n\nIncreasing digitalization, climate mitigation efforts, and ongoing geoeconomic fragmentation are expected to reshape German business models. 52% of employers anticipate impacts from geopolitical divisions (above the 34% global average).  Businesses plan to adopt AI and information processing tools (93% expect transformative impact), and robots and autonomous systems (67% expect transformative impact).  81% of companies plan to actively hire for new capabilities.  Growing roles include Software Developers, UI/UX Designers, and AI and Machine Learning Specialists.\n\n**Greece:**\n\nBroadening digital access and rising cost of living are the top trends impacting Greek business transformation by 2030. 63% of employers also identify labor and social issues as key drivers of transformation (above the 46% global average). Over half of companies report skills gaps and talent attraction challenges as key barriers.  To address talent availability, 82% of firms support increased public funding for reskilling and upskilling, and 64% call for it as a key policy priority."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_72.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_72.md", "filename": "Future_of_Jobs_Report_2025_Page_72.md", "title": "Future_of_Jobs_Report_2025_Page_72", "hash": "8b54514ed41fb8d463ed9e0e5a39096c", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 72\n# Hungary, Ireland, Italy, Latvia, and Lithuania\n\n**Hungary**\n\nIn Hungary, rising cost of living, increasing digitalization, and an aging and shrinking population are expected to shape business models and labor-market outcomes by 2030. \n\n* 70% of employers identify inflation as a top concern (above the global average of 50%).\n* Talent availability is a highlighted concern, with 77% of firms operating in the country foreseeing difficulties when hiring.\n* Almost 80% of businesses are planning to offer remote and hybrid work opportunities within the country.\n* Nearly 40% envisage doing so across national borders.\n* Almost 70% point to more flexible regulation on this matter as a promising public policy to support talent availability in the country.\n\n\n**Ireland**\n\nAnticipating labour-market changes due to increased investment in climate adaptation and growing focus on labour and social issues, companies in Ireland identify talent attraction as a key barrier to business transformation by 2030.\n\n* Alongside skills gaps, 43% of employers operating in the country expect difficulties in drawing the right talent to their firms (compared to a global average of 27%).\n\nTo address talent shortages:\n\n* 40% of companies plan to provide additional support to workers with caregiving responsibilities.\n* 27% highlight the effectiveness of additional funding for government programmes supporting caregivers.\n\nEmployers in Ireland are also expanding their diversity, equity and inclusion measures:\n\n* 73% conducting pay equity reviews\n* 53% establishing employee resource groups\n* 40% employing diversity, equity and inclusion officers\n\nAdditionally, 69% of respondents state a commitment to reducing wage inequalities.\n\n\n**Italy**\n\nBy 2030, employers operating in Italy expect business model transformation in response to increased climate-mitigation efforts, continued digitalization, and rising cost of living. \n\n* 70% anticipate changes due to investments to reduce carbon emissions (compared to a global average of 47%).\n\nEmployers in Italy project net job growth in:\n\n* Robotics Engineers\n* Renewable Energy Engineers\n* Environmental Engineers\n\nThis is driving increasing demand for skills such as AI, networks, cybersecurity, and environmental stewardship. \n\nTo adapt to these trends:\n\n* 85% of respondents aim to upskill their workforce\n* 73% plan to enhance their workforce through technology augmentation\n\n\n**Latvia**\n\nEmployers in Latvia are anticipating labor-market changes over the next five years due to aging and shrinking population, rising cost of living, and stronger focus on labour and social issues. Diverging from global trends, businesses operating in the country expect to see *lower* levels of disruption from broadening digital access and investments in carbon reduction and climate adaptation. \n\n* Talent availability is a stated concern, with 71% of employers expecting hiring challenges.\n\nIn response, companies in Latvia are planning to emphasize workforce strategies such as accelerating automation and upskilling to mitigate talent shortages.\n\n\n**Lithuania**\n\nIn Lithuania, employers identify the top three drivers of labour-market changes by 2030 as:\n\n* Rising cost of living\n* Aging and shrinking population\n* Broadening digital access\n\nSkills gaps are perceived as a significant barrier to business transformation, with 83% of firms operating in the country citing this issue (compared to a global average of 63%).\n\nTo address these trends:\n\n* 86% of firms in Lithuania plan on investing in reskilling and upskilling.\n* 7 in 10 respondents plan to support employee health and well-being.\n* 6 in 10 aim to improve talent progression and promotion processes in order to increase talent availability.\n\nAnticipated workforce strategies also focus on automation and hiring talent with emerging skills to keep pace with evolving business needs.\n\n\n\n## Visual Description\n\nThe image shows a woman in a lab coat and purple gloves working with laboratory equipment.  She wears safety glasses and is looking intently at the equipment as she manipulates a pipette. The equipment appears to be automated, with labels visible reading \"WASH-SOLN\" and \"ETOH\". Warm, orange lighting illuminates the scene, focused mainly on the woman and the equipment she's using. Her name tag reads \"Sara\".\n\n**Key Insights:**\n\nThe image visually represents the growing need for skilled workers in scientific and technological fields, tying into the text's discussion of future job trends. The automation present in the image also reinforces the discussion of automation as a key workforce strategy.\n\nFuture of Jobs Report 2025"}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_74.md", "filename": "Future_of_Jobs_Report_2025_Page_74.md", "title": "Future_of_Jobs_Report_2025_Page_74", "hash": "032c9dc68c32541fc02d818e4205cfe3", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 74\n# Sweden\n\nBy 2030, Sweden's employers anticipate business transformation in response to broadening digitalization, demographic shifts, and rising cost of living. \n\n* About 50% identify aging and shrinking workforces in some parts of the world as a key trend.\n* 41% highlight growing working-age populations elsewhere.\n* Only 5% of firms operating in the country expect hiring conditions to improve over the next five years, significantly below the global average.\n\nIn response, employers are planning on:\n\n* Enhancing talent progression and promotion processes\n* Expanding remote and hybrid work options\n* Investing in reskilling and upskilling to increase talent availability\n\n# Switzerland\n\nIn Switzerland, continuous digitalization is seen as the key driver of business transformation by 2030, followed by climate mitigation and adaptation. This is reflected in 96% of companies expecting AI and information processing technologies to transform their operations. Workforce strategies are anticipated to focus on automation, upskilling, and hiring talent with emerging skills, with 73% of businesses actively integrating new technologies to complement and augment their human workforce. However, talent retention is seen as a concern, with 36% of employers expecting retention to worsen, nearly twice the global average. To address these challenges, firms in Switzerland plan to:\n\n* Place a bigger emphasis on flexibility in the workplace than their global peers\n* Increase talent availability through remote work options across national borders\n* Support for workers with caregiving responsibilities\n\n# T\u00fcrkiye\n\nBroadening digital access is expected to drive labor market change in T\u00fcrkiye over the 2025-2030 period. Firms operating in the country anticipate technologies such as AI, robotics, and energy technologies to transform their operations. These expectations are reflected in the list of predicted fastest-growing job roles in the country, which includes Robotics Engineers, Renewable Energy Engineers, and Autonomous and Electric Vehicle Specialists. Employers anticipate 44% of on-the-job skills to be disrupted by 2030, higher than the global average of 39%. AI and big data, technological literacy, and networks and cybersecurity are identified as the fastest-growing skills in the country, in addition to a higher-than-average expected growth in the importance of multilingualism.\n\n\n# United Kingdom\n\nIn the United Kingdom, the labor market is expected to be influenced by increased digitalization as well as climate mitigation and adaptation efforts over the next five years:\n\n* 56% of companies operating in the country anticipate seeing their business transformed because of increased investments in climate adaptation, a higher share than their global peers.\n* 56% of employers also expect geoeconomic fragmentation to impact their business strategy, compared to 34% globally.\n\nAs a result of these perceived trends, respondents expect rising demand for skills such as:\n\n* Technological literacy\n* AI\n* Big data\n* Resilience\n* Flexibility\n* Agility\n\nKey job roles anticipated to see significant growth by 2030 include:\n\n* Big Data Specialists\n* FinTech Engineers\n* AI and Machine Learning Specialists\n\n# Northern America\n\nTechnological advancements, demographic shifts, and economic uncertainties are driving strategic decisions of companies headquartered in Northern America. A higher share of employers in this part of the world are evaluating options in both offshoring (23%) and re-shoring (19%), pointing to a possibility of wider global supply chain re-organization.  Additionally, companies in the region share a higher-than-average focus on diversity, equity, and inclusion, including through measures such as pay-equity audits. Only 35% of companies in Northern America anticipate an increase in wages as a share of total revenues (compared to 52% globally). As macrotrend-driven disruptions reshape the jobs and skills landscape, 67% of the workforce in the region is projected to require upskilling or reskilling by 2030, a rate exceeding the global average.\n\n\n# Canada\n\nEmployers in Canada are anticipating an evolving business landscape marked by advances in digital technologies, geoeconomic fragmentation, and increased climate-mitigation efforts by 2030. Reflecting these trends, 97% of companies expect AI and information processing technologies to transform their operations. Robotics and autonomous systems, along with energy generation and storage technologies, are also expected to gain traction. Demand for job roles such as Security Management Specialists, AI and Machine Learning Specialists, and Software Developers is expected to be on the rise. To ensure a steady talent pipeline, employers in Canada are looking to bolster talent progression and promotion processes and investing in reskilling and upskilling.\n\n# United States\n\nIn the United States, technological trends and climate adaptation are expected to shape business and workforce strategies over the 2025-2030 period:\n\n* 55% of employers highlight climate adaptation as a key trend expected to influence business models.\n* 94% of firms in the United States expect AI and information processing technologies to transform their operations in the next five years.\n\nBig Data Specialists, AI and Machine Learning Specialists, and Data Warehousing Specialists are anticipated to be among the fastest-growing jobs in the country. However, roles such as Data Entry Clerks..."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_73.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_73.md", "filename": "Future_of_Jobs_Report_2025_Page_73.md", "title": "Future_of_Jobs_Report_2025_Page_73", "hash": "57b0a1ed43a9daa047ad30ab1502a80a", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 73\n# Talent Shortages and Workforce Strategies Across Europe\n\n## Netherlands\n\nTalent shortages are expected to be a key challenge in the Netherlands over the 2025-2030 period. 56% of firms anticipate hiring difficulties, while only 15% foresee improvements in talent availability.\n\nKey workforce strategies:\n\n* **Automating processes and tasks (86%):**  Higher than the global average.\n* **Upskilling (83%)**\n* **Recruiting talent with new skills (71%)**\n* **Diversity, equity, and inclusion initiatives:** 64% of firms plan to set specific goals, and 46% plan to embed these initiatives across their supply chains.\n\n\n## Norway\n\nBy 2030, Norwegian employers expect significant impacts on their business models from the green and digital transitions.  Key skills in increasing demand include AI, big data, curiosity, lifelong learning, resilience, flexibility, and agility.  Norwegian employers emphasize these competencies more than those in other countries.\n\n* 74% of companies highlight the benefits of public funding for reskilling and upskilling, exceeding the global average.\n* 60% plan to expand their talent base through diversity, equity, and inclusion policies, surpassing global averages.\n* Fewer companies in Norway anticipate wages as a growing share of total revenue (26% vs. 52% globally).\n* More companies anticipate the reverse (22% vs. 8% globally).\n\n## Poland\n\nBroadening digital access is expected to be the predominant trend in Poland by 2030, driving shifts in the labor market and increasing demand for AI and big data skills. Talent availability is also a concern.\n\n* 52% of employers expect aging and shrinking workforces to impact their business over the next five years.\n* 65% foresee hiring challenges.\n\nTo address these challenges, Polish companies see potential in supporting employee health and well-being and expanding remote and hybrid work options.\n\n\n## Portugal\n\n71% of the Portuguese workforce is expected to require training by 2030 (above the 58% global average). Key skills in demand over the next five years include curiosity, lifelong learning, talent management, leadership, and social influence. Skills such as teaching, mentoring, and resource management are also increasingly sought after.\n\n* 87% of employers plan to invest in reskilling and upskilling for improved talent retention.\n* 73% plan to transition employees to new or evolving roles.\n* 40% of respondents consider government a key funding source for reskilling and upskilling efforts (twice the global average).\n\n## Romania\n\nBroadening digital access, rising cost of living, and growing geoeconomic fragmentation are shaping the Romanian labor market.  One-third of companies cite stricter anti-trust and competition regulations as impacting their business models.\n\n* 76% identify skills gaps as a key barrier to transformation, alongside talent attraction challenges.\n* 94% of employers plan to invest in workforce upskilling (higher than the global 85% average).\n* 79% anticipate hiring staff with new skills.\n* 68% plan to accelerate automation.\n\n\n## Serbia\n\nRising cost of living and increased digitalization are key trends impacting Serbian businesses. In-demand skills include AI, big data, technological literacy, talent management, and resource management.\n\n* Two-thirds of employers identify skills gaps as a key barrier to transformation.\n* 67% of firms support increased flexibility in hiring and firing practices to improve talent availability.\n* 50% support wage subsidies (both figures above global averages).\n\n## Slovenia\n\nDemographic shifts, including aging and shrinking workforces, are top-of-mind for Slovenian employers (68% and 45% respectively, both above the global average).  Skills gaps are seen as a key barrier to transformation by two-thirds of companies, followed by organizational culture and resistance to change.\n\nTo improve talent availability:\n\n* 71% of employers suggest more flexible hiring and firing policies.\n* 50% suggest reforming immigration laws.\n* 70% plan to offer higher wages.\n* Nearly 60% plan to review working hours and overtime policies.\n\n## Spain\n\nIncreasing investments in carbon reduction, broadening digital access, and rising cost of living are expected to shape the Spanish labor market. Key barriers to transformation include skills gaps, regulatory frameworks, and resistance to change.\n\nTo address talent availability:\n\n* 60% of employers support increased flexibility in hiring and firing practices.\n* 49% support increased flexibility in setting wages."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_75.md", "filename": "Future_of_Jobs_Report_2025_Page_75.md", "title": "Future_of_Jobs_Report_2025_Page_75", "hash": "aec82ae1327a59e461dd85c081c3d708", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 75\n# Latin America and the Caribbean\n\nCompanies headquartered in Latin America and the Caribbean expect increased digitalization, stronger focus on labour and social issues, and increased efforts towards climate mitigation to drive labour market change over the 2025-2030 period. Skills gaps in the labour market, organizational cultures, and outdated regulations are the perceived top barriers to business transformation in the region, each highlighted by about 50% of respondents. Eighty percent of firms expect talent development to improve over the next five years, surpassing global averages. A large majority of employers in the region plans to respond to skills gap by upskilling their own workforce (84%), accelerating the automation of tasks (81%), or hiring staff with new skills (68%).\n\nEmployers in Argentina expect broadening digital access, climate mitigation and economic uncertainty to shape labour market change over the next five years. Skills gaps are seen as a barrier to business transformation by 65% of companies, followed by outdated regulations (57%) and organizational cultures and resistance to change (48%). To address skills gaps, firms operating in the country are planning to hire staff with new skills, to automate tasks where possible, and \u2013 to a lesser extent \u2013 to invest in reskilling and upskilling (71%, compared to a global average of 85%). Expected fastest-growing jobs in the country include Data Analysts and Scientists and AI and Machine Learning Specialists. While only one out of five companies expect wages to account for a growing share of total revenues in the next five years (compared to 52% globally), 57% of employers are planning to design their salary and compensation strategy to support workers' purchasing power (compared to 33% globally).\n\nIn **Brazil**, like in many other countries, skills gaps are perceived as a primary barrier to business transformation by 2030. Employers operating in the country foresee growth in job roles such as Digital Transformation Specialists, AI and Machine Learning Experts, and Supply Chain and Logistics Specialists. Almost nine in 10 companies in Brazil plan to upskill their workforce over the next five years. While AI and big data, creative thinking, and technological literacy are anticipated to be the fastest-growing skills in the country, companies also expect a greater focus on empathy and active listening, cited by 60% of respondents, as well as resilience, flexibility, agility, and curiosity and lifelong learning.\n\n\n## Visual Description\n\nThe image shows a section of a machine shop or factory floor.  Several pieces of machinery, mostly in shades of dark green, are visible, along with metal work tables and chairs. A jacket hangs on a small folding chair in the foreground.  Various tools and equipment are scattered around the scene. The overall impression is one of a busy, slightly cluttered workspace. A red bucket with the partial text \"LET'S ... THIS\" is visible under a table.  The lighting is dim, suggesting a large, possibly windowless, industrial space. A person wearing a light-colored shirt and what appears to be a hard hat is partially visible in the background, seemingly working at one of the tables. A computer monitor is visible on a table in the background.\n\n\nKey Insights:\n\nThe image visually represents the type of industrial setting likely to be impacted by the trends discussed in the text, such as automation and the growing demand for digital skills. The presence of a worker suggests that human labor remains important, even alongside advanced machinery, highlighting the need for upskilling and adaptation to evolving technologies. The somewhat cluttered and informal feel of the workspace (e.g., the jacket on the chair) may subtly allude to existing organizational cultures that could be a barrier to transformation, as mentioned in the text."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_76.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_76.md", "filename": "Future_of_Jobs_Report_2025_Page_76.md", "title": "Future_of_Jobs_Report_2025_Page_76", "hash": "34be42f52942c3427cdd65b42c43635d", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 76\n# Labour Market Changes in Colombia and Mexico\n\nCompanies in Colombia anticipate changes in the labour market due to:\n\n* Broadening digital access\n* Increased efforts to reduce carbon emissions\n* Greater focus on labour and social issues\n\nOver the 2025-2030 period:\n\n* 65% identify skills gaps as a key barrier to transformation.\n* 61% cite outdated or inflexible regulatory frameworks.\n\nHowever, Colombian employers are more positive than global peers regarding future talent availability, with 47% expecting improvement by 2030. To improve talent retention, they plan to focus on:\n\n* Employee health and well-being\n* Improving employee progression\n\nBy 2030, broadening digital access and climate-change mitigation are expected to shape the labour market in *Mexico*.\n\n* 95% of companies operating in Mexico expect AI tools to transform their operations in the next five years.\n* 63% anticipate greater use of robotics.\n* 82% of employers aim to accelerate automation of tasks over the same time horizon.\n\nInformation Security Analysts and Big Data Specialists are projected to be among the fastest-growing job roles in Mexico. Employers are positive about talent retention, with 53% expecting improvements (compared to 44% globally).  In addition to AI, big data, and creative thinking skills, companies anticipate increased emphasis on:\n\n* Resilience\n* Flexibility\n* Agility\n* Environmental stewardship (73% of firms expect rising demand for this skill, and 69% for the previous three).\n\n\n## Visual Description\n\nThe image shows a storefront in what appears to be a marketplace in Mexico.  The store has a blue facade with a sign that reads \"VENTAS AL POR MAYOR Y MENOR\" (Sales Wholesale and Retail).  A smaller sign displays \"G2-56,\" likely a stall number.  The storefront is partially open, revealing shelves stocked with various goods, including rolls of plastic sheeting, disposable plates and cups, packaged food items, and fresh produce such as limes, peppers, corn, and cabbage. Several large plastic jugs, possibly containing cooking oil and labeled \"Condor,\" are stacked near the front.  \n\nTwo men, presumably vendors or shopkeepers, are visible within the storefront. One, wearing a white tank top and jeans, is attending to produce. The other, wearing a darker shirt and jeans, is interacting with a customer.  A boy in a red shirt is also present, possibly assisting in the shop.  A hanging scale is visible inside, along with various sacks and crates of goods. Outside the storefront are more crates, a hand truck, and bags of produce, indicating a bustling market environment.\n\n\n**Key Insights:**\n\nThe image depicts a traditional retail setting in Mexico, likely serving a local community. The variety of goods suggests a small general store or grocery, providing essential household and food items.  The presence of multiple people likely represents family involvement in the business.\n\nThe juxtaposition of this image with the text about AI and automation in Mexico highlights the diverse economic landscape of the country. While the text discusses technological advancements and future job trends, the image portrays a sector that may be less immediately impacted by these changes, illustrating the ongoing presence of traditional businesses and work alongside the growing tech sector."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_78.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_78.md", "filename": "Future_of_Jobs_Report_2025_Page_78.md", "title": "Future_of_Jobs_Report_2025_Page_78", "hash": "463c3dc1f6c5ceac971ba024806a88b7", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 78\n# Impact of Technology Related Trends, 2025-2030, by Region\n\nShare of employers which expect technology related trends to drive transformation in their organization (%), by region.\n\n| Technology                                   | Central Asia | Eastern Asia | Europe | Latin America and the Caribbean | Middle East and Northern Africa | Northern America | South-eastern Asia | Southern Asia | Sub-Saharan Africa |\n| --------------------------------------------- | :----------: | :----------: | :----: | :---------------------------: | :---------------------------: | :-------------: | :---------------: | :-----------: | :---------------: |\n| AI and information processing technologies |      69      |      92      |   87   |               -               |               -               |       93        |        79         |      96      |        90        |\n| Biotechnology and gene technologies          |       9       |      27      |    9   |              -                |               -               |       15        |         8         |       9       |         3         |\n| Energy generation, storage and distribution   |      50      |      39      |   44   |              -                |               -               |       38        |        31         |      33      |        45        |\n| New materials and composites                 |      36      |      34      |   30   |              -                |               -               |       34        |        25         |      22      |        38        |\n| Quantum and encryption                       |      10      |      27      |    9   |              -                |               -               |       13        |         6         |      28      |        10        |\n| Robots and autonomous systems                |      45      |      61      |   62   |              -                |               -               |       63        |        44         |      61      |        72        |\n| Satellites and space technologies           |       8       |      19      |    5   |              -                |               -               |       13        |         7         |       9       |        10        |\n| Semiconductors and computing technologies    |      14      |      39      |   17   |              -                |               -               |       20        |        20         |      36      |        21        |\n| Sensing, laser and optical technologies      |      10      |      31      |   15   |              -                |               -               |       28        |        14         |      16      |        14        |\n|                                            |              |              |        |                               |                               |                |                  |             |                  |\n|                                            |              |              |        |                               |                               |                |                  |             |                  |\n| ...                                           |     ...     |      ...    | ...    |            ...                |            ...                |      ...       |       ...        |    ...      |       ...        |\n|                                            |              |              |        |                               |                               |                |                  |             |                  |\n| ...                                           |     ...     |      ...    | ...    |            ...                |            ...                |      ...       |       ...        |    ...      |       ...        |\n|                                            |      79      |      85      |        |                               |                               |                |                  |             |                  |\n|                                            |      18      |       8      |        |                               |                               |                |                  |             |                  |\n|                                            |      26      |      49      |        |                               |                               |                |                  |             |                  |\n|                                            |      34      |      18      |        |                               |                               |                |                  |             |                  |\n|                                            |      11      |      13      |        |                               |                               |                |                  |             |                  |\n|                                            |      53      |      38      |        |                               |                               |                |                  |             |                  |\n|                                            |      18      |      15      |        |                               |                               |                |                  |             |                  |\n|                                            |      24      |       8      |        |                               |                               |                |                  |             |                  |\n|                                            |      29      |       8      |        |                               |                               |                |                  |             |                  |\n\n\n## Visual Description\n\nA color scale bar shows the range from 0 to 100 representing the Share of employers.  Darker blue represents a higher percentage. The table uses varying shades of blue to represent the percentage of employers who expect specific technologies to drive transformation within their organizations. Darker shades indicate a higher percentage.  The table covers various technology areas, including AI, biotechnology, energy, new materials, quantum computing, robotics, satellites, semiconductors, and sensing technologies. It breaks down these expectations by region, including Central Asia, Eastern Asia, Europe, Latin America & the Caribbean, Middle East & North Africa, North America, Southeast Asia, South Asia, and Sub-Saharan Africa.\n\n\n**Key Insights:**\n\n* **AI Dominance:** AI and information processing technologies are expected to drive transformation across all regions, with particularly high expectations in Eastern Asia (92%).\n* **Robotics Growth:** Robots and autonomous systems are also highly anticipated drivers of change, particularly in South-eastern Asia (72%) and Eastern Asia (61%).\n* **Regional Variation:**  There's significant regional variation in the expected impact of different technologies. For example, biotechnology has higher expectations in Eastern Asia (27%) compared to other regions.  Semiconductors and computing technologies are notably important in Eastern Asia (39%) and Southern Asia (36%).\n* **Lower Interest in Specific Technologies:** Certain technologies, like satellites and space technology and sensing, laser, and optical technology, generally show lower expected impact across all regions compared to areas like AI and robotics.\n\n\nSource: World Economic Forum, Future of Jobs Survey 2024."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_77.md
encoding: FLOAT32
metadata:
{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_77.md", "filename": "Future_of_Jobs_Report_2025_Page_77.md", "title": "Future_of_Jobs_Report_2025_Page_77", "hash": "72614873ce431f84e32128941b57afeb", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 77\n# TABLE 5.1 Impact of macrotrends, 2025-2030, by region\n\nShare of employers which expect macrotrends to drive transformation in their organization (%), by region.\n\n|                       | Central Asia | Eastern Asia | Europe | Latin America and the Caribbean | Middle East and Northern Africa | Northern America | South-eastern Asia | Southern Asia | Sub-Saharan Africa |\n| --------------------- | ----------- | ----------- | ------ | ------------------------------ | ------------------------------ | --------------- | ----------------- | ------------- | ----------------- |\n| Ageing and declining working-age populations | 15          | 84          | 49    | 33                             | 18                             | 48             | 38                | 11           | 13                |\n| Broadening digital access                   | 61          | 66          | 57    | 70                             | 53                             | 67             | 72                | 63           | 59                |\n| Growing working-age populations             | 27          | 20          | 27    | 23                             | 13                             | 35             | 34                | 18           | 15                |\n| Increased efforts and investments to adapt to climate change | 19          | 47          | 44    | 43                             | 33                             | 45             | 55                | 37           | 33                |\n| Increased efforts and investments to reduce carbon emissions | 23          | 61          | 51    | 50                             | 35                             | 43             | 72                | 45           | 33                |\n| Increased focus on labour and social issues  | 37          | 52          | 47    | 57                             | 28                             | 48             | 28                | 45           | 64                |\n| Increased geopolitical division and conflicts | 27          | 48          | 36    | 16                             | 35                             | 45             | 31                | 39           | 21                |\n| Increased government subsidies and industrial policy | 30          | 22          | 16    | 14                             | 31                             | 22             | 24                | 24           | 26                |\n| Increased restrictions to global trade and investment | 19          | 28          | 23    | 19                             | 29                             | 28             | 21                | 16           | 23                |\n| Rising cost of living, higher prices or inflation | 52          | 58          | 51    | 43                             | 54                             | 45             | 52                | 34           | 59                |\n| Slower economic growth                      | 32          | 66          | 37    | 42                             | 47                             | 52             | 69                | 8            | 49                |\n| Stricter anti-trust and competition regulations | 14          | 9           | 19    | 14                             | 24                             | 25             | 14                | 18           | 3                 |\n\n## Visual Description\n\nThe table presents survey data visualizing the expected impact of various macrotrends on organizational transformation across different geographic regions between 2025 and 2030.  The data is represented as a heatmap, where darker shades of blue indicate a higher percentage of employers expecting the respective macrotrend to drive transformation. The color scale ranges from 0 to 100%, with increments marked at 0, 50, and 100.\n\nKey Insights:\n\n* **Broadening digital access** and **slower economic growth** are consistently expected to be major drivers of transformation across most regions, with high percentages in most areas.\n* **Ageing and declining working-age populations** show a stark contrast, being a significant factor in Eastern Asia (84%) but less so in other regions.\n* **Rising cost of living/inflation** is also a significant driver across many regions, particularly Central and Eastern Asia, as well as Northern America.\n* **Sub-Saharan Africa** generally reports lower percentages across most macrotrends, suggesting these factors may be less influential in driving organizational change in that region compared to others.\n* **Increased focus on labor and social issues** appears more prominent in Eastern Asia and Sub-Saharan Africa.\n\n\n\nSource: World Economic Forum, Future of Jobs Survey 2024."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_79.md
encoding: FLOAT32
metadata:
{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_79.md", "filename": "Future_of_Jobs_Report_2025_Page_79.md", "title": "Future_of_Jobs_Report_2025_Page_79", "hash": "3695fd1f2fd9a35fc4511fe40c563bba", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 79\n# TABLE 5.3 Skill importance in 2025, by region\n\nShare of employers which consider skills to be core skills for their workers (%), by region.\n\n| Skill                               | Central Asia | Eastern Asia | Europe | Latin America and the Caribbean | Middle East and Northern Africa | Northern America | South-eastern Asia | Southern Asia | Sub-Saharan Africa |\n|------------------------------------|--------------|-------------|--------|--------------------------------|-------------------------------|-----------------|-------------------|-------------|-------------------|\n| **Attitudes**                      |              |             |        |                                |                               |                 |                   |             |                   |\n| Environmental stewardship           | 23          | 11         | 18     | 22                             | 14                            | 28              | 50               | 19         | 33                |\n| Global citizenship                 | 3           | 29         | 11     | 9                              | 11                            | 26              | 25               | 6          | 24                |\n| Self-efficacy                       |              |             |        |                                |                               |                 |                   |             |                   |\n| Curiosity and lifelong learning   | 41          | 64         | 58     | 53                             | 29                            | 58              | 54               | 29         | 24                |\n| Dependability and attention to detail | 46          | 41         | 30     | 38                             | 26                            | 57              | 46               | 45         | 48                |\n| Motivation and self-awareness      | 62          | 59         | 59     | 48                             | 32                            | 51              | 46               | 29         | 58                |\n| **Working with others**          |              |             |        |                                |                               |                 |                   |             |                   |\n| Resilience, flexibility and agility | 70          | 54         | 70     | 81                             | 50                            | 79              | 71               | 35         | 64                |\n| Empathy and active listening       | 34          | 52         | 56     | 67                             | 28                            | 66              | 54               | 39         | 33                |\n| Leadership and social influence    | 62          | 66         | 63     | 69                             | 46                            | 68              | 67               | 29         | 61                |\n| Teaching and mentoring             | 59          | 30         | 25     | 22                             | 13                            | 28              | 21               | 26         | 24                |\n| **Cognitive skills**               |              |             |        |                                |                               |                 |                   |             |                   |\n| Analytical thinking               | 75          | 71         | 71     | 74                             | 47                            | 79              | 67               | 71         | 61                |\n| Creative thinking                 | 68          | 64         | 54     | 58                             | 57                            | 62              | 63               | 55         | 48                |\n| Multi-lingualism                   | 45          | 23         | 21     | 17                             | 23                            | 21              | 13               | 10         | 27                |\n| Reading, writing and mathematics   | 18          | 27         | 17     | 22                             | 18                            | 26              | 25               | 26         | 30                |\n| Systems thinking                  | 59          | 43         | 35     | 67                             | 33                            | 47              | 38               | 26         | 45                |\n| **Engagement skills**             |              |             |        |                                |                               |                 |                   |             |                   |\n| Marketing and media                | 28          | 27         | 18     | 19                             | 20                            | 21              | 33               | 32         | 27                |\n| Service orientation and customer service | 28          | 52         | 48     | 67                             | 32                            | 60              | 46               | 42         | 48                |\n| **Management skills**             |              |             |        |                                |                               |                 |                   |             |                   |\n| Quality control                   | 44          | 16         | 35     | 30                             | 36                            | 32              | 29               | 48         | 30                |\n| Resource management and operations | 48          | 27         | 43     | 45                             | 31                            | 40              | 46               | 32         | 39                |\n| Talent management                  | 49          | 36         | 48     | 53                             | 41                            | 53              | 50               | 52         | 45                |\n| **Physical abilities**             |              |             |        |                                |                               |                 |                   |             |                   |\n| Manual dexterity, endurance and precision | 11          | 4          | 16     | 8                              | 16                            | 6               | 13               | 19         | 9                 |\n| Sensory-processing abilities       | 7           | 11         | 6      | 7                              | 4                             | 4               | 8                | 6          | 9                 |\n| **Technology skills**              |              |             |        |                                |                               |                 |                   |             |                   |\n| AI and big data                   | 32          | 45         | 44     | 40                             | 46                            | 62              | 58               | 55         | 55                |\n| Design and user experience        | 14          | 39         | 23     | 29                             | 21                            | 28              | 33               | 19         | 30                |\n| Networks and cybersecurity         | 20          | 27         | 24     | 21                             | 20                            | 40              | 42               | 13         | 39                |\n| Programming                       | 17          | 16         | 16     | 16                             | 19                            | 26              | 13               | 13         | 24                |\n| Technological literacy            | 52          | 30         | 54     | 51                             | 35                            | 64              | 67               | 52         | 64                |\n\n\n## Visual Description\n\nThe table displays the percentage of employers who consider certain skills as core skills for their workers in 2025. The skills are categorized into broader skill groups: Attitudes, Working with others, Cognitive Skills, Engagement Skills, Management Skills, Physical Abilities, and Technology Skills.  The data is broken down by region: Central Asia, Eastern Asia, Europe, Latin America and the Caribbean, Middle East and Northern Africa, Northern America, South-eastern Asia, Southern Asia, and Sub-Saharan Africa.\n\nThe table uses a color gradient to represent the percentages, ranging from light blue (low percentage) to dark blue (high percentage). A key below the table shows that darker shades correspond to a higher share of employers.\n\n\n**Key Insights:**\n\n* **Resilience, flexibility, and agility** are highly valued across most regions, particularly in Latin America & the Caribbean, and Northern America.\n* **Analytical thinking** is also consistently rated as important, especially in Europe and Northern America.\n* **Technological literacy** is important globally, with especially high percentages in Northern America, South-eastern Asia and Sub-Saharan Africa.\n* There's significant regional variation. For example, **Global citizenship** is considered more important in Eastern Asia compared to other regions.  \n* **AI and big data** skills are gaining traction, especially in Northern America.\n* **Physical abilities** like manual dexterity are less emphasized than cognitive and technological skills in most regions.\n\n\nSource: World Economic Forum, Future of Jobs Survey 2024."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_8.md
encoding: FLOAT32
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_8.md", "filename": "Future_of_Jobs_Report_2025_Page_8.md", "title": "Future_of_Jobs_Report_2025_Page_8", "hash": "f9faf25026e0801b091dffcd6b5049ba", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 8\n# Introduction: The global labour market landscape in 2025\n\nThe year 2025 unfolds amid ongoing transformations in global labour markets. Since the COVID-19 pandemic, rising cost of living, geopolitical conflicts, the climate emergency and economic downturns have added further turbulence to technology-driven global employment changes. \n\nWhile the global economic outlook appears to be stabilizing, it does so amid weaker global growth projections of 3.2% for 2025.<sup>1</sup> Global inflation appears to have eased and is now projected to reach 3.5% by the end of 2025 - below the average global rate of the first two decades of the 21<sup>st</sup> century. However, living costs remain elevated around the world.\n\nAided by a stabilizing economic outlook and easing inflation, the global unemployment rate, at 4.9%,<sup>2</sup> stands at the lowest level since 1991. However, this headline figure hides a range of disparities. While middle-income countries are experiencing reductions in unemployment, low-income countries have seen an increase, from 5.1% in 2022 to 5.3% by 2024.\n\nReductions in unemployment have also lagged for women. Since 2020, when the global unemployment rate peaked for both sexes at 6.6%, the rate for men has declined to 4.8%, while the rate for women remains elevated at 5.2%. This trend is driven mainly by lower-middle income countries, where the female unemployment rate (of 5.5%) is 1.1% higher than the male equivalent. High-income countries have an unemployment rate gender disparity of 0.4%; however, this disparity has existed for over a decade - rather than opening up during the post-COVID recovery. For low-income and upper-middle income countries, male and female unemployment rates remain even.\n\nYouth unemployment rates tell another story of labour-market health. While the global youth unemployment rate has tracked the total global unemployment rate, it remains elevated at 13%. Assessing rates of youth not in employment education or training (NEETs) highlights disparities between economies at different national income levels. While the global NEET rate remains flat at 21.7%, it stands at just 10.1% for high-income economies, rising to 17.3% for upper-middle income ones. The rate then jumps to 25.9% for lower-middle income economies and 27.6% for low-income ones.\n\nThe jobs gap - a measure by the International Labour Organization (ILO) to incorporate a broader understanding of unemployment and underemployment - adds additional nuance to our understanding of the labour-market situation. Similarly to global headline unemployment, the jobs gap has been decreasing and stood at a need for 402 million additional jobs in 2024. While most of the world has experienced this downward trend, low-income economies saw their jobs gap increase by 0.4 percentage points compared to pre-pandemic levels. Lower-middle income economies saw the largest reduction in the jobs gap (by 2 percentage points compared to 2019 levels). \n\nAcross all country income groups, the jobs gap for women is higher than that for men, but gender differences are most pronounced in low-income and especially lower-income economies, where the jobs gap for women surpasses that of men by 7.5 percentage points.\n\nThe global labour-force participation rate has rebounded after a drop during the pandemic and now stands at similar levels to 2019 for all income groups except lower-middle income economies. In lower-income economies the labour-force participation rate has spiked beyond the levels seen in 2019. This is noteworthy considering lower-middle income economies - who make up around 40% of the global population - will drive the bulk of working-age population growth in the coming years and decades. The combination of growing working-age populations and labour-force participation rates emphasizes the importance of job creation in these economies.\n\nAgainst the backdrop of this current labour-market landscape, the *Future of Jobs Report 2025* analyses how organizations expect the labour market to evolve over the next five years until 2030. Like previous editions of the report, this analysis is\u2026"}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_80.md
encoding: FLOAT32
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_80.md", "filename": "Future_of_Jobs_Report_2025_Page_80.md", "title": "Future_of_Jobs_Report_2025_Page_80", "hash": "897b52ac21d554c1f96cf950722c0237", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 80\n# TABLE 5.4 Skill evolution, 2025-2030, by region\n\n*Net difference between the share of employers which consider skills to be increasing and decreasing in importance to their workers from 2025 to 2030 (%), by region. The share of employers predicting skill stability is not used in the calculation.*\n\n## Visual Description\n\nThe table displays the net difference in the perceived importance of various skills across different regions from 2025 to 2030. A positive value indicates an increase in the perceived importance of a skill, while a negative value indicates a decrease.  The table is color-coded, with darker blues representing larger positive differences and darker purples representing larger negative differences.  The regions included are Central Asia, Eastern Asia, Europe, Latin America and the Caribbean, Middle East and Northern Africa, Northern America, South-eastern Asia, Southern Asia, and Sub-Saharan Africa. The skills are grouped into categories: Attitudes (Ethics, Self-efficacy, Working with others), Cognitive Skills, Skills, Knowledge and Abilities (Engagement skills, Management Skills, Physical abilities, Technology skills).\n\nKey Insights:\n\n* **Technology skills, particularly AI and big data, show a strong positive net difference across almost all regions**, indicating a significant increase in their perceived importance.\n* **Cognitive skills like Analytical and Creative thinking also show a positive trend** across most regions, although the magnitude of change varies.\n* **Physical abilities, especially Manual dexterity, endurance, and precision, show a negative net difference in several regions**, suggesting these skills may be becoming less important.\n* **There is significant regional variation in the net difference for certain skills.**  For example, Multi-lingualism shows a large positive change in Central Asia but a negative change in Southern Asia.\n\n| Skill                                     | Central Asia | Eastern Asia | Europe | Latin America and the Caribbean | Middle East and Northern Africa | Northern America | South-eastern Asia | Southern Asia | Sub-Saharan Africa |\n|------------------------------------------|-------------|-------------|--------|---------------------------------|--------------------------------|-----------------|--------------------|---------------|-----------------|\n| *Environmental stewardship*                | 54          | 48          | 56     | 68                              | 39                             | 46              | 70                 | 46            | 46              |\n| *Global citizenship*                      | 4           | 33          | 17     | 29                              | 4                              | 14              | 43                 | 33            | 33              |\n| *Curiosity and lifelong learning*         | 38          | 66          | 70     | 61                              | 52                             | 60              | 52                 | 56            | 33              |\n| *Dependability and attention to detail*  | 14          | -5          | -1     | 24                              | 30                             | 23              | 17                 | 28            | 37              |\n| *Motivation and self-awareness*            | 40          | 52          | 49     | 56                              | 33                             | 47              | 52                 | 46            | 56              |\n| *Resilience, flexibility and agility*       | 52          | 54          | 69     | 65                              | 64                             | 67              | 83                 | 64            | 79              |\n| *Empathy and active listening*            | 26          | 55          | 47     | 67                              | 25                             | 47              | 57                 | 36            | 46              |\n| *Leadership and social influence*         | 45          | 61          | 57     | 64                              | 60                             | 62              | 65                 | 50            | 62              |\n| *Teaching and mentoring*                 | 46          | 30          | 27     | 28                              | 20                             | 25              | 43                 | 33            | 37              |\n| *Analytical thinking*                    | 52          | 46          | 52     | 64                              | 55                             | 49              | 78                 | 62            | 70              |\n| *Creative thinking*                      | 55          | 71          | 65     | 81                              | 62                             | 65              | 74                 | 67            | 72              |\n| *Multi-lingualism*                       | 59          | 23          | 5      | 26                              | 18                             | 14              | 22                 | -8           | 11              |\n| *Reading, writing and mathematics*       | -14         | 13          | -8     | -4                              | 11                             | -8             | 0                  | 4             | 21              |\n| *Systems thinking*                       | 43          | 49          | 50     | 59                              | 48                             | 42              | 63                 | 52            | 75              |\n| *Marketing and media*                    | 31          | 29          | 17     | 24                              | 39                             | 10              | 57                 | 52            | 41              |\n| *Service orientation and customer service* | 35          | 41          | 37     | 61                              | 45                             | 21              | 30                 | 50            | 55              |\n| *Quality control*                        | 25          | 13          | 13     | 21                              | 28                             | 17              | 23                 | 62            | 41              |\n| *Resource management and operations*      | 27          | 13          | 18     | 23                              | 37                             | 22              | 35                 | 38            | 24              |\n| *Talent management*                      | 53          | 59          | 58     | 61                              | 60                             | 45              | 70                 | 56            | 67              |\n| *Manual dexterity, endurance and precision*| -24         | -45         | -28    | -29                             | -7                             | -36             | -17                | -13           | 14              |\n| *Sensory-processing abilities*           | 23          | 7           | 11     | 12                              | 20                             | -13             | 30                 | 24            | 20              |\n| *AI and big data*                       | 79          | 87          | 90     | 91                              | 68                             | 90              | 96                 | 89            | 86              |\n| *Design and user experience*            | 24          | 46          | 43     | 63                              | 43                             | 24              | 68                 | 60            | 54              |\n| *Networks and cybersecurity*             | 69          | 64          | 74     | 67                              | 70                             | 61              | 92                 | 54            | 71              |\n| *Programming*                           | 48          | -4          | 24     | 32                              | 35                             | 10              | 29                 | 15            | 57              |\n| *Technological literacy*                | 53          | 43          | 71     | 76                              | 64                             | 80              | 78                 | 63            | 84              |\n\n\nSource: World Economic Forum, Future of Jobs Survey 2024."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_81.md
encoding: FLOAT32
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_81.md", "filename": "Future_of_Jobs_Report_2025_Page_81.md", "title": "Future_of_Jobs_Report_2025_Page_81", "hash": "1ae30c22c277197dfa22549f5b7c2b6a", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 81\n# 5.2 Industry Insights\n\n## Cross-industry trends and scope for collaboration\n\nThe anticipated impact of macrotrends on the future of jobs is multi-faceted across both geographies and sectors. Specific industries are seeing points of convergence as well as distinct barriers to transformation and thus are prioritizing different workforce strategies in response to labour-market transformation by 2030. While 19 out of 22 global industries covered by the report identify skills gaps in the local labour market as the top barrier to industry transformation, each sector also anticipates distinct additional challenges in the next five years. \n\nIn both the Government and Public sector and Medical and Healthcare sector, for example, organizational culture and resistance to change features as the most-selected barrier to transformation. In the Real Estate sector, inability to attract talent to the industry is seen as the key obstacle. Four sectors \u2013 Agriculture, Forestry, and Fishing; Information and Technology Services; Oil and Gas; and Retail and Wholesale of Consumer Goods \u2013 view data and technical infrastructure as one of the key barriers. \n\nAs shown in Figure 5.1, most industries see talent attractiveness at the industry level as a bigger issue than at the firm level over the 2025-2030 period (with Automotive and Aerospace, Education and Training, and Information Technology being the three exceptions).\n\n## Visual Description\n\nThe image shows a woman carrying a large bowl or shallow basin on her head. She is wearing a striped wrap around her head and shoulders.  The background is out of focus but appears to be a brick or block wall under construction, with some loose bricks stacked in the foreground. The overall impression is one of manual labour, possibly in a construction or similar setting.\n\n\n**Key Insights:**\n\nThe photograph appears to be strategically placed to juxtapose the discussion of industry transformation and challenges with the image of traditional manual labour. It may symbolize the potential impact of automation and technological advancements on existing jobs and workforces, particularly in developing economies.  It also emphasizes the potential disparities between sectors experiencing rapid transformation (like Information Technology) and those relying on more traditional forms of labour."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_82.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_82.md", "filename": "Future_of_Jobs_Report_2025_Page_82.md", "title": "Future_of_Jobs_Report_2025_Page_82", "hash": "144e40021847ba9193f8603c47155fe7", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 82\n# FIGURE 5.1 Attracting talent to the firm and to the industry\n\nShare of employers surveyed expecting an inability to attract talent to their firm or an inability to attract talent to their industry will hinder their organizational transformation, by industry.\n\n## Visual Description\n\nThis figure presents a dot chart showing the percentage of employers who anticipate talent attraction challenges hindering their organizational transformation.  The chart is organized by industry, listed on the left. For each industry, there are two dots plotted on horizontal lines, representing the share of employers:\n\n* **Dark Blue Dot:** Represents the percentage of employers who see *firm-level* talent attraction as a greater challenge.\n* **Light Blue Dot:** Represents the percentage of employers who see *industry-level* talent attraction as a greater challenge.\n\nThe horizontal axis is labeled with two endpoints: \"Inability to attract talent to the firm\" and \"Inability to attract talent to the industry.\"  Numerical labels along the horizontal lines show the percentage values for each dot.  A small circular key at the bottom right indicates the share split: 60 for firm-level challenges and 12 for industry-level challenges.\n\nKey insights:\n\n* Across many industries, the inability to attract talent to the *firm* is a larger concern than the inability to attract talent to the *industry*.\n* Real Estate stands out with the highest percentage (60%) concerning firm-level talent attraction difficulty.\n* Oil and Gas shows the lowest percentage (11%) for firm-level talent attraction difficulty.\n* Several industries, like Automotive and Aerospace, Education and Training, and Chemical and Advanced Materials, indicate higher concerns about industry-level talent attraction.\n\n\n**Data Table Representation:**\n\n| Industry                                    | Firm-Level Challenge (%) | Industry-Level Challenge (%) |\n|---------------------------------------------|--------------------------|---------------------------|\n| Accommodation, Food, and Leisure          | 28                       | 55                        |\n| Advanced Manufacturing                     | 32                       | 40                        |\n| Agriculture, Forestry, and Fishing         | 19                       | 43                        |\n| Automotive and Aerospace                    | 42                       | 35                        |\n| Chemical and Advanced Materials            | 41                       | 50                        |\n| Education and Training                      | 32                       | 25                        |\n| Electronics                                 | 36                       | 43                        |\n| Energy Technology and Utilities             | 21                       | 37                        |\n| Financial Services and Capital Markets      | 21                       | 34                        |\n| Government and Public Sector                | 25                       | 34                        |\n| Information and Technology Services         | 30                       | 28                        |\n| Infrastructure                             | 24                       | 40                        |\n| Insurance and Pensions Management          | 22                       | 33                        |\n| Medical and Healthcare Services            | 17                       | 22                        |\n| Mining and Metals                           | 39                       | 39                        |\n| Oil and Gas                                | 11                       | 37                        |\n| Production of Consumer Goods               | 23                       | 42                        |\n| Professional Services                      | 26                       | 40                        |\n| Real Estate                                | 16                       | 60                        |\n| Retail and Wholesale of Consumer Goods    | 30                       | 38                        |\n| Supply Chain and Transportation           | 29                       | 37                        |\n| Telecommunications                          | 21                       | 24                        |\n\n\n**Source:** World Economic Forum, Future of Jobs Survey 2024.\n\n**Note:** Industries in which a larger or equal proportion of companies identify firm-level talent attraction as a greater challenge than industry-level talent attraction are displayed in dark blue. Industries in which industry-level talent attraction is identified as a greater challenge than firm-level talent attraction are displayed in light blue."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_85.md
encoding: FLOAT32
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_85.md", "filename": "Future_of_Jobs_Report_2025_Page_85.md", "title": "Future_of_Jobs_Report_2025_Page_85", "hash": "ec0e2ac9236d40c3866784863b4bb4be", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 85\n# Inclusion Programmes and Wage Alignment\n\nMany companies are focusing on inclusion programmes, with 63% expecting wages to become a larger part of overall employer expenses. 92% intend to align wages with productivity, and 46% aim to reduce wage inequalities.\n\n# Automotive and Aerospace\n\nThis sector anticipates significant impacts from climate mitigation and geoeconomic fragmentation over the next five years.\n\n*   **Rising geopolitical tensions:** 54% (compared to 34% in other industries)\n*   **Increasing trade restrictions:** 46% (compared to 23% in other industries)\n\nRoughly one-fourth of industry players are considering reshoring, nearshoring, or friendshoring, and 16% are looking at offshoring. This suggests potential supply chain reorganization. These trends point to considerable transformation, with key barriers being:\n\n*   Skills gaps in labor markets\n*   Organizational cultures\n*   Resistance to change\n*   Difficulty attracting talent: 42% (compared to 37% in other industries)\n*   Limited access to investment capital: 40% (compared to 26% in other industries)\n\nEmployers are prioritizing workforce strategies focused on upskilling, automating processes, and transitioning staff. Emerging roles include Robotics Engineers and Data Analysts and Scientists.\n\n# Chemical and Advanced Materials\n\nIndustry transformation is expected to be driven by green and digital investments, leading to increased roles for AI and Machine Learning Specialists and Business Development Professionals by 2030.  A need for AI, big data, and environmental stewardship skills is also anticipated. However, key obstacles include skills gaps and talent attraction. To improve attractiveness, companies plan to focus on:\n\n*   Talent progression and promotion processes\n*   Employee health and well-being\n*   Higher wages\n\nEmployers suggest government support for upskilling/reskilling, improved education systems, wage subsidies, and greater flexibility in wage setting. 90% of companies plan to align wages with productivity, while only 9% plan to review wage costs as part of cost-reduction efforts.\n\n# Digital Transformation Specialists\n\nEmployers in this sector place greater emphasis on curiosity, lifelong learning, marketing and media skills, and multilingualism. Compared to the 85% global industry average, this industry is less focused on upskilling/reskilling its workforce (73%). Attractiveness initiatives include improved talent progression and promotion, higher wages, and employee well-being.\n\n# Electronics\n\nBy 2030, this sector anticipates impacts from increased climate mitigation efforts, digitalization, and aging/shrinking workforces. Only 25% anticipate significant impact from slower economic growth (compared to 42% overall).  AI, robotics, and energy technologies are targeted for adoption, leading to predicted job growth for AI and Machine Learning Specialists and Electrotechnology Engineers.  61% of employers expect hiring challenges to worsen, but only 9% are concerned about talent retention (compared to 19% globally).  Workforce strategies focus on automation, upskilling, and transitioning staff. Firms also desire improved transport infrastructure to enhance talent availability.\n\n# Energy Technology and Utilities\n\nClimate mitigation is a central focus, with planned investments in greener technologies for energy generation, storage, and distribution. Expected top-growing roles include Environmental Engineers, AI and Machine Learning Specialists, and Renewable Energy Engineers. Key concerns for industry players include skills gaps (81% compared to 63% across all industries), outdated regulations (44%), organizational culture/resistance to change, and talent attraction (37%).  Planned initiatives include improving talent progression and promotion processes and investing in upskilling/reskilling programs. Increased financial support from the public sector is desired.\n\n# Financial Services and Capital Markets\n\nIncreased digitalization is the primary driver of transformation, alongside climate change adaptation and slower economic growth. The sector anticipates significant exposure to AI, with only 5% of employers expecting no significant adoption by 2030 (compared to 14% overall). AI and big data skills, technological literacy, and cybersecurity are in high demand, and new job roles are anticipated.\n\n\n# Education and Training\n\nBroadening digital access, increased focus on labor and social issues, and slower economic growth are expected to drive transformation by 2030. AI, big data, and creative thinking skills are expected to grow in importance. Emerging roles include AI and Machine Learning Specialists and Digital Transformation Specialists."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_84.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_84.md", "filename": "Future_of_Jobs_Report_2025_Page_84.md", "title": "Future_of_Jobs_Report_2025_Page_84", "hash": "7bc7256268736e10b37d5d2c6834188e", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 84\n# Industry-level findings\n\nBy 2030, transformation of the **Accommodation, Food, and Leisure** industry is expected to be shaped by rising cost of living and a greater focus on labor and social issues. Increased digitalization\u2014while still relevant for a significant 51% of respondents\u2014appears as less central than in other industries. The focus placed by the industry on human experience and social issues is reflected in the human-technology frontier, as companies anticipate continued reliance on humans to predominantly deliver 43% of total work tasks over the next five years, higher than the global industry average. However, talent availability is a growing concern, with 59% of employers expecting hiring challenges to worsen. \n\nTo respond to these emerging trends, firms are scaling up upskilling efforts, hiring for emerging skills and augmenting workforce with new technologies, while also aiming to improve the industry's attractiveness by supporting employee health and well-being, improving wages and talent progression. About one-third of companies is investing in diversity, equity, and inclusion efforts, focusing particularly on young talent (69%, compared to the 52% global industry average) and migrant workers (33%, compared to 20% globally).\n\nThe **Advanced Manufacturing** sector expects to undergo transformation shaped by increased investments to reduce carbon emissions and adapt to climate change and rising cost of living. Companies are anticipating the adoption of AI (81%), robotics (69%), and new materials and composites (63%, almost twice as many as in other industries). The industry predicts increasing demand for AI and big data skills, creative thinking, networks and cybersecurity skills, but also systems thinking, design and user experience, and resource management. \n\nTo prepare for these changes, employers expect to be able to upskill 29% of workers in their current role, while they foresee a need for 15% of workers to be reskilled and re-deployed in the next five years. Fifty percent of firms are planning to tap into diverse talent pools to ease labor shortages, and 55% (more than in most other industries) plan to focus their diversity, equity, and inclusion efforts on workers aged 55 years and above.\n\nSkills gaps are seen as the key barrier to transformation for businesses in the **Agriculture, Forestry, and Fishing** industry by 2030 (selected by 68% of respondents), followed by outdated regulations (51%, compared to the 39% global industry average) and insufficient data infrastructure (46%, compared to 32% globally). Climate mitigation and adaptation are key challenges highlighted by the industry, alongside rising cost of living. \n\nAs employers address these challenges, they are planning to upgrade their workforce strategies by emphasizing upskilling and reskilling, hiring for new skills, and augmenting their workforce with technology. The top three skills on the rise are predicted to be resilience, flexibility and agility, technological literacy, and environmental stewardship, while skills related to AI and big data, networks, and cybersecurity are growing more slowly than in other industries. One-third of firms in the industry do not have a diversity, equity and \n\n## Visual Description\n\nThe image shows a small, possibly self-service, food and beverage stall. An older woman with glasses stands behind a counter stocked with various drinks and canned goods.  Shelves behind her hold additional inventory. A sign reading \"\u81ea\u52a9\u670d\u52d9\" (Self-Service) in Chinese characters and English is visible. The stall appears to be indoors or partially enclosed.  Cans and bottles of various soft drinks, juices, water, and other beverages are prominently displayed. Some packaged food items are also visible. The stall appears well-stocked but modestly sized. The lighting is bright, illuminating the stall's interior.\n\n**Key Insights:**\n\nThe image, juxtaposed with the text discussing future workforce trends, suggests a potential contrast between traditional small businesses and the anticipated technological advancements across various industries. While the text highlights the adoption of AI, robotics, and other technologies, the image depicts a business reliant on human interaction and traditional methods.  This visual contrast potentially underscores the impact of these changes on different sectors and business models.  It may also hint at the challenges smaller, traditional businesses may face in adapting to these rapid technological shifts."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_83.md
encoding: FLOAT32
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_83.md", "filename": "Future_of_Jobs_Report_2025_Page_83.md", "title": "Future_of_Jobs_Report_2025_Page_83", "hash": "49904a3428ec26b7186e51d02a7b4dbc", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 83\n# Workforce strategy: automation or augmentation, by industry\n\n## Visual Description\n\nThe chart is a scatter plot showing the relationship between the planned adoption of automation and augmentation strategies across various industries. The x-axis represents \"Accelerate automation of processes and tasks\" ranging from 55 to 100, and the y-axis represents \"Complement and augment workforce with new technologies,\" also ranging from 45 to 80.  Each point on the plot represents an industry, with its position determined by the percentage of surveyed employers planning to adopt each strategy. A diagonal line extending from the bottom left to the top right divides the chart, representing a balanced approach between automation and augmentation.  Points above the line indicate a higher focus on augmentation, while points below the line indicate a higher focus on automation.\n\n\n**Key Insights:**\n\n* **Electronics** industry shows a strong preference for automation over augmentation.\n* **Insurance and Pensions Management** and **Telecommunications** also show a leaning towards automation, though less pronounced than Electronics.\n* **Healthcare**, **Agriculture, Forestry, and Fishing**, and **Government and Public Sector** show a stronger preference for augmentation.\n* Most other industries cluster around the diagonal line, indicating a more balanced approach to both strategies.\n* **Real Estate** displays the lowest adoption of both strategies.\n\n\n**Data in Textual Format:**\n\n| Industry | Accelerate Automation of Processes and Tasks | Complement and Augment Workforce with New Technologies |\n|---|---|---|\n| Accommodation, Food, and Leisure | ~60 | ~65 |\n| Advanced Manufacturing | ~70 | ~70 |\n| Agriculture, Forestry, and Fishing | ~65 | ~65 |\n| Automotive and Aerospace | ~70 | ~70 |\n| Chemical and Advanced Materials | ~65 | ~70 |\n| Education and Training | ~75 | ~55 |\n| Electronics | ~87 | ~48 |\n| Energy Technology and Utilities | ~67 | ~68 |\n| Financial Services and Capital Markets | ~75 | ~65 |\n| Government and Public Sector | ~75 | ~77 |\n| Information and Technology Services | ~75 | ~67 |\n| Infrastructure | ~65 | ~65 |\n| Insurance and Pensions Management | ~97 | ~60 |\n| Medical and Healthcare Services | ~72 | ~74 |\n| Mining and Metals | ~75 | ~75 |\n| Oil and Gas | ~70 | ~65 |\n| Professional Services | ~70 | ~70 |\n| Production of Consumer Goods | ~75 | ~67 |\n| Real Estate | ~57 | ~48 |\n| Retail and Wholesale of Consumer Goods | ~75 | ~60 |\n| Supply Chain and Transportation | ~65 | ~64 |\n| Telecommunications | ~96 | ~60 |\n\n\n\nSource: World Economic Forum, Future of Jobs Survey 2024."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_86.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_86.md", "filename": "Future_of_Jobs_Report_2025_Page_86.md", "title": "Future_of_Jobs_Report_2025_Page_86", "hash": "39012f05a41fcb54f336230ae30fd6e7", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 86\n# Big Data Specialists, AI and Machine Learning Specialists, and Security Management Specialists\n\nTo improve talent availability, the industry is planning on investing in reskilling and upskilling (71% of employers), supporting employees' well-being (64%) and improving promotion processes (61%). Remote and hybrid work is also seen as a strategy to stay attractive for 58% of companies in the industry, and one out of two respondents is calling for changes to labour laws that support remote work (compared to 36% in other sectors). The industry is particularly advanced in its plans to remove degree requirements in favour of skills-based hiring approaches (28%, compared to 19% across all industries).\n\n# Employers in the Government and Public Sector\n\nEmployers in the Government and Public Sector identify organizational culture and resistance to change as the top barrier to transformation by 2030, as the sector plans to continue investing in digital and green transformation over the next five years. In line with global trends, AI and big data, Networks and cybersecurity and Technological literacy are the skills with highest perceived increasing importance, followed by Environmental stewardship and creative thinking skills. Skills gaps in the labour market and outdated regulatory frameworks are seen as potentially slowing down transformation of the sector. Overall, public employers are positive about future talent availability, with 52% of respondents expecting improvements in the next five years. To increase sector attractiveness and strengthen the sector talent base, 80% of employers are planning on enhancing talent progression and providing reskilling and upskilling programmes in the next five years.\n\n# Information and Technology Services\n\nInformation and Technology Services companies are heavily focused on adopting advanced technologies by 2030, with anticipated near-universal uptake of AI and information processing (99%, compared to the 86% global industry average) and a strong focus also on quantum and encryption technologies (41%, compared to 12% globally). Growing job roles in the sector are foreseen to include Digital Transformation Specialists, Software and Applications Developers, and Sales and Marketing Professionals. Alongside AI and cybersecurity skills, the industry expects stronger emphasis on resilience, flexibility, and agility than most other sectors, while more employers expect demand for programming and design and user experience skills to decline than in other industries. Workforce strategies aim to prioritize upskilling and hiring talent with new skills to address emerging needs, alongside a higher tendency to reduce staff with less relevant skills (49%, compared to 41% in other industries) and offshore segments of the workforce (17%, compared to 8%).\n\n# By 2030, transformation of the Infrastructure\n\nBy 2030, transformation of the *Infrastructure* sector is foreseen to be driven by a need to increase investments in carbon reduction, climate adaptation and digitalization. As a result, new job roles are expected to be created for Big Data Specialists and Organizational Development\n\n\n## Visual Description\n\nThe image shows a view through a glass partition into a modern office space. In the foreground, a group of four people are seated around a round table, each with a laptop open in front of them. They appear to be in a meeting or discussion. One person is standing, leaning towards the table and engaging with the seated individuals.  The glass partition has a wavy, translucent design element running across it, partially obscuring the view of the people.\n\nBeyond the meeting area, the image shows a hallway extending into the background. The hallway has dark flooring and walls, and several more glass-walled rooms or offices branch off from it.  Recessed lighting illuminates the space. A single chair is visible in the hallway. The overall impression is of a contemporary and collaborative workspace.\n\n**Key Insights:** The image suggests a collaborative and technologically driven work environment. The use of laptops and the meeting setup implies a focus on teamwork and digital tools.\n\nFuture of Jobs Report 2025 86"}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_88.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_88.md", "filename": "Future_of_Jobs_Report_2025_Page_88.md", "title": "Future_of_Jobs_Report_2025_Page_88", "hash": "9c39da63e3eed6241445d24f067245a3", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 88\n# Production of Consumer Goods\n\nAnticipated workforce strategies in this sector are oriented toward upskilling, with 96% of firms planning on investing in workforce development (compared to 85% across all industries).  There will also be a focus on accelerating automation and augmenting the human workforce with new technologies.\n\nIndustry transformation is foreseen to be influenced by:\n\n* Rising cost of living\n* Increased investments in carbon reduction over the next five years\n* Growing focus on emerging labor and social issues (highlighted by 58% of firms, compared to 46% global industry average)\n\nCompanies are anticipating adopting advanced technologies, with higher-than-average uptake of:\n\n* Robots and autonomous systems (71% compared to 58% across all sectors)\n* New materials and composites (61% compared to 30%)\n\nHowever, 56% of employers expect talent availability to become more difficult in the next five years. To address talent shortages, companies are planning on:\n\n* Supporting workers' health and well-being (73%)\n* Improving working hours (52%)\n\nThey also see potential in public policy support with regard to:\n\n* Flexibility in hiring and firing\n* Flexibility in setting wages\n* Reforming immigration laws\n\n# Professional Services\n\nBy 2030, firms in this sector expect:\n\n* Continued digitalization\n* Rising cost of living\n* Increased focus on labor and social issues impacting industry transformation\n\nWorkforce strategies are anticipated to emphasize:\n\n* Upskilling\n* Hiring talent with emerging skills\n* Augmenting the human workforce with new technologies\n\nThere is also expected to be a higher focus on reducing job roles with outdated skills (48% of companies prioritizing this approach compared to 40% across all industries). One in five employers plan to move operations closer to their headquarters through re-shoring or near-shoring.\n\nHigh-demand job roles include Big Data Specialists and AI and Machine Learning Specialists.  Increasingly important skills over the next five years include AI and big data, technological literacy, creative thinking, and cybersecurity.\n\n\n# Real Estate\n\nBusiness cycle uncertainty (economic growth and inflation) are expected to particularly impact the transformation of this industry in the next five years.  Companies plan to adapt workforce strategies by prioritizing upskilling and reskilling and hiring new talent with relevant skills.\n\nEmerging job roles are foreseen to include AI and Machine Learning Specialists and Business Development Professionals. Demand for the following skills is projected to grow:\n\n* AI and big data skills\n* Creative thinking\n* Curiosity and lifelong learning\n\nSixty percent of employers highlight the sector's inability to attract talent as a key barrier to transformation by 2030. To increase industry attractiveness, companies intend to support employee health and well-being and provide better training opportunities (as only 34% of companies currently do so).\n\n\n## Visual Description\n\nThe image shows a section of a street scene in an urban environment, likely in Hong Kong due to the Chinese characters visible. A man in shorts and a sleeveless shirt is operating a pallet jack inside the back of a white delivery truck.  The truck has green and red Chinese characters on the side, along with the English words \"Beverly Din\" and a phone number \"Tel:852-2122\".  To the left of the truck, a storefront is partially visible with more Chinese characters, indicating it may be a restaurant.  A pedestrian wearing a backpack and white cap is partially visible walking past the storefront. Another pedestrian in a white shirt and face mask walks in the background.  An air conditioning unit is mounted on the wall above the storefront.  Various wires and cables are also visible in the scene.\n\n**Key Insights:** The image presents a snapshot of everyday urban life, possibly suggesting the role of logistics and delivery services in supporting businesses like restaurants. The presence of the pallet jack suggests the delivery of goods.\n\nFuture of Jobs Report 2025 88"}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_87.md
encoding: FLOAT32
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_87.md", "filename": "Future_of_Jobs_Report_2025_Page_87.md", "title": "Future_of_Jobs_Report_2025_Page_87", "hash": "c714ccd7c800d29c8f85f1f59d8c3408", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 87\n# Specialists\n\nTop skills on the rise are anticipated to be linked to AI and big data as well as networks and cybersecurity, and talent management skills are expected to grow in demand at a faster rate than the global industry average. Twenty-seven percent of employees in the sector are anticipated to be able to upskill in their current roles, with an additional 17% projected to be reskilled and redeployed. Almost 70% of respondents expect reskilling and upskilling to improve talent retention and enhance competitiveness and productivity of their company, with 50% planning to increase talent mobility through training programmes.\n\n\n# Insurance and Pensions Management\n\nOver the next five years, evolution of the global economic outlook, and population dynamics across the world are predicted to drive industry transformation in the *Insurance and Pensions Management* sector. Continued adoption of digital technologies is also foreseen to transform the industry, with 97% of employers planning to accelerate automation of processes and tasks, which is significantly above the global industry average. The sector also expects higher-than-average levels of workforce augmentation, with 41% of total work tasks projected to be completed by human-technology collaboration by 2030. AI and big data, creative thinking, and technological literacy are seen as the top skills on the rise. While 42% of employers predict talent availability at the point of hiring to worsen, the industry is strongly focused on upskilling and reskilling: 91% of employers plan to upskill their workforce to adapt to evolving needs and \u2013 as a result \u2013 82% expect talent development to improve in the next five years.\n\n\n# Medical and Healthcare Services\n\nThe digital transition, higher cost of living and an increasingly aging population are among the key drivers of transformation anticipated for *Medical and Healthcare Services* over the 2025-2030 period. In particular, aging population is highlighted as a key factor by 59% of companies in the industry, compared to 40% across all sectors. As they aim to adapt to these trends, firms cite challenges in terms of their own organizational culture and resistance to change, alongside outdated regulations and skills gaps in the labour market. Emerging job roles in the industry are expected to include Data Analysts and Scientists and AI and Machine Learning Specialists, with significant emphasis on AI and big data and technological literacy as the top skills increasingly in demand. While prioritizing business practices that support employee health and well-being (57%), providing effective reskilling and upskilling (63%), and offering competitive wages (49%) are seen as key workforce strategies, the industry also increasingly plans to tap into diverse talent pools.\n\n\n# Mining and Metals\n\nWith industry transformation by 2030 seen as predominantly shaped by climate adaptation and climate mitigation trends, the *Mining and Metals* sector is also mindful of growing restrictions on global trade and investment, with 55% of firms identifying this as a key trend (compared to 23% in other industries). Considering the green transition, 79% of industry players expect transformative impact from energy technologies, while AI is anticipated to be less ubiquitous (66%) than in other sectors. The use of autonomous technology to complete work tasks is projected to increase faster than in other industries. AI and Machine Learning Specialists and Mining, Petroleum and Other Extraction Workers are expected to see growing demand in the industry in the next five years, with AI and big data and environmental stewardship seen as leading skills on the rise. To attract and retain talent, firms are planning on prioritizing employee health and well-being (79%) and workplace safety (53%), as well as better articulating business purpose and impact (63%).\n\n\n# Oil and Gas\n\nBy 2030, the *Oil and Gas* sector expects to evolve and transform to reduce carbon emissions and adapt to climate change. According to 40% of respondents from the industry, industrial policy and government subsidies will also impact companies' strategies in the next five years. As companies plan to adopt cleaner technologies they see increasing demand for skills in environmental stewardship."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_89.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_89.md", "filename": "Future_of_Jobs_Report_2025_Page_89.md", "title": "Future_of_Jobs_Report_2025_Page_89", "hash": "48619ad3150e48fdd0508028d0e67e47", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 89\n# Retail and Wholesale of Consumer Goods\n\nEmployees in this industry have undergone reskilling or upskilling at a rate higher than the global average (50% vs. global average of 50%).  One-third of employers plan to offer higher wages, and one-fifth plan to leverage diversity, equity, and inclusion programs. Both of these figures are lower than global averages (50% and 39% respectively).\n\nOver the next five years, companies anticipate industry transformation to be impacted by:\n\n* Rising cost of living (68% compared to 50% across all industries)\n* Increased focus on labor and social issues (64% compared to 46%)\n\nTalent shortages are a significant concern, with 58% of employers expecting difficulty finding talent by 2030 and 28% anticipating declines in talent retention. To address this, companies plan to prioritize:\n\n* Upskilling and reskilling of current workers\n* Automation of tasks\n* Recruitment of talent with emerging skills\n\n41% of employers are considering transitioning staff from declining roles to growth areas. Emerging roles in the industry are expected to include AI and Machine Learning Specialists, Digital Marketing and Strategy Specialists, and Big Data Specialists.\n\n\n\n# Supply Chain and Transportation\n\nWith 37% of on-the-job skills expected to change by 2030, this industry has already invested in reskilling and upskilling. 57% of employees have completed training programs, which is higher than most other industries. As the industry transforms in response to increased digital access, climate mitigation and adaptation, and rising cost of living, the following roles are expected to grow:\n\n* Light Truck or Delivery Services Drivers\n* Client Information and Customer Service Workers\n* Car, Van, and Motorcycle Drivers\n\nCompanies report increasing demand for skills in:\n\n* AI and big data\n* Technological literacy\n* Networks and cybersecurity\n* Analytical thinking\n\n79% of firms expect increased use of analytical thinking, which is a higher percentage than other industries. However, attracting talent is viewed as a potential risk to transformation.\n\n\n# Telecommunications\n\nAs digital access and connectivity increases, it is expected to drive industry transformation over the next five years. AI adoption is anticipated to play a strong role, and 40% of companies are also preparing to increase the use of space and satellite technologies. Growing roles are expected to include:\n\n* AI and Machine Learning Specialists\n* Big Data Specialists\n* Data Analysts and Scientists\n\nTo adapt, 96% of employers plan to upskill and reskill their workforce and 82% plan to increase automation of tasks.  To attract talent, 48% of companies (twice the global average) plan to offer remote work across borders, and 22% are evaluating reshoring or nearshoring options."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_9.md
encoding: FLOAT32
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_9.md", "filename": "Future_of_Jobs_Report_2025_Page_9.md", "title": "Future_of_Jobs_Report_2025_Page_9", "hash": "b605b9d442e6a39753e4375b735d4f83", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 9\nBased on the World Economic Forum's Future of Jobs Survey, conducted in late 2024, this report brings together the perspectives of more than 1,000 global employers, collectively employing more than 14.1 million workers across 22 industry clusters and 55 economies. The survey highlights how macrotrends and technology will influence industry transformation and employment, the jobs and skills outlook over the next five years, and the corresponding workforce transformation strategies companies plan to use to address these issues.\n\nThe report begins by outlining five macrotrends impacting the labor market:\n\n*   Technological change\n*   The green transition\n*   Geoeconomic fragmentation\n*   Economic uncertainty\n*   Demographic shifts\n\nIn Chapter 2, the report discusses how organizations expect jobs to evolve, including which jobs are predicted to grow and decline fastest, and the trends driving these changes. Chapter 3 looks at projected changes to the skills needed in the labor market, before Chapter 4 analyzes the workforce practices that employers plan to adopt in their organizations. Finally, Chapter 5 provides insights for the nine regions, 55 economies, and 22 industry clusters that meet the report's statistical thresholds for standalone analysis.  The appendix provides a detailed overview of the report's survey and analysis methodology.\n\nIn addition, the Future of Jobs Report 2025 features a comprehensive set of Region, Economy, and Industry Profiles. User guides are provided for each of these profiles to support their use as practical, standalone tools."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_91.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_91.md", "filename": "Future_of_Jobs_Report_2025_Page_91.md", "title": "Future_of_Jobs_Report_2025_Page_91", "hash": "d6b4bf8d878dfcfdd27e58432516727f", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 91\n# Impact of technology related trends, 2025-2030\n\nShare of employers which expect technology related trends to drive transformation in their organization (%).\n\n| Technology                                   | Accommodation, food, and leisure | Advanced manufacturing | Agriculture, forestry, and fishing | Automotive and aerospace | Chemical and advanced materials | Education and training | Electronics | Energy technology and utilities | Financial services and capital markets | Government and public sector | Information and technology services | Infrastructure | Insurance and pensions management | Medical and healthcare services | Mining and metals | Oil and gas | Production of consumer goods | Professional services | Real estate | Retail and wholesale of consumer goods | Supply chain and transportation | Telecommunications |\n|--------------------------------------------|-----------------------------------|-------------------------|---------------------------------|------------------------|---------------------------------|-----------------------|------------|---------------------------------|--------------------------------------|-----------------------------|---------------------------------|---------------|---------------------------------|---------------------------------|-----------------|----------|------------------------------|--------------------|----------|----------------------------------------|-------------------------------|--------------------|\n| AI and information processing technologies  | 80                              | 81                       | 84                             | 92                      | 73                             | 91                     | 93          | 64                              | 95                                   | 89                           | 99                             | 87             | 98                              | 91                             | 66               | 69        | 79                            | 91                  | 73        | 87                                     | 92                             | 100                  |\n| Biotechnology and gene technologies         | 13                              | 22                       | 41                             | 6                       | 18                             | 7                      | 7           | 3                               | 3                                    | 11                           | 9                              | 3              | 13                              | 63                             | 3                | 0         | 14                            | 7                   | 4         | 5                                      | 6                              | 5                   |\n| Energy generation, storage and distribution | 38                              | 49                       | 57                             | 60                      | 64                             | 20                     | 59          | 88                              | 16                                   | 44                           | 28                             | 55             | 11                              | 24                             | 79               | 86        | 60                            | 30                  | 31        | 38                                     | 56                             | 34                  |\n| New materials and composites              | 20                              | 63                       | 30                             | 52                      | 76                             | 11                     | 28          | 36                              | 9                                    | 19                           | 11                             | 57             | 2                               | 24                             | 66               | 51        | 61                            | 22                  | 42        | 33                                     | 31                             | 16                  |\n| Quantum and encryption                   | 7                               | 8                        | 8                              | 17                      | 12                             | 9                      | 21          | 7                               | 26                                   | 5                            | 41                             | 4              | 24                              | 11                             | 0                | 6         | 3                             | 17                  | 8         | 7                                      | 8                              | 29                  |\n| Robots and autonomous systems             | 53                              | 68                       | 59                             | 73                      | 48                             | 55                     | 69          | 48                              | 53                                   | 58                           | 48                             | 58             | 51                              | 59                             | 48               | 40        | 71                            | 50                  | 38        | 71                                     | 66                             | 58                  |\n| Satellites and space technologies          | 7                               | 7                        | 14                             | 25                      | 3                              | 11                     | 10          | 2                               | 5                                    | 21                           | 20                             | 8              | 9                               | 7                              | 0                | 3         | 8                             | 6                   | 0         | 3                                      | 17                             | 39                  |\n| Semiconductors and computing technologies  | 7                               | 26                       | 19                             | 38                      | 18                             | 23                     | 55          | 19                              | 18                                   | 28                           | 36                             | 25             | 20                              | 20                             | 28               | 14        | 19                            | 22                  | 15        | 13                                     | 20                             | 34                  |\n| Sensing, laser and optical technologies    | 17                              | 30                       | 32                             | 40                      | 12                             | 16                     | 38          | 14                              | 6                                    | 25                           | 11                             | 21             | 9                               | 31                             | 21               | 9         | 23                            | 17                  | 15        | 18                                     | 25                             | 16                  |\n\n\n\n## Visual Description\n\nThe table shows the expected impact of various technology-related trends on different industry sectors between 2025 and 2030.  The impact is measured as the percentage of employers within each sector who expect that technology trend to drive transformation in their organization.  The data is presented in a heatmap format, with darker shades of blue indicating a higher percentage of employers expecting transformation driven by that technology trend.\n\nKey Insights:\n\n* **AI and information processing technologies** (including big data, VR, and AR) are expected to have a significant impact across almost all industries, with most sectors showing percentages above 70%.\n* **Biotechnology and gene technologies** show a more mixed impact, with high percentages in some sectors like Medical and Healthcare Services (63%), but low impact in others like Oil and Gas (0%).\n* **Energy generation, storage, and distribution** technologies are expected to be particularly transformative in the Mining and Metals (79%) and Oil and Gas (86%) sectors.\n* **Electronics** demonstrate high expected impact in the Semiconductors and computing technologies sector (55%).\n* **Robots and autonomous systems** show a broad impact across numerous industries, with many sectors exceeding 50%.\n\n\nSource: World Economic Forum, Future of Jobs Survey 2024."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_90.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_90.md", "filename": "Future_of_Jobs_Report_2025_Page_90.md", "title": "Future_of_Jobs_Report_2025_Page_90", "hash": "a86993daede2f6ff07ba2dd2e7f43d0e", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 90\n# TABLE 5.5 Impact of macrotrends, 2025-2030\n\nShare of employers which expect macrotrends to drive transformation in their organization (%).\n\n|                       | Accommodation, food, and leisure | Advanced manufacturing | Agriculture, forestry, and fishing | Automotive and aerospace | Chemical and advanced materials | Education and training | Electronics | Energy technology and utilities | Financial services and capital markets | Government and public sector | Information and technology services | Infrastructure | Insurance and pensions management | Medical and healthcare services | Mining and metals | Oil and gas | Production of consumer goods | Professional services | Real estate | Retail and wholesale of consumer goods | Supply chain and transportation | Telecommunications |\n| --------------------- | -------------------------------- | ----------------------- | ------------------------------ | ----------------------- | ------------------------------ | ----------------------- | ----------- | ------------------------------ | ---------------------------------- | --------------------------- | -------------------------------- | ------------- | -------------------------------- | ----------------------------- | --------------- | --------- | ---------------------------- | ---------------------- | ---------- | ---------------------------------- | ---------------------------- | ---------------- |\n| *Ageing and declining working-age populations* | 43                        | 47                     | 43                            | 31                     | 29                            | 29                     | 50          | 26                            | 37                               | 49                         | 35                            | 41            | 62                            | 59                           | 38              | 23        | 44                          | 43                    | 42         | 43                               | 44                          | 24              |\n| *Broadening digital access*                 | 51                        | 48                     | 46                            | 63                     | 50                            | 75                     | 57          | 55                            | 79                               | 60                         | 74                            | 51            | 78                            | 61                           | 48              | 26        | 53                          | 67                    | 58         | 59                               | 56                          | 81              |\n| *Growing working-age populations*            | 21                        | 18                     | 24                            | 21                     | 18                            | 27                     | 21          | 26                            | 23                               | 28                         | 20                            | 21            | 40                            | 30                           | 28              | 14        | 27                          | 26                    | 31         | 24                               | 26                          | 30              |\n| *Increased efforts and investments to adapt to climate change* | 22 | 49 | 57 | 50 | 65 | 30 | 29 | 53 | 53 | 56 | 31 | 54 | 47 | 43 | 62 | 43 | 47 | 26 | 19 | 30 | 50 | 32 |\n| *Increased efforts and investments to reduce carbon emissions* | 43 | 60 | 57 | 71 | 65 | 16 | 64 | 55 | 34 | 54 | 37 | 61 | 33 | 41 | 69 | 66 | 60 | 37 | 35 | 41 | 66 | 41 |\n| *Increased focus on labour and social issues* | 54 | 44 | 41 | 48 | 35 | 54 | 39 | 31 | 33 | 49 | 43 | 42 | 42 | 44 | 52 | 34 | 58 | 52 | 31 | 64 | 44 | 35 |\n| *Increased geopolitical division and conflicts* | 30 | 45 | 43 | 54 | 44 | 36 | 43 | 34 | 36 | 30 | 36 | 36 | 38 | 35 | 41 | 31 | 31 | 37 | 27 | 25 | 43 | 32 |\n| *Increased government subsidies and industrial policy* | 13 | 33 | 30 | 29 | 29 | 20 | 18 | 28 | 19 | 30 | 26 | 29 | 16 | 20 | 31 | 40 | 15 | 13 | 15 | 18 | 29 | 16 |\n| *Increased restrictions to global trade and investment* | 11 | 33 | 22 | 46 | 41 | 11 | 32 | 28 | 28 | 26 | 21 | 17 | 20 | 15 | 55 | 29 | 29 | 20 | 15 | 27 | 36 | 14 |\n| *Rising cost of living, higher prices or inflation* | 63 | 53 | 57 | 56 | 38 | 41 | 46 | 33 | 47 | 39 | 45 | 50 | 67 | 50 | 28 | 37 | 61 | 44 | 58 | 68 | 50 | 46 |\n| *Slower economic growth* | 43 | 34 | 30 | 48 | 47 | 45 | 25 | 29 | 50 | 32 | 45 | 41 | 64 | 30 | 41 | 49 | 46 | 41 | 54 | 47 | 40 | 41 |\n| *Stricter anti-trust and competition regulations* | 8  | 16 | 19 | 27 | 15 | 18 | 18 | 16 | 23 | 7  | 22 | 16 | 22 | 24 | 28 | 6  | 14 | 17 | 4  | 17 | 20 | 24 |\n\n\n## Visual Description\n\nThe table displays the share of employers (in percentages) who expect various macrotrends to drive transformation within their organizations between 2025 and 2030.  The macrotrends are listed down the left side of the table, while industry sectors are listed across the top.  The cells within the table are color-coded, with darker shades of blue representing a higher percentage of employers expecting that macrotrend to drive transformation in that specific sector. A color scale at the bottom indicates the percentage range, from 0 (lightest blue) to 100 (darkest blue).\n\nKey Insights:\n\n* **Broadening digital access** and **Rising cost of living** are expected to be major drivers of transformation across many sectors, with high percentages in several industries.\n* **Increased efforts and investments to adapt to climate change** and to **reduce carbon emissions** are significant factors, especially in sectors like Automotive and Aerospace, Chemicals and Advanced Materials, and Energy Technology and Utilities.\n* **Slower economic growth** also shows a notable impact, particularly in sectors such as Mining and Metals, Oil and Gas, and Real Estate.  The accommodation sector is expected to be affected by stricter anti-trust and competition regulations.\n\n\nSource: World Economic Forum, Future of Jobs Survey 2024."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_92.md
encoding: FLOAT32
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_92.md", "filename": "Future_of_Jobs_Report_2025_Page_92.md", "title": "Future_of_Jobs_Report_2025_Page_92", "hash": "a1c6b85ec5ba81b1181c47394cb1de3c", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 92\n# TABLE 5.7 Skill importance in 2025\n\nShare of employers which consider skills to be core skills for their workers (%).\n\n| Skill                                   | Ethics | Self-efficacy | Attitudes | Working with others | Cognitive skills | Engagement skills | Skills, Knowledge and Abilities | Management skills | Physical abilities | Technology skills |\n| -------------------------------------- | ----- | ------------- | -------- | ------------------ | -------------- | --------------- | ------------------------------ | ----------------- | ----------------- | ---------------- |\n| Environmental stewardship              | 21    | 50           | 8        | 17                | 21             | 12              | 10                            | 39               | 15               | 27              |\n| Global citizenship                     | 17    | 5             | 14       | 22                | 12             | 17              | 5                             | 23               | 14               | 16              |\n| Curiosity and lifelong learning        | 38    | 55           | 48       | 43                | 52             | 83              | 44                            | 61               | 37               | 41              |\n| Dependability and attention to detail | 45    | 30           | 24       | 38                | 39             | 33              | 31                            | 37               | 48               | 29              |\n| Motivation and self-awareness          | 38    | 45           | 62       | 43                | 42             | 64              | 63                            | 58               | 52               | 49              |\n| Resilience, flexibility and agility    | 53    | 55           | 66       | 65                | 59             | 94              | 81                            | 73               | 57               | 67              |\n| Empathy and active listening           | 40    | 35           | 38       | 51                | 46             | 69              | 47                            | 55               | 45               | 39              |\n| Leadership and social influence        | 49    | 55           | 59       | 51                | 55             | 75              | 69                            | 66               | 59               | 57              |\n| Teaching and mentoring                 | 19    | 25           | 17       | 5                 | 20             | 33              | 31                            | 23               | 32               | 24              |\n| Analytical thinking                    | 51    | 50           | 48       | 59                | 65             | 89              | 59                            | 80               | 61               | 80              |\n| Creative thinking                     | 47    | 65           | 62       | 49                | 57             | 72              | 53                            | 65               | 45               | 73              |\n| Multi-lingualism                       | 25    | 11           | 28       | 11                | 26             | 25              | 25                            | 28               | 20               | 16              |\n| Reading, writing and mathematics       | 11    | 16           | 17       | 20                | 28             | 23              | 20                            | 22               | 25               | 32              |\n| Systems thinking                       | 38    | 65           | 31       | 57                | 39             | 36              | 31                            | 42               | 27               | 40              |\n| Marketing and media                    | 15    | 20           | 17       | 24                | 18             | 17              | 13                            | 19               | 25               | 24              |\n| Service orientation and customer service | 42    | 25           | 28       | 43                | 39             | 58              | 38                            | 51               | 57               | 40              |\n| Quality control                       | 40    | 50           | 38       | 32                | 19             | 44              | 34                            | 31               | 25               | 24              |\n| Resource management and operations     | 25    | 50           | 41       | 24                | 33             | 41              | 53                            | 33               | 59               | 32              |\n| Talent management                    | 38    | 25           | 35       | 46                | 49             | 46              | 53                            | 54               | 46               | 36              |\n| Manual dexterity, endurance and precision| 15 | 25 | 10 | 11 | 9 | 11 | 3 | 8 | 18 | 12 |\n| Sensory-processing abilities          | 4     | 5             | 7        | 5                 | 8              | 11              | 6                             | 3                | 5                | 8               |\n| AI and big data                        | 26    | 25           | 34       | 51                | 39             | 58              | 31                            | 61               | 50               | 44              |\n| Design and user experience            | 11    | 5             | 21       | 16                | 27             | 33              | 16                            | 32               | 27               | 16              |\n| Networks and cybersecurity             | 19    | 0             | 24       | 16                | 30             | 31              | 16                            | 38               | 39               | 24              |\n| Programming                           | 9     | 5             | 10       | 14                | 19             | 12              | 19                            | 22               | 11               | 16              |\n| Technological literacy                 | 38    | 55           | 38       | 32                | 67             | 42              | 44                            | 65               | 52               | 48              |\n\n\n## Visual Description\n\nThe table presents data from the World Economic Forum's Future of Jobs Survey 2024, visualizing the share of employers who consider specific skills to be core skills for their workers in 2025.  The table is color-coded, with darker shades of blue representing a higher percentage of employers valuing that skill. The scale ranges from 0% (lightest blue) to 100% (darkest blue).\n\nThe skills are grouped into categories: Ethics, Self-Efficacy, Attitudes, Working with Others, Cognitive Skills, Engagement Skills, Skills, Knowledge and Abilities, Management Skills, Physical Abilities, and Technology Skills. Within each category, specific skills are listed, such as \"Environmental stewardship\" under \"Ethics\" or \"Analytical thinking\" under \"Cognitive skills.\"\n\nAcross the top of the table are various industry sectors, like \"Accommodation, food, and leisure,\" \"Advanced manufacturing,\" \"Agriculture, forestry, and fishing,\" and so on.  Each cell in the table represents the percentage of employers within a specific industry who value a particular skill.\n\n\n## Key Insights\n\n* **Emphasis on higher-level cognitive skills:** Skills like Analytical Thinking, Creative Thinking, and Curiosity and Lifelong Learning are highly valued across numerous industries, indicated by the prevalence of darker blue shades.\n* **Importance of self-management and interpersonal skills:**  Resilience, flexibility and agility, Self-Awareness, Motivation,  Empathy and active listening, Leadership and social influence all show strong importance. This suggests a growing need for workers who can adapt to changing environments and work effectively with others.\n* **Technology skills are crucial but vary by sector:** While Technological Literacy is generally highly valued, the importance of other tech skills like AI and big data, Design and user experience, and Programming fluctuate across industries.  Some sectors show significantly darker shades for these skills than others.\n* **Digital Fluency is considered critical:** Reading, Writing and Mathematics, along with Technological literacy, are very important foundations for the workforce.  The data suggests employers prioritize these skills.\n* **Sector-specific skills emergence:** The data highlights how certain skills are particularly valued in specific industries. For example,  AI and big data is particularly strong in the \"Information and technology services\" sector.\n\n\nSource: World Economic Forum, Future of Jobs Survey 2024."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_93.md", "filename": "Future_of_Jobs_Report_2025_Page_93.md", "title": "Future_of_Jobs_Report_2025_Page_93", "hash": "bde3a7326aa77f0e1618debf18e23f58", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 93\n# TABLE 5.8 Skill evolution, 2025-2030\n\nNet difference between the share of employers which consider skills to be increasing and decreasing in importance to their workers from 2025 to 2030 (%). The share of employers predicting skill stability is not used in the calculation.\n\n|                       | Accommodation, food, and leisure | Agriculture, forestry, and fishing | Automotive and aerospace | Chemical and advanced materials | Education and training | Electronics | Energy technology and utilities | Financial services and capital markets | Government and public sector | Information and technology services | Infrastructure | Insurance and pensions management | Medical and healthcare services | Mining and metals | Oil and gas | Production of consumer goods | Professional services | Real estate | Retail and wholesale of consumer goods | Supply chain and transportation | Telecommunications | Ethics | Self-efficacy | Working with others | Attitudes |\n|-----------------------|---------------------------------|-----------------------------------|--------------------------|---------------------------------|----------------------|-------------|-----------------------------------|---------------------------------------|----------------------------|------------------------------------|---------------|---------------------------------|---------------------------------|-----------------|-----------|------------------------------|--------------------|------------|--------------------------------------|------------------------------|-------------------|-------|-------------|-------------------|----------|\n| **Environmental stewardship** | 43                               | 54                               | 71                         | 70                                | 71                     | 37          | 40                               | 60                                   | 43                           | 50                                | 39            | 65                                | 49                                | 56              | 68        | 80                             | 64                 | 63         | 50                                    | 49                             | 64                | 32    |             |                   |          |\n| **Global citizenship** | 15                               | 33                               | 8                          | 21                                | 27                     | 34          | 29                               | 35                                   | 24                           | 15                                | 24            | 16                                | 29                                | 25              | 16        | 4                              | 21                 | 23         | 30                                    | 8                              | 17                | 21    |             |                   |          |\n| **Curiosity and lifelong learning** | 48                               | 53                               | 63                         | 68                                | 54                     | 79          | 48                               | 67                                   | 56                           | 34                                | 68            | 58                                | 74                                | 58              | 42        | 60                             | 59                 | 60         | 68                                    | 63                             | 57                | 71    |             |                   |          |\n| *Dependability and attention to detail* | 2                                | 12                               | 16                         | 22                                | -11                    | 13          | 12                               | 0                                    | 11                           | 8                                 | 16            | 7                                 | 6                                 | 0               | 5         | -8                             | 6                  | 20         | 23                                    | 14                             | 13                | 0     |             |                   |          |\n| **Motivation and self-awareness** | 41                               | 49                               | 46                         | 57                                | 56                     | 54          | 16                               | 44                                   | 46                           | 24                                | 49            | 47                                | 54                                | 36              | 47        | 46                             | 46                 | 49         | 62                                    | 42                             | 51                | 54    |             |                   |          |\n\n\n## Visual Description\n\nThe table shows the net difference in the percentage of employers who believe certain skills will increase or decrease in importance between 2025 and 2030, broken down by industry.  A positive number indicates a net increase in perceived importance, while a negative number indicates a net decrease. The color scale ranges from dark purple (-100) to dark blue (100).\n\nKey Insights:\n\n* **Skills with largest increases across most industries:**  AI and big data, Technological literacy, Analytical thinking, Resilience, flexibility, and agility. These are predominantly technology-related or adaptable skills, suggesting a shift towards digitalization and rapidly changing work environments.\n* **Skills with decreases or little change:** Manual dexterity, endurance and precision show negative net differences across many industries, potentially due to automation.  Multi-lingualism also shows mixed results, varying considerably by industry.\n* **Industry variations:** While some trends are consistent across sectors (e.g., importance of AI), there are notable differences. For example,  the importance of AI is extremely high in the Oil and Gas industry but much lower in Accommodation, food, and leisure.  This highlights the importance of tailoring skills development to specific industry needs.\n\n\nSource: World Economic Forum, Future of Jobs Survey 2024."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_94.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_94.md", "filename": "Future_of_Jobs_Report_2025_Page_94.md", "title": "Future_of_Jobs_Report_2025_Page_94", "hash": "fe0a69613d55dd55b5b90892069a492e", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 94\n# Conclusions\n\nThe transformation of the jobs and skills landscape anticipated by this year's Future of Jobs Survey respondents will have significant impacts on businesses, industries, governments, and workers worldwide. It is crucial to develop nuanced forecasts, identify appropriate workforce and talent strategies, and make informed decisions on managing disruptions to jobs and skills for employers and workers alike.\n\nThis edition of the Future of Jobs Report presents a mixed picture with regard to the 2025-2030 outlook for the global labor market. On the one hand, amid newly emerging drivers such as increasing geopolitical fragmentation, rising cost of living, and the widespread adoption of AI tools in the workforce, global macrotrends create an ever-more complex environment for policymakers, employers, and workers to navigate, and uncertainty remains high. On the other hand, the report finds a strongly net-positive global employment outlook, with a continuing decrease in the rate of skills obsolescence, as reskilling, upskilling, and redeployment initiatives implemented in recent years begin to register in the data and materialize their global workforce impact.\n\nEmployers across all industries and geographies demonstrate greater awareness and willingness than in previous editions of the report to proactively engage in addressing workforce and talent challenges, and to do so by pragmatically leveraging innovative approaches such as skills-based hiring policies and a more strategic focus on diversity, equity, and inclusion.\n\nHowever, skills gaps remain the predominant barrier to transformation across most industries and economies, and this year's edition of the Future of Jobs Report captures some early signals of likely future priority areas for constructive multistakeholder engagement, including a need for proactive and dynamic job transitions across a wider and growing range of job roles and questions concerning the appropriate future balance between deeper automation and broader augmentation.\n\nThis last point reflects a core tenet of the Future of Jobs Report since its inception: that the future of work can be shaped for better outcomes and that it is the policy, business, and investment decisions made by leaders today that will determine these outcomes and the future space for action. The World Economic Forum is actively supporting the building of a future-ready, inclusive workforce through its two human capital flagship initiatives: The Reskilling Revolution and The Jobs Initiative.\n\nWe hope that this report will contribute to an ambitious multistakeholder agenda to better prepare workers, businesses, governments, educators, and civil society, empowering them to build a better future of jobs for all."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
id: scraped_data\compressed_markdowns\Future_of_Jobs_Report_2025_Page_95.md
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_95.md", "filename": "Future_of_Jobs_Report_2025_Page_95.md", "title": "Future_of_Jobs_Report_2025_Page_95", "hash": "72623f94e21d4e6b95b953d34d6721c2", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 95\n# Endnotes\n\n1. International Monetary Fund (IMF), \"Policy Pivot, Rising Threats\", *World Economic Outlook*, October 2024, 2024, https://www.imf.org/en/Publications/WEO/Issues/2024/10/22/world-economic-outlook-october-2024.\n\n2. International Labour Office, *Trends Econometric Models* (ilo.org/wesodata) - Accessed December 2024.\n\n3. Stanford University Human Human-Centered Artificial Intelligence, *AI Index Report 2024*, AI Index, 2024, https://aiindex.stanford.edu/report/#individual-chapters.\n\n4. World Economic Forum, *Leveraging Generative AI for Job Augmentation and Workforce Productivity*, 2024.\n\n5. Bonney, K., C. Breaux, C. Buffington, E. Dinlersoz, L Foster, N. Goldschlog, J. Haltiwanger, Z. Kroff and J. Savage, *Tracking Firm Use of AI in Real Time: A Snapshot from the Business Trends and Outlook Survey*, US Census Bureau, 2024, https://www.census.gov/hfp/btos/downloads/CES-WP-24-16.pdf; European Commission, \"Use of artificial intelligence in enterprises\", *Eurostat database*, 2024, https://ec.europa.eu/eurostat/statistics-explained/index.php?title=Use_of_artificial_intelligence_in_enterprises#Enterprises_using_artificial_intelligence_technologies.\n\n6. Liu, Yan and He Wang, *Who on Earth is Using Generative AI?*, Policy Research Working Paper 10870, World Bank, 2024, https://documents1.worldbank.org/curated/en/099720008192430535/pdf/IDU15f321eb5148701472d1a88813ab677be07b0.pdf?gl=1*wbws3r*gcl_au*MTUONTEyMjkyNS4xNzE5OTk5MDg0.\n\n7. Brynjolfsson, Erik, Danielle Li and Lindsey Raymond, \"Generative AI at Work\", arxiv.org, 6 November 2024, https://arxiv.org/abs/2304.11771.\n\n8. Noy, Shakked and Whitney Zhang, \"Experimental evidence on the productivity effects of generative artificial intelligence\", *Science*, vol. 381, no. 6654, 2023, pp. 187-192.\n\n9. Dell'Acqua, Fabrizio, Edward McFowland III, Ethan R. Mollick, Hila Lifshitz-Assaf, Katherine Kellogg, Saran Rajendran, Lisa Krayer, Fran\u00e7ois Candelon and Karim R. Lakhani, \"Navigating the Jagged Technological Frontier: Field Experimental Evidence of the Effects of AI on Knowledge Worker Productivity and Quality \", *Harvard Business School Technology & Operations Mgt. Unit Working Paper* No. 24-013, Harvard Business School, 2023, https://papers.ssrn.com/sol3/papers.cfm?abstract_id=457332.1.\n\n10. Autor, David, \"Applying to Rebuild Middle-Class Jobs\", *NBER Working Paper* 32140, National Bureau of Economic Research, 2024, https://www.nber.org/system/files/working_papers/w32140/w32140.pdf.\n\n11. *Equality Debate: Power and Progress*, with Daron Acemoglu\", World Inequality Lab, 6 November 2023.\n\n12. If AI significantly complements human labour, particularly in certain occupations, it could lead to productivity surges, higher growth, and potentially higher incomes for most workers. This productivity boost might offset some of the negative effects of job displacement by AI. Cazzaniga et al. (2024) *Gen-AI: Artificial Intelligence and the Future of Work, IMF Staff Discussion Notes* SDN/2024/001.\n\n13. Industrial Federation of Robots (IFR), *World Robotics-Industrial Robots*, https://ifr.org/wr-industrial-robots/ - Accessed December 2024.\n\n14. Industrial Federation of Robots (IFR), *Global Robot Density in Factories Doubled in Seven Years* [Press release], 20 November 2024, https://ifr.org/ifr-press-releases/news/global-robot-density-in-factories-doubled-in-seven-years.\n\n15. Industrial Federation of Robots (IFR), *World Robotics: Industrial Robots 2023:Statistics, Market Analysis, Forecasts, and Case Studies*, 2023, https://ifr.org/img/worldrobotics/Executive_Summary_WR_Industrial_Robots_2023.pdf.\n\n16. World Economic Forum, *Chief Economists Outlook 2024*, 2024, https://www3.weforum.org/docs/WEF_Chief_Economists_Outlook_September_2024.pdf.\n\n17. International Monetary Fund (IMF), \"Policy Pivot, Rising Threats\", *World Economic Outlook*, October 2024, 2024, https://www.imf.org/en/Publications/WEO/Issues/2024/10/22/world-economic-outlook-october-2024.\n\n18. Ibid.\n\n19. International Monetary Fund (IMF), \"Policy Pivot, Rising Threats\", *World Economic Outlook*, October 2024, 2024, https://www.imf.org/en/Publications/WEO/Issues/2024/10/22/world-economic-outlook-october-2024.\n\n20. World Trade Organization (WTO), \"WTO: Trade Monitoring Latest Trends\", *The Trade Monitoring Update*, August 7, 2024, https://tmdb-storage.s3.eu-central-1.amazonaws.com/public/TPRD_Trade_Monitoring_Update_Jul-2024_EN.pdf.\n\n21. International Monetary Fund (IMF), \"Policy Pivot, Rising Threats\", *World Economic Outlook*, October 2024, 2024, https://www.imf.org/en/Publications/WEO/Issues/2024/10/22/world-economic-outlook-october-2024.\n\n22. Aiyar, Shekhar, Jiaqian Chen, Christian H Ebeke, Roberto Garcia-Saltos, Tryggvi Gudmundsson, Anna Ilyina, Alvar Kangur, Tansaya Kunaratskul, Sergio L. Rodriguez, Michele Ruta, Tatjana Schulze, Gabriel Soderberg and Juan P Trevino, *Geoeconomic Fragmentation and the Future of Multilateralism*, Staff Discussion Notes, International Monetary Fund (IMF), 15 January 2023, https://www.imf.org/en/Publications/Staff-Discussion-Notes/Issues/2023/01/11/Geo-Economic-Fragmentation-and-the-Future-of-Multilateralism-527266.\n\n23. Bolhuis, Martin A., Hamza Mighri, Henry Rawlings, Ivanova Reyes and Qianqian Zhang, \"How Vulnerable is Sub-Saharan Africa to Geoeconomic Fragmentation?\", *IMF Working Papers*, International Monetary Fund (IMF), 11 January 2023,"}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_96.md", "filename": "Future_of_Jobs_Report_2025_Page_96.md", "title": "Future_of_Jobs_Report_2025_Page_96", "hash": "0f7076b05ac1d7256404da41545632ac", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 96\n# References\n\n24. https://www.imf.org/en/Publications/WP/Issues/2024/04/05/How-Vulnerable-is-Sub-Saharan-Africa-to-Geoeconomic-Fragmentation-546346\n\n25. Aiyar, Shekhar, Jiaqian Chen, Christian H Ebeke, Roberto Garcia-Saltos, Tryggvi Gudmundsson, Anna Ilyina, Alvar Kangur, Tansaya Kunaratskul, Sergio L. Rodriguez, Michele Ruta, Tatjana Schulze, Gabriel Soderberg and Juan P Trevino, *Geoeconomic Fragmentation and the Future of Multilateralism*, Staff Discussion Notes, International Monetary Fund (IMF), 15 January 2023, https://www.imf.org/en/Publications/Staff-Discussion-Notes/Issues/2023/01/11/Geo-Economic-Fragmentation-and-the-Future-of-Multilateralism-527266.\n\n26. International Monetary Fund (IMF), \"A Greener Labor Market: Employment, Policies, and Economic Transformation\", in *World Economic Outlook April 2022*, 2022, https://www.elibrary.imf.org/display/book/9781616359423/CH003.xml.\n\n27. UN Environmen Programme, *Climate Risks in the Metals and Mining Sector*, 2024, https://www.unepfi.org/themes/climate-change/climate-risks-in-the-metals-and-mining-sector/.\n\n28. Tyros, Stefanos, Dan Andrews and Alain de Serres, \"Doing green things: skills, reallocation, and the green transition\", OECD Economics Department Working Papers, Organisation of Economic Co-opration and Development (OECD), 2023; https://www.oecd-ilibrary.org/economics/doing-green-things-skills-reallocation-and-the-green-transition_286a5007-en.\n\n29. Weston, Casey, Juni Tingting Zhu and Pechiyappan Muthukumar, \"Linkedin green skills data available in 77 countries via Prosperity Data360\", Data blog, World Bank, 9 July 2024, https://blogs.worldbank.org/en/opendata/linkedin-green-skills-data-available-in-77-countries-via-prosper.\n\n30. United Nations, *World Population Prospects 2024* (https://population.un.org/wpp/) - Accessed December 2024.\n\n31. International Monetary Fund (IMF), *World Economic Outlook*, April 2024, 2024.\n\n32. Lightcast, *The Rising Storm: Building A Future-Ready Workforce to Withstand the Looming Labor Shortage*, 2024, https://lightcast.io/resources/research/the-rising-storm; https://www.aei.org/op-eds/are-we-ready-for-a-shrinking-working-age-population/; Carney, Timothy P., \"Are We Ready for a Shrinking Working-Age Population?\", *Washington Examiner*, 22 April 2024, https://www.sciencedirect.com/science/article/pii/S0167268123000409; Lanzafame, Matteo and Antonio Francesco Gravina, \"Robots To the Rescue: Three Ways Automation Can Cushion the Impact of Aging on Economic Growth\", *Asia Development Blog*, 16 November 2023, https://blogs.adb.org/blog/robots-rescue-three-ways-automation-can-cushion-impact-aging-economic-growth.\n\n33. World Bank, *World Bank Group Launches High Level Council to Tackle Looming Jobs Crisis* [Press release], 12 August 2024, https://www.worldbank.org/en/news/press-release/2024/08/12/world-bank-group-launches-high-level-council-to-tackle-looming-jobs-crisis.\n\n34. Freeman, Richard B., \"Who Owns the Robots Owns the World\", *IZA World of Labor*, vol. 5, 2015, https://wol.iza.org/uploads/articles/5/pdfs/who-owns-the-robots-rules-the-world.pdf.\n\n35. Acemoglu, Daron and Simon Johnson, \"Power and Progress: Our Thousand-Year Struggle Over Technology and Prosperity\", Public Affairs, 2016, https://www.amazon.com/Power-Progress-Thousand-Year-Technology-Prosperity/dp/1541702530.\n\n36. Acemoglu, Daron, David Autor and Simon Johnson, *Can we Have Pro-Worker AI? Choosing a path of machines in service of minds*, Centre for Economic Policy Research (CEOR), 2023, https://cepr.org/system/files/publication-files/191183-policy_insight_123_can_we_have_pro_worker_ai_choosing_a_path_of_machines_in_service_of_minds.pdf.\n\n37. See the World Economic Forum's Global Skills Taxonomy here: https://www1.reskillingrevolution2030.org/skills-taxonomy/index.html.\n\n38. World Economic Forum, *Unlocking Opportunity: A Global Framework for Enabling Transitions to the Jobs of Tomorrow*, 2024, https://www.weforum.org/publications/unlocking-opportunity-a-global-framework-for-enabling-transitions-to-the-jobs-of-tomorrow/.\n\n39. See also World Economic Forum, *Towards a Reskilling Revolution: A Future of Jobs For All*, 2018, https://www3.weforum.org/docs/WEF_FOW_Reskilling_Revolution.pdf.\n\n40. See: https://www.onetonline.org.\n\n41. World Economic Forum, *Leveraging Generative AI for Job Augmentation and Workforce Productivity*, 2024.\n\n42. Hering, Annina and Arcenis Rojas, \"Methodology: Assessing the Likelihood of GenAI Replacing Work Skills\", *Hiring Lab*, Indeed, 25 September 2024,https://www.hiringlab.org/2024/09/25/methodology-ai-replacing-work-skills/.\n\n43. Natalucci, Fabio, Mahvash S. Qureshi and Felix Suntheim, \"Rising Cyber Threats Pose Serious Concerns for Financial Stability\", *IMF Blog*, International Monetary Fund (IMF), 9 April 2024, https://www.imf.org/en/Blogs/Articles/2024/04/09/rising-cyber-threats-pose-serious-concerns-for-financial-stability.\n\n44. See for more details about the World Economic Forum's Reskilling Revolution Initiative: https://initiatives.weforum.org/reskilling-revolution/home\n\n45. See, for more details and discussion the following World Economic Forum reports: *Putting Skills First: A Framework for Action*, 2023; *Putting Skills First: Opportunities for Building Efficient and Equitable Labour Markets*, 2024.\n\n46. Ibid."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_97.md", "filename": "Future_of_Jobs_Report_2025_Page_97.md", "title": "Future_of_Jobs_Report_2025_Page_97", "hash": "c9b8e8026640ca447fa5ee82e69f0a11", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 97\n# Appendix: Report Methodology\n\nThis report is based on an analysis of the results of the edition of an extensive survey of Chief People, Chief Learning Officers, Chief Strategy Offices and Chief Executive Officers of leading global employers. Established in 2015, the Future of Jobs Survey has been instrumental in providing insights into the evolution of jobs and skills and the future labour market. It is a pioneering measurement tool that enables companies and governments to map their workforce planning for the next five years. Survey data is collected across economies and industries, providing a compass for private- and public-sector leaders who strive to ensure a better future of work for all.\n\n## Survey design\n\nThe Future of Jobs Survey 2024 builds on the methodology from the previous survey editions. Following survey best practices and informed by literature review, several questions were refined and new questions were added.\n\nThe survey consists of five interrelated parts:\n\n*   **Business Trends 2024-2030:** Focuses on the macrotrends and technology adoption. It also examines the organizations' transformation barriers.\n*   **Occupation Trends 2024-2030:** Identifies the roles and how these are expected to evolve up until 2030. It also studies how the macrotrends and technology trends contribute to the job growth and decline.\n*   **Skill Trends 2024-2030:** Analyses the skills in demand and collects information on training programmes and employee reskilling needs and efforts.\n*   **Workforce Practices 2024-2030:** Explores the talent strategies and talent-management practices in organizations.\n*   **People and Technology:** Assesses the automation and augmentation level at the job and task level, as well as companies' approach to enabling people and technology working together.\n\nThe survey is comprised of 38 questions and was made available in 12 languages: Arabic, Bahasa Indonesia, Chinese (simplified), French, Hebrew, Japanese, Portuguese, Russian, Serbian, Spanish, Turkish and Vietnamese. The survey collection process was conducted via Qualtrics, with data collection spanning a four-month period from May to September 2024.\n\n## Representativeness\n\nThe survey set out to represent the current strategies, projections and estimates of global businesses, with a focus on large multinational companies and more localized companies which are of significance due to their employee or revenue size. As such, there are two areas of the future of jobs that remain out of scope for this report: the future of jobs as it relates to the activities of small enterprises and as it relates to the informal sector.\n\nThe Future of Jobs Survey was distributed through collaboration between the World Economic Forum and its regional survey partners, amplified by the World Economic Forum's extensive network and its constituents. The survey is also the result of cross-departmental coordination within the World Economic Forum. The Forum's Global Industries Team supported the report team's efforts to collect relevant samples. For key partners in the survey distribution process, please refer to both the Survey Partners and Acknowledgements sections.\n\nDetailed sample design specifications were shared with survey partners, requesting that the sample of companies targeted for participation in the survey should be drawn from a cross-section of leading companies that make up an economy or region's economy. The target companies were specified as the largest multinational and national companies, significant in terms of revenue or employee size. The threshold was set at companies with 500 employees or more as questions concerning job and skill outlook are most relevant for larger companies with a significant share of employment.\n\nThe final sub-selection of economies with data of sufficient quality to be featured in the report was based on the overall number of responses from companies with a presence in each economy. The survey has arrived at a sample in which more than half of the companies surveyed operate in more than one economy, and a reasonable range of companies maintained a focused local or regional presence. The final sub-selection of industries was included based on the overall number of responses by industry, in addition to a qualitative review of the pool of named companies represented in the survey data. The final sub-selection of regions and income groups was included based on the headquarter locations of the companies."}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_99.md", "filename": "Future_of_Jobs_Report_2025_Page_99.md", "title": "Future_of_Jobs_Report_2025_Page_99", "hash": "cd7095d60bea35372c7d7e9e280e3f4a", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 99\n# TABLE A1 Taxonomy of industry categories\n\n| Industry cluster | Industry |\n|---|---|\n| Government and Public Sector | Government and Public Sector |\n| Health and Healthcare | Medical and Healthcare Services |\n| Information Technology and Digital Communications | Information and Technology Services<br>Telecommunications |\n| Infrastructure | Engineering and Construction<br>Water and Waste Management |\n| Manufacturing | Advanced Manufacturing<br>Electronics<br>Production of Consumer Goods |\n| Media, Entertainment and Sports | Arts, Entertainment and Recreation<br>Media and Publishing |\n| Non-Governmental and Membership Organizations | Extraterritorial Organizations and Bodies<br>Non-Profit Organizations, Professional Bodies and Unions |\n| Professional Services | Business Support and Premises Maintenance Services<br>Employment Services<br>Research, Design and Business Management Services |\n| Real Estate | Real Estate |\n| Retail and Wholesale of Consumer Goods | Retail and Wholesale of Consumer Goods |\n| Supply Chain and Transportation | Supply Chain and Transportation |\n\n\n# Metrics\n\nStatistical samples presented in this report correspond to organizations' self-reported economies and industries of operation. Each organization which responded to the Future of Jobs Survey was permitted to associate itself with up to 10 economies and up to three industries of operation.\n\nMost metrics presented in this report are shares of respondents identifying their organization with a business strategy/impact or the mean value of a metric relating to business operations which was directly estimated by respondents. A small number of metrics relating to labour markets and skills are derived from information provided in different formats. These are described below.\n\n\n# Net growth in employment and labour-market churn\n\nThis edition of the Future of Jobs Report continues to estimate growth and labour-market churn in the next five years. Net growth represents the forecast increase or decrease in the size of a workforce, either as a fraction of its current size, or in millions of employees. Labour-market churn represents the sum of job losses and created jobs in a workforce as a fraction of its initial size. In this report both concepts are applied to roles in the jobs taxonomy (see Table A3) and industries in the industry taxonomy (see Table A1). The figures correspond to changes forecast by survey respondents for a five-year period between 2025 and 2030, with the survey being administered from May to August 2024. Metrics relating to both concepts reflect forecast structural changes in employment across"}


created_at: 2025-03-05 15:16:51
topic: persistent://default/default/f7a76335-9313-4cb8-b564-9b3b481ac719
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{"filepath": "scraped_data\\compressed_markdowns\\Future_of_Jobs_Report_2025_Page_98.md", "filename": "Future_of_Jobs_Report_2025_Page_98.md", "title": "Future_of_Jobs_Report_2025_Page_98", "hash": "2a8227fb3b745f6f3117a1c6279b4ed9", "processed_at": "2025-03-05T09:16:39.893029", "chroma:document": "---\nauthor: World Economic Forum\ndate: January 2025\ndescription: \"Technological change, geoeconomic fragmentation, economic uncertainty,\\\n  \\ demographic shifts and the green transition \\u2013 individually and in combination\\\n  \\ are among the major drivers expected to shape and transform the global labour\\\n  \\ market by 2030. The *Future of Jobs Report 2025* brings together the perspective\\\n  \\ of over 1,000 leading global employers\\u2014collectively representing more than\\\n  \\ 14 million workers across 22 industry clusters and 55 economies from around the\\\n  \\ world\\u2014to examine how these macrotrends impact jobs and skills, and the workforce\\\n  \\ transformation strategies employers plan to embark on in response, across the\\\n  \\ 2025 to 2030 timeframe.\"\nsource: Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025\ntitle: Future of Jobs Report 2025\n---\n\n# Page 98\n# Classification frameworks for jobs and skills\n\nThis year's report employed the Occupational Information Network (O*NET) framework, cross-walked with the International Standard Classification of Occupations (ISCO). O*NET was developed by the US Department of Labour in collaboration with its Bureau of Labour Statistics\u2019 Standard Classification of Occupations (SOC) and remains the most extensive and respected classification of its kind. ISCO is a classification system developed by the International Labour Organization (ILO) to organize information on jobs and labour. It is a part of the UN's classification system for social and economic purposes. The list of roles used in the report has been enhanced with roles which were consistently added to previous editions of the report and refer to the emerging roles from data partner collaborations.\n\nBoth the Future of Jobs survey and the Future of Jobs report use the World Economic Forum's Global Skills Taxonomy to categorize skills (Table A2). Built on a foundation of data insights and ongoing inputs from our network of partners, the taxonomy focuses on the skills that are needed by workers across sectors and regions in a fast-changing labour market. It is designed to serve as a \"universal adapter\" between data presented in the language of the many region and industry specific skills taxonomies in use. You may view the Global Skills Taxonomy on the [Reskilling Revolution webpage](Reskilling Revolution webpage). New data from the Future of Jobs Survey is presented in Chapter 3.\n\nAfter relevant criteria were applied, the sample was found to be composed of 22 industry clusters and 55 economies. Industry clusters include: Accommodation, Food, and Leisure; Advanced Manufacturing; Agriculture, Forestry, and Fishing; Automotive and Aerospace; Chemical and Advanced Materials; Education and Training; Electronics; Energy Technology and Utilities; Financial Services and Capital Markets; Government and Public Sector; Information and Technology Services; Infrastructure; Insurance and Pensions Management; Medical and Healthcare Services; Mining and Metals; Oil and Gas; Production of Consumer Goods; Professional Services; Real Estate; Retail and Wholesale of Consumer Goods; Supply Chain and Transportation; and Telecommunications. Refer to Table A1 for the list of industry clusters. Economies include Argentina, Australia, Austria, Bahrain, Belgium, Brazil, Canada, China, Colombia, Czechia, Denmark, Egypt, Estonia, France, Germany, Greece, Hong Kong SAR, China, Hungary, India, Indonesia, Ireland, Israel, Italy, Japan, Kazakhstan, Republic of Korea, Latvia, Lithuania, Malaysia, Mexico, Morocco, Netherlands, Nigeria, Norway, Philippines, Poland, Portugal, Romania, Saudi Arabia, Serbia, Singapore, Slovenia, South Africa, Spain, Sweden, Switzerland, Thailand, Tunisia, T\u00fcrkiye, United Arab Emirates, United Kingdom, United States of America, Uzbekistan, Viet Nam and Zimbabwe. Collectively, these economies represent 88% of global GDP.\n\nIn total, the report\u2019s dataset contains 1,043 unique responses by global companies, collectively representing more than 14.1 million employees worldwide.\n\n\n# TABLE A1 Taxonomy of industry categories\n\n| Industry cluster | Industry |\n|---|---|\n| Accommodation, Food and Leisure | Accommodation, Food and Leisure Services |\n|  | Rental, Reservation and Leasing Services |\n| Agriculture and Natural Resources | Agriculture, Forestry and Fishing |\n| Automotive and Aerospace | Automotive and Aerospace |\n| Care, Personal Services and Wellbeing | Care and Social Work Services |\n|  | Personal Care, Wellbeing and Repair Services |\n| Education and Training | Education and Training |\n| Energy and Materials | Chemical and Advanced Materials |\n|  | Energy Technology and Utilities |\n|  | Mining and Metals |\n|  | Oil and Gas |\n| Financial Services | Financial Services and Capital Markets |\n|  | Insurance and Pensions Management |"}


