Future of Jobs Report 2025 by World Economic Forum

Future of Jobs Report 2025 by World Economic Forum

• 1. Future of Jobs Report 2025 INSIGHT REPORT JANUARY 2025

• 2. Terms of use and disclaimer World Economic Forum 91-93 route de la Capite CH-1223 Cologny/Geneva Switzerland Tel.: +41 (0)22 869 1212 Fax: +41 (0)22 786 2744 E-mail: contact@weforum.org www.weforum.org Copyright © 2025 by the World Economic Forum All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, or otherwise without the prior permission of the World Economic Forum. ISBN 978-2-940631-90-2 https://www.weforum.org/reports/the-future-ofjobs-report-2025/ January 2025 Future of Jobs Report 2025 The findings, interpretations and conclusions expressed in this work do not necessarily reflect the views of the World Economic Forum. The report presents information and data that were compiled and/or collected by the World Economic Forum (all information and data referred herein as “Data”). Data in this report is subject to change without notice. The terms country and nation as used in this report do not in all cases refer to a territorial entity that is a state as understood by international law and practice. The terms cover well-defined, geographically self-contained economic areas that may not be states but for which statistical data are maintained on a separate and independent basis. Although the World Economic Forum takes every reasonable step to ensure that the data thus compiled and/or collected is accurately reflected in this report, the World Economic Forum, its agents, officers and employees: (i) provide the data “as is, as available” and without warranty of any kind, either express or implied, including, without limitation, warranties of merchantability, fitness for a particular purpose and non-infringement; (ii) make no representations, express or implied, as to the accuracy of the data contained in this report or its suitability for any particular purpose; (iii) accept no liability for any use of the said data or reliance placed on it, in particular, for any interpretation, decisions, or actions based on the data in this report. Other parties may have ownership interests in some of the data contained in this report. The World Economic Forum in no way represents or warrants that it owns or controls all rights in all data, and the World Economic Forum will not be liable to users for any claims brought against users by third parties in connection with their use of any data. The World Economic Forum, its agents, officers and employees do not endorse or in any respect warrant any third-party products or services by virtue of any data, material or content referred to or included in this report. Users shall not infringe upon the integrity of the data and in particular shall refrain from any act of alteration of the data that intentionally affects its nature or accuracy. If the data is materially transformed by the user, this must be stated explicitly along with the required source citation. For data compiled by parties other than the World Economic Forum, users must refer to these parties’ terms of use, in particular concerning the attribution, distribution, and reproduction of the data. When data for which the World Economic Forum is the source (herein “World Economic Forum”), is distributed or reproduced, it must appear accurately and be attributed to the World Economic Forum. This source attribution requirement is attached to any use of data, whether obtained directly from the World Economic Forum or from a user. Users who make World Economic Forum data available to other users through any type of distribution or download environment agree to make reasonable efforts to communicate and promote compliance by their end users with these terms. Users who intend to sell World Economic Forum data as part of a database or as a standalone product must first obtain the permission from the World Economic Forum (CNES@weforum.org). Future of Jobs Report 2025 2

• 3. Contents © 2025 World Economic Forum. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieval system. Disclaimer This document is published by the World Economic Forum as a contribution to a project, insight area or interaction. The findings, interpretations and conclusions expressed herein are a result of a collaborative process facilitated and endorsed by the World Economic Forum but whose results do not necessarily represent the views of the World Economic Forum, nor the entirety of its Members, Partners or other stakeholders. Preface Key findings Part I: The Future of Jobs 2025 Introduction: The global labour market landscape in 2025 1 Drivers of labour-market transformation 1.1 Expected impact of macrotrends on business transformation 2 Jobs outlook 2.1 Total job growth and loss 2.2 Expected impact of macrotrends on employment 3 Skills outlook 3.1 Expected disruptions to skills 3.2 Drivers of skill disruption 3.3 Reskilling and upskilling strategies 4 Workforce strategies 4.1 Barriers to transformation 4.2 Improving talent availability 5 Region, economy and industry insights 5.1 Region and economy insights 5.2 Industry insights Conclusions Endnotes Appendix: Report Methodology User Guide - Economy, Region, and Industry Profiles Contributors Collaborators Acknowledgments 4 5 7 8 10 10 18 18 25 32 32 43 45 49 49 52 65 65 81 94 95 97 108 284 285 286 January 2025 Future of Jobs Report 2025 Future of Jobs Report 2025 3

• 4. Preface Over the past decade, the World Economic Forum’s bi-annual Future of Jobs Report has followed evolving technological, societal and economic trends to understand occupational disruption and identify opportunities for workers to transition to the jobs of the future. As we enter 2025, the landscape of work continues to evolve at a rapid pace. Transformational breakthroughs, particularly in generative artificial intelligence (GenAI), are reshaping industries and tasks across all sectors. These technological advances, however, are converging with a broader array of challenges, including economic volatility, geoeconomic realignments, environmental challenges and evolving societal expectations. In response, this fifth edition of the Future of Jobs Report expands its focus, offering a comprehensive analysis of the interconnected trends shaping the global labour market. Central to the report is a unique dataset derived from an extensive survey of global employers. This year’s edition captures the perspectives of over 1,000 employers – representing more than 14 million workers across 22 industry clusters and 55 economies – providing unparalleled insights into the emerging jobs landscape for the 2025-2030 period. This report would not be possible without their openness to contributing their views and insights, and we sincerely thank them all. We greatly appreciate, too, the support of our survey partners, which have enhanced the report’s geographical coverage. These perspectives are further enriched by research collaborations and data partnerships with ADP, Coursera, Indeed and LinkedIn, whose innovative data and analysis complement the survey findings. This publication has been made possible by the dedication and expertise of its project team: Till Leopold, Attilio Di Battista, Ximena Játiva, Shuvasish Sharma, Ricky Li and Sam Grayling, alongside the wider team at the Centre for the New Economy and Society. The disruptions of recent years have underscored the importance of foresight and collective action. We hope this report will inspire an ambitious, multistakeholder agenda – one that equips workers, businesses, governments, educators and civil society to navigate the complex transitions ahead. Saadia Zahidi Managing Director World Economic Forum January 2025 Future of Jobs Report 2025 Future of Jobs Report 2025 4

• 5. Technological change, geoeconomic fragmentation, economic uncertainty, demographic shifts and the green transition – individually and in combination – are among the major drivers expected to shape and transform the global labour market by 2030. The Future of Jobs Report 2025 brings together the perspective of over 1,000 leading global employers—collectively representing more than 14 million workers across 22 industry clusters and 55 economies from around the world—to examine how these macrotrends impact jobs and skills, and the workforce transformation strategies employers plan to embark on in response, across the 2025 to 2030 timeframe. – Broadening digital access is expected to be the most transformative trend – both across technology-related trends and overall – with 60% of employers expecting it to transform their business by 2030. Advancements in technologies, particularly AI and information processing (86%); robotics and automation (58%); and energy generation, storage and distribution (41%), are also expected to be transformative. These trends are expected to have a divergent effect on jobs, driving both the fastest-growing and fastest-declining roles, and fueling demand for technology-related skills, including AI and big data, networks and cybersecurity and technological literacy, which are anticipated to be the top three fastestgrowing skills. – Increasing cost of living ranks as the secondmost transformative trend overall – and the top trend related to economic conditions – with half of employers expecting it to transform their business by 2030, despite an anticipated reduction in global inflation. General economic slowdown, to a lesser extent, also remains top of mind and is expected to transform 42% of businesses. Inflation is predicted to have a mixed outlook for net job creation to 2030, while slower growth is expected to displace 1.6 million jobs globally. These two impacts on job creation are expected to increase the demand for creative thinking and resilience, flexibility, and agility skills. – Climate-change mitigation is the third-most transformative trend overall – and the top trend related to the green transition – while climatechange adaptation ranks sixth with 47% and 41% of employers, respectively, expecting these trends to transform their business in the next five years. This is driving demand for roles such as renewable energy engineers, environmental engineers and electric and autonomous vehicle specialists, all among the 15 fastest-growing jobs. Climate trends are also expected to drive an increased focus on environmental stewardship, which has entered the Future of Jobs Report’s list of top 10 fastest growing skills for the first time. – Two demographic shifts are increasingly seen to be transforming global economies and labour markets: aging and declining working age populations, predominantly in higherincome economies, and expanding working age populations, predominantly in lower-income economies. These trends drive an increase in demand for skills in talent management, teaching and mentoring, and motivation and self-awareness. Aging populations drive growth in healthcare jobs such as nursing professionals, while growing working-age populations fuel growth in education-related professions, such as higher education teachers. – Geoeconomic fragmentation and geopolitical tensions are expected to drive business model transformation in one-third (34%) of surveyed organizations in the next five years. Over onefifth (23%) of global employers identify increased restrictions on trade and investment, as well as subsidies and industrial policies (21%), as factors shaping their operations. Almost all economies for which respondents expect these trends to be most transformative have significant trade with the United States and/or China. Employers who expect geoeconomic trends to transform their business are also more likely to offshore – and even more likely to re-shore – operations. These trends are driving demand for security related job roles and increasing demand for network and cybersecurity skills. They are also increasing demand for other human-centred skills such as resilience, flexibility and agility skills, and leadership and social influence. Extrapolating from the predictions shared by Future of Jobs Survey respondents, on current trends over the 2025 to 2030 period job creation and destruction due to structural labour-market transformation will amount to 22% of today’s total jobs. This is expected to entail the creation of new jobs equivalent to 14% of today’s total employment, amounting to 170 million jobs. However, this growth is expected to be offset by the displacement of the equivalent of 8% (or 92 million) of current jobs, resulting in net growth of 7% of total employment, or 78 million jobs. Key findings January 2025 Future of Jobs Report 2025 Future of Jobs Report 2025 5

• 6. – Frontline job roles are predicted to see the largest growth in absolute terms of volume and include Farmworkers, Delivery Drivers, Construction Workers, Salespersons, and Food Processing Workers. Care economy jobs, such as Nursing Professionals, Social Work and Counselling Professionals and Personal Care Aides are also expected to grow significantly over the next five years, alongside Education roles such as Tertiary and Secondary Education Teachers. – Technology-related roles are the fastestgrowing jobs in percentage terms, including Big Data Specialists, Fintech Engineers, AI and Machine Learning Specialists and Software and Application Developers. Green and energy transition roles, including Autonomous and Electric Vehicle Specialists, Environmental Engineers, and Renewable Energy Engineers, also feature within the top fastest-growing roles. – Clerical and Secretarial Workers – including Cashiers and Ticket Clerks, and Administrative Assistants and Executive Secretaries – are expected to see the largest decline in absolute numbers. Similarly, businesses expect the fastest-declining roles to include Postal Service Clerks, Bank Tellers and Data Entry Clerks. On average, workers can expect that two-fifths (39%) of their existing skill sets will be transformed or become outdated over the 2025-2030 period. However, this measure of “skill instability” has slowed compared to previous editions of the report, from 44% in 2023 and a high point of 57% in 2020 in the wake of the pandemic. This finding could potentially be due to an increasing share of workers (50%) having completed training, reskilling or upskilling measures, compared to 41% in the report’s 2023 edition. – Analytical thinking remains the most soughtafter core skill among employers, with seven out of 10 companies considering it as essential in 2025. This is followed by resilience, flexibility and agility, along with leadership and social influence. – AI and big data top the list of fastest-growing skills, followed closely by networks and cybersecurity as well as technology literacy. Complementing these technology-related skills, creative thinking, resilience, flexibility and agility, along with curiosity and lifelong learning, are also expected to continue to rise in importance over the 2025-2030 period. Conversely, manual dexterity, endurance and precision stand out with notable net declines in skills demand, with 24% of respondents foreseeing a decrease in their importance. While global job numbers are projected to grow by 2030, existing and emerging skills differences between growing and declining roles could exacerbate existing skills gaps. The most prominent skills differentiating growing from declining jobs are anticipated to comprise resilience, flexibility and agility; resource management and operations; quality control; programming and technological literacy. Given these evolving skill demands, the scale of workforce upskilling and reskilling expected to be needed remains significant: if the world’s workforce was made up of 100 people, 59 would need training by 2030. Of these, employers foresee that 29 could be upskilled in their current roles and 19 could be upskilled and redeployed elsewhere within their organization. However, 11 would be unlikely to receive the reskilling or upkskilling needed, leaving their employment prospects increasingly at risk. Skill gaps are categorically considered the biggest barrier to business transformation by Future of Jobs Survey respondents, with 63% of employers identifying them as a major barrier over the 2025- 2030 period. Accordingly, 85% of employers surveyed plan to prioritize upskilling their workforce, with 70% of employers expecting to hire staff with new skills, 40% planning to reduce staff as their skills become less relevant, and 50% planning to transition staff from declining to growing roles. Supporting employee health and well-being is expected to be a top focus for talent attraction, with 64% of employers surveyed identifying it as a key strategy to increase talent availability. Effective reskilling and upskilling initiatives, along with improving talent progression and promotion, are also seen as holding high potential for talent attraction. Funding for - and provision of - reskilling and upskilling are seen as the two most welcomed public policies to boost talent availability. The Future of Jobs Survey also finds that adoption of diversity, equity and inclusion initiatives remains on the rise. The potential for expanding talent availability by tapping into diverse talent pools is highlighted by four times more employers (47%) than two years ago (10%). Diversity, equity and inclusion initiatives have become more prevalent, with 83% of employers reporting such an initiative in place, compared to 67% in 2023. Such initiatives are particularly popular for companies headquartered in North America, with a 96% uptake rate, and for employers with over 50,000 employees (95%). By 2030, just over half of employers (52%) anticipate allocating a greater share of their revenue to wages, with only 8% expecting this share to decline. Wage strategies are driven primarily by goals of aligning wages with workers’ productivity and performance and competing for retaining talent and skills. Finally, half of employers plan to reorient their business in response to AI, two-thirds plan to hire talent with specific AI skills, while 40% anticipate reducing their workforce where AI can automate tasks. Future of Jobs Report 2025 6

• 7. January 2025 Future of Jobs Report 2025 Part I: The Future of Jobs 2025 Future of Jobs Report 2025 7

• 8. Introduction: The global labour market landscape in 2025 January 2025 Future of Jobs Report 2025 The 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. While the global economic outlook appears to be stabilizing, it does so amid weaker global growth projections of 3.2% for 2025.1 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 21st century. However, living costs remain elevated around the world. Aided by a stabilizing economic outlook and easing inflation, the global unemployment rate, at 4.9%,2 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. Reductions 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 lowincome and upper-middle income countries, male and female unemployment rates remain even. Youth 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. The 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 prepandemic levels. Lower-middle income economies saw the largest reduction in the jobs gap (by 2 percentage points compared to 2019 levels). Across 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. The 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 lowermiddle 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 workingage populations and labour-force participation rates emphasizes the importance of job creation in these economies. Against 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 Future of Jobs Report 2025 8

• 9. based on the World Economic Forum’s Future of Jobs Survey, conducted in late 2024, which 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. The report begins by outlining five macrotrends impacting the labour market – technological change, the green transition, geoeconomic fragmentation, economic uncertainty and demographic shifts. In 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 labour market, before Chapter 4 analyses 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. In 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. Future of Jobs Report 2025 9

• 10. Drivers of labour-market transformation Technological developments, the green transition, macroeconomic and geoeconomic shifts, and demographic changes are driving transformation in the global labour market, reshaping both jobs and required skills. This chapter provides a picture of how companies expect these macrotrends to drive industry transformation by 2030. Expected impact of macrotrends on business transformation January 2025 Future of Jobs Report 2025 1 1.1 Share of employers surveyed (%) 0 20 40 60 80 100 FIGURE 1.1 Macrotrends driving business transformation Source World Economic Forum, Future of Jobs Survey 2024. Broadening digital access Rising cost of living, higher prices or inflation Increased efforts and investments to reduce carbon emissions Increased focus on labour and social issues Slower economic growth Increased efforts and investments to adapt to climate change Ageing and declining working-age populations Increased geopolitical division and conflicts Growing working-age populations Increased restrictions to global trade and investment Increased government subsidies and industrial policy  Stricter anti-trust and competition regulations Demographic shifts Economic uncertainty Geoeconomic fragmentation Green transition Societal issues Technology change 60% 50% 47% 46% 42% 41% 40% 34% 24% 23% 21% 17% Share of employers surveyed that identify the stated trend as likely to drive business transformation. Technological change More employers – 60% – expect broadening digital access to transform their business than any other trend, with similar proportions of employers across all regions selecting this trend. This growing digital access is a critical enabler for new technologies to transform labour markets (Figure 1.1). The Future of Jobs Survey asked employers how advances in nine key technologies are transforming Future of Jobs Report 2025 10

• 11. Share of employers surveyed (%) 0 20 40 60 80 100 FIGURE 1.2 Technology trends driving business transformation, 2025-2030 Source World Economic Forum, Future of Jobs Survey 2024. AI and information processing technologies Robots and autonomous systems Energy generation, storage and distribution New materials and composites Semiconductors and computing technologies Sensing, laser and optical technologies Quantum and encryption Biotechnology and gene technologies Satellites and space technologies 86% 58% 41% 30% 20% 18% 12% 11% 9% Share of employers surveyed that identify the stated technology trend as likely to drive business transformation Generative AI (GenAI), in particular, has witnessed a rapid surge in both investment and adoption across various sectors. Since the release of Chat GPT in November 2022, investment flows into AI have increased nearly eightfold.3 This influx of capital has been accompanied by investment in the physical infrastructure needed to support these emerging technologies, including servers and energy generation plants. By leveraging natural language processing technology, GenAI enables users to interact with it as though they were conversing with a human, considerably reducing barriers to usage and the need for specialized technical knowledge.4 Accordingly, the demand for GenAI skills by both businesses and individuals has also grown significantly (Box B1.1). Although more generalized adoption of AI applications remains comparatively low, with only a small fraction of firms using it in 2023, adoption is growing rapidly, albeit unevenly across sectors. The information technology sector is leading the way in AI adoption, while industries such as construction are lagging behind.5 This disparity mirrors broader trends, with advanced and middleincome economies experiencing unprecedented diffusion of generative AI technologies among individual users, while low-income economies remain largely on the margins, with currently minimal use of this technology.6 While the full extent of long-term productivity gains from the technology remains uncertain, workplace studies have identified various initial ways for generative AI to enhance human skills and performance. Some of these studies have highlighted ways for generative AI to enhance human core skills, or to substitute for tacit knowledge among newer or average performing workers.7,8 Other studies have shown generative AI can enhance knowledge work if applied appropriately within its capability, but risks producing adverse outcomes where users unknowingly stretch it beyond its capability.9 Looking further ahead, some observers argue generative AI could empower less specialized employees to perform a greater range of “expert” tasks – expanding the possible functions of roles such as Accounting Clerks, Nurses, and Teaching Assistants.10 Similarly, the technology could equip skilled professionals such as Electricians, Doctors or Engineers with the world’s forefront knowledge – enabling them to solve complex problems more efficiently.11 Outcomes such as these – which create genuine shifts in the quantity or quality of output – are more likely to come about if technology development is focused on enhancing rather than substituting for human capabilities.12 However, without appropriate decision-making frameworks, economic incentive structures and, possibly, government regulations, there remains a risk that technological development will be focused on replacing human work, which could increase inequality and unemployment. their business. Of the nine technologies, three stand out as being expected to have the greatest impact. Robots and autonomous systems are expected to transform 58% of employers’ businesses, while energy generation and storage technologies are expected to transform 41%. But it is artificial intelligence (AI) and information processing technologies that are expected to have the biggest impact – with 86% of respondents expecting these technologies to transform their business by 2030 (Figure 1.2). Future of Jobs Report 2023 11

• 12. While currently seen as less transformative than GenAI, robots and autonomous systems have seen steady growth of around 5-7% annually since 2020.13 In 2023, global average robot density reached 162 units per 10,000 employees, double the number measured seven years ago.14 Currently robot installations are heavily concentrated, with 80% of installations occurring in China, Japan, United States, the Republic of Korea, and Germany.15 This is partially reflected in Future of Jobs Survey data, which shows significant expectations for the transformative impact of these technologies in these five countries (more than 60% of respondents in each); but much lower expectations among employers headquartered in Sub-Saharan Africa (39%), Central Asia (45%) and the Middle East and North Africa (44%). 0 250,000 300,000 150,000 200,000 50,000 100,000 01/2022 04/2022 07/2022 10/2022 01/2023 04/2023 07/2023 10/2023 01/2024 04/2024 07/2024 10/2024 Enrolments Source Coursera analysis. FIGURE B1.1 Demand for generative AI skills Generative AI enrolment trend 2022-2024. Total consumer enrolments Total enterprise enrolments Enrolment month BOX 1.1 Demand for generative AI skills Coursera data generated for the Future of Jobs Report 2025 reveals significant growth in demand for Generative AI training among both individual learners and enterprises (Figure B1.1). Demand for AI skills has accelerated globally, with India and the United States leading in enrolment numbers. However, the drivers of demand differ. In the United States demand is primarily driven by individual users, whereas in India, corporate sponsorship plays a significant role in boosting GenAI training uptake. Globally, individual learners on Coursera have focused on foundational GenAI skills and conceptual topics, such as prompt engineering, trustworthy AI practices, and strategic decisionmaking around AI. Institution-sponsored learners, on the other hand, emphasize practical applications within the workplace, including leveraging AI tools to enhance efficiency in Excel or leveraging the technology to develop applications. These trends reflect a tailored approach to GenAI learning, where individuals focus on foundational knowledge-building while organizations prioritize training that delivers immediate workplace productivity gains. In collaboration with Coursera Future of Jobs Report 2023 12

• 13. Economic uncertainty As of early 2025, the global economic outlook appears to be shaped by a combination of cautious optimism and persistent uncertainties. According to the World Economic Forum’s September 2024 Chief Economists Outlook,16 while there are signs of improving global conditions, vulnerabilities persist. Most surveyed chief economists (54%) expect economic conditions to hold steady in the short term. However, among those anticipating change, more expect conditions to worsen rather than strengthen. The 2024 economic performance was marked by a global decrease in inflation and an unusually resilient economy throughout the disinflationary process. While easing inflation and looser monetary policy offer some optimism, slow growth and political volatility keep many countries at risk of economic shocks. The International Monetary Fund (IMF) projects growth to hold steady at 3.2 percent in 2025, despite sizable downward growth revisions in a few economies, particularly low-income developing ones.17 Despite this comparatively steady outlook, price pressures persist in many economies. Inflation remains particularly high in services – at almost twice pre-pandemic levels – and is especially persistent in low-income countries. Low-income countries are disproportionately affected by rising inflationary pressures because of elevated food prices due to supply disruptions influenced by climate shocks, regional conflicts and geopolitical tensions.18 Against this backdrop, companies expect economic pressures to be among the most transformative drivers. Figure 1.1 shows rising cost of living remains a top concern, with half of all surveyed employers expecting it to drive transformation, making it the second-most influential trend. Slower economic growth is also a major concern, with 42% of respondents expecting it to impact their operations. Views on the impact of inflation and economic growth notably vary across regions. For example, in Sub-Saharan Africa, six in 10 respondents cite inflation as a key factor, whereas in Eastern and South-Eastern Asia, slower economic growth is seen as the more important issue. Finally, stricter anti-trust and competition regulations, though a lower priority overall, are expected to impact one in six employers globally Geoeconomic fragmentation Intensifying geoeconomic tensions threaten trade and supply chains, with lower-income economies particularly vulnerable, given that essential goods like food and energy comprise a larger share of household expenditures in these countries.19 Globally, governments are responding to geoeconomic challenges by imposing trade and investment restrictions, increasing subsidies, and adjusting industrial policies. The World Trade Organization (WTO) reports that trade restrictions doubled between 2020 and 2024, with the value of import restrictions reaching nearly 10% of global imports in 2024.20 These increasing protectionist measures may pose a medium-term risk to global economic growth, as they reduce opportunities for open innovation and technology transfer – factors that historically fuelled growth in emerging economies during periods of globalization.21 This shift toward geoeconomic fragmentation carries substantial macroeconomic implications, with the IMF estimating potential global output losses from trade fragmentation ranging from 0.2% to 7% of GDP, and losses deepening in scenarios of technological decoupling.22 Emerging and developing economies are particularly vulnerable to such disruptions. For example, Sub-Saharan Africa could see long-term welfare losses of approximately 4% of GDP due to declining global integration.23 The Future of Jobs Survey reveals that around onethird (34%) of surveyed employers see heightened geopolitical tensions and conflicts as a key driver of organizational transformation. Meanwhile just over one-fifth of surveyed organizations identify increased restrictions on trade and investment (23%), as well as subsidies and industrial policies (21%), as factors reshaping their operations. Geoeconomic concerns vary by economy. Employers in Eastern Asia and Northern America identify rising geoeconomic fragmentation as a key driver shaping labour markets, with nearly half of surveyed employers in these regions citing this trend. These regions also show significant concern about restrictions on global trade and investment, though to a lesser extent than in the Middle East and North Africa. Economies with comparatively high trade volumes with the United States, China, or both – such as Singapore (64%) and the Republic of Korea (71%) – tend to expect greater transformation from each of these geoeconomic trends, as shown in Figure 1.3 below. Future of Jobs Report 2025 13

• 14. On an industry level, as shown in Figure 1.4, sectors with a high degree of dependence on global supply chains, such as Automotive and Aerospace (46%), and Mining and Metals (55%), expect industry transformation driven by trade restrictions. By contrast, industries with less exposure to global markets, such as Education, are less focused on this trend, with fewer than 14% of surveyed employers seeing trade restrictions as disruptive. Mining and Metals, Advanced Manufacturing, and Oil and Gas anticipate industry transformation stemming from increased government subsidies and industrial policies, with, respectively, 31%, 33%, and 40% of employers across these industries citing these factors; whereas more domestic-focused sectors such as Accommodation, Food, and Leisure expect minimal impact from such policies. The broader implications of geoeconomic fragmentation extend beyond individual business strategies to long-term economic stability and growth, and limit multilateral cooperation on critical issues such as climate change and pandemic preparedness.24 Share of employers surveyed (%) 0 10 20 30 40 50 60 70 80 Canada Malaysia Republic of Korea Saudi Arabia Singapore Egypt Malaysia Nigeria Thailand Singapore Uzbekistan Indonesia Republic of Korea Malaysia Singapore Viet Nam FIGURE 1.3 Geoeconomic trends, by economy Source World Economic Forum, Future of Jobs Survey 2024. Increased restrictions to global trade and investment Increased government subsidies and industrial policy  Increased geopolitical division and conflicts Exposure to China Exposure to China and US Exposure to US Exposure to neither China nor US Share of employers surveyed that expect the stated geoeconomic trend to transform their business. Future of Jobs Report 2025 14

• 15. Green transition Despite an increasingly complex outlook for global climate negotiations, the green transition remains a priority for many organizations globally. Nearly half of surveyed employers (47%) anticipate the ramping up of efforts and investments to reduce carbon emissions as a key driver for organizational transformation. Similarly, 41% expect that increased efforts and investments to adapt to climate change will drive significant organizational changes. These two trends rank 3rd and 6th, respectively, among the drivers of business transformation identified by the Future of Jobs Survey. These priorities have enabled green jobs to demonstrate resilience in recent years, with hiring rates in green sectors remaining relatively stable even throughout the pandemic-related disruptions of 2020.25 The Future of Jobs Survey finds that the industrial sector – encompassing industries such as Automotive and Aerospace, and Mining and Metals – anticipates significant organizational transformation as companies ramp up efforts to decarbonize: 71% of employers in the Automotive and Aerospace industry and 69% of those in the Mining and Metals industry expect carbon emissions reductions to transform their organizations. Given the carbon-intensive nature of these industries,26 decarbonization will significantly transform these industries and their workforces, with workers requiring upskilling and reskilling to transition to alternative jobs. A similar picture emerges across regions. For example, in South-Eastern Asia, 72% of employers expect climate mitigation efforts to transform their Future of Jobs Report 2025 15 Share of employers surveyed (%) 10 15 20 25 30 35 40 45 50 55 60 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 FIGURE 1.4 Geoeconomic trends, by industry cluster Source World Economic Forum, Future of Jobs Survey 2024. Increased geopolitical division and conflicts Increased government subsidies and industrial policy  Increased restrictions to global trade and investment Share of employers surveyed that expect the stated geoeconomic trend to transform their business. Automotive and Aerospace Mining and Metals Chemical and advanced materials Oil and gas Advanced manufacturing Mining and Metals Advanced manufacturing Chemical and advanced materials Oil and gas Automotive and Aerospace Chemical and advanced materials Mining and Metals Automotive and Aerospace Advanced manufacturing Oil and gas

• 16. organizations by 2030, while over half expect climate adaptation to do so. By contrast, in Central Asia, only 19% of respondents see climate trends as relevant to their business activities. As countries seek to meet climate goals, questions arise regarding whether their workforces are equipped with the necessary skills to meet the demands of a net-zero future. The shift toward sustainable practices will require specialized expertise which will incur transition costs, particularly for those working in production occupations such as assemblers and fabricators.27 Despite a global 12% increase in workers acquiring green skills between 2022 and 2023, demand continues to outpace supply, with the number of job postings requiring at least one green skill rising by nearly 22% over the same period. To fully capitalize on opportunities created by the green transition and harness them in a way that is fair and inclusive, prioritizing green skilling is essential. Demographic shifts The world is currently experiencing two fundamental demographic shifts: an aging and declining working-age population predominantly in higherincome economies, due to declining birth rates and longer life expectancy, and a growing working-age population in many lower-income economies, where younger populations are progressively entering the labour market. In higher-income nations, aging populations are increasing dependency ratios, potentially putting greater pressure on a smaller pool of working-age individuals and raising concerns about long-term labour availability. In contrast, lower-income economies may benefit from a demographic dividend. These demographic shifts have a direct impact on global labour supply: currently balanced between lower-income (49%) and higher-income (51%) working-age populations, this distribution is expected to shift by 2050, with lower-income countries projected to hold 59% of the global working-age population.29 Geographies with a demographic dividend, such as India and SubSaharan African nations, will supply nearly two-thirds of new workforce entrants in the coming years.30 Findings from the Future of Jobs Survey indicate that for 40% of employers worldwide, aging and declining working-age populations are driving transformation, while 25% are being transformed by growing working-age populations. Many highincome economies experience the combined effects of both trends. Certain countries, including Australia, Germany and Japan, experience more significant effects from declining working-age populations. While few companies operating in Sub-Saharan African countries expect to see transformation due to aging and declining working age populations, their expectations regarding the impact of growing working-age populations are also relatively tempered, illustrating relatively greater concern with other macrotrends (Figure 1.5). Compared to global averages, employers facing the effects of aging population are more pessimistic about talent availability and expect facing bigger challenges in attracting industry talent. More encouragingly, with a shrinking labour pool, many of these companies (60%) increasingly prioritize transitioning current employees into growing roles as a key workforce strategy. Some observers have also predicted that aging high-income economies with shrinking labour forces might increasingly look to deeper automation to counterbalance some of these demographic trends.31 For example, the Future of Jobs Survey finds that employers expecting to be impacted by aging populations are more likely to accelerate process automation (79% versus 73% globally) and advance workforce augmentation (67% versus 63% globally) in the next five years. Conversely, many economies’ actual ability to leverage demographic dividends will depend on their accompanying success, or otherwise, in inclusive job creation. According to the World Bank, over the next 10 years, an unprecedented 1.2 billion young people in emerging economies will become working-age adults, while the job market in these economies is only expected to create 420 million additional jobs – risking leaving nearly 800 million young people in economic uncertainty.32 Encouragingly, employers responding to the Future of Jobs Survey that identify growing working-age populations as a driver of transformation plan to prioritize reskilling and upskilling, with 92% indicating they will be focusing on these strategies by 2030. Future of Jobs Report 2025 16

• 17. 10 20 30 40 50 70 60 80 0 0 5 10 15 20 25 30 35 40 45 50 High income Lower-middle income Upper-middle income United Arab Emirates Global: 40% Global: 25% Bahrain Singapore Hong Kong SAR, China Saudi Arabia Switzerland Australia China Viet Nam Israel Austria Canada Kazakhstan Sweden Belgium Estonia France Germany Ireland Latvia Norway Spain United Kingdom United States of America Denmark Greece ItalyMalaysia Netherlands Portugal Serbia Slovenia South Africa Thailand Argentina Czechia Hungary Republic of Korea Lithuania Türkiye Uzbekistan Zimbabwe Japan Mexico Poland Romania Brazil Colombia Egypt India Indonesia Morocco Nigeria Philippines Tunisia FIGURE 1.5 Dual impact of declining and growing labour forces, by economy and income group, 2025-2030 Source World Economic Forum, Future of Jobs Survey 2024. Impacted by ageing and declining working-age popula- tions (%) Impacted by growing working-age populations (%) Share of surveyed employers impacted by growing working-age populations and share of surveyed employers impacted by ageing and declining working-age populations. Future of Jobs Report 2025 17

• 18. Jobs outlook Technological change, the green transition, economic uncertainty, geoeconomic fragmentation and demographic shifts are reshaping the labour market. This chapter analyses how employers expect various kinds of jobs to grow and decline in response to these macrotrends and assesses the role of each of these trends in contributing to labour-market transformation. Total job growth and loss By combining respondents’ job growth and decline expectations with hard data on global employment collected by the ILO, the Future of Jobs Report 2025 estimates that, by 2030, on current predictions, new job creation and job displacement due to macrotrends will represent a combined total of 22% of today’s total (formal) jobs. Specifically, macrotrend-driven creation of new jobs is estimated to amount to 170 million jobs, equivalent to 14% of today’s total employment. This growth is expected to be offset by the displacement of 92 million current jobs, or 8% of total employment, resulting in a net growth of 78 million jobs (7% of today’s total employment) by 2030, Figure 2.1 illustrates the total number of jobs expected to be created and displaced due to labour-market transformation relative to total employment today. January 2025 Future of Jobs Report 2025 2 2.1 Source World Economic Forum, Future of Jobs Survey 2024; International Labour Organization, ILOSTAT. Note Please refer to the Appendix for the methodology. FIGURE 2.1 Global employment change by 2030 Jobs destroyed Jobs stable Jobs created One million jobs In the next five years, 170 million jobs are projected to be created and 92 million jobs to be displaced, constituting a structural labour market churn of 22% of the 1.2 billion formal jobs in the dataset being studied. This amounts to a net employment increase of 7%, or 78 million jobs. Growing and declining jobs The Future of Jobs Survey gathered insights from employers on job roles expected to grow, decline or remain stable within their organizations over the next five years. Respondents were then asked to identify the macrotrends and technological advancements driving job growth and decline in their organizations. Future of Jobs Report 2025 18

• 19. According to the surveyed executives, the fastestgrowing job roles by 2030, in percentage terms, tend to be driven by technological developments, such as advancements in AI and robotics and increasing digital access (See section 2.2). Leading the fastest growing jobs list are roles such as Big Data Specialist, FinTech Engineers, AI and Machine Learning Specialists and Software and Applications Developers (Figure 2.2). Data Entry Clerks Bank Tellers and Related Clerks Material-Recording and Stock-Keeping Clerks Door-To-Door Sales Workers, News and Street Vendors, and Related Workers Administrative Assistants and Executive Secretaries Legal Secretaries Printing and Related Trades Workers Legal Officials Postal Service Clerks Telemarketers Accounting, Bookkeeping and Payroll Clerks Transportation Attendants and Conductors Cashiers and Ticket Clerks Graphic Designers Claims Adjusters, Examiners, and Investigators -40 -20 -40 -20 Big Data Specialists FinTech Engineers AI and Machine Learning Specialists Software and Applications Developers Security Management Specialists Data Warehousing Specialists Autonomous and Electric Vehicle Specialists UI and UX Designers Light Truck or Delivery Services Drivers Internet of Things Specialists Data Analysts and Scientists Environmental Engineers Information Security Analysts Devops Engineer Renewable Energy Engineers 0 20 100 120 Net growth (%) 40 60 80 0 20 100 120 Net growth (%) 40 60 80 Top fastest growing jobs Top fastest declining jobs FIGURE 2.2 Fastest-growing and fastest-declining jobs, 2025-2030 Source World Economic Forum, Future of Jobs Survey 2024. Top jobs by fastest net growth and net decline, projected by surveyed employers Future of Jobs Report 2025 19

• 20. While technology trends partly contribute to the growth of security-related roles such as Security Management Specialists, which ranks among the top five fastest-growing roles, increased geopolitical fragmentation contributes in large part to the growth of this role. Driven by the same combination of technology and geoeconomic trends, another security-related role, Information Security Analysts, also appears among the top 15. Green and energy-transition roles, including Autonomous and Electric Vehicle Specialists, Environmental Engineers, and Renewable Energy Engineers, also feature within the top 15 fastest-growing roles. The growth of these roles is driven by increased efforts and investments to reduce carbon emissions and adapt to climate change. The growing adoption of energy generation, storage and distribution technologies, alongside other technology trends, are additional contributing factors. By contrast, respondents expect the fastestdeclining roles to include various clerical roles, such as Cashiers and Ticket Clerks, alongside Administrative Assistants and Executive Secretaries, Printing Workers, and Accountants and Auditors. Broadening digital access, AI and information processing technologies, and robots and autonomous systems are the primary drivers for this decline. Aging and declining working-age populations and slower economic growth also contribute to the decline in clerical roles. Figure 2.3 provides the percentage growth and decline, alongside net growth outlook, for all roles featured in the Future of Jobs Survey that meet response thresholds. Future of Jobs Report 2025 20

• 21. -50 0 +50 +100 -50 0 +50 +100 Share of current workforce (%) Share of current workforce (%) Jobs created Jobs displaced Net growth or decline Projected job creation (blue) and displacement (purple) between 2025 and 2030, as a percentage of total current employment in the corresponding job role. The projected net growth or decline for each occupation over the next five years (diamonds) is calculated by subtracting total job displacement from total job creation. Source World Economic Forum, Future of Jobs Survey 2024. Note 1 Drafters, Engineering Technicians, and Mapping Technicians; 2Farmworkers, Labourers, and Other Agricultural Workers; 3 Water Transportation Workers, including Ship and Marine Cargo Workers, Controllers, and Technicians; 4Sheet and Structural Metal Workers, Moulders and Welders; 5Sales Representatives, Wholesale and Manufacturing, Technical and Scientific Products; 6Manufacturing, Mining, Construction, and Distribution Managers; 7 Door-To-Door Sales Workers, News and Street Vendors, and Related Workers FIGURE 2.3 Job growth and decline (%), 2025-2030 Big Data Specialists FinTech Engineers AI and Machine Learning Specialists Software and Applications Developers Security Management Specialists Data Warehousing Specialists Autonomous and Electric Vehicle Specialists UI and UX Designers Light Truck or Delivery Services Drivers Internet of Things Specialists Data Analysts and Scientists Environmental Engineers Information Security Analysts Devops Engineer Renewable Energy Engineers Robotics Engineers Blockchain Developers Data Engineers Digital Transformation Specialists Process Automation Specialists Sustainability Specialists Renewable Energy Technicians System Engineers Organisational Development Specialists Online Learning Managers Digital Marketing and Strategy Specialists Environmental Protection Professionals Solar Energy Installation and System Engineers Database and Network Professionals Car, Van and Motorcycle Drivers Full Stack Engineers Food Scientists and Technologists ICT Operations and User Support Technicians 1Drafters, Engineering Technicians... E-commerce Specialists Strategic Advisors Social Media Strategist Hotel and Restaurant Managers Business Development Professionals Personal Care Aides Product Managers Business Intelligence Analysts Energy Engineers Advertising and Public Relations Professionals Database Architects 2 Farmworkers, Labourers,... Risk Management Specialists Project Managers Sales and Marketing Professionals Social Scientists and Related Workers Supply Chain and Logistics Specialists Economists Management and Organisation Analysts University and Higher Education Teachers 3Water Transportation Workers Industrial and Production Engineers Chefs and Cooks Electrotechnology Engineers Nursing Professionals Media and Communication Workers Civil Engineers Regulatory and Government Associate Professionals Training and Development Specialists Chemists and Chemical Laboratory Scientists Mechanical Engineers Architects and Surveyors Secondary Education Teachers Garment and Related Trades Workers Food Processing and Related Trades Workers Compliance Officers Financial and Investment Advisers Health and Education Services Managers 4Sheet and Structural Metal Workers... Arbitrators, Mediators, and Conciliators Relationship Managers Special Education Teachers Electrical Equipment Installers and Repairers Construction Laborers 5Sales Representatives, Wholesale... Building Framers, Finishers, and Related Trades Workers Sales and Purchasing Agents and Brokers Chemical Processing Plant Operators Vocational Education Teachers Social Work and Counselling Professionals Primary School and Early Childhood Teachers 6Manufacturing, Mining, Construction... Food and Beverage Serving Workers Shop Salespersons Power Production Plant Operators Managing Directors and Chief Executives Human Resources Specialists General and Operations Managers Financial Analysts Mechanics and Machinery Repairers Heavy Truck and Bus Drivers Lawyers Mining, Petroleum and Other Extraction Workers Survey Researchers Assembly and Factory Workers Chemical Engineers Client Information and Customer Service Workers Security Guards Recruiters and Technical Recruiters Insurance Underwriters, Valuers, and Loss Assessors Building Caretakers, Cleaners and Housekeepers Paralegals and Legal Assistants Business Services and Administration Managers Statistical, Finance and Insurance Clerks Accountants and Auditors Concierges and Hotel Desk Clerks Credit and Loans Officers Telemarketers Legal Secretaries Legal officials Claims Adjusters, Examiners, and Investigators Graphic Designers 7Door-To-Door Sales Workers... Transportation Attendants and Conductors Material-Recording and Stock-Keeping Clerks Accounting, Bookkeeping and Payroll Clerks Printing and Related Trades Workers Administrative Assistants and Executive Secretaries Cashiers and Ticket Clerks Data Entry Clerks Bank Tellers and Related Clerks Postal Service Clerks Future of Jobs Report 2025 21

• 22. To approximate the total impact of job growth and decline, this report combines the job outlook expectations of surveyed employers with estimates of the total number of workers in the corresponding roles, based on ILO employment data. However, the Future of Jobs data set only provides information on roles for which survey data availability meets a minimum coverage threshold, and corresponds to 1.18 billion workers in total, which is a subset of the ILO’s total employment data. The conclusions derived for this subset should not be treated as comprehensive, but rather as providing insights on selected segments of the global workforce. Figure 2.4 shows the 15 largest net growth and decline job roles in absolute numbers. The highest growth in absolute numbers of jobs is driven by roles that make up the core of many economies. Farmworkers top the list of the largest growing job roles in the next five years and are expected to see 35 million more jobs by 2030. Green transition trends, including increased efforts and investments to reduce carbon emissions and adapt to climate change, are the driving forces behind this job growth. Broadening digital access and rising cost of living also contribute to the growth of this job role, which currently employs more than 200 million workers worldwide. Delivery Drivers, Building Construction Workers, Salespersons and Food Processing Workers are also among the largest-growing job types in the next five years. While technology is impacting growth in almost all occupations, demographic trends and economic trends also contribute to the projected net increase in these job roles. Care jobs, including Nursing Professionals, Social Work and Counselling Professionals, and Personal Care Aides are expected to see significant growth over the next five years, driven by demographic trends, especially aging populations. Increased focus on labour and social issues is also identified as a contributing factor. Education-related roles such as University and Higher Education Teachers and Secondary Education Teachers are also predicted to be among the biggest job creators in absolute terms over the next five years globally. Broadening digital access and growing working-age populations are the top two contributing drivers of this job growth, while increased focus on labour and social issues is seen as an additional factor. Additionally, Software and Applications Developers, General and Operations Managers, and Project Managers, are among the job categories driving the most net job growth. Conversely, in parallel to the fastest-declining job roles, Clerical and Secretarial Workers are among the job categories predicted to see the largest net job decline in absolute terms (Figure 2.5). Section 2.2 further analyses the impact of each of the five identified labour-market macrotrends on growing and declining jobs. However, there is also a group of large and growing jobs that are driven by many trends in combination. This includes Building Framers, Finishers, and Related Trades Workers; Light Truck or Delivery Services Drivers; Car, Van and Motorcycle Drivers; General and Operations Managers; and Social Work and Counselling Professionals. For these jobs, it is the broad sweep of transformative forces, rather than one or two specific labour-market drivers, which is generating growth expectations. Future of Jobs Report 2025 22

• 23. Building Caretakers, Cleaners and Housekeepers Administrative Assistants and Executive Secretaries Transportation Attendants and Conductors Bank Tellers and Related Clerks Printing and Related Trades Workers Business Services and Administration Managers Accounting, Bookkeeping and Payroll Clerks Graphic Designers Cashiers and Ticket Clerks Claims Adjusters, Examiners, and Investigators Accountants and Auditors Security Guards Material-Recording and Stock-Keeping Clerks Data Entry Clerks Client Information and Customer Service Workers -15 Farmworkers, Labourers, and Other Agricultural Workers Light Truck or Delivery Services Drivers Software and Applications Developers Building Framers, Finishers, and Related Trades Workers Shop Salespersons Food Processing and Related Trades Workers Car, Van and Motorcycle Drivers Nursing Professionals Food and Beverage Serving Workers General and Operations Managers Social Work and Counselling Professionals Project Managers University and Higher Education Teachers Secondary Education Teachers Personal Care Aides Millions of jobs Millions of jobs -10 -5 0 5 10 15 20 25 30 35 Top largest growing jobs Top largest declining jobs -15 -10 -5 0 5 10 15 20 25 30 35 FIGURE 2.4 Largest growing and declining jobs, 2025-2030 Source World Economic Forum, Future of Jobs Survey 2024; International Labour Organization, ILOSTAT. Top jobs, ordered by largest net job growth and decline, in absolute terms, calculated based on ILO occupation employment statistics and expected net growth reported by employers surveyed. Future of Jobs Report 2025 23

• 24. 15 largest growing jobs 15 largest declining jobs Millions of jobs Source World Economic Forum, Future of Jobs Survey 2024; International Labour Organization, ILOSTAT. FIGURE 2.5 Job growth and decline (number of employees), 2025-2030 Projected job creation (blue) and displacement (purple) between 2025 and 2030, in absolute number of jobs, estimated by surveyed employers and calculated based on ILO occupational employment statistics. Projected net number of jobs created or displaced for each occupation over the next five years (diamonds) is calculated by subtracting total job displacement from total job creation. Future of Jobs Report 2025 24

• 25. Expected impact of macrotrends on employment The remainder of this chapter discusses how Future of Jobs Survey respondents expect each of the five macrotrends driving labour market transformation – technological change, geoeconomic fragmentation, green transition, demographic shifts and economic uncertainty – to influence job growth and decline by 2030 (see Figure 2.6). Technological change Technology is predicted to be the most divergent driver of labour-market change, with broadening digital access expected to both create and displace more jobs than any other macrotrend (19 million and 9 million, respectively). Meanwhile, trends in AI and information processing technology are expected to create 11 million jobs, while simultaneously displacing 9 million others, more than any other technology trend. Robotics and autonomous systems are expected to be the largest net job displacer, with a net decline of 5 million jobs. These three trends – broadening digital access, advancements in AI and information processing, and robotics and autonomous systems technologies – also feature prominently as drivers of the fastest growing and declining jobs. In fact, 2.2 FIGURE 2.6 Expected impact of macrotrends and technology trends on jobs, 2025-2030 Source World Economic Forum, Future of Jobs Survey 2024; International Labour Organization, ILOSTAT. Jobs created Jobs displaced Net effect 9.9M 9.1M 5.5M 5.2M 3.8M 3.1M 2.8M 1.8M 1.3M 1.0M 0.9M 0.9M 0.8M 0.7M 0.6M 0.3M 0.2M 0.1M 0.1M -1.6M -4.8M Projected job creation attributed to each trend (blue) and projected job displacement attributed to each trend (purple) between 2025 and 2030, based on the job growth and decline attribution expectations of surveyed employers and ILO employment figures by occupation. The projected net number of jobs created or destroyed attributed to each trend in the next five years (diamonds) is calculated by subtracting the total number of declining jobs from the total number of growing jobs. The Appendix provides additional details and the data behind this figure. Broadening digital access Growing working-age populations Increased efforts and investments to adapt to climate change Increased focus on labour and social issues Ageing and declining working-age populations Increased efforts and investments to reduce carbon emissions Increased government subsidies and industrial policy AI and information processing technologies (big data, VR, AR etc.) Increased restrictions to global trade and investment Energy generation, storage and distribution Increased geopolitical division and conflicts New materials and composites Rising cost of living, higher prices or inflation Stricter anti-trust and competition regulations Semiconductors and computing technologies Quantum and encryption Biotechnology and gene technologies Sensing, laser and optical technologies Satellites and space technologies Slower economic growth Robots and autonomous systems Future of Jobs Report 2025 25

• 26. they are among the top drivers of growth for the 10 fastest-growing jobs: AI and information processing technologies are among the top three drivers of growth for all 10 of these jobs; whereas broadening digital access is a top three driver for nine out of these 10 (all except Autonomous and Electric Vehicle Specialists); and robotics and autonomous systems technologies for seven out of these 10 (all except Security Management Specialists, UI and UX Designers, and Light Truck or Delivery Services Drivers). In addition, of the 10 fastest- and 10 largest-declining roles, only two (Printing and Related Trades Workers, and Building Caretakers, Cleaners and Housekeepers) feature other trends among their top three drivers of job decline. By contrast, the largest-growth jobs are influenced by a broader range of macrotrends. The three technology-based trends stand out as expected growth drivers only for light truck and delivery services drivers, software and applications developers, and nursing professionals. This projected growth in demand for nursing professionals is also driven by aging and declining working-age populations, further explored in the demographic shifts section of this chapter. The presence of both Graphic Designers and Legal Secretaries just outside the top 10 fastest-declining job roles, a first-time prediction not seen in previous editions of the Future of Jobs Report, may illustrate GenAI’s increasing capacity to perform knowledge work. Job decline in both roles is seen as driven by both AI and information processing technologies as well as by broadening digital access. This is a major change from the report’s 2023 edition, when Graphic Designers were considered a moderately growing job and Legal Secretaries did not feature in the expected job growth/decline list. The Shifting human-machine frontier: automation versus augmentation The interplay between humans, machines and algorithms is redefining job roles across industries. Automation is expected to drive changes in people’s ways of working, with the proportional share of tasks performed solely or predominantly by humans expected to decline as technology becomes more versatile. Future of Jobs Survey respondents estimate that, today, 47% of work tasks are performed mainly by humans alone, with 22% performed mainly by technology (machines and algorithms), and 30% completed by a combination of both. By 2030, employers expect these proportions to be nearly evenly split across these three categories/approaches (Figure 2.7). Globally, the expected reduction in the proportion of work tasks performed by humans is driven primarily by increased automation. Of the nearly 15 percentage point reduction in the proportion of total work tasks delivered by humans in 2030 versus 2025, nearly 82% is attributable to advancing automation, while 19% is projected to derive from expanded human-machine collaboration (Figure 2.8). People Combination Technology 30% 22% 47% 34% 33% 33% 0 Now 100 75 50 25 Share of tasks (%) By 2030 FIGURE 2.7 The shifting human-machine frontier: automation versus augmentation, 2025-2030 Source World Economic Forum, Future of Jobs Survey 2024. Share of total work tasks expected to be delivered predominantly by human workers, by technology (machines and algorithms), or by a combination of both. Future of Jobs Report 2025 26

• 27. Importantly, this analysis only compares the 2025 and 2030 proportions of total task delivery attributable to human employees, technology or collaboration between the two, respectively, and does not consider the potential change in the absolute amount of work tasks (output) getting done. In other words, both machines and humans might be significantly more productive in 2030 – performing more or higher value tasks in the same or less amount of time than it would have taken them to do so in 2025 – so any concern about humans “running out of things to do” due to automation would be misplaced. However, a potentially more complex question raised by these projections concerns the on-going share of total economic value creation participated in by human workers: If an increasing amount of a firm’s total output and income is derived from advanced machines and proprietary algorithms, to what extent will human workers be able to share in this prosperity?33 It is in this context that the relevance of the third category/approach, humanmachine collaboration (or “augmentation”) should be highlighted: technology could be designed and developed in a way that complements and enhances, rather than displaces, human work; and, as discussed further in the next chapter (Box 3.1), talent development, reskilling and upskilling strategies may be designed and delivered in a way to enable and optimize human-machine collaboration.34 It is the investment decisions and policy choices made today that will shape these outcomes in the coming years.35 At an industry level, while all sectors are expected to see a reduction in the proportion of work tasks performed by humans alone by 2030, they differ in the share of this reduction that is projected to be attributable to automation versus augmentation and human-machine collaboration (Figure 2.9). Insurance and Pensions Management and Telecommunications are leading the automation trend – with more than 95% of human standalone task share reduction in both sectors expected to derive from deeper automation. By contrast, nearly half of the proportional reduction in work tasks done by humans alone in the Medical and Healthcare Services and Government and Public sectors are instead expected to be driven by increased augmentation and human-machine collaboration. In four sectors – Oil and Gas, Chemicals and Advanced Materials, Financial Services and Capital Markets, and Electronics – automation is projected not only to reduce the proportion of total work tasks predominantly done today standalone by humans, but even to reduce the share of total work tasks currently delivered through humanmachine collaboration (resulting in calculated “automation shares” of more than 100%, as depicted in Figure 2.9). 47% 33% Automation 81.5% 0 Now 100 75 50 25 By 2030 Expected shift in the human share of work task delivery in total firm output driven by automation versus augmentation, 2025-2030, global average FIGURE 2.8 Source World Economic Forum, Future of Jobs Survey 2024. Change in proportion of human-performed tasks attributable to increasing automation. Future of Jobs Report 2025 27

• 28. Agriculture, forestry, and fishing Telecommunications Insurance and pensions management 93% 96% 97% 35 51 28 40 25 41 Expected shift in the human share of work task delivery in total firm output driven by automation versus augmentation, 2025-2030, by industry FIGURE 2.9 Change in proportion of human-performed tasks attributable to increasing automation. Medical and healthcare services Government and public sector Advanced manufacturing Energy technology and utilities Retail and wholesale of consumer goods 34 50 34 53 31 43 32 43 42 56 Professional services Infrastructure Education and training Real estate Acommodation, food, and leisure Information and technology services Mining and metals Production of consumer goods Supply chain and transportation Automotive and aerospace 54% 59% 63% 65% 66% 71% 74% 76% 78% 80% 84% 85% 87% 89% 54% Automation (%) 31 52 36 51 39 57 42 64 43 55 26 41 28 42 32 45 34 49 31 46 Electronics Financial services and capital markets 25 40 28 44 100% 100% Future of Jobs Report 2025 28

• 29. Source World Economic Forum, Future of Jobs Survey 2024. Share of tasks done predominantly by people today Share of tasks done predominantly by people by 2030 Chemical and advanced materials Oil and gas 113% 146% 28 38 26 36 Geoeconomic fragmentation The Future of Jobs Survey asked employers about the impacts of three key geoeconomic trends: increased government subsidies and industrial policy; increased geopolitical division and conflicts; and increased restrictions to global trade and investment. On average, respondents expect these trends to be net job creators. Although projected to be three of the four lowest net job-creating macrotrends – above only slower economic growth – these estimates still equate to 5 million net additional jobs by 2030, most prominently in logistics, security and strategy roles. Increased government subsidies and industrial policy are expected to drive increased demand for Business Intelligence Analysts and Business Development Professionals. Increased restrictions to global trade and investment are also predicted to drive growth in these roles, as well as in Strategic Advisors and Supply Chain and Logistics specialists. Increased geopolitical division and conflicts, meanwhile, are projected to drive growth in all of the aforementioned roles, in addition to Information Security Analysts and Security Management Specialists. The Future of Jobs Survey also asked respondents whether they expected to offshore parts of their workforce, or move operations closer to home through reshoring, nearshoring, or friendshoring. An analysis of the responses to these questions for the subset of employers who expect geoeconomic trends to affect their business provides insight into how these trends affect workforce decisions. Table 2.1 shows the share of employers who expect each geoeconomic trend to transform their business that additionally also expect to offshore or re-shore significant segments of their workforce. All three geoeconomic trends analysed appear to drive more re-shoring, with respondents who expect their business to be transformed by increasing restrictions to global trade and investment 50% more likely to plan to reshore than the global average employer. Employers who expect government subsidies and industrial policy to transform their business, however, are almost as likely to plan to offshore as they are to reshore TABLE 2.1 Impact of geoeconomic trends on off-shoring and re-shoring Share of employers who expect the specified trend to transform their business who plan to ‘off-shore’ or ‘re-shore’ significant segments of their workforce. Off-shore Re-shoring Global Average 8.3 9.5 Increased government subsidies and industrial policy 11.2 12.4 Increased geopolitical division and conflicts 9.3 13.2 Increased restrictions to global trade and investment 8.7 14.5 Source: World Economic Forum, Future of Jobs Survey 2024. Future of Jobs Report 2025 29

• 30. Green transition Climate change adaptation is expected to be the third-largest contributor to net growth in global jobs by 2030, projected to contribute an additional 5 million net jobs, while climate-change mitigation comes in 6th with an additional 3 million net jobs. Trends in energy generation, storage and distribution, meanwhile, are expected to create an additional 1 million net jobs – the second-largest technology-based contribution to net job growth (after trends in AI and information processing technology). Expectations around climate-change adaptation and mitigation trends are pushing Environmental Engineers and Renewable Energy Engineers into the top 15 fastest-growing jobs, as well as driving growth in roles such as Sustainability Specialists and Renewable Energy Technicians. This is corroborated by evidence that “green hiring” has consistently outperformed overall labour-market hiring trends in recent years (Box 2.1). Both green transition-related macrotrends are also expected to drive some of the largest labour-market transformation, in absolute terms, in the global economy. This includes being the largest drivers of both job growth and decline in Farmworkers, Labourers, and Other Agricultural Workers as well as being among the strongest drivers of net job growth for Building Framers, Finishers and Related Trades Workers. BOX 2.1 Green hiring rates LinkedIn data, generated up to July 2024 for the Future of Jobs Report 2025, assesses the progression of green hiring rates compared to overall hiring rates. By comparing the share of LinkedIn members with green skills being hired with the overall hiring rate, it is possible to assess differences in employment outcomes between these two groups. Figure B2.1 shows that LinkedIn members with green skills are being hired at a significantly higher rate than other members. Despite a dip in green hiring throughout 2021 and early 2022, green hiring has consistently outperformed the overall hiring, and this outperformance has been consistently getting larger since its low point of May 2022. In collaboration with LinkedIn 0 50 60 30 40 10 20 01/2021 04/2021 07/2021 10/2021 01/2022 04/2022 07/2022 10/2022 01/2023 04/2023 07/2023 10/2023 01/2024 04/2024 07/2024 Hiring rate (%) Source LinkedIn analysis. FIGURE B2.1 Green hiring rates Outperformance in hiring rate for LinkedIn members with green skills versus all LinkedIn members, percent, January 2021 to July 2024 Month Future of Jobs Report 2025 30

• 31. Demographic shifts Growing working-age populations are the macrotrend expected to be the second-biggest driver of global net job creation – with 9 million net additional jobs by 2030 – surpassed only by broadening digital access. Aging and declining working-age populations, meanwhile, are simultaneously expected to be, overall, the thirdlargest driver of job creation (11 million additional jobs) as well the primary factor in a global reduction in 7 million jobs, making this trend the 5th largest driver of net job creation, on balance, resulting in 4 million net additional jobs by 2030. These two demographic trends are notably among the top three drivers of growth in roles for Assembly and Factory Workers and Vocational Education Teachers. Aging and declining working-age populations also appear to drive growth in roles for Nurses, Sales and Hospitality professionals as well as being among the largest drivers of growth for shop salespersons, wholesale and manufacturing sales representatives, food and beverage serving workers and food processing and related trades workers. Growing working age populations, meanwhile, are expected to be a key driver of growth for Education roles, including University and Higher Education Teachers and Secondary Education Teachers. Economic uncertainty Slower economic growth is the only macrotrend that Future of Jobs Survey respondents expect to drive more job destruction (3 million jobs) than creation (2 million jobs), while rising cost of living and higher prices are expected to drive job creation of 4 million jobs and displacement of 3 million jobs by 2030. These two trends are both significant contributors to an expected decline in roles for Building Caretakers, Cleaners, and Housekeepers, while slower economic growth is also among the top contributors to job decline in Business Services and Administration Managers, General and Operations Managers, and Sales and Marketing Professionals. However, slower economic growth is also projected to be a top driver for growth in roles such as Business Development Professionals and Sales Representatives. Growth in roles driven by increasing cost of living is concentrated in jobs associated with finding ways of increasing efficiency, such as AI and Machine Learning Specialists, Business Development Professionals, and Supply Chain and Logistics Specialists. Future of Jobs Report 2025 31

• 32. Skills outlook This chapter presents the results of the Future of Jobs Survey concerning skills, as classified by the World Economic Forum’s Global Skills Taxonomy.36 It begins by analysing respondents’ expectations of skill disruption by 2030, as well as the skills currently required for work and whether employers anticipate these skills will increase or decrease in importance over the next five years. The chapter then assesses the skills expected to become core skills by 2030, based on their current significance and anticipated evolution. It also contrasts the skills required for growing and declining jobs, revealing windows of opportunity for enabling dynamic job transitions. Finally, it offers an overview of the key drivers of skill transformation and concludes with an exploration of anticipated training needs and trends. Expected disruptions to skills When the Future of Jobs Report was first published in 2016, surveyed employers expected that 35% of workers’ skills would face disruption in the coming years. The COVID-19 pandemic, along with rapid advancements in frontier technologies, led to significant disruptions in working life and skills, prompting respondents to predict high levels of skills instability in subsequent editions of the report. The post-pandemic period, however, has seen employers adapt to these changes. The accelerated adoption of digital tools, remote work solutions, and advanced technologies such as machine learning and generative AI provided companies with relevant experience to better understand the critical skills required to navigate rapid technological change. Despite current uncertainty around the long-term impact of generative AI, the expected ongoing pace of disruption of skills has begun to stabilize, albeit at a high level. Overall, employers expect 39% of workers’ core skills to change by 2030 (Figure 3.1). While this represents significant ongoing skill disruption, it is down from 44% in 2023. One element contributing to this finding may be a growing focus on continuous learning, upskilling and reskilling programmes, enabling companies to better anticipate and manage future skill requirements. This is reflected in an increasing share of the workforce (50%) having completing training as part of long-term learning strategies compared to 2023 (41%) – a finding that is consistent across almost all industries. This is discussed further in section 3.3. January 2025 Future of Jobs Report 2025 3 3.1 Future of Jobs Report 2025 32

• 33. 44% 56% 57% 43% 42% 58% 35% 65% Core skills which will change in the next five years Core skills which will remain the same in the next five years 61% 39% 0 2016 100 75 50 25 Share of worker skill sets (%) Survey year 2018 2020 2023 2025 FIGURE 3.1 Disruptions to skills Source World Economic Forum Future of Jobs Surveys 2016, 2018, 2020, 2022 and 2024. Note Values reported are the mean skill stability percentages estimated by employers surveyed in each edition of the survey. Evolution in the share of workers' core skills expected to change and to remain the same within the next five years, 2016-2025. However, the extent of skills disruption is not uniform across economies and industries. Lowermiddle and upper middle-income economies and those affected by conflict tend to expect greater disruption in workers’ skills, while high-income economies foresee less instability (Figure 3.2). Future of Jobs Report 2025 33

• 34. Share of skills expected to change (%) FIGURE 3.2 Disruption to skills 2025-2030, by economy Source World Economic Forum, Future of Jobs Survey 2024. Note Values reported are the mean skill stability percentages estimated by organizations surveyed. Share of workers' core skills that will change in the next five years Egypt Zimbabwe 48% 48% Portugal 44% 0 10 20 30 40 50 Colombia Türkiye Israel Bahrain Argentina Switzerland Malaysia United Arab Emirates Nigeria Kazakhstan Saudi Arabia Mexico Greece All Serbia Austria Philippines Italy Korea, Republic of Canada India Viet Nam Latvia Morocco Ireland Norway Spain Estonia Romania Slovenia Brazil South Africa Indonesia Uzbekistan Hungary Singapore Australia Thailand Tunisia Hong Kong SAR, China United States of America Belgium Lithuania Sweden Japan Germany China France United Kingdom Poland Czechia Netherlands Denmark 44% 44% 43% 42% 42% 41% 41% 41% 41% 40% 40% 40% 39% 39% 39% 38% 38% 38% 38% 38% 38% 37% 37% 37% 37% 37% 37% 37% 37% 37% 37% 36% 36% 36% 36% 36% 35% 35% 35% 35% 35% 35% 35% 34% 34% 34% 33% 33% 33% 31% 30% 30% 28% Future of Jobs Report 2025 34

• 35. Core skills Figure 3.3 shows the core skills Future of Jobs Survey respondents identify as required by workers today. As in the two previous editions of this report, analytical thinking remains the top core skill for employers, with seven out of 10 companies considering it as essential. This is followed by resilience, flexibility and agility, along with leadership and social influence, underscoring the critical role of adaptability and collaboration alongside cognitive skills. Creative thinking and motivation and self-awareness rank fourth and fifth, respectively. This combination of cognitive, self-efficacy and interpersonal skills within the top five emphasizes the importance ascribed by respondents to having an agile, innovative and collaborative workforce, where both problem-solving abilities and personal resilience are critical for success. The top 10 core skills are complemented by technological literacy, empathy and active listening, curiosity and lifelong learning, talent management, and service orientation and customer service. Skills that reflect the important role of technical proficiency, strong interpersonal abilities, emotional intelligence, and a commitment to continuous learning demonstrate respondents’ expectation that workers must balance hard and soft skills to thrive in today’s work environments. While the core skill sets are relatively consistent across broader industries and geographical regions, there are notable distinctions within specific sectors and geographies. For instance, the Insurance and Pensions Management industry places a significantly higher value on curiosity and lifelong learning, with 83% of respondents identifying it as a core skill compared to the global average of 50%. Resilience, flexibility and agility are also considered as especially crucial in this sector, with 94% of respondents emphasizing their importance versus a global average of 67%. Working with others Cognitive skills Engagement skills Physical abilities Ethics Self-efficacy Technology skills Management skills 0 20 40 60 80 100 Source World Economic Forum, Future of Jobs Survey 2024. Note The Future of Jobs Survey uses the World Economic Forum's Global Skills Taxonomy. FIGURE 3.3 Core skills in 2025 Share of employers who consider the stated skills to be core skills for their workforce. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. Share of employers surveyed (%) Analytical thinking Resilience, flexibility and agility Leadership and social influence Creative thinking Motivation and self-awareness Technological literacy Empathy and active listening Curiosity and lifelong learning Talent management Service orientation and customer service AI and big data Systems thinking Resource management and operations Dependability and attention to detail Quality control Teaching and mentoring Networks and cybersecurity Design and user experience Multi-lingualism Marketing and media Reading, writing and mathematics Environmental stewardship Programming Manual dexterity, endurance and precision Global citizenship Sensory-processing abilities 69% 67% 61% 57% 52% 51% 50% 50% 47% 47% 45% 42% 41% 37% 35% 26% 25% 25% 23% 21% 21% 20% 17% 14% 13% 6% Future of Jobs Report 2025 35

• 36. The Mining and Metals industry distinguishes itself with a strong focus on environmental stewardship, as 50% of respondents view it as a core skill – 2.5 times the global average. This emphasis on environmental skills is also evident in the Government and Public Sector, where it is double the global average. Additionally, both the Mining and Metals and Advanced Manufacturing industries place higher importance on manual dexterity, endurance and precision skills compared to other sectors, with roughly 25% of respondents identifying this as a core skill. The Telecommunications industry stands out for prioritizing design and user experience, networks and cybersecurity, and programming skills, with twice the global average of respondents considering these as core skills in their organizations. Similarly, the Information and Technology Services sector places greater emphasis on programming skills. Compared to the 2023 edition of this report, some significant shifts in core skills have emerged. Leadership and social influence, AI and big data, talent management, and service orientation and customer service have all seen marked increases in relevance. Conversely, skills like dependability, attention to detail, and quality control have decreased in importance for organizations compared to the 2023 data. Overall, leadership and social influence, resilience, flexibility and agility, and AI and big data have seen the most substantial increase in importance, with 22, 17, and 17 percentage-point rises, respectively, in the share of respondents identifying them as core skills compared to the 2023 edition of the report. Future of Jobs Report 2025 36

• 37. 100 Share of employers surveyed (%) 100 80 60 40 20 0 20 40 60 80 FIGURE 3.4 Skills on the rise, 2025-2030 Source World Economic Forum, Future of Jobs Survey 2024. Note The Future of Jobs Survey uses the World Economic Forum's Global Skills Taxonomy. Share of employers that consider skills to be increasing, decreasing, or remaining stable in importance. Skills are ranked based on net increase, which is the difference between the share of employers that consider a skill category to be increasing in use and those that consider it to be decreasing in use. Decreasing use Stable use Increasing use 87 70 68 66 66 61 58 58 55 53 51 47 46 45 41 30 27 25 24 20 19 16 13 12 -4 -24 Net increase AI and big data Networks and cybersecurity Technological literacy Creative thinking Resilience, flexibility and agility Curiosity and lifelong learning Leadership and social influence Talent management Analytical thinking Environmental stewardship Systems thinking Motivation and self-awareness Empathy and active listening Design and user experience Service orientation and customer service Teaching and mentoring Programming Marketing and media Resource management and operations Quality control Global citizenship Multi-lingualism Sensory-processing abilities Dependability and attention to detail Reading, writing and mathematics Manual dexterity, endurance and precision Skill evolution According to employer expectations for the evolution of skills in the next five years, as shown in Figure 3.4, technological skills are projected to grow in importance more rapidly than any other type of skills. Among these, AI and big data top the list as the fastest-growing skills, followed closely by networks and cybersecurity and technological literacy. Complementing these technological skills, creative thinking and two socio-emotional attitudes – resilience, flexibility, and agility, along with curiosity and lifelong learning – are also seen as rising in importance. Also ranking among the top 10 skills on the rise are leadership and social influence, talent management, analytical thinking, and environmental stewardship. These skills highlight the need for workers who can lead teams, manage talent effectively and adapt to sustainability and green transitions in an increasingly complex and interconnected world. At the other end of the spectrum, respondents identified sensory-processing abilities; reading, writing and mathematics; dependability and attention to detail; quality control; and global citizenship as among the most stable skills. However, a small net decline is anticipated in reading, writing, and mathematics. Manual Future of Jobs Report 2025 37

• 38. dexterity, endurance, and precision stands out with a notable anticipated net decline, with 24% of respondents foreseeing a decrease in its importance. The declining relevance of physical abilities has been a trend in previous Future of Jobs Reports, but this is the first time it has seen a net negative decline. Comparisons with previous editions of the Future of Jobs Survey reveal a notable shift in skill demands, with technology skills such as AI and big data, networks and cybersecurity, and environmental stewardship showing the largest net increase in the share of respondents identifying them as critical for the next five years. Conversely, skills like reading, writing, and mathematics; manual dexterity, endurance, and precision; and dependability and attention to detail have seen the largest decline in projected future demand. Figure 3.5 illustrates industry-specific variations in the evolving importance of skills. AI and big data are predicted to see significant growth across nearly all sectors. In the top 10 industries, over 90% of respondents expect this skill to increase in use. The lowest growth shares are observed in Agriculture, Forestry, and Fishing (70%) and Accommodation, Food, and lLisure industries (69%). This highlights a broad-based but uneven embrace of advanced technological skills across industries. Resilience, flexibility and agility are growing in demand more quickly in the Agriculture, Forestry, and Fishing; Telecommunications; and Information and Technology Services sectors. The Insurance and Pensions Management industry stands out as the industry forecasting the fastest growth in importance in creative thinking skills. This industry, along with Education and Training and Telecommunications forecast fast growth in the importance of curiosity and lifelong learning. Increasing skill demands in environmental stewardship skills are particularly evident in the Oil and Gas and Chemical and Advanced Materials industries. Furthermore, the net decline in the demand for manual dexterity, endurance, and precision skills is observed across sectors, with the most significant decreases in Energy Technology and Utilities, Chemicals and Advanced Materials, and Information Technology Services, each experiencing declines exceeding 39%. By contrast, the Accommodation, Food, and Leisure sector and the Automotive and Aerospace industries show the smallest declines, with net reductions below 14%. Future of Jobs Report 2025 38

• 39. FIGURE 3.5 Share of employers considering skills within the corresponding skill category to be growing in importance for their workforce from 2025 to 2030, as opposed to having stable or declining importance. The top 10 industries out of the 22 studied in this report are selected in each case and ranked. 86% 79% 76% 76% 75% 75% 73% 69% 69% 69% Creative thinking 1. Insurance and pensions management 2. Education and training 3. Medical and healthcare services 4. Advanced manufacturing 5. Telecommunications 6. Information and technology services 7. Real estate 8. Professional services 9. Supply chain and transportation 10.Production of consumer goods 79% 77% 75% 68% 68% 68% 67% 67% 64% 64% Curiosity and lifelong learning 1. Education and training 2. Insurance and pensions management 3. Telecommunications 4. Real estate 5. Information and technology services 6. Automotive and aerospace 7. Energy technology and utilities 8. Retail and wholesale of consumer goods 9. Oil and gas 10.Medical and healthcare services 82% 81% 79% 78% 78% 78% 76% 75% 74% 74% Networks and cybersecurity 1. Financial services and capital markets 2. Insurance and pensions management 3. Energy technology and utilities 4. Medical and healthcare services 5. Automotive and aerospace 6. Government and public sector 7. Supply chain and transportation 8. Telecommunications 9. Advanced manufacturing 10.Information and technology services 83% 79% 78% 73% 72% 71% 71% 69% 68% 68% Resilience, flexibility and agility 1. Agriculture, forestry, and fishing 2. Telecommunications 3. Information and technology services 4. Production of consumer goods 5. Insurance and pensions management 6. Automotive and aerospace 7. Advanced manufacturing 8. Retail and wholesale of consumer goods 9. Financial services and capital markets 10.Electronics Top 10 industries for increasing skill requirements, 2025-2030 100% 100% 98% 97% 97% 95% 94% 92% 90% 90% AI and big data 1. Automotive and aerospace 2. Telecommunications 3. Professional services 4. Information and technology services 5. Insurance and pensions management 6. Financial services and capital markets 7. Supply chain and transportation 8. Medical and healthcare services 9. Energy technology and utilities 10.Government and public sector 84% 84% 81% 81% 77% 76% 76% 75% 73% 72% Technological literacy 1. Automotive and aerospace 2. Financial services and capital markets 3. Medical and healthcare services 4. Insurance and pensions management 5. Supply chain and transportation 6. Education and training 7. Oil and gas 8. Professional services 9. Advanced manufacturing 10.Production of consumer goods Future of Jobs Report 2025 39

• 40. 1. Infrastructure 2. Automotive and aerospace 3. Mining and metals 4. Chemical and advanced materials 5. Supply chain and transportation 6. Telecommunications 7. Production of consumer goods 8. Oil and gas 9. Education and training 10.Real estate Source World Economic Forum, Future of Jobs Survey 2024. Note The Future of Jobs Survey uses the World Economic Forum's Global Skills Taxonomy. 80% 75% 71% 70% 68% 68% 67% 66% 63% 60% Environmental stewardship 1. Oil and gas 2. Chemical and advanced materials 3. Agriculture, forestry, and fishing 4. Automotive and aerospace 5. Mining and metals 6. Supply chain and transportation 7. Infrastructure 8. Production of consumer goods 9. Professional services 10.Energy technology and utilities 71% 69% 68% 67% 66% 64% 63% 63% 62% 61% Leadership and social influence 1. Automotive and aerospace 2. Telecommunications 3. Education and training 4. Information and technology services 5. Medical and healthcare services 6. Electronics 7. Chemical and advanced materials 8. Accommodation, food, and leisure 9. Energy technology and utilities 10.Production of consumer goods 70% 68% 68% 67% 65% 64% 63% 62% 60% 59% Talent management Cognitive skills Ethics Management skills Self-efficacy Technology skills Working with others 70% 70% 68% 67% 65% 61% 61% 60% 59% 59% Analytical thinking 1. Education and training 2. Supply chain and transportation 3. Automotive and aerospace 4. Telecommunications 5. Production of consumer goods 6. Insurance and pensions management 7. Advanced manufacturing 8. Financial services and capital markets 9. Infrastructure 10.Real estate Core skills in 2030 Looking ahead to 2030, Figure 3.6 provides further insights into key priority areas for workforce development for organizations, by comparing core and emerging skills by 2030 based on their relative importance today and their future evolution. The top right quadrant highlights skills that are already core to organizations today and are expected to continue growing rapidly. Skills such as AI and big data; analytical thinking; creative thinking; resilience, flexibility and agility; and technological literacy are not only considered critical now but are also projected to become even more important. Moreover, leadership and social influence, curiosity and lifelong learning, systems thinking, talent management, and motivation and selfawareness solidify their importance, emphasizing the continued relevance of human-centric skills amid rapid technological advances. Meanwhile, networks and cybersecurity and environmental stewardship – in the top left quadrant of the figure – rank among the top 10 skills expected to increase significantly in use by 2030, yet they are not currently considered core skills for most organizations. These emerging skills represent areas where businesses may need to anticipate growing demands and develop capabilities before they become critical. Future of Jobs Report 2025 40

• 41. On the other hand, skills that are core today, but expected to remain stable over the next five years without significant increase in use, displayed in the lower right quadrant, include empathy and active listening, service orientation and customer service and resource management and operations. Finally, the bottom left quadrant of Figure 3.6 highlights skills that are neither critical now nor expected to increase significantly in use over the next five years. While most of these skills remain important, they may represent areas where less investment is required, allowing employers to prioritize resources toward more rapidly evolving skill sets. Working with others Cognitive skills Engagement skills Physical abilities Self-efficacy Technology skills Ethics Management skills AI and big data Networks and cybersecurity Technological literacy Creative thinking Resilience, flexibility and agility Curiosity and lifelong learning Leadership and social influence Talent management Analytical thinking Environmental stewardship Systems thinking Motivation and self-awareness Empathy and active listening Design and user experience Service orientation and customer service Teaching and mentoring Programming Marketing and media Resource management and operations Global citizenship Quality control Multi-lingualism Sensory-processing abilities Dependability and attention to detail Reading, writing and mathematics Manual dexterity, endurance and precision AI and big data Networks and cybersecurity Technological literacy Creative thinking Resilience, flexibility and agility Curiosity and lifelong learning Leadership and social influence Talent management Analytical thinking Environmental stewardship Systems thinking Motivation and self-awareness Empathy and active listening Design and user experience Service orientation and customer service Teaching and mentoring Programming Marketing and media Resource management and operations Global citizenship Quality control Multi-lingualism Sensory-processing abilities Dependability and attention to detail Reading, writing and mathematics Manual dexterity, endurance and precision Core skills in 2030 Core now and expected to increase in importance Steady skills Core now, but not expected to increase in use Emerging skills Less essential now, but expected to increase in use Out of focus skills Less essential now, and not expected to increase in use FIGURE 3.6 Core skills in 2030 Source World Economic Forum, Future of Jobs Survey 2024. Note The Future of Jobs Survey uses the World Economic Forum's Global Skills Taxonomy. Bold lines represent the median values across all skills. Share of employers considering skills to be a core skill in 2025 and share of employers expecting skills to increase in importance by 2030. Share of employers considering as a core skill in 2025 (%) Share of employers expecting increasing skills in use by 2030 (%) 100 90 80 70 60 50 40 30 20 10 0 0 10 20 30 40 50 60 70 80 Skill differences between growing and declining jobs While a diverse set of skills is essential for navigating the evolving workforce landscape, contrasting the skills requirements particularly associated with growing jobs, and those associated with declining ones, reveals windows of opportunity that exist for enabling dynamic job transitions.37,38 Figure 3.7 illustrates these differences based on two metrics derived from the O*NET skills inventory:39 the “importance gap”, which measures how much more essential a skill is for growing jobs, and the “proficiency gap”, which indicates the level of expertise required for each skill in growing jobs compared to declining jobs. For example, a score of 2 in either metric means a skill is twice as critical or requires double the proficiency in growing roles. Future of Jobs Report 2025 41

• 42. At an aggregate level across all growing and declining roles, resilience, flexibility and agility skills are the most significant differentiator between growing and declining job roles, ranking higher in both importance and proficiency for growing roles. Programming and technological literacy also differentiates growing and declining roles, reflecting the increasing integration of technology across occupational fields. While programming scores higher in importance, it requires less proficiency compared to technological literacy. Resource management and operations, and quality control skills also show marked gaps in both proficiency and importance. Analytical thinking completes the list of top five skills for the importance gap, while ranking 6th for the skill proficiency gap. Manual dexterity, endurance, and precision display a notable difference in proficiency requirements rather than importance. This suggests that in roles in which manual skills remain critical, businesses are seeking a higher degree of specialization that combines manual abilities with technological literacy, and problem-solving skills. Growing roles demanding high manual skill proficiency include Drafters, Engineering and Mapping Technicians, Electrotechnology Engineers, Mechanics, Machinery Repairers, and Solar Energy Installation Engineers. By contrast, declining roles, such as printing trades workers and transportation attendants, generally require lower levels of manual skill proficiency. Notably, the only skill with an equal or lesser requirement in importance or proficiency for growing jobs is service orientation and customer service. These findings underscore the importance of targeted skills development efforts to support workers in transitioning to growing roles as well as to ensure employers can access a talent pool with the skills required for the future of work. Importance gap Proficiency gap 2.0 2.2 2.4 2.6 2.8 3.0 3.2 3.4 1.8 1.6 1.4 1.37 1.2 1.0 0.8 0.95 1.00 1.05 1.10 1.15 1.20 1.25 1.30 Working with others Cognitive skills Engagement skills Self-efficacy Technology skills Management skills Physical abilities When growing and declining job roles attach the same level of importance and proficiency to a skill, the index equals one. The bigger the value, the bigger the gap between growing and declining jobs. Analytical thinking Curiosity and lifelong learning Dependability and attention to detail Empathy and active listening Leadership and social influence Motivation and self-awareness Programming Quality control Reading, writting and mathematics Resilience, flexibility and agility Resource management and operations Service orientation and customer service Systems thinking Talent management Teaching, mentoring and coaching Technology literacy Manual dexterity, endurance and precision FIGURE 3.7 Skill importance gap and skill proficiency gap between growing and declining jobs Source World Economy Forum analysis, based on Future of Jobs Survey 2024, the World Economic Forum’s Global Skills Taxonomy and O*NET skill importance and level for each occupation. Note Bold lines represent the average across all skills. Future of Jobs Report 2025 42

• 43. Drivers of skill disruption This section discusses how each of the five identified macrotrends driving labour-market transformation – technological change, geoeconomic fragmentation, green transition, demographic shifts and economic uncertainty – are expected to influence skill evolution by 2030. Technological change Technological advances are expected to drive skills change more than any other trend over the next five years. The increasing importance of AI and big data, networks and cybersecurity, and technological literacy is driven by the expansion of digital access and the integration of AI and information processing technologies. These trends are not only seen as responsible for the growth of these three fastest-growing skills but also for the rising importance of analytical thinking and systems thinking. These shifts highlight the increasing complexity of decision-making and the need for critical problem solving in a data-driven world. Beyond the top 10 fastest-growing skills, design and user experience, along with marketing and media skills, are also expected to see growth driven by technological advancements. These skills are closely linked to digital transformation, reflecting the rising importance of delivering seamless digital experiences and understanding the impact of consumer behaviour. Robots and autonomous systems are also seen as a key driver of skills change, contributing to the increased demand for not only the three top-growing skills, but also programming and systems thinking – skills essential for managing and optimizing interactions with autonomous technology. As noted in Chapter 2, robots and autonomous systems are also among the primary drivers behind the fastest-growing jobs. Coupled with the rising demand for the three top growing skills, and programming, this trend underscores the importance of technological expertise and systems thinking as core skills in technical fields. These capabilities are crucial for enabling employees to adapt to, and collaborate effectively with, automated systems across a range of industries. While technology fuels demand for certain skills, it also accelerates the decline of others. Skills such as manual dexterity, endurance, precision, and reading, writing, and mathematics are expected to diminish in relevance as digital access, AI and information processing, and robotics increasingly automate these tasks. Interestingly, whereas programming remains stable as an in-demand skill, both respondents expecting growth in its use and those expecting decline consistently point to technological change as the primary driver behind this change. As discussed in more depth in Chapter 2, this highlights the dual effect of technology, underscoring how the same technological forces that drive job creation may also contribute to job displacement. Additionally, as also discussed in Chapter 2, the primary impact of technologies such as GenAI on skills may lie in their potential for “augmenting” human skills through human-machine collaboration, rather than in outright replacement, particularly given the continued importance of human-centred skills (Box 3.1). These findings underscore an urgent need for appropriate reskilling and upskilling strategies to bridge emerging divides. Such strategies will be essential in helping workers transition to roles that blend technical expertise with human-centred capabilities, supporting a more adaptable workforce in an increasingly technology-driven landscape. 3.2 BOX 3.1 Generative AI and human-centred skills In collaboration with Indeed The release of ChatGPT 3.5 in November 2022 marked an inflection point in public awareness of GenAI technologies, which sparked both excitement and apprehension regarding their potential impact on the workforce.40 In this context, research conducted by Indeed for this report highlights the continued importance of human-centred skills in an age of GenAI. Figure B3.1 illustrates the capacity of GenAI to substitute a human in executing specific skills, based on an assessment by GPT-4o of its own ability to utilize skills across three areas: its ability to provide theoretical knowledge about a given skill, its problem-solving abilities related to that skill, and the need for physical presence or manual actions in performing that skill.41 The chart categorizes more than 2,800 granular skills into the World Economic Forum’s Global Skills Taxonomy and evaluates their capacity of substitution by GenAI according to five categories: very low capacity, low capacity, moderate capacity, high capacity, and very high capacity. Zero of the more than 2,800 skills assessed were determined to exhibit “very high capacity” to be replaced by the current generation of GenAI Future of Jobs Report 2025 43

• 44. tools, with the majority of examined skills (69%) determined to have either “very low capacity” or “low capacity” to be substituted, indicating that GenAI currently remains limited in performing tasks that require physical execution, nuanced judgment or hands-on application. Skills rooted in human interaction – including empathy and active listening, and sensory processing abilities – and manual dexterity, endurance and precision, currently show no substitution potential due to their physical and deeply human components. These findings underscore the practical limitations of current GenAI models, which lack the physicality to perform tasks that require hands-on interaction – although advances in robotics and the integration of GenAI into robotic systems could impact this in the future. Where GenAI demonstrates higher substitution potential is in skills that can be effectively performed by leveraging theoretical knowledge alongside digital manipulation. These include granular skills within AI and big data, such as data mining and machine learning applications. Furthermore, GenAI shows strengths in reading, writing, and mathematics, and multi-lingualism, where it can assist in summarizing complex information, drafting text, performing calculations, and translation. Notably, more than one-quarter (28.5%) of the more than 2,800 granular skills examined currently exhibit a moderate capacity of substitution, highlighting areas where, as the technology continues to evolve, its capacity of substitution could increase in the near future. These findings highlight the potential of GenAI for augmenting human work through human-machine collaboration, rather than fully replacing it in most areas. Skills requiring nuanced understanding, complex problem-solving or sensory processing show limited current risk of replacement by GenAI, affirming that human oversight remains crucial even in areas where GenAI can provide assistance. For employers, these insights emphasize the need for training and upskilling initiatives that focus on both advanced prompt-writing skills and broader GenAI literacy. Very low capacity Low capacity Moderate capacity High capacity 100 Share of all granular skills within each skill group (%) 100 80 60 40 20 0 20 40 60 80 FIGURE B3.1 Current capacity for substitution by Generative AI, by skill group Source Indeed analysis; World Economic Forum, Global Skills Taxonomy. Note No skills have been rated with “very high capacity” for substitution. Capacity of GenAI substituting a human in performing a given skill as a percentage share of all granular skills within each skill group. Analysis based on GPT-4o, with over 2800 granular skills from the Indeed database as of August 2024. Artificial intelligence and big data Reading, writing and mathematics Marketing and media Systems thinking Multi-lingualism Programming Financial management Dependability and attention to detail Curiosity and lifelong learning Technology literacy Design and user experience Quality management Operations and logistics Networks and cybersecurity Leadership and social influence Talent management Analytical thinking Service orientation and customer service Global citizenship Resilience, flexibility and agility Teaching, mentoring, and coaching Creative thinking Environmental stewardship Manual dexterity, endurance and precision Empathy and active listening Sensory-processing abilities 44

• 45. Geoeconomic fragmentation and economic uncertainty The Future of Jobs Survey also examined the impact of geoeconomic trends on skill evolution. Increasing geoeconomic fragmentation, coupled with the rapid adoption of new technologies and expansion of digital access, has significantly increased cybersecurity concerns.42 These geoeconomic trends have led to a surge in demand for network and cybersecurity skills as organizations seek to protect digital infrastructure from emerging threats. Geoeconomic fragmentation is also driving a need for human-centred skills such as resilience, flexibility, agility, leadership and social influence, and global citizenship. In a world where crises are becoming more frequent, employers need leaders and teams capable of adapting to uncertainty and managing complex social dynamics. Slower economic growth and increased restrictions to global trade are contributing to the increased importance of creative thinking and resilience, flexibility, and agility. These skills are crucial for navigating uncertain economic landscapes, as businesses seek to innovate and remain competitive despite market constraints. Green transition A growing focus on environmental stewardship as a critical skill reflects an evolving alignment between business strategies and sustainability objectives. This rise, driven by climate adaptation efforts, carbon reduction initiatives, and energy generation, storage and distribution technologies, points to a profound shift whereby environmental skills are becoming increasingly integral across diverse sectors. As previously shown in Chapter 2 and Box 2.1, an increasing prioritization of climate adaptation and energy solutions by employers responding to the Future of Jobs Survey is not only evident in skill requirements but also appears as a significant factor in net job growth by 2030. While demand for global citizenship skills is expected by most respondents to remain stable over the next five years, employers that anticipate a rise in its importance cite the convergence of climate-change adaptation, geoeconomic fragmentation and broadening digital access as key factors. This highlights the growing interconnectedness of sustainability and global collaboration, particularly as businesses operate in increasingly fragmented and climate-sensitive environments. Demographic shifts Ongoing demographic shifts, particularly aging and declining workforces in developed economies, are expected to emerge as a significant driver of skill demand. Aging and declining working-age populations are pressing organizations to prioritize talent management, teaching and mentoring and motivation and self-awareness. Alongside these priorities, there is a rising focus on empathy and active listening, resource management, and customer service, highlighting a growing need for interpersonal and operational skills that can address the specific needs of an aging workforce and foster more inclusive work environments. Increasing demand for talent management and motivation and self-awareness skills is also driven by growing working-age populations. Findings reported in Chapter 2 underscore similar patterns, where aging and growing working-age populations are major drivers of growth in jobs across Education, Sales, and Hospitality. These trends reveal the dual role demographic changes play in shaping both job availability and the types of skills needed, emphasizing the interconnectedness of workforce demographics with skills development and talent strategies across sectors. Reskilling and upskilling strategies Having anticipated significant skill disruptions, employers have increasingly invested in reskilling and upskilling initiatives to align workforce skills with evolving demands (see Section 3.1). This section explores training trends, how employers expect to finance their training initiatives, and their expectations regarding the outcomes of these investments. Training needs Future of Jobs Survey respondents indicate that 50% of their workforce has completed training as part of their learning and development initiatives. This reflects a positive global trend compared to 2023, when only 41% of the workforce had received training. The rise in training completion is evident across nearly all industries (Figure 3.8), suggesting a growing recognition of the importance of continuous skill development. However, a few industries stand out from this trend. Agriculture, Forestry and Fishing, and Real Estate are the only sectors that have seen a decline in training completion between the two last editions of this report. On the other hand, industries like Insurance and Pensions Management, Supply 3.3 Future of Jobs Report 2025 45

• 46. Share of the workforce (%) 2023 2025 0 15 30 60 45 2023 2025 2023 2025 2023 2025 2023 2025 2023 2025 0 15 30 60 45 2023 2025 2023 2025 2023 2025 2023 2025 2023 2025 0 15 30 60 45 2023 2025 2023 2025 2023 2025 2023 2025 2023 2025 0 15 30 60 45 2023 2025 2023 2025 2023 2025 2023 2025 2023 2025 0 15 30 60 45 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 Real estate Retail and wholesale of consumer goods Supply chain and transportation Telecommunications +2% +3% -8% +1% +4% +7% +8% +4% +11% +4% +8% +1% +22% +13% +4% +8% +17% +14% -7% +9% +19% Source World Economic Forum, Future of Jobs Survey 2024 and Future of Jobs Survey 2022. Note Only industries with data points for both years are included in this analysis. Professional Services has data available only for 2025. Training completion as part of learning and development strategies, 2023 vs. 2025, by industry FIGURE 3.8 Evolution in the share of the workforce that has completed training as part of employers’ learning and development strategies. Only industries with data points for both years are included in the analysis. Future of Jobs Report 2025 46

• 47. Chain and Transportation and Telecommunications have seen the most significant rise in the share of workers completing training. Looking ahead, Figure 3.9 provides an overview of expectations around workforce training needs by 2030. According to surveyed employers, for a representative sample of 100 workers 41 will not require significant training by 2030; 11 will require training, but it will not be accessible to them in the foreseeable future; and 29 will require training and be upskilled within their current roles. Additionally, employers anticipate that 19 out of 100 workers will require training and will be reskilled and redeployed within their organization by 2030. The anticipated need for training varies significantly across industries and geographies. While companies headquartered in North America estimate that 67% of their workforce will require training by 2030, those in Central Asia and the Middle East and North Africa project that under 50% of their workforce will need training by 2030. Industries, such as Telecommunications, and Information and Technology Services, which saw some of the largest uptake in reskilling and upskilling (Figure 3.8), still anticipate significant training needs, with 63% and 62% of their workforce, respectively, expected to need further training by 2030. By contrast, sectors with declining trendlines in training completion are among the sectors with the lowest projected additional training needs. The share of employees estimated as unlikely to receive upskilling opportunities is somewhat uniform across industries and geographies, suggesting that while the demand for skills may vary, access to reskilling and upskilling opportunities remains similarly constrained globally. Breakdown of the typical training outlook for a representative group of 100 workers, calculated based on averages of the training requirements reported by employers surveyed. Would not need training by 2030 41 Would be upskilled in their current role 29 19 11 Would be upskilled and re-deployed Would be unlikely to receive the necessary upskilling FIGURE 3.9 Upskilling and reskilling outlook, 2025-2030 Source World Economic Forum, Future of Jobs Survey 2024. Funding for training programmes When it comes to funding of reskilling and upskilling initiatives, employers predominantly expect to fund their own training programmes, as shown in Figure 3.10. The second-most common funding mechanism is free of cost training, followed by government and public-private funding. With funding for reskilling and upskilling being the most-welcomed public-policy support by Future of Jobs Survey respondents, government funding plays a more significant role in industries such as Accommodation, Food, and Leisure; Government and Public Sector; and Education and Training, where over 30% of companies expect to rely on public financing for training initiatives. On the other hand, only 3% of companies in the Insurance and Pensions Management industry expect to rely on government funding for training. While co-funding across industries is the least utilized funding model overall, it is expected to have the largest use in industries such as Care, Personal Services and Wellbeing; Agriculture, Forestry, and Fishing; and Automotive and Aerospace. This highlights the importance of cross industry collaboration in these industries. Future of Jobs Report 2025 47

• 48. Share of employers surveyed (%) 0 20 40 60 80 100 FIGURE 3.10 Funding for training, 2025-2030 Source World Economic Forum, Future of Jobs Survey 2024. Funded by own organization Free of cost training Funded by government Public-private hybrid funding Co-funding across the industry Other 86% 27% 20% 18% 16% 6% Share of employers anticipating use of stated funding source for worker training programmes from 2025 to 2030. The most common outcomes employers expect from their investment in training are enhanced productivity (cited by 77% of respondents) and improved competitiveness (70%). Talent retention ranks as the third-most important expected outcome of training programmes, though it plays a more central role in sectors such as Automotive and Aerospace, Electronics, and Production of Consumer Goods, where over 72% of employers highlight this as a key priority (Figure 3.11). Share of employers surveyed (%) 0 20 40 60 80 100 FIGURE 3.11 Expected outcomes from investing in training, 2025-2030 Source World Economic Forum, Future of Jobs Surveys 2024. 77% 70% 65% 52% 48% 46% 38% 19% Share of employers expecting the stated outcome from investing in worker training programmes from 2025 to 2030. Enhancing productivity of the company Improving competitiveness of the company Improving talent retention Transitioning existing employees to new jobs or evolving roles Increasing talent mobility across different roles Attracting new or diverse talent Enhancing reputation and branding of the company Increasing talent mobility across different geographies Future of Jobs Report 2025 48

• 49. Workforce strategies This chapter discusses workforce strategies that employers anticipate adopting in response to the macrotrends shaping the future of work and key barriers to organizational transformation. It also analyses employers’ outlook on talent availability from now to 2030, and explores planned workplace practices and policies to achieve their organization’s business goals, with a particular focus on the shifting relationship between humans and technologies. Barriers to transformation Skill gaps in the labour market are the primary barrier to business transformation perceived by Future of Jobs Survey respondents for the 2025- 2030 period, cited by 63% of surveyed employers (Figure 4.1). This is even more pronounced than the results described in the 2023 edition of the report, where skills gaps in the local labour market also topped the transformation barriers, backed by 60% of executives. This skill challenge persists across almost all industries and geographies, ranking first in 52 out of 55 economies and 19 out of 22 sectors. January 2025 Future of Jobs Report 2025 4 4.1 63% 46% 39% 37% 32% 27% 26% 25% FIGURE 4.1 Barriers to organizational transformation, 2025-2030 Source World Economic Forum, Future of Jobs Survey 2024. Share of employers surveyed expecting the stated barrier will hinder their organisational transformation. 1. Skills gaps in the labour market 2. Organizational culture and resistance to change 3. Outdated or inflexible regulatory framework 4. Inability to attract talent to the industry 5. Lack of adequate data and technical infrastructure 6. Inability to attract talent to my firm 7. Shortage of investment capital 8. Insufficient understanding of opportunities The second most significant perceived barrier is organizational culture and resistance to change, identified by 46% of respondents as a key obstacle, which highlights the anticipated challenge of aligning internal processes, organizational structures, hierarchies and mindsets in responding to the trends and disruptions companies expect to face. Regulatory concerns are considered the third most relevant barrier, identified by 39% of employers. Moreover, 32% of respondents highlight a lack of adequate data and technical infrastructure as an additional obstacle. Other barriers, such as shortage of investment capital (26%) and insufficient understanding of opportunities (25%), are cited less frequently. Future of Jobs Report 2025 49

• 50. In the report’s 2023 edition, more than half of respondents identified difficulties in attracting talent as a primary barrier. This year’s survey distinguishes between industry attractiveness and firm-level attractiveness, and results show that 37% of companies view lack of industry attractiveness as a notable barrier, while 27% cite firm-specific issues. Talent availability outlook Employers’ outlook on talent availability has decreased compared to the results highlighted in the report’s 2023 edition. This year, only 29% of businesses expect talent availability to improve over the 2025-2030 period, a drop from 39% in 2023. By contrast, 42% of employers expect talent availability to decline over this period, resulting in a net negative talent availability outlook (-13% net expectation of improvement) and highlighting increasing concern among businesses regarding their ability to find the right future talent (Figure 4.2). However, employers remain more broadly optimistic about the outlook for talent development. Seven in 10 respondents expect improvements in talent development within their organization by 2030. However, as noted in the report’s 2023 edition, 77% of businesses expressed a positive view on the outlook for talent development, suggesting that some companies are re-evaluating their expectations. With regard to talent retention, employers are similarly less positive than in the report’s previous edition: Only 44% of surveyed organizations expect improvements in their ability to retain talent, a decline from 53% two years ago. Talent availability when hiring Talent development of existing workforce Talent retention of existing workforce -100 -50 +100 Share of employers surveyed (%) 0 +50 -13% +66% +25% FIGURE 4.2 Talent outlook, 2025-2030 Source World Economic Forum, Future of Jobs Survey 2024. Share of employers surveyed expecting a positive, neutral and negative outlook for talent availability, talent development and talent retention over the next five years. Expected to worsen Neutral Expected to improve Net difference Country-specific variations in talent availability outlook, as shown for hiring in Figure 4.3, reflect broader demographic dynamics. For example, in the Middle East and North Africa, employers in countries such as Egypt (+39% net expectation of improvement), Morocco (+38%), and Bahrain (+31%) display high levels of optimism about talent availability, with the majority of respondents expecting hiring conditions to improve by 2030. By contrast, employers in European economies anticipate increasing challenges in hiring availability. Expectations around talent development shows significant regional variation. For example, companies headquartered in Eastern Asia, SubSaharan Africa, and Central Asia generally report high levels of optimism for the next five years. By contrast, businesses headquartered in Europe, the Middle East and Northern Africa, and Northern America are more cautious than global averages with regard to their expectations. As for talent retention, employers in high-income and upper-middle-income economies express greater concern compared to their counterparts in lower-middle-income economies. Future of Jobs Report 2025 50

• 51. FIGURE 4.3 Talent hiring availability, by economy, 2025-2030 Source World Economic Forum, Future of Jobs Survey 2024. Expected to improve Expected to worsen Net effect Share of employers surveyed expecting a positive and negative outlook for talent availability in terms of hiring over the 2025 to 2030 period, and their net difference. Future of Jobs Report 2025 51

• 52. Workforce strategy Upskilling the workforce emerges as the most common workforce strategy in response to macrotrends, over the 2025-2030 period, with 85% of surveyed employers anticipating adopting this approach (Figure 4.4). Upskilling is identified as a top 3 priority across all geographies, and economies at all income levels, with employers in high-income economies (87%) slightly ahead of those in upper-middle-income (84%) and lowermiddle-income (82%) ones. Process and task automation is expected to be the second most common workforce strategy, with 73% of employers planning to accelerate their use of this approach – down from 80% as noted in the report’s 2023 edition. Additionally, 63% of employers intend to complement and augment their workforce with new technologies. Automation is a more pronounced strategy in high-income economies (77%), compared to upper-middle-income (74%) and lower-middleincome economies (57%). Regarding adjusting the composition of their workforce, 70% of organizations surveyed plan to hire new staff with emerging in-demand skills, 51% intend to transition staff from declining to growing roles internally, while 41% foresee staff reductions due to skills obsolescence. A slightly higher share of employers plan to move operations within closer control through reshoring, nearshoring or friendshoring (10%) than those who plan to offshore significant parts of their workforce (8%). Improving talent availability Business practices The importance of supporting employee health and well-being has newly emerged as a top priority to increase talent availability over the 2025-2030 period. As shown in Figure 4.5, 64% of employers now see promise in this approach, a marked rise from 9th place in the 2023 edition of this report to 1st this year. In fact, this newfound emphasis on this practice holds importance across industries, ranking first in eight sectors and consistently within the top four across all others. In the Insurance and Pensions Management sector, 85% of companies expect this practice to improve talent availability. The Accommodation, Food, and Leisure, and Education and Training sectors witnessed the largest jump in prioritizing employee well-being between 2023 and 2025. Additional business practices identified as promising to increase talent availability include providing effective reskilling and upskilling opportunities43, highlighted by 63% of organizations, this is particularly evident in the Government and Public sector, where four out of five respondents expect such measures to grow their talent base. Following closely behind, improving talent progression and promotion, previously ranked highest in the 2023 edition, remains a key focus for 62% of surveyed organizations. Higher wages are identified as a Share of employers surveyed (%) 0 20 40 60 80 100 FIGURE 4.4 Workforce strategies, 2025-2030 Source World Economic Forum, Future of Jobs Survey 2024. 85% 73% 70% 63% 51% 41% 10% 8% Share of employers surveyed planning to adopt the stated workforce strategies. Upskill workforce Accelerate the automation of processes and tasks Hire staff with new skills to meet emerging business needs Complement and augment workforce with new technologies Transition existing staff from declining to growing roles Reduce staff whose skills are becoming less relevant or where roles are no longer needed Move operations within closer control through re-shoring, near-shoring or friend-shoring Off-shore significant parts of workforce 4.2 Future of Jobs Report 2025 52

• 53. FIGURE 4.5 Business practices to increase talent availability, 2025-2030 Source World Economic Forum, Future of Jobs Survey 2024. Share of employers surveyed identifying the stated business practices as promising to increase talent availability. Supporting employee health and well-being Providing effective reskilling and upskilling Improving talent progression and promotion processes Offering higher wages Tapping into diverse talent pools Offering remote and hybrid work opportunities within countries Offering diversity, equity and inclusion policies and programmes Improving working hours and overtime policies Articulate business purpose and impact Offering remote work across national borders Supplementing childcare for working parents Improving safety in the workplace Supporting workers with caregiving responsibilities Removing degree requirements and conduct skills-based hiring Changes to pension schemes and extend their retirement age Supporting worker representation 64% 63% 62% 50% 47% 43% 39% 38% 37% 27% 26% 25% 24% 19% 14% 11% priority by 50% of respondents, with particular significance in the Education and Training sector, where 61% of employers emphasize this measure. Tapping into diverse talent pools continues to increase in importance, with almost half of surveyed employers (47%) now emphasizing the potential of this strategy – a substantial increase from just over 10% in the report’s 2023 edition. These findings highlight the potential of skills-first approaches in identifying and attracting talent based on skills rather than traditional credentials.44 In line with this, employers also show increased interest in offering flexibility measures, such as enabling remote work across national borders (27%) and supporting workers with caregiving responsibilities (26%). By contrast, articulating business purpose and impact has seen a decline in emphasis, dropping from 4th place in the report’s 2023 edition, with 37% of employers highlighting the promise of this measure. BOX 4.1 Talent availability: an employee perspective In collaboration with ADP Research To complement the Future of Jobs Survey’s focus on employer perspectives on talent availability, collaboration for this report with ADP Research has produced a data set that provides the employee perspective, aiming to understand the key factors and priorities that would make workers want to stay in a job. The resulting analysis reveals both convergences and divergences in priorities for talent attraction and retention (Figure B4.1). Where employees’ reasons to stay and employers’ practices align include: improving talent progression and promotion processes (employer rank 3rd vs. employee rank 2nd), offering higher wages (employer rank 4th vs. employee rank 3rd), and providing remote or hybrid work opportunities (employer 6th vs. employee 4th). The findings also highlight areas of misalignment between employee and employer expectations. The divergence is most pronounced around Future of Jobs Report 2025 53

• 54. Public policies Globally, when asked about the public-policy interventions with the highest perceived potential to increase access to talent over the 2025-2030 period, employers identified funding for reskilling and upskilling (55%) and provision of reskilling and upskilling (52%) as the two most crucial policy measures (Figure 4.6). This points to businesses’ desire for sustained public investment in skills development to align workforce capabilities with future labour-market demands. Improving public education systems has risen in perceived priority and now ranks 3rd, with 47% of respondents highlighting this policy measure, up from 4th in the report’s 2023 edition. In Israel, Kazakhstan and the Philippines, public education system improvements saw the largest increase in priority as a public policy measure to enhance talent availability, rising seven, six, and six places, respectively, compared to 2023. Simultaneously, wage-setting flexibility has moved to 5th place globally, up from 6th in 2023, with 38% of respondents highlighting this policy measure. Wage subsidies saw the biggest decline in perceived importance, moving from 3rd in 2023 to 8th in this year’s edition, with 26% of respondents pointing to it as a critical policy tool. Flexibility in hiring and firing practices, ranked 4th, has declined two places since 2023, now highlighted by 44% of employers. Despite the overall decline in emphasis on this measure, wage subsidies remain the top highlighted policy in Türkiye and Morocco, while hiring and firing flexibility is the most emphasized priority in eleven countries, including Australia, Brazil, Republic of Korea and Singapore. In light of demographic shifts, companies are increasingly exploring policy interventions aimed at broadening the talent pool. Changes to labour laws related to remote work are highlighted as a priority by 36% of employers, with strong demand in particular from companies headquartered in supporting health and well-being and upskilling and reskilling, which are viewed as essential by employers, but less so by employees, who rank them 8th and 7th, respectively. By contrast, employees place higher value on working hours, which tops the list of desired policies, while employers rank this measure the eighth most effective strategy to boost talent availability; and pension policies, which rank 5th for employees – 10 places higher than for employers. Both employees and employers placed less emphasis on supporting workers with caregiving responsibilities and articulating business purpose and social impact. Rank FIGURE B4.1 Business practices to boost talent availability: employee vs. employer perspective Source ADP Research and World Economic Forum analysis. Note In the ADP Research survey, the question is framed as follows: From the following list, which are the top three (perks) reasons you stay with your current employer? The options were matched with the list of business practices to boost talent availability in the Future of Jobs Survey. Employee perspective Employer perspective Employee (ADP Research) and employer (Future of Jobs Survey) ranking of stated business practice to boost talent availability, and gap between the two. Supporting workers with caregiving responsibilities Articulating business purpose and impact Supporting employee health and well-being Providing effective reskilling and upskilling Offering remote work across national borders Changes to pension schemes and extend their retirement age Offering remote and hybrid work opportunities within countries Offering higher wages Improving talent progression and promotion processes Improving working hours and overtime policies Future of Jobs Report 2025 54

• 55. Sub-Saharan Africa, as well as, from an industry perspective, in the finance industry (both Financial Services and Capital markets and Insurance and Pensions Management). Changes to immigration laws (26%) are less emphasized, with the exception of industries such as Production of Consumer Goods; Accommodation, Food, and Leisure; and Electronics. Meanwhile, a quarter of respondents (25%) highlight changes to pension schemes and retirement ages. Companies headquartered in Eastern Asia, where the effect of ageing workforces is currently more pronounced, favour this public policy. By contrast, few organizations headquartered in regions with younger populations, such as Sub-Saharan Africa and Southern Asia, see the potential of such policy intervention. Funding for reskilling and upskilling Provision of reskilling and upskilling Improvements to public education systems Flexibility on hiring and firing practices Flexibility on setting wages Changes to labour laws related to remote work Changes to immigration laws Wage subsidies Changes to pension schemes and retirement ages Improved transport infrastructure and services Funding and provision of caregiver programmes 0 20 100 Share of employers surveyed (%) 40 60 80 55% 52% 47% 44% 38% 36% 26% 26% 25% 22% 13% FIGURE 4.6 Public policies to increase talent availability, 2025-2030 Source World Economic Forum, Future of Jobs Survey 2024. Share of employers surveyed identifying the stated public policies as promising to increase talent availability. Diversity, equity and inclusion Globally, the Future of Jobs Survey finds increased emphasis by employers on diversity, equity and inclusion in the workplace, connected to a growing perception of its potential to increase talent availability. Tapping into diverse talent pools is now considered among the top 5 most impactful business practices to increase talent availability, compared to its 11th place ranking in the report’s 2023 edition. Eighty-three percent of surveyed employers have implemented diversity, equity and inclusion measures, an increase from 67% in 2023. This trend is especially strong among larger organizations, where nearly all companies with over 50,000 employees (95%) and those headquartered in Northern America (96%) report having such measures in place. By contrast, companies headquartered in lower-middle-income economies (75%) and smaller organizations (73%) are less likely to implement diversity, equity and inclusion measures. As shown in Figure 4.7, 51% of employers plan to run diversity, equity and inclusion trainings for managers and staff, which remains the most common such programme element anticipated to be implemented by organizations in the next five years. This is closely followed by targeted recruitment, retention and progression initiatives (48%), with diversity, equity and inclusion goals, targets and quotas (42%) experiencing the fastest growth in anticipated adoption. In the report’s 2023 edition, only one-quarter of companies had planned to adopt such targets (Figure 4.8). Pay equity reviews and salary audits, anti-harassment protocols and support for workers with caregiving responsibilities are also increasingly highlighted, with 39%, 33% and 26% of companies, respectively, planning to adopt these measures. Hiring diversity, equity and inclusion officers and supporting employee resource groups (ERGs) are less commonly mentioned, adopted by 15% and 22% of surveyed organizations, respectively. Future of Jobs Report 2025 55

• 56. Comprehensive diversity, equity and inclusion training for managers and staff Targeted recruitment, retention and progression initiatives Set diversity, equity and inclusion goals, targets or quotas Pay equity reviews and salary audits Anti-harrasment protocols Embed diversity, equity and inclusion goals and solutions across the supply chain Support workers with caregiving responsibilities Set up Employee Resource Groups (ERG) Employ a diversity, equity and inclusion officer 51% 48% 42% 39% 33% 27% 26% 22% 15% FIGURE 4.7 Planned implementation of diversity, equity and inclusion measures, 2025-2030 Source World Economic Forum, Future of Jobs Survey 2024. Share of employers surveyed which plan to implement the stated measure. Year 2023 0 10 5 15 20 25 30 35 40 45 50 55 Share of employers surveyed (%) 2025 Source World Economic Forum, Future of Jobs Survey 2022 and Future of Jobs Survey 2024. FIGURE 4.8 Planned implementation of diversity, equity and inclusion measures, 2023 vs. 2025 Change in share of employers surveyed planning to implement the stated measure. Run comprehensive diversity, equity and inclusion training for managers and staff (+12%) Set diversity, equity tand inclusion goals, targets or quotas (+16%) Embed diversity, equity and inclusion goals and solutions across the supply chain (+4%) Set up Employee Resource Groups (ERGs) (+3%) Employ a diversity, equity and inclusion Officer (+3%) Future of Jobs Report 2025 56

• 57. Geographic differences persist. For example, as shown in Table 4.1, companies headquartered in the Middle East and Northern Africa are less likely to engage in pay equity reviews (23%), while those in Latin America and the Caribbean are more inclined to implement anti-harassment protocols (54%). In Northern America, a significantly higher share (42%) of employers anticipates setting up ERGs. In terms of employee demographics, women are considered the highest priority group for surveyed employers’ diversity, equity and inclusion programmes worldwide, with 76% of respondents anticipating a focus of their measures on this group (Figure 4.9). Workers with disabilities (56%) and ‘Gen Z’ youth (those under the age of 25) (52%) are the second- and third most considered groups. Older workers (those over the age of 55) and those identifying as LGBTQI+ are anticipated to be a focus for 42% and 33% of surveyed employers, respectively. Finally, 27% of respondents anticipate a focus on individuals from disadvantaged religious, ethnic, or racial backgrounds. This represents a decline from the report’s 2023 edition, when nearly two-fifths of employers expected to be focusing on individuals from these groups. Workers from low-income backgrounds (24%) and migrants, refugees and displaced workers (21%) are the least commonly mentioned groups. 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 TABLE 4.1 Planned implementation of diversity, equity and inclusion measures, 2025-2030, by region 0 25 50 75 100 Share of employers surveyed (%) Source World Economic Forum, Future of Jobs Survey 2024. Share of employers surveyed headquartered in each region planning to implement the measure. Comprehensive diversity, equity and inclusion training for managers and staff Targeted recruitment, retention and progression initiatives Set diversity, equity and inclusion goals, targets or quotas Pay equity reviews and salary audits Anti-harrasment protocols Embed diversity, equity and inclusion goals and solutions across the supply chain Support workers with caregiving responsibilities Set up Employee Resource Groups (ERGs) Employ a diversity, equity and inclusion officer Future of Jobs Report 2025 57

• 58. Wages As the labour market experiences shifts in workforce dynamics due to macrotrends such as technological change, demographic shifts and economic uncertainty, wage dynamics have become an increasingly important factor for understanding the shape of future labour markets. As revealed by the Future of Jobs Survey, more than half (52%) of employers globally expect to see an increase in the share of their revenue allocated to wages over the 2025-2030 period, 41% of surveyed employers anticipate their current wage allocation to remain stable, while 7% foresee a reduction by 2030 (Figure 4.10). Women Those with disabilities Youth from Gen Z (under age 25) Older workers (over age 55) Those who identify as LGBTQI+ Those from a disadvantaged religious, ethnic or racial background Those from a low-income background Migrants, refugees and displaced workers 76% 32% 52% 56% 42% 27% 24% 21% 0 20 100 Share of employers surveyed (%) 40 60 80 FIGURE 4.9 Diversity, equity, and inclusion priority groups, 2025-2030 Source World Economic Forum, Future of Jobs Survey 2024. Top 3 economies Colombia Egypt Portugal Estonia Ireland Ireland Egypt Denmark Ireland Philippines Morocco Lithuania Switzerland South Africa Tunisia Belgium Saudi Arabia Israel Tunisia Latvia Norway Egypt Hong Kong SAR, China Lithuania Share of employers surveyed expecting to focus diversity, equity and inclusion measures on the stated demographic group over the 2025 to 2030 period. Top three economies with the highest share of employer responses for each group. 52% 41% 7% FIGURE 4.10 Wage outlook, 2025-2030 Source World Economic Forum, Future of Jobs Survey 2024. Share of employers surveyed projecting the share of wages and other forms of workers’ compensation as a percentage of the company’s total revenue to increase, remain stable or decline. Growing share compared to today Similar share as today Declining share compared to today Smaller companies exhibit higher expectations regarding growth of wages as a share of total revenues, with 57% of employers with fewer than 1,000 employees anticipating an increase in wage share. By contrast, only 45% of employers with 10,000–50,000 employees and 47% of those with over 50,000 employees expect to see the same. In shaping wage and compensation policies, two factors stand out globally: workers’ productivity and performance (cited by 77% of respondents) and competing to retain talent (cited by 71%) (Figure 4.11). Sector-wise, only six industries expect an emphasis on competition for talent over productivity and performance as a factor in their wage considerations: Electronics, Insurance and Pensions Management, Professional Services, Real Estate, Medical and Healthcare Services, and Government and Public Sector. All other industries anticipate a focus on productivity as the more crucial factor when designing wage strategies over the 2025- 2030 period. Future of Jobs Report 2025 58

• 59. Geographically, surveyed companies operating in 32 economies highlight wage alignment with productivity and performance as the key factor, while respondents in 28 economies indicate a greater focus on competition for talent when determining wage strategies. Wage inequalities (cited by 33% of respondents), government regulations and collective bargaining (32%), and cost reduction strategies (30%) are also influencing compensation decisions globally. Share of employers surveyed (%) 0 20 40 60 80 100 FIGURE 4.11 Wage strategies, 2025-2030 Source World Economic Forum, Future of Jobs Survey 2024. 77% 71% 33% 32% 30% Share of employers surveyed expecting the stated factor will drive decisions in designing wage and compensation policies over the 2025 to 2030 period. Aligning wages with workers’ productivity and performance Competing for retaining talent and skills Reducing wage inequalities and supporting workers’ purchasing power Aligning wages with government regulations and collective bargaining agreements Reducing costs BOX 4.2 Wage premium for skills and experience In collaboration with ADP Research Given shifting global workforce dynamics, how are differences in education, training and experience reflected in wages? Analysis conducted by ADP Research for the Future of Jobs Report 2025 addresses this question by analysing monthly wage data of workers in the United States according to Occupation Information Network (O*NET) job zones. The O*NET data assigns all occupations to job zones, from entry-level positions needing minimal preparation (Job zone 1) to highly specialized roles with extensive preparation, usually demanding graduate school education and extensive job training and work experience (Job zone 5). The research analyses wages at each job zone to calculate a wage premium from one level of workforce preparedness to another. Workers’ median and mean wages increase as the job zone level increases (Figure B4.2A). On average, the median wage is 37% higher for each job zone level (Figure B4.2B). The highest gap between levels is 48%, which is the difference in median wage between job zone 3, where workers such as Security Guards and Dental Laboratory Technicians usually receive vocational training or an associate degree, and job zone 4, where workers have considerable preparation for the job. The lowest median wage premium gap is 27%, between job zone 4 and job zone 5, which is made up of primarily specialized roles that require extensive training, such as Pharmacists, Lawyers and Biologists. The mean wage premium is higher, averaging 58% per job zone level, with the marginal premium spiking the jump from jobs requiring considerable preparation, such as Real Estate Brokers and Sales Managers, to specialized roles with extensive preparation, the highest level. The gap between the median and mean wage premium – the two curves in Figures B4.2A and B – indicates that there exists a wide pay range within the same job zone, and that wider pay ranges are more prevalent for workers in more specialized roles. Future of Jobs Report 2025 59

• 60. Some preparation Medium preparation Considerable preparation Extensive preparation 0 2 1 3 4 5 6 7 Cumulative wage premium Source ADP Research FIGURE B4.2A mean median Cumulative wage premium = 1: wage is the same as the next lowest job zone (No preparation) Cumulative wage premium by skill level Ratio to the lowest job zone for mean and median gross wages. Source ADP Research FIGURE B4.2B Some preparation Medium preparation Considerable preparation Extensive preparation 0 1.6 1.2 1 0.8 0.4 2.0 Marginal wage premium mean median Marginal wage premium = 1: wage is the same as the next lowest job zone Marginal wage premium by skill level Ratio to next-lowest job zone for mean and median of gross wages. Future of Jobs Report 2025 60

• 61. Approaches to skills assessment Removing academic degree requirements and conducting skill-based hiring is an increasingly recognized approach to expanding talent availability.45 As shown in Figure 4.12, work experience continues to be the most common assessment mechanism in hiring processes, with 81% of businesses expecting to continue to rely on it over the 2025-2030 period. This is consistent with previous editions of the report, underlining the value employers place on practical, on-the-job learning and achievements. Only 4% of companies report that they do not assess the skills of prospective employees, highlighting that skills evaluation is almost universal across industries. The second most common method of evaluation is skills assessments, expected to be utilized by 48% of employers, highlighting a growing emphasis on directly testing candidates’ competencies rather than relying solely on their resumes. In addition, psychometric tests are planned to be used by 34% of businesses, reflecting an increased focus on evaluating candidates’ behavioural traits, cognitive abilities and cultural fit. The requirement of a university degree features in third place of employers’ approaches to skills assessment, with 43% of respondents expecting to continue to use degrees as a requirement by 2030. Comparison with the previous edition of this report shows that employers are increasingly focusing on work experience and psychometric testing over traditional credentials like university degrees. This shift signals a growing recognition that practical skills and cognitive abilities may be more indicative of future job performance than formal educational qualifications, in addition to expanding the talent pool. O*NET’s database of job experience requirements reveals that 14 of the 15 fastestgrowing jobs over 2025 to 2030 primarily require a university degree, while only seven of the 15 largest-growing roles demand an advanced degree. This reliance on traditional credentials in rapidly Assessing the wage premium for skills through a gender lens reveals that men tend to have a higher wage premium across all zone transitions except one. Men, on average, experience a 44% wage premium between job zones, whereas women see a 30% premium (Figure B4.3). Gender disparities are most pronounced at specific transitions. While male workers receive a wage premium of 39% at the point of transition from jobs that require little preparation to jobs that require some preparation, the equivalent wage premium for female workers is only 19%. At the upper end of the job complexity spectrum, women only receive a 15% higher wage for working in specialized jobs that require extensive preparation compared to jobs that require considerable preparation. This contrasts sharply with a 44% higher median wage at this transition point for men. 0 0.6 0.4 0.2 0.8 1 1.2 1.4 1.6 male female Some preparation Medium preparation Considerable preparation Extensive preparation Cumulative wage premium Source ADP Research FIGURE B4.3 Marginal wage premium: female vs. male workers Marginal wage premium (ratio to next-lowest job zone) for median of gross wages. Future of Jobs Report 2025 61

• 62. expanding roles could exacerbate talent shortages. Adopting a skills-first approach can broaden talent pools and strengthen talent pipelines for these future roles.46 Moreover, the diverse requirements of the largest-growing jobs highlight the critical role of occupations that are often accessible through vocational training, apprenticeships, on-the-job experience, or associate degrees. However, the expected use of apprenticeships, short courses and online certificates in skills assessment has seen a slight decline since the report’s 2023 edition: 17% of employers anticipate prioritizing apprenticeships while 14% plan to consider online certificates in their hiring decisions. Workforce strategies in response to AI adoption The Future of Jobs Survey finds that 86% of employers expect AI and information processing technologies to transform their business by 2030. In the Financial Services (97%) and Electronics (95%) sectors, anticipated AI exposure is notably higher than the global average. By contrast, employers in sectors such as Energy Technology and Utilities (72%) and Government and Public Sector (76%) expect lower exposure to AI disruption by 2030. Larger organizations are considering it more likely that their business model will be transformed by AI: only 6% of companies with over 50,000 employees expect low AI exposure by 2030, compared to 16% of companies with fewer than 1,000 employees and 15% of those with 1,000-5,000 employees. Complementing the Future of Jobs Survey, the World Economic Forum’s Executive Opinion Survey captures insights from more than 11,000 executives worldwide. Regarding barriers to AI adoption, as presented in Figure 4.13, half of executives worldwide highlight a lack of skills to support adoption as the top barrier. This is closely followed by a lack of vision among managers and leaders (43%). Other obstacles include high costs of AI products and services (29%), lack of customization to local business needs (24%), complex regulations around AI and data usage (21%), and limited consumer demand (16%). Overall, these results point to a persistent gap in skills required for AI adoption, both for managers and workers. In response to expected AI disruption, reskilling and upskilling of the existing workforce to work more effectively alongside AI emerges as the most anticipated workforce strategy for companies headquartered in 45 out of the 55 economies covered by the report. By 2030, 77% of surveyed employers plan to implement this strategy (Figure 4.14). In addition, 69% of respondents plan to recruit talent skilled in AI tool design and enhancement, Share of employers surveyed (%) 0 20 40 60 80 100 FIGURE 4.12 Skill assessment mechanisms, 2025-2030 Source World Economic Forum, Future of Jobs Survey 2024. 81% 48% 43% 34% 17% 14% 12% 4% Share of employers surveyed which will prioritize the following ways to assess skills when hiring. Evaluation of work experience Pre-employment tests Completion of a university degree Psychometric profiling Completion of apprenticeships Completion of short courses and online certificates Outsourcing to staffing or recruitment firms We do not assess skills Future of Jobs Report 2025 62

• 63. Share of employers surveyed (%) 0 20 40 60 80 100 FIGURE 4.14 Workforce strategy in response to AI, 2025-2030 Source World Economic Forum, Future of Jobs Survey 2024. 77% 69% 62% 49% 47% 41% 12% Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence. Reskilling and upskilling existing workforce to better work alongside AI Hiring new people with skills to design AI tools and enhancements appropriate for organization-specific skills Hiring new people with skills to better work alongside AI Re-orienting organization to target new business opportunities created by AI Transitioning people from jobs that AI will cause to decline, to other roles within organization Downsizing workforce where AI can replicate people’s work Organization has low exposure to AI Share of employers surveyed (%) 0 20 40 60 80 100 FIGURE 4.13 Barriers to AI adoption Source World Economic Forum, Executive Opinion Survey 2024. 50% 43% 29% 24% 21% 16% Share of employers expecting the stated barrier will hinder the adoption of AI among local businesses. Lack of skills to support adoption Lack of vision among the managers and leaders High costs of available AI products and services Lack of customization to local business needs Complex and costly regulations around the use of AI and data Lack of demand among consumers and 62% anticipate focusing on hiring individuals with skills to work with AI. Almost half of organizations are expecting to reorient their business models toward new AI-driven opportunities (49%), while 47% plan to transition employees from AI-disrupted roles to other positions. While most employers plan to hire new people with AI relevant skills, a significant share (41%) also expect to downsize their workforce as AI capabilities to replicate roles expand. Future of Jobs Report 2025 63

• 64. BOX 4.3 Relative AI job and skill concentration, by industry In collaboration with LinkedIn Analysis conducted by LinkedIn for the Future of Jobs Report 2025 assesses the relative AI job and skill concentration for 10 industries. This data is calculated by assessing the number of AI occupations and the number of LinkedIn members with at least two reported AI-related skills for each industry. As shown in Figure B4.4, to enable industry comparisons, each sector’s AI concentration is benchmarked against the 2016 value of the industry with the highest AI concentration in 2016 (Education). This analysis helps illustrate which industries have seen the greatest AI uptake, in terms of AIrelated jobs and skills as well as AI concentration trends over time. While AI concentration has at least doubled across nearly all industries since 2016, the relative ranking of industries has stayed largely stable. Over the last five years, the order of industries with the highest AI concentration has remained unchanged. 0 50 100 150 200 250 300 350 400 450 Education Financial Services Government Administration Hospitals and Health Care Manufacturing Oil, Gas, and Mining Professional Services Technology, Information and Media Transportation, Logistics, Supply Chain and Storage Utilities 2016 2017 2018 2019 2020 2021 2022 2023 2024 Growth (%) Source LinkedIn. FIGURE B4.4 Growth in relative concentration of AI technologies, by industry, 2016-2024 AI concentration by industry, relative to 2016 value of the leading industry (2016 value = 1). Future of Jobs Report 2025 64

• 65. Region, economy and industry insights The impact of macrotrends on labour markets over the 2025-2030 period will have both common and sector- and region/economy-specific characteristics across industries and geographies around the world. This chapter highlights key findings from the Future of Jobs Survey as they relate to the expected jobs landscape, anticipated skills needs and planned workforce strategies of employers at regional, economy and industry levels – and offers insights into how businesses in specific economies and sectors are navigating these transformations. In addition to the insights presented in this chapter, Part 2 of the report provides detailed region, economy and industry profiles for all geographies and sectors featured in the report, and the corresponding data may also be accessed online, via an interactive data explorer tool, at: https://www.weforum.org/publications/the-futureofjobs-report-2025/future-of-jobs-data-explorer-2025. Region and economy insights Eastern Asia and Oceania Companies headquartered in Eastern Asia expect aging and declining working-age populations and slower economic growth to transform the region’s labour markets by 2030. Organizational culture and resistance to change are perceived as a significant barrier to business transformation by 64% of employers in the region, above the global average of 46%. Industry talent shortages are likewise seen as a key barrier to transformation by 53% of companies. To address these challenges, businesses operating in China and Republic of Korea are investing in technologies to automate and augment their workforce, while those operating in Japan and Hong Kong SAR, China, are increasingly tapping into diverse talent pools. Over the next five years, more than half of companies operating in China expect geoeconomic fragmentation and increased efforts in climate mitigation to shape their businesses, above a global average of 34% and 47%, respectively. More than 90% of employers identify AI and robotics as key technologies to transform their organization, while 43% identify new materials and 19% identify biotechnology, a higher share than their global peers (30% and 11%, respectively). Industry talent shortages are highlighted by 38% of businesses operating in the country. According to more than half of employers, government’s funding for reskilling and upskilling and increased flexibility on hiring and firing practices could contribute to increase talent availability, while only 9% expect to see benefits from increased public support for caregivers. In Hong Kong SAR, China, 60% of businesses include increased focus on labour and social issues among the top trends impacting their organization, which is significantly higher than the global average of 46%. This is followed by broadening digital access (60%) and increased climate-mitigation efforts (56%). Technology is seen as central to workforce planning, with 76% of companies aiming to augment their workforce using new technologies. Businesses operating in Hong Kong SAR, China expect 43% of tasks to be completed primarily by technology by 2030, surpassing the global estimate of 34%. Efforts to broaden hiring are evident, as 76% of employers plan to tap into diverse talent pools, compared to 47% globally. Moreover, 82% of businesses are planning to implement targeted recruitment, retention, and progression initiatives, exceeding the global average of 48%. Overall, 69% of employers in Japan highlight ageing and declining working-age populations as a critical trend impacting their organization by 2030, exceeding the global average of 40%. According to 55% of respondents, cultural resistance to change remains a barrier to business transformation, alongside skills gaps (41%) and industry talent shortages (49%). Information Security Analysts and Data Analysts and Scientists are projected to be among the top growing jobs in the country. In response, businesses operating in the country are planning to prioritize access to diverse talent January 2025 Future of Jobs Report 2025 5 5.1 Future of Jobs Report 2025 65

• 66. and supporting reskilling. Employers also share expectations for greater government involvement in provisioning and funding of reskilling and upskilling. Geoeconomic fragmentation and advances in frontier technologies are likely to drive labour-market transformation in Republic of Korea in the next five years: 71% of companies operating in the country highlight increased geopolitical tensions as a key trend impacting their business, more than twice the global average, and 53% mention increased restrictions to global trade. Businesses in Republic of Korea are ahead of global peers in technologies such as semiconductors and new materials. Talent shortages at the industry level are a concern for 47% of respondents. Companies are planning on addressing skills gaps by hiring staff with emerging skills (92%) and adopting technologies to augment the workforce (83%). Additionally, employers operating in Republic of Korea plan to explore workforce strategies such as supplementing childcare for working parents (50%) to attract and retain talent. Businesses operating in Australia foresee a complex mix of technological, green and demographic transitions, as well as geoeconomic fragmentation: 65% of employers identify skills gaps, while 45% view inability to attract talent to the industry as a key business challenge over the 2025- 2030 period. To address the increasing need for skilled talent, 45% of respondents hope for changes to immigration policies to attract global talent, compared to a global average of 26%. Additionally, 49% of businesses operating in Australia anticipate offering cross-border remote work options, nearly double the global average, and 63% identify tapping into diverse talent pools as an effective approach to increasing talent availability in the country. South-Eastern Asia Advances in technology, uncertain economic outlook and increasing geoeconomic fragmentation are foreseen to be shaping labour markets in South-Eastern Asia over the 2025-2030 period. To prepare for these disruptions and meet emerging business needs, employers headquartered in the region are particularly focused on upskilling their workforce (96%, compared to 85% globally) and hiring staff with new skills (86%, compared to 70% globally), with a large number of businesses in Indonesia, Malaysia and the Philippines also expecting to address these challenges by facilitating internal job transitions. Finding skilled talent continues to be seen as a main barrier to business transformation, with employers in Singapore and Viet Nam, in particular, calling for policy reforms to expand the talent base in these countries. Digitalization is perceived as the most important driver of labour-market transformation in Indonesia by 2030, with 83% of businesses operating in the country expecting this trend to impact their organization, compared to 60% globally. Fortyone percent of employers also highlight increased restrictions on trade and investment as a key trend impacting their businesses, which is almost Future of Jobs Report 2025 66

• 67. twice the global average. A higher share than global peers aim to leverage new materials and composites (52%) as well as sensing, laser and optical technologies (39%). Workforce strategies are expected to focus on transitioning employees from declining to growing roles, with AI Specialists and Sustainability Specialists leading job growth, and administrative and data entry roles in decline. Overall, companies 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. Employers also regard broadening digital access as a key driver of transformation, highlighted by 79% of respondents. In response to these disruptions, businesses in Malaysia are exploring distinct approaches to reskilling: While most organizations anticipate self-funding their training programmes, 32% of reskilling efforts are expected to be co-funded across the industry, twice the global level. In addition, 35% of employers in the country plan to consider completion of short courses and online certifications when assessing skills of job candidates, more than twice the global average (14%). Broadening digital access and climate mitigation and adaptation efforts are expected to jointly shape labour-market dynamics in the Philippines by 2030. With two-thirds of employers in the country identifying skills gaps as a barrier over the next half decade, businesses are planning to scale up their reskilling efforts: 68% of Filipino workers are expected to require training to meet evolving skill demands (compared to 59% globally), but only 38% of workers are reported to have completed training today (compared to 50% globally). Employers operating in the Philippines anticipate that almost three in 10 workers will be upskilled and then redeployed to new roles. In Singapore, 64% of employers operating in the country expect their business to be impacted by geoeconomic fragmentation, twice the global average. Similar to global and regional peers, firms in Singapore 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, which is higher than the 43% global average. Economic 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% – and rising inflation and climate-mitigation efforts among other anticipated key trends. Talent acquisition is seen as challenging, with 62% of respondents facing difficulty attracting talent to their industry and 46% to their firms. Employers in Thailand are increasingly planning on leveraging diversity, Future of Jobs Report 2025 67

• 68. equity and inclusion programmes (64%) and supplementing childcare for working parents (45%). With regard to public policies, funding for reskilling and upskilling and flexibility on hiring and firing practices are seen as the two most beneficial policies to expand the talent base. A 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 highlights 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 labour market, while 55% of respondents mention inadequate data and technical infrastructure and 41% point to limited understanding of emerging opportunities. To 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). Central Asia and Southern Asia Increased 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 fastestgrowing job roles – including Big Data Specialists, AI and Machine Learning Specialists, and Security Management Specialists – 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. Companies 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 – although lower than global average – impact, with energy generation, storage and distribution identified as the second-most impactful technological trend (highlighted by 54% of respondents). Skills gaps in the labour market are top-of-mind for seven in 10 firms in the country. Addressing skills gaps in the labour 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. Middle East and Northern Africa Companies headquartered in the Middle East and Northern 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’s 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. Only 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 labour market to remain the top barrier to business transformation. Twentyfour percent of Bahrain’s 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. In Egypt, rising cost of living, slower economic growth and broadening digital access are the key trends expected to influence the labour 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 Future of Jobs Report 2025 68

• 69. (compared to 39% globally). Upskilling emerges as the most-anticipated workforce strategy. Compared to global averages, companies see an increasing need for skills in resource management and operations (43%, compared to 24% globally) and reading, writing and mathematics. Amidst geopolitical tensions, a majority of employers operating in Israel highlight broadening digital access and rising cost of living as key drivers of business transformation by 2030. Fortysix percent of firms in the country also identify increased focus on labour and social issues as a key trend, and a similar number expect stricter antitrust and competition regulations to impact their business models; this rate is significantly above the global average of 17%. By 2030, anticipated key workforce strategies for firms in Israel include hiring talent with emerging skills, accelerating automation, and upskilling employees: 80% of employers are planning on re-orienting their operations to capitalize on new AI-driven business opportunities. Skills such as resilience, flexibility and agility are seen as increasingly in demand, alongside systems thinking. Businesses operating in Morocco identify the green transition and uncertain economic conditions as the key forces shaping labour-market transformation by 2030. Skills gaps and internal resistance to change are perceived as the top barriers to business transformation. Employers in Morocco are expecting increasing demand for skills in AI and big data, creative thinking, and leadership and social influence over the next five years. Talent availability might benefit from a stronger focus on tapping into diverse talent pools, a workforce strategy envisaged by 24% of firms in the country, compared to 47% globally. Efforts by employers to address the country’s youth unemployment are evident, as 86% of businesses plan to prioritize youth as part of their diversity, equity and inclusion measures, which is significantly above the global average. As the country continues to pursue economic transformation, Saudi Arabia’s labour market is expected to be shaped by increased digitalization, geoeconomic fragmentation and rising cost of living over the 2025 to 2030 period. Companies operating in the country anticipate a focus on technology adoption, aiming particularly to automate existing tasks, with the proportion of total work tasks mainly delivered autonomously by technology projected to reach 45% by 2030, above global averages. As employers in Saudi Arabia scale up technology investments, over 70% identify technological literacy as a skill on the rise in the country, followed by demand for skills in networks and cybersecurity and AI and big data. Workforce strategies are expected to be dynamic: 38% of companies operating in Saudi Arabia expecting to remove degree requirements to improve talent availability, compared to a global average of 19%. Addressing skills gaps is seen as a critical priority in Tunisia, with 80% of companies operating in the country identifying skills gaps as the top barrier to business transformation by 2030 and 86% aiming to upskill their workforce to respond to key business trends. Employers in Tunisia see a particularly strong increase in demand for skills in leadership and social influence, creative thinking, and AI and big data skills. Demand for programming skills is also on the rise, with 72% of firms identifying it as a growth area. Seven out of 10 employers plan to fund internally their training needs, and about 41% aim to leverage hybrid, public-private, co-funding models. In the United Arab Emirates, companies are expecting increased digitalization and efforts to adapt to and mitigate climate change to significantly impact their business models by 2030. Focus on technological shifts is reflected in increasing adoption of technology in day-today operations, with the proportion of total work tasks predominantly delivered by autonomous technologies projected to reach 43% over the next five years, above an expected rate of 34% globally. Companies operating in the country expect rising demand for technological literacy, with 87% of Future of Jobs Report 2025 69

• 70. respondents emphasizing increased need for this skill. Other growing skills include AI and big data, networks and cybersecurity as well as leadership and social influence. Sub-Saharan Africa In 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 inclusiont programmes to improve access to skilled talent. Skills 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. More 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. In 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%. Europe Digitalization, climate mitigation and rising cost of living are the key trends expected to impact labourmarket 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. 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. By 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 – all figures are above global averages. In 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 Future of Jobs Report 2025 70

• 71. availability, compared to a global average of 29%. Further, 70% of employers hope to improve their talent pipeline by investing in reskilling and upskilling of their current workforce, while 65% plan to offer higher wages to become more attractive. By 2030, employers in Denmark expect to see business transformation in light of increased investments in climate adaptation, greater emphasis on labour and social issues, and growing geoeconomic fragmentation, while they express less focus than their global peers on digitalization and inflation as potential drivers of change. Denmark’s labour market is projected to exhibit a higher degree of skill stability than most other countries, with 71% of today’s on-the-job skills expected to remain stable, compared to 61% globally. Skills relevant to AI and big data, networks and cybersecurity, as well as curiosity and lifelong learning are expected to increase in use. Global citizenship skills are also set to grow in importance by 2030, with 47% of employers operating in Denmark projecting a net increase in demand, compared to 19% globally. An aging and shrinking workforce, slower economic growth, and a growing focus on labour and social issues are identified as key trends impacting businesses in Estonia by 2030. Compared to global averages, businesses operating in Estonia are less focused on the green transition, with only 29% expecting their business models to be significantly impacted by investments in carbon reduction and 21% by climate adaptation. Overall, 79% of employers identify skills gaps in the labour market as a primary barrier to transformation, which is above the global average. Firms in Estonia plan to address these talent and skill challenges through business practices such as reskilling and upskilling and supporting employee well-being. Employers in France expect their business models to be impacted by digital transformation, climatemitigation efforts, and rising cost of living. To address these trends, companies are planning on prioritizing upskilling and hiring talent with emerging skill sets, alongside accelerating automation. A significant 71% of employers are focused on complementing and augmenting their workforce with new technologies, above the global average of 63%. By 2030, demand is expected to grow for roles such as Security Management Specialists, Digital Transformation Specialists, and Software Developers, while jobs such as Material-Recording and Stock-Keeping Clerks and Data Entry Clerks are projected to decline in the country. By 2030, companies in Germany expect their business models to be re-shaped by increasing digitalization, climate-mitigation efforts and ongoing geoeconomic fragmentation. For example, 52% of employers operating in Germany are anticipating impacts from growing geopolitical divisions, above the global average of 34%. Businesses are planning to embrace technologies to stay competitive, with 93% expecting that AI and information processing tools, and 67% that robots and autonomous systems, will be transformative to their operations. To prepare for these changes, 81% of companies plan to actively hire staff with new capabilities. Examples of growing roles in the country include Software Developers, UI/UX Designers, and AI and Machine Learning Specialists. Broadening digital access and rising cost of living are the top trends expected to shape business transformation in Greece by 2030. Sixty-three percent of employers in Greece also identify growing focus on labour and social issues as a key source of transformation for their organization, above the global average of 46%. More than half of companies operating in the country have identified skills gaps in the labour market and inability to attract talent to their industry as key barriers to business transformation. To improve talent availability, a large majority (82%) of firms identifies increased public funding for reskilling and upskilling as a key policy priority, and 64% call Future of Jobs Report 2025 71

• 72. for government support through wage subsidies; both exceed global averages. Additionally, 46% of employers suggest that changes to pension regulations and retirement ages could increase talent availability over the next five years. For their part, 92% of companies plan to strengthen their own talent retention by improving talent progression and promotion. In Hungary, rising cost of living, increasing digitalization, and an aging and shrinking population are expected to shape business models and labourmarket outcomes by 2030. A significant 70% of employers identify inflation as a top concern, above the global average of 50%. Talent availability is highlighted as a concern, with 77% of firms operating in the country foreseeing difficulties when hiring. Almost 80% of businesses are planning to offer remote and hybrid work opportunities within the country and nearly 40% envisage doing so across national borders, with almost 70% pointing to more flexible regulation on this matter as a promising public policy to support talent availability in the country. Anticipating 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. 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%. To address talent shortages, 40% of companies plan to provide additional support to workers with caregiving responsibilities, and 27% highlight the effectiveness of additional funding for government programmes supporting caregivers. Employers in Ireland are also expanding their diversity, equity and inclusion measures, with 73% conducting pay equity reviews, 53% establishing employee resource groups, and 40% employing diversity, equity and inclusion officers. Additionally, 69% of respondents state a commitment to reducing wage inequalities. By 2030, employers operating in Italy expect business model transformation in response to increased climate-mitigation efforts, continued digitalization and rising cost of living. In particular, 70% anticipate changes due to investments to reduce carbon emissions, compared to a global average of 47%. Employers in Italy project net job growth in Robotics Engineers, Renewable Energy Engineers, and Environmental Engineers, driving increasing demand for skills such as AI, networks, cybersecurity and environmental stewardship. To adapt to these trends, 85% of respondents aim to upskill their workforce and 73% plan to enhance their workforce through technology augmentation. Employers in Latvia are anticipating labourmarket 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. Talent availability is a stated concern, with 71% of employers expecting hiring challenges. In response, companies in Latvia are planning to emphasize workforce strategies such as accelerating automation and upskilling to mitigate talent shortages. In Lithuania, employers identify rising cost of living, aging and shrinking population, and broadening digital access as the top three drivers of labourmarket changes by 2030. Skills 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%. To address these trends, 86% of firms in Lithuania plan on investing in reskilling and upskilling. Seven in 10 respondents plan to support employee health and well-being while six in 10 aim to improve talent progression and promotion processes in order to increase talent availability. Anticipated workforce strategies also focus on automation and hiring talent with emerging skills to keep pace with evolving business needs. Future of Jobs Report 2025 72

• 73. Talent shortages at the industry level are expected to be a key challenge in the Netherlands over the 2025-2030 period: 56% of firms operating in the country expect hiring difficulties, while only 15% foresee improvements in talent availability. In response, 86% of businesses are planning on accelerating the automation of processes and tasks as a key workforce strategy to address talent shortages, a higher level than their global peers. Upskilling (envisaged by 83% of respondents) and recruiting talent with new skills (anticipated by 71%) are also areas of focus. Furthermore, companies in the Netherlands plan to utilize diversity, equity and inclusion efforts to expand their talent base, with 64% of firms expecting to set specific goals and 46% to embed diversity, equity and inclusion initiatives across their supply chains. By 2030, employers in Norway expect their business models to be significantly impacted by the green and digital transitions. Alongside AI and big data, curiosity and lifelong learning, resilience, flexibility, and agility are expected to be skills with increasing demand, with more employers emphasizing these competencies than in other countries. Seventy-four percent of companies operating in Norway highlight the benefits of public funding for reskilling and upskilling, exceeding the global average. Furthermore, three in every five respondents plan to expand their talent base by leveraging diversity, equity and inclusion policies, surpassing global averages. Additionally, a lower proportion of companies in Norway anticipates wages to account for a growing share of their total revenue over the next five years (26%, compared to 52% globally) and a higher proportion anticipates the reverse (22%, compared to 8% globally). In Poland, broadening digital access is expected to be the predominant trend driving shifts in the labour market by 2030. The impact of this trend is evident in firms’ expectations regarding changing skills demand, with employers unanimously anticipating increased need for AI and big data skills. Talent availability is also seen as a concern, with 52% of employers operating in the country expecting aging and shrinking workforce to impact their business over the next five years and 65% foreseeing hiring challenges. To address these issues, companies in Poland see potential in supporting employee health and well-being and expanding remote and hybrid work options within the country to attract and retain talent. In Portugal, 71% of the workforce is expected to require training by 2030, above the global average of 58%. Key skills in demand over the next five years are anticipated to include curiosity and lifelong learning, talent management, and leadership and social influence. Skills such as teaching and mentoring as well as resource management are also increasingly sought after in the country. Firms operating in Portugal plan to invest in reskilling and upskilling, with 87% of employers expecting improved talent retention and 73% transitioning employees to new or evolving roles. Forty percent of respondents regard government as a key funding source for their reskilling and upskilling efforts, which is twice the global average. Broadening digital access, rising cost of living, and growing geoeconomic fragmentation are seen to be shaping the labour market in Romania over the 2025-2030 period. One out of three companies operating in the country also cite stricter anti-trust and competition regulations as a factor impacting their business models in the next five years, nearly twice the global average. Seventy-six percent of businesses in Romania identify skills gaps in the labour market as a key barrier to transformation, alongside challenges related to talent attraction to industry. To address these concerns, 94% of employers are planning on investing in workforce upskilling, a higher share than their global peers (85%). Firms in the country also anticipate hiring staff with new skills (79%) and accelerating automation (68%) as key workforce strategies in the next half-decade. Rising cost of living and increased digitalization are expected to be key trends impacting businesses operating in Serbia over the next five years. In addition to skills in AI and big data and technological literacy, talent management and resource management are the skills anticipated to be most in demand in the country. Two-thirds of employers identify skills gaps in the labour market as a key barrier for transforming their business. With regard to policies seen as effective to improve talent availability, 67% of firms point to increased flexibility in hiring and firing practices and 50% to wage subsidies, both above global averages. In Slovenia, demographic shifts are identified as top-of-mind by employers, with 68% and 45%, respectively, identifying aging and shrinking workforces in some parts of the world and growing working-age populations in others as key trends impacting business models over the next five years. Both shares are above the global average. Skills gaps in the labour market are seen as a key barrier to transformation by two-thirds of companies operating in the country, followed by organizational culture and resistance to change. To improve talent availability, 71% of employers suggest considering more flexible policies regarding hiring and firing, while 50% point to reforming immigration laws. Seven in 10 firms plan to offer higher wages and nearly six in 10 plan to review working hours and overtime policies to improve their attractiveness as employers. Increasing investments in carbon reduction, broadening digital access, and rising cost of living are expected to shape the labour market in Spain over the 2025-2030 period. Key barriers to transformation perceived by respondents include skills gaps, regulatory frameworks, and resistance to change and organizational cultures. To address talent availability challenges via public policy, 60% of employers in Spain see potential in increased flexibility in hiring and firing practices, and 49% in increased flexibility in setting wages, in addition to Future of Jobs Report 2025 73

• 74. public funding for reskilling and upskilling (65%). Regarding business practices, 77% of respondents plan to enhance progression and promotion processes to become more attractive as employers. Moreover, an above-global-average share of employers operating in the country plan to offer remote and hybrid work opportunities and provide support for workers with caregiving responsibilities. By 2030, Sweden’s employers anticipate business transformation in response to broadening digitalization, demographic shifts and rising cost of living. About 50% identify aging and shrinking workforces in some parts of the world as a key trend, while 41% highlight growing working-age populations elsewhere. Only 5% of firms operating in the country expect hiring conditions to improve over the next five years, significantly below the global average. In response, employers are planning on enhancing talent progression and promotion processes, expanding remote and hybrid work options, and investing in reskilling and upskilling to increase talent availability. In 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 place a bigger emphasis on flexibility in the workplace than their global peers and to increase talent availability through remote work options across national borders and support for workers with caregiving responsibilities. Broadening digital access is expected to drive labour market change in Türkiye over the 2025- 2030 period, with firms operating in the country anticipating 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-thanaverage expected growth in the importance of multilingualism. In the United Kingdom, the labour market is expected to be influenced by increased digitalization as well as climate mitigation and adaptation efforts over the next five years: 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. Fifty-six percent of employers also expect geoeconomic fragmentation to impact their business strategy, compared to 34% globally. As a result of these perceived trends, respondents expect rising demand for skills such as technological literacy, AI, big data and resilience, flexibility and agility. Key job roles anticipated to see significant growth by 2030 include Big Data Specialists, FinTech Engineers, and AI and Machine Learning Specialists. Northern America Technological 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 is 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 payequity 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. Employers 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. In the United States, technological trends and climate adaptation are expected to shape business and workforce strategies over the 2025-2030 period: 55% of employers highlight climate adaptation as a key trend expected to influence business models. Additionally, 94% of firms in the United States expect AI and information processing technologies to transform their operations in the next five years. Big 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 Future of Jobs Report 2025 74

• 75. and Software Testers are seen as in decline as automation reshapes the workforce. To enhance talent availability, respondents see potential in government support for reskilling and upskilling programmes as well as increased flexibility in hiring and firing practices. Latin America and the Caribbean Companies 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%). Employers 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 – to a lesser extent – 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). In 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. Future of Jobs Report 2025 75

• 76. Companies in Colombia anticipate labour-market changes due to broadening digital access, increased efforts to reduce carbon emissions and greater focus on labour and social issues over the 2025-2030 period: 65% identify skills gaps as a key barrier to transformation and 61% cite outdated or inflexible regulatory frameworks. However, employers operating in Colombia are more positive than global peers regarding their future talent availability outlook, with 47% expecting talent availability to improve by 2030. To improve talent retention, respondents are planning to focus on employee health and well-being and improving employee progression. By 2030, broadening digital access and climatechange mitigation are expected to shape the labour market in Mexico. Ninety-five percent of companies operating in the country expect AI tools to transform their operations in the next five years, and 63% anticipate making greater use of robotics, with 82% of employers aiming to accelerate automation of tasks over the same time horizon. Information Security Analysts and Big Data Specialists are projected to be among the fastest-growing job roles in the country. Employers in Mexico are positive about talent retention, with 53% expecting improvements (compared to 44% globally). In addition to AI and big data and creative thinking skills, companies anticipate placing greater emphasis on resilience, flexibility and agility as well as environmental stewardship, with 73% and 69% of firms, respectively, expecting these skills to see rising demand. Future of Jobs Report 2025 76

• 77. Share of employers TABLE 5.1 Impact of macrotrends, 2025-2030, by region 0 50 100 Source World Economic Forum, Future of Jobs Survey 2024. Share of employers which expect macrotrends to drive transformation in their organization (%), by region. Future of Jobs Report 2025 77

• 78. Share of employers TABLE 5.2 Impact of technology related trends, 2025-2030, by region 0 50 100 Source World Economic Forum, Future of Jobs Survey 2024. Share of employers which expect technology related trends to drive transformation in their organization (%), by region. Future of Jobs Report 2025 78

• 79. Share of employers Environmental stewardship Global citizenship Curiosity and lifelong learning Dependability and attention to detail Motivation and self-awareness Resilience, flexibility and agility Empathy and active listening Leadership and social influence Teaching and mentoring Analytical thinking Creative thinking Multi-lingualism Reading, writing and mathematics Systems thinking Marketing and media Service orientation and customer service Quality control Resource management and operations Talent management Manual dexterity, endurance and precision Sensory-processing abilities AI and big data Design and user experience Networks and cybersecurity Programming Technological literacy Self-efficacy Technology skills Working with others Ethics Management skills Cognitive skills Engagement skills Physical abilities Skills, knowledge and abilities Attitudes TABLE 5.3 Skill importance in 2025, by region 0 50 100 Source World Economic Forum, Future of Jobs Survey 2024. Share of employers which consider skills to be core skills for their workers (%), by region. Future of Jobs Report 2025 79

• 80. TABLE 5.4 Skill evolution, 2025-2030, by region Source World Economic Forum, Future of Jobs Survey 2024. 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. -100 -50 0 50 100 Net difference Environmental stewardship Global citizenship Curiosity and lifelong learning Dependability and attention to detail Motivation and self-awareness Resilience, flexibility and agility Empathy and active listening Leadership and social influence Teaching and mentoring Analytical thinking Creative thinking Multi-lingualism Reading, writing and mathematics Systems thinking Marketing and media Service orientation and customer service Quality control Resource management and operations Talent management Manual dexterity, endurance and precision Sensory-processing abilities AI and big data Design and user experience Networks and cybersecurity Programming Technological literacy Self-efficacy Technology skills Working with others Ethics Management skills Cognitive skills Engagement skills Physical abilities Skills, knowledge and abilities Attitudes Future of Jobs Report 2025 80

• 81. Industry insights Cross-industry trends and scope for collaboration The 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. In 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 – Agriculture, Forestry, and Fishing; Information and Technology Services; Oil and Gas; and Retail and Wholesale of Consumer Goods – view data and technical infrastructure as one of the key barriers. As 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). 5.2 Future of Jobs Report 2025 81

• 82. Share 60 12 Firm attractiveness seen as outweighing industry attractiveness Industry attractiveness seen as outweighingfirm attractiveness 28 32 19 42 41 32 36 21 21 25 30 24 22 17 39 11 23 26 16 30 29 21 55 40 43 35 50 25 43 37 34 34 28 40 33 22 39 37 42 40 60 38 37 24 Inability to attract talent to the firm Inability to attract talent to the industry FIGURE 5.1 Attracting talent to the firm and to the industry Source World Economic Forum, Future of Jobs Survey 2024. 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. Share 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. 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 Future of Jobs Report 2025 82

• 83. The fact that Future of Jobs Survey respondents predominantly evaluate talent availability challenges as industry-level issues points to potentially untapped opportunities for industry stakeholders to collaborate and implement customized intraindustry or cross-industry solutions. However, employers across industries often exhibit different preferences over workforce strategies. Reaching close to a consensus view, upskilling is selected as the top workforce strategy in 20 industries and ranks second in the remaining two: Electronics and Insurance and Pensions Management. Oil and Gas (96%) and Telecommunications (96%) are the industries most committed to upskilling, while a still significant 73% of Education and Training industry employers plan to focus on this strategy. There exist more notable industry differences with regard to anticipated use of technologies to either fully automate processes and tasks or complement and augment the human workforce, as shown in Figure 5.2. While most industries aim to pursue a balance of both automation-focused and augmentation-focused workforce strategies over the 2025-2030 period, 87% of respondents in Electronics expect to focus on automating tasks, whereas only 48% plan to focus on workforce augmentation. Industries including Insurance and Pensions as well as Telecommunications exhibit a similar automation-to-augmentation gap. By contrast, sectors such as Healthcare, Agriculture, and Government report a higher preference for augmentation over automation. Additionally, while hiring staff with new skills to meet emerging business needs features among the top three workforce strategies in 17 out of 22 sectors – possibly precipitating strong intra- and inter-industry competition over talent over the next five years – upskilling and transitioning existing staff from declining to growing job roles appears as an untapped opportunity: only the Automotive and Aerospace, Electronics, and Real Estate sectors currently aim to prioritize such job transitions as one of their top three workforce strategies by 2030. Accelerate automation of processes and tasks Complement and augment workforce with new technologies 80 75 70 65 60 55 50 45 55 60 65 70 75 80 85 90 95 100 Augmentation Automation Real Estate Agriculture, Forestry, and Fishing Chemical and Advanced Materials Accommodation, Food, and Leisure Energy Technology and Utilities Medical and Healthcare Services Supply Chain and Transportation Advanced Manufacturing Education and Training Infrastructure Oil and Gas Government and Public Sector Automotive and Aerospace Information and Technology Services Retail and Wholesale of Consumer Goods Mining and Metals Production of Consumer Goods Telecommunications Financial Services and Capital Markets Electronics Insurance and Pensions Management Professional Services FIGURE 5.2 Workforce strategy: automation or augmentation, by industry Source World Economic Forum, Future of Jobs Survey 2024. Share of employers surveyed planning to adopt the stated workforce strategies Future of Jobs Report 2025 83

• 84. Industry-level findings By 2030, transformation of the Accommodation, Food, and Leisure industry is expected to be shaped by rising cost of living and a greater focus on labour and social issues. Increased digitalization – while still relevant for a significant 51% of respondents – appears 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. To 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). The 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. To 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 labour 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. Skills 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. As 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 Future of Jobs Report 2025 84

• 85. inclusion programme, while 63% expect wages to account for a growing share of employers’ total revenues, with 92% intending to align wages with productivity and 46% aiming to reduce wage inequalities. The Automotive and Aerospace sector stands out for its expectation regarding the significant impact that both climate mitigation and geoeconomic fragmentation might have on the industry in the next five years: 54% of respondents identify rising geopolitical tensions (compared to 34% across other industries) and 46% highlight increasing trade restrictions (compared to 23% in other industries) as key drivers of change. About one-fourth of industry players are evaluating options to reshore, nearshore or friendshore, and 16% to offshore – suggesting the possibility of greater supply chain re-organization than in other industries. These trends point to considerable transformation for most companies, with skills gaps in labour markets, organizational cultures and resistance to change identified as top barriers, alongside difficulties to attract talent to the industry (highlighted by 42% of respondents, compared to 37% in other industries) and limited access to investment capital (40%, compared to 26% in other industries). Employers are prioritizing workforce strategies that focus on upskilling, automating processes, and transitioning staff from declining to growing roles. Jobs on the rise are predicted to include Robotics Engineers and Data Analysts and Scientists. In the Chemical and Advanced Materials sector, industry transformation is foreseen to be heavily influenced by investments in the green and digital transitions, leading to a projected increase in job roles for AI and Machine Learning Specialists and Business Development Professionals by 2030. The industry also anticipates a need for more AI and big data as well as environmental stewardship skills. However, the human factor is expected to pose a significant barrier for the industry, with skills gaps in the labour markets and talent attraction to the industry identified as the top two obstacles to industry transformation. To improve industry attractiveness, companies are planning to focus on talent progression and promotion processes, supporting employees’ health and well-being and offering higher wages. Employers suggest governments should support upskilling and reskilling and improve education systems, as well as provide wage subsidies and greater flexibility in wage setting. Nine in 10 companies in the industry plan to align wages closely with productivity while only 9% plan to review wage costs as part of costreduction exercises in the next five years. Broadening digital access, increased focus on labour and social issues, and slower economic growth are expected to drive the transformation of the Education and Training sector by 2030. AI and big data skills as well as creative thinking are foreseen to grow in importance. Emerging job roles within the industry are anticipated to include AI and Machine Learning Specialists and Digital Transformation Specialists. Employers also place greater emphasis than in other industries on curiosity and lifelong learning, marketing and media skills and multilingualism. The industry is less focused than other sectors on upskilling and reskilling its own workforce (73%, compared to the 85% global industry average), while employers aim to improve attractiveness through better talent progression and promotion processes, higher wages, and supporting employee well-being. By 2030, the landscape of the Electronics sector is expected to be shaped by increased climate mitigation efforts, continued digitalization of the economy, and aging and shrinking workforces, while the industry appears less concerned about economic cycles: only 25% of respondents anticipate significant impact from slower economic growth, compared to 42% across all sectors. With AI, robotics and energy technologies targeted for adoption, industry job growth is predicted for AI and Machine Learning Specialists and Electrotechnology Engineers. Talent availability is seen as a concern, with 61% of employers expecting hiring challenges to worsen but only 9% worried about talent retention (compared to 19% global industry average). Workforce strategies are planned to focus on automation, upskilling, and transitioning staff to growing roles. Other than public policy support on reskilling and upskilling, firms also call for improved transport infrastructure to enhance talent availability. Over the next five years, climate mitigation is foreseen to be at the centre of the Energy Technology and Utilities sector, as companies plan to invest in greener technologies for energy generation, storage and distribution. As a result, Environmental Engineers, AI and Machine Learning Specialists and Renewable Energy Engineers are among the expected top-growing job roles in the sector. As employers aim to transform their business, industry players are particularly concerned about skills gaps in the labour market (81%, compared to 63% across all industries), alongside outdated or unflexible regulations (44%), organizational culture and resistance to change, and the industry’s capacity to attract talent (37%). To improve talent availability and industry attractiveness, businesses are planning on improving talent progression and promotion processes and investing in reskilling and upskilling programmes, for which respondents see a role for increased financial support from the public sector. Increased digitalization is seen as the primary driver of transformation in the Financial Services and Capital Markets sector over the next five years, alongside adaptation to climate change and slower economic growth. The sector also anticipates being particularly exposed to AI, with only 5% of employers expecting no significant adoption of the technology by 2030 (compared to 14% across all industries). As a result, AI and big data skills, technological literacy and cybersecurity skills are estimated to be in high demand and the industry anticipates creation of new job roles for Future of Jobs Report 2025 85

• 86. Big Data Specialists, AI and Machine Learning Specialists, and Security Management Specialists. To improve talent availability, the industry is planning on investing in reskilling and upskilling (71% of employers), supporting employees’ wellbeing (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 skillsbased hiring approaches (28%, compared to 19% across all industries). Employers 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. Information and Technology Services companies are heavily focused on adopting advanced technologies by 2030, with anticipated nearuniversal 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%). By 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 Future of Jobs Report 2025 86

• 87. Specialists. Top 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. Over 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-thanaverage 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 – as a result – 82% expect talent development to improve in the next five years. The 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. With 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%). By 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, Future of Jobs Report 2025 87

• 88. alongside AI and big data and technological literacy. New job roles are expected to be created for AI and Machine Learning Specialists and Data Analysts and Scientists. Anticipated workforce strategies in the sector are oriented toward upskilling, with 96% of firms planning on investing in workforce development (compared to 85% across all industries), as well as accelerating automation and augmenting their human workforce with new technologies. Industry transformation in the Production of Consumer Goods sector is foreseen to be influenced in particular by rising cost of living and increased investments in carbon reduction over the next five years. Additionally, the industry predicts a need to take into account growing focus on emerging labour and social issues (highlighted by 58% of firms, compared to the 46% global industry average). Companies are anticipating actively adopting advanced technologies, with higher-thanaverage uptake of robots and autonomous systems (71%, compared to 58% across all sectors) and new materials and composites (61%, compared to 30%). However, 56% of employers expect talent availability to become more difficult in the next five years. To address talent shortages, companies are planning on supporting workers’ health and wellbeing (73%) and improving working hours (52%), while they see potential in public policy support with regard to flexibility in hiring and firing, flexibility in setting wages, and reforming immigration laws. By 2030, firms in the Professional Services sector expect continued digitalization, rising cost of living and increased focus on labour and social issues to impact industry transformation. Workforce strategies anticipated for the sector emphasize upskilling, hiring talent with emerging skills, and augmenting the human workforce with new technologies. There is also expected to be a higher focus on reducing job roles with outdated skills, with 48% of companies envisaging prioritizing this approach (compared to 40% across all industries). One in five employers plan to move operations closer to their headquarter location through reshoring or near-shoring. Big Data Specialists and AI and Machine Learning Specialists are among the job roles with the larges projected industry demand, while AI and big data, technological literacy, creative thinking, and cybersecurity are leading the list of skills seen as increasingly in use over the next five years. Business cycle uncertainty, in terms of both economic growth and inflation, are expected to particularly impact the transformation of the Real Estate industry in the next five years. To react to an evolving landscape, companies plan to adapt their workforce strategies, prioritizing upskilling and reskilling and hiring new talent with relevant skills. Emerging job roles in the industry are foreseen to include AI and Machine Learning Specialists and Business Development Professionals. Demand for AI and big data skills, creative thinking, and curiosity and lifelong learning is projected to grow across all industry roles. Sixty percent of employers highlight the sector’s inability to attract talent as a key barrier to transformation by 2030. To increase industry attractiveness, a majority of companies intends to support employee health and well-being and provide better training opportunities, as only 34% of Future of Jobs Report 2025 88

• 89. employees in the industry have currently undergone reskilling or upskilling, compared to a global industry average of 50%. One-third of employers are planning to offer higher wages and one in five plan to leverage diversity, equity and inclusion programmes: both shares are below the global industry averages of 50% and 39%, respectively. Over the next five years, companies in the Retail and Wholesale of Consumer Goods sector expect industry transformation to be impacted by rising cost of living (68%, compared to 50% across all industries) and increased focus on labour and social issues (64%, compared to 46%). Talent shortages are seen as pronounced in the sector, with 58% of employers expecting talent availability to become more difficult by 2030 and 28% anticipating declines in talent retention. To adapt workforce strategies, companies are planning on prioritizing upskilling and reskilling of current workers, automation of tasks, and recruitment of talent with emerging skills. Forty-one percent of employers are considering transitioning existing staff from declining job roles to growth areas, presenting an under-utilized opportunity for the industry to invest in job transitions. Emerging job roles in the industry are anticipated to include AI and Machine Learning Specialists, Digital Marketing and Strategy Specialists, and Big Data Specialists. With 37% of on-the-job skills used today expected to change by 2030, the Supply Chain and Transportation industry reports having already put significant effort into reskilling and upskilling, with 57% of employees having completed training programmes, above most other industries. As the industry transforms in response to increased digital access, climate mitigation and adaptation, and rising cost of living, growing job roles in the industry are foreseen to include Light Truck or Delivery Services Drivers; Client Information and Customer Service Workers; and Car, Van and Motorcycle Drivers. Companies see increasing demand in skills such as AI and big data, technological literacy, and networks and cybersecurity. Analytical thinking is also identified as a priority, with 79% of firms expecting increasing its use, a higher share than in other industries. However, a majority of respondents regards the industry’s inability to attract talent as a potential risk that could stall transformation. As digital access and connectivity continue to increase globally, they are expected to drive industry transformation in the Telecommunications sector over the next five years. Adoption of AI is anticipated to play a strong role in the future of the industry, while 40% of companies are also preparing to make greater use of space and satellite technologies. Growing job roles in the industry are expected to include AI and Machine Learning Specialists, Big Data Specialists, and Data Analysts and Scientists. To enable industry transformation, 96% of employers plan to upskill and reskill their workforce and 82% intend to increase automation of tasks within work processes. To attract talent, 48% of companies – twice the global industry average – plan to offer remote work across borders, while 22% of respondents are evaluating options for moving operations closer to their homebase through reshoring or nearshoring. Future of Jobs Report 2025 89

• 90. Ageing and declining working-age populations Broadening digital access Growing working-age populations Increased efforts and investments to adapt to climate change Increased efforts and investments to reduce carbon emissions Increased focus on labour and social issues Increased geopolitical division and conflicts Increased government subsidies and industrial policy Increased restrictions to global trade and investment Rising cost of living, higher prices or inflation Slower economic growth Stricter anti-trust and competition regulations Share of employers TABLE 5.5 Impact of macrotrends, 2025-2030 0 50 100 Source World Economic Forum, Future of Jobs Survey 2024. Share of employers which expect macrotrends to drive transformation in their organization (%). 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 Future of Jobs Report 2025 90

• 91. AI and information processing technologies (big data, VR, AR etc.) Biotechnology and gene technologies Energy generation, storage and distribution New materials and composites Quantum and encryption Robots and autonomous systems Satellites and space technologies Semiconductors and computing technologies Sensing, laser and optical technologies TABLE 5.6 Impact of technology related trends, 2025-2030 Source World Economic Forum, Future of Jobs Survey 2024. Share of employers which expect technology related trends to drive transformation in their organization (%). Share of employers 0 50 100 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 Future of Jobs Report 2025 91

• 92. Source World Economic Forum, Future of Jobs Survey 2024. 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 Environmental stewardship Global citizenship Curiosity and lifelong learning Dependability and attention to detail Motivation and self-awareness Resilience, flexibility and agility Empathy and active listening Leadership and social influence Teaching and mentoring Analytical thinking Creative thinking Multi-lingualism Reading, writing and mathematics Systems thinking Marketing and media Service orientation and customer service Quality control Resource management and operations Talent management Manual dexterity, endurance and precision Sensory-processing abilities AI and big data Design and user experience Networks and cybersecurity Programming Technological literacy Self-efficacy Technology skills Working with others Ethics Management skills Cognitive skills Engagement skills Physical abilities Skills, knowledge and abilities Attitudes TABLE 5.7 Skill importance in 2025 Share of employers which consider skills to be core skills for their workers (%). Share of employers 0 50 100 92

• 93. Source World Economic Forum, Future of Jobs Survey 2024. -100 -50 0 50 100 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 TABLE 5.8 Skill evolution, 2025-2030 Net 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. Net difference Environmental stewardship Global citizenship Curiosity and lifelong learning Dependability and attention to detail Motivation and self-awareness Resilience, flexibility and agility Empathy and active listening Leadership and social influence Teaching and mentoring Analytical thinking Creative thinking Multi-lingualism Reading, writing and mathematics Systems thinking Marketing and media Service orientation and customer service Quality control Resource management and operations Talent management Manual dexterity, endurance and precision Sensory-processing abilities AI and big data Design and user experience Networks and cybersecurity Programming Technological literacy Self-efficacy Technology skills Working with others Ethics Management skills Cognitive skills Engagement skills Physical abilities Skills, knowledge and abilities Attitudes Future of Jobs Report 2025 93

• 94. The 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. This edition of the Future of Jobs Report presents a mixed picture with regard to the 2025-2030 outlook for the global labour market. On the one hand, amid newly emerging drivers such as increasing geoeconomic fragmentation, rising cost of living and the widespread adoption of AI tools in the workforce, global macrotrends create an evermore complex environment for policy-makers, 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. Employers 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 skillsbased hiring policies and a more strategic focus on diversity, equity and inclusion. However, 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. This 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. We 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. Conclusions January 2025 Future of Jobs Report 2025 Future of Jobs Report 2025 94

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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. 13. Industrial Federation of Robots (IFR), World Robotics-Industrial Robots, https://ifr.org/wr-industrial-robots/ – Accessed December 2024. 14. 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. 15. 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. 16. World Economic Forum, Chief Economists Outlook 2024, 2024, https://www3.weforum.org/docs/WEF_Chief_ Economists_Outlook_September_2024.pdf. 17. 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. 18. Ibid. 19. 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. 20. 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. 21. 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. 22. 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-EconomicFragmentation-and-the-Future-of-Multilateralism-527266. 23. 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, Future of Jobs Report 2025 95

• 96. https://www.imf.org/en/Publications/WP/Issues/2024/04/05/How-Vulnerable-is-Sub-Saharan-Africa-to-GeoeconomicFragmentation-546346, 24. 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-EconomicFragmentation-and-the-Future-of-Multilateralism-527266. 25. 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. 26. 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/. 27. 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. 28. 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-skillsdata-available-in-77-countries-via-prosper. 29. United Nations, World Population Prospects 2024 (https://population.un.org/wpp/) – Accessed December 2024. 30. International Monetary Fund (IMF), World Economic Outlook, April 2024, 2024. 31. 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-agepopulation/; 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-automationcan-cushion-impact-aging-economic-growth. 32. 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-totackle-looming-jobs-crisis. 33. 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. 34. 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. 35. 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. 36. See the World Economic Forum’s Global Skills Taxonomy here: https://www1.reskillingrevolution2030.org/skillstaxonomy/index.html. 37. 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-thejobs-of-tomorrow/. 38. 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. 39. See: https://www.onetonline.org. 40. World Economic Forum, Leveraging Generative AI for Job Augmentation and Workforce Productivity, 2024. 41. 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/. 42. 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. 43. See for more details about the World Economic Forum’s Reskilling Revolution Initiative: https://initiatives.weforum.org/ reskilling-revolution/home 44. 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. 45. Ibid. 46. Ibid. Future of Jobs Report 2025 96

• 97. Appendix: Report Methodology This 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. Survey design The 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. The survey consists of five interrelated parts. Business Trends 2024-2030 focuses on the macrotrends and technology adoption. It also examines the organizations’ transformation barriers. 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. Skill Trends 2024-2030 analyses the skills in demand and collects information on training programmes and employee reskilling needs and efforts. Workforce Practices 2024-2030 explores the talent strategies and talent-management practices in organizations. 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. The 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. Representativeness The 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. The 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. Detailed 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. The 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. January 2025 Future of Jobs Report 2025 Future of Jobs Report 2025 97

• 98. After 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, Türkiye, United Arab Emirates, United Kingdom, United States of America, Uzbekistan, Viet Nam and Zimbabwe. Collectively, these economies represent 88% of global GDP. In total, the report’s dataset contains 1,043 unique responses by global companies, collectively representing more than 14.1 million employees worldwide. Classification frameworks for jobs and skills This year’s report employed the Occupational Information Network (O*NET) framework, crosswalked 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’ 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. Both 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 fastchanging 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. New data from the Future of Jobs Survey is presented in Chapter 3. TABLE A1 Taxonomy of industry categories Industry cluster Industry Accommodation, Food and Leisure Accommodation, Food and Leisure Services Rental, Reservation and Leasing Services Agriculture and Natural Resources Agriculture, Forestry and Fishing Automotive and Aerospace Automotive and Aerospace Care, Personal Services and Wellbeing Care and Social Work Services Personal Care, Wellbeing and Repair Services Education and Training Education and Training Energy and Materials Chemical and Advanced Materials Energy Technology and Utilities Mining and Metals Oil and Gas Financial Services Financial Services and Capital Markets Insurance and Pensions Management Future of Jobs Report 2025 98

• 99. Industry cluster Industry Government and Public Sector Government and Public Sector Health and Healthcare Medical and Healthcare Services Information Technology and Digital Communications Information and Technology Services Telecommunications Infrastructure Engineering and Construction Water and Waste Management Manufacturing Advanced Manufacturing Electronics Production of Consumer Goods Media, Entertainment and Sports Arts, Entertainment and Recreation Media and Publishing Non-Governmental and Membership Organizations Extraterritorial Organizations and Bodies Non-Profit Organizations, Professional Bodies and Unions Professional Services Business Support and Premises Maintenance Services Employment Services Research, Design and Business Management Services Real Estate Real Estate Retail and Wholesale of Consumer Goods Retail and Wholesale of Consumer Goods Supply Chain and Transportation Supply Chain and Transportation TABLE A1 Taxonomy of industry categories Metrics Statistical 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. Most 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. Net growth in employment and labour-market churn This 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 Future of Jobs Report 2025 99

• 100. companies, economies, industries and roles. Turnover induced by employees moving between jobs for personal reasons is not included. Fractional metrics Respondents aggregated roles included in the jobs taxonomy to six groups: – Main roles in the organization with a growing employment outlook for the next five years – Main roles in the organization with a declining employment outlook for the next five years – Main roles in the organization with a stable employment outlook for the next five years – Roles that are relatively small presently but strategically important and with a growing employment outlook for the next five years Respondents allocated up to five roles from the jobs taxonomy to each of the four groups. One of the five roles in the presently relatively small but strategically important and with a growing employment outlook could be specified by a free-text field. Free-text fields were subsequently allocated to jobs in the jobs taxonomy where possible. Metrics on roles are only published in the report when they meet statistical criteria in a given sample. Respondents subsequently allocated workforce fractions to each of the above groups of jobs at present, and estimated the growth and decline of the main roles with growing outlook, main roles with declining outlook, and relatively small roles presently with growing outlook. These workforce fractions were used to calculate two metrics: estimated net growth between 2025 and 2030 and estimated structural labour-market churn from 2025 to 2030, for the labour forces pertaining to roles in the jobs taxonomy. In the calculation of net growth, for a specific role, a simple mean of the growth and decline was first calculated based on projection from the respondents who have selected this role, while the growth of the roles identified as stable outlook is zero. The net growth draws on weighted averages of the growth and decline weighted on the number of respondents who consider this role as growing and stable, with the numerator reflecting the weighted shares of anticipated workforce increases and decreases and the denominator aggregating total workforce shares across all anticipated states (growing, declining and stable). The churn metric, similarly, adopts absolute values for workforce decreases. These methodologies aim to present an objective, scalable perspective on workforce transformations at the role and industry level. Reweighted metrics International Labour Organization (ILO) data were then used to translate the forecast fractional net growth for each role into estimates of the number of jobs that will be created or displaced between 2025 and 2030. ILO estimates of the number of employees in each occupational category of ISCO08 level 2 were used as a basis for the number of employees working at the time of publication. To account for the absence of China-specific data in the ILO’s employment-by-occupation dataset, a China employment multiplier was calculated based on the share of China’s employment figure in global employment figure and applied under the assumption that China’s labour market structure aligns with global patterns. To approximate the number of employees in each occupation of the jobs taxonomy used in the Future of Jobs Survey, the jobs taxonomy (a modified and extended version of the O*NET SOC occupational classification) was mapped to the ISCO08 occupational taxonomy used in the ILO data by modifying and extending the map developed by the U.S. Bureau of Labor Statistics, which connects SOC level 4 and ISCO08 level 4. Estimates of present employment were then multiplied by the fractional net growth estimates obtained from the survey, to estimate net growth worldwide in units of millions of employees. Using this method, the Future of Jobs dataset described in Chapter 2 corresponds to 1.18 billion employees. By comparison, the ILO dataset used in the analysis accounts for 2.18 billion employees, and 2.76 billion employees upon applying the China multiplier. The remaining 1.58 billion employees correspond to roles for which the Future of Jobs Survey did not collect sufficient data to reliably estimate net growth. Data on employees rather than general employment was used as organizations responding to the Future of Jobs Survey maintain workers in formal rather than informal employment. The estimates of the number of employees per sector which can be found in the Industry Profiles are based on the full dataset of 2.18 billion employees worldwide. This calculation is described in the user guide to the profiles. Attribution to jobs To analyze the impact of specific trends on job growth and decline, survey respondents attributed the growth and decline of roles to macrotrends and technology trends. Respondent’s weighted attribution was used to allocate a fraction of job changes to specific trends. These were then mapped to ILO occupation data to calculate the absolute number of jobs created and destroyed per occupation in the next five years. Future of Jobs Report 2025 100

• 101. Skill taxonomy Skills were selected from levels 3 and 4 of the Global Skills Taxonomy to represent skills of interest to organizations across sectors and economies. TABLE A2 Skill family (level 1) Skill cluster (level 2) Skill Attitudes Ethics Environmental stewardship Global citizenship Self-efficacy Curiosity and lifelong learning Dependability and attention to detail Motivation and self-awareness Resilience, flexibility and agility Working with others Empathy and active listening Leadership and social influence Teaching and mentoring Skills, knowledge and abilities Cognitive skills Analytical thinking Creative thinking Multi-lingualism Reading, writing and mathematics Systems thinking Engagement skills Marketing and media Service orientation and customer service Management skills Quality control Resource management and operations Talent management Physical abilities Manual dexterity, endurance and precision Sensory-processing abilities Technology skills AI and big data Design and user experience Networks and cybersecurity Programming Technological literacy To limit the potential impact of randomisation inherent in survey data, two techniques were employed: capping the maximum impact of a particular trend-job combination and removing attributions with an insufficient number of respondents. Specifically, the total impact of a single trend on a job was capped at the 99th percentile of all trend-job combinations, 1.61 million for job increase, and 1st percentile, minus 872 thousand for job loss, and attribution pairs with fewer than three votes were excluded, with their impact categorized as unexplained. Future of Jobs Report 2025 101

• 102. Job family Occupation Achitecture and Engineering Architects and Surveyors Biochemical and Biomedical Engineers Chemical Engineers Civil Engineers Drafters, Engineering Technicians, and Mapping Technicians Electrotechnology Engineers Energy Engineers Environmental Engineers Industrial and Production Engineers Materials Engineers Mechanical Engineers Mining Engineers, Metallurgists and Related Professionals Nuclear Engineers Renewable Energy Engineers Robotics Engineers Arts, Design, Entertainment, Sports and Media Advertising and Public Relations Professionals Broadcasting Technicians Commercial and Industrial Designers Entertainers and Performers, Sports and Related Workers Fashion Designers Graphic Designers Handicraft Workers Interior Designers Media and Communication Workers Photographers Video Game Designers Writers and Authors Business and Financial Operations Accountants and Auditors Business Intelligence Analysts Claims Adjusters, Examiners, and Investigators Compliance Officers Credit and Loans Officers Digital Marketing and Strategy Specialists Digital Transformation Specialists Job taxonomy The occupational taxonomy was modified and extended from O*NET SOC. TABLE A3 Future of Jobs Report 2025 102

• 103. Job family Occupation Business and Financial Operations E-commerce Specialists Financial Analysts Financial and Investment Advisers Human Resources Specialists Insurance Underwriters, Valuers, and Loss Assessors Investment Fund Managers Management and Organisation Analysts Recruiters and Technical Recruiters Regulatory and Government Associate Professionals Risk Management Specialists Sales and Marketing Professionals Social Media Strategist Training and Development Specialists Community, Social Service and Protective Services Firefighting and Prevention Workers Law Enforcement Workers, including Police Officers and Immigration Inspectors Religious Professionals Security Guards Social Work and Counselling Professionals Computer and Mathematical AI and Machine Learning Specialists Big Data Specialists Blockchain Developers Data Analysts and Scientists Data Engineers Data Warehousing Specialists Database and Network Professionals Database Architects Devops Engineers FinTech Engineers Full Stack Engineers ICT Operations and User Support Technicians Information Security Analysts Internet of Things Specialists Mathematicians, Actuaries and Statisticians Online Learning Managers Job taxonomy The occupational taxonomy was modified and extended from O*NET SOC. TABLE A3 Future of Jobs Report 2025 103

• 104. Job family Occupation Computer and Mathematical Process Automation Specialists Security Management Specialists Software and Applications Developers Software Testers System Engineers UI and UX Designers Web Developers Construction and Extraction Building Framers, Finishers, and Related Trades Workers Construction Laborers Electrical Equipment Installers and Repairers Mining, Petroleum and Other Extraction Workers Education and Training Primary School and Early Childhood Teachers Secondary Education Teachers Special Education Teachers University and Higher Education Teachers Vocational Education Teachers Farming, Fishing, and Forestry Farmworkers, Labourers, and Other Agricultural Workers Fishing and Hunting Workers Forestry Workers Gardeners, Horticultural and Nursery Workers Healthcare Practitioners and Technicians Audiologists and Speech Therapists Dentists and Associated Professions Dietitians and Nutritionists Environmental and Occupational Health and Hygiene Professionals Epidemiologists and Public Health Specialists Generalist Medical Practitioners Health Technologists and Technicians Midwifery Professionals Nursing Professionals Optometrists and Opticians Paramedical and Emergency Medical Technicians Personal Care Workers in Health Services Pharmacists and Associated Professions Physical Therapists Job taxonomy The occupational taxonomy was modified and extended from O*NET SOC. TABLE A3 Future of Jobs Report 2025 104

• 105. Job family Occupation Healthcare Practitioners and Technicians Psychologists and Psychiatrists Specialist Medical Practitioners Traditional and Complementary Medicine Professionals Veterinarians Hospitality and Food Related Baristas Chefs and Cooks Concierges and Hotel Desk Clerks Event Managers Food and Beverage Serving Workers Food Service Counter Attendants Hotel and Restaurant Managers Legal Arbitrators, Mediators, and Conciliators Court Reporters Judges Judicial Law Clerks Lawyers Legal Secretaries Paralegals and Legal Assistants Title Examiners, Abstractors, and Searchers Management Business Services and Administration Managers General and Operations Managers Health and Education Services Managers Legislators and Officials Managing Directors and Chief Executives Manufacturing, Mining, Construction, and Distribution Managers Organisational Development Specialists Product Managers Production Managers in Agriculture, Forestry and Fisheries Project Managers Relationship Managers Strategic Advisors Manufacturing and Production Assembly and Factory Workers Chemical Processing Plant Operators Food Processing and Related Trades Workers Job taxonomy The occupational taxonomy was modified and extended from O*NET SOC. TABLE A3 Future of Jobs Report 2025 105

• 106. Job family Occupation Manufacturing and Production Garment and Related Trades Workers Petroleum and Natural Gas Refining Plant Operators Power Production Plant Operators Printing and Related Trades Workers Renewable Energy Technicians Sheet and Structural Metal Workers, Moulders and Welders Solar Energy Installation and System Engineers Natural Science and Sustainability Chemists and Chemical Laboratory Scientists Environmental Protection Professionals Food Scientists and Technologists Life Scientists Physical Scientists Sustainability Specialists Office and Administrative Accounting, Bookkeeping and Payroll Clerks Administrative Assistants and Executive Secretaries Bank Tellers and Related Clerks Client Information and Customer Service Workers Data Entry Clerks Material-Recording and Stock-Keeping Clerks Postal Service Clerks Statistical, Finance and Insurance Clerks Personal Care, Maintenance and Installation Building Caretakers, Cleaners and Housekeepers Childcare Workers Electronics and Telecommunications Installers and Repairers Hairdressers, Beauticians and Related Workers Home Appliance Installers and Repairers Mechanics and Machinery Repairers Personal Care Aides Sports and Fitness Workers Sales Business Development Professionals Cashiers and Ticket Clerks Door-To-Door Sales Workers, News and Street Vendors, and Related Workers Real Estate Sales Agents Job taxonomy The occupational taxonomy was modified and extended from O*NET SOC. TABLE A3 Future of Jobs Report 2025 106

• 107. Job family Occupation Sales Sales and Purchasing Agents and Brokers Sales Representatives, Wholesale and Manufacturing, Technical and Scientific Products Securities and Finance Dealers and Brokers Shop Salespersons Telemarketers Social Science Economists Social Science Research Assistants Social Scientists and Related Workers Survey Researchers Transportation and Logistics Autonomous and Electric Vehicle Specialists Car, Van and Motorcycle Drivers Commercial Pilots Flight Attendants Heavy Truck and Bus Drivers Light Truck or Delivery Services Drivers Locomotive Engine Drivers and Related Workers Postal Service Mail Carriers Refuse Workers Supply Chain and Logistics Specialists Transportation Attendants and Conductors Transportation Inspectors Water Transportation Workers, including Ship and Marine Cargo Workers, Controllers, and Technicians Job taxonomy The occupational taxonomy was modified and extended from O*NET SOC. TABLE A3 Future of Jobs Report 2025 107

• 108. User Guide January 2025 Future of Jobs Report 2025 Economy, Region, and Industry Profiles Economy, Region, and Industry Profiles present data findings from the Future of Jobs Survey through these respective lenses, with the aim of providing specific practical information to decisionmakers and experts in academia, business, government and civil society. Complementing the cross-industry and cross-economy analysis of results in the Future of Jobs Report, this section provides deeper granularity for given industries, regions and economies through dedicated profiles. Additionally, the profiles are intended to enable interested companies and policy-makers with the opportunity to benchmark their organization or economy against the range of expectations prevalent in their industry or region. This User’s Guide provides an overview of the information contained in the various profiles and their appropriate interpretation. 1. Hard data contextual indicators: This section aims to provide the reader with the latest available data from contextual indicators on an economy’s labour market. Working age population The total working age population is displayed in the top right corner of the page for the economy profile. The working-age population is the number of people aged 25 and over. In addition to using a minimum age threshold, certain countries also apply a maximum age limit. Period: 2020 or latest available data (accessed November 2024) Source: ILOSTAT, International Labour Organization Labour force participation The labour force participation rate is the labour force as a percentage of the working-age population of people aged 25 and over. The labour force is the sum of all persons of working age who are employed and those who are unemployed. Period: 2020 or latest available data (accessed November 2024) Source: ILOSTAT, International Labour Organization Share of youth not in employment, education, or training, ILO modelled estimates (NEET) This indicator refers to the proportion of youth who are not in employment and not in education or training. Youth not in education are those who were neither enrolled in school nor in a formal training program (e.g. vocational training). Period: 2019 or latest available data (accessed November 2024) Source: ILOSTAT, International Labour Organization Unemployment rate The unemployment rate conveys the number of persons who are unemployed as a percentage of the labour force (i.e., the employed plus the unemployed). Period: 2020 or latest available data (accessed November 2024) Source: ILOSTAT, International Labour Organization Unemployment rate among workers with basic and advanced education The unemployment rate conveys the number of persons who are unemployed as a percentage of the labour force (i.e., the employed plus the unemployed). Data disaggregated by level of education are provided on the highest level of education completed, classified according to the International Standard Classification of Education (ISCED). Period: 2023 (accessed November 2024) Source: ILOSTAT, International Labour Organization Vulnerable employment, total (% of total employment), ILO modelled estimates Vulnerable employment is contributing family workers and own-account workers as a percentage of total employment. Period: 2022 (accessed November 2024) Source: World Bank, World Development Indicators database. Estimates are based on data obtained from International Labour Organization, ILOSTAT Secondary education attainment The percentage of population aged 25 and over that attained or completed upper secondary education. Period: 2019 or latest available data (accessed November 2024) Source: World Bank, World Development Indicators Future of Jobs Report 2025 108

• 109. database. UNESCO Institute for Statistics (UIS). Tertiary education attainment The percentage of population aged 25 and over that attained or completed tertiary education. Period: 2020 or latest available data (accessed November 2024) Source: World Bank, World Development Indicators database. UNESCO Institute for Statistics (UIS) Ease of finding skilled employees in local labour market Score computed based on the average response of companies operating in this country to the Executive Opinion Survey question “In your country, to what extent can companies find people with the skills required to fill their vacancies in the local labour market?” [1 = Not at all; 7 = To a great extent]. Period: 2023-2024 weighted average Source: World Economic Forum, Executive Opinion Survey Fill vacancies by hiring foreign labour Score computed based on the average response of companies operating in this country to the Executive Opinion Survey question “In your country, to what extent can companies find people with the skills required to fill their vacancies by hiring foreign labour?” [1 = Not at all; 7 = To a great extent]. Period: 2023-2024 weighted average Source: World Economic Forum, Executive Opinion Survey Country investment in mid-career training Score computed based on the average response of companies operating in this country to the Executive Opinion Survey question “In your country, to what extent does government invest in midcareer reskilling and upskilling opportunities?” [1 = Not at all; 7 = To a great extent]. Period: 2023-2024 weighted average Source: World Economic Forum, Executive Opinion Survey 2. Labour-market churn This figure is the five-year structural labour-market churn of surveyed employers that operate in the respective economy, region or industry, compared with the global average. Labour-market churn refers to the pace of reallocation of workers and jobs. The Future of Jobs Survey provides insight into structural labour-market churn, namely, the number of expected new jobs, plus the number of roles expected to be displaced during the period, divided by the size of the labour force in question. Structural churn disregards the ‘natural’ churn of workers moving between jobs for business or personal reasons. For more information, please refer to Appendix A. Period: 2024 Source: World Economic Forum, Future of Jobs Survey 3. Disruption to skills This figure shows the average of estimates of surveyed employers that operate in the respective economy, region or industry, compared with the global average, for the question “what proportion of the core skills required by your workforce will remain the same?”, compared to the global average. Period: 2024 Source: World Economic Forum, Future of Jobs Survey 4. Organizations with DEI priorities This figure shows the share of surveyed employers with diversity, equity and inclusion priorities that operate in the respective economy, region or industry, compared with the global average. The figure is calculated based on the share of respondents who select “My organization doesn’t have DEI priorities” for the question “What are likely to be the key components your workforce diversity, equity and inclusion (DEI) priorities by 2030?”. Period: 2024 Source: World Economic Forum, Future of Jobs Survey 5. Exposure to AI disruption This figure shows the share of surveyed employers with high exposure to AI that operate in the respective economy, region or industry, compared to the global average. The figure is calculated based on the share of respondents who do not select “My organization has low exposure to AI” for the question “Which strategies is your organization likely to implement by 2030, in response AI’s increasing capability and prevalence?”. Period: 2024 Source: World Economic Forum, Future of Jobs Survey 6. Macrotrends driving business transformation This bar chart shows the share of employers surveyed that identify the macrotrends as likely to drive transformation in the respective economy, region or industry, compared to the global average. It is based on the response to the question “By 2030, which of the following trends are likely to drive transformation in your organization?”. Period: 2024 Source: World Economic Forum, Future of Jobs Survey Future of Jobs Report 2025 109

• 110. 7. Technology trends driving business transformation This bar chart shows the share of employers surveyed that identify the corresponding technology trends as likely to drive transformation in the respective economy, region or industry, compared to the global average. It is based on the response to the question “By 2030, which of the following trends are likely to drive transformation in your organization?”. Period: 2024 Source: World Economic Forum, Future of Jobs Survey 8. Key roles for business transformation This table provides an overview of the top roles for industry transformation from 2025 until 2030. The list cites the most frequently selected roles of surveyed employers that operate in the respective economy, region or industry. Net growth represents the forecast increase or decrease in the size of a workforce. Churn represents the sum of job losses and created jobs in a workforce as a fraction of its initial size. Period: 2024 Source: World Economic Forum, Future of Jobs Survey 9. Core skills in 2025 and skills on the rise by 2030 This bar chart and table shows the top core skills in 2025 and skills with the most increase in use by 2030 in the respective economy, region or industry. The data is based on the question “Currently, what are the core skills workers need to perform well in the key roles of your organisation?” and “For your organisation’s key roles, would you expect an increase or decrease in the use of the following skills by 2030?”, compared to the global average. Period: 2024 Source: World Economic Forum, Future of Jobs Survey 10. Upskilling and reskilling outlook The data shows the breakdown of the typical training outlook for a representative group of 100 workers, calculated based on averages of the training strategies reported by employers surveyed in the respective economy, region and industry, compared to the global average. Period: 2024 Source: World Economic Forum, Future of Jobs Survey 11. Shifting human-machine frontier The bar chart shows share of total work tasks expected to be delivered predominantly by human workers, by technology (machines and algorithms), or by a combination of both, in the respective economy, region or industry, based on the question “What proportion of time spent, on average across all tasks in your organization, is currently performed predominantly by technology (machines, algorithms etc.), predominantly by humans, or by a combination of the two?”, compared to the global average. Period: 2024 Source: World Economic Forum, Future of Jobs Survey 12. Public policies to increase talent availability This table shows top public policies, ranked by the share of employers identifying the stated public policies as promising to increase talent availability in the respective economy or region, compared to global averages. This is the result of the question “Which public-policy measures are likely to significantly increase the availability of talent to your organization by 2030?”. Period: 2024 Source: World Economic Forum, Future of Jobs Survey 13. Business practices to improve talent availability This table shows top business practices, ranked by the share of employers identifying the stated business practices as promising to increase talent availability in the respective industry, compared to global averages. This is the result of the question “Which business practices have the greatest potential to increase the availability of talent to your organization by 2030?”. Period: 2024 Source: World Economic Forum, Future of Jobs Survey 14. Barriers to organisational transformation The bar chart shows top barriers ranked by the share of employers surveyed expecting that the stated barrier will hinder their organisational transformation in the respective economy, region or industry, compared to global averages. This is the result of the question “What are the major barriers to achieving your organization’s goals by 2030?”. Period: 2024 Source: World Economic Forum, Future of Jobs Survey 15. Wage outlook The bar chart shows the share of employers projecting the share of wages and other forms of workers’ compensation as a percentage of the company’s total revenues, based on the question “By 2030, as percentage of the company’s total Future of Jobs Report 2025 110

• 111. revenues, wages and other forms of workers’ compensation will represent a growing share compared to today, a similar share as today, or a declining share compared to today”, compared to the global average. Period: 2024 Source: World Economic Forum, Future of Jobs Survey 16. Talent trends This bar chart shows the share of employers surveyed expecting a positive, neutral and negative outlook for talent availability, talent development and talent retention over the next five years in the respective economy, region or industry. It is based on the response to the question “How would you rate talent availability, development and retention in your organization by 2030?”. Net effect is calculated by the share of employers who expect their talent availability to improve or improve significantly minus the share of employers who expect their talent availability to worsen or worsen significantly. Period: 2024 Source: World Economic Forum, Future of Jobs Survey 17. Planned implementation of diversity, equity and inclusion measures This table shows the top diversity, equity and inclusion actions ranked by the share of employers surveyed which plan to implement the stated measure in the respective economy, region or industry, compared with global averages. This is the result of the question “What are likely to be the key components your workforce diversity, equity and inclusion (DEI) priorities by 2030?”. Period: 2024 Source: World Economic Forum, Future of Jobs Survey 18. Workforce strategy in response to AI This table shows the top workforce strategies in response to AI ranked by the share of employers surveyed planning to implement the stated strategy in response to AI’s increasing capability and prevalence in respective economy, region or industry, compared with global averages. This is the result of the question “Which strategies is your organization likely to implement by 2030, in response AI’s increasing capability and prevalence?”. Period: 2024 Source: World Economic Forum, Future of Jobs Survey Future of Jobs Report 2025 111

• 112. Contextual indicators Regional average Income Group average Labour force participation (2023) 68% Vulnerable employment (2022) 24% Share of youth not in employment, education, or training (NEET) (2023) 15% Unemployment rate (2023) 4% Unemployment rate among workers with basic edu. (2023) 6% Unemployment rate among workers with advanced edu. (2023) 2% Secondary Education Attainment - NA Tertiary Education Attainment - NA Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 2 Jobs and Skills outlook 19% Global 22% Labour-market churn Five-year structural labour-force churn 42% Global 39% Skill disruption Shares of core skills which will change 86% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 100% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Increased efforts and investments to reduce carbon… 70% 47% Broadening digital access 70% 60% Increased efforts and investments to adapt to climate… 44% 41% Rising cost of living, higher prices or inflation 44% 50% Slower economic growth 44% 42% Increased focus on labour and social issues 35% 46% Increased government subsidies and industrial policy 26% 21% Increased restrictions to global trade and investment 26% 23% Growing working-age populations 26% 24% Stricter anti-trust and competition regulations 17% 17% Increased geopolitical division and conflicts 17% 34% Ageing and declining workingage populations 17% 40% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 96% 86% Robots and autonomous systems 57% 58% Energy generation, storage and distribution 48% 41% New materials and composites 39% 30% Semiconductors and computing technologies 30% 20% Sensing, laser and optical technologies 26% 18% Quantum and encryption 22% 12% Satellites and space technologies 9% 9% Biotechnology and gene technologies 4% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. Data Analysts and Scientists 85 41 85 AI and Machine Learning Specialists 81 82 81 Business Development Professionals 11 19 11 General and Operations Managers 8 4 19 Accountants and Auditors -5 -8 5 Data Entry Clerks -24 -26 24 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 88% Leadership and social influence 88% Empathy and active listening 81% Resilience, flexibility and agility 75% Creative thinking 69% SKILLS OF INCREASING USE BY 2030 AI and big data 100% Creative thinking 94% Technological literacy 88% Design and user experience 81% Curiosity and lifelong learning 81% Economy Profile 1 / 2 Argentina Working Age Population (Millions) 18.2 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 112

• 113. Upskilling and reskilling outlook 41 Global 41 Would not need training by 2030 29 Global 29 Would be upskilled in their current role 18 Global 19 Would be upskilled and redeployed 12 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 48% 26% 26% 48% 30% 23% 2030 29% 26% 45% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Improvements to public education systems 64% 47% Flexibility on hiring and firing practices 50% 44% Funding for reskilling and upskilling 50% 55% Provision of reskilling and upskilling 50% 52% Changes to labour laws related to remote work 36% 36% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 65% 63% Outdated or inflexible regulatory framework 57% 39% Organization culture and resistance to change 48% 46% Inability to attract talent to the industry 44% 37% Shortage of investment capital 30% 26% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 21% 79% 0% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 64% -100% +100% 21% Talent development of existing workforce 14% -100% +100% 57% Talent retention of existing workforce 29% -100% +100% 21% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 86 Global 51 Run comprehensive DEI training for managers and staff 71 Global 39 Pay equity reviews and salary audits 57 Global 33 Anti-harrasment protocols AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 93 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 71 Global 62 Hiring new people with skills to better work alongside AI 71 Global 49 Re-orienting your organization to target new business opportunities created by AI Economy Profile 2 / 2 Argentina Working Age Population (Millions) 18.2 Future of Jobs Report 2025 113

• 114. Contextual indicators Regional average Income Group average Labour force participation (2023) 67% Vulnerable employment (2022) 10% Share of youth not in employment, education, or training (NEET) (2023) 8% Unemployment rate (2023) 3% Unemployment rate among workers with basic edu. (2023) 5% Unemployment rate among workers with advanced edu. (2023) 2% Secondary Education Attainment (2023) 79% Tertiary Education Attainment (2023) 47% Ease of finding skilled employees in local labour market (2024) 5 Fill vacancies by hiring foreign labour (2024) 5 Country investment in mid-career training (2022) 4 Jobs and Skills outlook 24% Global 22% Labour-market churn Five-year structural labour-force churn 35% Global 39% Skill disruption Shares of core skills which will change 88% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 88% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 68% 60% Increased efforts and investments to reduce carbon… 61% 47% Increased efforts and investments to adapt to climate… 56% 41% Slower economic growth 53% 42% Increased geopolitical division and conflicts 53% 34% Ageing and declining workingage populations 53% 40% Rising cost of living, higher prices or inflation 46% 50% Increased focus on labour and social issues 44% 46% Increased government subsidies and industrial policy 27% 21% Growing working-age populations 21% 24% Increased restrictions to global trade and investment 18% 23% Stricter anti-trust and competition regulations 16% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 94% 86% Robots and autonomous systems 55% 58% Energy generation, storage and distribution 46% 41% Sensing, laser and optical technologies 27% 18% Semiconductors and computing technologies 27% 20% New materials and composites 24% 30% Quantum and encryption 23% 12% Satellites and space technologies 10% 9% Biotechnology and gene technologies 9% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 361 82 361 Data Analysts and Scientists 34 41 36 Sustainability Specialists 24 33 24 Managing Directors and Chief Executives 4 5 7 Human Resources Specialists 3 5 12 Accounting, Bookkeeping and Payroll Clerks -18 -18 30 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 76% Resilience, flexibility and agility 68% Curiosity and lifelong learning 59% Leadership and social influence 59% Creative thinking 58% SKILLS OF INCREASING USE BY 2030 AI and big data 91% Technological literacy 79% Leadership and social influence 76% Resilience, flexibility and agility 75% Curiosity and lifelong learning 74% Economy Profile 1 / 2 Australia Working Age Population (Millions) 18.5 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 114

• 115. Upskilling and reskilling outlook 32 Global 41 Would not need training by 2030 33 Global 29 Would be upskilled in their current role 21 Global 19 Would be upskilled and redeployed 14 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 46% 29% 25% 48% 30% 22% 2030 30% 33% 37% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Flexibility on hiring and firing practices 49% 44% Funding for reskilling and upskilling 49% 55% Provision of reskilling and upskilling 49% 52% Changes to immigration laws 45% 26% Changes to labour laws related to remote work 37% 36% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 65% 63% Inability to attract talent to the industry 45% 37% Organization culture and resistance to change 43% 46% Lack of adequate data and technical infrastructure 41% 32% Inability to attract talent to my firm 33% 27% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 45% 47% 8% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 35% -100% +100% 29% Talent development of existing workforce 4% -100% +100% 65% Talent retention of existing workforce 22% -100% +100% 31% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 65 Global 42 Set DEI goals, targets or quotas 63 Global 51 Run comprehensive DEI training for managers and staff 61 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 92 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 86 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 68 Global 62 Hiring new people with skills to better work alongside AI Economy Profile 2 / 2 Australia Working Age Population (Millions) 18.5 Future of Jobs Report 2025 115

• 116. Contextual indicators Regional average Income Group average Labour force participation (2023) 62% Vulnerable employment (2022) 8% Share of youth not in employment, education, or training (NEET) (2023) 13% Unemployment rate (2023) 5% Unemployment rate among workers with basic edu. (2023) 11% Unemployment rate among workers with advanced edu. (2023) 3% Secondary Education Attainment (2023) 83% Tertiary Education Attainment (2023) 21% Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 5 Jobs and Skills outlook 10% Global 22% Labour-market churn Five-year structural labour-force churn 38% Global 39% Skill disruption Shares of core skills which will change 100% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 100% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 64% 60% Rising cost of living, higher prices or inflation 57% 50% Increased efforts and investments to adapt to climate… 50% 41% Increased efforts and investments to reduce carbon… 43% 47% Slower economic growth 43% 42% Increased geopolitical division and conflicts 39% 34% Ageing and declining workingage populations 39% 40% Increased focus on labour and social issues 36% 46% Growing working-age populations 25% 24% Stricter anti-trust and competition regulations 21% 17% Increased government subsidies and industrial policy 18% 21% Increased restrictions to global trade and investment 18% 23% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 89% 86% Robots and autonomous systems 54% 58% Energy generation, storage and distribution 46% 41% Semiconductors and computing technologies 25% 20% Quantum and encryption 14% 12% Sensing, laser and optical technologies 14% 18% New materials and composites 11% 30% Satellites and space technologies 7% 9% Biotechnology and gene technologies 7% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 37 82 37 Data Analysts and Scientists 26 41 26 Business Intelligence Analysts 22 18 22 Managing Directors and Chief Executives 4 5 5 Administrative Assistants and Executive Secretaries -13 -20 13 Assembly and Factory Workers -22 0 23 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 86% Resilience, flexibility and agility 73% Curiosity and lifelong learning 68% Leadership and social influence 64% Technological literacy 64% SKILLS OF INCREASING USE BY 2030 AI and big data 96% Creative thinking 82% Networks and cybersecurity 77% Resilience, flexibility and agility 73% Technological literacy 73% Economy Profile 1 / 2 Austria Working Age Population (Millions) 6.8 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 116

• 117. Upskilling and reskilling outlook 29 Global 41 Would not need training by 2030 32 Global 29 Would be upskilled in their current role 27 Global 19 Would be upskilled and redeployed 12 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 36% 43% 21% 48% 30% 22% 2030 26% 42% 32% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Improvements to public education systems 58% 47% Changes to labour laws related to remote work 53% 36% Funding for reskilling and upskilling 53% 55% Flexibility on hiring and firing practices 47% 44% Wage subsidies 42% 26% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 64% 63% Organization culture and resistance to change 57% 46% Insufficient understanding of opportunities 39% 25% Inability to attract talent to the industry 29% 37% Outdated or inflexible regulatory framework 29% 39% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 35% 65% 0% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 47% -100% +100% 26% Talent development of existing workforce 5% -100% +100% 58% Talent retention of existing workforce 5% -100% +100% 37% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 50 Global 51 Run comprehensive DEI training for managers and staff 50 Global 48 Targeted recruitment, retention and progression initiatives 45 Global 27 Embed DEI goals and solutions across the supply chain AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 84 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 74 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 74 Global 49 Re-orienting your organization to target new business opportunities created by AI Economy Profile 2 / 2 Austria Working Age Population (Millions) 6.8 Future of Jobs Report 2025 117

• 118. Contextual indicators Regional average Income Group average Labour force participation - NA Vulnerable employment (2022) 1% Share of youth not in employment, education, or training (NEET) - NA Unemployment rate - NA Unemployment rate among workers with basic edu. - NA Unemployment rate among workers with advanced edu. - NA Secondary Education Attainment (2023) 67% Tertiary Education Attainment (2023) 40% Ease of finding skilled employees in local labour market (2024) 5 Fill vacancies by hiring foreign labour (2024) 6 Country investment in mid-career training (2022) 5 Jobs and Skills outlook 33% Global 22% Labour-market churn Five-year structural labour-force churn 42% Global 39% Skill disruption Shares of core skills which will change 62% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 92% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 59% 60% Increased efforts and investments to reduce carbon… 50% 47% Rising cost of living, higher prices or inflation 46% 50% Increased efforts and investments to adapt to climate… 41% 41% Slower economic growth 41% 42% Increased focus on labour and social issues 36% 46% Increased geopolitical division and conflicts 32% 34% Increased government subsidies and industrial policy 27% 21% Increased restrictions to global trade and investment 23% 23% Growing working-age populations 18% 24% Stricter anti-trust and competition regulations 9% 17% Ageing and declining workingage populations 5% 40% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 86% 86% Robots and autonomous systems 46% 58% Energy generation, storage and distribution 41% 41% New materials and composites 27% 30% Sensing, laser and optical technologies 18% 18% Semiconductors and computing technologies 18% 20% Satellites and space technologies 14% 9% Quantum and encryption 9% 12% Biotechnology and gene technologies 9% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. Business Intelligence Analysts 30 18 30 Business Development Professionals 16 19 16 Compliance Officers 5 11 13 Accountants and Auditors 3 -8 16 Data Entry Clerks -45 -26 51 Administrative Assistants and Executive Secretaries -54 -20 59 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Leadership and social influence 68% Creative thinking 68% Motivation and self-awareness 58% Resilience, flexibility and agility 58% AI and big data 58% SKILLS OF INCREASING USE BY 2030 Technological literacy 71% Networks and cybersecurity 68% AI and big data 67% Talent management 65% Creative thinking 65% Economy Profile 1 / 2 Bahrain Working Age Population (Millions) N/A INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 118

• 119. Upskilling and reskilling outlook 48 Global 41 Would not need training by 2030 24 Global 29 Would be upskilled in their current role 14 Global 19 Would be upskilled and redeployed 13 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 52% 27% 21% 48% 30% 22% 2030 31% 31% 37% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 62% 55% Changes to pension schemes and retirement ages 54% 25% Flexibility on hiring and firing practices 54% 44% Improvements to public education systems 54% 47% Wage subsidies 54% 26% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 67% 63% Organization culture and resistance to change 57% 46% Inability to attract talent to the industry 43% 37% Insufficient understanding of opportunities 38% 25% Lack of adequate data and technical infrastructure 38% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 77% 23% 0% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 8% -100% +100% 38% Talent development of existing workforce 10% -100% +100% 69% Talent retention of existing workforce 31% -100% +100% 69% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 39 Global 51 Run comprehensive DEI training for managers and staff 31 Global 42 Set DEI goals, targets or quotas 31 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 69 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 62 Global 47 Transitioning people from jobs that AI will cause to decline, to other roles within your organization 54 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills Economy Profile 2 / 2 Bahrain Working Age Population (Millions) N/A Future of Jobs Report 2025 119

• 120. Contextual indicators Regional average Income Group average Labour force participation (2023) 59% Vulnerable employment (2022) 11% Share of youth not in employment, education, or training (NEET) (2023) 7% Unemployment rate (2023) 5% Unemployment rate among workers with basic edu. (2023) 10% Unemployment rate among workers with advanced edu. (2023) 3% Secondary Education Attainment (2022) 75% Tertiary Education Attainment (2022) 40% Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 5 Country investment in mid-career training (2022) 5 Jobs and Skills outlook 22% Global 22% Labour-market churn Five-year structural labour-force churn 35% Global 39% Skill disruption Shares of core skills which will change 86% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 93% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Increased efforts and investments to reduce carbon… 64% 47% Ageing and declining workingage populations 58% 40% Rising cost of living, higher prices or inflation 56% 50% Broadening digital access 53% 60% Increased focus on labour and social issues 47% 46% Slower economic growth 47% 42% Increased efforts and investments to adapt to climate… 44% 41% Increased geopolitical division and conflicts 44% 34% Increased government subsidies and industrial policy 24% 21% Growing working-age populations 24% 24% Stricter anti-trust and competition regulations 20% 17% Increased restrictions to global trade and investment 16% 23% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 89% 86% Robots and autonomous systems 64% 58% Energy generation, storage and distribution 53% 41% New materials and composites 36% 30% Semiconductors and computing technologies 24% 20% Quantum and encryption 18% 12% Sensing, laser and optical technologies 13% 18% Satellites and space technologies 11% 9% Biotechnology and gene technologies 9% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 69 82 69 Data Analysts and Scientists 24 41 24 Business Intelligence Analysts 10 18 20 Business Development Professionals 8 19 8 General and Operations Managers -7 4 17 Data Entry Clerks -31 -26 31 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Resilience, flexibility and agility 83% Analytical thinking 70% Leadership and social influence 67% Motivation and self-awareness 57% Empathy and active listening 50% SKILLS OF INCREASING USE BY 2030 AI and big data 93% Curiosity and lifelong learning 79% Environmental stewardship 75% Talent management 72% Technological literacy 72% Economy Profile 1 / 2 Belgium Working Age Population (Millions) 8.3 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 120

• 121. Upskilling and reskilling outlook 39 Global 41 Would not need training by 2030 29 Global 29 Would be upskilled in their current role 20 Global 19 Would be upskilled and redeployed 12 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 51% 27% 22% 48% 30% 22% 2030 33% 30% 37% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Provision of reskilling and upskilling 59% 52% Funding for reskilling and upskilling 56% 55% Improvements to public education systems 52% 47% Changes to labour laws related to remote work 44% 36% Flexibility on setting wages 44% 38% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 58% 63% Organization culture and resistance to change 49% 46% Inability to attract talent to the industry 44% 37% Insufficient understanding of opportunities 38% 25% Outdated or inflexible regulatory framework 38% 39% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 49% 44% 7% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 50% -100% +100% 21% Talent development of existing workforce 7% -100% +100% 63% Talent retention of existing workforce 37% -100% +100% 37% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 64 Global 48 Targeted recruitment, retention and progression initiatives 61 Global 51 Run comprehensive DEI training for managers and staff 57 Global 42 Set DEI goals, targets or quotas AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 89 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 70 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 70 Global 62 Hiring new people with skills to better work alongside AI Economy Profile 2 / 2 Belgium Working Age Population (Millions) 8.3 Future of Jobs Report 2025 121

• 122. Contextual indicators Regional average Income Group average Labour force participation (2023) 65% Vulnerable employment (2022) 28% Share of youth not in employment, education, or training (NEET) (2023) 21% Unemployment rate (2023) 6% Unemployment rate among workers with basic edu. (2023) 7% Unemployment rate among workers with advanced edu. (2023) 4% Secondary Education Attainment (2023) 60% Tertiary Education Attainment (2023) 22% Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 3 Country investment in mid-career training (2022) 3 Jobs and Skills outlook 24% Global 22% Labour-market churn Five-year structural labour-force churn 37% Global 39% Skill disruption Shares of core skills which will change 92% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 96% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 59% 60% Increased efforts and investments to reduce carbon… 53% 47% Increased efforts and investments to adapt to climate… 49% 41% Rising cost of living, higher prices or inflation 49% 50% Slower economic growth 48% 42% Increased focus on labour and social issues 47% 46% Ageing and declining workingage populations 41% 40% Increased geopolitical division and conflicts 37% 34% Growing working-age populations 28% 24% Increased government subsidies and industrial policy 23% 21% Stricter anti-trust and competition regulations 23% 17% Increased restrictions to global trade and investment 21% 23% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 92% 86% Robots and autonomous systems 64% 58% Energy generation, storage and distribution 42% 41% New materials and composites 37% 30% Sensing, laser and optical technologies 27% 18% Semiconductors and computing technologies 26% 20% Biotechnology and gene technologies 19% 11% Satellites and space technologies 14% 9% Quantum and encryption 14% 12% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 64 82 64 Data Analysts and Scientists 46 41 46 Business Development Professionals 16 19 16 General and Operations Managers -2 4 12 Assembly and Factory Workers -4 0 17 Administrative Assistants and Executive Secretaries -22 -20 23 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Resilience, flexibility and agility 80% Analytical thinking 70% Leadership and social influence 67% Creative thinking 64% Curiosity and lifelong learning 63% SKILLS OF INCREASING USE BY 2030 AI and big data 93% Creative thinking 71% Technological literacy 69% Curiosity and lifelong learning 65% Networks and cybersecurity 64% Economy Profile 1 / 2 Brazil Working Age Population (Millions) 140.5 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 122

• 123. Upskilling and reskilling outlook 33 Global 41 Would not need training by 2030 31 Global 29 Would be upskilled in their current role 24 Global 19 Would be upskilled and redeployed 12 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 47% 34% 19% 48% 30% 22% 2030 33% 35% 32% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Flexibility on hiring and firing practices 57% 44% Improvements to public education systems 52% 47% Funding for reskilling and upskilling 49% 55% Provision of reskilling and upskilling 49% 52% Flexibility on setting wages 31% 38% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 59% 63% Organization culture and resistance to change 45% 46% Outdated or inflexible regulatory framework 38% 39% Lack of adequate data and technical infrastructure 32% 32% Inability to attract talent to the industry 31% 37% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 34% 57% 8% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 48% -100% +100% 23% Talent development of existing workforce 4% -100% +100% 75% Talent retention of existing workforce 24% -100% +100% 45% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 68 Global 51 Run comprehensive DEI training for managers and staff 59 Global 48 Targeted recruitment, retention and progression initiatives 54 Global 42 Set DEI goals, targets or quotas AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 91 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 73 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 71 Global 62 Hiring new people with skills to better work alongside AI Economy Profile 2 / 2 Brazil Working Age Population (Millions) 140.5 Future of Jobs Report 2025 123

• 124. Contextual indicators Regional average Income Group average Labour force participation (2023) 66% Vulnerable employment (2022) 10% Share of youth not in employment, education, or training (NEET) (2023) 12% Unemployment rate (2023) 5% Unemployment rate among workers with basic edu. (2023) 8% Unemployment rate among workers with advanced edu. (2023) 4% Secondary Education Attainment (2023) 90% Tertiary Education Attainment (2023) 68% Ease of finding skilled employees in local labour market (2024) 5 Fill vacancies by hiring foreign labour (2024) 5 Country investment in mid-career training (2022) 5 Jobs and Skills outlook 22% Global 22% Labour-market churn Five-year structural labour-force churn 37% Global 39% Skill disruption Shares of core skills which will change 96% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 94% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 70% 60% Increased geopolitical division and conflicts 58% 34% Increased efforts and investments to reduce carbon… 54% 47% Increased efforts and investments to adapt to climate… 52% 41% Slower economic growth 52% 42% Rising cost of living, higher prices or inflation 47% 50% Ageing and declining workingage populations 42% 40% Increased focus on labour and social issues 41% 46% Growing working-age populations 30% 24% Increased restrictions to global trade and investment 27% 23% Increased government subsidies and industrial policy 16% 21% Stricter anti-trust and competition regulations 16% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 97% 86% Robots and autonomous systems 54% 58% Energy generation, storage and distribution 40% 41% New materials and composites 24% 30% Semiconductors and computing technologies 21% 20% Sensing, laser and optical technologies 17% 18% Quantum and encryption 14% 12% Biotechnology and gene technologies 11% 11% Satellites and space technologies 6% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 103 82 103 Data Analysts and Scientists 36 41 37 Lawyers 3 2 10 Managing Directors and Chief Executives -2 5 3 Business Services and Administration Managers -4 -7 15 Accountants and Auditors -6 -8 10 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Resilience, flexibility and agility 77% Analytical thinking 76% Leadership and social influence 68% Technological literacy 66% Creative thinking 64% SKILLS OF INCREASING USE BY 2030 AI and big data 90% Networks and cybersecurity 76% Technological literacy 75% Curiosity and lifelong learning 71% Resilience, flexibility and agility 70% Economy Profile 1 / 2 Canada Working Age Population (Millions) 27.9 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 124

• 125. Upskilling and reskilling outlook 32 Global 41 Would not need training by 2030 31 Global 29 Would be upskilled in their current role 25 Global 19 Would be upskilled and redeployed 12 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 48% 33% 20% 48% 30% 22% 2030 29% 38% 33% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Provision of reskilling and upskilling 54% 52% Funding for reskilling and upskilling 48% 55% Flexibility on hiring and firing practices 46% 44% Improvements to public education systems 42% 47% Changes to immigration laws 40% 26% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 63% 63% Organization culture and resistance to change 41% 46% Inability to attract talent to the industry 37% 37% Lack of adequate data and technical infrastructure 34% 32% Insufficient understanding of opportunities 27% 25% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 46% 42% 12% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 34% -100% +100% 26% Talent development of existing workforce 2% -100% +100% 64% Talent retention of existing workforce 18% -100% +100% 32% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 74 Global 51 Run comprehensive DEI training for managers and staff 62 Global 48 Targeted recruitment, retention and progression initiatives 58 Global 42 Set DEI goals, targets or quotas AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 90 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 78 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 71 Global 62 Hiring new people with skills to better work alongside AI Economy Profile 2 / 2 Canada Working Age Population (Millions) 27.9 Future of Jobs Report 2025 125

• 126. Contextual indicators Regional average Income Group average Labour force participation - NA Vulnerable employment (2022) 42% Share of youth not in employment, education, or training (NEET) - NA Unemployment rate - NA Unemployment rate among workers with basic edu. - NA Unemployment rate among workers with advanced edu. - NA Secondary Education Attainment (2020) 32% Tertiary Education Attainment (2020) 16% Ease of finding skilled employees in local labour market (2022) 5 Fill vacancies by hiring foreign labour (2022) 4 Country investment in mid-career training (2022) 5 Jobs and Skills outlook 18% Global 22% Labour-market churn Five-year structural labour-force churn 33% Global 39% Skill disruption Shares of core skills which will change 92% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 94% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Increased efforts and investments to reduce carbon… 64% 47% Broadening digital access 62% 60% Increased efforts and investments to adapt to climate… 56% 41% Increased geopolitical division and conflicts 56% 34% Rising cost of living, higher prices or inflation 50% 50% Slower economic growth 47% 42% Ageing and declining workingage populations 47% 40% Increased focus on labour and social issues 33% 46% Increased restrictions to global trade and investment 32% 23% Increased government subsidies and industrial policy 23% 21% Growing working-age populations 22% 24% Stricter anti-trust and competition regulations 16% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 90% 86% Robots and autonomous systems 65% 58% Energy generation, storage and distribution 47% 41% New materials and composites 43% 30% Semiconductors and computing technologies 32% 20% Sensing, laser and optical technologies 23% 18% Biotechnology and gene technologies 19% 11% Quantum and encryption 17% 12% Satellites and space technologies 7% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 208 82 208 Data Analysts and Scientists 46 41 46 Business Development Professionals 15 19 15 General and Operations Managers -3 4 8 Assembly and Factory Workers -4 0 18 Administrative Assistants and Executive Secretaries -18 -20 19 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 76% Resilience, flexibility and agility 68% Leadership and social influence 63% Creative thinking 62% Motivation and self-awareness 58% SKILLS OF INCREASING USE BY 2030 AI and big data 88% Networks and cybersecurity 68% Creative thinking 66% Technological literacy 62% Resilience, flexibility and agility 61% Economy Profile 1 / 2 China Working Age Population (Millions) 1008.8 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 126

• 127. Upskilling and reskilling outlook 40 Global 41 Would not need training by 2030 28 Global 29 Would be upskilled in their current role 21 Global 19 Would be upskilled and redeployed 11 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 44% 33% 23% 48% 30% 22% 2030 29% 37% 34% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 53% 55% Flexibility on hiring and firing practices 52% 44% Provision of reskilling and upskilling 44% 52% Changes to immigration laws 37% 26% Improvements to public education systems 37% 47% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 50% 63% Organization culture and resistance to change 49% 46% Inability to attract talent to the industry 38% 37% Outdated or inflexible regulatory framework 32% 39% Lack of adequate data and technical infrastructure 31% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 47% 46% 8% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 45% -100% +100% 26% Talent development of existing workforce 3% -100% +100% 68% Talent retention of existing workforce 19% -100% +100% 34% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 55 Global 51 Run comprehensive DEI training for managers and staff 50 Global 42 Set DEI goals, targets or quotas 47 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 87 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 65 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 65 Global 49 Re-orienting your organization to target new business opportunities created by AI Economy Profile 2 / 2 China Working Age Population (Millions) 1008.8 Future of Jobs Report 2025 127

• 128. Contextual indicators Regional average Income Group average Labour force participation (2023) 69% Vulnerable employment (2022) 44% Share of youth not in employment, education, or training (NEET) (2023) 23% Unemployment rate (2023) 8% Unemployment rate among workers with basic edu. (2023) 8% Unemployment rate among workers with advanced edu. (2023) 8% Secondary Education Attainment (2023) 57% Tertiary Education Attainment (2023) 27% Ease of finding skilled employees in local labour market (2024) 5 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 3 Jobs and Skills outlook 14% Global 22% Labour-market churn Five-year structural labour-force churn 44% Global 39% Skill disruption Shares of core skills which will change 100% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 100% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 61% 60% Increased efforts and investments to reduce carbon… 48% 47% Increased focus on labour and social issues 44% 46% Increased efforts and investments to adapt to climate… 35% 41% Slower economic growth 35% 42% Increased geopolitical division and conflicts 35% 34% Ageing and declining workingage populations 35% 40% Increased restrictions to global trade and investment 26% 23% Rising cost of living, higher prices or inflation 26% 50% Increased government subsidies and industrial policy 22% 21% Growing working-age populations 17% 24% Stricter anti-trust and competition regulations 17% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 91% 86% Energy generation, storage and distribution 52% 41% Robots and autonomous systems 48% 58% New materials and composites 26% 30% Semiconductors and computing technologies 13% 20% Satellites and space technologies 9% 9% Quantum and encryption 9% 12% Sensing, laser and optical technologies 9% 18% Biotechnology and gene technologies 4% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 27 82 27 Renewable Energy Engineers 22 38 22 Sustainability Specialists 21 33 21 Data Analysts and Scientists 15 41 15 Lawyers -1 2 7 Administrative Assistants and Executive Secretaries -24 -20 24 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 88% Resilience, flexibility and agility 81% Leadership and social influence 81% Creative thinking 75% Empathy and active listening 69% SKILLS OF INCREASING USE BY 2030 AI and big data 94% Talent management 88% Leadership and social influence 88% Creative thinking 88% Empathy and active listening 81% Economy Profile 1 / 2 Colombia Working Age Population (Millions) 31.5 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 128

• 129. Upskilling and reskilling outlook 45 Global 41 Would not need training by 2030 26 Global 29 Would be upskilled in their current role 21 Global 19 Would be upskilled and redeployed 8 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 48% 29% 23% 48% 30% 22% 2030 34% 29% 37% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 60% 55% Provision of reskilling and upskilling 60% 52% Changes to labour laws related to remote work 53% 36% Flexibility on setting wages 40% 38% Flexibility on hiring and firing practices 40% 44% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 65% 63% Outdated or inflexible regulatory framework 61% 39% Inability to attract talent to the industry 35% 37% Insufficient understanding of opportunities 26% 25% Organization culture and resistance to change 22% 46% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 36% 57% 7% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 40% -100% +100% 47% Talent development of existing workforce 7% -100% +100% 67% Talent retention of existing workforce 47% -100% +100% 47% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 60 Global 51 Run comprehensive DEI training for managers and staff 47 Global 42 Set DEI goals, targets or quotas 47 Global 39 Pay equity reviews and salary audits AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 71 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 71 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 71 Global 49 Re-orienting your organization to target new business opportunities created by AI Economy Profile 2 / 2 Colombia Working Age Population (Millions) 31.5 Future of Jobs Report 2025 129

• 130. Contextual indicators Regional average Income Group average Labour force participation (2023) 64% Vulnerable employment (2022) 14% Share of youth not in employment, education, or training (NEET) (2023) 6% Unemployment rate (2023) 2% Unemployment rate among workers with basic edu. (2023) 4% Unemployment rate among workers with advanced edu. (2023) 1% Secondary Education Attainment (2022) 91% Tertiary Education Attainment (2022) 23% Ease of finding skilled employees in local labour market (2024) 3 Fill vacancies by hiring foreign labour (2024) 3 Country investment in mid-career training (2022) 4 Jobs and Skills outlook 13% Global 22% Labour-market churn Five-year structural labour-force churn 30% Global 39% Skill disruption Shares of core skills which will change 94% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 82% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Increased efforts and investments to reduce carbon… 65% 47% Broadening digital access 61% 60% Ageing and declining workingage populations 61% 40% Rising cost of living, higher prices or inflation 48% 50% Slower economic growth 48% 42% Increased geopolitical division and conflicts 48% 34% Increased efforts and investments to adapt to climate… 44% 41% Increased focus on labour and social issues 39% 46% Growing working-age populations 30% 24% Increased government subsidies and industrial policy 17% 21% Increased restrictions to global trade and investment 17% 23% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 87% 86% Robots and autonomous systems 65% 58% Energy generation, storage and distribution 65% 41% New materials and composites 35% 30% Semiconductors and computing technologies 26% 20% Sensing, laser and optical technologies 17% 18% Satellites and space technologies 4% 9% Quantum and encryption 4% 12% Biotechnology and gene technologies 4% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 63 82 63 Data Engineers 43 36 43 Business Intelligence Analysts 16 18 29 Human Resources Specialists 4 5 4 Assembly and Factory Workers -13 0 17 Administrative Assistants and Executive Secretaries -20 -20 20 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 75% Leadership and social influence 75% Resilience, flexibility and agility 65% Creative thinking 60% Curiosity and lifelong learning 50% SKILLS OF INCREASING USE BY 2030 AI and big data 95% Networks and cybersecurity 78% Technological literacy 67% Curiosity and lifelong learning 67% Systems thinking 61% Economy Profile 1 / 2 Czech Republic Working Age Population (Millions) 7.6 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 130

• 131. Upskilling and reskilling outlook 42 Global 41 Would not need training by 2030 32 Global 29 Would be upskilled in their current role 17 Global 19 Would be upskilled and redeployed 9 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 45% 35% 20% 48% 30% 22% 2030 32% 36% 31% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 59% 55% Flexibility on hiring and firing practices 47% 44% Wage subsidies 47% 26% Flexibility on setting wages 41% 38% Improvements to public education systems 35% 47% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 61% 63% Organization culture and resistance to change 44% 46% Inability to attract talent to the industry 39% 37% Outdated or inflexible regulatory framework 30% 39% Lack of adequate data and technical infrastructure 30% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 35% 65% 0% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 53% -100% +100% 6% Talent development of existing workforce 12% -100% +100% 65% Talent retention of existing workforce 18% -100% +100% 41% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 47 Global 42 Set DEI goals, targets or quotas 35 Global 51 Run comprehensive DEI training for managers and staff 29 Global 33 Anti-harrasment protocols AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 71 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 71 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 71 Global 47 Transitioning people from jobs that AI will cause to decline, to other roles within your organization Economy Profile 2 / 2 Czech Republic Working Age Population (Millions) 7.6 Future of Jobs Report 2025 131

• 132. Contextual indicators Regional average Income Group average Labour force participation (2023) 64% Vulnerable employment (2022) 6% Share of youth not in employment, education, or training (NEET) (2023) 7% Unemployment rate (2023) 4% Unemployment rate among workers with basic edu. (2023) 6% Unemployment rate among workers with advanced edu. (2023) 4% Secondary Education Attainment (2022) 77% Tertiary Education Attainment (2022) 37% Ease of finding skilled employees in local labour market (2024) 5 Fill vacancies by hiring foreign labour (2024) 5 Country investment in mid-career training (2022) 5 Jobs and Skills outlook 10% Global 22% Labour-market churn Five-year structural labour-force churn 28% Global 39% Skill disruption Shares of core skills which will change 95% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 100% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Increased efforts and investments to adapt to climate… 56% 41% Increased focus on labour and social issues 52% 46% Increased efforts and investments to reduce carbon… 48% 47% Increased geopolitical division and conflicts 48% 34% Broadening digital access 44% 60% Ageing and declining workingage populations 44% 40% Rising cost of living, higher prices or inflation 33% 50% Slower economic growth 30% 42% Stricter anti-trust and competition regulations 26% 17% Increased government subsidies and industrial policy 22% 21% Growing working-age populations 15% 24% Increased restrictions to global trade and investment 11% 23% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 96% 86% Robots and autonomous systems 63% 58% New materials and composites 30% 30% Energy generation, storage and distribution 30% 41% Semiconductors and computing technologies 22% 20% Satellites and space technologies 11% 9% Quantum and encryption 7% 12% Sensing, laser and optical technologies 7% 18% Biotechnology and gene technologies 7% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 55 82 55 Data Analysts and Scientists 40 41 40 Financial Analysts 8 3 16 Accountants and Auditors -1 -8 8 Administrative Assistants and Executive Secretaries -9 -20 9 Accounting, Bookkeeping and Payroll Clerks -10 -18 10 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 95% Leadership and social influence 75% Resilience, flexibility and agility 75% Motivation and self-awareness 70% Creative thinking 60% SKILLS OF INCREASING USE BY 2030 AI and big data 95% Networks and cybersecurity 79% Curiosity and lifelong learning 75% Creative thinking 65% Technological literacy 63% Economy Profile 1 / 2 Denmark Working Age Population (Millions) 4.3 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 132

• 133. Upskilling and reskilling outlook 37 Global 41 Would not need training by 2030 32 Global 29 Would be upskilled in their current role 22 Global 19 Would be upskilled and redeployed 9 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 54% 30% 16% 48% 30% 22% 2030 36% 37% 27% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 63% 55% Provision of reskilling and upskilling 63% 52% Flexibility on hiring and firing practices 53% 44% Changes to labour laws related to remote work 42% 36% Improvements to public education systems 42% 47% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 56% 63% Organization culture and resistance to change 52% 46% Insufficient understanding of opportunities 30% 25% Lack of adequate data and technical infrastructure 30% 32% Inability to attract talent to the industry 26% 37% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 32% 47% 21% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 63% -100% +100% 16% Talent development of existing workforce 0% -100% +100% 79% Talent retention of existing workforce 21% -100% +100% 26% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 74 Global 51 Run comprehensive DEI training for managers and staff 58 Global 48 Targeted recruitment, retention and progression initiatives 47 Global 39 Pay equity reviews and salary audits AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 90 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 84 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 68 Global 62 Hiring new people with skills to better work alongside AI Economy Profile 2 / 2 Denmark Working Age Population (Millions) 4.3 Future of Jobs Report 2025 133

• 134. Contextual indicators Regional average Income Group average Labour force participation (2022) 50% Vulnerable employment (2022) 24% Share of youth not in employment, education, or training (NEET) (2022) 27% Unemployment rate (2022) 5% Unemployment rate among workers with basic edu. (2023) 3% Unemployment rate among workers with advanced edu. (2022) 11% Secondary Education Attainment (2022) 54% Tertiary Education Attainment (2022) 17% Ease of finding skilled employees in local labour market (2024) 5 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 4 Jobs and Skills outlook 17% Global 22% Labour-market churn Five-year structural labour-force churn 48% Global 39% Skill disruption Shares of core skills which will change 70% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 78% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Rising cost of living, higher prices or inflation 61% 50% Slower economic growth 50% 42% Broadening digital access 49% 60% Increased efforts and investments to adapt to climate… 41% 41% Increased geopolitical division and conflicts 39% 34% Increased efforts and investments to reduce carbon… 36% 47% Increased government subsidies and industrial policy 35% 21% Increased restrictions to global trade and investment 26% 23% Increased focus on labour and social issues 26% 46% Ageing and declining workingage populations 26% 40% Stricter anti-trust and competition regulations 18% 17% Growing working-age populations 17% 24% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 79% 86% Robots and autonomous systems 51% 58% Energy generation, storage and distribution 35% 41% Semiconductors and computing technologies 29% 20% New materials and composites 27% 30% Sensing, laser and optical technologies 13% 18% Biotechnology and gene technologies 6% 11% Satellites and space technologies 5% 9% Quantum and encryption 5% 12% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. Industrial and Production Engineers 9 15 9 Assembly and Factory Workers 5 0 20 Electrotechnology Engineers 4 15 4 Accountants and Auditors -1 -8 10 Managing Directors and Chief Executives -1 5 5 Accounting, Bookkeeping and Payroll Clerks -16 -18 24 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Creative thinking 63% Analytical thinking 48% Leadership and social influence 46% Technological literacy 46% AI and big data 45% SKILLS OF INCREASING USE BY 2030 AI and big data 73% Technological literacy 72% Networks and cybersecurity 69% Resilience, flexibility and agility 62% Leadership and social influence 62% Economy Profile 1 / 2 Egypt Working Age Population (Millions) 51.4 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 134

• 135. Upskilling and reskilling outlook 49 Global 41 Would not need training by 2030 28 Global 29 Would be upskilled in their current role 16 Global 19 Would be upskilled and redeployed 7 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 42% 22% 35% 48% 30% 22% 2030 30% 25% 45% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 54% 55% Provision of reskilling and upskilling 54% 52% Improvements to public education systems 52% 47% Wage subsidies 46% 26% Flexibility on setting wages 40% 38% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 73% 63% Inability to attract talent to the industry 33% 37% Organization culture and resistance to change 33% 46% Lack of adequate data and technical infrastructure 33% 32% Outdated or inflexible regulatory framework 31% 39% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 59% 28% 14% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 16% -100% +100% 55% Talent development of existing workforce 0% -100% +100% 77% Talent retention of existing workforce 6% -100% +100% 59% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 33 Global 42 Set DEI goals, targets or quotas 33 Global 26 Support workers with caregiving responsibilities 32 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 65 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 50 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 50 Global 62 Hiring new people with skills to better work alongside AI Economy Profile 2 / 2 Egypt Working Age Population (Millions) 51.4 Future of Jobs Report 2025 135

• 136. Contextual indicators Regional average Income Group average Labour force participation (2023) 70% Vulnerable employment (2022) 6% Share of youth not in employment, education, or training (NEET) (2023) 10% Unemployment rate (2023) 5% Unemployment rate among workers with basic edu. (2023) 9% Unemployment rate among workers with advanced edu. (2023) 4% Secondary Education Attainment (2022) 86% Tertiary Education Attainment (2022) 40% Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 4 Jobs and Skills outlook 13% Global 22% Labour-market churn Five-year structural labour-force churn 37% Global 39% Skill disruption Shares of core skills which will change 95% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 95% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Ageing and declining workingage populations 58% 40% Slower economic growth 50% 42% Increased focus on labour and social issues 46% 46% Rising cost of living, higher prices or inflation 42% 50% Increased geopolitical division and conflicts 42% 34% Growing working-age populations 38% 24% Increased efforts and investments to reduce carbon… 29% 47% Broadening digital access 29% 60% Increased efforts and investments to adapt to climate… 21% 41% Stricter anti-trust and competition regulations 17% 17% Increased government subsidies and industrial policy 13% 21% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 83% 86% Robots and autonomous systems 58% 58% Energy generation, storage and distribution 38% 41% New materials and composites 17% 30% Semiconductors and computing technologies 8% 20% Biotechnology and gene technologies 8% 11% Satellites and space technologies 4% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 49 82 49 Data Analysts and Scientists 30 41 30 Business Intelligence Analysts 16 18 16 Managing Directors and Chief Executives 14 5 14 General and Operations Managers 7 4 10 Accounting, Bookkeeping and Payroll Clerks -13 -18 13 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 95% Resilience, flexibility and agility 75% Leadership and social influence 65% Curiosity and lifelong learning 60% Technological literacy 60% SKILLS OF INCREASING USE BY 2030 AI and big data 85% Resilience, flexibility and agility 80% Technological literacy 75% Curiosity and lifelong learning 70% Networks and cybersecurity 60% Economy Profile 1 / 2 Estonia Working Age Population (Millions) 1.0 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 136

• 137. Upskilling and reskilling outlook 32 Global 41 Would not need training by 2030 35 Global 29 Would be upskilled in their current role 23 Global 19 Would be upskilled and redeployed 9 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 42% 40% 18% 48% 30% 22% 2030 29% 40% 31% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Flexibility on hiring and firing practices 50% 44% Funding for reskilling and upskilling 50% 55% Provision of reskilling and upskilling 50% 52% Improvements to public education systems 50% 47% Changes to labour laws related to remote work 45% 36% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 79% 63% Organization culture and resistance to change 42% 46% Inability to attract talent to the industry 33% 37% Outdated or inflexible regulatory framework 29% 39% Lack of adequate data and technical infrastructure 21% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 45% 45% 10% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 70% -100% +100% 0% Talent development of existing workforce 10% -100% +100% 55% Talent retention of existing workforce 40% -100% +100% 40% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 60 Global 39 Pay equity reviews and salary audits 55 Global 48 Targeted recruitment, retention and progression initiatives 50 Global 42 Set DEI goals, targets or quotas AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 75 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 60 Global 47 Transitioning people from jobs that AI will cause to decline, to other roles within your organization 55 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills Economy Profile 2 / 2 Estonia Working Age Population (Millions) 1.0 Future of Jobs Report 2025 137

• 138. Contextual indicators Regional average Income Group average Labour force participation (2023) 59% Vulnerable employment (2022) 8% Share of youth not in employment, education, or training (NEET) (2023) 12% Unemployment rate (2023) 6% Unemployment rate among workers with basic edu. (2023) 11% Unemployment rate among workers with advanced edu. (2023) 5% Secondary Education Attainment (2023) 78% Tertiary Education Attainment (2023) 37% Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 4 Jobs and Skills outlook 19% Global 22% Labour-market churn Five-year structural labour-force churn 33% Global 39% Skill disruption Shares of core skills which will change 93% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 95% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 57% 60% Increased efforts and investments to reduce carbon… 55% 47% Rising cost of living, higher prices or inflation 54% 50% Increased efforts and investments to adapt to climate… 49% 41% Ageing and declining workingage populations 49% 40% Increased focus on labour and social issues 47% 46% Increased geopolitical division and conflicts 47% 34% Slower economic growth 40% 42% Increased restrictions to global trade and investment 26% 23% Growing working-age populations 24% 24% Stricter anti-trust and competition regulations 24% 17% Increased government subsidies and industrial policy 22% 21% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 92% 86% Robots and autonomous systems 63% 58% Energy generation, storage and distribution 42% 41% New materials and composites 34% 30% Semiconductors and computing technologies 31% 20% Sensing, laser and optical technologies 20% 18% Quantum and encryption 19% 12% Biotechnology and gene technologies 17% 11% Satellites and space technologies 11% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 72 82 72 Data Analysts and Scientists 26 41 27 Business Development Professionals 14 19 14 Managing Directors and Chief Executives 0 5 4 General and Operations Managers -4 4 11 Assembly and Factory Workers -8 0 19 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Resilience, flexibility and agility 73% Analytical thinking 72% Motivation and self-awareness 59% Leadership and social influence 56% Curiosity and lifelong learning 53% SKILLS OF INCREASING USE BY 2030 AI and big data 92% Networks and cybersecurity 71% Curiosity and lifelong learning 70% Technological literacy 68% Environmental stewardship 65% Economy Profile 1 / 2 France Working Age Population (Millions) 47.2 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 138

• 139. Upskilling and reskilling outlook 38 Global 41 Would not need training by 2030 31 Global 29 Would be upskilled in their current role 20 Global 19 Would be upskilled and redeployed 11 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 46% 32% 22% 48% 30% 22% 2030 32% 33% 35% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Provision of reskilling and upskilling 54% 52% Funding for reskilling and upskilling 52% 55% Improvements to public education systems 52% 47% Changes to labour laws related to remote work 41% 36% Flexibility on hiring and firing practices 38% 44% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 55% 63% Organization culture and resistance to change 43% 46% Inability to attract talent to the industry 41% 37% Outdated or inflexible regulatory framework 36% 39% Lack of adequate data and technical infrastructure 36% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 49% 44% 7% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 50% -100% +100% 31% Talent development of existing workforce 5% -100% +100% 63% Talent retention of existing workforce 23% -100% +100% 27% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 57 Global 48 Targeted recruitment, retention and progression initiatives 55 Global 51 Run comprehensive DEI training for managers and staff 49 Global 39 Pay equity reviews and salary audits AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 82 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 76 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 70 Global 62 Hiring new people with skills to better work alongside AI Economy Profile 2 / 2 France Working Age Population (Millions) 47.2 Future of Jobs Report 2025 139

• 140. Contextual indicators Regional average Income Group average Labour force participation (2023) 62% Vulnerable employment (2022) 5% Share of youth not in employment, education, or training (NEET) (2023) 7% Unemployment rate (2023) 3% Unemployment rate among workers with basic edu. (2023) 6% Unemployment rate among workers with advanced edu. (2023) 2% Secondary Education Attainment (2022) 81% Tertiary Education Attainment (2022) 30% Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 4 Jobs and Skills outlook 21% Global 22% Labour-market churn Five-year structural labour-force churn 34% Global 39% Skill disruption Shares of core skills which will change 93% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 92% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 63% 60% Increased efforts and investments to reduce carbon… 60% 47% Increased geopolitical division and conflicts 52% 34% Increased efforts and investments to adapt to climate… 51% 41% Ageing and declining workingage populations 48% 40% Rising cost of living, higher prices or inflation 48% 50% Slower economic growth 47% 42% Increased focus on labour and social issues 39% 46% Increased restrictions to global trade and investment 28% 23% Increased government subsidies and industrial policy 25% 21% Stricter anti-trust and competition regulations 23% 17% Growing working-age populations 21% 24% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 93% 86% Robots and autonomous systems 67% 58% Energy generation, storage and distribution 42% 41% New materials and composites 31% 30% Semiconductors and computing technologies 31% 20% Sensing, laser and optical technologies 24% 18% Quantum and encryption 18% 12% Biotechnology and gene technologies 15% 11% Satellites and space technologies 13% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 71 82 71 Data Analysts and Scientists 34 41 35 Managing Directors and Chief Executives 0 5 3 General and Operations Managers 0 4 7 Assembly and Factory Workers -5 0 18 Administrative Assistants and Executive Secretaries -18 -20 19 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 74% Resilience, flexibility and agility 70% Creative thinking 59% Motivation and self-awareness 58% Curiosity and lifelong learning 58% SKILLS OF INCREASING USE BY 2030 AI and big data 90% Resilience, flexibility and agility 68% Curiosity and lifelong learning 67% Networks and cybersecurity 67% Technological literacy 65% Economy Profile 1 / 2 Germany Working Age Population (Millions) 63.8 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 140

• 141. Upskilling and reskilling outlook 40 Global 41 Would not need training by 2030 29 Global 29 Would be upskilled in their current role 20 Global 19 Would be upskilled and redeployed 11 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 44% 33% 23% 48% 30% 22% 2030 31% 35% 34% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 54% 55% Flexibility on hiring and firing practices 50% 44% Improvements to public education systems 45% 47% Provision of reskilling and upskilling 44% 52% Flexibility on setting wages 36% 38% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 57% 63% Organization culture and resistance to change 50% 46% Inability to attract talent to the industry 37% 37% Lack of adequate data and technical infrastructure 36% 32% Outdated or inflexible regulatory framework 35% 39% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 49% 45% 7% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 50% -100% +100% 25% Talent development of existing workforce 4% -100% +100% 67% Talent retention of existing workforce 21% -100% +100% 37% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 56 Global 48 Targeted recruitment, retention and progression initiatives 53 Global 51 Run comprehensive DEI training for managers and staff 50 Global 42 Set DEI goals, targets or quotas AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 84 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 73 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 65 Global 62 Hiring new people with skills to better work alongside AI Economy Profile 2 / 2 Germany Working Age Population (Millions) 63.8 Future of Jobs Report 2025 141

• 142. Contextual indicators Regional average Income Group average Labour force participation (2023) 56% Vulnerable employment (2022) 30% Share of youth not in employment, education, or training (NEET) (2023) 13% Unemployment rate (2023) 10% Unemployment rate among workers with basic edu. (2023) 12% Unemployment rate among workers with advanced edu. (2023) 8% Secondary Education Attainment (2022) 69% Tertiary Education Attainment (2022) 30% Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 3 Country investment in mid-career training (2022) 3 Jobs and Skills outlook 7% Global 22% Labour-market churn Five-year structural labour-force churn 39% Global 39% Skill disruption Shares of core skills which will change 83% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 83% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 74% 60% Increased focus on labour and social issues 63% 46% Rising cost of living, higher prices or inflation 58% 50% Increased efforts and investments to reduce carbon… 53% 47% Slower economic growth 53% 42% Increased efforts and investments to adapt to climate… 37% 41% Ageing and declining workingage populations 32% 40% Increased restrictions to global trade and investment 21% 23% Growing working-age populations 21% 24% Stricter anti-trust and competition regulations 21% 17% Increased geopolitical division and conflicts 21% 34% Increased government subsidies and industrial policy 16% 21% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 90% 86% Robots and autonomous systems 68% 58% Energy generation, storage and distribution 37% 41% Quantum and encryption 21% 12% Semiconductors and computing technologies 21% 20% New materials and composites 16% 30% Sensing, laser and optical technologies 16% 18% Biotechnology and gene technologies 11% 11% Satellites and space technologies 5% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 19 82 19 Project Managers 18 17 18 Human Resources Specialists 15 5 20 Business Intelligence Analysts 14 18 14 General and Operations Managers 2 4 2 Financial Analysts 0 3 7 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Resilience, flexibility and agility 73% Empathy and active listening 67% Analytical thinking 67% Leadership and social influence 60% Creative thinking 53% SKILLS OF INCREASING USE BY 2030 Technological literacy 83% Curiosity and lifelong learning 83% AI and big data 79% Creative thinking 77% Design and user experience 67% Economy Profile 1 / 2 Greece Working Age Population (Millions) 8.0 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 142

• 143. Upskilling and reskilling outlook 35 Global 41 Would not need training by 2030 35 Global 29 Would be upskilled in their current role 23 Global 19 Would be upskilled and redeployed 8 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 45% 29% 26% 48% 30% 22% 2030 28% 35% 36% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 82% 55% Provision of reskilling and upskilling 64% 52% Wage subsidies 64% 26% Changes to labour laws related to remote work 55% 36% Improvements to public education systems 46% 47% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 58% 63% Inability to attract talent to the industry 53% 37% Insufficient understanding of opportunities 32% 25% Organization culture and resistance to change 26% 46% Inability to attract talent to my firm 21% 27% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 42% 58% 0% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 25% -100% +100% 33% Talent development of existing workforce 8% -100% +100% 58% Talent retention of existing workforce 17% -100% +100% 25% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 67 Global 48 Targeted recruitment, retention and progression initiatives 58 Global 27 Embed DEI goals and solutions across the supply chain 58 Global 33 Anti-harrasment protocols AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 75 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 67 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 67 Global 62 Hiring new people with skills to better work alongside AI Economy Profile 2 / 2 Greece Working Age Population (Millions) 8.0 Future of Jobs Report 2025 143

• 144. Contextual indicators Regional average Income Group average Labour force participation (2023) 60% Vulnerable employment (2022) 6% Share of youth not in employment, education, or training (NEET) (2023) 6% Unemployment rate (2023) 3% Unemployment rate among workers with basic edu. - NA Unemployment rate among workers with advanced edu. (2023) 2% Secondary Education Attainment (2023) 66% Tertiary Education Attainment (2023) 25% Ease of finding skilled employees in local labour market (2023) 5 Fill vacancies by hiring foreign labour (2023) 4 Country investment in mid-career training (2022) 4 Jobs and Skills outlook 15% Global 22% Labour-market churn Five-year structural labour-force churn 35% Global 39% Skill disruption Shares of core skills which will change 94% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 94% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 60% 60% Increased focus on labour and social issues 60% 46% Increased efforts and investments to reduce carbon… 56% 47% Slower economic growth 52% 42% Increased efforts and investments to adapt to climate… 48% 41% Increased geopolitical division and conflicts 44% 34% Ageing and declining workingage populations 44% 40% Growing working-age populations 40% 24% Increased restrictions to global trade and investment 36% 23% Rising cost of living, higher prices or inflation 32% 50% Stricter anti-trust and competition regulations 16% 17% Increased government subsidies and industrial policy 8% 21% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 92% 86% Robots and autonomous systems 60% 58% New materials and composites 40% 30% Energy generation, storage and distribution 32% 41% Quantum and encryption 16% 12% Sensing, laser and optical technologies 16% 18% Semiconductors and computing technologies 12% 20% Biotechnology and gene technologies 12% 11% Satellites and space technologies 8% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. Data Analysts and Scientists 26 41 26 AI and Machine Learning Specialists 26 82 26 Digital Transformation Specialists 21 35 21 Lawyers 8 2 15 Compliance Officers 7 11 9 Accountants and Auditors -3 -8 7 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Leadership and social influence 90% Service orientation and customer service 84% Analytical thinking 84% Resilience, flexibility and agility 74% Creative thinking 68% SKILLS OF INCREASING USE BY 2030 AI and big data 94% Networks and cybersecurity 88% Technological literacy 79% Resilience, flexibility and agility 79% Environmental stewardship 71% Economy Profile 1 / 2 Hong Kong SAR, China Working Age Population (Millions) 6.1 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 144

• 145. Upskilling and reskilling outlook 34 Global 41 Would not need training by 2030 35 Global 29 Would be upskilled in their current role 20 Global 19 Would be upskilled and redeployed 11 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 44% 31% 25% 48% 30% 22% 2030 28% 28% 43% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 53% 55% Provision of reskilling and upskilling 53% 52% Flexibility on hiring and firing practices 41% 44% Flexibility on setting wages 29% 38% Improvements to public education systems 29% 47% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 52% 63% Inability to attract talent to the industry 44% 37% Organization culture and resistance to change 40% 46% Lack of adequate data and technical infrastructure 36% 32% Inability to attract talent to my firm 32% 27% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 18% 65% 18% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 41% -100% +100% 41% Talent development of existing workforce 6% -100% +100% 71% Talent retention of existing workforce 18% -100% +100% 47% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 82 Global 48 Targeted recruitment, retention and progression initiatives 59 Global 51 Run comprehensive DEI training for managers and staff 53 Global 42 Set DEI goals, targets or quotas AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 94 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 65 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 59 Global 47 Transitioning people from jobs that AI will cause to decline, to other roles within your organization Economy Profile 2 / 2 Hong Kong SAR, China Working Age Population (Millions) 6.1 Future of Jobs Report 2025 145

• 146. Contextual indicators Regional average Income Group average Labour force participation (2023) 65% Vulnerable employment (2022) 8% Share of youth not in employment, education, or training (NEET) (2023) 10% Unemployment rate (2023) 4% Unemployment rate among workers with basic edu. (2023) 11% Unemployment rate among workers with advanced edu. (2023) 1% Secondary Education Attainment (2022) 83% Tertiary Education Attainment (2022) 27% Ease of finding skilled employees in local labour market (2024) 3 Fill vacancies by hiring foreign labour (2024) 3 Country investment in mid-career training (2022) 3 Jobs and Skills outlook 17% Global 22% Labour-market churn Five-year structural labour-force churn 36% Global 39% Skill disruption Shares of core skills which will change 100% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 92% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 70% 60% Rising cost of living, higher prices or inflation 70% 50% Increased efforts and investments to reduce carbon… 65% 47% Ageing and declining workingage populations 65% 40% Increased focus on labour and social issues 55% 46% Slower economic growth 50% 42% Increased geopolitical division and conflicts 50% 34% Growing working-age populations 40% 24% Increased efforts and investments to adapt to climate… 35% 41% Increased government subsidies and industrial policy 15% 21% Stricter anti-trust and competition regulations 15% 17% Increased restrictions to global trade and investment 5% 23% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 85% 86% Robots and autonomous systems 75% 58% Energy generation, storage and distribution 40% 41% New materials and composites 20% 30% Semiconductors and computing technologies 15% 20% Satellites and space technologies 5% 9% Quantum and encryption 5% 12% Sensing, laser and optical technologies 5% 18% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 94 82 94 Business Intelligence Analysts 11 18 20 Human Resources Specialists -5 5 8 General and Operations Managers -11 4 14 Assembly and Factory Workers -18 0 27 Accounting, Bookkeeping and Payroll Clerks -31 -18 31 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 86% Leadership and social influence 79% Motivation and self-awareness 79% Resilience, flexibility and agility 64% Creative thinking 57% SKILLS OF INCREASING USE BY 2030 AI and big data 93% Networks and cybersecurity 86% Technological literacy 79% Creative thinking 79% Talent management 64% Economy Profile 1 / 2 Hungary Working Age Population (Millions) 7.1 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 146

• 147. Upskilling and reskilling outlook 40 Global 41 Would not need training by 2030 29 Global 29 Would be upskilled in their current role 21 Global 19 Would be upskilled and redeployed 10 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 45% 39% 16% 48% 30% 22% 2030 32% 36% 32% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Changes to labour laws related to remote work 69% 36% Funding for reskilling and upskilling 62% 55% Flexibility on setting wages 46% 38% Improvements to public education systems 46% 47% Wage subsidies 39% 26% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 65% 63% Organization culture and resistance to change 55% 46% Inability to attract talent to the industry 45% 37% Insufficient understanding of opportunities 40% 25% Lack of adequate data and technical infrastructure 30% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 46% 39% 15% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 77% -100% +100% 0% Talent development of existing workforce 15% -100% +100% 54% Talent retention of existing workforce 31% -100% +100% 23% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 46 Global 27 Embed DEI goals and solutions across the supply chain 39 Global 51 Run comprehensive DEI training for managers and staff 39 Global 39 Pay equity reviews and salary audits AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 83 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 58 Global 62 Hiring new people with skills to better work alongside AI 58 Global 49 Re-orienting your organization to target new business opportunities created by AI Economy Profile 2 / 2 Hungary Working Age Population (Millions) 7.1 Future of Jobs Report 2025 147

• 148. Contextual indicators Regional average Income Group average Labour force participation (2023) 63% Vulnerable employment (2022) 74% Share of youth not in employment, education, or training (NEET) (2023) 23% Unemployment rate (2023) 2% Unemployment rate among workers with basic edu. (2023) 1% Unemployment rate among workers with advanced edu. (2023) 8% Secondary Education Attainment (2023) 34% Tertiary Education Attainment (2021) 12% Ease of finding skilled employees in local labour market (2024) 3 Fill vacancies by hiring foreign labour (2024) 3 Country investment in mid-career training (2022) 4 Jobs and Skills outlook 20% Global 22% Labour-market churn Five-year structural labour-force churn 38% Global 39% Skill disruption Shares of core skills which will change 95% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 96% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 72% 60% Increased geopolitical division and conflicts 55% 34% Increased efforts and investments to reduce carbon… 53% 47% Increased efforts and investments to adapt to climate… 52% 41% Rising cost of living, higher prices or inflation 44% 50% Slower economic growth 44% 42% Ageing and declining workingage populations 42% 40% Increased focus on labour and social issues 41% 46% Increased government subsidies and industrial policy 29% 21% Increased restrictions to global trade and investment 29% 23% Growing working-age populations 29% 24% Stricter anti-trust and competition regulations 23% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 88% 86% Robots and autonomous systems 60% 58% Energy generation, storage and distribution 36% 41% Semiconductors and computing technologies 35% 20% New materials and composites 33% 30% Sensing, laser and optical technologies 24% 18% Quantum and encryption 21% 12% Biotechnology and gene technologies 16% 11% Satellites and space technologies 13% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 176 82 176 Data Analysts and Scientists 54 41 55 Business Intelligence Analysts 17 18 19 Business Development Professionals 14 19 16 Assembly and Factory Workers 2 0 28 Administrative Assistants and Executive Secretaries -20 -20 24 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 79% Resilience, flexibility and agility 63% AI and big data 62% Creative thinking 59% Leadership and social influence 55% SKILLS OF INCREASING USE BY 2030 AI and big data 94% Technological literacy 74% Creative thinking 71% Resilience, flexibility and agility 69% Networks and cybersecurity 68% Economy Profile 1 / 2 India Working Age Population (Millions) 672.8 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 148

• 149. Upskilling and reskilling outlook 37 Global 41 Would not need training by 2030 29 Global 29 Would be upskilled in their current role 22 Global 19 Would be upskilled and redeployed 12 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 48% 29% 22% 48% 30% 22% 2030 31% 34% 34% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 53% 55% Provision of reskilling and upskilling 53% 52% Improvements to public education systems 47% 47% Flexibility on hiring and firing practices 41% 44% Changes to immigration laws 34% 26% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 65% 63% Organization culture and resistance to change 47% 46% Inability to attract talent to the industry 40% 37% Lack of adequate data and technical infrastructure 36% 32% Insufficient understanding of opportunities 32% 25% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 43% 46% 11% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 38% -100% +100% 27% Talent development of existing workforce 3% -100% +100% 75% Talent retention of existing workforce 19% -100% +100% 36% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 67 Global 51 Run comprehensive DEI training for managers and staff 60 Global 42 Set DEI goals, targets or quotas 56 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 86 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 72 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 66 Global 49 Re-orienting your organization to target new business opportunities created by AI Economy Profile 2 / 2 India Working Age Population (Millions) 672.8 Future of Jobs Report 2025 149

• 150. Contextual indicators Regional average Income Group average Labour force participation (2023) 74% Vulnerable employment (2022) 50% Share of youth not in employment, education, or training (NEET) (2023) 21% Unemployment rate (2023) 2% Unemployment rate among workers with basic edu. (2023) 1% Unemployment rate among workers with advanced edu. (2023) 2% Secondary Education Attainment (2023) 39% Tertiary Education Attainment (2023) 12% Ease of finding skilled employees in local labour market (2024) 5 Fill vacancies by hiring foreign labour (2024) 5 Country investment in mid-career training (2022) 5 Jobs and Skills outlook 14% Global 22% Labour-market churn Five-year structural labour-force churn 36% Global 39% Skill disruption Shares of core skills which will change 94% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 90% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 83% 60% Increased efforts and investments to reduce carbon… 67% 47% Rising cost of living, higher prices or inflation 63% 50% Increased efforts and investments to adapt to climate… 61% 41% Increased geopolitical division and conflicts 57% 34% Ageing and declining workingage populations 54% 40% Slower economic growth 50% 42% Increased focus on labour and social issues 44% 46% Increased restrictions to global trade and investment 41% 23% Growing working-age populations 39% 24% Increased government subsidies and industrial policy 28% 21% Stricter anti-trust and competition regulations 17% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 83% 86% Robots and autonomous systems 65% 58% Energy generation, storage and distribution 54% 41% New materials and composites 52% 30% Sensing, laser and optical technologies 39% 18% Semiconductors and computing technologies 33% 20% Biotechnology and gene technologies 24% 11% Satellites and space technologies 13% 9% Quantum and encryption 13% 12% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 52 82 52 Big Data Specialists 26 113 28 Business Development Professionals 15 19 19 Managing Directors and Chief Executives 7 5 7 Assembly and Factory Workers -9 0 15 Data Entry Clerks -29 -26 29 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Resilience, flexibility and agility 65% Analytical thinking 65% Creative thinking 62% Talent management 54% AI and big data 54% SKILLS OF INCREASING USE BY 2030 AI and big data 100% Creative thinking 77% Technological literacy 71% Networks and cybersecurity 71% Analytical thinking 64% Economy Profile 1 / 2 Indonesia Working Age Population (Millions) 167.6 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 150

• 151. Upskilling and reskilling outlook 36 Global 41 Would not need training by 2030 30 Global 29 Would be upskilled in their current role 22 Global 19 Would be upskilled and redeployed 13 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 46% 31% 23% 48% 30% 22% 2030 32% 35% 33% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Provision of reskilling and upskilling 62% 52% Funding for reskilling and upskilling 56% 55% Flexibility on hiring and firing practices 47% 44% Improvements to public education systems 44% 47% Flexibility on setting wages 41% 38% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 54% 63% Inability to attract talent to the industry 48% 37% Outdated or inflexible regulatory framework 48% 39% Lack of adequate data and technical infrastructure 44% 32% Organization culture and resistance to change 37% 46% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 38% 53% 9% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 41% -100% +100% 26% Talent development of existing workforce 3% -100% +100% 74% Talent retention of existing workforce 24% -100% +100% 44% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 62 Global 48 Targeted recruitment, retention and progression initiatives 56 Global 42 Set DEI goals, targets or quotas 53 Global 51 Run comprehensive DEI training for managers and staff AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 94 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 74 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 65 Global 62 Hiring new people with skills to better work alongside AI Economy Profile 2 / 2 Indonesia Working Age Population (Millions) 167.6 Future of Jobs Report 2025 151

• 152. Contextual indicators Regional average Income Group average Labour force participation (2023) 68% Vulnerable employment (2022) 10% Share of youth not in employment, education, or training (NEET) (2023) 6% Unemployment rate (2023) 3% Unemployment rate among workers with basic edu. (2023) 6% Unemployment rate among workers with advanced edu. (2023) 3% Secondary Education Attainment (2022) 80% Tertiary Education Attainment (2022) 47% Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 5 Country investment in mid-career training (2022) 4 Jobs and Skills outlook 10% Global 22% Labour-market churn Five-year structural labour-force churn 37% Global 39% Skill disruption Shares of core skills which will change 87% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 93% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Increased efforts and investments to adapt to climate… 57% 41% Increased focus on labour and social issues 57% 46% Broadening digital access 48% 60% Increased efforts and investments to reduce carbon… 43% 47% Ageing and declining workingage populations 38% 40% Slower economic growth 33% 42% Increased geopolitical division and conflicts 33% 34% Increased restrictions to global trade and investment 29% 23% Growing working-age populations 29% 24% Rising cost of living, higher prices or inflation 29% 50% Stricter anti-trust and competition regulations 24% 17% Increased government subsidies and industrial policy 19% 21% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 81% 86% Robots and autonomous systems 52% 58% Energy generation, storage and distribution 43% 41% Sensing, laser and optical technologies 43% 18% Semiconductors and computing technologies 43% 20% Quantum and encryption 29% 12% New materials and composites 29% 30% Satellites and space technologies 14% 9% Biotechnology and gene technologies 10% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. Sustainability Specialists 24 33 24 AI and Machine Learning Specialists 23 82 23 Business Development Professionals 20 19 20 Vocational Education Teachers 15 9 15 Data Analysts and Scientists 11 41 15 Supply Chain and Logistics Specialists 7 17 13 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 82% Resilience, flexibility and agility 82% Service orientation and customer service 77% Empathy and active listening 71% Leadership and social influence 71% SKILLS OF INCREASING USE BY 2030 Resilience, flexibility and agility 88% Curiosity and lifelong learning 88% Technological literacy 86% AI and big data 80% Talent management 69% Economy Profile 1 / 2 Ireland Working Age Population (Millions) 3.6 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 152

• 153. Upskilling and reskilling outlook 33 Global 41 Would not need training by 2030 31 Global 29 Would be upskilled in their current role 25 Global 19 Would be upskilled and redeployed 10 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 42% 35% 23% 48% 30% 22% 2030 30% 38% 32% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Improvements to public education systems 60% 47% Flexibility on hiring and firing practices 47% 44% Funding for reskilling and upskilling 47% 55% Provision of reskilling and upskilling 47% 52% Changes to labour laws related to remote work 40% 36% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 76% 63% Inability to attract talent to my firm 43% 27% Inability to attract talent to the industry 38% 37% Organization culture and resistance to change 33% 46% Shortage of investment capital 29% 26% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 47% 47% 7% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 43% -100% +100% 21% Talent development of existing workforce 0% -100% +100% 62% Talent retention of existing workforce 38% -100% +100% 23% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 73 Global 39 Pay equity reviews and salary audits 60 Global 51 Run comprehensive DEI training for managers and staff 53 Global 33 Anti-harrasment protocols AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 86 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 71 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 71 Global 49 Re-orienting your organization to target new business opportunities created by AI Economy Profile 2 / 2 Ireland Working Age Population (Millions) 3.6 Future of Jobs Report 2025 153

• 154. Contextual indicators Regional average Income Group average Labour force participation (2023) 69% Vulnerable employment (2022) 8% Share of youth not in employment, education, or training (NEET) (2023) 15% Unemployment rate (2023) 3% Unemployment rate among workers with basic edu. (2023) 5% Unemployment rate among workers with advanced edu. (2023) 2% Secondary Education Attainment (2022) 85% Tertiary Education Attainment (2022) 38% Ease of finding skilled employees in local labour market (2024) 6 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 4 Jobs and Skills outlook 20% Global 22% Labour-market churn Five-year structural labour-force churn 43% Global 39% Skill disruption Shares of core skills which will change 86% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 96% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 68% 60% Rising cost of living, higher prices or inflation 51% 50% Stricter anti-trust and competition regulations 46% 17% Increased focus on labour and social issues 46% 46% Slower economic growth 42% 42% Increased geopolitical division and conflicts 37% 34% Increased efforts and investments to reduce carbon… 32% 47% Ageing and declining workingage populations 29% 40% Increased efforts and investments to adapt to climate… 24% 41% Growing working-age populations 24% 24% Increased restrictions to global trade and investment 22% 23% Increased government subsidies and industrial policy 20% 21% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 91% 86% Robots and autonomous systems 57% 58% New materials and composites 29% 30% Energy generation, storage and distribution 29% 41% Sensing, laser and optical technologies 24% 18% Semiconductors and computing technologies 17% 20% Quantum and encryption 12% 12% Biotechnology and gene technologies 12% 11% Satellites and space technologies 5% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 65 82 65 Data Analysts and Scientists 60 41 68 Business Intelligence Analysts 25 18 30 Business Development Professionals 22 19 22 Assembly and Factory Workers -11 0 22 Administrative Assistants and Executive Secretaries -20 -20 20 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Resilience, flexibility and agility 80% Analytical thinking 63% Systems thinking 63% AI and big data 60% Creative thinking 57% SKILLS OF INCREASING USE BY 2030 AI and big data 93% Resilience, flexibility and agility 89% Curiosity and lifelong learning 79% Systems thinking 74% Networks and cybersecurity 72% Economy Profile 1 / 2 Israel Working Age Population (Millions) 5.5 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 154

• 155. Upskilling and reskilling outlook 44 Global 41 Would not need training by 2030 26 Global 29 Would be upskilled in their current role 17 Global 19 Would be upskilled and redeployed 12 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 38% 40% 22% 48% 30% 22% 2030 26% 37% 37% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 71% 55% Provision of reskilling and upskilling 54% 52% Improvements to public education systems 50% 47% Changes to labour laws related to remote work 32% 36% Improved transport infrastructure and services 32% 22% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 48% 63% Organization culture and resistance to change 41% 46% Outdated or inflexible regulatory framework 41% 39% Lack of adequate data and technical infrastructure 36% 32% Shortage of investment capital 29% 26% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 47% 47% 7% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 40% -100% +100% 17% Talent development of existing workforce 3% -100% +100% 52% Talent retention of existing workforce 17% -100% +100% 38% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 66 Global 48 Targeted recruitment, retention and progression initiatives 59 Global 51 Run comprehensive DEI training for managers and staff 48 Global 42 Set DEI goals, targets or quotas AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 96 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 80 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 80 Global 49 Re-orienting your organization to target new business opportunities created by AI Economy Profile 2 / 2 Israel Working Age Population (Millions) 5.5 Future of Jobs Report 2025 155

• 156. Contextual indicators Regional average Income Group average Labour force participation (2023) 53% Vulnerable employment (2022) 15% Share of youth not in employment, education, or training (NEET) (2023) 13% Unemployment rate (2023) 7% Unemployment rate among workers with basic edu. (2023) 10% Unemployment rate among workers with advanced edu. (2023) 4% Secondary Education Attainment (2022) 53% Tertiary Education Attainment (2022) 17% Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 4 Jobs and Skills outlook 18% Global 22% Labour-market churn Five-year structural labour-force churn 38% Global 39% Skill disruption Shares of core skills which will change 88% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 96% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Increased efforts and investments to reduce carbon… 70% 47% Broadening digital access 65% 60% Rising cost of living, higher prices or inflation 58% 50% Increased focus on labour and social issues 48% 46% Ageing and declining workingage populations 48% 40% Slower economic growth 46% 42% Increased efforts and investments to adapt to climate… 42% 41% Increased geopolitical division and conflicts 42% 34% Increased restrictions to global trade and investment 26% 23% Growing working-age populations 26% 24% Stricter anti-trust and competition regulations 22% 17% Increased government subsidies and industrial policy 19% 21% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 86% 86% Robots and autonomous systems 65% 58% Energy generation, storage and distribution 49% 41% New materials and composites 38% 30% Semiconductors and computing technologies 28% 20% Sensing, laser and optical technologies 22% 18% Quantum and encryption 18% 12% Satellites and space technologies 11% 9% Biotechnology and gene technologies 10% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 37 82 37 Business Development Professionals 19 19 19 General and Operations Managers 7 4 9 Business Intelligence Analysts 3 18 16 Assembly and Factory Workers -5 0 20 Accountants and Auditors -14 -8 14 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 67% Resilience, flexibility and agility 67% Empathy and active listening 63% Motivation and self-awareness 61% Curiosity and lifelong learning 54% SKILLS OF INCREASING USE BY 2030 AI and big data 94% Networks and cybersecurity 85% Curiosity and lifelong learning 75% Resilience, flexibility and agility 71% Environmental stewardship 68% Economy Profile 1 / 2 Italy Working Age Population (Millions) 45.4 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 156

• 157. Upskilling and reskilling outlook 39 Global 41 Would not need training by 2030 27 Global 29 Would be upskilled in their current role 22 Global 19 Would be upskilled and redeployed 11 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 46% 35% 18% 48% 30% 22% 2030 34% 35% 31% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 65% 55% Provision of reskilling and upskilling 61% 52% Improvements to public education systems 49% 47% Changes to labour laws related to remote work 47% 36% Flexibility on setting wages 37% 38% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 59% 63% Inability to attract talent to the industry 44% 37% Lack of adequate data and technical infrastructure 39% 32% Organization culture and resistance to change 35% 46% Inability to attract talent to my firm 34% 27% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 39% 59% 2% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 52% -100% +100% 29% Talent development of existing workforce 2% -100% +100% 77% Talent retention of existing workforce 11% -100% +100% 43% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 57 Global 51 Run comprehensive DEI training for managers and staff 53 Global 48 Targeted recruitment, retention and progression initiatives 47 Global 33 Anti-harrasment protocols AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 83 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 75 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 66 Global 62 Hiring new people with skills to better work alongside AI Economy Profile 2 / 2 Italy Working Age Population (Millions) 45.4 Future of Jobs Report 2025 157

• 158. Contextual indicators Regional average Income Group average Labour force participation (2023) 64% Vulnerable employment (2022) 8% Share of youth not in employment, education, or training (NEET) (2019) 3% Unemployment rate (2023) 2% Unemployment rate among workers with basic edu. - NA Unemployment rate among workers with advanced edu. (2020) 2% Secondary Education Attainment (2020) 85% Tertiary Education Attainment - NA Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 3 Country investment in mid-career training (2022) 4 Jobs and Skills outlook 22% Global 22% Labour-market churn Five-year structural labour-force churn 34% Global 39% Skill disruption Shares of core skills which will change 96% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 90% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Ageing and declining workingage populations 69% 40% Broadening digital access 68% 60% Slower economic growth 64% 42% Increased efforts and investments to reduce carbon… 60% 47% Rising cost of living, higher prices or inflation 57% 50% Increased efforts and investments to adapt to climate… 49% 41% Increased focus on labour and social issues 48% 46% Increased geopolitical division and conflicts 46% 34% Increased restrictions to global trade and investment 25% 23% Increased government subsidies and industrial policy 22% 21% Growing working-age populations 20% 24% Stricter anti-trust and competition regulations 14% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 94% 86% Robots and autonomous systems 64% 58% Semiconductors and computing technologies 39% 20% Energy generation, storage and distribution 35% 41% New materials and composites 31% 30% Quantum and encryption 27% 12% Sensing, laser and optical technologies 26% 18% Biotechnology and gene technologies 21% 11% Satellites and space technologies 15% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 51 82 51 Business Development Professionals 20 19 20 General and Operations Managers 17 4 29 Managing Directors and Chief Executives 13 5 13 Administrative Assistants and Executive Secretaries -16 -20 17 Accounting, Bookkeeping and Payroll Clerks -19 -18 19 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 68% Leadership and social influence 66% Motivation and self-awareness 60% Creative thinking 60% Resilience, flexibility and agility 59% SKILLS OF INCREASING USE BY 2030 AI and big data 90% Creative thinking 72% Networks and cybersecurity 71% Curiosity and lifelong learning 71% Resilience, flexibility and agility 65% Economy Profile 1 / 2 Japan Working Age Population (Millions) 98.4 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 158

• 159. Upskilling and reskilling outlook 39 Global 41 Would not need training by 2030 27 Global 29 Would be upskilled in their current role 21 Global 19 Would be upskilled and redeployed 13 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 48% 33% 20% 48% 30% 22% 2030 33% 38% 29% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Provision of reskilling and upskilling 58% 52% Funding for reskilling and upskilling 53% 55% Flexibility on hiring and firing practices 51% 44% Flexibility on setting wages 43% 38% Improvements to public education systems 36% 47% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Organization culture and resistance to change 55% 46% Inability to attract talent to the industry 49% 37% Skills gaps in the labour market 41% 63% Insufficient understanding of opportunities 38% 25% Lack of adequate data and technical infrastructure 36% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 46% 51% 4% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 47% -100% +100% 23% Talent development of existing workforce 0% -100% +100% 80% Talent retention of existing workforce 18% -100% +100% 30% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 65 Global 51 Run comprehensive DEI training for managers and staff 45 Global 42 Set DEI goals, targets or quotas 45 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 88 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 68 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 68 Global 62 Hiring new people with skills to better work alongside AI Economy Profile 2 / 2 Japan Working Age Population (Millions) 98.4 Future of Jobs Report 2025 159

• 160. Contextual indicators Regional average Income Group average Labour force participation - NA Vulnerable employment (2022) 24% Share of youth not in employment, education, or training (NEET) - NA Unemployment rate (2022) 5% Unemployment rate among workers with basic edu. - NA Unemployment rate among workers with advanced edu. - NA Secondary Education Attainment (2019) 94% Tertiary Education Attainment - NA Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 3 Jobs and Skills outlook 19% Global 22% Labour-market churn Five-year structural labour-force churn 40% Global 39% Skill disruption Shares of core skills which will change 69% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 63% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 58% 60% Rising cost of living, higher prices or inflation 49% 50% Slower economic growth 35% 42% Increased focus on labour and social issues 31% 46% Increased government subsidies and industrial policy 30% 21% Increased efforts and investments to reduce carbon… 29% 47% Increased geopolitical division and conflicts 29% 34% Increased restrictions to global trade and investment 25% 23% Growing working-age populations 25% 24% Increased efforts and investments to adapt to climate… 21% 41% Stricter anti-trust and competition regulations 21% 17% Ageing and declining workingage populations 20% 40% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 65% 86% Energy generation, storage and distribution 54% 41% Robots and autonomous systems 44% 58% New materials and composites 37% 30% Semiconductors and computing technologies 15% 20% Sensing, laser and optical technologies 11% 18% Satellites and space technologies 10% 9% Quantum and encryption 8% 12% Biotechnology and gene technologies 8% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 39 82 39 Energy Engineers 9 18 10 Accountants and Auditors 6 -8 21 Lawyers -5 2 11 Accounting, Bookkeeping and Payroll Clerks -14 -18 15 Administrative Assistants and Executive Secretaries -14 -20 15 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 71% Resilience, flexibility and agility 70% Leadership and social influence 64% Creative thinking 64% Motivation and self-awareness 59% SKILLS OF INCREASING USE BY 2030 AI and big data 83% Networks and cybersecurity 74% Multi-lingualism 64% Environmental stewardship 59% Technological literacy 58% Economy Profile 1 / 2 Kazakhstan Working Age Population (Millions) N/A INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 160

• 161. Upskilling and reskilling outlook 54 Global 41 Would not need training by 2030 24 Global 29 Would be upskilled in their current role 13 Global 19 Would be upskilled and redeployed 9 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 43% 31% 26% 48% 30% 22% 2030 29% 32% 39% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 54% 55% Improvements to public education systems 51% 47% Provision of reskilling and upskilling 48% 52% Flexibility on setting wages 46% 38% Changes to labour laws related to remote work 39% 36% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 70% 63% Shortage of investment capital 40% 26% Lack of adequate data and technical infrastructure 34% 32% Organization culture and resistance to change 31% 46% Inability to attract talent to my firm 26% 27% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 55% 37% 8% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 30% -100% +100% 23% Talent development of existing workforce 2% -100% +100% 77% Talent retention of existing workforce 9% -100% +100% 58% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 43 Global 48 Targeted recruitment, retention and progression initiatives 40 Global 39 Pay equity reviews and salary audits 39 Global 51 Run comprehensive DEI training for managers and staff AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 57 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 55 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 49 Global 41 Downsizing workforce where AI can replicate people’s work Economy Profile 2 / 2 Kazakhstan Working Age Population (Millions) N/A Future of Jobs Report 2025 161

• 162. Contextual indicators Regional average Income Group average Labour force participation (2023) 69% Vulnerable employment (2022) 19% Share of youth not in employment, education, or training (NEET) - NA Unemployment rate (2023) 3% Unemployment rate among workers with basic edu. (2023) 3% Unemployment rate among workers with advanced edu. (2023) 3% Secondary Education Attainment (2023) 81% Tertiary Education Attainment (2023) 49% Ease of finding skilled employees in local labour market (2024) 5 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 4 Jobs and Skills outlook 17% Global 22% Labour-market churn Five-year structural labour-force churn 38% Global 39% Skill disruption Shares of core skills which will change 100% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 100% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 71% 60% Increased geopolitical division and conflicts 71% 34% Increased efforts and investments to reduce carbon… 65% 47% Slower economic growth 59% 42% Ageing and declining workingage populations 59% 40% Increased restrictions to global trade and investment 53% 23% Rising cost of living, higher prices or inflation 47% 50% Increased efforts and investments to adapt to climate… 41% 41% Increased focus on labour and social issues 35% 46% Growing working-age populations 24% 24% Increased government subsidies and industrial policy 18% 21% Stricter anti-trust and competition regulations 6% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 88% 86% Robots and autonomous systems 65% 58% New materials and composites 53% 30% Semiconductors and computing technologies 53% 20% Sensing, laser and optical technologies 47% 18% Energy generation, storage and distribution 35% 41% Quantum and encryption 29% 12% Biotechnology and gene technologies 24% 11% Satellites and space technologies 18% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. System Engineers 41 33 41 AI and Machine Learning Specialists 22 82 22 Managing Directors and Chief Executives 10 5 10 Data Engineers 10 36 16 General and Operations Managers -12 4 14 Accounting, Bookkeeping and Payroll Clerks -14 -18 14 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 75% Creative thinking 75% Motivation and self-awareness 69% Curiosity and lifelong learning 63% Leadership and social influence 63% SKILLS OF INCREASING USE BY 2030 Creative thinking 87% AI and big data 87% Leadership and social influence 63% Systems thinking 63% Networks and cybersecurity 63% Economy Profile 1 / 2 Korea, Republic of Working Age Population (Millions) 40.9 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 162

• 163. Upskilling and reskilling outlook 52 Global 41 Would not need training by 2030 23 Global 29 Would be upskilled in their current role 14 Global 19 Would be upskilled and redeployed 11 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 48% 33% 19% 48% 30% 22% 2030 37% 41% 22% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Flexibility on hiring and firing practices 67% 44% Funding for reskilling and upskilling 58% 55% Provision of reskilling and upskilling 58% 52% Changes to immigration laws 42% 26% Flexibility on setting wages 33% 38% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Inability to attract talent to the industry 47% 37% Lack of adequate data and technical infrastructure 47% 32% Organization culture and resistance to change 41% 46% Inability to attract talent to my firm 35% 27% Skills gaps in the labour market 35% 63% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 58% 42% 0% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 50% -100% +100% 17% Talent development of existing workforce 0% -100% +100% 73% Talent retention of existing workforce 27% -100% +100% 27% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 75 Global 51 Run comprehensive DEI training for managers and staff 50 Global 42 Set DEI goals, targets or quotas 50 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 100 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 89 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 78 Global 49 Re-orienting your organization to target new business opportunities created by AI Economy Profile 2 / 2 Korea, Republic of Working Age Population (Millions) 40.9 Future of Jobs Report 2025 163

• 164. Contextual indicators Regional average Income Group average Labour force participation (2023) 65% Vulnerable employment (2022) 9% Share of youth not in employment, education, or training (NEET) (2023) 7% Unemployment rate (2023) 6% Unemployment rate among workers with basic edu. (2023) 12% Unemployment rate among workers with advanced edu. (2023) 3% Secondary Education Attainment (2023) 69% Tertiary Education Attainment (2023) 37% Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 4 Jobs and Skills outlook 13% Global 22% Labour-market churn Five-year structural labour-force churn 37% Global 39% Skill disruption Shares of core skills which will change 87% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 92% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Ageing and declining workingage populations 63% 40% Rising cost of living, higher prices or inflation 54% 50% Increased focus on labour and social issues 50% 46% Broadening digital access 44% 60% Slower economic growth 41% 42% Increased geopolitical division and conflicts 41% 34% Growing working-age populations 39% 24% Increased efforts and investments to reduce carbon… 30% 47% Increased efforts and investments to adapt to climate… 24% 41% Stricter anti-trust and competition regulations 24% 17% Increased government subsidies and industrial policy 9% 21% Increased restrictions to global trade and investment 7% 23% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 87% 86% Robots and autonomous systems 59% 58% Energy generation, storage and distribution 41% 41% New materials and composites 28% 30% Sensing, laser and optical technologies 11% 18% Biotechnology and gene technologies 11% 11% Semiconductors and computing technologies 7% 20% Satellites and space technologies 4% 9% Quantum and encryption 2% 12% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 30 82 30 Business Intelligence Analysts 23 18 23 Data Analysts and Scientists 20 41 20 Assembly and Factory Workers 13 0 17 General and Operations Managers 4 4 6 Accountants and Auditors -21 -8 23 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 81% Resilience, flexibility and agility 71% Curiosity and lifelong learning 61% Service orientation and customer service 59% Leadership and social influence 59% SKILLS OF INCREASING USE BY 2030 AI and big data 93% Curiosity and lifelong learning 73% Networks and cybersecurity 71% Technological literacy 70% Resilience, flexibility and agility 69% Economy Profile 1 / 2 Latvia Working Age Population (Millions) 1.4 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 164

• 165. Upskilling and reskilling outlook 30 Global 41 Would not need training by 2030 37 Global 29 Would be upskilled in their current role 21 Global 19 Would be upskilled and redeployed 12 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 47% 35% 17% 48% 30% 22% 2030 30% 40% 30% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 61% 55% Flexibility on hiring and firing practices 42% 44% Provision of reskilling and upskilling 42% 52% Improvements to public education systems 42% 47% Changes to immigration laws 40% 26% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 76% 63% Organization culture and resistance to change 52% 46% Inability to attract talent to the industry 44% 37% Outdated or inflexible regulatory framework 41% 39% Lack of adequate data and technical infrastructure 30% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 55% 40% 5% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 71% -100% +100% 8% Talent development of existing workforce 11% -100% +100% 53% Talent retention of existing workforce 32% -100% +100% 34% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 53 Global 51 Run comprehensive DEI training for managers and staff 53 Global 39 Pay equity reviews and salary audits 37 Global 42 Set DEI goals, targets or quotas AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 74 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 53 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 53 Global 47 Transitioning people from jobs that AI will cause to decline, to other roles within your organization Economy Profile 2 / 2 Latvia Working Age Population (Millions) 1.4 Future of Jobs Report 2025 165

• 166. Contextual indicators Regional average Income Group average Labour force participation (2023) 67% Vulnerable employment (2022) 11% Share of youth not in employment, education, or training (NEET) (2023) 14% Unemployment rate (2023) 6% Unemployment rate among workers with basic edu. (2023) 17% Unemployment rate among workers with advanced edu. (2023) 4% Secondary Education Attainment (2022) 92% Tertiary Education Attainment (2022) 41% Ease of finding skilled employees in local labour market (2023) 3 Fill vacancies by hiring foreign labour (2023) 3 Country investment in mid-career training (2022) 5 Jobs and Skills outlook 14% Global 22% Labour-market churn Five-year structural labour-force churn 35% Global 39% Skill disruption Shares of core skills which will change 79% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 95% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Rising cost of living, higher prices or inflation 55% 50% Ageing and declining workingage populations 51% 40% Broadening digital access 49% 60% Increased efforts and investments to reduce carbon… 47% 47% Increased geopolitical division and conflicts 45% 34% Increased focus on labour and social issues 43% 46% Growing working-age populations 40% 24% Slower economic growth 36% 42% Increased efforts and investments to adapt to climate… 28% 41% Stricter anti-trust and competition regulations 17% 17% Increased restrictions to global trade and investment 13% 23% Increased government subsidies and industrial policy 9% 21% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 89% 86% Robots and autonomous systems 66% 58% Energy generation, storage and distribution 34% 41% New materials and composites 19% 30% Semiconductors and computing technologies 15% 20% Sensing, laser and optical technologies 11% 18% Satellites and space technologies 4% 9% Biotechnology and gene technologies 4% 11% Quantum and encryption 2% 12% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 57 82 57 Data Analysts and Scientists 35 41 35 Business Development Professionals 8 19 8 Lawyers -3 2 4 Client Information and Customer Service Workers -11 -2 15 Accountants and Auditors -15 -8 18 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 89% Resilience, flexibility and agility 80% Leadership and social influence 64% Curiosity and lifelong learning 64% Technological literacy 59% SKILLS OF INCREASING USE BY 2030 AI and big data 95% Networks and cybersecurity 83% Technological literacy 79% Resilience, flexibility and agility 77% Curiosity and lifelong learning 76% Economy Profile 1 / 2 Lithuania Working Age Population (Millions) 2.2 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 166

• 167. Upskilling and reskilling outlook 36 Global 41 Would not need training by 2030 36 Global 29 Would be upskilled in their current role 18 Global 19 Would be upskilled and redeployed 10 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 46% 35% 19% 48% 30% 22% 2030 32% 36% 32% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 61% 55% Provision of reskilling and upskilling 54% 52% Improvements to public education systems 54% 47% Flexibility on hiring and firing practices 40% 44% Changes to immigration laws 33% 26% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 83% 63% Organization culture and resistance to change 40% 46% Inability to attract talent to the industry 36% 37% Outdated or inflexible regulatory framework 36% 39% Lack of adequate data and technical infrastructure 36% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 61% 37% 2% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 60% -100% +100% 21% Talent development of existing workforce 5% -100% +100% 72% Talent retention of existing workforce 23% -100% +100% 35% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 54 Global 39 Pay equity reviews and salary audits 47 Global 48 Targeted recruitment, retention and progression initiatives 44 Global 51 Run comprehensive DEI training for managers and staff AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 86 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 63 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 58 Global 62 Hiring new people with skills to better work alongside AI Economy Profile 2 / 2 Lithuania Working Age Population (Millions) 2.2 Future of Jobs Report 2025 167

• 168. Contextual indicators Regional average Income Group average Labour force participation (2022) 77% Vulnerable employment (2022) 22% Share of youth not in employment, education, or training (NEET) (2022) 10% Unemployment rate (2022) 2% Unemployment rate among workers with basic edu. (2022) 3% Unemployment rate among workers with advanced edu. (2022) 2% Secondary Education Attainment (2022) 70% Tertiary Education Attainment (2022) 23% Ease of finding skilled employees in local labour market (2024) 5 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 5 Jobs and Skills outlook 11% Global 22% Labour-market churn Five-year structural labour-force churn 41% Global 39% Skill disruption Shares of core skills which will change 95% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 94% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 79% 60% Increased geopolitical division and conflicts 59% 34% Increased efforts and investments to reduce carbon… 48% 47% Rising cost of living, higher prices or inflation 48% 50% Ageing and declining workingage populations 48% 40% Increased restrictions to global trade and investment 45% 23% Increased efforts and investments to adapt to climate… 41% 41% Slower economic growth 38% 42% Increased government subsidies and industrial policy 35% 21% Increased focus on labour and social issues 35% 46% Stricter anti-trust and competition regulations 31% 17% Growing working-age populations 28% 24% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 82% 86% Robots and autonomous systems 71% 58% Energy generation, storage and distribution 54% 41% Semiconductors and computing technologies 43% 20% New materials and composites 29% 30% Sensing, laser and optical technologies 25% 18% Quantum and encryption 21% 12% Biotechnology and gene technologies 21% 11% Satellites and space technologies 18% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 29 82 29 Supply Chain and Logistics Specialists 12 17 15 Assembly and Factory Workers 11 0 20 Managing Directors and Chief Executives 10 5 10 Administrative Assistants and Executive Secretaries -17 -20 17 Data Entry Clerks -28 -26 28 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 71% AI and big data 71% Resilience, flexibility and agility 63% Motivation and self-awareness 50% Technological literacy 50% SKILLS OF INCREASING USE BY 2030 AI and big data 96% Technological literacy 64% Networks and cybersecurity 64% Resilience, flexibility and agility 59% Talent management 57% Economy Profile 1 / 2 Malaysia Working Age Population (Millions) 17.2 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 168

• 169. Upskilling and reskilling outlook 44 Global 41 Would not need training by 2030 25 Global 29 Would be upskilled in their current role 20 Global 19 Would be upskilled and redeployed 11 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 47% 28% 25% 48% 30% 22% 2030 33% 34% 33% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 70% 55% Provision of reskilling and upskilling 55% 52% Flexibility on setting wages 35% 38% Flexibility on hiring and firing practices 35% 44% Improvements to public education systems 30% 47% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 59% 63% Organization culture and resistance to change 45% 46% Outdated or inflexible regulatory framework 41% 39% Inability to attract talent to the industry 35% 37% Lack of adequate data and technical infrastructure 35% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 60% 35% 5% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 45% -100% +100% 35% Talent development of existing workforce 0% -100% +100% 75% Talent retention of existing workforce 10% -100% +100% 40% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 75 Global 48 Targeted recruitment, retention and progression initiatives 55 Global 39 Pay equity reviews and salary audits 55 Global 26 Support workers with caregiving responsibilities AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 72 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 67 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 67 Global 49 Re-orienting your organization to target new business opportunities created by AI Economy Profile 2 / 2 Malaysia Working Age Population (Millions) 17.2 Future of Jobs Report 2025 169

• 170. Contextual indicators Regional average Income Group average Labour force participation (2023) 65% Vulnerable employment (2022) 27% Share of youth not in employment, education, or training (NEET) (2023) 16% Unemployment rate (2023) 2% Unemployment rate among workers with basic edu. (2023) 2% Unemployment rate among workers with advanced edu. (2023) 3% Secondary Education Attainment (2023) 41% Tertiary Education Attainment (2023) 19% Ease of finding skilled employees in local labour market (2024) 5 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 2 Jobs and Skills outlook 16% Global 22% Labour-market churn Five-year structural labour-force churn 40% Global 39% Skill disruption Shares of core skills which will change 94% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 97% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 77% 60% Increased efforts and investments to reduce carbon… 59% 47% Increased efforts and investments to adapt to climate… 49% 41% Increased focus on labour and social issues 49% 46% Slower economic growth 44% 42% Rising cost of living, higher prices or inflation 42% 50% Ageing and declining workingage populations 41% 40% Increased geopolitical division and conflicts 30% 34% Increased restrictions to global trade and investment 26% 23% Growing working-age populations 23% 24% Stricter anti-trust and competition regulations 15% 17% Increased government subsidies and industrial policy 13% 21% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 95% 86% Robots and autonomous systems 63% 58% Energy generation, storage and distribution 45% 41% New materials and composites 35% 30% Semiconductors and computing technologies 29% 20% Sensing, laser and optical technologies 20% 18% Quantum and encryption 19% 12% Biotechnology and gene technologies 19% 11% Satellites and space technologies 12% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. Data Analysts and Scientists 47 41 47 AI and Machine Learning Specialists 46 82 46 General and Operations Managers 2 4 2 Assembly and Factory Workers -5 0 17 Accounting, Bookkeeping and Payroll Clerks -20 -18 20 Administrative Assistants and Executive Secretaries -25 -20 26 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Resilience, flexibility and agility 83% Analytical thinking 78% Leadership and social influence 65% Service orientation and customer service 62% Empathy and active listening 59% SKILLS OF INCREASING USE BY 2030 AI and big data 93% Creative thinking 77% Networks and cybersecurity 73% Resilience, flexibility and agility 73% Leadership and social influence 70% Economy Profile 1 / 2 Mexico Working Age Population (Millions) 78.5 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 170

• 171. Upskilling and reskilling outlook 35 Global 41 Would not need training by 2030 31 Global 29 Would be upskilled in their current role 23 Global 19 Would be upskilled and redeployed 11 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 46% 31% 22% 48% 30% 22% 2030 31% 34% 35% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 51% 55% Flexibility on hiring and firing practices 49% 44% Improvements to public education systems 48% 47% Provision of reskilling and upskilling 40% 52% Flexibility on setting wages 39% 38% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 63% 63% Organization culture and resistance to change 50% 46% Outdated or inflexible regulatory framework 40% 39% Lack of adequate data and technical infrastructure 34% 32% Inability to attract talent to the industry 31% 37% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 45% 45% 9% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 42% -100% +100% 38% Talent development of existing workforce 6% -100% +100% 68% Talent retention of existing workforce 18% -100% +100% 53% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 61 Global 51 Run comprehensive DEI training for managers and staff 56 Global 48 Targeted recruitment, retention and progression initiatives 52 Global 39 Pay equity reviews and salary audits AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 83 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 79 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 75 Global 62 Hiring new people with skills to better work alongside AI Economy Profile 2 / 2 Mexico Working Age Population (Millions) 78.5 Future of Jobs Report 2025 171

• 172. Contextual indicators Regional average Income Group average Labour force participation - NA Vulnerable employment (2022) 46% Share of youth not in employment, education, or training (NEET) - NA Unemployment rate (2022) 9% Unemployment rate among workers with basic edu. (2022) 10% Unemployment rate among workers with advanced edu. (2022) 21% Secondary Education Attainment - NA Tertiary Education Attainment - NA Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 3 Jobs and Skills outlook 27% Global 22% Labour-market churn Five-year structural labour-force churn 37% Global 39% Skill disruption Shares of core skills which will change 81% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 94% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Increased efforts and investments to reduce carbon… 45% 47% Increased efforts and investments to adapt to climate… 45% 41% Slower economic growth 45% 42% Broadening digital access 40% 60% Rising cost of living, higher prices or inflation 40% 50% Increased geopolitical division and conflicts 30% 34% Increased government subsidies and industrial policy 25% 21% Increased restrictions to global trade and investment 25% 23% Increased focus on labour and social issues 20% 46% Ageing and declining workingage populations 20% 40% Growing working-age populations 5% 24% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 90% 86% Energy generation, storage and distribution 45% 41% Robots and autonomous systems 40% 58% New materials and composites 35% 30% Semiconductors and computing technologies 25% 20% Sensing, laser and optical technologies 20% 18% Biotechnology and gene technologies 10% 11% Satellites and space technologies 5% 9% Quantum and encryption 5% 12% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 32 82 32 Digital Marketing and Strategy Specialists 29 29 37 Assembly and Factory Workers 9 0 13 Accountants and Auditors 1 -8 21 Human Resources Specialists -8 5 8 Administrative Assistants and Executive Secretaries -40 -20 40 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Leadership and social influence 71% Resource management and operations 65% Creative thinking 65% AI and big data 65% Resilience, flexibility and agility 53% SKILLS OF INCREASING USE BY 2030 AI and big data 88% Creative thinking 87% Leadership and social influence 75% Networks and cybersecurity 71% Analytical thinking 69% Economy Profile 1 / 2 Morocco Working Age Population (Millions) 21.6 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 172

• 173. Upskilling and reskilling outlook 53 Global 41 Would not need training by 2030 23 Global 29 Would be upskilled in their current role 17 Global 19 Would be upskilled and redeployed 8 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 51% 24% 25% 48% 30% 22% 2030 35% 26% 39% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 53% 55% Wage subsidies 53% 26% Flexibility on setting wages 41% 38% Provision of reskilling and upskilling 41% 52% Improved transport infrastructure and services 35% 22% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 62% 63% Organization culture and resistance to change 43% 46% Shortage of investment capital 33% 26% Insufficient understanding of opportunities 24% 25% Lack of adequate data and technical infrastructure 24% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 59% 29% 12% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 19% -100% +100% 56% Talent development of existing workforce 0% -100% +100% 75% Talent retention of existing workforce 19% -100% +100% 44% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 56 Global 51 Run comprehensive DEI training for managers and staff 50 Global 48 Targeted recruitment, retention and progression initiatives 44 Global 39 Pay equity reviews and salary audits AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 69 Global 49 Re-orienting your organization to target new business opportunities created by AI 63 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 56 Global 47 Transitioning people from jobs that AI will cause to decline, to other roles within your organization Economy Profile 2 / 2 Morocco Working Age Population (Millions) 21.6 Future of Jobs Report 2025 173

• 174. Contextual indicators Regional average Income Group average Labour force participation (2023) 66% Vulnerable employment (2022) 13% Share of youth not in employment, education, or training (NEET) (2023) 3% Unemployment rate (2023) 3% Unemployment rate among workers with basic edu. (2023) 3% Unemployment rate among workers with advanced edu. (2023) 2% Secondary Education Attainment (2022) 74% Tertiary Education Attainment (2022) 39% Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 5 Country investment in mid-career training (2022) 4 Jobs and Skills outlook 19% Global 22% Labour-market churn Five-year structural labour-force churn 30% Global 39% Skill disruption Shares of core skills which will change 93% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 95% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 64% 60% Ageing and declining workingage populations 57% 40% Increased efforts and investments to reduce carbon… 56% 47% Increased geopolitical division and conflicts 51% 34% Rising cost of living, higher prices or inflation 50% 50% Increased efforts and investments to adapt to climate… 47% 41% Increased focus on labour and social issues 42% 46% Slower economic growth 42% 42% Growing working-age populations 28% 24% Increased government subsidies and industrial policy 22% 21% Increased restrictions to global trade and investment 22% 23% Stricter anti-trust and competition regulations 16% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 94% 86% Robots and autonomous systems 66% 58% Energy generation, storage and distribution 47% 41% Semiconductors and computing technologies 27% 20% New materials and composites 23% 30% Sensing, laser and optical technologies 19% 18% Quantum and encryption 14% 12% Biotechnology and gene technologies 13% 11% Satellites and space technologies 6% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 288 82 288 Data Analysts and Scientists 59 41 59 Business Intelligence Analysts 15 18 16 General and Operations Managers -2 4 8 Administrative Assistants and Executive Secretaries -23 -20 23 Accounting, Bookkeeping and Payroll Clerks -26 -18 26 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 75% Resilience, flexibility and agility 75% Empathy and active listening 59% Leadership and social influence 59% Motivation and self-awareness 58% SKILLS OF INCREASING USE BY 2030 AI and big data 92% Resilience, flexibility and agility 73% Technological literacy 70% Curiosity and lifelong learning 69% Networks and cybersecurity 68% Economy Profile 1 / 2 Netherlands Working Age Population (Millions) 12.6 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 174

• 175. Upskilling and reskilling outlook 35 Global 41 Would not need training by 2030 33 Global 29 Would be upskilled in their current role 20 Global 19 Would be upskilled and redeployed 12 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 45% 32% 23% 48% 30% 22% 2030 30% 35% 34% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 53% 55% Provision of reskilling and upskilling 48% 52% Improvements to public education systems 43% 47% Flexibility on hiring and firing practices 40% 44% Changes to immigration laws 38% 26% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 69% 63% Organization culture and resistance to change 41% 46% Outdated or inflexible regulatory framework 39% 39% Inability to attract talent to the industry 38% 37% Lack of adequate data and technical infrastructure 38% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 45% 53% 2% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 56% -100% +100% 15% Talent development of existing workforce 8% -100% +100% 56% Talent retention of existing workforce 24% -100% +100% 27% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 64 Global 42 Set DEI goals, targets or quotas 63 Global 48 Targeted recruitment, retention and progression initiatives 54 Global 51 Run comprehensive DEI training for managers and staff AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 90 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 78 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 75 Global 62 Hiring new people with skills to better work alongside AI Economy Profile 2 / 2 Netherlands Working Age Population (Millions) 12.6 Future of Jobs Report 2025 175

• 176. Contextual indicators Regional average Income Group average Labour force participation (2023) 91% Vulnerable employment (2022) 84% Share of youth not in employment, education, or training (NEET) (2023) 12% Unemployment rate (2023) 2% Unemployment rate among workers with basic edu. (2023) 2% Unemployment rate among workers with advanced edu. (2023) 6% Secondary Education Attainment (2022) 66% Tertiary Education Attainment (2022) 8% Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 3 Jobs and Skills outlook 12% Global 22% Labour-market churn Five-year structural labour-force churn 41% Global 39% Skill disruption Shares of core skills which will change 100% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 86% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 70% 60% Increased efforts and investments to adapt to climate… 55% 41% Rising cost of living, higher prices or inflation 55% 50% Increased geopolitical division and conflicts 55% 34% Increased efforts and investments to reduce carbon… 50% 47% Increased government subsidies and industrial policy 35% 21% Increased focus on labour and social issues 35% 46% Growing working-age populations 25% 24% Slower economic growth 25% 42% Ageing and declining workingage populations 20% 40% Increased restrictions to global trade and investment 15% 23% Stricter anti-trust and competition regulations 5% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 90% 86% Robots and autonomous systems 63% 58% Energy generation, storage and distribution 47% 41% New materials and composites 32% 30% Satellites and space technologies 16% 9% Quantum and encryption 5% 12% Sensing, laser and optical technologies 5% 18% Biotechnology and gene technologies 5% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 34 82 34 Data Analysts and Scientists 23 41 23 Sustainability Specialists 23 33 23 Financial Analysts 9 3 24 Lawyers 5 2 11 Accountants and Auditors 1 -8 9 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 75% Creative thinking 75% Leadership and social influence 69% AI and big data 69% Resilience, flexibility and agility 63% SKILLS OF INCREASING USE BY 2030 Networks and cybersecurity 87% AI and big data 80% Systems thinking 67% Resilience, flexibility and agility 64% Creative thinking 64% Economy Profile 1 / 2 Nigeria Working Age Population (Millions) 59.3 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 176

• 177. Upskilling and reskilling outlook 40 Global 41 Would not need training by 2030 29 Global 29 Would be upskilled in their current role 22 Global 19 Would be upskilled and redeployed 10 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 44% 29% 28% 48% 30% 22% 2030 28% 39% 33% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 73% 55% Provision of reskilling and upskilling 73% 52% Changes to labour laws related to remote work 60% 36% Improvements to public education systems 53% 47% Flexibility on hiring and firing practices 47% 44% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 65% 63% Inability to attract talent to the industry 50% 37% Organization culture and resistance to change 50% 46% Outdated or inflexible regulatory framework 35% 39% Shortage of investment capital 35% 26% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 53% 40% 7% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 47% -100% +100% 33% Talent development of existing workforce 0% -100% +100% 73% Talent retention of existing workforce 7% -100% +100% 47% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 53 Global 42 Set DEI goals, targets or quotas 47 Global 48 Targeted recruitment, retention and progression initiatives 47 Global 26 Support workers with caregiving responsibilities AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 93 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 64 Global 62 Hiring new people with skills to better work alongside AI 57 Global 49 Re-orienting your organization to target new business opportunities created by AI Economy Profile 2 / 2 Nigeria Working Age Population (Millions) 59.3 Future of Jobs Report 2025 177

• 178. Contextual indicators Regional average Income Group average Labour force participation (2023) 66% Vulnerable employment (2022) 4% Share of youth not in employment, education, or training (NEET) (2023) 5% Unemployment rate (2023) 2% Unemployment rate among workers with basic edu. (2023) 5% Unemployment rate among workers with advanced edu. (2023) 2% Secondary Education Attainment (2022) 79% Tertiary Education Attainment (2022) 42% Ease of finding skilled employees in local labour market (2024) 5 Fill vacancies by hiring foreign labour (2024) 5 Country investment in mid-career training - NA Jobs and Skills outlook 14% Global 22% Labour-market churn Five-year structural labour-force churn 37% Global 39% Skill disruption Shares of core skills which will change 96% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 83% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Increased efforts and investments to reduce carbon… 65% 47% Increased efforts and investments to adapt to climate… 61% 41% Broadening digital access 58% 60% Rising cost of living, higher prices or inflation 45% 50% Slower economic growth 45% 42% Ageing and declining workingage populations 45% 40% Increased focus on labour and social issues 39% 46% Growing working-age populations 32% 24% Stricter anti-trust and competition regulations 26% 17% Increased geopolitical division and conflicts 26% 34% Increased government subsidies and industrial policy 10% 21% Increased restrictions to global trade and investment 10% 23% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 100% 86% Robots and autonomous systems 71% 58% Energy generation, storage and distribution 45% 41% New materials and composites 19% 30% Semiconductors and computing technologies 13% 20% Sensing, laser and optical technologies 10% 18% Quantum and encryption 7% 12% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. Business Development Professionals 20 19 20 AI and Machine Learning Specialists 18 82 18 Financial Analysts 17 3 17 Business Intelligence Analysts 11 18 11 Assembly and Factory Workers 0 0 14 Accounting, Bookkeeping and Payroll Clerks -20 -18 20 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Leadership and social influence 84% Resilience, flexibility and agility 84% Analytical thinking 80% Motivation and self-awareness 64% Curiosity and lifelong learning 64% SKILLS OF INCREASING USE BY 2030 AI and big data 88% Resilience, flexibility and agility 84% Curiosity and lifelong learning 80% Networks and cybersecurity 68% Creative thinking 68% Economy Profile 1 / 2 Norway Working Age Population (Millions) 3.9 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 178

• 179. Upskilling and reskilling outlook 41 Global 41 Would not need training by 2030 28 Global 29 Would be upskilled in their current role 19 Global 19 Would be upskilled and redeployed 12 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 50% 34% 16% 48% 30% 22% 2030 35% 37% 28% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 74% 55% Provision of reskilling and upskilling 52% 52% Changes to labour laws related to remote work 48% 36% Flexibility on hiring and firing practices 48% 44% Changes to pension schemes and retirement ages 30% 25% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 48% 63% Organization culture and resistance to change 42% 46% Shortage of investment capital 36% 26% Inability to attract talent to the industry 32% 37% Outdated or inflexible regulatory framework 32% 39% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 26% 52% 22% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 52% -100% +100% 9% Talent development of existing workforce 0% -100% +100% 70% Talent retention of existing workforce 26% -100% +100% 35% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 65 Global 51 Run comprehensive DEI training for managers and staff 65 Global 48 Targeted recruitment, retention and progression initiatives 48 Global 33 Anti-harrasment protocols AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 87 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 70 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 61 Global 47 Transitioning people from jobs that AI will cause to decline, to other roles within your organization Economy Profile 2 / 2 Norway Working Age Population (Millions) 3.9 Future of Jobs Report 2025 179

• 180. Contextual indicators Regional average Income Group average Labour force participation (2022) 72% Vulnerable employment (2022) 33% Share of youth not in employment, education, or training (NEET) (2022) 13% Unemployment rate (2022) 2% Unemployment rate among workers with basic edu. (2022) 2% Unemployment rate among workers with advanced edu. (2022) 3% Secondary Education Attainment (2022) 34% Tertiary Education Attainment (2022) 25% Ease of finding skilled employees in local labour market (2024) 5 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 4 Jobs and Skills outlook 16% Global 22% Labour-market churn Five-year structural labour-force churn 38% Global 39% Skill disruption Shares of core skills which will change 96% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 91% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 79% 60% Increased efforts and investments to reduce carbon… 67% 47% Increased efforts and investments to adapt to climate… 58% 41% Increased focus on labour and social issues 46% 46% Slower economic growth 46% 42% Increased geopolitical division and conflicts 46% 34% Ageing and declining workingage populations 46% 40% Rising cost of living, higher prices or inflation 42% 50% Growing working-age populations 33% 24% Stricter anti-trust and competition regulations 27% 17% Increased government subsidies and industrial policy 24% 21% Increased restrictions to global trade and investment 24% 23% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 88% 86% Robots and autonomous systems 58% 58% Energy generation, storage and distribution 58% 41% New materials and composites 49% 30% Semiconductors and computing technologies 30% 20% Quantum and encryption 21% 12% Biotechnology and gene technologies 21% 11% Sensing, laser and optical technologies 18% 18% Satellites and space technologies 15% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. Data Analysts and Scientists 95 41 95 AI and Machine Learning Specialists 60 82 60 Big Data Specialists 25 113 35 Business Development Professionals 12 19 16 Assembly and Factory Workers 2 0 20 Accounting, Bookkeeping and Payroll Clerks -26 -18 26 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Service orientation and customer service 79% Analytical thinking 79% Resilience, flexibility and agility 79% Leadership and social influence 64% Motivation and self-awareness 54% SKILLS OF INCREASING USE BY 2030 AI and big data 85% Resilience, flexibility and agility 77% Creative thinking 76% Networks and cybersecurity 73% Technological literacy 65% Economy Profile 1 / 2 Philippines Working Age Population (Millions) 56.5 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 180

• 181. Upskilling and reskilling outlook 32 Global 41 Would not need training by 2030 28 Global 29 Would be upskilled in their current role 27 Global 19 Would be upskilled and redeployed 13 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 43% 32% 25% 48% 30% 22% 2030 26% 36% 38% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Flexibility on hiring and firing practices 57% 44% Provision of reskilling and upskilling 52% 52% Funding for reskilling and upskilling 48% 55% Improvements to public education systems 48% 47% Changes to immigration laws 44% 26% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 67% 63% Lack of adequate data and technical infrastructure 49% 32% Inability to attract talent to the industry 39% 37% Organization culture and resistance to change 39% 46% Insufficient understanding of opportunities 36% 25% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 48% 39% 13% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 50% -100% +100% 33% Talent development of existing workforce 4% -100% +100% 65% Talent retention of existing workforce 22% -100% +100% 22% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 58 Global 51 Run comprehensive DEI training for managers and staff 58 Global 42 Set DEI goals, targets or quotas 58 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 96 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 73 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 68 Global 49 Re-orienting your organization to target new business opportunities created by AI Economy Profile 2 / 2 Philippines Working Age Population (Millions) 56.5 Future of Jobs Report 2025 181

• 182. Contextual indicators Regional average Income Group average Labour force participation (2023) 62% Vulnerable employment (2022) 16% Share of youth not in employment, education, or training (NEET) (2023) 10% Unemployment rate (2023) 2% Unemployment rate among workers with basic edu. (2023) 4% Unemployment rate among workers with advanced edu. (2023) 1% Secondary Education Attainment (2023) 67% Tertiary Education Attainment (2023) 32% Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 3 Jobs and Skills outlook 16% Global 22% Labour-market churn Five-year structural labour-force churn 31% Global 39% Skill disruption Shares of core skills which will change 95% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 93% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 55% 60% Rising cost of living, higher prices or inflation 53% 50% Increased focus on labour and social issues 52% 46% Ageing and declining workingage populations 52% 40% Increased efforts and investments to reduce carbon… 50% 47% Slower economic growth 45% 42% Increased geopolitical division and conflicts 44% 34% Increased efforts and investments to adapt to climate… 40% 41% Growing working-age populations 31% 24% Increased restrictions to global trade and investment 21% 23% Stricter anti-trust and competition regulations 15% 17% Increased government subsidies and industrial policy 11% 21% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 87% 86% Robots and autonomous systems 64% 58% Energy generation, storage and distribution 34% 41% New materials and composites 31% 30% Semiconductors and computing technologies 28% 20% Sensing, laser and optical technologies 16% 18% Quantum and encryption 8% 12% Biotechnology and gene technologies 7% 11% Satellites and space technologies 5% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 39 82 39 Big Data Specialists 29 113 29 Data Analysts and Scientists 24 41 24 General and Operations Managers 0 4 10 Assembly and Factory Workers -5 0 19 Administrative Assistants and Executive Secretaries -14 -20 15 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 77% Resilience, flexibility and agility 75% Leadership and social influence 57% Creative thinking 57% Motivation and self-awareness 52% SKILLS OF INCREASING USE BY 2030 AI and big data 100% Networks and cybersecurity 71% Curiosity and lifelong learning 70% Technological literacy 64% Resilience, flexibility and agility 61% Economy Profile 1 / 2 Poland Working Age Population (Millions) 26.5 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 182

• 183. Upskilling and reskilling outlook 42 Global 41 Would not need training by 2030 31 Global 29 Would be upskilled in their current role 17 Global 19 Would be upskilled and redeployed 10 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 45% 39% 16% 48% 30% 22% 2030 32% 39% 29% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Flexibility on hiring and firing practices 60% 44% Improvements to public education systems 55% 47% Funding for reskilling and upskilling 52% 55% Changes to labour laws related to remote work 38% 36% Provision of reskilling and upskilling 38% 52% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 65% 63% Outdated or inflexible regulatory framework 42% 39% Inability to attract talent to the industry 40% 37% Organization culture and resistance to change 40% 46% Shortage of investment capital 27% 26% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 38% 52% 10% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 65% -100% +100% 16% Talent development of existing workforce 9% -100% +100% 51% Talent retention of existing workforce 30% -100% +100% 30% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 51 Global 48 Targeted recruitment, retention and progression initiatives 42 Global 51 Run comprehensive DEI training for managers and staff 37 Global 39 Pay equity reviews and salary audits AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 73 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 66 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 56 Global 49 Re-orienting your organization to target new business opportunities created by AI Economy Profile 2 / 2 Poland Working Age Population (Millions) 26.5 Future of Jobs Report 2025 183

• 184. Contextual indicators Regional average Income Group average Labour force participation (2023) 63% Vulnerable employment (2022) 10% Share of youth not in employment, education, or training (NEET) (2023) 8% Unemployment rate (2023) 5% Unemployment rate among workers with basic edu. (2023) 6% Unemployment rate among workers with advanced edu. (2023) 4% Secondary Education Attainment (2023) 47% Tertiary Education Attainment (2023) 24% Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 5 Country investment in mid-career training (2022) 4 Jobs and Skills outlook 9% Global 22% Labour-market churn Five-year structural labour-force churn 44% Global 39% Skill disruption Shares of core skills which will change 87% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 93% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Rising cost of living, higher prices or inflation 67% 50% Increased efforts and investments to reduce carbon… 59% 47% Broadening digital access 56% 60% Increased geopolitical division and conflicts 52% 34% Slower economic growth 44% 42% Increased efforts and investments to adapt to climate… 41% 41% Increased focus on labour and social issues 41% 46% Ageing and declining workingage populations 41% 40% Growing working-age populations 30% 24% Increased restrictions to global trade and investment 22% 23% Stricter anti-trust and competition regulations 11% 17% Increased government subsidies and industrial policy 7% 21% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 89% 86% Robots and autonomous systems 78% 58% Energy generation, storage and distribution 44% 41% New materials and composites 37% 30% Semiconductors and computing technologies 26% 20% Sensing, laser and optical technologies 19% 18% Quantum and encryption 15% 12% Satellites and space technologies 4% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 25 82 25 Business Development Professionals 13 19 13 General and Operations Managers 7 4 7 Financial Analysts -8 3 22 Administrative Assistants and Executive Secretaries -10 -20 10 Assembly and Factory Workers -11 0 31 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Resilience, flexibility and agility 83% Empathy and active listening 72% Analytical thinking 72% Leadership and social influence 72% Resource management and operations 67% SKILLS OF INCREASING USE BY 2030 Curiosity and lifelong learning 88% AI and big data 83% Talent management 82% Technological literacy 81% Creative thinking 77% Economy Profile 1 / 2 Portugal Working Age Population (Millions) 7.9 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 184

• 185. Upskilling and reskilling outlook 29 Global 41 Would not need training by 2030 38 Global 29 Would be upskilled in their current role 23 Global 19 Would be upskilled and redeployed 10 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 46% 36% 18% 48% 30% 22% 2030 33% 38% 29% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 60% 55% Provision of reskilling and upskilling 53% 52% Changes to labour laws related to remote work 47% 36% Flexibility on hiring and firing practices 47% 44% Improvements to public education systems 40% 47% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 69% 63% Inability to attract talent to the industry 65% 37% Outdated or inflexible regulatory framework 46% 39% Organization culture and resistance to change 39% 46% Lack of adequate data and technical infrastructure 39% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 0% 53% 47% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 53% -100% +100% 13% Talent development of existing workforce 13% -100% +100% 73% Talent retention of existing workforce 40% -100% +100% 40% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 53 Global 51 Run comprehensive DEI training for managers and staff 53 Global 48 Targeted recruitment, retention and progression initiatives 53 Global 33 Anti-harrasment protocols AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 93 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 79 Global 62 Hiring new people with skills to better work alongside AI 79 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI Economy Profile 2 / 2 Portugal Working Age Population (Millions) 7.9 Future of Jobs Report 2025 185

• 186. Contextual indicators Regional average Income Group average Labour force participation (2023) 55% Vulnerable employment (2022) 22% Share of youth not in employment, education, or training (NEET) (2023) 17% Unemployment rate (2023) 5% Unemployment rate among workers with basic edu. (2023) 12% Unemployment rate among workers with advanced edu. (2023) 1% Secondary Education Attainment (2022) 73% Tertiary Education Attainment (2022) 16% Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 3 Jobs and Skills outlook 19% Global 22% Labour-market churn Five-year structural labour-force churn 37% Global 39% Skill disruption Shares of core skills which will change 82% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 91% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 65% 60% Rising cost of living, higher prices or inflation 50% 50% Increased efforts and investments to reduce carbon… 48% 47% Increased geopolitical division and conflicts 48% 34% Ageing and declining workingage populations 41% 40% Increased restrictions to global trade and investment 37% 23% Slower economic growth 37% 42% Increased focus on labour and social issues 35% 46% Increased efforts and investments to adapt to climate… 33% 41% Stricter anti-trust and competition regulations 33% 17% Growing working-age populations 24% 24% Increased government subsidies and industrial policy 22% 21% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 85% 86% Robots and autonomous systems 61% 58% Energy generation, storage and distribution 37% 41% Semiconductors and computing technologies 35% 20% New materials and composites 33% 30% Sensing, laser and optical technologies 17% 18% Quantum and encryption 11% 12% Satellites and space technologies 7% 9% Biotechnology and gene technologies 2% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 47 82 47 Project Managers 18 17 19 General and Operations Managers -7 4 19 Accountants and Auditors -9 -8 12 Assembly and Factory Workers -17 0 21 Accounting, Bookkeeping and Payroll Clerks -18 -18 18 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 83% Resilience, flexibility and agility 71% Leadership and social influence 57% AI and big data 54% Motivation and self-awareness 51% SKILLS OF INCREASING USE BY 2030 AI and big data 86% Resilience, flexibility and agility 77% Creative thinking 74% Technological literacy 74% Networks and cybersecurity 71% Economy Profile 1 / 2 Romania Working Age Population (Millions) 13.8 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 186

• 187. Upskilling and reskilling outlook 40 Global 41 Would not need training by 2030 29 Global 29 Would be upskilled in their current role 18 Global 19 Would be upskilled and redeployed 14 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 44% 35% 21% 48% 30% 22% 2030 32% 37% 31% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 62% 55% Improvements to public education systems 53% 47% Provision of reskilling and upskilling 44% 52% Changes to labour laws related to remote work 41% 36% Wage subsidies 41% 26% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 76% 63% Organization culture and resistance to change 52% 46% Inability to attract talent to the industry 44% 37% Inability to attract talent to my firm 28% 27% Lack of adequate data and technical infrastructure 26% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 29% 62% 9% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 59% -100% +100% 15% Talent development of existing workforce 6% -100% +100% 59% Talent retention of existing workforce 18% -100% +100% 38% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 47 Global 51 Run comprehensive DEI training for managers and staff 38 Global 27 Embed DEI goals and solutions across the supply chain 35 Global 42 Set DEI goals, targets or quotas AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 82 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 67 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 61 Global 49 Re-orienting your organization to target new business opportunities created by AI Economy Profile 2 / 2 Romania Working Age Population (Millions) 13.8 Future of Jobs Report 2025 187

• 188. Contextual indicators Regional average Income Group average Labour force participation (2023) 75% Vulnerable employment (2022) 2% Share of youth not in employment, education, or training (NEET) (2023) 17% Unemployment rate (2023) 3% Unemployment rate among workers with basic edu. (2023) 1% Unemployment rate among workers with advanced edu. (2023) 5% Secondary Education Attainment (2023) 65% Tertiary Education Attainment (2023) 36% Ease of finding skilled employees in local labour market (2024) 5 Fill vacancies by hiring foreign labour (2024) 5 Country investment in mid-career training (2022) 5 Jobs and Skills outlook 16% Global 22% Labour-market churn Five-year structural labour-force churn 40% Global 39% Skill disruption Shares of core skills which will change 85% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 73% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Rising cost of living, higher prices or inflation 65% 50% Increased geopolitical division and conflicts 59% 34% Increased efforts and investments to reduce carbon… 56% 47% Broadening digital access 56% 60% Increased efforts and investments to adapt to climate… 47% 41% Slower economic growth 47% 42% Increased focus on labour and social issues 44% 46% Increased restrictions to global trade and investment 29% 23% Ageing and declining workingage populations 29% 40% Increased government subsidies and industrial policy 27% 21% Growing working-age populations 18% 24% Stricter anti-trust and competition regulations 18% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 84% 86% Robots and autonomous systems 61% 58% Energy generation, storage and distribution 58% 41% New materials and composites 23% 30% Sensing, laser and optical technologies 19% 18% Quantum and encryption 13% 12% Semiconductors and computing technologies 13% 20% Satellites and space technologies 7% 9% Biotechnology and gene technologies 3% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 35 82 35 Human Resources Specialists 6 5 6 Industrial and Production Engineers 6 15 6 Electrotechnology Engineers 4 15 4 Accountants and Auditors -4 -8 11 Data Entry Clerks -21 -26 26 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Technological literacy 63% Leadership and social influence 60% Quality control 50% Analytical thinking 50% Resilience, flexibility and agility 50% SKILLS OF INCREASING USE BY 2030 Technological literacy 75% AI and big data 70% Networks and cybersecurity 68% Talent management 56% Leadership and social influence 54% Economy Profile 1 / 2 Saudi Arabia Working Age Population (Millions) N/A INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 188

• 189. Upskilling and reskilling outlook 50 Global 41 Would not need training by 2030 27 Global 29 Would be upskilled in their current role 18 Global 19 Would be upskilled and redeployed 5 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 44% 21% 35% 48% 30% 22% 2030 31% 25% 45% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 72% 55% Provision of reskilling and upskilling 52% 52% Wage subsidies 52% 26% Flexibility on setting wages 41% 38% Flexibility on hiring and firing practices 31% 44% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 79% 63% Inability to attract talent to the industry 42% 37% Outdated or inflexible regulatory framework 42% 39% Organization culture and resistance to change 36% 46% Lack of adequate data and technical infrastructure 30% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 50% 39% 11% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 21% -100% +100% 45% Talent development of existing workforce 3% -100% +100% 69% Talent retention of existing workforce 3% -100% +100% 55% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 52 Global 42 Set DEI goals, targets or quotas 44 Global 51 Run comprehensive DEI training for managers and staff 41 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 73 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 58 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 50 Global 47 Transitioning people from jobs that AI will cause to decline, to other roles within your organization Economy Profile 2 / 2 Saudi Arabia Working Age Population (Millions) N/A Future of Jobs Report 2025 189

• 190. Contextual indicators Regional average Income Group average Labour force participation (2023) 62% Vulnerable employment (2022) 24% Share of youth not in employment, education, or training (NEET) (2023) 12% Unemployment rate (2023) 7% Unemployment rate among workers with basic edu. (2023) 8% Unemployment rate among workers with advanced edu. (2023) 6% Secondary Education Attainment (2023) 76% Tertiary Education Attainment (2023) 24% Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 4 Jobs and Skills outlook 18% Global 22% Labour-market churn Five-year structural labour-force churn 39% Global 39% Skill disruption Shares of core skills which will change 74% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 83% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 55% 60% Rising cost of living, higher prices or inflation 55% 50% Ageing and declining workingage populations 52% 40% Increased focus on labour and social issues 46% 46% Increased efforts and investments to adapt to climate… 42% 41% Growing working-age populations 39% 24% Increased efforts and investments to reduce carbon… 33% 47% Slower economic growth 33% 42% Increased geopolitical division and conflicts 33% 34% Increased restrictions to global trade and investment 27% 23% Increased government subsidies and industrial policy 18% 21% Stricter anti-trust and competition regulations 12% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 79% 86% Robots and autonomous systems 52% 58% Energy generation, storage and distribution 33% 41% New materials and composites 27% 30% Sensing, laser and optical technologies 21% 18% Semiconductors and computing technologies 15% 20% Quantum and encryption 6% 12% Satellites and space technologies 3% 9% Biotechnology and gene technologies 3% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 33 82 33 General and Operations Managers 18 4 23 Supply Chain and Logistics Specialists 15 17 15 Business Intelligence Analysts 14 18 14 Assembly and Factory Workers 0 0 13 Administrative Assistants and Executive Secretaries -22 -20 22 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 65% Technological literacy 58% Motivation and self-awareness 54% Resilience, flexibility and agility 54% Talent management 54% SKILLS OF INCREASING USE BY 2030 AI and big data 84% Technological literacy 80% Talent management 75% Curiosity and lifelong learning 75% Resilience, flexibility and agility 72% Economy Profile 1 / 2 Serbia Working Age Population (Millions) 5.0 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 190

• 191. Upskilling and reskilling outlook 43 Global 41 Would not need training by 2030 30 Global 29 Would be upskilled in their current role 16 Global 19 Would be upskilled and redeployed 11 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 54% 30% 16% 48% 30% 22% 2030 46% 28% 26% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Flexibility on hiring and firing practices 67% 44% Funding for reskilling and upskilling 58% 55% Improvements to public education systems 54% 47% Changes to labour laws related to remote work 50% 36% Wage subsidies 50% 26% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 67% 63% Organization culture and resistance to change 49% 46% Inability to attract talent to my firm 36% 27% Inability to attract talent to the industry 36% 37% Outdated or inflexible regulatory framework 33% 39% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 54% 42% 4% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 42% -100% +100% 33% Talent development of existing workforce 4% -100% +100% 67% Talent retention of existing workforce 25% -100% +100% 50% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 44 Global 51 Run comprehensive DEI training for managers and staff 39 Global 39 Pay equity reviews and salary audits 35 Global 27 Embed DEI goals and solutions across the supply chain AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 58 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 58 Global 62 Hiring new people with skills to better work alongside AI 58 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI Economy Profile 2 / 2 Serbia Working Age Population (Millions) 5.0 Future of Jobs Report 2025 191

• 192. Contextual indicators Regional average Income Group average Labour force participation (2023) 73% Vulnerable employment (2022) 10% Share of youth not in employment, education, or training (NEET) (2023) 7% Unemployment rate (2023) 3% Unemployment rate among workers with basic edu. (2023) 3% Unemployment rate among workers with advanced edu. (2023) 3% Secondary Education Attainment (2023) 63% Tertiary Education Attainment (2023) 53% Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 5 Country investment in mid-career training (2022) 6 Jobs and Skills outlook 28% Global 22% Labour-market churn Five-year structural labour-force churn 36% Global 39% Skill disruption Shares of core skills which will change 94% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 97% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 71% 60% Increased geopolitical division and conflicts 64% 34% Increased efforts and investments to reduce carbon… 58% 47% Increased efforts and investments to adapt to climate… 53% 41% Slower economic growth 47% 42% Ageing and declining workingage populations 44% 40% Increased restrictions to global trade and investment 38% 23% Rising cost of living, higher prices or inflation 38% 50% Increased government subsidies and industrial policy 33% 21% Growing working-age populations 29% 24% Increased focus on labour and social issues 29% 46% Stricter anti-trust and competition regulations 16% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 94% 86% Robots and autonomous systems 57% 58% Energy generation, storage and distribution 50% 41% Semiconductors and computing technologies 35% 20% New materials and composites 33% 30% Sensing, laser and optical technologies 22% 18% Quantum and encryption 17% 12% Satellites and space technologies 11% 9% Biotechnology and gene technologies 7% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 128 82 128 Data Analysts and Scientists 27 41 30 Business Intelligence Analysts 8 18 16 Managing Directors and Chief Executives 5 5 8 Administrative Assistants and Executive Secretaries -17 -20 18 Data Entry Clerks -27 -26 27 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 84% Creative thinking 78% Leadership and social influence 70% Resilience, flexibility and agility 65% Technological literacy 62% SKILLS OF INCREASING USE BY 2030 AI and big data 97% Networks and cybersecurity 77% Technological literacy 76% Resilience, flexibility and agility 70% Creative thinking 69% Economy Profile 1 / 2 Singapore Working Age Population (Millions) 3.1 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 192

• 193. Upskilling and reskilling outlook 30 Global 41 Would not need training by 2030 32 Global 29 Would be upskilled in their current role 24 Global 19 Would be upskilled and redeployed 14 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 44% 30% 26% 48% 30% 22% 2030 30% 33% 37% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Flexibility on hiring and firing practices 50% 44% Funding for reskilling and upskilling 47% 55% Provision of reskilling and upskilling 44% 52% Flexibility on setting wages 38% 38% Changes to labour laws related to remote work 32% 36% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 60% 63% Organization culture and resistance to change 44% 46% Outdated or inflexible regulatory framework 38% 39% Inability to attract talent to the industry 33% 37% Lack of adequate data and technical infrastructure 31% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 54% 34% 11% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 26% -100% +100% 29% Talent development of existing workforce 0% -100% +100% 77% Talent retention of existing workforce 17% -100% +100% 40% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 71 Global 48 Targeted recruitment, retention and progression initiatives 56 Global 42 Set DEI goals, targets or quotas 53 Global 51 Run comprehensive DEI training for managers and staff AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 82 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 79 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 62 Global 49 Re-orienting your organization to target new business opportunities created by AI Economy Profile 2 / 2 Singapore Working Age Population (Millions) 3.1 Future of Jobs Report 2025 193

• 194. Contextual indicators Regional average Income Group average Labour force participation (2023) 61% Vulnerable employment (2022) 11% Share of youth not in employment, education, or training (NEET) (2023) 7% Unemployment rate (2023) 3% Unemployment rate among workers with basic edu. (2023) 7% Unemployment rate among workers with advanced edu. (2023) 2% Secondary Education Attainment (2022) 86% Tertiary Education Attainment (2022) 35% Ease of finding skilled employees in local labour market (2024) 3 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 4 Jobs and Skills outlook 12% Global 22% Labour-market churn Five-year structural labour-force churn 37% Global 39% Skill disruption Shares of core skills which will change 79% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 75% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Ageing and declining workingage populations 68% 40% Increased focus on labour and social issues 55% 46% Broadening digital access 48% 60% Increased efforts and investments to reduce carbon… 45% 47% Growing working-age populations 45% 24% Rising cost of living, higher prices or inflation 45% 50% Increased efforts and investments to adapt to climate… 36% 41% Slower economic growth 29% 42% Increased geopolitical division and conflicts 26% 34% Increased government subsidies and industrial policy 10% 21% Increased restrictions to global trade and investment 10% 23% Stricter anti-trust and competition regulations 10% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 84% 86% Robots and autonomous systems 61% 58% Energy generation, storage and distribution 48% 41% New materials and composites 45% 30% Sensing, laser and optical technologies 13% 18% Semiconductors and computing technologies 13% 20% Biotechnology and gene technologies 10% 11% Satellites and space technologies 7% 9% Quantum and encryption 7% 12% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 59 82 59 Business Development Professionals 21 19 21 Accountants and Auditors 5 -8 15 Assembly and Factory Workers -10 0 15 Accounting, Bookkeeping and Payroll Clerks -16 -18 16 Administrative Assistants and Executive Secretaries -18 -20 18 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 58% Motivation and self-awareness 54% Technological literacy 54% Resilience, flexibility and agility 54% Quality control 50% SKILLS OF INCREASING USE BY 2030 AI and big data 88% Resilience, flexibility and agility 75% Networks and cybersecurity 68% Talent management 65% Design and user experience 64% Economy Profile 1 / 2 Slovenia Working Age Population (Millions) 1.6 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 194

• 195. Upskilling and reskilling outlook 48 Global 41 Would not need training by 2030 27 Global 29 Would be upskilled in their current role 16 Global 19 Would be upskilled and redeployed 10 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 52% 31% 17% 48% 30% 22% 2030 37% 33% 30% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Flexibility on hiring and firing practices 71% 44% Changes to immigration laws 50% 26% Funding for reskilling and upskilling 50% 55% Improvements to public education systems 50% 47% Provision of reskilling and upskilling 42% 52% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 68% 63% Organization culture and resistance to change 58% 46% Inability to attract talent to the industry 52% 37% Outdated or inflexible regulatory framework 45% 39% Inability to attract talent to my firm 32% 27% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 29% 63% 8% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 54% -100% +100% 21% Talent development of existing workforce 8% -100% +100% 50% Talent retention of existing workforce 29% -100% +100% 33% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 38 Global 51 Run comprehensive DEI training for managers and staff 38 Global 39 Pay equity reviews and salary audits 38 Global 26 Support workers with caregiving responsibilities AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 63 Global 62 Hiring new people with skills to better work alongside AI 63 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 58 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills Economy Profile 2 / 2 Slovenia Working Age Population (Millions) 1.6 Future of Jobs Report 2025 195

• 196. Contextual indicators Regional average Income Group average Labour force participation (2023) 63% Vulnerable employment (2022) 24% Share of youth not in employment, education, or training (NEET) (2023) 34% Unemployment rate (2023) 29% Unemployment rate among workers with basic edu. (2023) 35% Unemployment rate among workers with advanced edu. (2023) 14% Secondary Education Attainment (2023) 44% Tertiary Education Attainment (2023) 14% Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 3 Jobs and Skills outlook 36% Global 22% Labour-market churn Five-year structural labour-force churn 36% Global 39% Skill disruption Shares of core skills which will change 88% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 93% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 63% 60% Rising cost of living, higher prices or inflation 57% 50% Increased focus on labour and social issues 51% 46% Increased efforts and investments to reduce carbon… 47% 47% Increased efforts and investments to adapt to climate… 45% 41% Slower economic growth 45% 42% Increased geopolitical division and conflicts 45% 34% Increased government subsidies and industrial policy 26% 21% Increased restrictions to global trade and investment 26% 23% Ageing and declining workingage populations 26% 40% Growing working-age populations 18% 24% Stricter anti-trust and competition regulations 10% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 83% 86% Robots and autonomous systems 60% 58% Energy generation, storage and distribution 54% 41% New materials and composites 29% 30% Quantum and encryption 23% 12% Sensing, laser and optical technologies 19% 18% Semiconductors and computing technologies 17% 20% Satellites and space technologies 4% 9% Biotechnology and gene technologies 4% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 49 82 49 Data Analysts and Scientists 37 41 37 Sustainability Specialists 33 33 33 Business Intelligence Analysts 18 18 18 Accountants and Auditors -3 -8 10 Administrative Assistants and Executive Secretaries -15 -20 15 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 66% Leadership and social influence 61% Resilience, flexibility and agility 61% AI and big data 55% Talent management 53% SKILLS OF INCREASING USE BY 2030 AI and big data 82% Technological literacy 82% Resilience, flexibility and agility 75% Networks and cybersecurity 74% Creative thinking 71% Economy Profile 1 / 2 South Africa Working Age Population (Millions) 34.6 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 196

• 197. Upskilling and reskilling outlook 40 Global 41 Would not need training by 2030 29 Global 29 Would be upskilled in their current role 22 Global 19 Would be upskilled and redeployed 10 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 39% 30% 31% 48% 30% 22% 2030 26% 35% 39% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 63% 55% Improvements to public education systems 63% 47% Provision of reskilling and upskilling 59% 52% Changes to labour laws related to remote work 50% 36% Flexibility on hiring and firing practices 41% 44% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 63% 63% Organization culture and resistance to change 43% 46% Inability to attract talent to the industry 31% 37% Lack of adequate data and technical infrastructure 29% 32% Shortage of investment capital 27% 26% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 55% 36% 9% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 33% -100% +100% 33% Talent development of existing workforce 3% -100% +100% 78% Talent retention of existing workforce 13% -100% +100% 53% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 63 Global 48 Targeted recruitment, retention and progression initiatives 56 Global 42 Set DEI goals, targets or quotas 47 Global 51 Run comprehensive DEI training for managers and staff AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 83 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 76 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 62 Global 62 Hiring new people with skills to better work alongside AI Economy Profile 2 / 2 South Africa Working Age Population (Millions) 34.6 Future of Jobs Report 2025 197

• 198. Contextual indicators Regional average Income Group average Labour force participation (2023) 62% Vulnerable employment (2022) 11% Share of youth not in employment, education, or training (NEET) (2023) 10% Unemployment rate (2023) 11% Unemployment rate among workers with basic edu. (2023) 16% Unemployment rate among workers with advanced edu. (2023) 7% Secondary Education Attainment (2023) 55% Tertiary Education Attainment (2023) 35% Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 3 Jobs and Skills outlook 19% Global 22% Labour-market churn Five-year structural labour-force churn 37% Global 39% Skill disruption Shares of core skills which will change 86% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 95% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Increased efforts and investments to reduce carbon… 64% 47% Broadening digital access 62% 60% Rising cost of living, higher prices or inflation 53% 50% Increased focus on labour and social issues 49% 46% Ageing and declining workingage populations 46% 40% Slower economic growth 44% 42% Increased efforts and investments to adapt to climate… 43% 41% Increased geopolitical division and conflicts 36% 34% Increased restrictions to global trade and investment 26% 23% Growing working-age populations 22% 24% Increased government subsidies and industrial policy 18% 21% Stricter anti-trust and competition regulations 16% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 88% 86% Robots and autonomous systems 63% 58% Energy generation, storage and distribution 50% 41% New materials and composites 30% 30% Semiconductors and computing technologies 22% 20% Sensing, laser and optical technologies 16% 18% Quantum and encryption 13% 12% Biotechnology and gene technologies 12% 11% Satellites and space technologies 6% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 57 82 57 Data Analysts and Scientists 47 41 47 Business Development Professionals 18 19 18 General and Operations Managers 0 4 13 Data Entry Clerks -16 -26 19 Administrative Assistants and Executive Secretaries -24 -20 24 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Resilience, flexibility and agility 77% Empathy and active listening 69% Leadership and social influence 66% Analytical thinking 63% Motivation and self-awareness 63% SKILLS OF INCREASING USE BY 2030 AI and big data 91% Networks and cybersecurity 77% Leadership and social influence 73% Technological literacy 72% Curiosity and lifelong learning 70% Economy Profile 1 / 2 Spain Working Age Population (Millions) 36.4 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 198

• 199. Upskilling and reskilling outlook 37 Global 41 Would not need training by 2030 31 Global 29 Would be upskilled in their current role 21 Global 19 Would be upskilled and redeployed 11 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 46% 33% 20% 48% 30% 22% 2030 34% 34% 33% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 64% 55% Flexibility on hiring and firing practices 60% 44% Provision of reskilling and upskilling 56% 52% Changes to labour laws related to remote work 49% 36% Flexibility on setting wages 49% 38% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 66% 63% Outdated or inflexible regulatory framework 51% 39% Organization culture and resistance to change 44% 46% Inability to attract talent to the industry 42% 37% Lack of adequate data and technical infrastructure 32% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 54% 41% 5% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 49% -100% +100% 31% Talent development of existing workforce 3% -100% +100% 72% Talent retention of existing workforce 20% -100% +100% 36% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 55 Global 51 Run comprehensive DEI training for managers and staff 55 Global 42 Set DEI goals, targets or quotas 50 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 79 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 68 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 68 Global 62 Hiring new people with skills to better work alongside AI Economy Profile 2 / 2 Spain Working Age Population (Millions) 36.4 Future of Jobs Report 2025 199

• 200. Contextual indicators Regional average Income Group average Labour force participation (2023) 69% Vulnerable employment (2022) 7% Share of youth not in employment, education, or training (NEET) (2023) 5% Unemployment rate (2023) 6% Unemployment rate among workers with basic edu. (2023) 18% Unemployment rate among workers with advanced edu. (2023) 4% Secondary Education Attainment (2022) 84% Tertiary Education Attainment (2022) 44% Ease of finding skilled employees in local labour market (2024) 5 Fill vacancies by hiring foreign labour (2024) 5 Country investment in mid-career training (2022) 5 Jobs and Skills outlook 10% Global 22% Labour-market churn Five-year structural labour-force churn 34% Global 39% Skill disruption Shares of core skills which will change 95% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 91% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 62% 60% Increased efforts and investments to reduce carbon… 52% 47% Rising cost of living, higher prices or inflation 52% 50% Ageing and declining workingage populations 52% 40% Increased efforts and investments to adapt to climate… 45% 41% Growing working-age populations 41% 24% Slower economic growth 41% 42% Increased geopolitical division and conflicts 38% 34% Increased restrictions to global trade and investment 21% 23% Stricter anti-trust and competition regulations 21% 17% Increased focus on labour and social issues 17% 46% Increased government subsidies and industrial policy 14% 21% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 100% 86% Robots and autonomous systems 66% 58% Energy generation, storage and distribution 35% 41% Semiconductors and computing technologies 28% 20% Sensing, laser and optical technologies 21% 18% New materials and composites 17% 30% Quantum and encryption 7% 12% Satellites and space technologies 3% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 67 82 67 Business Intelligence Analysts 6 18 6 Assembly and Factory Workers -6 0 14 Accountants and Auditors -12 -8 15 Accounting, Bookkeeping and Payroll Clerks -24 -18 24 Data Entry Clerks -27 -26 27 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Resilience, flexibility and agility 83% Analytical thinking 78% Leadership and social influence 70% Service orientation and customer service 61% Technological literacy 57% SKILLS OF INCREASING USE BY 2030 AI and big data 87% Resilience, flexibility and agility 77% Curiosity and lifelong learning 77% Networks and cybersecurity 68% Creative thinking 61% Economy Profile 1 / 2 Sweden Working Age Population (Millions) 7.4 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 200

• 201. Upskilling and reskilling outlook 42 Global 41 Would not need training by 2030 32 Global 29 Would be upskilled in their current role 17 Global 19 Would be upskilled and redeployed 10 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 49% 37% 14% 48% 30% 22% 2030 33% 41% 26% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 62% 55% Provision of reskilling and upskilling 48% 52% Changes to labour laws related to remote work 33% 36% Improvements to public education systems 33% 47% Flexibility on hiring and firing practices 29% 44% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 66% 63% Inability to attract talent to the industry 38% 37% Outdated or inflexible regulatory framework 35% 39% Lack of adequate data and technical infrastructure 35% 32% Organization culture and resistance to change 31% 46% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 33% 43% 24% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 57% -100% +100% 5% Talent development of existing workforce 5% -100% +100% 62% Talent retention of existing workforce 14% -100% +100% 33% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 62 Global 51 Run comprehensive DEI training for managers and staff 57 Global 42 Set DEI goals, targets or quotas 57 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 76 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 62 Global 47 Transitioning people from jobs that AI will cause to decline, to other roles within your organization 57 Global 62 Hiring new people with skills to better work alongside AI Economy Profile 2 / 2 Sweden Working Age Population (Millions) 7.4 Future of Jobs Report 2025 201

• 202. Contextual indicators Regional average Income Group average Labour force participation (2023) 68% Vulnerable employment (2022) 10% Share of youth not in employment, education, or training (NEET) (2023) 7% Unemployment rate (2023) 4% Unemployment rate among workers with basic edu. (2023) 7% Unemployment rate among workers with advanced edu. (2023) 3% Secondary Education Attainment (2023) 84% Tertiary Education Attainment (2022) 40% Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 5 Country investment in mid-career training (2022) 5 Jobs and Skills outlook 14% Global 22% Labour-market churn Five-year structural labour-force churn 41% Global 39% Skill disruption Shares of core skills which will change 97% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 95% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 66% 60% Increased efforts and investments to reduce carbon… 59% 47% Increased efforts and investments to adapt to climate… 57% 41% Increased focus on labour and social issues 45% 46% Ageing and declining workingage populations 45% 40% Rising cost of living, higher prices or inflation 40% 50% Increased geopolitical division and conflicts 38% 34% Slower economic growth 36% 42% Growing working-age populations 32% 24% Stricter anti-trust and competition regulations 21% 17% Increased restrictions to global trade and investment 19% 23% Increased government subsidies and industrial policy 13% 21% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 96% 86% Robots and autonomous systems 60% 58% Energy generation, storage and distribution 36% 41% New materials and composites 32% 30% Semiconductors and computing technologies 23% 20% Biotechnology and gene technologies 15% 11% Satellites and space technologies 13% 9% Sensing, laser and optical technologies 13% 18% Quantum and encryption 6% 12% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. Data Analysts and Scientists 36 41 36 AI and Machine Learning Specialists 31 82 31 Business Intelligence Analysts 13 18 30 Managing Directors and Chief Executives 6 5 6 General and Operations Managers 0 4 1 Administrative Assistants and Executive Secretaries -16 -20 25 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Resilience, flexibility and agility 84% Leadership and social influence 67% Motivation and self-awareness 63% Curiosity and lifelong learning 63% Empathy and active listening 56% SKILLS OF INCREASING USE BY 2030 AI and big data 92% Technological literacy 82% Networks and cybersecurity 73% Curiosity and lifelong learning 64% Resilience, flexibility and agility 60% Economy Profile 1 / 2 Switzerland Working Age Population (Millions) 6.6 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 202

• 203. Upskilling and reskilling outlook 40 Global 41 Would not need training by 2030 29 Global 29 Would be upskilled in their current role 20 Global 19 Would be upskilled and redeployed 11 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 47% 35% 18% 48% 30% 22% 2030 33% 36% 31% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Provision of reskilling and upskilling 65% 52% Funding for reskilling and upskilling 57% 55% Flexibility on hiring and firing practices 54% 44% Improvements to public education systems 49% 47% Changes to immigration laws 46% 26% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 66% 63% Organization culture and resistance to change 51% 46% Inability to attract talent to the industry 45% 37% Outdated or inflexible regulatory framework 34% 39% Lack of adequate data and technical infrastructure 32% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 60% 35% 5% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 58% -100% +100% 14% Talent development of existing workforce 3% -100% +100% 58% Talent retention of existing workforce 36% -100% +100% 31% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 65 Global 48 Targeted recruitment, retention and progression initiatives 62 Global 51 Run comprehensive DEI training for managers and staff 51 Global 42 Set DEI goals, targets or quotas AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 84 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 76 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 65 Global 62 Hiring new people with skills to better work alongside AI Economy Profile 2 / 2 Switzerland Working Age Population (Millions) 6.6 Future of Jobs Report 2025 203

• 204. Contextual indicators Regional average Income Group average Labour force participation (2023) 73% Vulnerable employment (2022) 50% Share of youth not in employment, education, or training (NEET) (2023) 12% Unemployment rate (2023) 0% Unemployment rate among workers with basic edu. (2023) 0% Unemployment rate among workers with advanced edu. (2023) 1% Secondary Education Attainment (2023) 39% Tertiary Education Attainment (2023) 17% Ease of finding skilled employees in local labour market (2024) 5 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 3 Jobs and Skills outlook 12% Global 22% Labour-market churn Five-year structural labour-force churn 35% Global 39% Skill disruption Shares of core skills which will change 97% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 89% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Increased efforts and investments to reduce carbon… 76% 47% Slower economic growth 73% 42% Broadening digital access 68% 60% Rising cost of living, higher prices or inflation 68% 50% Increased geopolitical division and conflicts 57% 34% Increased efforts and investments to adapt to climate… 54% 41% Ageing and declining workingage populations 54% 40% Increased focus on labour and social issues 38% 46% Increased restrictions to global trade and investment 35% 23% Increased government subsidies and industrial policy 32% 21% Growing working-age populations 32% 24% Stricter anti-trust and competition regulations 16% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 89% 86% Robots and autonomous systems 76% 58% New materials and composites 51% 30% Energy generation, storage and distribution 49% 41% Sensing, laser and optical technologies 27% 18% Semiconductors and computing technologies 27% 20% Quantum and encryption 16% 12% Biotechnology and gene technologies 14% 11% Satellites and space technologies 11% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 41 82 41 Digital Transformation Specialists 20 35 20 Managing Directors and Chief Executives 5 5 5 Assembly and Factory Workers -3 0 23 Administrative Assistants and Executive Secretaries -17 -20 17 Data Entry Clerks -23 -26 23 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Creative thinking 74% Analytical thinking 74% Resilience, flexibility and agility 71% Leadership and social influence 71% AI and big data 55% SKILLS OF INCREASING USE BY 2030 AI and big data 93% Analytical thinking 72% Creative thinking 71% Networks and cybersecurity 67% Leadership and social influence 65% Economy Profile 1 / 2 Thailand Working Age Population (Millions) 49.6 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 204

• 205. Upskilling and reskilling outlook 44 Global 41 Would not need training by 2030 26 Global 29 Would be upskilled in their current role 21 Global 19 Would be upskilled and redeployed 9 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 44% 31% 25% 48% 30% 22% 2030 33% 34% 33% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 63% 55% Flexibility on hiring and firing practices 57% 44% Provision of reskilling and upskilling 57% 52% Flexibility on setting wages 40% 38% Improvements to public education systems 30% 47% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Inability to attract talent to the industry 62% 37% Skills gaps in the labour market 62% 63% Inability to attract talent to my firm 46% 27% Insufficient understanding of opportunities 41% 25% Organization culture and resistance to change 35% 46% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 57% 37% 7% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 42% -100% +100% 29% Talent development of existing workforce 0% -100% +100% 81% Talent retention of existing workforce 16% -100% +100% 52% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 55 Global 42 Set DEI goals, targets or quotas 52 Global 51 Run comprehensive DEI training for managers and staff 48 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 89 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 75 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 64 Global 62 Hiring new people with skills to better work alongside AI Economy Profile 2 / 2 Thailand Working Age Population (Millions) 49.6 Future of Jobs Report 2025 205

• 206. Contextual indicators Regional average Income Group average Labour force participation (2023) 50% Vulnerable employment (2022) 21% Share of youth not in employment, education, or training (NEET) (2023) 23% Unemployment rate (2023) 13% Unemployment rate among workers with basic edu. (2023) 11% Unemployment rate among workers with advanced edu. (2023) 21% Secondary Education Attainment (2023) 44% Tertiary Education Attainment (2023) 15% Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 3 Country investment in mid-career training (2022) 3 Jobs and Skills outlook 20% Global 22% Labour-market churn Five-year structural labour-force churn 35% Global 39% Skill disruption Shares of core skills which will change 86% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 91% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Rising cost of living, higher prices or inflation 60% 50% Broadening digital access 56% 60% Increased efforts and investments to adapt to climate… 52% 41% Slower economic growth 52% 42% Increased government subsidies and industrial policy 32% 21% Increased restrictions to global trade and investment 32% 23% Increased efforts and investments to reduce carbon… 32% 47% Increased focus on labour and social issues 32% 46% Growing working-age populations 24% 24% Increased geopolitical division and conflicts 24% 34% Stricter anti-trust and competition regulations 16% 17% Ageing and declining workingage populations 8% 40% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 78% 86% Robots and autonomous systems 61% 58% Energy generation, storage and distribution 35% 41% New materials and composites 30% 30% Semiconductors and computing technologies 22% 20% Quantum and encryption 13% 12% Sensing, laser and optical technologies 13% 18% Biotechnology and gene technologies 4% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. Big Data Specialists 27 113 27 AI and Machine Learning Specialists 27 82 27 Robotics Engineers 23 37 23 Accountants and Auditors 0 -8 5 Assembly and Factory Workers -4 0 36 Accounting, Bookkeeping and Payroll Clerks -21 -18 21 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Leadership and social influence 73% Analytical thinking 68% Creative thinking 68% Resilience, flexibility and agility 59% Empathy and active listening 50% SKILLS OF INCREASING USE BY 2030 AI and big data 86% Leadership and social influence 86% Creative thinking 85% Networks and cybersecurity 79% Resilience, flexibility and agility 76% Economy Profile 1 / 2 Tunisia Working Age Population (Millions) 7.3 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 206

• 207. Upskilling and reskilling outlook 47 Global 41 Would not need training by 2030 27 Global 29 Would be upskilled in their current role 17 Global 19 Would be upskilled and redeployed 10 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 42% 24% 35% 48% 30% 22% 2030 36% 23% 41% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 55% 55% Flexibility on hiring and firing practices 50% 44% Changes to labour laws related to remote work 41% 36% Improvements to public education systems 41% 47% Wage subsidies 41% 26% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 80% 63% Outdated or inflexible regulatory framework 44% 39% Organization culture and resistance to change 40% 46% Lack of adequate data and technical infrastructure 36% 32% Inability to attract talent to the industry 28% 37% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 68% 23% 9% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 32% -100% +100% 45% Talent development of existing workforce 9% -100% +100% 73% Talent retention of existing workforce 27% -100% +100% 50% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 57 Global 48 Targeted recruitment, retention and progression initiatives 48 Global 51 Run comprehensive DEI training for managers and staff 48 Global 42 Set DEI goals, targets or quotas AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 71 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 62 Global 62 Hiring new people with skills to better work alongside AI 52 Global 49 Re-orienting your organization to target new business opportunities created by AI Economy Profile 2 / 2 Tunisia Working Age Population (Millions) 7.3 Future of Jobs Report 2025 207

• 208. Contextual indicators Regional average Income Group average Labour force participation (2023) 55% Vulnerable employment (2022) 25% Share of youth not in employment, education, or training (NEET) (2023) 22% Unemployment rate (2023) 8% Unemployment rate among workers with basic edu. (2023) 7% Unemployment rate among workers with advanced edu. (2023) 8% Secondary Education Attainment (2023) 41% Tertiary Education Attainment (2023) 22% Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 3 Country investment in mid-career training (2022) 3 Jobs and Skills outlook 29% Global 22% Labour-market churn Five-year structural labour-force churn 44% Global 39% Skill disruption Shares of core skills which will change 88% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 94% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 62% 60% Rising cost of living, higher prices or inflation 61% 50% Increased efforts and investments to reduce carbon… 58% 47% Increased efforts and investments to adapt to climate… 49% 41% Increased focus on labour and social issues 49% 46% Slower economic growth 35% 42% Increased geopolitical division and conflicts 33% 34% Increased restrictions to global trade and investment 30% 23% Ageing and declining workingage populations 29% 40% Increased government subsidies and industrial policy 23% 21% Stricter anti-trust and competition regulations 22% 17% Growing working-age populations 20% 24% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 79% 86% Robots and autonomous systems 63% 58% Energy generation, storage and distribution 60% 41% New materials and composites 40% 30% Semiconductors and computing technologies 21% 20% Sensing, laser and optical technologies 20% 18% Quantum and encryption 13% 12% Biotechnology and gene technologies 8% 11% Satellites and space technologies 6% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. Sustainability Specialists 41 33 41 AI and Machine Learning Specialists 40 82 40 Business Development Professionals 28 19 29 Business Intelligence Analysts 20 18 21 Managing Directors and Chief Executives 0 5 0 Accountants and Auditors -4 -8 29 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 74% Resilience, flexibility and agility 69% Leadership and social influence 65% Motivation and self-awareness 64% Creative thinking 60% SKILLS OF INCREASING USE BY 2030 AI and big data 92% Technological literacy 76% Networks and cybersecurity 74% Resilience, flexibility and agility 71% Creative thinking 68% Economy Profile 1 / 2 Türkiye Working Age Population (Millions) 53.6 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 208

• 209. Upskilling and reskilling outlook 42 Global 41 Would not need training by 2030 28 Global 29 Would be upskilled in their current role 19 Global 19 Would be upskilled and redeployed 11 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 49% 29% 22% 48% 30% 22% 2030 36% 29% 35% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Wage subsidies 49% 26% Changes to labour laws related to remote work 48% 36% Funding for reskilling and upskilling 48% 55% Provision of reskilling and upskilling 43% 52% Improvements to public education systems 39% 47% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 66% 63% Inability to attract talent to the industry 42% 37% Shortage of investment capital 40% 26% Inability to attract talent to my firm 38% 27% Lack of adequate data and technical infrastructure 36% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 53% 41% 6% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 56% -100% +100% 19% Talent development of existing workforce 5% -100% +100% 56% Talent retention of existing workforce 26% -100% +100% 33% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 59 Global 48 Targeted recruitment, retention and progression initiatives 54 Global 51 Run comprehensive DEI training for managers and staff 46 Global 39 Pay equity reviews and salary audits AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 78 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 70 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 62 Global 62 Hiring new people with skills to better work alongside AI Economy Profile 2 / 2 Türkiye Working Age Population (Millions) 53.6 Future of Jobs Report 2025 209

• 210. Contextual indicators Regional average Income Group average Labour force participation (2023) 25 Vulnerable employment (2022) 50% Share of youth not in employment, education, or training (NEET) (2023) 20% Unemployment rate (2023) 2% Unemployment rate among workers with basic edu. (2023) 1% Unemployment rate among workers with advanced edu. (2023) 2% Secondary Education Attainment (2022) 74% Tertiary Education Attainment (2022) 54% Ease of finding skilled employees in local labour market (2024) 5% Fill vacancies by hiring foreign labour (2024) 6% Country investment in mid-career training (2022) 5% Jobs and Skills outlook 21% Global 22% Labour-market churn Five-year structural labour-force churn 41% Global 39% Skill disruption Shares of core skills which will change 85% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 87% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 76% 60% Increased efforts and investments to adapt to climate… 59% 41% Increased efforts and investments to reduce carbon… 56% 47% Rising cost of living, higher prices or inflation 42% 50% Increased geopolitical division and conflicts 41% 34% Increased focus on labour and social issues 38% 46% Slower economic growth 38% 42% Increased restrictions to global trade and investment 30% 23% Increased government subsidies and industrial policy 27% 21% Ageing and declining workingage populations 26% 40% Growing working-age populations 17% 24% Stricter anti-trust and competition regulations 12% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 91% 86% Robots and autonomous systems 66% 58% Energy generation, storage and distribution 48% 41% New materials and composites 25% 30% Sensing, laser and optical technologies 22% 18% Semiconductors and computing technologies 20% 20% Satellites and space technologies 14% 9% Quantum and encryption 14% 12% Biotechnology and gene technologies 8% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 47 82 47 Business Intelligence Analysts 22 18 22 Human Resources Specialists 8 5 12 Managing Directors and Chief Executives 0 5 6 Accountants and Auditors -4 -8 13 Data Entry Clerks -27 -26 30 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 61% AI and big data 56% Technological literacy 56% Talent management 54% Creative thinking 53% SKILLS OF INCREASING USE BY 2030 AI and big data 87% Technological literacy 87% Networks and cybersecurity 77% Creative thinking 67% Leadership and social influence 66% Economy Profile 1 / 2 United Arab Emirates Working Age Population (Millions) 9.4 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 210

• 211. Upskilling and reskilling outlook 44 Global 41 Would not need training by 2030 28 Global 29 Would be upskilled in their current role 18 Global 19 Would be upskilled and redeployed 10 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 42% 27% 31% 48% 30% 23% 2030 26% 31% 43% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Funding for reskilling and upskilling 63% 55% Provision of reskilling and upskilling 55% 52% Flexibility on hiring and firing practices 45% 44% Changes to labour laws related to remote work 37% 36% Improvements to public education systems 37% 47% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 72% 63% Organization culture and resistance to change 47% 46% Inability to attract talent to the industry 42% 37% Outdated or inflexible regulatory framework 34% 39% Insufficient understanding of opportunities 28% 25% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 33% 8% 59% 41% 8% 52% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 26% -100% +100% 40% Talent development of existing workforce 2% -100% +100% 58% Talent retention of existing workforce 6% -100% +100% 44% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 49 Global 48 Targeted recruitment, retention and progression initiatives 45 Global 42 Set DEI goals, targets or quotas 40 Global 51 Run comprehensive DEI training for managers and staff AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 79 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 68 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 55 Global 47 Transitioning people from jobs that AI will cause to decline, to other roles within your organization Economy Profile 2 / 2 United Arab Emirates Working Age Population (Millions) 9.4 Future of Jobs Report 2025 211

• 212. Contextual indicators Regional average Income Group average Labour force participation (2023) 64% Vulnerable employment (2022) 14% Share of youth not in employment, education, or training (NEET) (2023) 13% Unemployment rate (2023) 3% Unemployment rate among workers with basic edu. (2023) 4% Unemployment rate among workers with advanced edu. (2023) 2% Secondary Education Attainment (2023) 79% Tertiary Education Attainment (2023) 42% Ease of finding skilled employees in local labour market (2024) 5 Fill vacancies by hiring foreign labour (2024) 5 Country investment in mid-career training (2022) 4 Jobs and Skills outlook 23% Global 22% Labour-market churn Five-year structural labour-force churn 33% Global 39% Skill disruption Shares of core skills which will change 95% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 93% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 64% 60% Increased efforts and investments to reduce carbon… 57% 47% Increased geopolitical division and conflicts 56% 34% Increased efforts and investments to adapt to climate… 56% 41% Slower economic growth 51% 42% Ageing and declining workingage populations 48% 40% Rising cost of living, higher prices or inflation 47% 50% Increased focus on labour and social issues 43% 46% Growing working-age populations 28% 24% Increased restrictions to global trade and investment 26% 23% Increased government subsidies and industrial policy 23% 21% Stricter anti-trust and competition regulations 20% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 92% 86% Robots and autonomous systems 62% 58% Energy generation, storage and distribution 40% 41% Semiconductors and computing technologies 33% 20% New materials and composites 32% 30% Sensing, laser and optical technologies 24% 18% Quantum and encryption 23% 12% Biotechnology and gene technologies 15% 11% Satellites and space technologies 10% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. Big Data Specialists 319 113 320 AI and Machine Learning Specialists 151 82 151 Data Analysts and Scientists 29 41 29 Business Development Professionals 14 19 15 General and Operations Managers -4 4 9 Data Entry Clerks -26 -26 26 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 80% Resilience, flexibility and agility 73% Leadership and social influence 65% Creative thinking 62% Motivation and self-awareness 56% SKILLS OF INCREASING USE BY 2030 AI and big data 92% Networks and cybersecurity 71% Technological literacy 71% Resilience, flexibility and agility 69% Curiosity and lifelong learning 68% Economy Profile 1 / 2 United Kingdom Working Age Population (Millions) 47.5 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 212

• 213. Upskilling and reskilling outlook 35 Global 41 Would not need training by 2030 32 Global 29 Would be upskilled in their current role 22 Global 19 Would be upskilled and redeployed 12 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 45% 33% 22% 48% 30% 22% 2030 29% 36% 34% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Provision of reskilling and upskilling 55% 52% Flexibility on hiring and firing practices 52% 44% Funding for reskilling and upskilling 51% 55% Improvements to public education systems 46% 47% Changes to immigration laws 42% 26% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 62% 63% Organization culture and resistance to change 46% 46% Lack of adequate data and technical infrastructure 40% 32% Inability to attract talent to the industry 38% 37% Outdated or inflexible regulatory framework 30% 39% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 42% 49% 10% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 46% -100% +100% 26% Talent development of existing workforce 5% -100% +100% 69% Talent retention of existing workforce 21% -100% +100% 31% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 58 Global 51 Run comprehensive DEI training for managers and staff 58 Global 48 Targeted recruitment, retention and progression initiatives 52 Global 42 Set DEI goals, targets or quotas AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 90 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 74 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 66 Global 62 Hiring new people with skills to better work alongside AI Economy Profile 2 / 2 United Kingdom Working Age Population (Millions) 47.5 Future of Jobs Report 2025 213

• 214. Contextual indicators Regional average Income Group average Labour force participation (2023) 64% Vulnerable employment (2022) 4% Share of youth not in employment, education, or training (NEET) (2023) 11% Unemployment rate (2023) 3% Unemployment rate among workers with basic edu. (2023) 5% Unemployment rate among workers with advanced edu. (2023) 2% Secondary Education Attainment (2023) 95% Tertiary Education Attainment (2023) 49% Ease of finding skilled employees in local labour market (2024) 5 Fill vacancies by hiring foreign labour (2024) 5 Country investment in mid-career training (2022) 5 Jobs and Skills outlook 23% Global 22% Labour-market churn Five-year structural labour-force churn 35% Global 39% Skill disruption Shares of core skills which will change 97% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 94% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 68% 60% Increased efforts and investments to reduce carbon… 60% 47% Increased efforts and investments to adapt to climate… 55% 41% Increased geopolitical division and conflicts 52% 34% Slower economic growth 51% 42% Rising cost of living, higher prices or inflation 49% 50% Ageing and declining workingage populations 47% 40% Increased focus on labour and social issues 42% 46% Increased restrictions to global trade and investment 29% 23% Growing working-age populations 26% 24% Increased government subsidies and industrial policy 23% 21% Stricter anti-trust and competition regulations 20% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 94% 86% Robots and autonomous systems 64% 58% Energy generation, storage and distribution 41% 41% New materials and composites 33% 30% Semiconductors and computing technologies 31% 20% Sensing, laser and optical technologies 23% 18% Quantum and encryption 19% 12% Biotechnology and gene technologies 15% 11% Satellites and space technologies 10% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 142 82 142 Data Analysts and Scientists 40 41 41 Sustainability Specialists 34 33 34 Business Development Professionals 14 19 15 General and Operations Managers -2 4 11 Administrative Assistants and Executive Secretaries -19 -20 21 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 75% Resilience, flexibility and agility 73% Leadership and social influence 66% Creative thinking 63% Empathy and active listening 56% SKILLS OF INCREASING USE BY 2030 AI and big data 90% Networks and cybersecurity 71% Technological literacy 69% Creative thinking 68% Resilience, flexibility and agility 68% Economy Profile 1 / 2 United States of America Working Age Population (Millions) 227.6 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 214

• 215. Upskilling and reskilling outlook 39 Global 41 Would not need training by 2030 29 Global 29 Would be upskilled in their current role 21 Global 19 Would be upskilled and redeployed 11 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 44% 33% 23% 48% 30% 22% 2030 30% 36% 34% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Provision of reskilling and upskilling 55% 52% Funding for reskilling and upskilling 55% 55% Flexibility on hiring and firing practices 48% 44% Improvements to public education systems 41% 47% Changes to labour laws related to remote work 35% 36% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 58% 63% Organization culture and resistance to change 43% 46% Inability to attract talent to the industry 41% 37% Lack of adequate data and technical infrastructure 37% 32% Outdated or inflexible regulatory framework 31% 39% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 41% 48% 11% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 41% -100% +100% 27% Talent development of existing workforce 3% -100% +100% 68% Talent retention of existing workforce 21% -100% +100% 35% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 62 Global 48 Targeted recruitment, retention and progression initiatives 61 Global 51 Run comprehensive DEI training for managers and staff 55 Global 42 Set DEI goals, targets or quotas AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 87 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 73 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 68 Global 62 Hiring new people with skills to better work alongside AI Economy Profile 2 / 2 United States of America Working Age Population (Millions) 227.6 Future of Jobs Report 2025 215

• 216. Contextual indicators Regional average Income Group average Labour force participation (2020) 62% Vulnerable employment (2022) 34% Share of youth not in employment, education, or training (NEET) - NA Unemployment rate (2020) 4% Unemployment rate among workers with basic edu. - NA Unemployment rate among workers with advanced edu. (2020) 1% Secondary Education Attainment (2022) 97% Tertiary Education Attainment (2022) 62% Ease of finding skilled employees in local labour market (2024) 4 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2021) 5 Jobs and Skills outlook 30% Global 22% Labour-market churn Five-year structural labour-force churn 36% Global 39% Skill disruption Shares of core skills which will change 60% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 84% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 51% 60% Rising cost of living, higher prices or inflation 51% 50% Increased focus on labour and social issues 41% 46% Growing working-age populations 35% 24% Increased government subsidies and industrial policy 32% 21% Slower economic growth 30% 42% Increased geopolitical division and conflicts 27% 34% Increased restrictions to global trade and investment 19% 23% Increased efforts and investments to adapt to climate… 16% 41% Increased efforts and investments to reduce carbon… 14% 47% Ageing and declining workingage populations 14% 40% Stricter anti-trust and competition regulations 5% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 69% 86% Robots and autonomous systems 47% 58% New materials and composites 36% 30% Energy generation, storage and distribution 33% 41% Quantum and encryption 19% 12% Biotechnology and gene technologies 17% 11% Sensing, laser and optical technologies 11% 18% Semiconductors and computing technologies 11% 20% Satellites and space technologies 3% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. Business Intelligence Analysts 21 18 21 University and Higher Education Teachers 21 16 23 Lawyers 11 2 13 Accountants and Auditors 6 -8 27 Accounting, Bookkeeping and Payroll Clerks -13 -18 21 Administrative Assistants and Executive Secretaries -27 -20 27 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 65% Resilience, flexibility and agility 65% Systems thinking 62% Motivation and self-awareness 59% Talent management 59% SKILLS OF INCREASING USE BY 2030 Networks and cybersecurity 76% AI and big data 75% Programming 64% Multi-lingualism 63% Technological literacy 63% Economy Profile 1 / 2 Uzbekistan Working Age Population (Millions) 19.8 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 216

• 217. Upskilling and reskilling outlook 52 Global 41 Would not need training by 2030 22 Global 29 Would be upskilled in their current role 14 Global 19 Would be upskilled and redeployed 12 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 43% 30% 26% 48% 30% 22% 2030 29% 33% 38% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Flexibility on hiring and firing practices 57% 44% Improvements to public education systems 57% 47% Provision of reskilling and upskilling 50% 52% Flexibility on setting wages 37% 38% Changes to labour laws related to remote work 33% 36% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 78% 63% Organization culture and resistance to change 30% 46% Outdated or inflexible regulatory framework 30% 39% Shortage of investment capital 30% 26% Inability to attract talent to the industry 27% 37% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 68% 29% 3% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 37% -100% +100% 43% Talent development of existing workforce 0% -100% +100% 84% Talent retention of existing workforce 3% -100% +100% 71% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 47 Global 48 Targeted recruitment, retention and progression initiatives 33 Global 39 Pay equity reviews and salary audits 27 Global 51 Run comprehensive DEI training for managers and staff AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 65 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 58 Global 41 Downsizing workforce where AI can replicate people’s work 52 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI Economy Profile 2 / 2 Uzbekistan Working Age Population (Millions) 19.8 Future of Jobs Report 2025 217

• 218. Contextual indicators Regional average Income Group average Labour force participation (2023) 79% Vulnerable employment (2022) 52% Share of youth not in employment, education, or training (NEET) (2023) 11% Unemployment rate (2023) 1% Unemployment rate among workers with basic edu. (2023) 1% Unemployment rate among workers with advanced edu. (2023) 2% Secondary Education Attainment (2023) 39% Tertiary Education Attainment (2023) 15% Ease of finding skilled employees in local labour market (2024) 5 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 4 Jobs and Skills outlook 16% Global 22% Labour-market churn Five-year structural labour-force churn 37% Global 39% Skill disruption Shares of core skills which will change 87% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 96% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Broadening digital access 69% 60% Increased efforts and investments to reduce carbon… 66% 47% Rising cost of living, higher prices or inflation 59% 50% Slower economic growth 48% 42% Ageing and declining workingage populations 48% 40% Increased restrictions to global trade and investment 45% 23% Increased efforts and investments to adapt to climate… 41% 41% Increased focus on labour and social issues 41% 46% Increased geopolitical division and conflicts 28% 34% Growing working-age populations 21% 24% Increased government subsidies and industrial policy 17% 21% Stricter anti-trust and competition regulations 10% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 76% 86% Robots and autonomous systems 72% 58% Energy generation, storage and distribution 59% 41% New materials and composites 52% 30% Semiconductors and computing technologies 24% 20% Quantum and encryption 10% 12% Sensing, laser and optical technologies 7% 18% Biotechnology and gene technologies 7% 11% Satellites and space technologies 3% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 36 82 36 E-commerce Specialists 26 20 26 Business Development Professionals 24 19 24 Managing Directors and Chief Executives 8 5 8 General and Operations Managers 5 4 5 Assembly and Factory Workers -7 0 20 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Analytical thinking 79% Leadership and social influence 75% Creative thinking 71% Resource management and operations 63% AI and big data 63% SKILLS OF INCREASING USE BY 2030 AI and big data 96% Networks and cybersecurity 70% Talent management 68% Resilience, flexibility and agility 68% Creative thinking 68% Economy Profile 1 / 2 Viet Nam Working Age Population (Millions) 63.9 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 218

• 219. Upskilling and reskilling outlook 41 Global 41 Would not need training by 2030 26 Global 29 Would be upskilled in their current role 19 Global 19 Would be upskilled and redeployed 14 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 40% 34% 25% 48% 30% 22% 2030 25% 37% 38% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Flexibility on hiring and firing practices 59% 44% Funding for reskilling and upskilling 59% 55% Changes to immigration laws 50% 26% Changes to pension schemes and retirement ages 46% 25% Wage subsidies 41% 26% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Skills gaps in the labour market 62% 63% Lack of adequate data and technical infrastructure 55% 32% Organization culture and resistance to change 41% 46% Insufficient understanding of opportunities 41% 25% Outdated or inflexible regulatory framework 41% 39% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 59% 36% 5% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 39% -100% +100% 30% Talent development of existing workforce 5% -100% +100% 77% Talent retention of existing workforce 18% -100% +100% 36% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 61 Global 42 Set DEI goals, targets or quotas 61 Global 48 Targeted recruitment, retention and progression initiatives 57 Global 51 Run comprehensive DEI training for managers and staff AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 82 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 68 Global 62 Hiring new people with skills to better work alongside AI 68 Global 47 Transitioning people from jobs that AI will cause to decline, to other roles within your organization Economy Profile 2 / 2 Viet Nam Working Age Population (Millions) 63.9 Future of Jobs Report 2025 219

• 220. Contextual indicators Regional average Income Group average Labour force participation (2023) 76% Vulnerable employment (2022) 61% Share of youth not in employment, education, or training (NEET) (2023) 30% Unemployment rate (2023) 8% Unemployment rate among workers with basic edu. (2023) 7% Unemployment rate among workers with advanced edu. (2023) 5% Secondary Education Attainment (2022) 66% Tertiary Education Attainment (2022) 17% Ease of finding skilled employees in local labour market (2024) 5 Fill vacancies by hiring foreign labour (2024) 4 Country investment in mid-career training (2022) 4 Jobs and Skills outlook 16% Global 22% Labour-market churn Five-year structural labour-force churn 47% Global 39% Skill disruption Shares of core skills which will change 100% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 91% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Economy Global Rising cost of living, higher prices or inflation 78% 50% Broadening digital access 61% 60% Increased focus on labour and social issues 56% 46% Slower economic growth 56% 42% Increased efforts and investments to adapt to climate… 44% 41% Increased efforts and investments to reduce carbon… 39% 47% Increased government subsidies and industrial policy 28% 21% Increased restrictions to global trade and investment 22% 23% Growing working-age populations 22% 24% Ageing and declining workingage populations 17% 40% Increased geopolitical division and conflicts 11% 34% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Economy Global AI and information processing technologies (big data, VR, AR… 72% 86% Energy generation, storage and distribution 67% 41% Robots and autonomous systems 50% 58% Satellites and space technologies 28% 9% New materials and composites 17% 30% Semiconductors and computing technologies 17% 20% Sensing, laser and optical technologies 11% 18% Biotechnology and gene technologies 11% 11% Quantum and encryption 6% 12% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. Sustainability Specialists 22 33 22 Environmental Protection Professionals 18 28 18 Business Services and Administration Managers 9 -7 29 Assembly and Factory Workers 2 0 10 Accountants and Auditors -8 -8 12 General and Operations Managers -9 4 9 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Economy Global CORE SKILLS OF 2025 Motivation and self-awareness 75% Resilience, flexibility and agility 67% Service orientation and customer service 58% Analytical thinking 58% Creative thinking 58% SKILLS OF INCREASING USE BY 2030 Resilience, flexibility and agility 82% Systems thinking 82% Creative thinking 80% AI and big data 80% Technological literacy 78% Economy Profile 1 / 2 Zimbabwe Working Age Population (Millions) 6.3 INDICATORS min max INDICATORS min max -100% 0 100% Future of Jobs Report 2025 220

• 221. Upskilling and reskilling outlook 51 Global 41 Would not need training by 2030 23 Global 29 Would be upskilled in their current role 16 Global 19 Would be upskilled and redeployed 10 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 54% 25% 20% 48% 30% 22% 2030 30% 29% 42% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Economy Global ECONOMY GLOBAL Improvements to public education systems 70% 47% Changes to labour laws related to remote work 60% 36% Flexibility on setting wages 50% 38% Funding for reskilling and upskilling 50% 55% Provision of reskilling and upskilling 50% 52% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Economy Global ECONOMY GLOBAL Organization culture and resistance to change 50% 46% Shortage of investment capital 50% 26% Skills gaps in the labour market 44% 63% Outdated or inflexible regulatory framework 44% 39% Lack of adequate data and technical infrastructure 39% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 40% 50% 10% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 50% -100% +100% 40% Talent development of existing workforce 10% -100% +100% 90% Talent retention of existing workforce 10% -100% +100% 50% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 70 Global 48 Targeted recruitment, retention and progression initiatives 60 Global 51 Run comprehensive DEI training for managers and staff 40 Global 42 Set DEI goals, targets or quotas AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 82 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 55 Global 47 Transitioning people from jobs that AI will cause to decline, to other roles within your organization 55 Global 49 Re-orienting your organization to target new business opportunities created by AI Economy Profile 2 / 2 Zimbabwe Working Age Population (Millions) 6.3 Future of Jobs Report 2025 221

• 222. 23% Global 22% Labour-market churn Five-year structural labour-force churn 38% Global 39% Skill disruption Shares of core skills which will change 64% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 63% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Region Global Broadening digital access 61% 60% Rising cost of living, higher prices or inflation 52% 50% Increased focus on labour and social issues 37% 46% Slower economic growth 32% 42% Increased government subsidies and industrial policy 30% 21% Growing working-age populations 27% 24% Increased geopolitical division and conflicts 27% 34% Increased efforts and investments to reduce carbon… 23% 47% Increased restrictions to global trade and investment 19% 23% Increased efforts and investments to adapt to climate… 19% 41% Ageing and declining workingage populations 15% 40% Stricter anti-trust and competition regulations 14% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Region Global AI and information processing technologies (big data, VR, AR… 69% 86% Energy generation, storage and distribution 50% 41% Robots and autonomous systems 45% 58% New materials and composites 36% 30% Semiconductors and computing technologies 14% 20% Quantum and encryption 10% 12% Sensing, laser and optical technologies 10% 18% Biotechnology and gene technologies 9% 11% Satellites and space technologies 8% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 49 82 49 University and Higher Education Teachers 24 16 26 Accountants and Auditors 3 -8 15 Lawyers -4 2 12 Accounting, Bookkeeping and Payroll Clerks -12 -18 13 Administrative Assistants and Executive Secretaries -18 -20 18 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Region Global CORE SKILLS OF 2025 Analytical thinking 75% Resilience, flexibility and agility 70% Creative thinking 68% Motivation and self-awareness 62% Leadership and social influence 62% SKILLS OF INCREASING USE BY 2030 AI and big data 81% Networks and cybersecurity 70% Multi-lingualism 63% Creative thinking 59% Talent management 59% Region Profile 1 / 2 Central Asia Working Age Population (Millions) 33.1 -100% 0 100% Future of Jobs Report 2025 222

• 223. Upskilling and reskilling outlook 53 Global 41 Would not need training by 2030 23 Global 29 Would be upskilled in their current role 13 Global 19 Would be upskilled and redeployed 10 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 44% 31% 25% 48% 30% 22% 2030 29% 32% 39% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Region Global REGION GLOBAL Improvements to public education systems 61% 47% Funding for reskilling and upskilling 55% 55% Provision of reskilling and upskilling 52% 52% Flexibility on setting wages 38% 38% Flexibility on hiring and firing practices 36% 44% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Region Global REGION GLOBAL Skills gaps in the labour market 75% 63% Organization culture and resistance to change 35% 46% Shortage of investment capital 35% 26% Lack of adequate data and technical infrastructure 29% 32% Outdated or inflexible regulatory framework 28% 39% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 66% 31% 3% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 27% -100% +100% 30% Talent development of existing workforce 2% -100% +100% 80% Talent retention of existing workforce 6% -100% +100% 66% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 42 Global 48 Targeted recruitment, retention and progression initiatives 38 Global 39 Pay equity reviews and salary audits 31 Global 51 Run comprehensive DEI training for managers and staff AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 62 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 54 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 48 Global 62 Hiring new people with skills to better work alongside AI Region Profile 2 / 2 Central Asia Working Age Population (Millions) 33.1 Future of Jobs Report 2025 223

• 224. 28% Global 22% Labour-market churn Five-year structural labour-force churn 32% Global 39% Skill disruption Shares of core skills which will change 93% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 86% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Region Global Ageing and declining workingage populations 84% 40% Broadening digital access 66% 60% Slower economic growth 66% 42% Increased efforts and investments to reduce carbon… 61% 47% Rising cost of living, higher prices or inflation 58% 50% Increased focus on labour and social issues 52% 46% Increased geopolitical division and conflicts 48% 34% Increased efforts and investments to adapt to climate… 47% 41% Increased restrictions to global trade and investment 28% 23% Increased government subsidies and industrial policy 22% 21% Growing working-age populations 20% 24% Stricter anti-trust and competition regulations 9% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Region Global AI and information processing technologies (big data, VR, AR… 92% 86% Robots and autonomous systems 61% 58% Energy generation, storage and distribution 39% 41% Semiconductors and computing technologies 39% 20% New materials and composites 34% 30% Sensing, laser and optical technologies 31% 18% Quantum and encryption 27% 12% Biotechnology and gene technologies 27% 11% Satellites and space technologies 19% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 49 82 49 General and Operations Managers 31 4 43 Managing Directors and Chief Executives 19 5 19 Assembly and Factory Workers -4 0 20 Administrative Assistants and Executive Secretaries -18 -20 18 Accounting, Bookkeeping and Payroll Clerks -19 -18 19 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Region Global CORE SKILLS OF 2025 Analytical thinking 71% Leadership and social influence 66% Curiosity and lifelong learning 64% Creative thinking 64% Motivation and self-awareness 59% SKILLS OF INCREASING USE BY 2030 AI and big data 87% Creative thinking 73% Curiosity and lifelong learning 66% Networks and cybersecurity 64% Leadership and social influence 61% Region Profile 1 / 2 Eastern Asia Working Age Population (Millions) 1167.5 -100% 0 100% Future of Jobs Report 2025 224

• 225. Upskilling and reskilling outlook 41 Global 41 Would not need training by 2030 25 Global 29 Would be upskilled in their current role 18 Global 19 Would be upskilled and redeployed 15 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 51% 31% 18% 48% 30% 22% 2030 35% 38% 27% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Region Global REGION GLOBAL Provision of reskilling and upskilling 60% 52% Flexibility on hiring and firing practices 55% 44% Flexibility on setting wages 49% 38% Funding for reskilling and upskilling 43% 55% Changes to pension schemes and retirement ages 36% 25% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Region Global REGION GLOBAL Organization culture and resistance to change 64% 46% Inability to attract talent to the industry 53% 37% Insufficient understanding of opportunities 44% 25% Inability to attract talent to my firm 41% 27% Outdated or inflexible regulatory framework 39% 39% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 55% 43% 2% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 51% -100% +100% 28% Talent development of existing workforce 0% -100% +100% 83% Talent retention of existing workforce 23% -100% +100% 30% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 60 Global 51 Run comprehensive DEI training for managers and staff 38 Global 33 Anti-harrasment protocols 36 Global 42 Set DEI goals, targets or quotas AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 82 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 70 Global 62 Hiring new people with skills to better work alongside AI 68 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills Region Profile 2 / 2 Eastern Asia Working Age Population (Millions) 1167.5 Future of Jobs Report 2025 225

• 226. 21% Global 22% Labour-market churn Five-year structural labour-force churn 36% Global 39% Skill disruption Shares of core skills which will change 84% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 90% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Region Global Broadening digital access 57% 60% Rising cost of living, higher prices or inflation 51% 50% Increased efforts and investments to reduce carbon… 51% 47% Ageing and declining workingage populations 49% 40% Increased focus on labour and social issues 47% 46% Increased efforts and investments to adapt to climate… 44% 41% Slower economic growth 37% 42% Increased geopolitical division and conflicts 36% 34% Growing working-age populations 27% 24% Increased restrictions to global trade and investment 23% 23% Stricter anti-trust and competition regulations 19% 17% Increased government subsidies and industrial policy 16% 21% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Region Global AI and information processing technologies (big data, VR, AR… 87% 86% Robots and autonomous systems 62% 58% Energy generation, storage and distribution 44% 41% New materials and composites 30% 30% Semiconductors and computing technologies 17% 20% Sensing, laser and optical technologies 15% 18% Quantum and encryption 9% 12% Biotechnology and gene technologies 9% 11% Satellites and space technologies 5% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 109 82 109 Data Analysts and Scientists 33 41 33 Business Intelligence Analysts 16 18 21 General and Operations Managers 3 4 9 Administrative Assistants and Executive Secretaries -17 -20 19 Accounting, Bookkeeping and Payroll Clerks -19 -18 24 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Region Global CORE SKILLS OF 2025 Analytical thinking 71% Resilience, flexibility and agility 71% Leadership and social influence 63% Motivation and self-awareness 59% Curiosity and lifelong learning 58% SKILLS OF INCREASING USE BY 2030 AI and big data 91% Networks and cybersecurity 75% Technological literacy 73% Curiosity and lifelong learning 72% Resilience, flexibility and agility 71% Region Profile 1 / 2 Europe Working Age Population (Millions) 597.0 -100% 0 100% Future of Jobs Report 2025 226

• 227. Upskilling and reskilling outlook 38 Global 41 Would not need training by 2030 32 Global 29 Would be upskilled in their current role 19 Global 19 Would be upskilled and redeployed 11 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 48% 32% 20% 48% 30% 22% 2030 34% 34% 32% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Region Global REGION GLOBAL Funding for reskilling and upskilling 57% 55% Provision of reskilling and upskilling 47% 52% Flexibility on hiring and firing practices 46% 44% Improvements to public education systems 44% 47% Changes to labour laws related to remote work 39% 36% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Region Global REGION GLOBAL Skills gaps in the labour market 66% 63% Organization culture and resistance to change 46% 46% Inability to attract talent to the industry 41% 37% Outdated or inflexible regulatory framework 39% 39% Lack of adequate data and technical infrastructure 32% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 49% 45% 6% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 54% -100% +100% 21% Talent development of existing workforce 5% -100% +100% 63% Talent retention of existing workforce 22% -100% +100% 36% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 52 Global 51 Run comprehensive DEI training for managers and staff 46 Global 39 Pay equity reviews and salary audits 44 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 79 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 70 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 65 Global 62 Hiring new people with skills to better work alongside AI Region Profile 2 / 2 Europe Working Age Population (Millions) 597.0 Future of Jobs Report 2025 227

• 228. 23% Global 22% Labour-market churn Five-year structural labour-force churn 42% Global 39% Skill disruption Shares of core skills which will change 89% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 94% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Region Global Broadening digital access 70% 60% Increased focus on labour and social issues 57% 46% Increased efforts and investments to reduce carbon… 50% 47% Increased efforts and investments to adapt to climate… 43% 41% Rising cost of living, higher prices or inflation 43% 50% Slower economic growth 42% 42% Ageing and declining workingage populations 33% 40% Growing working-age populations 23% 24% Increased restrictions to global trade and investment 19% 23% Increased geopolitical division and conflicts 16% 34% Increased government subsidies and industrial policy 14% 21% Stricter anti-trust and competition regulations 14% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Region Global AI and information processing technologies (big data, VR, AR… 93% 86% Robots and autonomous systems 63% 58% Energy generation, storage and distribution 38% 41% New materials and composites 34% 30% Sensing, laser and optical technologies 28% 18% Semiconductors and computing technologies 20% 20% Biotechnology and gene technologies 15% 11% Satellites and space technologies 13% 9% Quantum and encryption 13% 12% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. Data Analysts and Scientists 51 41 51 AI and Machine Learning Specialists 50 82 50 Business Intelligence Analysts 31 18 34 Sustainability Specialists 29 33 29 Lawyers -10 2 15 Administrative Assistants and Executive Secretaries -26 -20 26 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Region Global CORE SKILLS OF 2025 Resilience, flexibility and agility 81% Analytical thinking 74% Leadership and social influence 69% Systems thinking 67% Empathy and active listening 67% SKILLS OF INCREASING USE BY 2030 AI and big data 92% Creative thinking 84% Technological literacy 81% Empathy and active listening 70% Design and user experience 70% Region Profile 1 / 2 Latin America and the Caribbean Working Age Population (Millions) 377.5 -100% 0 100% Future of Jobs Report 2025 228

• 229. Upskilling and reskilling outlook 41 Global 41 Would not need training by 2030 27 Global 29 Would be upskilled in their current role 22 Global 19 Would be upskilled and redeployed 10 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 51% 28% 21% 48% 30% 22% 2030 37% 29% 34% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Region Global REGION GLOBAL Flexibility on hiring and firing practices 57% 44% Provision of reskilling and upskilling 51% 52% Improvements to public education systems 50% 47% Funding for reskilling and upskilling 47% 55% Flexibility on setting wages 44% 38% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Region Global REGION GLOBAL Skills gaps in the labour market 53% 63% Organization culture and resistance to change 49% 46% Outdated or inflexible regulatory framework 48% 39% Shortage of investment capital 28% 26% Lack of adequate data and technical infrastructure 28% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 44% 48% 9% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 37% -100% +100% 37% Talent development of existing workforce 4% -100% +100% 80% Talent retention of existing workforce 20% -100% +100% 57% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 66 Global 51 Run comprehensive DEI training for managers and staff 59 Global 48 Targeted recruitment, retention and progression initiatives 54 Global 33 Anti-harrasment protocols AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 79 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 74 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 72 Global 62 Hiring new people with skills to better work alongside AI Region Profile 2 / 2 Latin America and the Caribbean Working Age Population (Millions) 377.5 Future of Jobs Report 2025 229

• 230. 19% Global 22% Labour-market churn Five-year structural labour-force churn 46% Global 39% Skill disruption Shares of core skills which will change 72% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 85% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Region Global Rising cost of living, higher prices or inflation 54% 50% Broadening digital access 53% 60% Slower economic growth 47% 42% Increased efforts and investments to reduce carbon… 35% 47% Increased geopolitical division and conflicts 35% 34% Increased efforts and investments to adapt to climate… 33% 41% Increased government subsidies and industrial policy 31% 21% Increased restrictions to global trade and investment 29% 23% Increased focus on labour and social issues 28% 46% Stricter anti-trust and competition regulations 24% 17% Ageing and declining workingage populations 18% 40% Growing working-age populations 13% 24% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Region Global AI and information processing technologies (big data, VR, AR… 79% 86% Robots and autonomous systems 44% 58% Energy generation, storage and distribution 31% 41% New materials and composites 25% 30% Semiconductors and computing technologies 20% 20% Sensing, laser and optical technologies 14% 18% Biotechnology and gene technologies 8% 11% Satellites and space technologies 7% 9% Quantum and encryption 6% 12% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 65 82 65 Business Development Professionals 26 19 26 Business Intelligence Analysts 19 18 23 Assembly and Factory Workers 8 0 26 Accountants and Auditors -3 -8 9 Administrative Assistants and Executive Secretaries -33 -20 42 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Region Global CORE SKILLS OF 2025 Creative thinking 57% Resilience, flexibility and agility 50% Analytical thinking 47% Leadership and social influence 46% AI and big data 46% SKILLS OF INCREASING USE BY 2030 AI and big data 74% Networks and cybersecurity 72% Technological literacy 67% Resilience, flexibility and agility 66% Creative thinking 64% Region Profile 1 / 2 Middle East and Northern Africa Working Age Population (Millions) 197.7 -100% 0 100% Future of Jobs Report 2025 230

• 231. Upskilling and reskilling outlook 51 Global 41 Would not need training by 2030 26 Global 29 Would be upskilled in their current role 15 Global 19 Would be upskilled and redeployed 9 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 42% 26% 32% 48% 30% 22% 2030 29% 28% 43% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Region Global REGION GLOBAL Funding for reskilling and upskilling 58% 55% Provision of reskilling and upskilling 53% 52% Improvements to public education systems 53% 47% Flexibility on setting wages 41% 38% Wage subsidies 41% 26% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Region Global REGION GLOBAL Skills gaps in the labour market 63% 63% Organization culture and resistance to change 42% 46% Outdated or inflexible regulatory framework 39% 39% Lack of adequate data and technical infrastructure 34% 32% Inability to attract talent to the industry 28% 37% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 63% 27% 10% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 23% -100% +100% 46% Talent development of existing workforce 5% -100% +100% 69% Talent retention of existing workforce 14% -100% +100% 58% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 36 Global 42 Set DEI goals, targets or quotas 35 Global 48 Targeted recruitment, retention and progression initiatives 34 Global 51 Run comprehensive DEI training for managers and staff AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 73 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 62 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 51 Global 62 Hiring new people with skills to better work alongside AI Region Profile 2 / 2 Middle East and Northern Africa Working Age Population (Millions) 197.7 Future of Jobs Report 2025 231

• 232. 21% Global 22% Labour-market churn Five-year structural labour-force churn 37% Global 39% Skill disruption Shares of core skills which will change 96% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 94% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Region Global Broadening digital access 67% 60% Slower economic growth 52% 42% Increased focus on labour and social issues 48% 46% Ageing and declining workingage populations 48% 40% Increased efforts and investments to adapt to climate… 45% 41% Rising cost of living, higher prices or inflation 45% 50% Increased geopolitical division and conflicts 45% 34% Increased efforts and investments to reduce carbon… 44% 47% Growing working-age populations 35% 24% Increased restrictions to global trade and investment 28% 23% Stricter anti-trust and competition regulations 25% 17% Increased government subsidies and industrial policy 22% 21% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Region Global AI and information processing technologies (big data, VR, AR… 96% 86% Robots and autonomous systems 61% 58% Semiconductors and computing technologies 36% 20% Energy generation, storage and distribution 33% 41% Quantum and encryption 28% 12% New materials and composites 22% 30% Sensing, laser and optical technologies 16% 18% Satellites and space technologies 9% 9% Biotechnology and gene technologies 9% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 91 82 91 Big Data Specialists 33 113 35 Data Analysts and Scientists 22 41 23 Business Development Professionals 12 19 15 General and Operations Managers -4 4 14 Accountants and Auditors -7 -8 11 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Region Global CORE SKILLS OF 2025 Analytical thinking 79% Resilience, flexibility and agility 79% Leadership and social influence 68% Empathy and active listening 66% Technological literacy 64% SKILLS OF INCREASING USE BY 2030 AI and big data 90% Technological literacy 80% Resilience, flexibility and agility 67% Creative thinking 65% Networks and cybersecurity 65% Region Profile 1 / 2 Northern America Working Age Population (Millions) 255.5 -100% 0 100% Future of Jobs Report 2025 232

• 233. Upskilling and reskilling outlook 33 Global 41 Would not need training by 2030 32 Global 29 Would be upskilled in their current role 24 Global 19 Would be upskilled and redeployed 10 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 44% 34% 22% 48% 30% 22% 2030 31% 38% 31% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Region Global REGION GLOBAL Funding for reskilling and upskilling 56% 55% Provision of reskilling and upskilling 56% 52% Flexibility on hiring and firing practices 46% 44% Changes to labour laws related to remote work 40% 36% Improvements to public education systems 40% 47% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Region Global REGION GLOBAL Skills gaps in the labour market 67% 63% Inability to attract talent to the industry 48% 37% Organization culture and resistance to change 42% 46% Lack of adequate data and technical infrastructure 35% 32% Outdated or inflexible regulatory framework 33% 39% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 35% 52% 14% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 43% -100% +100% 22% Talent development of existing workforce 4% -100% +100% 69% Talent retention of existing workforce 22% -100% +100% 29% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 79 Global 48 Targeted recruitment, retention and progression initiatives 67 Global 51 Run comprehensive DEI training for managers and staff 64 Global 39 Pay equity reviews and salary audits AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 84 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 82 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 66 Global 62 Hiring new people with skills to better work alongside AI Region Profile 2 / 2 Northern America Working Age Population (Millions) 255.5 Future of Jobs Report 2025 233

• 234. 20% Global 22% Labour-market churn Five-year structural labour-force churn 43% Global 39% Skill disruption Shares of core skills which will change 86% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 96% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Region Global Increased efforts and investments to reduce carbon… 72% 47% Broadening digital access 72% 60% Slower economic growth 69% 42% Increased efforts and investments to adapt to climate… 55% 41% Rising cost of living, higher prices or inflation 52% 50% Ageing and declining workingage populations 38% 40% Growing working-age populations 35% 24% Increased geopolitical division and conflicts 31% 34% Increased focus on labour and social issues 28% 46% Increased government subsidies and industrial policy 24% 21% Increased restrictions to global trade and investment 21% 23% Stricter anti-trust and competition regulations 14% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Region Global AI and information processing technologies (big data, VR, AR… 90% 86% Robots and autonomous systems 72% 58% Energy generation, storage and distribution 45% 41% New materials and composites 38% 30% Semiconductors and computing technologies 21% 20% Sensing, laser and optical technologies 14% 18% Satellites and space technologies 10% 9% Quantum and encryption 10% 12% Biotechnology and gene technologies 3% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 38 82 38 Data Analysts and Scientists 27 41 27 Business Development Professionals 19 19 19 Lawyers 6 2 12 Managing Directors and Chief Executives 3 5 3 Accounting, Bookkeeping and Payroll Clerks -23 -18 23 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Region Global CORE SKILLS OF 2025 Resilience, flexibility and agility 71% Leadership and social influence 67% Technological literacy 67% Analytical thinking 67% Creative thinking 63% SKILLS OF INCREASING USE BY 2030 AI and big data 96% Networks and cybersecurity 92% Resilience, flexibility and agility 83% Technological literacy 78% Analytical thinking 78% Region Profile 1 / 2 South-eastern Asia Working Age Population (Millions) 400.5 -100% 0 100% Future of Jobs Report 2025 234

• 235. Upskilling and reskilling outlook 38 Global 41 Would not need training by 2030 26 Global 29 Would be upskilled in their current role 25 Global 19 Would be upskilled and redeployed 11 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 41% 32% 27% 48% 30% 22% 2030 31% 33% 37% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Region Global REGION GLOBAL Flexibility on hiring and firing practices 59% 44% Provision of reskilling and upskilling 59% 52% Flexibility on setting wages 50% 38% Funding for reskilling and upskilling 50% 55% Improvements to public education systems 50% 47% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Region Global REGION GLOBAL Skills gaps in the labour market 69% 63% Lack of adequate data and technical infrastructure 59% 32% Outdated or inflexible regulatory framework 52% 39% Inability to attract talent to the industry 41% 37% Organization culture and resistance to change 41% 46% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 59% 27% 14% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 27% -100% +100% 45% Talent development of existing workforce 32% -100% +100% 68% Talent retention of existing workforce 14% -100% +100% 55% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 59 Global 42 Set DEI goals, targets or quotas 46 Global 51 Run comprehensive DEI training for managers and staff 46 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 91 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 77 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 59 Global 62 Hiring new people with skills to better work alongside AI Region Profile 2 / 2 South-eastern Asia Working Age Population (Millions) 400.5 Future of Jobs Report 2025 235

• 236. 28% Global 22% Labour-market churn Five-year structural labour-force churn 52% Global 39% Skill disruption Shares of core skills which will change 86% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 92% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Region Global Broadening digital access 63% 60% Increased efforts and investments to reduce carbon… 45% 47% Increased focus on labour and social issues 45% 46% Increased geopolitical division and conflicts 40% 34% Increased efforts and investments to adapt to climate… 37% 41% Rising cost of living, higher prices or inflation 34% 50% Increased government subsidies and industrial policy 24% 21% Growing working-age populations 18% 24% Stricter anti-trust and competition regulations 18% 17% Increased restrictions to global trade and investment 16% 23% Ageing and declining workingage populations 11% 40% Slower economic growth 8% 42% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Region Global AI and information processing technologies (big data, VR, AR… 79% 86% Robots and autonomous systems 53% 58% New materials and composites 34% 30% Sensing, laser and optical technologies 29% 18% Energy generation, storage and distribution 26% 41% Semiconductors and computing technologies 24% 20% Satellites and space technologies 18% 9% Biotechnology and gene technologies 18% 11% Quantum and encryption 11% 12% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. Supply Chain and Logistics Specialists 30 17 30 Assembly and Factory Workers 23 0 39 Business Development Professionals 15 19 15 Vocational Education Teachers 14 9 14 Project Managers 8 17 8 Accounting, Bookkeeping and Payroll Clerks -25 -18 27 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Region Global CORE SKILLS OF 2025 Analytical thinking 71% Creative thinking 55% AI and big data 55% Talent management 52% Technological literacy 52% SKILLS OF INCREASING USE BY 2030 AI and big data 93% Technological literacy 70% Creative thinking 70% Quality control 69% Analytical thinking 65% Region Profile 1 / 2 Southern Asia Working Age Population (Millions) 873.8 -100% 0 100% Future of Jobs Report 2025 236

• 237. Upskilling and reskilling outlook 44 Global 41 Would not need training by 2030 24 Global 29 Would be upskilled in their current role 20 Global 19 Would be upskilled and redeployed 12 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 55% 19% 26% 48% 30% 22% 2030 34% 23% 43% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Region Global REGION GLOBAL Provision of reskilling and upskilling 57% 52% Funding for reskilling and upskilling 54% 55% Improvements to public education systems 54% 47% Flexibility on hiring and firing practices 32% 44% Changes to labour laws related to remote work 29% 36% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Region Global REGION GLOBAL Skills gaps in the labour market 71% 63% Organization culture and resistance to change 45% 46% Outdated or inflexible regulatory framework 34% 39% Insufficient understanding of opportunities 32% 25% Inability to attract talent to the industry 29% 37% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 64% 29% 7% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 29% -100% +100% 39% Talent development of existing workforce 7% -100% +100% 74% Talent retention of existing workforce 22% -100% +100% 48% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 61 Global 51 Run comprehensive DEI training for managers and staff 57 Global 42 Set DEI goals, targets or quotas 54 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 73 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 62 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 58 Global 62 Hiring new people with skills to better work alongside AI Region Profile 2 / 2 Southern Asia Working Age Population (Millions) 873.8 Future of Jobs Report 2025 237

• 238. 31% Global 22% Labour-market churn Five-year structural labour-force churn 40% Global 39% Skill disruption Shares of core skills which will change 96% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 89% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Region Global Increased focus on labour and social issues 64% 46% Broadening digital access 59% 60% Rising cost of living, higher prices or inflation 59% 50% Slower economic growth 49% 42% Increased efforts and investments to reduce carbon… 33% 47% Increased efforts and investments to adapt to climate… 33% 41% Increased government subsidies and industrial policy 26% 21% Increased restrictions to global trade and investment 23% 23% Increased geopolitical division and conflicts 21% 34% Growing working-age populations 15% 24% Ageing and declining workingage populations 13% 40% Stricter anti-trust and competition regulations 3% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Region Global AI and information processing technologies (big data, VR, AR… 85% 86% Energy generation, storage and distribution 49% 41% Robots and autonomous systems 39% 58% New materials and composites 18% 30% Satellites and space technologies 15% 9% Quantum and encryption 13% 12% Sensing, laser and optical technologies 8% 18% Semiconductors and computing technologies 8% 20% Biotechnology and gene technologies 8% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 33 82 33 Assembly and Factory Workers 2 0 10 Accountants and Auditors -3 -8 9 General and Operations Managers -9 4 13 Business Services and Administration Managers -11 -7 27 Administrative Assistants and Executive Secretaries -20 -20 28 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Region Global CORE SKILLS OF 2025 Resilience, flexibility and agility 64% Technological literacy 64% Leadership and social influence 61% Analytical thinking 61% Motivation and self-awareness 58% SKILLS OF INCREASING USE BY 2030 AI and big data 89% Technological literacy 88% Resilience, flexibility and agility 83% Networks and cybersecurity 79% Creative thinking 76% Region Profile 1 / 2 Sub-Saharan Africa Working Age Population (Millions) 341.2 -100% 0 100% Future of Jobs Report 2025 238

• 239. Upskilling and reskilling outlook 46 Global 41 Would not need training by 2030 25 Global 29 Would be upskilled in their current role 20 Global 19 Would be upskilled and redeployed 9 Global 11 Would be unlikely to upskill Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 51% 34% 15% 48% 30% 22% 2030 32% 40% 28% 33% 33% 34% Public policy Public policies to improve talent availability Share of respondents who agree that the particular public policy has the greatest potential to increase the talent availability Region Global REGION GLOBAL Funding for reskilling and upskilling 68% 55% Provision of reskilling and upskilling 64% 52% Changes to labour laws related to remote work 54% 36% Improvements to public education systems 50% 47% Flexibility on setting wages 36% 38% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Region Global REGION GLOBAL Skills gaps in the labour market 51% 63% Shortage of investment capital 51% 26% Organization culture and resistance to change 46% 46% Outdated or inflexible regulatory framework 39% 39% Lack of adequate data and technical infrastructure 33% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 55% 35% 10% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 33% -100% +100% 48% Talent development of existing workforce 0% -100% +100% 79% Talent retention of existing workforce 0% -100% +100% 46% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 71 Global 48 Targeted recruitment, retention and progression initiatives 57 Global 51 Run comprehensive DEI training for managers and staff 39 Global 42 Set DEI goals, targets or quotas AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 89 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 61 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 61 Global 49 Re-orienting your organization to target new business opportunities created by AI Region Profile 2 / 2 Sub-Saharan Africa Working Age Population (Millions) 341.2 Future of Jobs Report 2025 239

• 240. 24% Global 22% Labour-market churn Five-year structural labour-force churn 42% Global 39% Skill disruption Shares of core skills which will change 80% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 77% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Industry Global Rising cost of living, higher prices or inflation 64% 50% Increased focus on labour and social issues 54% 46% Broadening digital access 51% 60% Increased efforts and investments to reduce carbon… 43% 47% Slower economic growth 43% 42% Ageing and declining workingage populations 43% 40% Increased geopolitical division and conflicts 30% 34% Increased efforts and investments to adapt to climate… 22% 41% Growing working-age populations 21% 24% Increased government subsidies and industrial policy  13% 21% Increased restrictions to global trade and investment 11% 23% Stricter anti-trust and competition regulations 8% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Industry Global AI and information processing technologies (big data, VR, AR… 80% 86% Robots and autonomous systems 53% 58% Energy generation, storage and distribution 38% 41% New materials and composites 20% 30% Sensing, laser and optical technologies 17% 18% Biotechnology and gene technologies 13% 11% Satellites and space technologies 7% 9% Quantum and encryption 7% 12% Semiconductors and computing technologies 7% 20% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 64 82 64 General and Operations Managers 41 4 43 Hotel and Restaurant Managers 18 19 20 Food and Beverage Serving Workers 12 6 16 Chefs and Cooks 11 15 13 Accountants and Auditors 2 -8 11 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Industry Global CORE SKILLS OF 2025 Resilience, flexibility and agility 53% Analytical thinking 51% Leadership and social influence 49% Creative thinking 47% Dependability and attention to detail 45% SKILLS OF INCREASING USE BY 2030 AI and big data 69% Networks and cybersecurity 69% Leadership and social influence 63% Technological literacy 60% Resilience, flexibility and agility 55% Workforce Strategy outlook Key components of your workforce strategy by 2030 % surveyed organizations selecting the macrotrend to drive workforce transformation Industry Global INDUSTRY GLOBAL Upskill your workforce 81% 85% Hire staff with new skills to meet emerging business needs 69% 70% Complement and augment your workforce with new technologies 64% 63% Upskilling and reskilling outlook 38 Global 41 Would not need training by 2030 31 Global 29 Would be upskilled in their current role 19 Global 19 Would be upskilled and redeployed 12 Global 11 Would be unlikely to upskill Industry Profile 1 / 2 Accommodation, Food, and Leisure -100% 0 100% Future of Jobs Report 2025 240

• 241. Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 55% 21% 24% 48% 30% 22% 2030 43% 23% 34% 33% 33% 34% Business Practice Business practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) Industry Global INDUSTRY GLOBAL Supporting employee health and well-being 69% 64% Improving talent progression and promotion processes 58% 62% Offering higher wages 58% 50% Providing effective reskilling and upskilling 51% 63% Improving working hours and overtime policies 49% 38% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Industry Global INDUSTRY GLOBAL Skills gaps in the labour market 66% 63% Inability to attract talent to the industry 55% 37% Organization culture and resistance to change 47% 46% Outdated or inflexible regulatory framework 33% 39% Lack of adequate data and technical infrastructure 28% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 56% 38% 7% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 59% -100% +100% 20% Talent development of existing workforce 5% -100% +100% 68% Talent retention of existing workforce 23% -100% +100% 50% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 52 Global 51 Run comprehensive DEI training for managers and staff 48 Global 42 Set DEI goals, targets or quotas 46 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 67 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 56 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 51 Global 62 Hiring new people with skills to better work alongside AI Industry Profile 2 / 2 Accommodation, Food, and Leisure Future of Jobs Report 2025 241

• 242. 50% Global 22% Labour-market churn Five-year structural labour-force churn 37% Global 39% Skill disruption Shares of core skills which will change 78% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 86% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Industry Global Increased efforts and investments to reduce carbon… 60% 47% Rising cost of living, higher prices or inflation 53% 50% Increased efforts and investments to adapt to climate… 49% 41% Broadening digital access 48% 60% Ageing and declining workingage populations 47% 40% Increased geopolitical division and conflicts 45% 34% Increased focus on labour and social issues 44% 46% Slower economic growth 34% 42% Increased government subsidies and industrial policy  33% 21% Increased restrictions to global trade and investment 33% 23% Growing working-age populations 18% 24% Stricter anti-trust and competition regulations 16% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Industry Global AI and information processing technologies (big data, VR, AR… 81% 86% Robots and autonomous systems 69% 58% New materials and composites 63% 30% Energy generation, storage and distribution 49% 41% Sensing, laser and optical technologies 30% 18% Semiconductors and computing technologies 26% 20% Biotechnology and gene technologies 22% 11% Quantum and encryption 8% 12% Satellites and space technologies 7% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 82 82 82 Sustainability Specialists 30 33 30 Industrial and Production Engineers 19 15 28 Assembly and Factory Workers 11 0 25 General and Operations Managers 1 4 9 Administrative Assistants and Executive Secretaries -24 -20 24 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Industry Global CORE SKILLS OF 2025 Resilience, flexibility and agility 73% Analytical thinking 71% Motivation and self-awareness 64% Creative thinking 55% Curiosity and lifelong learning 53% SKILLS OF INCREASING USE BY 2030 AI and big data 86% Creative thinking 76% Networks and cybersecurity 75% Technological literacy 73% Resilience, flexibility and agility 71% Workforce Strategy outlook Key components of your workforce strategy by 2030 % surveyed organizations selecting the macrotrend to drive workforce transformation Industry Global INDUSTRY GLOBAL Upskill your workforce 83% 85% Complement and augment your workforce with new technologies 71% 63% Accelerate the automation of processes and tasks 67% 73% Upskilling and reskilling outlook 46 Global 41 Would not need training by 2030 29 Global 29 Would be upskilled in their current role 15 Global 19 Would be upskilled and redeployed 9 Global 11 Would be unlikely to upskill Industry Profile 1 / 2 Advanced Manufactoring -100% 0 100% Future of Jobs Report 2025 242

• 243. Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 43% 29% 28% 48% 30% 22% 2030 31% 35% 35% 33% 33% 34% Business Practice Business practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) Industry Global INDUSTRY GLOBAL Providing effective reskilling and upskilling 67% 63% Supporting employee health and well-being 62% 64% Improving talent progression and promotion processes 60% 62% Offering higher wages 56% 50% Tapping into diverse talent pools 50% 47% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Industry Global INDUSTRY GLOBAL Skills gaps in the labour market 69% 63% Inability to attract talent to the industry 40% 37% Organization culture and resistance to change 34% 46% Inability to attract talent to my firm 32% 27% Outdated or inflexible regulatory framework 30% 39% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 56% 38% 6% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 42% -100% +100% 37% Talent development of existing workforce 2% -100% +100% 77% Talent retention of existing workforce 21% -100% +100% 54% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 57 Global 51 Run comprehensive DEI training for managers and staff 49 Global 39 Pay equity reviews and salary audits 47 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 80 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 72 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 58 Global 62 Hiring new people with skills to better work alongside AI Industry Profile 2 / 2 Advanced Manufactoring Future of Jobs Report 2025 243

• 244. 24% Global 22% Labour-market churn Five-year structural labour-force churn 41% Global 39% Skill disruption Shares of core skills which will change 67% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 83% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Industry Global Increased efforts and investments to reduce carbon… 57% 47% Increased efforts and investments to adapt to climate… 57% 41% Rising cost of living, higher prices or inflation 57% 50% Broadening digital access 46% 60% Increased geopolitical division and conflicts 43% 34% Ageing and declining workingage populations 43% 40% Increased focus on labour and social issues 41% 46% Increased government subsidies and industrial policy  30% 21% Slower economic growth 30% 42% Growing working-age populations 24% 24% Increased restrictions to global trade and investment 22% 23% Stricter anti-trust and competition regulations 19% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Industry Global AI and information processing technologies (big data, VR, AR… 84% 86% Robots and autonomous systems 60% 58% Energy generation, storage and distribution 57% 41% Biotechnology and gene technologies 41% 11% Sensing, laser and optical technologies 32% 18% New materials and composites 30% 30% Semiconductors and computing technologies 19% 20% Satellites and space technologies 14% 9% Quantum and encryption 8% 12% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 42 82 42 Farmworkers, Labourers, and Other Agricultural Workers 20 17 31 General and Operations Managers 13 4 13 Assembly and Factory Workers 10 0 20 Accounting, Bookkeeping and Payroll Clerks -14 -18 26 Administrative Assistants and Executive Secretaries -19 -20 30 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Industry Global CORE SKILLS OF 2025 Systems thinking 63% Analytical thinking 59% Leadership and social influence 56% Creative thinking 56% Resilience, flexibility and agility 56% SKILLS OF INCREASING USE BY 2030 Resilience, flexibility and agility 83% Environmental stewardship 71% Technological literacy 71% AI and big data 70% Creative thinking 65% Workforce Strategy outlook Key components of your workforce strategy by 2030 % surveyed organizations selecting the macrotrend to drive workforce transformation Industry Global INDUSTRY GLOBAL Upskill your workforce 88% 85% Hire staff with new skills to meet emerging business needs 71% 70% Complement and augment your workforce with new technologies 67% 63% Upskilling and reskilling outlook 54 Global 41 Would not need training by 2030 21 Global 29 Would be upskilled in their current role 16 Global 19 Would be upskilled and redeployed 10 Global 11 Would be unlikely to upskill Industry Profile 1 / 2 Agriculture Forestry and Fishing -100% 0 100% Future of Jobs Report 2025 244

• 245. Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 51% 27% 22% 48% 30% 22% 2030 35% 28% 38% 33% 33% 34% Business Practice Business practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) Industry Global INDUSTRY GLOBAL Improving talent progression and promotion processes 67% 62% Supporting employee health and well-being 63% 64% Offering higher wages 58% 50% Providing effective reskilling and upskilling 58% 63% Articulate business purpose and impact 42% 37% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Industry Global INDUSTRY GLOBAL Skills gaps in the labour market 68% 63% Outdated or inflexible regulatory framework 51% 39% Lack of adequate data and technical infrastructure 46% 32% Inability to attract talent to the industry 43% 37% Organization culture and resistance to change 38% 46% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 63% 29% 8% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 38% -100% +100% 33% Talent development of existing workforce 0% -100% +100% 63% Talent retention of existing workforce 13% -100% +100% 54% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 42 Global 42 Set DEI goals, targets or quotas 38 Global 51 Run comprehensive DEI training for managers and staff 33 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 61 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 61 Global 62 Hiring new people with skills to better work alongside AI 57 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI Industry Profile 2 / 2 Agriculture Forestry and Fishing Future of Jobs Report 2025 245

• 246. 17% Global 22% Labour-market churn Five-year structural labour-force churn 38% Global 39% Skill disruption Shares of core skills which will change 87% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 83% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Industry Global Increased efforts and investments to reduce carbon… 71% 47% Broadening digital access 63% 60% Rising cost of living, higher prices or inflation 56% 50% Increased geopolitical division and conflicts 54% 34% Increased efforts and investments to adapt to climate… 50% 41% Increased focus on labour and social issues 48% 46% Slower economic growth 48% 42% Increased restrictions to global trade and investment 46% 23% Ageing and declining workingage populations 31% 40% Increased government subsidies and industrial policy  29% 21% Stricter anti-trust and competition regulations 27% 17% Growing working-age populations 21% 24% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Industry Global AI and information processing technologies (big data, VR, AR… 92% 86% Robots and autonomous systems 73% 58% Energy generation, storage and distribution 60% 41% New materials and composites 52% 30% Sensing, laser and optical technologies 40% 18% Semiconductors and computing technologies 38% 20% Satellites and space technologies 25% 9% Quantum and encryption 17% 12% Biotechnology and gene technologies 6% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. Robotics Engineers 65 37 65 AI and Machine Learning Specialists 35 82 35 Business Intelligence Analysts 20 18 25 Human Resources Specialists 3 5 7 Assembly and Factory Workers 2 0 24 Accounting, Bookkeeping and Payroll Clerks -23 -18 23 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Industry Global CORE SKILLS OF 2025 Analytical thinking 72% Creative thinking 69% Resilience, flexibility and agility 67% Motivation and self-awareness 62% Leadership and social influence 59% SKILLS OF INCREASING USE BY 2030 AI and big data 100% Technological literacy 84% Networks and cybersecurity 78% Leadership and social influence 71% Resilience, flexibility and agility 71% Workforce Strategy outlook Key components of your workforce strategy by 2030 % surveyed organizations selecting the macrotrend to drive workforce transformation Industry Global INDUSTRY GLOBAL Upskill your workforce 95% 85% Transition existing staff from declining to growing roles 74% 51% Hire staff with new skills to meet emerging business needs 74% 70% Upskilling and reskilling outlook 43 Global 41 Would not need training by 2030 27 Global 29 Would be upskilled in their current role 20 Global 19 Would be upskilled and redeployed 11 Global 11 Would be unlikely to upskill Industry Profile 1 / 2 Automotive and Aerospace -100% 0 100% Future of Jobs Report 2025 246

• 247. Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 46% 32% 22% 48% 30% 22% 2030 31% 33% 36% 33% 33% 34% Business Practice Business practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) Industry Global INDUSTRY GLOBAL Providing effective reskilling and upskilling 73% 63% Improving talent progression and promotion processes 70% 62% Supporting employee health and well-being 65% 64% Improving working hours and overtime policies 60% 38% Articulate business purpose and impact 51% 37% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Industry Global INDUSTRY GLOBAL Skills gaps in the labour market 69% 63% Organization culture and resistance to change 52% 46% Inability to attract talent to my firm 42% 27% Shortage of investment capital 40% 26% Lack of adequate data and technical infrastructure 38% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 47% 42% 11% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 27% -100% +100% 5% Talent development of existing workforce 0% -100% +100% 0% Talent retention of existing workforce 16% -100% +100% 46% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 65 Global 48 Targeted recruitment, retention and progression initiatives 54 Global 51 Run comprehensive DEI training for managers and staff 46 Global 39 Pay equity reviews and salary audits AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 86 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 74 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 71 Global 62 Hiring new people with skills to better work alongside AI Industry Profile 2 / 2 Automotive and Aerospace Future of Jobs Report 2025 247

• 248. 19% Global 22% Labour-market churn Five-year structural labour-force churn 42% Global 39% Skill disruption Shares of core skills which will change 91% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 83% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Industry Global Increased efforts and investments to reduce carbon… 65% 47% Increased efforts and investments to adapt to climate… 65% 41% Broadening digital access 50% 60% Slower economic growth 47% 42% Increased geopolitical division and conflicts 44% 34% Increased restrictions to global trade and investment 41% 23% Rising cost of living, higher prices or inflation 38% 50% Increased focus on labour and social issues 35% 46% Increased government subsidies and industrial policy  29% 21% Ageing and declining workingage populations 29% 40% Growing working-age populations 18% 24% Stricter anti-trust and competition regulations 15% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Industry Global New materials and composites 76% 30% AI and information processing technologies (big data, VR, AR… 73% 86% Energy generation, storage and distribution 64% 41% Robots and autonomous systems 49% 58% Semiconductors and computing technologies 18% 20% Biotechnology and gene technologies 18% 11% Quantum and encryption 12% 12% Sensing, laser and optical technologies 12% 18% Satellites and space technologies 3% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 52 82 52 Business Development Professionals 23 19 23 Strategic Advisors 20 20 27 Chemical Processing Plant Operators 11 9 15 Lawyers -1 2 10 Administrative Assistants and Executive Secretaries -22 -20 22 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Industry Global CORE SKILLS OF 2025 Resilience, flexibility and agility 66% Creative thinking 62% Leadership and social influence 59% Motivation and self-awareness 52% Curiosity and lifelong learning 48% SKILLS OF INCREASING USE BY 2030 AI and big data 86% Environmental stewardship 75% Talent management 67% Networks and cybersecurity 65% Leadership and social influence 63% Workforce Strategy outlook Key components of your workforce strategy by 2030 % surveyed organizations selecting the macrotrend to drive workforce transformation Industry Global INDUSTRY GLOBAL Upskill your workforce 73% 85% Hire staff with new skills to meet emerging business needs 68% 70% Complement and augment your workforce with new technologies 68% 63% Upskilling and reskilling outlook 48 Global 41 Would not need training by 2030 26 Global 29 Would be upskilled in their current role 18 Global 19 Would be upskilled and redeployed 8 Global 11 Would be unlikely to upskill Industry Profile 1 / 2 Chemical and Advanced materials -100% 0 100% Future of Jobs Report 2025 248

• 249. Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 38% 37% 26% 48% 30% 22% 2030 28% 35% 37% 33% 33% 34% Business Practice Business practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) Industry Global INDUSTRY GLOBAL Improving talent progression and promotion processes 75% 62% Supporting employee health and well-being 63% 64% Offering higher wages 50% 50% Articulate business purpose and impact 46% 37% Tapping into diverse talent pools 46% 47% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Industry Global INDUSTRY GLOBAL Skills gaps in the labour market 56% 63% Inability to attract talent to the industry 50% 37% Organization culture and resistance to change 44% 46% Outdated or inflexible regulatory framework 44% 39% Inability to attract talent to my firm 41% 27% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 46% 50% 4% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 33% -100% +100% 25% Talent development of existing workforce 4% -100% +100% 75% Talent retention of existing workforce 17% -100% +100% 54% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 48 Global 51 Run comprehensive DEI training for managers and staff 48 Global 42 Set DEI goals, targets or quotas 44 Global 39 Pay equity reviews and salary audits AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 65 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 65 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 48 Global 62 Hiring new people with skills to better work alongside AI Industry Profile 2 / 2 Chemical and Advanced materials Future of Jobs Report 2025 249

• 250. 22% Global 22% Labour-market churn Five-year structural labour-force churn 44% Global 39% Skill disruption Shares of core skills which will change 91% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 93% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Industry Global Broadening digital access 75% 60% Increased focus on labour and social issues 54% 46% Slower economic growth 45% 42% Rising cost of living, higher prices or inflation 41% 50% Increased geopolitical division and conflicts 36% 34% Increased efforts and investments to adapt to climate… 30% 41% Ageing and declining workingage populations 29% 40% Growing working-age populations 27% 24% Increased government subsidies and industrial policy  20% 21% Stricter anti-trust and competition regulations 18% 17% Increased efforts and investments to reduce carbon… 16% 47% Increased restrictions to global trade and investment 11% 23% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Industry Global AI and information processing technologies (big data, VR, AR… 91% 86% Robots and autonomous systems 55% 58% Semiconductors and computing technologies 23% 20% Energy generation, storage and distribution 20% 41% Sensing, laser and optical technologies 16% 18% Satellites and space technologies 11% 9% New materials and composites 11% 30% Quantum and encryption 9% 12% Biotechnology and gene technologies 7% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 42 82 42 Sustainability Specialists 34 33 34 University and Higher Education Teachers 19 16 24 Vocational Education Teachers 13 9 21 Administrative Assistants and Executive Secretaries -8 -20 21 Data Entry Clerks -30 -26 33 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Industry Global CORE SKILLS OF 2025 Analytical thinking 70% Resilience, flexibility and agility 66% Creative thinking 64% AI and big data 56% Curiosity and lifelong learning 54% SKILLS OF INCREASING USE BY 2030 AI and big data 85% Curiosity and lifelong learning 79% Creative thinking 79% Technological literacy 76% Analytical thinking 70% Workforce Strategy outlook Key components of your workforce strategy by 2030 % surveyed organizations selecting the macrotrend to drive workforce transformation Industry Global INDUSTRY GLOBAL Upskill your workforce 73% 85% Accelerate the automation of processes and tasks 68% 73% Hire staff with new skills to meet emerging business needs 61% 70% Upskilling and reskilling outlook 42 Global 41 Would not need training by 2030 26 Global 29 Would be upskilled in their current role 18 Global 19 Would be upskilled and redeployed 13 Global 11 Would be unlikely to upskill Industry Profile 1 / 2 Education and Training -100% 0 100% Future of Jobs Report 2025 250

• 251. Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 57% 25% 19% 48% 30% 22% 2030 39% 29% 31% 33% 33% 34% Business Practice Business practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) Industry Global INDUSTRY GLOBAL Improving talent progression and promotion processes 61% 62% Offering higher wages 61% 50% Supporting employee health and well-being 55% 64% Tapping into diverse talent pools 50% 47% Providing effective reskilling and upskilling 43% 63% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Industry Global INDUSTRY GLOBAL Skills gaps in the labour market 57% 63% Organization culture and resistance to change 48% 46% Inability to attract talent to my firm 32% 27% Outdated or inflexible regulatory framework 32% 39% Lack of adequate data and technical infrastructure 30% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 57% 41% 2% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 30% -100% +100% 42% Talent development of existing workforce 5% -100% +100% 74% Talent retention of existing workforce 20% -100% +100% 49% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 55 Global 51 Run comprehensive DEI training for managers and staff 41 Global 48 Targeted recruitment, retention and progression initiatives 41 Global 33 Anti-harrasment protocols AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 81 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 71 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 60 Global 49 Re-orienting your organization to target new business opportunities created by AI Industry Profile 2 / 2 Education and Training Future of Jobs Report 2025 251

• 252. 17% Global 22% Labour-market churn Five-year structural labour-force churn 33% Global 39% Skill disruption Shares of core skills which will change 87% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 95% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Industry Global Increased efforts and investments to reduce carbon… 64% 47% Broadening digital access 57% 60% Ageing and declining workingage populations 50% 40% Rising cost of living, higher prices or inflation 46% 50% Increased geopolitical division and conflicts 43% 34% Increased focus on labour and social issues 39% 46% Increased restrictions to global trade and investment 32% 23% Increased efforts and investments to adapt to climate… 29% 41% Slower economic growth 25% 42% Growing working-age populations 21% 24% Increased government subsidies and industrial policy  18% 21% Stricter anti-trust and competition regulations 18% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Industry Global AI and information processing technologies (big data, VR, AR… 93% 86% Robots and autonomous systems 69% 58% Energy generation, storage and distribution 59% 41% Semiconductors and computing technologies 55% 20% Sensing, laser and optical technologies 38% 18% New materials and composites 28% 30% Quantum and encryption 21% 12% Satellites and space technologies 10% 9% Biotechnology and gene technologies 7% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 81 82 81 Robotics Engineers 27 37 27 Electrotechnology Engineers 21 15 21 Business Development Professionals 18 19 18 Industrial and Production Engineers 1 15 16 Assembly and Factory Workers 0 0 19 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Industry Global CORE SKILLS OF 2025 Analytical thinking 80% Creative thinking 76% Resilience, flexibility and agility 68% Motivation and self-awareness 60% Leadership and social influence 60% SKILLS OF INCREASING USE BY 2030 AI and big data 83% Resilience, flexibility and agility 68% Networks and cybersecurity 68% Leadership and social influence 64% Creative thinking 56% Workforce Strategy outlook Key components of your workforce strategy by 2030 % surveyed organizations selecting the macrotrend to drive workforce transformation Industry Global INDUSTRY GLOBAL Accelerate the automation of processes and tasks 87% 73% Upskill your workforce 78% 85% Hire staff with new skills to meet emerging business needs 70% 70% Upskilling and reskilling outlook 38 Global 41 Would not need training by 2030 33 Global 29 Would be upskilled in their current role 17 Global 19 Would be upskilled and redeployed 12 Global 11 Would be unlikely to upskill Industry Profile 1 / 2 Electronics -100% 0 100% Future of Jobs Report 2025 252

• 253. Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 40% 40% 21% 48% 30% 22% 2030 25% 39% 35% 33% 33% 34% Business Practice Business practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) Industry Global INDUSTRY GLOBAL Supporting employee health and well-being 61% 64% Articulate business purpose and impact 57% 37% Providing effective reskilling and upskilling 57% 63% Improving talent progression and promotion processes 52% 62% Tapping into diverse talent pools 52% 47% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Industry Global INDUSTRY GLOBAL Skills gaps in the labour market 64% 63% Inability to attract talent to the industry 43% 37% Outdated or inflexible regulatory framework 43% 39% Inability to attract talent to my firm 36% 27% Shortage of investment capital 32% 26% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 35% 56% 9% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 61% -100% +100% 13% Talent development of existing workforce 0% -100% +100% 74% Talent retention of existing workforce 9% -100% +100% 44% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 48 Global 51 Run comprehensive DEI training for managers and staff 44 Global 39 Pay equity reviews and salary audits 39 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 81 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 67 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 52 Global 47 Transitioning people from jobs that AI will cause to decline, to other roles within your organization Industry Profile 2 / 2 Electronics Future of Jobs Report 2025 253

• 254. 19% Global 22% Labour-market churn Five-year structural labour-force churn 40% Global 39% Skill disruption Shares of core skills which will change 81% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 72% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Industry Global Increased efforts and investments to reduce carbon… 55% 47% Broadening digital access 55% 60% Increased efforts and investments to adapt to climate… 53% 41% Increased geopolitical division and conflicts 35% 34% Rising cost of living, higher prices or inflation 33% 50% Increased focus on labour and social issues 31% 46% Slower economic growth 29% 42% Increased government subsidies and industrial policy  28% 21% Increased restrictions to global trade and investment 28% 23% Growing working-age populations 26% 24% Ageing and declining workingage populations 26% 40% Stricter anti-trust and competition regulations 16% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Industry Global Energy generation, storage and distribution 88% 41% AI and information processing technologies (big data, VR, AR… 64% 86% Robots and autonomous systems 48% 58% New materials and composites 36% 30% Semiconductors and computing technologies 19% 20% Sensing, laser and optical technologies 14% 18% Quantum and encryption 7% 12% Biotechnology and gene technologies 3% 11% Satellites and space technologies 2% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 46 82 46 Renewable Energy Engineers 46 38 46 Sustainability Specialists 32 33 32 Energy Engineers 20 18 21 Project Managers 12 17 14 Accounting, Bookkeeping and Payroll Clerks -15 -18 15 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Industry Global CORE SKILLS OF 2025 Analytical thinking 80% Creative thinking 74% Resilience, flexibility and agility 67% Technological literacy 61% Leadership and social influence 57% SKILLS OF INCREASING USE BY 2030 AI and big data 91% Networks and cybersecurity 79% Technological literacy 67% Curiosity and lifelong learning 67% Leadership and social influence 62% Workforce Strategy outlook Key components of your workforce strategy by 2030 % surveyed organizations selecting the macrotrend to drive workforce transformation Industry Global INDUSTRY GLOBAL Upskill your workforce 90% 85% Hire staff with new skills to meet emerging business needs 77% 70% Complement and augment your workforce with new technologies 69% 63% Upskilling and reskilling outlook 39 Global 41 Would not need training by 2030 32 Global 29 Would be upskilled in their current role 18 Global 19 Would be upskilled and redeployed 11 Global 11 Would be unlikely to upskill Industry Profile 1 / 2 Energy Technology and Utilities -100% 0 100% Future of Jobs Report 2025 254

• 255. Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 43% 34% 23% 48% 30% 22% 2030 31% 38% 31% 33% 33% 34% Business Practice Business practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) Industry Global INDUSTRY GLOBAL Improving talent progression and promotion processes 79% 62% Providing effective reskilling and upskilling 77% 63% Supporting employee health and well-being 62% 64% Articulate business purpose and impact 51% 37% Offering remote and hybrid work opportunities within countries 51% 43% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Industry Global INDUSTRY GLOBAL Skills gaps in the labour market 81% 63% Outdated or inflexible regulatory framework 44% 39% Inability to attract talent to the industry 37% 37% Organization culture and resistance to change 37% 46% Lack of adequate data and technical infrastructure 30% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 50% 38% 12% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 37% -100% +100% 2% Talent development of existing workforce 26% -100% +100% 21% Talent retention of existing workforce 43% -100% +100% 39% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 62 Global 51 Run comprehensive DEI training for managers and staff 60 Global 42 Set DEI goals, targets or quotas 55 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 74 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 74 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 61 Global 62 Hiring new people with skills to better work alongside AI Industry Profile 2 / 2 Energy Technology and Utilities Future of Jobs Report 2025 255

• 256. 30% Global 22% Labour-market churn Five-year structural labour-force churn 41% Global 39% Skill disruption Shares of core skills which will change 88% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 97% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Industry Global Broadening digital access 79% 60% Increased efforts and investments to adapt to climate… 53% 41% Slower economic growth 50% 42% Rising cost of living, higher prices or inflation 47% 50% Ageing and declining workingage populations 37% 40% Increased geopolitical division and conflicts 36% 34% Increased efforts and investments to reduce carbon… 35% 47% Increased focus on labour and social issues 33% 46% Increased restrictions to global trade and investment 28% 23% Growing working-age populations 23% 24% Stricter anti-trust and competition regulations 23% 17% Increased government subsidies and industrial policy  19% 21% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Industry Global AI and information processing technologies (big data, VR, AR… 95% 86% Robots and autonomous systems 53% 58% Quantum and encryption 26% 12% Semiconductors and computing technologies 18% 20% Energy generation, storage and distribution 16% 41% New materials and composites 9% 30% Sensing, laser and optical technologies 6% 18% Satellites and space technologies 5% 9% Biotechnology and gene technologies 3% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 228 82 228 Data Analysts and Scientists 40 41 40 Business Intelligence Analysts 18 18 20 Financial and Investment Advisers 12 11 15 Human Resources Specialists 3 5 13 Accountants and Auditors -11 -8 14 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Industry Global CORE SKILLS OF 2025 Analytical thinking 80% Resilience, flexibility and agility 73% Leadership and social influence 66% Creative thinking 65% Technological literacy 65% SKILLS OF INCREASING USE BY 2030 AI and big data 95% Technological literacy 84% Networks and cybersecurity 82% Resilience, flexibility and agility 68% Creative thinking 67% Workforce Strategy outlook Key components of your workforce strategy by 2030 % surveyed organizations selecting the macrotrend to drive workforce transformation Industry Global INDUSTRY GLOBAL Upskill your workforce 87% 85% Accelerate the automation of processes and tasks 82% 73% Hire staff with new skills to meet emerging business needs 73% 70% Upskilling and reskilling outlook 42 Global 41 Would not need training by 2030 25 Global 29 Would be upskilled in their current role 21 Global 19 Would be upskilled and redeployed 12 Global 11 Would be unlikely to upskill Industry Profile 1 / 2 Financial services and Capital markets -100% 0 100% Future of Jobs Report 2025 256

• 257. Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 44% 35% 21% 48% 30% 22% 2030 28% 35% 38% 33% 33% 34% Business Practice Business practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) Industry Global INDUSTRY GLOBAL Providing effective reskilling and upskilling 71% 63% Supporting employee health and well-being 65% 64% Improving talent progression and promotion processes 61% 62% Offering remote and hybrid work opportunities within countries 58% 43% Tapping into diverse talent pools 57% 47% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Industry Global INDUSTRY GLOBAL Skills gaps in the labour market 66% 63% Organization culture and resistance to change 52% 46% Outdated or inflexible regulatory framework 44% 39% Lack of adequate data and technical infrastructure 38% 32% Inability to attract talent to the industry 34% 37% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 46% 45% 8% 41% 8% 0% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 28% -100% +100% 1% Talent development of existing workforce 23% -100% +100% 15% Talent retention of existing workforce 37% -100% +100% 37% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 58 Global 51 Run comprehensive DEI training for managers and staff 57 Global 48 Targeted recruitment, retention and progression initiatives 47 Global 39 Pay equity reviews and salary audits AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 80 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 74 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 69 Global 62 Hiring new people with skills to better work alongside AI Industry Profile 2 / 2 Financial services and Capital markets Future of Jobs Report 2025 257

• 258. 23% Global 22% Labour-market churn Five-year structural labour-force churn 38% Global 39% Skill disruption Shares of core skills which will change 75% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 76% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Industry Global Broadening digital access 60% 60% Increased efforts and investments to adapt to climate… 56% 41% Increased efforts and investments to reduce carbon… 54% 47% Increased focus on labour and social issues 49% 46% Ageing and declining workingage populations 49% 40% Rising cost of living, higher prices or inflation 39% 50% Slower economic growth 32% 42% Increased government subsidies and industrial policy  30% 21% Increased geopolitical division and conflicts 30% 34% Growing working-age populations 28% 24% Increased restrictions to global trade and investment 26% 23% 0 0% 0% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Industry Global AI and information processing technologies (big data, VR, AR… 90% 86% Robots and autonomous systems 58% 58% Energy generation, storage and distribution 44% 41% Semiconductors and computing technologies 28% 20% Sensing, laser and optical technologies 25% 18% Satellites and space technologies 21% 9% New materials and composites 19% 30% Biotechnology and gene technologies 11% 11% Quantum and encryption 5% 12% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 179 82 179 Supply Chain and Logistics Specialists 21 17 22 Civil Engineers 16 13 19 Water Transportation Workers, including Ship and Marine Car… 16 16 26 General and Operations Managers 5 4 20 Administrative Assistants and Executive Secretaries -13 -20 19 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Industry Global CORE SKILLS OF 2025 Leadership and social influence 66% Analytical thinking 61% Resource management and operations 59% Service orientation and customer service 57% Resilience, flexibility and agility 57% SKILLS OF INCREASING USE BY 2030 AI and big data 90% Networks and cybersecurity 78% Technological literacy 70% Environmental stewardship 61% Creative thinking 55% Workforce Strategy outlook Key components of your workforce strategy by 2030 % surveyed organizations selecting the macrotrend to drive workforce transformation Industry Global INDUSTRY GLOBAL Upskill your workforce 83% 85% Complement and augment your workforce with new technologies 78% 63% Accelerate the automation of processes and tasks 73% 73% Upskilling and reskilling outlook 37 Global 41 Would not need training by 2030 33 Global 29 Would be upskilled in their current role 18 Global 19 Would be upskilled and redeployed 12 Global 11 Would be unlikely to upskill Industry Profile 1 / 2 Government and Public sector -100% 0 100% Future of Jobs Report 2025 258

• 259. Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 53% 30% 17% 48% 30% 22% 2030 34% 39% 27% 33% 33% 34% Business Practice Business practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) Industry Global INDUSTRY GLOBAL Improving talent progression and promotion processes 80% 62% Providing effective reskilling and upskilling 80% 63% Supporting employee health and well-being 65% 64% Offering higher wages 48% 50% Improving working hours and overtime policies 40% 38% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Industry Global INDUSTRY GLOBAL Organization culture and resistance to change 68% 46% Skills gaps in the labour market 52% 63% Outdated or inflexible regulatory framework 52% 39% Lack of adequate data and technical infrastructure 41% 32% Shortage of investment capital 36% 26% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 52% 38% 10% 8% 52% 41% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 23% -100% +100% 3% Talent development of existing workforce 33% -100% +100% 20% Talent retention of existing workforce 48% -100% +100% 25% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 50 Global 51 Run comprehensive DEI training for managers and staff 48 Global 33 Anti-harrasment protocols 43 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 84 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 76 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 63 Global 62 Hiring new people with skills to better work alongside AI Industry Profile 2 / 2 Government and Public sector Future of Jobs Report 2025 259

• 260. 34% Global 22% Labour-market churn Five-year structural labour-force churn 32% Global 39% Skill disruption Shares of core skills which will change 89% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 93% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Industry Global Broadening digital access 74% 60% Rising cost of living, higher prices or inflation 45% 50% Slower economic growth 45% 42% Increased focus on labour and social issues 43% 46% Increased efforts and investments to reduce carbon… 37% 47% Increased geopolitical division and conflicts 36% 34% Ageing and declining workingage populations 35% 40% Increased efforts and investments to adapt to climate… 31% 41% Increased government subsidies and industrial policy  26% 21% Stricter anti-trust and competition regulations 22% 17% Increased restrictions to global trade and investment 21% 23% Growing working-age populations 20% 24% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Industry Global AI and information processing technologies (big data, VR, AR… 99% 86% Robots and autonomous systems 48% 58% Quantum and encryption 41% 12% Semiconductors and computing technologies 36% 20% Energy generation, storage and distribution 28% 41% Satellites and space technologies 20% 9% New materials and composites 12% 30% Sensing, laser and optical technologies 12% 18% Biotechnology and gene technologies 9% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. Software and Applications Developers 132 57 138 AI and Machine Learning Specialists 98 82 98 Data Analysts and Scientists 42 41 46 Data Engineers 32 36 32 Accounting, Bookkeeping and Payroll Clerks -27 -18 27 Data Entry Clerks -30 -26 30 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Industry Global CORE SKILLS OF 2025 Analytical thinking 83% Resilience, flexibility and agility 70% Curiosity and lifelong learning 66% AI and big data 66% Leadership and social influence 59% SKILLS OF INCREASING USE BY 2030 AI and big data 97% Resilience, flexibility and agility 78% Creative thinking 75% Networks and cybersecurity 74% Curiosity and lifelong learning 68% Workforce Strategy outlook Key components of your workforce strategy by 2030 % surveyed organizations selecting the macrotrend to drive workforce transformation Industry Global INDUSTRY GLOBAL Upskill your workforce 92% 85% Hire staff with new skills to meet emerging business needs 86% 70% Accelerate the automation of processes and tasks 76% 73% Upskilling and reskilling outlook 38 Global 41 Would not need training by 2030 27 Global 29 Would be upskilled in their current role 23 Global 19 Would be upskilled and redeployed 12 Global 11 Would be unlikely to upskill Industry Profile 1 / 2 Information and Technology services -100% 0 100% Future of Jobs Report 2025 260

• 261. Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 41% 38% 22% 48% 30% 22% 2030 26% 41% 34% 33% 33% 34% Business Practice Business practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) Industry Global INDUSTRY GLOBAL Providing effective reskilling and upskilling 63% 63% Improving talent progression and promotion processes 61% 62% Tapping into diverse talent pools 61% 47% Supporting employee health and well-being 56% 64% Offering remote and hybrid work opportunities within countries 53% 43% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Industry Global INDUSTRY GLOBAL Skills gaps in the labour market 64% 63% Organization culture and resistance to change 40% 46% Lack of adequate data and technical infrastructure 31% 32% Inability to attract talent to my firm 30% 27% Outdated or inflexible regulatory framework 30% 39% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 49% 39% 11% 8% 52% 41% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 31% -100% +100% 3% Talent development of existing workforce 0% -100% +100% 0% Talent retention of existing workforce 17% -100% +100% 44% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 59 Global 51 Run comprehensive DEI training for managers and staff 54 Global 42 Set DEI goals, targets or quotas 51 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 87 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 79 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 73 Global 62 Hiring new people with skills to better work alongside AI Industry Profile 2 / 2 Information and Technology services Future of Jobs Report 2025 261

• 262. 14% Global 22% Labour-market churn Five-year structural labour-force churn 35% Global 39% Skill disruption Shares of core skills which will change 81% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 78% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Industry Global Increased efforts and investments to reduce carbon… 61% 47% Increased efforts and investments to adapt to climate… 54% 41% Broadening digital access 51% 60% Rising cost of living, higher prices or inflation 50% 50% Increased focus on labour and social issues 42% 46% Slower economic growth 41% 42% Ageing and declining workingage populations 41% 40% Increased geopolitical division and conflicts 36% 34% Increased government subsidies and industrial policy  29% 21% Growing working-age populations 21% 24% Increased restrictions to global trade and investment 17% 23% Stricter anti-trust and competition regulations 16% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Industry Global AI and information processing technologies (big data, VR, AR… 87% 86% Robots and autonomous systems 58% 58% New materials and composites 57% 30% Energy generation, storage and distribution 55% 41% Semiconductors and computing technologies 25% 20% Sensing, laser and optical technologies 21% 18% Satellites and space technologies 8% 9% Quantum and encryption 4% 12% Biotechnology and gene technologies 3% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 50 82 50 Sustainability Specialists 30 33 30 Assembly and Factory Workers 20 0 25 Civil Engineers 14 13 14 Administrative Assistants and Executive Secretaries -17 -20 18 Accounting, Bookkeeping and Payroll Clerks -21 -18 22 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Industry Global CORE SKILLS OF 2025 Analytical thinking 65% Creative thinking 59% Resilience, flexibility and agility 59% Leadership and social influence 55% Curiosity and lifelong learning 52% SKILLS OF INCREASING USE BY 2030 AI and big data 80% Networks and cybersecurity 71% Talent management 70% Technological literacy 68% Resilience, flexibility and agility 67% Workforce Strategy outlook Key components of your workforce strategy by 2030 % surveyed organizations selecting the macrotrend to drive workforce transformation Industry Global INDUSTRY GLOBAL Upskill your workforce 83% 85% Hire staff with new skills to meet emerging business needs 72% 70% Accelerate the automation of processes and tasks 69% 73% Upskilling and reskilling outlook 44 Global 41 Would not need training by 2030 27 Global 29 Would be upskilled in their current role 17 Global 19 Would be upskilled and redeployed 12 Global 11 Would be unlikely to upskill Industry Profile 1 / 2 Infrastructure -100% 0 100% Future of Jobs Report 2025 262

• 263. Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 51% 29% 20% 48% 30% 22% 2030 36% 33% 31% 33% 33% 34% Business Practice Business practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) Industry Global INDUSTRY GLOBAL Providing effective reskilling and upskilling 73% 63% Improving talent progression and promotion processes 68% 62% Supporting employee health and well-being 68% 64% Offering remote and hybrid work opportunities within countries 54% 43% Tapping into diverse talent pools 44% 47% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Industry Global INDUSTRY GLOBAL Skills gaps in the labour market 58% 63% Organization culture and resistance to change 46% 46% Inability to attract talent to the industry 40% 37% Lack of adequate data and technical infrastructure 36% 32% Outdated or inflexible regulatory framework 33% 39% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 58% 3% 39% 8% 52% 41% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 41% -100% +100% 33% Talent development of existing workforce 0% -100% +100% 0% Talent retention of existing workforce 67% -100% +100% 28% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 58 Global 42 Set DEI goals, targets or quotas 53 Global 48 Targeted recruitment, retention and progression initiatives 48 Global 51 Run comprehensive DEI training for managers and staff AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 74 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 64 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 59 Global 62 Hiring new people with skills to better work alongside AI Industry Profile 2 / 2 Infrastructure Future of Jobs Report 2025 263

• 264. 19% Global 22% Labour-market churn Five-year structural labour-force churn 47% Global 39% Skill disruption Shares of core skills which will change 97% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 0% Global 0% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Industry Global Broadening digital access 78% 60% Rising cost of living, higher prices or inflation 67% 50% Slower economic growth 64% 42% Ageing and declining workingage populations 62% 40% Increased efforts and investments to adapt to climate… 47% 41% Increased focus on labour and social issues 42% 46% Growing working-age populations 40% 24% Increased geopolitical division and conflicts 38% 34% Increased efforts and investments to reduce carbon… 33% 47% Stricter anti-trust and competition regulations 22% 17% Increased restrictions to global trade and investment 20% 23% 0 0% 0% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Industry Global AI and information processing technologies (big data, VR, AR… 98% 86% Robots and autonomous systems 51% 58% Quantum and encryption 24% 12% Semiconductors and computing technologies 20% 20% Biotechnology and gene technologies 13% 11% Energy generation, storage and distribution 11% 41% Sensing, laser and optical technologies 9% 18% 0 0% 0% 0 0% 0% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 40 82 40 Data Analysts and Scientists 35 41 35 Digital Transformation Specialists 33 35 33 Risk Management Specialists 11 17 11 Accountants and Auditors -11 -8 14 Administrative Assistants and Executive Secretaries -29 -20 29 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Industry Global CORE SKILLS OF 2025 Resilience, flexibility and agility 94% Analytical thinking 89% Curiosity and lifelong learning 83% Leadership and social influence 75% Creative thinking 72% SKILLS OF INCREASING USE BY 2030 AI and big data 97% Creative thinking 86% Networks and cybersecurity 81% Technological literacy 81% Curiosity and lifelong learning 77% Workforce Strategy outlook Key components of your workforce strategy by 2030 % surveyed organizations selecting the macrotrend to drive workforce transformation Industry Global INDUSTRY GLOBAL Accelerate the automation of processes and tasks 97% 73% Upskill your workforce 91% 85% Hire staff with new skills to meet emerging business needs 76% 70% Upskilling and reskilling outlook 39 Global 41 Would not need training by 2030 29 Global 29 Would be upskilled in their current role 22 Global 19 Would be upskilled and redeployed 9 Global 11 Would be unlikely to upskill Industry Profile 1 / 2 Insurance and Pensions management -100% 0 100% Future of Jobs Report 2025 264

• 265. Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 41% 44% 16% 48% 30% 22% 2030 25% 44% 31% 33% 33% 34% Business Practice Business practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) Industry Global INDUSTRY GLOBAL Supporting employee health and well-being 85% 64% Improving talent progression and promotion processes 77% 62% Offering remote and hybrid work opportunities within countries 74% 43% Providing effective reskilling and upskilling 74% 63% Tapping into diverse talent pools 74% 47% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Industry Global INDUSTRY GLOBAL Skills gaps in the labour market 69% 63% Organization culture and resistance to change 49% 46% Outdated or inflexible regulatory framework 47% 39% Lack of adequate data and technical infrastructure 38% 32% Inability to attract talent to the industry 33% 37% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 59% 32% 9% 8% 52% 41% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 36% -100% +100% 0% Talent development of existing workforce 0% -100% +100% 0% Talent retention of existing workforce 27% -100% +100% 6% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 65 Global 51 Run comprehensive DEI training for managers and staff 59 Global 39 Pay equity reviews and salary audits 50 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 91 Global 62 Hiring new people with skills to better work alongside AI 85 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 77 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills Industry Profile 2 / 2 Insurance and Pensions management Future of Jobs Report 2025 265

• 266. 19% Global 22% Labour-market churn Five-year structural labour-force churn 39% Global 39% Skill disruption Shares of core skills which will change 91% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 94% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Industry Global Broadening digital access 61% 60% Ageing and declining workingage populations 59% 40% Rising cost of living, higher prices or inflation 50% 50% Increased focus on labour and social issues 44% 46% Increased efforts and investments to adapt to climate… 43% 41% Increased efforts and investments to reduce carbon… 41% 47% Increased geopolitical division and conflicts 35% 34% Growing working-age populations 30% 24% Slower economic growth 30% 42% Stricter anti-trust and competition regulations 24% 17% Increased government subsidies and industrial policy  20% 21% Increased restrictions to global trade and investment 15% 23% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Industry Global AI and information processing technologies (big data, VR, AR… 91% 86% Biotechnology and gene technologies 63% 11% Robots and autonomous systems 59% 58% Sensing, laser and optical technologies 32% 18% New materials and composites 24% 30% Energy generation, storage and distribution 24% 41% Semiconductors and computing technologies 20% 20% Quantum and encryption 11% 12% Satellites and space technologies 7% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. Data Analysts and Scientists 50 41 50 AI and Machine Learning Specialists 38 82 38 Business Intelligence Analysts 24 18 24 Assembly and Factory Workers 5 0 19 Accountants and Auditors -9 -8 13 Administrative Assistants and Executive Secretaries -17 -20 30 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Industry Global CORE SKILLS OF 2025 Resilience, flexibility and agility 65% Analytical thinking 60% Systems thinking 57% Empathy and active listening 51% Leadership and social influence 51% SKILLS OF INCREASING USE BY 2030 AI and big data 92% Technological literacy 81% Networks and cybersecurity 78% Creative thinking 76% Resilience, flexibility and agility 68% Workforce Strategy outlook Key components of your workforce strategy by 2030 % surveyed organizations selecting the macrotrend to drive workforce transformation Industry Global INDUSTRY GLOBAL Upskill your workforce 85% 85% Complement and augment your workforce with new technologies 74% 63% Accelerate the automation of processes and tasks 65% 73% Upskilling and reskilling outlook 40 Global 41 Would not need training by 2030 29 Global 29 Would be upskilled in their current role 19 Global 19 Would be upskilled and redeployed 11 Global 11 Would be unlikely to upskill Industry Profile 1 / 2 Medical and Healthcare services -100% 0 100% Future of Jobs Report 2025 266

• 267. Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 50% 27% 23% 48% 30% 22% 2030 34% 35% 31% 33% 33% 34% Business Practice Business practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) Industry Global INDUSTRY GLOBAL Providing effective reskilling and upskilling 63% 63% Supporting employee health and well-being 57% 64% Offering higher wages 49% 50% Tapping into diverse talent pools 43% 47% Offering diversity, equity and inclusion (DEI) policies and programmes 40% 39% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Industry Global INDUSTRY GLOBAL Organization culture and resistance to change 59% 46% Skills gaps in the labour market 46% 63% Outdated or inflexible regulatory framework 46% 39% Lack of adequate data and technical infrastructure 33% 32% Insufficient understanding of opportunities 30% 25% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 41% 47% 12% 8% 52% 41% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 43% -100% +100% 37% Talent development of existing workforce 0% -100% +100% 69% Talent retention of existing workforce 26% -100% +100% 43% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 51 Global 51 Run comprehensive DEI training for managers and staff 40 Global 48 Targeted recruitment, retention and progression initiatives 34 Global 39 Pay equity reviews and salary audits AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 88 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 59 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 56 Global 62 Hiring new people with skills to better work alongside AI Industry Profile 2 / 2 Medical and Healthcare services Future of Jobs Report 2025 267

• 268. 14% Global 22% Labour-market churn Five-year structural labour-force churn 35% Global 39% Skill disruption Shares of core skills which will change 89% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 79% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Industry Global Increased efforts and investments to reduce carbon… 69% 47% Increased efforts and investments to adapt to climate… 62% 41% Increased restrictions to global trade and investment 55% 23% Increased focus on labour and social issues 52% 46% Broadening digital access 48% 60% Slower economic growth 41% 42% Increased geopolitical division and conflicts 41% 34% Ageing and declining workingage populations 38% 40% Increased government subsidies and industrial policy  31% 21% Rising cost of living, higher prices or inflation 28% 50% Growing working-age populations 28% 24% Stricter anti-trust and competition regulations 28% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Industry Global Energy generation, storage and distribution 79% 41% New materials and composites 66% 30% AI and information processing technologies (big data, VR, AR… 66% 86% Robots and autonomous systems 48% 58% Semiconductors and computing technologies 28% 20% Sensing, laser and optical technologies 21% 18% Biotechnology and gene technologies 3% 11% 0 0% 0% 0 0% 0% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 43 82 43 Chemical Processing Plant Operators 6 9 16 Mining, Petroleum and Other Extraction Workers 6 1 21 General and Operations Managers 2 4 2 Assembly and Factory Workers -2 0 9 Administrative Assistants and Executive Secretaries -18 -20 18 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Industry Global CORE SKILLS OF 2025 Creative thinking 65% Systems thinking 65% Leadership and social influence 55% Curiosity and lifelong learning 55% Resilience, flexibility and agility 55% SKILLS OF INCREASING USE BY 2030 AI and big data 79% Talent management 68% Environmental stewardship 68% Networks and cybersecurity 65% Technological literacy 65% Workforce Strategy outlook Key components of your workforce strategy by 2030 % surveyed organizations selecting the macrotrend to drive workforce transformation Industry Global INDUSTRY GLOBAL Accelerate the automation of processes and tasks 79% 73% Upskill your workforce 79% 85% Complement and augment your workforce with new technologies 74% 63% Upskilling and reskilling outlook 56 Global 41 Would not need training by 2030 24 Global 29 Would be upskilled in their current role 13 Global 19 Would be upskilled and redeployed 7 Global 11 Would be unlikely to upskill Industry Profile 1 / 2 Mining and metals -100% 0 100% Future of Jobs Report 2025 268

• 269. Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 42% 27% 31% 48% 30% 22% 2030 28% 30% 42% 33% 33% 34% Business Practice Business practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) Industry Global INDUSTRY GLOBAL Supporting employee health and well-being 79% 64% Articulate business purpose and impact 63% 37% Improving talent progression and promotion processes 58% 62% Offering higher wages 58% 50% Tapping into diverse talent pools 58% 47% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Industry Global INDUSTRY GLOBAL Skills gaps in the labour market 64% 63% Organization culture and resistance to change 43% 46% Inability to attract talent to the industry 39% 37% Outdated or inflexible regulatory framework 39% 39% Shortage of investment capital 39% 26% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 47% 47% 6% 8% 41% 0% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 50% -100% +100% 33% Talent development of existing workforce 17% -100% +100% 17% Talent retention of existing workforce 72% -100% +100% 28% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 67 Global 51 Run comprehensive DEI training for managers and staff 56 Global 39 Pay equity reviews and salary audits 56 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 74 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 74 Global 47 Transitioning people from jobs that AI will cause to decline, to other roles within your organization 63 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills Industry Profile 2 / 2 Mining and metals Future of Jobs Report 2025 269

• 270. 22% Global 22% Labour-market churn Five-year structural labour-force churn 28% Global 39% Skill disruption Shares of core skills which will change 75% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 82% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Industry Global Increased efforts and investments to reduce carbon… 66% 47% Slower economic growth 49% 42% Increased efforts and investments to adapt to climate… 43% 41% Increased government subsidies and industrial policy  40% 21% Rising cost of living, higher prices or inflation 37% 50% Increased focus on labour and social issues 34% 46% Increased geopolitical division and conflicts 31% 34% Increased restrictions to global trade and investment 29% 23% Broadening digital access 26% 60% Ageing and declining workingage populations 23% 40% Growing working-age populations 14% 24% Stricter anti-trust and competition regulations 6% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Industry Global Energy generation, storage and distribution 86% 41% AI and information processing technologies (big data, VR, AR… 69% 86% New materials and composites 51% 30% Robots and autonomous systems 40% 58% Semiconductors and computing technologies 14% 20% Sensing, laser and optical technologies 9% 18% Quantum and encryption 6% 12% Satellites and space technologies 3% 9% 0 0% 0% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 81 82 81 Project Managers 16 17 17 Mining, Petroleum and Other Extraction Workers 5 1 7 Accounting, Bookkeeping and Payroll Clerks -19 -18 21 Administrative Assistants and Executive Secretaries -27 -20 27 Data Entry Clerks -40 -26 40 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Industry Global CORE SKILLS OF 2025 Resilience, flexibility and agility 81% Leadership and social influence 69% Motivation and self-awareness 63% Analytical thinking 59% Creative thinking 53% SKILLS OF INCREASING USE BY 2030 AI and big data 85% Environmental stewardship 80% Technological literacy 76% Networks and cybersecurity 65% Curiosity and lifelong learning 64% Workforce Strategy outlook Key components of your workforce strategy by 2030 % surveyed organizations selecting the macrotrend to drive workforce transformation Industry Global INDUSTRY GLOBAL Upskill your workforce 96% 85% Accelerate the automation of processes and tasks 71% 73% Complement and augment your workforce with new technologies 68% 63% Upskilling and reskilling outlook 44 Global 41 Would not need training by 2030 27 Global 29 Would be upskilled in their current role 19 Global 19 Would be upskilled and redeployed 9 Global 11 Would be unlikely to upskill Industry Profile 1 / 2 Oil and Gas -100% 0 100% Future of Jobs Report 2025 270

• 271. Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 36% 39% 24% 48% 30% 22% 2030 26% 35% 40% 33% 33% 34% Business Practice Business practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) Industry Global INDUSTRY GLOBAL Supporting employee health and well-being 71% 64% Improving talent progression and promotion processes 64% 62% Offering higher wages 54% 50% Providing effective reskilling and upskilling 43% 63% Offering diversity, equity and inclusion (DEI) policies and programmes 39% 39% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Industry Global INDUSTRY GLOBAL Skills gaps in the labour market 54% 63% Organization culture and resistance to change 43% 46% Lack of adequate data and technical infrastructure 40% 32% Inability to attract talent to the industry 37% 37% Shortage of investment capital 34% 26% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 43% 46% 11% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 43% -100% +100% 18% Talent development of existing workforce 0% -100% +100% 75% Talent retention of existing workforce 29% -100% +100% 50% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 50 Global 48 Targeted recruitment, retention and progression initiatives 43 Global 27 Embed DEI goals and solutions across the supply chain 39 Global 51 Run comprehensive DEI training for managers and staff AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 64 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 61 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 54 Global 62 Hiring new people with skills to better work alongside AI Industry Profile 2 / 2 Oil and Gas Future of Jobs Report 2025 271

• 272. 18% Global 22% Labour-market churn Five-year structural labour-force churn 40% Global 39% Skill disruption Shares of core skills which will change 82% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 90% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Industry Global Rising cost of living, higher prices or inflation 61% 50% Increased efforts and investments to reduce carbon… 60% 47% Increased focus on labour and social issues 58% 46% Broadening digital access 53% 60% Increased efforts and investments to adapt to climate… 47% 41% Slower economic growth 46% 42% Ageing and declining workingage populations 44% 40% Increased geopolitical division and conflicts 31% 34% Increased restrictions to global trade and investment 29% 23% Growing working-age populations 27% 24% Increased government subsidies and industrial policy  15% 21% Stricter anti-trust and competition regulations 14% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Industry Global AI and information processing technologies (big data, VR, AR… 79% 86% Robots and autonomous systems 71% 58% New materials and composites 61% 30% Energy generation, storage and distribution 60% 41% Sensing, laser and optical technologies 23% 18% Semiconductors and computing technologies 19% 20% Biotechnology and gene technologies 14% 11% Satellites and space technologies 8% 9% Quantum and encryption 3% 12% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. Business Development Professionals 26 19 26 Supply Chain and Logistics Specialists 17 17 19 Managing Directors and Chief Executives 6 5 6 General and Operations Managers 4 4 9 Assembly and Factory Workers -2 0 18 Administrative Assistants and Executive Secretaries -25 -20 25 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Industry Global CORE SKILLS OF 2025 Analytical thinking 69% Resilience, flexibility and agility 65% Leadership and social influence 63% Technological literacy 61% Creative thinking 59% SKILLS OF INCREASING USE BY 2030 AI and big data 88% Resilience, flexibility and agility 73% Networks and cybersecurity 73% Technological literacy 72% Creative thinking 69% Workforce Strategy outlook Key components of your workforce strategy by 2030 % surveyed organizations selecting the macrotrend to drive workforce transformation Industry Global INDUSTRY GLOBAL Upskill your workforce 88% 85% Accelerate the automation of processes and tasks 79% 73% Hire staff with new skills to meet emerging business needs 72% 70% Upskilling and reskilling outlook 41 Global 41 Would not need training by 2030 31 Global 29 Would be upskilled in their current role 18 Global 19 Would be upskilled and redeployed 10 Global 11 Would be unlikely to upskill Industry Profile 1 / 2 Production of Consumer goods -100% 0 100% Future of Jobs Report 2025 272

• 273. Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 45% 30% 24% 48% 30% 22% 2030 32% 33% 36% 33% 33% 34% Business Practice Business practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) Industry Global INDUSTRY GLOBAL Supporting employee health and well-being 73% 64% Improving talent progression and promotion processes 65% 62% Providing effective reskilling and upskilling 65% 63% Offering higher wages 60% 50% Improving working hours and overtime policies 52% 38% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Industry Global INDUSTRY GLOBAL Skills gaps in the labour market 67% 63% Inability to attract talent to the industry 42% 37% Organization culture and resistance to change 40% 46% Lack of adequate data and technical infrastructure 37% 32% Outdated or inflexible regulatory framework 36% 39% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 56% 42% 2% 52% 41% 8% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 57% -100% +100% 23% Talent development of existing workforce 2% -100% +100% 70% Talent retention of existing workforce 17% -100% +100% 41% DEI Actions 1 53 Global 51 Run comprehensive DEI training for managers and staff 46 Global 48 Targeted recruitment, retention and progression initiatives 42 Global 42 Set DEI goals, targets or quotas AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 75 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 70 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 55 Global 62 Hiring new people with skills to better work alongside AI Industry Profile 2 / 2 Production of Consumer goods Future of Jobs Report 2025 273

• 274. 19% Global 22% Labour-market churn Five-year structural labour-force churn 41% Global 39% Skill disruption Shares of core skills which will change 90% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 95% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Industry Global Broadening digital access 67% 60% Increased focus on labour and social issues 52% 46% Rising cost of living, higher prices or inflation 44% 50% Ageing and declining workingage populations 43% 40% Slower economic growth 41% 42% Increased efforts and investments to reduce carbon… 37% 47% Increased geopolitical division and conflicts 37% 34% Increased efforts and investments to adapt to climate… 26% 41% Growing working-age populations 26% 24% Increased restrictions to global trade and investment 20% 23% Stricter anti-trust and competition regulations 17% 17% Increased government subsidies and industrial policy  13% 21% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Industry Global AI and information processing technologies (big data, VR, AR… 91% 86% Robots and autonomous systems 50% 58% Energy generation, storage and distribution 30% 41% New materials and composites 22% 30% Semiconductors and computing technologies 22% 20% Quantum and encryption 17% 12% Sensing, laser and optical technologies 17% 18% Biotechnology and gene technologies 7% 11% Satellites and space technologies 6% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 61 82 61 Business Intelligence Analysts 15 18 20 Project Managers 14 17 14 Accountants and Auditors -8 -8 13 Administrative Assistants and Executive Secretaries -14 -20 19 Accounting, Bookkeeping and Payroll Clerks -22 -18 22 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Industry Global CORE SKILLS OF 2025 Analytical thinking 77% Creative thinking 67% Service orientation and customer service 58% Leadership and social influence 58% Empathy and active listening 54% SKILLS OF INCREASING USE BY 2030 AI and big data 98% Technological literacy 75% Creative thinking 69% Networks and cybersecurity 68% Environmental stewardship 63% Workforce Strategy outlook Key components of your workforce strategy by 2030 % surveyed organizations selecting the macrotrend to drive workforce transformation Industry Global INDUSTRY GLOBAL Upskill your workforce 88% 85% Hire staff with new skills to meet emerging business needs 75% 70% Complement and augment your workforce with new technologies 70% 63% Upskilling and reskilling outlook 42 Global 41 Would not need training by 2030 27 Global 29 Would be upskilled in their current role 17 Global 19 Would be upskilled and redeployed 14 Global 11 Would be unlikely to upskill Industry Profile 1 / 2 Professional services -100% 0 100% Future of Jobs Report 2025 274

• 275. Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 52% 30% 18% 48% 30% 22% 2030 31% 37% 32% 33% 33% 34% Business Practice Business practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) Industry Global INDUSTRY GLOBAL Providing effective reskilling and upskilling 68% 63% Offering higher wages 60% 50% Supporting employee health and well-being 60% 64% Improving talent progression and promotion processes 53% 62% Tapping into diverse talent pools 48% 47% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Industry Global INDUSTRY GLOBAL Skills gaps in the labour market 55% 63% Organization culture and resistance to change 45% 46% Inability to attract talent to the industry 40% 37% Outdated or inflexible regulatory framework 34% 39% Insufficient understanding of opportunities 30% 25% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 60% 35% 5% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 28% -100% +100% 0% Talent development of existing workforce 0% -100% +100% 0% Talent retention of existing workforce 30% -100% +100% 25% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 60 Global 51 Run comprehensive DEI training for managers and staff 53 Global 42 Set DEI goals, targets or quotas 53 Global 48 Targeted recruitment, retention and progression initiatives AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 83 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 78 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 63 Global 62 Hiring new people with skills to better work alongside AI Industry Profile 2 / 2 Professional services Future of Jobs Report 2025 275

• 276. 23% Global 22% Labour-market churn Five-year structural labour-force churn 40% Global 39% Skill disruption Shares of core skills which will change 95% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 90% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Industry Global Broadening digital access 58% 60% Rising cost of living, higher prices or inflation 58% 50% Slower economic growth 54% 42% Ageing and declining workingage populations 42% 40% Increased efforts and investments to reduce carbon… 35% 47% Growing working-age populations 31% 24% Increased focus on labour and social issues 31% 46% Increased geopolitical division and conflicts 27% 34% Increased efforts and investments to adapt to climate… 19% 41% Increased restrictions to global trade and investment 15% 23% Increased government subsidies and industrial policy  15% 21% Stricter anti-trust and competition regulations 4% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Industry Global AI and information processing technologies (big data, VR, AR… 73% 86% New materials and composites 42% 30% Robots and autonomous systems 39% 58% Energy generation, storage and distribution 31% 41% Sensing, laser and optical technologies 15% 18% Semiconductors and computing technologies 15% 20% Quantum and encryption 8% 12% Biotechnology and gene technologies 4% 11% 0 0% 0% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 75 82 75 Business Intelligence Analysts 26 18 26 Business Development Professionals 22 19 22 Managing Directors and Chief Executives 18 5 18 Accounting, Bookkeeping and Payroll Clerks -29 -18 29 Administrative Assistants and Executive Secretaries -42 -20 42 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Industry Global CORE SKILLS OF 2025 Empathy and active listening 61% Creative thinking 61% Leadership and social influence 57% Dependability and attention to detail 52% Resilience, flexibility and agility 52% SKILLS OF INCREASING USE BY 2030 AI and big data 86% Creative thinking 73% Curiosity and lifelong learning 68% Networks and cybersecurity 65% Motivation and self-awareness 62% Workforce Strategy outlook Key components of your workforce strategy by 2030 % surveyed organizations selecting the macrotrend to drive workforce transformation Industry Global INDUSTRY GLOBAL Upskill your workforce 86% 85% Hire staff with new skills to meet emerging business needs 81% 70% Transition existing staff from declining to growing roles 57% 51% Upskilling and reskilling outlook 46 Global 41 Would not need training by 2030 21 Global 29 Would be upskilled in their current role 20 Global 19 Would be upskilled and redeployed 13 Global 11 Would be unlikely to upskill Industry Profile 1 / 2 Real Estate -100% 0 100% Future of Jobs Report 2025 276

• 277. Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 64% 22% 15% 48% 30% 22% 2030 42% 27% 32% 33% 33% 34% Business Practice Business practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) Industry Global INDUSTRY GLOBAL Supporting employee health and well-being 65% 64% Providing effective reskilling and upskilling 60% 63% Improving talent progression and promotion processes 55% 62% Offering remote and hybrid work opportunities within countries 55% 43% Articulate business purpose and impact 50% 37% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Industry Global INDUSTRY GLOBAL Inability to attract talent to the industry 60% 37% Skills gaps in the labour market 52% 63% Organization culture and resistance to change 44% 46% Insufficient understanding of opportunities 36% 25% Outdated or inflexible regulatory framework 36% 39% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 57% 43% 0% 52% 41% 7% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 40% -100% +100% 45% Talent development of existing workforce 25% -100% +100% 30% Talent retention of existing workforce 65% -100% +100% 45% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 45 Global 51 Run comprehensive DEI training for managers and staff 45 Global 42 Set DEI goals, targets or quotas 40 Global 33 Anti-harrasment protocols AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 74 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 58 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 53 Global 62 Hiring new people with skills to better work alongside AI Industry Profile 2 / 2 Real Estate Future of Jobs Report 2025 277

• 278. 28% Global 22% Labour-market churn Five-year structural labour-force churn 38% Global 39% Skill disruption Shares of core skills which will change 78% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 87% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Industry Global Rising cost of living, higher prices or inflation 69% 50% Increased focus on labour and social issues 64% 46% Broadening digital access 60% 60% Slower economic growth 47% 42% Ageing and declining workingage populations 43% 40% Increased efforts and investments to reduce carbon… 41% 47% Increased efforts and investments to adapt to climate… 30% 41% Increased restrictions to global trade and investment 27% 23% Increased geopolitical division and conflicts 25% 34% Growing working-age populations 24% 24% Increased government subsidies and industrial policy  18% 21% Stricter anti-trust and competition regulations 17% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Industry Global AI and information processing technologies (big data, VR, AR… 87% 86% Robots and autonomous systems 71% 58% Energy generation, storage and distribution 38% 41% New materials and composites 33% 30% Sensing, laser and optical technologies 18% 18% Semiconductors and computing technologies 13% 20% Quantum and encryption 7% 12% Biotechnology and gene technologies 6% 11% Satellites and space technologies 3% 9% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 44 82 44 General and Operations Managers 27 4 29 Business Development Professionals 22 19 22 Shop Salespersons 14 6 24 Accounting, Bookkeeping and Payroll Clerks -14 -18 20 Data Entry Clerks -24 -26 26 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Industry Global CORE SKILLS OF 2025 Leadership and social influence 73% Resilience, flexibility and agility 73% Analytical thinking 71% Empathy and active listening 68% Motivation and self-awareness 64% SKILLS OF INCREASING USE BY 2030 AI and big data 86% Resilience, flexibility and agility 69% Technological literacy 69% Networks and cybersecurity 68% Curiosity and lifelong learning 67% Workforce Strategy outlook Key components of your workforce strategy by 2030 % surveyed organizations selecting the macrotrend to drive workforce transformation Industry Global INDUSTRY GLOBAL Upskill your workforce 88% 85% Accelerate the automation of processes and tasks 76% 73% Hire staff with new skills to meet emerging business needs 70% 70% Upskilling and reskilling outlook 42 Global 41 Would not need training by 2030 29 Global 29 Would be upskilled in their current role 18 Global 19 Would be upskilled and redeployed 10 Global 11 Would be unlikely to upskill Industry Profile 1 / 2 Retail and wholesale of consumer goods -100% 0 100% Future of Jobs Report 2025 278

• 279. Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 56% 27% 17% 48% 30% 22% 2030 42% 32% 26% 33% 33% 34% Business Practice Business practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) Industry Global INDUSTRY GLOBAL Supporting employee health and well-being 76% 64% Providing effective reskilling and upskilling 65% 63% Improving talent progression and promotion processes 62% 62% Tapping into diverse talent pools 51% 47% Offering higher wages 50% 50% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Industry Global INDUSTRY GLOBAL Skills gaps in the labour market 65% 63% Organization culture and resistance to change 40% 46% Lack of adequate data and technical infrastructure 39% 32% Inability to attract talent to the industry 38% 37% Outdated or inflexible regulatory framework 32% 39% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 58% 38% 4% 8% 52% 41% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 36% -100% +100% 28% Talent development of existing workforce 14% -100% +100% 30% Talent retention of existing workforce 67% -100% +100% 37% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 51 Global 51 Run comprehensive DEI training for managers and staff 45 Global 48 Targeted recruitment, retention and progression initiatives 38 Global 42 Set DEI goals, targets or quotas AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 70 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 68 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 63 Global 62 Hiring new people with skills to better work alongside AI Industry Profile 2 / 2 Retail and wholesale of consumer goods Future of Jobs Report 2025 279

• 280. 35% Global 22% Labour-market churn Five-year structural labour-force churn 37% Global 39% Skill disruption Shares of core skills which will change 84% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 88% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Industry Global Increased efforts and investments to reduce carbon… 66% 47% Broadening digital access 56% 60% Increased efforts and investments to adapt to climate… 50% 41% Rising cost of living, higher prices or inflation 50% 50% Increased focus on labour and social issues 44% 46% Ageing and declining workingage populations 44% 40% Increased geopolitical division and conflicts 43% 34% Slower economic growth 40% 42% Increased restrictions to global trade and investment 36% 23% Increased government subsidies and industrial policy  29% 21% Growing working-age populations 26% 24% Stricter anti-trust and competition regulations 20% 17% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Industry Global AI and information processing technologies (big data, VR, AR… 92% 86% Robots and autonomous systems 66% 58% Energy generation, storage and distribution 56% 41% New materials and composites 31% 30% Sensing, laser and optical technologies 25% 18% Semiconductors and computing technologies 20% 20% Satellites and space technologies 17% 9% Quantum and encryption 8% 12% Biotechnology and gene technologies 6% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. Autonomous and Electric Vehicle Specialists 53 48 53 AI and Machine Learning Specialists 41 82 41 Supply Chain and Logistics Specialists 21 17 23 General and Operations Managers 4 4 14 Accounting, Bookkeeping and Payroll Clerks -19 -18 29 Administrative Assistants and Executive Secretaries -21 -20 23 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Industry Global CORE SKILLS OF 2025 Analytical thinking 70% Resilience, flexibility and agility 67% Leadership and social influence 59% Resource management and operations 56% Motivation and self-awareness 54% SKILLS OF INCREASING USE BY 2030 AI and big data 94% Technological literacy 77% Networks and cybersecurity 76% Analytical thinking 70% Creative thinking 69% Workforce Strategy outlook Key components of your workforce strategy by 2030 % surveyed organizations selecting the macrotrend to drive workforce transformation Industry Global INDUSTRY GLOBAL Upskill your workforce 80% 85% Hire staff with new skills to meet emerging business needs 70% 70% Accelerate the automation of processes and tasks 67% 73% Upskilling and reskilling outlook 42 Global 41 Would not need training by 2030 30 Global 29 Would be upskilled in their current role 19 Global 19 Would be upskilled and redeployed 9 Global 11 Would be unlikely to upskill Industry Profile 1 / 2 Supply-chain and transportation -100% 0 100% Future of Jobs Report 2025 280

• 281. Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 49% 30% 21% 48% 30% 22% 2030 34% 32% 34% 33% 33% 34% Business Practice Business practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) Industry Global INDUSTRY GLOBAL Improving talent progression and promotion processes 69% 62% Supporting employee health and well-being 59% 64% Providing effective reskilling and upskilling 58% 63% Offering higher wages 52% 50% Tapping into diverse talent pools 46% 47% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Industry Global INDUSTRY GLOBAL Skills gaps in the labour market 55% 63% Organization culture and resistance to change 54% 46% Outdated or inflexible regulatory framework 44% 39% Inability to attract talent to the industry 37% 37% Lack of adequate data and technical infrastructure 35% 32% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 61% 30% 9% 8% 52% 41% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 39% -100% +100% 28% Talent development of existing workforce 0% -100% +100% 1% Talent retention of existing workforce 29% -100% +100% 18% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 53 Global 48 Targeted recruitment, retention and progression initiatives 44 Global 51 Run comprehensive DEI training for managers and staff 43 Global 42 Set DEI goals, targets or quotas AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 79 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 68 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 68 Global 62 Hiring new people with skills to better work alongside AI Industry Profile 2 / 2 Supply-chain and transportation Future of Jobs Report 2025 281

• 282. 20% Global 22% Labour-market churn Five-year structural labour-force churn 40% Global 39% Skill disruption Shares of core skills which will change 85% Global 83% Organizations with DEI priorities Share of organizations with DEI priorities 89% Global 88% AI exposure Share of organizations running AI programmes Trend outlook Macrotrends driving business transformation Share of organizations surveyed that identified this trend as likely to drive transformation in their organization Industry Global Broadening digital access 81% 60% Rising cost of living, higher prices or inflation 46% 50% Increased efforts and investments to reduce carbon… 41% 47% Slower economic growth 41% 42% Increased focus on labour and social issues 35% 46% Increased efforts and investments to adapt to climate… 32% 41% Increased geopolitical division and conflicts 32% 34% Growing working-age populations 30% 24% Stricter anti-trust and competition regulations 24% 17% Ageing and declining workingage populations 24% 40% Increased government subsidies and industrial policy  16% 21% Increased restrictions to global trade and investment 14% 23% Technology trends Technology trends driving business transformation Share of organizations surveyed that identify the technology trend as likely to drive business transformation Industry Global AI and information processing technologies (big data, VR, AR… 100% 86% Robots and autonomous systems 58% 58% Satellites and space technologies 40% 9% Energy generation, storage and distribution 34% 41% Semiconductors and computing technologies 34% 20% Quantum and encryption 29% 12% New materials and composites 16% 30% Sensing, laser and optical technologies 16% 18% Biotechnology and gene technologies 5% 11% Jobs outlook Key roles for business transformation Roles most selected by organizations surveyed, ordered by net role growth, and their net growth and structural churn (percent) Net growth Job Growth Job displacement Net Growth Global net growth 1. Net growth 2. Global net growth 3. Churn NET GROWTH 1. 2. 3. AI and Machine Learning Specialists 65 82 65 Data Analysts and Scientists 52 41 52 Data Engineers 35 36 35 Managing Directors and Chief Executives 13 5 13 Accounting, Bookkeeping and Payroll Clerks -17 -18 27 Administrative Assistants and Executive Secretaries -24 -20 24 Skill outlook Skills of increasing use by 2030 Skills of the most increase in use by 2030 Industry Global CORE SKILLS OF 2025 Analytical thinking 86% Leadership and social influence 76% Creative thinking 66% Resilience, flexibility and agility 66% AI and big data 66% SKILLS OF INCREASING USE BY 2030 AI and big data 100% Resilience, flexibility and agility 79% Curiosity and lifelong learning 75% Networks and cybersecurity 75% Creative thinking 75% Workforce Strategy outlook Key components of your workforce strategy by 2030 % surveyed organizations selecting the macrotrend to drive workforce transformation Industry Global INDUSTRY GLOBAL Upskill your workforce 96% 85% Accelerate the automation of processes and tasks 82% 73% Hire staff with new skills to meet emerging business needs 70% 70% Upskilling and reskilling outlook 37 Global 41 Would not need training by 2030 29 Global 29 Would be upskilled in their current role 24 Global 19 Would be upskilled and redeployed 11 Global 11 Would be unlikely to upskill Industry Profile 1 / 2 Telecommunications -100% 0 100% Future of Jobs Report 2025 282

• 283. Human-machine frontier Human-machine frontier % of tasks completed by predominantly people, predominantly technology, or a combination of both Human Global Combination Global Technology Global ALL TASKS Now 40% 33% 27% 48% 30% 22% 2030 28% 33% 39% 33% 33% 34% Business Practice Business practices to improve talent availability Top practices with the greatest potential to improve talent availability (share of organizations surveyed) Industry Global INDUSTRY GLOBAL Providing effective reskilling and upskilling 67% 63% Improving talent progression and promotion processes 63% 62% Offering remote and hybrid work opportunities within countries 59% 43% Supporting employee health and well-being 56% 64% Offering higher wages 52% 50% Key barriers for business transformation Transformation barriers Share of organisations surveyed expecting the barriers will hinder their organisation transformation Industry Global INDUSTRY GLOBAL Skills gaps in the labour market 66% 63% Outdated or inflexible regulatory framework 42% 39% Organization culture and resistance to change 40% 46% Lack of adequate data and technical infrastructure 29% 32% Inability to attract talent to the industry 24% 37% Wage outlook Wage trends Share of organizations projecting the share of wages and other forms of workers’ compensation as percentage of the company’s total revenues Growing Global Similar Global Declining Global 41% 52% 7% 8% 52% 41% Talent availability outlook Talent trend Share of respondents who expect their talent availability to improve or worsen in five years Improving Global average Worsening Global average Talent availability when hiring 48% -100% +100% 40% Talent development of existing workforce 36% -100% +100% 8% Talent retention of existing workforce 40% -100% +100% 24% DEI Actions Share of employers surveyed planning to implement the diversity, equity and inclusion measure 67 Global 51 Run comprehensive DEI training for managers and staff 52 Global 48 Targeted recruitment, retention and progression initiatives 48 Global 42 Set DEI goals, targets or quotas AI Strategy Share of employers surveyed planning to implement the stated strategy in response to AI's increasing capability and prevalence 89 Global 69 Hiring new people with skills to design AI tools and enhancements appropriate for the organization-specific skills 74 Global 77 Reskilling and upskilling your existing workforce to better work alongside AI 67 Global 62 Hiring new people with skills to better work alongside AI Industry Profile 2 / 2 Telecommunications Future of Jobs Report 2025 283

• 284. Contributors At the World Economic Forum Centre for the New Economy and Society: Project Team Attilio Di Battista Head, Impact Design and Coordination Sam Grayling Insights Lead, Work, Wages and Job Creation Ximena Játiva Insights Lead, Education, Skills and Learning Till Leopold Head, Work, Wages and Job Creation Ricky Li Insight and Data Lead Shuvasish Sharma Insights Specialist, Work, Wages and Job Creation Saadia Zahidi Managing Director We are extremely grateful to our colleagues in the Centre for the New Economy and Society for their support, especially to: Neil Allison, Silja Baller, Eoin Ó Cathasaigh, Alison Eaglesham, Genesis Elhussein, Sarah Fabijanic, Sriram Gutta, Elselot Hasselaar, Adèle Jacquard, Isabelle Leliaert, Ostap Lutsyshyn, Tanya Milberg, Aarushi Singhania, and Steffica Warwick. We also extend our thanks to Mirek Dušek for his feedback and support and to our colleagues at the Global Communications Group. We are also grateful to Michael Fisher for his excellent copyediting work, to our colleague Floris Landi and MIKO Studio’s Laurence Denmark for their exceptional cover and shareable design, to Salesforce’s Campbell Powers and Justine Moscatello and Lovelytics’ Joely Friedman and Jonathan Raskauskas for their design and execution of dashboard in the report reader, and to Accurat for their outstanding graphic designing and layout of the report, as well as for their outstanding work to create the report’s profiles and online Data Explorer. For more information, or to get involved, please contact cnes@weforum.org. January 2025 Future of Jobs Report 2025 Future of Jobs Report 2025 284

• 285. The Centre for the New Economy and Society aims to empower decisionmaking among leaders in business and policy by providing fresh, actionable insight through collaboration with leading experts and data-holding companies. We greatly appreciate the collaboration with Coursera, Indeed, LinkedIn and ADP for this year’s report and would specifically like to thank the following contributors: Coursera Maria-Nicole Ikonomou, Head of Global Enterprise PR & Communications Anna Zhao, Data Scientist Harshal Tijare, Data Analyst Indeed Svenja Gudell, Chief Economist, Indeed Hiring Lab Annina Hering, Senior Economist, Indeed Hiring Lab Arcenis Rojas, Data Scientist, Indeed Hiring Lab Chris Glynn, Director of Data Science, Indeed Hiring Lab Cory Hopkins, Senior Editor, Indeed Hiring Lab LinkedIn Kristin Lena Keveloh, Senior Lead Manager, Public Policy & Economic Graph Akash Kaura, Staff Data Scientist, LinkedIn ADP Nela Richardson, Chief Economist, ESG Officer & Head of ADP Research Ben Hanowell, Director of People Analytics Dr. Mary Hayes, Director of Research Jared Northup, Research Analyst Collaborators January 2025 Future of Jobs Report 2025 Future of Jobs Report 2025 285

• 286. Acknowledgments January 2025 Future of Jobs Report 2025 Argentina IAE Business School, Universidad Austral Eduardo Fracchia, Director of Academic Department of Economics Martin Calveira, Research Economist Australia Australian Industry Group Dr Caroline Smith, Executive Director, Centre for Education and Training Sarah Pilcher, Research and Policy Manager, Centre for Education and Training Brett Crosley, Research and Policy Officer, Centre for Education and Training Bahrain Bahrain Economic Development Board Nada Al Saeed, Chief Strategy Redha AlAnsari, Executive Director Bahrain Labour Fund (Tamkeen) Amer Marhoon, Managing Director at Skills Bahrain Nada Deen, Executive Director, Sector Skills Development at Skills Bahrain Brazil Fundação Dom Cabral, Innovation and Entrepreneurship Center Carlos Arruda, Professor and Member of FDC Innovation and Entrepreneurship Center Hugo Tadeu, Professor and Director of FDC Innovation and Entrepreneurship Center Miguel F. Costa, Researcher Colombia Asociación Nacional de Empresarios de Colombia (ANDI) Imelda Restrepo, Director, Center for Economic Studies Paola Buendía García, Executive Vice President Education for Employment Ashley Barry, Director of Strategy & Learning, Education for Employment - Global Houda Barakate, CEO, Education for Employment - Maroc Chaimaa Zaher, Partnership and Program Coordinator, Education for Employment - Maroc Sarah Gomaa, Partnerships and Job Placement Officer, Education for Employment - Egypt Menna Muhammed, Partnerships and Job Placement Associate, Education for Employment – Egypt European Association for People Management (EAPM) Berna Öztinaz, President Ulrik Brix, Board Sponsor, Surveys and Insights, CEO at NOCA Kai Helfritz, Working Group Lead, Surveys and Insights Rebecca Normand, Head of EAPM Secretariat Dana Cavaleru, Executive Director, HR Management Club Romania Egypt, Arab Rep. Egyptian Center for Economic Studies - ECES Abla Abdel Latif, Executive Director and Director of Research Mohamed Hosny, Economist Ahmed Maged, Field Researcher Hossam Khater, Field Researcher Mohamed Khater, Field Researcher India The Confederation of Indian Industry (CII) Sougata Roy Choudhury, Executive Director Kabir Krishna, Deputy Director Ravinder, Manager Anuradha Nirwan, Executive Officer Survey Partners The World Economic Forum’s Centre for the New Economy and Society is pleased to acknowledge and thank the following organizations, without which the realization of the Future of Jobs Report 2025 would not have been feasible: The Centre for the New Economy and Society would like to thank the Jobs Initiative Champions and Reskilling Revolution Champions for their leadership and guidance on the focus of this Report. Future of Jobs Report 2025 286

• 287. International Association of Ports and Harbors (IAPH) Patrick Verhoeven, managing director Nick Blackmore, director business development Fabienne Van Loo, membership outreach and Europe office manager Israel JDC-Tevet in partnership with the Ministry of Labour Avraham Fleishon, Head of Data, JDC-Tevet Elizabeth Levi, Resource Development, JDC-Tevet Noa Ecker, Strategy Manager, Ministry of Labour Sapir Yany, Project Manager, NGG Ran Lefler, Head of Evaluation, Research and Development, NGG Japan Waseda University Jusuke JJ Ikegami, Professor Mitsuyo Tsubayama, Coordinator Shoko Miya, Coordinator Kazakhstan Center for Strategic Initiatives LPP Olzhas Khudaibergenov, Senior Partner Kamilya Suleimenova, Project Manager Maryam Galyamova, Senior Consultant Anel Rakhimova, Consultant Akku Bakisheva, Senior Consultant Latvia and Lithuania ERDA Group Zane Čulkstēna, Founder and Business Partner Katya Leidmane, Executive Director Inese Jeļisejeva, Project Assistant Aušra Bytautienė, Director, Personalo valdymo profesionalų asociacija Jurgita Lemešiūtė, Managing Partner, PeopleLink Mexico Instituto Mexicano para la Competitividad - IMCO Valeria Moy, General Director Ivania Mazari, Program Manager Netherlands Amsterdam Centre for Business Innovation, University of Amsterdam Prof.dr. Henk W. Volberda, Director and Professor Dr. Rick Hollen Raoul Breij, MSc Serbia Foundation for the Advancement of Economics - FREN Aleksandar Radivojević, Research Coordinator Dejan Molnar, Director Slovenia Institute for Economic Research Dr Tjaša Bartolj, Researcher Sonja Uršič, Researcher South Africa Harambee Youth Employment Accelerator Victoria Duncan, Head, Research and Evidence Rob Urquhart, Strategy, Research and Evidence Lead Spain Asociación Española de Direccion y Desarrollo de Personas (AEDIPE) Roser Segarra, President Maria Obiols Ferré, EAPM Delegate and Board Member Roger Iliterasriera, Board Member Sergi Riau, Board Member Susana Gutierrez, Board Member Thailand Chulalongkorn University Wilert Puriwat, President Kanyarat (Lek) Sanoran, Associate Professor Nat Kulvanich, Assistant Professor Tunisia IACE (Institut Arabe des Chefs d’Entreprise) Majdi Hassen, Executive Director Hajer Karaa, Head of the Studies Department Türkiye TÜSIAD, Sabanci University Competitivness Forum - REF Esra Durceylan Kaygusuz, Assistant Professor of Economics, Sabancı University, Forum director Sezen Uğurlu Sum, Competitiveness Forum Project Specialist Viet Nam Talentnet Corporation Trinh Tieu, Founder & CEO Ha Nguyen, Chief Marketing & Customer Experience Officer Khanh Nguyen, Associate Marketing Director Huy Le, Senior Marketing Specialist Uzbekistan Westminster International University in Tashkent Bakhrom Mirkasimov, Deputy Rector, Nargiza Kabilova, Research Assistant Nilufar Abduvalieva, Research Assistant Maksim Kim, Director of the Centre for Professional and Lifelong Education Nozima Yusupova, Manager at the Centre for Professional and Lifelong Education Zimbabwe National Competitiveness Commission Phillip Phiri, Executive Director Brighton Shayanewako, Director, Competitiveness Douglas Muzimba, Manager, International Competitiveness Munyaradzi Muchemwa, Economist Elizabeth Magwaza, Economist Future of Jobs Report 2025 287

• 288. Thank you also to the following organizations for contributing to the dissemination of the Future of Jobs Survey: – Asociatia HR Management Club (HR Club) – Associação Portuguesa De Gestão Das Pessoas (APG) – Associazione Italiana Per La Direzione Del Personale (AIDP) – Deutsche Gesellschaft Für Personalführung (DGFP) – HR Norge – Indonesia Ministry of Planning – Indonesian Chamber of Commerce And Industry (KADIN Indonesia) – International Women in Mining (IWIM) – Network of Corporate Academies (NOCA) – Personalo Valdymo Profesionalu Asociacija (PVPA) – Société Suisse De Gestion Des Ressources Humaines (HR Swiss) – Türkiye İnsan Yönetimi Derneği (PERYÖN) Centre for the New Economy and Society Partners 2045 Studio Accenture Adecco Group ADP African Rainbow Minerals Agility AIG Al Dabbagh Group Holding Al Futtaim Private Company AlixPartners Allianz Amazon AMTD Group APCO Apparel Group Aramco Awardco Bahrain Economic Development Board BairesDev Bajaj Group Banco Bradesco Banco BTG Pactual Bank of America Bank of Montreal Barclays Bank Bridas Energy Holding BetterUp BHP Group BigSpring Bill & Melinda Gates Foundation Bloomberg BRANDi and Companies Burda Capgemini Capital A Berhad Carlsberg Censia Chanel Check Point Software Technologies Cisco Systems Cognizant Corficolombiana Crescent Enterprises Crescent Group CVC Capital Partners DailyPay Daniel J. Edelman Dassault Systèmes Deel Lattice Dell Technologies Deloitte Deutsche Bank DIO Dogan Şirketler Grubu Holding Dotlumen SRL DP World dsm-firmenich e& Educational Testing Services Egon Zehnder Entri Software Eurasian Group Euroclear Moonhub EY Flora Food Group Fortinet Gap Giftolexia Solutions Glean Technologies Goodwall Alphabet Grupo Mariposa-Apex Grupo Salinas Hackensack Meridian Health Heidrick & Struggles HEINEKEN Henry Schein Hewlett Packard Enterprise Hitachi Hologic Holtzbrinck Publishing Group Hong Kong Exchanges and Clearing Limited (HKEX) HP HSBC Holdings hundo IBM Corporation Future of Jobs Report 2025 288

• 289. Ifood.Com Indiavidual Learning Indorama Ventures Indus Group Infosys INGKA GROUP I IKEA Intel Corporation Intercorp Peru Invesco Itaú Unibanco JBS Jerónimo Martins JLL Kearney Kohlberg Kravis Roberts & Co. (KKR) L’Oréal LGT Group Foundation Inclusively Limak Holding LinkedIn Corporation Lord, Abbett & Co. LLC Manchester United Football Club Limited ManpowerGroup Marsh & McLennan Companies Mayo Clinic McKinsey & Company Medtronic Merck Microsoft Mogul MUFG (Mitsubishi UFJ Financial Group Inc.) Naspers Limited Comcast Corporation Nestlé Network for Teaching Entrepreneurship (NFTE) Nexthink Nielsen Novartis International NxtWave Disruptive Technologies NYSE Group Omnicom Group Open Society Institute Paradox PayPal Pearson PepsiCo Petroleo Brasileiro - PETROBRAS Yildiz Holding PwC Publicis Groupe QI Group Randstad RBC Financial Group Recruit Holdings Regeneron Pharmaceuticals Reliance Industries Rio Tinto RMZ Corporation Royal Philips Russell Reynolds Associates Salesforce Sanofi SAP SE Saudi Arabian Mining Company (Ma’aden) Saudi National Bank Sempra ServiceNow Shell Siemens Skillsoft SONAE Standard Chartered Bank State Street Corporation Swiss Re Takeda Pharmaceutical Company Teachers Insurance and Annuity Association (TIAA) Teck Resources Limited Telefónica TestGorilla The Bank Of New York Mellon Corporation The Estée Lauder Companies The New York Times Company The Samuel Group The Standard Bank Group Trip.com Group Uber Technologies UBS uLesson Education Unilever Verizon Communications Visa Wellcome Trust Wilco Wipro Workday WorkWhile WorldQuant Zoom Video Communications Zurich Insurance Company Future of Jobs Report 2025 289

• 290. World Economic Forum 91–93 route de la Capite CH-1223 Cologny/Geneva Switzerland Tel.: +41 (0) 22 869 1212 Fax: +41 (0) 22 786 2744 contact@weforum.org www.weforum.org The World Economic Forum, committed to improving the state of the world, is the International Organization for Public-Private Cooperation. The Forum engages the foremost political, business and other leaders of society to shape global, regional and industry agendas.