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The Future of Jobs Report2018Insight ReportCentre for the New Economy and SocietyInsight ReportThe Future of Jobs Report2018Centre for the New Economy and SocietyWorld Economic Forum91-93 route de la CapiteCH-1223 Cologny/GenevaSwitzerlandTel.: +41 (0)22 869 1212Fax: +41 (0)22 786 2744E-mail: contactweforumweforum2018 World Economic ForumAll 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.ISBN 978-1-944835-18-7TERMS OF USE AND DISCLAIMERThe Future of Jobs Report 2018 (herein: “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 term covers 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 Centre for the New Economy and Society (CNESweforum).v Prefacevii Key Findings1 PART 1: PREPARING THE FUTURE WORKFORCE3 Introduction6 Strategic Drivers of New Business Models7 Workforce Trends and Strategies for the Fourth Industrial Revolution15 The Future of Jobs across Industries17 The Future of Jobs across Regions19 A Look to the Recent Past (in Collaboration with LinkedIn)22 Conclusions25 References and Further Reading27 Appendix A: Report Methodology31 Appendix B: Industry and Regional Classifications33 PART 2: INDUSTRY AND COUNTRY/REGION PROFILES35 Users Guide: How to Read the Industry and Country/Region Profiles41 Industry Profiles67 Country/Region Profiles127 Contributors129 System Initiative Partners131 Survey Partners133 AcknowledgementsContentsiiiPrefaceKLAUS SCHWABFounder and Executive Chairman, World Economic ForumThe emerging contours of the new world of work in the Fourth Industrial Revolution are rapidly becoming a lived reality for millions of workers and companies around the world. The inherent opportunities for economic prosperity, societal progress and individual flourishing in this new world of work are enormous, yet depend crucially on the ability of all concerned stakeholders to instigate reform in education and training systems, labour market policies, business approaches to developing skills, employment arrangements and existing social contracts. Catalysing positive outcomes and a future of good work for all will require bold leadership and an entrepreneurial spirit from businesses and governments, as well as an agile mindset of lifelong learning from employees.The fundamental pace of change has only accelerated further since the World Economic Forum published its initial report on this new labour marketThe Future of Jobs: Employment, Skills and Workforce Strategy for the Fourth Industrial Revolutionin January 2016. With an increased need for tangible evidence and reliable information from the frontlines of this change, this new edition of the Future of Jobs Report once again taps into the collective knowledge of those who are best placed to observe the dynamics of workforcesexecutives, especially Chief Human Resources Officers, of some of the worlds largest employersby asking them to reflect on the latest employment, skills and human capital investment trends across industries and geographies.A particular focus of this new edition of the report is on arriving at a better understanding of the potential of new technologies, including automation and algorithms, to create new high-quality jobs and vastly improve the job quality and productivity of the existing work of human employees. As has been the case throughout economic history, such augmentation of existing jobs through technology is expected to create wholly new tasksfrom app development to piloting drones to remotely monitoring patient health to certified care workersopening up opportunities for an entirely new range of livelihoods for workers. At the same time, however, it is also clear that the Fourth Industrial Revolutions wave of technological advancement is set to reduce the number of workers required for certain work tasks. Our analysis finds that increased demand for new roles will offset the decreasing demand for others. However, these net gains are not a foregone conclusion. They entail difficult transitions for millions of workers and the need for proactive investment in developing a new surge of agile learners and skilled talent globally.To prevent an undesirable lose-lose scenariotechnological change accompanied by talent shortages, mass unemployment and growing inequalityit is critical that businesses take an active role in supporting their existing workforces through reskilling and upskilling, that individuals take a proactive approach to their own lifelong learning and that governments create an enabling environment, rapidly and creatively, to assist in these efforts. Our analysis indicates that, to date, many employers retraining and upskilling efforts remain focused on a narrow set of current highly-skilled, highly-valued employees. However, in order to truly rise to the challenge of formulating a winning workforce strategy for the Fourth Industrial Revolution, businesses will need to recognize human capital investment as an asset rather than a liability. This is particularly imperative because there is a virtuous cycle between new technologies and upskilling. New technology adoption drives business growth, new job creation and augmentation of existing jobs, provided it can fully leverage the talents of a motivated and agile workforce who are equipped with futureproof skills to take advantage of new opportunities through continuous retraining and upskilling. Conversely, skills gapsboth among workers and among an organizations senior leadershipmay significantly hamper new technology adoption and therefore business growth.At the World Economic Forums Centre for the New Economy and Society, we provide a platform for leaders to understand current socio-economic transformations and shape a future in which people are at the heart of economic growth and social progress. A significant portion of our activities aim to support leaders in managing the future of work. This biannual report provides a five-year outlook based on the latest thinking inside companies and is designed to inform other businesses, governments and workers in their decision-making. Additionally the Centre is working across multiple industries to design sector-level vroadmaps to respond to the new opportunities and challenges of managing workforce transitions. The Centre is also supporting developed and emerging economies in setting up large-scale public private collaborations to close skills gaps and prepare for the future of work. Finally, the Centre acts as a test bed for early-stage work at the frontier of managing the future of work, ranging from the development of new principles for the gig economy to the adoption of common skills taxonomies across business and education.We would like to express our appreciation to Vesselina Ratcheva, Data Lead, Centre for the New Economy and Society; Till Alexander Leopold, Project Lead, Centre for the New Economy and Society; and Saadia Zahidi, Head, Centre for the New Economy and Society for their leadership of this report. Additional thanks to Genesis Elhussein, Specialist, and Piyamit Bing Chomprasob, Project Lead, for their work on the reports survey collection phase, and the support of other members of the Centre for the New Economy and Society team for its integration into a comprehensive platform for managing workforce change. We greatly appreciate, too, the innovative data collaboration with LinkedIn and the support of the reports regional survey partners, which enhanced its geographical coverage. Finally, we continue to count on the proactive leadership of the Stewards and Partners of the System Initiative on Shaping the Future of Education, Gender and Work under the umbrella of the Forums Centre for the New Economy and Society.Workforce transformations are no longer an aspect of the distant future. As shown in the five-year outlook of this report, these transformations are a feature of todays workplaces and peoples current livelihoods and are set to continue in the near term. We hope this report is a call to action to governments, businesses, educators and individuals alike to take advantage of a rapidly closing window to create a new future of good work for all.viThe Future of Jobs Report 2018Key FindingsAs technological breakthroughs rapidly shift the frontier between the work tasks performed by humans and those performed by machines and algorithms, global labour markets are undergoing major transformations. These transformations, if managed wisely, could lead to a new age of good work, good jobs and improved quality of life for all, but if managed poorly, pose the risk of widening skills gaps, greater inequality and broader polarization.As the Fourth Industrial Revolution unfolds, companies are seeking to harness new and emerging technologies to reach higher levels of efficiency of production and consumption, expand into new markets, and compete on new products for a global consumer base composed increasingly of digital natives. Yet in order to harness the transformative potential of the Fourth Industrial Revolution, business leaders across all industries and regions will increasingly be called upon to formulate a comprehensive workforce strategy ready to meet the challenges of this new era of accelerating change and innovation.This report finds that as workforce transformations accelerate, the window of opportunity for proactive management of this change is closing fast and business, government and workers must proactively plan and implement a new vision for the global labour market. The reports key findings include: Drivers of change: Four specific technological advancesubiquitous high-speed mobile internet; artificial intelligence; widespread adoption of big data analytics; and cloud technologyare set to dominate the 20182022 period as drivers positively affecting business growth. They are flanked by a range of socio-economic trends driving business opportunities in tandem with the spread of new technologies, such as national economic growth trajectories; expansion of education and the middle classes, in particular in developing economies; and the move towards a greener global economy through advances in new energy technologies. Accelerated technology adoption: By 2022, according to the stated investment intentions of companies surveyed for this report, 85% of respondents are likely or very likely to have expanded their adoption of user and entity big data analytics. Similarly, large proportions of companies are likely or very likely to have expanded their adoption of technologies such as the internet of things and app- and web-enabled markets, and to make extensive use of cloud computing. Machine learning and augmented and virtual reality are poised to likewise receive considerable business investment. Trends in robotization: While estimated use cases for humanoid robots appear to remain somewhat more limited over the 20182022 period under consideration in this report, collectively, a broader range of recent robotics technologies at or near commercializationincluding stationary robots, non-humanoid land robots and fully automated aerial drones, in addition to machine learning algorithms and artificial intelligenceare attracting significant business interest in adoption. Robot adoption rates diverge significantly across sectors, with 37% to 23% of companies planning this investment, depending on industry. Companies across all sectors are most likely to adopt the use of stationary robots, in contrast to humanoid, aerial or underwater robots, however leaders in the Oil coordinating, developing, managing and advising (20%); as well as reasoning and decision-making (18%)will begin to be automated (30%, 29%, and 27% respectively). Relative to their starting point today, the expansion of machines share of work task performance is particularly marked in the reasoning a
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