如何重塑劳动力+Is+the+Workforce+Ready+for+Reinvention

Istheworkforce

readyforreinvention?

AsiaPacificWorkforceHopesandFearsSurvey2023

June2023

/asiapacific

Contents

Introduction3

AsnapshotofkeyAsiaPacificfindings4

Whatimpactsemployees’reinvention-readiness?5

Whatcanemployersdotoensuretheirworkforceisreinvention-ready?18

Appendices21

PwC

AsiaPacificWorkforceHopesandFearsSurvey2023

2

Introduction

AsiaPacificisknownasaneconomicpowerhouse.Hometobothadvancedandrapidlyemerging

economies,itsgrowthratehasseentheregionplayapivotalroleinshapingtheglobaleconomy.But

howithasgrowntodate,isnothowitwillgrowinthefuture.

Asweidentifiedinour2022report,

AsiaPacific’s

Time:Respondingtothenewreality

,whilethe

economyhasreboundedfromthepandemiclows,wecontinuetoseefinancial,environmentaland

socialpressuresconvergetocreatenewandmorecomplexchallenges.Businessesintheregionmustreshapeuncertaintyintoopportunity,complexity

intoclarityandproblemsintopotential.Now,inour2023AsiaPacificWorkforceHopesandFears

survey,thisneedisamplified.

Oursurveyof19,500AsiaPacificemployees–as

partoftheannualGlobalWorkforceHopesand

FearsSurvey–shows,forthefirsttime,astriking

similaritybetweenemployeesandemployersonthecriticalneedtotransformtosurvive.39%of

employeesbelievetheircompanyisunlikelyto

survivemorethan10yearsiftheyremainontheir

currentpath.Thischimeswithour

2023AsiaPacific

CEOSurvey

,with53%ofCEOsexpressingthe

sameconcern.

Whatwillthismeanfortheworkforce?Change.

Organisationswillonlysucceedintheirreinventioniftheirpeoplearefullyengaged,motivatedandeagertocontribute.So,aretheyreadyforwhatlies

ahead?

Oursurveyidentifiessixfactorsimpactingtheir

readinesstoevolve.Theyarebusinessviability,

employeesentiment,workforceskills,emerging

technology,workenvironment,andclimateaction.

Theresultsshowthatthereisworkforemployerstodo.Moresothantheirglobalpeers,AsiaPacific

employeesarereadytotesttheemploymentmarket.Inthenext12months,almostathirdarelikelyto

changeemployer,anincreaseof10%onlastyear.Justovertwoinfiveplantoaskforapayraisefromtheircurrentemployer.

However,italsoshowsthattheremaybegreater

capacitywithintheexistingworkforce.Lessthanhalf(48%)ofemployeesfeeltheiremployersprovide

themwithopportunitieswheretheycanapplytheir

skillseffectivelyinthenextfiveyears.Thiscould

indicatethattheirindividualskillsareeithernot

understoodornotbeingusedinthemosteffectiveway.Theanswertotheskillshortagemaybehidinginplainsight.

Understandingthecurrentworkplacedynamicscanhelpleadersenergisetheirworkforce,tapintothe

poweroftheirpeopleandaccomplishboldergoals.Theobjectiveofthissurveyistohelporganisationsunderstandhowtheworkforceisfeelingaboutthepresentaswellastheirfuture.Wealsoshareseveralconsiderationstohelpleaderstailortheirworkforcestrategyaccordingly,toensuretheirpeopleare

indeedreinventionready.Afterall,thefutureof

organisationsdependsonit.

PwC|AsiaPacificWorkforceHopesandFearsSurvey20233

Asnapshotofkey

AsiaPacificfindings

●39%oftheworkforcebelievethattheirorganisationisunlikelytosurvivemorethan10yearsiftheyremainontheircurrentpath.Reinventioniskeytobusinessviability.

●Jobsatisfactionremainssteadyat57%.HigherlevelsareseeninThailand,Indonesia,thePhilippines,ChinaandIndia.

●Employeesarestillrestless.There’sagrowingconfidencetoseekapromotionorpayraise—a7-10%increaseon2022results.

●44%ofemployeesbelievethattheskillsrequiredfortheirjobswill

undergosignificantchangeswithinthenextfiveyears,howevertheylackclarityaroundexactlywhatwillchange.

●Humanskillsmattermost,withadaptability/flexibility(69%),collaborativeskills(67%)andcriticalthinking(66%)seenasmoreimportantthan

technicalorcorebusinessskills.

●Skillsarehidinginplainsight–lessthanhalf(48%)feelthattheir

employersprovidethemwithopportunitieswheretheycanapplytheirskillseffectivelyinthenextfiveyears.

●ArtificialIntelligence(AI)isseentobemostlypositive,with41%sayingitwillincreaseproductivityandefficiencyatwork,and34%viewingitasanopportunitytolearnnewskills.16%believeAIcouldreplacetheirjob.

●Employeesdon’tfeelsafetochallengethestatus-quo.Onlyaround30%ofemployeesbelievetheirmanagerstoleratesmall-scalefailuresor

encouragedissentanddebate.

●Thereisalackofurgencyforclimateaction.Only41%ofworkersbelievethattheiremployershavearesponsibilityforaddressingclimatechange,and43%believethattheircompanyistakingappropriateaction.

4

PwC

AsiaPacificWorkforceHopesandFearsSurvey2023

Whatimpactsemployees’

reinvention-readiness?

PwC

AsiaPacificWorkforceHopesandFearsSurvey2023

5

Businessviability

Theemployerperspective

Thesamesentimentwasreflectedintheresults

fromour

2023AsiaPacificCEOSurvey

where53%ofCEOsbelievedthattheircurrentbusinessmodelswillnotsurviveinthenextdecadeiftheydonot

undergotransformation.Thiswas14%higherthanglobalCEOs,highlightingthepressingneedfor

leadersintheregiontoembracereinvention.

Attheterritorylevel,thesenseofurgencyfor

reinventionwasparticularlystrongamongCEOsinSouthKoreawith79%acknowledgingtheneedfortransformation.ThissentimentwasalsohighamongCEOsinJapan(72%),China(68%)andHongKongSAR(66%).Theseterritoriesexhibitedaheightenedawarenessamongtheirleadersregardingthe

imperativetoadaptandevolvetheirbusiness

modelstoensurelong-termsurvivalandsuccess.

Giventhescopeandspeedofchangebeing

experiencedeverywhere,onethingisclear–

transformationiskeytothesurvivalof

organisations.Accordingtoemployees,if

employersremainontheircurrentpath,39%are

unlikelytosurvivemorethan10years.

Andthisisonetopicwherebothemployeesand

leaderssharesimilarviews.Thisisencouraging.

Everyoneneedstoleanintothepotentialof

reinventiontobeequippedforwhatthefutureholds.

Theemployeeperspective

Employeesintheregionarenotoverlypositive

aboutthefutureoftheircompanies.Only51%of

employeesbelievethattheiremployerswillbein

businessformorethan10yearsiftheydon’tevolve,

whichis8%lowerthantheirglobalcounterparts.

“

Heavilyinfluencedbychangingcustomer

preferencesandskillsshortages,CEOs

acrossAsiaPacificseeapressingneedto

transformtheirbusinessmodeltoremain

relevant.Workersacrosstheregion–andin

particularthenewergenerationsinthe

workforce–arerecognisingthatexactsameneed.Thisprovidesapowerfulstartingpointforbusinessleaderstoinvolveemployeesinco-creatingandco-facilitatingthenecessaryorganisationtransformation.

MartijnSchouten,Partner,PwCSingapore

Additionally,oneinfouremployeesholdsthebelief

thattheircompanywilllastlessthansixyears,while

oneintenhaveevenlessconfidence,thinkingtheir

companywillnotsurviveformorethanthreeyears.

Whenlookingattheregionalbreakdown,workersin

Malaysia,IndiaandSingaporearetheleast

optimistic,believingthattheiremployerwillnot

survivemorethanadecadeiftheycontinueontheir

currentpath.Ontheotherhand,employeesinNew

Zealand,Taiwan,IndonesiaandAustraliahavea

moreoptimisticoutlook.

Interestingly,resultsdifferbygeneration.GenZ

employees,oftenconsidereddigitalnatives,are

moresceptical,with52%believingtheiremployers

willnotsurvivemorethanadecadeiftheydon’t

transform.Incomparison,only31%ofGenXand

29%ofBabyBoomerssharethisview,suggesting

thatyoungeremployeesrecognisetheneedfor

reinventionandtransformationtostayrelevantin

thefuture.

Furthermore,employeesinmanagerialrolesexpress

agreaterurgencyfortransformationcomparedto

non-managementroles,with46%versusathird

acknowledgingtheneedforchange.

6

PwC

AsiaPacificWorkforceHopesandFearsSurvey2023

Employeesentiment

Employeesentimentismixedacrosstheregion.Overall,whilejobsatisfactionlevelsaregenerallysteady,thereisanincreasedwillingnesstoseekbettercompensationorcareeropportunities,

indicatinggrowingconfidenceandevolving

aspirationsamongtheworkforceinAsiaPacific.

Jobsatisfaction

Levelsofjobsatisfactionhavenotchanged

significantlyoverthepastyear.Themajorityof

employees,around57%,expressmoderatetohighsatisfactionwiththeirjobs,similartotheglobal

averageandconsistentwiththepreviousyear's

statistics.However,jobsatisfactionlevelsvaried

significantlyacrosstheregion.Matureeconomies

likeJapan,SouthKorea,HongKongSARand

Taiwanreportedlowerlevelsofjobsatisfaction,withpercentagesrangingfrom29%to45%.Ontheotherhand,employeesinThailand,Indonesia,the

Philippines,ChinaandIndiadisplayhigherlevelsofjobsatisfaction,withpercentagesrangingfrom70%to79%.BabyBoomers,thoseinmanagement,or

rolesinTechnology,Media,orTelecommunications,andworkinginlargerorganisationsareassociatedwithhigherjobsatisfaction.

JobsatisfactiondiffersgreatlyacrossAsiaPacific

Q.Howsatisfiedareyouwithyourjob(s)?

Note:Showingonly“verysatisfied”and“moderatelysatisfied”responses

Base:AsiaPacificrespondents(19,502)

7

PwC|AsiaPacificWorkforceHopesandFearsSurvey2023

Promotionorpayraise

Roughly40%ofemployeesexpressthattheyare

extremelyorhighlylikelytoaskforapayraiseor

promotioninthenext12months.Additionally,about30%ofemployeesstatethattheywouldlikely

changeemployerswithinthesametimeframe.Thesefiguresrepresenta7-10%increasecomparedtothepreviousyear'ssurvey,indicatinganincreased

confidenceamongemployeestoseekbetter

compensationorcareeropportunities.Theyoungergeneration(GenZandMillennials),employeesat

seniorlevels,andthoseworkinginlarger

organisationsaremoreinclinedtoaskforapay

raise,seekpromotion,orconsiderchanging

employers,drivenbyfactorssuchasseekingnewexperiencesandnewskills,orlookingfor

opportunitiestomakeamoredirectcontribution.

“

Talentshortages,costoflivingand

pressuretoretaintalentcontinuetoput

upwardpressureonpaylevelswithno

signofthisdiminishing.Organisationswillnotbeabletomeetpayexpectationsforeveryone,somustconsiderother

elementsofnon-financialrewardtomakeupthedifference.

AndrewCurcio,AsiaPacificRewards&Benefits,Partner,PwCAustralia

PwC|AsiaPacificWorkforceHopesandFearsSurvey2023

“

Fororganisationstosuccessfullychangeandreinvent,theyneedtocreatean

environmentwheretheirpeoplefeelsafetoexpressnewideas,challengetraditionalthinkingandpotentiallymakemistakes.

ElizabethShaw,Partner,PwCAustralia

Inclusionandbelonging

Onlyhalfoftheworkersfeelcomfortablebeing

themselvesatwork,whichissimilartothe2022

results.Thissuggeststhere’sroomforemployerstoenhancetheireffortsincultivatinganinclusive

workplaceculturethatcelebratesdiversityandimprovesbelongingandacceptanceamong

workers.

Creatingaworkenvironmentthatfostersasenseofbelongingiscriticaltoretainingtalent,productivityandperformance,andhasasignificantimpactonpeople'swellbeing.Itisineveryone’sbestinterests.

8

Workforceskills

Employeesareawareoftheneedforcontinuouslearning,howevertheylackclarityaroundexactlyhowtheirskillsneedtoevolveinthefuture.Theyratepeopleskillsasmostimportantandbelieve

theiremployerswillsupporttheirupskilling.Ontheotherhand,thereisasigniicantportionofthe

workforcethatfeelsunder-utilised,suggestingapotentialforemployerstooptimisetheirexistingworkforcebyunderstandingindividualaspirations,providingrelevantopportunities,andempoweringemployees.

Evolvingskills

44%ofemployeesbelievethattheskillsrequiredfortheirjobswillsigniicantlychangewithinthe

nextiveyears.However,only48%ofemployeessaidtheyclearlyunderstandhowtheirskillswill

needtoevolve.Employeeswhosejobsnecessitatetechnicalorspecialisedtrainingaremorereadyforreinvention一theyarealmostfourtimesmore

likelytoagreethattheirjobswillchangeinthenextiveyears,andfourtimesmorelikelytohavea

clearsenseofhow.

Whenitcomestoawarenessofchangingskill

requirements,seniorexecutivesseemmore

attuned,with59%believingthattheskillsneededfortheirjobswillsigniicantlychangeinthenextiveyears.lncomparison,only34%of

non-managerssharethesamesentiment.Youngeremployees,speciicallyMillennials(48%)and

GenZ(43%),aremoreawareofthechangingskilllandscape.

Whileemployeesexpressconidenceintheir

employers'abilitytoprovidethemwithtoolsandresourcestoenhancetheirskills,lessthanhalfofthem(48%)feelassuredthattheiremployers

providethemwithopportunitiestoapplytheirskillsefectivelyinthenextiveyears.Thisissueis

particularlypronouncedinJapan,SouthKoreaandHongKongSAR,whereasigniicantmajorityof

employeesfeelunder-utilised.ltsuggeststhat

employerscouldunlockgreatercapabilitiesfromtheirexistingworkforcebybetterunderstandingindividualaspirations,providingrelevant

opportunities,andempoweringthem.

Lastly,managementrolesandjobsrequiring

specialisedtrainingaremorelikelytoofer

opportunitiesforapplyingimportantskillsthat

contributetocareergrowth.Seniorexecutiveshave

thehighestlikelihood(67%)ofaccessingsuchopportunities,followedbymanagers,while

non-managershavethelowestlikelihood.

PwClAsiaPaciicWorkforceHopesandFearsSurvey2023

9

EmployeesinIndiaareabout20%more

positivethanglobalcounterpartswhenit

comestoactivelyseekingoutopportunitiestolearnandbringinnovativeideastotheir

teams,however,GenZhasasignificantlylessfavourableoutlookcomparedtoother

generations.Thispromptsthequestion:howcanemployersreimagineandcontemporisewaysofengagingamultigenerational

workforce?

KartikRishi,Partner,PwCIndia

“

Peopleskills

Humanskillsmattermostinthemodernworkplace,

similartoglobalfindings.Employeesrankpeopleskillssuchasadaptability/flexibility(69%),

collaborativeskills(67%),andcriticalthinking(66%),abovetechnicalorcorebusinessskills.Furthermore,employeesintheregiongenerallybelievethattheiremployerswillsupporttheirupskillingefforts.

Greenskills,whichencompassvariousaspectsofsustainabilityandenvironmentalimpact,are

regardedasleastimportant.ThissentimentisconsistentinbothAsiaPacificandworldwide.

“

Upskillingcontinuestobeamajorissuein

Chinaforbothemployersandemployees.

Traditionally,thecapabilityframeworkwas

basedontheorganisationdesignandroles

required,howevermoreandmore,we’re

seeingskillslinkedtotasksandactivities

ratherthanroles.Project-basedorganisationsarebecomingmorecommon,andskillsare

noteasilytransferredfromaprojectteamto

ongoingroles.Thisisalsocausinga

misalignmentbetweenthebusinessneeds

andwhatisofferedviaLearningand

Development.

JohnnyYu,Partner,PwCChina

Humanskillsmattermostinthemodernworkplace

Q.Howimportantwillthefollowingskillsbetoyourcareerinthenextfiveyears?

Beingadaptable/flexible

Collaborativeskills

Criticalthinkingskills

Leadershipskills

Analytical/dataskills

Specialisttechnical

ortradeskills

Digitalskills

Corebusinessskills

Greenskills

Note:Percentagesshownmaynottotal100duetorounding

Base:AsiaPacificrespondents(19,502)

PwC|AsiaPacificWorkforceHopesandFearsSurvey202310

Emerging

technology

AsiaPacificemployeesareoptimisticabouttheimpactofArtificialIntelligence(AI)ontheirjobs.Theyarealsoconfidentthattheir

employerswillsupporttheirupskillingofdigitalskills,whichalignswiththe

2023AsiaPacificCEOSurvey

where67%ofCEOsare

investingindeployingtechnology,includingcloud,AIandotheradvancedtech.

Artificialintelligence

AsiaPacificemployeesaremorebullishaboutAIthantheirglobalcounterparts.TheyforeseeAIhavingmostlypositiveimpactsontheirjobswith41%sayingthatAIwillincreaseproductivityand

efficiencyatwork,and34%viewingitasanopportunitytolearnnewskills.However,22%lackconfidenceintheirabilitytoacquirenewAI-relatedskills.

16%ofrespondentsbelievethatAIwillreplacetheirrolesandanequalpercentagefeelthatAIwillhavenoimpact.Workersin

Vietnam,IndonesiaandIndiaaremorelikelytoviewAIasan

opportunitytolearnnewskills,whilethoseinNewZealand,

AustraliaandJapanarelessconcernedabouttheimpactofAIontheirjobs.

IndustriessuchasTechnology,MediaandTelecommunications,aswellasFinancialServices,seethegreatestpotentialforimprovedproductivitythroughAI.Incontrast,employeesinHealthand

GovernmentandthePublicSectorexpressthemostconfidencethatAIwillnotreplacetheirroles.

AsiaPacificemployeesreactedmorepositivelytoAIcomparedtotheirglobalcounterparts

Q.Whatimpact,ifany,doyouexpectAItohaveonyourcareerinthenextfiveyears?

Base:AsiaPacificrespondents(19,502)

Positive

Neutral

Negative

PwC|AsiaPacificWorkforceHopesandFearsSurvey202311

Digitalskills

Theimportanceplacedondigitalskillsvariesacrosstheregion.While58%acrosstheregionconsiderdigitalskillsimportanttotheircareer,only25%inJapanand44%inNewZealand

sharethesamesentiment.Younger

generations,suchasGenZandMillennials,placehigherimportanceondigitalskills

comparedtooldergenerations.Senior

executivesandmanagersaremorelikelytoseetheimportanceofdigitalskillsfortheircareers

inthenextfiveyearscomparedto

non-managers.

Overall,amajorityofemployees,59%,expressconfidencethattheiremployerswillsupport

theirupskillingeffortsindigitalskills.

“

Thechallengeforleadershipiscutting

throughthehypetoidentifyandreally

understandthemostpotentcasesfor

generativeAIforyourbusinessthatcanbescaled,andthenharnessingtheimmenseexcitementandmomentuminour

workforces,withappropriategovernance.

CharmaineChalmers,Partner,PwCAustralia

12

PwC

AsiaPacificWorkforceHopesandFearsSurvey2023

Workenvironment

Theworkenvironmentexhibitsamixedsentimentamongemployees.Overall,thestatisticssuggestthatimprovementsareneededinseveralareasof

employees’workenvironment,includingfosteringaninnovativeculture,

promotingfeedbackexchanges,enhancinginclusion,managingworkloadseffectively,andbuildingtrustinmanagement.

Multipleemployers

Employeesareincreasinglyfeelingcash-strappedastheeconomycontinuestoimpactworkforcewallets.

While76%ofworkershaveonejob,oneinfourjuggletwoormorepositions,

withsignificantvariationsacrossterritories.Thisishigherthantheglobalresult,whereoneinfiveworkershavemultiplejobs.TerritoriessuchasVietnam,ThailandandMalaysiahaveahigherprevalenceofmultiple

jobholders.Incontrast,JapanandChinapredominantlyhavesingle-jobworkers.

Worklocation

Hybridworkisheretostay.Amongthoserespondentswithjobthatcouldbedoneremotelyorathome,59%workinahybridarrangement,withtherestevenlydistributedacrossfull-timein-personandremoteworking.However,thisratiovariesacrossterritories.Hybridworkingappearstobemore

dominantinChinaandHongKongSAR,andlesscommoninTaiwan,

MalaysiaandThailand.Generally,thoseinmanagementrolesaremorelikelytoworkinahybridfashionat62%vsnon-managerialrolesat50%.

Hybridworkisheretostay

Q.Regardingyourcurrentrole,howareyoucurrentlyworking?

Note:Percentagesshownmaynottotal100duetorounding

Base:AsiaPacificrespondents(19,502)

13

PwC

AsiaPacificWorkforceHopesandFearsSurvey2023

CEOsandemployeeswhenit

frequentlyitoccursinyourcompany

ThereisadisconnectbetweenAsiaPacificcomestocompanyculture

Culture

Culturalaspectsplayacrucialroleinthe

workplace.Unfortunately,fewmanagersfosteraculturethatembracesfailure,creativityand

experimentation.Onlyabout30%ofemployeesbelievetheirmanagerstoleratesmall-scale

failuresorencouragedissentanddebate.

Interestingly,there'sa

misalignmentwithCEOs

withhalfthinkingsmall-scalefailuresaretoleratedanddebatesareencouraged.

Q.Forthefollowingstatement,pleaseindicatehow

Note:Basefor‘employees’:allAsiaPacificrespondentsfromPwC’sAsiaPacificWorkforceHopesandFearsSurvey2023,excluding

GovernmentandPublicSector(18,514).Basefor‘CEOs’:allAsiaPacificrespondentsfromPwC’s26thAnnualGlobalCEOSurvey(1,634).ThequestionwordingwasslightlymodifiedforCEOsvsemployees.Percentagesshownmaynottotalto100duetorounding.

“

HalfofemployeesinAsiaPacificfeela

disconnectwiththeircompany’svalues.Thisindicatesaculturechallengeforemployers.Leadersshouldconsiderconductingacultureassessmenttogainmeaningfulinsightsandplanforarefreshedapproach.

DebraOvinis,Partner,PwCMalaysia

Thereisalsoasignificantdegreeofdisconnect

betweenemployeesandtheiremployerswhenit

comestovalues.Justoverhalf(51%)feelaligned

withtheircompany'svalues,butthissentiment

varieswidelyacrossterritories.Workersinthe

Philippines,NewZealand,AustraliaandIndonesia

exhibitstrongeralignment,whereasthoseinJapan,

SouthKorea,HongKongSARandChinahave

weakerconnections.Thestoryis

differentforCEOs

however,with80%believingtheiremployeesare

alignedwithcompanyvaluesanddirections.

PwC|AsiaPacificWorkforceHopesandFearsSurvey202314

Feedback

Thisessentialelement,foracultureoftransformation,isuncommoninAsiaPacific.Onlyoneintwoemployeesactivelyseekfeedbackandprovide

constructivefeedbacktotheircoworkers.Olderemployees,suchasGenXandBabyBoomers,arelesslikelytoengageinfeedbackexchanges

comparedtoyoungergenerations.However,seniormanagement

demonstratesahigherpropensityforseekingandprovidingfeedbackcomparedtonon-managers.

Leadership

Fairnessandequityarecriticalexpectationsfrommanagement.Asoften

quoted,‘peopledon’tleavebadjobs,theyleavebadmanagers’.Whilehalfofemployeesbelievetheirmanagerstreatthemfairlyandequitably,this

sentimentvarieswidelyacrossterritories.Thailand,India,IndonesiaandthePhilippineshaveamorepositiveperceptionofmanagerialtreatment,while

Japan,SouthKorea,HongKongSARandTaiwanareleastpositive.GenZandMillennialstendtohaveslightlymorepositiveperceptionsoftheirrelationshipwithmanagerscomparedtoGenXandBabyBoomers.

15

PwC

AsiaPacificWorkforceHopesandFearsSurvey2023

Climateaction

Identifiedasoneofthe

fiveglobalmegatrends

increasingly

impactingallaspectsofourlives,climatechangeisconsideredanurgentcrisisonthetransformationagenda.Surprisingly,thereisnostrongsenseofurgencyamongemployeestopushtheir

employerstotakegreateraction.

Responsibility

Only41%ofAsiaPacificrespondentsbelievethattheir

employersareresponsibleforaddressingclimatechange,

slightlyhigherthantheglobalaverage.India,Thailandand

Vietnamhaveahigherpercentageofemployeeswhoagreewiththisresponsibility,whileSingapore,Taiwan,SouthKoreaand

Japanhavelowerexpectations.

Intermsofcompanyclimateaction,43%ofrespondentsbelievethattheircompanyistakingtherightamountofaction.Thailand,IndonesiaandVietnamhavehigherproportionsofemployees

whofeelthisway,whereasJapanandTaiwanhavelower

proportions.Ontheotherhand,15%ofemployeesfeelthattheircompanyisnottakingsufficientactiontoaddressclimate

change,withJapan,SouthKoreaandTaiwanhavinghigher

percentages.

Comparedwiththe

2023AsiaPacificCEOSurvey

,climateriskisrankedbyCEOsasthesecondleastimportantriskinthenext

12months(17%),withinvestmentintoclimatechangemeasuresinthecoming12monthstheirlowestpriority.However,its

importanceisexpectedtoincreaseoverthenextfiveyearsto27%,implyingthatCEOsacknowledgetheimportanceof

climaterisksinthemediumtermbutnottheshortterm.

16

PwC

AsiaPacificWorkforceHopesandFearsSurvey2023

ResponsesonclimateactiondiffergreatlyacrossAsiaPacific

Q.Towhatextentdoyouagreeordisagreethatyouremployerhasaresponsibilitytotakeactiontoaddressclimatechange?

Note:Percentagesshownmaynottotal100duetorounding

Base:AsiaPacificrespondents(19,502)

“

Thesurprisinglylowrankingoftheimportanceofgreenskillscouldindicatethatgreaterawarenessisneededaroundthe

sustainabilityimpactsfacingallcountriesandindustries,andtheresultantchangesinjobsandskills.Employeesneedtoseethemselvesaspartofthesolution.Theyshouldactivelyseek

upskillingopportunitiestodrivethistransformationand

continuetostayrelevantinarapidlyevolvingoperatingcontext.

ParulMunshi,Partner,PwCSingapore

Skillsrequiredtoact

Interestingly,greenskills,which

encompassvariousaspectsof

sustainabilityandenvironmental

impact,arerankedastheleast

importantskillsforemployees’