1. 230 238 243 192 215 226 143 163 181 112 140 160 255 204 197 254 145 130 253 91 69 234 32 3 211 28 3 224 218 212 202 193 185 184 173 163 148 135 122 121 109 97 GTCI 2015-16 IAM January 25, 2015

2. 230 238 243 192 215 226 143 163 181 112 140 160 255 204 197 254 145 130 253 91 69 234 32 3 211 28 3 224 218 212 202 193 185 184 173 163 148 135 122 121 109 97 Slide 2 GTCI IAM, January 25 Global Talent Competitiveness Index Recommendations for countries and businesses

3. 230 238 243 192 215 226 143 163 181 112 140 160 255 204 197 254 145 130 253 91 69 234 32 3 211 28 3 224 218 212 202 193 185 184 173 163 148 135 122 121 109 97 Slide 3 GTCI IAM, January 25

4. 230 238 243 192 215 226 143 163 181 112 140 160 255 204 197 254 145 130 253 91 69 234 32 3 211 28 3 224 218 212 202 193 185 184 173 163 148 135 122 121 109 97 Slide 4 GTCI IAM, January 25 Adecco global thought leadership study How talent competitive are global economies? ▶ A practical tool-kit to steer talent growth policies and investments for decision-makers in governments, businesses and non-profit ▶ Analysis and ranking of global economies based on their ability to ▶ Attract Talent ▶ Retain Talent ▶ Grow Talent ▶ In partnership with

5. 230 238 243 192 215 226 143 163 181 112 140 160 255 204 197 254 145 130 253 91 69 234 32 3 211 28 3 224 218 212 202 193 185 184 173 163 148 135 122 121 109 97 Slide 5 GTCI IAM, January 25 Top 20 Global 1Switzerland 2Singapore 3Luxembourg 4United States 5Denmark 6Sweden 7United Kingdom 8Norway 9Canada 10Finland 11New Zealand 12Netherlands 13Australia 14Germany 15Austria 16Ireland 17Iceland 18Belgium 19Japan 20Czech Republic GTCI ranking 2015–16 Focus: Talent Attraction and International Mobility ‘Talent Champions’ Countries ▶ Top level education ▶ Vocational training ▶ Talent mobility ▶ Flexible Labour Markets

6. 230 238 243 192 215 226 143 163 181 112 140 160 255 204 197 254 145 130 253 91 69 234 32 3 211 28 3 224 218 212 202 193 185 184 173 163 148 135 122 121 109 97 Slide 6 GTCI IAM, January 25 For CountriesFor BusinessesAdecco Solutions Mobility has become a key ingredient of talent development: Countries must foster openness and steered talent mobility Encourage and Facilitate International Mobility Build a corporate culture that attracts and leverages diversity, integrating domestic and international profiles and talent of different ages, genders, ethnicity Management practices make a difference in attracting talent: value of merit and investment in employees’ development Implement professional management practices from selection through to training and career development 1 in 2 jobs is at risk due to developing automation, and while people continue to move to jobs, jobs are now moving to where the talent is Adapt to Digitisation Invest in training to secure employable skills and capitalise on the opportunities offered by advanced technology Invest in technologies and hyper connectivity to be able to choose the best in the global talent pool The concept of ‘employable skills’ should guide talent growth policies: apprenticeship model ▶ Cooperate with Governments to develop apprenticeship systems ▶ Offer work-based training opportunities to youngsters Talent Attraction and International Mobility What’s in it for us: Recommendations for Countries and Businesses

7. 230 238 243 192 215 226 143 163 181 112 140 160 255 204 197 254 145 130 253 91 69 234 32 3 211 28 3 224 218 212 202 193 185 184 173 163 148 135 122 121 109 97 Slide 7 GTCI IAM, January 25 Next… GTCI 2015-16 Adecco Candidate International Mobility

8. 230 238 243 192 215 226 143 163 181 112 140 160 255 204 197 254 145 130 253 91 69 234 32 3 211 28 3 224 218 212 202 193 185 184 173 163 148 135 122 121 109 97 Slide 8 GTCI IAM, January 25 GTCI 2015-16 Annex

9. 230 238 243 192 215 226 143 163 181 112 140 160 255 204 197 254 145 130 253 91 69 234 32 3 211 28 3 224 218 212 202 193 185 184 173 163 148 135 122 121 109 97 Slide 9 GTCI IAM, January 25 GTCI Model 2016 – Variables Next… 5. LV Skills Output Input 1.Enable 3.Grow4.Retain2.Attract 6. GK Skills 1.1 Regulatory landscape 1.1.1 Government effectiveness 1.1.2 Business –Gov’t Relations 1.1.3 Political Stability 1.1.4 Starting a foreign business 1.1 Regulatory landscape 1.1.1 Government effectiveness 1.1.2 Business –Gov’t Relations 1.1.3 Political Stability 1.1.4 Starting a foreign business 1.2 Market landscape 1.2.1 Competition Intensity 1.2.2 Ease of doing business 1.2.3 Cluster development 1.2.4 R&D expenditure 1.2.5 ICT Infrastructure 1.2.6 Technology utilization 1.2 Market landscape 1.2.1 Competition Intensity 1.2.2 Ease of doing business 1.2.3 Cluster development 1.2.4 R&D expenditure 1.2.5 ICT Infrastructure 1.2.6 Technology utilization 1.3 Business & Labour landscape Labour Market Flexibility 1.3.1 Difficulty of hiring 1.3.2 Difficulty of redundancy 1.3.3 Labour- employer cooperation Governance 1.3.4 Professional management 1.3 Business & Labour landscape Labour Market Flexibility 1.3.1 Difficulty of hiring 1.3.2 Difficulty of redundancy 1.3.3 Labour- employer cooperation Governance 1.3.4 Professional management 2.2 Internal openness Social Diversity 2.2.1 Tolerance to minorities 2.2.2 Tolerance to migrants 2.2.3 Social mobility Gender equality 2.2.4 Female graduates 2.2.5 Gender earnings gap 2.2 Internal openness Social Diversity 2.2.1 Tolerance to minorities 2.2.2 Tolerance to migrants 2.2.3 Social mobility Gender equality 2.2.4 Female graduates 2.2.5 Gender earnings gap 2.1 External openness Attract Business 2.1.1 FDI & tech transfer 2.1.2 Prevalence of foreign ownership Attract People 2.1.3 Migrant stock 2.1.4 International students 2.1.5 Brain gain 2.1.6 Brain drian 2.1 External openness Attract Business 2.1.1 FDI & tech transfer 2.1.2 Prevalence of foreign ownership Attract People 2.1.3 Migrant stock 2.1.4 International students 2.1.5 Brain gain 2.1.6 Brain drian 3.2 Lifelong learning 3.2.1 Quality of management schools 3.2.2 Prevalence of training in firms 3.2.3 Extent of Staff Training 3.2 Lifelong learning 3.2.1 Quality of management schools 3.2.2 Prevalence of training in firms 3.2.3 Extent of Staff Training 3.3 Access to growth opportunities Networks 3.3.1 Use of virtual social networks 3.3.2 Use of virtual professional networks Empowerment 3.3.3 Delegation of authority 3.3.4 Freedom of voice 3.3 Access to growth opportunities Networks 3.3.1 Use of virtual social networks 3.3.2 Use of virtual professional networks Empowerment 3.3.3 Delegation of authority 3.3.4 Freedom of voice 3.1 Formal education Enrolment 3.1.1 Vocational enrolment 3.1.2 Tertiary enrolment Quality 3.1.3 Tertiary education expenditure 3.1.4 Reading, maths, sciences 3.1.5 University ranking 3.1 Formal education Enrolment 3.1.1 Vocational enrolment 3.1.2 Tertiary enrolment Quality 3.1.3 Tertiary education expenditure 3.1.4 Reading, maths, sciences 3.1.5 University ranking 4.2 Lifestyle 4.2.1 Environmental performance 4.2.2 Safety at night 4.2.3 Physician Density 4.2.4 Sanitation 4.2.5 Flexible employment 4.2 Lifestyle 4.2.1 Environmental performance 4.2.2 Safety at night 4.2.3 Physician Density 4.2.4 Sanitation 4.2.5 Flexible employment 4.1 Sustainability 4.1.1 Pension system 4.1.2 Taxation 4.1 Sustainability 4.1.1 Pension system 4.1.2 Taxation 5.2 Labour productivity 5.2.1 Labour productivity per employee 5.2.2 Relationship of Pay to productivity 5.2.3 Mid-value exports 5.2 Labour productivity 5.2.1 Labour productivity per employee 5.2.2 Relationship of Pay to productivity 5.2.3 Mid-value exports 5.1 Employable skills 5.1.1 Secondary- educated workforce 5.1.2 Secondary- educated population 5.1.3 Technicians and associate professionals 5.1 Employable skills 5.1.1 Secondary- educated workforce 5.1.2 Secondary- educated population 5.1.3 Technicians and associate professionals 6.2 Talent impact 6.2.1 Innovation Output 6.2.2 High-value exports Entrepreneurship 6.2.3 New product entrepreneurial activity 6.2.4 New business density 6.2 Talent impact 6.2.1 Innovation Output 6.2.2 High-value exports Entrepreneurship 6.2.3 New product entrepreneurial activity 6.2.4 New business density 6.1 Higher skills and competencies 6.1.1 Tertiary -educated workforce 6.1.2 Tertiary-educated population 6.1.3 Professionals 6.1.4 Researchers 6.1.5 Senior officials and managers 6.1.6 Quality of scientific institutions 6.1.7 Scientific journal articles 6.1 Higher skills and competencies 6.1.1 Tertiary -educated workforce 6.1.2 Tertiary-educated population 6.1.3 Professionals 6.1.4 Researchers 6.1.5 Senior officials and managers 6.1.6 Quality of scientific institutions 6.1.7 Scientific journal articles LV: Labour Vocational; GK: Global Knowledge Bold Italics = components

10. 230 238 243 192 215 226 143 163 181 112 140 160 255 204 197 254 145 130 253 91 69 234 32 3 211 28 3 224 218 212 202 193 185 184 173 163 148 135 122 121 109 97 Slide 10 GTCI IAM, January 25 Methodology Conceptual framework / sub-pillars