Incollaborationwith

McKinsey&Company

EmpoweringFrontlines:

Retaining,Trainingand

UpskillingIndustrialWorkforce

WHITEPAPER

SEPTEMBER2025

Images:GettyImages,AdobeStock

Contents

Foreword

3

1

Cultivatingaresilientworkforce

4

1.1Addressingtheattritionchallenge:Beyondtheexitinterview

5

1.2Innovationsforenhancedretention

5

1.3Acultureofcommitmentgoesbothways

2

Empoweringtoday’sworkforce:Upskillingforthedigitalera

9

2.1Bridgingtheskillgap:Preparingforintelligentproduction10

andproductivity

2.2Innovationsforupskillingandreskilling

10

2.3Drivingacultureofinspiredlearning1

3

Conclusionandnextsteps1

4

Contributors1

5

Methodology1

6

Endnotes1

7

Disclaimer

Thisdocumentispublishedbythe

WorldEconomicForumasacontributiontoaproject,insightareaorinteraction.

Thefindings,interpretationsand

conclusionsexpressedhereinarearesultofacollaborativeprocessfacilitatedand

endorsedbytheWorldEconomicForumbutwhoseresultsdonotnecessarily

representtheviewsoftheWorldEconomicForum,northeentiretyofitsMembers,

Partnersorotherstakeholders.

?2025WorldEconomicForum.Allrightsreserved.Nopartofthispublicationmaybereproducedortransmittedinanyformorbyanymeans,includingphotocopyingandrecording,orbyanyinformation

storageandretrievalsystem.

EmpoweringFrontlines2

EmpoweringFrontlines3

September2025

EmpoweringFrontlines:

Retaining,TrainingandUpskillingIndustrialWorkforce

Foreword

KivaAllgood

ManagingDirector;Head,

CentreforAdvanced

ManufacturingandSupply

Chains,WorldEconomicForum

Theheartofproductionisfoundnotinmachineryortechnology,butinthepeoplewholead

andoperateintheproductionenvironment.

Aswenavigateaneraofrapidtechnologicaladvancementsandsupplychaindisruptions,ourapproachtotalentmustevolveintandem.

Theinsightspresentedinthispaperunderscore

afundamentaltruth:thefutureofmanufacturing

hingesonkeepingpeopleatthecentreofstrategy.

ThemanufacturingsectorisgrapplingwithatalentcrisisofhighattritionratesandwideningskillgapsdrivenbytheintegrationofAI,automationand

otherfrontiertechnologies.TheWorldEconomic

Forums“FutureofJobs2025”reportprojectedthatby2030,nearly40%ofthecoreskillsofadvancedmanufacturingandsupplychainworkforcewill

change.Thischallengeiscompoundedbythefactthatover40%ofGenZemployeesinmanufacturingexpressedtheintentionofleavingtheirjobswithinthenextthreetosixmonths,drivenbyfactors

suchasinadequatecompensation,lackofcareerdevelopmentandadisconnectwithleadership.

Companiesthatsucceedinmakingafundamentalshiftinhowtheyinvestintheirworkforcewillnotonlyenhancetheirproductivityandinnovationbutalsosecurelong-termcompetitiveadvantage.

ThisisthesecondwhitepaperintheFrontlineTalentoftheFutureseries,buildingonthefirstpublication,“PuttingTalentattheCentre:An

FernandoPerez

SeniorPartner;Leader,

FrontlineWorkforce

oftheFutureServiceLine,McKinsey&Company

EvolvingImperativeforManufacturing”.Thispaperexploresinnovativeapproachestotwocritical

componentsofthestrategictalentplanning

process:retentionandupskillingoftheworkforce.Byhighlightingorganizationswhohavesuccessfullydeployedtalentinnovationsthathaveovercome

thesechallenges,wecanenableleaderstoinformtheirowntalentstrategiesandroadmaps.

Thepapershowcaseshowdigitalupskilling,

immersiveonboardingandAI-enabledproblem-solvingarepreparingtheworkforceforthe

demandsofdigitaltransformation.Thesetools

aremorethanaugmentationstoworkforce

capabilitiestheyareessentialforenhancing

theoverallemployeeexperience.Thesuccess

oftheseinitiativeshingesonoperationalizing

talentinvestmentthroughstructuredprocesses

andcross-functionalcollaboration,ensuringthatallemployeesfromnewhirestoseasoned

workersareempoweredtocontributetheirbest.

Thechangingworldofproductionhasusheredforth

anevolvingtalentimperative.Theorganizationsthattrulyinvestintheirpeopletodaywillbe

theonesthatleadtheindustrialfuture.Thispaperservesasatestamenttothepowerofplacingtalentatthecoreofindustrystrategy.

1

Cultivatinga

resilientworkforce

Buildingacultureofbelongingandcontinuouscareerenhancement

Thisisaneradefinedbyrapidadoptionoffrontiertechnologies,inwhichatenuredmanufacturing

workforcewithstabilityandexperiencehas

becomeamorevaluableassetthanever.Yet,

thesectorfacesasignificanttalentretention

challenge.Anumberofforcesaremakingitdifficultforcompaniestomaintaintheskilledfrontline

workforcestheyneed.

Butcultivatingaresilientworkforceisnotmerelyaboutpreventingdeparturesintheshortterm;it’saboutsettingtheconditionsthatreduce

attritioninthelongrun.Thismeansdevelopinganenvironmentwhereemployeesfeelvalued,

empoweredandproductive–andthuscommittedtotheirlong-termgrowthwithintheorganization.

Thekeyforcompaniesistogobeyond

transactionalrelationships–tobuildingacultureofbelongingandcontinuouscareerenhancement.

Thisshiftisbetterforpeople,butit’salsobetter

forthebottomline,andthefinancialimplications

willbedistinctfororganizationsabletotackle

thesechallenges.Fromagloballens,upskillingin

manufacturingalonewillgrowtheglobalGDPby

over$1billionby2030,1andeachfrontlineemployeedeparturecouldcostbusinessesabout$52,000

annuallyinrecruiting,training,andonboarding.2

EmpoweringFrontlines4

EmpoweringFrontlines5

1.1

Addressingtheattritionchallenge:Beyondtheexitinterview

McKinseyresearchindicatesthatmorethan

40%ofGenZemployeesinmanufacturingare

consideringleavingtheirroleswithinthenext3-6months,andsuchastaggeringfigurehighlightstheimportanceofproactivelyexploringsolutions.Thecausesaremultifaceted,oftenextendingbeyond

compensationtoencompassfactorssuchasalackofcareerprogression,limitedrecognition,uncaringanduninspiringleaders,inadequateorinsufficientskilldevelopmentopportunities,andinsufficientsupportforpersonalwell-being.3

Totrulyaddressattrition,companiesmustfocusonbeingpurpose-drivenratherthansimply

output-driven.Thisstartsbyadoptingaproactive,personalizedstancetowardsemployees,and

seekingtounderstandtheunderlyingdrivers

ofdisengagementbeforetheymanifestaslackofmotivationand,eventually,resignation.Thisinvolveslisteningintentlytoemployeefeedback,analysingtrendsandactingdecisivelytocreateaworkplacethatgenuinelynurturesitspeople.

1.2

Innovationsforenhancedretention

Despitethescaleofanorganization,onesizedoesnotfitallwhenitcomestonurturingtheworkforce.Leadingmanufacturersaredemonstratingthat

uniqueapproachescateringtotheirtalentpool–sometimesincontextuallydifferentiatedwaysthat

varybysiteandgeography–cansignificantlymovetheneedleonretention.Thesestrategiesoftenblendtechnologicalsolutionswithdeeplyhuman-centredprinciples,creatingamore

engagingandsupportiveemployeeexperience.

Personalizedskills-basedcareerplanningandpathways

Innovativecompaniesaremovingbeyondgenericperformancereviews,utilizingseeminglytraditionaltoolslikeemployeerésumés,personalitytestsandentryinterviewstochartuniqueskills-basedcareerpathsforbothnewhiresandtenuredemployeesalike.Thisapproachacknowledgesindividual

aspirationsandstrengthswhileconsidering

essentialskillsandthetrainingneededtobe

successfulintheircurrentrolesandfuturejobs.

Likewise,itprovidesclarityaroundpotential

advancementopportunitieswhiledemonstratingatangibleinvestmentineveryemployee’s

future.Itofferspeopleasenseofpurposeandaclearvisionforgrowth,reducingthefeelingofbeing“stuck”andincreasingpromotion

rates(byupto70%inthecasestudies).

CASESTUDY1Unilever

Unilever’ssiteinPousoAlegreinitiallydevelopedthe

roleof“technicaloperator”tofillasubstantialgapinits

maintenanceorganization,butthiseffortalsobecamea

launchpadforoperatorsseekingalongercareerpathatthecompany.Acomprehensivemechanicsandmechatronicsupskillingprogrammeintegratestechnicaltrainingwith

essentialhuman-centricskillslikeproblem-solvingand

criticalthinking.Thisholisticapproachhasenabled

operatorstoserveasfirstrespondersonmaintenance

issues,significantlyreducingmaintenancereliancewhile

cultivatingownership,agilityandcontinuousimprovement.

TheMeanTimetoRepair(MTTR)hasdecreased

by27%,from3.1hoursto2.3hours;meanwhile,

breakdownlosseshavedroppedbyhalf,underscoringtheprogramme’seffectivenessinminimizingoperationaldisruptions.Thepromotionratefromoperatorto

mechanicalroleshasalsosurgedby70%,andthe

minimumpromotioncycletimefromnewhiretoseniormaintenancetechhasbeenreducedfromfivetothreeyears,highlightingtheimpactoncareeradvancement.

EmpoweringFrontlines6

CASESTUDY2Haier

Haier’ssiteinChongqing,Chinawasworkingtoaddress

thechallengesofinefficientcareerplanningandshortageofqualifiedworkersforkeyroles,developedthe“HaierTalentDevelopmentDigitalPlatform.”

TheAI-poweredprogrammeevaluates12metricsincludingpastperformance,applicantskillsandtechnicalcapabilities

toofferpersonalizedadviceandlearningresourcestailoredtocareergoals.Thisdynamicapproachhasoptimized

thecompany’smulti-tieredpromotionpipeline,effectivelyhalvingitskeyroleshortagefrom12%to6%.Additionally,thepromotioncycledurationhasbeenshortenedby40%,decreasingfromfivetothreeyears.

Communityinsight:MenziesAviation4

MenziesAviationisaleadingservicepartnertotheworld’sairportsandairlines.Asthecompanygrew,itrecognizedtheneedtoimproveleadershipskillssoastoenhanceemployeeexperience,increaseretentionandbuildastrongpipelineoffuture

leaderstosupportbusinessgrowth.

Menziesintroducedtwogloballeadership

programmesinresponse.“ReadytoLead”isa

six-hour,three-modulecourseforfront-lineleaders,focusingonkeyskillslikegivingfeedbackand

handlingdifficultconversations.“LivingLeadership”isa12-hour,six-moduleprogrammeformanagers,coveringmoreadvancedtopicssuchasmotivation,cultureandteamperformance.ParticipantsinLivingLeadershiphaveshowna21%improvementin

retentionratescomparedtonon-participants.

Bothprogrammesarehighlyinteractiveandledbyin-housefacilitatorsfamiliarwithwhataleaderneedstosucceedatMenzies.Withover4,000

employeeshavingcompletedthecoursesalready,Menziesaimstotrainthemajorityofits10,000

leadersbytheendof2026.

Mitigatinghighattritionrisk

Proactivityiskeyforreducingemployeeturnover.

Ratherthanwaitingforaresignation,some

organizationsareimplementingmonthlyemployeesurveysdesignedtounderstandriskfactors

drivingattrition.Thisdata-drivenapproachallowsleadershiptoidentifyemployeeswhomightbe

disengagingorfacingchallenges.

Theresultsfromtheemployeesurveyenable

leaderstoprovideproactivesupportintheformofmentorship,workloadadjustmentsorskill-buildingopportunities.Thishasreducedemployeeturnoverbymorethan30%insomesitesvisited.Theaimistoproactivelyidentifyandaddressunderlyingissuesaffectingemployeestoenabletimelyaction.

EmpoweringFrontlines7

CASESTUDY3Haier

AtthesamesiteinChongqing,China,Haierfacedhigh

turnoverandrisinghiringcostsdrivenbydiverseemployeeneeds–particularlyamongGenZstaff,whocomprise

81%ofthefrontline.Inresponse,thecompanycreated

aninnovative,unifiedplatformthatintegratesmultipledatasources,includinghumanresource(HR)systems,monthlysatisfactionsurveysandperformancemetricstotrack14keyfeaturesofstaffneedssuchaspay,careergoalsandemployeesatisfaction.

Utilizingdynamicprofiling,theplatformemploysgradient

boostingdecisiontree(GBDT)algorithmstoidentify

employeeswhopresenthighattritionrisk,andthenauto-

matchesthemwithcustomizedactionslikeperformance

talksandrolerotation.Thisproactiveapproachaddresses

staffconcernspromptly,mitigatespassiveworkingattitudesandsignificantlyreducesattritionrisk.Whiletheinitiativehasonlybeendeployedforayear,theimpacthasbeennotable:attritionhasdroppedbynearlyhalf,overallsatisfactionofGenZemployeeshassurgedby43%,andtheaveragefull-time

equivalent(FTE)tenurehasincreasedby28%.

Communityinsight:Mahindra&Mahindra

Theautomobilemanufacturerwasfacingturnoveramongskilledstaff,whichcausedprojectdelaysandhighrecruitmentcosts.Exitinterviews

revealedthatlimitedgrowthandskillmismatcheswerethecriticalissue.Toaddressthis,the

companydevelopedthePredictiveEngagementandCareerPathingFrameworkin2023.

Theframeworkutilizesdataanalyticstoidentifydisengagementandattritionrisksbyanalysingperformancetrends,trainingprogressand

employeesatisfactionsurveys.Itbuildsa

digitalprofileforeachemployeethatintegratesskills,aspirationsandlearningbehaviours,

enablingpersonalizedcareermappingbasedonroleavailabilityandskilladjacency.

Combinedwithmentoring,gamifiedlearningandtransparentgrowthpathways,theframework

hasenhancedemployeeengagementand

reducedturnoverbynearly20%.Implementedover24months,ithasalignedindividual

aspirationswithorganizationalneeds,creatingapredictive,data-drivenapproachtoretention.

Employeehealthandwell-beingstrategies

Atrulyresilientworkforceismadeupofpeoplewhofeelsupportedinavarietyofways,includingsomethatmaynotbedirectlyorobviously

connectedtotheircompanyfunction.Forward-thinkingorganizationsarerecognizingthisby

investingincomprehensivewell-beinginitiatives.Examplesincludeahighlevelofengagement

fromleadership,providingemployeehealthapps,andofferinguniqueskillstraining.

Theseprogrammesallowpeopletobringtheir

bestselvestoworkbynurturingphysicaland

mentalwell-being,reducingstressandenhancingoveralllifesatisfaction.Allofthese“soft”benefitsnaturallytranslatetohigherengagement–

amongsomeleadingsites,dailyabsenteeismhasbeenreducedbymorethan40%.

CASESTUDY4Unilever

Asurgeinabsenteeismduetochronicillnessesduringthe

pandemicpromptedUnilever’ssiteinPousoAlegre,Brazil,

topilotapersonalizedhealthprogrammeandapp,HealthierU,focusingonnutrition,physicalactivityandwell-being.Thisinnovativeapproach,whichincludedstrongengagementfromallshifts(particularlythenightshift),ledtoafullglobalrollout.

Absenteeismdroppedeightpercentagespoints

from10.8%to3.0%,andthepercentageofpeople

declaringhealthimpactsontheirworkdecreasedby52%.Additionally,programmeengagementamongnight-shiftemployeessawasignificantincreaseof

27percentagepoints.Byencouraginghealthyhabits

throughgroupchallenges,personalizedcoachingand

ongoingguidance,HealthierUhasdemonstratedthat

investinginemployees’healthandwell-beingcanimproveengagementwhileboostingshopfloorproductivity.

EmpoweringFrontlines8

Communityinsight:MenziesAviation

MenziesAviationimplementedmultipleretention

initiativesgloballyoverthecourseoffiveyearsto

reducevoluntaryattritionfrom35.6%to25.7%.OnenotableapproachistheannualWeAreMenzies

Awards,whichcelebrateemployeeswhoexemplifythecompany’ssixcorevalues.In2025,6,000

nominationscameinacrossnearly20languages.

Managedentirelyin-house,theawardsfeature

regionalshortlistsjudgedbyseniorleaders,

ensuringlocalachievementsarecelebratedglobally.Winnersarespotlightedthroughinternalandsocialchannels,boostingmoraleandconnection.

Communityinsight:Intenseye

IntenseyeusescomputervisionAItechnologytoaddresschallengesinworkerretentionby

turningexistingclosed-circuittelevision(CCTV)systemsintoreal-timehazarddetectiontools.

Thesystemidentifiesriskslikemissingpersonalprotectiveequipment(PPE)orunsafeequipmentuseandsendsinstantalertsbasedonreal-timedetectionofhigh-riskscenarios,addressing

immediatehazardsandsystemicrisks.

Thisworkplacesafetytechnologyhasshiftedthe

approachtowardssafetyfromreactivetoproactive,with35mitigationtasksforscenariossuchas

climbinghazards,vehicleandequipmentzones,

workingatheights,andpermitandprocedure

enforcementforcraneorotherhigh-riskoperations.Byimprovingsafetyandshowingemployeesthattheyarevalued,thetechnologyhashelpedreducetotalrecordableinjuries,boostmoraleandretaintalent.

Inafewcases,thesiteshaveflaggedmorethan

1,700near-missesidentifiedandmorethan

53,000proactivefixescompletedinthefirstyear.Upto93%ofemployeeshavereportedfeeling

saferandvoluntaryturnoverhasdroppedto5%,comparedtothe11.6%industryaverage.

1.3

Acultureofcommitment

goesbothways

Companieswhowanttheirworkerstocommitmustlikewisecommittothemininnovative

ways.Compensationmattersforeveryone.

Traditionalincentiveslikerewards,recognitionandcareerdevelopmentopportunities

remainimportantforfrontlineworkers,supervisorsandmiddlemanagersalike.

However,otherfactors,suchasworkplaceflexibility,asenseofmeaningbehindthe

workandrelationshipsamongcolleagues

alsoplaycriticalrolesinshapingemployeeengagementandretention.Forexample,

workplaceflexibilityhasbecomeincreasingly

importantforGenZemployees,highlightingtheneedfortailoredretentionstrategiesthataddressthediverseprioritiesofdifferent

generationswithintheworkforce.

Byaddressingthesecoredriversholisticallyand

implementinginnovative,fit-for-purposesolutions,manufacturingcompaniescanmovebeyondreactivemeasurestoproactivelybuildacommunityofpeoplewhoarenotonlyresilientbutalsodeeplycommittedandengaged.Thisapproachnotonlystabilizesa

companybutalsolaysthegroundworkforequippingitspeoplewiththeskillstheyneedtoadapt,developandthriveasmembersoftheproductionworkforce.

2

Empoweringtoday’sworkforce:Upskillingforthedigitalera

Investinginrobust,scalabletrainingandjobprogressionisanoperationalnecessity

Whetherit’sanemployee’sfirstmonthonthejoborthe20thyear,today’sindustrialimperativecallsforanewandconstantlyevolvingsetofskills.

Therapidpaceoftechnologicalinnovation–

particularlytheuniversalintegrationofartificialintelligence(AI)andadvancedautomation–hasincreasedthecomplexityinskillsneededby

everyemployee,creatingalargergapbetweenlegacyskillsetsandthoserequiredtomeet

thedemandsofmodernmanufacturing.

Furthercompoundingthechallenge,these

evolvingskillsetscannotbeimposedonthe

productionframeworksofyesteryear–theyhaveemergedinparallelwithatransformedcultureof

work.Youngergenerationsoftenpreferamoreflexibleworkenvironment,whichfortoday’s

manufacturing,wouldlikelymeanahybrid,

andattimesremote,offering–acomplex(butnotinsurmountable)challengeforcompanieswhoseprimaryworkisonsiteproduction.

Despitethesechallenges,theimperativeto

upskillandtraintheworkforceisnolongera

distantstrategicconsideration–it’sanimmediateoperationalnecessity.Inacompetitivetalent

market,companiesmustinvestinrobust,

scalabletrainingandjobprogressionbasedonskillsandcompetenciesthathelpemployeesprogressintheircurrentrolesandbeyond.

EmpoweringFrontlines9

EmpoweringFrontlines10

2.1

Bridgingtheskillgap:Preparingfor

intelligentproductionandproductivity

TheWorldEconomicForum’s“FutureofJobs

Report2025”5highlightstheemergingdemandfornewskillsandthedecreasingdemandforcertain

others.Forthemanufacturingsector,thistranslatesintoapressingopportunitytobridgeawideningskillgap.Almost40%ofthecoreskillsforadvanced

manufacturingandsupplychainworkforcewillchangeby2030.Thisisn’tjustabouttechnicalproficiency;itencompassescriticalthinking,

problem-solving,digitalfluencyandtheabilitytocollaborateeffectivelywithintelligentsystems.

Justaswithretention,thischallengeismulti-

generational.Newhires,particularlythosefrom

GenZ,entertheworkforcewithadigital-native

perspectivebutstillrequireindustry-specific

knowledgeandsafetyprotocolsastheylagin

manyofthefoundationaloperationsandtechnicalskills.Simultaneously,seasonedemployeesoftenpossessvaluableinstitutionalknowledgebutneedpathwaystoadapttheirexpertisetonewwaysof

workingthatintegratewithemergingtechnologies.Thegoalistocreateadynamicworkenvironmentthatfacilitatesandencourageslearningandgrowthacrossalllevelsoftheorganization–andbydoingso,totransformperceivedthreatsfromautomationintoopportunitiesforhuman-machinecollaboration.

2.2

Innovationsforupskillingandreskilling

Leadingmanufacturersareembracinginnovative

learningprogrammesandmethodologiesthat

accelerateskillacquisitionandpromoteadaptability.TheseapproachesareincreasinglyusingGenAI

asafoundationtocreateimmersive,efficientandengagingtraining.Thekeyprinciplesofrobust

skillsdevelopmentinitiativesincludepersonalizeddelivery,hands-onexperientialmethods,andastrongfocusonbusinessoutcomes.

Immersiveonboardingandskilldevelopment

Inanevolutionfromtraditionalclassroomsessions,innovativecompaniesaredeployinginteractive

onboardingprogrammesthatallownewhires

tolearncriticalskillsinarisk-free,simulated

environment,regardlessoftheirexperienceorthe

languagetheyspeak.Thisincludespracticaltrainingforskillslikeweldingandforkliftoperation,along

withessentialsafetyprotocols.

Theseimmersiveexperiencesnotonlyaccelerate

proficiency–withovera50%increaseinspeedto

startthejob–butalsosignificantlyboostconfidenceandreducetheriskofon-the-joberrors,ensuring

newemployeesaresetupforsuccessfromdayone.

Beyondthebenefitsassociatedwiththeemployeeexperience,increasingtheefficiencyofonboardingcanunlockmassivecostsavings–uptoa

54%reductioninsomecasesobservedatsites

referencedinthispaper.Manyofthesamesolutionscanalsobeappliedtoday-to-daytrainings,witharobustportfolioofcoursesanddocumentsreadilyavailablelongafteronboardingtodevelopand

empoweramoreeffective,multi-skilledworkforceonanongoingbasis.

CASESTUDY5Midea

Facedwithrapidgrowthandtheneedtoonboard2,400

newhiresduringpeakseasons,Midea’sSiRachasite

introduced“Meike,”avirtualreality(VR)andGenAI-poweredsystemthatenablesat-scaleupskillingofemployeesfrom

differentculturalbackgrounds.Thisin-houseplatformsimplifiestrainingbyconvertingdocumentsintoonlinecourses–over28,000sofar–withjustoneclick,whilesupportingfourlanguagesandofferingvoice-to-text

functionalitytoengageadiverseworkforce.BycombiningAIteaching,VRtrainingandautomatedcertification,Mideahascutcoreskillqualificationtimeby63%(fromeight

daystothree),increasedmulti-skilledlabourinthesupplychainby6%,andreducedemployeeturnoverby40%

(from16.5%to9.9%).Thisapproachnotonlyacceleratesonboardingbutalsoenhancesjobsatisfaction,retentionandworkforceagilitytomeetevolvingbusinessneeds.

EmpoweringFrontlines11

CASESTUDY6Hisensehitachi

WhileHisensehitachi’sQingdaositehasahighly

automatedshopfloor,employeesplayessentialroles,incomplexweldingoperations,machinemonitoringand

maintenanceofasafeproductionenvironment.WorkersareabletoperformthesetasksstartingonDay1thankstothe“TrainingDojo”locatedontheshopfloor.

The“dojo”issplitintofourcoreareas:SkillsDojo,

AutomationDojo,SafetyDojoandLeanDojo.Employees

aretrainedonlife-savingtaskssuchasusingafire

extinguisherandperformingcardiopulmonaryresuscitation(CPR)intheSafetyDojo,usingdummiesandgamified

simulations.Day-to-dayskillslikeweldingarehonedintheSkillsDojo,whichintegratesVRwithAI-enabledon-screenfeedbackandsupport.TheTrainingDojohashelpedtoincreasejobmatchingto98%while

reducingthestandardtrainingcycleby32%.

Digitalupskillingprogrammes

Recognizingtheextensiveneedfordigital

literacy,organizationsaredevelopingdedicatedprogrammestotraintheirfrontlineworkforceindigitalbestpractices.Theseinitiativescovera

spectrumofcrucialskills,frommasteringautomatedguidedvehicle(AGV)routingandunderstanding

AImodellingprinciplestoproficientlycreating

andinterpretingcontrolroomdashboards.Theseprogrammesempowerpeopletointeractwithandoptimizedigitalsystems,enablingthemtolevelupfromoperatorstodata-informeddecision-makers.

CASESTUDY7WesternDigital

TheDigitalLeadershipEssentialProgrammeat

WesternDigital’sPranchinburisiteinThailandhas

beenagame-changerforthecompanyasitreskills

frontlineworkerstoengagewithnewproduct-relatedcomplexitieswhiledeliveringtospecifications.This

initiativefocusesonFourthIndustrialRevolution

upskilling,deployingmodernlearningtechnologiesandspecializedtoolsco-designedwithlocaluniversities.

Theprogrammeoffersmultidisciplinarycoursesthatallow

participantstoearncreditstowardsadegreewhilelearningaboutavarietyoftopics,fromthebasicsoftheFourth

IndustrialRevolutiontoadvancedmachinelearning.The

imp