尼泊爾2023世行營商環(huán)境企業(yè)調(diào)查問卷國別報告（英文）

ENTERPRISESURVEYS

WHATBUSINESSESEXPERIENCE

ENTERPRISESURVEYS

Nepal2023

CountryProfile

2

Contents

Introduction 3

FirmsCharacteristics 4

Workforce 5

FirmPerformance 5

PhysicalInfrastructure 6

InternationalTrade 6

AccesstoFinance 7

ManagementPractices 8

Informality 8

Regulations,Permits,andTaxes 8

Corruption 9

BusinessEnvironmentObstacles 9

Appendix 11

TheCountryProfilesproducedbytheEnterpriseAnalysisUnitoftheWorldBankGroupprovideanoverviewofkeybusinessenvironmentindicatorsineacheconomy,comparingthemtotheirrespectivegeographicregionandgroupofcountrieswithsimilarincomelevels.Thesametopicsarecoveredforallcountrieswithslightvariationsofindicators.Allindicatorsarebasedontheresponsesoffirms.TolearnmoreabouttheEnterpriseAnalysisUnitandtoobtainCountryProfilesforothercountries,pleasevisit

?2023InternationalBankforReconstructionandDevelopment/TheWorldBankGroup

1818HStreetNW

WashingtonDC20433

Telephone:202-473-1000

Internet:

ThisworkisaproductofthestaffofTheWorldBankGroupwithexternalcontributions.Thefindings,interpretations,andconclusionsexpressedinthisworkdonotnecessarilyreflecttheviewsofTheWorldBankGroup,itsBoardofExecutiveDirectors,orthegovernmentstheyrepresent.

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RightsandPermissions

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PleaseciteEnterpriseSurveysdataasfollows:EnterpriseSurveysTheWorldBankGroup.

TheEnterpriseSurveysteamcanbecontactedat:TheWorldBankGroup

2121PennsylvaniaAvenue,NWWashingtonDC,20433USA

Tel.(202)479-3800

3

EconomyOverview

Nepal2023

Region:SouthAsia

IncomeGroup:LowerMiddleIncome

Introduction

TheEnterpriseSurveys(ES)focusonmanyaspectsofthebusinessenvironment.Thesefactorscanbeaccommodatingorconstrainingforfirmsandplayanimportantroleinwhetheraneconomy’sprivatesectorwillthriveornot.Anaccommodatingbusinessenvironmentisonethatencouragesfirmstooperateefficiently.Suchconditionsstrengthenincentivesforfirmstoinnovateandtoincreaseproductivity—keyfactorsforsustainabledevelopment.Amoreproductiveprivatesector,inturn,expandsemploymentandcontributestaxesnecessaryforpublicinvestmentinhealth,education,andotherservices.QuestionscontainedintheESaimatcoveringmostofthetopicsmentionedabove.Thetopicsincludeinfrastructure,trade,finance,regulations,taxesandbusinesslicensing,corruption,managementpractices,andinformality,accesstofinance,innovation,labor,andperceptionsaboutobstaclestodoingbusiness.

TheESareconductedbytheWorldBankGroupanditspartnersacrossallgeographicregionsandcoversmall,medium,andlargefirms.Thesizeofthefirmisdeterminedbythenumberofemployees:5to19(small),20to99(medium),and100ormore(large).Firmswithlessthanfiveemployeesareineligibleforthesurvey.Firmsthatare100%state-ownedarealsoineligible.

Thesurveysareadministeredtoarepresentativesample1offirmsinthenon-agricultural,formal,privateeconomy.Sectorcoverageisdefinedconsistentlyacrossalleconomiesandincludestheentiremanufacturingsectorandmostservicessectors:retail,wholesale,automotiverepair,hotelsandrestaurants,transportation,storage,

communications,construction,andIT.Publicutilities,governmentservices,healthcare,andfinancialservicessectorsarenotincludedinthesample(Figure1).TheESinterviewtakesplacewithtopmanagersandbusinessowners.

TheESarerepeatedeverythreeyearsforaparticulareconomy.Bytrackingchangesinthebusinessenvironment,policymakersandresearcherscanlookattheeffectsofpolicyandregulatoryreformsonfirmperformance.Repeatedsurveysaidinstudyingtheevolutionofthebusinessenvironmentandhowitaffectsthedynamicsoftheprivatesector.

ThisdocumentsummarizestheresultsoftheEnterpriseSurveyforNepal.Businessownersandtopmanagersin600firmswereinterviewedbetweenMay2023andAugust2023.Figure2providesadescriptionofthesamplebreakdownacrossthethreesurveydesigncategories:businesssector,firmsize,andlocation.

Figure1:SectorsoftheeconomycoveredbytheEnterpriseSurveys

Excluded

Included

SECTORS

Agriculture

Fishing

Mining

Publicutilities

FinancialintermediationPublicadministration

Education,healthandsocialwork

SECTORS

Manufacturing(allsubsectors)Construction

Motorvehiclessalesand

repair

WholesaleRetail

Hotelsandrestaurants

Storage,transportation,andcommunications

IT

ADDITIONALCRITERIA

?<5employees

?Informalfirms

?100%state-ownedfirms

ADDITIONALCRITERIA

?5+employees

?Formal(registered)firms

?Minimumof1%privateownership

4

Figure2:CharacteristicsoffirmssurveyedSector

167

215

Manufacturing[215]

Retail[87]

Hotels[113]

OtherServices[167]

113

87

Size

92

301

189

Location

119

288

175

Small(5-19)[301]

Central[288]

Medium(20-99)[189]Large(100+)[92]

West[175]East[119]

FirmsCharacteristics

Inadditiontocollectinginformationonthebusinessenvironmentandfirmperformance,theESalsocollectinformationoncharacteristicsofprivatefirms.Figure3showsthedistributionoffirmsintheprivatesectoraccordingtotheirage,measuredbythenumberofyearstheyhavebeeninoperation.Theeffectofthebusinessenvironmentonfirmperformancemaydependonfirms’experienceandlongevity.Also,olderfirmsandyoungfirmsmaydifferintheirabilitytosuccessfullynavigatethebusinessenvironment.

Figure3:Agedistributionoffirms

50

38

40

%ofFirms

26

30

23

20

10

10

2

10

0i

0-1011-2021-3031-4041-5051-6060+

FirmAge(Years)

Figure4exhibitsthepercentageoffemaleparticipationinemployment,intopmanagementandinfirmownership,

5

comparedtotheequivalentpercentagesfortheregionandforeconomieswithsimilarincomelevels.Femaleinclusionineconomicactivityisnecessaryforpromotingsharedprosperity,oneofthetwindevelopmentgoalsoftheWorldBankGroup.

Figure4:Femaleparticipationinemployment,topmanagementandownership

Percentage

35

30

25

20

15

10

5

0

32

31

22

19

17

15

13

10

9

%Employeesthatarefemale

%Firmsw/a

femaletop

manager

%Firmsw/

female

participationin

ownership

Nepal2023SouthAsiaLowerMiddleIncome

Workforce

TheEScollectworkforceinformationsuchasthenumberofpermanentfull-timeemployees,thenumberoftemporaryemployees,employeesbygender,whetherformaltrainingisoffered,andthetopmanager’sexperienceworkinginthefirm’ssector.Inaddition,formanufacturingfirms,theESalsocollectsthebreakdownoftheworkforcebetweenproductionandnon-productionworkersandbetweenskilledandunskilledproductionworkers.Figures5and6highlightfirms’investmentintheskillsandcapabilitiesoftheirworkforce.

Figure5:Percentageoffirmsofferingformaltraining

40

%ofFirms

30

30

15

14

20

10

0

Nepal2023SouthAsiaLowerMiddleIncome

trainingismeasuredbytheshareofworkersreceivingtraininginthemanufacturingsector.

Figure6:Withinfirmsofferingtraining,proportionofworkerstrained*

%ofFirms

52

50

40

30

20

10

0

60

35

44

Nepal2023SouthAsiaLowerMiddle

Income

*onlyformanufacturingfirms

FirmPerformance

Ifaneconomy’sbusinessenvironmentissupportiveandcompetitive,resourcesareoftenchanneledtothemostproductiveusesandfirmsinvesttofurtherincreasetheirproductivity.Usingtheresponsestoquestionsonannualsalesandthetotalnumberofpermanentfull-timeemployees,bothinthelastfiscalyearandthreefiscalyearsearlier,growthmeasurescanbecomputedforeachfirm.Figure7displaystheresultingannualgrowthrateinemploymentandinrealsales.Bylookingatbusinessenvironmentmeasuresinconjunctionwithavailableperformancemeasures,policymakerscandeterminewhichaspectsofthebusinessenvironmentmaybeimpedingorenablingthegrowthoftheprivatesector.

Figure7:Annualemploymentandsalesgrowth

%Annual

12

10

8

6

4

2

0

-2

11

55

4

3

0

Realannualsalesgrowth(%)

Annualemploymentgrowth

(%)

Nepal2023SouthAsiaLowerMiddleIncome

Theincidenceoftrainingismeasuredbythepercentoffirmsthatofferformaltrainingandtheintensityof

6

PhysicalInfrastructure

Awell-developedphysicalinfrastructure,includingroads,electricity,waterandtelecommunications,iscentraltocompetitivenessandgrowthofaneconomy.Qualityinfrastructureefficientlyconnectsfirmstomarketsforinputs,products,andtechnologies.Itreducesthecostofproductionandenhancesthecompetitivenessoffirmsindomesticandinternationalmarkets.

TheEScapturethedualchallengeofprovidingastronginfrastructureforelectricity,watersupplyandtelecommunicationsinadditiontoinformationonthedevelopmentofinstitutionsthateffectivelyprovideandmaintainthesepublicservices.

Efficiencyintheoperationoftheprivatesectorrequiresareliablesupplyofelectricity.Figure8showstheextenttowhichfirmsfacefailuresintheprovisionofelectricityasmeasuredbythepercentoffirmsexperiencingelectricaloutagesandbythenumberofpoweroutages.Inadequateelectricityprovisionsupplycanincreasecosts,disruptproduction,andreduceprofitability.

Figure8:Reliabilityofelectricitysupplyandrelatedlosses

%ofFirms

No.ofPowerOutages

76

59

55

80

70

60

50

40

30

20

10

0

%offirmsexperiencingelectricaloutages

14

7

No.ofpoweroutages

16 14 12 10-8-6-4-2i0

12

aNepal2023SouthAsiauLowerMiddleIncome

Figure9displaystheefficiencyofinfrastructureservicesbyquantifyingthenumberofdaysittakestoobtainanelectricityconnection.Servicedelaysimposeadditionalcostsonfirmsandmayactasbarrierstoentryandinvestment.

Figure9:Daystoobtainanelectricalconnection

Days

47

40

30

20

10

0

50

20

38

Nepal2023SouthAsiaLowerMiddle

Income

Formanyindustriesinthemanufacturingsectorwaterisalsoanimportantinputinthemanufacturingprocess.Figure10presentsthenumberofdaysittakestoobtainawaterconnection.Theseservicedelaysalsoimposeadditionalcostsonfirmsandmayactasbarrierstoentryandinvestment.

Figure10:Daystoobtainawaterconnection

No.ofInsufficiencies

22

25

16

20

15

15

10

5

0

Nepal2023SouthAsiaLowerMiddle

Income

InternationalTrade

Participationininternationaltradeallowsfirmstoexpand,raisestandardsforefficiency,importmaterialsatlowercost,andacquireupdatedandbettertechnologies.However,tradingalsorequiresthatfirmsdealwithcustomsandtraderegulations,andoftenfirmsarealsorequiredtoobtainexportandimportlicenses.

TheESquantifythetradeactivityoffirmsandcollectsinformationontheoperationalconstraintsfacedwhenexportingandimporting.Figure11providesameasureoftheintensityofforeigntradeintheprivatesector,capturedbythepercentageoffirmsthatexportdirectlyatleast10%oftheirtotalannualsales.Figure11alsoshowsthepercentageofmanufacturingfirmsthatuseinputsorsuppliesofforeignorigin.

7

Figure11:Percentageofexportingandimportingfirms

%ofFirms

100

80

60

40

20

0

77

56

40

1179

%offirmsexportingdirectly%Usinginputsofforeign

origin*

Nepal2023SouthAsiaLowerMiddleIncome

*onlyformanufacturingfirms

Efficientcustomsproceduresenablebusinessestodirectlyexportandimportgoods.Figure12displaystheaveragenumberofdaystoclearcustomsforexportsandimports.Delaysinclearingcustomsforexportsandimportscreateadditionalcoststothefirm,caninterruptproduction,interferewithsales,andmayresultindamagedsuppliesormerchandise.

Figure12:Averagedaystoclearexportsandimportsthroughcustoms

1414

15

Days

10

5

0

11

9

5

3

ExportsatcustomsImportsatcustoms

Nepal2023SouthAsiaLowerMiddleIncome

Figure13comparesthevarioussourcesusedtofinancepurchasesoffixedassets(investments).Investmentpurchasescanbefinancedbyinternalsources,banks,inputs’suppliercredit,orothersources,includingnon-bankfinancialinstitutionsorpersonalnetworks.Excessiverelianceoninternalfundsmayindicatepotentiallyinefficientfinancialintermediation.

Figure14displaystwoindicatorsoftheuseoffinancialservicesbyprivatefirms:thepercentageoffirmswithacheckingorsavingsaccountandthepercentageoffirmswithabankloan.Theformerindicatormeasurestheuseofdepositmobilizationserviceswhichhelpsfirmstomanagetheirliquidityandpayments.Thesecondindicatormeasurestheuseoffinancialservicesonthecreditside.Availabilityofcreditpermitsfundingprojectsthatotherwisewouldbeconstrainedbyeachfirm’slimitedpooloffunds.

Figure13:Sourcesoffinancingforpurchasesoffixedassets

Nepal2023

SouthAsia

LowerMiddleIncome

2112

1382

1363

73

72

71

4

4

5

020406080100

%ofInvestment

Financedbybanks

FinancedbysuppliercreditOther

FinancedbyequityFinancedinternally

AccesstoFinance

Well-developedfinancialmarketsprovidepaymentservices,mobilizedeposits,andfacilitatefundingforthepurchaseoffixedassets–suchasbuildings,land,machinery,andequipment–aswellasworkingcapital.Efficientfinancialmarketsreducetherelianceoninternalfundsorinformalsourcessuchasfamilyandfriendsbyconnectingfirmsthatarecreditworthytoabroadrangeoflendersandinvestors.

TheESprovideindicatorsonthesourcesoffirmsfinancingandonthecharacteristicsoftheirfinancialtransactions.

Figure14:Useoffinancialservices

%ofFirms

100

80

60

40

20

0

100

100

98

82

65

56

Small(5-19)Medium(20-99)Large(100+)Withchecking/savingsaccountWithbankloan

8

ManagementPractices

Soundmanagementpracticeshavebeenshowntobeakeyelementinfirms’productivityandtheiroverallperformance.TheESindicatorsonmanagementpracticescovereightimportantaspectsrangingfromtakinglong-termactionstofixandavoidproblemsinproductionorservice-delivery;number,time-horizon,andotherfeaturesofproductionorservice-provisiontargets;totheuseofbonusesorpromotionstorewardbetterperformance,andactionstolimitunder-performance.

Figure15illustratesthecompositemanagementpracticesindex,whichcombinesinformationfromalleightcomponents,eachisalsoavailableasaseparateESindicatorintheAppendix.Theeightindividualcomponentsandthiscompositeindexareusefulwhencomparingacountrywithpeersorcomparatorgroups.Thecompositemanagementpracticesindexvariesfrom0to100,with100denotinganideal,mostwell-structuredmanagementpractice,wherebyalleightsubcomponentsarehandledmosteffectively.TheESindicatorsonmanagementpracticesarecalculatedforfirmswithatleast20workers.

Figure15:Managementpracticesindex

Index(highermeansbetter)

50

40

30

20

10

0

47

44

38

Nepal2023SouthAsiaLowerMiddleIncome

Informality

Whenfirmsareformallyregistered,theyarerequiredtoabidebyrulesandregulations,whicharecommonlysetbygovernments.Payingtaxesisusuallythemosttangibleconsequenceofbecomingpartoftheformalprivatesector.Somefirmstrytoavoidtheseconsequencesbynotregisteringtheirbusinessandtherebyremainingintheinformalsector.Alargeinformalsectormayrepresentachallengetocompetingformalfirmsasinformalfirmsareabletoengageinpracticesthatcangiveanunfair

advantageoverformalfirmsthatmustcomplywiththeprevailingrulesandregulations.

Figure16providestwomeasuresoftheincidenceofinformalityintheprivatesector.Thefirstindicatoristhepercentageoffirmsthatindicatethattheyfacecompetitionfromunregisteredorinformalfirms.Thesecondindicatoristhepercentageofcurrentlyregisteredfirmsthatstartedoperationsbeingformallyregistered.

Figure16:Firmsandinformality

%ofFirms

100

80

60

40

20

0

86

85

78

53

38

33

Competewithinformalfirms

Registeredwhenstartedoperations

aNepal2023SouthAsiauLowerMiddleIncome

Regulations,Permits,andTaxes

Goodeconomicgovernanceinareassuchasregulations,businesslicensing,andtaxationisafundamentalpillarofafavorablebusinessenvironment.Registeredfirmspaytaxesandaresupposedtocomplywithregulations.

Figure17:Timetaxandmeetingswithtaxofficials

%ofTime

%ofFirms

14

12

10

8

6

4

2

0

59

52

46

12

8

7

0

Seniormgmttimew/govtregulations

with

80

60

40

20

%offirmsthatmettaxofficials

Nepal2023SouthAsiaLowerMiddleIncome

Permitsandlicensesareusuallyrequiredforbusinesstooperate,buildanewstructure,andtoimportdirectly,amongotheractivities.Ideally,theseregulationsandpermitssafeguardthegeneralpublic’sinterestwhile

9

remainingtransparentandnotimposingheavyburdensontheprivatesector.

TheESprovidequantitativemeasuresofregulationssuchasbusinesslicensingandtaxation.Figure17illustratesthe“timetax”imposedbyregulations,whichisthepercentageoftimespentbyseniormanagementdealingwithregulatorycompliance.Figure17alsopresentsthepercentoffirmsthatwerevistedorrequiredtomeetwithtaxofficials.

Figure18focusesontheefficiencyofbusinesslicensingandpermitservices.Theindicatorsmeasurethetimerequiredtoobtainanimportlicense,aconstructionpermit,andanoperatinglicense.Delaysinobtaininglicensescanbecostlytoentrepreneursastheyadduncertaintyandadditionalcoststomuchneededbusinesstransactions.

Figure18:Numberofdaystoobtainpermits

Days

60

50

40

30

20

10

0

49

45

19

21

17

14

12

5

3

Operatinglicense

ImportlicenseConstruction

permit

Nepal2023SouthAsiaLowerMiddleIncome

Complyingwithregulationsiscostlyforbusinesses.Excessiveorinefficientregulationscandiscourageprivatesectoractivityandforeigndirectinvestment.

Corruption

Corruptionbypublicofficialscanbeamajoradministrativeandfinancialburdenonfirms.Corruptioncreatesanunfavorablebusinessenvironmentbyunderminingoperationalefficiencyandraisingthecostsandrisksassociatedwithrunningaprivatefirm.

Inefficientregulationsconstrainfirms’operationsastheypresentopportunitiesforsolicitingbribes,wherefirmsarerequiredtomake“unofficial”paymentstopublicofficialstogetthingsdone.Inmanyeconomiesbribesarecommonandquitehighandtheyaddtothebureaucratic

costsinobtainingrequiredpermitsandlicenses.Theycanbeaseriousimpedimentforfirms’growthanddevelopment.

Figure19providesacompositeindexofcorruption,thebriberyincidence,thatreflectsthepercentageoffirmsexperiencingatleastonebribepaymentrequestacrosssixdifferenttransactionsincludingpayingtaxes,obtainingpermitsorlicenses,andobtainingutilityconnections.

TheEScaptureindividualtransactionswherebribesmaybesolicited.Figure20displaystheextenttowhichfirmsarerequestedtopayabribeinordertoreceiveselectedpublicservices.Businessesmaybeaskedtopaybribeswhentheyrequestaconstructionpermit,whiletryingtosecureagovernmentcontract,orduringmeetingswithtaxofficials.Thesethreetypesoftransactionsarecommoninstanceswhereopportunitiesforbriberyoccur.

Figure19:Briberyincidence(percentoffirms

experiencingatleastonebribepaymentrequest)

25

2019

%ofFirms

20

15

6

10

5

0

Nepal2023SouthAsiaLowerMiddle

Income

Figure20:Percentageoffirmsrequestedorexpectedtogivegiftsorinformalpayments

%ofFirms

40

35

30

25

20

15

10

5

0

29

2827

35

17

15

7

5

0

ForgovtcontractInmtgsw/tax

officials

Forconstructionpermit

Nepal2023SouthAsiaLowerMiddleIncome

BusinessEnvironmentObstacles

MostindicatorsintheESarederivedfromsurveyquestionsthataskbusinessesfortheiractualexperiences

10

dealingwiththebusinessenvironment.Forexample,“Howmanydaysdidittaketogetapermit?”or“Howmanyhoursdidthepoweroutagelast?”.Asmallnumberofsurveyquestionsaskbusinessownersortopmanagersfortheirsubjectiveopinionregardingtheimportanceofvariousbusinessenvironmentelements.

Figure21showsthepercentageoffirmsthatconsideraspecificbusinessenvironmentobstacleasthemostimportantone.Therespondentwasaskedtochoosethebiggestobstacletotheirbusinessfromalistof15businessenvironmentobstacles.Thefigurepresentsthe

top10rankingobstaclescomparedtotheregionalaverages.

Figure22displaysthetop3obstaclesforsmall,medium,andlargefirms.Inmanyeconomies,theperceptionsofmanagersoflargefirmsareverydifferentfromtheperceptionsofmanagersofmediumandsmallfirms.Thisisrelatedtothecapacitytonavigatebusinessenvironmentobstacles:largerfirmsmayhavemoreoptionstofaceobstaclesbutatthesametimetheyarealsomorevisibleandmoreexposedtofailuresofthebusinessenvironment.

Figure21:Toptenbusinessenvironmentconstraints

45

40

35

%ofFirms

30

25

20

15

10

5

0

41

Nepal2023

SouthAsia

1212

98

5

2

2

2

4

Accesstofinance

ElectricityPracticesof

theinformalsector

TaxratesCustomsand

trade

regulations

Accesstoland

Politicalinstability

CorruptionTransportationInadequatelyeducatedworkforce

Figure22:Topthreebusinessenvironmentconstraintsbysize

%ofFirms

45

40

35

30

25

20

15

10

5

0

Small(5-19Employees)Medium(20-99Employees)

%ofFirms

45

40

35

30

25

20

15

10

5

0

41

14

11

Politicalinstability

TaxratesAccessto

finance

%ofFirms

45

40

35

30

25

20

15

10

5

0

41

18

10

AccesstoElectricity

finance

Politicalinstability

Large(100+Employees)

39

15

16

Politicalinstability

ElectricityTaxrates

11

Appendix

Thefollowingtablecontainsthevaluesofallindicatorvariablesusedinthecountryprofile.

Nepal2023

LowerMiddleIncome

FirmCharacteristics

AllFirms

SouthAsia

SmallMediumLarge

Ageoftheestablishment(years)

16.8

16.1

18.8

24.1

18.1

17.6

Percentoffirmswithatleast10%foreignownership

1.4

0.9

2.2

9.7

1.3

12.1

Percentoffirmswithatleast10%government/stateownership

0.0

0.0

0.1

0.0

0.3

1.0

Gender

Percentoffirmswithfemaleparticipationinownership

14.7

12.5

24.1

22.4

12.6

31.9

Percentoffirmswithafemaletopmanager

10.3

10.6

8.8

11.2

9.2

19.2

Proportionofpermanentfull-timeworkersthatare

female(%)

22.4

22.1

23.4

27.5

17.4

30.8

Percentageofpermanentfull-timenon-productionworkersthatarefemale*

17.3

17.2

19.5

11.0

20.7

32.0

Percentageofpermanentfull-timeproductionworkersthatarefemale*

23.4

24.3

21.8

21.8

21.3

26.8

Workforce

Percentoffirmsofferingformaltraining

14.1

9.8

30.9

34.9

15.3

29.7

Proportionofworkersofferedformaltraining(%)*

35.5

26.0

48.6

30.3

43.6

52.4

Yearsofthetopmanager'sexperienceworkinginthefirm'ssector

18.6

18.3

18.4

28.5

16.8

17.1

Numberofworkers

18.0

8.7

31.3

211.8

34.3

36.1

Proportionofpermanentworkers(outofallworkers)

98.3

98.3

98.4

99.1

94.5

94.2

Proportionoftemporaryworkers(outofallworkers)

1.7

1.7

1.6

0.9

5.5

5.8

Proportionofproductionworkers(outofallpermanentworkers)*

70.3

68.8

71.6

78.1

73.2

72.3

Proportionofskilledworkers(outofallproductionworkers)*

86.1

90.9

78.3

74.0

76.7

76.7

Performance

Realannualsalesgrowth(%)

11.0

11.0

11.7

7.0

3.6

-0.1

Annualemploymentgrowth(%)

2.8

3.1

1.6

2.6

4.6

4.8

InnovationandTechnology

PercentoffirmsthatspendonR&D

2.9

n.a.

2.5

5.0

9.2

16.0

Percentoffirmsthatintroducedanewproduct/service

16.5

14.5

25.1

21.0

19.2

30.5

Percentoffirmswhosenewproduct/serviceisalsonewtothemainmarket

30.6

27.4

38.1

38.9

47.0

65.7

Percento