黑山2023世行營(yíng)商環(huán)境企業(yè)調(diào)查問卷國(guó)別報(bào)告（英文）

ENTERPRISESURVEYS

WHATBUSINESSESEXPERIENCE

Montenegro2023CountryProfile

2

Contents

Introduction 3

FirmsCharacteristics 4

Workforce 5

FirmPerformance 5

PhysicalInfrastructure 5

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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Anyqueriesonrightsandlicenses,includingsubsidiaryrights,shouldbeaddressedtoWorldBankGroupPublications,TheWorldBankGroup,1818HStreetNW,Washington,DC20433,USA;fax:202-522-2625;e-mail:pubrights@.

PleaseciteEnterpriseSurveysdataasfollows:EnterpriseSurveysTheWorldBankGroup.

TheEnterpriseSurveysteamcanbecontactedat:TheWorldBankGroup

2121PennsylvaniaAvenue,NWWashingtonDC,20433USA

Tel.(202)479-3800

3

EconomyOverview

Montenegro2023

Region:Europe&CentralAsia

IncomeGroup:UpperMiddleIncome

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.

ThisdocumentsummarizestheresultsoftheEnterpriseSurveyforMontenegro.Businessownersandtopmanagersin151firmswereinterviewedbetweenApril2023andAugust2023.Figure2providesadescriptionofthesamplebreakdownacrossthethreesurveydesigncategories:businesssector,firmsize,andlocation.

Figure1:SectorsoftheeconomycoveredbytheEnterpriseSurveys

Excluded

Included

SECTORS

AgricultureFishing

Mining

Publicutilities

FinancialintermediationPublicadministration

Education,healthandsocial

work

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

Manufacturing[69]Services[82]

82

69

Size

31

74

46

Small(5-19)[74]

Medium(20-99)[46]

Large(100+)[31]

FirmsCharacteristics

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

Figure3:Agedistributionoffirms

40

35

32

30

18

20

11

10

010

0i

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

FirmAge(Years)

Figure4exhibitsthepercentageoffemaleparticipationinemployment,intopmanagementandinfirmownership,comparedtotheequivalentpercentagesfortheregionandforeconomieswithsimilarincomelevels.Femaleinclusionineconomicactivityisnecessaryforpromotingsharedprosperity,oneofthetwindevelopmentgoalsoftheWorldBankGroup.

5

Figure4:Femaleparticipationinemployment,topmanagementandownership

45

40

35

30

25

20

15

10

5

0

40

37

35

24

20

18

14

38

34

%Employeesthatarefemale

%Firmsw/a

femaletop

manager

%Firmsw/

female

participationin

ownership

.Montenegro2023wEurope&CentralAsiawUpperMiddleIncome

Workforce

TheEScollectworkforceinformationsuchasthenumberofpermanentfull-timeemployees,thenumberoftemporaryemployees,employeesbygender,whetherformaltrainingisoffered,andthetopmanager’sexperienceworkinginthefirm’ssector.Inaddition,formanufacturingfirms,theESalsocollectsthebreakdownoftheworkforcebetweenproductionandnon-productionworkersandbetweenskilledandunskilled

productionworkers.Figures5and6highlightfirms’investmentintheskillsandcapabilitiesoftheirworkforce.

Figure5:Percentageoffirmsofferingformaltraining

37

32

40

26

30

20

10

0

UpperMiddleIncome

Montenegro2023Europe&Central

Asia

Theincidenceoftrainingismeasuredbythepercentoffirmsthatofferformaltrainingandtheintensityoftrainingismeasuredbytheshareofworkersreceivingtraininginthemanufacturingsector.

Figure6:Withinfirmsofferingtraining,proportionofworkerstrained*

68

80

52

47

60

40

20

0

UpperMiddleIncome

Montenegro2023

Europe&CentralAsia

*onlyformanufacturingfirms

FirmPerformance

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

Figure7:Annualemploymentandsalesgrowth

14

12

10

8

6

4

2

0

12

3331

1

Annualemploymentgrowth

(%)

Realannualsalesgrowth(%)

.Montenegro2023wEurope&CentralAsiawUpperMiddleIncome

PhysicalInfrastructure

Awell-developedphysicalinfrastructure,includingroads,electricity,waterandtelecommunications,iscentraltocompetitivenessandgrowthofaneconomy.Quality

6

infrastructureefficientlyconnectsfirmstomarketsforinputs,products,andtechnologies.Itreducesthecostofproductionandenhancesthecompetitivenessoffirmsindomesticandinternationalmarkets.

TheEScapturethedualchallengeofprovidingastronginfrastructureforelectricity,watersupplyandtelecommunicationsinadditiontoinformationonthedevelopmentofinstitutionsthateffectivelyprovideandmaintainthesepublicservices.

Efficiencyintheoperationoftheprivatesectorrequiresareliablesupplyofelectricity.Figure8showstheextenttowhichfirmsfacefailuresintheprovisionofelectricityasmeasuredbythepercentoffirmsexperiencingelectricaloutagesandbythenumberofpoweroutages.Inadequateelectricityprovisionsupplycanincreasecosts,disruptproduction,andreduceprofitability.

2

2

1

No.ofpoweroutages

-4

-2

-0

60

50

40

30

20

10

0

Figure8:Reliabilityofelectricitysupplyandrelatedlosses

55

46

31

%offirmsexperiencingelectricaloutages

.Montenegro2023wEurope&CentralAsiawUpperMiddleIncome

Figure9displaystheefficiencyofinfrastructureservicesbyquantifyingthenumberofdaysittakestoobtainanelectricityconnection.Servicedelaysimposeadditionalcostsonfirmsandmayactasbarrierstoentryandinvestment.

Figure9:Daystoobtainanelectricalconnection

250

191

200

150

100

4446

50

0

Montenegro2023Europe&CentralUpperMiddle

AsiaIncome

Formanyindustriesinthemanufacturingsectorwaterisalsoanimportantinputinthemanufacturingprocess.Figure10presentsthenumberofdaysittakestoobtainawaterconnection.Theseservicedelaysalsoimposeadditionalcostsonfirmsandmayactasbarrierstoentryandinvestment.

Figure10:Daystoobtainawaterconnection

35

30

25

20

15

10

5

0

31.130.5

24.4

UpperMiddleIncome

Montenegro2023Europe&CentralAsia

InternationalTrade

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

TheESquantifythetradeactivityoffirmsandcollectsinformationontheoperationalconstraintsfacedwhenexportingandimporting.Figure11providesameasureoftheintensityofforeigntradeintheprivatesector,capturedbythepercentageoffirmsthatexportdirectlyatleast10%oftheirtotalannualsales.Figure11alsoshowsthepercentageofmanufacturingfirmsthatuseinputsorsuppliesofforeignorigin.

7

Figure11:Percentageofexportingandimportingfirms

100

80

60

40

20

0

91

70

61

18

1011

%offirmsexportingdirectly%Usinginputsofforeign

origin*

Montenegro2023Europe&CentralAsia

UpperMiddleIncome

*onlyformanufacturingfirms

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

Figure12:Averagedaystoclearexportsandimportsthroughcustoms

15

12

10

66

4

5

11

0

ExportsatcustomsImportsatcustoms

Montenegro2023Europe&CentralAsia

UpperMiddleIncome

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

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

Figure13:Sourcesoffinancingforpurchasesoffixedassets

Montenegro2023

Europe&CentralAsia

UpperMiddleIncome

91

44

55

020406080100

%ofInvestment

73

69

75

16

18

14

0

3

3

Financedbybanks

FinancedbysuppliercreditOther

FinancedbyequityFinancedinternally

AccesstoFinance

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

TheESprovideindicatorsonthesourcesoffirmsfinancingandonthecharacteristicsoftheirfinancialtransactions.

Figure14:Useoffinancialservices

100

80

1009999

6362

60

38

40

20

0

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

66

70

51

50

60

50

40

30

20

10

0

UpperMiddleIncome

Montenegro2023

Europe&CentralAsia

Informality

Whenfirmsareformallyregistered,theyarerequiredtoabidebyrulesandregulations,whicharecommonlysetbygovernments.Payingtaxesisusuallythemosttangibleconsequenceofbecomingpartoftheformalprivatesector.Somefirmstrytoavoidtheseconsequencesbynotregisteringtheirbusinessandtherebyremainingintheinformalsector.Alargeinformalsectormayrepresentachallengetocompetingformalfirmsasinformalfirmsareabletoengageinpracticesthatcangiveanunfair

advantageoverformalfirmsthatmustcomplywiththeprevailingrulesandregulations.

Figure16providestwomeasuresoftheincidenceofinformalityintheprivatesector.Thefirstindicatoristhepercentageoffirmsthatindicatethattheyfacecompetitionfromunregisteredorinformalfirms.Thesecondindicatoristhepercentageofcurrentlyregisteredfirmsthatstartedoperationsbeingformallyregistered.

Figure16:Firmsandinformality

100

80

60

40

20

0

86.595.890.1

46.7

44.3

31.3

Competewithinformalfirms

Montenegro2023

UpperMiddleIncome

Registeredwhenstarted

operations

Europe&CentralAsia

Regulations,Permits,andTaxes

Goodeconomicgovernanceinareassuchasregulations,businesslicensing,andtaxationisafundamentalpillarofafavorablebusinessenvironment.Registeredfirmspaytaxesandaresupposedtocomplywithregulations.

Figure17:Timetaxandmeetingswithtaxofficials

10

9

9

8

8

7

35

33

60

41

40

20

0

%offirmsthatmetwithtaxofficials

9.1

8

7.7

Seniormgmttimew/govtregulations

Montenegro2023Europe&CentralAsia

UpperMiddleIncome

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

9

remainingtransparentandnotimposingheavyburdensontheprivatesector.

TheESprovidequantitativemeasuresofregulationssuchasbusinesslicensingandtaxation.Figure17illustratesthet“imetax”imposedbyregulations,whichisthepercentageoftimespentbyseniormanagementdealingwithregulatorycompliance.Figure17alsopresentsthepercentoffirmsthatwerevistedorrequiredtomeetwithtaxofficials.

Figure18focusesontheefficiencyofbusinesslicensingandpermitservices.Theindicatorsmeasurethetimerequiredtoobtainanimportlicense,aconstructionpermit,andanoperatinglicense.Delaysinobtaininglicensescanbecostlytoentrepreneursastheyadduncertaintyandadditionalcoststomuchneededbusinesstransactions.

100

80

60

40

20

0

Figure18:Numberofdaystoobtainpermits

92

61

40

30

20

13

ImportlicenseConstruction

permit

Operatinglicense

39

19

16

.Montenegro2023wEurope&CentralAsiawUpperMiddleIncome

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)

12

10

8

6

4

2

0

11

8

7

UpperMiddleIncome

Montenegro2023Europe&CentralAsia

Figure20:Percentageoffirmsrequestedorexpectedtogivegiftsorinformalpayments

20

15

10

5

0

15

10

98

6

3

10

ForgovtcontractInmtgsw/tax

officials

Forconstructionpermit

14

.Montenegro2023wEurope&CentralAsiawUpperMiddleIncome

BusinessEnvironmentObstacles

MostindicatorsintheESarederivedfromsurveyquestionsthataskbusinessesfortheiractualexperiences

10

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

Figure21showsthepercentageoffirmsthatconsideraspecificbusinessenvironmentobstacleasthemostimportantone.Therespondentwasaskedtochoosethebiggestobstacletotheirbusinessfromalistof15businessenvironmentobstacles.Thefigurepresentsthe

top10rankingobstaclescomparedtotheregionalaverages.

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

Figure21:Toptenbusinessenvironmentconstraints

Montenegro2023

51oEurope&CentralAsia

16

10

7

32211

TaxratesInadequately

theinformalsector

60

50

40

30

20

10

0

Crime,theftanddisorder

CorruptionTransportation

ElectricityPracticesof

Politicalinstability

educatedworkforce

administration

Courts

Tax

4

Figure22:Topthreebusinessenvironmentconstraintsbysize

60

50

40

30

20

10

0

Small(5-19Employees)

Medium(20-99Employees)

50

45

40

35

30

25

20

15

10

5

0

50

53

44

45

40

35

30

25

1817

20

15

11

15

10

5

0

Electricity

Inadequatelyeducated

Inadequatelyeducated

workforce

Taxrates

TaxratesPolitical

instability

workforce

Large(100+Employees)

44

38

10

Laborregulations

TaxratesInadequately

educatedworkforce

11

Appendix

Thefollowingtablecontainsthevaluesofallindicatorvariablesusedinthecountryprofile.

Montenegro2023

Europe&

Central

Asia

UpperMiddleIncome

FirmCharacteristics

AllFirms

SmallMediumLarge

Ageoftheestablishment(years)

20.0

20.1

20.0

19.5

21.0

18.7

Percentoffirmswithatleast10%foreignownership

8.3

4.7

11.7

44.9

8.3

6.1

Percentoffirmswithatleast10%government/stateownership

0.8

0.0

4.3

2.1

0.6

0.5

Gender

Percentoffirmswithfemaleparticipationinownership

24.0

26.5

16.2

11.4

34.8

34.2

Percentoffirmswithafemaletopmanager

13.5

13.6

4.6

33.3

17.9

20.0

Proportionofpermanentfull-timeworkersthatarefemale(%)

39.8

40.0

43.3

29.7

38.1

37.1

Percentageofpermanentfull-timenon-productionworkersthatarefemale*

68.9

73.7

53.1

60.6

49.5

49.2

Percentageofpermanentfull-timeproductionworkersthatarefemale*

31.3

31.6

30.0

37.2

34.7

34.4

Workforce

Percentoffirmsofferingformaltraining

25.6

19.1

40.2

70.9

36.7

32.3

Proportionofworkersofferedformaltraining(%)*

67.7

n.a.

52.0

n.a.

46.7

52.4

Yearsofthetopmanager'sexperienceworkinginthefirm'ssector

26.1

26.9

22.7

24.2

21.5

20.0

Numberofworkers

21.5

7.7

34.9

168.6

30.3

35.4

Proportionofpermanentworkers(outofallworkers)

96.4

95.8

99.2

98.1

95.7

96.7

Proportionoftemporaryworkers(outofallworkers)

3.6

4.2

0.8

1.9

4.3

3.3

Proportionofproductionworkers(outofallpermanentworkers)*

70.5

72.1

64.2

81.2

69.9

72.4

Proportionofskilledworkers(outofallproductionworkers)*

91.2

93.0

85.0

92.0

78.6

78.0

Performance

Realannualsalesgrowth(%)

12.3

11.8

10.1

24.9

2.7

1.4

Annualemploymentgrowth(%)

1.1

0.0

3.6

9.4

2.9

2.8

InnovationandTechnology

PercentoffirmsthatspendonR&D

16.5

n.a.

13.3

23.9

20.2

18.6

Percentoffirmsthatintroducedanewproduct/service

7.5

9.1

1.8