约旦河西岸和加沙2023世行营商环境企业调查问卷国别报告（英文）

ENTERPRISESURVEYS

WHATBUSINESSESEXPERIENCE

ENTERPRISESURVEYS

WestBankandGaza2023CountryProfile

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

TheCountryProfilesproducedbytheEnterpriseAnalysisUnitoftheWorldBankprovideanoverviewofkeybusinessenvironmentindicatorsineacheconomy,comparingthemtotheirrespectivegeographicregionandgroupofcountrieswithsimilarincomelevels.Thesametopicsarecoveredforallcountrieswithslightvariationsofindicators.Allindicatorsarebasedontheresponsesoffirms.TolearnmoreabouttheEnterpriseAnalysisUnitandtoobtainCountryProfilesforothercountries,pleasevisit

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PleaseciteEnterpriseSurveysdataasfollows:EnterpriseSurveysTheWorldBank.

TheEnterpriseSurveysteamcanbecontactedat:TheWorldBank

2121PennsylvaniaAvenue,NWWashingtonDC,20433USA

Tel.(202)479-3800

3

EconomyOverview

WestBankandGaza2023

Region:MiddleEast&NorthAfrica

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.

TheESareconductedbytheWorldBankanditspartnersacrossallgeographicregionsandcoversmall,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.

ThisdocumentsummarizestheresultsoftheEnterpriseSurveyforWestBankandGaza.Businessownersandtopmanagersin360firmswereinterviewedbetweenJune2023andAugust2023.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

133133

94

Size

53

105202

Location

Manufacturing[133]

Small(5-19)[202]

Retail[94]OtherServices[133]

Medium(20-99)[105]Large(100+)[53]

120

WestBank[240]

GazaStrip[120]

240

FirmsCharacteristics

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

Figure3:Agedistributionoffirms

40

36

30

30

%ofFirms

16

20

10

7

10

11

0i

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

FirmAge(Years)

5

Figure4exhibitsthepercentageoffemaleparticipationinemployment,intopmanagementandinfirmownership,comparedtotheequivalentpercentagesfortheregionandforeconomieswithsimilarincomelevels.Femaleinclusionineconomicactivityisnecessaryforpromotingsharedprosperity,oneofthetwindevelopmentgoalsoftheWorldBank.

Figure4:Femaleparticipationinemployment,topmanagementandownership

Percentage

40

35

30

25

20

15

10

5

0

37

36

21

18

12

9

6

3

21

%Employeesthatarefemale

%Firmsw/a

femaletop

manager

%Firmsw/

female

participationin

ownership

WestBankAndGaza2023MiddleEast&NorthAfrica

UpperMiddleIncome

Workforce

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

Figure5:Percentageoffirmsofferingformaltraining

40

%ofFirms

30

20

10

0

20

12

MiddleEast&NorthAfrica

UpperMiddleIncome

WestBankAndGaza2023

32

Theincidenceoftrainingismeasuredbythepercentoffirmsthatofferformaltrainingandtheintensityoftrainingismeasuredbytheshareofworkersreceivingtraininginthemanufacturingsector.

Figure6:Withinfirmsofferingtraining,proportionofworkerstrained*

53

60

49

%ofFirms

44

50

40

30

20

10

0

MiddleEast&NorthAfrica

WestBankAndGaza2023

UpperMiddleIncome

*onlyformanufacturingfirms

FirmPerformance

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

Figure7:Annualemploymentandsalesgrowth

17

20

%Annual

15

10

6

2

3

3

5

0

Annualemploymentgrowth

(%)

-5

Realannualsalesgrowth(%)-2

WestBankAndGaza2023MiddleEast&NorthAfrica

UpperMiddleIncome

6

PhysicalInfrastructure

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

TheEScapturethedualchallengeofprovidingastronginfrastructureforelectricity,watersupplyandtelecommunicationsinadditiontoinformationonthedevelopmentofinstitutionsthateffectivelyprovideandmaintainthesepublicservices.

Efficiencyintheoperationoftheprivatesectorrequiresareliablesupplyofelectricity.Figure8showstheextenttowhichfirmsfacefailuresintheprovisionofelectricityasmeasuredbythepercentoffirmsexperiencingelectricaloutagesandbythenumberofpoweroutages.Inadequateelectricityprovisionsupplycanincreasecosts,disruptproduction,andreduceprofitability.

Figure8:Reliabilityofelectricitysupplyandrelatedlosses

%ofFirms

No.ofPowerOutages

50

45

40

35

30

25

20

15

10

5

0

44

42

35

%offirmsexperiencingelectricaloutages

-8

6

i0

No.ofpoweroutages

-6

-2

-4

5

2

WestBankAndGaza2023MiddleEast&NorthAfrica

UpperMiddleIncome

Figure9displaystheefficiencyofinfrastructureservicesbyquantifyingthenumberofdaysittakestoobtainanelectricityconnection.Servicedelaysimposeadditionalcostsonfirmsandmayactasbarrierstoentryandinvestment.

Figure9:Daystoobtainanelectricalconnection

Days

54

50

40

30

20

10

0

60

22

39

MiddleEast&NorthAfrica

UpperMiddleIncome

WestBankAndGaza2023

Formanyindustriesinthemanufacturingsectorwaterisalsoanimportantinputinthemanufacturingprocess.Figure10presentsthenumberofdaysittakestoobtainawaterconnection.Theseservicedelaysalsoimposeadditionalcostsonfirmsandmayactasbarrierstoentryandinvestment.

Figure10:Daystoobtainawaterconnection

Days

30

25

20

15

10

5

0

24.3

22.6

11.2

MiddleEast&NorthAfrica

WestBankAndGaza2023

UpperMiddleIncome

InternationalTrade

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

TheESquantifythetradeactivityoffirmsandcollectsinformationontheoperationalconstraintsfacedwhenexportingandimporting.Figure11providesameasureoftheintensityofforeigntradeintheprivatesector,capturedbythepercentageoffirmsthatexportdirectlyatleast10%oftheirtotalannualsales.Figure11alsoshowsthepercentageofmanufacturingfirmsthatuseinputsorsuppliesofforeignorigin.

7

Figure11:Percentageofexportingandimportingfirms

80

60

40

20

0

605960

%ofFirms

121511

%offirmsexportingdirectly%Usinginputsofforeign

origin*

WestBankAndGaza2023MiddleEast&NorthAfrica

UpperMiddleIncome

*onlyformanufacturingfirms

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

Figure12:Averagedaystoclearexportsandimportsthroughcustoms

Days

15

10

5

0

11

12

10

7

6

5

ExportsatcustomsImportsatcustoms

WestBankAndGaza2023MiddleEast&NorthAfrica

UpperMiddleIncome

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

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

Figure13:Sourcesoffinancingforpurchasesoffixedassets

WestBankAndGaza2023

MiddleEast&NorthAfrica

UpperMiddleIncome

8

15

4

83

1253

5

74

1855

3

69

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

88

74

60

32

15

15

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)

60

50

40

30

20

10

0

49

MiddleEast&NorthAfrica

UpperMiddleIncome

WestBankAndGaza2023

48

44

Informality

Whenfirmsareformallyregistered,theyarerequiredtoabidebyrulesandregulations,whicharecommonlysetbygovernments.Payingtaxesisusuallythemosttangibleconsequenceofbecomingpartoftheformalprivatesector.Somefirmstrytoavoidtheseconsequencesbynotregisteringtheirbusinessandtherebyremainingintheinformalsector.Alargeinformalsectormayrepresentachallengetocompetingformalfirmsasinformalfirmsareabletoengageinpracticesthatcangiveanunfair

advantageoverformalfirmsthatmustcomplywiththeprevailingrulesandregulations.

Figure16providestwomeasuresoftheincidenceofinformalityintheprivatesector.Thefirstindicatoristhepercentageoffirmsthatindicatethattheyfacecompetitionfromunregisteredorinformalfirms.Thesecondindicatoristhepercentageofcurrentlyregisteredfirmsthatstartedoperationsbeingformallyregistered.

Figure16:Firmsandinformality

%ofFirms

100

80

60

40

20

0

86.089.9

65.8

46.9

39.5

49.8

Registeredwhenstartedoperations

Competewithinformalfirms

WestBankAndGaza2023MiddleEast&NorthAfrica

UpperMiddleIncome

Regulations,Permits,andTaxes

Goodeconomicgovernanceinareassuchasregulations,businesslicensing,andtaxationisafundamentalpillarofafavorablebusinessenvironment.Registeredfirmspaytaxesandaresupposedtocomplywithregulations.

Figure17:Timetaxandmeetingswithtaxofficials

%ofTime

%ofFirms

9

8

7

6

5

4

3

2

1

0

52

7.7

5

4.9

45

42

0

Seniormgmttimew/govtregulations

with

60

40

20

%offirmsthatmettaxofficials

WestBankAndGaza2023

MiddleEast&NorthAfrica

UpperMiddleIncome

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

9

remainingtransparentandnotimposingheavyburdensontheprivatesector.

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

Figure18focusesontheefficiencyofbusinesslicensingandpermitservices.Theindicatorsmeasurethetimerequiredtoobtainanimportlicense,aconstructionpermit,andanoperatinglicense.Delaysinobtaininglicensescanbecostlytoentrepreneursastheyadduncertaintyandadditionalcoststomuchneededbusinesstransactions.

Figure18:Numberofdaystoobtainpermits

Days

100

80

60

40

20

0

83

68

60

37

29

20

15

9

18

Operatinglicense

ImportlicenseConstruction

permit

WestBankAndGaza2023MiddleEast&NorthAfrica

UpperMiddleIncome

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)

%ofFirms

20

15

10

5

0

16

11

1

MiddleEast&NorthAfrica

WestBankAndGaza2023

UpperMiddleIncome

Figure20:Percentageoffirmsrequestedorexpectedtogivegiftsorinformalpayments

%ofFirms

25

20

15

10

5

0

2323

14

13

13

10

1

00

Forconstructionpermit

ForgovtcontractInmtgsw/tax

officials

WestBankAndGaza2023MiddleEast&NorthAfrica

UpperMiddleIncome

BusinessEnvironmentObstacles

MostindicatorsintheESarederivedfromsurveyquestionsthataskbusinessesfortheiractualexperiences

10

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

Figure21showsthepercentageoffirmsthatconsideraspecificbusinessenvironmentobstacleasthemostimportantone.Therespondentwasaskedtochoosethebiggestobstacletotheirbusinessfromalistof15businessenvironmentobstacles.Thefigurepresentsthe

top10rankingobstaclescomparedtotheregionalaverages.

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

Figure21:Toptenbusinessenvironmentconstraints

40

35

30

%ofFirms

25

20

15

10

5

0

WestBankAndGaza2023

18

9

8

7

4

4

433

34oMiddleEast&NorthAfrica

PoliticalAccesstoTaxratesCorruptionPracticesofElectricityBusinessCustomsandLaborTax

licensesandpermits

trade

regulationsadministration

instabilityfinancetheinformal

sector

regulations

Figure22:Topthreebusinessenvironmentconstraintsbysize

%ofFirms

40

35

30

25

20

15

10

5

0

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

%ofFirms

35

30

25

20

15

10

5

0

37

33

%ofFirms

40

35

30

18

25

20

15

11

13

15

10

5

0

Taxrates

Accesstofinance

Corruption

Politicalinstability

Politicalinstability

Accesstofinance

Large(100+Employees)

36

27

6

Taxrates

AccesstofinancePolitical

instability

11

Appendix

Thefollowingtablecontainsthevaluesofallindicatorvariablesusedinthecountryprofile.

WestBankAndGaza2023

MiddleEast

&North

Africa

UpperMiddleIncome

AllFirmsSmallMediumLarge

FirmCharacteristics

Ageoftheestablishment(years)

21.7

21.3

22.5

25.9

20.8

18.6

Percentoffirmswithatleast10%foreignownership

3.0

3.6

0.4

6.5

6.0

6.0

Percentoffirmswithatleast10%government/stateownership

0.1

0.2

0.0

0.0

0.7

0.5

Gender

Percentoffirmswithfemaleparticipationinownership

11.8

12.2

10.4

10.6

18.0

35.9

Percentoffirmswithafemaletopmanager

2.7

1.2

8.7

0.0

6.3

20.6

Proportionofpermanentfull-timeworkersthatarefemale(%)

9.5

9.7

9.1

6.6

20.5

37.1

Percentageofpermanentfull-timenon-productionworkersthatarefemale*

8.4

8.0

10.0

3.1

25.0

48.9

Percentageofpermanentfull-timeproductionworkersthatarefemale*

8.2

10.6

2.3

2.9

18.5

34.9

Workforce

Percentoffirmsofferingformaltraining

11.5

8.6

21.3

23.3

19.8

32.1

Proportionofworkersofferedformaltraining(%)*

49.0

n.a.

88.6

35.3

44.0

52.9

Yearsofthetopmanager'sexperienceworkinginthefirm'ssector

22.4

21.0

27.3

27.0

20.9

19.7

Numberofworkers

15.1

8.5

28.1

145.0

30.5

35.4

Proportionofpermanentworkers(outofallworkers)

97.5

97.2

98.4

99.2

96.7

96.9

Proportionoftemporaryworkers(outofallworkers)

2.5

2.8

1.6

0.8

3.3

3.1

Proportionofproductionworkers(outofallpermanentworkers)*

71.4

72.7

68.0

71.5

72.2

72.5

Proportionofskilledworkers(outofallproductionworkers)*

82.3

82.0

82.9

85.1

68.9

78.4

Performance

Realannualsal