ENTERPRISESURVEYS

WHATBUSINESSESEXPERIENCE

ENTERPRISESURVEYS

Georgia2023CountryProfile

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

?2023InternationalBankforReconstructionandDevelopment/TheWorldBank

1818HStreetNW

WashingtonDC20433

Telephone:202-473-1000

Internet:

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PleaseciteEnterpriseSurveysdataasfollows:EnterpriseSurveysTheWorldBank.Beupdate

TheEnterpriseSurveysteamcanbecontactedat:TheWorldBank

2121PennsylvaniaAvenue,NWWashingtonDC,20433USA

Tel.(202)479-3800

3

EconomyOverview

Georgia2023

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.

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

Thesurveysareadministeredtoarepresentativesample1offirmsinthenon-agricultural,formal,privateeconomy.Sectorcoverageisdefinedconsistentlyacrossalleconomiesandincludestheentiremanufacturingsectorandmostservicessectors:retail,wholesale,automotive

repair,hotelsandrestaurants,transportation,storage,communications,construction,andIT.Publicutilities,governmentservices,healthcare,andfinancialservicessectorsarenotincludedinthesample(Figure1).TheESinterviewtakesplacewithtopmanagersandbusinessowners.

TheESarerepeatedeverythreeyearsforaparticulareconomy.Bytrackingchangesinthebusinessenvironment,policymakersandresearcherscanlookattheeffectsofpolicyandregulatoryreformsonfirmperformance.Repeatedsurveysaidinstudyingtheevolutionofthebusinessenvironmentandhowitaffectsthedynamicsoftheprivatesector.

ThisdocumentsummarizestheresultsoftheEnterpriseSurveyforGeorgia.Businessownersandtopmanagersin592firmswereinterviewedbetweenApril2023andSeptember2023.Figure2providesadescriptionofthesamplebreakdownacrossthethreesurveydesigncategories:businesssector,firmsize,andlocation.

Figure1:SectorsoftheeconomycoveredbytheEnterpriseSurveys

Excluded

Included

SECTORS

Agriculture

Fishing

Mining

Publicutilities

FinancialintermediationPublicadministration

Education,healthandsocialwork

SECTORS

Manufacturing(allsubsectors)Construction

Motorvehiclessalesandrepair

WholesaleRetail

Hotelsandrestaurants

Storage,transportation,and

communicationsIT

ADDITIONALCRITERIA

?<5employees

?Informalfirms

?100%state-ownedfirms

ADDITIONALCRITERIA

?5+employees

?Formal(registered)firms

?Minimumof1%privateownership

4

Figure2:CharacteristicsoffirmssurveyedSector

101

151

Food[101]OtherManufacturing[125]Retail[116]Hotels[99]OtherServices[151]

125

99

116

Size

111

269

212

Small(5-19)[269]

Medium(20-99)[212]

Large(100+)[111]

Location

109

229

125

129

Tbilisi[229]

NorthandWest[129]

Center[125]

East[109]

FirmsCharacteristics

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

Figure3:Agedistributionoffirms

60

53

50

%ofFirms

40

31

30

20

13

10

2000

0i

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

FirmAge(Years)

5

Figure4exhibitsthepercentageoffemaleparticipationinemployment,intopmanagementandinfirmownership,comparedtotheequivalentpercentagesfortheregionandforeconomieswithsimilarincomelevels.Femaleinclusionineconomicactivityisnecessaryforpromotingsharedprosperity,oneofthetwindevelopmentgoalsoftheWorldBank.

Figure4:Femaleparticipationinemployment,topmanagementandownership

Percentage

50

40

30

20

10

0

39

38

36

35

37

29

21

21

18

%Employeesthatarefemale

%Firmsw/a

femaletop

manager

%Firmsw/

female

participationin

ownership

aGeorgia2023Europe&CentralAsiauUpperMiddleIncome

Workforce

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

Figure5:Percentageoffirmsofferingformaltraining

%ofFirms

40

35

30

25

20

15

10

5

0

Georgia2023Europe&Central

Asia

UpperMiddleIncome

36

31

32

Theincidenceoftrainingismeasuredbythepercentoffirmsthatofferformaltrainingandtheintensityoftrainingismeasuredbytheshareofworkersreceivingtraininginthemanufacturingsector.

Figure6:Withinfirmsofferingtraining,proportionofworkerstrained*

80

60

%ofFirms

53

60

46

40

20

0

UpperMiddleIncome

Georgia2023Europe&Central

Asia

*onlyformanufacturingfirms

FirmPerformance

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

Figure7:Annualemploymentandsalesgrowth

13

14

%Annual

12

10

8

6

4

2

0

9

33

32

Realannualsalesgrowth(%)

Annualemploymentgrowth

(%)

Georgia2023Europe&CentralAsiaUpperMiddleIncome

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

30

44

42

%offirmsexperiencingelectricaloutages

-4

2

-2

1

1

i0

No.ofpoweroutages

Figure9:Daystoobtainanelectricalconnection

50

41

41

39

Days

40

30

20

10

0

Georgia2023Europe&CentralUpperMiddle

AsiaIncome

Formanyindustriesinthemanufacturingsectorwaterisalsoanimportantinputinthemanufacturingprocess.Figure10presentsthenumberofdaysittakestoobtainawaterconnection.Theseservicedelaysalsoimposeadditionalcostsonfirmsandmayactasbarrierstoentryandinvestment.

Figure10:Daystoobtainawaterconnection

Days

35

30

25

20

15

10

5

0

30.6

26.0

25.0

UpperMiddleIncome

Georgia2023Europe&Central

Asia

InternationalTrade

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

aGeorgia2023Europe&CentralAsiauUpperMiddleIncome

Figure9displaystheefficiencyofinfrastructureservicesbyquantifyingthenumberofdaysittakestoobtainanelectricityconnection.Servicedelaysimposeadditionalcostsonfirmsandmayactasbarrierstoentryandinvestment.

TheESquantifythetradeactivityoffirmsandcollectsinformationontheoperationalconstraintsfacedwhenexportingandimporting.Figure11providesameasureoftheintensityofforeigntradeintheprivatesector,capturedbythepercentageoffirmsthatexportdirectlyatleast10%oftheirtotalannualsales.Figure11alsoshowsthepercentageofmanufacturingfirmsthatuseinputsorsuppliesofforeignorigin.

7

Figure11:Percentageofexportingandimportingfirms

100

76

70

80

%ofFirms

60

40

20

0

60

18

11

11

%offirmsexportingdirectly%Usinginputsofforeign

origin*

Georgia2023Europe&CentralAsiaUpperMiddleIncome

*onlyformanufacturingfirms

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

Figure12:Averagedaystoclearexportsandimportsthroughcustoms

Days

15

10

5

0

11

7

66

4

5

ExportsatcustomsImportsatcustoms

aGeorgia2023Europe&CentralAsiauUpperMiddleIncome

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

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

Figure13:Sourcesoffinancingforpurchasesoffixedassets

Georgia2023

Europe&CentralAsia

UpperMiddleIncome

1

2425

1644

1855

69

73

69

3

3

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

99

98100

74

51

53

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(highermeans

better)

60

50

40

30

20

10

0

505149

UpperMiddleIncome

Georgia2023Europe&Central

Asia

Informality

Whenfirmsareformallyregistered,theyarerequiredtoabidebyrulesandregulations,whicharecommonlysetbygovernments.Payingtaxesisusuallythemosttangibleconsequenceofbecomingpartoftheformalprivatesector.Somefirmstrytoavoidtheseconsequencesbynotregisteringtheirbusinessandtherebyremainingintheinformalsector.Alargeinformalsectormayrepresentachallengetocompetingformalfirmsasinformalfirmsareabletoengageinpracticesthatcangiveanunfair

advantageoverformalfirmsthatmustcomplywiththeprevailingrulesandregulations.

Figure16providestwomeasuresoftheincidenceofinformalityintheprivatesector.Thefirstindicatoristhepercentageoffirmsthatindicatethattheyfacecompetitionfromunregisteredorinformalfirms.Thesecondindicatoristhepercentageofcurrentlyregisteredfirmsthatstartedoperationsbeingformallyregistered.

Figure16:Firmsandinformality

%ofFirms

100

80

60

40

20

0

97.296.089.9

46.9

37.9

31.9

Competewithinformalfirms

Registeredwhenstartedoperations

aGeorgia2023Europe&CentralAsiauUpperMiddleIncome

Regulations,Permits,andTaxes

Goodeconomicgovernanceinareassuchasregulations,businesslicensing,andtaxationisafundamentalpillarofafavorablebusinessenvironment.Registeredfirmspaytaxesandaresupposedtocomplywithregulations.

%ofTime

%ofFirms

0

%offirmsthatmetwithtaxofficials

60

10

9

8

7

6

5

4

3

2

1

0

42

40

33

20

20

Figure17:Timetaxandmeetingswithtaxofficials

9.0

3

7.7

Seniormgmttimew/govtregulations

Georgia2023Europe&CentralAsiaUpperMiddleIncome

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

92

60

45

39

29

20

7

16

6

Operatinglicense

ImportlicenseConstruction

permit

Georgia2023Europe&CentralAsiaUpperMiddleIncome

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

12

10

8

6

4

2

0

11

7

1

UpperMiddleIncome

Georgia2023Europe&Central

Asia

Figure20:Percentageoffirmsrequestedorexpectedtogivegiftsorinformalpayments

%ofFirms

20

15

10

5

0

14

13

9

8

6

2

00

10

ForgovtcontractInmtgsw/tax

officials

Forconstructionpermit

Georgia2023Europe&CentralAsiaUpperMiddleIncome

BusinessEnvironmentObstacles

MostindicatorsintheESarederivedfromsurveyquestionsthataskbusinessesfortheiractualexperiences

10

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

Figure21showsthepercentageoffirmsthatconsideraspecificbusinessenvironmentobstacleasthemostimportantone.Therespondentwasaskedtochoosethebiggestobstacletotheirbusinessfromalistof15businessenvironmentobstacles.Thefigurepresentsthe

top10rankingobstaclescomparedtotheregionalaverages.

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

Figure21:Toptenbusinessenvironmentconstraints

30

25

%ofFirms

20

15

10

5

0

28Georgia2023

oEurope&CentralAsia

22

17

7

6

5

4

3

2

2

Accesstofinance

ElectricityTaxratesPracticesof

theinformalsector

Crime,theftanddisorder

Corruption

Accesstoland

Politicalinstability

Business

licensesand

permits

Inadequatelyeducatedworkforce

Figure22:Topthreebusinessenvironmentconstraintsbysize

%ofFirms

45

40

35

30

25

20

15

10

5

0

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

%ofFirms

30

25

20

15

10

5

0

29

%ofFirms

30

2625

25

20

18

20

17

15

10

5

0

Accesstofinance

Inadequatelyeducatedworkforce

Accesstofinance

Politicalinstability

Politicalinstability

Inadequatelyeducatedworkforce

Large(100+Employees)

39

26

9

Accesstofinance

PoliticalinstabilityInadequately

educatedworkforce

11

Appendix

Thefollowingtablecontainsthevaluesofallindicatorvariablesusedinthecountryprofile.

Georgia2023

Europe&CentralAsia

UpperMiddleIncome

AllFirmsSmallMediumLarge

FirmCharacteristics

Ageoftheestablishment(years)

11.9

11.2

12.6

15.5

21.0

18.6

Percentoffirmswithatleast10%foreignownership

7.5

4.2

12.3

15.2

8.2

6.0

Percentoffirmswithatleast10%government/stateownership

0.0

0.0

0.0

0.4

0.6

0.5

Gender

Percentoffirmswithfemaleparticipationinownership

29.5

28.7

29.0

39.2

34.9

35.9

Percentoffirmswithafemaletopmanager

21.0

23.6

17.1

15.2

18.0

20.6

Proportionofpermanentfull-timeworkersthatarefemale(%)

39.4

41.8

36.3

31.1

38.2

37.1

Percentageofpermanentfull-timenon-productionworkersthatarefemale*

31.5

30.5

31.5

38.5

48.4

49.2

Percentageofpermanentfull-timeproductionworkersthatarefemale*

36.5

37.2

34.6

45.0

34.7

34.9

Workforce

Percentoffirmsofferingformaltraining

31.4

23.5

40.9

60.7

36.5

32.1

Proportionofworkersofferedformaltraining(%)*

59.6

79.8

42.9

60.1

45.9

52.9

Yearsofthetopmanager'sexperienceworkinginthefirm'ssector

17.3

16.4

19.1

17.6

21.3

19.7

Numberofworkers

32.0

10.0

35.1

238.0

30.3

35.4

Proportionofpermanentworkers(outofallworkers)

96.5

95.9

97.3

99.7

95.8

96.9

Proportionoftemporaryworkers(outofallworkers)

3.5

4.1

2.7

0.3

4.2

3.1

Proportionofproductionworkers(outofallpermanentworkers)*

70.0

68.4

71.4

73.7

70.0

72.5

Proportionofskilledworkers(outofallproductionworkers)*

86.2

91.2

82.1

72.6

78.6

78.4

Performance

Realannualsalesgrowth(%)

12.9

13.1

12.4

13.1

2.7

1.9

Annualemploymentgrowth(%