ENTERPRISE SURVEYS Austria 2021 Country Profile
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ENTERPRISE SURVEYS
WHAT BUSINESSES EXPERIENCE
Austria 2021
ENTERPRISE SURVEYS
Country Profile
1Contents
Introduction ................................................................................................................................................... 3
Firms Characteristics ...................................................................................................................................... 4
Workforce ...................................................................................................................................................... 5
Firm Performance .......................................................................................................................................... 5
Physical Infrastructure ................................................................................................................................... 6
International Trade ........................................................................................................................................ 6
Access to Finance ........................................................................................................................................... 7
Crime and Informality .................................................................................................................................... 8
Regulations, Permits, and Taxes ..................................................................................................................... 8
Corruption ..................................................................................................................................................... 9
Business Environment Obstacles .................................................................................................................... 9
Appendix...................................................................................................................................................... 11
The Country Profiles produced by the Enterprise Analysis Unit of the World Bank Group provide an overview of key business environment indicators in each economy, comparing them to
their respective geographic region and group of countries with similar income levels. The same topics are covered for all countries with slight variations of indicators. All indicators are based
on the responses of firms. To learn more about the Enterprise Analysis Unit and to obtain Country Profiles for other countries, please visi t www.enterprisesurveys.org
© 2020 International Bank for Reconstruction and Development / The World Bank Group
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Washington DC 20433
Telephone: 202-473-1000
Internet: www.worldbank.org
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Please cite Enterprise Surveys data as follows: Enterprise Surveys www.enterprisesurveys.org The World Bank Group.
The Enterprise Surveys team can be contacted at:
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2121 Pennsylvania Avenue, NW
Washington DC, 20433 USA
Tel. (202) 479-3800
2Economy Overview repair, hotels and restaurants, transportation, storage,
communications, construction, and IT. Public utilities,
Austria 2021 government services, health care, and financial services
Region: Europe & Central Asia sectors are not included in the sample (Figure 1). The ES
Income Group: High Income interview takes place with top managers and business
owners.
Introduction
The ES are repeated approximately every four years for a
The Enterprise Surveys (ES) focus on many aspects of the particular economy (or region). By tracking changes in the
business environment. These factors can be business environment, policymakers and researchers can
accommodating or constraining for firms and play an look at the effects of policy and regulatory reforms on
important role in whether an economy’s private sector firm performance. Repeated surveys aid in studying the
will thrive or not. An accommodating business evolution of the business environment and how it affects
environment is one that encourages firms to operate the dynamics of the private sector.
efficiently. Such conditions strengthen incentives for
firms to innovate and to increase productivity — key This document summarizes the results of the Enterprise
factors for sustainable development. A more productive Survey for Austria. Business owners and top managers in
private sector, in turn, expands employment and 600 firms were interviewed between October 2020 and
contributes taxes necessary for public investment in July 2021. Figure 2 provides a description of the sample
health, education, and other services. Questions breakdown across the three survey design categories:
contained in the ES aim at covering most of the topics business sector, firm size, and location.
mentioned above. The topics include infrastructure,
trade, finance, regulations, taxes and business licensing,
corruption, crime and informality, access to finance, Figure 1: Sectors of the economy covered by the
innovation, labor, and perceptions about obstacles to Enterprise Surveys
doing business. Excluded Included
SECTORS SECTORS
The ES are conducted by the World Bank Group and its Agriculture Manufacturing (all subsectors)
partners across all geographic regions and cover small, Fishing Construction
Mining Motor vehicles sales and
medium, and large firms. The size of the firm is Public utilities repair
determined by the number of employees: 5 to 19 (small), Financial intermediation Wholesale
20 to 99 (medium), and 100 or more (large). Firms with Public administration Retail
less than five employees are ineligible for the survey. Education, health and social Hotels and restaurants
work Storage, transportation, and
Firms that are 100% state-owned are also ineligible. The
communications
ES for Austria was made possible thanks to the IT
cooperation with the European Commission (EC). ADDITIONAL CRITERIA ADDITIONAL CRITERIA
• < 5 employees • 5+ employees
The surveys are administered to a representative sample1 • Informal firms • Formal (registered) firms
of firms in the non-agricultural, formal, private economy. • 100% state-owned firms • Minimum of 1% private
Sector coverage is defined consistently across all ownership
economies and includes the entire manufacturing sector
and most services sectors: retail, wholesale, automotive
3Figure 2: Characteristics of firms surveyed
Sector
33
51
116 Food [51] Machinery & Equipment [33] Other Manufacturing [116] Retail [80] Other Services [320]
320
80
Size
58
143
Small (5-19) [399] Medium (20-99) [143] Large (100+) [58]
399
Location
173
214
Western [214] Eastern [213] Southern [173]
213
Firms Characteristics Figure 3: Age distribution of firms
30
In addition to collecting information on the business
23
environment and firm performance, the ES also collect
information on characteristics of private firms. Figure 3 20 19 19
% of Firms
17
shows the distribution of firms in the private sector
according to their age, measured by the number of years
10
they have been in operation. The effect of the business 10 8
environment on firm performance may depend on firms’ 5
experience and longevity. Also, older firms and young
firms may differ in their ability to successfully navigate the
0
business environment. 0-10 11-20 21-30 31-40 41-50 51-60 60+
Firm Age (Years)
4Figure 4 exhibits the percentage of female participation in The incidence of training is measured by the percent of
employment, in top management and in firm ownership, firms that offer formal training and the intensity of
compared to the equivalent percentages for the region training is measured by the share of workers receiving
and for economies with similar income levels. Female training in the manufacturing sector.
inclusion in economic activity is necessary for promoting
shared prosperity, one of the twin development goals of Figure 6: Within firms offering training, proportion of
the World Bank Group. workers trained*
60 51
Figure 4: Female participation in employment, top 47
50
% of Firms
management and ownership 40
27
50 30
39 39 39 20
40 36 37
34
10
Percentage
30 0
19 18 18 Austria2021 Europe & Central Asia High Income
20
* only for manufacturing firms
10
0 Firm Performance
% Employees that % Firms w/ a % Firms w/
are female female top female If an economy’s business environment is supportive and
manager participation in
competitive, resources are often channeled to the most
ownership
productive uses and firms invest to further increase their
Austria2021 Europe & Central Asia High Income productivity. Using the responses to questions on annual
sales and the total number of permanent full-time
employees, both in the last fiscal year and three fiscal
Workforce years earlier, growth measures can be computed for each
firm. Figure 7 displays the resulting annual growth rate in
The ES collect workforce information such as the number employment and in real sales. By looking at business
of permanent full-time employees, the number of environment measures in conjunction with available
temporary employees, employees by gender, whether performance measures, policymakers can determine
formal training is offered, and the top manager’s which aspects of the business environment may be
experience working in the firm’s sector. In addition, for impeding or enabling the growth of the private sector.
manufacturing firms, the ES also collects the breakdown
Figure 7: Annual employment and sales growth
of the workforce between production and non-
production workers and between skilled and unskilled 6
3.9
production workers. Figures 5 and 6 highlight firms’ 4 2.9 3.0 2.6
investment in the skills and capabilities of their
% Annual
workforce. 2
0.2
Figure 5: Percentage of firms offering formal training 0
50 43 41 Annual employment growth Real annual sales growth (%)
40 35 -2 (%)
% of Firms
30
-4 -3.0
20
10
0
Austria2021 Europe & Central High Income Austria2021 Europe & Central Asia High Income
Asia
5Physical Infrastructure Figure 9: Days to obtain an electrical connection
60
51
A well-developed physical infrastructure, including roads, 50
40
electricity, water and telecommunications, is central to 40
Days
competitiveness and growth of an economy. Quality
30 23
infrastructure efficiently connects firms to markets for
20
inputs, products, and technologies. It reduces the cost of
production and enhances the competitiveness of firms in 10
domestic and international markets. 0
Austria2021 Europe & Central High Income
The ES capture the dual challenge of providing a strong Asia
infrastructure for electricity, water supply and For many industries in the manufacturing sector water is
telecommunications in addition to information on the also an important input in the manufacturing process.
development of institutions that effectively provide and Figure 10 presents the average number of water
maintain these public services. insufficiencies in a typical month experienced by firms in
the manufacturing sector. Interruptions in water
Efficiency in the operation of the private sector requires a provision can have serious harmful effects on firms’
reliable supply of electricity. Figure 8 shows the extent to operations.
which firms face failures in the provision of electricity as
measured by the percent of firms experiencing electrical Figure 10: Reliability of water supply*
outages and by the number of power outages. Inadequate 0.19
No. of Insufficiencies
0.20
electricity provision supply can increase costs, disrupt 0.15
production, and reduce profitability. 0.10
0.05
0.05
Figure 8: Reliability of electricity supply and related 0.00
0.00
losses
Austria2021 Europe & Central High Income
35 31.0 2 Asia
No. of Power Outages
30 * only for manufacturing firms
24.0
25
% of Firms
20 International Trade
0.8
15 10.8
10 Participation in international trade allows firms to
0.3
5 0.1 expand, raise standards for efficiency, import materials at
0 0 lower cost, and acquire updated and better technologies.
% of firms experiencing No. of power outages However, trading also requires that firms deal with
electrical outages customs and trade regulations, and often firms are also
required to obtain export and import licenses.
Austria2021 Europe & Central Asia High Income
The ES quantify the trade activity of firms and collects
information on the operational constraints faced when
Figure 9 displays the efficiency of infrastructure services exporting and importing. Figure 11 provides a measure of
by quantifying the number of days it takes to obtain an the intensity of foreign trade in the private sector,
electricity connection. Service delays impose additional captured by the percentage of firms that export directly
costs on firms and may act as barriers to entry and at least 10% of their total annual sales. Figure 11 also
investment. shows the percentage of manufacturing firms that use
inputs or supplies of foreign origin.
6Figure 11: Percentage of exporting and importing firms The ES provide indicators on the sources of firms financing
100 87
and on the characteristics of their financial transactions.
74 Figure 13 compares the various sources used to finance
80 70
purchases of fixed assets (investments). Investment
% of Firms
60 purchases can be financed by internal sources, banks,
40 29 inputs’ supplier credit, or other sources, including non-
17 21 bank financial institutions or personal networks.
20
Excessive reliance on internal funds may indicate
0 potentially inefficient financial intermediation.
% of firms exporting directly % Using inputs of foreign
origin*
Figure 14 displays two indicators of the use of financial
Austria2021 Europe & Central Asia High Income services by private firms: the percentage of firms with a
checking or savings account and the percentage of firms
with a bank loan. The former indicator measures the use
* only for manufacturing firms
of deposit mobilization services which helps firms to
Efficient customs procedures enable businesses to manage their liquidity and payments. The second
directly export and import goods. Figure 12 displays the indicator measures the use of financial services on the
average number of days to clear customs for exports and credit side. Availability of credit permits funding projects
imports. Delays in clearing customs for exports and that otherwise would be constrained by each firm’s
imports create additional costs to the firm, can interrupt limited pool of funds.
production, interfere with sales, and may result in
Figure 13: Sources of financing for purchases of fixed
damaged supplies or merchandise.
assets
Figure 12: Average days to clear exports and imports
through customs
Austria2021 16 11 81 2
7
6 6
6
5 4 4 Europe & Central Asia 14 44 74 3
4
Days
3 2
2
2 High Income 17 2 4 73 4
1
0
0 20 40 60 80 100
Exports at customs Imports at customs
% of Investment
Austria2021 Europe & Central Asia High Income Financed by banks Financed by equity
Financed by supplier credit Financed internally
Other
Access to Finance
Figure 14: Use of financial services
Well-developed financial markets provide payment 100 100 100 100
services, mobilize deposits, and facilitate funding for the
80
purchase of fixed assets – such as buildings, land,
% of Firms
machinery, and equipment – as well as working capital. 60 46
41 39
Efficient financial markets reduce the reliance on internal 40
funds or informal sources such as family and friends by 20
connecting firms that are creditworthy to a broad range 0
of lenders and investors. Small (5-19) Medium (20-99) Large (100+)
With checking/savings account With bank loan
7Crime and Informality Figure 16: Firms and informality
100 99 96 96
Firms can become the target of theft, robbery, vandalism, 80
or arson. Protecting themselves against crime imposes
% of Firms
costs as firms are forced to divert resources from 60
productive uses to cover security costs. Moreover, both 40 33 30
foreign and domestic investors perceive crime as an 17
20
indication of social instability, and crime drives up the cost
0
of doing business.
Compete with informal Registered when started
firms operations
Figure 15 displays the average security costs as a
percentage of sales for firms that pay for security, as well Austria2021 Europe & Central Asia High Income
as the average losses from theft and vandalism among
firms that experience losses. These resources represent
the opportunity cost of crime since they could have been Regulations, Permits, and Taxes
invested in productive activities.
Good economic governance in areas such as regulations,
Figure 15: Firms’ cost of crime business licensing, and taxation is a fundamental pillar of
a favorable business environment. Registered firms pay
3 2.6 taxes and are supposed to comply with regulations.
% of Sales
1.9
1.8 Figure 17: Time tax and meetings with tax officials
2
1.2 12 11 36 40
1.1 10.2
1 10 8.7
0.5
% of Firms
% of Time
8 22
0 6 17 20
% Sales in security costs % Sales in theft costs
4
Austria2021 Europe & Central Asia High Income 2
0 0
Senior mgmt time w/ % of firms that met with
When firms are formally registered, they are required to govt regulations tax officials
abide by rules and regulations, which are commonly set
by governments. Paying taxes is usually the most tangible Austria2021 Europe & Central Asia High Income
consequence of becoming part of the formal private
sector. Some firms try to avoid these consequences by Permits and licenses are usually required for business to
not registering their business and thereby remaining in operate, build a new structure, and to import directly,
the informal sector. A large informal sector may represent among other activities. Ideally, these regulations and
a challenge to competing formal firms as informal firms permits safeguard the general public’s interest while
are able to engage in practices that can give an unfair remaining transparent and not imposing heavy burdens
advantage over formal firms that must comply with the on the private sector.
prevailing rules and regulations.
The ES provide quantitative measures of regulations such
Figure 16 provides two measures of the incidence of as business licensing and taxation. Figure 17 illustrates
informality in the private sector. The first indicator is the the “time tax” imposed by regulations, which is the
percentage of firms that indicate that they face percentage of time spent by senior management dealing
competition from unregistered or informal firms. The with regulatory compliance. Figure 17 also presents the
second indicator is the percentage of currently registered percent of firms that were visted or required to meet with
firms that started operations being formally registered. tax officials.
8Figure 18 focuses on the efficiency of business licensing The ES capture individual transactions where bribes may
and permit services. The indicators measure the time be solicited. Figure 20 displays the extent to which firms
required to obtain an import license, a construction are requested to pay a bribe in order to receive selected
permit, and an operating license. Delays in obtaining public services. Businesses may be asked to pay bribes
licenses can be costly to entrepreneurs as they add when they request a construction permit, while trying to
uncertainty and additional costs to much needed business secure a government contract, or during meetings with
transactions. tax officials. These three types of transactions are
common instances where opportunities for bribery occur.
Figure 18: Number of days to obtain permits
160 145 Figure 19: Bribery incidence (percent of firms
140 experiencing at least one bribe payment request)
115
120
95 96 10 8
100
8
Days
80
% of Firms
59
60 6
32
40 4 3
14 15 15
20 2 1
0
0
Import license Construction Operating license
Austria2021 Europe & Central High Income
permit
Asia
Austria2021 Europe & Central Asia High Income
Figure 20: Percentage of firms requested or expected to
give gifts or informal payments
Complying with regulations is costly for businesses.
Excessive or inefficient regulations can discourage private 12 10
sector activity and foreign direct investment. 10 9
7
% of Firms
8
5
Corruption 6 4
4 2
1 1
Corruption by public officials can be a major 2
0
administrative and financial burden on firms. Corruption 0
creates an unfavorable business environment by For construction For govt contract In mtgs w/ tax
undermining operational efficiency and raising the costs permit officials
and risks associated with running a private firm.
Austria2021 Europe & Central Asia High Income
Inefficient regulations constrain firms’ operations as they
present opportunities for soliciting bribes, where firms Business Environment Obstacles
are required to make “unofficial” payments to public
officials to get things done. In many economies bribes are Most indicators in the ES are derived from survey
common and quite high and they add to the bureaucratic questions that ask businesses for their actual experiences
costs in obtaining required permits and licenses. They can dealing with the business environment. For example,
be a serious impediment for firms’ growth and “How many days did it take to get a permit?” or “How
development. many hours did the power outage last?”. A small number
of survey questions ask business owners or top managers
Figure 19 provides a composite index of corruption, the for their subjective opinion regarding the importance of
bribery incidence, that reflects the percentage of firms various business environment elements.
experiencing at least one bribe payment request across
six different transactions including paying taxes, obtaining Figure 21 shows the percentage of firms that consider a
permits or licenses, and obtaining utility connections. specific business environment obstacle as the most
important one. The respondent was asked to choose the
9biggest obstacle to their business from a list of 15 perceptions of managers of medium and small firms. This
business environment obstacles. The figure presents the is related to the capacity to navigate business
top 10 ranking obstacles compared to the regional environment obstacles: larger firms may have more
averages. options to face obstacles but at the same time they are
also more visible and more exposed to failures of the
Figure 22 displays the top 3 obstacles for small, medium,
business environment.
and large firms. In many economies, the perceptions of
managers of large firms are very different from the
Figure 21: Top ten business environment constraints
70 Austria2021
Europe & Central Asia
60 57
50
% of Firms
40
30
21
20
11
10
3 2 1 1 1 1 1
0
Inadequately Tax rates Labor Tax Electricity Political Business Access to Transportation Access to land
educated regulations administration instability licenses and finance
workforce permits
Figure 22: Top three business environment constraints by size
Small (5-19 Employees) Medium (20-99 Employees) Large (100+ Employees)
60 55 70 70 66
61
50 60 60
% of Firms
50 50
% of Firms
% of Firms
40
40 40
30
21 30 30
20 20
11 20 20 13 13
10 8
10 10
0 0 0
Inadequately Tax rates Labor Inadequately Tax rates Labor Inadequately Tax rates Labor regulations
educated regulations educated regulations educated
workforce workforce workforce
10Appendix
The following tables contain the values of all indicator variables used in the country profile.
Austria2021 Europe &
High
All Small Medium Large Central
Income
Firms firms firms firms Asia
Firm Characteristics
Age of the establishment (years) 34.8 31.2 43.1 50.0 19.4 23.7
Percent of firms with at least 10% foreign ownership 9.5 7.0 12.8 30.5 8.6 10.6
Percent of firms with at least 10% government/state ownership 0.0 0.0 0.0 0.0 0.6 0.3
Gender
Percent of firms with female participation in ownership 36.9 37.6 35.6 32.1 33.9 39.4
Percent of firms with a female top manager 18.8 20.1 17.8 4.2 18.3 17.8
Proportion of permanent full-time workers that are female (%) 39.2 40.8 35.5 32.1 39.3 36.1
Percentage of permanent full-time non-production workers that are
49.2 50.4 50.4 38.8 49.2 45.9
female*
Percentage of permanent full-time production workers that are female* 27.1 29.2 21.1 28.3 36.5 27.9
Workforce
Percent of firms offering formal training 42.6 35.2 60.3 71.9 34.7 41.1
Proportion of workers offered formal training (%)* 26.8 32.8 18.4 15.8 47.0 50.9
Years of the top manager's experience working in the firm's sector 26.8 27.0 26.0 27.9 20.6 24.2
Number of workers 22.6 8.1 36.2 184.7 30.7 27.7
Proportion of permanent workers (out of all workers) 98.0 97.9 97.9 99.3 95.6 95.0
Proportion of temporary workers (out of all workers) 2.0 2.1 2.1 0.7 4.4 5.0
Proportion of production workers (out of all permanent workers)* 63.2 64.3 61.7 59.3 70.9 69.0
Proportion of skilled workers (out of all production workers)* 92.0 93.6 92.9 79.5 78.2 80.1
Performance
Real annual sales growth (%) -3.0 -2.9 -2.5 -5.4 2.6 3.9
Annual employment growth (%) 0.2 0.2 0.4 -0.7 2.9 3.0
Innovation and Technology
Percent of firms that spend on R&D 25.1 19.9 34.3 59.3 11.3 14.6
Percent of firms that introduced a new product/service 50.0 45.8 61.2 63.3 34.4 39.8
Percent of firms whose new product/service is also new to the main
67.5 64.9 72.3 74.5 64.3 63.5
market
Percent of firms that introduced a process innovation 22.3 20.1 27.6 31.8 19.7 25.7
Infrastructure
Number of electrical outages in a typical month 0.1 0.1 0.1 0.1 0.8 0.3
Percent of firms experiencing electrical outages 10.8 10.8 11.0 9.7 31.0 24.0
Days to obtain an electrical connection (upon application) 22.8 18.2 42.8 10.7 40.5 50.6
Percent of firms experiencing water insufficiencies* 0.0 0.0 0.0 0.0 4.0 3.1
Number of water insufficiencies in a typical month* 0.0 0.0 0.0 0.0 0.2 0.0
Trade
Days to clear direct exports through customs 2.3 2.2 1.9 3.3 4.2 4.2
Percent of firms exporting directly (at least 10% of sales) 29.4 24.7 40.1 49.8 17.4 20.7
Percent of firms exporting directly or indirectly (at least 10% of sales) 32.2 27.4 43.5 52.8 22.2 25.9
Days to clear imports from customs* 1.8 1.9 1.9 1.3 5.9 5.6
Percent of firms using material inputs and/or supplies of foreign origin* 86.8 84.0 88.4 100.0 69.7 74.3
Finance
Percent of firms with a checking or savings account 100.0 100.0 100.0 100.0 95.9 97.6
Percent of firms with a bank loan/line of credit 41.8 40.8 45.5 39.2 38.9 44.8
Proportion of investment financed internally (%) 80.5 78.8 84.7 83.1 74.5 73.0
Proportion of investment financed by banks (%) 16.2 17.6 13.5 12.1 14.4 16.9
Proportion of investment financed by supplier credit (%) 0.6 0.8 0.0 0.4 4.0 3.9
Percent of firms using supplier/customer credit to finance working
9.2 7.5 14.0 12.8 23.3 26.2
capital
11Proportion of investment financed by equity or stock sales (%) 1.0 0.6 1.4 4.5 4.1 2.4
Crime
If the establishment pays for security, average security costs (% of
1.2 1.4 0.6 0.9 1.9 1.1
annual sales)
If there were losses, average losses due to theft and vandalism (% of
0.5 0.7 0.2 n.a. 2.6 1.8
annual sales)
Informality
Percent of firms competing against unregistered or informal firms 16.9 16.9 19.3 6.8 32.8 29.8
Percent of firms formally registered when they started operations in the
99.2 99.3 98.8 99.0 96.3 95.7
country
Regulations and Taxes
Senior management time spent dealing with the requirements of
10.7 10.3 12.1 10.1 8.7 10.2
government regulation (%)
Percent of firms that were visited or required to meet with tax officials 16.8 13.3 24.8 32.3 36.2 22.0
Days to obtain an import license 13.8 15.0 9.9 16.3 15.2 15.0
Days to obtain a construction-related permit 114.8 105.3 144.8 98.6 94.6 145.0
Days to obtain an operating license 96.2 50.9 193.5 83.5 32.0 59.2
Corruption
Bribery incidence (percent of firms experiencing at least one bribe
1.3 0.4 1.7 6.3 8.1 2.7
payment request)
Percent of firms expected to give gifts to get a construction permit 0.0 0.0 0.0 0.0 10.2 4.4
Percent of firms expected to give gifts to secure government contract 2.4 0.0 7.3 0.0 8.7 5.3
Percent of firms expected to give gifts in meetings with tax officials 1.5 0.0 0.0 14.7 6.9 1.3
Biggest Obstacle
Access to finance 0.9 1.2 0.3 0.0 9.3 6.1
Access to land 0.7 0.3 1.7 0.0 1.9 2.0
Business licenses and permits 1.4 1.3 1.7 1.5 2.7 2.8
Corruption 0.6 0.3 1.7 0.0 4.2 1.5
Courts 0.0 0.0 0.0 0.0 1.3 0.6
Crime, theft and disorder 0.3 0.5 0.0 0.0 1.6 1.6
Customs and trade regulations 0.2 0.0 0.7 0.0 2.5 2.2
Electricity 2.2 3.1 0.0 0.0 3.5 3.0
Inadequately educated workforce 57.3 55.5 60.8 65.6 17.8 24.5
Labor regulations 10.7 11.3 8.3 12.8 4.9 7.8
Political instability 1.5 1.5 1.6 0.0 9.3 5.4
Practices of the informal sector 0.5 0.8 0.0 0.0 12.2 9.2
Tax administration 2.6 2.4 2.2 6.9 4.7 5.4
Tax rates 20.6 21.4 19.7 13.1 19.5 22.9
Transportation 0.7 0.6 1.1 0.0 4.6 5.1
* These indicators are computed only for the manufacturing sector
1. The sample for each economy is stratified by industry, firm size, and geographic region. The level of detail of the stratific ation by industry depends on
the size of the economy. Stratification by size follows the three levels presented in the text: small, medium, and large. Regional stratification includes the
main economic regions in each economy. Through this methodology estimates for the different stratification levels can be calculated on a separate basis
while, at the same time, inferences can be made for the non-agricultural private economy as a whole. For more details on the sampling strategy, review
the Sampling Note available at www.enterprisesurveys.org.
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