Synopsis: Employment & working conditions:

Acknowledgements 5 Executive Summary 7 1. Introduction 8 2. City Competitiveness in the Global economy: Megatrends 12 3. City Competitiveness:

To complement this strand of work the Forum created the Global Agenda Council on Competitiveness as part of the Network of Global Agenda Councils.

The objective of this work is to inspire and motivate city leaders, the private sector and civil society to work together to address the most important competitiveness challenges of cities by shedding light on creative and innovative initiatives put into place by cities around the world.

I thank all of them for their sterling work. But I will single out Kevin Murphy, President, Partners for Sustainable Development and President and Chief executive officer, J. E. Austin Associates, USA,

My thanks also go to Margareta Drzeniek Hanouz for her excellent work as World Economic Forum coordinator of our Council.

Also, a group of informal advisers provided comments to help us structure the work appropriately.

and Director, European Centre for International Political economy, Brussels The Competitiveness of Cities 5 Executive Summary Cities have been the engines of productivity and growth throughout history,

2. Policies and regulation of the business environment (what to reform) Getting the basics right Stable and prudent macroeconomic policies, efficient and simple taxation, a flexible labour market, openness to trade and foreign

Obviously, priorities for a Western city with a stable population and facing sluggish growth, unemployment and ageing demographics will be quite different to those of an emerging-market city with lower income levels, high growth

Objectives The objectives of this work are to encourage city leaders, policy-makers at local, regional, national and international levels,

and academic and other experts to focus on competitiveness at the city level; and, to encourage a rich global dialogue on this issue

one of cities connected across land borders, seas and oceans through the exchange of goods and services, foreign direct investment, migrant and short-term workers,

and a critical driver of productivity, growth and employment in both developed and developing countries.

The internet, mobile communications and social media have empowered vast numbers of individuals across the globe to work,

Macroeconomic policies related to the city's fiscal policies (revenue and expenditure) Business-environment policies and regulations related to markets for goods, services, capital and labour, many of which are captured well in the World bank's Doing Business index.

Foreign economic policies that position a city in the global economy through international trade, finance, foreign direct investment (FDI), foreign workers and tourism, all as part of clusters of economic activity linked to global value chains 3

Together, these mini case studies constitute a relatively representative sample illustrating how city competitiveness works in different situations and contexts.

Chattanooga will need a new generation of highly educated labour. Governor of Tennessee Bill Haslam has announced recently a plan to make two years at Tennessee community colleges

and a result of Chattanooga's work in improving its business incentives, environmental sustainability and workforce capabilities.

Now, the city boasts lower-thannational-average unemployment. While still employing 100,000 people as America's second largest market for industrial metal employment,

Pittsburgh successfully reinvented itself by attracting and creating new industries, even earning a new moniker, Roboburgh, for its success in robotics and advanced manufacturing.

Innovation Works, a state-run programme, promoted and supported entrepreneurship. Private-public partnerships like Innovation Works have become a powerful tool not only for directing finance to deserving start-ups and growing companies,

but also in providing channels of communication and cooperation between various economic stakeholders. This sort of effort was combined with the already existing foundations of a skilled workforce

surpassing the national average in employment and job growth and providing lessons on how to be more economically competitive.

there is a shortage of highly skilled workers and a skills mismatch with the evolving needs of the private sector.

Creating one connected regional labour market linked to a multimodal transportation network should give a boost to the region's ability to attract investors.

Curitiba has overcome the effects of disorganized urban sprawl through a sound strategy built on its Bus Rapid Transit system and community work,

Santiago is implementing a complete streets programme that brings in urban planning experts to oversee new design concepts

Unemployment declined from over 18%in 2003 to under 10.8%in 2012. Leipzig is known for style

and unemployment dropped from 10.9%in 2005 to 5%in 2010. Since the Polish regional governance system was reformed in the 1990s,

The centrally located zone is also the seventh largest in Turkey in employment generated. Electronics, machinery and automotive have now become Manisa's leading industrial sectors.

with its new modern university, hold conferences on major issues of the day, with experts in science, math and letters.

and experts in diabetes the third, and so on. Intellectual stimulation could be added to spiritual activities. Medina could recapture an intellectual leadership role,

investment and labour force but is also a regional hub for a diverse set of industries.

which graduates 27,000 students from two public universities, 500 private higher institutes and vocational training centres.

including a huge, available labour force. The city is the principal financial centre in Nigeria, with Africa's second largest stock exchange and a wide range of financial services

The combination of a favourable business environment with a good quality of life makes the city a desirable place for both work and living.

Cheap and abundant skilled labour acted as an additional advantage (the work force participation rate increased to 28.99%in 1991) for attracting several Fortune 500 and Indian companies.

generating employment opportunities, shaping the public infrastructure service provision and enhancing other vital facilities like education.

and organize larger recruitment drives. According to the India City Competitiveness Report 2013, Hyderabad was ranked as the India's best city in the category of supplier sophistication.

which is coupled well with government policies, good infrastructure facilities and other favourable factors like skilled workers.

Innovation in the SEZ was highlighted via the publication of Regulations on the Promotion of Science

Low unemployment: Efforts have been made to promote high-quality employment. In 2013,43, 300 new jobs were created. The unemployment rate is under 2. 28%.

%Zhuhai has big plans for the future, including the completion of the Hong kong-Zhuhai-Macau Bridge in 2016.

by helping potential manufacturers see that the comparative advantages of Penang lie not in low-cost labour or large internal markets,

however over 300 foreign investors by leveraging a skilled technical labour pool. Companies such as Bose and Intel have taken advantage of this.

and creating competitive infrastructure for shipping, logistics, air travel, real estate, tourism, knowledge work, finance, media, high technology and many other industries.

Dubai also has both a labour court and a real estate court that deal exclusively with matters related to these areas.

It has virtually full employment. The government has run consistent budget surpluses since the 1980s and accumulated huge official reserves (now about $280 billion.

But manufacturing employment has shrunk to about 10%of the workforce. Explaining Competitiveness: Applying the Four-Part Taxonomy 1. Institutions (how to reform) Singapore provides a textbook example of leadership and vision.

The government-linked corporate sector is extremely powerful in domestic capital, land and labour markets. This has crowded probably out domestic private-sector development.

The labour market is flexible, without the intrusive and bureaucratic employment legislation that characterizes the West and many developing countries.

There is a safety net but a basic one that has eschewed largely middle-class entitlements. Singapore has funded systems for healthcare, pensions and social security,

This encourages bourgeois virtues individual responsibility, hard work, thrift and voluntary cooperation for social welfare goals.

it is extremely open to migrants and foreign workers across the skill spectrum. Foreigners are about 40%of the population high even by global-city standards,

labour and capital. A weak domestic private sector is the Achilles heel of the economy. Small and medium-sized enterprises (SMES) account for half of GDP and the bulk of employment.

About half are owned foreign, but most locally-owned SMES are small (rather than medium-sized)

Over decades, government promotion of MNCS on the one side, and GLCS on the other, has squeezed them in the middle.

Migrant workers have become a neuralgic issue. This is a result of a big expansion in migrant numbers during the past decade, with concomitant pressures on wages, housing, public transport and schools.

The government has responded to a public backlash with tighter caps on low-wage migrant workers, as well as encouraging firms to employ more Singaporeans in middle-class occupations, especially in finance and IT.

Businesses now complain of labour shortages and rising costs. This hits SMES particularly hard, as they are most reliant on low-wage labour.

Of course immigration is an issue that has to be managed sensitively. But Singapore needs more foreigners at the top end, bottom end and even in the middle of the income scale in absolute numbers and perhaps even in relative terms.

as could workers, but linked to Singapore in seamless supply chains. However, this depends on good and improving Singaporean-Malaysian relations at the political level.

Since the late 1990s, focus has also been on expanding higher education and vocational training universities, polytechnics and institutes of technical education and improving their quality.

labour and capital. Twenty-first-century globalization also brings wider inequality, especially for a small, highly open economy,

African americans from the South migrated to Detroit in search of employment, making Detroit the fifth largest populated city in America in 1950 with over 1. 8 million residents.

As people began to leave, the city levied a new income tax on its residents in 1962 and,

However, generous city employee benefits and pensions continued, and have increased Detroit's legacy costs to a total of $3. 5 billion in unfunded pension liabilities and $5. 7 billion in unfunded retiree healthcare liabilities.

The collapse of the US national housing market in 2008 and the weakness of the national economy hit Detroit especially hard, further eroding property values and increasing unemployment,

By 2009, unemployment in Detroit stood at 25, %although it has improved since by 9%,according to the Bureau of Labor Statistics.

so that they (through their union representatives) approve the adjustment plan; and (2) to preserve intact the city's art collection,

leaving thousands of individuals fundamentally unprepared for post-secondary education or basic employment training. Innovative programmes such as the Detroit Scholarship Fund,

Such attraction will depend on its ability to appeal to an inbound population that sees Detroit as a destination of opportunity, for quality of employment and education,

and healthcare for retired workers) has wrought a devastating price on Detroit's workforce, government, businesses and financial stakeholders.

Unemployment at one point hit 26%,with a dominant pessimistic psychology among the population, which seemed to lack selfesteem and influence.

and (e) a network of welfare at the service of society in terms of education, health and social welfare (beyond social principles), considered as key factors of competitiveness as well as sources for economic development, job creation, new industries and clusters.

but having a unique, integrated and systemic framework to work in a convergent, complete context;

municipal service centres (e g. education, health, sports, culture, entertainment), energy, telecommunications and unemployment activities for the following programmes:

connectivity and innovative access to new sources of employment and welfare has made up the soft vector of strategies of Bilbao.

using the same players (methods, consultants, initiatives, among others), but only some of the approaches succeed.

with only 4. 5%of the national labour force. The GDP per capita in Nuevo León is $19, 900, the highest in Mexico,

and, employment opportunities, education and health services attracted a large population to these growing cities. The economic downturns that affected the growth of Mexico's GDP in the early 1980s were an incentive for the main industries in Monterrey to enter international markets.

A culture of productive work, personal accountability and social responsibility A dynamic entrepreneurial ecosystem that promotes the pursuit of new opportunities, innovation and growth A history of strong private and public leaders

While economic conditions are strong due to its business and working population, the city suffers from a fragile institutional framework.

the perception of corruption (80%of the population believes that more than half of the public employees are corrupt;

The Competitiveness of Cities 43 Interrelationships and Summary Throughout its history, the city has overcome natural, security and economic threats due to its entrepreneurial culture, work ethics,

A strong focus on building high-quality private and public academic institutions has been essential for building the competitiveness stature of the city and the strong competencies and work ethic of its population.

Human resources policy Ningbo continues to focus on occupational skills training for migrant workers to provide it with sufficient labour resources

and focuses on higher-education policy to develop high-quality human resources for city competitiveness. Ningbo implements talent projects such as Overseas Engineers,

400 talented people to work in Ningbo, including overseas Chinese. There are also more than 1, 500 foreign experts working in Ningbo,

which has become one of the most preferred cities in China for overseas talent, entrepreneurship and innovation.

with a sanitary inspector, two subinspectors and three supervisors, who in turn employed round-the-clock cleaning staff.

Rao also did an excellent job of motivating his staff, using a carrot-and-stick approach.

and removed artificial barriers between the staff. He also instituted what he called a shift from AC to DC,

What this implied was that senior staff could no longer sit around in their plush offices

Besides, this had the dual effect of letting lower-level workers know that those senior to them were also trying to solve the same problems.

Rao realized that there were many workers who were simply coasting on a government job and salary.

Disciplinary action was taken against 1, 200 workers, from sweepers to senior staffers, some of whom were asked also to take voluntary retirement.

The trade unions which had been taken into confidence, understood the resentment ordinary citizens felt towards SMC workers,

and did not appear to be much of an obstacle. It is worth mentioning here that the SMC did an excellent job of media management;

Such consultation and meaningful delegation of decision-making powers was empowering to middle management. In addition to improve the experience for citizens,

i e. stable and prudent macroeconomic policies, efficient and simple taxation, a flexible labour market, openness to trade and foreign direct investment, simple and transparent domestic business regulation.

but that often still leaves coordination problems among municipal, provincial (state) and national authorities. Coordination within a city-region is especially important.

Stable and prudent macroeconomic policies, efficient and simple taxation, a flexible labour market, openness to trade and foreign direct investment, simple and transparent domestic business regulation, a safety

External openness has been critical to Singapore's success in every phase of its post-independence development from attracting MNC-investment for cheap-labour assembly operations to higher-value electronics production

easing restrictions on land use and on labour movement, strengthening private property rights, welcoming private-sector participation in infrastructure projects

and labour-movement restrictions to reduce sprawl and promote urban density. Intelligent Choices in Infrastructure:

Indeed, rivers that were transport arteries for goods in the industrial age have become the setting for liveable spaces for tourists and knowledge workers in the post-industrial age.

to a professional user with multiple devices powered by cloud-service-based apps spanning work and life.

And, they should think of every citizen as a potential dual user of city services people who use technology for their work but also use it intensively in their personal lives.

and a personal calendar to remind users to leave work and arrive at their children's sports games on time.

Many have to grapple with sluggish growth, ageing populations, unemployment, high levels of unfunded public debt and inner-city blight.

Azua, President and Chief executive officer, Enovatinglab, Spain Catalina Crane, High Presidential Adviser for Public and Private Affairs, Office of the President of Colombia, Colombia Mohamed El Dahshan

, Regional Economist, African Development Bank, Côte d'ivoire Janamitra Devan, Independent Adviser, Strategy and Leadership, USA Gao Changlin

Murphy is co-author of the World bank guide Clusters for Competitiveness, an adviser to competitiveness initiatives in 15 countries,

He is a Member of the Global Agenda Council on Competitiveness. 5. This case study was written by Jose Antonio Torre Medina, Rogelio Cortes and Marcia Campos, Adviser for Government and Public Policy and Professor

The three case studies from Malaysia, Philippines and Republic of korea (Penang, Cebu and Busan, respectively) were written by Janamitra Devan, Independent Adviser, Strategy and Leadership, USA.

Professor Klaus Schwab Executive Chairman Professor Xavier Sala-i-Martín Chief Advisor of The Global Competitiveness and Benchmarking Network Espen Barth Eide Managing director

Associate We thank Hope Steele for her superb editing work and Neil Weinberg for his excellent graphic design and layout.

and Cecilia Serin 1. 3 The Executive Opinion Survey: 85 The Voice of the Business community by Ciara Browne, Attilio Di Battista, Thierry Geiger,

Albania Institute for Contemporary Studies (ISB) Artan Hoxha, President Elira Jorgoni, Senior Expert Endrit Kapaj, Expert Algeria Centre de Recherche en

Director Gerhard Schwarz, Coordinator, Survey Department Azerbaijan Azerbaijan Marketing Society Fuad Aliyev, Deputy Chairman Ashraf Hajiyev, Consultant Bahrain Bahrain Economic

& Investment Randall Krantz, Strategy Adviser Bosnia and herzegovina MIT Center, School of economics and Business in Sarajevo, University of Sarajevo Zlatko Lagumdzija, Professor Zeljko Sain, Executive director Jasmina

Selimovic, Assistant Director Botswana Botswana National Productivity Centre Letsogile Batsetswe, Research Consultant and Statistician Baeti Molake, Executive director Phumzile Thobokwe, Manager, Information

Bulgaria Center for Economic Development Adriana Daganova, Expert, International Programmes and Projects Anelia Damianova, Senior Expert Burkina faso lnstitut Supérieure des Sciences de

National Competitiveness Council Jadranka Gable, Advisor Kresimir Jurlin, Research Fellow Cyprus European University Cyprus, Research center Maria Markidou-Georgiadou, Consultant Bambos

General manager Tegenge Teka, Senior Expert Finland ETLA The Research Institute of the Finnish Economy Markku Kotilainen, Research director Petri Rouvinen, Research director Vesa Vihriälä, Managing director

Managing director of Human resources and Marketing Tinna Jóhannsdóttir, Marketing Manager Snaebjorn Kristjansson, Operational R&d Manager India Confederation of Indian Industry (CII) Chandrajit Banerjee, Director

PDR Enterprise & Development Consultants Co.,Ltd Latvia Stockholm School of economics in Riga Arnis Sauka, Head of the Centre for Sustainable Development Lebanon Bader Young Entrepreneurs

Technical and Marketing Director and Analyst Habib Sy, Director Général Mauritius Board of Investment, Mauritius Manaesha Fowdar, Investment Executive, Competitiveness Khoudijah Maudarbocus-Boodoo

Associate Nepal Centre for Economic Development and Administration (CEDA) Ramesh Chandra Chitrakar, Professor, Country Coordinator and Project Director Ram Chandra Dhakal, Executive director and Adviser

Al-Ismaily, Chairman Public Authority for Investment Promotion and Export Development (ITHRAA) Azzan Qassim Al-Busaidi, Director General, Research & E-Services Pakistan

Consultant Maria Elena Baraybar, Project Assistant Luis Tenorio, Executive director Philippines Makati Business Club (MBC) Isabel A. Lopa, Deputy Executive director Michael B

Administrative Staff Fatou Gueye, Teacher Gisèle Tendeng, Accountant Serbia Foundation for the Advancement of Economics (FREN) Aleksandar Radivojevic, Project Coordinator Svetozar Tanaskovic, Researcher

Chan, Assistant Managing director, Planning & Policy Cheng Wai San, Director, Research & Statistics Unit Teo Xinyu, Executive, Research & Statistics Unit 2014 World

Economic policy Officer Kenneth Woei-A-Tsoi, Executive director Swaziland Federation of Swaziland Employers and Chamber of commerce Mduduzi Lokotfwako, Coordinator, Trade & Commerce Nyakwesi Motsa, Administration & Finance

Hassen, Executive Counsellor Turkey TUSIAD Sabanci University Competitiveness Forum Izak Atiyas, Director Ozan Bakis, Project Consultant Sezen Ugurlu, Project Specialist

Uruguay Bruno Gili, Professor Isidoro Hodara, Professor Venezuela CONAPRI The Venezuelan Council for Investment Promotion Litsay Guerrero, Economic Affairs and Investor Services Manager

The Partner Institutes are instrumental in carrying out the Executive Opinion Survey which provides the foundation data of this Report as well as imparting the results of the Report at the national level.

The recovery in the United states seems to be grounded comfortably with strong output and employment figures.

high unemployment, and financial fragmentation. Emerging economies are forecasted to grow more modestly than they did in the past.

this work is a critical reminder of the importance of sound structural economic fundamentals for sustained growth.

the Forum through its Global Agenda Council on Competitiveness has engaged in a parallel strand of work to analyze the drivers of competitiveness at the level of the city.

Box1 presents some of the main conclusions of this work. In addition in order to better place the discussion of competitiveness into a societal and environmental context,

The work carried out to date on these important aspects of human and economic development is described in Chapter 1. 2 of this Report.

The final objective of the Forum's work in this area is to inform a series of structured multi-stakeholder dialogues that can raise awareness

Most obviously, priorities for a Western city with a stable population, facing sluggish growth, unemployment,

Catalina Crane, High Presidential Adviser for Public and Private Affairs, Office of the President of Colombia, Colombia;

Janamitra Devan, Independent Adviser, Strategy and Leadership, USA; Gao Changlin, Deputy Director-General, Exchange, Development and Service Center for Science and Technology (STTC), People's republic of china;

and services to market in a secure and timely manner and facilitate the movement of workers to the most suitable jobs.

Workers who are ill cannot function to their potential and will be less productive. Poor health leads to significant costs to business,

as sick workers are often absent or operate at lower levels of efficiency. Investment in the provision of health services is thus critical for clear economic,

Basic education increases the efficiency of each individual worker. Moreover, often workers who have received little formal education can carry out only simple manual tasks

and find it much more difficult to adapt to more advanced production processes and techniques,

today's globalizing economy requires countries to nurture pools of well-educated workers who are able to perform complex tasks

The extent of staff training is taken also into consideration because of the importance of vocational and continuous on-the-job training

which is neglected in many economies for ensuring a constant upgrading of workers'skills. Sixth pillar:

Labor market efficiency The efficiency and flexibility of the labor market are critical for ensuring that workers are allocated to their most effective use in the economy

Labor markets must therefore have the flexibility to shift workers from one economic activity to another rapidly and at low cost,

where rigid labor markets were an important cause of high youth unemployment. Youth unemployment continues to be high in a number of European countries as well

where important barriers to entry into the labor market remain in place. Efficient labor markets must also ensure clear strong incentives for employees

and efforts to promote meritocracy at the workplace, and they must provide equity in the business environment between women and men.

Taken together these factors have a positive effect on worker performance and the attractiveness of the country for talent,

two aspects that are growing more important as talent shortages loom on the horizon. Eighth pillar:

and working conditions that are embedded in organizations and are covered therefore largely by the eleventh pillar of the GCI.

Furthermore, the GCI uses data from the World Economic Forum's annual Executive Opinion Survey (the Survey) to capture concepts that require a more qualitative assessment or for

This two-year process will gather insights from high-level experts in academia along with practitioners and business leaders to identify the improvements needed to capture the evolving nature of the drivers of competitiveness.

The labor market balances employee protection with flexibility and the country's business needs (1st. Public institutions are among the most effective and transparent in the world (7th),

Respondents to the Executive Opinion Survey 2014 cited the difficulty of finding qualified workers as the single most problematic factor for doing business in the country.

The recent acceptance by Swiss citizens of an initiative aimed at limiting the ability of European union (EU) workers to immigrate by reintroducing quotas could exacerbate the problem

and the country manages to use its existing talent efficiently (7th) despite some persistent rigidities in its labor market, most notably in terms of wage determination (143rd),

such as the introduction of a minimum wage, could reverse this positive trend. In the context of declining population growth, a more holistic approach to immigration and more incentives for women to remain in the labor market are going to be crucial for the country to ensure a supply of talent.

and firing workers. In addition, the participation of women in the labor force (88th) is one of the lowest among OECD members.

especially in terms of hiring and firing practices (123rd) and wage determination (135th) these rigidities are regarded as the most problematic factor for doing business in the country.

strong labor-employer relations; and a very high percentage of women in the labor force. Despite the drop of one position that leads to Belgium's 18th place in the rankings, the country has improved slightly its competitiveness score thanks to a better macroeconomic performance with a lower public deficit,

which reduces incentives to work (141st); and the cost of the country's public debt which is close to 100 percent of GDP.

and reduce the country's stubbornly high level of unemployment. Traditionally a black spot the situation of France's labor market has improved markedly over the year (61st, up 10), thanks to increased flexibility,

although cooperation in labor-employer relations and the flexibility of wage determination are perceived more favorably (52nd and 43rd, respectively) than in last year's edition,

and a very rigid labor market (136th) that hinders employment creation. Overall, Italian companies most notably small and medium-sized enterprises (SMES) continue to suffer from weak access to financing (139th) that

Australia ranks 136th for the rigidity of its hiring and firing practices and 132nd for the rigidity of its wage setting.

the cost associated with making a worker redundant is equivalent to 58 weeks of salary (139th).

and 90 percent of its employment. 4 It is therefore urgent that the government create the right incentives for businesses to register

this in turn could result in more employment opportunities for the country's rapidly growing population. Despite the abundance of low-cost labor, India has a very narrow manufacturing base.

The services sector accounts for just 28 percent of employment but for 56 percent of the economy.

For example, the vibrant business-process outsourcing sector employs 3. 1 million workers, or 0. 6 percent of India's 482 million strong labor force (but accounts for 6 percent of GDP).

despite some rigidities in its labor market that result from its persistent high redundancy costs (120th).

and a poor education system (126th) that fails to provide workers with the necessary set of skills for an economy in transition toward more knowledge-based activities.

These endeavors will help drive private-sector employment that, in turn, is necessary to provide sufficient numbers of gainful and sustainable jobs for the countries'populations.

More efficient use of talent in particular, enabling a growing share of educated women to work

for example, it must address both unemployment among young people (31.3 percent in 2012) and the consequence of the conflict in neighboring Syria,

and efficient (139th) would allow the country to increase employment in the medium term and provide new entrants to the labor market with enhanced opportunities.

and providing the region's (young) population with the necessary skills to carry out higher-value-added employment.

and creating sufficient employment also present considerable challenges. The health of the workforce is ranked 132nd out of 144 economies as a result of high rates of communicable diseases and poor health indicators more generally.

and labor market efficiency (113th) is affected by extremely rigid hiring and firing practices (143rd), wage inflexibly (139th),

and continuing significant tensions in labor-employer relations (144th). Raising education standards and making its labor market more efficient will

with its youth unemployment rate estimated at over 50 percent. Botswana remains stable this year at 74th place, the fourth spot in the region.

which introduced additional checks and balances on executive power, Kenya has registered also improvements in the institutions pillar (now at 78th, up from 123rd five years ago).

and labor-employer relations are reasonably good (57th). Moreover, Senegal hosts relatively good ports (58th),

although concerns about the quality of labor-employer relations (97th), hiring and firing practices (78th),

In addition, some aspects of its labor market such as the country's strong female participation in the labor force (6th) and reasonable redundancy costs lend themselves to efficiency.

Also critical, in view of the country's rapidly growing population and high unemployment, are investing in the healthcare system and primary education (135th) as well as higher education and training (138th.

or employees'skills development strategies. If businesses could be engaged in this way, the positive spill over effects of their investments could result in higher societal gains.

NOTES 1 The Global Competitiveness Index is based on the result of the work of Sala-i-Martín and Artadi 2004.2 Schumpeter 1942;

and Kaplan 2009 for country studies demonstrating the importance of flexible labor markets for higher employment rates and,

the agricultural sector in GDP remains high at 25%,accounting for more than 60%of employment on average and for more than 80%in many countries.

Labor Regulation and Employment in India's Retail stores. Journal of Comparative Economics 37 (1): 47 61.

Job creation and Labor Reform in Latin america. Journal of Comparative Economics 37 (1): 91 105. Kaufmann, D. and T. Vishwanath. 2001.

The seminal work of Solow (1957) provided a methodology to estimate the growth rate of productivity

Why Do Some Countries Produce So much More Output Per Worker than Others? The Quarterly Journal of Economics 114 (1): 83 116.

Indicators that are derived not from the Executive Opinion Survey (the Survey) are identified by an asterisk(*)in the following pages.

33%5. 07 Local availability of specialized research and training services 5. 08 Extent of staff training 6th pillar:

50%7. 01 Cooperation in labor-employer relations 7. 02 Flexibility of wage determination 7. 03 Hiring and firing practices 7. 04 Redundancy costs

This work aims to shape the agenda by catalyzing public-private platforms that help governments draw on their joint expertise to identify

Since 2010, the World Economic Forum in collaboration with a multi-stakeholder Advisory board of international experts (Box1) has embarked on an effort to integrate the concept of sustainability into its competitiveness work.

Findings from the Executive Opinion Survey (the Survey) show that the stringency of regulations has increased by more than 0. 1 points in the last 10 years,

World Economic Forum, Executive Opinion Survey, multiple years. Note: Full Survey questions are provided here: Stringency of environmental regulations:

ozone levels below federal air quality standards have a positive impact on productivity (a 10 parts per billion decrease in ozone concentrations raises worker productivity by 4. 2 percent).

These workers usually receive less on-the-job training than their counterparts in stable positions, thus reducing the overall level of human capital.

youth unemployment is rising, and access to basic services remains a challenge. Even in several fast-growing developing countries, it appears that growth has made not a notable dent in income inequality or poverty,

The question of how to unlock new sources of productive employment and strengthen the contribution of economic growth to improvements in broad living standards is becoming an increasingly important concern for political and business leaders in developed and developing countries alike.

building on its existing benchmarking and sustainability work. The mechanisms through which growth-enhancing policies impact poverty

creates productive employment opportunities for the majority of the country's population, and reduces poverty. 4 Reductions in excessive income inequality have emerged also as a prerequisite for inclusive growth,

By doing so, the Global Project on Inclusive Growth aims to shed light on the full spectrum of policy levers available to promote social participation in the process and benefits of economic growth without dampening incentives to work

In advanced economies, welfare states promote the economic and social well-being of the society by protecting their members from excessive loss of income during old age and during periods of unemployment or illness.

and can hamper the incentives to work, innovate, and excel. In order to be sustainable, a social protection system needs to be well balanced and affordable.

When workers have access only to short-term contracts or vulnerable employment, they are exposed to negative shocks

and to all the costs associated with unemployment. Moreover, a widespread black economy may affect the resilience of a social system,

since informal workers are more vulnerable to concerns related to job loss, old age, maternity, disability, or illness.

Other efforts to measure specific aspects of social sustainability include the World bank's Worldwide Governance Indicators Framework and the International labour organization's Decent Work initiative. 35 For the metrics of environmental sustainability,

because most are prerequisites for job creation and long-term sustainable growth. This link is one of the reasons that policymakers find them attractive.

Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all 7th pillar (labor market efficiency) Goal 9:

Vulnerable employment as a percentage of total employment, the Extent of the informal economy, and Social safety net protection.

The vulnerable employment indicator measures the percentage of people who are self-employed in a small business

A workforce that is less integrated leaves workers more vulnerable to concerns related to job loss old age, maternity, disability, or illness.

the Income Gini index, Social mobility, and Youth unemployment. The income Gini index is a measure of income inequality,

Additionally, low expectations for the future in a context of high unemployment and persistent inequality can spark political instability.

Finally, high youth unemployment can reduce social cohesion and incur significant economic and social costs. It depresses lifetime earnings for unemployed workers

taking a toll on their health and reducing the potential of the next generation to succeed.

From an economic standpoint, high youth unemployment Access to basic necessities Vulnerability to economic exclusionsocial cohesion Access to sanitation Access to improved drinking water Access to healthcare Vulnerable employment

Extent of informal economy Social safety net protection Income Gini index Social mobility Youth unemployment Figure 2:

the Forum has continued to work closely with experts at Yale's Center for Environmental law and Policy (YCELP), with the Center for International Earth science Information Network (CIESIN) at Columbia University's Earth Institute,

Youth unemployment is slightly increasing but remains at a fairly low level (8. 4 percent), while social protection and mobility remain in line with past rankings, painting a positive picture of The swiss social system.

US competitiveness improves slightly but less than that of other advanced economies because of its still-high levels of income inequality and youth unemployment (15 percent on a decreasing trend).

Finland, despite an inclusive social system and a track record of managing resources responsibly, has to address a rather high level of youth unemployment (approximately 19 percent

On the social sustainability pillar, it is characterized by relatively low youth unemployment, widespread access to healthcare,

Japan delivers a relatively positive performance on the social sustainability component as a result of its low youth unemployment, its small informal economy,

Sweden has the highest youth unemployment rate within the Nordic group which results in its relatively weaker position within the Nordics on the social sustainability pillar.

Norway attains the strongest social sustainability performance of all the countries in the sample this year, balancing low inequality and social protection with high mobility and low level of unemployment.

In the United arab emirates, low youth unemployment and wide access to basic necessities positively influence social sustainability,

and the welfare system is available only to some full-time urban workers. The country does not report data related to youth unemployment or vulnerable employment;

these indicators cannot therefore be assessed. On the environmental sustainability side, China encounters some severe difficulties especially concerning water and air pollution.

In terms of social sustainability, the most critical area remains the significant share of the population in vulnerable employment,

South africa's main social problems remain its extremely high income inequality and youth unemployment, but inadequate access to healthcare and a poor social safety net are also contributing to a below par result on the social sustainability dimension.

However, these factors are compensated partially by its low youth unemployment and almost universal access to improved drinking water.

its low youth unemployment and widespread access to water and sanitation offset its relatively high level of inequality, its widespread informal economy,

Assessing Progress toward Sustainable Competitiveness 72 The Global Competitiveness Report 2014 2015 employment to poverty risk.

In terms of social sustainability, the country's main challenges are the insufficient coverage of its social safety nets in the context of large segments of its population living with vulnerable employment and low social mobility.

Social sustainability is hindered mainly by the population's very uneven access to sanitation (still only 36 percent of Indians have access to these basic services) and high rates of vulnerable employment.

Youth unemployment has increased and inequality remains relatively high. In terms of environmental sustainability, however, Kenya has been sensitive to the loss of biodiversity that accompanies its socioeconomic development

and large portions of the population work in vulnerable jobs or in the informal economy and do not have access to social security.

Information about the Decent Work initiative is available at http://www. ilo. org/integration/themes/mdw/lang--en/index. htm. 36 For more information on the EPI,

For example, Germany performs well on the social sustainability pillar despite an existing trend of decreasing wages in Germany where, according to the Federal Employment agency,

and J. Van Reenen,‘‘Privatization and the Decline of the Labour's Share: International Evidence from Network Industries.''

IMF Staff Discussion Note 11/08. WASHINGTON DC: International monetary fund. Available at http://www. imf. org/external/pubs/ft/sdn/2011/sdn1108. pdf. Bughin, J.,M. Chui,

Asian Decent Work Decade Resource Kit: Competitiveness, Productivity and Jobs. Available at http://www. ilo. org/asia/whatwedo/publications/WCMS 098152/lang--en/index. htm IMF (International monetary fund.

IMF Staff Discussion Note 14/02. WASHINGTON DC: International monetary fund. Available at http://www. imf. org/external/pubs/ft/sdn/2014/sdn1402. pdf. Parry,

The Impact of Pollution on Worker Productivity. NBER Working Paper No. 17004. Cambridge, MA: National Bureau of Economic Research. 2014 World Economic Forum 1. 2:

STRUCTURE OF THE SUSTAINABILITY PILLARS The computation of the sustainability components is based on an arithmetic mean aggregation of scores from the indicator level. b Variables that are derived not from the Executive Opinion Survey (the Survey) are identified by an asterisk(*)in the following pages.

Social sustainability pillar S01 Income Gini index*S02 Youth unemployment*S03 Access to sanitation*d (log) S04 Access to improved drinking water*d S05

Access to healthcare servicesd S06 Social safety net protection S07 Extent of informal economy S08 Social mobility S09 Vulnerable employment*Environmental sustainability

national sources S02 Youth unemployment Percent of total unemployed youth to total labor force aged 15 24 2012

or most recent Youth unemployment refers to the share of the labor force aged 15 24 without work but available for and seeking employment.

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report.

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report.

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report.

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report.

S09 Vulnerable employment Proportion of own-account and contributing family workers in total employment 2012 or most recent Vulnerable employment refers to unpaid family workers and own-account workers

as a percentage of total employment that is, the share of own-account and contributing family workers in total employment.

A contributing family worker is a person who is selfemployed in a market-oriented establishment operated by a related person living in the same household,

in terms of the working time or other factors to be determined by national circumstances, is not at a level comparable with that of the head of the establishment.

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report.

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report.

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2014 World Economic Forum 2014 World Economic Forum The Global Competitiveness Report 2014 2015 85 CHAPTER

1. 3 The Executive Opinion Survey: The Voice of the Business community CIARA BROWNE ATTILIO DI BATTISTA THIERRY GEIGER TANIA GUTKNECHT World Economic Forum Since 1979 and its first report on the competitiveness of European industry

The Executive Opinion Survey (the Survey) is the longest-running and most extensive survey of its kind.

and academia for empirical and policy work. For example, Transparency International has been using the Survey data for the elaboration of their Corruption Perceptions Index and the Bribe Payers Index.

The Executive Opinion Survey 86 The Global Competitiveness Report 2014 2015 Table 1: The 42 languages in which the 2014 Survey was available Albanian Arabic*Armenian Azeri Bosnian Brazilian Portuguese Bulgarian Burmese Chinese*Croatian*Czech*Danish Estonian*English

Descriptive statistics of the Executive Opinion Survey 2014 Source: International monetary fund, World Economic Outlook database, April 2014 edition.

The Executive Opinion Survey this year. The Survey was completed not to minimum requirements in Benin, Brunei Darussalam,

and are based on best practices in the field of survey administration and on discussions with survey experts.

Country/economy coverage of the Executive Opinion Survey n Previous coverage n 2014 additions 2014 World Economic Forum First component*Second component:

The Executive Opinion Survey 88 The Global Competitiveness Report 2014 2015 2014 World Economic Forum Table 2:

The Executive Opinion Survey 2014 World Economic Forum 1. 3: The Executive Opinion Survey 90 The Global Competitiveness Report 2014 2015 administered in a variety of formats,

including face-to-face or telephone interviews with business executives, mailed paper forms, and online surveys. For energy, time,

A brief history of the Executive Opinion Survey and The Global Competitiveness Report The Global Competitiveness Report began as a research project by Professor Klaus Schwab in 1979.

Managing directors of subsidiaries of US companies operating in these 16 countries, leading representatives of industrial and employers'associations, labor unions, economic and social institutes;

and is today known as the Executive Opinion Survey (the Survey). Over the years, it has undergone a number of revisions and audits,

The Executive Opinion Survey undertaken two audits since 2008 as well as yearly reviews of both the Index and the Survey.

An initial external audit by a team of survey experts from Gallup was performed in 2008.

The Executive Opinion Survey 92 The Global Competitiveness Report 2014 2015 Box 3: Insights from the Executive Opinion Survey 2014 The respondents of the Executive Opinion Survey largely reflect the characteristics and diversity of the economic fabric of the countries covered.

They also demonstrate the efforts undertaken by the Partner Institutes to follow the sampling guidelines.

the Survey aims to collect the opinion of executives from those smaller companies (Figure 1a).

Indeed, small enterprises, defined here as those with fewer than 50 employees, account for 27 percent of the sample in Advanced Economies and Emerging and Developing Asia and for 48 percent in Sub-saharan africa,

they are executives who have taken previously part in the Survey (Figure 1d). This improves the comparability of data across years. 0 20406080100 Sub-saharan africa Middle east, North africa,

Company size by number of employees 1c: Revenues generated by exports 1b: Company ownership 1d:

The Executive Opinion Survey the standardized score or z-score method, which indicates by how many standard deviations any one individual answer deviates from the mean of the country sample.

The Executive Opinion Survey 94 The Global Competitiveness Report 2014 2015 time. As part of this analysis, we run an inter-quartile range test,

We also conduct interviews of local experts and consider the latest developments in a country

The Executive Opinion Survey measure, we will continue to investigate the situation over the coming months in an effort to improve the reliability of the Survey data in this country.

the Executive Opinion Survey has become the largest poll of its kind, this year collecting the insight of more than 14,000 executives into critical drivers of their respective countries'development.

This scale could not be achieved without the tremendous efforts of the Forum's network of over 160 Partner Institutes in carrying out the Survey at a national level.

we compute the score of Tanzania for indicator 5. 08 Extent of staff training, which is derived from the following Survey question:

In your country, to what extent do companies invest in training and employee development? 1=not at all; 7=to a great extent.

The Executive Opinion Survey 96 The Global Competitiveness Report 2014 2015 NOTES 1 The World Economic Forum's Global Competitiveness and Benchmarking Network would like to acknowledge e-Rewards Market research

for carrying out the Executive Opinion Survey 2014 in the United states, following the detailed sampling guidelines.

as well as France. 2 Company size is defined as the number of employees of the firm in the country of the Survey respondent.

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 7...37 7. 02 Flexibility of wage determination...

4. 1...121 7. 03 Hiring and firing practices...3. 9...68 7. 04 Redundancy costs, weeks of salary*..

*20.8.99 7. 05 Effect of taxation on incentives to work...3. 8...53 7. 06 Pay and productivity...

4. 4...33 7. 07 Reliance on professional management...3. 8...93 7. 08 Country capacity to retain talent...

3. 1...93 7. 09 Country capacity to attract talent...2. 9...98 7. 10 Women in labor force, ratio to men*..

3. 8...91 5. 08 Extent of staff training...4. 4...32 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 7...37 7. 02 Flexibility of wage determination...

4. 1...121 7. 03 Hiring and firing practices...3. 9...68 7. 04 Redundancy costs, weeks of salary*..

*20.8.99 7. 05 Effect of taxation on incentives to work...3. 8...53 7. 06 Pay and productivity...

4. 4...33 7. 07 Reliance on professional management...3. 8...93 7. 08 Country capacity to retain talent...

3. 1...93 7. 09 Country capacity to attract talent...2. 9...98 7. 10 Women in labor force, ratio to men*..

3. 8...91 5. 08 Extent of staff training...4. 4...32 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 6...130 7. 02 Flexibility of wage determination...

4. 6...104 7. 03 Hiring and firing practices...3. 1...122 7. 04 Redundancy costs, weeks of salary*..

*17.3.83 7. 05 Effect of taxation on incentives to work...3. 3...97 7. 06 Pay and productivity...

3. 3...123 7. 07 Reliance on professional management...2. 6...141 7. 08 Country capacity to retain talent...

2. 3...133 7. 09 Country capacity to attract talent...2. 3...133 7. 10 Women in labor force, ratio to men*..

3. 1...126 5. 08 Extent of staff training...3. 4...118 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 2...142 7. 02 Flexibility of wage determination...

4. 1...122 7. 03 Hiring and firing practices...2. 6...137 7. 04 Redundancy costs, weeks of salary*..

*31.0.132 7. 05 Effect of taxation on incentives to work...4. 0...41 7. 06 Pay and productivity...

2. 5...141 7. 07 Reliance on professional management...2. 2...142 7. 08 Country capacity to retain talent...

3. 7...53 7. 09 Country capacity to attract talent...3. 8...50 7. 10 Women in labor force, ratio to men*..

2. 5...144 5. 08 Extent of staff training...2. 8...141 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 5...135 7. 02 Flexibility of wage determination...

2. 6...140 7. 03 Hiring and firing practices...2. 6...138 7. 04 Redundancy costs, weeks of salary*..

*30.3.129 7. 05 Effect of taxation on incentives to work...1. 9...144 7. 06 Pay and productivity...

2. 5...142 7. 07 Reliance on professional management...4. 2...68 7. 08 Country capacity to retain talent...

3. 3...79 7. 09 Country capacity to attract talent...2. 5...121 7. 10 Women in labor force, ratio to men*..

4. 2...65 5. 08 Extent of staff training...3. 7...95 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 7...42 7. 02 Flexibility of wage determination...

5. 1...65 7. 03 Hiring and firing practices...4. 5...18 7. 04 Redundancy costs, weeks of salary*..

*11.0.47 7. 05 Effect of taxation on incentives to work...3. 4...94 7. 06 Pay and productivity...

4. 2...48 7. 07 Reliance on professional management...3. 8...95 7. 08 Country capacity to retain talent...

2. 6...123 7. 09 Country capacity to attract talent...2. 5...119 7. 10 Women in labor force, ratio to men*..

3. 3...120 5. 08 Extent of staff training...3. 4...119 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 9...109 7. 02 Flexibility of wage determination...

3. 7...132 7. 03 Hiring and firing practices...2. 7...136 7. 04 Redundancy costs, weeks of salary*..

*11.7.50 7. 05 Effect of taxation on incentives to work...3. 5...80 7. 06 Pay and productivity...

3. 2...125 7. 07 Reliance on professional management...5. 6...13 7. 08 Country capacity to retain talent...

4. 2...28 7. 09 Country capacity to attract talent...4. 8...16 7. 10 Women in labor force, ratio to men*..

5. 2...23 5. 08 Extent of staff training...4. 5...30 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 4...12 7. 02 Flexibility of wage determination...

2. 5...142 7. 03 Hiring and firing practices...3. 5...101 7. 04 Redundancy costs, weeks of salary*..

*2. 0...5 7. 05 Effect of taxation on incentives to work...2. 9...121 7. 06 Pay and productivity...

3. 9...72 7. 07 Reliance on professional management...5. 3...26 7. 08 Country capacity to retain talent...

4. 4...25 7. 09 Country capacity to attract talent...4. 1...29 7. 10 Women in labor force, ratio to men*..

5. 9...5 5. 08 Extent of staff training...4. 8...19 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 3...66 7. 02 Flexibility of wage determination...

5. 4...40 7. 03 Hiring and firing practices...4. 4...25 7. 04 Redundancy costs, weeks of salary*..

*21.7.101 7. 05 Effect of taxation on incentives to work...3. 4...87 7. 06 Pay and productivity...

4. 4...34 7. 07 Reliance on professional management...3. 8...96 7. 08 Country capacity to retain talent...

3. 5...61 7. 09 Country capacity to attract talent...4. 0...34 7. 10 Women in labor force, ratio to men*..

4. 0...79 5. 08 Extent of staff training...3. 7...94 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 1...20 7. 02 Flexibility of wage determination...

5. 8...12 7. 03 Hiring and firing practices...4. 3...30 7. 04 Redundancy costs, weeks of salary*..

*4. 3...8 7. 05 Effect of taxation on incentives to work...6. 3...1 7. 06 Pay and productivity...

4. 6...20 7. 07 Reliance on professional management...4. 5...53 7. 08 Country capacity to retain talent...

4. 7...18 7. 09 Country capacity to attract talent...5. 1...11 7. 10 Women in labor force, ratio to men*..

4. 5...42 5. 08 Extent of staff training...4. 5...29 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 0...104 7. 02 Flexibility of wage determination...

4. 8...85 7. 03 Hiring and firing practices...4. 4...28 7. 04 Redundancy costs, weeks of salary*..

*31.0.131 7. 05 Effect of taxation on incentives to work...3. 6...79 7. 06 Pay and productivity...

3. 5...103 7. 07 Reliance on professional management...3. 6...110 7. 08 Country capacity to retain talent...

2. 7...115 7. 09 Country capacity to attract talent...2. 4...126 7. 10 Women in labor force, ratio to men*..

3. 1...129 5. 08 Extent of staff training...3. 2...131 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 9...33 7. 02 Flexibility of wage determination...

4. 9...81 7. 03 Hiring and firing practices...3. 6...89 7. 04 Redundancy costs, weeks of salary*..

*16.0.78 7. 05 Effect of taxation on incentives to work...3. 8...58 7. 06 Pay and productivity...

3. 5...111 7. 07 Reliance on professional management...4. 8...37 7. 08 Country capacity to retain talent...

4. 2...29 7. 09 Country capacity to attract talent...4. 5...21 7. 10 Women in labor force, ratio to men*..

4. 7...37 5. 08 Extent of staff training...4. 4...39 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 2...78 7. 02 Flexibility of wage determination...

3. 8...129 7. 03 Hiring and firing practices...2. 6...139 7. 04 Redundancy costs, weeks of salary*..

*7. 2...19 7. 05 Effect of taxation on incentives to work...2. 3...141 7. 06 Pay and productivity...

3. 6...100 7. 07 Reliance on professional management...5. 7...11 7. 08 Country capacity to retain talent...

4. 5...20 7. 09 Country capacity to attract talent...4. 0...32 7. 10 Women in labor force, ratio to men*..

6. 0...4 5. 08 Extent of staff training...5. 1...9 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 3...62 7. 02 Flexibility of wage determination...

5. 2...59 7. 03 Hiring and firing practices...3. 9...63 7. 04 Redundancy costs, weeks of salary*..

*8. 3...24 7. 05 Effect of taxation on incentives to work...3. 9...46 7. 06 Pay and productivity...

4. 3...42 7. 07 Reliance on professional management...4. 3...66 7. 08 Country capacity to retain talent...

4. 1...36 7. 09 Country capacity to attract talent...3. 6...59 7. 10 Women in labor force, ratio to men*..

3. 1...127 5. 08 Extent of staff training...3. 6...109 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 7...120 7. 02 Flexibility of wage determination...

4. 0...124 7. 03 Hiring and firing practices...3. 5...98 7. 04 Redundancy costs, weeks of salary*..

*not possible...143 7. 05 Effect of taxation on incentives to work...3. 6...76 7. 06 Pay and productivity...

3. 8...89 7. 07 Reliance on professional management...3. 8...97 7. 08 Country capacity to retain talent...

3. 8...48 7. 09 Country capacity to attract talent...3. 4...75 7. 10 Women in labor force, ratio to men*..

3. 7...97 5. 08 Extent of staff training...3. 5...115 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

102.3.0 The most problematic factors for doing business Poor work ethic in national labor force...18.5 Inadequately educated workforce...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 3...69 7. 02 Flexibility of wage determination...

5. 4...42 7. 03 Hiring and firing practices...3. 8...82 7. 04 Redundancy costs, weeks of salary*..

*21.7.103 7. 05 Effect of taxation on incentives to work...4. 6...14 7. 06 Pay and productivity...

3. 8...82 7. 07 Reliance on professional management...4. 8...36 7. 08 Country capacity to retain talent...

3. 5...59 7. 09 Country capacity to attract talent...3. 7...51 7. 10 Women in labor force, ratio to men*..

3. 4...114 5. 08 Extent of staff training...4. 0...68 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 7...123 7. 02 Flexibility of wage determination...

4. 0...125 7. 03 Hiring and firing practices...2. 7...135 7. 04 Redundancy costs, weeks of salary*..

*15.4.73 7. 05 Effect of taxation on incentives to work...2. 5...139 7. 06 Pay and productivity...

3. 3...117 7. 07 Reliance on professional management...4. 6...44 7. 08 Country capacity to retain talent...

3. 9...44 7. 09 Country capacity to attract talent...3. 6...61 7. 10 Women in labor force, ratio to men*..

4. 5...47 5. 08 Extent of staff training...4. 3...44 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 9...111 7. 02 Flexibility of wage determination...

5. 4...44 7. 03 Hiring and firing practices...3. 6...96 7. 04 Redundancy costs, weeks of salary*..

*7. 5...21 7. 05 Effect of taxation on incentives to work...3. 4...91 7. 06 Pay and productivity...

4. 1...55 7. 07 Reliance on professional management...3. 6...113 7. 08 Country capacity to retain talent...

1. 8...142 7. 09 Country capacity to attract talent...1. 8...142 7. 10 Women in labor force, ratio to men*..

3. 4...111 5. 08 Extent of staff training...3. 3...127 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 1...94 7. 02 Flexibility of wage determination...

5. 3...50 7. 03 Hiring and firing practices...4. 1...53 7. 04 Redundancy costs, weeks of salary*..

*10.5.43 7. 05 Effect of taxation on incentives to work...3. 7...63 7. 06 Pay and productivity...

3. 1...130 7. 07 Reliance on professional management...2. 9...136 7. 08 Country capacity to retain talent...

3. 0...99 7. 09 Country capacity to attract talent...2. 4...125 7. 10 Women in labor force, ratio to men*..

3. 5...105 5. 08 Extent of staff training...2. 8...140 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 4...138 7. 02 Flexibility of wage determination...

5. 1...61 7. 03 Hiring and firing practices...3. 3...118 7. 04 Redundancy costs, weeks of salary*..

*15.9.76 7. 05 Effect of taxation on incentives to work...2. 7...133 7. 06 Pay and productivity...

2. 6...137 7. 07 Reliance on professional management...2. 8...139 7. 08 Country capacity to retain talent...

2. 0...138 7. 09 Country capacity to attract talent...1. 9...138 7. 10 Women in labor force, ratio to men*..

2. 8...138 5. 08 Extent of staff training...2. 9...137 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 2...74 7. 02 Flexibility of wage determination...

4. 8...92 7. 03 Hiring and firing practices...4. 8...13 7. 04 Redundancy costs, weeks of salary*..

*19.4.92 7. 05 Effect of taxation on incentives to work...4. 1...34 7. 06 Pay and productivity...

4. 3...39 7. 07 Reliance on professional management...3. 9...89 7. 08 Country capacity to retain talent...

3. 7...51 7. 09 Country capacity to attract talent...3. 6...56 7. 10 Women in labor force, ratio to men*..

3. 6...104 5. 08 Extent of staff training...3. 9...82 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 6...128 7. 02 Flexibility of wage determination...

4. 7...98 7. 03 Hiring and firing practices...4. 2...38 7. 04 Redundancy costs, weeks of salary*..

*15.3.72 7. 05 Effect of taxation on incentives to work...3. 5...84 7. 06 Pay and productivity...

3. 4...114 7. 07 Reliance on professional management...3. 6...109 7. 08 Country capacity to retain talent...

3. 0...102 7. 09 Country capacity to attract talent...2. 9...101 7. 10 Women in labor force, ratio to men*..

4. 0...77 5. 08 Extent of staff training...4. 0...69 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 0...26 7. 02 Flexibility of wage determination...

5. 4...46 7. 03 Hiring and firing practices...4. 4...26 7. 04 Redundancy costs, weeks of salary*..

*10.0.37 7. 05 Effect of taxation on incentives to work...4. 3...23 7. 06 Pay and productivity...

4. 5...29 7. 07 Reliance on professional management...5. 9...8 7. 08 Country capacity to retain talent...

4. 8...14 7. 09 Country capacity to attract talent...5. 2...9 7. 10 Women in labor force, ratio to men*..

5. 3...20 5. 08 Extent of staff training...4. 7...22 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 9...114 7. 02 Flexibility of wage determination...

4. 9...80 7. 03 Hiring and firing practices...3. 4...111 7. 04 Redundancy costs, weeks of salary*..

*29.5.127 7. 05 Effect of taxation on incentives to work...3. 4...89 7. 06 Pay and productivity...

3. 3...118 7. 07 Reliance on professional management...3. 4...121 7. 08 Country capacity to retain talent...

3. 7...54 7. 09 Country capacity to attract talent...3. 6...62 7. 10 Women in labor force, ratio to men*..

3. 5...108 5. 08 Extent of staff training...3. 7...104 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 6...127 7. 02 Flexibility of wage determination...

5. 1...66 7. 03 Hiring and firing practices...3. 3...114 7. 04 Redundancy costs, weeks of salary*..

*13.0.57 7. 05 Effect of taxation on incentives to work...2. 7...134 7. 06 Pay and productivity...

2. 8...135 7. 07 Reliance on professional management...2. 1...143 7. 08 Country capacity to retain talent...

2. 4...129 7. 09 Country capacity to attract talent...2. 9...99 7. 10 Women in labor force, ratio to men*..

2. 7...142 5. 08 Extent of staff training...2. 8...139 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 6...48 7. 02 Flexibility of wage determination...

5. 6...25 7. 03 Hiring and firing practices...3. 9...66 7. 04 Redundancy costs, weeks of salary*..

*27.4.120 7. 05 Effect of taxation on incentives to work...4. 2...28 7. 06 Pay and productivity...

4. 3...41 7. 07 Reliance on professional management...4. 7...39 7. 08 Country capacity to retain talent...

4. 8...15 7. 09 Country capacity to attract talent...4. 3...23 7. 10 Women in labor force, ratio to men*..

4. 5...46 5. 08 Extent of staff training...4. 2...52 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 4...58 7. 02 Flexibility of wage determination...

4. 8...84 7. 03 Hiring and firing practices...4. 6...15 7. 04 Redundancy costs, weeks of salary*..

*27.4.120 7. 05 Effect of taxation on incentives to work...4. 0...36 7. 06 Pay and productivity...

4. 8...15 7. 07 Reliance on professional management...4. 6...43 7. 08 Country capacity to retain talent...

4. 2...31 7. 09 Country capacity to attract talent...4. 2...27 7. 10 Women in labor force, ratio to men*..

4. 4...58 5. 08 Extent of staff training...4. 3...46 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 6...47 7. 02 Flexibility of wage determination...

5. 3...53 7. 03 Hiring and firing practices...3. 8...79 7. 04 Redundancy costs, weeks of salary*..

*16.7.80 7. 05 Effect of taxation on incentives to work...2. 9...122 7. 06 Pay and productivity...

3. 7...95 7. 07 Reliance on professional management...4. 4...57 7. 08 Country capacity to retain talent...

3. 4...74 7. 09 Country capacity to attract talent...3. 1...89 7. 10 Women in labor force, ratio to men*..

4. 1...71 5. 08 Extent of staff training...3. 9...83 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 4...13 7. 02 Flexibility of wage determination...

5. 0...76 7. 03 Hiring and firing practices...4. 3...33 7. 04 Redundancy costs, weeks of salary*..

*18.7.88 7. 05 Effect of taxation on incentives to work...3. 7...64 7. 06 Pay and productivity...

4. 2...52 7. 07 Reliance on professional management...4. 7...42 7. 08 Country capacity to retain talent...

4. 8...16 7. 09 Country capacity to attract talent...4. 0...33 7. 10 Women in labor force, ratio to men*..

4. 9...28 5. 08 Extent of staff training...4. 7...21 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 7...40 7. 02 Flexibility of wage determination...

4. 7...95 7. 03 Hiring and firing practices...4. 4...29 7. 04 Redundancy costs, weeks of salary*..

*13.1.60 7. 05 Effect of taxation on incentives to work...3. 7...66 7. 06 Pay and productivity...

4. 1...54 7. 07 Reliance on professional management...4. 0...83 7. 08 Country capacity to retain talent...

3. 8...49 7. 09 Country capacity to attract talent...3. 9...41 7. 10 Women in labor force, ratio to men*..

4. 3...62 5. 08 Extent of staff training...4. 0...70 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 7...126 7. 02 Flexibility of wage determination...

5. 5...34 7. 03 Hiring and firing practices...2. 9...129 7. 04 Redundancy costs, weeks of salary*..

*15.1.71 7. 05 Effect of taxation on incentives to work...2. 2...142 7. 06 Pay and productivity...

3. 9...78 7. 07 Reliance on professional management...3. 8...99 7. 08 Country capacity to retain talent...

2. 1...137 7. 09 Country capacity to attract talent...1. 8...141 7. 10 Women in labor force, ratio to men*..

4. 1...70 5. 08 Extent of staff training...3. 2...129 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 8...36 7. 02 Flexibility of wage determination...

4. 5...108 7. 03 Hiring and firing practices...4. 2...39 7. 04 Redundancy costs, weeks of salary*..

*5. 7...15 7. 05 Effect of taxation on incentives to work...4. 4...18 7. 06 Pay and productivity...

4. 0...59 7. 07 Reliance on professional management...3. 9...86 7. 08 Country capacity to retain talent...

4. 0...38 7. 09 Country capacity to attract talent...3. 5...66 7. 10 Women in labor force, ratio to men*..

4. 7...34 5. 08 Extent of staff training...4. 3...43 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 5...52 7. 02 Flexibility of wage determination...

5. 4...43 7. 03 Hiring and firing practices...3. 2...121 7. 04 Redundancy costs, weeks of salary*..

*20.2.95 7. 05 Effect of taxation on incentives to work...3. 1...110 7. 06 Pay and productivity...

4. 6...19 7. 07 Reliance on professional management...4. 5...47 7. 08 Country capacity to retain talent...

3. 3...80 7. 09 Country capacity to attract talent...3. 1...93 7. 10 Women in labor force, ratio to men*..

4. 9...27 5. 08 Extent of staff training...4. 1...55 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...6. 0...3 7. 02 Flexibility of wage determination...

4. 5...107 7. 03 Hiring and firing practices...5. 3...6 7. 04 Redundancy costs, weeks of salary*..

*0. 0...1 7. 05 Effect of taxation on incentives to work...2. 7...132 7. 06 Pay and productivity...

4. 0...62 7. 07 Reliance on professional management...6. 0...5 7. 08 Country capacity to retain talent...

3. 9...40 7. 09 Country capacity to attract talent...3. 8...49 7. 10 Women in labor force, ratio to men*..

5. 3...18 5. 08 Extent of staff training...4. 9...15 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 5...55 7. 02 Flexibility of wage determination...

5. 2...55 7. 03 Hiring and firing practices...4. 0...61 7. 04 Redundancy costs, weeks of salary*..

*26.2.116 7. 05 Effect of taxation on incentives to work...2. 9...118 7. 06 Pay and productivity...

3. 8...83 7. 07 Reliance on professional management...3. 7...103 7. 08 Country capacity to retain talent...

3. 3...82 7. 09 Country capacity to attract talent...3. 3...76 7. 10 Women in labor force, ratio to men*..

4. 1...74 5. 08 Extent of staff training...3. 9...86 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 0...95 7. 02 Flexibility of wage determination...

5. 1...67 7. 03 Hiring and firing practices...3. 9...69 7. 04 Redundancy costs, weeks of salary*..

*36.8.134 7. 05 Effect of taxation on incentives to work...3. 0...117 7. 06 Pay and productivity...

3. 0...131 7. 07 Reliance on professional management...3. 1...134 7. 08 Country capacity to retain talent...

2. 9...110 7. 09 Country capacity to attract talent...2. 7...108 7. 10 Women in labor force, ratio to men*..

3. 2...124 5. 08 Extent of staff training...2. 8...142 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 2...81 7. 02 Flexibility of wage determination...

3. 9...126 7. 03 Hiring and firing practices...3. 8...80 7. 04 Redundancy costs, weeks of salary*..

*22.9.107 7. 05 Effect of taxation on incentives to work...3. 2...108 7. 06 Pay and productivity...

3. 5...110 7. 07 Reliance on professional management...3. 9...90 7. 08 Country capacity to retain talent...

3. 5...64 7. 09 Country capacity to attract talent...3. 5...67 7. 10 Women in labor force, ratio to men*..

4. 5...43 5. 08 Extent of staff training...4. 0...71 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 9...28 7. 02 Flexibility of wage determination...

6. 2...1 7. 03 Hiring and firing practices...4. 8...12 7. 04 Redundancy costs, weeks of salary*..

*12.9.55 7. 05 Effect of taxation on incentives to work...4. 3...24 7. 06 Pay and productivity...

4. 9...9 7. 07 Reliance on professional management...5. 4...22 7. 08 Country capacity to retain talent...

3. 0...97 7. 09 Country capacity to attract talent...3. 1...94 7. 10 Women in labor force, ratio to men*..

4. 8...29 5. 08 Extent of staff training...4. 4...36 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 0...97 7. 02 Flexibility of wage determination...

5. 0...74 7. 03 Hiring and firing practices...3. 8...78 7. 04 Redundancy costs, weeks of salary*..

*19.1.91 7. 05 Effect of taxation on incentives to work...3. 2...106 7. 06 Pay and productivity...

3. 6...99 7. 07 Reliance on professional management...3. 4...124 7. 08 Country capacity to retain talent...

3. 1...88 7. 09 Country capacity to attract talent...2. 8...105 7. 10 Women in labor force, ratio to men*..

3. 3...122 5. 08 Extent of staff training...3. 4...123 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 0...27 7. 02 Flexibility of wage determination...

2. 4...143 7. 03 Hiring and firing practices...3. 5...99 7. 04 Redundancy costs, weeks of salary*..

*10.1.38 7. 05 Effect of taxation on incentives to work...3. 6...73 7. 06 Pay and productivity...

3. 9...73 7. 07 Reliance on professional management...6. 2...3 7. 08 Country capacity to retain talent...

5. 6...4 7. 09 Country capacity to attract talent...3. 7...52 7. 10 Women in labor force, ratio to men*..

5. 9...6 5. 08 Extent of staff training...5. 3...5 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 6...129 7. 02 Flexibility of wage determination...

4. 8...87 7. 03 Hiring and firing practices...2. 7...134 7. 04 Redundancy costs, weeks of salary*..

*11.8.51 7. 05 Effect of taxation on incentives to work...2. 9...125 7. 06 Pay and productivity...

3. 9...77 7. 07 Reliance on professional management...4. 5...48 7. 08 Country capacity to retain talent...

3. 6...56 7. 09 Country capacity to attract talent...3. 8...44 7. 10 Women in labor force, ratio to men*..

5. 3...21 5. 08 Extent of staff training...4. 5...31 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 9...113 7. 02 Flexibility of wage determination...

4. 5...111 7. 03 Hiring and firing practices...3. 4...108 7. 04 Redundancy costs, weeks of salary*..

*14.8.68 7. 05 Effect of taxation on incentives to work...4. 2...25 7. 06 Pay and productivity...

3. 4...112 7. 07 Reliance on professional management...3. 8...102 7. 08 Country capacity to retain talent...

3. 4...66 7. 09 Country capacity to attract talent...3. 6...57 7. 10 Women in labor force, ratio to men*..

3. 0...134 5. 08 Extent of staff training...3. 7...100 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 7...38 7. 02 Flexibility of wage determination...

5. 7...23 7. 03 Hiring and firing practices...4. 2...37 7. 04 Redundancy costs, weeks of salary*..

*26.0.114 7. 05 Effect of taxation on incentives to work...3. 6...77 7. 06 Pay and productivity...

4. 3...45 7. 07 Reliance on professional management...4. 9...30 7. 08 Country capacity to retain talent...

3. 4...70 7. 09 Country capacity to attract talent...3. 9...42 7. 10 Women in labor force, ratio to men*..

4. 0...78 5. 08 Extent of staff training...4. 3...42 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 2...80 7. 02 Flexibility of wage determination...

5. 6...26 7. 03 Hiring and firing practices...4. 7...14 7. 04 Redundancy costs, weeks of salary*..

*4. 3...13 7. 05 Effect of taxation on incentives to work...4. 4...20 7. 06 Pay and productivity...

4. 1...57 7. 07 Reliance on professional management...4. 1...78 7. 08 Country capacity to retain talent...

3. 0...101 7. 09 Country capacity to attract talent...2. 6...116 7. 10 Women in labor force, ratio to men*..

3. 4...116 5. 08 Extent of staff training...3. 5...114 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 2...19 7. 02 Flexibility of wage determination...

3. 4...136 7. 03 Hiring and firing practices...3. 4...109 7. 04 Redundancy costs, weeks of salary*..

*21.6.100 7. 05 Effect of taxation on incentives to work...3. 7...67 7. 06 Pay and productivity...

4. 3...40 7. 07 Reliance on professional management...5. 5...19 7. 08 Country capacity to retain talent...

5. 1...10 7. 09 Country capacity to attract talent...4. 7...18 7. 10 Women in labor force, ratio to men*..

6. 0...3 5. 08 Extent of staff training...5. 0...13 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 1...85 7. 02 Flexibility of wage determination...

3. 3...137 7. 03 Hiring and firing practices...3. 9...72 7. 04 Redundancy costs, weeks of salary*..

*49.8.137 7. 05 Effect of taxation on incentives to work...4. 0...38 7. 06 Pay and productivity...

4. 0...63 7. 07 Reliance on professional management...4. 4...58 7. 08 Country capacity to retain talent...

3. 6...57 7. 09 Country capacity to attract talent...3. 4...69 7. 10 Women in labor force, ratio to men*..

3. 8...92 5. 08 Extent of staff training...4. 1...61 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 9...108 7. 02 Flexibility of wage determination...

4. 2...118 7. 03 Hiring and firing practices...3. 6...92 7. 04 Redundancy costs, weeks of salary*..

*15.9.76 7. 05 Effect of taxation on incentives to work...2. 5...138 7. 06 Pay and productivity...

3. 3...121 7. 07 Reliance on professional management...3. 8...98 7. 08 Country capacity to retain talent...

3. 0...96 7. 09 Country capacity to attract talent...2. 3...127 7. 10 Women in labor force, ratio to men*..

3. 8...90 5. 08 Extent of staff training...3. 6...112 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 2...18 7. 02 Flexibility of wage determination...

5. 7...21 7. 03 Hiring and firing practices...4. 4...24 7. 04 Redundancy costs, weeks of salary*..

*27.0.117 7. 05 Effect of taxation on incentives to work...3. 8...55 7. 06 Pay and productivity...

4. 3...46 7. 07 Reliance on professional management...4. 3...60 7. 08 Country capacity to retain talent...

4. 1...35 7. 09 Country capacity to attract talent...3. 3...85 7. 10 Women in labor force, ratio to men*..

4. 4...54 5. 08 Extent of staff training...4. 6...28 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 7...124 7. 02 Flexibility of wage determination...

5. 3...47 7. 03 Hiring and firing practices...3. 4...105 7. 04 Redundancy costs, weeks of salary*..

*7. 9...23 7. 05 Effect of taxation on incentives to work...3. 8...57 7. 06 Pay and productivity...

2. 8...134 7. 07 Reliance on professional management...2. 8...138 7. 08 Country capacity to retain talent...

2. 5...126 7. 09 Country capacity to attract talent...2. 7...112 7. 10 Women in labor force, ratio to men*..

2. 8...139 5. 08 Extent of staff training...3. 2...128 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 3...73 7. 02 Flexibility of wage determination...

5. 0...70 7. 03 Hiring and firing practices...4. 3...34 7. 04 Redundancy costs, weeks of salary*..

*16.7.80 7. 05 Effect of taxation on incentives to work...3. 6...72 7. 06 Pay and productivity...

3. 8...85 7. 07 Reliance on professional management...3. 6...108 7. 08 Country capacity to retain talent...

4. 0...39 7. 09 Country capacity to attract talent...4. 0...30 7. 10 Women in labor force, ratio to men*..

4. 0...76 5. 08 Extent of staff training...4. 0...64 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 8...116 7. 02 Flexibility of wage determination...

5. 1...62 7. 03 Hiring and firing practices...4. 0...59 7. 04 Redundancy costs, weeks of salary*..

*10.1.38 7. 05 Effect of taxation on incentives to work...3. 4...90 7. 06 Pay and productivity...

3. 3...119 7. 07 Reliance on professional management...3. 2...131 7. 08 Country capacity to retain talent...

2. 2...135 7. 09 Country capacity to attract talent...2. 7...109 7. 10 Women in labor force, ratio to men*..

2. 7...140 5. 08 Extent of staff training...3. 2...130 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 7...41 7. 02 Flexibility of wage determination...

4. 7...97 7. 03 Hiring and firing practices...3. 9...74 7. 04 Redundancy costs, weeks of salary*..

*30.3.129 7. 05 Effect of taxation on incentives to work...2. 8...129 7. 06 Pay and productivity...

3. 8...80 7. 07 Reliance on professional management...4. 1...80 7. 08 Country capacity to retain talent...

3. 4...76 7. 09 Country capacity to attract talent...3. 1...90 7. 10 Women in labor force, ratio to men*..

4. 0...80 5. 08 Extent of staff training...4. 4...38 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 5...9 7. 02 Flexibility of wage determination...

6. 1...4 7. 03 Hiring and firing practices...5. 7...1 7. 04 Redundancy costs, weeks of salary*..

*5. 8...16 7. 05 Effect of taxation on incentives to work...5. 9...5 7. 06 Pay and productivity...

5. 5...1 7. 07 Reliance on professional management...5. 2...27 7. 08 Country capacity to retain talent...

5. 3...7 7. 09 Country capacity to attract talent...5. 6...7 7. 10 Women in labor force, ratio to men*..

5. 4...16 5. 08 Extent of staff training...4. 6...26 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 3...71 7. 02 Flexibility of wage determination...

5. 1...64 7. 03 Hiring and firing practices...4. 2...43 7. 04 Redundancy costs, weeks of salary*..

*13.4.61 7. 05 Effect of taxation on incentives to work...2. 8...128 7. 06 Pay and productivity...

4. 0...64 7. 07 Reliance on professional management...3. 5...114 7. 08 Country capacity to retain talent...

2. 6...122 7. 09 Country capacity to attract talent...2. 6...118 7. 10 Women in labor force, ratio to men*..

3. 9...85 5. 08 Extent of staff training...3. 6...108 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 4...11 7. 02 Flexibility of wage determination...

4. 1...120 7. 03 Hiring and firing practices...5. 3...4 7. 04 Redundancy costs, weeks of salary*..

*10.1.38 7. 05 Effect of taxation on incentives to work...3. 3...99 7. 06 Pay and productivity...

4. 2...49 7. 07 Reliance on professional management...5. 3...25 7. 08 Country capacity to retain talent...

4. 4...26 7. 09 Country capacity to attract talent...3. 4...70 7. 10 Women in labor force, ratio to men*..

4. 6...39 5. 08 Extent of staff training...4. 7...25 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 1...90 7. 02 Flexibility of wage determination...

4. 4...113 7. 03 Hiring and firing practices...4. 1...47 7. 04 Redundancy costs, weeks of salary*..

*15.8.75 7. 05 Effect of taxation on incentives to work...3. 9...45 7. 06 Pay and productivity...

4. 0...69 7. 07 Reliance on professional management...4. 2...77 7. 08 Country capacity to retain talent...

3. 9...42 7. 09 Country capacity to attract talent...3. 8...46 7. 10 Women in labor force, ratio to men*..

4. 2...64 5. 08 Extent of staff training...3. 9...77 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 6...46 7. 02 Flexibility of wage determination...

4. 4...114 7. 03 Hiring and firing practices...4. 3...32 7. 04 Redundancy costs, weeks of salary*..

*57.8.139 7. 05 Effect of taxation on incentives to work...4. 1...31 7. 06 Pay and productivity...

4. 5...30 7. 07 Reliance on professional management...5. 0...28 7. 08 Country capacity to retain talent...

4. 2...32 7. 09 Country capacity to attract talent...4. 3...25 7. 10 Women in labor force, ratio to men*..

4. 4...50 5. 08 Extent of staff training...4. 7...24 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 5...134 7. 02 Flexibility of wage determination...

3. 8...130 7. 03 Hiring and firing practices...3. 2...120 7. 04 Redundancy costs, weeks of salary*..

*23.1.109 7. 05 Effect of taxation on incentives to work...3. 5...81 7. 06 Pay and productivity...

3. 1...129 7. 07 Reliance on professional management...3. 1...132 7. 08 Country capacity to retain talent...

2. 5...125 7. 09 Country capacity to attract talent...1. 8...140 7. 10 Women in labor force, ratio to men*..

3. 9...88 5. 08 Extent of staff training...3. 0...135 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 4...16 7. 02 Flexibility of wage determination...

4. 9...79 7. 03 Hiring and firing practices...4. 2...40 7. 04 Redundancy costs, weeks of salary*..

*12.2.53 7. 05 Effect of taxation on incentives to work...3. 4...93 7. 06 Pay and productivity...

4. 5...28 7. 07 Reliance on professional management...5. 6...14 7. 08 Country capacity to retain talent...

4. 2...30 7. 09 Country capacity to attract talent...5. 1...10 7. 10 Women in labor force, ratio to men*..

5. 0...25 5. 08 Extent of staff training...4. 8...20 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 2...76 7. 02 Flexibility of wage determination...

4. 9...78 7. 03 Hiring and firing practices...4. 2...44 7. 04 Redundancy costs, weeks of salary*..

*27.4.124 7. 05 Effect of taxation on incentives to work...3. 6...70 7. 06 Pay and productivity...

3. 9...76 7. 07 Reliance on professional management...4. 2...76 7. 08 Country capacity to retain talent...

3. 6...55 7. 09 Country capacity to attract talent...3. 3...83 7. 10 Women in labor force, ratio to men*..

4. 6...38 5. 08 Extent of staff training...4. 0...76 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 4...137 7. 02 Flexibility of wage determination...

3. 0...138 7. 03 Hiring and firing practices...2. 4...141 7. 04 Redundancy costs, weeks of salary*..

*7. 2...18 7. 05 Effect of taxation on incentives to work...1. 9...143 7. 06 Pay and productivity...

2. 6...139 7. 07 Reliance on professional management...3. 4...122 7. 08 Country capacity to retain talent...

2. 6...121 7. 09 Country capacity to attract talent...2. 3...128 7. 10 Women in labor force, ratio to men*..

4. 8...30 5. 08 Extent of staff training...3. 2...133 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 2...75 7. 02 Flexibility of wage determination...

5. 4...38 7. 03 Hiring and firing practices...4. 1...55 7. 04 Redundancy costs, weeks of salary*..

*14.0.65 7. 05 Effect of taxation on incentives to work...3. 3...102 7. 06 Pay and productivity...

3. 4...115 7. 07 Reliance on professional management...4. 5...46 7. 08 Country capacity to retain talent...

2. 9...105 7. 09 Country capacity to attract talent...3. 2...88 7. 10 Women in labor force, ratio to men*..

3. 9...86 5. 08 Extent of staff training...4. 1...59 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 6...6 7. 02 Flexibility of wage determination...

5. 9...9 7. 03 Hiring and firing practices...2. 8...133 7. 04 Redundancy costs, weeks of salary*..

*4. 3...8 7. 05 Effect of taxation on incentives to work...3. 8...61 7. 06 Pay and productivity...

4. 8...11 7. 07 Reliance on professional management...5. 5...18 7. 08 Country capacity to retain talent...

4. 4...24 7. 09 Country capacity to attract talent...3. 3...79 7. 10 Women in labor force, ratio to men*..

5. 6...9 5. 08 Extent of staff training...5. 4...2 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 6...44 7. 02 Flexibility of wage determination...

5. 0...73 7. 03 Hiring and firing practices...4. 0...60 7. 04 Redundancy costs, weeks of salary*..

*4. 3...13 7. 05 Effect of taxation on incentives to work...3. 3...95 7. 06 Pay and productivity...

4. 3...44 7. 07 Reliance on professional management...4. 2...72 7. 08 Country capacity to retain talent...

3. 9...43 7. 09 Country capacity to attract talent...4. 0...35 7. 10 Women in labor force, ratio to men*..

4. 6...41 5. 08 Extent of staff training...4. 1...58 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 5...49 7. 02 Flexibility of wage determination...

5. 7...20 7. 03 Hiring and firing practices...4. 4...22 7. 04 Redundancy costs, weeks of salary*..

*8. 7...26 7. 05 Effect of taxation on incentives to work...3. 9...43 7. 06 Pay and productivity...

4. 7...16 7. 07 Reliance on professional management...4. 2...75 7. 08 Country capacity to retain talent...

3. 4...71 7. 09 Country capacity to attract talent...3. 9...37 7. 10 Women in labor force, ratio to men*..

4. 2...66 5. 08 Extent of staff training...4. 1...62 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 3...70 7. 02 Flexibility of wage determination...

5. 0...69 7. 03 Hiring and firing practices...4. 5...17 7. 04 Redundancy costs, weeks of salary*..

*6. 5...17 7. 05 Effect of taxation on incentives to work...3. 6...75 7. 06 Pay and productivity...

4. 1...56 7. 07 Reliance on professional management...4. 8...34 7. 08 Country capacity to retain talent...

3. 8...47 7. 09 Country capacity to attract talent...3. 7...55 7. 10 Women in labor force, ratio to men*..

4. 8...32 5. 08 Extent of staff training...4. 4...34 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 6...132 7. 02 Flexibility of wage determination...

5. 2...58 7. 03 Hiring and firing practices...3. 4...106 7. 04 Redundancy costs, weeks of salary*..

*27.4.120 7. 05 Effect of taxation on incentives to work...3. 1...113 7. 06 Pay and productivity...

4. 4...36 7. 07 Reliance on professional management...4. 5...49 7. 08 Country capacity to retain talent...

4. 4...23 7. 09 Country capacity to attract talent...4. 2...28 7. 10 Women in labor force, ratio to men*..

4. 7...36 5. 08 Extent of staff training...4. 2...53 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 5...56 7. 02 Flexibility of wage determination...

5. 2...56 7. 03 Hiring and firing practices...3. 9...75 7. 04 Redundancy costs, weeks of salary*..

*28.1.126 7. 05 Effect of taxation on incentives to work...5. 3...7 7. 06 Pay and productivity...

3. 5...104 7. 07 Reliance on professional management...3. 6...112 7. 08 Country capacity to retain talent...

3. 4...69 7. 09 Country capacity to attract talent...3. 7...53 7. 10 Women in labor force, ratio to men*..

3. 6...100 5. 08 Extent of staff training...3. 7...97 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 1...88 7. 02 Flexibility of wage determination...

5. 7...16 7. 03 Hiring and firing practices...4. 1...52 7. 04 Redundancy costs, weeks of salary*..

*17.3.83 7. 05 Effect of taxation on incentives to work...3. 4...92 7. 06 Pay and productivity...

4. 5...26 7. 07 Reliance on professional management...3. 3...127 7. 08 Country capacity to retain talent...

2. 2...136 7. 09 Country capacity to attract talent...2. 1...136 7. 10 Women in labor force, ratio to men*..

3. 5...110 5. 08 Extent of staff training...3. 5...113 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 1...21 7. 02 Flexibility of wage determination...

5. 7...22 7. 03 Hiring and firing practices...4. 1...46 7. 04 Redundancy costs, weeks of salary*..

*47.2.136 7. 05 Effect of taxation on incentives to work...4. 1...32 7. 06 Pay and productivity...

5. 0...8 7. 07 Reliance on professional management...4. 3...65 7. 08 Country capacity to retain talent...

4. 1...34 7. 09 Country capacity to attract talent...3. 4...73 7. 10 Women in labor force, ratio to men*..

3. 9...83 5. 08 Extent of staff training...4. 3...45 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 8...35 7. 02 Flexibility of wage determination...

6. 0...6 7. 03 Hiring and firing practices...4. 1...50 7. 04 Redundancy costs, weeks of salary*..

*9. 7...35 7. 05 Effect of taxation on incentives to work...3. 3...103 7. 06 Pay and productivity...

4. 8...13 7. 07 Reliance on professional management...4. 8...33 7. 08 Country capacity to retain talent...

3. 1...94 7. 09 Country capacity to attract talent...2. 7...107 7. 10 Women in labor force, ratio to men*..

4. 4...53 5. 08 Extent of staff training...4. 4...33 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 2...82 7. 02 Flexibility of wage determination...

5. 3...51 7. 03 Hiring and firing practices...3. 9...70 7. 04 Redundancy costs, weeks of salary*..

*8. 7...26 7. 05 Effect of taxation on incentives to work...3. 8...51 7. 06 Pay and productivity...

4. 0...60 7. 07 Reliance on professional management...3. 3...125 7. 08 Country capacity to retain talent...

2. 3...134 7. 09 Country capacity to attract talent...2. 2...135 7. 10 Women in labor force, ratio to men*..

4. 2...67 5. 08 Extent of staff training...3. 5...117 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 0...102 7. 02 Flexibility of wage determination...

4. 0...123 7. 03 Hiring and firing practices...3. 9...76 7. 04 Redundancy costs, weeks of salary*..

*15.0.70 7. 05 Effect of taxation on incentives to work...4. 0...40 7. 06 Pay and productivity...

3. 8...84 7. 07 Reliance on professional management...3. 4...119 7. 08 Country capacity to retain talent...

3. 4...68 7. 09 Country capacity to attract talent...3. 6...63 7. 10 Women in labor force, ratio to men*..

3. 9...82 5. 08 Extent of staff training...4. 0...75 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 0...103 7. 02 Flexibility of wage determination...

4. 9...82 7. 03 Hiring and firing practices...3. 6...95 7. 04 Redundancy costs, weeks of salary*..

*10.3.42 7. 05 Effect of taxation on incentives to work...3. 8...52 7. 06 Pay and productivity...

3. 0...132 7. 07 Reliance on professional management...2. 7...140 7. 08 Country capacity to retain talent...

2. 7...118 7. 09 Country capacity to attract talent...2. 3...132 7. 10 Women in labor force, ratio to men*..

2. 5...143 5. 08 Extent of staff training...2. 7...143 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 1...87 7. 02 Flexibility of wage determination...

6. 0...8 7. 03 Hiring and firing practices...3. 0...125 7. 04 Redundancy costs, weeks of salary*..

*24.6.112 7. 05 Effect of taxation on incentives to work...2. 9...124 7. 06 Pay and productivity...

4. 8...12 7. 07 Reliance on professional management...4. 5...50 7. 08 Country capacity to retain talent...

2. 7...119 7. 09 Country capacity to attract talent...2. 3...129 7. 10 Women in labor force, ratio to men*..

4. 8...33 5. 08 Extent of staff training...4. 2...50 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 4...15 7. 02 Flexibility of wage determination...

4. 7...96 7. 03 Hiring and firing practices...3. 7...87 7. 04 Redundancy costs, weeks of salary*..

*21.7.101 7. 05 Effect of taxation on incentives to work...5. 1...10 7. 06 Pay and productivity...

4. 3...43 7. 07 Reliance on professional management...5. 5...17 7. 08 Country capacity to retain talent...

5. 0...12 7. 09 Country capacity to attract talent...5. 5...8 7. 10 Women in labor force, ratio to men*..

5. 3...22 5. 08 Extent of staff training...5. 4...3 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 3...63 7. 02 Flexibility of wage determination...

5. 7...18 7. 03 Hiring and firing practices...4. 4...27 7. 04 Redundancy costs, weeks of salary*..

*13.0.57 7. 05 Effect of taxation on incentives to work...4. 4...19 7. 06 Pay and productivity...

4. 7...18 7. 07 Reliance on professional management...3. 7...107 7. 08 Country capacity to retain talent...

2. 5...127 7. 09 Country capacity to attract talent...2. 2...134 7. 10 Women in labor force, ratio to men*..

3. 8...93 5. 08 Extent of staff training...3. 9...81 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 2...77 7. 02 Flexibility of wage determination...

5. 2...57 7. 03 Hiring and firing practices...4. 2...36 7. 04 Redundancy costs, weeks of salary*..

*12.3.54 7. 05 Effect of taxation on incentives to work...3. 1...111 7. 06 Pay and productivity...

3. 9...71 7. 07 Reliance on professional management...3. 9...91 7. 08 Country capacity to retain talent...

2. 9...104 7. 09 Country capacity to attract talent...3. 0...96 7. 10 Women in labor force, ratio to men*..

3. 4...117 5. 08 Extent of staff training...3. 7...102 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 3...68 7. 02 Flexibility of wage determination...

5. 3...48 7. 03 Hiring and firing practices...3. 6...90 7. 04 Redundancy costs, weeks of salary*..

*16.7.80 7. 05 Effect of taxation on incentives to work...3. 3...100 7. 06 Pay and productivity...

4. 0...61 7. 07 Reliance on professional management...4. 7...40 7. 08 Country capacity to retain talent...

3. 3...78 7. 09 Country capacity to attract talent...3. 5...64 7. 10 Women in labor force, ratio to men*..

3. 4...113 5. 08 Extent of staff training...4. 0...65 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 4...14 7. 02 Flexibility of wage determination...

5. 5...33 7. 03 Hiring and firing practices...4. 9...9 7. 04 Redundancy costs, weeks of salary*..

*23.9.111 7. 05 Effect of taxation on incentives to work...5. 1...8 7. 06 Pay and productivity...

5. 4...2 7. 07 Reliance on professional management...5. 6...15 7. 08 Country capacity to retain talent...

5. 1...9 7. 09 Country capacity to attract talent...5. 0...12 7. 10 Women in labor force, ratio to men*..

5. 4...13 5. 08 Extent of staff training...5. 3...4 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 5...53 7. 02 Flexibility of wage determination...

4. 7...94 7. 03 Hiring and firing practices...4. 3...35 7. 04 Redundancy costs, weeks of salary*..

*13.7.63 7. 05 Effect of taxation on incentives to work...3. 3...96 7. 06 Pay and productivity...

3. 5...106 7. 07 Reliance on professional management...2. 9...135 7. 08 Country capacity to retain talent...

3. 4...65 7. 09 Country capacity to attract talent...3. 3...78 7. 10 Women in labor force, ratio to men*..

3. 4...115 5. 08 Extent of staff training...3. 3...126 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 8...34 7. 02 Flexibility of wage determination...

5. 3...52 7. 03 Hiring and firing practices...3. 7...84 7. 04 Redundancy costs, weeks of salary*..

*7. 3...20 7. 05 Effect of taxation on incentives to work...4. 2...27 7. 06 Pay and productivity...

4. 1...58 7. 07 Reliance on professional management...4. 0...84 7. 08 Country capacity to retain talent...

4. 1...37 7. 09 Country capacity to attract talent...4. 3...24 7. 10 Women in labor force, ratio to men*..

4. 6...40 5. 08 Extent of staff training...4. 4...40 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 4...136 7. 02 Flexibility of wage determination...

4. 6...101 7. 03 Hiring and firing practices...3. 3...117 7. 04 Redundancy costs, weeks of salary*..

*10.5.43 7. 05 Effect of taxation on incentives to work...2. 8...126 7. 06 Pay and productivity...

2. 5...140 7. 07 Reliance on professional management...2. 0...144 7. 08 Country capacity to retain talent...

2. 3...131 7. 09 Country capacity to attract talent...2. 5...123 7. 10 Women in labor force, ratio to men*..

3. 1...128 5. 08 Extent of staff training...2. 6...144 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 9...31 7. 02 Flexibility of wage determination...

4. 7...99 7. 03 Hiring and firing practices...4. 2...42 7. 04 Redundancy costs, weeks of salary*..

*10.6.45 7. 05 Effect of taxation on incentives to work...5. 1...9 7. 06 Pay and productivity...

4. 2...47 7. 07 Reliance on professional management...4. 4...55 7. 08 Country capacity to retain talent...

3. 2...85 7. 09 Country capacity to attract talent...3. 9...38 7. 10 Women in labor force, ratio to men*..

4. 4...52 5. 08 Extent of staff training...4. 4...35 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 6...45 7. 02 Flexibility of wage determination...

4. 8...88 7. 03 Hiring and firing practices...3. 4...103 7. 04 Redundancy costs, weeks of salary*..

*22.0.104 7. 05 Effect of taxation on incentives to work...3. 0...116 7. 06 Pay and productivity...

3. 8...87 7. 07 Reliance on professional management...4. 1...79 7. 08 Country capacity to retain talent...

3. 5...63 7. 09 Country capacity to attract talent...3. 3...80 7. 10 Women in labor force, ratio to men*..

4. 3...60 5. 08 Extent of staff training...4. 0...74 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 1...86 7. 02 Flexibility of wage determination...

5. 5...30 7. 03 Hiring and firing practices...3. 6...93 7. 04 Redundancy costs, weeks of salary*..

*22.6.106 7. 05 Effect of taxation on incentives to work...2. 9...123 7. 06 Pay and productivity...

4. 4...35 7. 07 Reliance on professional management...3. 6...111 7. 08 Country capacity to retain talent...

1. 9...140 7. 09 Country capacity to attract talent...1. 8...139 7. 10 Women in labor force, ratio to men*..

3. 3...119 5. 08 Extent of staff training...3. 4...120 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 1...92 7. 02 Flexibility of wage determination...

5. 7...17 7. 03 Hiring and firing practices...3. 9...71 7. 04 Redundancy costs, weeks of salary*..

*8. 7...26 7. 05 Effect of taxation on incentives to work...3. 6...68 7. 06 Pay and productivity...

4. 8...14 7. 07 Reliance on professional management...3. 7...105 7. 08 Country capacity to retain talent...

2. 8...111 7. 09 Country capacity to attract talent...2. 7...114 7. 10 Women in labor force, ratio to men*..

2. 8...137 5. 08 Extent of staff training...4. 0...73 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 0...106 7. 02 Flexibility of wage determination...

5. 0...75 7. 03 Hiring and firing practices...4. 0...62 7. 04 Redundancy costs, weeks of salary*..

*11.2.48 7. 05 Effect of taxation on incentives to work...3. 7...65 7. 06 Pay and productivity...

3. 9...74 7. 07 Reliance on professional management...3. 8...101 7. 08 Country capacity to retain talent...

3. 3...81 7. 09 Country capacity to attract talent...2. 9...97 7. 10 Women in labor force, ratio to men*..

3. 6...103 5. 08 Extent of staff training...3. 9...87 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 2...83 7. 02 Flexibility of wage determination...

5. 4...37 7. 03 Hiring and firing practices...3. 7...86 7. 04 Redundancy costs, weeks of salary*..

*20.7.97 7. 05 Effect of taxation on incentives to work...3. 9...42 7. 06 Pay and productivity...

4. 0...65 7. 07 Reliance on professional management...4. 3...64 7. 08 Country capacity to retain talent...

3. 8...45 7. 09 Country capacity to attract talent...3. 9...40 7. 10 Women in labor force, ratio to men*..

4. 1...72 5. 08 Extent of staff training...3. 6...106 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 6...131 7. 02 Flexibility of wage determination...

3. 9...128 7. 03 Hiring and firing practices...3. 4...102 7. 04 Redundancy costs, weeks of salary*..

*37.5.135 7. 05 Effect of taxation on incentives to work...3. 6...78 7. 06 Pay and productivity...

2. 9...133 7. 07 Reliance on professional management...3. 4...120 7. 08 Country capacity to retain talent...

3. 4...73 7. 09 Country capacity to attract talent...3. 6...58 7. 10 Women in labor force, ratio to men*..

3. 4...112 5. 08 Extent of staff training...3. 4...121 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 8...115 7. 02 Flexibility of wage determination...

5. 5...36 7. 03 Hiring and firing practices...4. 1...51 7. 04 Redundancy costs, weeks of salary*..

*20.2.94 7. 05 Effect of taxation on incentives to work...3. 8...56 7. 06 Pay and productivity...

3. 9...79 7. 07 Reliance on professional management...2. 9...137 7. 08 Country capacity to retain talent...

1. 7...144 7. 09 Country capacity to attract talent...2. 7...113 7. 10 Women in labor force, ratio to men*..

2. 9...135 5. 08 Extent of staff training...2. 9...138 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 0...101 7. 02 Flexibility of wage determination...

4. 8...91 7. 03 Hiring and firing practices...2. 9...128 7. 04 Redundancy costs, weeks of salary*..

*9. 7...35 7. 05 Effect of taxation on incentives to work...4. 0...39 7. 06 Pay and productivity...

3. 5...107 7. 07 Reliance on professional management...4. 2...69 7. 08 Country capacity to retain talent...

3. 4...72 7. 09 Country capacity to attract talent...3. 4...71 7. 10 Women in labor force, ratio to men*..

3. 6...102 5. 08 Extent of staff training...4. 1...57 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 2...141 7. 02 Flexibility of wage determination...

4. 4...115 7. 03 Hiring and firing practices...3. 2...119 7. 04 Redundancy costs, weeks of salary*..

*27.2.118 7. 05 Effect of taxation on incentives to work...3. 5...85 7. 06 Pay and productivity...

3. 1...128 7. 07 Reliance on professional management...3. 4...118 7. 08 Country capacity to retain talent...

2. 7...116 7. 09 Country capacity to attract talent...2. 3...131 7. 10 Women in labor force, ratio to men*..

3. 1...131 5. 08 Extent of staff training...3. 3...125 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 5...7 7. 02 Flexibility of wage determination...

3. 5...135 7. 03 Hiring and firing practices...3. 1...123 7. 04 Redundancy costs, weeks of salary*..

*8. 7...26 7. 05 Effect of taxation on incentives to work...3. 7...62 7. 06 Pay and productivity...

3. 7...94 7. 07 Reliance on professional management...6. 1...4 7. 08 Country capacity to retain talent...

4. 8...13 7. 09 Country capacity to attract talent...4. 8...15 7. 10 Women in labor force, ratio to men*..

6. 1...2 5. 08 Extent of staff training...5. 0...12 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 5...8 7. 02 Flexibility of wage determination...

5. 8...14 7. 03 Hiring and firing practices...4. 1...58 7. 04 Redundancy costs, weeks of salary*..

*0. 0...1 7. 05 Effect of taxation on incentives to work...5. 0...12 7. 06 Pay and productivity...

4. 6...21 7. 07 Reliance on professional management...6. 5...1 7. 08 Country capacity to retain talent...

3. 7...52 7. 09 Country capacity to attract talent...4. 6...19 7. 10 Women in labor force, ratio to men*..

4. 9...26 5. 08 Extent of staff training...4. 9...17 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 3...67 7. 02 Flexibility of wage determination...

4. 8...90 7. 03 Hiring and firing practices...4. 1...48 7. 04 Redundancy costs, weeks of salary*..

*14.9.69 7. 05 Effect of taxation on incentives to work...3. 2...107 7. 06 Pay and productivity...

4. 0...67 7. 07 Reliance on professional management...3. 4...123 7. 08 Country capacity to retain talent...

3. 1...89 7. 09 Country capacity to attract talent...3. 1...91 7. 10 Women in labor force, ratio to men*..

3. 3...123 5. 08 Extent of staff training...3. 8...88 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 4...61 7. 02 Flexibility of wage determination...

5. 5...35 7. 03 Hiring and firing practices...5. 2...7 7. 04 Redundancy costs, weeks of salary*..

*16.2.79 7. 05 Effect of taxation on incentives to work...4. 3...21 7. 06 Pay and productivity...

4. 2...51 7. 07 Reliance on professional management...4. 5...52 7. 08 Country capacity to retain talent...

3. 1...92 7. 09 Country capacity to attract talent...3. 8...47 7. 10 Women in labor force, ratio to men*..

3. 7...95 5. 08 Extent of staff training...4. 3...48 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 8...4 7. 02 Flexibility of wage determination...

3. 7...133 7. 03 Hiring and firing practices...2. 8...132 7. 04 Redundancy costs, weeks of salary*..

*8. 7...26 7. 05 Effect of taxation on incentives to work...4. 2...29 7. 06 Pay and productivity...

3. 7...92 7. 07 Reliance on professional management...6. 2...2 7. 08 Country capacity to retain talent...

5. 6...5 7. 09 Country capacity to attract talent...4. 8...14 7. 10 Women in labor force, ratio to men*..

5. 5...11 5. 08 Extent of staff training...5. 2...8 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 0...25 7. 02 Flexibility of wage determination...

5. 6...27 7. 03 Hiring and firing practices...3. 6...91 7. 04 Redundancy costs, weeks of salary*..

*4. 3...8 7. 05 Effect of taxation on incentives to work...5. 8...6 7. 06 Pay and productivity...

3. 9...70 7. 07 Reliance on professional management...4. 9...31 7. 08 Country capacity to retain talent...

4. 5...21 7. 09 Country capacity to attract talent...4. 4...22 7. 10 Women in labor force, ratio to men*..

3. 8...94 5. 08 Extent of staff training...4. 3...49 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 9...107 7. 02 Flexibility of wage determination...

4. 6...103 7. 03 Hiring and firing practices...4. 1...49 7. 04 Redundancy costs, weeks of salary*..

*27.2.118 7. 05 Effect of taxation on incentives to work...3. 5...82 7. 06 Pay and productivity...

3. 8...86 7. 07 Reliance on professional management...3. 9...87 7. 08 Country capacity to retain talent...

3. 2...87 7. 09 Country capacity to attract talent...2. 7...110 7. 10 Women in labor force, ratio to men*..

3. 6...101 5. 08 Extent of staff training...3. 4...122 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 5...51 7. 02 Flexibility of wage determination...

4. 6...106 7. 03 Hiring and firing practices...3. 7...85 7. 04 Redundancy costs, weeks of salary*..

*18.1.87 7. 05 Effect of taxation on incentives to work...4. 0...35 7. 06 Pay and productivity...

3. 5...101 7. 07 Reliance on professional management...3. 8...100 7. 08 Country capacity to retain talent...

4. 6...19 7. 09 Country capacity to attract talent...4. 9...13 7. 10 Women in labor force, ratio to men*..

4. 2...63 5. 08 Extent of staff training...4. 3...47 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 4...59 7. 02 Flexibility of wage determination...

5. 5...32 7. 03 Hiring and firing practices...3. 4...110 7. 04 Redundancy costs, weeks of salary*..

*26.1.115 7. 05 Effect of taxation on incentives to work...4. 4...17 7. 06 Pay and productivity...

3. 5...109 7. 07 Reliance on professional management...3. 2...129 7. 08 Country capacity to retain talent...

3. 0...100 7. 09 Country capacity to attract talent...2. 7...111 7. 10 Women in labor force, ratio to men*..

3. 0...133 5. 08 Extent of staff training...3. 7...105 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 3...64 7. 02 Flexibility of wage determination...

5. 4...39 7. 03 Hiring and firing practices...2. 9...130 7. 04 Redundancy costs, weeks of salary*..

*11.4.49 7. 05 Effect of taxation on incentives to work...3. 2...104 7. 06 Pay and productivity...

3. 9...75 7. 07 Reliance on professional management...4. 5...54 7. 08 Country capacity to retain talent...

3. 9...41 7. 09 Country capacity to attract talent...3. 8...45 7. 10 Women in labor force, ratio to men*..

3. 9...87 5. 08 Extent of staff training...3. 8...93 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 9...29 7. 02 Flexibility of wage determination...

4. 8...86 7. 03 Hiring and firing practices...3. 4...104 7. 04 Redundancy costs, weeks of salary*..

*27.4.124 7. 05 Effect of taxation on incentives to work...3. 9...47 7. 06 Pay and productivity...

4. 5...27 7. 07 Reliance on professional management...5. 0...29 7. 08 Country capacity to retain talent...

3. 5...60 7. 09 Country capacity to attract talent...3. 3...82 7. 10 Women in labor force, ratio to men*..

4. 4...49 5. 08 Extent of staff training...4. 6...27 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 0...100 7. 02 Flexibility of wage determination...

5. 6...29 7. 03 Hiring and firing practices...3. 4...112 7. 04 Redundancy costs, weeks of salary*..

*18.8.89 7. 05 Effect of taxation on incentives to work...3. 4...88 7. 06 Pay and productivity...

4. 1...53 7. 07 Reliance on professional management...4. 2...71 7. 08 Country capacity to retain talent...

2. 7...117 7. 09 Country capacity to attract talent...2. 5...124 7. 10 Women in labor force, ratio to men*..

4. 8...31 5. 08 Extent of staff training...4. 0...72 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 3...65 7. 02 Flexibility of wage determination...

4. 7...93 7. 03 Hiring and firing practices...3. 3...113 7. 04 Redundancy costs, weeks of salary*..

*23.1.108 7. 05 Effect of taxation on incentives to work...2. 8...131 7. 06 Pay and productivity...

3. 4...113 7. 07 Reliance on professional management...4. 2...73 7. 08 Country capacity to retain talent...

3. 1...91 7. 09 Country capacity to attract talent...3. 4...72 7. 10 Women in labor force, ratio to men*..

5. 1...24 5. 08 Extent of staff training...4. 2...54 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 9...30 7. 02 Flexibility of wage determination...

5. 7...19 7. 03 Hiring and firing practices...3. 6...94 7. 04 Redundancy costs, weeks of salary*..

*0. 0...1 7. 05 Effect of taxation on incentives to work...3. 1...112 7. 06 Pay and productivity...

4. 6...22 7. 07 Reliance on professional management...5. 3...23 7. 08 Country capacity to retain talent...

2. 9...106 7. 09 Country capacity to attract talent...3. 3...81 7. 10 Women in labor force, ratio to men*..

5. 6...10 5. 08 Extent of staff training...4. 9...16 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 7...5 7. 02 Flexibility of wage determination...

6. 0...5 7. 03 Hiring and firing practices...5. 3...5 7. 04 Redundancy costs, weeks of salary*..

*23.2.110 7. 05 Effect of taxation on incentives to work...6. 3...2 7. 06 Pay and productivity...

5. 4...3 7. 07 Reliance on professional management...5. 6...16 7. 08 Country capacity to retain talent...

5. 8...2 7. 09 Country capacity to attract talent...5. 9...4 7. 10 Women in labor force, ratio to men*..

5. 3...19 5. 08 Extent of staff training...5. 3...6 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 7...125 7. 02 Flexibility of wage determination...

5. 0...68 7. 03 Hiring and firing practices...4. 1...57 7. 04 Redundancy costs, weeks of salary*..

*4. 0...7 7. 05 Effect of taxation on incentives to work...2. 5...140 7. 06 Pay and productivity...

4. 0...66 7. 07 Reliance on professional management...3. 3...126 7. 08 Country capacity to retain talent...

2. 5...128 7. 09 Country capacity to attract talent...2. 6...115 7. 10 Women in labor force, ratio to men*..

4. 2...68 5. 08 Extent of staff training...3. 6...111 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 1...89 7. 02 Flexibility of wage determination...

5. 6...28 7. 03 Hiring and firing practices...4. 2...41 7. 04 Redundancy costs, weeks of salary*..

*17.3.83 7. 05 Effect of taxation on incentives to work...3. 0...115 7. 06 Pay and productivity...

4. 6...24 7. 07 Reliance on professional management...4. 0...85 7. 08 Country capacity to retain talent...

2. 9...103 7. 09 Country capacity to attract talent...3. 1...92 7. 10 Women in labor force, ratio to men*..

4. 3...59 5. 08 Extent of staff training...3. 8...89 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 0...24 7. 02 Flexibility of wage determination...

5. 3...54 7. 03 Hiring and firing practices...4. 3...31 7. 04 Redundancy costs, weeks of salary*..

*13.0.56 7. 05 Effect of taxation on incentives to work...4. 5...16 7. 06 Pay and productivity...

4. 0...68 7. 07 Reliance on professional management...4. 8...35 7. 08 Country capacity to retain talent...

4. 3...27 7. 09 Country capacity to attract talent...4. 6...20 7. 10 Women in labor force, ratio to men*..

3. 7...96 5. 08 Extent of staff training...4. 0...66 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 5...50 7. 02 Flexibility of wage determination...

5. 8...13 7. 03 Hiring and firing practices...4. 1...54 7. 04 Redundancy costs, weeks of salary*..

*19.5.93 7. 05 Effect of taxation on incentives to work...4. 9...13 7. 06 Pay and productivity...

4. 5...25 7. 07 Reliance on professional management...4. 6...45 7. 08 Country capacity to retain talent...

4. 4...22 7. 09 Country capacity to attract talent...4. 7...17 7. 10 Women in labor force, ratio to men*..

4. 1...73 5. 08 Extent of staff training...4. 1...60 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 4...57 7. 02 Flexibility of wage determination...

4. 5...112 7. 03 Hiring and firing practices...4. 1...56 7. 04 Redundancy costs, weeks of salary*..

*13.7.64 7. 05 Effect of taxation on incentives to work...3. 9...44 7. 06 Pay and productivity...

3. 8...90 7. 07 Reliance on professional management...4. 1...81 7. 08 Country capacity to retain talent...

3. 4...77 7. 09 Country capacity to attract talent...3. 7...54 7. 10 Women in labor force, ratio to men*..

4. 4...56 5. 08 Extent of staff training...3. 9...78 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 3...140 7. 02 Flexibility of wage determination...

5. 4...45 7. 03 Hiring and firing practices...3. 3...115 7. 04 Redundancy costs, weeks of salary*..

*7. 7...22 7. 05 Effect of taxation on incentives to work...2. 6...136 7. 06 Pay and productivity...

3. 4...116 7. 07 Reliance on professional management...3. 2...128 7. 08 Country capacity to retain talent...

1. 8...141 7. 09 Country capacity to attract talent...1. 6...143 7. 10 Women in labor force, ratio to men*..

3. 5...106 5. 08 Extent of staff training...3. 1...134 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 0...99 7. 02 Flexibility of wage determination...

4. 9...83 7. 03 Hiring and firing practices...3. 6...88 7. 04 Redundancy costs, weeks of salary*..

*13.5.62 7. 05 Effect of taxation on incentives to work...3. 9...48 7. 06 Pay and productivity...

3. 5...102 7. 07 Reliance on professional management...4. 4...56 7. 08 Country capacity to retain talent...

3. 1...90 7. 09 Country capacity to attract talent...4. 0...31 7. 10 Women in labor force, ratio to men*..

3. 6...99 5. 08 Extent of staff training...4. 0...67 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 1...84 7. 02 Flexibility of wage determination...

5. 0...71 7. 03 Hiring and firing practices...4. 5...19 7. 04 Redundancy costs, weeks of salary*..

*78.3.141 7. 05 Effect of taxation on incentives to work...3. 8...54 7. 06 Pay and productivity...

3. 5...105 7. 07 Reliance on professional management...4. 2...70 7. 08 Country capacity to retain talent...

2. 5...124 7. 09 Country capacity to attract talent...3. 3...86 7. 10 Women in labor force, ratio to men*..

3. 2...125 5. 08 Extent of staff training...3. 6...107 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...6. 1...2 7. 02 Flexibility of wage determination...

6. 0...7 7. 03 Hiring and firing practices...5. 4...3 7. 04 Redundancy costs, weeks of salary*..

*3. 0...6 7. 05 Effect of taxation on incentives to work...6. 0...4 7. 06 Pay and productivity...

5. 3...4 7. 07 Reliance on professional management...6. 0...6 7. 08 Country capacity to retain talent...

5. 2...8 7. 09 Country capacity to attract talent...6. 0...2 7. 10 Women in labor force, ratio to men*..

5. 5...12 5. 08 Extent of staff training...5. 3...7 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 0...105 7. 02 Flexibility of wage determination...

4. 6...102 7. 03 Hiring and firing practices...2. 9...131 7. 04 Redundancy costs, weeks of salary*..

*18.8.89 7. 05 Effect of taxation on incentives to work...2. 9...119 7. 06 Pay and productivity...

4. 4...32 7. 07 Reliance on professional management...4. 2...74 7. 08 Country capacity to retain talent...

2. 4...130 7. 09 Country capacity to attract talent...2. 6...117 7. 10 Women in labor force, ratio to men*..

4. 5...45 5. 08 Extent of staff training...3. 8...90 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 7...121 7. 02 Flexibility of wage determination...

3. 9...127 7. 03 Hiring and firing practices...2. 4...140 7. 04 Redundancy costs, weeks of salary*..

*10.7.46 7. 05 Effect of taxation on incentives to work...2. 5...137 7. 06 Pay and productivity...

3. 5...108 7. 07 Reliance on professional management...3. 8...92 7. 08 Country capacity to retain talent...

2. 9...109 7. 09 Country capacity to attract talent...2. 5...120 7. 10 Women in labor force, ratio to men*..

4. 4...51 5. 08 Extent of staff training...3. 7...98 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...2. 5...144 7. 02 Flexibility of wage determination...

2. 7...139 7. 03 Hiring and firing practices...2. 1...143 7. 04 Redundancy costs, weeks of salary*..

*9. 3...33 7. 05 Effect of taxation on incentives to work...4. 5...15 7. 06 Pay and productivity...

2. 7...136 7. 07 Reliance on professional management...5. 5...21 7. 08 Country capacity to retain talent...

3. 7...50 7. 09 Country capacity to attract talent...3. 9...39 7. 10 Women in labor force, ratio to men*..

4. 5...44 5. 08 Extent of staff training...4. 9...18 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 1...93 7. 02 Flexibility of wage determination...

4. 2...117 7. 03 Hiring and firing practices...3. 3...116 7. 04 Redundancy costs, weeks of salary*..

*17.4.86 7. 05 Effect of taxation on incentives to work...2. 8...130 7. 06 Pay and productivity...

3. 2...127 7. 07 Reliance on professional management...4. 3...59 7. 08 Country capacity to retain talent...

2. 9...107 7. 09 Country capacity to attract talent...2. 8...103 7. 10 Women in labor force, ratio to men*..

4. 7...35 5. 08 Extent of staff training...3. 7...96 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 7...39 7. 02 Flexibility of wage determination...

5. 4...41 7. 03 Hiring and firing practices...3. 0...124 7. 04 Redundancy costs, weeks of salary*..

*58.5.140 7. 05 Effect of taxation on incentives to work...3. 9...50 7. 06 Pay and productivity...

4. 4...37 7. 07 Reliance on professional management...4. 8...32 7. 08 Country capacity to retain talent...

2. 9...108 7. 09 Country capacity to attract talent...2. 5...122 7. 10 Women in labor force, ratio to men*..

4. 4...55 5. 08 Extent of staff training...4. 1...56 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 7...122 7. 02 Flexibility of wage determination...

5. 0...72 7. 03 Hiring and firing practices...3. 0...126 7. 04 Redundancy costs, weeks of salary*..

*8. 8...32 7. 05 Effect of taxation on incentives to work...3. 5...83 7. 06 Pay and productivity...

3. 3...120 7. 07 Reliance on professional management...3. 7...104 7. 08 Country capacity to retain talent...

2. 8...112 7. 09 Country capacity to attract talent...3. 3...77 7. 10 Women in labor force, ratio to men*..

3. 1...130 5. 08 Extent of staff training...3. 7...101 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 3...72 7. 02 Flexibility of wage determination...

4. 5...109 7. 03 Hiring and firing practices...3. 8...81 7. 04 Redundancy costs, weeks of salary*..

*14.6.67 7. 05 Effect of taxation on incentives to work...3. 6...69 7. 06 Pay and productivity...

3. 7...93 7. 07 Reliance on professional management...4. 3...62 7. 08 Country capacity to retain talent...

2. 8...114 7. 09 Country capacity to attract talent...3. 2...87 7. 10 Women in labor force, ratio to men*..

3. 3...121 5. 08 Extent of staff training...3. 9...79 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 4...17 7. 02 Flexibility of wage determination...

3. 6...134 7. 03 Hiring and firing practices...3. 5...100 7. 04 Redundancy costs, weeks of salary*..

*14.4.66 7. 05 Effect of taxation on incentives to work...4. 2...30 7. 06 Pay and productivity...

3. 8...88 7. 07 Reliance on professional management...5. 9...9 7. 08 Country capacity to retain talent...

4. 8...17 7. 09 Country capacity to attract talent...4. 3...26 7. 10 Women in labor force, ratio to men*..

5. 4...15 5. 08 Extent of staff training...5. 1...10 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...6. 2...1 7. 02 Flexibility of wage determination...

5. 7...15 7. 03 Hiring and firing practices...5. 7...2 7. 04 Redundancy costs, weeks of salary*..

*10.1.38 7. 05 Effect of taxation on incentives to work...5. 1...11 7. 06 Pay and productivity...

5. 3...5 7. 07 Reliance on professional management...5. 9...7 7. 08 Country capacity to retain talent...

5. 8...1 7. 09 Country capacity to attract talent...6. 1...1 7. 10 Women in labor force, ratio to men*..

6. 5...1 5. 08 Extent of staff training...5. 7...1 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 1...23 7. 02 Flexibility of wage determination...

5. 5...31 7. 03 Hiring and firing practices...4. 4...21 7. 04 Redundancy costs, weeks of salary*..

*22.6.105 7. 05 Effect of taxation on incentives to work...3. 9...49 7. 06 Pay and productivity...

5. 1...7 7. 07 Reliance on professional management...5. 3...24 7. 08 Country capacity to retain talent...

3. 8...46 7. 09 Country capacity to attract talent...3. 5...65 7. 10 Women in labor force, ratio to men*..

5. 4...14 5. 08 Extent of staff training...4. 4...41 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 5...54 7. 02 Flexibility of wage determination...

4. 8...89 7. 03 Hiring and firing practices...4. 1...45 7. 04 Redundancy costs, weeks of salary*..

*15.5.74 7. 05 Effect of taxation on incentives to work...3. 2...109 7. 06 Pay and productivity...

4. 4...38 7. 07 Reliance on professional management...3. 5...116 7. 08 Country capacity to retain talent...

3. 5...62 7. 09 Country capacity to attract talent...3. 5...68 7. 10 Women in labor force, ratio to men*..

3. 9...81 5. 08 Extent of staff training...3. 7...103 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 8...117 7. 02 Flexibility of wage determination...

4. 6...105 7. 03 Hiring and firing practices...3. 9...73 7. 04 Redundancy costs, weeks of salary*..

*9. 3...33 7. 05 Effect of taxation on incentives to work...3. 2...105 7. 06 Pay and productivity...

3. 3...122 7. 07 Reliance on professional management...3. 7...106 7. 08 Country capacity to retain talent...

3. 0...98 7. 09 Country capacity to attract talent...3. 3...84 7. 10 Women in labor force, ratio to men*..

3. 5...109 5. 08 Extent of staff training...3. 5...116 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 9...32 7. 02 Flexibility of wage determination...

4. 3...116 7. 03 Hiring and firing practices...4. 4...23 7. 04 Redundancy costs, weeks of salary*..

*36.0.133 7. 05 Effect of taxation on incentives to work...3. 8...60 7. 06 Pay and productivity...

4. 2...50 7. 07 Reliance on professional management...4. 5...51 7. 08 Country capacity to retain talent...

4. 1...33 7. 09 Country capacity to attract talent...3. 9...36 7. 10 Women in labor force, ratio to men*..

4. 2...69 5. 08 Extent of staff training...4. 4...37 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 9...110 7. 02 Flexibility of wage determination...

4. 5...110 7. 03 Hiring and firing practices...3. 4...107 7. 04 Redundancy costs, weeks of salary*..

*4. 3...8 7. 05 Effect of taxation on incentives to work...3. 8...59 7. 06 Pay and productivity...

3. 7...91 7. 07 Reliance on professional management...3. 2...130 7. 08 Country capacity to retain talent...

3. 6...58 7. 09 Country capacity to attract talent...3. 6...60 7. 10 Women in labor force, ratio to men*..

2. 7...141 5. 08 Extent of staff training...3. 0...136 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 5...133 7. 02 Flexibility of wage determination...

4. 6...100 7. 03 Hiring and firing practices...3. 7...83 7. 04 Redundancy costs, weeks of salary*..

*20.5.96 7. 05 Effect of taxation on incentives to work...4. 3...22 7. 06 Pay and productivity...

3. 3...124 7. 07 Reliance on professional management...4. 3...61 7. 08 Country capacity to retain talent...

3. 4...75 7. 09 Country capacity to attract talent...3. 8...48 7. 10 Women in labor force, ratio to men*..

4. 3...61 5. 08 Extent of staff training...4. 2...51 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 8...118 7. 02 Flexibility of wage determination...

4. 2...119 7. 03 Hiring and firing practices...3. 5...97 7. 04 Redundancy costs, weeks of salary*..

*12.1.52 7. 05 Effect of taxation on incentives to work...3. 6...71 7. 06 Pay and productivity...

3. 6...97 7. 07 Reliance on professional management...3. 8...94 7. 08 Country capacity to retain talent...

3. 0...95 7. 09 Country capacity to attract talent...2. 8...104 7. 10 Women in labor force, ratio to men*..

3. 8...89 5. 08 Extent of staff training...3. 7...99 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 0...96 7. 02 Flexibility of wage determination...

5. 3...49 7. 03 Hiring and firing practices...3. 9...67 7. 04 Redundancy costs, weeks of salary*..

*29.8.128 7. 05 Effect of taxation on incentives to work...3. 3...98 7. 06 Pay and productivity...

3. 8...81 7. 07 Reliance on professional management...4. 3...63 7. 08 Country capacity to retain talent...

3. 2...86 7. 09 Country capacity to attract talent...2. 9...100 7. 10 Women in labor force, ratio to men*..

4. 4...57 5. 08 Extent of staff training...3. 8...91 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 1...91 7. 02 Flexibility of wage determination...

6. 2...2 7. 03 Hiring and firing practices...4. 9...10 7. 04 Redundancy costs, weeks of salary*..

*8. 7...26 7. 05 Effect of taxation on incentives to work...3. 6...74 7. 06 Pay and productivity...

3. 2...126 7. 07 Reliance on professional management...3. 9...88 7. 08 Country capacity to retain talent...

2. 8...113 7. 09 Country capacity to attract talent...3. 0...95 7. 10 Women in labor force, ratio to men*..

3. 7...98 5. 08 Extent of staff training...3. 6...110 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 8...119 7. 02 Flexibility of wage determination...

4. 9...77 7. 03 Hiring and firing practices...3. 9...64 7. 04 Redundancy costs, weeks of salary*..

*13.0.57 7. 05 Effect of taxation on incentives to work...2. 6...135 7. 06 Pay and productivity...

4. 5...31 7. 07 Reliance on professional management...3. 5...115 7. 08 Country capacity to retain talent...

2. 3...132 7. 09 Country capacity to attract talent...2. 3...130 7. 10 Women in labor force, ratio to men*..

3. 9...84 5. 08 Extent of staff training...3. 8...92 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 5...10 7. 02 Flexibility of wage determination...

6. 1...3 7. 03 Hiring and firing practices...5. 1...8 7. 04 Redundancy costs, weeks of salary*..

*4. 3...8 7. 05 Effect of taxation on incentives to work...6. 2...3 7. 06 Pay and productivity...

5. 2...6 7. 07 Reliance on professional management...5. 5...20 7. 08 Country capacity to retain talent...

5. 5...6 7. 09 Country capacity to attract talent...5. 9...3 7. 10 Women in labor force, ratio to men*..

5. 4...17 5. 08 Extent of staff training...5. 1...11 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...5. 1...22 7. 02 Flexibility of wage determination...

5. 8...10 7. 03 Hiring and firing practices...4. 5...20 7. 04 Redundancy costs, weeks of salary*..

*8. 5...25 7. 05 Effect of taxation on incentives to work...4. 1...33 7. 06 Pay and productivity...

4. 7...17 7. 07 Reliance on professional management...5. 8...10 7. 08 Country capacity to retain talent...

5. 0...11 7. 09 Country capacity to attract talent...5. 9...5 7. 10 Women in labor force, ratio to men*..

5. 7...7 5. 08 Extent of staff training...4. 7...23 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 7...43 7. 02 Flexibility of wage determination...

5. 6...24 7. 03 Hiring and firing practices...4. 9...11 7. 04 Redundancy costs, weeks of salary*..

*0. 0...1 7. 05 Effect of taxation on incentives to work...4. 0...37 7. 06 Pay and productivity...

4. 8...10 7. 07 Reliance on professional management...5. 7...12 7. 08 Country capacity to retain talent...

5. 7...3 7. 09 Country capacity to attract talent...5. 8...6 7. 10 Women in labor force, ratio to men*..

5. 6...8 5. 08 Extent of staff training...5. 0...14 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 4...139 7. 02 Flexibility of wage determination...

2. 4...144 7. 03 Hiring and firing practices...2. 9...127 7. 04 Redundancy costs, weeks of salary*..

*20.8.98 7. 05 Effect of taxation on incentives to work...2. 9...120 7. 06 Pay and productivity...

2. 3...144 7. 07 Reliance on professional management...4. 0...82 7. 08 Country capacity to retain talent...

3. 3...83 7. 09 Country capacity to attract talent...2. 7...106 7. 10 Women in labor force, ratio to men*..

4. 1...75 5. 08 Extent of staff training...3. 9...80 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...2. 9...143 7. 02 Flexibility of wage determination...

3. 7...131 7. 03 Hiring and firing practices...1. 4...144 7. 04 Redundancy costs, weeks of salary*..

*not possible...143 7. 05 Effect of taxation on incentives to work...3. 1...114 7. 06 Pay and productivity...

2. 6...138 7. 07 Reliance on professional management...4. 3...67 7. 08 Country capacity to retain talent...

1. 8...143 7. 09 Country capacity to attract talent...1. 4...144 7. 10 Women in labor force, ratio to men*..

3. 1...132 5. 08 Extent of staff training...3. 3...124 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 2...79 7. 02 Flexibility of wage determination...

5. 1...60 7. 03 Hiring and firing practices...3. 9...65 7. 04 Redundancy costs, weeks of salary*..

*24.6.112 7. 05 Effect of taxation on incentives to work...3. 4...86 7. 06 Pay and productivity...

4. 6...23 7. 07 Reliance on professional management...3. 5...117 7. 08 Country capacity to retain talent...

3. 2...84 7. 09 Country capacity to attract talent...3. 4...74 7. 10 Women in labor force, ratio to men*..

3. 3...118 5. 08 Extent of staff training...3. 9...85 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 0...98 7. 02 Flexibility of wage determination...

5. 8...11 7. 03 Hiring and firing practices...3. 8...77 7. 04 Redundancy costs, weeks of salary*..

*27.4.120 7. 05 Effect of taxation on incentives to work...2. 8...127 7. 06 Pay and productivity...

3. 6...98 7. 07 Reliance on professional management...3. 1...133 7. 08 Country capacity to retain talent...

1. 9...139 7. 09 Country capacity to attract talent...2. 0...137 7. 10 Women in labor force, ratio to men*..

2. 9...136 5. 08 Extent of staff training...3. 2...132 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...4. 4...60 7. 02 Flexibility of wage determination...

5. 1...63 7. 03 Hiring and firing practices...4. 5...16 7. 04 Redundancy costs, weeks of salary*..

*50.6.138 7. 05 Effect of taxation on incentives to work...4. 2...26 7. 06 Pay and productivity...

3. 6...96 7. 07 Reliance on professional management...4. 7...38 7. 08 Country capacity to retain talent...

3. 4...67 7. 09 Country capacity to attract talent...3. 9...43 7. 10 Women in labor force, ratio to men*..

4. 4...48 5. 08 Extent of staff training...4. 1...63 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Labor market efficiency 7. 01 Cooperation in labor-employer relations...3. 9...112 7. 02 Flexibility of wage determination...

2. 6...141 7. 03 Hiring and firing practices...2. 2...142 7. 04 Redundancy costs, weeks of salary*..

*82.3.142 7. 05 Effect of taxation on incentives to work...3. 3...101 7. 06 Pay and productivity...

2. 3...143 7. 07 Reliance on professional management...4. 7...41 7. 08 Country capacity to retain talent...

2. 7...120 7. 09 Country capacity to attract talent...2. 8...102 7. 10 Women in labor force, ratio to men*..

3. 5...107 5. 08 Extent of staff training...3. 9...84 6th pillar: Goods market efficiency 6. 01 Intensity of local competition...

Data Tables The Global Competitiveness Report 2014 2015 395 EXECUTIVE OPINION SURVEY INDICATORS In the tables, indicators derived from the World Economic Forum's Executive Opinion Survey

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

462 5. 08 Extent of staff training...463 Pillar 6: Goods market efficiency...465 6. 01 Intensity of local competition...

483 7. 01 Cooperation in labor-employer relations...484 7. 02 Flexibility of wage determination...485 7. 03 Hiring and firing practices...

486 7. 04 Redundancy costs...487 7. 05 Effect of taxation on incentives to work...

488 7. 06 Pay and productivity...489 7. 07 Reliance on professional management...490 7. 08 Country capacity to retain talent...

491 7. 09 Country capacity to attract talent...492 7. 10 Female participation in the labor force...

493 Pillar 8: Financial market development...495 8. 01 Availability of financial services...496 8. 02 Affordability of financial services...

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

components of the following Executive Opinion Survey question: In your country, how common is it for firms to make undocumented extra payments or bribes in connection with (a) imports and exports;(

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report.

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 1 Landlocked 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

, death, disability, medical and funeral expenses, productivity and absenteeism, recruitment and training expenses, revenues? 1=a serious impact;

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report.

, death, disability, medical and funeral expenses, productivity and absenteeism, recruitment and training expenses, revenues? 1=a serious impact;

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

, death, disability, medical and funeral expenses, productivity and absenteeism, recruitment and training expenses, revenues? 1=a serious impact;

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

2. 6 5. 08 Extent of staff training In your country, to what extent do companies invest in training and employee development?

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

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World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

2. 5 7. 01 Cooperation in labor-employer relations In your country, how would you characterize labor-employer relations?

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

2. 4 7. 02 Flexibility of wage determination In your country, how are wages generally set?

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

1. 4 7. 03 Hiring and firing practices In your country, how would you characterize the hiring and firing of workers?

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

not possible 7. 04 Redundancy costs Redundancy costs in weeks of salary 2013 SOURCES: World bank/International finance corporation, Doing Business 2014:

1. 9 7. 05 Effect of taxation on incentives to work In your country, to what extent do taxes reduce the incentive to work?

1=significantly reduce the incentive to work; 7=do not reduce incentive to work at all 2013 14 weighted average SOURCE:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

2. 3 7. 06 Pay and productivity In your country, to what extent is pay related to worker productivity?

1=not related to worker productivity; 7=strongly related to worker productivity 2013 14 weighted average SOURCE:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

Data Tables The Global Competitiveness Report 2014 2015 489 2014 World Economic Forum RANK COUNTRY/ECONOMY VALUE 1 MEAN 4. 2 7

2. 0 7. 07 Reliance on professional management In your country, who holds senior management positions?

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

1=the best and brightest leave to pursue opportunities in other countries; 7=the best and brightest stay and pursue opportunities in the country 2013 14 weighted average SOURCE:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

International labour organization, Key Indicators of the Labour markets, 8th Edition; national sources 2. 2: Data Tables The Global Competitiveness Report 2014 2015 493 2014 World Economic Forum 2014 World Economic Forum Pillar 8 Financial market

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

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1=not willing at all senior management takes all important decisions; 7=very willing authority is delegated mostly to business unit heads and other lower-level managers 2013 14 weighted average SOURCE:

World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:

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In the case of indicators derived from the Executive Opinion Survey (the Survey), the full question and associated answers are provided.

World Economic Forum, Executive Opinion Survey Technical Notes and Sources 1. 02 Intellectual property protection In your country, how strong is the protection of intellectual property,

World Economic Forum, Executive Opinion Survey 1. 03 Diversion of public funds In your country, how common is diversion of public funds to companies, individuals,

World Economic Forum, Executive Opinion Survey 1. 04 Public trust in politicians In your country, how would you rate the ethical standards of politicians?

World Economic Forum, Executive Opinion Survey 1. 05 Irregular payments and bribes Average score across the five components of the following Executive Opinion Survey question:

World Economic Forum, Executive Opinion Survey 1. 06 Judicial independence In your country, to what extent is the judiciary independent from influences of members of government, citizens, or firms?

World Economic Forum, Executive Opinion Survey 1. 07 Favoritism in decisions of government officials In your country, to what extent do government officials show favoritism to well-connected firms and individuals when deciding upon policies and contracts?

World Economic Forum, Executive Opinion Survey 1. 08 Wastefulness of government spending In your country, how efficiently does the government spend public revenue?

World Economic Forum, Executive Opinion Survey 2014 World Economic Forum Technical Notes and Sources 538 The Global Competitiveness Report 2014 2015 1

World Economic Forum, Executive Opinion Survey 1. 10 Efficiency of legal framework in settling disputes In your country, how efficient is the legal framework for private businesses in settling disputes?

World Economic Forum, Executive Opinion Survey 1. 11 Efficiency of legal framework in challenging regulations In your country, how easy is it for private businesses to challenge government actions

World Economic Forum, Executive Opinion Survey 1. 12 Transparency of government policymaking In your country, how easy is it for businesses to obtain information about changes in government policies

World Economic Forum, Executive Opinion Survey 1. 13 Business costs of terrorism In your country, to what extent does the threat of terrorism impose costs on businesses?

World Economic Forum, Executive Opinion Survey 1. 14 Business costs of crime and violence In your country, to what extent does the incidence of crime

World Economic Forum, Executive Opinion Survey 1. 15 Organized crime In your country, to what extent does oriented organized crime (mafia racketeering,

World Economic Forum, Executive Opinion Survey 1. 16 Reliability of police services In your country, to what extent can police services be relied upon to enforce law and order?

World Economic Forum, Executive Opinion Survey 1. 17 Ethical behavior of firms In your country, how would you rate the corporate ethics of companies (ethical behavior in interactions with public officials

World Economic Forum, Executive Opinion Survey 1. 18 Strength of auditing and reporting standards In your country,

World Economic Forum, Executive Opinion Survey 1. 19 Efficacy of corporate boards In your country, how would you characterize corporate governance by investors and boards of directors?

World Economic Forum, Executive Opinion Survey 1. 20 Protection of minority shareholders'interests In your country, to what extent are the interests of minority shareholders protected by the legal system?

World Economic Forum, Executive Opinion Survey 1. 21 Strength of investor protection Strength of Investor Protection Index on a 0 10 (best) scale 2013 This indicator is a combination

World Economic Forum, Executive Opinion Survey 2. 02 Quality of roads In your country, how would you assess the quality of roads?

World Economic Forum, Executive Opinion Survey 2. 03 Quality of railroad infrastructure In your country, how would you assess the quality of the railroad system?

World Economic Forum, Executive Opinion Survey 2. 04 Quality of port infrastructure In your country, how would you assess the quality of seaports?(

World Economic Forum, Executive Opinion Survey 2014 World Economic Forum Technical Notes and Sources The Global Competitiveness Report 2014 2015 539 2

World Economic Forum, Executive Opinion Survey 2. 06 Available airline seat kilometers Airline seat kilometers (in millions) available on all flights (domestic

World Economic Forum, Executive Opinion Survey 2. 08 Mobile telephone subscriptions Number of mobile telephone subscriptions per 100 population 2013 A mobile telephone subscription refers to a subscription to a public

and employee stock options. For Australia, Belgium, Canada, Hong kong SAR, Iceland, New zealand, and Sweden, government debt coverage also includes insurance technical reserves,

death, disability, medical and funeral expenses, productivity and absenteeism, recruitment and training expenses, revenues? 1=a serious impact;

World Economic Forum, Executive Opinion Survey 4. 03 Tuberculosis incidence Estimated number of tuberculosis cases per 100,000 population 2013 Incidence of tuberculosis is estimated the number

, death, disability, medical and funeral expenses, productivity and absenteeism, recruitment and training expenses, revenues? 1=a serious impact;

World Economic Forum, Executive Opinion Survey 4. 05 HIV prevalence HIV prevalence as a percentage of adults aged 15 49 years 2013 HIV

, death, disability, medical and funeral expenses, productivity and absenteeism, recruitment and training expenses, revenues? 1=a serious impact;

World Economic Forum, Executive Opinion Survey 4. 07 Infant mortality Infant (children aged 0 12 months) mortality per 1, 000 live births 2013

World Economic Forum, Executive Opinion Survey 4. 10 Primary education enrollment rate Net primary education enrollment rate 2012 The reported value corresponds to the ratio of children

World Economic Forum, Executive Opinion Survey 5. 04 Quality of math and science education In your country, how would you assess the quality of math and science education?

World Economic Forum, Executive Opinion Survey 5. 05 Quality of management schools In your country, how would you assess the quality of business schools?

World Economic Forum, Executive Opinion Survey 5. 06 Internet access in schools In your country, how widespread is Internet access in schools?

World Economic Forum, Executive Opinion Survey 5. 07 Local availability of specialized research and training services In your country, to what extent are specialized high-quality

World Economic Forum, Executive Opinion Survey 5. 08 Extent of staff training In your country, to what extent do companies invest in training and employee development?

World Economic Forum, Executive Opinion Survey Pillar 6: Goods market efficiency 6. 01 Intensity of local competition In your country, how intense is competition in the local markets?

World Economic Forum, Executive Opinion Survey 6. 02 Extent of market dominance In your country, how would you characterize corporate activity?

World Economic Forum, Executive Opinion Survey 6. 03 Effectiveness of antimonopoly policy In your country, to what extent does antimonopoly policy promote competition?

World Economic Forum, Executive Opinion Survey 6. 04 Effect of taxation on incentives to invest In your country,

World Economic Forum, Executive Opinion Survey 6. 05 Total tax rate This indicator is a combination of profit tax(%of profits),

profit or corporate income tax, social contributions and labor taxes paid by the employer, property taxes, turnover taxes,

World Economic Forum, Executive Opinion Survey 6. 09 Prevalence of trade barriers In your country, to what extent do non-tariff barriers (e g.,

World Economic Forum, Executive Opinion Survey 6. 10 Trade tariffs Trade-weighted average tariff rate 2013 An applied tariff is a customs duty that is levied on imports of merchandise

World Economic Forum, Executive Opinion Survey 6. 12 Business impact of rules on FDI In your country, to what extent do rules

World Economic Forum, Executive Opinion Survey 6. 13 Burden of customs procedures In your country, how efficient are the customs procedures (related to the entry and exit of merchandise?

World Economic Forum, Executive Opinion Survey 6. 14 Imports as a percentage of GDP Imports of goods and services as a percentage of gross domestic product 2013 Total imports is the sum

World Economic Forum, Executive Opinion Survey 6. 16 Buyer sophistication In your country, how do buyers make purchasing decisions?

World Economic Forum, Executive Opinion Survey Pillar 7: Labor market efficiency 7. 01 Cooperation in labor-employer relations In your country, how would you characterize labor-employer relations?

1=generally confrontational; 7=generally cooperative 2013 14 weighted average Source: World Economic Forum, Executive Opinion Survey 7. 02 Flexibility of wage determination In your country, how are wages generally set?

1=by a centralized bargaining process; 7=by each individual company 2013 14 weighted average Source:

World Economic Forum, Executive Opinion Survey 7. 03 Hiring and firing practices In your country, how would you characterize the hiring and firing of workers?

World Economic Forum, Executive Opinion Survey 7. 04 Redundancy costs Redundancy costs in weeks of salary 2013 This indicator estimates the cost of advance notice requirements, severance payments,

and penalties due when terminating a redundant worker, expressed in weekly wages. For more details about the methodology employed

World Economic Forum's calculations 7. 05 Effect of taxation on incentives to work In your country, to what extent do taxes reduce the incentive to work?

1=significantly reduce the incentive to work; 7=do not reduce incentive to work at all 2013 14 weighted average Source:

World Economic Forum, Executive Opinion Survey 7. 06 Pay and productivity In your country, to what extent is pay related to worker productivity?

1=not related to worker productivity; 7=strongly related to worker productivity 2013 14 weighted average Source:

World Economic Forum, Executive Opinion Survey 7. 07 Reliance on professional management In your country, who holds senior management positions?

1=usually relatives or friends without regard to merit; 7=mostly professional managers chosen for merit and qualifications 2013 14 weighted average Source:

World Economic Forum, Executive Opinion Survey 7. 08 Country capacity to retain talent Does your country retain talented people?

1=the best and brightest leave to pursue opportunities in other countries; 7=the best and brightest stay and pursue opportunities in the country 2013 14 weighted average Source:

World Economic Forum, Executive Opinion Survey For more details, refer to Chapter 1. 3 of this Report 2014 World Economic Forum Technical Notes

World Economic Forum, Executive Opinion Survey 7. 10 Female participation in the labor force Ratio of women to men in the labor force 2012 This measure is the percentage of women aged

International labour organization, Key Indicators of the Labour markets, 8th Edition; national sources Pillar 8: Financial market development 8. 01 Availability of financial services In your country, to what extent does the financial sector provide a wide range of financial products and services to businesses?

World Economic Forum, Executive Opinion Survey 8. 02 Affordability of financial services In your country, to what extent are financial services affordable for businesses?

World Economic Forum, Executive Opinion Survey 8. 03 Financing through local equity market In your country,

World Economic Forum, Executive Opinion Survey 8. 04 Ease of access to loans In your country, how easy is it to obtain a bank loan with only a good business plan and no collateral?

World Economic Forum, Executive Opinion Survey 8. 05 Venture capital availability In your country, how easy is it for entrepreneurs with innovative

World Economic Forum, Executive Opinion Survey 8. 06 Soundness of banks In your country, how would you assess the soundness of banks?

World Economic Forum, Executive Opinion Survey 8. 07 Regulation of securities exchanges In your country, how effective are the regulation and supervision of securities exchanges?

World Economic Forum, Executive Opinion Survey 8. 08 Legal rights index Degree of legal protection of borrowers

World Economic Forum, Executive Opinion Survey 9. 02 Firm-level technology absorption In your country, to what extent do businesses adopt new technology?

World Economic Forum, Executive Opinion Survey 9. 03 FDI and technology transfer To what extent does foreign direct investment (FDI) bring new technology into your country?

World Economic Forum, Executive Opinion Survey 9. 04 Internet users Percentage of individuals using the Internet 2013 Internet users refers to people using the Internet from any device (including mobile phones) during the year under review.

World Economic Forum, Executive Opinion Survey 11.02 Local supplier quality In your country, how would you assess the quality of local suppliers?

World Economic Forum, Executive Opinion Survey 11.03 State of cluster development In your country, how widespread are developed well and deep clusters (geographic concentrations of firms, suppliers, producers of related

World Economic Forum, Executive Opinion Survey 11.04 Nature of competitive advantage What is the competitive advantage of your country's companies in international markets based upon?

World Economic Forum, Executive Opinion Survey 11.05 Value chain breadth In your country, do companies have a narrow or broad presence in the value chain?

World Economic Forum, Executive Opinion Survey 11.06 Control of international distribution To what extent are international distribution

World Economic Forum, Executive Opinion Survey 11.07 Production process sophistication In your country, how sophisticated are production processes?

World Economic Forum, Executive Opinion Survey 11.08 Extent of marketing In your country, to what extent do sophisticated companies use marketing tools and techniques?

World Economic Forum, Executive Opinion Survey 11.09 Willingness to delegate authority In your country, how do you assess the willingness to delegate authority to subordinates?

1=not willing at all senior management takes all important decisions; 7=very willing authority is delegated mostly to business unit heads and other lower-level managers 2013 14 weighted average Source:

World Economic Forum, Executive Opinion Survey Pillar 12: Innovation 12.01 Capacity for innovation In your country, to what extent do companies have the capacity to innovate?

World Economic Forum, Executive Opinion Survey 2014 World Economic Forum Technical Notes and Sources The Global Competitiveness Report 2014 2015 545 12.02

World Economic Forum, Executive Opinion Survey 12.03 Company spending on R&d In your country, to what extent do companies spend on research and development (R&d?

World Economic Forum, Executive Opinion Survey 12.04 University-industry collaboration in R&d In your country, to what extent do business

World Economic Forum, Executive Opinion Survey 12.05 Government procurement of advanced technology products In your country, to what extent do government purchasing decisions foster innovation?

World Economic Forum, Executive Opinion Survey 12.06 Availability of scientists and engineers In your country, to what extent are scientists and engineers available?

World Economic Forum, Executive Opinion Survey 12.07 PCT patent applications Number of applications filed under the Patent Cooperation Treaty (PCT) per million population 2010-2011 average

Ms Browne also oversees the process of implementing the Executive Opinion Survey which is conducted worldwide and completed by around 15,000 business executives.

and works closely with the Forum's media team in conveying the findings of the various competitiveness reports to the media and the public.

He works on the development and computation of a range of indexes and on the analysis of data for the elaboration of various reports.

She also works on the World Economic Forum's Global Risks report. Prior to joining the Forum,

Her responsibilities include managing the network of Partner Institutes worldwide and driving the Executive Opinion Survey process.

built relationships with C-suite executives of partner companies; and oversaw the operation-management responsibilities of a team of coordinators.

He is a consultant on growth and competitiveness for a number of countries, international institutions, and corporations.

The data used in the Report are obtained from leading international sources as well as from the World Economic Forum's annual Executive Opinion Survey, a unique source that captures the perspectives of more than 14,000 business leaders on topics related to

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