Jeremy Heimans, Cofounder and Chief executive officer Kevin Steinberg, President and Head of Client Services Steering committee Members:
and services were conceived first in a government research facility, a university, or a large corporation. It is interconnected this nature that makes entrepreneurship such a fascinating endeavor.
and services, transform their organizations, enrich lives and contribute to the vibrancy of national economies.
and Kevin Steinberg, President and Head of Client Services at Purpose This report examines multiple facets of high-impact entrepreneurs,
6 6 3 3 2 Technology Services Retail and Consumer Products Financial services Media, Arts and Entertainment Automotive Telecommunications social enterprise/nonprofit Transportation Marketing and communications Distribution and Manufacturing Real estate and Construction Biotech/Med
Tech/Pharma Oil and Gas, Power and Utilities Hospitality and Leisure Cleantech other Education Agriculture Government Services Health care Services Applied to the Eoy universe Participants in the Eoy
Transportation 3-8 9-12 13-26 27-70 Services Education; Financial services; Government Services; Healthcare Services;
Marketing and Communications; Services; 3-6 7-10 11-16 17-60 Sector dynamics seem to be confirmed by this analysis Frontier companies reach maturity fastest,
followed by service companies and traditional industries take the longest. Particularly striking is the long time that traditional industries can spend in the Maturing life stage
while individual circumstances might vary, it could well be linked to the relative capital intensity of the industry
Telecommunication Services 5. 4 Russell 2000: Information technology 0. 7 Russell 2000: Telecommunication Services 3. 5 Traditional 47 (17.8) S&p500:
Consumer discretionary 10.0 S&p500: Consumer staples 11.1 S&p500: Materials 6. 3 S&p500: Utilities 3. 4 Russell 2000:
Utilities 3. 1 Services 35 (20.9) S&p500: Financials 2. 9 S&p500: Healthcare 7. 3 Russell 2000:
Given the often asset-light nature of their business, Services companies start with much stronger operational metrics and will generally find it easier to retain earnings.
as shown in Fig. 4. 9.-6. 5%19.0%28.3%-9. 0%9. 2%12.8%178%237%365%Frontier Tradional Services Roa EBITDA
%260%363%Frontier Tradional Services Roa EBITDA/sales sales/assets Fig. 4. 7. Median operational metrics of Young OECD high-impact firms 9
. 4%13.4%29.5%12.2%10 4%14.9%185%226%356%Frontier Tradional Services Roa EBITDA/sales sales/assets Fig. 4
Frontier Traditional Services Top Quartile sales/assets All Eoy contestants Top Quartile sales/assets All Eoy contestants Top Quartile sales
Services companies, on the other hand, see a sharp decline in sales effectiveness, with the commensurate drop in Roa.
For Services companies however, it looks like the high-impact (i e.,, high-growth) companies find themselves in a somewhat overextended position
13.3%25.7%23.3%5. 2%11.4%10.9%176%242%150%Frontier Tradional Services Roa EBITDA/sales sales/assets Fig. 4. 10.
Services Roa EBITDA/sales sales/assets Fig. 4. 11. Median operational metrics of Adolescent OECD high-impact firms High-impact Entrepreneurs Who Transform Industries 25 Doggis:
Fig. 4. 13 shows the results. 13.4%25.9%4. 7%4. 8%14.5%0. 0%168%255%72%Frontier Tradional Services
Top quartile performers on sales/assets in the Services industry show the strongest differentiation from their peers like in the case of Young companies,
they manage Frontier Traditional Services Top Quartile sales/assets All Eoy contestants Top Quartile sales/assets All Eoy contestants Top Quartile sales
The picture on sales effectiveness (EBITDA/sales) is almost identical to the early stages though with much narrowed range between Frontier and Services companies.
the Services group seems to have recovered from the valley of upheaval in their Adolescent phase.
Wealth creation reaches far beyond the bottom line. 14.3%18.8%22.0%10.6%11.0%14.8%141%182%220%Frontier Tradional Services Roa EBITDA/sales sales
With only 5 and 7 companies in the Traditional and Services categories, respectively, it is hard to draw strong conclusions from data that shows a much higher sales effectiveness (sales/assets) for Traditional highimpact enterprises,
and a much higher median Roa as well as lower sales effectiveness for Services companies of that distinction.
More statistically significant (with 25,23 and 10 companies in the three categories, respectively), it is clear that financial metrics at this life stage have significance for the Eoy judges certainly the scores of award winners in Frontier and Services outperform those of their peer group by a clear margin.
and entering its second decade of existence toward being an Adult company. 15.1%15.6%40.9%11.3%9. 2%15.5%137%272%160%Frontier Tradional Services Roa
Median operational metrics of Maturing OECD high-impact firms 18.8%18.1%32.5%12.9%12.4%24.7%139%173%231%Frontier Tradional Services Roa EBITDA
While strong at the start, Services companies seem to encounter a very hostile environment in their Adolescent stage.
and how they embrace out-of-sector insights. 16.4%15.6%16.8%16.5%11.7%10.9%122%184%266%Frontier Tradional Services Roa EBITDA/sales sales/assets Fig
Median operational metrics of Adult Eoy award winners 16.1 18%18.6%13.4%12.6%14.4%8. 7%123%154%197%Frontier Tradional Services
%the absolute numbers of jobs created by Young companies are still less than 15%(Frontier) or 25%(Services) of the life cycle total in each of the groups.
High-impact Entrepreneurs Who Transform Industries 33 24.1 77.1 40.8 63%33%37%Frontier Traditional Services Total new jobs'000 Marginal job creation
it is interesting that Services companies create the highest absolute number of jobs at a per-company level.
then Services offers the best impact. These observations gain additional relevance if ecosystem considerations come into play.
Median absolute and marginal two-year job creation by Eoy contestants per company 62.0 60.0 72.0 65%32%42%Frontier Traditional Services Total new jobs
innovative investment development opportunities services brands global success sales 36 The Bold Ones Conclusions for entrepreneurs how to run with the best If,
With over 25 years'experience providing professional services to private and public companies, she has led more than 20 initial public offerings (IPOS) on three continents.
John Cunningham John Cunningham has extensive business leadership, professional services and business start-up experience. He is currently a Manager at Ernst & young LLP (EY) in its Strategic Growth Markets group,
Kevin Steinberg Kevin is the President & Head of Client Services at Purpose. In this role, Kevin helps set Purpose's strategic direction
and is responsible for leading its client services efforts, which focus on helping thoughtful leaders and enlightened organizations mobilize people to effectively make change.
Power and Utilities 30 Hospitality and Leisure 20 Automotive 15 Transportation 6 Agriculture 3 Service industries Services 63 Health care Services 49 Financial services 46
Education 6 Marketing and Communications 3 Government Services 2 Table A. 1: Sector breakdown of industry groups High-impact Entrepreneurs Who Transform Industries 43 Data Tables for Lifecycle Phases
49 By Industry (median values) Young firms Frontier Industries Traditional Industries Services Industries All firms in group OECD High-Impact Eoy Award Winners All firms in group
16 28 17 13 44 The Bold Ones (median values) Adolescent firms Frontier Industries Traditional Industries Services Industries All firms in group OECD High
Industries Services Industries All firms in group OECD High-Impact Eoy Award Winners All firms in group OECD High-Impact Eoy Award Winners All firms in group OECD High
In order to overcome the challenge of fragmented European markets and entrepreneurial support services, stakeholder need to create better and new connections across countries, sectors and programmes that meet key criteria.
This is due, in part, to continued uncertainty about sections of the European fi nancial system, inadequate competition in the services sector and fragmentation of markets in key strategic sectors.
one of the key drivers of competitiveness for Europe, given its advanced stage of economic development and the imperative to focus its production on high valueadded, innovation-rich products and services.
services or business models, leading up to successful commercialization. Entrepreneurship is defined as the pursuit of opportunities beyond the resources you currently control. 10 Turning an innovative idea into economic activity creates companies, economic growth and jobs.
and services that benefit everyone and 87%believe they create jobs, professionals (such as architects, lawyers,
The fund operates at minimal cost on a fully commercial basis. Offering combined support services
provision of physical space, usually without funding but with mentorship network, informal event programmes, consulting services, investor exposure and public funding links.
Services & Operations Chief Architect. This senior level sponsorship provided access to the right operational teams,
Running an entire division aimed at providing digital services to UK SMES helps senior executives understand the perspective of smaller companies
whether that means procurement (corporates buy products and services from startups), strategic investments and eventually acquisition. 56 Finding the right entry point
and to renew their businesses through public incentives and services. Innovation policies are at the core of this process.
Innovation-driven entrepreneurs introduce new products, new services and new methods, thereby making a significant contribution to the Dutch economy.
In 2012,43%of SMES had introduced new or significantly improved products or services over the past year.
This poses difficulties for not only for those seeking mentorship but also those wishing to impart mentoring services as well as those trying to bring together different mentoring initiatives.
Increasing transparency across relevant activities and support services should therefore be complemented and followed by active partnerships between stakeholders.
while start-ups need a way to access them to provide them with goods and services.
which central and local governments offer access to their data on traffic, criminality or available services, for example) and opengov (in
Case study provided by Jean-Marc Frangos, Managing director, External Innovation, BT Technology, Services and Operations. 58.
Gavin Patterson, Chief executive officer Jean-Marc Frangos, Managing director, External Innovation, BT Technology, Services and Operations European Institute of technology Daria Golebiowska-Tataj, Executive Board member
Young Global Leader Luis Alvarez Satorre, Chief executive officer, Global Services, BT, United kingdom Tobias Schmidtke, Senior Consultant, A t. Kearney, Germany Bohuslav Sobotka
or the inability to provide basic services, jobs or housing. The World Economic Forum has been studying competitiveness for over 30 years by focusing on the assessment of the productive potential of countries in The Global Competitiveness Report series.
Yet, many cities are struggling to add on services and infrastructure amid chaotic growth, from the favelas of Brazil to the tugurios of Colombia and the shanty towns of Africa.
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 services going beyond daily necessities. Of these members, 600 million will live in the top 440 cities in the developing world;
Cities often boost standards of living by providing job opportunities and access to services. The fact that people keep arriving to the slums of very poor cities indicates that life is perceived to be even worse in rural areas.
but they are enabled by supporting services, notably financial, telecommunications, transport, logistics and other business services.
But they stand to gain disproportionately as GVCS expand, both sectorally from ICT products to other parts of manufacturing, into services,
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.
Hard connectivity is the core physical infrastructure connecting people to energy, water and other services.
and business services (hosting two of the 15 largest US law firms); global business (home to 100 or more billion-dollar-plus businesses;
interactive applications and other services to its citizens. Through the connectivity provided by this digital platform,
and improve citizen services, support the growth of small business and promote a connected city that provides better quality of life and new opportunities for its residents.
but the city also attracted knowledge-services outsourcing, backoffice operations and manufacturing. Investors appreciated the presence of a skilled population, favourable conditions such as assistance with administrative procedures, availability of land for development and good connectivity to European cities.
Some of the characteristics that contributed to Manisa's success were its industrial infrastructure (especially energy infrastructure), its relative close proximity to the port of Izmir and its rapid development of a world-class and high-quality business services environment.
or National Office of Railway Services) train stations. One of these, Casa-Voyageurs, will become the first high-speed train station in 2015 with the launch of the TGV linking Tangiers to Casablanca.
and hard infrastructure to create soft-connectivity levers of competitiveness in agriculture, fisheries, manufacturing, construction, tourism, finance, ICT-related services and supporting service industries.
business services and personal service industries, including the education sector, which graduates 27,000 students from two public universities, 500 private higher institutes and vocational training centres.
Rapid rural-urban migration seems to overwhelm the ability to provide health education, water, transportation, energy and other services.
water and sanitation services are higher than in less dense areas. The ability to lift people out of poverty by training
Other infrastructure services like the transportation system and residential and office space have complemented further the city's success formula.
The opening of Rajiv Gandhi Chandigarh Technology Park in 2005 was expected to act as a milestone in IT and ITENABLED services,
and saw the opening of digital service centres offering many IT-enabled government services to citizens.
Hyderabad's contribution to India's net export of IT and IT-enabled services was 15,
Transparent and efficient government services: Online service centres connecting communities and villages were developed to make it easier for citizens,
Again by policy design, this supply chain localizes by innovatively pushing control tower services such as subcontracting management and design coordination, deployable across multiple industries.
boasts industry and services sectors that are 36.4%and 55.8%,respectively, of the region's economy.
and improved human services, has yet to be established. Taking a leaf out of the experiences of its Asian neighbours,
The Dubai Financial services Authority (DFSA) is the independent regulator of all financial and ancillary services conducted through the Dubai International Financial City (DIFC), a purpose-built free zone in Dubai.
On the technology side, Dubai e-government capabilities cover more than 500 services. A public-private-partnership initiative was launched in March 2014 to implement a smart city strategy featuring six key pillars and 100 initiatives on transport, communications, infrastructure, electricity, economic services
and urban planning. Under the strategy, 1, 000 government services will go smart within a period of three years, integrating smartphone applications in many aspects of city life.
In 2014 Dubai Courts launched an interactive electronic system for case management in the commercial court of first instance,
Global cities are where truly global services cluster. But Singapore differs from other global cities in that it is a city, a state and an island all in one.
Trade in goods and services is about 400%of GDP. Foreign multinational enterprises (MNES) have nearly $600 billion of investment stock in Singapore,
Higher-value and knowledge-intensive goods and services (electronics, pharmaceuticals and life sciences, financial and other services) Phase 4 (late 1990s to the present:
the global city high-end services (niche financial services such as wealth management and offshore finance, other business services, casinos and integrated resorts, commodities trading, education
Singapore and Hong kong SAR now the services hubs for Asia Previous stages of growth saw relatively egalitarian income distribution,
and spurs growth in all sorts of ancillary services. Getting these basics right translates into top-of-the-world rankings.
The Competitiveness of Cities 33 and as services become increasingly entwined. But it is questionable how much manufacturing will be left in Singapore by the 2020s,
and crippling the provision of vital city services at the very time they were needed most.
manufacturing and business, going into healthcare (companies, industries, the educational system, services, government). E-government CORAME: Rationalization and modernization of public administrations at all levels, trying to create an entrepreneurial culture and attitude in all public servants and the government's actions.
The desired international connectivity, the economic modernization and its global commitment, the attraction of talent and generation of a competitive economy are the priority services of citizens themselves and of Basque society.
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.
its objective was to create a city with a high quality of life based on the competitiveness of its business sector and its immersion in high-technology services.
medical equipment, medical services, information technologies, logistics, research services and aerospace. An economic cluster strategy has been developed
such as industry accelerators to speed up a new generation of information technology and creative design services, great project amplifiers to promote the new and high-tech industry clusters,
especially as it attempts to migrate up the services value chain. Despite all these negatives, Surat still represents a great story of how a once-important city in a very poor country used a crisis to its advantage to orchestrate a leadershipdriven turnaround
Chattanooga in automobile manufacturing and internetbased start-ups, Pittsburgh in advanced materials, St louis in high-tech industries and Oklahoma city in energy-related manufacturing and services.
and poor healthcare, education, water and transport services. 52 A Report of the Global Agenda Council on Competitiveness Foreign Economic policy:
diversification into pharmaceuticals, assorted services and high-value niche manufacturing, and now to becoming a global-city-hub for finance, regional HQ operations for MNCS, education and other services.
Also standing out is Dubai, which is subject to the UAE's relatively low federal restrictions on imports and inward investment.
Ahmedabad and Hyderabad have done so in automobile manufacturing and IT services, respectively. Ningbo has exploited its history (as a trading port with widespread overseas links) and location (in the Yangtze river Delta,
and to diversify into services. The other three Chinese cities covered Zhuhai, Changsha and Guilin face a similar challenge.
which pays for its transport services and makes an additional profit. This is being used as a model;
get access to services and feel connected to their communities. In addition, it concerns the ability of entrepreneurs to connect with each other and to a wider innovative system.
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.
The city case studies provide plenty of examples of applying new technology to city services. For example, Bilbao was among the first European cities to develop a smart city concept.
Buenos aires has launched its ciudad moderna (modern city) plan to use technology to improve government services for the public and for SMES,
and Research Services Department Brazil Fundação Dom Cabral, Innovation Center Carlos Arruda, Associate dean for Business Partnership, Professor of Innovation and Competitiveness Herica Righi
), The University of the West indies Patricia Douce, Project Administrator William Lawrence, Director, Professional Services Unit Densil Williams, Executive director and Professor Japan Keio University Yoko Ishikura
Al-Ismaily, Chairman Public Authority for Investment Promotion and Export Development (ITHRAA) Azzan Qassim Al-Busaidi, Director General, Research & E-Services Pakistan
Jelena Zarkovic Rakic, Director Seychelles Plutus Auditing & Accounting Services Nicolas Boulle, Partner Marco L. Francis, Partner Singapore Economic Development Board Anna
Uruguay Bruno Gili, Professor Isidoro Hodara, Professor Venezuela CONAPRI The Venezuelan Council for Investment Promotion Litsay Guerrero, Economic Affairs and Investor Services Manager
excessive bureaucracy and red tape, 6 overregulation, corruption, dishonesty in dealing with public contracts, lack of transparency and trustworthiness, inability to provide appropriate services for the business sector,
and poverty in a variety of ways. 9 A well-developed transport and communications infrastructure network is a prerequisite for the access of less-developed communities to core economic activities and services.
and services to market in a secure and timely manner and facilitate the movement of workers to the most suitable jobs.
The government cannot provide services efficiently if it has to make high-interest payments on its past debts.
Investment in the provision of health services is thus critical for clear economic, as well as moral, considerations. 11 In addition to health, this pillar takes into account the quantity
and services given their particular supply-and-demand conditions, as well as to ensure that these goods can be traded most effectively in the economy.
Business sophistication There is no doubt that sophisticated business practices are conducive to higher efficiency in the production of goods and services.
but also opening a wider range of new possibilities in terms of products and services. Innovation is particularly important for economies as they approach the frontiers of knowledge,
This is measured by the share of exports of mineral goods in total exports (goods and services),
This fosters the exchange of learning among businesses and facilitates the development of new goods and services.
The Global Competitiveness Index 2014 2015 22 The Global Competitiveness Report 2014 2015 high-value-added goods and services.
which produce the right set of incentives to quickly transform those knowledge assets into new products and services with higher value-added.
Going forward, Croatia will need to continue strengthening its institutional framework (87th) and foster the efficiency of its market for goods and services.
And it ranks 7th in the efficiency of its goods and services markets and a business-friendly institutional framework (29th.
and many people still lack access to basic services and opportunities, such as sanitation, healthcare, and quality schooling.
The financial resources required for delivering basic services, including sanitation and healthcare, and for improving India's physical and digital connectivity are considerable.
The services sector accounts for just 28 percent of employment but for 56 percent of the economy.
Most services jobs are low-skilled and poorly paid ones though. White collar jobs remain rare.
The country also has an efficient market for goods and services (32nd), and it does reasonably well in more complex areas such as business sophistication (31st)
20%1. 13 Business costs of terrorism 1. 14 Business costs of crime and violence 1. 15 Organized crime 1. 16 Reliability of police services
33%5. 07 Local availability of specialized research and training services 5. 08 Extent of staff training 6th pillar:
and services, minus the total value (PPP estimates) of exports of goods and services. Data are normalized then on a 1-to-7 scale.
PPP estimates of imports and exports are obtained by taking the product of exports as a percentage of GDP and GDP valued at PPP.
and services, normalized on a 1-to-7 scale. PPP estimates of exports are obtained by taking the product of exports as a percentage of GDP and GDP valued at PPP.
These weather events interrupt the regular flow of goods and services both within and between countries.
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,
such as slums, where large segments of the population are without access to basic services. Such settlements can have significant repercussions for the environment,
high energy prices can endanger the affordability of basic services unless the loss of purchasing power is offset by fiscal policies.
and Access to healthcare services. This category is thus a measure of inclusion as well as a measure of the fulfillment of basic physical needs.
access to healthcare services is limited and Colombia does not yet have integrated an social safety net, which exposes a large fraction of the population in vulnerable 2014 World Economic Forum 1. 2:
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.
Kenya has made only slight progress in expanding access to improved drinking water, healthcare services, and sanitation facilities.
In addition, large portions of the population do not have access to healthcare services and are protected not by a social safety net.
Access to basic services remains very low for millions of Nigerians: only 28 percent of the population has access to basic hygiene,
Similarly, safety nets and healthcare services are available only to a minority of people. These issues, typical of a developing economy, may jeopardize the future competitiveness of the country as they limit the country's human capital.
2014) S05 Access to healthcare services How accessible is healthcare in your country? 1=limited only the privileged have access;
which includes firms representing the main sectors of the economy (agriculture, manufacturing industry, non-manufacturing industry, and services).
and services) in a given country. Country averages were derived then by taking a weighted average of the sector averages using the estimated contributions of each sector to a country's GDP as weights.
and training services makes this indicator a competitive advantage. For those economies ranked from 11 through 50 in the overall GCI,
4. 3...95 1. 16 Reliability of police services...3. 7...96 1. 17 Ethical behavior of firms...
and training services...3. 8...91 5. 08 Extent of staff training...4. 4...32 6th pillar:
4. 3...95 1. 16 Reliability of police services...3. 7...96 1. 17 Ethical behavior of firms...
and training services...3. 8...91 5. 08 Extent of staff training...4. 4...32 6th pillar:
4. 3...94 1. 16 Reliability of police services...4. 1...74 1. 17 Ethical behavior of firms...
and training services...3. 1...126 5. 08 Extent of staff training...3. 4...118 6th pillar:
3. 5...128 1. 16 Reliability of police services...2. 8...129 1. 17 Ethical behavior of firms...
and training services...2. 5...144 5. 08 Extent of staff training...2. 8...141 6th pillar:
4. 1...109 1. 16 Reliability of police services...2. 7...133 1. 17 Ethical behavior of firms...
and training services...4. 2...65 5. 08 Extent of staff training...3. 7...95 6th pillar:
5. 1...57 1. 16 Reliability of police services...4. 0...81 1. 17 Ethical behavior of firms...
and training services...3. 3...120 5. 08 Extent of staff training...3. 4...119 6th pillar:
5. 9...23 1. 16 Reliability of police services...6. 1...14 1. 17 Ethical behavior of firms...
and training services...5. 2...23 5. 08 Extent of staff training...4. 5...30 6th pillar:
6. 5...8 1. 16 Reliability of police services...5. 9...18 1. 17 Ethical behavior of firms...
and training services...5. 9...5 5. 08 Extent of staff training...4. 8...19 6th pillar:
5. 5...40 1. 16 Reliability of police services...4. 1...71 1. 17 Ethical behavior of firms...
and training services...4. 0...79 5. 08 Extent of staff training...3. 7...94 6th pillar:
6. 3...14 1. 16 Reliability of police services...5. 0...36 1. 17 Ethical behavior of firms...
and training services...4. 5...42 5. 08 Extent of staff training...4. 5...29 6th pillar:
4. 3...97 1. 16 Reliability of police services...2. 6...138 1. 17 Ethical behavior of firms...
and training services...3. 1...129 5. 08 Extent of staff training...3. 2...131 6th pillar:
6. 1...15 1. 16 Reliability of police services...5. 6...25 1. 17 Ethical behavior of firms...
and training services...4. 7...37 5. 08 Extent of staff training...4. 4...39 6th pillar:
6. 1...18 1. 16 Reliability of police services...5. 7...23 1. 17 Ethical behavior of firms...
and training services...6. 0...4 5. 08 Extent of staff training...5. 1...9 6th pillar:
6. 1...16 1. 16 Reliability of police services...4. 9...39 1. 17 Ethical behavior of firms...
and training services...3. 1...127 5. 08 Extent of staff training...3. 6...109 6th pillar:
3. 7...123 1. 16 Reliability of police services...3. 5...109 1. 17 Ethical behavior of firms...
and training services...3. 7...97 5. 08 Extent of staff training...3. 5...115 6th pillar:
5. 6...38 1. 16 Reliability of police services...4. 3...63 1. 17 Ethical behavior of firms...
and training services...3. 4...114 5. 08 Extent of staff training...4. 0...68 6th pillar:
3. 9...119 1. 16 Reliability of police services...3. 9...83 1. 17 Ethical behavior of firms...
and training services...4. 5...47 5. 08 Extent of staff training...4. 3...44 6th pillar:
4. 0...117 1. 16 Reliability of police services...3. 3...112 1. 17 Ethical behavior of firms...
and training services...3. 4...111 5. 08 Extent of staff training...3. 3...127 6th pillar:
4. 6...84 1. 16 Reliability of police services...4. 0...77 1. 17 Ethical behavior of firms...
and training services...3. 5...105 5. 08 Extent of staff training...2. 8...140 6th pillar:
3. 8...122 1. 16 Reliability of police services...2. 2...142 1. 17 Ethical behavior of firms...
and training services...2. 8...138 5. 08 Extent of staff training...2. 9...137 6th pillar:
4. 5...86 1. 16 Reliability of police services...2. 9...123 1. 17 Ethical behavior of firms...
and training services...3. 6...104 5. 08 Extent of staff training...3. 9...82 6th pillar:
4. 6...79 1. 16 Reliability of police services...4. 3...62 1. 17 Ethical behavior of firms...
and training services...4. 0...77 5. 08 Extent of staff training...4. 0...69 6th pillar:
5. 3...50 1. 16 Reliability of police services...6. 1...11 1. 17 Ethical behavior of firms...
and training services...5. 3...20 5. 08 Extent of staff training...4. 7...22 6th pillar:
4. 3...100 1. 16 Reliability of police services...4. 4...56 1. 17 Ethical behavior of firms...
and training services...3. 5...108 5. 08 Extent of staff training...3. 7...104 6th pillar:
3. 5...131 1. 16 Reliability of police services...2. 6...134 1. 17 Ethical behavior of firms...
and training services...2. 7...142 5. 08 Extent of staff training...2. 8...139 6th pillar:
5. 5...45 1. 16 Reliability of police services...6. 3...4 1. 17 Ethical behavior of firms...
and training services...4. 5...46 5. 08 Extent of staff training...4. 2...52 6th pillar:
4. 7...70 1. 16 Reliability of police services...4. 3...61 1. 17 Ethical behavior of firms...
and training services...4. 4...58 5. 08 Extent of staff training...4. 3...46 6th pillar:
2. 8...139 1. 16 Reliability of police services...4. 0...78 1. 17 Ethical behavior of firms...
and training services...4. 1...71 5. 08 Extent of staff training...3. 9...83 6th pillar:
5. 2...53 1. 16 Reliability of police services...5. 0...38 1. 17 Ethical behavior of firms...
and training services...4. 9...28 5. 08 Extent of staff training...4. 7...21 6th pillar:
4. 2...104 1. 16 Reliability of police services...3. 8...92 1. 17 Ethical behavior of firms...
and training services...4. 3...62 5. 08 Extent of staff training...4. 0...70 6th pillar:
5. 4...49 1. 16 Reliability of police services...4. 4...55 1. 17 Ethical behavior of firms...
and training services...4. 1...70 5. 08 Extent of staff training...3. 2...129 6th pillar:
5. 7...30 1. 16 Reliability of police services...4. 7...44 1. 17 Ethical behavior of firms...
and training services...4. 7...34 5. 08 Extent of staff training...4. 3...43 6th pillar:
5. 0...59 1. 16 Reliability of police services...4. 1...75 1. 17 Ethical behavior of firms...
and training services...4. 9...27 5. 08 Extent of staff training...4. 1...55 6th pillar:
5. 5...46 1. 16 Reliability of police services...6. 0...15 1. 17 Ethical behavior of firms...
and training services...5. 3...18 5. 08 Extent of staff training...4. 9...15 6th pillar:
4. 0...115 1. 16 Reliability of police services...2. 6...139 1. 17 Ethical behavior of firms...
and training services...4. 1...74 5. 08 Extent of staff training...3. 9...86 6th pillar:
3. 5...127 1. 16 Reliability of police services...3. 3...111 1. 17 Ethical behavior of firms...
and training services...3. 2...124 5. 08 Extent of staff training...2. 8...142 6th pillar:
2. 7...143 1. 16 Reliability of police services...3. 7...97 1. 17 Ethical behavior of firms...
and training services...4. 5...43 5. 08 Extent of staff training...4. 0...71 6th pillar:
6. 3...12 1. 16 Reliability of police services...5. 3...32 1. 17 Ethical behavior of firms...
and training services...4. 8...29 5. 08 Extent of staff training...4. 4...36 6th pillar:
5. 4...48 1. 16 Reliability of police services...3. 8...93 1. 17 Ethical behavior of firms...
and training services...3. 3...122 5. 08 Extent of staff training...3. 4...123 6th pillar:
6. 6...5 1. 16 Reliability of police services...6. 7...1 1. 17 Ethical behavior of firms...
and training services...5. 9...6 5. 08 Extent of staff training...5. 3...5 6th pillar:
4. 9...62 1. 16 Reliability of police services...5. 3...30 1. 17 Ethical behavior of firms...
and training services...5. 3...21 5. 08 Extent of staff training...4. 5...31 6th pillar:
4. 6...81 1. 16 Reliability of police services...3. 5...107 1. 17 Ethical behavior of firms...
and training services...3. 0...134 5. 08 Extent of staff training...3. 7...100 6th pillar:
5. 7...32 1. 16 Reliability of police services...4. 6...49 1. 17 Ethical behavior of firms...
and training services...4. 0...78 5. 08 Extent of staff training...4. 3...42 6th pillar:
5. 8...27 1. 16 Reliability of police services...5. 4...28 1. 17 Ethical behavior of firms...
and training services...3. 4...116 5. 08 Extent of staff training...3. 5...114 6th pillar:
5. 5...39 1. 16 Reliability of police services...5. 9...19 1. 17 Ethical behavior of firms...
and training services...6. 0...3 5. 08 Extent of staff training...5. 0...13 6th pillar:
3. 9...118 1. 16 Reliability of police services...4. 1...72 1. 17 Ethical behavior of firms...
and training services...3. 8...92 5. 08 Extent of staff training...4. 1...61 6th pillar:
5. 5...42 1. 16 Reliability of police services...4. 4...58 1. 17 Ethical behavior of firms...
and training services...3. 8...90 5. 08 Extent of staff training...3. 6...112 6th pillar:
2. 5...144 1. 16 Reliability of police services...2. 9...124 1. 17 Ethical behavior of firms...
and training services...4. 4...54 5. 08 Extent of staff training...4. 6...28 6th pillar:
4. 1...107 1. 16 Reliability of police services...3. 0...119 1. 17 Ethical behavior of firms...
and training services...2. 8...139 5. 08 Extent of staff training...3. 2...128 6th pillar:
4. 3...92 1. 16 Reliability of police services...2. 8...131 1. 17 Ethical behavior of firms...
and training services...4. 0...76 5. 08 Extent of staff training...4. 0...64 6th pillar:
3. 9...120 1. 16 Reliability of police services...3. 0...120 1. 17 Ethical behavior of firms...
and training services...2. 7...140 5. 08 Extent of staff training...3. 2...130 6th pillar:
2. 7...142 1. 16 Reliability of police services...3. 2...115 1. 17 Ethical behavior of firms...
and training services...4. 0...80 5. 08 Extent of staff training...4. 4...38 6th pillar:
5. 8...25 1. 16 Reliability of police services...6. 2...6 1. 17 Ethical behavior of firms...
and training services...5. 4...16 5. 08 Extent of staff training...4. 6...26 6th pillar:
4. 9...63 1. 16 Reliability of police services...4. 1...66 1. 17 Ethical behavior of firms...
and training services...3. 9...85 5. 08 Extent of staff training...3. 6...108 6th pillar:
6. 5...6 1. 16 Reliability of police services...6. 1...10 1. 17 Ethical behavior of firms...
and training services...4. 6...39 5. 08 Extent of staff training...4. 7...25 6th pillar:
4. 0...114 1. 16 Reliability of police services...3. 8...88 1. 17 Ethical behavior of firms...
and training services...4. 2...64 5. 08 Extent of staff training...3. 9...77 6th pillar:
4. 2...102 1. 16 Reliability of police services...4. 1...67 1. 17 Ethical behavior of firms...
and training services...4. 4...50 5. 08 Extent of staff training...4. 7...24 6th pillar:
3. 8...121 1. 16 Reliability of police services...4. 0...80 1. 17 Ethical behavior of firms...
and training services...3. 9...88 5. 08 Extent of staff training...3. 0...135 6th pillar:
5. 9...24 1. 16 Reliability of police services...6. 1...12 1. 17 Ethical behavior of firms...
and training services...5. 0...25 5. 08 Extent of staff training...4. 8...20 6th pillar:
4. 7...75 1. 16 Reliability of police services...4. 1...69 1. 17 Ethical behavior of firms...
and training services...4. 6...38 5. 08 Extent of staff training...4. 0...76 6th pillar:
3. 3...132 1. 16 Reliability of police services...4. 8...42 1. 17 Ethical behavior of firms...
and training services...4. 8...30 5. 08 Extent of staff training...3. 2...133 6th pillar:
2. 9...138 1. 16 Reliability of police services...3. 6...105 1. 17 Ethical behavior of firms...
and training services...3. 9...86 5. 08 Extent of staff training...4. 1...59 6th pillar:
5. 2...52 1. 16 Reliability of police services...6. 0...17 1. 17 Ethical behavior of firms...
and training services...5. 6...9 5. 08 Extent of staff training...5. 4...2 6th pillar:
5. 6...37 1. 16 Reliability of police services...5. 3...31 1. 17 Ethical behavior of firms...
and training services...4. 6...41 5. 08 Extent of staff training...4. 1...58 6th pillar:
4. 7...74 1. 16 Reliability of police services...3. 8...91 1. 17 Ethical behavior of firms...
and training services...4. 2...66 5. 08 Extent of staff training...4. 1...62 6th pillar:
3. 7...125 1. 16 Reliability of police services...3. 9...85 1. 17 Ethical behavior of firms...
and training services...4. 8...32 5. 08 Extent of staff training...4. 4...34 6th pillar:
4. 3...93 1. 16 Reliability of police services...4. 6...48 1. 17 Ethical behavior of firms...
and training services...4. 7...36 5. 08 Extent of staff training...4. 2...53 6th pillar:
5. 5...43 1. 16 Reliability of police services...4. 4...57 1. 17 Ethical behavior of firms...
and training services...3. 6...100 5. 08 Extent of staff training...3. 7...97 6th pillar:
4. 0...113 1. 16 Reliability of police services...3. 1...118 1. 17 Ethical behavior of firms...
and training services...3. 5...110 5. 08 Extent of staff training...3. 5...113 6th pillar:
4. 7...71 1. 16 Reliability of police services...4. 2...64 1. 17 Ethical behavior of firms...
and training services...3. 9...83 5. 08 Extent of staff training...4. 3...45 6th pillar:
5. 7...34 1. 16 Reliability of police services...4. 6...46 1. 17 Ethical behavior of firms...
and training services...4. 4...53 5. 08 Extent of staff training...4. 4...33 6th pillar:
4. 5...88 1. 16 Reliability of police services...2. 8...132 1. 17 Ethical behavior of firms...
and training services...4. 2...67 5. 08 Extent of staff training...3. 5...117 6th pillar:
4. 5...85 1. 16 Reliability of police services...4. 7...45 1. 17 Ethical behavior of firms...
and training services...3. 9...82 5. 08 Extent of staff training...4. 0...75 6th pillar:
4. 0...116 1. 16 Reliability of police services...2. 0...143 1. 17 Ethical behavior of firms...
and training services...2. 5...143 5. 08 Extent of staff training...2. 7...143 6th pillar:
5. 1...55 1. 16 Reliability of police services...4. 3...60 1. 17 Ethical behavior of firms...
and training services...4. 8...33 5. 08 Extent of staff training...4. 2...50 6th pillar:
6. 3...11 1. 16 Reliability of police services...6. 1...9 1. 17 Ethical behavior of firms...
and training services...5. 3...22 5. 08 Extent of staff training...5. 4...3 6th pillar:
4. 8...65 1. 16 Reliability of police services...4. 5...53 1. 17 Ethical behavior of firms...
and training services...3. 8...93 5. 08 Extent of staff training...3. 9...81 6th pillar:
4. 1...110 1. 16 Reliability of police services...2. 8...130 1. 17 Ethical behavior of firms...
and training services...3. 4...117 5. 08 Extent of staff training...3. 7...102 6th pillar:
5. 1...56 1. 16 Reliability of police services...4. 0...82 1. 17 Ethical behavior of firms...
and training services...3. 4...113 5. 08 Extent of staff training...4. 0...65 6th pillar:
5. 2...51 1. 16 Reliability of police services...5. 1...35 1. 17 Ethical behavior of firms...
and training services...5. 4...13 5. 08 Extent of staff training...5. 3...4 6th pillar:
3. 2...134 1. 16 Reliability of police services...3. 8...90 1. 17 Ethical behavior of firms...
and training services...3. 4...115 5. 08 Extent of staff training...3. 3...126 6th pillar:
5. 8...26 1. 16 Reliability of police services...5. 3...33 1. 17 Ethical behavior of firms...
and training services...4. 6...40 5. 08 Extent of staff training...4. 4...40 6th pillar:
4. 9...64 1. 16 Reliability of police services...3. 0...121 1. 17 Ethical behavior of firms...
and training services...3. 1...128 5. 08 Extent of staff training...2. 6...144 6th pillar:
6. 0...20 1. 16 Reliability of police services...4. 5...51 1. 17 Ethical behavior of firms...
and training services...4. 4...52 5. 08 Extent of staff training...4. 4...35 6th pillar:
2. 7...140 1. 16 Reliability of police services...2. 8...128 1. 17 Ethical behavior of firms...
and training services...4. 3...60 5. 08 Extent of staff training...4. 0...74 6th pillar:
4. 6...83 1. 16 Reliability of police services...3. 1...116 1. 17 Ethical behavior of firms...
and training services...3. 3...119 5. 08 Extent of staff training...3. 4...120 6th pillar:
4. 7...72 1. 16 Reliability of police services...3. 7...94 1. 17 Ethical behavior of firms...
and training services...2. 8...137 5. 08 Extent of staff training...4. 0...73 6th pillar:
4. 6...80 1. 16 Reliability of police services...4. 3...59 1. 17 Ethical behavior of firms...
and training services...3. 6...103 5. 08 Extent of staff training...3. 9...87 6th pillar:
5. 7...33 1. 16 Reliability of police services...4. 9...41 1. 17 Ethical behavior of firms...
and training services...4. 1...72 5. 08 Extent of staff training...3. 6...106 6th pillar:
3. 5...130 1. 16 Reliability of police services...2. 9...125 1. 17 Ethical behavior of firms...
and training services...3. 4...112 5. 08 Extent of staff training...3. 4...121 6th pillar:
3. 1...136 1. 16 Reliability of police services...2. 9...126 1. 17 Ethical behavior of firms...
and training services...2. 9...135 5. 08 Extent of staff training...2. 9...138 6th pillar:
4. 7...76 1. 16 Reliability of police services...3. 9...84 1. 17 Ethical behavior of firms...
and training services...3. 6...102 5. 08 Extent of staff training...4. 1...57 6th pillar:
3. 5...129 1. 16 Reliability of police services...3. 8...87 1. 17 Ethical behavior of firms...
and training services...3. 1...131 5. 08 Extent of staff training...3. 3...125 6th pillar:
6. 0...19 1. 16 Reliability of police services...6. 0...16 1. 17 Ethical behavior of firms...
and training services...6. 1...2 5. 08 Extent of staff training...5. 0...12 6th pillar:
6. 5...7 1. 16 Reliability of police services...6. 5...2 1. 17 Ethical behavior of firms...
and training services...4. 9...26 5. 08 Extent of staff training...4. 9...17 6th pillar:
5. 0...60 1. 16 Reliability of police services...3. 7...98 1. 17 Ethical behavior of firms...
and training services...3. 3...123 5. 08 Extent of staff training...3. 8...88 6th pillar:
3. 7...124 1. 16 Reliability of police services...2. 6...136 1. 17 Ethical behavior of firms...
and training services...3. 7...95 5. 08 Extent of staff training...4. 3...48 6th pillar:
6. 1...17 1. 16 Reliability of police services...6. 1...13 1. 17 Ethical behavior of firms...
and training services...5. 5...11 5. 08 Extent of staff training...5. 2...8 6th pillar:
6. 7...3 1. 16 Reliability of police services...5. 6...27 1. 17 Ethical behavior of firms...
and training services...3. 8...94 5. 08 Extent of staff training...4. 3...49 6th pillar:
3. 0...137 1. 16 Reliability of police services...2. 8...127 1. 17 Ethical behavior of firms...
and training services...3. 6...101 5. 08 Extent of staff training...3. 4...122 6th pillar:
4. 5...87 1. 16 Reliability of police services...4. 5...52 1. 17 Ethical behavior of firms...
and training services...4. 2...63 5. 08 Extent of staff training...4. 3...47 6th pillar:
4. 4...91 1. 16 Reliability of police services...2. 3...141 1. 17 Ethical behavior of firms...
and training services...3. 0...133 5. 08 Extent of staff training...3. 7...105 6th pillar:
3. 1...135 1. 16 Reliability of police services...2. 6...137 1. 17 Ethical behavior of firms...
and training services...3. 9...87 5. 08 Extent of staff training...3. 8...93 6th pillar:
4. 7...69 1. 16 Reliability of police services...3. 6...101 1. 17 Ethical behavior of firms...
and training services...4. 4...49 5. 08 Extent of staff training...4. 6...27 6th pillar:
5. 6...35 1. 16 Reliability of police services...4. 1...76 1. 17 Ethical behavior of firms...
and training services...4. 8...31 5. 08 Extent of staff training...4. 0...72 6th pillar:
6. 3...13 1. 16 Reliability of police services...5. 3...29 1. 17 Ethical behavior of firms...
and training services...5. 1...24 5. 08 Extent of staff training...4. 2...54 6th pillar:
5. 2...54 1. 16 Reliability of police services...4. 8...43 1. 17 Ethical behavior of firms...
and training services...5. 6...10 5. 08 Extent of staff training...4. 9...16 6th pillar:
6. 7...2 1. 16 Reliability of police services...6. 3...3 1. 17 Ethical behavior of firms...
and training services...5. 3...19 5. 08 Extent of staff training...5. 3...6 6th pillar:
4. 1...105 1. 16 Reliability of police services...4. 2...65 1. 17 Ethical behavior of firms...
and training services...4. 2...68 5. 08 Extent of staff training...3. 6...111 6th pillar:
4. 2...101 1. 16 Reliability of police services...3. 2...114 1. 17 Ethical behavior of firms...
and training services...4. 3...59 5. 08 Extent of staff training...3. 8...89 6th pillar:
6. 4...9 1. 16 Reliability of police services...5. 8...21 1. 17 Ethical behavior of firms...
and training services...3. 7...96 5. 08 Extent of staff training...4. 0...66 6th pillar:
6. 4...10 1. 16 Reliability of police services...5. 2...34 1. 17 Ethical behavior of firms...
and training services...4. 1...73 5. 08 Extent of staff training...4. 1...60 6th pillar:
4. 3...96 1. 16 Reliability of police services...4. 6...47 1. 17 Ethical behavior of firms...
and training services...4. 4...56 5. 08 Extent of staff training...3. 9...78 6th pillar:
4. 1...106 1. 16 Reliability of police services...3. 8...89 1. 17 Ethical behavior of firms...
and training services...3. 5...106 5. 08 Extent of staff training...3. 1...134 6th pillar:
4. 9...61 1. 16 Reliability of police services...4. 1...68 1. 17 Ethical behavior of firms...
and training services...3. 6...99 5. 08 Extent of staff training...4. 0...67 6th pillar:
4. 0...111 1. 16 Reliability of police services...3. 4...110 1. 17 Ethical behavior of firms...
and training services...3. 2...125 5. 08 Extent of staff training...3. 6...107 6th pillar:
6. 6...4 1. 16 Reliability of police services...6. 2...8 1. 17 Ethical behavior of firms...
and training services...5. 5...12 5. 08 Extent of staff training...5. 3...7 6th pillar:
4. 6...82 1. 16 Reliability of police services...3. 6...106 1. 17 Ethical behavior of firms...
and training services...4. 5...45 5. 08 Extent of staff training...3. 8...90 6th pillar:
5. 5...41 1. 16 Reliability of police services...4. 9...40 1. 17 Ethical behavior of firms...
and training services...4. 4...51 5. 08 Extent of staff training...3. 7...98 6th pillar:
4. 3...99 1. 16 Reliability of police services...3. 6...102 1. 17 Ethical behavior of firms...
and training services...4. 5...44 5. 08 Extent of staff training...4. 9...18 6th pillar:
5. 5...44 1. 16 Reliability of police services...5. 8...20 1. 17 Ethical behavior of firms...
and training services...4. 7...35 5. 08 Extent of staff training...3. 7...96 6th pillar:
4. 8...67 1. 16 Reliability of police services...3. 7...100 1. 17 Ethical behavior of firms...
and training services...4. 4...55 5. 08 Extent of staff training...4. 1...56 6th pillar:
5. 1...58 1. 16 Reliability of police services...4. 4...54 1. 17 Ethical behavior of firms...
and training services...3. 1...130 5. 08 Extent of staff training...3. 7...101 6th pillar:
4. 8...68 1. 16 Reliability of police services...4. 6...50 1. 17 Ethical behavior of firms...
and training services...3. 3...121 5. 08 Extent of staff training...3. 9...79 6th pillar:
5. 6...36 1. 16 Reliability of police services...5. 7...24 1. 17 Ethical behavior of firms...
and training services...5. 4...15 5. 08 Extent of staff training...5. 1...10 6th pillar:
5. 9...22 1. 16 Reliability of police services...6. 2...5 1. 17 Ethical behavior of firms...
and training services...6. 5...1 5. 08 Extent of staff training...5. 7...1 6th pillar:
5. 8...28 1. 16 Reliability of police services...5. 0...37 1. 17 Ethical behavior of firms...
and training services...5. 4...14 5. 08 Extent of staff training...4. 4...41 6th pillar:
4. 8...66 1. 16 Reliability of police services...3. 9...86 1. 17 Ethical behavior of firms...
and training services...3. 9...81 5. 08 Extent of staff training...3. 7...103 6th pillar:
4. 7...77 1. 16 Reliability of police services...3. 5...108 1. 17 Ethical behavior of firms...
and training services...3. 5...109 5. 08 Extent of staff training...3. 5...116 6th pillar:
4. 5...89 1. 16 Reliability of police services...3. 2...113 1. 17 Ethical behavior of firms...
and training services...4. 2...69 5. 08 Extent of staff training...4. 4...37 6th pillar:
4. 3...98 1. 16 Reliability of police services...3. 6...104 1. 17 Ethical behavior of firms...
and training services...2. 7...141 5. 08 Extent of staff training...3. 0...136 6th pillar:
4. 0...112 1. 16 Reliability of police services...3. 1...117 1. 17 Ethical behavior of firms...
and training services...4. 3...61 5. 08 Extent of staff training...4. 2...51 6th pillar:
4. 2...103 1. 16 Reliability of police services...4. 1...70 1. 17 Ethical behavior of firms...
and training services...3. 8...89 5. 08 Extent of staff training...3. 7...99 6th pillar:
4. 4...90 1. 16 Reliability of police services...3. 6...103 1. 17 Ethical behavior of firms...
and training services...4. 4...57 5. 08 Extent of staff training...3. 8...91 6th pillar:
4. 1...108 1. 16 Reliability of police services...3. 7...95 1. 17 Ethical behavior of firms...
and training services...3. 7...98 5. 08 Extent of staff training...3. 6...110 6th pillar:
3. 6...126 1. 16 Reliability of police services...2. 6...135 1. 17 Ethical behavior of firms...
and training services...3. 9...84 5. 08 Extent of staff training...3. 8...92 6th pillar:
6. 8...1 1. 16 Reliability of police services...6. 2...7 1. 17 Ethical behavior of firms...
and training services...5. 4...17 5. 08 Extent of staff training...5. 1...11 6th pillar:
5. 8...29 1. 16 Reliability of police services...5. 6...26 1. 17 Ethical behavior of firms...
and training services...5. 7...7 5. 08 Extent of staff training...4. 7...23 6th pillar:
4. 7...73 1. 16 Reliability of police services...5. 7...22 1. 17 Ethical behavior of firms...
and training services...5. 6...8 5. 08 Extent of staff training...5. 0...14 6th pillar:
6. 0...21 1. 16 Reliability of police services...4. 1...73 1. 17 Ethical behavior of firms...
and training services...4. 1...75 5. 08 Extent of staff training...3. 9...80 6th pillar:
2. 7...141 1. 16 Reliability of police services...1. 7...144 1. 17 Ethical behavior of firms...
and training services...3. 1...132 5. 08 Extent of staff training...3. 3...124 6th pillar:
4. 6...78 1. 16 Reliability of police services...3. 7...99 1. 17 Ethical behavior of firms...
and training services...3. 3...118 5. 08 Extent of staff training...3. 9...85 6th pillar:
3. 3...133 1. 16 Reliability of police services...2. 3...140 1. 17 Ethical behavior of firms...
and training services...2. 9...136 5. 08 Extent of staff training...3. 2...132 6th pillar:
5. 5...47 1. 16 Reliability of police services...4. 0...79 1. 17 Ethical behavior of firms...
and training services...4. 4...48 5. 08 Extent of staff training...4. 1...63 6th pillar:
5. 7...31 1. 16 Reliability of police services...3. 0...122 1. 17 Ethical behavior of firms...
and training services...3. 5...107 5. 08 Extent of staff training...3. 9...84 6th pillar:
420 1. 16 Reliability of police services...421 1. 17 Ethical behavior of firms...422 1. 18 Strength of auditing
461 5. 07 Local availability of specialized research and training services...462 5. 08 Extent of staff training...
7=extremely efficient in providing goods and services 2013 14 weighted average SOURCE: World Economic Forum, Executive Opinion Survey.
1. 7 1. 16 Reliability of police services In your country, to what extent can police services be relied upon to enforce law and order?
2. 5 5. 07 Local availability of specialized research and training services In your country, to what extent are specialized high-quality
training services available? 1=not available at all; 7=widely available 2013 14 weighted average SOURCE:
14.9 6. 14 Imports as a percentage of GDP Imports of goods and services as a percentage of gross domestic product 2013 or most recent year available SOURCES:
Time series on Merchandise and Commercial Services (accessed July 02,2014; International monetary fund, World Economic Outlook Database (April 2014 edition;
2. 1 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?
1. 0 10.01 Domestic market size index Sum of gross domestic product plus value of imports of goods and services,
minus value of exports of goods and services, normalized on a 1 7 (best) scale 2013 SOURCE:
and services, normalized on a 1 7 (best) scale 2013 SOURCE: World Economic Forum's calculations.
1. 0 10.04 Exports as a percentage of GDP Exports of goods and services as a percentage of gross domestic product 2013 or most recent year available SOURCES:
2. 4 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 products and services,
7=extremely efficient in providing goods and services 2013 14 weighted average Source: 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. 16 Reliability of police services In your country, to what extent can police services be relied upon to enforce law and order?
Subscriptions to public mobile data services private trunked mobile radio, telepoint or radio paging, and telemetry services are excluded also.
It includes all mobile cellular subscriptions that offer voice communications. Source: International Telecommunication Union, ITU World Telecommunication/ICT Indicators Database 2014 (June 2014 edition) 2. 09 Fixed telephone lines Number of active fixed
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
training services available? 1=not available at all; 7=widely available 2013 14 weighted average Source:
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
of total imports of merchandise and commercial services. Sources: World trade organization, Statistical Database: Time series on Merchandise and Commercial Services (accessed July 02,2014;
International monetary fund, World Economic Outlook Database (April 2014 edition; national sources 6. 15 Degree of customer orientation In your country, how well do companies treat customers?
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?
Market size 10.01 Domestic market size index Sum of gross domestic product plus value of imports of goods and services,
minus value of exports of goods and services, normalized on a 1 7 (best) scale 2013 The size of the domestic market is calculated as the natural log of the sum of the gross domestic product valued at PPP plus the total value (PPP
estimates) of imports of goods and services, minus the total value (PPP estimates) of exports of goods and services.
and services, normalized on a 1 7 (best) scale 2013 The size of the foreign market is estimated as the natural log of the total value (PPP estimates) of exports of goods
and services, normalized on a 1 7 scale. PPP estimates of exports are obtained by taking the product of exports as a percentage of GDP and GDP valued at PPP.
national sources 10.04 Exports as a percentage of GDP Exports of goods and services as a percentage of gross domestic product 2013 Total exports is the sum of total exports of merchandise and commercial services.
products and services, and specialized institutions in a particular field)? 1=nonexistent; 7=widespread in many fields 2013 14 weighted average Source:
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