DDI_HUN_2002_ES_v01_M_WB Antonina Redko <_value> NADA Version 01 Enterprise Survey 2002 ES 2002 HUN_2002_ES_v01_M_WB World Bank European Bank for Reconstruction and Development NADA World Bank European Bank for Reconstruction and Development Enterprise Survey [en/oth] Firm-level surveys have been conducted since 1998 by different units within the World Bank. This survey is part of the second round of the Business Environment and Enterprise Performance Survey (BEEPS II), a joint initiative of the World Bank Group ("WB") and the European Bank for Reconstruction and Development ("EBRD"). The initial goal of the study is to better understand conditions for doing business in targeted countries and how they compare to other countries. The ultimate goal of the research is to advise governments on ways to change policies and practices that impose a burden on private firms and to develop new projects and programs that strengthen support for enterprise growth. The survey was implemented to 6,667 enterprises in 27 transitional economies: 16 from Central and Eastern Europe (Albania, Bosnia and Herzegovina, Bulgaria, Croatia, Czech Republic, Estonia, FR Yugoslavia, FYR Macedonia, Hungary, Latvia, Lithuania, Poland, Romania, Slovak Republic, Slovenia and Turkey) and 11 from The Commonwealth of Independent States (Armenia, Azerbaijan, Belarus, Georgia, Kazakhstan, Kyrgyzstan, Moldova, Russia, Tajikistan, Ukraine and Uzbekistan). Researchers initially planned to conduct the study in Turkmenistan. But the research was canceled because of concerns that the Turkmen government would interfere with survey implementation. This research was conducted in Hungary from June 19 to July 31, 2002, as part of the second round of the Business Environment and Enterprise Performance Survey. The objective of the survey is to obtain feedback from enterprises on the state of the private sector as well as to help in building a panel of enterprise data that will make it possible to track changes in the business environment over time, thus allowing, for example, impact assessments of reforms. Through face-to-face interviews with firms in the manufacturing and services sectors, the survey assesses the constraints to private sector growth and creates statistically significant business environment indicators that are comparable across countries. The survey topics include company's characteristics, information about sales and suppliers, competition, infrastructure services, judiciary and law enforcement, security, government policies and regulations, bribery, sources of financing, overall business environment, performance and investment activities, and workforce composition. Hungary National The primary sampling unit of the study is the establishment. The manufacturing and services sectors are the primary business sectors of interest. Sample survey data [ssd] MEMRB Custom Research Worldwide The information below is taken from "The Business Environment and Enterprise Performance Survey - 2002. A brief report on observations, experiences and methodology from the survey" prepared by MEMRB Custom Research Worldwide (now part of Synovate), a research company that implemented BEEPS II instrument. The general targeted distributional criteria of the sample in BEEPS II countries were to be as follows: 1) Coverage of countries: The BEEPS II instrument was to be administered to approximately 6,500 enterprises in 28 transition economies: 16 from CEE (Albania, Bosnia and Herzegovina, Bulgaria, Croatia, Czech Republic, Estonia, FR Yugoslavia, FYROM, Hungary, Latvia, Lithuania, Poland, Romania, Slovak Republic, Slovenia and Turkey) and 12 from the CIS (Armenia, Azerbaijan, Belarus, Georgia, Kazakhstan, Kyrgyzstan, Moldova, Russia, Tajikistan, Turkmenistan, Ukraine and Uzbekistan). 2) In each country, the sector composition of the total sample in terms of manufacturing versus services (including commerce) was to be determined by the relative contribution of GDP, subject to a 15% minimum for each category. Firms that operated in sectors subject to government price regulations and prudential supervision, such as banking, electric power, rail transport, and water and wastewater were excluded. Eligible enterprise activities were as follows (ISIC sections): - Mining and quarrying (Section C: 10-14), Construction (Section F: 45), Manufacturing (Section D: 15-37) - Transportation, storage and communications (Section I: 60-64), Wholesale, retail, repairs (Section G: 50-52), Real estate, business services (Section K: 70-74), Hotels and restaurants (Section H: 55), Other community, social and personal activities (Section O: selected groups). 3) Size: At least 10% of the sample was to be in the small and 10% in the large size categories. A small firm was defined as an establishment with 2-49 employees, medium - with 50-249 workers, and large - with 250 - 9,999 employees. Companies with only one employee or more than 10,000 employees were excluded. 4) Ownership: At least 10% of the firms were to have foreign control (more than 50% shareholding) and 10% of companies - state control. 5) Exporters: At least 10% of the firms were to be exporters. A firm should be regarded as an exporter if it exported 20% or more of its total sales. 6) Location: At least 10% of firms were to be in the category "small city/countryside" (population under 50,000). 7) Year of establishment: Enterprises which were established later than 2000 should be excluded. The sample structure for BEEPS II was designed to be as representative (self-weighted) as possible to the population of firms within the industry and service sectors subject to the various minimum quotas for the total sample. This approach ensured that there was sufficient weight in the tails of the distribution of firms by the various relevant controlled parameters (sector, size, location and ownership). As pertinent data on the actual population or data which would have allowed the estimation of the population of foreign-owned and exporting enterprises were not available, it was not feasible to build these two parameters into the design of the sample guidelines from the onset. The primary parameters used for the design of the sample were: - Total population of enterprises; - Ownership: private and state; - Size of enterprise: Small, medium and large; - Geographic location: Capital, over 1 million, 1 million-250,000, 250-50,000 and under 50,000; - Sub-sectors (e.g. mining, construction, wholesale, etc). For certain parameters where statistical information was not available, enterprise populations and distributions were estimated from other accessible demographic (e.g. human population concentrations in rural and urban areas) and socio-economic (e.g. employment levels) data. The survey was discontinued in Turkmenistan due to concerns about Turkmen government interference with implementation of the study. Face-to-face [f2f] The current survey instruments are available: - Screener and Main Questionnaires. The survey topics include company's characteristics, information about sales and suppliers, competition, infrastructure services, judiciary and law enforcement, security, government policies and regulations, bribery, sources of financing, overall business environment, performance and investment activities, and workforce composition. Private contractors conducted BEEPS II on behalf of the World Bank and EBRD. Due to sensitive survey questions addressing business-government relations and corruption-related topics, private contractors were preferred over any government agency or an organization associated with government, and were hired by the World Bank and EBRD to collect the data. Usually, the surveys were implemented following a two-stage procedure. In the first stage, a screener questionnaire was applied over the phone to determine eligibility and to make appointments. In the second stage, a face-to-face interview took place with the manager, owner or director of each establishment. Sometimes the survey respondent needed to call company accountants and human resource managers into the interview to answer questions in the sales and labor sections of the survey. All surveys were conducted in the local languages. The minimum time taken to administer an interview was about one hour with the average for most interviews time being one and a half hours. Some interviews were completed between two and four days in various sittings. A minimum of 30% call-back checks (100% in Russia and the Asian Republics) were made in order to verify and clarify responses. In Hungary, the number of targeted interviews was 250; 250 interviews were completed. Data entry and first checking and validation of the results were undertaken locally. Final checking and validation of the results were made at MEMRB Custom Research Worldwide headquarters. Overall, in all BEEPS II countries, the implementing agency contacted 18,052 enterprises and achieved an interview completion rate of 36.93%. Respondents who either refused outright (i.e. not interested) or were unavailable to be interviewed (i.e. on holiday, etc) accounted for 38.34% of all contacts. Enterprises which were contacted but were non-eligible (i.e. business activity, year of establishment, etc) or quotas were already met (i.e. size, ownership etc) or to which “blind calls” were made to meet quotas (i.e. foreign ownership, exporters, etc) accounted for 24.73% of the total number of enterprises contacted. Confidentiality of the survey respondents and the sensitive information they provide is necessary to ensure the greatest degree of survey participation, integrity and confidence in the quality of the data. Surveys are usually carried out in cooperation with business organizations and government agencies promoting job creation and economic growth, but confidentiality is never compromised. Where necessary please site the source as "Enterprise Analysis Unit - World Bank Group https://www.enterprisesurveys.org" Firm-level data is available to the public free-of-charge. In order to access the data, users must agree to abide by a strict confidentiality agreement available through Enterprise Analysis Unit website by clicking on "External users register here" at https://www.enterprisesurveys.org/Portal The user of the data acknowledges that the original collector of the data, the authorized distributor of the data, and the relevant funding agency bear no responsibility for use of the data or for interpretations or inferences based upon such uses. Hungary-2002--full data-5 The file contains the cleaned, raw database. 250 400 WEB STD FIRMID WEB STD FIRMID WEB STD FIRMID WEB STD FIRMID WEB STD FIRMID 250 Card number Card number Card number Card number Card number Screener Questionnaire 250 1 Serial number Serial number Serial number Serial number Serial number Screener Questionnaire 250 Country Country Country Country Country Screener Questionnaire 250 Hungary Country Country Country Country Country Screener Questionnaire 250 11 If Fr Yugoslavia If Fr Yugoslavia If Fr Yugoslavia If Fr Yugoslavia If Fr Yugoslavia Screener Questionnaire 250 Sysmiss Size of a city where establishment located Size of a city where establishment located Size of a city where establishment located Size of a city where establishment located Size of a city where establishment located Screener Questionnaire 250 1 Capital 2 Other, over 1 million 3 Other,250,000-1,000,000 4 Other, 50,000-250,000 5 Under 50,000 Respondent represents the company Respondent represents the company Respondent represents the company Respondent represents the company Respondent represents the company Good morning/afternoon/evening. I am calling from ……………a market research company. Could I please speak to the person who normally represents the company for official purposes, that is who normally deals with banks or government agencies/institutions? IF ASKED TO EXPLAIN WHY, ADD: ……….. has been commissioned by the European Bank of Reconstruction and Development and the World Bank to carry out a survey of business in our country. They want to understand better the conditions for doing business in your country. IF PERSON IS UNAVAILABLE, ARRANGE A CONVENIENT TIME AND CALL BACK. WHEN PUT THROUGH, CONTINUE. Good morning/afternoon/evening. I am …… from ……. a market research company. We are carrying out a survey of business like yours on behalf of the European Bank of Reconstruction and Development and the World Bank. For classification purposes, could you please answer some preliminary questions? Thank you. Do you normally represent this company when dealing with banks or government institutions? 250 1 Yes 2 No Year firm began operations Year firm began operations Year firm began operations Year firm began operations Year firm began operations Screener Questionnaire In what year did your firm begin operations in this country? 250 1800 1892 1897 1902 1919 1924 1929 1947 1948 1950 1951 1953 1954 1955 1958 1959 1962 1969 1970 1971 1978 1979 1980 1981 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 Legal organisation of the company Legal organisation of the company Legal organisation of the company Legal organisation of the company Legal organisation of the company Screener Questionnaire What is the legal organisation of this company? 250 1 Single proprietorship 2 Partnership 3 Cooperative 4 Corporation, privately held 5 Corporation listed on a stock exchange 6 Other private sector 7 State/municipal/district-owned enterprise 8 Corporatized state-owned enterprise 9 Other state owned Legal organisation of the company Legal organisation of the company Legal organisation of the company Legal organisation of the company Legal organisation of the company Screener Questionnaire What is the legal organisation of this company? 250 1 Private 2 State-owned Legal organisation of the company: other Legal organisation of the company: other Legal organisation of the company: other Legal organisation of the company: other Legal organisation of the company: other Screener Questionnaire What is the legal organisation of this company? Other 250 Sysmiss Firm’s main area of activity Firm’s main area of activity Firm’s main area of activity Firm’s main area of activity Firm’s main area of activity Screener Questionnaire How would you best describe your firm's main area of activity in terms of sales? 250 1 2 3 4 5 6 7 8 Firm’s main product line or main line of service (specify) Firm’s main product line or main line of service (specify) Firm’s main product line or main line of service (specify) Firm’s main product line or main line of service (specify) Firm’s main product line or main line of service (specify) Screener Questionnaire Could you please specify your firm’s main product line or main line of service in terms of sales? 250 1200 1421 1511 1513 1533 1551 1561 1571 1581 1582 1584 1586 1596 1598 1716 1822 1824 1930 2030 2051 2212 2225 2413 2521 2524 2651 2710 2811 2821 2852 2875 2914 2923 2932 3120 3161 3220 3410 3430 3612 4521 4522 4524 4525 4531 4533 4534 4543 4544 5010 5020 5030 5114 5115 5119 5131 5132 5137 5138 5139 5141 5142 5146 5147 5151 5153 5154 5155 5157 5164 5165 5170 5211 5212 5224 5225 5231 5242 5243 5246 5247 5248 5250 5263 5511 5530 5551 5552 6021 6023 6024 6321 6330 6340 6420 7011 7020 7031 7032 7122 7140 7220 7230 7250 7260 7310 7412 7414 7420 7430 7450 7460 7484 9212 9213 9220 9234 9301 9302 9303 9304 9305 Number of full-time employees Number of full-time employees Number of full-time employees Number of full-time employees Number of full-time employees Screener Questionnaire How many full-time employees work for this company? 250 1 2-10 2 11-49 3 50-99 4 100-249 5 250-499 6 500-999 7 1000-9999 Number of full-time employees Number of full-time employees Number of full-time employees Number of full-time employees Number of full-time employees Screener Questionnaire How many full-time employees work for this company? 250 1 2-49 2 50-249 3 250-9999 % of firm owned by: Private foreign company/organisation % of firm owned by: Private foreign company/organisation % of firm owned by: Private foreign company/organisation % of firm owned by: Private foreign company/organisation % of firm owned by: Private foreign company/organisation Screener Questionnaire What percentage of your firm is owned by: Private foreign company/organisation 250 100 19.384 37.082 8 17 30 33 42 51 52 59 60 62 65 67 68 90 92 95 96 98 99 100 % of firm owned by: Private domestic company/organisation % of firm owned by: Private domestic company/organisation % of firm owned by: Private domestic company/organisation % of firm owned by: Private domestic company/organisation % of firm owned by: Private domestic company/organisation Screener Questionnaire What percentage of your firm is owned by: Private domestic company/organisation 250 100 65.1 45.672 1 5 8 9 10 14 24 32 33 35 38 40 41 48 49 56 67 69 70 76 79 83 92 100 % of firm owned by: Government/State % of firm owned by: Government/State % of firm owned by: Government/State % of firm owned by: Government/State % of firm owned by: Government/State Screener Questionnaire What percentage of your firm is owned by: Government/State 250 100 5.444 21.984 1 2 3 9 24 49 80 91 100 % of firm owned by: Other % of firm owned by: Other % of firm owned by: Other % of firm owned by: Other % of firm owned by: Other Screener Questionnaire What percentage of your firm is owned by: Other 250 100 10.072 29.408 1 2 10 15 20 24 40 86 100 Nationality of foreign company/organisation Nationality of foreign company/organisation Nationality of foreign company/organisation Nationality of foreign company/organisation Nationality of foreign company/organisation Screener Questionnaire What is the nationality of this foreign company/organisation? 57 193 1 6 7 10 14 16 17 18 Sysmiss Nationality of foreign company/organisation: other Nationality of foreign company/organisation: other Nationality of foreign company/organisation: other Nationality of foreign company/organisation: other Nationality of foreign company/organisation: other Screener Questionnaire What is the nationality of this foreign company/organisation? Other 250 Sysmiss Nationality of foreign company/organisation Nationality of foreign company/organisation Nationality of foreign company/organisation Nationality of foreign company/organisation Nationality of foreign company/organisation Screener Questionnaire What is the nationality of this foreign company/organisation? 57 193 1 6 7 10 14 16 17 18 Sysmiss Nationality of foreign company/organisation Nationality of foreign company/organisation Nationality of foreign company/organisation Nationality of foreign company/organisation Nationality of foreign company/organisation Screener Questionnaire What is the nationality of this foreign company/organisation? 250 Sysmiss Nationality of foreign company/organisation Nationality of foreign company/organisation Nationality of foreign company/organisation Nationality of foreign company/organisation Nationality of foreign company/organisation Screener Questionnaire What is the nationality of this foreign company/organisation? 250 Sysmiss Firm sells its products outside the country Firm sells its products outside the country Firm sells its products outside the country Firm sells its products outside the country Firm sells its products outside the country Screener Questionnaire Does your firm sell its products or services to customers outside the country? 249 1 1 Yes 2 No Sysmiss % of total sales exports represent % of total sales exports represent % of total sales exports represent % of total sales exports represent % of total sales exports represent Screener Questionnaire What percentage of your total sales do such exports represent? 81 169 1 100 40.519 34.227 1 2 4 5 7 10 15 20 21 25 30 35 40 46 50 60 70 75 80 82 85 90 95 98 99 100 Sysmiss Financing from EBRD or WB: Direct loan or equity investment Financing from EBRD or WB: Direct loan or equity investment Financing from EBRD or WB: Direct loan or equity investment Financing from EBRD or WB: Direct loan or equity investment Financing from EBRD or WB: Direct loan or equity investment Screener Questionnaire Has your firm received financing either directly or indirectly from the EBRD or the World Bank including the International Finance Corporation (IFC) since 1998? Direct loan or equity investment 248 2 1 Yes 2 No 3 Don't know Sysmiss Financing from EBRD or WB: Indirectly through local bank Financing from EBRD or WB: Indirectly through local bank Financing from EBRD or WB: Indirectly through local bank Financing from EBRD or WB: Indirectly through local bank Financing from EBRD or WB: Indirectly through local bank Screener Questionnaire Has your firm received financing either directly or indirectly from the EBRD or the World Bank including the International Finance Corporation (IFC) since 1998? Indirectly through an EBRD, World Bank or IFC credit line facility with a local commercial bank 247 3 1 Yes 2 No 3 Don't know Sysmiss Financing from EBRD or WB: Indirectly through local investment fund Financing from EBRD or WB: Indirectly through local investment fund Financing from EBRD or WB: Indirectly through local investment fund Financing from EBRD or WB: Indirectly through local investment fund Financing from EBRD or WB: Indirectly through local investment fund Screener Questionnaire Has your firm received financing either directly or indirectly from the EBRD or the World Bank including the International Finance Corporation (IFC) since 1998? Indirectly through an EBRD, World Bank or IFC supported local investment fund 247 3 1 Yes 2 No 3 Don't know Sysmiss Company’s headquarters Company’s headquarters Company’s headquarters Company’s headquarters Company’s headquarters Screener Questionnaire Can you please tell me where are the company’s headquarters located? 250 1 At this site 2 Elsewhere in this country 3 In a foreign country Number of establishments Number of establishments Number of establishments Number of establishments Number of establishments Screener Questionnaire How many establishments (including this one) does your firm have? 250 1 50 2.78 5.147 1 2 3 4 5 6 7 8 9 10 16 20 22 30 32 50 Holdings or operations in other countries Holdings or operations in other countries Holdings or operations in other countries Holdings or operations in other countries Holdings or operations in other countries Screener Questionnaire Does your firm have holdings or operations in other countries? Would it possible to arrange a time to see you and ask more detailed questions, please? The interview will take about one hour. 250 1 Yes 2 No 3 Don't know Respondent's job title Respondent's job title Respondent's job title Respondent's job title Respondent's job title The purpose of this survey is to better understand constraints that hinder the development of businesses like yours. This study is being conducted for 28 countries by the European Bank for Reconstruction and Development and the World Bank. The initial goal is to better understand conditions for doing business in your country and how they compare to other countries. The ultimate goal of this research is to advise governments on ways to change policies and practices that impose a burden on private firms and to develop new projects and programs that strengthen support for enterprise growth. Your answers should reflect only your perception and experience of doing business in your country. I would like to assure you, that the information obtained here would be treated strictly anonymously and confidentially. Neither your name nor the name of your firm will be used in any document based on this survey. Neither the European Bank for Reconstruction and Development nor the World Bank nor any Governmental organisation will be informed of any individual firm’s responses or participation in this survey. I WOULD LIKE TO START BY ASKING SOME GENERAL QUESTIONS ABOUT YOU AND THIS ORGANIZATION. What is your job title? Please note that even if you have more than one job title we are interested in the title/responsibilities that you regard as the most important. 250 1 Chief Executive/President/Vice President 2 Owner/proprietor 3 Partner 4 Director 5 General Manager 6 Manager 7 Finance Officer % of sales from: Mining and quarrying % of sales from: Mining and quarrying % of sales from: Mining and quarrying % of sales from: Mining and quarrying % of sales from: Mining and quarrying What percentage of your sales comes from the following sectors in which your establishment operates? Mining and quarrying 250 100 1.304 10.528 51 80 95 100 % of sales from: Construction % of sales from: Construction % of sales from: Construction % of sales from: Construction % of sales from: Construction What percentage of your sales comes from the following sectors in which your establishment operates? Construction 250 100 14.192 34.003 10 35 48 50 55 80 90 100 % of sales from: Manufacturing % of sales from: Manufacturing % of sales from: Manufacturing % of sales from: Manufacturing % of sales from: Manufacturing What percentage of your sales comes from the following sectors in which your establishment operates? Manufacturing 250 100 20.352 39.255 10 20 25 30 40 50 65 75 85 90 95 98 100 % of sales from: Transport storage and communication % of sales from: Transport storage and communication % of sales from: Transport storage and communication % of sales from: Transport storage and communication % of sales from: Transport storage and communication What percentage of your sales comes from the following sectors in which your establishment operates? Transport storage and communication 250 100 6.104 22.93 1 5 10 40 51 60 98 100 % of sales from: Wholesale, retail, repairs % of sales from: Wholesale, retail, repairs % of sales from: Wholesale, retail, repairs % of sales from: Wholesale, retail, repairs % of sales from: Wholesale, retail, repairs What percentage of your sales comes from the following sectors in which your establishment operates? Wholesale, retail, repairs 250 100 31.56 44.06 2 5 7 10 15 20 25 30 35 40 49 51 55 60 65 70 75 80 90 95 97 99 100 % of sales from: Real estate, renting and business services % of sales from: Real estate, renting and business services % of sales from: Real estate, renting and business services % of sales from: Real estate, renting and business services % of sales from: Real estate, renting and business services What percentage of your sales comes from the following sectors in which your establishment operates? Real estate, renting and business services 250 100 11.38 30.237 5 10 40 60 70 80 90 100 % of sales from: Hotels and restaurants % of sales from: Hotels and restaurants % of sales from: Hotels and restaurants % of sales from: Hotels and restaurants % of sales from: Hotels and restaurants What percentage of your sales comes from the following sectors in which your establishment operates? Hotels and restaurants 250 100 7.008 24.833 10 40 45 49 98 100 % of sales from: Other % of sales from: Other % of sales from: Other % of sales from: Other % of sales from: Other What percentage of your sales comes from the following sectors in which your establishment operates? Other 250 100 8.1 25.185 1 2 3 5 10 20 30 40 45 49 60 93 100 Percentage of firm the largest shareholder(s) own Percentage of firm the largest shareholder(s) own Percentage of firm the largest shareholder(s) own Percentage of firm the largest shareholder(s) own Percentage of firm the largest shareholder(s) own What percentage of your firm does the largest shareholder(s) own? 247 3 1 100 66.308 30.386 1 2 3 10 13 14 15 16 17 18 20 23 24 25 26 30 31 32 33 35 37 39 40 45 47 48 50 51 52 56 58 59 60 62 65 67 68 70 74 75 76 77 80 90 91 92 94 95 96 97 98 99 100 Sysmiss Number of shareholders holding this percentage share of the firm Number of shareholders holding this percentage share of the firm Number of shareholders holding this percentage share of the firm Number of shareholders holding this percentage share of the firm Number of shareholders holding this percentage share of the firm How many shareholders hold this percentage share of the firm? Please give me the number 242 8 1 99 2.587 9.064 1 2 3 4 5 7 10 21 22 99 Sysmiss The largest shareholder(s) in the firm The largest shareholder(s) in the firm The largest shareholder(s) in the firm The largest shareholder(s) in the firm The largest shareholder(s) in the firm INTERVIEWER: SHOW CARD: - MULTIPLE ANSWER Which of the following best describes the largest shareholder(s) in your firm? 248 2 1 Individual 2 Family 3 Domestic company 4 Foreign company 5 Bank 6 Investment fund 7 Managers of the firm 8 Employees of the firm 9 Government or government agency 10 Other (SPECIFY) 11 Don’t know 103 107 108 207 10708 Sysmiss The largest shareholder(s) in the firm The largest shareholder(s) in the firm The largest shareholder(s) in the firm The largest shareholder(s) in the firm The largest shareholder(s) in the firm Which of the following best describes the largest shareholder(s) in your firm? 248 2 1 2 3 4 7 9 10 Sysmiss The largest shareholder(s) in the firm The largest shareholder(s) in the firm The largest shareholder(s) in the firm The largest shareholder(s) in the firm The largest shareholder(s) in the firm Which of the following best describes the largest shareholder(s) in your firm? 7 243 3 7 8 Sysmiss The largest shareholder(s) in the firm The largest shareholder(s) in the firm The largest shareholder(s) in the firm The largest shareholder(s) in the firm The largest shareholder(s) in the firm Which of the following best describes the largest shareholder(s) in your firm? 1 249 8 Sysmiss The largest shareholder(s) in the firm The largest shareholder(s) in the firm The largest shareholder(s) in the firm The largest shareholder(s) in the firm The largest shareholder(s) in the firm Which of the following best describes the largest shareholder(s) in your firm? 250 Sysmiss The largest shareholder(s) in the firm: Other The largest shareholder(s) in the firm: Other The largest shareholder(s) in the firm: Other The largest shareholder(s) in the firm: Other The largest shareholder(s) in the firm: Other Which of the following best describes the largest shareholder(s) in your firm? Other 250 Sysmiss How the firm established How the firm established How the firm established How the firm established How the firm established How was your firm established? 235 15 1 Privatisation of a state-owned firm 2 Originally private, from time of start up 3 Private subsidiary of a formerly state-owned firm 4 Joint venture with foreign partner(s) 5 Other Sysmiss How the firm established: Other How the firm established: Other How the firm established: Other How the firm established: Other How the firm established: Other How was your firm established? 250 Sysmiss Year of privatisation completed Year of privatisation completed Year of privatisation completed Year of privatisation completed Year of privatisation completed What year was the privatisation completed? 43 207 1986 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 2001 Sysmiss Change in the general manager since 1998 Change in the general manager since 1998 Change in the general manager since 1998 Change in the general manager since 1998 Change in the general manager since 1998 Has there been a change in the general manager since 1998? 250 1 Yes 2 No General manager worked in the company prior the appointment General manager worked in the company prior the appointment General manager worked in the company prior the appointment General manager worked in the company prior the appointment General manager worked in the company prior the appointment Did the current general manager work in the company prior to being appointed as a general manager? 250 1 Yes 2 No Age of the general manager Age of the general manager Age of the general manager Age of the general manager Age of the general manager What is the age of the general manager? 247 3 21 64 46.628 9.639 Highest level of education of the general manager Highest level of education of the general manager Highest level of education of the general manager Highest level of education of the general manager Highest level of education of the general manager What is the highest level of education of the general manager? 249 1 1 Did not complete secondary school 2 Secondary school 3 Vocational training 4 Some university training 5 Completed university degree 6 Completed higher university degree (eg. masters, doctorate) 7 Don’t know Sysmiss % firm’s sales: Sold domestically % firm’s sales: Sold domestically % firm’s sales: Sold domestically % firm’s sales: Sold domestically % firm’s sales: Sold domestically I WOULD NOW ASK SOME QUESTIONS ABOUT THE SALES OF YOUR FIRM AND ITS SUPPLIERS What percentage of your firm’s sales are: Sold domestically 250 100 86.872 27.155 1 2 5 10 15 18 20 25 30 40 50 54 60 65 70 75 79 80 85 90 93 95 96 98 99 100 % firm’s sales: Exported directly % firm’s sales: Exported directly % firm’s sales: Exported directly % firm’s sales: Exported directly % firm’s sales: Exported directly What percentage of your firm’s sales are: Exported directly 250 100 12.6 26.617 1 2 4 5 7 10 15 20 21 25 30 35 40 46 50 60 70 75 80 82 90 95 98 99 100 % firm’s sales: Exported indirectly through a distributor % firm’s sales: Exported indirectly through a distributor % firm’s sales: Exported indirectly through a distributor % firm’s sales: Exported indirectly through a distributor % firm’s sales: Exported indirectly through a distributor What percentage of your firm’s sales are: Exported indirectly through a distributor 250 30 0.528 3.374 2 10 20 30 Average number of days took goods to clear customs Average number of days took goods to clear customs Average number of days took goods to clear customs Average number of days took goods to clear customs Average number of days took goods to clear customs What was the average and the longest number of days in 2001 that it took from the time your goods arrived in their point of exit (eg, port, airport) until the time they cleared customs? 54 196 30 2.722 4.893 1 2 3 4 5 8 10 20 30 Sysmiss Longest number of days took goods to clear customs Longest number of days took goods to clear customs Longest number of days took goods to clear customs Longest number of days took goods to clear customs Longest number of days took goods to clear customs What was the average and the longest number of days in 2001 that it took from the time your goods arrived in their point of exit (eg, port, airport) until the time they cleared customs? 57 193 40 4.667 7.717 1 2 3 4 5 7 8 10 14 20 30 40 Sysmiss % of domestic sales to: Government % of domestic sales to: Government % of domestic sales to: Government % of domestic sales to: Government % of domestic sales to: Government What percentage of your domestic sales are to: Government or government agencies (excluding state-owned enterprises) 246 4 100 5.102 17.502 1 2 5 6 7 10 11 18 20 25 30 38 40 50 60 70 80 85 90 97 98 100 Sysmiss % of domestic sales to: Multinationals % of domestic sales to: Multinationals % of domestic sales to: Multinationals % of domestic sales to: Multinationals % of domestic sales to: Multinationals What percentage of your domestic sales are to: Multinationals located in your country (not including your parent company, if applicable) 246 4 100 11.443 21.92 1 5 7 10 11 12 13 15 20 25 30 35 40 50 60 70 80 100 Sysmiss % of domestic sales to: Parent company % of domestic sales to: Parent company % of domestic sales to: Parent company % of domestic sales to: Parent company % of domestic sales to: Parent company What percentage of your domestic sales are to: Your firm’s parent company or affiliated subsidiaries 246 4 95 2.902 13.274 1 3 4 5 7 10 15 20 27 28 34 35 40 70 90 95 Sysmiss % of domestic sales to: Large domestic firms % of domestic sales to: Large domestic firms % of domestic sales to: Large domestic firms % of domestic sales to: Large domestic firms % of domestic sales to: Large domestic firms What percentage of your domestic sales are to: Large domestic firms (those with approximately 250 plus workers) (not including your parent company, if applicable) 246 4 100 18.805 27.822 1 2 3 5 7 10 15 20 25 30 34 35 40 42 45 50 55 60 75 80 90 95 98 100 Sysmiss % of domestic sales to: Other % of domestic sales to: Other % of domestic sales to: Other % of domestic sales to: Other % of domestic sales to: Other What percentage of your domestic sales are to: Other (sales to small firms, individuals, etc.) 246 4 100 61.748 39.605 2 3 5 10 12 15 17 19 20 21 25 30 32 33 35 40 45 50 53 59 60 63 70 73 75 76 79 80 85 88 89 90 93 95 96 98 99 100 Sysmiss % of sales goes to three largest customers % of sales goes to three largest customers % of sales goes to three largest customers % of sales goes to three largest customers % of sales goes to three largest customers What percentage of your sales in the past 12 months goes to your three largest customers: 250 1 Less than 20% 2 20% or more % of sales to customers company had for at least 3 years % of sales to customers company had for at least 3 years % of sales to customers company had for at least 3 years % of sales to customers company had for at least 3 years % of sales to customers company had for at least 3 years What percentage of your sales in the past 12 months is to customers that you have had for at least 3 years 250 1 Less than 20% 2 20% or more Number of competitors, range Number of competitors, range Number of competitors, range Number of competitors, range Number of competitors, range Thinking of your firm’s major product line or main line of services in the domestic market, how many competitors do you face? 246 4 1 None 2 1-3 3 4 or more Sysmiss Exact number of competitors Exact number of competitors Exact number of competitors Exact number of competitors Exact number of competitors Please give me the exact number of your competitors 24 226 1 3 2.25 1 2 3 Sysmiss Competition importance scale Competition importance scale Competition importance scale Competition importance scale Competition importance scale How important is competition from imports in the market for you main product line or main line of services in the domestic market? 239 11 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 These products cannot be imported 7 Don’t know Sysmiss Consequences of price increase Consequences of price increase Consequences of price increase Consequences of price increase Consequences of price increase Now I would like to ask you a hypothetical question. If you were to raise your prices of your main product line or main line of services 10% above their current level in the domestic market (after allowing for any inflation) which of the following would best describe the result assuming that your competitors maintained their current prices? 246 4 1 Our customers would continue to buy from us in the same quantities as now 2 Our customers would continue to buy from us, but at slightly lower quantities 3 Customers would continue to buy from us, but at much lower quantities 4 Many of our customers would buy from our competitors instead Sysmiss % of the total market sales the firm has, range % of the total market sales the firm has, range % of the total market sales the firm has, range % of the total market sales the firm has, range % of the total market sales the firm has, range Considering your main product line or main line of services, in the domestic market what percentage of the total market sales does your firm have? 244 6 1 0-5% 2 More than 5% Sysmiss % of the total market sales the firm has % of the total market sales the firm has % of the total market sales the firm has % of the total market sales the firm has % of the total market sales the firm has Please give me the percentage of the total market sales that your firm has. 84 166 6 100 33.893 28.547 % sales price exceeds operating costs % sales price exceeds operating costs % sales price exceeds operating costs % sales price exceeds operating costs % sales price exceeds operating costs Considering your main product line or main line of services in the domestic market, by what margin does your sales price exceed your operating costs (i.e., the cost material inputs plus wage costs but not overheads and depreciation) 205 45 1 200 20.376 21.987 1 2 3 4 5 6 7 8 9 10 12 13 14 15 16 17 18 20 22 23 25 26 28 30 35 40 45 50 60 70 80 95 100 170 200 Sysmiss % of firm’s material inputs/ supplies are: Purchased from domestic sources % of firm’s material inputs/ supplies are: Purchased from domestic sources % of firm’s material inputs/ supplies are: Purchased from domestic sources % of firm’s material inputs/ supplies are: Purchased from domestic sources % of firm’s material inputs/ supplies are: Purchased from domestic sources What percent of your establishment’s material inputs and supplies are: Purchased from domestic sources 245 5 100 70.094 36.656 1 5 10 12 15 20 24 25 30 33 40 50 60 65 66 70 75 80 85 90 95 98 100 Sysmiss % of firm’s material inputs/ supplies are: Imported directly % of firm’s material inputs/ supplies are: Imported directly % of firm’s material inputs/ supplies are: Imported directly % of firm’s material inputs/ supplies are: Imported directly % of firm’s material inputs/ supplies are: Imported directly What percent of your establishment’s material inputs and supplies are: Imported directly 245 5 100 15.404 30.427 2 3 5 10 15 20 22 30 35 38 40 50 60 70 75 76 80 85 88 95 100 Sysmiss % of firm’s material inputs/ supplies are: Imported indirectly through a distributor % of firm’s material inputs/ supplies are: Imported indirectly through a distributor % of firm’s material inputs/ supplies are: Imported indirectly through a distributor % of firm’s material inputs/ supplies are: Imported indirectly through a distributor % of firm’s material inputs/ supplies are: Imported indirectly through a distributor What percent of your establishment’s material inputs and supplies are: Imported indirectly through a distributor 245 5 100 14.502 28.035 2 5 10 15 20 24 25 30 37 40 45 49 50 60 70 75 80 85 90 95 99 100 Sysmiss Average number of days to claim goods from customs Average number of days to claim goods from customs Average number of days to claim goods from customs Average number of days to claim goods from customs Average number of days to claim goods from customs What was the average and the longest number of days in 2001 that it took from the time your goods arrived in their point of entry (e.g. port, airport) until the time you could claim them from customs? 63 187 30 4.302 5.345 1 2 3 4 5 6 7 8 10 14 15 20 30 Sysmiss Longest number of days to claim goods from customs Longest number of days to claim goods from customs Longest number of days to claim goods from customs Longest number of days to claim goods from customs Longest number of days to claim goods from customs What was the average and the longest number of days in 2001 that it took from the time your goods arrived in their point of entry (e.g. port, airport) until the time you could claim them from customs? 64 186 90 9.063 13.771 1 2 3 4 5 6 7 8 10 13 14 18 20 30 35 40 90 Sysmiss % of sales lost due to delivery delays from material input suppliers % of sales lost due to delivery delays from material input suppliers % of sales lost due to delivery delays from material input suppliers % of sales lost due to delivery delays from material input suppliers % of sales lost due to delivery delays from material input suppliers What percent of sales in 2001 was lost due to delivery delays from your material input suppliers? 249 1 20 0.675 2.69 1 2 3 4 5 8 10 15 20 Sysmiss Number of suppliers, range Number of suppliers, range Number of suppliers, range Number of suppliers, range Number of suppliers, range Thinking of your firm’s main material input, how many suppliers do you have? 249 1 1 None 2 1-3 3 4 or more Sysmiss Exact number of suppliers Exact number of suppliers Exact number of suppliers Exact number of suppliers Exact number of suppliers Please give me the exact number of your suppliers. 44 206 1 3 2.227 0.831 1 2 3 Sysmiss % of material input purchases from suppliers firm has for at least 3 years % of material input purchases from suppliers firm has for at least 3 years % of material input purchases from suppliers firm has for at least 3 years % of material input purchases from suppliers firm has for at least 3 years % of material input purchases from suppliers firm has for at least 3 years What per cent of your material input purchases in 2001 is from the suppliers that you have had for at least 3 years? 226 24 1 Less than 20% 2 20% or more Sysmiss Reaction if supplier increases price Reaction if supplier increases price Reaction if supplier increases price Reaction if supplier increases price Reaction if supplier increases price Now, I would like to ask you a hypothetical question. If the main supplier of your main material input increased its supply price by 10% above what you pay at present (after allowing for inflation), how would you respond assuming that alternative suppliers if any left prices and other terms unchanged? 239 11 1 Purchase the same amount of the main material input from the existing main supplier 2 Purchase some of this material input from alternative suppliers, but continue most of purchases from the existing main supplier 3 Purchase most of this material input from alternative suppliers, but continue some purchases from the existing main supplier 4 Purchase all of this material input from alternative suppliers Sysmiss Importance of: Family to get information about new suppliers Importance of: Family to get information about new suppliers Importance of: Family to get information about new suppliers Importance of: Family to get information about new suppliers Importance of: Family to get information about new suppliers How important are the following as potential sources of information about new suppliers for your firm? Family 238 12 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of: Friends to get information about new suppliers Importance of: Friends to get information about new suppliers Importance of: Friends to get information about new suppliers Importance of: Friends to get information about new suppliers Importance of: Friends to get information about new suppliers How important are the following as potential sources of information about new suppliers for your firm? Friends 239 11 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of: Former employees to get information about new suppliers Importance of: Former employees to get information about new suppliers Importance of: Former employees to get information about new suppliers Importance of: Former employees to get information about new suppliers Importance of: Former employees to get information about new suppliers How important are the following as potential sources of information about new suppliers for your firm? Former employees who now work for a potential customer or supplier 233 17 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of: Prior employment of senior managers to get information about new suppliers Importance of: Prior employment of senior managers to get information about new suppliers Importance of: Prior employment of senior managers to get information about new suppliers Importance of: Prior employment of senior managers to get information about new suppliers Importance of: Prior employment of senior managers to get information about new suppliers How important are the following as potential sources of information about new suppliers for your firm? Prior employment of senior managers by a potential customer or supplier 226 24 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of: Existing customers or suppliers to get information about new suppliers Importance of: Existing customers or suppliers to get information about new suppliers Importance of: Existing customers or suppliers to get information about new suppliers Importance of: Existing customers or suppliers to get information about new suppliers Importance of: Existing customers or suppliers to get information about new suppliers How important are the following as potential sources of information about new suppliers for your firm? Existing customers or suppliers 227 23 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of: Government agencies to get information about new suppliers Importance of: Government agencies to get information about new suppliers Importance of: Government agencies to get information about new suppliers Importance of: Government agencies to get information about new suppliers Importance of: Government agencies to get information about new suppliers How important are the following as potential sources of information about new suppliers for your firm? Government agencies 235 15 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of: Business associations to get information about new suppliers Importance of: Business associations to get information about new suppliers Importance of: Business associations to get information about new suppliers Importance of: Business associations to get information about new suppliers Importance of: Business associations to get information about new suppliers How important are the following as potential sources of information about new suppliers for your firm? Business associations/chambers of commerce 237 13 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of: Trade fairs to get information about new suppliers Importance of: Trade fairs to get information about new suppliers Importance of: Trade fairs to get information about new suppliers Importance of: Trade fairs to get information about new suppliers Importance of: Trade fairs to get information about new suppliers How important are the following as potential sources of information about new suppliers for your firm? Trade fairs and other public sources of information 239 11 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Initiatives since 1998: Changed of identity of main material input supplier Initiatives since 1998: Changed of identity of main material input supplier Initiatives since 1998: Changed of identity of main material input supplier Initiatives since 1998: Changed of identity of main material input supplier Initiatives since 1998: Changed of identity of main material input supplier Has your company undertaken any of the following initiatives since 1998? Changed of identity of main material input supplier 249 1 1 Yes 2 No Sysmiss Initiatives since 1998: Changed of identity of the main customers Initiatives since 1998: Changed of identity of the main customers Initiatives since 1998: Changed of identity of the main customers Initiatives since 1998: Changed of identity of the main customers Initiatives since 1998: Changed of identity of the main customers Has your company undertaken any of the following initiatives since 1998? Changed of identity of the main customers (>20% of sales) 250 1 Yes 2 No Initiatives since 1998: Exported to new country Initiatives since 1998: Exported to new country Initiatives since 1998: Exported to new country Initiatives since 1998: Exported to new country Initiatives since 1998: Exported to new country Has your company undertaken any of the following initiatives since 1998? Exported to new country 250 1 Yes 2 No Importance: Changed of identity of main material input supplier Importance: Changed of identity of main material input supplier Importance: Changed of identity of main material input supplier Importance: Changed of identity of main material input supplier Importance: Changed of identity of main material input supplier And how important in retrospect was this initiative for the survival and/or growth of your company over that period? Changed of identity of main material input supplier 66 184 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance: Changed of identity of the main customers Importance: Changed of identity of the main customers Importance: Changed of identity of the main customers Importance: Changed of identity of the main customers Importance: Changed of identity of the main customers And how important in retrospect was this initiative for the survival and/or growth of your company over that period? Changed of identity of the main customers (>20% of sales) 50 200 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance: Exported to new country Importance: Exported to new country Importance: Exported to new country Importance: Exported to new country Importance: Exported to new country And how important in retrospect was this initiative for the survival and/or growth of your company over that period? Exported to new country 43 207 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Days firm experienced: Power outages or surges from the public grid Days firm experienced: Power outages or surges from the public grid Days firm experienced: Power outages or surges from the public grid Days firm experienced: Power outages or surges from the public grid Days firm experienced: Power outages or surges from the public grid I WOULD NOW LIKE TO ASK YOU SOME QUESTIONS ABOUT INFRASTRUCTURE SERVICES How many days in 2001 did your establishment experienced: Power outages or surges from the public grid? 250 50 2.868 5.441 1 2 3 4 5 6 7 10 13 15 20 40 50 Days firm experienced: Insufficient water supply Days firm experienced: Insufficient water supply Days firm experienced: Insufficient water supply Days firm experienced: Insufficient water supply Days firm experienced: Insufficient water supply How many days in 2001 did your establishment experienced: Insufficient water supply? 250 21 0.8 2.498 1 2 3 4 5 6 10 12 14 20 21 Days firm experienced: Unavailable mainline telephone service Days firm experienced: Unavailable mainline telephone service Days firm experienced: Unavailable mainline telephone service Days firm experienced: Unavailable mainline telephone service Days firm experienced: Unavailable mainline telephone service How many days in 2001 did your establishment experienced: Unavailable mainline telephone service? 250 50 1.604 5.407 1 2 3 4 5 6 8 10 11 14 15 30 50 Firm regularly uses in interactions with clients/suppliers: Fixed line telephone Firm regularly uses in interactions with clients/suppliers: Fixed line telephone Firm regularly uses in interactions with clients/suppliers: Fixed line telephone Firm regularly uses in interactions with clients/suppliers: Fixed line telephone Firm regularly uses in interactions with clients/suppliers: Fixed line telephone Does your firm regularly use in its interactions with clients and suppliers any of the following? Fixed line telephone 250 1 Yes 2 No Firm regularly uses in interactions with clients/suppliers: Fax Firm regularly uses in interactions with clients/suppliers: Fax Firm regularly uses in interactions with clients/suppliers: Fax Firm regularly uses in interactions with clients/suppliers: Fax Firm regularly uses in interactions with clients/suppliers: Fax Does your firm regularly use in its interactions with clients and suppliers any of the following? Fax 250 1 Yes 2 No Firm regularly uses in interactions with clients/suppliers: Mobile telephone Firm regularly uses in interactions with clients/suppliers: Mobile telephone Firm regularly uses in interactions with clients/suppliers: Mobile telephone Firm regularly uses in interactions with clients/suppliers: Mobile telephone Firm regularly uses in interactions with clients/suppliers: Mobile telephone Does your firm regularly use in its interactions with clients and suppliers any of the following? Mobile telephone 250 1 Yes 2 No Firm regularly uses in interactions with clients/suppliers: Email Firm regularly uses in interactions with clients/suppliers: Email Firm regularly uses in interactions with clients/suppliers: Email Firm regularly uses in interactions with clients/suppliers: Email Firm regularly uses in interactions with clients/suppliers: Email Does your firm regularly use in its interactions with clients and suppliers any of the following? Email 250 1 Yes 2 No Firm regularly uses in interactions with clients/suppliers: Internet Firm regularly uses in interactions with clients/suppliers: Internet Firm regularly uses in interactions with clients/suppliers: Internet Firm regularly uses in interactions with clients/suppliers: Internet Firm regularly uses in interactions with clients/suppliers: Internet Does your firm regularly use in its interactions with clients and suppliers any of the following? Internet 250 1 Yes 2 No Wait in days: A fixed line telephone connection Wait in days: A fixed line telephone connection Wait in days: A fixed line telephone connection Wait in days: A fixed line telephone connection Wait in days: A fixed line telephone connection Based on the experience of your firm since 1998, what is/was the actual delay experienced in obtaining from the date of application each of the following? A fixed line telephone connection 250 60 4.412 9.887 1 2 3 4 5 6 7 10 14 20 21 30 60 Wait in days: An electrical connection Wait in days: An electrical connection Wait in days: An electrical connection Wait in days: An electrical connection Wait in days: An electrical connection Based on the experience of your firm since 1998, what is/was the actual delay experienced in obtaining from the date of application each of the following? An electrical connection 250 90 3.932 11.053 1 2 3 4 5 6 7 8 10 14 15 18 21 30 60 90 In resolving business disputes, court system is: Fair and impartial In resolving business disputes, court system is: Fair and impartial In resolving business disputes, court system is: Fair and impartial In resolving business disputes, court system is: Fair and impartial In resolving business disputes, court system is: Fair and impartial NOW I’D LIKE YOU TO THINK ABOUT THE JUDICIARY AND LAW ENFORCEMENT How often do you associate the following descriptions with the court system in resolving business disputes? Fair and impartial 221 29 1 Never 2 Seldom 3 Sometime 4 Frequently 5 Usually 6 Always 7 Do not know Sysmiss In resolving business disputes, court system is: Honest/uncorrupted In resolving business disputes, court system is: Honest/uncorrupted In resolving business disputes, court system is: Honest/uncorrupted In resolving business disputes, court system is: Honest/uncorrupted In resolving business disputes, court system is: Honest/uncorrupted How often do you associate the following descriptions with the court system in resolving business disputes? Honest/uncorrupted 220 30 1 Never 2 Seldom 3 Sometime 4 Frequently 5 Usually 6 Always 7 Do not know Sysmiss In resolving business disputes, court system is: Quick In resolving business disputes, court system is: Quick In resolving business disputes, court system is: Quick In resolving business disputes, court system is: Quick In resolving business disputes, court system is: Quick How often do you associate the following descriptions with the court system in resolving business disputes? Quick 223 27 1 Never 2 Seldom 3 Sometime 4 Frequently 5 Usually 6 Always 7 Do not know Sysmiss In resolving business disputes, court system is: Affordable In resolving business disputes, court system is: Affordable In resolving business disputes, court system is: Affordable In resolving business disputes, court system is: Affordable In resolving business disputes, court system is: Affordable How often do you associate the following descriptions with the court system in resolving business disputes? Affordable 219 31 1 Never 2 Seldom 3 Sometime 4 Frequently 5 Usually 6 Always 7 Do not know Sysmiss In resolving business disputes, court system is: Able to enforce its decisions In resolving business disputes, court system is: Able to enforce its decisions In resolving business disputes, court system is: Able to enforce its decisions In resolving business disputes, court system is: Able to enforce its decisions In resolving business disputes, court system is: Able to enforce its decisions How often do you associate the following descriptions with the court system in resolving business disputes? Able to enforce its decisions 216 34 1 Never 2 Seldom 3 Sometime 4 Frequently 5 Usually 6 Always 7 Do not know Sysmiss Agree/disagree with the statement Agree/disagree with the statement Agree/disagree with the statement Agree/disagree with the statement Agree/disagree with the statement To what degree do you agree with this statement? “I am confident that the legal system will uphold my contract and property rights in business disputes”. 243 7 1 Strongly disagree 2 Disagree in most cases 3 Tend to disagree 4 Tend to agree 5 Agree in most cases 6 Strongly agree 7 Don't know Sysmiss % sales pre-paid % sales pre-paid % sales pre-paid % sales pre-paid % sales pre-paid I WOULD NOW LIKE TO ASK YOU SOME QUESTIONS ABOUT THE PAYMENT TERMS OF YOUR FIRM What per cent of your firm’s sales are pre-paid? 250 100 7.6 18.697 1 2 3 5 7 8 9 10 15 16 20 25 30 40 50 60 70 80 95 97 98 100 % sales sold on credit % sales sold on credit % sales sold on credit % sales sold on credit % sales sold on credit What per cent of your firm’s sales are sold on credit? 250 100 47.644 43.062 1 3 4 5 7 10 20 30 33 35 40 50 60 70 75 80 85 90 95 98 99 100 Firm had to resolve an overdue payment Firm had to resolve an overdue payment Firm had to resolve an overdue payment Firm had to resolve an overdue payment Firm had to resolve an overdue payment Have you ever had to resolve an overdue payment? 247 3 1 Yes 2 No Sysmiss Weeks to resolve an overdue payment Weeks to resolve an overdue payment Weeks to resolve an overdue payment Weeks to resolve an overdue payment Weeks to resolve an overdue payment How long did it typically take (in weeks) to resolve an overdue payment? 155 95 1 100 15.845 20.117 1 2 3 4 5 6 7 8 9 10 12 15 16 18 20 24 25 26 30 35 40 50 52 54 78 100 Sysmiss % payments resolved by court action % payments resolved by court action % payments resolved by court action % payments resolved by court action % payments resolved by court action Of these disputes over payments, what per cent was resolved by court action? 78 172 1 100 24.333 32.157 1 2 3 4 5 10 15 20 30 35 40 50 60 70 80 90 100 Sysmiss Number of cases where firm was: Plaintiff Number of cases where firm was: Plaintiff Number of cases where firm was: Plaintiff Number of cases where firm was: Plaintiff Number of cases where firm was: Plaintiff How many cases in civil or commercial arbitration courts have involved your enterprise either as a plaintiff or defendant since January 2000? 241 9 30 0.942 2.903 1 2 3 4 5 6 8 10 15 16 30 Sysmiss Number of cases where firm was: Defendant Number of cases where firm was: Defendant Number of cases where firm was: Defendant Number of cases where firm was: Defendant Number of cases where firm was: Defendant How many cases in civil or commercial arbitration courts have involved your enterprise either as a plaintiff or defendant since January 2000? 241 9 53 0.548 3.595 1 2 4 5 10 53 Sysmiss Make payments: Security Make payments: Security Make payments: Security Make payments: Security Make payments: Security Do you pay for security (equipment, personnel, etc. excluding “protection payments”) or protection payments? Security (equipment, personnel, etc. excluding “protection payments”) 245 5 1 Yes 2 No Sysmiss Make payments: Protection payments Make payments: Protection payments Make payments: Protection payments Make payments: Protection payments Make payments: Protection payments Do you pay for security (equipment, personnel, etc. excluding "protection payments") or protection payments? Protection payments 245 5 1 Yes 2 No Sysmiss % of total annual sales: Security % of total annual sales: Security % of total annual sales: Security % of total annual sales: Security % of total annual sales: Security Do you pay for security (equipment, personnel, etc. excluding “protection payments”) or protection payments? If yes, what per cent of your total annual sales do you pay? Security (equipment, personnel, etc. excluding "protection payments") 120 130 0.1 10 0.88 1.374 0.100000001490116 0.200000002980232 0.300000011920929 0.400000005960464 0.5 0.600000023841858 0.699999988079071 0.800000011920929 1 1.5 2 2.5 3 5 10 Sysmiss % of total annual sales: Protection payments % of total annual sales: Protection payments % of total annual sales: Protection payments % of total annual sales: Protection payments % of total annual sales: Protection payments Do you pay for security (equipment, personnel, etc. excluding "protection payments") or protection payments? If yes, what per cent of your total annual sales do you pay? Protection payments 8 242 0.5 1 0.75 0.267 0.5 1 Sysmiss Firm had losses as a result of theft, robbery, vandalism or arson Firm had losses as a result of theft, robbery, vandalism or arson Firm had losses as a result of theft, robbery, vandalism or arson Firm had losses as a result of theft, robbery, vandalism or arson Firm had losses as a result of theft, robbery, vandalism or arson Have you had any losses as a result of theft, robbery, vandalism or arson against your establishment in 2001? 250 1 Yes 2 No % of losses as a result of theft, robbery, vandalism or arson % of losses as a result of theft, robbery, vandalism or arson % of losses as a result of theft, robbery, vandalism or arson % of losses as a result of theft, robbery, vandalism or arson % of losses as a result of theft, robbery, vandalism or arson Have you had any losses as a result of theft, robbery, vandalism or arson against your establishment in 2001? If yes, what were your estimated losses as a per cent of your total 2001 sales? 238 12 8 0.386 1.153 0.100000001490116 0.200000002980232 0.300000011920929 0.5 1 2 2.5 3 4 5 6 7 8 Sysmiss Agree/disagree with: Information on the laws/regulations is easy to obtain Agree/disagree with: Information on the laws/regulations is easy to obtain Agree/disagree with: Information on the laws/regulations is easy to obtain Agree/disagree with: Information on the laws/regulations is easy to obtain Agree/disagree with: Information on the laws/regulations is easy to obtain NOW I WOULD LIKE YOU TO THINK ABOUT THE GOVERNMENT POLICIES, LAWS AND REGULATIONS GOVERNING YOUR BUSINESS To what degree do you agree with the following statements? Information on the laws & regulations affecting my firm is easy to obtain 247 3 1 Strongly disagree 2 Disagree in most cases 3 Tend to disagree 4 Tend to agree 5 Agree in most cases 6 Strongly agree 7 Don't know Sysmiss Agree/disagree with: Interpretations of laws/regulations are consistent/ predictable Agree/disagree with: Interpretations of laws/regulations are consistent/ predictable Agree/disagree with: Interpretations of laws/regulations are consistent/ predictable Agree/disagree with: Interpretations of laws/regulations are consistent/ predictable Agree/disagree with: Interpretations of laws/regulations are consistent/ predictable To what degree do you agree with the following statements? Interpretations of the laws and regulations affecting my firm are consistent & predictable 248 2 1 Strongly disagree 2 Disagree in most cases 3 Tend to disagree 4 Tend to agree 5 Agree in most cases 6 Strongly agree 7 Don't know Sysmiss Unforeseen change in laws or regulations likely/unlikely to occur Unforeseen change in laws or regulations likely/unlikely to occur Unforeseen change in laws or regulations likely/unlikely to occur Unforeseen change in laws or regulations likely/unlikely to occur Unforeseen change in laws or regulations likely/unlikely to occur How likely do you think it is that an unforeseen change in laws or regulations will occur in 2003 and have a significant impact on your business? 236 14 1 Extremely unlikely 2 Highly unlikely 3 Fairly unlikely 4 Fairly likely 5 Highly likely 6 Extremely likely 7 Don’t know Sysmiss % of senior management’s time in dealing with public officials % of senior management’s time in dealing with public officials % of senior management’s time in dealing with public officials % of senior management’s time in dealing with public officials % of senior management’s time in dealing with public officials What per cent of senior management’s time in 2001 was spent in dealing with public officials about the application and interpretation of laws and regulations and to get or to maintain access to public services? 250 80 6.889 10.112 0.100000001490116 0.300000011920929 0.5 0.600000023841858 1 2 2.5 3 3.29999995231628 5 8 10 15 20 25 30 40 70 80 How often the following statement is true How often the following statement is true How often the following statement is true How often the following statement is true How often the following statement is true How often is the following statement true? “If a government agent acts against the rules I can usually go to another official or to his superior and get the correct treatment without recourse to unofficial payments/gifts.” 230 20 1 Never 2 Seldom 3 Sometime 4 Frequently 5 Usually 6 Always 7 Do not know Sysmiss Firm member of a business association or chamber of commerce Firm member of a business association or chamber of commerce Firm member of a business association or chamber of commerce Firm member of a business association or chamber of commerce Firm member of a business association or chamber of commerce Is your firm a member of a business association or chamber of commerce? 250 1 Yes 2 No Value of business association services: Lobbying government Value of business association services: Lobbying government Value of business association services: Lobbying government Value of business association services: Lobbying government Value of business association services: Lobbying government What services do you receive from the association or associations to which you belong, and what is the value of these services to your firm? “Critical value to your firm” should be placed on services that significantly reduce the costs of your firm or significantly increase the sales of your firm. Lobbying government 149 101 No value 1 Minor value 2 Moderate value 3 Major value 4 Critical value to your firm 5 Not provided Sysmiss Value of business association services: Resolution of disputes Value of business association services: Resolution of disputes Value of business association services: Resolution of disputes Value of business association services: Resolution of disputes Value of business association services: Resolution of disputes What services do you receive from the association or associations to which you belong, and what is the value of these services to your firm? "Critical value to your firm" should be placed on services that significantly reduce the costs of your firm or significantly increase the sales of your firm. Resolution of disputes (with officials, workers or other firms) 149 101 No value 1 Minor value 2 Moderate value 3 Major value 4 Critical value to your firm 5 Not provided Sysmiss Value of business association services: Information and/or contacts on domestic product and input markets Value of business association services: Information and/or contacts on domestic product and input markets Value of business association services: Information and/or contacts on domestic product and input markets Value of business association services: Information and/or contacts on domestic product and input markets Value of business association services: Information and/or contacts on domestic product and input markets What services do you receive from the association or associations to which you belong, and what is the value of these services to your firm? "Critical value to your firm" should be placed on services that significantly reduce the costs of your firm or significantly increase the sales of your firm. Information and/or contacts on domestic product and input markets 149 101 No value 1 Minor value 2 Moderate value 3 Major value 4 Critical value to your firm 5 Not provided Sysmiss Value of business association services: Information and/or contacts on international product and input markets Value of business association services: Information and/or contacts on international product and input markets Value of business association services: Information and/or contacts on international product and input markets Value of business association services: Information and/or contacts on international product and input markets Value of business association services: Information and/or contacts on international product and input markets What services do you receive from the association or associations to which you belong, and what is the value of these services to your firm? "Critical value to your firm" should be placed on services that significantly reduce the costs of your firm or significantly increase the sales of your firm. Information and/or contacts on international product and input markets 149 101 No value 1 Minor value 2 Moderate value 3 Major value 4 Critical value to your firm 5 Not provided Sysmiss Value of business association services: Accrediting standards or quality of products; reputational benefits Value of business association services: Accrediting standards or quality of products; reputational benefits Value of business association services: Accrediting standards or quality of products; reputational benefits Value of business association services: Accrediting standards or quality of products; reputational benefits Value of business association services: Accrediting standards or quality of products; reputational benefits What services do you receive from the association or associations to which you belong, and what is the value of these services to your firm? "Critical value to your firm" should be placed on services that significantly reduce the costs of your firm or significantly increase the sales of your firm. Accrediting standards or quality of products; reputational benefits 149 101 No value 1 Minor value 2 Moderate value 3 Major value 4 Critical value to your firm 5 Not provided Sysmiss Value of business association services: Information on government regulations Value of business association services: Information on government regulations Value of business association services: Information on government regulations Value of business association services: Information on government regulations Value of business association services: Information on government regulations What services do you receive from the association or associations to which you belong, and what is the value of these services to your firm? "Critical value to your firm" should be placed on services that significantly reduce the costs of your firm or significantly increase the sales of your firm. Information on government regulations 149 101 No value 1 Minor value 2 Moderate value 3 Major value 4 Critical value to your firm 5 Not provided Sysmiss Firm sought to influence the content of laws/regulations affecting it Firm sought to influence the content of laws/regulations affecting it Firm sought to influence the content of laws/regulations affecting it Firm sought to influence the content of laws/regulations affecting it Firm sought to influence the content of laws/regulations affecting it THINK ABOUT NATIONAL LAWS AND REGULATIONS ENACTED IN 2001 THAT HAD A SUBSTANTIAL IMPACT ON YOUR BUSINESS: Did your firm seek to influence the content of laws or regulations affecting it? 249 1 1 Yes 2 No Sysmiss Influence on recently enacted laws/regulations: Your firm Influence on recently enacted laws/regulations: Your firm Influence on recently enacted laws/regulations: Your firm Influence on recently enacted laws/regulations: Your firm Influence on recently enacted laws/regulations: Your firm How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business? Your firm 249 1 No impact 1 Minor influence 2 Moderate influence 3 Major influence 4 Decisive influence 5 Don't know Sysmiss Influence on recently enacted laws/regulations: Domestic competitors Influence on recently enacted laws/regulations: Domestic competitors Influence on recently enacted laws/regulations: Domestic competitors Influence on recently enacted laws/regulations: Domestic competitors Influence on recently enacted laws/regulations: Domestic competitors How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business? Your domestic competitors 234 16 No impact 1 Minor influence 2 Moderate influence 3 Major influence 4 Decisive influence 5 Don't know Sysmiss Influence on recently enacted laws/regulations: Other domestic firms Influence on recently enacted laws/regulations: Other domestic firms Influence on recently enacted laws/regulations: Other domestic firms Influence on recently enacted laws/regulations: Other domestic firms Influence on recently enacted laws/regulations: Other domestic firms How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business? Other domestic firms 221 29 No impact 1 Minor influence 2 Moderate influence 3 Major influence 4 Decisive influence 5 Don't know Sysmiss Influence on recently enacted laws/regulations: Foreign firms Influence on recently enacted laws/regulations: Foreign firms Influence on recently enacted laws/regulations: Foreign firms Influence on recently enacted laws/regulations: Foreign firms Influence on recently enacted laws/regulations: Foreign firms How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business? Foreign firms 225 25 No impact 1 Minor influence 2 Moderate influence 3 Major influence 4 Decisive influence 5 Don't know Sysmiss Influence on recently enacted laws/regulations: Business association to which firm belongs Influence on recently enacted laws/regulations: Business association to which firm belongs Influence on recently enacted laws/regulations: Business association to which firm belongs Influence on recently enacted laws/regulations: Business association to which firm belongs Influence on recently enacted laws/regulations: Business association to which firm belongs How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business? A business association to which you belong 225 25 No impact 1 Minor influence 2 Moderate influence 3 Major influence 4 Decisive influence 5 Don't know Sysmiss Influence on recently enacted laws/regulations: Other business associations Influence on recently enacted laws/regulations: Other business associations Influence on recently enacted laws/regulations: Other business associations Influence on recently enacted laws/regulations: Other business associations Influence on recently enacted laws/regulations: Other business associations How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business? Other business associations 217 33 No impact 1 Minor influence 2 Moderate influence 3 Major influence 4 Decisive influence 5 Don't know Sysmiss Influence on recently enacted laws/regulations: Dominant firms/conglomerates Influence on recently enacted laws/regulations: Dominant firms/conglomerates Influence on recently enacted laws/regulations: Dominant firms/conglomerates Influence on recently enacted laws/regulations: Dominant firms/conglomerates Influence on recently enacted laws/regulations: Dominant firms/conglomerates How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business? Dominant firms or conglomerates in key sectors of the economy 232 18 No impact 1 Minor influence 2 Moderate influence 3 Major influence 4 Decisive influence 5 Don't know Sysmiss Influence on recently enacted laws/regulations: Labour unions Influence on recently enacted laws/regulations: Labour unions Influence on recently enacted laws/regulations: Labour unions Influence on recently enacted laws/regulations: Labour unions Influence on recently enacted laws/regulations: Labour unions How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business? Labour unions 238 12 No impact 1 Minor influence 2 Moderate influence 3 Major influence 4 Decisive influence 5 Don't know Sysmiss Influence on recently enacted laws/regulations: Organised crime Influence on recently enacted laws/regulations: Organised crime Influence on recently enacted laws/regulations: Organised crime Influence on recently enacted laws/regulations: Organised crime Influence on recently enacted laws/regulations: Organised crime How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business? Organised crime 227 23 No impact 1 Minor influence 2 Moderate influence 3 Major influence 4 Decisive influence 5 Don't know Sysmiss Influence on recently enacted laws/regulations: Regional/ local government Influence on recently enacted laws/regulations: Regional/ local government Influence on recently enacted laws/regulations: Regional/ local government Influence on recently enacted laws/regulations: Regional/ local government Influence on recently enacted laws/regulations: Regional/ local government How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business? Regional or local government 240 10 No impact 1 Minor influence 2 Moderate influence 3 Major influence 4 Decisive influence 5 Don't know Sysmiss Influence on recently enacted laws/regulations: Military Influence on recently enacted laws/regulations: Military Influence on recently enacted laws/regulations: Military Influence on recently enacted laws/regulations: Military Influence on recently enacted laws/regulations: Military How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business? Military 232 18 No impact 1 Minor influence 2 Moderate influence 3 Major influence 4 Decisive influence 5 Don't know Sysmiss Influence on recently enacted laws/regulations: Individuals/firms with close personal ties to political leaders Influence on recently enacted laws/regulations: Individuals/firms with close personal ties to political leaders Influence on recently enacted laws/regulations: Individuals/firms with close personal ties to political leaders Influence on recently enacted laws/regulations: Individuals/firms with close personal ties to political leaders Influence on recently enacted laws/regulations: Individuals/firms with close personal ties to political leaders How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business? Individuals or firms with close personal ties to political leaders 228 22 No impact 1 Minor influence 2 Moderate influence 3 Major influence 4 Decisive influence 5 Don't know Sysmiss Influence on recently enacted laws/regulations: International development agencies or foreign governments Influence on recently enacted laws/regulations: International development agencies or foreign governments Influence on recently enacted laws/regulations: International development agencies or foreign governments Influence on recently enacted laws/regulations: International development agencies or foreign governments Influence on recently enacted laws/regulations: International development agencies or foreign governments How much influence do you think the following groups actually had on recently enacted national laws and regulations that have a substantial impact on your business? International development agencies or foreign governments 224 26 No impact 1 Minor influence 2 Moderate influence 3 Major influence 4 Decisive influence 5 Don't know Sysmiss Always/never true scale about unofficial payments Always/never true scale about unofficial payments Always/never true scale about unofficial payments Always/never true scale about unofficial payments Always/never true scale about unofficial payments WE NOW WANT TO ASK YOUR OPINION ON “UNOFFICIAL PAYMENTS” TO OFFICIALS IN THIS COUNTRY. CAN I PLEASE REASSURE YOU THAT: We are interested in your opinions in a personal capacity We do not imply in any way that your company makes unofficial payments/gifts We recognise that your company neither approves of nor condones the use of unofficial payments/gifts The responses that you give will be aggregated and presented in purely statistical terms; any comments you give me cannot be attributed to either you or your company Thinking about officials, would you say the following statements are always, usually, frequently, sometimes, seldom or never true? “It is common for firms in my line of business to have to pay some irregular “additional payments/gifts” to get things done ” with regard to customs, taxes, licenses, regulations, services etc." 235 15 1 Never 2 Seldom 3 Sometime 4 Frequently 5 Usually 6 Always 7 Do not know Sysmiss Always/never true scale about unofficial payments Always/never true scale about unofficial payments Always/never true scale about unofficial payments Always/never true scale about unofficial payments Always/never true scale about unofficial payments Thinking about officials, would you say the following statements are always, usually, frequently, sometimes, seldom or never true? “Firms in my line of business usually know in advance about how much this ‘additional payment/gifts’ is" 216 34 1 Never 2 Seldom 3 Sometime 4 Frequently 5 Usually 6 Always 7 Do not know Sysmiss % of total annual sales firms pay in unofficial payments/gifts to public officials % of total annual sales firms pay in unofficial payments/gifts to public officials % of total annual sales firms pay in unofficial payments/gifts to public officials % of total annual sales firms pay in unofficial payments/gifts to public officials % of total annual sales firms pay in unofficial payments/gifts to public officials On average, what percent of total annual sales do firm’s like yours typically pay in unofficial payments/gifts to public officials? 218 32 10 0.965 2.154 0.100000001490116 0.200000002980232 0.300000011920929 0.5 1 1.5 2 2.5 3 4 5 6 8 10 Sysmiss Unofficial payments/gifts: To get connected to and maintain public services Unofficial payments/gifts: To get connected to and maintain public services Unofficial payments/gifts: To get connected to and maintain public services Unofficial payments/gifts: To get connected to and maintain public services Unofficial payments/gifts: To get connected to and maintain public services Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes: To get connected to and maintain public services (electricity and telephone) 237 13 1 Never 2 Seldom 3 Sometime 4 Frequently 5 Usually 6 Always 7 Do not know Sysmiss Unofficial payments/gifts: To obtain business licenses and permits Unofficial payments/gifts: To obtain business licenses and permits Unofficial payments/gifts: To obtain business licenses and permits Unofficial payments/gifts: To obtain business licenses and permits Unofficial payments/gifts: To obtain business licenses and permits Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes: To obtain business licenses and permits 235 15 1 Never 2 Seldom 3 Sometime 4 Frequently 5 Usually 6 Always 7 Do not know Sysmiss Unofficial payments/gifts: To obtain government contracts Unofficial payments/gifts: To obtain government contracts Unofficial payments/gifts: To obtain government contracts Unofficial payments/gifts: To obtain government contracts Unofficial payments/gifts: To obtain government contracts Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes: To obtain government contracts 228 22 1 Never 2 Seldom 3 Sometime 4 Frequently 5 Usually 6 Always 7 Do not know Sysmiss Unofficial payments/gifts: To deal with occupational health and safety inspections Unofficial payments/gifts: To deal with occupational health and safety inspections Unofficial payments/gifts: To deal with occupational health and safety inspections Unofficial payments/gifts: To deal with occupational health and safety inspections Unofficial payments/gifts: To deal with occupational health and safety inspections Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes: To deal with occupational health and safety inspections 235 15 1 Never 2 Seldom 3 Sometime 4 Frequently 5 Usually 6 Always 7 Do not know Sysmiss Unofficial payments/gifts: To deal with fire and building inspections Unofficial payments/gifts: To deal with fire and building inspections Unofficial payments/gifts: To deal with fire and building inspections Unofficial payments/gifts: To deal with fire and building inspections Unofficial payments/gifts: To deal with fire and building inspections Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes: To deal with fire and building inspections 235 15 1 Never 2 Seldom 3 Sometime 4 Frequently 5 Usually 6 Always 7 Do not know Sysmiss Unofficial payments/gifts: To deal with environmental inspections Unofficial payments/gifts: To deal with environmental inspections Unofficial payments/gifts: To deal with environmental inspections Unofficial payments/gifts: To deal with environmental inspections Unofficial payments/gifts: To deal with environmental inspections Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes: To deal with environmental inspections 231 19 1 Never 2 Seldom 3 Sometime 4 Frequently 5 Usually 6 Always 7 Do not know Sysmiss Unofficial payments/gifts: To deal with taxes and tax collection Unofficial payments/gifts: To deal with taxes and tax collection Unofficial payments/gifts: To deal with taxes and tax collection Unofficial payments/gifts: To deal with taxes and tax collection Unofficial payments/gifts: To deal with taxes and tax collection Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes: To deal with taxes and tax collection 233 17 1 Never 2 Seldom 3 Sometime 4 Frequently 5 Usually 6 Always 7 Do not know Sysmiss Unofficial payments/gifts: To deal with customs/imports Unofficial payments/gifts: To deal with customs/imports Unofficial payments/gifts: To deal with customs/imports Unofficial payments/gifts: To deal with customs/imports Unofficial payments/gifts: To deal with customs/imports Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes: To deal with customs/imports 231 19 1 Never 2 Seldom 3 Sometime 4 Frequently 5 Usually 6 Always 7 Do not know Sysmiss Unofficial payments/gifts: To deal with courts Unofficial payments/gifts: To deal with courts Unofficial payments/gifts: To deal with courts Unofficial payments/gifts: To deal with courts Unofficial payments/gifts: To deal with courts Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes: To deal with courts 231 19 1 Never 2 Seldom 3 Sometime 4 Frequently 5 Usually 6 Always 7 Do not know Sysmiss Unofficial payments/gifts: To influence the content of new legislation rules decrees Unofficial payments/gifts: To influence the content of new legislation rules decrees Unofficial payments/gifts: To influence the content of new legislation rules decrees Unofficial payments/gifts: To influence the content of new legislation rules decrees Unofficial payments/gifts: To influence the content of new legislation rules decrees Thinking now of unofficial payments/gifts that a firm like yours would make in a given year, could you please tell me how often would they make payments/gifts for the following purposes: To influence the content of new legislation rules decrees, etc. 231 19 1 Never 2 Seldom 3 Sometime 4 Frequently 5 Usually 6 Always 7 Do not know Sysmiss % of contract value paid to secure the contract % of contract value paid to secure the contract % of contract value paid to secure the contract % of contract value paid to secure the contract % of contract value paid to secure the contract When firms in your industry do business with the government, how much of the contract value would be typically paid in additional or unofficial payments/gifts to secure the contract? 250 20 2.09 4.597 0.5 1 1.5 2 3 4 5 8 10 15 20 % total annual sales the typical firm reports for tax purposes % total annual sales the typical firm reports for tax purposes % total annual sales the typical firm reports for tax purposes % total annual sales the typical firm reports for tax purposes % total annual sales the typical firm reports for tax purposes Recognising the difficulties that many firms face in fully complying with taxes and regulations, what per cent of total annual sales would you estimate the typical firm in your area of business reports for tax purposes? 214 36 20 100 88.453 19.215 20 30 40 50 60 65 70 75 80 85 90 92 95 97 98 99 100 Sysmiss Impact on company: Gifts or other benefits to parliamentarians Impact on company: Gifts or other benefits to parliamentarians Impact on company: Gifts or other benefits to parliamentarians Impact on company: Gifts or other benefits to parliamentarians Impact on company: Gifts or other benefits to parliamentarians It is often said that firms make unofficial payments/gifts, private payments or other benefits to public officials to gain advantages in the drafting of laws, decrees, regulations, and other binding government decisions. To what extent have the following practices had a direct impact on your business. Private payments/gifts or other benefits to Parliamentarians to affect their votes 224 26 No impact 1 Minor impact 2 Moderate impact 3 Major impact 4 Decisive impact 5 Don't know Sysmiss Impact on company: Gifts to government officials to affect the content of government decrees Impact on company: Gifts to government officials to affect the content of government decrees Impact on company: Gifts to government officials to affect the content of government decrees Impact on company: Gifts to government officials to affect the content of government decrees Impact on company: Gifts to government officials to affect the content of government decrees It is often said that firms make unofficial payments/gifts, private payments or other benefits to public officials to gain advantages in the drafting of laws, decrees, regulations, and other binding government decisions. To what extent have the following practices had a direct impact on your business. Private payments/gifts or other benefits to Government officials to affect the content of government decrees 221 29 No impact 1 Minor impact 2 Moderate impact 3 Major impact 4 Decisive impact 5 Don't know Sysmiss Impact on company: Gifts to judges to affect the decisions of criminal court cases Impact on company: Gifts to judges to affect the decisions of criminal court cases Impact on company: Gifts to judges to affect the decisions of criminal court cases Impact on company: Gifts to judges to affect the decisions of criminal court cases Impact on company: Gifts to judges to affect the decisions of criminal court cases It is often said that firms make unofficial payments/gifts, private payments or other benefits to public officials to gain advantages in the drafting of laws, decrees, regulations, and other binding government decisions. To what extent have the following practices had a direct impact on your business. Private payments/gifts or other benefits to judges to affect the decisions of criminal court cases 224 26 No impact 1 Minor impact 2 Moderate impact 3 Major impact 4 Decisive impact 5 Don't know Sysmiss Impact on company: Gifts to judges to affect the decisions in commercial cases Impact on company: Gifts to judges to affect the decisions in commercial cases Impact on company: Gifts to judges to affect the decisions in commercial cases Impact on company: Gifts to judges to affect the decisions in commercial cases Impact on company: Gifts to judges to affect the decisions in commercial cases It is often said that firms make unofficial payments/gifts, private payments or other benefits to public officials to gain advantages in the drafting of laws, decrees, regulations, and other binding government decisions. To what extent have the following practices had a direct impact on your business. Private payments/gifts or other benefits to judges to affect the decisions in commercial cases 226 24 No impact 1 Minor impact 2 Moderate impact 3 Major impact 4 Decisive impact 5 Don't know Sysmiss Impact on company: Gifts to central bank officials to affect central bank policies and decision Impact on company: Gifts to central bank officials to affect central bank policies and decision Impact on company: Gifts to central bank officials to affect central bank policies and decision Impact on company: Gifts to central bank officials to affect central bank policies and decision Impact on company: Gifts to central bank officials to affect central bank policies and decision It is often said that firms make unofficial payments/gifts, private payments or other benefits to public officials to gain advantages in the drafting of laws, decrees, regulations, and other binding government decisions. To what extent have the following practices had a direct impact on your business. Private payments/gifts or other benefits to central bank officials to affect central bank policies and decision 220 30 No impact 1 Minor impact 2 Moderate impact 3 Major impact 4 Decisive impact 5 Don't know Sysmiss Impact on company: Illegal contributions to political parties and/or election campaigns Impact on company: Illegal contributions to political parties and/or election campaigns Impact on company: Illegal contributions to political parties and/or election campaigns Impact on company: Illegal contributions to political parties and/or election campaigns Impact on company: Illegal contributions to political parties and/or election campaigns It is often said that firms make unofficial payments/gifts, private payments or other benefits to public officials to gain advantages in the drafting of laws, decrees, regulations, and other binding government decisions. To what extent have the following practices had a direct impact on your business. Illegal contributions to political parties and/or election campaigns to affect the decisions of elected officials 224 26 No impact 1 Minor impact 2 Moderate impact 3 Major impact 4 Decisive impact 5 Don't know Sysmiss % of working capital financed from: Internal funds/Retained earnings % of working capital financed from: Internal funds/Retained earnings % of working capital financed from: Internal funds/Retained earnings % of working capital financed from: Internal funds/Retained earnings % of working capital financed from: Internal funds/Retained earnings What proportion of your firm’s working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? 246 4 100 63.573 40.78 5 10 15 20 30 40 46 50 60 65 70 75 80 84 85 88 89 90 92 95 100 Sysmiss % of working capital financed from: Equity (i.e. issue new shares) % of working capital financed from: Equity (i.e. issue new shares) % of working capital financed from: Equity (i.e. issue new shares) % of working capital financed from: Equity (i.e. issue new shares) % of working capital financed from: Equity (i.e. issue new shares) What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Equity (i.e. issue new shares) 246 4 100 14.488 32.164 1 10 18 20 25 30 40 50 55 70 75 80 90 100 Sysmiss % of working capital financed from: Borrowing from local private commercial banks % of working capital financed from: Borrowing from local private commercial banks % of working capital financed from: Borrowing from local private commercial banks % of working capital financed from: Borrowing from local private commercial banks % of working capital financed from: Borrowing from local private commercial banks What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Borrowing from local private commercial banks 246 4 100 6.972 18.659 5 8 10 15 20 25 30 35 40 50 60 70 75 80 88 90 95 99 100 Sysmiss % of working capital financed from: Borrowing from state-owned banks % of working capital financed from: Borrowing from state-owned banks % of working capital financed from: Borrowing from state-owned banks % of working capital financed from: Borrowing from state-owned banks % of working capital financed from: Borrowing from state-owned banks What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Borrowing from state-owned banks, including state development banks 246 4 100 3.622 13.957 1 10 15 20 25 30 50 70 100 Sysmiss % of working capital financed from: Borrowing from foreign banks % of working capital financed from: Borrowing from foreign banks % of working capital financed from: Borrowing from foreign banks % of working capital financed from: Borrowing from foreign banks % of working capital financed from: Borrowing from foreign banks What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Borrowing from foreign banks 246 4 100 0.732 8.149 80 100 Sysmiss % of working capital financed from: Loans from family/friends % of working capital financed from: Loans from family/friends % of working capital financed from: Loans from family/friends % of working capital financed from: Loans from family/friends % of working capital financed from: Loans from family/friends What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Loans from family/friends 246 4 100 2.366 11.135 2 5 10 20 40 50 60 100 Sysmiss % of working capital financed from: Money lenders or other informal sources % of working capital financed from: Money lenders or other informal sources % of working capital financed from: Money lenders or other informal sources % of working capital financed from: Money lenders or other informal sources % of working capital financed from: Money lenders or other informal sources What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Money lenders or other informal sources (other than family/friends) 246 4 10 0.0813 0.9 10 Sysmiss % of working capital financed from: Trade credit from suppliers % of working capital financed from: Trade credit from suppliers % of working capital financed from: Trade credit from suppliers % of working capital financed from: Trade credit from suppliers % of working capital financed from: Trade credit from suppliers What proportion of your firm’s working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Trade credit from suppliers 246 4 95 3.561 12.752 5 10 12 15 20 25 40 50 54 60 70 80 95 Sysmiss % of working capital financed from: Trade credit from customers % of working capital financed from: Trade credit from customers % of working capital financed from: Trade credit from customers % of working capital financed from: Trade credit from customers % of working capital financed from: Trade credit from customers What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Trade credit from customers 246 4 80 0.671 5.737 5 10 20 25 80 Sysmiss % of working capital financed from: Credit cards % of working capital financed from: Credit cards % of working capital financed from: Credit cards % of working capital financed from: Credit cards % of working capital financed from: Credit cards What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Credit cards 246 4 70 0.528 4.962 10 30 70 Sysmiss % of working capital financed from: Leasing arrangement % of working capital financed from: Leasing arrangement % of working capital financed from: Leasing arrangement % of working capital financed from: Leasing arrangement % of working capital financed from: Leasing arrangement What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Leasing arrangement 246 4 50 1.211 6.223 1 2 5 8 10 20 40 50 Sysmiss % of working capital financed from: The government (other than state-owned banks) % of working capital financed from: The government (other than state-owned banks) % of working capital financed from: The government (other than state-owned banks) % of working capital financed from: The government (other than state-owned banks) % of working capital financed from: The government (other than state-owned banks) What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? The government (other than state-owned banks) 246 4 85 0.915 7.777 20 50 70 85 Sysmiss % of working capital financed from: Other % of working capital financed from: Other % of working capital financed from: Other % of working capital financed from: Other % of working capital financed from: Other What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Other (SPECIFY SOURCES) 246 4 100 1.28 8.577 10 20 35 40 50 100 Sysmiss % of working capital financed from: Other % of working capital financed from: Other % of working capital financed from: Other % of working capital financed from: Other % of working capital financed from: Other What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Other 250 Sysmiss % of new investments financed from: Internal funds/Retained earnings % of new investments financed from: Internal funds/Retained earnings % of new investments financed from: Internal funds/Retained earnings % of new investments financed from: Internal funds/Retained earnings % of new investments financed from: Internal funds/Retained earnings What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Internal funds/Retained earnings 210 40 100 57.605 44.461 5 10 20 25 30 40 50 60 70 75 80 90 92 95 100 Sysmiss % of new investments financed from: Equity (i.e. issue new shares) % of new investments financed from: Equity (i.e. issue new shares) % of new investments financed from: Equity (i.e. issue new shares) % of new investments financed from: Equity (i.e. issue new shares) % of new investments financed from: Equity (i.e. issue new shares) What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Equity (i.e. issue new shares) 210 40 100 15.038 34.231 10 20 30 35 50 63 70 80 90 100 Sysmiss % of new investments financed from: Borrowing from local private commercial banks % of new investments financed from: Borrowing from local private commercial banks % of new investments financed from: Borrowing from local private commercial banks % of new investments financed from: Borrowing from local private commercial banks % of new investments financed from: Borrowing from local private commercial banks What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Borrowing from local private commercial banks 210 40 100 8.881 23.161 10 15 20 30 40 50 60 70 75 80 100 Sysmiss % of new investments financed from: Borrowing from state-owned banks % of new investments financed from: Borrowing from state-owned banks % of new investments financed from: Borrowing from state-owned banks % of new investments financed from: Borrowing from state-owned banks % of new investments financed from: Borrowing from state-owned banks What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Borrowing from state-owned banks, including state development banks 210 40 100 7.048 22.918 5 10 15 20 25 40 50 65 70 90 100 Sysmiss % of new investments financed from: Borrowing from foreign banks % of new investments financed from: Borrowing from foreign banks % of new investments financed from: Borrowing from foreign banks % of new investments financed from: Borrowing from foreign banks % of new investments financed from: Borrowing from foreign banks What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Borrowing from foreign banks 210 40 100 0.81 8.404 70 100 Sysmiss % of new investments financed from: Loans from family/friends % of new investments financed from: Loans from family/friends % of new investments financed from: Loans from family/friends % of new investments financed from: Loans from family/friends % of new investments financed from: Loans from family/friends What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Loans from family/friends 210 40 100 2.643 13.208 5 10 20 50 100 Sysmiss % of new investments financed from: Money lenders or other informal sources % of new investments financed from: Money lenders or other informal sources % of new investments financed from: Money lenders or other informal sources % of new investments financed from: Money lenders or other informal sources % of new investments financed from: Money lenders or other informal sources What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Money lenders or other informal sources (other than family/friends) 210 40 Sysmiss % of new investments financed from: Trade credit from suppliers % of new investments financed from: Trade credit from suppliers % of new investments financed from: Trade credit from suppliers % of new investments financed from: Trade credit from suppliers % of new investments financed from: Trade credit from suppliers What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Trade credit from suppliers 210 40 50 0.857 4.986 5 10 20 25 30 50 Sysmiss % of new investments financed from: Trade credit from customers % of new investments financed from: Trade credit from customers % of new investments financed from: Trade credit from customers % of new investments financed from: Trade credit from customers % of new investments financed from: Trade credit from customers What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Trade credit from customers 210 40 80 0.962 7.188 10 25 37 50 80 Sysmiss % of new investments financed from: Credit cards % of new investments financed from: Credit cards % of new investments financed from: Credit cards % of new investments financed from: Credit cards % of new investments financed from: Credit cards What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Credit cards 210 40 10 0.0952 0.974 10 Sysmiss % of new investments financed from: Leasing arrangement % of new investments financed from: Leasing arrangement % of new investments financed from: Leasing arrangement % of new investments financed from: Leasing arrangement % of new investments financed from: Leasing arrangement What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Leasing arrangement 210 40 100 3.3 14.666 5 8 10 20 50 60 100 Sysmiss % of new investments financed from: The government (other than state-owned banks) % of new investments financed from: The government (other than state-owned banks) % of new investments financed from: The government (other than state-owned banks) % of new investments financed from: The government (other than state-owned banks) % of new investments financed from: The government (other than state-owned banks) What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? The government (other than state-owned banks) 210 40 100 1.238 9.874 5 20 35 95 100 Sysmiss % of new investments financed from: Other % of new investments financed from: Other % of new investments financed from: Other % of new investments financed from: Other % of new investments financed from: Other What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Other (SPECIFY SOURCES) 210 40 100 1.524 9.563 10 20 50 60 100 Sysmiss % of new investments financed from: Other % of new investments financed from: Other % of new investments financed from: Other % of new investments financed from: Other % of new investments financed from: Other What proportion of your firm's working capital and new fixed investment has been financed from each of the following sources, over the past 12 months? Other 250 Sysmiss Financing required collateral Financing required collateral Financing required collateral Financing required collateral Financing required collateral Thinking of the most recent bank loan or overdraft you obtained, did the financing require collateral? 250 1 Yes 2 No 3 No loan Type of collateral Type of collateral Type of collateral Type of collateral Type of collateral What kind of collateral (e.g. land, buildings, machinery, your home) was required? MULTIPLE ANSWER ALLOWED 111 139 1 Land 2 Buildings 3 Machinery 4 Your home 5 Other (Specify) 12 23 25 34 35 45 123 125 235 345 1234 1235 Sysmiss Type of collateral: Land Type of collateral: Land Type of collateral: Land Type of collateral: Land Type of collateral: Land What kind of collateral (e.g. land, buildings, machinery, your home) was required? Land 111 139 1 Land 2 Buildings 3 Machinery 4 Your home 5 Other (Specify) Sysmiss Type of collateral: Buildings Type of collateral: Buildings Type of collateral: Buildings Type of collateral: Buildings Type of collateral: Buildings What kind of collateral (e.g. land, buildings, machinery, your home) was required? Buildings 44 206 1 Land 2 Buildings 3 Machinery 4 Your home 5 Other (Specify) Sysmiss Type of collateral: Machinery Type of collateral: Machinery Type of collateral: Machinery Type of collateral: Machinery Type of collateral: Machinery What kind of collateral (e.g. land, buildings, machinery, your home) was required? Machinery 20 230 1 Land 2 Buildings 3 Machinery 4 Your home 5 Other (Specify) Sysmiss Type of collateral: Your home Type of collateral: Your home Type of collateral: Your home Type of collateral: Your home Type of collateral: Your home What kind of collateral (e.g. land, buildings, machinery, your home) was required? Your home 7 243 1 Land 2 Buildings 3 Machinery 4 Your home 5 Other (Specify) Sysmiss Type of collateral: Other (specify) Type of collateral: Other (specify) Type of collateral: Other (specify) Type of collateral: Other (specify) Type of collateral: Other (specify) What kind of collateral (e.g. land, buildings, machinery, your home) was required? Other (specify) 250 1 Land 2 Buildings 3 Machinery 4 Your home 5 Other (Specify) Sysmiss Type of collateral: Other Type of collateral: Other Type of collateral: Other Type of collateral: Other Type of collateral: Other What kind of collateral (e.g. land, buildings, machinery, your home) was required? Other 250 Sysmiss Value of the collateral required as % of the loan value Value of the collateral required as % of the loan value Value of the collateral required as % of the loan value Value of the collateral required as % of the loan value Value of the collateral required as % of the loan value What was the approximate value of the collateral required as a percent of the loan value? 106 144 50 900 174.34 103.418 50 60 70 80 100 110 120 130 140 150 180 200 250 260 300 500 900 Sysmiss Loan’s annual cost, % Loan’s annual cost, % Loan’s annual cost, % Loan’s annual cost, % Loan’s annual cost, % What is the loan’s annual cost (i.e. rate of interest)? 107 143 0.8 28 12.485 5.458 0.800000011920929 1.5 2 2.09999990463257 2.29999995231628 2.70000004768372 3.29999995231628 4 5 6 7 8 8.69999980926514 9 9.80000019073486 10 10.8000001907349 11 12 12.5 12.8999996185303 13 14 15 16 16.5 17 18 19 20 21.5 22 28 Sysmiss Duration of the loan, months Duration of the loan, months Duration of the loan, months Duration of the loan, months Duration of the loan, months What is the duration of the loan in months? 109 141 1 120 29.44 23.876 1 2 3 6 8 9 10 11 12 24 32 36 48 60 72 120 Sysmiss Days it took to agree the loan with the bank Days it took to agree the loan with the bank Days it took to agree the loan with the bank Days it took to agree the loan with the bank Days it took to agree the loan with the bank How many days did it take to agree the loan with the bank from the date of application? 112 138 1 90 27.964 23.673 1 2 3 4 5 7 8 10 11 14 15 20 21 28 30 35 36 40 45 60 90 Sysmiss Bank's reaction if company falls behind payments Bank's reaction if company falls behind payments Bank's reaction if company falls behind payments Bank's reaction if company falls behind payments Bank's reaction if company falls behind payments Now I would like to ask you a hypothetical question. If your firm were to fall behind in its bank repayments, which of the following would best describe how you would expect the bank to react? 107 143 1 Do nothing 2 Extend the term of the loan without changing the conditions 3 Extend the term of the loan but increase the interest rate 4 Begin legal proceedings to take possession of some assets of the firm 5 Don’t know Sysmiss Impossible/very easy to obtain short-term working capital loan on commercial terms Impossible/very easy to obtain short-term working capital loan on commercial terms Impossible/very easy to obtain short-term working capital loan on commercial terms Impossible/very easy to obtain short-term working capital loan on commercial terms Impossible/very easy to obtain short-term working capital loan on commercial terms Now I would like to ask you a hypothetical question. Suppose that your firm has to obtain a loan from a commercial bank. How easy would it be for your firm to obtain a short-term working capital loan on commercial terms. 236 14 1 Impossible 2 Very difficult 3 Fairly difficult 4 Fairly easy 5 Very easy 6 Don’t know Sysmiss Impossible/very easy to obtain long-term bank loan for new investment on commercial terms Impossible/very easy to obtain long-term bank loan for new investment on commercial terms Impossible/very easy to obtain long-term bank loan for new investment on commercial terms Impossible/very easy to obtain long-term bank loan for new investment on commercial terms Impossible/very easy to obtain long-term bank loan for new investment on commercial terms Now I would like to ask you a hypothetical question. Suppose that your firm has to obtain a loan from a commercial bank. And how easy would it be for your firm to obtain a longer term banking loan for new investment. 235 15 1 Impossible 2 Very difficult 3 Fairly difficult 4 Fairly easy 5 Very easy 6 Don’t know Sysmiss Firm has changed its main bank since 1998 Firm has changed its main bank since 1998 Firm has changed its main bank since 1998 Firm has changed its main bank since 1998 Firm has changed its main bank since 1998 Has your firm changed its main bank (the single bank with which your firm has the closest relationship) since 1998? 250 1 Yes 2 No 3 No main bank Importance of changing main bank Importance of changing main bank Importance of changing main bank Importance of changing main bank Importance of changing main bank And how important in retrospect was this initiative for the survival and/or growth of your company over that period? 47 203 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Sources to finance interrupted cash flow Sources to finance interrupted cash flow Sources to finance interrupted cash flow Sources to finance interrupted cash flow Sources to finance interrupted cash flow Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance. 240 10 1 2 3 4 6 7 11 102 103 104 111 203 204 206 207 208 211 304 306 307 311 407 611 10203 10204 10205 10206 10207 10210 10211 10304 10306 10406 10407 10607 20304 20305 20306 20307 20310 20311 20405 20406 20407 20410 20411 30406 30407 30711 40711 1020304 1020305 1020306 1020308 1020310 1020311 1020405 1020406 1020407 1020409 1020610 1020910 1030405 1030406 1030407 1030410 1030610 1040507 1040708 1050710 2030405 2030407 2030609 2040607 2040708 2040710 3060709 4071011 Sysmiss Importance of sources to finance interrupted cash flow: Liquidate short term financial assets Importance of sources to finance interrupted cash flow: Liquidate short term financial assets Importance of sources to finance interrupted cash flow: Liquidate short term financial assets Importance of sources to finance interrupted cash flow: Liquidate short term financial assets Importance of sources to finance interrupted cash flow: Liquidate short term financial assets Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance: Liquidate short term financial assets 132 118 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of sources to finance interrupted cash flow: Obtain credit from banks Importance of sources to finance interrupted cash flow: Obtain credit from banks Importance of sources to finance interrupted cash flow: Obtain credit from banks Importance of sources to finance interrupted cash flow: Obtain credit from banks Importance of sources to finance interrupted cash flow: Obtain credit from banks Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance: Obtain credit from banks 132 118 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of sources to finance interrupted cash flow: Obtain credit from suppliers Importance of sources to finance interrupted cash flow: Obtain credit from suppliers Importance of sources to finance interrupted cash flow: Obtain credit from suppliers Importance of sources to finance interrupted cash flow: Obtain credit from suppliers Importance of sources to finance interrupted cash flow: Obtain credit from suppliers Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance: Obtain credit from suppliers 87 163 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of sources to finance interrupted cash flow: Delay payment to suppliers/utilities Importance of sources to finance interrupted cash flow: Delay payment to suppliers/utilities Importance of sources to finance interrupted cash flow: Delay payment to suppliers/utilities Importance of sources to finance interrupted cash flow: Delay payment to suppliers/utilities Importance of sources to finance interrupted cash flow: Delay payment to suppliers/utilities Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance: Delay payment to suppliers/utilities 88 162 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of sources to finance interrupted cash flow: Issue bills of exchange (e.g. veksels) Importance of sources to finance interrupted cash flow: Issue bills of exchange (e.g. veksels) Importance of sources to finance interrupted cash flow: Issue bills of exchange (e.g. veksels) Importance of sources to finance interrupted cash flow: Issue bills of exchange (e.g. veksels) Importance of sources to finance interrupted cash flow: Issue bills of exchange (e.g. veksels) Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance: Issue bills of exchange (e.g. veksels) 9 241 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of sources to finance interrupted cash flow: Exchange goods for goods Importance of sources to finance interrupted cash flow: Exchange goods for goods Importance of sources to finance interrupted cash flow: Exchange goods for goods Importance of sources to finance interrupted cash flow: Exchange goods for goods Importance of sources to finance interrupted cash flow: Exchange goods for goods Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance: Exchange goods for goods 27 223 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of sources to finance interrupted cash flow: Delay payments to budget and extra-budgetary funds Importance of sources to finance interrupted cash flow: Delay payments to budget and extra-budgetary funds Importance of sources to finance interrupted cash flow: Delay payments to budget and extra-budgetary funds Importance of sources to finance interrupted cash flow: Delay payments to budget and extra-budgetary funds Importance of sources to finance interrupted cash flow: Delay payments to budget and extra-budgetary funds Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance: Delay payments to budget (taxes) and extra-budgetary funds 39 211 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of sources to finance interrupted cash flow: Delay payments to workers Importance of sources to finance interrupted cash flow: Delay payments to workers Importance of sources to finance interrupted cash flow: Delay payments to workers Importance of sources to finance interrupted cash flow: Delay payments to workers Importance of sources to finance interrupted cash flow: Delay payments to workers Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance: Delay payments to workers (wages) 6 244 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of sources to finance interrupted cash flow: Obtain credit from the government Importance of sources to finance interrupted cash flow: Obtain credit from the government Importance of sources to finance interrupted cash flow: Obtain credit from the government Importance of sources to finance interrupted cash flow: Obtain credit from the government Importance of sources to finance interrupted cash flow: Obtain credit from the government Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance: Obtain credit from the government 4 246 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of sources to finance interrupted cash flow: Obtain a subsidy from the government Importance of sources to finance interrupted cash flow: Obtain a subsidy from the government Importance of sources to finance interrupted cash flow: Obtain a subsidy from the government Importance of sources to finance interrupted cash flow: Obtain a subsidy from the government Importance of sources to finance interrupted cash flow: Obtain a subsidy from the government Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance: Obtain a subsidy from the government 13 237 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of sources to finance interrupted cash flow: Other (Specify source) Importance of sources to finance interrupted cash flow: Other (Specify source) Importance of sources to finance interrupted cash flow: Other (Specify source) Importance of sources to finance interrupted cash flow: Other (Specify source) Importance of sources to finance interrupted cash flow: Other (Specify source) Now I would like to ask you a hypothetical question: Suppose that the incoming cash flow to your firm for the next quarter is 10% lower than you had expected. This cash flow is not permanently lost, but merely unexpectedly delayed. However, your working capital needs and level of production remain the same. Please look at this list and select at most 4 sources from which you would finance this gap. For each of the source selected, please indicate its importance: Other (Specify source) 16 234 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Firm uses international accounting standards Firm uses international accounting standards Firm uses international accounting standards Firm uses international accounting standards Firm uses international accounting standards Does your firm use international accounting standards (IAS)? 231 19 1 Yes 2 No 3 Don't know Sysmiss External auditor reviews firm's annual financial statement External auditor reviews firm's annual financial statement External auditor reviews firm's annual financial statement External auditor reviews firm's annual financial statement External auditor reviews firm's annual financial statement Does your establishment have its annual financial statement reviewed by an external auditor? 249 1 1 Yes 2 No 3 Don't know Sysmiss Days to clear: Cheque Days to clear: Cheque Days to clear: Cheque Days to clear: Cheque Days to clear: Cheque How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction? Cheque 38 212 1 30 5.658 7.916 1 2 3 4 5 7 8 12 14 30 Sysmiss Days to clear: Domestic currency wire Days to clear: Domestic currency wire Days to clear: Domestic currency wire Days to clear: Domestic currency wire Days to clear: Domestic currency wire How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction? Domestic currency wire 218 32 1 30 3.174 4.777 1 2 3 4 5 7 8 10 11 15 20 21 30 Sysmiss Days to clear: Foreign currency wire Days to clear: Foreign currency wire Days to clear: Foreign currency wire Days to clear: Foreign currency wire Days to clear: Foreign currency wire How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction? Foreign currency wire 50 200 1 60 7.04 10.008 1 2 3 4 5 7 8 12 14 15 20 30 60 Sysmiss Charge (% of transaction) for: Cheque Charge (% of transaction) for: Cheque Charge (% of transaction) for: Cheque Charge (% of transaction) for: Cheque Charge (% of transaction) for: Cheque How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction? Cheque 12 238 0.1 1.5 0.458 0.485 0.100000001490116 0.200000002980232 0.300000011920929 0.400000005960464 0.5 1.39999997615814 1.5 Sysmiss Charge (% of transaction) for: Domestic currency wire Charge (% of transaction) for: Domestic currency wire Charge (% of transaction) for: Domestic currency wire Charge (% of transaction) for: Domestic currency wire Charge (% of transaction) for: Domestic currency wire How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction? Domestic currency wire 125 125 0.1 4 0.476 0.7 0.100000001490116 0.200000002980232 0.300000011920929 0.400000005960464 0.5 0.600000023841858 0.699999988079071 0.800000011920929 0.899999976158142 1 1.5 2 2.5 3 3.5 4 Sysmiss Charge (% of transaction) for: Foreign currency wire Charge (% of transaction) for: Foreign currency wire Charge (% of transaction) for: Foreign currency wire Charge (% of transaction) for: Foreign currency wire Charge (% of transaction) for: Foreign currency wire How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction? Foreign currency wire 26 224 0.1 3 0.719 0.744 0.100000001490116 0.200000002980232 0.300000011920929 0.5 1 1.10000002384186 1.20000004768372 1.5 2 3 Sysmiss Pay a lump/fixed sum for: Cheque Pay a lump/fixed sum for: Cheque Pay a lump/fixed sum for: Cheque Pay a lump/fixed sum for: Cheque Pay a lump/fixed sum for: Cheque How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction? Cheque 16 234 1 Sysmiss Pay a lump/fixed sum for: Domestic currency wire Pay a lump/fixed sum for: Domestic currency wire Pay a lump/fixed sum for: Domestic currency wire Pay a lump/fixed sum for: Domestic currency wire Pay a lump/fixed sum for: Domestic currency wire How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction? Domestic currency wire 53 197 1 Sysmiss Pay a lump/fixed sum for: Foreign currency wire Pay a lump/fixed sum for: Foreign currency wire Pay a lump/fixed sum for: Foreign currency wire Pay a lump/fixed sum for: Foreign currency wire Pay a lump/fixed sum for: Foreign currency wire How long does it take to clear (in days) the following payments through your financial institution and what is the charge you pay as a per cent of the transaction? Foreign currency wire 7 243 1 Sysmiss % sales to customers settled by: Cash or bank transfer (cash settlement) % sales to customers settled by: Cash or bank transfer (cash settlement) % sales to customers settled by: Cash or bank transfer (cash settlement) % sales to customers settled by: Cash or bank transfer (cash settlement) % sales to customers settled by: Cash or bank transfer (cash settlement) What share of your sales to your customers (in per cent) in 2001 was ultimately settled by: Cash or bank transfer (cash settlement) 250 100 96.188 14.238 1 5 30 40 50 60 62 70 80 85 90 92 95 97 98 99 100 % sales to customers settled by: Bills of exchange (e.g., veksels) % sales to customers settled by: Bills of exchange (e.g., veksels) % sales to customers settled by: Bills of exchange (e.g., veksels) % sales to customers settled by: Bills of exchange (e.g., veksels) % sales to customers settled by: Bills of exchange (e.g., veksels) What share of your sales to your customers (in per cent) in 2001 was ultimately settled by: Bills of exchange (e.g., veksels) 250 100 0.972 8.103 1 2 3 5 10 38 70 100 % sales to customers settled by: Debt swaps or offsets % sales to customers settled by: Debt swaps or offsets % sales to customers settled by: Debt swaps or offsets % sales to customers settled by: Debt swaps or offsets % sales to customers settled by: Debt swaps or offsets What share of your sales to your customers (in per cent) in 2001 was ultimately settled by: Debt swaps or offsets 250 50 0.492 3.856 1 6 10 20 25 50 % sales to customers settled by: Exchange of goods for goods % sales to customers settled by: Exchange of goods for goods % sales to customers settled by: Exchange of goods for goods % sales to customers settled by: Exchange of goods for goods % sales to customers settled by: Exchange of goods for goods What share of your sales to your customers (in per cent) in 2001 was ultimately settled by: Exchange of goods for goods 250 40 0.888 4.339 1 2 5 10 20 30 40 % sales to customers settled by: Other % sales to customers settled by: Other % sales to customers settled by: Other % sales to customers settled by: Other % sales to customers settled by: Other What share of your sales to your customers (in per cent) in 2001 was ultimately settled by: Other 250 99 1.46 10.092 2 5 10 20 30 70 94 99 % purchases from suppliers settled by: Cash or bank transfer (cash settlement) % purchases from suppliers settled by: Cash or bank transfer (cash settlement) % purchases from suppliers settled by: Cash or bank transfer (cash settlement) % purchases from suppliers settled by: Cash or bank transfer (cash settlement) % purchases from suppliers settled by: Cash or bank transfer (cash settlement) What share of your purchases from suppliers in 2001 was ultimately settled by: Cash or bank transfer (cash settlement) 244 6 100 97.09 13.989 1 10 30 40 70 75 80 85 90 92 95 99 100 Sysmiss % purchases from suppliers settled by: Bills of exchange (e.g., veksels) % purchases from suppliers settled by: Bills of exchange (e.g., veksels) % purchases from suppliers settled by: Bills of exchange (e.g., veksels) % purchases from suppliers settled by: Bills of exchange (e.g., veksels) % purchases from suppliers settled by: Bills of exchange (e.g., veksels) What share of your purchases from suppliers in 2001 was ultimately settled by: Bills of exchange (e.g., veksels) 244 6 100 0.484 6.47 1 2 15 100 Sysmiss % purchases from suppliers settled by: Debt swaps or offsets % purchases from suppliers settled by: Debt swaps or offsets % purchases from suppliers settled by: Debt swaps or offsets % purchases from suppliers settled by: Debt swaps or offsets % purchases from suppliers settled by: Debt swaps or offsets What share of your purchases from suppliers in 2001 was ultimately settled by: Debt swaps or offsets 244 6 90 0.525 5.94 2 6 10 20 90 Sysmiss % purchases from suppliers settled by: Exchange of goods for goods % purchases from suppliers settled by: Exchange of goods for goods % purchases from suppliers settled by: Exchange of goods for goods % purchases from suppliers settled by: Exchange of goods for goods % purchases from suppliers settled by: Exchange of goods for goods What share of your purchases from suppliers in 2001 was ultimately settled by: Exchange of goods for goods 244 6 30 0.537 3.279 1 2 5 10 15 20 30 Sysmiss % purchases from suppliers settled by: Other % purchases from suppliers settled by: Other % purchases from suppliers settled by: Other % purchases from suppliers settled by: Other % purchases from suppliers settled by: Other What share of your purchases from suppliers in 2001 was ultimately settled by: Other 244 6 99 1.365 10.238 5 10 20 30 70 99 Sysmiss Payments overdue for: Utilities Payments overdue for: Utilities Payments overdue for: Utilities Payments overdue for: Utilities Payments overdue for: Utilities Do you currently have any payments overdue (by more than 90 days) to each of the following. Utilities 250 1 Yes 2 No 3 Don't know Payments overdue for: Taxes Payments overdue for: Taxes Payments overdue for: Taxes Payments overdue for: Taxes Payments overdue for: Taxes Do you currently have any payments overdue (by more than 90 days) to each of the following. Taxes 250 1 Yes 2 No 3 Don't know Payments overdue for: Employees Payments overdue for: Employees Payments overdue for: Employees Payments overdue for: Employees Payments overdue for: Employees Do you currently have any payments overdue (by more than 90 days) to each of the following. Employees 250 1 Yes 2 No 3 Don't know Payments overdue for: Material Input suppliers Payments overdue for: Material Input suppliers Payments overdue for: Material Input suppliers Payments overdue for: Material Input suppliers Payments overdue for: Material Input suppliers Do you currently have any payments overdue (by more than 90 days) to each of the following. Material Input suppliers 249 1 1 Yes 2 No 3 Don't know Sysmiss % total annual sales, overdue payments for: Utilities % total annual sales, overdue payments for: Utilities % total annual sales, overdue payments for: Utilities % total annual sales, overdue payments for: Utilities % total annual sales, overdue payments for: Utilities Do you currently have any payments overdue (by more than 90 days) to each of the following. If yes, what is the amount of the overdue payments as a % of your total annual sales? Utilities 250 1 0.016 0.126 1 % total annual sales, overdue payments for: Taxes % total annual sales, overdue payments for: Taxes % total annual sales, overdue payments for: Taxes % total annual sales, overdue payments for: Taxes % total annual sales, overdue payments for: Taxes Do you currently have any payments overdue (by more than 90 days) to each of the following. If yes, what is the amount of the overdue payments as a % of your total annual sales? Taxes 250 20 0.18 1.533 2 5 8 10 20 % total annual sales, overdue payments for: Employees % total annual sales, overdue payments for: Employees % total annual sales, overdue payments for: Employees % total annual sales, overdue payments for: Employees % total annual sales, overdue payments for: Employees Do you currently have any payments overdue (by more than 90 days) to each of the following. If yes, what is the amount of the overdue payments as a % of your total annual sales? Employees 249 1 Sysmiss % total annual sales, overdue payments for: Material Input suppliers % total annual sales, overdue payments for: Material Input suppliers % total annual sales, overdue payments for: Material Input suppliers % total annual sales, overdue payments for: Material Input suppliers % total annual sales, overdue payments for: Material Input suppliers Do you currently have any payments overdue (by more than 90 days) to each of the following. If yes, what is the amount of the overdue payments as a % of your total annual sales? Material Input suppliers 249 1 20 0.225 1.439 1 2 5 20 Sysmiss Firm received subsidies from: National government Firm received subsidies from: National government Firm received subsidies from: National government Firm received subsidies from: National government Firm received subsidies from: National government Since 1998, has your firm received any subsidies from the national government, regional/local governments or any other sources? National government 244 6 1 Yes 2 No 3 Don't know Sysmiss Firm received subsidies from: Regional or local government Firm received subsidies from: Regional or local government Firm received subsidies from: Regional or local government Firm received subsidies from: Regional or local government Firm received subsidies from: Regional or local government Since 1998, has your firm received any subsidies from the national government, regional/local governments or any other sources? Regional or local government 241 9 1 Yes 2 No 3 Don't know Sysmiss Firm received subsidies from: Other (SPECIFY) Firm received subsidies from: Other (SPECIFY) Firm received subsidies from: Other (SPECIFY) Firm received subsidies from: Other (SPECIFY) Firm received subsidies from: Other (SPECIFY) Since 1998, has your firm received any subsidies from the national government, regional/local governments or any other sources? Other (SPECIFY) 220 30 1 Yes 2 No 3 Don't know Sysmiss % of total annual sales, subsidies from: National government % of total annual sales, subsidies from: National government % of total annual sales, subsidies from: National government % of total annual sales, subsidies from: National government % of total annual sales, subsidies from: National government Since 1998, has your firm received any subsidies from the national government, regional/local governments or any other sources? If yes, on average since 1998, what was the amount of these subsidies as a per cent of average annual sales. National government 243 7 80 0.756 5.52 0.100000001490116 0.300000011920929 0.5 0.800000011920929 1 1.20000004768372 1.5 2 3 3.5 5 6 8.5 10 20 80 Sysmiss % of total annual sales, subsidies from: Regional or local government % of total annual sales, subsidies from: Regional or local government % of total annual sales, subsidies from: Regional or local government % of total annual sales, subsidies from: Regional or local government % of total annual sales, subsidies from: Regional or local government Since 1998, has your firm received any subsidies from the national government, regional/local governments or any other sources? If yes, on average since 1998, what was the amount of these subsidies as a per cent of average annual sales. Regional or local government 241 9 20 0.221 1.537 0.100000001490116 0.5 1 2 3 5 10 20 Sysmiss % of total annual sales, subsidies from: Other (SPECIFY) % of total annual sales, subsidies from: Other (SPECIFY) % of total annual sales, subsidies from: Other (SPECIFY) % of total annual sales, subsidies from: Other (SPECIFY) % of total annual sales, subsidies from: Other (SPECIFY) Since 1998, has your firm received any subsidies from the national government, regional/local governments or any other sources? If yes, on average since 1998, what was the amount of these subsidies as a per cent of average annual sales. Other (SPECIFY) 218 32 15 0.133 1.121 0.100000001490116 0.400000005960464 0.5 1 3 4 5 15 Sysmiss No obstacle/major obstacle to firm’s operation/growth: Access to financing No obstacle/major obstacle to firm’s operation/growth: Access to financing No obstacle/major obstacle to firm’s operation/growth: Access to financing No obstacle/major obstacle to firm’s operation/growth: Access to financing No obstacle/major obstacle to firm’s operation/growth: Access to financing I WOULD NOW LIKE TO ASK YOU QUESTIONS ABOUT THE OVERALL BUSINESS ENVIRONMENT IN YOUR COUNTRY AND HOW IT AFFECTS YOUR FIRM Can you tell me how problematic are these different factors for the operation and growth of your business. Access to financing (e.g., collateral required) or financing not available from banks 245 5 1 No obstacle 2 Minor obstacle 3 Moderate obstacle 4 Major obstacle 5 Don't Know Sysmiss No obstacle/major obstacle to firm’s operation/growth: Cost of financing No obstacle/major obstacle to firm’s operation/growth: Cost of financing No obstacle/major obstacle to firm’s operation/growth: Cost of financing No obstacle/major obstacle to firm’s operation/growth: Cost of financing No obstacle/major obstacle to firm’s operation/growth: Cost of financing Can you tell me how problematic are these different factors for the operation and growth of your business. Cost of financing (e.g., interest rates and charges) 248 2 1 No obstacle 2 Minor obstacle 3 Moderate obstacle 4 Major obstacle 5 Don't Know Sysmiss No obstacle/major obstacle to firm’s operation/growth:Telecommunications No obstacle/major obstacle to firm’s operation/growth:Telecommunications No obstacle/major obstacle to firm’s operation/growth:Telecommunications No obstacle/major obstacle to firm’s operation/growth:Telecommunications No obstacle/major obstacle to firm’s operation/growth:Telecommunications Can you tell me how problematic are these different factors for the operation and growth of your business. Telecommunications 248 2 1 No obstacle 2 Minor obstacle 3 Moderate obstacle 4 Major obstacle 5 Don't Know Sysmiss No obstacle/major obstacle to firm’s operation/growth: Electricity No obstacle/major obstacle to firm’s operation/growth: Electricity No obstacle/major obstacle to firm’s operation/growth: Electricity No obstacle/major obstacle to firm’s operation/growth: Electricity No obstacle/major obstacle to firm’s operation/growth: Electricity Can you tell me how problematic are these different factors for the operation and growth of your business. Electricity 250 1 No obstacle 2 Minor obstacle 3 Moderate obstacle 4 Major obstacle 5 Don't Know No obstacle/major obstacle to firm’s operation/growth: Transportation No obstacle/major obstacle to firm’s operation/growth: Transportation No obstacle/major obstacle to firm’s operation/growth: Transportation No obstacle/major obstacle to firm’s operation/growth: Transportation No obstacle/major obstacle to firm’s operation/growth: Transportation Can you tell me how problematic are these different factors for the operation and growth of your business. Transportation 249 1 1 No obstacle 2 Minor obstacle 3 Moderate obstacle 4 Major obstacle 5 Don't Know Sysmiss No obstacle/major obstacle to firm’s operation/growth: Access to land No obstacle/major obstacle to firm’s operation/growth: Access to land No obstacle/major obstacle to firm’s operation/growth: Access to land No obstacle/major obstacle to firm’s operation/growth: Access to land No obstacle/major obstacle to firm’s operation/growth: Access to land Can you tell me how problematic are these different factors for the operation and growth of your business. Access to land 232 18 1 No obstacle 2 Minor obstacle 3 Moderate obstacle 4 Major obstacle 5 Don't Know Sysmiss No obstacle/major obstacle to firm’s operation/growth: Tax rates No obstacle/major obstacle to firm’s operation/growth: Tax rates No obstacle/major obstacle to firm’s operation/growth: Tax rates No obstacle/major obstacle to firm’s operation/growth: Tax rates No obstacle/major obstacle to firm’s operation/growth: Tax rates Can you tell me how problematic are these different factors for the operation and growth of your business. Tax rates 248 2 1 No obstacle 2 Minor obstacle 3 Moderate obstacle 4 Major obstacle 5 Don't Know Sysmiss No obstacle/major obstacle to firm’s operation/growth: Tax administration No obstacle/major obstacle to firm’s operation/growth: Tax administration No obstacle/major obstacle to firm’s operation/growth: Tax administration No obstacle/major obstacle to firm’s operation/growth: Tax administration No obstacle/major obstacle to firm’s operation/growth: Tax administration Can you tell me how problematic are these different factors for the operation and growth of your business. Tax administration 249 1 1 No obstacle 2 Minor obstacle 3 Moderate obstacle 4 Major obstacle 5 Don't Know Sysmiss No obstacle/major obstacle to firm’s operation/growth: Customs and trade regulations No obstacle/major obstacle to firm’s operation/growth: Customs and trade regulations No obstacle/major obstacle to firm’s operation/growth: Customs and trade regulations No obstacle/major obstacle to firm’s operation/growth: Customs and trade regulations No obstacle/major obstacle to firm’s operation/growth: Customs and trade regulations Can you tell me how problematic are these different factors for the operation and growth of your business. Customs and trade regulations 242 8 1 No obstacle 2 Minor obstacle 3 Moderate obstacle 4 Major obstacle 5 Don't Know Sysmiss No obstacle/major obstacle to firm’s operation/growth: Business licensing and permits No obstacle/major obstacle to firm’s operation/growth: Business licensing and permits No obstacle/major obstacle to firm’s operation/growth: Business licensing and permits No obstacle/major obstacle to firm’s operation/growth: Business licensing and permits No obstacle/major obstacle to firm’s operation/growth: Business licensing and permits Can you tell me how problematic are these different factors for the operation and growth of your business. Business licensing and permits 241 9 1 No obstacle 2 Minor obstacle 3 Moderate obstacle 4 Major obstacle 5 Don't Know Sysmiss No obstacle/major obstacle to firm’s operation/growth: Labour regulations No obstacle/major obstacle to firm’s operation/growth: Labour regulations No obstacle/major obstacle to firm’s operation/growth: Labour regulations No obstacle/major obstacle to firm’s operation/growth: Labour regulations No obstacle/major obstacle to firm’s operation/growth: Labour regulations Can you tell me how problematic are these different factors for the operation and growth of your business. Labour regulations 247 3 1 No obstacle 2 Minor obstacle 3 Moderate obstacle 4 Major obstacle 5 Don't Know Sysmiss No obstacle/major obstacle to firm’s operation/growth: Skills and education of available workers No obstacle/major obstacle to firm’s operation/growth: Skills and education of available workers No obstacle/major obstacle to firm’s operation/growth: Skills and education of available workers No obstacle/major obstacle to firm’s operation/growth: Skills and education of available workers No obstacle/major obstacle to firm’s operation/growth: Skills and education of available workers Can you tell me how problematic are these different factors for the operation and growth of your business. Skills and education of available workers 248 2 1 No obstacle 2 Minor obstacle 3 Moderate obstacle 4 Major obstacle 5 Don't Know Sysmiss No obstacle/major obstacle to firm’s operation/growth: Economic policy uncertainty No obstacle/major obstacle to firm’s operation/growth: Economic policy uncertainty No obstacle/major obstacle to firm’s operation/growth: Economic policy uncertainty No obstacle/major obstacle to firm’s operation/growth: Economic policy uncertainty No obstacle/major obstacle to firm’s operation/growth: Economic policy uncertainty Can you tell me how problematic are these different factors for the operation and growth of your business. Economic policy uncertainty 246 4 1 No obstacle 2 Minor obstacle 3 Moderate obstacle 4 Major obstacle 5 Don't Know Sysmiss No obstacle/major obstacle to firm’s operation/growth: Macroeconomic instability No obstacle/major obstacle to firm’s operation/growth: Macroeconomic instability No obstacle/major obstacle to firm’s operation/growth: Macroeconomic instability No obstacle/major obstacle to firm’s operation/growth: Macroeconomic instability No obstacle/major obstacle to firm’s operation/growth: Macroeconomic instability Can you tell me how problematic are these different factors for the operation and growth of your business. Macroeconomic instability (inflation, exchange rate) 248 2 1 No obstacle 2 Minor obstacle 3 Moderate obstacle 4 Major obstacle 5 Don't Know Sysmiss No obstacle/major obstacle to firm’s operation/growth: Functioning of the judiciary No obstacle/major obstacle to firm’s operation/growth: Functioning of the judiciary No obstacle/major obstacle to firm’s operation/growth: Functioning of the judiciary No obstacle/major obstacle to firm’s operation/growth: Functioning of the judiciary No obstacle/major obstacle to firm’s operation/growth: Functioning of the judiciary Can you tell me how problematic are these different factors for the operation and growth of your business. Functioning of the judiciary 242 8 1 No obstacle 2 Minor obstacle 3 Moderate obstacle 4 Major obstacle 5 Don't Know Sysmiss No obstacle/major obstacle to firm’s operation/growth: Corruption No obstacle/major obstacle to firm’s operation/growth: Corruption No obstacle/major obstacle to firm’s operation/growth: Corruption No obstacle/major obstacle to firm’s operation/growth: Corruption No obstacle/major obstacle to firm’s operation/growth: Corruption Can you tell me how problematic are these different factors for the operation and growth of your business. Corruption 238 12 1 No obstacle 2 Minor obstacle 3 Moderate obstacle 4 Major obstacle 5 Don't Know Sysmiss No obstacle/major obstacle to firm’s operation/growth: Street crime/theft/disorder No obstacle/major obstacle to firm’s operation/growth: Street crime/theft/disorder No obstacle/major obstacle to firm’s operation/growth: Street crime/theft/disorder No obstacle/major obstacle to firm’s operation/growth: Street crime/theft/disorder No obstacle/major obstacle to firm’s operation/growth: Street crime/theft/disorder Can you tell me how problematic are these different factors for the operation and growth of your business. Street crime/theft/disorder 244 6 1 No obstacle 2 Minor obstacle 3 Moderate obstacle 4 Major obstacle 5 Don't Know Sysmiss No obstacle/major obstacle to firm’s operation/growth: Organised crime/Mafia No obstacle/major obstacle to firm’s operation/growth: Organised crime/Mafia No obstacle/major obstacle to firm’s operation/growth: Organised crime/Mafia No obstacle/major obstacle to firm’s operation/growth: Organised crime/Mafia No obstacle/major obstacle to firm’s operation/growth: Organised crime/Mafia Can you tell me how problematic are these different factors for the operation and growth of your business. Organised crime/Mafia 244 6 1 No obstacle 2 Minor obstacle 3 Moderate obstacle 4 Major obstacle 5 Don't Know Sysmiss No obstacle/major obstacle to firm’s operation/growth: Anti-competitive practices of other producers No obstacle/major obstacle to firm’s operation/growth: Anti-competitive practices of other producers No obstacle/major obstacle to firm’s operation/growth: Anti-competitive practices of other producers No obstacle/major obstacle to firm’s operation/growth: Anti-competitive practices of other producers No obstacle/major obstacle to firm’s operation/growth: Anti-competitive practices of other producers Can you tell me how problematic are these different factors for the operation and growth of your business. Anti-competitive practices of other producers 248 2 1 No obstacle 2 Minor obstacle 3 Moderate obstacle 4 Major obstacle 5 Don't Know Sysmiss No obstacle/major obstacle to firm’s operation/growth: Contract violations of by customers/ suppliers No obstacle/major obstacle to firm’s operation/growth: Contract violations of by customers/ suppliers No obstacle/major obstacle to firm’s operation/growth: Contract violations of by customers/ suppliers No obstacle/major obstacle to firm’s operation/growth: Contract violations of by customers/ suppliers No obstacle/major obstacle to firm’s operation/growth: Contract violations of by customers/ suppliers Can you tell me how problematic are these different factors for the operation and growth of your business. Contract violations of by customers and suppliers 248 2 1 No obstacle 2 Minor obstacle 3 Moderate obstacle 4 Major obstacle 5 Don't Know Sysmiss No obstacle/major obstacle to firm’s operation/growth: Title or leasing of land No obstacle/major obstacle to firm’s operation/growth: Title or leasing of land No obstacle/major obstacle to firm’s operation/growth: Title or leasing of land No obstacle/major obstacle to firm’s operation/growth: Title or leasing of land No obstacle/major obstacle to firm’s operation/growth: Title or leasing of land Can you tell me how problematic are these different factors for the operation and growth of your business. Title or leasing of land 224 26 1 No obstacle 2 Minor obstacle 3 Moderate obstacle 4 Major obstacle 5 Don't Know Sysmiss No obstacle/major obstacle to firm’s operation/growth: Other (Specify) No obstacle/major obstacle to firm’s operation/growth: Other (Specify) No obstacle/major obstacle to firm’s operation/growth: Other (Specify) No obstacle/major obstacle to firm’s operation/growth: Other (Specify) No obstacle/major obstacle to firm’s operation/growth: Other (Specify) Can you tell me how problematic are these different factors for the operation and growth of your business. Other (Specify) 250 1 No obstacle 2 Minor obstacle 3 Moderate obstacle 4 Major obstacle 5 Don't Know Sysmiss No obstacle/major obstacle to firm’s operation/growth: Other No obstacle/major obstacle to firm’s operation/growth: Other No obstacle/major obstacle to firm’s operation/growth: Other No obstacle/major obstacle to firm’s operation/growth: Other No obstacle/major obstacle to firm’s operation/growth: Other Can you tell me how problematic are these different factors for the operation and growth of your business. Other 250 1 No obstacle 2 Minor obstacle 3 Moderate obstacle 4 Major obstacle 5 Don't Know Sysmiss Increase/decrease in: Sales Increase/decrease in: Sales Increase/decrease in: Sales Increase/decrease in: Sales Increase/decrease in: Sales I WOULD NOW LIKE TO ASK YOU SOME QUESTIONS ABOUT THE PERFORMANCE OF YOUR FIRM AND ITS INVESTMENT ACTIVITIES Since 1998, how have the following changed (increased/decreased) and what is the percent of change for your company, in real terms (i.e., after allowing for inflation): Sales 249 1 1 Increase 2 Decrease 3 No change Sysmiss Increase/decrease in: Exports Increase/decrease in: Exports Increase/decrease in: Exports Increase/decrease in: Exports Increase/decrease in: Exports Since 1998, how have the following changed (increased/decreased) and what is the percent of change for your company, in real terms (i.e., after allowing for inflation): Exports 249 1 1 Increase 2 Decrease 3 No change Sysmiss Increase/decrease in: Fixed Assets Increase/decrease in: Fixed Assets Increase/decrease in: Fixed Assets Increase/decrease in: Fixed Assets Increase/decrease in: Fixed Assets Since 1998, how have the following changed (increased/decreased) and what is the percent of change for your company, in real terms (i.e., after allowing for inflation): Fixed Assets (e.g., land, buildings, machinery and equipment) 249 1 1 Increase 2 Decrease 3 No change Sysmiss % change in: Sales % change in: Sales % change in: Sales % change in: Sales % change in: Sales Since 1998, how have the following changed (increased/decreased) and what is the percent of change for your company, in real terms (i.e., after allowing for inflation): Sales 192 58 2 700 48.724 88.797 2 3 5 6 7 8 10 15 20 25 30 35 40 44 45 50 60 80 90 95 100 105 150 200 300 350 400 600 700 Sysmiss % change in: Exports % change in: Exports % change in: Exports % change in: Exports % change in: Exports Since 1998, how have the following changed (increased/decreased) and what is the percent of change for your company, in real terms (i.e., after allowing for inflation): Exports 50 200 5 500 58.46 87.851 5 6 7 10 12 15 20 25 30 40 45 50 68 70 75 80 90 100 200 300 500 Sysmiss % change in: Fixed Assets % change in: Fixed Assets % change in: Fixed Assets % change in: Fixed Assets % change in: Fixed Assets Since 1998, how have the following changed (increased/decreased) and what is the percent of change for your company, in real terms (i.e., after allowing for inflation): Fixed Assets 145 105 2 400 44.566 65.497 2 5 10 15 18 20 25 30 32 33 35 40 45 50 60 70 100 150 200 300 400 Sysmiss Firm’s total sales in 2001 Firm’s total sales in 2001 Firm’s total sales in 2001 Firm’s total sales in 2001 Firm’s total sales in 2001 For classification purposes please could you tell me: The estimate of your firm’s total sales in 2001 194 56 1 69798 6144.376 12154.134 Replacement value of the physical production assets in 2001 Replacement value of the physical production assets in 2001 Replacement value of the physical production assets in 2001 Replacement value of the physical production assets in 2001 Replacement value of the physical production assets in 2001 For classification purposes please could you tell me: The estimate of the replacement value of the physical production assets used by your firm (land, building, equipment) in 2001 183 67 1 34899 2149.301 4825.233 % of average annual sales spent on: New buildings, machinery and equipment % of average annual sales spent on: New buildings, machinery and equipment % of average annual sales spent on: New buildings, machinery and equipment % of average annual sales spent on: New buildings, machinery and equipment % of average annual sales spent on: New buildings, machinery and equipment On average since 1998 how much has your company spent on the following expressed as a per cent of the average annual sales of your firm over the same period? New buildings, machinery and equipment 205 45 0.1 30 7.266 5.453 0.100000001490116 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 5.5 6 7 7.5 8 10 11 15 16 20 25 30 Sysmiss % of average annual sales spent on: Research and development % of average annual sales spent on: Research and development % of average annual sales spent on: Research and development % of average annual sales spent on: Research and development % of average annual sales spent on: Research and development On average since 1998 how much has your company spent on the following expressed as a per cent of the average annual sales of your firm over the same period? Research and development (including wages and salaries of R&D personnel, materials, R&D related education and training costs) 50 200 0.1 20 4.1 4.559 0.100000001490116 0.200000002980232 0.5 1 2 3 4 5 10 15 17.5 20 Sysmiss % of average annual sales spent on: Advertising and marketing % of average annual sales spent on: Advertising and marketing % of average annual sales spent on: Advertising and marketing % of average annual sales spent on: Advertising and marketing % of average annual sales spent on: Advertising and marketing On average since 1998 how much has your company spent on the following expressed as a per cent of the average annual sales of your firm over the same period? Advertising and marketing 165 85 0.1 20 2.734 3.496 0.100000001490116 0.200000002980232 0.300000011920929 0.5 0.699999988079071 1 1.5 2 2.20000004768372 3 5 6 8 10 15 20 Sysmiss % of average annual sales spent on: Raw materials and bought in components/services % of average annual sales spent on: Raw materials and bought in components/services % of average annual sales spent on: Raw materials and bought in components/services % of average annual sales spent on: Raw materials and bought in components/services % of average annual sales spent on: Raw materials and bought in components/services On average since 1998 how much has your company spent on the following expressed as a per cent of the average annual sales of your firm over the same period? Raw materials and bought in components/services 196 54 0.5 92 50.268 23.247 0.5 1 2 3 4 5 6 10 19 20 30 32 35 40 45 50 52 54 55 60 65 67 70 72 75 80 85 88 90 92 Sysmiss % of debt in relation to firm's total assets, 2001 % of debt in relation to firm's total assets, 2001 % of debt in relation to firm's total assets, 2001 % of debt in relation to firm's total assets, 2001 % of debt in relation to firm's total assets, 2001 At the end of 2001, what was the level (expressed as a per cent) of debt in relation to your total assets? 73 177 5 100 33.644 25.489 5 6 7 8 10 12 15 17 20 21 23 30 39 40 45 50 60 70 80 95 100 Sysmiss % of debt in relation to firm's total assets, 1998/1999 % of debt in relation to firm's total assets, 1998/1999 % of debt in relation to firm's total assets, 1998/1999 % of debt in relation to firm's total assets, 1998/1999 % of debt in relation to firm's total assets, 1998/1999 At the end of 2001, what was the level (expressed as a per cent) of debt in relation to your total assets? And what was the level at the end of 1998/1999? 64 186 5 100 34.375 25.61 5 8 10 15 18 20 23 25 27 28 30 40 50 60 70 75 77 80 100 Sysmiss % of gross profits in relation to firm's total sales, 2001 % of gross profits in relation to firm's total sales, 2001 % of gross profits in relation to firm's total sales, 2001 % of gross profits in relation to firm's total sales, 2001 % of gross profits in relation to firm's total sales, 2001 In 2001, what was the level (expressed as a per cent) of gross profits in relation to your total sales? 235 15 1 Negative 2 0% 3 1-10% 4 11-20% 5 21-30% 6 31-40% 7 More than 40% Sysmiss % of gross profits in relation to firm's total sales, 1998/1999 % of gross profits in relation to firm's total sales, 1998/1999 % of gross profits in relation to firm's total sales, 1998/1999 % of gross profits in relation to firm's total sales, 1998/1999 % of gross profits in relation to firm's total sales, 1998/1999 In 2001, what was the level (expressed as a per cent) of gross profits in relation to your total sales. What was the level in 1998/1999? 230 20 1 Negative 2 0% 3 1-10% 4 11-20% 5 21-30% 6 31-40% 7 More than 40% Sysmiss % of profits firm reinvested in 2001 % of profits firm reinvested in 2001 % of profits firm reinvested in 2001 % of profits firm reinvested in 2001 % of profits firm reinvested in 2001 How much did your firm reinvest out of profits in 2001? 237 13 1 0% 2 1-10% 3 11-25% 4 26-50% 5 51-75% 6 More than 75% Sysmiss % of total borrowing in foreign currency % of total borrowing in foreign currency % of total borrowing in foreign currency % of total borrowing in foreign currency % of total borrowing in foreign currency What percentage of your total borrowing (loans, accounts payable) is currently denominated in foreign currency? 250 100 8.764 26.167 1 5 20 25 30 60 70 75 80 90 100 Company developed successfully a major new product line Company developed successfully a major new product line Company developed successfully a major new product line Company developed successfully a major new product line Company developed successfully a major new product line Has your company undertaken any of the following initiatives since 1998? Developed successfully a major new product line 250 1 Yes 2 No Company upgraded an existing product line Company upgraded an existing product line Company upgraded an existing product line Company upgraded an existing product line Company upgraded an existing product line Has your company undertaken any of the following initiatives since 1998? Upgraded an existing product line 250 1 Yes 2 No Company introduced new technology Company introduced new technology Company introduced new technology Company introduced new technology Company introduced new technology Has your company undertaken any of the following initiatives since 1998? Introduced new technology that has substantially changed the way that the main product is produced 250 1 Yes 2 No Company discontinued at least one product line Company discontinued at least one product line Company discontinued at least one product line Company discontinued at least one product line Company discontinued at least one product line Has your company undertaken any of the following initiatives since 1998? Discontinued at least one product (not production) line 250 1 Yes 2 No Company opened a new plant Company opened a new plant Company opened a new plant Company opened a new plant Company opened a new plant Has your company undertaken any of the following initiatives since 1998? Opened of new plant 250 1 Yes 2 No Company closed at least one existing plant or outlet Company closed at least one existing plant or outlet Company closed at least one existing plant or outlet Company closed at least one existing plant or outlet Company closed at least one existing plant or outlet Has your company undertaken any of the following initiatives since 1998? Closed at least one existing plant or outlet 250 1 Yes 2 No Company agreed a new joint venture with foreign partner Company agreed a new joint venture with foreign partner Company agreed a new joint venture with foreign partner Company agreed a new joint venture with foreign partner Company agreed a new joint venture with foreign partner Has your company undertaken any of the following initiatives since 1998? Agreed a new joint venture with foreign partner 250 1 Yes 2 No Company obtained a new licensing agreement Company obtained a new licensing agreement Company obtained a new licensing agreement Company obtained a new licensing agreement Company obtained a new licensing agreement Has your company undertaken any of the following initiatives since 1998? Obtained a new licensing agreement 250 1 Yes 2 No Company outsourced a major production activity Company outsourced a major production activity Company outsourced a major production activity Company outsourced a major production activity Company outsourced a major production activity Has your company undertaken any of the following initiatives since 1998? Outsourced a major production activity that was previously conducted in-house 250 1 Yes 2 No Company brought in-house of a major production activity Company brought in-house of a major production activity Company brought in-house of a major production activity Company brought in-house of a major production activity Company brought in-house of a major production activity Has your company undertaken any of the following initiatives since 1998? Brought in-house of a major production activity that was previously outsourced 250 1 Yes 2 No Company obtained a new quality accreditation (ISO 9000) Company obtained a new quality accreditation (ISO 9000) Company obtained a new quality accreditation (ISO 9000) Company obtained a new quality accreditation (ISO 9000) Company obtained a new quality accreditation (ISO 9000) Has your company undertaken any of the following initiatives since 1998? Obtained a new quality accreditation (ISO 9000) 250 1 Yes 2 No Importance of following initiatives: Company developed successfully a major new product line Importance of following initiatives: Company developed successfully a major new product line Importance of following initiatives: Company developed successfully a major new product line Importance of following initiatives: Company developed successfully a major new product line Importance of following initiatives: Company developed successfully a major new product line Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED “YES” ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period? Developed successfully a major new product line 60 190 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of following initiatives: Company upgraded an existing product line Importance of following initiatives: Company upgraded an existing product line Importance of following initiatives: Company upgraded an existing product line Importance of following initiatives: Company upgraded an existing product line Importance of following initiatives: Company upgraded an existing product line Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period? Upgraded an existing product line 83 167 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of following initiatives: Company introduced new technology Importance of following initiatives: Company introduced new technology Importance of following initiatives: Company introduced new technology Importance of following initiatives: Company introduced new technology Importance of following initiatives: Company introduced new technology Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period? Introduced new technology that has substantially changed the way that the main product is produced 37 213 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of following initiatives: Company discontinued at least one product line Importance of following initiatives: Company discontinued at least one product line Importance of following initiatives: Company discontinued at least one product line Importance of following initiatives: Company discontinued at least one product line Importance of following initiatives: Company discontinued at least one product line Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period? Discontinued at least one product (not production) line 54 196 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of following initiatives: Company opened a new plant Importance of following initiatives: Company opened a new plant Importance of following initiatives: Company opened a new plant Importance of following initiatives: Company opened a new plant Importance of following initiatives: Company opened a new plant Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period? Opened of new plant 50 200 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of following initiatives: Company closed at least one existing plant or outlet Importance of following initiatives: Company closed at least one existing plant or outlet Importance of following initiatives: Company closed at least one existing plant or outlet Importance of following initiatives: Company closed at least one existing plant or outlet Importance of following initiatives: Company closed at least one existing plant or outlet Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period? Closed at least one existing plant or outlet 39 211 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of following initiatives: Company agreed a new joint venture with foreign partner Importance of following initiatives: Company agreed a new joint venture with foreign partner Importance of following initiatives: Company agreed a new joint venture with foreign partner Importance of following initiatives: Company agreed a new joint venture with foreign partner Importance of following initiatives: Company agreed a new joint venture with foreign partner Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period? Agreed a new joint venture with foreign partner 9 241 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of following initiatives: Company obtained a new licensing agreement Importance of following initiatives: Company obtained a new licensing agreement Importance of following initiatives: Company obtained a new licensing agreement Importance of following initiatives: Company obtained a new licensing agreement Importance of following initiatives: Company obtained a new licensing agreement Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period? Obtained a new licensing agreement 20 230 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of following initiatives: Company outsourced a major production activity Importance of following initiatives: Company outsourced a major production activity Importance of following initiatives: Company outsourced a major production activity Importance of following initiatives: Company outsourced a major production activity Importance of following initiatives: Company outsourced a major production activity Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period? Outsourced a major production activity that was previously conducted in-house 34 216 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of following initiatives: Company brought in-house of a major production activity Importance of following initiatives: Company brought in-house of a major production activity Importance of following initiatives: Company brought in-house of a major production activity Importance of following initiatives: Company brought in-house of a major production activity Importance of following initiatives: Company brought in-house of a major production activity Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period? Brought in-house of a major production activity that was previously outsourced 22 228 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of following initiatives: Company obtained a new quality accreditation (ISO 9000) Importance of following initiatives: Company obtained a new quality accreditation (ISO 9000) Importance of following initiatives: Company obtained a new quality accreditation (ISO 9000) Importance of following initiatives: Company obtained a new quality accreditation (ISO 9000) Importance of following initiatives: Company obtained a new quality accreditation (ISO 9000) Has your company undertaken any of the following initiatives since 1998? INTERVIEWER: FOR EACH INITIATIVE ANSWERED "YES" ASK: And how important in retrospect was this initiative for the survival and/or growth of your company over that period? Obtained a new quality accreditation (ISO 9000) 72 178 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Firm's comparison with closest competitor Firm's comparison with closest competitor Firm's comparison with closest competitor Firm's comparison with closest competitor Firm's comparison with closest competitor Thinking of your main product line or main line of services and comparing your production process with that of your closest competitor, which of the following best summarises your position: 234 16 1 My firm’s technology is less advanced than that of its main competitor 2 My firm’s technology is about the same as that of its main competitor 3 My firm’s technology is more advanced than that of its main competitor 4 Don’t know Sysmiss Change in firm's organisation of departments Change in firm's organisation of departments Change in firm's organisation of departments Change in firm's organisation of departments Change in firm's organisation of departments Which of the following best describes the organisation of departments (in terms of the allocation of responsibilities, budgetary resources and staff) within your firm since 1998? 250 1 My firm is organised in much the same way as it was in 1998 2 My firm has had some reallocation of responsibility and resources between departments 3 My firm has had major reallocations of responsibility and resources between departments 4 My firm has had a completely new organisational structure 5 Don’t know Importance of pressure from domestic competitors to develop new products Importance of pressure from domestic competitors to develop new products Importance of pressure from domestic competitors to develop new products Importance of pressure from domestic competitors to develop new products Importance of pressure from domestic competitors to develop new products How would you rate the importance of each of the following factors on key decisions about your business with respect to “Developing new products or services and markets”: Pressure from domestic competitors 248 2 1 Not at all important 2 Slightly important 3 Fairly important 4 Very important 5 Don't know Sysmiss Importance of pressure from foreign competitors to develop new products Importance of pressure from foreign competitors to develop new products Importance of pressure from foreign competitors to develop new products Importance of pressure from foreign competitors to develop new products Importance of pressure from foreign competitors to develop new products How would you rate the importance of each of the following factors on key decisions about your business with respect to "Developing new products or services and markets": Pressure from foreign competitors 245 5 1 Not at all important 2 Slightly important 3 Fairly important 4 Very important 5 Don't know Sysmiss Importance of pressure from customers to develop new products Importance of pressure from customers to develop new products Importance of pressure from customers to develop new products Importance of pressure from customers to develop new products Importance of pressure from customers to develop new products How would you rate the importance of each of the following factors on key decisions about your business with respect to "Developing new products or services and markets": Pressure from customers 246 4 1 Not at all important 2 Slightly important 3 Fairly important 4 Very important 5 Don't know Sysmiss Importance of pressure from creditors to develop new products Importance of pressure from creditors to develop new products Importance of pressure from creditors to develop new products Importance of pressure from creditors to develop new products Importance of pressure from creditors to develop new products How would you rate the importance of each of the following factors on key decisions about your business with respect to "Developing new products or services and markets": Pressure from creditors 238 12 1 Not at all important 2 Slightly important 3 Fairly important 4 Very important 5 Don't know Sysmiss Importance of pressure from shareholders to develop new products Importance of pressure from shareholders to develop new products Importance of pressure from shareholders to develop new products Importance of pressure from shareholders to develop new products Importance of pressure from shareholders to develop new products How would you rate the importance of each of the following factors on key decisions about your business with respect to "Developing new products or services and markets": Pressure from shareholders 236 14 1 Not at all important 2 Slightly important 3 Fairly important 4 Very important 5 Don't know Sysmiss Importance of pressure from government to develop new products Importance of pressure from government to develop new products Importance of pressure from government to develop new products Importance of pressure from government to develop new products Importance of pressure from government to develop new products How would you rate the importance of each of the following factors on key decisions about your business with respect to "Developing new products or services and markets": Pressure from government or government agencies 243 7 1 Not at all important 2 Slightly important 3 Fairly important 4 Very important 5 Don't know Sysmiss Importance of pressure from domestic competitors to reduce production costs Importance of pressure from domestic competitors to reduce production costs Importance of pressure from domestic competitors to reduce production costs Importance of pressure from domestic competitors to reduce production costs Importance of pressure from domestic competitors to reduce production costs How would you rate the importance of each of the following factors on key decisions about your business with respect to “Reducing the production costs of existing products or services”: Pressure from domestic competitors 248 2 1 Not at all important 2 Slightly important 3 Fairly important 4 Very important 5 Don't know Sysmiss Importance of pressure from foreign competitors to reduce production costs Importance of pressure from foreign competitors to reduce production costs Importance of pressure from foreign competitors to reduce production costs Importance of pressure from foreign competitors to reduce production costs Importance of pressure from foreign competitors to reduce production costs How would you rate the importance of each of the following factors on key decisions about your business with respect to "Reducing the production costs of existing products or services": Pressure from foreign competitors 246 4 1 Not at all important 2 Slightly important 3 Fairly important 4 Very important 5 Don't know Sysmiss Importance of pressure from customers to reduce production costs Importance of pressure from customers to reduce production costs Importance of pressure from customers to reduce production costs Importance of pressure from customers to reduce production costs Importance of pressure from customers to reduce production costs How would you rate the importance of each of the following factors on key decisions about your business with respect to "Reducing the production costs of existing products or services": Pressure from customers 248 2 1 Not at all important 2 Slightly important 3 Fairly important 4 Very important 5 Don't know Sysmiss Importance of pressure from creditors to reduce production costs Importance of pressure from creditors to reduce production costs Importance of pressure from creditors to reduce production costs Importance of pressure from creditors to reduce production costs Importance of pressure from creditors to reduce production costs How would you rate the importance of each of the following factors on key decisions about your business with respect to "Reducing the production costs of existing products or services": Pressure from creditors 235 15 1 Not at all important 2 Slightly important 3 Fairly important 4 Very important 5 Don't know Sysmiss Importance of pressure from shareholders to reduce production costs Importance of pressure from shareholders to reduce production costs Importance of pressure from shareholders to reduce production costs Importance of pressure from shareholders to reduce production costs Importance of pressure from shareholders to reduce production costs How would you rate the importance of each of the following factors on key decisions about your business with respect to "Reducing the production costs of existing products or services": Pressure from shareholders 236 14 1 Not at all important 2 Slightly important 3 Fairly important 4 Very important 5 Don't know Sysmiss Importance of pressure from government to reduce production costs Importance of pressure from government to reduce production costs Importance of pressure from government to reduce production costs Importance of pressure from government to reduce production costs Importance of pressure from government to reduce production costs How would you rate the importance of each of the following factors on key decisions about your business with respect to "Reducing the production costs of existing products or services": Pressure from government or government agencies 241 9 1 Not at all important 2 Slightly important 3 Fairly important 4 Very important 5 Don't know Sysmiss Current capacity of utilisation Current capacity of utilisation Current capacity of utilisation Current capacity of utilisation Current capacity of utilisation In your judgement, what is your current output in comparison with the maximum output possible using the firm’s facilities/man power at the time? If you are using your facilities/man power to the full, answer 100%; if output was 60% of capacity, answer 60%. 235 15 20 100 82.945 18.188 20 25 30 40 44 45 50 60 65 70 75 80 85 88 90 95 96 98 100 Sysmiss Capacity utilisation in 1998/1999 Capacity utilisation in 1998/1999 Capacity utilisation in 1998/1999 Capacity utilisation in 1998/1999 Capacity utilisation in 1998/1999 In your judgement, what is your current output in comparison with the maximum output possible using the firm’s facilities/man power at the time? If you are using your facilities/man power to the full, answer 100%; if output was 60% of capacity, answer 60%. What was the capacity utilisation in 1998/1999 231 19 30 100 84 16.613 30 45 50 51 55 60 65 70 75 80 82 85 90 95 96 100 Sysmiss Current number of permanent full-time employees Current number of permanent full-time employees Current number of permanent full-time employees Current number of permanent full-time employees Current number of permanent full-time employees How many permanent, full-time employees does your firm have now and how many did it have in 1998/1999? (give an estimate number) 248 2 2 9500 161.081 653.048 Number of permanent full-time employees, 1998/1999 Number of permanent full-time employees, 1998/1999 Number of permanent full-time employees, 1998/1999 Number of permanent full-time employees, 1998/1999 Number of permanent full-time employees, 1998/1999 How many permanent, full-time employees does your firm have now and how many did it have in 1998/1999? (give an estimate number) 245 5 1 9800 154.18 666.101 Current number of part-time or temporary employees Current number of part-time or temporary employees Current number of part-time or temporary employees Current number of part-time or temporary employees Current number of part-time or temporary employees How many part-time or temporary employees does your firm have now and how many did it have in 1998/1999? (give an estimate number) 209 41 100 3.876 13.138 Number of part-time or temporary employees, 1998/1999 Number of part-time or temporary employees, 1998/1999 Number of part-time or temporary employees, 1998/1999 Number of part-time or temporary employees, 1998/1999 Number of part-time or temporary employees, 1998/1999 How many part-time or temporary employees does your firm have now and how many did it have in 1998/1999? (give an estimate number) 208 42 114 3.745 14.373 % of current permanent, full-time workers are: Managers % of current permanent, full-time workers are: Managers % of current permanent, full-time workers are: Managers % of current permanent, full-time workers are: Managers % of current permanent, full-time workers are: Managers What per cent of your current permanent, full-time workers are: Managers (excluding those involve in shop floor supervision) 238 12 100 11.021 19.483 1 2 3 4 5 6 7 8 9 10 11 12 14 15 16 18 20 24 25 28 30 33 35 40 50 100 Sysmiss % of current permanent, full-time workers are: Professionals % of current permanent, full-time workers are: Professionals % of current permanent, full-time workers are: Professionals % of current permanent, full-time workers are: Professionals % of current permanent, full-time workers are: Professionals What per cent of your current permanent, full-time workers are: Professionals (e.g., accountants, engineers, scientists) 238 12 100 24.769 31.079 1 2 3 4 5 6 7 8 9 10 11 12 15 16 18 20 23 25 30 33 34 35 40 42 45 50 60 65 67 70 72 75 80 84 85 87 90 94 95 97 100 Sysmiss % of current permanent, full-time workers are: Skilled workers % of current permanent, full-time workers are: Skilled workers % of current permanent, full-time workers are: Skilled workers % of current permanent, full-time workers are: Skilled workers % of current permanent, full-time workers are: Skilled workers What per cent of your current permanent, full-time workers are: Skilled workers 238 12 100 44.059 35.299 5 10 12 15 19 20 25 28 30 32 34 35 36 40 42 45 46 50 55 57 60 61 63 64 65 67 70 71 75 76 77 78 80 82 84 85 86 88 90 93 95 96 97 99 100 Sysmiss % of current permanent, full-time workers are: Unskilled workers % of current permanent, full-time workers are: Unskilled workers % of current permanent, full-time workers are: Unskilled workers % of current permanent, full-time workers are: Unskilled workers % of current permanent, full-time workers are: Unskilled workers What per cent of your current permanent, full-time workers are: Unskilled workers 238 12 88 12.248 21.363 2 3 4 5 7 9 10 13 16 18 20 22 24 25 30 33 35 37 40 43 45 47 48 50 52 60 62 63 69 70 74 75 77 80 81 88 Sysmiss % of current permanent, full-time workers are: Support workers % of current permanent, full-time workers are: Support workers % of current permanent, full-time workers are: Support workers % of current permanent, full-time workers are: Support workers % of current permanent, full-time workers are: Support workers What per cent of your current permanent, full-time workers are: Support workers (e.g., administration, sales) 238 12 90 7.903 15.402 1 2 3 4 5 6 7 10 11 12 13 15 16 18 19 20 22 23 24 25 28 30 34 40 50 60 70 80 81 89 90 Sysmiss % of permanent, full-time employees are expatriates % of permanent, full-time employees are expatriates % of permanent, full-time employees are expatriates % of permanent, full-time employees are expatriates % of permanent, full-time employees are expatriates What percent of your permanent, full-time employees are expatriates? 183 67 50 0.776 4.863 1 2 3 4 8 30 50 Sysmiss % of workforce did not complete primary school % of workforce did not complete primary school % of workforce did not complete primary school % of workforce did not complete primary school % of workforce did not complete primary school What percent of the workforce at your firm have the following education levels: Did not complete primary school 6 244 1 10 3 3.521 1 2 3 10 Sysmiss % of workforce with primary schooling % of workforce with primary schooling % of workforce with primary schooling % of workforce with primary schooling % of workforce with primary schooling What percent of the workforce at your firm have the following education levels: Primary schooling 105 145 3 100 38.505 26.978 3 5 6 8 9 10 12 13 15 19 20 22 25 27 29 30 33 35 37 40 42 44 46 50 52 55 58 60 61 65 67 69 70 72 75 76 77 78 80 84 85 90 92 97 100 Sysmiss % of workforce with some secondary school % of workforce with some secondary school % of workforce with some secondary school % of workforce with some secondary school % of workforce with some secondary school What percent of the workforce at your firm have the following education levels: Some secondary school 59 191 1 100 34.508 26.688 1 2 4 5 8 9 10 16 18 20 23 25 30 33 37 39 40 44 49 50 53 60 65 67 71 78 80 86 90 100 Sysmiss % of workforce with secondary school diploma % of workforce with secondary school diploma % of workforce with secondary school diploma % of workforce with secondary school diploma % of workforce with secondary school diploma What percent of the workforce at your firm have the following education levels: Secondary school diploma 226 24 3 100 59.027 29.798 3 5 9 10 12 15 17 18 19 20 22 23 24 25 27 28 30 31 32 33 34 37 39 40 42 45 46 47 50 52 54 55 57 58 60 63 64 65 66 67 69 70 72 75 80 85 87 89 90 92 93 97 99 100 Sysmiss % of workforce with some university % of workforce with some university % of workforce with some university % of workforce with some university % of workforce with some university What percent of the workforce at your firm have the following education levels: Some university 69 181 1 100 21.507 26.766 1 2 3 4 5 8 10 15 16 20 27 30 33 34 35 43 50 60 75 96 100 Sysmiss % of workforce with university degree or higher % of workforce with university degree or higher % of workforce with university degree or higher % of workforce with university degree or higher % of workforce with university degree or higher What percent of the workforce at your firm have the following education levels: University degree or higher 135 115 1 100 27.993 28.973 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 17 18 20 25 30 33 34 35 40 42 50 52 54 55 60 67 70 77 80 84 85 88 90 91 95 100 Sysmiss Weeks to fill vacancy for: Manager Weeks to fill vacancy for: Manager Weeks to fill vacancy for: Manager Weeks to fill vacancy for: Manager Weeks to fill vacancy for: Manager How much time did it take to fill your most recent vacancy for a: Manager? 78 172 1 50 7.513 7.619 1 2 3 4 5 6 8 9 10 12 14 15 16 20 25 26 50 Sysmiss Weeks to fill vacancy for: Professional Weeks to fill vacancy for: Professional Weeks to fill vacancy for: Professional Weeks to fill vacancy for: Professional Weeks to fill vacancy for: Professional How much time did it take to fill your most recent vacancy for a: Professional? 86 164 1 52 6.349 8.827 1 2 3 4 5 6 7 8 9 10 12 26 40 52 Sysmiss Weeks to fill vacancy for: Skilled worker Weeks to fill vacancy for: Skilled worker Weeks to fill vacancy for: Skilled worker Weeks to fill vacancy for: Skilled worker Weeks to fill vacancy for: Skilled worker How much time did it take to fill your most recent vacancy for a: Skilled worker? 139 111 1 52 3.878 6.449 1 2 3 4 5 6 8 10 11 12 14 52 Sysmiss Weeks to fill vacancy for: Unskilled worker Weeks to fill vacancy for: Unskilled worker Weeks to fill vacancy for: Unskilled worker Weeks to fill vacancy for: Unskilled worker Weeks to fill vacancy for: Unskilled worker How much time did it take to fill your most recent vacancy for a: Unskilled worker? 79 171 1 26 2.076 3.141 1 2 3 4 10 26 Sysmiss Weeks to fill vacancy for: Support workers Weeks to fill vacancy for: Support workers Weeks to fill vacancy for: Support workers Weeks to fill vacancy for: Support workers Weeks to fill vacancy for: Support workers How much time did it take to fill your most recent vacancy for: Support workers (e.g., administration, sales)? 80 170 1 12 2.45 2.169 1 2 3 4 5 6 9 12 Sysmiss Formal training for: Managers Formal training for: Managers Formal training for: Managers Formal training for: Managers Formal training for: Managers Do you offer formal training to your employees? Managers 221 29 1 Yes 2 No 3 Don't know Sysmiss Formal training for: Professionals Formal training for: Professionals Formal training for: Professionals Formal training for: Professionals Formal training for: Professionals Do you offer formal training to your employees? Professionals 223 27 1 Yes 2 No 3 Don't know Sysmiss Formal training for: Skilled workers Formal training for: Skilled workers Formal training for: Skilled workers Formal training for: Skilled workers Formal training for: Skilled workers Do you offer formal training to your employees? Skilled workers 217 33 1 Yes 2 No 3 Don't know Sysmiss Formal training for: Unskilled workers Formal training for: Unskilled workers Formal training for: Unskilled workers Formal training for: Unskilled workers Formal training for: Unskilled workers Do you offer formal training to your employees? Unskilled workers 193 57 1 Yes 2 No 3 Don't know Sysmiss Formal training for: Support workers Formal training for: Support workers Formal training for: Support workers Formal training for: Support workers Formal training for: Support workers Do you offer formal training to your employees? Support workers 203 47 1 Yes 2 No 3 Don't know Sysmiss % received training in 2001: Managers % received training in 2001: Managers % received training in 2001: Managers % received training in 2001: Managers % received training in 2001: Managers Do you offer formal training to your employees? If yes, what percent of employees in each category received training in 2001? Managers 215 35 100 24.121 40.867 1 2 5 10 15 16 20 25 30 50 60 80 85 90 100 Sysmiss % received training in 2001: Professionals % received training in 2001: Professionals % received training in 2001: Professionals % received training in 2001: Professionals % received training in 2001: Professionals Do you offer formal training to your employees? If yes, what percent of employees in each category received training in 2001? Professionals 216 34 100 28.931 41.489 2 3 5 7 8 10 14 16 20 25 30 40 50 60 70 75 80 90 95 100 Sysmiss % received training in 2001: Skilled workers % received training in 2001: Skilled workers % received training in 2001: Skilled workers % received training in 2001: Skilled workers % received training in 2001: Skilled workers Do you offer formal training to your employees? If yes, what percent of employees in each category received training in 2001? Skilled workers 213 37 100 17.277 33.888 1 3 5 8 10 15 20 25 30 33 40 50 60 70 80 100 Sysmiss % received training in 2001: Unskilled workers % received training in 2001: Unskilled workers % received training in 2001: Unskilled workers % received training in 2001: Unskilled workers % received training in 2001: Unskilled workers Do you offer formal training to your employees? If yes, what percent of employees in each category received training in 2001? Unskilled workers 186 64 100 8.263 25.614 1 5 10 20 25 30 50 60 80 100 Sysmiss % received training in 2001: Support workers % received training in 2001: Support workers % received training in 2001: Support workers % received training in 2001: Support workers % received training in 2001: Support workers Do you offer formal training to your employees? If yes, what percent of employees in each category received training in 2001? Support workers 195 55 100 12.846 31.237 5 10 15 20 25 40 50 80 100 Sysmiss Days lost due to: Strikes or other labour disputes Days lost due to: Strikes or other labour disputes Days lost due to: Strikes or other labour disputes Days lost due to: Strikes or other labour disputes Days lost due to: Strikes or other labour disputes How many days did you lose in 2001 due to: Strikes or other labour disputes? 219 31 30 0.311 2.889 2 6 30 Sysmiss Days lost due to: Civil unrest Days lost due to: Civil unrest Days lost due to: Civil unrest Days lost due to: Civil unrest Days lost due to: Civil unrest How many days did you lose in 2001 due to: Civil unrest 219 31 2 0.0137 0.151 1 2 Sysmiss Optimal level of employment, % Optimal level of employment, % Optimal level of employment, % Optimal level of employment, % Optimal level of employment, % Now, I would like to ask you a hypothetical question. If you could change the number of regular full-time workers you currently employ without any restrictions (i.e. without seeking permission, making severance payments etc.), what would be your optimal level of employment as a percent of your existing workforce? (e.g. 90% implies you would reduce your workforce by 10%, 110% means you want to expand by 10%) 245 5 40 300 105.037 24.351 40 50 60 70 75 80 84 85 90 95 100 103 105 110 120 125 130 150 167 200 300 Sysmiss Change in: share of skilled workers Change in: share of skilled workers Change in: share of skilled workers Change in: share of skilled workers Change in: share of skilled workers Since 1998, how have the following changed (increased/decreased). The share of skilled workers 250 1 Increase 2 Decrease 3 No change Change in: share of unskilled workers Change in: share of unskilled workers Change in: share of unskilled workers Change in: share of unskilled workers Change in: share of unskilled workers Since 1998, how have the following changed (increased/decreased). The share of unskilled workers 249 1 1 Increase 2 Decrease 3 No change Sysmiss Change in: share of managers and professionals Change in: share of managers and professionals Change in: share of managers and professionals Change in: share of managers and professionals Change in: share of managers and professionals Since 1998, how have the following changed (increased/decreased). The share of managers and professionals 250 1 Increase 2 Decrease 3 No change Change in: share of employees with at least secondary education Change in: share of employees with at least secondary education Change in: share of employees with at least secondary education Change in: share of employees with at least secondary education Change in: share of employees with at least secondary education Since 1998, how have the following changed (increased/decreased). The share of employees that have at least a secondary education 249 1 1 Increase 2 Decrease 3 No change Sysmiss Importance of change in: share of skilled workers Importance of change in: share of skilled workers Importance of change in: share of skilled workers Importance of change in: share of skilled workers Importance of change in: share of skilled workers Since 1998, how have the following changed (increased/decreased). If changed, how important in retrospect were they for the survival and/or growth of your company over that period: The share of skilled workers 116 134 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of change in: share of unskilled workers Importance of change in: share of unskilled workers Importance of change in: share of unskilled workers Importance of change in: share of unskilled workers Importance of change in: share of unskilled workers Since 1998, how have the following changed (increased/decreased). If changed, how important in retrospect were they for the survival and/or growth of your company over that period: The share of unskilled workers 54 196 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of change in: share of managers and professionals Importance of change in: share of managers and professionals Importance of change in: share of managers and professionals Importance of change in: share of managers and professionals Importance of change in: share of managers and professionals Since 1998, how have the following changed (increased/decreased). If changed, how important in retrospect were they for the survival and/or growth of your company over that period: The share of managers and professionals 80 170 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of change in: share of employees with at least secondary education Importance of change in: share of employees with at least secondary education Importance of change in: share of employees with at least secondary education Importance of change in: share of employees with at least secondary education Importance of change in: share of employees with at least secondary education Since 1998, how have the following changed (increased/decreased). If changed, how important in retrospect were they for the survival and/or growth of your company over that period: The share of employees that have at least a secondary education 82 168 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Left company: Managers Left company: Managers Left company: Managers Left company: Managers Left company: Managers Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia? Managers 250 1 Yes 2 No Left company: Professionals Left company: Professionals Left company: Professionals Left company: Professionals Left company: Professionals Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia? Professionals 250 1 Yes 2 No Left company: Skilled workers Left company: Skilled workers Left company: Skilled workers Left company: Skilled workers Left company: Skilled workers Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia? Skilled workers 250 1 Yes 2 No Number of managers that left company Number of managers that left company Number of managers that left company Number of managers that left company Number of managers that left company Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia? Managers 15 235 1 20 4.133 5.055 1 2 3 4 7 10 20 Sysmiss Number of professionals that left company Number of professionals that left company Number of professionals that left company Number of professionals that left company Number of professionals that left company Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia? Professionals 26 224 1 25 5.077 6.079 1 2 3 4 5 6 8 10 15 20 25 Sysmiss Number of skilled workers that left company Number of skilled workers that left company Number of skilled workers that left company Number of skilled workers that left company Number of skilled workers that left company Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia? Skilled workers 23 227 1 60 8.087 12.866 1 2 3 4 5 10 18 20 60 Sysmiss Importance of: Managers Importance of: Managers Importance of: Managers Importance of: Managers Importance of: Managers Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia? If so how important in retrospect were they for the survival and/or growth of your company over that period? Managers 16 234 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of: Professionals Importance of: Professionals Importance of: Professionals Importance of: Professionals Importance of: Professionals Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia? If so how important in retrospect were they for the survival and/or growth of your company over that period? Professionals 29 221 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Importance of: Skilled workers Importance of: Skilled workers Importance of: Skilled workers Importance of: Skilled workers Importance of: Skilled workers Since 1998, how many managers, professionals and skilled workers left your firm for a job or to seek employment in the more developed industrial economies of North America, Europe or East Asia? If so how important in retrospect were they for the survival and/or growth of your company over that period? Skilled workers INTERVIEWER THANK RESPONDENT: Thank you very much for having taken the time to complete this questionnaire. The information on your perceptions is a very important input for the evaluation of conditions in the business environment and private sector relations with government, as well as for the formulation of policy advice. 26 224 1 Not important 2 Slightly important 3 Fairly important 4 Very important 5 Extremely important 6 Don’t know Sysmiss Permission to include in panel database Permission to include in panel database Permission to include in panel database Permission to include in panel database Permission to include in panel database INTERVIEWER: READ TO THE RESPONDENT WE MAY REPEAT THIS SURVEY IN ABOUT 2-3 YEARS TIME IN ORDER TO SEE HOW THE BUSINESS ENVIRONEMENT HAS CHANGED. TO THIS END, WE WOULD LIKE TO ESTABLISH A PANEL OF COMPANIES AND WOULD ASK FOR YOUR PERMISSION TO INCLUDE YOUR COMPANY’S NAME, ADDRESS, AND TELEPHONE NUMBER IN A COFIDENTIAL DATABASE. THIS INFORMATION MAY BE USED BY OUR COMPANY OR A DIFFERENT RESEARCH AGENCY IN ORDER TO INTERVIEW YOU AGAIN IN 2-3 YEARS TIME. DO WE HAVE YOUR PERMISSION TO INCLUDE THE ABOVE-MENTIONED COMPANY DETAILS IN OUR DATABASE? 250 1 Permission granted 2 Permission refused