Regions of Kazakhstan have made doing business easier by improving business regulation over the past two years, says the World Bank in a new report released today.
According to the subnational Doing Business in Kazakhstan 2019 report, the pace of reform has been fast across Kazakhstan. Lower performing regions cut the gap with Almaty city, the top performer, by half on getting electricity and dealing with construction permits. These reforms are reducing red tape for entrepreneurs and are moving the whole country toward global good practices in business regulation. Good practices found throughout the individual regions pave the way for reform-minded policy makers to improve further by replicating best practices in other locations.
The government of Kazakhstan is adopting unprecedented system-wide reforms aimed at improving the business climate, and reducing administrative barriers and business costs As a result, today Kazakhstan is among the top 30 countries in the World Bank’s Doing Business ranking. For further dynamic development of entrepreneurship in the country, the World Bank’s assessment of whether an economy has good rules and processes at the local level will help us significantly improve the local business climate,” said Arman Dzhumabekov, First Vice-Minister of National Economy of the Republic of Kazakhstan.
This is the second Doing Business report on Kazakhstan, examining the performance of 16 locations – 13 regions, as well as the cities of Almaty, Nur-Sultan, and Shymkent. It expands the scope of coverage from the eight locations that were measured in the first report produced in 2017.
“As Kazakhstan strives to improve opportunities for all citizens and diversify its economy through increasing the contribution of small and medium-size enterprises, the right regulatory environment can help entrepreneurs overcome obstacles such as low productivity and corruption. Better managing the pace of reforms and addressing gaps in implementation will enable firms to realize their full potential and contribute to growth,” said Ato Brown, World Bank Country Manager for Kazakhstan.
To determine the ease of doing business for small and medium-size enterprises, the report measures four regulatory areas – starting a business, dealing with construction permits, getting electricity, and registering property.
Across the areas measured, Almaty city scores highest, leading on three indicators – getting electricity, registering property and dealing with construction permits. Nur-Sultan ranks first on starting a business, owing to the availability of electronic processes and uptake in the use of the E-Government system. East Kazakhstan and Pavlodar also share the top score with Almaty city on registering property. These regions keep land registry titles in digital format. No location does equally well across all areas measured, but each location ranks in the top half on at least one indicator. This leaves room for all regions to learn from each other.
Notably, all eight locations that were studied in both the 2017 and 2019 reports improved their business environment, with Nur-Sultan making the most significant progress. Of the 24 reforms implemented since 2017, eight reforms decreased the time to start a business by more than half, on average. Significant reforms were observed in getting electricity; all eight locations improved the quality and reliability of power supply. The cities of Nur-Sultan and Shymkent, as well as the Karagandy region made the largest improvements in this area, through the recording and reporting of data on the frequency and duration of power outages. All eight locations also eliminated the need for an expert opinion after external works and streamlined requests for technical conditions.
Globally, Kazakhstan is improving faster than many economies and is competitive in the time and cost of doing business; in three out of the four regulatory areas measured in this study, the time needed to complete all requirements has dropped at a faster rate, on average, than in the Europe and Central Asia region and high-income OECD economies. However, challenges remain in procedural complexity, especially in dealing with construction permits, and, at the regional level, there are gaps in the implementation of central government reforms.
Going forward, the key to success will be ensuring that national initiatives are properly implemented, so that entrepreneurs can benefit from efficient and good quality service delivery at the local level. Kazakhstan can improve further by increasing ownership at the local level. Local policy makers need to go beyond the national initiatives and address regional obstacles to doing business through practical solutions that make service delivery more efficient.
The annual Doing Business report measures 190 economies globally, with Almaty city representing Kazakhstan as its largest business city. The subnational Doing Business in Kazakhstan reports aim to gain a broader understanding of the regulatory environment for businesses across the country. Tools like Doing Business in Kazakhstan 2019 help identify the implementation gaps at the point of service in the regions, to inform the policy agenda.
Capabilities fit is a winning formula for M&A: PwC’s “Doing the right deals” study
Ensuring there is a capabilities fit between buyer and target is key to delivering a high-performing deal, according to a new PwC study of 800 corporate acquisitions. . The study finds that capabilities-driven deals generated a significant annual total shareholder return (TSR) premium (equal to 14.2% points) over deals lacking a capabilities fit.
The “Doing the right deals” study looks at the 50 largest deals with publicly-listed buyers in each of 16 industries and evaluates the characteristics that delivered superior financial outcomes for the buyers, as measured by annual TSR.
A capability is defined as the specific combination of processes, tools, technologies, skills, and behaviours that allows the company to deliver unique value to its customers.
Two types of deals were found to outperform the market: capabilities enhancement deals – in which the buyer acquires a target for a capability it needs — and capabilities leverage deals – in which the buyer uses its capabilities to generate value from the target. These represent a true engine of value creation, delivering average annual TSR that was 3.3% points above local market indices. Deals without these characteristics – limited-fit deals – had an average annual TSR of -10.9% points compared to the local market indices.
While 73% of the largest 800 deals analysed sought to combine businesses that did fit from a capabilities perspective, 27% were limited-fit deals. The analysis shows that for every dollar spent on M&A, roughly 25 cents were spent on such limited-fit deals that in many cases destroyed shareholder value.
Alastair Rimmer, Global Deals Strategy Leader, PwC UK said: “Our analysis confirms that deals where the buyer is focused on enhancing its own capabilities or leveraging its capabilities to improve the target can result in a substantial TSR premium. Whether a deal creates value depends less on whether it is aimed at consolidation, diversification or entering new markets. What matters is whether there is a solid capabilities rationale between the buyer and the target.”
Capabilities fit delivers shareholder value across industries
The capabilities premium was found to be positive across all of the 16 industries studied. The share of capabilities-driven deals was highest in pharma & life sciences (92%), an industry where deals often combine one company’s innovation capabilities with another’s strength in distribution. Other leading industries in capabilities fit deals were health services and telecommunications (both with 90% capabilities-driven deals) and automotive (86%). Limited fit deals were found to be most prevalent in the oil & gas industry (62%), where asset acquisition can play an important role in addition to capabilities fit.
The analysis shows that the stated strategic intent of a deal, as defined in corporate announcements and regulatory filings, has little to no impact on value creation. Whether a deal fits or not depends less on stated goals of consolidation, diversification or entering new markets. What matters is whether there is a capabilities fit between the buyer and the target. Deals aiming for geographic expansion notably stood out as performing less well than others, largely because many of them (34%) were limited-fit deals.
The M&A playing field has shifted due to COVID-19
More than ever, companies must be clear in defining which capabilities they can leverage to succeed, and which capabilities gaps they need to fill.
Hein Marais, Global Value Creation Leader, PwC UK added: “Deal rationales have shifted in a COVID context, reflecting the heightened need for new and different capabilities if an enterprise is to generate value and create sustained outcomes. The need to move quickly increases the pressure to do deals at pace – and thereby the risk of failing to evaluate capabilities fit with enough care. Ensuring such capabilities fit, however, dramatically increases the chances of your deal creating value.”
Companies may be overlooking the riskiest cyber threats of all
A majority of companies don’t have a handle on their third-party cyber risks – risks obscured by the complexity of their business relationships and vendor/supplier networks. This is the finding of the PwC 2022 Global Digital Trust Insights Survey. The survey of 3,600 CEOs and other C-suite executives globally found that 60% have less than a thorough understanding of the risk of data breaches through third parties, while 20% have little or no understanding at all of these risks.
The findings are a red flag in an environment where 60% of the C-suite respondents anticipate an increase in cyber crime in 2022. They also reflect the challenges organizations face in building trust in their data — making sure it is accurate, verified and secure, so customers and other stakeholders can trust that their information will be protected.
Notably, 56% of respondents say their organizations expect a rise in breaches via their software supply chain, yet only 34% have formally assessed their enterprise’s exposure to this risk. Similarly, 58% expect a jump in attacks on their cloud services, but only 37% profess to have an understanding of cloud risks based on formal assessments.
Sean Joyce, Global & US Cybersecurity & Privacy Leader, PwC United States said: “Organizations can be vulnerable to an attack even when their own cyber defenses are good; a sophisticated attacker searches for the weakest link – sometimes through the organization’s suppliers. Gaining visibility and managing your organization’s web of third-party relationships and dependencies is a must. Yet, in our research, fewer than half of respondents say they have responded to the escalating threats that complex business ecosystems pose.”
Asked how their companies are minimizing third-party risks, the most common answers were auditing or verifying their suppliers’ compliance (46%), sharing information with third parties or helping them in some other way to improve their cyber stance (42%), and addressing cost- or time-related challenges to cyber resilience (40%). But a majority have not refined their third-party criteria (58%), not rewritten contracts (60%), nor increased the rigor of their due diligence (62%) to identify third-party threats.
Simplifying the way to cybersecurity
Nearly three quarters of respondents said the complexity of their organization poses “concerning” cyber and privacy risks. Data governance and data infrastructure (77% each) ranked highest among areas of unnecessary and avoidable complexity.
Simplification is a challenge, but there is ample evidence that it is worthwhile. While three in 10 respondents overall said their organizations had streamlined operations over the past two years, the “most improved” in our survey (the top 10% in cyber outcomes) were five times more likely to have streamlined operations enterprise-wide. These top 10% organizations are also 10 times more likely to have implemented formal data trust practices and 11 times more likely to have a high level of understanding of third party cyber and privacy risks.
CEO engagement can make a difference
Executive and CEO respondents differ on how much the support the CEO provides on cyber, with CEOs seeing themselves as more involved in, and supportive of, setting and achieving cyber goals than their teams do. But there is no disagreement that proactive CEO engagement in setting and achieving cyber goals makes a difference. Executives in the “most improved” group, reporting the most progress in cybersecurity outcomes, were 12x more likely to have broad and deep support on cyber from their CEOs. Most executives also believe that educating CEOs and boards so they can better fulfill their cyber responsibilities is the most important act for realizing a more secure digital society by 2030.
Sean Joyce concluded: “Our survey shows that the most advanced organizations see cybersecurity as more than defense and controls, but as a means to drive sustained business outcomes and build trust with their customers. As leaders of organizations, CEOs set the tone for focusing their cyber teams on bigger-picture, growth-related objectives rather than narrower, short-term expectations.”
Are we on track to meet the SDG9 industry-related targets by 2030?
A new report published by the United Nations Industrial Development Organization (UNIDO), Statistical Indicators of Inclusive and Sustainable Industrialization, looks at the progress made towards achieving the industry-related targets of Sustainable Development Goal (SDG) 9 of the UN 2030 Agenda for Sustainable Development. The report is primarily based on the SDG9 indicators related to inclusive and sustainable industrialization, for which UNIDO is designated as a custodian agency, showing the patterns of the recent changes in different country groups.
Six years after the adoption of the 2030 Agenda for Sustainable Development and its 17 SDGs, there has been increasing demand for information on whether the SDG targets could be reached, and what actions should governments take to accelerate progress. The UNIDO report introduces two new tools developed by UNIDO to help countries measuring performance and progress towards SDG9 industry-related targets: the SDG9 Industry Index and SDG9 progress and outlook indicators. The SDG9 Industry Index benchmarks countries’ performance on SDG-9 targets over 2000-2018 for 131 economies. In addition, the report develops two measures to answer the main questions:
- Progress: how much progress has been made since 2000?
- Outlook: how likely is it that the target will be achieved by 2030?
The global COVID-19 pandemic has inevitably had a negative toll on the progress towards reaching the SDG9 indicators, but the extent of the long-term impact remains to be seen. Industrialized countries continue to dominate global manufacturing industry, but their relative share has gradually declined over the past decade. In 2010, industrialized economies made up 60.3% of global production, which has decreased to 50.5% in 2020. China has been the largest manufacturer, now accounting for 31.7% of global production. This is a trend that has been reinforced by the pandemic.
Progress for the least developed countries (LDCs), at the heart of the 2030 Agenda, is a different story. While economic theory and countries’ experiences across the world have established that industrialization is an engine of sustainable growth, progress among LDCs remains very diverse. Asian LDCs are poised to double their share of manufacturing in GDP and thus meet SDG target 9.2, but African LDCs have stagnated.
SDG9 Industry Index
The SDG-9 Industry Index, consisting of five dimensions, covers three targets and five indicators and assigns a final score to countries. In 2018, the top ten consisted of exclusively industrialized economies, with Taiwan, Province of China, Ireland, Switzerland, the Republic of Korea and Germany making up the top five. In general, industrialized economies perform best in all dimensions of the Index.
The countries at the bottom of the ranking are LDCs, in particular those located in sub-Saharan Africa. Although some African countries have been displaying impressive growth rates, growth has been driven by an extended commodity boom and foreign capital inflows, while industrialization and structural transformation have stagnated. Additionally, substantial data is lacking for a significant amount of the countries. In the SDG9 Industry Index, only 24 out of 54 African countries are included, from which only eight are LDCs. It is clear that national statistics offices need strengthening, as data availability helps countries formulate, review and evaluate their development plans and programmes.
Breaking The Line of the Israel-Palestine Conflict
The conflict between Israel-Palestine is a prolonged conflict and has become a major problem, especially in the Middle East region....
More Funding for Business and Trade to Help Lao PDR Recover from Pandemic
The World Bank and the Government of Lao PDR have agreed to scale up a Competitiveness and Trade Project that...
Changing complexion of “militancy” in the occupied Kashmir
Two teachers, Supinder Kaur and Deepak Chand, were shot dead in Srinagar on October7, 2021.The Resistance front owned the killing....
Brands for change: mainstreaming the value of brands for a more sustainable world economy
A brand is a name, term, design, symbol or any other feature that gives a product, service or concept an...
Achieving Net Zero Electricity Sectors in G7 Members
G7 members are well placed to fully decarbonise their electricity supply by 2035, which would accelerate the technological advances and...
Paperless Travel Pilot Outlines Best Practices for Digital Travel Experience
The World Economic Forum today releases findings from its digital passport pilot project which indicate that a fully digital travel...
The Road Leading Nowhere
A few days ago, Jens Stoltenberg, NATO Secretary-General, announced the expulsion of several diplomats from the Permanent Mission of the...
Americas4 days ago
The U.S. Might Finally Be Ready to Back Down, to Avoid WW III
Americas4 days ago
How The West Subdue Us: An Approach of Colonial and Development Discourse
Africa3 days ago
Analyzing The American Hybrid War on Ethiopia
Diplomacy4 days ago
Formation of the Political West -from the 18th century till today
Energy3 days ago
Gas doom hanging over Ukraine
Intelligence3 days ago
Women Maoists (Naxalbari)
New Social Compact4 days ago
Eurasian Forum: Empowering Women in the Changing World
Middle East3 days ago
Safar Barlek of the 21st Century: Erdogan the New Caliph