DTIS, Volume I - Enhanced Integrated Framework (EIF)

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• Civil Aviation Act of the Maldives 2001 – due to the extensive nature of local aviation required to service communities and resorts the Act seeks to set requirements and regulations to regulate air transport operators • The Law Governing Business Conducted by Foreign Nationals 4/79 which sets out descriptions and activities of commercial businesses owned by foreigners • The Maritime Zones Act 1996 – 6/96 which sets out the main internal and external maritime zones in the Maldives in accordance with the Fisheries Law 5/87, and clarifies licensing for fishing in the EEZ which also relates to the preceding Law (5/87) and the Marine Research Amendments • Law relating to Exports and Imports 25/82 • Law on Negotiable Instruments 4/91 • Law on Mortgage 9/93 and related Land Act 2002 Most of this legislation requires review to provide a coherent set of investment and business rules as well as to strengthen surveillance and reporting of business operations, especially as the government’s privatization programme takes off. E. WINDING UP A BUSINESS Lastly, if a business venture requires liquidation, the length of time to close a business and the costs involved are worrying to an investor. In such a small country as the Maldives, a total of 194 days to liquidate a business and 6.7 years to full closure is far too long (see Table 5.5). The main reasons accounting for this are inadequate civil court and arbitration systems. As previously noted, the legal system is hampered by a lack of suitably trained attorneys of law, accountants, auditors and judges. Most business cases are settled out of court with no or very little information on the actual procedure. Thus transparency of the procedure practiced is a concern for foreign investors). Table 5.5: Liquidation and closure parameters (2004) Indicator Nature of procedure 1 Number of procedures 28 2 Filing period (days) 14 3 Judgment (days) 90 4 Enforcement period (days) 90 5 Total time required (days) 194 6 Cost (% of debt) 8.7% Closing a business variables 7 Time (years) 6.7 8 Cost (% of estate) 4 9 Recovery rate (cents on the dollar) 17.1 Source: The mixed record of the Maldives from the Doing Business Survey 75
CHAPTER 6 CUSTOMS SERVICES AND TRANSPORT INFRASTRUCTURE Chapter Plan This chapter focuses on the services that facilitate trade in the Maldives, keeping in mind that tourism and fishery are the most important trading sectors. Currently, over 600,000 tourists a year visit the country, with projections for continuing growth. This requires adequate airport, port and transport transfer facilities to service this volume of visitors in addition to efficient importation processes for the inputs – ranging from construction materials for building and maintenance work on the resorts to food, beverages, and other consumer goods - required by the tourism sector. The fishery sector also depends on the importation of critical inputs such as fuel, boat engines and other fishing gear. Fishery exports are mostly perishable goods and therefore depend on efficient export processes. The chapter begins by examining the Maldives Customs Services and issues for improving operational efficiency and effectiveness before going on to consider the main functional challenges for transport services and recommendations for reform. I. Role, Structure and Organisation of the Maldives Customs Services The Maldives Customs Service (MCS) operates under the aegis of the Ministry of Finance and Treasury. The MCS employs 500 officers in two main locations, which are Male’ port and Male’ airport, in the capital. There are additional officers at some regional airports such as the Gan Airport. The MCS is responsible for collecting import and export taxes. In 2004, total revenue collection was Rf 1,136.6 million (US$ 89.7 million) with an administrative budget of Rf 41.4 (US$ 3.2 Million). The role and responsibilities of the MCS are derived from the Export and Import Law 31/79 and supporting departmental regulations. The main functions of the MCS can be summarized as follows: • To monitor and control the movement of passengers, goods and conveyances arriving in and departing from the Republic of Maldives. • To administer all functions relating to import and export. • To protect and efficiently collect customs revenue. • To protect the community and ensure compliance with Maldivian law. The organization chart of MCS is depicted below 76
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FINAL R E P O R T Volume 1 MALDIVES
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GSP HACCP HDFC HDI HIES HH HRD HS I
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TRIPS TRTA TSA TTMP UAE UK UNCTAD U
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CHAPTER 6: CUSTOMS SERVICES AND TRA
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major stakeholders as the basis of
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C. ECONOMIC TRENDS Buoyant GDP grow
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WTO members (through the Committee
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The recommendations cover these iss
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Requirements Action no. Action reco
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government, and lawmakers are elect
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. 4
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to Sri Lanka. However, by 2004 the
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This relatively high proportion of
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On an annual basis, total NFA of th
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elow provides data on the public in
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According to the estimates prepared
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Table 2.8: Damage to agricultural f
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II. Imports - Merchandise There has
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the relatively high rate of unemplo
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A. DESTINATION OF MERCHANDISE EXPOR
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Page 49 and 50: Overall, the importance of foreign
Page 51 and 52: on goods deemed luxury goods (e.g.
Page 53 and 54: the Japan and USA markets. 11 Fish
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Page 57 and 58: emoved. However, in order to provid
Page 59 and 60: EBA. Appropriate transition arrange
Page 61 and 62: Several provisions such as Article
Page 63 and 64: CHAPTER 4 POVERTY REDUCTION AND HUM
Page 65 and 66: Table 4.2: Poverty Gap Ratios per R
Page 67 and 68: produced locally and are readily av
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Page 71 and 72: Table 4.3: Fishery Sector employmen
Page 73 and 74: This also requires policies that ta
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Page 77 and 78: Applying for a license to invest in
Page 79 and 80: E. MINISTRY OF FISHERIES, AGRICULTU
Page 81 and 82: K. PRIVATE SECTOR STAKEHOLDERS Priv
Page 83 and 84: Overall, it is estimated that the c
Page 85 and 86: The cash is held and disbursed by t
Page 87 and 88: difficult to reach given the except
Page 89 and 90: system of micro-credit intermediari
Page 91 and 92: F. LAND, RAW MATERIALS AND SUPPLIES
Page 93 and 94: B. LABOUR MARKET REFORM About 44 pe
Page 95 and 96: Appendix The mixed record of the Ma
Page 97: legislation incorporates the initia
Page 101 and 102: Maldives Port Authority • Respons
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Page 105 and 106: suspense procedures, thus eliminati
Page 107 and 108: A new domestic terminal at MIA will
Page 109 and 110: There is need to clarify MAC’s na
Page 111 and 112: Changes in the role and structure o
Page 113 and 114: Significant improvements have been
Page 115 and 116: CHAPTER 7 THE TOURISM SECTOR Chapte
Page 117 and 118: British market in 2001. In 2004, be
Page 119 and 120: Similarly, considerable demand was
Page 121 and 122: for imports of support infrastructu
Page 123 and 124: government revenues from the supply
Page 125 and 126: number of trainees that have been t
Page 127 and 128: established as a quality tourism de
Page 129 and 130: Maldives' unspoiled marine environm
Page 131 and 132: The Faculty works very closely with
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Page 137 and 138: D. ESTABLISH AN ENABLING BUSINESS E
Page 139 and 140: Main Recommendation No. 5: review a
Page 141 and 142: Main Recommendation No. 6: Scale-up
Page 143 and 144: CHAPTER 8 FISHERY SECTOR Chapter Pl
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Page 147 and 148: per cent - see Table 8.4. The secto
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In the light of these market trends
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documentation, and administration.
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monitoring and evaluation dates fro
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and catering industry chefs demand
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It is expected that the trial fishe
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• Can seaming and retorting; •
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DTIS, Volume I - Enhanced Integrated Framework (EIF)

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