Doing Business in 2004 - Rapid Response - World Bank

Doingbusinessin 2004

Doingbusinessin 2004iiiUnderstandingRegulationA copublication of the World Bank,the International Finance Corporation,and Oxford University Press

© 2004 The International Bank for Reconstruction and Development / The World Bank1818 H Street NWWashington, D.C. 20433Telephone 202-473-1000Internet www.worldbank.orgE-mail feedback@worldbank.orgAll rights reserved.1 2 3 4 05 04 03A copublication of the World Bank and Oxford University Press.The findings, interpretations, and conclusions expressed here are those of the author(s) and do not necessarilyreflect the views of the Board of Executive Directors of the World Bank or the governments they represent.The World Bank cannot guarantee the accuracy of the data included in this work. The boundaries, colors,denominations, and other information shown on any map in this work do not imply on the part of the WorldBank any judgment of the legal status of any territory or the endorsement or acceptance of such boundaries.Rights and PermissionsThe material in this work is copyrighted. No part of this work may be reproduced or transmitted in any form orby any means, electronic or mechanical, including photocopying, recording, or inclusion in any informationstorage and retrieval system, without the prior written permission of the World Bank. The World Bankencourages dissemination of its work and will normally grant permission promptly.For permission to photocopy or reprint, please send a request with complete information to the CopyrightClearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, USA, telephone 978-750-8400, fax 978-750-4470, www.copyright.com.All other queries on rights and licenses, including subsidiary rights, should be addressed to the Office of thePublisher, World Bank, 1818 H Street NW, Washington, D.C. 20433, fax 202-522-2422, e-mailpubrights@worldbank.org.Additional copies of Doing Business in 2004: Understanding Regulation may be purchased at http://publications.worldbank.org/ecommerce/catalog/product?item_id=1384804/.ISBN 0-8213-5341-1ISSN 1729–2638Library of Congress Cataloging-in-Publication data has been applied for.

ContentsAcknowledgmentsPrefaceOverviewviiixivii1 Building New Indicators ofBusiness Regulation 1Doing Business Methodology 2Other Indicators in a Crowded Field 7Notes 152 Starting a Business 17How Easy Is Business Entry? 18Are Entry Regulations Good? Some, Yes—Many, No 22What to Reform? 24Notes 273 Hiring and Firing Workers 29What Is Employment Regulation? 30Large Divergences in Practice 33What Are the Effects of Employment Regulation? 35What to Reform? 37Notes 384 Enforcing Contracts 41Which Courts Are Socially Desirable? 46What Explains Differences in Court Efficiency? 48What to Reform? 49Notes 535 Getting Credit 55Sharing Credit Information 56Legal Rights of Creditors 61Explaining Patterns in Creditor Protections 64What Is the Impact on Credit Markets? 65What to Reform? 66Notes 696 Closing a Business 71What Are the Goals of Bankruptcy? 72Effects of Good Bankruptcy Laws 78What to Reform? 79Notes 82v

Doing Business in 20047 The Practice of Regulation 83Regulation Varies Widely around the World 83Heavier Regulation Brings Bad Outcomes 87Rich Countries Regulate Business in aConsistent Manner 88What Do These Findings Mean for Economic Theory? 90Principles of Good Regulation 92Notes 95References 97Data Notes 105Doing Business Indicators 115Country Tables 133List of Contributors 179vi

AcknowledgmentsDoing Business in 2004 was prepared by a team led bySimeon Djankov. Caralee McLiesh co-manageddevelopment and production of the report. The workwas carried out under the general direction of MichaelKlein. Simeon Djankov coordinated the work onstarting a business and hiring and firing workers.Caralee McLiesh led the work on getting finance.Tatiana Nenova designed and implemented the study onclosing a business. Simeon Djankov and Stefka Slavovacoordinated the work on enforcing a contract. The teamalso comprised Ziad Azar, Geronimo Frigerio, JoannaKata-Blackman, and Lihong Wang and was assisted byBekhzod Abdurazzakov, Yanni Chen, Marcelo Lu, TotkaNaneva, and Tania Yancheva. Zai Fanai and GraceSorensen provided administrative support.Andrei Shleifer co-authored the main backgroundstudies and provided valuable suggestions throughoutthe writing of the report. Florencio Lopez-de-Silanesand Rafael La Porta co-authored the backgroundstudies on starting a business, hiring and firingworkers, and enforcing a contract. Oliver Hart coauthoredthe background study on closing a business.Bruce Ross-Larson edited the manuscript. NataliyaMylenko contributed to the research and chapter ongetting credit. The survey of credit registries wasdeveloped in cooperation with the Credit ReportingSystems Project in the World Bank, and the surveyon closing a business was developed with theassistance of Selinda Melnik. Nicola Jentzsch andFredreich Schneider wrote background papers on theregulation of credit information and the informaleconomy, respectively. Leszek Balcerowicz, Hernandode Soto, Bradford DeLong, and Andrei Shleifer contributedlectures on the scope of government.Preparation of the report was made possible by thecontributions of more than 2,000 judges, lawyers,accountants, credit registry representatives, businessconsultants, and government officials from aroundthe world. Many of the contributors are partners inLex Mundi law firms or are members of the InternationalBar Association. Their names are listed inthe Contributors’ section and their contact detailsare on the Doing Business web site.Individual chapters were refereed by: ElizabethAdu, Asya Akhlaque, Gordon Betcherman, HarryBroadman, Gerard Byam, Gerard Caprio, AmandaCarlier, Jacqueline Coolidge, Asli Demirguc-Kunt, JuliaDevlin, Michael Fuchs, Luke Haggarty, Mary Hallward-Driemeier, Linn Hammergren, Eric Haythorne, AartKraay, Peter Kyle, Katarina Mathernova, RichardMessick, Margaret Miller, Claudio Montenegro, ReemaNayar, S. Ramachandran, Jan Rutkowski, StefanoScarpetta, Peer Stein, Ahmet Soylemezoglu, AndrewStone, and Stoyan Tenev. A draft report was reviewedby David Dollar, Cheryl Gray, W. Paatii Ofosu-Amaah,Guy Pfeffermann, and Sanjay Pradhan. Axel Peuker,Neil Roger, and Suzanne Smith provided advice andcomments throughout the development of the report.Tercan Baysan, Najy Benhassine, Vinay Bhargava,Harry Broadman, Gerard Caprio, Mierta Capaul,David Dollar, Qimiao Fan, Caroline Freund, Alan Gelb,Indermit Gill, Frannie Leautier, Syed Mahmood,Andrei Michnev, John Page, Sanjay Pradhan,Mohammad Zia M. Qureshi, Stoyan Tenev, Corneliusvan der Meer, and Gerald West read the penultimatedraft and suggested changes. The online service of theDoing Business database is sponsored by the RapidResponse Unit of the World Bank Group.vii

PrefaceviiiA vibrant private sector—with firms making investments,creating jobs, and improving productivity—promotes growth and expands opportunities for poorpeople. To create one, governments around the worldhave implemented wide-ranging reforms, includingmacro-stabilization programs, price liberalization,privatization, and trade-barrier reductions. In manycountries, however, entrepreneurial activity remainslimited, poverty high, and growth stagnant. Andother countries have spurned orthodox macroreforms and done well. How so?Although macro policies are unquestionablyimportant, there is a growing consensus that the qualityof business regulation and the institutions that enforceit are a major determinant of prosperity. Hong Kong(China)’s economic success, Botswana’s stellar growthperformance, and Hungary’s smooth transitionexperience have all been stimulated by a good regulatoryenvironment. But little research has measuredspecific aspects of regulation and analyzed theirimpact on economic outcomes such as productivity,investment, informality, corruption, unemployment,and poverty. The lack of systematic knowledge preventspolicymakers from assessing how good legal and regulatorysystems are and determining what to reform.Doing Business in 2004: Understanding Regulation isthe first in a series of annual reports investigating thescope and manner of regulations that enhancebusiness activity and those that constrain it. Thepresent volume compares more than 130 countries—from Albania to Zimbabwe—on the basis of newquantitative indicators of business regulations. Theindicators are used to analyze economic outcomes andidentify what reforms have worked, where, and why.What Is New?Many sources of data help explain the business environment.More than a dozen organizations—such asFreedom House, the Heritage Foundation, and theWorld Economic Forum—produce and periodicallyupdate indicators on country risk, economicfreedom, and international competitiveness. Asgauges of general economic and policy conditions,these indicators help identify broad priorities forreform. But few indicators focus on the poorestcountries, and most of them are designed to informforeign investors. Yet it is local firms, which areresponsible for most economic activity in developingcountries, that could benefit the most from reforms.Moreover, many existing indicators rely on perceptions,notoriously difficult to compare acrosscountries or translate into policy recommendations.According to one survey, Belarus and Uzbekistanrank ahead of France, Germany, and Sweden infirms’ satisfaction with the efficiency of government.Most important, no indicators assess specific lawsand regulations regarding business activity or thepublic institutions that enforce them. So theseindicators provide insufficient detail to guidereform of the scope and efficiency of governmentregulation.The indicators in the present volume represent anew approach to measurement. The focus is ondomestic, primarily smaller, companies. The analysisis based on assessments of laws and regulations, withinput from and verification by local experts who dealwith practical situations of the type covered in thereport.

PrefaceThis methodology offers several advantages. It isbased on factual information concerning laws andregulations in force. It is transparent and easilyreplicable—allowing broad country coverage, annualupdates, and ready extension to new locations. Itcovers regulatory outcomes, such as the time and costof meeting regulatory requirements to register abusiness, as well as measures of actual regulations,such as an index of the rigidity of employment law orthe procedures to enforce a contract. It also investigatesthe efficiency of government institutions,including business registries, courts, and public creditregistries. Most important, the methodology buildson extensive and detailed information on regulations—informationdirectly relevant to identifyingspecific problems and designing reforms.The Doing Business series represents a collaborativeeffort. The Doing Business team works with leadingscholars in the development of indicators. This cooperationprovides academic rigor and links theory topractice. For this year’s report, Professor AndreiShleifer (Harvard University) served as adviser on allprojects. Professor Oliver Hart (Harvard University)advised on the bankruptcy project, and ProfessorFlorencio Lopez-de-Silanes (International Institute ofCorporate Governance, Yale School of Management)and Professor Rafael La Porta (Dartmouth) advisedon the business registration, contract enforcement,and labor projects.Each project involves a partnership with an associationof practitioners or an international company.For example, the contract enforcement project wasconducted with Lex Mundi, the largest internationalassociation of private law firms. The project on creditmarket institutions benefited from collaboration withthe law firm of Baker and McKenzie, the InternationalBar Association Committee on International FinancialLaw Reform, and Dun and Bradstreet. The bankruptcyproject was conducted with the help of the InsolvencyCommittee of the International Bar Association.The Doing Business project receives the invaluablecooperation of local partners—municipal officials,registrars, tax officers, labor lawyers and laborministry officials, credit registry managers, financiallawyers, incorporation lawyers in the case of businessstart-ups, bankruptcy lawyers, and judges. Only thosewith extensive professional knowledge andexperience provide data, and the indicators build onlocal knowledge.Once the analysis is completed, the results aresubject to a peer-review process in leading academicjournals. Simultaneously, the background research ispresented at conferences and seminars organized withprivate-sector partners. For example, preliminaryresults of the bankruptcy project were discussed withmembers of the International Bar Association at theassociation’s meetings in Dublin (Ireland), Durban(South Africa), Rome (Italy), and New York (UnitedStates). The data are posted on the web (http://rru.worldbank.org/doingbusiness), so anyone can checkand challenge their veracity. This continual process ofrefinement produces indicators that have been scrutinizedby the academic community, governmentofficials, and local professionals.What Does Doing Business Aim to Achieve?Two years ago, the World Bank Group outlined a newstrategy for tapping private initiative to reducepoverty. The Doing Business project aims to advancethe World Bank Group’s private sector developmentagenda:• Motivating reforms through country benchmarking.Around the world, international and localbenchmarking has proved to be a powerful forcefor mobilizing society to demand improved publicservices, enhanced political accountability, andbetter economic policy. Transparent scoring onmacroeconomic and social indicators has intensifiedthe desire for change—witness the impact of thehuman development index, developed by theUnited Nations’ Development Programme, ongetting countries to emphasize health andeducation in their development strategies. TheDoing Business data provide reformers withcomparisons on a different dimension: theregulatory environment for business.• Informing the design of reforms. The data analyzedin Doing Business highlight specifically what needsix

Doing Business in 2004xto be changed when reforms are designed, becausethe indicators are backed by an extensivedescription of regulations. Reformers can alsobenefit from reviewing the experience of countriesthat perform well according to the indicators.• Enriching international initiatives on developmenteffectiveness. Recognizing that aid works best in goodinstitutional environments, international donorsare moving toward more extensive monitoring ofaid effectiveness and performance-based funding.The U.S. government’s Millennium ChallengeAccount and the International DevelopmentAssociation’s performance-based funding allocationsare two examples. It is essential that such efforts bebased on good-quality data that can be influenceddirectly by policy reform. This is exactly whatDoing Business indicators provide.• Informing theory. Regulatory economics is largelytheoretical. By producing new indicators thatquantify various aspects of regulation, DoingBusiness facilitates tests of existing theories andcontributes to the empirical foundation for newtheoretical work on the relation between regulationand development.What to Expect NextThis report summarizes the results of the first year ofthe Doing Business project. The volume is only thefirst product of an ambitious study of the determinantsof private sector development. About adozen topics in the business environment will bedeveloped over three years. This year, five topics areanalyzed. They cover the fundamental aspects of afirm’s life cycle: starting a business, hiring and firingworkers, enforcing contracts, getting credit, and closinga business. Over the next two years, Doing Businesswill extend the coverage of topics. Doing Business in2005 will discuss three new topics—registeringproperty, dealing with government licenses andinspections, and protecting investors. Doing Businessin 2006 will study three other topics: paying taxes,trading across borders, and improving law and order.The indicators will be updated annually to providetime-series data on progress with reform. Currently theDoing Business project does not focus on the politicaleconomy of reform. As more data become available, theproject will include exploration of political economyissues and measurement of reform impact, as well asthe cross-section analysis that this report presents.The project will also create case studies of reform.It will document past experiences, the forces behindreform, and the features responsible for reforms’ultimate success or failure. This information will helppolicymakers design and manage reform.The impact of regulations is measured by theirrelationship to economic outcomes. Although dataon some outcomes such as income growth andemployment are readily available, data on others arenot. The Doing Business project has begun to addressthis gap by supporting work on the size of theinformal business sector and the determinants ofentrepreneurship. In future years, other economicoutcome variables will be analyzed.The new data and analysis deepen our understandingof productivity growth and the optimalscope for government in regulating business activity.Under the auspices of the Doing Business project, Dr.Leszek Balcerowicz (National Bank of Poland),Professor Bradford DeLong (University of Californiaat Berkeley), Hernando de Soto (Institute of Libertyand Democracy in Lima, Peru), and Professor AndreiShleifer (Harvard University) have been invited togive lectures on government regulation of business.In coming years other outstanding economic thinkerswill be invited to give lectures on Doing Business topics.Updated indicators and analysis of topics, as well asany revisions of or corrections to the printed data, areavailable on the Doing Business Web site: http://rru.worldbank.org/doingbusiness.

OverviewTeuku, an entrepreneur in Jakarta, wants to open atextile factory. He has customers lined up, importedmachinery, and a promising business plan. Teuku’sfirst encounter with the government is when registeringhis business. He gets the standard forms fromthe Ministry of Justice, and completes and notarizesthem. Teuku proves that he is a local resident anddoes not have a criminal record. He obtains a taxnumber, applies for a business license, and depositsthe minimum capital (three times national incomeper capita) in the bank. He then publishes the articlesof association in the official gazette, pays a stamp fee,registers at the ministry of justice, and waits 90 daysbefore filing for social security. One hundred sixtyeightdays after he commences the process, Teuku canlegally start operations. In the meantime, hiscustomers have contracted with another business.In Panama, another entrepreneur, Ina, registers herconstruction company in only 19 days. Business isbooming and Ina wants to hire someone for a twoyearappointment. But the employment law onlyallows fixed-term appointments for specific tasks,and even then requires a maximum term of one year.At the same time, one of her current workers oftenleaves early, with no excuse, and makes costlymistakes. To replace him, Ina needs to notify and getapproval from the union, and pay five months’severance pay. Ina rejects the more qualified applicantshe would like to hire and keeps the underperformingworker on staff.Ali, a trader in the United Arab Emirates, can hireand fire with ease. But one of his customers refuses topay for equipment delivered three months earlier. Ittakes 27 procedures and more than 550 days to resolvethe payment dispute in court. Almost all proceduresmust be made in writing, and require extensive legaljustification and the use of lawyers. After thisexperience, Ali decides to deal only with customers heknows well.Timnit, a young entrepreneur in Ethiopia, wants toexpand her successful consulting business by taking aloan. But she has no proof of good credit historybecause there are no credit information registries.Although her business has substantial assets inaccounts receivable, laws restrict her bank from usingthese as collateral. The bank knows it cannot recoverthe debt if Timnit defaults, because courts are inefficientand laws give creditors few powers. Credit isdenied. The business stays small.Having registered, hired workers, enforcedcontracts, and obtained credit, Avik, a businessman inIndia, cannot make a profit and goes out of business.Faced with a 10-year-long process of going throughbankruptcy, Avik absconds, leaving his workers, thebank, and the tax agency with nothing.Does cumbersome business regulation matter? Yes,and particularly for poor people. In much of Africa,Latin America, and the former Soviet Union, excessiveregulation stifles productive activity (figure 1). Andgovernment does not focus on what it should—defining and protecting property rights. These arethe regions where growth stagnates, few new jobs arecreated, and poverty has risen. In Africa, poverty rateshave increased in the last three decades, with morethan 40 percent of the population now living on lessthan one dollar a day. Two decades of macroeconomicreform in Latin America have not slowedthe rise in poverty. And in most former Sovietxi

Doing Business in 2004xiiFigure 1Cumbersome Regulation Is Associated with LowerProductivityLabor productivity, $1,000 per worker454035302520151050Less12 3 4MoreCountries ranked by procedures to start a business, quartilesSources: Doing Business database; World Development Indicators 2003.Figure 2Heavier Regulation Is Associated with Informality and CorruptionInformal economy, % income per capitaHighCorruptionLowLow1 2 3 4 51 2 3 4 5Low High Less MoreCountries ranked by employment-lawindex, quintilesCountries ranked by procedures to registera business, quintilesNote: The correlations shown in these figures control for income. Relationships are significant at the 1 percent level.HighSources: Doing Business database; Schneider 2002; Kaufmann, Kraay, and Mastruzzi 2003.countries, poverty increased in the decade prior tothe fall of communism, and even faster thereafter. In2003, the number of people earning less than adollar a day remains at 1.2 billion and the numberearning less than two dollars a day at 2.8 billion.“First, I would like to have work of any kind,” saysan 18-year-old Ecuadorian. The quotation is fromVoices of the Poor, a World Bank survey capturing theperspectives of poor people around the world. Peopleknow how to escape poverty. What they need is tofind a decent job. Studies using household surveydata confirm this—the vast majority of people whoescape from poverty do so by taking up new employmentopportunities.Not any job will lead out of poverty. If it weresimply a matter of creating jobs, having the stateemploy everyone would do the trick. This has beentried in some parts of the world, notably in communistregimes. What is needed is to create productivejobs and new businesses that create wealth. Forthis, companies need to adjust to new market conditionsand seize opportunities for growth. But alltoo frequently this flexibility is taken away by cumbersomeregulation. Productive businesses thrivewhere government focuses on the definition andprotection of property rights. But where the governmentregulates every aspect of business activityheavily, businesses operate in the informal economy.Regulatory intervention isparticularly damaging incountries where its enforcementis subject to abuseand corruption (figure 2).To document the regulationof business and investigatethe effect of regulationon such economic outcomesas productivity, unemployment,growth, poverty, andinformality, the Doing Businessteam collected and analyzeddata on five topics—startinga business, hiring and firingworkers, enforcing a contract,getting credit, andclosing a business. The efficiency of the enforcementinstitutions—commercial registries; municipaloffices; tax, fire-and-safety, and labor inspectorates;credit and collateral registries; and courts—has alsobeen assessed.Doing Business starts by asking five questions. Arethere significant differences in business regulation acrosscountries? If so, what explains these differences?What types of regulation lead to improved economicand social outcomes? What are the most successful

Overviewregulatory models? And, more generally, what is thescope for government in facilitating business activity?As the coverage of topics expands in future editions ofDoing Business, these questions will be furtherexplored. The analysis in this year’s report yieldssome preliminary answers.Poor Countries Regulate Business the MostIt takes 2 days to start a business in Australia, but 203days in Haiti and 215 days in the DemocraticRepublic of Congo. There are no monetary costs tostart a new business in Denmark, but it costs morethan 5 times income per capita in Cambodia and over13 times in Sierra Leone. Hong Kong (China),Singapore, Thailand, and more than three dozenother economies require no minimum capital fromstart-ups. In contrast, in Syria the capital requirementis equivalent to 56 times income per capita, inEthiopia and Yemen, 17 times, in Mali, 6 times.Businesses in the Czech Republic and Denmark canhire workers on part-time or fixed-term contracts forany job, without specifying maximum duration ofthe contract. Part-time work, exempt from someregulations, is less costly toterminate than full-timeemployment. In contrast,employment laws in ElSalvador allow fixed-termcontracts only for specificjobs, and set their duration tobe at most one year. Part-timeworkers receive the benefits offull-time workers, and aresubject to the same regulationon procedures for dismissal.A simple commercialcontract is enforced in 7 daysin Tunisia and 39 days in theNetherlands, but takes almost1,500 days in Guatemala. Thecost of enforcement is lessthan 1 percent of the disputedamount in Austria, Canada,and the United Kingdom,Figure 3Poor Countries Regulate Business the MostMoreregulationLessregulation661130Low-income53but more than 100 percent in Burkina Faso, theDominican Republic, Indonesia, the Kyrgyz Republic,Madagascar, Malawi, and the Philippines.Credit bureaus contain credit histories on almostevery adult in New Zealand, Norway, and the UnitedStates. But the credit registries in Cameroon, Ghana,Pakistan, Nigeria, and Serbia and Montenegro havecredit histories for less than 1 percent of adults. In theUnited Kingdom, laws on collateral and bankruptcygive creditors strong powers to recover their money ifa debtor defaults. In Colombia, the Republic ofCongo, Mexico, Oman, and Tunisia, a creditor has nosuch rights.It takes less than six months to go throughbankruptcy proceedings in Ireland and Japan, butmore than 10 years in Brazil and India. It costs lessthan 1 percent of the value of the estate to resolveinsolvency in Finland, the Netherlands, Norway, andSingapore—and nearly half the estate value in Chad,Panama, Macedonia, Venezuela, Serbia and Montenegro,and Sierra Leone.Regulation in poor countries is more cumbersomein all aspects of business activity (figure 3). Across allfive sets of indicators, Bolivia, Burkina Faso, Chad,High-incomeNote: The indicators for high-income countries are used as benchmarks. The average value of the indicator is shownabove each column.Source: Doing Business database.6312275556 102753Lower-middleincomeUpper-middleincomeCourt-powers-inbankruptcyindexEntry proceduresContract proceduresEmployment-laws index437 18 43xiii

Doing Business in 2004xivCosta Rica, Guatemala, Mali, Mozambique, Paraguay,the Philippines, and Venezuela regulate the most.Australia, Canada, Denmark, Hong Kong (China),Jamaica, the Netherlands, New Zealand, Singapore,Sweden, and the United Kingdom regulate the least.There are exceptions. Among the least regulatedeconomies, Jamaica has aggressively adopted bestpracticeregulation over the last two decades.Contract enforcement, for example, has beenimproved in line with the latest reforms in the UnitedKingdom, and bankruptcy law has been revisedfollowing the Australian reforms of 1992.Another important variable in explaining differentlevels of regulatory intervention is legal origin.Together, income and legal origin account for morethan 60 percent of the variation in regulation. Whilecountry wealth has long been recognized as adeterminant of the quality of institutions (forexample, in the writings of Nobel laureate DouglassNorth), the importance of legal origin has onlyrecently been investigated. The regulatory regimes ofmost developing countries are not indigenous—theyare shaped by their colonial heritage. When theEnglish, French, Spaniards, Dutch, Germans, andPortuguese colonized much of the world, theybrought with them their laws and institutions. Afterindependence, many countries revised legislation,but in only a few cases have they strayed far from theoriginal. These channels of transplantation bringabout systematic variations in regulation that are nota consequence of either domestic political choice orthe pressures toward regulatory efficiency. Commonlaw countries regulate the least. Countries in theFrench civil law tradition the most.However, heritage is not destiny. Tunisia, forexample, is among the least regulated and mostefficient countries in the area of contract enforcement.Uruguay is among the least regulated economies in thehiring and firing of workers. In contrast, Sierra Leone,a common law country, heavily regulates businessentry. India, another common law country, has one ofthe more regulated labor markets and most inefficientinsolvency systems.Heavier Regulation Brings Bad OutcomesHeavier regulation is generally associated with moreinefficiency in public institutions— longer delays andhigher cost (figure 4)—and more unemployedpeople, corruption, less productivity and investment,but not with better quality of private or public goods.The countries that regulate the most—poorFigure 4More Regulation Is Associated with Higher Costs and DelaysCost, % income per capita160120Time to go through insolvency, years3.5803.04004 or less5 to 67 to 89 to 1011 to 1314 to 16Number of procedures to start a business16 or more2.5Score 0 Score 33 Score 67 Score 100LessMoreCourt-powers index in insolvencyNote: The correlations shown in these figures are significant at the 10 percent level.Source: Doing Business database.

OverviewFigure 5More Rigid Employment Regulation Is Associatedwith Higher Female UnemploymentFemale unemployment, %40353025201510500 20 40 60 80 100Employment-law indexNote: The correlation shown in this figure remains statistically significant whencontrolling for income.Sources: Doing Business database; World Development Indicators 2003.countries—have the least enforcement capacity andthe fewest checks and balances in government toensure that regulatory discretion is not used to abusebusinesses and extract bribes.Excessive regulation has a perverse effect on the verypeople it is meant to protect. The rich and connectedmay be able to avoid cumbersome rules, or even beprotected by them. Others are the hardest hit. Forexample, rigid employment laws are associatedespecially strongly with fewer job opportunities forwomen (figure 5). And fewer regulatory restrictions onsharing credit information benefits small firms’ accessto finance the most. Heavy regulation also encouragesentrepreneurs to operate in the informal economy. InBolivia, one of the most heavily regulated economies inthe world, an estimated 82 percent of business activitytakes place in the informal sector. There, workers enjoyno social benefits and cannot use pension plans andschool funds for their children. Businesses do not paytaxes, reducing the resources for the delivery of basicinfrastructure. There is no quality control for products.And entrepreneurs, fearful of inspectors and the police,keep operations below efficient production size.Critics argue that in developing countries regulationis rarely enforced and plays no role in theconduct of everyday business. Our analysis suggestsotherwise. And if it is the case that regulation isirrelevant in poor countries, why not just remove it? Adoctor can be hired in place of every governmentofficial regulating business activity or compliance withemployment laws. A textbook can be printed in placeof every batch of paperwork required for this or thatlicense for running a business.Good regulation does not mean zero regulation. Inall countries, the government is involved in variousaspects of control of business. The optimal level ofregulation is not none, but may be less than what iscurrently found in most countries, and especiallypoor ones. For business entry, two procedures—registering for statistical purposes, and for tax andsocial security—are necessary to fulfill the socialfunctions of the process. Australia limits entry proceduresto these two. Sweden has three, including registrationwith the labor office. New Zealand, the leastregulated economy in the world, has 19 procedures toenforce a contract. For employment regulation,Denmark regulates the work week to 37 hours, thepremium for overtime pay to 50 percent, the minimumannual paid leave to 27 days, and the severance pay ofa worker with 20 or more years of experience to 10months’ wages. It also regulates other aspects ofhiring and firing, and the conditions of employment.No one thinks that Danish workers are discriminatedagainst. Yet Denmark is among the countries with themost flexible employment regulation. The Danishexample is also an illustration of the differencebetween rigidity of regulation and social protection.Cumbersome regulation is often an inappropriatetool for protecting weak groups in society.Instead of spending resources on more regulation,governments are better off defining the propertyrights of their citizens and protecting them againstinjury from other citizens and from the state. In DoingBusiness, two examples of such rights are creditorrights—the legal rights of lenders to recover theirinvestment if the borrower defaults—and theefficiency of enforcing property rights through thecourts. Countries that protect such rights—richxv

Doing Business in 2004xvicountries like New Zealand and the United Kingdom,and poor countries like Botswana, Thailand, andSouth Africa—achieve better economic and socialoutcomes. In credit markets, assuring lenders of fairreturns on investment increases the depth of creditmarkets and the productivity of investment, even aftercontrolling for income, income growth, inflation, andcontract enforcement. Such assurance also increasesaccess to these markets, since lenders are willing toextend credit beyond large and connected firms if theyknow that their rights to recover loans are secure.One Size Can Fit All—in the Manner of BusinessRegulationMany times what works in developed countries workswell in developing countries, too, defying the oftenusedsaying, “one size doesn’t fit all.” In entry regulations,reducing the number of procedures to onlythose truly necessary—statistical registration, and taxand social security registration—and using the latesttechnology to make the registration process electronic,have produced excellent results in Canada andSingapore, Latvia and Mexico—but also in Honduras,Vietnam, Moldova, and Pakistan. Similarly, designingcredit information registries has democratized creditmarkets in Belgium and Taiwan (China), but also inMozambique, Namibia, Nepal, Nicaragua, and Poland.Countries like Australia, Denmark, the Netherlands,and Sweden present best practices in business regulation,meaning regulation that fulfills the task ofessential controls of business without imposing anunnecessary burden. In these countries, high levels ofhuman capital in the public administration, and theuse of modern technology, minimize the regulatoryburden on businesses. And where private markets arefunctioning, competition is a substitute for regulation.By combining simple regulation with good definitionand protection of property rights, they achieve whatmany others strive to do: having government regulatorsserve as public servants, not public masters.Aside from how much and what they regulate,good practice countries share common elements inhow they regulate. For example, countries with theleast time to register a business, such as Canada, havesingle registration forms accessible over the Internet.Countries that take the least time to enforce a collateralagreement, Germany, Thailand, and the UnitedStates, for example, allow out-of-court enforcement.The design of regulation determines the efficiency ofeconomic and social outcomes.Good practice is not limited to rich countries orcountries where comprehensive regulatory reform hastaken place. In many instances, reform in some areasof business regulation has been successful. Tunisia hasone of the best contract enforcement systems in theworld. Latvia is among the most efficient countries inentry regulation. In 2002, Pakistan electronicallyconnected all tax offices in the country, and streamlinedbusiness registration. As a result, the time to start abusiness was reduced from 53 to 22 days. The SlovakRepublic recently implemented best-practice laws oncollateral. Vietnam revised its Enterprise Law in 1999to enhance growth in private business activity.Such partial reforms may lead to a virtuous cyclewhere the success of one reform emboldens policymakersto pursue further reforms. The Russian Federationsimplified business entry in the past year,reducing the number of procedures from 19 to 12, andthe associated time from 51 days to 29 days (figure 6).The reforms led to the creation of a large number of newprivate businesses, which in turn became the constituencyfor improvements in other regulatorypractices. Employment law has since been revised,resulting in more flexibility in hiring and firing workers.But reform options are not always the same acrossrich and poor countries. There are cases where goodpractices in developed countries are difficult totransplant to poor countries. Bankruptcy is oneexample where the establishment of a sophisticatedbankruptcy regime in a developing country generallyresults in inefficiency and even corruption. Bothlenders and businesses suffer. In such instances,developing countries could simplify the models usedin rich countries to make them workable with lesscapacity and fewer resources. In the poorest countries,it is better not to develop a sophisticated bankruptcysystem and to rely instead on existing contractenforcementmechanisms or negotiations betweenprivate parties. Similarly, specialized commercial courts

OverviewFigure 6Starting a Business in Russia, before and after ReformsCostPercentage of income per capita20026 4ProceduresTimeDays8 2 0 0 10 20 30 40 50Source: Doing Business database.1. Check name for uniqueness2. Obtain proof of funds3. Pay registration fee and duty4. Obtain approval of draft seal5. Obtain certificatefrom local registration chamber6. Prepare seal, obtaindeclaration of seal preparation7. Notarize bank card8. Register with StateCommittee on Statistics9. Register withtax inspectorate10. Register with medical fund11. Register withsocial insurance12. Register with pension fund13. Open companybank account14. Obtain tax ID15. Obtain registrationcertificate16. File with pension fund17. File with medical fund18. File with statistics committee19. File with social security fund2003Procedures1. Check name for uniqueness2. Obtain proof of funds3. Register with State TaxInspectorate4. Register with StateCommittee on Statistics5. Obtain approval of draft seal6. Register seal with localregistration chamber7. Register with pension fund8. Register with social insurance9. Register with medical fund10. Open companybank account11. Notarize bank card12. Obtain tax IDwork best in countries withmore resources and administrativecapacity. Poor countriescan implement reformswith the same principle—specialization—but with specializedjudges or specializedsections within general jurisdictioncourts.Reform PracticeRegulatory reform has beencontinuous in most developedcountries, improvingthe environment for doingbusiness.• Australia has built in regulatoryreform by including“sunset” provisions in newregulations, with theregulation automaticallyexpiring after a certainperiod unless renewed byParliament. Also, theOffice of Regulation Reviewvets each proposed regulationusing a “minimumnecessary regulation” principle.In 1996, the officewas charged with cuttingthe regulatory burden onsmall businesses in half,with annual reviews ofprogress achieved.• Denmark revised itsbusiness entry regulationin 1996 by removingseveral procedures, makingthe process electronic,and eliminating all fees.Since then, a cost-benefitanalysis of proposed newregulation is conducted,xvii

Doing Business in 2004xviiiresulting in two of every five proposed regulationsbeing shelved.• In the Netherlands, much of the work on reducingadministrative costs is done by an independentagency, ACTAL (Advisory Committee on the Testingof Administrative Burdens). Established in 2000,ACTAL has only nine staff members and isempowered to advise on all proposed laws andregulations. To date, simplification of administrativeprocedures has been achieved in the areas ofcorporate taxation, social security, environmentalregulation, and statistical requirements. The estimatedsavings are US$600 million from streamlining thetax requirements alone.• Sweden has a “guillotine” approach for regulatoryreform, in which hundreds of obsolete regulationsare cancelled after the government periodicallyrequires regulatory agencies to register all essentialregulations.But there has been much less reform in developingcountries, with the result that businesses aresometimes burdened by outdated regulation. Forexample, the company law regulating business entrydates back to 1884 in the Dominican Republic, to1901 in Angola, and to 1916 in Burkina Faso. ButOECD countries have all revised their laws in the lasttwo decades. Similarly, employment regulation inAfrica often dates to colonial times or was revised justafter independence. On average, it is over threedecades old. This is evidence against the “reformfatigue” in developing countries, often attributed tothe work of international aid agencies.With laws to meet the needs of business developeddecades or even a century earlier, it is hardly surprisingthat those laws often impose unnecessaryburdens on business today. But this is also groundsfor optimism: outdated regulation is often the resultof inertia or a lack of capacity to reform, not ofentrenched business or government interests.There are many reforms where the regulatory burdenon business can be reduced, while the government canredirect much-needed resources toward the tasks thatreally count—such as providing basic social services.Indeed, some countries have recently modernizedmany aspects of their business regulation, includingJamaica, the Republic of Korea, and Thailand. There isno reason why others should not follow. The benefitscan be enormous. So are the costs of not reforming.Of course, reforms are not always easy. There are alsoinstances where powerful lobbies prevent or reverseregulatory reform. In 1996, the Peruvian governmenttried to reduce mandatory severance payments by 50percent. The uproar with unions made the governmentwithdraw the proposal quickly. Instead, severancepayments were increased. The German government, inMay 2003, proposed far-reaching reforms aimed atmaking labor markets more flexible. Such proposalshave previously been withdrawn after threats of workerstrikes. Another ill-fated reform comes from Croatia,where the private notaries’ profession has for yearsundermined the government’s efforts to simplifybusiness entry procedures and collateral enforcement.Simplification would mean more competition and aloss of profits for the private notaries. Although DoingBusiness does not address political economy of reform,the report gives other examples of reforms gone awrydue to opposing interests.The analysis presented in this report suggests specificpolicy reforms (table 1) that illustrate two main themes:first, that poor countries have the furthest to go, andsecond, that when it comes to the manner of regulation,one size often fits all (in many cases there really is onebest practice). The list of reform examples is stillincomplete. Future reports aim to enlarge it.In business entry, reforms that are easy toimplement include the adoption of better informationand intragovernment communications technology—to inform prospective entrepreneurs and to serve asa virtual one-stop shop for business registration.The introduction of a single registration form andsilent consent in approving registration have hadenormous success. Reducing the number of proceduresto statistical and tax registration andabolishing the minimum capital requirementlighten the burden on entrepreneurs and have beenassociated with the creation of larger numbers ofnew businesses. Other reforms that require legislativechange include introducing a generalobjectsclause in the articles of incorporation and

OverviewTable 1Examples of Good Reform PracticesPrinciples of RegulationSome ExamplesStarting a Business• Registration is an administrative, not judicial, process • China, United States• Use of single business identification number • Denmark, Turkey• Electronic application made possible • Latvia, Sweden, Singapore• Statistical and tax registration sufficient to start operations • Australia, Canada, New Zealand• No minimum capital requirement • Chile, Ireland, JamaicaHiring and Firing Workers• Contracts “at will” between employers and employees • Denmark, Ireland, Singapore• No limits on fixed-term contracts • Australia, Denmark, Israel• Apprentice wages for young workers • Chile, Colombia, Poland• Shift work between slow and peak periods • Hungary, PolandEnforcing a Contract• Judiciary has a system for tracking cases • Slovak Republic, Singapore• Summary procedure in the general court • Botswana, New Zealand, Netherlands• Simplified procedure in commercial courts • Australia, Ireland, Papua New Guinea• Attorney representation not mandatory • Lebanon, TunisiaGetting Credit• Strong creditor protection in collateral and bankruptcy laws • New Zealand, United Kingdom• No restrictions on assets that may be used as collateral • Slovak Republic, Hong Kong (China)• Out of court or summary judgments for enforcing collateral • Germany, Malaysia, Moldova• Regulations provide incentives for sharing and proper use of credit information • Belgium, Singapore, United StatesClosing a Business• Limited court powers • Australia, Finland, United Kingdom• Bankruptcy administrator files report with creditors • Botswana, Germany, Hungary• Continued education for bankruptcy administrators • Argentina, France, NetherlandsxixFigure 7Courts and Notaries Are Bottlenecks to Business Start-UpWithout notary38With notary53Time, daysNote: Bars shown in these figures represent median values for countries with and without notary involvement inbusiness registration. Differences in medians are statistically significant at the 1 percent level for the time measuresbut significant only at the 13 percent level for the cost measure.Source: Doing Business database.With notary26Without notary19Cost, % of income per capitaWithout court40With court56Time, daysremoving notarial authorizations and court usefrom the registration process (figure 7). Suchreforms may be difficult to implement, as politicalWith court32Without court23will in government and theprivate sector may waver,but they have beneficial effectsbeyond business entry.In employment regulation,five types of reform ease theburden on businesses andprovide better job opportunitiesfor the poor.• First, in most developingcountries a general reformtoward reduction of thescope of employment regulationhas yielded positiveresults. The deregulationexperience in Latin America (Chile, Colombia,Guyana, and Uruguay) as well as in transitioneconomies (Estonia) provides many lessons.Cost, % of income per capita

Doing Business in 2004xx• Second, many OECD countries have focused onintroducing flexible part-time and fixed-termcontracts. These contracts bring groups that areless likely to find jobs (women and youths) into thelabor market. Germany has raised the duration offixed-term contracts to eight years, while Polanddoes not mandate any duration limit.• Third, several countries have either reduced theminimum wage (Colombia) or lowered theminimum wage limit for new entrants (Chile).• Fourth, some countries (Hungary) have made itpossible for employers to shift work time betweenperiods of slow demand and peak periods, withoutthe need for overtime payment.• Fifth, other countries have focused on easingregulation on firing. The most far-reaching reformwas recently implemented in Serbia and Montenegro,where the severance payment for a worker with 20years’ tenure was reduced from 36 months to 4months.In contract enforcement, establishing informationsystems on caseload and judicial statistics has had alarge payoff. Judiciaries that have established suchsystems, as in the Slovak Republic, can identify theirprimary users and the biggest bottlenecks. Simplifyingprocedures is also often warranted. Forexample, summary debt collection proceedings of thetype recently established in Mexico alleviate court congestionby reducing procedural complexity. Whendefault judgments—automatic judgments if thedefendant does not appear in court—are introduced aswell, delays are cut significantly.The structure of the judiciary can also be modified toallow for small claims and specialized commercialcourts. Several countries that have small claims courts(Japan, New Zealand, the United Kingdom) haverecently increased the maximum claim eligible forhearing at the court. However, the manner of regulationof the judicial process in developing countries mayneed to be different. Where the judiciary is still in itsearly stages of development, as in Angola, Mozambique,or Nepal, specialized courts may be premature. There,reformers can establish a specialized section dealingFigure 8Credit Bureaus Are Associated with More CreditPrivate credit, % GDPMoreLess1 2 3 4 5MoreCountries ranked by credit information sharing, quintilesNote: The correlation between private credit to GDP and private credit bureausshown in this figure controls for national income, income growth, inflation, rule-oflawindex, creditor-rights index, the presence of a public registry, and legal origin.The relationship is statistically significant at the 5 percent level.Source: Doing Business database.with commercial cases within the general court or trainspecialized judges.Simplification of judicial procedures is associatedwith less time and cost. For example, in somecountries, such as Argentina, Bolivia, Morocco, andSpain, businesses are obliged to hire lawyers whenresolving commercial disputes. This increases the costof enforcing contracts, sometimes unnecessarily. Inmany instances, the manager may simply present to thejudge proof of delivery of goods and require payment.Establishing appropriate regulation and incentivesto facilitate private credit bureaus is an essential startto encouraging access to credit (figure 8). In somecases—especially in poor countries where commercialincentives for private bureaus are low—setting up public credit registries has helped remedythe lack of private information sharing, albeit secondbest to an effective private bureau. The design ofcredit information regulations influences the impactof bureaus: broader coverage of borrowers and goodregulations on collection, distribution, and quality ofinformation (including privacy and data protection)are associated with better functioning credit markets.

OverviewLegal creditor protections can be improved byreforming collateral law: introducing out of court orsummary enforcement proceedings, eliminatingrestrictions on which assets may be used as securityfor loans, and improving the clarity of creditors’liens through collateral registries and clear laws onwho has priority in a disputed claim to collateral.Stronger powers for creditors to recover their claimsin insolvency are associated with more access tocredit.Three areas of bankruptcy reform give the mostpromise. The first is choosing the appropriateinsolvency law given a country’s income and institutionalcapacity. Ill-functioning judiciaries are betteroff without pouring resources into sophisticatedbankruptcy systems. There is a general misperceptionthat bankruptcy laws are needed to enforce creditorrights. In practice, they often add to legal uncertaintyand delays in developing countries. Private negotiationsof debt restructuring under contract andsecured transactions law and the introduction ofsummary judgments, like those for simple contractenforcement, will do. The second is increasing theinvolvement of stakeholders in the insolvency processrather than relying on the court for making businessdecisions. The third is training judges and bankruptcyadministrators in insolvency law and practiceOf course, for governments to undertake reformthere needs to be a strong constituency interested inchange, so that inertia and the lobbying of entrenchedpolitical or business groups can be overcome. Bybringing evidence to the debate, Doing Businessmotivates the need for change and informs the designof new regulations and institutions.xxi

1Building New Indicatorsof Business RegulationIn 1664, William Petty, an adviser to Cromwell’s governmentand to Charles II after the Restoration,compiled the first known national accounts. Hemade four entries. On the expense side, “food,housing, clothes and all other necessaries” wereestimated at £40 million. National income was splitinto £8 million from land, £7 million from otherpersonal estates, and £25 million from labor income. 1In later centuries, estimates of country income,expenditure, and material inputs and outputs becamemore abundant. However, it was not until the 1940sthat a systematic framework was developed formeasuring national income and expenditure, underthe direction of John Maynard Keynes. 2 It is hard tounderestimate the impact of this new methodology.Complicated transactions data were simplified intoan aggregate overview of the economy. Economic performanceand structure could be assessed with greaterprecision than ever before. As the methodology becamean international standard, comparisons of countries’financial positions became possible.Today the macroeconomic indicators in nationalaccounts are standard in every country. Records ofoverall wealth, production, consumption, wages,trade, and investment across countries are taken forgranted. Empirical studies of those data have shedlight on new theories of macroeconomic development.But systems for measuring the microeconomic andinstitutional factors that explain the aggregates arestill nascent.Doing Business addresses the gap by constructing newsets of indicators on the regulatory environment forprivate sector development. The indicators coverbusiness entry, employment regulation, contractenforcement, creditor rights, credit information sharingsystems, and bankruptcy. This is only the beginning ofa large agenda of building similar indicators of businesslicenses, property registries, corporate governance,trade infrastructure, law enforcement, and tax policy.More than a dozen organizations already produceand periodically update indicators on country risk,economic freedom, and international competitiveness;surveys of firms are now common. New methods arebeing applied to aggregate indicators, to produceuseful gauges of general economic and policy conditions.Surprisingly, none assess the specific laws andregulations that enhance or hinder business activity.Nor do they evaluate the public institutions—courts,credit registries, the company register—that supportit. Reformers are left in the dark.The two types of indicators in Doing Business focuson government regulation and its effect on businesses—especially on small and medium-size domesticbusinesses (which make up the majority of firms,investment, and employment in developing countries).First are measures of actual regulation––such as thenumber of procedures to register a business or an indexof employment law rigidity. Second are measures ofregulatory outcomes, such as the time and cost toregister a business, enforce a contract, or go throughbankruptcy.Based on readings of laws and regulations, withverification and input from local government officials,lawyers, business consultants, and other professionalsadministering or advising on legal and regulatoryrequirements, this methodology has several advantages.It uses factual information and allows multiple interactionswith local respondents, ensuring accuracy by1

Doing Business in 20042Figure 1.1Costs of Business Entry in Ethiopia400Percentage of income per capita Procedure300 200 100 0Source: Doing Business database.1. Check company name2. Sign documentsbefore a notary3. Deposit documents4. Pay stamp duty5. File with the regionalTrade Office6. Publish a public notice7. Make a company seal8. Register with InlandRevenue Authorityclarifying possible misinterpretations of questions. Itis inexpensive, so the data can be collected in a largesample of countries. And because the same standardassumptions are applied in data collection, which istransparent and easily replicable, comparisons andbenchmarks are valid across countries.Most important, the analysis has direct relevance forpolicy reform, which it facilitates in three ways. First,the analysis reveals the relationship between indicatorsand economic and social outcomes, allowing policymakersto see how particular laws and regulations areassociated with poverty, corruption, employment,access to credit, the size of the informal economy, andthe entry of new firms. Putting higher administrativeburdens on entrepreneurs diminishes businessactivity—but it also creates more corruption and alarger informal economy, with fewer jobs for the poor.Second, beyond highlighting the areas for policyreform, the analysis provides guidance on the designof reforms. The data offer a wealth of detail on thespecific regulations and institutions that enhance orhinder business activity, the biggest bottlenecks causingbureaucratic delay, and the cost of complying withregulation. A library of current laws, also specifying theregulatory reforms under way, support each indicatorset. Governments can thus identify, after reviewingtheir country’s Doing Business indicators, where theylag behind and will know what to reform.For example, in January 2003, Ethiopia was one ofthe most expensive countries in which to start a newbusiness. The breakdown of the business entry processshows that the cost of entry—more than four timesgross national income per capita—is driven mainlyby the requirement to publish an official notice in thenewspapers (figure 1.1). If the government eliminatesthe publication fee, the cost plummets to about 50percent of income per capita, placing Ethiopia belowthe average in the sample of more than 130 countries.(In June 2003, the Ethiopian government reduced thecost of publishing the notice by 30 percent.)Another example of how the indicators shed lighton policy reforms is the time it takes to enforce acontract in court. Countries that have specializedcommercial judges or specialized commercial courtstend to have faster dispute resolution. In countrieswhere commercial sections in general courts or commercialcourts were recently established, as in Portugaland Tanzania, the time to recover a debt has been significantlyreduced. A reformer can infer that specializationimproves efficiency.Finally, analyses across sets of indicators build theagenda for comprehensive regulatory reform. Forexample, examination of both entry and labor regulationreveals that a venue to challenge inefficient,unfair, or corrupt regulatory practices is needed. Anombudsman’s office or administrative courts incountries with well-functioning public administration,or statutory time limits and a “silence isconsent” rule in countries with less administrativecapacity would improve entry and labor regulation.Doing Business MethodologyFeatures and AssumptionsThe methodology followed for each of the topics inDoing Business has six standard features:1. The team, with academic advisers, collects andanalyzes the laws and regulations in force.2. The analysis yields an assessment instrument orquestionnaire that is designed for local professionals

Building New Indicators of Business Regulationexperienced in their fields, such as incorporationlawyers and consultants for business entry orlitigation lawyers and judges for contractenforcement.3. The questionnaire is structured around ahypothetical case to ensure comparability acrosscountries and over time.4. The local experts engage in several rounds ofinteraction—typically four—with the DoingBusiness team.5. The preliminary results are presented to bothacademics and practitioners, prior to refinementsin the questionnaire and further rounds of datacollection.6. The data are subjected to numerous tests forrobustness, which frequently lead to revisions orexpansions of the collected information. Forexample, following collection and analysis of dataon business entry regulation, incorporation lawyersin several countries suggested that the minimumcapital requirement be included, because itsometimes constitutes a very large start-up cost.The requirement was included in a follow-upquestionnaire. (For another example, the contractenforcement project collected and analyzed data onthe recovery of debt in the amount of 50 percent ofincome per capita, as well as on two other cases—the eviction of nonpaying tenants and the recoveryof a smaller debt claim [5 percent of income percapita], which served as robustness checks). 3The result is a set of indicators whose constructionis easy to replicate. And extending the dataset to obtainother benchmarks is straightforward. For example,Doing Business studies a certain type of business—usually a domestic limited-liability company. Analystscan follow the methodology and construct the samemeasures as benchmarks for sole proprietorships andforeign companies.The methodology of one project—business entryregulation—is presented in detail below as an illustrationof the general approach used in DoingBusiness, before the methodology for the other foursets of indicators is summarized. The data for all setsof indicators are for January 2003.Starting a business. The project on starting abusiness records all procedures officially required foran entrepreneur to operate an industrial or commercialbusiness legally. They include obtaining necessarypermits and licenses—and completing the requiredinscriptions, verifications, and notifications—to startoperation. 4 The questionnaire calculates the costand time of fulfilling each procedure under normalcircumstances, as well as the minimum capital requirementsto operate. The assumption is that suchinformation is readily available to the entrepreneurand that all government and nongovernmententities in the process function efficiently andwithout corruption.To make the business comparable across countries,10 assumptions are employed. The business• is a limited-liability company (If there is more thanone type of limited-liability company in thecountry, the type most popular among domesticfirms is chosen.);• operates in the country’s most populous city;• is 100 percent domestically owned and has fivefounders, none of whom is a legal entity;• has start-up capital of 10 times income per capita,paid in cash;• performs general industrial or commercial activities,such as the production and sale of products orservices to the public;• leases the commercial plant and offices;• does not qualify for investment incentives or anyspecial benefits;• has up to 50 employees one month after the start ofoperations, all of them nationals;• has turnover of at least 100 times income percapita; and• has a company deed 10 pages long.Obviously, the assumptions enhance comparabilityat the expense of generality. For example, inmany countries, both business regulation and itsenforcement are different across different locationswithin a country. Doing Business covers businesses inthe largest city. However, one also must be mindfulthat in many developing countries, inflation data—3

Building New Indicators of Business RegulationFigure 1.2Starting a Business in BoliviaCostPercentage of income per capitaTimeDays160 120 80 40 0 Procedure 0 20 40 60Source: Doing Business database.1. Check uniquenessof name2. Have attorney prepare deedand application3. Notarize articlesof incorporation4. Publish deed5. Prepare Opening Statementof Accounts (OSA)6. Seal the OSA7. Get unified taxregistration card8. Have lawyer requestcommercial registration9. Get evidence of depositof capital10. Obtain business license11. Register deedat Registro Commercial12. Register at Chamberof Commerce13. Register at CajaNacional de Salud14. Get evidence of depositof payroll15. Register at INFOCAL16. Register at the Ministryof Labor17. Register with pensionsystem, Futuro18. Register with pensionsystem, Previsionobtain a company registration number, as specified inthe company law or commercial code.The data collection results in a file that describes thesequence of procedures—and their time and cost—tostart legal operation. Consider the data for Bolivia(figure 1.2). The data represent a good-case scenariobecause the assumptions necessary to standardizeresponses across countries remove many possible bottlenecks,such as the entrepreneur’s not having correctinformation about where to go and what documentsto submit.In practice, entrepreneurs may avoid some legallyrequired procedures altogether—say, by not registeringfor social security or not registering with thechamber of commerce—or they can pay a facilitatorfor assistance. In both cases, the time would bereduced. So the Doing Business time indicator maybe either smaller or largerthan the average start-uptime documented in enterprisesurveys. For example,Mozambique’s average startuptime in the January 2003Doing Business data was 153days, but a survey of recentlystarted businesses reported138 days on average in July2002. Doing Business reported88 days in India in January2003, but an enterprisesurvey conducted in 2002reported 90 days. 6Other TopicsHiring and firing. The indicatorsfor employment regulationare based on adetailed study of employmentlaws. Data are alsogathered on the specific constitutionalprovisions relatedto labor. In most cases, boththe actual laws and a secondarysource are used toensure accuracy. Conflictinganswers are checked in twoadditional sources, including a local legal treatise onemployment regulation. Legal advice from leadinglocal law firms is solicited to confirm accuracy in allcases.To make the data comparable across countries,several assumptions about the worker and thecompany are applied. The worker is a nonexecutive,full-time employee who has worked in the samecompany for 20 years, has a nonworking wife and twochildren, and is not a member of a labor union(unless membership is mandatory). The business, alimited-liability manufacturing company that operatesin the country’s most populous city, is 100 percentdomestically owned and has 201 employees.Three indices of the regulation of labor marketsare constructed by examining detailed provisions in5

Doing Business in 20046the employment laws—flexibility-of-hiring index,conditions-of-employment index, and flexibilityof-firingindex, with values between 0 and 100,where a higher value means more regulation. Anemployment-regulation index averages the values ofthe three indices. 7Enforcing contracts. The indicators on contractenforcement are also constructed by assuming a hypotheticalcase—a payment dispute of 50 percent ofincome per capita in the country’s most populous city.The data track the procedures to recover debt throughthe courts. The plaintiff has fully complied with thecontract (and is thus 100 percent in the right) and filesa lawsuit to recover the debt. The debtor attempts todelay and opposes the complaint. The judge decidesevery motion for the plaintiff. There are no appeals orpostjudgment motions.The data come from readings of the codes of civilprocedures and other court regulations, as well asfrom administering surveys to local litigationattorneys. Most of the respondents are members of theLex Mundi association of law firms. At least two associationlawyers in each country participated in thesurvey. The questionnaires were designed with thehelp of scholars from Harvard and Yale universitiesand with the advice of practicing attorneys. 8On the basis of questionnaire responses, fourindicators of the efficiency of commercial contractenforcement are developed:1. the number of procedures, mandated by law orcourt regulation, that demand interaction betweenthe parties or between them and the judge or acourt officer;2. the time needed for dispute resolution in calendardays, counted from the moment the plaintiff filesthe lawsuit in court until the moment of settlementor, when appropriate, payment (this measureincludes the days when actions take place and thewaiting periods between actions);3. the official cost of going through court procedures,including court costs and attorney fees; and4. the procedural complexity of contractenforcement—an index that scores countries onhow heavily dispute resolution is regulated.Figure 1.3Is the Time to Enforce a Contract IndicatorRepresentative? YesDays6004002000Doing BusinessCourt recordsMexicoEcuadorDominicanRepublicBrazilSources: Hammergren 2003, World Bank 2001, Doing Business database.Are the indicators from a hypothetical case representativeof debt recovery practices? Yes. Few countrieshave done studies on commercial dispute resolution bylooking at actual court cases. Where data are available—from Brazil, the Dominican Republic, Ecuador, Mexico,and Peru—the median times are very similar to thosereported in Doing Business (figure 1.3). 9 For example, asurvey of about 500 debt recovery cases in Mexico findsthat the median time from filing to service of process is53 days; from service of process to judgment, 111 days;and from judgment to enforcement, 182 days—a total of346 days. 10 The respective numbers in Doing Business are55 days, 119 days, and 151 days—a total of 325 days. Astudy on the Dominican Republic, using more than2,000 cases, finds that the median duration from filingto judgment is 431 days. Doing Business arrives at 405days. And a study of more than 300 cases in Ecuadorfinds the duration from filing to resolution to be 369days. 11 Doing Business finds 333 days. Consistent withthe good-case scenario of the hypothetical case, ournumbers are somewhat lower.Getting credit. Doing Business constructs two sets ofmeasures on getting financing: sharing credit informationand legally protecting creditor rights. Theassessment of credit information institutions beginswith a survey of banking supervisors. It confirms thepresence or absence of public credit registries andprivate credit bureaus. The survey also collectsPeru

Building New Indicators of Business Regulationdescriptive data on credit market outcomes andinformation on related rules in credit markets (collateral,interest rate controls, laws on creditinformation sharing).In countries that confirmed the presence of a publicregistry or a major private bureau, a second survey,on registry structure, laws, and associated rules wasconducted. The survey was developed in cooperationwith the Credit Reporting Systems Project of theWorld Bank Group and was reviewed by academicexperts on the topic from the University of Salerno.From the responses, measures are constructed for thecoverage of the market for credit information, thescope of credit information collected and distributed,the accessibility of the data in the public creditregistry, and the quality of information available inthe registry. 12 A separate questionnaire on the regulatoryframework for sharing credit information isconducted. 13The creditor-rights indicator measures four powersof secured creditors in bankruptcy: 141. whether there are restrictions, such as creditors’consent, on entering into reorganizationproceedings;2. whether there is no automatic stay (or “assetfreeze”) on realizing collateral upon bankruptcy;3. whether secured creditors are satisfied first onliquidation; and4. whether management is replaced by a court- orcreditor-appointed receiver in reorganization.A value of 1 is assigned to each variable when acountry’s laws and regulations provide those powers forsecured creditors. The creditor-rights index sums thetotal score across all four variables. A minimum of 0represents weak creditor rights; a maximum of 4 representsstrong creditor rights. Data for the variables areobtained by reading insolvency laws and legalsummaries, then verified by means of a questionnairesubmitted to financial lawyers, and then cross-checkedagainst data gathered for the bankruptcy project.Closing a business. The indicators are derived fromquestionnaires answered by bankruptcy judges andattorneys at private law firms. The questionnaires weredesigned with the assistance of scholars from HarvardUniversity and with the advice of practicing attorneys.Most respondents are members of the InternationalBar Association.The data track the procedures for a hypotheticalbusiness going through bankruptcy. The business is adomestically owned limited-liability company operatinga hotel in the most populous city. It has 201employees, 1 main secured creditor, and 50 unsecuredcreditors. On the basis of detailed assumptions aboutthe debt structure and future cash flows, it is assumedthat the company becomes insolvent on January 1.The case is designed so that the business has a highervalue as a going concern—that is, the efficientoutcome is either reorganization or sale as a goingconcern, not piecemeal liquidation.Six indicators for the bankruptcy process are constructedfrom responses to the questionnaire: 151. the time to go through bankruptcy;2. the cost of going through bankruptcy;3. whether absolute priority for secured lenders ispreserved throughout the process;4. whether the efficient outcome is achieved;5. an aggregate-goals-of-bankruptcy index, createdby averaging the scores for time, cost, priority, andreaching the efficient outcome;6. an index for court powers in bankruptcy.Other Indicators in a Crowded FieldDoing Business enters a crowded field of indicatorsand ratings on various aspects of the environment fordoing business (box 1.1). Eight organizations periodicallycollect such indicators, with a focus on internationalportfolio investors, global lenders, andexecutives of multinational companies:• Business Environment Risk Intelligence (BERI),• Euromoney Institutional Investor (EII),• International Country Risk Guide (ICRG), PoliticalRisk Services group,• Country Risk Review (CRR), Global Insight,• The Economist Intelligence Unit (EIU),• The Heritage Foundation,• World Markets Research Center, and• A. T. Kearney.7

Doing Business in 2004Box 1.1Cross-Country Indicators of the Business EnvironmentWorld Competitiveness Yearbook• Published since 1987 by the Institute for Management Development in Lausanne, Switzerland. Until 1996, a joint publicationwith the World Economic Forum.• Analyzes the international competitiveness of 49 countries, on the basis of hard data from international organizations andperception surveys of enterprise managers.• In the 2002 survey, there were 3,532 respondents, or 72 per country on average.• Hard data cover economic performance, international trade and investment, public finance and fiscal policy, education,productivity, and infrastructure quality. Survey questions cover institutional framework (government efficiency, justice, andsecurity), business legislation (openness, competition regulations, labor regulations, and capital market regulations),management practices, and the impact of globalization.Source: www.imd.ch.Global Competitiveness Report8• Published since 1996 by the World Economic Forum in Geneva, Switzerland.• Analyzes the international competitiveness of 80 countries, on the basis of hard data from international organizations andperception surveys of enterprise managers.• In the 2002 survey, there were 4,601 respondents, or 58 per country on average.• Survey questions cover access to credit, public institutions for contract and law enforcement, corruption, domesticcompetition, labor regulations, corporate governance, environmental policy, and cluster development. Hard data covereconomic performance, international trade and investment, public finance and fiscal policy, education, technologicalinnovation, information and communications technology, and infrastructure quality. Starting in 2003, the analysis uses sixDoing Business indicators on starting a business and enforcing a contract.Source: www.weforum.org.Business Environment and Enterprise Performance Survey• Published in 1999 and 2002 by the EBRD and the World Bank.• Analyzes government effectiveness, regulatory quality, rule of law, and corruption in 27 transition economies.• Based on surveys of 6,000 firms in 1999 and 7,500 firms in 2002, with hard data as well as perceptions questions.Source: www.info.worldbank.org/governance/beeps2002.Index of Economic Freedom• Published since 1995 by the Heritage Foundation and the Wall Street Journal.• Analyzes economic freedom in 161 countries.• Based on assessments by in-house experts, drawing on many public and private sources.• The index covers 10 areas: trade policy, fiscal burden, government intervention, monetary policy, foreign investment, bankingand finance, wages and prices, property rights, business regulation, and black markets.Source: www.heritage.org.World Markets Research Center• Published since 1996 by the World Markets Research Center in London.• Analyzes the investment climate in 186 countries.• Based on assessments by 180 in-house experts, drawing on many public and private sources.Source: www.worldmarketsanalysis.com.(contd.)

Building New Indicators of Business RegulationBox 1.1Cross-Country Indicators of the Business Environment (continued)Economic Freedom of the World• Published since 1997 by the Fraser Institute.• Analyzes economic freedom in 123 countries.• Based on assessments by in-house experts, drawing on many public and private sources. The ratings on the businessenvironment are derivative, based on the Global Competitiveness Report.• The index covers eight areas: size of government, legal structure, security of property rights, access to sound money, freedom toexchange with foreigners, regulation of credit, regulation of labor, and other business regulation.Source: www.freetheworld.com.Country Risk Service• Published quarterly since 1997 by The Economist Intelligence Unit.• Provides international investors with risk ratings for 100 countries.• Based on assessments by in-house experts, drawing on previous ratings.• The index covers seven areas of country risk: political, economic policy, economic structure, liquidity, currency, sovereign debt,and banking sector.Source: www.eiu.com.International Country Risk Guide• Published monthly since 1982 by Political Risk Services in Arlington, Virginia.• Provides international investors with risk ratings for 140 countries.• Based on assessments by in-house experts, drawing on previous ratings and outside experts.• The index covers three areas of country risk: political, financial, and economic. Political risk covers law and order, investmentprofile, and bureaucratic quality.9Source: www.prsgroup.com.Business Environment Risk Intelligence• Published by Business Environment Risk Intelligence three times a year since 1966, in Geneva, Switzerland.• Provides international investors with risk ratings for 50 countries.• Based on assessments by in-house experts, drawing on previous ratings and outside experts. Their assessments are evaluated bya panel of about 100 external experts.• The index covers two areas of country risk: political and operational. Operational risk covers the enforceability of contracts,labor costs, bureaucratic delays, short-term credit, and long-term loans.Source: www.beri.com.Country Risk Reports• Published by a U.S. consulting and information company, Global Insight (formerly DRI), since 1996.• Provides quarterly country risk reviews for 117 countries.• Based on desk research of 80 in-house experts.• The index covers 33 immediate risk events and 18 secondary risk events, further classified into policy (tax and nontax) risksand outcome (price and nonprice) risks. Secondary risk events are classified into domestic political, external political, andeconomic risk.Source: www.globalinsight.com.(contd.)

Building New Indicators of Business RegulationFigure 1.4Access to Bank Finance and Lending RatesAccess to financeHighRich countriesAccess to financeHighPoor countriesLow1 2 3 4 5LowestHighestCountries ranked by lending rates, quintileLow1 2 34 5LowestHighestCountries ranked by lending rates, quintileSource: EII (access-to-finance indicator), International Financial Statistics (June 2003 CD-ROM, lending rates).sometimes difficult environments rarely have thatchoice. Indeed, recent research shows that theindicators generated by experts explain the flow offoreign investment into an economy but not the flowof domestic private investment. 17Because foreign investors’ interest in manycountries is lacking, the experts assessing the lessanalyzedcountries may not be as well informed aboutthe environment for doing business there. Considerthe view of the EII expert panel on access to bankcredit. The first graph in figure 1.4 shows a negativerelationship between access to bank credit and actuallending rates in the richer half of the Doing Businesssample. The second graph shows, contrary to expectations,a positive relationship between the two dataseries in poor countries.Another example is from a recent study thatcompares various expert poll ratings in developedand developing countries. 18 The ratings across pollsare consistent in developed countries, but not indeveloping countries (figure 1.5). One conclusion:pollsters pay less attention to countries that do notpresent large investment opportunities.The generality required for making monthly orquarterly updates is adequate for making informedchoices about whether to move money in or out ofcountries but not for guiding policy reform. Take theregulatory component of the Index of EconomicFreedom, which combines “licensing requirements toFigure 1.5Polls in Poor Countries Do Not AgreeRating1086420France Singapore Belgium India Cameroon NigeriaNote: The ratings are normalized between 0 and 10, with higher values forbetter investment climates.Source: Batra 2003.BERIEIUICRGEIIoperate a business, the ease of obtaining a businesslicense, corruption within the bureaucracy, labor regulations,such as established work weeks, paidvacations, and parental leave, as well as selected laborregulations; environmental, consumer safety, andworker health regulations, and regulations thatimpose a burden on business.” 19 What reforms shouldthe government consider if its country is performingpoorly on this indicator? Perhaps reform is needed inall aspects of business regulation, but perhaps it isnot.11

Doing Business in 200412Figure 1.6Regulation and the Informal EconomyInformal economyHigherLowerLessBelarusBosnia-HerzegovinaVietnamGeorgiaIran, IslamicRep. ofBoliviaPeruAzerbaijanYemenSyriaMongoliaChinaNote: The correlation shown in this figure is controlled for income.Sources: The Heritage Foundation 2002; Schneider 2002.AlbaniaPanamaUruguayThailandJordanRegulation indexSri LankaSloveniaThe difficulty in using expert polls for policyreform is seen in the relationship of the burden ofregulation to the size of the informal economy. Forexample, if the measures are adjusted for differentcountry incomes, there is no discernible relationshipbetween the Heritage Foundation’s regulatory indexand an estimate of informal output (figure 1.6). But alarge body of other research shows that excessivebusiness-entry regulation and labor regulation arestrong determinants of informality. 20Enterprise SurveysThe Global Competitiveness Report and the WorldCompetitiveness Yearbook report a combination ofhard data and perceptions data. The perceptions datacome from enterprise surveys on various aspects ofthe business environment. Managers answer questionson the difficulty of registering a new firm, enforcingcontracts through the courts, dealing with laborissues, and so on. A. T. Kearney, in its FDI ConfidenceIndex,surveys business executives in the 1,000 largestmultinational companies, asking respondents toshare their perceptions about the best countriesFinlandUnited Arab EmiratesNew ZealandHong KongSingaporeMorefor investment. The EBRD–World Bank Business Environmentand Enterprise PerformanceSurvey uses a mixtureof perception and harddataquestions in transitioneconomies.Enterprise surveys areinformative if used appropriately.In many areas, perceptionsaffect businessdecisions and thus economicactivity. If managers considerthe courts to be corrupt andinefficient, they are unlikelyto use them. And if managersbelieve that there is notenough available informationon what documents arenecessary to apply for abusiness license, it does notmatter that the documentsare posted on a government Web site. The informationis not easily accessible even if it is available.As regulatory reform takes place, its effect can beobserved in well-designed enterprise surveys. The surveydone by the Center for Economic and FinancialResearch, an independent think tank, covers 2,000firms in 20 regions of the Russian Federation and asksabout actual costs of doing business and general perceptionsof the business climate. 21 In August 2001, theRussian Parliament passed a new law limiting thenumber of inspections of businesses to one per regulatoryagency every two years. Before the law tookforce, many businesses experienced multiple inspectionsby agencies. With the new law, the average number ofinspections in the first half of 2002, compared withthe first half of 2001, fell 21 percent. Clearly, there wasimmediate impact. Such in-depth country surveyscan complement the cross-country indicators of thebusiness environment.But a large body of evidence shows that surveyquestions on perceptions do not always elicitmeaningful responses. 22 Reasons abound—forexample, biases in survey design, scaling of responses,

Building New Indicators of Business Regulationunwillingness of respondents to admit their lack ofknowledge or views, lack of a reference point foranswering, and sample selection.Design biases. Simple manipulations of survey designaffect the way respondents interpret questions. One biascomes from the ordering of questions. People attempt toprovide answers consistent with the answers they havepreviously given in the survey. In one sociological survey,respondents were asked two questions: “How happy areyou with your life in general?” and “How happy are youwith your marriage?” When the marriage question camefirst, the answers to both were highly correlated, butwhen it came second, they were uncorrelated. 23If the survey is long, respondents may exert littleeffort in answering questions. As a consequence, theordering of multiple-choice options is importantbecause survey respondents may simply pick the firstor last available alternative. Two identical questions inthe Global Competitiveness Report and the WorldCompetitiveness Yearbook ask about the impedimentsto hiring and firing workers and the ease of creating anew business. Strikingly, the answers to the twoquestions are highly correlated in the former andunrelated in the latter, in part as a result of theordering and phrasing of questions.Response scales. Responses also change accordingto the scales presented to respondents. In oneexperiment, some German households were asked howmany hours of television they watched each day. Half ofthe respondents were given a scale that began with ahalf-hour, then an hour, and proceeded in half-hourincrements, ending with four-and-a-half hours. Theother respondents were given the same scale, but the firstfive answers were compressed so that it began with twoand-a-halfhours. Twice as many respondents in thesecond set reported watching television more than twoand-a-halfhours a day (37 percent versus 16 percent). 24Uninformed answers. Respondents want to avoidembarrassment. In one well-known example, roughly25 percent of nonvoters report having voted whensurveyed immediately after an election. In anotherexample, survey experiments show that respondentsanswer questions on fictitious issues, such as providingopinions on countries that do not exist, to avoidadmitting lack of knowledge. 25Figure 1.7Perceptions Bear No Relation to Actual Tax RatesStatutory corporate tax, %5040302010LowGeorgiaPakistanBangladeshCameroon Burkina FasoBosnia-HerzegovinaChilePerceptions of taxes as an obstacleSources: Ernst and Young 2003; Batra and others 2003.ChinaTunisiaPortugalSingaporeBotswanaHighLack of a reference point. One example of this defectcomes from the United States, where nearly 85 percentof people who need to renew their driver’s licensereport being “better-than-average” drivers. Thisproblem is compounded in cross-country comparisons.One survey asks managers, “Are high taxes amajor obstacle to doing business in your country?”When the answers are plotted against the corporatetax rate, the two display no relationship whatsoever(figure 1.7). Managers in every country think tax ratesare high.Sample selection. Nationally representativeenterprise surveys are expensive to administer. As aresult, almost all firm surveys sample from selectedsectors or subsectors within an economy, and manydo not cover enough respondents to be statisticallyrepresentative. Different approaches to sampling canlead to significantly different results, a phenomenonthat suggests users should be cautious in generalizingfrom findings based on a limited pool of firms.Finally, perceptions measures are often driven bygeneral sentiment but do not provide useful indicatorsof specific features of the business environment.Consider the 2003 Global Competitiveness Report. Inthe index of the quality of the national business environment,Turkey experiences a dramatic fall inrankings, from 33rd to 52nd (of 75 countries). Thereport reasons, “Turkey’s drop … is driven by arelative decline in factor quality (university-industry13

Doing Business in 200414Figure 1.8Regulatory Quality RatingsRegulatory qualityHighLowZIMBABWEBANGLADESHNIGERIAGEORGIAECUADORUKRAINEINDONESIASource: Kaufmann, Kraay, and Mastruzzi 2003.20 40 6080100Percentileresearch collaboration, quality of managementschools, administrative burden of start-ups, andothers) and context for strategy and rivalry (effectivenessof antitrust policy).” 26 It is hard to imaginehow the university-industry research collaboration orthe quality of management schools could decline soprecipitously in a single year. Also, in 2003, theTurkish government reformed business start-up regulations.27 Most likely, the change in surveyrespondents’ perceptions was influenced by thefinancial crisis that started the previous year—that is,it changed the point of reference. Not coincidentally,Argentina, another country in financial crisis in early2002, also experienced a dramatic fall in businessenvironment rankings.Aggregate Indicators Are More RobustThe robustness of perceptions indicators is greatlyenhanced if they are aggregated. Aggregation bringsthree benefits: it improves the precision of estimatingindicators; it quantifies the explanatory power, givingpolicymakers the ability to choose which indicatorsand analyses to rely on; and it increases coverage becausesome surveys study countries that other surveysTHAILANDBOTSWANACOSTA RICAGREECECHILEBELGIUMDENMARKdo not. However, despite thebenefits, aggregated indicatorscannot provide detail on thedesign of underlying regulationsand how to reformthem.Using aggregation methodologyto study regulatoryquality, the World BankInstitute’s 2002 regulatoryquality indicator measuresthe incidence of marketunfriendlypolicies, such asprice controls, and perceptionsof the regulatory burden onbusinesses. 28 It uses 60individual indicators fromabout a dozen sources.Countries are ranked by usingpoint estimates, with standarddeviations informing usersabout the precision of the ranking (figure 1.8).The benefits are readily apparent. First, the pointestimates have better explanatory power thanindividual perception surveys do. For example, theaggregate indicators have much greater power in predictingthe share of informal activity across countriesthan the individual indicators do (compare figure 1.9with figure 1.6). Second, the aggregates also showwhich of the underlying indicators are most closelyrelated to the composite measure: for example, theregulatory-quality index shows that the WorldMarkets Research Center and the EIU indicators areclosest to the underlying aggregate measure thatrelates more closely to government policies andeconomic outcomes. Third, almost every country canbe covered (the regulatory-quality index covers 199countries).An aggregate index of the investment climate—which includes regulatory quality, infrastructurequality, competition, and macroeconomic stability—has recently been constructed at the World BankGroup, by using indicators from 21 databases. 29As with the previous example, an unobservedcomponentsapproach is used to capture the information

Building New Indicators of Business RegulationFigure 1.9Regulatory Quality Is Associated with Less InformalActivityInformal economy, % income per capita706050403020100common to a set of indicators and eliminate theidiosyncratic part of each indicator. The index ratesthe United States, Singapore, Switzerland, Canada,and the Netherlands as the top five economies fordoing business. Bangladesh, Haiti, and Mozambiquevie for the lowest rating.NotesLowRegulatory qualityNote: The correlation shown in this figure is statistically significant at the5 percent level when controlled for income per capita.Sources: Kaufmann, Kraay, and Mastruzzi 2003; Schneider 2002.High1. Petty 1691.2. Meade and Stone 1941. Although presented to theBritish Parliament as a one-off measure, the nationalaccounts quickly became an annual production.3. For instance, one question is whether the numberof procedures in debt recovery is correlated acrosscountries with the number of procedures in resolvinga (commercial) tenancy dispute. The answer is yes. Forthe countries in the Doing Business sample, the simplecorrelation is 0.86. The simple correlation between thenumber of procedures in debt recovery equivalent to 5percent and 50 percent of income per capita is 0.94.The high correlations imply that the specific case thatwas chosen is generally representative for other typesof commercial resolution.4. The methodology was developed by Djankov andothers (2002) and adopted with minor changeshere.5. Informal payments are subject to greater measurementerror. Moreover, theoretical models in publiceconomics show that bribes are proportional to theseverity of regulatory burden—that is, informalpayments are an outcome of cumbersome regulationsrather than a regulatory obstacle in their own right.6. World Bank 2002a.7. The methodology was developed by Botero and others(2003) and adopted with minor changes in this report.8. The methodology was developed by Djankov andothers (2003) and adopted with minor changes in thisreport. The original study used two cases: a bouncedcheck of 5 percent of GNI per capita, and a landlordtenantdispute.9. The work on Latin America is summarized inHammergren (2003).10. World Bank 2002b, p. 40.11. World Bank 2003.12. Djankov, McLiesh, and Shleifer 2003.13. Jentzsch 2003.14. The methodology was developed by La Porta and others(1998) and was adopted with minor changes here.15. Djankov, Hart, and others 2003.16. BERI 2002. User Guide,p.1.17. Batra 2003.18. Batra 2003.19. The Heritage Foundation 2002, p. 74.20. Schneider 2002; Friedman and others 2000; Djankovand others 2002.21. The survey results are available at www.cefir.ru.22. Bertrand and Mullainathan 2002.23. Schwarz, Strack, and Mai 1991.24. Schwarz and others 1985.25. Bishop, Oldendick, and Tuchfarber 1986.26. Cornelius, Porter, and Schwab 2003, p. 38.27. World Bank 2002c.28. Kaufmann, Kraay, and Mastruzzi (2003) use theunobserved-component methodology, which expressessurvey data as a linear function of the unobservedcommon component, and a disturbance termcapturing perception errors. The assumptions of themodel ensure that the distribution of the aggregateindicator is normal and that the means and standarddeviations for each country have a naturalinterpretation. In particular, one can construct a90 percent probability range around the point estimatewhere the “true” level of the indicator lies.29. See Batra 2003 for a detailed description.15

2Starting a BusinessIn The Other Path, Hernando de Soto shows thatthe prohibitively high cost of establishing a businessin Peru denies economic opportunity to thepoor. In 1983, de Soto’s research team followed allnecessary bureaucratic procedures in setting up aone-employee garment factory in the outskirts ofLima. Two hundred and eighty-nine days and $1,231later, the factory could legally start operation. 1 Thecost amounted to three years of wages—not the kindof money the average Peruvian entrepreneur has at hisor her disposal. “When legality is a privilege availableonly to those with political and economic power,those excluded—the poor—have no alternative butillegality,” writes Mario Vargas Llosa in the foreword tode Soto’s book.This sentiment is not new. Well into the 19th century,European companies required a state charter or aconcession from the state to be registered, and only therich could afford such. 2 In France, free registration forprivate companies was proclaimed in 1791, in theaftermath of the revolution. In England, free incorporationwas allowed in 1844, a consequence ofexpanding the franchise to the middle classes. 3When European corporate law was transplanted toother parts of the world, whether through willingappropriation or through colonization, it affected theformation of business entities. The 1865 CommercialCode in Chile, following the 1848 Spanish Code,required two separate presidential decrees for companyincorporation. In contrast, the first Commercial Codeof Colombia, adopted in 1853, did not contain therequirement to obtain a concession from the state.This departure from the Spanish Code was made inthe belief that free business incorporation is a right. 4The 19th century saw a boom in incorporation in theUnited States, with the passage of general corporatelaws—in 1811 in New York, 1839 in Massachusetts,1844 in England, 1849 in California, and 1883 inDelaware. The main reasons for the rapid expansionwere the competition among states in liberalizing theircorporate laws and the advent of the railroads. By thelate 19th century, the United States had more limitedliabilitycompanies than all of Europe. 5The incorporation of business is beneficial for fourreasons. First, legal entities can outlive their founders.Second, resources are pulled together, as shareholdersjoin forces in establishing the company’s capital. Third,the formal introduction of limited liability—startingwith the enactment of the Code de Commerce inFrance in 1807—reduces the risks of doing business.In The Wealth of Nations, Adam Smith notes: “These[incorporated] companies have been useful for thefirst introduction of some branches of commerce bymaking, at their own expense, an experiment whichthe state might not think it prudent to make.” 6 Limitedliability gives one the freedom to innovate andexperiment without large negative consequences.Fourth, registered businesses have access to services—provided by public courts or private commercialbanks—that are not available to unregistered firms.In short, the establishment of a legal entity makes everybusiness venture less risky and increases its longevityand its likelihood of success.Two procedures—notification of existence and taxand social security registration—are sufficient forbusiness registration. In reality, all countries imposeadditional requirements. Further, the regulation ofbusiness entry varies systematically across countries.17

Doing Business in 200418Richer countries regulate less. So do countries in thecommon-law tradition.In poorer countries, market failures may be moresevere, and therefore may increase the desire tocorrect the failures by regulating entry. The temptationshould be resisted, for the costs of government inefficiencymay outweigh the benefits of stricter regulation.Cumbersome entry regulation is associatedwith less private investment, higher consumer prices,greater administrative corruption, and a largerinformal economy. There are no discernible benefits inimproving product quality or in reducing undesirableexternalities such as pollution.Governments can go a long way with simplereforms. These include adopting better informationand intragovernment communications technology—to inform prospective entrepreneurs and to serve as avirtual one-stop shop for business registration.Cutting unnecessary steps from the entry process,such as notarial certification of all incorporationdocuments or registration with the local chamber ofcommerce, introducing single registration forms, asingle company identification number, and silentconsent in approving registration (a nonresponseimplies approval) have had enormous success. In theRussian Federation, a 2002 reform transferred all registrationpowers to the State Tax Inspectorate, therebycutting the number of business entry proceduresfrom 19 to 12. Thanks to a single registration form,separate notification to the local registrationchamber, the pension fund, the health fund, the statisticalcommittee, and the social security fund, andapplication of making a seal are no longer necessary.Moreover, the registration of the new legal entity andtax registration are merged into one procedure.Reforms that require new legislation includeintroducing a general-objects clause in the articles ofincorporation (which allows a firm to change lines ofbusiness without reregistering), eliminating thecapital requirement, and removing notarial authorizationsand court use from the registration process.Such reforms may be difficult to implement, as theymay face stiff opposition from both judges and thelegal and notarial professions, but their beneficialeffects go far beyond business entry.How Easy Is Business Entry?It takes two procedures, two days, and less than 1percent ofannual income per capita to register aprivate limited-liability company in Australia. Itcosts nothing to do the same in Denmark, andalmost nothing (about 1 percent of annual incomeper capita) in Canada, New Zealand, Singapore,Sweden, the United Kingdom, and the United States.But it takes 18 procedures to start a business inAlgeria, Bolivia, and Paraguay, and 19 procedures inBelarus, Chad, and Colombia. It takes 152 days to doso in Brazil, 168 days in Indonesia, 198 days in theLao PDR, 215 days in the Democratic Republic ofCongo, and 203 days in Haiti. And it costs more thanthree times per capita income to start a business inBurkina Faso and Nicaragua, four times in Ethiopiaand Niger, and more than five times in Cambodia.(In June 2003, the Ethiopian government reducedthe cost of business registration by a quarter.)Business entry costs $5,531 in Angola (838 percent ofper capita income), $785 in the Democratic Republicof Congo (872 percent of per capita income), and$1,817 in Sierra Leone (13 times per capita income).Contrast this with $28 in New Zealand, $210 in theUnited States, $264 in the United Kingdom, and $249in Singapore.In Mexico—a country with an income per capita of$5,910—the entrepreneur needs to deposit at least$5,180 to start registration. High capital requirementsare the norm in the Middle East—at 17 times theincome per capita in Yemen, 16 times in Saudi Arabia,and 24 times in Jordan. Some African countries alsohave high capital requirements: 7 times income percapita in Burkina Faso, 8 times in Niger, 9 times inMauritania, and 18 times in Ethiopia. In a third of thesample, there are no capital requirements at all.These numbers show the vast differences in thetreatment of new firms across countries. Fourmeasures—the necessary procedures, the associatedtime and cost, and the minimum capitalrequirements—capture various aspects of the registrationprocess.• The number of procedures describes the externalparties that the would-be entrepreneur faces. One can

Starting a Businessthink of them as tollbooths—at each procedure,the entrepreneur may be stopped. In many countries,at each procedure involving government officials, abribe may change hands.• The number of days and the official costsassociated with each procedure are easy tointerpret: the higher those numbers, the morecumbersome and costly the registration processand the less likely it is that many entrepreneurs willregister businesses.• The minimum capital requirement is the amount ofcapital that the entrepreneur needs to put into abank account before registration starts. The accountis frozen during business entry and in manycountries remains so until the dissolution of thelegal entity.All entry indicators constructed in this chapterdescribe a limited-liability company—not a sole proprietorship,a partnership, a cooperative, a joint stockcompany, or a corporation. Why? Because privatelimited-liability companies are the most prevalentbusiness form around the world. They are also desirablefor economic reasons. Investors are encouraged toventure into business when the potential losses arelimited to their capital participation. 7Indeed, evidence from 19th-century England,Ireland, and the United States suggests that the introductionof limited liability dramatically increasedthe number of companies seeking registration. 8 Astudy of German companies also shows that limitedliability is associated with larger firm size. 9 Today,limited-liability companies account for more than 55percent of registered businesses and 90 percent ofoutput in OECD countries. 10 Even in a transitioneconomy, such as Latvia’s, limited-liability companiesaccount for 62 percent of all registered businessesand 93 percent of output. 11 Similarly, limited-liabilitycompanies account for 57 percent of privateenterprises in Vietnam and more than 70 percent ofoutput.Sometimes, as part of registration, new businesseshave to acquire zoning permits or licenses, so they areincluded in the entry procedures list of the respectivecountries.• In Indonesia, every business needs to apply for atrading license, a procedure that takes two weeks and,in the event the entrepreneur has moved from out oftown,requires a “good conduct” note from the police.• In Ghana, companies are required to obtain anenvironmental certificate. The company submitsan application describing the location, currentzoning classification, processes to be used, andlikely environmental impact. Environmental officialsvisit the site once the application is submitted andfile a detailed report. It takes at least 90 days tofulfill this procedure.• In Jordan, all entrepreneurs must apply for amunicipal vocational license. The application needsto be accompanied by the certificate of companyregistration, the membership certificate in thechamber of commerce, an activity approval by theappropriate ministry, a notarized rental contract orownership title of facilities, and a location map.On top of these procedures, some businesses needpermits and construction approvals, utility connections,and product and process licenses beforethey can commence operations. Although these proceduresare not covered in the data here (because theyare not general requirements), they can be significantobstacles for entrepreneurs. In Tanzania, it takes 25separate procedures to acquire all of the necessarypermits and licenses for land and factory use. In thebest case, these procedures take 795 days to fulfill, andthe official cost is $508, or about twice the income percapita. In Mozambique, it takes 34 procedures, 625days, and $11,045, or about 50 times the income percapita, to fulfill all requirements for entry of a newmanufacturing firm. 12Enterprise surveys reveal that entrepreneurs’ perceptionsof the efficiency of the registration processdiffer across regions in a country, sometimes dramatically.One reason is that local regulations canaffect starting a business, as in Botswana, Brazil, Chile,Colombia, Ecuador, Jordan, Kenya, Malawi, Philippines,Romania, Tanzania, Uganda, Venezuela, and Zimbabwe.The local enforcement of the national company lawand regulations explains most differences, as in Vietnam,Russia, and Bulgaria. 13 In Vietnam, the 2000 Enterprise19

Doing Business in 200420Figure 2.1Starting a Business in BelarusCostPercentage of income per capita30 20 10 Procedure 0Source: Doing Business database.0 20 1001. Get approval of companyname2. Open temporarybank account3. Notarize documentsand pay registration fee4. Register the business5. Get approval of seal byregistry6. Get approval of seal bypolice7. Prepare a business seal8. Obtain a managementcertificate9. Notarize all documents10. Register with Tax Office11. Obtain a statistical number12. Obtain a company ID13. Register with SocialSecurity Office14. Notarize applicationfor a bank account15. Open regular bank account16. Schedule sanitary inspection17. Get standards andmetrology inspection18. Get fire inspection19. Apply for a business licenseLaw stipulated statutory time limits for all proceduresin the business entry process, but in the spring of2001 a company in Dong Nai province obtained itsregistration certificate in one day, while a company inHanoi took 123 days. At the same time, it took eightdays on average to acquire a company seal in Ho ChiMinh City but 14 days in Hanoi.No government in the world lets an entrepreneurregister a new business in a single procedure, but somecome close. In Canada, the entrepreneur submits thefederal registration form through the online ElectronicFiling Center and receives a business number withinthe hour. With this number, the entrepreneur applieswith the Canadian Customs and Revenue Agency fortax numbers, payroll deductions, and import and exportlicenses. The process isidentical in Australia. InDenmark, the entrepreneurTimeDaysalso needs to register the40 60 80 120 minimum capital with abank, while in Ireland theentrepreneur needs to order acompany seal.In other countries theprocess is more convoluted(figure 2.1). In Belarus, theentrepreneur needs approvalof the company name fromthe Ministry of Justice. Withthis document in hand, theentrepreneur opens a temporarybank account in thename of the company to beregistered. With the newbank statement, the entrepreneurneeds to visit anotary public, who authorizesall the documents. Thenotarized documents aresubmitted to the state registry.The process doesn’t stopthere. The entrepreneurrequests an inspection ofbusiness premises from thelabor ministry—and whilewaiting for the inspectors to come, prepares acompany seal and takes a course to obtain a managementcertificate. The certificate is notarized andregistered with the local police department. When allthe documents are notarized, the entrepreneur visitsthe tax office and the social security office, leavescopies with them, and obtains receipts. He or she isfinally ready to apply for a company identificationnumber and a statistical number.The end of business registration is in sight. Theentrepreneur can now notarize the application of aregular bank account, and obtain the bank account—then schedule a sanitary inspection, a standards andmetrology inspection, and a fire inspection. When thebusiness passes all inspections, the entrepreneur can

Starting a BusinessTable 2.1Frequency of Entry Procedures across CountriesPurpose of ProcedurePercent of CountriesTax registration 93Labor registration 87Administrative registration 76Bank deposit 68Notarization 63Health benefits 62Notice in newspaper 36Company seal 38Court registration 32Chamber of Commerce 27Statistical Office 17Environment 12Source: Doing Business database.obtain a business license. The business can startoperations after 19 procedures, 118 days, and $369 inofficial payments.As mentioned at the outset, two procedures—thenotification of existence and the tax and socialsecurity registration—are sufficient for business registration.Other procedures, such as registering withthe statistical office, obtaining environmentalpermits, or registering workers for health benefits(table 2.1), seem to be socially desirable. And stillothers, such as having local chambers of commerceapprove the applicant, can limit competition.The purpose of still other procedures is dubious,and economies with heavy regulations of entry displaya bewildering variety. In Vietnam, founders needed toobtain a seal-making license from the Ministry ofPublic Security and have the seal made by theauthorized seal makers. In the Russian Federation,founders needed (until recently) to visit the SocialPension Fund, the State Fund of Compulsory MedicalInsurance, the State Committee on Statistics, and theSocial Security Fund before obtaining the commercialregistration certificate. They needed to revisit each ofthose agencies to file a copy of the certificate to get acompany ID from each of them. The procedures wereradically reformed in late 2002.Which countries regulate business entry the most?When the countries are divided into groups according totheir income per capita, the high-income countries havethe smallest number of procedures, with a median of 7.They are followed by the upper-middle-income group,with a median of 10 procedures. The lower-middleincomecountries have the highest number of procedures,around 12, while the poorest countries have amedian of 11 procedures. The time to register acompany is, again, the shortest in the richest countries,at less than one month. Although the registrationprocess takes around the same amount of time—50days—in upper-middle- and lower-middle-incomecountries, it is significantly higher in the poorestcountries, where the median number of days is 63. Incontrast, the cost of starting a business grows monotonicallyfor companies in rich countries versus poorcountries. It accounts for less than 10 percent of incomeper capita in the high-income group, and for an amazing120 percent in low-income countries (figure 2.2).Regional differences are also significant (figure 2.3).Latin American governments regulate business entrythe most in terms of procedures and time; they arefollowed by African and Middle Eastern governments.OECD governments regulate the least. The cost of registrationis extremely high in African countries—ataround 190 percent of per capita income. Similarly, theminimum capital requirements—with a median ofmore than 700 percent of per capita income—aremuch higher in the Middle East and North Africa thanin any other region.Strong patterns emerge by legal origin. 14 Nordiccountries have the smallest number of procedures—amedian of 5—the shortest time, at 21 days, and thelowest cost, at less than 1 percent of per capita income(figure 2.4). Countries in the French civil law traditiontake the longest time and have the most procedures andhighest cost. But France itself is a top performer amongFrench-origin countries. Countries in the Germantradition have the largest capital requirement, more than100 percent of income per capita, whereas the mediancapital requirement for English-origin countries is zero.How do the entry indicators interrelate? Do governmentschoose one type of entry barrier overanother? For example, very fast business registrationmight be more costly, so that entrepreneurs are ineffect paying for better public administration. Orgovernments could reduce obstacles by requiring few21

Doing Business in 200422Figure 2.2Rich Countries Have Less Burdensome Entry RegulationsTime, days6040200Figure 2.3OECD Countries Regulate Entry the LeastTime, days806040OECD: High-IncomeSouth AsiaEast Asia& PacificEurope &Central AsiaMiddle East& North AfricaSub-SaharanAfricaLatin America& Caribbean200TimeCostRichTimeCostCost, % of income per capitaregistration procedures but allow only the wealthyand well-connected to register, by imposing largeminimum capital requirements. This is not the case.Some governments appear to regulate starting abusiness in every way possible—the number of procedures,time, cost, and minimum capital requirementsare highly correlated.Are Entry Regulations Good? Some,Yes—Many, NoMinimum capital,% of income per capitaNote: Bars shown in these figures represent the median values by regional group.Source: Doing Business database.Cost, % of income per capitaPoorDo entry regulations, even when seemingly desirable,lead to better outcomes? Unregulated markets exhibit12080400200150100500Minimum capital,% of income per capita120804008006004002000RichNote: Bars shown in these figures represent the median values by income group.Source: Doing Business database.OECD: High-IncomeMinimum capitalProceduresMinimum capitalProceduresSouth AsiaEast Asia& PacificEurope &Central AsiaUppermiddleLowermiddleUppermiddlefrequent failures, rangingfrom monopoly power toexternalities. A governmentNumber ofprocedures that pursues social efficiencymight try to address these1284failures through regulation.The government screens newentrants to ensure thatconsumers buy high-qualityproducts from desirableLowermiddle0Poorsellers and to reduce suchexternalities as pollution.By being registered, newcompanies acquire a type ofofficial approval, whichmakes them reputable enoughto engage in transactionswith the general public andNumber ofprocedures129630other businesses. If so, stricterregulation of entry shouldbe associated with superiorsocial outcomes.It isn’t. Compliance withinternational quality standardsdeclines as the numberof entry procedures rises,and pollution levels indeveloping countries do notfall with the introductionof environmental permits.Measures of food poisoningand job-related accidents arenot lower in countries with a higher number ofsanitary and health and safety regulations. 15Entry regulations do have real effects—mostlyunwanted. Cumbersome entry procedures pushentrepreneurs into the informal economy, even aftercontrolling for income per capita (figure 2.5). 16There, workers lack health insurance and pensionMiddle East &North AfricaSub-SaharanAfricaLatin America& Caribbeanbenefits. Products are not subject to qualitystandards. It is impossible for businesses to obtainbank credit or use courts to resolve disputes. Andemployers cannot use state-provided trainingbudgets for employees and school support for theirchildren.

Starting a BusinessFigure 2.4Nordic-Origin Countries Regulate Entry the LeastTime, days6040200Figure 2.5Heavy Entry Regulation Is Associated withInformalityInformal economy, % income per capita5040302010FrenchEnglishGermanCost, % of income per capitaSocialistNordic0Less1 2 3 4 5 MoreCountries ranked by procedures to register a business, quintilesNote: The correlation shown in this figure is statistically significant at the1 percent level when controlled for income per capita.Sources: Doing Business database; Schneider 2002.Some developed economies also suffer from excessiveregulation and pay the price. In France, the Ministryof Industry adopted the Loi d’Orientation duCommerce et de l’Artisanat in 1974, to protect smallshopkeepers and craftsmen against competition fromlarger retail stores. The legislation created a zoningpermit requirement, at the discretion of the localmunicipal council. These entry requirements weakenedemployment growth in the formal retail sector. If theregulations had not been introduced, the analysis6040200Minimum capital,% of income per capitaNote: Bars shown in these figures represent the median values by legal-origin group.Source: Doing Business database.TimeCost12080400FrenchEnglishMinimum capitalGermanSocialistNumber ofproceduresProceduresNordic12840implies that employment inthe French retail sectorwould have been 10 percenthigher today. 17 Anotherstudy suggests that if Italywere to adopt U.S. entryregulations, private investmentas a share of manufacturingoutput wouldrise by an estimated 40percent. 18 Although similarstudies have yet to beconducted in developingcountries, the effects ofentry regulation are thoughtto be of similar magnitude—for two reasons. Distortions are larger (as the datashow), so the deregulation effect is more significant.But regulatory enforcement is not as strong andtherefore this effect is mitigated.Consumers face higher prices in developed anddeveloping countries with relatively heavy entry regulations.19 Field studies in developing countries showthat foreign investors avoid investment in countrieswith more burdensome regulation, thereby reducingthe potential welfare benefits to consumers in thecountry. 20The unwanted effects go on. Controlling forincome per capita, cumbersome entry procedures areassociated with higher corruption in the governmentoffices that handle the procedures, particularly indeveloping countries (figure 2.6). Each procedure isa point of contact—an opportunity to extract abribe. Llosa writes: “Such a regulatory system is notonly immoral but inefficient. Within it, success doesnot depend on inventiveness and hard work but onthe entrepreneur’s ability to gain sympathy ofpresidents, ministers, and other public functionaries(which usually means his ability to corrupt them).” 21Whether entry regulation is socially desirable canalso be addressed from a different perspective. Ifdemocratic countries regulated more, and if politiciansin such countries responded to their constituencies, onecould hypothesize that such regulations are beneficialby design. By contrast, authoritarian governments may23

Doing Business in 200424Figure 2.6Cumbersome Entry Regulation Is Associated withCorruptionCorruptionHighLowLess1 2 3 4 5 MoreCountries ranked by procedures to register a business, quintilesNote: The correlation shown in this figure is statistically significant at the1 percent level when controlled for income per capita.Sources: Doing Business database; Kaufmann, Kraay, and Mastruzzi 2003.be more likely to be captured by incumbent firms andto have regulatory systems aimed at maximizingbribes rather than addressing market failures. 22 Thatis why more-representative and more-limited governmentswould regulate entry less. Indeed, a studyon business entry regulations in 85 countries finds,holding per capita income constant, that countrieswith more-limited governments and greater politicalrights have lighter entry regulation. 23 This result iseven stronger when the analysis is repeated with theDoing Business sample of 133 countries.In sum, cumbersome entry regulations do notincrease the quality of products, make work safer, orreduce pollution. They hold back private investment.They push more people into the informal economy.They increase consumer prices. And they fuel corruption.Governments that regulate more are lessaccountable to their citizens.What to Reform?With so many examples of successful reform in regulatingbusiness entry, there is no better time to act.Indeed, even jurisdictions with efficient businessregistration procedures have recently updated theirregulations—Denmark in 1996, Australia in 2001,Norway in 1997, New Zealand in 1998. As have someothers: Vietnam in 1999, Pakistan and the RussianFederation in 2002, and Turkey in 2003. In contrast,the laws regulating business registration in theDominican Republic date to 1884, in Mozambique to1888, in Angola to 1901, and in Burkina Faso to 1916.However, antiquated laws are not always to blame: inSierra Leone, the Legal Practitioners Act of 2000 mademandatory the use of attorneys in incorporation.This requirement in effect doubled the cost ofbusiness registration.Administrative ReformOne can start by providing prospective entrepreneurswith all necessary information, including the numberand sequence of procedures, their time, and theircost. This will minimize the time lost due to notunderstanding procedures and will reduce thelikelihood of bribes or unofficial padding of fees. InVenezuela, the relevant information is available onthe Web, with a graphic presentation of the sequence(http://economia.eluniversal.com/guiadinero/micro3.shtml#). In Spain, since 1999, the ministries ofeconomy, finance, labor, public administration, andthe chamber of commerce have an informational Website (www.ipyme.org) for entrepreneurs, showingexactly where and when to go, and what documentsto bring. The site describes the documentation forcompleting the registration process, and theadditional requirements to start a business. Theassociated fees, stamp duties, and notary costs are alsolisted. Many other countries provide such services,such as Ireland, Latvia, and Singapore. Where Internetusage is still low, the information can be provided inleaflets or posted on the wall of the registry office, asit is in Mongolia, South Africa, and Thailand.Other countries have recently adopted new technologiesto improve communication and to shareinformation among government offices. In 2002, taxoffices around Pakistan were linked electronically.While it previously took a week for an entrepreneurin Karachi to receive a tax registration number, it nowtakes a few hours.Next, regulators can move to a single registrationform and a single registration number. France moved

Starting a Businessto a single form in 1994, Finland in 2001. 24 Manycountries—such as Croatia, Madagascar, Portugal,Serbia, and Montenegro—require several types offorms to be filed, which can be confusing andsometimes expensive. Countries also require multipleregistration numbers, issued by various governmentagencies. In Ecuador, a new business needs fiveseparate registration numbers: from the superintendentof companies, from the mercantile registry,from the tax office, from the social security institute,and from the ministry of labor. In contrast, SouthAfrica moved to a single company identificationnumber in 1998, Belgium in 2000, Italy in 2001, andMoldova in 2002.Administrative rules can be revised to allow forstatutory response times, for posting information onfee schedules, and for silent-consent rules. Fewer thana third of the Doing Business countries have statutoryresponse times. But a recent study of the 2000Enterprise Law in Vietnam shows their effectiveness.After the maximum was set at 15 days, the averageresponse time fell from 45 days to 19 days, in about ayear. 25 Posting fee schedules helped fight administrativecorruption in India. Silent consent means thatif entrepreneurs have not heard from the governmentagency within a given number of days, approval isautomatic and they may continue to the nextprocedure. A silent-consent rule was just adopted inBulgaria.A more comprehensive reform is to establish a onestopshop for company registration. In 1994, Franceestablished the Centre de Formalite des Entreprises(CFE), a single office where entrepreneurs can file allthe declarations and documents needed to set up anew enterprise. The CFE then forwards thedocuments and declarations to the governmentdepartments and courts that must approve or registerthe new business. Similar one-stop shops have beenestablished in Thailand (in 1997), in the Dakahliaregion of Egypt (in 1999), and in El Salvador (in2000). In establishing them, however, governmentsneed to ensure that they dismantle other steps forbusiness registration, to avoid creating “one-more-stopshops.” In the Philippines, where a One Stop ActionCenter was established in 1987, investors continuedto complain about cumbersome procedures anddelays. For some administrative requirements, adouble licensing procedure was in effect imposed,with the investors having to apply to both the OneStop Action Center and the licensing body. 26 Onesolution is to use an already-existing governmentagency to process the application for business registrationand forward the information to otheragencies. Just this kind of reform was adopted inTurkey recently. Instead of going to eight governmentagencies for approvals, the entrepreneursubmits a single application to the Trade Registrar.The registration is issued in one day.As Internet technology becomes widespread, registrationcan become electronic, through a virtual onestopshop. Several countries already use onlinebusiness or tax registration—Australia, Austria,Canada, Denmark, Hungary, Latvia, New Zealand,and Singapore. Ho Chi Minh City in Vietnamrecently introduced it as well. In 2001, Italy passed alaw on electronic signatures, allowing entrepreneursto submit documents by e-mail. The trade registraroffice is establishing data transmission links withcompanies, notaries, chambers of commerce, andtrade associations. When in place, the process willradically reduce the time and cost of registering a newbusiness. Israel, Peru, and Thailand are in the midst ofsimilar reforms.Online business registration has other benefits. InKorea, Hong Kong (China), Taiwan (China), and theUnited Kingdom, anyone may view the register ofcompany names over the Web and confirm that theproposed company name is unique. Entrepreneurs inBolivia can do the same through touch-tone phone,saving time in a potentially long procedure.Legal ReformSeveral legal reforms have produced good results.One is the adoption of a general-objects clause in registration,so that entrepreneurs do not need to specifythe precise nature of their business activity. Companylaws in all Nordic and common-law countries allowfor such a clause. This not only eliminates the need forcourt involvement—it allows for the instantaneous, ifexpensive, purchase of off-the-shelf companies to25

Doing Business in 200426create a new one. 27 The entrepreneur needs only to goto a lawyer, buy the shell company, and change itsname. The general-objects clause also makes it easierfor companies to reregister. Recent legislation inBelarus and Uzbekistan made it necessary for tens ofthousands of companies to reregister, at great cost totheir owners. The process would be automatic if theentrepreneur needed only to confirm continuingexistence, under a general-objects clause.Comprehensive reform of business entry regulationswould eliminate the capital requirement. Inthe early days of incorporating a business, minimumcapital was required for the privilege of obtaininglimited liability. 28 And shareholders paid dearly. The1855 Limited Liability Act in England mandated aminimum value of shares at £10 and a minimumnumber of shareholders at seven. In today’s money,this would have amounted to $5,265.Some countries still justify capital requirements—as protecting creditors, as protecting the companyagainst insolvency, and as protecting the public fromactivities that could reduce social welfare. But thismakes little sense. Why would a highly leveragedcompany that transports radioactive waste have thesame capital requirement as a company that designssoftware? If capital requirements were commensuratewith risks of creditors, shouldn’t they differ acrosssectors? When in-kind contributions becomeacceptable, as they are in almost all countries, what isthe actual value of minimum capital in the event ofinsolvency?In about a dozen countries in the Doing Businesssample, the capital requirement is a major obstacle tostarting a business (table 2.2). In Japan, more thanhalf of the potential business start-ups are thwarted forlack of minimum capital. 29 Not surprising, with paidincapital at registration amounting to 71 percent ofincome per capita.The desired direction of reform is to let privatecontracts between debtors and creditors substitute forcapital rules. This is exactly what the 1982 corporatelaw reforms in Canada and the 1984 reforms in SouthAfrica did. 30The use of notaries for the authorization ofdocuments related to business registration can also beTable 2.2Some Countries Have Prohibitive Capital RequirementsMinimum Minimum capitalcapitalrequirementrequirement (% of incomeCountry (US$) per capita)El Salvador 11,429 549Burkina Faso 1,435 652Egypt, Arab Rep. 11,593 789Niger 1,435 844Mali 2,152 897Yemen 8,413 1,717Ethiopia 1,756 1,756Cambodia 5,112 1,826Mongolia 9,006 2,047Jordan 42,313 2,404Source: Doing Business database.Figure 2.7Notaries—An Unnecessary BurdenWithout notary38With notary53Time, daysCost, % of income per capitaNote: Bars shown in these figures represent median values for countries withand without notary involvement in business registration. Differences in mediansare statistically significant at the 1 percent level for the time measures butsignificant only at the 13 percent level for the cost measure.Source: Doing Business database.Without notary19With notary26eliminated. Notaries are not part of the registrationprocess in Nordic countries, and seldom are incommon-law countries (only in Ethiopia, Sri Lanka,and the United Kingdom). In contrast, notaries arealmost always used in Latin America, French-speakingAfrica, and transition countries (figure 2.7).Where notaries are needed to authorize documents,this is frequently the most expensive part of thecompany registration. In Mexico, notary costs are $875,

Starting a Businessalmost 80 percent of the total costs. In Turkey, notarizationcosts $780, 84 percent of the registration cost.In Guatemala it costs $850, 73 percent; in Slovenia,$920, 67 percent; and in Angola, $2,800, 51 percent.Why do some countries still have notaries involvedin business registration? It is hard to tell, but historyis replete with examples of institutions that haveoutlived their usefulness. Notaries were a large part ofItalian trading relations with foreign partners in thetwelfth through fifteenth centuries, particularly in theLevant. The Papacy saw a good source of income innotarial services and made notaries papal administrators.Notaries quickly lost their importance inEngland in 1534, when Henry VIII broke from theRoman Catholic Church and made it a criminaloffense to apply to the Vatican for a notarialappointment. In contrast, notaries retained their rolein France, Spain, and Italy. Colonization ensured theirexistence in many countries around the world.The service a notary provides—checking the identityof company founders and company officers—isroutinely performed by public administrators for manyother services. And clerks at the business registry areas able as notaries to confirm identity.In many developed countries, business registrationis an administrative process and the courts take nopart in it. But in almost all French-speaking Africancountries and in most transition countries, businessentry is a judicial process and court approval isnecessary (figure 2.8). Judicial approval tends to be avery long procedure. In Bulgaria the business registrationprocess takes 30 days, 21 of them spent at thecourt. In Slovenia the court process takes 37 days, andin the Czech Republic it takes 45 days.Slovakia is drafting legislation to convert to anadministrative process. So is Serbia and Montenegro.Reform is not expensive, because the fees from registrationservices cover costs. Evidence of the costeffectivenessof such administrative registration isavailable from the 2001 reform in Italy and theongoing reform in Serbia and Montenegro. The costof setting up a system of administrative registrationin Serbia and Montenegro is estimated at $1.5million, with annual operating costs of about $1.1million. Compare this with projected annualFigure 2.8Courts Are Bottlenecksrevenues of $1.8 million from registering businesses.So the investment would be paid off fully in less thanthree years. 31Legal reforms involve rewriting the company law,but they would significantly speed up business entryand reduce its costs. They would also free commercialcourts from the large number of registrationand reregistration cases. Instead, commercial judgescould focus on their primary role—resolvingdisputes.The adoption of some or all of these administrativeand legal reforms will generate additional entrepreneurialactivity, as in Austria after the adoption of the1999 Young Enterprise Law. The law eliminated allregistration-related costs and removed some proceduralburdens. The number of new registrationsshot up from 19,000 a year before 1999 to about26,000 a year after that. In Vietnam, the EnterpriseLaw of January 2000 spurred the creation of 50,000new private enterprises, almost 75 percent of the total.NotesWith court56Without court40 With court32Time, daysNote: Bars shown in these figures represent median values for countries withand without court involvement in business registration. Differences in medians arestatistically significant at the 1 percent level for both the time and cost measures.Source: Doing Business database.Without court23Cost, % of income per capita1. De Soto 1989.2. The first corporations were Egyptian burial societies.Their independence was founded in primeval rights of27

Doing Business in 200428association and respect for the sacred. In Europe thefirst corporations were monastic orders, led by theorder of St. Benedict (480–547). As Benedictinemonasteries swept north into Europe from Italy andEast from Ireland, selling wine, cheeses, brandies, andbreads, they also became the first transnationalcorporations. The proceeds were used to establish andlater incorporate universities and libraries. Soon,medieval towns around Northern Europe startedadopting corporate charters. Corporations took off in16th-century England, chartered by the Crown for thepursuit of mercantilist policies, with a designated publicpurpose: to establish ferries, canals, water systems, tollroads, bridges, banks, colleges, and colonial enterprises,such as the East India Trading Company of 1601 andthe Massachusetts Bay Company of 1628.3. In particular, the 1832 Reform Act gave voting rights toall men of households with annual revenue of £10.4. Pistor and Berkowitz 2003.5. Berle and Means 1932.6. Adam Smith, The Wealth of Nations, 1776, p. 100,referring to companies incorporated by Royal Charter.7. Diamond 1982.8. Shannon 1931, Blumberg 1996.9. Horvath and Woywode 2003.10. Jacobs 2002. There are three economic arguments forlimited liability: it encourages investors to take risks, itfacilitates the distribution of risk among corporationsand creditors, and it avoids high litigation costs in caseof debt recovery.11. FIAS 2003.12. These numbers are reported in table 2.1 in Morissetand Neso 2002.13. Trang and others 2001, Zhuravskaya 2003, and FIAS2003.14. The classification of legal origin follows La Porta andothers 1999.15. Djankov and others 2002.16. Friedman and others 2000; Djankov and others 2002;Batra, Kaufmann, and Stone 2003.17. Bertrand and Kramarz 2002.18. Alesina and others 2003.19. Hoekman, Kee, and Olarreaga 2001 find that a 10 percentincrease in the number of procedures is associatedwith a 5.8 percent increase in prices in countrieswithout liberal trade regimes. Also see Djankov andothers 2002.20. FIAS 2003.21. De Soto 1989, p. XVII.22. Olson 1991, DeLong and Shleifer 1993.23. Djankov and others 2002.24. European Commission 2002.25. Trang and others 2001.26. Sader 2002.27. Buying an off-the-shelf company is a long-standingpractice: it had become common to buy chartersfrom moribund companies during the economicboom that followed the Revolution in 1688 inEngland.28. Corporate capital was regarded as a trust fund toprotect creditors. In the United States, this view wasformulated in Wood vs. Dummer in 1824 (Wood vs.Dummer, 3 Mason 308, Fed. Case No. 17,944, 1924).29. Japanese Association of Small Businesses 1999.30. Jordan 1996.31. Jacobs 2002.

3 Hiring and Firing WorkersDuring the Industrial Revolution in Britain,women received one-third to one-half thewage of men. One scholar of that periodwrites: “Employers did not offer a livingwage to the female since they assumed that she wasdependent upon a household headed by a male andtherefore did not depend only on her wages for subsistence.”1 About one hundred years later, in 1882, afactory inspector describes employment relations inRussia: “The owner is an absolute sovereign. He is nottied by any law, and often applies and interpretsexisting legal regulations at his own discretion. Theworkers must obey him.” 2 A third example comesfrom Zimbabwe, where, before independence in 1980,Africans did not benefit from minimum-wage legislation,were discriminated against in appointments toskilled jobs, and were barred from training programs. 3Regulation can change that.Employment law protects workers from arbitrary,unfair, or discriminatory actions by their employers.Regulations—from mandatory minimum wage topremiums for overtime work to grounds for dismissalto severance pay—have been introduced as a responseto apparent market failures. The failures range fromthe exploitation of workers in one-company towns todiscrimination on the basis of gender, race, or age tothe suffering of the unemployed in the GreatDepression and in the transition of formerly socialisteconomies.More recent concern for social justice, particularly indeveloping countries, led the International Labor Organizationto establish a set of fundamental principles andrights at work. They include the freedom of association,the right to collective bargaining, the elimination offorced labor, the abolition of child labor, and the eliminationof discrimination in hiring and work practices. 4They constitute the minimum regulation necessary forthe effective functioning of labor markets. 5 Every countryneeds to adopt and enforce them.However, if regulation in other aspects of theemployment relation is too rigid, it lowers labor forceparticipation, increases unemployment, and forcesworkers into the informal economy. Economicanalysis shows that if the average Latin Americancountry were to reduce its employment protection tothe level found in the United States, estimated totalemployment would rise by almost six percentagepoints. 6 In some countries, the negative effects of rigidemployment regulation are even larger. A 10 percentincrease in dismissal costs in Peru is associated withan estimated increase in long-term unemployment of11 percent, 7 and in India and Zimbabwe of about20 percent. 8Disadvantaged groups are hurt the most. Evidencefrom Argentina, Chile, Colombia, France, the RussianFederation, Spain, and Tunisia shows that newentrants into the labor market—women andyouths—suffer disproportionately the consequencesof reduced employment opportunities. 9 As a result,many women and teenagers either remainunemployed or find employment in the informaleconomy. In Côte d’Ivoire, 73.3 percent of informalemployees are women; in Uganda, 80.5 percent; inPeru, 57.5 percent. 10 Cross-country analyses suggestthat if Mozambique were to reduce its labor regulationsto the level found in Zambia, the share ofinformal employment might drop by as much as 13.5percentage points, and the share of informal29

Doing Business in 200430employment of women might drop by 18 percentagepoints. 11Rigid employment regulation is associated withmore poverty in developing countries. A study ofIndia suggests that, between 1958 and 1990, poverty inWest Bengal, the Indian state with the highest labor protection,increased by 10 percent as employment opportunitieswere denied to poor people. 12 Almost 2 millionurban poor people would have found jobs in WestBengal if the state government had not passed stricterregulation on dismissals and work hours. In contrast,the government of Andra Pradesh, another Indianstate, made employment regulation more flexible inthe 1980s: 1.8 million urban poor found jobs in manufacturingand service companies in the next decade.Improving the flexibility of employment lawwhile maintaining fundamental workers’ rightsrequires several reforms. Among them, introducingpart-time and fixed-term employment contracts,reducing the minimum wage for young workers, andallowing for shifting the work time between periodsof slow demand and peak times have proven successfulin several countries. Other possible reformsfor countries with greater administrative capacityinclude providing unemployment benefits to workersin times of low demand (short-time compensation)and using a negative income tax in place of aminimum wage.What Is Employment Regulation?Employment regulation is one of four bodies of laborlaw:• Employment regulation• Social security laws• Industrial relations• Workplace safety.This chapter is limited to employment regulation.Next year’s report will provide analysis of socialsecurity laws, and the report in the year after will studyindustrial relations and workplace safety regulation.Employment regulation governs the individualemployment contract, including flexibility of hiringthrough part-time and fixed-term contracts; andconditions of employment, including maximumnumber of hours in a work week, premiums forovertime work, paid annual leave, and a minimumwage. It also governs flexibility of firing, includinggrounds for dismissal, notification rules for dismissal,priority rules for dismissal, and severance pay.Social security laws govern the social response toneeds and conditions that have a significant impacton workers’ quality of life, such as old age, disability,death, unemployment, and maternity. Social securitylaws are present in developed countries but stillnascent elsewhere. 13Industrial-relations laws regulate the bargaining,adoption, and enforcement of collective agreements;the organization of trade unions; and industrial actionby workers and employers.Workplace safety covers the working environmentand training of workers for the use of machinery andequipment, as well as the regulation of productionprocesses or materials that are hazardous to workers’health. Workplace safety regulation has beneficialeffects for both workers and businesses. 14Employment regulation is fairly new, establishedafter World War II in many advanced economies. Inthe aftermath of the 1973 oil shock, many developedcountries tightened employment laws, especially inthe area of collective dismissals. Since then, regulationhas been continually undergoing reform—everydeveloped country except the United States has mademajor revisions to its labor regulation since 1990. InMay 2003, the German government announcedreforms to reduce unemployment. The main proposalswould make dismissals easier and reduce the timeunemployed people are allowed to receive benefits.The reform will also make fixed-term contracts moreattractive to small-business owners.Flexibility of HiringThe first area of employment regulation addressed inthis chapter is hiring by means of part-time andfixed-term contracts. Part-time contracts haveproven popular in recent reforms. Employees whovalue flexible work schedules—especially youngerpeople continuing their education, women withchildren, and older people who work to supplement

Hiring and Firing WorkersFigure 3.1Use of Fixed-Term Labor Contracts% of fixed-term in total contracts2520151050IrelandAustriaSource: OECD 1999.NorwaySwedenFinlandPortugalAustraliatheir income—have been the main beneficiaries. Bymid-2003 every country in the Doing Business sampleallowed part-time contracts. Some countries—including France, Japan, Namibia, and Romania—exempt part-time employment from carrying themandatory benefits of full-time workers. Part-timecontracts are also easier to terminate. These twofeatures make it attractive for businesses to hire parttimeworkers. In many OECD countries, where dataon labor contracts are available, roughly a quarter ofthe workforce has part-time jobs: the Netherlands(30 percent), Australia (27 percent), Norway (27percent), Switzerland (26 percent), New Zealand (24percent), and the United Kingdom (23 percent). 15 InAustralia, teenagers make up a large share of thepart-time workforce, working under so-called casualcontracts.Fixed-term contracts ease the entry for newemployees. They were established in France in 1979,to be used for the replacement of employees on leave,temporary increases in activity, and seasonal activities,as well as in contracts for disadvantaged groups suchas youths and women. 16 By 1999, 10 percent of theworkforce in France had such contracts. Spainadopted revisions to its labor code in the mid-1980sto allow for part-time and fixed-term contracts; by 1999,almost 30 percent of workers, primarily first-timeentrants in the labor market, had such contracts.The 1996 revision of the labor code in Tunisiaintroduced fixed-term contracts, and by 2001 about15 percent of the labor force had them. 17 Othercountries with high rates of fixed-term contracts areAustralia, Finland, Portugal, and Sweden (figure 3.1).Many countries allow fixed-term contracts only forspecific tasks. This is true for most Latin Americancountries—such as Argentina, Bolivia, Brazil, Guatemala,Mexico, Panama, Uruguay, and Venezuela—and forsouthern Europe—France, Greece, Italy, Portugal,and Spain. Chile, Japan, Mexico, and Sweden limit theduration of fixed-term contracts to one year, butmany former socialist countries allow fixed-termcontracts of up to five years. Poland does not regulatethe duration of fixed-term contracts. Nor doAustralia, New Zealand, South Africa, the UnitedKingdom, or Zambia.Conditions of EmploymentThe legal provisions for conditions of employmentcover flexibility in working time requirements,mandatory payment for non–working days (includingpaid annual leave and holidays), and minimum-wagelegislation. In countries with a common-law tradition,substantial aspects of the employment relation areleft to the individual agreement between the workerand manager.Kenya, Oman, Singapore, Slovenia, Thailand, andthe United States, among others, impose no regulationregarding daily rest. However, it is legislatedat a minimum of 14 hours in Chile, Colombia,Ethiopia, Panama, and Syria. With the exception ofNew Zealand, all countries regulate the number ofwork hours. Botswana, Chile, Costa Rica, Ireland,Malaysia, Morocco, and Vietnam all allow a 48-hourworkweek. France has the shortest workweek, at 35hours, followed by Denmark, with 37 hours. Nightwork is generally allowed in most countries, exceptAlbania, Belarus, Mozambique, Norway, Turkey, andUruguay. Work on holidays is not subject to any regulationin Denmark, Hong Kong (China), Latvia,Malaysia, Singapore, and Tunisia. However, holidaywork is strictly regulated in countries with a Germanlegal tradition, including Austria, Germany, andSwitzerland.31

Doing Business in 2004Figure 3.2Premiums for Overtime Work—from Nothingto DoubleOvertime premium, %10080604020Figure 3.3How High Is the Minimum WageRatio of minimum to average wage10.80.60.40.20New ZealandGhanaAlbaniaSloveniaBoliviaTunisiaBelarusNicaragua0VenezuelaEl SalvadorHondurasPortugalSpainBoliviaRussianFederationSource: Doing Business database.Source: Maloney and Nunez 2000.32In cyclical or seasonal industries, overtime work isoften used. Burkina Faso, Cameroon, Jamaica, HongKong (China), New Zealand, Spain, and the UnitedKingdom do not have regulations on a premium forovertime work. Chad, Italy, and Mali require a 10percent premium over wages paid for work in normalhours. Bangladesh, Belarus, India, Mexico, Nicaragua,Pakistan, Uruguay, and Uzbekistan mandate up todouble pay for overtime work (figure 3.2). SomeCentral European countries recently revisedemployment regulation to allow managers to shift worktime from periods of slow demand to peak periods. InPoland, such shifts must balance out within six months;in Hungary, within a year. Such reforms eliminate theuncertainty of spending longer hours at work foremployees, while reducing the costs of unpredictable orcyclical demand—and overtime pay—for businesses.The United States leaves it to individual or collectiveworker contracts to agree on the number ofdays of paid annual leave. In all other countries, theduration of annual leave is subject to regulation. Themost generous annual leave is mandated in SierraLeone (39 days), followed by Congo Republic (35days); Ethiopia (33 days); Chad, Côte d’Ivoire, andNiger (32 days); and Burkina Faso, Egypt, Finland,Nicaragua, and Yemen (30 days).Several OECD countries—Austria, Denmark,Finland, Italy, Norway, Sweden, and Switzerland—haveno mandatory minimum wage. In some countries,like Austria, this is the result of a long social partnershipamong labor unions, business associations,and the government. Regulation would be redundant.In countries that regulate minimum wages, the ratioof minimum to average wages varies from 0.82 inVenezuela to 0.05 in the Russian Federation (figure 3.3).If this ratio is high, businesses are unwilling to hireless experienced workers, discriminating against youthsor mothers returning after maternity leave, who havebeen out of the workforce for some time. Onepromising reform is to enforce a lower minimumwage for younger workers, as established in Chile in1989, generating a significant increase in job opportunitiesfor recent graduates. The introduction ofsimilar apprentice wage laws was a common reformin other Latin American countries in the 1990s. 18Flexibility of FiringFlexibility of firing encompasses grounds fordismissal, procedures for dismissal, notice periods,and severance payments. The rules on grounds fordismissal vary from “contract at will”—as in Ghana,Israel, and the United Kingdom, where theemployment relation may be terminated by eitherparty at any time—to allowing termination ofcontracts under a narrow list of “fair” causes such asredundancy—as in France—to not considering

Hiring and Firing Workersredundancy as a fair cause for dismissal—as in Bolivia,the Republic of Korea (before 1998), and Portugal.The 1998 reforms of employment regulation in theRepublic of Korea allowed for dismissal on thegrounds of redundancy or economic restructuring.The procedures for dismissal often require notificationor even approval by unions, workers councils,the public employment service, a labor inspector, or ajudge. Some countries also mandate retraining andreassignment to another job in the enterprise—andestablish priority rules for dismissal or re-employmentof redundant workers. In Tunisia, companies mustnotify the labor inspector of planned dismissals inwriting one month ahead, indicating the reasons andthe workers affected. The inspector may propose alternativesto layoffs. If these proposals are not acceptedby the employer, the case goes to the regional tripartitecommittee comprised of the labor inspector, theemployer organization, and the labor union. Thecommittee decides by a majority vote (if the inspectorand union reject the proposal, no dismissal is possible).It may also suggest retraining, reduced hours, or earlyretirement. Only 14 percent of dismissals end upbeing accepted. As a result, annual layoffs are less than1 percent of the workforce, compared with more than10 percent in the average OECD country.Even if employers are permitted to dismiss workers,regulations may impose notice periods and severancepayments (figure 3.4). In Croatia, employers need toFigure 3.4Severance Payments—from Nothing to 20Months’ PayNumber of months of full salary paid20151050AustraliaDenmarkArmeniaSource: Doing Business database.VietnamIndonesiaSaudi ArabiaBoliviaGuatemalagive workers three months’ advance notice and paysix monthly salaries in severance for employees withtenure in the business of more than 20 years.Often workers feel unjustly dismissed or may notreceive sufficient compensation. One recourse is tofile a lawsuit against their employers. In manycountries, such disputes are handled by specializedlabor courts or tribunals. Until recently, representativesof employee and employer organizations frequentlysat on the jury, alongside professionaljudges. This practice has often led to protractedjudicial procedures and difficulties in reaching compromise.In Brazil, prior to 1999, an equal numberof representatives from labor unions and businessassociations served as judges on the Labor ConciliationBoard, the regional labor courts, and thesupreme labor court. The average labor dispute tookalmost three years. 19 In 1999 this practice wasabolished and only professional lawyers couldbecome labor judges. Also, judges were givenlifelong tenure, which reduced their susceptibility topolitical pressure. By 2001, the time needed toresolve disputes was halved.Large Divergences in PracticeEmployment regulation is an area of great divergenceamong developed countries. A comparison of NewZealand and Portugal, two OECD members withsimilar income per capita, illustrates the differences inregulatory scope.• Fixed-term contracts may be entered into in NewZealand for any reason, and no maximum durationis prescribed by law. In Portugal, such contracts areallowed only for specific tasks, such as substitutionfor another worker or seasonal activity, and aretemporary.• Working times and leave times in New Zealand areregulated by collective bargaining and individualemployment contracts. In Portugal, the constitutionregulates work and leave times, remuneration, andworking conditions.• New Zealand mandates no premium for overtimework. There are no restrictions on night work, andpaid annual leave is 15 days. In Portugal, the33

Doing Business in 200434premium for overtime work ranges from 50percent to 75 percent. There are restrictions onnight work, and paid annual leave is 24 days.• New Zealand allows “contracts at will,” which canbe terminated with notice by either party. Portugalhas a public policy list of fair grounds for dismissal,mandatory early notice, and priority rules for reemploymentof redundant workers.• In New Zealand “reasonable notice,” usually oneweek, is required to dismiss a worker, and there isno regulation on the amount of severance pay. InPortugal, the standard dismissal notice is 60 days,and the severance pay for workers with 20 years oftenure is mandated by the law to be 20 months ofwages.The transplantation of employment laws duringcolonial days created stark differences betweendeveloping countries as well.• In Ghana, a common-law jurisdiction, fixed-termcontracts are allowed for any reason, and there isno maximum duration. In Mozambique, a formerPortuguese colony with a similar income percapita, fixed-term contracts are allowed only forseasonal activities.• In Ghana, leave and remuneration are negotiatedin individual employment contracts. InMozambique, the constitution regulates them, withminimum annual leave of 22 days.• Ghana allows contracts at will. Mozambique’s laborcode lists fair grounds for dismissal and imposesstringent procedural limitations, such as mandatorynotification of the government and priority rules forre-employment of redundant workers.• Labor regulation in Ghana imposes no severancepayment for dismissal. In Mozambique, the lengthof notice is regulated at 12 weeks, and the severancepayment for a worker with 20 years of experience is30 months of wages.To document the systematic differences inemployment regulation across countries, three indiceswere constructed by studying the letter of the lawand conducting surveys of labor lawyers in eachcountry (table 3.1). The methodology is simple: if theregulation restricts the ability of managers andworkers to negotiate the employment contract, avalue of 100 is entered, zero otherwise. For example,fixed-term contracts are allowed in Venezuela onlyfor temporary tasks, while in Vietnam they areallowed for any task. On this component of the hiringindex, Venezuela gets a 100, Vietnam a 0. Similarly,managers have to give fair cause for dismissal inCameroon, but not in Jamaica. On this component ofthe flexibility-of-firing index, Cameroon gets a 100,Jamaica a 0. The scores are averaged across the componentsof each index to get the value of the indexitself. 20 Table 3.1 details the components of each index(flexibility of hiring, conditions of employment, andflexibility of firing). Averaging across these threeindices yields the index of employment regulation,where higher values represent more rigidity inemployment regulation.Employment regulation is more flexible indeveloped countries. Austria, Denmark, Hong Kong(China), New Zealand, Singapore, the United Kingdom,the United States, and New Zealand are among the 10countries with the most flexible employment protection(table 3.2). Malaysia, Papua New Guinea, andZimbabwe are also in this group. The countries withthe most rigid employment regulation include sixLatin American countries (Brazil, Mexico, Panama,Paraguay, Peru, and Venezuela), and Angola, Belarus,Mozambique, and Portugal.Some countries have very strong protection in oneof the indices but not in others. Greece, Taiwan(China), and Tunisia restrict the use of fixed-termcontracts. Hungary and Poland are among thecountries with the most regulation on conditions ofemployment. Belarus, Mexico, and Peru have strictregulations on firing. In general, however, the indicatorsof labor regulation tend to move together: restrictionson hiring go with restrictions on firing (figure 3.5),as well as with more rigid conditions of employment.Which groups of countries have the most flexibleregulation? Rich countries have the lowest averagescores on all indices (figure 3.5). Nordic-origin countriesregulate employment relations the least in conditionsof employment but less so in dismissals, in which

Hiring and Firing WorkersTable 3.1Rigidities in Employment RegulationHiringConditions ofemploymentFiringPart-time contractsFixed-term contractsHours of workLeavesMinimum wageGrounds for firingFiring proceduresNotice and severancepaymentJob securityIs part-time employment prohibited?Are part-time workers exempt from mandatory benefits of full-time workers?Is it easier or less costly to terminate part-time workers than full-time workers?Are fixed-term contracts allowed only for fixed-term tasks?What is the maximum duration of fixed-term contracts (in months)?What is the mandatory minimum daily rest?What is the maximum number of hours in a workweek?What is the premium for overtime work?Are there restrictions on night work?Are there restrictions on weekly holiday work?What is the number of legally mandated days of annual leave with pay in manufacturing?Is paid time off for holidays mandatory?Is there a mandatory minimum wage?Are conditions of employment specified in the constitution?Is it unfair to terminate the employment contract without cause?Does the law establish a public policy list of “fair” grounds for dismissal?Is redundancy considered a fair ground for dismissal?Must the employer notify a third party before dismissing one redundant employee?Does the employer need the approval of a third party to dismiss one redundant worker?Must the employer notify a third party before a collective dismissal?Does the employer need the approval of a third party before a collective dismissal?Does the law mandate retraining or replacement prior to dismissal?Are there priority rules applying to dismissal or layoffs?Are there priority rules applying to re-employment?What is the legally mandated notice period (in weeks) after 20 years?What is the severance pay as a number of months for which full wages are payable aftercovered employment of 20 years?Is the right to job security specified in the constitution?35Source: Doing Business database.English-origin countries have the lightest regulation.Across regions, East Asian economies regulate the leastand Latin American countries the most, even after thesignificant labor reforms in the 1990s. This result isconsistent with previous studies. For example, in 1999the cost of firing a full-time worker was equivalent to93 days of wages in Latin America, twice the 45 days inthe OECD. 21 Countries in the socialist legal traditionhave the second-strictest labor regulation.What Are the Effects of Employment Regulation?The fact that employment regulation arose in responseto market failures does not mean that today’s regulationsare optimal. Their design may have been poorto begin with. And what was appropriate in, say, 1933,when Portugal adopted its constitutional protectionsof workers, may not be appropriate today, becausecircumstances, technology, and business organizationhave changed.Indeed, although employment regulation generallyincreases the tenure and wages of incumbent workers,strict regulatory intervention has many undesirableside effects. The first is to limit job creation. Quarterlyjob creation in Portugal, the most heavily regulatedlabor market in the sample, is 59 percent of that in theUnited States, one of the ten least regulated labormarkets. With fewer new jobs available, Portugueseworkers stay in jobs they do not like. 22 Conversely, therelaxation of labor regulation in the United States

Doing Business in 2004Table 3.2Indexes on Employment RegulationFlexibility of hiring Conditions of employment Flexibility of firing Employment lawsMost-flexible regulationChina 17 Hong Kong (China) 22 Hong Kong (China) 1 Singapore 20Czech Republic 17 Zimbabwe 22 Singapore 1 United States 22Namibia 17 Denmark 25 Uruguay 3 Malaysia 25Nigeria 17 Malaysia 26 Papua New Guinea 4 Denmark 25Papua New Guinea 17 Singapore 26 United States 5 Papua New Guinea 26Australia 33 United States 29 Japan 9 Hong Kong (China) 27Canada 33 South Africa 36 United Kingdom 9 Zimbabwe 27Denmark 33 Sweden 39 Australia 13 United Kingdom 28Poland 33 Norway 39 Austria 14 Austria 30Uganda 33 Kuwait 40 Malaysia 15 New Zealand 32Least-flexible regulation36Brazil 78 Nicaragua 90 Brazil 68 Paraguay 73Chad 78 Mongolia 90 Panama 68 Peru 73Greece 78 Paraguay 90 Peru 69 Mozambique 74Guinea 78 Turkey 91 Ukraine 69 Venezuela, RB 75Thailand 78 Poland 92 Mexico 70 Belarus 77Venezuela, RB 78 Hungary 92 Belarus 71 Mexico 77El Salvador 81 Ukraine 93 Russian Federation 71 Angola 78Mexico 81 Chad 93 Paraguay 71 Brazil 78Panama 81 Rwanda 94 Portugal 73 Portugal 79Taiwan (China) 81 Bolivia 95 Angola 74 Panama 79Note: Indexes range from 0 to 100, with higher values indicating more-rigid regulation.The employment-laws index is the average of the flexibility-of-hiring, conditions-of-employment,and flexibility-of-firing indexes.Source: Doing Business database.since the 1950s has helped increase new employmentopportunities by as much as 150 percent. 23 When aPortuguese business decreases employment, it is 40percent less likely to increase it when the economypicks up than a U.S. company is. This result is corroboratedby other studies that show jobless recoveriesin economies with heavily regulated labor markets. 24It means that some workers remain in perennialunemployment.A second effect is to reduce the flexibility of theworkforce: workers who have endured long unemploymentspells tend to have obsolete skills. Unemploymentduration is three times higher in Portugalthan it is in the United States, and more than twice ashigh in Brazil and Spain, two other heavily regulatedmarkets.Third, flexible labor regulation is associated withhigher R&D investment in technologies. In particular,businesses in low-employment-protection countriesin the OECD have almost 30 percent higherinvestment in R&D than businesses in OECDeconomies with rigid employment laws. 25 Why?Because organized labor frequently resists attemptsto acquire new technology, particularly if it isperceived to displace workers. In addition, stringentregulations on firing may push managers into reorganizingthe production process in ways that provideemployment for displaced workers, which in turnreduces incentives to buy the latest technology.Fourth, restrictions on hiring and firing have beenshown to result in smaller firm size, and to leaveeconomies of scale unexploited in manufacturing andsome services (the evidence is primarily from OECDeconomies). 26All of these effects—less job creation, longer unemploymentspells and the related skill obsolescence of

Hiring and Firing WorkersFigure 3.5Who Regulates the Employment Relation?Flexibility-of-firing index60504030Income group averageRegional averageLegal-origin averageSouth AsiaEnglish-originMiddle East2035 40 45 50 55Flexibility-of-hiring indexSource: Doing Business database.Socialist-originLatin AmericaLower-middle-income French-originEast. EuropeAfricaLow-income Upper-middle-incomeGerman-originNordic-originOECD High-incomeEast AsiaHigh-incomeworkers, less R&D investment, and smaller companysize—may serve to reduce productivity growth. 27Surveys of managers also show that employmentregulation is a burden on businesses in many developingcountries. One survey asks managers to rank eightareas with regard to the burdens regulations impose onthe operation and growth of their businesses: businesslicensing, customs and foreign trade restrictions, foreigncurrency and exchange regulations, employment regulations,environmental regulations, fire and safety regulations,tax regulations and their administration, andhigh effective tax rates. 28 Employment regulations wereseen to be the major obstacle to improving productivityin Bangladesh, Brazil, Chile, Colombia, India,Panama, Portugal, Thailand, Tunisia, and Venezuela.And they were rated the second-most-importantobstacle to productivity growth in Argentina, Bolivia,Ecuador, Mexico, and Uruguay. 29More worrying, employment regulation limits theopportunities of disadvantaged groups to come outof poverty. Excessive regulation is associated withhigher unemployment, 30 especially for youths andwomen (figure 3.6). Cross-country analyses suggestthat if France were to make its labor regulations asflexible as those in the United States, the employmentrate might increase by up to 1.6 percentage points.The effect is even larger for Spain, at 2.3 percentagepoints. Women would benefit the most, with morethan 70 percent of the new jobs. Using the employmentregulation index in this chapter, a reductionin the value by a third would be associated with a10-percentage-point fall in the unemployment rate ofyoung women.Without job opportunities in the formal economy,many people join the unofficial sector (figure 3.7).There, workers have no social protection whatsoever.Cross-country studies show that a reduction of theemployment regulation index by a third is associatedwith a 14-percentage-point decline in informalemployment and a 6.7-percentage-point fall in outputproduced in the informal economy.What to Reform?Reform is taking place, but it is often hotly contestedby labor unions and frequently falls short or isreversed. 31 In the early 1980s, Spain introducedmore-flexible legislation on fixed-term contracts,only to roll it back in the latter part of the decade. In1996, the Peruvian government tried to reduceseverance payments by 50 percent. The ensuringFigure 3.6Rigid Employment Regulation Is Associated withHigher Female UnemploymentFemale unemployment, %4030201000 20 40 60 80 100Employment-law indexNote: The correlation shown in this figure remains statistically significant whencontrolling for income.Sources: Doing Business database; World Bank 2003.37

Doing Business in 200438Figure 3.7Labor Regulation and InformalityInformal sector, % income per capitaHighLowLow1 2 3 4 5 HighCountries ranked by employment-laws index, quintilesNote: The correlation shown in this figure is controlled for income per capita. Therelationship is statistically significant at the 1 percent level.Sources: Doing Business database; Schneider 2002.uproar caused the government to instead increaseseverance payments. In 1998 Argentina revokedtemporary employment contracts—which had beenintroduced in 1995 as the main component of thelabor reform.A general reform oriented toward less regulationof labor markets has yielded positive results in LatinAmerica and in some transition economies. Six LatinAmerican countries have reformed their employmentlegislation in the last decade: Argentina, Brazil,Colombia, Guatemala, Panama, and Peru. With theexception of Panama, all of those countries introducedtemporary contracts. The contracts have lowerdismissal costs, and employers usually pay lowerpayroll taxes. Among transition economies, theCzech Republic, Estonia, Hungary, Poland, theRussian Federation, and the Slovak Republic made thehiring of workers more flexible and reduced regulationon conditions of employment. Estonia’sreform is the most far-reaching: it reduced regulationon both the hiring and the firing of workers. Therehas been little reform of employment regulation inAfrica and South Asia.Several other types of reforms of employment regulationhave eased the burden on businesses andprovided better job opportunities for poor people:• Many OECD countries have introduced flexiblepart-time and fixed-term contracts. Thesecontracts bring groups less likely to find jobs,such as women and youths, into the labor market.Germany increased the duration of fixed-termcontracts to eight years, whereas Poland haseliminated the time limit.• Several countries have either introducedapprentice wages (Colombia) or lowered theminimum wage for new entrants (Chile).• Some countries (Hungary, Poland) have made itpossible for employers to shift work time betweenperiods of slow demand and peak periods withoutthe need for overtime payment.• Other countries have eased regulations on firing.Serbia and Montenegro reduced the severancepayment for a worker with 20 years of tenure from36 months to 4.As countries adopt better technology for monitoringthe labor market and build up their administrativecapacity, they will be able to undertake moresophisticatedreforms. Several OECD countries haveimplemented legislation on short-term compensation,which provides employees with job security at times oflow demand. If an employer cannot gainfully occupy aworker during slack times, a government fund coversthe payment for such periods. Belgium, Italy, andSweden have good experience managing such funds. 32This innovation reduces employee turnover and shiftsthe burden away from the business. Further reform mayinclude a negative income tax in place of a mandatoryminimum wage. Such a tax would give people anincentive to join the workforce in entry-level jobs whilealleviating the burden on unemployment insurance. 33Notes1. Valenze 1985, p. 36.2. Turin 1934, p. 34.3. Fallon and Lucas 1991.4. ILO 1998, 2000, 2001, 2002, 2003.5. Becker 1971. Economic studies show that the presenceof such fundamental rights improves productivity.6. Heckman and Pages 2000.7. Saavedra and Torero 2000.

Hiring and Firing Workers8. Fallon and Lucas 1991. The negative effects of rigidlabor regulations are not limited to developing countries.The introduction of high severance payments inFrance after World War II is estimated to haveincreased long-term unemployment by 4.4 percentagepoints (Lazear 1990).9. Hopenhayn 2001 for Argentina; Montenegro and Pages2003 for Chile; Kugler 2000 for Colombia; Dolado andothers 1997 for Spain; World Bank 2002a for the RussianFederation; Abowd and others 1999 for France.10. Betcherman 2002.11. Botero and others 2003.12. Besley and Burgess 2003.13. Mulligan and Sala-i-Martin 2000; Botero and others2003.14. Fishback 1998.15. OECD 1999. All figures are for 1999.16. Blanchard and Landier 2000.17. World Bank 2003.18. Gill, Montenegro, and Domeland 2002.19. World Bank 2002b.20. The rankings generated by this index are consistentwith the rankings on regulation on dismissals in LatinAmerican countries (Heckman and Pages 2000) andthe rankings on employment protection in the OECD(OECD 1999). The correlations are highly significant,at 0.63 and 0.73, respectively. These provide supportfor the robustness of the methodology.21. Heckman and Pages 2000.22. Blanchard and Portugal 2001.23. Holmes 1998.24. Betcherman and others 2001.25. Nicoletti and others 2001.26. Nicoletti and Scarpetta 2003.27. Scarpetta and Verdier 2002; Montenegro and Pages2003.28. Batra and others 2003.29. World Bank 2003. Two other surveys, by the chamber ofcommerce in 2000 and 2001, also show that 52 percentof managers of private manufacturing enterprisesperceived labor regulations to be excessive, especially inthe textiles, chemicals, and construction industries.30. Scarpetta 1996 for the OECD; Fields and Wan 1989 forSouth Asia; Aidt and Tzannatos 2003 for a recentsurvey of country studies.31. Gill, Montenegro, and Domeland 2002.32. Van Audenrode 1994.33. Blanchard 2002.39

4Enforcing ContractsImagine that a new client comes to a textile companyand orders shirts. The client and the companymanager sign a contract for payment on delivery.But at delivery, the client refuses to pay in full.What happens next? In New Zealand, the companymanager will show the client the contract and ask forpayment. The client is likely to pay. In Poland, thecompany manager will show the contract to the clientand ask for payment. The client is likely to refuse topay. In Côte d’Ivoire, the company manager wouldprobably not deal with the new client unless the clientcould provide references from other textile companiesor from companies that operated in the same region. 1In Vietnam, the client might not bother going to thecompany without having at least half of the moneyavailable for an advance payment.Why the differences? The answer lies in the efficiencyof courts—the main institution enforcing contracts.New Zealand has a very efficient court system. Polishcourts take a long time to resolve disputes. Courtsin Vietnam and Côte d’Ivoire are considered inefficient.In the words of a Vietnamese enterprisemanager interviewed in 1999: “The court is weak, andno entrepreneurs use it.” 2 Weaknesses in the legal systemspan countries and centuries. Going back 400 years,Shakespeare’s Hamlet lists court delays among thecalamities of life: “The oppressor’s wrong, the proudman’s contumely, the pangs of despised love, the law’sdelay.” 3 In the absence of efficient courts, fewer transactionstake place, and those transactions involve onlya small group of people linked through kinship,ethnic origin, and previous dealings.Courts have four important functions. Theyencourage new business relationships, because partnersdo not fear being cheated. They generate confidencein more complex business transactions by clarifyingthreat points in the contract and enforcing suchthreats in the event of default. They enable moresophisticated goods and services to be rendered byencouraging asset-specific investments in their production.And they serve a social objective by limitinginjustice and securing social peace. Without courts,commercial disputes often end up in feuds, to thedetriment of everyone involved.Companies that have little or no access to courtsmust rely on other mechanisms, both formal andinformal—such as trade associations, social networks,credit bureaus, and private information channels—to decide with whom to do business. Companiesmay also adopt conservative business practices anddeal only with repeat customers. Transactions arethen structured to forestall disputes. Whateveralternative is chosen, economic and social value maybe lost. 4Four types of reform of contract enforcement haveproven successful:• Establishing information systems on caseload andjudicial statistics has delivered a large payoff.Judiciaries with such systems (for example, in theSlovak Republic) can identify their primary usersand the biggest bottlenecks.• Taking out of the courts transactions that arenot disputes—such as the registering of newbusiness entities—can free up resources forcommercial litigation. Because such reform mayrequire new laws, governments can in the meantimereorganize the workflow in the courts so that41

Doing Business in 200442clerks, not judges, are responsible for companyregistration.• Simplifying the procedures is often warranted forcommercial disputes, especially in developingcountries. For example, summary debt collectionproceedings of the type recently established inMexico alleviate court congestion by reducingprocedural formalism. When default judgments—automatic if the defendant does not appear incourt—are introduced as well, delays are cutsignificantly.• Modifying the structure of the judiciary may allowfor small-claims courts and specialized commercialcourts. Several countries with small-claimscourts—such as Japan, the United Kingdom, andNew Zealand—recently increased the maximumclaim eligible for hearing at the court. In othercountries, such as Botswana and India, localcourts deal with small cases and pass disputesconcerning larger amounts to the higher courts.Where the judiciary is least developed, as inAngola, Mozambique, and Nepal, specializedcourts are premature. Instead, reformers areallowed to introduce summary proceedingswithin general-jurisdiction courts or havespecialized judges in the general court, with afocus on the execution of judgments.Ease of Contract EnforcementUsing a hypothetical business transaction, lawyersin 133 countries were asked to describe how acompany would go through the courts to recover itsoverdue payment. The survey covers the procedureby-procedureevolution of a commercial casebefore courts in the country’s most populous city.Respondents were given the amount of the claim(half of income per capita), the location and maincharacteristics of the litigants, the presence of cityregulations, the nature of the remedy requested by theplaintiff, the merit of the plaintiff’s and defendant’sclaims, and the social implications of the judicialoutcome. 5 These standardized details enabled therespondent law firms to describe the proceduresexplicitly—and to determine the duration and cost ofeach procedure.On the basis of their responses, three indicators ofthe efficiency of contract enforcement were constructed:• The number of procedures, mandated by law orcourt rules, that demand interaction between theparties to the dispute or between them and thejudge or court officer.• The cost, as a share of income per capita, incurredduring dispute resolution—comprising court fees,attorney fees, and payments to other professionals.• The estimated time to resolve a dispute, measuredas the number of days from the moment theplaintiff files the lawsuit in court until the momentof settlement or actual payment. Separate estimatesare made for the average time until the completionof process, trial, and enforcement. Comparisonswith studies of actual court practices in severalLatin American countries show remarkableconsistency in the length of time between filing andsettlement (see figure 1.3). 6Three examples illustrate the striking differences inthe efficiency of contract enforcement across countries.In Slovenia, the creditor must complete 22 proceduresand spend 1,003 days to get paid (figure 4.1). It will costmore than $360, or 7.2 percent of the claim amount(3.6 percent of income per capita), in attorney andcourt fees. In Tunisia, it takes only 14 procedures and 7days to take a debt recovery case from filing toenforcement of judgment. There are no requirementsto appoint a lawyer or initiate a protest procedurebefore a public notary. The creditor files a claim incourt, and the court issues a summons to the debtor.The cost is 8 percent of the claim (4 percent of incomeper capita). In Guatemala, it takes 19 procedures and1,460 days to enforce the contract, with 40 percent ofthe claim amount going to attorney and court fees.What procedures are common in resolving commercialdisputes? In 61 percent of the Doing Businesssample, the case is handled by a general-jurisdictioncourt (table 4.1). In some other countries in thesample—including Canada, Denmark, France, Italy,Japan, the Netherlands, Norway, and Singapore—it ishandled by a specialized court. Almost all countries useprofessional judges, but in a few countries, including

Enforcing ContractsFigure 4.1Enforcing a Contract in SloveniaProcedure 0 200 400 600 800 1,0001. Plaintiff files the lawsuit in writing and pays court fee2. Lawsuit is registered and receives a reference number3. Case is assigned to a judge4. Court scrutinizes the complaint5. First attempt at delivery of notification is made6. Second attempt at delivery of notification is made7. Notification is sent by registered mail8. Defendant answers the complaint in writing9. Defendent‘s answer is delivered to the plaintiff within 30 daysof its receipt by the court10. Plaintiff files answer to statements of the opposition11. Defendent files answer to preparative submission of plaintiff12. Hearing is held and notification of judgment is madeimmediately afterward13. Written judgment is issued14. Defendant is sought at his or her residence or a note isleft with household or neighbor and a notice is left on the door15. Plaintiff is sought at his or her residence or a note is leftwith household or neighbor and a notice is left on the door16. Plaintiff requests enforcement clause from the court17. An enforcement motion is filed18. Enforcement order or writ of execution is made19. Attachment of debtor‘s property is made20. A call for auction is issued21. Sale through auction is made22. Payment is made to creditorSource: Doing Business database.Australia, Turkey, and Zambia, lay judges preside overthe case. Few countries make the use of lawyers forlegal representation mandatory, but many plaintiffshire lawyers anyhow. Mandatory representation is thenorm in Argentina, Bolivia, Italy, Morocco, Spain, andsome other Latin American and Middle Easterncountries. More generally, mandatory legal representationis a feature of French-civil-law countries.Rich countries tend to have specialized courts, relyingless on professional judges and legal representation.Small-claims courts, which tend to follow simplerprocedures than general courts, are sometimes usedTimeDaysfor resolving commercialdisputes, as in Brazil,Zambia, and Zimbabwe. InUganda it takes only 16 proceduresand about threemonths to resolve a dispute.Several other countries—Belgium, Hong Kong (China),NewZealand, and the UnitedStates—have small-claimscourts, but the maximumclaim amount is smaller thanthe one specified in thehypothetical experiment here.For example, in New York thejurisdictional limit for smallclaimscourts is $3,000. InNew Zealand, the limit of thedisputes tribunal is NZ$7,500,or $3,125. If the amount is lessthan NZ$12,000 and bothparties agree, the disputestribunal still determines theclaim. Similar arrangementsare available in the smallclaimscourts of most Australianstates.Countries also differ in theuse of written arguments incourt proceedings. Almostevery one has writtenrequirements for the filing,process, judgment, andenforcement-of-judgment stages. But only about athird require that all the evidence be written and thatfinal arguments be submitted in written form. Onlyhalf require written notification of judgment. MostLatin American countries (such as Colombia,Ecuador, Honduras, and Venezuela) and someMiddle Eastern countries (such as Morocco) requirewritten documentation for every procedure.In just over half the sample, the complaint must bejustified by citing relevant parts of the law instead ofpresenting the complaint on equity grounds andletting a judge determine its admissibility in court.43

Doing Business in 200444Table 4.1Frequency of Procedures in Contract EnforcementProcedureFrequencyUse of professionalsGeneral-jurisdiction court 61%Professional judge tries the case 94%Use of an attorney is mandatory 20%Written arguments are required for—Filing 92%Service of process 94%Opposition 72%Evidence 40%Final arguments 30%Judgment 86%Notification of judgment 55%Enforcement of judgment 98%Legal justificationComplaint must be legally justified 55%Judgment must be legally justified 87%Judgment must be on law (not on equity) 63%Statutory regulation of evidenceJudge cannot introduce evidence 39%Judge cannot reject irrelevant evidence 11%Out-of-court statements are inadmissible 69%Mandatory prequalification of questions 23%Oral interrogation only by judge 15%Only original documents and certified copies 50%are admissibleAuthenticity and weight of evidence defined by law 30%Mandatory recording of evidence 69%Control of superior reviewEnforcement is suspended until resolution of appeal 56%Comprehensive review in appeal 85%Interlocutory appeals are allowed 80%Other statutory interventionsMandatory pretrial conciliation 13%Service of process by judicial officer required 51%Notification of judgment by judicial officer required 28%Source: Doing Business database.This presents another hurdle for businesses, becauseit forces them to seek legal advice. Only a fifth ofcommon-law countries require legal justification of thecomplaint, four-fifths of civil-law countries, includingAustria, France, Germany, and Spain. Denmark is theonly civil-law country that does not require reference toa specific law at any stage of the proceedings. Canada,Ghana, Malaysia, New Zealand, and Singapore areother countries that do not require legal justification.The requirements for who may introduce evidenceand how they may do so are frequently responsible forcausing delays in contract enforcement. More thantwo-thirds of the sample countries have statutory regulationson out-of-court statements and the recordingof evidence, but fewer than a fifth have regulations onthe admissibility of irrelevant evidence, the prequalificationof questions, and oral interrogations. Thoseare primarily Latin American countries (such asGuatemala and Honduras). But Portugal, Mozambique,and the Nordic countries (Denmark, Finland, Norway,and Sweden) have few statutory regulations of evidence.Italy imposes no regulations whatsoever.In 56 percent of the countries, enforcement issuspended if an appeal is filed, and the suspensionlasts until the appeal is resolved. Nearly all countries,particularly those with a German legal tradition andMiddle Eastern countries other than Egypt and Jordan,allow for comprehensive review in appeal and forappeals during trial. Pretrial mediation is mandatoryin Albania, Bolivia, Cameroon, Madagascar, Malawi,Mali, Nicaragua, the Philippines, and Uzbekistan. LatinAmerican countries and former French and Portuguesecolonies in Africa have the most stringent mediationrequirements.Richer countries tend to have fewer proceduresto resolve disputes—especially common-law countries(Australia and the United Kingdom), but alsoDenmark, Norway, and Switzerland (table 4.2). Severalpoorer countries, like Jamaica, Tanzania, Tunisia, andZimbabwe, also have few procedures. African countriesimpose the greatest number of procedures, withAngola, Burundi, Cameroon, Chad, the DemocraticRepublic of Congo, and Sierra Leone among the 10countries with the largest number. Those are joined bythree Latin American countries—Mexico, Paraguay,and Puerto Rico—and the Kyrgyz Republic and Oman.Complex legal procedures frequently cause longdelays. One example is described in the autobiographyof Goethe, Germany’s poet. 7 On taking his law degreein 1771, the young Goethe began practicing before theReichskammer Court in Wetzlar. Here is a descriptionof what he found at the courthouse: “A monstrous

Enforcing ContractsTable 4.2Number of Procedures to Enforce a ContractThe fewest …… and the mostAustralia 11 Angola 46Norway 12 Paraguay 46United Kingdom 12 Cameroon 46Zimbabwe 13 Mexico 47Denmark 14 Sierra Leone 48Jamaica 14 Chad 50Switzerland 14 Oman 54Tanzania 14 Puerto Rico 55Tunisia 14 Congo, Dem. Rep. 55Taiwan, China 15 Burundi 62Source: Doing Business database.chaos of papers lay swelled up and increased every year.Twenty thousand cases had been heaped up, anddouble that number was brought forward.” It was notunusual for a case to remain on the docket for morethan 100 years. One case, filed in 1459, was stillawaiting a decision in 1734.Conditions have greatly improved since Goethe’stime. Countries with very different characteristics havemanaged to achieve quick dispute resolution (table 4.3).Among them are common-law countries such asBotswana, Singapore, and New Zealand, which takeless than two months. Japan, the Republic of Korea, andLithuania, all in the German legal tradition, also haveexpeditious procedures, as do the Netherlands,Nicaragua, and Tunisia, three French-legal-origincountries.Tunisia, the world’s leader in speedy resolution ofcommercial disputes, is perhaps the most surprising. Itscurrent procedures were put in place only in 1996. Thecourts employ a special proceeding, called injunction topay, for recovering a debt claim. The process lasts oneweek and includes 14 procedures, from the moment offiling the claim with the tribunal cantonal in Tunis untilthe moment the creditor receives payment. On theplaintiff’s application, the judge will order payment ifthe debt claim is well justified.Botswana uses an expedited court proceeding thatdoes not require a trial. Such summary procedures areavailable mostly in common-law countries, althoughsome civil-law countries also have them. In Botswana,the creditor would apply for a summary procedure inTable 4.3Days to Enforce a ContractThe fastest …… and the slowestTunisia 7 Bosnia and Herzegovina 630Netherlands 39 Italy 645New Zealand 50 Lebanon 721Singapore 50 Nigeria 730Botswana 56 Angola 865Japan 60 Ethiopia 895Armenia 65 Poland 1000Nicaragua 65 Slovenia 1003Lithuania 74 Serbia and Montenegro 1028Korea, Republic of 75 Guatemala 1460Source: Doing Business database.cases where the defendant is unable to raise any credibleopposition to the plaintiff’s complaint. The debtormay request leave to defend, but the request will bedenied by the court. The whole process requires 22procedures and lasts 56 days.Four transition economies (Bosnia and Herzegovina,Poland, Serbia and Montenegro, and Slovenia) jointhree African countries (Angola, Ethiopia, and Nigeria),as well as Guatemala, Italy, and Lebanon, as countrieswith the longest delays. For Italy, the explanation liesin the country’s lax appeals process, which allowsdisruption of the proceedings at any point during thetrial. Guatemala takes the longest time to enforce asimple commercial contract—four years, on average.The greatest differences across countries are in thecosts of proceedings (table 4.4). Several economies,both developed (Austria, the Netherlands, the UnitedKingdom, the United States, and Taiwan [China])and developing (Brazil, Jordan, Mongolia,Uzbekistan, and the Republic of Yemen) impose negligiblecosts. But in several countries—the DemocraticRepublic of Congo, Côte d’Ivoire, India, and thePhilippines—the costs are almost equal to income percapital or double the claim amount. In Burkina Faso,the Dominican Republic, Indonesia, the KyrgyzRepublic, and Malawi, the costs are two or more timesincome per capita. Why, then, would businesses takedisputes to court?Another important factor in deciding whether touse the courts is the predictability of resolving a dispute.Lawyers were asked the minimum and maximum45

Doing Business in 200446Table 4.4Cost of Dispute ResolutionThe cheapest …US$expected number of days for enforcing a contract inthe hypothetical case. The range can be large. InNigeria, for example, it takes 730 days on average toresolve a dispute, but it can take as much as 1,643 days;in Slovenia the range is 480 to 1,825 days, and in theUnited Arab Emirates, 300 to 1,800 (figure 4.2).Uncertainty is positively correlated with the averagetime to resolve disputes: countries with inefficientcourts are also likely to have uncertain outcomes.Analysis shows that the effect of uncertainty is onlyabout a third as significant as the effect of averagetime in explaining the use of courts by businesses. Inother words, focusing reform on reducing the lengthof judicial process has a high value.Which Courts Are Socially Desirable?% of incomeper capitaJordan 5 0.3United States 120 0.4Yemen, Rep. of 2 0.5Netherlands 120 0.5United Kingdom 120 0.5Taiwan, China 68 0.5Austria 240 1.0Mongolia 7 1.8Uzbekistan 13 2.1Brazil 83 2.4… and the most expensiveCôte d’Ivoire 572 83.3Congo, Dem. Rep. 800 92.3India 444 95.0Philippines 1086 103.7Madagascar 304 120.2Burkina Faso 375 172.8Kyrgyz Republic 730 254.7Indonesia 1754 269.0Dominican Republic 9250 440.5Malawi 920 520.6Source: Doing Business database.Courts should be fast, fair, and affordable. Legalexperts argue that the three attributes are difficult toFigure 4.2Uncertainty in Contract EnforcementDays2,0001,5001,0005000TunisiaNetherlandsSingaporeBoliviaMozambiqueNote: Bars in this figure represent the average time to enforce a contract;lines represent the range between the minimum and maximum expected timeto enforce a contract.Source: Doing Business database.United ArabEmiratesSyriaNigeriaPolandSloveniabalance. The main reason to regulate procedures incommercial dispute resolution is that informal justiceis vulnerable to subversion by the rich and powerful. Ifone of the disputants is more economically orpolitically powerful than the other, he can encouragethe judge to favor him, using either bribes or threats.In practice, fewer procedures are associated with bothreduced time and cost, and with perceptions ofimproved fairness. Analysis of data from a WorldBank survey of more than 10,000 enterprises in 82countries establishes that a lower number of proceduresis associated with more fairness and impartialityin the legal system (figure 4.3). It is alsoassociated with more honesty, more consistency, andmore public confidence in courts.History supports these findings. In 17th-centuryEngland, debt disputes were decided by lay courts,presided over by the local mayor and a clerk. 8 Procedureswere simple—the plaintiff wishing to initiatea lawsuit needed only to go to the town hall on a courtday and enter a complaint with the clerk. Proceedingswere oral, and rulings were not subject to appeal.Courts were accessible to everyone—rich and poor.Another example of the attractiveness of fast andaffordable resolution of commercial disputes comesfrom the Spanish consulados of the Middle Ages.

Enforcing ContractsFigure 4.3A Small Number of Procedures Is Associated withPerceived FairnessJudges are unfair and partial6Figure 4.4Procedural Complexity Is Associated with GreaterCorruptionJudges are corrupt655443322110 20 30 40 50Number of proceduresNote: The correlation shown in this figure is statistically significant at the 1percent level. The result remains significant controlling for income per capita.Sources: Batra and others 2003; Doing Business database.110 20 30 40 50Number of proceduresNote: The correlation shown in this figure is statistically significant at the 1percent level. The result remains significant after controlling for income per capita.Sources: Batra and others 2003; Doing Business database.Originally used as maritime courts, these private commercialcourts spread in Spain in the late thirteenthand fourteenth centuries, starting with Valencia in 1283.In 1592, a consulado was established in Mexico City toserve the needs of Spanish merchants in the New World.In the request for a royal charter, the Mexico Citymerchants guild asserted that “every day there arise manylawsuits and disputes, disagreements and differencesover company accounts, consignments, freights andinsurance, risks, damages, leakage and spillage, losses,failures, and defalcations. The settlement of suchmatters in ordinary courts proves costly and timeconsuming.”9 Staffed by merchants, the consuladosused oral proceedings to resolve disputes.In addition to leading to other poor outcomes,legal complexity facilitates corruption. In surveysconducted in the Slovak Republic in 2000, more than80 percent of entrepreneurs indicated the slowness ofthe courts to be among the three main obstacles todoing business—and that giving “something special”to a court clerk or judge was necessary to speed theprocess along. 10 Between a third and a half of therespondents found Slovak commercial judges to becorrupt. More generally, a higher number of proceduresis associated with more opportunities in thejudicial system for extracting bribes (figure 4.4).If the efficiency and fairness of dispute resolution incourt are questionable, companies use other ways tostructure transactions so that disputes do not occur. A1996 enterprise survey of six African countries—Burundi, Cameroon, Côte d’Ivoire, Kenya, Zambia, andZimbabwe—studied perceptions of court inefficiency.In Burundi only 15.4 percent of respondents saidcourts were effective for dispute resolution. InCameroon, Côte d’Ivoire, Kenya, and Zambia, onlyabout 20 percent of respondents thought that courtscould be used for recovering unpaid debt. More than70 percent of supplies were procured from a singlesupplier. The average supplier/customer relationshipwas 10 years, and infrequent orders accounted for lessthan a fifth of total orders. 11 In these and some othercountries, information from private credit bureaus orpublic credit registries is increasingly being used bylenders to compensate for poor enforcement systems.Another survey, of small entrepreneurs in Vietnamin 1999, found that only 9 percent of respondentswould consider using courts to resolve disputes. 12 Oneentrepreneur said, “They normally create problems. InVietnam no one believes we have a good legal system.”Instead, entrepreneurs rely on social networks forinformation about new customers. 13 In 40 percent oftransactions, payment is made in advance.47

Doing Business in 200448What Explains Differences in Court Efficiency?Richer countries have more-developed judicialsystems—and more resources to establish specializedcourts, to train judges and support staff, and to bringthe latest technology to the courtroom. Comparingcountries by income quartiles, the richest jurisdictionshave the lowest median cost, at 6.6 percent ofincome per capita (figure 4.5); the shortest mediantime, at 210 days; and the lowest number of procedures,18. Upper-middle-income countries have thelongest time, with a median of 270 days, followed bythe poorest countries at 248 days and lower-middleincomecountries at 225 days. The poorest countrieshave the highest costs, at 31 percent of income percapita, and have the largest number of procedures, 30.Legal tradition is also associated with the efficiencyof contract enforcement. Nordic countries have thefewest procedures (17), the shortest time (139 days),and the second-lowest (after Germanic countries) cost,at 9 percent. Countries in the French legal traditionhave the most procedures (31), and the second-longesttime and cost (300 days and 13.7 percent). Germaniccountries have low costs but a long duration (amedian of 348 days). They have the third-fewestnumber of procedures, 22 (figure 4.6). Legal tradition isnot destiny, however. Tunisia—a relatively poorMiddle Eastern jurisdiction in the French legaltradition—is a premier example of efficiency.Among civil-law countries, Latin American jurisdictionshave the most onerous contract enforcement,in the number of procedures and time. It takes a medianof one year, 30 procedures, and 17 percent of incomeper capita to resolve a dispute. Only Sub-Saharan Africahas higher median costs—at 46 percent. OECD (highincome) countries take the shortest time (median of200 days), have the lowest cost (6.2 percent of incomeper capita) and the fewest procedures (18).The complexity of judicial processes is the mainchannel for the income and legal tradition of countriesto affect the efficiency of contract enforcement.Common-law countries, mainly wealthier ones, havethe lowest procedural complexity. Seven of them—Australia, Canada, Ghana, Jamaica, New Zealand, theUnited Kingdom, and Zambia—make the top-10 list.Figure 4.5Contract Enforcement Is Cheaper in Rich CountriesLow-incomeUpper-middleincomeLower-middleincomeHigh-income($1,508)0 5 10 15 20 25 30 35Cost, % of claimNote: Bars shown in this figure represent the median cost as a percent of theclaim by income group. Numbers in parentheses are the median cost in U.S.dollars. The correlation between income per capita and the cost of enforcing acontract is statistically significant at the 1 percent level.Source: Doing Business database.($621)($239)Figure 4.6Nordic Countries Have the Fewest Procedures1720Nordic English German Socialist FrenchNote: Bars shown in this figure represent the median number ofprocedures by legal-origin group.Source: Doing Business database.22($83)Japan, Taiwan (China), and Turkey are the other three.In contrast, Latin American countries have the highestprocedural complexity, with Argentina, Costa Rica,El Salvador, Guatemala, Nicaragua, Panama, Peru, andVenezuela among the 10 countries with the mostcomplex procedures. They are joined by France andSpain. The complexity of procedures is associated withhigher cost and longer duration (figure 4.7).2731

Enforcing ContractsFigure 4.7Procedural Complexity Means DelaysComplexity of procedureMostcomplexity(top third)Averagecomplexity(middle third)Leastcomplexity(lowest third)These results are indicative beyond the debtrecovery case amounting to half of income percapita. The procedures described here would besimilar in other types of commercial disputes—delivery of faulty goods, breach of confidentialityagreements, illegal use of intellectual property, use ofshared public resources, failure to deliver on time,and so forth. Also, the background study 14 tested forrobustness by varying the contract amount to 5percent of income per capita and the nature of thecommercial dispute by using a landlord/tenantdispute. The findings remain essentially the same.What to Reform?Days to enforce a contractNote: A measure of procedural complexity is compiled as the sum of the sixsubindices reported in table 4.1. Each subindex is the simple average of itsconstituting variables, and the aggregate index varies between 0 and 100.The correlation between procedural complexity and days to enforce a contractis significant at the 1 percent level, after controlling for income.Source: Doing Business database.Four types of reform have proven successful inimproving the efficiency of contract enforcement:establishing information systems and judicial statistics,taking nondispute cases out of courts, simplifyingjudicial procedure, and creating specialized courts andspecialized procedures within courts.Establishing Information Systems andJudicial StatisticsLack of reliable information systems and workflowstatistics limits the ability of judicial reformers to204327397identify bottlenecks. It also hinders the monitoring ofreform progress and the accountability of courtadministrators. Judicial statistics should include dataon the number of petitions and cases at various stagesof the judicial process—as well as court users’ characteristics,the nature of disputed cases, the amount ofthe dispute, and the use of appeals, all fundamentalfor court management. Such data could also be madepublic, to increase transparency and accountability.Such countries as Brazil, the Dominican Republic,and Mexico have recently piloted managementinformation systems in the courts. The results areencouraging, especially when bolstered by otherreforms. For example, the pilot in Mexico revealedthat more than 60 percent of the cases do not gobeyond the initial filing of claim. This gave the governmenta more accurate picture about the actualcaseload of judges—who, like judges everywhere else,claimed an ever-increasing workload. In the DominicanRepublic, the pilot established that almost a third ofthe cases in civil courts are not disputes but arecompany registrations and consensual divorce filings.These cases can be handled by court clerks, which willincrease the productivity of judges. The pilot in Brazildocumented the need for simplification of debt collectionprocedures—even with summary judgments,payments took years to collect. As a result, defaultjudgments have been suggested.New technology and information systems can alsohave a very direct impact on court efficiency. When asystem of automatic case assignment was implementedin the Slovak Republic, the time between filing and thefirst hearing was reduced from 73 to 27 days, and thenumber of procedures between filing and first hearingwent from 23 to 5. 15 What was previously done bysending a paper file from one office to another is nowdone electronically, with several court officers able toview the file simultaneously, thereby further reducingdelay. Automatic case assignment is also an anticorruptiondevice, eliminating the possibility of litigants“paying” to have certain judges assigned.Taking Nondispute Cases Out of CourtsIn many countries, particularly those with a civil-lawtradition, courts are tied up with cases such as the49

Doing Business in 200450creation or voluntary dissolution of a company, wherethere is no dispute. Since such cases are usually numerous,they demand considerable court resources. At theSofia District Court, Bulgaria’s largest, 23 judges handleall types of cases, with eight judges dealing exclusivelywith business registration and re-registration. Removingcourt approvals from the business registration processand adopting an equivalent administrative procedurewould increase judges’ time by half.Another example comes from the courts inneighboring Serbia and Montenegro. In Belgrade, 18 ofthe 95 commercial judges work exclusively on registrationand re-registration cases. If these cases werehanded to an administrative agency, as is currentlyproposed in the draft law, the judiciary would haveabout 25 percent more time to spend on disputes.Company registration has recently been taken out ofthe courts in Honduras, resulting in reducing the casesthat courts need to deal with every year by 8,000.Taking nondispute cases out of the judiciary oftenrequires new legislation, which may take time. In themeantime, the judicial process can be reorganized togive more responsibility to court clerks in handlingsuch cases.Simplifying Judicial ProceduresSeveral areas of reform to simplify procedures havebeen explored: introducing oral procedures, simplifyingthe notification process, limiting thenumber and timing of appeals, reducing or eliminatingthe need for legal justification, and simplifyingthe regulation on evidence. Such simplificationis associated with less time and cost to resolvedisputes (figure 4.8).In countries where written elements dominate,judges do not have direct contact with witnesses andother sources of evidence. This absence of directcontact, together with piecemeal rather than continuoustrials, causes delays. Reforms targeted atintroducing oral procedures in dispute resolutionincreased court efficiency in 18th-century Prussia,and more recently in Italy, Paraguay, and Uruguay. 16In pilot reforms in Argentina, new oral proceduresreduced the average time of cases from three years toless than six months. 17In some countries, the defendant is notified directlyby the plaintiff or the plaintiff’s attorney, or simply byletter. In others, the defendant cannot be heldaccountable unless an appointed court officer servesthe claim. In Bulgaria, notification of defendants wasidentified as the major factor in causing long delays incommercial cases. The court was obliged to notify thedefendant in person before the case could commence.With a creative defendant, this process could—anddid—take years. So the code of judicial procedure wasrevised in 2000. Now, after the first notification fails, itis enough to post a second notification on the court’sannouncement board and in the official gazette.Mexico reformed its notification procedure evenfurther, allowing for default judgment if the defendantdoes not appear on the first hearing.In most countries, the enforcement of judgment isautomatically suspended until resolution of theappeal; this suspended judgment substantiallyreduces the value of the first-instance judgment. Inothers, the suspension of enforcement is either notautomatic or even not allowed, which is associatedwith less time to resolve disputes (figure 4.8). Onesolution in the former case is to charge interest ondelayed judgment to allow the winning party torecoup the cost of delay.In Tanzania, one of the main procedural changeswith the establishment of the specialized commercialsection of the high court was to bar appeals duringFigure 4.8Simple Rules Are Associated with Less Time andLower Cost342Enforcementsuspendedon appealDays220Enforcementnot suspendedon appealCost, % of income per capita58Complaint andjudgment mustbe legally justifiedNote: Differences are statistically significant at the 1 percent level.Source: Doing Business database.16Neither complaintnor judgmentmust be legallyjustified

Enforcing Contractstrial. Parties must wait until the court reaches a finaljudgment before making an appeal. This prohibitionhas eliminated an average of nine months in appealtime. 18 However, the problem arises again when a finalappeal is launched. Even countries with specializedcourts typically do not have a separate appeals court.Appeals on judgments by specialized courts are pulledtogether with all other cases, as in Tanzania, and takea long time to resolve; consequently, much of thevalue of specialized courts is lost.Establishing Specialized CourtsSpecialized courts generally entail procedural simplificationaimed at “mass production” in small-claimscourts, commercial courts, or administrative tribunals.Creating small-claims courts or expanding their jurisdictionhas been popular in the last two decades. Smallclaimscourts have substantially reduced time todisposition and are typically much cheaper thanregular courts.Specialized commercial courts are associated withfaster and cheaper contract enforcement in wealthycountries such as Germany, Japan, and theNetherlands—but also in developing countries suchas Ecuador, India, and Tanzania. One reason for thegreater efficiency is that judges become expert inhandling commercial disputes. Perhaps moreimportant, commercial courts often have less formalprocedures: the use of oral arguments is oftenpermitted even in countries where the general courtsrequire written procedures. Countries with specializedcourts or specialized commercial sections inthe general courts are about 50 percent faster inresolving commercial disputes—218 days versus 349days, on average.Specialized commercial courts are much less prevalentin civil-law countries, although this was not the casehistorically. 19 In many civil-law countries, specializedcommercial courts were established and laterabandoned. In Spain, the commercial courts wereabolished in 1868, after the revolution. In Portugal,commercial courts were abolished in 1932, with theprocedure unified under the Code of Civil Procedurein 1939. Commercial courts suffered the same fate inBrazil, again with a new Code of Civil Procedure.In contrast, commercial courts retained theirimportance in France. Born out of the merchant courtsin medieval fairs, they were established as permanentcourts in 1563, during the reign of Charles IX. Theenactment of the Commercial Code in 1806 enlargedtheir jurisdiction considerably by broadening the legaldefinition of commercial transactions. Later judicialreforms, such as those in 1958, did not diminish theirimportance.Some Latin American countries have reintroducedspecialized courts. In 1996, for example, specializeddebt collection was established in the four major citiesof Colombia: Bogota, Medellin, Cali, and Barranquilla.The judge is responsible for the seizure, attachment,appraisal, and auctioning of property to repay debt. Bythe year 2000, 75 percent of cases were being resolvedwithin a year, and the number of pending commercialcases fell by 5,000. Also, the number of filed casesincreased, from about 4,000 a year to 11,000 a year.Several other countries are following suit. In India,the first Debt Recovery Tribunals were established in1994. By 2003, 30 such tribunals had started operatingin various cities around the country. Only financialinstitutions may file cases for claims greater than onemillion rupees. A recent evaluation finds, “DebtRecovery Tribunals are seen as a vast improvement overtraditional courts as regards time and appropriateprocedure.” 20 In 2001, Ghana instituted a fast-trackcourt, a specialized section in the high court. It hasbetter technology, including a computerized system forcase management, automated transcripts, and randomassignment of cases. Judicial process is also eased. Thecourt’s success has prompted plans to establish fasttracksections in all regional capital courts.Some countries that already have small-claimscourts—such as Japan, the Netherlands, and the UnitedKingdom—have recently increased the permissibleamount that may be tried in such courts, a reformvastly popular among litigants. 21 Other countries—such as Australia and New Zealand—have allowedlitigants to agree on raising the disputed claim’s limitif they consent to try it in the small-claims court. Suchreforms are likely to result in further efficiency gains.In 1999 a commercial court was established in Dares-Salaam,Tanzania, as a specialized division of the51

Doing Business in 200452high court. It has jurisdiction over larger commercialdisputes, with claims amounting to more than 10 millionTanzanian shillings, about $12,500. 22 It also has a higherfee, about 4 percent of the claim, but it handles casesin three to four months on average, much shorter thanthe two to three years needed for an average commercialdispute in the high court. Assessing itsfairness and efficiency, one local lawyer says: “Thecommercial court has proven its efficiency. It has builtmuch-needed public confidence in the commercialcommunity, so much that many companies nowinsist on a dispute clause in their contracts. This clauseprovides that any disputes not resolved amicably by theparties will be referred to the commercial court.” 23By mid-2003 the specialized court in Dar-es-Salaamwas having growing pains. Countries planning tointroduce specialized commercial courts can learnmuch from its experience. After two years of success,it became inundated with cases. Plaintiffs were willingto pay the 4 percent fee to see their case resolved withinsix months or less. The greater demand was not metby putting in more judges, clerks, and stenographers.A special court of appeals was also needed.In countries where the judiciary is still developing,specialized courts are likely to be premature. Instead,having specialized judges or establishing specializedcommercial procedures within the general courtsand focusing them on execution, as was recentlyproposed in Mozambique, is likely to pay higherdividends. A specialized commercial court mayquickly become a victim of its own success, as inTanzania. Or it may stretch judicial resources beyondthe capacity of some poorer countries. The lesson:enacting new procedures, training judges in thesubject matter, educating lawyers about the newcourt, and giving it wide publicity yield sustainableresults only if those steps are matched by committingmore resources as the demand expands. In Tanzania,a second commercial court is being planned inArusha, which will take some of the burden off theone in Dar-es-Salaam.Out-of-court resolution mechanisms are a bettershort-term solution in countries with only a rudimentaryjudiciary; they are also important in otherdeveloping countries. One example illustrates theirbenefits. The Ministry of Justice in Argentina,troubled by the long delays in commercial litigation,implemented a pilot project in 20 civil courts,requiring them to send commercial cases tomediation. Both the ministry and Fundación Libra,an NGO, trained mediation staff. 24 The resultsexceeded expectations. Of more than 32,000 casesthat went through mediation between April 1996 andApril 1997, only a third were returned to the courts.Mediation took only two months on average—a farcry from the three to four years that it generally takesto resolve commercial disputes. Voluntary mediationhas enjoyed tremendous success in several othercountries—among them Albania, Bangladesh, Bolivia,Ecuador, and the Russian Federation. 25Legal reform experts have come forward withfurther lists of recommended changes. Their listsinclude hiring more judges, improving the selectionof judges, managing judicial careers, improvingjudicial administration and entrance into the legalprofession, ensuring the independence of thejudiciary, and meeting resource needs. 26 Some reformswork admirably, such as the training of judges inMalawi, Sri Lanka, and Uganda. But training can beexpensive. In many rich countries it requires substantialresources—France spends more than $23 million ayear on judicial training; the Netherlands, $20million; and the United States, $17 million. 27Furthermore, not everything that looks good as areform succeeds. Increasing the number of judges todeal with case overload is often recommended, eventhough the evidence shows that it does not increaseefficiency. 28 Why? Because it treats the manifestation(overworked judges), not the cause (procedural complexity),of judicial inefficiency.One needs only to look at history. In the sixteenthcentury, France and England had economies ofroughly equal size, probably generating similarnumbers of commercial disputes. But the extensivecomplexity of the judicial process in France requiredmore judges. One legal historian writes, “The totalnumber of royal judges in France must certainly haveexceeded 5,000. In contrast, from 1300 to 1800 thejudges of the English central court of common lawand Chancery rarely exceeded 15.” 29 The staggering

Enforcing Contractsdifference in the number of state-employed judges isdue to the fact that English courts depended on thelocal administrators (municipal councils) to serve asjurors.Beyond enhancing—or at least not preventing—out-of-court resolution mechanisms, there is littlegovernments in poor countries can do in the shortterm.Private parties will find ways to do transactions—by writing contracts that are easier to monitor andenforce (such contracts might specify the use ofleasing agreements or give title to assets in exchangefor loans) and by relying on reputation mechanismsfor enforcing contracts. Business takes place insocieties with courts as dysfunctional as those inAngola or Congo. Though far from efficient, suchcontracts may be the best way of doing business giventhe circumstances. In such countries, other institutionsthat facilitate contract enforcement, such as creditinformation registries, take on great importance.Notes1. Bigsten and others 2000.2. McMillan and Woodruff 1999.3. Shakespeare, Hamlet: Prince of Denmark,act III, scene 1.4. Informal substitutes for courts are usually expensive tomaintain. One study investigates the contractualarrangements in the Indian software industry andfinds that the lack of court enforcement results in15–20 percent higher transaction costs (Banerjee andDuflo 2000). Similar costs of inefficient contractenforcement are reported in transactions amongRomanian firms (Murrell 2003). The true cost ishigher and is reflected in the foregone opportunities innew transactions.5. For further description, see the data notes in the DoingBusiness Indicators tables.6. Studies of actual court files provide the best method ofaccurately documenting the duration of judicialprocedure. In addition, such studies show wholitigates, what the main types of disputes are, whatamounts are claimed, how litigation ends, and howoften judgments are appealed. See Hammergren(2003) for a survey of existing studies.7. Goethe 1969.8. Muldrew 1993.9. Cedula Reales 448, Archivo Municipal de Mexico, 1590.10. World Bank 2001a.11. Bigsten and others 2000.12. McMillan and Woodruff 1999.13. Informal networks that use collective action as a meansto enforce contracts have been known for centuries;they include the Maghribi traders (Greif 1993), themerchant courts in the Champagne fairs (Milgrom,North, and Weingast 1990), and the German Hansa(Dollinger 1970). But informal mechanisms breakdown when the opportunity cost of deviation isreduced, as occurs with increased competition(Woodruff 1998) or costly substitution (Clay 1997).14. Djankov and others 2003.15. World Bank 2001b.16. Botero and others 2003.17. World Bank 2001b.18. Finnegan 2001.19. Zweigert 1983.20. PriceWaterhouseCoopers 2001, p. 5.21. Botero and others 2003.22. Finnegan 2001.23. Sinare 2000, p. 4.24. World Bank 2001b.25. World Bank 2002a.26. Hammergren 2000.27. World Bank 2002b.28. See Dakolias 1999. For evidence to the contrary, seeDjankov and others 2003.29. Dawson 1960, p. 71.53

5Getting CreditAn entrepreneur with a promising businessidea can obtain credit as easily in Maputoor Jakarta as in London or New York. In1996, a real estate developer in Maputodecided to build a luxury homes complex. He invitedthe head of a local large bank, a fellow golf clubmember, for lunch, and described his idea. For $10million, 50 homes could be built to house the middleclass. Other than the land, the entrepreneur could offerno collateral or monetary contribution. No matter.Within a week, he received $4 million to start thework.The same year, a young entrepreneur in Jakartaproposed an even grander idea to the second-largestIndonesian bank. With a population nearing 200million, the country needed its own national car—and he could produce it. He would need $800 millionto secure the participation of a foreign partner whowould bring in the technology. The entrepreneurcould not offer collateral. But the banker needednone. The name of the entrepreneur: HutomoMandala Purta, son of (then) President Suharto.Credit is as easily obtainable in Maputo or Jakartaas in London or New York. By the right people. Foreveryone else, obtaining credit in most developingcountries involves a lot of frustration and likelyrejection. Few bother.In most countries, banks will not extend creditwithout assurances that borrowers are creditworthyand that it will be possible to recover the debt if thereis a default. As a consequence, entrepreneurs withpromising business opportunities cannot obtainloans if the bank does not have enough informationon the value of the property and the credit history ofthe borrower—and if the legal system does notprotect creditors.Two types of institutions expand access to creditand improve its allocation: credit information registriesor bureaus, and creditor rights in the country’ssecured-transactions and bankruptcy laws. 1 Theyoperate best together—information sharing allowscreditors to distinguish good from bad clients, whilelegal rights to enforce claims help in the event ofdefault. Sometimes, information-sharing mechanismsremedy poor legal protection. Public credit registriescan also help remedy the lack of private creditbureaus in poor countries. What is often termed“credit culture” is in fact an outcome of theunderlying institutions.From the excommunication of usurers in themedieval church to the homestead protections in theUnited States, regulations protect borrowers fromunscrupulous creditors. But well-intended shieldingof borrowers is often misguided—in the words of onedistinguished lawyer, “in its zeal to protect debtors[the law] precludes them from becomingborrowers.” 2 Good credit institutions define propertyrights for both creditors and debtors, makingeveryone better off. Collateral and insolvency regulationsdefine the rights of creditors to recover theirloans. In addition, collateral regulation helps debtorsby extending the right of property title to the right touse property as security for finance. Informationsharinginstitutions enable debtors to build reputationalcollateral.Countries have chosen different paths to expandaccess to credit. Poor countries are as likely to havepublic credit registries and strong creditor rights as55

Doing Business in 200456developed countries, although their enforcement ofregulation is weaker than that of developed countries.But private credit bureaus are much more prevalentin developed financial markets. Countries in thecommon-law tradition rely more on creditor protectionsin the law. Civil-law countries, especially inthe French tradition, use public credit registries morefrequently.What can governments do to help creditors believethey will be repaid? Establishing appropriate regulationsfor the operation of private credit bureaus is acritical start. Removing legal restrictions to exchangingcredit information, unambiguous endorsement ofcredit bureaus by central banks, and well-designedconsumer protection and privacy laws will createincentives for the sharing and proper use of goodqualitycredit information. In some cases—especially inpoor countries where commercial incentives for privatebureaus are low—establishing public credit registrieshas helped remedy the lack of private informationsharing, or complemented private bureaus by focusingon banking supervision. The design of the registriesinfluences their impact: broader coverage of the creditmarket and regulations on collection, distribution, andquality of information are associated with larger creditmarkets.Legal creditor protections can be improved byreforming collateral law: introducing summaryenforcement proceedings, eliminating restrictions onwhich assets may be used as security for loans, andimproving the clarity of creditors’ liens through collateralregistries and clear laws on who has priority ina disputed claim to collateral. More-efficient courtsare crucial for the legal protections to take effect.Reforms of insolvency laws are sometimes necessary—as discussed in the next chapter.Sharing Credit InformationEvery lender gathers information on the creditworthinessof potential borrowers. A debtor’s history witha bank is also an important way to build a good trackrecord. 3 Credit registries make borrowers’ reputationsaccessible to other creditors. By facilitating informationexchanges among lenders, registries help creditors sortgood borrowers from bad, price loans correctly, andreduce the costs of screening. When borrowers knowthat their reputation will be shared among lenders,they have additional incentives to repay. And becausecredit histories are available, borrowers benefit fromlower interest rates, as banks compete for good clients. 4Informal reputation mechanisms have helpedlenders allocate credit for centuries. 5 But they areappropriate only for small-scale business activities oramong a close-knit group of merchants and lenders.As formal financial intermediaries developed, so havethe institutions to help them allocate credit. Formalinstitutions for credit information sharing emergedin the 17th century in Paris, where notaries exchangeddata on debtors’ creditworthiness—and in Amsterdam,where the municipality initiated a precursor to themodern public credit information registry. 6 In the18th century, private credit reporting businessesemerged in the United States, evolving into today’sDun & Bradstreet (D&B). Back then, D&B deliveredits reference books to subscribers under lock and key.In the 19th century, mutual-protection societiesdeveloped in Germany. 7The credit information industry has grown at anastonishing pace, facilitated by rapid technologicaladvances and financial deepening. 8 Today D&Btransmits credit information on more than 60 millionbusinesses worldwide. Yet credit-information-sharingorganizations differ greatly. Some concentrate onbusiness or trade credit. Those are typically “inquirydriven,” and rely mainly on information availablethrough public sources, direct investigations, andtrade creditors. Others focus on consumer credit andfacilitate direct exchange among financial institutions.9 Although many such registries (also knownas bureaus) operate nationally, there is growing internationalconsolidation. The largest, Experian, hasmore than 40,000 clients in 50 countries, with annualsales in excess of $1.7 billion.Institutions sharing credit information also differin ownership structure. The first publicly ownedcredit information registry was established inGermany in 1934 after the banking crises of the GreatDepression. Since then, many governments havefollowed suit, with distinct waves in Latin America

Getting Creditafter the macroeconomic instability of the 1980s—and more recently in transition countries. Somepublic credit registries, such as those in Germany andTurkey, were started to monitor systemic risk andbegan distributing information to lenders only later.Others—including those in Bangladesh, Bulgaria,France, Mozambique, and Taiwan (China)—wereestablished to help lenders allocate credit effectively.How prevalent are credit information registries?Surveys conducted for this report show that privatebureaus that facilitate exchange of information amongfinancial institutions operate in 57 countries and inevery developed country but France. 10 Public credit registriesoperate in 68 countries, and are being establishedin Albania, Armenia, and Panama (figure 5.1). 11What is the coverage of institutions sharing creditinformation? On average, private bureaus cover 321borrowers per 1,000 people, ranging from more than800 borrowers per 1,000 people in Canada, NewZealand, Norway, and the United States to less than 1in newly established registries in Ghana and Pakistan(table 5.1).Public credit registries cover much less information.The average registry contains records on 40borrowers per 1,000 inhabitants and 44 percent of thevalue of credits to gross national income (GNI). Butthere is significant variation, from the extensive scaleof Portugal’s, with 496 borrowers per 1,000inhabitants and 130 percent of credit to GNI, toNigeria’s and Serbia and Montenegro’s, with less thanone borrower per 1,000 people and credit to GNIbelow 1 percent.Rules and Regulations on PublicCredit-Information SharingPublic credit registries vary greatly in the extent towhich their design supports lending transactions. Thefirst difference is in the rules on collection ofinformation. More than two-thirds of registriesrecord only loans above a minimum size. Minimumloan cutoffs average $87,000 but can be more than $1million, as in Germany and Saudi Arabia, indicating afocus on monitoring systemic risk. Other regulationson collection mandate whether nonbank lenders maysubmit data, as in Belgium, Bolivia, France, Taiwan(China), and Vietnam, and whether defaults must beerased when loans are repaid. The duration of historicaldata collected also varies: for Venezuela it istwo years; for Honduras, three years; and forMozambique and Tunisia, 10 years.Second is the scope of information distribution.Some public registries distribute data only on the totalindebtedness of the borrower, as in Austria, Germany,Saudi Arabia, and the United Arab Emirates. Othersprovide demographic data, court judgments, loanrepayment patterns, utility payments, credit inquiries,57Table 5.1How Much Credit Information Is Available?Number of borrowers (firms/individuals) per 1,000 peoplePrivate BureausPublic Credit RegistriesTop 10 Bottom 10 Top 10 Bottom 10Norway 945 Spain 48 Portugal 496 Niger 0.6New Zealand 818 Israel 47 Spain 305 Mozambique 0.6United States 810 Belgium 42 Chile 209 Central African Republic 0.5Canada 806 Guatemala 35 Argentina 149 Rwanda 0.4Japan 777 Portugal 24 El Salvador 130 Cameroon 0.4Ireland 730 Philippines 22 Malaysia 105 Saudi Arabia 0.3Australia 722 Hungary 15 Venezuela 97 Nigeria 0.2Germany 693 Sri Lanka 9 Peru 92 Congo, Rep. of 0.2United Kingdom 652 Pakistan 0.5 Ecuador 82 Chad 0.2Poland 543 Ghana 0.2 Belgium 68 Serbia and Montenegro 0.1Source: Doing Business database.

Doing Business in 2004IBRD 32438*Note: Data for T aiwan, Hong Kong,and Puer to Rico have been broken outfrom the national dataset.58NorwaySweden FinlandNetherlandsDenmark Russian LatviaFed. LithuaniaUnitedKingdom Germany Poland BelarusBelgiumUkraineSwitzerlandMoldovaFrance ItalyRomaniaIrelandKazakhstanKyrgyzRep.Georgia UzbekistanArmenia AzerbaijanBulgariaTurkeySpainPortugalGreeceSyrianArabRep. Islamic Rep.of IranJordanKuwaitLebanonTunisiaIsraelMoroccoPakistanNepalAlgeriaArab Rep.of EgyptBangladeshSaudiArabiaIndiaUnited ArabEmiratesOmanNigerMaliThailandRep. of Y emenVietnamSenegalBurkinaFasoSriLankaEthiopiaNigeriaBeninCôted’Ivoire GhanaMalaysiaCameroonUgandaRep.ofKoreaPhilippinesIndonesiaJapanAustraliaNewZealandRussian FederationMongoliaChinaLaoP.D.R.MauritaniaChadCambodiaGuineaCentralAfrican Rep.KenyaSingaporeCongoBurundiDem. Rep.of CongoTanzaniaAngolaMalawiZambiaPapuaNew GuineaMozambiqueZimbabweMadagascarNamibiaBotswanaHong Kong*Sierra LeoneRwandaTaiwan*TogoLesothoSouthAfricaUkraineGermanyPolandCzech RepublicSlovak RepublicAustriaHungar yBoth private bureau and public credit registry existOnly private bureau existsOnly public credit registry existsNo private bureau or public credit registry existsNot in the Doing Business sampleSloveniaRomaniaCroatiaBosnia andHerzegovina SerbiaandMontenegroBulgariaFYRMacedoniaItalyAlbaniaGreeceFigure 5.1Which Countries Have Credit Registries?CanadaUnited StatesDominican Rep.PuertoRico*MexicoHaitiJamaicaHondurasGuatemalaNicaraguaEl SalvadorPanamaCosta RicaR.B. deVenezuelaColombiaEcuadorPeru BrazilBoliviaParaguayUruguayChileArgentinaThis map was produced by the MapDesign Unit of The World Bank.The boundaries, colors,denominationsand any other information shown onthis map do not imply, on the part ofThe World Bank Group, any judgmenton the legal status of any territory, orany endorsement or acceptance ofsuch boundaries.SEPTEMBER 2003Source: Doing Business database.

Getting Creditand ratings—for example, Belgium, Ecuador, Romania,Taiwan (China), Venezuela, and Vietnam distribute atleast two such types of detailed information. Anotherdistinction is whether registries distribute positive ornegative information, or both. Positive data includetotal loans outstanding, assets, and personalinformation, which helps in identifying totalindebtedness and assessing capacity to repay a loan.Negative data reveal past defaults and arrears, andprovide more information on willingness to repaycommitments. About 70 percent of public registriesdistribute both negative and positive data, 25 percentonly positive, and the remaining 5 percent onlynegative information (Belgium [before mid-2003], theDominican Republic, and Turkey).Third is the access to information, including whomay use the registry and whether data are availablefor distribution within a day, electronically, and freeof charge. In 39 percent of countries, only banksupervisors and institutions that submit data haveaccess. In 41 percent, information is available only onthe creditor’s own customers. Lenders in countries ofthe West African Monetary Union wait almost threemonths to receive paper copies of the data. Publicregistries charge no fees, except in Belgium, Brazil,Bulgaria, Ecuador, Egypt, Italy, Mozambique,Pakistan, Romania, Taiwan (China), and Vietnam. 12Fourth is the quality of information, including howcurrent the data are, and the safeguards in place toensure that information is accurate. Two-thirds ofcountries impose legal penalties for reportinginaccurate data and conduct statistical checks forerrors. One-third are required by law to respond toborrower complaints.To gauge the ability of registries to support credittransactions, the Doing Business team constructed anindex of the rules and regulations concerning the collection,distribution, accessibility, and quality ofpublic registries (table 5.2), measured on a scale of 0to 100.The results quantify the variation in design andindicate whether a public registry is oriented more toserving lenders or to supervising banks. The Taiwan(China) registry includes an extensive range ofinformation on borrowers and their loans regardlessTable 5.2Public Registries Differ in DesignTop 10 Bottom 10Country Score Country ScoreTaiwan (China) 70 Yemen, Rep. of 38Mongolia 68 Morocco 33Vietnam 67 Serbia and Montenegro 33Austria 66 Niger 22Spain 64 Mali 22Lithuania 63 Benin 22Belgium 63 Côte d’Ivoire 22Argentina 61 Burkina Faso 22Italy 61 Senegal 22Portugal 61 Togo 22Note: Scores range from 0 to 100, with higher values indicating that the structure of thepublic registry is designed to serve lenders.Source: Doing Business database.of the loan size, and was designed with the mainpurpose of serving lenders. It also has the highestscore, 70. The recently established public credit registriesin Mongolia and Vietnam are designed toprovide an extensive range of information and score68 and 67, respectively. In contrast, the registries inmost West African countries—Benin, Burkina Faso,Côte d’Ivoire, Mali, Niger, and Senegal—provide littleinformation to facilitate credit markets.Regulations on Private CreditInformation SharingPrivate bureaus are generally better designed for facilitatingcredit transactions than public registries are(figure 5.2). They are also far more likely to report thatlenders are their primary clients. In addition, they tendto be specialized in listing either firms or individuals,while almost all public credit registries cover both.Private bureaus collect information from a moreextensive range of sources, such as trade creditors,retailers, courts, and other public records. They distributelonger historical data and more types of data,have fewer restrictions on access, and provide such otherservices as credit scoring, monitoring of borrowers,fraud detection, and sometimes even debt collection.Because fewer private bureaus have minimum loan sizerequirements, they may be better placed to coverconsumers, entrepreneurs, and small businesses.59

Doing Business in 200460Figure 5.2Private Registries Are Oriented More to ServingLenders% of public registries% of private registries11%0%Specialize inindividuals14%42%30%Source: Doing Business database.84%22%55%14%80%28%75%Specializein firmsNo minimumloan sizeNonbank creditorsprovide dataFinancial institutionsand firms are theprimary usersDistribute morethan 2 yrs of dataPrivate bureaus are formed in response to commercialopportunities and market conditions, 13 butgovernment regulation also plays a part. 14 Banksecrecy, privacy, and data protection regulationsmandate what information may be shared, whileregulations on information disclosure and access affectthe availability of data.Countries differ significantly in their approach toregulating credit information. 15 Some governmentshelp create a market for credit registries by requiringthat lenders obtain credit reports before grantingloans, as in Bangladesh, Belgium, Colombia, Ecuador,Malaysia, Nicaragua, and Pakistan. The absence ofinterest-rate restrictions on commercial lending (asin 70 percent of surveyed countries) also helps createdemand. Countries that require unique identifiers—such as national ID or social security numbers—greatly facilitate bureau activity by allowing paymentinformation from different sources to be attributed toone borrower. At the other extreme, some governmentseither do not permit private registries tooperate, such as those in Azerbaijan, the IslamicRepublic of Iran, and Mongolia—or they limitlicenses for credit registries, as in Finland and (afterrecent changes) in Thailand. Some countries have fewrelevant laws or none at all, thereby restricting registriesbecause there is no clear legal basis foroperating. In Uzbekistan, a credit registry hasobtained its business registration but cannot operatebecause it does not have the legal foundation tocollect and distribute data.Three other areas of regulation influence creditinformation sharing: the content of credit informationthat may be shared legally, the rules on access toinformation sources and disclosure, and the rights ofthe borrower to obtain credit information.The extent of credit information that financialinstitutions may share with private bureaus istypically proscribed by secrecy provisions in bankinglaws and by data protection or privacy laws. In somecountries, sharing positive data is restricted, as inAustralia, Nicaragua, and Portugal. In others, sharingis forbidden except in cases of criminal prosecution,tax evasion, or money laundering. Consent clauses inlending contracts can circumvent bans on sharing insome countries. But interviews with bureaus andbanks indicate that such circumvention is insufficient,because lenders usually want official governmentendorsement before sharing. In the majorityof countries, information may be shared only if theborrower authorizes doing so or if there is “permissiblepurpose.” Many countries regulate theamount of historical information that may be shared,with almost half requiring that information ondefaults be eliminated after the default is repaid, thuspreventing a banker from acquiring a full picture ofthe loan applicant’s history (table 5.3).Table 5.3Regulating Private Information Sharing—CountryExamplesRemediedLimits onNegative Defaults Must RetainingInformation Only Be Erased Historical DataAustralia Czech Rep. BrazilChile Chile GermanyFinland Hong Kong (China) ItalyHong Kong (China) Portugal NicaraguaNew Zealand Switzerland PanamaNicaragua South Africa PeruPortugal Thailand South AfricaSources: Doing Business database, Jentzsch 2003a.

Getting CreditOpen access to public information sources—suchas databases, court judgments, notary records, traderegistries, and financial statements—facilitates thecreation and operation of private bureaus. In somecountries the sources exist but various regulationsconstrain access to them, as in China, the DominicanRepublic, Egypt, Jordan, Nigeria, the Russian Federation,Syria, Uzbekistan, and the Republic ofYemen. The degree of centralization of the informationsources also matters. In Argentina and Morocco,court judgments are publicly available but can be seenonly at the local level, greatly increasing the costs ofgathering information. Regulations requiring firms todisclose information publicly and accountingstandards ensuring standardization of informationcan also enhance information sharing. Although allcountries require that publicly traded companiesdisclose financial statements, only around halfrequire private companies to do so. Such regulationshelp compensate for other restrictions. For example,although laws in Finland restrict information sharingamong banks, public records are open—so the privatebureau gathers comprehensive data on borrowerdefaults from court records.Countries also apply a range of measures to protectborrowers’ rights to information on their creditworthiness.The measures affect businesses as well asconsumers, because credit scoring for smallbusinesses is based largely on personal profiles oftheir owners. Regulatory protections include the rightof borrowers to see their own information, to correcterrors, to be notified in the event of an adverse action,to stop its disclosure in case of dispute, and to knowto whom it was disclosed. Those measures ensure theproper use of information and enhance the quality ofdata, because they establish incentives for credit registriesto maintain accurate information. Such provisionsare being adopted at an increasing rate inNorth America and Europe. 16Legal Rights of CreditorsIn deciding whether to extend credit and at whatinterest rate, lenders need to know what share of debtthey can recover if a borrower defaults. Sincesecured-transaction laws were first codified inancient Rome, one of the main ways for creditors torecover bad debt has been with collateral. 17 Collaterallaws enable firms to use their assets as security togenerate capital—from the farmer in Boliviapledging his cows as collateral for a tractor loan tothe securitization of loan portfolios that drivesmortgage finance markets in the United States. 18Collateral strengthens the incentives of debtors torepay their loans. By providing creditors with theright to an asset on default, collateral also reduces alender’s costs of screening loan applicants. And welldesignedcollateral agreements can facilitate theefficient sale or liquidation of bankrupt firms.For those reasons, collateral is a major determinantin lending decisions across countries. Patterns in theuse of collateral show it to be especially importantfor small firms in obtaining loans. 19 It is alsoimportant in poorer countries. In some developingcountries, overcollateralization indicates poorenforcement—collateral is necessary, but lessvaluable than in rich countries, because the prospectsof recovering it are dim. For example, banks inMalawi, Moldova, and Mozambique typically securemore than 150 percent of a loan’s value. Interviewswith lenders indicate that they will always firstattempt to negotiate repayment on default. But collateralprovides insurance for recovering bad loanswhen negotiation fails.The value of collateral depends largely on the easeof creating and enforcing security agreements, whichare far from equal across countries. In the DominicanRepublic and Peru, stamp duties and taxes to create asecurity agreement can add up to 4 percent of thetotal debt; in Nigeria, 2 percent; and in Tunisia, 1.9percent. In contrast, costs are negligible in France,Japan, the United Kingdom, and the United States.And what happens if a borrower defaults? Lawyersin more than 130 countries were surveyed for a hypotheticalcase of collecting on a bad loan secured bybusiness equipment. It takes a week for a creditor toseize and sell collateral in Germany, Ireland, Tunisia,and the United States. But it can take five years inBosnia and Herzegovina, Brazil, and Chile. InAlbania, recent reforms allow creditors to seize and61

Doing Business in 200462Figure 5.3Enforcing Collateral in ArgentinaCostPercentage of income per capita30 20Source: Doing Business database.sell collateral without court involvement. The processtakes a week. Such “private” mechanisms exist in aquarter of the sample countries. In Chile, the creditorfiles a claim with the court, and the court must declaredefault and order a bailiff to seize assets, before thereis public auction. The debtor may appeal the processat every stage. In Argentina, enforcing collateral in thehypothetical good-case scenario takes 148 days andcosts 42 percent of income per capita (figure 5.3).The value of collateral also depends on theefficiency of the insolvency regime; creditors areconcerned about recovering collateral if a debtorfirm goes bankrupt. 20 Bankruptcy laws define whocontrols the insolvency process, who has rights toTimeDays40 10 0 Procedure 0 25 50 75 100 125 1501. File complaint2. Court decision to proceed3. File writ of payment4. Debtor opposes certaindefenses5. Court orders to notifycreditor of the defenses6. Creditor notified7. Creditor answers defenses8. Court renders judgment9. Debtor appeals(proceedings do not stop)10. Attachment of collateral registeredbefore Public Registry11. Auctioneer designated12. Auctioneer notified13. Auctioneer accepts14. Auctioneer’s Associationschedules public auction15. Auctioneer publishes legalnotices for potential buyers16. Period for filing oppositionsto defective publications17. Public sale18. Auctioneer files liquidation,including expenses19. Obtain court orderapproving auction20. Transfer of title to purchaser21. Creditor requests the courtissue payment of net proceedsthe property of a bankruptfirm and with what priority,and the efficiency ofrealizing the rights. Withoutlegal protections along eachof those dimensions, creditorswill either increase theprice of loans to adjust forthe additional risk—possiblybeyond the reach of someentrepreneurs—or not makeloans at all. The overalleffect is to reduce access tocredit.Four powers of securedcreditors in reorganizationand liquidation procedureshave been shown to enhancecredit: 21• Whether there are restrictions,such as creditorconsent, when a debtorfiles for reorganization, asopposed to cases wheredebtors can seek unilateralprotection from creditors’claims by filing for rehabilitation(as in the UnitedStates in Chapter 11 of thebankruptcy code).• Whether secured creditors can seize their collateralafter the decision for reorganization is approved—in other words, whether there is no “automaticstay” or “asset freeze” imposed by the court.• Whether secured creditors are paid first out of theproceeds from liquidating a bankrupt firm.• Whether creditors or an administrator are responsiblefor managing the business during the resolutionof reorganization, rather than having abankrupt debtor continue to run the business.Of the four, priority payment for secured creditorsin liquidation is the most widespread—in 62 percentof countries (figure 5.4). Countries that do not rank

Getting CreditFigure 5.4Priority Payment Is Common% of countries6259Figure 5.5Legal Rights—From None to All Four% of countries372733382187Restrictions ondebtor filing forreorganizationNo automaticstay on collectionof securitySecuredcreditors arepaid firstManagementdoes not stay inreorganizationScore 0 Score 1 Score 2 Score 3 Score 4Creditor rightsSource: Doing Business database.Source: Doing Business database.secured creditors first usually favor employee and taxclaims. In Turkey, government claims have priorityover secured creditors. In France, Hungary, Poland,Peru, and the Russian Federation, labor claims gethigher priority, usually including wages, benefits, andseverance payments, as well as other labor claimsaccumulated during the period of insolvency. Brazil,Greece, India, Mexico, Romania, and West Africancountries give priority to both labor and governmentclaims over secured creditors.Around 60 percent of countries require that anadministrator run the business during the reorganization.In the remaining jurisdictions, the bankruptdebtor retains the main responsibility for decisions onordinary business, as in Argentina, Austria, Brazil, Chile,China, Greece, Italy, the Philippines, Sweden, Turkey,and the United States.Restrictions on entering into reorganization andon a creditor’s seizing and selling of collateral after areorganization petition has been approved are lesscommon; they exist in around every third country. Innine countries, laws do not provide for any reorganizationprocedure at all (Bosnia and Herzegovina,Egypt, Jordan, Kenya, Nepal, Panama, Syria, Uganda,and Zambia). In others, filing for reorganizationprovides automatic safe harbor from creditors’claims by means of an automatic stay. The type ofautomatic stay also varies significantly. In Indonesia,creditors must wait 90 days before they may enforcetheir security, and in Canada, 30 days. But in Benin,creditors may not enforce security until after theinsolvency process, which takes 40 months onaverage—a duration that increases the cost anduncertainty of enforcement.Eight percent of countries, including poorcountries such as Colombia, Tunisia, and Yemen, butalso France, provide none of the legal protectionsmeasured in the index. Only nine jurisdictionsprovide all four legal rights to creditors: Hong Kong(China), Kenya, Lebanon, New Zealand, Nicaragua,Nigeria, Panama, the United Kingdom, and Zimbabwe(figure 5.5). In the United Kingdom, a secured lenderhas the power to immediately appoint an administratorto take over the management of a bankruptcompany and enforce security, thereby effectivelyblocking the possibility of a debtor’s entering into areorganization proceeding without creditor consent.The administrator is given wide powers, therebyproviding the secured lender with complete control ofthe process and a first priority of payment.Other aspects of secured lending regulationsfacilitate credit. Broadening the scope of security—the type of assets, debt, borrowers, and lenders thatmay be part of a security agreement—is one example.63

Doing Business in 200464Figure 5.6French-Legal-Origin Countries Have Fewer Creditor Rights and More PublicRegistriesCreditor-rights score% with public registry1.5French1.8Nordic2.1SocialistSource: Doing Business database.The clarity of property rights—through propertyregistries and laws that provide creditors withpriority access to the collateral in disputes outsideinsolvency—is also critical for giving lenders morecertainty of what can be recovered on default. Andthe levels of intervention by courts and other publicofficials in creating and enforcing security maypresent significant obstacles to borrowers and lendersalike. (Quantitative measures of those and otheraspects of laws on secured lending will be presentedin Doing Business in 2005.)Explaining Patterns in Creditor Protections2.3GermanDo governments in rich countries “buy” good institutions?Not always. Surprisingly, poor countries are aslikely as rich countries to have laws protecting creditorrights. Poor countries are also as likely to establishpublic credit registries. 22 Those in developed countriescollect more credit information and have broader regulationson the quality of information. But they do notprovide more access or distribute more types ofinformation than the ones in poorer countries. For thisreason, public credit registries in developing countriesare more likely to report financial institutions asprimary users. But the cost and time needed to createand enforce security is higher in developing countries.And they have weaker regulatory environments forinformation sharing as well as weaker enforcement oflaws.2.4English0Nordic18Socialist22English56German72FrenchDo countries “inherit”good institutions? Yes. Legaltradition is the key determinantof creditor protections.Creditor-rights scores average2.4 (out of a maximum of 4)in common-law countries,but only 1.5 for countrieswith French legal heritage(figure 5.6). Lenders alsoface more delays and highercosts of enforcing collateralin French-origin countries.But perhaps as a remedyfor poor creditor rights,French-legal-origin countries are more likely toestablish public credit registries. Three-quarters ofthem have public registries, compared with a quarterof common-law countries and no Nordic countries.Do countries copy their neighbors’ institutions?Looking across regions, Latin American countries aremore likely to have public credit registries—71 percent,compared with only a third of OECD economies. Theyalso have the fewest creditor rights—1.7 on average.Transition countries have an average score of 2.3. Thereare no other important differences across regions.Public agencies are sometimes built to compensatefor the lack of private institutions. In almost 80 percentof countries, there was no private bureau when thepublic credit registry was established. Countrieswithout private bureaus are a third more likely to havepublic registries than countries with private bureaus(59 percent, compared with 39 percent), and those registriesare more likely to report that they serve lendersrather than banking supervisors.The presence of private bureaus is stronglyassociated with country wealth, although the regulatoryframework for information sharing is also important.Highly concentrated lending markets—in which lendershave less incentive to share information because theycould lose the rents they extract from knowing theircustomers—reduce the likelihood of a private registry.Governments establish public registries as aremedy for poor protection of legal creditor rights.Countries with a public registry have significant lower

Getting CreditFigure 5.7Creditor Rights, Information Sharing, and Efficient Enforcement Expand Access to CreditPrivate credit, % of GDPMorePrivate credit, % of GDPMorePrivate credit, % of GDPMoreLessCountries ranked by creditor rights,decilesMoreLessCountries ranked by credit informationsharing, decilesMoreLessMoreCountries ranked by days to enforce acontract, decilesNote: The correlations shown in these figures control for national income, income growth, inflation, contract enforcement, the creditor-rights index, and a measure ofcredit-information sharing (equals 0 with no registries, 1 if public or private registries operate, and 2 if both operate), and legal origin. All relationships shown arestatistically significant at the 5 percent level.Source: Doing Business database.creditor-rights scores—1.6—compared with othercountries—at 2.3. By providing more information forcreditors to use in assessing risk, governments maycompensate for creditors’ weaker rights to enforcesecurity on default. The result is consistent withbanks’ use of creditor protection. In Latin America—the region with the weakest legal protections—banksreport that they give twice as much weight toinformation from credit registries as on collateralwhen making loan decisions. 23A similar substitution is evident between the easeof contract enforcement and the presence of publicregistries. Countries that score lower on rule of lawand have more bureaucratic contract enforcement aremuch more likely to have a registry, a relationship suggestingthat registries help remedy poor enforcementthrough courts. Because the reputational effectprovides an incentive for borrower repayment,creditors can rely on registries as a form of contractenforcement before the fact rather than go through thecourts on default. That reliance is also important wherelenders face social pressure not to enforce claims. 24What Is the Impact on Credit Markets?Institutions sharing credit information (public registriesand private bureaus), stronger creditor rights,and better enforcement systems are associated withdeeper credit markets across countries (figure 5.7). 25The fact that the impact of information sharing isgreater when controlling for creditor rights suggeststhat information sharing compensates for poor legalprotection. The effect of creditor rights is much strongerwhen controlling for measures of enforcement, afinding suggesting that without enforcement, laws onthe books are not enough to protect creditors.What protections work best in which circumstances?Although both information sharing andcreditor rights are good for credit market depth, therelative importance of the various creditor protectionsdepends on country wealth. For the poorer half of thesample, information sharing has greater impact thancreditor rights. But in the richer countries, the effect ofcredit information sharing is less significant than thatof creditor rights. Legal protections—importanteverywhere—have more impact in rich countries.Country wealth is an important factor for understandingwhether information sharing is betterorganized publicly or privately. When the impact ofpublic and private registries is analyzed separately, theeffect of private bureaus on credit depth is positiveand significant. The effect of having a public registry,though positive, is statistically insignificant. But thisresult masks important differences by income group.In the poorer half of the sample, both private bureausand public registries are associated with more private65

Doing Business in 200466credit, although the effect of private bureaus is larger.In poor countries, public registries help compensatefor weak creditor rights, poor enforcement, and thelack of private registries. The effect of a publicregistry on credit-market depth in poor countries iseven greater when it has achieved high coverage andhigh scores on the public registry rules index—that is,with broader rules on collection, distribution, access,and quality. 26In developed countries, public credit registrieshave a positive but insignificant association withprivate credit. This analysis does not capture theirindirect impact. Registries perform supervisoryfunctions as well as serving lenders (especially inwealthier countries), and such functions may havebenefits not analyzed here.Who benefits the most? Well-connected and largefirms may find it easy to get loans without credithistories, especially in rich countries. Smaller firms inpoor countries, for which information is scarce or ofpoor quality, gain the most. The relationship betweenthe presence of information-sharing registries and afirm’s access to formal sources of finance is significantand positive, more so in poor countries and the mostfor small firms in poor countries (figure 5.8).The presence of private bureaus and public registriesis also associated with a lower spread betweenlending and deposit rates. 27 Other studies have shownthat stronger creditor rights and more informationsharing are associated with lower default rates. 28Firms in countries with information sharing are lesslikely to report obstacles to obtaining financing andshow evidence of credit constraints. 29 Countries withstronger legal creditor protections have larger debtmarkets, and higher rates of capital investment andproductivity growth. 30 The overall link between thedevelopment of financial markets and growth is wellestablished. 31Country case studies show that introducinginformation sharing improves credit markets. InChile, the establishment of a credit registry increasedlending. 32 Studies of the U.S. market show that morecredit information provides more power to predictdefaults. 33 Simulations in European countries showthat moving from no information sharing, to sharingFigure 5.8Information Sharing Is Associated with a Firm'sAccess to Formal FinanceAll countries,all firmsPoor countries,all firmsPoor countries,small firmsNote: Figure shows the predicted impact of information sharing on the percentof firm finance from formal sources, based on regressions with more than 6,000firm-level observations, and controlling for income, rule of law, firm ownership,age, sector, and size. The effect of information sharing is significant at the1 percent level in each case, and the effect on small firms in poor countries issignificantly different from the effect on the full sample.Sources: Doing Business database; Batra and others 2003.negative data only, to sharing both positive andnegative information, reduces bad loans dramatically.Lenders agree. In a survey of banks in 34 countries,more than half reported that sharing creditinformation reduces default rates and loan processingtime and costs by 25 percent or more (figure 5.9).What to Reform?Increase with information sharing, %3 4 5 6Facilitating Information SharingEstablishing regulations to facilitate the sharing ofcredit information through private bureaus is thecritical first step for poor countries and rich countries.Other steps include permitting and providingincentives for the sharing of both positive andnegative information (as Hong Kong and Belgiumdid in mid-2003) and keeping past defaults onrecord. Separately, the scope of disclosure laws onfinancial statements can be expanded in manycountries. Eliminating restrictions on access to publicrecords can be accelerated by better technology andstorage of information. Ensuring strong borrower

Getting CreditFigure 5.9Sharing Credit Information Reduces Defaults and Improves Bank EfficiencyImpact of information sharing ondefault rates% Bad loans % Respondent banks1086420No information sharingNegative information sharingPositive and negative information sharingPersonalChequeaccountsCreditrights to access and correct information protectsborrowers and improves the quality of information.The impact of restrictions on information sharing—or of ambiguity in its regulation—can be severe. InThailand, two credit bureaus have operated for severalyears. But in 2003 a new law imposed large fines andcriminal liabilities on participating financial institutionsfor minor violations in sharing information,even though there are no procedures to ensure that dataare shared according to the law. Both credit bureausshut down their operations when the law was passedand reopened only five months later, when clarifyingregulations were issued.In the past few years, almost every country in theformer Soviet Union has tried to set up a privatecredit bureau. A major impediment is the secrecyprovision in the banking or data protection laws. InArmenia, Georgia, Kazakhstan, and the Russian Federation,there is a debate about whether requiring theborrower’s authorization would be sufficient. Somebelieve so, but others think the potential liability forcredit bureaus is too high. No private bureaus operatein those countries.Laws on credit reporting help overcome lenders’unwillingness to share information—from fear oflosing good borrowers to competitors, unfamiliarity,or concern over liability related to privacy or banksecrecy. But laws are rigid and must be designed insufficiently general terms toreflect a rapidly changingindustry. Laws also taketime to be approved. Alternativegovernment andcentral bank support hasproven effective in manycountries. Such support hastaken the form of centralbank directives, standards,penalties for noncompliance(as in Mexico, where theDecrease in Decrease in central bank imposes 100costs defaultspercent provisioning requirementswhen data are notsubmitted to the bureau), oreven letters of endorsementto banks (as in India and the Dominican Republic).Bureau codes of conduct, as in Singapore and underdevelopment in Saudi Arabia, are another moreflexible way to set standards and build consensusamong lenders, government, and borrowers. Theextensive consultative process to develop a codeof conduct not only facilitates lender compliancebut also improves data quality by allowing partiesto reach agreement on feasible standards andformats.Entry of one of the major international creditreporting firms can accelerate the process of establishinga private credit registry. In the Czech Republic,Guatemala, India, and Mexico, private bureaus arebeing formed in joint ventures with foreign firms,which provide technical assistance and expertise.Countries need to ensure that there are no legalobstacles to such foreign investment.Especially in poor countries and those with highlyconcentrated lending markets, such measures may beinsufficient to attract private investment. Establishmentof a public registry may offer the advantageof rapid setup because it uses central bank regulationrather than new laws. Direct enforcement by banksupervisors can counter lenders’ unwillingness tocomply. And establishing a public registry is cheap.The one in Mozambique cost only a few hundredthousand dollars to establish.Bank‘s assessment of the impact ofinformation sharingSource: Hadlow 2003. Authors’ calculations based on a 2001–02 survey of banks in 34 countries, with responses regardingprocessing time (69 banks), costs (68), and defaults (67).6040200Change of 25% or moreNo changeDecrease inprocessing time67

Doing Business in 200468The design of registries is important for expandingaccess to credit in poor countries. Broader rules onthe collection, distribution, and quality of informationcan expand coverage, with help from new technology.In Malaysia, a new online real-time system wasintroduced in the public registry in 2001. It providescoverage of all loans, instant responses to requests,and more frequent updates of credit informationamong financial institutions. Almost half of the registriessurveyed reported the intention to upgradetheir technology.In establishing public registries, care must be takennot to stifle private information sharing. As the creditmarket matures, or as private initiatives materialize,public registries can be restructured to complementthem by focusing on overall supervision and sharingdata with the private registries, as happened recentlyin Mexico. The registries in Argentina, the DominicanRepublic, and Peru share data with private bureaus(Bolivia will soon follow suit). Some successfulstrategies entail more extensive private-public partnership.Sri Lanka’s credit registry was set up in 1990,with 51 percent of the capital held by the centralbank, the rest shared among commercial financialinstitutions. The government’s shareholding declinesas more institutions join the registry. In Singaporeand Thailand, the government initiated the establishmentof private bureaus.Legal Rights To Create andEnforce SecurityEfficient courts are essential for enforcing the rightsof creditors, especially unsecured lenders. For securedlending, reforms beyond the courts are necessary,simplifying the steps and reducing the costs ofcreating and enforcing security. Eliminating thestamp duties and taxes for creating collateralagreements—as well as the requirements to notarizedocuments—can substantially reduce costs.Introducing out-of-court enforcement enhances thepowers for secured creditors to recover debt, as inAlbania, Germany, Thailand, and the United States.Summary enforcement proceedings through thecourts are another effective reform. Moldova’sreforms in 2001 introduced a fast-track enforcementprocedure. Ten days after notifying the debtor, theother creditors, and the collateral registry of a default,creditors may file an enforcement order with thecourt. All that is required is evidence of the notifications,the default, and the security agreement.Within three days, the judge reviews the documentationand issues an enforcement judgment.There is no judicial analysis of the cause of dispute.Such measures increase the importance of wellwrittensecurity contracts, to avoid problems in thejudicial review of valid documentation. And theyradically change the debtor’s incentives to appeal anddelay the enforcement process. In Moldova, appeals arepossible but must be undertaken in a separate trial. If thedebtor loses, he will bear all costs. So appeals are likelyonly if the debtor has a genuine dispute or grievance.Since the reform, the time to seize and sell security hasfallen from more than three years to around 70 days.More-comprehensive reforms also address thescope and clarity of rights in security agreements. Tobegin with, countries must allow the debtor to retainpossession and use collateral. Doing so is stillimpossible in Serbia and Montenegro, where thelender must take possession of assets to have a validcharge—hardly a practical solution for borrowerswho pledge business equipment. Also important,especially for small firms, is introducing instrumentsthat allow security for a changing pool of assets suchas inventory, receivables, property that will be realizedin the future (e.g., crops), or a whole enterpriseespecially for small firms.Clear rules that anticipate and resolve priorityconflicts are essential in defining the property rightsof secured creditors. Registries of collateral agreements,where lenders can check for existing liens, alsosupport the clarity of property rights. In the UnitedStates, a lender can check by searching in anelectronic registry of almost all collateral agreements.Not so in three-quarters of the world, where registriesare limited to certain types of property, such as land(including many rich countries such as Germany andFrance). New technology makes such registries inexpensive.In a few countries, such as New Zealand, thecollateral registry interface is operated by the creditbureau. That is a win-win reform. The bureau benefits

Getting Creditfrom additional information on borrowers, and thegovernment benefits by having a sophisticatedelectronic registry administered by experts ininformation technology systems.Finally, effective reforms of secured lending requireattention to insolvency as well as collateral laws. Thepowers allocated to secured creditors in the insolvencyprocess are a crucial determinant of access to credit.Good collateral instruments facilitate other goals ofbankruptcy also—by providing the right incentivesfor liquidating unviable companies and rescuingviable firms. For example, liquidation is more efficientwhen collateral is concentrated in the hands of onemain creditor, and sale as a going concern is morelikely if the whole enterprise is pledged as security fora loan. 34Notes1. Other related factors, such as macroeconomicconditions, banking supervision, and ownership, arenot discussed here.2. Garro 1998.3. Campbell and Kracaw 1980; Diamond 1984, 1991;Stiglitz and Weiss 1988.4. Jappelli and Pagano 1993; Miller 2003.5. Greif, Milgrom, and Weingast 1994; Besley 1995.6. Hoffman, Poste-Vinay, and Rosenthal 1998.7. Olegario 2003.8. Miller 2003.9. The distinction between business and consumerreporting is not as clear as it may seem. Some registriescover both consumers and firms. Also, business loansare often made on the basis of personal credit histories,especially for small firms and entrepreneurs. Thischapter covers both.10. Applying a broader definition of private credit registriesthat do not directly exchange information amongfinancial institutions (which includes investigative-stylecredit reporting firms), private registries operate inapproximately 70 percent of sample countries.11. The survey of public and private credit registries wasdeveloped with the World Bank’s Credit ReportingSystems Project (http://econ.worldbank.org/programs/2245).12. Although fees might restrict access, they may alsoindicate orientation toward serving lenders. This variableis therefore not included in the index of public creditregistries.13. Jappelli and Pagano (1993) build a theoretical modelshowing how information sharing depends on marketconditions such as competition and heterogeneity andmobility of borrowers.14. Jappelli and Pagano 2000; Jentzsch 2003a.15. Surveys were conducted of the legal departments ofprivate and public credit registries, as well as bankingsupervisors. Doing Business project and Jentzsch2003a.16. Jentzsch 2003b.17. Keinan 2001.18. In the strict sense; in a secured transaction, theownership title of the asset remains with the debtor.But in many countries there are common functionalequivalents known as “title finance”—for example,leasing and conditional sales—whereby the creditortakes title of the asset.19. Mann 1997; Hill 2002.20. Survey estimates from secured transactions lawyersindicate that (on average) around 30 percent ofcollateral enforcement is inside insolvency proceedings.However, in many countries, including Nigeria,Albania, Bolivia, and the Russian Federation, expertsestimate that the rate is under 10 percent.21. This four-point measure of creditor rights wasdeveloped by La Porta, Lopez-de-Silanes, Shleifer, andVishny (1998) and originally covered 49 countries as of1995.22. Except that those in the richest quartile are less likelythan those in the upper-middle quartile to have apublic credit registry.23. Miller 2003.24. See, for example, Besley 1995.25. Banks and nondepository financial institutions(IFS line 22d).26. Djankov, McLiesh, and Shleifer 2003.27. The analysis excludes three outliers with extremelyhigh spreads (Brazil, Uruguay, and Bolivia).28. Jappelli and Pagano 2002.29. Love and Mylenko 2003; Galindo and Miller 2001.30. La Porta and others 1998; Levine 1998.31. King and Levine 1993; Levine 1997; Rajan andZingales 1998; Demirguc-Kunt and Maksimovic 1998.32. Fuentes and Maquieira 2001.33. Barron and Staten 2003.34. Bolton and Scharfstein 1996; Hill 2002.69

6Closing a BusinessThe penalty for declaring bankruptcy inAncient Rome was slavery or being cut topieces. The choice was left to the creditor. Bythe Middle Ages, the treatment of insolventdebtors had softened considerably. In Northern Italy,bankrupt debtors hit their naked backside against arock three times before a jeering crowd and cried out,“I declare bankruptcy.” 1 In French medieval cities,bankrupts were required to wear a green cap at alltimes, and anyone could throw stones at them. InEngland, bankrupt debtors were thrown into prison,were often pilloried, and occasionally had one ear cutoff. 2The English bankruptcy law of 1732 was the firstmodern bankruptcy law. The United States introducedits first bankruptcy law in 1800, copying the Englishlaw. 3 France, Germany, and Spain adopted their firstbankruptcy laws in the early nineteenth century.Imprisonment still featured as a common punishment,and bankruptcy was seen a means to liquidate financiallydistressed companies and distribute their remainingassets among creditors. A rudimentary rehabilitationprocedure—designed to reorganize the debt of abankrupt firm so that it could continue operating—was developed in Austria in 1914 but was rarely used.Similar procedures were introduced in Spain in 1922, inSouth Africa in 1926, and in Belgium, France, Germany,Netherlands, and the United States in the 1930s. 4A modern reorganization procedure did not appearuntil 1978, when Chapter 11 was adopted in the UnitedStates. In the next 25 years a wave of bankruptcyreforms brought reorganization procedures to Italy in1979, France in 1985, the United Kingdom in 1986,New Zealand in 1989, Australia and Canada in 1992,Germany in 1994 and 1999, Sweden in 1996, andJapan and Mexico in 2000, to name a few. By mid-2003 every country in the Doing Business sample, withthe exception of Cambodia, had bankruptcy laws.Today’s bankruptcy regimes differ enormously intheir efficiency and use. Canada, Ireland, Japan,Norway, and Singapore take less than a year toresolve bankruptcy. Brazil, Chad, and India takemore than a decade. In Norway and Singapore itcosts about 1 percent of the value of the estate toresolve insolvency. In the Czech Republic, thePhilippines, Thailand, Uganda, and Venezuela, itmay cost as much as half the estate to go throughformal bankruptcy. Angola, Bangladesh, Burundi,Mozambique, and Togo have bankruptcy laws on thebooks, but they are almost never used. In Belarusand Uzbekistan, bankruptcy is used mostly toliquidate dormant enterprises.Bankruptcy is still in its infancy in many countries,and reform continues even in the best-performingjurisdictions. The average age of the bankruptcy lawin the 10 best-practice countries—Belgium, Canada,Finland, Ireland, Japan, the Republic of Korea, Latvia,the Netherlands, Norway, and Singapore—is six years.Some countries, such as Egypt and Pakistan, are in theprocess of revising their bankruptcy laws. Brazil andSpain just did.Three areas of reform hold the most promise. Oneis choosing the appropriate way of dealing withinsolvency given a country’s income and institutionalcapacity. Poor countries are generally better off witheffective debt enforcement outside of insolvency thanwith complicated bankruptcy laws and specializedcourts. The second is increasing the involvement of71

Doing Business in 200472stakeholders in the insolvency process rather thanrelying on a court to make business decisions. Thethird is training judges and bankruptcy administratorsin insolvency law and practice.Some countries, such as Latvia and Mexico, haverecently taken steps in all those areas, with significantimprovements in the efficiency of bankruptcy procedures.Others, such as Germany and Japan, havereformed their bankruptcy law to make it moreattractive to debtors. A third group of countries,including Argentina and Moldova, focuses on thetraining of judges. Still other countries, such asTanzania and Thailand, have reformed their judicialstructure to allow for specialized courts or specializedsections within courts.Countries with ill-functioning judiciaries are betteroff without sophisticated bankruptcy systems. Thereis a general misperception that bankruptcy laws areneeded to enforce creditors’ rights. In practice, thelaws usually exacerbate legal uncertainty and delays indeveloping countries. Private negotiation of debtrestructuring under contract law—and as discussedin the previous chapter, the efficient enforcement ofsecured-debt contracts outside insolvency under collaterallaw—will succeed better.What Are the Goals of Bankruptcy?The goals of bankruptcy are universal. The first goalis to maximize the total value of proceeds received bycreditors, shareholders, employees, and other stakeholders.Businesses should be rehabilitated, sold as agoing concern, or liquidated—whichever generatesthe greatest total value. The second goal is to rehabilitateviable businesses and liquidate unviable ones.In other words, bankruptcy law should be neitherhard on good businesses nor soft on bad ones. Thethird goal is a smooth, predictable transition inclaims priority between good and bad financialstates of the company—to reduce investors’ risk. Thatgoal is achieved by maintaining the absolute priorityof claims in bankruptcy. Good bankruptcy lawsgenerally achieve the three goals. Bad ones do not. Asa result, they make everyone worse off—both debtorsand creditors.Goal #1: Maximizing ValueThe value of a bankrupt business is maximized whenless of it is dissipated in the direct and indirect costsof bankruptcy—and the debtor is liquidated, sold, orrehabilitated quickly. If bankruptcy is expensive anddrawn out, both the distressed companies and theircreditors will avoid it. Even if resolution is successful,large costs are likely to drain the resources of alreadydistressedcompany. Similarly, if the bankruptcy processlasts too long, the focus of management will be onimmediate, process-related tasks rather than on strategicissues. And suppliers and customers will be likely tofind a way to cease dealing with the bankruptbusiness. 5 For example, the bankruptcy process inBrazil takes 10 years and as a result is seldom used.A survey of bankruptcy lawyers and judges,conducted in cooperation with the International BarAssociation, estimated the time it takes to completethe insolvency procedure and its cost, as a share oftotal estate value. 6 The estimates refer to the insolvencyof a domestic company running a hotel in thedowntown area of a country’s most populous city.The main features of hypothetical case are as follows. 7The company’s only significant asset is the real estateon which the hotel operates. The hotel is mortgagedto a domestic commercial bank, its main creditor. Thecompany has 201 employees and 50 suppliers, and itsrevenues are fixed as a multiple (1,000 times) of theper capita income of each country. That amounts to$34 million in annual revenues in the United States,or $240,000 in Madagascar. The revenues were calibratedto match the business volume of a mediumsizehotel business.The company is controlled by a majority shareholderand is not publicly traded. It defaults on its bank loanafter a difficult financial year but continues to operateand make payments to unsecured creditors. The bankprefers to liquidate its security in the fastest andcheapest way, while management and the main ownertry to keep the company in operation. The unsecuredcreditors—holding 99 percent of the claims by numberbut only 26 percent by value—support the rescueeffort. The company is assumed to be worth more asa going concern than it would be in a piecemealliquidation.

Closing a BusinessFigure 6.1Closing a Business in Serbia and MontenegroProcedure 0 500 1,000 1,500 2,000 2,5001. The company defaults2. The main creditor files for an executive decision to enforcewith the municipal court3. The company’s management appeals4. Unsecured creditors sue the company to collect their claims5.The court issues a decision to enforce and ordersan assessment of the estate value6. The judge announces a liquidation auction and sets a date7. Judge establishes a deadline for deposit of purchase price8. The National Bank alerts the court that it has blocked thecompany’s account due to unsatisfied financial commitments9. A liquidation order is published, and administrator isappointed10. The administrator takes his post11. Management appeals the liquidation order again, butthe appeal does not postpone the order‘s enforcement12. Creditors report their claims to the insolvency council13. The bankruptcy estate is assessed and claims are approved14. A period for disputes over the claims is allowed15. The bankruptcy estate is sold off and the judge issuesa final liquidation resolution16. The remaining funds are disbursed to unsecured creditors17. The administrator prepares the final reportSource: Doing Business database.On the basis of this hypothetical case, lawyers andjudges in all countries completed a survey on thesequence of procedures and their timing in the insolvencyprocess. Time is measured in days, as therespondent attorneys answer questions about theduration of each bankruptcy procedure. Cost isdefined as the cost of the entire bankruptcy process,including court costs, insolvency practitioners’ costs,and the costs of independent assessors, lawyers, andaccountants. For a hypothetical financially distressedcompany in Argentina, from the moment it files forbankruptcy to the actual resolution, the insolvencyprocess lasts two years and nine months and costsTimeDays18 percent of the value ofthe bankruptcy estate. Theoutcome is inefficient, becausethe assets are sold piecemeal,even though the businesswould be worth more as agoing concern. In Serbiaand Montenegro, the liquidationprocedure takesmore than seven years andcosts about 38 percent ofthe value of the bankruptcyestate (figure 6.1). In practice,creditors can and do appealthe final distribution ofproceeds, so the processcould take another sixmonths to one year.Canada, Finland, Japan,Norway, and Singapore areamong the top 10 countriesin both shortest time andlowest cost (table 6.1).The Czech Republic, thePhilippines, and Serbia andMontenegro are amongthe bottom 10. Developedcountries have more-efficientbankruptcy procedures,especially in their duration.All 10 of the jurisdictionswith the fastest proceduresare high-income countries. Nine of the 10 countrieswith the cheapest bankruptcy procedures are highincomecountries.Across regions, South Asian jurisdictions have themost time-consuming bankruptcy procedures. Theiraverage duration is more than five years, and theaverage cost is 9 percent of the bankruptcy estate(figure 6.2). The most expensive bankruptcy proceduresare in East Asian countries, averaging 20percent of the estate. Other regions where bankruptcyis costly are Africa, Europe and Central Asia, and LatinAmerica. Countries in those regions also have fairlylong procedures, 3 to 4 years. In contrast, OECD73

Doing Business in 200474Table 6.1Time and Cost of Bankruptcy ProceduresFastestIrelandJapanSingaporeCanadaTaiwan (China)BelgiumFinlandNorwayAustraliaHong Kong (China)CheapestSingaporeFinlandNorwayNetherlandsColombiaGeorgiaKuwaitJapanCanadaNew ZealandSource: Doing Business database.SlowestIndiaChadBrazilCzech RepublicMauritaniaSerbia and MontenegroPanamaIndonesiaChilePhilippinesMost ExpensiveMacedonia, FYRIsraelVenezuela, RBUnited Arab EmiratesUgandaChadCzech RepublicSerbia and MontenegroPanamaPhilippinescountries have procedures that are cheap (less than 8percent of the estate value) and short (less than twoyears on average). With the exception of developedcountries, insolvency is a long and expensive process allaround the world. In developing countries it takes threeor more years and costs 15 percent of the estate value.Some other findings on time and cost:• Nordic proceedings are the fastest, at around twoyears on average, and also the cheapest, at 4.5 percentof the estate value. Finland and Norway are amongthe world’s top countries on time and cost.• English-legal-origin countries are the secondfastestlegal-origin group in resolving insolvency, at2.7 years.• In French-civil-law countries, insolvency lasts onaverage 3.7 years, and it costs 15 percent of theestate value.• In transition countries, the process lasts aroundthree years and costs 7 percent of the estate value.• Some of the poorest countries seem more efficientthan many of the middle-income countries. Thisfinding is in part a product of the low use of thejudicial system in poor countries. For example,interviews in Bangladesh reveal that bankruptcy isalmost never used as a mechanism for resolvingdistress. The only cases that go through the bankruptcysystem deal with state-owned enterprises;those cases typically involve the write-off of debt.In the United States, there are more than 55,000corporate bankruptcy cases each year, 20 per 100,000population. 8 In the United Kingdom, there aresome 40,000 a year, about 75 per 100,000 population.In contrast, about 500 bankruptcy cases were startedin Spain, about 1 per 100,000 population. In somedeveloping countries, bankruptcy is often used: morethan 1,000 bankruptcy petitions were filed in Malaysiain 2002, about 17 per 100,000 people. In Belarus,Egypt, and Uzbekistan, nearly 1,000 cases are filedeach year. But most of them are requests for the liquidationof dormant enterprises (as in Belarus) orserve merely as a threat point for private negotiationsof debt restructuring (as in Egypt, where fewer than 5percent of filings result in true bankruptcy proceedings).In Albania, the Democratic Republic ofCongo, Burundi, Ghana, Haiti, Honduras, Laos,Figure 6.2Time and Cost to Resolve BankruptcyCost, % of estate2520151050German-origin AfricaLatin AmericaEnglish-origin East. EuropeLower-middle-income French-originMiddle East Low-incomeHigh-incomeOECD high-incomeNordic-origin2 3 4 5Time, yearsSource: Doing Business database.Upper-middle-incomeEast AsiaSocialist-originSouth AsiaIncome group averageRegional averageLegal-origin average

Closing a BusinessMadagascar, and Vietnam, bankruptcy is almost neverused by private companies or banks. (In suchcountries, the cost documented in the survey refers tobankruptcy of state-owned enterprises or subsidiariesof foreign firms.)Goal #2: Rescuing a Viable BusinessBankruptcy law is often oriented to closing downunviable companies. But sometimes the bias towarddiscontinuing business leads to the premature liquidationof companies in temporary distress—andthus a loss of value to society.The hypothetical case in the survey allows an investigationof whether viable companies will be rescued.It is a rescue case, since the company is more valuableas a going concern than closed down and sold offpiecemeal. 9 The efficient outcome is defined as anybankruptcy procedure (rehabilitation, foreclosure, orliquidation) that results in a going-concern salewithout an interruption in operations, or a successfulrehabilitation with management dismissed. The saleof the hotel to a real-estate developer who will convertit into office space is less efficient than a sale toanother hotel operator would be, and value will belost even if the firm is sold to a hotel operator ifoperations are interrupted. The company may alsoremain in the hotel business with its present ownerTable 6.2Jurisdictions with Efficient Bankruptcy Outcomesand management. That would not be efficient, though,because the management was in part responsible forthe poor financial situation of the company.Several countries liquidate the indebted companyimmediately and auction it as a going concern. Thistask may be accomplished by means of liquidationprocedures, as in Austria, the Netherlands, andPoland—or by foreclosure of the secured debtoutside of insolvency, as in El Salvador, Jamaica, NewZealand, and Singapore (table 6.2). Nordic countries,such as Denmark and Sweden, have bankruptcyregimes oriented toward quick liquidation. Finlandallows the failing company to propose a rehabilitationplan—but the process hinges on creditors’approval, and swift liquidation typically follows.Several other jurisdictions—Belgium, Canada,Colombia, the Islamic Republic of Iran, theRepublic of Korea, Peru, Portugal, Thailand, and theUnited States—allow rehabilitation proposals, butthey are typically followed by liquidation as a goingconcernsale. Japan, Spain, Taiwan (China), andVietnam successfully adopt a rehabilitation planwherein management is replaced. (Here it should benoted that some countries achieve the efficientoutcome but do not reach other goals ofinsolvency—for example, in Poland a firm would besold as a going concern in liquidation but at a high75Unsuccessful Rehabilitation SuccessfulLiquidation Foreclosure Followed by Liquidation Rehabilitation with(going-concern sale) (going-concern sale) (going-concern sale) Management ReplacedAustria Australia Belgium AlbaniaBotswana El Salvador Canada IrelandDenmark Ethiopia Colombia JapanNetherlands Haiti Finland KazakhstanPoland Hong Kong (China) Iran, Islamic Rep. of LatviaSlovak Republic Israel Korea, Rep. of NorwaySweden Jamaica Mexico SenegalUganda Kuwait Peru SpainVenezuela New Zealand Portugal TanzaniaSerbia and Montenegro Thailand Taiwan (China)Singapore United States VietnamNote: In Ireland the efficient outcome is achieved through successful adoption of a plan whereby the firm is sold as a going concern.Source: Doing Business database.

Doing Business in 200476Figure 6.3Nordic-Origin and High-Income Countries Have Efficient BankruptcyOutcomesCountries achieving the efficient outcome77%42%35%Source: Doing Business database.24% 23%OECD highincomeEast Asia& PacificLatin America& CaribbeanEurope &Central AsiaMiddle East &North AfricaRegion17%Sub- SaharanAfricacost—18 percent of the estate—and withoutpriority payment for the secured lender.)Almost all high-income countries achieve the efficientoutcome. It is always achieved in Nordic countries,and in about half of common-law and German-legaltraditionjurisdictions (figure 6.3). Empirical studiesof Swedish bankruptcy show that liquidation leads tosuccessful sale as a going concern in more than threequartersof the cases. 10 The probability of achieving anefficient outcome is 42 percent in East Asia, 23 percentin French-legal-tradition jurisdictions, and only 9percent in socialist-legal-tradition jurisdictions. SouthAsia is the least efficient, with no country achievingthe efficient outcome. One in three countries in LatinAmerica achieves the efficient insolvency outcome,compared with one in four in Eastern Europe andCentral Asia and one in five in Africa.0%South AsiaCountries achieving the efficient outcome100%Nordic48%English44%GermanLegal origin23%French9%Socialistwasting resources to inducemanagement either to forestallor to precipitate bankruptcy.Bankruptcy laws favorsecured creditors, employees’claims, or taxes. 11 In thehypothetical case, two-fifthsof the countries, includingArmenia, Botswana, Panama,and Uruguay, favor securedcreditors over employees’ andtax claims (table 6.3). Themajority of them give priorityto labor over tax claims.Canada, France, Hungary,Portugal, and Spain givepriority to employees’ claims,at the expense of secured claims and taxes. Onaverage, common-law countries favor secured creditors,whereas countries in the French and socialist legaltraditions favor taxes and labor. Lower-incomecountries are less likely to give priority to securedlenders.Countries that give secured lenders top priority arealso more likely to have efficient insolvency systemsthat save viable businesses and liquidate bad ones(figure 6.4). Priority creates incentives for all partiesto work toward an efficient outcome. Without theassurance that their claims will be paid first, seniorTable 6.3Priority of Claims—Country ExamplesSecured Claims Labor Has Taxes HaveHave Top Priority Top Priority Top PriorityGoal #3: Keeping the Order of Claims StableThe bankruptcy system ensures the stability ofcreditors’ claims between normal times and times offinancial distress. Senior claims need to be paid offbefore any others. Stability of priority is important fortwo reasons. First, senior creditors will be reluctant tolend if they do not have a predictable priority to theirclaim after a company is in bankruptcy. Second, havingdifferent priorities inside and outside of bankruptcycan result in perverse incentives, with some creditorsBolivia Brazil BosniaBelgium France ChileBulgaria Greece EgyptCambodia India JamaicaCanada Niger LebanonChina Poland Taiwan (China)Finland Russia TanzaniaGermany Thailand TurkeyIran, Islamic Rep. of Vietnam UgandaKenya Yemen UzbekistanSource: Doing Business database.

Closing a Businesscreditors are likely to blocka company’s entry intobankruptcy procedures,even if it would lead to anefficient outcome. Once thecompany is in insolvency,creditors are encouraged tomove the process towardthe efficient outcome—ifthey are confident of thepriority of their claim.Who Achieves the Goalsof Bankruptcy?Insolvency proceedings thusdiffer in their length andcost, achievement of anefficient outcome, and preservationof a stable orderingof claims. Which countriesEfficiency of outcomemanage to achieve all those goals best? Developedcountries generally achieve the goals of insolvency,with Canada, Japan, the Netherlands, New Zealand,and Singapore among the top 10 (table 6.4). Irelandand the United States (not shown in the table) are tiedfor eleventh. The least effective bankruptcy regimesinclude mainly African countries—Angola, Burundi,Chad, the Democratic Republic of Congo, Ghana,Guinea, Rwanda, and Togo—along with Lao PDR inEast Asia, and Honduras in Latin America.Latvia is perhaps the biggest surprise. A transitioneconomy that only recently revised its bankruptcy laws,Latvia is now among the top ten countries wherebankruptcy is effective in achieving the goals of insolvency.Indeed, Latvia adopted its first postsocialist lawonly in 1996. Subsequent amendments in 2001 definedthe power of the insolvency administrator. Lithuania,Moldova, and the Russian Federation have alsoimproved their bankruptcy laws in the past five years.Transition economies are not the only reformers.With the exception of Norway, all 10 of the bestpracticejurisdictions have revised their bankruptcylaw since 1990. On average, their current laws are sixyears old. In the least effective countries, the averagebankruptcy law is more than 40 years old. 12Figure 6.4Priority of Secured Claims Is Associated with Efficient Outcomes1008060English-origin40Latin America East Asia German-originUpper-middle-incomeLower-middle-income20Middle EastEast EuropeIncome group averageFrench-originLow-incomeRegional averageAfricaSocialist-originSouth AsiaLegal-origin average050 60 70 80 90 100Priority of claimsNote: The variables are scaled so that higher values represent stricter observance of priority and higher probabilityof reaching efficient outcomes.Source: Doing Business database.Nordic-originOECD high-incomeHigh-incomeTable 6.4Where Is Bankruptcy Most Effective in Achieving theGoals of Insolvency—And Where Least?MostSingaporeFinlandNorwayNetherlandsJapanCanadaBelgiumLatviaKorea, Rep. ofNew ZealandSource: Doing Business database.LeastAngolaBurundiCongo, Dem. Rep.GuineaRwandaTogoChadLao PDRGhanaHondurasReform to improve bankruptcy is not about beingfriendly to creditors or to debtors. Singapore isextremely creditor-friendly, closely followed by Ireland.Germany, Japan, the Netherlands, and Norway arethought to balance the inte-rests of debtors andcreditors. Belgium is very debtor-friendly. 13 Yet allthose jurisdictions have quick and cheap bank-ruptcyprocedures, reach the efficient outcome, and maintainthe absolute priority of claims.77

Doing Business in 200478Some countries—especially French-legal-originjurisdictions in Africa—have attempted to reach thegoals of insolvency by giving broader powers to thecourt. Three powers are especially important. First isthe involvement of stakeholders in the appointmentand replacement of the insolvency administrator.Second is access to information throughout theinsolvency process—specifically, whether the lawsrequire that the bankruptcy administrator submitreports only to the court or also to other stakeholders.Third, in some countries the court adopts aplan for rehabilitating a bankrupt debtor—in others,creditors and other stakeholders are required toaccept the plan before it can be implemented.Expanding court powers in bankruptcy proceedingson those dimensions has not had the desired effects(figure 6.5). Countries with more court power are lesslikely to achieve the goals of insolvency, even controllingfor income. Moreover, higher levels of courtpower are associated with more corruption—again,even controlling for income. In such jurisdictions,less court involvement is needed, not more. Involvingcreditors and other stakeholders in the bankruptcyprocess is important.Effects of Good Bankruptcy LawsThe main test of whether bankruptcy laws andjudicial procedures are good is whether financiallydistressed companies and their stakeholders usethem. If companies do not see incentives to enterbankruptcy, for example when no rehabilitationprocedure exists or when management gets firedautomatically, few bankruptcies will take place.Similarly, if creditors find bankruptcy unattractive—for example, if they are left out of the formulation oradoption of a rehabilitation plan, or if there is aprolonged stay on assets—they will find other meansof resolving their claims. The result: less chance ofmaximizing the value of the estate, of achieving theefficient outcome and stability of claims.That is precisely what happens in many countrieswith an obsolete bankruptcy regime or with inefficientjudicial processes. Interviews with the five largest banksin Mozambique, which account for about 90 percent ofFigure 6.5More Court Power—Less Likely to Achieve theGoals of InsolvencyGoals-of-insolvency index806040207961Score 0 Score 33 Score 67 Score 100Court-powers indexNote: The correlation between the court-powers index and the goals-ofinsolvencyindex is statistically significant at the 10 percent level, controlling forincome per capita. The variables are scaled so that higher scores represent morecourt powers and a higher likelihood that insolvency goals will be achieved.Source: Doing Business database.bank loans to enterprises, reveal that they never useformal bankruptcy. Instead, each bank has a large debtrecovery department that negotiates defaulted loansdirectly with the customers. Similarly, private bankshave very rarely used bankruptcy in Bangladesh, Benin,Burkina Faso, Cameroon, Nepal, Niger, Mali, andMongolia. When the bankruptcy law is used in thosecountries, it is generally only to clear a state-ownedcompany from debt—or to liquidate a subsidiary of aforeign company. Though existing on paper, the law isnot used in the course of doing business. By contrast, incountries where bankruptcy procedures are efficient,many cases are filed. Belgium, Denmark, Finland,Norway, Sweden, and Switzerland have the highestincidence of filings—on average, 50 companies forevery 100,000 citizens each year (figure 6.6).In countries without efficient bankruptcy procedures,out-of-court negotiations (workouts) are themain mechanism for reorganizing debt (table 6.5). 14Workouts are usually faster, cheaper, and more predictablethan formal bankruptcy. Contracts can bewritten so as to avoid reference to the bankruptcylaw—by using blank promissory notes, writing leasingcontracts, or giving power of attorney to creditors. 15But the contracts may be difficult to enforce incountries where either party has strong rights in5342

Closing a BusinessFigure 6.6Inefficient Bankruptcy Systems—Not UsedBankruptcy cases per 100,000 people35251551Worst2 3 4 5Countries ranked by goals-of-insolvency index, quintilesSource: Doing Business database and national judicial statistics.Bestinstitutions for dealing with bankruptcy, given acountry’s income. A second ingredient is theinvolvement of stakeholders rather than the courtin business decisions. A third is the availability ofwell-trained judges and bankruptcy trustees,supported by well-functioning clerical and administrativestaff. Some developed countries, such asItaly, are known to have less-than-efficient legalprovisions in bankruptcy but a very efficientjudicial process. In contrast, many developingcountries—such as Côte d’Ivoire, Georgia, and thePhilippines—have good bankruptcy laws on thebooks but an inefficient judicial process. In eithercase, creditors perceive the bankruptcy system asinefficient and seldom use it.Table 6.5Private Workouts—the Norm in Countries withInefficient BankruptcyBangladesh Ghana MauritaniaBelarus Guatemala MozambiqueBolivia Indonesia PakistanBrazil Iran, Islamic Rep. of PanamaCosta Rica Jamaica PortugalEgypt Malaysia TurkeyGeorgia Mali UruguaySource: Doing Business database.formal bankruptcy, because that party will hold outand cause delays.Where the process of bankruptcy is efficient, accessto external credit is both easier and cheaper. 16 That isso because creditors can be reasonably sure of collectingon their loans when a firm fails. The enforcementof such rights in bankruptcy is also shown to beassociated with deeper private credit markets andsmaller interest-rate spreads in developed countries(figure 6.7). Such is not the case in poor countries,suggesting again that financial distress would be betteraddressed by private negotiations under contractlaw, without using the bankruptcy law.What to Reform?There are several ingredients in an efficientbankruptcy system. 17 One is the choice of appropriateChoosing Appropriate InstitutionsWhat constitutes good bankruptcy law? The answerdepends on the capacity of the judiciary to deal withsophisticated commercial cases. Where judges are welltrained and have the support of clerks to do researchand manage the workflow, where accounting practicesare reliable and the legal profession is experienced inhandling business litigation, the law can provide amenu of options—including liquidation and rehabilitationunder bankruptcy provisions, as well asenforcement of collateral agreements outside ofinsolvency under secured-transactions and contractslaw. Only high-income countries and a few uppermiddle-incomecountries (Republic of Korea, Latvia)meet those criteria. In lower-middle-income countries,the best bankruptcy law is the one that allows forsimple liquidation procedures. Enforcement outside ofbankruptcy, under secured-transactions law or privateworkouts, is another option.In poor and lower-middle-income countries,ensuring the efficient enforcement of collateralthrough private mechanisms or summary judgmentstakes priority. To the extent that they already exist,more-sophisticated bankruptcy procedures mayremain in force. But the emphasis for reform should beon creation ofsimple debt-enforcement mechanismsthrough improvements in secured-transactions law,commercial codes, and cost reductions. The reason: thejudiciary would not have the capacity to administer79

Doing Business in 2004Figure 6.7Achieving the Goals of Insolvency Is Associated with Better Credit Outcomes in Wealthy Countries . . .Private credit, % of GDP1.8Interest-rate spread35801.61.41.21.00.80.60.40.20.00 20 40 60 80 100 120Goals-of-insolvency index. . . But Not in Poor CountriesPrivate credit, % of GDP1.41.21.00.80.60.40.20.00 20 40 60 80 100Goals-of-insolvency index3025201510500 20 40 60 80 100 120Goals-of-insolvency indexInterest-rate spread353025201510500 20 40 60 80 100Goals-of-insolvency indexNote: The correlations shown in these figures are statistically significant at the 5 percent level for wealthy countries, statistically insignificant for poorer countriesin the case of private credit, and statistically significant at the 10 percent level for poorer countries in the case of interest-rate spread.Source: Doing Business database.insolvency provisions efficiently. Furthermore, thecredit market is small, and enterprises typically haveonly one financial institution as the main lender.The present state of bankruptcy practice around theworld is broadly consistent with that pattern. Severalpoor and lower-middle-income countries—Bosniaand Herzegovina, Egypt, Jordan, Kenya, Nepal,Panama, Syria, Uganda, and Zambia—do not have arehabilitation procedure. Where one exists, as inBulgaria or Mozambique, it is rarely used. Of the1,320 Bulgarian companies that entered bankruptcyin 2000–01, only 37 applied for rehabilitation. InMozambique, as already mentioned, only state-ownedcompanies have used the rehabilitation procedure.In still other countries, some attractive features ofrehabilitation—such as the ability to raise newfinancing that enjoys priority over existing debt—donot exist. Jordan, Lebanon, Moldova, Ukraine, and theRepublic of Yemen do not give priority to new debt(table 6.6). In contrast, Germany and the UnitedKingdom recently enhanced their rehabilitationprocedures. 18

Closing a BusinessTable 6.6Countries Where New Debt Does Not Receive HighPriorityAlbania Egypt Malaysia SwedenAustria Guatemala Moldova SyriaAzerbaijan India Nicaragua TurkeyBolivia Iran, Islamic Rep. Nigeria UkraineBosnia Jamaica Pakistan UzbekistanChina Jordan Singapore VenezuelaCzech Rep. Lebanon Slovak Rep. Yemen, Rep.Source: Doing Business database.In rich countries, a specialized court can improveinsolvency procedures, because specialized judgeshave better training and more expertise and becauseissues not covered sufficiently in the law are decidedswiftly in the profession. The existence of specializedcourts is significantly related to insolvency proceedingsthat are shorter (by almost a year) and cheaper (by athird). But they may be little used in countries withfew bankruptcy cases, and they come at the cost ofspreading scarce resources more thinly. In suchcountries, a specialized section or specialized judgeswithin the general court should be the preferredvenue for resolving financial distress.Involving Stakeholdersin the Insolvency ProcessReforms of bankruptcy procedures have emphasizedmore powers for stakeholders, with the judgesupervising and facilitating the process—not controllingit. The appointment and replacement of theinsolvency administrator is one such area, as withLatvia in its 2001 reforms. Best practice suggests thatthe court choose at random from a list of licensedadministrators. Creditors may request replacement ofthe administrator in the event of biased or fraudulentbehavior. 19 But in many countries, the creditors arenot consulted during the administrator’s appointmentand have no possibility of replacing one, as inCameroon, Ecuador, France, Lithuania, Paraguay,Poland, and Taiwan (China). Countries where creditorshave a say in appointment and replacement havebankruptcy procedures that are significantly cheaper(11 percent of estate value versus 15 percent) and moreefficient in achieving the right outcome (65 percent ofcountries do versus 36 percent that do not).Creditors also need to be informed about the workof the bankruptcy administrator. The main mechanismof bankruptcy law is to require the administrator tofile reports with creditors, during and at the end ofthe case, on transactions involving the debtor andother decisions made in the course of bankruptcy. Inseveral countries, the administrator is not required tofile a report, as in Bolivia, Colombia, India, Korea,Moldova, Spain, Taiwan (China), Thailand, Uruguay,and Vietnam. In yet other countries, a report is filedonly with the court and is not accessible to creditors.Such a report would inform the creditors and providea higher chance of maintaining absolute priority.Another set of judicial procedures defines the powersof various stakeholders in formulating and adopting arehabilitation plan. It is hard to justify laws thatmandate the formulation of a plan by the court, withouteffective participation of creditors or management. Butsuch is the case in many countries, including Benin,Mali, Morocco, and Tunisia. During the adoption ofthe plan, creditors vote individually or by class in mostcountries, with an acceptance threshold of themajority of claims by value. That method ensures thatthe will of major creditors is taken into account. But inAzerbaijan, Burkina Faso, Cameroon, Costa Rica, Mali,Moldova, and Niger, the court adopts the plan withoutconsidering the views of creditors. Ignoring them iscounterintuitive—because one of the goals ofbankruptcy is to preserve the value of creditors’ claims.Training Bankruptcy Judges andAdministratorsJudicial procedure will improve with qualified judges,and training judges in commercial litigation has becomewidespread. From Thailand to Ecuador to Nepal tothe Dominican Republic, a judicial career depends ongoing through specialized training, includingaccounting and business courses. Several countrieshave recently established institutes to train judges inhandling commercial cases (chapter 4).In most middle-income countries where bankruptcyadministrators are responsible for managing acompany in insolvency, the profession is still developing.81

Doing Business in 200482Progress is needed in two areas: ensuring the properqualifications for administrators (including the necessaryeducation and business experience prior to receivinga license), and periodically renewing administrators’licenses on the basis of continued training and practicewith insolvency cases. Lithuania and the Czech andSlovak Republics do not have education requirementsfor administrators. 20 Thus, the lists of licensed administratorsthere are long—more than 800 in Lithuaniaand more than 1,600 in the Czech Republic. Furthermore,many administrators do not have legal,accounting, or economics education. Nor do themajority of administrators have business experience,which is crucial for managing a company in distress.In some countries, professional associations haveprovidedtraining. But continuing education needs to bemandatory, as it is in the accounting and legal professions.In Argentina, insolvency administrators arerequired to receive a certain number of training creditswithin a four-year period. If they do not, their licensesare revoked. 21 In lower-middle-income countries, wherethe trustee profession is still nascent, regulators canconsider licensing individual experts, along with consulting,accounting, and law firms, which have an easiertime pulling together the required capacity. But stricterlicensing should not benefit just one profession, such aslawyers and law firms. Such reform, now being consideredin Croatia, alleviates some problems but createsmany others—among them, reducing competition inthe trustee market and leaving the pool of managementskills and accounting competencies deficient.Notes1. Bruno 1561.2. Levinthal 1919.3. Berglof, Rosenthal, and von Thadden 2002.4. Rajak 1997.5. Posner 1992.6. The survey was conducted in cooperation withCommittee J (Insolvency and Creditor Rights). DoingBusiness gratefully acknowledges the leadership ofSelinda Melnik, Esq., Chairwoman of Committee J atthe time of the survey.7. For a further description, see the data notes section inthe Doing Business Indicators tables.8. Claessens and Klapper (2001) collect data on 35 jurisdictions,primarily in the OECD.9. The hypothetical case does not address whetheranonviable company is rescued—because the continuingexistence of insolvent firms is typically a privilege oflarge enterprises that have national importance or alarge number of employees—firms “too big to fail.”10. Stromberg 2000, Thorburn 2000.11. Court costs almost always have the top priority. In somecountries, postpetition claims take priority over securedclaims. A further indicator of priority is the incidence ofshareholders’ getting paid before secured creditors.Studies of the United States (such as Betker 1995) showthat shareholders often get paid in reorganization whencreditors have not been fully paid. Such reversals of theorder of claims may occur in Argentina, Belarus, theDominican Republic, Ecuador, Guatemala, Indonesia,Nigeria, Taiwan (China), and Ukraine.12. Pistor and others (forthcoming) also find that reformof commercial codes is faster in developed countries.13. Wood 1995.14. Modigliani and Perotti 2000.15. Another scenario for the use of private workouts iswhen the rights of debtors and creditors are balancedand the judicial process is efficient and predictable.For example, private workouts are often used inNew Zealand and Switzerland. In contrast, they areseldom used in countries with strong creditors’ rights,such as Hong Kong (China), Singapore, and the UnitedKingdom, or in countries with strong debtors’ rights,such as Ireland, Finland, and Spain. This scenario doesnot arise in developing countries, where the outcome ofthe bankruptcy process is typically far from predictable.16. La Porta and Lopez-de-Silanes 2001.17. See La Porta and others (1997, 1998) for a view fromthe creditor’s perspective, and Hart (2000) and Stiglitz(2001) for an overall review of bankruptcy provisions.18. Couwenberg 2001.19. The court approves any request for replacement of theadministrator by creditors in all countries exceptGuatemala, Jamaica, and the United Kingdom.20. World Bank 2001a, World Bank 2001b, World Bank2002a, World Bank 2002b.21. World Bank 2002c.

7The Practice of RegulationThe pervasiveness of government regulationin business activity raises questions. Whichcountries regulate the most? Do the activitiesbeing regulated or the characteristics of thecountry influence the choice of regulation? Is the levelof regulation an outcome of efficient social choice, orhas it persisted because of inertia and a lack ofcapacity for reform? Is regulation generally good, asthe positive correlation between its growth and thegrowth of income over the last century seems toindicate? Or has business regulation been an obstacleto economic and social progress? What are the mainobstacles to regulatory reform? The answers to thosequestions, presented in this report, have implicationsfor economic theory and public policy.The analysis reveals three findings concerning thepractice of regulation:• Regulation varies widely around the world.• Heavier regulation of business activity generallybrings bad outcomes, while clearly defined and wellprotectedproperty rights enhance prosperity.• Rich countries regulate business in a consistentmanner. Poor countries do not.Regulation Varies Widely around the WorldBelarus, Chad, and Colombia have the most proceduresto start a business: 19. Algeria, Bolivia,Paraguay, and Uganda come next, each with morethan 15 procedures. Burundi has the most proceduresto enforce contracts through the courts: 62. Angola,Benin, Bolivia, Cameroon, El Salvador, Kazakhstan,the Kyrgyz Republic, Mexico, Panama, Paraguay,Sierra Leone, and Venezuela come next, with morethan 40 each. Costa Rica and Guatemala have themost complex contract enforcement processes. Inemployment regulation, Ethiopia has the mostgenerous paid-vacation allowance of any country, at39 working days a year. Panama has the mostrestrictive regulations on part-time and fixed-termemployment contracts. Bolivia and Nicaragua havethe longest minimum daily rest for workers. Angola,Belarus, and Paraguay place the most restrictions onfiring. The powers of the judge in deciding the courseof insolvency proceedings are greatest in Benin,Bolivia, Burkina Faso, Cameroon, Côte d’Ivoire, andthe Philippines.In contrast, Australia has the fewest entry procedures:2. Canada, Ireland, New Zealand, andSweden come next. Australia has the fewest proceduresto enforce a contract through the courts, with11. Norway and the United Kingdom come next, with12. With respect to labor regulations, Singaporemakes the dismisal of workers the easiest. Denmark,Hong Kong (China), New Zealand, Sweden, and theUnited States are among the countries with the mostflexible labor regulations overall. The powers of thejudge in deciding the course of bankruptcy proceedingsare the weakest in Australia, Finland, NewZealand, the United Kingdom, and the United States.Rich countries regulate less on all aspects of businessactivity covered in this report (figure 7.1). The averagenumber of procedures to start a new business is 7 inhigh-income countries, 10 in upper-middle-incomecountries, 12 in lower-middle-income countries, and11 in low-income countries. The employment regulationindex has an average value of 43 in high-income83

Doing Business in 200484Figure 7.1Developing Countries Regulate MoreMoreregulationLessregulation661130Low-income53countries, 53 in upper-middle-income countries, 55 inlower-middle-income countries, and 53 in low-incomecountries. The average number of procedures toenforce a contract is 18 in high-income countries, 27 inmiddle-income countries, and 30 in low-incomecountries. The index of court powers in bankruptcy hasan average value of 43 in high-income countries, 56 inupper-middle-income countries, 63 in lower-middleincomecountries, and 66 in low-income countries,where higher index scores reflect more regulation.Income is not the only important factor determiningdifferences in regulation. The regulatory regimes ofmost developing countries are not indigenous—they are shaped by their colonial heritage. When theDutch, English, French, Germans, Spaniards, andPortuguese colonized much of the world, theybrought with them their laws and institutions. Afterindependence, many countries revised their legislation,but in only a few cases have they strayed farfrom the original.Regulation in developed countries varies systematically,shaped by their history over the last millennium.1 England developed a common-law tradition,characterized by independent judges and juries, thelow importance of regulation, and a preference forHigh-income(benchmark)Note: The indicators for high-income countries are used as benchmarks. The average value of the indicator is shownabove each column.Source: Doing Business database.6312275556102753Lower-middleincomeUpper-middleincomeCourt-powers-inbankruptcyindexEntry proceduresContract proceduresEmployment-laws index437 18 43private litigation as a meansof addressing social problems.France, following the Romans,developed a civil-law tradition,characterized by stateemployedjudges, emphasison legal and proceduralcodes, and a preference forstate regulation over privatelitigation. Germany and theNordic countries developedtheir own civil-law traditions,also based on Roman law.Napoleon exported theFrench legal system, after hisconquests, to Spain, Portugal,and Holland. Through hisand subsequent colonialconquests, the French legalsystem was transplanted toall of Latin America, Quebec, large parts of Europe,North and West Africa, parts of the Caribbean, andparts of Asia. 2 The common-law tradition was transplantedby England to the United States, Canada(except for Quebec), Australia, New Zealand, EastAfrica, large parts of Asia (including India), andmost of the Caribbean. The German legal systemwas adopted voluntarily in Japan, and through Japanit influenced the legal systems of the Republic ofKorea, Taiwan (China), and China. Austria andSwitzerland were also influenced by German legalscholarship. Through the Austro-Hungarian Empire,much of today’s central and eastern Europeinherited German commercial laws. Finally, theSoviet Union instituted its socialist legal system inthe 15 republics, and influenced commercial law inMongolia (figure 7.2).Those channels of transplantation suggest theexistence of systematic variations in regulation thatare not a consequence of either domestic politicalchoice or pressures toward regulatory efficiency. Thedata agree. Nordic and common-law countries regulatethe least (figure 7.3). This finding is especially strikingfor the common-law group, which includes poorcountries like Ethiopia, Ghana, Nigeria, Sierra Leone,

The Practice of RegulationIBRD 32476Nor waySweden FinlandNether landsDenmar k Russian LatviaFed. LithuaniaUnitedKingdom Ger many Poland Belar usBelgiumUkr aineSwitz erlandMoldo vaFrance ItalyRomaniaIrelandKazakhstanKyrgyzRep.Georgia UzbekistanAr menia Az erbaijanBulgar iaTu r keySpainPor tugalGreeceSyr ianAr abRep. Islamic Rep .of IranJordanKuwaitLebanonBurkinaFasoUkr aineGer manyPolandCz ech RepublicSlo vak Republic*Note: Data for Taiwan, Hong Kong,and Puer to Rico have been broken outfrom the national dataset.TunisiaAustriaHungar ySlo veniaRomaniaCroatiaBosnia andHerzegovina SerbiaandMonteneg roBulgar iaFYRMacedoniaItalyAlbaniaGreece85HaitiDominican Rep.Puer toRico*R.B. deVenezuelaColombiaPeru BrazilBoliviaParaguayChileArgentinaUr ugua yThailandVietnamMala ysiaRussian FederationMongoliaChinaIsraelMoroccoPakistanNepalAlger iaAr ab Rep .of EgyptBangladeshSaudiArabiaIndiaUnited Ar abEmiratesOmanMauritaniaNigerMaliRep. of YemenChadSenegalGuineaSr iLankaEthiopiaSingaporeRep.ofKoreaPhilippinesIndonesiaNiger iaJapanBeninCôted’Ivoire GhanaAustraliaSierra LeoneNe wZealandCentr alAfr ican Rep.CameroonTogoUgandaKe nyaCongoRwandaBurundiD.R. ofCongoTanzaniaAngolaMala wiZambiaMadagascarMozambiqueZimbabw eBotswanaSouthAfricaLaoP.D.R.NamibiaCambodiaTaiwan*Hong Kong*PapuaNe wGuineaLesothoFigure 7.2World Map of Legal OriginEnglishFrenchGermanNordicSocialistNot in the Doing Business sampleCanadaUnited StatesMexicoJamaicaHondur asGuatemalaEl Salvador Nicar aguaPanamaCosta RicaEcuadorThis map was produced by the MapDesign Unit of The World Bank.The boundaries, colors, denominationsand any other information shown onthis map do not imply, on the part ofThe World Bank Group, any judgmenton the legal status of any territory, orany endorsement or acceptance ofsuch boundaries.SEPTEMBER 2003Source: Doing Business database.

Doing Business in 200486Figure 7.3Nordic-Origin and Common-Law Countries Regulate LeastRegulationMoreLess4810EntryproceduresNote: The indicators for Nordic-origin countries are used as benchmarks. Average values are shown above columns.Source: Doing Business database.11 12 NordicEnglishGermanSocialistFrench42 39506158EmploymentlawsindexContractproceduresand Zimbabwe. Because Nordic laws and regulationhave not been transplanted to other parts of theworld, it is not known whether they would be aseffective in poor countries, where the inclination toregulate is greater, as in, say, Finland or Norway.Across all sets of indicators, income and legal originare the most important variables for explainingdifferent levels of regulatory intervention, togetheraccounting for more than 60 percent of the variationin regulation among the 133 Doing Business countries.However, heritage is not destiny. Tunisia, a lowermiddle-incomecountry in the French legal tradition, isamong the world’s best at contract enforcement.Uruguay has one of the world’s most flexible regulationson firing, standing alone among LatinAmerican countries. And France is among the richestcountries despite heavier regulatory intervention inrelation to its peers.The effect of other factors is weaker and less systematic.Of particular importance: the politicalsystem. If regulations were put in place to remedymarket failures, the level of regulation should behigher in countries with political systems characterizedby the convergence of policy choices andsocial preferences—countries with more-representativegovernments. In contrast, less-democratic regimes are17222027 28334257 5869Court-powers-inbankruptcyindexmore likely to be captured byincumbent businesses and tohave regulation aimed atmaximizing benefits of anelite group. 3Regulation is lighter incountries with morerepresentativegovernments,more openness to competition,and greater politicalrights and media freedoms,even controlling for incomeper capita and legal origin. 4Regulation is heavy inBelarus and Syria, light inCanada, Latvia, and Norway.The countries with theheaviest employment regulationsin Europe—Portugaland Spain—inherited them from the dictatorships ofAntónio Salazar and Generalissimo Franco.But might not other institutional determinants beat work?• Democracy is more difficult to maintain incountries with ethnolinguistic differences, religiousdivisions, and low levels of human capital. And theassociation between stricter regulation anddemocracy could be driven by Latin America orAfrica, the two continents with the most-checkeredhistory of repressive governments.• Geography might influence institutional developmentin other ways—for example, it has been arguedthat the environment in Latin America was relativelysuitable to large-scale production technologies,which in turn led to significant inequalities and poorqualityinstitutions. 5• Inhospitable environments for European settlers,as measured by mortality rates, may haveshaped institutional development. 6 The lack ofinvestment in public administration capacity inthe Congo under King Leopold of Belgium is oneexample. 7• Finally, the openness of countries to tradecould encourage institutional development.

The Practice of RegulationThe Netherlands, an early free-trader, developedcredit registries to help its merchant class extendbusiness to new places.Analysis controlling for all the above factors showsthat heavy regulation on the dimensions measuredhere is strongly and consistently associated with lowerincomes and with French and socialist legal origins. Itis sometimes associated with less democracy and withtropical climates. Other factors are not significantlyassociated with the extent of regulation.Heavier Regulation Brings Bad OutcomesHeavier regulation is generally associated with greaterinefficiency of public institutions (see, for example,figures 4.7 and 4.8) and more corruption (see, forexample, figures 2.6 and 4.4)—but not with betterquality of private or public goods. The countries thatregulate the most—the poor countries—have theleast enforcement capacity and the fewest checks andbalances to ensure that regulatory discretion is notused to abuse businesses and extract bribes.Regulation has a perverse effect on the people itis meant to protect. Faced with a large regulatoryburden and few incentives to become formal,entrepreneurs in many developing countries chooseto operate in the unofficial economy (see figure 2.5).Bad institutions—cumbersome entry procedures,rigid employment laws, weakcreditor rights, inefficientcourts, and overly complexbankruptcy laws—simplydo not get used. Instead,businesses use informal institutions—animprovement buta poor substitute for goodpracticeregulation.In Bolivia, one of the mostheavily regulated economies,an estimated 82 percent ofthe business activity takesplace in the informal sector.There, workers enjoy no paidvacations or maternity leave.It is hard for businesses to get credit or resolve disputesthrough formal institutions, such as courts. Growth isinhibited because transactions take place only within anarrow group of established business relationships.The resources for delivering basic infrastructure arereduced because businesses do not pay taxes. There isno quality control of products. And entrepreneurskeep their operations small, below an efficient productionsize, for fear of inspectors and the police.The results: poor economic outcomes, a reducedtax base, a large group of entrepreneurs andbusinesses never entering the formal sector, and ageneral failure of the state to provide for its citizens. Itis in the most heavily regulated countries thatinvestment and productivity are low, and unemploymentis high (figure 7.4). 8It might be argued that having less regulationwould result in lower quality products, an inability toresolve disputes, poor protection of worker rights,and, ultimately, social unrest. That democraticcountries regulate less and that regulatory countriesdo not differ from nonregulatory ones in social capital(religion, ethnolinguistic divisions) suggest otherwise.In the absence of many burdensome regulations,businesses in poor countries would rely on privatereputation mechanisms—as they have for centuries. 9Instead of imposing burdensome regulations onbusiness, a government may focus on better definingthe property rights of its citizens and protectingFigure 7.4Lighter Regulation Is Associated with Higher Productivity and LowerUnemploymentLabor productivity, US$1,000 per worker4030201001 2 3 401 2 3 4Less More Less MoreCountries ranked by procedures to start aCountries ranked by complexity in contractbusiness, quartilesenforcement, quartilesSources: Doing Business database; World Bank 2003.Unemployment, %1296387

Doing Business in 2004Figure 7.5Efficient Courts and Creditor Rights Are Associated with Deeper Credit MarketsPrivate credit, % of GDPMorePrivate credit, % of GDPMoreLessCountries ranked by days to enforce a contract, decilesMoreLessCountries ranked by creditor rights, decilesMoreNote: Relationships are significant at the 1 percent level for creditor rights and at the 5 percent level for court efficiency. The correlations shown in these figures control forincome, GDP growth, inflation, credit information, creditor rights, and number of days to enforce a contract.Source: Doing Business database.88them against injury from other citizens and thestate. Two examples are creditor rights—the legalrights of lenders to recover their investment if aborrower defaults—and the efficient enforcement ofproperty rights in court. Countries that protect suchrights achieve better economic and social outcomes.Assuring lenders of a fair return on theirinvestments is associated with depth of creditmarkets, even controlling for income, growth,inflation, and credit information (figure 7.5). It alsodemocratizes access to markets, because lenderswill be willing to extend credit beyond large, wellconnectedfirms if they know that their rights torecover loans are secure.The fact that the governments best at definingand protect property rights do so by using littleregulation suggests a trade-off between regulatoryintervention and a narrow focus on achieving themain purpose of government. For example,countries with stronger creditor rights—a subset ofproperty rights—regulate employment relationslightly (figure 7.6). Rather than spend resources oncostly (and often ineffective) regulation, good governmentschannel their energies into enhancingprosperity.Figure 7.6Countries with Stronger Property Rights RegulateEmployment LightlyEmployment-regulation index605040Score 0 Score 1 Score 2 Score 3 Score 4Creditor rightsSource: Doing Business database.Rich Countries Regulate Business in a ConsistentMannerIn the well-known opening to Anna Karenina,Tolstoypronounced: “All happy families are alike; eachunhappy family is unhappy in its own way.” The waygovernments regulate business is similar. Richcountries tend to regulate consistently on all

The Practice of RegulationTable 7.1Correlations of Regulation Indicators for Rich CountriesEntry Employment- Contract Procedural- Creditor-Procedures Regulation Index Procedures Complexity Index Rights IndexEmployment-laws index 0.50***Contract procedures 0.23* 0.47***Procedural-complexity index 0.59*** 0.56*** 0.36***Creditor-rights index –0.23* –0.29** –0.15 –0.08Court-powers-in-bankruptcy index 0.30** 0.36*** 0.23 0.41*** –0.27*Note: *** The correlation is significant at the 1 percent level. ** The correlation is significant at the 5 percent level. * The correlation is significant at the 10 percent level. The sampleincludes 49 countries classified as high-income and upper-middle-income by the World Bank.Source: Doing Business database.dimensions of business regulation and propertyrightsprotection. Those that encourage businessentry by means of fewer and simpler regulations alsopermit more-flexible hiring and firing, protectcreditors, and have less regulation in their courts andinsolvency systems (table 7.1).Common-law countries (Australia, Canada, HongKong [China], New Zealand, the United Kingdom, andthe United States) and Nordic countries (Denmark,Finland, Norway, and Sweden) offer the best practicesin business regulation. Japan, the Republic of Korea,the Netherlands, and Singapore also figure among thebest-practice regulators (table 7.2). Regardless of howthe indices are constructed, those countries regulatethe least and protect property rights the most. Bycombining modest levels of regulation with propertyrights that are clearly defined and well protected, thecountries achieve what many others strive to do: haveregulators act as public servants and not publicmasters.The significant correlations across the indicatorssuggest that all governments have a general regulatorystance toward more or less intervention.Does that fact mean that the indicators capture oneunderlying variable? Apparently not, at least for thetopics covered in this report. The indicators havedistinctly different explanatory power over specificeconomic outcomes, as theory predicts. Thecreditor-rights index helps explain the depth ofcredit markets, but the employment-laws index andentry-regulations measures do not. And though theemployment-laws index helps explain unemploymentlevels, the creditor-rights and court-powers-ininsolvencyindices bear no relation to unemployment.Although rich countries converge, there is muchmore variation among poor countries. Correlationsacross the indicators are much less significant(table 7.3). Some countries have reformed one or twoareas of business regulation while maintaining heavycontrol in others. Over the last decade, Latvia, SerbiaTable 7.2The Ten Least-Regulated Countries across DoingBusiness IndicatorsRegulatory Regulation and ItsRegulation 1 Outcomes 2 Outcomes 3Australia Canada AustraliaCanada Ireland CanadaDenmark Japan DenmarkHong Kong (China) Netherlands NetherlandsJamaica New Zealand New ZealandNetherlands Norway NorwayNew Zealand Republic of Korea SingaporeSingapore Singapore SwedenSweden Sweden United KingdomUnited Kingdom United Kingdom United StatesNotes: 1 Entry procedures, contract-enforcement procedures, procedural-complexityindex, employment-regulation index, court-powers-in-bankruptcy index. 2 Business-entrydays and cost, contract-enforcement days and cost, bankruptcy days and cost. 3 Entry procedures,contract-enforcement procedures, procedural-complexity index, employmentregulationindex, court-powers-in-bankruptcy index, business-entry days and cost,contract-enforcement days and cost, bankruptcy days and cost. Combining the indicatorsin different ways can change country rankings. Aggregated Doing Business indicatorswill be further analyzed in future reports as the coverage of business environment topicsexpands.Source: Doing Business database.89

Doing Business in 2004Table 7.3Correlations of Regulation Indicators for Poor CountriesEntry Employment- Contract Procedural- Creditor-Procedures Regulation Index Procedures Complexity Index Rights IndexEmployment-laws index 0.48***Contract procedures 0.14 0.32***Procedural-complexity index 0.28* 0.27** 0.35***Creditor-rights index –0.09 –0.21* –0.03 0.03Court-powers-in-bankruptcy index 0.13 0.04 0.13 0.37*** –0.14Note: *** The correlation is significant at the 1 percent level. ** The correlation is significant at the 5 percent level. * The correlation is significant at the 10 percent level. The sampleincludes 70 countries classified as lower-middle-income and low-income by the World Bank.Source: Doing Business database.90and Montenegro, South Africa, Thailand, Tunisia, andVietnam have achieved great improvements in someareas of regulatory efficiency. In 1996, Tunisia reformedits judicial procedures to allow summary execution ofjudgment in commercial cases, and today it is one ofthe most efficient countries at resolving commercialdisputes. South Africa implemented a similar reform in1999. Latvia, Serbia and Montenegro, and Vietnamhave all reformed business entry regulations, makingthem among the most efficient in that area. InThailand, the 1999 bankruptcy reforms have achievedgreat success—but whether they will extend to otherareas of business regulation remains to be seen.Those developments are grounds for optimism,because they suggest that partial reforms have alreadybeen undertaken in many developing countries.Further reforms, in other areas of business regulation,are now necessary. With more-limited capacity intheir public administration, developing countries areless equipped to do comprehensive reforms. However,the practice shows that small steps in some reformshave made larger reforms possible elsewhere. Only ahandful of countries—for example, Angola, Bolivia,Guatemala, Mozambique, and Paraguay—have heavyregulation in all aspects of business activity. For thosecountries, comprehensive reforms may be necessary.What Do These Findings Mean for EconomicTheory?During the 20th century, economists have come upwith several ways of thinking about governmentregulation. 10 The three main theories are the publicinteresttheory of regulation associated with ArthurPigou, 11 the contracting theory associated withRonald Coase, 12 and the capture theory of GeorgeStigler. 13 The data and analysis in this report haveimplications for all three—and provide the empiricalfoundations for new theoretical work.The public-interest theory of regulation holds thatunregulated markets exhibit frequent failures. A governmentthat pursues social efficiency protects thepublic by means of regulation. As applied to businessentry, this theory says that governments shouldscreen new entrants to make sure that consumers buyhigh-quality products from “desirable” sellers. Inaddition, governments control prices to preventnatural monopolies from overcharging, impose safetystandards to prevent accidents such as fires or foodpoisonings, regulate labor markets to counteremployers’ power over employees, regulate bankruptcyprocedures to ensure that stakeholders are notcheated, and so on. 14 Joseph Stiglitz takes the theoryfurther by arguing that developing countries havemore market failures—and thus a greater need forgovernment regulation. 15The theory has been subject to three criticisms.The first critique blames public-interest theory forexaggerating the extent of market failure and for notrecognizing the ability of competition to address manyof the alleged problems. For example, competition forlabor ensures that employers provide good workingconditions for employees. If an employer failed to doso, competitors would offer better packages and

The Practice of Regulationattract workers. Similarly, private markets ensureefficient safety levels in a variety of products andservices, such as food, houses, and cars. Sellers who failto deliver those levels lose market share to competitorswho sell unspoiled food, build safer houses, or producesafer cars. As discussed in chapter 2, the data show thatstricter entry regulation is not associated with betterconsumer protection.Even when competitive forces are not strongenough, private orderings work to address potentialmarket failures. Neighbors resolve disputes amongthemselves, without government intervention,because they need to get along with each other overlong stretches of time. 16 Private credit informationbureaus are established to protect lenders fromextending credit to bad borrowers. Professional associationsof accountants, exporters, and teachersimpose standards on their members to guaranteequality and penalize cheaters so that, in the long run,customers continue their patronage. 17The second critique, originating in the work ofCoase, maintains that where competition and privateorderings do not address market failures, impartialcourts can do so. Employers can offer workersemployment contracts that specify what happens inthe event of an accident. Security issuers can voluntarilydisclose information to potential investorsand guarantee its accuracy. And so on. With wellfunctioningcourts enforcing property rights andcontracts, the scope for desirable regulation is reduced.The data agree. As shown in chapter 4, countries withmore efficient courts tend to regulate lightly.Private orderings do work well in some situations,but they also degenerate into anarchy, whereinthe strong—not the just—win the day. Moreover, theempirical evidence suggests that courts around theworld are often inefficient. Courts in Guatemala takemore than 4 years to resolve a simple dispute, those inBrazil take more than 5 to collect collateral, and thosein India take more than 10 to close down an unviablebusiness.The third critique of regulation questions theassumption that a government is benevolent andcompetent, the essence of Stigler’s theory. 18 First,incumbent business interests typically capture theprocess of regulation. Regulation not only fails tocounter monopoly pricing—it sustains it. Second,even where regulators try to promote social welfare,they lack the capacity to do so, and regulation makesthings even worse. Empirical evidence providessupport for this conclusion. Bureaucratic entry isassociated with more corruption, and heavy regulationof court procedures leads to less impartialityand longer delays. However, today we also live in amuch richer but also more regulated society, and weare generally happy as consumers with many of theregulations that protect us. A more nuanced theory—which recognizes the benefits of public involvementin at least some activities—is clearly needed to keeptheory and facts together.To be effective, regulation needs to be enforced. Thenature of the regulation and the activity regulateddetermines the success in enforcement. In thebackground research for this report, conducted withProfessor Andrei Shleifer and his colleagues, that view iscalled “the enforcement theory.” 19 Its premise is a basictradeoff between two social costs: the cost of privateinjury and the cost of state intervention. Private injuryrefers to the ability of private agents to harm others—to steal, cheat, overcharge, or impose external costs.State intervention refers to the ability of governmentofficials to expropriate private agents throughbureaucratic hassle or the confiscation of property. Asone moves from private orderings to private litigationto regulation to public ownership, the powers of thegovernment rise and those of private agents fall. Thesocial losses from private injury decline as those fromstate intervention increase.The theory implies that the appropriate choice ofgovernment intervention—from market discipline, toreliance on courts and litigation, to regulation, to stateownership—depends on the type of activity and oncountry circumstances, such as administrative capacity.The main strength of market discipline as amethod of enforcement is that it is free of publicenforcers. When market discipline can control privateinjury, it is the best approach, because it has thelowest social costs of state intervention—particularlyin developing countries, where government capacityin the courts and public administration is low.91

Doing Business in 200492But market discipline may not be enough.Employers may underinvest in safety and blameaccidents on an injured worker’s own carelessness. Insuch instances, societies efficiently accept a higherlevel of government intervention by relying onenforcement through private litigation. Injuredemployees can sue their employers for damages. Ajudge would recognize whether employees had notbeen adequately protected and award damages tocompensate them for their losses. But in manycountries, even simple litigation can take years toresolve and may incur substantial costs.Compared with court enforcement, regulation hasadvantages. Unlike judges, public regulators can beexpert and motivated to pursue social objectives inspecific areas. Indeed, this has been the mainargument for public regulation of securities markets. 20This combination of expertise and incentives makespublic enforcement more efficient, in some circumstances,than private or court enforcement. 21Alas, public regulation has problems. The keyproblem is the risk of an official’s abuse of marketparticipants. Overzealous enforcement is a particularproblem in developing countries, where officialssometimes hassle businesses for bribes, 22 therebypushing them into the informal economy. Thissituation suggests that regulation is a more attractiveoption in richer countries, where the checks on governmentregulators are stronger. Heavy regulatoryintervention is generally a bad idea in developingcountries and in countries with undemocratic governments,where the risks of abuse are the greatest.In some situations, nothing short of governmentownership can foster a good business environment. Ifmonopolies cannot be restrained through regulation,if quality cannot be assured except with full statecontrol, if public safety is jeopardized, there is a casefor state ownership. For example, the police functionneeds to be state-controlled if it is to protectbusinesses from injury by others. Otherwisebusinesses would have an incentive to support privatepolice. The more powerful the business, the morelikely it is that its police will dominate the others.Commercial disputes would then be resolved in favorof the powerful. 23More mundanely, in countries with underdevelopedand concentrated financial markets, publicownership of credit registries may be the only way toincrease the sharing of credit information in the shortterm.Why? Because there would not be enough profitopportunities for a private business to enter beforethe credit market was sufficiently developed. Andbecause banks that already control a large customerbase would not voluntarily divulge information.Public registries perform an admirable job incountries as diverse as Mozambique and Nepal.Enforcement theory predicts that regulation maybest be limited in countries with insufficientenforcement capacity and in undemocratic countries,because heavy regulation would result in inferiorsocial outcomes.Principles of Good RegulationIn the regulation of business activity, two principlesapply. First, regulate only when private ordering orlitigation are not sufficient to induce good conduct.Second, regulate only if there is capacity to enforce.Countries that perform well have common elementsin their approach to regulation:• Simplify and deregulate in competitive markets.• Focus on enhancing property rights.• Expand the use of technology.• Reduce court involvement in business matters.• Make reform a continuous process.Simplify and Deregulate in CompetitiveMarketsThere is too much regulation in countries, particularlyin developing countries, where other meanswould suffice and where its complexity and volumecannot be enforced. Rather than inducing goodconduct, such regulation puts businesses at the discretionof government inspectors and officials, whosometimes abuse their powers to extract bribes. Sothere is less business activity, and much of it remainsinformal.Several areas for deregulation stand out. Wherethere is enough competition in business and in labor

The Practice of Regulationmarkets, markets would be enhanced if fewer regulationswere imposed on the participants. If newlyestablished firms produce inferior products, they willsoon be driven out of business. And if a business doesnot provide its workers with adequate conditions ofemployment, other companies will attract the workers.In most developing countries, government lacksthe capacity to enforce complex regulation, as inbankruptcy. But out-of-court resolution of insolvencycan be sought—say, through private contracts andefficient collateral enforcement. If reform is notpursued, regulation imposes high costs and breedscorruption, thereby encouraging businesses tooperate in the informal economy. There, workers haveno protections, and entrepreneurs live in constantfear of the tax administrator and the police. Firms donot grow to their efficient size, thus reducing thenumber of productive jobs and severely diminishingthe opportunities for growing out of poverty.Some regulations—such as those for commercialdispute resolution—are necessary, but need simplificationand fewer formalities to be effective. There isno reason to believe that Benin needs or can enforce44 procedures to resolve disputes in the courts ifFrance, whose laws Benin adapted, has only 21. Andthere is no reason for Angola to have one of the mostrigid employment laws if Portugal, whose lawsAngola adapted, has already revised them twice tomake the labor market more flexible. In both Angolaand Benin, greatly simplifying the regulatory processis advisable.Focus on Enhancing Property RightsMuch of the evidence in this report shows that inmost countries government intervention is excessiveand that it hurts business. There is also evidence thatgovernments do too little to protect property rights.The best-practice countries build efficient courts andsupport laws and institutions that define the rights ofcitizens and businesses to their property. This yearDoing Business has constructed indicators on twoaspects of property rights: court efficiency and the legalrights of creditors. On these dimensions, high regulatoryintervention is associated with less protectionof property rights, not more. Ironically, the institutionsthat define and enforce property rights in manydeveloping countries—the court system, property registries,and law enforcement agencies—are often theleast modern and least funded of all public institutions.Better protection of property rights benefitseveryone, especially the poor. One example comesfrom Peru, where in the last decade the governmenthas issued property titles to 1.2 million urbansquatter households. As a result, there has been a substantialincrease, of almost 20 percent, in the numberof work hours away from home, and a nearly 30percent reduction in the incidence of child labor.Secure property rights have enabled parents to leavetheir homes and find jobs instead of staying in toprotect the property. The main beneficiaries are theirchildren, who can now go to school. 24Expand the Use of TechnologyFor all areas of regulation covered in this report, theuse of technology is improving efficiency, increasinginformation, and reducing opportunities for bureaucraticdiscretion. In the best-practice countries,modern technology minimizes the regulatory burdenon business. With Internet-based business registrationsystems in Canada and Australia, application-processingtime is the fastest in the world. And becauseentrepreneurs never have to face a bureaucrat, thereare no opportunities to extract bribes. Electronicinformation systems in the Slovak Republic have dramaticallyimproved court efficiency.In credit markets, technology enables developingcountries to leapfrog levels of institutional development,the spread of credit registries to poorer countriesbeing spurred by falling costs and easier access to newtechnologies. For a few hundred thousand dollars,Albania is establishing a comprehensive electronicregistry with access in real time, similar to the systemsof many OECD countries. Technology also helpscreate regional markets, enabling small countries torealize faster and cheaper access to best-practice institutions.In southern Africa, the private credit bureauin South Africa has recently expanded its services tocover businesses in Botswana, Namibia, andSwaziland. Similarly, the private credit registry in Fijioperates from a server based in New Zealand.93

Doing Business in 200494Such technology has other positive effects. InMalaysia, one benefit of the credit bureau is thecapability to validate records and detect fraud.Lenders are able to identify multiple charges of thesame collateral for different loans.Reduce Court Involvement in BusinessMattersOne of the major simplifications in many areas of regulationis to reduce the involvement of courts. Forbusiness entry, taking registration out of the courts andmaking it an administrative process radically reducesregistration time and eases the backlog of commercialcases in the judiciary. Permitting private enforcement ofcollateral, with recourse to the courts only for disputes,substantially reduces enforcement time and encourageslending.For contract enforcement and bankruptcy proceedings,reducing the involvement of courts can openthe way for specialized sections in the general jurisdictioncourts or for specialized commercial courts,which can use streamlined processes in notification,evidence collection, and judgments, especially incountries with greater administrative capacity. Alternatively,the role of courts can be reduced byintroducing summary procedures for commercialdisputes, thereby limiting the time for judgment. Oneexample comes from Nicaragua, where the summaryprocedure to collect debt takes about four months onaverage. In contrast, the normal civil procedure forresolving commercial disputes lasts more than five years.Make Reform a Continuous ProcessCountries that consistently perform well across theDoing Business indicators do so because of continuousreform. Denmark revised its business entry regulationsin 1996 by removing several procedures,making the process electronic, and eliminating all fees.Australia has built in regulatory reform by including“sunset provisions” in new regulations, which automaticallyexpire after a certain period if not renewedby parliament. And Sweden introduced a “guillotine”approach for regulatory reform, with hundreds ofobsolete regulations being canceled after the governmentrequired regulatory agencies to register allessential regulations. 25 On average, laws in wealthycountries have been enacted or amended much morerecently than those in developing countries, whichoften date to colonial times. This situation makes theoften-heard complaint of “reform fatigue” indeveloping countries difficult to fathom.Over the last decade, several countries have introducedregulatory impact assessments, which arecarried out when new regulation is proposed.Requiring government agencies and ministries toengage in cost-benefit analyses has proven to be aneffective tool in winnowing out burdensome, poorlydesigned, and socially costly regulations and inimproving those that are necessary. Regulatoryimpact assessments are a standard feature of newbusiness regulation in the European Union and havebeen adopted in many accession candidates, such asHungary and Poland.Continuous reforms require political will but notnecessarily large resources. Indeed, if properlyimplemented, deregulation can save the governmentmoney and permit allocations to meet the needs ofpoor people. Other reforms, such as introducingadministrative registration of businesses and creatingcredit registries, can pay for themselves in two tothree years, as Serbia and Montenegro and Malaysiashow. In the Netherlands, for example, administrativecosts are reduced by an independent agency, ACTAL.ACTAL, which has only nine staff members, isempowered to advise on all proposed laws and regulations.To date, simplification of administrative procedureshas been achieved in the areas of corporatetaxation, social security, environmental regulations,and statistical requirements. The estimated savingsare $600 million in streamlining of the taxrequirements alone.Other reforms, such as revising commercial codesand company laws, require big investments and takeseveral years. In the interim, the public needs to beconsulted, and the costs and benefits of the newlegislation must be evaluated. Once in place, however,such reforms have enormous impact on privatebusiness. Vietnam’s new enterprise law is but oneexample.

The Practice of RegulationNotes1. Glaeser and Shleifer 2002.2. Thailand is the only East Asian country never to havebe colonized. In the Middle East, several present-daycountries had British rule after World War I.3. Olson 1991; De Long and Shleifer 1993.4. Also see Djankov and others 2002, 2003.5. Engerman and Sokoloff 2002.6. Acemoglu, Johnson, and Robinson 2001.7. Hochschild 1998.8. Alesina and others 2003; Dollar and others 2003.9. Greif 1989; MacMillan and Woodruff 1999a, b.10. This section is based on Djankov and others(forthcoming).11. Pigou 1938.12. Coase 1960.13. Stigler 1971.14. Allais 1947; Meade 1948; Lewis 1949.15. Stiglitz 1989.16. Ellickson 1991.17. Greif 1989; Bernstein 1992.18. See also Posner 1974.19. See Djankov and others (forthcoming).20. Landis 1938; Acemoglu and others 2001; Pistor andXu 2002.21. Along these lines, Glaeser and Shleifer (2003)argue that “The Rise of the Regulatory State” inthe United States during the Progressive Era at thebeginning of the twentieth century was a response tothe growing problems of subversion of courts byrobber barons.22. Hellman, Jones, and Kaufmann (forthcoming).23. Hart, Shleifer, and Vishny (1997) make the case forstate ownership of prisons.24. Field 2002.25. Jacobs 2002.95

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Data NotesThe indicators presented and analyzed inDoing Business focus on government regulationand its effect on businesses. Basedon assessment of laws and regulations, withverification and input from local governmentofficials, lawyers, business consultants, and other professionalsadministering or advising on legal and regulatoryrequirements, this methodology offers severaladvantages. It is based on factual information andallows multiple interactions with the respondent,ensuring accuracy by clarifying possible misinterpretationsof the survey questions. It is inexpensive, sodata can be collected in a large sample of countries.And because the same standard assumptions areapplied in the data collection, which is transparentand easily replicable, comparisons and benchmarksare valid across countries.The Doing Business methodology has three limitationsthat should be considered when interpretingthe data. First, in many cases the collected data referto businesses in the country’s most populous cityand may not be representative of regulatorypractices in other parts of the country. Second, thedata often focus on a specific business form—limited liability company—and may not be representativeof the regulation on other businesses, forexample sole proprietorships. Finally, someindicators—e.g. on time—involve an element ofjudgment by the expert respondents. The timeindicators reported in Doing Business representmedian perceived values of several respondentsunder the assumptions of the case study.Updated indicators, as well as any revisions of orcorrections to the printed data, are available on theDoing Business website: http://rru.worldbank.org/doingbusiness/.Economy CharacteristicsRegion and Income groupDoing Business reports the World Bank regional andincome groupings, available at http://www.worldbank.org/data/countryclass/countryclass.htmlGross National Income (GNI) per CapitaDoing Business reports income per capita as at end2002, calculated using the Atlas method (current US$),as published in the World Development Indicators.PopulationDoing Business reports population statistics aspublished in the World Development Indicators2002.Legal originLegal origin identifies the origin of the Company Lawor Commercial Code in each country. It is compiledby the Doing Business team using several sources,including La Porta et al. (1999) and the CIA Factbook(2002). There are five possible origins: English,French, German, Nordic, and Socialist. The Englishorigin comprises jurisdictions in the common lawtradition. French legal origin includes the majority ofcountries in the civil law tradition. Laws have been105

Doing Business in 2004106transplanted through voluntary adoption or colonization.Jurisdictions in the Socialist law traditioninclude only the countries which did not have welldevelopedcommercial laws prior to the founding ofthe Soviet Union and the Socialist Bloc after WorldWar II. The countries of Central and Eastern Europeand the Baltics thus belong to the German or Frenchlegal tradition.Informal economyMeasures the output in the informal economy as ashare of gross national income. Source: Schneider(2002).Starting a BusinessDoing Business compiles a comprehensive list of entryregulations by recording the procedures that areofficially required for an entrepreneur to obtain allnecessary permits, and to notify and file with allrequisite authorities, in order to legally operate abusiness. The current mark of the data refers toJanuary 2003.The survey divides the process of starting up abusiness into distinct procedures, and then calculatesthe costs and time necessary for the accomplishmentof each procedure under normal circumstances. Theassumption is that the required information is readilyavailable and that all government and nongovernmententities involved in the process function efficientlyand without corruption.There are a number of procedures necessary to legallyoperate industrial or commercial businesses. Theseinclude (1) obtaining the necessary permits andlicenses, and (2) completing all of the requiredinscriptions, verifications, and notifications to enablethe company to start operation. A “procedure” isdefined as any interaction of the company founder withexternal parties (government agencies, lawyers, auditors,notaries, etc). Interactions between company foundersor company officers and employees are not consideredas separate procedures. For example, an inaugurationmeeting where shareholders elect the directors andsecretary of the company is not considered a procedure,as there are no outside parties involved.All procedures that are required for establishing abusiness are recorded, even if they may be avoided inexceptional cases or for exceptional types of business.In general, there are four types of procedures: (1) proceduresthat are always required; (2) procedures thatare generally required but that can be avoided inexceptional cases or for exceptional types of businesses;(3) mandatory procedures that are not generallyrequired (industry-specific and procedures specific tolarge businesses); and (4) voluntary procedures. Thedata cover only procedures in the first two categories.Assumptions about the BusinessTo make the business comparable across countries,several assumptions are employed:• The business is a limited liability company. If thereis more than one type of limited liability companyin the country, the most popular limited liabilityform among domestic firms is chosen. Informationon the most popular form is obtained fromincorporation lawyers or the statistical office.• It operates in the country’s most populous city.• The business is 100 percent domestically owned,and has five owners, none of whom is a legal entity.• The business has a start-up capital of 10 timesincome per capita in 2002. The company’s start-upcapital cannot include contributions in kind, i.e., itis composed of 100 percent cash.• It performs general industrial or commercialactivities, such as the production or sale of productsor services to the public. It does not perform activitiesof foreign trade and does not handle productssubject to a special tax regime, for example, liquor ortobacco. The company is not using heavily pollutingproduction processes.• The business leases the commercial plant andoffices and is not a proprietor of real estate.• It does not qualify for investment incentives or anyspecial benefits.• The business has up to 50 employees one monthafter the commencement of operations. Allemployees are nationals.• It has a turnover up to 10 times its start-up capital.• The company deed is 10 pages long.

Data NotesAssumptions about ProceduresTo make the procedures comparable across countries,several assumptions are employed:• On facilitators: It is assumed that the founderscomplete all procedures themselves, withoutmiddlemen, facilitators, accountants, lawyers, etc.,unless the use of such third party is mandated bylaw. In all countries, it is possible to hire aconsultant or middleman to perform most or all ofthe entry procedures, but this tends to be expensive.• On voluntary procedures: Procedures that are notrequired by law for getting the business started areignored. For example, the procedure of obtainingexclusive rights over the company name is notcounted in a country where businesses can use a“number” as identification.• On nonmandatory lawful shortcuts: Lawfulshortcuts are counted as “required” procedures.These are procedures fulfilling the following fourrequirements: (1) they are not mandatory by law;(2) they are not illegal; (3) they are available for thegeneral public (i.e. they are not specificallydesigned for special people); and (4) avoiding themcauses substantial delays.• On industry-specific requirements: Only proceduresthat are required of all businesses are covered. Thestudy does not track procedures that only businessesin specific industries undergo. For example,procedures to comply with environmental regulationsare included only when they apply to all businesses.• On utilities: Procedures that the businessundergoes in order to hook up for electricity, water,gas, and waste-disposal services are not included,unless these constitute required inspections for thebusiness to legally start operations.Cost MeasureThe text of the Company Law, the Commercial Code,or specific regulations are used as a source for the costsassociated with starting up a business. If there are conflictingsources and the laws are not clear, the mostauthoritative source is used. If the sources have thesame rank, the source indicating the most costlyprocedure is used, since an entrepreneur neversecond-guesses a government official. In the absenceof express legal fee schedules, a governmental officer’sestimate is taken as an official source. If several sourceshave different estimates, the median reported value isused. In the absence of government officers’ estimates,estimates of incorporation lawyers are used instead. Ifthese differ, the median reported value is computed. Inall cases, the cost estimate excludes bribes.Time MeasureTime is recorded in calendar days. For the sake of uniformity,for all countries it is assumed that theminimum time required to fulfill a proceduralrequirement is one day. Therefore, the shortestprocedure lasts one calendar day. The time variablecaptures the average duration that incorporationlawyers estimate is necessary to complete a procedure.If a procedure can be accelerated at additional cost,the fastest procedure, independent of cost, is chosen.It is assumed that the entrepreneur does not wastetime and commits to the completion of eachremaining procedure from the previous day, unlessthe law stipulates the contrary. When estimating thetime needed for complying with entry regulations,the time that the entrepreneur spends in informationgathering is ignored. The entrepreneur is aware of allentry regulations and their sequence from the verybeginning. Information is collected on the sequencein which the procedures are to be completed, as wellas any procedures that lend themselves to beingcarried out simultaneously.Minimum Capital RequirementThe minimum capital requirement reflects theamount that the entrepreneur needs to deposit in abank account in order to obtain a business registrationnumber. This amount is typically specified in theCommercial Code or the Company Law.This methodology is originally developed in Djankov,Simeon, Rafael La Porta, Florencio Lopez-de-Silanes,and Andrei Shleifer, “The Regulation of Entry,” QuarterlyJournal of Economics, 117, 1–37, Feb. 2002 andadopted with minor changes here.107

Doing Business in 2004108Hiring and Firing WorkersThe data on hiring and firing workers are based onan assessment of employment laws and regulationsas well as specific constitutional provisionsgoverning this area. The employment laws of mostcountries are available online in the NATLEXdatabase, published by the International LabourOrganization. Constitutions are available online onthe U.S. Law Library of Congress website. The mainsecondary sources include the International Encyclopaediafor Labour Law and Industrial Relations,and Social Security Programs Throughout the World.Data were confirmed with more than one source.In most cases both the actual laws and a secondarysource were used to ensure accuracy. All conflictinganswers were checked with two additional sources,including a local legal treatise on labor and socialsecurity laws. Legal advice from leading local lawfirms was solicited to confirm accuracy in all cases.The current mark of the data refers to January2003.Following the OECD Job Study and the InternationalEncyclopaedia for Labour Law and IndustrialRelations, the areas subject to statutory regulation inall countries were identified. Those include hiring ofworkers, conditions of employment, and firing ofworkers.Assumptions about the WorkerTo make the worker comparable across countries,several assumptions are employed.• The worker is a nonexecutive full-time maleemployee who has worked in the same companyfor 20 years.• His salary plus benefits equal the country’s averagewage during the entire period of his employment.• The worker has a nonworking wife and twochildren. The family has always resided in thecountry’s most populous city.• The worker is a lawful citizen who belongs to thesame race and religion as the majority of thecountry’s population.• He is not a member of the labor union (unlessmembership is mandatory).Assumptions about the BusinessTo make the business comparable across countries,several assumptions are employed.• The business is a limited liability corporation.• It operates in the country’s most populous city.• The business is 100 percent domestically owned.• It operates in the manufacturing sector.• The business has 201 employees.• It abides by every law and regulation, but does notgrant workers more benefits than what is legallymandated.Construction of IndicesFour indices are constructed: a flexibility-of-hiringindex, the conditions-of-employment index, aflexibility-of-firing index and an overall employmentregulationindex. Each index may take values between0 and 100, with higher values indicating more rigidregulation.The flexibility of hiring index covers the availability ofpart-time and fixed-term contracts. Conditions ofemployment cover working time requirements,including mandatory minimum daily rest, maximumnumber of hours in a normal workweek, premium forovertime work, restrictions on weekly holiday,mandatory payment for nonworking days, (whichincludes days of annual leave with pay and paid time offfor holidays), and minimum wage legislation. The constitutionalprinciples dealing with the minimum conditionsof employment are also coded. Flexibility offiring covers workers’ legal protections against dismissal,including grounds for dismissal, procedures fordismissal (individual and collective), notice period, andseverance payment. The constitutional principlesdealing with protection against dismissal are also coded.The index of employment regulation is a simpleaverage of the flexibility-of-hiring index, the conditionsof-employmentindex, and the flexibility-of-firingindex.This methodology is developed in Botero, Juan, SimeonDjankov, Rafael La Porta, Florencio Lopez-de-Silanes,and Andrei Shleifer, “The Regulation of Labor,” WorkingPaper 9756, National Bureau of Economic Research,June 2003, and adopted with minor changes here.

Data NotesEnforcing a ContractThe data on enforcing a contract are derived fromquestionnaires answered by attorneys at private lawfirms. The current mark of the data refers to January2003. The questionnaire covers the step-by-stepevolution of a debt recovery case before local courts inthe country’s most populous city. The respondentfirms were provided with significant detail, includingthe amount of the claim, the location and main characteristicsof the litigants, the presence of city regulations,the nature of the remedy requested by theplaintiff, the merit of the plaintiff’s and the defendant’sclaims, and the social implications of the judicialoutcomes. These standardized details enabled therespondent law firms to describe the proceduresexplicitly and in full detail.Assumptions about the case• The debt value equals 50 percent of the country’sincome per capita.• The plaintiff has fully complied with the contract(the plaintiff is 100 percent right).• The case presents a lawful transaction betweenbusinesses residing in the country’s most populouscity.• The bank refuses payment for lack of funds in theborrower’s account.• The plaintiff files a lawsuit to collect the debt.• The debtor attempts to delay service of process butit is finally accomplished.• The debtor opposes the complaint (default judgmentis not an option).• The judge decides every motion for the plaintiff.• The plaintiff attempts to introduce documentaryevidence and to call one witness. The debtor attemptsto call one witness. Neither party presents objections.• The judgment is in favor of the plaintiff.• No appeals or post-judgment motions are filed byeither party to the case.• The debt is successfully collected.The study develops three main indicators of theefficiency of the judicial system on the enforcementof commercial contracts. The first indicator is thenumber of procedures mandated by law or courtregulation that demand interaction between theparties or between them and the judge or courtofficer.The second indicator of efficiency is an estimate—in calendar days—of the duration of the dispute resolutionprocess. Time is measured as the number ofdays from the moment the plaintiff files the lawsuit incourt, until the moment of actual payment. Thismeasure includes both the days where actions takeplace and waiting periods between actions. Therespondents make separate estimates of the averageduration until the completion of service of process,the issuance of judgment (duration of trial), and themoment of payment or repossession (duration ofenforcement).The third indicator is cost, including court costsand attorney fees, as well as payments to other professionalslike accountants and bailiffs.The study also develops an index of the proceduralcomplexity of contract enforcement. This indexmeasures substantive and procedural statutory interventionin civil cases in the courts, and is formed byaveraging the following subindices:1. Use of professionals: This subindex measureswhether the resolution of the case provided wouldrely mostly in the intervention of professional judgesand attorneys, as opposed to the intervention ofother types of adjudicators and lay people.2. Nature of actions: This subindex measures thewritten or oral nature of the actions involved inthe procedure, from the filing of the complaint toenforcement.3. Legal justification: This subindex measures thelevel of legal justification required in the process ofdispute resolution.4. Statutory regulation of evidence: This subindexmeasures the level of statutory control orintervention of the administration, admissibility,evaluation, and recording of evidence.5. Control of superior review: This subindexmeasures the level of control or intervention of theappellate court’s review of the first instancejudgment.109

Doing Business in 20041106. Other statutory interventions: This subindexmeasures the formalities required to engage someoneinto the procedure or to hold him/her accountablefor the judgment.The procedural-complexity index varies from 0 to100, with higher values indicating more proceduralcomplexity in enforcing a contract.The methodology is developed in Djankov, Simeon,Rafael La Porta, Florencio Lopez-de-Silanes, and AndreiShleifer, “Courts,” Quarterly Journal of Economics, 118,453–517, May 2003.Getting CreditTwo sets of measures on getting credit are constructed:indicators on credit information sharing and anindicator of the legal protection of creditor rights.The data on credit information sharing institutionswere built starting with a survey of bankingsupervisors, designed to:• confirm the presence/absence of public creditregistries and private credit information bureaus,• collect descriptive data on credit market outcomes(banking concentration rates, loan default rates),and• collect information on related rules in creditmarkets (interest rate controls, collateral, laws oncredit information sharing).For countries that confirmed the presence of a publiccredit registry, a detailed survey on the registry’sstructure, laws, and associated rules followed. Similarsurveys were sent to major private credit bureaus.These surveys were designed as a joint cooperativeeffort with the “Credit Reporting Systems Project” inthe World Bank Group, adapting previous surveysconducted by this project. Input was also receivedfrom Professor Marco Pagano of the University ofSalerno. Variables assessed include:• coverage of the market• scope of information collected• scope of information distributed• accessibility of the data available• quality of information available• legal framework for information sharing andquality of data.Public Credit Registry CoverageA public credit registry is defined as a databasemanaged by the public sector, usually by the CentralBank or Superintendent of Banks, that collectsinformation on the standing of borrowers (personsand/or businesses) in the financial system and makesit available to financial institutions.The coverage indicator reports the number of individualsand/or firms listed in the public credit registryas of January 2003 with current information onrepayment history, unpaid debts, or credit outstanding.The number is scaled to country’s population(per 1,000 capita). A coverage value of zero indicatesthat no public registry operates.Extensiveness-of-Public-Credit-Registries IndexScores can range from 0 to 100, where higher valuesindicate that the rules of the public credit registry arebetter designed to support credit transactions. Theoverall index of the extensiveness of public credit registriesis a simple average of the collection, distribution,access, and quality indices, described below.• Collection indexAssigns a positive score if the registry: lists both firmsand individuals; shares information with other registries;collects information that is submitted voluntarily;has laws/regulations that require lenders toconsult the registry when making loans; requires thatparticipating institutions report data at least weekly;maintains historical records of more than seven years;maintains records of defaults even after they havebeen repaid; collects data from nonbank financialinstitutions; reports all loans, regardless of theamount; and if there is a minimum loan size forinclusion, the minimum loan size is lower than thesample median.Higher values indicate broader rules on collection ofinformation.

Data Notes• Distribution indexAssigns a positive score if the registry: allows distributionof historical data (more than currentmonth); distributes disaggregated loan information;distributes both positive and negative data on individuals;distributes both positive and negative data onfirms; distributes an extensive number of types ofinformation on individuals; distributes an extensivenumber of types of information on firms.Higher values indicate broader rules on distributionof information.• Access indexAssigns a positive score if: the registry allows accessfor other parties beyond banking supervisors,information submitters, and consumers; the registrydoes not require financial institutions to submit datain order to access the registry; borrower’s authorizationis not required for access; information can beaccessed not only on certain types of borrower;information can be accessed within a day; access iselectronic; time to distribute data is regulated.Higher values indicate broader rules on access toinformation in the registry.• Quality indexAssigns a positive score if: legal penalties for reportinginaccurate data are imposed; by law consumers mayinspect data; there is a legal requirement to respond toborrower complaints; routine checks with other data,borrower complaints, statistical checks and softwareprograms are used as quality checks; by law data needsto be submitted within two weeks of reporting period;more than 95 percent of financial institutions submitdata on time; time to correct reported errors is lessthan two weeks; data is available for distributionwithin one week of submission; registry has been inexistence for an extended period of time.Higher values indicate more extensive rules on thequality of information in the registry.Private Credit Bureau CoverageA private credit bureau is defined as a private firm ora non-profit organization that maintains a databaseon the standing of borrowers (persons or businesses)in the financial system, and its primary role is tofacilitate exchange of credit information amongstbanks and financial institutions.Credit investigative bureaus and credit reportingfirms that do not directly facilitate exchange ofinformation between financial institutions exist inmany countries, but are not considered here.The coverage indicator reports the number ofindividuals and/or firms listed in the private creditbureau as of January 2003 with current informationon repayment history, unpaid debts, or credit outstanding.The number is scaled to country’s population(per 1,000 capita). A coverage value of 0indicates that no private credit bureau operates.Creditor-Rights IndexDoing Business reports an indicator of creditor rightsin insolvency, based on the methodology of La Portaand others (1998). The indicator measures four powersof secured lenders in liquidation and reorganization:• Restrictions on entering reorganization: whetherthere are restrictions, such as creditor consent, whena debtor files for reorganization—as opposed tocases where debtors can seek unilateral protectionfrom creditors’ claims by filing for reorganization.• No automatic stay: whether secured creditors areable to seize their collateral after the decision forreorganization is approved, in other words whetherthere is no “automatic stay” or “asset freeze” imposedby the court.• Secured creditors are paid first: whether securedcreditors are paid first out of the proceeds fromliquidating a bankrupt firm, as opposed to otherparties such as government (e.g., for taxes) or workers.• Management does not stay in reorganization:Whether an administrator is responsible formanagement of the business during the resolutionof reorganization, instead of having the managementof the bankrupt debtor continue to run thebusiness.A value of one is assigned for each variable when acountry’s laws and regulations provide these powersfor secured creditors. The aggregate creditor rights111

Doing Business in 2004112index sums the total score across all four variables. Aminimum score of zero represents weak creditorrights and the maximum score of four representsstrong creditor rights.This methodology is developed in Djankov, Simeon,Caralee McLiesh, and Andrei Shleifer, “Remedies in CreditMarkets,” working paper, Department of Economics,Harvard University, July 2003; and La Porta, Rafael,Florencio Lopez-de-Silanes, Andrei Shleifer, and RobertVishny, “Law and Finance,” Journal of PoliticalEconomy, 106, 1113–55, 1998.Closing a BusinessMembers of the International Bar Association’sCommittee on Insolvency were asked to fill out aquestionnaire relating to a hypothetical corporatebankruptcy. A first draft of the survey was preparedwith scholars from Harvard University, and withadvice from practicing attorneys in Argentina,Bulgaria, Germany, Italy, the Netherlands, Nigeria,the United Kingdom, and the United States. Thissurvey was then piloted in the Czech Republic, Italy,Latvia, the Russian Federation, Spain, and Uzbekistan.Responses from these countries were used to revisethe initial questionnaire. Next, participating lawfirms or bankruptcy judges from around the worldwere sent a final questionnaire to fill out. Answerswere provided by a senior partner at each firm, incooperation with one or two junior associates. In allcases, respondents were contacted for additionalinformation following focus group presentations atthe International Bar Association’s Committee onInsolvency meetings in Dublin, Ireland, Durban,South Africa, and Rome, Italy. This helped theaccurate interpretation of answers, to completemissing information, and to clarify possible inconsistencies.After this second round, a file was completedfor each country and sent back to the respondents forfinal clearance.Participants were asked to base their responses onthe following scenario:Assumptions about the Business• The business is a limited liability corporation.• It operates in the country’s most populous city.• The business is 100 percent domestically owned, ofwhich 51 percent is owned by its founder, who isalso the chairman of the supervisory board. Asidefrom the founder, there is no other shareholderwho has above 1 percent of shares.• Its only asset is downtown real estate.• The business runs a hotel in the real estate it owns.• There is a professional general manager.• The business has average annual revenue of 1,000times income per capita over the last three years.• The business has 201 employees, and 50 suppliers,each of whom is owed money for the last delivery.• Five years ago the business borrowed from adomestic bank, and bought real estate (the hotelbuilding), using it as a security for the bank loan.• The loan has 10 years to full repayment.• The business has observed the payment scheduleand all other conditions of the loan up to now.• The current value of the mortgage principal isexactly equal to the market value of the hotel.• The entire case involves domestic entities (i.e.,there are no cross-border issues).Assumptions about ProceduresIn January 2003, the hypothetical business is experiencingliquidity problems. The company’s loss in2002 brought its net worth to a negative figure. Thecash flow available in 2003 will cover all operatingexpenses: supplier payments, salaries, hotel upkeepcosts, and outstanding taxes. However, there will be nocash left to pay the bank either interest or principal infull, due on January 2, 2003. Therefore, the businesswill default on its loan. Management believes thatlosses will be incurred in 2003 and 2004 as well.In countries where floating charges are possible, itis assumed that the bank holds a floating chargeagainst the hotel. If the law does not permit a floatingcharge, but contracts nevertheless commonly usesome other provision to that effect, such as allowingthe lender rights to the future stream of profits orother proceeds of the collateral, the assumption isthat this provision is specified in the lending contract.

Data NotesIf the bank were to have the new projections, itmight try to salvage as much of its loan as possible,for example by seizing and selling the security (thehotel building) or by filing for formal liquidation.The bank prefers to act fast.The only argument management can make in favorof keeping the company in operation is that the valueof the firm is higher as a going concern than if it isliquidated. In contrast, the market price of the bank’ssecurity is decreasing every day. Further, it seemsunlikely that, without a strong boom in the industry,the business will be able to catch up with backpayments.Assumptions about InformationAvailability• Management has the entire information.• The bank will observe the payment default by thecompany on January 2, 2003, when its interestand principal payments are due. However, thebank does not know the new projections for thefuture. The latter information will only beavailable in the 2002 Annual Report published onMarch 31, 2003.• The shareholders will have access to the AnnualReport on March 31, 2003, will be present at thegeneral shareholders meeting, and know any publicinformation.• Suppliers do not have access to the new projections,and are therefore not aware of the hotel’s financialproblems. Unless any developments are publiclyannounced, or unless suppliers are contacted ascreditors as part of a legal proceeding, they will notforesee problems before October 1, 2003, when theirpayment and the new inventory delivery is due.Suppliers can consult the Annual Report on March31, 2003.• The tax agency and any other institutions thatsupervise firms do not have access to the newprojections, but will have the financial statementsfor 2002 once the company publishes its AnnualReport on March 31, 2003.• Employees will have access to the Annual Reporton March 31, 2003.The claims as of January 1, 2003, and a set of financialstatements for 2001–2002, as well as 2003–2005 projections,are attached as an appendix to the case sentto the respondents.Assumptions about Legal OptionsThe business has too many creditors to renegotiateout of court. Its options are:• A procedure aimed at rehabilitation or any procedurethat will reorganize the business to permit furtheroperation,• A procedure aimed at liquidation,• A procedure aimed at selling the hotel, either as agoing concern or piecemeal, either enforced throughcourt (or a government authority like a debtcollection agency) or out of court (receivership).Cost MeasureThe answers of practicing insolvency lawyers are usedas a source for the costs associated with resolvinginsolvency in the courts. If several respondents reportdifferent estimates, the median reported value is used.Cost is defined as the cost of the entire bankruptcyprocess, including court costs, insolvency practitioners’costs, the cost of independent assessors,lawyers, accountants, etc. In all cases, the cost estimateexcludes bribes. The cost figures are averages of theestimates in a multiple-choice question, where therespondents choose among the following options: 0–2percent, 3–5 percent, 6–10 percent, 11–25 percent,26–50 percent, and more than 50 percent of theinsolvency estate value.Time MeasureTime is recorded in calendar years. The time measurecaptures the average duration that insolvency lawyersestimate is necessary to complete a procedure. If aprocedure can be accelerated at additional cost, thefastest procedure, independent of cost, is chosen. Thelegal team of the party filing for insolvency is aware ofall procedures and their sequence from the verybeginning. The study collects information on thesequence in which the insolvency procedures are to becompleted, as well as any procedures that can be113

Doing Business in 2004114carried out simultaneously. The time measure includesall delays due to legal derailment tactics that parties tothe insolvency may use. In particular, it includes delaysdue to extension of response periods or to appeals, ifthese are allowed under the law. As such, the measurerepresents the actual time of the insolvency proceedings,not the time that the law may mandate.Absolute Priority PreservedThe measure documents the order in which claimsare paid in the insolvency process, including paymentof post-petition claims. The measure is scaled so thathigher values imply stricter observance of priority. A100 on Absolute Priority Preserved means thatsecured creditors are paid before labor claims, taxclaims and shareholders. A 67 means that securedcreditors get paid second, and 33 means they get paidthird. A zero on Absolute Priority Preserved meansthat secured creditors get paid after all labor claimsand tax claims are satisfied, and after shareholdershave received payments as well.Efficient Outcome AchievedThe measure documents the success of the insolvencyregime in reaching the economically efficient outcome.A one on Efficient Outcome Achieved means that theinsolvency process results in either foreclosure orliquidation with a going-concern sale or in a successfulrehabilitation maintaining the business buthiring new management. A zero indicates that theefficient outcome is not achieved.Goals-of-Insolvency IndexThe measure documents the success in reaching thethree goals of insolvency, as stated in Hart (1999). Itis calculated as the simple average of the cost ofinsolvency (rescaled from 0 to 100, where higherscores indicate less cost), time of insolvency(rescaled from 0 to 100, where higher scores indicateless time), the observance of absolute priority ofclaims, and the efficient outcome achieved. The totalGoals-of-Insolvency Index ranges from 0 to 100: ascore 100 on the index means perfect efficiency(Finland, Norway, and Singapore have 99), a 0means that the insolvency system does not functionat all.Court-Powers IndexThe measure documents the degree to which thecourt drives insolvency proceedings. It is an averageof three indicators: whether the court appoints andreplaces the insolvency administrator with norestrictions imposed by law, whether the reports ofthe administrator are accessible only to the court andnot creditors, and whether the court decides on theadoption of the rehabilitation plan. The index isscaled from 0 to 100, where higher values indicatemore court involvement in the insolvency process.This methodology is developed in Djankov, Simeon,Oliver Hart, Tatiana Nenova, and Andrei Shleifer,“Efficiency in Bankruptcy,” working paper, Departmentof Economics, Harvard University, July 2003.

Doing Business IndicatorsECONOMY CHARACTERISTICSCountry Region Income group Legal originAlbania Europe & Central Asia Lower-middle FrenchAlgeria Middle East & North Africa Lower-middle FrenchAngola Sub-Saharan Africa Low FrenchArgentina Latin America & Caribbean Upper-middle FrenchArmenia Europe & Central Asia Low SocialistAustralia OECD: High Income High EnglishAustria OECD: High Income High GermanAzerbaijan Europe & Central Asia Low SocialistBangladesh South Asia Low EnglishBelarus Europe & Central Asia Lower-middle SocialistBelgium OECD: High Income High FrenchBenin Sub-Saharan Africa Low FrenchBolivia Latin America & Caribbean Lower-middle FrenchBosnia and Herzegovina Europe & Central Asia Lower-middle GermanBotswana Sub-Saharan Africa Upper-middle EnglishBrazil Latin America & Caribbean Lower-middle FrenchBulgaria Europe & Central Asia Lower-middle GermanBurkina Faso Sub-Saharan Africa Low FrenchBurundi Sub-Saharan Africa Low FrenchCambodia East Asia & Pacific Low FrenchCameroon Sub-Saharan Africa Low FrenchCanada OECD: High Income High EnglishCentral African Republic Sub-Saharan Africa Low FrenchChad Sub-Saharan Africa Low FrenchChile Latin America & Caribbean Upper-middle FrenchChina East Asia & Pacific Lower-middle GermanColombia Latin America & Caribbean Lower-middle FrenchCongo, Dem. Rep. of Sub-Saharan Africa Low FrenchCongo, Rep. of Sub-Saharan Africa Low FrenchCosta Rica Latin America & Caribbean Upper-middle FrenchCôte d’Ivoire Sub-Saharan Africa Low FrenchCroatia Europe & Central Asia Upper-middle GermanCzech Republic Europe & Central Asia Upper-middle GermanDenmark OECD: High Income High NordicDominican Republic Latin America & Caribbean Lower-middle FrenchEcuador Latin America & Caribbean Lower-middle French115

Doing Business in 2004Country Region Income group Legal origin116Egypt, Arab Rep. of Middle East & North Africa Lower-middle FrenchEl Salvador Latin America & Caribbean Lower-middle FrenchEthiopia Sub-Saharan Africa Low EnglishFinland OECD: High Income High NordicFrance OECD: High Income High FrenchGeorgia Europe & Central Asia Low SocialistGermany OECD: High Income High GermanGhana Sub-Saharan Africa Low EnglishGreece OECD: High Income High FrenchGuatemala Latin America & Caribbean Lower-middle FrenchGuinea Sub-Saharan Africa Low FrenchHaiti Latin America & Caribbean Low FrenchHonduras Latin America & Caribbean Lower-middle FrenchHong Kong, China East Asia & Pacific High EnglishHungary Europe & Central Asia Upper-middle GermanIndia South Asia Low EnglishIndonesia East Asia & Pacific Low FrenchIran, Islamic Rep. of Middle East & North Africa Lower-middle EnglishIreland OECD: High Income High EnglishIsrael Middle East & North Africa High EnglishItaly OECD: High Income High FrenchJamaica Latin America & Caribbean Lower-middle EnglishJapan OECD: High Income High GermanJordan Middle East & North Africa Lower-middle FrenchKazakhstan Europe & Central Asia Lower-middle SocialistKenya Sub-Saharan Africa Low EnglishKorea, Rep. of OECD: High Income High GermanKuwait Middle East & North Africa High FrenchKyrgyz Republic Europe & Central Asia Low SocialistLao PDR East Asia & Pacific Low FrenchLatvia Europe & Central Asia Upper-middle GermanLebanon Middle East & North Africa Upper-middle FrenchLesotho Sub-Saharan Africa Low EnglishLithuania Europe & Central Asia Upper-middle FrenchMacedonia, FYR Europe & Central Asia Lower-middle GermanMadagascar Sub-Saharan Africa Low FrenchMalawi Sub-Saharan Africa Low EnglishMalaysia East Asia & Pacific Upper-middle EnglishMali Sub-Saharan Africa Low FrenchMauritania Sub-Saharan Africa Low FrenchMexico Latin America & Caribbean Upper-middle FrenchMoldova Europe & Central Asia Low SocialistMongolia East Asia & Pacific Low SocialistMorocco Middle East & North Africa Lower-middle FrenchMozambique Sub-Saharan Africa Low FrenchNamibia Sub-Saharan Africa Lower-middle EnglishNepal South Asia Low EnglishNetherlands OECD: High Income High FrenchNew Zealand OECD: High Income High EnglishNicaragua Latin America & Caribbean Low French

Doing Business IndicatorsCountry Region Income group Legal originNiger Sub-Saharan Africa Low FrenchNigeria Sub-Saharan Africa Low EnglishNorway OECD: High Income High NordicOman Middle East & North Africa Upper-middle FrenchPakistan South Asia Low EnglishPanama Latin America & Caribbean Upper-middle FrenchPapua New Guinea East Asia & Pacific Low EnglishParaguay Latin America & Caribbean Lower-middle FrenchPeru Latin America & Caribbean Lower-middle FrenchPhilippines East Asia & Pacific Lower-middle FrenchPoland Europe & Central Asia Upper-middle GermanPortugal OECD: High Income High FrenchPuerto Rico Latin America & Caribbean High FrenchRomania Europe & Central Asia Lower-middle FrenchRussian Federation Europe & Central Asia Lower-middle SocialistRwanda Sub-Saharan Africa Low FrenchSaudi Arabia Middle East & North Africa Upper-middle EnglishSenegal Sub-Saharan Africa Low FrenchSerbia and Montenegro Europe & Central Asia Lower-middle GermanSierra Leone Sub-Saharan Africa Low EnglishSingapore East Asia & Pacific High EnglishSlovak Republic Europe & Central Asia Upper-middle GermanSlovenia Europe & Central Asia High GermanSouth Africa Sub-Saharan Africa Lower-middle EnglishSpain OECD: High Income High FrenchSri Lanka South Asia Lower-middle EnglishSweden OECD: High Income High NordicSwitzerland OECD: High Income High GermanSyrian Arab Republic Middle East & North Africa Lower-middle FrenchTaiwan, China East Asia & Pacific High GermanTanzania Sub-Saharan Africa Low EnglishThailand East Asia & Pacific Lower-middle EnglishTogo Sub-Saharan Africa Low FrenchTunisia Middle East & North Africa Lower-middle FrenchTurkey Europe & Central Asia Lower-middle FrenchUganda Sub-Saharan Africa Low EnglishUkraine Europe & Central Asia Lower-middle SocialistUnited Arab Emirates Middle East & North Africa High EnglishUnited Kingdom OECD: High Income High EnglishUnited States OECD: High Income High EnglishUruguay Latin America & Caribbean Upper-middle FrenchUzbekistan Europe & Central Asia Low SocialistVenezuela, RB Latin America & Caribbean Upper-middle FrenchVietnam East Asia & Pacific Low FrenchYemen, Rep. of Middle East & North Africa Low EnglishZambia Sub-Saharan Africa Low EnglishZimbabwe Sub-Saharan Africa Low English117

Doing Business in 2004Starting-a-Business Indicators—measure the procedures, time, cost, and minimum capital requirementsto register a business formallyCostMin. capitalNumber of Time Cost (% of income (% of incomeCountry procedures (days) (US$) per capita) per capita)118Albania 11 47 897 65.0 51.7Algeria 18 29 548 31.9 73.0Angola 14 146 5531 838.0 174.0Argentina 15 68 324 8.0 0.0Armenia 10 25 68 8.7 11.0Australia 2 2 402 2.0 0.0Austria 9 29 1534 6.6 140.8Azerbaijan 14 106 119 16.8 0.0Bangladesh 7 30 272 75.5 0.0Belarus 19 118 369 27.1 110.7Belgium 7 56 2633 11.3 75.1Benin 9 63 719 189.2 377.6Bolivia 18 67 1499 166.6 0.0Bosnia and Herzegovina 12 59 657 51.8 379.1Botswana 10 97 1076 36.1 0.0Brazil 15 152 331 11.6 0.0Bulgaria 10 30 148 8.3 134.4Burkina Faso 15 136 716 325.2 652.2Burundi .. .. .. .. ..Cambodia 11 94 1551 553.8 1825.8Cameroon 12 37 1068 190.7 243.6Canada 2 3 127 0.6 0.0Central African Republic .. .. .. .. ..Chad 19 73 870 395.3 652.2Chile 10 28 493 11.6 0.0China 12 46 135 14.3 3855.9Colombia 19 60 498 27.2 0.0Congo, Dem. Rep. of 13 215 785 871.9 320.7Congo, Rep. of 8 67 1897 271.0 205.0Costa Rica 11 80 879 21.4 0.0Côte d’Ivoire 10 77 873 143.1 235.2Croatia 13 50 843 18.2 50.7Czech Republic 10 88 648 11.7 110.0Denmark 4 4 0 0.0 52.3Dominican Republic 12 78 1115 48.1 23.2Ecuador 14 90 914 63.0 27.6Egypt, Arab Rep. of 13 43 900 61.2 788.6El Salvador 12 115 2690 129.3 549.5Ethiopia 8 44 422 421.6 1756.1Finland 4 33 739 3.1 32.0France 10 53 663 3.0 32.1Georgia 9 30 171 26.3 140.1Germany 9 45 1341 5.9 103.8Ghana 10 84 302 111.7 1.2Greece 16 45 8115 69.6 145.3Note: .. means no data available.

Doing Business IndicatorsCostMin. capitalNumber of Time Cost (% of income (% of incomeCountry procedures (days) (US$) per capita) per capita)Guatemala 13 39 1167 66.7 36.5Guinea 13 71 941 229.9 396.6Haiti 12 203 875 198.9 209.8Honduras 14 80 670 72.8 165.4Hong Kong, China 5 11 581 2.3 0.0Hungary 5 65 3396 64.3 220.3India 10 88 239 49.8 430.4Indonesia 11 168 103 14.5 302.5Iran, Islamic Rep. of 9 48 113 6.6 7.4Ireland 3 12 2473 10.4 0.0Israel 5 34 784 4.7 0.0Italy 9 23 4565 24.1 49.6Jamaica 7 31 458 16.2 0.0Japan 11 31 3518 10.5 71.3Jordan 14 98 876 49.8 2404.2Kazakhstan 10 25 153 10.1 35.2Kenya 11 61 194 54.0 0.0Korea, Rep. of 12 33 1776 17.9 402.5Kuwait 13 34 329 1.8 910.6Kyrgyz Republic 9 26 39 13.4 74.8Lao PDR 9 198 60 19.5 150.7Latvia 7 11 513 14.7 93.0Lebanon 6 46 5185 129.9 83.1Lesotho 9 92 317 67.4 20.2Lithuania 9 26 231 6.3 74.4Macedonia, FYR 13 48 223 13.1 138.4Madagascar 15 67 151 62.8 30.5Malawi 11 45 201 125.4 0.0Malaysia 8 31 961 27.1 0.0Mali 13 61 557 232.2 597.8Mauritania 11 73 452 110.2 896.7Mexico 7 51 1110 18.8 87.6Moldova 11 42 121 26.2 86.3Mongolia 8 31 53 12.0 2046.9Morocco 11 36 227 19.1 762.5Mozambique 15 153 209 99.6 30.2Namibia 10 85 332 18.7 0.0Nepal 8 25 439 191.0 0.0Netherlands 7 11 3276 13.7 70.7New Zealand 3 3 28 0.2 0.0Nicaragua 12 71 1335 337.8 0.0Niger 11 27 759 446.6 844.0Nigeria 10 44 268 92.3 28.6Norway 4 24 1460 3.9 33.1Oman 9 34 385 5.3 720.9Pakistan 10 22 192 46.8 0.0Panama 7 19 1057 26.3 0.0Papua New Guinea 7 69 140 26.4 0.0119Note: .. means no data available.

Doing Business in 2004CostMin. capitalNumber of Time Cost (% of income (% of incomeCountry procedures (days) (US$) per capita) per capita)120Paraguay 18 73 1883 160.9 0.0Peru 9 100 510 24.9 0.0Philippines 11 59 249 24.4 9.5Poland 12 31 925 20.3 21.4Portugal 11 95 1360 12.5 43.4Puerto Rico 6 6 300 2.8 0.0Romania 6 27 217 11.7 3.3Russian Federation 12 29 200 9.3 29.8Rwanda 9 43 534 232.3 457.3Saudi Arabia 14 95 10814 130.5 1610.5Senegal 9 58 581 123.6 296.1Serbia and Montenegro 10 44 186 13.3 5.5Sierra Leone 9 26 1817 1297.6 0.0Singapore 7 8 249 1.2 0.0Slovak Republic 10 98 401 10.2 111.8Slovenia 10 61 1518 15.5 89.1South Africa 9 38 227 8.7 0.0Spain 11 115 2366 16.4 19.6Sri Lanka 8 58 154 18.3 0.0Sweden 3 16 190 0.8 41.4Switzerland 6 20 3228 8.5 33.8Syrian Arab Republic 10 42 189 16.7 5627.2Taiwan, China 8 48 807 6.1 217.4Tanzania 13 35 557 199.0 0.0Thailand 9 42 144 7.3 0.0Togo 14 63 760 281.4 531.4Tunisia 10 46 327 16.4 351.7Turkey 13 38 927 37.1 13.2Uganda 17 36 338 135.1 0.0Ukraine 14 40 210 27.3 450.8United Arab Emirates 10 29 4944 24.5 404.0United Kingdom 6 18 264 1.0 0.0United States 5 4 210 0.6 0.0Uruguay 10 27 2043 46.7 699.0Uzbekistan 9 33 72 16.0 64.3Venezuela, RB 14 119 788 19.3 0.0Vietnam 11 63 129 29.9 0.0Yemen, Rep. of 13 96 1294 264.1 1716.9Zambia 6 40 80 24.1 137.8Zimbabwe 10 122 1322 285.3 0.0Note: .. means no data available.

Doing Business IndicatorsHiring-and-Firing Indicators—measure the degree of rigidity in employment lawsFlexibility-of- Conditions-of- Flexibility-of- Employment-Country hiring index employment index firing index laws indexAlbania 33 76 15 41Algeria 58 60 19 46Angola 71 89 74 78Argentina 71 81 46 66Armenia 51 84 37 57Australia 33 61 13 36Austria 33 41 14 30Azerbaijan 71 90 27 63Bangladesh 33 85 32 50Belarus 71 89 71 77Belgium 33 90 22 48Benin 48 86 20 52Bolivia 58 95 45 66Bosnia and Herzegovina 53 63 31 49Botswana 33 55 17 35Brazil 78 89 68 78Bulgaria 43 90 26 53Burkina Faso 53 79 27 53Burundi 58 76 51 62Cambodia 33 81 49 54Cameroon 48 43 39 44Canada 33 52 16 34Central African Republic 53 84 50 62Chad 78 93 27 66Chile 56 65 29 50China 17 67 57 47Colombia 33 85 60 59Congo, Dem. Rep. of 73 63 43 60Congo, Rep. of 53 78 49 60Costa Rica 58 83 46 63Côte d’Ivoire 53 61 45 53Croatia 76 89 31 65Czech Republic 17 63 27 36Denmark 33 25 17 25Dominican Republic 33 79 35 49Ecuador 37 63 65 55Egypt, Arab Rep. of 33 83 61 59El Salvador 81 75 52 69Ethiopia 58 67 29 51Finland 71 43 52 55France 63 61 26 50Georgia 51 66 49 55Germany 63 46 45 51Ghana 33 56 17 35Greece 78 81 43 67Guatemala 58 85 51 65Guinea 78 44 57 60121

Doing Business in 2004Flexibility-of- Conditions-of- Flexibility-of- Employment-Country hiring index employment index firing index laws index122Haiti 58 85 35 60Honduras 33 87 47 56Hong Kong, China 58 22 1 27Hungary 46 92 23 54India 33 75 45 51Indonesia 76 53 43 57Iran, Islamic Rep. of 33 77 47 52Ireland 48 68 30 49Israel 33 64 16 38Italy 76 62 40 59Jamaica 33 52 18 34Japan 39 64 9 37Jordan 33 82 64 60Kazakhstan 33 89 42 55Kenya 33 53 16 34Korea, Rep. of 33 88 32 51Kuwait 33 40 50 41Kyrgyz Republic 71 90 33 64Lao PDR 33 87 44 54Latvia 58 87 42 62Lebanon 53 50 35 46Lesotho 58 51 25 45Lithuania 71 90 31 64Macedonia, FYR 65 53 32 50Madagascar 48 86 49 61Malawi 33 68 54 52Malaysia 33 26 15 25Mali 53 86 23 54Mauritania 62 47 66 59Mexico 81 81 70 77Moldova 71 75 54 67Mongolia 33 90 25 50Morocco 56 63 33 51Mozambique 73 85 64 74Namibia 17 57 54 43Nepal 33 54 47 45Netherlands 51 79 33 54New Zealand 33 43 20 32Nicaragua 33 90 58 61Niger 53 89 34 59Nigeria 17 76 36 43Norway 58 39 25 41Oman 58 78 25 54Pakistan 65 75 33 58Panama 81 87 68 79Papua New Guinea 17 57 4 26Paraguay 58 90 71 73Peru 71 81 69 73Philippines 58 73 50 60

Doing Business IndicatorsFlexibility-of- Conditions-of- Flexibility-of- Employment-Country hiring index employment index firing index laws indexPoland 33 92 39 55Portugal 76 88 73 79Puerto Rico 33 67 24 41Romania 48 85 29 54Russian Federation 33 77 71 61Rwanda 53 94 32 60Saudi Arabia 33 58 16 36Senegal 48 83 30 54Serbia and Montenegro 51 88 29 56Sierra Leone 56 84 62 67Singapore 33 26 1 20Slovak Republic 34 89 60 61Slovenia 53 84 41 59South Africa 42 36 30 36Spain 76 88 45 70Sri Lanka 33 52 40 42Sweden 56 39 31 42Switzerland 33 53 23 36Syrian Arab Republic 33 79 22 45Taiwan, China 81 59 32 57Tanzania 57 77 49 61Thailand 78 73 30 61Togo 53 80 36 57Tunisia 73 53 44 57Turkey 58 91 17 55Uganda 33 44 50 42Ukraine 58 93 69 73United Arab Emirates 33 66 37 45United Kingdom 33 42 9 28United States 33 29 5 22Uruguay 58 56 3 39Uzbekistan 46 69 50 55Venezuela, RB 78 88 60 75Vietnam 43 77 48 56Yemen, Rep. of 33 66 28 43Zambia 33 64 40 46Zimbabwe 33 22 26 27123

Doing Business in 2004Enforcing-a-Contract Indicators—cover the procedures, time, cost, and degree of complexity in the proceduresto resolve a payment disputeNumber of Time Cost Cost Procedural-Country procedures (days) (US$) (% income per capita) complexity index124Albania 37 220 794 72.6 76Algeria 20 387 .. .. 72Angola 46 865 83 15.7 65Argentina 32 300 621 8.5 80Armenia 22 65 80 15.3 46Australia 11 320 1623 8.0 29Austria 20 434 240 1.0 54Azerbaijan 25 115 20 3.3 53Bangladesh 15 270 1019 48.2 51Belarus 19 135 564 43.6 56Belgium 22 365 2205 9.1 53Benin 44 248 114 31.0 53Bolivia 44 464 52 5.3 78Bosnia and Herzegovina 31 630 260 21.3 63Botswana 22 56 .. .. 52Brazil 16 380 83 2.4 48Bulgaria 26 410 95 6.4 69Burkina Faso 24 376 375 172.8 71Burundi 62 367 29 27.6 58Cambodia 20 210 752 268.5 78Cameroon 46 548 367 62.9 63Canada 17 425 6065 28.0 29Central African Republic .. .. .. .. ..Chad 50 604 121 58.4 72Chile 21 200 663 14.7 73China 20 180 268 32.0 52Colombia 37 527 119 5.9 56Congo, Dem. Rep. of 55 414 800 92.3 54Congo, Rep. of 44 500 330 51.0 67Costa Rica 21 370 857 22.6 86Côte d’Ivoire 18 150 572 83.3 57Croatia 20 330 305 6.6 50Czech Republic 16 270 967 18.5 65Denmark 14 83 1210 3.8 40Dominican Republic 19 495 9250 440.5 69Ecuador 33 333 132 10.5 72Egypt, Arab Rep. of 19 202 450 30.7 50El Salvador 42 240 149 7.3 81Ethiopia 24 895 35 34.6 52Finland 19 240 3886 15.8 48France 21 210 896 3.8 79Georgia 17 180 408 63.1 48Germany 22 154 1483 6.0 61Ghana 21 90 80 23.8 33Greece 15 315 980 8.2 64Guatemala 19 1460 338 20.0 90Note: .. means no data available.

Doing Business IndicatorsNumber of Time Cost Cost Procedural-Country procedures (days) (US$) (% income per capita) complexity indexGuinea 41 150 171 40.0 77Haiti 41 76 87 18.4 69Honduras 32 225 57 6.7 72Hong Kong, China 17 180 1737 6.9 50Hungary 17 365 256 5.4 57India 22 365 444 95.0 50Indonesia 29 225 1754 269.0 67Iran, Islamic Rep. of 23 150 96 5.8 67Ireland 16 183 1604 7.2 42Israel 19 315 5635 34.1 51Italy 16 645 780 3.9 64Jamaica 14 202 1138 42.1 38Japan 16 60 2223 6.4 39Jordan 32 147 5 0.3 49Kazakhstan 41 120 103 7.9 65Kenya 25 255 173 49.5 44Korea, Rep. of 23 75 402 4.5 50Kuwait 17 195 788 4.4 76Kyrgyz Republic 44 365 730 254.7 48Lao PDR .. .. .. .. ..Latvia 19 189 218 7.5 56Lebanon 27 721 2160 54.3 67Lesotho .. .. .. .. ..Lithuania 17 74 580 13.0 58Macedonia, FYR 27 509 750 43.0 67Madagascar 29 166 304 120.2 63Malawi 16 108 920 520.6 48Malaysia 22 270 671 19.4 41Mali 27 150 16 7.0 71Mauritania .. .. .. .. ..Mexico 47 325 504 10.0 62Moldova 36 210 56 14.2 48Mongolia 26 224 7 1.8 71Morocco 17 192 108 9.1 69Mozambique 18 540 20 9.1 71Namibia .. .. .. .. ..Nepal 24 350 106 44.2 63Netherlands 21 39 120 0.5 46New Zealand 19 50 1526 11.6 31Nicaragua 17 125 70 17.7 79Niger 29 365 103 57.1 63Nigeria 23 730 18 6.6 52Norway 12 87 3606 10.4 48Oman 54 250 346 4.8 51Pakistan 30 365 200 45.8 53Panama 44 197 642 20.0 82Papua New Guinea 22 270 244 41.1 45Paraguay 46 188 461 34.0 67125Note: .. means no data available.

Doing Business in 2004Number of Time Cost Cost Procedural-Country procedures (days) (US$) (% income per capita) complexity index126Peru 35 441 613 29.7 82Philippines 28 164 1086 103.7 75Poland 18 1000 466 11.2 65Portugal 22 420 534 4.9 54Puerto Rico 55 365 2250 20.9 52Romania 28 225 217 13.1 60Russian Federation 16 160 350 20.2 48Rwanda .. .. .. .. ..Saudi Arabia 19 195 .. .. 50Senegal 30 335 238 48.6 75Serbia and Montenegro 40 1028 200 20.0 61Sierra Leone 48 114 11 8.3 29Singapore 23 50 3521 14.4 49Slovak Republic 26 420 494 13.3 40Slovenia 22 1003 360 3.6 65South Africa 26 207 510 16.7 56Spain 20 147 1600 10.7 83Sri Lanka 17 440 64 7.6 59Sweden 21 190 4590 7.6 44Switzerland 14 224 1490 3.9 44Syrian Arab Republic 36 596 300 31.3 69Taiwan, China 15 210 68 0.5 37Tanzania 14 127 10 3.8 62Thailand 19 210 589 29.6 53Togo 43 503 59 21.4 63Tunisia 14 7 86 4.1 60Turkey 18 105 154 5.4 38Uganda 16 99 30 10.0 40Ukraine 20 224 80 11.0 51United Arab Emirates 27 559 2148 10.6 56United Kingdom 12 101 120 0.5 36United States 17 365 120 0.4 46Uruguay 38 360 822 13.7 55Uzbekistan 34 258 13 2.1 57Venezuela, RB 41 360 2000 46.9 81Vietnam 28 120 33 8.5 46Yemen, Rep. of 27 240 2 0.5 60Zambia 16 188 50 15.8 32Zimbabwe 13 197 183 39.5 50Note: .. means no data available.

Doing Business IndicatorsGetting-Credit Indicators—measure institutions for credit information and legal protection of creditorsExtensiveness-ofPublic registry coverage public-credit- Private bureau coverage Creditor-Country (borrowers/1,000 cap.) registries index (borrowers/1,000 cap.) rights indexAlbania 0 0 0 3Algeria 0 0 0 1Angola 10 60 0 3Argentina 149 61 475 1Armenia 0 0 0 2Australia 0 0 722 3Austria 9 66 308 3Azerbaijan 0 0 0 3Bangladesh 1 51 0 2Belarus .. 42 0 2Belgium 68 63 42 2Benin 1 22 0 1Bolivia 55 58 134 2Bosnia and Herzegovina 0 0 67 3Botswana 0 0 382 3Brazil 44 50 439 1Bulgaria 5 47 0 3Burkina Faso 1 22 0 1Burundi 1 49 0 1Cambodia 0 0 0 2Cameroon

Doing Business in 2004Extensiveness-ofPublic registry coverage public-credit- Private bureau coverage Creditor-Country (borrowers/1,000 cap.) registries index (borrowers/1,000 cap.) rights index128Guatemala 0 0 35 1Guinea .. .. 0 1Haiti 1 59 0 2Honduras 45 42 0 2Hong Kong, China 0 0 200 4Hungary 0 0 15 2India 0 0 0 3Indonesia 3 61 0 2Iran, Islamic Rep. of .. 45 0 2Ireland 0 0 730 1Israel 0 0 47 3Italy 55 61 416 1Jamaica 0 0 0 2Japan 0 0 777 2Jordan 19 47 0 1Kazakhstan 0 0 0 2Kenya 0 0 309 4Korea, Rep. of 0 0 530 3Kuwait 0 0 147 2Kyrgyz Republic 0 0 0 3Lao PDR .. .. 0 0Latvia 0 0 0 3Lebanon 0 0 0 4Lesotho 0 0 0 2Lithuania 7 63 0 2Macedonia, FYR 2 42 0 3Madagascar 2 46 0 2Malawi 0 0 0 2Malaysia 105 59 461 2Mali 1 22 0 1Mauritania .. .. 0 3Mexico 0 0 382 0Moldova 0 0 0 2Mongolia 15 68 0 1Morocco .. 33 0 1Mozambique 1 52 0 2Namibia 0 0 .. ..Nepal 0 0 0 2Netherlands 0 0 530 3New Zealand 0 0 818 4Nicaragua 50 45 0 4Niger 1 22 0 1Nigeria

Doing Business IndicatorsExtensiveness-ofPublic registry coverage public-credit- Private bureau coverage Creditor-Country (borrowers/1,000 cap.) registries index (borrowers/1,000 cap.) rights indexPapua New Guinea 0 0 0 2Paraguay .. .. .. 2Peru 92 54 185 0Philippines 0 0 22 1Poland 0 0 543 2Portugal 496 61 24 1Puerto Rico 0 0 .. 1Romania 1 59 0 0Russian Federation 0 0 0 2Rwanda

Doing Business in 2004Closing-a-Business Indicators—measure the procedures, time, and cost to go through insolvency proceedingsas well as court powers in insolvency proceedingsAbsolute Efficient Goals-of- Court-Time Cost priority outcome insolvency powersCountry (years) (% of estate) preserved achieved index index130Albania no practice no practice 67 1 42 67Algeria 3.5 4 33 0 45 33Angola no practice no practice 33 0 8 67Argentina 2.8 18 67 0 43 67Armenia 1.9 4 100 0 65 33Australia 1.0 18 100 1 80 0Austria 1.3 18 67 1 71 33Azerbaijan 2.7 8 67 0 49 100Bangladesh no practice no practice 100 0 25 67Belarus 2.2 4 0 0 40 67Belgium 0.9 4 100 1 93 67Benin 3.2 18 33 0 33 100Bolivia 2.0 18 100 0 53 100Bosnia and Herzegovina 1.9 8 67 0 51 67Botswana 2.2 18 100 1 77 33Brazil 10.0 8 33 0 24 67Bulgaria 3.8 18 100 0 48 67Burkina Faso 4.0 8 0 0 29 100Burundi no practice no practice 33 0 8 67Cambodia no practice no practice 100 0 25 67Cameroon 2.0 18 67 0 44 100Canada 0.8 4 100 1 93 33Central African Republic .. .. .. .. .. ..Chad 10.0 38 33 0 11 100Chile 5.8 18 0 0 19 67China 2.6 18 100 0 51 67Colombia 3.0 1 33 1 77 33Congo, Dem. Rep. of no practice no practice 33 0 8 33Congo, Rep. of 3.0 18 67 0 42 100Costa Rica 2.5 18 67 0 43 100Côte d’Ivoire 2.2 18 67 0 44 100Croatia 3.1 18 100 0 50 67Czech Republic 9.2 38 67 0 22 0Denmark 4.2 8 100 1 79 33Dominican Republic 3.5 4 0 0 37 67Ecuador 3.5 18 0 0 24 67Egypt, Arab Rep. of 4.3 18 67 0 39 67El Salvador no practice no practice 67 1 42 67Ethiopia 2.2 8 67 1 75 33Finland 0.9 1 100 1 99 0France 2.4 18 67 0 43 100Georgia 3.2 1 100 0 69 33Germany 1.2 8 100 0 61 33Ghana no practice no practice 67 0 17 33Greece 2.2 8 33 0 42 33Notes: .. means no data available.

Doing Business IndicatorsAbsolute Efficient Goals-of- Court-Time Cost priority outcome insolvency powersCountry (years) (% of estate) preserved achieved index indexGuatemala 4.0 18 67 0 40 67Guinea no practice no practice 33 0 8 100Haiti no practice no practice 67 1 42 67Honduras no practice no practice 67 0 17 67Hong Kong, China 1.0 18 33 1 63 67Hungary 2.0 38 67 0 38 33India 11.3 8 33 0 21 33Indonesia 6.0 18 67 0 35 100Iran, Islamic Rep. of 1.8 8 100 1 84 67Ireland 0.4 8 100 1 88 33Israel 4.0 38 100 1 67 67Italy 1.3 18 67 0 46 33Jamaica 1.1 18 33 1 63 67Japan 0.6 4 100 1 93 33Jordan 4.3 8 33 0 37 33Kazakhstan 3.3 18 67 1 66 67Kenya 4.6 18 100 0 47 33Korea, Rep. of 1.5 4 100 1 91 67Kuwait 4.2 1 67 1 83 67Kyrgyz Republic 4.0 4 100 0 61 33Lao PDR no practice no practice 0 0 14 67Latvia 1.2 4 100 1 92 67Lebanon 4.0 18 33 0 31 67Lesotho .. .. .. .. .. ..Lithuania 1.2 18 100 0 54 67Macedonia, FYR 3.6 38 67 0 34 67Madagascar no practice no practice 100 0 25 67Malawi 2.8 8 33 0 40 67Malaysia 2.2 18 100 0 52 33Mali 3.5 18 33 0 32 100Mauritania 8.0 8 33 0 28 67Mexico 2.0 18 33 1 61 67Moldova 2.8 8 67 0 49 67Mongolia 4.0 8 100 0 54 67Morocco 1.9 18 33 0 36 100Mozambique no practice no practice 100 0 25 67Namibia .. .. .. .. .. ..Nepal 5.0 8 33 0 35 33Netherlands 2.6 1 100 1 95 33New Zealand 2.0 4 100 1 90 0Nicaragua 2.3 8 100 0 58 67Niger 5.0 18 67 0 37 100Nigeria 1.6 18 67 0 45 67Norway 0.9 1 100 1 99 67Oman 7.0 4 0 0 29 67Pakistan 2.8 4 100 0 63 33Panama 6.5 38 100 0 36 33131Notes: .. means no data available.

Doing Business in 2004Absolute Efficient Goals-of- Court-Time Cost priority outcome insolvency powersCountry (years) (% of estate) preserved achieved index index132Papua New Guinea .. .. .. .. .. ..Paraguay 3.9 8 67 0 46 67Peru 2.1 8 33 1 67 33Philippines 5.7 38 100 0 38 100Poland 1.5 18 67 1 70 67Portugal 2.6 8 33 1 66 33Puerto Rico 3.8 8 67 1 71 33Romania 3.2 8 33 0 39 33Russian Federation 1.5 4 67 0 58 67Rwanda no practice no practice 33 0 8 33Saudi Arabia 3.0 18 100 0 50 33Senegal 3.0 8 67 1 73 100Serbia and Montenegro 7.3 38 33 1 42 67Sierra Leone 2.5 38 0 0 20 33Singapore 0.7 1 100 1 99 33Slovak Republic 4.8 18 100 1 71 67Slovenia 3.7 18 67 0 41 67South Africa 2.0 18 100 0 53 67Spain 1.5 8 33 1 68 33Sri Lanka 2.3 18 33 0 35 67Sweden 2.0 8 100 1 84 33Switzerland 4.6 4 100 0 59 67Syrian Arab Republic 4.1 8 33 0 37 67Taiwan, China 0.8 4 0 1 68 100Tanzania 3.0 8 33 1 65 67Thailand 2.6 38 67 1 62 33Togo no practice no practice 33 0 8 100Tunisia 2.5 8 67 0 50 67Turkey 1.8 8 67 0 51 67Uganda 2.0 38 33 1 55 67Ukraine 3.0 18 67 0 42 33United Arab Emirates 5.0 38 33 0 23 33United Kingdom 1.0 8 100 1 86 0United States 3.0 4 100 1 88 33Uruguay 4.0 8 100 0 54 67Uzbekistan 3.3 4 33 0 46 67Venezuela, RB 4.0 38 100 1 67 67Vietnam no practice no practice 33 1 33 67Yemen, Rep. of 2.4 4 33 0 47 33Zambia 3.7 8 100 0 55 33Zimbabwe 2.3 18 100 0 52 67Notes: .. means no data available.

Country TablesALBANIAEurope and Central AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 1,380 Number of procedures 11Population 3,164,400 Time (days) 47Informal economy (% of income) 33.40 Cost (% of income per capita) 65.0Legal origin French Minimum capital (% of income per capita) 51.7Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 37Conditions-of-employment index 76 Time (days) 220Flexibility-of-firing index 15 Cost (% of income per capita) 72.6Employment-law index 41 Procedural-complexity index 76Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) No practicePublic registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) No practicePublic-registry index 0 Absolute priority preserved 67Private credit-information bureau operates? No Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 42Creditor-rights index 3 Court-powers index 67ALGERIAMiddle East and North Africa133Economy CharacteristicsStarting a BusinessGNI per capita (US$) 1,720 Number of procedures 18Population 30,835,000 Time (days) 29Informal economy (% of income) 34.1 Cost (% of income per capita) 31.9Legal origin French Minimum capital (% of income per capita) 73.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 58 Number of procedures 20Conditions-of-employment index 60 Time (days) 387Flexibility-of-firing index 19 Cost (% of income per capita) ..Employment-law index 46 Procedural-complexity index 72Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 3.5Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 4Public-registry index 0 Absolute priority preserved 33Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 45Creditor-rights index 1 Court-powers index 33Note: .. means no data available.

Doing Business in 2004ANGOLASub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 660 Number of procedures 14Population 13,512,450 Time (days) 146Informal economy (% of income) .. Cost (% of income per capita) 838.0Legal origin French Minimum capital (% of income per capita) 174.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 71 Number of procedures 46Conditions-of-employment index 89 Time (days) 865Flexibility-of-firing index 74 Cost (% of income per capita) 15.7Employment-law index 78 Procedural-complexity index 65Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) No practicePublic registry coverage (borrowers/1,000 capita) 10 Cost to go through insolvency (% estate) No practicePublic-registry index 60 Absolute priority preserved 33Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 8Creditor-rights index 3 Court-powers index 67ARGENTINALatin America and Caribbean134Economy CharacteristicsStarting a BusinessGNI per capita (US$) 4,060 Number of procedures 15Population 37,488,000 Time (days) 68Informal economy (% of income) 25.4 Cost (% of income per capita) 8.0Legal origin French Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 71 Number of procedures 32Conditions-of-employment index 81 Time (days) 300Flexibility-of-firing index 46 Cost (% of income per capita) 8.5Employment-law index 66 Procedural-complexity index 80Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 2.8Public registry coverage (borrowers/1,000 capita) 149 Cost to go through insolvency (% estate) 18Public-registry index 61 Absolute priority preserved 67Private credit-information bureau operates? Yes Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 475 Goals-of-insolvency index 43Creditor-rights index 1 Court-powers index 67ARMENIAEurope and Central AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 790 Number of procedures 10Population 3,088,000 Time (days) 25Informal economy (% of income) 46.3 Cost (% of income per capita) 8.7Legal origin Socialist Minimum capital (% of income per capita) 11.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 51 Number of procedures 22Conditions-of-employment index 84 Time (days) 65Flexibility-of-firing index 37 Cost (% of income per capita) 15.3Employment-law index 57 Procedural-complexity index 46Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 1.9Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 4Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 65Creditor-rights index 2 Court-powers index 33Note: .. means no data available.

Country TablesAUSTRALIAOECD: High IncomeEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 19,740 Number of procedures 2Population 19,386,820 Time (days) 2Informal economy (% of income) 15.3 Cost (% of income per capita) 2.0Legal origin English Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 11Conditions-of-employment index 61 Time (days) 320Flexibility-of-firing index 13 Cost (% of income per capita) 8.0Employment-law index 36 Procedural-complexity index 29Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 1.0Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 18Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 722 Goals-of-insolvency index 80Creditor-rights index 3 Court-powers index 0AUSTRIAOECD: High IncomeEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 23,390 Number of procedures 9Population 8,132,000 Time (days) 29Informal economy (% of income) 10.2 Cost (% of income per capita) 6.6Legal origin German Minimum capital (% of income per capita) 140.8Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 20Conditions-of-employment index 41 Time (days) 434Flexibility-of-firing index 14 Cost (% of income per capita) 1.0Employment-law index 30 Procedural-complexity index 54Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 1.3Public registry coverage (borrowers/1,000 capita) 9 Cost to go through insolvency (% estate) 18Public-registry index 66 Absolute priority preserved 67Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 308 Goals-of-insolvency index 71Creditor-rights index 3 Court-powers index 33135AZERBAIJANEurope and Central AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 710 Number of procedures 14Population 8,116,110 Time (days) 106Informal economy (% of income) 60.6 Cost (% of income per capita) 16.8Legal origin Socialist Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 71 Number of procedures 25Conditions-of-employment index 90 Time (days) 115Flexibility-of-firing index 27 Cost (% of income per capita) 3.3Employment-law index 63 Procedural-complexity index 53Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 2.6Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 8Public-registry index 0 Absolute priority preserved 67Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 49Creditor-rights index 3 Court-powers index 100Note: .. means no data available.

Doing Business in 2004BANGLADESHSouth AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 360 Number of procedures 7Population 133,345,160 Time (days) 30Informal economy (% of income) 35.6 Cost (% of income per capita) 75.5Legal origin English Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 15Conditions-of-employment index 85 Time (days) 270Flexibility-of-firing index 32 Cost (% of income per capita) 48.2Employment-law index 0 Procedural-complexity index 51Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) No practicePublic registry coverage (borrowers/1,000 capita) 1 Cost to go through insolvency (% estate) No practicePublic-registry index 51 Absolute priority preserved 100Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 25Creditor-rights index 2 Court-powers index 67BELARUSEurope and Central Asia136Economy CharacteristicsStarting a BusinessGNI per capita (US$) 1,360 Number of procedures 19Population 9,970,260 Time (days) 118Informal economy (% of income) 48.1 Cost (% of income per capita) 27.1Legal origin Socialist Minimum capital (% of income per capita) 110.7Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 71 Number of procedures 19Conditions-of-employment index 89 Time (days) 135Flexibility-of-firing index 71 Cost (% of income per capita) 43.6Employment-law index 77 Procedural-complexity index 56Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 2.1Public registry coverage (borrowers/1,000 capita) .. Cost to go through insolvency (% estate) 4Public-registry index 42 Absolute priority preserved 0Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 40Creditor-rights index 2 Court-powers index 67BELGIUMOECD: High IncomeEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 23,250 Number of procedures 7Population 10,286,000 Time (days) 56Informal economy (% of income) 23.2 Cost (% of income per capita) 11.3Legal origin French Minimum capital (% of income per capita) 75.1Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 22Conditions-of-employment index 90 Time (days) 365Flexibility-of-firing index 22 Cost (% of income per capita) 9.1Employment-law index 48 Procedural-complexity index 53Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 0.8Public registry coverage (borrowers/1,000 capita) 68 Cost to go through insolvency (% estate) 4Public-registry index 63 Absolute priority preserved 100Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 42 Goals-of-insolvency index 93Creditor-rights index 2 Court-powers index 67Note: .. means no data available.

Country TablesBENINSub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 380 Number of procedures 9Population 6,436,660 Time (days) 63Informal economy (% of income) 45.2 Cost (% of income per capita) 189.2Legal origin French Minimum capital (% of income per capita) 377.6Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 48 Number of procedures 44Conditions-of-employment index 86 Time (days) 248Flexibility-of-firing index 20 Cost (% of income per capita) 31.0Employment-law index 52 Procedural-complexity index 53Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 3.2Public registry coverage (borrowers/1,000 capita) 1 Cost to go through insolvency (% estate) 18Public-registry index 22 Absolute priority preserved 33Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 33Creditor-rights index 1 Court-powers index 100BOLIVIALatin America and CaribbeanEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 900 Number of procedures 18Population 8,515,220 Time (days) 67Informal economy (% of income) 67.1 Cost (% of income per capita) 166.6Legal origin French Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 58 Number of procedures 44Conditions-of-employment index 95 Time (days) 464Flexibility-of-firing index 45 Cost (% of income per capita) 5.3Employment-law index 66 Procedural-complexity index 78137Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 2.0Public registry coverage (borrowers/1,000 capita) 55 Cost to go through insolvency (% estate) 18Public-registry index 58 Absolute priority preserved 100Private credit-information bureau operates? Yes Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 134 Goals-of-insolvency index 53Creditor-rights index 2 Court-powers index 100BOSNIA AND HERZEGOVINAEurope and Central AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 1,270 Number of procedures 12Population 4,060,000 Time (days) 59Informal economy (% of income) 34.1 Cost (% of income per capita) 51.8Legal origin German Minimum capital (% of income per capita) 379.1Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 53 Number of procedures 31Conditions-of-employment index 63 Time (days) 630Flexibility-of-firing index 31 Cost (% of income per capita) 21.3Employment-law index 49 Procedural-complexity index 63Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 1.86Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 8Public-registry index 0 Absolute priority preserved 67Private credit-information bureau operates? Yes Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 67 Goals-of-insolvency index 51Creditor-rights index 3 Court-powers index 67Note: .. means no data available.

Doing Business in 2004BOTSWANASub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 2,980 Number of procedures 10Population 1,695,000 Time (days) 97Informal economy (% of income) 33.4 Cost (% of income per capita) 36.1Legal origin English Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 22Conditions-of-employment index 55 Time (days) 56Flexibility-of-firing index 17 Cost (% of income per capita) ..Employment-law index 35 Procedural-complexity index 52Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 2.2Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 18Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 382 Goals-of-insolvency index 77Creditor-rights index 3 Court-powers index 33BRAZILLatin America and Caribbean138Economy CharacteristicsStarting a BusinessGNI per capita (US$) 2,850 Number of procedures 15Population 172,386,000 Time (days) 152Informal economy (% of income) 39.8 Cost (% of income per capita) 11.6Legal origin French Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 78 Number of procedures 16Conditions-of-employment index 89 Time (days) 380Flexibility-of-firing index 68 Cost (% of income per capita) 2.4Employment-law index 78 Procedural-complexity index 48Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 10.0Public registry coverage (borrowers/1,000 capita) 44 Cost to go through insolvency (% estate) 8Public-registry index 50 Absolute priority preserved 33Private credit-information bureau operates? Yes Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 439 Goals-of-insolvency index 24Creditor-rights index 1 Court-powers index 67BULGARIAEurope and Central AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 1,790 Number of procedures 10Population 7,913,000 Time (days) 30Informal economy (% of income) 36.9 Cost (% of income per capita) 8.3Legal origin German Minimum capital (% of income per capita) 134.4Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 43 Number of procedures 26Conditions-of-employment index 90 Time (days) 410Flexibility-of-firing index 26 Cost (% of income per capita) 6.4Employment-law index 53 Procedural-complexity index 69Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 3.8Public registry coverage (borrowers/1,000 capita) 5 Cost to go through insolvency (% estate) 18Public-registry index 47 Absolute priority preserved 100Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 48Creditor-rights index 3 Court-powers index 67Note: .. means no data available.

Country TablesBURKINA FASOSub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 220 Number of procedures 15Population 11,552,570 Time (days) 136Informal economy (% of income) 38.4 Cost (% of income per capita) 325.2Legal origin French Minimum capital (% of income per capita) 652.2Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 53 Number of procedures 24Conditions-of-employment index 79 Time (days) 376Flexibility-of-firing index 27 Cost (% of income per capita) 172.8Employment-law index 53 Procedural-complexity index 71Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 4.0Public registry coverage (borrowers/1,000 capita) 1 Cost to go through insolvency (% estate) 8Public-registry index 22 Absolute priority preserved 0Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 29Creditor-rights index 1 Court-powers index 100BURUNDISub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 100 Number of procedures ..Population 6,938,010 Time (days) ..Informal economy (% of income) .. Cost (% of income per capita) ..Legal origin French Minimum capital (% of income per capita) ..Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 58 Number of procedures 62Conditions-of-employment index 76 Time (days) 367Flexibility-of-firing index 51 Cost (% of income per capita) 27.6Employment-law index 62 Procedural-complexity index 58139Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) No practicePublic registry coverage (borrowers/1,000 capita) 1 Cost to go through insolvency (% estate) No practicePublic-registry index 49 Absolute priority preserved 33Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 8Creditor-rights index 1 Court-powers index 67CAMBODIAEast Asia and PacificEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 280 Number of procedures 11Population 12,265,220 Time (days) 94Informal economy (% of income) .. Cost (% of income per capita) 553.8Legal origin French Minimum capital (% of income per capita) 1825.8Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 20Conditions-of-employment index 81 Time (days) 210Flexibility-of-firing index 49 Cost (% of income per capita) 268.5Employment-law index 54 Procedural-complexity index 78Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) No practicePublic registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) No practicePublic-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 25Creditor-rights index 2 Court-powers index 67Note: .. means no data available.

Doing Business in 2004CAMEROONSub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 560 Number of procedures 12Population 15,197,470 Time (days) 37Informal economy (% of income) 32.8 Cost (% of income per capita) 190.7Legal origin French Minimum capital (% of income per capita) 243.6Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 48 Number of procedures 46Conditions-of-employment index 43 Time (days) 548Flexibility-of-firing index 39 Cost (% of income per capita) 62.9Employment-law index 44 Procedural-complexity index 63Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 2.0Public registry coverage (borrowers/1,000 capita)

Country TablesCHADSub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 220 Number of procedures 19Population 7,916,010 Time (days) 73Informal economy (% of income) .. Cost (% of income per capita) 395.3Legal origin French Minimum capital (% of income per capita) 652.2Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 78 Number of procedures 50Conditions-of-employment index 93 Time (days) 604Flexibility-of-firing index 27 Cost (% of income per capita) 58.4Employment-law index 66 Procedural-complexity index 72Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 10.0Public registry coverage (borrowers/1,000 capita)

Doing Business in 2004COLOMBIALatin America and CaribbeanEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 1,830 Number of procedures 19Population 43,035,168 Time (days) 60Informal economy (% of income) 39.1 Cost (% of income per capita) 27.2Legal origin French Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 37Conditions-of-employment index 85 Time (days) 527Flexibility-of-firing index 60 Cost (% of income per capita) 5.9Employment-law index 59 Procedural-complexity index 56Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 3.0Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 1Public-registry index 0 Absolute priority preserved 33Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 187 Goals-of-insolvency index 77Creditor-rights index 0 Court-powers index 33CONGO, DEM. REP. ofSub-Saharan Africa142Economy CharacteristicsStarting a BusinessGNI per capita (US$) 90 Number of procedures 13Population 52,354,100 Time (days) 215Informal economy (% of income) .. Cost (% of income per capita) 871.9Legal origin French Minimum capital (% of income per capita) 320.7Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 73 Number of procedures 55Conditions-of-employment index 63 Time (days) 414Flexibility-of-firing index 43 Cost (% of income per capita) 92.3Employment-law index 60 Procedural-complexity index 54Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) No practicePublic registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) No practicePublic-registry index 0 Absolute priority preserved 33Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 8Creditor-rights index 2 Court-powers index 33CONGO, REP. ofSub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 700 Number of procedures 8Population 3,103,350 Time (days) 67Informal economy (% of income) .. Cost (% of income per capita) 271.0Legal origin French Minimum capital (% of income per capita) 205.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 53 Number of procedures 44Conditions-of-employment index 78 Time (days) 500Flexibility-of-firing index 49 Cost (% of income per capita) 51.0Employment-law index 60 Procedural-complexity index 67Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 3.0Public registry coverage (borrowers/1,000 capita)

Country TablesCOSTA RICALatin America and CaribbeanEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 4,100 Number of procedures 11Population 3,873,000 Time (days) 80Informal economy (% of income) 26.2 Cost (% of income per capita) 21.4Legal origin French Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 58 Number of procedures 21Conditions-of-employment index 83 Time (days) 370Flexibility-of-firing index 46 Cost (% of income per capita) 22.6Employment-law index 63 Procedural-complexity index 86Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 2.5Public registry coverage (borrowers/1,000 capita) 7 Cost to go through insolvency (% estate) 18Public-registry index 44 Absolute priority preserved 67Private credit-information bureau operates? Yes Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 55 Goals-of-insolvency index 43Creditor-rights index 1 Court-powers index 100CÔTE D’IVOIRESub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 610 Number of procedures 10Population 16,410,080 Time (days) 77Informal economy (% of income) 39.9 Cost (% of income per capita) 143.1Legal origin French Minimum capital (% of income per capita) 235.2Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 53 Number of procedures 18Conditions-of-employment index 61 Time (days) 150Flexibility-of-firing index 45 Cost (% of income per capita) 83.3Employment-law index 53 Procedural-complexity index 57143Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 2.2Public registry coverage (borrowers/1,000 capita) 1 Cost to go through insolvency (% estate) 18Public-registry index 22 Absolute priority preserved 67Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 44Creditor-rights index 1 Court-powers index 100CROATIAEurope and Central AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 4,640 Number of procedures 13Population 4,380,780 Time (days) 50Informal economy (% of income) 33.4 Cost (% of income per capita) 18.2Legal origin German Minimum capital (% of income per capita) 50.7Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 76 Number of procedures 20Conditions-of-employment index 89 Time (days) 330Flexibility-of-firing index 31 Cost (% of income per capita) 6.6Employment-law index 65 Procedural-complexity index 50Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 3.1Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 18Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 50Creditor-rights index 3 Court-powers index 67Note: .. means no data available.

Doing Business in 2004CZECH REPUBLICEurope and Central AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 5,560 Number of procedures 10Population 10,224,000 Time (days) 88Informal economy (% of income) 19.1 Cost (% of income per capita) 11.7Legal origin German Minimum capital (% of income per capita) 110.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 17 Number of procedures 16Conditions-of-employment index 63 Time (days) 270Flexibility-of-firing index 27 Cost (% of income per capita) 18.5Employment-law index 36 Procedural-complexity index 65Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 9.2Public registry coverage (borrowers/1,000 capita) 10 Cost to go through insolvency (% estate) 38Public-registry index 60 Absolute priority preserved 67Private credit-information bureau operates? Yes Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 136 Goals-of-insolvency index 22Creditor-rights index 3 Court-powers index 0DENMARKOECD: High Income144Economy CharacteristicsStarting a BusinessGNI per capita (US$) 30,290 Number of procedures 4Population 5,359,000 Time (days) 4Informal economy (% of income) 18.2 Cost (% of income per capita) 0.0Legal origin Nordic Minimum capital (% of income per capita) 52.3Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 14Conditions-of-employment index 25 Time (days) 83Flexibility-of-firing index 17 Cost (% of income per capita) 3.8Employment-law index 25 Procedural-complexity index 40Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 4.2Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 8Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 58 Goals-of-insolvency index 79Creditor-rights index 3 Court-powers index 33DOMINICAN REPUBLICLatin America and CaribbeanEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 2,320 Number of procedures 12Population 8,505,200 Time (days) 78Informal economy (% of income) 32.1 Cost (% of income per capita) 48.1Legal origin French Minimum capital (% of income per capita) 23.2Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 19Conditions-of-employment index 79 Time (days) 495Flexibility-of-firing index 35 Cost (% of income per capita) 440.5Employment-law index 49 Procedural-complexity index 69Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 3.5Public registry coverage (borrowers/1,000 capita) .. Cost to go through insolvency (% estate) 4Public-registry index 42 Absolute priority preserved 0Private credit-information bureau operates? Yes Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 423 Goals-of-insolvency index 37Creditor-rights index 2 Court-powers index 67Note: .. means no data available.

Country TablesECUADORLatin America and CaribbeanEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 1,450 Number of procedures 14Population 12,879,000 Time (days) 90Informal economy (% of income) 34.4 Cost (% of income per capita) 63.0Legal origin French Minimum capital (% of income per capita) 27.6Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 37 Number of procedures 33Conditions-of-employment index 63 Time (days) 333Flexibility-of-firing index 65 Cost (% of income per capita) 10.5Employment-law index 55 Procedural-complexity index 72Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 3.5Public registry coverage (borrowers/1,000 capita) 82 Cost to go through insolvency (% estate) 18Public-registry index 55 Absolute priority preserved 0Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 24Creditor-rights index 1 Court-powers index 67EGYPT, ARAB REP. ofMiddle East and North AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 1,470 Number of procedures 13Population 65,176,940 Time (days) 43Informal economy (% of income) 35.1 Cost (% of income per capita) 61.2Legal origin French Minimum capital (% of income per capita) 788.6Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 19Conditions-of-employment index 83 Time (days) 202Flexibility-of-firing index 61 Cost (% of income per capita) 30.7Employment-law index 59 Procedural-complexity index 50Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 4.3Public registry coverage (borrowers/1,000 capita) .. Cost to go through insolvency (% estate) 18Public-registry index 48 Absolute priority preserved 67Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 39Creditor-rights index 1 Court-powers index 67145EL SALVADORLatin America and CaribbeanEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 2,080 Number of procedures 12Population 6,400,000 Time (days) 115Informal economy (% of income) .. Cost (% of income per capita) 129.3Legal origin French Minimum capital (% of income per capita) 549.5Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 81 Number of procedures 42Conditions-of-employment index 75 Time (days) 240Flexibility-of-firing index 52 Cost (% of income per capita) 7.3Employment-law index 69 Procedural-complexity index 81Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) No practicePublic registry coverage (borrowers/1,000 capita) 130 Cost to go through insolvency (% estate) No practicePublic-registry index 50 Absolute priority preserved 67Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 128 Goals-of-insolvency index 42Creditor-rights index 3 Court-powers index 67Note: .. means no data available.

Doing Business in 2004ETHIOPIASub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 100 Number of procedures 8Population 65,816,048 Time (days) 44Informal economy (% of income) 40.3 Cost (% of income per capita) 421.6Legal origin English Minimum capital (% of income per capita) 1756.1Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 58 Number of procedures 24Conditions-of-employment index 67 Time (days) 895Flexibility-of-firing index 29 Cost (% of income per capita) 34.6Employment-law index 51 Procedural-complexity index 52Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 2.2Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 8Public-registry index 0 Absolute priority preserved 67Private credit-information bureau operates? No Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 75Creditor-rights index 3 Court-powers index 33FINLANDOECD: High Income146Economy CharacteristicsStarting a BusinessGNI per capita (US$) 23,510 Number of procedures 4Population 5,188,000 Time (days) 33Informal economy (% of income) 18.3 Cost (% of income per capita) 3.1Legal origin Nordic Minimum capital (% of income per capita) 32.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 71 Number of procedures 19Conditions-of-employment index 43 Time (days) 240Flexibility-of-firing index 52 Cost (% of income per capita) 15.8Employment-law index 55 Procedural-complexity index 48Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 0.9Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 1Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 96 Goals-of-insolvency index 99Creditor-rights index 1 Court-powers index 0FRANCEOECD: High IncomeEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 22,010 Number of procedures 10Population 59,190,600 Time (days) 53Informal economy (% of income) 15.3 Cost (% of income per capita) 3.0Legal origin French Minimum capital (% of income per capita) 32.1Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 63 Number of procedures 21Conditions-of-employment index 61 Time (days) 210Flexibility-of-firing index 26 Cost (% of income per capita) 3.8Employment-law index 50 Procedural-complexity index 79Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 2.4Public registry coverage (borrowers/1,000 capita) 12 Cost to go through insolvency (% estate) 18Public-registry index 53 Absolute priority preserved 67Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 43Creditor-rights index 0 Court-powers index 100Note: .. means no data available.

Country TablesGEORGIAEurope and Central AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 650 Number of procedures 9Population 5,224,000 Time (days) 30Informal economy (% of income) 67.3 Cost (% of income per capita) 26.3Legal origin Socialist Minimum capital (% of income per capita) 140.1Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 51 Number of procedures 17Conditions-of-employment index 66 Time (days) 180Flexibility-of-firing index 49 Cost (% of income per capita) 63.1Employment-law index 55 Procedural-complexity index 48Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 3.2Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 1Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 69Creditor-rights index 2 Court-powers index 33GERMANYOECD: High IncomeEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 22,670 Number of procedures 9Population 82,333,000 Time (days) 45Informal economy (% of income) 16.3 Cost (% of income per capita) 5.9Legal origin German Minimum capital (% of income per capita) 103.8Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 63 Number of procedures 22Conditions-of-employment index 46 Time (days) 154Flexibility-of-firing index 45 Cost (% of income per capita) 6.0Employment-law index 51 Procedural-complexity index 61Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 1.2Public registry coverage (borrowers/1,000 capita) 5 Cost to go through insolvency (% estate) 8Public-registry index 44 Absolute priority preserved 100Private credit-information bureau operates? Yes Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 693 Goals-of-insolvency index 61Creditor-rights index 3 Court-powers index 33147GHANASub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 270 Number of procedures 10Population 19,707,740 Time (days) 84Informal economy (% of income) 38.4 Cost (% of income per capita) 111.7Legal origin English Minimum capital (% of income per capita) 1.2Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 21Conditions-of-employment index 56 Time (days) 90Flexibility-of-firing index 17 Cost (% of income per capita) 23.8Employment-law index 35 Procedural-complexity index 33Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) No practicePublic registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) No practicePublic-registry index 0 Absolute priority preserved 67Private credit-information bureau operates? Yes Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita)

Doing Business in 2004GREECEOECD: High IncomeEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 11,660 Number of procedures 16Population 10,590,870 Time (days) 45Informal economy (% of income) 28.6 Cost (% of income per capita) 69.6Legal origin French Minimum capital (% of income per capita) 145.3Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 78 Number of procedures 15Conditions-of-employment index 81 Time (days) 315Flexibility-of-firing index 43 Cost (% of income per capita) 8.2Employment-law index 67 Procedural-complexity index 64Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 2.2Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 8Public-registry index 0 Absolute priority preserved 33Private credit-information bureau operates? Yes Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 86 Goals-of-insolvency index 42Creditor-rights index 1 Court-powers index 33GUATEMALALatin America and Carribean148Economy CharacteristicsStarting a BusinessGNI per capita (US$) 1,750 Number of procedures 13Population 11,683,000 Time (days) 39Informal economy (% of income) 51.5 Cost (% of income per capita) 66.7Legal origin French Minimum capital (% of income per capita) 36.5Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 58 Number of procedures 19Conditions-of-employment index 85 Time (days) 1460Flexibility-of-firing index 51 Cost (% of income per capita) 20.0Employment-law index 65 Procedural-complexity index 90Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 4.0Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 18Public-registry index 0 Absolute priority preserved 67Private credit-information bureau operates? Yes Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 35 Goals-of-insolvency index 40Creditor-rights index 1 Court-powers index 67GUINEASub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 150 Number of procedures 13Population 1,225,620 Time (days) 71Informal economy (% of income) .. Cost (% of income per capita) 229.4Legal origin French Minimum capital (% of income per capita) 396.6Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 78 Number of procedures 41Conditions-of-employment index 44 Time (days) 150Flexibility-of-firing index 57 Cost (% of income per capita) 40.0Employment-law index 60 Procedural-complexity index 77Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) No practicePublic registry coverage (borrowers/1,000 capita) .. Cost to go through insolvency (% estate) No practicePublic-registry index .. Absolute priority preserved 33Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 8Creditor-rights index 1 Court-powers index 100Note: .. means no data available.

Country TablesHAITILatin America and CaribbeanEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 440 Number of procedures 12Population 8,132,000 Time (days) 203Informal economy (% of income) .. Cost (% of income per capita) 198.9Legal origin French Minimum capital (% of income per capita) 209.8Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 58 Number of procedures 41Conditions-of-employment index 85 Time (days) 76Flexibility-of-firing index 35 Cost (% of income per capita) 18.4Employment-law index 60 Procedural-complexity index 69Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) No practicePublic registry coverage (borrowers/1,000 capita) 1 Cost to go through insolvency (% estate) No practicePublic-registry index 59 Absolute priority preserved 67Private credit-information bureau operates? No Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 42Creditor-rights index 2 Court-powers index 67HONDURASLatin America and CaribbeanEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 920 Number of procedures 14Population 6,584,730 Time (days) 80Informal economy (% of income) 49.6 Cost (% of income per capita) 72.8Legal origin French Minimum capital (% of income per capita) 165.4Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 32Conditions-of-employment index 87 Time (days) 225Flexibility-of-firing index 47 Cost (% of income per capita) 6.7Employment-law index 56 Procedural-complexity index 72Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) No practicePublic registry coverage (borrowers/1,000 capita) 45 Cost to go through insolvency (% estate) No practicePublic-registry index 42 Absolute priority preserved 67Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 17Creditor-rights index 2 Court-powers index 67149HONG KONG, CHINAEast Asia and PacificEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 24,750 Number of procedures 5Population 6,725,000 Time (days) 11Informal economy (% of income) 16.6 Cost (% of income per capita) 2.3Legal origin English Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 58 Number of procedures 17Conditions-of-employment index 22 Time (days) 180Flexibility-of-firing index 1 Cost (% of income per capita) 6.9Employment-law index 27 Procedural-complexity index 50Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 1.0Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 18Public-registry index 0 Absolute priority preserved 33Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 200 Goals-of-insolvency index 63Creditor-rights index 4 Court-powers index 67Note: .. means no data available.

Doing Business in 2004HUNGARYEurope and Central AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 5,280 Number of procedures 5Population 10,187,000 Time (days) 65Informal economy (% of income) 25.1 Cost (% of income per capita) 64.3Legal origin German Minimum capital (% of income per capita) 220.3Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 46 Number of procedures 17Conditions-of-employment index 92 Time (days) 365Flexibility-of-firing index 23 Cost (% of income per capita) 5.4Employment-law index 54 Procedural-complexity index 57Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 2.0Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 38Public-registry index 0 Absolute priority preserved 67Private credit-information bureau operates? Yes Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 15 Goals-of-insolvency index 38Creditor-rights index 2 Court-powers index 33INDIASouth Asia150Economy CharacteristicsStarting a BusinessGNI per capita (US$) 480 Number of procedures 10Population 1,032,354,600 Time (days) 88Informal economy (% of income) 23.1 Cost (% of income per capita) 49.8Legal origin English Minimum capital (% of income per capita) 430.4Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 22Conditions-of-employment index 75 Time (days) 365Flexibility-of-firing index 45 Cost (% of income per capita) 95.0Employment-law index 51 Procedural-complexity index 50Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 11.3Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 8Public-registry index 0 Absolute priority preserved 33Private credit-information bureau operates? Developing Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 21Creditor-rights index 3 Court-powers index 33INDONESIAEast Asia and PacificEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 710 Number of procedures 11Population 208,981,000 Time (days) 168Informal economy (% of income) 19.4 Cost (% of income per capita) 14.5Legal origin French Minimum capital (% of income per capita) 302.5Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 76 Number of procedures 29Conditions-of-employment index 53 Time (days) 225Flexibility-of-firing index 43 Cost (% of income per capita) 269.0Employment-law index 57 Procedural-complexity index 67Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 6.0Public registry coverage (borrowers/1,000 capita) 3 Cost to go through insolvency (% estate) 18Public-registry index 61 Absolute priority preserved 67Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 35Creditor-rights index 2 Court-powers index 100Note: .. means no data available.

Country TablesIRAN, ISLAMIC REP. ofMiddle East and North AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 1,710 Number of procedures 9Population 64,528,160 Time (days) 48Informal economy (% of income) 18.9 Cost (% of income per capita) 6.6Legal origin English Minimum capital (% of income per capita) 7.4Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 23Conditions-of-employment index 77 Time (days) 150Flexibility-of-firing index 47 Cost (% of income per capita) 5.8Employment-law index 52 Procedural-complexity index 67Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 1.8Public registry coverage (borrowers/1,000 capita) .. Cost to go through insolvency (% estate) 8Public-registry index 45 Absolute priority preserved 100Private credit-information bureau operates? No Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 84Creditor-rights index 2 Court-powers index 67IRELANDOECD: High IncomeEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 23,870 Number of procedures 3Population 3,839,000 Time (days) 12Informal economy (% of income) 15.8 Cost (% of income per capita) 10.4Legal origin English Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 48 Number of procedures 16Conditions-of-employment index 68 Time (days) 183Flexibility-of-firing index 30 Cost (% of income per capita) 7.2Employment-law index 49 Procedural-complexity index 42Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 0.4Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 8Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 730 Goals-of-insolvency index 88Creditor-rights index 1 Court-powers index 33151ISRAELMiddle East and North AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 16,710 Number of procedures 5Population 6,362,950 Time (days) 34Informal economy (% of income) 21.9 Cost (% of income per capita) 4.7Legal origin English Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 19Conditions-of-employment index 64 Time (days) 315Flexibility-of-firing index 16 Cost (% of income per capita) 34.1Employment-law index 38 Procedural-complexity index 51Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 4.0Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 38Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 47 Goals-of-insolvency index 67Creditor-rights index 3 Court-powers index 67Note: .. means no data available.

Doing Business in 2004ITALYOECD: High IncomeEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 18,960 Number of procedures 9Population 57,948,000 Time (days) 23Informal economy (% of income) 27 Cost (% of income per capita) 24.1Legal origin French Minimum capital (% of income per capita) 49.6Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 76 Number of procedures 16Conditions-of-employment index 62 Time (days) 645Flexibility-of-firing index 40 Cost (% of income per capita) 3.9Employment-law index 59 Procedural-complexity index 64Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 1.3Public registry coverage (borrowers/1,000 capita) 55 Cost to go through insolvency (% estate) 18Public-registry index 61 Absolute priority preserved 67Private credit-information bureau operates? Yes Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 416 Goals-of-insolvency index 46Creditor-rights index 1 Court-powers index 33JAMAICALatin America and Caribbean152Economy CharacteristicsStarting a BusinessGNI per capita (US$) 2,820 Number of procedures 7Population 2,590,000 Time (days) 31Informal economy (% of income) 36.4 Cost (% of income per capita) 16.2Legal origin English Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 14Conditions-of-employment index 52 Time (days) 202Flexibility-of-firing index 18 Cost (% of income per capita) 42.1Employment-law index 34 Procedural-complexity index 38Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 1.1Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 18Public-registry index 0 Absolute priority preserved 33Private credit-information bureau operates? No Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 63Creditor-rights index 2 Court-powers index 67JAPANOECD: High IncomeEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 33,550 Number of procedures 11Population 127,034,880 Time (days) 31Informal economy (% of income) 11.3 Cost (% of income per capita) 10.5Legal origin German Minimum capital (% of income per capita) 71.3Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 39 Number of procedures 16Conditions-of-employment index 64 Time (days) 60Flexibility-of-firing index 9 Cost (% of income per capita) 6.4Employment-law index 37 Procedural-complexity index 39Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 0.6Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 4Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 777 Goals-of-insolvency index 93Creditor-rights index 2 Court-powers index 33Note: .. means no data available.

Country TablesJORDANMiddle East and North AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 1,760 Number of procedures 14Population 5,030,800 Time (days) 98Informal economy (% of income) 19.4 Cost (% of income per capita) 49.8Legal origin French Minimum capital (% of income per capita) 2404.2Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 32Conditions-of-employment index 82 Time (days) 147Flexibility-of-firing index 64 Cost (% of income per capita) 0.3Employment-law index 60 Procedural-complexity index 49Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 4.3Public registry coverage (borrowers/1,000 capita) 19 Cost to go through insolvency (% estate) 8Public-registry index 47 Absolute priority preserved 33Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 37Creditor-rights index 1 Court-powers index 33KAZAKHSTANEurope and Central AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 1,510 Number of procedures 10Population 14,895,310 Time (days) 25Informal economy (% of income) 43.2 Cost (% of income per capita) 10.1Legal origin Socialist Minimum capital (% of income per capita) 35.2Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 41Conditions-of-employment index 89 Time (days) 120Flexibility-of-firing index 42 Cost (% of income per capita) 7.9Employment-law index 55 Procedural-complexity index 65Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 3.3Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 18Public-registry index 0 Absolute priority preserved 67Private credit-information bureau operates? No Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 66Creditor-rights index 2 Court-powers index 67153KENYASub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 360 Number of procedures 11Population 30,735,760 Time (days) 61Informal economy (% of income) 34.3 Cost (% of income per capita) 54.0Legal origin English Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 25Conditions-of-employment index 53 Time (days) 255Flexibility-of-firing index 16 Cost (% of income per capita) 49.5Employment-law index 34 Procedural-complexity index 44Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 4.6Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 18Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? Yes Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 309 Goals-of-insolvency index 47Creditor-rights index 4 Court-powers index 33Note: .. means no data available.

Doing Business in 2004KOREA, REP. ofOECD: High IncomeEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 9,930 Number of procedures 12Population 47,343,000 Time (days) 33Informal economy (% of income) 27.5 Cost (% of income per capita) 17.9Legal origin German Minimum capital (% of income per capita) 402.5Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 23Conditions-of-employment index 88 Time (days) 75Flexibility-of-firing index 32 Cost (% of income per capita) 4.5Employment-law index 51 Procedural-complexity index 50Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 1.47Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 4Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 530 Goals-of-insolvency index 91Creditor-rights index 3 Court-powers index 67KUWAITMiddle East and North Africa154Economy CharacteristicsStarting a BusinessGNI per capita (US$) .. Number of procedures 13Population 2,044,270 Time (days) 34Informal economy (% of income) .. Cost (% of income per capita) 1.8Legal origin French Minimum capital (% of income per capita) 910.6Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 17Conditions-of-employment index 40 Time (days) 195Flexibility-of-firing index 50 Cost (% of income per capita) 4.4Employment-law index 41 Procedural-complexity index 76Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 4.2Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 1Public-registry index 0 Absolute priority preserved 67Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 147 Goals-of-insolvency index 83Creditor-rights index 2 Court-powers index 67KYRGYZ REPUBLICEurope and Central AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 290 Number of procedures 9Population 4,955,000 Time (days) 26Informal economy (% of income) 39.8 Cost (% of income per capita) 13.4Legal origin Socialist Minimum capital (% of income per capita) 74.8Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 71 Number of procedures 44Conditions-of-employment index 90 Time (days) 365Flexibility-of-firing index 33 Cost (% of income per capita) 254.7Employment-law index 64 Procedural-complexity index 48Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 4.0Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 4Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 61Creditor-rights index 3 Court-powers index 33Note: .. means no data available.

Country TablesLAO PDREast Asia and PacificEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 310 Number of procedures 9Population 5,403,170 Time (days) 198Informal economy (% of income) .. Cost (% of income per capita) 19.5Legal origin French Minimum capital (% of income per capita) 150.7Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures ..Conditions-of-employment index 87 Time (days) ..Flexibility-of-firing index 44 Cost (% of income per capita) ..Employment-law index 54 Procedural-complexity index ..Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) No practicePublic registry coverage (borrowers/1,000 capita) .. Cost to go through insolvency (% estate) No practicePublic-registry index .. Absolute priority preserved 0Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 14Creditor-rights index 0 Court-powers index 67LATVIAEurope and Central AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 3,480 Number of procedures 7Population 2,359,000 Time (days) 11Informal economy (% of income) 39.9 Cost (% of income per capita) 14.7Legal origin German Minimum capital (% of income per capita) 93.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 58 Number of procedures 19Conditions-of-employment index 87 Time (days) 189Flexibility-of-firing index 42 Cost (% of income per capita) 7.5Employment-law index 62 Procedural-complexity index 56Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 1.2Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 4Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? No Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 92Creditor-rights index 3 Court-powers index 67155LEBANONMiddle East and North AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 3,990 Number of procedures 6Population 4,384,680 Time (days) 46Informal economy (% of income) 34.1 Cost (% of income per capita) 129.9Legal origin French Minimum capital (% of income per capita) 83.1Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 53 Number of procedures 27Conditions-of-employment index 50 Time (days) 721Flexibility-of-firing index 35 Cost (% of income per capita) 54.3Employment-law index 46 Procedural-complexity index 67Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 4.0Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 18Public-registry index 0 Absolute priority preserved 33Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 31Creditor-rights index 4 Court-powers index 67Note: .. means no data available.

Doing Business in 2004LESOTHOSub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 470 Number of procedures 9Population 2,061,730 Time (days) 92Informal economy (% of income) .. Cost (% of income per capita) 67.4Legal origin English Minimum capital (% of income per capita) 20.2Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 58 Number of procedures ..Conditions-of-employment index 51 Time (days) ..Flexibility-of-firing index 25 Cost (% of income per capita) ..Employment-law index 45 Procedural-complexity index ..Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) ..Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) ..Public-registry index 0 Absolute priority preserved ..Private credit-information bureau operates? No Efficient outcome achieved ..Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index ..Creditor-rights index 2 Court-powers index ..LITHUANIAEurope and Central Asia156Economy CharacteristicsStarting a BusinessGNI per capita (US$) 3,660 Number of procedures 9Population 3,482,000 Time (days) 26Informal economy (% of income) 30.3 Cost (% of income per capita) 6.3Legal origin French Minimum capital (% of income per capita) 74.4Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 71 Number of procedures 17Conditions-of-employment index 90 Time (days) 74Flexibility-of-firing index 31 Cost (% of income per capita) 13.0Employment-law index 64 Procedural-complexity index 58Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 1.2Public registry coverage (borrowers/1,000 capita) 7 Cost to go through insolvency (% estate) 18Public-registry index 63 Absolute priority preserved 100Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 54Creditor-rights index 2 Court-powers index 67MACEDONIA, FYREurope and Central AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 1,700 Number of procedures 13Population 2,035,000 Time (days) 48Informal economy (% of income) .. Cost (% of income per capita) 13.1Legal origin German Minimum capital (% of income per capita) 138.4Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 65 Number of procedures 27Conditions-of-employment index 53 Time (days) 509Flexibility-of-firing index 32 Cost (% of income per capita) 43.0Employment-law index 50 Procedural-complexity index 67Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 3.6Public registry coverage (borrowers/1,000 capita) 2 Cost to go through insolvency (% estate) 38Public-registry index 42 Absolute priority preserved 67Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 34Creditor-rights index 3 Court-powers index 67Note: .. means no data available.

Country TablesMADAGASCARSub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 240 Number of procedures 15Population 15,975,750 Time (days) 67Informal economy (% of income) 39.6 Cost (% of income per capita) 62.8Legal origin French Minimum capital (% of income per capita) 30.5Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 48 Number of procedures 29Conditions-of-employment index 86 Time (days) 166Flexibility-of-firing index 49 Cost (% of income per capita) 120.2Employment-law index 61 Procedural-complexity index 63Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) No practicePublic registry coverage (borrowers/1,000 capita) 2 Cost to go through insolvency (% estate) No practicePublic-registry index 46 Absolute priority preserved 100Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 25Creditor-rights index 2 Court-powers index 67MALAWISub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 160 Number of procedures 11Population 10,526,300 Time (days) 45Informal economy (% of income) 40.3 Cost (% of income per capita) 125.4Legal origin English Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 16Conditions-of-employment index 68 Time (days) 108Flexibility-of-firing index 54 Cost (% of income per capita) 520.6Employment-law index 52 Procedural-complexity index 48Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 2.8Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 8Public-registry index 0 Absolute priority preserved 33Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 40Creditor-rights index 2 Court-powers index 67157MALAYSIAEast Asia and PacificEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 3,540 Number of procedures 8Population 23,802,360 Time (days) 31Informal economy (% of income) 31.1 Cost (% of income per capita) 27.1Legal origin English Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 22Conditions-of-employment index 26 Time (days) 270Flexibility-of-firing index 15 Cost (% of income per capita) 19.4Employment-law index 25 Procedural-complexity index 41Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 2.2Public registry coverage (borrowers/1,000 capita) 105 Cost to go through insolvency (% estate) 18Public-registry index 59 Absolute priority preserved 100Private credit-information bureau operates? Yes Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 461 Goals-of-insolvency index 52Creditor-rights index 2 Court-powers index 33Note: .. means no data available.

Doing Business in 2004MALISub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 240 Number of procedures 13Population 11,094,340 Time (days) 61Informal economy (% of income) 41 Cost (% of income per capita) 232.2Legal origin French Minimum capital (% of income per capita) 597.8Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 53 Number of procedures 27Conditions-of-employment index 86 Time (days) 150Flexibility-of-firing index 23 Cost (% of income per capita) 7.0Employment-law index 54 Procedural-complexity index 71Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 3.5Public registry coverage (borrowers/1,000 capita) 1 Cost to go through insolvency (% estate) 18Public-registry index 22 Absolute priority preserved 33Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 32Creditor-rights index 1 Court-powers index 100MAURITANIASub-Saharan Africa158Economy CharacteristicsStarting a BusinessGNI per capita (US$) 410 Number of procedures 11Population 2,749,150 Time (days) 73Informal economy (% of income) .. Cost (% of income per capita) 110.2Legal origin French Minimum capital (% of income per capita) 896.7Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 62 Number of procedures ..Conditions-of-employment index 47 Time (days) ..Flexibility-of-firing index 66 Cost (% of income per capita) ..Employment-law index 59 Procedural-complexity index ..Getting CreditClosing a BusinessPublic credit registry operates? .. Time to go through insolvency (years) 8.0Public registry coverage (borrowers/1,000 capita) .. Cost to go through insolvency (% estate) 8Public-registry index .. Absolute priority preserved 33Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 28Creditor-rights index 3 Court-powers index 67MEXICOLatin America and CaribbeanEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 5,910 Number of procedures 7Population 99,419,688 Time (days) 51Informal economy (% of income) 30.1 Cost (% of income per capita) 18.8Legal origin French Minimum capital (% of income per capita) 87.6Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 81 Number of procedures 47Conditions-of-employment index 81 Time (days) 325Flexibility-of-firing index 70 Cost (% of income per capita) 10.0Employment-law index 77 Procedural-complexity index 62Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 2.0Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 18Public-registry index 0 Absolute priority preserved 33Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 382 Goals-of-insolvency index 61Creditor-rights index 0 Court-powers index 67Note: .. means no data available.

Country TablesMOLDOVAEurope and Central AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 460 Number of procedures 11Population 4,270,000 Time (days) 42Informal economy (% of income) 45.1 Cost (% of income per capita) 26.2Legal origin Socialist Minimum capital (% of income per capita) 86.3Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 71 Number of procedures 36Conditions-of-employment index 75 Time (days) 210Flexibility-of-firing index 54 Cost (% of income per capita) 14.2Employment-law index 67 Procedural-complexity index 48Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 2.8Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 8Public-registry index 0 Absolute priority preserved 67Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 49Creditor-rights index 2 Court-powers index 67MONGOLIAEast Asia and PacificEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 440 Number of procedures 8Population 2,421,360 Time (days) 31Informal economy (% of income) 18.4 Cost (% of income per capita) 12.0Legal origin Socialist Minimum capital (% of income per capita) 2046.9Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 26Conditions-of-employment index 90 Time (days) 224Flexibility-of-firing index 25 Cost (% of income per capita) 1.8Employment-law index 50 Procedural-complexity index 71Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 4.0Public registry coverage (borrowers/1,000 capita) 15 Cost to go through insolvency (% estate) 8Public-registry index 68 Absolute priority preserved 100Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 54Creditor-rights index 1 Court-powers index 67159MOROCCOMiddle East and North AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 1,190 Number of procedures 11Population 29,170,000 Time (days) 36Informal economy (% of income) 36.4 Cost (% of income per capita) 19.1Legal origin French Minimum capital (% of income per capita) 762.5Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 56 Number of procedures 17Conditions-of-employment index 63 Time (days) 192Flexibility-of-firing index 33 Cost (% of income per capita) 9.1Employment-law index 51 Procedural-complexity index 69Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 1.9Public registry coverage (borrowers/1,000 capita) .. Cost to go through insolvency (% estate) 18Public-registry index 33 Absolute priority preserved 33Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 36Creditor-rights index 1 Court-powers index 100Note: .. means no data available.

Doing Business in 2004MOZAMBIQUESub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 210 Number of procedures 15Population 18,071,160 Time (days) 153Informal economy (% of income) 40.3 Cost (% of income per capita) 99.6Legal origin French Minimum capital (% of income per capita) 30.2Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 73 Number of procedures 18Conditions-of-employment index 85 Time (days) 540Flexibility-of-firing index 64 Cost (% of income per capita) 9.1Employment-law index 74 Procedural-complexity index 71Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) No practicePublic registry coverage (borrowers/1,000 capita) 1 Cost to go through insolvency (% estate) No practicePublic-registry index 52 Absolute priority preserved 100Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 25Creditor-rights index 2 Court-powers index 67NAMIBIASub-Saharan Africa160Economy CharacteristicsStarting a BusinessGNI per capita (US$) 1,780 Number of procedures 10Population 1,792,060 Time (days) 85Informal economy (% of income) .. Cost (% of income per capita) 18.7Legal origin English Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 17 Number of procedures ..Conditions-of-employment index 57 Time (days) ..Flexibility-of-firing index 54 Cost (% of income per capita) ..Employment-law index 43 Procedural-complexity index ..Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) ..Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) ..Public-registry index 0 Absolute priority preserved ..Private credit-information bureau operates? .. Efficient outcome achieved ..Private bureau coverage (borrowers/1,000 capita) .. Goals-of-insolvency index ..Creditor-rights index .. Court-powers index ..NEPALSouth AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 230 Number of procedures 8Population 23,584,710 Time (days) 25Informal economy (% of income) 38.4 Cost (% of income per capita) 191.0Legal origin English Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 24Conditions-of-employment index 54 Time (days) 350Flexibility-of-firing index 47 Cost (% of income per capita) 44.2Employment-law index 45 Procedural-complexity index 63Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 5.0Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 8Public-registry index 0 Absolute priority preserved 33Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 35Creditor-rights index 2 Court-powers index 33Note: .. means no data available.

Country TablesNETHERLANDSOECD: High IncomeEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 23,960 Number of procedures 7Population 16,039,000 Time (days) 11Informal economy (% of income) 13 Cost (% of income per capita) 13.7Legal origin French Minimum capital (% of income per capita) 70.7Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 51 Number of procedures 21Conditions-of-employment index 79 Time (days) 39Flexibility-of-firing index 33 Cost (% of income per capita) 0.5Employment-law index 54 Procedural-complexity index 46Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 2.6Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 1Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 530 Goals-of-insolvency index 95Creditor-rights index 3 Court-powers index 33NEW ZEALANDOECD: High IncomeEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 13,710 Number of procedures 3Population 3,849,000 Time (days) 3Informal economy (% of income) 12.7 Cost (% of income per capita) 0.2Legal origin English Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 19Conditions-of-employment index 43 Time (days) 50Flexibility-of-firing index 20 Cost (% of income per capita) 11.6Employment-law index 32 Procedural-complexity index 31Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 2.0Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 4Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 818 Goals-of-insolvency index 90Creditor-rights index 4 Court-powers index 0161NICARAGUALatin America and CaribbeanEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 395 Number of procedures 12Population 5,205,000 Time (days) 71Informal economy (% of income) 45.2 Cost (% of income per capita) 337.8Legal origin French Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 17Conditions-of-employment index 90 Time (days) 125Flexibility-of-firing index 58 Cost (% of income per capita) 17.7Employment-law index 61 Procedural-complexity index 79Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 2.3Public registry coverage (borrowers/1,000 capita) 50 Cost to go through insolvency (% estate) 8Public-registry index 45 Absolute priority preserved 100Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 58Creditor-rights index 4 Court-powers index 67Note: .. means no data available.

Doing Business in 2004NIGERSub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 170 Number of procedures 11Population 11,184,130 Time (days) 27Informal economy (% of income) 41.9 Cost (% of income per capita) 446.6Legal origin French Minimum capital (% of income per capita) 844.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 53 Number of procedures 29Conditions-of-employment index 89 Time (days) 365Flexibility-of-firing index 34 Cost (% of income per capita) 57.1Employment-law index 59 Procedural-complexity index 63Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 5.0Public registry coverage (borrowers/1,000 capita) 1 Cost to go through insolvency (% estate) 18Public-registry index 22 Absolute priority preserved 67Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 37Creditor-rights index 1 Court-powers index 100NIGERIASub-Saharan Africa162Economy CharacteristicsStarting a BusinessGNI per capita (US$) 290 Number of procedures 10Population 129,874,976 Time (days) 44Informal economy (% of income) 57.9 Cost (% of income per capita) 92.3Legal origin English Minimum capital (% of income per capita) 28.6Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 17 Number of procedures 23Conditions-of-employment index 76 Time (days) 730Flexibility-of-firing index 36 Cost (% of income per capita) 6.6Employment-law index 43 Procedural-complexity index 52Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 1.6Public registry coverage (borrowers/1,000 capita)

Country TablesOMANMiddle East and North AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) .. Number of procedures 9Population 2,478,000 Time (days) 34Informal economy (% of income) .. Cost (% of income per capita) 5.3Legal origin French Minimum capital (% of income per capita) 720.9Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 58 Number of procedures 54Conditions-of-employment index 78 Time (days) 250Flexibility-of-firing index 25 Cost (% of income per capita) 4.8Employment-law index 54 Procedural-complexity index 51Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 7.0Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 4Public-registry index 0 Absolute priority preserved 0Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 29Creditor-rights index 0 Court-powers index 67PAKISTANSouth AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 410 Number of procedures 10Population 141,450,144 Time (days) 22Informal economy (% of income) 36.8 Cost (% of income per capita) 46.8Legal origin English Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 65 Number of procedures 30Conditions-of-employment index 75 Time (days) 365Flexibility-of-firing index 33 Cost (% of income per capita) 45.8Employment-law index 58 Procedural-complexity index 53Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 2.8Public registry coverage (borrowers/1,000 capita) 1 Cost to go through insolvency (% estate) 4Public-registry index 42 Absolute priority preserved 100Private credit-information bureau operates? Yes Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita)

Doing Business in 2004PAPUA NEW GUINEAEast Asia and PacificEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 530 Number of procedures 7Population 5,252,530 Time (days) 69Informal economy (% of income) .. Cost (% of income per capita) 26.4Legal origin English Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 17 Number of procedures 22Conditions-of-employment index 57 Time (days) 270Flexibility-of-firing index 4 Cost (% of income per capita) 41.1Employment-law index 26 Procedural-complexity index 45Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) ..Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) ..Public-registry index 0 Absolute priority preserved ..Private credit-information bureau operates? No Efficient outcome achieved ..Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index ..Creditor-rights index 2 Court-powers index ..PARAGUAYLatin America and Caribbean164Economy CharacteristicsStarting a BusinessGNI per capita (US$) 1,170 Number of procedures 18Population 5,390,000 Time (days) 73Informal economy (% of income) .. Cost (% of income per capita) 160.9Legal origin French Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 58 Number of procedures 46Conditions-of-employment index 90 Time (days) 188Flexibility-of-firing index 71 Cost (% of income per capita) 34.0Employment-law index 73 Procedural-complexity index 67Getting CreditClosing a BusinessPublic credit registry operates? .. Time to go through insolvency (years) 3.9Public registry coverage (borrowers/1,000 capita) .. Cost to go through insolvency (% estate) 8Public-registry index .. Absolute priority preserved 67Private credit-information bureau operates? .. Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) .. Goals-of-insolvency index 46Creditor-rights index 2 Court-powers index 67PERULatin America and CaribbeanEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 2,050 Number of procedures 9Population 26,347,000 Time (days) 100Informal economy (% of income) 59.9 Cost (% of income per capita) 24.9Legal origin French Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 71 Number of procedures 35Conditions-of-employment index 81 Time (days) 441Flexibility-of-firing index 69 Cost (% of income per capita) 29.7Employment-law index 73 Procedural-complexity index 82Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 2.1Public registry coverage (borrowers/1,000 capita) 92 Cost to go through insolvency (% estate) 8Public-registry index 54 Absolute priority preserved 33Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 185 Goals-of-insolvency index 67Creditor-rights index 0 Court-powers index 33Note: .. means no data available.

Country TablesPHILIPPINESEast Asia and PacificEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 1,020 Number of procedures 11Population 78,317,032 Time (days) 59Informal economy (% of income) 43.4 Cost (% of income per capita) 24.4Legal origin French Minimum capital (% of income per capita) 9.5Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 58 Number of procedures 28Conditions-of-employment index 73 Time (days) 164Flexibility-of-firing index 50 Cost (% of income per capita) 103.7Employment-law index 60 Procedural-complexity index 75Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 5.7Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 38Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? Yes Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 22 Goals-of-insolvency index 38Creditor-rights index 1 Court-powers index 100POLANDEurope and Central AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 4,570 Number of procedures 12Population 38,641,000 Time (days) 31Informal economy (% of income) 27.6 Cost (% of income per capita) 20.3Legal origin German Minimum capital (% of income per capita) 21.4Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 18Conditions-of-employment index 92 Time (days) 1000Flexibility-of-firing index 39 Cost (% of income per capita) 11.2Employment-law index 55 Procedural-complexity index 65Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 1.5Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 18Public-registry index 0 Absolute priority preserved 67Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 543 Goals-of-insolvency index 70Creditor-rights index 2 Court-powers index 67165PORTUGALOECD: High IncomeEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 10,840 Number of procedures 11Population 10,024,000 Time (days) 95Informal economy (% of income) 22.6 Cost (% of income per capita) 12.5Legal origin French Minimum capital (% of income per capita) 43.4Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 76 Number of procedures 22Conditions-of-employment index 88 Time (days) 420Flexibility-of-firing index 73 Cost (% of income per capita) 4.9Employment-law index 79 Procedural-complexity index 54Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 2.6Public registry coverage (borrowers/1,000 capita) 496 Cost to go through insolvency (% estate) 8Public-registry index 61 Absolute priority preserved 33Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 24 Goals-of-insolvency index 66Creditor-rights index 1 Court-powers index 33Note: .. means no data available.

Doing Business in 2004PUERTO RICOLatin America and CaribbeanEconomy CharacteristicsStarting a BusinessGNI per capita (US$) .. Number of procedures 6Population 3,840,000 Time (days) 6Informal economy (% of income) .. Cost (% of income per capita) 2.8Legal origin French Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 55Conditions-of-employment index 67 Time (days) 365Flexibility-of-firing index 24 Cost (% of income per capita) 20.9Employment-law index 41 Procedural-complexity index 52Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 3.8Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 8Public-registry index 0 Absolute priority preserved 67Private credit-information bureau operates? .. Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) .. Goals-of-insolvency index 71Creditor-rights index 1 Court-powers index 33ROMANIAEurope and Central Asia166Economy CharacteristicsStarting a BusinessGNI per capita (US$) 1,850 Number of procedures 6Population 22,408,000 Time (days) 27Informal economy (% of income) 34.4 Cost (% of income per capita) 11.7Legal origin French Minimum capital (% of income per capita) 3.3Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 48 Number of procedures 28Conditions-of-employment index 85 Time (days) 225Flexibility-of-firing index 29 Cost (% of income per capita) 13.1Employment-law index 54 Procedural-complexity index 60Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 3.2Public registry coverage (borrowers/1,000 capita) 1 Cost to go through insolvency (% estate) 8Public-registry index 59 Absolute priority preserved 33Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 39Creditor-rights index 0 Court-powers index 33RUSSIAN FEDERATIONEurope and Central AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 2,140 Number of procedures 12Population 144,752,000 Time (days) 29Informal economy (% of income) 46.1 Cost (% of income per capita) 9.3Legal origin Socialist Minimum capital (% of income per capita) 29.8Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 16Conditions-of-employment index 77 Time (days) 160Flexibility-of-firing index 71 Cost (% of income per capita) 20.2Employment-law index 61 Procedural-complexity index 48Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 1.53Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 4Public-registry index 0 Absolute priority preserved 67Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 58Creditor-rights index 2 Court-powers index 67Note: .. means no data available.

Country TablesRWANDASub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 230 Number of procedures 9Population 7,933,000 Time (days) 43Informal economy (% of income) .. Cost (% of income per capita) 232.3Legal origin French Minimum capital (% of income per capita) 457.3Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 53 Number of procedures ..Conditions-of-employment index 94 Time (days) ..Flexibility-of-firing index 32 Cost (% of income per capita) ..Employment-law index 60 Procedural-complexity index ..Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) No practicePublic registry coverage (borrowers/1,000 capita)

Doing Business in 2004SERBIA AND MONTENEGROEurope and Central AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 1,400 Number of procedures 10Population 10,651,000 Time (days) 44Informal economy (% of income) 29.1 Cost (% of income per capita) 13.3Legal origin German Minimum capital (% of income per capita) 5.5Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 51 Number of procedures 40Conditions-of-employment index 88 Time (days) 1028Flexibility-of-firing index 29 Cost (% of income per capita) 20.0Employment-law index 56 Procedural-complexity index 61Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 7.3Public registry coverage (borrowers/1,000 capita)

Country TablesSLOVAK REPUBLICEurope and Central AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 3,950 Number of procedures 10Population 5,404,000 Time (days) 98Informal economy (% of income) 18.9 Cost (% of income per capita) 10.2Legal origin German Minimum capital (% of income per capita) 111.8Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 34 Number of procedures 26Conditions-of-employment index 89 Time (days) 420Flexibility-of-firing index 60 Cost (% of income per capita) 13.3Employment-law index 61 Procedural-complexity index 40Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 4.8Public registry coverage (borrowers/1,000 capita) 2 Cost to go through insolvency (% estate) 18Public-registry index 48 Absolute priority preserved 100Private credit-information bureau operates? No Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 71Creditor-rights index 2 Court-powers index 67SLOVENIAEurope and Central AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 9,810 Number of procedures 10Population 1,992,000 Time (days) 61Informal economy (% of income) 27.1 Cost (% of income per capita) 15.5Legal origin German Minimum capital (% of income per capita) 89.1Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 53 Number of procedures 22Conditions-of-employment index 84 Time (days) 1003Flexibility-of-firing index 41 Cost (% of income per capita) 3.6Employment-law index 59 Procedural-complexity index 65Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 3.7Public registry coverage (borrowers/1,000 capita) 14 Cost to go through insolvency (% estate) 18Public-registry index 60 Absolute priority preserved 67Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 41Creditor-rights index 3 Court-powers index 67169SOUTH AFRICASub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 2,600 Number of procedures 9Population 43,240,000 Time (days) 38Informal economy (% of income) 28.4 Cost (% of income per capita) 8.7Legal origin English Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 42 Number of procedures 26Conditions-of-employment index 36 Time (days) 207Flexibility-of-firing index 30 Cost (% of income per capita) 16.7Employment-law index 36 Procedural-complexity index 56Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 2.0Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 18Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? Yes Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 469 Goals-of-insolvency index 53Creditor-rights index 3 Court-powers index 67Note: .. means no data available.

Doing Business in 2004SPAINOECD: High IncomeEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 14,430 Number of procedures 11Population 41,117,000 Time (days) 115Informal economy (% of income) 22.6 Cost (% of income per capita) 16.4Legal origin French Minimum capital (% of income per capita) 19.6Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 76 Number of procedures 20Conditions-of-employment index 88 Time (days) 147Flexibility-of-firing index 45 Cost (% of income per capita) 10.7Employment-law index 70 Procedural-complexity index 83Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 1.53Public registry coverage (borrowers/1,000 capita) 305 Cost to go through insolvency (% estate) 8Public-registry index 64 Absolute priority preserved 33Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 0Creditor-rights index 0 Court-powers index 0SRI LANKASouth Asia170Economy CharacteristicsStarting a BusinessGNI per capita (US$) 840 Number of procedures 8Population 18,732,000 Time (days) 58Informal economy (% of income) 44.6 Cost (% of income per capita) 18.3Legal origin English Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 17Conditions-of-employment index 52 Time (days) 440Flexibility-of-firing index 40 Cost (% of income per capita) 7.6Employment-law index 42 Procedural-complexity index 59Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 2.3Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 18Public-registry index 0 Absolute priority preserved 33Private credit-information bureau operates? Yes Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 9 Goals-of-insolvency index 35Creditor-rights index 2 Court-powers index 67SWEDENOECD: High IncomeEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 24,820 Number of procedures 3Population 8,894,000 Time (days) 16Informal economy (% of income) 19.1 Cost (% of income per capita) 0.8Legal origin Nordic Minimum capital (% of income per capita) 41.4Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 56 Number of procedures 21Conditions-of-employment index 39 Time (days) 190Flexibility-of-firing index 31 Cost (% of income per capita) 7.6Employment-law index 42 Procedural-complexity index 44Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 2Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 8Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 489 Goals-of-insolvency index 84Creditor-rights index 1 Court-powers index 33Note: .. means no data available.

Country TablesSWITZERLANDOECD: High IncomeEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 37,930 Number of procedures 6Population 7,231,000 Time (days) 20Informal economy (% of income) 8.8 Cost (% of income per capita) 8.5Legal origin German Minimum capital (% of income per capita) 33.8Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 14Conditions-of-employment index 53 Time (days) 224Flexibility-of-firing index 23 Cost (% of income per capita) 3.9Employment-law index 36 Procedural-complexity index 44Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 4.6Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 4Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? Yes Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 178 Goals-of-insolvency index 59Creditor-rights index 1 Court-powers index 67SYRIAN ARAB REPUBLICMiddle East and North AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 1,130 Number of procedures 10Population 16,593,210 Time (days) 42Informal economy (% of income) 19.3 Cost (% of income per capita) 16.7Legal origin French Minimum capital (% of income per capita) 5627.2Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 36Conditions-of-employment index 79 Time (days) 596Flexibility-of-firing index 22 Cost (% of income per capita) 31.3Employment-law index 45 Procedural-complexity index 69Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 4.1Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 8Public-registry index 0 Absolute priority preserved 33Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 37Creditor-rights index 3 Court-powers index 67171TAIWAN, CHINAEast Asia and PacificEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 13,300 Number of procedures 8Population 22,342,000 Time (days) 48Informal economy (% of income) 19.6 Cost (% of income per capita) 6.1Legal origin German Minimum capital (% of income per capita) 217.4Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 81 Number of procedures 15Conditions-of-employment index 59 Time (days) 210Flexibility-of-firing index 32 Cost (% of income per capita) 0.5Employment-law index 57 Procedural-complexity index 37Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 0.8Public registry coverage (borrowers/1,000 capita) 27 Cost to go through insolvency (% estate) 4Public-registry index 70 Absolute priority preserved 0Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) .. Goals-of-insolvency index 68Creditor-rights index 1 Court-powers index 100Note: .. means no data available.

Doing Business in 2004TANZANIASub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 280 Number of procedures 13Population 34,449,620 Time (days) 35Informal economy (% of income) 58.3 Cost (% of income per capita) 199.0Legal origin English Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 57 Number of procedures 14Conditions-of-employment index 77 Time (days) 127Flexibility-of-firing index 49 Cost (% of income per capita) 3.8Employment-law index 61 Procedural-complexity index 62Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 3.0Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 8Public-registry index 0 Absolute priority preserved 33Private credit-information bureau operates? No Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 65Creditor-rights index 2 Court-powers index 67THAILANDEast Asia and Pacific172Economy CharacteristicsStarting a BusinessGNI per capita (US$) 1,980 Number of procedures 9Population 61,183,900 Time (days) 42Informal economy (% of income) 52.6 Cost (% of income per capita) 7.3Legal origin English Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 78 Number of procedures 19Conditions-of-employment index 73 Time (days) 210Flexibility-of-firing index 30 Cost (% of income per capita) 29.6Employment-law index 61 Procedural-complexity index 53Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 2.6Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 38Public-registry index 0 Absolute priority preserved 67Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 98 Goals-of-insolvency index 62Creditor-rights index 3 Court-powers index 33TOGOSub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 270 Number of procedures 14Population 4,653,400 Time (days) 63Informal economy (% of income) .. Cost (% of income per capita) 281.4Legal origin French Minimum capital (% of income per capita) 531.4Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 53 Number of procedures 43Conditions-of-employment index 80 Time (days) 503Flexibility-of-firing index 36 Cost (% of income per capita) 21.4Employment-law index 57 Procedural-complexity index 63Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) No practicePublic registry coverage (borrowers/1,000 capita) 1 Cost to go through insolvency (% estate) No practicePublic-registry index 22 Absolute priority preserved 33Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 8Creditor-rights index 2 Court-powers index 100Note: .. means no data available.

Country TablesTUNISIAMiddle East and North AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 2,000 Number of procedures 10Population 9,673,600 Time (days) 46Informal economy (% of income) 38.4 Cost (% of income per capita) 16.4Legal origin French Minimum capital (% of income per capita) 351.7Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 73 Number of procedures 14Conditions-of-employment index 53 Time (days) 7Flexibility-of-firing index 44 Cost (% of income per capita) 4.1Employment-law index 57 Procedural-complexity index 60Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 2.5Public registry coverage (borrowers/1,000 capita) 4 Cost to go through insolvency (% estate) 8Public-registry index 48 Absolute priority preserved 67Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 50Creditor-rights index 0 Court-powers index 67TURKEYEurope and Central AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 2,500 Number of procedures 13Population 68,529,000 Time (days) 38Informal economy (% of income) 32.1 Cost (% of income per capita) 37.1Legal origin French Minimum capital (% of income per capita) 13.2Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 58 Number of procedures 18Conditions-of-employment index 91 Time (days) 105Flexibility-of-firing index 17 Cost (% of income per capita) 5.4Employment-law index 55 Procedural-complexity index 38Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 1.8Public registry coverage (borrowers/1,000 capita) 7 Cost to go through insolvency (% estate) 8Public-registry index 44 Absolute priority preserved 67Private credit-information bureau operates? Yes Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 204 Goals-of-insolvency index 51Creditor-rights index 2 Court-powers index 67173UGANDASub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 250 Number of procedures 17Population 22,788,000 Time (days) 36Informal economy (% of income) 43.1 Cost (% of income per capita) 135.1Legal origin English Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 16Conditions-of-employment index 44 Time (days) 99Flexibility-of-firing index 50 Cost (% of income per capita) 10.0Employment-law index 42 Procedural-complexity index 40Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 2.0Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 38Public-registry index 0 Absolute priority preserved 33Private credit-information bureau operates? No Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 55Creditor-rights index 2 Court-powers index 67Note: .. means no data available.

Doing Business in 2004UKRAINEEurope and Central AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 770 Number of procedures 14Population 49,093,000 Time (days) 40Informal economy (% of income) 52.2 Cost (% of income per capita) 27.3Legal origin Socialist Minimum capital (% of income per capita) 450.8Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 58 Number of procedures 20Conditions-of-employment index 93 Time (days) 224Flexibility-of-firing index 69 Cost (% of income per capita) 11.0Employment-law index 73 Procedural-complexity index 51Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 2.97Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 18Public-registry index 0 Absolute priority preserved 67Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 42Creditor-rights index 2 Court-powers index 33UNITED ARAB EMIRATESMiddle East and North Africa174Economy CharacteristicsStarting a BusinessGNI per capita (US$) 20,218 Number of procedures 10Population 2,976,290 Time (days) 29Informal economy (% of income) 26.4 Cost (% of income per capita) 24.5Legal origin English Minimum capital (% of income per capita) 404.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 27Conditions-of-employment index 66 Time (days) 559Flexibility-of-firing index 37 Cost (% of income per capita) 10.6Employment-law index 45 Procedural-complexity index 56Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 5Public registry coverage (borrowers/1,000 capita) 12 Cost to go through insolvency (% estate) 38Public-registry index 44 Absolute priority preserved 33Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 23Creditor-rights index 2 Court-powers index 33UNITED KINGDOMOECD: High IncomeEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 25,250 Number of procedures 6Population 58,800,000 Time (days) 18Informal economy (% of income) 12.6 Cost (% of income per capita) 1.0Legal origin English Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 12Conditions-of-employment index 42 Time (days) 101Flexibility-of-firing index 9 Cost (% of income per capita) 0.5Employment-law index 28 Procedural-complexity index 36Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 1.0Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 8Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 652 Goals-of-insolvency index 86Creditor-rights index 4 Court-powers index 0Note: .. means no data available.

Country TablesUNITED STATESOECD: High IncomeEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 35,060 Number of procedures 5Population 285,318,016 Time (days) 4Informal economy (% of income) 8.8 Cost (% of income per capita) 0.6Legal origin English Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 17Conditions-of-employment index 29 Time (days) 365Flexibility-of-firing index 5 Cost (% of income per capita) 0.4Employment-law index 22 Procedural-complexity index 46Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 3.0Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 4Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? Yes Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 810 Goals-of-insolvency index 88Creditor-rights index 1 Court-powers index 33URUGUAYLatin America and CaribbeanEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 4,370 Number of procedures 10Population 3,361,000 Time (days) 27Informal economy (% of income) 51.1 Cost (% of income per capita) 46.7Legal origin French Minimum capital (% of income per capita) 699.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 58 Number of procedures 38Conditions-of-employment index 56 Time (days) 360Flexibility-of-firing index 3 Cost (% of income per capita) 13.7Employment-law index 39 Procedural-complexity index 55Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 4.0Public registry coverage (borrowers/1,000 capita) 49 Cost to go through insolvency (% estate) 8Public-registry index 57 Absolute priority preserved 100Private credit-information bureau operates? Yes Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 479 Goals-of-insolvency index 54Creditor-rights index 3 Court-powers index 67175UZBEKISTANEurope and Central AsiaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 450 Number of procedures 9Population 25,068,000 Time (days) 33Informal economy (% of income) 34.1 Cost (% of income per capita) 16.0Legal origin Socialist Minimum capital (% of income per capita) 64.3Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 46 Number of procedures 34Conditions-of-employment index 69 Time (days) 258Flexibility-of-firing index 50 Cost (% of income per capita) 2.1Employment-law index 55 Procedural-complexity index 57Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 3.25Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 4Public-registry index 0 Absolute priority preserved 33Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 46Creditor-rights index 2 Court-powers index 67Note: .. means no data available.

Doing Business in 2004VENEZUELA, RBLatin America and CaribbeanEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 4,090 Number of procedures 14Population 24,632,000 Time (days) 119Informal economy (% of income) 33.6 Cost (% of income per capita) 19.3Legal origin French Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 78 Number of procedures 41Conditions-of-employment index 88 Time (days) 360Flexibility-of-firing index 60 Cost (% of income per capita) 46.9Employment-law index 75 Procedural-complexity index 81Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 4.0Public registry coverage (borrowers/1,000 capita) 97 Cost to go through insolvency (% estate) 38Public-registry index 46 Absolute priority preserved 100Private credit-information bureau operates? No Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 67Creditor-rights index 2 Court-powers index 67VIETNAMEast Asia and Pacific176Economy CharacteristicsStarting a BusinessGNI per capita (US$) 430 Number of procedures 11Population 79,526,048 Time (days) 63Informal economy (% of income) 15.6 Cost (% of income per capita) 29.9Legal origin French Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 43 Number of procedures 28Conditions-of-employment index 77 Time (days) 120Flexibility-of-firing index 48 Cost (% of income per capita) 8.5Employment-law index 56 Procedural-complexity index 46Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) No practicePublic registry coverage (borrowers/1,000 capita) 2 Cost to go through insolvency (% estate) No practicePublic-registry index 67 Absolute priority preserved 33Private credit-information bureau operates? No Efficient outcome achieved 1Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 33Creditor-rights index 0 Court-powers index 67YEMEN, REP. ofMiddle East and North AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 490 Number of procedures 13Population 18,045,750 Time (days) 96Informal economy (% of income) 27.4 Cost (% of income per capita) 264.1Legal origin English Minimum capital (% of income per capita) 1716.9Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 27Conditions-of-employment index 66 Time (days) 240Flexibility-of-firing index 28 Cost (% of income per capita) 0.5Employment-law index 43 Procedural-complexity index 60Getting CreditClosing a BusinessPublic credit registry operates? Yes Time to go through insolvency (years) 2.4Public registry coverage (borrowers/1,000 capita) 7 Cost to go through insolvency (% estate) 4Public-registry index 38 Absolute priority preserved 33Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 47Creditor-rights index 0 Court-powers index 33Note: .. means no data available.

Country TablesZAMBIASub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 330 Number of procedures 6Population 10,282,500 Time (days) 40Informal economy (% of income) 48.9 Cost (% of income per capita) 24.1Legal origin English Minimum capital (% of income per capita) 137.8Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 16Conditions-of-employment index 64 Time (days) 188Flexibility-of-firing index 40 Cost (% of income per capita) 15.8Employment-law index 46 Procedural-complexity index 32Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 3.7Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 8Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 55Creditor-rights index 1 Court-powers index 33ZIMBABWESub-Saharan AfricaEconomy CharacteristicsStarting a BusinessGNI per capita (US$) 463 Number of procedures 10Population 12,820,650 Time (days) 122Informal economy (% of income) 59.4 Cost (% of income per capita) 285.3Legal origin English Minimum capital (% of income per capita) 0.0Hiring and Firing WorkersEnforcing a ContractFlexibility-of-hiring index 33 Number of procedures 13Conditions-of-employment index 22 Time (days) 197Flexibility-of-firing index 26 Cost (% of income per capita) 39.5Employment-law index 27 Procedural-complexity index 50Getting CreditClosing a BusinessPublic credit registry operates? No Time to go through insolvency (years) 2.3Public registry coverage (borrowers/1,000 capita) 0 Cost to go through insolvency (% estate) 18Public-registry index 0 Absolute priority preserved 100Private credit-information bureau operates? No Efficient outcome achieved 0Private bureau coverage (borrowers/1,000 capita) 0 Goals-of-insolvency index 52Creditor-rights index 4 Court-powers index 67177Note: .. means no data available.

List of ContributorsWe would like to thank the following organizations and individualswho have generously contributed to the data collection ofthe Doing Business project. Contact details of local partners areavailable on the Doing Business website at http://rru.worldbank.org/doingbusiness/.Global ContributorsBaker & McKenzieDun and Bradstreet InternationalInternational Bar AssociationLex Mundi Association of law firmsTransUnion InternationalAlbaniaArtur Asllani Studio Legale TonucciYair Baranes USAIDGenc Boga Boga & AssociatesVilsa Dado Kalo & AssociatesShpati Hoxha Boga & AssociatesSonila Ibrahimi Boga & AssociatesPerparim Kalo Kalo & AssociatesMiranda Ramaj Bank of AlbaniaAlgeriaBranka Achari-Djokic Bank of AlgeriaMamoun Aidoud Aidoud Law FirmAmine Hadad Ghellal & MekerbaMustapha Hamdane Cabinet d Avocats Mustapha HamdaneSamir Hamouda Cabinet d Avocats Samir HamoudaYamina Kebir Yemina Kebir Law OfficesSaid Maherzi Bank of AlgeriaAngolaFátima Freitas Fátima Freitas Law FirmLeão Peres National Bank of AngolaArgentinaJuan Arocena Allende & Brea Law FirmVanesa Balda Manoff & Feilbogen Law FirmOscar Del Rio Central Bank of ArgentinaBernardo Horacio Fernandez Central Bank of ArgentinaAlejandro Fiuza Marval O’Farrell & MairalNicolas Garcia Pinto Baker & McKenzieMartin Lanfranco Marval O’Farrell & MairalRoberto Laterza Organización VerazPatricia Lopez Aufranc Marval O’Farrell & MairalMaria Lujan Bianchi Brons & Salas Law FirmEugenio Maurette Abeledo Gottheil AbogadosSean McCormick Llerena & Asociados AbogadosOlga Muino Centro de Estudios BonaerensesMiguel Murray Estudio Juridico BordaAlfredo O’Farrell Marval O’Farrell & MairalJuan Manuel Alvarez Prado Alvarez Prado & AsociadosJorge Raul Postiglione Brons & Salas Law FirmLiliana Segade Quattrini Laprida & AsociadosAlfredo Vicens Organización VerazOctavio Miguel Zenarruza Alvarez Prado & AsociadosArmeniaKaren Hambardzoumyan Central Bank of ArmeniaAlan Kuchukyan KPMG ArmeniaSuren Melikyan KPMG ArmeniaTom Samuelian Arlex InternationalArtur Tunyan Tunyan & AssociatesAustraliaBrett Cook Allens Arthur RobinsonDavid Cross Allens Arthur RobinsonChristopher Davie Clayton UtzPaul James Clayton UtzSonya Karo ASICTimothy L’Estrange Allens Arthur RobinsonJudy Lau Australian Prudential Regulation AuthorityJohn Lobban Blake Dawson WaldronHelen MacKay Allens Arthur RobinsonTim O’Doherty Baker & McKenzieMichael O’Donnell Thomson PlayfordMichael Quintan Allens Arthur RobinsonAndrew Smith Mallesons Stephen JaquesReinhard Toegl Dr. Reinhard Toegl Law OfficesJane Wilson Baycorp AdvantageAustriaJohannes Barbist Binder Grösswang RechtsanwälteWalter Bornett Austrian Institute for SME Research179

Doing Business in 2004180Tibor Fabian Binder Grösswang RechtsanwälteJulian Feichtinger Cerha Hempel & SpiegelfeldBernhard Gumpoldsberger Saxinger Chalupsky Weber & PartnersHarald Heschl Kreditschutzverband von 1870Sylvia Hofinger Vienna City GovernmentAlexander Klauser Brauneis, Klauser & PrändlRobert Kovacs Coface IntercreditChristian Lettmayr Austrian Institute for SME ResearchIrene Mandl Austrian Institute for SME ResearchLeopold Mayer Dun and Bradstreet Information ServicesWolfgang Messeritsch National Bank of AustriaNorbert Scherbaum Scherbaum/Seebacher RechtsanwälteBenedikt Spiegelfeld Cerha Hempel & SpiegelfeldDagmar Straka National Bank of AustriaReinhard Töegl Reinhard Töegl Law OfficesAzerbaijanOfelia Abdulaeva SalansNazli Ahmadova Baku Law CentreElgar Alekperov Baku Law CentreAykhan Asadov Baker & McKenzieRufat Aslanov National Bank of AzerbaijanAlum Bati Salans Hertzfeld & Heilbronn Law FirmChristine Ferguson Baker BottsFarhad Hajizade Salans Hertzfeld & Heilbronn Law FirmDaniel Matthews Baker & McKenzieKanan Safarov Ledingham ChalmersSafkhan Shahmammadli Baker BottsMichael Walsh Ledingham ChalmersBangladeshJasim Uddin Ahmad Bank of BangladeshHalim Bepari Supreme Court of BangladeshShirin Chaudhury The Law AssociatesA.B.M. Badrud Doulah Doulah & Doulah Advocates Attorneys& NotariesShamsud Doulah Doulah & Doulah AdvocatesAneek Haque Huq & CompanyRaquibul Haque Miah Advocates & Attorneys Law FirmMirza Quamrul Hasan Advisers’ Legal AllianceKhondker Shamsuddin Mahmood Advisers’ Legal AllianceAmir-Ul Islam The Law AssociatesBelarusVladimir Biruk Belarusian Community of Specialists in CrisisManagementSvetlana Dashuk Vlasova & PartnersAlexandr Dovgenko Incorporation LawyerYuri Krasnov National Bank of the Republic of BelarusIgor Likhogrud National Bank of the Republic of BelarusVassili Salei Borovtsov & SaleiVitaliy Sevrukevich DICSA International Group of LawyersVassili Voloshinets Incorporation LawyerBelgiumPamela Cordova LoyensLudo Cornelis Eubelius AttorneysDirk De Backer Allen & OveryMarc Dechevre Union Professionnelle du CréditLuc Demeyere Allen & OveryPieter De Koster Allen & OveryJoan Dubaere Peeters Advocaten-AvocatsAlain Francois Eubelius AttorneysIgnace Maes Baker & McKenzieAndre Moreau National Bank of BelgiumDidier Muraille National Bank of BelgiumLeo Peeters Peeters Advocaten-AvocatsHans Seeldrayers Eubelius AttorneysRudy Trogh National Bank of BelgiumJan Van Celst Allen & OveryBeninRafikou Alabi Cabinet Rafikou AlabiVilevo Biova Devo Centrale des Risques de l’Union MonetaireOuest AfricaineEvelyne Mandessi Bell Mandessi Bell Law FirmJacques Migan Jacques Migan Law FirmEdgar-Yves Monnou Cabinet Edgar-Yves MonnouFrancois Nare Centrale des Risques de l’Union Monetaire OuestAfricaineBoliviaCarolina Aguirre Urioste Bufete AguirreFernando Aguirre Bufete AguirreCarlos Ferreira C.R. & F. Rojas AbogadosPrimitivo Gutiérrez Guevara & GutierrezEnrique Hurtado Superintendency of Banks and Financial EntitiesRicardo Indacochea San Martín Indacochea & AsociadosManfredo Kempff C.R. & F. Rojas AbogadosFernando Rojas C.R. & F. Rojas AbogadosPablo Rojas C.R & F. Rojas AbogadosSergio Salazar-Machicado Salazar, Salazar & AsociadosBosnia and HerzegovinaYair Baranes USAIDAdnan Hrenovica LRC Credit BureauNikola Jankovic Lansky & Partner AttorneysKerim Karabdic Advokati Salih & Kerim KarabdicVesna Mrkovic Lansky & Partner AttorneysIbrahim Polimac Agency for Banking of Federationof Bosnia and HerzegovinaBotswanaNeill Armstrong Armstrongs AttorneysJohn Carr-Hartley Armstrongs AttorneysTopiwa Chilume Armstrongs Attorneys Notaries & ConveyancersEdward Fashole Luke II Luke & AssociatesVincent Galeromeloe Information Trust CorporationKwadwo Osei-Ofei Armstrongs AttorneysMoses Pelaelo Bank of BotswanaVirgil Vergeer Collins Newman & CoBrazilAdriana Baroni Santi Ulhôa Canto Rezende e Guerra-AdvogadosThomas Benes Felsberg Felsberg e Associados

List of ContributorsHeloisa Bonciani Nader di Cunto Duarte Garcia CaselliGuimarães e Terra AdvogadosAltamiro Boscoli Demarest e Almeida AdvogadosUlhôa Canto Ulhôa Canto Rezende e Guerra-AdvogadosGustavo Castro Viseu Castro Cunha e Oricchio AdvogadosPaulo Sérgio Cavalheiro Central Bank of BrazilPedro Vitor Araujo da Costa Escritorio de Advocacia GouvêaVieiraSilvia Poggi de Carvalho Duarte Garcia Caselli Guimarães e TerraAdvogadosAloysio Meirelles de Miranda Ulhôa Canto Rezende e Guerra-AdvogadosSilvio de Salvo Venosa Demarest e Almeida AdvogadosDuarte Garcia Duarte Garcia Caselli Guimarães e TerraAdvogadosRegina Gasulla Bouza Goulart Penteado, Iervolinoe Lefosse – AdvogadosRenato Giovanni Filho Ulhôa Canto Rezende e Guerra-AdvogadosCaio Julius Bolina Lazzareschi AdvogadosMaria Fernanda Lopes Ferraz Tella Felsberg and AssociadosJosé Augusto Martins Baker & McKenzieAndré Megale Goulart Penteado, Iervolino e Lefosse – AdvogadosFabiano Milani Goulart Penteado, Iervolino e Lefosse – AdvogadosAndrea Oricchio Kirsh Viseu Castro Cunha e Oricchio AdvogadosValéria Salomão Central Bank of BrazilBulgariaSvetlin Adrianov Legal InterConsult - Penkov Markov andPartners Law OfficeBorislav Boyanov Borislav Boyanov & CoGeorge Dimitrov O.R.A.C. Dimitrov Petrov & CoVasil Iliev ConsultGeorgi Kitanov Totev PartnersS. Kyutchukov Djingov Gouginski Kyutchukov & VelichkovYordan Manahilov Bulgarian National BankStoyan Manolov Bulgarian National BankVladimir Penkov Legal InterConsult - Penkov Markov andPartners Law OfficeKamelia Popova Coface Intercredit BulgariaIrina Tsvetkova Landwell BulgariaBurkina FasoBernardin Dabire Dabire Sorgho & ToeVilevo Biova Devo Centrale des Risques de l’Union MonetaireOuest AfricaineFrank Didier Toe Dabire Sorgho & ToeBarthélémy Kere Cabinet d’Avocats Barthélémy KereEvelyne Mandessi Bell Mandessi Bell Law FirmFrancois Nare Centrale des Risques de l’Union Monetaire OuestAfricaineMarie-Antoinette Sorgho-Sery Dabire Sorgho & ToeOumarou Ouedraogo Ohada LegisDieudonné Bonkoungou Ohada LegisBurundiTharcisse Ntakiyica Cabinet Tharcisse NtakiyicaYves Ntivumbura Central Bank of BurundiCambodiaPhyroath Heng IMC ConsultingTim Smyth IMC ConsultingCameroonD. Etah Akoh Etah-Nan & C. Société d’AvocatsBarristers & SolicitorsDavid Boyo Henri Job & PartnersEmmanuel Ekobo Cabinet EkoboIsabelle Fomukong Cabinet FomukongTahir Souleyman Haggar La Commission Bancaire de l’AfriqueCentralePaul Jing Henri Job & PartnersGaston Kenfack Ministry of JusticeKumfa Jude Kwenyui Juris Consul Law FirmDaniel Mwambo Ndeley Juris Consul Law FirmEvelyne Mandessi Bell Mandessi Bell Law FirmMwambo Litombe Ndeley Juris Consul Law FirmRafael Tung Nsue La Commission Bancaire de l’Afrique CentraleHenri Pierre Job Henri Job & PartnersCanadaArthur Adams Southern Ontario Credit BureauEldon Bennett Aird & BerlisDavid Bish GoodmansJay Carfagnini GoodmansThomas Cumming Gowling Lafleur HendersonYoine Goldstein Goldstein Flanz & FishmanLeonid Gorelik Baker & McKenzieKaren Grant TransUnionCharles Johnston Superintendency of Financial InstitutionsCharles Magerman Baker & McKenziePatrick McCarthy Borden Ladner GervaisTim Paleczny Government of OntarioDebbie Ranger Canada Customs and Revenue AgencyJeff Rosekat Baker & McKenziePaul Schabas Blake Cassels & GraydonLeneo Sdao Baker & McKenzieJason Vonderhaar TransUnionJonathan Wigley Baker & McKenzieChristopher William Besant Cassels BrockCentral African RepublicTahir Souleyman Haggar La Commission Bancairede l’Afrique CentraleRafael Tung Nsue La Commission Bancaire de l’Afrique CentraleNicolas Tiangaye Nicolas Tiangaye Law FirmChadThomas Dingamgoto Cabinet Dingamgoto et AssociesTahir Souleyman Haggar Centrale Recapitulative des RisquesRafael Tung Nsue La Commission Bancaire de l’Afrique CentraleChileCristian Araya Alcaino Rodriguez & Sahli Law FirmManuel Blanco Blanco & Cia AbogadosJimena Bronfman Guerrero Olivos Novoa y Errázuriz181

Doing Business in 2004182Jaime Cordova Superintendencia de Bancos yInstitutciones Financieras ChileRodrigo Cuchacovich Baker & McKenzieMartín del Río Vial y Palma AbogadosRicardo Escobar Carey y Cia Law FirmCristian Eyzaguirre Claro & CiaRoberto Guerrero Guerrero Olivos Novoa y ErrázurizLuis Gutierrez Puga & OrtizSilvio Figari Napoli DatabusinessAndrés Jana Linetzky Alvarez Hinzpeter Jana & ValleCesar Jimenez Ortiz Superintendencia de Bancos y InstitucionesFinancieras ChileLeón Larrain Baker & McKenzieClaudio Ortiz Tello Boletin ComercialFelipe Ossa Claro & CiaJuan Eduardo Palma Vial y Palma AbogadosDaniela Peña Fergadiott Barros Court Correa y Cia. AbogadosSebastián Yunge Guerrero Olivos Novoa y ErrázurizChinaBrian Barron Baker & McKenzieCharles Booth University of Hong KongBarry Cheng Baker & McKenzieBob Kwauk Blake Cassels & GraydonJoseph Lam DeaconsWang Li De Heng Law OfficesYang Ling Huaxia International Business Credit ConsultingJerry Liu Huaxia International Business Credit ConsultingLinfei Liu Jun He Law OfficesChen Min Blake Cassels & GraydonLi Wang DeHeng Law OfficeXiaochuan Yang PricewaterhouseCoopers New York OfficeJin Zhong Jun He Law OfficesZhang Zihong People’s Bank of ChinaColombiaDario Cárdenas Navas Cárdenas & CárdenasJorge Lara Baker & McKenzieJosé Antonio Lloreda José Lloreda Camacho & CoJuan Manuel Villaveces Hollmann DataCréditoLuis E. Nieto Arrieta Mantilla & AsociadosJuanita Olaya Garcia National Department of PlanningRicardo León Otero Superintendencia Bancaria de ColombiaDaniel Posse Posse Herrera & RuizZuli Rodríguez Legal Department División de Personas JurídicasBernardo Salazar Brigard & UrrutiaPaula Samper Salazar Gomez Pinzon Linares Samper Suarez VillamilCarlos Urrutia-Holguin Brigard & UrrutiaJuan Manuel Villaveces Hollmann ComputecCongo, Dem. Rep. ofLouman Mpoy Cabinet Louman MpoyCongo, Rep. ofTahir Souleyman Haggar Centrale Recapitulative des RisquesJean Petro Cabinet d’Avocats Jean PetroRafael Tung Nsue La Commission Bancaire de l’Afrique CentraleCosta RicaBernardo Alfaro Araya Superintendencia General de EntidadesBancarias de Costa RicaKathya Araya Facio & CañasFreddy Fachler Pacheco CotoAlfredo Fournier Beeche Fournier AsociadosManuel Gonzalez Sanz Facio & CañasTomás Guardia Facio & CañasFernando Mora Rojas Mora Bolanos y AsociadosRodrigo Oreamuno Facio & CañasMario Quintana Asesores Juridicos Asociados Doninelli& QuintanaLuis Monge Sancho TeletecCôte d’IvoireJean-Charles Daguin Fidafrica Member of PricewaterhouseCoopersVilevo Biova Devo Centrale des Risques de l’Union MonetaireOuest AfricaineKarim Fadika Fadika-Delafosse-Kacoutie-AnthonyColette Kacoutie Fadika-Delafosse-Kacoutie-AnthonyEvelyne Mandessi Bell Mandessi Bell Law FirmGhislaine Moise-Bazie SCPA Konate Moise-Bazie & KoyoFrancois Nare Centrale des Risques de l’Union Monetaire OuestAfricaineGeorges N’Goan N’Goan Asman & AssociesDominique Taty Fidafrica Member of PricewaterhouseCoopersCroatiaMladen Duliba Croatian National BankMarijan Hanzekovic Hanzekovic & RadakovicZdenko Haramija Koprer & HaramijaIrina Jelcic Hanzekovic & RadakovicSanja Juric Juric Law OfficesDavor Juros Coface Intercredit CroatiaVanja Kalogera Croatian Investment Promotion AgencyJerina Malesevic Koprer & HaramijaAna Mataga Croatian National BankTin Matić Matić Law OfficeZeljko Pazur Ministry of FinanceVlado Sevsek Vlado Sevsek & Zeljka BrlecicLidija Stopfer Vukmir Law OfficeJane Tait PricewaterhouseCoopersHrvoje Vukic Vukic Jeluŝic Sulina Stankovic Jurcan & JabukaEugen Zadravec Eugen Zadravec Law FirmCzech RepublicVladimir Ambruz Ambruz & Dark advokati v.o.s.Libor Basl Baker & McKenzieJiri Bobek Squire Sanders & DempseyJiri Cerny Peterka Leuchterova & PartnersTomas Denmark Czech Banking Credit BureauAndrea Korpasova Baker & McKenziePetr Kucera Aspekt KilcullenJan Molik Judr Jan Molik AdvokatJarmila Musilova Czech National BankIvo Nesrovnal Gleiss Lutz AdvokatiPetr Ríha Procházka Randl Kubr

List of ContributorsRoman Studnicny Coface Intercredit CzechiaRu˜zena Trojánková Linklaters & AllianceKaterina Trojanova Czech Banking Credit BureauLudek Vrána Linklaters & AllianceDenmarkJens Arnesen EvershedsSusanne Baekvig Danish Commerce and Companies AgencyClaus Bennetsen AccuraOle Borch Bech-Bruun DragstedN.V. Falling Olsen Poul Schmith KammeradvokatenUlrik Frirs Danish Commerce and Companies AgencySteen Halmind Bech-Bruun DragstedJørn Skovslund Hansen RKI Kredit InformationMikkel Hesselgren Gorrissen Federspiel Kierkegaard Law FirmJørgen Jepsen Kromann ReumertJørgen Kjærgaard Madsen Kromann ReumertPoul Meisler Danish Commerce and Companies AgencyPia Møller Danish Financial AuthorityThomas Nielsen Hjejle Gersted & MogensenKurt Skovlund Kromann ReumertDominican RepublicJesus Almanzar Rojas De Marchena Kaluche & AsociadosFlavia Baez de George Pellerano & HerreraLuis Heredia Bonetti Russin Vecchi & Heredia BonettiAna Isabel Caceres Troncoso & CaceresFranklin Guilamo De Marchena Kaluche & AsociadosHipolito Herrera V. Pellerano & HerreraPorfirio Lopez Data-CreditoXavier Marra Dhimes & MarraRoberto Payano Superintendencia de Bancos de la RepublicaDomenicanaLuis Pellerano Pellerano & HerreraMarcelino San Miguel CICLAJuan Suero Aaron Suero & PedersiniManuel Tapia Dr. Ramon Tapia Espinal & AsociadosEcuadorXavier Amador Pino Estudio Juridico AmadorMiguel Macías Carmigniani Macias Hurtado & MaciasJose Rumazo Arcos Perez Bustamante & Ponce AbogadosFrancisco Boloña Morales Boloña AbogadosLucía Cordero-Ledergerber Falconi Puig AbogadosAntonio Donoso Naranjo Superintendencia de Bancos e Seguros,Republica del EcuadorLuis Eduardo Garcia Asesoria Legal LégalasJacob Hidrowoh Perez Bustamante & Ponce AbogadosSebastián Pérez-Arteta Asesoria Legal LégalasFalconi Puig Falconi Puig AbogadosHernan Santacruz Perez Bustamante & Ponce AbogadosSantiago Terán Muñoz Estudio Jurídico Moeller & CiaGuillermo Torres InfaesEgypt, Arab Rep. ofAmal Afifi Dawood Denton Wilde SapteMohamed Ajsa Central Bank of EgyptRania Bata Sarwat A. Shahid Law FirmAshraf Elibrachy Ibrachy & DermarkarDiaa El-Din Abd Rabou Central Bank of EgyptSarwat Abd El-Shahid Sarwat A. Shahid Law Firm Gotshal& MangesAhmed Farid Mohamed El-Sherbiny Ahmed El-SherbinyLaw FirmSamiha Fawzy The Egyptian Center for Economic StudiesKarim Adel Kamel Adel Kamel Law OfficeMohamed Kamel Kamel Law FirmKaterina Miltiadou MecosAttef Mohmed Alfeky Soliman & Partners AdvocatesMahmoud Shedid Shalakany Law OfficeRagy Soliman Ibrachy & DermarkarMohamad Talaat Baker & McKenzieMona Zulficar Shalakany Law OfficeEl SalvadorFrancisco Armando Arias Rivera F.A. Arias & MuñozRoberta Gallardo F.A. Arias & MuñozMarcela Mancia F.A. Arias & MuñozAstrud Melendez Asociacion Protectora de Creditos de elSalvadorHilda Morena Segovia Superintendencia del Sistema Financiero,El SalvadorCelina Padilla F.A. Arias & MuñozJose Roberto Romero Pineda & AsociadosRoxana Romero Romero Pineda & AsociadosEthiopiaTeshome Gabre-Mariam Bokan Teshome Gabre-MariamDebebe Legesse Debebe Legesse Law FirmLakew Lemma National Bank of EthiopiaTameru Wondm Agegnehu Tameru Wondm AgegnehuLaw OfficesFinlandAhti Auikolinen Ministry of LaborTimo Esko Esko Timo & Uoti SamiBerndt Heikel Hannes SnellmanPekka Jaatinen Castren & SnellmanBernt Juthstrom Roschier-Holmberg & WaseliusKaija Kilappa Financial Supervision AuthorityGisela Knuts Roschier-Holmberg & WaseliusPatrik Lindfors Hannes Snellman Attorneys at LawTomas Lindholm Roschier-Holmberg & WaseliusSamu Palkonen Roschier-Holmberg & WaseliusMikko Parjanne Suomen Asiakastieto Oy FinskaBekka Rasane Employment and Economic DevelopmentCenterMikko Reinikainen PricewaterhouseCoopersSakari E Sorri Bützow NordiaSarah Tähkälä Hannes SnellmanSami Tuominen PricewaterhouseCoopersEeva Vahtera Ministry of LaborHelena Viita Roschier-Holmberg & WaseliusGunnar Westerlund Roschier-Holmberg & Waselius183

Doing Business in 2004184FranceAntoine Azam-Darley Azam-Darley & AssociesLaurent Barbara Baker & McKenzieNicolas Barberis Ashurst Morris CrispLouis Bernard Buchman Caubet Chouchana MeyerStéphanie Chatelon Deloitte & Touche Juridique et FiscalJohn Crothers Gide Loyrette NouelBertrand Debosque Bignon Lebray Delsol & AssociesOlivier Jaudoin Banque de FranceAntoine Maffei De Pardieu Brocas Maffei & LeygoniePhilippe Prevost Banque de FranceAlexia Simon Azam-Darley & AssociesLaurent Valadoux Banque de FrancePhilippe Xavier-Bender Gide Loyrette NouelGeorgiaIrakli Adeishvili Okraliashvili & PartnersGiorgi Begiashvili Begiashvili & Co.Lado Chanturia Supreme Court of GeorgiaMurtaz Kikoria National Bank of GeorgiaVictor Kipiani Mgaloblishvili Kipiani DzidziguriDimitri Kitoshvili Okraliashvili & PartnersRainer Magold Baker & McKenzieArchil Melikadze Center for Enterprises Restructuring andManagement AnalysisAvto Namicheishvili Begiashvili & Co.Vakhtang Shepardnadze Mgaloblishvili Kipiani DzidziguriGermanyWulf Bach SchufaJennifer Bierly-Seipp Gassner Stockmann & KollegenHans-Joachim Dohr Federal Financial Supervisory AuthorityUte Foshag Hogan & Hartson RaueKlaus Günther Oppenhoff & Rädler-Linklaters & AllianceManfred Heinrich Deutsche BundesbankPeter Hoegen Allen & OveryChristof Kautzsch Haarmann HemmelrathJoerg Rossen CreditreformIngrid Seitz Deutsche BundesbankHolger Thomas SJ Berwin Knopf Tulloch SteiningerFrank Vogel SJ Berwin Knopf Tulloch SteiningerGhanaReginald Bannerman Bruce-Lyle Bannerman & ThompsonStella Bentsi-Enchill Lexconsult & CoWilliam Fugar Fugar & Co Legal Practitioners and Notaries PublicDavid Hesse Hesse & Larsey Law FirmKenneth Laryea Laryea Laryea & Co PCD.A.K Mensah Central DatabankSam Okudzeto Sam Okudzeto & AssociatesLawrence Otto Fugar and CompanyJacob Saah PricewaterhouseCoopersV.J. Dela Selormey Bank of GhanaGreeceThemis Antoniou Bank of GreeceGeorgios Bazinas Anagnostopoulos Bazinas Fifis Counsellor &Attorneys at LawIoanna Bokorou Kyriakides-Georgopoulos Law FirmAngeliki Delicostopoulou A & A DelicostopoulouStefanoyannis Economou Law Offices Economou and AssociatesJohn Kyriakides Kyriakides-Geogropoulos Law FirmKonstantinos Mellios Sarantitis & PartnersEffie Mitsopoulou Kyriakides-Geogropoulos Law FirmDimitris Paraskevas Elias Sp. ParaskevasKleanthis Roussos Roussos Law FirmVictoria Zachopoulou TiresiasGuatemalaJuan Luis Aguilar Salguero Aguilar & ZarceñoAlfonso Carrillo Carrillo & AsociadosRodimiro Castaneda Superintendencia de Bancos GuatemalaAnabella Chaclan Arenales & Skinner-KléeGuillermo Contreras Bancared ORBEJuan Diaz Lopez Superintendencia de Bancos GuatemalaGabriela Maria Franco TransUnionRodolfo Fuentes Protectora de Credito ComercialEduardo Mayora Dawe Mayora & MayoraAlfredo Rodríguez-Mahuad Rodríguez Archila Castellanos Solares& AguilarLuis Turk Mejia Superintendencia de Bancos GuatemalaGuineaBoubacar Barry Boubacar Barry Law FirmHaitiYves Joseph Bank of the Republic of HaitiLouis Gary Lissade Cabinet LissadeSalim Succar Cabinet LissadeHondurasTania Casco Bufete Casco & AsociadosJorge Omar Casco Bufete Casco & AsociadosEstela Chavez TransUnionLeón Gómez B & B AbogadosLaureano Gutierrez Bufete Gutierrez FallaF. Dario Lobo Bufete Gutierrez FallaArmida Maria Lopez de Arguello ACZLAW Bufete Internacionalde AbogadosUlises Mejía B & B AbogadosAna Cristina de Pereira Comisión Nacional de Bancos y Seguros,HondurasJose Ramon Paz J.R. Paz & AsociadosJose Rafael Rivera Ferrari J.R. Paz & AsociadosRene Lopez Rodezno Lopez Rodezno & AsociadosRoberto Zacarias Jr. Zacarias Aguilar & AsociadosVioleta Zuniga de Godoy Comision Nacional de Bancos y Seguros,HondurasHong Kong, ChinaAndrew Baggio Baker & McKenzieBrian Barron Baker & McKenzieCharles Booth University of Hong KongTeresa Ma Linklaters

List of ContributorsRupert Nicholl Johnson Stokes & MasterRichard Tollan Johnson Stokes & MasterJim Hy Wong Hong Kong Monetary AuthorityAlex Yuen TransUnionShirley Yuen TransUnionHungaryCsendes Agnes Dessewffy Bellák & Partners Law OfficeBarbara Bognar Hungarian Financial Supervisory AuthorityTunde Ezsias Coface Intercredit HungaryGábor Felsen Köves Clifford Chance PünderGabor Horvàth Oppenheim ès Tàrsai Freshfields BruckhausDeringerAndrea Jardi Nemeth Haarmann HemmelrathIstvan Nagy Creditreform InterinfoPéter Nógrádi Nógrádí Law OfficeKlara Oppenheim Oppenheim ès Tàrsai Freshfields BruckhausDeringerÁdám Pethó´ Interbank Informatics ServicesKonrád Siegler Baker & McKenzieBenedek Sipöcz Dewey BallantineGábor Spitz Haarmann Hemmelrath & PartnerÁgnes Szent-Ivány Sándor Szegedi Szent-IványErica Voros Hungarian Financial Supervisory AuthorityIndiaR. Amurty Commerce & Co AgencyFreyan Desai Kachwaha & PartnersRajkumar Dubey Singhania & CoR.J. Gagrat Gagrat & Co-Advocates & SolicitorsVishal Gandhi Nishith Desai AssociatesTrupti Garach Brand Farrar Buxbaum LLPRavi Kulkarni Little & CoN. Marwah Commerce & Co AgencyStephen Mathias Kochhar & Co BangaloreShri Vijay Mathur Ministry of Finance Department of RevenueCentral Board of Direct TaxesDara Mehta Little & CoGanpat Raj Mehta India Law InfoS. K. Mitra Indian Investment CenterAjit Mittal Reserve Bank of IndiaRavi Nath Rajinder Narain & CoG. S. Ram Ministry of LaborK.K. Ramani Laws4IndiaAbhishek Saket Singhania & CoD.C. Singhania Singhania & CoSuhas Srinivasiah Kochhar & Co BangaloreK. Suresh StartupbazaarIndonesiaEman Achmad Lubis Santosa & MaulanaAbrahem Adrinaaz PricewaterhouseCoopersAndu Ambuml Investment Coordinating BoardH.M.U. Fachri Asaari Warens & AchyarTheodoor Bakker Ali Budiardjo NugrohoReksodiputro Counsellors at LawSteven Bloom KPMGDanmawan Dgayusmam Investment Coordinating BoardErwandi Hendarta Baker & McKenzieAli Imron Murim Central Bank of IndonesiaDarrell Johnson SSEK Indonesian Legal ConsultantsTimbul Thomas Lubis Lubis Ganie SurowidjojoBill Macdonald PricewaterhouseCoopersFerry Madian Nugroho ReksodiputroYoga Mulya Baker & McKenzieLuhut Pangaribuan Luhut M.P. Pangaribuan & PartnersBasuui Sidharta KPMGErnst Tehuteru Ali Budiardjo Nugroho Reksodiputro Counsellorsat LawIran, Islamic Rep. ofAlexander Aghayan Alexander Aghayan & AssociatesBehrooz Akhlaghi Dr. Behrooz Akhlaghi & AssociatesReza Askari Foreign Legal Affairs GroupB.F. Zarin-Ghalam Banking Information DepartmentKaterina Miltiadou MecosParviz Savrai Dr. Parviz Savrai and AssociatesM. Shahabi Tavakoli & Shahabi Attorneys and Counselors at LawB.F. Zarin-Ghalam Central Bank of the Islamic Republic of IranIrelandAndrew Bates Dillon EustaceDeclan Black Mason Hayes & CurranTanya Colbert Mason Hayes & CurranAnthony Collins Eugene F. Collins SolicitorsKathryn Copeland Central Bank of IrelandJohn Doyle Dillon EustaceMelissa Jennings Arthur CoxWilliam Johnston Arthur CoxN. McDonald Companies Registration OfficeMichael Meghen Arthur CoxDavid O’Donohoe Arthur CoxBarry O’Neill Eugene F. Collins SolicitorsDermot Rowe Dublin CorporationMaurice Phelan Mason Hayes & CurranSeamus Tighearnaigh Irish Credit BureauDeirdre Ward Company Formations InternationalIsraelEli Arbel Bank of IsraelPaul Baris Yigal Arnon & Co.Gil Birger Embassy of Israel in Washington, DCSabina Blank Small Business Authority of IsraelAmihud Doron A. Doron & Co.David Drutman Amihud Doron & Co., Law OfficesAlex Hertman S. Horowitz & Co.Zvi Howard Nixon Elchanan Landau Law OfficesPinchas Katz Bank of IsraelGideon Koren Ben Zvi KorenMichelle Liberman S. Horowitz & Co.Jakob Melcer E.S. Shimron I. Molho Persky & Co.Vazana Mordechai Ministry of FinanceVIVID Management SystemsStel Pinhasov Embassy of Israel in Washington, DC185

Doing Business in 2004186Eliot Sacks Herzog Fox & NeemanYaacov Salomon Lipschutz & Co.Asaf Samuel Lipschutz & Co.Ron Storch Global Credit ServicesDror Vigdor Yigal Arnon & Co.ItalyMaria Pia Ascenzo Bank of ItalyGiuseppe Alemani Mallet-Prevost Colt & MosleGian Bruno Bruni Bruni Gramellini e AssociatiLisa Curran Allen & OveryFederico Dettori Gianni Origoni Grippo & PartnersGiuseppe Godano Bank of ItalyEnrico Lodi CRIFGiuseppe Lombardi Pedersoli Lombardi e AssociatiStefano Macchi di Cellere Studio Legale Macchi di Cellere eGangemiAlberto Maria Fornari Baker & McKenzie Giuseppe AlemaniCurtis Mallet-Prevost Colt & MosleFabrizio Mariotti Studio Legale BeltramoIda Marotta The Brosio Casati e AssociatiFrancesco Pensato Franzosi Dal NegroAndrea Rescigno White & Case – Varrenti e AssociatiNerio Saguatti Consorzio per la Tutela del CreditoPensato Setti Studio Legale Macchi di Cellere e GangemiVittorio Tadei Chiomenti Studio LegaleFabio Tortora Experian Credit BureauJamaicaRosslyn Combie Sykes Nunes Scholefield Deleon & Co.Dave Garcia Myers Fletcher & GordonGayon Hosin Bank of JamaicaAnthony Jenkinson Nunes Scholefield DeLeon & Co.Derek Jones Myers Fletcher & GordonRattray Misheca Seymour Myers Fletcher & GordonAlfred Rattray Myers Fletcher & GordonO. J. Rattray Patterson & RattrayJapanShinichiro Abe Credit Information Center CorpNaoki Eguchi Baker & McKenzieTamotsu Hatasawa Hatasawa & Wakai Law FirmOsamu Kawakami Japan Information Center CorpNobuaki Matsuoka Yamaguchi InternationalToshio Miyatake Law Firm Adachi Henderson Miyatake & FujitaSatoshi Ogishi Nishimura & PartnersYuji Onuki Asahi Law OfficesJeremy Pitts Baker & McKenzieSetsuko Sato CCBTomoe Sato Credit Information Center CorpGaku Suzuki Asahi Koma Law OfficesShinjiro Takagi Industrial Revitalization Corporation of JapanTadeshi Yokoyama Financial Services AgencyJordanSami Al-Louzi Ali Sharif Zu’Bi & Sharif Ali Zu’BiNelly Batchoun Central Bank of JordanFrancis Bawab PricewaterhouseCoopersMicheal Dabit Micheal Dabit & Associates Attorneys at LawSalahel Dine Al-Bashir International Business Legal AssociatesYousef Khalilieh Rajai Dajani & Associates Law OfficeMichel Mazto Ministry of FinanceKaterina Miltiadou MecosShadi Zghoul DaJani & AssociatesAli Sharif Zu’bi Ali Sharif Zu’Bi & Sharif Ali Zu’BiKazakhstanAhmetzhan Abdulaev Grata Law FirmMadiar Balken Graduate Law Academy AdiletJohn W. Barnum McGuireWoods, KazakhstanYuri Bassin AequitasYuri A. Bolotov Michael Wilson & PartnersOlga Chentsova SalansMariya Gekko Baker & McKenzieEric Imashev McGuireWoods, KazakhstanKuliash Muratovna Iliasova Scientific Research Institute forPrivate Law, Humanities and Law UniversitySnezhana V. Popova McGuireWoods, KazakhstanJazykbaeva Raushan AequitasRichard Remias McGuireWoods, KazakhstanMarla Valdez Denton Wilde Sapte Law FirmValerie Zhakenov Zhakenov and Partners, in affiliation withWhite SavelievaRima Zhakupova SalansKenyaK.S. Anjarwalla Kapila Anjarwalla & Khanna AdvocatesBill Deverell Kaplan & StrattonW.S. Deverell Kaplan & StrattonOliver Fowler Kaplan & StrattonFiona Fox PricewaterhouseCoopersSheetal Kapila Kapila Anjarwalla & KhannaHamish Keith Daly & Figgis AdvocatesJohn Murugu Central Bank of KenyaWanjiru Nduati Kaplan & StrattonConrad Nyakuri PricewaterhouseCoopersFred Ochieng Kaplan & StrattonRichard Omwela Hamilton Harrison & Mathews Law FirmSonal Sejpal Kapila Anjarwalla & Khanna AdvocatesKorea, Rep. ofDuck-Soon Chang First Law Offices of KoreaEui Jong Chung Kim & LeeJu Myung Hwang Hwang Mok Park & JinJames (Ik-Soo) Jeon Sojong PartnersDaniel Y. Kim Sojong PartnersGahng Hee Lee Ministry of LaborK. C. Lee Korea Trade-Investment Promotion AgencyDong Chin Lim Chung & Suh Attorneys at LawSharon Noh Korea Information ServicesPaul Stephan Penczner Lee International IP & Law GroupKyung-Han Sohn Aram International Law OfficesSung-il Yang Ministry of Health and Welfare.

List of ContributorsKuwaitWalid Abd Elrahim Ahmed Abdullah Kh. Al-Ayoub & AssociatesAbdullah Kh. Al-Ayoub Abdullah Kh. Al-Ayoub & AssociatesMishare M. Al-Ghazali Mishare M. Al-Ghazali & PartnersRuba El- Habel Abdullah Kh. Al-Ayoub & AssociatesJasmin Kohina Abdullah Kh. Al-Ayoub & AssociatesKyrgyz RepublicJulia Bulatova Law Firm PartnerGulnara Kalikova Chadbourne & ParkeNatalia Sidorovna Galiampova Third Arbitrage CourtNurlanbek Tynaev National Bank of the Kyrgyz RepublicEmil Oskonbale Sphynx ConsultMirgul Smanalieva Law Firm PartnerLarisa Tashtemirovna Zhanibekova Larisa TashtemirovnaZhanibekova Law FirmLao PDREdwards Nicholas DFDLIsabelle Robineau DFDLLouis-Martin Desautels DFDLLatviaIrina Ivanova Financial and Capital Markets CommissionDace Jenava A. Jenava BirojsFilip Klavins Klavins Slaidins & LozeValters Kronbergs Kronbergs Law OfficeMonika Kuprijanova Council of Sworn Notaries of LatviaJuris Puce Creditreform LatvijaAnita Tamberga-Salmane Klavins Slaidins & LozeUgis Treilons Klavins Slaidins & LozeZiedonis Udris CB&M Law FirmAsnata Venckava IGK-SystemRomualds Vonsovics Lejins Torgans & Vonsovics Ziedonis UdrisSkudra & UdrisLebanonAntoine Abboud Law Office of A. Abboud & AssociatesWalid Alamuddin Banking Control Commission of LebanonRamy Aoun Badri and Salim El Meouchi Law FirmRaymond Azar Raymond Azar Law OfficesRanda Bahsoun PricewaterhouseCoopersRaymonde Eid Badri and Salim El Meouchi Law FirmSadim El Meouchi Badri and Salim El Meouchi Law FirmRamzi George PricewaterhouseCoopersNabil Mallat Hyam Mallat Law OfficesYara Maroun The Law Offices of Tyan & ZgheibKaterina Miltiadou MecosFadi Moghaizel Moghaizel Law OfficesChandra Muki PricewaterhouseCoopersWalid Nasser Walid Nasser & AssociatesNada Abu Samra Badri and Salim El Meouchi Law FirmNady Tyan The Law Offices of Tyan & ZgheibLesothoStefan Carl Buys Du Preez Liebetrau & Co.Arshad Farouk Du Preez Liebetrau & Co.Margarete Higgs Du Preez Liebetrau & Co.LithuaniaRenata Berzanskiene Sorainen Law OfficesTomas Davidonis Sorainen Law OfficesDalia Foigt Regija Law FirmKornelija Francuzeviciute Bank of LithuaniaRolandas Galvenas Lideika Petrauskas Valiunas ir PartneriaiMarius Jakulis Jason AAA Law FirmMindaugas Kiškis Lideika Petrauskas Valiunas ir PartneriaiJurate Kugyte Lideika Petrauskas Valiunas ir PartneriaiMarius Navickas Foresta Business Law GroupRamunas Petravicius Lideika Petrauskas Valiunas ir PartneriaiKazimieras Ramonas Bank of LithuaniaLaimonas Skibarka Lideika Petrauskas Valiunas ir PartneriaiMarius Urbelis Sorainen Law OfficesVictor Vaitkevicius KredolineRolandas Valiunas Lideika Petrauskas Valiunas ir PartneriaiMacedonia, FYRZlatko Antevski Lawyers AntevskiDragana Vukobrat National Bank of the Republic of MacedoniaMadagascarRaphaël Jakoba MCI Law FirmHanta Radilofe Cabinet Félicien RadilofeTheodore Ramangalahy Commission de Supervision Bancaire etFinanciereHenri Bernard Razakariasa Banque Centrale de MadagascarMalawiRobert Atherstone Stumbles Sacranie Gow & Co.Roseline Gramani Savjani & Co.S. E. Jussab Sacranie Gow & Co.Shabir Latif Sacranie Gow & Co.W. R. Milonde Reserve Bank of MalawiBen Ndau Savjani & Associates Law FirmD.A. Ravel Wilson & MorganLoganath Sabapathy Logan Sabapathy & Co.MalaysiaSbdul Rahim Ali Registrar of CompaniesFrancis Chan Basis CorporationH. Y. Chong Azman Davidson & Co.Wong Chong Wah SkrineJ. Wilfred Durai Azlan Zain, Zain & Co.Chin Sok Ee Bank Negara MalaysiaWan Hashim Malaysian Industrial Development AuthorityMohammad Haszri Abu Hassan Azmi & AssociatesAr Karunakaran The Malaysian Industrial DevelopmentAuthorityChristopher Lee Baker & McKenzieAzmi Mohd Ali Azmi & AssociatesRajendra Navaratnam Azman Davidson & Co.Loganath Sabapathy Registrar of CompaniesFrancis Tan Azman Davidson & Co.Chung Tze Keog CTOS Sdn BhdJ. Wilfred Durai Zain & Co.Azlan Zain Zain & Co.187

Doing Business in 2004188MaliVilevo Biova Devo Centrale des Risques de l’Union MonetaireOuest AfricaineSeydou Ibrahim Maiga Cabinet d’Avocats Seydou Ibrahim MaigaFrancois Nare Centrale des Risques de l’Union Monetaire OuestAfricaineMauritaniaA. S. Bouhoubeyni Cabinet BouhoubeyniOuld Bouhoubeyni Ahmed Salem Ould Bouhoubeyni AhmedSalem Law FirmMexicoGerardo Carreto-Chávez Barrera Siqueiros y Torres LandaAttorneys at LawMaría Casas Baker & McKenzieCarlos Grimm Baker & McKenzieEduardo Heftye López Velarde Heftye y SoriaBill Kryzda Goodrich Riquelme Y AsociadosJorge Leon-Orantes Goodrich Riquelme Y AsociadosEduardo Llamosa ProfancresaEnrique Nort Comision Nacional Bancaria y de ValoresPablo Perezalonso Ritch Heather y MuellerJose Luis Quiroz Mateos Winstead y RiveraRafael Ramirez Arroyo Martínez Algaba Estrella De Haro yGalvan-DuqueJuan Manuel Rincón Franck Galicia y RoblesArturo Saavedra Rodríguez Rodríguez Vega Rubio Y AsociadosMartinez Arrieta Rodríguez Vega Rubio Y AsociadosCarlos Sanchez-Mejorada Sanchez-Mejorada y PasquelJuan Francisco Torres-Landa R. Barrera Siqueiros y Torres LandaSC Attorneys at LawMoldovaDavid Brodsky Brodsky Uskov Looper Reed & PartnersProcop Buruiana Buruiana & PartnersStela Cibotari National Bank of MoldovaVictoria Ciofu National Bank of MoldovaIurie Lungu Levintsa & AssociatesVictor Levintsa Levintsa & AssociatesIrina Moghiliova Brodsky Uskov Looper Reed & PartnersAlexander Turcan Turcan & TurcanMongoliaBayarmaa Badarch Lynch & MahoneyBatzaya Bodikhuu Anderson & Anderson MongoliaDavid Buxbaum Anderson & Anderson MongoliaL. Chimgee Bank of MongoliaMaurice Lynch Lynch & MahoneyDaniel Mahoney Lynch & MahoneyUlziideleg Taivan Credit Information BureauMoroccoMyriam Bennani Hajji & Associés Association d’AvocatsRichard Cantin Cabinet Naciri & AssociésFrédéric Elbar C.M.S. Bureau Francis Lefebvre MarocAmin Hajji Amin Hajji Law OfficesAzzedine Kettani Kettani Law FirmNadia Kettani Kettani Law FirmAhmed Lahrache Bank Al-MaghribHicham Naciri Cabinet Naciri & AssociésMehdi Salmouni-Zerhouni Hajji & Associés Association d’AvocatsMozambiqueAlexandra Carvalho Vasconcelos Porto & AsociadosCarlos de Sousa e Brito Carlos de Sousa e Brito & AssociadosAntonio de Vasconcelos Porto Vasconcelos Porto & AsociadosAquiles Dimene Vasconcelos Porto & AsociadosRita Furtado H.Gamito, Cuito, Goncalves Pereira, Castelo Branco& AssociadoJoao Martins PricewaterhouseCoopersCarol Christie Smit American Embassy in MaputoBonifácia Mario Suege Bank of MozambiqueEric Whitaker American Embassy in MaputoNamibiaHanno Bossau Lorentz & BoneNatasha Cochrane P.F. Koep & Co.Peter P.F. Koep & Co Frank Koep P.F. Koep & Co.Richard Mueller P.F. Koep & Co.Phillip Mwangala Bank of NamibiaDeon Obbes Lorentz & BoneMarius van Breda Information Trust CorporationNepalIndra Lohani Dhruba Bar Singh Thapa & AssociatesSurendra Man Pradhan Nepal Rastra BankKusum Shrestha Kusum Law FirmSudheer Shrethha Kusum Law FirmSajjan Thapa Dhruba Bar Singh Thapa & AssociatesBharat Rej Upreti Pioneer Law AssociatesNetherlandsRob Abendroth Allen & OveryCasper Banz Houthoff BurumaMichiel Gorsira Simmons & SimmonsGlenn Haulussy Haulussy AdvokatenM. de Kogel De Netherlandshe BankR. Koster Chamber of Commerce AmsterdamJoop Lobstein Stichting Bureau Krediet RegistratieL. Moll Chamber of CommercePiet Schroeder Baker & McKenzieJaap-Jan Trommel NautaDutilh AttorneysPeter Wakkie De Brauw Blackstone WestbroekMarcel Willems Kennedy Van der LaanNew ZealandTim Buckley Chapman TrippNiels Campbell Bell GullyMargaret Griffin Reserve Bank of New ZealandPaul Heath High Court of New ZealandJanine Jackson Baycorp AdvantageKirri Lynn Companies’ OfficeLaurence Mayne Russell McVeagh

List of ContributorsLee-Ann McArthur NZ Companies OfficeRichard Peach Baycorp AdvantageNicola Penman-Chambers Simpson GriersonCharlotte Rose Simpson GriersonDouglas Seymour Alderslade Chapman TrippPeter Sheerin Baycorp AdvantageArthur Young Chapman TrippNicaraguaRoberto Arguello F.A. Arias & Muñoz Law FirmCarlos Bonilla Superintendencia de Bancos y de OtrasInstituciones FinancierasJose Evenor Taboada Taboada & AsociadosMaría José Guerrero F.A. Arias & Muñoz Law FirmPedro Muñoz F.A. Arias & Muñoz Law FirmAna Rizo F.A. Arias & Muñoz Law FirmOscar Silva Delaney & AssociatesNigerVilevo Biova Devo Centrale des Risques de l’Union MonetaireOuest AfricaineSamna Daouda Ohada LegisAïssatou Djibo Maitre Djibo AissatouBernar-Oliver Kouaovi Cabinet KouaoviFrancois Narem Centrale des Risques de l’Union MonetaireOuest AfricaineNigeriaLara Ademola Lara Ademola & Co.John Adetiba PricewaterhouseCoopersDaniel Agbor Udo Udoma & Belo-OsagieOluseyi Abiodun Akinwunmi Akinwunmi & BusariSamuel Etuk Etuk & UruaAnse Ezetha Chief Law Agu Ezetah & Co.Mohammed Ibrahim Embassy of Nigeria in Washington, DCO. I. Imala Central Bank of NigeriaEvelyne Mandessi Bell Mandessi Bell Law FirmNdubisi Chuks Nwasike Chuks Nwasike SolicitorChike Obianwu Udo Udoma & Belo-OsagieUzoma Ogbonna Chief Law Agu Ezetah & Co.Joy Okeaya-Inneh Chief Rotimi Williams’ ChambersNorwayEdgar Barsgoe Ministry of Labor and Government AdministrationMorten Beck Advokatfirmaet PricewaterhouseCoopersFrode Berntsen Advokatfirmaet PricewaterhouseCoopersPaul Buche Tax Law DepartmentLars Carlsson CreditinformFinn Erik Engzelius Thommessen Greve LundStein Fagerhaug Thommessen Greve LundClaus Flinder Simonsen Føyen AdvokatfirmaHans Haugstad Thommessen Greve LundAase Aa. Lundgaard Deloitte Touche TohmatsuGlenn McKenzie Brønnøysund Register CentreGuri Midttun Norwegian Trade CouncilChristian Mueller Thommessen Greve LundFinn Rime Rime & Co. AdvokatfirmaVegard Sivertsen Deloitte & Touche, NorwayLisbeth Strand The Banking, Insurance and SecuritiesCommission of NorwayAnne Thorsheim Oslo BusinessElste Torsvik Ministry of Labor and Government AdministrationSverre Tyrhaug Thommessen Greve LundPreben Willoch Advokatfirmaet PricewaterhouseCoopersOmanMansoor Jamal Malik Al Alawi Mansoor Jamal & Co.PakistanMasood Khan Afridi Afridi & Angell & KhanM. Bilal Aftab News-VIS Credit Information ServicesShamim Ahmed Securities and Exchange CommissionSalman Aslam Butt Cornelius Lane & MuftiMohammad Azam Chaudhry Azam Chaudhry Law AssociatesSyed Ahmad Hassan Shah Afridi & Angell & KhanIshrat Husain State Bank of PakistanKairas Kabraji Kabraji & TalibuddinMuhammad Khalid Javed Board of Investment, PakistanMuhammad Akram Khan Board of Investment, PakistanSikandar Hassan Khan Cornelius Lane & MuftiRashad Miyan Board of Investment, PakistanBabar Mufti International Credit InformationAmna Piracha International Credit InformationTalat Rasheed Board of Investment, PakistanMuhammad Saleem Credit Information BureauHaider Shamsi Haider Shamsi and Co.PanamaLeonor Alvarado Alvarado Ledezma & De SanctisEbrahim Asvat Patton Moreno & AsvatEric Britton Infante Garrido & Garrido AbogadosDelia Cardenas Superintendencia de Bancos de PanamaJulio Cesar Contreras III Arosemena Noriega & ContrerasJorge Garrido M. Infante Garrido & GarridoFrancisco Pérez Ferreira Patton Moreno & AsvatLizbeth Ramsey Asociación Panameña de CréditoAnalita Romero KPMGJuan Tejada Mora Icaza Gonzalez-Ruiz & AlemanPapua New GuineaKirsten Kobus Allens Arthur RobinsonVincent Bull Allens Arthur RobinsonRio Fiocco Posman Kua Aisi LawyersRichard Flynn Blake Dawson WaldronParaguayHugo Berkemeyer Berkemeyer Attorneys and CounselorsLuis Breuer Berkemeyer Attorneys and CounselorsEsteban Burt Peroni Sosa Tellechea Burt & NarvajaPeruMarco Antonio Alarcón Piana Estudio Luis Echecopar GarciaLuis Felipe Arizmendi Echecopar Superintendencia de Bancos ySeguros del Peru189

Doing Business in 2004190Guilhermo Alceu Auler Muniz Forsyth Ramirez Perez-Taiman &Luna VictoriaLuís Fuentes Barrios Fuentes UrquiagaManuel Olaechea Du BoisAlonso Rey Bustamante Payet Rey Cauvi AbogadosRicardo Silva Muniz Law FirmManuel Villa-García Estudio OlaecheaGino Zolezzi CerticomPhilippinesMarissa Acain PhilBizInfoTheresa Ballelos Baker & McKenzieManuel Batallones BAP Credit BureauAngelica Cayas Board of InvestmentKenneth Chua Castillo Laman Tan Pantaleon & San JoseEmerico De Guzman Angara Abello Concepcion Regala & CruzBenjamin Dela Cruz Board of InvestmentsMila Digan Board of InvestmentsNestor Espenilla Central Bank of the PhilippinesGilberto Gallos Abello Concepción Regala & CruzAndres Gatmaitan Sycip Salazar Hernandez & GatmaitanTadeo Hilado Abello Concepcion Regala & CruzNatividad Kwan Baker & McKenzieRomeo Mendoza Romulo Mabanta Buenaventura Sayoc &de Los AngelesYolanda Mendoza-Eleazar Castillo Laman Tan Pantaleon &San Jose.Efren Lee No Investment Management DepartmentNicanor Padilla Siguion Reyna, Montecillo & Ongsiako LawOfficesPolo Pantaleón Castillo Laman Tan Pantaleon & San JoseEmmanuel Paras Cecile M.E. CaroTeodoro Regala Angara Abello Concepcion Regala & CruzRicardo Romulo Romulo Mabanta Buenaventura Sayoc &de Los AngelesRoger Sapanta Board of InvestmentsTess Sianghio-Baac Abello Concepcion Regala & CruzCirilo T Tolosa Sycip Salazar Hernandez & GatmaitanPolandTomasz Brudkowski Kochanski Brudkowski & PartnersRenata Cichocka Haarmann HemmelrathSlawomir Domzal Biuro Informacji KredytowejMaciej Duszczyk Biuro Informacji KredytowejPawe l Ignatjew Baker & McKenzieIwona Janeczek Commercial Debtor Register/KSV InformationServicesTomasz Kanski Soltysiñski Kawecki & SzlezakKatarzyna Kompowska Coface Intercredit PolandPetr Kucera Aspekt KilcullenWojciech Kwasniak National Bank of PolandBartlomiej Raczkowski Soltysiñski Kawecki & SzlezakJean Rossi Gide Loyrette Nouel PolskaTomasz Stawecki Baker & McKenziePrzemyslaw Pietrzak Nörr Stiefenhofer LutzRobert Siuchmo Biuro Informacji KredytowejAnna Talar Jeschke Haarmann HemmelrathTomasz Turek Nikiel & ZacharzewskiTomasz Wardynski Wardynski & PartnersRobert Windmill Haarmann HemmelrathSteven Wood TGC Polska Law FirmPortugalFernando Resina Da Silva Vieira de Almeida & AssociadosJoão Cadete de Matos Banco de PortugalCristina Dein Jalles AdvogadosRosemary de Rougemont Neville de Rougemont & AssociadosCarlos de Sousa e Brito Carlos de Sousa e Brito & AsociadosPaulo Lowndes Marques Abreu & Marques Vinhas e AssociadosFernando Marta CredinformacoesInês Batalha Mendes Abreu Cardigos & AsociadosMiguel de Avillez Pereira Abreu Cardigos & AsociadosVicky Rodriguez Neville de Rougemont & Asociados Sociedade deAdvogadosAna Isabel Vieira Banco de PortugalPuerto RicoVicente Antonetti Goldman Antonetti & CordovaMarcelo Lopez Goldman Antonetti & CordovaRomaniaPhilip Ankel Moore Vartires & Associates SCPATiberiu Csaki Altheimer & Gray MooreTeodor Gigea Coface Intercredit RomaniaVeronica Gruzsnicki Babiuc Sulica & AssociatesAndrea Ionescu Altheimer & Gray MooreCorina Gabriela Ionescu Nestor Nestor Diculescu KingstonPetersenNicoleta Kalman Nicoleta Kalman Law OfficeDaniel Lungu Racoti Predoiu & PartnersElena Mirea Delos CreditinfoIon I. Nestor Nestor Nestor Diculescu Kingston PetersenTheodor Nicolescu Theodor Nicolescu Law OfficeDavid Stabb Sinclair Roche & TemperleyArin Octav Stanescu National Association of Practitioners inReorganization and Winding UpParaschiva Suica-Neagu Nestor Nestor Diculescu KingstonPetersenValeria Tomesou Credit reform RomaniaCatalin Tripon Babiuc Sulica & AssociatesFlorentin Tuca Musat & AsociatiiPetre Tulin National Bank of RomaniaPerry Zizzi Moore Vartires & Associates SCPARussian FederationIrina Astrakhan PricewaterhouseCoopersPeter Barenboim Moscow Interbank Currency ExchangeChristian Becker Haarmann Hemmelrath & PartnerMaria Blagowolina Haarmann Hemmelrath & PartnerVladimir Dragunov Baker & McKenzieIgor Gorchakov Baker & McKenzieJohn Hammond CMS Cameron McKennaDavid Lasfargue Gide Loyrette NouelSergei Lazarev Russin & Vecchi

List of ContributorsLudmila Malykhina CMS Cameron McKennaAlexey Simanovskiy Bank of RussiaVladislav Talantsev Russin & VecchiRwandaJean Haguma Haguma & AssociesAngelique Kantengwa National Bank of RwandaSaudi ArabiaFahd Al-Mufarrij Saudi Arabian Monetary AgencyMujahid Al-Sawwaf Law Offices of Dr. Mujahid M. Al-SawwafMohammed Jaber Nader Nader LawHassan Mahassni Law Offices of Hassan MahassniFrancois Majdy Kasseem Al-Fallaj Law FirmKaterina Miltiadou MecosAkram Mohamed Nader Nader LawSameh Toban Toban Law FirmEbaish Zebar Law Firm of Salah Al-HejailanySenegalVilevo Biova Devo Centrale des Risques de l’Union MonetaireOuest AfricaineAboubacar Fall Fall Associates Law OfficesCheikh Fall Cheikh Fall Law OfficesMame Adama Gueye SCP Mame Adama Gueye & AssociesMamadou Mbaye SCP Mame Adama Gueye & AssociésIbrahima Mbodj Etude Maitre Ibrahima MbodjFrancois Nare Centrale des Risques de l’Union MonetaireOuest AfricaineFrançois Sarr François Sarr & AssociesMamadou Seck SCP Sow SeckSerbia and MontenegroMiroslav Basic Studio Legale SuttiYorgos Chairetis IKRP Rokas & PartnersIlija Drazic Drazic Lazarevic & BeatovicKerim Karabdic Advokati Salih & Kerim KarabdicDubravka Kosic Kosic & SuttiNikola Kosic Agency Sportnet DiNMirko Lovric National Bank of Serbia and MontenegroNeli Markovic Credit Information SystemMilos Zivkovic Zivkovic & Samardzic Law OfficeSierra LeoneEmmanuel Roberts Roberts & PartnersSingaporeLeslie Chew SC Khattar Wong & PartnersTan Peng Chin Tan Peng ChinCheah Swee Gim Kelvin Chia PartnershipDeborah Evaline Barker Khattar Wong & PartnersNg Wai King Venture LawTham Yew Kong Monetary Authority of SingaporeAngela Lim Baker & McKenzieDaphne Teo Monetary Authority of SingaporeLincoln Teo Credit Bureau SingaporeLee Kuan Wei Venture LawJennifer Yeo Yeo-Leong & PehSamuel Yuen David Lim & PartnersSlovak RepublicMartin Bednár HMG & PartnersKatarina Cechova Advokátska kanceláriaMilan Horvath National Bank of SlovakiaTomáš Kamenec Dedák & PartnersRenátus Kollár Allen & OveryPetr Kucera Aspekt Kilcullen sVladimir Malik Coface Intercredit SlovakiaČechová Rakovský Advokátska kanceláriaZuzana Valerova PricewaterhouseCoopersSloveniaCrtomir Borec Deloitte & ToucheStane Berlec Trade and Investment Promotion OfficeSimon Bracun Colja Rojs & PartnerjiPetra Drobne Small Business Development CenterJoze Golobic Small Business Development CenterVilma Hanzel Bank of SloveniaSreco Jadek Odvetniska Fisarna Jadek & PensaAndrej Jarkovič Selih Selih Janezic & JarkovicDenis Kostrevc Deloitte & ToucheGerald Lambert Deloitte & ToucheKlemen Sesok Deloitte & ToucheIrena Skocir Coface Intercredit SlovenijaBarbara Smolnikar SKB Banka DDSouth AfricaMarianne Brown Institute for Public Finance and AuditingPeter Eugene Whelan Bowman Gilfillan Findlay & TaitMike Forsyth Austen Smith AttorneysDavid Garegae Greater Pretoria Metropolitan CouncilTim Gordon-Grant Bowman GilfillanDesere Jordaan LT Attorneys Notaries & ConveyancersRenee Kruger Webber Wentzel BowensFrancis Manickum Department of Trade and IndustryAndrew Muir Austen Smith AttorneysJohan Neser Cliffe DekkerLaurence Pereira Vorster PereiraJoe Pietersen South Africa Reserve BankHugo Stark South Africa Reserve BankJacques Van Wyk Cliffe DekkerGreg Ward TransUnion ITCDavid Watkins Bowman GilfillanPhillip Webster LeBoeuf Lamb Greene & MacRaeRalph Zulman Supreme Court of Appeal of South AfricaSpainAgustí Bou Maqueda Jausas, Nadal & VidalAriadna Cambronero Uría & MenéndezSoledad Cruces de Abia Bank of SpainSergio del Bosque Uría & MenéndezAnselmo Diaz Fernández Bank of SpainAlejandro Ferreres Uría & MenéndezAna Just Iuris Valls Abogados191

Doing Business in 2004192Alfonso Pedrajas MulleratArturo Rainer Pan Echecopar Abogados Law FirmEduardo Rodriguez Rovira Uria & MenendezMaria Gracia Rubio Baker & McKenzieRafael Sebastián Uría & MenéndezMiguel Torres The Bufete Mullerat Law FirmCarlos Valls Iuris Valls AbogadosCarlos Viladás Jené Uría & MenéndezSri LankaAsanka Abeysekera Tichurelvam AssociatesN. P. H. Amarasena Credit Information Bureau of Sri LankaSavantha De Saram D. L. & F. De SaramSharmela De Silva Tichurelvam AssociatesDesmond Fernando Fernando & Co.T.G. Gooneratne Julius & Creasy Solicitors Attorneys at LawAnanda Lecamwasam PricewaterhouseCoopersRamani Muttetuwegama Tichurelvam AssociatesKandiah Neelakandan Kandiah Neelakandan Law FirmAruni Rajakariar National Development BankP. Samarasiri Central Bank of Sri LankaR. Senathi Rajah Julius & Creasy Solicitors Attorneys at LawNiranjan Sinnethamby Tiruchelvam AssociatesNeelan Tiruchelvam Tiruchelvam AssociatesJohn Wilson Jr. John Wilson PartnersSwedenMats Berter Magnusson Wahlin Qvist Stanbrook AdvokatbyraTommy Bisander UC ABVibekke Eliasson FinansinspektionenJörgen Estving Magnusson Wahlin Qvist Stanbrook AdvokatbyråElisabet Fura-Sandstrom Advokatfirman Vinge & KBLeif Gustafsson Baker & McKenzieEric Halvarsson Hammarskiöld & Co.Peder Hammarskiöld Hammarskiöld & Co.Paula Hammarstrom Andersson Magnusson Wahlin QvistStanbrook AdvokatbyraStefan Holmberg Gärde WesslauJohn Henwood Robinson BertramMargret Inger FinansinspektionenMattias Larsson Advokatfirman Cederquist KBKnox Nxumalo Robinson BertramLars Nylund Advokatfirman FylgiaCecilia Rembert Invest in Sweden AgencyMartin Wallin Linklaters LagerlöfSwitzerlandPeter R. Altenburger Altenburger & PartnersKarl Arnold Pestalozzi Lachenal PatryVischer Frédéric Bétrisey Baker & McKenzieChristian Etter Swiss Embassy in Washington, DCRolf Gertsch Swiss Federal Banking CommissionErwin Griesshammer VischerHans R. Hintermeister ZEK SwitzerlandIur. Yvonne Hintermeister Handelsregisteramt des Kantons ZurichAndrea Molino Spiess Brunoni Pedrazzini MolinoGuy-Philippe Rubeli Pestalozzi Lachenal PatryKurt Spinnler Swiss Federal Banking CommissionSyrian Arab RepublicKanaan Al-Ahmar Al-Ahmar & PartnersHani Bitar Syrian Arab Consultants Law OfficeRiad Daoudi Syrian Arab Consultants Law OfficeAntoun Joubran Syrian Arab Consultants Law OfficeMuhammed Jumma Bank of SyriaFadi Kardous Kardous Law OfficeKaterina Miltiadou MecosMoussa Mittry Louka & MitryGabriel Oussi Syrian Arab Consultants Law OfficeTaiwan, ChinaJack J. T. Huang Jones DaySerina Chung Jones DayJulie Chu Jones DayAngela Wu Yangming PartnersMark Ohlson Yangming PartnersEdgar Chen Tsar & Tsai Law FirmJohn Chen Formosa Transnational Attorneys at LawHelen Chou Russin & Vecchi LLCPatrick Pai-Chiang Chu Lee and LiJoyce Fan Lee and LiJames Hwang Tsar & Tsai Law FirmEdward Lai Central Bank of ChinaBee Leay Teo Baker & McKenzieJustin Liang Baker & McKenzieJeffrey Lin Joint Credit Information CenterJennifer Lin Tsar & Tsai Law FirmJen Kong Loh Alliance International Law OfficesThomas McGowan Russin & Vecchi LLCShiau Pan Yang Lee and LiTanzaniaNaimi Dyer Mkono & Co. Law FirmAdemba Gomba Gomba & Co. AdvocatesA. K. Kameja Kameja & Nguluma AdvocatesWilbert Kapinga Mkono & Co. Law FirmPauline Kasonda Mkono & Co. Law FirmIshengoma Masha Mujulizi & Magai AdvocatesL.H. Mkila Bank of TanzaniaNimrod Mkono Mkono & Co. Law FirmCharles Rwechungura Maajar Rwechungura & KamejaMaajar Rwechungura Kameja & Nguluma AdvocatesConstantine Rweyemamu Mutalemwa Masha Mujulizi & MagaiAdvocatesHenry Sato Massaba Kameja & Nguluma AdvocatesLeopold Thomas Kagula Kalunga & CompanyThailandRujira Bunnag Marut Bunnag International Law OfficeVira Kammee International Legal Counsellors ThailandKhun Kanok Thailand-US Business CouncilKomkrit Kietduriyakul Baker & McKenzieDej-Udom Krairit Dej-Udom & AssociatesK. Kunjara Thai Credit BureauDavid Lyman Tilleke & Gibbins InternationalSteven Miller Johnson Stokes & Master

List of ContributorsCynthia Pornavalai Tilleke & Gibbins InternationalNuttida Samalapa Baker & McKenzieAnongporn Thanachaiary Tilleke & Gibbins InternationalBoonchai Thaveekittikul Boonchai Arthur AndersenHarold Vickery Jr. Vickery & WorachaiPimvimol Vipamaneerut Tilleke & Gibbins InternationalPrapakorn Wannakano Bank of ThailandTogoJean-Marie Adenka Cabinet AdenkaVilevo Biova Devo Centrale des Risques de l’Union MonetaireOuest AfricaineFrancois Nare Centrale des Risques de l’Union Monetaire OuestAfricaineTunisiaBadreddine Barkia Central Bank of TunisiaBouaziz Belaiba Yasmina SorencoAdly Bellagha Adly Bellagha & AssociatesLamine Bellagha Adly Bellagha and AssociatesCeline Dupont Ferchiou & Associates Meziou KnaniSalaheddine Caid Essebsi The Salaheddine Caid Essebsi& AssociatesFaiza Feki Central Bank of TunisiaNoureddine Ferchiou Ferchiou & Associates Meziou KnaniElyès Ben Mansour Gide Loyrette Nouel TunisieFaouzi Mili Mili and AssociatesIlhem Ouanes Tekaya Ferchiou & AssociesKamel Ben Salah Gide Loyrette Nouel TunisieTurkeyBurcu Acarturk Pekin & PekinI. Hakki Arslan Central Bank of the Republic of TurkeyErol Bircanoglu Jr. Bircanoglu Law FirmIbrahim Canakci Banking Regulation and Supervision AgencyMesut Cakmak Cakmak Ortak Avukat BurosuZeynep Cakmak Cakmak Ortak Avukat BurosuFadlullah Cerrahoglu Mehmet Can EkzenKazim Derman KKB Kredi Kayit BurosuSemiha Gorgulu Yamaner & YamanerAli Gozutok Pekin & PekinSelen Gures Law Offices of M. Fadlullah CerrahogluFahri Okumus Central Bank of the Republic of TurkeySebnem Onder Cakmak Ortak Avukat BurosuEser Ozer Anorbis Uluslararasi Bilgi MerkeziAhmed Pekin Pekin & PekinY. Selim Sariibrahimoglu DTB Dis Ticaret Bilgi MerkeziYesim Sezgingil DTB Dis Ticaret Bilgi MerkeziPaul Sheridan Denton Wilde Sapte & GunerSelcuk Tayfun Ok Chamber of CommerceAysegül Yalçinmani Law Offices of M. Fadlullah CerrahogluMehtap Yildirim-Ozturk Cakmak Ortak Avukat BurosuUgandaJustine Bagyenda Bank of UgandaMoses Jurua Adriko Adriko & Karugaba AdvocatesOscar Kambona Kampala Associated AdvocatesMasembe Kanyerezi Mugerwa & MasembeSim Katende Katende Sempebwa & Co. AdvocatesDavid Mpanga Mugerwa & Masembe AdvocatesGabriel Mpubani Gabriel Mpubani Law OfficesRose Namarome Odere & Nalyanya Law FirmCharles Odere Odere & Nalyanya Law FirmJustin Semuyaba Semuyaba Iga & Co. AdvocatesAlan Shonubi Shonubi Musoke & Co.UkraineValeria Kazadarova Baker & McKenzieJames T. Hitch Baker & McKenzieOlyana Rudyakova Baker & McKenzieOleg Alyoshin Vasil Kisil & PartnersNatalia Artemova Grischenko & PartnersDaniel Bilak Jurvneshservice Attorneys & CounselsSerhiy Chorny Baker & McKenzieOlexandr Fedoriv Credit Rating Agency SlavRatingAnna Globina Altheimer & GrayYaroslav Gregirchak Magister & PartnersJames Hitch III Baker & McKenzieRuslan Israpilov Grischenko & PartnersAleksandr Kireyev National Bank of UkraineSergei Konnov Konnov Law OfficesSvetlana Kustova Konnov Law OfficesOlexander Martinenko Scott and Martinenko Law FirmAndrii Palianytsia LCPSMarkian Silecky Silecky Law FirmMykola Stetsenko Scott and Martinenko Law FirmSergei Voitovich Grischenko & PartnersAlexander Yefimov Alexander Yefomiv Law OfficesOleg Zinkevych Kravets & LevenetsUnited Arab EmiratesMurad Abida Hadef Al Dhahiri & AssociatesBashir Ahmed Afridi & AngellSaeed Abdulla Al Hamiz Central Bank of the United Arab EmiratesHabib Al Mulla Habib Al Mulla & Co.Hassen Ferris Afridi & AngellNabil Issa Afridi & AngellKaterina Miltiadou MecosStephen Rodd Bryan CaveJonathan Silver Clyde & Co.United KingdomKenneth Baird Freshfields Bruckhaus DeringerRichard Boulton Financial Services AuthorityGreg Boyd Baker & McKenzieRichard Clark Slaughter & MayJohn Hadlow ExperianAndrew Haywood Attorney at LawMichael Prior Shawn Coulson International LawyersMilton Psyllides Eversheds Law FirmKathy Smith Slaughter & MayMichael Steiner Denton Wilde SaptePhilip Wood Allen & OveryJohn Young Eversheds Low Firm193

Doing Business in 2004194United StatesDavid Adkins Federal Reserve BoardRichard Broude Law Offices of Richard F. BroudePeter Chaffetz Clifford ChanceLarry Haas Baker & McKenzieCharles Kerr Morrison & FoersterErik Lindauer Sullivan & CromwellStephen Raslavich United States Bankruptcy CourtRichard Spillenkothen Federal Reserve BoardUruguayMaria Elena Abo Muxi & AsociadosConrado Hughes Delgado Hughes & HughesNoelia Eiras Hughes & HughesDaniel Ferrere Ferrere LamaisonDiego Galante Galante & MartinsManuel González Rocco Banco Central del UruguayRosario Garat Superintendencia de Instituciones deIntermediación FinancieraMarcela Hughes Hughes & HughesMercedes Jimenez de Arrechaga Guyer & RegulesEstudio Jurídico Muxí & AsociadosElbio Kuster Bado Kuster Zerbino & RachettiJose Lorieto Clearing de informesMatilde Milicevic Clearing de InformesAlejandro Miller Artola Guyer & RegulesRicardo Olivera Olivera & DelpiazzoVeronica Raffo Ferrere LamaisonBruno Santin Estudio Jurídico Muxí & AsociadosAlvaro Tarabal Guyer & RegulesUzbekistanSanjarbek Abdukhalilov Denton Wilde SapteSanjar Abduhalilov Denton Wilde SapteDaniel Ferrere Ferrere LamaisonR. Gulyamov Central Bank of the Republic of UzbekistanThomas Johnson Denton Wilde SapteTatiana Lopaeva Tashkent City Economic CourtVeronica Raffo Ferrere LamaisonVakhid Saparov Baker & McKenzieSofiya Shaikhrazieva Denton Wilde SapteUmarov Abdurakhim Vakhidovich Uzbek Association of BanksMarla Valdez Denton Wilde SapteVenezuela, RBCarolina Armada ITP ConsultingGertrudiz Bonilla Romero-Muci & AsociadosCarlos Dominguez Hoet Pelaez Castillo & DuqueRossanna D’Onza Baker & McKenzieGustavo Muci Romero-Muci & AsociadosIrving Ochoa Superintendencia de Bancos y Otras InstitucionesFinancierasFernando Pelaez-Pier Hoet Pelaez Castillo & DuqueCarlos Plaza Baker & McKenzieVictor Sanchez Leal Bentata AbogadosPatricia Wallis ITP ConsultingVietnamFred Burke Baker & McKenzieUan Pham Cong State Bank of VietnamFlorent Fassier Gide Loyrette NouelNguyen Viet Ha Russin & VecchiNgo Thanh Hang PricewaterhouseCoopersJohn Hickin Johnson Stokes & MasterRichard Irwin PricewaterhouseCoopersNguyen Hoang Kim Oanh Baker & McKenzieIan Lewis Johnson Stokes & MasterHan Mahn Tien Concetti ConsultingJohn Malcolm Hickin Johnson Stokes & MasterPham Nghiem Xuan Bac Vision & Associates Investment& Management ConsultantsTran Thi Thanh Ha Baker & McKenzieGiles Thomas Cooper Baker & McKenzieYemen, Rep. ofSheikh Khalid Abdullah Law Offices of Sheikh Tariq AbdullahAdel Adham Adham & AssociatesAnwar Adham Adham & AssociatesJamal Adimi Jamal Adimi Law OfficesAbdalla Al-Meqbeli Abdalla Al-Meqbeli & AssociatesAbdula Al-Olofi Central Bank of YemenKaterina Miltiadou MecosHonorable Mohamed Jaffer Kassim Ministry of JusticeZambiaMoses Chatulika Bank of ZambiaMwelwa Chibesakunda Corpus Globe AdvocatesElias Chipimo Corpus Globe AdvocatesAbdul Dudhia Musa Dudhia & Co.Pixie Linda Mwila Kasonde-Yangailo PricewaterhouseCoopersN.K. Mubonda Dhkemp & Co. Law FirmMorris Mulomba Bank of ZambiaKanti Patel Christopher Russell Cook & Co.Solly Patel Christopher Russell Cook & Co.ZimbabweRoger Chadwick Scanlen & HoldernessInnocent Chagonda Atherstone & CookLindsay Cook Atherstone & CookC.L. Dhliwayo Reserve Bank of ZimbabweStephen Gwasira Reserve Bank of ZimbabweBrenda Wood Kahari B.W. Kahari Law OfficesPeter Lloyd Gill Godlonton & GerransPiniel Mkushi Sawyer & MkushiSternford Moyo Scanlen & HoldernessN.K. Mubonda D.H. Kemp and CompanyKanti Patel Christopher Russell Cook & Co.Alwyn Pichanick Wintertons Law FirmYuezhen Wei PricewaterhouseCoopers

Doing Business in 2004:Understanding Regulation isthe first in a series of annualreports investigating the scopeand manner of regulations thatenhance business activity andthose that constrain it. Newquantitative indicators onbusiness regulations and theirenforcement can be comparedacross more than 130 countries,and over time. The indicatorsare used to analyze economicoutcomes and identify whatreforms have worked, where,and why.For more information, visit ourwebsite at:http://rru.worldbank.org/doingbusinessISBN 0-8213-5341-1