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CanadCanadCanadCanada a a a ArabArabArabArab Business Survey 201Business Survey 201Business Survey 201Business Survey 2016666

Canada Canada Canada Canada ArabArabArabArab Business Council Business Council Business Council Business Council

Mohammad Al Mohammad Al Mohammad Al Mohammad Al ZaibakZaibakZaibakZaibak

Peter SutherlandPeter SutherlandPeter SutherlandPeter Sutherland

Jim MetcalfeJim MetcalfeJim MetcalfeJim Metcalfe

Dr. Walid HejaziDr. Walid HejaziDr. Walid HejaziDr. Walid Hejazi

Daniela StratulativDaniela StratulativDaniela StratulativDaniela Stratulativ

April 3, 2017April 3, 2017April 3, 2017April 3, 2017

Canada Arab Business Survey 2016

Canada Arab Business Survey 2016 – Final Report April 3, 2017 2

Contents

1. EXECUTIVE SUMMARY ................................................................................................................................... 3

2. METHODOLOGY ............................................................................................................................................. 3

3. KEY FINDINGS ................................................................................................................................................ 5

Canadian companies in Arab countries ............................................................................................................. 5

Arab companies in Canada ................................................................................................................................ 6

4. CANADIAN COMPANIES IN ARAB COUNTRIES ............................................................................................... 7

4.1 Company profile .......................................................................................................................................... 7

4.2 Business development and profitability .................................................................................................... 12

4.3 Financing, expanding into Arab countries, setting up business in Arab countries ................................... 16

5. POTENTIAL FTA AND FIPA ............................................................................................................................ 20

6. LIMITATIONS OF THE STUDY AND FUTURE WORK ...................................................................................... 21

7. CONCLUSION ............................................................................................................................................... 21

APPENDIX 1 - Respondent Profile ........................................................................................................................ 22

APPENDIX 2 - Arab Companies in Canada ........................................................................................................... 23

APPENDIX 3 – Canadian companies planning to set up new business in the Arab countries ............................. 24

REFERENCES ........................................................................................................................................................ 25



1. EXECUTIVE SUMMARY

The Canada Arab Business Survey 2016 is the first to be conducted by CABC with the purpose of identifying the

opportunities and challenges Canadian businesses face in the Arab business environment, and the obstacles

Arab-owned companies encounter in doing business in Canada.

The goal of the survey is to provide the information necessary to provide recommendations to Canadian

government agencies and service providers in order to assist Canadian companies to develop their business in

the Arab countries, as well as Arab companies entering the Canadian market, and to help develop better policy.

The survey is targeted at Canadian companies already doing business in the Arab countries (e.g. through

operating in or exporting to Arab countries), those who may be using investment from Arab countries, or those

who are considering doing any of the above. The survey is also directed at Arab companies already doing or

considering doing business in Canada. The data sample for the Arab companies is too small and not

representative, therefore no policy recommendations can be formulated for this group.

The survey was circulated several times from December 2016 to March 2017 to over 200 companies doing

business in Arab countries, including CABC members and non-members. From 39 respondents, 35 specified

the country of ownership. 31 companies are Canadian-owned and three are Arab-owned.

This report is structured as follows. Section 2 presents the Methodology. Section 3 offers a summary of Key

Findings. Section 4 is dedicated to Canadian companies conducting business in the Arab countries and offers

information on company profile, and survey results on business development, profitability, financing,

expanding into Arab countries, and setting up business in Arab countries. Section 5 focuses on participants’

view on potential Free Trade Agreements (FTA), and Foreign Investment Promotion and Protection Agreement

(FIPA). Section 6 discusses limitations of this study and provides directions for the next survey design. Section

7 concludes. Appendices offer information on the profile of companies’ representatives who answered the

survey questions, and a summary of answers provided by Arab companies doing business in Canada.

2. METHODOLOGY

Survey design

The survey questions were designed based on methodologies and research findings of studies conducted by

international organizations for the Arab countries. In addition, several resources for OECD and European

countries were consulted to review methodologies and results specific to advanced economies. Studies

reviewed include the World Bank annual reports 2016-2017 “Doing business” for each of the Arab countries,

the World Bank methodologies for calculating the indicators on business regulations, the OECD methodology

to calculate FDI restrictiveness, the World Bank – European Bank for Reconstruction and Development 2016

report on MENA business climate “What’s holding back the private sector in MENA?”, the National US-Arab

Chamber of Commerce Trade Outlook 2016. A complete list is provided in the References section of this

document.

The research team used the Project Management Institute methodology and the Research planning approach

according to Blaikie (2010), and Easterby-Smith et al. (2013).



Data collection and analysis

The Canada Arab Business Council disseminated the survey to over 200 companies, through its membership

and contacts, as well as other channels. The survey ran from December 2016 to March 2017.

Data analysis was conducted according to qualitative research methodologies for academic, and business and

management research according to Blaikie (2010), and Easterby-Smith et al. (2013).



3. KEY FINDINGS

Canadian companies in Arab countries

Canadian companies participating in the survey are profitable, however profitability decreased compared to

previous years. The main constraints are local government policies and regulations, and strong competition

from international competitors.

Most respondent companies reported that their business in the Arab countries was profitable in 2015 (96%)

and 4% indicated a loss.

For 70% of the respondents the operations in the Arab countries account for less than 25% of company’s global

gross revenue and for 22% represent between 26% and 50% of company’s global revenue. Nevertheless,

compared to previous years, profitability decreased for 44% of respondents and remained unchanged for 40%.

Only 3% indicated an increase in profitability. The main obstacles to profitability for 48% of respondents are the

local government policies and regulations, while 39% experience strong competition from international

competitors. These companies have operations in the Arab countries (e.g. representative office, plant,

subsidiary) and/or export products and services to the Arab countries.

The respondents indicating that local government policies and regulations are the main constraint to

profitability are conducting business in United Arab Emirates, Saudi Arabia, Qatar, and a number of them in

Oman, Kuwait, Egypt, Jordan, Bahrain, Libya, Morocco, and Iraq.

The companies experiencing strong competition from international competitors have fewer than 50 employees

in the Arab countries. Most of them conduct business with United Arab Emirates and Saudi Arabia, and a

number of them with Qatar, Kuwait, Bahrain, Lebanon, Oman, Jordan, and Morocco. Most of them have

revenue between 25 million and 99 million, one between 100 and 499, one between 500 and 999 and one over

2 billion.

Canadian companies plan to expand in the Arab countries by setting up a representative office and hiring

local employees, seeking a joint venture partner and distributors.

The majority of companies surveyed (52%) plan to expand substantially in the Arab countries in the next five

years, and 39% plan to expand slightly. The top countries for expansion are United Arab Emirates, Saudi Arabia,

Qatar and Kuwait. 52% of the respondent companies plan to set up a representative office and hire local

employees, 29% seek a joint venture partner, and 24% seek distributors.

Of those who plan to expand by setting up a representative office and hiring local employees, several reported

revenue in the range of $1 million to $25 million and $25 million to $99 million, followed by companies with

over $2 billion in revenue and in the range of $500 million to $1 billion. They operate in Health Care and Social

Assistance, Professional Services, Construction and Real Estate, Aerospace, Manufacturing, and Educational

Services.

The companies who plan to expand their business in the Arab countries by seeking a joint venture partner have

revenue over $2 billion, in the range of $25 million to $99 million, and $1 million to $24 million. They operate



in Aerospace, Defence (Military Equipment), Health Care and Social Assistance, Manufacturing and Business

Services.

Canadian companies face financing constraints related to access to international banking and protecting

investors.

Those experiencing constraints related to access to international banking reported 2015 global revenue in the

range of $25 to $99 million, $1 million to $24 million, and less than $1 million. They operate in Business Services,

Mining, Oil and Gas, and Health Care and Social Assistance.

The companies experiencing constraints to expansion related to protecting investors reported 2015 revenue in

the range of $2 billion to $10 billion, $1 billion to $2 billion, and $500 million to $999 million. These companies

use their own funds as financing option.

The main obstacles to conducting business in the Arab countries are the cost of operations, the difficulty of

finding the right Arab partner and employing skilled expatriates.

The companies who experience these obstacles have operations in United Arab Emirates, Saudi Arabia, Qatar,

Kuwait, Egypt, as well as Oman, Bahrain and Morocco. The majority reported 2015 revenue between $1 million

to $24 million, followed by companies with revenue in all ranges up to $2 billion and over $2 billion. They

operate in Professional Services, Construction and Real Estate, Mining, Manufacturing, Educational Services,

Health Care and Social Assistance.

The majority of respondents indicate that it would be easier to conduct business if Canada had an FTA with

the Arab countries.

A number of these companies’ revenue is in the range of $1 billion to $10 billion, and $1 million to $24 million,

followed by companies with revenue between $500 million to $1 billion, and companies with less than $1

million.

The companies with the highest revenue who are in favour of an FTA operate in Aerospace, Financial Services,

and Health Care and Social Assistance, conduct business in United Arab Emirates, Saudi Arabia, Qatar, Kuwait,

Oman and Iraq, and most of them have over 50,000 employees globally.

Arab companies in Canada

There are two respondents based in the Arab countries who conduct business in Canada. The companies have

less than 50 employees. Moreover, Canada is not a priority in their strategic plan. A larger and representative

data sample is required to perform analysis that can inform policymaking.

The survey answers are included in Appendix 2.



4. CANADIAN COMPANIES IN ARAB COUNTRIES

This section presents the survey results on company profile, business development, profitability, financing,

expanding and setting up business in the Arab countries, views on potential FTA, and FIPA.

4.1 Company profile

This subsection provides details on the legal structure of the respondent organization, sector, revenue, number

of employees, years of operation, Middle Eastern countries where the company is conducting business, and the

type or business relations with the Arab countries. Following the discussion of results below are figures with

additional details for each area surveyed.

A number of 31 Canadian-owned companies are active or interested in conducting business in the Arab

countries. The top three types of companies are corporations (33%), not-for-profit organizations (23%), and

limited liability companies (17%) (Figure Q2). The sectors with the highest representations are Health Care and

Social Assistance (13%), Business Services (13%), followed by Professional Services (8%) (Figure Q1).

In terms of company’s global revenue, 20% of respondent companies’ revenue is in the range of $1 million to

$24 million CAD, another 20% between $25 million and $99 million, followed by 17% with less than $1 million

in revenue. (Figure Q4). The number of global employees varies as follows. 37% of companies surveyed have

less than 50 employees, while 20% have between 50 and 299 employees. 10% have between 2,500 and 5,000

employees, and 7% have more than 50,000 employees. (Figure Q3). In the Arab countries, 74% of respondents

have less than 50 employees, 9% between 50 and 249 employees (Figure Q9).

In regards to the company’s business relations with the Arab countries, the results show that 40% of relations

identified consist of exporting products or services, while 38% are related to operations e.g. representative

office, plant, subsidiary (Figure Q6).

26% of Canadian companies surveyed have been conducting business in the Arab countries for 6 years and less

than 10 years, 22% for over 11 years and less than 15. 17% of companies have been active in the Middle East

for over 21 years and less than 25 years and companies active for over 25 years account for another 17% of the

respondents (Figure Q11).

The participants were asked to identify in which Arab countries the Canadian companies are active. From 24

responses to this question, 78 locations were identified. The top three countries are United Arab Emirates,

Saudi Arabia, and Qatar (Figure Q7).

Following are the figures with additional details for each area surveyed.



Figure - Q2 – The legal structure of the organization

Figure – Q1 – Company sector

Note: “Other” include Law, Architecture, Non-profit, Defence, Hospitality, Consulting, M&A in Energy sector.

0%

3%

3%

7%

10%

10%

17%

23%

33%

Cooperative

Other

Sole proprietorship

Government-owned corporations

Limited partnership

Partnership

Limited liability company

Not-for-profit

Corporation

0% 10% 20% 30% 40%

2.6%

2.6%

2.6%

5.3%

7.9%

7.9%

7.9%

7.9%

13.2%

15.8%

26.3%

Aerospace

Construction, Real Estate, Rental and Leasing

Manufacturing

Mining, Agriculture, Forestry, Fishing and Hunting

Educational Services

Financial Services and Insurance

Oil & Gas

Professional, Scientific and Technical Services

Business Services

Health Care and Social Assistance

Other

0% 5% 10% 15% 20% 25% 30%



Figure - Q4 - The range of the company's global gross revenue in 2015 (In $CAD)

Figure - Q3 - Number of employees globally

17%

20%

20%

7%

10%

3%

13%

3%

7%

Less than $1 million

$1 million-$24 million




$1 billion-$1.99 billion

$2 billion-$10 billion

Don’t know

Cannot disclose

0% 5% 10% 15% 20% 25%

37%

20%

3%

7%

3%

7%

10%

3%

3%

0%

7%

1-49

50-249

250-499

500-749

750-999

1,000-2,499

2,500-4,999

5,000-9,999

10,000-19,999

20,000-49,999

50,000 or more

0% 10% 20% 30% 40%



Figure – Q9 - Number of employees in the Arab countries

Figure - Q6 - Company's current business relations with Arab countries

4%

4%

9%

9%

74%

0% 20% 40% 60% 80%

500-749

Don't know

50-249

Cannot

disclose

1-49

40%

38%

10%

7%

5% Export products or services to the Arab

countries

Have operations in the Arab countries

(e.g. representative office, plant, factory,

subsidiary, sales, branch)

Other

No business relation, but interested in

the market

Import products or services from the

Arab countries



Figure - Q11 – For how many years has your company conducted business in/with the Arab countries

Figure - Q7 – Arab countries where company’s major business activities are taking place.

13%

26%

22%

17%

17%

0% 5% 10% 15% 20% 25% 30%

0 to 5 yrs

6 to 10 yrs

11 to 15 yrs

21 to 25 yrs

over 25 yrs

0%

5%

10%

15%

20%

25%

30%



4.2 Business development and profitability

This section presents the survey results on the importance of “Canadian brand”, Arab countries’ role in the

company’s strategic plans, company’s financial performance in the Arab world, and obstacles to profitability.

The results show that Canadian brand plays a major role in the respondent’s company business development

in the Arab countries, according to 61% of participants (Figure – Q10). The majority of respondents (79%)

indicated that conducting business in the Arab countries is the top priority or among top five priorities in their

company’s strategic plans (Figure – Q12).

For 70% of the respondents the operations in the Arab countries account for less than 25% of company’s global

gross revenue, and for 22% represents between 26% and 50% of company’s global revenue (Figure – Q13). For

96% of the respondents, 2015 was a profitable year and 4% indicated a loss. Compared to previous years,

profitability decreased for 44% of respondents and remained unchanged for 40%. Only 3% indicated an increase

in profitability (Figure Q15). The main obstacles to profitability for 48% of respondents are the local government

policies and regulations, while 39% experience strong competition from international competitors (Figure -

Q16).

Following are the figures with additional details for each area surveyed.



Figure - Q10 – The role of “Canadian company” brand in the business development in Arab countries

Figure - Q12 – The role of the Arab countries in company’s global strategic plan

61%

35%

4%Major role

Minor role

Don’t know

22%

57%

17%4%

Top priority

Among top five priorities

One of many non-key priorities

Not a priority



Figure - Q13 - Percentage of your company's global gross revenue in 2015 (or most recent business year)

attributable to your business in Arab countries

Figure - Q15 - Company’s profitability in 2015 compared to the previous years

Below 25%

26% to 50%

51% to 75%

Over 75%

0% 20% 40% 60% 80%

Revenue

13%

39%

44%

4%

Increased

Remained unchanged

Decreased

Not sure



Figure - Q16 - Primary restraint on increased profitability for company’s operations in Arab countries

9%

39%48%

4%

Competition from domestic

competitors

Competition from

international competitors

Local government

policy/regulation

Other (please elaborate)



4.3 Financing, expanding into Arab countries, setting up business in Arab countries

This section offers the survey results on financing constraints and financing options the respondents companies

are using or planning to use to enter the Arab business environment. Additional areas surveyed are the business

expansion plans into Arab countries and plans for entering the Arab business environment. The respondents

were presented a list of 10 obstacles faced by Canadian companies interested in expanding or setting up new

business in the Arab countries. The participants ranked the obstacles on a scale from 5 – major obstacle to 1 –

minor obstacle. Following the discussion below are figures with additional details for each area surveyed.

The top financing constraints identified are access to international banking and protecting investors (Figure –

Q17). In addition, respondents listed the long payables especially when conducting business with government.

The top financing options Canadian companies use are own funds (65%), and Canadian commercial banks (26%)

(Figure – Q18).

The main obstacles to conducting business in the Arab countries are the cost of operations, the difficulty of

finding the right Arab partner and employing skilled expatriates (Figure 19).

The majority of companies surveyed (52%) plan to expand in substantially in the Arab countries in the next five

years, and 39% plan to expand slightly. Only 4% plan to contract (Figure - Q20). The top countries for expansion

are United Arab Emirates, Saudi Arabia, Qatar and Kuwait. The respondent companies plan to set up a

representative office and hire local employees (52%), seek a joint venture partner (29%) and distributors (24%)

(Figure Q22).

Three respondents plan to set up new business in the Arab countries, therefore no analysis can be conducted

on this small data sample. The responses are provided in Appendix 3.

Included below are figures with additional details for each area surveyed.



Figure – Q17 - Financing constraints

Figure – Q18 - Main financing option the company is using /planning to use

Getting credit

Other

Protecting investors

Access to international

banking

0% 10% 20% 30% 40%

65%

26%

5%

4%

Own funds

Canadian commercial banks

Global Markets Support Program

(Global Affairs Canada)

Arab banks

Arab investor

Other (please specify)



Figure - Q19 – Obstacles to doing business (from companies already in Arab countries)

In the “other” category, respondents listed unethical business practices in Egypt and complex offset regimes.

Business expansion into Arab countries

Figure - Q20 - Plans for expansion/contraction in the Arab countries in the next five years

1.67

1.83

2

2.15

2.28

2.37

2.43

2.56

2.91

3.00

0 1 2 3 4

Border compliance procedures

Inadequate financing

Other

Restrictions on foreign ownership of equity for your sector

Arbitrating and mediating disputes

Complexity of tax regulations

Obtaining business licenses / approvals to expand operations

Employing skilled expatriates

Difficulty finding the right Arab partner

Costs for your company’s operations in the Arab countries

52%39%

5%

4%

Expand substantially

Expand slightly

No change

Contract slightly

Contract substantially



Figure - Q21 Arab countries in which companies are planning business expansion

Figure - Q22 Planned type of business expansion in the Arab countries

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

0% 10% 20% 30% 40% 50% 60%

Acquiring or investing in an Arab firm

Seeking Arab investment in your firm

Seeking suppliers

Other

Seeking distributors

Seeking a joint venture partner

Setting up a representative office and hiring local…



5. POTENTIAL FTA AND FIPA

This section offers the survey results on potential FTA between Canada and the Arab countries, and the impact

on respondent companies of the bilateral Foreign Investment Promotion and Protection Agreement (FIPA) with

Egypt, Jordan, Kuwait, and Lebanon.

FTA

The majority of respondents indicate that it would be easier to conduct business if Canada had an FTA with the

Arab countries.

FIPA

Close to half of participants do not know about FIPA. For 49% of respondents FIPA is not relevant while 3%

indicate they can use the arbitration process if their investor rights are violated (Figure Q62).

Figure – Q62 - Does your company benefit from the bilateral Foreign Investment Promotion and Protection

Agreement (FIPA) with Egypt, Jordan, Kuwait, and Lebanon?

48%49%

3%I don’t know about FIPA

N/A

I can use the arbitration

process if my investor

rights are violated



6. LIMITATIONS OF THE STUDY AND FUTURE WORK

This section provides several recommendations for future work and expanding the study.

Future surveys will aim to gather opinions of a wider audience, especially for Arab companies conducting

business in Canada and Canadian companies planning to set up new business in the Arab countries. In addition,

an increase in response rate will be targeted for the Canadian businesses active in Arab countries, to ensure

there is a higher representation of each sector for large companies and SMEs.

The next survey should contain some of the questions in the current survey to allow for comparisons and trends

over time. Additional questions should be included to reflect developments in the business environments in

Canada and the Arab countries at the time the survey will be conducted.

7. CONCLUSION

The survey provided a view of Canadian companies conducting business in the Arab countries in the areas of

business development, obstacles to expansion, profitability, financing constraints, perception of potential FTA

between Canada and the Arab countries, and awareness of FIPA between Canada and several of the Arab

countries.

The findings will assist government agencies and service providers in designing policies that will allow closer

economic relations between Canada and the Arab countries and benefit Canadian companies operating or

setting up in the Arab countries as well as Arab companies conducting business in Canada or interested in

entering the Canadian market.



APPENDIX 1 - Respondent Profile

Figure - Q64 - What is your position within your firm?

Over half of respondents hold Executive positions and 21% are in Senior Management. 18% hold middle-

management positions.

Other:

• Business advisor

• Board member and board committee chair

Figure - Q65 – Respondent – local hire or expatriate

52%

21%

18%

6%3%

Executive (CEO, President, CFO, CIO,

Owner)

Senior management (Senior VP, VP,

Executive Director)

Middle management (Director,

Department Head, Senior Manager)

Other

Managerial (Supervisor, Manager)

Prefer not to answer

70%

21%

9%A local hire in Canada

Other

An expatriate sent to work in

Canada from China



APPENDIX 2 - Arab Companies in Canada

Two respondents described the company’s current business relations with Canada as having operations in

Canada and utilizing Canadian capital to grow the business.

The locations in Canada where company’s major activities take place: two locations in Ontario and one in

Quebec. The two respondent companies have less than 49 employees and conducting business in Canada is not

a priority in the company’s strategic plan.

One respondent provided the following information. The company conducted business in Canada for three

years and the revenue attributable to Canadian business is below 25%. The company did not record a profit or

a loss in 2015. Compared to previous years, the company’s profitability in Canada in 2015 decreased. The local

government policy and regulation are the restraint to increased profitability. The company identified the access

to international banking as the main financing constraint. The respondent is using own funds as main financing

option, and is planning to contract substantially their business in Canada. Obstacles to doing business in Canada

are related to the difficulty finding the right Canadian partner, the costs for company’s operations in Canada,

employing skilled expatriates, technical barriers to trade with Canada, inadequate financing and obtaining

business licenses / approvals to expand operations.



APPENDIX 3 – Canadian companies planning to set up new business in the Arab

countries

Plans for developing business in or with Arab countries in the next five years

Only 3 respondents; 2 yes, substantially; 1 yes, slightly.

In which Arab countries is your company planning to develop its business.

From the 3 respondents: Bahrain, Kuwait, Morocco, Oman, Qatar, Saudi Arabia, United Arab Emirates.

How is your company planning to develop its business in the Arab countries

One respondent will be seeking a joint venture partner, and two are planning to set up a representative office

and hiring local employees..

Figure - Q26 - Major obstacles in setting up business operations in Arab countries

1.0

1.5

1.5

2.0

2.0

2.5

2.5

2.7

3.0

4.0

0 1 2 3 4 5

Complexity of tax regulations

Concerns related to internal political and socioeconomic changes

Costs for your company’s operations in the Arab countries

Border compliance procedures

Restrictions on foreign ownership of equity for your sector

Arbitrating and mediating disputes

Obtaining business licenses / approvals to expand operations

Inadequate financing

Employing skilled expatriates

Difficulty finding the right Arab partner



REFERENCES

Blaikie, N (2010) Designing Social Research. Cambridge, Polity Press.

Easterby-Smith, M, Thorpe, R and Jackson, P (2013) Management Research. London: Sage Publications Ltd.

OECD, Working Papers on International Investment 2010, OECD FDI Restrictiveness Index.

National US – Arab Chamber of Commerce, Trade Outlook 2016

World Economic Forum, The Global Competitiveness Report 2015 – 2016

World Trade Organization, World Trade Report 2015

The World Bank, European Bank for Reconstruction and Development, 2016, “What’s Holding Back the Private

Sector in MENA? Lessons from the Enterprise Survey”

The World Bank, Doing Business Methodology - Arbitrating and Mediating Disputes

The World Bank, Doing Business Methodology - Converting and Transferring Currency

The World Bank, Doing Business Methodology - Employing Skilled Expatriates

The World Bank, Doing Business Methodology - Investing Across Sectors

The World Bank, Doing Business Methodology - Starting a Foreign Investment

The World Bank, Doing business in Algeria 2016

The World Bank, Doing business in Bahrain 2016

The World Bank, Doing business in Canada 2016

The World Bank, Doing business in Comoros 2016

The World Bank, Doing business in Djibouti 2016

The World Bank, Doing business in Egypt 2016

The World Bank, Doing business in Iraq 2016

The World Bank, Doing business in Jordan 2016

The World Bank, Doing business in Morocco 2016

The World Bank, Doing business in Oman 2016

The World Bank, Doing business in Qatar 2016

The World Bank, Doing business in Saudi Arabia 2016

The World Bank, Doing business in Somalia 2017

The World Bank, Doing business in Sudan 2016

The World Bank, Doing business in Syria 2016



The World Bank, Doing business in Tunisia 2016

The World Bank, Doing business in United Arab Emirates 2016

The World Bank, Doing business in Yemen 2016

The World Bank, Doing business in West Bank and Gaza 2017

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