This document provides an overview of Egypt's economy through a series of questions and answers. It addresses topics such as the size of Egypt's economy and population, the structure and composition of its GDP, its reliance on natural resources and international trade, levels of economic freedom, and demographic factors. Charts and data are presented on factors such as GDP growth, trade volumes, economic sector contributions to GDP, and rankings on measures like the Economic Freedom Index. The analysis aims to give readers a sense of Egypt's economic fundamentals and the key factors that influence its development.
The document provides a marketing plan for ElShamadan Company, an Egyptian manufacturer of wafers, biscuits, cakes, and chocolate. It begins with an executive summary and introduces the company. It then analyzes the market environment, including economic factors, competitors, and consumer trends. The plan identifies the company's target markets and positioning before outlining marketing strategies and tactics, such as segmentation, targeting, the marketing mix, and a branding awareness program. The overall aim is to help revive the company's sales and restore its brand laurels in the Egyptian market.
This marketing plan summarizes Nestle Cerelac's product offerings, target markets, and marketing strategies. Nestle Cerelac provides baby food products for infants in various stages. It targets urban and suburban families with average to above average incomes. Nestle Cerelac positions itself as a provider of healthy, high-quality food and differentiates itself through nutritional value and product variety. The marketing mix discusses pricing, promotion, placement and packaging. Competition and growth strategies are also outlined.
This document discusses the airline industry and focuses on Emirates Airlines. It outlines the goals of airlines as public service, return on investment, and being a strategic resource for countries. It then discusses key factors in airline profitability including costs, yields, and load factor. The document provides an overview of Emirates Airlines, describing its growth from 2 planes in 1985 to 83 planes today flying to 78 destinations. It also summarizes the key aspects of Emirates' marketing mix including products, price, place, promotion, people, processes, physical evidence and dimensions of quality.
Morocco is a country located in Northwest Africa with a population of over 32 million people. Its capital and largest city is Rabat. Morocco has experienced a long history of influence and control from Arab and European powers. Today, Morocco is a constitutional monarchy with the King Mohammed VI as head of state. Some of the country's famous landmarks and cultural aspects include its cuisine, traditional costumes, and festivals celebrating Islamic and national holidays. Current issues include disputes over Western Sahara and problems with illiteracy, the environment, and militant groups.
Engro Foods Ltd was formed in 2005 as a subsidiary of Engro Corporation. It launched several dairy and juice brands that have become major players in the Pakistani food industry, including Olper's, Olper's Lite, Tarang, Omore, Olfruite. It has two processing plants and a dairy farm. Engro Foods has a 45% market share in dairy, 1,243 employees, and $30 billion in revenue for 2011. The presentation discusses Engro's SWOT analysis, marketing strategy, current customer portfolio, segmentation targeting and positioning, and recommendations to improve loyalty and diversify product lines.
Red Bull is a pioneer in the energy drink category worldwide and was the first to create the energy drink category in India when it launched in 2003. Although it keeps a lower profile than cola majors, Red Bull has established itself as the leader in the energy drink market with a 29% global market share. Red Bull's marketing strategy relies heavily on sponsoring extreme sports and lifestyle events to build brand awareness among its target market of 15-30 year olds. It uses an integrated marketing communications approach including television, print, radio, online and event sponsorships to promote the brand.
This document provides an overview and analysis of Emirates Airlines' business strategies and marketing plan. Some key points:
- Emirates was established in 1985 in Dubai and has expanded significantly to over 80 aircraft flying to over 70 destinations globally.
- It faces competition from other UAE-based airlines like Air Arabia, Etihad, and RAK Airways. Emirates differentiates itself through advanced onboard services.
- Emirates' strategic focus includes its mission to offer high quality service, goals of market expansion, and leveraging Dubai's location and brand reputation.
- Its marketing plan targets UAE tourism/business travelers, expatriates in the UAE, and transit passengers,
The document provides a marketing plan for ElShamadan Company, an Egyptian manufacturer of wafers, biscuits, cakes, and chocolate. It begins with an executive summary and introduces the company. It then analyzes the market environment, including economic factors, competitors, and consumer trends. The plan identifies the company's target markets and positioning before outlining marketing strategies and tactics, such as segmentation, targeting, the marketing mix, and a branding awareness program. The overall aim is to help revive the company's sales and restore its brand laurels in the Egyptian market.
This marketing plan summarizes Nestle Cerelac's product offerings, target markets, and marketing strategies. Nestle Cerelac provides baby food products for infants in various stages. It targets urban and suburban families with average to above average incomes. Nestle Cerelac positions itself as a provider of healthy, high-quality food and differentiates itself through nutritional value and product variety. The marketing mix discusses pricing, promotion, placement and packaging. Competition and growth strategies are also outlined.
This document discusses the airline industry and focuses on Emirates Airlines. It outlines the goals of airlines as public service, return on investment, and being a strategic resource for countries. It then discusses key factors in airline profitability including costs, yields, and load factor. The document provides an overview of Emirates Airlines, describing its growth from 2 planes in 1985 to 83 planes today flying to 78 destinations. It also summarizes the key aspects of Emirates' marketing mix including products, price, place, promotion, people, processes, physical evidence and dimensions of quality.
Morocco is a country located in Northwest Africa with a population of over 32 million people. Its capital and largest city is Rabat. Morocco has experienced a long history of influence and control from Arab and European powers. Today, Morocco is a constitutional monarchy with the King Mohammed VI as head of state. Some of the country's famous landmarks and cultural aspects include its cuisine, traditional costumes, and festivals celebrating Islamic and national holidays. Current issues include disputes over Western Sahara and problems with illiteracy, the environment, and militant groups.
Engro Foods Ltd was formed in 2005 as a subsidiary of Engro Corporation. It launched several dairy and juice brands that have become major players in the Pakistani food industry, including Olper's, Olper's Lite, Tarang, Omore, Olfruite. It has two processing plants and a dairy farm. Engro Foods has a 45% market share in dairy, 1,243 employees, and $30 billion in revenue for 2011. The presentation discusses Engro's SWOT analysis, marketing strategy, current customer portfolio, segmentation targeting and positioning, and recommendations to improve loyalty and diversify product lines.
Red Bull is a pioneer in the energy drink category worldwide and was the first to create the energy drink category in India when it launched in 2003. Although it keeps a lower profile than cola majors, Red Bull has established itself as the leader in the energy drink market with a 29% global market share. Red Bull's marketing strategy relies heavily on sponsoring extreme sports and lifestyle events to build brand awareness among its target market of 15-30 year olds. It uses an integrated marketing communications approach including television, print, radio, online and event sponsorships to promote the brand.
This document provides an overview and analysis of Emirates Airlines' business strategies and marketing plan. Some key points:
- Emirates was established in 1985 in Dubai and has expanded significantly to over 80 aircraft flying to over 70 destinations globally.
- It faces competition from other UAE-based airlines like Air Arabia, Etihad, and RAK Airways. Emirates differentiates itself through advanced onboard services.
- Emirates' strategic focus includes its mission to offer high quality service, goals of market expansion, and leveraging Dubai's location and brand reputation.
- Its marketing plan targets UAE tourism/business travelers, expatriates in the UAE, and transit passengers,
The document discusses the production process of Nescafe coffee from selecting and blending green coffee beans to roasting, grinding, brewing and drying the coffee extract into granules or powder. It also describes Nescafe Original, a medium dark roast coffee made from a blend of Arabica and Robusta beans known for its rich full flavor and intense comforting aroma. The objective of Nescafe is to provide consumers with the best tasting and most nutritious coffee that creates delightful moments in their everyday lives.
Turkey has a population of over 74 million people and its capital is Ankara. While there is no official religion, approximately 95% of Turks are Muslim. On April 23, 1920, Turkey established International Children's Day to emphasize the importance of children for the new nation. Turkey became a democratic republic on October 29, 1923 under the leadership of its founder and first president, Mustafa Kemal Ataturk. Turkey has a rich cultural heritage visible through its mosques, palaces, archaeological sites, and cuisine.
Edita Food Industries - Results Commentary - 1H2016Omneya El Hammamy
Edita Food Industries reported a 2.4% increase in 1H2016 revenues to EGP 1,068.3 million, driven by growth in the Croissants, Rusks, and Candy segments. However, net profit declined sharply by 41.8% to EGP 85.42 million due to higher financing costs, foreign exchange losses, and operating expenses. While price increases helped support revenues, volumes declined. The company is launching new higher-priced products to improve margins and recovering demand for its flagship Twinkies product. However, the foreign exchange shortage and high inflation in Egypt continued to pressure Edita's bottom line during the period.
The document provides an overview of Coca-Cola including its history dating back to 1899, current products beyond carbonated soft drinks, mission and vision, values, marketing objectives, and selected NGO partners for social initiatives. It discusses Coca-Cola's roots in 1886, expansion to bottling in 1899, portfolio diversification beyond carbonates, mission to refresh and inspire, vision around people, portfolio, profit, and productivity, and values of leadership, collaboration, integrity, accountability, passion, diversity, and quality.
The presentation attempts to analyse UK airline industry and the situation in which British Airways, the flagship national carrier, is in, and suggest strategic direction for the brand.
Several strategic models are employed including PEST, SWOT, Ansoff, Keller's CBBE model.
A day in the life of fredric gode.10 arid-1393Hina Baseerat
Fredric Gode is the Operations Manager at Bonpain bakery. His day involves strategic planning such as purchasing new equipment, automating processes, and reducing inventory. He meets with other managers to discuss quality control, production planning, supply chain issues, and maintenance problems. Fredric also focuses on long-term goals like launching new product lines and short-term issues like equipment breakdowns. He works to improve the bakery's competitive advantage through differentiation, offering a wide variety of unique pastries to customers.
The document provides an overview of Corona, an Egyptian confectionery and chocolate company established in 1919. It discusses the company's portfolio of chocolate, biscuits, wafers, cocoa powder, and other products. It also includes a SWOT analysis identifying the company's strengths in quality and brand recognition, weaknesses in marketing and R&D, opportunities in Egypt's youth population and trade agreements, and threats from competition and economic instability. Targeting and positioning strategies focus on affordable quality chocolate for Egyptian consumers. The 4Ps marketing mix proposes changes to products, pricing, distribution channels, and a promotional plan including television, social media, and print advertising.
This document provides an overview of PepsiCo's Mountain Dew product line in Pakistan. It discusses how Mountain Dew was initially unsuccessful when launched in 1994 but became hugely popular after being re-launched in 2003 with major promotional campaigns. Mountain Dew currently holds a 95% market share in the citrus carbonated soft drink category. The presentation describes Mountain Dew's target demographic of male teenagers, its distribution channels, pricing strategy, and use of promotions like sponsoring music events to build brand awareness among youth.
Coca-Cola has a long history dating back to 1866 when it was founded by John S. Pemberton. It now owns 500 brands across more than 200 countries and territories. In 2019, Coca-Cola had a 43.7% market share in the US and was one of the most valuable brands globally. The company segments its markets demographically, geographically, psychographically, and based on customer behavior and climate. It targets specific age groups, lifestyles, occupations, and media habits. Coca-Cola has positioned itself as a global leader in soft drinks, generating most of its revenue outside the US, and its logo is recognized nearly universally as a symbol of joy and happiness.
Ryanair was founded in 1985 and has grown to become one of Europe's largest airlines. It operates over 1,600 daily flights across 1,600 routes to 180 destinations. Ryanair's strategy has been to offer low fares through cost containment and operational efficiencies. While profitability remains core, Ryanair's vision and mission have evolved to also focus on improving customer service and experience. Ryanair faces competition from other low-cost carriers like EasyJet but aims to strengthen its position through continued growth and defending its low-cost model.
Nescafe was created in 1938 by Nestle after 7 years of research to develop a soluble coffee that could be easily prepared by adding hot water. It was first introduced in Switzerland and became popular among teenagers in the 1950s. By 2004, Nestle had become the world's largest direct purchaser of coffee. Nescafe offers various coffee products worldwide and has maintained its brand equity through consistent quality, branding, and marketing campaigns emphasizing inspiration and an active lifestyle.
Presentation Business and Financial Analysis Of Emirates Airline over 3 yearsGul Khan
This document analyzes the business and finances of Emirates airline over a three-year period. It finds that while Emirates has experienced impressive revenue growth through expansion, its profits have been negatively impacted by rising fuel costs. In comparison, Air Arabia has been better able to maintain its margins through the use of fuel hedging. Overall, the analysis concludes that Emirates has been successful in gaining market share but needs to regain control over its rising costs to protect its profit margins going forward.
Understanding Megatrends: Their Influence on Luxury Travel Business and Consu...Euromonitor International
Head of Luxury Good Research, Fflur Roberts, presented this session at the TTG Luxury Seminar in October 2017. This session gives an outline of the luxury travel industry and the eight focus megatrends impacting the industry before delving into how the experience more megatrend will shape the future of luxury travel.
The document summarizes Nescafe's new communication strategy and advertising campaign in India.
The campaign includes two parts - "Know Your Neighbors" launched in January 2011 and "My First Cup" launched in November 2011. It features celebrities Deepika Padukone, Purab Kohli, Karan Johar, and Vir Das as brand ambassadors targeting coffee drinking youth and non-coffee drinkers.
The ads use a lighthearted tone to position Nescafe as a conversation starter and showcase how one can enjoy different coffee preparations at home. Consumer response has been positive with the potential to increase further through celebrity engagement on social media.
Tapal Danedar is the largest selling tea brand in Pakistan with a 41% market share. It is positioned as an all-purpose, quality brand that emphasizes family values, traditions, and togetherness. While Tapal Danedar is at the maturity stage of its product lifecycle and enjoys high profits, its top-of-mind awareness still lags behind competitor Lipton. The brand is seen as reliable but not necessarily superior. Consumer associations with Tapal include strength, warmth, and security.
Candia milk failure and revival REBRANDING saad ali
This document provides an executive summary and marketing plan for relaunching the Candia milk brand in Pakistan under a new name, MILCY. Candia originally failed in Pakistan due to poor advertising, unattractive color and taste, low pricing seen as inferior quality, and packaging that discolored the milk. The plan proposes changing consumer perception through improved pricing, marketing, and expanded product offerings beyond just milk. Social media and an online presence will feature prominently in the new promotion strategy to establish MILCY in the Pakistani market.
The document discusses Coca Cola's marketing strategy using the 4 P's framework. It describes Coca Cola's wide range of beverage products sold globally. It notes that Coca Cola prices its products according to market and geographic segments. The company distributes its products widely through supermarkets, local shops, cafes, restaurants and gas stations globally. It also promotes its brands through celebrity endorsements, CSR activities and contracts to gain emotional connections with consumers.
Almarai company is one of the largest FMCG \ Food companies in the middle east - in this presentations we review its current portfolio and look at the growth opportunities.
Tapal launched iced tea in 2012 to diversify its product portfolio. An extensive marketing campaign was conducted but the product failed in the market. Possible reasons for failure included lack of consumer awareness about iced tea, an unconventional taste, and expensive pricing. The document discusses learning from mistakes and developing a new marketing strategy targeting younger health-conscious consumers. It proposes positioning iced tea as a healthier alternative to carbonated drinks and coffee through social media campaigns, sampling at colleges and cafes, and emphasizing its low sugar and caffeine content.
Newport legacy seoul korea inclusive growth and job creation in egyptKatie Swift
- David Lipton of the IMF thanks Egypt for organizing a conference to discuss Egypt's economic challenges and next steps.
- Egypt has achieved macroeconomic stability after facing severe challenges in 2016, but must now focus on creating jobs and raising living standards through sustainable growth.
- Other countries that stabilized their economies struggled without deeper reforms; Egypt must broaden its reform agenda to maintain momentum.
- Job creation is Egypt's biggest challenge and opportunity, as its large youth population enters the workforce. Successful reforms in Indonesia, Mexico, and India could provide lessons for Egypt.
Oby Ezekwesili: A Holistic Look At The Nigerian Economy and Its PotentialsFeyi Fawehinmi
Oby Ezekwesili recently gave a speech at The Platform in Abuja. It was quite a good speech and with her permission, I am publishing the accompanying slides to the speech
The document discusses the production process of Nescafe coffee from selecting and blending green coffee beans to roasting, grinding, brewing and drying the coffee extract into granules or powder. It also describes Nescafe Original, a medium dark roast coffee made from a blend of Arabica and Robusta beans known for its rich full flavor and intense comforting aroma. The objective of Nescafe is to provide consumers with the best tasting and most nutritious coffee that creates delightful moments in their everyday lives.
Turkey has a population of over 74 million people and its capital is Ankara. While there is no official religion, approximately 95% of Turks are Muslim. On April 23, 1920, Turkey established International Children's Day to emphasize the importance of children for the new nation. Turkey became a democratic republic on October 29, 1923 under the leadership of its founder and first president, Mustafa Kemal Ataturk. Turkey has a rich cultural heritage visible through its mosques, palaces, archaeological sites, and cuisine.
Edita Food Industries - Results Commentary - 1H2016Omneya El Hammamy
Edita Food Industries reported a 2.4% increase in 1H2016 revenues to EGP 1,068.3 million, driven by growth in the Croissants, Rusks, and Candy segments. However, net profit declined sharply by 41.8% to EGP 85.42 million due to higher financing costs, foreign exchange losses, and operating expenses. While price increases helped support revenues, volumes declined. The company is launching new higher-priced products to improve margins and recovering demand for its flagship Twinkies product. However, the foreign exchange shortage and high inflation in Egypt continued to pressure Edita's bottom line during the period.
The document provides an overview of Coca-Cola including its history dating back to 1899, current products beyond carbonated soft drinks, mission and vision, values, marketing objectives, and selected NGO partners for social initiatives. It discusses Coca-Cola's roots in 1886, expansion to bottling in 1899, portfolio diversification beyond carbonates, mission to refresh and inspire, vision around people, portfolio, profit, and productivity, and values of leadership, collaboration, integrity, accountability, passion, diversity, and quality.
The presentation attempts to analyse UK airline industry and the situation in which British Airways, the flagship national carrier, is in, and suggest strategic direction for the brand.
Several strategic models are employed including PEST, SWOT, Ansoff, Keller's CBBE model.
A day in the life of fredric gode.10 arid-1393Hina Baseerat
Fredric Gode is the Operations Manager at Bonpain bakery. His day involves strategic planning such as purchasing new equipment, automating processes, and reducing inventory. He meets with other managers to discuss quality control, production planning, supply chain issues, and maintenance problems. Fredric also focuses on long-term goals like launching new product lines and short-term issues like equipment breakdowns. He works to improve the bakery's competitive advantage through differentiation, offering a wide variety of unique pastries to customers.
The document provides an overview of Corona, an Egyptian confectionery and chocolate company established in 1919. It discusses the company's portfolio of chocolate, biscuits, wafers, cocoa powder, and other products. It also includes a SWOT analysis identifying the company's strengths in quality and brand recognition, weaknesses in marketing and R&D, opportunities in Egypt's youth population and trade agreements, and threats from competition and economic instability. Targeting and positioning strategies focus on affordable quality chocolate for Egyptian consumers. The 4Ps marketing mix proposes changes to products, pricing, distribution channels, and a promotional plan including television, social media, and print advertising.
This document provides an overview of PepsiCo's Mountain Dew product line in Pakistan. It discusses how Mountain Dew was initially unsuccessful when launched in 1994 but became hugely popular after being re-launched in 2003 with major promotional campaigns. Mountain Dew currently holds a 95% market share in the citrus carbonated soft drink category. The presentation describes Mountain Dew's target demographic of male teenagers, its distribution channels, pricing strategy, and use of promotions like sponsoring music events to build brand awareness among youth.
Coca-Cola has a long history dating back to 1866 when it was founded by John S. Pemberton. It now owns 500 brands across more than 200 countries and territories. In 2019, Coca-Cola had a 43.7% market share in the US and was one of the most valuable brands globally. The company segments its markets demographically, geographically, psychographically, and based on customer behavior and climate. It targets specific age groups, lifestyles, occupations, and media habits. Coca-Cola has positioned itself as a global leader in soft drinks, generating most of its revenue outside the US, and its logo is recognized nearly universally as a symbol of joy and happiness.
Ryanair was founded in 1985 and has grown to become one of Europe's largest airlines. It operates over 1,600 daily flights across 1,600 routes to 180 destinations. Ryanair's strategy has been to offer low fares through cost containment and operational efficiencies. While profitability remains core, Ryanair's vision and mission have evolved to also focus on improving customer service and experience. Ryanair faces competition from other low-cost carriers like EasyJet but aims to strengthen its position through continued growth and defending its low-cost model.
Nescafe was created in 1938 by Nestle after 7 years of research to develop a soluble coffee that could be easily prepared by adding hot water. It was first introduced in Switzerland and became popular among teenagers in the 1950s. By 2004, Nestle had become the world's largest direct purchaser of coffee. Nescafe offers various coffee products worldwide and has maintained its brand equity through consistent quality, branding, and marketing campaigns emphasizing inspiration and an active lifestyle.
Presentation Business and Financial Analysis Of Emirates Airline over 3 yearsGul Khan
This document analyzes the business and finances of Emirates airline over a three-year period. It finds that while Emirates has experienced impressive revenue growth through expansion, its profits have been negatively impacted by rising fuel costs. In comparison, Air Arabia has been better able to maintain its margins through the use of fuel hedging. Overall, the analysis concludes that Emirates has been successful in gaining market share but needs to regain control over its rising costs to protect its profit margins going forward.
Understanding Megatrends: Their Influence on Luxury Travel Business and Consu...Euromonitor International
Head of Luxury Good Research, Fflur Roberts, presented this session at the TTG Luxury Seminar in October 2017. This session gives an outline of the luxury travel industry and the eight focus megatrends impacting the industry before delving into how the experience more megatrend will shape the future of luxury travel.
The document summarizes Nescafe's new communication strategy and advertising campaign in India.
The campaign includes two parts - "Know Your Neighbors" launched in January 2011 and "My First Cup" launched in November 2011. It features celebrities Deepika Padukone, Purab Kohli, Karan Johar, and Vir Das as brand ambassadors targeting coffee drinking youth and non-coffee drinkers.
The ads use a lighthearted tone to position Nescafe as a conversation starter and showcase how one can enjoy different coffee preparations at home. Consumer response has been positive with the potential to increase further through celebrity engagement on social media.
Tapal Danedar is the largest selling tea brand in Pakistan with a 41% market share. It is positioned as an all-purpose, quality brand that emphasizes family values, traditions, and togetherness. While Tapal Danedar is at the maturity stage of its product lifecycle and enjoys high profits, its top-of-mind awareness still lags behind competitor Lipton. The brand is seen as reliable but not necessarily superior. Consumer associations with Tapal include strength, warmth, and security.
Candia milk failure and revival REBRANDING saad ali
This document provides an executive summary and marketing plan for relaunching the Candia milk brand in Pakistan under a new name, MILCY. Candia originally failed in Pakistan due to poor advertising, unattractive color and taste, low pricing seen as inferior quality, and packaging that discolored the milk. The plan proposes changing consumer perception through improved pricing, marketing, and expanded product offerings beyond just milk. Social media and an online presence will feature prominently in the new promotion strategy to establish MILCY in the Pakistani market.
The document discusses Coca Cola's marketing strategy using the 4 P's framework. It describes Coca Cola's wide range of beverage products sold globally. It notes that Coca Cola prices its products according to market and geographic segments. The company distributes its products widely through supermarkets, local shops, cafes, restaurants and gas stations globally. It also promotes its brands through celebrity endorsements, CSR activities and contracts to gain emotional connections with consumers.
Almarai company is one of the largest FMCG \ Food companies in the middle east - in this presentations we review its current portfolio and look at the growth opportunities.
Tapal launched iced tea in 2012 to diversify its product portfolio. An extensive marketing campaign was conducted but the product failed in the market. Possible reasons for failure included lack of consumer awareness about iced tea, an unconventional taste, and expensive pricing. The document discusses learning from mistakes and developing a new marketing strategy targeting younger health-conscious consumers. It proposes positioning iced tea as a healthier alternative to carbonated drinks and coffee through social media campaigns, sampling at colleges and cafes, and emphasizing its low sugar and caffeine content.
Newport legacy seoul korea inclusive growth and job creation in egyptKatie Swift
- David Lipton of the IMF thanks Egypt for organizing a conference to discuss Egypt's economic challenges and next steps.
- Egypt has achieved macroeconomic stability after facing severe challenges in 2016, but must now focus on creating jobs and raising living standards through sustainable growth.
- Other countries that stabilized their economies struggled without deeper reforms; Egypt must broaden its reform agenda to maintain momentum.
- Job creation is Egypt's biggest challenge and opportunity, as its large youth population enters the workforce. Successful reforms in Indonesia, Mexico, and India could provide lessons for Egypt.
Oby Ezekwesili: A Holistic Look At The Nigerian Economy and Its PotentialsFeyi Fawehinmi
Oby Ezekwesili recently gave a speech at The Platform in Abuja. It was quite a good speech and with her permission, I am publishing the accompanying slides to the speech
Thailand has the second largest economy in ASEAN but a relatively low projected growth rate. It has an aging population structure with a declining working age population. The report provides an overview of Thailand's economy, including its size, population trends, economic structure, competitiveness, development indicators and future growth outlook. It aims to help readers understand Thailand's economy through concise visual presentations and fact-based explanations.
Macro-economical concept applied in Egypt such as : unemployment rate, Economical political power, long run variables and stock market, role of the central bank all that and more you can see under the topic Egypt between black yesterday and welling tomorrow
The ideology of diplomacy strategy and its effects in building a stronger eco...Aquatix Pharma
This document outlines the key topics covered in a presentation on the ideology of diplomacy strategy and its effects on building a stronger economy. It begins with definitions of ideology, diplomacy, strategy, and the ideology of diplomacy strategy. It then discusses economic systems and provides an overview of Nigeria's economy, outlining its challenges such as human capital development and leadership problems. The document analyzes what makes a country's economy strong and how deploying diplomacy strategy can help make Nigeria's economy stronger.
Pearson Edexcel International A Level Business (431) 1 Growing economies Powe...Revisionstation
This is part of the Edexcel International Business A Level teaching bundle available from Revisionstation.
a) Characteristics of developed, developing and emerging
economies.
b) Growing economic power of countries within Asia, Africa and other
parts of the world.
c) Implications of economic growth for individuals and businesses:
• trade opportunities for businesses
• employment patterns.
d) Indicators of growth:
• gross domestic product (GDP) and GDP per capita
• human development index (HDI).
Ethiopia has a population of over 96 million people and has never been colonized. The economy relies heavily on agriculture, which accounts for 46.3% of GDP. Inflation has been high, reaching 64.2% in 2008, though it has since fallen to 9.3% in 2015. The GDP was $46.87 billion in 2014, having grown from $7.27 billion in 1981. However, economic freedom remains limited and corruption is still prevalent. The government's main sources of income are taxes and its priority expenditures are on education, health, infrastructure and agriculture.
The document summarizes India's economy on a global scale. It discusses how India has the fastest growing major economy in the world, with a GDP of $2.26 trillion and annual growth rates around 7-7.75%. It analyzes India's performance in key sectors like agriculture, manufacturing, and services in comparison to other major global economies. The document also examines the impact of economic reforms in 1991 and how India was less affected by the Asian financial crisis in the late 1990s and global financial crisis of 2008 compared to other countries.
This document provides an outline and overview of Nigeria's economic growth and development challenges. It discusses Nigeria's strong GDP growth over the past decade, population growth, opportunities for economic diversification and a demographic dividend. However, growth has not translated to significant reductions in poverty or improvements in human development. Key challenges include overdependence on oil, lack of infrastructure, security issues, and high unemployment despite employment-intensive growth. The population is growing rapidly which will increase pressures to generate sufficient jobs.
This is a presentation by Mr. Muluneh Ayalew, Director, Monetary and Financial Analysis Directorate, National Bank of
Ethiopia, at the 3rd Annual East Africa Finance Summit
The document discusses the BRIC nations (Brazil, Russia, India, China), which were coined in 2001 and expanded to BRICS with the addition of South Africa. It analyzes the economic growth and prospects of each country, noting their reliance on commodities or manufacturing and recent slowdowns. Demographic changes and a growing middle class are factors behind their growth. The document also examines the Next 11 emerging economies and compares growth environment scores. Criticisms of BRICS include a lack of unity while proposals include expanding membership and establishing a joint development bank.
459 policy initatives for improved financial services nationalJai Jp
The document outlines policy initiatives taken by the Ethiopian government since the early 1990s to improve financial services and access to rural areas. Key policies include maintaining macroeconomic stability, developing the legal and regulatory framework, expanding telecommunications infrastructure, and programs to provide loans for agricultural inputs to mitigate market failures. Moving forward, challenges include stabilizing inflation, modernizing payment systems, developing missing laws and regulations, and further expanding telecommunications.
This document summarizes key points from a presentation on achieving the Sustainable Development Goals (SDGs). It discusses the four main dimensions to achieving the SDGs: economic, social, environmental, and governance. It also outlines some economic challenges, such as high levels of debt in low-income countries, and notes that partnerships are important for achieving the goals.
The document provides an overview of the United Arab Emirates (UAE) economy, including:
1) The UAE has transitioned from a largely undeveloped economy to one with a GDP comparable to industrialized nations due to large oil revenues, which allowed the country to invest heavily in infrastructure.
2) The economy has become more diversified with growing sectors like banking, tourism, and real estate, though oil still accounts for about 30% of GDP.
3) Data on starting a business in the UAE is presented, noting procedures, time, and costs required to formally operate a business.
13th Cairo marketing Club (Egyptian Pharma Market ) by Dr.Haytham MareiMahmoud Bahgat
13th Cairo marketing Club (Egyptian Pharma Market ) by Dr.Haytham Marei
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The document provides an overview of Egypt, including its economic conditions, employment landscape, and human resource management considerations. Living standards are low, income inequality is high, and wages are significantly lower than in Western countries. Unemployment, especially among youth, is a major issue. While skills are widely available, working conditions need improvement regarding issues like health, safety, and rights. Relocation to Egypt offers lower costs but some cultural differences must be navigated.
Egypt as a potential market for foreign and home-grown industriesTouseef Ahmed
Analysis of Egypt as a potential market for foreign and home-grown industries in the next years. Entry modes for a foreign company to set itself into Egyptian market.
- Turkey has demonstrated robust macroeconomic growth in recent years and is expected to sustain growth of approximately 4-5% over the next few years according to international organizations.
- Foreign direct investment in Turkey's financial services sector reached $3.42 billion in 2013, accounting for 26% of total FDI in Turkey. Mergers and acquisitions in the sector totaled $1.6 billion in 2013.
- Private equity activity in Turkey reached $17.5 billion in 2013, with two deals completed in the financial services sector totaling over $250 million.
The document summarizes Egypt's economic progress over the past 6 months under an interim government. It describes how the economy was in dire straits on June 30th, 2013 but is now more stable. The government implemented an economic program with 3 pillars: 1) Measures to reduce costs for citizens, farmers and students. 2) Stimulating the economy through increased public investment. 3) Legal and institutional reforms. Key achievements include securing basic supplies, spending over EGP 11 billion on infrastructure projects, and a second stimulus package for housing, schools and transportation.
Does Financial Development Cause Economic Growth in Egypt?SDGsPlus
This document discusses financial development and economic growth in Egypt. It provides background on Egypt's financial sector over time, from British occupation to periods of socialism, open-door policies, and recent economic reforms. It reviews literature on the relationship between financial development and growth. Trends in key financial development indices in Egypt are presented, including for financial institutions and markets. Indicators of financial development in Egypt are compared to other countries. The document analyzes trends in private banking credit, M2/GDP ratio, loans/deposits ratio, and liquid liabilities/GDP ratio to measure financial development. Banking sector competitiveness in Egypt as measured by lending rate less deposit rate is also discussed.
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
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Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
Abhay Bhutada Leads Poonawalla Fincorp To Record Low NPA And Unprecedented Gr...Vighnesh Shashtri
Under the leadership of Abhay Bhutada, Poonawalla Fincorp has achieved record-low Non-Performing Assets (NPA) and witnessed unprecedented growth. Bhutada's strategic vision and effective management have significantly enhanced the company's financial health, showcasing a robust performance in the financial sector. This achievement underscores the company's resilience and ability to thrive in a competitive market, setting a new benchmark for operational excellence in the industry.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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In this presentation, we will explore the rise of generative AI in finance and its potential to reshape the industry. We will discuss how generative AI can be used to develop new products, combat fraud, and revolutionize risk management. Finally, we will address some of the ethical considerations and challenges associated with this powerful technology.
BONKMILLON Unleashes Its Bonkers Potential on Solana.pdfcoingabbar
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2. ECONOMY
Charting
CEO’s Guide to
The Economy 2
Understand Any Economy in 30 Questions or Less
Albania
Algeria
Argentina
Armenia
Australia
Austria
Azerbaijan
Bahrain
Bangladesh
Belarus
Belgium
Benin
Bhutan
Bolivia
Bosnia and Herzegovina
Botswana
Brazil
Brunei
Bulgaria
Cambodia
Cameroon
Canada
Chile
China
Colombia
Costa Rica
Cote d'Ivoire
Croatia
Cyprus
Czech republic
Denmark
Ecuador
Egypt
El Salvador
Estonia
Ethiopia
Finland
France
Georgia
Germany
Ghana
Greece
Guinea
Honduras
Hong Kong
Hungary
Iceland
India
Indonesia
Iran
Ireland
Israel
Italy
Japan
Jordan
Kazakhstan
Kenya
Kuwait
Kyrgyzstan
Laos
Latvia
Lithuania
Luxembourg
Malaysia
Malta
Mauritius
Mexico
Mongolia
Morocco
Myanmar
Nepal
Netherlands
New Zealand
Nigeria
Norway
Oman
Pakistan
Panama
Paraguay
Peru
Philippines
Poland
Portugal
Qatar
Romania
Russia
Rwanda
Saudi Arabia
Senegal
Serbia
Singapore
Slovakia
Slovenia
South Africa
South Korea
Spain
Sri Lanka
Sweden
Switzerland
Taiwan
Tajikistan
Tanzania
Thailand
Turkey
Ukraine
United Arab Emirates
United Kingdom
United States
Uruguay
Venezuela
Vietnam
3. ECONOMY
Charting
CEO’s Guide to
The Economy
About Charting Economy
Charting Economy is a global publisher of CEO’s Guide to
The Economy. Our mission is to make it easier for busy
executives to understand the economy.
Contact Our Research Team:
editor@chartingeconomy.com
Disclaimer
The facts of this report are believed to be correct at the time of publication
but cannot be guaranteed. Please note that the findings, conclusions and
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3
7. ECONOMY
Charting
CEO’s Guide to
The Economy
Official name: Arab Republic of Egypt
Brief history
• A unified kingdom arose circa 3200 B.C., and a series of dynasties ruled in Egypt for the next three millennia
• The last native dynasty fell to the Persians in 341 B.C., who in turn were replaced by the Greeks, Romans, and Byzantines
• It was the Arabs who introduced Islam and the Arabic language in the 7th century and who ruled for the next six centuries
• Completion of the Suez Canal in 1869 elevated Egypt as an important world transportation hub. Ostensibly to protect its investments, Britain seized control
of Egypt's government in 1882
• Partially independent from the UK in 1922, Egypt acquired full sovereignty from Britain in 1952
• Inspired by the 2010 Tunisian revolution, Egyptian opposition groups led demonstrations and labor strikes countrywide, culminating in President Hosni
MUBARAK's ouster
• In January 2014, voters approved a new constitution by referendum and in May 2014 elected Abdel Fattah EL SISI president
7
Government
Government type: presidential republic
Capital: Cairo
Currency: Egyptian Pound (EGP)
Chief of state: President Abdelfattah Said ELSISI (since 8 June
2014)
Head of government: Prime Minister Mostafa MADBOULY (since 7
June 2018)
Cabinet: nominated by the executive authorities and approved by
the House of Representatives
Elections:
• President elected by absolute majority popular vote in 2 rounds if
needed for a 4-year term (eligible for a second term); election last held
on 26-28 March 2018 (next to be held in 2022)
• Prime minister appointed by the president, approved by the House of
Representatives
Geography
Area: 1,001,450 sq km (#30 in the world)
Land boundaries:
• Gaza Strip 13 km
• Israel 208 km
• Libya 1,115 km
• Sudan 1,276 km
Land use (2011est.):
• agriculture: 3.6%
• forest: 0.1%
• other: 96.3%
Coastline: 2,450 km
Irrigated land: 36,500 sq km (2012)
Natural resources:
petroleum, natural gas, iron ore, phosphates, manganese,
limestone, gypsum, talc, asbestos, lead, rare earth elements, zinc
Source: CIA World factbook
Population and society
Population:
106,437,241 (July 2021 est.)
Ethnic group:
Egyptian 99.6%, other 0.4% (2006 census)
Language:
Arabic (official), English and French widely understood by educated
classes
Religions:
Muslim (predominantly Sunni) 90%, Christian (majority Coptic
Orthodox, other Christians include Armenian Apostolic, Catholic,
Maronite, Orthodox, and Anglican) 10% (2015 est.)
Working age population (15-64 yr): 61.9%
Population growth rate: 2.17% (2021 est.)
Egypt
8. ECONOMY
Charting
CEO’s Guide to
The Economy
1. Economic Structure
2. Competitiveness
3. Economic Development
4. Economic Growth
5. Macro Risks
Appendix 1: IMF’s forecast
Appendix 2: Doing Business
Part of the country’s economic profile, economic structure
section gives readers useful views to understand economic
fundamental and determine what matters for the country’s
economy
8
What is the size of Egypt’s economy?
What is the size of Egypt’s population?
What is the demographic structure of Egypt? Is it
favorable for economic growth?
How has the structure of GDP changed over the years?
How much does Egypt’s economy rely on natural
resources?
How much does Egypt’s economy rely on external trade?
Economic Freedom Index: How free is Egypt’s
economy?
9. ECONOMY
Charting
CEO’s Guide to
The Economy 9
What is the size of Egypt’s economy?
Egypt is the 3rd largest economy in the Middle East and North
Africa region
Source: IMF World Economic Outlook Database October 2021
Note: (*) IMF Estimate
835.4
700.1
363.2
358.9
169.5
147.6
145.5
114.6
105.9
63.4
43.8
39.2
34.7
34.4
19.2
19.0
18.8
8.1
3.4
Iran
Saudi Arabia
Egypt
UAE
Iraq
Algeria
Qatar
Morocco
Kuwait
Oman
Jordan
Tunisia
Bahrain
Sudan
Libya*
Lebanon
Yemen
Mauritania*
Djibouti*
Top Economies in MENA
2020 GDP, USD billion, Market Exchange Rate
10. ECONOMY
Charting
CEO’s Guide to
The Economy 10
What is the size of Egypt’s population?
Egypt is the most populous country in MENA and the Arab
world
Source: CIA World Fact book, UN’s World Population Prospects: The 2019 Revision
1.756%
2.365%
1.551%
2.328%
1.106%
1.352%
2.107%
5.519%
2.904%
0.874%
0.266%
106.4
46.8
43.6
39.7
36.6
34.8
30.4
20.4
12.1
11.8
10.9
Egypt
Sudan
Algeria
Iraq
Morocco
Saudi Arabia
Yemen
Syria
Somalia
Tunisia
Jordan
Population
Selected Arab countries, Million, July 2021 est.
Population Growth
Avg. Annual Rate of Change, Medium fertility, 2020-2025
11. ECONOMY
Charting
CEO’s Guide to
The Economy 11
What is the demographic structure of Egypt? Is it favorable for economic growth?
Egypt has a favorable demographic structure with rising ratio of the
working-age group
Source: UN’s World Population Prospects: The 2019 Revision
7% 5% 3% 1% 1% 3% 5% 7%
0-4
10-14
20-24
30-34
40-44
50-54
60-64
70-74
80-84
90-94
100+
Male Female
6
0
.
7
%
6
0
.
7
%
6
2
.
6
%
6
3
.
9
%
6
4
.
3
%
6
4
.
0
%
6
3
.
7
%
2020 2030 2040 2050
Demographic Structure
2020, % of total population, Medium Fertility
Working-age population
15-64 Years, % of total population, Medium Fertility
12. ECONOMY
Charting
CEO’s Guide to
The Economy 12
How has the structure of GDP changed over the years?
The economy is predominantly Service-based that relies heavily
on domestic demand, especially during the low oil price years
Note: (*) C = Private Consumption, I = Investment including: I (capital) = Fixed Capital formation and I (inventory) = change in inventory
G = Public consumption, X = Export of goods and services, M = Import of goods and services
-60%
-40%
-20%
0%
20%
40%
60%
80%
100%
1970 1980 1990 2000 2010 2020
M
C
X
G
I
0%
10%
20%
30%
40%
50%
60%
1970 1980 1990 2000 2010 2020
Industry
Agriculture
Service
GDP Composition – Expenditure*
% of total
GDP Composition – Production
% of total
Source: The World Bank; Charting Economy analysis
13. ECONOMY
Charting
CEO’s Guide to
The Economy 13
How much does Egypt’s economy rely on natural resources?
Egypt’s economy has relied less on natural resource since the
oil price started to collapse
Source: The World Bank; Charting Economy analysis
Total Natural Resource Rents
% of GDP
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
1979 1984 1989 1994 1999 2004 2009 2014 2019
Algeria
Egypt
Morocco
14. ECONOMY
Charting
CEO’s Guide to
The Economy 14
How much does Egypt’s economy rely on external trade?
Egypt relies on international trade less than most economies in
the region
Main export items
crude oil and petroleum products,
fruits and vegetables, cotton, textiles,
metal products, chemicals, processed
food
Main import items
machinery and equipment, foodstuffs,
chemicals, wood products, fuels
Export Import
Key partners
2020, %
Key partners
2020, %
10.7%
6.4%
6.2%
5.5%
5.2%
4.6%
2.8%
2.8%
2.6%
2.5%
UAE
Saudi Arabia
Turkey
US
Italy
India
Spain
UK
Canada
Greece
15.0%
6.7%
6.3%
5.8%
4.9%
4.3%
4.2%
3.8%
3.3%
3.2%
China
US
Saudi Arabia
Germany
Turkey
Italy
Russia
India
Kuwait
Brazil
Source: The World Bank, ITC, CIA World Factbook
Note: (*) 2019
160.9
142.4
119.7
107.9
98.2
90.3
90.0
78.6
72.5
65.4
50.6
45.2
36.2
34.0
UAE*
Bahrain*
Somalia
Tunisia*
Kuwait*
Qatar*
Oman*
Morocco
Iraq*
Jordan
Saudi Arabia
Algeria
Iran
Egypt
Trade Openness
Trade / GDP, 2020, %
15. ECONOMY
Charting
CEO’s Guide to
The Economy 15
Economic Freedom Index: How free is Egypt’s economy?
Economic freedom in Egypt improved over the past year, with
improvements across most categories
Source: The Heritage Foundation
MODERATELY FREE
REPRESSED
MOSTLY UNFREE
MOSTLY FREE
FREE
40
50
60
70
80
90
1996 2001 2006 2011 2016 2021
Egypt’s Economic Freedom Index Score
Overall Score, 0-100
Economic Freedom Score in MENA
2021, Selected countries, overall score and global rank ()
76.9
73.8
72.0
69.9
66.0
64.6
64.6
64.1
63.3
56.6
55.7
51.4
49.7
47.2
UAE (14)
Israel (26)
Qatar (31)
Bahrain (40)
Saudi Arabia (63)
Jordan (69)
Oman (71)
Kuwait (74)
Morocco (81)
Tunisia (119)
Egypt (130)
Lebanon (154)
Algeria (162)
Iran (168)
Mostly
Free
Moderately
Free
Mostly
Unfree
Repressed
16. ECONOMY
Charting
CEO’s Guide to
The Economy
1. Economic Structure
2. Competitiveness
3. Economic Development
4. Economic Growth
5. Macro Risks
Appendix 1: IMF’s forecast
Appendix 2: Doing Business
Part of the country’s economic profile, this section explores
the country’s competitiveness in the global level as well as
the ability to attract foreign direct investment
16
How competitive is Egypt?
How are Egypt’s competitive factors compared to those of
other countries?
How is the minimum wage in Egypt compared to others in
the region?
Is it easy to do business in Egypt?
How good is Egypt in attracting Foreign Direct
Investment?
17. ECONOMY
Charting
CEO’s Guide to
The Economy 17
How competitive is Egypt?
Egypt is the second-least competitive among the 14 MENA
economies participated in the latest global competitiveness ranking
Source: The Global Competitiveness Report 2019-2020, World Economic Forum
Global Competitiveness Ranking:
Egypt
Overall ranking, full scale
116 115
100
94 93
2015-16 2016-17 2017-18 2018-19 2019-20
Global Competitiveness Index
Middle East and North Africa
2019-2020, overall score and global rank ()
76.7
75.0
72.9
70.0
65.4
65.1
63.6
60.9
60.0
56.4
56.3
56.3
54.5
53.0
Israel (20)
UAE (25)
Qatar (29)
Saudi Arabia (36)
Bahrain (45)
Kuwait (46)
Oman (53)
Jordan (70)
Morocco (75)
Tunisia (87)
Lebanon (88)
Algeria (89)
Egypt (93)
Iran (99)
18. ECONOMY
Charting
CEO’s Guide to
The Economy 18
How are Egypt’s competitive factors compared to those of other countries?
Egypt is behind its neighbors in most of the competitiveness
factors except for the Market Size
Source: The Global Competitiveness Report 2019-2020, World Economic Forum
Enabling Environment
Institutions
The Global Competitiveness Index
2019-2020, score = 0-100
Infrastructure ICT
adoption
Macroeconomic
Stability
Health Skills Product
Market
Labor
Market
Financial
System
Market
Size
Business
Dynamism
Innovation
Capability
Human Capital Markets Innovation Ecosystem
0
10
20
30
40
50
60
70
80
90
100
Egypt Algeria Kuwait Lebanon Morocco Qatar Saudi Arabia UAE Yemen
19. ECONOMY
Charting
CEO’s Guide to
The Economy 19
How is the minimum wage in Egypt
compared to others in the region?
Minimum wage in Egypt is in
line with those in Nigeria
Source: ILO, Wikipedia; Charting Economy analysis
Minimum Monthly Wage
Effective as of Jan 1st, 2022, US$
259
249
206
152
144
140
104
89
76
73
69
64
63
63
62
61
60
39
35
17
11
7
1
Gabon
South Africa
Mauritius
Botswana
Algeria
Tunisia
Chad
Kenya
Egypt
Nigeria
Benin
Senegal
Cote d'Ivoire
Cameroon
Guinea
Central African Republic
Burkina Faso
Angola
Ghana
Tanzania
Rwanda
Ethiopia
Sudan
20. ECONOMY
Charting
CEO’s Guide to
The Economy 20
Is it easy to do business in Egypt?
Egypt is one of the hardest places in the world to do business
but things are improving on many fronts
Note: (*) An economy’s distance to frontier score is indicated on a scale from 0 to 100, where 0 represents the worst performance and 100 the frontier
Source: Doing Business 2020
86.8
84.0
80.9
76.8
76.7
76.0
73.4
71.6
70.0
69.0
68.7
68.7
67.4
60.1
58.5
48.6
31.8
New Zealand (1)
United States (6)
UAE (16)
Turkey (33)
Israel (35)
Bahrain (43)
Morocco (53)
Saudi Arabia (62)
Oman (68)
Jordan (75)
Tunisia (78)
Qatar (77)
Kuwait (83)
Egypt (114)
Iran (127)
Algeria (157)
Yemen (187)
Ease of Doing Business Ranking
Selected economies, ( ) = 2020 rank, DTF* score
Egypt’s DTF* score
2020 vs 2019
TOPICS DB 2020 DB 2019 Change
Overall 60.10 58.50
Starting a Business 87.80 83.80
Dealing with Construction Permits 71.20 70.80
Getting Electricity 77.90 71.50
Registering Property 55.00 55.00
Getting Credit 65.00 65.00
Protecting Minority Investors 64.00 62.00
Paying Taxes 55.10 52.60
Trading Across Borders 42.20 42.20
Enforcing Contracts 40.00 40.00
Resolving Insolvency 42.20 42.30
21. ECONOMY
Charting
CEO’s Guide to
The Economy 21
How good is Egypt in attracting Foreign Direct Investment?
Egypt is a major investment destination in North Africa despite the
recent drop of FDI over the past few years
FDI into Egypt and comparable countries
Net inflows, % of GDP
-1%
0%
1%
2%
3%
4%
5%
2010 2012 2014 2016 2018 2020
Algeria
Morocco
Egypt
Source: UNCTAD, The World Bank; Charting Economy analysis
16.0
7.7
4.8
4.5
2.3
1.7
1.4
1.3
0.9
0.8
0.8
0.0
-2.5
-3.6
UAE
Egypt
Saudi Arabia
Oman
Morocco
Iran
Bahrain
Algeria
Sudan
Tunisia
Jordan
Kuwait
Qatar
Iraq
Net inflows of FDI
Annual average, 2018-2020
22. ECONOMY
Charting
CEO’s Guide to
The Economy
1. Economic Structure
2. Competitiveness
3. Economic Development
4. Economic Growth
5. Macro Risks
Appendix 1: IMF’s forecast
Appendix 2: Doing Business
Part of the country’s economic profile, this section explores
the country’s economic development, average income and its
distribution, poverty as well as other development indicators
22
What is the level of income for an average person in
Egypt?
What is the poverty rate in Egypt, and how does it
compare to others?
How has the unemployment rate in Egypt changed over
recent years?
How is income distributed in Egypt, and how does it
compare to others?
What is the current level of human development in Egypt?
How has the quality of life changed over the years?
How many SDG has Egypt achieved to date?
23. ECONOMY
Charting
CEO’s Guide to
The Economy 23
What is the level of income for an average person in Egypt?
Egypt’s per capita income has surpassed Algeria’s in 2019 but is
still below the regional average
Source: The World Bank; Charting Economy analysis
Note: (*) Cumulative Annual Growth Rate between 2002-2020
91,500
70,300
59,570
49,420
44,330
41,750
26,160
16,549
12,920
11,820
11,700
11,530
10,720
10,500
7,700
4,140
Qatar
UAE
Kuwait*
Saudi Arabia
Bahrain
Israel
Oman
MENA
Iran
Egypt
Algeria
Iraq
Tunisia
Jordan
Morocco
Sudan
Current GNI per capita comparison
2019, Purchasing Power Parity in current international dollars
Growth in GNI per capita
Purchasing Power Parity in 2017 international dollars
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
2002 2004 2006 2008 2010 2012 2014 2016 2018 2020
Egypt
CAGR = 2.1%
Algeria
CAGR = 0.9%
Morocco
CAGR = 2.1%
24. ECONOMY
Charting
CEO’s Guide to
The Economy 24
What is the poverty rate in Egypt, and how does it compare to others?
Poverty Headcount in Egypt has doubled over the past two
decades
0%
10%
20%
30%
40%
50%
60%
70%
1997 2002 2007 2012 2017
Egypt’s Poverty Headcount
% of population living below the national poverty line
Source: The World Bank; Charting Economy analysis
55.5%
46.7%
40.8%
40.1%
38.3%
38.2%
36.1%
32.5%
19.3%
15.7%
15.2%
10.3%
5.5%
4.8%
South Africa (2014)
Senegal (2011)
Niger (2018)
Nigeria (2018)
Zimbabwe (2019)
Rwanda (2016)
Kenya (2015)
Egypt (2017)
Botswana (2009)
Jordan (2018)
Tunisia (2015)
Mauritius (2017)
Algeria (2011)
Morocco (2013)
Comparable Poverty Headcount
% of population living below the national poverty line
25. ECONOMY
Charting
CEO’s Guide to
The Economy 25
How has the unemployment rate in Egypt changed over recent years?
Unemployment rate in Egypt is expected to rise in 2021 amid the
Covid-19 crisis
0%
3%
6%
9%
12%
15%
2009 2011 2013 2015 2017 2019 2021
Unemployment rate in Egypt
% of total labor force
Note: (*) Forecasted by IMF in World Economic Outlook report, October 2021
Source: IMF; Charting Economy analysis
34.4%
27.7%
14.7%
11.5%
10.5%
9.2%
8.5%
7.8%
3.0%
South Africa
Sudan
Algeria
Morocco
Iran
Egypt
Cabo Verde
Mauritius
Seychelles
Projected Unemployment rate*
2021, % of total labor force
26. ECONOMY
Charting
CEO’s Guide to
The Economy 26
How is income distributed in Egypt, and how does it compare to others?
Income distribution in Egypt has worsened since 2012 but is
still better than most in the region
Source: The World Bank; Charting Economy analysis
0.0
0.1
0.2
0.3
0.4
0.5
0.6
1999 2001 2003 2005 2007 2009 2011 2013 2015 2017 2019
Egypt’s Gini Coefficient
On income
Gini Coefficient in Middle East and Africa
On income
0.63
0.53
0.44
0.44
0.42
0.42
0.42
0.41
0.40
0.37
0.35
0.35
0.34
0.34
0.33
0.33
0.32
0.30
0.28
South Africa (2014)
Botswana (2015)
Rwanda (2016)
Ghana (2016)
Iran (2018)
Djibouti (2017)
Cote d'Ivoire (2015)
Kenya (2015)
Morocco (2013)
Mauritius (2017)
Nigeria (2018)
Ethiopia (2015)
Niger (2014)
Jordan (2010)
Tunisia (2015)
Mauritania (2014)
Egypt (2017)
Iraq (2012)
Algeria (2011)
27. ECONOMY
Charting
CEO’s Guide to
The Economy 27
What is the current level of human development in Egypt?
Egypt ranks 116th in the latest Human Development Index
ranking, lower than most in MENA
0.40
0.45
0.50
0.55
0.60
0.65
0.70
0.75
0.80
1991 1995 1999 2003 2007 2011 2015 2019
Source: UNDP’s Human Development Report 2020
Egypt
Arab states
World
Human Development Index (HDI)
Score 0-1, 1990-2019
0.890
0.854
0.852
0.848
0.825
0.813
0.806
0.783
0.756
0.748
0.744
0.740
0.729
0.715
0.707
0.686
0.674
0.470
UAE (31)
Saudi Arabia (40)
Bahrain (42)
Qatar (45)
Kazakhstan (51)
Oman (60)
Kuwait (64)
Iran (70)
Azerbaijan (88)
Algeria (91)
Lebanon (92)
Tunisia (95)
Jordan (102)
Turkmenistan (111)
Egypt (116)
Morocco (121)
Iraq (123)
Yemen (179)
HDI Score in Middle East and Central Asia
2019, overall score and global rank ()
28. ECONOMY
Charting
CEO’s Guide to
The Economy 28
How has the quality of life changed over the years?
Life expectancy in Egypt has been below the regional average
but Mortality rate has been in line
30
35
40
45
50
55
60
65
70
75
80
1969 1979 1989 1999 2009 2019
50%
60%
70%
80%
90%
100%
2000 2004 2008 2012 2016 2020
Egypt
MENA
World
0
50
100
150
200
250
300
1969 1979 1989 1999 2009 2019
Egypt
Water source
Sanitation
facilities
World
MENA
Life expectancy at birth
Total (years)
Mortality rate, Under-5
Per 1000 live births
Life basic facilities
% of population with access
Source: The World Bank; Charting Economy analysis
29. ECONOMY
Charting
CEO’s Guide to
The Economy 29
How many SDG has Egypt achieved to date?
Egypt has reached none of the 17 SDGs and faces major challenges
in 7 of them
Egypt’s SDG Dashboard*
2021
(*) To assess a country’s progress on a particular indicator, such absolute quantitative thresholds are introduced to differentiate between situations where an SDG threshold has been
met (green), where significant challenges remain (yellow & orange), and where major challenges must be overcome if the country is to meet the goal (red).
Goal 1 No Poverty
Goal 2 Zero Hunger
Goal 3 Good Health and Well-being
Goal 4 Quality Education
Goal 5 Gender Equality
Goal 6 Clean Water and Sanitation
Goal 7 Affordable and Clean Energy
Goal 8 Decent Work and Economic Growth
Goal 9 Industry, Innovation and Infrastructure
Goal 10 Reduced Inequality
Goal 11 Sustainable Cities and Communities
Goal 12 Responsible Consumption and Production
Goal 13 Climate Action
Goal 14 Life Below Water
Goal 15 Life on Land
Goal 16 Peace and Justice Strong Institutions
Goal 17 Partnerships to achieve the Goal
Source: SDG Index and Dashboards Report 2021
71.4
70.9
70.5
70.2
70.1
70.1
70.0
68.6
66.8
66.7
66.3
66.1
63.8
62.5
58.0
52.9
Tunisia (60)
Algeria (66)
Morocco (69)
UAE (71)
Jordan (72)
Oman (73)
Iran (74)
Egypt (82)
Lebanon (93)
Qatar (94)
Saudi Arabia (98)
Bahrain (100)
Iraq (105)
Kuwait (113)
Syria (127)
Yemen, Rep. (145)
The SDG Index score
2021, MENA, ( ) = Global rank
30. ECONOMY
Charting
CEO’s Guide to
The Economy
1. Economic Structure
2. Competitiveness
3. Economic Development
4. Economic Growth
5. Macro Risks
Appendix 1: IMF’s forecast
Appendix 2: Doing Business
Part of the country’s economic outlook, this section explores
the country’s recent economic growth, its key drivers and well
as the growth outlook for the coming years
30
What has been the growth rate of Egypt’s economy
over the past ten years, and how does it compare with
others?
What were the key growth drivers for Egypt’s economy
in the last year?
How much does each sector contribute to the overall
growth?
What is the GDP growth rate in the latest quarter?
What are the latest signals from the leading indicators?
What is the growth outlook for Egypt’s economy, and
how does it compare with others?
31. ECONOMY
Charting
CEO’s Guide to
The Economy 31
What has been the growth rate of Egypt’s economy over the past ten years, and how does it compare with others?
Egypt’s economy had grown on average 3.8% per year during
the 9 years prior to the Covid crisis
-10%
-5%
0%
5%
10%
15%
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
China, 7.3%
-10%
-8%
-6%
-4%
-2%
0%
2%
4%
6%
8%
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
-4%
-2%
0%
2%
4%
6%
8%
10%
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
-8%
-6%
-4%
-2%
0%
2%
4%
6%
8%
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Euro area
1.3%
US, 2.2%
Japan, 0.9%
ME & C. Asia,
3.3%
EM Asia
6.7%
India, 6.6%
EM Europe, 3.0%
Egypt, 3.8%
Real GDP growth vs China and India
Annual percentage change
Real GDP growth vs Peers
Annual percentage change
Real GDP growth vs Emerging economies
Annual percentage change
Real GDP growth vs Developed economies
Annual percentage change
Egypt, 3.8%
Egypt, 3.8%
Egypt, 3.8%
Morocco,
3.4%
Tunisia, 1.8% Algeria, 2.6%
Source: IMF; Charting Economy analysis
Note: (*) Labels denote countries and their cumulative annual growth rate between 2011-2019
32. ECONOMY
Charting
CEO’s Guide to
The Economy 32
What were the key growth drivers for Egypt’s economy in the last year?
In 2020 calendar year, Egypt’s economy expanded 1.5% amid the
Covid crisis, with Private Consumption as the main driver
Source: Ministry of Planning; Charting Economy analysis
9.6%
6.4%
1.5%
-20.6%
-33.0%
-36.0%
-36.8%
C
G
GDP
M
X
I
I (capital)
Real growth by expenditure
2020 calendar year, % change from last year
Contribution to GDP growth
Percentage point
Note: (*) C = Private Consumption, I = Investment including: I (capital) = Fixed Capital formation and I (inventory) = change in inventory
G = Public consumption, X = Export of goods and services, M = Import of goods and services
(**) GDP = C + I + G + X - M
7.7%
5.0%
1.5%
0.6%
0.0%
-5.5%
-6.7%
C
M
GDP
G
I (inventory)
X
I (capital)
33. ECONOMY
Charting
CEO’s Guide to
The Economy 33
How much does each sector contribute to the overall growth?
Tourism, Manufacturing, and Extractions contracted the most and
were the main drags on the overall growth in 2020
Real growth by production sectors
2020 calendar year, year-on-year growth
15.1%
9.3%
6.4%
4.6%
4.2%
4.0%
3.6%
3.5%
3.3%
3.2%
3.0%
2.8%
1.5%
0.3%
0.1%
-5.5%
-11.5%
-47.9%
Communications
Mfg: Petroleum
General Government
Social Services
Transport and Storage
Trade
Agriculture
Real Estate
Information
Finance
Construction
Insurance
GDP
Utilities
Suez Canal
Extractions
Mfg: Non-Petroleum
Tourism
1.5%
1.4%
0.5%
0.5%
0.4%
0.4%
0.4%
0.3%
0.2%
0.2%
0.2%
0.1%
0.0%
0.0%
0.0%
0.0%
-0.5%
-1.3%
-1.4%
GDP
Net taxes
Trade
General Government
Agriculture
Communications
Mfg: Petroleum
Real Estate
Social Services
Transport and Storage
Construction
Finance
Insurance
Information
Utilities
Suez Canal
Extractions
Tourism
Mfg: Non-Petroleum
Contribution to GDP growth
Percentage point
Source: Ministry of Planning; Charting Economy analysis
34. ECONOMY
Charting
CEO’s Guide to
The Economy 34
What is the GDP growth rate in the latest quarter?
The economy expanded sharply in 2Q21 from a low base of a year
ago, thanks to large contributions from Investment and Export
Contribution to GDP growth
Percentage point
5.6% 5.7% 5.0%
-1.7%
0.7%
2.0%
3.0%
7.7%
3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 1Q21 2Q21
C
G
I
I (capital)
I (inventory)
X
M
Source: Ministry of Planning; Charting Economy analysis
Note: (*) C = Private Consumption, I = Investment including: I (capital) = Fixed Capital formation and I (inventory) = change in inventory
G = Public consumption, X = Export of goods and services, M = Import of goods and services
(**) GDP = C + I + G + X - M
2.9% 5.2% 5.8% 9.4% 9.4% 6.1% 6.5% 1.3%
0.1% 0.6% 0.2% 1.5% 0.3% 0.4% 0.5% 0.2%
1.5% -1.2% -3.9% -11.0% -6.9% -3.5% -1.7% 8.0%
1.6% 1.9% -2.2% -11.0% -6.9% -6.5% -3.4% 7.9%
-0.1% -0.1% -0.2% 0.0% 0.0% 0.2% 0.2% 0.1%
-1.9% -2.5% -3.2% -7.9% -7.0% -4.0% -1.0% 4.6%
2.9% 3.6% 5.9% 6.5% 4.8% 2.9% -1.4% -6.5%
35. ECONOMY
Charting
CEO’s Guide to
The Economy 35
What are the latest signals from the leading indicators?
Key production and investment indicators have continued to
recover over the past few months
Source: Ministry of Planning, Central Agency for Public Mobilization and Statistics, Ministry of Supply and Home Trade;
Charting Economy analysis
60
70
80
90
100
110
120
130
Nov-20 Feb-21 May-21 Aug-21
Industrial Production Index
2012-2013 =100
0
20
40
60
80
100
120
140
Nov-20 Feb-21 May-21 Aug-21
Reinforced Steel Sales
Year-on-Year change in %
Manufacturing Production Index
2012-2013 =100
-60%
-40%
-20%
0%
20%
40%
60%
80%
100%
Dec-20 Mar-21 Jun-21 Sep-21
36. ECONOMY
Charting
CEO’s Guide to
The Economy 36
What is the growth outlook for Egypt’s economy, and how does it compare with others?
Egypt’s economic recovery is projected to be moderate in 2021
but would accelerate over the next 2 years
Source: IMF World Economic Outlook October 2021
2021 2022
GDP growth projections
% of real growth from the year before
2023
5.9
5.7
5.0
4.1
3.4
3.3
3.0
2.8
2.7
2.5
2.5
2.4
2.2
2.0
1.9
0.9
0.9
World
Morocco
Euro area
ME & C.Asia
Algeria
Egypt
Tunisia
Saudi Arabia
Mauritania
Oman
Iran
Bahrain
UAE
Jordan
Qatar
Kuwait
Sudan
4.9
3.1
4.3
4.1
1.9
5.2
3.3
4.8
5.0
2.9
2.0
3.1
3.0
2.7
4.0
4.3
3.5
3.6
3.7
2.0
3.8
1.7
5.6
2.5
2.8
4.2
2.0
3.1
3.0
3.1
2.6
2.7
5.0
8.6
37. ECONOMY
Charting
CEO’s Guide to
The Economy
1. Economic Structure
2. Competitiveness
3. Economic Development
4. Economic Growth
5. Macro Risks
Appendix 1: IMF’s forecast
Appendix 2: Doing Business
Part of the country’s economic outlook, this section explores
the country’s macro economic risks, including inflation,
financial sector, budget deficit as well as balance of payment
and exchange rate
37
What have been the government measures against the
Covid-19 crisis?
What is the risk of inflation over the next 12 months?
What is the latest move on Egypt’s monetary policy?
What is the health of Egypt’s banking sector?
What has been the trend in Egypt’s fiscal budget deficit?
Balance of Payment: Where are the key risks?
Does Egypt have enough international reserves to service its
debt and for import?
What is the FX risk? How has the currency performed
compared to others?
38. ECONOMY
Charting
CEO’s Guide to
The Economy 38
How early can the economy reopen from the Covid crisis?
Less than 20% of Egypt’s population has been fully vaccinated,
while Omicron cases have been detected
Source: WHO, Ourworldindata.org, Google; Charting Economy analysis
New Covid Cases in Egypt
Cases per day
0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
Jun-20 Dec-20 Jun-21 Dec-21
No. of people vaccinated against Covid
% of total population, cumulative
0%
10%
20%
30%
40%
50%
60%
70%
80%
Dec-20 Apr-21 Aug-21 Dec-21
Target to achieve herd immunity
Fully Vaccinated
Vaccinated
New Deaths in Egypt
Cases per day
0
20
40
60
80
100
120
140
Jun-20 Dec-20 Jun-21 Dec-21
39. ECONOMY
Charting
CEO’s Guide to
The Economy 39
What is the risk of inflation over the next 12 months?
Inflation in Egypt is expected to increase in 2022 but would still
be lower than the pre-Covid level
0%
5%
10%
15%
20%
25%
30%
2010 2012 2014 2016 2018 2020 2022
Inflation in Egypt
Annual percentage change in consumer price index
Source: IMF; Charting Economy analysis
Note: (*) Forecasted by IMF in World Economic Outlook report, October 2021
31.5%
27.5%
8.0%
7.6%
6.5%
6.3%
4.5%
3.8%
3.8%
3.2%
3.0%
2.7%
2.7%
2.2%
2.2%
2.0%
2.0%
1.7%
1.2%
Yemen
Iran
Libya
Algeria
Tunisia
Egypt
Iraq
World
Mauritania
Qatar
Kuwait
Bahrain
Oman
Saudi Arabia
UAE
Djibouti
Jordan
Euro area
Morocco
Projected Inflation*
2022, annual percentage change in CPI
40. ECONOMY
Charting
CEO’s Guide to
The Economy 40
What is the latest move on Egypt’s monetary policy?
Central Bank of Egypt has cut its policy interest by 4% in 2020
to support economic recovery
Policy Interest Rate
Annualized rate
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
18.0%
20.0%
22.0%
Oct-12 Oct-13 Oct-14 Oct-15 Oct-16 Oct-17 Oct-18 Oct-19 Oct-20 Oct-21
Source: The Central Bank of Egypt
9.25%
41. ECONOMY
Charting
CEO’s Guide to
The Economy 41
What is the health of Egypt’s banking sector?
Egypt’s banking sector remains sound with low NPL, high
Capital, despite the recent drop in profit
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
2Q19 4Q19 2Q20 4Q20 2Q21
Non Performing Loans
to Total Loans
%
Regulatory Capital
to Risk-Weighted Assets
%, quarterly
Return on Assets (ROA)
and Return on Equity (ROE)
%, quarterly
0%
5%
10%
15%
20%
25%
2Q19 4Q19 2Q20 4Q20 2Q21
0%
5%
10%
15%
20%
25%
2Q19 4Q19 2Q20 4Q20 2Q21
ROE
ROA
Source: Central Bank of Egypt; Charting Economy analysis
42. ECONOMY
Charting
CEO’s Guide to
The Economy 42
What has been the trend in Egypt’s fiscal budget deficit?
Egypt’s fiscal deficit is projected to decrease over the next few
years as its public debt level is already too high
-14%
-12%
-10%
-8%
-6%
-4%
-2%
0%
2010 2012 2014 2016 2018 2020 2022 2024 2026
Egypt’s General government structural balance
% of GDP
Source: IMF, National Office of Statistics; Charting Economy analysis
General government debt
2021, % of GDP
210%
123%
91%
91%
90%
76%
73%
68%
59%
59%
58%
55%
42%
37%
34%
Sudan
Bahrain
Egypt
Jordan
Tunisia
Morocco
Yemen
Oman
Iraq
Qatar
Algeria
Mauritania
Djibouti
UAE
Iran
60%-of-GDP threshold
43. ECONOMY
Charting
CEO’s Guide to
The Economy 43
Balance of Payment: Where are the key risks?
Egypt relies on net capital inflows to finance its current account
deficit, a norm that is expected to continue in 2022
Source: IMF; Charting Economy analysis
Note: (*) Forecasted by IMF in World Economic Outlook report, October 2021
-8
-6
-4
-2
0
2
4
6
8
10
12
1Q16 3Q16 1Q17 3Q17 1Q18 3Q18 1Q19 3Q19 1Q20 3Q20 1Q21
Current Account Net Capital flows
Egypt’s Balance of Payment
USD billion
Projected Current Account balance
2022*, % of GDP
15.4%
13.3%
11.6%
9.4%
4.0%
3.8%
1.0%
-0.9%
-2.9%
-3.0%
-3.3%
-3.7%
-4.4%
-5.5%
-8.4%
-8.9%
-9.4%
-9.7%
Libya
Kuwait
Qatar
UAE
Iraq
Saudi Arabia
Iran
Oman
Bahrain
Djibouti
Morocco
Egypt
Jordan
Algeria
Tunisia
Mauritania
Sudan
Yemen
44. ECONOMY
Charting
CEO’s Guide to
The Economy 44
Does Egypt have enough international reserves to service its debt and for import?
International reserves have gradually increased and are
adequate to cover short-term external debt and import needs
Source: IMF, World Bank; Charting Economy analysis
0
1
2
3
4
5
6
7
8
2Q19 4Q19 2Q20 4Q20
0%
20%
40%
60%
80%
100%
2Q19 4Q19 2Q20 4Q20 2Q21
0
5
10
15
20
25
30
35
40
45
50
Aug-19 Aug-20 Aug-21
Short-term External Debt
% of international reserves
Import Cover
International reserves as months of import
International Reserves
USD billion
45. ECONOMY
Charting
CEO’s Guide to
The Economy 45
What is the FX risk?
How has the currency performed compared to others?
Egyptian Pound appreciated
0.2% against USD in 2021 and
outperformed most currencies in
the region
Source: Oanda; Charting Economy analysis
Currency Performance Analysis
Change in value against USD, percentage
Return Analysis
1-year
(2021)
3-year
(2019-2021)
5-year
(2017-2021)
Angola - AOA 18.9% -43.9% -69.9%
Guinea - GNF 6.3% -2.8% 0.6%
Tanzania - TZS 0.6% -0.2% -5.0%
Kuwait - KWD 0.6% 0.4% 1.0%
Egypt - EGP 0.2% 14.0% 15.3%
Saudi Arabia - SAR 0.0% 0.0% 0.0%
UAE - AED 0.0% 0.0% 0.0%
Jordan - JOD 0.0% 0.0% -0.1%
Bahrain - BHD 0.0% 0.0% -0.1%
Oman - OMR 0.0% 0.0% 0.0%
Qatar - QAR -0.1% 0.0% 0.0%
Iran - IRR -0.4% -0.5% -28.9%
DR Congo - CDF -1.6% -20.1% -40.3%
Kenya - KES -3.7% -10.0% -9.1%
Morocco - MAD -3.9% 3.1% 9.3%
Rwanda - RWF -4.4% -14.4% -18.9%
Ghana - GHS -4.9% -21.2% -32.5%
Algeria - DZD -4.9% -14.6% -20.4%
Nigeria - NGN -6.5% -11.5% -25.7%
Central Africa - XAF -7.5% -0.9% 7.8%
Western Africa - XOF -7.5% -0.9% 7.8%
South Africa - ZAR -8.0% -9.6% -13.8%
Botswana - BWP -8.2% -8.7% -8.7%
Mauritius - MUR -9.5% -21.3% -17.7%
Ethiopia - ETB -20.9% -42.7% -54.4%
46. ECONOMY
Charting
CEO’s Guide to
The Economy 46
What is the FX risk? How has the currency performed compared to others?
Egyptian Pound appreciated 0.2% against USD in 2021 and
outperformed most currencies in the region
Source: Oanda; Charting Economy analysis
15.50
15.55
15.60
15.65
15.70
15.75
15.80
15.85
31/12/20 31/03/21 30/06/21 30/09/21 31/12/21
Egyptian Pound Exchange Rate
Per USD, mid point
15.71
YTD change in currency values
Against USD, as of 31 Dec 2021
18.9%
6.3%
0.6%
0.6%
0.2%
-0.1%
-0.4%
-1.6%
-3.7%
-3.9%
-4.4%
-4.9%
-4.9%
-6.5%
-7.5%
-7.5%
-8.0%
-8.2%
-9.5%
-20.9%
Angola - AOA
Guinea - GNF
Tanzania - TZS
Kuwait - KWD
Egypt - EGP
Qatar - QAR
Iran - IRR
DR Congo - CDF
Kenya - KES
Morocco - MAD
Rwanda - RWF
Ghana - GHS
Algeria - DZD
Nigeria - NGN
Central Africa - XAF
Western Africa - XOF
South Africa - ZAR
Botswana - BWP
Mauritius - MUR
Ethiopia - ETB
47. ECONOMY
Charting
CEO’s Guide to
The Economy
1. Economic Structure
2. Competitiveness
3. Economic Development
4. Economic Growth
5. Macro Risks
Appendix 1: IMF’s forecast
Appendix 2: Doing Business
Key Projections From IMF’s World Economic Outlook Report
October 2021
47
48. ECONOMY
Charting
CEO’s Guide to
The Economy 48
KEY PROJECTIONS:
EGYPT’S ECONOMY
Source: IMF World Economic Outlook October 2021
Indicators Units 2020 2021 2022 2023 2024 2025 2026
Estimates
Start After
Current account balance % of GDP -3.1 -3.9 -3.7 -2.7 -2.6 -2.6 -2.6 2020
Current account balance Billion USD -11.2 -15.4 -16.1 -12.9 -13.2 -14.4 -15.6 2020
General government gross debt % of GDP 89.8 91.4 89.5 86.2 82.3 78.2 74.1 2020
General government structural
balance
% of potential GDP -7.0 -7.6 -6.5 -5.6 -5.2 -4.9 -4.4 2020
Gross domestic product per capita,
current prices
U.S. dollars 3,601 3,852 4,177 4,450 4,718 5,005 5,330 2020
Gross domestic product, constant
prices
% Change 3.6 3.3 5.2 5.6 5.7 5.8 5.8 2020
Gross domestic product, current
prices
Billion USD 363.2 396.3 438.3 476.4 515.2 557.4 605.5 2020
Gross national savings % of GDP 10.7 12.1 12.7 13.5 14.1 14.7 15.4 2020
Inflation, average consumer prices % change 5.7 4.5 6.3 7.1 7.1 7.1 7.1 2020
Population Million persons 100.9 102.9 105.0 107.1 109.2 111.4 113.6 2020
Unemployment rate % of total labor force 8.3 9.3 9.2 8.8 8.2 7.5 6.6 2020
49. ECONOMY
Charting
CEO’s Guide to
The Economy
1. Economic Structure
2. Competitiveness
3. Economic Development
4. Economic Growth
5. Macro Risks
Appendix 1: IMF’s forecast
Appendix 2: Doing Business
DOING BUSINESS 2020
Detailed rankings and scores for Egypt and comparable
economies
49
50. ECONOMY
Charting
CEO’s Guide to
The Economy 50
It takes 2 weeks to start a business in Egypt with little cost
Source: Doing Business 2020
Note: (*) An economy’s distance to frontier score is indicated on a scale from 0 to 100, where 0 represents the worst performance and 100 the frontier
Starting a business rank
Economy Rank DTF*
Procedure -
Men
(number)
Time - Men
(days)
Cost - Men
(%of income
per capita)
Procedure -
Women
(number)
Time -
Women
(days)
Cost -
Women (%
of income
per capita)
Paid-in min.
capital (%of
income per
capita)
New Zealand 1 100.0 1 0.5 0.2 1 0.5 0.2 0.0
United Arab Emirates 17 94.8 2 3.5 17.2 3 4.5 17.2 0.0
Tunisia 19 94.6 3 9.0 2.9 3 9.0 2.9 0.0
Oman 32 93.5 4 4.0 3.1 5 5.0 3.1 0.0
Saudi Arabia 38 93.1 3 10.0 5.4 4 11.0 5.4 0.0
Morocco 43 93.0 4 9.0 3.6 4 9.0 3.6 0.0
Bahrain 67 89.6 6 8.0 1.0 7 9.0 1.0 2.9
Kuwait 82 88.4 5 19.0 1.7 6 20.0 1.7 0.0
Egypt, Arab Rep. 90 87.8 5 12.0 20.3 6 13.0 20.3 0.0
Qatar 108 86.1 8 8.5 6.3 9 9.5 6.3 0.0
Jordan 120 84.5 7 12.0 23.3 8 13.0 23.3 0.1
Lebanon 151 78.2 8 15.0 42.3 8 15.0 42.3 41.5
Algeria 152 78.0 12 18.0 11.3 12 18.0 11.3 0.0
Iraq 154 77.3 8 26.0 34.2 9 27.0 34.2 14.6
Yemen, Rep. 156 76.8 6 40.0 40.2 7 41.0 40.2 0.0
Sudan 157 76.7 9 34.0 17.8 10 35.0 17.8 0.0
Libya 164 73.1 10 35.0 24.6 10 35.0 24.6 30.0
Iran, Islamic Rep. 178 67.8 10 72.0 1.1 11 73.0 1.1 0.0
Bosnia and Herzegovina 184 60.0 13 80.0 13.7 13 80.0 13.7 10.2
Venezuela, RB 190 25.0 20 230.0 211.8 20 230.0 211.8 0.0
51. ECONOMY
Charting
CEO’s Guide to
The Economy 51
Getting construction permits in Egypt takes almost 6
months but the cost is rather low
Source: Doing Business 2020
Note: (*) An economy’s distance to frontier score is indicated on a scale from 0 to 100, where 0 represents the worst performance and 100 the frontier
Dealing with Construction Permits rank
Economy Rank DTF*
Procedures
(number)
Time
(days)
Cost (%of
warehouse value)
Building quality
control index (0-15)
Hong Kong SAR, China 1 93.5 8 69 0.30 15.0
United Arab Emirates 3 89.8 11 48 2.20 15.0
Qatar 13 84.2 13 88 0.10 13.0
Morocco 16 83.2 12 58 3.30 13.0
Bahrain 17 83.1 9 71 3.70 12.0
Saudi Arabia 28 78.3 14 100 1.90 12.0
Tunisia 32 77.4 14 133 3.40 14.0
Oman 47 75.2 15 125 0.80 11.0
Kuwait 68 71.9 19 103 5.50 14.0
Iran, Islamic Rep. 73 71.2 16 130 6.30 13.5
Egypt, Arab Rep. 74 71.2 20 173 1.30 14.0
Iraq 103 67.7 11 167 0.30 5.5
Algeria 121 65.3 19 131 6.50 12.0
Sudan 124 64.2 16 255 2.60 12.0
Jordan 138 60.3 20 66 12.10 11.0
Lebanon 164 53.7 22 276 7.70 14.0
Bosnia and Herzegovina 173 48.6 17 180 20.30 13.0
Liberia 185 28.9 25 87 24.10 2.0
Yemen, Rep. 186 0.0
Libya 186 0.0
52. ECONOMY
Charting
CEO’s Guide to
The Economy 52
It’s quite expensive to get electricity in Egypt
Note: (*) An economy’s distance to frontier score is indicated on a scale from 0 to 100, where 0 represents the worst performance and 100 the frontier
Source: Doing Business 2020
Getting Electricity rank
Economy Rank DTF*
Procedures
(number)
Time
(days)
Cost (%of income per
capita)
Reliability of supply and
transparency of tariff index
(0-8)
United Arab Emirates 1 100.0 2 7 0.0 8.0
Saudi Arabia 18 91.8 2 35 27.9 6.0
Morocco 34 87.3 4 31 1308.8 7.0
Oman 35 87.1 5 30 50.0 7.0
Qatar 49 83.6 4 44 9.2 5.0
Tunisia 63 82.3 4 65 719.1 6.0
Kuwait 66 81.9 5 49 55.7 6.0
Jordan 69 80.5 5 55 285.3 6.0
Bahrain 72 79.7 5 69 57.4 6.0
Egypt, Arab Rep. 77 77.9 5 53 180.2 5.0
Serbia 94 73.2 5 125 182.4 6.0
Algeria 102 72.1 5 84 967.0 5.0
Albania 107 71.0 6 71 448.6 5.0
Iran, Islamic Rep. 113 69.4 6 77 746.0 5.0
Lebanon 127 62.7 4 89 128.0 0.0
Iraq 131 61.9 5 51 384.7 0.0
Libya 142 59.0 4 118 304.6 0.0
Sudan 162 51.3 5 70 3154.2 0.0
Yemen, Rep. 187 0.0
53. ECONOMY
Charting
CEO’s Guide to
The Economy 53
Registering property in Egypt takes 2 months and a half but
is quite cheap
Note: (*) An economy’s distance to frontier score is indicated on a scale from 0 to 100, where 0 represents the worst performance and 100 the frontier
Source: Doing Business 2020
Registering Property rank
Economy Rank DTF*
Procedures
(number)
Time (days)
Cost (%of
property value)
Quality of the land
administration index (0-
30)
Qatar 1 96.2 1 1 0.30 26.0
New Zealand 2 94.6 2 4 0.10 26.5
United Arab Emirates 10 90.1 2 2 0.20 21.0
Bahrain 17 86.2 2 2 1.70 19.5
Saudi Arabia 19 84.5 2 2 0.00 14.0
Kuwait 45 75.1 7 17 0.50 18.5
Oman 52 73.0 3 18 6.00 17.0
Iran, Islamic Rep. 70 68.1 6 31 3.80 16.0
Jordan 78 66.4 6 17 9.00 22.5
Morocco 81 65.8 6 20 6.40 17.0
Yemen, Rep. 86 65.2 6 19 1.80 7.0
Tunisia 94 63.7 5 35 6.10 13.5
Sudan 95 63.7 6 11 2.60 5.5
Lebanon 110 59.4 8 37 6.00 16.0
Iraq 121 57.3 5 51 7.30 10.5
Egypt, Arab Rep. 130 55.0 9 76 1.10 9.0
Greece 156 46.9 11 26 4.80 4.5
Algeria 165 44.3 10 55 7.10 7.5
Afghanistan 186 27.5 9 250 5.00 3.0
Libya 187 0.0
54. ECONOMY
Charting
CEO’s Guide to
The Economy 54
Getting credit in Egypt would be a lot easier only if the legal
rights are stronger
Note: (*) An economy’s distance to frontier score is indicated on a scale from 0 to 100, where 0 represents the worst performance and 100 the frontier
Source: Doing Business 2020
Getting Credit rank
Economy Rank DTF*
Strength of
legal rights
index (0-12)
Depth of credit
information
index (0-8)
Credit registry
coverage (%of
adults)
Credit bureau
coverage (%of
adults)
New Zealand 1 100.0 12 8 0 100
Jordan 4 95.0 11 8 5 23
United Arab Emirates 48 70.0 6 8 12 51
Egypt, Arab Rep. 67 65.0 5 8 10 31
Saudi Arabia 80 60.0 4 8 0 57
Bahrain 94 55.0 3 8 0 41
Tunisia 104 50.0 3 7 36 0
Iran, Islamic Rep. 104 50.0 2 8 60 61
Morocco 119 45.0 2 7 0 32
Kuwait 119 45.0 1 8 17 32
Qatar 119 45.0 1 8 35 0
Lebanon 132 40.0 2 6 21 0
Oman 144 35.0 1 6 27 0
Malta 144 35.0 2 5 54 0
Sudan 176 15.0 3 0 0 2
Algeria 181 10.0 2 0 4 0
Myanmar 181 10.0 2 0 0 0
Yemen, Rep. 186 0.0 0 0 1 0
Iraq 186 0.0 0 0 1 0
Libya 186 0.0 0 0 1 0
55. ECONOMY
Charting
CEO’s Guide to
The Economy 55
Minority investors in Egypt are better protected than their
counterparts in other markets in the region
Note: (*) An economy’s distance to frontier score is indicated on a scale from 0 to 100, where 0 represents the worst performance and 100 the frontier
Source: Doing Business 2020
Protecting Minority Investors rank
Economy Rank DTF*
Strength of
minority
investor
protection
index (0-10)
Extent of
disclosure
index (0-10)
Extent of
director
liability index
(0-10)
Ease of
shareholder
suits index
(0-10)
Extent of
shareholder
rights index
(0-6)
Extent of
ownership
and control
index (0-7)
Extent of
corporate
transparency
index (0-7)
Kenya 1 92.0 46 10 10 9 6 6 5
Saudi Arabia 3 86.0 43 9 9 7 5 6 7
United Arab Emirates 13 80.0 40 10 10 4 4 7 5
Morocco 37 70.0 35 9 2 7 6 5 6
Bahrain 51 66.0 33 8 4 5 5 7 4
Kuwait 51 66.0 33 5 9 4 2 6 7
Egypt, Arab Rep. 57 64.0 32 8 3 3 6 6 6
Tunisia 61 62.0 31 6 7 5 4 4 5
Oman 88 56.0 28 8 5 3 4 5 3
Jordan 105 50.0 25 4 4 3 2 6 6
Iraq 111 46.0 23 4 5 5 5 3 1
Albania 111 46.0 23 9 7 7 0 0 0
Lebanon 114 44.0 22 9 1 5 3 1 3
Iran, Islamic Rep. 128 40.0 20 7 4 1 3 3 2
Sudan 153 30.0 15 3 1 6 2 2 1
Qatar 157 28.0 14 2 2 2 3 2 3
Yemen, Rep. 162 26.0 13 6 4 3 0 0 0
Algeria 179 20.0 10 4 1 5 0 0 0
Libya 183 18.0 9 4 1 4 0 0 0
Ethiopia 189 10.0 5 3 0 2 0 0 0
56. ECONOMY
Charting
CEO’s Guide to
The Economy 56
Total tax rate in Egypt is around 44% of profit
Note: (*) An economy’s distance to frontier score is indicated on a scale from 0 to 100, where 0 represents the worst performance and 100 the frontier
Source: Doing Business 2020
Paying Taxes rank
Economy Rank DTF*
Payments (number
per year)
Time (hours
per year)
Total tax rate
(%of profit)
Postfiling index
(0-100)
Bahrain 1 100.0 3 23 13.8
Qatar 3 99.4 4 41 11.3
Kuwait 6 92.5 12 98 13.0
Oman 11 90.2 15 68 27.4 85.3
Israel 13 89.6 6 234 25.3 92.0
Morocco 24 87.2 6 155 45.8 98.6
United Arab Emirates 30 85.3 5 116 15.9 55.0
Saudi Arabia 57 80.5 4 104 15.7 32.2
Jordan 62 78.7 9 97 28.6 35.7
Yemen, Rep. 89 74.1 44 248 26.6 96.3
Tunisia 108 69.4 8 144 60.7 52.5
Lebanon 116 67.5 20 181 32.2 27.5
Italy 128 64.0 14 238 59.1 52.4
Libya 130 63.6 19 889 32.6 90.2
Iraq 131 63.5 15 312 30.8 21.4
Iran, Islamic Rep. 144 59.5 20 216 44.7 19.0
Egypt, Arab Rep. 156 55.1 27 370 44.4 36.3
Algeria 158 53.9 27 265 66.1 49.8
Sudan 164 51.8 42 180 45.4 20.2
Guinea 183 35.5 33 400 69.3 12.8
57. ECONOMY
Charting
CEO’s Guide to
The Economy 57
Egypt is not an easy place to trade across borders
Note: (*) An economy’s distance to frontier score is indicated on a scale from 0 to 100, where 0 represents the worst performance and 100 the frontier
Source: Doing Business 2020
Trading Across Borders rank
Economy Rank DTF*
T ime to
expo rt:
B o rder
co mpliance
(ho urs)
C o st to
expo rt:
B o rder
co mpliance
(USD )
T ime to
expo rt:
D o cumentary
co mpliance
(ho urs)
C o st to expo rt:
D o cumentary
co mpliance
(USD )
T ime to
impo rt:
B o rder
co mpliance
(ho urs)
C o st to
impo rt:
B o rder
co mpliance
(USD )
T ime to
impo rt:
D o cumentary
co mpliance
(ho urs)
C o st to
impo rt:
D o cumentary
co mpliance
(USD )
Austria 1 100.0 0 0 1.0 0.0 0.0 0.0 1.0 0.0
Germany 42 91.8 36 345 1.0 45.0 0.0 0.0 1.0 0.0
Morocco 58 85.6 6 156 26.0 67.0 57.0 228.0 26.0 116.0
Oman 64 84.1 28 279 7.0 107.0 39.0 244.0 7.0 124.0
Jordan 75 79.0 53 131 6.0 100.0 79.0 206.0 55.0 190.0
Bahrain 77 78.7 59 47 24.0 100.0 42.0 397.0 60.0 130.0
Saudi Arabia 86 76.0 37 319 11.0 73.0 72.0 464.0 32.0 267.0
Tunisia 90 74.6 12 375 3.0 200.0 80.0 596.0 27.0 144.0
United Arab Emirates 92 74.1 27 462 5.0 140.0 54.0 553.0 12.0 283.0
Qatar 101 71.5 25 382 10.0 150.0 48.0 558.0 72.0 290.0
Iran, Islamic Rep. 123 66.2 101 415 33.0 60.0 141.0 660.0 40.0 90.0
Libya 129 64.7 72 575 72.0 50.0 79.0 637.0 96.0 60.0
Lebanon 153 57.9 96 480 48.0 100.0 180.0 790.0 72.0 135.0
Kuw ait 162 52.6 84 665 72.0 227.0 72.0 634.0 96.0 332.0
Guinea 167 47.8 72 778 139.0 128.0 79.0 809.0 156.0 180.0
Egypt, Arab Rep. 171 42.2 48 258 88.0 100.0 240.0 554.0 265.0 1000.0
Algeria 172 38.4 80 593 149.0 374.0 210.0 409.0 96.0 400.0
Iraq 181 25.3 85 1118 504.0 1800.0 131.0 644.0 176.0 500.0
Sudan 185 19.0 180 967 190.0 428.0 144.0 1093.0 132.0 420.0
Yemen, Rep. 188 0.0
58. ECONOMY
Charting
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The Economy 58
Enforcing contracts in Egypt is harder than in any other
country in MENA
Note: (*) An economy’s distance to frontier score is indicated on a scale from 0 to 100, where 0 represents the worst performance and 100 the frontier
Source: Doing Business 2020
Enforcing Contracts rank
Economy Rank DTF* Time (days)
Cost (%of claim
value)
Quality of judicial
processes index (0-18)
Singapore 1 84.5 164 26 16
United Arab Emirates 9 75.9 445 21 14
Saudi Arabia 51 65.3 575 28 12
Bahrain 59 63.8 635 15 9
Morocco 60 63.7 510 27 10
Oman 69 61.9 598 15 8
Kuwait 74 61.4 566 19 8
Tunisia 88 58.4 565 22 7
Iran, Islamic Rep. 90 58.2 505 19 5
Jordan 110 55.6 642 31 8
Algeria 113 54.8 630 22 6
Qatar 115 54.6 570 22 5
Lebanon 131 50.8 721 31 7
Yemen, Rep. 143 48.5 645 30 4
Libya 145 48.4 690 27 4
Greece 146 48.1 1711 22 13
Iraq 147 48.0 520 28 2
Sudan 148 47.8 810 20 4
Egypt, Arab Rep. 166 40.0 1010 26 4
59. ECONOMY
Charting
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The Economy 59
Resolving insolvency in Egypt takes 2.5 years and the
recovery rate is rather low
Note: (*) An economy’s distance to frontier score is indicated on a scale from 0 to 100, where 0 represents the worst performance and 100 the frontier
Source: Doing Business 2020
Resolving Insolvency rank
Economy Rank DTF*
Recovery rate
(cents on the
dollar)
Time
(years)
Cost (%of
estate)
Outcome (0 as
piecemeal sale
and 1 as going
concern)
Strength of
insolvency
framework index
(0-16)
Finland 1 92.7 88 0.9 3.5 1.0 14.5
United States 2 90.5 81 1.0 10.0 1.0 15.0
Bahrain 60 58.2 41 2.5 9.5 0.0 11.5
Tunisia 69 54.2 51 1.3 7.0 0.0 8.5
Morocco 73 52.9 29 3.5 18.0 0.0 12.0
United Arab Emirates 80 49.3 28 3.2 20.0 0.0 11.0
Algeria 81 49.2 51 1.3 7.0 0.0 7.0
Oman 97 44.0 41 3.0 7.0 0.0 7.0
Egypt, Arab Rep. 104 42.2 23 2.5 22.0 0.0 9.5
Jordan 112 39.7 27 3.0 20.0 0.0 8.0
Kuwait 115 39.2 32 4.2 10.0 0.0 7.0
Qatar 123 38.0 30 2.8 22.0 0.0 7.0
Iran, Islamic Rep. 133 35.1 36 1.5 15.0 0.0 5.0
Lebanon 151 29.1 31 3.0 15.0 0.0 4.0
Sudan 152 28.8 30 2.0 20.0 0.0 4.0
Yemen, Rep. 159 26.9 21 3.0 15.0 0.0 5.0
Marshall Islands 167 9.2 17 2.0 38.0 0.0 0.0
Saudi Arabia 168 0.0
Iraq 168 0.0
Libya 168 0.0