Doing Business Economy Profile 2017 : Oman
This economy profile presents the Doing Business indicators for Oman. To allow useful comparison, it also provides data for other selected economies (comparator economies) for each indicator. Doing Business 2017 is the 14th in a series of annual re...
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Format: | Report |
Language: | English en_US |
Published: |
World Bank, Washington, DC
2016
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Online Access: | http://documents.worldbank.org/curated/en/132161478604588560/Doing-business-2017-equal-opportunity-for-all-Oman http://hdl.handle.net/10986/25600 |
Summary: | This economy profile presents the Doing
Business indicators for Oman. To allow useful comparison, it
also provides data for other selected economies (comparator
economies) for each indicator. Doing Business 2017 is the
14th in a series of annual reports investigating the
regulations that enhance business activity and those that
constrain it. Economies are ranked on their ease of doing
business; for 2016 Oman ranks 66. Doing Business sheds light
on how easy or difficult it is for a local entrepreneur to
open and run a small to medium-size business when complying
with relevant regulations. It measures and tracks changes in
regulations affecting 11 areas in the life cycle of a
business: starting a business, dealing with construction
permits, getting electricity, registering property, getting
credit, protecting minority investors, paying taxes, trading
across borders, enforcing contracts, resolving insolvency
and labor market regulation. Doing Business 2017 presents
the data for the labor market regulation indicators in an
annex. The report does not present rankings of economies on
labor market regulation indicators or include the topic in
the aggregate distance to frontier score or ranking on the
ease of doing business. The indicators are used to analyze
economic outcomes and identify what reforms have worked,
where and why. The data in this report are current as of
June 1, 2016 (except for the paying taxes indicators, which
cover the period January–December 2015). |
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