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08

Advisory Services Agreement on

Strengthening Planning and Budgeting Capacity and Supporting the Introduction of Performance Budgeting (P156889)

Output No. 5Institutional Strategic Plan 2018-2021 for the Ministry for Business Environment, Trade and Entrepreneurship

July 2018

Project co-financed from the European Social Fund through the Operational ProgrammeAdministrative Capacity 2014-2020

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This report has been delivered under the Advisory Services Agreement on Strengthening Planning and Budgeting Capacity and Supporting the Introduction of Performance Budgeting signed between the General Secretariat of the Government and the International Bank for Reconstruction and Development on June 8, 2016. It corresponds to Output 5 under the above-mentioned agreement.

Disclaimer

This report is a product of the International Bank for Reconstruction and Development / the World Bank. The findings, interpretation, and conclusions expressed in this paper do not necessarily reflect the views of the Executive Directors of the World Bank or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work.

This report does not necessarily represent the position of the European Union or the Romanian Government.

Copyright Statement

The material in this publication is copyrighted. Copying and/or transmitting portions of this work without permission may be a violation of applicable laws.

For permission to photocopy or reprint any part of this work, please send a request with the complete information to either: (i) the General Secretariat of the Government (1 Victoriei Square, Bucharest, Romania); or (ii) the World Bank Group Romania (Vasile Lascăr Street, No 31, Et 6, Sector 2, Bucharest, Romania).

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Table of Contents

List of Acronyms..........................................................................................................................................4List of Figures...............................................................................................................................................5List of Tables................................................................................................................................................5List of Boxes.................................................................................................................................................5Foreword.....................................................................................................................................................7Executive summary......................................................................................................................................8I. Context.....................................................................................................................................................9II. Mission and Vision.................................................................................................................................16III. Strategic objectives, programs, measures, indicators.............................................................................18

Strategic Objective 1. Developing the business ecosystem to support entrepreneurship and small and medium-sized enterprises (SMEs), especially in sectors with competitive potential and high added value...18Strategic Objective 2. Intensifying the presence of Romanian companies on external markets.....................29Strategic Objective 3. Increasing direct foreign investments in Romania, especially in competitive and high value-added sectors........................................................................................................................................33Strategic Objective 4. Improving administrative capacity of MBETE...............................................................37

IV. Framework for the Implementation, Monitoring and Evaluation of the ISP...........................................41V. Financial Resources................................................................................................................................43Annex 1a: Budgetary Objectives and Programs for the period 2018-2021 (thousand lei).............................45Annex 1b: Programs, Measures and related Budgets for the period 2018-2021 (thousand lei)....................46Annex 2: Institutional Strategic Plan (summary table)................................................................................49Annex 3: Programs and connected Measures, Output Indicators (summary table).....................................52Annex 4: Institutional profile......................................................................................................................62Annex 5 Legislative proposals in the Annual Government Working Plan submitted by the Ministry for the Business Environment, Commerce and Entrepreneurship for 2018.............................................................81

List of Acronyms

CCIR Chamber of Commerce and Investment of RomaniaCPM Chancellery of the Prime Minister (assimilated to the GSG as of 2017)EIB European Investment BankESF European Social FundESIF European Structural and Investment FundsESP Export Support ProgramEU European UnionFDI Foreign Direct InvestmentsGVA Gross Value Added GD Government DecisionGDP Gross Domestic Product GSG General Secretariat of the Government ISP Institutional Strategic PlanIE Individual EnterpriseLPA Local Public AuthorityMARD Ministry for Agriculture and Rural DevelopmentMBETE Ministry for Business Environment, Trade and EntrepreneurshipMNPM Multiannual National Program for Micro-industrialization MRDPA Ministry for Regional Development and Public AdministrationMEF Ministry of European FundsMRI Ministry for Research and Innovation MoE Ministry of EconomyMoPF Ministry of Public FinanceNEF Non-reimbursable External FundsNES National Export StrategyNIS National Institute for StatisticsNRDP National Rural Development ProgramNTRO National Trade Register OfficeNSC National Strategy for Competitiveness 2014-2020OCEP Office for Commercial and Economic Promotion OECD Organization for Economic Cooperation and DevelopmentONRC National Trade Register OfficeOPAC Operational Program Administrative Capacity 2014-2020OPHC Operational Program Human Capital 2014-2020PPU Public Policy UnitRAS Reimbursable Advisory ServicesRDA Regional Development AgencyROP Regional Operational Program 2014-2020SMEs Small and Medium EnterprisesTOSMEC Territorial Office for SMEs and CooperationWB World Bank

List of Figures

Figure 1. Density of SMEs in the EU, 2015 (no./100 inhabitants)...................................................................10Figure 2. Enterprise survival rate...................................................................................................................11Figure 3. Evolution of the value added and persons employed in SMEs, Romania and the EU......................12Figure 4. Estimates on the evolution of SMEs’ added value for 2017-2018...................................................12Figure 5. SMEs that innovate in the EU and Romania, 2015 (% of total SMEs)..............................................13Figure 6. Technological intensity and knowledge-based activities (Romania and the EU, estimates for 2018).......................................................................................................................................................................13Figure 7. Romania – EU Benchmark Performance, Small Business Act indicators..........................................14Figure 8. Monitoring cycle of the Institutional Strategic Plan 2017-2020......................................................42Figure 9. Budget allocations by strategic objectives.......................................................................................43

List of Tables

Table 1. Outlook on key macroeconomic indicators, Romania......................................................................10Table 2. Strategic Objective 1: Budgetary breakdown by budget programs (thousand lei)...........................20Table 3. Measures associated to Program 1.1................................................................................................23Table 4. Measures associated to Program 1.2................................................................................................25Table 5. Measures associated to Program 1.3................................................................................................28Table 6. Strategic Objective 2: Budgetary breakdown by budget programs (thousand lei)...........................31Table 7. Measures associated to Program 2.1................................................................................................32Table 8. Strategic Objective 3: Budgetary breakdown by budget programs (thousand lei)...........................34Table 9. Measures associated to Program 3.1................................................................................................36Table 10. Strategic Objective 4: Budgetary breakdown by budget programs (thousand lei).........................39Table 11. Measures associated to Program 1.1..............................................................................................40Table 12. Annual financial allocations by strategic objectives (lei).................................................................43Table 13. Financial allocations, by expenditure (thousand lei).......................................................................44Table 14 MBETE - Organizational structure 2007-2017..................................................................................69

List of Boxes

Box 1. Strategic Objective 1: Impact and result indicators.............................................................................20Box 2. Strategic Objective 2: Impact and result indicators.............................................................................30Box 3. Strategic objective 3: Impact and result indicators.............................................................................34Box 4. Strategic Objective 4: Impact and result indicators.............................................................................38

Acknowledgements

The Institutional Strategic Plan is the result of work by staff of the Ministry for Business Environment, Trade and Entrepreneurship (MBETE), with the support the World Bank’s team. (Elena Botezatu, Mihai Vilnoiu). The team benefited from solid methodological guidance from Costel Todor, as strategic planning senior expert, as well as from valuable contributions from Arabela Sena Aprahamian (senior specialist private sector development, World Bank) and Mădălina Prună (private sector specialist, World Bank).

The team gives special thanks to Mr. Ștefan Radu Oprea, Minister, to Mrs. Paula Pîrvănescu, Secretary of State and to Mr. Romulus Cătălin Pantazi, Secretary General, for their involvement and support.

The team would like to thank the staff at the Secretariat General of the Government (SGG) for the support and excellent collaboration provided throughout the elaboration of this Note, in particular to Secretary of State Oana-Elena Pintilei, and General Director Dragoș Negoiță, as well to the counselor Radu Iacob and the project team, who provided useful recommendations and achieved a proper project.

As well, the team would like to thank Lalita Moorty (Practice Manager, Fiscal and Macroeconomic Management), Tatiana Proskuryakova (Country Manager Romania) and Cătălin Păuna (TTL, Chief Economist, World Bank) for their overall coordination. At the same time, the team thanks Brigita Orzan (expert, World Bank) for her constant support.

Foreword

Background

In line with the central government reform objectives, the Secretariat General of the Government (SGG), with the support of the World Bank, is conducting a comprehensive exercise to strengthen planning, budgeting and policy monitoring capacity at the center of the Government, within the Ministry of Public Finance (MPF) and selected ministries.

The Reimbursable Advisory Services (RAS) Agreement aims at: i) continuing the consolidation of existing processes for the development of Institutional Strategic Plans (ISPs) of the ministries, under the guidance of SGG; ii) developing the intra-governmental capacity to monitor the implementation of the ISPs with the support of a common IT tool; and iii) developing a "dashboard" within the SGG to report on the implementation of major ministries priorities, based on Institutional Strategic Plans.

The defined activities result from the functional analyzes carried out at the level of the central public administration, which showed that there is a weak link between the public sector and a low traceability between the resources used and the results obtained, a closer link between the planning component and the budgeting being needed. As a result, through the use of methodologies, tools and processes developed with the support of the World Bank, it is envisaged to institutionalize a process of monitoring the implementation of public policies, with clearly defined roles and responsibilities for the SGG, MPF and line ministries. This will be an integral part of the budgetary reforms promoted at the level of the public administration.

As a selected ministry, the Ministry for Business Environment, Trade and Entrepreneurship has committed itself to carrying out a comprehensive reform program covering both public policies and public administration. Strengthening the strategic planning function is an important component of this reform.

Methodology

The elaboration of the ISP started in September 2016. A first version of the document was completed in June 2017, but the planning process continued between December 2017 and March 2018. The present document represents the updated version of the ISP, reflecting the priorities and implementation framework for the year 2018, as well as estimates for the period 2019-2021.

The process enjoyed substantial commitment from all relevant management and operational staff within the ministry, as well as from SGG specialists.

The Strategic Planning Process within the Ministry has been supervised by a Strategic Planning Coordination Committee with representatives from all directorates. The Working Group met as it deemed necessary during September 2016 - March 2018.

The World Bank provided technical support throughout the process. In an effort to be comprehensive, informative and participatory, the World Bank has developed a training program with members of the Working Group in September 2016, December 2017 and February 2018 to inform members about the principles and tools used in strategic planning.

Executive summary

The General Secretariat of the Government (GSG) is committed to improving the efficiency of public spending. By establishing an Institutional Strategic Plan (ISP) for the budget cycle 2017-2020 in the Ministry of Public Finance and the 13 selected ministries, GSG aims to strengthen the budgetary, planning and monitoring capacity of the Romanian Government1.

The ISP 2018-2021 represents a revision of the plan elaborated for 2017-2021 and continues the strategic objectives of the sector, as well as the priorities and institutional objectives assumed by the Ministry for Business Environment, Trade and Entrepreneurship; It also provides clear programs and measures (including budgets) needed to achieve these goals over the medium term as well as a robust performance assessment framework to assess progress towards these objectives.

The ISP is organized around the main areas under MBETE responsibility, as follows:

Strategic Objective 1: Developing the business ecosystem to support entrepreneurship and small and medium-sized enterprises (SMEs), especially in sectors with competitive potential and high added value, which aims at improving conditions for business and increasing the performance of the public administration, with direct effects in respect to increasing the contribution of SMEs to domestic VGA and improving labour productivity.

Strategic Objective 2: Intensifying the presence of Romanian companies on external markets, aiming at increasing high value-added exports.

Strategic Objective 3: Increasing direct foreign investments in Romania, especially in sectors with competitive potential and high added value, aiming at attracting new investments and supporting the creation of new jobs in the economy.

Strategic Objective 4: Improving administrative capacity to fulfill the role of strategy, regulation and synthesis in the areas of competence, aiming at supporting the ministry and the subordinate institutions to carry out its policy and regulatory functions effectively and effectively.

A description of the expected strategic objectives and expected impacts, programs and expected outcomes and measures with their planned outcomes correlated with the financial resources and their distribution over the implementation period 2018-2021 is presented in the body of the Institutional Strategic Plan below.

1 The project was initiated and developed in 2016 by the Chancellery of the Prime Minister (CPM), reorganized in 2017 under the coordination of the SGG.

I. Context

Overall global economic outlook

Global economic growth exceeded estimates in 2017, reaching 3%, after more than five years of much lower performance. According to the World Bank Report2 of January 2018, positive trends will continue in the coming period, especially in developing economies and emerging markets. At the same time, the risks of increasing protectionism, geopolitical tensions and financial markets are continuing, and the priorities are, according to WB, the structural policies for increasing long-term productivity and living standards.

The economic growth rate was above expectations in the European Union, standing at 2.4% in 2017, amid solid demand, efficient use of existing production capacities and favorable financing conditions.3

Macroeconomic conditions

In Romania, economic growth recorded the highest value in the EU (+6.7% in 2017), supported by the consumption of the population, generated by repeated wage increases, as well as some fiscal measures. The EC 2018 country report estimates that growth will remain above potential, even if in the coming period it will be moderate. At the same time however, inflation peaked, foreign investment declined, as compared to 2016, and the current account deficit widened, despite the 9.1% increase in exports, compared to the previous year.

The same Report notes the improvement of non-cost-based competitiveness. Thus, “between 2011 and 2016, the share of high quality products in the total value of exports increased by almost 50%. During the same period, the value share of lower quality products declined substantially. There were improvements in quality at the level of the main Romanian exporting industries, but the most obvious were those observed in computers, electronics and optical products”.

Romania should focus on further structural reforms in order to strengthen its competitive position, especially by increasing the absorption rate of European funds.

Table 1. Outlook on key macroeconomic indicators, Romania

Indicator 2015 2016 2017 (est.) 2018 (est.) 2019 (est.)Real GDP (y-o-y) 4.0 4.8 6.7 4.5 4.0Potential growth (y-o-y variation) 3.2 3.6 3.7 4.0 4.0Gross fixed capital formation (y-o-y variation)

7.4 -2.0 n.a. n.a. n.a.

Harmonized index of consumer prices (y-o-y variation)

-0.4 -1.1 1.1 4.1 3.0

Balance of the general budget (% PIB) -0.8 -3.0 -3.0 -3.9 -4.1Trade balance (% PIB) -0.6 -0.9 n.a. n.a. n.a.

Source: EC, Country Report Romania February 2018, European Semester4

2 Global Economic Prospects, Ianuarie 2018, http://www.worldbank.org/en/publication/global-economic-prospects 3 EC, Winter Economic Forecast, https://ec.europa.eu/info/business-economy-euro/economic-performance-and-forecasts/economic-forecasts/winter-2018-economic-forecast_en 4 EC, Country Report Romania February 2017, European Semester: Assessment of progress on structural reforms, prevention and correction of macroeconomic imbalances, and results of in-depth reviews […] http://eur-lex.europa.eu/legal-content/EN/TXT/?uri=CELEX:52017SC0088

http://eur-lex.europa.eu/legal-content/EN/TXT/?uri=CELEX:52017SC0088

https://ec.europa.eu/info/business-economy-euro/economic-performance-and-forecasts/economic-forecasts/winter-2018-economic-forecast_en

https://ec.europa.eu/info/business-economy-euro/economic-performance-and-forecasts/economic-forecasts/winter-2018-economic-forecast_en

http://www.worldbank.org/en/publication/global-economic-prospects

The positive performance in terms of exports is largely due to trade with the European Union.

SMEs and Entrepreneurship

SMEs represent 99.8% of enterprises in the EU and 99.7% in Romania. The vast majority of SMEs are micro-enterprises with up to 10 employees (93% of the companies in non-financial sector). While the SMEs population density varies significantly between Member States, Romania holds the last position, with only 2.2 SMEs/100 inhabitants, which is less than half the EU average of 4.5 SMEs/100 inhabitants.

Figure 1. Density of SMEs in the EU, 2015 (no./100 inhabitants)

Source: SME Performance Review 2016, Eurostat data

At the same time, the density of SMEs varies widely amongst the different parts of the country, reflecting an uneven economic development and entrepreneurial dynamics. The highest values are in Bucharest (5.9), Ilfov (4.3), Cluj (4.0), Brasov (3.3), Timis (3.2), Bihor (3.1) and Constanta (3.0) and lowest in Botosani (1.0), Vaslui (1.2) Mehedinti (1.3), Dambovita (1.4), Teleorman (1.4), Calarasi (1.5), Ialomita (1.5). Of the 41 counties plus Bucharest, 18 have an SME density below 2/100 inhabitants and only 3 counties exceed the density of 4 SMEs/100 inhabitants5.

According to NTRO, some 2,600,000 companies were established between 1990 and 2015, out of which 808,878 were still active in December 2016. Over 100,000 companies are born and die each year (cancellation vs. registration) and only about 14,300 companies established in 1990 survived until 2015.

Compared to their EU peers, Romanian SMEs have a much lower start-up survival rate: 75% of the total start-ups don’t survive their first year, while almost 60% never pass the second. This makes topics related to bankruptcy (and "rehabilitation"), as well as "a second chance” particularly important for supporting local entrepreneurship.

5 Authors' calculations, NIS, TempoOnline

Figure 2. Enterprise survival rate

Source: SME Performance Review 2016, Eurostat data (2013)

Enterprise performance

Romanian SMEs ensure 65% of the total workplaces in enterprises (just above the EU average) and contribute by 54% to the total value added.

Figure 3. Evolution of the value added and persons employed in SMEs, Romania and the EU


Perspectives for the next period continue to be positive. Estimates for 2017-2018 achieved at EU level place Romania at the first place in terms of increasing the added value of SMEs.

Figure 4. Estimates on the evolution of SMEs’ added value for 2017-2018


At the same time, the performance of Romanian enterprises is well below that of EU, at 53.7% of the EU average in terms of labor productivity (per hours worked)6, despite the significant productivity gains that were achieved in recent years.

Romania is a modest innovator, SMEs’ innovation activities being well below the European average.

Figure 5. SMEs that innovate in the EU and Romania, 2015 (% of total SMEs)

Source: European Innovation Scoreboard 2017 database

Companies have low technology intensity. Only 23% of all SMEs in Romania are active in high technology or knowledge-intensive sectors, compared to 30% in the EU28. They generate 25% of the added value, compared to 33% in the EU28, and employ 21% of the total workforce in SMEs, which is below the EU average of 26%.

6 http://ec.europa.eu/eurostat/tgm/refreshTableAction.do?tab=table&plugin=1&pcode=tesem160&language=en

http://ec.europa.eu/eurostat/tgm/refreshTableAction.do?tab=table&plugin=1&pcode=tesem160&language=en

Figure 6. Technological intensity and knowledge-based activities (Romania and the EU, estimates for 2018)


Quality of the business environment

Ranking in position 45 in the World Bank's Ease of doing business 2018 Report, the general conditions and quality of business environment in Romania are characterized by a deterioration (compared to 36 previously occupied) relative to the other analyzed states. Although not under the direct responsibility of the MBETE, poor infrastructure remains a key factor limiting competitiveness and an obstacle to doing business, along with high administrative costs, access to skilled labor and corruption. The VAT registration procedure is mentioned in the report as the main factor that has led to a decrease in the quality of the business environment.

Progress was made in the simplifying administrative procedures for business, particularly in support for entrepreneurship. E-government for business is still lagging behind, despite the significant investments made in introducing interoperability, facilitating on-line provision of services and promoting transparency7.

Figure 7. Romania – EU Benchmark Performance, Small Business Act indicators

Source: SBA Factsheet Romania 2017

7 EC, Country Report Romania February 2017, European Semester: Assessment of progress on structural reforms, prevention and correction of macroeconomic imbalances, and results of in-depth reviews […] http://eur-lex.europa.eu/legal-content/EN/TXT/?uri=CELEX:52017SC0088

http://eur-lex.europa.eu/legal-content/EN/TXT/?uri=CELEX:52017SC0088

Exports and internationalization

In 2017, exports increased by 9.1%, compared to 2016, continuing the upward trend of recent years. Romania's main trading partner is the EU market, which absorbs 75.8% of total exports. In 2017, important export shares are held by the following product groups: machinery and transport equipment (46.4%) and other manufactured products (33.2%). Export intensification was mainly due to the increase in market shares in the foreign markets (EU28) for the automotive, transport, telecommunication and ICT industries. At the same time, there is a stronger integration in the regional value chains (EU), which means that the Romanian industry has managed to benefit from the competitive advantages related to costs and proximity. At the same time, there is an increase in competitiveness linked to quality. The EC 2018 Country Report notes that “between 2011 and 2016, the share of high quality products in total exports has increased by almost 50%, while the share of low quality products has considerably diminished”.

However, the internationalization of Romanian companies remains low, due to lack of information and know-how, but also limited access to foreign markets.

Foreign investments

Romania's net investment position improved, but the FDI inflow fell by 9% in 2017, after the spectacular increase in 2016. The main sources of FDI in 2017 were Cyprus, Luxembourg, the Netherlands, Germany and France, reconfirming strong ties with the European market.

Poor infrastructure, unpredictable regulatory framework (especially related to taxation), increasingly difficult access to skilled labor and corruption are among the most important negative features detracting further investment. Increased focus should be given to investors already present on the Romanian market, as green-fields were rare in during the last few years and most of the FDI inflows came by developing already existing operations. Further efforts could be employed to better them to the local economies, so as to increase positive spill-overs.

Administrative capacity

The Ministry for Business Environment, Trade and Entrepreneurship (MBETE) was established in January 2017, after the mandate of the former Ministry of Economy, Trade and Relations with the Business Environment (METRBE) was split between the new ministries8.

MBETE holds, by mandate, the responsibility for coordinating and implementing the Government Program and the public policies in respect to: entrepreneurship, SMEs, trade, foreign direct investments, and business environment. At the same time, this responsibility is shared with other line ministries, institutions and organizations, including local-level.

The latest institutional framework comes after a long series of reshuffles (at least one per year during the last 7-10 years), which is resulting in increasingly high staff turn-over, loss of institutional memory, excessive focus on administrative tasks and horizontal support functions (HR, public tenders, IT, financial) being stretched to theirs limits. This adds up to the absence of basic material resources (e.g. office supplies), outdated equipment (e.g. computers, printers), outdated (or continuously updating) procedures, absence of automated processes (e.g., document flow, archive), contributing to a poor working environment, low staff motivation and amplified uncertainty, and ultimately, lack of ownership and accountability for the tasks performed.

8 The Ministry of Economy, the Ministry for Business Environment, Trade and Entrepreneurship and the Ministry of Tourism

Program-based budgeting is in place to some extent at the level of MBETE, particularly concerning SMEs programs. However, proper evaluation exercises (beyond the regular monitoring and reporting) are needed to assess their implementation, efficiency and effectiveness.

In most cases, however, the highest share of public funding available for SMEs, for example, is not managed directly by MBETE, but by other institutions (for example: MEF, MARD, MRI). While complex and comprehensive mechanisms for coordination exist, many are not fully functional, which often makes correlation difficult and results in the sub-optimal implementation of the public policies. Together with the limited digitalization of the public administration, this is preventing MBETE to properly monitor and assess their outcomes.

The budget execution analysis shows that, starting with 2012, the budget execution rate has deteriorated, the average value for 2012-2015 being 61.3%,9 which could mean a partial fulfillment of the assumed objectives. Successive negative budget corrections also reflect frequent suboptimal performance.

The Romanian Academy study also draws attention to the large number of budget programs (23 in 2010, 16 on average per year) reflecting the dispersion of allocated resources, with potential negative impact on the achievement of the objectives. The degree of program budgeting at the ministry level is approx. 75%. In 2013 and 2014, program budgeting did not exceed 35%, indicating some reserves about using this approach.

9 Study on the ISP implementation degree and program budgeting, Romanian Academy, 2017. Cumulative data for MBETE and Min of Economy.

II. Mission and Vision

The Ministry for Business Environment, Trade and Entrepreneurship acts as a specialized body of the central public administration, under Government subordination, and implements the Government Program and strategy in the fields of SMEs, business environment, trade, entrepreneurship and foreign investments, in line with the requirements of the market economy and in view of fostering private initiative.10

Drawing upon the mandate established by law, as well as on the country’s strategic priorities established for 2014-2020, the mission and vision for the MBECE are of responsibility are as follows:

The Mission of the Ministry for Business Environment, Trade and Entrepreneurship is to:

Contribute to fostering entrepreneurship and the consolidation of SMEs, promoting exports and internationalization and supporting the attraction of foreign direct investments. The ministry represents the main counterpart for the business environment, initiating and supporting measures aimed at improving the regulatory framework, reducing the administrative burden and strengthening the collaboration between the state and the private sector.

The ministry supports the constant improvement of the Romanian business environment so as it may contribute to achieving balanced and sustainable economic growth. At the same time, MBECE contributes to increasing the presence of Romanian companies on the global market, through exports and internationalization, as well as to attracting foreign direct investments in the country.

The Vision of the Ministry for Business Environment, Trade and Entrepreneurship is that:

By 2030 Romania will have a competitive entrepreneurial and business ecosystem, supported by an improved administrative and regulatory framework. These will constitute the premises for encouraging private initiative and fostering the sustainable development of Romanian companies, for promoting exports, internationalization and for attracting foreign investments in high added value sectors, thus contributing to sustainable economic growth and citizens’ welfare.11

In view of reaching these objectives Romania has already adopted a series of important strategies and measures and it secured significant EU funding targeting private companies, especially SME. Moreover, a number of complementary programs, financed from the national budget, are part of the comprehensive effort of improving business environment and supporting the private sector.

Vigorous entrepreneurial initiative is essential for enhancing growth potential and welfare generation. By constantly setting-up new companies, entrepreneurs bring in new opportunities, create jobs, innovate and introduce new goods and services on the market. The effects of their actions exceed the local economy, generating structural changes across the economic sectors and even for the whole society.

SMEs, rightfully deemed as “the backbone” of the economy, make up for 99% of the Romanian companies and employ 75% of the labor force. Most of them only operate at local scale, don`t have the necessary growth vocation or potential and remain in the same size category in which they were created (usually, micro-enterprise), throughout their life cycle. However, SMEs are the determinants of welfare at local level, through the jobs and income they constantly and sustainably

10 GD no. 23/2017 on the organization and functioning of the Ministry for Business Environment, Trade and Entrepreneurship11 The MBETE vision is aligned with the vision committed to under the Government Strategy for the development of the SME sector and improving the business environment in Romania. Horizon 2020

generate and support. Business resilience is particularly important for absorbing shocks, preserving jobs and enabling sustainable economic development.

Reducing the administrative burden and creating an enabling environment by improving the regulatory framework contributes significantly to reducing costs for operating businesses, favoring not only the enterprises already present on the Romanian market, but also increasing its attractiveness as a business destination.

Improving the interaction between enterprises and state institutions by reaping on the benefits of digital interaction is another imperative line of action. Online presence and communication, based on faster, more flexible and more reliable instruments, saves costs and also facilitates international exposure of Romanian companies.

Exports are a measure for the competitiveness of Romanian products and services and reflect their capacity to cope with global competition; accessing the global market also allows companies to capitalize on new opportunities, beyond the domestic market. Attracting foreign direct investments brings added value for the economy, creates new jobs and business opportunities for local companies, fosters technological transfer and the adoption of new technologies in Romania and, on many occasions, it is the trigger for economic revival.

Last but not least, a well-functioning, stable institutional framework, with a high level of expertise and equipped with the proper instruments and resources, is necessary in order to achieve efficient and effective implementation of policies, particularly because of the current distribution of responsibilities between the different regulatory and funding institutions and agencies. Consolidated collaboration mechanisms among the public and private stakeholders are also a pre-condition for achieved the expected results.

III. Strategic objectives, programs, measures, indicators

Strategic Objective 1. Developing the business ecosystem to support entrepreneurship and small and medium-sized enterprises (SMEs), especially in

sectors with competitive potential and high added value

SMEs represent the highest number of companies and employ the biggest share of the work force; as such, are placed at the center of both international and EU economic policies, as key leverages for growth, innovation, employment and social integration. The UN sustainable development goals, and especially Goal 8, relate to supporting entrepreneurship and SMEs development, as factors that lead to an inclusive and sustainable economic growth and generate high-quality and productive jobs. Support for SMEs and entrepreneurship is also a key line of action for EU interventions, across the common economic policies.

Given its important contribution to economic growth and job creation in Romania, supporting SMEs is a priority of the Government`s economic program, and the measures considered to this end reflect, first and foremost, the vulnerabilities and areas “market failure”, among which the most important are related to the absence of a “critical mass”:

- The SME density in Romania is the lowest in the EU, with only 2.2 SMEs/100 inhabitants, not even half of the EU average of 4.5 SMEs/100 inhabitants. Moreover, the SME density differs significantly across the country, with higher concentration in large urban areas, in the Western regions and in the Bucharest area.

- SMEs in Romania have a high death rate, are smaller than those in the EU, don`t grow and don`t innovate as those in the other EU Member States. Moreover, their international competitiveness is below their potential.

In Romania, the obstacles in the way of business creation are related to the insufficient capacity of entrepreneurs of putting their ideas into practice, mainly because of difficult access to finance, low entrepreneurial culture and relatively high-risk aversion, poor entrepreneurial education; lack of business and managerial skills, lack of guidance or lack of trust.

Bureaucracy, high administrative costs and the overall unpredictability of the regulatory framework are among the most significant challenges related to the Romanian business environment. The general lack of trust between the private sector and administration and the poor collaboration culture are other obstacles to business development.

While several lines of financing are available and numerous initiatives have been promoted constantly for supporting entrepreneurship, SMEs and the consolidation of the business environment, lack of correlation among stakeholders has often resulted in duplication of efforts, inconsistencies and inefficient use of resources. Although the effectiveness of some of them (SRL-D package12, for example) is undeniable, their respective impact is difficult to assess, in the absence of a solid evaluation culture and practice.

12 SRL-D package refers to the Program for stimulating the creation and development of microenterprises, first initiated in 2011 (GO no.6/2011), comprising an integrated set of legislation, financing (de minimis grants) and fiscal incentives. The Program was repeatedly adjusted and improved and is probably one of the most successful initiatives for supporting business creation in Romania.

Strategic Objective 1. Developing the business ecosystem to support entrepreneurship and small and medium-sized enterprises (SMEs), especially

in sectors with competitive potential and high added value

Program 1.1. Business environment

Measures of Program 1.1:M1.1.1.1. Data collection and support for measuring administrative costs for businessM1.1.1.2. Improving and simplifying the regulatory frameworkM1.1.2.1. Supporting the implementation of digital instruments M1.1.3.1. Improving the communication process among the stakeholders involved in the development of the business environment

Program 1.2. Enterprise creation

Measures of Program 1.2: M1.2.1.1. “Start-Up Nation Romania” Program for stimulating SME creationM1.2.2.1. Multi-annual National Program for developing entrepreneurship among women in the SME sectorM1.2.2.2. SMES FairM.1.2.2.3. Implementing actions to promote entrepreneurshipM1.2.2.4. Developing, monitoring and evaluating policies, programs and instruments for supporting enterprise creation and the consolidation of the entrepreneurial ecosystem

Program 1.3.SME support

Measures of Program 1.3:M1.3.1.1. Multi-annual National Program for micro-industrialization M1.3.1.2. Program for the development and modernization of product and service marketingM1.3.1.3. Multi-annual National Program for supporting Craftsmanship and Artisanship M1.3.1.4. Romanian-Swiss SME Program (Thematic Area 5)M1.3.2.1. UNCTAD / EMPRETEC Program for RomaniaM1.3.2.2. Actions of counseling and networkingM1.3.2.3. Developing, monitoring and evaluating policies, programs and instruments for supporting SME competitiveness

Box 1. Strategic Objective 1: Impact and result indicators

Table 2. Strategic Objective 1: Budgetary breakdown by budget programs (thousand lei)

SO 1 Supporting the balanced and sustainable development of enterprises, especially SMEs in high added value and smart-specialization sectors

2018 2019 2020 2021

Program 1.1. Business environment - - - -

Program 1.2. Enterprise creation 981,680 718,000 33,000 33,000

Program 1.3. SME support 140,259 40,702 125,702 125,702

TOTAL SO1 1,121,939 758,702 158,702 153,702

Improving conditions for businesses: the Ease of Doing Business score will be maintained in the 30-40 interval in 2021, compared to the baseline value of 36 (2015). Increasing SMEs contribution to GVA, from 53% in 2015, to 60% in 2021.Improving labour productivity, from 53,7% of the EU average in 2015, to 60% in 2021.

Impact

(1.1.1) Reducing the complexity of administrative procedures for enterprises:The share of enterprises considering that the complexity of administrative procedures is a problem for doing business (%) will decrease, from 79% in 2015, to 75% in 2021.(1.1.2) Delivering online services to businesses: The share of SMEs interacting online with authorities (%) will increase, from 65.35% in 2015, to 70% in 2021.(1.1.3) Increasing the participation of the business environment in the development of the regulatory framework:The share of initiatives proposed by the business environment in total adopted initiatives will increase to 50% in 2021.(1.2.1) Increasing the number and density of SMEs, especially in high-tech and high value-added sectors:The number of SMEs will increase by 24%, compared to 2015 (this target is assumed at national level, by the Government Strategy for the Development of the SME Sector and Improving the Business Environment in Romania. Horizon 2020).The density of SMEs will increase to 36 SMEs/ 1.000 inhabitants, compared to 22 SMEs / 1.000 inhabitants in 2015 (this target is assumed at national level, by the Government Strategy for the Development of the SME Sector and Improving the Business Environment in Romania. Horizon 2020).(1.3.1) Increasing the survival rate of SMEsThe share of active SMEs in total, one year after their set-up will increase, from approximately 80% in 2015 to approx. 85% in 20211.3.2) Increasing investments of SMEs: The share of newly created enterprises investing during their first year since set-up will increase, from 11,6% in 2014, to 15% in 2021Gross investments of SMEs will increase, from 78,9 bn lei in 2015, to 90 bn lei in 2021

Program Results

Program 1.1. Business environment

Rationale. Program 1.1 regarding the improvement of the framework conditions for doing business in Romania stem from the national priorities established at Government level for the period 201-2020 through:

- The Government program 2017-2020, Section on Public Policies for SMEs;

- Government Strategy for the development of SMEs and improving the business environment in Romania. Horizon 2020, approved by GD 859/2014;

- National Competitiveness Strategy 2014-2020;

- Small Business Act (EU);

- Government Strategy for the Consolidation of the Public Administration 2014-2020;

- National Strategy for Digital Agenda 2014-2020;

The latest SME Performance Review states that Romania needs to continue the ongoing process of simplifying administrative procedures for businesses and also that “The strategic framework for public administration reform has been in place since 2014, but its implementation was slow in 2015. Complicated administrative procedures and widespread corruption still constrain the delivery of services (including e-government services). Strategic planning, program budgeting, consultation practices and evidence-based policy-making remain under-used.”13

A lot of effort has been dedicated to improving the situation, and the MBETE has been at the core of almost all the measures and initiatives (strategic, regulatory or otherwise) which have been adopted. The Government Program sets out an ambitious goal of “restarting the business environment” which should provide a solid positive change in the interaction between the administration and the private sector.

Although improving, online interaction between SMEs and public authorities is still relatively low and resources have been inefficiently used in developing several “one-stop-shops” for SMEs, each with limited functionality and utility for the end-users. Several digital life-events related to the business life-cycle are yet to be implemented, although none of them are under the direct responsibility of MBETE.

Objectives. Program 1.1 sets out to achieve the following results:

(1.1.1) Reducing the complexity of administrative procedures for enterprises:

o The share of enterprises considering that the complexity of administrative procedures is a problem for doing business (%)14 will decrease, from 79% in 2015, to 75% in 2021;

(1.1.2) Delivering online services to businesses:

o The share of SMEs interacting online with authorities (%)15 will increase, from 65.35% in 2015, to 70% in 2021;

(1.1.3) Increasing the participation of the business environment in the development of the regulatory framework:

o The share of initiatives proposed by the business environment in total adopted initiatives will increase to 50% in 2021.

13 2016 SBA Fact Sheet – Romania, Section on Responsive administration, pg.814 SBA indicator15 Idem 16

Description. Improving the framework conditions for enterprise creation and development will focus on three tiers of action: reducing the administrative burden, enabling the digital interaction and consolidating the consultation process between the administration and the private sector.

Reducing the administrative burden for business will focus on continuing the process of measuring administrative costs, in order to simplify and streamline existing legislation. A constant effort to monitor, count and analyze the necessary authorizations, licenses, permits is also envisaged. The SME Test should be mainstreamed in developing and adopting regulations and a dedicated budgetary program would significantly improve the process. Enforcing the existing regulations, such as actually applying the “Once only” principle, removing stamps or certified copies should also be a priority for improving the conditions for doing business in Romania. However, this can only be achieved in close collaboration with the other responsible institutions and authorities and with a high government commitment.

Enabling the online interaction between the administration and enterprises is vastly linked to the activity of other institutions (especially the National Trade Register Office). However, the MBETE share responsibility with them in setting the agenda and supporting the efforts for the implementation of the life events related to the functioning of companies, committed under the National Strategy Digital Agenda16: establishing and selling a company, modifying the statute, obtaining financing, obtaining support and information for establishing a company and for its functioning, bankruptcy, liquidation, signing and enforcing contracts, tax registration etc.)

Improving the consultation mechanisms in the process of the elaboration of legislation is one of the priorities (Direction for action 5) established by the National Strategy for the Development of the SME sector and the Improvement of the Business Environment. Horizon 2020. This entails the proper functioning of the various committees and working groups at Government level (such as the WG for the elaboration and monitoring of the Action Plan for Improving the Business Environment, established and 2001 and which effectively functioned until 2013), as well as of the several consultative bodies benefiting from the presence of the private stakeholders. Online consultation instruments, increased responsiveness and transparency, as well as frequent engagement in direct consultations with the business environment are also necessary.

Success factors. The critical success factors for achieving the envisaged change are related to:

- Absorption of the available EU funds, particularly those directly targeting entrepreneurship, SMEs and business development, but also those related to local development, education and training, infrastructure, innovation.

- Ensuring a stable, predictable and favorable regulatory framework in the field of taxation, labor, intellectual property etc.

- Activating initiative and potential at local level;- Maintaining a stable, predictable and favorable macroeconomic conditions, so as to consolidate

market trust;- Maintaining a high level of commitment across the Government for achieving the necessary reforms

and achieving the assumed targets for entrepreneurship, SMEs and business support; - Strengthening the collaboration mechanisms between MBETE and the other line ministries,

particularly the MEF, MPF, MEC, MRI, MARD, MLSJ;- Ensuring organizational stability, as well as proper functioning resources (human, financial,

operational) for MBETE.

16National Strategy Digital Agenda for Romania2020, Annex 5, pg.144-146, available at: https://www.comunicatii.gov.ro/?page_id=2154,

https://www.comunicatii.gov.ro/?page_id=2154

Measures. The measures by which the program will be implemented are presented synthetically hereafter. Their allocated budgets, as well as the associated monitoring indicators and targets are presented in the Annexes to the ISP.

Table 3. Measures associated to Program 1.1

(1.1.1.) Reducing the complexity of administrative procedures for enterprises

M1.1.1.1. Data collection and support for measuring administrative costs for business

M1.1.1.2. Improving and simplifying the regulatory framework

(1.1.2.) Delivering online services to businesses

M1.1.2.1. Supporting the implementation of digital instruments

(1.1.3.) Increasing the participation of the business environment in the development of the regulatory framework

M1.1.3.1. Improving the communication process among the stakeholders involved in the development of the business environment

Program 1.2. Enterprise creation

Rationale. Program 1.2 focuses on promoting entrepreneurship and stimulating business creation and stems from the government priorities established for the 2017-2020 period through the following strategic documents:

- The Government program 2017-2020, Section on Public Policies for SMEs;- Government Strategy for the development of SMEs and improving the business environment in

Romania. Horizon 2020, approved by GD 859/2014;- National Competitiveness Strategy 2014-2020;- Small Business Act (EU);- Action Plan for Entrepreneurship (EU) - Reigniting the entrepreneurial spirit in Europe.

Encouraging entrepreneurship, supporting the creation of new enterprises and creating a favourable framework for activating private initiative are key priority elements for achieving sustainable growth and creating new jobs in the economy, particularly at local level. Entrepreneurial initiative is also an enabling factor for successfully implementing the other economic policies, such, as, for example, the industrial policy. At the same time, entrepreneurship is leverage for capitalizing on innovation and creativity.

Despite its undeniable advantages for the economy, entrepreneurship and a career alternative remains insufficiently desirable or inaccessible for the majority of the active population, for reasons ranging from the difficulties associated with opening and running a business to the general attitude of the society toward failure and its perception on successful role models. Stimulating entrepreneurial education, improving access to finance and improving support mechanisms for entrepreneurs, particularly during the first years of the business (exiting the “Valley of Death” and overcoming growth crises) are the main necessary lines of action.

In line with the national and European priorities, the public policy framework needs to be updated so that it may enable entrepreneurs to capitalize on the new opportunities arising from the digital economy, from the evolution of business models or from the trends in consumer preference. Other key issues that need to be further embedded in the public policy for entrepreneurship relate to bankruptcy and rehabilitation (second-chance), supporting the activation of particular groups (such as women, youth, diaspora, creative), maximizing on the local potential, especially in areas with low entrepreneurial activity.

At the same time, complementing the economic policy objectives in terms of industrial restructuring and implementing a new industrial policy model, based on high-tech and high added-value, the entrepreneurship policy initiatives and programs will be particularly directed towards competitive sectors which hold a smart specialization potential17 and are capable of generating and supporting the expected structural change in the economy and can make a noticeable contribution to increasing the international competitiveness of Romanian products and services.

Objectives. Through implementing Program 1.2 the following results are envisaged:

(1.2.1) Increasing the number and density of SMEs, especially in high-tech and high value-added sectors:

o The number of SMEs, in 2021, will increase by 24%, compared to 2015 (this target is assumed at national level, by the Government Strategy for the Development of the SME Sector and Improving the Business Environment in Romania. Horizon 2020)

o The density of SMEs will increase to 36 SMEs/ 1.000 inhabitants in 2021, compared to 22 SMEs / 1.000 inhabitants in 2015 (this target is assumed at national level, by the Government Strategy for the Development of the SME Sector and Improving the Business Environment in Romania. Horizon 2020).

Description. The Program envisages a comprehensive package of measures for supporting the creation of new enterprises, ranging from enabling access to finance to encouraging entrepreneurial education, promoting entrepreneurship and consolidating the strategic and regulatory framework.

Promoting access to finance for entrepreneurs will be achieved by direct funding programs (grant, de minimis), dedicated to those who want to set up a business. Granting up to 44.000 euros/ project, Start-Up Nation Romania is the most ambitious program ever implemented in Romania for supporting entrepreneurship. It targets the creation of 10.000 new enterprises, especially in productive and creative sectors and carries a particular focus to activating vulnerable groups and young graduates.

Stimulating entrepreneurial initiative will be achieved by a number of actions, comprising awareness, promotion and training. The Program for stimulating the activation of women entrepreneurs was reformed, so as to significantly expand its reach and target group, shifting from (very limited) direct financing for business set-up to a broader range of activities. As such, a minimum of 400 participants (women) will be supported to take part in workshops across the country and 28 in international events on entrepreneurship-related topics.

An important part of the MBETE mandate is related to consolidating the strategic and regulatory framework for entrepreneurship. Significant effort will be put into developing, monitoring and evaluating policies, programs and instruments dedicated to supported entrepreneurship. After a complete financing cycle from EU funding and after implementing numerous other measures, their specific outcomes and effects are yet to be fully analyzed. As such, in order to better substantiate the proposed measures and initiatives and to enable evidence-based decision-making, MBETE activity will also focus on:

- Monitoring and evaluating the different financing programs dedicated to stimulating entrepreneurship and business creation, with particular emphasis on their contribution to achieving national targets and objectives, as set per the strategic documents adopted at Government level;

- Analyzing and updating the regulatory and strategic framework for entrepreneurship;

- Expanding and updating the data and information available for MBETE (by enabling access to existing databases, as well as creating new ones), as well as by consolidating its capacity for analysis and prognosis.

17 As established through the National Competitiveness Strategy 2014-2020

Success factors. The critical success factors for the implementation of P1.2 are related to:

- Absorption of the available EU funds, particularly those directly targeting entrepreneurship, but also those related to local development, education and training, infrastructure, innovation.


- Activating initiative and potential at local level;- Maintaining a stable, predictable and favorable macroeconomic conditions, so as to consolidate

market trust;- Maintaining a high level of commitment across the Government for achieving the necessary reforms



operational) for MBETE.



(1.2.1.) Developing the entrepreneurial ecosystem

M1.2.1.1. “Start-Up Nation Romania” Program for stimulating SME creation

M1.2.2.1. Multi-annual National Program for developing entrepreneurship among women in the SME sector

M1.2.2.2. SME Fair

M1.2.2.3. Implementing actions to promote entrepreneurship

M1.2.2.4. Developing, monitoring and evaluating policies, programs and instruments for supporting enterprise creation and the consolidation of the entrepreneurial ecosystem

Program 1.3. SME support

Rationale. Program 1.3 is based on the priorities established at national level through the following documents:

- The Government program 2017-2020, Section on Public Policies for SMEs;- Government Strategy for the development of SMEs and improving the business environment in

Romania. Horizon 2020, approved by GD 859/2014;- National Competitiveness Strategy 2014-2020;- Small Business Act (EU).

According to the Government Strategy for the development of SMEs and improving the business environment in Romania. Horizon 202018, four main challenges were identified at macroeconomic level, which affect domestic SMEs. They relate to:

- Insufficient critical mass of SMEs, meaning there are two few active enterprises in the economy;

18 Available at: http://www.dreptonline.ro/legislatie/hg_859_2014_strategia_dezvoltarea_sectorului_intreprinderilor_mici_mijlocii_imbunatatirea_mediului_afaceri_Romania_Orizont_2020.php

http://www.dreptonline.ro/legislatie/hg_859_2014_strategia_dezvoltarea_sectorului_intreprinderilor_mici_mijlocii_imbunatatirea_mediului_afaceri_Romania_Orizont_2020.php

http://www.dreptonline.ro/legislatie/hg_859_2014_strategia_dezvoltarea_sectorului_intreprinderilor_mici_mijlocii_imbunatatirea_mediului_afaceri_Romania_Orizont_2020.php

- Reduced share of medium-sized enterprises in the total number of SMEs;

- A vulnerable sectoral structure, with a high share of enterprises activating in the services and trade sectors;

- Low resilience of businesses, reflected by the fact that approximately two thirds of new enterprises go out of business before the end of their first year and 50% of new enterprises go bankrupt during the first five years;

Apart from difficult access to finance, enterprises, particularly SMEs, suffer from the lack of operational and managerial skills, insufficient market information and an ecosystem which may enable their development. As such, supporting SMEs is essentially conditioned by the implementation of certain horizontal measures, related to the existence of a stable and predictable macroeconomic and regulatory framework, of proper infrastructure, of the availability of skilled labor and of business support services and structures.

The challenges affecting SMEs are becoming increasingly critical as enterprises get more exposed to international competition and deeper integration into global value chains is achieved. Technological advance and the digital economy are, in the present context, a temporary threat which needs to be mitigated through proper measures, so as not to become a permanent weakness.

Objectives. Program 1.3 sets out to achieve the following results by 2020:

(1.3.1) Increasing the survival rate of SMEs The share of active SMEs in total, one year after their set-up will increase, from approximately

80% in 2015 to approx. 85% in 20211.3.2) Increasing investments of SMEs:

The share of newly created enterprises investing during their first year since set-up will increase, from 11,6% in 2014, to 15% in 2021

Gross investments of SMEs will increase, from 78,9 bn lei in 2015, to 90 bn lei in 2021

Description. Program 1.3 comprises a mix of financing, support and regulatory measures focused on developing local capital, enabling industrialization and increasing the competitiveness of Romanian companies. Financed entirely from the state budget, the Program is specifically designed to provide a comprehensive approach in the field of SME policy, to complement the other available funding sources and to provide the necessary instruments for monitoring and evaluation.

Access to finance for SMEs will be done through the Multiannual National Program for Micro-industrialization (MNPM), aimed at supporting investments in priority economic sectors19, increasing and modernizing the activity and competitiveness of SMEs and enabling job creation. Clearly targeting productive activities, MNPM provides de minimis grants in order to allow for buying equipment, machinery, work stations, tools and installations measurement, standardization, control, IT equipment, freight transport vehicles etc.

The Program for developing and modernizing product and service commercialization activities is another de minimis scheme targeted at facilitating SMEs access to finance, aimed at improving their economic and technical performance by supporting their promotion activities. Retailers and market services providers are also eligible under the program.20

19 As defined per programe procedures20 As per the preliminary program procedure available at http://www.aippimm.ro/categorie/programe/proiecte-proceduri-de-implementare-2017/

http://www.aippimm.ro/categorie/programe/proiecte-proceduri-de-implementare-2017/

http://www.aippimm.ro/categorie/programe/proiecte-proceduri-de-implementare-2017/

Taking into account that one of the main obstacles affecting SMEs are related to the lack information, knowledge and skills and to the insufficient integration in business networks, an important line of action is dedicated to SME support measures. As such, the UNCTAD/EMPRETEC Program for supporting the development of SMEs will continue to provide training and technical assistance to existing and potential entrepreneurs and to enterprise managers, so as to improve their business abilities. At the same time, by mandate, the ministry will continue to provide a wide range or counselling, assistance and networking services.

Enabling access to the local market and contact facilitation is the focus of two other de minimis programs which will continue implementation and will provide free access to events for enrolling participants. The Program for the organization of the SME Fair (TIMM) is part of the European SME Week and will finance eight regional fairs, during three days. The program aims at enabling business contacts and establishing partnerships among SMEs, banks and guarantee funds and also to provide training through workshops.

The Multiannual National Program for Supporting Craftsmanship and Artisanship aims at stimulating small businesses in traditional and creative sectors, consolidating the small class of craftsmen and artisans, especially from rural and small urban areas and who perform individually or are already associated. The program supports promotion of products and services on national and international markets by organizing a dedicated national fair and several workshops, round tables, trainings, presentations etc. 21 Financing is particularly directed towards those crafts which entail a large number of manually executed operations and towards relaunching traditional products and services, including popular art and artisanship.

Last but not least, Program 1.3 will support the development, monitoring and evaluation of policies, programs and instruments for SMEs, for enabling better decision-making and substantiating future initiatives. As such, MBETE will focus on:

- Monitoring and evaluating the different financing lines targeting SMEs, from the point of view of their contribution to achieving the national targets and objectives set through the strategic documents adopted at Government level;

- Analyzing and updating the strategic and regulatory framework relevant for SMEs;

- Expanding and updating the data and information available for MBETE (by enabling access to existing databases, as well as creating new ones), as well as by consolidating its capacity for analysis and prognosis.

Success factors. The critical success factors for the implementation of P1.3 are related to:

- Absorption of the available EU funds, particularly those directly targeting SMEs and business development, but also those related to local development, education and training, infrastructure, innovation.


- Maintaining a stable, predictable and favorable macroeconomic conditions, so as to consolidate market trust;

- Maintaining a high level of commitment across the Government for achieving the necessary reforms and achieving the assumed targets for SMEs and business support;

- Strengthening the collaboration mechanisms between MBETE and the other line ministries, particularly the MRDP, MEF, MoPF, MEC, MRI, MARD, MLSJ;

21 Idem 10.

- Ensuring organizational stability, as well as proper functioning resources (human, financial, operational) for MBETE.


Table 5. Measures associated to Program 1.3.

(1.3.1.) Increasing the number, density and investments of SMEs, especially in high added-value sectors

M1.3.1.1. Multi-annual National Program for micro-industrialization

M1.3.1.2. Program for the development and modernization of product and service marketing

M1.3.1.3. Multi-annual National Program for supporting Craftsmanship and Artisanship

M1.3.1.4. Romanian-Swiss SME Program (Thematic Area 5)

(1.3.2.) Improving the survival rate of SMEs

M1.3.2.1. UNCTAD / EMPRETEC Program for Romania

M1.3.2.2. Actions of counseling and networking

M1.3.2 3. Developing, monitoring and evaluating policies, programs and instruments for supporting SME competitiveness

Strategic Objective 2. Intensifying the presence of Romanian companies on external markets

Romania`s exports have increased significantly during the past years, reaching a record level of EUR 57.4bn in 2016 (5.1% more than in 2015). Foreign direct investments have contributed greatly, as approximately 50% of exports are performed by the top 100 exporters, mainly with foreign or mixed capital, which have the advantage of skills and know-how. Nonetheless, even the largest of exporters depend on their Romanian suppliers, which are mostly SMEs22.

Romania`s main commercial partner is the EU market, which absorbs 70.9% of all exports, and from where 75.3% of all imports come. The main exported goods are: cars and transport equipment (47%), agri-food products, drinks, tobacco and chemical products.

However, only 4.67% of SMEs perform export activities, and in this respect Romania is under half of the EU average. Romanian exports are, usually, of low added value and technological intensity. Romanian SMEs fail to capitalize enough the development potential offered by the digital environment and need support in order to increase exposure and interaction with foreign partners and promote their products and services more effectively on external markets.

As anticipated by the National Export Strategy, a series of challenges need to be mitigated in order for Romanian enterprises to be able to access international markets. New business models based on networks, externalization and delocalization of activities, flexibility of value chains as well as fast connection to consumers and information will be paramount to maintaining and gaining market share. Future efforts need to be directed towards improving the capacity of Romanian operators and providing them with the proper instruments, so as to enable a faster adaptation. Intensive work is also necessary in respect to promotion activities, accompanied by a shift in the promotion approach, from the current rigid marketing to the more holistic attitude of permanently and flexibly developing, updating and advertising the Romanian offer.

Support for internationalization should also target expanding the operations of Romanian companies abroad. This should start mainly from consolidating their internal capacity and skills, by providing access to training and advisory services, as well as enabling participation to international events (such as fairs) or facilitating contacts on external markets.

While most SMEs lack the knowledge and means to access foreign markets individually, at institutional / country level the main challenges are linked to the very limited resources dedicated to export promotion, insufficient coordination and often duplication of efforts among stakeholders, absence of basic support instruments, lack of correlation between the national, regional and local efforts and initiatives 23. Under these circumstances, the design of support and promotion activities is increasingly difficult and needs to be streamlined through a series of concrete actions in order to provide the necessary framework for encouraging the internationalization of Romanian companies.

The expected change (impact) after the implementation of measures under SO2 relates to further consolidating Romanian presence on foreign markets and, at the same time, increasing the share of high-tech and knowledge intensive exports of goods and services in total exports by entering new markets, reactivating former partnerships and expanding the range of exported goods and services on traditional markets. Expected

22 http://www.minind.ro/strategia_export/SNE_2014_2020.pdf 23 SNE, pg. 9-10.

http://www.minind.ro/strategia_export/SNE_2014_2020.pdf

outcomes refer to increasing the base of exporting companies and increasing the absolute value of Romanian exports.

These goals and targets are established nationally in the National Competitiveness Strategy and are also in line with the National Export Strategy.



Program 2.1. Export promotion

Measures of Program 2.1:M2.1.1.1. Export Promotion ProgramM2.1.1.2. Functioning of the External Trade NetworkM2.1.1.3. Program for supporting the internationalization of Romanian operators M2.1.1.4. Developing, monitoring and evaluating policies, programs and instruments for export support

Strengthening the Romanian presence on foreign markets and increasing exports with high added value: the share of Romanian exports on the global export market will double, from 0.4% in 2015 to 0.8% in 2021 and the share of gross exports in domestic value added will increase from 75.6% (2011 data) to 78% in 2021.

Impact

(2.1.1.) Increasing the number exporting companies and the value of their exports: The share of exporting companies in total will increase, from 4,6% in 2015, to 5% in 2020.Total exports will increase by 10% in 2021, compared to the baseline value of 54 bn. Euros in 2015.

Program Results


SO 2. Intensifying the presence of Romanian companies on external markets

2017

2018

2019

2020

Program 2.1. Export promotion35.000 42.011 42.011 42.011

Program 2.1 Projected budget97.000 120.000 140.000

TOTAL SO235.000 42.011 42.011 42.011

Program 2.1. Export promotion

Rationale. Enterprise internationalization capacity is directly linked to their size (and Romanian enterprises are smaller than their EU peers), to their maturity (and the resilience of Romanian companies is low) and to their activity (online presence is more likely to generate international exposure).

However strenuous, expanding on foreign markets generally has positive effects both at firm and macroeconomic level, by increasing turnover and creating new jobs. Exposure to international competition is also more likely to improve the quality of the products or services it delivers and to encourage innovation and increase efficiency.

P2.1. is based on the priorities established at national level through: - The Government program 2017-2020, Section on Public Policies for SMEs;- National Export Strategy 2014-2020.- National Competitiveness Strategy 2014-2020;- Government Strategy for the development of SMEs and improving the business environment in

Romania. Horizon 2020, approved by GD 859/2014;

Objectives at strategic level regard the intensification of Romanian exports, including on markets outside the EU, as well as increasing their quality, by focusing more on high-tech and high value added products and services. Strategic objectives. Program 2.1 sets out to achieve the following results by 2021:

(2.1.1.) Increasing the number exporting companies and the value of their exports o The share of exporting companies in total will increase, from 4,6% in 2015, to 5% in 2021;

o Total exports will increase by 10% in 2021, compared to the baseline value of 54 bn. Euros in 2015.

Description. The program is designed to support export activities performed by Romanian companies, especially SMEs, through measures aiming at enabling their access to international trade promotion events, developing specific instruments, providing direct assistance and performing promotion activities. An important line of action is dedicated to streamlining the regulatory and operational framework for exports promotion.

The Government Program 2017-2020 prioritizes the support for the internationalization of Romanian companies, targeting SME exporters in particular. This is intended by means of facilitating their presence to Romanian stands or individually within international fairs, economic missions, and other international events.

The Export Support Program (ESP) aims at developing the capacity of the stakeholders (public and private) involved in export promotion or internationalization of Romanian companies, with the ultimate goal of increasing total exports and consolidating the competitive position of the country. The actions included under the ESP include:

- Developing the Foreign Trade Portal: http://www.portaldecomert.ro/Default.htm; - Developing and implementing programs and campaigns dedicated to the promotion of Romanian

brands/trademarks;- Developing export strategies;- Providing advisory services to exporters.

One of the key instruments for identifying opportunities and enabling business contacts is the foreign network of MBETE, that is the economic and commercial promotion offices (ECPO), functioning within the Romanian diplomatic missions abroad or in countries/commercial centers of interest for Romania. These offices perform a wide range of responsibilities for export promotion, economic cooperation and attraction of foreign investment. In terms of policy development, Program 2.1 will support the development, monitoring and evaluation of policies, programs and instruments for export promotion and internationalization, for enabling better decision-making and substantiating future initiatives. The Government Program sets out as a priority achieving more flexibility of the export support system, with the following necessary actions:

- Defining some efficient, high-impact instruments;- Clearly defining objectives and indicators for programs;- Setting-up more clear rules and simplifying access to available instruments;- Ensuring complementarity to EU funding;- Eliminating duplications in responsibilities;- Ensuring a coherent and common approach to supporting the Romanian export offer.

This requires, first and foremost, ensuring the necessary resources, as well as updating the information base at the level of MBETE, including through studies and analyses regarding the integration of Romanian economy in global value chains, impacts of the programs and measures already implemented or in place etc.

Success factors. Critical success factors for achieving the envisaged change are related to: - Maintaining a high level of commitment across the Government for achieving the necessary reforms



operational) for MBETE. Measures. The measures by which the program will be implemented are presented synthetically hereafter. Their allocated budgets, as well as the associated monitoring indicators and targets are presented in the Annexes to the ISP.

Table 7. Measures associated to Program 2.1(2.1.1.) Increasing the number of exporting companies and the value of Romanian exportsM2.1.1.1. Export Promotion ProgramM2.1.1.2. Functioning of the External Trade NetworkM2.1.1.3. Program for supporting the internationalization of Romanian operators M2.1.1.4. Developing, monitoring and evaluating policies, programs and instruments for export support

http://www.portaldecomert.ro/Default.htm

Strategic Objective 3. Increasing direct foreign investments in Romania, especially in competitive and high value-added sectors

Attracting FDI is beneficial not only at macroeconomic level, but also and especially at the level of local communities, as this is often the main (or only) means for revitalizing economic activity, creating new jobs and stimulating small businesses. The positive effects associated to FDI are also linked to innovation uptake, through technological transfer, transformation of business models, labor force development or improved business ethics etc.

The National Competitiveness Strategy for 2014-2020 mentions that “Foreign investors have a vital role in determining the specialization trends in the Romanian economy and, consequently, the way in which competitive advantages are formed. According to statistics, more than 72% of the turnover of large and very large enterprises in industry is generated by the local offices of multinationals residing in Romania.” 24

Foreign direct investment increased by 1.5% 2017 compared to 2016 to EUR 4,586 billion and continued the upward trend of recent years, albeit at a slower pace. As a destination for investments, Romania has major competitive advantages, both thanks to its political, economic and social stability, and to the (still) low labor costs or proximity to Western markets, and the geo-political context is an opportunity to attract foreign direct investments. At national level, uncertainties are linked to the effects of the recent macroeconomic measures, which are still to show effects.

Overall, the major unknown for the future evolution of FDI flows is linked to the changing trends at global level, especially for the large players which manifest a stark turn to economic nationalism, which determines an increase in potential risks and decreases investors’ propensity to take decisions. Under these conditions, intensified efforts are necessary both to promote Romania’s advantages for potential new investors and to continue to support and encourage existing investors in order to expand their operations. In fact, during the last few years, most of the FDI resulted from new investments made by investors already present in the country.

At the same time, attracting FDI must be done by taking into consideration the national interests and priorities in respect to smart specialization, increasing value added activities, sustainable development, maximizing multiplier effects and benefits for the citizens and for the state. This is implicitly linked to avoiding the risk of relocating investments and of reinitiating the vicious circle of destructuring local economies.

The expected change (impact) after the implementation of the program and measures associated to Strategic Objective 3 refers to increasing FDI flows in Romania (bn. euros), supporting the creation of new jobs in the economy, as well as attracting FDI in sectors and fields which may essentially contribute to the structural change of the economy, to its shift toward smart specialization and increase of value added.

The expected outcomes are related to increasing the number of FDI in Romania (new investments or capital increase), as well as keeping the investors, namely increasing their operations and investments, so as to ensure sustainability and permanency.

The financial allocations for implementing P3.1 and its subsequent measures is are included under SO4 – P4.1 – Functioning of MBETE. Apart from personnel costs (current), other costs, such as transport, promotion

24 NCS pg. 7.

materials, events, office supplies, technical assistance etc. are not earmarked for investment promotion. The costs associated with the external network cannot be broken down into export and investment promotion.

Box 3. Strategic objective 3: Impact and result indicators


SO 3. Increasing direct foreign investments in Romania, especially in competitive and high value-added sectors

2017

2018

2019

2020

Program 3.1. FDI attraction 0 0 0 0

Strategic Objective 3: Increasing direct foreign investments in Romania, especially in sectors with competitive potential

and high added value

Program 3.1. Foreign Direct Investments attraction

Measures of Program 3.1:M3.1.1.1. Organizing and/or participating in activities for promoting Romania as an investment destination M3.1.1.2. Providing assistance to potential investorsM3.1.1.3. Developing, implementing, monitoring and evaluating measures for increasing FDI M3.1.1.4. Functioning of the external network M3.1.2.1. Providing assistance to existing investors

Increasing FDI in Romania: FDI stock in Romania will increase from 70 bn. euros in 2016 to 76 bn. euros in 2021.Supporting the creation of new jobs in the economy: The number of employees in FDI companies will increase from 1.28 million in 2015 to 1,5 million in 2021.

Impact

(3.1.1.) Increasing FDIs in Romania:Annual FDI flows will reach a 5% increase by 2021, compared to the 2015 baseline of 3,461 million euros.(3.1.2) Maintaining and expanding existing investments:Tangible and intangible investments in FDI enterprises will increase from 48.1% of total FDI stock in 2015 to 50% in 2021.

Program Results

TOTAL SO3 0 0 0 0

Note: The budget for Program 3.1 is included under SO4, Program 4.1, Measure 4.1.4 – Functioning of the MBETE

Program 3.1. FDI attraction

Rationale. Program 3.1 is based mainly on the priorities stated in the Government Program and in the National Competitiveness Strategy. International competition for attracting foreign direct investment, both against the different parts of the world (Asia, Africa) and intra-region (Central and East-European countries) remains intense, particularly in the general context of overall decrease of FDI flows. Since investment decisions are made increasingly carefully and the offers of the different countries are sensibly different, in order to remain competitive, Romania needs a more pragmatic strategic approach, informed by arguments and coherent in its implementations, so that it may attract high-quality FDI, which may contribute to its structural economic reform objectives, to the creation of sustainable jobs and to balanced economic growth. International best practice shows that effective investment promotion agencies use strategies which combine general marketing with a targeted approach and also provide a strong facilitation and after-care proposition. During the recent years, significant efforts have been put into improving the Romanian FDI attraction instruments, albeit the very limited resources. However, the link between InvestRomania25 core team and the MBETE external network remains utilized below its potential and lack of dedicated resources remains a challenge. At the same time, the strategic framework for FDI attraction has yet to be developed, in terms of overall objectives, sectoral priorities (the industrial policy is also currently under development), use of incentives (types, criteria to be employed, size, duration), territorial priorities, roles of stakeholders. Objectives. Program 3.1 sets out to achieve the following results by 2021:

(3.1.1.) Increasing FDIs in Romaniao Annual FDI flows will reach a 5% increase (yoy increase) by 2021 (3.1.2) Maintaining and expanding existing investments:o Tangible and intangible investments in FDI enterprises will increase, from 48,1% of total FDI stock in

2015, to 50% in 2021.Description. Program 3.1 is set to continue the measures already in place at the level of MBETE in respect to promotion and assistance to investors, while focusing on improving the overall strategic and operational framework. In respect to promoting Romania as a location for investment, in line with the Government Program, Regional Agencies for Investment Attraction and Trade Promotion have been established. They are meant to perform a double role in supporting domestic enterprises in their internationalization efforts and, at the same time, they hold responsibilities in identifying investment opportunities at local level, promoting, greenfield investment projects, providing information in respect to the facilities available for foreign investors. Further responsibilities include counseling and assistance for investors in obtaining licenses and permits, connecting to utilities, contracting support services and establishing partnerships. Liaison with EU or international funding agencies, bilateral chambers of commerce, embassies are other role envisaged for the Regional Agencies. The agencies have been established and will be supported starting with 2018.

25 http://investromania.gov.ro/web/

http://investromania.gov.ro/web/

At the same time, the current initiatives and promotion projects implemented by MBETE will continue, by: further developing and updating the InvestRomania web portal, developing studies, analyses, briefs, event organizing and participation, developing and implementing targeted promotion campaigns etc. This requires, however, that the necessary resources are available; a dedicated program, earmarking financial resources for travel, events and promotion material would deliver significant improvements. Establishing a coherent approach to FDI attraction is a priority, in terms of objectives, types of investments, location, sectors, so that incentives to investors may be awarded based on clear criteria and may generate predictable results. As such, analyzing the effectiveness and efficiency of the existing instruments, as well as developing the strategic framework will be done under P3.1. Promotion activities will also be performed by and in collaboration with the external network of MBETE. Closer links between InvestRomania and the offices abroad are necessary, as well as a common approach and shared objectives and targets. Assistance to potential investors, as well as providing after-care services is the second main line of action under P3.1. This is provided directly through InvestRomania central office and will be complemented by the Regional Offices, once they in place. The roles of other stakeholders also need to be clarified and collaboration needs to be enhanced. Given the fact that during the last few years the majority of FDI flows were generated by investors already present on the Romanian market and, at the same time, taking into account to benefits of integrating FDI enterprises into the local economies, a more articulate approach in assisting is likely to generate significant results. As such, assistance to existing FDI enterprises is the third line of action to be performed and further developed.

Success factors. Critical success factors for achieving the envisaged change are related to:

- Maintaining a stable, predictable and favorable macroeconomic conditions, so as to consolidate market trust;

- Ensuring a stable, predictable and favorable regulatory framework in the field of taxation, labor, intellectual property etc.;

- Consolidating the collaboration with the external network and enhancing its performance in relation to investment promotion;

- Safeguarding proper functioning resources (human, financial, operational) for InvestRomania, preferably through a dedicated budgetary program.


Table 9. Measures associated to Program 3.1(3.1.1.) Increasing FDIs in RomaniaM3.1.1.1. Organizing and/or participating in activities for promoting Romania as an investment destination M3.1.1.2. Providing assistance to potential investorsM3.1.1.4. Developing, implementing, monitoring and evaluating measures for increasing FDI M3.1.1.5. Functioning of the external network (3.1.2.) Maintaining and expanding existing investmentsM3.1.2.1. Providing assistance to existing investors

Strategic Objective 4. Improving administrative capacity of MBETE

MBETE has underwent several transformations throughout the years, both in terms of structure and responsibilities, being disbanded/ recreated/ restructured in one way or another every year from the past ten. The following examples are particularly relevant for the structural changes that affected MBETE:

- Transferring the Managing Authority for the Sectoral Operational Program Increasing Economic Competitiveness 2007-2013 to the Ministry of European Funds, losing the role of Intermediary Body for SMEs and of any role in the implementation of Structural Instruments 2014-2020;

- Constantly changing the status of the structure in charge with implementing the programs and projects for SMEs, from agency to department;

- The MoE taking over the Department for Foreign Investments (InvestRomania), which until 2016 was subordinated to the General Secretariat of the Government.

These frequent changes hinder the day-to-day functioning of the ministry and have an impact on the overall performance. On the long run, the negative consequences are reflected in:

- Losing the institutional memory;- Diminishing the capacity to perform some roles/tasks;- Impossibility to provide a back-up, if needed;- Weakening the institutional culture;- Reducing the employees willingness to take on responsibilities;- Employee demotivation.

Even more significant, the absence of human, material (including basic) and financial resources to carry out day-to-day processes impacts performance on the long-term. Currently, horizontal functions such as public procurement, human resources, IT support, and accounting are severely understaffed and overburdened with administrative tasks related to the institutional changes, preventing them from concentrating to development and ensuring a proper functioning of the ministry.

This, in turn, hinders the achievement of the mandate, respectively the formulation, implementation, monitoring and evaluation of public policies to support the business environment and the economic operators in Romania.

Given the very different nature of the tasks performed within the ministry, traditional impact performance indicators such as cost, time and productivity are particularly difficult to aggregate across the different departments so as to provide an overall sensible figure. “Client satisfaction” type of indicators is also difficult to employ, for the same reasons. The expected change (impact) after the implementation of the program and measures associated to Strategic Objective 4 refers to the concrete effects on the MBETE in respect to its functioning, after the implementation the measures. The expected results after the implementation of the program and measures under SO4 relate to improving the processes, resources and the management of people.


Strategic Objective 4. Improving administrative capacity of MBETE

Program 4.1. Improving framework conditions for delivering the mandate

Measures of Program 4.1:M4.1.1.1. Improving human resources management M4.1.1.2. Improving managerial systems at the level of MBETEM4.1.1.3. Promoting evidence-based decision-makingM4.1.1.4. Ensuring the proper functioning of the MBETE

Budgetary resources will be carefully planned and efficiently spent, so as the difference between the planned and the executed budget does not exceed <±10% in 2021.

Impact

(4.1.1) Improving effectiveness and efficiency of activity:The HR development program will be implemented 100% in 2021.Public policy documents will be 100% compliant with the impact assessment procedure in 2021.Extra-budgetary sources will increase by 10% in 2021.

Program

Results


SO 4. Improving administrative capacity to fulfill the role of strategy, regulation and synthesis in the areas of competence

2017 2018 2019 2020


80.189 59.841 62.132 64.496

TOTAL SO4 80.189 59.841 62.132 64.496


Rationale. The analysis of the internal environment has revealed a significant number of constraints preventing the ministry from performing its tasks and delivering its mandate at the expected standard. The staff sustains substantial efforts in performing day-to-day activity, with inadequate resources, limited support and while burdened with administrative tasks generated by the repeated organizational changes.

Human resources and proper instruments are essential for successfully developing and implementing the Government policies and programs, and they are both limited, in quantity and in quality.

Objectives. Program 4.1 sets out to achieve the following results in 2021:

(4.1.1) Improving effectiveness and efficiency:

o The HR development program will be implemented 100%.

o Public policy documents will be 100% compliant with the impact assessment procedure.

o Extra-budgetary sources will increase by 10%.

Description. Capacity building at the level of MBETE will concentrate on ensuring the necessary resources and instruments for functioning, for developing and implementing the policies, program and project of the ministry. At the same time, it will focus on increasing the quality of the decision-making processes; last but not least, efforts will be devoted to developing the human capital by ensuring proper training, supporting the attraction and retention of personnel and improving organizational culture.

Process improvement will require a comprehensive set of actions, dedicated to developing, updating and streamlining work procedures, implementing managerial control standards, introducing new work methods and streamlining internal communication, including through the use of digital media and adoption/development of IT tools.

Evidence-based decision making should be mainstreamed at the level of the ministry, by providing access to data and information for the ministry staff (via protocols or, preferably, by connecting the ministry to integrated databases which should be developed under OP Competitiveness and OP Administrative Capacity, at the level of the public administration).

A comprehensive reform of human resources strategy is also necessary, in order to cover skill gaps and shortages, particularly in view of preparing and executing the complex tasks required by the 2019 EU Presidency.

Success factors. Critical success factors for achieving the envisaged change are related to:

- Ensuring organizational stability;- Maintaining consistency in the mandate and priorities of the MBETE;- Maintaining a high level of commitment across the Government in terms of achieving the policy

objectives under MBETE mandate;- Safeguarding resources (human, financial, operational) for the proper functioning of MBETE;- Rapidly increasing staff and attracting skilled personnel;- Attracting extra-budgetary resources from the available EU funds for administrative capacity

development.



(4.1.1.) Improving efficiency and effectiveness of activity

M4.1.1.1. Improving human resources management

M4.1.1.2. Improving managerial systems at the level of MBETE

M4.1.1.3. Promoting evidence-based decision-making

M4.1.1.4. Ensuring the proper functioning of the MBETE

IV. Framework for the Implementation, Monitoring and Evaluation of the ISP

The Institutional Strategic Plan will be implemented in correlation with the annual budgetary planning and execution, taking into consideration the multiannual budgetary and strategic planning framework that covers four years. Thus, the ISP will serve as basis for substantiating the budget for the following year and, in turn, it will be updated based on the past year performance in spending the allocated resources.

Although currently there is no direct link between the budgetary planning process and program setting within ministries, it is estimated that by 2020 the entire institutional budgeting to be done solely on programs, thus allowing for an increased efficiency and clearer links between funding and results.

The ISP implementation starts once the annual budget has been approved by the Parliament. It should be fully correlated with the Government Program and the Annual Work Plan of the Government, so that the activities and projects are monitored and, if needed, tailored as to allow for the envisaged results to be achieved.

Within the MBETE, the responsibility for preparing the Annual Operational Programs for the ISP implementation will fall under the responsibility of the WG and of all the ministry directions and will be coordinated by the designated Secretary of State. The team is also responsible with the monitoring and first-level reporting to decision-makers (State Secretaries, Minister). The team will be comprised of representatives from all structures that have responsibilities in the ISP implementation, appointed through an Order of the Minister.

Monitoring and evaluation: a monitoring and evaluation framework is set in the ISP sections and summarized in the annexes. This provides information on indicators and targets, for different planning levels. Details on the impact and outcome indicators suggested to assess performance are to be found also in the previous section of the ISP.

While in the case of monitoring the MBETE team has acquired a significant experience from the implementation of the national programs for SMEs, which can be successfully replicated to all the programs of the ministry, the situation is different for evaluation. Currently, at the level of MBETE there is no formal approach to evaluation (ex-ante, interim or ex-post), neither in respect to the regulatory framework (Regulatory Impact Assessment) or to the financing programs. For the future, it is highly recommended that this should become a common practice, as it can supply valuable information to decision-makers, generating efficiency and effectiveness gains for implementation. Data collection and management: a strategic planning and performance evaluation application has been developed, with the structure template suggested for the ISP. The application is development at the Centre of the Government (GSG) and will be employed to collect the data and present it in a structured way, by Project, Measure, Program and Strategic Objective, respectively.

Reporting frequency: As per the methodology, input and process indicators will be monitored quarterly, output indicators will be monitored every semester, outcome and impact indicators will be monitored annually. Input and process indicators, not included in the ISP, should be established at action/project level (in the Operational Plan) and monitored on an ongoing basis, along the implementation).

In order to generate as little administrative burden as possible for the monitoring team, it is advisable that indicators should be collected from public, official sources (NIS, Eurostat, WB, other national or international institutions and organizations), whenever possible. At the same time, data collection for any other parallel monitoring or evaluation exercises (such as those conducted for national strategies and plans) should feed

Ian. Apr. Jul. Oct.

ANNUAL ANALYSIS OF RESULTS: ALL INDICATORS

Trimester analysis: Process/Output and Input indicators Trimester analysis: Process/Output and Input indicators Trimester analysis: Process/Output and Input indicators Trimester analysis: Process/Output and Input indicators

BI-ANNUAL ANALYSIS OF RESULTS: RESULT, OUTPUT AND INPUT INDICATORS

into the ISP monitoring and evaluation, as much as possible.

Transparency and communication is also important for the reporting of results. The center of the Government, the Parliament, as well as other stakeholders, public or private, should be allowed and encouraged to learn about the progress achieved in delivering the results, the challenges encountered and the necessary steps ahead. In this context, the ISP should be a useful and powerful communication tool for increasing the visibility of the MBETE team and of the efforts made.

Internal communication is essential in respect to the implementation of the ISP and it should be used as means for sharing information among the different direction and task groups at the level of the ministry.

ISP evaluation and revision: As per the methodology, yearly revisions of the ISP are recommended, so as to align the projected priorities, programs and measures to the respective political priorities and overall context, and to update indicators and targets. A diagram of the ISP monitoring cycle is presented below.

Figure 8. Monitoring cycle of the Institutional Strategic Plan 2017-2020

A complete exercise of strategic planning will be done once every four years. In the meantime, between April and June, MoE, through the ISP working group, will prepare an annual update to establish if any changes are necessary to the ISP. This will focus on:

Comparing achieved outcomes against those planned for the previous year;- Updating the context, identifying any major changes in the assumptions used for the current plan; - Adding one additional year in to the plan, updating any necessary programs and measures. As such,

the timespan of future ISPs should cover the following periods:

ISP Timespan2018 2018- 20212019 2019 -20222020 2020-20232021 2021-2024

The revision exercise should be completed by the 30 th of May of every year, so as to provide the necessary input for the future budgetary exercise.

V. Financial Resources

The ISP of the Ministry for Business Environment, Trade and Entrepreneurship is comprised of four strategic objectives, comprising six budgetary programs and 30 measures. All the measures are implemented by the MBETE and thus the resources allocated for their execution make up the yearly budget of the ministry and of the eight regional offices.

Currently, the state budget is the only funding source for the implementation of the ISP. Expenditure limits are those established by the Fiscal-Budgetary Strategy for 2017-2019. As such, the validity of the budgetary programs is linked to the overall budgetary performance framework.

During the projected period (2017-2020), the strategic objectives and budgetary programs within the ISP will amount to 7.6 bn. lei, with a significantly higher allocation in 2017 (0.7 bn. lei) and a relatively equal distribution for the next three years (about 0.29 bn. lei each).

Table 12. Annual financial allocations by strategic objectives (lei)

Strategic objectivesTOTAL 2018 2019 2020 2021

2,620,736 1,237,128 860,554 262,845 260,209

SO1. 2,193,045 1,121,939 758,702 158,702 153,702

SO2. 161,033 35,000 42,011 42,011 42,011

SO3. - - - - -

SO4. 266,658 80,189 59,841 62,132 64,496

The distribution by strategic objective shows the main share of the budget is allocated to Strategic Objective 1, which also benefits from Structural Funds for 2018 and 2019. The budget for SO3 is included in the expenditure allocated to the functioning of the ministry.

Figure 9. Budget allocations by strategic objectives

84%

6%10%

Budget Allocations by Strategic Objectives

SO 1 SO 2 SO 3 SO 4

Distribution by expenditure shows that personnel & good and services expenditures are relatively constant, while “other expenditures” increase significantly. Given that currently the ministry is facing substantial

shortages and envisages consistent actions for consolidating its administrative capacity, significant effort will be necessary to attract additional resources from external sources and to improve efficiency.

Table 13. Financial allocations, by expenditure (thousand lei)

Specification 2018 2019 2020 2021

Total state budget envelope 1,237,128 860,554 262,845 265,209

Personnel & good and services expenditures financed from state budget envelope

76,389 55,599 57,890 60,254

All other expenditures financed form state budget envelope

1,160,739 804,955 204,955 204,955

In respect to budget management, the most important institutional challenge is the capacity of the ministry to actually implement the ISP: that is to plan, execute and monitor the budgets under the four strategic objectives. A particular task would be that of monitoring the expenditure made under SO3, so as to gradually enable proper program budgeting.

From a managerial and organizational perspective, the transition to program-based budgeting is the main challenge during the life-cycle of the ISP, particularly bearing in mind the fact that this process needs to be coordinated, implemented and streamlined from the center of the government, with political support and commitment and in collaboration with the Ministry of Finance.

Annex 1a: Budgetary Objectives and Programs for the period 2018-2021 (thousand lei)

Budgetary programsTotal

,000 RON

Total value /year ,000 RONFinancing sources ,000 RON

State budget FEN Co-financing FEN

2018 2019 2020 2021 2018 2019 2020 2021 2018 2019 2020 2021 2018 2019 2020 2021

SO1. Supporting the balanced and sustainable development of enterprises, especially SMEs in high added value and smart-specialization sectors

P1.1. Business environment* 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

P1.2. Enterprise creation 1,765,680

981,680

718,000

33,000

33,000

17,882

18,000

33,000

28,000

963,798

700,000 0 0 0 0 0 0

P1.3. SME Support 432,365

140,259

40,702

125,702

125,702

140,259

40,702

125,702

125,702

0 0 0 0 0 0 0 0

TOTAL SO1 2,193,045

2.193.045

2.198.045

1.121.939 758.702 158.702 153.702 158.141 58.702 158.702 153.702 963.798 700.000

0 0 0 0

SO2. Intensifying the presence of Romanian companies on external markets

P2.1. Export promotion 161,033 35,000 42,011 42,011 42,011 35,000 42,011 42,011 42.011 0 0 0 0 0 0 0 0

TOTAL SO2 161,033 35,000 42,011 42,011 42,011 35,000 42,011 42,011 42,011 0 0 0 0 0 0 0 0

SO3. Increasing direct foreign investments in Romania, especially in competitive and high value-added sectors

P3.1. FDI attraction* 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

TOTAL SO3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

SO4. Improving the administrative capacity of the MBETE

P4.1 Improving framework conditions

266,658 80,189 59,841 62,132 64,496 75,632 59,841 62,132 64,496 3,828 0 0 0 729 0 0 0

TOTAL SO4 266,658 80,189 59,841 62,132 64,496 75,632 59,841 62,132 64,496 3,828 0 0 0 0 - 0 0

** The budget for the Program is included in P4.1, as it was not possible to breakdown operating expenses by activity at the time of the ISP. The implementation of the program does not involve other types of expenditure than those of the responsible directorates.

45

Annex 1b: Programs, Measures and related Budgets for the period 2018-2021 (thousand lei)

Budgetary program/ Measure

Value ,000 RON

Value,000 RON / year TOTAL ISP State budget FEN Co-financing FEN

2018-2021 2018 2019 2020 2021 2018 2019 2020 2021 2018 2019 2020 2021 2018 2019 2020 2021

SO1

Developing the business ecosystem to support entrepreneurship and small and medium-sized enterprises (SMEs), especially in sectors with competitive potential and high added value

2,193,045 1,121,939 758,702 158,702 153,702 158,141 58,702 158,702 153,702 963,798 700,000 0 0 0 0 0 0

P1.1. Business environment* 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

M1.1.1.1.

Data collection and support for measuring administrative costs for business*

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

M1.1.1.2. Improving and simplifying the regulatory framework* 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

M1.1.2.1Supporting the implementation of digital instruments*

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

M1.1.3.1.

Improving the communication process among the stakeholders involved in the development of the business environment*

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

P1.2. Enterprise creation 1,765,680

981,680

718,000

33,000

33,000

96,882

17,882

18,000

33,000

963,798

700,000

0 0 0 0 0 0

M1.2.1.1.“Start-Up Nation Romania” Program for stimulating SME creation

1.663.798 963.798 700.000 0 0 0 0 0 0 963.798 700.000 0 0 0 0 0 0

M1.2.1.2.

Multi-annual National Program for developing entrepreneurship among women in the SME sector

4,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 0 0 0 0 0 0 0 0

M1.2.1.3. SME Fair 20.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 5.000 0 0 0 0 0 0 0 0

M1.2.1.4

Actions for encouraging the entrepreneurial spirit (promotion, training, awareness etc.)

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

M1.2.1.5. Developing, monitoring and 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

46


Value ,000 RON


2018-2021 2018 2019 2020 2021 2018 2019 2020 2021 2018 2019 2020 2021 2018 2019 2020 2021

evaluating policies, programs and instruments for supporting enterprise creation and the consolidation of the entrepreneurial ecosystem *

P1.3. SME support 430,349 139,755 40,198 125,198 125,198 139,755 40,198 125,198 125,198 0 0 0 0 0 0 0 0

M1.3.1.1.Multi-annual National Program for micro-industrialization

247,436 74,359 24,359 74,359 74,359 74,359 24,359 74,359 74,359 0 0 0 0 0 0 0 0

M1.3.1.2.

Program for the development and modernization of product and service marketing

164,796 49,949 14,949 49,949 49,949 49,949 14,949 49,949 49,949 0 0 0 0 0 0 0 0

M1.3.1.3.

Multi-annual National Program for supporting Craftsmanship and Artisanship

3,560 890 890 890 890 890 890 890 890 0 0 0 0 0 0 0 0

M1.3.1.4.The Romanian-Swiss Support Program for SMEs (Thematic Area 5)

14,557 14,557 0 0 0 14,557 0 0 0 0 0 0 0 0 0 0 0

M1.3.2.1. UNCTAD / EMPRETEC Program for Romania 2,016 504 504 504 504 504 504 504 504 0 0 0 0 0 0 0 0

M1.3.2.2. Actions of counseling and networking* 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

M1.3.2.3.

Developing, monitoring and evaluating policies, programs and instruments for supporting SME competitiveness*

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

SO2Intensifying the presence of Romanian companies on external markets

161,033 35,000 42,011 42,011 42,011 35,000 42,011 42,011 42,011 0 0 0 0 0 0 0 0

P2.1. Export promotion 161,033 35,000 42,011 42,011 42,011 35,000 42,011 42,011 42,011 0 0 0 0 0 0 0 0

M2.1.1.1. Export Promotion Program* 105,033 25,000 20,011 18,011 42,011 25,000 20,011 18,011 42,011 0 0 0 0 0 0 0 0

M2.1.1.2. Functioning of the External Trade Network* 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

M2.1.1.3.Program for supporting the internationalization of Romanian operators *

56,000 10,000 22,000 24,000 0 10,000 22,000 24,000 - 0 0 0 0 0 0 0 0

M2.1.1.4. Developing, monitoring and evaluating policies,

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

47


Value ,000 RON


2018-2021 2018 2019 2020 2021 2018 2019 2020 2021 2018 2019 2020 2021 2018 2019 2020 2021

programs and instruments for export support*

SO3

Increasing direct foreign investments in Romania, especially in competitive and high value-added sectors

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

P3.1. FDI attraction* 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

M3.1.1.1.

Organizing and/or participating in activities for promoting Romania as an investment destination *

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

M3.1.1.2. Providing assistance to potential investors* 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

M3.1.1.3.

Developing, implementing, monitoring and evaluating measures for increasing FDI*

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

M3.1.1.4. Functioning of the external network * 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

M3.1.2.1. Providing assistance to existing investors * 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

OS4

Improving administrative capacity to fulfill the role of strategy, regulation and synthesis in the areas of competence

266,658 80,189 59,841 62,132 64,496 75,632 59,841 62,132 64,496 3,828 0 0 0 729 0 0 0

P4.1. Improving framework conditions 266,658 80,189 59,841 62,132 64,496 75,632 59,841 62,132 64,496 3,828 0 0 0 729 0 0 0

M4.1.1.1. Improving human resources management* 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

M4.1.1.2.Improving management systems at the level of MBETE*

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

M4.1.1.3. Promoting evidence-based decision making * 4,557 4,557 0 0 0 0 0 0 0 3,828 0 0 0 729 0 0 0

M4.1.1.4. Ensuring the proper functioning of the MBETE 262,101 75,632 59,841 62,132 64,496 75,632 59,841 62,132 64,496 0 0 0 0 0 0 0 0

*The budget for the measures is included under M4.1.1.4. Ensuring the proper functioning of MBETE, as at the time of drafting the ISP, a separate allocation was not possible for the activities envisaged. The implementation of the program only requires operational expenditure for the responsible directions, which are included in the over functioning budget of the ministry.

48

Annex 2: Institutional Strategic Plan (summary table)

M.U. Baseline Target 2019 Target 2021Strategic Objective 1: Developing the business ecosystem to support entrepreneurship and small and medium-sized enterprises (SMEs), especially in sectors with competitive potential and high added value

Impact indicator 1: Ease of Doing Business score Rank 36 35-40 30-35

Impact indicator 2: SMEs contribution to GVA % 53% 58% 60%

Impact indicator 3: Labour productivity (GDP/hours worked) % of EU average 53.7% 58% 60%

Program 1.1. Business environmentResult 1.1.1. Reducing the complexity of administrative procedures for enterprises

Result indicator: The share of enterprises considering that the complexity of administrative procedures is a problem for doing business (Small Business Act) % 79% 76% 75%

Result 1.1.2. Delivering online services to businesses

Result indicator: Share of SMEs interacting online with authorities % 65% 68% 70%

Result 1.1.3. Increasing the participation of the business environment in the development of the regulatory framework

Result indicator: : Share of initiatives proposed by the business environment in total initiatives adopted by MBETE % 0 40% 50%

Program 1.2. Enterprise creationResult 1.2.1 Increasing the number and density of SMEs, especially in high-tech and high added value sectors:

Result indicator: Number of active SMEs26 % 526,165 15% 20%

Result indicator: SMEs density No./1,000 inhabitants 22 34 36

26 INS, Tempo Online, 2016 data

49

Program 1.3. SME supportResult 1.3.1 investments in SMEs

Result indicator: Share of newly created SMEs investing during the 1Result indicator: Gross investments of SMEs (current prices)

Result 1.3.2 Improving the survival rate of SMEsResult indicator: Share of active enterprises one year after set-up


Impact indicator 1: Domestic value-added share of gross exports

Impact indicator 2: Share of Romanian exports in the global exportsProgram 2.1. Export promotionResult 2.1.1. Increasing the number exporting companies and the value of their exports

Result indicator: Share of exporting companies in total will increaseStrategic Objective 3: Increasing direct foreign investments in Romania, especially in sectors with competitive potential and high added value

Impact indicator 1: FDI stock in Romania Impact indicator 2: Number of employees in FDI companiesProgram 3.1. FDI attractionResult 3.1.1. Increasing FDI in Romania

Result indicator: FDI flows, y/y evolutionResult 3.1.2 Maintaining and expanding existing investments

Result indicator: Share of tangible and intangible investments in FDI enterprises in total FDI stock

Strategic Objective 4. Improving administrative capacity of MBETEImpact indicator 1: Gap between the planned budget and the execution (%)Program 4.1. Improving framework conditionsResult 4.1.1. Improving efficiency and effectiveness

Result indicator: Degree of implementation of the HR development programResult indicator: Public policy documents compliant with the impact assessment procedure (%)Result indicator: Extra-budgetary resources (%)

50

Annex 3: Programs and connected Measures, Output Indicators (summary table)

MeasuresOutput indicator / Unit / Targets

Indicators/Baseline 2018 2019 2020 2021

Program 1.1. Business environmentResult 1.1.1. Reducing the complexity of administrative procedures for enterprises

M1.1.1.1. Data collection and support for measuring administrative costs for businessThe measure is focused on continuing the processes of quantifying administrative costs for businesses. A constant effort to monitor, count and analyze the necessary authorizations, licenses, permits is also envisaged. The SME Test should be mainstreamed in developing and adopting regulations and a dedicated budgetary program would significantly improve the process.

Studies analyses(Number)

o1 1 1 1

SMEs Tests performed(Number)

2

16 17 18 20

M1.1.1.2. Improving and simplifying the regulatory frameworkEnforcing the existing regulations, such as actually applying the “Once only” principle, removing stamps or certified copies should also be a priority for improving the conditions for doing business in Romania. However, this can only be achieved in close collaboration with the other responsible institutions and authorities and with a high government commitment.

Initiatives adopted(Number)

24 4 4 5

Result 1.1.2. Delivering online services to businessesM1.1.2.1. Supporting the implementation of digital instruments This measure refers to delivering on the responsibility of MBETE of supporting the efforts for the implementation of the life events related to the functioning of companies, committed under the National Strategy Digital Agenda in respect to obtaining access to information and support regarding establishing and selling a

Functional IT instruments

(Number)0

7 8 17 17

Single users 10.000 20.000 20.000 20.000

51



company, modifying the statute, obtaining financing, bankruptcy, liquidation, signing and enforcing contracts, tax registration, establishing partnerships, facilitating networking etc.

accessing MBETE online resources

(Number)5000

Result 1.1.3. Increasing the participation of the business environment in the development of the regulatory framework

M1.1.3.1. Improving the communication process among the stakeholders involved in the development of the business environmentImproving the consultation mechanisms entails the proper functioning of the various committees and working groups at Government level (such as the WG for the elaboration and monitoring of the Action Plan for Improving the Business Environment, established and 2001 and which effectively functioned until 2013), as well as of the several consultative bodies benefiting from the presence of the private stakeholders. Online consultation instruments, increased responsiveness and transparency, as well as frequent engagement in direct consultations with the business environment are also necessary and envisaged under this measure.

Participations in WG / committees

(Number)20

50 50 50 50

Functional online consultation mechanism (Number)

0

3 4 4 4

Stakeholders regularly

contacted in the consultation

process (Number)30

100 120 120 200

Program 1.2. Enterprise creationResult 1.2.1. Increasing the number and density of SMEs, especially in high-tech and high added value sectorsM1.2.1.1. “Start-Up Nation Romania” Program for stimulating SME creation SMESs created 8,700 10,000 10,000 10,000

52



Promoting access to finance for entrepreneurs will be achieved by direct funding programs (grant, de minimis), dedicated to those who want to set up a business. Granting up to 44.000 euros/ project, Start-Up Nation Romania is the most ambitious program ever implemented in Romania for supporting entrepreneurship. It targets the creation of 10.000 new enterprises, especially in productive and creative sectors and carries a particular focus to activating vulnerable groups and young graduates.

(Number)0

M1.2.1.2. Multi-annual National Program for developing entrepreneurship among women in the SME sector Stimulating entrepreneurial initiative will be achieved by a number of actions, comprising awareness, promotion and training. The Program for stimulating the activation of women entrepreneurs was reformed, so as to significantly expand its reach and target group, shifting from (very limited) direct financing for business set-up to a broader range of activities. As such, a minimum of 400 participants (women) will be supported to take part in workshops across the country and 28 in international events on entrepreneurship-related topics.

Women participating to national events

(Number)300

400 400 400 400

Women participating to

international events (Number)

0

28 100 100 100

M1.2.1.3. SME Fair Participant SMEs 4.000 4.000 4.000 4.000

M1.2.1.4. Implementing actions to promote entrepreneurship Implemented actions 10 10 10 10

M1.2.1.5. Developing, monitoring and evaluating policies, programs and instruments for supporting enterprise creation and the consolidation of the entrepreneurial ecosystemAn important part of the MBETE mandate is related to consolidating the strategic and regulatory framework for entrepreneurship. Significant effort will be put into developing, monitoring and evaluating policies, programs and instruments dedicated to supported entrepreneurship. After a complete financing cycle from EU funding and after implementing numerous other measures, their specific outcomes and effects are yet to

Studies, instruments,

reports(Number)

0

2 2 2 2

53



be fully analyzed. As such, in order to better substantiate the proposed measures and initiatives and to enable evidence-based decision-making, MBETE activity will also focus on: monitoring and evaluating the different financing programs dedicated to stimulating entrepreneurship and business creation; analyzing and updating the regulatory and strategic framework for entrepreneurship; expanding and updating the data and information available for MBETE (by enabling access to existing databases and creating new ones), as well as by consolidating its capacity for analysis and prognosis.Program 1.3. SMEs SupportResult 1.3.1. Increasing investments in SMEsM1.3.1.1. Multi-annual National Program for micro-industrialization The Program is aimed at supporting investments in priority economic sectors, increasing and modernizing the activity and competitiveness of SMEs and enabling job creation. Clearly targeting productive activities, MNPM provides de minimis grants in order to allow for buying equipment, machinery, work stations, tools and installations measurement, standardization, control, IT equipment, freight transport vehicles etc.

SMEs supported (Number)

100165 165 165 165

M1.3.1.2. Program for the development and modernization of product and service marketingThe Program for developing and modernizing product and service commercialization activities is another de minimis scheme targeted at facilitating SMEs access to finance, aimed at improving their economic and technical performance by supporting their promotion activities. Retailers and market services providers are also eligible under the program.


150200 200 200 200

M1.3.1.3. Multi-annual National Program for supporting Craftsmanship and ArtisanshipThe Multiannual National Program for Supporting Craftsmanship and Artisanship aims at stimulating small businesses in traditional and creative sectors , consolidating the small class of craftsmen and artisans, especially from rural and small urban areas and who


100

150 150 150 150

54



perform individually or are already associated. The program supports promotion of products and services on national and international markets by organizing a dedicated national fair and several workshops, round tables, trainings, presentations etc. 27 Financing is particularly directed towards those crafts which entail a large number of manually executed operations and towards relaunching traditional products and services, including popular art and artisanship.M1.3.1.4. Romanian-Swiss SME Program (Thematic Area 5)It is an initiative to support the development and growth of the competitiveness of Romanian SMEs in four priority sectors, in order to reduce the competitiveness gap with the EU average.

Supported SMEs 150 384

Result 1.3.2. Improving survival rate of SMEsM1.3.2.1. UNCTAD / EMPRETEC Romania ProgramTaking into account that one of the main obstacles affecting SMEs are related to the lack information, knowledge and skills and to the insufficient integration in business networks, an important line of action is dedicated to SME support measures. As such, the program will continue to provide training and technical assistance to existing and potential entrepreneurs and to enterprise managers, so as to improve their business abilities. At the same time, by mandate, the ministry will continue to provide a wide range or counseling, assistance and networking services.

Participants (Number)

100100 100 100 100

M1.3.2.2 Actions of counseling and networkingThis measure will support the development, monitoring and evaluation of policies, programs and instruments for SMEs, for enabling better decision-making and substantiating future initiatives. As such, MBETE will focus monitoring and evaluating the different financing lines targeting SMEs, from the point of view of their contribution to achieving the national targets and objectives set through the strategic documents

Initiatives (Number)

15 5 5 5

SMEs receiving direct support -

200 200 200 200

27 Idem 10

55



adopted at Government level; analyzing and updating the strategic and regulatory framework relevant for SMEs, such as promoting internationalization, enterprise transfer and other topics of interest; expanding and updating the data and information available for MBETE (by enabling access to existing databases, as well as creating new

information sessions

(Number)150

M1.3.2.3. Developing, monitoring and evaluating policies, programs and instruments for supporting SME competitivenessProgram 2.1. Export promotionResult 2.1.1. Increasing the number exporting companies and the value of their exportsM2.1.1.1. Export Promotion ProgramThis measure is aimed at developing the capacity of the stakeholders (public and private) involved in export promotion or internationalization of Romanian companies, with the ultimate goal of increasing total exports and consolidating the competitive position of the country. The actions included under the ESP include:- Developing the Foreign Trade Portal: http://www.portaldecomert.ro/Default.htm; - Developing and implementing programs and campaigns dedicated to the promotion of Romanian brands/trademarks;- Developing export strategies;- Providing advisory services to exporters.

Studies, analyses (Number)

01 1 1 1

SMEs participating in trade fairs,

economic missions etc. (Number)

400-600

400 400 450 600

Export strategies developed (Number)

1

1 1 1 1

Trade portal (Number)

0 1 1 1

56



0Trade promotion

campaigns developed and implemented

(Number)0

1 1 1 1

M2.1.1.2. Functioning of the External Trade NetworkOne of the key instruments for identifying opportunities and enabling business contacts is the foreign network of MBETE, that is the economic and commercial promotion offices (ECPO), functioning within the Romanian diplomatic missions abroad or in countries/commercial centers of interest for Romania. These offices perform a wide range of responsibilities for export promotion, economic cooperation and attraction of foreign investment.

Romanian participants to

export promotion events organized

(Number)100

100 100 100 100

M2.1.1.3. Program for supporting the internationalization of Romanian operators The Program is aimed at facilitating the promotion of SME products and services abroad, stimulating communication and partnership and preparing entrepreneurs for entering new markets. Through de minimis grants, beneficiaries may access funding for taking part, with their own display stand, in international trade fairs and shows; they may also take part in economic missions organized abroad, create visual identity (trademark, logo, slogan etc.), developing the website / mobile app. Other activities include training (in the country or abroad) on the topic of product/service promotion, market research, as well as other actions related to entering new markets.

Supported SMEs (Number)

5555 500 500 500

M2.1.1.4. Developing, monitoring and evaluating policies, programs and instruments for export supportThis measure focuses on delivering on the Government Program priority of achieving

Analyses (Number)0

0 1 0 0

Export promotion 3 5 5 5

57



more flexibility of the export support system, with the following necessary actions:- Defining some efficient, high-impact instruments;- Clearly defining objectives and indicators for programs;- Setting-up more clear rules and simplifying access to available instruments;

instruments developed (Number)

0

Program 3.1. FDI attractionResult 3.1.1. Increasing FDI in RomaniaM3.1.1. Organizing and/or participating in activities for promoting Romania as an investment destination The current initiatives and promotion projects implemented by MBETE will continue, by: further developing and updating the InvestRomania web portal, developing studies, analyses, briefs, event organizing and participation, developing and implementing targeted promotion campaigns etc. This requires, however, that the necessary resources are available; a dedicated program, earmarking financial resources for travel, events and promotion material would deliver significant improvements.

Events organized per year (Number)

012 12 12 12

Participants to events organized

(Number)1000

1000 1000 1000 1000

M3.1.1.2. Providing assistance to potential investorsAssistance to potential investors, as well as providing after-care services is the second main line of action under P3.1. This is provided directly through InvestRomania central office and will be complemented by the Regional Offices, once they in place. The roles of other stakeholders also need to be clarified and collaboration needs to be enhanced.

Supported investors (Number)

2020 20 20 20

M3.1.1.3. Developing, implementing, monitoring and evaluating measures for increasing FDI

Studies, reports, instruments

2 2 2 2

58



Establishing a coherent approach to FDI attraction is a priority, in terms of objectives, types of investments, location, sectors, so that incentives to investors may be awarded based on clear criteria and may generate predictable results. As such, analyzing the effectiveness and efficiency of the existing instruments, as well as developing the strategic framework will be done under this measure.

(Number)0

M3.1.1.4. Functioning of the external networkPromotion activities will also be performed by and in collaboration with the external network of MBETE. Closer links between InvestRomania and the offices abroad are necessary, as well as a common approach and shared objectives and targets.

Investment opportunities

referred to MBETE (Number)

5

10 10 10 10

Result 3.1.2 Maintaining and expanding existing investmentsM3.1.2.1. Providing assistance to existing investorsGiven the fact that during the last few years the majority of FDI flows were generated by investors already present on the Romanian market and, at the same time, taking into account to benefits of integrating FDI enterprises into the local economies, a more articulate approach in assisting is likely to generate significant results. As such, assistance to existing FDI enterprises is the third line of action to be performed and further developed

Supported investors (Number)

5

5 5 5 5

Program 4.1 Improving framework conditions for delivering the mandateResult 4.1.1. Improving efficiency and effectiveness of activityM4.1.1.1. Improving human resources management A general reform of the human resources strategy is needed to mitigate differences and skills gaps, especially as a result of frequent institutional reorganizations. An evaluation of human resources and training needs is required, as well as the establishment of a dedicated and personalized training program.

Trained personnel (Number)

112

150 150 150 150

59



M4.1.1.2. Improving managerial systems at the level of MBETEProcess improvement will require a comprehensive set of actions, dedicated to developing, updating and streamlining work procedures, implementing managerial control standards, introducing new work methods and streamlining internal communication, including through the use of digital media and adoption/development of IT tools.

Functional reviews performed

(Number)0

0 1 1 1

Updated procedures (Number)

0

10 15 15 15

Functional IT systems (Number)

00 0 1 1

M4.1.1.3. Promoting evidence-based decision-makingEvidence-based decision making should be mainstreamed at the level of the ministry, by providing access to data and information for the ministry staff (via protocols or, preferably, by connecting the ministry to integrated database which should be developed under OP Competitiveness and OP Administrative Capacity, at the level of the public administration)At the same time, significant effort should be dedicated to performing the analyses necessary for the argumentation and justification of policy measures, both under RIA requirements and as part of the evaluation process.

Studies, analyses (Number)

00 5 5 5

Publicly accessibly databases (Number)

0

0 0 1 1

M4.1.1.4. Ensuring the functioning of the MBETEGiven the shortage of resources, significant efforts should be dedicated to attracting funding and support (technical assistance) from external sources. As such, EU programs are envisaged for improving the existing resource base and enabling capacity development.

Procurement procedures

(Number/year)15

15 15 15 15

EU-funded 1 2 2 2

60



Also, a number of public tender procedures will be prepared, launched and managed (up to contract completion), so as to ensure the proper functioning of the ministry.

projects implemented

(Number)1

61

Annex 4: Institutional profile

The regulatory framework relevant for the activity of the Ministry for Business Environment, Trade and Entrepreneurship reflects the areas of responsibility designated by mandate and are divided into four different topics: business creation (entrepreneurship) and SMEs, business environment, international trade and public administration (MBETE functioning).

Given the inter-related nature of the activities covered under the first three topics, they are equally applicable to a fifth area, referring to foreign direct investment. Also, most of the pieces of legislation included under the first topic (business creation and SMEs) may as well be considered to be applicable for the second (business environment). However, they were only introduced once, where it was considered most suitable, so as to avoid unnecessary duplication.

At the same time, the enumeration below is not intended to be comprehensive but rather to present the most relevant regulatory framework for the activity of the MBETE. At the same time, with the exception of international trade, the legislative framework presented hereafter is also limited to the national legislation in force.

Enterprise creation and SMEs

Law no. 346/2004 on stimulating the creation and development of small and medium enterprises, updated;

Law no. 62/2014 amending and supplementing Law no 346/2004 on stimulating the creation and development of small and medium enterprises;

GEO no 6/2011 stimulating the creation and development of micro-enterprises by young entrepreneurs, updated;

GEO no 44/2008 on the performance of economic activities by self-employed individuals, individual enterprises or family enterprises, updated;

Law no. 58/1998 on the banking activity;

Law no. 31/1990 on trading companies, republished, updated;

Order ME - DIMMMAT28 no 698/2014 approving the Methodology for the preparation and use of the SME Test;

Order ME - DIMMMAT no 699/2014 approving the Regulation for the organization and functioning of the Group assessing the economic impact that legislation has on SMEs

GO no 77/ 2014, approved by Law no 20/2015 on national procedure in the state aid field, as well as for amending and supplementing Competition Law no 21/1996.

Business environment

Law no. 1/2005 on the organization and functioning of the cooperation*, republished, updated

28 ME-DIMMMAT = Ministry of Economy – Directorate for Small and Medium Enterprises, Business Environment and Tourism

62

Enterprise creation and SMEs

Law no. 120/2015 on stimulating individual investors-business angels;

Law no. 102/2016 on business incubators;

GEO no 27/2003 on the silent approval procedure, updated

GEO no 49/2009 on the freedom to establish the service providers and freedom to provide services in Romania, updated

GD no 803/2001 on setting up the Inter-ministerial working group for the preparation and monitoring the Action Plan improving the business environment

GD no 685/2013 amending and supplementing Government Decision no 803/2001 on setting up the Inter-ministerial working group for the preparation and monitoring the Action Plan improving the business environment

Competition Law no. 21/1996, amended, updated.

International trade

GEO 56/20.06.2016 amending and supplementing GEO 120/09.25.2002 (rep. 2008) on approving the System to support and promote exports with funding from the state budget, as subsequently amended and supplemented.

Export regime

Regulation (EU) 2015/479 of the European Parliament and of the Council on common rules for exports

Regulation (EC) 2009/116 of the Council on the export of cultural goods

Council Regulation (EC) no 428/2009 setting up a Community regime for the control of exports, transfer, brokering and transit of dual-use items

Council Directive 98/29/EC on harmonization of the main provisions concerning export credit insurance for transactions with medium and long-term cover

Import regime

Council Regulation (EEC) no 2658/87 on the tariff and statistical nomenclature and on the Common Customs Tariff (Official Journal L 256, 09/07/1987), as subsequently amended;

Regulation (EU) 952/2013 of the European Parliament and of the Council of 9 October 2013 laying down the Union Customs Code

Harmonized Commodity Description and Coding System - www.wcoomd.org

Commission Communication concerning autonomous tariff suspensions and quotas

Council Regulation (EU) no 1387/2013 of 17 December 2013 suspending the autonomous Common Customs Tariff duties on certain agricultural and industrial products and repealing Regulation (EU) no 1344/2011

Council Regulation (EU) no 1388/2013 opening and providing for the management of autonomous tariff quotas of the Union for certain agricultural and industrial products, and repealing Regulation (EU) No 7/2010

63

http://www.wcoomd.org/

International trade

Regulation (EU) no 478/2015 of the European Parliament and of the Council of 11 March 2015 on common rules for imports

Regulation (EU) no 755/2015 of the European Parliament and of the Council of 29 April 2015 on common rules for imports from certain third countries

Council Regulation (EC) no 717/2008 of 17 July 2008 establishing a Community procedure for administering quantitative quotas

Generalized system of preferences

Regulation (EU) no 978/2012 applying a scheme of generalized tariff preferences and repealing Council Regulation (EC) no 732/2008;

UN and EU sanctions – national framework

Law no 217 of 2 June 2009 approving GEO no 202/2008 on enforcing international sanctions;

GEO no 202/2008 on enforcing international sanctions;

GEO no 128/28.12.2010 amending and supplementing GEO no 202/2008 GEO no 202/2008 on enforcing international sanctions;

GD no 1541/2009 approving the Regulation for organization and functioning of the Inter-institutional Council set-up in view of ensuring the general cooperation framework in the field of enforcing the international sanctions in Romania;

MBETE

Law no. 500/2002 on public finances, as subsequently amended and supplemented

Law no. 188/1999 on the civil servants` status, as subsequently amended and supplemented

GD no. 23/2017 on the organization and functioning of the Ministry for Business Environment, Trade and Entrepreneurship

Policies and strategies

By mandate, MBETE is responsible for developing and implementing the Government Program in the field of SMEs, business environment, trade, entrepreneurship and foreign investments. Currently, there are not available any comprehensive documents stating the Romanian policy in a given area, except for strategies and plans. However, as a member state, Romania has fully committed to the EU policies which it has endorsed and transposed at national level. The core policies relevant for the activity of MBETE are presented below, together with their latest respective policy papers:

- EU SMEs policy29: Communication from the European Commission “Think Small First” - A “Small Business Act” for Europe {SEC(2008) 2101} {SEC(2008) 2102}, updated30;

- EU single market policy31: Communication from the Commission - Upgrading the Single Market – more opportunities for people and business32;

29 https://ec.europa.eu/growth/smes_en30 http://eur-lex.europa.eu/legal-content/en/TXT/?uri=CELEX%3A52008DC039431 https://ec.europa.eu/growth/single-market_ro32 https://ec.europa.eu/transparency/regdoc/rep/1/2015/EN/1-2015-550-EN-F1-1.PDF

64

- EU entrepreneurship policy33: Communication from the Commission ”Entrepreneurship 2020 Action Plan – Reigniting the entrepreneurial spirit in Europe” (COM/2012/0795 final) 34; EU trade35 and investment36 policy: “Trade for all – Towards a more responsible trade and investment policy” (COM(2015) 497 final)37

- EU state aid Policy38;

- EU competition Policy39.

Other important policies fall outside of the ministry’s mandate but are, nonetheless, essential for successfully achieving the intended objectives. These policies are related to employment, education and training, innovation, regional development.

The strategic framework is comprised of documents at EU and national level, as follows:

- Europe 2020 Strategy40;

- European Semester41;

- The Partnership Agreement for 2014-202042 and the subsequent Operational Programs, especially the Regional Operational Program43, Operational Program Human Resources44, Operational Program Competitiveness45;

- Government strategy for the development of the SME sector and improving the Romanian business environment – 2020 horizon (GD no 859/2014);

- National Export Strategy 2014-202046;

- National Strategy for the Sustainable Development of Romania – Horizons 203047;

- Strategy for the Territorial Development of Romania 203048;

- Competitive Romania – a project for a sustainable economic growth49;

- National Strategy for the Digital Agenda50;

- Strategy for strengthening the public administration 2014-202051.

33 https://ec.europa.eu/growth/smes/promoting-entrepreneurship_en34 http://eur-lex.europa.eu/LexUriServ/LexUriServ.do?uri=COM:2012:0795:FIN:en:PDF35 http://ec.europa.eu/trade/36 http://ec.europa.eu/trade/policy/accessing-markets/investment/37 http://trade.ec.europa.eu/doclib/docs/2015/october/tradoc_153846.PDF38 http://ec.europa.eu/competition/state_aid/overview/index_en.html39 http://ec.europa.eu/competition/consumers/what_en.html40 https://ec.europa.eu/info/strategy/european-semester/framework/europe-2020-strategy_en41 https://ec.europa.eu/info/strategy/european-semester_en42 http://www.fonduri-ue.ro/acord-parteneriat 43 http://www.inforegio.ro/ro/por-2014-2020.html 44 http://www.fonduri-ue.ro/pocu-2014 45 http://www.fonduri-ue.ro/poc-2014 46 http://www.minind.ro/strategia_export/SNE_2014_2020.pdf 47 http://www.mmediu.ro/beta/domenii/dezvoltare-durabila/strategia-nationala-a-romaniei-2013-2020-2030/ 48 http://www.mdrap.ro/dezvoltare-teritoriala/-2979 49 Available at: http://www.minind.ro/Romania_competitiva_2016/pdf/Romania_competitiva_un_proiect_pentru_o_dezvoltare_economica_sustenabila.pdf 50 https://ec.europa.eu/epale/ro/resource-centre/content/strategia-nationala-privind-agenda-digitala-pentru-romania 51 http://www.mdrap.ro/userfiles/strategie_adm_publica.pdf

65

http://www.mdrap.ro/userfiles/strategie_adm_publica.pdf

https://ec.europa.eu/epale/ro/resource-centre/content/strategia-nationala-privind-agenda-digitala-pentru-romania

https://ec.europa.eu/epale/ro/resource-centre/content/strategia-nationala-privind-agenda-digitala-pentru-romania

http://www.minind.ro/Romania_competitiva_2016/pdf/Romania_competitiva_un_proiect_pentru_o_dezvoltare_economica_sustenabila.pdf

http://www.minind.ro/Romania_competitiva_2016/pdf/Romania_competitiva_un_proiect_pentru_o_dezvoltare_economica_sustenabila.pdf

http://www.mdrap.ro/dezvoltare-teritoriala/-2979

http://www.mmediu.ro/beta/domenii/dezvoltare-durabila/strategia-nationala-a-romaniei-2013-2020-2030/

http://www.mmediu.ro/beta/domenii/dezvoltare-durabila/strategia-nationala-a-romaniei-2013-2020-2030/

http://www.minind.ro/strategia_export/SNE_2014_2020.pdf

http://www.fonduri-ue.ro/poc-2014

http://www.fonduri-ue.ro/pocu-2014

http://www.inforegio.ro/ro/por-2014-2020.html

http://www.fonduri-ue.ro/acord-parteneriat

International Treaties/ Agreements

The Accession Treaty of Romania to the European Union is the overarching treaty governing the WTO AGREEMENTS

- Final Act- Agreements establishing the WTO- Multilateral agreements on trade in goods - Agreements on agriculture- Agreement on sanitary and phytosanitary measures- Agreement on textiles and clothing- Agreement on technical barriers to trade- Agreement on trade-related investment measures- Agreement on enforcing Article VI, GATT 9 – Anti-dumping- Agreement on enforcing Article VII, GATT 9 – Customs valuation - Agreement on pre-shipment inspection- Agreement on rules of origin- Agreement on import licensing- Agreement on subsidies- Agreement on safeguards- General Agreement on Trade in Services (GATS)- Agreement on Trade-related Aspects of Intellectual Property Rights (TRIPS)- Agreement on public procurements- Understanding of the interpretation of Article XXIV of the General Agreement on Tariffs and

Trade 1994- Understanding of the interpretation of Article XVII of the General Agreement on Tariffs and

Trade 1994- Understanding on the balance of payments provisions of the General Agreement on Tariffs and

Trade 1994- Trade and environment - Dispute Settlement Understanding (DSU)- Trade Policy Review Mechanism (TPRM)

[1.] Other agreements include the Framework agreement between the Government of Romania and the Swiss Federal Council concerning the implementation of the Swiss-Romanian cooperation program to reduce economic and social disparities within the enlarged European Union (GD no 1065/2010), as well as all the Bilateral trade agreements which Romania is signatory of.

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Organizational Chart of the Ministry for Business Environment, Trade and Entrepreneurship, as per GD 23/201752

52 http://www.imm.gov.ro/documents/10197/50649/Organigrama+MMACA+29.03.2018.pdf/c2cfc576-777a-4d66-b4f0-9a0cf6f030ea

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http://www.imm.gov.ro/documents/10197/50649/Organigrama+MMACA+29.03.2018.pdf/c2cfc576-777a-4d66-b4f0-9a0cf6f030ea

Institutions and organizations under subordination, coordination or authority

For the purpose of performing its tasks, the MBECE has under its subordination 8 territorial offices (TOSMEC) in Brasov, Cluj-Napoca, Constanta, Craiova, Ploiesti, Targu-Mures and Timisoara, with responsibilities only for promoting and implementing the SME-centered programs managed by MBECE and funded from the state budget. At territorial level an important part is played by the Regional Development Agencies, with whom the MBECE has collaboration relations in almost all its field of competence.

Institutions subordinated to MBETENo. of

positions

Financing

Territorial Office for SMEs and Cooperation Braşov 10 State budget

Territorial Office for SMEs and Cooperation Cluj-Napoca 13 State budget

Territorial Office for SMEs and Cooperation Constanta 13 State budget

Territorial Office for SMEs and Cooperation Craiova 10 State budget

Territorial Office for SMEs and Cooperation Iasi 12 State budget

Territorial Office for SMEs and Cooperation Ploiesti 10 State budget

Territorial Office for SMEs and Cooperation Targu Mures 10 State budget

Territorial Office for SMEs and Cooperation Timişoara 11 State budget

Partnerships and collaborations

The MBETE partnership network, it comprises many public and private stakeholders acting at national/regional or European/international level, among which: associative structures of the business environment (business organizations, employers` associations, federations), the Export Council, bilateral Chambers of Commerce or CCIR, consultative boards, working groups, etc.

International stakeholders include: the European Commission (EC), Organization for Economic Cooperation and Development, World Bank (WB), World Trade Organization (WTO)53 (OMC), United Nations Conference on Trade and Development54 (UNCTAD), International Labor Organization55 (ILO), International Network for Small and Medium Enterprises56 (INSME), World Association of Small and Medium Enterprises57 (WASME), European Association of Guarantee Institutions58 (AECM), United Nations Industrial Development Organization (ONUDI59), European Business Angel Network60 (EBAN), World Association of Investment Promotion Agencies61 (WAIPA) etc.

53 https://www.wto.org/ 54 http://unctad.org/en/Pages/Home.aspx 55 http://www.ilo.org/global/lang--en/index.htm 56 http://www.insme.org/ 57 http://www.wasmeinfo.org/ 58 http://aecm.eu/ 59 http://www.unido.org/ 60 http://www.eban.org/ 61 http://www.waipa.org/

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http://www.waipa.org/

http://www.eban.org/

http://www.unido.org/

http://aecm.eu/

http://www.wasmeinfo.org/

http://www.insme.org/

http://www.ilo.org/global/lang--en/index.htm

http://unctad.org/en/Pages/Home.aspx

https://www.wto.org/

[2.] MBETE coordinates or takes part in several working groups at Government level, among which:

- WG Impact Assessment Normative Acts

- WG Developing and monitoring the Action Plan to improve the business environment

- WG SBA Implementation

- WG Cultural and Creative Sectors

- WG Europe 2020

Information regarding staff and budget

MBETE has 331 staff positions, excluding dignitaries and their cabinets, broken down into three State Secretary portfolios, two general directorates and 11 directorates.

Out of the 331 positions, 83 are filled by staff with economic responsibilities seconded abroad –external network of the Ministry.62 It is organized as Offices for Commercial and Economic Promotion (OCEP) within Romania`s diplomatic missions abroad (embassies or general consulates) or in countries/ commercial centers of interest for Romania.

Throughout the years, the organizational and institutional structure has changed quite often and the Ministry has been reorganized almost annually between 2007 and 2017, alongside the Ministry of Economy.

Table 14 MBETE - Organizational structure 2007-2017

Organizational structure elements 200763 200964 201365 201866

Total no of positions67 546 403 n.a. 331Positions in the external network n.a. n.a 83 83Delegated ministers - - 1 -State Secretary Cabinets 3 2 n.a. 3General Directorates 16 5 n.a 2Directorates n.a n.a n.a 11

62 http://www.dce.gov.ro/Materiale%20site/reteaua_externa/reteaua_externa_DCE.htm 63 GD 387/2007 on the organization and functioning of the Ministry of SMEs, Commerce, Tourism and Liberal Professions, repealed64 GD 4/2009 on the organization and functioning of the Ministry of SMEs, Commerce and Business Environment, repealed65 GD 47/2013 on the organization and functioning of the Ministry of Economy, repealed66 GD 23/2017 on the organization and functioning of the Ministry of Business Environment, Commerce and Entrepreneurship67 Excluding dignitaries and positions associated to the Minister`s Cabinet

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Service delivery model

In virtue of its mandate, MBETE performs the following functions:

a) Strategy-related, by which it prepares the strategy for the implementation of the Government Program in the fields of small and medium enterprises, business environment, commerce, entrepreneurship and foreign investments, as well as developing the strategies and programs for economic growth in these fields;

b) Regulatory and synthesis function, by which the regulatory and institutional frameworks needed in order to achieve the strategic objectives in its fields of responsibility are developed;

c) Representation, by which it is ensured, under the law, on behalf of the Romanian State and the Romanian Government, internal and external representation in its fields of activity, including in respect to European affairs;

d) Implementing the provisions in the Treaty of Accession of Romania to the European Union for its fields of responsibility;

e) State authority function:

- It controls the unitary enforcement and compliance with the legal provisions in its fields of responsibility, as well as the control over how the entities under its subordination are functioning;

- By which it exerts the functions of coordination of policies and measures aimed at encouraging and stimulating SMEs, monitoring and evaluating them, through the territorial offices for small and medium enterprises;

- By which it is ensured that the task and obligations falling upon the Romanian Institute for Foreign Trade are carried out.

f) Of managing the public property in its fields of responsibility; g) Of coordinating at national level, together with other authorities interested, the activities

related to the international economic relations, commercial flows and economic cooperation, ensuring the secretariats for the Intergovernmental Economic Collaboration Commissions with other States and preparing the economic component for the meetings held at the Government level;

h) Of absorbing the funds given by the European Union in the fields under its responsibility; i) Of collaborating with the social partners.

When performing its functions, the Ministry has general or specific tasks in its fields of competence, which are detailed in GD 23/2007:

- 23 general tasks;- 66 tasks in the fields of trade, commercial policy and international economic relations;- 38 tasks in the fields of SMEs, cooperation and business environment;- 23 tasks in field of foreign investments.

As for providing services for citizens and companies, these are related to the activity of economic operators. However, most of them are managed by third parties (other ministries, institutions or public authorities), be it setting-up or managing a business, payment of taxes, employing labor force, implementing commercial contract, insolvency or bankruptcy, etc.

MBETE is a national contact point for:

a) SME Envoy;

b) SBA;

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c) COSME;

d) Investment Plan for Europe (Juncker).

The services provided directly to economic operators are related to:

a) Funding for entrepreneurs and companies, through the SME national programs;

b) Issuing certificates on the compliance of the status of associations or county/national unions of cooperative companies;

c) Technical assistance, support and consultancy services for foreign investors;

d) Support the economic agents` participation to international fairs and missions;

e) Information, either face-to-face, by phone, website, newsletter, different materials;

f) Counseling;

g) Training in entrepreneurship, business management, etc.

h) Market studies

i) Replies to petitions and complaints

Access to finance for entrepreneurs and enterprises takes place with the support of the territorial offices, responsible with monitoring the projects during their implementation. The services from c)-g) can be provided either directly, through the Ministry staff, or by contracting external providers.

Other services refer to supporting other institutions with background documents and information in its field of responsibility, including drafting of mandates for state officials.

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SWOT Analysis

Sector / Organization Strengths Weaknesses

Business Environment, SMEs, Entrepreneurship

Approach based on budgetary programs

Numerous but fragmented programs and small sized

General upward trend of the economic and trade performance (improving Romania´s position in international rankings);

The existence of potentially competitive sectors (e.g. the electrical and electronic equipment sector, the automotive sector, the ICT sector, the apparel industry, the food industry, the furniture industry, etc.) and smart specialization (e.g. the Bioeconomy, the information and communications technologies, the energy and the environment, the eco-technologies);

High entrepreneurial spirit.

Too few enterprises active in the economy;

Too few medium-sized enterprises; Too few enterprises active in

production areas; Two-thirds of the new enterprises

go out of business in the first year of life;

Insufficient development of competitive economic clusters at regional/local level;

The persistence of business organization structures and competitive strategies developed over 40 years of communist economy, structures that delayed the transformation processes

Labor force shortage

Trade, investment Portfolio/project management approach

The presence of skills for new media tools use and for innovative communication and promotion channels use

Poor functional link with the external network

The gradual increase of visibility on international markets reflected by the increasing global market share of the goods export from industries and agriculture

The increase of FDI volume in Romania

Low international investment of Romanian companies

Trade opening occurs at low performances (low value-added products with low technological intensity)

Unbalanced territorial development

Overall administrative capacity

Small but professional teams, dedicated to the priority fields

Organizational instability Lack of human resources Limited financial resources for the

implementation of programs

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Sector / Organization Strengths Weaknesses

Scarce material resources, especially IT equipment/software

Poor support services, particularly IT/procurement (understaffed)

Sector / organization

Opportunity Probability


Untapped potential local demand Medium

SMEs access to resources (natural, financial, etc.) High

The existence of an untapped competitiveness potential (cultural and creative sectors, for example.)

High

Public pressure for simplifying regulations aimed at business

High

Implementation of EU programs and strategies for SMEs (e.g. SBA)

High

Substantial reconfiguration of the production and trade structure

High

Trade, investment Relocation of industries - west/east, including services

High

The geopolitical situation, especially towards Russia, Turkey and Greece

High

The development of sectors with competitive potential

Medium

Opening up new markets High

Using the new technologies and the virtual environment

High

Administrative capacity

Changes in the regulatory framework regarding the salaries of staff paid from public funds and employing staff outside the organizational chart

High

European funded projects that allow attracting specialized human resources

High

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Sector / organization Threat Probability Impact


Labor force shortage High High

High risk aversion among SMEs High High

The instability of the regulatory framework

High High

The bureaucracy and the administrative burden on the business sector

High High

The instability/financial crisis, based on unsustainable growth, decrease in collected revenues to the state budget and public expenditure growth (repeating the scenario of 2008)

Low High

Trade, investment The decrease of FDI flows at international level

Medium High

The unattractive business infrastructure for developing investment projects

High

The gradual increase in labor costs High High

BREXIT High Low

The competition from other investment destinations

High High

Administrative capacity Maintaining organizational instability High High

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PESTLE Analysis

PESTLE Analysis – POLITICAL FACTORS

Factor Impact Probability Implications

Measures to reduce/eliminate the risks / Measures to

capitalize on opportunities

Democratic state, with solid and stable principles

Positive High Attractive and suitable environment for economic development

Promoting the advantages that Romania has in terms of investment

Frequent policy changes at the government level

Negative High Uncertainty of the strategic directions, the extension of the decision making processes, the fruitless efforts

The cross political parties ownership of the national priorities

The annual budgeting, per programs

The interest of the main political forces to attract foreign investment

Positive High Favorable conditions for attracting investment in the priority areas for Romania


Favorable geopolitical context for investment, especially towards Russia, Turkey and Greece

Positive High Favorable conditions for attracting investments


Tense geopolitical atmosphere

Negative Medium The need to strengthen the position within the region, the EU and NATO

Increased expenses for investment in the defense industry

Unprecedented wave of migration from the conflict areas

Negative High Large flow of immigrants, social and labor market pressures; pressure on the state budget

Promoting and defending the national interests of Romania within the EU to adopt a favorable common policy on migration and to adopt a coherent strategy on the management of the migration phenomenon in Romania

The implementation of Positive High Stability and Promoting the interests of

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PESTLE Analysis – POLITICAL FACTORS


Measures to reduce/eliminate the risks / Measures to

capitalize on opportunities

the EU programs and strategies, as a member state

predictability in the implementation of the public policy measures

Romania in the EU

Taking over the objectives of the EU as anchors for the public policies in Romania

The upcoming EU Council Presidency in 2019

Positive High Promoting and supporting the priorities of Romania on the European agenda and strengthening the administrative capacity of the institutions involved

Preparing the future presidency, ensuring the necessary human resources and their proper preparation

PESTLE Analysis – ECONOMIC FACTORS


Measures to reduce/eliminate the risks / Measures to capitalize on opportunities

Pressure to increase salaries generated by the increases in the public sector

Negative High Loss of competitiveness based on labor force costs, especially in some labor-intensive sectorsIncreased vulnerability of the economic sectors where the labor force costs are high and the amplitude between the average/median wage and the minimum wage is reducedThe vulnerability of

Investments in (re) technology, energy efficiency, etc. to increase the labor productivity to compensate for the salary costs increase

The implementation of a fiscal policy to compensate for the labor costs burden increase

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some geographical areas dependent on these sectors, in terms of unemployment

The existence of an untapped competitiveness potential (e.g. circular economy)

Negative High Failure to take some investment opportunities Suboptimal development

The development and the implementation of public policies geared towards the development of sectors with high competitive potential

New markets that can be opened

Positive Medium Increasing the international presence of Romanian companies

Promoting Romanian companies and products for export.

Strengthening trade relations with other countries

European funded projects that allow attracting specialized human resources

Positive High Increasing the administrative capacity

Accessing available funding and staff recruitment

Maintaining this staff after the completion of the European funding by amending the organizational chart and providing the budgetary resources

The instability/financial crisis, based on unsustainable growth, decrease in collected revenues to the state budget and public expenditure growth (repeating the scenario of 2008)

Negative Medium The slowdown of the economic development

Avoiding pro-cyclical measuresLimiting the measures with a potential negative impact on the business environment (e.g. raising the minimum wage)Improved revenue

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collection to the state budget

Compliance with the agreed fiscal budgetary framework and the prudential norms

The significantly higher supply of imported products, to the detriment of the domestic ones

Negative High The domestic demand covered by imported products, to the detriment of locally manufactured products

Supporting the access of Romanian producers to the market, promoting Romanian products

PESTLE Analysis – SOCIAL FACTORS

Factor Impact Probability ImplicationsMeasures to reduce/eliminate the risks / Measures to capitalize on

opportunities

Unfavorable demographic trends

Negative High The lack of labor resources in the medium and long term

Adopting a strategy and implementing measures to enhance the birth rate, the retention of young people in the country and the return of diaspora, especially before the end of their working life

Lack of trained labor force in areas required by the labor market

Negative High Difficulties in developing/ expanding businesses

Difficulties in attracting investors

Reconfiguring the regulatory framework regarding the vocational training for adults, facilitating the involvement of employers in the training process (initial and ongoing), updating the national qualifications framework, encouraging labor mobility, supporting work-based learning (apprenticeships, internships, continuous professional training etc.)

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PESTLE Analysis – SOCIAL FACTORS


opportunities

Decoupling the management of vocational and technical educational units from the didactic management and the business orientation

High levels of poverty and poverty in labor

Negative High Reduced domestic demand for domestic quality products and the preference for cheap products, usually imported

Promoting measures to reduce poverty, rebalancing the profit distribution ratio between capital and labor (now 70/30%), activating the labor force and replacing social benefits with services

PESTLE Analysis - TECHNOLOGICAL FACTORS


opportunities

Using the new technologies and the virtual environment

High High Capitalization of development niches for companies in Romania

Increasing investment attractiveness

Increased use of the new technologies and the virtual environment in the relationship between the state and the private environment

Supporting the introduction, use and development of new technologies in the priority areas, including services (e.g. tourism)

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PESTLE Analysis – LEGISLATIVE FACTORS


opportunities

The instability and the complexity of the regulatory framework

Negative High Thick and rigid regulatory framework, with many interconnected acts, contradictions and ambiguities

It generates uncertainty and high administrative costs

The evaluation of the administrative barriers for the business environment, per sectors concerned

Continuing the de-bureaucratization process

Ensuring the integration of IT systems in the public administration

Changes in the regulatory framework regarding the salaries of staff paid from public funds and employing staff outside the organizational chart

Positive High Increasing the administrative capacity

Motivating staff

Supporting and accelerating the adoption of the measures provided

PESTLE Analysis – ENVIRONMENTAL FACTORS


opportunities

Increased pressure (regulatory, consumer etc.) to shift to environmentally friendly technologies

Positive High Increased costs for economic operators in the short term

Providing incentives and support measures, a reasonable phase-in calendar

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Annex 5 Legislative proposals in the Annual Government Working Plan submitted by the Ministry for the Business Environment, Commerce and

Entrepreneurship for 2018

Nr. crt. Proiectul de act normativ prevăzut în PALG Data estimată pentru înaintare în

ședința Guvernului

1. Draft Law on Participatory Financing of Small and Medium Enterprises (crowdfunding)

2. Draft law for amending and completing the Law no. 120/2015 on the stimulation of individual business-angels investors (published in the Official Gazette, Part I No. 382 of 02 June 2015, in force since 17 July 2015)

3. Government Decision approving the National Strategy for Sustainable Development of Romania through Investments (SNDDRI)

Competența face diferența!Proiect selectat în cadrul Programului Operațional Capacitate Administrativă cofinanțat de Uniunea

Europeană, din Fondul Social European

Competence makes a difference!Project selected under the Administrative Capacity Operational Program, co-financed by European Union

from the European Social Fund

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