Uzbekistan has achieved sustained growth through its gradual transition to a market-based economy through cautious economic policy reforms. Despite its gradual approach to development challenges, the country experienced the smallest output decline among former Soviet economies and enjoyed high rates of economic growth from 2004 to 2015, largely driven by the high prices of its major export commodities. However, the drop in the global prices of many key commodities in recent years have severely impacted Uzbekistan's economy. Under these circumstances, the new government introduced major reforms. The pace of reform is unprecedented. The government has formulated its long-term economic strategy in its Vision 2030, which aims to double the country's gross domestic product by 2030 through a program of economic diversification. This book analyzes how Uzbekistan can boost sustainable economic growth to create more and better jobs. It considers how the country can consolidate achievements from recent policy reforms and maintain reform efforts to accelerate sustainable growth. Policy recommendations cover fostering macroeconomic stability, increasing investment in physical infrastructure, enhancing human capital, improving firms' access to finance, and lowering barriers to international trade and foreign investment inflows.

This book analyses how Uzbekistan can boost sustainable economic growth to create more and better jobs. It considers how the country can consolidate achievements from recent policy reforms and maintain reform efforts to accelerate sustainable growth. Policy recommendations cover fostering macroeconomic stability, increasing investment in physical infrastructure, enhancing human capital, improving firms' access to finance, and lowering barriers to international trade and foreign investment inflows.

This report stems from the work initiated in the Systematic Country Diagnostic (SCD) forUzbekistan in May 2016, which identified the quality of job creation as a central, cross-cuttingtheme. The SCD emphasized that "over the medium term, creating high-productivity, high-paying jobs for Uzbekistan's growing population will be vital to sustaining economic growth, reinforcing social stability, and enabling further improvements in the welfare of households in the bottom 40 percent of the income distribution. Uzbekistan can expect to develop higher-paying jobs as it transitions from a factor-driven economy to an efficiency-driven economy." However, given data constraints, the SCD cited the need for a more detailed analysis and assessment of various dimensions of economic data, based on additional data. This report builds on the SCD and represents a further step in an ongoing strategic and analytical engagement with Uzbekistan. In this context, the report deepens the analysis of the two key factors contributing to growth in GDP per capita in Uzbekistan: growth in labor productivity and growth in employment. This new analysis was possible by applying the growth decomposition tool to new data disaggregated by sectors of the economy and new data on constraints to productivity and employment growth generated by the three enterprise surveys conducted for this report. These surveys were carried out in 2013 and 2017 in five subsectors of Uzbekistan's manufacturing sector (machinery building, chemicals and petrochemicals, light industry, food processing, and construction materials). The same questionnaire was used to survey 122 large firms in 2013, 111 large firms in 2017, and 478 small firms in 2017 across six regions of Uzbekistan. The survey data allowed a more systematic diagnostic analysis of Uzbekistan's growth challenges and the identification of the most binding constraints to jobs and productivity, which will help ensure more tailored and relevant policy advice.

This report stems from the work initiated in the Systematic Country Diagnostic (SCD) forUzbekistan in May 2016, which identified the quality of job creation as a central, cross-cuttingtheme. The SCD emphasized that "over the medium term, creating high-productivity, high-paying jobs for Uzbekistan's growing population will be vital to sustaining economic growth, reinforcing social stability, and enabling further improvements in the welfare of households in the bottom 40 percent of the income distribution. Uzbekistan can expect to develop higher-paying jobs as it transitions from a factor-driven economy to an efficiency-driven economy." However, given data constraints, the SCD cited the need for a more detailed analysis and assessment of various dimensions of economic data, based on additional data. This report builds on the SCD and represents a further step in an ongoing strategic and analytical engagement with Uzbekistan. In this context, the report deepens the analysis of the two key factors contributing to growth in GDP per capita in Uzbekistan: growth in labor productivity and growth in employment. This new analysis was possible by applying the growth decomposition tool to new data disaggregated by sectors of the economy and new data on constraints to productivity and employment growth generated by the three enterprise surveys conducted for this report. These surveys were carried out in 2013 and 2017 in five subsectors of Uzbekistan's manufacturing sector (machinery building, chemicals and petrochemicals, light industry, food processing, and construction materials). The same questionnaire was used to survey 122 large firms in 2013, 111 large firms in 2017, and 478 small firms in 2017 across six regions of Uzbekistan. The survey data allowed a more systematic diagnostic analysis of Uzbekistan's growth challenges and the identification of the most binding constraints to jobs and productivity, which will help ensure more tailored and relevant policy advice.

Fourth Industrial Revolution (4IR) technologies have brought about unprecedented changes to labor markets, and the coronavirus disease further hastened digital transformations. While the application of 4IR technologies spell opportunities for productivity growth and income gains, they also create challenges, including job losses. Investing in skills for 4IR and incorporating 4IR technologies in the delivery of training can smoothen the transition to 4IR workplaces. To provide insights on the opportunities of 4IR, studies were undertaken in three countries—Azerbaijan, Pakistan, and Uzbekistan. This report, focusing on Uzbekistan, presents evidence from surveys of employers and training institutions, as well as an analysis of job portals for the agro-processing and transportation and storage sectors. It lays out policy directions and actions to harness the benefits of 4IR for growth, employment, and inclusive development.

Fourth Industrial Revolution (4IR) technologies have brought about unprecedented changes to labor markets, and the coronavirus disease further hastened digital transformations. While the application of 4IR technologies spell opportunities for productivity growth and income gains, they also create challenges, including job losses. Investing in skills for 4IR and incorporating 4IR technologies in the delivery of training can smoothen the transition to 4IR workplaces. To provide insights on the opportunities of 4IR, studies were undertaken in three countries—Azerbaijan, Pakistan, and Uzbekistan. This report synthesizes findings and analysis from the three studies, drawn from (i) surveys of employers and training institutions, (ii) data collected from selected job portals in the three countries, and (iii) review of policies and strategies relating to 4IR. It lays out policy directions and actions to harness the benefits of 4IR for growth, employment, and inclusive development.

Tajikistan and other countries in Central Asia, such as Kazakhstan, the Kyrgyz Republic, Turkmenistan, and Uzbekistan, are striving to align technical and vocational education and training (TVET) with their economic realities. Job shortage and the gap between TVET and the needs of employers must be addressed by these countries. This publication details how TVET has evolved in Tajikistan and other countries in the region. It recommends improvements through the use of a labor market information system to match skills supply with industry demand, decentralization of governance and management, integration of information and communication technology for lifelong learning, and intensified regional collaboration and experience sharing.