In 2024, there were approximately ***** million people employed by SMEs in the European Union, Micro-sized enterprises (that employ between zero and nine people) employed approximately **** million people overall in this year, small-sized businesses (10-49 employees) employed **** million people, while medium ones (50-249 employees) employed around **** million people.

In 2025, over *** million people were employed by SMEs in Ireland, Micro-sized enterprises that employed between zero and nine people employed almost ******* people in this year, small-sized businesses (10-49 employees) employed more than ******* people, while medium ones (50-249 employees) employed around ******* people.

This statistic displays the number of persons employed by small and medium-sized enterprises (SMEs) in France in 2021. As data shows, micro-sized enterprises employed the highest number of people at approximately 3.6 million. In total, French SMEs in 2021 employed over eight million people.

Number local units or enterprises shows the number of businesses by employment size band. A local units is a place of work factory, a shop, or a branch. An enterprise can be thought of as the overall business, made up of all the individual sites or workplaces (local units). It is defined as the smallest combination of legal units (generally based on VAT and/or PAYE records) that has a certain degree of autonomy within an enterprise group. SME data can be found in these table. An SME is any business with less than 250 employees. Micro-enterprises have up to 10 employees. Small enterprises have up to 50 employees. Medium-sized enterprises have up to 250 employees. Figures are provided for VAT and/or PAYE based enterprises and local units. Where an enterprise has several local units, the location of the enterprise is generally the main operating site or the head office. Since 2008 the publication has been enhanced to include enterprises based on PAYE employers that are not also registered for VAT, extending the scope from the previous VAT based enterprise publication. This is a major change to the scope of the publication. The increase in units is most noticeable in the VAT-exempt industries of finance (J), education (M), health (N) and public administration (L, O and Q). Analysis for VAT and/or PAYE based enterprises can be found on the ONS website in their reports titled UK Business: Activity, Size and Location using the link below. Where an enterprise has several local units, the location of the enterprise is generally the main operating site or the head office. Data on size of firms (micro-business, SME, large) for business and employees in London by industry can be found on the ONS website. Trend data by MSOA is also available.

This statistic displays the number of small and medium-sized enterprises (SMEs) in the Netherlands in 2023, by company employment size. According to the DIW estimates, there were roughly **** million SME enterprises in non-financial business sectors in the Netherlands in 2023. The majority of these were micro firms, which employed less than ten employees.

The number of employed persons in micro, small, and medium-sized enterprises in Finland remained stable with a slight overall increase from 2008 to 2021. In 2014 the numbers of employees decreased slightly in micro enterprises and medium-sized enterprises.

Learn more about Market Research Intellect's SMEs Employee Engagement Software Market Report, valued at USD 3.1 billion in 2024, and set to grow to USD 5.8 billion by 2033 with a CAGR of 7.3% (2026-2033).

Abstract copyright UK Data Service and data collection copyright owner. In the UK, small and medium-sized enterprises (SMEs) now provide more employment and business turnover than large firms and public organisations together. Statistically, firms with under 250 employees in 1998 employed 57% of the workforce and accounted for 54% of turnover. This fits in with government policies to promote small businesses and self-employment more generally. Small size, however, creates problems as well as opportunities. Whereas large firms may operate with special departments to look after innovation, marketing and training needs, for example, small firms lack these resources. This can be a barrier to expansion. However, by collaborating with other SMEs on certain business functions such as joint marketing to get into or extend export markets, or by sharing non-confidential knowledge to enhance innovation capacity, they can together overcome barriers caused by small size in a relatively costless manner. The survey and interviews for this project sought to identify firms that engage in formal and informal partnerships based on mutual trust, exchanging favours, and judging reliability, credibility and reputation to be a safeguard against opportunistic behaviour. The key question asked in this research was whether firms that make use of these kinds of 'social capital' display superior or inferior business performance compared to those that do not, holding everything else as far as possible constant. By exploring different types of social capital, some based on cultural identity, ethnicity or religion, some arising from membership of a specific, perhaps geographically defined economic community or particular industry, the research aimed to show the extent to which social capital may influence economic performance and draw policy lessons accordingly. In order to investigate relationships between SME performance and social capital, operational measures of these two variables were developed and employed. The former were measured by turnover, profitability, employment and innovation performance, the latter by engagement in networks of a business, professional, social, cultural or political nature that had a bearing upon business performance. These were measured using Likert-based scaling measures. An index of area performance was drawn up for the UK to construct a sampling frame for a postal questionnaire survey capable of discriminating by spatial and economic categories of interest. Main Topics: The survey covered topics region, turnover, profit, type of industry, employment, quality standards, products and services, performance, skills, social contact and organisation membership, sharing of information and collaboration (with financial organisations, FE/HE, research institutes and other local, national or international companies), business support and consultancy, social capital and trust. Standard Measures Likert-type scales used in the questionnaire. Multi-stage stratified random sample Respondents were chosen on a random basis within a sampling frame (a specially-constructed geographical index of performance) to achieve representativeness in terms of size and sector of business. Face-to-face interview

Data collected as part of the City of Melbourne's Census of Land Use and Employment (CLUE). The data covers the period 2002-2023. It shows number of jobs and number of business establishments by business size, classified by their CLUE industry, ANZSIC1 and CLUE small area allocation. Business size is determined by the total number of jobs at ech business establishment and is categorised as follows: Non employing, no jobs allocated to the establishment.Small business, 1 to 19 jobs employed at a business establishment.Medium business, 20 to 199 jobs employed at a business establishment.Larger business, 200 or more jobs employed at a business establishment. This dataset has been confidentialised to protect the commercially sensitive information of individual businesses. Data in cells which pertain to two or fewer businesses have been suppressed and are shown as a blank cell. The 'City of Melbourne' row totals refer to the true total, including those suppressed cells.Non-confidentialised data may be made available subject to a data supply agreement. For more information contact cityfacts@melbourne.vic.gov.auFor CLUE small area spatial files see https://data.melbourne.vic.gov.au/explore/dataset/small-areas-for-census-of-land-use-and-employment-clue/mapFor more information about CLUE see http://www.melbourne.vic.gov.au/clueFor more information about the ANZSIC industry classification system see http://www.abs.gov.au/ausstats/abs@.nsf/mf/1292.0

In the UK, small and medium-sized enterprises (SMEs) now provide more employment and business turnover than large firms and public organisations together. Statistically, firms with under 250 employees in 1998 employed 57% of the workforce and accounted for 54% of turnover. This fits in with government policies to promote small businesses and self-employment more generally. Small size, however, creates problems as well as opportunities. Whereas large firms may operate with special departments to look after innovation, marketing and training needs, for example, small firms lack these resources. This can be a barrier to expansion.
However, by collaborating with other SMEs on certain business functions such as joint marketing to get into or extend export markets, or by sharing non-confidential knowledge to enhance innovation capacity, they can together overcome barriers caused by small size in a relatively costless manner.
The survey and interviews for this project sought to identify firms that engage in formal and informal partnerships based on mutual trust, exchanging favours, and judging reliability, credibility and reputation to be a safeguard against opportunistic behaviour.
The key question asked in this research was whether firms that make use of these kinds of 'social capital' display superior or inferior business performance compared to those that do not, holding everything else as far as possible constant. By exploring different types of social capital, some based on cultural identity, ethnicity or religion, some arising from membership of a specific, perhaps geographically defined economic community or particular industry, the research aimed to show the extent to which social capital may influence economic performance and draw policy lessons accordingly.
In order to investigate relationships between SME performance and social capital, operational measures of these two variables were developed and employed. The former were measured by turnover, profitability, employment and innovation performance, the latter by engagement in networks of a business, professional, social, cultural or political nature that had a bearing upon business performance. These were measured using Likert-based scaling measures. An index of area performance was drawn up for the UK to construct a sampling frame for a postal questionnaire survey capable of discriminating by spatial and economic categories of interest.

The SME data warehouse is based on existing administrative data sources from Statistics Canada and Canada Revenue Agency. Data covers tax year 2001 to tax year 2006. The SME Data Warehouse contains a complete, up to date and unduplicated list of all businesses in Canada based on Statistics Canada's Business Register for tax years 2001-2006. This product currently produces data for Small and Medium Sized Enterprises (SMEs). SMEs are defined as enterprises with less than 250 employees and less than $50 million in total revenue.

In 2024, Polish SMEs employed approximately *** million people, while large entities had around *** million employees.

According to Cognitive Market Research, the global SME Big Data market size is USD xx million in 2024. It will expand at a compound annual growth rate (CAGR) of 4.60% from 2024 to 2031. North America held the major market share for more than 40% of the global revenue with a market size of USD xx million in 2024 and will grow at a compound annual growth rate (CAGR) of 2.8% from 2024 to 2031. Europe accounted for a market share of over 30% of the global revenue with a market size of USD xx million. Asia Pacific held a market share of around 23% of the global revenue with a market size of USD xx million in 2024 and will grow at a compound annual growth rate (CAGR) of 6.6% from 2024 to 2031. Latin America had a market share for more than 5% of the global revenue with a market size of USD xx million in 2024 and will grow at a compound annual growth rate (CAGR) of 4.0% from 2024 to 2031. Middle East and Africa had a market share of around 2% of the global revenue and was estimated at a market size of USD xx million in 2024 and will grow at a compound annual growth rate (CAGR) of 4.3% from 2024 to 2031. The Software held the highest SME Big Data market revenue share in 2024. Market Dynamics of SME Big Data Market Key Drivers for SME Big Data Market Growing Recognition of Data-Driven Decision Making The growing recognition of data-driven decision making is a key driver in the SME Big Data market as businesses increasingly understand the value of leveraging data for strategic decisions. This shift enables SMEs to optimize operations, enhance customer experiences, and gain competitive advantages. Access to affordable big data technologies and analytics tools has democratized data usage, making it feasible for smaller enterprises to adopt these solutions. SMEs can now analyze market trends, customer behaviors, and operational inefficiencies, leading to more informed and agile business strategies. This recognition propels demand for big data solutions, as SMEs seek to harness data insights to improve outcomes, innovate, and stay competitive in a rapidly evolving business landscape. Growing Number of Affordable Big Data Solutions The growing number of affordable big data solutions is driving the SME Big Data market by lowering the entry barrier for smaller enterprises to adopt advanced analytics. Cost-effective technologies, particularly cloud-based services, allow SMEs to access powerful data analytics tools without substantial upfront investments in infrastructure. This affordability enables SMEs to harness big data to gain insights into customer behavior, streamline operations, and enhance decision-making processes. As a result, more SMEs are integrating big data into their business models, leading to improved efficiency, innovation, and competitiveness. The availability of scalable and flexible solutions tailored to SME needs further accelerates adoption, making big data analytics an accessible and valuable resource for small and medium-sized businesses aiming for growth and success. Restraint Factor for the SME Big Data Market High Initial Investment Cost to Limit the Sales High initial costs are a significant restraint on the SME Big Data market, as they can deter smaller businesses from adopting big data technologies. Implementing big data solutions often requires substantial investment in hardware, software, and skilled personnel, which can be prohibitively expensive for SMEs with limited budgets. These costs include purchasing or subscribing to analytics platforms, upgrading IT infrastructure, and hiring data scientists or analysts. The financial burden associated with these initial expenses can make SMEs hesitant to commit to big data projects, despite the potential long-term benefits. Consequently, high initial costs limit the accessibility of big data analytics for SMEs, slowing the market's overall growth and the widespread adoption of these transformative technologies among smaller enterprises. Impact of Covid-19 on the SME Big Data Market The COVID-19 pandemic significantly impacted the SME Big Data market, accelerating digital transformation as businesses sought to adapt to rapidly changing conditions. With disruptions in traditional operations and a shift towards remote work, SMEs increasingly turned to big data analytics to maintain efficiency, manage supply chains, and understand evolving customer behaviors. The pandemic underscored the importance of real-time data insights for agile decision-making, dr...

The dataset exists to observe the entrepreneurial activity of Austin over a long time period. The data comes from the U.S. Census County Business Pattern table and is capturing data at the Travis County level. It contains the cumulative count of firms by employee size and count of firms by employee size by industry. This data can be used to see changes of employer growth by industry; to project where workforce growth could be occurring; or to simply see how many small businesses there are in Austin.

View more details and insights related to this data set on the story page: data.austintexas.gov/stories/s/ndb5-si22

Ofcom undertakes research on the availability and experience of communications services for small and medium enterprises (SMEs) in the UK, defined as businesses with fewer than 250 employees. A survey of 1501 SMEs (0-249 employees) was undertaken using CATI (computer aided telephone interviewing). The survey data were weighted to be representative of the SME universe on size. Fieldwork took place between 9 May and 18 July 2016.

The SME Employee Engagement Software market is experiencing robust growth, driven by the increasing recognition of employee engagement's impact on productivity, retention, and overall business success. Small and medium-sized enterprises (SMEs) are increasingly adopting software solutions to streamline engagement initiatives, improve communication, and foster a positive work environment. The market's expansion is fueled by several factors, including the rising adoption of cloud-based solutions offering scalability and cost-effectiveness, the growing need for data-driven insights into employee sentiment, and the increasing focus on employee wellbeing and recognition programs. While the initial investment in these platforms may be a restraint for some SMEs, the long-term return on investment in terms of improved employee morale, reduced turnover, and enhanced productivity significantly outweighs the cost. The market is segmented by deployment (on-premise and cloud-based) and company size (small companies and medium enterprises), with cloud-based solutions dominating due to their flexibility and accessibility. The competitive landscape is dynamic, with established players like Qualtrics and Culture Amp alongside emerging innovative solutions providers constantly vying for market share. Geographic expansion, particularly in developing economies with a growing SME sector, presents substantial opportunities for growth. We project a continued strong CAGR, driven by the increasing sophistication of software features, better integration with HR systems, and the growing demand for personalized employee experiences. The forecast period (2025-2033) anticipates sustained market growth, fueled by the increasing adoption of advanced analytics and AI-powered features within employee engagement platforms. These advancements enable SMEs to gain deeper insights into employee behaviour, allowing for proactive interventions and targeted improvements to engagement strategies. Furthermore, the integration of these platforms with other HR tools like performance management systems will enhance efficiency and provide a holistic view of the employee lifecycle. However, challenges remain, including ensuring data security and privacy, navigating the complexities of employee data analysis, and effectively addressing potential resistance to technological adoption within some SME organizations. Despite these challenges, the overall trend points towards significant market expansion, driven by the undeniable link between engaged employees and successful business outcomes. The market is expected to witness considerable growth in regions like Asia Pacific and the Middle East & Africa, mirroring the expansion of the SME sector and increasing digitalization in these regions.

In 2020, small and medium enterprises (SMEs) accounted for ** percent of the total employment in the non-financial business sector in Italy. This statistic breaks this figure down by company size. According to data, micro SMEs (0-9 employees) employed some **** percent of the total workforce. Additionally, small companies (10-49 employees) accounted for **** percent.

investigates current objectives of small and medium size enterprise (SME) owners in implementing employee share ownership plans ( ESOPs); how employee share ownership in SMEs is being implemented and structured; and how the current regulatory regime structures and constrains the use of ESOPs in this sector. Also examines how employee share ownership in SMEs is regulated in other countries, such as the United Kingdom and the United States.

Employee Feedback Software Market size was valued at USD 0.48 Billion in 2024 and is expected to reach USD 1.72 Billion by 2032, growing at a CAGR of 17.70% during the forecast period 2026-2032.Global Employee Feedback Software Market DriversThe market drivers for the employee feedback software market can be influenced by various factors. These may include:Focus on Employee Engagement: Workforce satisfaction and productivity are expected to be improved through regular feedback cycles enabled by digital tools.Demand for Remote Work Enablement: Feedback platforms are anticipated to be increasingly adopted to maintain communication and monitor performance in hybrid and remote teams.