natgillin/translations-raw huggingface dataset:
I 1997 blev CMdR overtaget af det italienske selskab Marinvest, som i juli 2000 solgte værftet videre til den britiske koncern Cammell Laird.
In 1997, CMdR was taken over by the Italian company Marinvest, which later on, in July 2000, sold it to the British group Cammell Laird.
Samtidig overtog Cammell Laird også de to andre reparationsværfter i Marseille, Marine Technologie og Travofer.
At the same time, Cammell Laird also took over the other two Marseille ship repair yards, Marine Technologie and Travofer.
Cammell Laird ville samle de tre selskaber i ét enkelt, nemlig CMdR, og omlægge deres arbejde fra skibsreparationer til ombygning af skibe.
Cammell Laird intended to reorganise the three companies within CMdR as a single undertaking and switch the activities from ship repair to ship conversion.
Fra juli 2000 til juli 2002 blev antallet af ansatte hos CMdR betydeligt formindsket på grund af »asbestafgangen«, dvs. pensionering af arbejdstagere, der var blevet syge på grund af asbest.
Between July 2000 and July 2002, the workforce at CMdR had significantly decreased due to ‘asbestos departures’, i.e. the retirement of workers whose health had been affected by exposure to asbestos.
I betragtning af den forventede omstrukturering blev disse ansatte ikke erstattet.
In view of the objective of restructuring, these workers were not replaced.
CMdR's aktiviteter blev derfor reduceret, men værftet fortsatte ikke desto mindre med at reparere skibe indtil betalingsstandsningen.
The activities of CMdR were reduced accordingly, yet CMdR continued to pursue ship repair until its bankruptcy.
Som følge af Cammell Lairds konkurs i 2001 kom CMdR i vanskeligheder.
Following the bankruptcy of Cammell Laird in 2001, CMdR got into difficulties.
Den 31. juli 2001 indledte handelsretten i Marseille en konkursprocedure mod CMdR.
On 31 July 2001, the commercial court of Marseille opened bankruptcy proceedings in respect of CMdR.
Selskabet CMR, der blev oprettet den 20. juni 2002, fremsatte et overtagelsestilbud for CMdR til handelsretten i Marseille, der godkendte overtagelsesplanen den 20. juni 2002.
CMR, a company set up on 20 June 2002, placed its takeover bid for CMdR at the commercial court of Marseille, which accepted the sale plan on 20 June 2002.
Som led i konkursproceduren overtog CMR således CMdR's aktiver til en pris af 1001 EUR (dvs. en symbolsk euro for aktiverne og 1000 EUR for lagrene).
Thus, in the context of the CMdR bankruptcy proceedings, CMR bought CMdR’s assets for a price of EUR 1001 (consisting of one symbolic euro for the assets and EUR 1000 for stocks).
Ifølge CMR's balance indledte selskabet sin virksomhed i 2002 uden gæld.
The information shown on CMR’s balance sheet indicates that CMR started its operation in 2002 without debts.
Frankrig havde oprindeligt oplyst, at CMR også havde overtaget det igangværende arbejde.
France initially indicated that CMR also took over the work in progress.
I henhold til den franske sociallovgivning i forbindelse med indstilling af kommercielle aktiviteter (artikel L 122 12, stk. 2, i arbejdsloven) var CMR også forpligtet til at overtage samtlige arbejdskontrakter og bibeholde deres betingelser med hensyn til kvalifikationer, aflønning og anciennitet.
Moreover, in compliance with French social security legislation on the sale of business activities (Article L 122-12, paragraph 2 of the Labour Code), CMR was obliged to take over all the labour contracts with unchanged conditions regarding skills, pay and seniority.
Desuden skulle CMR overtage dels lønforpligtelser, der var indgået før overtagelsen, på 500000 EUR i forbindelse med »asbestafgangen«, dels skyldige lønninger (betalt ferie) på 620000 EUR, og disse to tal svarer til de tal, som Frankrig oprindeligt fastsatte.
Likewise, CMR had to take over, firstly, wage obligations entered into before the takeover in the amount of EUR 500000 related to the departures of asbestos affected workers and, secondly, outstanding salaries (paid leave) in the amount of EUR 620000, these two figures being those initially quantified by France.
Frankrig har meddelt Kommissionen, at CMR i marts 2003 havde 100 beskæftigede inden for produktion, mod et gennemsnit på 184 i de foregående fem år.
France informed the Commission that by March 2003 CMR employed 100 production workers as compared to the average of 184 in the five preceding years.
CMR ejes af fem aktionærer, hvoraf den ene er administrerende direktør.
CMR is owned by five shareholders, one of which acts as the managing director.
Driftsplanen
The business plan
For at genskabe rentabiliteten inden for skibsreparationer i Marseille må der ifølge Frankrig træffes en række interne foranstaltninger i CMR.
According to France, restoring the viability of ship repair activity in Marseille requires the implementation of a series of measures within CMR.
Der er derfor udarbejdet en femårig driftsplan.
To this end, a five-year business plan was drawn up.
CMR skulle fra CMdR have arvet en række omkostninger (»asbestafgangen«, lønninger (betalt ferie)) og en række vanskeligheder, som f.eks. færre kunder inden for skibsreparationer i Marseilles havn.
CMR is said to have inherited from CMdR a number of charges (‘asbestos departures’, salaries (paid leave)) and difficulties such as loss of clientele seeking ship repair in the port of Marseille.
Frankrig hævder derfor, at CMR må omstruktureres. Frankrig erkender, at et enkelt skibsreparationsværft i Marseille (nemlig CMR) opfylder behovene på skibsreparationsmarkedet.
France recognises that the existence of a single ship repair undertaking in Marseille (i.e. CMR) is in line with the needs and potential of the ship repair market.
Driftsplanen, som Frankrig kalder en omstruktureringsplan, omfatter en række foranstaltninger, som skal løse CMR's problemer.
The business plan, which France designates as a restructuring plan, is intended to tackle the problems encountered by CMR by adopting a series of measures.
Først og fremmest skal Cammell Lairds tidligere strategi, der bestod i at omlægge reparationsvirksomheden til ombygning af skibe, ændres, således at CMR vender tilbage til sin traditionelle reparationsvirksomhed.
Firstly, the previous strategy pursued by Cammell Laird of switching from ship repair to ship conversion will be reversed and CMR will resume its traditional activity of ship repair.
Desuden skal CMR træffe følgende foranstaltninger, som beskrevet af Frankrig: nedbringelse af strukturomkostningerne, computerstøttet forarbejdning, styrkelse af ledelsens ansvar, streng styring af udlicitering og udvikling af multifunktionel kapacitet.
In addition, CMR will undertake the following steps, as described by France: reduction of structural costs, computer-assisted design, giving the management and the executive personnel greater responsibility, strict management of subcontracting and the development of multi-task capacities.
Endelig skal den foretage en række investeringer og lægge særlig vægt på uddannelse og specialisering af personalet.
Finally, some investment will be carried out and special attention will be given to training and specialisation of the staff.
Så snart virksomheden har genvundet sin markedsstilling, vil den også kunne søge at tiltrække skibsredere uden for Marseille, som ejer mere specielle skibe (f.eks. krydstogtskibe, færger og gastankskibe), og som ikke betragter prisen som det eneste kriterium, når de skal afgive ordrer.
Once the company has repositioned itself on the market, it will also be able to seek to attract ship owners of more sophisticated vessels (such as cruise ships, passenger liners and gas tankers) who are not based in Marseille and for whom the price is not the only criterion for placing an order.
Frankrig har fremlagt to versioner af CMR's driftsplan.
France submitted two versions of CMR’s business plan.
Anmeldelsen var baseret på en plan med en optimistisk hypotese, nemlig en omsætning på 30 mio. EUR i 2006, mens en mere forsigtig plan (i det følgende benævnt »den forsigtige hypotese«) var blevet udarbejdet efter anmodning fra handelsretten i Marseille (en omsætning begrænset til 20 mio. EUR om året fra det tredje år og indtil driftsplanens ophør).
The notification was based on a plan involving a high operation hypothesis, with turnover amounting to EUR 30 million in 2006 (the high hypothesis). A second, more prudent, plan (the low hypothesis) was drawn up at the request of the commercial court of Marseille (turnover limited to EUR 20 million a year from the third year until the completion of the business plan).
Vurderingen af virksomhedens drift er derfor blevet ændret, og tabel 1 indeholder denne nye vurdering.
The estimate of the company’s operation changed accordingly and Table 1 below reproduces these new estimates.
Den forventede udvikling i CMR's drift (den forsigtige hypotese) [4] [3] [4]
Anticipated trend in CMR’s operation (the low hypothesis) [4] [3] [4]
(euro)
(in euro)
Drift
Operation
(6 mdr.)
(6 months)
Driftsomkostninger
Operating costs
Indkøb af produkter
Purchases of goods
Indkøb hos underleverandører
Purchases from subcontracting
Andre indkøb og eksterne omkostninger
Other purchases and external costs
Lønninger
Salaries and wages
Betalt ferie
Paid holidays
»Asbestafgang«
‘Asbestos departures’
Personaleomkostninger i alt
Total personnel costs
Personaleomkostninger og bistand i alt
Total personnel charges and assistance
Skatter
Taxes
Driftsomkostninger i alt
Total operating costs
Støtte [5]
Subsidy [5]
Resultat efter skat
Net operating result
Ifølge Frankrig bygger driftsplanen på reparationsværfternes omsætning i Marseille, før Cammell Laird-koncernen kom i vanskeligheder i 2000, og på CMR's mulighed for at opnå tilsvarende resultater i løbet af to år.
According to France, the business plan is based on the turnovers generated by the ship repair companies in Marseille before the Cammell Laird group experienced difficulties in 2000 and on the capacity of CMR to achieve similar levels within two years.
Frankrig understreger desuden, at planen tager hensyn til kundestagnationen på overtagelsestidspunktet, og at den vedtagne fremgangsmåde er endnu mere forsigtig end den forsigtige hypotese.
France also stresses that the project takes account of the stagnation in the level of customers at the time of the takeover and that the approach adopted is even more prudent in the low hypothesis.
Omkostningerne ved gennemførelsen af driftsplanen på grundlag af den forsigtige hypotese, dvs. det, Frankrig kalder omstruktureringsomkostningerne, er nærmere angivet i del 1 i tabel 2.
The costs of implementing the low hypothesis business plan, i.e., according to France, the costs of restructuring, are specified in Part 1 of Table 2 below.
Som omstruktureringsomkostninger betragter Frankrig også udgifterne i forbindelse med »asbestafgangen«, og de skyldige lønninger, (betalt ferie), da alle disse omkostninger påhvilede virksomheden inden overtagelsen.
France further claimed as restructuring costs charges related to ‘asbestos departures’ incurred before the takeover and outstanding salaries (paid leave) incurred before the takeover.
Disse omkostninger figurerer i del 2 i tabel 2, og der er taget hensyn til de ændrede tal, som Frankrig fremsendte ved brev af 29. januar 2004.
These costs are outlined in Part 2 of Table 2 below, taking into account reviewed figures provided by France in its letter of 29 January 2004.
Omkostningerne ved CMR's omstrukturering
Claimed costs of restructuring CMR
Investeringer i omstrukturering og vedligeholdelse (2002-2006):
Investment in restructuring and maintenance (2002 to 2006):
initialinvesteringer
Initial
årlige investeringer (4 × 100000 EUR)
Annual (4 × EUR 100000)
Lagre
Inventories
Uddannelsesbehov: 200 timer pr. ansat [6]
Training needs: 200 man/hours [6]
Del 1 i alt
Subtotal 1
Del 2 i alt
Subtotal 2
I ALT (del 1 og del 2)
Total (Subtotal 1 + Subtotal 2)
De samlede omkostninger, der betragtes som nødvendige for at sætte CMR i drift igen, beløber sig således til 3649494 EUR.
The total costs deemed necessary to launch CMR are thus EUR 3649494.
De finansielle foranstaltninger
The financial measures
Frankrig oplyser, at de 3649494 EUR, som CMR har brug for, finansieres gennem lån og tilskud fra offentlige og private kilder, jf. tabel 3.
According to France, the EUR 3649494 required by CMR is to be financed by loans and grants provided from public and private sources as outlined in Table 3 below.
Frankrig vedtog den 3. maj 2002 en foreløbig beslutning om at yde CMR statsstøtte, det vil endda sige, inden CMR blev oprettet, og inden selskabet overtog CMdR's aktiver.
France adopted a preliminary decision to grant public support to CMR on 3 May 2002, i.e. even before CMR was set up and before CMR took over the assets of CMdR.
En juridisk bindende beslutning om støtte blev vedtaget den 26. juni 2002.
A legally binding decision to grant the support was issued on 26 June 2002.
Finansielle foranstaltninger i forbindelse med omstruktureringen af CMR
Financial measures related to the restructuring CMR
Del 1 — Offentlig støtte
Part 1 — Public contributions
Den franske stat
French central government
Regionen Provence-Alpes-Côte d’Azur
Conseil régional of Provence Alpes-Côte d’Azur
Departementet Bouches-du-Rhône
Conseil général of Bouches-du-Rhône
Marseille by
City of Marseille
Del 2 — Privat støtte
Part 2 — Private contributions
Kapitaltilførsel fra aktionærerne
Shareholders’ capital contribution
Banklån
Bank loans
Frankrig anfører, at lånebetingelserne kan opstilles som i tabel 4.
According to France, the conditions governing the payment of this loan can be represented as in Table 4.
I september 2003 fik CMR udbetalt et beløb på 800000 EUR.
In September 2003, an amount of EUR 800000 was paid to CMR.
Betingelserne for udbetaling og tilbagebetaling af lånet til CMR
Conditions under which the loan to CMR is paid out and repaid
Udbetalingsår
Year of payment
Tilbagebetalingsår
Year of repayment
Den private støtte blev ydet som kapitaltilførsel fra CMR's aktionærer (610000 EUR) og banklån (1830000 EUR).
The private contributions are described as capital contributions of shareholders of CMR (EUR 610000) and bank loans (EUR 1830000).
Bankerne havde ikke krævet nogen form for særgaranti for banklånene, undtagen hvad følgende angår.
The bank loans did not involve any request for special guarantees by the banks, except as regards the following aspects.
En del af CMR's aktiver finansieres gennem en leasingkontrakt, dvs. at den forbliver bankernes ejendom, indtil lånet er tilbagebetalt.
A part of CMR’s assets is financed by means of leasing, i.e. it remains in the ownership of the banks until the loan is paid back.
En anden del af CMR's aktiver er pantsat, og det betyder, at CMR kan miste ejendomsretten til fordel for bankerne, hvis lånet ikke tilbagebetales på de aftalte betingelser.
Another part of CMR’s assets is subject to mortgage, which means that CMR could lose ownership of them to the banks if the loan is not repaid under the conditions agreed.
Den bank, der har ydet lånet, er den kooperative bank i Banque populaire- koncernen.
The bank that provided the loan is the cooperative bank of the Banque populaire group.
Markedsoplysninger
Market information
Frankrig oplyser, at der i de sidste 20 år har været foretaget omstruktureringer inden for den franske skibsreparationssektor på grund af den kraftige forringelse af dette marked.
According to France, the French ship repair sector has in the past twenty years been subject to restructuring due to the strong downturn within the market.
I Marseille kom reparationsværfterne i vanskeligheder, fordi de ikke havde taget hensyn til den dårlige markedsudvikling.
In Marseille, ship repair companies ran into difficulties because they had not taken account of unfavourable developments on the market.
Frankrig oplyser, at opretholdelsen af tre reparationsværfter i Marseille (Marine Technologie, Travofer og CMdR) skabte overkapacitet på markedet indtil 2002, hvor de blev overtaget af Cammell Laird.
France states that maintaining three ship repair companies in Marseille (Marine Technologie, Travofer and CMdR) until 2000 when they were taken over by Cammell Laird exceeded the capacity of the market.
Frankrig mener således, at ét enkelt reparationsværft i Marseille kan opfylde markedets behov.
France argues, however, that the existence of a single ship repair company in Marseille is in line with market requirements.
Hvad angår CMR's personale arbejdede 100 i produktionssektoren i marts 2003 mod gennemsnitlig 184 i de foregående fem år.
As regards CMR’s workforce, CMR had 100 production workers in March 2003, compared with an average of 184 in the five preceding years.
Denne nedgang i antallet af beskæftigede skyldtes også »asbestafgangen« (30 personer).
This reduction was also due to departures related to the protection of asbestos-affected workers (30 persons).
Frankrig bemærker dog, at disse personer vil blive erstattet i det omfang, hvor CMR får brug for at nyansætte arbejdskraft.
France notes, however, that these workers will be replaced in line with CMR’s recruitment requirements.
Frankrig understreger, at CMR's kapacitet ikke desto mindre er blevet reduceret på grund af lukningen af Marine Technologies og Travofers tidligere anlæg, der er blevet overdraget til Marseille havn og ikke længere anvendes til skibsreparationer.
According to France, a capacity reduction at CMR was nevertheless achieved by the closure of the former Marine Technologie site and the Travofer site, which have been returned to the port of Marseille and will no longer be used for ship repair.
Beslutning om at indlede proceduren efter EF-traktatens artikel 88, stk. 2
The decision to initiate proceedings under Article 88(2) of the EC Treaty
I beslutningen om at indlede den formelle undersøgelsesprocedure (i det følgende benævnt »procedurebeslutningen«) antog Kommissionen, at de pågældende foranstaltninger måtte betragtes som statsstøtte efter traktatens artikel 87, stk. 1.
In the decision to initiate the formal investigation procedure (hereinafter referred to as the decision to initiate proceedings), the Commission took the view that the measures constituted state aid within the meaning of Article 87(1) of the EC Treaty.
Disse foranstaltninger blev dernæst vurderet på grundlag af Rådets forordning (EF) nr. 1540/98 af 29. juni 1998 om nye regler for støtte til skibsbygningsindustrien [7] (i det følgende benævnt »skibsbygningsforordningen«) og Fællesskabets rammebestemmelser for statsstøtte til redning og omstrukturering af kriseramte virksomheder [8] (i det følgende benævnt »omstruktureringsbestemmelserne«).
The measures were then assessed under Council Regulation (EC) No 1540/98 of 29 June 1998 establishing new rules on aid to shipbuilding [7] (hereinafter referred to as the Shipbuilding Regulation) as well as the Community Guidelines on State aid for rescuing and restructuring firms in difficulty [8] (hereinafter referred to as the Restructuring Guidelines).
I procedurebeslutningen udtrykte Kommissionen tvivl om, hvorvidt de pågældende finansielle foranstaltninger kunne godkendes som omstruktureringsstøtte, dels fordi CMR tilsyneladende var en nystiftet virksomhed, der var oprettet som følge af CMdR's afvikling, dels fordi det i punkt 7 i omstruktureringsbestemmelserne er fastsat, at en nystiftet virksomhed ikke er berettiget til rednings- og omstruktureringsstøtte, selv om den i begyndelsen befinder sig i en vanskelig finansiel situation.
In the decision to initiate proceedings, the Commission expressed doubts whether the financial measures in question could be authorised as restructuring aid, considering, on the one hand, that CMR seemed to be a newly created firm emerging from the liquidation of CMdR and bearing in mind, on the other hand, point 7 of the Restructuring Guidelines, according to which a newly created firm is not eligible for rescue or restructuring aid, even if its initial financial position is insecure.
Selv om CMR kunne anses for berettiget til omstruktureringsstøtte, tvivlede Kommissionen desuden på, at de øvrige kriterier, der var nødvendige for, at der kunne ydes omstruktureringsstøtte, var opfyldt.
The Commission also doubted whether, even if CMR were deemed eligible for restructuring aid, all the other criteria stipulated for the approval of restructuring aid were met.
Kommissionen bemærkede især, at Frankrig ikke beskrev de strukturproblemer, som omstruktureringen skulle afhjælpe, men kun erklærede, at CMR's vanskeligheder fortrinsvis skyldtes CMdR's konkurs.
In particular, the Commission noted that France did not describe which structural difficulties needed to be addressed by restructuring and only stated that the difficulties at CMR resulted mainly from the bankruptcy of CMdR.
Kommissionen tvivlede derfor på, at CMR faktisk havde været udsat for sådanne strukturproblemer, og tvivlede derfor også på, at CMR's driftsplan blev vedtaget for at sikre, at CMR på ny kunne blive levedygtig inden for en rimelig frist.
The Commission therefore doubted whether CMR in fact suffered from such structural difficulties. Consequently, the Commission also doubted whether the business plan for CMR was suitable for restoring CMR’s viability within a reasonable timescale.
Desuden udtrykte Kommissionen tvivl om, hvorvidt der var foretaget kapacitetsnedskæringer som fastsat i artikel 5 i skibsbygningsforordningen.
In addition, the Commission doubted whether the capacity reductions required by Article 5 of the Shipbuilding Regulation would take place.
Den bemærkede, at Frankrig ikke havde givet mere præcise oplysninger om det antal beskæftigede, der reelt var overtaget af CMR, og at underleverancerne tilsyneladende ville blive kraftigt forøget.
It noted that France had not provided more precise information on the workforce actually taken over by CMR and that there were indications that subcontracting activities would be significantly increased.
Kommissionen tvivlede ligeledes på, at støtten blev sat i forhold til omkostningerne og fordelene ved omstruktureringen.
The Commission further doubted whether the aid was in proportion to the restructuring costs and benefits.
I denne forbindelse lagde Kommissionen til grund, at omstruktureringsomkostningerne beløber sig til 3649494 EUR, og at den samlede offentlige og private støtte beløber sig til 5930000 EUR. Finansieringen dækker dermed mere end de anførte omstruktureringsbehov.
The Commission based its view here on the information that the restructuring costs amounted to EUR 3649494 and the total amount of public and private financial contributions to EUR 5930000. The financial sources thus exceeded the claimed restructuring needs.
Med hensyn til proportionaliteten rejste procedurebeslutningen spørgsmålet om fastsættelse af nettosubventionsækvivalenten for det lån, som staten havde ydet CMR, idet den fastslog, at det i Kommissionens meddelelse om metoden for fastsættelse af referencesatsen og kalkulationsrenten [9] er anført, at referencesatsen kan forhøjes i tilfælde af særlige risici (f.eks. en virksomhed i vanskeligheder), og at præmien i sådanne tilfælde kan sættes op til 400 basispoint og endda mere.
In the context of proportionality, the decision to initiate proceedings raised the issue of determination of the net grant equivalent of the loan granted to CMR by the state, noting that, in conformity with the Commission notice on the method for setting the reference and discount rates [9], the reference rate may be increased in situations involving a particular risk (for example, a company in difficulty) and, in such cases, the premium may amount to 400 basic points or more.
Kommissionen betvivlede derfor, at hele lånet kunne betragtes som støtte.
The Commission therefore doubted whether the totality of the loan could be considered to be aid.
Hvad videre angår proportionaliteten, tvivlede Kommissionen også på, at samtlige omkostninger kunne betragtes som omstruktureringsomkostninger, idet den bl.a. nævnte omkostningerne til uddannelse af ansatte hos CMR's underleverandører.
Also in the context of proportionality, the Commission doubted whether all the costs could be admitted as restructuring costs, citing in particular the costs relating to the training of employees of CMR’s subcontractors.