natgillin/translations-raw huggingface dataset:
Ç De Europºiske Fºllesskaber, 2006 Eftertryk tilladt med kildeangivelse
Ç European Communities, 2006Reproduction is authorised provided the source is acknowledged.
Formìlet med denne brochure er at formidle god praksis og tilskynde til udveksling af erfaringer i Europa.
The aim of this brochure is to disseminate good practice and encourage an exchange of experiences in Europe.
De 40 eksempler pì god praksis i denne brochure viser et udsnit af forskellige mìder, hvorpì nationale myndigheder med held yder stłtte til Europas smì og mellemstore virksomheder (SMV).
The 40 good practice cases presented in this brochure provide a sample of the di.erent suc-cessful ways in which public administrations support Europe's small and medium-sized enterprises (SMEs).
Eksemplerne blev udvalgt som en del af udvekslingen af god praksis i forbindelse med det europºiske charter for smì virksomheder.
These cases were selected as part of the exchange of good practice in the context of the Euro-pean Charter for Small Enterprises.
Det europºiske charter for smì virksomheder (
European Charter for Small Enterprises (
Det europºiske charter for smì virksomheder, der blev udarbejdet pì anmodning af Det Europºiske Rìd i Lissabon i 2000, yder stłtte til smì virksomheder, isºr ved at forbedre de lovgivningsmºssige og administrative rammer.
The European Charter for Small Enterprises, created at the request of the Lisbon European Council in 2000, supports small enterprises, in particular by improving their legislative and administrative framework.
Med udgangspunkt i den ìbne koordinationsmetode opfordrer chartret medlemsstaterne og Kommissionen til at trº.e foranstaltninger inden for sine ti indsatsomrìder.
Based on the open method of coordination, the Charter calls upon the Member States and the Commission to take action in its 10 key areas.
I de seks ìr, chartret har eksisteret, har det udviklet sig til et centralt dokument i SMV-politikken.
During its six years of existence, the Charter has become a core document of SME policy.
Det udgłr nu referencerammen for 44 lande og anvendes ogsì i den regionale beslutningstagning.
It is now the reference frame for 44 countries and it is also used at regional policy-making level.
Fem EU-regioner har allerede godkendt chartret, og syv er interesseret i at bruge det som udgangs-punkt for deres SMV-politikker.
Five EU regions have already endorsed the Charter and seven have shown interest in using it as a basis for their SME policies.
Siden chartret blev udarbejdet, har Kommissionen o.entliggjort ìrsrapporter, der beskriver de frem-skridt, der er sket i retning af chartrets mìl.
Since the creation of the Charter, the Commission has published annual reports outlining progress towards the Charter's objectives.
Siden 2005 er rapportering om medlemsstaternes aktivite-ter i forbindelse med chartret blevet integreret i rapporteringen om den fornyede Lissabon-pro-ces (2).
As of 2005, Charter reporting on the Member States' activities has been integrated into the reporting on the renewed Lisbon process (2).
De oplysninger om SMV-politikker, der kan fìs gennem Lissabon-rapporteringen, er imidlertid af ret generel art.
The information on SME poli-cies available through the Lisbon reporting is, however, rather general in nature.
Pì grundlag af drłftelser med medlemsstaterne fokuseres der i chartret hvert ìr pì udvalgte omrìder.
A selected number of Charter areas are prioritised each year, based on discussions with the Member States.
Fokus for perioden 2005-2006 er at indkredse og udveksle god praksis inden for fłlgende tre omrì-der:
The focus for the 2005›06 Charter exercise to identify and exchange good practice was on the following three areas:
1) stłrre udnyttelse af det indre marked, herunder isºr nem adgang til oplysninger om lovgivning og harmonisering
(1) more out of the single market, especially easy access to information on legislation and standardisa-tion;
2) erhvervsfremme, isºr for ivºrksºttere og ved virksomhedsoverdragelser
(2) business support, especially for start-ups and business transfers; and
Medlemsstaterne, Norge, Bulgarien og Rumºnien har deltaget heri og fremsat forslag om 155 eksem-pler i alt.
The Member States, Norway, Bulgaria and Romania have taken part in this exercise and proposed 155 cases in total.
Disse lande blev opfordret til at hłre deres nationale erhvervssammenslutninger, inden de fremsendte deres forslag.
These countries were invited to consult their national business organisations before sub-mitting their proposals.
De 40 udvalgte eksempler pì god praksis, som der er blevet fokuseret pì i denne brochure, er initiativer, som synes at have vºret sºrligt fordelagtige pì nationalt plan, og som ogsì kunne vºre af interesse for andre lande.
The selected 40 good practices highlighted in this brochure are initiatives which seem to have been particularly bene«cial in a national context and which could also be of inter-est to other countries.
Hele samlingen af god praksis kan ses pì: h t t p : / / e c . e u r o p a . e u / e n t e r p r i s e / e n t e r p r i s e _ p o l i c y / c h a r t e r / g o o d p r a c t i c e . h t m
The full collection of good practice proposals can be consulted at: h t t p : / / e c . e u r o p a . e u / e n t e r p r i s e / e n t e r p r i s e _ p o l i c y / c h a r t e r / g o o d p r a c t i c e . h t m
En af fortjenesterne ved det europºiske charter for smì virksomheder er, at det har gjort det muligt for de deltagende lande at lºre af hinandens gode erfaringer.
One of the successes of the European Charter for Small Enterprises is that it has enabled the countries participating in it to learn from each other's good practices.
I 2004 indberettede medlemsstaterne 23 eksempler, hvor deres egne politikforbedringer har taget udgangspunkt i idïer og erfaringer fra andre medlemsstater.
In 2004, the Member States reported on 23 cases where they had based their own policy improvements on ideas and experience from other Mem-ber States.
I forbindelse med denne brochure var der 27 sìdanne tilfºlde blandt de deltagende lande.
In the current exercise, 27 such cases were identi«ed among the participating countries.
For eksempel har Belgien etableret sin garantiorganisation, Socamut, pì baggrund af forskellige rap-porter fra Europa-Kommissionen om «nansiering, isºr Best-projektet om mikrokredit«nansiering, og eksempler fra en rºkke medlemsstater.
For example, Belgium has developed its guarantee organisation Socamut on the basis of various re-ports drawn up by the European Commission on «nance, in particular the Best project on micro-credit and examples from several Member States.
Danmark yder stłtte til SMV'ernes anvendelse af e-business pì baggrund af lignende initiativer i Irland, Nederlandene, Finland, Sverige og Norge.
Denmark provides support to SMEs in their use of e-busi-ness on the basis of similar initiatives in Ireland, the Netherlands, Finland, Sweden and Norway.
Modellen for hłring af de berłrte parter i Estland er inspireret af det danske eksempel, og Łstrig har udviklet sit projekt om en ‚abc for ivºrksºttere§ ud fra det tyske eksempel ‚5 EUR-business§.
The model for stakeholder consultation in Estonia was inspired by the Danish example and Austria has developed its project `ABC of business start-ups' on the basis of the German `5 EUR business' competi-tion.
Ungarn har udar-bejdet en rºkke regionalprogrammer for at informere SMV'erne om det indre marked ved at tage ud-gangspunkt i andre medlemsstaters programmer, herunder isºr de łstrigske.
Hungary has created a series of regional programmes to inform SMEs about the internal market, drawing on programmes from other Member States, in particular Austria.
Den nationale innova-tionsfond i Bulgarien er blevet inspireret af Nederlandene.
The National Innovation Fund in Bulgaria took its lead from the Netherlands.
Konference om chartret
Charter conference
De vºsentligste fora til udveksling af god praksis i forbindelse med chartret er de ìrlige konferencer, hvor nogle af eksemplerne pì god praksis i denne brochure gennemgìs.
The main forums for exchanging good practice in the Charter context are the annual conferences where some of the good practices highlighted in this brochure are presented.
Konferencen om chartret for 2006, der skal afholdes i Wien den 13.-14. juni 2006, tilrettelºgges af Kommissionen i fºllesskab med det łstrigske formandskab.
The 2006 Charter con-ference, held in Vienna on 13 and 14 June 2006, is being jointly organised by the Commission and the Austrian Presidency.
Yderligere oplysninger om konferencen kan fìs pì: h t t p : / / e u r o p a . e u . i n t / c o m m / e n t e r p r i s e / e n t e r p r i s e _ p o l i c y / c h a r t e r / c o n f 2 0 0 6 / i n d e x _ e n . h t m
More information on the conference can be found at: h t t p : / / e u r o p a . e u / c o m m / e n t e r p r i s e / e n t e r p r i s e _ p o l i c y / c h a r t e r / c o n f 2 0 0 6 / i n d e x _ e n . h t m
Det europºiske charter for smì virksomheder
European Charter for Small Enterprises
STŁRRE UDNYTTELSE AF DETINDRE MARKED
MORE OUT OF THE SINGLE MARKET
Stłrre udnyttelse af det indre marked,herunder isºr nem adgang til oplysninger om lovgivning og harmonisering
More out of the single market, especially easy access to information on legislation and standardisation
Det er vºsentligt, at det indre marked fungerer uden problemer, hvis det skal fremme konkurrence-evne, łkonomisk vºkst og beskºftigelse i hele Den Europºiske Union.
It is essential for the single market to function smoothly if it is to promote competitiveness, economic growth and employment throughout the European Union.
Der er sket fremskridt i lłbet af ìrene med hensyn til at fuldstºndiggłre EU's indre marked og forbedre betingelserne for erhvervsli-vet.
Progress has been made over the years to complete the Union's single market and improve the conditions for businesses.
SMV'erne fìr imidlertid ikke det fulde udbytte af det indre markeds muligheder, hovedsageligt pì grund af manglende oplysninger og vanskeligheder ved at hìndtere markedsimperfektioner.
However, SMEs do not bene«t fully from the opportunities provided by the single market, largely because of a lack of informa-tion and di/culties in dealing with market imperfections.
Derudover er det vºsentligt, at SMV'erne deltager i den europºiske standardiseringsproces, og at de tidligt anvender nye standarder for at vºre konkurrencedygtige og drive virksomhed pì det indre mar-ked.
Moreover, SME participation in the European standardisation process and early use of new standards is crucial for them to be competitive and operate in the single market.
SMV'erne stìr imidlertid over for en rºkke hindringer med hensyn til at fì fat i og anvende euro-pºiske og nationale standarder, f.eks. manglende kendskab til standarderne, vanskeligheder ved at fì fat i relevante oplysninger og hindringer i adgangen til at udvikle EU-standarder.
However, SMEs face several bar-riers when it comes to accessing and applying European and national standards, for example lack of knowledge of standards, di/culties in accessing the relevant information and entry barriers to the development of EU standards.
Det er som oftest smì virksomheder med fºrre end 50 ansatte, som har oplevet problemer med det indre marked (3).
It is mostly small enterprises with fewer than 50 employees that have experienced problems in operat-ing in the single market (3).
Mere end 70 % af de problemer, som de har gjort Euro-Info-Centrene (EIC) opmºrk- somme pì, handler om tvºrnationale aktiviteter pì det indre marked.
Over 70 % of the problems they have brought to the attention of the Euro
De hyppigste vanskeligheder omfatter bestemmelser eller adgang til oplysninger. Bestemmelserne har for det meste givet vanskelig-heder, fordi de retlige rammer blev anset for at vºre for restriktive eller vanskelige at opfylde, eller fordi bestemmelserne ikke blev anvendt ens eller retfºrdigt i EU, eller fordi de ikke var i overensstemmelse med andre lokale, nationale eller europºiske bestemmelser.
The nature of their di/cul-ties has mostly to do with rules or access to information.
Men den stłrste hindring bestod i adgan-gen til oplysninger.
However, by far the greatest barrier was access to information.
Mere end en tredjedel af de SMV'er, som kontaktede et EIC, kunne ikke «nde de łn-skede oplysninger, fandt ud af, at de ikke fandtes, eller kunne ikke fì fat i dem hurtigt nok.
Over one third of the SMEs that have contacted the EICs could not «nd the information they were looking for, or discovered that it was not available or that it was not available quickly enough.
Nºsten 90 % af disse SMV'er anfłrte, at det havde en negativ łkonomisk indvirkning pì deres aktiviteter, isºr i form af mistede forretningsmuligheder og yderligere omkostninger som fłlge af den administrative byrde.
Almost 90 % of these SMEs stated that this had a negative economic impact on their activities, mostly in terms of loss of business oppor-tunities and additional costs due to the administrative burden.
Dette kapitel indeholder et udvalg af god praksis om, hvordan forskellige lande hjºlper SMV'erne pì det indre marked.
This chapter presents a selection of good practices on how di.erent countries help SMEs operate in the single market.
‚Interaktiv politikudformning ̌ feedback-mekanisme§, vanskeligheder, som virksomhederne har rapporteret til netvºr-ket af Euro-Info-Centre (EIC) i 2005.
`Interactive policy making (IPM) feedback mechanism', di/culties reported by businesses to EICs in 2005.
Siden sommeren 2004 har det estiske handels- og industrikammers Euro-Info-Cen-ter tilbudt estiske ivºrksºttere en service, som pì ugentlig basis oplyser om mere end 2 500 o.entliggjorte bekendtgłrelser vedrłrende o.entlige indkłb i EU.
Since summer 2004, the Estonian Chamber of Commerce and Industry's Euro Info Centre has o.ered Estonian entrepreneurs a service that informs them weekly about more then 2 500 published public procurement notices in the EU.
Ivºrk-sºttere kan abonnere pì en pro«lbaseret service og fì oplysninger, der passer til deres behov, tilsendt dagligt pr. e-post eller fax.
Entrepreneurs can subscribe to a pro«le-based service and obtain information suited to their needs in a daily report by e-mail or fax.
Omgìende oplysninger om nye be-kendtgłrelser vedrłrende o.entlige indkłb giver dem en solid konkurrencemºssig fordel over for deres konkurrenter.
Prompt information on new procurement notices gives them a solid competitive advantage over their competitors.
Ivºrksºttere, der abonnerer pì servicen, kan vºre sikre pì at fì adgang til alle o.entliggjorte bekendtgłrelser om indkłb i de regioner og lande og pì de aktivitetsomrìder, som de er interesseret i.
Entrepreneurs subscrib-ing to the service can be con«dent of having access to all published procurement notices in the regions, countries and «elds of activities that they take an interest in.
Obligatorisk o.entliggłrelse af indkłbsaftaler giver ogsì ivºrksºttere mulighed for at fì nyttige oplysninger om markedssituationen, mulige underleverandłrer og konkurrenter in-den for deres forretningsomrìde.
Compulsory publication of procurement contracts also enables entrepreneurs to ob-tain useful information concerning the market situation, possible subcontractors and competitors in their area of business.
Bortset fra servicen om at holde łje med indkłb tilbyder Euro-Info-Centrene ivºrksºtterne bìde uddannelse og rìdgivning.
As well as the service of procurement monitor-ing, the Euro Info Centre o.ers training and advice to entrepreneurs.
At yde ivºrksºttere en pìlidelig og nyttig service, sìledes at de kan spare tid.
To o.er entrepreneurs a reliable and handy service which enables them to save time.
Ud over at kunderne informeres direkte, o.entliggłres udvalget af bekendtgłrelser om europºiske indkłb i et nyhedsbrev til kunderne og pì det estiske handels- og industrikammers hjemmeside.
In addition to informing customers directly, the selection of European procurement notices is published in the customer newsletter and on the Internet homepage of the Estonian Chamber of Commerce and Industry.
EU's o.entlige indkłb blev tilfłjet til servicen i efter-ìret 2005.
EU public procurement has been added to the service since autumn 2005.
Hvorfor er denne foranstaltning bedre end andre?
What makes this measure better than others?
Denne foranstaltning er inspireret af „
This measure was inspired by ...
Servicen blev udarbejdet sammen med Euro-Info-Center UK 557 (Bristol, Det For-enede Kongerige).
The service was developed together with the Euro Info Centre UK 557 (Bristol, United Kingdom).
Tlf. (372) 644 80 79Fax (372) 646 02 45
Tel. (372) 644 80 79Fax (372) 646 02 45
Łge o.entlighedens bevidsthed om standardisering
Public awareness raising on standardisation
For at opfylde dette mìl afholdt LSB seminarer for ledere af SMV'er for at głre dem opmºrksomme herpì og słrgede for uddannelse inden for emner som frivillig standardisering, fordele ved standarder, direktiver efter den nye metode, harmoniserede standarder og global tilgang.
To achieve this goal, the LSB has organised awareness-raising sem-inars for SME managers and provided training on voluntary standardisation, bene«ts of standards, new approach directives, harmonised standards and global approach.
I to regioner blev der afholdt seminarer, der skal łge bevidstheden hos de lokale beslut-ningstagere, og som ogsì tiltrak reprºsentanter for de lokale myndigheder i nabo-regionerne.
Awareness-raising seminars for local policy-makers were held in two regions, and also attracted representatives from neighbouring local authorities.
Lokale myndigheder har fìet et indblik i omkostninger og fordele i for-bindelse med standardisering.
Local govern-ment authorities have been introduced to the costs and bene«ts of standardisa-tion.
At skabe bevidsthed om standardisering og LSB's aktiviteter hos SMV'er og lokale myndigheder i Litauen. At inddrage ‹ere litauiske virksomheder i uddannelsesaktivi-teter inden for standardisering.
To foster awareness of standardisation and LSB activities among Lithuanian SMEs and local government authorities; to involve a higher number of Lithuanian enter-prises in training on standardisation.
Antallet af de tekniske udvalg i LSB vil stige.
The number of LSB technical committee members will increase.
Deltagelse i seminarer og inddragelse i standardiseringsaktiviteter vil stige.
Participation in sem-inars and involvement in standardisation activities will rise.
SMV'ernes ledelse.
Top management of SMEs.
Projektresultaterne blev formidlet gennem de regionale handelskamre og meddelt pì LSB's websted (www.lsd.lt).
The results of the project were disseminated through the regional chambers of com-merce and announced on the website of the LSB (www.lsd.lt).
Der blev afholdt otte seminarer for SMV-ledere i otte forskellige regioner.
Eight seminars for SME managers were held in eight di.erent regions.
Der blev afholdt to seminarer for lokale myndigheder i to regioner. De tekniske udvalg i LSB blev mere aktive i nationale og europºiske standardiseringsspłrgsmìl.
Two seminars for local authorities were held in two regions.
Antallet af medlemmer i de tekniske udvalg er steget med 18 %.
The number of technical committee members has risen by 18 %.
Den tidligere praksis med kun at afholde seminarer, der skal łge bevidstheden, i Vilnius begrºnsede deltagerantallet.
The previous practice of arranging awareness-raising seminars only in Vilnius limited the number of participants.
Beslutningen om at afholde disse seminarer i andre regioner viste sig at vºre rettidig og e.ektiv.
The decision to arrange these seminars in other regions proved to be timely and e.ective.
Deltagerne fremhºvede, at nog-le emner, der ikke blev anset for at vºre ret vigtige i stłrre byer, kan vºre af stor betydning for regionerne.
Participants stressed that some issues not consid-ered so important in central cities can be of great relevance in the regions.
Antallet af reprºsentanter for SMV'er, som deltog i det regionale initiativ, steg med op til 50 % sammenlignet med seminarerne i Vilnius.
The number of SME representatives that participated in the regional initiative increased by up to 50 % in comparison with the seminars organised in Vilnius.
At forenkle ivºrksºtternes adgang til EU-lovgivning.
To simplify entrepreneurs' access to EU regulations.
Nem adgang for virksomheder til oplysninger om EU-bestemmelser vedrłrende ud-łvelsen af łkonomisk aktivitet.
Easy access by businesses to information on EU rules governing the conduct of eco-nomic activity.
Smì og mellemstore virksomheder.
S M E s .
Oplysninger om webstederne for Ministeriet for Łkonomiske Anliggender og Det Polske Agentur for Erhvervsudvikling.
Information on the Ministry of Economic A.airs and Polish Agency for Business De-velopment websites.
Resumïer af retsakter pì polsk głr det nemmere at słge pì udvalgte bestemmelser, uden at lºseren skal arbejde sig igennem hele teksten.
Summaries of legal instruments, in Polish, facilitate searches for selected regulations, without the reader having to wade through the entire text.
Passport to Export er et udviklingsprogram for SMV'er forvaltet af den britiske organi-sation UK Trade & Investment (UKTI), der er et regeringsorgan, som stłtter virksom-heder i Det Forenede Kongerige, der driver international virksomhed, og oversłiske virksomheder, der łnsker at ekspandere i Det Forenede Kongerige. Programmets formìl er at uddanne e.ektive eksportłrer. En rìdgiver inden for international han-del udarbejder en gratis diagnose, som anvendes til at indkredse svagheder i en virk-somheds ydeevne, som det er nłdvendigt at rette op pì, hvis virksomheden skal blive en god eksportłr. Pì grundlag af denne diagnose udarbejdes der en hand-lingsplan, som indeholder de tjenester, som UKTI stiller til rìdighed. Det tager typisk 12-18 mìneder at udarbejde denne plan, og rìdgiveren inden for international han-del yder stłtte i hele den periode. Handlingsplanen fìr hovedsageligt stłtte af UKTI, selv om regionerne har yderligere midler, de kan trºkke pì, til dºkning af nogle af omkostningerne som f.eks. levering. M ì l
`Passport to export' is an SME development programme run by UK Trade & Invest-ment (UKTI), the government organisation that supports companies in the United Kingdom doing business internationally and overseas enterprises seeking to set up or expand in the UK. The programme is aimed at producing e.ective exporters. A diagnostic is carried out, free of charge, by an international trade adviser, who uses it to identify weaknesses in a business's performance which need to be addressed if it is to develop into a successful exporter. An action plan is then drawn up based on this diagnostic, which utilises the services available from UK Trade & Investment. This plan typically takes 12›18 months to complete, with the international trade adviser providing support throughout. The action plan is funded primarily by UKTI, although the regions will draw on additional funding streams to cover some of the costs, such as delivery, for example. O b j e c t iv e s
Udvikle eksportfºrdigheder hos SMV'er, der er nye pì dette omrìde.
Development of exporting capability in SMEs new to exporting.
SMV'er, der er nye i eksportsammenhºng.
SMEs new to exporting.
Da denne tjeneste ydes gennem et netvºrk af regionalkontorer, formidles oplysnin-gerne om programmet af regionalkontorerne.
As the service is delivered through a network of regional o/ces, information about the `Passport to export' programme is disseminated by regional o/ces.
Over 2 000 virksomheder har gennemgìet et sìdant Passport to Export-program.
Over 2 000 companies have completed a `Passport to export' programme.
Mere end 3 400 virksomheder deltager i łjeblikket i programmet.
Over 3 400 companies are currently participating in the programme.
Programmet głr det muligt at yde sºrlige tjenester, der er tilpasset den enkelte virk-somheds udviklingsbehov, frem for at anvende en standardmetode over for alle.
It allows the delivery of services tailored to meet the development needs of individ-ual companies rather than using a `one size «ts all' approach.
UK Trade & Investment Denne foranstaltning er inspireret af „
UK Trade & Investment ̌