natgillin/translations-raw huggingface dataset:
SORENI was set up on 1 November and acquired the assets of the three subsidiaries on 9 November for EUR 1001 (i.e. EUR 1000 for the stocks and one symbolic euro for the assets).
SORENI je bil ustanovljen 1. novembra 2001 in je pridobil aktivo treh podružnic 9. novembra 2001. SORENI je kupil sredstva po ceni 1001 euro (ali 1000 eurov za zaloge in en simboličen euro za aktivo).
According to France, SORENI’s bid was the only one after the failure of negotiations with a foreign investor earlier in the year.
Kot pravi Francija, je ostala ponudba družbe SORENI edina po neuspelih pogajanjih s tujim investitorjem, ki se je pojavil pred njo v istem letu.
Initially, France indicated to the Commission that the three subsidiaries were under judicial reorganisation at the time of the takeover.
Na začetku je Francija Komisiji navedla, da so bile tri podružnice v trenutku prevzema v sodni poravnavi.
It corrected this information in the letter of 29 December 2003, stating that the assets were taken over outside of the judicial reorganisation and that, as at December 2003, the three subsidiaries existed only as empty shells for the purpose of litigation and debt recovery and did not exercise any economic activity.
To informacijo je popravila v pismu z dne 29. decembra 2003, ter natančno navedla, da je do prevzema aktive prišlo izven okvira sodne poravnave, ter da so tri podružnice v decembru 2003 obstajale le še kot prazne lupine za tekoče spore in izterjavo terjatev, ter niso izvajale nobene gospodarske dejavnosti.
Under the French social legislation relative to the cessation of business activities (Article L 122-12, second subparagraph, of the Labour Code), SORENI was obliged to take over from the three subsidiaries all the work contracts, the conditions of which were to remain unchanged as to qualifications, remuneration and seniority.
V skladu s francosko družbeno zakonodajo, ki se nanaša na prenehanje podjetja (člen L 122-12, druga alinea Zakona o delu), je moral SORENI od treh podružnic prevzeti vse pogodbe o delu, za katere se pogoji o kvalifikaciji, povračilu in stalnosti niso smeli spreminjati.
As a result, according to France, SORENI took over 127 employees from the three subsidiaries.
Kot posledica tega, kot pravi Francija, je SORENI od treh podružnic prevzel 127 zaposlenih.
Likewise, it had to assume wage obligations totalling EUR 318164 incurred before the takeover in connection with the early retirement of workers who had been exposed to asbestos.
SORENI je prav tako moral prevzeti stroške plač v znesku 318164 eurov, kar izhaja iz pogodb o predčasnem upokojevanju delavcev, ki so bili izpostavljeni azbestu, izdanih pred prevzemom.
The Commission notes that by 14 January 2003 the workforce had been reduced to 117 employees 99 of whom were engaged in production.
Komisija ugotovi, da je bilo na dan 14. januarja 2003 število zaposlenih zmanjšano na 117, od teh jih je bilo 99 proizvodnih delavcev.
France indicated that, in the six years preceding the takeover, the number of production workers had fallen by 47 %, from 188 in total for the three subsidiaries in 1997 to 99 at SORENI in 2002.
Francija je navedla, da je v teku šestih let pred prevzemom število proizvodnih delavcev padlo za 47 %, od 188 zaposlenih skupaj v treh podružnicah v 1997 na 99 v družbi SORENI v 2002.
The business plan of the new firm
Poslovni načrt nove družbe
The business plan was established in 2001.
Poslovni načrt je bil izdelan v 2001.
The viability of SORENI was to be guaranteed by a five-year business plan.
Sposobnost preživetja družbe SORENI je moral zagotoviti petletni poslovni načrt.
France identified the problems of SORENI as being due in the first place to the difficulties encountered by its shareholders, which, as subcontractors, previously depended on the three subsidiaries.
Kot pravi Francija, so problemi družbe SORENI v prvi vrsti nastali zaradi težav, na katere so naleteli njeni delničarji, ki so bili pred tem kot podizvajalci odvisni od treh podružnic.
Secondly, SORENI is said to have inherited a number of charges and difficulties linked to the assets taken over, i.e. responsibility for all the work contracts, financing of the asbestos-related early retirements, and the need to adapt production tools and to rationalise activities.
Drugič, SORENI je nasledil obveznosti in težave, povezane s prevzeto aktivo, se pravi, prevzemom vseh pogodb o delu, financiranjem predčasnih upokojitev zaradi izpostavljanja azbestu, kot tudi potrebe po adaptaciji proizvodnega orodja ter racionalne organizacije dejavnosti.
As SORENI took over the ship-repair activities, it was in all probability going to face similar problems to those encountered by the three subsidiaries: difficulty in subcontracting for a shipbuilding firm in Le Havre (such as ACH-CN), loss of markets in general and loss of credibility of ship-repairing in Le Havre in general.
Ker je družba SORENI prevzela dejavnost ladijskih popravil, se je, po vsej verjetnosti, srečala s podobnimi problemi, kot so jih srečevale tri podružnice: težko pridobivanje podizvajalskih pogodb pri ladjedelnici v pristanišču Le Havre (kot na primer ACH-CN), izguba trgov na splošno, ter izguba kredibilnosti pri ladijskih popravilih v pristanišču Le Havre na splošno.
According to France, the five-year business plan, which it describes as a restructuring plan, is designed to tackle these problems by adopting three sets of measures.
Kot pravi Francija, ima petletni poslovni načrt, ki ga Francija kvalificira kot načrt prestrukturiranja, za cilj rešitev teh problemov s sprejemom treh vrst ukrepov.
The first set of measures consists in adapting the production tools by investing in the renewal of buildings, in transport and in portable tooling (quantified in Part 1 of Table 1).
Prva vrsta predstavlja adaptacijo proizvodnega orodja z investiranjem v obnovo objektov, v transport, ter v prenosno orodje (investicije, opredeljene s količinami v delu 1 tabele 1).
The second set of measures set out to reorganise the firm’s commercial policy.
Druga vrsta ukrepov zajema reorganizacijo prodajne politike podjetja.
According to France, the policy will be targeted both at local shipowners and at national and international markets, the general aim being to restore the confidence of the clients who dealt with the three subsidiaries in the past.
Po besedah Francije bo prodajna politika podjetja ponovno usmerjena istočasno na lokalne lastnike ladij, ter na domače in mednarodne trge. Ta politika ima na splošno za cilj, da ponovno pridobi zaupanje strank, ki so v preteklosti poslovali s tremi podružnicami.
SORENI plans to achieve this by recruiting new managers and by acquiring new technologies allowing it to diversify its activities and hence to respond to a wider range of demands.
SORENI predvideva realizacijo tega cilja na eni strani z zaposlovanjem novih vodstvenih delavcev, in na drugi strani z nakupom novih tehnologij, ki mu bodo omogočile spremembo njene dejavnosti in s tem zadovoljitev širšega razpona potreb.
The costs of this second set of measures are itemised in Part 2 of Table 1.
Stroški te druge vrste ukrepov so opisani v delu 2 tabele 1.
The third set of measures focus on reorganising the production at two levels: management of materials, inventory and orders (rationalisation and computerisation) and training of staff.
Tretja vrsta ukrepov je osredotočena na reorganizacijo proizvodnje na dveh nivojih: upravljanje z materiali, zalogami in naročili (racionalizacija in računalniška podpora), ter usposabljanje osebja.
The costs of this third set of measures are itemised in Part 3 of Table 1 below.
Stroški tretje vrste ukrepov so opisani v delu 3 tabele 1.
France also considers as restructuring costs charges taken over from the three subsidiaries in connection with the early retirement of workers who had been exposed to asbestos, on the one hand, and salaries for the first three months following the takeover, on the other.
Francija med ostalim smatra kot stroške prestrukturiranja, na eni strani, obveznosti, prevzete od treh podružnic za predčasno upokojevanje delavcev, ki so bili izpostavljeni azbestu, ter, na drugi strani, plače prvih treh mesecev po prevzemu.
According to France, these three months correspond to the period necessary to obtain the first contracts.
Kot navaja Francija, ti trije meseci odgovarjajo obdobju, ki je potrebno za pridobitev prvih pogodb.
These costs are itemised in Part 4 of Table 1 below.
Ti stroški so opisani v delu 4 tabele 1.
Alleged costs of restructuring SORENI
Stroški prestrukturiranja družbe SORENI
Renewal of plant (2002)
Obnova delavnice (2002)
Renewal of offices/buildings (2002)
Obnova pisarn/objektov (2002)
Tools
Orodja
Installation of shot blasting/steel plate processing facility
Oprema za peskanje/obdelavo pločevin
Miscellaneous portable mechanical tools
Različno prenosno strojno orodje
Subtotal 1
Skupaj 1
Part 2: Commercial reorganisation
Investicije v premičnine 2002: Vozila […] Računalniki […] Orodja […] Investicije v premičnine 2002–2004: Oprema za peskanje/obdelavo pločevine […] Kamion […] Razno prenosno strojno orodje […]
Recruitment 2002-04
Skupaj 1 […]
2 managers
Del 2 – Reorganizacija prodaje Zaposlovanje 2002–2004
Marketing costs — until end-2002
1 pomočnik direktorja 3 prodajni inženirji
Brochures/logo, mailing shots, agent network, visits to clients
4 vodstveni delavci v proizvodnji Skupaj plače in dajatve
Training of staff at SORENI’s licensors
Usposabljanje osebja pri proizvajalcih, od katerih ima SORENI licence
Visit by commercial and international agents
Stroški 2003–2005 Nakup novih licenc
Revision and extension of agent contracts to 3 years
Usposabljanje osebja pri proizvajalcih, od katerih ima SORENI licence
Subtotal 2
Skupaj 2
Part 3: Reorganisation of production
Revizija in podaljšanje zastopniških pogodb za dobo treh let […]
Organisation and computerisation 2002-03
Skupaj 2 […]
Training: 37450 training hours/3 years
Usposabljanje: 37450 ur usposabljanja/3 leta
Subtotal 3
Skupaj 3
Part 4: Salaries and other charges
Del 4 – Stroški plač in ostalo
Salaries corresponding to existing contracts for 3 months after the takeover
Plače za pogodbe v teku prvih treh mesecev po prevzemu
Costs of asbestos-related redundancies incurred before the takeover
Stroški, vezani na odhode zaradi izpostavljanja azbestu, po pogodbah pred prevzemom
Subtotal 4
Skupaj 4
TOTAL (Subtotals 1+2+3+4)
SKUPAJ (1 + 2 + 3 + 4)
Accordingly, the costs allegedly needed to launch SORENI total EUR 6495164.
Tako znašajo domnevni skupni stroški, potrebni za zagon družbe SORENI 6495164 eurov.
According to France, this plan is based on realistic hypotheses of turnover reflecting the existing and potential demand for ship-repair activities in Le Havre.
Kot navaja Francija, se ta načrt opira na realne hipoteze poslovnih rezultatov, ki odražajo obstoječo in potencialno povpraševanje na področju ladijskih popravil v pristanišču Le Havre.
France points out that the three subsidiaries possessed recognised ship-repair skills and that their employees, now with SORENI, possessed valuable know-how for SORENI.
Francija poudarja, da so imele tri podružnice priznane pristojnosti v sektorju popravil ladij, ter da so njihovi zaposleni, ki jih je sedaj prevzela družba SORENI, posedovali zanjo dragoceno znanje.
It also notes that the business plan of SORENI and that of the potential foreign investor were similar, which is the sign of a realistic estimation.
Francija prav tako navaja, da sta bila poslovni načrt družbe SORENI in poslovni načrt tujega potencialnega investitorja podobna, kar je znak realne ocene.
The personal contacts of the president of SORENI should help in the search for clients.
Osebna poznanstva predsednika družbe SORENI bi morala biti adut za raziskavo trga.
According to France, the ship-repair activities of SORENI are to be viewed in the context of the development of the port of Le Havre.
Kot pravi Francija, je potrebno predvideti dejavnosti na področju popravil ladij družbe SORENI v kontekstu razvoja pristanišča Le Havre.
The financial measures
Finančni ukrepi
According to France, the amount of EUR 6495164 needed by SORENI is to be financed by grants and loans provided from the public and private sources specified in Table 2 below.
Kot navaja Francija, mora biti znesek 6495164 eurov, ki ga potrebuje družba SORENI, financiran iz subvencij in posojil, odobrenih iz državnih in privatnih virov, navedenih v tabeli 2.
France took a preliminary decision to grant public support to SORENI on 28 September 2001, i.e. after the bid for the assets of the three subsidiaries was made but before SORENI was established and before its establishment became effective.
Francija je sprejela predhodno odločbo, ki zadeva dodelitev državne pomoči družbi SORENI dne 28. septembra 2001, se pravi po predložitvi ponudbe za prevzem treh podružnic, toda pred ustanovitvijo družbe SORENI in preden je prenos dejansko nastopil.
A legally binding decision on the grant of support was adopted on 29 November 2001.
Zakonsko obvezujoča odločba o dodelitvi pomoči je bila sprejeta 29. novembra 2001.
The private contributions are described as capital contributions by SORENI shareholders (EUR 462000) and bank loans (EUR 1300000) secured by assignment of the working capital.
Privatni prispevki so opisani kot doprinos delničarjev družbe SORENI v kapitalu (462000 eurov), ter kot bančni krediti (1300000 eurov), ki so zavarovani v obliki odstopa obratnega kapitala.
Financial measures related to the restructuring of SORENI
Finančni ukrepi za prestrukturiranje družbe SORENI
Public
Državni viri
French State
Francoska država
Haute-Normandie Regional Council
Regionalni svet Haute-Normandie
Seine-Maritime General Council
Generalni Svet Seine-Maritime
City of Le Havre
Mesto Le Havre
Private
Privatni viri
SORENI shareholders
Delničarji družbe SORENI
bank loans (BNP Paribas)
bančna posojila (BNP Paribas)
TOTAL (Subtotals 1+2)
SKUPAJ (1 + 2)
Market information
Informacije o tržišču
According to France, development of the port of Le Havre necessitates the presence of ship-repair activities, which would guarantee it a stable level of activity.
Kot navaja Francija, razvoj pristanišča Le Havre potrebuje dejavnosti popravil ladij, ki bi mu zagotovila stabilen nivo delovanja.
France argues that the measures in question will have a limited impact on competition thanks to three factors.
Francija ugotavlja, da bodo uporabljeni ukrepi imeli omejen učinek na konkurenco, zahvaljujoč trem faktorjem.
First, the restructuring plan is said to comprise workforce reductions.
Prvič, načrt prestrukturiranja bi zajemal zmanjšanje števila zaposlenih.
Second, France identifies ARNO in Dunkirk and SOBRENA in Brest as the main competitors of SORENI on the domestic and international markets.
Drugič, Francija kot glavne stranke [5] družbe SORENI za domače in mednarodne trge navaja ARNO, v Dunkirku, ter družbo SOBRENA, v Brestu.
However, these two firms do not, it is claimed, compete with SORENI as far as local clients are concerned.
Ti dve družbi pa, nasprotno, ne bosta konkurenca družbi SORENI, kar zadeva domače stranke.
In this connection, France States that local clients generate between 40 % and 45 % of SORENI’s turnover.
V tej zvezi Francija izjavlja, da domače stranke proizvedejo od 40 do 45 % poslovnega rezultata družbe SORENI. Stopnja prepletenosti med le-to in glavnimi konkurenti bi bila zaradi tega zmanjšana.
The decision to initiate the procedure under Article 88(2) of the EC Treaty
Sklep o začetku postopka z uporabo odstavka 2 člena 88 Pogodbe
In the decision to initiate the formal investigation procedure (hereinafter the decision to initiate the procedure), the measures in question were assessed in the light of Council Regulation (EC) No 1540/98 establishing new rules on aid to shipbuilding [7] (hereinafter the Shipbuilding Regulation) as well as of the Community guidelines on State aid for rescuing and restructuring firms in difficulty [8] (hereinafter the Restructuring Guidelines).
V sklepu o uradnem začetku postopka preiskave (v nadaljevanju imenovanem „sklep o začetku postopka“) so bili ti ukrepi ocenjeni v luči Uredbe Sveta (ES) št. 1540/98 z dne 29. junija 1998 o pomoči za ladjedelništvo [7] (v nadaljevanju imenovane „uredba o ladjedelništvu“), kot tudi v luči glavnih smernic Skupnosti za državno pomoč pri reševanju in prestrukturiranju podjetij v težavah [8] (v nadaljevanju imenovanih „glavne smernice o prestrukturiranju“).
In the decision to initiate the procedure, the Commission expressed doubts as to whether the financial measures in question could be authorised as restructuring aid, on the one hand, since SORENI seemed to be a newly created firm emerging from the liquidation of the three subsidiaries and, on the other, in the light of 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.
V sklepu o začetku postopka je Komisija izrazila dvom o možnosti odobritve teh finančnih ukrepov kot pomoč za prestrukturiranje, upoštevajoč, na eni strani, da je družba SORENI verjetno bila na novo ustanovljeno podjetje, ki je izšlo iz likvidacije treh podružnic, ter, na drugi strani, z upoštevanjem točke 7 glavnih smernic o prestrukturiranju, po kateri na novoustanovljeno podjetje ne izpolnjuje pogojev za pomoč za reševanje in za prestrukturiranje, četudi je njegova začetna finančna pozicija tvegana.
The Commission also had doubts whether the business plan for SORENI would be such as to deliver long-term viability within a reasonable timescale and whether it was based on realistic assumptions, as required by the Restructuring Guidelines.
Komisija je prav tako izrazila dvom, da bo poslovni načrt zmogel v razumnem roku privesti družbo SORENI v dolgoročno sposobnost preživetja na realističnih predpostavkah, kot to predvidevajo glavne smernice prestrukturiranja.
It considered in particular that the plan submitted to it by France lacked a market survey as well as sales and cost estimates for the years ahead.
Komisija je zlasti smatrala, da načrt, ki ji ga je predložila Francija, ne vsebuje raziskave tržišča, niti predvidevanja ocene prodaje in stroškov za prihajajoča leta.
The Commission moreover noted that the foreign investor mentioned in paragraph 9, basing himself on a similar plan, had declined to take over the ship-repair activities.
Komisija je med drugim zabeležila, da je tuji investitor, omenjen v odstavku 9, ki se je opiral na podoben načrt, zavrnil prevzem dejavnosti ladijskih popravil.
Lastly, it wondered whether the financial contribution from public sources was limited to the minimum needed to enable the business plan to be undertaken and in particular whether the contribution of the beneficiary was significant, as required by the Restructuring Guidelines.
Nazadnje je Komisija sprožila vprašanje, ali je bil finančni prispevek iz državnih virov omejen na potrebni minimum, da bi bila možna realizacija poslovnega načrta, ter ali je bil prispevek prejemnika tako velik, kot so to zahtevale glavne smernice o prestrukturiranju.
COMMENTS FROM INTERESTED PARTIES
PRIPOMBE ZAINTERESIRANIH STRANK
The United Kingdom submitted the following comments.
Združeno kraljestvo je predložilo naslednje pripombe.
Firstly, it had difficulty in understanding how the proposed package could be considered as restructuring aid when the shipyard will carry on the same activity as its predecessors, apparently without any significant reductions in either capacity or the workforce.
Prvič, navedlo je, da je imelo težave z razumevanjem, kako se bi lahko paket predvidenih ukrepov smatral kot pomoč za prestrukturiranje, če bo ladjedelnica še naprej opravljala isto dejavnost kot njeni predhodniki, očitno brez pomembnega zmanjšanja kapacitet in osebja.
Secondly, it is of the opinion that certain investments and costs are not eligible for restructuring aid.
Drugič, Združeno kraljestvo ocenjuje, da se določene investicije in določeni stroški ne morejo uvrstiti v vrsto za dodelitev pomoči za prestrukturiranje.
Thirdly, it notes that SORENI is a direct competitor for the UK ship-repair industry.
Tretjič, Združeno kraljestvo zabeleži, da je SORENI neposredni konkurent britanski industriji popravil ladij.
In response to the decision to initiate the procedure, France submitted the following additional information and comments.
V svojih reakcijah na sklep o začetku postopka je Francija posredovala dodatne podatke in predstavila naslednje komentarje.
As to the question of whether SORENI is a firm eligible for restructuring aid, France argues that SORENI, although being a new legal entity, constitutes in fact a continuation of the previous ship-repair activities and should therefore be eligible for restructuring aid.
Glede vprašanja, ali je SORENI podjetje, ki izpolnjuje pogoje za pridobitev pomoči za prestrukturiranje, Francija poudarja, da čeprav gre za novo pravno telo, SORENI predstavlja v bistvu nadaljevanje prejšnje dejavnosti popravila ladij, ter da zatorej mora zadovoljevati pogoje za pomoč za prestrukturiranje.
To support this view, it argues that the takeover of the assets, of the type of activity and of the goodwill of the three subsidiaries as well as of their material and human resources, and in particular of the charges resulting from social security legislation (i.e. the asbestos-related early retirements), makes it possible to liken SORENI to the three subsidiaries, i.e. to an existing firm.
V zagovor tega stališča Francija poudarja, da prevzem aktive, tipa dejavnosti in komercialnega fonda treh podružnic, kot tudi njihovih materialnih in človeških virov, ter zlasti obveznosti, ki izhajajo iz zakonodaje s področja socialne varnosti (predčasno upokojevanje delavcev, ki so bili izpostavljeni azbestu), prispeva k izenačenju družbe SORENI s tremi podružnicami, se pravi z že obstoječo družbo.
Furthermore, France claims that, even if SORENI were to be viewed as a new firm, it still remained a firm in difficulty within the meaning of the Restructuring Guidelines owing to the charges (work contracts, asbestos-related early retirements) and difficulties (need to adapt production tools and need for rationalisation) associated with the assets.
Poleg tega Francija poudarja, da četudi bi se SORENI smatral kot nova družba, bi še vedno bil podjetje v težavah v smislu glavnih smernic o prestrukturiranju, to pa zaradi obveznosti (pogodbe o delu, predčasno upokojevanje delavcev, ki so bili izpostavljeni azbestu), ter težav (potrebne adaptacije proizvodnega orodja ter racionalizacije organizacije), povezanih z aktivo.
As to the doubts surrounding the viability of the business plan, and specifically the lack of market information, France describes the market in which SORENI operates as comprising the following activities: repair works for minor damages, preventive maintenance works and major repair works.
Kar zadeva dvome glede izvedljivosti poslovnega načrta, ter zlasti pomanjkanja tržnih informacij, Francija opisuje trg, na katerem SORENI deluje, kot trg, ki vsebuje naslednje dejavnosti: manjša pristaniška popravila, preventivna vzdrževalna dela ter večja popravila.
The main competitors of SORENI, ARNO in Dunkirk and SOBRENA in Brest, are said to compete with SORENI for national and international clients, but not for local clients, which account for between 40 % and 45 % of SORENI’s turnover.
Glavna konkurenta družbe SORENI, ARNO, v Dunkirku, in SOBRENA, v Brestu, konkurirata družbi SORENI pri nacionalnih in mednarodnih strankah, ne pa pri lokalnih, ki predstavljajo 40 do 45 % poslovnega rezultata družbe SORENI.
France also argues that the existence of a ship-repair activity in a port the size of Le Havre is an indispensable element for the proper functioning of the port as a whole.
Francija prav tako poudarja, da je obstoj dejavnosti popravila ladij v pristanišču, ki je veliko kot Le Havre, neobhoden element za dobro obratovanje pristanišča kot celote.
Since SORENI is the only ship repairer in Le Havre, its existence is, according to France, vital to the port.
SORENI je bilo edino podjetje za popravila ladij v pristanišču Le Havre, in njegov obstoj je bil po mnenju Francije vitalnega pomena za pristanišče.