natgillin/translations-raw huggingface dataset:
The determination of what constitutes independence should principally be an issue for the (supervisory) board itself to determine.
Vendar pa bi morala prvenstveno biti odločitev o tem, kaj pomeni neodvisnost, prepuščena upravnemu odboru ali nadzornemu svetu.
When the (supervisory) board applies the independence criteria, it should focus on substance rather than form.
Ko upravni odbor ali nadzorni svet uporablja merila o neodvisnosti, bi se moral osredotočiti na vsebino in ne na obliko.
In view of the importance attaching to the role of non-executive or supervisory directors with respect to the restoration of confidence, and more generally to the development of sound corporate governance practices, the steps taken for the implementation of this Recommendation in Member States should be monitored closely,
Ob upoštevanju pomena, ki ga pripisujemo vlogi neizvršnih direktorjev ali članov nadzornega sveta pri ponovni vzpostavitvi zaupanja in, bolj splošno, pri razvoju učinkovitih postopkov upravljanja družb, bi bilo treba ukrepom v zvezi z izvajanjem določil tega priporočila v državah članicah, tesno slediti –
SCOPE AND DEFINITIONS
PODROČJE UPORABE IN OPREDELITEV POJMOV
Member States are invited to take the steps necessary to introduce, at national level, a set of provisions concerning the role of non-executive or supervisory directors and the committees of the (supervisory) board to be used by listed companies, either through a ‘comply or explain’ approach or through legislation, and with the instruments best suited to their legal environment.
Države članice so povabljene, da na nacionalnem nivoju sprejmejo potrebne ukrepe za uvedbo niza določb o vlogi neizvršnih direktorjev ali članov nadzornega sveta ter o vlogi komisij upravnega odbora ali nadzornega sveta, ki naj bi jih uporabljale javne družbe, in sicer s pristopom „upoštevaj ali pojasni“ ali s pomočjo zakonodaje ter na način, ki najbolje ustreza njihovemu pravnemu okolju.
They should take due account of the specificities of collective investment undertakings of the corporate type, as covered by Directive 85/611/EEC.
Ustrezno bi morale upoštevati posebnosti kolektivnih naložbenih podjemov v obliki družbe, ki ga ureja Direktiva 85/611/EGS.
Member States should also consider the specificities of collective investment undertakings of the corporate type which are not covered by that Directive and the sole purpose of which is to invest money raised from investors in a diversified range of assets and which do not seek to take legal or management control over any of the issuers of their underlying investments.
Države članice bi morale preučiti tudi posebnosti kolektivnih družbenih podjemov v obliki družbe, ki jih ta direktiva ne ureja, in katerih edini namen je naložiti denar investitorjev v različne nabore sredstev ter ne poskušajo pridobiti pravnega ali upravljavskega nadzora nad katerim koli izdajateljem osnovnih naložb.
If Member States decide to use the ‘comply or explain’ approach, whereby companies are required to explain their practices by reference to a set of designated best practice recommendations, they should require companies to specify annually the recommendations with which they have not complied (and, in the case of recommendations whose requirements are of a continuing nature, for what part of the accounting period such non-compliance occurred), and explain in a substantial and specific manner the extent of, and the reasons for, any material non-compliance.
Če se država članica odloči, da bo uporabila pristop „upoštevaj ali pojasni“, pri čemer morajo družbe svoje ravnanje pojasniti glede na niz določenih priporočil o najboljši praksi, bi morale od družb zahtevati, da vsakoletno opredelijo priporočila, ki jih niso upoštevale (in v primeru priporočil, katerih zahteve so stalne narave, v katerem delu obračunskega obdobja se je pojavilo takšno neupoštevanje), in da obsežno in natančno pojasnijo obseg in razloge za vsak pomemben odstop od priporočil.
In their consideration of the principles set out in this Recommendation, Member States should, in particular, take into account the following:
Pri upoštevanju načel, določenih v tem priporočilu, bi morale države članice predvsem upoštevati naslednje:
the functions and characteristics assigned by Member States to any of the committees created within the (supervisory) board and proposed in this Recommendation should duly take into account the rights and duties of relevant corporate bodies as defined under national law;
Funkcije in značilnosti, ki jih komisijam, ustanovljenim znotraj upravnega odbora ali nadzornega sveta, in ki jih predlaga to priporočilo, dodelijo države članice, bi morale upoštevati tudi pravice in dolžnosti ustreznih organov družb, kakor so določene z nacionalno zakonodajo.
Member States should be allowed to choose, in whole or in part, between the creation within the (supervisory) board of any of the committees with the characteristics advocated in this Recommendation, and the use of other structures — external to the (supervisory) board — or procedures.
Državam članicam bi morala biti dana možnost, da v celoti ali delno izberejo med ustanovitvijo v okviru upravnega odbora ali nadzornega sveta katere koli komisije z značilnostmi, ki jih priporoča to priporočilo, in uporabo drugih struktur – zunaj upravnega odbora ali nadzornega sveta – ali postopkov.
Such structures or procedures, which could be either mandatory for companies under national law or best practice recommended at national level through a ‘comply or explain’ approach, should be functionally equivalent and equally effective.
Takšne strukture ali postopki, ki bi bili za družbe lahko obvezni na podlagi nacionalne zakonodaje ali najboljše prakse, priporočene na nacionalni ravni preko pristopa „upoštevaj ali pojasni“, bi morale biti funkcionalno enakovredne in enako učinkovite.
With respect to listed companies incorporated in one of the Member States, the set of provisions to be introduced by Member States should cover at least those listed companies which are incorporated within their territory.
Glede javnih družb, ki so registrirane v eni od držav članic, bi moral niz določb, ki naj jih uvedejo države članice, pokrivati vsaj tiste javne družbe, ki so registrirane na njihovem ozemlju.
With respect to listed companies not incorporated in one of the Member States, the set of provisions to be introduced by Member States should cover at least those listed companies which have their primary listing on a regulated market established in their territory.
Glede javnih družb, ki niso registrirane v nobeni od držav članic, bi moral niz določb, ki naj jih uvedejo države članice, pokrivati vsaj tiste javne družbe, katerih delnice so primarno uvrščene na organizirani trg vrednostnih papirjev, ustanovljen na njihovem ozemlju.
Definitions for the purposes of this Recommendation
Opredelitve pojmov za namene tega priporočila
‘Listed companies’ means companies whose securities are admitted to trading on a regulated market, within the meaning of Directive 2004/39/EC, in one or more Member States.
„Javna družba“ pomeni družbo, katere delnice so uvrščene na organiziran trg v smislu Direktive 2004/39/ES v eni ali več državah članicah;
‘Director’ means any member of any administrative, managerial or supervisory body of a company.
„Direktor“ pomeni katerega koli člana katerega koli upravnega, vodstvenega ali nadzornega organa v družbi;
‘Executive director’ means any member of the administrative body (unitary board) who is engaged in the daily management of the company.
„Izvršni direktor“ pomeni katerega koli člana upravnega organa družbe (enotirni organ upravljanja), ki se ukvarja z vsakodnevnim vodenjem te družbe;
‘Non-executive director’ means any member of the administrative body (unitary board) of a company other than an executive director.
„Neizvršni direktor“ pomeni katerega koli člana upravnega organa družbe (dvotirni organ upravljanja), razen izvršnega direktorja;
‘Managing director’ means any member of the managerial body (dual board) of a company.
„Član uprave“ pomeni katerega koli člana vodstvenega organa družbe (dvotirni organ upravljanja);
‘Supervisory director’ means any member of the supervisory body (dual board) of a company.
„Član nadzornega sveta“ pomeni katerega koli člana nadzornega organa družbe (dvotirni organ upravljanja).
PRESENCE AND ROLE OF NON-EXECUTIVE OR SUPERVISORY DIRECTORS ON (SUPERVISORY) BOARDS
PRISOTNOST IN VLOGA NEIZVRŠNIH DIREKTORJEV ALI ČLANOV NADZORNEGA SVETA V UPRAVNEM ODBORU ALI NADZORNEM SVETU
Presence of non-executive or supervisory directors
Prisotnost neizvršnih direktorjev ali članov nadzornega sveta
The administrative, managerial and supervisory bodies should include in total an appropriate balance of executive/managing and non-executive/supervisory directors such that no individual or small group of individuals can dominate decision-making on the part of these bodies.
Upravni, vodstveni in nadzorni organi bi morali glede na celoto zagotavljati ustrezno ravnovesje med izvršnimi in neizvršnimi direktorji ter med člani uprave in člani nadzornega sveta, tako da posamezniki ali majhne skupine ne bi imeli možnosti vplivati na sprejemanje odločitev teh organov.
The present or past executive responsibilities of the (supervisory) board’s chairman should not stand in the way of his ability to exercise objective supervision.
Trenutne in pretekle obveznosti predsednika upravnega odbora ali nadzornega sveta ga ne bi smele ovirati pri izvajanju objektivnega nadzora.
On a unitary board, one way to ensure this is that the roles of chairman and chief executive are separate; in the case of unitary and dual boards, one option may be that the chief executive does not immediately become the chairman of the (supervisory) board.
Pri enotirnem organu upravljanja je en način za zagotovitev tega ta, da sta vloga predsednika upravnega odbora in vloga generalnega izvršnega direktorja ločeni; v primeru enotirnega in dvotirnega organa upravljanja pa je ena od možnosti lahko ta, da generalni izvršni direktor oz. predsednik uprave ne postane avtomatično predsednik upravnega odbora oz. nadzornega sveta.
In cases where a company chooses to combine the roles of chairman and chief executive or to immediately appoint as chairman of the (supervisory) board the former chief executive, this should be accompanied with information on any safeguards put in place.
V primerih, ko se družba odloči za združitev funkcije predsednika upravnega odbora in generalnega izvršnega direktorja oz. predsednika uprave in predsednika nadzornega sveta ali če se odloči za takojšnje imenovanje nekdanjega generalnega izvršnega direktorja oz. predsednika uprave za predsednika upravnega odbora oz. nadzornega sveta, bi moralo to spremljati informacije o kakršnih koli uvedenih zaščitnih ukrepih.
Number of independent directors
Število neodvisnih direktorjev
A sufficient number of independent non-executive or supervisory directors should be elected to the (supervisory) board of companies to ensure that any material conflict of interest involving directors will be properly dealt with.
V upravni odbor ali nadzorni svet družb, bi moralo biti izvoljeno dovolj veliko število neodvisnih neizvršnih direktorjev ali članov nadzornega sveta, da bi bilo zagotovljeno ustrezno reševanje katerega koli bistvenega navzkrižja interesov, ki vključujejo direktorje.
Organisation in board committees
Organizacija v komisijah sveta
Boards should be organised in such a way that a sufficient number of independent non-executive or supervisory directors play an effective role in key areas where the potential for conflict of interest is particularly high.
Komisije bi morale biti organizirane tako, da lahko dovolj veliko število neodvisnih neizvršnih direktorjev ali članov nadzornega sveta igra učinkovito vlogo na ključnih področjih, na katerih je možnost za navzkrižja interesov še posebej velika.
To this end, but subject to point 7, nomination, remuneration and audit committees should be created within the (supervisory) board, where that board plays a role in the areas of nomination, remuneration and audit under national law, taking into account Annex I.
V ta namen, vendar ob upoštevanju točke 7, bi morale biti komisije za imenovanje, prejemke in za revizijo ustanovljene v okviru upravnega odbora ali nadzornega sveta, če igra slednji v skladu z nacionalno zakonodajo vlogo na področjih imenovanja, prejemkov in revizije, pri tem pa se upošteva Priloga I.
Role of the committees vis-à-vis the (supervisory) board
Vloga komisij v razmerju do upravnega odbora ali nadzornega sveta
The nomination, remuneration and audit committees should make recommendations aimed at preparing the decisions to be taken by the (supervisory) board itself.
Komisije za imenovanje, prejemke in revizijo bi morala oblikovati priporočila, namenjena za pripravo odločitev, ki jih sprejema upravni odbor ali nadzorni svet.
The primary purpose of the committees should be to increase the efficiency of the (supervisory) board by making sure that decisions are based on due consideration, and to help organise its work with a view to ensuring that the decisions it takes are free of material conflicts of interest.
Primarni namen komisij bi moral biti povečanje učinkovitosti upravnega odbora ali nadzornega sveta, s tem da zagotavljajo, da so njegove odločitve sprejete po tehtnem premisleku, in pomoč pri organizaciji njegovega dela na način, ki zagotavlja, da je sprejemanje njegovih odločitev brez navzkrižja interesov.
The creation of the committees is not intended, in principle, to remove the matters considered from the purview of the (supervisory) board itself, which remains fully responsible for the decisions taken in its field of competence.
Komisije načeloma niso ustanovljene zato, da bi se nanje prenesle pristojnosti samega upravnega odbora ali nadzornega sveta, saj slednji ostaja v celoti odgovoren za sprejemanje odločitev na svojem področju pristojnosti.
The terms of reference of any committee created should be drawn up by the (supervisory) board.
Pristojnosti in pooblastila katere koli komisije, ki je bila ustanovljena, pripravi upravni odbor ali nadzorni svet.
Where permissible under national law, any delegation of decision-making power should be explicitly declared, properly described and made public in a fully transparent way.
Kjer to dovoljuje nacionalna zakonodaja, bi moral biti vsak prenos pooblastil za sprejemanje odločitev izrecno naveden, ustrezno opisan in razglašen na povsem transparenten način.
Flexibility in setting up the committees
Prožnost pri ustanavljanju komisij
Companies should make sure that the functions assigned to the nomination, remuneration and audit committees are carried out.
Družbe bi morale nadzorovati pravilno izvajanje funkcij, ki so na komisije prenesene v zvezi z imenovanjem, prejemki in revizijo.
However, companies may group the functions as they see fit and create fewer than three committees.
Družbe lahko te funkcije tudi združijo, če se jim to zdi primerno, in ustanovijo manj kot tri komisije.
In such a situation, companies should give a clear explanation both of the reasons why they have chosen an alternative approach and how the approach chosen meets the objective set for the three separate committees.
V slednjem primeru morajo pojasniti tako razloge za izbiro alternativnega pristopa kot tudi to, kako izbrani pristop ustreza cilju, ki je določen za tri ločene komisije.
In companies where the (supervisory) board is small, the functions assigned to the three committees may be performed by the (supervisory) board as a whole, provided that it meets the composition requirements advocated for the committees and that adequate information is provided in this respect.
V družbah, v katerih je upravni odbor ali nadzorni svet majhen, lahko funkcije, ki so določene za tri komisije, v celoti izvaja upravni odbor ali nadzorni svet, če ustreza zahtevam o sestavi, ki so določene za komisije, in če je v zvezi s tem razpoložljivih dovolj informacij.
In such a situation, the national provisions relating to board committees (in particular with respect to their role, operation, and transparency) should apply, where relevant, to the (supervisory) board as a whole.
V tem primeru bi se morale, če je to primerno, uporabljati nacionalne določbe v zvezi s komisijami (predvsem kar zadeva njihovo vlogo, delovanje in transparentnost) za upravni odbor ali nadzorni svet v celoti.
Evaluation of the (supervisory) board
Vrednotenje upravnega odbora ali nadzornega sveta
Every year, the (supervisory) board should carry out an evaluation of its performance.
Upravni odbor ali nadzorni svet bi moral vsako leto ovrednotiti svoje delo.
This should encompass an assessment of its membership, organisation and operation as a group, an evaluation of the competence and effectiveness of each board member and of the board committees, and an assessment of how well the board has performed against any performance objectives which have been set.
To vrednotenje bi moralo vključevati oceno njegovega članstva, organizacije in delovanja kot skupine, ovrednotenje usposobljenosti in učinkovitosti vsakega njegovega člana in vseh njegovih komisij, ter oceno rezultatov odbora oz. sveta glede na zastavljene cilje.
Transparency and communication
Transparentnost in komunikacija
The (supervisory) board should make public at least once a year (as part of the information disclosed by the company annually on its corporate governance structures and practices) adequate information about its internal organisation and the procedures applicable to its activities, including an indication of the extent to which the self-evaluation performed by the (supervisory) board has led to any material change.
Upravni odbor ali nadzorni svet bi moral vsaj enkrat letno objaviti (kot del informacij, ki jih družba letno razkrije o strukturi in o praksi upravljanja družb) ustrezne informacije o svoji notranji organizaciji in o postopkih, ki se uporabljajo za njene dejavnosti, vključno z navedbo, do katere mere je opravljeno samovrednotenje prispevalo k spremembam.
The (supervisory) board should ensure that shareholders are properly informed as regards the affairs of the company, its strategic approach, and the management of risks and conflicts of interest.
Upravni odbor ali nadzorni svet bi moral zagotoviti, da so delničarji ustrezno obveščeni o poslovanju družbe, o njenem strateškem pristopu in o upravljanju s tveganji in z navzkrižji interesov.
The roles of directors regarding communication and engagement with shareholders should be clearly delineated.
Jasno bi moralo biti razmejeno, kakšno vlogo imajo direktorji in člani nadzornih svetov pri komunikaciji z delničarji in kakšne obveznosti imajo do njih.
PROFILE OF NON-EXECUTIVE OR SUPERVISORY DIRECTORS
PROFIL NEIZVRŠNIH DIREKTORJEV ALI ČLANOV NADZORNEGA SVETA
Appointment and removal
Imenovanje in odstavitev
Non-executive or supervisory directors should be appointed for specified terms subject to individual re-election, at maximum intervals to be determined at national level with a view to enabling both the necessary development of experience and sufficiently frequent reconfirmation of their position.
Neizvršni direktorji ali člani nadzornega sveta bi morali biti imenovani za določen mandat, ob možnosti individualne ponovne izvolitve z najdaljšim trajanjem, določenim na nacionalnem nivoju, da se omogoči potreben razvoj izkušenj in dovolj pogosta potrditev njihovega položaja.
It should also be possible to remove them, but their removal should not be easier than for an executive or managing director.
Prav tako bi jih moralo biti mogoče odstaviti, vendar pa njihova odstavitev ne bi smela biti lažja od odstavitve izvršnega direktorja ali člana uprave.
Qualifications
Usposobljenost
In order to maintain a proper balance in terms of the qualifications possessed by its members, the (supervisory) board should determine its desired composition in relation to the company’s structure and activities, and evaluate it periodically.
Da bi ohranil ustrezno uravnoteženost glede usposobljenosti njegovih članov, bi moral upravni odbor ali nadzorni svet določiti svojo želeno sestavo glede na strukturo in dejavnosti družbe, ter jo redno vrednotiti.
The (supervisory) board should ensure that it is composed of members who, as a whole, have the required diversity of knowledge, judgement and experience to complete their tasks properly.
Upravni odbor ali nadzorni svet bi moral zagotoviti, da je sestavljen iz članov, ki imajo kot celota ustrezno raznoliko znanje, sposobnost presoje in izkušnje, potrebne za dobro izvajanje svojih nalog.
The members of the audit committee, should, collectively, have a recent and relevant background in and experience of finance and accounting for listed companies appropriate to the company’s activities.
Člani revizijske komisije bi morali kolektivno imeti nedavno in ustrezno izobrazbo in izkušnje na področju financ in računovodstva v javnih družbah, torej izkušnje, ki ustrezajo dejavnostim družbe.
All new members of the (supervisory) board should be offered a tailored induction programme covering to the extent necessary their responsibilities and the company’s organisation and activities.
Vsem novim članom revizijske komisije bi moral biti na voljo prilagojen uvodni program, ki bi kolikor je potrebno pokrival njihove odgovornosti in organizacijo in dejavnosti družbe.
The (supervisory) board should conduct an annual review to identify areas where directors need to update their skills and knowledge.
Upravni odbor ali nadzorni svet bi moral opraviti letni pregled za ugotovitev področij, na katerih bi morali direktorji obnoviti svoje sposobnosti in znanja.
When the appointment of a director is proposed, disclosure should be made of his particular competences which are relevant to his service on the (supervisory) board.
V primeru predloga za imenovanje novega direktorja, bi bilo treba razkriti njegove posebne sposobnosti, povezane z njegovim delom v upravnem odboru ali nadzornem svetu.
To enable markets and the public to assess whether these competences remain appropriate over time, the (supervisory) board should disclose every year a profile of the board’s composition and information on the particular competences of individual directors which are relevant to their service on the (supervisory) board.
Da bi trgom in javnosti omogočili, da ocenijo, če te sposobnosti obstajajo tudi po poteku določenega časa, bi moral upravni odbor ali nadzorni svet vsako leto razkriti profil sestave odbora oz. sveta in informacije o posebnih sposobnostih posameznih direktorjev, na podlagi katerih so primerni za njihovo delo v upravnem odboru ali nadzornem svetu.
Commitment
Zaveza
Each director should devote to his duties the necessary time and attention, and should undertake to limit the number of his other professional commitments (in particular any directorships held in other companies) to such an extent that the proper performance of his duties is assured.
Vsak direktor bi moral svojim dolžnostim posvečati dovolj časa in pozornosti in se zavezati, da bo omejil število svojih drugih poklicnih obveznosti (predvsem vseh vodilnih funkcij v drugih družbah) do takšne mere, da bo zagotovljeno ustrezno opravljanje njegovih dolžnosti.
Where the appointment of a director is proposed, his other significant professional commitments should be disclosed.
V primeru predloga za imenovanje novega direktorja, bi morale biti razkrite vse njegove ostale pomembne poklicne obveznosti.
The board should be informed of subsequent changes.
Odbor oz. svet bi moral biti obveščen o vseh naknadnih spremembah.
Every year, the board should collect data on such commitments, and make the information available in its annual report.
Odbor oz. svet bi moral vsako leto zbrati informacije o takih obveznostih, ter te informacije objaviti v letnem poročilu.
A director should be considered to be independent only if he is free of any business, family or other relationship, with the company, its controlling shareholder or the management of either, that creates a conflict of interest such as to impair his judgement.
Direktor je neodvisen, samo če nima poslovnih, družinskih ali drugih vezi – z družbo, z njenimi večinskimi delničarji ali z vodstvom enega ali drugega – ki povzročajo navzkrižje interesov, ki bi lahko vplivalo na njegovo presojo.