natgillin/translations-raw huggingface dataset:
The Company may, on its own or through a stake in Belgian, foreign or international bodies, whether existing or prospective, undertake any commercial, industrial or financial operations directly or indirectly relating, in whole or in part, to its object or which would be likely to facilitate or promote the attainment or development thereof … .”
Družba lahko sama ali s sodelovanjem belgijskih, tujih ali mednarodnih že obstoječih organov ali organov, ki jih bo ustanovila, izvaja vse gospodarske, industrijske ali finančne dejavnosti, ki se neposredno ali posredno, v celoti ali delno, nanašajo na njen predmet poslovanja ali ki bi lahko le-tega pospešile ali spodbudile njegovo izvajanje ali razvoj (...).“
The original text of the Law of 23 July 1926 setting up SNCB did not specify the object of the company.
Izvirno besedilo zakona z dne 23. julija 1926, ki ustanavlja SNCB, ni opredelilo njenega predmeta poslovanja.
The Law of 1 August 1960 (amending the above Law) included the object in its provisions, on the basis of the following considerations: “The draft Law submitted to you therefore determines the object of SNCB, stipulating that the latter may lawfully undertake any activity associated with the operation of the network, in particular the running of buffets, snack bars, etc. …, the building of rolling-stock for its use, the organisation of all road transport with a view to facilitating the carriage of goods … .”
Zakon z dne 1. avgusta 1960 (o spremembi zgoraj navedenega zakona) je v besedilo zakona vključil predmet poslovanja na podlagi naslednjih premislekov: „Predlog zakona, ki vam je predstavljen, torej določa predmet poslovanja družbe SNCB z navedbo, da lahko ta družba po zakonu opravlja vse dejavnosti, povezane z obratovanjem mreže, zlasti obratovanje okrepčevalnic, barov itd., izdelava materiala, namenjenega njeni uporabi, organizacija vseh vrst cestnega prometa, da se olajša odprava blaga (...).
The object of SNCB, therefore, is deliberately defined very widely.
Predmet poslovanja družbe SNCB je tako namenoma zelo obsežen.
Furthermore, the definition contains no geographic restriction … The object may be determined in such a way as to justify any commercial or even financial activity.’
Ta opredelitev poleg tega ne vključuje nobene geografske omejitve (…). Ta predmet poslovanja se lahko razlaga tako, da se upraviči vsaka trgovska, celo finančna dejavnost.“
Secondly, with regard to SNCB's expenditure on ABX, the Court of Auditors describes the approach to drafting certain parts of the report: ‘Given the autonomy of SNCB, the level of risk to be prevented and the challenges, special attention has been paid to acquisition decisions in the context of the development of the ABX network.
Na drugi strani v zvezi z izdatki družbe SNCB v korist ABX Računsko sodišče navaja stališče, na podlagi katerega so bili napisani nekateri deli tega poročila: „Ob upoštevanju neodvisnosti družbe SNCB, stopnje tveganja, ki jo je mogoče predvideti, in vložkov, je treba posebno pozornost posvetiti odločitvam o nakupu v okviru razvoja mreže ABX.
This analysis is concerned basically with clarifying the conditions in which those decisions were taken and are followed up, in order in particular to illustrate the difficulties of implementing the legal provisions which enable the state to avoid any threat to the undertaking's ability to fulfil its public service obligations’.
Namen te analize je zlasti pojasniti razmere, v katerih so se te odločitve sprejele in se nadaljujejo, zlasti zaradi ponazoritve težav izvajanja predpisov, ki državi omogočajo, da prepreči, da se ogrozi zmožnost podjetja za izpolnjevanje svojih obveznosti javne službe“.
Accordingly, the Court of Auditors reaches the following conclusions:
V tem okviru je Računsko sodišče prišlo do naslednjih ugotovitev:
‘the change in the strategy of expanding the ABX network was manifestly initiated by the management [of SNCB]’.
„pobudo za razvoj strategije razvoja mreže ABX je očitno dalo vodstvo [družbe SNCB]“;
‘a wide-ranging autonomy has been granted to the public undertaking [SNCB] as regards its non-rail investments and its acquisition of holdings in commercial activities’.
„da je javnemu podjetju [SNCB] dodeljena velika neodvisnost glede njegovih neželezniških naložb kakor tudi njegovih kapitalskih udeležb v trgovskih dejavnostih“;
‘the decisions taken by SNCB in regard to these [commercial] activities are limited only by compliance with its object and the provisions of the Law of 21 March 1991 which are designed to prevent the risk of a threat to the performance of its public service tasks’.
„odločitve, ki jih SNCB sprejme za te [trgovske] dejavnosti, so omejene samo z upoštevanjem njenega predmeta poslovanja in določbami zakona z dne 21. marca 1991, ki naj bi preprečile tveganje, da bi to škodilo izvajanju nalog javne službe“;
‘investments in non-rail commercial activities are not … approved in advance, so that state control relies entirely on the intervention of the Government Commissioner’.
„naložbe v trgovske dejavnosti neželezniške narave niso (…) predmet predhodne odobritve, tako da je nadzor države v celoti odvisen od posredovanja vladnega predstavnika“;
‘The current legal provisions, which grant the Government Commissioner a right to bring proceedings and the Minister a right of cancellation in respect of decisions jeopardising the performance of the public service tasks [of SNCB], do not provide a sufficient guarantee that the objective of the permanence of those tasks is satisfied’.
„Trenutni zakonodajni sistem, ki vladnemu predstavniku daje pravico do pritožbe in ministru pravico do razveljavitve v zvezi z odločitvami, ki bi ogrozile izvajanje nalog javne službe [družbe SNCB], ne daje zadostnega jamstva, da bi bil izpolnjen cilj trajnosti teh nalog“.
It is in this context of awareness of the risk threatening SNCB's public service activities and the inadequacy of the means of supervision available to the state for limiting such risks that the action of the Government Commissioner and the Minister responsible reported by the Court of Auditors should be seen.
V ta okvir zavedanja tveganja, ki ogroža dejavnosti javne službe družbe SNCB, in nezadostnih zmogljivosti nadzora, ki jih ima na voljo država za omejitev teh tveganj, se umeščajo intervencije vladnega predstavnika in pristojnega ministra, o katerih je poročalo Računsko sodišče.
Thus, on 2 March 2000, the Government Commissioner was concerned to check whether the investment in the Italian arm of ABX ‘… does not prejudice the performance of the public service tasks [of SNCB] …’.
Tako je bil namen posredovanja vladnega predstavnika z dne 2. marca 2000 preveriti, ali naložba v italijansko podružnico ABX „… ne škoduje izvajanju nalog javne službe [družbe SNCB] …“.
On 28 April 2000, the Minister for Mobility and Transport expressed the wish that ‘the strategic operations of the undertaking should be long-term ones and should make it possible to ensure its viability and sustainability’.
Dne 28. aprila 2000 je posredoval minister za mobilnost in promet, da bi izrazil svojo željo, da „bi bile strateške dejavnosti podjetja dolgoročne in bi omogočale zagotavljati njegovo trajnost in sposobnost preživetja“.
On 31 May 2000, the Minister for Mobility and Transport spelt out ‘… the conditions for the exercise of supervision by the state in the event of an acquisition or equity participation …’, remarks which followed those of the Government Commissioner on 26 May 2000 when he emphasised ‘… the need for commercial activities to be compatible with the object of SNCB and the task conferred on it by statute …’.
Dne 31. maja 2000 je minister za mobilnost in promet opredelil „… razmere za izvajanje nadzora države v primeru nakupa ali kapitalske udeležbe“, pri čemer je šlo za posredovanje, ki je sledilo posredovanju vladnega predstavnika z dne 26. maja 2000, v okviru katerega je ta opozoril na „…zahtevo po združljivosti trgovskih dejavnosti s predmetom poslovanja družbe SNCB ter nalogo, ki ji je podeljena z zakonom ...“.
Council of Ministers involvement in the restructuring of ABX
Svet ministrov se vključi v prestrukturiranje ABX
When it initiated the investigation procedure, the Commission referred to the record of the Council of Ministers meeting of 22 February 2002 and the related press release, which clearly show the involvement of the Government, at that date, in the decision on the restructuring of ABX: ‘On a proposal from the Prime Minister, the Council of Ministers approved a set of measures concerning the activities of ABX.
Komisija je poleg tega ob sprožitvi postopka preiskave, ob upoštevanju zasedanja Sveta ministrov [belgijske vlade] z dne 22. februarja 2002 ter z njim povezanega sporočila za javnost, ki jasno kažeta na tedanjo vključenost države v odločitev o prestrukturiranju ABX, navedla: „Na predlog predsednika vlade je Svet ministrov odobril niz ukrepov glede dejavnosti ABX.
The following decisions were taken on the basis of the information and strategic considerations transmitted by SNCB: the setting-up by SNCB of a holding company bringing together all the activities of ABX, … .’
Naslednje odločitve so bile sprejete na podlagi informacij in strateških premislekov, ki jih je poslala družba SNCB: ustanovitev holdinga s strani SNCB, ki zajema vse dejavnosti ABX, (…).“
SNCB's financing capacity from 1998 to 2001
Finančna zmogljivost družbe SNCB v obdobju med letoma 1998 in 2001
The Commission found that between 1998 and 2001 SNCB was by itself in a sufficiently good financial position to obtain loans on the market.
Komisija je ugotovila, da je bila družba SNCB med letoma 1998 in 2001 sama v dovolj dobrem finančnem položaju, da je lahko pridobila posojila na trgu.
This is borne out in particular by:
To zlasti izhaja:
the fact that in 1998 SNCB had a healthy balance sheet structure, with a debt to equity ratio of 51 % in 1998, 54 % in 1999, 62 % in 2000 and 90 % in 2002, and made a consolidated profit;
iz dejstva, da je bila leta 1998 bilančna struktura SNCB zdrava, pri čemer je imela razmerje med finančnimi dolgovi in lastnim kapitalom leta 1998 51 %, leta 1999 54 %, leta 2000 62 % in leta 2001 90 % ter pozitivni konsolidiran poslovni izid;
the study by the independent expert, Nera, which indicates that SNCB's average indebtedness during this period was sustainable when compared with that of similar undertakings in the same sector.
študije neodvisnega strokovnjaka „NERA“, ki navaja, da je zadolženost SNCB v tem obdobju ostala v uravnoteženem povprečju glede na primerljiva podjetja v istem sektorju.
According to Nera, such a sustainable level corresponds to a debt/equity ratio of between 0,8/1 and 1,25/1.
Po navedbah NERA taka uravnotežena raven ustreza razmerju med dolgovi in lastnim kapitalom v višini 0,8/1 do 1,25/1.
In the same study, Nera concludes that SNCB's ratio did not exceed these values between 1997 and 2001.
V tej isti študiji pa NERA ugotavlja, da razmerje družbe SNCB v obdobju med letoma 1997 in 2001 ni preseglo teh vrednosti.
Nevertheless, from 2002 SNCB's financial position deteriorates.
Kljub temu se je finančni položaj SNCB od leta 2002 poslabšal.
Its financial debts, as expressed in the consolidated accounts, went up from EUR 3,9 billion in 2001 to EUR 5 billion in 2002 and EUR 6,2 billion in 2003, compared with total consolidated debts of EUR 8,6 billion in 2001, EUR 9,6 billion in 2002 and EUR 10,7 billion in 2003, whereas its equity fell from EUR 4,9 billion in 2001 to EUR 4,4. billion in 2002 and EUR 4,2 billion in 2003.
Njeni finančni dolgovi, predstavljeni v konsolidiranih računovodskih izkazih, so se namreč s 3,9 milijarde EUR leta 2001 povečali na 5 milijard EUR leta 2002 in 6,2 milijarde EUR leta 2003 za skupne konsolidirane dolgove v višini 8,6 milijarde EUR leta 2001, 9,6 milijarde EUR leta 2002 in 10,7 milijarde EUR leta 2003, medtem ko se je lastni kapital SNCB zmanjšal in s 4,9 milijarde EUR leta 2001 padel na 4,4 milijarde EUR leta 2002 in 4,2 milijarde EUR leta 2003.
Taking account only of financial debts with less than one year and more than one year to run, the ratio increases from 80 % in 2001 to 114 % in 2002 and 150 % in 2003, years when SNCB posted a consolidated loss.
Če upoštevamo izključno finančne dolgove na manj in več kot eno leto, se je to razmerje povečalo, saj je z 80 % leta 2001 naraslo na 114 % leta 2002 in na 150 % leta 2003, medtem ko je družba SNCB v teh letih objavila konsolidirano izgubo.
DETAILED DESCRIPTION OF THE ABX RESTRUCTURING AND PRIVATISATION MEASURES
PODROBEN OPIS UKREPOV PRESTRUKTURIRANJA IN PRIVATIZACIJE ABX
The activities of the ABX group were brought together in a holding company called ABX Logistics Worldwide NV/SA (‘ABX-WW’).
Dejavnosti skupine ABX so bile združene v holding pod imenom ABX LOGISTICS Worldwide NV/SA (v nadaljnjem besedilu „ABX-WW“).
In addition, the Air&Sea activities, which hitherto came under the different ABX national entities, are already largely gathered under ABX Logistics Air&Sea Worldwide SA/NV, a subgroup of the newly founded ABX-WW, hereinafter referred to as ABX Air&Sea.
Poleg tega so dejavnosti Air & Sea, ki so bile doslej združene v različne nacionalne subjekte ABX, že v veliki večini združene v ABX LOGISTICS Air & Sea Worldwide SA/NV, novoustanovljeno podskupino ABX-WW, v nadaljnjem besedilu „ABX-Air&Sea“.
This consolidation is part of a thorough restructuring of all the group's activities, begun in 2002.
Ta združitev sodi v okvir temeljitega prestrukturiranja vseh dejavnosti skupine, ki se je začelo leta 2002.
The restructuring also includes both operational measures (integration of different entities, setting-up of a central service, organisation into profit centres, capacity reductions and productivity efforts, etc.) and financial measures intended to restore the group's financial structure and viability.
Takšno prestrukturiranje zajema operativne ukrepe (združitev različnih subjektov, ustanovitev centralne službe, organiziranost v profitne centre, zmanjševanje zmogljivosti in izboljšanje produktivnosti...), pa tudi finančne ukrepe za obnovo finančne strukture in sposobnosti preživetja skupine.
Taking account of these restructuring measures, SNCB signed a sale agreement for ABX-Worldwide group with an investor, subject to the Commission's approval of the restructuring.
Ob upoštevanju teh ukrepov prestrukturiranja je SNCB z vlagateljem podpisala predpogodbo o prodaji skupine ABX-Worldwide, s pridržkom presoje Komisije glede prestrukturiranja.
The main features of the restructuring are described below.
Glavne značilnosti tega prestrukturiranja so opisane v nadaljevanju.
The Belgian authorities state that, as a result of this restructuring, ABX-WW returned to operating profitability in 2004 (EBIT of EUR 11,6 million) and should return to net profitability in 2006 (net profit of EUR 10,7 million).
Belgijski organi navajajo, da je ABX-WW zaradi tega prestrukturiranja ponovno vzpostavil svojo operativno donosnost že z letom 2004 (dobiček pred obrestmi in davki v višini 11,6 milijona evrov), po letu 2006 pa naj bi ponovno vzpostavil svojo neto donosnost (čisti poslovni izid v višini 10,7 milijona EUR).
Integration and reorganisation of the ABX group
Združevanje in reorganizacija skupine ABX
Various measures integrating the companies of the ABX group have been put into effect: integration of the group's management structure (Phoenix programme), the IT systems, financial management and human resources management.
Sprejeti so bili različni ukrepi združevanja družb skupine ABX: združevanje upravljavske strukture skupine (program Phoenix), informacijskih sistemov, finančnega poslovanja in upravljanja človeških virov.
Phoenix. The Belgian authorities state that the programme is intended to integrate the international management of the group's various activities, harness operational synergies, concentrate purchasing volumes at a smaller number of suppliers, strengthen the Corporate Centre by providing it with the IT processes, skills and tools necessary for the performance of its tasks, coordinate commercial and operational activities between countries and the quality of customer service through ‘product’ teams, and strengthen local management's desire, and awareness of the need, to work together with the other entities in the group.
Phoenix: belgijski organi navajajo, da je namen tega programa združiti mednarodno upravljanje različnih dejavnosti skupine, zaobjeti operativne sinergije, usmeriti nabavne količine na manjše število dobaviteljev, okrepiti „Corporate Centre“ z dodeljevanjem postopkov, pristojnosti in informacijskih orodij, ki jih potrebuje za izvajanje svojih pristojnosti, prek enot „Proizvod“ usklajevati trgovinske in operativne ukrepe med državami ter kakovost storitev za kupce, pa tudi okrepiti odgovornost in motivacijo lokalnega vodstva za delo v sodelovanju z drugimi subjekti skupine.
The Belgian authorities state that the integration of IT systems is intended to integrate existing systems, rationalise applications and introduce general solutions for the group.
Informacijska tehnologija: navajajo, da je namen združevanja informacijskih sistemov združiti obstoječe sisteme, racionalizirati uporabo in vzpostaviti celovite rešitve za skupino.
Financial centralisation. The team for the financial management of the group's headquarters was strengthened so as to centralise this function within the group.
Finančna centralizacija: namen okrepitve službe za finančno poslovodenje sedeža skupine je bila centralizacija te funkcije znotraj skupine.
Thus the financial control and cash management teams were strengthened, and new teams were installed for the consolidation of profits and the management of accounts receivable.
Službe za finančni nadzor in finance so bile torej okrepljene ter vzpostavljene nove službe za konsolidacijo rezultatov in upravljanje terjatev strank.
The quality of the financial information was improved by the above-mentioned IT integration projects and the standardisation of the financial information transmitted from the countries to group headquarters.
Kakovost finančnih poročil se je izboljšala z zgoraj navedenimi projekti informacijskega združevanja in standardizacijo finančnih poročil, ki jih države predložijo sedežu skupine.
As part of the financial centralisation, ABX introduced a mechanism for pooling the cash of all the companies in the group.
ABX je v okviru te finančne centralizacije vzpostavil mehanizem združitve denarnih sredstev vseh družb skupine.
This cash pooling led the ABX group in January 2001 to open, with a guarantee from SNCB, a single cash credit line for a maximum amount of EUR [...] million at a financial establishment.
Skupina ABX je morala zaradi takšnega združevanja denarnih sredstev („cash pooling“) januarja 2001 z jamstvom SNCB pri finančni ustanovi odpreti kreditno linijo enotnih finančnih sredstev v najvišjem znesku [...] milijonov EUR.
The Belgian authorities informed the Commission that the lending bank receives a commercial consideration for this line of EUR [...] million, and that there is a consideration of [...] basis points for the guarantee provided in January 2001 by SNCB for the credit line.
Belgijski organi so Komisiji navedli, da ta linija v višini [...] milijonov EUR pomeni obrestno mero banke upnice in da za jamstvo, ki ga je za to kreditno linijo januarja 2001 dala SNCB, velja obrestna mera [...] baznih točk.
Human resources. A director of human resources for the group was hired in November 2003, with the task of introducing the structures and processes for coordinating the management of the subsidiaries' human resources and common procedures for the recruitment, assessment and remuneration of the group's senior executives and ‘high potentials’.
Človeški viri: novembra 2003 je bil imenovan direktor za človeške vire, katerega naloga je vzpostaviti uskladitvene strukture in postopke za upravljanje človeških virov hčerinskih družb ter skupne postopke za zaposlovanje, ocenjevanje in nagrajevanje vodstvenih delavcev in tako imenovanih „high potentials“ skupine.
A European Works Council will be set up in 2005.
Leta 2005 bo vzpostavljen evropski svet delavcev.
The Belgian authorities state that the centralisation of the coordination functions makes the central services more efficient.
Belgijski organi navajajo, da centralizacija uskladitvenih nalog vodi k boljši učinkovitosti centralnih služb.
The cost of the central service, which consists of the costs of international customer and/or multiproduct global accounts, central IT costs and the costs of the structure (financial, legal, human resources and communication), is reinvoiced to the ABX-WW subsidiaries through licence and service fees.
Stroški centralne službe, ki jih sestavljajo stroški vodenja poslovnih knjig (Global Accounts) mednarodnih strank in/ali strank za več proizvodov, centralni informacijski stroški in stroški strukture (finančne, pravne, človeških virov, komunikacij) se z licenčnimi pravicami in licenčninami (license and service fees) porazdelijo med hčerinske družbe ABX-WW.
The reinvoicing amounts to about [...] % of the turnover of the ABX-WW subsidiaries and covers the costs associated with the protection and use of the brand and all the services which headquarters performs for the subsidiaries.
Takšna porazdelitev znaša okrog [...] % prometa hčerinskih družb ABX-WW in krije stroške, ki so povezani z zaščito in uporabo znamke, ter vse storitve, ki jih sedež nudi hčerinskim družbam.
In addition, citing a recent study, the Belgian authorities point out that the costs of the ABX-WW structure are lower than average for groups of similar size, taking all sectors together.
Zlasti s sklicevanjem na nedavno študijo belgijski organi tudi opozarjajo, da so strukturni stroški ABX-WW nižji od povprečja podobno velikih skupin v vseh sektorjih.
As regards the size of the headquarters relative to the size of the group, the figures show that the geometric mean of all the groups studied is 186 staff at headquarters out of a total staff of 10000.
Kar zadeva velikost sedeža (Headquarters) v primerjavi z velikostjo skupine, iz teh navedb izhaja, da je geometrično povprečje vseh preučenih skupin 186 zaposlenih na sedežu na 10000 vseh zaposlenih.
The mean is higher than the figure for ABX, which has 60 staff in the central service out of a total of 10000.
To povprečje je višje od povprečja ABX, ki šteje 60 zaposlenih v centralni službi na 10000 vseh zaposlenih.
ABX's operations are divided into a number of profit centres, each being an activity that is meant to be viable in its own right by 2006 (including the Road Domestic activities in Germany, where the difficulties were greatest).
Dejavnosti ABX so združene v določeno število „profitnih centrov“, ki ustrezajo enakemu številu dejavnosti, ki naj bi bile do leta 2006 same zmožne preživetja (vključno z dejavnostmi Road Domestic v Nemčiji, ki so imele največ težav).
Measures specific to ABX Germany
Posebni ukrepi za ABX Nemčija
Operational measures. Apart from the operational restructuring measures described in the initiation of the procedure, additional measures involving the disposal of subsidiaries and activities, closures of agencies and activities, and productivity gains will result in an overall reduction of 64 sites (- 69 %), EUR 184 million in turnover (- 30 %), 1589 full-time jobs (- 43 %) and 405062 m2 in surface area (- 56 %) by the completion of the restructuring plan in principle at the end of 2005, with a return to viability for the group in 2006-2007.
Operativni ukrepi: poleg operativnih ukrepov prestrukturiranja, opisanih ob uvedbi postopka, bodo tudi dodatni ukrepi prenosa hčerinskih družb in dejavnosti, zaprtje agencij in dejavnosti ter povečanje produktivnosti povzročili skupno zmanjšanje za 64 poslovalnic (69 %), za 184 milijonov EUR prometa (- 30 %), za 1589 zaposlenih za polni delovni čas (-43 %) in za 405062 m2 območje poslovanja (-56 %) do konca načrta prestrukturiranja, kar naj bi se načeloma zgodilo konec leta 2005, in z vzpostavitvijo ponovne sposobnosti preživetja skupine v obdobju 2006–2007.