natgillin/translations-raw huggingface dataset:
A number of criteria for assessment of the independence of directors should be adopted at national level, taking into account the guidance set out in Annex II, which identifies a number of situations reflecting the relationships or circumstances usually recognised as likely to generate material conflict of interest.
Določeno število meril za oceno neodvisnosti direktorjev bi moralo biti sprejeto na nacionalni ravni, ob upoštevanju navodil iz Priloge II, ki opredeljuje določeno število situacij, ki predstavljajo odnose ali okoliščine, ki se običajno priznavajo kot taki, da utegnejo ustvariti bistveno navzkrižje interesov.
The determination of what constitutes independence is fundamentally an issue for the (supervisory) board itself to determine.
Določitev tega, kaj je neodvisnost, spada predvsem v pristojnost samega upravnega odbora ali nadzornega sveta.
The (supervisory) board may consider that, although a particular director meets all the criteria laid down at national level for assessment of the independence of directors, he cannot be considered independent owing to the specific circumstances of the person or the company, and the converse also applies.
Upravni odbor ali nadzorni svet lahko meni, da se, kljub temu, da nek direktor ustreza vsem merilom, določenim na nacionalni ravni za ocenjevanje neodvisnosti direktorjev, zaradi določenih osebnih okoliščin ali okoliščin družbe, ne more šteti za neodvisnega; velja pa tudi obratno.
Proper information should be disclosed on the conclusions reached by the (supervisory) board in its determination of whether a particular director should be regarded as independent.
Treba bi bilo razkriti ustrezne informacije o sklepih, do katerih je prišel upravni odbor ali nadzorni svet pri odločanju o tem, ali je treba določenega direktorja šteti za neodvisnega.
When the appointment of a non-executive or supervisory director is proposed, the company should disclose whether it considers him to be independent; if one or more of the criteria laid down at national level for assessment of independence of directors is not met, the company should disclose its reasons for nevertheless considering that director to be independent.
V primeru predloga za imenovanje novega neizvršnega direktorja ali člana nadzornega sveta, bi morala družba razkriti svoje mnenje o tem, ali je ta oseba neodvisna; če ni izpolnjeno eno ali več meril, ki so na nacionalni ravni določena za ocenjevanje neodvisnosti direktorjev, bi morala družba razkriti svoje razloge, zakaj kljub temu meni, da je omenjeni direktor neodvisen.
Companies should also disclose annually which directors they consider to be independent.
Družbe bi morale tudi letno razkriti, za katere direktorje menijo, da so neodvisni;
If one or more of the criteria laid down at national level for assessment of independence of directors has not been met throughout the year, the company should disclose its reasons for considering that director to be independent.
Če skozi celoletno obdobje ni izpolnjeno eno ali več meril, ki so na nacionalni ravni določena za ocenjevanje neodvisnosti direktorjev, bi morala družba razkriti svoje razloge, zakaj kljub temu meni, da je ta direktor neodvisen.
To ensure the accuracy of the information provided on the independence of directors, the company should require the independent directors to have their independence periodically re-confirmed.
Za zagotovitev točnosti informacij o neodvisnosti direktorjev, bi morala družba od neodvisnih direktorjev zahtevati, da svojo neodvisnost potrdijo v rednih časovnih presledkih.
Follow-up
Spremljanje izvajanja
Member States are invited to take the necessary measures to promote the application, by 30 June 2006, of the principles set out in this Recommendation and to notify the Commission of the measures taken in accordance with this Recommendation, in order to enable the Commission to monitor closely the situation and, on that basis, to assess the need for further measures.
Države članice so pozvane, da do 30. junija 2006 sprejmejo vse potrebne ukrepe za spodbujanje uporabe načel, določenih v tem priporočilu, ter da uradno obvestijo Komisijo o ukrepih, sprejetih v skladu s tem priporočilom, da bi Komisiji omogočile natančno spremljanje stanja in na podlagi tega tudi ocenitev potrebe za sprejem dodatnih ukrepov.
Done at Brussels, 15 February 2005.
V Bruslju, 15. februarja 2005
COM(2003) 284 final.
KOM(2003) 284 konč.
Directive as last amended by Directive 2004/39/EC of the European Parliament and of the Council (OJ L 145, 30.4.2004, p. 1).
Direktiva, kakor je bila nazadnje spremenjena z Direktivo 2004/39/ES Evropskega parlamenta in Sveta (UL L 145, 30.4.2004, str. 1).
The following Annexes provide additional guidance for the interpretation of the principles set out in the Recommendation.
Naslednje priloge določajo dodatna navodila za razlago načel iz Priporočila.
Committees of the (supervisory) board
Komisije upravnega odbora ali nadzornega sveta
COMMON FEATURES
SKUPNE ZNAČILNOSTI
When committees are created within the (supervisory) board, they should normally be composed of at least three members.
Komisije, ustanovljene v upravnem odboru ali nadzornem svetu, bi praviloma morale biti sestavljene vsaj iz treh članov.
In companies with small (supervisory) boards, they could exceptionally be composed of two members only.
V družbah z majhnimi upravnimi odbori ali nadzornimi sveti bi bile komisije izjemoma lahko sestavljene samo iz dveh članov.
Chairmanship and membership of the committees should be decided with due regard to the need to ensure that committee membership is refreshed and that undue reliance is not placed on particular individuals.
Pri odločanju o predsedstvu in o članstvu v komisijah bi bilo treba po eni strani ustrezno upoštevati potrebo po zagotavljanju osveževanja članstva, po drugi strani pa preprečiti preveliko odvisnost od določenih posameznikov.
Terms of reference
Pristojnosti in pooblastila
The exact mandate of each committee created should be described in the terms of reference drawn up by the (supervisory) board.
Točen mandat za vsako komisijo, ki je bila ustanovljena, je treba opisati z pristojnostmi in pooblastili, ki jih določi upravni odbor ali nadzorni svet.
Available resources
Razpoložljiva sredstva
Companies should ensure that committees are provided with sufficient resources to discharge their duties, which includes the right to obtain — in particular from officers of the company — all the necessary information or to seek independent professional advice on issues falling in their area of competence.
Družbe bi morale zagotoviti, da imajo komisije dovolj sredstev za opravljanje svojih nalog, kar vključuje pravico do pridobivanja – predvsem od odgovornih oseb v družbi – vseh potrebnih informacij in pravico, da poiščejo neodvisno strokovno mnenje o vprašanjih, ki spadajo na področje njihove pristojnosti.
Attendance at committee meetings
Udeležba na sestankih komisij
With a view to ensuring the autonomy and objectivity of the committees, directors other than the committee members should normally be entitled to attend its meetings only at the invitation of the committee.
Zaradi zagotavljanja neodvisnosti in nepristranskosti komisij bi morali biti direktorji, ki niso člani komisij, upravičeni do udeležbe na sestankih samo na podlagi povabila komisije.
The committee may invite or require certain officers or experts to attend.
Komisija lahko povabi določene uslužbence, da se udeležijo sestanka, ali pa od njih zahteva, da so prisotni na sestanku.
Committees should discharge their duties within the set terms of reference, and ensure that they regularly report to the (supervisory) board about their activities and results.
Komisije bi morale svoje naloge opravljati v okviru določenih pristojnosti in pooblastil, poleg tega pa bi morale zagotoviti, da upravnemu odboru ali nadzornemu svetu redno poročajo o svojih dejavnostih in rezultatih.
The terms of reference set for any committee created, explaining its role and any authority delegated to it by the (supervisory) board where permissible under national law, should be made public at least once a year (as part of the information disclosed by the company annually on its corporate governance structures and practices).
Pristojnosti in pooblastila, določena za vse komisije, ki so bile ustanovljene, ki pojasnjujejo njihovo vlogo ter pooblastila, ki jih je nanje prenesel upravni odbor ali nadzorni svet, če je to dovoljeno v skladu z nacionalno zakonodajo, bi morali biti objavljeni vsaj enkrat letno (kot del informacij, ki jih družba letno razkrije o strukturi in praksi upravljanja družb).
Companies should also make public annually a statement by existing committees about their membership, the number of their meetings and attendance over the year, and their main activities.
Poleg tega bi morale družbe letno objaviti izjavo obstoječih komisij o njihovem članstvu, o številu sestankov, o letni udeležbi ter o njihovih glavnih dejavnostih.
In particular, the audit committee should confirm that it is satisfied with the independence of the audit process and describe briefly the steps it has taken to reach this conclusion.
Revizijska komisija bi morala še posebej potrditi, da je zadovoljena z neodvisnostjo revizijskega postopka in na kratko opisati na kakšen način, je prišla do takšnega zaključka.
The chairman of each committee should be able to communicate directly with shareholders.
Predsednik vsake komisije bi moral imeti možnost neposredne komunikacije z delničarji.
The circumstances in which this should happen should be spelled out in the committee’s terms of reference.
Okoliščine, v katerih se to zgodi, bi morale biti določene v pristojnostih in pooblastilih komisije.
THE NOMINATION COMMITTEE
KOMISIJA ZA IMENOVANJA
Creation and composition
Ustanovitev in sestava
Where, under national law, the (supervisory) board is playing a role, either by making decisions itself or by making proposals for consideration by another corporate body, in the process for appointment and/or removal of directors, a nomination committee should be set up within the (supervisory) board.
Če igra upravni odbor ali nadzorni svet v skladu z nacionalno zakonodajo vlogo v procesu imenovanja in/ali odstavitve direktorjev, s tem, da o tem odloča sam ali pa da oblikuje predloge, o katerih odločijo drugi organi v družbi, bi morala biti v okviru upravnega odbora ali nadzornega sveta oblikovana komisija za imenovanja.
The nomination committee should be composed of at least a majority of independent non-executive or supervisory directors.
Komisija za imenovanja bi morala biti sestavljena iz vsaj večine neodvisnih neizvršnih direktorjev ali članov nadzornega sveta.
When a company deems it appropriate for the nomination committee to comprise a minority of non-independent members, the Chief Executive Officer could be a member of such a committee.
Če družba meni, da je primerno, da komisija vključuje manjšino neodvisnih članov, je lahko generalni izvršni direktor oz. predsednik uprave član takšne komisije.
The nomination committee should at least:
Komisija za imenovanja bi morala narediti vsaj naslednje:
identify and recommend, for the approval of the (supervisory) board, candidates to fill board vacancies as and when they arise.
Določiti in upravnemu odboru ali predložiti v potrditev nadzornemu svetu kandidate za zapolnitev prostih mest v upravnem odboru ali nadzornem svetu, ko se le-ta pojavijo.
In doing so, the nomination committee should evaluate the balance of skills, knowledge and experience on the board, prepare a description of the roles and capabilities required for a particular appointment, and assess the time commitment expected,
Pri tem mora komisija za imenovanja ovrednotiti ravnovesje med sposobnostmi, znanjem in izkušnjami v odboru oz. svetu, pripraviti opis vlog in kvalifikacij, ki so zahtevane za določeno imenovanje, ter oceniti pričakovano časovno obvezo za izvrševanje funkcije;
periodically assess the structure, size, composition and performance of the unitary or dual board, and make recommendations to the (supervisory) board with regard to any changes,
V rednih časovnih presledkih oceniti strukturo, velikost, sestavo in delovanje enotirnega ali dvotirnega organa upravljanja ter za upravni odbor ali nadzorni svet oblikovati priporočila glede katerih koli sprememb;
periodically assess the skills, knowledge and experience of individual directors, and report on this to the (supervisory) board,
V rednih časovnih presledkih oceniti sposobnosti, znanje in izkušnje posameznih direktorjev in o tem poročati upravnemu odboru ali nadzornemu svetu;
properly consider issues related to succession planning.
Ustrezno preučiti vprašanja, povezana z načrtovanjem nasledstva.
In addition, the nomination committee should review the policy of the (management) board for selection and appointment of senior management.
Poleg tega komisija za imenovanja pregleda politiko (upravnega) odbora ali uprave glede postopka izbire in imenovanja višjih kadrov.
The nomination committee should consider proposals made by relevant parties, including management and shareholders [1].
Komisija za imenovanja bi morala preučiti predloge, ki jih oblikujejo zainteresirane stranke, vključno z vodstvom in z delničarji [1].
In particular, the Chief Executive Officer should be adequately consulted by, and entitled to submit proposals to the nomination committee, especially when dealing with issues related to executive/managing directors or senior management.
Komisija za imenovanja bi se morala ustrezno posvetovati z generalnim izvršnim direktorjem oz. predsednikom uprave, ki bi moral imeti možnost, da komisiji predstavi svoje predloge, predvsem v zvezi z izvršnimi direktorji/člani uprave ali z višjimi kadri.
In performing its duties, the nomination committee should be able to use any forms of resources it deems appropriate, including external advice or advertising, and should receive appropriate funding from the company to this effect.
Pri opravljanju svojih dolžnosti bi moralo biti komisiji za imenovanja omogočeno, da uporabi vsa sredstva, za katera meni, da so potrebna, vključno z zunanjimi svetovalci in z oglaševanjem, ter bi od družbe v ta namen morala prejeti ustrezno denarno podporo.
THE REMUNERATION COMMITTEE
KOMISIJA ZA PREJEMKE
Where, under national law, the (supervisory) board is playing a role, either by making decisions itself or by making proposals for consideration by another corporate body, in the process for setting remuneration of directors, a remuneration committee should be set up within the (supervisory) board.
Če igra upravni odbor ali nadzorni svet v skladu z nacionalno zakonodajo vlogo v procesu imenovanja in/ali odstavitve direktorjev, s tem, da o tem odloča sam ali pa da oblikuje predloge, o katerih odločijo drugi organi v družbi, bi morala biti v okviru upravnega odbora ali nadzornega sveta oblikovana komisija za prejemke.
The remuneration committee should be composed exclusively of non-executive or supervisory directors.
Komisija za prejemke bi morala biti sestavljena samo iz neizvršnih direktorjev ali članov nadzornega sveta.
At least a majority of its members should be independent.
Najmanj večina članov mora biti neodvisna.
With respect to executive or managing directors, the committee should at least:
V zvezi z izvršnimi direktorji ali člani uprave, bi morala komisija za prejemke narediti vsaj naslednje:
make proposals, for the approval of the (supervisory) board, on the remuneration policy for executive or managing directors.
Oblikovati predloge v potrditev upravnemu odboru ali nadzornemu svetu o politiki prejemkov izvršnih direktorjev ali članov uprave.
Such policy should address all forms of compensation, including in particular the fixed remuneration, performance-related remuneration schemes, pension arrangements, and termination payments.
Takšna politika bi morala obravnavati vse oblike prejemkov, še zlasti stalne prejemke, sheme prejemkov, glede na uspešnost ter sistem pokojnin in odpravnin.
Proposals related to performance-related remuneration schemes should be accompanied with recommendations on the related objectives and evaluation criteria, with a view to properly aligning the pay of executive or managing directors with the long-term interests of the shareholders and the objectives set by the (supervisory) board for the company,
Predloge v zvezi s prejemki glede na uspešnost, bi morala spremljati priporočila o ciljih in merilih vrednotenja, da se ustrezno uskladijo plače izvršnih direktorjev ali članov uprave z dolgoročnimi interesi delničarjev in s cilji, ki jih je za družbo določil upravni odbor ali nadzorni svet.
make proposals to the (supervisory) board on the individual remuneration to be attributed to executive or managing directors, ensuring that they are consistent with the remuneration policy adopted by the company and the evaluation of the performance of the directors concerned.
Upravnemu odboru ali nadzornemu svetu predložiti predloge glede individualnih prejemkov izvršnih direktorjev ali članov uprave, zagotavljati, da so le-ti v skladu s politiko prejemkov, ki jo je sprejela družba, ter ovrednotiti uspešnost zadevnih direktorjev.
In doing so, the committee should be properly informed as to the total compensation obtained by the directors from other companies affiliated to the group,
Pri tem bi morala imeti komisija na razpolago ustrezne podatke o skupnih prejemkih izvršnih direktorjev ali članov uprave drugih družb, povezanih v skupino.
make proposals to the (supervisory) board on suitable forms of contract for executive or managing directors,
Upravnemu odboru ali nadzornemu svetu predložiti predloge glede ustreznih vrst pogodb z izvršnimi direktorji ali člani uprave.
assist the (supervisory) board in overseeing the process whereby the company complies with existing provisions regarding disclosure of remuneration-related items (in particular the remuneration policy applied and the individual remuneration attributed to directors).
Upravnemu odboru ali Nadzornemu svetu pomagati pri nadziranju procesa, s katerim ravna družba v skladu z veljavnimi določbami glede razkrivanja informacij v zvezi s prejemki (predvsem uporabljena politika prejemkov in individualni prejemki posameznih direktorjev).
With respect to senior management (as defined by the (supervisory) board), the committee should at least:
V zvezi z višjimi kadri (kot ga določi upravni odbor ali nadzorni svet) bi morala komisija narediti vsaj naslednje:
make general recommendations to the executive or managing directors on the level and structure of remuneration for senior management,
Oblikovati splošna priporočila za izvršne direktorje ali člane uprave o ravni in strukturi prejemkov višjih kadrov;
monitor the level and structure of remuneration for senior management, on the basis of adequate information provided by executive or managing directors.
Spremljati raven in strukturo prejemkov višjih kadrov na osnovi ustreznih informacij s strani izvršnih direktorjev ali članov uprave.
With respect to stock options and other share-based incentives which may be granted to directors, managers, or other employees, the committee should at least:
V zvezi z delniškimi opcijami in z drugimi pobudami za prejemke v obliki delnic, ki se lahko dodelijo direktorjem, članom uprave in drugim zaposlenim, bi morala komisija narediti vsaj naslednje:
debate the general policy regarding the granting of such schemes, in particular stock options, and make any related proposals to the (supervisory) board,
Razpravljati o splošni politiki dodeljevanja takšnih shem, zlasti glede delniških opcij, in o tem upravnemu odboru ali nadzornemu svetu predložiti predloge;
review the information provided on this topic in the annual report and to the shareholders meeting where relevant,
Pregledati informacije o tej temi v letnem poročilu in na sestanku delničarjev, če je to ustrezno;
make proposals to the (supervisory) board concerning the choice between granting options to subscribe shares or granting options to purchase shares, specifying the reasons for its choice as well as the consequences that this choice has.
Upravnemu odboru ali nadzornemu svetu predložiti predloge o izbiri med dodelitvijo opcij za vpis delnic in opcij za nakup delnic ter določiti razloge za svojo izbiro in posledice, ki jih ima ta izbira.
The remuneration committee should consult at least the chairman and/or chief executive about their views relating to the remuneration of other executive or managing directors.
Komisija za prejemke bi se morala posvetovati vsaj s predsednikom in/ali generalnim izvršnim direktorjem o njunih stališčih o prejemkih drugih izvršnih direktorjev ali članov uprave.
The remuneration committee should be able to avail itself of consultants, with a view to obtaining the necessary information on market standards for remuneration systems.
Komisiji za prejemke bi moralo biti omogočeno, da se, z namenom, da pridobi potrebne informacije o tržnih standardih glede sistema prejemkov, posvetuje s svetovalci.
The committee should be responsible for establishing the selection criteria, selecting, appointing and setting the terms of reference for any remuneration consultants who advise the committee, and should receive appropriate funding from the company to this effect.
Komisija bi morala biti odgovorna za oblikovanje meril izbora, za izbor, za določanje formalnih pogojev za svetovalce, ki ji svetujejo na področju prejemkov, prav tako pa bi morala v ta namen od družbe prejeti ustrezno denarno podporo.
THE AUDIT COMMITTEE
REVIZIJSKA KOMISIJA
The audit committee should be composed exclusively of non-executive or supervisory directors.
Revizijska komisija bi morala biti sestavljena samo iz neizvršnih direktorjev ali članov nadzornega sveta.
With respect to the internal policies and procedures adopted by the company, the audit committee should assist the (supervisory) board to at least:
V zvezi z notranjo politiko in s postopki, ki jih sprejme družba, bi morala revizijska komisija upravnemu odboru ali nadzornemu svetu pomagati vsaj pri naslednjem:
monitor the integrity of the financial information provided by the company, in particular by reviewing the relevance and consistency of the accounting methods used by the company and its group (including the criteria for the consolidation of the accounts of companies in the group),
Nadzorovanju neoporečnosti finančnih informacij, ki jih posreduje družba, predvsem s pregledom ustreznosti in doslednosti računovodskih metod, ki jih uporabljata družba in njegova skupina (vključno z merili za konsolidacijo knjigovodstva družb v skupini);
review at least annually the internal control and risk management systems, with a view to ensuring that the main risks (including those related to compliance with existing legislation and regulations) are properly identified, managed and disclosed,
Pregledovanju sistema notranjega nadzora in obvladovanja tveganj vsaj enkrat letno, z namenom, da bi bila glavna tveganja (vključno s tveganji, ki so povezana s spoštovanjem veljavne zakonodaje in predpisov) ustrezno opredeljena, da se z njimi ustrezno upravlja in da so razkrita;
ensure the effectiveness of the internal audit function, in particular by making recommendations on the selection, appointment, reappointment and removal of the head of the internal audit department and on the department’s budget, and by monitoring the responsiveness of management to its findings and recommendations.
Zagotavljanju učinkovitosti funkcije notranje revizije, predvsem z oblikovanjem priporočil o izbiri, o imenovanju, ponovnem imenovanju in odstavitvi vodje oddelka za notranjo revizijo in z oblikovanjem priporočil o proračunu oddelka ter s spremljanjem odziva vodstva na njene ugotovitve in priporočila.
If the company does not have an internal audit function, the need for one should be reviewed at least annually.
Če družba nima notranje revizijske funkcije, je treba vsaj enkrat letno oceniti potrebo po njej.
With respect to the external auditor engaged by the company, the audit committee should at least:
V zvezi z zunanjim revizorjem, ki ga najame družba, bi morala revizijska komisija opraviti vsaj naslednje: