natgillin/translations-raw huggingface dataset:
This led to a decline in demand for Daewoo brand vehicles because of customer uncertainty about the fate of FSO and the availability of spare parts and repair services.
To je privedlo do upadanja povpraševanja po vozilih znamke Daewoo zaradi negotovosti kupcev glede usode družbe FSO ter razpoložljivosti rezervnih delov in servisnih storitev.
In addition, FSO suffered from a severe decline in the sale of new vehicles in Poland at the beginning of this decade owing to a very sharp increase in imports to Poland of second-hand cars from Western Europe.
Poleg tega je družba FSO imela težave zaradi resnega upadanja prodaje novih vozil na Poljskem na začetku tega desetletja zaradi zelo hitrega povečevanja uvoza rabljenih avtomobilov iz zahodne Evrope na Poljsko.
Furthermore, as the two models produced were not modernised, unlike competing models, they became less attractive on the EU market over the years.
Poleg tega, ker oba proizvajana modela, za razliko od konkurenčnih modelov, nista bila posodobljena, sta z leti postala manj privlačna na trgu EU.
As a consequence of the foregoing, FSO’s sales dropped from 189000 units (of which 179000 sold in Poland) in 1999 to 47000 in 2001.
Zaradi tega se je prodaja družbe FSO strmo zmanjšala s 189000 enot (od katerih je bilo 179000 prodanih na Poljskem) leta 1999 na 47000 leta 2001.
FSO generated net losses in 2000, 2001 and 2002 of PLN 2,1 billion (EUR 540 million [4]), PLN 1,1 billion (EUR 282 million) and PLN 425 million (EUR 109 million) respectively.
Družba FSO je v letih 2000, 2001 in 2002 ustvarila neto izgube v višini 2,1 milijarde PLN (540 milijonov EUR [4]), 1,1 milijarde PLN (282 milijonov EUR) oziroma 425 milijonov PLN (109 milijonov EUR).
In recent years the vast majority of the cars manufactured have been Lanos, exported to Ukraine [as assembly kits] and assembled and sold by the firm AvtoZAZ, which started commercial cooperation with FSO in 2000.
V zadnjih letih je bila velika večina izdelanih avtomobilov Lanos izvoženih v Ukrajino [kot sklopi za sestavljanje] in jih je sestavljalo in prodajalo podjetje AvtoZAZ, ki je začelo komercialno sodelovati z družbo FSO leta 2000.
Total sales remained at a very low level and the company continued to register operating losses.
Skupna prodaja je ostala na zelo nizki ravni in družba je še naprej beležila poslovne izgube.
Total sales [5] (1000 cars) including assembly kits
Skupna prodaja [5] (v tisočih avtomobilov), vključno s sklopi za sestavljanje
Some parts (notably the brand name and some Asian production plants) of the bankrupt DMC, but not FSO, were acquired by General Motors and harboured in a new subsidiary called GM DAT, which stands for General Motors Daewoo Auto & Technology.
Nekatere dele (predvsem ime blagovne znamke in nekatere azijske proizvodne obrate) DMC v stečaju, ne pa tudi družbe FSO, je kupil General Motors in jih vključil v novo hčerinsko družbo pod imenom GM DAT, kar pomeni General Motors Daewoo Auto & Technology.
FSO had been looking for a strategic investor since its difficulties began.
Družba FSO je iskala strateškega investitorja od začetka svojih težav.
In February 2004, it contacted the 29 biggest motor vehicle companies and sent them a memorandum presenting itself as an attractive investment opportunity.
Februarja 2004 se je obrnila na 29 največjih družb za proizvodnjo motornih vozil in jim je poslala memorandum, v katerem se je predstavila kot privlačna investicijska priložnost.
[Some companies] AvtoZAZ, […], [expressed] interest in principle in investing in FSO.
[Nekatere družbe] AvtoZAZ, […], [so izrazile] načelno svoj interes za investiranje v FSO.
AvtoZAZ, FSO’s key customer, expressed concrete interest in broadening cooperation with FSO.
AvtoZAZ, ključni kupec družbe FSO, je izrazil konkretni interes za razširitev sodelovanja z družbo FSO.
The Polish government started exclusive negotiations with AvtoZAZ for the sale of FSO.
Poljska vlada je s podjetjem AvtoZAZ začela ekskluzivna pogajanja za prodajo družbe FSO.
AvtoZAZ is the biggest car manufacturer in the Ukraine.
AvtoZAZ je največji proizvajalec avtomobilov v Ukrajini.
It assembles cars of several brands, including ZAZ (own brand), Daewoo, VAZ (the brand of the Russian Lada) and Opel [6].
Sestavlja avtomobile več blagovnih znamk, vključno z znamkami ZAZ (lastna blagovna znamka), Daewoo, VAZ (blagovna znamka ruske Lade) in Opel [6].
It is owned by UKRAVTO, which is the owner of the biggest car distribution and service station network in Ukraine.
Je v lasti UKRAVTO, ki je lastnik največje avtomobilske distribucijske in servisne mreže v Ukrajini.
UKRAVTO distributes several brands, including ZAZ, Daewoo, Chevrolet, VAZ and Opel.
UKRAVTO distribuira več blagovnih znamk, vključno z znamkami ZAZ, Daewoo, Chevrolet, VAZ in Opel.
On 25 June 2004 a Letter of Intent was signed between the State Treasury, AvtoZAZ and FSO.
junija 2004 so državna zakladnica, podjetje AvtoZAZ in družba FSO podpisali pismo o nameri.
By resolution of 9 November 2004, the Council of Ministers approved the sale of FSO shares owned by the State Treasury.
Z resolucijo z dne 9. novembra 2004 je Svet ministrov odobril prodajo delnic družbe FSO v lasti državne zakladnice.
FSO and the State Treasury agreed to appoint KPMG as an independent consultant to appraise the market value of the company.
Družba FSO in državna zakladnica sta se dogovorili za imenovanje KPMG kot neodvisnega svetovalca za oceno tržne vrednosti družbe.
The cost method (the book value of the Company’s assets and liabilities, with correction when necessary) and the liquidation method (the market value of forced FSO assets sales, less liabilities) were applied.
Uporabljeni sta bili stroškovna metoda (knjigovodska vrednost sredstev in obveznosti družbe s popravkom po potrebi) in likvidacijska (tržna vrednost prisilne prodaje sredstev FSO, zmanjšana za obveznosti).
In both cases the value of the FSO shares was negative.
V obeh primerih je bila vrednost delnic družbe FSO negativna.
At the same time, the State Treasury selected a second independent consultant (PriceWaterhouseCoopers) to carry out its own appraisal.
Istočasno je državna zakladnica izbrala še enega neodvisnega svetovalca (PriceWaterhouseCoopers), da opravi svoje lastno vrednotenje.
It confirmed the first valuation.
Ta je potrdil prvo vrednotenje.
The sale agreement with AvtoZAZ [7] was signed on 30 June 2005 for a total price of PLN 100.
Pogodba o prodaji je bila podpisana s podjetjem AvtoZAZ [7]30. junija 2005 za skupno ceno 100 PLN.
Under the agreement, AvtoZAZ has to implement the business plan negotiated with the State Treasury.
Po tej pogodbi mora podjetje AvtoZAZ uresničiti poslovni načrt, dogovorjen z državno zakladnico.
It covers the period 2005-[…] and provides for launching production of a new car model, increasing production volumes and maintaining a minimum level of employment.
Zajema obdobje 2005–[…] in predvideva začetek proizvodnje novega modela avtomobila, povečanje obsega proizvodnje in ohranjanje najnižje ravni zaposlenosti.
The agreement indicates that the State aid contained in the restructuring plan notified to the Commission will be granted by the Polish government if the Commission endorses it.
Pogodba navaja, da bo državno pomoč, ki jo vsebuje načrt za prestrukturiranje, priglašen Komisiji, poljska vlada dodelila, če jo odobri Komisija.
The buyer declares that the award of State aid to FSO was one of the conditions of its decision to purchase the company’s shares.
Kupec izjavlja, da je bila dodelitev državne pomoči družbi FSO eden od pogojev za njegovo odločitev o nakupu delnic družbe.
In the meantime, AvtoZAZ purchased (at a discount) 100 % of the remaining claims against FSO, with a nominal value of nearly […], of […] banks which were creditors of FSO.
Med tem je podjetje AvtoZAZ kupilo (s popustom) 100 % preostalih terjatev do družbe FSO, z nominalno vrednostjo skoraj […], bank […], ki so bile upnice družbe FSO.
Markets [8]
Trgi [8]
In 1999, 640000 new vehicles were sold in Poland and FSO’s market share was 28 %, making it the number one car manufacturer in Poland at the time.
Leta 1999 je bilo na Poljskem prodano 640000 novih vozil, tržni delež družbe FSO pa je znašal 28 %, s čimer je tedaj postala vodilna proizvajalka avtomobilov na Poljskem.
In 2003 the number of cars sold in Poland fell to 358000 and FSO’s market share fell to 2,2 % (less than 8000 cars sold).
Leta 2003 se je število avtomobilov, prodanih na Poljskem, zmanjšalo na 358000, tržni delež družbe FSO pa se je znižal na 2,2 % (manj kot 8000 prodanih avtomobilov).
In 2004, FSO sold only 3500 cars in Poland.
Leta 2004 je družba FSO prodala na Poljskem samo 3500 avtomobilov.
The main competitors of FSO in Poland (and in Europe) are Fiat, Skoda, Renault, Toyota, Opel, Peugeot, Ford, Volkswagen and Citroen.
Glavni konkurenti družbe FSO na Poljskem (in v Evropi) so Fiat, Škoda, Renault, Toyota, Opel, Peugeot, Ford, Volkswagen in Citroen.
On the Polish market, the share of imported vehicle sales rose from 25 % in 1998 to 75 % in 2003.
Na poljskem trgu se je delež prodaje uvoženih vozil zvišal s 25 % leta 1998 na 75 % leta 2003.
Production capacity in the European Union as a whole in 2004 (25 Member States) was 20,8 million cars, whereas production volume was only 14,5 million cars.
Proizvodna zmogljivost v Evropski uniji kot celoti (25 držav članic) je leta 2004 znašala 20,8 milijona avtomobilov, medtem ko je znašal obseg proizvodnje le 14,5 milijona avtomobilov.
With a production capacity utilisation rate of 70 %, the industry is therefore clearly suffering from a major excess of production capacity.
Ob stopnji izkoriščenosti proizvodne zmogljivosti v višini 70 % je zato jasno, da ima industrija težave zaradi velikega presežka proizvodne zmogljivosti.
While FSO’s 1999 sales level would have corresponded to an EU market share of over 1 %, FSO’s production in 2004 represented a market share below 0,5 %.
Medtem ko bi raven prodaje družbe FSO leta 1999 ustrezala tržnemu deležu v EU, ki je višji od 1 %, je proizvodnja družbe FSO leta 2004 predstavljala tržni delež, ki je manjši od 0,5 %.
Since 2003, most of FSO’s production has been purchased by AvtoZAZ and sold on the Ukrainian market.
Od leta 2003 je večino proizvodnje družbe FSO kupilo podjetje AvtoZAZ in je bila prodana na ukrajinskem trgu.
New car sales in Ukraine have increased rapidly in recent years.
Prodaja novih avtomobilov v Ukrajini je v zadnjih letih hitro naraščala.
From 2001 to 2005 they rose from 65000 to 265000.
Od leta 2001 do leta 2005 je narasla s 65000 na 265000 avtomobilov.
On the Ukrainian market the Daewoo cars produced by FSO face competition from the following brands: VAZ (Lada), ZAZ, Chevrolet and the other Daewoo models not produced by FSO.
Na ukrajinskem trgu se avtomobili Daewoo, ki jih proizvaja družba FSO, soočajo s konkurenco naslednjih blagovnih znamk: VAZ (Lada), ZAZ, Chevrolet in drugi Daewoo modeli, ki jih ne proizvaja FSO.
Skoda, Opel, Toyota, Mitsubishi, Nissan, Renault and VW are present on this market but have more limited market shares.
Škoda, Opel, Toyota, Mitsubishi, Nissan, Renault in VW so prisotni na tem trgu, vendar dosegajo bolj omejene tržne deleže.
FSO also plans to export a part of its production to […].
Družba FSO prav tako načrtuje izvoz dela svoje proizvodnje v […].
Car sales in […] were around 1,6 million units in 2005.
Prodaja avtomobilov v […] je leta 2005 znašala približno 1,6 milijona enot.
The domestic brands hold a 72,5 % market share and imported cars account for 27,5 % of sales.
Domače blagovne znamke imajo 72,5-odstotni tržni delež, uvoženi avtomobila pa pomenijo 27,5 % prodaje.
However, the low quality and outdated design of […] brand cars is leading to a steady increase in imports.
Vendar ima nizka kakovost in tehnološka zastarelost avtomobilov znamke […] za posledico stalno naraščanje uvoza.
Furthermore, foreign car manufacturers are building facilities in […].
Poleg tega tuji proizvajalci avtomobilov gradijo objekte v […].
Some 40 % of Western motor vehicle companies have already established factories in the area and a further 16 % are planning to do so.
Kakih 40 % zahodnih avtomobilskih družb je že ustanovilo tovarne na tem območju, nadaljnjih 16 % pa jih to načrtuje.
As illustrated in Table 2, the management started restructuring activities in FSO S.A. and its subsidiaries as soon as the situation deteriorated in 2000 after DMC declared bankruptcy.
Kot je prikazano v preglednici 2, je uprava začela z dejavnostmi prestrukturiranja v družbi FSO S.A. in njenih hčerinskih družbah takoj, ko se je leta 2000 položaj poslabšal, potem ko je družba DMC objavila stečaj.
The workforce at FSO S.A. was reduced by 2222 employees between January 2001 and September 2003.
Število zaposlenih v družbi FSO S.A. se je med januarjem 2001 in septembrom 2003 zmanjšalo za 2222 zaposlenih.
The restructuring programme notified to the Commission in April 2004 (the ‘initial restructuring plan’) started at the end of 2003, with completion in 2007, and planned an additional reduction of 1100 employees in the workforce of FSO S.A., bringing long-term employment to around 2000 workers.
Program prestrukturiranja, priglašen Komisiji aprila 2004 („prvotni načrt za prestrukturiranje“) se je začel izvajati konec leta 2003, dokončan pa je bil leta 2007, in je predvideval dodatno zmanjšanje števila zaposlenih v družbi FSO S.A. za 1100 zaposlenih, tako, da je zagotavljal dolgoročno zaposlitev okoli 2000 delavcem.
Since then, the programme has been implemented to a large extent.
Od takrat je bil program v veliki meri že izveden.
The workforce was down to 2200 persons at the end of 2005.
Število zaposlenih je bilo ob koncu leta 2005 zmanjšano na 2200 oseb.
In the meantime the Polish authorities have announced that the latter level corresponds to the new long-term objective.
Medtem so poljski organi objavili, da ta raven ustreza novemu dolgoročnemu cilju.
The subsidiaries controlled by FSO were also completely restructured during this period and the workforce was considerably reduced.
Hčerinske družbe pod nadzorom FSO so bile v tem obdobju prav tako popolnoma prestrukturirane in število zaposlenih je bilo znatno zmanjšano.
Table 2 [9]Workforce at the end of the year
Preglednica 2 [9]Število zaposlenih ob koncu leta
Service, component, and other subsidiaries
Servis, sestavni deli in druge hčerinske družbe
Subsidiaries responsible for sales
Hčerinske družbe, odgovorne za prodajo
FSO S.A. + subsidiaries
FSO S.A. + hčerinske družbe
The initial restructuring plan, which was notified to the Commission on 30 April 2004, was based on the condition that a strategic investor for FSO would be found before 2006.
Prvotni načrt za prestrukturiranje, ki je bil Komisiji priglašen 30. aprila 2004, je temeljil na pogoju, de se strateškega investitorja za FSO pridobi pred 2006.
As the time of entry of the investor was not certain when the restructuring plan was prepared, the plan initially included two variants.
Ker čas vstopa investitorja ob pripravi načrta za prestrukturiranje ni bil še dokončno znan, je načrt prvotno vključeval dve različici.
In the course of 2004, when the entry of a potential investor became more certain, FSO confirmed the first restructuring variant, although the target dates were pushed back slightly.
Med letom 2004, ko je postal vstop potencialnega investitorja bolj gotov, je družba FSO potrdila prvo različico prestrukturiranja, čeprav so bili ciljni datumi prestavljeni nekoliko na poznejše datume.
The plan included the following measures:
Načrt je vključeval naslednje ukrepe:
extending the right to manufacture the Matiz and Lanos models up to the end of 2006 (licence agreement signed with GM DAT in April 2004),
razširitev pravice do proizvajanja modelov Matiz in Lanos do konca leta 2006 (licenčna pogodba, podpisana z GM DAT aprila 2004),
entrance of AvtoZAZ as a strategic investor before the end of the first quarter of 2005 (originally end of 2004),
vstop podjetja AvtoZAZ kot strateškega investitorja pred koncem prvega četrtletja leta 2005 (prvotno konec leta 2004),
production of a modified Lanos model from 2005 onwards (originally not mentioned),
proizvodnja spremenjenega modela Lanos od leta 2005 naprej (ki prvotno ni bil omenjen),
development of new own models and production start-up from 2007 (originally 2005/2006).
razvoj novih lastnih modelov in začetek proizvodnje od 2007 (prvotno 2005/2006).
In the initial restructuring plan, FSO planned to produce [between 130000 and 170000] units in the long-term.
V prvotnem načrtu za prestrukturiranje je družba FSO načrtovala dolgoročno proizvodnjo [med 130000 in 170000] enotami.
In accordance with this long-term production objective, it planned to reduce existing production capacity by one third, i.e. from [200000-230000] vehicles per year — on the basis of two shifts and 250 working days — to [140000-170000] per year.
V skladu s tem dolgoročnim proizvodnim ciljem je družba načrtovala zmanjšanje obstoječe proizvodne zmogljivosti za eno tretjino, tj. z [200000–230000] vozil na leto – ob upoštevanju dela v dveh izmenah in 250 delovnih dni – na [140000–170000] na leto.
Since 2001 small use has been made of existing capacity (less than 25 %).
Od leta 2001 je bila izkoriščenost obstoječe zmogljivosti majhna (manj kot 25 %).
The Polish authorities estimate that after restructuring FSO’s break-even point will be [100000-150000] cars per annum [10].
Poljski organi ocenjujejo, da bo po prestrukturiranju prag rentabilnosti družbe FSO znašal [100000–150000] avtomobilov na leto [10].
In subsequent letters the Polish authorities informed the Commission of delays in implementation of the initial restructuring plan and said that the intermediate sales objectives had not been achieved.
V poznejših dopisih so poljski organi obvestili Komisijo o zamudah pri izvajanju prvotnega načrta za prestrukturiranje in so navedli, da vmesni prodajni cilji niso bili doseženi.
In 2005, the restructuring plan was modified in the sense that FSO no longer planned to develop its own new models but rather to produce an existing model of a major car manufacturer, called ‘the licensor’, as opposed to ‘the investor’, AvtoZAZ.
Leta 2005 je bil načrt za prestrukturiranje spremenjen v smislu, da družba FSO ni več načrtovala razvoja svojih lastnih novih modelov, temveč je dala prednost proizvodnji obstoječega modela večjega proizvajalca avtomobilov, imenovanega „dajalec licence“ za razliko od „investitorja“, AvtoZAZ.
All the components for their production would thus already be available and the investment expenditure would be limited to the technological adjustments to the existing FSO production lines, in order to allow production of the new model.
Vsi sestavni deli za njihovo proizvodnjo bi tako že bili na razpolago in investicijski stroški bi bili omejeni na tehnološke prilagoditve obstoječim proizvodnim linijam družbe FSO, da bi se omogočila proizvodnja novega modela.
To implement the new plan, FSO needed to attract a licensor.
Da bi ta načrt izvedla, je družba FSO morala pritegniti dajalca licence.
The Commission observes that this modification of the restructuring plan — attracting a licensor in addition to the investor — became necessary as FSO failed to attract as an investor a major car manufacturer with which FSO could have developed a new model, as provided for in the initial restructuring plan.
Komisija ugotavlja, da je ta sprememba načrta za prestrukturiranje – ki poleg dajalca licence pritegne investitorja – postala potrebna, ker družbi FSO kot investitorja ni uspelo pritegniti večjega proizvajalca avtomobilov, s katerim bi lahko razvila nov model, kot je predvideno v prvotnem načrtu za prestrukturiranje.
The investor — AvtoZAZ — has not developed models of its own which are competitive on the EU market.
Investitor – AvtoZAZ – ni razvil lastnih modelov, ki so konkurenčni na trgu EU.
After being modified in response to negotiations with the investor, the restructuring plan was again modified in response to negotiations with potential licensors.
Po spremembi na podlagi pogajanj z investitorjem je bil načrt za prestrukturiranje ponovno spremenjen na podlagi pogajanj s potencialnimi dajalci licence.
In the November 2005 version of the restructuring plan, the Polish authorities indicated that a new FSO subsidiary, […], would be created.
V različici načrta za prestrukturiranje iz novembra 2005 so poljski organi navedli, da bi naj ustanovili novo hčerinsko družbo FSO, […].
In […] 2006, FSO and its shareholder UkrAvto signed a Memorandum of Understanding with GM DAT for the production of a new model at FSO.
[…] 2006 sta družba FSO in njen delničar UkrAvto podpisala Memorandum o soglasju z GM DAT za proizvodnjo novega modela v FSO.
In […] 2006, FSO and UkrAvto concluded a […] agreement with GM DAT for the production and […] of the […] model (Chevrolet Aveo).
[…] 2006 sta družbi FSO in UkrAvto sklenili […] pogodbo z GM DAT o proizvodnji in […] modela […] (Chevrolet Aveo).
GM was looking for new production capacity for this model in […].
GM je iskal novo proizvodno zmogljivost za ta model v […].
Under the terms of the contract, FSO can manufacture and assemble this model until […].
V skladu s pogoji pogodbe lahko družba FSO proizvaja in sestavlja ta model do […].
It can continue to sell in […] until […].
Še naprej lahko prodaja v […] do […].
At the same time, FSO signed an agreement with GM DAT extending the existing licence agreement for the production of the Daewoo Lanos […].
Istočasno je družba FSO podpisala pogodbo z GM DAT, s katerim je podaljšala obstoječo licenčno pogodbo za proizvodnjo Daewoo Lanosa […].
Under the new agreement, FSO can produce this model until […] and sell it until […].
Po novi pogodbi lahko FSO proizvaja ta model do […] in ga prodaja do […].
As sales of Lanos […] increased in 2005 and 2006, FSO intends to produce this old model in significant quantities until the production of the […] starts at the end of […].
Ker se je prodaja Lanosa […] v letu 2005 in 2006 povečala, namerava FSO proizvajati ta stari model v večjih količinah do začetka proizvodnje […] konec […].
In their recent submissions of information, the Polish authorities have indicated that FSO, contrary to what had been announced previously, plans to sell [from 130000 to 170000] cars over the long term, in particular after 2008.
V svojih zadnjih predložitvah podatkov so poljski organi navedli, da družba FSO, v nasprotju s prejšnimi najavami, načrtuje dolgoročno prodajo [od 130000 do 170000] avtomobilov, zlasti po letu 2008.
Part of this production would be sold in […] and most of the rest in […].
Del te proizvodnje bi bil prodan v […] in večina preostale proizvodnje v […].
Regarding the financial restructuring which is part of the restructuring plan, measures have been adopted and implemented since 2003 to reduce the company’s debts.
Glede finančnega prestrukturiranja, ki je del načrta za prestrukturiranje, so bili od leta 2003 sprejeti in izvajani ukrepi za zmanjšanje dolgov družbe.
On 22 September 2003, an agreement was signed with FSO’s major creditors, namely DMC, the State Treasury, and […] financial institutions (including […] Polish banks).
septembra 2003 je bil podpisan dogovor z glavnimi upniki, in sicer z DMC, državno zakladnico in […] finančnimi institucijami (vključno s […] poljskimi bankami).
The agreement provided for conversion of the claims of DMC and of the State Treasury into FSO shares at the same conversion rate.
Dogovor je predvideval konverzijo terjatev DMC in državne zakladnice v delnice družbe FSO po enakem konverzijskem razmerju.
This conversion has since taken place.
Ta konverzija se je od takrat že izvršila.
The […] financial institutions agreed to write off the majority of their claims against FSO.
[…] finančne institucije so se strinjale z odpisom večine svojih terjatev do družbe FSO.
As indicated, since then […] banks have sold (at discount) their remaining claims on FSO to the investor.
Kot je navedeno, je od tedaj […] bank investitorju prodalo (s popustom) svoje preostale terjatve do družbe FSO. Odpisano je bilo že več kot […] milijonov PLN […].