natgillin/translations-raw huggingface dataset:
A more realistic scenario, not taking accumulated losses into account, was that the return on equity should reach 7,6 % in 2011 and 9,8 % in 2012, which, according to the plan, would mean borderline profitability for the envisaged investment.
Bolj realen scenarij, brez upoštevanja akumuliranih izgub, je bil ta, da naj bi donos lastniškega kapitala leta 2011 znašal 7,6 % in leta 2012 9,8 %, kar bi po navedbah v načrtu pomenilo mejno dobičkonosnost za predvidene naložbe.
The projected balance sheet showed that the value of fixed assets should increase from about PLN 100 million in 2008 to PLN 200 million in 2012.
Načrtovana bilanca stanja je pokazala, da naj bi se vrednost osnovnih sredstev s 100 milijonov PLN v letu 2008 povečala na 200 milijonov PLN v letu 2012.
RESTRUCTURING PLAN OF 12 SEPTEMBER 2008
NAČRT ZA PRESTRUKTURIRANJE Z 12. SEPTEMBRA 2008
Compared to the June version, the revised restructuring plan was more developed as regards some restructuring measures and practical implementation of the assumed diversification of activities; this is reflected in the planned organisational and corporate restructuring (see Table 2 below).
V primerjavi z junijsko različico je bil spremenjeni načrt za prestrukturiranje bolj razvit glede nekaterih ukrepov za prestrukturiranje in praktičnega izvajanja predvidene razvejanosti dejavnosti; to se odraža v načrtovanem organizacijskem prestrukturiranju in prestrukturiranju podjetja (glej spodnjo preglednico 2).
The plan assumed that the existing yard, renamed ‘SSN Nowa’, would complete production of the loss-making vessels in the current order book and would then be wound up.
Načrt je predvideval, da bo obstoječa ladjedelnica, preimenovana v „SSN Nowa“, zaključila proizvodnjo plovil iz trenutne knjige naročil, ki prinašajo izgube, nato pa prenehala poslovati.
The assets of the yard would be sold to three new companies: SSN Mostostal (wholly owned by Mostostal), SSN Ulstein (wholly owned by Ulstein) and SSN Wspólna (owned by Mostostal and Ulstein, each holding 50 % of the shares).
Premoženje ladjedelnice bi se prodalo trem novim podjetjem: SSN Mostostal (v izključni lasti Mostostala), SSN Ulstein (v izključni lasti Ulsteina) in SSN Wspólna (v lasti Mostostala in Ulsteina, ki imata vsak v lasti polovico delnic).
Furthermore, the current design office would become a separate company called SSN Biuro Projektowe.
Poleg tega naj bi sedanji oddelek za oblikovanje postal ločeno podjetje z imenom SSN Biuro Projektowe.
The plan envisaged that in 2010 Mostostal would set up another new company, SSN Odra, which would continue the shipyard’s current shipbuilding and produce ro-pax, ro-ro, and con-ro vessels and chemical tankers.
Načrt je predvideval, da bo Mostostal leta 2010 ustanovil novo podjetje SSN Odra, ki bi nadaljevalo sedanjo dejavnost ladjedelništva ladjedelnice ter proizvajalo ro-pax, ro-ro in con-ro plovila ter tankerje za prevoz kemikalij.
Corporate restructuring of SSN envisaged in the restructuring plan of 12 September 2008
Prestrukturiranje podjetja SSN, predvideno v načrtu za prestrukturiranje z 12. septembra 2008
Workforce
Število zaposlenih
Investment programme
Investicijski program
Shipbuilding — current order book
Ladjedelništvo – trenutna knjiga naročil
434 (State aid)
434 (državna pomoč)
Later: 0
Pozneje: 0
4011 in 2009, target — 0
4011 l. 2009, cilj – 0
Steel construction
Jeklene konstrukcije
297 in 2009, target — 352
297 l. 2009, cilj – 352
Shipbuilding — offshore vessels
Ladjedelništvo – plovila za plovbo na odprtem morju
Steel prefabrication
Jeklene montaže
1062 in 2009, target — 663
1062 l. 2009, cilj – 663
Design
Oblikovanje
Shipbuilding — ro-pax, ro-ro, chemical tankers
Ladjedelništvo – ro-pax, ro-ro, tankerji za prevoz kemikalij
835 in 2010, target — 500
835 l. 2010, cilj – 500
434 by the State and 242,7 by investors
434 s strani države in 242,7 s strani vlagateljev
The plan assumed that SSN Nowa and SSN Odra, the companies which were supposed to continue the current shipbuilding activity of the yard, would have no assets and would subcontract steel prefabrication to SSN Wspólna and use the capacity of SSN Mostostal or SSN Ulstein for the assembly and outfitting of vessels.
Načrt je predvideval, da SSN Nowa in SSN Odra, podjetji, ki naj bi nadaljevali trenutno ladjedelniško dejavnost ladjedelnice, ne bosta imeli lastnih sredstev in bosta za izdelavo jeklenih montažnih konstrukcijskih sistemov najeli podizvajalca SSN Wspólna, zmogljivosti SSN Mostostal ali SSN Ulstein pa bosta uporabljali za sestavljanje in opremljanje plovil.
The plan did not describe how this sharing of capacities would be managed in practice or on what terms the capacity would be made available to SSN Nowa and later to SSN Odra.
V načrtu ni bilo opisano, kako naj bi ta souporaba zmogljivosti potekala v praksi ali pod kakšnimi pogoji naj bi bile zmogljivosti na voljo SSN Nowa in pozneje SSN Odra.
Market strategy
Tržna strategija
The two companies SSN Ulstein and SSN Mostostal were to enter new markets of which SSN had had no experience; nevertheless, the plan did not provide analyses of these markets.
Podjetji SSN Ulstein in SSN Mostostal naj bi vstopili na nove trge, s katerimi SSN ni imela izkušenj; kljub temu pa načrt ni zagotovil analiz teh trgov.
The plan explained that Ulstein currently subcontracted the production of hulls but intended to control the earlier stages of production too and thus, by acquiring capacity in Szczecin, achieve vertical integration of the production process.
V načrtu je bilo pojasnjeno, da Ulstein trenutno proizvodnjo trupov daje v zunanje izvajanje, vendar namerava nadzirati tudi zgodnje faze proizvodnje in tako s pomočjo pridobitve zmogljivosti v Szczecinu doseči vertikalno integracijo proizvodnega postopka.
SSN Ulstein allowed for a reasonable learning curve and planned to build hulls at first and then semi-equipped and fully-equipped offshore vessels.
SSN Ulstein je upošteval razumno krivuljo učenja in načrtoval sprva izgradnjo trupov, nato pa delno opremljenih in popolnoma opremljenih plovil za plovbo na odprtem morju.
The plan did not provide details concerning the planned volume of production, assumed prices of hulls/vessels, costs, profitability, etc.
Načrt ni zagotovil podrobnosti v zvezi z načrtovanim obsegom proizvodnje, predvidenimi cenami trupov/plovil, stroški, dobičkonosnostjo itd.
The planned volume of production, assumed prices, costs, margins, etc. were not described.
Načrtovan obseg proizvodnje, predvidene cene, stroški, marže itd. niso bili opisani.
The plan did not envisage restructuring SSN Nowa, assuming that it would be wound up after completion of the loss-making vessels in the current order book.
Načrt ni predvideval prestrukturiranja SSN Nowe, saj se je predvidevalo, da bo podjetje po dokončanju plovil iz trenutne knjige naročil, ki prinašajo izgube, prenehalo poslovati.
The plan contained a market analysis of the shipbuilding sector, which, however, to a large extent referred to market segments in which the yard did not plan to be active in the future.
Načrt je vseboval analizo trga ladjedelniškega sektorja, ki pa se je v veliki meri nanašala na tržne segmente, na katerih pa ladjedelnica v prihodnosti ne načrtuje poslovanja.
The plan did not contain a business plan for SSN Odra.
Načrt ni vseboval poslovnega načrta za SSN Odra.
As regards the strategy of SSN Odra, the plan assumed that that company would obtain profitable contracts from the State-owned Polska Żegluga Morska (Polish Steamship Company) for the production of ro-pax passenger vessels.
V zvezi s strategijo SSN Odra je načrt predvideval, da bo podjetje s Polska Żegluga Morska (Poljsko paroplovno družbo), ki je v državni lasti, podpisalo dobičkonosne pogodbe za proizvodnjo ro-pax potniških ladij.
In addition, SSN Odra might consider production of a military version of these vessels, but no further information on this subject was presented.
Poleg tega bi lahko SSN Odra proizvajala vojaške različice teh plovil, vendar dodatne informacije o tej temi niso bile predstavljene.
Finally, SSN Wspólna was mainly to provide services to the other companies.
SSN Wspólna naj bi predvsem nudila storitve drugim podjetjem.
The plan estimated that the steel processing capacity of SSN Wspólna would be 74 thousand tonnes.
V načrtu je bilo ocenjeno, da je zmogljivost predelave jekla SSN Wspólna 74000 ton.
SSN Ulstein would need 15-20 thousand tonnes and SSN Mostostal 12-15 thousand tonnes.
SSN Ulstein bi potreboval med 15 in 20 tisoč ton, SSN Mostostal pa med 12 in 15 tisoč ton.
The plan envisaged that approximately 30 thousand tonnes of steel would be allocated to shipbuilding activity other than that of SSN Ulstein.
Načrt je predvideval, da bi okoli 30000 ton jekla namenili ladjedelniški dejavnosti, vendar ne dejavnosti SSN Ulstein.
In addition the plan suggested that the remaining capacity of SSN Wspólna (9-17 thousand tonnes of steel, i.e. 12-23 % of capacity) would be used for subcontracting for other companies, but it did not describe the target market, demand or what profitability could be achieved.
Poleg tega je bilo v načrtu predlagano, da se preostala zmogljivost SSN Wspólna (9 do 17 tisoč ton jekla, tj. 12 do 23 % zmogljivosti) uporabi za podizvajanje za druga podjetja, ni pa opisal ciljnih trgov, povpraševanja ali možne dobičkonosnosti.
In addition to organisational restructuring, the plan envisaged restructuring assets, financial restructuring and a significant reduction of the workforce.
Poleg organizacijskega prestrukturiranja je načrt predvideval prestrukturiranje sredstev, finančno prestrukturiranje in veliko zmanjšanje števila zaposlenih.
The plan envisaged total investment of PLN 104 million in SSN Ulstein, SSN Mostostal and SSN Wspólna.
Načrt je predvideval skupne naložbe v višini 104 milijone PLN v SSN Ulstein, SSN Mostostal in SSN Wspólna.
In addition, SSN Nowa would invest PLN […] [10] million in relocating some production assets in order to free up land, the sale of which was to generate cash for the restructuring.
Poleg tega naj bi SSN Nowa vložil […] [10] milijonov PLN v preselitev nekaterih proizvodnih sredstev, da bi se sprostilo zemljišče, katerega prodaja bi ustvarila finančna sredstva za prestrukturiranje.
As regards the planned closure of one slipway, the plan of 12 September (like the June plan) stated that slipway Wulkan 1 would be used not for shipbuilding but for the production of steel structures by SSN Mostostal.
V zvezi z načrtovanim zaprtjem ene operativne površine načrt z 12. septembra (podobno kot junijski načrt) navaja, da se operativna površina Wulkan 1 ne bi uporabljala za ladjedelništvo, temveč za proizvodnjo jeklenih struktur s strani podjetja SSN Mostostal.
In terms of employment, the plan envisaged a reduction of almost 60 %, down to 1815 employees.
V zvezi s številom zaposlenih je načrt predvideval zmanjšanje za skoraj 60 %, in sicer na 1815 zaposlenih.
SSN Odra would start shipbuilding production in 2010 and, according to the financial projections, make profits immediately.
SSN Odra naj bi z ladjedelniško proizvodnjo začela leta 2010 in naj bi, sodeč po finančnih napovedih, takoj začela ustvarjati dobičke.
The projected return on sales in the case of SSN Ulstein was 6 %, which the plan considered sufficient.
Načrtovana donosnost prodaje v primeru SSN Ulsteina je bila 6-odstotna, kar je v načrtu označeno kot zadostno.
For SSN Odra the return on sales in the first year of production would be 11 % (this would follow from two highly profitable contracts coinciding in that year) and would drop to 7-8 % in the following years.
Za SSN Odra naj bi donosnost prodaje v prvem letu proizvodnje znašala 11 % (to bi izhajalo iz dveh zelo dobičkonosnih pogodb v istem letu) in bi v naslednjih letih znašala med 7 in 8 %.
According to the plan this low return on sales for these two companies would be the result of low margins and was justified because these were service companies working for the companies producing end products, to a large extent using materials provided by the principals.
Kakor je navedeno v načrtu, naj bi bila ta nizka donosnost prodaje teh dveh podjetij posledica nizkih marž in naj bi bila upravičena, ker gre za storitveni podjetji, ki delata za podjetja, ki proizvajajo končne proizvode, in v veliki meri uporabljata materiale, ki jih zagotovijo naročnice.
SSN Nowa was to complete production of the loss-making vessels in the yard’s current order book, which meant that it would continue to make losses over the whole period until it was wound up.
SSN Nowa naj bi proizvodnjo plovil iz trenutne knjige naročil, ki prinašajo izgube, zaključila, kar je pomenilo, da bi podjetje še naprej ustvarjalo izgube v celotnem obdobju, dokler ne bi nehalo poslovati.
Implementation of the plan therefore depended on additional State aid of PLN 430 million being granted to cover the future losses of SSN Nowa.
Izvajanje načrta je bilo zato odvisno od dodatne državne pomoči v višini 430 milijonov PLN, ki naj bi se dodelila za kritje prihodnjih izgub SSN Nowa.
Compared to the June plan, which envisaged a capital injection by the State of PLN 588 million and a loan of PLN 68 million, the required amount of State aid seemed to be less.
V primerjavi z junijskim načrtom, ki je predvideval dokapitalizacijo s strani države v višini 588 milijonov PLN in posojilo v višini 68 milijonov PLN, se je zdelo, da bi bil potrebni znesek državne pomoči nižji.
However, the Commission noted that in the meantime a debt for equity swap by public bodies (ARP and KPS) in the amount of PLN 130 million had been implemented in August 2008.
Vendar pa je Komisija ugotovila, da je bila avgusta 2008 izvedena zamenjava dolga za kapital s strani javnih organov (ARP in KPS) v višini 130 milijonov PLN.
COMPENSATORY MEASURES
IZRAVNALNI UKREPI
Following an agreement of December 2006 between the Polish authorities and the Commission, the Commission began intensive talks with the Polish authorities and SSN to determine the necessary compensatory measures.
Po sporazumu med poljskimi organi in Komisijo iz decembra 2006 je Komisija začela intenzivne pogovore s poljskimi organi in SSN, da bi določila potrebne izravnalne ukrepe.
In cooperation with its external consultant and the yard, the Commission defined the following methodology for evaluating the capacity reduction proposed by Poland as a compensatory measure.
V sodelovanju z zunanjim svetovalcem in ladjedelnico je Komisije sprejela naslednjo metodologijo za ocenjevanje zmanjšanja zmogljivosti, ki ga je kot izravnalni ukrep predlagala Poljska.
For the compensatory measures to be meaningful, the capacity reduction needed to be sufficient to ensure that the future capacity of the yard after restructuring would be lower than its current capacity.
Da bi bili izravnalni ukrepi smiselni, mora biti zmanjšanje zmogljivosti tolikšno, da bo zmogljivost ladjedelnice po prestrukturiranju nižja od trenutne zmogljivosti.
The Commission first assessed the current technical capacity of the yard, assuming that the assembly of vessels on the slipways constituted one of the bottlenecks in the yard’s production process, which could not easily be overcome by outsourcing.
Komisija je najprej ocenila sedanjo tehnično zmogljivost ladjedelnice, pri čemer je predvidevala, da je sestavljanje plovil na dokih eno izmed ozkih grl v proizvodnem procesu ladjedelnice, ki pa ga z zunanjim izvajanjem ni mogoče enostavno rešiti.
Under the methodology used by the Commission, which was not contested by the Polish authorities or the yard, capacity is calculated using the duration of assembly on a slipway and a typical range of vessels (since vessels vary in CGT value but might take the same time to assemble).
Po metodologiji, ki jo uporablja Komisija in ki ji poljski organi in ladjedelnica ne ugovarjajo, se zmogljivost izračuna s trajanjem sestavljanja na operativni površini in na tipičnem portfelju plovil (ker lahko sestavljanje plovil z različnimi vrednostmi KBT traja enako dolgo).
Calculation of current capacity took into account the time actually needed to assemble a (certain type of) ship on a slipway.
Izračun sedanje zmogljivosti upošteva čas, ki je dejansko potreben za sestavo (določene vrste) plovila na operativni površini.
This time had to reflect all the current deficiencies in the production process, e.g. low productivity, bottlenecks, obsolete assets, inefficient production flow and problems with the workforce.
Ta čas bi moral odražati vse sedanje pomanjkljivosti v proizvodnem postopku, tj. nizko storilnost, ozka grla, zastarela sredstva, neučinkovit proizvodni tok in težave z delovno silo.
Only the effects of the financial constraints resulting from the yard’s difficult financial situation could be factored out of the assembly time.
Iz časa sestavljanja je mogoče izločiti samo vplive finančnih omejitev, ki so posledica slabega finančnega stanja.
Irregular access or no access to working capital can seriously disrupt the production process.
Nereden ali nikakršen dostop do obratnega kapitala lahko močno vpliva na proizvodni postopek.
Since this is an external factor, inherent to all companies in financial difficulties and not linked to the inefficiency of the company itself, the Commission accepted that the actual performance of the yard could be adjusted by assuming smooth access to working capital.
Ker je to zunanji dejavnik, značilen za vsa podjetja v finančnih težavah, ki pa ni povezan z neučinkovitostjo na strani podjetja samega, je Komisija upoštevala, da je mogoče dejansko storilnost ladjedelnice prilagoditi z lažjim dostopom do obratnega kapitala.
The estimate of future capacity took into account the time probably needed to assemble a (certain type of) ship on the slipway, on the assumption that the yard’s productivity was comparable to a benchmark set by other competing European shipyards.
Ocenjena prihodnja zmogljivost upošteva čas, ki je verjetno potreben za sestavo (določene vrste) plovila na operativni površini, ob predpostavki, da je storilnost ladjedelnice primerljiva s storilnostjo drugih konkurenčnih evropskih ladjedelnic.
In other words, the effects of the necessary modernisation of facilities and optimisation of working conditions (organisation, finances, supplies, workforce) had to be taken into account.
Z drugimi besedami, treba je upoštevati učinke potrebne posodobitve zmogljivosti in optimizacije delovnih pogojev (organizacija, finančna sredstva, zaloge, delovna sila).
This modernisation was unavoidable if the yard wished to restore its long-term viability.
Posodobitev je bila neizogibna, če je ladjedelnica želela obnoviti dolgoročno sposobnost preživetja.
The associated increase in productivity would allow the yard both to reduce input and to produce faster.
S tem povezan dvig storilnosti bo ladjedelnici omogočil, da zmanjša vnos in pospeši proizvodnjo.
As various aspects of production improved, capacity, in the sense of ability to produce a certain volume, would increase.
Ko se bodo izboljšali različni vidiki proizvodnje, se bo zmogljivost v smislu zmožnosti izdelave določenega števila plovil povečala.
It was therefore important to note that the closure of some facilities, such as the proposed closure of one slipway in the Szczecin shipyard, might be offset by an increase in the capacity of the remaining part of the dock.
Zato je bilo pomembno navesti, da je mogoče zaprtje nekaterih zmogljivosti, kot je predlagano zaprtje operativne površine v ladjedelnici Szczecin, v celoti nadomestiti s povečanjem zmogljivosti na preostalem delu operativne površine.
If the compensatory measures were to remain meaningful, the capacity reduction had to be such that the capacity of the yard at the end of restructuring, i.e. after investment and productivity improvement, was lower than its current capacity.
Da bi izravnalni ukrepi ostali smiselni, mora biti zmanjšanje zmogljivosti takšno, da je zmogljivost ladjedelnice ob koncu prestrukturiranja, tj. po naložbah in povečanju storilnosti, manjša od sedanje.
Only in this way could the two goals be reconciled of achieving long-term viability, which entailed increasing productivity, and minimising as much as possible the adverse effects on trade.
Le na ta način lahko oba cilja dosežeta dolgoročno sposobnost preživetja, ki zahteva povečanje storilnosti in omejitev izkrivljanja konkurence na najmanjšo možno raven.
To ensure consistency in the calculation of both current capacity and future capacity, the same product mix should be used, i.e. the same types of vessels.
Da se zagotovi doslednost izračunavanja sedanje in prihodnje zmogljivosti, je treba uporabiti enak izbor proizvodov, tj. enake vrste plovil.
Alternatively, one might use as a proxy an ‘average vessel’ (i.e. average CGT value, considering the order book of the yard).
Kot drugo možnost je mogoče uporabiti „povprečno plovilo“ (tj. s povprečno vrednostjo KBT na podlagi knjige naročil ladjedelnice).
On the basis of information submitted by SSN, its current capacity when operating with financial constraints was estimated at between 177 thousand CGT and 202 thousand CGT, depending on whether the yard’s production was to include chemical tankers or not.
Na podlagi informacij, ki jih je predložila SSN, je bila njena zmogljivost, ob delovanju s finančnimi omejitvami, ocenjena na 177000 do 202000 KBT, odvisno od tega, ali naj bi proizvodnja ladjedelnice vključevala tankerje za prevoz kemikalij.
The capacity of the yard without financial constraints was 208 thousand CGT (9,15 vessels) if its production was to include chemical tankers and 238 thousand CGT (10,7 vessels) if it was not to include chemical tankers.
Zmogljivost ladjedelnice brez finančnih omejitev je bila 208000 KBT (9,15 plovil), če naj bi proizvodnja vključevala tankerje za prevoz kemikalij, in 238000 KBT (10,7 plovil), če tankerjev za prevoz kemikalij ne bi vključevala.
The yard stated that the investment envisaged in the 2006 restructuring plan would have no impact on assembly time but would rather translate into cost reduction.
Ladjedelnica je navedla, da naložbe, predvidene v načrtu za prestrukturiranje 2006, ne bi vplivale na čas sestavljanja, temveč bi vplivale na zmanjšanje stroškov.
It also explained that while some of the investments could potentially reduce assembly time, this effect would be offset by an important change in the production method, consisting in earlier outfitting.
Pojasnjeno je tudi, da medtem ko bi lahko nekatere naložbe skrajšale čas sestavljanja, bi ta vpliv izravnala pomembna sprememba v načinu proizvodnje, in sicer zgodnejše opremljanje.
The yard also explained that to significantly shorten assembly time it would be necessary to invest in the slipways themselves.
Ladjedelnica je tudi pojasnila, da bi bilo treba za znatno skrajšanje časa sestavljanja investirati v same operativne površine.
The yard quantified this investment at EUR 200 million, an amount which is clearly beyond the yard’s reach.
Ladjedelnica je te naložbe ocenila na 200 milijonov EUR, tega zneska pa si ladjedelnica nikakor ne more privoščiti.
Therefore future capacity if no facilities were closed would be identical to current capacity with the scenario of no financial constraints, i.e. 208 thousand CGT if production was to include chemical tankers and 238 thousand CGT without chemical tankers.
Zato bi bila prihodnja zmogljivost, če se operativne površine ne bi zaprle, enaka sedanji zmogljivosti brez finančnih omejitev, tj. 208000 KBT, če bi proizvodnja vključevala tankerje za prevoz kemikalij, in 238000 KBT brez tankerjev za prevoz kemikalij.
After the closure of the smallest slipway (Wulkan 1), the capacity of the yard would be between 149 thousand CGT (6,25 vessels) for the least CGT-intensive range (with chemical tankers) and 178 thousand CGT (7,8 vessels) for the most CGT intensive range (without chemical tankers).
Po zaprtju najmanjše operativne površine (Wulkan 1) bi bila zmogljivost ladjedelnice med 149000 KBT (6,25 plovil) za najmanj KBT intenzivni obseg (s tankerji za prevoz kemikalij) in 178000 KBT (7,8 plovil) za najbolj KBT intenzivni obseg (brez tankerjev za prevoz kemikalij).