natgillin/translations-raw huggingface dataset:
The Commission first notes that in the course of this investigation it reviewed two restructuring plans, that of 2002 and that of 2006, which were prepared by the yard’s management and approved by the State.
Komisija najprej navaja, da je v teku te preiskave pregledala dva načrta za prestrukturiranje (2002 in 2006), ki ju je pripravila uprava ladjedelnice in odobril večinski lastnik, država.
The Commission concluded with regard to both plans that Poland had failed to demonstrate that they were sufficient to restore the yard’s long-term viability.
Komisija je v zvezi z obema načrtoma sklenila, da Poljska ni dokazala, da načrta zadostujeta za obnovo dolgoročne sposobnosti preživetja ladjedelnice.
Since the 2006 restructuring plan replaced the 2002 restructuring plan, the Commission will explain below the grounds for its conclusion concerning the 2006 restructuring plan.
Ker je načrt za prestrukturiranje 2006 nadomestil načrt za prestrukturiranje 2002, Komisija spodaj pojasnjuje razloge za sklepne ugotovitve v zvezi z načrtom za prestrukturiranje 2006.
Restructuring plan of September 2006
Načrt za prestrukturiranje iz septembra 2006
The planned strategy of focusing on niche markets in which the yard assumed that it had a competitive advantage and where it considered that the general competitive and market environment was favourable did indeed seem appropriate for SSN.
Načrtovana strategija osredotočanja na tržne niše, za katere je ladjedelnica domnevala, da ima v njih konkurenčno prednost, in v katerih naj bi bilo splošno konkurenčno in tržno okolje ugodnejše, se je za SSN zdela resnično primerna.
Nevertheless, the fact that almost 70 % of the vessels on the yard’s order book for the following years were container ships did not indicate that there had been a major change in the orientation of the yard.
Kljub temu pa dejstvo, da je bilo skoraj 70 % plovil v njeni knjigi naročil za naslednja leta kontejnerskih ladij, ni kazalo na to, da se je ladjedelnica preusmerila na druge proizvode.
There were no other indications, such as major research and development projects or marketing activities, to support the conclusion that the yard would be able to implement this strategy in the short term.
Ni bilo drugih znakov, na primer večjih raziskovalnih in razvojnih projektov ali dejavnosti trženja, ki bi podprli sklep, da bo ladjedelnica to strategijo v kratkem tudi uresničila.
The Commission was therefore not convinced that this market strategy was realistically achievable.
Zato Komisija ni bila prepričana, da je ta strategija trga tudi realno dosegljiva.
The planned level of investment, amounting to PLN 200 million, was clearly insufficient, given that the yard’s facilities were in poor condition and had significantly depreciated.
Načrtovana raven naložb, ki znašajo 200 milijonov PLN, je bila očitno nezadostna, saj so bile zmogljivosti ladjedelnice v slabem stanju in se je njihova vrednost zelo znižala.
While the book value of the assets in 2006 was PLN 130 million, projected depreciation in 2006-2009 amounted to PLN 85 million.
Medtem ko je leta 2006 knjigovodska vrednost premoženja znašala 130 milijonov PLN, je načrtovana amortizacija v letih 2006 do 2009 znašala 85 milijonov PLN.
This indicated that a large part of the investment would immediately be offset by depreciation and genuine modernisation would be limited.
To pomeni, da bi bil velik del naložb takoj nadomeščen z amortizacijo, prava posodobitev pa bi bila omejena.
The Commission’s opinion that the scope of the planned investments was not sufficient was reinforced by the fact that the 2006 restructuring plan assumed that in 2011 SSN’s productivity would reach the level of average EU productivity in 2000 (whereas its productivity at the time was comparable to the EU average in 1992), and the Commission deemed this insufficient to enable the yard to compete on the market without long-term State support.
Mnenje Komisije, da obseg načrtovanih naložb ni bil zadosten, je podkrepilo dejstvo, da je načrt za prestrukturiranje 2006 predvideval, da bo storilnost SSN leta 2011 dosegla raven povprečne evropske storilnosti v letu 2000 (storilnost SSN leta 2000 je bila primerljiva z evropskim povprečjem leta 1992). Komisiji se to ni zdelo dovolj, da bi ladjedelnici omogočilo konkuriranje na trgu brez dolgoročne državne podpore.
The Commission doubted whether the planned pay increases of about 5 % per annum would be sufficient to motivate workers to remain at the yard, while a high level of absenteeism and a shortage of qualified workers — as these had been leaving to earn better pay in other European yards — were (and still are) one of the yard’s major problems.
Komisija je dvomila, da bi načrtovano zvišanje plač v višini okoli 5 % na leto dovolj spodbudilo delavce, da ti ne bi odhajali, saj sta visoka bolniška odsotnost in pomanjkanje usposobljenih delavcev – ti so namreč odhajali v druge evropske ladjedelnice, kjer so plače višje – bila (in sta še vedno) velik problem ladjedelnice.
The plan forecast that the return on capital employed (ROCE), not taking pay increases into account, would be on average 19 % per annum in 2007-2011, which was allegedly the level of return expected by a private investor.
Načrt napoveduje, da bo donos naložbenega kapitala (DNK), brez upoštevanja povišanja plač, v letih 2007 do 2011, povprečno 19 % na leto, kar je tudi, tako je navedeno, raven donosa, ki ga pričakuje zasebni vlagatelj.
However, taking the unavoidable pay increases into account, the ROCE in the same period would be about 1,45 % per annum, which was well below the level acceptable to any private investor.
Vendar pa bi bil DNK ob upoštevanju neizogibne rasti plač v istem obdobju okoli 1,45 % na leto, kar pa je veliko manj, kot bi bilo sprejemljivo za katerega koli zasebnega vlagatelja.
In general, the Commission noted that, apart from the physical investments, which the yard identified, detailed, quantified, ranked by priority and scheduled, the planned measures were formulated vaguely and in general terms, mostly in form of recommendations for follow-up analyses.
Na splošno je Komisija opazila, da so bili načrtovani ukrepi, razen fizičnih naložb, ki jih je ladjedelnica določila, podrobno opisala, količinsko opredelila, razvrstila po pomembnosti in časovno razporedila, ohlapno oblikovani in splošni, predvsem v obliki priporočil za nadaljnje analize.
The Commission was therefore unable to assess the impact of these measures and hence was not convinced that they were reasonable and far-reaching enough to tackle the structural problems of the yard.
Zato Komisija ni mogla oceniti vpliva teh ukrepov in ni bila prepričana, da so bili dovolj razumni in daljnosežni za reševanje strukturnih problemov ladjedelnice.
On the basis of the foregoing, the Commission considered that the planned industrial and organisational restructuring would not be sufficient to restore the long-term viability of the yard.
Na podlagi zgoraj navedenega Komisija meni, da načrtovano industrijsko in organizacijsko prestrukturiranje ne bo zadoščalo za obnovo dolgoročne sposobnosti preživetja ladjedelnice.
The plan did not go far enough and the target results for 2011 were not satisfactory.
Načrt ni bil dovolj dodelan in ciljni rezultati za leto 2011 niso bili zadovoljivi.
The yard clearly lacked additional capital that could be used to upgrade and improve efficiency.
Ladjedelnici je očitno primanjkovalo dodatnega kapitala, ki bi ga lahko uporabila za posodobitev in izboljšanje storilnosti.
The Commission doubted whether the yard could raise the capital necessary for far-reaching restructuring on the market.
Komisija je dvomila, da bo ladjedelnici uspelo zbrati sredstva, potrebna za daljnosežno prestrukturiranje na trgu.
These doubts were confirmed by actual developments in the SSN privatisation process.
Te dvome so potrdili dejanski razvojni dogodki v postopku privatizacije SSN.
As described above, as the majority owner of SSN, ARP attempted three times to find a private investor ready to take over the yard.
Kot je navedeno zgoraj, je ARP kot lastnica SSN trikrat poskušala najti zasebnega vlagatelja, ki bi prevzel ladjedelnico.
None of the privatisation attempts (the partial privatisation in 2006 or the two attempts to sell a majority share in the yard in 2007) succeeded.
Noben poskus privatizacije (delna privatizacija leta 2006 in dva poskusa prodaje večinskega deleža v ladjedelnici leta 2007) ni uspel.
The Commission notes that the privatisation attempts took place at a time when the shipbuilding market was characterised by an unprecedented boom and therefore offered optimal conditions for the sale of the yard.
Komisija upošteva, da so se poskusi privatizacije dogajali v času, ko je ladjedelniški trg pretresel izreden dogodek, zaradi česar so bili pogoji za prodajo ladjedelnice optimalni.
The negative outcome of the privatisation process can only be interpreted as a lack of confidence on the part of market players in the ability of the yard to restore its long-term viability.
Negativni izid postopka privatizacije je mogoče pojasniti le kot pomanjkanje zaupanja akterjev na trgu v zmožnost ladjedelnice, da obnovi dolgoročno sposobnost preživetja.
The withdrawal of Amber from the privatisation process after an in-depth due diligence only illustrates this further [34].
Umik Amberja iz postopka privatizacije po poglobljenem skrbnem pregledu to le še potrjuje [34].
The Commission has noted the renewed efforts of the Polish authorities to find a private investor for SSN following the withdrawal of Amber.
Komisija je upoštevala obnovljena prizadevanja poljskih organov, da po umiku Amberja najdejo zasebnega vlagatelja za SSN.
However, up to the date of this Decision nothing has happened to convince the Commission that the renewed privatisation effort can reach a positive conclusion in the near future and in accordance with the Guidelines.
Vendar pa se vse do datuma te odločbe ni zgodilo nič, kar bi Komisijo prepričalo v to, da lahko obnovljen poskus privatizacije v bližnji prihodnosti in v skladu s Smernicami prinese pozitivno rešitev.
Restructuring plan of June 2008
Načrt za prestrukturiranje iz junija 2008
Nevertheless, in certain respects it contained serious deficiencies which lead the Commission to conclude that it failed to demonstrate that the yard would return to viability within a reasonable time-frame.
V določenih točkah vsebuje hude pomanjkljivosti, zaradi katerih Komisija sklepa, da načrt ne prikazuje obnove sposobnosti preživetja ladjedelnice v razumnem časovnem okviru.
In particular the Commission considers that the credibility of the business strategy with regard to the shipbuilding sector was not demonstrated.
Komisija zlasti meni, da ni bila prikazana verodostojnost poslovne strategije v zvezi z ladjedelniškim sektorjem.
The plan did not offer any detail beyond a simple statement that the yard would continue to build ships.
Načrt ni ponudil nobenih drugih podrobnosti, samo preprosto izjavo, da bo ladjedelnica še naprej gradila ladje.
It contained no analysis of the yard’s ability to build ro-pax and multipurpose vessels (e.g. design capacities, skills) or its ability to conclude contracts for such ships in the short to medium term (e.g. contacts with clients, or with other yards on the possibilities of subcontracting work), no market forecasts for these segments showing whether the expected demand justified this business strategy and no forecast as to the profitability of these segments.
Vseboval ni nobene analize, ki bi prikazovala zmožnost ladjedelnice, da izdela ro-pax in večnamenska plovila (npr. oblikovalske zmogljivosti, spretnosti in znanja) ali njeno zmožnost sklepanja pogodb za takšne ladje v bližnji prihodnosti (npr. stiki s strankami ali drugimi ladjedelnicami glede možnosti podizvajalskega dela), nobenih tržnih napovedi za te segmente, ki bi kazale, ali pričakovano povpraševanje opravičuje to poslovno strategijo, in nobenih napovedi v zvezi z dobičkonosnostjo v teh segmentih.
The Commission notes that Mostostal recognised its lack of experience in the shipbuilding sector and that its actual intention was to find a strategic partner to manage the shipbuilding activity of the yard.
Komisija upošteva, da je Mostostal priznal pomanjkanje izkušenj v ladjedelniškem sektorju in da je bil njegov dejanski namen najti strateškega partnerja, ki bi upravljal ladjedelniško dejavnost ladjedelnice.
Although the Commission was informed that Mostostal was indeed in talks with some potential cooperation partners, no such cooperation was established before the restructuring plan submitted to the Commission was drawn up.
Čeprav je bila Komisija obveščena o tem, da se Mostostal dogovarja z nekaterimi potencialnimi partnerji za sodelovanje, pa do takšnega sodelovanja ni prišlo pred pripravo načrta za prestrukturiranje, ki je bil predložen Komisiji.
The letter of intent with Ulstein merely showed that the parties would negotiate on whether and what cooperation was possible.
Pismo o nameri Ulsteina je zgolj pokazalo, da se bosta stranki pogajali o tem, ali in kakšno sodelovanje je sploh mogoče.
It may be concluded from the revised restructuring plan submitted on 7 July 2008, combined with the letter of intent, that Ulstein was looking at the possibility of exploiting SSN’s production facilities, but not as an owner but as part of a contractual relationship.
Na podlagi spremenjenega načrta za prestrukturiranje, predloženega 7. julija 2008, in iz pisma o nameri je mogoče sklepati, da se je Ulstein zanimal za koriščenje proizvodnih zmogljivosti SSN, vendar ne kot lastnik, temveč v okviru pogodbenega razmerja.
None of these documents indicated that Ulstein would enter into a partnership with Mostostal to restructure and run SSN’s shipbuilding operations.
Nobeden izmed teh dokumentov ni navajal, da se bo Ulstein povezal z Mostostalom z namenom prestrukturiranja in upravljanja ladjedelniških dejavnosti SSN.
This raises serious doubts regarding the assumed results of the restructuring and the financial projections, at least in so far as shipbuilding, and therefore effectively the business diversification concept itself, is concerned.
To vzbuja resne dvome v zvezi s predvidenimi rezultati prestrukturiranja in finančnimi napovedmi, vsaj kar se tiče ladjedelništva in s tem neposredno samega koncepta razvejanosti dejavnosti.
The investment programme included in the plan and drawn up by the management of the yard did not demonstrate that the proposed investments were necessary to restore the yard’s viability.
Investicijski program, ki je bil del načrta in ga je pripravila uprava ladjedelnice, ni pokazal, da so predlagane naložbe nujne za obnovo sposobnosti preživetja ladjedelnice.
On the other hand, the Commission notes that about 60 % of the envisaged investments would serve merely to maintain the value of the yard’s fixed assets at today’s level.
Na drugi strani pa Komisija opaža, da bi bilo okoli 60 % predvidenih naložb namenjenih zgolj ohranjanju vrednosti osnovnih sredstev ladjedelnice na zdajšnji ravni.
More importantly, the revised restructuring plan submitted on 7 July 2008 acknowledged that an external consultant was working on an investment programme for the shipbuilding operations, which shows that the investment programme envisaged by Mostostal cannot be considered a credible basis for Mostostal’s financial projections or, therefore, for restoring long-term viability.
Kar je še bolj pomembno, spremenjeni načrt za prestrukturiranje, predložen 7. julija 2008, je priznal, da zunanji svetovalec pripravlja investicijski program za ladjedelniške dejavnosti, kar kaže na to, da investicijskega programa Mostostala ni mogoče šteti za verodostojno osnovo finančnih napovedi Mostostala oziroma za obnovo dolgoročne sposobnosti preživetja.
The Commission therefore considers that it has not been shown that the proposed investment programme was sufficiently far-reaching to restore viability.
Zato Komisija meni, da ni bilo dokazano, da je predlagani investicijski program dovolj dolgoročen za obnovo sposobnosti preživetja.
The Commission also notes that some important restructuring measures (organisational restructuring, management of supplies and stocks, employment restructuring) were described fairly generally and the plan was more of an outline serving as a basis for further analytical work to be undertaken by the investor.
Komisija tudi opaža, da so bili nekateri pomembni ukrepi za prestrukturiranje (organizacijsko prestrukturiranje, upravljanje dobav in zalog, prestrukturiranje zaposlovanja) opisani precej na splošno in da je bil načrt bolj ali manj oris, ki služi kot podlaga za nadaljnje analitično delo, ki naj bi ga prevzel vlagatelj.
While the fact that the plan identified certain areas in need of restructuring is assessed positively, the level of generality does not enable the Commission to assess whether the restructuring measures adequately addressed the yard’s problems and under what assumptions and within what time horizon they could be implemented.
Dejstvo, da je načrt opredelil določena področja, na katerih je potrebno prestrukturiranje, je ocenjeno pozitivno, vendar raven splošnosti Komisiji ne omogoča ocene, ali so ukrepi za prestrukturiranje ustrezno obravnavali težave ladjedelnice ter pod kakšnimi predpostavkami in v kolikšnem času jih je mogoče izvesti.
As to the financial projections, the plan did not explain in detail how various restructuring measures, including investments and various cost-cutting measures and related productivity improvements would affect the financial projections.
V zvezi s finančnimi napovedmi v načrtu ni podrobno pojasnjeno, kako bodo različni ukrepi za prestrukturiranje, vključno z naložbami in različnimi ukrepi za zniževanje stroškov, ter povezane izboljšave storilnosti vplivali na finančne napovedi.
There was also no analysis testing the sensitivity of these projections to various risk factors such as the evolution of the market, prices, material costs, foreign exchange rates and pay.
Prav tako ni bilo nobene analize, ki bi preverila občutljivost teh napovedi na različne dejavnike tveganja, kot so razvoj trga, cene, stroški materialov, menjalni tečaji in plače.
In the absence of a detailed description and justification of the assumptions underlying the financial projections, the Commission considers that the credibility of these projections and the robustness of the restructuring plan have not been shown.
Zaradi neobstoja podrobnega opisa in utemeljitve domnev, ki so podlaga za finančne napovedi, Komisija meni, da verodostojnost teh napovedi in trdnost načrta za prestrukturiranje nista bili dokazani.
This is particularly important considering that the investor itself stated that the financial projections showed that the profitability of the investment was borderline.
To je še posebej pomembno glede na to, da je sam vlagatelj izjavil, da je dobičkonosnost naložb glede na finančne napovedi mejna.
The Commission finally notes that the investor made successful implementation of the restructuring plan conditional upon additional State aid.
Komisija opaža, da je vlagatelj uspešno izvedbo načrta za prestrukturiranje pogojeval z dodatno državno pomočjo.
Even with this additional State aid and the investor’s intervention, the return on equity at the end of the restructuring period would still be relatively low, considering that alternative investment opportunities, such as government bonds, involve a similar return and less risk, as the investor itself acknowledges.
Kljub tej dodatni državni pomoči in posredovanju vlagatelja pa bo donos kapitala ob koncu obdobja prestrukturiranja še vedno precej majhen, ob upoštevanju, da prinašajo druge naložbene priložnosti, kot so vladne obveznice, podoben donos in manjše tveganje, kot je priznal vlagatelj.
The Commission therefore considers that the ability of the yard to restore viability on the basis of the restructuring plan of June 2008 drawn up by Mostostal has not been shown.
Komisija zato meni, da zmožnost ladjedelnice, da obnovi sposobnost preživetja z načrtom za prestrukturiranje iz junija 2008, ki ga je pripravil Mostostal, ni bila dokazana.
Restructuring plan of September 2008
Načrt za prestrukturiranje iz septembra 2008
The Commission notes that although the restructuring plan submitted in September 2008 is more developed than that of June 2008, most of the Commission’s doubts as to the robustness and credibility of the plan still apply.
Komisija opaža, da je načrt za prestrukturiranje, predložen septembra 2008, bolj dodelan kot načrt iz junija 2008, vendar dvomi Komisije v zvezi s trdnostjo in verodostojnostjo načrta še vedno veljajo.
The plan does not contain a complete market analysis for all the planned activities of the successors of SSN.
Načrt ne vsebuje popolne analize trga za vse načrtovane dejavnosti naslednikov SSN.
Only a limited market description is presented for the planned activity of SSN Ulstein and SSN Nowa, and this description does not state the projected demand for or profitability of this activity.
Predstavljen je samo omejen opis trga za načrtovano dejavnost SSN Ulstein in SSN Nowa, ta opis pa ne navaja predvidenega povpraševanja za to dejavnost ali dobičkonosnosti te dejavnosti.
No business plan as such is presented for SSN Odra and the restructuring plan only indicates that the company might build certain types of vessels, without providing sufficient justification.
Za SSN Odra ni poslovnega načrta, načrt za prestrukturiranje pa samo navaja, da bo podjetje morda gradilo nekatere vrste plovil, ne da bi za to ponudil zadostne utemeljitve.
The Commission notes that SSN Odra, which is supposed to continue the shipbuilding activity of SSN, would be fully owned by Mostostal, which has no experience in the shipbuilding sector.
Komisija upošteva, da bi bila SSN Odra, ki naj bi nadaljevala ladjedelniško dejavnost SSN, v izključni lasti Mostostala, ki pa v ladjedelniškem sektorju nima izkušenj.
Ulstein, whose involvement in the restructuring project was supposed to bring in the necessary know-how and experience in the shipbuilding sector, does not intend to have any financial involvement in SSN Odra.
Ulstein, katerega udeležba pri projektu prestrukturiranja naj bi prinesla potrebno strokovno znanje in izkušnje v ladjedelniškem sektorju, ne namerava biti finančno udeležen v SSN Odra.
As regards SSN Wspólna, the Commission notes that under the plan approximately 40 % of its capacity is to be used either by a company which is to be wound up (SSN Nowa) or by a company which has no business plan (SSN Odra).
V zvezi s SSN Wspólna Komisija opaža, da naj bi po načrtu približno 40 % njegovih zmogljivosti uporabljalo podjetje, ki naj bi prenehalo poslovati (SSN Nowa), ali pa podjetje, ki nima poslovnega načrta (SSN Odra).
In addition, it is assumed that the remaining capacity of SSN Wspólna (9-17 thousand tonnes of steel, i.e. 12-23 % of its capacity) will be used for subcontracting for other companies, but the target market, demand and the level of profitability that can be achieved have not been analysed.
Poleg tega se predpostavlja, da se bo preostala zmogljivost SSN Wspólna (9 do 17 tisoč ton jekla, tj. 12 do 23 % zmogljivosti) uporabila za podizvajanje za druga podjetja, vendar pa ciljni trg, povpraševanje in raven dobičkonosnosti, ki jo je mogoče doseči, niso bili analizirani.
Therefore the Commission considers that the restructuring plan of 12 September still fails to demonstrate the credibility of the business strategy, in particular with regard to the shipbuilding sector.
Zato Komisija meni, da načrt za prestrukturiranje z 12. septembra še vedno ne dokazuje verodostojnosti poslovne strategije, zlasti v zvezi z ladjedelniškim sektorjem.
As regards the planned restructuring of assets, the Commission notes that the plan does not present any analysis of the yard’s investment needs or justification of the investment programme.
V zvezi z načrtovanim prestrukturiranjem sredstev Komisija opaža, da načrt ne predstavlja nobene analize potreb ladjedelnice po naložbah ali utemeljitve investicijskega programa.