natgillin/translations-raw huggingface dataset:
Poland subsequently submitted to the Commission a draft restructuring plan drawn up by Mostostal Chojnice, dated June 2008 and entitled ‘Draft restructuring programme for SSN for 2008-2018, work in progress’ (hereinafter June 2008 Restructuring Plan).
Poljska je nato Komisiji predložila osnutek načrta za prestrukturiranje iz junija 2008, ki ga je pripravil Mostostal Chojnice, z naslovom „Osnutek programa prestrukturiranja za SSN za obdobje 2008–2018, delo v teku“ (v nadaljnjem besedilu: načrt za prestrukturiranje junij 2008).
On 7 July Poland informed the Commission that Mostostal and Ulstein had signed a letter of intent for possible cooperation should Mostostal become the owner of SSN.
julija je Poljska Komisijo obvestila, da sta Mostostal in Ulstein podpisala pismo o nameri za morebitno sodelovanje, če Mostostal postane lastnik SSN.
In connection with this letter of intent, Poland submitted to the Commission an updated restructuring plan drawn up by Mostostal.
V zvezi s tem pismom o nameri je Poljska Komisiji predložila posodobljen načrt za prestrukturiranje podjetja Mostostal.
By letter of 14 July 2008 Poland informed the Commission that the SSN privatisation process was continuing and requested additional time for the potential investors to finalise the restructuring plan.
Z dopisom z dne 14. julija 2008 je Poljska Komisijo obvestila, da se privatizacija SSN nadaljuje, in zaprosila za več časa, da bi potencialni investitor lahko dokončal načrt za prestrukturiranje.
Poland undertook to submit a complete restructuring plan for SSN to the Commission by 12 September 2008 at the latest.
Poljska se je zavezala, da bo najpozneje 12. septembra 2008 predložila končni načrt za prestrukturiranje SSN.
The Commission agreed to the proposed deadline for the full restructuring plan.
Komisija se je s predlaganim rokom za dokončanje načrta za prestrukturiranje strinjala.
On 12 September 2008 Poland submitted a final restructuring plan for the yard entitled ‘Restructuring programme for Stocznia Szczecińska Nowa for 2008-2012’ (hereinafter restructuring plan of 12 September 2008).
septembra 2008 je Poljska predložila končni načrt za prestrukturiranje ladjedelnice z naslovom „Program prestrukturiranja za Stocznia Szczecińska Nowa za obdobje 2008–2012“ (v nadaljnjem besedilu: načrt za prestrukturiranje z 12. septembra 2008).
On 22 September Ulstein informed the Commission that it was withdrawing from the privatisation process.
septembra je Ulstein Komisijo obvestil, da se umika iz postopka privatizacije. Ob upoštevanju tega Komisija meni, da načrt iz septembra 2008, ki temelji na sodelovanju med Ulsteinom in Mostostalom, ne velja več.
At a meeting on 30 September 2008, Mostostal informed the Commission that it still intended to cooperate with Ulstein on the restructuring of SSN.
Na sestanku 30. septembra 2008 je Mostostal Komisijo obvestil, da še vedno namerava sodelovati z Ulsteinom pri prestrukturiranju SSN.
Mostostal presented a draft agreement with Ulstein — not signed or even initialled — on the basis of which the two companies were to set up a preferential supplier-customer relationship.
Mostostal je predstavil osnutek sporazuma z Ulsteinom – nepodpisan in brez inicialk – na podlagi katerega naj bi podjetji vzpostavili prednostni odnos dobavitelj/potrošnik.
Ulstein was to subcontract to the Szczecin shipyard the production of hulls, and later complete off-shore vessels, for the Ulstein group on market terms.
Ulstein naj bi pri ladjedelnici Szczecin za skupino Ulstein po tržnih pogojih naročil proizvodnjo trupov in pozneje celotna plovila za plovbo po odprtem morju.
Again on market terms, Ulstein was also to share its know-how and experience in the shipbuilding sector with Mostostal.
Ulstein naj bi, spet po tržnih pogojih, z Mostostalom delil strokovno zanje in izkušnje v ladjedelniškem sektorju.
The new draft cooperation agreement did not envisage any financial contribution by Ulstein to the restructuring plan of 12 September 2008.
Nov osnutek sporazuma o sodelovanju ni predvideval finančnega prispevka Ulsteina k načrtu za prestrukturiranje z 12. septembra 2008.
RESTRUCTURING PLAN OF SEPTEMBER 2006
NAČRT ZA PRESTRUKTURIRANJE IZ SEPTEMBRA 2006
Under the amended restructuring plan, the yard was to recover long-term viability in 2009.
Po spremenjenem načrtu za prestrukturiranje naj bi ladjedelnica dolgoročno sposobnost preživetja obnovila leta 2009.
Change in strategy
Sprememba strategije
One of the core pillars of the new restructuring plan was the reorientation of SSN to the production of high-tech vessels.
Ena izmed ključnih točk novega načrta za prestrukturiranje je bila preusmeritev SSN v proizvodnjo visokotehnoloških plovil.
This reorientation was based on the following considerations: higher added value, growing price competition in lower technology segments, the technical incapacity of SSN to produce very large container vessels for which demand was currently growing and the existing know-how of SSN, in particular with regard to highly specialised duplex stainless steel chemical tankers.
Ta preusmeritev je temeljila na naslednjih premislekih: višja dodana vrednost, vedno večja konkurenca na področju cen v segmentih nižje tehnologije, tehnična nezmožnost SSN za proizvodnjo zelo velikih kontejnerskih ladij, po katerih se povpraševanje povišuje, in obstoječe strokovno znanje SSN, zlasti na področju visoko specializiranih tankerjev za prevoz kemikalij iz dupleksnega nerjavnega jekla.
While the current order book (for delivery in 2008-2009) was composed mainly of container vessels (70 %), the yard was already producing higher-end chemical tankers and con-ro ships (30 %).
Čeprav je tedanja knjiga naročil (za dobavo v letih 2008 in 2009) vsebovala predvsem kontejnerske ladje (70 %), je ladjedelnica že proizvajala tankerje za prevoz kemikalij in con-ro ladje višjega cenovnega razreda (30 %).
The plan assumed that by 2010 the yard would expand its product range in three market segments, namely chemical tankers, ro-ro (including con-ro and ro-pax) and high-tech multipurpose ships.
Načrt je povzemal, da bo ladjedelnica do leta 2010 ponudbo proizvodov razširila na tri tržne segmente, in sicer na tankerje za prevoz kemikalij, ro-ro (vključno s con-ro in ro-pax) ladje in visokotehnološke večnamenske ladje.
Industrial and operational restructuring
Industrijsko in poslovno prestrukturiranje
Implementation of the new strategy was to be accompanied by marketing and sales campaigns as well as organisational and technological changes in the yard.
Izvajanje nove strategije naj bi spremljale tržne in prodajne kampanje, pa tudi organizacijske in tehnološke spremembe v ladjedelnici.
The total cost of the planned investments and initiatives was estimated at PLN 203,9 million.
Skupni strošek načrtovanih vlaganj in pobud je bil ocenjen na 203,9 milijona PLN.
The investments and initiatives were to be implemented in the period 2006-2009.
Naložbe in pobude naj bi se izvedle v obdobju med letoma 2006 in 2009.
To address the problem of high absenteeism and the outflow of qualified workers, the plan included pay increases.
Za obravnavo visoke stopnje bolniške odsotnosti in odliva usposobljenih delavcev je načrt vseboval povišanja plač.
These would mean that average pay in 2011 would be 28 % higher than average pay in 2006.
Povprečna plača leta 2011 naj bi bila 28 % višja od povprečne plače leta 2006.
The plan provided for a further reduction of the workforce to 4298 employees by 2011, bringing the workforce down by approximately 20 % from its 2006 level (5322) and 53 % in total from its 2001 level (8071).
Načrt je predvideval tudi nadaljnje zmanjšanje števila delavcev, in sicer na 4298 zaposlenih v letu 2011, kar bi pomenilo 20-odstotno zmanjšanje števila zaposlenih v primerjavi z letom 2006 in 53-odstotno zmanjšanje v primerjavi z letom 2001 (8071).
Nevertheless, it was not clear from the plan whether this reduction involved redundancies or transfers to subsidiaries.
Vendar pa iz načrta ni bilo razvidno, ali je to zmanjšanje števila zaposlenih vključevalo odpuščanja ali premestitve v hčerinske družbe.
Other measures designed to motivate the skilled workforce were formulated in a very general manner: a new human resources policy would be developed, the optimum employment level would be identified, the current evaluation system would be reviewed and an incentive plan would be developed.
Drugi ukrepi, namenjeni motiviranju usposobljene delovne sile, so bili zelo splošni: razvoj nove politike človeških virov, opredelitev optimalnega števila zaposlenih, pregled sedanjega sistema ocenjevanja in razvoj načrta spodbud.
Similar projects were planned for middle management.
Podobni projekti so bili načrtovani za srednjo vodstveno raven.
The plan contained measures relating to financial policy optimisation, such as the plan to introduce contractual provisions lowering the risk of exposure to fluctuations in materials prices and exchange rates (natural hedging) and the plan to negotiate with banks to obtain forward contracts.
Načrt je vseboval ukrepe za optimizacijo finančne politike, na primer načrt za uvedbo pogodbenih določb za zmanjševanje tveganja izpostavljenosti nihanjem cen materialov in menjalnih tečajev (naravno zavarovanje) in načrt za pogajanje z bankami za pridobitev terminskih pogodb.
There was no evidence of successful negotiation of forward contracts with private banks.
Ni dokazov o uspešnih pogajanjih z zasebnimi bankami za terminske pogodbe.
Target figures at the end of restructuring and financial forecasts
Ciljne številke ob koncu prestrukturiranja in finančne napovedi
At the end of the restructuring period in 2011, the yard’s production was expected to reach 211682 CGT compared to 213044 CGT in 2005.
Ob koncu prestrukturiranja leta 2011 naj bi bila proizvodnja ladjedelnice 211682 KBT v primerjavi z 213044 KBT v letu 2005.
Target productivity for 2011 was 34 man hours/CGT.
Ciljna storilnost za leto 2011 je bila 34 delovnih ur na KBT.
The plan forecast that the return on capital employed (ROCE), not taking pay increases into account, would be 19 % p.a. on average in 2007-2011, which, it was claimed, was 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.
The forecast taking pay increases into account was 1,45 % p.a.
Napoved, ki upošteva povišanja plač, je bila 1,45 % na leto.
The plan also included a sensitivity analysis in respect of changes in the assumed exchange rates, labour costs and steel prices.
Načrt je vseboval tudi analizo občutljivosti v zvezi s spremembami v predvidenih menjalnih tečajih, stroških dela in cenah jekla.
The plan analysed the following factors: appreciation of the zloty by 5 % and 10 % over the restructuring period 2006-2011 (the underlying assumption being PLN 3,26/USD), annual pay increases of 7,5 % (the underlying assumption being 5 % per annum) and steel price increases of 20 %.
Načrt je analiziral naslednje dejavnike: dvig vrednosti zlota v višini 5 % in 10 % v obdobju prestrukturiranja 2006–2011 (osnovno predvidevanje je 3,26 PLN za ameriški dolar), letno povišanje plač v višini 7,5 % (osnovno predvidevanje je 5 % na leto) in dvig cene jekla v višini 20 %.
Financing of ongoing operations
Financiranje tekočih dejavnosti
The plan assumed that the existing model of financing operations from shipowners ‘advance payments guaranteed by KUKE, State Treasury guarantees and State loans would be replaced with shipowners’ advance payments guaranteed by KUKE and commercial loans.
Načrt je predvideval, da bo obstoječi model financiranja dejavnosti, sestavljen iz avansov lastnikov ladij, za katere jamči KUKE, jamstev finančnega ministrstva in posojil države, nadomestil model avansov lastnikov ladij, za katere jamči KUKE, in komercialnih posojil.
The 2006 restructuring plan identified only one successful guarantee contract.
Načrt za prestrukturiranje 2006 je opredelil samo eno uspešno jamstveno pogodbo.
The plan envisaged continuing to use KUKE guarantees with an average annual limit of USD 200 million.
Načrt je predvideval nadaljnjo uporabo garancije KUKE s povprečno letno omejitvijo 200 milijonov USD.
Costs of restructuring
Stroški za prestrukturiranje
The cost of planned initiatives and investments was estimated at PLN 203,9 million.
Strošek načrtovanih pobud in naložb je bil ocenjen na 203,9 milijona PLN.
The financial restructuring was declared to be finished, apart from a write-off of PLN 20,7 million.
Finančno prestrukturiranje je bilo označeno kot dokončano, razen odpisa 20,7 milijona PLN.
Own contribution, other sources of financing
Lastni prispevek, drugi viri financiranja
The restructuring was to be financed from external funds in the amount of PLN 190 million, including PLN 95 million from an increase in the share capital of the yard through the issue of new shares to be taken over by a private investor.
Prestrukturiranje naj bi se financiralo iz zunanjih virov v višini 190 milijonov PLN, vključno s 95 milijoni PLN iz povečanja osnovnega kapitala ladjedelnice preko novih delnic, ki naj bi jih prevzel zasebni vlagatelj.
A resolution on increasing share capital had been adopted by an extraordinary shareholders’ meeting.
Sklep o povečanju osnovnega kapitala je bil sprejet na izredni skupščini delničarjev.
In September 2006, a subscription for new shares worth PLN 95 million would mean acquisition of a 21 % share in SSN, the remainder staying with the State.
Septembra 2006 bi vpis novih delnic v vrednosti 95 milijonov PLN pomenil pridobitev 21-odstotnega deleža SSN, preostanek ostane v lasti države.
The remaining PLN 95 million was supposed to come from a long-term investment loan, also from a private source.
Preostalih 95 milijonov PLN naj bi izhajalo iz dolgoročnega investicijskega posojila, prav tako iz zasebnega vira.
According to the financial forecast, the capital increase as well as the long-term investment loan were supposed to be implemented over the period 2006-2009.
Po finančnih napovedih naj bi se povečanje kapitala in dolgoročno investicijsko posojilo izvedla v obdobju 2006–2009.
In addition, the plan counted as an own contribution PLN 165,9 million of trade credit, which was not further described.
Poleg tega je bil v načrtu kot lastni prispevek naveden komercialni kredit v višini 165,9 milijona PLN, ki pa ni bil podrobno opisan.
The plan stated that additional payments from shipowners of PLN 628,7 million after the renegotiation of contracts should be considered an own contribution.
V načrtu je bilo navedeno, da je treba dodatna plačila lastnikov ladij v višini 628,7 ilijona PLN po ponovnem izpogajanju pogodb obravnavati kot lastni prispevek.
The plan counted on financing ongoing operations from commercial loans and shipowners’ advance payments not guaranteed by KUKE, the total value of which throughout the restructuring period 2002-2009 was projected to be PLN 3200 million.
Načrt se je opiral na financiranje tekočih dejavnosti iz naslova komercialnih posojil in avansov lastnikov ladij, za katere ne jamči KUKE, katerih skupna vrednost v obdobju prestrukturiranja 2002–2009 naj bi bila 3200 milijonov PLN.
The plan assumed that the future cash flow of PLN 399 million would be used in part (PLN 14,5 million) for investments and in part for operational activity.
Načrt je predvideval, da se bo prihodnji denarni tok v višini 399 milijonov PLN delno (14,5 milijona PLN) uporabil za naložbe in delno za operativne dejavnosti.
However, the plan explicitly recognised that this did not constitute own funds within the meaning of the applicable Community guidelines.
Vendar pa je bilo v načrtu izrecno priznano, da to ne pomeni lastnih sredstev v smislu veljavnih smernic Skupnosti.
According to the restructuring plan, compensatory measures had been implemented by SSN in the form of a reduction of capacity resulting from the fact that SSN had not taken over a significant proportion of the assets and workforce of SSPH after its bankruptcy.
V skladu z načrtom za prestrukturiranje je SSN izvedla izravnalne ukrepe v obliki zmanjšanja zmogljivosti, ki izhaja iz dejstva, da SSN ni prevzela velikega deleža sredstev in delovne sile SSPH po njenem stečaju.
In 2001, i.e. before the bankruptcy of SSPH, that company had allegedly had a maximum annual production capacity of 345600 CGT, having had maximum production capacity of 322000 CGT in 1995-1999 (average annual production in this period being 244000 CGT).
Leta 2001, tj. pred stečajem SSPH, naj bi to podjetje imelo največjo letno proizvodno zmogljivost 345600 KBT; med letoma 1995 in 1999 je imelo podjetje največjo proizvodno zmogljivost 322000 KBT (povprečna letna proizvodnja v tem obdobju je bila 244000 KBT).
The restructuring plan stated that the current capacity of SSN was 255720 CGT.
V načrtu za prestrukturiranje je bilo navedeno, da je trenutna zmogljivost SSN 255720 KBT.
Thus, according to the plan, the capacity reduction amounted to almost 100000 CGT.
Zato v skladu z načrtom zmanjšanje zmogljivosti znaša skoraj 100000 KBT.
RESTRUCTURING PLAN OF JUNE 2008
NAČRT ZA PRESTRUKTURIRANJE IZ JUNIJA 2008
Mostostal is a company established in Poland, 100 % owned by the KEM group.
Mostostal je poljsko podjetje v izključni lasti skupine KEM.
The company produces steel structures of various types (bridges, cranes, buildings etc).
Podjetje proizvaja različne jeklene strukture (mostove, žerjave, zgradbe itd.).
Previously a State-owned company, it was privatised in 1992, and since 2003 has belonged to the family-owned industrial group KEM.
Podjetje je bilo prej v državni lasti, leta 1992 pa je bilo privatizirano. Od leta 2003 je del industrijske skupine KEM, ki je v družinski lasti.
KEM is active in processing and trading steel scrap and wholesale trading in metallurgical products, such as the ones produced by Mostostal.
KEM je dejavna na področju predelave in prodaje jeklenih odpadkov ter grosistične prodaje metalurških izdelkov, podobnih tistim, ki jih izdeluje Mostostal.
KEM’s turnover in 2007 was PLN 700 million (EUR 207 million), of which PLN 100 million (EUR 30 million) was generated by Mostostal.
Prihodki KEM-a so leta 2007 znašali 700 milijonov PLN (207 milijonov EUR), od tega je 100 milijonov PLN (30 milijonov EUR) ustvaril Mostostal.
The core business strategy was diversification of the yard into two principal activities: steel construction and shipbuilding.
Osrednja poslovna strategija je razdeljenost ladjedelnice na dve ključni dejavnosti: jeklene konstrukcije in ladjedelništvo.
This was to alleviate the yard’s vulnerability to fluctuations on the shipbuilding market.
S tem naj bi zmanjšali občutljivost ladjedelnice na nihanja na ladjedelniškem trgu.
The product restructuring was to take place in two phases.
Prestrukturiranje proizvodov naj bi potekalo v dveh fazah.
In the first phase, up to the beginning of 2009, the yard would complete its existing order book of ships and commence work on steel construction.
V prvi fazi, do začetka leta 2009, bo ladjedelnica zaključila obstoječo knjigo naročil in začela delati jeklene konstrukcije.
In the second phase, the steel construction business would expand, with the ultimate goal of using 50 % of production capacity, with the other 50 % to be used for shipbuilding.
V drugi fazi bodo razširili področje jeklenih konstrukcij, s končnim ciljem uporabe polovice proizvodnih zmogljivosti, drugo polovico pa naj bi uporabili za ladjedelništvo.
For the shipbuilding business, Mostostal based its plan on a partnership with the Norwegian shipbuilder Ulstein.
Za ladjedelniško poslovanje je Mostostal načrt osnoval na partnerstvu z norveško ladjedelnico Ulstein.
On 7 July 2008 the two companies signed a letter of intent agreeing to negotiate over a possible cooperation agreement.
julija 2008 sta podjetji podpisali pismo o nameri, v katerem sta se dogovorili, da se bosta pogajali o možnem sporazumu o sodelovanju.
The cooperation was to consist principally in Ulstein using part of SSN’s capacity.
Sodelovanje naj bi predvsem pomenilo, da Ulstein uporablja del zmogljivosti SSN.
For the steel construction business, Mostostal intended to use the production facilities in Szczecin shipyard to expand its own production, and to exploit the access to maritime transport.
Na področju jeklenih konstrukcij je Mostostal nameraval uporabiti proizvodne zmogljivosti v ladjedelnici Szczecin z namenom razširitve lastne proizvodnje in izkoristiti dostop do pomorskega prevoza.
The plan was optimistic about the development of the Polish market for steel structures, expecting in particular large-scale investment in infrastructure in Poland.
Načrt je bil optimističen glede razvoja poljskega trga za jeklene strukture, saj je pričakoval zlasti obsežne naložbe v infrastrukturo na Poljskem.
As to the shipbuilding business, the plan envisaged the construction of ro-pax type vessels and multipurpose vessels, arguing that in these segments prices were on ‘an upward trend independently of the evolution of the shipbuilding markets’.
V zvezi z ladjedelništvom je načrt predvideval izgradnjo plovil vrste ro-pax in večnamenskih plovil, saj naj bi cene v teh segmentih „naraščale neodvisno od razvoja ladjedelniških trgov.“
The plan envisaged asset restructuring consisting in the hiving off of about 30 % of the current production surface to other than core activities, including leasing to a third party.
Načrt je predvideval prestrukturiranje sredstev z ločitvijo okoli 30 % trenutnih proizvodnih površin za druge namene, vključno z dajanjem v zakup tretji stranki.
One slipway, Wulkan 1, was to be taken out of shipbuilding production and used for steel construction for purposes other than shipbuilding.
Eno operativno površino, Wulkan 1, naj bi ločili od ladjedelniške proizvodnje in jo uporabili za jeklene konstrukcije za namene, ki niso ladjedelništvo.
This was presented in the plan as a compensatory measure.
To je bilo v načrtu predstavljeno kot izravnalni ukrep.
However, it also mentioned that on 12 June 2008 the yard had concluded an agreement with an external consultant to prepare a plan for the modernisation of the yard, including identification of the necessary investments.
Vendar pa je bilo v njem tudi navedeno, da je 12. junija 2008 ladjedelnica sklenila pogodbo z zunanjim svetovalcem, ki naj bi pripravil načrt za posodobitev ladjedelnice, vključno z opredelitvijo potrebnih naložb.
The restructuring plan envisaged increasing the workforce by 14 % to 5010 employees in 2012.
Načrt za prestrukturiranje je predvideval povečanje števila zaposlenih za 14 %, tj. na 5010 zaposlenih leta 2012.
It assumed that shipbuilding would be financed from advance payments from shipowners of 80-90 % of the sale price.
Predvideval je, da se bo ladjedelništvo financiralo iz avansov lastnikov ladij v višini 80 do 90 % prodajne cene.
According to the plan, the success of the restructuring depended on the yard receiving additional State aid.
V skladu z načrtom je bil uspeh prestrukturiranja odvisen od dodatne državne pomoči za ladjedelnico.
It envisaged several capital injections and a debt-for-equity swap to be granted by the State Treasury or subordinate public bodies, worth a total of PLN 588 million.
Načrt je predvideval več dokapitalizacij in zamenjavo dolga za kapital s strani finančnega ministrstva ali podrejenih javnih organov v skupni vrednosti 588 milijonov PLN.
Finally, the plan envisaged further advance payment guarantees from KUKE of a nominal value of PLN 431 million.
Načrt je predvideval tudi dodatne garancije za predplačila s strani KUKE v nominalni vrednosti 431 milijonov PLN.
The return on equity to be achieved in 2012 would be, according to the plan, in the region of 26 %, but the plan recognised that this apparently high profitability was the result of equity remaining low because of accumulated losses from previous years.
Donos lastniškega kapitala, ki naj bi bil dosežen leta 2012, naj bi bil po navedbah načrta približno 26 %, vendar je bilo v načrtu ugotovljeno, da je ta navidezno visoka dobičkonosnost posledica lastniškega kapitala, ki je ostal nizek zaradi akumuliranih izgub iz prejšnjih let.