natgillin/translations-raw huggingface dataset:
Point 13 of the R&R Guidelines states that a firm belonging to or being taken over by a larger business group is not usually eligible for rescue or restructuring aid, except where it can be demonstrated that the firm's difficulties are intrinsic and not the result of an arbitrary allocation of costs within the group, and that the difficulties are too serious to be dealt with by the group itself.
V skladu s točko 13 smernic za reševanje in prestrukturiranje podjetje, ki pripada večji poslovni skupini ali ga je ta skupina prevzela, navadno ni upravičeno do pomoči za reševanje in prestrukturiranje, razen če je mogoče dokazati, da je vzrok težav v podjetju samem in te niso posledica samovoljnega prerazporejanja stroškov v skupini ter da so težave prehude, da bi jih lahko odpravila skupina sama.
Where a firm in difficulty creates a subsidiary, the subsidiary, together with the firm in difficulty controlling it, will be regarded as a group and may receive aid under the conditions laid down in point 13 of the R&R Guidelines.
Če podjetje v težavah ustanovi odvisno družbo, taka odvisna družba, skupaj s podjetjem v težavah, ki jo obvladuje, šteje kot skupina in lahko prejme pomoč pod pogoji, določenimi v točki 13 smernic za reševanje in prestrukturiranje.
At the time of granting of the restructuring aid in 2010, ČSA formed a group with a number of companies that are active in air-transport-related fields [25].
V času odobritve pomoči za prestrukturiranje leta 2010 je ČSA ustanovila skupino s številnimi družbami, ki delujejo na področjih, povezanih z zračnim prometom [25].
The accounts of the group show that the airline, despite being part of a larger group of companies, in fact accounts for the predominant part of the turnover (94 %) and therefore there is no possibility for any other part of the group to finance the restructuring of the airline.
Finančna poročila skupine kažejo, da letalski prevoznik, čeprav je del večje skupine družb, dejansko ustvari večino prometa (94 %) in zato ni mogoče, da bi kateri koli drug del skupine financiral prestrukturiranje letalskega prevoznika.
Furthermore, the accounts demonstrate that the airline’s losses are intrinsic to the airline itself and are therefore not attributable to any part of the group.
Nadalje finančna poročila kažejo, da izgube letalskega prevoznika ustvarja prevoznik sam in jih zato no mogoče pripisati kateremu koli delu skupine.
The Commission thus considers that the difficulties of ČSA are not the result of an arbitrary allocation of costs within the group but are mostly due to weak revenues in its core business.
Komisija zato meni, da težave ČSA niso posledica samovoljnega prerazporejanja stroškov v skupini, ampak zlasti majhnega obsega prihodkov iz osnovne dejavnosti.
The difficulties are too serious to be dealt with by the group itself especially because the positive contribution by profitable subsidiaries is far too small to compensate for the losses in ČSA's core business.
Težave so prehude, da bi jih lahko skupina rešila sama, zlasti ker je pozitivni prispevek dobičkonosnih odvisnih družb veliko premajhen, da bi pokril izgube iz osnovne dejavnosti ČSA.
The Commission notes that the creation of ČAH (end 2011/beginning 2012), which in principle constitutes a business group in terms of point 13 of the R&R Guidelines, was carried out after the granting of the restructuring aid and can therefore be regarded as a part of the restructuring which has no impact on the eligibility for restructuring aid.
Komisija ugotavlja, da je bila ustanovitev ČAH (konec 2011/začetek 2012), ki načeloma tvori poslovno skupino v skladu s točko 13 smernic za reševanje in prestrukturiranje, izvedena po odobritvi pomoči za prestrukturiranje, zaradi česar lahko šteje kot del prestrukturiranja, ki ne vpliva na upravičenost pomoči za prestrukturiranje.
Furthermore, the Commission notes that all business relations between the member companies of ČAH will be carried out on an arm's length basis in compliance with the relevant provisions of Czech law [26], hence no contribution to the restructuring process of ČSA by other members of the group is possible.
Nadalje Komisija ugotavlja, da bodo poslovni odnosi med članicami ČAH potekali na tržni podlagi v skladu z ustreznimi predpisi češke zakonodaje [26], zato ni mogoč prispevek drugih članic skupine v postopku prestrukturiranja ČSA.
First, according to point 35 of the R&R Guidelines, the restructuring plan, the duration of which must be as short as possible, must restore the long-term viability of the firm within a reasonable timescale and on the basis of realistic assumptions as to future operating conditions.
Najprej točka 35 smernic za reševanje in prestrukturiranje navaja, da mora načrt za prestrukturiranje, katerega trajanje mora biti čim krajše, obnoviti dolgoročno sposobnost preživetja podjetja v smiselnem časovnem okviru in na podlagi realističnih predvidevanj o prihodnjih pogojih poslovanja.
Pursuant to point 36 of the R&R Guidelines the plan must describe the circumstances that led to the company's difficulties and take account of the present state and future market prospects with best-case, worst-case and base-case scenarios.
V skladu s točko 36 smernic za reševanje in prestrukturiranje mora načrt opisati okoliščine, ki so povzročile težave družbe, ter upoštevati sedanje stanje in prihodnje tržne obete v najboljšem možnem, najslabšem možnem in osnovnem scenariju.
The plan must provide for a turnaround that will enable the company, after completing its restructuring, to cover all its costs including depreciation and financial charges.
Načrt mora zagotavljati preobrat, ki bo podjetju omogočil, da bo po zaključku prestrukturiranja vse svoje stroške krilo samo, vključno z amortizacijo in finančnimi dajatvami.
The expected return on capital must be high enough to enable the restructured firm to compete in the marketplace on its own merits (point 37 of the R&R Guidelines).
Pričakovan donos kapitala mora biti dovolj velik, da prestrukturiranemu podjetju omogoča samostojno konkuriranje na trgu (točka 37 smernic za reševanje in prestrukturiranje).
The Commission notes that the RP, as summarised in section 2.3 above, describes the circumstances that led to the company's difficulties.
Komisija ugotavlja, da NP, kot je povzet v zgornjem oddelku 2.3, opisuje okoliščine, ki so povzročile težave družbe.
It takes into account present and future prospects on the main market of the ČSA, namely scheduled passenger air transport, and it presents scenarios based on best-, worst- and base-case assumptions, as well as ČSA' strengths and weaknesses.
Upošteva sedanje in prihodnje obete ČSA na glavnem trgu, in sicer redni potniški promet, ter predstavlja scenarije, ki temeljijo na predpostavkah najboljšega možnega, najslabšega možnega in osnovnega scenarija ter prednostih in slabostih ČSA.
The Commission thus notes that the RP deals with all formal aspects required by point 36 of the R&R Guidelines.
Komisija tako ugotavlja, da NP vključuje vse formalne vidike, ki jih zahteva točka 36 smernic za reševanje in prestrukturiranje.
The Czech authorities have demonstrated that the strategy in the RP is set out over five years after a careful assessment of the shortest time required to restore the long-term viability of ČSA, keeping in mind possible future operating conditions.
Češke oblasti so pokazale, da je bila strategija v NP opredeljena za pet let na podlagi skrbne ocene najkrajšega mogočega časa za obnovitev dolgoročne sposobnosti preživetja ČSA, ob upoštevanju morebitne prihodnje pogoje poslovanja.
Furthermore, the Commission notes that, especially in the air transport sector in the current economic circumstances, the stabilisation of operational and services performance has to be achieved in order to ensure a long-term viability as a solid base for future growth and not only a short-term turnaround.
Nadalje Komisija ugotavlja, da je treba zlasti v letalskem sektorju v sedanjih gospodarskih okoliščinah doseči stabilizacijo uspešnosti poslovanja in storitev za zagotovitev dolgoročne sposobnosti preživetja in trdne podlage za nadaljnjo rast, ne pa le kratkoročnega preobrata.
This takes by its very nature several years.
Tak postopek pa navadno traja več let.
The Commission further notes that in previous cases a restructuring period of five years or more has been accepted [27].
Komisija nadalje ugotavlja, da je bilo v preteklih primerih sprejemljivo obdobje prestrukturiranja pet let ali več [27].
Therefore, on balance, the Commission considers the five-year restructuring period to be acceptable.
Komisija navsezadnje meni, da je petletno obdobje prestrukturiranja sprejemljivo.
To enable a turnaround for ČSA, the RP envisages significant cost reductions, (especially through the reduction of capacity and staff and the downsizing of the company's fleet and the operated network) as well as a number of revenue initiatives.
Za zagotovitev preobrata ČSA NP predvideva bistveno zmanjšanje stroškov (zlasti z zmanjšanjem zmogljivosti in osebja ter zmanjšanjem obsega flote in omrežja, ki ga upravlja družba) in številne pobude, povezane s prihodki.
The Commission notes that ČSA has significantly reduced the number of pilots and cabin crew – more than 1000 jobs have already been cut.
Komisija je navedla, da je ČSA bistveno zmanjšala število pilotov ni kabinskega osebja – ukinili so že več kot 1000 delovnih mest.
The Commission further notes that the downsizing of both the fleet (by 30 %) and the network (by [18–20]%) is expected to result in an increase of the revenue per ASK by [3,9–4,3]%.
Komisija nadalje ugotavlja, da bo zmanjševanje obsega flote (za 30 %) in mreže (za [18–20] %) po pričakovanjih povečalo prihodke na število ponujenih sedežev oziroma kilometrov za [3,9–4,3] %.
Consequently the seat-load factor is to improve to [66–73]% under the base-case scenario.
Zaradi tega bi se moral faktor sedežne obremenitve po osnovnem scenariju izboljšati in doseči [66–73] %.
The renewal of the fleet as well as the replacement of Boeings by Airbuses will lead to lower operating and maintenance costs which will bring more efficient business management of the fleet.
Posodobitev flote in zamenjava zrakoplovov vrste Boeing z Airbus bo zmanjšala stroške poslovanja in vzdrževanja ter omogočila učinkovitejše upravljanje flote.
The network and fleet downsizing is expected to generate net proceeds of CZK [195–215] million by the end of 2012.
Zmanjševanje obsega mreže in flote naj bi do konca leta 2012 ustvarilo neto izkupiček [195–215] milijonov CZK.
The Commission, on the basis of its knowledge of the sector in other airline restructuring cases, considers these initiatives to be capable of enabling ČSA to reduce its costs and generate additional revenues in order to achieve a return to long-time viability by June 2014.
Na podlagi poznavanja sektorja v drugih primerih prestrukturiranja letalskih prevoznikov Komisija meni, da bi lahko te pobude omogočile ČSA zmanjšati stroške in ustvariti dodatne prihodke z namenom obnove dolgoročne sposobnosti preživetja do junija 2014.
The forecast results are based on realistic assumptions, especially growth rates, inflation, fuel prices and USD/CZK exchange rates.
Rezultati napovedi temeljijo na realnih predpostavkah, zlasti stopnjah rasti, inflacije, cen goriv in menjalnega tečaja USD/CZK.
In its comments on the opening decision, the Czech Republic addressed the Commission's doubts on the underlying assumptions by providing further clarifications, especially:
V pripombah k sklepu o začetku postopka je Češka republika Komisiji predložila dvome o temeljnih predpostavkah in dodatna pojasnila, zlasti:
Apart from prolonging the initial restructuring period, the Czech Republic has revisited its predictions for the development of a return to viability, basing itself on a revisited base-case scenario rather than the best-case scenario which was the original plan.
Poleg podaljšanja začetnega obdobja prestrukturiranja je Češka republika ponovno preučila svoje napovedi dogodkov za obnovitev sposobnosti preživetja na podlagi ponovno preučenega osnovnega scenarija in ne najboljšega možnega scenarija, kot je bil prvotni načrt.
ČSA now aims at achieving a ROCE of [1,7–1,85]% by 2014 instead of [3–3,5]% in the original version of the RP.
ČSA zdaj namerava doseči ROCE [1,7–1,85] % do leta 2014 namesto [3–3,5] %, kot je bilo predvideno v prvotnem NP.
The Czech Republic has confirmed that ČSA is abandoning all activities which are loss-making.
Češka republika je potrdila, da je ČSA opustila vse dejavnosti, ki so ustvarjale izgubo.
The Commission notes positively that, following the opening decision, the underlying assumptions for the internal and external factors have been revised, such as anticipating a slower growth rate in demand between 2010 and 2013 and higher fuel costs.
Komisija pozitivno ugotavlja, da so bile po sklepu o začetku postopka ponovno preučene temeljne predpostavke o zunanjih in notranjih dejavnikih, kot so predvidena počasnejša rast povpraševanja med letoma 2010 in 2013 ter višji stroški goriva.
The revision and the adaptation of a number of key assumptions has led to revised financial projections resulting in a drop in the predicted profit for 2013 from CZK [123–135] million to CZK [68–75] million.
Zaradi spremembe in prilagoditve številnih ključnih predpostavk so bile popravljene finančne napovedi, kar je povzročilo zmanjšanje predvidenega dobička za leto 2013 s [123–135] milijonov CZK na [68–75] milijonov CZK.
The adapted assumptions now give a more realistic and sound picture of ČSA's future development.
Prilagojene predpostavke zagotavljajo ustreznejšo in realnejšo sliko prihodnjega razvoja ČSA.
In addition, ČSA has provided a scenario analysis including, besides the above-mentioned most realistic assumptions (base-case scenario), a best-case and a worst-case scenario with modified assumptions on several key drivers.
Poleg tega je ČSA zagotovila analizo scenarija, ki poleg omenjenih najbolj realističnih predpostavk (osnovni scenarij), predvideva tudi najboljši in najslabši možni scenarij s spremenjenimi predpostavkami nekaterih ključnih gonil.
On the other hand, the low-cost carriers achieved a ROCE of [5,5 – 6,5]–[15,5–17]% in the years 2004-2007 [28].
Po drugi strani so nizkocenovni prevozniki v letih 2004–2007 [28] dosegali ROCE v višini [5,5–6,5]–[15,5–17] %.
ČSA's targeted ROCE will thus stay below the most efficient low-cost carriers or large major carriers mentioned above that benefit from economies of scale.
Ciljni ROCE družbe ČSA bo tako ostal pod ravnjo, ki jo dosegajo najuspešnejši nizkocenovni prevozniki ali navedeni največji prevozniki, ki jim to omogoča ekonomija obsega.
ČSA with its restructured fleet (20-23 aircraft) remains a small regional player whose long-term development can best be secured with the entry of a private investor.
S svojo prestrukturirano floto (20–23 zrakoplovov) ČSA ostaja majhen regionalni akter, ki si lahko dolgoročni razvoj zagotovi z vstopom zasebnega vlagatelja.
In view of the fact that the Czech Republic as the owner of the company is well aware of the situation and in favour of timely privatisation, this modest return to viability appears to be acceptable.
Ker se Češka republika kot lastnik družbe dobro zaveda položaja in si prizadeva za čimprejšnjo privatizacijo, je ta skromna obnovitev sposobnosti preživetja sprejemljiva.
Moreover, the fact that ČSA has managed to obtain a privately funded lease for the new aircraft, instead of a State-guaranteed bank credit as originally envisaged, is a sign that the markets believe in the feasibility of the return to viability of the company.
Dejstvo, da je ČSA namesto bančnega posojila z jamstvom države, kot je bilo prvotno načrtovano, lahko pridobila zasebno financiran najem za nov zrakoplov, kaže, da trgi verjamejo, da lahko družba znova postane sposobna preživeti.
Furthermore, the Commission notes positively that ČSA has made significant progress in its restructuring process up to now and that the implementation of the envisaged initiatives has already had a positive impact on ČSA in 2011:
Nadalje Komisija pozitivno ugotavlja, da je ČSA do zdaj dosegla pomemben napredek v postopku prestrukturiranja in da je izvedba predvidenih pobud že leta 2011 pozitivno vplivala na ČSA:
while [15,5–17]% of flights had been discontinued on a year-on-year basis, the year-on-year drop in traffic revenue was only [8–9]%.
medtem ko je bilo na medletni ravni ukinjenih [15,5–17] % letov, je bil medletni upad prihodkov od prometa le [8–9] %.
In the first quarter of 2012 there was a [7,9–8,4]% growth in the volume of point-to-point passengers which had in turn a positive impact on revenues per available seat kilometre (RASK), which increased by [12,5–14]%.
V prvem četrtletju 2012 je bila zabeležena [7,9–8,4] % rast števila potnikov od točke do točke, kar je pozitivno vplivalo na prihodke na število ponujenih sedežev oziroma kilometrov, ki so se povečali za [12,5–14] %.
In 2011, ČSA also managed to reduce its catering costs by CZK [115–130] million and the unit cost per passenger by [14,5–16]%.
Leta 2011 je ČSA tudi uspešno znižala stroške preskrbe s hrano za [115–130] milijonov CZK in cene enote na potnika za [14,5–16] %.
Due to the implementation of cost-saving measures, the costs related to the utilisation of the Global Distribution System dropped by CZK [68–75] million in 2010 and CZK [89–96] million in 2011 on a year-on-year basis.
Zaradi izvedbe varčevalnih ukrepov so se stroški, povezani z globalnim distribucijskim sistemom, znižali za [68–75] milijonov CZK leta 2010 in [89–96] milijonov CZK leta 2011 na medletni ravni.
ČSA has already implemented the envisaged reduction of staff and the sale of assets, as well as the spin-off of its non-core services into subsidiaries that were then sold to ČAH.
ČSA je že izvedla predvideno zmanjšanje osebja in prodajo sredstev ter oddelila svoje pomožne storitve v odvisne družbe, ki so bile nato prodane ČAH.
In view of the significant restructuring measures undertaken and the progress already made to date, the Commission considers that the revised RP will enable ČSA to restore its long-term viability within a reasonable timescale.
Glede na pomembne ukrepe prestrukturiranja in dosedanji napredek Komisija meni, da bo posodobljeni NP pomagal ČSA obnoviti dolgoročno sposobnost preživetja v razumnem časovnem okviru.
Secondly, according to point 38 of the R&R Guidelines, compensatory measures must be taken in order to ensure that the adverse effects on trading conditions are minimised as much as possible.
V skladu s točko 38 smernic za reševanje in prestrukturiranje je treba sprejeti izravnalne ukrepe za zagotovitev, da bodo škodljivi učinki čim manj vplivali na pogoje poslovanja.
In this regard, closure of loss-making activities which would in any case be necessary to restore viability will not be considered a reduction of capacity or market presence for the purposes of the assessment of the compensatory measures (point 40 of the R&R Guidelines).
S tega vidika opustitev deficitnih dejavnosti, ki bi jih bilo v vsakem primeru treba izvesti zato, da se obnovi sposobnost podjetja za preživetje, ne šteje za zmanjševanje zmogljivosti ali prisotnosti na trgu zaradi ocenitve izravnalnih ukrepov (točka 40 smernic za reševanje in prestrukturiranje).
ČSA proposes the following compensatory measures:
ČSA predlaga naslednje izravnalne ukrepe:
capacity reduction;
zmanjšanje zmogljivosti;
surrender of landing slots at coordinated European airports, including sale of slots at London-Heathrow;
oddaja pristajalnih slotov na koordiniranih evropskih letališčih, vključno s prodajo slotov na letališču London-Heathrow;
sale of assets.
prodaja premoženja.
In the opening decision the Commission expressed doubts concerning certain compensatory measures offered by ČSA in the sense that these seemed to be mere viability measures.
Komisija je v sklepu o začetku postopka izrazila dvome o nekaterih izravnalnih ukrepih, ki jih je ponudila ČSA, v smislu da so to le ukrepi za zagotavljanje sposobnosti preživetja.
The Czech Republic has clarified this point and provided a justification demonstrating the relevance of the measures listed above.
Češka republika je to točko pojasnila in zagotovila utemeljitev, s katero je ponazorila ustreznost navedenih ukrepov.
Capacity reduction
Zmanjšanje zmogljivosti
ČSA has planned to reduce its fleet by 50 %, which will in turn have an impact on the route network.
ČSA je nameravala svojo floto zmanjšati za 50 %, kar bo vplivalo na linijsko mrežo.
The total capacity of the company in 2009 was [8–9] billion ASK.
Leta 2009 je bila celotna zmogljivost družbe [8–9] milijard ponujenih sedežev oziroma kilometrov.
At the end of the restructuring process, ČSA plans to offer [6,2–7] billion ASK, i.e. the network will be reduced by [2–2,2] billion ASK (representing [20–25]%).
ČSA namerava na koncu obdobja prestrukturiranja ponuditi [6,2–7] milijard ponujenih sedežev oziroma kilometrov, tj. zmanjšati mrežo za [2–2,2] milijarde ponujenih sedežev oziroma kilometrov (kar je [20–25] %).
ČSA has also agreed that other measures should be considered mere viability measures such as the decision to cancel the routes to New York and Toronto.
ČSA se je strinjala, da je treba druge ukrepe šteti le kot ukrepe zagotavljanja sposobnosti preživetja, kot je na primer odločitev o opustitvi letov v New York in Toronto.
This decision was taken by the management board of ČSA in July 2009 (i.e. before the beginning of the restructuring period).
To odločitev je sprejela uprava ČSA julija 2009 (tj. pred začetkom obdobja prestrukturiranja).
In its revised RP, ČSA proposes to eliminate six profitable routes [29] and to reduce the ASK capacity of an additional 10 profitable routes [30] as compensatory measures.
V spremenjenem NP ČSA predlaga izravnalne ukrepe, in sicer ukinitev šestih dobičkonosnih linij [29] in zmanjšanje števila ponujenih sedežev oziroma kilometrov na dodatnih 10 dobičkonosnih linijah [30].
It is calculated as (route revenues-route variable costs)/route revenues.
Izračuna se kot (prihodki linije-spremenljivi stroški linije)/prihodki linije.
Therefore, all routes which have a positive C1 contribution generate sufficient revenues to not only cover the variable costs of a route but also to contribute to the fixed costs of the company.
Zato vse linije s pozitivno stopnjo kritja C1 ustvarjajo zadostne prihodke ne le za kritje spremenljivih stroškov, temveč tudi v smislu prispevka k stalnim stroškom družbe.
From the Commission's point of view, the C1 contribution margin appears to be the appropriate figure since it takes into account all costs which are directly linked to the route in question.
S stališča Komisije je stopnja kritja C1 ustrezen podatek, saj upošteva vse stroške, ki so neposredno povezani z zadevno linijo.
The Commission notes that a similar margin has been accepted in a comparable case [32].
Komisija ugotavlja, da je bila v primerljivi zadevi sprejemljiva podobna stopnja [32].
As regards the argument of the third party (TS) which alleges that ČSA opened new loss-making routes such as the Prague-Abu Dhabi route, the Commission notes that, following the clarification provided by the Czech authorities, this route is a code-share flight operated in cooperation with Etihad Airways.
V zvezi s trditvijo tretje stranke (TS), ki zatrjuje, da je ČSA odprla nove lete, ki ustvarjajo izgubo, kot je let Praga–Abu Dhabi, Komisija ugotavlja, da po pojasnilu čeških oblasti ta linija pomeni let pod skupno oznako v sodelovanju z Etihad Airway.
In any event, although new routes might be opened, ČSA has committed itself to decreasing its total network by [20-25]% (in ASK) and to maintaining this reduced network until the end of the restructuring period.
V vsakem primeru se je ČSA kljub morebitnemu odpiranju novih linij osredotočila na krčenje celotne mreže za [20–25] % (v številu ponujenih sedežev oziroma kilometrov) in za ohranjanje te zmanjšane mreže do konca obdobja prestrukturiranja.
Moreover, ČSA has offered to eliminate or reduce its capacity on 16 profitable routes in order to compensate its competitors.
Nadalje je ČSA ponudila možnost, da zmanjša svojo zmogljivost na 16 dobičkonosnih linijah in tako povrnila škodo svojim konkurentom.
Surrender of landing slots at coordinated European airports
Oddaja pristajalnih slotov na koordiniranih evropskih letališčih