natgillin/translations-raw huggingface dataset:
The company’s Board of Directors thus established a working group, instructed to prepare the company’s restructuring plan.
Upravni odbor družbe je zato imenoval delovno skupino in ji naložil, naj pripravi načrt prestrukturiranja družbe.
Therefore, in August 2009 ČSA's management adopted measures for the initiation of the restructuring process and the focus of ČSA moved from day-to-day operational measures to the overall restructuring of the company’s business.
Vodstvo ČSA je zato avgusta 2009 sprejelo ukrepe za začetek postopka prestrukturiranja, vsa prizadevanja ČSA pa so bila preusmerjena od vsakodnevnih ukrepov poslovanja k splošnemu prestrukturiranju poslovanja družbe.
The Czech authorities therefore submit that, in the light of the developments described above, ČSA can be considered a firm in difficulties within the meaning of the Community Guidelines on State aid for rescuing and restructuring firms in difficulty [7] of 2004 (hereinafter "the R&R Guidelines") starting from August 2009.
Češke oblasti zato trdijo, da je treba v luči navedenih dogodkov ČSA obravnavati kot družbo v težavah v skladu s Smernicami Skupnosti o državni pomoči za reševanje in prestrukturiranje podjetij v težavah [7] iz leta 2004 (v nadaljnjem besedilu: smernice za reševanje in prestrukturiranje) od avgusta 2009.
Upon completion of the restructuring process, the Czech Republic aims at finding a strategic partner for ČSA.
Češka republika namerava po končanem postopku prestrukturiranja poiskati strateškega partnerja za ČSA.
(hereinafter referred to as "ČAH").
(v nadaljnjem besedilu: ČAH).
ČAH currently includes the following companies:
ČAH zdaj sestavljajo naslednje družbe:
(hereinafter referred as "Prague Airport") and ČSA's former subsidiaries, i.e. Czech Airlines Handling, a.s., HOLIDAYS Czech Airlines, a.s.
(v nadaljnjem besedilu: Letališče Praga) in nekdanje odvisne družbe ČSA, tj. Czech Airlines Handling, a.s., HOLIDAYS Czech Airlines, a.s.
(hereinafter referred to as "HCA"), Czech Airlines Technics, a.s. and ČSA Services, s.r.o.
(v nadaljnjem besedilu: „HCA“), Czech Airlines Technics, a.s. in ČSA Services, s.r.o.
(see Figure 1).
(glej sliko 1).
ČAH's purpose is to restructure the companies grouped within the holding company, to facilitate their access to commercial financing, and to prepare them for the upcoming privatisation.
Namen ČAH je prestrukturirati družbe v holdingu in jim omogočiti dostop do komercialnega financiranja ter jih pripraviti na prihajajočo privatizacijo.
Czech Airlines Handling, a.s. provides passenger and aircraft handling services, cleaning of aircraft and buildings as well as a ground transport service both for ČSA and other airlines operating scheduled flights to and from Prague.
Czech Airlines Handling, a.s. zagotavlja potniške storitve in storitve oskrbe zrakoplovov, čiščenja zrakoplovov in stavb, storitve zemeljske oskrbe zrakoplovov in storitve zemeljskih prevozov za ČSA in druge letalske prevoznike, ki opravljajo redne lete v Prago in iz nje.
Czech Airlines Handling, a.s. is the only operator in the aircraft cleaning market at Prague-Ruzyně Airport.
Czech Airlines Handling, a.s. je edini operater na trgu storitev čiščenja zrakoplovov na letališču Praga-Ruzyně.
In ground handling, Czech Airlines Handling competes at Prague-Ruzyně Airport with Prague Airport and other ground handling companies such as Menzies Aviation.
Na področju zemeljske oskrbe Czech Airlines Handling na letališču Praga-Ruzyně konkurira Letališču Praga in drugim ponudnikom storitev zemeljske oskrbe, kot je Menzies Aviation.
HCA operates charter flights.
HCA opravlja čarterske polete.
In this market it competes with Travel Service, a.s. and a number of other smaller charter airlines operating from Prague-Ruzyně Airport, e.g. Grossman Jet, ABS Jet, Silesia Air and several others, which have only a small market share at Prague-Ruzyně Airport.
Na tem trgu konkurira družbi Travel Service, a.s. in številnim manjšim čarterskim letalskim prevoznikom, ki opravljajo polete z letališča Praga-Ruzyně, npr. Grossman Jet, ABS Jet, Silesia Air in mnogi drugi, ki imajo le majhen tržni delež na letališču Praga-Ruzyně.
Czech Airlines Technics, a.s. carries out light and heavy aircraft maintenance on all Boeing B737 and Airbus A320 family aircraft.
Czech Airlines Technics, a.s. opravlja lahka in težka vzdrževalna dela na vseh zrakoplovih iz družin Boeing B737 in Airbus A320.
It also performs extensive checks on ATR 42/72 aircraft and has certificates to perform checks on Airbus A310 aircraft.
Poleg tega opravlja obsežne preglede na zrakoplovih ATR 42/72 in ima certifikate za opravljanje pregledov zrakoplovov Airbus 310.
This subsidiary mainly serves ČSA.
Ta odvisna družba zagotavlja storitve zlasti ČSA.
However, [17,5–19,5]% of its revenue comes from services provided to third parties, e.g. Lufthansa Technik, SAS Norway, Air Berlin, Air France-KLM, Transavia Airlines, Travel Service, Ural Airlines and Aerosvit.
Vseeno pa [17,5–19,5] % prihodkov ustvari z opravljanjem storitev za tretje osebe, kot so npr. Lufthansa Technik, SAS Norway, Air Berlin, Air France-KLM, Transavia Airlines, Travel Service, Ural Airlines in Aerosvit.
Czech Airlines Services, s.r.o. operates a call centre and a recruitment centre, [88-98]% of its services being provided to ČSA.
Czech Airlines Services, s.r.o. upravlja klicni center in center za zaposlovanje, [88-98] % svojih storitev pa zagotovi ČSA.
At the beginning of the restructuring period, ČSA also held a majority stake in a number of other companies, specifically:
Na začetku obdobja prestrukturiranja je imela družba ČSA v lasti večinske deleže v mnogih drugih družbah, zlasti:
(65 % ownership), which supplies the Amadeus global distribution system for the Czech and Slovak Republics;
dstotno lastništvo), ki oskrbuje globalni distribucijski sistem Amadeus za Češko republiko in Slovaško republiko,
Structure of Český Aeroholding, a.s.
Struktura Český Aeroholding, a.s.
Holding Company
holdinška družba
Scheduled Transport
redni promet
Prague Airport Operator
upravljavec Letališča Praga
Distribution Support
distribucijska podpora
Cabin Crew Training
usposabljanje kabinskega osebja
To Be Created
se doda
Facility Management
upravljanje objektov
Charters
čarterski poleti
Call Centre & Personnel Agency
klicni center in kadrovska agencija
Maintenance
vzdrževanje
Handling Services
storitve oskrbe letal
The creation of ČAH was approved by the Czech competition authority on 25 October 2011 with a number of conditions which focus on potential threats to competition arising due to the merger of ČSA and Prague Airport from both vertical overlaps and horizontal overlaps (in particular in the ground handling area) of the activities of the merging parties.
Ustanovitev ČAH je 25. oktobra 2011 odobril češki organ, pristojen za konkurenco, s številnimi pogoji v zvezi z morebitnim ogrožanjem konkurence, ki bi lahko nastalo zaradi združitve ČSA in Letališča Praga, zaradi vertikalnega in horizontalnega prekrivanja (zlasti na področju zemeljske oskrbe) dejavnosti subjektov, ki sta se združila.
The conditions are of both a behavioural and a structural nature and oblige ČAH to maintain transparent, non-discriminatory and equal access to airport infrastructure at Prague-Ruzyně Airport on commercially reasonable terms to all interested parties.
Pogoji vključujejo primere ravnanja in sestave ter zavezujejo ČAH, da vsem zainteresiranim strankam zagotavlja pregleden, nediskriminatoren in enakopraven dostop do letališke infrastrukture na letališču Praga-Ruzyně pod razumnimi poslovnimi pogoji.
In particular, the commitments deal with unbundling of the Prague-Ruzyně Airport operator from other activities run within ČAH, the exchange of commercially sensitive information between the entities involved in ČAH, slot allocation at Prague-Ruzyně Airport, the sale of Prague Airport's ground handling activities to an independent acquirer and transparent and equal access to services provided by entities within ČAH to all market operators interested in providing ground handling services and/or repair and maintenance at Prague-Ruzyně Airport [8].
Zaveze zlasti vključujejo ločevanje dejavnosti operaterja letališča Praga-Ruzyně od drugih dejavnosti, ki jih izvaja ČAH, izmenjavo poslovno občutljivih informacij, dodeljevanje slotov na letališču Praga-Ruzyně, prodajo storitev zemeljske oskrbe na Letališču Praga neodvisnemu prevzemniku ter pregleden in enakopraven dostop do storitev, ki jih zagotavljajo družbe v ČAH vsem operaterjem na trgu, ki so zainteresirani za opravljanje storitev zemeljske oskrbe in/ali popravil in vzdrževanja na letališču Praga-Ruzyně [8].
RESTRUCTURING PLAN
NAČRT PRESTRUKTURIRANJA
In May 2010, the Czech authorities notified to the Commission the restructuring plan (hereinafter "RP") which was then updated in subsequent submissions of information.
Maja 2010 so češke oblasti Komisiji priglasile načrt prestrukturiranja (v nadaljnjem besedilu: NP), ki je bil pozneje posodobljen z dodatnimi poslanimi informacijami.
The RP concentrates on measures concerning ČSA 's core business, scheduled air passenger transport.
NP je osredotočen na ukrepe v zvezi z osnovno dejavnostjo ČSA, in sicer redni potniški letalski promet.
Other business sectors are either scheduled to be sold or to be outsourced within the structure of the holding company.
Drugi poslovni deli bodo prodani ali oddani zunanjim izvajalcem v okviru sestave holdinške družbe.
The origins of ČSA's difficulties lie in an inflated network expansion in 2004-2006 and the entry of low-cost carriers at Prague-Ruzyně Airport.
Izvor težav ČSA je v preobsežni širitvi mreže v letih 2004–2006 in vstopu nizkocenovnih letalskih prevoznikov na letališče Praga-Ruzyně.
Furthermore, the company suffered from the historic operating inefficiencies of an old incumbent company as it entered into the global economic recession which brought lower passenger demand and high fuel costs.
Nadalje je družba ob vstopu v svetovno gospodarsko krizo, zaradi katere se je zmanjšalo povpraševanje v potniškem prometu in so se zvišali stroški goriva, nosila posledice predhodnega neučinkovitega poslovanja dotedanje družbe.
In line with recent developments in the airline industry, the Czech authorities updated their assumptions for ČSA's projected path to viability and presented new scenarios for the base, best and worst case.
V skladu z nedavnim dogajanjem v letalski industriji so češke oblasti posodobile svoje predpostavke o načrtovani poti ČSA do zagotovitve sposobnosti za preživetje ter predstavile nove scenarije, in sicer osnovnega, najslabšega in najboljšega.
ČSA considers the below estimates as a conservative basis for its future development.
Po mnenju ČSA so ocene v nadaljevanju konservativna podlaga za njen nadaljnji razvoj.
The estimates do not take into account the planned entry of a private investor which would probably have a positive effect on ČSA's performance and further strengthen its long-term viability.
Ocene ne vključujejo načrtovanega vstopa zasebnega vlagatelja, ki bi najverjetneje pozitivno vplival na poslovanje ČSA in dodatno okrepil njeno dolgoročno sposobnost preživetja.
The most important external factors affecting the performance of ČSA are the following:
Najpomembnejši zunanji dejavniki, ki vplivajo na poslovanje ČSA so:
increasing fuel price (increased by nearly 40 % compared with the scenarios included in the opening decision), (ii) significantly lower demand, (iii) intensified competition, and (iv) a drop in revenues from ticket sales.
rast cene goriva (za skoraj 40 % v primerjavi s scenariji iz sklepa o začetku postopka, (ii) bistveno manjše povpraševanje, (iii) večja konkurenca in (iv) upad prihodkov od prodaje vstopnic.
The base-case scenario is built upon the assumption that the market will evolve according to the macroeconomic forecasts of the Czech National Bank and the International Monetary Fund.
Osnovni scenarij temelji na predpostavki, da se bo trg razvijal v skladu z makroekonomskimi napovedmi češke nacionalne banke in Mednarodnega denarnega sklada.
The entry of low-cost carriers is considered to be the main factor that will affect ČSA’s market share performance.
Vstop nizkocenovnih letalskih prevoznikov je glavni dejavnik, ki vpliva na gibanje tržnega deleža družbe ČSA.
External factors include:
Zunanji dejavniki vključujejo:
a fuel market price of 1000 USD/mT;
tržno ceno goriva v višini 1000 USD/mT,
FX rates:
devizne tečaje:
USD 17,0 CZK/USD, EUR 24,5 CZK/EUR;
USD 17,0 CZK/USD, EUR 24,5 CZK/EUR,
yield [2–2,2], Seat Load Factor [66–73]%.
donos [2–2,2], faktor sedežne obremenitve [66–73] %.
Internal factors include:
Notranji dejavniki vključujejo:
restructuring of aircraft ownership and maintenance costs;
prestrukturiranje lastništva zrakoplovov in stroškov vzdrževanja;
additional improvement of passenger costs (reduction of global distribution system and catering costs);
dodatno znižanje stroškov potnikov (zmanjšanje obsega globalnega distribucijskega sistema in stroškov preskrbe s hrano);
further improvement in crew productivity on the Airbus fleet;
nadaljnje izboljšanje učinkovitosti osebja v floti Airbus;
optimizing of crew costs for the regional (ATR) fleet, higher fleet utilisation;
optimizacijo stroškov osebja regionalne flote (ATR), učinkovitejšo rabo flote;
partial densification of the A320 and B 737 fleets (increased number of seats);
delno zgostitev flot A320 in B 737 (večje število sedežev);
reduced average fuel consumption – follow-up in the renewal of the fleet;
zmanjšanje povprečne porabe goriva – nadaljnje dejavnosti obnove flote;
revenue management system optimisation – [0,95–1]% increase in yield;
optimizacijo sistema upravljanja prihodkov – [0,95–1]-odstotna rast donosa;
negative impact of emissions allowance purchase offset in average passenger revenue;
negativni vpliv izravnave nakupa pravic do emisij v povprečnih prihodkih na potnika;
as of summer 2012, operations will continue with a fleet consisting of ATR (7 aircraft), Airbus (15 aircraft), and Boeing (5 aircraft).
od poletja 2012 se poslovanje nadaljuje s floto, sestavljeno iz ATR (7 zrakoplovov), Airbus (15 zrakoplovov) in Boeing (5 zrakoplovov).
As a consequence of the restructuring, ČSA expects the following development of its return on capital employed (ROCE):
ČSA pričakuje, da se bo donosnost vloženega kapitala (ROCE) zaradi prestrukturiranja gibala tako, kot je prikazano spodaj:
Expected return on capital employed
Pričakovana donosnost vloženega kapitala
Base-case scenario
Osnovni scenarij
Best-case scenario
Najboljši možni scenarij
Worst-case scenario
Najslabši možni scenarij
The Czech authorities take the base-case scenario as a realistic prediction and argue that the ROCE achieved at the end of 2014 of [1,7–1,85]% is to be considered acceptable.
Češke oblasti so kot realno napoved upoštevale osnovni scenarij in trdijo, da je ROCE v višini [1,7–1,85] %, dosežen konec leta 2014, sprejemljiv.
The best–case scenario considers that the fuel price will be reduced by 1–2 % (in 2012–2013) and 3 % in (2014–2015);
V najboljšem možnem scenariju je predvideno, da bo cena goriva padla za 1–2 % (v letih 2012–2013) in 3 % (2014–2015);
it is further based on faster–than–predicted implementation of restructuring measures and a faster demand growth as compared with the base-case scenario.
nadalje temelji na predpostavki, da bo izvedba ukrepov prestrukturiranja hitrejša, kot je bilo predvideno, rast povpraševanja pa prav tako hitrejša, kot je navedeno v osnovnem scenariju.
On the other hand, the worst-case scenario is based on an increased fuel price (3–5 % higher in 2012–2013) compared with the base–case scenario;
Po drugi strani najslabši možni scenarij temelji na višji ceni goriva (3–5 % višja v letih 2012–2013) v primerjavi z osnovnim scenarijem;
it further factors in delays in implementation of the planned restructuring measures and lower benefits from revenue management initiatives (fully implemented only in 2014).
prav tako upošteva zamude pri izvedbi načrtovanih ukrepov prestrukturiranja in manjših koristi pobud za upravljanje prihodkov (ki bodo v celoti izvedene šele leta 2014).
The plan assumes that it will be possible to return to profitability by financial year (FY) 2013.
V načrtu je predpostavljeno, da bo mogoče ponovno vzpostaviti dobičkonosnost do poslovnega leta (PL) 2013.
According to the base-case scenario, ČSA will make a net profit after tax of CZK [95–112] million ([3,8–4,3] million) in 2014 and achieve a return on capital employed (ROCE) of [1,7–1,85]% by 2014 and [2,1–2,4]% by 2015.
V skladu z osnovnim scenarijem bo ČSA ustvarila čisti dobiček po davkih v višini [95–112] milijonov CZK ([3,8–4,3] milijona EUR) v letu 2014 in dosegla donosnost vloženega kapitala (ROCE) v višini [1,7–1,85] % do leta 2014 in [2,1–2,4] % do leta 2015.
Profit and loss 2008-2014 (in CZK million) (according to Czech Accounting Standards)
Izkaz uspeha 2008–2014 (v milijonih CZK) (v skladu s češkimi računovodskimi standardi)
Profit/Loss before tax
Poslovni izid pred obdavčitvijo
To achieve these results, ČSA proposes the following key actions:
ČSA predlaga naslednje ključne ukrepe za doseganje teh rezultatov:
Optimised network model and fleet rightsizing:
Optimiziran model mreže in zmanjšanje obsega flote:
At the beginning of its restructuring process, ČSA was flying to 67 destinations.
Na začetku postopka prestrukturiranja je ČSA letela v 67 ciljnih krajev.
This network will be reduced by [18–20]% and ČSA now focuses solely on markets within the range of its short–haul/medium–haul fleet.
Ta mreža se bo zmanjšala za [18–20] % in ČSA se zdaj osredotoča le na trge v dosegu flote za kratke in srednje dolge prevoze.
Both profitable and loss-making routes were discontinued.
Ukinjene so bile dobičkonosne linije in tudi tiste, ki so ustvarjale izgubo.
The aircraft fleet should be reduced by more than 50 %, resulting in 20 to 23 aircraft as opposed to 49 aircraft before restructuring.
Zračno floto bi bilo treba zmanjšati za več kot 50 % in ohraniti od 20 do 23 zrakoplovov (zračna flota je pred prestrukturiranjem štela 49 zrakoplovov).
The overall number of flights will be reduced by [36–40]% and ASK by [21–24]%.
Celotno število letov se bo zmanjšalo za [36–40] % in število ponujenih sedežev oziroma kilometrov za [21–24] %.
Consequently the seat-load factor should improve and reach [66–73]% under the base-case scenario.
Zaradi tega bi se moral faktor sedežne obremenitve po osnovnem scenariju izboljšati in doseči [66–73] %.
The fleet structure should be simplified and modernised by way of a gradual replacement of older aircraft types (Boeing B737-400 and B737-500) by Airbus planes only.
Sestavo flote je treba poenostaviti in posodobiti s postopno zamenjavo starejših vrst zrakoplovov (Boeing B737-400 in B737-500) z letali Airbus.
The modernisation of ČSA's fleet will increase the competitiveness of ČSA, which will obtain more advanced and more reliable aircraft offering greater passenger comfort.
Posodobitev flote ČSA bo izboljšala njeno konkurenčnost, ki bo imela naprednejše in zanesljivejše zrakoplove, ki bodo potnikom ponujali več udobja.
Other benefits of this measure are the reduction of costs of fleet operation, including savings resulting from fleet unification and optimisation of transportation capacity.
Druge ugodnosti tega ukrepa vključujejo znižanje stroškov upravljanja flote, vključno s prihranki iz naslova združitve flote in optimizacije transportnih zmogljivosti.
Revenue initiatives:
Pobude za prihodke:
Revenue management is expected to contribute to profits in the amount of CZK [500–560] million by the end of 2012.
Upravljanje prihodkov naj bi do konca leta 2012 prispevalo [500–560] milijonov CZK k dobičku družbe.
Cost reduction initiatives:
Pobude za zmanjševanje stroškov:
In 2009, ČSA generated 3200 jobs directly and more than 1600 jobs through its subsidiaries.
Leta 2009 je ČSA ustvarila 3200 neposrednih delovnih mest in več kot 1600 delovnih mest prek svojih odvisnih družb.
It further reduced catering costs in economy class, in-flight entertainment, the cost of irregularities and fuel consumption.
Nadalje je znižala stroške preskrbe s hrano v ekonomskem razredu, zabave med letom, nepravilnosti in porabe goriva.
Moreover, rental, IT and telecommunication costs should be reduced.
Poleg tega bi bilo treba znižati še stroške najema, IT in telekomunikacijskih storitev.
Finally, the representation offices abroad and in the Czech Republic should be downsized.
Ne nazadnje bi bilo zmanjšati število predstavništev v tujini in v Češki republiki.
Organisational changes:
Organizacijske spremembe:
The Czech authorities believe that the creation of ČAH constitutes an efficient way to sell ČSA and its subsidiaries to a new private investor.
Češke oblasti menijo, da je ustanovitev ČAH učinkovit način prodaje ČSA in njenih odvisnih družb novemu zasebnemu vlagatelju.
Secondly, these subsidiaries were sold to ČAH on market terms.
Nato so bile odvisne družbe prodane ČAH po tržnih pogojih.
Finally, both ČSA and Prague Airport will be incorporated into ČAH.
Nazadnje bosta ČSA in Letališče Praga vključena v ČAH.
This structure should not only make the companies more attractive to potential investors but also ensure a competitive pricing of intra-group services and stimulate the profit-making of all subsidiaries as well as their orientation towards external customers.
Namen te strukture je, da bi družbe postale privlačnejše za morebitne vlagatelje ter da bi hkrati zagotovili konkurenčne cene storitev znotraj skupine in spodbudili dobičkonosnost vseh odvisnih družb in njihovo usmerjenost k zunanjim strankam.
Sale of non-core assets:
Prodaja pomožnih sredstev:
In addition to the sale of subsidiaries to ČAH, ČSA has sold a considerable number of other assets in the course of its restructuring, as shown in Table 5.
Poleg prodaje odvisnih družb ČAH je ČSA med prestrukturiranjem prodala tudi večji del drugega premoženja, kot je prikazano v Preglednica 5.
All of these assets were sold either through an open, transparent and non-discriminatory tender or on the basis of independent appraisal reports.
Vsa ta sredstva so bila prodana prek odprtega, preglednega in nediskriminatornega razpisa ali na podlagi neodvisnih cenitvenih poročil.
Sale of ČSA's assets in the course of restructuring
Prodaja premoženja ČSA med prestrukturiranjem
Amount in CZK million
Znesek v milijonih CZK
Sale of Duty-Free business to Aelia Czech Republic, s.r.o.
Prodaja brezcarinske dejavnosti družbi Aelia Czech Republic, s.r.o.
Sale of slots at London-Heathrow to British Airways
Prodaja slotov na letališču London-Heathrow družbi British Airways
Sale of aircraft to various airlines
Prodaja zrakoplovov različnim letalskim prevoznikom
Sale of Slovak Air Services, s.r.o. to Skyport, a.s.
Prodaja Slovak Air Services, s.r.o. družbi Skyport, a.s.
Sale of land and buildings to Prague Airport
Prodaja zemljišč in zgradb Letališču Praga
Sale of subsidiaries to Český Aeroholding, a.s.
Prodaja odvisnih družb družbi Český Aeroholding, a.s.
STATE AID AND FINANCING OF THE RESTRUCTURING COSTS
DRŽAVNA POMOČ IN FINANCIRANJE STROŠKOV PRESTRUKTURIRANJA
Given the total restructuring costs of CZK [8,9–10,5] billion (EUR [360–410] million) which include in particular the cost of fleet rightsizing and severance payments, the Czech Republic recapitalised the beneficiary with CZK 2500 million of State aid in the form of a debt-for-equity swap (i.e. [23–26]% of the restructuring costs), according to Resolution No 333, on 30 June 2010.
Ob upoštevanju celotnih stroškov prestrukturiranja v višini [8,9–10,5] milijarde CZK ([360–410] milijonov EUR), ki vključujejo zlasti stroške zmanjšanja obsega flote in plačila odpravnin, je Češka republika dokapitalizirala upravičenca z 2500 milijoni CZK državne pomoči v obliki zamenjave terjatev v lastniške deleže (tj. [23–26] % stroškov prestrukturiranja), v skladu z Uredbo št. 333, z dne 30. junija 2010.
ČSA proposes the remaining amount, i.e. the own contribution of [74–77]%, to be financed by the sale of assets set out in Table 5.
ČSA predlaga, naj se preostali znesek, tj. lastni prispevek v višini [74–77] %, financira s prodajo, kot je prikazano v Preglednica 5.
ČSA swapped two slots at London-Heathrow Airport with British Airways Plc.
Junija 2010 je ČSA zamenjala dva slota na letališču London-Heathrow z družbo British Airways Plc.