natgillin/translations-raw huggingface dataset:
As secondary benefits, the projects enabled the beneficiary companies to restructure or modernise their productive assets, adapt and diversify their product portfolios and enhance their productivity and thus their profitability, thereby ultimately helping them develop their position on the market. 
V okviru sekundarnih koristi je bilo s projekti upravičenim podjetjem omogočeno prestrukturiranje ali posodobitev njihovih proizvodnih sredstev, prilagoditev in diverzifikacija njihovih proizvodov in povečanje njihove produktivnosti ter s tem donosnosti, tako pa se je okrepil njihov položaj na trgu.
Box 2 illustrates an example of a project where the results achieved and their durability was good. 
V okviru 2 je primer projekta, pri katerem so bili doseženi rezultati in njihova trajnost dobri.
Another secondary benefit, according to the beneficiary firms, was an improved image and, as a result, better customer loyalty. 
Upravičena podjetja so navedla, da je bila ena izmed sekundarnih koristi izboljšana podoba podjetja in posledično večja zvestoba strank.
Projects 33, 35, 39, 40 and 41. 
Projekti 33, 35, 39, 40 in 41.
Projects 16, 17, 19, 21, 23 and 24. 
Projekti 16, 17, 19, 21, 23 in 24.
In one case, an assessment was not possible due to a lack of information (project 25). 
V enem primeru ocena ni bila mogoča zaradi pomanjkanja informacij (projekt 25).
22 Box 2 – Example of project with good durability of direct results Project 17 (Lower Saxony/Germany OP) - SME takeover of and investment in a production plant for vegan food products threatened by closure Total eligible investment costs: 10 million euro. 
22 Okvir 2 – Primer projekta z dobro trajnostjo neposrednih rezultatov Projekt 17 (Spodnja Saška / operativni program Nemčije) – Prevzem proizvodnega obrata za veganske živilske proizvode, ki mu je grozilo zaprtje, in naložba vanj, ki ju je izvedlo MSP Skupni upravičeni stroški naložbe: 10 milijonov EUR.
Grant amount: 1.6 million euro, including 1.1 million from the ERDF. 
Znesek nepovratnih sredstev: 1,6 milijona EUR, vključno z 1,1 milijona EUR iz ESRR.
Number of jobs created: • at project end – January 2011: 68 permanent jobs (compared to 61 planned), • in June 2016: 81 jobs. 
Število ustvarjenih delovnih mest: • ob koncu projekta – januarja 2011: 68 stalnih delovnih mest (v primerjavi načrtovanimi 61), • junija 2016: 81 delovnih mest.
If we take into account the public grant only, the firm invested less than 20 000 euro per saved or newly created job. 
Če upoštevamo samo javna nepovratna sredstva, je podjetje za ohranjeno ali novo ustvarjeno delovno mesto investiralo manj kot 20 000 EUR.
Moreover, the existing jobs at the company taken over by the beneficiary firm could not have been saved following illiquidity proceedings. 
Poleg tega obstoječih delovnih mest v družbi, ki jo je prevzelo upravičeno podjetje, po postopku zaradi nelikvidnosti ne bi bilo mogoče več rešiti.
Other direct results obtained: • access to finance including loans; • increased productivity and production output; • increased turnover and sales to other regions, as well as exports; • diversification of product range; • new clients and extension of client base; • better company image. 
Drugi doseženi neposredni rezultati: • dostop do financiranja, vključno s posojili; • povečanje produktivnosti in proizvodnje; • povečan promet in prodaja v druge regije ter izvoz; • diverzifikacija palete izdelkov; • nove stranke in razširitev baze strank; • boljša javna podoba podjetja.
In some cases24, the beneficiaries benefited from improved access to finance and loans. 
V nekaterih primerih24 je bila korist ta, da so imeli upravičenci boljši dostop do financiranja in posojil.
This allowed them to be more ambitious in their investments and, ultimately, achieve better results. 
To jim je omogočilo, da so bili pri svojih naložbah bolj ambiciozni in na koncu dosegli boljše rezultate.
Additional investments were made using the companies’ own resources alongside the subsidised assets. 
Dodatne naložbe so bile poleg subvencioniranih sredstev izvedene z uporabo lastnih sredstev podjetij.
According to some of the audited beneficiaries, the projects significantly boosted their economic viability in the longer term. 
Po mnenju nekaterih revidiranih upravičencev je bila zaradi projektov dolgoročna ekonomska sposobnost preživetja bistveno okrepljena.
In several cases25, generally difficult market conditions or the harsh repercussions of the economic crisis had brought some of the enterprises to the edge of insolvency. 
V več primerih25 so splošno težki tržni pogoji ali hude posledice gospodarske krize nekatera podjetja privedli na rob insolventnosti.
In such cases, according to the beneficiaries, the projects had played a key role in allowing them to continue their commercial activities (see examples in Box 3). 
V takšnih primerih so imeli po mnenju upravičencev projekti ključno vlogo, saj so omogočili nadaljevanje poslovnih dejavnosti (glej primere v okviru 3).
24 25 Projects 4, 7, 10, 11, 15, 18, 20, 24, 26, 27, 33 and 37. 
24 25 Projekti 4, 7, 10, 11, 15, 18, 20, 24, 26, 27, 33 in 37.
Projects 11, 18, 23, and 37. 
Projekti 11, 18, 23 in 37.
23 Box 3 - Examples of projects that helped firms overcome difficult economic periods Project 37 (Poland OP) - Purchase of equipment: programming software and manufacturing machinery Total investment cost: 0.3 million euro. 
23 Okvir 3 – Primeri projektov, ki so podjetjem pomagali premostiti ekonomsko zahtevna obdobja Projekt 37 (operativni program Poljske) – Nakup opreme: programska oprema za programiranje in proizvodni stroji Skupni stroški naložbe: 0,3 milijona EUR.
Grant amount: 0.1 million euro from the ERDF. 
Znesek nepovratnih sredstev: 0,1 milijona EUR iz ESRR.
Implemented from January 2007 to May 2008. 
Izvedba je potekala od januarja 2007 do maja 2008.
The company specialises in manufacturing plastic toys and metal parts for the car industry. 
Podjetje je specializirano za proizvodnjo plastičnih igrač in kovinskih delov za avtomobilsko industrijo.
The project helped: • to provide access to additional financial resources: conditional upon the grant, the company obtained a bank loan to finance the whole project; • and to modernise the company’s design and manufacturing processes. 
Projekt je pripomogel k: • zagotovitvi dostopa do dodatnih finančnih sredstev: ker je podjetje prejelo nepovratna sredstva, je lahko pridobilo bančno posojilo za financiranje celotnega projekta; • posodobitvi procesov zasnove in proizvodnih procesov v podjetju.
It was thus able to: • overcome particularly harsh economic problems; • diversify its product portfolio and client base (including abroad); • and create 24 new jobs. 
Podjetje je tako lahko: • premagalo zelo hude ekonomske težave; • diverzificiralo svoj portfelj proizvodov in bazo strank (tudi v tujini); • in ustvarilo 24 novih delovnih mest.
In 2016, the company’s economic indicators (turnover, number of employees) showed favourable results. 
Leta 2016 so ekonomski kazalniki podjetja (promet, število zaposlenih) pokazali pozitivne rezultate.
Project 11 (Czech Republic OP) - Energy-saving project: installation of a new heating system in a manufacturing company Total investment cost: 0.2 million euro. 
Projekt 11 (operativni program Češke republike) – Projekt varčevanja z energijo: namestitev novega sistema ogrevanja v proizvodnem podjetju Skupni stroški naložbe: 0,2 milijona EUR.
Implemented between February 2009 and October 2010. 
Projekt se je izvajal od februarja 2009 do oktobra 2010.
The project has contributed to environmental protection, as the energy savings have led to a reduction in CO2 emissions. 
Projekt je prispeval k varstvu okolja, saj so prihranki energije privedli do zmanjšanja emisij CO2.
The project was timely, helping the company overcome a very difficult economic period. 
Projekt je bil izveden v pravem času, saj je pripomogel, da je podjetje premostilo zelo težko ekonomsko obdobje.
It has also contributed to the economic activity and development of the region. 
S projektom se je prispevalo tudi h gospodarski dejavnosti in razvoju regije.
By the time of our audit, all these results still existed at the company. 
V času revizije so vsi ti rezultati v podjetju še obstajali.
However, in about one fifth of the projects audited, the direct results were not durable, and they were only partially durable in about a quarter 32. 
Vendar pri približno petini revidiranih projektov neposredni rezultati niso bili trajni, pri približno četrtini pa so bili trajni le deloma 32.
As already shown in paragraph 29, at the time of our on-the-spot visits, we identified durability problems in 19 projects: in eight projects (one fifth of the projects audited), the results were not durable (sometimes lasting not even until the end of the durability period26 or only until soon thereafter27), and in 11 projects they were only partially durable (see examples in Box 4). 
Kot je navedeno že v odstavku 29, smo pri naših obiskih na kraju samem odkrili težave s trajnostjo pri 19 projektih: pri osmih projektih (petina vseh revidiranih projektov) rezultati niso bili trajni (včasih niso trajali niti do konca obdobja trajnosti26 ali pa le malo časa zatem27), pri 11 projektih pa so bili trajni le deloma (glej primere v okviru 4).
Nevertheless, innovative projects (e.g. project 1) in quickly developing markets contain higher risks to durability which do not make them less deserving of EU funding. 
Vendar so inovativni projekti (npr. projekt 1) na hitro razvijajočih se trgih izpostavljeni večjemu tveganju glede trajnosti, kar pa ne pomeni, da so manj upravičeni do financiranja EU.
Within one year after the end of the durability period, projects 10, 14 and 26. 
V enem letu po koncu obdobja trajnosti, projekti 10, 14 in 26.
In three cases28, there were valid reasons for the lack of durability or causes that were beyond the beneficiary’s control, e.g. developments in the markets or in national legislation. 
V treh primerih28 so obstajali tehtni razlogi za nezadostno trajnost ali pa upravičenci na vzroke niso imeli vpliva, npr. dogajanja na trgih ali spremembe nacionalne zakonodaje.
Projects 1 (bankruptcy of beneficiary due to increasing competition in the solar cells market), 10 (difficult environment in the business sector concerned) and 35 (changes in the renewable energy legislation). 
V Projekt 1 (stečaj upravičenca zaradi krepitve konkurence na trgu sončnih celic), 10 (težavno okolje v zadevnem poslovnem sektorju) in 35 (spremembe zakonodaje o energiji iz obnovljivih virov).
24 Box 4 - Examples of projects which did not generate durable results Project 14 (Czech Republic OP) - Construction of a training centre Total investment costs: 1.4 million euro. 
24 Okvir 4 – Primeri projektov, pri katerih niso bili ustvarjeni trajni rezultati Projekt 14 (operativni program Češke republike) – Izgradnja izobraževalnega centra Skupni stroški naložbe: 1,4 milijona EUR.
Project implemented from March 2009 to March 2011. 
Projekt se je izvajal od marca 2009 do marca 2011.
Project objective: create an appropriate space for training the beneficiary’s staff and business partners. 
Cilj projekta: vzpostavitev ustreznega prostora za izobraževanje osebja upravičenca in njegovih poslovnih partnerjev.
At project completion: a training centre with several rooms had been built, which was maintained until the end of the durability period. 
Ob koncu projekta: izobraževalni center z več prostori je bil zgrajen in ohranjen do konca obdobja trajnosti.
Soon after the end of the durability period: the building was transformed into an office building to be used by the company’s staff, which was what the beneficiary had actually needed. 
Kmalu po koncu obdobja trajnosti: stavba je bila preoblikovana v poslovno stavbo, ki jo uporablja osebje podjetja, kar je to, kar je upravičenec pravzaprav potreboval.
One room was still dedicated to training (with an occupancy rate of only 20 % at the time of the audit). 
En prostor je bil še vedno namenjen izobraževanju (a je imel v času revizije le 20 % stopnjo zasedenosti).
New buildings for the purpose of office space were explicitly ineligible for public funding at the time of project selection. 
Nove stavbe, ki bi se uporabljale kot pisarniški prostori, v času izbire projektov izrecno niso bile upravičene do javnega financiranja.
Project 35 (Poland OP) - Installation of a 200 MW biomass co-firing facility Total investment costs: 2.3 million euro. 
Projekt 35 (operativni program Poljske) – Namestitev naprave za sosežiganje biomase z močjo 200 MW Skupni stroški naložbe: 2,3 milijona EUR.
Total grant amount: 1.1 million euro including 0.8 million euro from the ERDF. 
Skupni znesek nepovratnih sredstev: 1,1 milijona EUR, vključno z 0,8 milijona EUR iz ESRR.
Project implemented from October 2006 to August 2007. 
Projekt se je izvajal od oktobra 2006 do avgusta 2007.
The project was initiated at a time when there was a strong financial support for renewable energy through national subsidies. 
Projekt se je začel v času, ko so se obnovljivi viri energije močno finančno podpirali z nacionalnimi subvencijami.
The purchased equipment was in use for eight years (longer than required legal durability period). 
Kupljena oprema je bila v uporabi osem let (dlje kot je trajalo zakonsko določeno obdobje trajnosti).
However, the modification of the Renewable Energy Act in 2016 reduced the support to this form of energy. 
Vendar pa se je s spremembo zakona o energiji iz obnovljivih virov leta 2016 podpora za to obliko energije zmanjšala.
Consequently, the beneficiary in 2016 utilised only 16 % of the facility’s overall capacity. 
Zato je upravičenec v letu 2016 uporabljal samo 16 % celotne zmogljivosti naprave.
By the time of our audit, the facility had ceased generating renewable energy. 
V času revizije naprava ni več proizvajala energije iz obnovljivih virov.
Project 26 (Italy OP) - Setting up of a computer centre Total investment costs: 9.8 million euro. 
Projekt 26 (operativni program Italije) – Vzpostavitev računalniškega centra Skupni stroški naložbe: 9,8 milijona EUR.
Total grant amount: 6.8 million euro, including 3.5 million euro from the ERDF. 
Skupni znesek nepovratnih sredstev: 6,8 milijona EUR, vključno s 3,5 milijona EUR iz ESRR.
Project implemented from March 2005 to February 2008. 
Projekt se je izvajal od marca 2005 do februarja 2008.
Project objective: to create a state-of-the-art computer centre to provide services to the entire region and ensure cooperation with research centres, industry and public bodies in Italy and abroad. 
Cilj projekta: vzpostavitev najsodobnejšega računalniškega centra za opravljanje storitev za celotno regijo in zagotavljanje sodelovanja z raziskovalnimi centri, industrijo in javnimi organi v Italiji in tujini.
The centre was created and used for different research activities. 
Center je bil ustanovljen in se je uporabljal za različne raziskovalne dejavnosti.
Cooperation between project partners did not last longer than until one year after project completion. 
Sodelovanje med projektnimi partnerji ni trajalo več kot eno leto po zaključku projekta.
The main reasons why the project did not ensure durability of results were a change in its business priorities and the difficult financial situation of one of the partners. 
Glavna razloga, da projekt ni zagotovil trajnosti rezultatov, sta bila sprememba njegovih poslovnih prioritet in težak finančni položaj enega od partnerjev.
The implementing body had noted both of these risks to durability at the selection stage, but this did not prevent the project from being selected for ERDF financing. 
Izvajalski organ je obe ti tveganji v zvezi s trajnostjo ugotovil v fazi izbora projektov, vendar je bil projekt kljub temu izbran za financiranje iz ESRR.
Due to a lack of further investment in their upgrading, the core assets (the computers themselves) were no longer in use at the time of the audit. 28 
Ker ni bilo nadaljnjih naložb v posodobitev sredstev za izvajanje osrednje poslovne dejavnosti (računalnikov), se ta v času revizije niso več uporabljala. 28
In another five cases29, however, the lack of durability was due to management weaknesses or other problems rooted in the companies concerned. 
drugih petih primerih29 pa je bila nezadostna trajnost posledica slabosti pri upravljanju ali drugih problemov, ki jih je bilo mogoče pripisati zadevnim podjetjem.
In addition, for one project30, it was not possible to assess durability due to a change of ownership at the beneficiary. 
Pri enem projektu30 trajnosti ni bilo mogoče oceniti zaradi spremembe lastništva pri upravičencu.
A common feature of the OPs under which the projects audited were implemented was creating or maintaining jobs in existing and new companies by improving their productivity, profitability and innovation. 
Skupna značilnost operativnih programov, v okviru katerih so se izvajali revidirani projekti, je bila ustvarjanje ali ohranjanje delovnih mest v obstoječih in novih podjetjih s povečanjem njihove produktivnosti, donosnosti in inovacij.
This indicator was used, and corresponding targets were set, in 29 of the 41 projects examined (see Annex III for more details). 
Ta kazalnik in določene pripadajoče ciljne vrednosti so se uporabljali pri 29 od 41 preučenih projektov (za več podrobnosti glej Prilogo III).
For the other 12 projects, information about project results was not complete, or their main aim was to address environmental issues and reconvert old industries, so employment was not a priority in those cases and therefore not measured. 
Pri ostalih 12 projektih informacije o projektnih rezultatih niso bile popolne ali pa je bil njihov glavni cilj obravnavati okoljska vprašanja ali preoblikovati stare dejavnosti, tako da zaposlovanje v teh primerih ni bilo prioriteta in se zato ni merilo.
As regards job creation, in addition to the durability requirements under EU law, the national provisions (where relevant) required the beneficiary companies, through grant agreements, to create a certain number of new jobs or to maintain existing employment levels. 
Kar zadeva ustvarjanje delovnih mest, se je poleg zahtev glede trajnosti v skladu z zakonodajo EU tudi v skladu z nacionalnimi določbami (kadar je bilo to relevantno) zahtevalo, da morajo upravičena podjetja (na podlagi sporazumov o dodelitvi nepovratnih sredstev) ustvariti določeno število novih delovnih mest ali ohraniti obstoječe ravni zaposlenosti.
These positions had to be occupied, or at least permanently on offer and advertised, until the end of the durability period. 
Ta delovna mesta so morala biti zasedena ali vsaj stalno na voljo in oglaševana do konca obdobja trajnosti.
Overall, while not all projects achieved their job targets by their completion dates, the results nevertheless turned out to be relatively satisfactory. 
V splošnem sicer pri vseh projektih do njihovega zaključka niso bile dosežene ciljne vrednosti glede delovnih mest, vendar so bili rezultati kljub temu razmeroma zadovoljivi.
As shown in Annex V, by project completion employment had increased by an average of 7.7 % in the 41 audited projects: 66.4 % in SMEs and 3.7 % in larger companies. 
Kot je prikazano v Prilogi V, se je pri 41 revidiranih projektih do njihovega zaključka zaposlenost povprečno povečala za 7,7 %: 66,4 % v MSP in 3,7 % v velikih podjetjih.
But due to the economic crisis, most of the companies underwent restructuring processes and we found that the jobs created were often lost after project completion (see also Annex V). 
Vendar so bili zaradi gospodarske krize v večini podjetij izvedeni procesi prestrukturiranja in ugotovili smo, da so bila novoustvarjena delovna mesta po zaključku projektov pogosto spet izgubljena (glej tudi Prilogo V).
For instance, under the OP Poland, in project 41 the beneficiary underwent several restructurations related to the optimisation of the production processes which, in total, resulted in a significant reduction of employment. 
V okviru operativnega programa Poljske, na primer, je bilo pri upravičencu iz projekta 41 večkrat izvedeno prestrukturiranje v zvezi z optimizacijo proizvodnih procesov, kar je skupaj povzročilo precejšnje zmanjšanje zaposlenosti.
By mid-2016, the number of employees had Projects 5, 7, 14, 26 and 32. 
Do sredine leta 2016 se je število Projekti 5, 7, 14, 26 in 32.
26 increased by an average of 1 % for SMEs compared to the situation at project end, but had decreased by 6 % for larger companies (see also Annex V). 
26 zaposlenih v primerjavi s stanjem ob koncu projektov povprečno povečalo za 1 % pri MSP, pri večjih podjetjih pa se je zmanjšalo za 6 % (glej tudi Prilogo V).
Where grant ceilings had been set by the MAs for each created post, the grants’ cost-efficiency (measured by total investment cost per job created) was likely to be higher. 
Kadar so organi upravljanja določili zgornje meje nepovratnih sredstev za vsako ustvarjeno delovno mesto, je bila stroškovna učinkovitost nepovratnih sredstev (merjena kor skupni strošek naložbe na ustvarjeno delovno mesto) praviloma boljša.
Where beneficiaries exceeded the ceiling they could not receive the grant. 
Če so upravičenci presegli zgornjo mejo, nepovratnih sredstev niso mogli prejeti.
Thus the beneficiaries were forced to pay more attention to the size of their investments. 
Tako so bili prisiljeni posvečati več pozornosti velikosti svojih naložb.
However, we found that such ceilings were used only in the two German OPs. 
Vendar je Sodišče ugotovilo, da so bile takšne zgornje meje uporabljene le v dveh nemških operativnih programih.
As regards the economic prospects of the beneficiary firms analysed, two of them31 had ceased to exist. 
Sodišče je analiziralo tudi gospodarske obete upravičenih podjetij in ugotovilo, da sta dve31 prenehali obstajati.
In addition, a total of 19 other firms (see Annex III) were, at the time of our audit, encountering challenges with regard to their future economic health, e.g. debt restructuring or balancing, or falling production32. 
Poleg tega se je skupaj 19 drugih podjetij (glej Prilogo III) v času naše revizije soočalo z izzivi na področju svojega prihodnjega ekonomskega zdravja, npr. prestrukturiranje ali uravnoteženje dolga ali upad proizvodnje32.
Finally, in some cases, the companies’ future business prospects depended on the outcome of ongoing research projects and their ability to generate additional capital33. Indirect results are difficult to measure and link to funding 39. 
V nekaterih primerih pa so bili prihodnji poslovni obeti podjetij odvisni od izidov potekajočih raziskovalnih projektov in njihove sposobnosti za ustvarjanje dodatnega kapitala.33 Posredne rezultate je težko izmeriti in povezati s financiranjem 39.
Only businesses registered and located in a region eligible for ERDF funding can apply for this financial support34. Therefore, productive investments should also generate wider benefits for the region concerned (indirect results). 
Samo podjetja, ki so registrirana v regiji, ki je upravičena do sredstev iz ESRR, in se tam nahajajo, lahko zaprosijo za zadevno finančno podporo.34 Zato bi se morale s produktivnimi naložbami ustvarjati tudi širše koristi za zadevno regijo (posredni rezultati).
Such benefits could include increased employment, entrepreneurship and competitiveness in the region, as well as improved environmental conditions, enhanced innovation and better business survival rates. 
Takšne koristi lahko obsegajo večjo zaposlenost, podjetništvo in konkurenčnost v regiji ter boljše okoljske pogoje, več inovacij in višje stopnje preživetja podjetij.
With a view to economic cohesion, another important goal is to avoid the relocation of economic activities outside the region of origin. 
Zaradi ekonomske kohezije je pomemben cilj tudi preprečitev selitve gospodarskih dejavnosti iz izvorne regije projekta.
The projects should also have potential spill-over effects, e.g. boosting trade for local suppliers or service-providers that have business Projects 1 and 26. 
Projekti bi morali imeti tudi potencialne učinke prelivanja, npr. spodbujanje trgovine pri lokalnih dobaviteljih ali izvajalcih storitev, ki imajo poslovne odnose z upravičenim Projekta 1 in 26.
Projects 7, 10, 28, 29, 33, 36 and 38. 
Projekti 7, 10, 28, 29, 33, 36 in 38.
Projects 2, 24 and 27. 
Projekti 2, 24 in 27.