natgillin/translations-raw huggingface dataset:
f. razvijajo individualne sposobnosti žensk v podjetju, da jih s posebnimi nadaljevalnimi tečaji in drugimi oblikami poklicnega usposabljanja, kot so usmerjeno mentorstvo in mreženje učinkovito pripravijo na opravljanje vodstvenih nalog na vseh ravneh;
f. developing women’s individual capabilities in-house, by means of specific further-training courses and other forms of professional support, such as dedicated mentoring and networking in order to prepare them effectively for management duties at all levels;
g. razvijajo izobraževanje o enakosti spolov in nerazlikovanju;
g. developing training on gender equality and non-discrimination;
h. spodbujajo natančne in izmerljive obveznosti podjetij;
h. promoting precise and quantifiable commitments on the part of companies;
i. spodbujajo vse zainteresirane strani, naj pripravijo pobude, da bi spremenili zaznavo žensk na področju dela, hkrati pa tudi njihov samopodobo, da bi več ženskam omogočili sprejemanje odgovornosti vodenja podjetja na operativni in ne zgolj na administrativni ravni podjetja; meni, da bi take pobude morale spodbujati dekleta in mlade ženske k temu, da bi ob podpori učiteljev, družine in različnih vzornikov razmišljale o širši paleti poklicev, ter prispevati k temu, da bi evropski mediji pozitivno predstavljali ženske na vodstvenih položajih;
i. encouraging all stakeholders to set up initiatives to change the way women are perceived and women’s self-perception in the work field, so as to enable more women to take on leadership responsibilities on the operational side of the business, and not just on the functional side; takes the view that such initiatives should aim at encouraging girls and young women to consider a broader spectrum of careers with the support of teachers, family members and various role models, and presenting female leadership positively in the European media;
j. opredelijo načine za povečanje zastopanosti žensk iz zlasti pomanjkljivo zastopanih skupin, kot so priseljenci ali etnične manjšine;
j. identifying ways to increase the representation of women from particularly under-represented groups, such as those from an immigrant or ethnic-minority background;
12. meni zlasti, da bi morala podjetja, ki morajo predložiti neskrajšan izkaz poslovnega izida, v razumnem časovnem obdobju doseči uravnoteženo zastopanost žensk in moških v svojih odborih;
Considers in particular that companies required to submit unabridged profit and loss accounts should be required to achieve balanced representation of women and men on their boards within a reasonable time frame;
a. reševanje težav pri dostopu do zmogljivosti otroškega varstva, ki bi moralo biti cenovno dostopno, odgovorno in lokalno,
a. address problems in accessing childcare facilities, which should be affordable, accountable and local,
15. spodbuja višje vodstvo podjetij, naj zaposlene ozaveščajo o razvoju moških in ženskih poklicnih poti in osebno sodelujejo pri programih spremljanja poklicnih poti menedžerk v podjetju in jih podpirajo;
Encourages senior corporate managers to raise their staffs’ awareness of the career patterns of men and women and to become personally involved in career monitoring and support programmes for female executives in their companies;
a. naj čimprej predstavi celovite najnovejše podatke o zastopanosti žensk v vseh vrstah podjetij Evropske unije ter obvezne in neobvezne ukrepe gospodarskega sektorja in novejše ukrepe, ki so bili sprejeti v različnih državah članicah, za izboljšanje te zastopanosti,
a. present, as soon as possible, comprehensive current data on female representation within all types of companies in the EU and on the compulsory and non-compulsory measures taken by the business sector as well as those recently adopted by the Member States with a view to increasing such representation,
17. poziva Komisijo, naj pripravi načrt, ki bo zastavil določljive, izmerljive in dosegljive cilje za doseganje uravnotežene zastopanosti v podjetjih vseh velikosti in pripravi poseben priročnik za mala in srednja podjetja;
Invites the Commission to present a road map setting out specific, measurable and attainable targets for the achievement of balanced representation in enterprises of all sizes, and calls on the Commission to draw up a specific guide for small and medium-sized enterprises;
Ponavljajoča se tematika „žensk in vodenja podjetij“ odraža izzive naše moderne družbe.
The subject of ‘women and business leadership’ is a recurring one that reflects issues and challenges in today’s society.
Po eni strani ta široka tematika zajema vse problematike, povezane z ženskami, delom, dostopom do trga dela, enakostjo in pravičnostjo, usklajevanjem poklicnega in družinskega življenja, osebnimi ambicijami ter kulturnimi stereotipi, po drugi strani pa odpira splošnejšo problematiko prispevka človeških virov h gospodarski rasti in konkurenčnosti.
On the one hand, it encompasses all the areas of difficulty associated with both women’s circumstances and the world of work – including access to the labour market, parity and fairness, the balance between work and family life, individual ambition and cultural stereotyping – while, on the other, it raises a more general issue about how human resources contribute to economic growth and competitiveness.
Ta tematika je odličen odraz novega položaja sodobne ženske v modernem svetu.
It is a subject that perfectly illustrates the new condition of today’s women in the modern world.
Naš cilj je sposobnim in usposobljenim ženskam omogočiti dostop do mest, ki so zdaj zanje težko dostopna.
Our aim and motivation is to afford competent and qualified women access to jobs that they currently have difficulty in accessing.
Javna razprava o tej temi, ki je potekala 27. oktobra 2010 v Evropskem parlamentu, je bila plodna v več ozirih, prinesla je odgovore za številne od teh problematik in zlasti omogočila razpravo med ženskami iz zasebnega sektorja, sveta politike in različnih mrež, ki povezujejo ženske v višjem vodstvu podjetij.
The public hearing on the subject held at Parliament on 27 October 2010 was fruitful in many respects, addressing and providing some responses to a number of the problems, notably by facilitating discussion between women from the private sector and the world of politics, as well as members of various networks for women in corporate management.
Jasno sporočilo te javne razprave, na katerem temelji naše poročilo, je, da je treba sprostiti potencial žensk in njihovo ustvarjalno energijo ter izkoristiti njihov vodstveni dar, podjetniških duh, smisel za komunikacijo in sklepanje kompromisov ter dobro ocenjevanje tveganj.
The clear message from the public hearing, and the message underpinning our report, is that is now imperative to release women’s potential and their creative energy and to put to good use their talent for management, entrepreneurial spirit, feeling for communication and compromise and sound ability to assess risks.
Danes številke veliko povejo.
The statistics currently speak volumes.
Tudi številke za druga poslovna področja, kjer je zastopanost žensk prav tako nezadostna (na primer v sindikalnih ali delodajalskih organizacijah), niso optimistične, vendar to poročilo obravnava le zastopanost žensk v višjem vodstvu malih in srednjih podjetij, zdi pa se primerno takoj ugotoviti, da je to vprašanje povezano z vprašanjem razlik v plačilu.
Sadly, corresponding statistics on other areas of the business world (trade-union and employers’ organisations, for example) are equally unimpressive, but this report will concern itself solely with women’s representation at boardroom level in medium-sized and large companies, and it seems useful to note – without labouring the point – that this issue is closely linked to that of the gender pay gap.
Dobro upravljanje človeških virov bi moralo upoštevati ekonomsko logiko in socialno etiko kot odgovor na socialno ozadje in osebni razvoj zaposlenih ter preprečevati razsipavanje z viri.
Good human resources management should be guided, on the one hand, by economic logic and, on the other, by a social ethic that addresses the social context and the question of staff development, and it should seek to eliminate wastage of resources.
Ker je veliko žensk zaključilo visokošolski študij, bi se to moralo odražati v visokem deležu žensk na vodilnih mestih v podjetjih.
High numbers of women graduates ought to be reflected in a high rate of female occupancy of corporate management posts.
Zdi se, da je prav nasprotno, vse višje v hierarhiji podjetja je vse manj žensk, kar je protislovno, saj je veliko žensk na vstopnih ali srednjih vodilnih delovnih mestih.
It would seem, however, that the further one climbs up the corporate ladder the fewer women one encounters – an apparently paradoxical situation given the many women in entry-level or middle-ranking management posts.
Zato se je nujno treba odzvati in preprečiti izgubo darov in sposobnosti človeškega potenciala v Evropski uniji.
A response is thus urgently needed in order to prevent a loss of talents and skills in the EU workforce.
Poročilo „Women Matter 2010“ (Ženske so pomembne ), Mc Kinsey. so pokazale, da prisotnost in vključitev žensk v podjetje in njegov vrh spodbuja uspešnost, prispeva k učinkovitosti podjetja ter prinaša boljše ekonomske rezultate in večji dobiček.
Women Matter 2010, McKinsey. has shown that when women are present and integrated into companies, including at the highest level, those companies perform better, are more efficient and turn in better results and profits.
Zdaj je žensk 10 % uprav največjih družb, ki kotirajo na borzah v Evropski uniji, in samo 3 % predsednikov teh uprav
Currently, 10% of the board members of the EU’s largest stock-exchange listed companies are women and just 3% of those boards are chaired by a woman
Evropska komisija, GD za zaposlovanje, socialne zadeve in enakost spolov, poročilo „More women in senior positions: Key to economic stability and growth“ (Več žensk na visokih položajih; ključ za gospodastko stabilnost in rast), januar 2010. .
European Commission, DG Employment, Social Affairs and Gender Equality – More women in senior positions: Key to economic stability and growth, January 2010. .
Stanje se spreminja zelo počasi ali sploh ne.
That situation is either static or changing only very slowly.
Zato smo hoteli preučiti sedanje podatke, poskušali razumeti, če je mogoče, razloge zanje, poskušali ugotoviti ovire za napredovanje žensk na mesta na vrhu hierarhije v podjetjih in opredeliti primere in zglede dobre prakse ter nazadnje predlagati nekatere zamisli za odpravo nezadostne zastopanosti žensk na odgovornih mestih.
We have therefore set out to consider the current data, to try to understand the reasons for the figures insofar as possible, to attempt to identify barriers to women’s promotion to the top jobs, as well as good practices and models, and finally to put forward a number of ideas for remedying the under-representation of women in senior posts.
Nekatera podjetja in strokovne mreže so že dali pobude, vendar so številne zastarele ali nezadostne.
While a few companies and professional networks have already launched relevant initiatives, many of these are today either outmoded or inadequate.
Zato je treba okrepiti delovanje.
So the task now is to identify what action can be taken.
Ta tema je bila omenjena tudi na robu foruma v Davosu
The subject was aired recently on the fringes of the 2011 Davos Economic Forum
Poročilo o razlikah v plačilu med spoloma „Corporate Gender Gap 2010“. leta 2011 v študiji, v katero so bila vključena največja svetovna podjetja iz 20 držav in 16 sektorjev, o praksah in politikah, ki jih izvajajo ta podjetja za zmanjšanje neenakosti med moškimi in ženskami.
Corporate Gender Gap Report 2010. , in a study that covered the world’s largest companies in 20 countries and 16 sectors, investigating corporate practices and policies with a view to reducing aspects of gender inequality.
Preučeno je bilo nekaj ključnih dejavnikov: opredelitev omejitev; ravnovesje med delom in zasebnim življenjem; sprejeti ukrepi, kot je določanje ciljev; usposabljanje menedžerk za vodenje; in posledice krize.
Several key factors were studied: identification of barriers; work-life balance; measures taken, such as the setting of targets; management training for female executives; and the impact of the crisis.
Cilj raziskave je bil oceniti sedanjo raven udeležbe in sprejemanja politik s področja enakosti v podjetjih.
The research aimed to evaluate current levels of participation and rates of adoption by companies of equality policies.
Iz študije izhaja, da večina podjetij, vključenih v študijo (64 %), ne tista z dobro zastopanostjo žensk v višjem vodstvu ne tista z nezadostno zastopanostjo, ni uvedla nobene proaktivne pobude za izboljšanje zastopanosti.
The study found that a majority (64%) of the companies in question – both those in which women were well represented in the boardroom and those where their representation was poor – had taken no proactive steps to improve the situation.
Zakaj je zastopanost žensk na vrhu hierarhije v velikih podjetjih tako nizka?
Why are women are so poorly represented at the top in big companies?
Odgovorov je veliko.
There are many contributory factors.
Tem dejavnikom se pridružuje še težji dostop žensk do mentorstva in poklicnega usposabljanja ter gospodarska kriza, ki je v nekaterih državah ženske bolj prizadela kot moške.
Further factors include the problem of access to mentoring and professional support for women, as well as the economic crisis, which has hit women harder than men in some countries.
Vzporedno ugotavljamo, da še vedno obstajajo tradicionalni seksistični kulturni stereotipi in da ženske niso motivirane za spopadanje z izzivi, ki jim jih prinaša poklicno napredovanje.
At the same time, we recognise that traditional sexist cultural stereotypes are dying hard and that women lack the necessary motivation to take on the various challenges they will face in seeking to advance their careers.
Za premagovanje teh ovir je treba zunaj podjetij med drugim razvijati obstoječe mreže žensk na vodstvenih mestih in jih spodbujati k sodelovanju v teh mrežah.
Action required – outside companies – to overcome these barriers includes developing the existing networks of women executives and encouraging women to participate in them.
Te namreč omogočajo ženskam na vodstvenih mestih, da izmenjujejo izkušnje z osebami s podobno poklicno potjo, kar je pogosto spodbudno, da obravnavajo skupne problematike in predlagajo rešitve za težave, povezane z razvojem njihove kariere.
Such networks enable women in corporate executive positions to exchange views and experiences with others whose career path has been similar – often a beneficial process – and to air shared problems and suggest solutions to some aspects of coping with a career.
S tem si okrepijo samozaupanje in so za razvoj svoje kariere pripravljene sprejemati tveganja v podjetju.
The effect is to make the women more self-confident and encourage them to take risks in their companies in order to move their careers forward.
V podjetjih pa je odslej treba okrepiti prizadevanja za zagotavljanje posebnega in stalnega izobraževanja, programov hitrega napredovanja, mentorstev in individualnega spremljanja karier žensk.
Within companies, more effort needs to be invested in specialised further training, fast-track programmes, mentoring and individual career support for women.
Obenem je prav, da politika za uravnoteženo zastopanost moških in žensk v podjetjih postane prednostna naloga podjetij, ki se med drugim lahko kaže v zaposlovanju žensk na vodilnih mestih ali spodbujanju ženskih kandidatur za zelo odgovorna mesta.
At the same time, it would seem wise for companies to prioritise a policy for achieving balance in the representation of men and women – which might mean, for example, recruiting women to decision-making posts or encouraging them to apply for positions of greater responsibility.
Prav tako je treba upoštevati razloge, povezane z imenovanjem članov uprav.
The reasoning behind board members’ appointments also needs to be considered.
V večini držav so člani uprav tradicionalno izvoljeni soglasno in ker so ženske na določenih področjih gospodarstva in vrstah poklicev v manjšini, je zato zelo težko jamčiti njihovo ustrezno zastopanost.
In most countries, board members are traditionally co-opted, and given that women are in the minority in certain sectors of the economy and types of job it thus becomes very hard to guarantee them a representative presence.
In tudi tu zaradi gospodarske krize reforma imenovanja članov uprav ni bila prednostna naloga.
It is also the case that, because of the economic crisis, the appointment of board members is another area that has not been prioritised.
Temu je seveda treba dodati pravila, običajne prakse zadevnih držav, različne kulture podjetij v Evropski uniji, različne vodstvene strukture (uprave in/ali nadzorni odbori) v teh podjetjih, odsotnost rednega spremljanja kadrovskih politik in izmenjav dobrih praks med evropskimi podjetji.
Further relevant factors include general standards and practices in the countries concerned, the different types of business culture in the EU, associated structural differences in management bodies (boards of directors and/or supervisory boards), scant monitoring of staff policies and the lack of exchanges of best practice among European companies.
Vse analize vodijo v ugotovitev, da morajo podjetja odslej spodbujati večjo zastopanost žensk.
All the analyses tend to the conclusion that it is now imperative for companies to promote better representation of women.
Vzpostaviti morajo namreč sistem za spodbujanje žensk, ki želijo zasesti vodilna mesta, zlasti tako da izboljšajo poklicne možnosti in obete v podjetju.
They need to put in place systems for encouraging women with managerial aspirations, notably offering more career opportunities and better prospects within their organisations.
Nazadnje je bistveno, da podjetja uvedejo zastavljanje ciljev za večjo zastopanost žensk skupaj z zaposlovanjem žensk na vrhu hierarhije v podjetju in s tem spodbujajo enakost in raznolikost ter izkoristijo človeški razum.
It also seems necessary for companies to introduce target setting for greater female involvement and for the recruitment of women to top posts, with a view to promoting equality and diversity and putting brain power to good use.
Več držav članic je iskalo rešitve za odpravo nizke zastopanosti žensk na vodilnih mestih v podjetjih.
Several Member States have tried ways of improving low rates of female involvement in management.
Po nedavno sprejetem francoskem zakonu o določitvi ženskih kvot v upravah podjetij, ki določa, da bo leta 2015 veljal 40-odstotni prag za uprave podjetij, ki kotirajo na borzi, imajo več kot 500 zaposlenih in več kot 50 milijonov EUR letnega prometa, je tudi Italija predlagala zakon o kvotah v upravah podjetij.
Following the recent adoption in France of a law requiring companies to observe quotas for women board members – under which listed companies with more than 500 employees and an annual turnover of more than EUR 50 million will have to achieve a threshold of 40% by 2015 – Italy is proposing its own quota legislation, while Spain has had a quota law since 2007, also providing for 40% female representation by 2015.
Španski zakon o kvotah iz leta 2007 določa, da bo leta 2015 veljal 40-odstotni prag.
Other countries have also embarked on debate about this thorny issue.
V Veliki Britaniji na primer, je vlada zadolžila poslanca, da poroča o razliki v plačilu med spoloma in možnih načinih reševanja tega vprašanja, pri čimer je bilo izpostavljeno vprašanje nizke zastopanosti žensk v upravah podjetij, kar postalo fokus posebne razprave.
In the UK, for instance, the Government tasked an MP with reporting on the gender pay gap and possible ways of tackling it, and the problem of low representation of women on company boards was an issue which surfaced and became the focus of specific debate.
S to problematiko se ukvarjata tudi Nizozemska in Belgija, kjer o tem potekajo razprave.
In the Netherlands and Belgium too, the problem is currently under discussion.
V Nemčiji je zvezna ministrica za družinske zadeve Kristina Schröder izjavila, da želi, da 20-odstotno zastopanost žensk v upravah podjetij do leta 2015 in da bi se moralo v primeru nedoseganja te ravni sprejeti zavezujočo zakonodajo, ki bi določala kvote.
In Germany, the Federal Minister for Family Affairs, Kristina Schröder, had said she wanted to see female membership of company boards at 20% by 2015, and that failure to reach that level should result in the adoption of binding legislation with a quota.
Tudi bavarska ministrica za pravosodje Beate Merk je izrazila naklonjenost vzpostavitvi kvot, v razponu od 15 % do 20 % in eventualno vse do 40 %.
The Bavarian Justice Minister, Beate Merk, had similarly advocated a quota system, involving a 15-20% quorum figure that would eventually rise to 40%.
Norveški model
The Norwegian model
Norveška je referenčna država, saj je prva sprejela zakonodajo o določitvi kvot s ciljem, da se občutno izboljša zastopanost žensk v višjem vodstvu podjetij.
Norway, as the first country to adopt legislation setting quotas with a view to substantially improving the representation of women in boardrooms, constitutes a model to which others refer.
Sprva je zakonodaja, ki je bila sprejeta leta 2003, naletela na močan odpor.
When the Norwegian law was passed, in 2003, it met initially with stiff resistance.
Na pobudo ministra za trgovino in industrijo, in ne ministra za enakost, je zakonodaja prisilila podjetja, da uresničijo cilj najmanj 40 % žensk v upravah družb, ki kotirajo na borzi, ob zagroženih kaznih ali likvidaciji v primeru neizpolnjevanja.
Adopted at the initiative of the Minister for Trade and Industry rather than the Equality Minister, it obliged listed companies to meet the target of at least 40% female board membership, with provision for penalties or liquidation in the event of failure to comply.
Ta zakonodaja je dala otipljive rezultate.
Tangible results have since been achieved.
Podobna zakonodaja je bila sprejeta v Quebecu.
Similar legislation has been adopted in Quebec.
Učinkovitost obstoječih ukrepov - kam usmeriti naša prizadevanja?
Effectiveness of existing measures – where should we direct our efforts?
Ta inovativen poskus je imel prepričljive rezultate in se je zelo razširil v gospodarskem sektorju.
The groundbreaking effort produced conclusive results and information about it has been disseminated within the sector.
Kodeks ravnanja podjetij
Corporate codes of conduct
Novejše študije so pokazale, da so številne države občutno povečale udeležbo žensk v višjem vodstvu tako, da so uvedle kodekse ravnanja podjetij (na primer Portugalska, Italija, Grčija, Belgija, Španija in Francija)
Recent studies show that several countries (e.g. Portugal, Italy, Greece, Belgium, Spain and France) have significantly boosted female participation in management bodies through the introduction of corporate codes of conduct
Evropska mreža podjetnic EuropeanPWN, poročilo o zastopanosti žensk v višjem vodstvu „Boardwomen monitor 2010“. .
EuropeanPWN [Professional women’s Network] Boardwomen monitor 2010. .
Kakšne ukrepe je treba predvideti?
What further measures ought to be considered?
Glede na dosedanje slabe rezultate in počasne spremembe je potreben nov začetek, kar pomeni, da so potrebne obsežnejše razprave v poslovnem svetu v vsaki državi in na evropski ravni, da bi se prekinilo trenutni zastoj.
Given the poor results of efforts so far and the slow pace of change, some form of kick start is required, so wider discussions with the business world in each country, and at European level, need to begin in order to break the current deadlock.
Vlade bi si morale prizadevati za izboljšanje udeležbe žensk in ustvariti ugodno okolje.
Governments ought to be concerned with improving women’s participation and establishing a framework conducive to such improvement.
Zato je treba dati podjetjem praktični priročnik za spodbujanje udeležbe žensk, pripraviti načrt in določiti kvantitativne cilje z realističnimi roki.
Companies need to be presented with a practical guide to encouraging female participation, and a road map must be drawn up, setting quantitative targets and realistic deadlines for meeting them.