natgillin/translations-raw huggingface dataset:
In order to
dotikom, ogledom in nagibanjem bankovcev
testing and adjusting coin test devices contact your bank.
Zaposlenim omogoｲite posebno usposabljanje, da se bodo seznanili z novo valuto.
12 Euro banknotes are available at any bank.13 For detailed information about the security features of each banknote see web site of the European Central Bank under http://www.euro.ecb.int/en/section/recog.html.
Za proizvajalce prodajnih avtomatov (npr. parkirni avtomati, plaｲilni avtomati, nakupovalni voziｲki in ciga- retni avtomati) so oblika, velikost, te™a, material in var- nostni elementi za prepreｲevanje ponarejanja evro
Employees, customers and businesspartners: what information is needed?
bankovcev in kovancev najpomembnejþi predpogoj,
Training should be planned well in advance and shouldbe provided throughout the changeover process.
te izogniti veｲjim te™avam pri pridobivanju kovancev za preizkuþanje in nastavljanje preizkusnih naprav za kovance, se obrnite na vaþo banko.
Internal communication offers the opportunity for feedback from employeesand can help evaluate the successof different actions.
12 Evrobankovce lahko dobite v vsaki banki.13 Podrobnejþe informacije o varnostnih elementih vsakega bankovca naj-dete na spletnem mestu Evropske centralne banke, in sicer na naslovu: http://www.euro.ecb.int/en/section/recog.html.
Communication with customers and business partners isvital to keep them informed about plans for, and the progress of, the Euro introduction in your company.
Zaradi sprememb, ki jih prinaþa uvedba evra, se lahko þtevilni ljudje poｲutijo negotovo ali zbegano.
It will alsofacilitate the coordination of any common actions.
Zato je zagotavljanje ustreznih informacij tako znotraj (zaposleni) kot tudi zunaj podjetja (stranke, poslovni partnerji) kljuｲnega pomena.
Coordinate your changeover planswith those of yourbusiness partners.
Posredovanje informacij v podjetju je pomembno za pripra-vo zaposlenih na prihajajoｲe spremembe in ustvarjanje pozi-tivnega odnosa do evra.
For systems that are closely linked, discuss common solutions for developing and implementing IT adjustments.
Poseben program usposabljanja je za zaposlene bistvenega pomena, saj jim bo pomagal, da bodo la™je obvladali prehod.
Check if it is necessary to reach an agree-mentaboutthe technical interfaces to ensure thatsystems keep operating correctly.
Usposabljanje je potrebno naｲrtovati precej vnaprej in mora potekati skozi celoten proces prehoda.
Suppliersshould actively seek contact with their principalsto get information about their changeover strategy.
Komuniciranje v podjetju daje zaposlenim prilo™nost za dajanje povratnih informacij in lahko pomaga pri ocenje-vanju uspeþnosti razliｲnih ukrepov.
Aprincipal, who has a successful transition to the Euro himself, will hardly make allowances for an incorrect handlingof payments and invoices.
Posredovanje informacij zaposlenim lahko poteka preko elektronskih medijev, glasil podjetij, tabel z obvestili, sestankov in telefonskih linij.
The changeover to the Euro will affect paymentandfinancing transactions.
Usposabljanje mora biti prilagojeno potrebam vsake ciljne skupine.
Discuss the introduction of the Euro with your bank in advance to avoid problems.
Tako je na primer potrebno izvesti posebno usposabljanje za zaposlene, ki so v neposrednem stiku s strankami, za tiste, ki imajo opravka z gotovino, in za tiste, ki delajo na oddelkih za raｲunovodstvo ali informacijsko tehnologijo.
Developing a communication strategyshould be anintegral part of your Euro introduction strategy.
Pe zaposleni ne bodo obveþｲeni o strategiji prehoda v svojem podjetju, se pri stikih s strankami ne bodo mogli primerno odzvati.
How can I help my customers?
Posredovanje informacij izven podjetja
Confidence-buildingmeasures, for example by providing clear customer information and establishing price transparency, can counteractsuch a negative attitude and increase the acceptance of the Euro.
Komuniciranje s strankami in poslovnimi partnerji je bistve-nega pomena, saj s tem zagotovite, da so obveþｲeni o naｲrtih in napredku uvedbe evra v vaþem podjetju.
Companies with direct customer contact (e.g. retailers) should provide additional well-directed measures tosupport their customers.
S komunicira-njem se prav tako olajþa usklajevanje skupnih ukrepov.
Measures to inform customers
Stranke obveþｲajte o prihajajoｲih spremem-bah in o razlogih za njihovo vpeljavo.
Inform customers about conversion rates by showingexamples(e.g. posters with conversion tables, pricetables for basic products and leaflets).
Pe so vaþi sistemi in sistemi partnerjev tesno povezani, se pogovorite o skupnih reþitvah za razvoj in izvajanje pri-lagoditev informacijske tehnologije.
Illustrate that priceshave been converted correctly.
Da bi zagotovili pra-vilno delovanje sistemov tudi v prihodnje, preverite, ali se je potrebno dogovoriti o tehniｲnih vmesnikih.
Establish a central contact pointfor your customers (e.g.a Euro service desk) to answer questions.
Naroｲnik, ki je uspeþno izvedel prehod na evro, bo le ste™-ka dopuþｲal nepravilno obdelovanje plaｲil in raｲunov.
Appoint additional, especially trained personnel for this purpose.
Prehod na evro bo vplival na plaｲilni promet in «nanｲnetransakcije.
Thiswill reduce the burden on cashiers from having to provide such information and reduce customers’ waiting time.
Pe se ™elite izogniti te™avam, se o uvedbi evra vnaprej pogovorite z vaþo banko.
It is important to make the changeover process as convenient as possible for your customers.
Razvoj komunikacijske strategije naj bo sestavni del strategije za uvedbo evra.
Measures to inform customers
Strankam poka™i-te, da ste cene pravilno preraｲunali.
In order to enhance trust and confidence in the Euro, it isimportant early on to familiarise customers with all aspectsof the Euro.
Pe ™elite izboljþati zaupanje v evro, je pomembno, da stranke zgodaj seznanite z vsemi njegovimi vidiki.
Dual display(prices displayed in both national currency and Euro) will help customers as well asemployees to get accustomed to the new Euro amounts.
S pomoｲjo dvojnega prikazovanja (cene prikazane v nacio-nalni valuti in evrih) se bodo stranke in zaposleni la™je navadili na nove zneske v evrih.
Dual display can start as soon as the official conversionrate has been irrevocably fixed.
Dvojno prikazovanje cen lahko uvedete takoj, ko se nepre-klicno doloｲi menjalni teｲaj.
Initially, dual pricingshould show ”uneven“ Euro amounts (e.g. f10.50 = 4.76)so that consumers can clearly see that prices have beenconverted correctly.
Da se bodo stranke lahko prepriｲale o pravilnosti preraｲunavanja, je sprva potrebno prikazati ¶nepravilneƒ zneske v evrih (npr. 10,50 FRF = 4,76 ゎ).
Once customers get used to the newprices and the numerical relation between their old currency and the Euro, “smoothed“ prices (e.g. 4.75) canbe applied.
Ko se stranke navadijo na nove cene in þtevilｲno razmerje med staro valuto in evrom, lahko uporabite zao-kro™ene cene (npr.
Remember though that consumers will besensitive to any hidden price increases!
4,75 ゎ), vendar si zapomnite, da bodo stranke obｲutljive na vsaka prikrita poviþanja cen!
,e.g. at cash desks, the following proposals may be useful: keep change for standard purchases, already counted,ready for consumers; establish special waiting queuesfor electronic payments; distribute Euro calculatorsas promotional gifts so that itis easier for consumers to convert prices.
Za skrajþanje ｲakalnega ｲasakoristni naslednji predlogi: drobi™ za obiｲajne nakupe imejte ™e preþtet in pripravljen za vaþe stranke; uredite posebne ｲakalne vrste za elektronska plaｲila; kot promocijska darila razdelite evro kalkulatorje, da bodo stranke la™je preraｲunale cene.
During the changeover period customers will be sensitive to any changes.
V obdobju prehoda bodo stranke obｲutljive na vse spremembe.
Help your customersto understand these changes and to become familiar with thenew currency by well-directed informational measures.
Strankam pomagajte, da bodo te spre-membe razumele in da se bodo s pomoｲjo ustreznih ukrepov obveþｲanja seznanile z novo valuto.
14 An increased waiting time is particularly likely during any dual currency phase,when both the Euro and the national currency may have to be accepted as meansof payment.
14 Do daljþega ｲakalnega ｲasa bo verjetno priþlo v obdobju dvojnega obto-ka, ko bosta plaｲilni sredstvi tako evro kot nacionalna valuta.
At present, it is not clear whether the EU Member States who havenot introduced the Euro to date, will have such a dual currency phase.
Trenutno þe ni jasno, ali bo faza dvojnega obtoka obveljala tudi v dr™avah ｲlanicah EU, ki þe niso uvedle evra.
If there is adual currency phase, it is expected to be very short (e.g. two or three weeks).
Pe bodo te dr™ave doloｲile takþno obdobje, bo verjetno zelo kratko (npr. dva ali trije tedni).
Further information concerning the introduction of the Eurois available at the Euro Info Centres (EIC), which were established by the European Commission in order to support small and medium-sized enterprises15
Veｲ informacij o uvedbi evra lahko dobite v Evropskih infor-macijskih centrih (EIC), ki jih je ustanovila Evropska komisija z namenom podpore malim in srednje velikim podjetjem15.
.They offer information in the respective national languages.
Centri nudijo informacije v jeziku svoje dr™ave.
Below are the links to the EICs of the ten new Member States: country website
Spodaj so navedene povezave do EIC v desetih novih dr™a-vah ｲlanicah: d r ™ a v a spletno mesto
Further information may also be obtained from banks, taxaccountants, auditors, software providers, chambers of commerce, or similar associations as well as from regional andnational administrations.
Podrobnejþe informacije lahko dobite tudi pri bankah, davｲ-nih svetovalcih, revizorjih, ponudnikih programske opreme, gospodarskih zbornicah, obrtnih zbornicah ali podobnih zdru™enjih, pa tudi pri regionalnih in dr™avnih upravah.
15 For the entire list of all Euro Info Centres including addresses and contactpersons see http://www.europa.eu.int/comm/enterprise/networks/eic/eic-geo-cover_en.html.
15 Celoten seznam vseh Evropskih informacijskih centrov skupaj z naslovi in kontaktnimi osebami najdete na: http://www.europa.eu.int/comm/enterprise/networks/eic/eic-geo-cover_en.html.
Publications for sale produced by the Office for Official Publications of the European Communities are availablefrom our sales agents throughout the world.
Publikacije Urada za uradne publikacije Evropskih skupnosti, namenjene prodaji, lahko dobite pri prodajnih zastopnikih po vsem svetu.
How do I set about obtaining a publication?
Kako lahko pridobim publikacijo?
Once you have obtained the list of sales agents, contact thesales agent of your choice and place your order.
Ko si priskrbite seznam prodajnih zastopnikov, se obrnite na izbranega zastopnika in naroｲite publikacijo.
How do I obtain the list of sales agents?
Kako lahko pridobim seznam prodajnih zastopnikov?
Go to the Publications Office website http://publications.eu.int/
Pojdite na spletno mesto Urada za publikacije http://publications.europa.eu/,
Or apply for a paper copy by fax (352) 2929 42758.
Ali si preko þtevilke faksa (352) 2929 42758 izvod priskrbite v papirnati obliki.
Fit for the Euro!A guide for small and medium-sized enterprises
Pripravljeni na evro!Vodnik za mala in srednje velika podjetja
(*) Certain mobile telephone operators do not allow access to 00 800 numbers or these calls may be billed.
Veliko dodatnih informacij o Evropski uniji je na voljo na internetu.
A great deal of additional information on the European Union is available on the Internet.It can be accessed through the Europa server (http://europa.eu).
Dostop je mogoｲ na stre™niku Europa (http://europa.eu).
Ç European Communities, 2006Reproduction is authorised provided the source is acknowledged.
Ç Evropske skupnosti, 2006 Ponatis je dovoljen samo z navedbo vira.
The aim of this brochure is to disseminate good practice and encourage an exchange of experiences in Europe.
Namen te broþure je razþirjati dobro prakso in spodbujati izmenjavo izkuþenj v Evropi.
The 40 good practice cases presented in this brochure provide a sample of the di.erent suc-cessful ways in which public administrations support Europe's small and medium-sized enterprises (SMEs).
40 primerov do-bre prakse, navedenih v tej broþuri, predstavlja vzorec razliｲnih naｲinov, kako javne uprave uspeþno podpirajo mala in srednja podjetja (MSP) v Evropi.
These cases were selected as part of the exchange of good practice in the context of the Euro-pean Charter for Small Enterprises.
Ti primeri so bili izbrani kot del izmenjave dobre prakse v okviru Evropske listine za mala podjetja.
European Charter for Small Enterprises (
Evropska listina za mala podjetja (
The European Charter for Small Enterprises, created at the request of the Lisbon European Council in 2000, supports small enterprises, in particular by improving their legislative and administrative framework.
Evropska listina za mala podjetja, ki je bila ustvarjena na zahtevo Evropskega sveta v Lizboni leta 2000, podpira mala podjetja, zlasti z izboljþevanjem njihovega zakonodajnega in upravnega okvira.
Based on the open method of coordination, the Charter calls upon the Member States and the Commission to take action in its 10 key areas.
Listina temelji na odprti metodi koordinacije in poziva dr™ave ｲlanice ter Komisijo, da ukrepajo na njenih desetih kljuｲnih podroｲjih.
It is now the reference frame for 44 countries and it is also used at regional policy-making level.
Zdaj predstavlja refe-renｲni okvir za 44 dr™av, prav tako pa se uporablja na regionalni ravni oblikovanja politik.
Five EU regions have already endorsed the Charter and seven have shown interest in using it as a basis for their SME policies.
Pet regij EU je Listino ™e podprlo, sedem pa jih je pokazalo interes, da bi jo uporabljale kot osnovo za svoje politike MSP.
Since the creation of the Charter, the Commission has published annual reports outlining progress towards the Charter's objectives.
Komisija ™e od oblikovanja Listine objavlja letna poroｲila, v katerih opisuje napredek pri doseganju njenih ciljev.
As of 2005, Charter reporting on the Member States' activities has been integrated into the reporting on the renewed Lisbon process (2). The information on SME poli-cies available through the Lisbon reporting is, however, rather general in nature.
Od leta 2005 je poroｲanje o dejavnostih dr™av ｲlanic v zvezi z Listino vkljuｲeno v poroｲa-nje o prenovljenem lizbonskem procesu.(2) Vendar pa so podatki o politikah, ki so na voljo v poroｲi-lih o Lizbonski strategiji, precej sploþni.
To complement Lisbon reporting, the Charter serves as a reference frame for the exchange of good practice and learning from each other.
Da bi dopolnila poroｲanje o Lizbonski strategiji, Listina slu™i tudi kot referenｲni okvir za izmenjavo dobre prakse in medsebojno uｲenje.
Focus areas for the 2005›06 exercise
Fokusna podroｲja za obdobje 2005›2006
A selected number of Charter areas are prioritised each year, based on discussions with the Member States.
Vsako leto se na podlagi razprav z dr™avami ｲlanicami izbere doloｲeno þtevilo prednostnih podroｲij Listine.
The focus for the 2005›06 Charter exercise to identify and exchange good practice was on the following three areas:
V obdobju 2005›2006 so dejavnosti v okviru Listine namenjene odkrivanju in izmenjavi dobre prakse na naslednjih treh podroｲjih:
(1) more out of the single market, especially easy access to information on legislation and standardisa-tion;
1. izkoriþｲanje prednosti enotnega trga, zlasti enostaven dostop do podatkov o zakonodaji in standardizaciji;
(2) business support, especially for start-ups and business transfers; and
2. poslovna podpora, zlasti za novoustanovljena podjetja in prenose poslov;
(3) successful e-business models, especially measures to support the uptake of e-business by SMEs.
3. uspeþni modeli e-poslovanja, zlasti ukrepi za podpiranje MSP pri sprejemanju e-poslovanja.
The Member States, Norway, Bulgaria and Romania have taken part in this exercise and proposed 155 cases in total.
V teh dejavnostih so sodelovale dr™ave ｲlanice, Norveþka, Bolgarija in Romunija, ki so skupaj predlaga-le 155 primerov.
These countries were invited to consult their national business organisations before sub-mitting their proposals.
Dr™ave so bile vabljene, da se pred predlo™itvijo svojih predlogov posvetujejo z nacio-nalnimi poslovnimi organizacijami.
The selected 40 good practices highlighted in this brochure are initiatives which seem to have been particularly bene«cial in a national context and which could also be of inter-est to other countries.
40 primerov dobre prakse, ki so bili izbrani in so izpostavljeni v tej broþuri, so pobude, ki naj bi bile posebej koristne v nacionalnem smislu in ki bi lahko bile zanimive tudi za druge dr™ave.
The full collection of good practice proposals can be consulted at: h t t p : / / e c . e u r o p a . e u / e n t e r p r i s e / e n t e r p r i s e _ p o l i c y / c h a r t e r / g o o d p r a c t i c e . h t m
Celotna zbirka predlogov dobre prakse se nahaja na: http://ec.europa.eu/enterprise/enterprise_policy/charter/goodpractice.htm
The «rst three chapters of this brochure present the selected good practices in the above three priority areas; the fourth chapter is devoted to a collection of good practices proposed in the non-priority Charter areas.
V prvih treh poglavjih te broþure so predstavljeni izbrani primeri dobrih praks iz zgoraj omenjenih prednostnih podroｲij; ｲetrto poglavje pa je namenjeno zbirki primerov dobrih praks, predlaganih na podroｲjih Listine, ki niso prednostna.
Learning from each other
Medsebojno uｲenje
One of the successes of the European Charter for Small Enterprises is that it has enabled the countries participating in it to learn from each other's good practices.
Eden od uspehov Evropske listine za mala podjetja je, da je dr™avam, ki so v njej udele™ene, omogoｲila, da se medsebojno uｲijo iz dobrih praks v posameznih dr™avah.
In 2004, the Member States reported on 23 cases where they had based their own policy improvements on ideas and experience from other Mem-ber States.
V letu 2004 so dr™ave ｲlanice poroｲale o 23 primerih, kjer so svoje izboljþave politik osnovale na podlagi idej in izkuþenj iz drugih dr™av ｲlanic.
In the current exercise, 27 such cases were identi«ed among the participating countries.
V trenutnem obdobju je bilo med dr™avami udele™enkami ugotovljenih 27 takþnih primerov.
For example, Belgium has developed its guarantee organisation Socamut on the basis of various re-ports drawn up by the European Commission on «nance, in particular the Best project on micro-credit and examples from several Member States.
Na primer, Belgija je svojo jamstveno organizacijo SOCAMUT razvila tako na podlagi razliｲnih poroｲil, ki jih je Komisija izdelala o «nancah, zlasti o projektu najboljþe prakse o mikrokreditih, in primerov iz veｲ dr™av ｲlanic.
Denmark provides support to SMEs in their use of e-busi-ness on the basis of similar initiatives in Ireland, the Netherlands, Finland, Sweden and Norway.
Danska MSP zagotavlja podporo pri uporabi e-poslovanja na podlagi podobnih po-bud na Irskem, Nizozemskem, Finskem, Þvedskem in Norveþkem.
The model for stakeholder consultation in Estonia was inspired by the Danish example and Austria has developed its project `ABC of business start-ups' on the basis of the German `5 EUR business' competi-tion.
Model za posvetovanja z zainteresi-ranimi stranmi v Estoniji temelji na danskem primeru, Avstrija pa je svoj projekt ¶ABC ustanavljanja novih podjetijƒ oblikovala na podlagi nemþkega nateｲaja ¶Podjetje za 5 EURƒ.
Hungary has created a series of regional programmes to inform SMEs about the internal market, drawing on programmes from other Member States, in particular Austria.
Mad™arska je oblikovala niz regionalnih programov, s katerimi MSP obveþｲa o notranjem trgu, pri tem pa si pomaga z izkuþnja-mi iz programov drugih dr™av ｲlanic, zlasti Avstrije.
The National Innovation Fund in Bulgaria took its lead from the Netherlands.
Nacionalni sklad za inovacije v Bolgariji pa temelji na podobnem primeru iz Nizozemske.
The main forums for exchanging good practice in the Charter context are the annual conferences where some of the good practices highlighted in this brochure are presented.
Glavni forumi za izmenjavo dobre prakse v okviru Listine so letne konference, kjer se predstavijo tudi nekatere dobre prakse, ki so izpostavljene v tej broþuri.
The 2006 Charter con-ference, held in Vienna on 13 and 14 June 2006, is being jointly organised by the Commission and the Austrian Presidency.
Konferenco Listine 2006, ki bo potekala 13. in 14. junija 2006 na Dunaju, skupaj organizirata Komisija in avstrijsko predsedstvo.
More information on the conference can be found at: h t t p : / / e u r o p a . e u / c o m m / e n t e r p r i s e / e n t e r p r i s e _ p o l i c y / c h a r t e r / c o n f 2 0 0 6 / i n d e x _ e n . h t m
Veｲ podatkov o konferenci je mogoｲe najti na: h t t p : / / e u r o p a . e u . i n t / c o m m / e n t e r p r i s e / e n t e r p r i s e _ p o l i c y / c h a r t e r / c o n f 2 0 0 6 / i n d e x _ e n . h t m
European Charter for Small Enterprises
Evropska listina za mala podjetja
MORE OUT OF THE SINGLE MARKET
IZKORIÞPANJE PREDNOSTI ENOTNEGA TRGA
More out of the single market, especially easy access to information on legislation and standardisation
Izkoriþｲanje prednosti enotnega trga,zlasti enostaven dostop do podatkov o zakonodaji in standardizaciji
It is essential for the single market to function smoothly if it is to promote competitiveness, economic growth and employment throughout the European Union.
Pe naj delovanje enotnega trga poteka gladko, potem mora spodbujati konkurenｲnost, gospodarsko rast in zaposlovanje po vsej Evropski uniji.
Progress has been made over the years to complete the Union's single market and improve the conditions for businesses.
V zadnjih letih je bil dose™en napredek pri dokonｲnem ob-likovanju enotnega trga Unije in pri izboljþanju poslovnih pogojev za podjetja.
However, SMEs do not bene«t fully from the opportunities provided by the single market, largely because of a lack of informa-tion and di/culties in dealing with market imperfections.
Vendar pa MSP ne iz-koriþｲajo prilo™nosti, ki jih zagotavlja enotni trg, v polni meri, zlasti zaradi pomanjkanja informacij in te™av pri reþevanju tr™nih nepopolnosti.
Moreover, SME participation in the European standardisation process and early use of new standards is crucial for them to be competitive and operate in the single market.
Poleg tega sta udele™ba v evropskem procesu standardizacije in hitra uporaba novih standardov kljuｲ-nega pomena za MSP, ｲe ™elijo biti konkurenｲna in delovati na enotnem trgu.
However, SMEs face several bar-riers when it comes to accessing and applying European and national standards, for example lack of knowledge of standards, di/culties in accessing the relevant information and entry barriers to the development of EU standards.
Vendar se MSP pri upora-bi in dostopu do evropskih ter nacionalnih standardov sooｲajo z veｲ ovirami, npr. pomanjkanje pozna-vanja standardov, te™ave pri dostopu do ustreznih informacij in vstopne ovire pri razvoju standardov EU.
It is mostly small enterprises with fewer than 50 employees that have experienced problems in operat-ing in the single market (3). Over 70 % of the problems they have brought to the attention of the Euro
Pri delovanju na enotnem trgu imajo najveｲ te™av zlasti mala podjetja z manj kot 50 zaposlenimi.(3) Veｲ kot 70 % problemov, predlo™enih Euro Info Centrom (EIC), je povezanih s ｲezmejnimi dejavnostmi v okviru enotnega trga.
The nature of their di/cul-ties has mostly to do with rules or access to information.
Te™ave so veｲinoma povezane s pravili ali dostopom do informacij.