natgillin/translations-raw huggingface dataset:
Creating more and better jobs.......................................26
3.3.2Omogočimo inovacije, uporabo informacijskih in komunikacijskihtehnologij (IKT) ter trajnostno izrabo virov. . . . . . . . . . . . . . . . . . . . 26
3.4.3.Investing more in human capital through better education and skills. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
3.3.3Prispevajmo k močni industrijski bazi Evrope. . . . . . . . . . . . . . . . . . 28
The impact on growth and jobs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Ustvarjajmo nova in bolja delovna mesta. . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Making the partnership deliver on growth and jobs........................31
3.4.2Povečajmo prilagodljivost delavcev in podjetij ter prožnost trgov dela. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Growth and jobs A new start for the Lisbon strategy
Rast in delovna mesta:nov začetek za Lizbonsko strategijo
Think of the innate strengths of our enlarged Union.
Pomislite na začetne moči nae razirjene Unije.
Think of its untappedpotential to create prosperity and offer opportunity and justice for all its citizens.
Pomislite nanjene neizkoričene možnosti za ustvarjanje blaginje ter priložnosti in pravice, ki jih lahko nudi vsem svojimdržavljanom.
Europe can be a beaconof economic, social and environmental progress to the rest of the world.
Evropa je lahko motor gospodarskega, socialnega in okoljskega napredka za ves svet.
It is in this spirit of realistic optimism that the new European Commission has put together our policyrecommendations for the mid-term review of the Lisbon strategy — our ambitious agenda for reformlaunched by the European Council in March 2000.
V duhu tega stvarnega optimizma je Evropska komisija izdelala svoja politična priporočila za vmesni pregled Lizbonske strategije – nae ambiciozne načrte za reformo, s katero je Evropski svet začel marca 2000.
Europeans have every reason to be positive about our economic potential.
Državljani Unije so lahko prepričani v na gospodarski potencial.
The successes of the second halfof the 20th century have left a strong legacy.
Uspeh iz druge polovice 20. stoletja je dragocena zapučina.
After half a century of peace we have one of the most developed economies in the world united together in a unique political Union of stable and democratic Member States.
Po pol stoletja miru je nae gospodarstvo eno izmed najbolje razvitih gospodarstev na svetu,države članice pa so združene v edinstveni politični uniji stabilnih in demokratičnih držav.
That Union has created a single market underpinned for participating members by a singlecurrency that consolidates economic stability and deepens the potential of economic integration.
Ta unija je ustvarilaenotni trg, temelječ na enotni valuti za sodelujoče članice, ki krepi gospodarsko stabilnost in poglabljamožnosti gospodarskega povezovanja.
We haveconsolidated a unique participative social model.
Razvili smo edinstven socialni model sodelovanja.
Our standards of basic education are high and the sciencebase is historically well developed.
Nai standardi gledeosnovnega izobraževanja so visoki, znanstveni temelji pa že od nekdaj dobro razviti.
Europe is home to dynamic and innovative companies with extraordinary competitive strength.
Evropa je domovinadinamičnih in inovativnih podjetij z izredno konkurenčno močjo.
At their best, they are demonstrating a remarkable capacity for renewal.Wehave made more progress towards sustainable development than any other region of the world.
Občasno kažejo tudi izredno sposobnostobnavljanja. Glede trajnostnega razvoja smo napredovali bolj kot katera koli regija na svetu.
We have done this by acting in partnership — Europe’s institutions, government and administrations atanational, regional and local level, our social partners, civil society — all moving together towards a common goal.
To smo lahko dosegli s partnerskim sodelovanjem – evropske institucije, vlada in uprave na državni, regionalni in lokalni ravni, nai socialni partnerji, civilna družba – vsi skupaj strmijo k skupnemu cilju.
This legacy represents a substantial down-payment towards the vision that binds us together; a vision,confirmed in the Constitution, of ensuring ‘the sustainable development of Europe based on balancedeconomic growth and price stability, a highly competitive social market economy, aiming at full employment and social progress and a high level of protection and improvement of the quality of the environment’.
Ta zapučina je pomemben temelj za uresničitev vizije, ki nas združuje; v ustavi potrjene vizije o „trajnostnem razvoju Evrope, ki temelji na uravnoteženi gospodarski rasti, stabilnosti cen, polni zaposlenosti, socialnemnapredku ter visoki stopnji začite okolja ter izboljanju njegove kakovosti.“
The past 50 years have seen extraordinary progress, but in a changing world Europe cannot stand still.
V preteklih 50 letih je bil dosežen izjemen napredek, vendar v spreminjajočem se svetu Evropa ne sme ostatinegibna.
Thisis why five years ago, Heads of State or Government signed up to an ambitious programme of change. Theycommitted themselves to making the European Union the most dynamic and competitive knowledge-basedeconomy in the world capable of sustainable economic growth with more and better jobs and greater socialcohesion, and respect for the environment.
Zato so pred petimi leti voditelji držav in vlad podpisali visoko zastavljen program sprememb.Zavezali so se, da postane Evropska unija najbolj dinamično in konkurenčno ter na znanju temelječe gospodarstvo na svetu, sposobno trajnostnega gospodarskega razvoja z več in boljimi delovnimi mesti ter boljimasocialno kohezijo in spotovanjem okolja.
While many of the fundamental conditions are inplace for a European renaissance, there has simply not been enough delivery at European and national levels.This is not just a question of difficult economic conditions since Lisbon was launched, it also results fromapolicy agenda which has become overloaded, failing coordination and sometimes conflicting priorities.For some, this suggests that we should abandon the ambition of five years ago.
Čeprav so temeljni pogoji za evropsko prenovo izpolnjeni,pa na evropski in nacionalni ravni preprosto ni bilo narejenega dovolj. Tu ne gre le za vpraanje težkih gospodarskih pogojev od začetka Lizbonske strategije, pač pa tudi za rezultat političnih načrtov, saj je strategijapostala preobremenjena, pri njenem izvajanju je primanjkovalo usklajevanja in tudi prednostne naloge sobile včasih sporne.
The Commission does notagree.
Nekateri zato menijo, da bi morali opustiti ambicije izpred petih let.
The challenges we face are even more urgent in the face of an ageing population and global competition.
Izzivi, s katerimi se soočamo, so e akutneji, predvsem zaradi staranja prebivalstva in svetovnekonkurence.
Unless we reinforce our commitment to meeting them, with a renewed drive and focus, ourmodel for European society, our pensions, our quality of life will rapidly be called into question.
Če se ne bomo okrepljeni soočili z izzivi, z novim elanom in e bolj osredotočeno, bodo namodel evropske družbe, nae pokojnine ter naa kakovost življenja kmalu v nevarnosti.
It identifies a daunting challenge. According to Kok, ‘The Lisbon strategy is even more urgenttoday as the growth gap with North America and Asia has widened, while Europe must meet the combinedchallenges of low population growth and ageing.
Nov začetek za Lizbonsko strategijo nujnej¸a, saj se je razkorak v rasti med Severno Ameriko in Azijo povečal, Evropa pa se sooča z združenimiizzivi počasne rasti in staranja prebivalstva.
Better implementation is needed to make up for lost time’. Faced with this challenge, Europe needsto improve its productivity and employ more people.
Da bi nadoknadili zamujeno, je treba takoj začeti bolje izvajati lizbonske cilje.“Glede na te izzive mora Evropa izboljatisvojo produktivnost in zaposliti več ljudi.
On current trends, the potential growth of the European economy will halve over the coming decades andreach just over 1% per year.
Glede na trenutne trende se bo možna rast evropskega gospodarstva v prihodnjih desetletjih prepolovila indosegla nekaj več kot 1 % letno.
Europe’s performance has diverged from that of our competitors in other parts of the world.
Evropska storilnost je zaostala za storilnostjo naih tekmecev iz drugih delov sveta.
Their productivity has grown faster and they have invested more in research and development.
Njihova produktivnostje rasla hitreje in vložili so več v raziskave in razvoj.
We have yet to putin place the structures needed to anticipate and manage better the changes in our economy and society.And we still need a vision for society which can integrate both the ageing and the young, particularly forthe development of our workforce, where current dynamics cast a shadow over both longterm growthand social cohesion.
Mi moramo strukture, potrebne za predvidevanje in boljeupravljanje sprememb v naem gospodarstvu in družbi, e vzpostaviti. In e vedno potrebujemo vizijo za družbo,ki ji bo uspelo povezati tako stareje kot mlade, predvsem za razvoj nae delovne sile, saj sedanja dinamikameče senco na dolgoročno gospodarsko rast in socialno kohezijo.
The Commission has risen to this challenge in presenting it proposals for the Union’s strategic objectives,‘renewed growth is vital to prosperity, can bring back full employment and is the foundation of social justice and opportunity for all.
Komisija se je soočila s temi izzivi in predstavila svoje predloge za strateke usmeritve Unije: ãponovno oživljenagospodarska rast je ključnega pomena za blaginjo, lahko povrne polno zaposlenost in je temelj socialnepravičnosti ter priložnost za vsakogar.
It is also vital to Europe’s position in the world and Europe’s ability to mobilisethe resources that tackle many global different challenges’.
Prav tako je ključna za položaj Evrope v svetu in sposobnost Evropeza spodbujanje virov glede na mnoge svetovne izzive.“
We need a dynamic economy to fuel our wider social and environmental ambitions.
Potrebujemo dinamično gospodarstvo, da bomo zadovoljili nae socialne in okoljske ambicije.
This is why therenewed Lisbon strategy focuses on growth and jobs.
Zato se prenovljena Lizbonska strategija osredotoča na gospodarsko rast in nova delovna mesta. Poskrbeti moramo, da:
Europe is a more attractive place to invest and work,
Ñ bo Evropa privlačneja za naložbe in delo,
— knowledge and innovation are the beating heart of European growth,
Ñ bodo znanje in inovacije motor evropske rasti,
— we shape the policies allowing our businesses to create more and better jobs.
Ñ oblikujemo politiko tako, da bodo lahko naa podjetja ustvarila tevilneja in bolja delovnamesta.
Making growth and jobs the immediate target goes hand in hand with promoting social or environmental objectives.
Ustvarjanje novih delovnih mest in pospeevanje gospodarske rasti gre kot na neodložljiv cilj z roko vroki s spodbujanjem socialnih in okoljskih ciljev.
The Lisbon strategy is an essential component of the overarching objective of sustainabledevelopment set out in the Treaty: improving welfare and living conditions in a sustainable way for present and future generations.
Lizbonska strategija je bistven element nadrejenih ciljevtrajnostnega razvoja, določenih v Pogodbi: izboljanje blaginje in življenjskih pogojev na trajnosten načinza sedanje in bodoče generacije.
Both Lisbon and the sustainable development strategy contribute to ensuringthis goal.
Tako Lizbonska strategija kot strategija trajnostnega razvoja prispevatak doseganju tega cilja.
Being mutually reinforcing, they target complementary actions, use different instruments andproduce their results in different time frames.
Strategiji se vzajemno dopolnjujeta, stremita k dopolnilnim ukrepom, vendaruporabljata različne instrumente in dosegata učinke v različnih časovnih okvirih.
The Commission is fully committed to sustainable development and to modernising and advancing Europe’s social model.
Komisija se v celoti zavzema za trajnostni razvoj ter posodobitev in nadaljnji razvoj evropskega socialnega modela.
Our sustainable development strategy and our social agenda have been under review and proposals, ahead of the spring European Council, will be presented in the coming weeks.
Naa strategija trajnostnega razvoja in socialninačrti so bili proučeni in novi predlogi bodo podani v prihodnjih tednih, e pred spomladanskim Evropskim svetom.
In addition, we have to continue working with our international partners to address global macroeconomic unbalances, as boosting growth is as beneficial to ourpartners as to the Union.
Poleg tega moramo e naprej sodelovati z naimi mednarodnimi partnerji, da se lahko lotimouravnavanja makroekonomskih neravnotežij, saj je spodbujanje gospodarske rasti koristno tako za naepartnerje kot za Unijo.
‘Lisbon’ therefore requires immediate action and the case for acting together in Europe is strong.
Lizbonska strategija zato zahteva takojnje ukrepanje in razlogov za skupno ukrepanje na evropski ravnije veliko.
The costs of not doing so are large and quantifiable.
Stroki za nedejavnost so visoki in merljivi.
The ‘costs of non-Europe’ have been substantiatedthrough a large volume of academic evidence.
Obsežni znanstveni dokazi prikazujejo „stroke ne-Evrope“.O viini strokov lahko e razpravljamo.
But not achieving ‘Lisbon’does have a cost.
Vendar so potencialne koristi od ire in globlje gospodarske povezanosti vrazirjeni Evropi velikanske.
The best evidence can be found in the widening gap of Europe’s growth potential compared with other economic partners.
Ta vmesni pregled določa, kako lahko pomagamo Evropi uresničiti zastavljene izzive glede gospodarskerasti in novih delovnih mest.
However, the potential gains from wider and deeper economic integration in an enlarged Europe are massive.
Uvaja idejo partnerstva za rast in delovna mesta, ki jo podpirajo akcijski program Unije in nacionalni akcijski programi, ki zajemajo trdne zaveze.
First, Europe’s actions need more focus.We must concentrate all our efforts on delivering on theground policies that will have greatest impact.
Prvi: Evropa mora delovati bolj usmerjeno. Vsa naa prizadevanja moramo osredotočiti na izvajanje tistih osnovnih politik, ki bodo najbolj učinkovite.
This means keeping existing promises, building onthe reforms already under way in every Member State and launching new action where it is neededto keep us on target.
Da naega zastavljenega cilja ne izgubimoizpred oči, moramo držati dane obljube, graditi na reformah, ki se že izvajajo, v vseh državah članicah in uvesti ukrepe le tam, kjer so potrebni.
It requires a rigorous prioritisation on the part of the Commission and must beanchored in the firm support of the European Council and the European Parliament.
To od Komisije zahteva strogo opredelitev prednostnih nalog, ki so odvisne od trdne podpore Evropskega sveta in Evropskega parlamenta.
Second, we have to mobilise support for change.Establishing broad and effective ownership of the Lisbon goals is the best way to ensure words are turned into results.
Drugi: Ustvariti moramo podporo spremembam.Z vzpostavitvijo ire in učinkoviteje podporelizbonskim ciljem bomo najlažje zagotovili, da besede postanejo dejanja.
Everyone with a stake in Lisbon’s success and at every level must be involved in delivering these reforms.
Vsakdo, ki si želi uspehalizbonskih ciljev na kateri koli ravni, mora biti vključen v uresničevanje teh reform.
They must become partof national political debate.
Postati morajopredmet nacionalnih političnih razprav.
All this must be set against the backdrop of wider reforms.
Vse to se mora skladati z okvirom ire zastavljenih reform.
Our ambition for change must be matched bythe necessary resources at both EU and national level.
Nae želje po spremembi ne bomo mogli uresničiti brez sredstev, ki so potrebna tako na ravni EU kot na nacionalni ravni.
Sound macroeconomic conditions are essential to underpin a credible effort to increase potential growthand create jobs.
Stabilno makroekonomsko stanje je temelj za resna prizadevanja, da se poveča gospodarska rast in ustvarijonova delovna mesta.
The changes proposed to the European Union’s Stability and Growth Pact — the rules at EU level that govern national budgetary policies should further stabilise our economy, while ensuring that Member States can play a full role in creating conditions for longterm growth.
Predlagane spremembe Pakta stabilnosti in rasti Unije – pravila na ravni EU, ki urejajonacionalno proračunsko politiko – bi morale nae gospodarstvo e naprej stabilizirati, vendar hkrati zagotoviti, da lahko države članice igrajo polno vlogo pri ustvarjanju pogojev za dolgotrajno rast.
At a European level, the debate on the future financial framework for the Union up to 2013 (‘the financialperspectives’) must draw the consequences of our Lisbon ambition, supporting Lisbon priorities withinthe future EU budget.
Na evropski ravni mora razprava o prihodnosti finančnega okvira za Unijo do leta 2013 („finančne perspektive“) pripeljati do sklepov naih lizbonskih ciljev, tako da bomo v prihodnjem proračunu EU podprli prednostne cilje Lizbonske strategije.
We must provide the support and investment a modern, knowledge-economy needs,use our resources in ways which help us to adapt to changing economic and social conditions, and operate programmes which provide the right incentives for Member States to focus their own national publicspending on Lisbon objectives.
Zagotoviti moramo podporo in naložbe, ki jih potrebuje moderno, na znanjutemelječe gospodarstvo, izrabiti nae vire na način, da bodo pomagali prilagoditi gospodarske in socialnepogoje spremembam, in začeti s programi, ki bodo za države članice prava spodbuda za usmeritev svojenacionalne javne porabe k lizbonskim ciljem.
The Commission’s proposals for the financial perspectives reflect these priorities.
Finančne perspektive, ki jih je predlagala Komisija, odražajote prednostne naloge.
If we can match ambition, resources and good ideas; if we can transform them by the end of the decadeinto lasting change on the ground; and if we can support Lisbon by closing the gap on investment in oureconomy and launching a new drive for stronger cohesion across our continent then we can bring our Lisbon goals back into sight.
Če nam uspe pravilno uskladiti ambicije, sredstva in dobre ideje, če jih bomo lahko do konca desetletjapretvorili v trajne in konkretne spremembe, če bomo lahko s podporo Lizbonske strategije reili gospodarsketežave s pomanjkanjem naložb in vzpodbudili močnejo kohezijo na tej celini, potem lahko dosežemo, dase nam lizbonski cilji spet približajo.
Five years ago the European Union launched an ambitious agenda for reform.
Pred petimi leti je Evropska unija začela z ambicioznim načrtom reform. V preteklih letihje Komisija proučila napredek, ki ga je dosegla.
This has led to a vigorous debate at European and national levels amongst all those with an interest in Lisbon’s success.
To je sprožilo živahno razpravo naevropski in nacionalni ravni med vsemi, ki si želijo uspeh Lizbonske strategije.
In addition, the Commission has benefited from the work of the High-Level Group chaired by Wim Kok, which reported last November.
Polegtega si je Komisija pomagala tudi z delom skupine na visoki ravni, pod predsedstvom Wima Koka, ki je poročala lani novembra.
Today, there is generalconsensus that Europe is far from achieving the potential for change that the Lisbonstrategy offers.
Sedaj že obstaja splono mnenje, da je Evropadaleč od doseganja možnosti za spremembe, ki jih ponuja Lizbonska strategija.
While both the diagnosis and the remedies are not contested, the realityis that not enough progress has been made.
Tako diagnozi kot zdravljenju ne gre oporekati, dejstvo pa je, da nismo dosegli zadostnega napredka.
This report, at the mid-point stage of Lisbon, now sets out how we can work togetherfor Europe’s future and put the Lisbon agenda back on track.
V tem poročilu, ki je na polovici poti Lizbonske strategije, je pojasnjeno, kako lahko skupajdelamo za evropsko prihodnost in se ponovno usmerimo k lizbonskim ciljem.
The renewed Lisbon strategy — what will change?
Prenovljena Lizbonska strategija – kaj se bo spremenilo?
The Commission proposes a new start for the Lisbon strategy, focusing our efforts aroundtwo principal tasks — delivering stronger, lasting growth and creating more and better jobs.Meeting Europe’s growth and jobs challenge is the key to unlocking the resourcesneeded to meet our wider economic, social and environmental ambitions; meeting thosewider goals will anchor the success of our reforms.
Komisijapredlaga nov začetek za Lizbonsko strategijo, usmerjanje naih naporov kdvema poglavitnima nalogama – ustvarjanje novih in boljih delovnih mest tervzpostavitev močneje in trajneje gospodarske rasti.Uresničitev izziva evropske rastiin novih delovnih mest je ključ, ki odpira vire, potrebne za uresničitev naih irokozastavljenih gospodarskih, socialnih in okoljskih načrtov; to pa bo pomagalo zagotovitiuspeh naih reform.
For this to be possible, sound macroeconomic conditions are crucial, in particular the pursuit of stability-oriented macroeconomic policies and of sound budgetary policies.
Da bi to omogočili, je ključnega pomena trdno makroekonomskostanje, e zlasti izvajanje stabilnih makroekonomskih usmeritev in dobra proračunskapolitika.
I. Ensuring delivery
Zagotavljanje izvrevanja
Delivery is the main issue for the Lisbon strategy at both European and national level.The implementation of the reform agenda requires a renewed partnership for growthand jobs.
Izvrevanje je najpomembneji element Lizbonske strategije tako na evropski kot nanacionalni ravni.Izvajanje načrtov reforme zahteva prenovljeno partnerstvo zarast in delovna mesta.
As regards the EU level, the Commissionwill play its central role of initiating policy andensuring implementation.
Kar zadeva raven EU, bo Komisijaigrala osrednjo vlogo pri uvajanju politike in zagotavljanju njenega izvajanja.
In parallel, Member Statesmust deliver the agreed backlog of Lisbon reforms.
Hkrati morajo države članiceizvesti preostanek dogovorjenih lizbonskih reform.
Thisshould be backed up by national Lisbon programmes setting out how they will do this (see ‘III.Improving Lisbon governance’, below).
Te bimorali spremljati nacionalni lizbonski programi, v katerih naj bi bilo opisano, kako bodoto dosegle (glej odstavek o vodenju v nadaljevanju).
Anew start for the Lisbon strategy
Nov začetek za Lizbonsko strategijo
A renewed Lisbon action programme
Prenovljeni lizbonski akcijski program
This report does not attempt to rewrite the Lisbon strategy, but it does identify newactions at European and national levels which will help to see our Lisbon vision isachieved.
To poročilo ni poskus na novo oblikovati Lizbonsko strategijo, vendar določa noveukrepe na evropski in nacionalni ravni, ki bodo pripomogli k uresničenju nae lizbonskevizije.
Amore attractive place to invest and work
Evropa, ki bo privlačneja za naložbe in delo
Extend and deepen the internal market
iritev in poglobitev notranjega trga
Ensure open and competitive markets inside and outside Europe
Zagotovitev odprtih in konkurenčnih trgov v Evropi in zunaj nje
Expand and improve European infrastructure
iritev in izboljšanje evropske infrastrukture
We must extend and deepen the internal market.
Notranji trg je treba raziriti in poglobiti.
Member States must improveimplementation of existing EU legislationif businesses and consumers are to feelthe full benefits.
Države članice morajo izboljati izvajanje obstoječe zakonodaje EU, da bodo podjetja in porabniki v celoti izkoristili vse prednosti.
In a number of Member States, key markets like telecoms, energyand transport are open only on paper — long after the expiry of the deadlines towhich those Member States have signed up.
V mnogih državah članicah so ključni trgi, kot so telekomunikacije,energetika in prevoz, odprti le na papirju – in to kar nekaj časa po izteku rokov,za katere so se države članice zavezale, da jih bodo upotevale.