natgillin/translations-raw huggingface dataset:
In order to reduce such debts, information notices about the amendment and performance of public procurement contracts must indicate not only the date by which the contractor must deliver on the contract, but also the date when the payment falls due.
Informativna obvestila o spremembi in izvajanju pogodb o javnih naročilih morajo tako vsebovati ne le datum, do katerega mora dobavitelj izpolniti svoje pogodbene obveznosti, ampak tudi datum zapadlosti plačila.
The contracting authority must publish a notice about the payment - or refusal to pay - on its website - if it has one.
Naročnik mora na svoji spletni strani (če jo ima) objaviti obvestilo o plačilu ali njegovi zavrnitvi.
Firms involved in public procurement procedures can find out whether and when the contracting authority intends to pay them for supplies and services rendered.
Podjetja, ki sodelujejo v postopku javnih naročil, tako vedo, ali in kdaj naj bi naročnik plačal dostavljeno blago oziroma opravljene storitve.
The contracting authority’s actual fulfilment of its financial obligations is made transparent, since it must acknowledge - or refuse - performance of the contract.
Izpolnjevanje finančnih obveznosti naročnika je tako bolj transparentno, saj mora ta potrditi ali zavrniti izvedbo pogodbe.
Target group Contracting authorities, tenderers, SMEs.
Ciljna skupina Naročniki, ponudniki, MSP.
Communication strategy Implemented via legal amendment.
Strategija komuniciranja Ukrep se je izvedel s spremembo zakona.
The act was adopted following extensive consultations, during which both the contracting authorities and the potential recipients could present their views.
Zakon je bil sprejet po obsežnih posvetovanjih, na katerih so lahko tako naročniki kot tudi potencialni ponudniki predstavili svoja stališča.
Consultation was also carried out within the Construction Management Working Group.
Posvetovanje je potekalo tudi v okviru delovne skupine za upravljanje na področju gradbeništva.
According to statistics kept by the Public Procurement Council, the proportion of public procurement contracts awarded to SMEs in 2008 increased both in number and value (by 8% and 7%, respectively) compared to 2007.
Po statističnih podatkih Sveta za javna naročila se je število pogodb za javna naročila, ki so bila leta 2008 dodeljena malim in srednje velikim podjetjem, v primerjavi z letom 2007 povečalo za 8 %, njihova vrednost pa za 7 %.
BUSINESS DYNAMICS: Easier bankruptcy procedures and business transfers
POSLOVNA DINAMIKA: Enostavnejši stečajni postopki in prenosi lastništva podjetja
Businesses that close are a normal phenomenon in a dynamic and healthy economy – 50% of new companies do not survive for longer than 5 years.
Podjetja, ki prenehajo poslovati, so običajen pojav v dinamičnem in zdravem gospodarstvu – 50% novih podjetij ne posluje dlje od petih let.
But the related bankruptcy procedures are cumbersome.
Vendar so stečajni postopki, povezani s prenehanjem poslovanja, zapleteni.
And even though only 4–6% of bankruptcies are fraudulent, businesses and entrepreneurs that fail – whatever the reason – have a bad image in most countries.
Čeprav je delež nezakonitih stečajev samo 4–6 %, se podjetij in podjetnikov, ki zaradi kakršnih koli razlogov razglasijo stečaj, v večini držav drži slab sloves.
As a result, failed entrepreneurs often hesitate to make a new start, even though evidence suggests that the companies of re-starters grow faster and are more likely to survive.
Zato neuspešni podjetniki pogosto neradi začnejo znova, čeprav podatki kažejo, da podjetja, ki jih znova ustanovijo, rastejo hitreje in imajo večje možnosti za preživetje.
That bad image may also deter potential entrepreneurs from taking the plunge.
Slab sloves lahko marsikaterega morebitnega podjetnika tudi odvrne od tega, da naredi odločilen korak.
Following the adoption of the Small Business Act for Europe in 2008, EU countries were asked to take steps to improve the situation.
Po sprejetju zakona za mala podjetja v Evropi leta 2008 morajo države EU sprejeti ustrezne ukrepe za izboljšanje položaja.
This guide gives an overview of what they have done to help entrepreneurs make a new start.
V tej brošuri je pregled ukrepov, ki so jih države sprejele kot pomoč podjetnikom, da začnejo znova.
More info can be found at the 2nd chance portal.http://ec.europa.eu/enterprise/entrepreneurship/sme2chance/index_en.html
Več informacij o tem lahko najdete na portalu »Nova priložnost«:http://ec.europa.eu/enterprise/entrepreneurship/sme2chance/index_sl.html
In the coming years some 690,000 businesses – providing 2.8 million jobs – will need to be handed over from a generation of ageing entrepreneurs to their successors.
V naslednjih letih bodo morali starejši podjetniki svojim naslednikom predati približno 690 000 podjetij z 2,8 milijona delovnimi mesti.
Successfully transferring a business presents an enormous challenge including:
Uspešna izvedba prenosa lastništva podjetja predstavlja ogromen izziv in zajema:
• carrying out the related legal proceedings• means-adjusting the business so that it is attractive for a successor• passing on the knowhow to run the business• building relationships between new management and clients, suppliers and employees.
• izvedbo ustreznih pravnih postopkov;• prilagoditev sredstev podjetja, da ostane privlačno za naslednika;• prenos znanja in izkušenj za vodenje podjetja;• vzpostavitev odnosov med novo upravo in strankami, dobavitelji in zaposlenimi.
Financially speaking, transferring an established business can be more demanding than starting one from scratch.
S finančnega vidika je lahko prenos obstoječega podjetja zahtevnejši od ustanovitve novega.
Material and financial assets have to be paid for.
Poravnati je treba materialna in finančna sredstva.
A successful transfer requires timely preparation and expert advice.
Uspešen prenos lastništva je treba pravočasno načrtovati, potrebno pa je tudi strokovno mnenje.
This guide gives an overview on policy measures in EU countries to make such transfers easier.
V tej brošuri je zbran pregled ukrepov v državah EU za lažjo izvedbo takšnih prenosov lastništva podjetij.
Further information can be found at: http://ec.europa.eu/enterprise/entrepreneurship/transfer_en.htm
Več podatkov o tem boste našli na: http://ec.europa.eu/enterprise/entrepreneurship/transfer_en.htm
The statutory period for bankruptcy has been reduced from 3 years to 1 year based on the presumption that the majority of bankruptcies are matters of misfortune rather than misbehaviour.This measure is balanced by a new regime of restrictions to identify the minority of cases where the debtor’s behaviour merits a more severe restriction.
Zakonsko določeno obdobje stečaja smo skrajšali s treh na eno leto, in sicer s predpostavko, da gre pri večini stečajev za smolo, in ne za malomarnost. Protiutež ukrepu je nov sistem omejitev za tiste manj številne primere, ko je zaradi dolžnikovega ravnanja potrebna strožja omejitev.
Objectives To reduce the stigma of bankruptcy and to encourage a “fresh start”.
Cilji Odpravljanje stigmatizacije podjetnikov v stečaju in spodbujanje“novega začetka”.
Target group All personal insolvencies – in Scotland this includes sole traders, partnerships and other unincorporated businesses.
Ciljna skupina Vsi, ki so v postopku osebnega stečaja – na Škotskem so to samostojni podjetniki, družbeniki in drugi zasebniki.
Start date 01/04/2008
Datum začetka 01/04/2008
Communication strategy Widely publicised in press and in public debate during passage of the Bankruptcy and Diligence Act 2007(Scotland).
Strategija komuniciranja Velika medijska pozornost in javne razprave ob sprejemanju stečajnega zakona leta 2007 na Škotskem.
Contact details of business organisation
Kontaktni podatki poslovnih organizacij Načrtujemo oceno reforme.
We intend to do an evaluation on the reforms.This will include an invitation to the stakeholders who contributed to the Bill to submit evidence on the reforms’impact on businesses.
Deležnike, ki so sodelovali pri pripravi zakona, bomo prosili za poročilo o učinku reforme na podjetja.
Why is this measure a success? The measure reduces social burden of bankruptcy on self-employed and small partnerships, and encourages the principle of a
Razlogi za uspeh ukrepa Ukrep blaži družbeno breme stečaja na samozaposlene in mala podjetja ter spodbuja“nov začetek”.
We had to address public and media perceptions that measures for earlier discharge of debtors is too lenient.
Spoprijeti smo se morali s prepričanjem javnosti in medijev, da so ukrepi za hitrejši odpust obveznosti znamenje popustljivosti.
Contact
Walesu.
Measure inspired by the following Member State/Best project This measure followed similar reforms introduced in England andWales under the Enterprise Act 2002.
Zgled za ukrep je bila država članica ali projekt BEST:Zgledovali smo se po podobni reformi, ki so jo v Angliji inWalesu uvedli z zakonom o podjetništvu leta 2002.
3.2 Debt restructuring & insolvency assistance for SMEs Description
3.2 Pomoč malim in srednje velikim podjetjem pri prestrukturiranju dolgov in odpravi plačilne nesposobnosti
SME’s on the brink of insolvency benefit from a number of schemes to have their business situation analysed for possible turnaround options and from a number of financial resources related to social benefi ts.
Malim in srednje velikim podjetjem (MSP), ki jim grozi plačilna nesposobnost, so na voljo številne sheme, ki jim omogočajo analizo poslovnega položaja in morebitno spremembo poslovanja, ter različni finančni viri za zagotavljanje socialne varnosti.
However, insolvency schemes are fairly complicated and might not be applied appropriately in smaller localities because knowhow is missing.
Vendar so sheme za odpravo plačilne nesposobnosti precej zapletene in jih manjša podjetja ne morejo ustrezno uporabljati, ker nimajo dovolj usposobljenih ljudi.
As a pilot project, a service desk was established in the province of Friesland to which all municipalities can delegate their insolvency support.
Zato so v okviru pilotnega projekta v Friziji ustanovili center za pomoč podjetjem, ki občinam pomaga pri urejanju formalnosti glede ustrezne porabe sredstev za odpravo plačilne nesposobnosti.
The municipalities pay a modest fee for the outsourcing of their support to the service desk.The service desk is financed in part by these fees, in part from fees paid by entrepreneurs if their business is indeed salvaged and in part from a national fund for the work done on financial analysis.
Občine centru za to pomoč plačujejo manjši prispevek. Center se delno financira s prispevki občin in prispevki podjetij, ki so si poslovno opomogla, ter delno iz nacionalnega sklada za pripravo finančne analize.
Objectives The practice seeks to assisst municipalities in insolvency support to SMEs by establishing a specialised service desk on the topic.
Pomoč občinam pri urejanju formalnosti glede dodeljevanja sredstev za odpravo plačilne nesposobnosti MSP, in sicer z vzpostavitvijo posebnih centrov za pomoč podjetjem.
We hope that the pilot project established in Friesland encourages other local authorities to set up similar service desks for their own region.
Upamo, da bo pilotni projekt v Friziji spodbudil druge lokalne skupnosti k vzpostavitvi podobnih centrov v njihovi regiji.
Start date 01/01/2004
Datum začetka 01/01/2004
Best to contact one of the many service desks in the Netherlands via websites like:http://www.myoffi ce.nl/gids/Stichting_Schuldhulpverlening_Voor_Ondernemers.htmlhttp://www.fl orijnshvo.nl/
Dodatne informacije najdete na spletnih straneh centrov na Nizozemskem: http://www.myoffi ce.nl/gids/Stichting_Schuldhulpverlening_Voor_Ondernemers.html http://www.florijnshvo.nl/ orijnshvo.nl/
3.3 Restructuring procedure
3.3 Postopek prestrukturiranja
Restructuring law that enables owners of companies facing financial difficulties to appeal to the court for protection against creditors’ claims while they draw up a restructuring plan.
Zakon o prestrukturiranju omogoča lastnikom podjetij, ki imajo finančne težave, da se obrnejo na sodišče s prošnjo za zaščito pred upniki, medtem ko pripravljajo načrt prestrukturiranja.
This makes it possible for the companies to avoid the problems created by bankruptcy.
S tem se lahko podjetja izognejo težavam, ki nastanejo ob stečaju.
A pre-bankruptcy procedure has been created, to give companies time to sort out their troubles.
Zakon uvaja predstečajni postopek, ki podjetjem zagotavlja določen čas, da rešijo svoje težave.
The procedure is an addtitional option for avoiding bankruptcy, but it should not be considered as a guarantee against it.
Postopek je možnost za podjetja, da se izognejo stečaju, vendar ni jamstvo pred stečajem.
Objectives To give the company a new chance to continue doing business after restructuring and to avoid bankruptcy.
Podjetjem omogočiti, da se izognejo stečaju in jim dati novo možnost za nadaljevanje poslovanja po končanem prestrukturiranju.
Companies that are facing difficulties, but have the potential to survive.
Podjetja, ki imajo finančne težave, vendar tudi možnosti za preživetje.
The target group is about 10% of those companies for which the bankruptcy procedure has been launched.
Zakon naj bi zaščitil približno 10 % podjetij, za katere je bil uveden stečajni postopek.
Start date 26/12/2008
Datum začetka 26/12/2008
Communication strategy Press release.
Strategija komuniciranja Sporočilo za javnost.
Legal act published in the state Official Journal Riigiteataja (www.riigiteataja.ee).
Zakonski akt, objavljen v estonskem Uradnem listu Riigiteataja (www.riigiteataja.ee).
Assessment by business organisations No feedback yet because the procedure has just been created.
Odziv poslovnih organizacij Odziva podjetij še ni, ker se je postopek šele začel.
Statistical info It is estimated that restructuring measures could save around 800 jobs a year.
Ocenjujemo, da bi lahko z ukrepi prestrukturiranja rešili približno 800 delovnih mest na leto.
The minimum direct benefit for the country would be €1.3m.
Država bi tako neposredno prihranila vsaj 1,3 milijona EUR.
Why is this measure a success? So far no restructuring procedure has been finalised but it is certain that an additional option for companies has been created.
Razlogi za uspeh ukrepa Noben postopek prestrukturiranja še ni bil zaključen, vendar je gotovo, da bodo imela podjetja več možnosti za preživetje.
Lessons learned No problems have risen so far.
Pridobljena spoznanja Pojavile se niso nobene težave.
Measure inspired by the following Member State/Best project Restructuring procedures in Germany, Switzerland, Finland and Austria have been used as models.
Zgled za ukrep je bila država članica ali projekt BEST:Kot zgled smo uporabili podobne postopke v Nemčiji, Švici, na Finskem in v Avstriji.
This new financial instrument is a loan to finance assets within the framework of a business transfer.
Novi finančni instrument je posojilo za financiranje sredstev v okviru prenosa podjetja.
The business being transferred must be an SME, and 15% of own funds are required to finance the transfer.
Podjetje, ki je predmet prenosa, mora biti MSP, za financiranje prenosa pa je potrebnih tudi 15 % lastnih sredstev.
All expenses and costs are eligible, the minimum loan is €5000.
Vsi izdatki in stroški so upravičeni, najnižji znesek posojila je 5 000 EUR.
The “prêt de reprise”may not exceed 40% of the eligible amount and may not exceed €250000.The normal period for the loan reimbursement will be between 10 and 14 years, taking into account which assets are part of the business transfer.
Posojilo “prêt de reprise” ne sme presegati 40 % upravičenega zneska in ne sme biti višje od 250 000 EUR. Standardno obdobje za odplačilo posojila je med 10 in 14 let, odvisno od sredstev, ki so del prenosa podjetja.
Objectives To make financial funds available so that businesses may continue to exist once their owner has retired.
Cilji Zagotovitev finančnih sredstev za nadaljnje poslovanje podjetja tudi po upokojitvi lastnika.
Target group SMEs from various sectors, mainly commerce and crafts.
Ciljna skupina MSP iz različnih sektorjev, zlasti trgovinskega in obrtnega.
Start date 15/04/2009
Datum začetka 15/04/2009
Communication strategy Press conferences and advertising in professional media.
Strategija komuniciranja Tiskovne konference in oglaševanje v strokovnih medijih.
Assessment by business organisations Business organisations have reacted very positively to this new instrument.
Odziv poslovnih organizacij Poslovne organizacije so novi instrument sprejele zelo pozitivno.
Statistical info Not yet available.
Statistični podatki Še niso na voljo.
Evaluation is foreseen on a yearly basis.
Instrument bo ocenjen vsako leto.
Lessons learned Technical aspects played an important role, and the objective was to keep the system as simple as possible.
Pridobljena spoznanja Pomembno vlogo so imeli tudi tehnični vidiki, naš cilj je bil oblikovati kar se da enostaven sistem.
3.5 Business succession checks“Nachfolgecheck” “Nachfolgecheck”
3.5 Ocena podjetij
“Succession checks”shall help business owners intending to sell their business to show potential buyers that their business is sound.
Lastniki podjetij, ki želijo svoje podjetje prodati, lahko z «oceno podjetij» potencialnim kupcem pokažejo, da je njihovo podjetje stabilno.
An independent advisor analyses the business’s strengths and weaknesses, covering all areas from the business model to the accounting system used and the balance sheet.
Neodvisni nadzornik oceni prednosti in slabosti podjetja, pri tem pa zajame vsa področja od poslovnega modela do računovodskega sistema in računovodskih izkazov.
His report reveals the shape the business is in and possible room for improvement.
Njegovo poročilo razkrije stanje podjetja in možnosti za izboljšave.
The report gives potential buyers an idea of the challenges and opportunities awaiting them.
Potencialni kupci si tako lažje predstavljajo izzive in priložnosti v zvezi z določenim podjetjem.
Businesses that have been through a succession check are displayed separately in the businesses-for-sale advertisements.
Podjetja, ki so prestala oceno nasledstva, se v prodajnih oglasih oglašujejo posebej.
Making it easier for owners to sell their businesses, and thus helping existing SMEs to survive.
Olajšati prodajo podjetja ter tako ohraniti mala in srednje velika podjetja.
Promoting the idea of taking over a business as an alternative to starting one from scratch.
Spodbujati podjetnike, da se raje odločijo za prevzem podjetja kot za ustanovitev novega.
Start date 01/01/2008
Datum začetka 01/01/2008
End date 29/05/2009
Datum zaključka 29/05/2009
Succession checks are advertised on the Gründer-Service start-up site (www.gruenderservice.at) and the Nachfolgebörse businesses-for-sale site (www.nachfolgeboerse.at).
Ocene podjetij oglašuje vstopna spletna stran portala o ustanavljanju podjetij (www.gruenderservice.at) in spletna stran o prodaji podjetij (www.nachfolgeboerse.at).
Statistical info The first succession checks are currently underway.
Statistični podatki V teku so prve ocene podjetij.
Why is this measure a success? It allows business owners to demonstrate the soundness of their business.
Razlogi za uspeh ukrepa Lastniki podjetij lahko pokažejo, da je njihovo podjetje stabilno.
Potential buyers get an objective appraisal of the business.
Potencialni kupci dobijo objektivno oceno podjetja.
Lessons learned A suitable way of presenting businesses to potential buyers had to be found, assuring that all information could be clearly presented.
Pridobljena spoznanja Poiskati je bilo treba ustrezen način, kako podjetja predstaviti kupcem, in zagotoviti, da so vse informacije jasno predstavljene.
Measure inspired by the following Member State/Best project No.
Zgled za ukrep je bila država članica ali projekt BEST:—
KBS is a set of tools for managing business transfers, including:1. awareness raising by newsletter and seminars; 2. training and a manual on transfers; 3. analysis tools - quick self-check and questionnaires with personalised profiles; 4. monitoring - viability checks and mentoring; 5. territorial monitoring of the status of SMEs, including statistics.
Sistem KBS je sklop pripomočkov za upravljanje prenosa podjetja, in sicer vsebuje: 1. opozarjanje in ozaveščanje z bilteni in seminarji; 2. usposabljanje in navodila za prenos; 3. analiziranje – vprašalnik za samopreverjanje in vprašalniki z individualiziranimi profili; 4. nadzor – preverjanje finančne sposobnosti in mentorstvo; 5. spremljanje statusa lokalnih MSP, vključno s statističnimi podatki.
Objectives To make businesses aware of the need for timely planning of the transfer and to assist them throughout the process.
Cilji Opozoriti podjetja na nujnost pravočasnega načrtovanja prenosa in pomoč podjetjem pri prenosu.
Target group Entrepreneurs, business transfer experts, business organizations etc.
Ciljna skupina Podjetniki, strokovnjaki za prenos podjetja, poslovne organizacije itd.
Start date 15/07/2006
Datum začetka 15/07/2006
Communication strategy Encouraging business organisations to apply KBS in their territory.
Strategija komuniciranja Spodbujanje poslovnih organizacij, naj na svojem območju uporabljajo sistem KBS.
KBS has been welcomed by business organisations that make our tools available to their members.
Poslovne organizacije so sistem KBS dobro sprejele.
The special focus on transfering micro, small and medium-sized businesses means the tool is potentially transferable to all European countries.
Sistem je namenjen prenosu mikro, malih in srednjih podjetij in bi ga lahko uporabljali tudi v drugih evropskih državah.
The system is easy to use online or off -line.
Uporaba spletne in nespletne različice je enostavna.
The data collection and processing functions enables institutions to carry out territorial monitoring.
Z zbiranjem in obdelavo podatkov v sistemu lahko ustanove izvajajo nadzor na posameznem območju.
Contact details of business organisation Unioncamere del Veneto, Mrs. Holland, erica.holland@eurosportelloveneto.it; Confartigianato Veneto, Mr. Scaggiari, g.scaggiari@vi.artigianinet.com;
Kontaktni podatki poslovnih organizacij Unioncamere del Veneto, Mrs. Holland, erica.holland@eurosportelloveneto.it; Confartigianato Veneto, Mr. Scaggiari, g.scaggiari@vi.artigianinet.com;
Over 2700 Italian and European addresses identified; 30 seminars, often accompanied by a Quick Self-Check; over 300 recent downloads of our questionnaire.
Statistični podatki Več kot 2 700 italijanskih in evropskih naslovov; 30 seminarjev; v zadnjem času so naš vprašalnik prenesli več kot tristokrat.
The right combination of ICT tools and face-to-face approach.
Uspešna kombinacija orodij IT in osebnega pristopa.
By participating in numerous transnational projects, we have learned that there is a need to assist SMEs in the transfer phase and offer effective tools.
Pri sodelovanju v številnih transnacionalnih projektih smo ugotovili, da MSP potrebujejo pomoč in učinkovito orodje pri prenosu.
We also participate in the national group of experts on family-run businesses/business transfer coordinated by the Ministry for Economic Development to facilitate the exchange of experience.
Sodelujemo tudi v nacionalni skupini strokovnjakov za družinska podjetja/prenos podjetja, ki jo vodi Ministrstvo za gospodarski razvoj, in skrbimo za izmenjavo izkušenj.
Since awareness about business transfer is still very low, KBS includes awareness-raising tools, which also take into account psychological and relation-specific aspects, often neglected by experts.
Poznavanje postopka prenosa podjetja je še vedno slabo, zato sistem KBS vključuje tudi ozaveščanje, pri čemer upošteva psihološki vidik in različna razmerja, kar strokovnjaki pogosto zanemarijo.
Best Project 2001.
Najboljši projekt 2001.
The tools can be used by any country.
Sistem lahko uporabljajo v vseh državah.
In 2006 NHO, Norway’s National Industry Association, made KBS available to its members (Confederation of Norwegian Enterprises, Kristian Skjølaas, firmapost@nho.no). firmapost@nho.no).
Norveško nacionalno gospodarsko združenje je leta 2006 sistem KBS ponudilo svojim članom (Konfederacija norveških podjetij, Kristian Skjølaas, firmapost@nho.no). firmapost@nho.no).
3.7 Master 2 Family Business Governance
3.7 Magisterij 2 – upravljanje družinskih podjetij