Consolidated annual activity report of the translation centre 2022.
Date: 2023-07-04
Institutions: Translation Centre
Subjects: Translation Centre for the Bodies of the European Union, activity report, administration of the Institutions, interinstitutional cooperation (EU), translation

CONSOLIDATED ANNUAL ACTIVITY REPORT OF THE TRANSLATION 
CENTRE 2022 

NO CT/CA-006/2023EN 

NO CT/CA-018/2023EN 

This Consolidated Annual Activity Report (CAAR) has been drawn up in accordance with Article 8(3) of Council Regulation 
(EC)  No 2965/94  of  28 November  1994  setting  up  the  Translation  Centre  for  the  Bodies  of  the  European  Union,  as  last 
amended by Council Regulation (EC) No 1645/2003 of 18 June 2003 (the ‘Founding Regulation’) and Article 48 of the Financial 
Regulation of 22 September 2019 applicable to the Translation Centre for the Bodies of the European Union. 

Consolidated Annual Activity Report of the Translation Centre 2022. This publication of the Translation Centre for the Bodies 
of the European Union is available on its website: http://cdt.europa.eu 
©  Translation  Centre  for  the  Bodies  of  the  European  Union,  2023.  Reproduction  is  permitted  provided  the  source  is 
acknowledged. 
ISBN 978-92-95212-47-3 
ISSN 1830-0294 
doi: 10.2817/769919 
Catalogue number: TF-AA-23-001-EN-N 

Further information on the European Union is accessible via the Europa server: http://europa.eu/. 

 
 
 
 
 
 
 
 
 
 
Contents 

THE MANAGEMENT BOARD’S ASSESSMENT OF THE CENTRE’S CONSOLIDATED ANNUAL ACTIVITY REPORT 
2022 ................................................................................................................................................................. 3 

EXECUTIVE SUMMARY ..................................................................................................................................... 5 

PART I. ACHIEVEMENTS OF THE YEAR .............................................................................................................. 7 

CHAPTER 1 CORE OPERATIONAL ACTIVITIES .................................................................................................................. 7 
CHAPTER 2 SUPPORT ACTIVITIES ............................................................................................................................... 18 
CHAPTER 3 MANAGEMENT AND SUPERVISION ACTIVITIES .............................................................................................. 20 
CHAPTER 4 ADDITIONAL ACTIVITIES ........................................................................................................................... 24 
CHAPTER 5 MAIN ACHIEVEMENTS CONTRIBUTING TO EU PRIORITIES ............................................................................... 26 

PART II. MANAGEMENT AND EXTERNAL EVALUATIONS ................................................................................. 27 

PART II A.  MANAGEMENT ........................................................................................................................ 27 

3.1. 
3.2. 
3.3. 
3.4. 
3.5. 

CHAPTER 1 MANAGEMENT BOARD ........................................................................................................................... 27 
CHAPTER 2 MAJOR DEVELOPMENTS .......................................................................................................................... 29 
CHAPTER 3 BUDGETARY AND FINANCIAL MANAGEMENT ................................................................................................ 31 
Revenue ......................................................................................................................................... 31 
Expenditure ................................................................................................................................... 31 
Financial key performance indicators............................................................................................ 31 
Control results ............................................................................................................................... 33 
Costs and benefits of controls ....................................................................................................... 33 
CHAPTER 4 DELEGATION AND SUB-DELEGATION OF THE POWERS OF BUDGET IMPLEMENTATION ........................................... 35 
CHAPTER 5 HUMAN RESOURCES MANAGEMENT .......................................................................................................... 36 
CHAPTER 6 STRATEGY ON EFFICIENCY GAINS ............................................................................................................... 36 
CHAPTER 7 ASSESSMENT OF AUDIT RESULTS DURING THE REPORTING YEAR ....................................................................... 37 
Internal Audit Service (IAS) ............................................................................................................ 37 
Internal audit capability (IAC) ....................................................................................................... 37 
European Court of Auditors (ECA) ................................................................................................. 37 
Quality audits ................................................................................................................................ 38 
CHAPTER 8 FOLLOW-UP OF RECOMMENDATIONS AND ACTION PLANS FOR AUDITS AND EVALUATIONS .................................... 38 
CHAPTER 9 FOLLOW-UP ON OBSERVATIONS FROM THE DISCHARGE AUTHORITY .................................................................. 39 
CHAPTER 10 ENVIRONMENTAL MANAGEMENT ............................................................................................................ 42 
CHAPTER 11 ASSESSMENT BY MANAGEMENT .............................................................................................................. 42 

7.1. 
7.2. 
7.3. 
7.4. 

PART II B. 

EXTERNAL EVALUATIONS ........................................................................................................ 43 

PART III. ASSESSMENT OF THE EFFECTIVENESS OF THE INTERNAL CONTROL SYSTEMS ................................... 44 

CHAPTER 1 EFFECTIVENESS OF THE INTERNAL CONTROL SYSTEMS ................................................................................... 45 
CHAPTER 2 CONCLUSIONS ON THE ASSESSMENT OF THE INTERNAL CONTROL SYSTEMS ......................................................... 48 
CHAPTER 3 STATEMENT OF THE OFFICER IN CHARGE OF RISK MANAGEMENT AND INTERNAL CONTROL COORDINATION ............... 49 

PART IV. MANAGEMENT ASSURANCE ............................................................................................................ 50 

CHAPTER 1 REVIEW OF THE ELEMENTS SUPPORTING ASSURANCE .................................................................................... 50 
CHAPTER 2 RESERVATIONS ...................................................................................................................................... 51 

PART V. DECLARATION OF ASSURANCE .......................................................................................................... 52 

ANNEXES ........................................................................................................................................................ 53 

ANN E X I  –  C OR E B U SIN E SS  S T AT I ST IC S  .............................................................................................. 54 

ANN E X I I  –  ST A TI S TI CS   ON  FIN A N C IA L M AN A G E M EN T  .................................................................. 63 

ANN E X I II  –  C OS T  OF  C O NTR OL S  .......................................................................................................... 72 

ANN E X I V  –  ORG AN I S AT ION  C H AR T  AS  A T  31/ 1 2 / 20 22  ................................................................ 74 

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ANN E X V  –  E S T AB L I SH M EN T  PLAN   O F  TH E  C EN T RE  ........................................................................ 76 

ANN E X V I  –  H UM AN  AN D  FIN AN CI A L R E S OU RC E S B Y  AC TI VI T Y  .................................................. 80 

ANN E X V II  –  S E RV IC E  L E V EL A GR E EM EN T S  ....................................................................................... 84 

ANN E X V II I  –  EN V IRO N M EN T AL  M AN AG EM EN T  .............................................................................. 86 

ANN E X IX  –   K EY  IN D IC A TO RS A ND  P AR AM E T ER S  ............................................................................ 88 

ANN E X X  –  LI S T O F M E M B ER S  OF  T H E M A NA G EM EN T B O AR D  .................................................... 92 

ANN E X XI  –  L I ST  O F C LI E NT S  ................................................................................................................. 96 

ANN E X XI I  –  GL O SS AR Y  ........................................................................................................................... 99 

ANN E X XI I I  – F IN A L  ACC OU NT S  OF  T H E  TR AN SL A TI ON  C EN TR E  FOR  T H E B O DI E S  OF  T H E 
E UR OP E AN  U N I ON   FO R  T HE  2 02 2  FI N A NC IA L  Y E AR  ..................................................................... 101 

2 

 
 
 
 
 
THE MANAGEMENT BOARD’S ASSESSMENT OF THE CENTRE’S CONSOLIDATED ANNUAL 
ACTIVITY REPORT 2022 

THE MANAGEMENT BOARD OF THE TRANSLATION CENTRE FOR THE BODIES OF THE EUROPEAN UNION,  

Having regard to Council Regulation (EC) No 2965/94 of 28 November 1994 setting up the Translation Centre for 
the Bodies of the European Union (‘the Translation Centre’), as last amended by Council Regulation (EC) No 
1645/2003 of 18 June 2003,  

Having regard to the Financial Regulation of 22 September 2019 applicable to the Translation Centre for the 
Bodies of the European Union (Ref. CT/CA-028/2019EN),  

HAS ADOPTED AS FOLLOWS: 

1. The consolidated activity report 2022 is considered by the Management Board to provide a faithful and 
comprehensive account of the work undertaken by the Translation Centre in 2022. The Board notes that, after 
the application of the weightings of the various strands of the Centre’s activities, the overall implementation 
rate of the work programme for 2022 was 89.5% based on the initial budget 2022 and 89.6% based on the 
amending budget 1/2022. While a lower implementation rate than 2021 (93.4% based on the amending budget 
2/2021) ending a positive trend of year-on-year improvements since 2018 when the implementation rate was 
82.4% (based on the amending budget 1/2018), the Board considers it a good overall performance.  
In total, the Centre translated 588 033 pages compared with the 606 256 pages forecast in the amending 
budget 1/2022. The number of document pages for 2022 (348 070) decreased by 5.2% compared with 2021 
(367 264 pages). This volume was 14.9% lower than that forecast (409 035 pages) in the amending budget 
1/2022 and the Board recognises that this overestimation by clients of their needs is outside of the Translation 
Centre’s control. Despite this decrease in the number of pages and an unfavourable economic environment 
(high inflation, increasing energy costs), the Management Board congratulates the Centre on successfully 
balancing its budget without recourse to increased prices for its language services. 
The Management Board notes with satisfaction that while EU trade marks remain a key product in the Centre’s 
portfolio,  the  downward  trend  in  their  importance  continues  with  them  representing 23.1%  of  the  Centre’s 
revenue in 2022 compared to 25.4% in 2021 and 27.9% in 2020 and down from historical highs of around 40% 
of the total revenue from clients for pages invoiced. The Board welcomes this progressive reduction in the 
Centre’s dependence on EU trade marks and its successful consolidation and growth of its other product lines 
and activities in 2022 including 4 066 minutes of subtitles and 2 661 minutes of transcription for its clients.  

2.  The  Management  Board  appreciates  the  well-structured  and  consistent  presentation  of  information  in 
respect of the implementation rates of the various actions within each activity. In particular, it welcomes the 
consolidation, as a consequence of the successful implementation of the Centre’s Transformation Plan 2019-
2020, of a more client-oriented approach to quality and an increased offer of bespoke services as required. 
Following the broadening of the Centre’s service offer as part of its transformation plan, the Management 
Board acknowledges  the  efforts  taken  in  2022  to gain  client  feedback  and  supports the  Centre’s  plans  to 
encourage its clients to make full use of the services it offers in the coming years to optimise their translation 
budgets.  

Furthermore, the Board applauds the Centre’s embracing and exploring of new technologies, including the 
piloting of its multi-engine translation strategy in 2022, and that efficiency gains were already reflected in the 
new pricing structure adopted in October 2022. 

The  Board  notes  that  the  Centre  cannot  be  compared  with  agencies  operating  in  the  private  market.  In 
pursuing its mission, the Centre is providing a public good and its work has an impact on how multilingualism 
and technology are developing at both a European and global level. The Board confirms that this is the right 
approach for the Centre to follow. 

3. The Management Board acknowledges the high workload undertaken and the Centre’s commitment and 
dedication, under the leadership of its Director, to its tasks and its clients and for the efficiency of its service. 
The Board notes with satisfaction that the Centre’s client portfolio reached 70 during the year with the signature 

3 

 
of a cooperation agreement with the Unified Patent Court (UPC) and appreciates the Centre’s ongoing efforts 
to increase the number of its clients. 

4. The Centre’s achievements in 2022 are consistent with the consolidation of the progress made under its 
transformation plan. The Management Board welcomes the delivery of bespoke services that included in 2022 
providing specific services to a new client, the European Public Prosecutor’s Office (EPPO). The Board highly 
appreciates  the  Centre’s  continued  commitment  to  interinstitutional  cooperation  in  2022,  including  further 
development  of  the  interinstitutional  terminology  database  IATE  and  the  support  and  maintenance  of  the 
interinstitutional terminology portal EurTerm. 

5.  The  Management  Board  congratulates  the  Centre’s  Director  and  management  group  on  their  effective 
management of the Centre’s financial resources during the year resulting in a an almost balanced budget with 
a budget outturn of minus EUR 1.2 million being carried forward to 2023 after a transfer of EUR 2.3 million to 
the ‘reserve for pricing stability’.  

6. The Management Board considers that Part III of the report contains sufficient information pertaining to 
internal controls and risk management processes in order to assess their effectiveness. The Board notes the 
Centre’s progress in following up on five open recommendations from the IAS audits of 2019 and 2021, with 
three closed and two still open at the year-end (none ‘very important’ or ‘critical) and neither overdue. The 
Board takes note that of the 26 observations made by the European Parliament in the 2020 discharge decision, 
five were still ongoing, and that, in response to observations of the Court of Auditors, the Centre has revised 
its procurement procedures.   

7.  Part  IV  of  the  report  describes  the  building  blocks  of  assurance.  The  Management  Board  notes  with 
satisfaction that the Centre’s management reviewed the Centre’s entire risk portfolio in 2022 and that there 
are no instances of significant and/or repetitive errors or inadequate/ineffective controls and observes that the 
Director’s declaration of assurance is based on a robust control system.  

8.  The  Management  Board  considers  that  the  information  provided  in  the  report  provides  reasonable 
assurance that the resources available to the Centre in 2022 were used for their intended purpose and in 
accordance with the principles of sound financial management. Furthermore, the control procedures in place 
give the necessary guarantees concerning the legality and regularity of the underlying transactions.  

9. Finally, the Management Board congratulates and thanks the Centre’s Director Ildikó Horváth, management 
team and staff, as well as the freelancers and subcontractors who support the Centre, for their commitment 
and the achievements reached in 2022. 

Done at Luxembourg, 25 June 2023  

For the Management Board,  

(electronically signed)  
Christos Ellinides  
Chairman 

4 

 
 
 
 
 
 
EXECUTIVE SUMMARY 

This Consolidated Annual Activity Report 2022 provides an overview of the activity and achievements of 
the Translation Centre for the Bodies of the European Union in 2022. The first part of the report describes 
the implementation of the 2022 work programme, which forms part of the single programming document 
2022-2024 adopted by the Centre’s Management Board. 

According to their importance, and in line with the human and financial resources available for 2022, the 
Centre has attributed the following weightings to its activities: 

• Core operational activity: language services – 70% 

• Support activities – 18% 

• Management and supervision activities – 12% 

Following the end-of-year review carried out by the Centre’s management and the application of these 
weightings, the overall implementation of the 2022 work programme stood at 89.5% based on the initial 
budget for 2022, and 89.6% based on the amending budget 1/2022. 

With  regard  to  the  Centre’s  core  operational  activity,  the  majority  of  the  actions  set  (92.4%)  were 
completed  in  2022.  In  total,  the  Centre  translated  588 033 pages,  compared  with  the  606 256 pages 
forecast in the amending budget 1/2022. The number of document pages for 2022 (348 070) decreased 
by  5.2%  compared  with  2021  (367 264 pages).  This  volume  was  14.9%  lower  than  that  forecast 
(409 035 pages) in the amending budget 1/2022. EU trade marks (239 964 pages) represented 23.1% of 
the Centre’s revenue in 2022 (25.4% in 2021) and 12.6% fewer pages than in 2021 (274 706 pages). EU 
trade marks remain a key product in the Centre’s portfolio, albeit with a downward trend. The Centre 
produced 4 066 minutes of subtitles and 2 661 minutes of transcription for its clients. 

The review of the modularised services shows that the light post-editing service launched in December 
2021 is increasingly being used, even by a small number of clients for the time being. Taken together, the 
light post-editing and full post-editing account for more than 18% of the pages delivered to clients. The 
Paste ‘n’ Go service, which gives clients the possibility of receiving a faster translation of shorter texts is 
not yet generating the expected volume of work. 

In  terms  of  adaptive  translation  technologies,  the  Centre  upgraded  the  computer-assisted  translation 
technology  in  place,  Trados  Studio  2021,  along  with  the  upgrade  of  the  modules  dedicated  to  the 
management of translation memories and batch project creation. The workflow of the language services 
offered by the Centre continued to be streamlined for a better user experience. 

The  action  plan  resulting  from  the  survey  on  the  new  client  feedback  system,  the  Corrected  Version 
Request (CVR), conducted in 2021, was fully implemented in 2022. The actions focused on delivering 
training sessions for clients, the production of a video tutorial explaining the functioning of the CVR and 
bilateral follow-ups of comments made by specific clients. 

The  video  tutorials  addressed  the  recurring  issues  encountered  by  the  external  language  service 
providers or the information needed regarding the new services launched by the Centre. 

The IATE1 developments in 2022 focused on completing and optimising existing key modules such as 
the terminology projects, term recognition and term extraction. Other achievements included the creation 
of  a  content  management  system  for  the  new  IATE  Online  Help,  the  creation  of  a  data  lake  to  store 
additional statistics, and a proof of concept to fully revamp IATE graphic user interface to further enhance 

1 “InterActive Terminology for Europe” database 

5 

 
 
                                                      
user experience. The results of the IATE survey, which received nearly 1 400 replies from internal and 
external users, will be used to identify areas of success and areas for improvement, with a view to further 
engage in specific actions in 2023. 

The implementation rate for the Centre’s support activities was 83.3%. The training tool (EUreka) was 
optimised based on the users’ work experience. The outcome provided by the automated activity-based 
costing module facilitated the cost analysis for the past 2 years. In the light of the conclusions reached, 
the Centre decided not to make changes to its price list. A report on cost improvements identified potential 
lines of action (e.g. invoicing of language services, outsourcing, process and workflow improvements), 
along  with  their  analysis  and  suggested  ways  of  implementation.  The  enhancement  of  the  quality 
performance and retrieval rate of the new tool for managing the translation of EU trade marks did not 
materialise due to clients’ other activities with a higher priority and the limited resources at the Centre’s 
disposal.  The mobile application was decommissioned following the analysis of the statistics on its use, 
and the resources were reallocated towards improving the Centre’s web portals to make them responsive 
and adapted to the mobile platforms, thus reproducing the most relevant features of the mobile application 
while reducing the cost of maintenance. The Centre continued to adapt end-to-end services based on its 
B2B solution, as requested by clients. 

The achievement rate for the management and supervision activities amounts to 81.8%. The level of 
maturity of the Centre’s Business Continuity Management System (BCMS) maintained the highest level 
already achieved in the previous year. Quality audits continued to be conducted during the year to ensure 
compliance and efficiency in the Centre’s processes and procedures. Talent management initiatives were 
implemented via the Centre’s programme of managerial excellence. Staff capabilities were developed 
with  seminars,  ad hoc  training  sessions  and  further  training  sessions on  the  subject  of  post-editing of 
machine translation output and the management of translation memories. 

The  2022  client  satisfaction  survey  was  conducted,  and  the  respondents  expressed  high  rates  of 
satisfaction with the Centre’s services and mutual relations. The subsequent action plan places special 
attention on greater direct communication and information exchange with clients via bilateral meetings, 
training sessions and materials, and the analysis of customised projects. In 2022, the Centre signed a 
cooperation arrangement with the Unified Patent Court (UPC), bringing the Centre’s client portfolio to 70 
clients. The Centre marketed its services especially on the occasion of events such as the Translation 
Contact Network meeting and bilateral meetings with clients. Since highly qualitative source texts are a 
prerequisite  for  delivering  qualitative  translations,  the  Centre  continued  to  emphasise  the  general 
principles of clear writing and the principles of drafting for machine translation presented in the guide 
Writing for machine translation. 

The final 2022 budget outturn includes the result of the actual calculation of the budget outturn for 2022 
(- EUR 0.05 million), plus the 2021 budget outturn of EUR 1.1 million minus EUR 2.3 million transferred 
to the ‘Reserve for pricing stability’ to ensure the budget stability of the Centre in the future. Therefore, 
the  budget  outturn  to  be  carried  forward  in  2023  is  - EUR 1.2  million  and,  consequently,  this  will  be 
included in the amending budget 1/2023. 

The  Centre  invoiced  a  total  of  577 900 pages,  which  is  10 133 pages  less  than  the  pages  translated 
(588 033), the difference being represented by the pages translated for internal use. 

6 

 
 
PART I. 
ACHIEVEMENTS OF THE YEAR  

CHAPTER 1 
CORE OPERATIONAL ACTIVITIES  

The Centre has attributed a weighting of 70% to this activity. The overall implementation rate was 92.4% compared 
with the initial budget for 2022 and 92.5% compared with the amending budget 1/2022. 

Action 1.1 Translate, modify, edit and revise documents in accordance with agreed quality 
criteria 

Indicator/Output: number of pages of documents translated, modified, edited and revised2 
Target 2022: 414 394 pages delivered 3 
Implementation rate: 84% compared with the initial budget, 85% compared with the amending budget (weighting of 
the action within the activity: 11%) 

In 2022, the Centre’s translation volume reached a total of 588 033 pages, which represented an 8.4% 
decrease in the figure for 2021 (641 970 pages). This figure includes documents and EU trade marks, as 
well as the pages translated for the Centre’s own needs. 

With  348  070  pages,  the  number  of  pages  of  documents  (translated,  modified,  edited,  revised,  light 
post-edited, full post-edited, translated automatically and Paste ‘n’ Go) decreased by 5.2% compared to 
2021 (367 264  pages). This figure includes the pages translated for the Centre’s own needs. This volume 
was 16% lower than the forecast (414 394 pages) in the initial budget and 14.9% lower than the forecast 
(409 035 pages) in the amending budget4. With regard to documents, Figure 1 below shows the number 
of translated pages actually invoiced. 

In addition to the above-mentioned services, the Centre also provided other language services. Some 
993.1 person-days were spent on terminology work and 380.6 person-days on language consultancy. 

A total of 21 clients requested the translation or revision of term list entries (see details under action 1.3 
below). The Centre’s clients received 4 066 minutes of subtitling and 2 661 minutes of transcription. 

In the framework of the Centre’s quality assurance assessment of its external language service providers, 
translations produced by its external providers are revised and evaluated by in-house translators prior to 
delivery to clients. In 2022, the translations were assessed as being of reasonable or excellent quality in 
98.8% of cases. 

Although the percentage of external translations of poor quality was low in 2022, the Centre took some 
stringent  measures  against  several  contractors  whose  documents  were  judged  to  be  repeatedly 
unsatisfactory. In 2022, a total of 281 outsourced translation and post-editing jobs were submitted to the 
Centre’s internal Reranking Committee following an assessment of poor quality by internal revisers. The 
results were judged to be conclusive (with poor quality being confirmed for 240 documents, representing 
85.4% of all cases), and contractual measures were applied to the contractors concerned. In some cases, 

(2) This indicator includes the output of the translation, modification, editing, revision, light and full post-editing services (344 621 pages). 

(3) The target for the translation, modification, editing, revision, light and full post-editing services is 411 607 pages. The difference up to the initial budget of 
414 394 pages is the target for actions 1.7 – Automatically translate documents (2 318.5 pages) and 1.8 – Translate documents through the Paste ‘n’ Go 
service (468.5 pages). 

(4) Amending budget 1/2022. 

7 

 
                                                      
these contractual measures included termination of the framework contract, such as in cases where the 
contractor had provided raw or unrevised machine translation output to the Centre. 

The Centre also measured the percentage of outsourced translations for which in-house revisers had 
indicated areas of weakness when filling in the assessment sheets. This percentage indicates where the 
Centre's in-house revisers had spotted problems and were able to improve the translations provided by 
the  external  language  service  providers,  even  if  the  translation  was  found  to  be,  on  the  whole,  of 
reasonable quality. In 2022, 7.6% of the outsourced translations (1 679 documents) (compared to 9.1% 
in 2021 and 10% in 2020) were found to contain at least one area of weakness, which was addressed by 
the revisers before sending the translation to clients. 

Most of the outsourced documents belonged to the general domain (46.8%), followed by the legal (31.7%), 
financial (10.2%), medical (6.9%) and scientific (4.5%) domains. 

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Figure 1: Fluctuations in forecasts vs actual volumes in 2022 (in pages) 

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Preliminary draft budget 2022

Initial budget 2022

Amending budget 1/2022

Delivered pages, including the Centre

Delivered pages, excluding the Centre

Invoiced pages, excluding the Centre

Delivered pages to the EUIPO

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T O T A L

D O C U M E N T S

T R A D E   M A R K S

0

Action 1.2 Translate EU trade marks in accordance with agreed quality criteria 

Indicator/Output: number of pages of EU trade marks translated 
Target 2022: 197 221 pages 
Implementation rate: 100% compared with the initial budget, 100% compared with the amending budget (weighting 
of the action within the activity: 11%) 

Of the 588 033 pages translated in 2022, 239  964 pages (40.8% of the total volume) consisted of EU 
trade marks, in comparison with the 197 221 pages forecast in the initial budget for 2022. The number of 
pages  of EU  trade  marks  translated  represents a 12.6%  decrease in  comparison  with  2021  (274 706 
pages). The fluctuations in forecasts in comparison with actual invoiced volumes are shown in Figure 1 
above. 

The Centre delivered the translations of the EU trade marks on time, 6 days after their submission, in line 
with the objective agreed with the EUIPO for 2022. 

9 

 
 
 
 
Action 1.3 Translate and revise term lists according to agreed quality criteria (including 
Terminology Maintenance Console (EUIPO) terms and designs) 

Indicator/Output: number of terms translated and revised 
Target 2022: 82 427 terms 
Implementation rate: 100% compared with the initial budget, 100% compared with the amending budget (weighting 
of the action within the activity: 3%) 

In  2022,  20  clients  and  the  Centre  requested  the  translation  or  revision  of  135 608  ‘term  list’  entries 
(including  Community  designs,  Euroclass  /  Terminology  Maintenance  Console  terms  and  Design 
Terminology Maintenance Console terms for the EUIPO). 

Action 1.4 Subtitle videos 

Indicator/Output: number of minutes of videos subtitled 
Target 2022: 180 minutes 
Implementation rate: 100% compared with the initial budget (weighting of the action within the activity: 1%) 

The Centre produced 4 066 minutes of subtitles for 12 clients, namely the ECDC, ECHA, EFSA, EIGE, 
ELA, EMCDDA, EP-DGTRAD, EUAA, EU-OSHA, EUROJUST, FRA, Ombudsman, and for its own use. 
The videos are usually embedded in the Agencies’ websites, circulated on social media and/or used in 
presentations. 

Action 1.5 Transcribe audio/video files 

Indicator/Output: number of minutes of audio/video files transcribed 
Target 2022: 1 528 minutes5 
Implementation rate: 100% compared with the initial budget (weighting of the action within the activity: 1%) 

The Centre produced 2 661 minutes of transcription for three clients, EFCA, the EIB and FRA and for its 
own use. 

Action 1.6 Automatically transcribe audio/video files 

Indicator/Output: number of minutes of audio/video files automatically transcribed 
Target 2022: 27 minutes6 
Implementation rate: 0% compared with the initial budget (weighting of the action within the activity: 1%) 

The  Centre  provided  no  minutes  of  automatic  transcriptions  in  2022.  As  opposed  to  the  transcription 
service, there was no human post-editing of the raw output produced by the speech-to-text technologies. 
The technology used for this service is the same as that used for the transcription service. 

Action 1.7 Automatically translate documents 

Indicator/Output: number of pages of documents automatically translated 
Target 2022: 2 318.5 pages 
Implementation rate: 100% compared with the initial budget (weighting of the action within the activity: 1%) 

The Centre provided 3 188.5 pages of automatic translation to the EMCDDA and FRA, and for its own 
use.  The  automatic  translation  and  light  post-editing  services  provided  by  the  Centre  are  based  on 

5 Internal estimate. 

6 Internal estimate. 

10 

 
                                                      
machine translation. Machine translation allows clients to request the automatic translation of documents 
and other types of texts based on a combination of the Centre’s translation memories and custom machine 
translation engines. It does not include any quality control by linguists, nor any preparation of the source 
documents for technical processing or formatting. Automatic translation requests are processed in a very 
short timeframe. Automatic translation can be used to quickly translate a text from a language one does 
not understand in order to have an idea of its content. This kind of translation is meant for internal use 
and should not be published. 

Action 1.8 Translate documents through the Paste ‘n’ Go service 

Indicator/Output: number of pages of documents translated through the Paste ‘n’ Go service 
Target 2022: 468.5 pages 
Implementation rate: 56% compared with the initial budget (weighting of the action within the activity: 1%) 

This year the Centre delivered 260 pages of the Paste ‘n’ Go service to the ECDC, ECHA, EEL2, ELA, 
EPPO, ETF, EUIPO, and for its own use. 

Paste ‘n’ Go is a translation service for texts of up to 6 000 characters, with simple formatting options. 
Instead of uploading files to the Client Portal, clients just paste the text to be translated in a specific area 
of the Client Portal and, upon delivery of the translated text, copy it back into their own system. This new 
service was particularly appreciated by clients for obtaining a faster translation of short texts. 

Action 1.9 Ensure on-time delivery of services to clients 

Overall implementation rate: 100% (weighting of the action within the activity: 11%)  
Indicator/Output: percentage of deadlines met 
Target 2022: >99% of deadlines met 
Implementation rate: 100%  

The Centre delivered services to its clients on time in 99.1% of cases (99.9% in 2021 and 99.7% in 2020). 

Specifically, with regard to documents, the Centre delivered translations of documents to its clients on 
time in 99.9% of cases (99.7% in 2021 and 99.4% in 2020). In this context, ‘translations’ include translation, 
editing, modification and revision, invoiced in pages. This excludes EU trade marks as they are always 
sent by the contractual deadline. It is also worth noting that the Centre delivered translations ahead of the 
deadline in 58% of cases (compared to 45% in 2021 and 38% in 2020). 

In 2022, 68.9% of translations were requested with a normal deadline, 13.8% were classified as slow and 
15.8%  were  urgent.  In  2021,  these  figures  were  66.8%,  15.6%  and  16.2%,  respectively.  The  ‘slow’ 
delivery translation service represented 13.8% of the volume of documents translated in 2022, a decrease 
of 11.5% compared to 2021 (15.6%). The demand for ‘very urgent’ translation services remained low, 
comprising 1.5% of the total translation volume. 

Indicator/Output: rate of renegotiated deadlines 
Target 2022: <=8% 
Implementation rate: 100% 

In 2022, the Centre renegotiated 2.13% of agreed deadlines for services to clients (in comparison with 
2.9% in 2021 and 3.1% in 2020). In practice, this means that deadlines agreed initially were modified in 
the course of ongoing jobs, and that both parties agreed to the renegotiated deadlines. Considering that 
in 2021, with the introduction of the custom translation work method and the simplification of the price 
structure, the indicative turnaround times were reduced, the renegotiation rate in 2022 shows that the 
workflow  could  adapt  to  the  new  turnaround  times  as  a  result  of  higher  efficiency  and  resource 
optimisation. 

11 

 
Action 1.10 Monitor translation quality ex post 

Overall implementation rate: 100% (weighting of the action within the activity: 3%) 
Indicator/Output: number of ex  post quality checks (EPQC) on translations provided to clients 
Target 2022: EPQC undertaken on a quarterly basis on translations provided to clients 
Implementation rate: 100% 

In  addition  to  quality  control,  the  Centre  regularly  carries  out  ex post  quality  controls  on  translations 
delivered  to  its  clients  to  detect  any  recurring  problems  in  the  translation  process  and  to  take  the 
appropriate remedial actions. 

Four ex post controls took place in 2022, i.e. one per quarter, on documents from a range of clients in 
different domains. These ex post quality controls were carried out on samples selected from the whole 
translation output and included full post-edited translations, too. 

Indicator/Output: percentage of excellent translations provided to clients following ex  post quality control 
Target 2022: 25% 
Implementation rate: 100% 

In 2022, 52.6% of translations delivered by the Centre were considered of excellent quality following the 
ex post quality control. The percentage increase compared to the previous years as it was 47.9%in 2021 
and 45.8% in 2020. 

Indicator/Output: percentage of fit-for-purpose translations provided to clients following ex  post quality control 
Target 2022: 72% 
Implementation rate: 100% 

The result of the ex post quality control states that 46.9% of the translations delivered by the Centre were 
considered ‘fit for purpose’. This percentage is lower than in 2021 (50.5%) and 2020 (53%). The outcome 
remains positive as the difference can be found in the percentage of excellent translations, which is higher 
than the two previous years. 

Indicator/Output: percentage of poor translations provided to clients following ex  post quality control 
Target 2022: 3% 
Implementation rate: 100% 

The remaining 0.5% of translations delivered to clients were not up to the required standards following 
the  ex post  quality  control.  The  result  is  lower  compared  with  2021  (1.6%).  These  translations  were 
analysed within the relevant language groups, and corrective measures were taken, as appropriate. 

Action 1.11 Review the functioning of ‘post-editing of machine translation output’ as a new 
requirement for external language service providers 

Indicator/Output: review and subsequent report completed 
Target 2022: 100% 
Implementation rate: 100% (weighting of the action within the activity: 3%) 

Following  the  introduction  of  the  custom  translation  work  method,  the  launch  of  the  light  post-editing 
service  and  the  outsourcing  of  post-editing  jobs  to  external  language  service  providers,  the  Centre 
completed the development of an advanced tracking and quality monitoring system to measure the quality 
of the internal machine translation outputs by analysing the effort carried out by both external language 
service providers and in-house translators with regard to post-editing tasks (both full and light post-editing). 
The  results  of  this  analysis  are  monitored  on  a  monthly  basis  and  show  different  levels  of  difficulties 
depending on several criteria. Thanks to this advanced solution, the Centre is now able to identify areas 
of improvement and take subsequent actions at language-pair level. 

12 

 
Action 1.12 Implement measures identified in the ‘Translation Quality Assurance Action 
Plan 2021-2022’ 

Indicator/Output: percentage of implemented actions included in the Translation Quality Assurance Action Plan 
2021-2022 
Target 2022: 100% 
Implementation rate: 95% (weighting of the action within the activity: 4%) 

The Centre finalised the implementation of actions included in the biennial Translation Quality Assurance 
Action Plan (TQAAP) 2021-2022 adopted at the beginning of 2021. By the end of 2022, its implementation 
rate amounts to 95.3%. 

The main actions finalised in 2022 were the following: 

- 
- 

- 

- 

- 

- 

training in-house translators in specific subject matters (in particular legal, financial and energy); 
optimising the reranking procedure and improving the reranking volet of eCdT to speed up the 
dynamic ranking of external language service providers; 
upgrading  the  teleworking  infrastructure  to  allow  for  the  structural  teleworking  of  all  staff  by 
deploying the new teleworking equipment; 
reviewing and updating the general instructions for freelancers for all the official languages of the 
EU; 
implementing the action plan derived from the general client satisfaction survey as well as the 
action plan from the CVR survey; 
establishing and analysing regular client-specific statistical reports. 

Action 1.13 Analyse the data and the impact of the implementation of the data-driven 
approach 

Indicator/Output: outsourced translations revised using the data-driven approach, based on a pilot project 
Target 2022: 100% 
Implementation rate: 100% (weighting of the action within the activity: 1%) 

In  accordance  with  the  data-driven  translation  approach,  the  Centre  started  to  invoice  translations  at 
different quality levels. The Centre produced and invoiced 3 188.5 pages of automatic translation requiring 
no quality control, in principal for the EMCDDA. The light post-editing counted for a volume of 13 467.5 
pages at the request of several clients, namely EPPO, the EMCDDA, ESMA and CJEU while the full 
post-editing service reached a volume of 45 945 pages. 

Action 1.14 Implement improvements resulting from the survey on the new client feedback 
system (CVR) conducted in 2021 

Indicator/Output: all improvements resulting from the survey in 2021 are implemented 
Target 2022: 100% 
Implementation rate: 100% (weighting of the action within the activity: 4%) 

The action plan resulting from the survey on the new client feedback system (CVR) conducted in 2021 
contained three actions that were fully implemented in 2022. The actions focused on delivering training 
sessions for clients, the production of a video tutorial explaining the functioning of the CVR and bilateral 
follow-ups of comments made by specific clients. 

It should be noted that for the second subject covered by this survey, the eCdT mobile application, the 
two  defined  actions  were  cancelled  as  a  result  of  the  low  usage  rate  of  the  application  and  the 
management decision to discontinue it by the end of 2022. 

13 

 
 
Action 1.15 Prepare tutorials and training material for external language service providers 

Indicator/Output: number of tutorials and training material released for external language service providers 
Target 2022: at least one tutorial / video clip for external language providers 
Implementation rate: 100% (weighting of the action within the activity: 1%) 

As in the previous years, the Centre continued to release tutorials to address recurring issues encountered 
with external language service providers or provide them with information concerning the new services 
launched by the Centre. In January 2022, the Centre published a tutorial on the simplified negotiated 
procedure, explaining how it was updated, along with a few guidelines on how to carry out light post-
editing tasks. A new version of the freelance portal user manual and a frequently asked questions (FAQ) 
page were released. 

Action 1.16 Organise training sessions for clients on how to enhance the output of 
machine translation 

Indicator/Output: training sessions delivered 
Target 2022: two training sessions 
Implementation rate: 100% (weighting of the action within the activity: 3%) 

A presentation on drafting tips aiming at improving the quality of documents for machine translation was 
delivered to the clients attending the Translation Contact Network event organised in April 2022. 

The Director and Head of the Translation Department took the opportunity to emphasise the importance 
of the clear and concise drafting of texts intended for machine translation and to promote the Centre’s 
booklet  Writing  for  machine  translation  on  the  occasion  of  their  visit  to  the  EMCDDA’s  premises  in 
November 2022. 

Action 1.17 Review the functioning of modularised translation services 

Indicator/Output: modularised translation services reviewed 
Target 2022: 100% 
Implementation rate: 100% (weighting of the action within the activity: 4%) 

The light post-editing (LP) service was launched in December 2021 and used as from 2022, while the 
custom translation mode has been in production since the beginning of 2021. During 2022, the custom 
translation represented slightly more than 25% of translation jobs and counted for 14% of pages delivered. 
The light post-editing service is increasingly being used, even if by a small number of clients for the time 
being. Taken together, the light post-editing and full post-editing represented almost 26% of the translation 
jobs and more than 18% of pages delivered to clients. 

Throughout the year, the Centre analysed the use and functioning of these new options, by means of 
monthly reports and a dashboard. The aim was to measure the translators' efforts and to analyse the 
impact of these working methods in terms of workload for in-house translators and quality. As a conclusion, 
both solutions were found to be promising, both in terms of quality and efficiency gains. 

Action 1.18 Review the indicative turnaround times of all services 

Indicator/Output: turnaround times of all new services reviewed 
Target 2022: 100% 
Implementation rate: 100% (weighting of the action within the activity: 3%) 

In  October  2022,  the  Centre  presented  the  indicative  turnaround  times  for  the  light  post-editing  and 
subtitling services to the Management Board. The launch of the light post-editing service came along with 
a turnaround time table which was confirmed as fit for this new service over the year. 

14 

 
Action 1.19 Review the new added value services 

Indicator/Output: new added value services are reviewed and adjustments are made 
Target 2022: 100% 
Implementation rate: 100% (weighting of the action within the activity: 3%) 

In the recent past, the Centre launched two new services, Paste ‘n’ Go (PG) and light post-editing (LP). 
The analysis conducted by the Centre shows that the Paste ‘n’ Go service is not particularly requested by 
clients, while the demand for the light post-editing service is increasing. As the initial feedback from the 
clients which have started using this service is fairly positive, the Centre expects a further increase in 
terms of volume. 

Action 1.20 Organise bilateral meetings with clients to discuss client-specific service 
requests 

Indicator/Output: bilateral meetings for client specific requests are organised 
Target 2022: 100% 
Implementation rate: 100% (weighting of the action within the activity: 3%) 

Around half of the clients met the Centre’s representatives during the year. More than one meeting was 
held for many clients: EIOPA, EC DGT, EUIPO, COR/EESC, CJEU, EMA, ECA, EUAA, EIGE, F4E, EPPO, 
ELA, EP DG TRAD, EASA, BEREC Office, EEA, EBA, UPC, ESMA, ECHA, ETF, EMCDDA, FRA, SRB, 
EMSA, EIB, Frontex and 7 JUs. These meetings aimed mainly at reviewing the current state of play of 
cooperation, discussing specific projects, identifying clients’ challenges and future needs with regard to 
multilingualism,  and  seeing  how  the  Centre’s  wide  range  of  services  could best help  them  meet their 
communication objectives. 

As a result of these meetings, 38 actions were defined in 2022, out of which 22 (57.9%) were implemented 
during the year. The work continued with regard to the 21 actions carried over from the previous year. 
Overall,  the  implementation  rate  of  new  and  carried  over actions  reached 66.1%,  thus  exceeding  the 
implementation rate of 60.4% of the previous year. 

For  more  details  on  client  meetings  and  specific  project  achievements  for  clients,  please  refer  to  the 
Highlights 2022 report. 

Action  1.21 Proactively explore any business opportunity by providing bespoke services 

Indicator/Output: action plan defined and implemented 
Target 2022: 100% 
Implementation rate: 100% (weighting of the action within the activity: 3%) 

The topic of bespoke services was discussed with EPPO, EUIPO and the EUAA during the year. Two 
specific  solutions,  concerning  the  handling  of  guidelines  and  non-EU  Euroclass  expressions  were 
implemented.  Furthermore,  the  Centre  put  in  place  a  specific  procedure  for  confidential  documents, 
whereby selected embedded translators7 work within the Centre’s IT infrastructure. 

Several developments were implemented for the eTra-Local solution to allow the automatic translation of 
confidential documents. The main developments concern a new functionality in the eTra-Local portal that 
is similar to the Paste ‘n’ Go feature in the Client Portal, a new staging environment setup for the eTra-
Local solution, an EU Login security mechanism, and the addition of new engine combinations to be used 
within the eTra-Local environment. 

7 Embedded  translators  are  freelance  translators  selected  through  public  procurement  procedures who  provide  translation 
services from their own equipment but connected to the Centre’s IT environment. 

15 

 
                                                      
The Centre has also started the analysis of the needs expressed by the EUAA during the bilateral meeting 
held in November 2022. 

Action  1.22 Continue identifying and exploiting adaptive translation technologies 
interactively integrated with translation tools 

Indicator/Output: implementation rate of new translation technologies identified in 2020 
Target 2022: 100% 
Implementation rate: 100% (weighting of the action within the activity: 4%) 

In  November  2022,  the  Centre  upgraded  the  computer-assisted  translation  technology  used,  Trados 
Studio 2021. This upgrade was in line with the upgrade of a number of other tools such as the modules 
dedicated to the management of translation memories and batch project creation, as well as other tools 
aimed at a better user experience. A series of improvements in terms of the integration of different tools 
and functionalities contributed to streamline the workflow of the language services offered by the Centre. 

Action  1.23 Continue developing customised machine translation engines in other areas, 
subject to availability of relevant data 

Indicator/Output: develop customised machine translation engines 
Target 2022: 100% 
Implementation rate: 100% (weighting of the action within the activity: 4%) 

Several actions were carried out to enhance the Centre’s MT-based translation services, in particular by 
expanding  the  domain  coverage  of  the  Centre’s  machine  translation  (MT)  system  Neural  Integrated 
Custom Engines (NICE). Based on the historical translation volumes and the analysis of the available 
data, a decision was made to prototype engines in two new domains: finance and social matters. During 
the  first  half of  the  year, the  MT  team  gathered  the  corresponding  requirements for  building  two pilot 
engines  per  domain  (English-French  and  English-Swedish).  After  training  the  MT  models,  a  human 
evaluation  phase  was  carried  out,  involving  two  translators  per  language.  The  results  from  both  the 
automatic metrics and the human evaluation exercises were favourable, and the engines were deemed 
fit-for-purpose, in particular in the financial domain. 

Action  1.24 Start implementing the actions defined in the eCdT evolution2 project related 
to the pre-processing 

Indicator/Output: action plan implemented 
Target 2022: 50% 
Implementation rate: 100% (weighting of the action within the activity: 3%) 

This action is part of the eCdT refactoring activity, specifically the refactoring of screens and functionalities 
for  the  Translation  Support  Department.  The  brainstorming  sessions  and  the  development  of 
requirements led to the implementation of some developments such as the screens for the authorising 
officers and the Reranking Committee members. The reranking workflow has been completely modified, 
simplifying and streamlining the tasks of the Reranking Committee and all the other stakeholders. The 
translation module has a more ergonomic and user-friendly application, such as new advanced filters. 
The second part of the action plan will be implemented during 2023. 

Action  1.25 Provide technical and organisational support for the IATE database 

16 

 
Indicator/Output: implementation rate of IATE features according to the interinstitutional project plan 2022 
Target 2022: 100% 
Implementation rate: 78% (weighting of the action within the activity: 3%) 

The  IATE  Management  Group,  chaired  by  the  Translation  Centre,  followed  up  and  coordinated  the 
interinstitutional terminology work and the activities relating to the administrative, budgetary and technical 
management of the IATE system. 

The  IATE  developments  focused  mainly  on  completing  and  optimising  the  existing  key  modules  (i.e. 
terminology projects, term recognition and term extraction) and addressing numerous change requests 
and improvements suggested by users. Some work on new popular features was also undertaken, with 
the creation of a content management system for the new IATE Online Help, the development of a public 
IATE search widget to be released in 2023, the creation of a data lake to store additional statistics, and a 
proof of concept to fully revamp the IATE graphic user interface, adopting new trends to further enhance 
user experience. The IATE Studio plugin was improved with new features and adaptations. The IATE 
support and development team ensured a timely monitoring and maintenance of the cloud-based system, 
with careful management of security aspects and ensuring optimal performance. 

It is also worth mentioning the launch of an IATE survey, which had a very high participation rate, with 
nearly 1 400 replies from internal and external users. A detailed analysis is ongoing to identify areas of 
success and areas for improvement, with a view to further engage in specific actions in 2023. 

The Centre continued to ensure the support and maintenance of the interinstitutional terminology portal 
EurTerm. 

Even  though  not  all  the  programmed  deliverables  could  be  completed,  given  the  ambitious  work 
programme, 2022 was another successful year with further enrichment of the IATE system and a high 
degree of reactivity to meet users’ demands. 

Action  1.26 Implement the adapted version of eCdT together with interested 
interinstitutional partners 

Indicator/Output: number of adaptations 
Target 2022: 1 
Implementation rate: 0% (weighting of the action within the activity: 3%) 

Over the past few years, the Centre has made considerable efforts in promoting eCdT as Software as a 
Service (SaaS) within the EU institutional environment. In 2022, the eCdT platform was presented to the 
European Economic and Social Committee and to the Committee of the Regions. For the time being, no 
EU institution has expressed the intention to adopt the eCdT platform as an SaaS or in any other form. 

Action  1.27 Share the Centre’s knowledge and expertise within the ICTI framework 

Indicator/Output: number of presentations to the ICTI8 members 
Target 2022: 1 
Implementation rate: 100% (weighting of the action within the activity: 3%) 

At the Coordination Committee for Translation and Interpretation (CCT) meeting in May 2022, the Centre 
made a presentation on the regular reports on full post-editing. In June 2022, the Centre presented its 
new services to the members of the Interinstitutional Quality Network, and the light post-editing service 
was presented at the meeting of the Interinstitutional Language Technology Group. 

8 Interinstitutional Committee for Translation and Interpretation. 

17 

 
 
                                                      
CHAPTER 2 
SUPPORT ACTIVITIES 

The Centre has attributed a weighting of 18% to this activity. The overall implementation rate was 83.3%. 

Action  2.1 Develop or buy solution in order to manage the establishment of the budget 

Indicator/Output: solution bought or developed 
Target 2022: 100% 
Implementation rate: 100% (weighting of the action within the activity: 17%) 

The Centre studied the alternatives of buying or developing internally a solution for the establishment of 
the budget. The analysis led to the conclusion that an in-house solution was more suitable for the Centre’s 
needs as the developed solution would be integrated with the automation of the activity-based budgeting 
project. 

Action  2.2 Further optimise the training management tool 

Indicator/Output: training management tool optimised 
Target 2022: 100% 
Implementation rate: 100% (weighting of the action within the activity: 11%) 

The  feedback  on  the  new  training  tool,  Eureka,  was  collected  from  the  users,  and  the  immediate 
bugs/errors were reported to the IT Department and solved satisfactorily. EUreka is functioning well and 
addresses the needs of the Human Resources (HR) section as a training management tool. Nevertheless, 
a list of further possible improvements for 2023 was established and shared with the project management 
office. 

Action  2.3 Based on the analysis of the costs, derived from the ABC methodology, 
introduce adjustments in terms of price of the new services, if necessary 

Indicator/Output: price adjustments introduced (if necessary) 
Target 2022: 100% 
Implementation rate: 100% (weighting of the action within the activity: 17%) 

During 2022, the automated activity-based costing module was delivered, and the analyses for 2021, and 
the first 10 months of 2022 took place in December. Following these analyses, the Centre decided not to 
make changes in its price list. A new analysis is planned in 2023. 

Action  2.4 Based on the analysis of the ABC methodology, identify the cost improvements 
for each activity 

Indicator/Output: report on cost improvements 
Target 2022: 100% 
Implementation rate: 100% (weighting of the action within the activity: 17%) 

An interdepartment working group was set up to identify potential cost improvements based on the results 
of the activity-based costing for 2021. The report on cost improvements identified the potential lines of 
action  (e.g.  invoicing  of  language  services,  outsourcing,  process  and  workflow  improvements, 
multi-engine strategy), along with their analysis and suggested ways of implementation. 

18 

 
Action  2.5 Implement the selected actions to enhance the quality performance and 
retrieval rate of the new tool for managing the translation of EU trade marks 

Indicator/Output: action plan is implemented 
Target 2022: 100% 
Implementation rate: 0% (weighting of the action within the activity: 17%) 

Due to the limited resources at the Centre’s disposal and the prioritisation of other activities for clients, it 
was not possible to implement this action. The new tool for managing the translation of EU trade marks 
is already available as a backup solution should the existing tool no longer function properly, and therefore 
the resulting delay in implementing this action had no impact on the Centre’s performance. 

Action  2.6 Implementation of action plan resulting from survey on the use of the Centre’s 
mobile application 

Indicator/Output: action plan implemented 
Target 2022: 100% 
Implementation rate: 100% (weighting of the action within the activity: 6%) 

The mobile application has been decommissioned following the analysis of the statistics on its use. 

Considering the low usage of some profiles in the application and its level of utilisation, the resources 
have been reallocated towards the improvement of the Centre’s web portals, to make them responsive 
and adapted to mobile platforms, thus reproducing the most relevant features of the mobile application, 
while reducing the cost of its maintenance. The decision to decommission the mobile application and to 
reallocate resources was taken in order to ensure the best possible efficiency of the Centre’s development 
team. 

Action  2.7 Upon client request, adapt end-to-end services, e.g. based on the Centre’s B2B 
solution 

Indicator/Output: all incoming requests are analysed 
Target 2022: 100% 
Implementation rate: 100% (weighting of the action within the activity: 17%) 

Upon clients’ requests, the Centre analysed their needs and planned and launched different activities. For 
the EUIPO, the actions focused mainly on implementing solutions for the Guidelines, non-EU Euroclass 
expressions, Business-to-Business (B2B) change requests and improvements to the CVR module. For 
one client, the Centre organised, among other things, the installation of additional engines, worked on the 
EU Login and on a kind of Paste ‘n’ Go solution for eTra-Local. The Centre held initial discussions with 
the EUAA to determine how to streamline their processes and adapt the CVR solution according to its 
needs. The Centre also adapted its workflow model to respond to a specific request from the European 
Court of Justice on the light post-editing service. 

19 

 
 
 
 
 
 
CHAPTER 3 
MANAGEMENT AND SUPERVISION ACTIVITIES  

The Centre has attributed a weighting of 12% to this activity. The overall implementation rate was 81.8%. 

Action  3.1 Maintain the level of maturity of the Centre’s Business Continuity Management 
System (BCMS) 

Indicator/Output: level of maturity 
Target 2022: 3 
Implementation rate: 100% (weighting of the action within the activity: 8%) 

The  business  continuity  readiness  maintained  the  same  level  as  in  2021  (3-green)  following  the 
assessment performed by the Business Continuity Management Team. The evaluation of the business 
continuity  readiness  is  directly  linked  to  the  implementation  of  the  Centre’s  annual  work  programme 
relating to the business continuity management system (BCMS). 

In  addition  to  the  general  management  system  maintenance  tasks  planned  for  the  year,  the  Centre 
embarked on a major project to migrate all staff from using fixed PC towers to portable equipment with a 
view to increasing the Centre’s resilience. This migration to portable equipment is the main element of the 
Centre’s new business continuity (BC) solution. The majority of the project was completed by the end of 
November and the remaining part will be completed by the end of March 2023. 

Action  3.2 Implement actions to comply with the Internal Control Framework (ICF) 

Indicator/Output: percentage of very important recommendations fully implemented 
Target 2022: 90% of very important recommendations outstanding on 1 January 2022 fully implemented 
Implementation rate: N/A (weighting of the action within the activity: 17%) 

The Internal Audit Service (IAS) rates its audit recommendations within three main categories: Critical, 
Very Important and Important9. There were no ‘Very Important’ recommendations pending in 2022. In 
fact, the Centre has not received any new ‘Very Important’ recommendations since 2015 (see Part II.A, 
Chapter 8, ‘Follow-up of recommendations and action plans for audits and evaluations’, for more details 
on the status of internal audit recommendations). 

Action  3.3 Perform the quality audit programme 

Indicator/Output: number of quality audits performed 
Target 2022: at least two quality audits performed 
Implementation rate: 100% (weighting of the action within the activity: 8%) 

The annual quality audit programme included the audits of two procedures, namely M13_1: Annual review 
of  performance  monitoring  structure  and  C11_9:  Process  the  ‘Corrected  Version  Requests’  (CVRs) 

9 Rating of audit recommendations of the Internal Audit Service (IAS): 
1 – CRITICAL: Fundamental deficiency in the audited process that is detrimental at the audited DG/Agency/autonomous body level. Immediate and decisive 
action is required. Could lead to a reservation in the CAAR. 
2 – VERY IMPORTANT: Fundamental deficiency in the audited process that is detrimental to the whole process. Does not lead to a reservation in the CAAR 
if only one recommendation. Prompt action is required. Several very important recommendations related to the same process could lead to a reservation in 
the CAAR. 
3 – IMPORTANT: Significant deficiency in the whole audited process or fundamental deficiency to a significant part of the audited process. Action is required 
as soon as possible but it may not delay the actions taken to address critical or very important issues. Does not lead to a reservation in the CAAR. 

20 

 
                                                      
 
returned  by  clients.  The  two  quality  audits  were  successfully  completed  during  the  year.  The  work  is 
performed in line with the formal description of the procedures, and no deviations were registered during 
the field work. Several remarks and suggestions aiming at their optimisation were identified by auditees 
and auditors and included in the quality audit reports. Specific actions for their resolution are included in 
the subsequent action plans. 

Action  3.4 Implement talent management initiatives 

Indicator/Output: percentage of implementation of talent management initiatives 
Target 2022: talent management initiatives implemented 
Implementation rate: 100% (weighting of the action within the activity: 8%) 

Leadership and managerial skills were identified through the annual appraisal exercise by the reporting 
officers.  The  exercise  was  launched  in  January  and  finalised  before  the  launch  of  the  promotion  and 
reclassification exercise. In February, staff members were identified for further development of leadership 
and managerial competences through the Programme of Managerial Excellence (call for expressions of 
interest 2022-2024), a professionalisation path aimed at staff members who do not occupy a managerial 
or head of section post, but whose tasks involve or might involve in the future extra responsibilities and/or 
a  resource  management  dimension.  The  Guidelines  for  the  managerial  development  adopted  in 
December 2019 were implemented throughout the year, with various specific training sessions for the 
participants in the programme. 

Action  3.5 Develop key staff capabilities (e.g. postediting of machine translation output, 
management of translation memories) for newly-recruited staff 

Indicator/Output: percentage of staff identified to receive training in post-editing of machine translation output, 
management of translation memories 
Target 2022: 100% 
Implementation rate: 100% (weighting of the action within the activity: 17%) 

The Centre organised several seminars and ad hoc training sessions, with further training sessions on 
the subject of the post-editing of machine translation output and management of translation memories. 
New staff joining the Centre throughout the year were trained in these subjects. All selected staff were 
trained on the use of machine translation, post-editing and the evaluation of machine translation output in 
the past. 

Action  3.6 Conduct annual client satisfaction survey and implement the actions resulting 
from it 

Overall implementation rate: 82% (weighting of the action within the activity: 8%) 
Indicator/Output: client satisfaction survey conducted 
Target 2022: 100% 
Implementation rate: 100% 

The annual client satisfaction survey was conducted in February and March 2022. In total, the Centre 
received 23, a response rate of 36%. In 2022, more clients indicated that they had consulted colleagues 
from various departments, which gives the Centre a better insight into their needs and requirements. As 
in  the  past,  clients’  priorities  in  order  of  importance  remain:  quality  of  translation,  quality  of  relations, 
deadlines, price, language combinations and formatting. 

Overall, the survey demonstrated high rates of client satisfaction with the Centre’s services and mutual 
relations. Some of the clients suggested that the Centre should hold training sessions on the functioning 

21 

 
 
of  the  Client  Portal.  In  particular,  the  comments  focused  on  how  to  place  complex  requests 
(e.g. modification requests), how to make use of the Corrected Version Request (CVR) and how to take 
advantage of the budget forecasting and consumption tool. 

Indicator/Output: action plan implemented 
Target 2022: 100% 
Implementation rate: 63% 

Upon analysis of the survey outcome and clients’ comments and suggestions, the Centre’s management 
agreed on an action plan for 2022 comprising four areas of action and eight actions. More than half (62.5%) 
of the action plan was implemented by the end of the year. The remaining actions will be settled early in 
2023. 

The action plan places special attention on more direct communication and information exchange with 
clients  via  bilateral  meetings  (see  Action 1.20),  training  sessions  and  materials,  and  analysis  of 
customised projects. In addition to releasing video tutorials on the functioning of the Client Portal, the 
Centre  organised  two  online  training  sessions  on  the  Client  Portal.  The  first  was  dedicated  to  the 
functionalities relating to the creation of requests and Corrected Version Requests (CVRs), showing how 
to  create  a  complex  request  and  how  to  fill  in  a  CVR.  The  other  session  was  devoted  to  the  budget 
forecasting  and  consumption  monitoring  tool.  Specific  focus  was  placed  on  the  importance  of  clients’ 
budget forecasts for the Centre’s own budget planning process, and the fact was stressed that clients can 
adjust their forecasts several times per year according to their evolving needs. 

Both  sessions  were  very  well  received  by  the  clients,  who  appreciated  the  explanations  given  by  the 
presenters and the opportunity to clarify their pending questions. The Centre took advantage of these 
sessions to announce the release of a series of Client Portal tutorials. 

Action  3.7 Approach new EU bodies to seek cooperation agreements 

Indicator/Output: number of cooperation agreements signed with new EU bodies 
Target 2022: cooperation agreements signed with new bodies, if any 
Implementation rate: 100% (weighting of the action within the activity: 8%) 

In 2022, the Centre signed a cooperation arrangement with the Unified Patent Court (UPC), bringing the 
Centre’s  client  portfolio  to 70  clients.  The  UPC  is  a  court  common  to the  Contracting  Member States 
having ratified the UPC Agreement. It will have exclusive competence in the Contracting Member States 
in respect of European patents and European patents with unitary effect (unitary patents). The exclusive 
competence  as  regards  European  patents  will  however  be  subject  to  exceptions  during  a  transitional 
period of 7 years. The UPC will thus constitute a cornerstone of the centralised European patent system, 
within the framework of which it will cooperate closely with the European Patent Office based in Munich 
(Germany). 

Action  3.8 Marketing of the Centre’s services 

Indicator/Output: number of marketing activities undertaken 
Target 2022: 1 
Implementation rate: 100% (weighting of the action within the activity: 8%) 

The Centre presented its Highlights of the year 2021 report to the Management Board in March 2022 and 
released  the  publication  with  an  article  on  its  website  and  posts  on  its  social  media  channels.  The 
publication contains detailed information on the Centre’s services and achievements. 

22 

 
 
 
An important occasion for marketing the Centre’s services was the annual Translation Contact Network 
meeting  organised  on  28 April  2022  (see  Action 3.9),  as  well  as  bilateral  meetings  with  clients  (see 
Action 1.20). 

The Centre launched a marketing campaign in July 2022 consisting of a video, a leaflet, articles and social 
media posts to promote its newly introduced light post-editing service. In addition, it released a leaflet 
outlining  the  advantages  of  using  the  various  translation  services  involving  human  and  machine 
translation. 

Regular articles and social media posts on IATE and terminology work undertaken by the Centre, such 
as in the energy field, were published throughout the year. 

Generally  speaking,  during  2022  the  Centre  expanded  its  activities  on  social  media  by  increasing  its 
participation in conferences and other outreach activities; joining EU Agencies’ communication campaigns; 
and initiating its presence on EUVoice and EUVideo, two social media platforms set up by the EDPS in 
cooperation with the Directorate-General for Informatics (DG DIGIT) of the European Commission. 

For more details on the many outreach activities undertaken during the year, please refer to the Highlights 
of the year 2022 report. 

Action  3.9 Organise meetings or events of the Translation Contact Network 

Indicator/Output: number of online or physical meetings held 
Target 2022: 1 
Implementation rate: 100% (weighting of the action within the activity: 8%) 

Some  45  representatives  from  29  EU  Agencies,  bodies  and  institutions  attended  the  Centre's 
7th Translation Contact Network (TCN) meeting, held online on 28 April 2022. 

In addition to a detailed overview of the Centre’s service offer in the areas of translation and language 
consultancy, the half-day online event dealt with tips on writing for machine translation, web translation 
as a means for boosting external outreach, EFSA’s experience with the Centre’s custom web translation 
tool, terminology management, and Irish as a fully-fledged official EU language. 

Action  3.10 Development of a guide on writing for machine translation and promotion of 
the investment in quality of source-texts 

Indicator/Output: guide is published and promotion action organised 
Target 2022: 1 
Implementation rate: 100% (weighting of the action within the activity: 8%) 

When drafting any text, in addition to the general principles of clear writing which have to be followed 
there are some specific points that relate to drafting for machine translation. The guide Writing for machine 
translation addresses these points by providing useful tips and real-life examples in various official EU 
languages. Although the drafting of the guide was planned for 2022, the guide was already drafted and 
published  in  December  2021  due  to  the  increasing  interest  in  the  use  of  machine  translation.  The 
promotion  of  the  guide  started  immediately  after  its  publication  in  December  2021  and  continued 
throughout 2022. 

23 

 
 
 
CHAPTER 4 
ADDITIONAL ACTIVITIES 

Corrected version requests (CVRs) 
This service was introduced in August 2020 and replaced the former client satisfaction form (CSF) process 
with the aim of bringing a more structured approach to quality management on behalf of the client and to 
meet client requests to have a corrected version of translations after delivery. 

After almost two and a half years, the CVRs remains an accurate method for clients to provide feedback 
that contributes to the systematic update of the translation memories. 

In 2022, the Centre received 1 379 CVRs out of 65 047 jobs delivered for services where the CVR was 
applicable, i.e. a return rate of 2.1%. 

28.6% of CVRs (395 jobs) were marked as excellent, 58.3% (804 jobs) were marked as fit for purpose 
and 13.1% (180 jobs) were marked as not fit for purpose. 

The volume of CVRs with a second iteration amounted to 56, representing 4.1% of the CVRs received. 

These figures are based on CVRs received and express the clients’ perception. The CVRs are analysed 
by the in-house translators, and detailed feedback is provided to clients. This feedback may be partly or 
totally  in  agreement/disagreement  with  the  clients’  comments.  The  Centre  tries  to  satisfy  clients’ 
preferences and needs, and to always build a constructive dialogue on terminology and linguistic matters. 

The flexibility of the CVRs lies in the fact that they are sent on a job basis, so that the client may send 
CVRs only for those languages/documents that may contain linguistic and/or formatting issues. 

The Centre now receives feedback by email for the jobs where no corrections are required in cases where 
a client would like to send their appreciation with regard to the quality of the language service delivered. 

Revising working methods and incorporating technology in corporate services 
The Administration Department has improved its performance by reviewing and revising working methods, 
while introducing new technology to streamline its operations. This has resulted in increased productivity, 
reduced costs, and overall improvement of the quality of the work. The results of this new approach can 
already be seen –reducing the Centre’s environmental impact is a case in point. Other areas where a 
change in working methods is needed have also been identified. 

Moreover,  in  order  to  manage  the  selection  procedures,  the  Centre  introduced  Systal  and  further 
optimised its use in 2022. Systal is a selection and recruitment tool covering all the phases of the selection 
procedure and enhancing the reliability and availability of candidate data, thus contributing to the Centre’s 
paperless records. During 2022, remote selection procedures were successfully set up for interviewing 
and testing candidates without any support from the external providers. This resulted in a reduction in 
costs with regard to the provision of online tests and an increase in the quality of the services due to the 
human  interaction  and  supervision  provided  directly  by  the  HR  section,  as  opposed  to  the  external 
proctoring services. 

Building on the experience gained during the COVID-19 pandemic, the Centre identified areas where a 
change in working methods will move the Centre closer towards its target of reducing its impact on the 
environment. For example, in 2022 the HR section started the digitalisation of staff personal files. This will 
allow all staff members to have access to their personal files and also ensure availability in the case of 
force majeure. One of the last projects in line with the objective to be paperless started in 2022 with the 
introduction of the job description module in Sysper. This will replace the current paper-based process. 

24 

 
 
These  two  projects  will also  continue  in 2023.  Finally,  through  the  HR Self  Service  Portal,  a ticketing 
system was implemented, increasing the efficiency and effectiveness of this paperless process, due to 
the centralisation of information and improved coordination of the different sections and departments. 

Furthermore, in 2022 the Centre implemented the automation of the ABC cost model using the information 
from the resource allocation system (SARA). This system allows for obtaining very precise information on 
the time spent by each staff member on each activity, and even directly allocating that time to the various 
services  offered  by  the  Centre.  This  automation  provides  more  accurate  information  on  the  cost  of 
services, improving the management of costs by activity by obtaining more relevant data in an efficient 
and  effective  manner,  without  the  need  for  manual  encoding.  It  allows  the  Centre  to  adapt  its  prices 
accordingly, and results in significant time savings for users. 

Internal quality survey addressed to staff in the core business departments 
The Centre’s top strategic priority is to ensure high-quality translations, as stated in its Translation Quality 
Management  Model.  This  model  focuses  on  both  product  and  service  quality  and  on  the  means  for 
achieving  this  quality.  It  is  a  DRIFT  (Do  it  Right  the  First  Time)  driven  concept  that  includes  all  the 
procedures that need to be carried out by all stakeholders throughout the entire translation process with 
the purpose of creating the conditions that enable the Centre to ensure qualitative outputs. 

Over  the  past  couple  of  years,  there  have  been  many  developments  in  translation  technologies  and 
changes  in  the  work  environment  at  the  Centre,  especially  following  the  implementation  of  its 
Transformation Plan. In the light of these changes, in November 2022 the Centre launched an internal 
quality survey addressed to staff working in the core business departments (Translation and Translation 
Support),  with  a  view  to  collecting  their  opinions  on  the  challenges  facing  them  in  their  work  and  the 
envisaged  solutions,  and  their  suggestions  for  further  improvements.  The  Centre  welcomed  the 
participation of the targeted staff in this survey and the good response rate of 57%. The feedback is being 
analysed to continue to improve the working experience and enhance the clients’ satisfaction with the 
services provided by the Centre. 

IT Service Level Agreements (SLAs) 
Following the signature of a new framework contract for data lines and internet lines in Luxembourg, the 
Centre  managed  the  change  to  ensure  continuity  of  service  while  fulfilling  the  SLAs  with  ERA  and 
EuroHPC. The Centre’s IT infrastructure continued to support EuroHPC when dealing with security and 
telecommunication issues. 

25 

 
 
 
 
 
CHAPTER 5 
MAIN ACHIEVEMENTS CONTRIBUTING TO EU PRIORITIES 

Promoting multilingualism 
As in the past, the Centre has contributed to the EU policies in the area of multilingualism by providing 
language services that serve the needs of the EU Agencies. In this respect, it has developed a new service, 
‘light post-editing’, which requires correcting the Centre’s machine translation output to ensure that the 
translation has the same meaning as the original text. This service is cheaper than the ordinary translation 
service since it does not include style corrections or restructuring of sentences unless the meaning is 
impaired. Thus, it allows EU Agencies to step up their efforts in the area of multilingualism, while at the 
same time keeping translation costs at bay. 

Guidelines and template for EU Agencies’ multilingual policies 
As  a  follow-up  to  the  European  Ombudsman’s  recommendation  formulated  during  the  workshop  on 
multilingualism organised by the Centre in September 2021, namely to establish a general template for 
EU Agencies’ multilingual policies, the Centre chaired a working group set up in 2022 by the EU Agencies’ 
Heads of Communication and Information Network (HCIN) with the aim of drawing up a proposal that all 
Agencies would be able to endorse. 

The  working  group,  composed  of  seven  Agencies  with  varying  levels  of  resources  and  different 
approaches to multilingualism, met several times to discuss the various aspects to be considered for such 
a policy template and to analyse best practices in the area of multilingualism. An essential objective for 
the group was to come up with guidance on how to achieve a multilingual website combining traditional 
human translation with machine translation. 

The result of the group’s work, the Guidelines and template for EU Agencies’ multilingual policies,was 
presented by the Centre at the HCIN meeting organised in Barcelona by Fusion for Energy (F4E) as chair 
of the EU Agencies' Network in 2022. The document was also shared with the European Ombudsman, 
who welcomed the efforts made by the Network. 

Contributing to the EU Digital Single Market 
The  Centre also  rolled  out the eIDAS10 Regulation-compliant qualified electronic  signature  (QES)  and 
trained 11 staff members, including all authorising officers by delegation, to use it. This move brought the 
Centre closer towards a paperless administration and contributes to the development of the EU Digital 
Single Market. 

10 The Regulation on electronic identification and trust services for electronic transactions in the internal market. 

26 

 
 
 
                                                      
PART II. 
MANAGEMENT AND EXTERNAL EVALUATIONS 

PART II A.  MANAGEMENT 

CHAPTER 1 
MANAGEMENT BOARD 

As the main pillar of the Centre’s governance structure, the Management Board ensures that the Centre 
functions  efficiently  and  achieves  its  mission  under  its  Founding  Regulation.  It  defines  the  Centre’s 
strategic  orientations,  goals  and  priorities  and  has  a  supervisory  role  with  general  responsibility  for 
budgetary and planning matters. 

The Management Board consists of representatives from the Centre’s clients (EU institutions, bodies and 
agencies),  representatives  from  each  of  the  27  EU  Member  States  and  two  representatives  from  the 
European  Commission.  The  Chairman  of 
is  Mr Christos Ellinides, 
Director-General of the Directorate-General for Translation (DGT) of the European Commission. The full 
list of Management Board members broken down by gender and nationality is provided in Annex X to this 
report. The declarations of interests of Management Board members are published on the Centre’s public 
website. 

the  Management  Board 

Management Board decisions are taken by its members either during meetings or by written procedure. 
The 14 decisions adopted in 2022, by topic, are as follows: 

Governance: 

  The Activity Report 2021 was assessed by the Management Board as providing a faithful and 
comprehensive account of the work undertaken by the Centre in 2021. The Management Board 
noted that the overall implementation rate of the work programme for 2021 was 94.6% based on 
the initial budget 2021 and 93.4% based on the amending budget 2/2021. 

  The Work  Programme  2023 sets out the key milestones to be achieved in the Centre’s four 
main  areas  of  activity  (core  operational,  support,  management  and supervision  activities,  and 
projects and innovation initiatives), and shows how they relate to the strategic actions set out in 
the Centre’s strategy 2016-2020. The human and financial resources necessary for the proper 
implementation of each activity are also outlined there. 

  The  Draft  Programming  Document  2023-2025  was  considered  for  the  first  time  by  the 
Management  Board  in  January 2022,  ahead  of  its  mandatory  submission  to  the  relevant 
institutions on 31 January 2022 as the Centre’s input into the overall EU budgetary procedure. 
This planning document includes both annual and multiannual programming (i.e. the main lines 
of action, the human and financial resources necessary for the proper implementation of each 
activity and the key milestones to be achieved), as well as information on staff policy. 

  The Strategy 2024-2027 is structured around three strategic objectives, each of which is further 
refined into two strategic initiatives. An expanded portfolio of language services, based on the 
use of state-of-the-art language technologies will be combined with human resources capable of 
harnessing the available technology. The Centre will continue to listen to its clients’ needs for 
bespoke, added-value services and to facilitate effective multilingualism within the EU. Financial 
sustainability initiatives will target both costs and new streams of revenue, while quality assurance 
processes will aim at enhancing efficiency and effectiveness. 

27 

 
  The  draft  amended  Decision  No 11  of  the  Management  Board  on  the  pricing  structure  of  the 
Translation  Centre  was  modified  to  include  updated  definitions  of  the  ‘light  post-editing’  and 
‘Revision’ services, an updated definition of ‘Cancellation of a request in the course of an ongoing 
job’ and the introduction of an indicative turnaround timetable for the subtitling service. 

Staff matters: 

During 2022, the Management Board adopted the following decisions regarding staff matters: 

  The draft decision of the Management Board appointing the reporting officers for the appraisal of 

the Director of the Translation Centre 

  The draft decision of the Translation Centre laying down general implementing provisions on the 

conduct of administrative inquiries and disciplinary proceedings 

  The  draft  decision  of  the  Translation  Centre  applying  by  analogy  Commission  Decision 

C(2022)1788 final of 24.3.2022 on working time and hybrid working 
  The draft decision of the Translation Centre setting up a staff committee 
  The draft decision of the Translation Centre adopting rules on the prevention and management 

of conflict of interest with regard to the staff members 

Budget and accounts: 

  The Management Board gave a favourable opinion on the final accounts for the financial year 

2021. 

  The Management Board adopted the amending budget 1/2022 which, inter alia, included the 
updated forecasts received from clients and the result of the review of all expenditure items. 
  The preliminary draft budget 2023 reflected the revenue estimates, including clients’ forecasts 
and  expenditure,  as  included  in  the  Programming  Document  2023-2025,  approved  by  the 
Management Board in January 2022. 

  The 2023 budget reflects the updated estimates of revenue and expenditure, as included in the 

Centre’s Programming Document 2023-2025. 

28 

 
 
 
 
CHAPTER 2 
MAJOR DEVELOPMENTS 

MAJOR INTERNAL DEVELOPMENTS 

Ensuring multilingualism in the digital age 
In 2022, the Centre developed its new Strategy 2024-2027 in consultation with its clients and its partner, 
the Directorate-General for Translation (DGT) of the European Commission. To that effect, the Strategic 
Planning  section  organised  a  series  of  management  workshops  dedicated  to  the  analysis  of  the  new 
realities in the translation market, the anticipated developments in language technologies, emerging costs 
and new streams of revenue, as well as the Centre’s role in facilitating multilingualism. The new strategy 
aims to ensure continuity of the Centre’s operations, while providing guidance for operational performance, 
resilience, financial sustainability and increasing the Centre’s impact in the wider context of multilingualism 
in the digital age. 

Workflow for confidential documents 
A new workflow for dealing with highly confidential documents, sensitive non-classified without retention, 
was defined in cooperation with one of the Centre’s clients. When this option is selected, the Centre keeps 
the files for the time necessary for the translation process and then deletes them after delivery. To use 
this option, clients need to send the files to be translated via a secure channel or platform, e.g. zipped 
and password-protected files. The translations are then delivered in the same way. 

Bespoke services for clients 
The  major  internal  development  that  had  an  impact  on  the  Centre  during  2022  was  the  challenge  of 
providing specific services to a new EU organisation. The Centre, in cooperation with DGT, doubled the 
number of engines at the disposal of a client in eTra-Local. In addition, a new Text Translation feature on 
the eTra-Local Web Portal is in the final stages of implementation. This feature is similar to the Paste ‘n’ 
Go service available to all clients, but will be exclusively used for the eTra-Local engines. 

Multi-engine strategy 
The Centre continued during 2022 to prepare for the implementation of its multi-engine strategy foreseen 
for the beginning of 2023. In this respect, it put in place an automatic translation quality scoring system 
that will select the best matches to be proposed to translators. It also made progress in the building of 
new custom machine translation engines, in particular in the financial area, and started performing the 
relevant quality assessment of the engines in order to validate them. 

Summarisation 
Progress has also been made in the area of summarisation, with the ongoing development of an engine 
that will provide summaries from English source documents. The new service should be available in 2023. 

Reducing the impact on the environment 
During 2022, the Centre took a significant step towards sustainability and environmental protection by 
signing a new lease contract and reducing its office space by 33%. As a result, new working spaces were 
established, including a cafeteria. All logistics, removal and installation were successfully completed (see 
Annex VIII – Environmental Management, for more details on the Centre’s other environmental initiatives). 

MAJOR EXTERNAL DEVELOPMENTS 

Geopolitical and other disruptions 
2022 was a difficult year considering the external environment with a war in Ukraine, the continuing impact 
of COVID-19, increasing energy costs and inflation. Thus, there was a consequential increase in internal 

29 

 
costs  for  the Centre’s  premises  and  staff  salaries. Obviously,  this  situation  also  affected  the  Centre’s 
clients,  with  some  reducing  their  translation  efforts.  Despite  this,  and  thanks  to  its  investments  in 
technologies and efficiency gains, the Centre presented a 2023 pricing structure with stable prices at its 
October Management Board meeting. Therefore, while the nominal prices of the Centre’s services for 
2023 remain the same, in real terms they represent a price reduction. 

The increased threat level also triggered a higher and better level of collaboration between the Centre 
and the CERT-EU11. The Centre actively participated in the drafting of a security guidance document and 
increased  its  usage  of  CERT-EU  services  to  improve  its  security  posture.  These  actions  enabled  the 
Centre  to  avoid  any  critical  security  incident.  This  successful  collaboration  was  praised  publicly  by 
CERT-EU. 

11 The Computer Emergency Response Team for the EU institutions. 

30 

 
 
 
                                                      
CHAPTER 3 
BUDGETARY AND FINANCIAL MANAGEMENT  

3.1.  Revenue 

The Centre’s revenue is primarily composed of revenue received from invoicing its clients for the services 
provided. It is subject to strict financial control and monitoring in accordance with the applicable regulatory 
framework. The Centre regularly contacts each client to request forecasts for their planned translation 
volumes and expenditure, and closely monitors clients’ budgetary forecasts and its own expenditure. 

The Centre’s initial budget for 2022 (EUR 49.0 million) was subject to one amending budget. Amending 
budget 1/2022 was adopted by the Management Board by written procedure on 22 September 2022 in 
order to include the updated forecasts received from clients and the result of the review by the Centre of 
all expenditure items. 

In total, 807 recovery orders were issued in 2022. Since the Centre’s clients are other EU bodies, revenue 
management carries a very low financial risk. 

3.2.  Expenditure 

The Centre applies a partly decentralised financial circuit model. The financial transactions are initiated 
in the relevant departments by operational and financial initiators, and are verified centrally by financial 
verifying officers in the Finance Group. All payments (7 856 in 2022) and commitments (394 in 2022) are 
financially verified ex ante by verifying officers or, for payments below EUR 1 000, paid from budget line 
3000 (External translation services) directly by the authorising officers. The exceptions to this rule are 
payments for the reimbursement of staff for mission expenses, which are verified by the Paymaster Office 
(PMO) of the European Commission. If errors are detected by the verifying officers, the files are sent back 
to  the  relevant  departments  for  correction  before  approval  by  the  authorising  officer  by  delegation  or 
sub-delegation. In addition to ex ante controls, the verifying officers perform ex post controls on payments 
from budget line 3000 on an ad hoc basis. The advantage of the partly decentralised financial circuit is 
that verifying officers can guarantee to the management that all financial transactions comply with the 
financial regulations. 

Additional information on budget expenditure and implementation is provided in Annex II – Sections C 
and D. 

3.3.  Financial key performance indicators 

The financial key performance indicators (KPIs) relating to the number of pages translated (and invoiced 
in pages) overall by the Centre (588 033 pages) show a decrease in the Centre’s operations in 2022 by 
8.4% compared with 2021 (53 936 pages). While the number of EU trade mark pages received from the 
EUIPO (239 964 pages) decreased by 12.6% compared to 2021 (- 34 742 pages), the number of pages 
other  than  EU  trade  marks  amounted  to  348 070 pages,  a  decrease  of  5.2%  compared  to  2021 
(- 19 194 pages). 

At the same time, the number of pages invoiced to clients in 2022 decreased by 5.0%, to 577 900 pages 
(608 401 pages in 2021). 

31 

 
 
 
Invoicing for EU trade marks accounted for 121.7% of the initial budget. EU trade marks remain one of 
the key products in the Centre’s portfolio, although they are on a significant downward trend. It should be 
noted  that,  historically,  EU  trade  marks  represented  around  40%  of  the  total  revenue  from  clients  for 
pages  invoiced.  However,  this  percentage  fell  to  23.1%  in  2022  (25.4%  in  2021).  In  terms  of  pages 
delivered and invoiced to clients, EU trade marks represented 41.5% of the total volume in 2022, which 
is less than the 45.2% achieved in 2021. 

The budget execution of commitments was 93.4% for expenditure, which is at the same level as the result 
for 2021 (93.4%). 

The indicator for late payments by the Centre’s customers is slightly higher, with 89 late payments in 2022 
compared with 104 in 2021. On average, seven payments were late at the end of each month (nine per 
month in 2021). The average collection period for revenue is 27 days, which is significantly less than the 
statutory 45 days. 

The  final  2022  budget  outturn  includes  the  result  of  the  actual  calculation of  the  2022  budget  outturn 
(minus  EUR 0.05 million)  plus  the  2021  budget  outturn  of  EUR 1.1 million  minus  EUR 2.3 million 
transferred to the ‘Reserve for pricing stability’ in order to ensure the budget stability of the Centre in the 
future.  Therefore,  the  budget  outturn  to  be  carried  forward  in  2023  is  minus  EUR 1.2 million  and, 
consequently, this will be included in the amending budget 1/2023. 

32 

 
 
 
 
3.4.  Control results 

The overall implementation of the budget in 2022 was EUR 44.4 million, the equivalent of 93.4% of the 
total budget in Titles 1-3. This means that the target of 95% for the year has not been reached. Title 1 has 
an implementation level of 97.4%, Title 2 reached 84.7% and Title 3 reached 89.7%. In order to ensure 
sound  financial  management,  the  Centre  draws  up  monthly  and  quarterly  budget  reports.  Various 
analyses  are  carried  out  and  reported  to  the  Centre’s  management  each  month,  such  as  for  the 
implementation of revenue and expenses. For this activity, the Centre has drawn up a set of indicators as 
shown in Table 1 below. 

Table 1: Indicators for budget control 

technical  errors 

Indicator name 
Budget – Commitment execution 
%  of  technical  errors  in  commitments  corrected  before 
authorisation 
%  of 
authorisation 
%  of  technical  errors  in  recovery  orders  corrected  before 
authorisation 
Ex post  controls:  payment  orders  with  verified  errors 
detected 
Ex post controls: order forms with errors detected 

in  payments  corrected  before 

Target 2022 

Result 2022 

>95.0% 
10.0% 

1.0% 

4.0% 

  1.5% 

1.0% 

93.4% 
  5.8% 

  1.2% 

   4.7% 

1.3% 

0.0% 

3.5.  Costs and benefits of controls 

As outlined in the Centre’s Internal Control Standards (CT/CA-025/2017/01EN), Principle 10 (Control 
Activities),  the  Translation  Centre  selects  and  develops  control  activities  that  contribute  to  the 
mitigation of risks to the achievement of objectives to acceptable levels. 

While controls need to be considered first for their effectiveness and efficiency, the cost of controls 
(‘economy’) is another key element that has to be considered, given the constraints in terms of human 
and  financial  resources.  To  be  cost-effective,  controls  need  to  strike  the  right  balance  between 
effectiveness, efficiency and economy. 

In line with the Communication from the Commission on the guidelines for the Consolidated Annual 
Activity Report (CAAR)12 to report on the balance between the effectiveness, efficiency and economy 
of controls, the Centre has identified relevant indicators for the efficiency, effectiveness and cost of 
controls. These indicators were established in the following areas: 

1.  Controls on financial transactions in budget line 3000. 

2.  Quality controls (EPQC) on translations provided to clients. 

3.  Contract management and client arrangement 

4.  Checks on the procurement process. 

5.  Ex ante evaluation(s) for the Centre’s main initiatives/projects. 

12 Communication from the Commission on the strengthening of the governance of Union Bodies under Article 70 of the Financial Regulation 2018/1046 and 
on the guidelines for the Single Programming Document and the Consolidated Annual Activity Report. Brussels, 20.4.2020, C(2020) 2297 final. 

33 

 
 
                                                      
 
The  above  indicators  were  drawn  up  in  line  with  the  relevant  guidance13 on  the  cost-effectiveness  of 
controls issued by DG BUDGET. 

These  controls  have  an  operational  dimension,  covering  activities  linked  to  the  implementation  of  the 
budget, and apply to both the operational as well as the financial aspects of the operations. Additionally, 
the controls can have either an ex ante or ex post perspective and their objective is to give reasonable 
assurance on the legality and regularity of the underlying transactions. 

The Centre quantifies the effort for the activities covered by the above indicators as listed in Annex III, 
using data from its system for activity and resource allocation (SARA). Other costs incurred (e.g. external 
costs) are added to the cost of these efforts. 

Strong internal controls ensure the Centre’s resources are used for their intended purposes, minimising 
the risk of resource misuse. Controls prevent financial irregularities by early detection, and thus any issues 
that arise can be resolved in a timely manner. 

13 Guidance on the estimation, assessment and reporting on the cost-effectiveness of controls. DG BUDGET, Updated edition – November 2019. 

34 

 
 
 
 
                                                      
CHAPTER 4 
DELEGATION AND SUBDELEGATION OF THE POWERS OF BUDGET 
IMPLEMENTATION 

All the authorising officers by delegation (AODs) and authorising officers by sub-delegation (AOSDs) at 
the  Centre  have  read  the  Charter  of  Authorising  Officers  and  are  well  aware  of  their  duties  and 
responsibilities.  Every  year,  in  January,  they  must  issue  a  declaration  of  assurance  in  relation  to  the 
budgetary operations that they carried out in the previous year. This is sent to the Head of Legal Affairs 
and  to  the  Officer  in  Charge  of  Risk  Management  and  Internal  Control  Coordination  (ORMICC).  This 
statement is also requested from authorising officers by delegation or sub-delegation should they leave 
the Centre during the year, and this request is included in the list. 

The delegations and sub-delegations are linked to the duration of the Director’s mandate, and in practice 
these delegations are enforced within ABAC. 

As stated in the delegations, the AOD draws up a report once every quarter for financial operations under 
their delegation. This report is sent to the authorising officer for each individual budgetary commitment 
entered  into  during  the  reporting  period,  and  in  the  framework  of  global  or  provisional  budgetary 
commitments, for any legal commitment (framework contract, specific or simplified contracts (order forms)) 
entered into during the reporting period on the basis of these commitments. 

Every year, at least one reconciliation exercise is carried out to check whether any inconsistencies exist 
between the delegations and access rights in ABAC. 

The handling of delegations and sub-delegations is improved whenever any weakness is identified. 

In 2021, a new registry of delegation and sub-delegation was created for use as a reference for the staff 
involved in the financial workflow. This registry was updated in 2022 as, thanks to this tool, it is possible 
to better identify budget lines for which no back-up persons exist, or identify the back-up person for a 
specific budget line, which is useful in the case of the absence of an AOD or AOSD. 

35 

 
 
CHAPTER 5 
HUMAN RESOURCES MANAGEMENT 

Following a decision by the budgetary authority, the establishment plan for 2022 remained at 193 posts. 
At the end of 2022, the Centre had 181 staff in employment, namely 46 officials and 135 temporary staff 
members. 

During  2022,  the  Centre  appointed  five  new  officials  (linguistic  administrators  in  the  Translation 
Department and the Head of the IT Infrastructure section in the IT Department) and recruited 13 temporary 
staff and 6 contract staff members (4 on long-term contracts and 2 on short-terms contracts): 1 in FG III 
and 5 in FG IV. The Centre managed 17 agency staff contracts (headcount of 9, equivalent to 4.2 FTE14s) 
and continued to put on hold the selections for trainees, suspended due to the COVID-19 pandemic. The 
traineeship rules were revised with a view to launching a new traineeship programme in the future. 

In 2022, the Centre organised four internal competitions (for the Heads of the IT Infrastructure Section, 
Romance and Mediterranean Language Section and Germanic and Slavonic Language Section, and one 
Swedish translator) and finalised two internal competitions for Linguistic Administrators (French and Irish), 
six external selection procedures for temporary staff, one interagency selection procedure for temporary 
staff, and seven selection procedures for contract staff, including five based on EPSO lists. In addition, 
five internal job offers for officials and temporary staff were published. 

With regard to staff training, 274 individual training courses were followed in 2022 (337 individual courses 
had been planned), which resulted in an 81.3% implementation of the Training Plan. The Centre also 
organised the following in-house group training courses and language courses or linguistic seminars and 
workshops:  two  French  interinstitutional  language  courses,  two  German  interinstitutional  language 
courses  and  one  individual  Spanish  language  course).  Five  team-building  sessions  were  organised 
internally in 2022 for the Finnish, Slovene and Italian language teams and for the HR and Communication 
sections.  Training  sessions  were  also  organised  internally  in  2022  on  the  post-editing  of  machine 
translation output; subtitling and editing; translation memory linguistic maintenance in WorldServer (basic 
and advanced); and alignment training. 

At the end of 2022, the Centre performed a new benchmarking exercise. Operational and neutral staff 
(finance/control and linguistics) amounted to 88.1% in 2022. This percentage increased from 2021 by 6.4% 
(previously at 81.7%). See Annex IV for more details. 

CHAPTER 6 
STRATEGY ON EFFICIENCY GAINS 

In  order  to  achieve efficiency  gains,  the  Centre has progressively  optimised  its  structure  and  working 
methods  and  has  implemented  cost-efficiency  measures  throughout  its  business  model,  e.g.  by 
introducing  Commission  tools  (ABAC,  SYSPER,  MIPS  and  ARES).  In  order  to  manage  the  selection 
procedures, the Centre introduced Systal and further optimised its use in 2022. 

 In 2022, the Administration Department started the introduction of the job description module in Sysper 
– one of the last projects in line with the Centre’s objective to be paperless 

The Centre has identified areas and introduced measures where a change in working methods will move 
the Centre closer to its target of reducing its impact on the environment. 

14 Full-time equivalents. 

36 

 
                                                      
The Centre continued to avail itself of opportunities in the area of language technologies to increase the 
efficiency and quality of the services delivered to its clients. In particular, it has developed a multi-engine 
strategy for machine translation. This means that it will use several machine translation systems at the 
same time and provide translators with the best result thanks to an automatic quality-scoring system that 
will determine the most appropriate machine translation for every single sentence. Following tests and 
assessments performed in the final part of the year it was concluded that the strategy should be able to 
achieve efficiency gains in terms of reduced turnaround time and increased productivity. 

CHAPTER 7 
ASSESSMENT OF AUDIT RESULTS DURING THE REPORTING YEAR  

7.1.  Internal Audit Service (IAS) 

In 2022, the IAS did not plan or carry out any engagement for the Centre. 

7.2.  Internal audit capability (IAC) 

The Centre currently has no internal audit capability. 

7.3.  European Court of Auditors (ECA) 

In its report on the Centre’s annual accounts for the financial year 2021, the ECA issued the following 
opinions: 

Opinion  on  the  reliability  of  the  accounts:  ‘In  our  opinion,  the  CdT’s  accounts  for  the  year  ended 
31 December 2021 present fairly, in all material respects, the CdT’s financial position at 31 December 
2021, 
the results of its operations, its cash flows, and the changes in net assets for the year then ended, in 
accordance  with  its  Financial  Regulation  and  with  accounting  rules  adopted  by  the  Commission’s 
accounting  officer.  These  are  based  on  internationally  accepted  accounting  standards  for  the  public 
sector.’’ 

Opinion on the legality and regularity of revenue underlying the accounts: ‘In our opinion, the revenue 
underlying  the  accounts  for  the  year  ended  31 December  2021  is  legal  and  regular  in  all  material 
respects.’ 

Opinion on the legality and regularity of payments underlying the accounts: ‘In our opinion, the payments 
underlying  the  accounts  for  the  year  ended  31 December  2021  are  legal  and  regular  in  all  material 
respects.’ 

There  were  some  observations  as  regards  the  legality  and  regularity  of  transactions,  as  well  as  the 
management and control systems; however, these do not call the ECA’s opinion into question: 

Observations on the legality and regularity of transactions: ‘We observed a number of weaknesses in the 
CdT’s public procurement procedures. In two cases, the CdT had signed a contract using a negotiated 
procedure with a single provider and in one case – with three providers, in all three cases, without the 
prior publication of a contract notice. In two of the three cases, the CdT justified its choice of procedure 
by the need to protect exclusive rights, including intellectual property rights. In the other case, it justified 
its choice of procedure by extreme urgency. In all three cases, we found that the CdT’s justification was 

37 

 
 
insufficient,  as  the  intellectual  property  rights  were  not  identified  and  the  extreme  urgency  was  not 
demonstrated. Consequently, the contracts are irregular, as is the total amount of €108 200 in associated 
payments.’ 

Observations on management and control systems: ‘We also found weaknesses in the way that two of 
these three procedures had been documented. In one case, the members of the evaluation committee 
had not signed declarations of absence of conflict of interest. In the other case, the CdT had not taken a 
formal decision not to appoint an evaluation committee, had not issued an evaluation report or an award 
decision, and had not published an award notice.’ 

In 2021, as in the previous years, part of the audit of the annual accounts was performed by a private 
audit company. The Centre’s annual accounts 2021 were audited by the external auditor Baker Tilly.In its 
auditor’s report on the Centre’s annual accounts for the financial year 2021, Baker Tilly gave the following 
opinion: ‘In our opinion, the final annual accounts of the Agency present fairly, in all material aspects, its 
financial position as at December 31, 2021, and the results of its operations and its cash flow, for the year 
then ended, and are prepared in accordance with its Financial Regulation, and, in accordance with the 
accounting  rules  adopted by  the  Commission's accounting officer, and  the  International  Public  Sector 
Accounting Standards, as issued by the International Public Sector Accounting Standards Board. 

7.4.  Quality audits 

The internal quality audits are part of the Centre's quality management system, and the internal quality 
audit programme is established every year by the Centre’s management. The aim of the quality audits is 
to evaluate the processes and procedures in terms of their effectiveness, efficiency and conformity. The 
quality  audits  bring  a  variety  of  benefits  to  the  Centre  by  enabling  the  identification  of  areas  of 
improvement, reinforcing the internal control and giving the internal quality auditors the opportunity to 
learn more about the processes and procedures in place at the Centre. 

The  quality  audits  successfully  completed  in  2022  provide  an  additional  assurance  to  the  Centre’s 
management as to the effectiveness, efficiency and conformity of the audited procedures. There were no 
deviations registered for the audited procedures. A number of remarks and suggestions for improvement 
were  identified  and  agreed  in  the  audit  reports,  and  were  further  transposed  into  action  plans  for 
implementation. 

CHAPTER 8 
FOLLOW-UP OF RECOMMENDATIONS AND ACTION PLANS FOR AUDITS  AND 
EVALUATIONS 

Internal Audit Service (IAS) 
At the beginning of 2022, the Centre had 5 open audit recommendations stemming from two IAS audits. 
Specifically,  2  open  recommendations  relating  to  the  2019  IAS  audit  on  eCdT,  and  3  open 
recommendations relating to the 2021 IAS audit on planning and budgeting. The IAS priority assigned to 
all open recommendations was ‘Important’ (it should be noted that the Centre has not received any ‘Critical’ 
or ‘Very Important’ recommendations from any of the audits). 

On 6 January 2022, the IAS announced a follow-up audit on recommendation No 2, of the eCdT audit, 
and  on  20 January  2022  it  concluded  that  the  recommendation  had  been  adequately  and  effectively 
implemented, and therefore closed it. 

38 

 
On  25 February  2022,  the  IAS  reported  that  recommendation  No 3,  of  the  eCdT  audit  had  been 
significantly delayed and was, at that time, still open. The recommendation had an originally assigned 
implementation date of 30 June 2021, which had been revised to 30 June 2022. 

On 24 August 2022, the IAS announced a follow-up audit on recommendation No 3, of the eCdT audit, 
and on 19 September 2022 it concluded that the recommendation had been adequately and effectively 
implemented, and therefore closed it. Thus, all recommendations from the abovementioned audit have 
been closed. 

On 25 August 2022, the IAS announced a follow-up audit on recommendation No 3, of the planning and 
budgeting audit, and on 19 September 2022 it concluded that the recommendation had been adequately 
and effectively implemented, and therefore closed it. 

At the end of 2022, 2 recommendations (Nos 1 and 2) relating to the IAS planning and budgeting audit 
remained open. 

For open recommendation No 1, three out of four actions have been addressed, while good progress has 
been achieved for the remaining action, where additional work has been foreseen. For this reason, the 
Centre  requested  that  the  due  date  for  recommendation  No 1  be  revised  from  31 December  2022  to 
30 June 2023. 

For open recommendation No 2, two out of three actions have been addressed, while implementation of 
this recommendation is due by 31 March 2023. 

The residual risk from the abovementioned open recommendations is minimal, as the majority of the work 
involved has been implemented and none of the recommendations is ‘Critical’ or ‘Very Important’. 

Internal audit capability (IAC) 
The Centre currently has no internal audit capability. 

European Court of Auditors (ECA) 
The Centre took note of the observations as regards the legality and regularity of transactions, as well as 
of the management and control systems. It is committed to taking swift action in order to ensure that the 
applicable rules and regulations are respected and to ensure that all relevant actions are taken in order 
to address these observations. 

OLAF 
OLAF did not open or investigate any cases or investigations in 2022 concerning the Translation Centre 
or its staff. 

CHAPTER 9 
FOLLOW-UP ON OBSERVATIONS FROM THE DISCHARGE AUTHORITY 

Following the European Parliament’s observations in the discharge decision for the financial year 2020, 
the  Centre  submitted  its  reply.  The  status  of  five  observations  made  by  the  discharge  authority  are 
ongoing. 

In the staff policy area, the following actions are ongoing: 

•  The  European  Parliament  noted  as  regards  gender  balance,  that  in  2020  100  %  of  senior 
management positions were occupied by men, with only one staff member reported as being in 
a senior management position, and the management board was made up of 53 % men and 47 

39 

 
 
 
% women; notes that there is an underrepresentation of men in the Centre’s overall staff (37 % 
men and 63 % women); asks the Centre to work towards gender balance at the staff level. 

The Centre replied that while in 2020 the Centre’s only senior management position had been held by a 
man,  in  2022  the  situation had  changed  with  the  appointment  of  a  female  director,  and  therefore  the 
percentage of senior management positions occupied by women was now 100%. The Centre considered 
that a good gender balance among its staff had been achieved within the reference period. In general, 
the Centre would continue to pay attention to gender balance at all levels of recruitment. The Centre was 
an equal opportunities employer and recruited applicants irrespective of age, race, political, philosophical 
or religious convictions, gender or sexual orientation, handicap, marital status or family situation. 

•  The  European  Parliament  encouraged  the  Centre  to  pursue  the  development  of  a  long  term 
human  resources  policy  framework  which  addresses  work-life  balance,  lifelong  guidance  and 
career  development,  gender  balance,  teleworking,  geographical  balance  and  recruitment  and 
integration of people with disabilities. 

The  Centre  replied  that  it  had  in  place  a  solid  set  of  rules  that  addressed  work-life  balance,  lifelong 
guidance and career development, gender balance, teleworking, geographical balance and recruitment, 
and the integration of people with disabilities. To ensure an optimal work-life balance, teleworking, lifelong 
guidance and career development, the Centre applied, together with the Staff Regulations, the following 
decisions: 

-  Decision of 21 March 2018 on the implementation of telework in the Translation Centre – CT/CA-
015/2018EN  and  Decision  of  18 March  2016  on  working  time  CT/CA-018/2016EN  (on  13 May 
2022 the Centre adopted a decision applying by analogy the Commission Decision C(2022)1788 
final of 24.3.2022 on working time and hybrid working – CT/CA-016/2022/EN). 

-  Decision of 18 March 2016 on measures concerning leave on personal grounds for officials and 

unpaid leave for temporary and contract staff of the European Union CT/CA-017/2016EN. 
-  Decision  of  21 March  2018  on  the  Framework  for  Learning  and  Development  –  CT/CA-

016/2018/01EN. 

-  Decisions on appraisal of staff members: Decision of the Management Board of the Translation 
Centre on general provisions for implementing Article 87(1) of CEOS and implementing the first 
paragraph  of  Article 44  of  the  Staff  Regulations  –  CT/CA-046/2015EN,  and  Decision  of  the 
Management Board of the Translation Centre laying down general provisions for implementing 
Article 43 of the Staff Regulations and implementing the first paragraph of Article 44 of the Staff 
Regulations – CT/CA-045/2015EN. 

-  Decisions on promotion or reclassification of staff members: Decision of the Translation Centre 
for  the  Bodies  of  the  European  Union  of  18 March  2016  laying  down  general  implementing 
provisions regarding Article 45 of the Staff Regulations – CT/CA-014/2016/01EN; Decision of the 
Translation Centre for the Bodies of the European Union of 18 March 2016 laying down general 
implementing provisions regarding Article 54 of the Conditions of Employment of Other Servants 
of the European Union – CT/CA-015/2016/01EN; and Decision of the Translation Centre for the 
Bodies of the European Union of 18 March 2016 on general implementing provisions regarding 
Article 87(3) of the Conditions of Employment of Other Servants of the European Union• CT/CA-
016/2016/01EN. 

The Centre adopted, by analogy, the Commission Decisions concerning leave, family leave, parental 
leave, maternity leave and part time working. 

40 

 
 
 
 
 
 
 
The Centre’s selection procedures ensured the application of the principles of gender and geographical 
balance, and also ensured the recruitment and integration of people with disabilities. Such principles were 
contained in the Decision on the general provisions for implementing Article 79(2) of the Conditions of 
Employment  of  Other  Servants  of  the  European  Union,  governing  the  conditions  of  employment  of 
contract staff employed under the terms of Article 3a thereof – CT/CA-034/2019EN and in the Decision 
laying down general implementing provisions on the procedure governing the engagement and use of 
temporary staff under Article 2(f) of CEOS – CT/CA-044/2015EN). In addition, the Centre implemented 
Conclusion No 281/20 concerning Aid for persons with a disability and appointed disability coordinators. 

In the area of prevention and management of conflicts of interest and transparency, the following 
action is ongoing: 

•  The  European  Parliament  noted  with  concern  that  the  Centre  only  publishes  declarations  of 
interests  on  its  website  and  that  it  does  not  publish  the  CVs  of  its  management  board  on  its 
website due to the size of the management board (approximately 130 members and alternate 
members);  stresses  the  fact  that  other  agencies  publish  the  CVs  of  the  members  of  their 
respective management boards, even where those management boards have more members 
than that of the Centre; reiterates its call on the Centre to publish the CVs of all the members of 
the management board and to report to the discharge authority on the measures taken in that 
regard;  notes  that  the  director’s  CV  and  declaration  of  interests  have  been  published  on  the 
Centre’s website. 

The Centre replied that following the migration of the Centre’s website to Drupal, layout changes were 
implemented to the page dedicated to the management board. Apart from the declaration of interests, a 
field for the CV was added for each member. As the maintenance of this information is quite cumbersome 
due to the size of the board, the Centre is looking for a tool and process allowing the members to upload 
and maintain declaration of interests and CVs themselves. This action will require consultations with the 
chairman of the board and an official communication to the board members. 

In the internal control area, the following action is ongoing: 

•  The European Parliament noted that the Centre’s anti-fraud strategy dates back to 2016 and that 
the  2019-2020  anti-fraud  action  plan  has  been  fully  implemented,  with  monitoring  of  the 
implementation of the anti-fraud actions taking place by means of their inclusion in the annual 
work programme of the Centre; welcomes, in particular, the development of the list with red flags 
for IT and calls on the Centre to share its experience in that regard with other EU institutions, 
bodies,  offices  and  agencies  that  have  a  comparable  IT  environment;  calls  on  the  Centre  to 
consider updating its anti-fraud strategy on the basis of a fraud risk assessment in order to ensure 
that the Centre’s anti-fraud efforts are still geared towards the most pertinent fraud risks. 

The Centre replied that in accordance with Article 32(1) of the Financial Regulation of 21 September 2019 
applicable to the Translation Centre for the Bodies of the European Union (Ref. CT/CA-028/2019EN), the 
Management  Board  of  the  Translation  Centre  endorsed,  on  27 January  2022,  the  Draft  Single 
Programming Document 2023-2025 that contained, inter alia, ‘Annex X: Strategy for the organisational 
management  and  internal  control  systems’,  including  the  anti-fraud  strategy  as  last  updated  and  an 
indication of measures to prevent the recurrence of cases of conflict of interest, irregularities and fraud, 
in accordance with Article 32(1)(h), and in line with the Centre’s non-operational strategic objective to 
promote and maintain a culture of integrity that ensures transparency and accountability. 

With regard to the following comment, the following action is ongoing: 

•  The European Parliament regrets that some of the founding regulations of other Union bodies, 
offices and agencies do not require them to use the services of the Centre; recalls that the Centre, 

41 

 
 
 
 
 
 
based on its founding regulations, responds to the language service needs of the Union bodies, 
offices and agencies. 

The  Centre  replied  that  it was  actively  monitoring  the  drafting process  of  new  founding  regulations of 
either newly established or already established EU bodies, offices and agencies in order to ensure that 
the appropriate clauses concerning use of the Centre’s services were properly included in their updated 
or new founding regulations. 

CHAPTER 10 
ENVIRONMENTAL MANAGEMENT 

The Centre is not yet in possession of an Eco-Management and Audit Scheme (EMAS) certificate but is 
actively  studying  the  possibility  of  starting  the  EMAS  registration  procedure  in  the  near  future.  In  the 
meantime, the Centre is committed to continuously improving its environmental performance and relies 
on the general principles of EMAS and the ISO 14001 in its daily practices. 

Waste sorting and recycling is possible at several locations throughout the premises, and staff members 
actively use this opportunity. Following an audit in February 2022, the Centre was once again awarded 
the  SuperDrecksKëscht  certificate  –  a  Luxembourgish  environmental  initiative  in  the  field  of  waste 
management. 

Due  to  the  European geopolitical  situation  in 2022,  the  Council  asked  Member States  for  a  voluntary 
reduction of gas consumption by 15% in autumn/winter 2022. To that effect, several measures were taken 
to reduce gas and electricity consumption at the Centre’s premises for the period 1 November 2022 to 
31 March 2023: 

reducing daily availability of the IT systems; 

  shutting down IT systems on Sundays; 
  shutting down IT systems during the Christmas period; 
 
  compulsory teleworking on Fridays; 
  compulsory teleworking from 3 to 13 January 2023 (exceptionally granted from any EU location 
– in addition to the 10 teleworking days granted annually outside the place of employment). 

CHAPTER 11 
ASSESSMENT BY MANAGEMENT 

In 2022, the Centre continued to provide new services to clients, such as ‘light post-editing’, while at the 
same  time  evaluating  the  uptake  of  newly  introduced  services  and  deciding  on  their  continuation  or 
decommissioning, as in the case of the eCdT mobile app. 

The  fruitful  collaboration  between  the  Centre  and  its  clients  was  further  consolidated  thanks  to  the 
Centre’s  capacity  to  respond  to  clients’  needs  and  its  ability  to  offer  bespoke  services.  In  addition  to 
implementing and promoting its new services, the Centre was involved in a number of pilot projects with 
its clients and stakeholders, exploring the possibility for innovative services in the future. 

42 

 
 
 
 
All language services delivered by the Centre in 2022 met the high-quality assurance standards set by 
the Centre, and their delivery was on time. 

Despite a decrease in the number of pages and the unfavorable economic environment (high inflation, 
increasing energy costs), the Centre managed to balance its budget, and did so without resorting to an 
increase in the prices it charges for its language services. 

PART II B.  EXTERNAL EVALUATIONS 

In 2022, no external evaluations of the Centre took place. 

43 

 
 
 
PART III. 
ASSESSMENT OF THE EFFECTIVENESS OF THE  INTERNAL CONTROL SYSTEMS 

44 

 
 
 
 
CHAPTER 1 
EFFECTIVENESS OF THE INTERNAL CONTROL SYSTEMS 

3.1.1. Compliance with the internal control systems 
The  Centre’s  management  assessed  the  administrative  internal  key  controls  in  the  process  areas  of 
procurement,  financial  management,  human  resources  management,  general  administration,  general 
support and IT processes, governance, and strategic planning and programming (including monitoring 
and reporting), and concluded that they were present and functioning in all five components of the internal 
control framework15. 

Figure 7: Compliance with the internal control principles, by component 

Control environment

Risk assessment

Control activities

Information and communication

Monitoring activities

3.1.2 Effectiveness of internal control systems 
The Centre’s management reviewed the effectiveness of the implementation of the 17 principles relating 
to the five components of its internal control framework. 

Figure 8: Effectiveness of the internal control principles 

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The indicators for budget control16, the indicators established in several areas for controls on financial 
transactions  in  budget  line  3000,  ex post  quality  controls  (EPQC)  on  translations  provided  to  clients, 
reranking  of  external  contractors,  checks  on  the  procurement  process,  ex ante  evaluation(s)  for  the 
Centre’s main initiatives/projects17, and the key financial and non-financial indicators on legality, regularity 
and sound financial management18 show no instances of inadequate/ineffective controls that may have 
exposed the Centre to key risks. 

15 Annex 1 – Internal control framework and related requirements of the decision on internal control standards for the Translation Centre (CT/CA-025/2017/01). 
16 See Part II.A. ‘Management’, ‘Budgetary and financial management’, ‘Control results’ section. 
17 See Part II.A. ‘Management’, ‘Budgetary and financial management’, ‘Costs and benefits of controls’ section. 
18 See Annex IX – Key indicators and parameters. 

45 

 
 
 
 
 
 
                                                      
 
 
 
 
 
 
The  controls  and  supervisory  checks  provided  no  evidence  of  significant  and/or  repetitive  errors  in 
reporting by departments, reporting on budget execution, reports by the accounting officer and financial 
reports, reporting on delegations, reporting on human resources, security, information security, personal 
data protection, business continuity, translation quality or ex post financial control. 

With  respect  to  the  two  observations  by  the  European  Court  of  Auditors  (ECA)  on  the  legality  and 
regularity  of  transactions,  as  well  as  on  the  management  and  control  systems  (see  Chapter 7, 
‘Assessment  of  audit  results  during  the  reporting  year’,  Part II.A  of  this  report),  the  Centre  has 
strengthened  the  conditions  under  which  it  would  resort  to  using  specific  negotiated  procedures  and 
updated the template for the declaration of absence of conflict of interest for calls for tenders. It should 
however be stressed that these observations do not call the ECA’s favourable opinion into question. 

Weaknesses leading to the reservations relate to the use of resources, sound financial management, 
legality and the regularity of underlying transactions. Such weaknesses can be defined on the basis of 
quantitative or qualitative criteria. As regards the quantitative criteria according to which a decision can 
be based on whether to include a reservation, the threshold of 2% of the budget managed in 2022 was 
used as a reference to define materiality. The materiality threshold of 2% of the budget of EUR 49 839 955 
amounts  to  EUR 996 799.  In  2022,  a  total  of  2  exceptions  (ex ante)  and  4  non-compliance  (ex post) 
events  were  handled  in  accordance  with  the  procedure  for  the  recording  of  exceptions  (‘Register  of 
exceptions’). None of the recorded events reached the materiality threshold. 

The Centre’s management concluded that the outcome of the annual revision of indicators (i.e. annual 
indicators’ dashboards) is aligned with the matrix of responsibilities for the execution of and reporting on 
the  related  annual  work  programme.  The  indicators  (i.e.  implementation  rate  of  the  annual  work 
programmes and the strategy) demonstrated that the quarterly performance reviews carried out by the 
Centre’s management comply with the objective of the ongoing monitoring of the Centre’s activities. 

Performance and effectiveness reviews on a quarterly basis, regular reviews of the achievements of the 
work programme and reporting on project management on a regular basis are key controls which have 
become  increasingly  embedded  in  the  routine  work  of  all  departments.  The  performance  reviews  are 
carried out in an appropriate manner and facilitate effective follow-up to the implementation of the annual 
work  programmes  and  strategy.  As  the  process  is  constantly  evolving,  improvements  continue  to  be 
identified and tackled in areas such as the robustness, relevance and analysis of indicators, as well as 
the accessibility of the corresponding evidence. The Centre’s management considered that the monitoring 
reviews showed no instances of inadequate/ineffective controls that would expose the Centre to key risks. 

Within the risk assessment component, in line with the prioritisation of the risk management process, the 
Director and all heads of department reviewed the draft Single Programming Document 2024-2026 in 
order to update the risk register with any potential risks that were anticipated for the year 2024 as a result 
of challenges that might affect the achievement of the Centre’s strategic objectives and initiatives. 

Alongside this risk identification exercise, the Centre’s management also reviewed the Centre’s entire risk 
portfolio, the risks’ associated ratings (inherent, residual) and their mitigation as a prerequisite for the 
annual review of the strategy for organisational management and internal control systems, including the 
anti-fraud strategy, in line with Article 32(1) of the Financial Regulation of 22 September 2019 applicable 
to  the  Translation  Centre  for  the  Bodies  of  the  European  Union  (CT/CA-028/2019EN).  The  Centre’s 
management  concluded  that  the  rating  and  significance  of  the  following  3  risks  was  maintained: 
(i) Geopolitical disruptions; (ii) Attractiveness of the Centre as an employer; and (iii) Unrealistic clients’ 
expectations. However, the rating and significance of the following 3 risks had increased: (iv) Disregard 
by  other  agencies  for  their  obligation  to  use  the  Centre  as  the  linguistic  shared  service  provider; 
(v) Unavailability of contract agents for short-term replacements; and (vi) Fewer requests for translations 
compared to the volumes forecast. Finally, the rating and significance of the following 2 risks had been 
reduced: (vii) Pandemic outbreak; and (viii) Cybersecurity attacks. The full risk portfolio as validated by 

46 

 
the Centre’s management was communicated to its partner, the Directorate-General for Translation (DGT) 
of the European Commission. 

In  addition,  in  the  last  quarter  of  2022,  the  Centre  participated  in  the  peer  review  exercise  of  most 
important risks for 2023. This exercise was conducted at the request of the Secretary-General and the 
Director-General for Budget (DG BUDG) of the European Commission. The request was addressed to 
the  EU  Agencies  Network  (EUAN)  to  coordinate  an  assessment  of  the  potential  risks  that  the 
decentralised agencies and joint undertakings may face during the implementation of EU policies in 2023. 
As regards operational structure, the Centre is unable to implement mandatory mobility because of its 
size. The number of jobholders with sensitive functions is limited to eight. Three of them have been in 
their post for less than 5 years. Of the five other jobholders, three of them have been in their post for less 
than 7 years, and the remaining two have been in their post for more than 7 years. However, the Centre’s 
management assessed that the long-term experience and positive outcomes of audits provided sufficient 
proof that the risk was well mitigated, and considered that the mitigating controls and additional checks in 
place reduced the risk to an acceptable level. 

The Centre’s management established that the risk of fraud was rather low in the areas sensitive to fraud 
(procurement, contract management, recruitment, human resources and logistics) due to the established 
processes, working procedures and measures in place. The risks with regard to the operational activities, 
and for projects and innovation activities were the Centre’s key inherent risks. 

The  Centre’s  management  reviewed  the  current  internal  control  strategy  in  relation  to  the  existing 
anti-fraud strategy adopted by the Centre’s Management Board in October 201619. It adopted an updated 
strategy  for  organisational  management  and  internal  control  systems 20  that  takes  into  account  the 
implementation of the principles set out in the Centre’s internal control framework and the priorities set by 
the Commission under the Common Approach on EU decentralised agencies21, especially with regard to 
ensuring the proper handling of conflicts of interest, and developing and maintaining anti-fraud measures 
through prevention, detection, awareness-raising and closer cooperation with the European Anti-Fraud 
Office  (OLAF).  This  updated  strategy  focuses  mainly  on  implementing  and  embedding  preventive, 
detective and corrective controls in order to achieve the strategic objective of promoting and maintaining 
a culture of integrity that ensures transparency and accountability. The Centre’s management assessed 
that the Centre’s controls were designed correctly and were fully effective overall; some adaptations were 
needed to further increase the Centre’s capabilities. 

3.1.3 Prevention, detection and correction of fraud 
In 2022, the Centre finalised and adopted a new action plan for 2022 and 2023, and finalised the last 
pending  actions  from  the  previous  plan.  In  particular,  the  Centre  continued  to  update  its  processes 
concerning the detection and reporting of fraud. 

As regards prevention and management of conflicts of interest, the Centre requests every staff member 
participating in the evaluation of candidates for a selection procedure or in a procurement evaluation to 
sign a declaration on conflicts of interest. Concerning managerial positions, the Director’s declaration of 
interests is published on the Centre’s website. 

19 Decision of the Management Board on the Translation Centre’s Anti-Fraud Strategy (CT/CA-040/2016). 
20 Annex X: ‘Strategy for the organisational management and internal control systems’ of the Draft Single Programming Document 2024-2026 of the Translation 
Centre for the Bodies of the European Union. 
21 https://european-union.europa.eu/sites/default/files/docs/body/joint_statement_and_common_approach_2012_en.pdf 

47 

 
                                                      
CHAPTER 2 
CONCLUSIONS ON THE ASSESSMENT OF THE INTERNAL CONTROL SYSTEMS 

Based on all the facts presented in the previous sections, and in the light of the opinions expressed by 
the European Court of Auditors on the reliability of the accounts and on the legality and regularity of the 
transactions underlying the accounts, it can be stated that the Centre operates in an environment where 
risks are appropriately managed. 

The Centre considers that its control systems are fully effective overall, with some improvements needed 
to further increase the Centre’s capabilities and resilience. 

Furthermore, the control procedures put in place guarantee the legality and regularity of the underlying 
transactions, and also guarantee that the resources assigned to the activities described in this report have 
been  used  for  their  intended  purpose  and  in  accordance  with  the  principles  of  sound  financial 
management. 

48 

 
 
 
CHAPTER 3 
STATEMENT OF THE OFFICER IN CHARGE OF  RISK MANAGEMENT AND 
INTERNAL CONTROL COORDINATION 

I declare that in accordance with the decision on internal control standards for the Translation Centre, I 
have  reported  my  advice  and  recommendations  on  risk  management and  the overall  state  of  internal 
control at the Translation Centre to the Director. 

I hereby certify that the information provided on the overall state of internal control in Part II.A of the annual 
activity report and in its annexes is, to the best of my knowledge, accurate, reliable and complete. 

Luxembourg, 31 January 2023. 

(signed) 
Georgios Kazantzis 

49 

 
 
 
PART IV. 
MANAGEMENT ASSURANCE 

CHAPTER 1 
REVIEW OF THE ELEMENTS SUPPORTING ASSURANCE 

The  declaration  of  assurance  provided  by  the  authorising  officer  is  structured  around  four  pillars  or 
‘building blocks’: 

1. Assessment  by  management  (controls  and  supervisory  checks,  monitoring  reviews,  and 

self-assessments). 

2. Assurances and/or recommendations from independent monitoring and assessment sources (data 

protection, results from audits and evaluations during the reporting year). 

3. Follow-up of reservations and action plans resulting from audits from previous years and follow-up 

of observations from the discharge authority. 

4. Management assurances. 

1.  Assessment  by  management  (controls  and  supervisory  checks,  monitoring  reviews,  and 

self-assessments). 

After  a  careful  review  of  the  results  of  the  controls  and  supervisory  checks,  monitoring  reviews  and 
self-assessments, the Centre’s management considers that the actions implemented to date have given 
reasonable assurance as to the architecture of the internal control system and that this system is operating 
correctly  as  a  whole.  The  Centre’s  management  considers  that  its  control  systems  are  fully  effective 
overall, with some improvements needed to further increase the Centre’s capabilities and resilience. 

2.  Assurances and/or recommendations from independent monitoring and assessment sources (data 

protection, results from audits and evaluations during the reporting year). 

Data  protection  is  well  understood  at  the  Centre,  which  is  a  mature  organisation  in  this  respect.  In 
particular, in 2022, the Centre did not experience any personal data breaches that required information 
to be sent to the European Data Protection Supervisor (EDPS), and no major complaints were made to 
the Data Protection Officer (DPO) or the EDPS concerning the processing of personal data at the Centre. 

3.  Follow-up of reservations and action plans resulting from audits from previous years, and follow-up 

of observations from the discharge authority. 

Of  the  8  recommendations  resulting  from  the  IAS  audits  of  2019  and  2021,  5  remained  open  at  the 
beginning  of  2022.  Following  3  follow-up  IAS  audits  during  2022,  which  resulted  in  the  closing  of  an 
equivalent number of recommendations,, only 2 recommendations remained open at the end of 2022, 
neither of them being overdue. It should also be added that none of the initial 8 recommendations of the 
IAS were ‘Critical’ or ‘Very Important’. 

Of  the  26  observations  made  by  the  European  Parliament  in  the  2020  discharge  decision22,  5  were 
ongoing. 

22 European Parliament resolution of 4 May 2022 with observations forming an integral part of the decision on discharge in respect of the implementation of 
the budget of the Translation Centre for the Bodies of the European Union for the financial year 2020 (2022/2118(DEC). 

50 

 
 
 
 
 
 
 
 
 
 
                                                      
4.  Management assurances. 

As in previous years, no authorising officer by delegation or sub-delegation has expressed any issues 
that  could  raise  concerns.  All  four  heads  of  department,  as  well  as  other  assurance  providers  (local 
informatics security officer, data protection officer, business continuity coordinator) in the second line of 
defence23 of internal control have also provided statements on the adequacy of the control activities. 

CHAPTER 2 
RESERVATIONS 

In  line  with  the  quantitative  and  qualitative principles established by  the  Centre  to  define  the  material 
criteria  on  which  to  base  a  decision  on  whether  to  include  a  reservation  in  the  annual  declaration  of 
assurance in the annual activity report, the Centre’s authorising officer has not issued any reservation. 

23 THE IIA’S THREE LINES MODEL. An update of the Three Lines of Defence. The Institute of Internal Auditors, July 2020. 
Leveraging COSO across the three lines of defence’, The Institute of Internal Auditors, July 2015. 

51 

 
 
 
 
                                                      
PART V. 
DECLARATION OF ASSURANCE 

I, the undersigned, Ildikó Horváth, Director of the Translation Centre for the Bodies of the European Union, 

in my capacity as Authorising Officer, 

declare that the information contained in this Consolidated Annual Activity Report 2022 gives a true and 
fair view, 

state that I have reasonable assurance that the resources assigned to the activities described in this report 
have  been  used  for  their  intended  purpose  and  in  accordance  with  the  principles  of  sound  financial 
management, and that the control procedures put in place give the necessary guarantees concerning the 
legality and regularity of the underlying transactions. 

This reasonable assurance is based on my own judgement and on the information at my disposal as 
reported in this report, including: 

the end-of-year declaration of assurance issued by authorising officers by delegation or sub-delegation 
based on the knowledge gained from daily operations and management supervision activities; 

the results of ex post controls and monitoring activities; 

the results of the annual self-assessment by the Centre’s management of the internal control system and 
the statement of the officer in charge of risk management and internal control coordination; 

the observations and recommendations of the Internal Audit Service; 

the lessons learnt from the reports of the European Court of Auditors prior to the year of this declaration. 

I confirm that I am not aware of anything not reported here which could harm the interests of the agency. 

Luxembourg, 31January 2023 

(signed) 
Ildikó Horváth 

52 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
ANNEXES 

53 

 
 
ANNEX  I – CORE BUSINESS STATISTICS 

A.  Trends in translation volumes 1995-2023 

54 

 
 
900

800

700

600

s
e
g
a
P

500

400

300

200

100

0

Total: 588 033 pages

EU trade marks: 239 964 pages

Documents: 348 070 pages

7
9
9
1

8
9
9
1

9
9
9
1

0
0
0
2

1
0
0
2

2
0
0
2

3
0
0
2

4
0
0
2

5
0
0
2

6
0
0
2

7
0
0
2

8
0
0
2

9
0
0
2

0
1
0
2

1
1
0
2

2
1
0
2

3
1
0
2

4
1
0
2

5
1
0
2

6
1
0
2

7
1
0
2

8
1
0
2

9
1
0
2

0
2
0
2

1
2
0
2

2
2
0
2

55 

 
 
B.  Volume of translated documents by client (in pages) 

ACER
BEREC
CAJU
CBE JU
CDT
CDT-CA
CEDEFOP
CEPOL
CHJU
CINEA
CJUE
CONSEIL
COR
CPVO
DG-GROW
DG-JUST
EACEA
EASA
EBA
ECA
ECB
ECDC
ECHA
EDA
EDPS
EEA
EEL2
EESC
EFCA
EFSA
EIB
EIGE
EIOPA
EISMEA
EIT
ELA
EMA
EMCDDA
EMSA
ENISA
EP-DGTRAD
EPPO
ERA
ERC
ERJU
ESMA
ETF
EUAA
EUIPO
EU-LISA
EU-OSHA
EUROFOUND
EUROJUST
EUROPOL
EUSPA
F4E
FRA
FRONTEX
HADEA
IHI JU
KDT JU
OMBUDSMAN
REA
S3JU
SRB
UPC

2777,00

261,50
34,50
46,00

5390,50
4743,00

1811,50

334,50
23,00
25,50

902,50
381,50
2,00
56,00

3138,00

543,50

2246,00

1369,00

824,00
445,50

185,50

4886,00

22,00
98,50

2887,00

2201,00

2896,00

80,50

787,00

478,00
38,00

3440,50

5981,50

1752,50

471,50
69,00

2347,50

70,00
46,00

3840,50
4134,50

15876,50

16720,00

11982,50

17923,00

26712,00

17431,00

3224,00

829,50
491,00
70,50

550,00
15,00
23,00

301,50

196,00

3117,50
2697,00

11138,50

8395,50

7971,50

15501,00

25134,00

15178,50

56 

42165,00
42357,50

 
 
 
C.  Comparative breakdown by target language 

2022 

2021 

Target language (EU 
24) 

Ranking 

Pages 

% 

Ranking 

Pages 

% 

44 840.5 

12.88% 

FR 

ES 

EN 

DE 

IT 

EL 

RO 

LV 

PL 

LT 

PT 

NL 

SL 

CS 

BG 

HR 

FI 

SK 

SV 

HU 

DA 

ET 

MT 

GA 

1 

2 

3 

4 

5 

6 

7 

8 

9 

10 

11 

12 

13 

14 

15 

16 

17 

18 

19 

20 

21 

22 

23 

24 

23 803 

21 861 

21 423.5 

16 985 

15 956.5 

13 413 

12 878 

12 859.5 

12 441.5 

12 433 

11 056 

10 729 

10 535 

10 461.5 

10 383.5 

10 331 

10 075.5 

10 065 

9 954.5 

9 472 

9 118.5 

8 693.5 

5 969.5 

Non-EU 

Total 

12 330.5 

348  069.5 

1 

4 

3 

2 

5 

6 

12 

18 

7 

14 

8 

11 

9 

19 

16 

10 

17 

13 

15 

21 

22 

20 

23 

24 

43 630 

11.88% 

20 583.5 

24 424.5 

27 086.5 

17 335.5 

15 197 

11 977 

11 388 

14 912.5 

11 869 

13 051 

12 029 

12 154 

11 247 

11 795.5 

12 145 

11 530.5 

11 888.5 

11 810.5 

10 748 

10 616.5 

11 099 

10 372.5 

3 203 

15 170 

367  264 

5.60% 

6.65% 

7.38% 

4.72% 

4.14% 

3.26% 

3.10% 

4.06% 

3.23% 

3.55% 

3.28% 

3.31% 

3.06% 

3.21% 

3.31% 

3.14% 

3.24% 

3.22% 

2.93% 

2.89% 

3.02% 

2.82% 

0.87% 

4.13% 

100% 

6.84% 

6.28% 

6.15% 

4.88% 

4.58% 

3.85% 

3.70% 

3.69% 

3.57% 

3.57% 

3.18% 

3.08% 

3.03% 

3.01% 

2.98% 

2.97% 

2.89% 

2.89% 

2.86% 

2.72% 

2.62% 

2.50% 

1.72% 

3.54% 

100% 

57 

 
 
 
 
 
 
 
 
 
Target language (non-EU*) 

Ranking 

Pages 

% 

Ranking 

2022 

UK – Ukrainian 

AR – Arabic 

NO – Norwegian 

RU – Russian 

TR – Turkish 

SQ – Albanian 

IS – Icelandic 

MK – Macedonian 

SR – Serbian - Cyrillic 

BS – Bosnian 

ME – Montenegrin 

KA – Georgian 

HY – Armenian 

FA – Farsi 

HE – Hebrew 

SO – Somali 

BN – Bengali 

TH – Thai 

PR – Dari 

UR – Urdu 

TI – – 

BM – Bambara 

TA – Tamil 

KU – Kurdish 

FO – Faroese 

AZ – Azerbaijani 

ZH – Mandarin Chinese 

PS – Pashto 

WO – Wolof 

HI – Hindi 

LB – Luxembourgish 

1 

2 

3 

4 

5 

6 

7 

8 

9 

10 

11 

12 

13 

14 

15 

16 

17 

17 

19 

20 

21 

22 

23 

24 

25 

26 

27 

28 

29 

30 

31 

2 099 

0.6% 

10 

1 

7 

5 

2 

3 

6 

4 

9 

8 

11 

12 

14 

21 

22 

26 

37 

23 

24 

32 

27 

29 

30 

13 

38 

34 

1 622 

0.5% 

1 477.5 

0.4% 

1 472.5 

0.4% 

1 359 

0.4% 

862 

0.2% 

807 

0.2% 

637.5 

0.2% 

501 

0.1% 

210 

0.1% 

199 

0.1% 

168.5 

0.0% 

90 

77 

70 

0.0% 

0.0% 

0.0% 

55.5 

0.0% 

50.5 

0.0% 

50.5 

0.0% 

46 

0.0% 

44.5 

0.0% 

39.5 

0.0% 

38 

36 

34 

0.0% 

0.0% 

0.0% 

32.5 

0.0% 

31.5 

0.0% 

31 

29 

0.0% 

0.0% 

26.5 

0.0% 

12.5 

0.0% 

12 

0.0% 

58 

2021 

Pages 

395 

2 706 

1 013.5 

1 236 

2 527.5 

1 690 

1 035.5 

1 683 

476.5 

687.5 

236 

139 

109 

54.5 

54 

45.5 

12 

49 

46.5 

20 

% 

0.11% 

0.74% 

0.28% 

0.34% 

0.69% 

0.46% 

0.28% 

0.46% 

0.13% 

0.19% 

0.06% 

0.04% 

0.03% 

0.01% 

0.01% 

0.01% 

0.00% 

0.01% 

0.01% 

0.01% 

43.5 

0.01% 

38 

28.5 

117.5 

11.5 

16.5 

0.01% 

0.01% 

0.03% 

0.00% 

0.00% 

 
 
   
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Target language (non-EU*) 

Ranking 

Pages 

% 

Ranking 

2022 

JP – Japanese 

KO – Korean 

MO – Moldovan 

LN – Lingala 

IG – Igbo 

PA – Punjabi 

KY – Kyrgyz 

KK – Kazakh 

TK – Turkmen 

UZ – Uzbek 

LO – Lao 

ID – Indonesian 

SW – Swahili 

VI – Vietnamese 

CA – Catalan 

NE – Nepali 

MG – Malagasy 

MR – Marathi 

AK – Akan 

AM – Amharic 

BE – Belarusian 

FF – Fula 

HA – Hausa 

MD – Mandingo 

PH – Filipino 

RM – Romani 

SE – Sami 

SI – Sinhalese 

T0 – Tamazight 

YO – Yoruba 

Total 

32 

32 

32 

35 

36 

36 

38 

39 

39 

39 

42 

43 

43 

45 

46 

46 

48 

49 

11 

11 

11 

0.0% 

0.0% 

0.0% 

9.5 

0.0% 

9 

9 

7 

6 

6 

6 

0.0% 

0.0% 

0.0% 

0.0% 

0.0% 

0.0% 

4.5 

0.0% 

4 

4 

0.0% 

0.0% 

3.5 

0.0% 

3 

3 

1 

0.0% 

0.0% 

0.0% 

0.5 

0.0% 

33 

31 

24 

17 

39 

41 

35 

44 

17 

28 

36 

15 

17 

40 

43 

45 

45 

41 

16 

17 

2021 

Pages 

17.5 

26 

46.5 

% 

0.00% 

0.01% 

0.01% 

77 

0.02% 

9 

6 

15.5 

3 

77 

42 

13.5 

95.5 

77 

8 

5.5 

2 

2 

6 

92.5 

77 

0.00% 

0.00% 

0.00% 

0.00% 

0.02% 

0.01% 

0.00% 

0.03% 

0.02% 

0.00% 

0.00% 

0.00% 

0.00% 

0.00% 

0.03% 

0.02% 

12  330.5 

3.5% 

Total 

15  170 

4.1% 

59 

 
   
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
D.  Statistics on translation24 deadlines 

Client 

ACER 

BEREC 

CAJU 

CBE JU 

CDT 

CDT-CA 

CEDEFOP 

CEPOL 

CHJU 

CINEA 

CJUE 

CONSEIL 

COR 

CPVO 

DG-GROW 

DG-JUST 

EACEA 

EASA 

EBA 

ECA 

ECB 

ECDC 

ECHA 

EDA 

EDPS 

EEA 

EEL2 

EESC 

EFCA 

Total number of 
documents 
delivered 

On time* 

More than 15 
minutes early 

15 minutes 
to 2 hours 
late 

Less than 1 
day late 

More than 1 
day late 

74 

41 

23 

46 

74 

41 

23 

46 

1 322 

1 321 

325 

246 

35 

23 

4 

84 

26 

2 

46 

597 

527 

87 

795 

599 

45 

27 

1 094 

2 425 

9 

1 050 

674 

27 

26 

142 

325 

246 

35 

23 

4 

84 

26 

2 

46 

597 

527 

87 

795 

599 

45 

27 

1 093 

2 412 

9 

1 050 

674 

27 

26 

142 

68 

17 

23 

46 

799 

287 

200 

9 

23 

4 

84 

25 

2 

46 

522 

276 

62 

386 

398 

43 

23 

606 

1 372 

9 

763 

582 

13 

26 

95 

1 

1 

13 

24 In this context, ‘translation’ includes the following services, invoiced in pages: translation, automated translation, Paste ‘n’ Go, editing, modification and 
revision. This table does not include EU trade marks, which are always sent by the contractual deadline. 

60 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
                                                      
Client 

EFSA 

EIB 

EIGE 

EIOPA 

EISMEA 

EIT 

ELA 

EMA 

EMCDDA 

EMSA 

ENISA 

EP – DG  TRAD 

EPPO 

ERA 

ERC 

ERJU 

ESMA 

ETF 

EUAA 

EUIPO 

eu-LISA 

EU-OSHA 

Eurofound 

Eurojust 

Europol 

EUSPA 

F4E 

FRA 

Frontex 

HaDEA 

IHI JU 

KDT JU 

Total number of 
documents 
delivered 

On time* 

More than 15 
minutes early 

15 minutes 
to 2 hours 
late 

Less than 1 
day late 

More than 1 
day late 

658 

28 

108 

233 

42 

24 

3 098 

7 077 

372 

107 

142 

6 

849 

76 

24 

46 

287 

251 

1 979 

9 111 

194 

2 180 

856 

558 

111 

208 

48 

2 149 

447 

46 

24 

23 

482 

26 

107 

164 

15 

24 

2 331 

664 

182 

105 

119 

6 

666 

52 

24 

46 

174 

177 

1 383 

6 450 

141 

663 

662 

462 

88 

80 

47 

1 244 

368 

45 

24 

23 

658 

28 

108 

233 

42 

24 

3 096 

7 076 

304 

107 

142 

6 

846 

76 

24 

46 

287 

251 

1 979 

9 103 

194 

2 180 

856 

557 

111 

207 

48 

2 149 

447 

46 

24 

23 

61 

2 

2 

1 

5 

1 

1 

68 

2 

1 

1 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Client 

Ombudsman 

REA 

S3JU 

SRB 

UPC 

Total 

Percentage 

Total number of 
documents 
delivered 

On time* 

More than 15 
minutes early 

15 minutes 
to 2 hours 
late 

Less than 1 
day late 

More than 1 
day late 

866 

266 

47 

833 

86 

866 

266 

47 

833 

86 

741 

256 

47 

615 

83 

43 881 

100% 

43 782 

99.8% 

25 595 

58.3% 

87 

1.9% 

7 

0.0% 

5 

0.0% 

(*) ‘Delivered on time’ includes documents delivered early, on time, or less than 15 minutes late. 

62 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
ANNEX  II – STATISTICS ON FINANCIAL MANAGEMENT 

A.  Budgets 

Title 

Heading 

Budget outturn 
2022 

Amending budget 
2022** 

Initial budget 2022 

Revenue 

Payments from agencies, bodies, 
offices and institutions 

Subsidy from the European 
Commission 

Interinstitutional cooperation* 

Other revenue 

Surplus carried over from the previous 
financial year 

Refunds 

Grand total 

Expenditure 

Staff 

42 991 937 

47 747 500 

48 101 600 

0 

p.m. 

p.m. 

660 092 

310 484 

0 

0 

659 500 

314 800 

1 118 155 

p.m. 

663 100 

272 400 

p.m. 

p.m. 

43  962  513 

49  839  955 

49  037  100 

27 616 617 

28 361 000 

28 768 200 

Buildings, equipment and 
miscellaneous operating expenditure 

7 002 178 

8 267 400 

8 273 600 

Operational expenditure 

9 779 343 

10 901 100 

11 069 300 

1 

2 

3 

4 

5 

6 

1 

2 

3 

10 

Reserves 

0 

2 310 455 

926 000 

Grand total 

44  398  138  

49  839  955 

49  037  100 

*  Interinstitutional  cooperation,  as  defined  in  Title 3  of  the  budget  revenue,  includes  revenue  received  relating  to  the 

interinstitutional IATE database. 

** The figures concern amending budget 1/2022. 

B.  Revenue collected 

Comparative analysis of budget revenue collected for 2022 and 2021 

Budget revenue 

2022 

2021 

% change 

Total revenue relating to the core 
operational activity 
Financial income 
Grants received 
Other operating income 
Total budget revenue 

43 652 029 

45 702 010 

37 164 
170 000 
103 321 
43  962  513 

0 
170 000 
688 682 
46  560  692 

-4.49% 

N/A 
0.00% 
-85.00% 
-5.58% 

63 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
Revenue collected by budget line 

Budget line 

Agency/office/body/institution 

Revenue 2022 

Revenue 2021 

Change in 
EUR 

% 
change 

1000 

1001 

1002 

1003 

1004 

1005 

1006 

1007 

1008 

1009 

1010 

1012 

1014 

1015 

1016 

1017 

1018 

1019 

1020 

1021 

1022 

1023 

1024 

1025 

1026 

1027 

1028 

1029 

European Environment Agency (EEA) 

European Training Foundation (ETF) 

European Monitoring Centre for Drugs and Drug 
Addiction (EMCDDA) 

317 960 

345 020 

212 938 

368 575 

105 022 

-23 556 

49% 

-6% 

192 066 

284 833 

-92 767 

-33% 

European Medicines Agency (EMA) 

2 570 420 

3 403 699 

-833 279 

-24% 

European Agency for Safety and Health at Work 
(EU-OSHA) 

916 745 

1 092 984 

-176 239 

-16% 

European Union Intellectual Property Office (EUIPO) 

4 036 091 

4 898 966 

-862 875 

EUIPO trade marks 

9 420 125 

10 941 719 

-1 521 594 

Community Plant Variety Office (CPVO) 

12 169 

32 818 

-20 649 

-18% 

-14% 

-63% 

European Union Agency for Law Enforcement 
Cooperation (Europol) 

European Foundation for the Improvement of Living 
and Working Conditions (Eurofound) 

European Centre for the Development of Vocational 
Training (Cedefop) 
European Union Agency for Fundamental Rights 
(FRA) 

European Investment Bank (EIB) 

European Food Safety Authority (EFSA) 

European Union Agency for Criminal Justice 
Cooperation (Eurojust) 

European Maritime Safety Agency (EMSA) 

European Aviation Safety Agency (EASA) 

European Union Agency for Railways (ERA) 

European Network and Information Security Agency 
(ENISA) 

European Centre for Disease Prevention and Control 
(ECDC) 

72 894 

76 393 

-3 499 

-5% 

308 162 

530 961 

-222 800 

-42% 

171 235 

75 814 

95 421 

126% 

1 397 067 

1 108 715 

288 352 

26% 

22 410 

312 087 

842 892 

141 874 

101 168 

370 528 

116 186 

484 595 

7 218 

15 192 

210% 

283 477 

28 610 

10% 

891 406 

-48 514 

-5% 

120 873 

21 001 

17% 

0 

101 168 

- 

116 287 

254 240 

219% 

464 453 

-348 267 

-75% 

806 411 

-321 816 

-40% 

European Border and Coast Guard Agency (Frontex) 

2 956 975 

615 216 

2 341 758 

381% 

Education, Audiovisual and Culture Executive 
Agency (EACEA) 

Executive Agency for Small and Medium-sized 
Enterprises (EASME) 

European Union Agency for Law Enforcement 
Training (CEPOL) 

Consumers, Health, Agriculture and Food Executive 
Agency (Chafea) 

European Global Navigation Satellite Systems 
Agency (GSA) 

187 128 

310 782 

-123 654 

-40% 

63 779 

35 590 

28 189 

79% 

25 836 

19 334 

6 502 

34% 

0 

391 896 

-391 896 

-100% 

54 891 

48 136 

6 755 

14% 

European Defence Agency (EDA) 

9 464 

13 412 

-3 948 

European Chemicals Agency (ECHA) 

1 806 623 

2 018 080 

-211 457 

-29% 

-10% 

64 

 
 
1030 

1031 

1033 

1034 

1035 

1036 

1037 

1038 

1039 

1042 

1043 

1045 

1046 

1047 

1048 

1049 

1050 

1051 

1052 

1054 

1055 

1056 

1057 

1059 

1060 

1061 

1099 

1100 

1101 

1102 

European Fisheries Control Agency (EFCA) 

218 621 

267 632 

Fusion for Energy Joint Undertaking (F4E JU) 

Innovation and Networks Executive Agency (INEA) 

European Institute of Innovation and Technology 
(EIT) 
European Research Council Executive Agency 
(ERCEA) 

6 516 

4 617 

3 869 

1 743 

10 788 

20 479 

3 790 

9 902 

-49 011 

-4 272 

-15 862 

-18% 

-40% 

-77% 

79 

2% 

-8 159 

-82% 

Research Executive Agency (REA) 

246 028 

139 285 

106 743 

Clean Sky 2 Joint Undertaking (CS 2 JU) 

European Institute for Gender Equality (EIGE) 

SESAR Joint Undertaking (SESAR JU) 

Innovative Medicines Initiative 2 Joint Undertaking 
(IMI 2 JU) 
Fuel Cells and Hydrogen 2 Joint Undertaking (FCH 2 
JU) 

3 002 

84 527 

29 232 

1 765 

2 001 

2 337 

47 017 

1 914 

77% 

28% 

80% 

665 

37 511 

27 318 

1427% 

4 817 

-3 052 

-63% 

1 914 

87 

5% 

European Asylum Support Office (EASO) 

3 555 352 

4 398 500 

-843 148 

-19% 

Agency for the Cooperation of Energy Regulators 
(ACER) 
European Securities and Markets Authority (ESMA) 

366 245 

205 711 

160 534 

78% 

317 258 

561 923 

-244 665 

-44% 

European Banking Authority (EBA) 

1 480 903 

1 236 511 

244 392 

20% 

European Insurance and Occupational Pensions 
Authority (EIOPA) 

Office of the Body of European Regulators for 
Electronic Communications (BEREC) 

European Agency for the operational management 
of large-scale IT systems in the area of freedom, 
security and justice (eu-LISA) 

Electronic Components and Systems for European 
Leadership Joint Undertaking (ECSEL JU) 

326 575 

105 730 

220 845 

209% 

12 616 

33 415 

-20 800 

-62% 

957 363 

1 413 094 

-455 731 

-32% 

2 001 

2 001 

0 

0% 

Single Resolution Board (SRB) 

1 625 163 

1 240 073 

385 089 

31% 

Secretariat-General of the European Schools 
(EURSC) 

Bio-Based Industries Joint Undertaking (BBI JU) 

Europe’s Rail Joint Undertaking (Europe’s Rail JU) 

EUROHPC 

ELA 

106 648 

-105 049 

-99% 

1 599 

4 617 

4 667 

0 

3 656 

12 472 

0 

961 

26% 

-7 805 

-63% 

0 

N/A 

20% 

N/A 

1 757 299 

1 467 157 

290 142 

European Public Prosecutor's Office (EPPO) 

2 515 829 

0 

2 515 829 

New clients 25 

84 318 

1 038 466 

-954 148 

-92% 

European Commission – DG Employment 
(DG EMPL), DG Justice and Consumers (DG JUST) 
and DG Internal Market, Industry, Entrepreneurship 
and SMEs (DG GROW) 

European Parliament 

Council of the European Union (Council) 

316 203 

798 103 

-481 900 

-60% 

17 025 

21 236 

34 650 

85 978 

-17 626 

-64 742 

-51% 

-75% 

25 European Health and Digital Executive Agency (HaDEA) and Unified Patent Court (UPC) in 2022. The European Public 
Prosecutor’s Office (EPPO) in 2021. 

65 

 
                                                      
1103 

1104 

1105 

1106 

1107 

1108 

1109 

3002 

4000 

4010 

4020 

European Court of Auditors (ECA) 

193 903 

149 891 

44 012 

29% 

Committee of the Regions of the European Union 
(CoR) 

European Economic and Social Committee (EESC) 

Court of Justice of the European Union (CJEU) 

European Central Bank (ECB) 

194 

13 426 

65 651 

44 177 

European Ombudsman (Ombudsman) 

333 392 

266 431 

European Data Protection Supervisor (EDPS) 

1 116 623 

2 155 027 

-1 038 405 

-48% 

Interinstitutional projects with the institutions (IATE) 

660 092 

632 642 

Bank interest 

Miscellaneous repayments 

Grant from the Luxembourg government 

37 164 

103 321 

170 000 

Total revenue 

43 962 513 

46 560 692 

-2 598 178 

318 

-124 

-39% 

6 256 

18 336 

48 160 

7 170 

115% 

47 315 

258% 

-3 984 

66 961 

-8% 

25% 

27 450 

37 164 

4% 

N/A 

0 

688 682 

-585 362 

-85% 

170 000 

0 

0% 

-6% 

C.  Expenditure 

Chapter 

Heading 

Expenditure 
(execution 
commitment) 
2022 

Expenditure 
(execution 
commitment) 
2021 

Change in EUR 

% change 

11  Staff in active employment 

26 821 938 

25 072 115 

1 749 823 

6.98% 

13  Missions and duty travel 

14  Socio-medical infrastructure 

16  Welfare service 

17 

Entertainment and 
representation 

38 451 

693 628 

62 600 

0 

500 

578 533 

42 550 

226 

37 951 

7590.20% 

115 095 

20 050 

19.89% 

47.12% 

-226 

-100.00% 

TITLE 1 

STAFF 

27 616 617 

25 693 924 

1 922 693 

7.48% 

20 

Rental of buildings and 
associated costs 

21 

Information technology 

22 

Movable property and 
associated costs 

23  Operating expenditure 

24 

25 

26 

27 

Postage and 
telecommunications 
Expenditure on formal and 
other meetings 
Expenditure on Management 
Board meetings 
Information: acquisition, 
archiving, production and 
dissemination 
BUILDINGS, EQUIPMENT 
AND SUNDRY OPERATING 
EXPENDITURE 

TITLE 2 

2 512 059 

3 015 365 

-503 307 

-16.69% 

4 125 476 

4 123 719 

35 732 

181 399 

119 938 

33 277 

209 618 

182 933 

1 757 

2 455 

0.04% 

7.38% 

-28 220 

-13.46% 

-62 995 

-34.44% 

0 

0 

0 

N/A 

27 575 

25 132 

2 443 

9.72% 

0 

0 

0 

N/A 

7 002 178 

7 590 045 

-587 866 

-7.75% 

30  External translation services 

9 059 515 

10 241 218 

-1 181 703 

-11.54% 

31 

Interinstitutional cooperation 

719 828 

718 353 

1 475 

0.21% 

66 

 
   
 
to 

the 

32 

Expenditure  relating 
eCdT programme 
OPERATIONAL 
EXPENDITURE 

TITLE 3 

0 

56 669 

-56 669 

-100.00% 

9 779 343 

11 016 240 

-1 236 897 

-11.23% 

TITLE 10 

RESERVES 

0 

0   

TOTAL BUDGET   

44 398 138 

44 300 208 

0 

97 930 

N/A 

0.22% 

Budgetary implementation 2021-2022 

Description 

2022 

Implementation 
2022 

2021 

Implementation 
2021 

% change 

Budget 
(excluding 
Title  10) 
Commitments 
entered into 
Appropriations 
cancelled 
Payments made 

Appropriations 
carried over 

47 529 500 

N/A 

47 464 600 

N/A 

N/A 

44 398 138 

93.41% 

44 300 208 

3 131 362 

6.59% 

3 164 392 

41 615 029 

87.56% 

40 574 137 

2 783 109 

5.86% 

3 726 071 

93.33% 

6.67% 

85.48% 

7.85% 

0.08% 

-0.08% 

2.07% 

-1.99% 

Appropriations cancelled – 2022 budget 

Appropriations cancelled 

36%

24%

40%

Staff (EUR 744 384)

Buildings, equipment and sundry operating expenditure (EUR 1 265 222)

Operational expenditure (EUR 1 121 757)

67 

 
  
 
 
 
 
 
D. Budget outturn and cancellation of appropriations 

Calculation of budget outturn 

Budget outturn 

2020 

2021 

2022 

Result from the previous year 

Revenue actually received (+) 

Payments made (-) 

Carryover of appropriations (-) 

Cancellation of appropriations carried over (+) 

Adjustment for carryover of assigned revenue 
appropriations from previous year (+) 
Exchange rate differences (+/-) 

Reserves (creation and usage of the ‘Reserve for pricing 
stability’ and exceptional investments) 
TOTAL 

4 052 543 

46 560 691 

-40 574 137 

-3 726 071 

315 583 

16 

-5 510 474 

1 118 151 

1 118 150.81 

43 962 513 

-41 615 028 

-2 783 109 

384 444 

-207 

-2 310 455 

-1 243 692 

3 894 084.00 

43 949 315.08 

39 018 450.61 

3 098 868.25 

407 982.04 

-235.72 

2 081 283.86 

4 052 542.68 

68 

 
 
 
 
 
 
 
 
 
Budget outturn 

(in EUR) 

Budget revenue 
Translation 

Terminology 

Term lists 

Interinstitutional cooperation – IATE database 

Subtitling 

Other operating revenue 

Revenue from operations 

Financial income 

Grant for rent from the Luxembourgish government 

Miscellaneous 

Budget expenditure 
Title 1 – Staff 

Payments 

    Appropriations carried over 
Title 2 – Buildings. equipment and miscellaneous operating 
expenditure 
    Payments 

    Appropriations carried over 

Title 3 – Operational expenditure 

    Payments 

    Appropriations carried over 

2022 

2021 

% change 

43 962 513.38 

41 903 479.84 

330 570.01 

406 249.00 

660 092.24 

136 333.21 

215 304.82 

46 560 691.82 

44 481 369.23 

28 350.01 

216 969.00 

632 642.36 

150 675.00 

192 004.00 

43 652 029.12 

45 702 009.60 

37 163.76 

170 000.00 

103 320.50 

0.00 

170 000.00 

688 682.22 

44 398 138.12 

44 300 208.37 

27 463 510.87 

153 105.68 

5 896 502.05 

1 105 676.40 

8 255 015.73 

1 524 327.39 

69 

25 598 282.23 

95 641.37 

6 042 116.63 

1 547 928.09 

8 933 738.11 

2 082 501.94 

-5.58% 

-5.80% 

1066.03% 

87.24% 

4.34% 

-9.52% 

12.14% 

-4.49% 

N/A 

0.00% 

-85.00% 

0.22% 

7.29% 

60.08% 

-2.41% 

-28.57% 

-7.60% 

-26.80% 

 
 
 
  
  
   
   
   
  
  
  
  
  
  
Budget outturn for the financial year 

Other 
    Appropriations carried forward and subsequently cancelled 

    Exchange rate differences 

Balance of the outturn account for the financial year 

    Outturn for the previous year 

Allocation to reserves (1) 

    Reserve for pricing stability 

    Usage and cancellation of the reserve for pricing stability 

    Reimbursement from the reserve for pricing stability 

    Reserve for exceptional investments (e-CdT) 

    Usage of reserve for exceptional investments (e-CdT) 

    Reserve for disputed salary increase 

    Usage and cancellation of the reserve for disputed salary increase 

-435 624.74 

384 237.32 

384 444.46 

-207.14 

-51 387.42 

1 118 151.08 

-2 310 455.43 

-2 310 455.43 

0.00 

0.00 

0.00 

0.00 

0.00 

2 260 483.45 

315 599.15 

315 583.28 

15.87 

2 576 082.60 

4 052 542.68 

-5 510 474.20 

-5 567 143.00 

0.00 

0.00 

0.00 

-119.27% 

21.75% 

21.82% 

-1405.23% 

-101.99% 

-72.41% 

-58.07% 

-58.50% 

N/A 

N/A 

N/A 

56 668.80 

-100.00% 

0.00 

0.00 

N/A 

N/A 

Budget outturn to carry forward 

-1 243 691.77 

1 118 151.08 

-211.23% 

(1)  Revenue collected by the Centre decreased by 5.6% in 2022 compared with 2021 and it is basically at the same level as that of 2020. Three of the Centre’s clients have 
chosen to benefit from an advance payment mechanism established by the Centre, which resulted in the Centre receiving additional budget revenue of EUR 1.4 million in 
2022 for services to be delivered in 2023. This instrument was put in place to assist the Centre’s clients in reducing their carried-over budget appropriations. In 2021, the 
Centre received advance payments of EUR 2.3 million for services to be delivered in 2022, and the net impact of the advance payments for 2021-2022 resulted in lower 
revenue in 2022, of EUR 0.9 million. The revenue without the impact of advance payments would lead to a decrease of EUR 1.7 million compared with 2021 (EUR 2.6 million 
with the impact of advance payments). 

(2)  The payments and carry-over of appropriations increased by EUR 0.1 million (0.2%) in 2022, while the EUR 0.4 million of appropriations carry-over to 2022 was cancelled. 
The final 2022 budget outturn includes the result of the actual calculation of the budget outturn for 2022 (- EUR 0.05 million), plus the 2021 budget outturn of EUR 1.1 million 
minus EUR 2.3 million which was sent to the ‘Reserve for pricing stability’ (to ensure the budget stability of the Centre in the future). Therefore, the budget outturn to be 
carried forward in 2023 is - EUR 1.2 million and therefore this will be included in the amending budget 1/2023. 

Cancellation of commitment appropriations 
By the end of 2022, 93.4% of the budget for Titles 1-3 had been consumed in terms of commitments, and therefore 6.6% of the appropriations were cancelled (compared to 6.7% in 2021). 

70 

 
  
 
Cancellation of payment appropriations for 2021 and payment appropriations carried over 
The Centre has non-differentiated appropriations, and the cancellation of payment appropriations for the year is therefore the same as the cancellation of commitment appropriations for the year. 
Of the payment appropriations carried over from 2021 to 2022, 10.3% were cancelled, compared with 10.2% in 2021. This corresponds to EUR 381 078. 13.2% of the cancellations concerned 
staff-related expenditure in Title 1 such as missions, agency staff and training. In Title 2, 72.7% of the cancellations concerned IT and building expenditure, while in Title 3, 14.1% of the cancellations 
concerned external services. 

71 

 
  
 
 
ANNEX  III – COST OF CONTROLS 

COST OF THE CONTROL (EUR) 

TOTAL VALUE 
VERIFIED (EUR) 

RATIO (%): COST OF 
CONTROL (EUR) / 
TOTAL VALUE 
VERIFIED (EUR) 

1. Controls on financial transactions in budget line 3000  

(Perspective: ex post) 

Cost (in EUR) of FTEs involved in the ex post controls of order forms in budget line 3000 

Total 
# 
0.07 

Officials 
# 

TA 
# 
0.02 

CA 
# 
0.05 

Title 1 
€ 
4 254 

Title 2 
€ 
1 767 

Title 3 
€ 
128 

Total 
€ 
6 149 

Total value of budgetary 
commitments for budget 
line 3000  

EUR 9 008 012 

0.07% 
(EUR 6 149 / 
EUR 9 008 012) 

2. Quality controls (EPQC) on translations provided to clients (Perspective: ex post) 

Cost (EUR) of FTEs involved in the ex post checks of in-house and outsourced translations (Procedure C11_8), plus 
cost of external language service providers for conducting EPQCs on in-house translated texts. 

Total 
# 
0.14 

Officials 
# 
0.05 

TA 
# 
0.09 

CA 
# 

Title 1 
€ 
24 596 

Title 2 
€ 
4 355 

Title 3 
€ 
587 

Total budget 
€ 
29 538 

3. Contract management and client arrangement 

(Perspective: ex post) 

Cost (EUR) of FTEs involved in the reranking procedure C11_7. e.g. first and second evaluator, Reranking Committee 
(RRC), assistant to the AO by delegation. 

Total 

# 

1.74 

Officials 

# 

TA 

# 

CA 

# 

Title 1 

€ 

0.42825 

1.19837 

0.11328 

113 092 

Title 2 

€ 

46 994 

Title 3 

Total budget 

€ 

3 395 

€ 

163 481 

Total value of budgetary 
commitments for budget 
line 3000 

EUR 9 008 012 

0.33% 
(EUR 29 538 / 
EUR  9 008 012) 

Total value of budgetary 
commitments for budget 
line 3000 

EUR 9 008 012 

1.81% 
(EUR 163 481 / 
EUR 9 008 012) 

72 

 
 
  
 
  
 
 
 
 
 
4. Controls on the procurement process26 

(Perspective: ex post) 

Cost (EUR) of FTEs involved in the ex post control of selected procurement files, plus possible cost of external 
resources (e.g. consultants) conducting such controls. 

5. Ex ante evaluation(s) for the Centre’s main initiatives/projects27  

(Perspective: ex-ante) 

Cost (EUR) of FTEs involved in the ex ante evaluation of the Centre’s main initiatives/projects (Process S_33). 

Total value of the 
underlying procurement 
procedures for which 
such validation takes 
place 

Total value (estimate) of 
the initiative/project e.g. 
EUR 500 000 

26 No available data for 2021 as the relevant process is in development. 

27 No available data for 2021 as no ex ante evaluation took place. 

73 

 
 
 
 
 
 
 
 
 
                                                      
ANNEX  IV – ORGANISATION CHART  AS AT 31/12/2022  

Staff* in place as at 31.12.2022 

74 

 
Management Board 

Christos Ellinides 

Chairman 

Ildikó Horváth 

Director (1) 

Translation Support Department 

Administration Department 

M. Bubnic 

Head (2) 

Workflow Management Section (20) 

S. Miggiano 

Head (2) 

Finance Group (3) 

Accounting Section (3) 

LISO (1)* 

External Relations and 
Communication Section (4) 

Translation Department 

T. Ferlușcă 

Head (3) 

Finno-Ugric, Baltic and Slavonic 1 
Languages Section (33) 

Germanic and Slavonic 2 Languages 
Section (39) 

Advanced Language Solutions Section 
(10) 

Strategic Planning Section (2) 

Romance and Mediterranean 
Languages Section (36) 

Interinstitutional IATE Group (1) 

Legal Affairs Section (6) 

* Headcount per section. 

Facilities and Security Section (6) 

Human Resources Section (8) 

75 

Director’s Assistant (1) 

Secretariat (2) 

IT Department 

P. Dufour 

Head (4) 

Development Section (5) 

Service Desk Section (4) 

IT Infrastructure Section (5) 

 
 
 
 
 
ANNEX  V – ESTABLISHMENT PLAN OF THE CENTRE 

Function groups and 
grades 

AD 16 
AD 15 
AD 14 
AD 13 
AD 12 
AD 11 
AD 10 
AD 9 
AD 8 
AD 7 
AD 6 
AD 5 

AST 11 
AST 10 
AST 9 
AST 8 
AST 7 
AST 6 
AST 5 
AST 4 
AST 3 
AST 2 
AST 1 

Subtotal AD 

Subtotal AST 

AST/SC 6 
AST/SC 5 
AST/SC 4 
AST/SC 3 
AST/SC 2 
AST/SC 1 

Subtotal AST/SC 
TOTAL 
TOTAL STAFF 

Filled as at 31.12.2022 

Authorised under the 2022 budget 

Permanent posts 
0 
0 
0 
1 
9 
2 
3 
7 
10 
5 
4 
0 
41 
0 
1 
2 
1 
1 
0 
0 
0 
0 
0 
0 
5 
0 
0 
0 
0 
0 
0 
0 
46 

Temporary staff 
0 
0 
1 
0 
3 
5 
7 
12 
15 
19 
10 
18 
90 
0 
0 
1 
1 
4 
11 
12 
8 
5 
1 
0 
43 
0 
0 
0 
1 
1 
0 
2 
135 

Permanent posts 
0 
0 
1 
2 
13 
7 
8 
7 
6 
2 
0 
0 
46 
0 
1 
2 
1 
1 
0 
0 
0 
0 
0 
0 
5 
0 
0 
0 
0 
0 
0 
0 
51 

Temporary posts 
0 
0 
1 
0 
6 
6 
6 
18 
23 
20 
12 
0 
92 
0 
0 
2 
1 
5 
9 
17 
10 
4 
0 
0 
48 
0 
0 
0 
1 
1 
0 
2 
142 

181 

193 

76 

 
 
Information on the entry-level recruitment grade / function group for each type of post: indicative table  

Key functions (examples) 

Type of contract 
(official, TA or CA) 

Function group, grade 
of recruitment (or 
bottom of the bracket 
if published within 
brackets) 

Indication of whether the 
function is dedicated to 
administrative support or 
policy (operations) 

CORE FUNCTIONS 

Head of Department 
Level 2 

Head of Section 
Level 3 
Senior Administrator = Senior 
Linguistic Administrator 

Administrator 

Official/TA/CA 

Linguistic Administrator 

Official/TA/CA 

Official/TA 

AD 9 - AD 14 

Policy (operations) and 
administration support 

Official/TA 

AD 8 - AD 12 

Policy (operations) 

Official/TA/CA 

AD 8 - AD 12 
FG IV 

AD 5 - AD 12 
FG IV 

AD 5 - AD 12 
FG IV 

Policy (operations) 

Policy (operations) 

Policy (operations) 

Senior Assistant 

Official/TA 

AST 10 - AST11 

Policy (operations) 

Assistant 

Official/TA/CA 

AST 1 - AST 9 
FG III 

Administration support  

SUPPORT FUNCTIONS 

Head of Administration 
Level 2 

Head of Human Resources 
Level 3 

Head of Strategic Planning 
Level 3 

Head of External Relations and 
Communication 
Level 3 

Head of IT 
Level 2 

Official/TA 

AD 9 - AD 14 

Administration support  

Official/TA 

AD8 - AD 12 

Administration support  

Official/TA 

AD8 - AD 12 

Administration support  

Official/TA 

AD8 - AD 12 

Administration support 

Official/TA 

AD 9 - AD 14 

Administration support  

Senior Administrator 

Official/TA/CA 

Administrator 

Official/TA/CA 

Secretary (taking into 
consideration the transitional 
types of post) 

Official/TA/CA 

AD 8 - AD 12 
FG IV 

AD 5 - AD 12 
FG IV 

AST 1 - AST 9 
FG II 
SC 1 - SC 6 

Administration support  

Administration support 

Administration support 

77 

 
 
 
 
Key functions (examples) 

Type of contract 
(official, TA or CA) 

Assistant 

Official/TA/CA 

Mail Clerk 

TA/CA 

SPECIAL FUNCTIONS 

Function group, grade 
of recruitment (or 
bottom of the bracket 
if published within 
brackets) 

Indication of whether the 
function is dedicated to 
administrative support or 
policy (operations) 

AST 1 - AST 9 
FG III 

AST 1 - AST 7 
FG I-II 
SC 1 - SC 6 

Administration support  

Administration support 

Accounting Officer 

Official/TA 

AD 8 - AD 12 

Administration support  

Data Protection Officer 

Official/TA 

AD 5 - AD 12 

Administration support 

Assistant to the Director 

Official/TA 

AD8 - AD 12 

Administration support 

Webmaster – Editor 

TA/CA 

AST 1 - AST 9 
FG III 

Administration support 

Benchmarking against results of the previous year 

Job type 
(sub)category 

Administrative 
support and 
coordination 
(total) 
Administrative 
support 
Coordination 
Operational 
(total) 
Top-level 
operational 
coordination 
Programme 
management 
and 
implementation 
Evaluation and 
impact 
assessment 
General 
operational 
Neutral (total)* 
Finance/Control 
Linguistics 

2016 (%) 

2017 (%) 

2018 (%) 

2019 (%) 

2020 (%) 

2021 (%) 

2022 (%) 

17.9 

20.0 

20.4 

19.1 

18.3 

18.3 

11.9 

17.1 

19.1 

19.4 

18.2 

17.4 

17.4 

0.8 
5.4 

2.3 

2.2 

0.9 
5.0 

1.6 

2.3 

1.0 
4.9 

1.6 

1.9 

0.9 
5.9 

2.9 

1.9 

0.9 
5.9 

3.0 

1.8 

0.9 
6.2 

3.3 

1.8 

10.8 

1.1 
13.1 

2.6 

7.9 

0.0 

0.0 

0.0 

0.0 

0.0 

0.1 

0.0 

0.9 

76.7 
5.8 
70.9 

1.1 

75.0 
6.1 
68.9 

1.4 

74.7 
6.3 
68.4 

1 

74.9 
6.8 
68.1 

1.1 

75.9 
6.6 
69.3 

1 

75.5 
6.8 
68.7 

2.6 

75 
7.5 
67.5 

78 

 
 
 
 
 
 *Linguistic jobs such as translation and interpreting, and all financial management, internal control, accounting and internal financial audit 
tasks are marked as neutral, as agreed by the heads of administration of the Agencies in October 2014. Neutral (Linguistics) enjoys the 
same standard as any operational category. Screening snapshots were taken on 31/12/2014 for 2014, 31/12/2015 for 2015, 31/12/2016 for 
2016, 31/12/2017 for 2017, 31/12/2018 for 2018, 31/12/2019 for 2019, 31/12/2020 for 2020, 31/12/2021 for 2021 and 31/12/2022 for 2022. 

Information on the list of HR implementing rules adopted in 2022 

  Decision of the Translation Centre for the Bodies of the European Union of 24 March 2022 laying down 
general implementing provisions on the conduct of administrative inquiries and disciplinary proceedings 
– CT/CA-012/2022EN 

  Decision of the Translation Centre setting up a staff committee – CT/CA-017/2022/EN 
  Decision  of  the  Translation  Centre  for  the  Bodies  of  the  European  Union  adopting  rules  on  the 
the  staff  members  – 

interest  with  regard 

to 

prevention  and  management  of  conflict  of 
CT/CA-021/2022/EN 

  Decision  of  the  Translation  Centre  applying  by  analogy  Commission  Decision  C(2022)1788  final  of 

24.3.2022 on working time and hybrid working – CT/CA-016/2022/EN 

.

79 

 
 
 
 
ANNEX  VI – HUMAN AND FINANCIAL RESOURCES BY ACTIVITY  

A.  Human and financial resources by activity 

Activities 

Human resources (*)(**) 
Officials 
Total 

TA 

Total 
(%) 

CA 

Title 1 

Title 2 

Title 3 

Financial resources (**) 
Title 10 

Total budget 

Core activity: translation 
Support activities 
Management and supervision 
activities 

Provisions 
Overall total 

62.9% 
24.8% 

139.0 
54.9 

12.3% 

27.1 

100.0% 

221 

29.3 
9.5 

12.2 

51 

89.6 
38.7 

13.6 

142 

20.1 
6.7 

1.2 

28 

20 629 661 
5 982 902 

4 840 482 
2 875 317 

10 809 382 
206 951 

2 155 637 

557 807 

52 967 

28 768 200 

8 273 600 

11 069 300 

0 
0 
0 

926 000 
926 000 

36 279 525 
9 065 170 

2 766 405 
926 000 
49 037 100 

Budget 
(%) 

74.0% 
18.5% 

5.6% 
1.9% 
100.0% 

(*) Expressed in full-time equivalents (FTEs). 
(**) Rounded-up figures. 

B. 

Human and financial resources actually used by 31 December 2022 

Activities 

Human resources (*)(**) 

Core activity: translation 

Support activities 
Management and supervision 
activities 
Projects/Innovation 

Overall total 

Total 
(%) 

59.84% 
29.91% 

6.54% 
3.71% 
100.00% 

(*) Expressed in full-time equivalents (FTEs). 
(**) Rounded-up figures. 

120.3 
60.1 

13.2 
7.4 
201 

23.8 
10.8 

9.0 
2.4 
46 

80.4 
45.6 

4.2 
4.8 
135 

Total 

Officials 

TA 

CA 

Title 1 

Financial resources (**) 
Title 3 

Title 2 

Total budget 

Budget 
(%) 

76.36% 
18.82% 

16.0 
3.7 

20 202 857 
5 657 181 

4 160 512 
2 498 381 

9 539 806 
200 460 

33 903 175 
8 356 021 

0.3 
20 

992 179 
764 400 
27 616 617 

193 900 
149 385 
7 002 178 

22 072 
17 005 
9 779 343 

1 208 151 
930 790 
44 398 138 

2.72% 
2.10% 
100.00% 

80 

 
 
 
 
 
 
 
 
 
 
 
 
 
  
 
 
 
C. 

Human and financial resources actually used by sub-activities by 31 December 2022 

Activities 

Human resources (*)(**) 

Total 
(%) 

Total 

Officials 

TA 

CA 

Title 1 

Title 2 

Financial resources (**) 
Title 3 

Total budget 

Core operational activities 

59.84% 

120.3 

23.8 

80.4 

16.0 

20 202 857 

4 160 512 

9 539 806 

33 903 175 

+/- 1 evaluations 
Cross-check 
CVRs 
Editing 
Ex post quality control (EPQC) 
IATE management 
Interinstitutional, international 
and interagency cooperation 
Language technology 
management 
Layout and content formatting, 
and outsourcing management 
Light post-editing 
Linguistic pre-processing 
Linguistic service request 
management 
Machine translation 
management 
Modification 
Post-processing activities 
Quality check 
Revision 
Subtitling 
Technical pre-processing 
Technical troubleshooting 
Terminology work 
Transcription 
Translation 
External translation (***) 

0.24% 

4.02% 

1.40% 

0.43% 

0.07% 

0.99% 

0.66% 

0.21% 

0.03% 

0.23% 

0.24% 

3.42% 

0.09% 

0.41% 

1.18% 

25.41% 

0.34% 

0.31% 
2.06% 
0.24% 
1.44% 
0.04% 
16.37% 

0.49 

8.09 

2.82 

0.87 

0.14 

1.99 

1.32 

0.43 

0.07 

0.46 

0.48 

6.88 

0.18 

0.82 

2.37 

51.08 

0.69 

0.62 
4.13 
0.49 
2.90 
0.07 
32.89 

0.09 

1.63 

0.35 

0.21 

0.05 

0.98 

0.69 

0.01 

0.01 

0.07 

0.00 

0.02 

0.05 

0.15 

0.00 

12.01 

0.10 

0.15 
0.00 
0.00 
0.26 
0.03 
6.86 

0.02 

0.87 

0.66 

0.05 

0.37 

5.58 

1.80 

0.59 

0.08 

1.00 

78 106 

1 306 058 

483 799 

148 402 

24 596 

578 440 

13 831 

231 280 

85 672 

26 279 

4 355 

194 563 

0.61 

0.01 

87 879 

17 174 

0.30 

0.10 

102 096 

34 341 

0.05 

0.38 

0.47 

12 457 

70 694 

111 886 

4 190 

12 519 

37 634 

1 864 

31 164 

11 544 

3 541 

587 

21 707 

1 955 

3 831 

467 

1 687 

4 199 

Budget 
(%) 

76.36% 

0.21% 

3.53% 

1.31% 

0.40% 

0.07% 

1.79% 

93 801 

1 568 502 

581 015 

178 222 

29 538 

794 710 

107 008 

0.24% 

140 268 

0.32% 

17 115 

84 899 

153 719 

0.04% 

0.19% 

0.35% 

4.99 

1.86 

1 469 947 

494 428 

55 162 

2 019 538 

4.55% 

0.12 

0.60 

0.46 

34.73 

0.55 

0.40 
1.20 
0.32 
2.50 
0.03 
23.24 

0.06 

1.89 

4.33 

0.03 

0.05 
2.92 
0.16 
0.12 
0.00 
2.78 

44 953 

127 206 

482 630 

15 120 

22 526 

162 336 

8 289 973 

1 468 011 

117 221 

95 228 
731 278 
116 115 
459 938 
11 425 
5 252 532 

20 758 

16 863 
245 971 
39 056 
81 447 
2 023 
930 133 

1 687 

3 035 

18 112 

197 806 

2 797 

2 272 
27 443 
4 357 
10 975 
273 
125 330 
9 008 012 

61 760 

152 767 

663 078 

9 955 791 

140 775 

114 364 
1 004 692 
159 528 
552 360 
13 721 
6 307 995 
9 008 012 

0.14% 

0.34% 

1.49% 

22.42% 

0.32% 

0.26% 
2.26% 
0.36% 
1.24% 
0.03% 
14.21% 
20.29% 

81 

 
 
  
  
  
  
  
  
 
 
 
 
 
 
 
Support activities 
Management and supervision 
activities 
Projects/Innovation 

Overall total 

29.91% 

60.1 

10.8 

45.6 

3.7 

5 657 181 

2 498 381 

200 460 

8 356 021 

18.82% 

6.54% 
3.71% 
100.00% 

13.2 
7.4 
201 

9.0 
2.4 
46 

4.2 
4.8 
135 

0.3 
20 

992 179 
764 400 
27 616 617 

193 900 
149 385 
7 002 178 

22 072 
17 005 
9 779 343 

1 208 151 
930 790 
44 398 138 

2.72% 
2.10% 
100.00% 

(*) Expressed in full-time equivalents (FTEs). 
(**) Rounded-up figures. 
(***) External translation services are allocated as a direct cost. Consequently, they are not included in sub-activities. 

D. 

Description of the sub-activity 

Activities 

Description 

+/- 1 evaluations  Evaluation of the quality of translations done by freelancers before delivery to clients. 
Cross-checks  Verification of translations done by in-house translators before delivery to clients. 

CVRs  Providing the corrected version of a product delivered to clients at their request (after-sales service). 

Editing  Reviewing the version of a document in the same source language. 

Ex post control (EPQC)  Quality checks performed on translations already delivered to clients. 

IATE management  Management of the interactive terminology for Europe (IATE) database. 

Interinstitutional, international and 
interagency cooperation 

Participation in interinstitutional, international or interagency working groups, meetings, conferences, etc. 

Language technology management  Monitoring and managing language technology tools. 

Layout and content formatting 
outsourcing management 

Management of the outsourcing of pre-processing and post-processing tasks in different formats. 

Light post-editing 

Editing, modifying and correcting machine translation output where the final text is not intended for publication, being primarily for 
gisting purposes. 

Linguistic pre-processing  Performing a linguistic analysis of requests and providing reference documents. 
Management of the outsourcing of all linguistic service requests sent by clients. 
Linguistic service request 
management 

Machine translation management  Management of activities relating to machine translation. 

Modification  Modifying a text previously translated by the Centre based on changes made by the client. 

Post-processing activities  Technical processing of language services after the translation phase and before delivery to clients. 

Quality check  Checking of products provided by external contractors to verify that they are in line with the Centre’s quality expectations. 

Revision  Comparing the translated version with the original document to verify that it is in line with the Centre’s quality expectations. 

82 

 
  
Subtitling  Subtitling and translating video material. 

Technical pre-processing activities  Preparation work involving the processing of the different language service requests sent by clients. 

Technical troubleshooting  Providing assistance on issues relating to language technology. 

Terminology work  Organising terminology research (research, translation, verification, etc.). 

Transcription  Converting an audio and/or video file into a high-quality written text by means of speech-to-text technologies. 
Translation  Rendering of the meaning in the source language into the target language to produce a text that is accurate. 

External translation(***)  Language services provided by freelancers. 

83 

 
 
 
ANNEX  VII – SERVICE  LEVEL AGREEMENTS 28 

General information 

Financial and HR impact 

Date of 
signature 

Total amount 

Duration 

Counterparty 

1. SLA ERA 

07/01/2014 

Around 
EUR 57 000 
yearly 

12months 
renewable 

European 
Railway 
Agency (ERA) 

2. SLA EuroHPC 

24/06/2019 

Around 
EUR 35 000 
yearly 

12 months 
renewable 

European 
High-
Performance 
Computing 
Joint 
Undertaking 
(EuroHPC) 

Short 
description 

Hosting of IT 
equipment in 
the CdT 
datacentre 

Hosting of IT 
equipment in 
the CdT 
datacentre 

3. EPPO 
agreement – 
Annex IV 

11/11/2020 

EUR 1.051.000 
yearly 

12 months 
renewable 

European 
Public 
Prosecutor’s 
Office (EPPO) 

Provide custom 
machine 
translation 
service 

28 The Centre has agreements with its 70 clients for its core business. 
29 Seconded national experts. 

2021 

CA 

2022 

PA 

CA 

PA 

EUR 53 128.53 

EUR 71 820.33  

N/A 

N/A 

CA 

N/A 

N/A 

PA 

CA 

PA 

EUR 35 687 

EUR 31 623.08 

N/A 

N/A 

CA 

N/A 

N/A 

PA 

CA 

PA 

Amount 

Number of 
CA 

Number of 
SNE 29 

Amount 

Number of 
CA 

Number of 
SNE 

Amount 

EUR 1 051 000   

EUR 1 051 000   

Number of 
CA 

N/A 

N/A 

84 

 
 
 
 
 
 
 
 
 
 
 
                                                      
4. Frontex/ALEF 
agreement –
Annex 

11/03/2021 

Around 
EUR 75 000 
until August 
2023 

Until August 
2023 
(renewable) 

European 
Border and 
Coast Guard 
Agency 
(Frontex) 

Development of 
a module for 
the ALEF 
project based 
on IATE 

Number of 
SNE 

Amount 

Number 
CA 

Number 
SNE 

N/A 

CA 

N/A 

PA 

CA 

PA 

EUR 46 100 

EUR 14 600 

of 

of 

N/A 

N/A 

N/A 

N/A 

85 

 
 
 
 
 
 
ANNEX  VIII – ENVIRONMENTAL MANAGEMENT 

Actions and facts relating to the Centre’s environmental performance 

Energy consumption: energy consumption at the Centre is reduced by using energy-saving lights and 
movement sensors on corridors, toilets and common areas. 

In line with other extraordinary measures to reduce the Centre’s consumption of gas and electricity (for 
an implementation period from 1 November 2022 to 31 March 2023), the Facilities and Security Section 
reviewed and reduced the number of light bulbs in common areas. The number of fridges and vending 
machines at the Centre has been rationalised, from 6 to 3 and from 4 to 3, respectively. 

The Centre’s energy consumption (kWh) 

CdT Energy consumption (kWh)  - Technopolis building

15153

14178

13475

16000

14000

12000

10000

8000

6000

4000

2000

0

11739

11429

9933

9250

7712

7617

5670

5546

5173

7493

5569

3926

2018

2019

2020

2021

2022

October

November

December

Remarks: 2019 (full 2nd floor – 51.3% higher); 2020 (full 2nd floor – pandemic – 27.8% higher);2021 (full 2nd floor; fewer pandemic 
restrictions); 2022 (half 2nd floor; October-November, reduction 25.5%) 

Separation and recycling of different types of waste: waste sorting and recycling is possible at several 
locations throughout the premises, and staff members actively use this opportunity. The Centre sorts and 
recycles paper, glass, plastic, organic waste and batteries. 

Waste management certification: after an audit in February 2022, the Centre was once again awarded 
the  SuperDrecksKëscht  certificate  –  a  Luxembourgish  environmental  initiative  in  the  field  of  waste 
management.  This  certificate,  valid  until  March 2024,  acknowledges  the  environmental  efforts  of 
institutions and companies. 

Paper consumption: due to a paperless workflow operated since 2019/2020, the amount of paper used 
at the Centre is currently around 40 boxes per year (2 500 sheets per box). A further decrease is unlikely, 
and the Centre will endeavour to maintain its paper consumption for the forthcoming years. 

Disposable plastic cups: the Centre phased out single-use plastic cups at water fountains, providing paper 
cups instead, and encourages the staff via internal communication channels to use reusable cups. 

Refrigerant  losses:  concerning  air-conditioning  devices  and  fridges,  the  Centre  applies  preventative 
maintenance – no refrigerant losses were reported in 2022. 

86 

 
 
 
 
 
 
 
Professional mobility and commuting: in Luxembourg, public transports are convenient, generally on time 
and free of charge. Throughout 2022 the government softened its measures to fight the COVID-pandemic, 
and society fully reopened. In March 2022, the Centre adopted Commission Decision C(2022) 1788 final 
of 24.3.2022 on working time and hybrid working – CT/CA-016/2022/EN. At the Centre, most departments 
adopted  hybrid  working,  which  does  notrequire  daily  commuting  home/office.  A  large  number  of 
employees use public transport for travel to and from the Centre. 

Company car: the Centre’s car fleet is composed of only one vehicle, using plug-in hybrid technology. 
This vehicle is used mostly on short distances, and therefore, in practice, mostlyruns on electricity. 

Facilitating the use of electric cars: an electric charging point was installed and made available in July 
2022 by the owner of the campus in which the Centre is located. The Centre encourages its staff to use 
more environmentally friendly means of transport. 

Staff training and awareness: environmental protection and actions such as reducing the Centre’s carbon 
footprint, recycling and waste management are regarded as important issues. During the induction training 
for newcomers, the staff of the Facilities and Security Section clearly emphasise the Centre’s actions and 
goals  regarding  the  environmental  policy.  Any  improvements  achieved  in  the  field  of  environmental 
protection are published on the intranet for internal users and on social media platforms and the agency 
website for clients and other interested parties. 

Green public procurement: the Centre signed an interinstitutional framework contract, and now purchases 
electricity from a green source. 

Reuse policy: upon storage and stock inventory reviewing in November 2022, some old office furniture 
was decommissioned and once again made available to the international solidarity movement  Emmaüs 
for it to be reused. 

Extraordinary measures 2022-2023: due to the 2022 European geopolitical situation, the Council asked 
Member  States  for  a  voluntary  reduction  of  gas  consumption  by  15%  in  autumn/winter  2022.  To  that 
effect, several measures were taken to reduce gas and electricity consumption at the Centre’s premises 
for the period 1 November 2022 to 31 March 2023: 
  shutting down IT systems on Sundays; 
  shutting down IT systems during the Christmas period; 
 
  compulsory teleworking on Fridays; 
  compulsory teleworking from 3 to 13 January 2023 (exceptionally granted from any EU location 
– in addition to the 10 teleworking days granted annually outside the place of employment). 

reducing daily availability of the IT systems; 

87 

 
 
 
ANNEX  IX – KEY INDICATORS AND PARAMETERS 

Indicator name 

Target 2022 

Result 2022 

Result 
2021 

Result 
2020 

Variance analysis / comments 

GENERAL 

A. Translation 
volumes 
Number of pages of 
documents 
translated, modified 
or revised sent to 
clients 
Number of pages of 
EU trade marks 
translated 
Number of terms (= 
‘term list’ entries) 
translated 
Number of minutes of 
subtitling 
B. Clients 
Rate of on-time 
delivery of services to 
clients 

Quality check of 
translations 

Outsourcing rate for 
documents 
CVR return rate 

% of clients met per 
year 
C. Interinstitutional 
cooperation 
Number of ICTI 
projects with CdT 
participation 
FINANCIAL 

A. Planning 
Variation in the 
number of invoiced 
pages / initial forecast 
Variation in 
cumulated invoiced 
revenue / initial 
annual revenue 
forecast 
Ratio of EU trade 
marks / total pages 
invoiced (revenue) 

414 394 

348 070 30   

367 264 

334 921 

197 221 

239 964   274 706 

300 348 

82 427 

180 

>99% 

135 608   58 893 

49 277 

4 066   
99.1%   

4 520 

1 601 

99.9% 

99.7% 

N/A 

94.5% 

N/A  99.7% 

94.5% 

The Centre’s Quality steering committee 
reviewed the reporting relating to the on-
time delivery of services to clients. 
Since 2018, the EU trade marks and the 
Euroclass and Terminology Maintenance 
Console terms are included in this 
indicator. 
In 2022, the Centre’s in-house revisers 
quality-checked 94.5% of the translation 
volume before delivery to clients. 

<82% 

N/A 

30% 

8 

0% 

0% 

78.9%   

2.1% 

N/A 

50%   
20   

83.9% 

83.8% 

2.2% 

37.7% 

36.2% 

15 

15 

-18.4%   

3.4% 

-7.7% 

The execution rate of forecast amounts 
was 81.6% for documents other than trade 
marks. 

-19.6%   

-0.9% 

-3.5% 

The execution rate of forecast amounts 
was 80.4% for the invoiced revenue 
generated by documents other than trade 
marks.  

<40% 

23.1%   

25.4% 

29.8% 

30 This figure also includes the pages resulting from automated translation, light post-editing, full post-editing and Paste ‘n’ Go. 

88 

 
 
 
 
 
 
 
 
 
 
 
                                                      
 
Indicator name 

Target 2022 

Result 2022 

<60% 

41.5%   

Result 
2021 
45.2% 

Result 
2020 
50.9% 

Variance analysis / comments 

Ratio of cumulated 
EU trade marks and 
Community designs / 
cumulated total of 
invoiced pages 
(volume) 
Change in the number 
of invoiced pages per 
client between the 
years n and n-1 
B. Budget 
Commitment 
execution 
C. Input (resources 
devoted to ex ante 
controls to ensure 
legality and regularity 
of the underlying 
transactions) 
Staff devoted to each 
ex ante control 
Financial verifiers 

D. Output (level and 
nature of controls 
carried out) 
Number of 
commitments issued 
% of commitments 
verified ex ante 
Number of payment 
orders issued 
% of payment orders 
verified ex ante 
Number of recovery 
orders issued 
% of recovery orders 
verified ex ante 

+/-10% 

-5%   

3.2% 

-0.8% 

95% 

93.4%   

93.4% 

94.2% 

2 

1.8 

N/A 

100% 

N/A 

100% 

N/A 

100% 

2   
1.8   

2 

1.8 

2 

1.8 

394 

N/A 

355 

404 

100%   

100% 

100% 

7 856 

N/A 

7 473 

8 808 

100%   

100% 

100% 

807 

N/A 

831 

755 

100%   

100% 

100% 

89 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Indicator name 

Target 2022 

Result 2022 

Result 
2021 

Result 
2020 

Variance analysis / comments 

E. Results of controls 
(what the controls 
allowed the Centre to 
discover/remedy) 
% of technical errors 
in commitments 
corrected before 
authorisation 
% of technical errors 
in payments 
corrected before 
authorisation 
% of technical errors 
in recovery orders 
corrected before 
authorisation 
Number of exceptions 

F. Ex post controls 

Payment orders 
verified 
Payment errors 
detected 
Order forms checked 

Order forms with 
errors detected 
G. Payments 
Late payments to 
suppliers 

Late payments by 
clients of CdT 
invoices 
Average payment of 
CdT invoices (days) 
Average payment 
time to suppliers 
(days) 

10% 

1% 

4% 

N/A 

N/A 

1.5% 

N/A 

1% 

<32 

48 

30 

<30 

5.8%    4.8% 

6.4% 

1.2%   

1.3% 

0.9% 

4.7%    4.3% 

2.8% 

2   

1 

1 

313   
1.3%   
339   
0%   
44   

89   

27   
21   

299 

0% 

292 

0% 

60 

104 

25 

23 

278 

0% 

257 

0% 

75 

88 

26 

22 

The 27 late payments in January 2022 
are due to the closure of ABAC on the 
13th of the month. The majority (93%) 
of them were only 2 or 3 days late. 
At the end of the year there  is only 1 
overdue recovery order for an amount 
of EUR 3 090. 

90 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Indicator name 

Target 2022 

Result 2022 

Result 
2021 
2.7% 

7.1%   
6.7%    6.7% 

Result 
2020 
2.6% 

2% 

Variance analysis / comments 

More staff retirements than foreseen (5 in 
total, 4 earlier than anticipated).  
13 out of 194 persons have not yet 
mastered the basic competences relating 
to their role. This is explained by the 
changes in responsibilities of some staff 
members (taking over managerial tasks or 
other roles) and the recruitment of new 
staff members in 2022. These staff 
members are being trained in their new 
functions. 

7% 

3% 

85% 

80% 

99% 

<2 

<5 

0 

<5 

Staff turnover 

Gap between needs 
and skills: % of 
skills met 

Core skills 
possessed by at 
least two people in 
each section/group 
Implementation of 
the training plan  
Availability of major 
applications 
Number of cases 
referred to the 
Ombudsman 
Number of 
proceedings 
brought by 
contractors or 
unsuccessful 
economic operators 
against the Centre 
before a court 
Cases referred to 
OLAF31 
Number of cases 
examined by the 
Joint Promotion/ 
Reclassification 
Committee 

% implementation of 
the Centre's work 
programme for 2022 

91%   

91.2% 

78.4% 

81.3%   
99.9%   
1   

0   

0   
2   

80.1% 

81.5% 

99.9% 

99.9% 

0 

0 

0 

2 

0 

0 

0 

3 

85% 

89.5%   

94.6% 

90.3% 

The implementation rate of the work 
programme based on the initial budget is 
89.5% and 89.6% based on the amending 
budget 1/2022. 

(*) Key to the symbols: 

 (Green dot): target achieved according to expectations. 

 (Amber triangle): target achieved within limits. 

 (Red lozenge): target not achieved or below target. 

31 European anti-fraud Office (OLAF home (europa.eu)). 

91 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
                                                      
ANNEX  X – LIST OF MEMBERS OF THE MANAGEMENT BO ARD  

INSTITUTION/BODY / MEMBER STATE 

European Commission 

INFORMAL NAME /  
ABBREVIATION 
Commission  Christos Ellinides  

FULL MEMBER 

ALTERNATE MEMBER 

Marcus Angioni 

(Chairman) 

European Parliament 

EP 

Valter Mavrič 

Council of the EU 
Court of Justice of the EU 
European Central Bank 
European Court of Auditors 

Council 
CJEU 
ECB 
ECA 

European Economic and Social Committee 
European Committee of the Regions 

EESC 
CoR 

Katelijn Serlet  
Thierry Lefèvre 
Rossana Villani 
Pilar Calvo 
Fuentes 
Anna Redstedt 
Ineta Strautina 

European Investment Bank 
European Ombudsman 

EIB 
Maria Bühler 
Ombudsman  Marie-Pierre 

Véronique 
Rosenkranz 
 Andreea Ivanescu 
Jurga Haenel 

Paweł Szuba  

Florence Melaerts 
Elena Bravo 
Casado 
Thierry Fontenelle 
Alessandro Del Bon 

European Fisheries Control Agency 
European Union Agency for Fundamental 
Rights 
European GNSS Agency 
European Union Agency for Network and 
Information Security 
European Defence Agency 
European Medicines Agency 

European Chemicals Agency 
European Border and Coast Guard 
Agency 
European Agency for Safety and Health at 
Work 
European Maritime Safety Agency 

European Environment Agency 
European Climate, Infrastructure and 
Environment Executive Agency 
Education, Audiovisual and Culture 
Executive Agency 
European Health and Digital Executive 
Agency 
European Innovation Council and Small 
and Medium-sized Enterprises Executive 
Agency 
European Research Council Executive 
Agency 

EFCA 
FRA 

GSA 
ENISA 

EDA 
EMA 

ECHA 
Frontex 

EU-OSHA 

EMSA 

EEA 
CINEA 

Darchy 
Niall McHale 
Nicole Romain 

Rieke Arndt 
Michail Beis  

Patrick Hamilton  
Juhan Lepassaar 

(1) 

Gianluca Serra 
David Peers 
Alexios Skarlatos  Monica Buch 

Shay O’Malley 
Guillaume de 
Roquigny-Iragne 
Andrew Smith 

Garcia 
John Wickham 
Miguel Pereira 

Mónika Azaola 

Steven Dunlop 

Dominika 
Lempicka-Fichter 
Katja Rosenbohm  Gülcin Karadeniz 
Marcus Angioni 

EACEA 

Marcus Angioni 

HaDEA 

Marcus Angioni 

EISMEA 

Marcus Angioni 

ERCEA 

Marcus Angioni 

92 

 
 
 
 
 
 
 
 
 
 
 
 
INSTITUTION/BODY / MEMBER STATE 

Research Executive Agency 
European Union Agency for Railways 
European Food Safety Authority 
European Asylum Support Office 
European Centre for Disease Prevention 
and Control 
European Centre for the Development of 
Vocational Training 
European Union Satellite Centre 
European Union Agency for Law 
Enforcement Training 
Europe’s Rail Joint Undertaking 

European Union Agency for Criminal 
Justice Cooperation 
European Training Foundation 
European Foundation for the Improvement 
of Living and Working Conditions 
European Institute of Innovation and 
Technology 
European Institute for Gender Equality 

European Monitoring Centre for Drugs and 
Drug Addiction 
Community Plant Variety Office 
European Union Intellectual Property 
Office 
European Union Agency for Law 
Enforcement Cooperation 
European Public Prosecutor’s Office 
Belgium 
Bulgaria 
Czech Republic 
Denmark 

Germany 
Estonia 
Ireland 
Greece 

Spain 
France 
Croatia  

Italy 

FULL MEMBER 

ALTERNATE MEMBER 

INFORMAL NAME /  
ABBREVIATION 
REA 
ERA 
EFSA 
EASO 
ECDC 

Marcus Angioni 
Anna Gigantino 
James Ramsay 
Anis Cassar 
Karen Aimard 

Cedefop 

Corinna Frey 

Salvatore Ricotta 
Alessandra Fantini 
Chiara Petrolito 
Antje Daume 

Stéphanie 
Wehrheim 

SatCen 
CEPOL 

(2) 
Roeland Woldhuis   Maria Molina-Sierra 

Europe’s Rail 
JU 
Eurojust 

Carlo M. Borghini 

Vincent Declerfayt 

Eszter Karoliny 

ETF 
Eurofound 

Erja Kaikkonen 
Mary McCaughey  Ciara Burbridge 

Sofia Sakali 

EIT 

EIGE 

EMCDDA 

CPVO 
EUIPO 

Tzvetan Zafirov 

Jane 
Shreckengost 
Rosemary de 
Sousa 
Francesco Mattina 
Andrea di Carlo 

Marie-Christine 
Ashby 

Inge Buffolo 

Europol 

Dietrich Neumann   Thibault de 

Maignas 

EPPO 

Bernard Latour 

Kian Rohrmann 
Vandsted 
Roland Schmieger 

Olivier Ramsayer  Gianluca Dianese 
Andy Detaille 
(2) 
(2) 
Nadja Schou 
Lauridsen 
Matthias Gruber 
Mari Peetris  
Philip Grant 
Antonios 
Papadopoulos 
Alicia Cocero 
Natacha Ficarelli 
Marija Kaluđer 

Michael Williams 
Styliani Kromlidou 

Carlos Moreno 
Quentin Jalla 
Tatjana Pantić 
Mikulić 
Mirko Costa 

Filippo Ghersini 

93 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
INSTITUTION/BODY / MEMBER STATE 

INFORMAL NAME /  
ABBREVIATION 

FULL MEMBER 

ALTERNATE MEMBER 

Cyprus 

Latvia 
Lithuania 

Luxembourg 
Hungary 
Malta 
Netherlands 
Austria 
Poland 
Portugal 

Romania 

Slovenia 
Slovakia 
Finland 
Sweden 

(1) Appointment in progress. 
(2) No nomination. 

Natassa 
Avraamides-
Haratsi 
Māris Baltiņš 
Andrius Pauga 

Jean Olinger  
Endre Gáspár 

Wolfram Metz 
Ulrike Köhler 

João Pina de 
Morais 
Mihai 
Constandache 
Boštjan Zupančič 
Roman Suchý 
Panu Kukkonen 
(1) 

Demetris Hasikos 

Arturs Krastiņš 
Aleksas 
Dambrauskas 
Nicola Schreiner  

Donatienne Spiteri 
Teresa Morris-Drew 

Justyna Cichowska 
Filipe Honrado 

Jana Zidar Forte 

Vesa Kulmala 
Jeffrey Ganellen  

94 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Figure: Gender and nationality breakdown of Management Board members 

Gender and nationality breakdown

9

8

7

6

5

4

3

2

1

0

AT BE BG HR CY CZ DK EE FI FR DE EL HU IE IT LV LT LU MT NL PL PT RO SK SI ES SE UK

Male

Female

95 

 
 
 
 
 
 
ANNEX  XI – LIST OF CLIENTS 

Informal name/ 
abbreviation 
ACER 
BEREC Office 
Cedefop 
CEPOL 

CINEA 

Agencies/bodies/offices/institutions 

European Union Agency for the Cooperation of Energy Regulators 
Agency for Support for BEREC 
European Centre for the Development of Vocational Training 
European Union Agency for Law Enforcement Training 

European Climate, Infrastructure and Environment Executive Agency 
Former INEA: Innovation and Networks Executive Agency 

CBE JU 

Circular Bio-based Europe Joint Undertaking 

CJEU 
Clean Aviation JU 
Clean Hydrogen JU  Clean Hydrogen Joint Undertaking 

Court of Justice of the European Union 
Clean Aviation Joint Undertaking 

CoR 

Council 
CPVO 

DG EMPL 

DG GROW 

DG JUST 
DGT 

EACEA 

EASA 
EBA 
ECA 
ECB 

ECDC 

ECHA 

EDA 

EDPS 

EEA 

EEL2 

European Committee of the Regions 

Council of the European Union 
Community Plant Variety Office 

Directorate-General for Employment, Social Affairs and Inclusion, 
European Commission 
Directorate-General for Internal Market, Industry, Entrepreneurship and 
SMEs, European Commission 
Directorate-General for Justice and Consumers, European Commission 
Directorate-General for Translation, European Commission 

European Education and Culture Executive Agency 

European Union Aviation Safety Agency 
European Banking Authority 
European Court of Auditors 
European Central Bank 

European Centre for Disease Prevention and Control 

European Chemicals Agency 

European Defence Agency 

European Data Protection Supervisor 

European Environment Agency 

European School Luxembourg II 

96 

 
Informal name/ 
abbreviation 

Agencies/bodies/offices/institutions 

EESC 

EFCA 

EFSA 

EIB 
EIGE 
EIOPA 

EISMEA 

EIT 

ELA 

EMA 

European Economic and Social Committee 

European Fisheries Control Agency 

European Food Safety Authority 

European Investment Bank 
European Institute for Gender Equality 
European Insurance and Occupational Pensions Authority 
European Innovation Council and Small and Medium-sized Enterprises 
Executive Agency 
European Institute of Innovation and Technology 

European Labour Authority 

European Medicines Agency 

EMCDDA 

European Monitoring Centre for Drugs and Drug Addiction 

EMSA 
ENISA 

European Maritime Safety Agency 
European Union Agency for Cybersecurity 

EP – DG TRAD 

European Parliament – Directorate-General for Translation 

EPPO 
ERA 
ERCEA 
ESAs-JC 
ESMA 
ETF 
EUAA 
EUIPO 

eu-LISA 

EU-OSHA 

Eurofound 

EuroHPC JU 
Eurojust 
EU-Rail 
Europol 
EUSPA 

European Public Prosecutor’s Office 
European Union Agency for Railways 
European Research Council Executive Agency 
European Supervisory Authorities Joint Committee 
European Securities and Markets Authority 
European Training Foundation 
European Union Agency for Asylum 
European Union Intellectual Property Office 
European Union Agency for the Operational Management of large-scale 
IT Systems in the Area of Freedom, Security and Justice 
European Agency for Safety and Health at Work 
European Foundation for the Improvement of Living and Working 
Conditions 
European High-Performance Computing Joint Undertaking 
European Union Agency for Criminal Justice Cooperation 
Europe’s Rail Joint Undertaking 
European Union Agency for Law Enforcement Cooperation 
European Union Agency for the Space Programme 

97 

 
Informal name/ 
abbreviation 

F4E JU 

FRA 
Frontex 
HaDEA 
IHI JU 
KDT JU 
MAOC (N) 
Ombudsman 
OSGES 
REA 
SatCen 
SESAR 3 JU 
SRB 
UPC 

Agencies/bodies/offices/institutions 

Fusion for Energy Joint Undertaking (European Joint Undertaking for 
ITER and the Development of Fusion Energy) 
European Union Agency for Fundamental Rights 
European Border and Coast Guard Agency 
European Health and Digital Executive Agency 
Innovative Health Initiative Joint Undertaking 
Key Digital Technologies Joint Undertaking 
Maritime Analysis and Operation Centre (Narcotics) 
European Ombudsman 
Office of the Secretary-General of the European Schools 
European Research Executive Agency 
European Union Satellite Centre 
Single European Sky ATM Research 3 Joint Undertaking 
Single Resolution Board 
Unified Patent Court 

98 

 
 
ANNEX  XII – GLOSSARY 

Abbreviation 
ABAC 
ABC/ABB/ABM 

AD 
AOD 
AOSD 
ARES 
AST 
AST/SC 
B2B 
BCMS 
CA 
CAAR 
CCT 
CdT 

CERT-EU 

CSF 
CVR 
DGT 
ECA 
eCdT 

EMAS 

EP 
EPQC 
EPSO 
eTra-Local 
EU 
EUR 
FG 
FTE 
HCIN 
HR 
IAS 
IATE 
ICF 
ICTI 
ISO 

Description 
Accounting system of the European Commission 
Activity-based costing / Activity-based budgeting / Activity-based 
management 
Administrator 
Authorising Officer by Delegation 
Authorising Officer by Sub-delegation 
Advanced Records System 
Assistant 
Secretarial staff 
Business-to-Business 
Business Continuity Management System 
Contract staff 
Consolidated Annual Activity Report  
Coordination Committee for Translation 
Centre de traduction des organes de l’Union européenne (Translation 
Centre for the Bodies of the European Union) 
Computer Emergency Response Team for the EU institutions, bodies 
and agencies 
Client satisfaction form 
Corrected version request 
Directorate-General for Translation, European Commission 
European Court of Auditors 
Translation Centre’s system for the management of the translation 
workflow 
Eco-Management and Audit Scheme developed by the European 
Commission 
European Parliament 
Ex post quality check 
European Personnel Selection Office 
Local implementation of the eTranslation service 
European Union 
Euro (currency) 
Function Group 
Full-time equivalent 
Heads of Communication and Information Network 
Human resources 
Internal Audit Service, European Commission 
InterActive Terminology for Europe 
Internal Control Framework 
Interinstitutional Committee for Translation and Interpretation 
International Organization for Standardisation 

99 

 
 
JU 
KPI 
LP 
MB 
MIPS 
MT 
NICE 
OLAF 
ORMICC 
p.m. 
PG 
PMO 
QES 
SaaS 
SARA 
SDL Studio 
SLA 
SME 
SNE 
Sysper 

Systal 
TCN 
TQAAP 

Joint Undertaking 
Key performance indicator 
Light post-editing 
Management Board 
Missions Integrated Processing System 
Machine translation 
Neural Integrated Custom Engines 
European Anti-Fraud Office 
Officer in charge of risk management and internal control coordination 
pro memoria (for the record) 
Paste ‘n’ Go 
Paymaster Office, European Commission 
Qualified electronic signature 
Software as a service 
System for Activity and Resource Allocation 
SDL Trados Studio 
Service Level Agreement 
Small and medium-sized enterprise 
Seconded national expert 
Information system covering the treatment of information for the 
Centre’s management of human resources 
Selection and recruitment tool 
Translation Contact Network 
Translation Quality Assurance Action Plan 

100 

 
 
ANNEX  XIII  –  FINAL  ACCOUNTS  OF  THE  TRANSLATION  CENTRE  FOR  THE 

BODIES OF THE EUROPEAN UNION FOR THE 2022 FINANCIAL YEAR 

This publication of the final accounts of the Translation Centre for the Bodies of the European Union is 
available on its website: Documentation | Translation Centre For the Bodies of the EU (europa.eu) 

101