natgillin/translations-raw huggingface dataset:
Personalereformpakken fra 2014 omfattede en nedskžring p 5 % i antallet af stillinger, midlertidige fastfrysninger af lżnninger og pensioner og en žndring af personalevedtžgten. 
The 2014 staff reforms package included a 5 % reduction in staff posts, temporary salary and pension freezes and a revision of the SR.
III Ved vores revision undersżgte vi, hvordan Kommissionen har hndteret udfordringen med at opn bde budgetbesparelser og HR-forbedringer. 
III In this audit we examined how the Commission has managed the challenge of reaching the dual objective of budgetary savings and HR improvements.
Vi besluttede at udfżre dette arbejde nu for at give Kommissionen og budgetmyndigheden en vurdering af 2014-reformpakken. 
We decided to carry out this work now to provide the Commission and the budgetary authority with an assessment of the 2014 reforms package.
Denne vurdering kunne vžre nyttig i forbindelse med fremtidige drżftelser om udviklingen af personalevedtžgten. 
It may be useful in any future debate on SR developments.
Vores interessenter har ogs udtrykt interesse for de kvalitative resultater af reformpakken. 
Our stakeholders have also expressed an interest in the qualitative results of the reforms package.
IV Formlet med revisionen var at vurdere effektiviteten af 2014-reformerne med fokus p Kommissionen. 
IV The aim of the audit was to assess the effectiveness of the 2014 reforms, with a focus on the Commission.
Vi undersżgte, om de trufne foranstaltninger: Ń sikrede de forventede budgetbesparelser p EU-niveau Ń forbedrede HR-situationen i Kommissionen og Ń samlet set var udarbejdet p passende vis, samt om deres gennemfżrelse i Kommissionen blev overvget p en hensigtsmžssig mde. 
We examined whether the measures taken: Ń achieved the budgetary savings expected at EU level; Ń improved the HR situation at the Commission; and Ń were properly prepared overall, and their implementation at the Commission appropriately monitored.
V Vi konstaterede, at de omkostningsbesparende foranstaltninger fżrte til betydelige besparelser for EU-budgettet. 
V We found that the cost-cutting measures have produced significant savings for the EU budget.
I alt vil besparelserne under den nuvžrende FFR for 2014-2020 sandsynligvis n op p 4,2 milliarder euro, hvilket er mere end oprindelig aftalt. 
In all, savings under the 2014Đ2020 MFF are likely to reach Ű4.2 billion, more than what was originally agreed.
Kommissionen forventer ogs, at de langsigtede besparelser som fżlge af žndringer i pensionsalderen, karrierestrukturen og pensionerne vil reducere EU's administrationsudgifter med 19,2 milliarder euro i perioden 2014-2064. 5 
The Commission also expects the long-term savings resulting from changes in the retirement age, career structure and pensions to result in a reduction in EU administrative expenditure of Ű19.2 billion over the period 2014 to 2064. 5
VI 2014-reformpakkens virkninger p HR-forvaltningen har imidlertid vžret blandede. 
VI However, the impact of the 2014 reforms package on HR management has been mixed.
Žndringer i karrierestrukturen har bidraget til en bedre overensstemmelse mellem lżn og ansvarsniveau og rettet op p de bivirkningerne af 2004-reformen af personalevedtžgten. 
Changes in the career structure have helped to better align pay and responsibility levels and corrected side-effects of the 2004 SR reform.
Den hżjere pensionsalder og den reducerede rekruttering bidrager nu til en aldrende arbejdsstyrke. 
Raising the retirement age and reducing recruitment is contributing to an ageing workforce.
Kommissionen anvender i stigende grad kontraktansatte til at hndtere situationen med stigende arbejdsbyrder og fžrre ansžttelsesmuligheder, men virkningen p Kommissionens tjenestegrene varierer betydeligt. 
The Commission is placing greater reliance on contract staff to cope with increased workloads and fewer recruitment opportunities, although the impact on the CommissionŐs departments varies considerably.
Endelig har mindre favorable ansžttelsesvilkr gjort det mindre attraktivt at arbejde for EU i en tid, hvor EU har vanskeligt ved at tiltržkke tilstržkkeligt personale fra en ržkke medlemsstater. 
Finally, less favourable conditions of employment have reduced the attractiveness of working for the EU at a time when it is struggling to attract sufficient staff from a number of Member States.
VII Derudover konstaterede vi, at Kommissionen kun i begržnset omfang havde vurderet de sandsynlige HR-relaterede konsekvenser af reformpakkens omkostningsbesparende og ikkeżkonomiske foranstaltninger. 
VII In addition, we found that the Commission carried out little assessment of the likely HR management consequences of the cost-saving and non-financial measures in the reforms package.
Dens overvgningsordninger satte den ikke i stand til at identificere negative konsekvenser fuldt ud eller rettidigt. 
Its monitoring arrangements did not enable it to identify negative consequences fully or at the appropriate time.
VIII Vi konkluderer samlet set, at det med personalereformpakken fra 2014 er lykkedes at opn de żnskede omkostningsbesparelser og visse forbedringer af HR-forvaltningen. 
VIII Overall, we conclude that the 2014 staff reforms package has been successful in achieving the desired cost savings as well as some improvements in HR management.
Dog kunne nogle af de negative konsekvenser for GD'erne og personalet mske vžre undget eller afbżdet tidligere, hvis reformerne var blevet udarbejdet og overvget bedre. 
However, some of the negative consequences for DGs and staff might have been avoided or mitigated earlier if the reforms had been better prepared and monitored.
IX Kommissionen bżr ajourfżre sine ordninger for arbejdsbyrdehndtering samt HR-overvgning og -rapportering og foretage en forudgende vurdering i forbindelse med eventuelle nye pakker af personalereformforanstaltninger. 
IX The Commission will need to update its workload management, HR monitoring and reporting arrangements, and carry out a prior assessment of any potential new package of staff reform measures.
Vi anbefaler, at Kommissionen: o udarbejder en personaleforvaltningsplan o forbedrer sine rammer for overvgning af og rapportering om HR-spżrgsml o foretager en vurdering af behov og potentielle virkninger inden eventuelle yderligere žndringer af personalevedtžgten. 6 
We recommend that the Commission: o develop a workforce management plan; o enhance its framework for monitoring and reporting on HR issues; o carry out an assessment of needs and potential impacts before any further revision of the Staff Regulations. 6
Indledning 01 EU's institutioner og agenturer beskžftiger ca. 60 000 tjenestemžnd og andet personale i Den Europžiske Union og tredjelande. 
Introduction 01 The EU institutions and agencies employ approximately 60 000 officials and other staff in the European Union and in third countries.
Omkring 32 000 af disse ansatte arbejder i Europa-Kommissionen. 
This figure includes around 32 000 staff at the European Commission.
Figur 1 nedenfor indeholder centrale oplysninger og tal om Kommissionens personale i 20181. 
Figure 1 below sets out key facts and figures about Commission staff in 20181.
Figur 1 Đ Oversigt over Kommissionens personale, 2018 32 196 ansatte 1.1.2018 65 % i Bruxelles 11 % i resten af EU 12 % i Luxembourg 12 % i tredjelande 45 GD'er tjenestegrene og kontorer Ledende personale 4 % Ikkeledende personale 96 % 7 1 % Seniormanagere 2% Andet personale 3% Midlertidigtansatte 36 % Tjenestemžnd (AD) 27 % Tj enes temžnd (AST & AST/SC) 22 % Kontraktansatte 3 % Mellemledere 3,2 milliarder euro LŻN til Kommissionens personale 6% Lokaltansatte i budgettet for 2018 48 r GENNEMSNITSALDER for Kommissionens personale i 2018 Kilde: Revisionsretten baseret p GD HR's rapporter, HR-nżgletal for 2018. 
Figure 1 Đ European Commission staff in brief, 2018 32 196 staff members 65 % in Brussels 11 % in other EU 12 % in Luxembourg 12 % in non-EU 45 DGs services and offices Ű3.2 billion CommissionŐs staff PAY In2018 Budget 48 years AVERAGE AGE of the CommissionŐs staff in2018 1.1.2018 Managers 4 % Non-managers 96 % 7 1 % Senior managers 2% Other staff 3% Temporary staff 36 % officialsAD 27 % officialsAST & AST/SC 22 % Contract staff Source: ECA, based on DGHR reports, HR key figures 2018.
02 2018-budgettets bevillinger til menneskelige ressourcer i Kommissionen belżb sig til 3,2 milliarder euro2 ud af de 5,5 milliarder euro til det samlede EU-personale. 
8 02 In the 2018 budget, appropriations for human resources at the Commission came to Ű3.2 billion2, out of Ű5.5 billion for all EU staff.
03 EU-personale ansžttes og kategoriseres efter ansžttelsestype: tjenestemžnd med fast ansžttelse, midlertidigt ansatte og kontraktansatte3. 
03 EU staff are employed and categorised by type of employment: officials who are appointed and have permanent employment, and temporary and contract staff3.
Der ansžttes ogs lokalt personale i EU-delegationer i tredjelande. 
There are also local staff in EU delegations in third countries.
Fastansatte og midlertidigt ansatte er fordelt p tre ansžttelsesgrupper: administratorer (AD), assistenter (AST) og sekretžrer og kontorpersonale (AST/SC). 
Permanent and temporary staff belong to one of three function groups: administrators (AD), assistants (AST) and secretarial and clerical assistants (AST/SC).
De enkelte grupper omfatter forskellige lżnklasser: AD5 til AD16, AST1 til AST11 og AST/SC1 til AST/SC6. 
Each group covers a different range of pay grades: AD5 to AD16, AST1 to AST11, and AST/SC1 to AST/SC6.
04 Arbejdsgiverens og personalets grundlžggende rettigheder, forpligtelser og ansvar er fastsat i vedtžgten for tjenestemžnd og ansžttelsesvilkrene for de żvrige ansatte i Den Europžiske Union (i det fżlgende samlet benžvnt "personalevedtžgten"). 
04 The basic rights, duties and responsibilities of the employer and the employee are defined in the Staff Regulations of Officials and the Conditions of Employment of Other Servants of the European Union (together we refer to these as the "SR").
De oprindelige tekster blev vedtaget i 1962. 
These texts were first adopted in 1962.
Frem til starten af 00'erne blev der foretaget forholdsvis f žndringer i personalevedtžgten trods žndringer i Kommissionens struktur og žndringer af ansžttelsesvilkrene i andre internationale organisationer og mange af medlemsstaternes offentlige tjenester. 
Until the early 2000s, relatively few changes were made to the SR, despite modifications in the structure of the Commission and revision of the conditions of employment in other international organisations and many Member StatesŐ civil services.
I 2003 foreslog Kommissionen dog en ržkke vidtržkkende og omfattende žndringer ("2004-reformen") i lyset af udvidelsen af EU i 2004. 
In 2003, however, the Commission proposed a number of far-reaching and extensive amendments ("the 2004 reform") in view of the 2004 EU enlargement.
05 En yderligere žndring af personalevedtžgten trdte i kraft i 2014. 
05 A further revision of the SR entered into force in 2014.
Man forventede, at den ville blive en milepžl p vejen mod en mere effektiv forvaltning ved at sikre budgetbesparelser og forbedre aspekter af forvaltningen af menneskelige ressourcer (HR) i EU-institutionerne4. 
This was expected to be a milestone on the road towards more efficient administration, based on budgetary savings and improving aspects of human resources (HR) management at the EU institutions4.
Et erklžret ml med žndringen var at sikre, "at de menneskelige ressourcer forvaltes s effektivt som muligt i en europžisk offentlig tjeneste, der er kendetegnet ved hżj kvalitet, kompetence, uafhžngighed, loyalitet, upartiskhed og kontinuitet, kulturel og sproglig mangfoldighed og attraktive ansžttelsesvilkr"5. 
A stated aim of the revision was to "optimise the management of human resources in a European civil service characterised by its excellence, competence, independence, loyalty, impartiality and stability, as well as by cultural and linguistic diversity and attractive recruitment conditions"5.
Yderligere oplysninger findes i bilag II Đ Personalekategorier i Kommissionen. 
See Annex II for details - Categories of staff employed at the Commission.
Meddelelse fra Kommissionen til Europa-Parlamentet, Rdet, Det Europžiske Żkonomiske og Sociale Udvalg og Regionsudvalget - "Et budget for Europa 2020", KOM(2011) 500 endelig af 29.6.2011. 
Communication from the Commission to the European Parliament, the Council, the European Economic and Social Committee and the Committee of the Regions, "A budget for Europe 2020", 29.6.2011, COM(2011) 500 final.
1023/2013 af 22. oktober 2013 om žndring af vedtžgten for tjenestemžnd i Den Europžiske Union og ansžttelsesvilkrene for de żvrige ansatte i Den Europžiske Union, betragtning 7. 
Regulation (EU, Euratom) No 1023/2013 of the Parliament and of the Council of 22 October 2013 amending the Staff Regulations of Officials of the European Union and the Conditions of Employment of Other Servants of the European Union, recital 7.
8 3 4 5 
2 3 4 5
Kommissionens oprindelige forslag6 omfattede en forpligtelse til at nedbringe antallet af ansatte, som senere blev indarbejdet i den interinstitutionelle aftale, der ledsagede FFR-forslaget ("nedskžring p 5 % i antallet af stillinger")7. 
The initial Commission proposal6 included a commitment to reduce staff numbers which was later incorporated into the Interinstitutional Agreement accompanying the MFF proposal ("the 5 % reduction of posts")7.
Under forhandlingerne fremlagde Rdet yderligere foranstaltninger, herunder en fastfrysning af lżnninger og pensioner i to r. 
During the negotiations, the Council put forward additional measures including a two-year pay and pension freeze.
I denne beretning benžvnes personalenedskžringerne, fastfrysningen af lżnninger og pensioner og 2014-žndringerne af personalevedtžgten "personalereformpakken fra 2014". 
For the purpose of this report, the staff cuts, the pay and pension freeze and the 2014 amendments to the SR are referred to as "the 2014 staff reforms package".
07 Tidslinjen nedenfor (jf. figur 2) viser, hvordan budgetforhandlingerne og andre eksterne begivenheder pvirkede 2014-žndringsprocessen. 
07 The timeline below (see Figure 2) show how the budgetary negotiations and other external events fed into the 2014 revision process.
9 6 7 Kommissionens forslag til Europa-Parlamentets og Rdets forordning om žndring af vedtžgten for tjenestemžnd og ansžttelsesvilkrene for de żvrige ansatte i Den Europžiske Union, KOM(2011) 890 endelig af 13.12.2011, s. 
9 6 7 CommissionŐs Proposal for a Regulation of the European Parliament and of the Council amending the Staff Regulations of Officials and the Conditions of Employment of Other Servants of the European Union, COM(2011) 890 final, Brussels 13.12.2011, p.
Mange medlemsstater havde annonceret foranstaltninger, der skulle reducere udgifterne til deres offentlige forvaltninger. 
Many Member States had announced measures to cut the cost of their public 10 8 http://ec.europa.eu/economy_finance/publications/pages/publication15887_en.pdf
Foranstaltningerne vedrżrte primžrt fastfrysning af lżnniveauet og ansžttelsesstop, lžngere arbejdstider, forhżjelse af pensionsalderen og personalenedskžringer. 
These mainly concerned salary and hiring freezes, longer working hours, an increase in the retirement age and staff cuts.
09 Endelig blev der efter trepartsforhandlinger mellem Europa-Parlamentet, Rdet og Kommissionen vedtaget žndringer i personalevedtžgten med fokus p to ml: budgetbesparelser inden for de administrative udgifter og forbedring af HR-forvaltningen (jf. figur 3). 11 
09 Finally, following "trilogue" negotiations between the European Parliament, the Council and the Commission, changes were agreed to the SR focusing on two objectives: budgetary savings in administrative expenditure and improving human resources management (see Figure 3). 11
Revisionens omfang og revisionsmetoden 10 Vi undersżgte, om de trufne foranstaltninger: a) sikrede de forventede budgetbesparelser p EU-niveau b) forbedrede HR-situationen i Kommissionen og c) blev udarbejdet p et fornuftigt grundlag, og om deres gennemfżrelse i Kommissionen blev overvget. 
Audit scope and approach 10 We examined whether the measures taken: (a) achieved the budgetary savings expected at EU level; (b) improved the HR situation at the Commission; (c) were prepared on sound basis, and their implementation at the Commission was monitored.
11 Vi undersżgte 2014-pakkens resultater p kort sigt (frem til 2020) og lang sigt (frem til 2064) og vurderede nogle af 2004-reformens virkninger, hvor det var relevant. 
11 We covered the short-term (until 2020) and long-term (by 2064) results of the 2014 package, along with some of the effects of the 2004 reform, where relevant.
Vi fokuserede p HR-situationen i Kommissionen, eftersom den tegner sig for stżrstedelen af budgettet til aflżnning af EU-institutionernes personale (58 %) og stżrstedelen af de disponible stillinger (53 %). 
We concentrated on the HR situation at the Commission, which accounts for the largest share of the EU institutionsŐ staff remunerations budget (58 %) and available posts (53 %).
Vi vurderer, at de foretagne žndringer har samme karakter i de żvrige EU-institutioner. 
We consider that the nature of the changes made will be similar at the other EU institutions.
Vores revisionsarbejde omfattede ikke de finansielle virkninger af de foranstaltninger, som Kommissionen traf for at kompensere for personalenedskžringerne - ssom outsourcing af visse administrative opgaver. 
Our audit did not extend to the financial impacts of measures, such as the externalisation of some administrative activities, which the Commission took to compensate for the staff cuts.
Vi vurderede heller ikke Kommissionens gennemfżrelse af HR-strategier vedrżrende personalets kvalifikationer og kompetencer. 
Nor did we assess the Commission's implementation of HR strategies concerning the skills and competences of its staff.
12 Vores revisionsarbejde bestod af: a) en gennemgang af rapporter udarbejdet af Kommissionen i overensstemmelse med personalevedtžgtens krav om finansiel og operationel HR-rapportering. 
12 Our audit work consisted of: (a) a review of Commission reports produced in line with the obligations in the SR HR financial and operational reporting.
Det var bl.a. rlige aktivitetsrapporter og forvaltningsplaner, rapporten om žkvivalens mellem karrierestrukturer9, Eurostats rapporter om pensionssystemets bžredygtighed fra 2011 og 2016 og rapporten om geografisk balance i EU-institutionerne10 KOM(2011) 171 endelig Đ Rapport til Europa-Parlamentet og Rdet om žkvivalens mellem den gamle og den nye karrierestruktur. 
These included annual activity reports and management plans, the report on the equivalence of career structures9, Eurostat reports on the sustainability of the pensions system from 2011 and 2016, and the report on geographical balance in the EU institutions10; (b) an analysis of HR statistics, budget documents and staff surveys for the 2012-2018 period; COM(2011) 171 final-Report to the European Parliament and the Council on the equivalence between old and new career structures.
10 Rapport fra Kommissionen til Europa-Parlamentet og Rdet i henhold til artikel 27 i vedtžgten for tjenestemžnd og artikel 12 i ansžttelsesvilkrene for de żvrige ansatte i Den Europžiske Union (geografisk balance), COM(2018) 377 final. 
10 Report from the Commission to the European Parliament and the Council pursuant to Article 27 of the Staff Regulations of Officials and to Article 12 of the Conditions of Employment of Other Servants of the European Union (Geographical balance), COM(2018) 377 final.
b) en analyse af HR-statistikker, budgetdokumenter og medarbejderundersżgelser for perioden 2012-2018 c) interview med tjenestemžnd fra: i) de fem operationelle generaldirektorater i Kommissionen (SANTE, FISMA, DEVCO, DGT og HOME), der i perioden 2012-2017 oplevede de stżrste žndringer i antallet af faktisk benyttede stillinger i stillingsfortegnelsen ii) GD JRC, som er det GD, hvor den geografiske spredning af personalet p flere steder er stżrst iii) GD HR, GD BUDG og Eurostat iv) fagforeningerne d) en analyse af rapporter fra eksterne eksperter, akademikere og OECD om žndringer i den europžiske arbejdsstyrke og ansžttelsesvilkrene. 
(c) interviews with officials from: (i) the five operational directorates-general at the Commission (SANTE, FISMA, DEVCO, DGT and HOME) which faced the biggest absolute change in the number of establishment plan posts actually used in the years 2012-2017, (ii) DG JRC, the DG with the widest geographical distribution of staff, who are spread over multiple locations, (iii) DG HR, DG BUDG and Eurostat; (iv) the staff trade unions. (d) analysis of reports by external experts, academics and the OECD concerning changes to the European workforce and terms of employment.
14 Bemžrkninger 2014-pakken giver betydelige besparelser p EU-budgettet 13 Vi undersżgte, hvordan der blev taget hżjde for 2014-reformpakken i forbindelse med fastsžttelsen af lofterne over de administrative udgifter i FFR for 2014-2020, og om foranstaltningerne fżrte til de forventede besparelser. 
14 Observations The 2014 package is delivering significant savings to the EU budget 13 We examined how the 2014 reform package was taken into account in determining the 2014-2020 MFF ceilings for administrative expenditure, and whether the measures delivered the expected savings.
Stżrre budgetmžssige besparelser end aftalt i forbindelse med FFR-forhandlingerne 14 I sit 2011-forslag til žndring af personalevedtžgten anslog Kommissionen, at žndringer i personalevedtžgten og en 5 % reduktion af det samlede personaleantal kunne sikre budgetbesparelser p omkring 1 milliard euro. 
Budgetary savings beyond the amounts agreed in the MFF negotiations 14 In its 2011 SR revision proposal, the Commission estimated that changes to the SR and a 5 % reduction in the overall number of staff would deliver budgetary savings of around Ű1 billion.
I 2013 blev Kommissionens forslag omsat til en retligt bindende nedskžring p 5 % i det samlede antal stillinger11. 
In 2013, the CommissionŐs proposal was translated into a legally binding 5 % reduction in total posts11.
Rdet foreslog dernžst en torig fastfrysning af lżnninger og pensioner i 2013-2014 for at sikre yderligere budgetbesparelser p 1,5 milliarder euro. 
The Council subsequently proposed a two-year pay and pensions freeze for 2013-2014 to produce another Ű1.5 billion in budgetary savings.
De samlede besparelser p 2,5 milliarder euro blev trukket fra Kommissionens oprindelige forslag til FFR for 2014-2020, hvilket sžnkede det samlede loft over personaleomkostningerne i perioden. 
The total savings of Ű2.5 billion were deducted from the CommissionŐs original proposal for the 2014-2020 MFF, reducing the overall ceiling for staff costs over the period.
15 Ud over sžnkelsen af FFR-loftet blev de lovgivende myndigheder enige om at begržnse adgangen til de hżjeste AD-lżnklasser for at sikre yderligere besparelser p 0,2 milliarder euro. 
15 In addition to the reduction in the MFF ceiling, the legislative authorities agreed to limit access to end-of-career AD grades to produce a further Ű0.2 billion in savings.
Som fżlge heraf indebar 2014-žndringen af personalevedtžgten anslede besparelser vedrżrende lżn-og pensionsudgifterne under FFR 2014-2020 p omkring 2,7 milliarder euro eller 6 % af det samlede administrative budget p 45,6 milliarder euro til lżnninger og pensioner. 
As a result, the 2014 revision of the SR meant estimated pay and pensions savings for the 2014-2020 MFF of around Ű2.7 billion, or 6 % of the Ű45.6 billion administrative budget for pay and pensions.
16 Budgetforhandlingerne om de administrative udgifter havde fokus p at sikre besparelser p kort og mellemlang sigt frem til FFR'ens udlżb. 
16 The budgetary negotiations for administrative expenditure focused on short and medium-term savings up to the end of the MFF.