natgillin/translations-raw huggingface dataset:
Det skyldtes primžrt en ržkke tiltag fra GD HR's side, som ikke specifikt havde noget at gżre med 2014-reformpakken. 
This mainly resulted from a number of DG HR actions that were not specifically related to the 2014 reform package.
34 Figur 9 sammenligner kżnsfordelingen i Kommissionen i 2018 med situationen i 2013 for alle AD-lżnklasser. 
34 Figure 9 compares the gender balance at the Commission in 2018 with the situation in 2013 for all AD grades.
Et stort antal ansatte i ledende stillinger (lżnklasse AD12 og derover) er mžnd. 
A significant number of staff in senior positions (grades AD12 and above) are men.
Antallet af mžnd i lżnklasse AD13 faldt imidlertid betydeligt mellem 2013 og 2018, primžrt som fżlge af demografiske faktorer. 
However, there was a significant decrease in male AD13 staff numbers between 2013 and 2018, mainly due to demographic factors.
De pgžldende medarbejdere blev generelt ansat i Kommissionen i 1980'erne/1990'erne og har nu net eller nžsten net pensionsalderen. 
The staff concerned generally joined the Commission in the 1980s-1990s and are now at or near retirement age.
23 17 Europa-Parlamentets og Rdets forordning (EU, Euratom) nr. 1023/2013 af 22. oktober 2013, betragtning 23. 
23 17 Regulation (EU, EUROATOM) No 1023/2013 of the European Parliament and of the Council of 22 October 2013, Recital (23).
Figur 9 Đ Mod en mere passende kżnsfordeling i AD-lżnklasserne, 2013-2018 24 AD16 AD15 AD14 AD13 AD12 AD11 AD10 AD9 AD8 AD7 AD6 AD5 -1 860 2018 Kvinder 2018 Mžnd 2013 Kvinder 2013 Mžnd 300 flere kvinder i AD8 i 2018 end i 2013 -1 360 -860 -360 140 640 12,6 10,6 8,6 6,6 4,6 2,6 0,6 2 140 375 fžrre mžnd i AD13 i 2018 end i 2013 1 140 1 640 Kilde: Revisionsretten p grundlag af data fra Kommissionen. 
Figure 9 Đ Towards more gender balance in AD grades, 2013Đ2018 24 AD16 AD15 AD14 AD13 AD12 AD11 AD10 AD09 AD08 AD07 AD06 AD05 -1 860 2018 Women 2018 Men 2013 Women 2013 Men 300 more women at AD8 in 2018 than in 2013 -1 360 -860 -360 140 640 375 fewer men at AD13 in 2018 than in 2013 12,6 10,6 8,6 6,6 4,6 2,6 0,6 2 140 1 140 1 640 Source: ECA, based on Commission data.
35 Kżnsfordelingen viser en stigende andel af kvinder i AD-lżnklasserne: Ń Fra 2013 til 2018 steg det samlede antal kvindelige tjenestemžnd og midlertidigt ansatte i AD-ansžttelsesgruppen med nžsten 8 %, mens antallet af mžnd faldt med nžsten 3 %. Ń I 2013 udgjorde kvinder stżrstedelen af personalet i lżnklasserne AD5 og AD6. 
35 The gender distribution shows the increasing share of women in AD grades: Ń from 2013 to 2018, the overall number of women AD officials and temporary staff increased by nearly 8 %, while that of their male counterparts decreased by almost 3 %, Ń in 2013, women made up the majority of staff in grades AD5 and 6.
I 2018 udgjorde de stżrstedelen af personalet i lżnklasserne AD5 til AD8. 
In 2018, they were the majority of staff in AD5 to 8.
36 Vi konstaterede, at de fleste stillinger i de hżjeste lżnklasser stadig er besat med mžnd trods den nylige stigning i antallet af kvinder i AD-ansžttelsesgruppen og udnžvnelsen af flere kvinder til lederstillinger. 
36 We found that, despite the recent increase in the number of women in the AD function group, and the appointment of more women to management positions, men still occupy most posts in the highest grades.
Eftersom kvinder nu udgżr stżrstedelen af de nyansatte i AD-ansžttelsesgruppen, m andelen af kvinder i hżjere lżnklasser og ledende stillinger dog forventes at stige med tiden. 
However, since women now make up the majority of junior AD staff, the share of women in higher grades and senior management positions should be expected to increase over time.
37 Figur 10 nedenfor pržsenterer kżnsfordelingen i Kommissionen i de enkelte lżnklasser, grupperet efter lżnniveau (dvs. AST5 og AD5 sammen og AST1 og SC2 sammen). 
37 Figure 10 below presents the gender balance at the Commission by grade, grouped to reflect pay level (i.e. AST5 and AD5 together, AST1 and SC2 together).
De ansatte i AST-og AST/SC-ansžttelsesgrupperne er fortsat overvejende kvinder p grund af den store andel af kvindelige ansżgere i de relevante udvžlgelsesprżver. 
The AST and AST/SC function groups remain predominantly female due to the high rates of female applicants for the relevant competitions.
Figur 10 Đ Den nuvžrende kżnsfordeling: De fleste stillinger i de hżjeste lżnklasser er stadig besat med mžnd 25 AD16 AD15 AD14 AD13 AD12 AD/AST11 AD/AST10 AD/AST9 AD/AST8 AD/AST7 AD/AST6 AD/AST5 AST4/SC5 AST3/SC4 AST2/SC3 AST1/SC2 SC1 2000 1500 1000 500 0 AD AST SC KVINDER MŽND 500 1000 1500 2000 Kilde: Revisionsretten baseret p data fra Kommissionen - kun tjenestemžnd og midlertidigt ansatte. 
Figure 10 Đ The current gender pattern: men still occupy most of the posts in the highest grades 25 AD16 AD15 AD14 AD13 AD12 AD/AST11 AD/AST10 AD/AST9 AD/AST8 AD/AST7 AD/AST6 AD/AST5 AST4/SC5 AST3/SC4 AST2/SC3 AST1/SC2 SC1 2000 1500 1000 500 0 AD AST SC WO MEN MEN 500 1000 1500 2000 Source: ECA, based on Commission data, - officials and temporary staff only.
En aldrende arbejdsstyrke 38 I 2018 var personalets gennemsnitsalder 48 r. 
Ageing workforce 38 In 2018, the average age of staff was 48.
Ifżlge Eurostat var gennemsnitsalderen ved ansžttelse i den europžiske offentlige tjeneste 35 r18 i 2012. 
Eurostat reports that the average age of entry into the European civil service was 3518 in 2012.
I 2018 var 25,3 % af tjenestemžndene og de midlertidigt ansatte 55 r eller žldre. 
In 2018, 25.3 % of officials and temporary staff were 55 or older.
Kun 4,2 % var under 35 r, og denne andel er faldet stżt (6,8 % i 2016, 5,3 % i 2017). 
Only 4.2 % were younger than 35 and this share has been steadily declining (6.8 % in 2016, 5.3 % in 2017).
Figur 11 viser, at gennemsnitsalderen for Kommissionens personale (tjenestemžnd og midlertidigt ansatte) er steget stżt med gennemsnitlig seks mneder om ret siden 2014. 
Figure 11 shows that the average age of Commission staff (officials and temporary staff) has risen steadily by an average of six months every year since 2014.
Faldet i 2013 skyldtes, at en ržkke medarbejdere valgte at benytte ordningen for tidlig pension inden ikrafttrždelsen af 2014-žndringen, som begržnsede denne mulighed. 
The drop observed in 2013 was caused by a number of staff choosing early retirement before the entry into force of the 2014 revision which reduced this possibility.
18 COM(2012) 37 final af 7.2.2012 Đ Rapport fra Kommissionen til Rdet om pensionsordningen for tjenestemžnd og żvrige ansatte ved Den Europžiske Union. 
18 COM(2012) 37 final of 7.2.2012 - Report from the Commission to the Council on the Pension Scheme of European Officials and Other Servants of the European Union.
Figur 11 Đ En aldrende arbejdsstyrke 26 49,0 48,5 48,0 47,5 47,0 46,5 46,0 45,5 45,0 44,5 44,0 43,5 43,0 2012 2013 2014 2015 2016 2017 2018 Kilde: Revisionsretten p grundlag af data fra Kommissionen. 
Figure 11 Đ An ageing workforce 26 49.0 48.5 48.0 47.5 47.0 46.5 46.0 45.5 45.0 44.5 44.0 43.5 43.0 2012 2013 2014 2015 2016 2017 2018 Source: ECA, based on Commission data.
39 Mlet om at reducere antallet af stillinger med 5 % fżrte til et stżt fald i rekrutteringen af tjenestemžnd og midlertidigt ansatte. 
39 The 5 % staff reduction target imposed a steady decline in the number of officials and temporary staff recruited.
Figur 12 viser, hvordan Kommissionens rekruttering af personale udviklede sig mellem 2012 og 2017 mht. antal og ansžttelsesstatus (tjenestemžnd/midlertidigt ansatte). 
Figure 12 shows how recruitment to the Commission evolved between 2012 and 2017 by number and employment status (official/temporary staff).
Figur 12 Đ Rekruttering af personale i Kommissionen 2012-2017 27 1 200 1 000 800 600 400 200 0 SC Midlertidigt ansatte SC Tjenestemžnd AST Midlertidigt ansatte AST Tjenestemžnd AD Midlertidigt ansatte AD Tjenestemžnd 2013 2014 2015 2016 2017 Kilde: Revisionsretten p grundlag af data fra Kommissionen. 
Figure 12 Đ Recruitment to the Commission 2012Đ2017 27 1 200 1 000 800 600 400 200 0 SC Temp SC Officials AST Temp AST Officials AD Temp AD Officals 2013 2014 2015 2016 2017 Source: ECA, based on Commission data.
40 Som led i personalereformpakken fra 2014 blev pensionsalderen for EU-personale desuden hžvet til 66 r for at afspejle tilsvarende stigninger i pensionsalderen i medlemsstaternes offentlige tjenester (jf. figur 13). 
40 In addition, as part of the 2014 staff reform package the retirement age for EU staff was raised to 66, reflecting similar increases in the retirement age for Member StatesŐ civil services (see Figure 13).
Dette vil bidrage til yderligere aldring af Kommissionens arbejdsstyrke i de kommende r. 
This will contribute to further ageing of the CommissionŐs workforce in the coming years.
Figur 13 Đ Efter 2014-žndringen er Kommissionens pensionsalder p 66 r blandt de hżjeste i EU 28 67 66 65 64 63 62 61 60 59 58 57 56 55 EL HU IT FR CZ DE IE ES UK EE AT BE DK FI NL PL PT SE SL SK LU 2010 2020 Komm. fżr 2014 Komm. efter 2014 Kilde: OECD Pensions Outlook 2012, OECD Publishing, 2012. 
Figure 13 Đ After the 2014 revision, the CommissionŐs retirement age of 66 is among the highest in the EU 28 Source: OECD Pensions outlook 2012 (OECD (2012), OECD Pensions Outlook 2012, OECD Publishing.
41 Med forhżjelsen af pensionsalderen og den faldende rekruttering har Kommissionen nu den udfordring at skulle forvalte en aldrende arbejdsstyrke. 
41 Given the increase in the retirement age and the fall in recruitment, the Commission now faces the challenge of managing an ageing workforce.
Navnlig kan den eventuelt blive nżdt til at ajourfżre sine politikker for uddannelse, trivsel, karriereudvikling og vidensstyring. 
In particular, it may need to update its policies for training, well-being, career development and knowledge management.
Flere ansatte med tidsbegržnsede kontrakter 42 Personalenedskžringen p 5 % blev gennemfżrt som en nedskžring i antallet af stillinger i den stillingsfortegnelse for tjenestemžnd og midlertidigt ansatte, der er omfattet af personalevedtžgten. 
More staff with fixed-term contracts 42 The 5 % staff cuts were implemented as a cut to the number of establishment plan posts for official and temporary staff covered by the SR.
Kommissionen har kunnet rekruttere kontraktansatte til at opfylde de skiftende politiske krav. 
The Commission has been able to employ contract staff to meet its changing policy requirements.
43 Det samlede personaleantal žndrede sig ikke fra 2013 til 2018, men det gjorde personalets sammensžtning. 
43 While the overall number of staff did not change from 2013 to 2018, the composition of the workforce did.
Andelen af tjenestemžnd og midlertidigt ansatte (eksklusive lokalt ansatte) faldt fra 80 % til 76 %, mens andelen af kontraktansatte steg fra 20 % til 24 % (jf. figur 14). 
The proportion of officials and temporary staff (excluding local staff) decreased from 80 % to 76 %, while the proportion of contract staff increased from 20 % to 24 % (see Figure 14).
44 I Kommissionen er der tre hovedkategorier af arbejdsgivere, som ansžtter kontraktansatte: Ń Kontorer, der varetager stżttefunktioner vedrżrende f.eks. logistik og finansielle rettigheder - ssom OIB og PMO - ansžtter primžrt kontraktansatte i ansžttelsesgruppe19 GF I og GF II (over 60 %, op til 74,3 % i PMO), som udfżrer manuelt arbejde eller varetager stżttefunktioner Ń I de GD'er, der er ansvarlige for EU-delegationerne (GD NEAR og DEVCO), er omkring 50 % af personalet kontraktansatte i ansžttelsesgruppe GF III (assistentopgaver) og GF IV (administrative opgaver) Ń Operationelle GD'er bruger kontraktansatte til at opfylde ad hoc-behov. 
44 There are three main categories of employers of contract staff within the Commission: Ń Offices dealing with support tasks such as logistics and financial rights, such as OIB and PMO, mainly employ function group19 GFI and GFII contract staff (more than 60 %, up to 74.3 % in PMO), who carry out manual or support tasks; Ń in DGs responsible for EU delegations (DG NEAR and DEVCO), around 50 % of staff are on GFIII (assistant) and GFIV (administrative) contracts; Ń operational DGs use contract staff to fill ad hoc needs.
Vi konstaterede, at 50 % af alle kontraktansatte i Kommissionen er ansat i blot fem GD'er og tjenestegrene: JRC, DEVCO, OIB, NEAR og PMO. 
We found that 50 % of all contract staff at the Commission are employed in just five DGs and services: JRC, DEVCO, OIB, NEAR and PMO.
45 Den stżrste del af stigningen i antallet af kontraktansatte skyldes den stżrre anvendelse af personale i ansžttelsesgruppe GF III og GF IV (+1 655 mellem 2013 og 2018). 
45 Most of the increase in the number of contract staff comes from the greater use of GFIII and GFIV staff (+1 655 between 2013 and 2018).
Denne stigning skyldes primžrt tre GD'er: JRC, ECHO og CNECT. 
This increase is mainly due to three DGs: JRC, ECHO and CNECT.
Den afspejler de sžrlige karakteristika ved den politik, som GD'erne gennemfżrer (f.eks. forskning for JRC's vedkommende), eller behovet for hurtigt at ansžtte personale til at hndtere en krise, f.eks. knyttet til migration (jf. figur 15). 
It reflects either the specific characteristics of the 19 See Annex II for details on function groups and tasks. 30 policy the DG implements (e.g. research for JRC) or the need to recruit staff quickly to deal with a crisis situation, such as migration (see Figure 15).
Figur 15 Đ Hvordan ansžttelsen af personale i GD ECHO har udviklet sig siden starten af migrationskrisen i 2015 30 400 90% 350 300 250 200 150 100 50 80 % 70 % 60 % 50 % 40 % 30 % 20 % 10 % 00% 2013 2014 2015 2016 2017 2018 AD AST AST/SC GF I GF II GF III GF IV Andel af tjenestemžnd og midlertidigt ansatte Kilde: Revisionsretten p grundlag af data fra Kommissionen. 
Figure 15 Đ How staffing of DG ECHO has evolved since the start of the migration crisis in 2015 400 90% 350 300 250 200 150 100 50 80 % 70 % 60 % 50 % 40 % 30 % 20 % 10 % 00% 2013 2014 2015 2016 2017 2018 AD AST AST-SC GFI GFII GFIII GFIV Share of officials and temporary staff Source: ECA, based on Commission data.
46 Anvendelse af kontraktansatte giver Kommissionen mulighed for at reagere hurtigt p pludselige og midlertidige stigninger i arbejdsbyrden. 
46 Engaging contract staff enables the Commission to react quickly to sudden and temporary increases in workload.
En stigning i antallet af ansatte med kortvarige kontrakter har dog mere langsigtede konsekvenser for vidensstyringen og forretningskontinuiteten. 
However, increasing the number of staff on short contracts has longer-term implications for knowledge management and business continuity.
Nye arbejdsmetoder indfżrt for at absorbere personalereduktionerne i nogle GD'er 47 Den stżrste udfordring for de enkelte GD'er i forbindelse med 2014-reformpakken var nedskžringen p 5 % i antallet af stillinger. 
New working methods to absorb the staff cuts in some DGs 47 The main challenge of the 2014 reforms package for individual DGs related to the 5 % reduction in posts.
Kommissionen skulle fżrst og fremmest sikre, at nedskžringen ikke hžmmede tjenestegrenenes evne til at 31 opfylde de politiske prioriteter og gennemfżre de rlige arbejdsprogrammer. 
The CommissionŐs key concern was to ensure that it would not impair its departmentŐs ability to deliver on its political priorities and annual work programmes.
Vi offentliggjorde i 2017 en gennemgang af disse personaleredukioner20. 
The ECA published a review of these staff cuts in 201720.
48 I 2016 offentliggjorde Kommissionen en metode21, som efter personalenedskžringen p 5 % gjorde det muligt at omfordele personale mellem GD'er under hensyntagen til dens prioriteter. 
48 In 2016, the Commission published a methodology21 for reallocating staff among DGs following the 5 % staff cuts, account being taken of its priorities.
49 Som et resultat heraf faldt nogle operationelle GD'ers personaleantal i forhold til 2013 (med 13 % i GD AGRI og 18 % i GD SANTE), mens andres personaleantal steg betragteligt (med 40 % i GD ECHO og 70 % i GD HOME). 
49 As a result, some operational DGs saw their staff levels drop compared to 2013 (13 % in DG AGRI, 18 % in DG SANTE), while others saw a very significant increase (40 % in DG ECHO, 70 % in DG HOME).
Figur 16 viser, hvordan personaleantallet har udviklet sig mellem 2013 og 2018 i udvalgte GD'er. 
Figure 16 shows how staff numbers developed between 2013 and 2018 in selected DGs.
Figur 16 Đ Eksempler p de stżrste stigninger og fald i GD'ernes personaleantal i perioden 2013-2018 Kilde: Revisionsretten baseret p Kommissionens data med december 2013 som reference 100. 
Figure 16 Đ Examples of the biggest increases and decreases in DG staff numbers during the 2013Đ2018 period 31 Source: ECA, based on Commission data, December 2013 used as base 100.
50 Vi konstaterede, at de GD'er, der blev pvirket af nedskžringerne, brugte en ržkke vžrktżjer (benchmarking, screening af ressourcer osv.) til at omfordele 20 "Rapid case review on the implementation of the 5 % reduction of staff posts", offentliggjort 21.12.2017. 
50 We found that the DGs affected by the reduction used a range of tools (benchmarking, screening of resources, etc.) to reallocate staff between departments.
21 SEC(2016)171/2 af 22.3.2016, "Communication to the Commission, Allocation of establishment plan posts for 2016". 
21 SEC(2016)171/2 of 22.3.2016, Communication to the Commission, Allocation of establishment plan posts for 2016.
51 Eftersom GD'erne ogs havde fžrre ansžttelsesmuligheder, žndrede nogle af dem deres interne processer og udviklede nye arbejdsmetoder for at sikre forretningskontinuitet (tekstboks 1 indeholder eksempler herp). 
51 Given that DGs also had fewer opportunities to recruit, some of them revised internal processes and developed new ways of working to ensure business continuity (see Box 1 for examples).
32 Tekstboks 1 Eksempler p žndrede arbejdsmetoder og processer o DGT Đ Brug af et modulopbygget computerstżttet oversžttelsesmiljż Đ med henblik p sikre kvalitet og effektivitet i oversžttelsesprocessen. 
32 Box 1 Examples of revised methods and processes o DGT Ń Use of a modular computer assisted translation environment - to support quality and efficiency in the translation process.
I november 2017 lancerede DGT, DIGIT og CONNECT i fžllesskab eTranslation, som er en opgraderet maskinoversžttelsestjeneste. 
In November 2017, DGT, DIGIT and CONNECT co-launched eTranslation, an upgraded machine translation service.
Den sikrer hurtigere og mere flydende resultater takket vžret en overgang fra statistisk baseret til neural maskinoversžttelse, som bevžger sig ind p omrdet for kunstig intelligens. o GD DEVCO Đ Regionalisering af visse processer (f.eks. administrative stżttefunktioner) DEVCO har for at żge effektiviteten, optimere brugen af personale og generere stordriftsfordele, žndret sin brug af delegationspersonale og samlet visse opgaver i et begržnset antal delegationer. o GD JRC Đ Strukturering af arbejdsprogrammet efter "projekter" snarere end enheder. 
This provides faster and more fluent results thanks to a shift from statistics-based to neural machine translation, entering the domain of artificial intelligence. o DG DEVCO Ń Regionalisation of certain processes (e.g. administrative support) To increase efficiency, optimise the use of staff and generate economies of scale, DEVCO has reviewed its use of delegation staff and pooled certain tasks in a limited number of delegations. o DG JRC Ń Structuring the work programme by 'projects' rather than by units.
GD'et vurderer systematisk mervžrdien af sine projekter (JRC Strategy 2030, isžr kapitel 4 "Ensuring added value"). o GD FISMA Đ Brug af taskforces, der tržkker p relevant ekspertise fra flere GD'er. 
The DG systematically assess the added value of its projects (JRC Strategy 2030, in particular chapter 4 "Ensuring added value"). o DG FISMA Ń Use of task forces drawing on relevant expertise from across the DGs.
Dette sikrer en bedre kombination af mikro-og makrożkonomiske perspektiver i forbindelse med gennemfżrelsen af specifikke projekter. 
This allows for a better combination of micro and macroeconomic perspectives in carrying out specific projects.
En del negative konsekvenser for personalet 52 2014-reformpakken havde til forml at forbedre HR-forvaltningen. 
Some negative consequences for staff 52 The 2014 reforms package was intended to improve HR management.
De omkostningsbesparende foranstaltninger fżrte da ogs til visse forbedringer, herunder žndrede arbejdsmetoder, i Kommissionen som helhed. 
The cost-cutting measures certainly ushered in some improvements, such as revised methods of working, for the Commission as a whole.
De havde dog ogs negative konsekvenser for Kommissionens personale, som illustreret i figur 17. 
However, they also had negative consequences for the CommissionŐs workforce, as illustrated in Figure 17.
Figur 17 Đ Personalereformpakken fra 2014: konsekvenser 33 Lżnpakken er blevet mindre attraktiv gennem rene Faldende jobtilfredshed EU's offentlige tjenestes hżje kvalitet, kompetence og uafhžngighed er baseret p dens kulturelle og sproglige mangfoldighed og de attraktive ansžttelsesvilkr Żget kontrakt-og lżndiversitet Kilde: Revisionsretten, Europa-Parlamentets og Rdets forordning nr. 1023/2013, betragtning 7. 
Figure 17 Đ 2014 staff reform package: consequences Source: ECA, Regulation 1023/2013 of the European Parliament and of the Council, recital 7.
Faldende jobtilfredshed 53 Kommissionen gennemfżrer medarbejderundersżgelser hvert andet r for at give ledelsen en forstelse af personalets behov, opfattelser og faglige forventninger. 
Declining job satisfaction 53 The Commission conducts staff surveys every two years to provide management with an understanding of staff needs, perceptions and professional expectations.
Ledelsen bruger de indhentede oplysninger til at adressere personalets behov og identificere styrker svel som muligheder for at żge personalets engagement. 
Management use the information obtained to address workforce needs, and to identify strengths as well as opportunities for improving staff engagement.
Kommissionen analyserer undersżgelsesdataene for at give feedback til brug i forbindelse med udarbejdelsen af handlingsplaner. 
The Commission analyses the survey data to provide feedback for the design of action plans.
54 Resultaterne af de medarbejderundersżgelser, der er gennemfżrt siden 2014, afspejler personalets opfattelse af, at arbejdsvilkrene er blevet forringet. 
54 The results of the staff surveys conducted since 2014 reflect the staffŐs perception of worsening working conditions.
En ržkke spżrgsml vedrżrende deres jobtilfredshed, arbejdsplads og arbejdsmžssige fremtid fr nu konsekvent en lavere score end fżr. 
A range of questions relating to job satisfaction, the workplace and their professional future now consistently score lower than before.
55 Undersżgelserne viser et fald i den generelle opfattelse af Kommissionen som en organisation, der bekymrer sig om personalets trivsel, og dette knytter sig til en stigende bekymring vedrżrende arbejdsbyrden. 
55 The surveys show a decline in the overall perception of the Commission as an organisation that cares about staff well-being, and this is linked to increasing concern about workload.
Nžsten en tredjedel af Kommissionens ansatte fżler, at deres arbejdsbyrde er uacceptabel (27 % i 2016 og 31 % i 2018), om end et flertal (59 % i 2016 og 56 % i 2018) stadig fżler, at arbejdsbyrden er acceptabel. 
Almost one third of Commission staff feel that they have an unacceptable workload (27 % in 2016 and 31 % in 2018), although a majority (59 % in 2016 and 56 % in 2018) still feel that the workload is acceptable.
56 Sygefravžr bruges generelt som en indikator for personalets engagement, som kan indvirke p en organisations effektivitet. 
56 Staff sickness rates are generally used as an indicator of staff commitment that could affect an organisationŐs efficiency.
Kommissionen identificerede ingen potentielle sammenhžnge mellem sygefravžret og arbejdsbyrden, personalenedskžringerne eller andre foranstaltninger i reformpakken. 
The Commission did not identify possible correlations of the sickness rate with workload, the staff cuts or other measures in the reforms package.
Vi foretog en begržnset gennemgang af de disponible tal. 
We conducted a limited review of the available figures.