natgillin/translations-raw huggingface dataset:
20.2.2004 DA Den Europžiske Unions Tidende C 45/27 Revisionsrettens beretning om effektiviteten af Den Europžiske Centralbanks forvaltning i regnskabsret 2002, med Den Europžiske Centralbanks svar (2004/C 45/02) 1. 
20.2.2004 EN Official Journal of the European Union C 45/27 Report by the Court of Auditors on the audit of the operational efficiency of the management of the European Central Bank for the financial year 2002 together with the replies of the European Central Bank (2004/C 45/02) 1.
2, i protokollen om statutten for Det Europžiske System af Centralbanker og Den Europžiske Centralbank (ECB), der er vedfżjet som bilag til traktaten om oprettelse af Det Europžiske Fžllesskab. 
The CourtŐs audit was based on Article 27.2 of the Protocol on the Statute of the European System of Central Banks and of the European Central Bank (ECB) annexed to the Treaty establishing the European Community.
I henhold til denne artikel skal Retten efterprżve, Čhvor effektiv ECBŐs forvaltning er i operationel henseendeÇ. 
By virtue of this Article, the Court is mandated to examine Ôthe operational efficiency of the management of the ECBŐ.
Retten anvender en rotationsmodel, nr den reviderer ECB, hvorefter der hvert r udvžlges forskellige forvaltningsomrder til revision. 
A rotational audit approach has been adopted for the audit of the ECB whereby different management fields are selected for examination each year.
I 2002 reviderede Retten ECBŐs budgetinformationssystemer samt bankens indgelse af aftaler om eksterne tjenesteydelser og forvaltningen heraf. 
The audit for 2002 dealt with the budgetary information systems in place and the contracting and management of external services.
For s vidt angr budgetprocedurerne og de dertilhżrende informationssystemer, opfordrer Retten ECB til at fortsžtte arbejdet med at samle procedurerne for budgetforvaltning og -tilsyn i et enkelt ajourfżrt dokument og at g videre med udviklingen af et fuldt integreret it-system for budgettering og regnskabsfżring. 
With regard to budgetary procedures in place and related information systems, the Court encourages the ECB to continue its efforts in consolidating the procedures for budget management and monitoring into a single updated document and to continue developing a fully integrated informatics system for budgeting and accounting.
Retten konstaterede, at forvaltningen af eksterne tjenesteydelser kan forbedres. 
For the management of external services, the Court identified some areas for improvement.
Det kan blandt andet ske ved, at der p centralt plan tilvejebringes ensartede oplysninger om kontrakter, der indgs p decentralt niveau, herunder registrering af undtagelser til udbudsbestemmelserne. 
These areas are related to the availability, in a homogenous format, of information at central level concerning contracts concluded at a decentralised level including the reporting of exceptions to the procurement rules.
Ogs dokumentationen for anvendelsen af eksterne tjenesteydere og procedurerne for gennemfżrelse af resultatsanalyser af disse kontrakter kan forbedres. 
Improvements are also possible regarding documentation justifying recourse to external contractors and regarding the procedures for performance reviews of these contracts.
Vedtaget af Revisionsretten i Luxembourg p mżdet den 14. og 15. januar 2004. 
This report was adopted by the Court of Auditors in Luxembourg at its meeting of 14 and 15 January 2004.
C 45/28 DA Den Europžiske Unions Tidende 20.2.2004 DEN EUROPŽISKE CENTRALBANKS SVAR Den Europžiske Centralbank (ECB) har med glžde modtaget Revisionsrettens beretning for regnskabsret 2002 og pskżnner Rettens udtalelse om, at de eksisterende procedurer generelt var tilfredsstillende. 
C 45/28 EN Official Journal of the European Union 20.2.2004 REPLY OF THE EUROPEAN CENTRAL BANK The European Central Bank (ECB) welcomes the report of the European Court of Auditors for the financial year 2002 and expresses its appreciation of the CourtŐs opinion that in general the procedures in place were sufficient.
ECB tager de forbedringsforslag, som er anfżrt i beretningen, til efterretning og har allerede ivžrksat tiltag med henblik p at indarbejde disse forslag i sine budget-og udbudsprocedurer. 
The ECB takes note of the helpful suggestions for improvement contained in the report and has already initiated action to address these suggestions in its budgetary and procurement procedures.
19.5.2006 DA Den Europžiske Unions Tidende C 119/17 Revisionsrettens beretning om effektivitete af Den Europžiske Centralbanks forvaltning i regnskabsret 2004, med Den Europžiske Centralbanks svar (2006/C 119/02) 1. 
19.5.2006 EN Official Journal of the European Union C 119/17 Report by the Court of Auditors on the audit of the operational efficiency of the management of the European Central Bank for the financial year 2004 together with the replies of the European Central Bank (2006/C 119/02) 1.
Rettens revision af effektiviteten af Den Europžiske Centralbanks (ECB) forvaltning var baseret p artikel 27, stk. 2, i protokollen om statutten for Det Europžiske System af Centralbanker (ESCB) og Den Europžiske Centralbank (1). 
The CourtŐs audit of the operational efficiency of the European Central Bank (ECB) is a requirement of Article 27(2) of the Protocol on the Statute of the European System of Central Banks (ESCB) and of the European Central Bank (1).
Det omrde, der blev udvalgt til revisionen vedrżrende regnskabsret 2004, var effektiviteten af ECBŐs personalepolitik. 
The audit subject selected for the 2004 financial year was the efficiency of human resources policy at the ECB.
Retten gennemfżrte ogs en opfżlgningsrevision af kontrollen af projekter og af bankens eksterne aftaler om tjenesteydelser og forvaltningen heraf. 
The Court also did a follow-up audit on the monitoring of projects and on the procurement and management of external services.
PERSONALEPOLITIK 2. 
HUMAN RESOURCES POLICY 2.
ECBŐs budget for 2004 belżb sig til 376,4 millioner euro, heraf udgjorde personaleudgifter 145,9 millioner euro (39 %) (2). 
The ECBŐs 2004 budget amounted to 376,4 million euro, of which staff costs were 145,9 million euro (39 %) (2).
Siden starten i 1999 har ECB vžret i hurtig vžkst fra 518 ansatte i 1999 til 1 309 ansatte ved udgangen af 2004. 
Since its inception in 1999 the ECB has experienced a period of rapid growth, from 518 staff members in 1999 to 1 309 staff members at the end of 2004.
I opstartsfasen beskžftigede direktoratet for menneskelige ressourcer (Directorate Human Resources, herefter D-HR) sig fortrinsvis med ansžttelser, den daglige personaleadministration og personalepolitikken p kort sigt. 
In its start-up phase, the Directorate Human Resources (D-HR) was mainly occupied with recruitment, day-to-day administrative tasks and coping with short-term constraints regarding human resources policy.
ECB er nu i en konsolideringsfase og har konstateret (3), at personalepolitikken kan forbedres p flere punkter, og at der stadig er en del at tage fat p. 
In the current consolidation phase, the ECB has identified (3) several areas for improvement and fields for action in the HR (Human Resources) area.
Mlet for Rettens revision var at vurdere effektiviteten af ECBŐs personalepolitik p omrderne ansžttelser og mobilitet, lżnninger og godtgżrelser samt forvaltning af fravžr. 
The objective of the CourtŐs audit was to assess the operational efficiency of the ECBŐs HR policy in respect of recruitment and mobility, remuneration and compensation, and absence management.
Retten undersżgte, om ECB havde: Ń udviklet en samlet og sammenhžngende personalepolitik, der opfyldte dens organisatoriske behov Ń indfżrt egnede mekanismer p centralt plan til at overvge gennemfżrelsen af personalepolitikken Ń gennemfżrt sin personalepolitik hensigtsmžssigt p alle niveauer. (1) I artikel 27, stk. 
The Court assessed whether the ECB had: Ń developed a comprehensive and coherent HR policy addressing its organisational needs, Ń established adequate mechanisms at the central level for monitoring the implementation of its HR policy, Ń properly implemented its HR policy at all levels.
2, fastsžttes som fżlger: ČTraktatens artikel 248 gžlder kun for efterprżvning af, hvor effektiv ECBŐs forvaltning er i operationel henseendeÇ. 
(1) Article 27(2) stipulates ŐThe provisions of Article 248 of the Treaty shall only apply to an examination of the operational efficiency of the management of the ECBŐ.
De institutionelle bestemmelser om Den Europžiske Centralbank er fastsat i EF-traktatens artikel 110. 
The institutional provisions relating to the European Central Bank are included in Article 110 of the EC Treaty.
(2) Herunder 133,2 millioner euro i direkte lżnomkostninger og 12,7 millioner euro i indirekte lżnomkostninger, f.eks. udgifter til ansžttelse og flyttegodtgżrelser. 
(2) Comprising 133,2 million euro of direct salary costs and 12,7 million euro of indirect human resources costs, such as recruitment and removal allowances.
(3) I forbindelse med gennemfżrelsen af et program til žndring af ECBŐs organisationsstruktur, ČECB in MotionÇ, ivžrksatte direktionen en ržkke rundspżrger blandt personalet for at forbedre ECBŐs effektivitet og produktivitet. 
(3) Within the context of an organisational change programme called ÔECB in MotionŐ, the Executive Board launched a number of surveys conducted among staff in order to improve the effectiveness and efficiency of the ECB.
For at kunne vurdere, om ECBŐs personalepolitik p de udvalgte omrder var fuldstžndig džkkende, sammenlignede Retten den med andre internationale organisationer, nemlig Den Europžiske Investeringsbank (EIB), Den Europžiske Bank for Genopbygning og Udvikling (EBGU) og EU-institutionerne. 
The completeness of the ECBŐs human resources policy in the selected areas was compared with other international organisations, these being the European Investment Bank (EIB), the European Bank for Reconstruction and Development (EBRD) and the EU institutions.
Retten undersżgte endvidere de oplysninger om forvaltningen, de centrale tjenester i ECB havde til brug ved deres overvgning af gennemfżrelsen af personalepolitikken. 
In addition, the Court examined the management information available to the central services of the ECB to monitor the implementation of HR policy.
Retten udtog derefter en stikprżve af ECBŐs forretningsomrder (4) og undersżgte, hvordan personalepolitikken blev gennemfżrt i disse forretningsomrder. 
In a sample of Business Areas (4) the Court then reviewed how the HR policy in the selected areas was being implemented.
I renes lżb har ECB udviklet en sammenhžngende personalepolitik, der džkker dens vžsentligste organisatoriske behov. 
Over the years, the ECB has developed a coherent HR policy addressing its main organisational needs.
Der kan dog stadig ske forbedringer p fżlgende omrder: ansžttelser, indplaceringer, disciplinžre sanktioner og forebyggelse af mobning og chikane. 
However, there is still room for improvement in the areas of recruitment, grading, disciplinary action and the prevention of bullying and harassment.
P nogle af disse omrder er rds-direktiverne ikke gennemfżrt fuldt ud. 
For some of these areas, full compliance with Council Directives has not yet been achieved.
Selv om der er oprettet mekanismer p centralt plan til overvgning af gennemfżrelsen af personalepolitikken, er der stadig svagheder ved D-HRŐs overvgning, navnlig p fżlgende omrder: ansžttelser, den videreuddannelse, som forretningsomr-derne organiserer, og administrationen af ferie/orlov og fravžr. 
While mechanisms have been established at the central level for monitoring the implementation of HR policy, the monitoring role of D-HR still shows weaknesses, particularly in the areas of recruitment, training organised by Business Areas and leave and absence management.
Generelt har ECB gennemfżrt det meste af sin personalepolitik p alle planer i overensstemmelse med den fastlagte strategi, men politikken var ikke konsekvent, og de ansatte blev ikke behandlet ens p fżlgende omrder: lżnberegning, bonus, ansžttelse og videreuddannelse. 
Overall, the ECB has implemented most of its HR policy at all levels according to the policy it had established, although weaknesses relating to consistency and uniformity were found in the areas of salary setting, bonus distribution, recruitment and training.
Den stżrste svaghed var imidlertid, at reglerne om ferie/orlov og fravžr hyppigt ikke var fulgt. 
However, the most significant weakness concerned the low level of compliance with the leave and absence rules.
Retten anbefaler, at ECB: Ń sżrger for, at personalepolitikken džkker flere aspekter og oftere tages op til fornyet overvejelse, sledes at den hele tiden er tidssvarende og fżlger den udvikling, der foregr i andre internationale organisationer, der kan sammenlignes med ECB Ń styrker den centrale kontrol p omrdet menneskelige ressourcer, s det sikres, at personalepolitikken gennemfżres p samme mde i hele ECB, og indfżrer resultatmling p per-sonaleomrdet ud fra nżgleindikatorer og kritiske succesfaktorer (4) Betegnelsen ČforretningsomrderÇ bruges for ČgeneraldirektoraterÇ og ČdirektoraterÇ i ECB. 
The Court recommends that the ECB should: Ń make its HR policy more comprehensive and review it more regularly to keep it updated, having regard to developments in comparable international organisations, Ń strengthen the central monitoring function in the HR area in order to ensure that HR policy is equally implemented throughout the ECB and introduce performance measurement in the HR area by using key performance indicators and critical success factors, (4) The term ÔBusiness AreasŐ is used in the text for ÔDirectorates GeneralŐ and ÔDirectoratesŐ of the ECB.
C 119/18 DA Den Europžiske Unions Tidende 19.5.2006 Ń lżser de problemer, der er konstateret med hensyn til ferie/orlov og fravžr, ikke alene ved at forbedre overvgnin-gen, men ogs ved klarere kommunikation og mere pržcist definerede ansvarsomrder. 
C 119/18 EN Official Journal of the European Union 19.5.2006 Ń address the problems found in the leave and absence area by improved monitoring, clearer communication and a better definition of responsibilities.
OPFŻLGNING AF TIDLIGERE BEMŽRKNINGER 10. 
FOLLOW-UP OF PREVIOUS OBSERVATIONS 10.
Retten gennemfżrte en opfżlgende revision af kontrollen af projekter (1) og af ECBŐs indgelse af aftaler om eksterne tjenesteydelser og forvaltningen heraf (2). 
The Court carried out a follow-up audit on the monitoring of projects (1) and on the procurement and management of external services (2).
Der foretages kun central kontrol af projekter, der vedrżrer it, og denne kontrol vedrżrer kun it-ressourcer. 
Central monitoring is only performed for projects with IT involvement and only encompasses IT resources.
Andre projekter overvges stadig kun lokalt af de ansvarlige forretningsom-rder, og der foretages ikke uafhžngig kontrol p et andet plan af forretningsomrdernes prioritering, godkendelse og kontrol. 
Other projects are still only monitored locally by the Business Areas concerned without an independent second level of control for these activities at prioritisation, approving and monitoring level.
Dertil kommer, at nžsten halvdelen af de projekter, der blev overvget p centralt plan i 2004, var forsinket med mere end 20 % i forhold til den oprindelige tidsplan. 
Furthermore, nearly half of the projects monitored at the central level in 2004 were subject to delays of more than 20 % compared to the initial planning.
Et nyt administrativt cirkulžre vedrżrende ECBŐs regler om indkżbsaftaler blev udsendt i september 2003, og der er udviklet en prototypedatabase, hvori registreres dispensationer fra reglerne om aftaler p over 10 000 euro og alle store indkżb (over 250 000 euro). 
A new Administrative Circular on the ECBŐs Procurement Rules was issued in September 2003 and a prototype database has been developed to record all exemptions to the Procurement Rules with an amount above 10 000 euro and all large purchases (amount above 250 000 euro).
I ECB foretages der imidlertid stadig ikke Ń hverken centralt eller decentralt Ń kvalitetskontrol af konsulenters og leverandżrers arbejde. 
However, the ECB has still not implemented quality control of work performed by consultants and suppliers, neither at central monitoring level nor at the decentralised level.
Vedtaget af Revisionsretten i Luxembourg p mżdet den 5. april 2006. 
This report was adopted by the Court of Auditors in Luxembourg at its meeting of 5 April 2006.
P Revisionsrettens vegne Hubert WEBER Formand (1) EUT C 286 af 23.11.2004 og EFT C 341 af 4.12.2001. 
For the Court of Auditors Hubert WEBER President (1) OJ C 286, 23.11.2004 and OJ C 341, 4.12.2001.
(2) EUT C 45 af 20.2.2004. 
(2) OJ C 45, 20.2.2004.
19.5.2006 DA Den Europžiske Unions Tidende C 119/19 DEN EUROPŽISKE CENTRALBANKS SVAR Den Europžiske Centralbank (ECB) har med glžde modtaget Den Europžiske Revisionsrets beretning om regnskabsret 2004 og pskżnner Rettens anerkendelse af, at ECB har udviklet en sammenhžngende personalepolitik, der džkker dens vžsentligste organisatoriske behov. 
19.5.2006 EN Official Journal of the European Union C 119/19 REPLY OF THE EUROPEAN CENTRAL BANK The European Central Bank (ECB) welcomes the report of the European Court of Auditors for the financial year 2004 and expresses its appreciation of the CourtŐs acknowledgment that the ECB has developed a coherent HR policy addressing its main organisational needs.
ECB tager Rettens resultater og anbefalinger til forbedringer til efterretning. 
The ECB takes note of the findings and recommendations for improvement made by the Court.
I denne sammenhžng har ECB prioriteret udviklingen af en personalepolitik, der bygger p mangfoldighed, samt forebyggelsen af mobning og chikane. 
In this respect, the ECB has prioritised the development of a diversity policy and a framework for preventing bullying and harassment.
Arbejdet p disse omrder er nu i den afsluttende fase. 
Work on these issues is now in its final stage.
Selv om ECB i praksis lever op til indholdet af Den Europžiske Unions direktiver, er det hensigten at gennemfżre yderligere forbedringer, s det sikres, at ECBŐs regler og forordninger fuldt ud afspejler direktivernes indhold. 
Although the ECBŐs practice complies with the substance of the European Union Directives, the ECB will address further improvements to ensure that its rules and regulations fully reflect the Directives.
I forbindelse med alle projekter, hvor der udvikles en politik, tager ECB hżjde for bde udviklingen i tilsvarende internationale organisationer og i de nationale centralbanker inden for Det Europžiske System af Centralbanker. 
In all policy development projects, the ECB takes account of developments not only in comparable international organisations, but also in the other national central banks of the European System of Central Banks.
Endvidere vil der med hensyn til overholdelsen af reglerne om ferie/orlov og fravžr blive lagt sžrlig vžgt p snarest muligt at forbedre overvgningen af administrationen af fravžr. 
Furthermore, as regards compliance with leave and absence rules, particular attention will be given to improving the monitoring of absence management in the near future.
For s vidt angr mlingen af resultater p per-sonaleomrdet, har ECB besluttet sig for gradvist at indfżre en ržkke nżgleindikatorer. 
With regard to performance measurement in the HR area, the ECB has decided on a process to gradually introduce key performance indicators.
Stżrre projekter, bde it-projekter og projekter, der ikke vedrżrer it, er altid blevet centralt overvget af ECBŐs projektstyringsudvalg. 
Major IT-and non-IT-related projects have always been centrally monitored by the ECBŐs Project Steering Committee.
Siden 3. kvartal 2005 er udvalgets centrale overvgningsopgaver blevet udvidet til at omfatte alle it-relaterede projekter og džkker derved langt de fleste af ECBŐs projekter. 
Since the third quarter of 2005, the Project Steering CommitteeŐs central monitoring has been extended to cover all IT related projects thereby covering the vast majority of the ECBŐs project undertaking.
Kvalitetskontrollen af konsulenters og leverandżrers arbejde indgr som en integreret del af linjeledelsens ansvar. 
The quality control of work performed by consultants and suppliers is carried out as an integrated part of line management responsibility.
DA 4.9.2009 DenEuropæiskeUnionsTidende C210/1 IV (Oplysninger) OPLYSNINGER FRA DEN EUROPÆISKE UNIONS INSTITUTIONER OG ORGANER DEN EUROPÆISKE REVISIONSRET Beretning om effektiviteten af Den Europæiske Centralbanks forvaltning i regnskabsåret 2006 med Den Europæiske Centralbanks svar (2009/C 210/01) INDHOLD Punkt Indledning ....................................................................................................................................................................................... 1-2 Revisionens omfang og revisionsmetode ................................................................................................................................. 
EN 4.9.2009 OfficialJournaloftheEuropeanUnion C210/1 IV (Notices) NOTICES FROM EUROPEAN UNION INSTITUTIONS AND BODIES THE COURT OF AUDITORS Report on the audit of the operational efficiency of the management of the European Central Bank for the 2006 financial year together with the replies of the European Central Bank (2009/C 210/01) TABLE OF CONTENTS Paragraph Introduction ...................................................................................................................................................................................... 1-2 Audit scope and approach ...........................................................................................................................................................
6-16 Var ECB's budgetoverslag realistiske? .................................................................................................................................. 
3-5 Observations ...................................................................................................................................................................................
6 Udformede ECB hensigtsmæssige regler og procedurer for budgetforvaltningen? .................................................. 7-10 Budgetregler og budgetprocedurer .................................................................................................................................. 
6 Did the ECB design adequate budgetary management rules and procedures? ......................................................... 7-10 Budgetary rules and procedures ....................................................................................................................................... 7-8 IT systems for budget and planning ..............................................................................................................................
9-10 Blev reglerne og procedurerne for budgetforvaltningen anvendt korrekt? ................................................................. 
9-10 Were the budgetary management rules and procedures properly applied? ...............................................................
11-16 Budgetregler ......................................................................................................................................................................... 
11-16 Budgetary rules ...................................................................................................................................................................
15-16 Konklusioner og anbefalinger ..................................................................................................................................................... 
11 Budget planning ....................................................................................................................................................................