natgillin/translations-raw huggingface dataset:
337/75 (1), som žndret ved forordning (EF) nr. 251/95 om centrets overfżrsel, fastsžtter, at Čcentrets personale er underlagt de regler og vilkr, der gžlder for tjenestemžnd og andre ansatte i De Europžiske Fžllesskaber. 
Regulation (EEC) No 251/95, which was adopted for the purposes of transferring the Centre and to this effect amends Council Regulation (EEC) No 337/75 (1), provides that Ôthe staff of the Centre shall be subject to the regulations and rules applicable to the officials and other servants of the European Communities.
Centrets bestyrelse vedtager de nżdvendige gennemfżrselsbestemmelser i samrd med KommissionenÇ. 
The Management Board shall, in agreement with the Commission, adopt the appropriate implementing rulesŐ.
Centrets nye personalepolitik er fastsat formelt i et dokument, der blev vedtaget af bestyrelsen i 1998. 
The CentreŐs new staff policy was formalised in a single document which was adopted by the Management Board in 1998.
Alle afgżrelser om de ansattes individuelle rettigheder, vederlag og godtgżrelser og ogs indplaceringen ved ansžttelsens start forelžgges Kommissionens kompetente tjenestegrene til udtalelse eller ptegning. 
Decisions on the individual and financial rights of the members of staff, including those concerning initial grading, are referred to the relevant Commission departments for an opinion or approval.
Ud over gennemfżrelsen af en ad hoc-fastansžttelseprocedure for personalet i Berlin i 1995 i forbindelse med centrets flytning har centret ikke afholdt udvžlgelsesprżver for sine ansatte med henblik p fastansžttelse eller indplacering i en anden kategori. 
Leaving aside an ad hoc procedure for the establishment of the staff employed in Berlin, which was implemented in 1995 at the time of its relocation, the Centre has not organised a competition for the establishment of its staff or for their transition from one category to another.
Ved ansžttelser efter flytningen har centret taget hensyn til de resultater, som ansatte ved centret eller ansżgere til stillinger ved centret har opnet ved fžllesskabsinstitutionernes udvžlgelsesprżver. 
For subsequent recruitment, it has made use of the results of competitions organised by the Community institutions in which members of its staff or candidates for posts at the Centre have participated.
Forvaltningen af personalets personlige akter bżr forbedres, s det sikres, at oplysningerne om de ansatte og deres rettigheder er fuldstžndige og bliver regelmžssigt ajourfżrt. 
The keeping of staff files should be improved, not least to ensure that the information on members of staff and their entitlements is comprehensive and regularly updated.
Udviklingen i personalet og centrets aktiviteter 16. 
Changes in the CentreŐs establishment and activities 16.
Det antal stillinger, der kan besžttes med sdanne ansatte, godkendes hvert r af budgetmyndigheden samtidig med budgettet. 
The number of posts that can be filled by such persons is authorised by the budgetary authority each year at the same time as the budget is adopted.
Derudover kan der over budgettet tildeles bevillinger til ansžttelse af hjžlpeansatte (ansžttelsespe-riode begržnset til hżjst et r), lokalt ansatte og udstationerede nationale eksperter. 
In addition, appropriations may be allocated under the budget for the recruitment of auxiliary employees (AE), whose contracts are limited to a maximum of one year, local staff (LS) and seconded national experts (SNE).
Der er blevet overflyttet i alt 66 ansatte fra Berlin til Thessaloniki. 
Those members of staff who were transferred from Berlin to Thessaloniki numbered 66.
I henhold til indgede aftaler fik de tildelt status som fastansatte. 
As a result of the agreements reached they were granted the status of permanent employees.
Pr. 1. januar 2000 var 24 af disse ansatte blevet overflyttet til en anden institution eller et andet organ, seks havde forladt centret (var udtrdt af tjenesten eller havde taget tjenestefrihed af personlige rsager), 11 havde fet tildelt invalidepension og en al-derspension. 
As at 1 January 2000, 24 of these members of staff had obtained a transfer to one of the institutions or to another satellite agency, six had left the Centre (resignation or leave on personal grounds), 11 were in receipt of an invalidity pension and one was receiving a retirement pension.
I alt har 42 af de 66 ansatte, der blev overflyttet, forladt centret. 
Altogether, 42 of the 66 members of staff transferred had left the Centre.
For at afhjžlpe den personalemangel, der opstod som fżlge heraf, mtte centret gennemfżre ansžttelser efter en hasteproce-dure, der ikke var helt i overensstemmelse med de gžldende reg-(1) EFT L 39 af 13.12.1975, s. 
In order to compensate for these departures, the Centre was obliged to recruit new staff in urgent circumstances which did little to foster compliance with the rules in force. In addition, (1) OJ L 39, 13.12.1975, p.
1. ler. Endvidere kunne de ansatte i henhold til de indgede aftaler blive i Berlin i en periode svarende til en mned pr. tjenester inden overflytningen til Thessaloniki. 
1. under the agreements reached with the staff, each member of staff was allowed to remain in Berlin for a period of one month for every year of service before relocating to Thessaloniki.
Dette har medfżrt ansžttelse af lokalt ansatte og hjžlpeansatte, som ogs efterhnden er blevet integreret i centrets faste eller midlertidige personalestab, p grundlag af de samme principper, som blev anvendt ved overflytningen fra Berlin til Thessaloniki. 
This meant that auxiliary employees and local staff had to be recruited who were gradually made permanent or temporary employees at the Centre too, on the basis of the same principles that had been applied when the Centre relocated from Berlin to Thessaloniki.
Stikprżven džkkede perioden efter flytningen fra Berlin til Thessaloniki, dvs. perioden 1995-1998. Der blev konstateret en ržkke mangler: Der var ikke udsendt meddelelse om de ledige stillinger (14 tilfžlde), udvžlgelseskriterierne var ikke fastsat p forhnd (14 tilfžlde), beslutningerne om udvžlgelse af kandidaterne var ikke tilstržkkeligt begrundet (28 tilfžlde) mv. 
An examination of the recruitment files for a sample of 36 members of staff, relating to the period that followed the relocation from Berlin to Thessaloniki, which is to say 1995 to 1998, revealed a number of shortcomings: absence of appropriate notification of vacant posts (14 cases), absence of any pre-established selection criteria (14 cases), insufficiently justified selection decisions (28 cases), etc.
Med den fremgangsmde, man valgte til lżsning af problemerne i forbindelse med flytningen fra Berlin til Thessaloniki, blev der taget bestemte sociale hensyn, men resultatet var, at en stor andel af centrets personale blev udskiftet under omstžndigheder, som ikke var sžrlig tilfredsstillende. 
In short, the approach taken to resolving the problems posed by the relocation from Berlin to Thessaloniki may have enabled certain social issues to be solved, but also resulted in a major renewal of staff at the Centre that was carried out under conditions that were far from satisfactory.
Tabel 4 viser udviklingen i centrets personale og personale-fordelingen. 
Table 4 traces the changes in the CentreŐs staff and the breakdown by type of post.
Siden 1997 har det samlede antal ansatte (fastansatte, midlertidigt ansatte og żvrigt personale) konstant ligget over antallet af stillinger p stillingsfortegnelsen i centrets budget. 
Since 1997, the total number of staff (PE, TE and others) has consistently been higher than the number of staff provided for in the establishment plan annexed to the budget.
Retten undersżgte en tilfžldigt udvalgt stikprżve p 30 ansatte, som kan betragtes som repržsentativ for centrets personale i 2000. Af disse 30 var en blevet ansat som fastansat, 20 som midlertidigt ansatte, fire som hjžlpeansatte, tre som lokalt ansatte og to som nationale udstationerede eksperter. 
Of the 30 members of staff in a random sample that may be considered representative of the CentreŐs staff as it stood in 2000, one had been recruited as a permanent employee, 20 as temporary employees, four as auxiliary employees, three as local staff and two as seconded national experts.
Den 31. december 2000 havde to af de samme 30 ansatte stadig status som lokalt ansatte, syv midlertidigt ansatte havde fet status som fastansatte, og syv andre ansatte (en lokalt ansat, to nationale udstationerede eksperter og fire hjžlpeansatte) havde fet status som midlertidigt ansatte. 
Of these 30 members of staff, two had remained local staff, seven temporary employees had become permanent employees and seven other employees had become temporary employees (one LS, two SNE and four AE) by 31 December 2000.
Resultaterne af stikprżveundersżgelsen underbygges af en analyse af de samlede interne personalebevžgelser. 
The information provided by the sample was corroborated by a global analysis of internal staff movements.
Den viser, at i vejet rsgennemsnit har ikke mindre end 20 % af centrets personale žndret status hvert r (dvs. fra hjžlpeansat til midlertidig ansat eller fra midlertidigt ansat til fastansat). 
As an annual weighted average, no fewer than 20 % of the staff at the Centre changed status each year (transition from auxiliary to temporary status or from temporary to permanent status).
Siden 1995 har centret ansat 118 medarbejdere. 
Since 1995, the Centre has recruited 118 new members of staff.
Heraf blev 2 % fastansat, 45 % ansat som midlertidigt ansatte og 55 % ansat som hjžlpeansatte, lokalt ansatte eller nationale eksperter. Pr. 
In 2 % of cases their status was that of PE, in 45 % of cases TE and in 55 % of cases AE, LS or SNE.
31. december 2000 var 30 % af personalet fastansat og 46 % midlertidigt ansat. 
At 31 December 2000, 30 % of the staff were permanent employees and 46 % temporary employees.
Af tabel 5(udviklingen i ansžttelserne opdelt efter ansžttelsesform) fremgr det, at 47 % af personalet er blevet ansat i henhold til procedurer svarende til almindelige udvžlgelsesprżver som fastsat i vedtžgten, men reglerne for sdanne prżver er ikke altid blevet fulgt (jf. punkt 19). 
Table 5, which shows the progression of recruitment by the Centre according to the type of procedure applied, shows that 47 % of the staff were recruited by way of external competition procedures within the meaning of the Staff Regulations, not all of which were rigidly adhered to (see paragraph 19).
Omkostningerne ved ansžttelserne belżber sig gennemsnitligt til ca. 1 420 euro pr. ansat. 
On average, recruitment costs amounted to 1 420 euro per member of staff recruited.
Personaleafgangen har medfżrt en rlig personalerotation (samtlige kategorier) p gennemsnitlig 14 %. 
Departures of members of staff have resulted in an average annual staff turnover rate (for PE, TE, AE, LS and SNE) of 14 %.
C 372/40 DA De Europžiske Fžllesskabers Tidende 28.12.2001 26. 
C 372/40 EN Official Journal of the European Communities 28.12.2001 26.
Med henblik p revisionen har Retten inddelt de ansatte i to kategorier: Ń ansatte med stżttefunktioner, dvs. aktiviteter, der sikrer kontinuiteten i centrets drift (f.eks. administration, regnskab, sekretariat osv.) Ń det żvrige ČoperationelleÇ personale, der bidrager direkte til virkeliggżrelsen af centrets ml. 
For the purposes of the audit, members of staff were grouped into two categories: Ń members of staff responsible for support activities (support staff), which is to say activities which ensure the continuity of the OfficeŐs operation (e.g. administrative, accounting and secretarial services, etc.), Ń the other, so-called ÔoperationalŐ, members of staff, who contribute directly to achieving the OfficeŐs objectives.
Gennemsnitligt m 63 % af de ansatte i kategori A betragtes som ČoperationelleÇ. 
On average, 63 % of the category A staff may be considered operational employees.
Tager man alle kategorier under t, m 30 % af centrets ansatte betragtes som ČoperationelleÇ, der bidrager direkte til virkeliggżrelsen af centrets ml. 
When all categories are taken together, 30 % of the CentreŐs staff may be considered directly operational members of staff.
Tabel 6 beskriver udviklingen i personaleomkostningerne og driftsudgifterne i perioden 1995 til 2000. Lżnudgifterne er steget parallelt med antallet af ansatte. 
Table 6 illustrates the changes in staff-related costs and in administrative expenditure over the period 1995 to 2000 and shows that expenditure on salaries has evolved in line with changes in staff numbers.
For de żvrige personalerelaterede udgifters vedkommende vedrżrte analysen navnlig driftsudgifterne, hvor stigningen har vžret lidt stżrre (en rlig stigning p 1,6 % pr. ansat) end stigningen i personaleudgifterne. 
Among the other staff-related costs, the examination focused particularly on administrative expenditure, which increased by slightly more than staff numbers, rising by 1,6 % per head over the year.
Retten har analyseret forholdet mellem centrets aktiviteter og udviklingen i personalet og i personaleomkostningerne og i den forbindelse sammenholdt denne udvikling med udviklingen i belżbet for de aktionsbevillinger (budgetafsnit III), der er udnyttet (rlige bevillinger og fremfżrte bevillinger) i lżbet af et r. 
In order to grasp the relationship between the CentreŐs activities and changes in its staff numbers and staff-related costs, the latter was compared with the growth in the operating appropriations (Title III) actually disbursed (appropriations for the year and appropriations carried over) during the year.
Sammenligningen viser, at centrets personaleforvaltning tilsyneladende er produktiv, for antallet af medarbejdere stiger gennemsnitligt langsommere end arbejdsmžngden. 
This comparison suggests that the management of the Centre is sound in so far as, on average, the volume of human resources is rising less rapidly than the CentreŐs workload.
Sammenligner man vžkstraten for udgifterne under budgetafsnit III, som omfatter udgifterne til virkeliggżrelsen af centrets ml, og vžkstraten for udgifterne under budgetafsnit I og II (personale og drift), der vedrżrer udgifter til aktiviteter til stżtte for gennemfżrelsen af ČoperationelleÇ aktiviteter, ser man, at disse udgifter taget under t stiger parallelt. 
A comparison of the rates of increase in expenditure under Title III, which brings together expenditure connected with the realisation of the CentreŐs objectives and expenditure under Titles I and II (staff expenditure and administrative expenditure), which support the implementation of operating expenditure, shows that these are evolving in parallel.
Centret bżr dog fortsžtte sine bestržbelser p at żge produktiviteten p alle omrder. 
However, the Centre should continue to pursue its efforts to improve its overall productivity.
Konklusion 31. 
Conclusion 31.
Siden 1996 har centret generelt kunnet besžtte det antal stillinger, det har anmodet om i forbindelse med budgetproceduren. 
Generally speaking, it appears that, since 1996, the Centre has been able to employ the staff it has requested during the budgetary procedure.
Ved personaleansžttelser har centret hovedsagelig anvendt en intern procedure, men der er ogs blevet anvendt eksterne ansžttelsesprocedurer. 
When employing staff, the Centre has used an essentially internal recruitment model, even if it has also turned to procedures of an external type.
Der er i centret en tendens til, at antallet af faste stillinger stiger. Derfor ville det i forbindelse med ansžttelse af personale til varetagelse af stżttefunktioner og ČoperationelleÇ funktioner, der kržver administrativ erfaring, mske vžre hensigtsmžssigt, hvis agenturet gik sammen med institutionerne og de żvrige decentrale organer, s det sikres, at ansžttelserne sker p det bredest mulige grundlag. 
Given the upwards trend in the number of permanent posts at the Centre, it would perhaps be desirable, in the case of posts concerning support activities and operational activities that require qualifications of an administrative nature, for it to join forces with the institutions and the other satellite agencies in order to recruit staff on the broadest possible basis.
Centret bżr i żvrigt generelt forbedre sit forvaltnings-og informationssystem p personaleomrdet. 
Furthermore, generally speaking, the Centre should improve its staff management and information system.
Vedtaget af Revisionsretten i Luxembourg p mżdet den 10. oktober 2001. 
This Report was adopted by the Court of Auditors in Luxembourg at the Court meeting of 10 October 2001.
EUR) Afsnit I Ń Personale II Ń Administration Fremfżrsler % 0,0 0% 0,0 3% 0,0 0% 0,0 1% 0,1 6% 0,1 4% 0,0 0% 0,5 24 % 0,6 8% 0,0 0% 0,6 17 % 0,7 4% (1 000 EUR) 1999 12 415 150 152 12 717 6 226 395 1 658 1 058 3 021 2 238 14 596 Đ 1 879 697 760 Đ 98 Đ 520 III Ń Aktioner I alt Budget 2000 Fremfżrsler fra 1999 I alt Budget 2000 Fremfżrsler fra 1999 I alt Budget 2000 Fremfżrsler fra 1999 I alt Budget 2000 Fremfżrsler fra1999 I alt 7,2 7,2 6,9 0,4 0,4 0,4 7,6 7,6 7,3 1,0 1,0 0,8 1,1 1,1 1,0 2,1 2,0 1,8 5,1 5,0 2,8 2,3 2,3 1,7 7,3 7,3 4,6 13,3 13,2 10,5 3,7 3,7 3,1 17,0 16,9 13,6 Tabel 2 96 % 97 % 96 % 79 % 94 % 86 % 57 % 76 % 63 % 80 % 83 % 81 % 0,3 0,3 0,2 0,2 2,2 2,2 2,7 2,7 Forvaltningsregnskabet for regnskabsrene 2000 og 1999 Indtžgter 2000 13 667 122 204 13 993 6 881 282 Tilskud fra Kommissionen Diverse indtžgter Formlsbestemte indtžgter Udgifter Personale Ń Budgetafsnit I Betalinger Fremfżrte bevillinger Ejendomme, materiel og diverse driftsudgifter Ń Budgetafsnit II Indtžgter i alt Betalinger 781 Fremfżrte bevillinger 210 Aktionsudgifter Ń Budgetafsnit III Betalinger 2 834 Fremfżrte bevillinger 2 164 Udgifter i alt 13 152 Regnskabsrets resultat 841 Saldo fremfżrt fra det foregende regnskabsr Đ 520 Genopfżrte bevillinger 1999, ikke udnyttet 182 Kursdifferencer Đ 34 Betaling til Kommissionen Đ 697 Regnskabsrets saldo Đ 228 Kilde: Revisionsretten p grundlag af centrets tal. C 372/42 DA De Europžiske Fžllesskabers Tidende 28.12.2001 Aktiver Bygninger under opfżrelse Inventar Lagre Omsžtningsaktiver Diverse debitorer Momstilgodehavender Udgifter, at kontere Likvide beholdninger Bank Ń anfordringskonti Forskudsforvaltning 2000 5 606 2 974 1999 5 160 Passiver 2000 8 601 Đ 228 8 373 (1 000 EUR) 1999 8 102 Đ 520 7 582 71 282 39 3 719 4 111 235 266 4 505 12 198 Tabel 3 Balance pr. 
C 372/42 EN Official Journal of the European Communities 28.12.2001 Assets 2000 1999 5 606 5160 2 974 2 918 21 24 8601 8102 82 104 310 282 17 392 403 3 896 3 492 238 201 4134 3 693 13 127 12 198 Liabilities 2000 8 601 Đ 228 8 373 (1 000 EUR) 1999 8 102 Đ 520 7 582 71 282 39 3 719 4 111 235 266 4 505 12 198 Table 3 Balance sheet as at 31 December 2000 and 31 December 1999 Fixed assets Fixed capital Building in course of construction Inventory Stocks Current assets Sundry accounts receivable Recoverable VAT Expenditure to be charged Cash accounts Bank Ń Demand accounts Imprest account Subtotal Subtotal Subtotal Total assets Own capital Balance for the financial year Current liabilities Subtotal Social liabilities VAT 310 Sundry accounts payable Automatic carryovers of appropriations 35 2724 3 168 298 1 286 2 1 586 13 127 Suspense accounts Sums to be reused Payments in progress Revenue to be charged Subtotal Subtotal Total liabilities Other staff SNE 9 25 90 12 28 96 9 29 109 7 26 107 99 Source: Table prepared by the Court on the basis of data compiled by the Centre.
81 81 81 81 81 Tabel 4 Udviklingen i personalet Besatte stillinger Stillingsfortegnelsen FA MA Ialt 76 I alt 43 22 65 3 6 6 15 80 34 31 65 7 9 9 25 90 27 41 68 8 8 12 28 96 31 49 80 8 12 9 29 109 31 50 81 6 13 7 26 107 1995 1996 52 29 1997 52 29 1998 52 29 1999 52 29 2000 45 36 59 13 72 0 0 1 1 73 FA MA Ialt HA LA UNE Ialt HA: Hjžlpeansatte. 
Table 4 Changes in staff numbers PE Establishment plan TE Total PE 76 59 81 43 81 34 81 27 81 31 81 31 Posts taken up TE 13 22 31 41 49 50 AE 65 3 6 65 7 9 68 8 8 80 8 12 81 6 13 Total 1 1 73 1995 1996 52 29 1997 52 29 1998 52 29 1999 52 29 2000 45 36 AE: Auxiliary employees.
LA: Lokalt ansatte. 
LS: Local staff.
MA: Midlertidigt ansatte. 
TE: Temporary employees.
UNE: Udstationerede nationale eksperter. 
SNE: Seconded national experts.
Tabel 5 Udviklingen i antallet af ansatte Vžkst Udvžlgelsesprżve Andet I alt Kontraktforholdet udlżbet Nedgang Kontraktforholdet opsagt I alt Nettoudsving Omsžtning % 1995 1 10 11 0 4 4 7 5% 1996 9 19 28 3 18 21 7 26% 1997 10 13 23 1 12 13 10 14% 1998 15 14 29 10 13 23 6 24% 1999 15 4 19 5 1 6 13 6% 2000 5 3 8 7 2 9 Đ1 8% Ialt 55 63 118 26 50 76 Ń 11% 
Competition 1995 1 1996 9 1997 10 1998 15 1999 15 2000 5 Total 72 0 0 LS Total 6 15 80 Increase Other Table 5 Analysis of the change in staff numbers Decrease Expiry of contract Termination of contract Net change Turnover (%) Total 10 11 Total 0 4 4 7 5% 7 26% 10 14% 6 24% 13 6% Đ1 8% Total 55 63118265076 Ń 11 % 19 28 13 23 14 29 4 19 3 8 3 18 21 1 12 13 10 13 23 5 1 6 7 2 9
28.12.2001 DA De Europžiske Fžllesskabers Tidende C 372/43 1995 73 1996 80 1997 90 1998 96 1999 109 2000 108 4 441,8 5 488,4 4 756,8 5 077,6 5 981,0 6 646,3 273,9 383,2 345,0 309,3 384,9 417,4 4 715,7 5 871,5 5 101,7 5 387,0 6 365,9 7 063,7 421,3 350,6 182,2 143,4 137,0 134,7 5 137,0 6 222,2 5 283,9 5 530,3 6 502,9 7 198,4 60,8 3,8 68,6 4,8 52,9 3,8 52,9 3,2 54,9 3,5 61,5 3,9 64,6 73,4 56,7 56,1 58,4 65,4 76,0 1,0 52,6 0,7 97,2 1,1 321,7 945,6 349,5 288,2 256,2 3 258,7 3 425,2 1 205,9 2 893,6 2 141,6 1 927,0 359,0 403,7 285,4 198,0 304,2 350,2 44,6 4,9 42,8 5,0 13,4 3,2 30,1 2,1 19,6 2,8 17,8 3,2 Samlet personale Lżnudgifter Andre Lżnudgifter/ansat Direkte Indirekte Andre personaleudgifter Driftsudgifter Direkte (1) Indirekte (2) I alt lżnudgifter (3) I alt (4) I alt FV (5) FV/ansat Ansžttelse og bosžttelse I alt Heraf edb (6) I alt/ansat Edb/ansat (1) Lżnudbetalinger til tjenstgżrende personale (alle kategorier). 
28.12.2001 EN Official Journal of the European Communities C 372/43 1995 73 1996 80 1997 90 1998 96 1999 109 2000 108 4 441,8 5 488,4 4 756,8 5 077,6 5 981,0 6 646,3 273,9 383,2 345,0 309,3 384,9 417,4 4 715,7 5 871,5 5 101,7 5 387,0 6 365,9 7 063,7 421,3 350,6 182,2 143,4 137,0 134,7 5 137,0 6 222,2 5 283,9 5 530,3 6 502,9 7 198,4 60,8 3,8 64,6 68,6 4,8 73,4 52,9 3,8 56,7 52,9 3,2 56,1 54,9 3,5 58,4 61,5 3,9 65,4 76,0 1,0 52,6 0,7 97,2 1,1 321,7 945,6 349,5 288,2 256,2 3 258,7 3 425,2 1 205,9 2 893,6 2 141,6 1 927,0 359,0 403,7 285,4 198,0 304,2 350,2 44,6 4,9 42,8 5,0 13,4 3,2 30,1 2,1 19,6 2,8 17,8 3,2 Total staff 1 Direct ( ) 2 Indirect ( ) Total Overall total (4) Direct Indirect Total PT ( ) PT/head and installation Total Of which IT (6) Total/head IT/head (1) Salaries paid to staff in active employment (all categories taken together).
(2) Familietillžg og andre lżntilpasninger. 
(2) Social benefits and other salary adjustments.
(3) Overarbejde og andre ydelser. 
(3) Overtime and supplementary services.
(4) Lżnrelaterede udgifter under afsnit I, eksklusive udgifter til tjenesterejser. 
(4) Expenditure related to salaries under Title I, excluding mission expenses, etc.
(5) FV: Faglig videreuddannelse. 
(5) PT: Professional training.
(6) Edb: Edb-udgifter. 
(6) IT: Expenditure on informatics.
Tabel 6 Udviklingen i personalet og de dermed forbundne omkostninger 130,5 1,4 81,7 0,8 110,6 1,0 72,7 (1 000 EUR) 
Salary costs Other salary-related costs (3) Salary costs/head Other staff-related costs 5 Recruitment Administrative expenditure Table 6 Changes in staff numbers and in staff-related costs 130,5 1,4 81,7 0,8 110,6 1,0 72,7 (1 000 EUR)
C 372/44 DA De Europžiske Fžllesskabers Tidende 28.12.2001 CENTRETS SVAR 8. 
C 372/44 EN Official Journal of the European Communities 28.12.2001 THE CENTREŐS REPLIES 8.
Centret forstr Rettens kritik og vil sżrge for, at sdanne anmodninger om fremfżrsler i fremtiden kun fremsžttes, nr de er velbegrundede og endvidere foretages inden for det samme regnskabsr. 
The Centre understands the criticism of the Court and will ensure that in the future such demands will be introduced only when well founded and also within the same financial year.
Centret noterer sig Rettens żnske om en žndring af de finansielle bestemmelser i denne henseende. 
The Centre takes note of the wish of the Court to have the financial provisions of the Centre amended in this respect.