natgillin/translations-raw huggingface dataset:
84 Den gennemsnitlige arbejdsuge steg kun lidt mellem 2015 og 2017, fra 42,6 til 42,9 timer, for Kommissionen som helhed, men tallene varierer betydeligt mellem GD'erne. 
84 Although there was only a slight increase in the average working week between 2015 and 2017, from 42.6 to 42.9 hours, for the Commission as a whole, this statistic varies significantly from one DG to another.
Den lžngste arbejdsuge indberettet af et GD (som gennemsnit i perioden 2015-2017) var p 51 timer, og den korteste var p 40,6. 
The longest working week reported by a DG (averaged over 2015Đ2017) was 51.0 hours and the shortest was 40.6.
85 Kommissionens system til tidsregistrering giver ikke tilstržkkelig fuldstžndige og plidelige data til, at arbejdsbyrden i forskellige tjenestegrene kan sammenlignes. Vi 42 
85 The time reporting system at the Commission does not provide sufficiently complete and reliable data to compare the workload of different departments.
konstaterede, at nžsten 30 % af alle timesedler ikke er valideret30. De validerede timesedlers plidelighed kan ikke garanteres fuldt ud: De ansatte registrerer undertiden standardarbejdstider og ikke deres reelle arbejdstider. 
We found that almost 30 % of all timesheets are not validated30.The reliability of validated timesheets cannot be fully guaranteed: staff sometimes enter standard working hours and not the hours they actually work.
Fjernarbejde tžller desuden altid kun som en hel eller en halv dag, uanset hvor mange timer der reelt arbejdes. 
Furthermore, teleworking is always counted as a full or a half-day, no matter how many hours are actually worked.
Valideringsgraden i Kommissionen (igen som et gennemsnit for tre r) varierer fra 24 % til 87 %. 
The validation rate at the Commission (again averaged over three years) varies from 24 % to 87 %.
Dette begržnser ledelsens evne til at opdage de negative konsekvenser af at skžre ned i antallet af medarbejdere, isžr den stżrre arbejdsbyrde for det resterende personale. 
42 limits managementŐs ability to recognise the negative effects of reducing staff numbers, in particular the increased workload for remaining staff.
86 Trods disse begržnsninger bruger GD HR data om registreret arbejdstid til at vurdere de enkelte GD'ers arbejdsbyrde i forbindelse med omfordeling af personale. 
86 Despite these limitations, DG HR uses data on reported working time to assess individual DGsŐ workload in the framework of staff reallocation.
Dette kan svžkke beslutningsprocessen vedrżrende antallet af medarbejdere og gennemfżrligheden af yderligere personalenedskžringer. 
This could weaken the decision-making process concerning staff numbers and the feasibility of further staff reduction.
87 Ud over at registrere personalets arbejdstid udarbejder og overvger Kommissionen en ržkke HR-politikker, bl.a. vedrżrende tildeling af medarbejdere, bedżmmelse, talentudvikling og trivsel. 
87 In addition to staff time-reporting, the Commission designs and monitors a number of HR policies, including on staff allocation, performance appraisal, talent management and well-being.
Kommissionen bruger imidlertid ikke de tilgžngelige HR-data og -indikatorer til at fastsžtte resultatml og forvaltningsindikatorer, som fokuserer p nye HR-problematikker. 
However, it does not use the available HR data and indicators to set performance objectives and define management indicators focusing on emerging workforce problems.
Dette begržnser Kommissionens evne til at identificere og reagere p eventuelle negative virkninger af 2014-pakken (f.eks. et stżrre sygefravžr i et GD, en betydelig stigning i antallet af kortvarige kontrakter eller i arbejdsbyrden eller faldende medarbejdertilfredshed). 
This limits the CommissionŐs ability to identify and respond to any negative effects (e.g. increased sick leave in a given DG, a significant increase in short-term contracts or in workload, or declining staff satisfaction) that might result from the 2014 package.
88 Forpligtelserne vedrżrende rapportering om virkningerne af 2014-reformerne indebžrer hovedsagelig, at budgetmyndigheden skal underrettes om gennemfżrelsen af foranstaltningerne i pakken. 
88 The obligations regarding reporting on the effects of the 2014 reforms are mainly concerned with informing the budgetary authority about the implementation of the measures in the package.
En fżrste rapport om anvendelsen af personalevedtžgten skal indgives ved udgangen af 2020, og andre rapporter om pensionssystemets budgetmžssige virkninger og udviklingen i kżbekraften skal indgives i 2022. 
A first report on the functioning of these Staff Regulations is due at the end of 2020, with other reports on budgetary implications of the pension system and the evolution of purchasing power to come in 2022. 43
Konklusioner og anbefalinger 89 Vi konkluderer samlet set, at det med personalereformpakken fra 2014 er lykkedes at opn de żnskede omkostningsbesparelser og nogle forbedringer af HR-forvaltningen. 
Conclusions and recommendations 89 Overall, we conclude that the 2014 staff reform package has achieved the desired cost savings as well as some improvements in HR management.
Dog kunne nogle af de negative konsekvenser for GD'erne og personalet vžre undget eller afbżdet tidligere, hvis reformerne var blevet udarbejdet og overvget bedre (punkt 14-88). 
However, some of the negative consequences for DGs and staff could have been avoided or mitigated earlier if the reforms had been better prepared and monitored (paragraphs 14 to 88).
90 Vi konstaterede, at 2014-pakken giver EU-budgettet betydelige besparelser, som er hżjere end oprindelig forventet. 
90 We found that the 2014 package is delivering significant savings to the EU budget that are higher than originally expected.
I alt vil besparelserne under den nuvžrende FFR sandsynligvis n op p 4,2 milliarder euro. 
In all, savings under the current MFF are likely to reach Ű4.2 billion.
De langsigtede budgetbesparelser som fżlge af lavere pensionsudgifter ansls til 19,2 milliarder euro. 
The long-term budgetary savings resulting from lower pensions spending are estimated to be Ű19.2 billion.
Den primžre kilde til besparelser er nedskžringen p 5 % i antallet af stillinger, de midlertidige fastfrysninger af lżnninger og pensioner, den hžvede pensionsalder og nedsžttelsen af den rlige tilvžkstrate for pensioner samt de reducerede forfremmelsesmuligheder i de hżjere lżnklasser. 
The main sources of savings are the 5 % reduction in staff posts, the temporary pay and pensions freeze, the increase in the retirement age and reduction in the annual accrual rate for pensions, and reduced promotion opportunities at higher grades.
Disse belżb skal lžgges til de besparelser, der kan tilskrives 2004-reformen. 
These amounts come on top of savings traceable to the 2004 reform.
De fulde virkninger af žndringerne vil ikke kunne ses fżr om nžsten 30 r (punkt 14-20). 
The full effect of the changes will not be visible for almost 30 years (paragraphs 14 to 20).
91 2014-pakken har haft indvirkning p en ržkke vigtige aspekter af HR-forvaltningen i Kommissionen, herunder fordelingen af personale p ansžttelsesgrupper og lżnklasser, kżnsfordelingen, aldersprofilen, antallet af kontraktansatte og arbejdsbyrden for personalet i GD'erne og tjenestegrenene samt p, hvor attraktive ansžttelsesvilkrene er. 
91 The 2014 package has impacted a number of important aspects of HR management at the Commission, including the distribution of staff between function groups and grades, gender balance, age profile, the number of contractual staff, the workloads of staff in the DGs and services, and the attractiveness of employment conditions.
Samlet set har virkningerne vžret blandede (punkt 22-73). 
Overall the impact has been mixed (paragraphs 22 to 73).
92 Pakken omfattede to vžsentlige žndringer i karrierestrukturen. 
92 The package included two significant changes to career structure.
For at adressere ubalancer med hensyn til ansvar og lżnklasser som fżlge af 2004-reformen indfżrte 2014-žndringen bestemmelser om oprettelse af en AST/SC-ansžttelsesgruppe for sekretžrer og kontorpersonale og satte lofter over karrieremulighederne i AST-og AD-ansžttelsesgrupperne. 
To address imbalances in responsibilities and pay grades resulting from the 2004 reform, the 2014 revision provided for the creation of an AST/SC function group for secretarial and clerical staff and capped careers in the AST and AD function groups.
Disse žndringer har allerede bidraget til en bedre overensstemmelse mellem lżn og ansvar og vil medfżre langsigtede žndringer i personalets fordeling p lżnklasser. 
These changes have already contributed to a better alignment between pay and responsibilities and will lead to long-term changes in the distribution of staff by pay grade.
De nye lofter giver dog anledning til store HR-forvaltningsmžssige udfordringer i GD'er med mange seniormedarbejdere, hvis forfremmelsesudsigter er blevet forringet (punkt 22-30). 
However, the new career caps present significant HR management challenges in DGs with many senior staff, whose promotion prospects have been negatively affected (paragraphs 22 to 30).
93 2014-reformerne harmoniserede stort set de familievenlige arbejdsvilkr, der allerede eksisterede i institutionerne. 
93 The 2014 reforms largely harmonised family-friendly working arrangements that already existed among the institutions.
De vigtigste skridt i retning af en mere passende kżnsfordeling blandt personalet i perioden 2013-2018 kan ikke tilskrives 2014-44 
The main developments towards a more gender-balanced workforce over 2013-2018 are not attributable to the 2014 SR revision.
I AD-ansžttelsesgruppen vil uligheden falde p lang sigt, eftersom flere kvinder ansžttes i de laveste lżnklasser og efterfżlgende forfremmes i systemet. 
In the AD function group, inequality in higher grades is set to fall in the long-term as more women are recruited at entry-level grades and are then promoted through the system.
De ansatte i AST-og AST/SC-ansžttelsesgrupperne er fortsat overvejende kvinder p grund af den store andel af kvindelige kandidater i de relevante udvžlgelsesprżver (punkt 31-37). 
The AST and AST/SC function groups remain predominantly 44 45 female due to the high rate of female candidates in the relevant competitions (paragraphs 31 to 37).
94 Den reducerede rekruttering efter nedskžringen p 5 % i antallet af stillinger og den hżjere pensionsalder bidrager til en aldrende arbejdsstyrke. 
94 The reduced level of recruitment following the 5 % reduction in posts and the raising of the retirement age are contributing to an ageing workforce.
De nyansatte medarbejderes stigende alder er en anden faktor i denne henseende (punkt 38-40). 
The increasing age of new recruits is another factor in this regard (paragraphs 38 to 40).
95 Andelen af kontraktansatte er steget i Kommissionen som helhed. 
95 The proportion of contract staff has risen at the Commission as a whole.
Dette skyldes hovedsagelig žndringer i de politiske prioriteter bde p GD-niveau og i Kommissionen som helhed samt behovet i visse GD'er for hurtigt at ansžtte personale til at hndtere situationer ssom migrationskrisen. Den žndrede praksis skal ses som led i den generelle omfordeling af stillinger mellem GD'erne i overensstemmelse med arbejdsbyrden, hvor antallet af medarbejdere steg betydeligt i GD HOME og GD ECHO og faldt i GD AGRI og GD SANTE (punkt 42-51). 
The main driver lies with changes in the political priorities both at DG and Commission level and the need of some DGs to recruit staff quickly to deal with situations such as the migration crisis This change should be understood in the wider context of the reallocation of posts between DGs to reflect workload, which saw a significant increase in staff numbers in DGs HOME and ECHO and falls in AGRI and SANTE (paragraphs 42 to 51).
96 Samlet set har 2014-pakken haft negative konsekvenser for personalet. 
96 Overall, the 2014 package has had negative consequences for staff.
Medarbejdertilfredsheden er faldet markant, og sygefravžret er steget, navnlig blandt dem, der er mest pvirket af žndringerne i personalevedtžgten og žndringer i deres arbejdsbyrde. 
There has been a marked decrease in staff satisfaction and an increase in sick leave, in particular among those most affected by changes to the SR and to their workloads.
Opfattelsen af, at ansžttelsesvilkrene er blevet forringet, er stžrkest blandt medarbejderne i delegationerne. 
The perception of a deterioration in the terms of employment is strongest among the staff of delegations.
Ansžttelsesvilkrene er blevet mindre attraktive for det eksisterende personale. 
Employment conditions have become less favourable for existing staff.
Interessen blandt potentielle nye medarbejdere er ogs faldet. 
Interest among potential new recruits has also declined.
Žndringerne vil sandsynligvis forvžrre de eksisterende problemer med at ansžtte medarbejdere fra bestemte lande, der allerede i betydeligt omfang er underrepržsenteret i Kommissionen (punkt 52-73). 
The changes are likely to exacerbate existing difficulties in recruiting staff from some countries which are already significantly under-represented at the Commission (paragraphs 52 to 73).
97 Vi konstaterede ogs, at bde de positive resultater (omkostningsbesparelser) og de mindre positive virkninger (ssom den faldende medarbejdertilfredshed) afspejler den mde, 2014-pakken blev udarbejdet p, og den mde, dens gennemfżrelse blev overvget p. 
97 We also found that both positive results (cost savings) and less positive impacts (such as decreasing staff satisfaction) reflect how the 2014 package was prepared and its implementation monitored.
I den forberedende fase fokuserede Kommissionen primžrt p foranstaltninger til at nedbringe lżn-og pensionsbudgettet og adressere bivirkningerne af 2004-reformen. 
The CommissionŐs primary focus at the preparatory stage was on measures to reduce the pay and pensions budget and address the side-effects of the 2004 reform.
Der blev ikke eller kun i begržnset omfang foretaget en vurdering af de sandsynlige HR-forvaltningsrelaterede konsekvenser af omkostningsbesparelserne og de żvrige foranstaltninger i reformpakken. 
There was little or no assessment of the likely HR management consequences of these cost-saving measures or other measures in the reform package.
Kommissionens overvgningsordninger var ikke tilstržkkelige til at identificere disse negative konsekvenser korrekt eller rettidigt (punkt 74-88). 
The CommissionŐs monitoring arrangements were not sufficient to identify those negative consequences correctly or at the appropriate time (paragraphs 74 to 88).
Bilag I sammenfatter vores konklusioner om konsekvenserne af hovedforanstaltningerne i personalereformpakken 45 fra 2014 for henholdsvis EU-budgettet, Kommissionen HR-ordninger og dens personale. 
Annex I summarises our findings on the consequences of the main measures in the 2014 reform on the EU budget, the Commission's HR arrangements and its staff.
Anbefaling 1 Đ Udvikling af en personaleforvaltningsplan Kommissionen bżr for at forbedre sin forvaltning af arbejdsbyrden udarbejde en personaleforvaltningsplan med sžrlig fokus p at: 1.1 identificere, hvilke opgaver der udfżres af hvilke personalekategorier, s den kan sikre bedre overensstemmelse mellem sine HR-politikker og -praksis og sine institutionelle behov og identificere, hvilke roller der bidrager mest til at opfylde dens mlsžtninger 1.2 udarbejde en handlingsplan med henblik p at tiltržkke, udvikle og holde p personer med en bred vifte af forskellig erhvervserfaring og forskellige nationaliteter. 
Recommendation 1 Đ Develop a workforce management plan To improve the way it manages its workload, the Commission should establish a workforce management plan with a particular emphasis on: 1.1 Identifying which tasks are carried out by which categories of staff, so that it can better align its HR policies and practices with its institutional needs and identify which roles contribute most to its objectives; 1.2 Drawing up an action plan to attract, develop and retain people from a broad range of professional experience and nationalities.
Tidshorisont: inden udgangen af 2021. 
Timeframe: by end 2021.
Anbefaling 2 Đ Forbedring af rammerne for overvgning af og rapportering om HR-spżrgsml Kommissionen bżr for bedre at kunne reagere p HR-udviklinger forbedre sin overvgning af og rapportering om HR-spżrgsml i hele institutionen. 
Recommendation 2 Đ Enhance the framework for monitoring and reporting on HR issues To better respond to HR developments, the Commission should improve its monitoring and reporting of HR issues at corporate level.
Den bżr anvende de tilgžngelige oplysninger og indikatorer til at identificere personalerelaterede risici, der kan bringe opfyldelsen af dens mlsžtninger i fare. 
It should use the available data and indicators to identify workforce risks that could endanger its objectives.
Anbefaling 3 Đ Vurdering af behov og potentielle virkninger inden en eventuel yderligere žndring af personalevedtžgten Kommissionen bżr inden en eventuel yderligere žndring af personalevedtžgten sżrge for bedre identificering af de spżrgsml, der skal adresseres, og fastlžgge mlsžtningerne for og de potentielle żkonomiske og ikkeżkonomiske virkninger af forslaget og ledsageforanstaltningerne. 
Recommendation 3 Đ Assess needs and potential impacts before any further revision of the Staff Regulation Before any further SR revision, the Commission should better identify issues to be addressed, and determine the objectives and potential financial and non-financial impacts of the proposal and accompanying measures.
Tidshorisont: inden en eventuel yderligere žndring af personalevedtžgten. 
Timeframe: before any further revision of the Staff Regulations.
46 Vedtaget af Afdeling V, der ledes af Lazaros S. Lazarou, medlem af Revisionsretten, i Luxembourg p mżdet den 9. juli 2019. 
This Report was adopted by Chamber V, headed by Mr Lazaros S. Lazarou, Member of the Court of Auditors, in Luxembourg at its meeting of 9 July 2019.
P Revisionsrettens vegne Klaus-Heiner Lehne Formand 47 
For the Court of Auditors Klaus-Heiner Lehne 46 President
Bilag Bilag I Ń Samlet virkning af de foranstaltninger, der blev indfżrt med personalereformpakken fra 2014 48 Foranstaltning Besparelser i lżn-og pensionsudgifter Forbedring af HR-forvaltningen Konsekvenser for personalet Omfattende budgetbesparelser Nedskžring p 5 % i antallet af stillinger og lžngere arbejdstid Žndret metode til justering af lżnninger og pensioner Fastfrysning af lżnninger og pensioner Hżjere pensionsalder og nedsžttelse af den rlige tilvžkstrate for pensioner Andre budgetbesparelser/žndringer af ansžttelsesvilkr Oprettelse af AST/SC-kategorien Begržnset adgang til de hżjeste AST-og AD-lżnklasser Degradering efter tre negative udtalelser Žndring i antallet af rlige feriedage og godtgżrelsen for levevilkrene i delegationerne Kilde: Revisionsretten. 
Annexes Overall impact of the measures introduced by the 2014 staff reform package 47 Measure Generation of savings in pay and pensions Improvement in HR management Consequences on staff Major budgetary savings 5 % staff reduction and longer working hours Revised method for adjusting pay and pensions Pay and pensions freeze Increase in the retirement age and reduction in the annual accrual rate for pensions Other budgetary savings/ employment conditions Creation of the AST/SC category Limited access to end-of-career AST and AD grades Downgrading after three negative reports Change in annual leave and living conditions allowance in delegations Source: ECA
Kriterier anvendt til den samlede vurdering af de positive og negative virkninger af de foranstaltninger, der blev indfżrt ved 2014-žndringen af personalevedtžgten 49 Farve Besparelser Forbedring af HR-forvaltningen Konsekvenser for personalet Foranstaltningen har givet vžsentlige besparelser (over 100 millioner euro) Sammenlignet med situationen fżr žndringen har foranstaltningen bidraget vžsentligt til żget fokus p de vigtigste opgaver, bedre forvaltning af viden og ansvar og sikring af personalemobilitet mellem de forskellige tjenestegrene eller steder. 
Criteria used for the overall assessment of the positive and negative impact of the measures introduced by the 2014 SR revision 48 Colour Generation of savings Improvement in HR management Consequences for staff The measure has generated significant savings (above Ű100 million) Compared to the situation before the revision, the measure has contributed significantly to a stronger focus on the most important tasks, improved management of knowledge and responsibilities and staff mobility between different services or locations.
Sammenlignet med situationen fżr 2014-žndringen har foranstaltningen forbedret stabiliteten i vigtige arbejdsvilkr, medarbejdertilfredsheden p arbejdspladsen, job-og karrieremulighederne og personalets engagement. 
Compared to the situation before the 2014 revision, the measure has improved the stability of key working conditions, staff satisfaction in the workplace, job and career prospects and staff engagement.
Foranstaltningen har vžret żkonomisk neutral eller givet forholdsvis sm besparelser (under 100 millioner euro) Sammenlignet med situationen fżr žndringen har foranstaltningen vžret neutral med hensyn til fokus p de vigtigste opgaver, forvaltning af viden og ansvar og sikring af personalemobilitet mellem de forskellige tjenestegrene eller steder. 
The measure has been financially neutral or has brought relatively small savings (below Ű100 million) Compared to the situation before the revision, the measure has been neutral in terms of focus on the most important tasks, the management of knowledge and responsibilities and staff mobility between different services or locations.
Sammenlignet med situationen fżr 2014-žndringen har foranstaltningen vžret neutral med hensyn til stabiliteten i vigtige arbejdsvilkr, medarbejdertilfredsheden p arbejdspladsen, job-og karrieremulighederne og personalets engagement. Foranstaltningen har ikke givet direkte besparelser, eller den har fżrt til ekstraomkostninger. Sammenlignet med situationen fżr žndringen har foranstaltningen skabt risici eller problemer med hensyn til fokus p de vigtigste opgaver, forvaltning af viden og ansvar og personalemobilitet mellem de forskellige tjenestegrene eller steder. 
Compared to the situation before the 2014 revision, the measure has been neutral in terms of the stability of key working conditions, staff satisfaction in the workplace, job and career prospects and staff engagement The measure has not provided direct savings or has generated additional costs Compared to the situation before the revision, the measure has created risks or problems with regard to the focus on the most important tasks, the management of knowledge and responsibilities and staff mobility between different services or locations.
Sammenlignet med situationen fżr žndringen har foranstaltningen skabt risici eller problemer med hensyn til stabiliteten i vigtige arbejdsvilkr, medarbejdertilfredsheden p arbejdspladsen, job-og karrieremulighederne og personalets engagement. 
Compared to the situation before the revision, the measure has created risks or problems with regard to the stability of key working conditions and has reduced staff satisfaction in the workplace, job and career prospects and staff engagement.
Bilag II Ń Personalekategorier i Kommissionen Kommissionens personale er inddelt i forskellige personalekategorier. 
Categories of staff employed at the Commission The CommissionŐs workforce is made up of different categories of staff.
Inden for hver kategori er der forskellige lżnklasser, som afspejler stigende professionelle og uddannelsesmžssige krav og ansvarsniveauer. 
Within each category there are different grades, reflecting increasing professional and educational requirements and levels of responsibility.
I Personale omfattet af personalevedtžgten En tjenestemand er enhver person, der efter at have bestet en udvžlgelsesprżve er blevet ansat i en fast stilling i en af institutionerne. 
I Staff covered by the Staff Regulations An official is any person who has been appointed, after passing a competition, to a permanent post at one of the institutions.
Kommissžrer er ikke tjenestemžnd. 
Commissioners are not officials.